performance apprisal

1. “PERFORMANCE APPRISAL”
With reference to
JOCIL Ltd, GUNTUR
A Project Report submitted in partial fulfillment of the requirement
for the award of
MASTERS DEGREE IN BUSINESS ADMINISTRATION
By
P.SUJITH CHANDRA
(Roll No: 1225111242)
GITAM INSTITUTE OF MANAGEMENT
GITAM UNIVERSITY
(Established U/S 3 of UGC Act, 1956)
VISAKHAPATNAM
(2011-12)
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2. ACKNOWLEDGEMENT
It is my pleasure to acknowledge and express my gratitude to all those who
helped me throughout in the successful completion of this project.
I am very thankful to Sri. Mr N L Prasad (L.O) JOCIL Ltd, Guntur for
extending support throughout the project.
I wish to express my gratitude to Prof K Siva Rama Krishna, Dean &
Principal, GITAM Institute of Management, GITAM University,
Visakhapatnam, for giving me this valuable opportunity to experience the
work culture in an organization.
I am grateful to Prof P.Sheela (MBA,Ph.D), GITAM Institute of
Management, GITAM University, Visakhapatnam for his/her continuous
guidance to accomplish this project work, successfully.
(Name of the student & Roll No.)
P.Sujith Chandra
1225111242
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3. CERTIFICATE
This is to certify that the Project work entitled “Study on Performance appraisal at
JOCIL Ltd, Guntur” has carried out and submitted by Mr. PEDDI SUJITH CHANDRA
(1225111242) under my guidance by in partial and fulfillment of his Masters of Business
Administration at School Of Management Studies, University of Hyderabad.
Prof P.Sheela MBA,Ph.D
Professor
Gitam Institute Management
Gitam University
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4. DECLARATION
I hereby declare that this project entitled “Study on Performance appraisal at
JOCIL Ltd, Guntur” has been done by me under guidance of Prof P.Sheela MBA,Ph.D
This project partial fulfillment of the award of degree in ‘Masters in Business
Administration’.
Place : PEDDI SUJITH CHANDRA
Date : 1225111242
Gitam Institute Management
Gitam University
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5. INDEX
CHAPTER - 1
1.1 Human Resource Management - 1
1.2 Performance appraisal - 3
CHAPTER - 2
2.1 Company profile - 9
2.2 Business and Strategies - 15
CHAPTER - 3
3.1 Research - 21
3.2 Research Methodology - 22
CHAPTER - 4
4.1 Analysis - 30
CHAPTER - 5
5.1 Findings - 49
5.2 Suggestions and conclusion - 50
I Questionnaire - 51
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6. II Bibliography - 54
EXECUTIVE SUMMARY
Performance appraisal is the basic activity of human resource management of which
Employer & Employee will assess their strengths and weakness for the sake of providing
compensation , like increments and salaries. This concept adopted by the most of the
organizations is an important part of the organization. As a manufacturing unit JOCIL
Ltd. adopted the performance appraisal technique to assess their employees for the better
growth organization standards. To determine the satisfaction level of the employee and
level of knowledge to the people in the organization a study has been conducted and
results obtained were descriptively analysed. To crosscheck the results interaction with
the employee was also done.
The objective of study was designed to consider the fallowing objectives:
• To study the performance appraisal method conducting by the JOCIL Ltd.
• To analyze the awareness and satisfaction of the employee .
• To identify how far organization succeed in conducting performance appraisal.
A sample of 80 employees was taken from different levels such as engineers, supervisors,
and operators. The data was collected from questionnaire which was prepared on the
basis of appraisal form of the company and analysis of data was carried out based on the
questionnaire data and interview method. It could be concluded that employee were little
satisfied with the system and methodology of system found was strictly followed by the
organization.
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7. CHAPTER-1
INTRODUCTION
Human Resource Management
Human resource management (HRM) is the strategic and coherent approach to the
management of an organization's most valued assets - the people working there who individually
and collectively contribute to the achievement of the objectives of the business
“Human resource management is a collective implementation of managerial functions
such as planning, organizing, directing and, controlling to reach the organization goals”
Human Resource Management: Scope
1. Personnel aspect-This is concerned with manpower planning, recruitment, selection,
placement, transfer, promotion, training and development, layoff and retrenchment, remuneration,
incentives, productivity etc.
2. Welfare aspect-It deals with working conditions, facilities and amenities such as canteens, rest
and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation
facilities, etc.
3. Industrial relations aspect-This covers union-management relations, joint consultation,
collective bargaining, grievance and disciplinary procedures, settlement of disputes, workers
participation in management etc.
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8. Functions of HRM:
Based on the organization of task and implementation of methods we have two types of
functions, they are:
• Managerial functions and
• Objective functions
Managerial functions are also called the core functionalities of human resource
management, which will be deals with the planning, organizing, Directing and, Controlling. Among
these directing is also called the leading.
Objective functions are the active functionalities of human resource management which
has substantially organizing capability in according to requirements of the organization. These are
drawn from the managerial functions for successful achievement of the organizational tasks.
These includes the...
• Employee planning.
• Staffing.
• Training and Development.
• Employee evolution.
• Pay roll management.
• Welfare of the employee.
Employee evolution is the major task for an organization because employee performance
will be done and motivation factor to the extent of the employee requirement. It includes the
Conducting the performance appraisal, feedback generation, giving the extra inputs that requires
for the employee, compensation planning, Reviewing and auditing manpower management in the
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9. organization… etc.
PERFORMANCE APPRAISAL
Performance appraisal is a formal system that evaluates the quality of a worker’s
performance; an appraisal should not be viewed as an end in itself, but rather as an important
process within a broader performance management system that links:
• Organizational objectives
• Day-to-day performance
• Professional development
• Rewards and incentives
What is the purpose of performance appraisal?
• Professional development such as identifying strengths and weaknesses in
performance, implementing strategies for improvement
• Determining organizational training and development needs
• Making and validating administrative decisions like pay, promotion, placement, and
termination.etc.
• Identifying systemic factors that are barriers to, or facilitators of, effective performance.
Objectives of Performance appraisal:
• To review the performance of the employees over a given period of time.
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10. • To judge the gap between the actual and the desired performance.
• To help the management in exercising organizational control.
• Helps to strengthen the relationship and communication between superior – subordinates
and management – employees.
• To diagnose the strengths and weaknesses of the individuals so as to identify the training
and development needs of the future.
• To provide feedback to the employees regarding their past performance.
• Provide information to assist in the other personal decisions in the organization.
• Provide clarity of the expectations and responsibilities of the functions to be performed by
the employees.
• To judge the effectiveness of the other human resource functions of the organization such
as recruitment, selection, training and development.
• To reduce the grievances of the employees
Scope of Performance appraisal
• Provide employees with a better understanding of their role and
responsibilities.
• Increase confidence through recognizing strengths while identifying training
needs to improve weaknesses.
• Improve working relationships and communication between supervisors and
subordinates.
• Increase commitment to organizational goals; develop employees into future
supervisors.
• Assist in personnel decisions such as promotions or allocating rewards, and
allow time for self-reflection, self-appraisal and personal goal setting.
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11. Effects of Performance appraisal On Careers of Employee:
Performance appraisal helps to identify the hidden talents and potential of the individuals.
Identifying these potential talents can help in preparing the individuals for higher responsibilities
and positions in the future. The performance appraisal process in itself is developmental in
nature. It is also closely linked to other HR processes like helps to identify the training and
development needs, promotions, demotions, changes in the compensation etc. A feedback
communicated in a positive manner goes a long way to motivate the employees and helps to
identify individual career developmental plans. Based on the evaluation, employees can develop
their career goals, achieve new levels of competencies and chart their career progression.
Performance appraisal encourages employees to reinforce their strengths and overcome their
weaknesses
Types Of Performance Apprisal:
1.Critical Incident Method:
This format of performance appraisal is a method which is involved identifying and
describing specific incidents where employees did something really well or that needs improving
during their performance period.
2. Weighted checklist method:
In this style, performance appraisal is made under a method where the jobs being
evaluated based on descriptive statements about effective and ineffective behavior on jobs.
3. Paired comparison analysis:
This form of performance appraisal is a good way to make full use of the methods of
options. There will be a list of relevant options. Each option is in comparison with the others in the
list. The results will be calculated and then such option with highest score will be mostly chosen.
4. Graphic rating scales:
This format is considered the oldest and most popular method to assess the
employee’s performance.
In this style of performance appraisal, the management just simply does checks on the
performance levels of their staff.
5. Essay Evaluation method:
In this style of performance appraisal, managers/ supervisors are required to figure
out the strong and weak points of staff’s behaviors. Essay evaluation method is a non-quantitative
technique. It is often mixed with the method the graphic rating scale.
6. Behaviorally anchored rating scales:
This formatted performance appraisal is based on making rates on behaviors or
sets of indicators to determine the effectiveness or ineffectiveness of working performance. The
form is a mix of the rating scale and critical incident techniques to assess performance of the
staff.
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12. 7. Performance ranking method:
The performance appraisal of ranking is used to assess the working performance
of employees from the highest to lowest levels.
Managers will make comparisons of an employee with the others, instead of making comparison
of each employee with some certain standards.
8. Management By Objectives (MBO) method:
MBO is a method of performance appraisal in which managers or employers set a
list of objectives and make assessments on their performance on a regular basis, and finally
make rewards based on the results achieved. This method mostly cares about the results
achieved (goals) but not to the way how employees can fulfill them.
9. 360 degree performance appraisal:
The style of 360 degree performance appraisal is a method that employees will
give confidential and anonymous assessments on their colleagues. This post also information that
can be used as references for such methods of performance assessments of 720, 540, 180…
10.Forced ranking (forced distribution):
In this style of performance appraisal, employees are ranked in terms of forced
allocations.
For instance, it is vital that the proportions be shared in the way that 10 or 20 % will be the highest
levels of performances, while 70 or 80% will be in the middle level and the rest will be in the
lowest one.
11. Behavioral Observation Scales:
The method based on the scales of observation on behaviors is the one in which
important tasks that workers have performed during their working time will be assessed on a
regular basis.
Fundamentals of an appraisal system
To develop a successful performance appraisal system, two criteria need to be met
• Relevance and applicability to everyday work practice
• Acceptability to appraisers and workers.
A systematic approach to performance appraisal can help ensure that these two
important criteria are met.
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13. How to conduct a performance appraisal
The following five-step approach to conducting a systematic performance appraisal is
recommended:
1. Identify key performance criteria
2. Develop appraisal measures
3. Collect performance information from different sources
4. Conduct an appraisal interview
5. Evaluate the appraisal process.
Step 1: Identify key performance criteria
Perhaps one of the most challenging aspects of setting up a performance appraisal is
deciding what to assess. In essence, four key dimensions of performance should be considered in
a performance appraisal.
Key Dimensions of Performance:
Competencies : Knowledge, skills, and abilities relevant to performance
Behaviors : Specific actions conducted and / or tasks performed
Results / outcomes : Outputs, quantify able results, measurable outcomes
and achievements, objectives attained
Organizational citizenship
behaviors : Actions that are over and above usual job
responsibilities
To ensure that the performance criteria are relevant to work practice and acceptable to
appraisers and workers:
i. Base the performance criteria on an up-to-date job description
ii. Develop criteria in consultation with appraisers and workers
Step 2: Develop appraisal measures
Once clear and specific performance criteria have been developed, the next step is to
decide how to assess workers’ performance. It is recommended that a structured and systematic
approach is taken to assessing performance. Problems that arise when an unstructured “blank
sheet” approach is used include:
• Increased chance of appraiser errors
• Knowledge, skills and abilities most critical to job performance may be overlooked
• Reduced consistency between appraisers
• Perceptions of “subjectivity” in evaluations, which may in turn, reduce workers’
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14. satisfaction with, and acceptance of, appraisals.
Step 3: Collect performance information from different sources
Once the appraisal measures are developed, the next step involves collection of accurate
performance information. A common trap is to begin noting observations of workers just before
conducting appraisals. This is likely to give an inaccurate picture of a worker’s performance.
Ideally, workers’ performance should be observed in a systematic way over time .This method
ensures the accuracy of information about their performances.
Traditionally, it has been the sole responsibility of managers / supervisors to assess
performance. However, other organizational members can be a valuable source of information as
they are likely to have exposure to different aspects of a worker’s performance. This approach is
known as 360-degree feedback. For instance, coworkers can provide valuable information on
teamwork skills, and subordinates can provide useful information on leadership style.
Five different sources of performance appraisal information are considered here:
i. Manager / supervisor appraisals
ii. Self appraisals
iii. Coworker appraisals
iv. Subordinate appraisals
v. Client appraisals.
Step 4: Conduct an appraisal interview
The next step in a performance appraisal is to conduct the appraisal interview. The two central
purposes of the appraisal interview are to:
• Reflect on past performance to identify major achievements, areas that require
further development, and barriers / facilitators to effective performance
• Identify goals and strategies for future work practice.
Step 5: Evaluate the appraisal process
As with any organizational system, the performance appraisal process should undergo regular
review and improvement.
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15. CHAPTER-2
Company Profile:
JOCIL is a Public Limited Company incorporated in February 1978 as Andhra
Pradesh Oil and Chemical Industries Ltd (APOCIL). Listed in National Stock Exchange (NSE)
Madras and Hyderabad Stock Exchanges Renamed as “Jayalakshmi Oil and Chemical
Industries Limited” in 1982. Became a Subsidiary of “The Andhra Sugars Ltd” (ASL) on 27
October 1988. ASL Group of Companies have diversified interests in Sugar, Chemicals such
as Caustic Soda, Acetic Acid, Industrial Alcohol, Sulfuric Acid, Aspirin etc., Petrochemicals
and Textiles at various locations in Andhra Pradesh, India. ASL is also the Sole Supplier of
Rocket Fuel (UDMH) to ISRO. It renamed once again as “Jocil Limited” in 1992. 30 years of
experience in the field of manufacture of Stearic Acid Flakes, Fatty Acids, Toilet Soap, Soap
Noodles and Refined Glycerin. Stearic Acid Flakes are available in various grades for use in
Pharmaceuticals, Cosmetics, Textiles, Paints, Plastics, Tyres, Tread Rubber, Metal Polish
and Other Industries. A 6 Mw Biomass Cogeneration Power Plant commissioned in 2001, to
meet captive requirements of Steam & Power, Exports Surplus Power to APSPDCL (Public
Utility Company). Continuous unbroken dividend paying record since 1988 – 89. It has
Celebrated Silver Jubilee in the year 2003. Company has Awarded ISO 9001:2000
Certification by DNV in year 2004, Ventured into Wind energy in the Year 2005.Wind farm is
registered as CDM Project with UNFCCC in Year 2009.
CODE OF CONDUCT – DIRECTORS
The Directors of the Company hereinafter referred to as "The Board" is committed to adopting,
besides any of its obligations under relevant laws or regulations, the best relevant practices for
corporate governance.
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16. This Code of best practices represents a blend of law, regulation and appropriate voluntary
practices that will enable the Company to attract financial and human capital, perform efficiently
and to generate economic value for shareholders while respecting the interests of stakeholders
and society as a whole.
The principal attribute of the code is to ensure effective corporate governance, to enable the
Board to approve the Company's strategy and major business plans and decisions.
A code of conduct (hereinafter referred to as "Code") is adopted as per the stipulations of Listing
Agreement which is applicable to all the Directors of the Company.
CODE
The Board will operate within all applicable laws and regulations. The Board will act within and in
accordance with the powers granted to them by the Company's articles
The Board will act bonafide in the Company's interest, to use its powers and information
available for the business purposes and not exercise them for any collateral purpose and will
ensure that the Company is managed with due diligence, due regard to the interest of all
stakeholders, and essentially for the benefit of all its shareholders. The Board will in all
sincerity endeavor that the Company's activities ultimately add to the economic development
of the Country and further the national interest.
The Board will function within the framework of the economic, development and legal policies of
the Government of India and shall not undertake nor participate in any task, debate or
conversation that can reflect unfavorably on the dignity of our Nation or go against its interests
The Board will meet regularly, at least once every quarter with prime concentration on
strategic issues and their approval, policy and control, delegation of powers, specifying issues
that remain in the Board's domain
The Board will consider the following matters as and when deemed appropriate.
• Annual operating plans and budgets and any updates.
• Capital Budgets and any updates.
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17. • Quarterly results for the Company and its operating divisions or business
segments.
• Minutes of meetings of audit committee and other committees of the Board.
• Show cause, demand, prosecution notices and penalty notices which are
materially important.
• Fatal or serious accidents, dangerous occurrences, any material effluent or
pollution problems.
• Any material default in financial obligations to and by the Company, or
substantial non-payment for goods sold by the Company.
• Any issue which involves possible public or product liability claims of
substantial nature.
• Details of any joint venture or collaboration agreement.
• Transactions that involve material payment towards goodwill, brand equity,
intellectual property.
• Significant labour problems and their proposed solution. Any significant
development in Human Resources/Industrial Relations front like signing of
wage agreement, implementation of Voluntary Retirement Scheme, etc.
• Sale of material nature of investments, subsidiaries, assets, not in normal
course of business.
• Quarterly details of foreign exchange exposures and the steps taken by
management to limit the risks of adverse foreign exchange rate movement, if
material.
• Non-compliance of any regulatory, statutory nature or listing requirements and
shareholders service such as non-payment of dividend, delay in share transfer.
Board will present a balanced, clear assessment of the Company's position. The Board will
ensure that the Directors' report shall include a narrative consistent with the figures in the
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18. accounts of the performance and prospects.
The Board will ensure that the Annual Report shall include, inter-alia , a Management's
Discussion and Analysis Report as per SEBI guidelines and the Board's Report on Corporate
Governance (duly certified by the Auditors).
CODE OF CONDUCT MANAGERS
The Code of Ethics & Conduct for the Senior Managers of the Company helps to maintain the
standards of business conduct for Jocil Limited and to ensure the compliance with legal
requirements. The purpose of the Code is to deter wrong doing and promote ethical conduct.
The matters covered in this Code are of utmost importance to the Company, Shareholders,
business partners and other stakeholders. Further these are essential so that the Company
can conduct the business in accordance with high ethical values. Managers of the Company
are the custodians of Information and assets. As such, the Code of Ethics for the Senior
Managers of the Company is codified as under
CODE
The Code is applicable to the Senior Managers of the Company (hereinafter referred to as
"Managers") as stipulated by the Management by way of Office Circular from time to time.
Code of Ethics & Conduct for the Senior Managers of the Company:
Managers will -
• Affirm the code on annual basis as required by the revised clause 49 of the
Listing Agreement.
• avoid accepting any offer, payment, gift or anything of value from customers,
vendors, consultants etc. that is perceived as intended, directly or indirectly, to
influence any business decision, any commitment of fraud or opportunity for
the commitment of any fraud.
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19. • Proactively promote and be an example of ethical behavior as a responsible
partner among peers, in the work environment and the community.
• Share knowledge and maintain skills important and relevant to stakeholders'
needs.
• Act in good faith, responsibly, with due care, competence and diligence,
without misrepresenting material facts or allowing one's independent judgment
to be subordinated.
• comply with rules and regulations of all Public Authorities in all the
geographies in which Jocil Limited operates
• Respect the confidentiality of information acquired in the course of one's work
except when authorized or otherwise legally obligated to disclose.
• provide all stakeholders with information that is accurate, complete, objective,
relevant, timely and understandable.
• Strive to achieve responsible use of and control over all assets and resources
employed or entrusted not use confidential information acquired in the course
of one's work for personal advantage.
• act with honesty and integrity, avoiding actual or apparent conflicts of interest
in personal and professional relationships
The Company has well defined policies for
• Quality
• Consumer Safety
• Safety, Health and Environment (SHE)
Company's Philosophy:
• To Conduct its Operations with Honesty, Integrity and Transparency
• To be the Market Leader in its Field of Operations through Continual
Improvement in Efficiency and Quality of Products & Services.
• To be a Successful Profit Making Organization
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20. • To Serve Society through Industry
• To care for the Environment and the World in which we live
• To have Concern for Employees, Shareholders, Customers and Business
Associates alike.
Business and Strategies :
1. Business ---> Oleochemicals ---> Stearic Acid --->
Specifications
Product offered in the form of free flowing flakes, in different grades and to suit various industrial
applications.
User Industries:
* Rubber
* PVC
* Cosmetics
* Metal Polish
* Paints
* Tyres
* Food Pharmaceuticals
* Speciality Chemicals.
Customers :
*MRF
* Elgitread
* Nestle
* HUL
* Clariant
* BASF
* Century harma
* Sun Pharma etc.
Also manufactures
High purity products like 90% minimum Stearic Acid
Customer specific grades to suit specific industrial applications
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21. 2.Business ---> Oleochemicals --->Distilled Fatty Acids --->
Specifications
Distilled Fatty Acids Manufactured from Vegetables Oils like Coconut Oil, Palm Kernel Oil, and
Rice Bran Oil.
User Industries
* Toilet Soap
* Speciality Chemicals
* Industrial Greases etc.
Customers include
* HUL
* BASF
* Emami
* Bayer ABS Limited.
Fractionated Products Manufactured –
Caprylic, Capric, Lauric, Myristic, Palmitic, Stearic, Oleic, Erucic & combination of these fractions,
with the Technology – Sulzer. A few of these are under trial production and will be available soon
for commercial sale. Refined Glycerine is a byproduct from the process of vegetable
oils during the manufacture of fatty acids. Grades Offered are CP (Chemically
Pure) and IW (Industrial W hite)
. Business ---> Soap ---> Toilet Soap
Decades of Association with FMCG majors Trusted Partners for Brand Introduction
Contract Manufacturing
Present Soap Brands
• Liril 2000 for HUL
• Life Buoy Skin Guard for HUL
• Superia Lemon Fresh for ITC
• Superia Soft Sandal for ITC
• Superia Milky Glow for ITC
• Superia Fragrant Flower for ITC
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22. • Superia Natural Glow for ITC
• Superia Healthy Glow for ITC
• Vivel Satin Soft for ITC
• Vivel Ayurveda Essence for ITC
• Manjal for MARICO
• Parachute Jasmine for MARICO
Past Soap Brands
• Liril Icy Cool Mint for Hindustan Lever
• Savlon for Johnson & Johnson
• Chek Beauty (4 Variants) for Henkel India
• Margo Natural Care for Henkel India
• Lux Skin Carefor Hindustan Lever
• Rexona Coconut for Hindustan Lever
• Breeze for Hindustan Lever
• Margo for Calcutta Chemical Company
• Shikakai for Swastic Surfactants and
Product can be offered to suit Customer Requirments
Strengths
Flexibility to Manufacture Five Diffrent Grades at a time, 250 tpd of Installed Capacity.
Translucent Noodles and Premium Noodles of High Quality
Our Customers are:
* HUL
* ITC
* Marico
* Reckitt Benckiser
* Emami
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23. * Jyothy Labs
* Henkel India etc.,
Extending support in the areas of Research & Development of New Soap
Products, Coloured Noodles,Strands and Bits
Premium and Translucent Soaps like
* Liril Icy Cool
* Savlon
* Margo Natural
* Chek etc., brands have been developed at Jocil.
Contract Manufacturing
W ell known for
* Product know-how
* Strong Quality Control
* Modern Facilities
* Total Commitment
* Responsiveness
* Team W ork
Long Standing and Continuing Association with FMCG majors
* HUL
* Johnson & Johnson
* Henkel India
* Reckitt Benckiser
Trusted for
* High Quality of Products
* Meeting Delivery Commitments
* Accommodating Changing Customer Schedules
Highly Responsive to Customer
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24. * Enquires
* Suggestions
* Complaints
Support for R&D of Introductory Products
Company Achievements
Continuous unbroken dividend paying record since 1988-89. Celebrated Silver Jubilee in
the year 2003. ISO 9001:2000 Certification by DNV in year 2004. Ventured into Wind energy in
the Year 2005. Wind farm is registered as CDM Project with UNFCCC in Year 2009.
CHAPTER-3
RESEARCH METHODOLOGY
“Research is simply a systematic and refined technique of thinking, employing specialized tools,
instruments, and procedures in order to obtain a more adequate solution of a problem than would
be possible under ordinary means. It starts with a problem, collects data or facts, analysis these
critically and reaches decisions based on the actual evidence. It evolves original work instead of
mere exercise of personal. It evolves from a genuine desire to know rather than a desire to prove
something. It is quantitative, seeking to know not only what but how much, and measurement is
therefore, a central feature of it.”
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25. OBJECTIVES:
• To study the performance appraisal method conducting by the JOCIL Ltd.
• To analyze the awareness and satisfaction of the employee in.
• To identify how far organization succeed in conducting performance appraisal.
HYPOTHESIS:
Does the Performance Appraisal at JOCIL Ltd. give the positive and effective response from
employee?
STUDY AREA AND PROBLEM DEFINITION:
Conducting study on Performance appraisal at JOCIL Ltd, Guntur, which is having all type of
employees as it is manufacturing unit for different products. Rating Scale Performance appraisal
is using by the company by the last few years with effective and deliberate response form the
employees. Performance Appraisal is one of the key factor for analyzing the employee strength
and weakness to provide compensation according to their performance which is for the growth of
the organization.
TYPE OF RESEARCH:
The present project is Descriptive in nature, the data based on facts collected with the help of the
tools and presented in the form of pie chart and bar-charts, and percentages, describing present
status of the appraisal technique adopted by the organization.
• Sample size : 80 employees(Engineers, Supervisors, and operators)
• Mode of data collection : Questionnaire and interview method
• Data collection tool : Questionnaire.
SOURCE OF DATA COLLECTION:
Data is the collection of the individual records in the form of numerical, words…etc for the
evidence of research. This can be done using the collection from different methods.
PRIMARY DATA: The data that has been analyzed and observed by the researcher for the first
time to their knowledge. It is considered more reliable.
• Primary data collected form Engineers, Supervisors and Operators, with respect to
the content like their satisfaction, knowledge, feedback, Objectives of appraisal
form…etc.
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26. SECONDARY DATA: This data is the statistics not gathered form immediate study at hand but for
some other purpose. The secondary data for the study was collected mainly from appraisal form,
website.
SAMPLE DESIGN:
It is definite plan for obtaining a sample from a given population. It refers to the technique or the
procedure the researcher would adopt in selecting items for the sample.
POPULATION: It refers to the aggregate of data source or any aggregate from which data is
collected .Unrevised is the target group of study and is finite.
SAMPLE SIZE: A sample is a small portion of the population. In the study a sample of 80
employees who are engineers, supervisors and operators.
TOOLS AND TECHNIQUES USED FOR ANALYSIS:
The basic tools used for the study were questionnaire and interview methods.
QUESTIONNAIRE: A questionnaire handed with engineers, supervisors, and operators based on
the various aspects of performance appraisal form. Questionnaire was prepared on the basis
content in appraisal form of the company which is helpful to understand and brings the awareness
about the technique.
INTERVIEW: Continuous interaction with various industry people provided me knowledge on
various helpful industry activities. And satisfaction and assessment level employee, training
programs within in the organization came to figure in mind.
The following are the techniques used to analyze the data collected.
PIE DIAGRAM: The circle is divided into number of sectors representing the values of the data in
identifying the accurate distribution.
TABULATION: The classified data is represented in an orderly way and this calls for systematic
representation of data.
CAPTER-4
DATA ANALYSIS
ANALYSIS OF APPRAISAL FORM:
Rating scales of performance appraisal form: As JOCIL Ltd using the method of rating scale
mechanism for conducting appraisal of the employee the questionnaire was designed on the
basis of the content in the appraisal form.
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27. CONTENTS OF PERFORMANCE APPRAISAL FORM:
1. Quality of work
• Consider accuracy, thoroughness, effectiveness.
• Pressure, ability to meet standards of quality.
• Use of time and volume of work accomplished.
• Work output matches the expectations established.
2. Quantity of work
• Competence, thoroughness, and efficiency of work regardless of volume.
• Neatness and accuracy.
3. Teamwork:
• Establish and maintain effective working relationship with others.
• Shares information and resources with others
• Follows instructions of supervisor and respond to requests from others in the team in a
helpful manner.
• Contributing work and effort to group performance to meet agreed upon objectives and
achieve team success
4. Job knowledge
• Application of appropriate level of technical and procedural knowledge in specific field
• Degree of technical competence
• Understanding of job procedures, methods, facts and information related to
assignments.
• Perform duties with minimal supervision but seek guidance where and when appropriate
to the job, consults the appropriate staff
5. Initiative
• Consider the extent to which the employees sets own constructive work practice and
recommends and creates own procedures.
• Self-starter, develop and implement new methods, procedures, solutions, concepts,
designs and/or applications of existing designs or procedures.
• Accepts additional challenges and responsibilities and willingly assist others, self-reliant.
• Completes assignment on time.
27

28. 6. Interpersonal relations
• Consider the extent to which the employee is cooperative, considerate, and tactful in
dealing with supervisors, subordinates, peers, faculty, students and others.
7. Health and safety compliance
• The degree to which he or she complies with or over sees the compliance with
university safety rules.
• The following are also to be completed for supervisory personnel and members of the
administrative staff.
8. Communications abilities
Performance appraisal of communications includes elements as:
• Ability to listen and understand information;
• Presents information in a clear and concise manner.
• Knows appropriate way of communicating with immediate superiors and the
management
• Demonstrates respect for all individuals in all forms of communication
9. Planning and organizing:
• Adapting to changes and using resources effectively;
• Maintains confidentiality as appropriate.
• Setting objectives, establishing priorities, developing plans;
• Arranging work schedules and prioritizing work to meet deadlines.
• Know when to ask for clarification before proceeding on a work project.
10. Problem analysis and decision making
• Anticipating problems and facilitate problem resolution.
• Willingness to make necessary and immediate decisions given incomplete information.
• Understanding practical and workable solutions.
11. Staff development
• The extent to which the individual provides guidance and opportunities to his or her staff
for their development and advancement in the university.
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29. 12. Dependability
• Starts work at appropriate time.
• Respects time allowed for breaks and lunch.
• Helps ensure work duties are covered when absent.
QUESTIONNAIRE ANALYSIS:
Analysis of data has taken out based on the data collected with questionnaire methodology of 80
employees as sample size.it is the interpretation of the data for the evaluation of performance
appraisal system with the organization.
1. Do you have knowledge on performance appraisal system fallowed by your
organization?
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30. Parameters Yes Partly No Well-known
Responses 43 35 0 2
Percentages 53.75 43.75 0 2.5
The above inference shows that awareness of PA system in the organization
which is 54% people knows about this and 44% people knows
partly. The above data states that the employees must be appraised of the system and its
significanceand its contribution to increase the productivity.
2. Do u Know the reason why performance appraisal system required?
Responses yes % No %
To give the promotions 68 85 12 15
To increase the salaries 77 96.25 3 3.75
To evaluate the employee ability 68 85 12 15
To give the training where it needed 40 50 40 50
For job rotations 33 41.25 47 58.75
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31. Company will conduct the performance appraisal to consider promotions,
increments, and training assessments where it is required, which gives the clear idea about
the employee status at the workforce.From the above table it is clearly shown that
majority of employees felt that the performance apprisal used by the organisation is to
increase the salaries,followed by promotions and to evaluate employees ability among
which the least is for job rotations.
3. Who will appraise you?
Parameters supervisor immediate superior HR department others
Responses 18 44 7 11
Percentages 22.5 55 8.75 13.75
31

32. Performance appraisal conducted by the different people on the basis of employee
designation and cadre of the employee in the company. Form the above inference the
performance appraisal is conducted by the supervisors , HR department and by the head of the
departments. As it is manufacturing based company 22% are supervisor and asst. operators, 55%
are immediate superiors , and 9% are HR professionals who conduct the apprisal for Managers. .
4. On what basis does performance appraisal be conduct?
Parameters based on relationship with presence and
work superiors productivity Others
Responses 59 12 5 4
Percentages 73.75 15 6.25 5
32

33. Performance appraisal will conduct on the basis work and productivity of the
employee. From the inference we can observe that 74% employees are appraised based on
work. When the strategic enlargement is required in a company the apprisal system
should focus on the work, presence of the employee with the productivity.5% of the
respondents are not clear as to why performance apprisal is carried out.
5. What kind of performance appraisal technique is used?
Parameters raking check list confidential performance easy
scale method report critical incident test method
Responses
67 1 5 7 0 0
Percentages
83.75 1.25 6.25 8.75 0 0
33

34. Jocil Ltd is fallowing the grading mechanism which is suitable for the
manufacturing unit. The above data clearly states that the compny uses the Ranking Scale
technique to appraise the employees.The data also reveals that the Performance apprisal
& Easy Method is not being followed.
6. How often performance appraisal is conducted?
Parameters once in a every once in 3
year once in 6 months week months
Responses 66 10 2 2
Percentages 82.5 12.5 2.5 2.5
34

35. From the above inference the company will conducts the appraisal yearly
once but there is also a need that the apprisal system has to be carried out to find need for
training and also to enhance the productivity.Jocil Ltd conducts the apprisal yearly once
to give increements and promotions.
7. What do you feel about Performance Apprisal system?
Above
Parameters good average bad aveg.
Responses 35 38 6 1
Percentages 43.75 47.5 7.5 1.25
35

36. The above data clearly shows that majority of the respondents feel that the
Performance Apprisal system is average followed with 43.7% says it good.So there is a
need for the company to make the employee understand the significance of Performance
Apprisal System.
8. Does performance appraisal enhance your potential at work?
Parameters true partly not true very true
Responses 31 36 9 4
Percentages 38.75 45 11.25 5
36

37. `
The above inference implies that people are satisfied with the PA system in
Jocil Ltd believe that it provides scope for developing their potential. This may
be due to the fact that the self-appraised of the appraise invites suggestions on job
enrichment, training needs and steps to be taken to improve individual’s
effectiveness. Whereas the above inference showing that potential level of
increment is 45% partly so company has to improve in the sense of giving
complete backup to the employee.
9.
9.Do you have self-appraisal system?
Parameters yes no
Responses 44 36
Percentages 55 45
37

38. The presence of self-appraisal procedure in the PA appraisal system is an
important reason for the above inference. The self-appraisal includes questions on
major achievements, constraints in performance, type of training required, tasks or
activities undertaken successfully during the year, problems faced etc. It also
includes suggestions on making the job interesting and challenging and plans to
improve effectiveness. Due to this fact, most of the employees may have felt that
they were participating actively in their own appraisal by self -review and
reflection on various issues.
10. Does employee get the regular feedback?
Parameters Yes no
Responses 35 45
Percentages 43.75 56.25
38

39. The above inference shows that the PA system Company does not giving the feedback
about performance to its employees. It helps anticipating work needs in order to arrange work in
logical order. It also helps in devising efficient methods to attain pre-determined plans. Again due
to flexibility in job content, some people may have found problems in planning their performance
systematically.
11. How much you have satisfied with the system?
.
Parameters a.10-30% b.40%-60% c.60%-80% d.100%
Responses 14 28 30 8
Percentages 17.5 35 37.5 10
39

40. The employees do not want a fixed increment for their great performance.
The company should make recommendations related to salary on the basis of
regular performance feedback about every employee since the frequency of
performance measurement varies from department to department; it is difficult to
carry out this work smoothly so the satisfaction level low.
12. Do you feel the fallowing are necessary for employee appraisal?
Yes % No %
Discipline 80 100 0 0
Attendance 79 98.75 1 1.25
Job knowledge 78 97.5 2 2.5
40

41. Relation with employee 80 100 0 0
Plan of work 78 97.5 2 2.5
Decision making 75 93.75 5 6.25
Guidance 74 92.5 6 7.5
Performance 80 100 0 0
Absenteeism 57 71.25 23 28.75
Integration 74 92.5 6 7.5
Dependency 75 93.75 5 6.25
Participation 80 100 0 0
A performance appraisal system, which is perceived as bias -free by its
executives, is an achievement for the organization. In the PA system the reporting
officer appraises a section of people whereas the reviewing officer appraises the
performance of an entire department. Also the reviewing officer is the immediate
superior of reporting officer. Any disagreement between the assessments of an
employee has to be duly discussed and recorded. Also, any noticeable difference
of opinion between self-appraisal and appraisal by reporting officer has to be
accounted for. All the above factors help in correcting the biases, if any of
reporting officer.
13. Are you facing any fallowing problem during appraisal?
yes % No
Analysis of skill 17 21.25 63 78.75
Usage of logics 8 10 72 90
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42. Self-opinion description 12 15 68 85
Participation in decision making 6 7.5 74 92.5
Unable to reveal self description 15 18.75 65 81.25
Jocil Ltd. Performing the appraisal in a sequential manner like
appraisal by the supervisor, immediate superiors which makes the proper
meaning like ordering in the top to bottom which is a correct in the sense
of analyzing the employee by the their superios.
14. Do you think performance appraisal system gives the real justice?
Parameters yes partly no
42

43. Responses 18 50 12
Percentages 22.5 62.5 15
Performance appraisal will give the employee ability to the organization
and compensation in the form of increments and promotions. If the
implementation reaches the in the parallel level this system will gives the real
justices for every employee. From the inference 65% of the people are satisfied
with their appraisal.
15. Have been selected for any training after PA system conducted?
43

44. Parameters yes no
Responses 29 51
Percentages 36.25 63.75
Performance appraisal is major asset for employee estimation it gives the
employee status whether he require the training or not and the require areas for
training. So performance appraisal will choose the employee for training.
16. Does training will effects your performance?
44

45. Parameters yes no
Responses 52 28
Percentages 65 35
For every employee training is required to take the right job at the right
place at the same time when the new work is entered in the organization training is
needed for analyzing the new operations. So the company needs training to
increase the efficiency and to polish the work where they are in.
17. Does Performance appraisal give the improvement in promotions and salaries?
45

46. Parameters
Yes Partly No
Responses
28 43 9
Percentages
35 53.75 11.25
The performance appraisal is completely need based the organization
recognizes and promotes high achievers only if there are vacancies available in the
organization by finding their strengths and weaknesses. This has a negative impact
on people who are not rewarded and promoted duly for their good performance.
There should be a system of rewarding employees either in monetary terms or in
terms of recognition.
18. Does your company conduct the counseling after the appraisal?
46

47. Parameters yes partly no
Responses 18 36 26
Percentages 22.5 45 32.5
For growth of the company employee counseling is more important to
reach the organization goals, Jocil Ltd. is providing the counseling on safety
measurements and welfare activities only.
19. What kind of an appraisal system will bring out the best of you?
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48. Parameters Appraisal by all Appraisal by Appraisal by Appraisal by reference
superiors immediate superior reference team team and self
Responses 8 50 10 12
Percentages 10 62.5 12.5 15
This shows that the relationship between appraiser and appraise, in Jocil Ltd, with respect
to planning the performance is quite good. The subordinate in planning his performance. The
appraiser helps appraise in testing the soundness of his goals as well as of his plans for achieving
them. This implies that there is active participation of both appraiser and appraise in performance
planning. The reason behind ‘Not True’ answer may be due to the fact that many jobs in Jocil are
not well defined and therefore an elaborate planning on them is not done.
CAHPTER-5
48

49. FINDINGS
1) Presence of a firmly implemented career plan- good sense of growth.
2) High proportion of routine work- during training and immediately after.
3) Organization climate-
• Well analyzed goals are set.
• Good and effective performance appraisal strategies applied.
• All the strategies are fair and objective.
• The employees are well aware of what is expected of them.
• Proper feedback is not given by management.
• Supervisors are patient with the employees’ problems.
• Good performance leads to annual increments and promotions.
• Training and development programs are to be improved.
• The purpose of Performance Appraisal System followed in the company is fulfilled.
SUGGESTIONS
49

50. Performance appraisal technique is meant for assessing the employee strengths and
weakness, to provide compensation to the employee. So that company should
concentrate more on individual development and reward for employee work should be
there. If implementation and analysis on the paper implements in more physical activity
the satisfaction level of the employee will increase as well as path to reach the
organization goal also easy.
CONCLUSIONS
The JOCIL Ltd adopted the rating scale performance appraisal mechanism which most
suitable for the manufacturing unit, since it is an agro based manufacturing company. The
employee satisfaction average compare to the executive level employees. The certainty in the
technique is being maintained from the last 10 years in the company. Organization is widely
using the appraisal method for the beneficiary of the employee in the sense of promotions
and increment in salary.
The finding can be found from the analysis of data collected in JOCIL Ltd.
1. The knowledge on performance appraisal to the employee is good and
some of them are having just knowledge on the technique.
2. Most of the employees are known that who will conduct the appraisal and
when it will conduct but reaching the knowledge of appraisal system to
every employee is required.
3. Majority of the employee satisfaction is 47.5% average on the technique
used within the organization.
4. Employees are feeling the performance appraisal technique will gives the
good result if the utilization is implements perfectly.
5. The chance for improving the self-appraisal should be more because 45%
of the employee feeling there is no chance for self-appraisal, it will
increase potential to the organization.
6. Proper feedback should be given to the management cadre staff at fixed time
periods, so that the employee increase the performance based on their remarks.
7. Training and counseling classes are less in according to the data; it should be
improved for the befit of the organization goals and Effective training and
development programs should be held.
50

51. 8. Exemplary rewards should be given for unique achievements of the
employees.
9. Employees are facing some problem with decision making in the work culture and
in the Free hand in decision making.
10. Performance appraisal system should be extensively used in job rotation AND up
gradation of basic qualification of all workers to be taken in future based on their
performance.
11. Uniform growth is required in the salaries and promotions, because it will gives
the employee satisfaction in high level which is for the achievement of the
organization.
Questionnaire
51

52. Employee details:
Name : Age :
Sex : Experience :
Job details :
1. Are you aware that your organization fallowing the performance appraisal
system?
a) yes b) partly
c) no d) well known
2. Why performance appraisal system required?
Yes No
a) To give the promotions ( ) ( )
b) To increase the salaries ( ) ( )
c) To evaluate the employee ability ( ) ( )
d) To give the training where it needed ( ) ( )
e) For job rotations ( ) ( )
3. Who will appraise you?
a) supervisor b) immediate superior
c) HR department d) others
4. On what basis does performance appraisal will conduct?
a) based on work b) relationship with superiors
c) presence and productivity d) others
5. What kind of performance appraisal will conduct?
a) raking scale b) check list method
c) confidential report d) performance test
e) critical incident f) easy method
6. How often performance appraisal does conducts?
a) once in a year b) once in 6 months
c) every week d) once in 3 months
7. What do you feel about this system?
a) good b) average
c) bad d) above average
8. Does performance appraisal give the potential to your work?
a) true b) partly
c) not true
9. Do you have self appraisal system?
52

53. a) Yes b) no
10. Does employee get the regular feed back?
a) Yes b) no
11. How much you have satisfied with your company PA system?
a) 10-30% b) 40-60%
c) 60-80% d) 100%
12. Do you feel the fallowing are necessary for employee appraisal?
Yes No
a) Discipline ( ) ( )
b) Attendance ( ) ( )
c) Job knowledge ( ) ( )
d) Relation with employee ( ) ( )
e) Plan of work ( ) ( )
f) Decision making ( ) ( )
g) Guidance ( ) ( )
h) Performance ( ) ( )
i) Absenteeism ( ) ( )
j) Dependency ( ) ( )
k) Integration ( ) ( )
l) Participation ( ) ( )
13. Are you facing any fallowing problem during appraisal?
Yes No
a) Analysis of skill ( ) ( )
b) Usage of logics ( ) ( )
c) Self-opinion description ( ) ( )
d) Participation in decision making ( ) ( )
e) Unable to reveal self description ( ) ( )
14. Do you think performance appraisal system gives the real justice?
a) yes b) partly
c) no
15. Have been selected for any training after the appraisal conducted?
53

54. a) yes b) no
16. Does training will effects your performance?
a) yes b) no
17. Does Performance appraisal give the improvement in promotions and salaries?
a) true b) partly
c) not true d) very true
18. Does your company conduct the counseling after the appraisal?
a) yes b) partly
c) no
19. What kind of an appraisal system will bring out the best of you?
a) appraisal by all superiors b) appraisal by immediate superior
c) appraisal by reference team c) appraisal by reference team and self
54

55. BIBLIOGRAPHY
• T V Rao, 1999, Appraisal & Development ,Managerial Performance , T V Rao Learning
systems Pvt. Ltd, Excel Books
• Carey and Janice Keefe, 2003, Performance appraisal Phrase Book , Adams Media
• Carl G.Thor ,2004, Designing Feedback , Viava Management Library.
• Angelo S.DeNisi, 1996, A Cognitive approach to performance appraisal, published in the
Taylor & Francis e-Library.
• Jan Jonker & Bartjan Pennink, 2010, The Essence of Research Methodology, Springer-
Verlag Berlin Heidelberg .
• P. Subba Rao, 2006, Essentials of Human Resource Management and Industrial
Relations, Himalaya Publishing House.
Web Resources:
• www.google.com
• www.gigapedia.com
• www.performance-appraisal.com
• www.appraisals.naukrihub.com
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