a study on effectiveness of the performance appraisal in puducherry power corporation limited
TRANSCRIPT
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A STUDY ON PERFORMANCE APPRAISAL IN SARVANA GLOBAL
ENERGY LTD, PEDDUNAICKEN KUPPAM , KURINJIPADI
CHAPTER-1
DESIGN AND EXECUTION OF THE STUDY
INTRODUCTION
Performance management is a holistic process bringing together many of
elements which go to make up the successful practices of people management
including in particular learning and development. But for this very reason, it is
complex and capable of being misunderstood
‘Performance management is not achievable unless there are effective
processes of continuous development. This addresses the core competencies of the
organization and the capabilities of individuals and teams. ‘Performance
management should really be called ‘performance and development and
management.
Performance appraisal is one element of performance management which
involves different measurements throughout the organizations are to take the
advantage of their most important asset, employees, and gain human capital
advantage.
!imply put, it is the observation and evaluation of a school employees work
behavior and accomplishments for the purpose of making decisions about the staff
member. These decisions may include wage, salary, and benefit determinations
promotion, demotion, transfer, or termination actions" and coaching and
counseling, training, or career development options.
There are three basic functions of an effective performance appraisal#
$. To provide ade%uate feedback to staff members on their performance
&. To serve as an opportunity to communicate face'to'face modifications or
changes to existing performance ob(ectives
). To provide data to administrators so they can evaluate a staff member and
(udge future (ob assignments and compensation
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The notion of performance appraisal has become an almost
universally accepted fact of life in most organizations. *t often serves as the
basis for other human resource systems, such as salary management, career
development, and selection processes. Because of all of these uses for the
performance appraisal process, it is increasingly important that schoolleaders more than ever need to improve their managerial and supervisory
skills in such areas as creating individual performance standards, getting
employee commitment to performance standards, and conducting interim
and end'of'year performance appraisal meetings.
This book was written to help school leaders not only improve their
ability in managing their employees performance. But also to provide staff
members with coaching tools that will target their performance deficits. +s
the first step in any performance review process is to identify the
knowledge, skills, and abilities that are re%uired in a specific position, this
book provides administrators with uni%ue (ob descriptions for most support
staff and teaching positions. This is not only beneficial for the administrator,
but it is enormously important to the employee, as specific performance
outcomes are outlined and presented. lear, stated behaviors and outcomes
for workplace performance must be outlined and discussed if the
administrator and the support staff member or teacher can possibly have
success in this process. Both parties must have the same mental picture of their performance expectations.
!elf'appraisal forms are also presented for the (ob'specific
responsibilities, as well as self'appraisal forms for more general,
interpersonal skill areas that affect how employees interact with colleagues,
students, parents, administrators, and others.
+fter comparing the staff members expected with his or her actual
performance, the school administrator can select relevant coaching from the book that the staff member can immediately use to help -close the
performance gap. These coaching tools provide background information on
each performance area, individual development plan forms, and a suggest
dreading list. The information present in each area is not designed to be over
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whelm in, but rather to be practical and ready to use an employee who
needs help in closing a performance gap.
The book also provides school leader s with clear directions on how to
conduct initial, interim, and formative coaching and summative performanceappraisal meetings, as well as presents templates that immediately provide
the employee with beneficial feedback and direction for improvement.
OBJECTIVES OF THE STUDY:
P/*0+/1 2B34T*54
!4267+/1 2B34T*54
PRIMARY OBJECTIVE:
To study on the 28 A STUDY ON PERFORMANCE APPRAISAL
IN SARVANA GLOBAL ENERGY LTD, PEDDUNAICKEN KUPPAM,
KURINJIPADI for their employees.
SECONDARY OBJECTIVE:
• To find out skill and capacity of employees
• To identify training methods to improve the performance employees.
• To analyses the management %uality through the performance
appraisal.
• To improve ways and effectiveness of the existing performance
appraisal
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NEED FOR THE STUDY:
The management was in the position to know whether the existing
performance appraisal is effective or not.
To measure the satisfaction level of the employees.
To get suggestion from the employees for further improvements in existing
performance appraisal.
SCOPE OF THE STUDY:
The study aims at analyzing the issues related to performance appraisal. +
%uestionnaire was farmed to get the details from the employees include the
following categories of information contains the name, age previous experience of
the employees.
LIMITATIONS OF THE STUDY:
0ost of the respondents did not answer the %uestionnaire truly due to fear.
0ost of the employees were busy with their (ob and they dont want to be
disturbed.
7ue to many restrictions cannot meet many employees on time.
8ew respondents reluctant to answer the %uestionnaire.
METHODS OF STUDY:
*n everyday life, every human being has to face many problems viz. !ocial, economical,
financial problems. These problems in life call for acceptable and effective solutions and for this
purpose, research is re%uired and a methodology applied for the solutions can be found out.
/esearch was carried out at t A STUDY ON PERFORMANCE APPRAISAL
IN SARVANA GLOBAL ENERGY LTD, PEDDUNAICKEN KUPPAM found
out the -effectiveness of performance appraisal”.
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RESEARCH METHODS
• To find out the satisfaction of the employees with the performance appraisal.
• To identify areas of improvement in design of performance appraisal.
Data c!!"ct#$ %"t&'(:
Primary data
T! )* c!!"ct#$+ *#%a* 'ata a*" a( )!!.(:-
• !tructured %uestionnaire
!ample plan
• The sample plan is a distinct phase of the research process.
• *t refers to the techni%ue or the procedure a research would adopt in selecting items for
sample.!ample population
• Population consists of the total respondents.
• The research population consists of all the employees at
• !ampling techni%ues
• *n the research random'cum'convenient sampling techni%ues are being used sample
size.
To find out the effectiveness of performance appraisal of G!/a! E$"*+ Lt'
"''0$a#c"$ 0a%, 0*#$2#a'# certain step has been taken which are as follows#'
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+. *nitial research !ample size of 9: employees was selected
Parameters for performance appraisal were listed
B. Preparing a structure %uestionnaire Based on the initial research findings, structure %uestionnaire was prepared
7ata was collected from employee with the help of %uestionnaire
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RESEARCH METHODOLOGY
0ethodology is the backbone of the pro(ect work. *t means the way one researcher
selects and sample size, methods of data collection, various tools used for studying and analyzing
the problems with certain ob(ectives.
AIM OF THE STUDY
+im of the study is to measure the performance appraisal among employees
with special reference to
OBJECTIVES OF THE STUDY
• To find out awareness of performance appraisal inside the organization.
• To find out the benefit of appraisal system to the appraise and appraiser.
• To identify the level of satisfaction between workers and staff.• To analyze the attitude of workers towards management.
SCOPE OF THE STUDY
This research study is useful for understand the exception and re%uirements
of employees to serve them in a better ways.
RESEARCH DESIGN
The type of research is descriptive research. 7escriptive research is the description
of the state of affairs that exists at present. *t includes surveys, facts findings and en%uires at
different level. The ma(or characteristics of this method is that the research has not control over
the variables" he can only report what has happened or what is happening the researcher followed
descriptive research.
SAMPLING DESIGN
The design used for sampling is non probability sampling based on the
convenience of the research.
;hen population elements are selected for inclusion in the sample based on the case
of access, it can be called convenience sampling.
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SAMPLING UNIT
Present employees is G!/a! E$"*+ Lt'. $:: 4mployees.
SAMPLING SI3E
+ sample size is 9: respondents.
HYPOTHESIS OF THE STUDY
There is no association between professional competence and knowledge wise.
There is association between 4ducation
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*t refers to a special kind of ratio. This is used for making comparison between two or
more series of data, it is denoted by=.
=> ?number of respondents@total respondentsA$:: percentage are measure of central
tendency. Percentage are often used in the data presentation" the data are reduced in the standard
form with base e%ual to $::, ;hich facilitate relative comparison. Percentage +nalysis > ?6o.of /espondents@Total /espondentsA9:
CHI-S4UARE
hi's%uare is an important test amongst the several test of !ignificance developed by
statisticians. hi's%uare symbolically written as xC&. xC& is a statistical measure used in the
context of sampling analysis for comparing a variance to a theoretical variance.
*t can be used to determine if categorical data shows dependency or the two
classifications are independent. *t can also be used to make comparisons between theoretical
population and actual data when categories are used.
LIMITATIONS OF THE STUDY
This study is not generalized because it is restricted only to 9: respondents.
Time was not sufficient to conduct detail study.
The study has been conducted in only one industry. Dence the result may vary from one
industry to another.
The study has been conducted for a specified period hence the result may not be same
throughout.
CHAPTER II
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20P+61 P/28*E4
!aravana Flobal 4nergy Eimited *nstrument +mount ?/s. roreA /ating +ction
7ecember &:$G Eong'term, term loans &H.I J*/+K' reaffirmed Eong'term, cash creditfacilities &9.:
J*/+K' reaffirmed Eong'term, proposed facilities ).H J*/+K' reaffirmed !hort'term, bills
discounting facilities $:.: J*/+K+G reaffirmed !hort'term, letters of credit@bank guarantees
$&.9 J*/+K+G reaffirmed */+ has reaffirmed the J*/+K' ?pronounced as */+ minusA
rating to the /s 9I.9 crore term loans and fund based long term facilities of !aravana Flobal
4nergy Eimited ?!F4EAL . */+ has also reaffirmed the short term rating of J*/+K+G
?pronounced as */+ + fourA to the /s &&.9 crore fund based and non'fund based limits of the
company.
The rating reaffirmation considers the weak financial profile of the company with poor cash
flows and the continued default in the repayment of loans ?that remain unratedA owing to the
delay in raising funds through the sale of assets@divestment of stake which was proposed to be
applied towards the 2ne Time !ettlement of foreign currency borrowings. The ratings are also
constrained by the insulator industry remaining vulnerable to cyclicality in the end'user industry
and the weak credit profile of !4Bs who remain the principal buyers" and, the intense
competition in the insulator industry from domestic organized players with threat from hinese
imports expected to recede only gradually.
The ratings, nevertheless, factor in the organized and well established presence of the company
in the domestic insulator manufacturing business" reputed clientele and supplies to ma(or power
transmission companies including !4Bs" favorable long term opportunities for the insulator
industry despite slowdown in the recent past on account of market disruptive imports from
hina" and, the current duty protection to the domestic industry in the form of imposition of
safeguard duty.
The company reported an operating income of /s. GM.) crore, operating profit of /s. &.H crore
and net loss of /s. )).$ crore in 81 &:$G ?2ctober &:$&' 0arch &:$G" $H monthsA as against an
operating income of /s GH.) crore, operating loss of /s $G crore and net loss of /s )H.9 crore in
81 &:$& ?!eptember'endedA.
ompany Profile
!aravana Flobal 4nergy Eimited ?!F4E, formerly known as !aravana *nsulators EimitedA was
incorporated in &::) by ac%uiring the assets of !eshasayee *ndustries Eimited, a sick unit. !F4E
manufactures alumina porcelain insulators in Nnit * located at uddalore, Tamil 6adu, with
capacity of $9,::: tons per annum ?mtpaA and, polymer insulators in Nnit ** located in
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0adhurandhakam, Tamil 6adu, with capacity of O&I,::: pieces per annum for application in
transmission lines, power e%uipment manufactures, and railway electrification pro(ects. The
company also has a separate division, Flobal Power /esearch *nstitute, a 6ational +ccreditation
Bureau of Eaboratories ?6+BEA recognized extra high voltage ?4D5A testing lab in uddalore.
The promoters hold OH:= of the stake in the company in their personal capacity while the
remaining is held by a private e%uity investor. 7ecember &:$G
!+/+5+6+ FE2B+E 464/F1 E*0*T47 ?!F4EA is a reputed manufacturer of +lumina
porcelain and omposite *nsulators for all applications from $$k5 to $&::k5 for supply to all
customers such as !4Bs, 4Ps, 240s, Power Frid orporation of *ndia, 6TP, /ailway
4lectrification and 4xport customers.
The promoters of !F4E have been successful in other businesses in Tamilnadu for more than
four decades and took over the total assets of !eshasayee *ndustries Eimited ?!*EA in &::& and
commenced commercial production in &::G.
Building on the core strength of !*E as one of the first plants in *ndia to produce high
strength +lumina porcelain and provide import substitute to !olid ore and Dollow *nsulators,
the promoters combined the expertise of !*E personnel in Production Techni%ues and added
modern machinery and management approach to enhance
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LITERATURE REVIE5
INTRODUTION:
Performance evaluation reflects on employees actual (ob performance
levels, but in order to get a true picture, the rating must be accurate. +ccuracy isthe primary goal of any appraisal system. 4mployment 7ecisions that are based on
inaccurate rating are not valid and would be difficult to (ustify if legally
challenged. 0oreover, employees tend to lose their trust in the system when rating
do not accurately reflect their performance levels, and this cause morale and
turnover problems, it also hinders on their opportunity for advancement.
).$ 2utgoing Performance 4valuation
Performance appraisals are only effective if it is ongoing. Periodicobservation, monitoring, coaching, counseling, feedback and record keeping by
rater and crucial. Dence in this way performance problems are caught early and
corrected before they have costly conse%uences. The results of performance
appraisal must be given fre%uently to an employee if they are to bring about a
change in an employees behavior or maintain a high standard of excellence.
4mployees need feedback on how well they are doing. The must accurately
perceive the conse%uences of their efforts and be able to set goals on the basis of
this feedback 6LATHAMAND 5EXLEY,17819
Performance appraisals are most commonly undertaken to let an
employee know how his@her performance compares with the supervisors
expectations, whether they are working ob(ective@goals, and to identify areas that
re%uires training or development. ;ithout ade%uate communication between the
employee and supervisor, undesirable work habits may be formed or good work
habits may be viewed by the employee as approval of their current work habits and
performance.
Poor performance should not remain unchallenged because a
performance review is not due, it should be dealt with and at the same time
ob(ective can be clarified and revised. This practice would lead to better informed
employees who are better e%uipped to perform their (ob satisfactorily.
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CRANE 617719 also believes that as a part of ongoing performance evaluation and
to ensure the effective use or performance appraisal scheme, it is necessary to keep
and maintain accurate records of employees performance. areful reviews of these
records at the time of the appraisal would help to eliminate selective memory.
+ccording to SAHI 61779, fre%uent reviews give supervisorsopportunity to assure that progress is being made in developmental ob(ective. 3ob
demands can fre%uently prevent employees from achieving specified ob(ectives.
!upervisors in these instances must re'assign work to allow the completion of this
ob(ective or modify the ob(ective to reflect the changing condition of (ob. Dowever
these shortcomings can only be identified if supervisors are constantly monitoring
employees.
There is evidence in literature that annual appraisal does not meet all
the ob(ective of employees and curtails effectiveness. *t does not allow employee
to prepare themselves for responsibility and goals are not completed 6LEE, 177;9+lternatively, they are poorly completed and the appraisal results in
ineffectiveness, poor communication and feedback ?7+1, $HA.
Dalo @ Dorns 4ffect
Behavioral 2bservation !cale ?B2!A is one of the best techni%ues utilized
by the managers to arte the employees. The dilemma was on the peak in the $M:s
and $I:s. in the same period couple of new innovated rating scales were
introduced, which was Behaviorally +nchored /ating !cale ?B+/!A and the
0ixed !tandard !cale ?0!!A. The innovations were dominant one whichcondensed the errors and improved the observations skills from the performance
appraisal practice.
+ccording to the research of ARVEY AND MURPHY 617789, there were
hundreds of thousands of researches had been taken place between the periods of
$9: to $H:, which merely focused on the different type of rating scales. LANDY
AND FARR 61789 reviewed and researched the method of performance appraisal
in totally a different manner, in which they understand the rater and process in the
organizational context. 2ther performance appraisal reports include the rater
characteristics in their report like race, gender and likeability.
+ccording to a number of researchers, the enhanced and upgraded
performance appraisal procedure and method will enhance the satisfaction level of
the employees and definitely will improve the process of goal setting within the
organization.
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CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION
TABLE < =>1
AGE OF RESPONDENTS
S>NOA+" ) "%!""(
N>)
R"($'"$t(P"*c"$ta+"
$&$'): &) GM
&)$'G: $I )G
)G$'9: :G :H
G+bove 9: :M $&
T2T+E 9: $::
!ources# Primary data
I$)"*"$c":
8rom the above table it has been inferred, that GM= of employees are working under theage limit of &$'):, )G= of employees are working under the age limit of )$'G:, and H=
of employees are working under the age limit of G$'9:, $&=. of employees are working
under the age limit of above 9:.
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CHART- =>1
AGE OF RESPONDENTS
21-30 31-40 41-50 Above 500
5
10
15
20
25
30
35
40
45
50
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TABLE - =>?
GENDER OF RESPONDENTS
S>NO Cat"+*N> )
R"($'"$t(
P"*c"$ta+"
6@9
$ 0ale )) MM
& 8emale $I )G
T2T+E 9: $::
!ources# primary data
I$)"*"$c":
8rom the above table it has been inferred, that MM= of employees are male, and )G= of
employees are female.
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CHART - =>?
GENDER OF RESPONDENTS
Male
Female
0 10 20 30 40 50 60 70
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TABLE - =>
4UALIFICATION OF EMPLOYEES
S>N
40a!#)#cat#$( )
"%!""(
N> )
R"($'"$t(
P"*c"$ta+
"
$Below !!E $) &M
&D! :M $&
) 7iploma@7egree &) GM
GPF :H $M
T2T+E 9: $::
!ources# Primary data
I$)"*"$c":
8rom the above table it is inferred, that &M= of employees are %ualified Below !!E
level ,
$&= of the employees are D.!. %ualified
GM= of the employees are 7iploma@7egree holders
$M=. 2f the employees are post graduates.
CHART < =>
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4UALIFICATION OF EMPLOYEES
below SSLC SC !"#loma $!eg%ee P&
0
5
10
15
20
25
30
35
40
45
50
TABLE - =>=
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MARTIAL STATUS
!.62 0arital status 6o. of /espondents Percentage
$ 0arried & 9H
& Nnmarried &$ G&
T2T+E 9: $::
!ources# primary data
I$)"*"$c":
8rom the above table it has been inferred, that 9H= of respondents are married, and G&=
of respondents are unmarried.
CHART- =>=
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MARTIAL STATUS
Ma%%"e' ()Ma%%"e'0
10
20
30
40
50
60
TABLE - =>
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EXPERIENCE OF THE RESPONDENTS
S>NO Y"a*( N>) R"($'"$t(P"*c"$ta+"
6@9
$ 9 years and below $: &2
&9'$: $$ &&
) $:'$9 $I )G
G $9'&: $& &G
T2T+E 9: $::
!ources# primary data
I$)"*"$c":
8rom the above table it has been inferred, that &:= of employees are having less then 9years of
experience, &&= of employees are having 9'$:years of experience, )G= of employees are having
$:'$9 years of experience, and &G= of employees are having $9'&: years.
CHART- =>
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EXPERIENCE OF THE RESPONDENTS
0
5
10
15
20
25
3035
Axis Title
TABLE - =>;
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MONTHLY INCOME OF EMPLOYEES
!.62 0onthly *ncome
62. of
/espondents
Percentage
?=A
$ Below /!&:,::: &) GM
& /!&$,:::'):,::: :H $M
) /! )$,:::'G:,::: :9 $:
G /! G$,:::'9:,::: $: &:
9 +bove 9:,::: :G H
Total 9: $::
!ources# primary data
I$)"*"$c":
8rom the above table it has been inferred, that GM= of employees are earning
below &:,:::, $M= of employees earning /! &$,:::'):,:::, and $:= of employees are earning
/! )$,:::'G:,:::, &:= of employees are earning /! G$,:::'9:,:::and H= of employees are
earning above 9:,:::.
CHART- =>;
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MONTHLY INCOME OF EMPLOYEES
*S 20+000 a)' ,elow
*S 21+000 30+000
*S.31+ 000 40+000
*S 41+000 50+000
Above 50+000
0 5 10 15 20 25 30 35 40 45 50
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TABLE-=>
HO5 OFTEN DOES YOUR PERFORMANCE ASSESSMENT MATCH TO
YOU EXPECTATION
S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9$. 6ever $G ?8@
&. /arely $9 @
). 2ften &$ =?@
Tta! 1@
SOURCE: P*#%a* Data
INFERENCE
8rom the above table it has been inferred, that &H= of employees
are answered at never, ):= of employees are answered at rarely, G&= of
employees are answered at often.
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CHART-=>
HO5 OFTEN DOES YOUR PERFORMANCE ASSESSMENT MATCH TO
YOU EXPECTATION
eve% *a%el/ e)
0
5
10
15
20
25
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TABLE-=>8
HO5 DO YOU FEEL ABOUT THE PERFORMANCE APPRAISAL
METHOD IN THE INDUSTRY
S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9
$. !imple $) ?;@
&. omplicated $9 @
). !ub(ective && ==@
Tta! 1@
SOURCE: P*#%a* Data
INFERENCE
8rom the above table it has been inferred, that &M= of employees
are answered at simple, ):= of employees are answered at complicated, GG= of
employees are answered at sub(ective.
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CHART-=-8
HO5 DO YOU FEEL ABOUT THE PERFORMANCE APPRAISAL
METHOD IN THE INDUSTRY
S"m#le Com#l"ae' Sbe"ve
0
5
10
15
20
25
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TABLE-=>7
ACCORDING TO YOU HO5 OFTEN SHOULD THE PERFOEMANCE
REVIE5 TAKE PLACE
S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9
$. 2nce a month :9 1@
&. 4very ) month $9 @
). 4very $ year ): ;@
Tta! 1@
SOURCE: P*#%a* Data
INFERENCE
8rom the above table it has been inferred, that $:= of employees
are answered at once a month, ):= of employees are answered at every ) month,
M:= of employees are answered at every $ year.
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CHART-=>7
ACCORDING TO YOU HO5 OFTEN SHOULD THE PERFOEMANCE
REVIE5 TAKE PLACE
)e a mo) ve%/ 3 mo) ve%/ 1 mo)
0
5
10
15
20
25
30
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TABLE-=>1
5HAT IS YOUR SATISFACTION LEVEL 5ITH THE CURRENT
APPRAISAL SYSTEM
S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9
$. Digh &: =@
&. +verage $9 @
). Eow $9 @
Tta! 1@SOURCE: P*#%a* Data
INFERENCE
8rom the above table it has been inferred, that G:= of employees
are answered at high, ):= of employees are answered at average, ):= of
employees are answered at low.
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CHART-=>1
5HAT IS YOUR SATISFACTION LEVEL 5ITH THE CURRENT
APPRAISAL SYSTEM
PERCENTAGE
"g
Ave%age
Low
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TABLE-=>11
5HAT KIND OF FEEDBACK DO YOU RECEIVE FROM YOUR
SUPERVISOR AFTER THE PERFORMANCE APPRAISAL
S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9$. 2nly positive ): ;@
&. 2nly negative :9 1@
). 6ot at all $9 @
Tta! 1@
SOURCE: P*#%a* Data
INFERENCE
8rom the above table it has been inferred, that M:= of employees
are answered at only positive, $:= of employees are answered at only negative,
):= of employees are answered at low.
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CHART-=>11
5HAT KIND OF FEEDBACK DO YOU RECEIVE FROM YOUR
SUPERVISOR AFTER THE PERFORMANCE APPRAISAL
)l/ #o""ve )l/ )ega"ve o a all
0
5
10
15
20
25
30
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TABLE-=>1?
SATISFACTION ON THE PERFORMANCE APPRAISAL DEPENDS ONLY
ON THE MONETARY BENEFITS PROVIDED BY THE INDUSTRY>
S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9$. !trongly agree &) =;@
&. +gree &I =@
). 7isagree ' -
Tta! 1@
INFERENCE
8rom above that table it has been inferred, that GM= of employees are answered at agree, 9G= of
employees are answered at strongly agree ,: = of employees are answered at strongly disagree
towards the linkage 0onterey benefits .
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CAHRT-=>1?
SATISFACTION ON THE PERFORMANCE APPRAISAL DEPENDS ONLY
ON THE MONETARY BENEFITS PROVIDED BY THE INDUSTRY>
PERCENTAGE
S%o)gl/ ag%ee
Ag%ee
!"ag%ee
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TABLE-=>1
HAVE YOU TRIED TO CHANGE YOURSELF AFTER THE NEGATIVE
REMARKS 4UOTED IN THE PERFORMANCE APPRAISAL SYSTEM
S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9
$. 1es &: =@
&. 6o $& ?=@
). 6ot at all $H ;@
Tta! 1@
INFERENCE
8rom the above table it has been inferred , that G:= of employees are answeredyes, &G= of employees are answered no, )M= of employees are answered 6ot at
all
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CHART-=>1
HAVE YOU TRIED TO CHANGE YOURSELF AFTER THE NEGATIVE
REMARKS 4UOTED IN THE PERFORMANCE APPRAISAL SYSTEM
e o o a all
0
2
4
6
8
10
12
14
16
18
20
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TABLE-=>1=
5HICH IS THE HIGHER LEVEL OF BENEFIT THAT IS OFFERED FOR
A BETTER PERFORMANCE IN YOUR INDUSTRY
S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9
$. 1ear'end bonus &: =@
&. Promotion $H ;@
). /eward incentives $& ?=@
Tta! 1@
INFERENCE
8rom the above table it has been inferred, that G:= of employees year end bonus high rate of
performance appraisal in the organization, )M= of employees promotion, and &G= of employees
are reward incentives
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CHART-=>1=
5HICH IS THE HIGHER LEVEL OF BENEFIT THAT IS OFFERED FOR
A BETTER PERFORMANCE IN YOUR INDUSTRY
ea%-e)' bo) P%omo"o) *ewa%' ")e)"ve
0:
10:
20:
30:
40:
50:
60:
70:
80:
90:
100:
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TABLE-=>1
ARE YOU SATISFIED 5ITH THE CURRENT APPRAISAL METHOD
S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9
$. !atisfied &$ =?@
&. 6ot satisfied $& ?=@
). 6eutral $I =@
Tta! 1@
8rom the above table it has been inferred, that G&= of employees are feels that
current appraisal system is satisfied &G= of employees are feels that current
appraisal system is 6ot satisfied, )G= of employees are feel that current appraisal
system is 6eutral.
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CHART-=>1
ARE YOU SATISFIED 5ITH THE CURRENT APPRAISAL METHOD
Sa";e' o a";e' e%al
0
5
10
15
20
25
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TABLE-=>1;
DO YOU THINK THAT PERFORMANCE APPRAISAL GIVE
CONSTRUCTIVE CRITICISM IN A FRIENDLY AND POSITIVE
MANNER
S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9
$. 1es $I =@
&. 6o $9 @
). 0ay be $H ;@
Tta! 1@
INFERENCE
8rom the above table it has been inferred , that )G= of employees are answered
yes, ):= of employees are answered no, )M = of employees are answered maybe
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CHART-=>1;
DO YOU THINK THAT PERFORMANCE APPRAISAL GIVE
CONSTRUCTIVE CRITICISM IN A FRIENDLY AND POSITIVE
MANNER
PERCENTAGE
e
o
Ma/ be
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TABLE-=>1
PERFORMANCE APPRAISAL HELPS EMPLOYEE SET AND ACHIEVE
MEANINGFUL GOALS>
S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9
$. +gree &) =;@
&. !trongly agree &) =;@
). 7isagree :G 8@
Tta! 1@
I$)"*"$c":
8rom above that table it has been inferred, that GM= of employees are answered at agree, GM= of employees are answered at strongly agree , :H= of employees are answered at strongly disagree
towards Performance +ppraisal Delps 4mployee !et +nd +chieve 0eaningful Foals.
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CHART-=>1
PERFORMANCE APPRAISAL HELPS EMPLOYEE SET AND ACHIEVE
MEANINGFUL GOALS>
Ag%ee S%o)gl/ ag%ee !"ag%ee
0
5
10
15
20
25
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TABLE-=>18
DO YOU RECEIVE ANY INCREMENT IN YOUR SALARY AFTER PERFORMANCE APPRAISAL
S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9
$. 1es &: =@
&. 6o $G ?8@
). 6ot at all $M ?@
Tta! 1@
I$)"*"$c":
8rom the above table it has been inferred that G:= of employees are answered positive , &H= of
employees negative, )&= of employee are answered at not at all.
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CHART-=>18
DO YOU RECEIVE ANY INCREMENT IN YOUR SALARY AFTER
PERFORMANCE APPRAISAL
e o o a all
0
5
10
15
20
25
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TABLE-=>17
THE PERFORMANCE OF EMPLOYEES IMPROVES AFTER PROCESS
OF PERFORMANCE APPRAISAL
S>NO Pa*t#c0!a*( R"($'"$t( P"*c"$ta+" 6@9
$. +gree && ==@
&. !trongly agree $I =@
). 7isagree $$ ??@
Tta! 1@
I$)"*"$c":
8rom above that table it has been inferred, that GG= of employees are answered at agree, )G= of employees are answered at strongly agree , &&= of employees are answered at strongly disagree
towards the linkage improves after process of performance appraisal
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CHART-=>17
THE PERFORMANCE OF EMPLOYEES IMPROVES AFTER PROCESS
OF PERFORMANCE APPRAISAL
Ag%ee S%o)gl/ ag%ee !"ag%ee0
5
10
15
20
25
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TABLE-=>?
5HAT ARE THE TECHNI4UES THAT ARE USED IN YOUR
ORGANI3ATION
S>NO Pa*t#c0!a*( R"($'"$t
(
P"*c"$ta+" 6@9
$. 2bservation &: =@
&. +ssessment and development $9 @
). heck list $9 @
Tta! 1@
I$)"*"$c":
8rom above that table it has been inferred, that G:= of employees are answered at 2bservation,
)G= of employees are answered at +ssessment and development , &&= of employees are
answered at heck list strongly towards the linkage improves techni%ues
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CHART-=>?
5HAT ARE THE TECHNI4UES THAT ARE USED IN YOUR
ORGANI3ATION
be%va"o) Aeme) a)' 'evelo#me) Ce< l"0
5
10
15
20
25
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CHAPTER V
FINDINGS, SUGGESTION CONCLUSION
FINDINGS:
$. The some of the respondentsGM= of employees is working under the age limit of &$'):
&. The 0a(ority of the respondentsMM= of employees is male
).The some of the respondentsGM= of employees is working under the 7iploma@7egree
G.The 0a(ority of the respondents9H= of employees is married
9.The some of the respondents)G= of employees is having $:'$9 years of experience,
M.The some of the respondentGM= of employees are earning below &:,:::
I. The some of the respondents G:= of employees are answered at 2bservation
H.. The 0a(ority of GG= of the /espondents said that performance assessment of rarely.
.The 0a(ority H:= of the /espondents had received increment in their salary.
$:.The 0a(ority ):= of the /espondents are feeling about the Performance +ppraisal mode of
complicated in
$$.The 0a(ority &H= of the /espondents said that Performance review take place has been
conducting one time in every six months
$&.The 0a(ority G:= of the /espondents are very highly satisfied with current appraisal system
$).The 0a(ority ):= of the /espondents are Performance +ppraisal as yearend Bonus.
$G.The 0a(ority M:= of the /espondents have received feedback from your supervisor on their
Performance that only positive.
$9.The 0a(ority 9:= of the /espondents are agreed on the believe statement about performance
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SUGGESTION
$.8ocus on relevant performance, Behaviour or outcomes, not on the
individual as a person.
&. Present perceptions, reactions and opinions as such and not as facts.). 8ocus on specific, observable behaviour, not on general, global
impressions.
G. 8or feedback that is evaluative rather than descriptive, focused on
established criteria.
9. +void loaded terms that produce an emotional reaction or raise
defenses.
M. 8ocus on the area over which the person can exercise some control or
for which he or she can use the feedback to improve or to planalternative actions.
I. ;hen encountering with defensive reactions, deal with the reactions
rather than trying to convince, reason or supply other information.
H. Nse a method of communication that conveys acceptance of the
person as worthwhile with the right to be different.
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CONCLUSION
the basis of study of finding the following conclusion and suggestions are given# The present
business environment for banking is highly volatile and uncertain. *t is highly competitive and
every bank is finding difficult to service grow, stabilize and excel in banking business. 8urther,
for better performance management must keep watch on the
emerging trends in business environment. The proper and timely strategies are to be adoptedto
improve efficiency of the whole organization ompetition is faced from public, private, foreign
and cooperative banks. They have adopted the strategy for effective workings are use of advance
technology and changes in working procedure. 6o doubt performance has been improved but
manpower is not maintained and utilized properly 8or improvement in human resources, special
focus should be given on selection, training, motivate career opportunities or employees
etc.0anpower is considered as the mosimportant resource but it is day to day dealing efforts are
found for the sufficient efforts are not found for improvement of competencies and motivation of
employees. *t is suggest that in this direction strong steps are to be taken.
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A STUDY ON PERFORMANCE APPRAISAL IN SARVANA GLOBAL
ENERGY LTD, PEDDUNAICKEN KUPPAM , KURINJIPADI
2N4!T*266+*/4
1
.
ame =
2 !e#a%me) =
3
.
Age = 30 /ea% a)' below 31-40 /ea%
41-5 0/ea% above 5 /ea%
4
.
&e)'e% = Male Female
5 >al";a"o) = ,elow SSLC SC
!"#loma$!eg%ee P&
6
.
Ma%"al Sa = Ma%%"e' ()ma%%"e'
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14. !atisfaction on the performance appraisal depends only on the monetary benefits provided
by the industry.
+A !trongly +gree BA +gree A 7isagree
15. Dave you tried to change yourself after the negative remarks %uoted in the performance
appraisal systemR
+A 1es BA 6o A 6ot at all
16 ;hich is the higher level of benefit that is offered for a better performance in your industryR
+A 1ear'end bonus BA Promotion A /eward incentives
17. +re you satisfied with the current appraisal methodR
+A !atisfied BA 6ot !atisfied A 6eutral
18 7o you think that performance appraisal give constructive criticism in a friendly and positive
mannerR
+A 1es BA 6o A 0ay be
19. Performance appraisal helps employee set and achieve meaningful goals.
+A +gree BA !trongly +gree A 7isagree
20.7o you receive any increment in your salary after performance +ppraisalR
+A 1es BA 6o A 6ot at al
21.The Performance of employees improves after process of performance appraisalR
+A +gree BA !trongly +gree A 7isagree
22.;hat are the techni%ues that are used in your organization for assessing performanceR
+A 2bservation BA +ssessment and 7evelopment A heck Eist
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BIBLIOGRAPHY
1> P"*($$"! Ma$a+"%"$t:
D*>C>B>Ma%*#a
H#%a!aa P0/!#($+ H0("
M0%/a#
?> R"("a*c& M"t&'!+:
C>R>Kt&a*#
N". A+" I$t"*$at#$a! 6P9 L#%#t"'
N". D"!
5EBSITES:
...>++!">c%
...>a&>c%
...>.##"'#a>c%
60 | P a g e
http://www.google.com/http://www.yahoo.com/http://www.wikipedia.com/http://www.yahoo.com/http://www.wikipedia.com/http://www.google.com/
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