performance appraisal project work

A STUDY ON EMPLOYEE PERFORMANCE APPRAISAL - At Nandi Polymer India PVT LTD

Emerald’s Degree College 1

INTRODUCTION



INTRODUCTION PERFORMANCE APPRAISAL: A performance appraisal (PA) or performance evaluation is a systematic and periodic process that assesses an individual employee’s job performance and productivity in relation to certain pre-established criteria and organizational objectives. Other aspects of individual employees are considered as well, such as behaviour, accomplishments, potential for future improvement, strengths and weaknesses, etc.

A central reason for the utilization of performance appraisals (PAs) is performance improvement (“initially at the level of the individual employee, and ultimately at the level of the organization”). Other fundamental reasons include “as a basis for employment decisions (e.g. promotions, terminations, transfers), as criteria in research (e.g. test validation), to aid with communication (e.g. allowing employees to know how they are doing and organizational expectations), to establish personal objectives for training” programs, for transmission of objective feedback for personal development, “as a means of documentation to aid in keeping track of decisions and legal requirements” and in wage and salary administration. Additionally, PAs can aid in the formulation of job criteria and selection of individuals “who are best suited to perform the required organizational tasks”. A PA can be part of guiding and monitoring employee career development. PAs can also be used to aid in work motivation through the use of reward systems Definition of Performance Appraisal

“Performance appraisal is the systematic description of an employee’s job relevant strengths and weaknesses”. -Sir Wayne Cascio

Performance Appraisal is the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development. Performance appraisal is generally done in systematic ways which are as follows:

1. The supervisors measure the pay of employees and compare it with targets and plans.

2. The supervisor analyse the factors behind work performances of employees.



3. The employers are in position to guide the employees for a better performance.

Objectives of Performance Appraisal: Performance Appraisal can be done with following objectives in mind:

1. To maintain records in order to determine compensation packages, wage structure, salaries raises, etc.

2. To identify the strengths and weaknesses of employees to place right men on right job.

3. To maintain and assess the potential present in a person for further growth and development.

4. To provide a feedback to employees regarding their performance and related status.

5. It serves as a basis for influencing working habits of the employees.

6. To review and retain the promotional and other training programmes.

Importance of Performance Appraisal 1. Performance Feedback

Most employees are very interested in knowing how well they are doing at present and how they can do better in a future. They want this information to improve their performance in order to get promotions and merit pay. Proper performance feedback can improve the employee's future performance. It also gives him satisfaction and motivation. 2. Employee Training and Development Decisions

Performance Appraisal information is used to find out whether an employee requires additional training and development. Deficiencies in performance may be due to inadequate knowledge or skills. For e.g. a professor may improve his efficiency by attending workshops or seminars about his subject. Performance appraisal helps a manager to find out whether he needs additional training for improving his current job performance. Similarly, if the performance appraisal results show that he can perform well in a higher position, then he is given training for the higher level position.



3. Layoff Decisions Performance appraisal is a good way of taking layoff decisions.

Employees may be asked to lay off, if the need arises. The weakest performers are the first to be laid off. If there is no performance appraisal, then there are chances that the best men in the department may be laid off. 4. Human Resource Planning (HRP)

The appraisal process helps in human resource planning (HRP). Accurate and current appraisal data regarding certain employees helps the management in talking decisions for future employment. Without the knowledge of who is capable of being promoted, demoted, transferred, laid off or terminated, management cannot make employment plans for the future. 5. Career Development

Performance appraisal also enables managers to coach and counsel employees in their career development. Purpose of Performance Appraisal

The primary reason for having a PA program is to monitor employees’ performance, motivate staff and improve company morale. Monitoring employee performance requires routine documentation, which is accomplished through completing a performance appraisal form. When employees are aware that the company is mindful of their performance and that they could be rewarded with merit increases and promotions, they are motivated to work harder. Morale is improved when employees receive recognition or reward for their work

An effective PA program will assist the company in achieving its goals and objectives. Not only will training needs be identified and addressed during a PA review, but hidden talent can be discovered as well. Through identifying these training needs, staff can perform their jobs at the highest level and be in a better position to address clients’, members’ and customers’ concerns and questions. A well-developed staff is more likely to be proactive, productive and resourceful, all of which helps give the company a competitive edge, from improved customer relations to increased profits.



Advantages of Performance Appraisal: It is said that performance appraisal is an investment for the

company which can be justified by following advantages:

1. Promotion: Performance Appraisal helps the supervisors to chalk out the promotion programmes for efficient employees. In this regards, inefficient workers can be dismissed or demoted in case.

2. Compensation: Performance Appraisal helps in chalking out compensation packages for employees. Merit rating is possible through performance appraisal. Performance Appraisal tries to give worth to a performance. Compensation packages which include bonus, high salary rates, extra benefits, allowances and pre-requisites are dependent on performance appraisal. The criteria should be merit rather than seniority.

3. Employees Development: The systematic procedure of performance appraisal helps the supervisors to frame training policies and programmes. It helps to analyse strengths and weaknesses of employees so that new jobs can be designed for efficient employees. It also helps in framing future development programmes.

4. Selection Validation: Performance Appraisal helps the supervisors to understand the validity and importance of the selection procedure. The supervisors come to know the validity and thereby the strengths and weaknesses of selection procedure. Future changes in selection methods can be made in this regard.

5. Communication: For an organization, effective communication between employees and employers is very important. Through performance appraisal, communication can be sought for in the following ways:

a. Through performance appraisal, the employers can understand and accept skills of subordinates.

b. The subordinates can also understand and create a trust and confidence in superiors.

c. It also helps in maintaining cordial and congenial labour management relationship.

d. It develops the spirit of work and boosts the morale of employees. All the above factors ensure effective communication.



6. Motivation: Performance appraisal serves as a motivation tool. Through evaluating performance of employees, a person’s efficiency can be determined if the targets are achieved. This very well motivates a person for better job and helps him to improve his performance in the future.

Disadvantages of Performance Appraisal If the performance appraisal is not executed in a proper way,

then they can create a negative experience to both the employees and the organisation.

Performance appraisals are very time consuming and can overwhelming to managers with many employees.

The performance appraisals are based on human assessment and are subjected to rated errors and biases.

Uses of Performance Appraisal:

1. Promotions 2. Confirmations 3. Training and Development 4. Compensation Reviews 5. Competency Building 6. Improve Communication 7. Evaluation of HR Programs 8. Feedback & Grievances

Methods of Performance Appraisal: Numerous methods have been devised to measure the quality

and quantity of performance appraisal. Each of the methods is effective for some purposes for some organisations only. None should be dismissed or accepted as appropriate except as they relate to the particular needs of the organisation or employee. Broadly all methods of appraisal can be divided into two categories:

Past Oriented Methods Future Oriented Methods



Past Oriented Methods: 1. Rating Scales 2. Checklist 3. Forced Choice Method 4. Forced Distribution Method 5. Critical Incidents Method 6. Behaviourally Anchored Rating Scale 7. Field Review Method 8.Performance Tests & Observations 9. Confidential Records 10.Essay Method 11. Cost Accounting Method 12.Paired Comparison Method Future Oriented Methods: 1. Management by Objectives 2. Psychological Appraisal 3. Assessment Centres 4. 360 Degree Appraisal



INDUSTRY PROFILE



INDUSTRY PROFILE The Indian Plastic Industry has taken great strides. In the last few decades, the industry has grown to the status of a leading sector in the country with a sizable base. The material is gaining notable importance in different spheres of activity and the per capita consumption is increasing at a fast pace. Continuous advancements and developments in polymer technology, processing machineries, expertise and cost effective manufacturing is the fast replacing the typical materials in different segments with plastics. On the basis of value added, share India’s plastic products industry is about 0.5% of India’s GDP. The export of plastics products also yields about 1% of the country’s exports. The sector has a large presence of small scale companies in the industry, which account for more than 50% turnover of the industry and provides employment to an estimate of about 0.4 million people in the country. Approximately Rs.100 billion are invested in the form of fixed assets in the plastic processing industry.



HISTORY Indian plastic industry has made significant achievements in the country ever since it made a promising beginning with the start of production of polystyrene in 1957. The industry is growing at a rapid pace and the per capita consumption of plastics in the country has increased several times as compared to the earlier decade. The chronology of production of polymers is summarized as under- 1957-Polystyrene 1959-LDPE 1961-PVC 1968-HDPE 1978-Polypropylene Currently, the Indian plastic industry is highly fragmented with an estimate of around 25,000 firms and over 400,000employees. The top 100 players of Indian plastic industry account for just 20% of industry turn over. Barring 10 to 15% of the firms that can be categorized as medium scale enterprises, most of the units operate on a small scale basis. The immense potential of Indian plastic industry has motivated Indian manufacturers to acquire technical expertise, achieve superior quality standards and build capacities in different facets of the booming plastic industry. Substantial developments in the plastic machinery sector coupled with matching developments in the petrochemical sector, both of which support the plastic processing industry, have facilitated the plastic processors to develop capacities to cater both the domestic as well as overseas exports.



EXPORTS In the calendar year 2006, the value of world plastic export was US$ 375 billion. However, the share of India was less than 1% with exports of worth US$ 3.187 billion. The percentage of growth in export was 21%. During this trend of growth in exports, the exports of plastic raw materials increased 55% to 60% of the total export of plastic goods, while the export of processed plastic goods has registered a negative growth from 45% to 9%. According to recent reports, the industry is said to be losing an opportunity of USD 300 million through value addition on the raw materials that are exported The top 10 trading partners for Indian plastic industry are USA UAE ITALY UK BELGIUM GERMANY SINGAPORE SAUDI ARABIA CHINA HONG KONG The Indian plastic exports were valued at about US$ 532 million during FY 2004 (1st half FY 2005 exports US$ 295 million). With significant capacity additions leading to over-capacity in domestic market during FY 2001 and beyond, polymer exports have increased considerably. However, due to the lower competitiveness of the plastic products industry, polymers have been exported directly.



PROUCTS The major plastic products that India exports are- Raw Materials-PVC, Polypropylene, Polystyrene, ABC, Polyester Chips, urea/phenol formaldehyde, master batches, additives, etc. Packaging-pp/HDPE woven sacks/bags/fabrics, poly lined jute goods, box strapping, BOPP tapes, a range of plastic sheeting/ films (of PVC, HDPE, PP, Nylon, etc.), pouches, crates, bottles, containers, barrels, cans, carboys, shopping/carriers/garbage bags. Films-Polyester film, BOPP film, mesh, metalized/multilayer films and photo films Consumer Goods-Toothbrushes, cleaning brushes, hair brushes, nail/cosmetic brushes, combs, moulded furniture (chairs, tables, etc.) house ware, kitchenware, insulted moulded house ware, microwave re-hearable containers, mats and mattresses, water bottles, gifts and novelties, a range of stationery items like files, folders, mathematical instruments etc. Writing Instruments-Pens, ball pens, markers, sign pens, etc. Constructions-PVC Profiles, doors, windows, etc.



Trend in Indian Export of Plastic Products

Indian Plastic Products Exports FY 2004 US$ 531.6



FUTURE FORECAST The Indian plastic industry clearly has potential to continue its fast growth. However, over the next few years, completion in the industry is expected to increase considerably, as a result of global trends, which will become applicable to the liberalizing economy of country. To survive the completion, both polymer manufacturers and processors will need to adopt radically new methods and approaches to reduce costs, improve market and customer services and management of performance. The per capita consumption of plastics in India is well below the world average. However, it also reflects the many years of growth ahead, as the country's economy continues to grow and upgrade the usage of products. Translating the expected growth rate into incremental demand, it is obvious that the country will remain one of the largest sources of additional demand for almost all kinds of plastics. Hence, it is clear that plastics will continue to be a growth industry, with boosting prospects for fresh investments in polymerization and downstream processing capacity. This is in contrast to the situation in various other countries, where growth prospects are limited, either because of stagnant demand or due to the historical over building. In such countries, the overall outlook would be far less promising, with the key imperatives being cost cutting and capacity rationalization.



COMPANY PROFILE



COMPANY PROFILE

Mr. S.P.Y. Reddy, age is about 62 years is chairman of Nandi polymers India Pvt Ltd. He is an engineering graduate in mechanical from regional engineering Collage, Warangal. On completion of graduation, he has worked for a shorter period of three years in Bhaba Atomic Research Centre, Mumbai. The company has grown at a fast pace and Mr. Reddy Who sensed an opportunity in making pipes for irrigation. Started manufacturing PVC pipes in the year 1977 in the name Sujala pipes Pvt Ltd and has become leading manufacturer in Andhra Pradesh, Karnataka, Tamilnadu, Kerala, Pondicherry, Goa, Maharashtra, Chhattisgarh and Gujarat. Sri S. P. Y. Reddy is a sitting member of Parliament from Nandyal Parliamentary Constituency. Mr. S. P. Y. Reddy who hails from an agricultural family with his ever present enthusiasm for improving rural life standard has ventured into many things like corporate farming, dairy development activities to make his ideas come true.



Several innovations to his credit-like PVC Pipes on hire Basis to farmers at nominal rent Introduction of Co-operative farming Bore-well schemes Additional Subsidy to Drip/ Sprinkler Irrigation Permanent Sprinkler System with PVC pipes Roti-Dal Scheme Mr. S. P.Y. Reddy is a member of the 14th LokSabha of India. He represents the Nandyal constituency of Andhra Pradesh and is a member of the Indian National Congress. (He is no more in congress. Join YSRCP) He is also an entrepreneur and heads the Andhra Pradesh-based Nandi Group of Industries. Reddy was born on June 4, 1950 in the Ankalammagudur village from Kadapa district of Andhra Pradesh. He graduated with a Bachelor’s degree in Mechanical Engineering from NIT Warangal and joined the Mumbai-based Bhabha Atomic Research Centre, India’s premium nuclear facility. He quit the position if a Scientific Officer in 1997 and set up a plastic containers manufacturing plant in 1979. Thereafter, he diversified his company’s operations into PVC pipes manufacturing in 1984 under the name of Nandi Pipes. SPY Reddy is well now in Nandyal area through his frequent noble acts. He began his political career with BJP. He contested to Nandyal Loksabha constituencies as an independent candidate. This time he was defeated narrowly by NMD Farooq in Nandyal. In 2000, he procured the ticket for municipal chairman candidacy for congress and won with record majority. In 2004, he contested as an MP candidate from Nandyal and won with 1 lakh majority. In 2009, once again won from the same constituency. In 2014 he won for the third time as MP from Nandyal by defeating NMD Farooq with 1.08 lakh majority.



Sri S. Sreedher Reddy, age about 36 years is the managing Director of Nandi Polymers India Pvt. Ltd. He is an Engineering Graduate from S. V. University, Tirupathi. A young and energetic with MBA study from IIM, Ahmedabad. Has blend of tradition and modernity

person behind the enormous growth of group from Rs. 100 Crores to Rs. 700 Crores during the last 10 Years. Enthusiastic for implementation of new techniques and systems in the group



REVIEW OF LITERATURE



REVIEW OF LITERATURE The purpose of this literature review is to establish a

foundation based theory for this study. The findings other review of literature examined different aspects of performance appraisals. The goals, advantages and disadvantages of performance appraisal are studied. Many departments nationwide have used performance appraisals, although the type of appraisal used has varied.

“Performance appraisals are management tools that may be

used to direct and control employee behaviour, distribute organizational rewards, improve employee work performance, or develop employee capabilities”

When a proper system is in place, a performance appraisal can

assist an organization in controlling employees. In his article Performance Appraisal- “Let’s Quit Appraising and Begin Reviewing”, Bache’s (1988) states, “the sole intent of every performance appraisal system should be to improve performance, to provide feedback on quality of performance and then review progress on the desired improvement of performance”. Other authors have stated that in general, conducting formal evaluations is one way of laying down a line of communications between employees and supervisors. If conducted properly the organization benefits from this performance appraisal exchange. The literature suggests that performance appraisal should have clear goals set forth for its use. In his book, “Essentials of Organizational Behaviour”, Stephen P. Robbins (1994) states, “Performance appraisals serve a number of purposes in organizations. First, management uses appraisals for general personnel decisions such as promotions, rewards, transfers, and terminations. Second, appraisals identify training and development needs, not only for individual employees, but also the organization as a whole. Third, performance appraisals can be used to validate selection and development programs. Fourth, appraisals provide feedback to the employees on how the organization views their performance”. Most organizations must use the best standards that apply to them. The organizational needs must be clearly stated so that the appraisal program can be designed to meet the needs. “The two primary objectives of a well-functioning performance appraisal system should be: To formally measure the performance of the individual employee and to provide information on how well the system is designed and working. The formal measures of performance



are used as feedback to the employee and used by others in management for making personnel decisions such as promotions and work assignments.

The information provided by the performance reviews of many subordinates should be used collectively to modify the inputs of the performance appraisal system in an attempt to improve its efficiency” (Baker, 1988). Goals and objectives are methods by which job expectations can be measured. “Managers must be able to clearly explain the differences between goals and standards to their employees so that both parties know how they will be used during the appraisal process” (Maddux, 1987). A goal is a statement of expected results in the performance appraisal process. “Goals can describe: (1) conditions that will exist at the end of a period, (2) the time frame required for the desired results and (3) the resources required to achieve the results. Goals should be established with employee participation and designed to reflect their abilities and training” (Maddux, 1987). This setting of goals and objectives is important because employees may not understand that their current behaviour is not producing desired results. In establishing goals with employees it is important to remember that the goals must be obtainable by the employee. “The performance appraisal can be the most powerful tool for a manager has to enhance a subordinate’s productivity. Conversely, the performance appraisal system can stir strong feeling and conflict in the work place” (Baker, 1988).

Advantages and Disadvantages of Performance Appraisals

In reviewing the literatures there was considerable articles that encouraged the use of performance appraisals. Most authors felt that the leadership of the fire service needs to embrace the concept of employee evaluations. The difference of opinion was to the exact method of how to accomplish the appraisal.

In his article Succession Planning, Coleman (1988) states,

“The performance evaluation system utilized by a firefighting agency should include an assessment of a candidate’s potential for promotion”. This feeling was common among the articles reviewed. “Good leaders have strong interest in personal and professional development of their people. They encourage their personnel to push beyond their limitations and give their personal best” (Reynolds, 1999). “You must consciously study your co-workers and get a feel



for where they are coming from. Are they shy and retiring or are they brash and bold? Each will require a slightly different supervisory style” (Carter, 1988). This theme of obligation to the organization was one that was consistent in the literature review. Most authors felt that the benefits of even week performance appraisal system would outweigh the disadvantages. “The most effective managerial tool that can be employed by the fire officer to increase discipline is not punitive action, but counselling and training” (Coleman, 1989). In his article the bottom-up performance appraisal, Hymes (1996) states “Four skill areas are required for effective organizational performance: motivation, time management, decision-making and communications. The first three cannot be accomplished without good communication skills”. This theme of coaching was common and strongly recommended by most authors. The setting up of an appraisal system that allows for employee feedback and interaction was desirable. “A healthy organization would assist gifted personnel to find their way to a function that enables them to contribute to an organization” (Thorp, 1999).

Some of the problems with performance appraisals that were

pointed out involved lack of standards and clear direction. “Without knowledge of the standards and a proper assessment program, employees are likely to perceive unfairness, subjectivity and bias in the evaluation” (Carter, 1988). “One way to avoid rated bias is to use a rating system based on a specific observable behaviour and scored using symbols rather than numbers” (Booth, 1983). In addition, to these areas of concern in his book “Appraising managers as managers”, Koontz (1971) writes, “It has been widely held by scholars of management and practicing managers that appraisal should be separated from considerations of compensation”. The feeling here is that bias would affect the pay of employees and if a particular supervisor holds a grudge against an individual, the employee could be harmed. In addition, some supervisors may gloss over the process because they feel that it would be too difficult to decide to take away or deny employees additional pay. I summary, the majority of articles felt that most of these problems could be overcome by using a consensus process between management and the unions prior to implementing a performance appraisal system. “We strongly encourage the use of goal-oriented performance appraisal systems. These systems have the manager and subordinate agree on objectives at the beginning of the appraisal period, and then evaluate progress



towards meeting these objectives throughout the period” (Joseph & Susan Berk, 1991). “The fact that most programs fail is usually due to two problems: 1. The lack of training in rating employees and 2. Inappropriate criteria and methods for evaluating have been implemented. Supervisors should be trained in performance management, then prepare their employees for the process” (Moravec, 1995).

The research provided a clear understanding of the problems

associated with starting an appraisal system that would be beneficial to both the employees and the organization. The literature reviewed pointed out the good and the bad aspects of performance appraisals. Most authors felt that with leadership and perseverance these issues could be worked out. The important issue is that for an organization to flourish and help its employees grow. Sound performance appraisal systems are another tool for the toolbox. Goals and objectives were keys in developing a good performance appraisal program. Employees need well-defined standards that can be met and understood. The literature showed that many programs fail when there is no clear set of standards in place. In addition, a strong training program should be used to help support the performance appraisal process and its understanding.



RESEARCH METHODOLOGY



NEED OF THE STUDY

Performance appraisal is a systematic process of assessing an individual employee’s job performance. Performance appraisal is necessary to identify the strengths and weakness of employees to place right place in right job. The organisation should perform performance appraisal to the employees so that it increases their work efficiency and potential areas which gives effective results in the success of the organisation.

The need of performance appraisal enhances the employees to know about their potentials by which they can present their work in effective way. The objective of performance appraisal is thus to provide feedback to the employees regarding their performance.

SCOPE OF THE STUDY

The present study is conducted in Nandi Polymer India PVT LTD, where in the matters related to performance appraisal is taken into consideration. It covers the employees belonging to various segments. The area within which the study was conducted regarding the information of primary data which is collected from the employees of Nandi Polymer India PVT LTD. To sum up the project had within the scope the study in the area of “A Study on Performance Appraisal” in Nandi Polymer India PVT LTD, Tirupathi for a particular time period.

OBJECTIVES OF THE STUDY To study the current performance appraisal system of the

organization and identify the gaps between the current state and the desired state.

To identify the potential areas for the scope of improvement in the current system and thereby in the organizational performance.

To identify the key performance indicators and critical success factors for achieving organisational excellence.

To identify whether the employees are satisfied with the current performance appraisal system.

To identify whether the employee assessment in the appraisal system is worth making.



LIMITATIONS OF THE STUDY Time was the major constraint as the mentioned period was not

enough to collect the data in detail. The methods used in this project are random sampling method

and results obtained may not be accurate and believable. The analysis is purely based on closed end questions and due

to their deliberate manipulation, important information may be lost and even barriers of communication would cause a limitation.

Since all employees in the organisation cannot be covered for the analysis, only sample of 50 employees are taken into consideration.

Most of the respondents are busy with their work schedule. Most of employees are not willing to give their apt views

regarding the appraisal procedure in the organisation.



RESEARCH DESIGN



RESEARCH DESIGN SURVEY METHOD A survey is a complete operation, which requires some technical knowledge; survey methods are mostly personal in character. Surveys are best suited for getting primary data. The researcher obtains information from the respondents by interviewing them. SAMPLING It is not always necessary to collect data from whole universe. A small representative sample may serve the purpose. A sample means a small group should be emanative cross section and really representative in character. This selection process is called sampling. SAMPLING SIZE Samples are devices for learning about large masses by observing a few individuals. The selected sample is 50 out of 456. SAMPLING PLAN 1. SAMPLING UNIT - Employees 2. SAMPLING PROCEDURE - Random sampling method is chosen.

The data collected from both the primary and secondary sources are tabulated and presented in a systematic form prior to classification and interpretation. RANDOM SAMPLING METHOD

The method adopted here is random sampling method. A random sample is one where each item in the universe has an equal chance of known opportunity of being selected. RESEARCH INSTRUMENT QUESTIONNAIRE

A questionnaire is carefully completed logical sequence of questions directed to define objective. It is the outline of, what information is required and the framework on which the data is built upon.



COLLECTION OF DATA One of the important tools for conducting the research is the

availability of necessary and useful data. The sources of information fall under two categories. They are:

Internal Sources External Sources

INTERNAL SOURCES Every company has to keep certain records such as accounts, records, reports etc., these records provide sample information which an organisation usually keeps collecting in its working. EXTERNAL SOURCES

When internal records are insufficient and required information is not available, the organisation will have to depend on external sources. The external sources of data are:

Primary Data Secondary Data

PRIMARY DATA Primary data are the data gathered for a specific purpose or for a specific research report.

For systematically collecting the data the closed end questionnaire is used. The questionnaire consists of questions relating to various aspects of the study. SECONDARY DATA Secondary data are the data that are collected for another purpose and already exist somewhere. Data pertaining to company is collected from company website, catalogues etc. The company profile gives a detailed report of its history and various programmes telecasted by it. ANALYSIS OF DATA

The collected data is analyzed quantitatively by using percentile method by adopting 5 rating scale and shown in the form of bar diagrams.



DATA ANALYSIS &

INTERPRETATION



DATA ANALYSIS & INTERPRETATION 1. Does Regularly receive feedback about your potential for

higher level jobs?

Table-1

Nature of response No. of respondents Percentage Strongly Agree 10 20

Agree 26 52 Neither/Nor 10 20

Disagree 04 08 Strongly Disagree 00 00

Total 50 100 Graph-1

Interpretation:

The above table clearly indicates that, a majority of 52% expressed their views as agree, 20% expressed their views as strongly agree, another 20% expressed their views as Neither/Nor and 8% expressed their views as disagree for the statement.

AgreeDisagree

0204060 20

5220 8 0

Percen

tage o

f Respo

ndents

Strongly Agree Agree Neither/Nor Disagree



2. Are Company’s promotion policies are clearly defined and shared with you?

Table-2




Total 50 100

Graph-2

Interpretation:


AgreeDisagree

010203040506018

5224 6 0

Percen

tage o

f Respo

ndents




3. Does Performance appraisal provide an opportunity for self-review and reflection?

Table-3




Total 50 100

Graph-3

Interpretation:


AgreeDisagree

0204060

18

5224 6 0

Percen

tage o

f Respo

ndents




4. Does Performance appraisal help the organisation in achieving its goals? Table-4




Total 50 100

Graph – 4

Interpretation:

The above table clearly indicates that, a majority of 46% expressed their views as agree, 40% expressed their views as strongly agree, and 14% expressed their views as Neither/Nor for the statement.

AgreeDisagree

01020304050 4046

14 0 0

Percen

tage o

f Respo

ndents

Strongly Agree Agree Neither/Nor



5. Does Performance appraisal affect your working efficiency?

Table-5




Total 50 100

Graph-5

Interpretation:

The above table clearly indicates that, a majority of 30% expressed their views as agree, 40% expressed their views as strongly agree, 14% expressed their views as Neither/Nor, another 8% as disagree and 8% as strongly disagree for the statement.

AgreeDisagree

010203040

40 3014 8 8

Percen

tage o

f Respo

ndents

Strongly Agree Agree Neither/Nor Disagree Strongly Disagree



6. Is Performance appraisal system being transparent and free bias?

Table-6




Total 50 100

Graph-6

Interpretation:

above table clearly indicates that, a majority of 50% expressed their views as agree, 22% expressed their views as strongly agree, 20% expressed their views as Neither/Nor, another 4% as disagree and 4% as strongly disagree for the statement.

AgreeDisagree

01020304050

22

5020 4 4

Percen

tage o

f Respo

ndents




7. Does Appraisal system help in polishing the skills or performance area?

Table-7




Total 50 100

Graph-7

Interpretation:

Above table clearly indicates that, a majority of 44% expressed their views as agree, 36% expressed their views as strongly agree, and 20% expressed their views as Neither/Nor for the statement.

AgreeDisagree

01020304050 3644

20 0 0

Chart Title




8. Does Performance appraisal make you to put in more efforts in reaching your goals?

Table-8

Nature of response No. of respondents

Percentage Strongly Agree 16 32




Interpretation:


AgreeDisagree

010203040 3240

8 0 0

Percen

tage o

f Respo

ndents




9. Does Performance appraisal also lead to identification of your hidden potentials? Table-9





Interpretation:


AgreeDisagree

01020304050607020

70

10 0 0

Percen

tage o

f Respo

ndents




10. Does Performance appraisal system adopted by the firm is able to gauge your real performance?

Table-10




Total 50 100

Graph-10

Interpretation:

Above table clearly indicates that, a majority of 56% expressed their views as agree, 24% expressed their views as strongly agree, another 16% expressed their views as Neither/Nor and remaining 4% expressed their views as disagree for the statement.

AgreeDisagree

0204060 2456

16 4 0

Percen

tage o

f Respo

ndents




11. Does Performance appraisal is able to show the areas in which you need improvement?

Table-11




Total 50 100

Graph-11

Interpretation:


AgreeDisagree

010203040 26

3612 6 0

Percen

tage o

f Respo

ndents




12.Are You are satisfied with the current performance appraisal system?

Table-12 Nature of response No. of respondents Percentage

Strongly Agree 12 24 Agree 29 58

Neither/Nor 09 18 Disagree 00 00

Strongly Disagree 00 00 Total 50 100

Graph-12

Interpretation:

Above table clearly indicates that, a majority of 58% expressed their views as agree, 24% expressed their views as strongly agree, another 18% expressed their views as Neither/Nor for the statement.

AgreeDisagree

0204060 24

5818 0 0

Percen

tage o

f Respo

ndents




13. Does The appraisal system gives an idea of what is expected from you in next year? Table-13




Total 50 100

Graph-13

Interpretation:


AgreeDisagree

020406080

22

64

10 4 0

Percen

tage o

f Respo

ndents




14. Does The appraisal system brings out your training needs? Table-14

Nature of response No. of respondents Percentage

Strongly Agree 15 30 Agree 29 58

Neither/Nor 04 08 Disagree 02 04

Strongly Disagree 00 00 Total 50 100

Graph-14

Interpretation:


AgreeDisagree

0204060 30

58

8 4 0

Percen

tage o

f Respo

ndents




15. The company relates reward to your performance? Table-15




Total 50 100

Graph-15

Interpretation:


AgreeDisagree

0102030405018

46 306 0

Percen

tage o

f Respo

ndents




16. If given a chance or opportunity you would like to review the current appraisal procedure? Table-16




Total 50 100

Graph-16

Interpretation:


AgreeDisagree

01020304050

0

2430

46

0

Percen

tage o

f Respo

ndents




17. Is Performance appraisal is properly executed in your company? Table-17





Interpretation:


AgreeDisagree

0102030405060 3252

16 0 0

Percen

tage o

f Respo

ndents




18. Does Appraisal system provides a good communication between you and the top management? Table-18




Total 50 100

Graph-18

Interpretation:

Above table clearly indicates that, a majority of 48% expressed their views as agree, 40% expressed their views as strongly agree, another 8% expressed their views as Neither/Nor and remaining 4% expressed their views as strongly disagree for the statement.

AgreeDisagree

01020304050 4048

8 0 4

Percen

tage o

f Respo

ndents

Strongly Agree Agree Neither/Nor Strongly Disagree



19. Where Your comments & suggestions are taken into consideration before the appraisal? Table-19




Total 50 100

Graph-19

Interpretation:


AgreeDisagree

0102030405060 3052

14 4 0

Percen

tage o

f Respo

ndents




20. Do You act upon the results of your performance appraisal? Table-20




Total 50 100

Graph-20

Interpretation:


AgreeDisagree

0102030405060 3658

6 4 0

Percen

tage o

f Respo

ndents




21. Does Appraisal system gives your insight regarding your strength or weakness? Table-21




Total 50 100

Graph-21

Interpretation:

Above table clearly indicates that, a majority of 50% expressed their views as agree, 34% expressed their views as strongly agree, another 12% expressed their views as Neither/Nor, 2% expressed their views as disagree and remaining 2% expresses their views as strongly disagree for the statement.

AgreeDisagree

01020304050 3450

12 2 2

Percen

tage o

f Respo

ndents




FINDINGS



FINDINGS It is found that the current appraisal system adopted in the company is employee self-review. Most of the employees reported that the potential areas for the scope of improvement are the appraisal system being transparent and free bias, also it gives an idea of what is expected from the employees. It is found that the organisation also helps the employees in achieving their own goals. It is reported by major respondents that the appraisal system brings out the training needs of the employees and helps in polishing their skills. Most of the respondents are satisfied with the current appraisal system adopted by the organisation.

Majority of respondents stated that the communication and motivation of employees by their superiors in this organization is fair.

It is reported that the respondents receive feedback regarding their work. 70% of the respondents stated that the performance appraisal affects the working efficiency of employees. As per the study conducted appraisal system gives an idea of what the organisation expects from the employees. It is clearly stated that the appraisal system is properly executed in the organisation. It is found that most of the employees act upon the results of their performance after the appraisal. Most of the respondents reported that the appraisal gives an insight regarding their strength and weakness.



SUGGESTIONS



SUGGESTIONS It could be far better if the company adopt 360-degree appraisal

system. The method of the company should be changed periodically so

that the employees have no chance to complain about the method.

The identification of employees training needs should be more focused in order to improve their working skills.

The criteria decided upon which the performance has to be rated should not be fixed, it should be changed from time to time.

The company should also keep changing the rate for performance appraisal system from time to time so that they don’t become bias at any time for any employee.

The company should slightly change the appraisal system in order to increase the working efficiency of remaining 30% employees.

Holiday packages can also be related to the rewards which can motivate the employees.

As majority of employees are ready to act upon the results evaluated, the appraiser should brief each and every point of their performance.



CONCLUSION



CONCLUSION Nandi Polymers India (P) Limited produces Pipes and Tanks

made of PVC, UPVC AND CPVC and Agricultural pipes. It is a well-established organization. The Management supports and encourages the employees in their personal and professional requirements.

The project done in Nandi Polymers India (P) Limited has

enabled in identifying the performance appraisal adopted in the company. Employees respond to the questionnaire and it was found that they are satisfied with the appraisal method followed in the company.

The management is providing fair promotion policies to the

employees and also continuously striving towards improving the quality of work life of its employees. The employees working in this company are satisfied. Employees get a good opportunity in achieving their own goals along with the company’s goals.

As the appraisal system is properly executed in the company,

the employees and the top management get a chance of good communication. Due to all these activities maximum number of employees at Nandi Polymers India (P) Limited expressed their satisfaction levels regarding performance appraisal as highly satisfied.



ANNEXURE



Name : Designation : Department : Working Experience : Please tick the following options 01. Does regularly like to receive feedback about your potential for higher level jobs? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 02. Are the company's promotion policies are clearly defined and shared with you? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 03. Does the performance appraisal provide an opportunity for self-review and reflection? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 04. Does the performance appraisal help the organisation in achieving its goals? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 05. Does the performance appraisal affect your working efficiency? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 06. Is the present performance appraisal system being transparent and free bias? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree



07. Does the appraisal system help in polishing the skills or performance area? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 08. Does the performance appraisal make you to put in more efforts in reaching your goals? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 09. Does the performance appraisal lead to identification of your hidden potentials? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 10. Does the performance appraisal system adopted by the firm is able to gauge your real performance? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 11. Does the performance appraisal is able to show the areas in which you need improvement? A. Strongly Agree B. Agree C. Neither/Nor . Disagree E. Strongly Disagree 12. Are you satisfied with the current performance appraisal system? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 13. Does the appraisal system gives an idea of what is expected from you in next year? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 14. Does the appraisal system brings out your training needs? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree



15. The company relates rewards to your performance? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 16. If given a chance or opportunity you would like to review the current appraisal procedure? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 17. Is the performance appraisal is properly executed in your company? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 18. Does the appraisal system provides a good communication between you and the top management? A. Strongly Agree B. Agree C. Neither/Nor . Disagree E. Strongly Disagree 19. Where your comments and suggestions are taken into consideration before the appraisal? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 20. Do you act upon the results of your performance appraisal? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree 21. Does the appraisal system gives your insight regarding your strength or weakness? A. Strongly Agree B. Agree C. Neither/Nor D. Disagree E. Strongly Disagree



BIBLIOGRAPHY



BIBLIOGRAPHY P. SUBBARAO, Essentials of Human Resource

Management and Industrial Relations, Himalaya Publishing House, 2007. Mamora C.B, Personnel Management, Himalaya Publishing House, 2007. T.V. RAO, Human Resource Development, Himalaya Publishing House, 2007.

WEBSITES: o www.google.com o www.citehr.com o www.hrguru.com

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