52042690 performance appraisal project

7/30/2019 52042690 Performance Appraisal Project

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PERFORMANCE

APPRAISALBy Amruta Shetty


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CONTENTS:

(1) INTRODUCTION

1.1 FUNCTIONS OF HRM

(2) PERFORMANCE APPRAISAL

2.1 Need for the study

2.2Objectives of the study

2.3 Limitations of study

2.4 Objectives of performance appraisal

2.5 Importance of Performance appraisal

2.6 Process of performance appraisal

2.7 Methods of performance appraisal

2.8 Advantages of performance appraisal

2.9 Disadvantages of performance appraisal

(3)Industry profile

(4) Company profile

(5) Data analysis Interpretations

(6) Findings and suggestions

(7) Bibliography

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HUMAN RESOURCE MANAGEMENT

Human resource management (HRM) is the strategic and coherent approach to the

management of an organizations most valued assets - the people working there who

individually and collectively contributes to the achievement of the objectives of the business.

The terms "human resource management" and "human resources" (HR) have largely replaced

the term "personnel management" as a description of the processes involved in managing

people in organizations In simple words, HRM means employing people, developing their

capacities, utilizing, maintaining and compensating their services in tune with the job and

organizational requirement

Human resource is a term used to describe the individuals who comprise the workforce of

an organization, although it is also applied in labor economics to, for example,

business sectors or even whole nations. Human resources is also the name of the function

within an organization charged with the overall responsibility for implementing strategies and

policies relating to the management of individuals (i.e. the human resources). This function

title is often abbreviated to the initials

Human resources are a relatively modern management term, coined in the 1960s The origins

of the function arose in organizations that introduced 'welfare management' practices and also

in those that adopted the principles of 'scientific management'. From these terms emerged a

largely administrative management activity, co-coordinating a range of worker related

processes and becoming known, in time as the 'personnel function'. Human resources

progressively became the more usual name for this function, in the first instance in the United

States as well as multinational corporations, reflecting the adoption of a more quantitative as

well as strategic approach to workforce management, demanded by corporate management

and the greater competitiveness for limited and highly skilled workers.

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History

The early development of the function can be traced back to at least two distinct movements.

One element has its origins in the late 19th century, where organizations such as Cadburys at

its Bourneville factory recognized the importance of looking after the welfare of the

workforce, and their families. The employment of women in factories in the U n it ed K ingdom

led to the introduction of "Welfare Officers". Meanwhile, in the U n it ed S ta tes the concept of

human resources developed as a reaction to the efficiency focus of Taylorism or "scientific

management" in the early 1900s, which developed in response to the demand for ever more

efficient working practices within highly mechanized factories, such as in the Ford M o tor

Co m pan y . By 1920, psychologists and employment experts in the United States started the

hu m an re la ti ons movement, which viewed workers in terms of theirp s ycho logy and fit with

companies, rather than as interchangeable parts.

During the middle of the last century, larger corporations, typically those in the United States

that emerged after the Second Wor ld Wa r , recruited personnel from the US Military and were

able to apply new selection, training, leadership, and management development techniques,

originally developed by the Armed Services, working with, for example, university-based

occupational psychologists. Similarly, some leading European multinationals, such as Shell

and Phillips developed new approaches to personnel development and drew on similar

approaches already used in Civil Service training. Gradually, this spread more sophisticated

policies and processes that required more central management via a personnel department

composed of specialists and generalist teams.

The role of what became known as Human Resources grew throughout the middle of the

20th century. Tensions remained between academics who emphasized either 'soft' or

'hard' HR. Those professing so-called 'soft HR' stressed areas like leadership, cohesion, and

loyalty that play important roles in organizational success. Those promoting 'hard HR'

championed more quantitatively rigorous management techniques in the 1960s.

In the later part of the last century, both the title and traditional role of the personnel function

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was progressively superseded by the emergence, at least in larger organizations, of strategic

human resources management and sophisticated human resources departments. Initially, this

may have involved little more than renaming the function, but where transformation occurred,

it became distinguished by the human resources having a more significant influence on the

organizations strategic direction and gaining board- level representation.

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FUNCTIONS OF HRM

There are seven main functions of HR

Function 1: Manpower planning

The penalties for not being correctly staffed are costly.

Understaffing loses the business economies of scale and specialization, orders, customers

and profits.

Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate because of

modern legislation in respect of redundancy payments, consultation, minimum periods of

notice, etc. very importantly, overstaffing reduces the competitive efficiency of the business.

Future staffing needs will derive from:

Sales and production forecasts

The effects of technological change on task needs

Variations in the efficiency, productivity, flexibility of labor as a result of training, work

study, organizational change, new motivations, etc.

Changes in employment practices (e.g. use of subcontractors or agency staffs, hiving-off

tasks, buying in, substitution, etc.)

Variations, which respond to new legislation, e.g. payroll taxes or their abolition, new

health and safety requirements

Changes in Government policies (investment incentives, regional or trade grants, etc.

Function 2: Recruitment and selection of employees

Recruitment of staff should be preceded by:

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to

determine their essential factors) written into a job description so that the selectors know what

physical and mental characteristics applicants must possess, what qualities and attitudes are

desirable and what characteristics are a decided disadvantage;

In the case of replacement staff a critical questioning of the need to recruit at all (replacement

should rarely be an automatic process).

Effectively, selection is 'buying' an employee (the price being the wage or salary multiplied by

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probable years of service) hence bad buys can be very expensive. For that reason some firms

(and some firms for particular jobs) use external expert consultants for recruitment and

selection.

Equally some small organizations exist to 'head hunt', i.e. to attract staff with high reputations

from existing employers to the recruiting employer. However, the

'cost' of poor selection is such that, even for the mundane day-to-day jobs, those who recruit

and select should be well trained to judge the suitability of applicants.

Function 3: Employee motivation

To retain good staff and to encourage them to give of their best while at work requires attention

to the financial and psychological and even physiological rewards offered by the organization as

a continuous exercise.

Basic financial rewards and conditions of service (e.g. working hours per week) are determined

externally (by national bargaining or government minimum wage legislation) in many

occupations but as much as 50 per cent of the gross pay of manual workers is often the result of

local negotiations and details (e.g. which particular hours shall be worked) of conditions of

service are often more important than the basics. Hence there is scope for financial and other

motivations to be used at local levels.

As staffing needs will vary with the productivity of the workforce (and the industrial peace

achieved) so good personnel policies are desirable. The latter can depend upon other factors

(like environment, welfare, employee benefits, etc.) but unless the wage packet is accepted

as 'fair and just' there will be no motivation.

Function 4: Employee evaluation:

An organization needs constantly to take stock of its workforce and to assess its

performance in existing jobs for three reasons:

To improve organizational performance via improving the performance of individual

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contributors (should be an automatic process in the case of good managers, but (about

annually) two key questions should be posed:

What has been done to improve the performance of a person last year?

And what can be done to improve his or her performance in the year to come?.

To identify potential, i.e. to recognize existing talent and to use that to fill vacancies higher

in the organization or to transfer individuals into jobs where better use can be made of their

abilities or developing skills.

To provide an equitable method of linking payment to performance where there are no

numerical criteria (often this salary performance review takes place about three months later

and is kept quite separate from 1. and 2. but is based on the same assessment).

Function 5: Industrial relations

Good industrial relations, while a recognizable and legitimate objective for an organization,

are difficult to define since a good system of industrial relations involves complex

relationships between:

(a) Workers (and their informal and formal groups, i. e. trade union, organizations and their

representatives);

(b) Employers (and their managers and formal organizations like trade and professional

associations);

(c) The government and legislation and government agencies l and 'independent' agencies like

the Advisory Conciliation and Arbitration Service.

Function 6: Provision of employee services

Attention to the mental and physical well-being of employees is normal in many organizations

as a means of keeping good staff and attracting others. The forms this welfare can take are

many and varied, from loans to the needy to counseling in respect of personal problems.

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Among the activities regarded as normal are:

Schemes for occupational sick pay, extended sick leave and access to the firm's

medical adviser;

Schemes for bereavement or other special leave;

The rehabilitation of injured/unfit/ disabled employees and temporary or

permanent move to lighter work;

The maintenance of disablement statistics and registers (there are complicated legal

requirements in respect of quotas of disabled workers and a need for

'certificates' where quota are not fulfilled and recruitment must take place); Provision

of financial and other support for sports, social, hobbies, activities of many kinds

which are work related;

Provision of canteens and other catering facilities;

Possibly assistance with financial and other aid to employees in difficulty

(supervision, maybe, of an employee managed benevolent fund or scheme);

Provision of information handbooks,

Running of pre-retirement courses and similar fringe activities;

Care for the welfare aspects of health and safety legislation and provision of first- aid

training.

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The location of the health and safety function within the organization varies. Commonly a

split of responsibilities exists under which 'production' or 'engineering' management cares for

the provision of safe systems of work and safe places and machines etc., but HRM is

responsible for administration, training and education in awareness and understanding of the

law, and for the alerting of all levels to new requirements.

Function 7: Employee education, training and development

In general, education is 'mind preparation' and is carried out remote from the actual work area,

training is the systematic development of the attitude, knowledge, skill pattern required by a

person to perform a given task or job adequately and development is 'the growth of the

individual in terms of ability, understanding and awareness'.

Within an organization all three are necessary in order to:

Develop workers to undertake higher-grade tasks;

Provide the conventional training of new and young workers (e.g. as apprentices,

clerks, etc.);

Raise efficiency and standards of performance;

Meet legislative requirements (e.g. health and safety);

Inform people (induction training, pre-retirement courses, etc.);

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Performance Appraisal

A performance appraisal, employee appraisal, performance review, or (career)

development discussion is a method by which the job performance of an employee is

evaluated (generally in terms of quality, quantity, cost, and time) typically by the

corresponding manager or supervisor performance appraisal is a part of guiding and

managing career development. It is the process of obtaining, analyzing, and recording

information about the relative worth of an employee to the organization. Performance

appraisal is an analysis of an employee's recent successes and failures, personal strengths

and weaknesses, and suitability for promotion or further training. It is also the

judgment of an employee's performance in a job based on considerations other thanproductivity alone.

Objectives of a performance appraisal

Give employees feedback on performance

Identify employee training needs

Document criteria used to allocate organizational rewards

Form a basis for personnel decisions: salary increases, promotions, disciplinary

actions, bonuses, etc.

Provide the opportunity for organizational diagnosis and development

Facilitate communication between employee and administration

Validate selection techniques and human resource policies to meet federal Equal

Employment Opportunity requirements.

To improve performance through counseling, coaching and development.

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Importance of Performance Appraisal

Performance appraisals provide employees and managers with opportunities to discuss areas

in which employees excel and those in which employees need improvement. Performance

appraisals should be conducted on a regular basis, and they need not be directly attached to

promotion opportunities.

Personal Attention

During a performance appraisal review, a supervisor and an employee discuss the employee's

strengths and weaknesses. This gives the employee individual face time with the supervisor

and a chance to address personal concerns.

Feedback

Employees need to know when their job duties are being fulfilled and when there are issues

with their work performance. Managers should schedule this communication on a regular

basis.

Career Path

Performance appraisals allow employees and supervisors to discuss goals that must be met

to advance within the company. This can include identifying skills that must be acquired,

areas in which one must improve, and educational courses that must be completed.

Employee Accountability

When employees know there will be regularly scheduled evaluations, they realize that they

are accountable for their job performance.

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Communicate Divisional and Company Goals

Besides communicating employees' individual goals, employee appraisals provide the

opportunity for managers to explain organizational goals and the ways in which employees

can participate in the achievement of those goals.

Process of Performance Appraisal

ESTABLISHING PERFORMANCE STANDARDS

The first step in the process of performance appraisal is the setting up of the standards

which will be used to as the base to compare the actual performance of the employees. This

step requires setting the criteria to judge the performance of the employees as successful or

unsuccessful and the degrees of their contribution to the organizational goals and objectives.

The standards set should be clear, easily understandable and in measurable terms. In case the

performance of the employee cannot be measured, great care should be taken to describe the

standards.

COMMUNICATING THE STANDARDS

Once set, it is the responsibility of the management to communicate the standards to all the

employees of the organization.

The employees should be informed and the standards should be clearly explained to the. This

will help them to understand their roles and to know what exactly is expected from them. The

standards should also be communicated to the appraisers or the evaluators and if required, the

standards can also be modified at this stage itself according to the relevant feedback from the

employees or the evaluators.

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MEASURING THE ACTUAL PERFORMANCE

The most difficult part of the Perfor m ance appra is al process is measuring the actual

performance of the employees that is the work done by the employees during the specified

period of time. It is a continuous process which involves monitoring the performance

throughout the year. This stage requires the careful selection of the appropriate techniques of

measurement, taking care that personal bias does not affect the outcome of the process and

providing assistance rather than interfering in an employees work.

COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE

The actual performance is compared with the desired or the standard performance. The

comparison tells the deviations in the performance of the employees from the standards

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set. The result can show the actual performance being more than the desired performance or,

the actual performance being less than the desired performance depicting a negative deviation

in the organizational performance. It includes recalling, evaluating and analysis of data related

to the employees performance.

DISCUSSING RESULTS

The result of the appraisal is communicated and discussed with the employees on one- to-

one basis. The focus of this discussion is on communication and listening. The results, the

problems and the possible solutions are discussed with the aim of problem solving

and reaching consensus. The feedback should be given with a positive attitude as this can have

an effect on the employees future performance. The purpose of the meeting should be to solve

the problems faced and motivate the employees to perform better.

DECISION MAKING

The last step of the process is to take decisions which can be taken either to improve the

performance of the employees, take the required corrective actions, or the related HR

decisions

Traditional Methods of Performance Appraisal

ESSAY APPRAISAL METHOD

This traditional form of appraisal, also known as "Free Form method" involves a

description of the performance of an employee by his superior. The description is an

evaluation of the performance of any individual based on the facts and often includes

examples and evidences to support the information. A major drawback of the method is the

inseparability of the bias of the evaluator.

2. STRAIGHT RANKING METHOD

This is one of the oldest and simplest techniques of performance appraisal. In this method,

the appraiser ranks the employees from the best to the poorest on the basis of their overall

performance. It is quite useful for a comparative evaluation

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3.PAIRED COMPARISON

A better technique of comparison than the straight ranking method, this method compares each

employee with all others in the group, one at a time. After all the comparisons on

the basis of the overall comparisons, the employees are given the final rankings.

4. CRITICAL INCIDENTS METHODS

In this method ofPerfor m ance appra is a l, the evaluator rates the employee on the basis of

critical events and how the employee behaved during those incidents. It includes both negative

and positive points. The drawback of this method is that the supervisor has to note down the

critical incidents and the employee behaviour as and when they occur.

5. FIELD REVIEW

In this method, a senior member of the HR department or a training officer discusses and

interviews the supervisors to evaluate and rate their respective subordinates. A major

drawback of this method is that it is a very time consuming method. But this method helps to

reduce the superiors personal bias.

6. CHECKLIST METHOD

The rater is given a checklist of the descriptions of the behaviour of the employees on job.The checklist contains a list of statements on the basis of which the rater describes the on

the job performance of the employees.

7. GRAPHIC RATING SCALE

In this method, an employees quality and quantity of work is assessed in a graphic scale

indicating different degrees of a particular trait. The factors taken into consideration include

both the personal characteristics and characteristics related to the on the job performance of the

employees. For example a trait like Job Knowledge may be judged on the range of average,

above average, outstanding or unsatisfactory

FORCED DISTRIBUTION

To eliminate the element of bias from the raters ratings, the evaluator is asked to

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distribute the employees in some fixed categories of ratings like on a normal distribution

curve. The rater chooses the appropriate fit for the categories on his own discretion.

Modern Methods of Performance Appraisal

ASSESSMENT CENTRES -

An assessment Centre typically involves the use of methods like social/informal events, tests

and exercises, assignments being given to a group of employees to assess their competencies

to take higher responsibilities in the future. Generally, employees are given an assignment

similar to the job they would be expected to perform if promoted. The trained evaluators

observe and evaluate employees as they perform the assigned jobs and are evaluated on jobrelated characteristics.

The major competencies that are judged in assessment centers are interpersonal skills,

intellectual capability, planning and organizing capabilities, motivation, career orientation

etc. assessment centres are also an effective way to determine the training and

development needs of the targeted employees.

BEHAVIORALLY ANCHORED RATING SCALES

Behaviorally Anchored Rating Scales (BARS) is a relatively new technique which combines

the graphic rating scale and critical incidents method. It consists of predetermined critical

areas of job performance or sets of behavioral statements describing important job

performance qualities as good or bad (for eg. the qualities like inter personal relationships,

adaptability and reliability, job knowledge etc). These statements are developed from critical

incidents.

In this method, an employees actual job behavior is judged against the desired behavior by

recording and comparing the behavior with BARS. Developing and practicing BARS requires

expert knowledge.

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HUMAN RESOURCE ACCOUNTING METHOD

Human resources are valuable assets for every organization. Human resource accounting

method tries to find the relative worth of these assets in the terms of money. In this method

the Performance appraisal of the employees is judged in terms of cost and contribution of the

employees. The cost of employees include all the expenses incurred on them like their

compensation, recruitment and selection costs, induction and training costs etc whereas their

contribution includes the total value added (in monetary terms). The difference between the

cost and the contribution will be the performance of the employees. Ideally, the contribution

of the employees should be greater than the cost incurred on them.

MANAGEMENT BY OBJECTIVES

The concept ofManagement by Objectives (MBO) was first given by Peter Druckerin

1954. It can be defined as a process whereby the employees and the superiors come together

to identify common goals, the employees set their goals to be achieved, the standards to be

taken as the criteria for measurement of their performance and contribution and deciding the

course of action to be followed.

The essence of MBO is participative goal setting, choosing course of actions and decision

making. An important part of the MBO is the measurement and the comparison of the

employees actual performance with the concept ofManagement by Objectives (MBO) was

first given by Peter Druckerin 1954. It can be defined as a process whereby the employees

and the superiors come together to identify common goals, the employees set their goals to be

achieved, the standards to be taken as the criteria for measurement of their performance and

contribution and deciding the course of action to be followed.

The essence of MBO is participative goal setting, choosing course of actions and decision

making. An important part of the MBO is the measurement and the comparison of the

employees actual performance with the standards set. Ideally, when employees

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themselves have been involved with the goal setting and the choosing the course of action to be

followed by them, they are more likely to fulfill their responsibilities.

THE MBO PROCESS

UNIQUE FEATURES AND ADVANTAGES OF MBO

The principle behind Management by Objectives (MBO) is to create empowered

employees who have clarity of the roles and responsibilities expected from them,

understand their objectives to be achieved and thus help in the achievement of

organizational as well as personal goals.

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360 Degree Performance Appraisals

360 degree feedback, also known as 'multi-rater feedback', is the most comprehensiveappraisal where the feedback about the employees performance comes from all the

sources that come in contact with the employee on his job.

360 degree respondents for an employee can be his/her peers, managers (i.e. superior),

subordinates, team members, customers, suppliers/ vendors - anyone who comes into

contact with the employee and can provide valuable insights and information or feedback

regarding the "on-the-job" performance of the employee. 360 degree appraisal has four

Integral components:

1.Self appraisal

2 Superiors appraisal

3 Subordinates appraisal

4.Peer appraisal.

Self-appraisal gives a chance to the employee to look at his/her strengths and weaknesses, his

achievements , and judge his own performance. Superiors appraisal forms the traditional

part of the 360 degree performance appraisal where the employees responsibilities

and actual performance is rated by the superior.

Subordinates appraisal gives a chance to judge the employee on the parameters like

communication and mo t i va t i ng a b i l i t i e s , s u pe r i o r s ab i l i t y t o de l e ga t e t h e

w o r k , leadership qualities etc. Also known as internal customers, the correct feedback given

by peers can help to find employees abilities to work n a team, co-operation and sensitivity

towards others.

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Self assessment is an indispensable part of 360 degree appraisals and therefore 360 degree

Performance appraisal have high employee involvement and also have the strongest impact

on behavior and performance. It provides a "360-degree review" of the employees

performance and is considered to be one of the most credible performance appraisal

methods.

360 degree performance appraisal is also a powerful developmental tool because when

conducted at regular intervals (say yearly) it helps to keep a track of the changes others

perceptions about the employees. A 360 degree appraisal is generally found more suitable for

the managers as it helps to assess their leadership and managing styles. This technique is being

effectively used across the globe for performance appraisals. Some of the organizations

following it are Wipro, Infosys, and Reliance Industries etc.

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Benefits of Performance Appraisal

If appraisal is to be effective, staff must see the process attempting to meet their needs,

otherwise the system will not work. This means Heads of Department do need to form an

overview of the issues raised by their staff and if appropriate feed these into the planning

process. Appraisal should result in:

Benefits for the individual:

Gaining a better understanding of their role

Understanding more clearly how and where they fit in within the wider picture

A better understanding of how performance is assessed and monitored

Getting an insight into how their performance is perceived

Improving understanding of their strengths and weaknesses and developmental

needs

Identifying ways in which they can improve performance

Providing an opportunity to discuss and clarify developmental and training needs

Understanding and agreeing their objectives for the next year.

An opportunity to discuss career direction and prospects.

Benefits to the line manager/supervisor/team leader:

Opportunities to hear and exchange views and opinions away from the normal

pressure of work

An opportunity to identify any potential difficulties or weaknesses

An improved understanding of the resources available

An opportunity to plan for and set objectives for the next period

An opportunity to think about and clarify their own role

An opportunity to plan for achieving improved performance

An opportunity to plan for further delegation and coaching

An opportunity to motivate members of the team

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Benefits to the organization:

A structured means of identifying and assessing potential

Up-to-date information regarding the expectations and aspirations of employees

Information on which to base decisions about promotions and motivation

An opportunity to review succession planning

Information about training needs which can act as a basis for developing training

plans

Updating of employee records (achievements, new competencies etc)

Career counselling

Communication of information

Disadvantages of performance appraisal

Performance appraisals are usually part of a yearly review process in which a supervisor

reviews the job performance, goal completion and projects accomplished by an employee.

While the structure of performance appraisals offers a way for giving constructive feedback

to employees, which in turn can be used as a reward or a motivational tool, there are

downsides to traditional performance appraisals.

One Sided Input

Traditional performance appraisals involve a supervisor and supervisee, both of which have

limited perspectives. As with any situation, limited perspectives lead to a limited amount of

information by which to judge performance.

If a manager is busy supervising several people, as well as tasks and other projects, then there

will be limited time to take in the full scope and practice of the performance of the

supervisee. As an alternative, many industries today are utilizing 360-degree feedback, which

takes into account the relationships that an employee has with peers, customers, clients,

supervisors and those whom the supervisee is responsible for overseeing.

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Forms Only Give Quantitative or Qualitative Data

Many times, feedback forms that are utilized in performance appraisals only use quantitative

or qualitative measures, but not both. Quantitative appraisals mainly measure numbers, such as

how many projects, how many were on time. While this is important, there are other things to

take into consideration.

Qualitative benchmarks involve the completion of personal or professional goals and the

stories of how the supervisee utilized opportunities to lead by example and proactively

implement the values and mission of the organization. Listening to the stories of what has

happened over the past year and looking at numbers and outcomes will result in a clearer

picture of what the value of the employee is to the organization.

Once-a-Year Raises

Performance appraisals are usually done once a year and are connected to an increase in

salary. This is a disadvantage in that supervisees generally live in fear and experience anxiety

when their review time comes up. Having more consistent interaction when it comes to

feedback between management and supervisees can help reduce the fear, anxiety and

wondering about a raise.

Furthermore, the employee naturally will want to bargain for more money focusing on their

strengths and the management will want to emphasize the constructive areas of

performance evaluation in order to keep from giving raises, since money is a limited

resource in any organization. This adds to the stress of the review

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COMPANY PROFILE

The JOCIL Limited was incorporated by Jaya Lakshmi group of industries, Tanuku, west

Godavari dist on 20-02-78.The Andhra Pradesh oil and chemical industries LIMITED as a jointventure. In 1982 40% of shares were held by Jaya Lakshmi factories and the name was

changed as JayaLakshmi oil and chemical industries limited. Further in july 1992 its logo has

been changed as JOCIL limited after organizing the whole shares were hold by the company.

Main products of the company are fatty acids, Glycerin, Toilet soaps, etc., Fatty acids and

soaps projects were set up on turnkey basis through M/s.Ballastra (INDIA) Limited,

Bombay with technology and equipment of CMD, Italy.

INITIAL INVESTMENT:

The company has set up Es.33crores Fatty acids and soap project on turn they basis

through M/s. Ballestra(INDIA) Limited , Bombay with technology and equipment of

CMB., Italy.

LOCATION OF THE COMPANY:

The company is located at Dokiparru in Medikonduru Mandal of Guntur District in the state

of Andhra Pradesh. The area was declared as backward one by the Government of Andhra

Pradesh. It is only 15 KM from Guntur and it on Guntur - Narasaraopet highway. It is well

connected by both rail and road transportation. It is only 45 km., from Vijayawada,

which is industrially located.

HISTORY OF JOCIL LIMITED

JOCIL LIMITED is situated at Dokiparru, which is in Medikonduru Mandal of Guntur

District of Andhra Pradesh.

Main products of the company are fatty acids and toilet soaps. The equipment was supplied

by Messrs. Ballastra (INDIA) Limited , Bombay with the technologies of Italy.The

Government has given permission for the manufacture of processed fatty acids and individual

fatty acids with actual licensed capacity of 9000 metric tons and glycerin with the licensed

capacity of 9000 metric tons and toilets soaps with a licensed capacity of 5000 metric From

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time to time the company received letters from the Department of industrial

Development, Ministry of industry, Governments of India, New Delhi. The present

licensed capacity of fatty acid is 37500 metric tons, Glycerin is 1800 metric tons, and toilet

soaps 15000 metric tons in JOCIL the number of workers employed were 451. The some o f

the main competitors of JOCIL are Godrej, Vegetable Vitamin and fats limited, Siris

Agro limited. JOCIL Limited was incorporated in 20thFebruary , 1978 with the name of

Andhra Pradesh oil and chemical industries limited. This was a jo i n t venture with

Andhra Pradesh Industrial development corporation (APIDC) and was Andhra Pradesh Oil

and chemical industries Limited was changed into Jaya Lakshmi Oil and chemical Industries

Limited.

The companys name has been subsequently changed from JayaLakshmi Oil and

chemical industries Limited to JOCIL Limited with effect from 17th September, 1992.

JOCIL Limited is a subsidiary of the Andhra Sugars Limited, Tanuku.

POLICIES AND PHILOSOPHY OF JOCIL LIMITED:

The company has well defined policies for

1. Quality

2. Consumer Safety

3. Safety, Health and Environment (SHE)

Companys Philosophy:

1. To be a Successful Profit Making Organization.

2. To Conduct i t s Operat ions wi th Honesty, Integr i ty and Transparency.

3. To be the Market Leader in its Field of Operations through Continual improvement in

Efficiency and Quality of Products & Services.

4. To have Concern for Employees, Shareholders, Customers and Business associates.

5. To Serve Society through Industry.

6. To care for the Environment and the World in which we live.

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OBJECTIVE OF JOCIL LIMITED:

The main objective of the company is to manufacture fatty acids and toilet soaps.

The company received letter of intent from department of industrial development, ministry

of industries, Government of India, New Delhi, Enhancing the annual licensed capacity of fatty

acids, Glycerin and toilet soap. The company has implemented this letter by increasing

installation capacity of Fatty acids paint from 6,205 M.T per annum to15,510 MT with effect

from February, 1991. This enhanced capacity came into operation.

Industrial licensing & shareholders pattern

As the value of fixed assets envisaged in the project is less than Rs.3.3 Crores the industrial

license is not required for setting of this project. The company has been registered with

directorate general of technical development (DGTD) Government of India, New Delhi

Bering No.DGTD/HQ/D-S-/R-4733/C-26 (N)/SE/79 with their letter dated 21-05-1979

and 31-03-1990 for the manufacture of

1 Processed fatty acids / Industry fatty

Acids

9000

2 Glycerin 900

3 Toilet soaps 5000

Shareholders pattern:

31-03-1997

Promoters

(The Andhra sugars limited, holding company) 55.02%

Public Institutions:

(ICICI & ISEC) 33.63%

Face value of share: Rs 10/- each Profile

of the Jocil limited - Small scale unit

Nature of unit - Manufacturing

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ORGANIZATIONAL STRUCTURE OWNERSHIP AND MANAGEMENT:-

BOARD OF DIRECTORS:

Dr. Mullapudi Harischandra Prasad - Chairman

Shri Jagarlamudi Murali Mohan - Managing Director

Shri Pendyala Narendranath Chowdary - Director Shri

Mullapudi Thimmaraja - Director Shri

Yelamarti Narayanarao Chowdary - Director Shri

Vuppalapati Seetharama Raju - Director

Shri Kandimalla Srinivasa Rao - Director

Shri M. Gopalakrishna, IAS (Retd.) - Director

Shri Subbarao V. Tipirneni - Director

SENIOR EXECUTIVES

Sri P. Kesavulu Reddy - President & Secretary

BANKERS:

Andhra Bank - Guntur

State Bank of India - Guntur

AUDITORS:

Brahmaiah & Co., - Guntur

COST AUDITORS:

Narasimha Murthy & co., - Hyderabad

REGISTERED OFFICE & FACTORY:

JOCIL LIMITED, Dokiparru, Guntur 522019

Andhra Pradesh

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FOREIGN EXCHANGE EARNINGS AND OUT GO:

There were no foreign exchange earnings during the year. In previous year the company

exported crude glycerin and earned foreign exchange equivalent to Rs.55,69,519/-. The

company improved raw materials, spares during the year resulting in foreign exchange

auto equipment to Rs.6,56,93,981/- (previous year Rs.67,940/-).

FINANCE:

The company is regular in repaying the instalments of principal and interest on the loan of

Rs.8.80 Crores obtained from Andhra Bank for power plant. The Company has not availed

the term loan of Rs.3.20 crores sanctioned by State Bank of India for power plant as

requirements were met with the internal reserves generated form the operations.

DIVIDEND:

Considering the profitability of the company, the Board of Directors has been pleased to

recommend for the approval of the Company, payment of dividend of 50% (taxable)

on the equity share capital of Rs.4,44,05,750/- amounting to Rs.222.03 lakhs. In the

previous year the Company paid a total dividend of 50% on equity share capital.

FUTURE OUTLOOK:

The competition in the Fatty Acid industry continues to be severe. The reduction in

customs duty has promoted many users to import their requirements instead of depending on

the indigenous supplies. During the year, a 100 tpd capacity fractional distillation plant was set

up to improve the range and quality of fatty acids produced.

BIOMASS POWER:

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The Company has been making third party sale of surplus power as per the benefits offered at

the time of setting up of Biomass co-generation power plant. Subsequently, Andhra Pradesh

Electricity Regulatory Commission, Hyderabad (APERC) has prohibited third party sales by

its order dated 20th June, 2001. The Company has in turn obtained stay order from the

Honorable High Court to continue third party sales. Again, APERC by its order dated 24th

March, 2002 has increased wheeling charges from 2% in kind to 28.4%in kind and 50 Ps. Per

kWh in cash. AP TRANSCO is also offering discounts up to 25% of energy charges on the

increased power consumption to attract the consumers away from private generators. This

being so, the Company is restricted in choosing its customer as AP TRANSCO is not

accepting charges in the schedule of customers to power purchase and wheeling agreement.

In view of these problems, the Company is planning to sell the entire surplus power to AP

TRANSCO in spite of obtaining stay on the order of APERC for third party sales and increase

in wheeling charges. RESEARCH AND DEVELOPMENT (R & D)

1. Specific areas in which R & D carried out by the company quality

improvements of the products and efficient use of utilities.

2. Benefits derived as a result of the above (R & D). improved products quality,

quantity and conservation of utilities.

3. Future plan of actions Utilization of various field residues as fuel in power plant.

4. Enhancing capabilities through use of latest technology in fatty acids.

Expenditure of R & DRs. In Lakhs

2006-2007 2005-2008 a)Capital 4.33 0.29

b) Recurring 11.00 10.66Total 15.33 10.95

Total R & D expenditure as a percent of turnover 0.26 0.10

Marketing

The company mainly markets its products form its depots held at Bombay, Delhi, Kolkata,

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and bangalore, and directly from the factory. The prices are fixed basing on its competitors

and the variations in the prices of ram materials. No of advertising is done by the fatty

acids. As it is an industrial product, the company does not allocate any amount on

advertisement and the consumers come to the depots of factory and place their orders in the

case of soaps, as they are manufacturers on the contract basis of HLL no advertising is

required. Jocil leads only with the soap products and the marketing & advertising is taken over

by HLL.

Financial

Jocil Ltd purchased equipment form IFCI on completions of leas period. Andhra Bank and state

bank of India have sanctioned term loans of Rs 8.80 Crores and Rs.3.20 Crores respectively for

setting up 6MR Biomass cogeneration power plant in the existing premises. during the yearterm loan from Andhra Bank was drawn and utilized, the company expects to drawn the

amount of SBI in the current year.

PERFORMANCE AND ACHIEVEMENT OF JOCIL:

1. JOCIL is a leading manufacturer of all kinds of Fatty Acids. It also

manufactures soaps.

2. JOCIL supplies different grades of stearic acid and other fatty acids to other

manufacturing companies of pharmaceuticals, chemicals, plastics etc.,

3. JOCIL supplies Fatty Acids to meet their specific requirements of Stearic Acid Oleic Acid etc.

4.JOCIL manufactures soaps on contract basis to HLL.

5. JOCIL supplies soap noodles of Margo brand to Calcutta Chemicals Company.

6. JOCILs production of quality goods is due to the following factors

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(a) Usage of good quality raw materials like rice bran oil, coconut oils, cotton seed oils

etc.

(b) The processing and purification of Fatty Acids is done by using latest

technology.

(c) The technology and requirement of JOCIL has been imported from C.M.B.,

Italy.

(d) Maintenance of quality control by experienced and committed operating

personnel.

(e) Toilet soaps and glycerin are manufactured as per BISC (formerly known as

ISI) Standards.

(f) It uses high quality chemicals for the purification and processing of the

Fatty Acids.

(g) It maintains international standards in manufacturing its products so as to suit

different kinds of industrial

PRODUCTS OF JOCIL:

Jocil has set up a modern plant for the manufacturing of fatty acids, toilet soap

and refined Glycerin. The products manufactured are of international standards

to suit different industrial users. Jocil is manufacturing two types of products.

1. Industrial Goods (chemical)

2. Consumers Goods (soaps)

Fatty acids, refined glycerin and other fatty acid pitches fall under the

category of industrial goods where as soaps come under the category of consumer

goods.

Fatty acids are manufactured from vegetable oils and fats. There are different types

of fatty acids for different industrial applications. The following are the different

kinds of fatty acids, which can be manufactured in Jocil.

1. Crude fatty acids of vegetable acids & fats.

2. Distilled fatty acids of vegetable acids & fats.

3. Hydrogenated fatty acids of vegetable acids & fats

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Out of the above type of fatty acids, Jocil is manufacturing the following the fatty

acids which are a major portion of their sales.

1. Stearic acid

2 .Oleic acid. 3. Distilled & Hydrogenated fatty acids.

STEARIC ACID:

In stearic acid, different grades are produced with standard specifications for

different industrial consumers.

The following are the different grades of Stearic acids consumed by different

industries in manufactured their own industrial products.

REFINED GLYCERINE:

Two varieties of refined glycerin are produced namely.

1. Chemically pure grade (C.P)

2. Industrial white (I.W)

Glycerine is used in pharmaceuticals, cosmetics, explosives, paints, store ink,

chemicals, tooth paste etc.

OLEIC ACID:

Only one variety of oleic acid namely commercial grade is manufactured by Jocil.

It is used in fertilizers, cutting oils, liquid soaps and other chemical

manufactures.

DISTILLED FATTY ACID:

The fatty acids of different oils are tailor made products to suit different

industrial users specifications.

At present Jocil is manufacturing distilled hydrogenated rice bran fatty

acids, distilled cottonseed oil fatty acids, distilled coconut acids. They have plans tomanufacture some more variables in future.

Distilled hydrogenated rice bran fatty acids and distilled palm fatty acids are also

being manufactured for consumption in soap plant for the manufacture of toilet

soaps.

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FATTY ACID PITCHES:

Fatty acid pitches are obtained during distillation of crude fatty acids. These

products are supplied to laundry soaps, grease, foundry chemicals uses.

SOAP MANUFACTURING: Different types of distilled fatty acids and

hydrogenated fatty acids are mixed to obtain a desired quality of toilet soaps.

Different types of soaps are manufactured to satisfy different types of users.

Generally features of toilet soaps should be good lather, good perfume, stability and

longer use.

Staff and workers particulars :

Administration 31

Account 11

Marketing 5

EDP 3

Time office 7

Stores 12

Security 20

Transport 4

Production 120

Laboratory 27

Maintains 63

Civil 9

Electrical 151

Soap 170

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Total 633

Jocil was stared with 160 employees Due to diversification of its activities in

Manufacturing of products and expansion of its production its mane power increased to

529 employees working in 28 sections at various cadres.

INDUSTRY PROFILE

INDUSTRIAL LICENSE:

The Government has given permission for the manufacture of processed

fatty acids and individual fatty acids with the annual licensed capacity of 89000

metric tons and glycerin with the licensed capacity of 900 metric tons toilet soaps

with a licensed capacity of 5000 metric tons.

From time to time the company revised its capacities with the cooperation

from the Department of Industrial Development, Ministry of Industry,

Government of India, New Delhi. The present licensed capacity of fatty acids is

3,75,000 metric tons, glycerin is 1800 metric tons, and toilet soaps 15000 metric

tons.

As the value of fixed assets envisaged in the project is less than

Rs.3.3crores the industrial license is not required for setting of this project. The

company has been registered with directorate General of Technical Development

(DGTD), Government of India, New Delhi bearing No. DGTD/HQ/D-S-S/R-

4733/C-26(N)/SE/79 with their letter No. shop dated 21-5-1979 and soap /2(39)

79 dated 31-3-1990 for the manufacture of

1. Processed Fatty Acids 9,000

2. Glycerin 900

3. Toilet soaps 5,000

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PRODUCTION FACILITIES OF FATTY ACIDS:

Adapting Latest Technologies

.... High Pressure Fatty Splitting Plant

.... Fatty Acid Fractionation Plant

.... Sweet Water Evaporation Plant

.... Fully Automated & Centralised Control System

.... Proven Technologies of Gianazza, Sulzer and CMB

.... Equipped with Facilities/ Plants to Process Different Oils at a time

Plant Control through DeltaV Distributed Control System

. Supplied by Emerson Process Management

. Advanced Diagnostics & Process Performance Monitoring

. Remote Calibration and Diagnostics of Field Instruments

. Uses latest Foundation Fieldbus & HART Field Instruments

PRODUCTS OF JOCIL:

JOCIL has setup a modern plant for the manufacturing of Fatty Acids, toilet soaps and

refined glycerin. The major equipment was imported with latest technology. The

products manufactured are of international standards to suit different industrial users.

JOCIL is manufacturing two types of products.

1.Industrial Goods (Chemicals)

2.Consumers Goods (Soaps)

Fatty Acids, refined Glycerin and other Fatty Acids pitches fall under the

category of industrial goods where as soaps come under the category of

consumers goods.

Fatty Acids are manufactured from vegetable oils and fats there are different types

of Fatty Acids for different industrial applications. The following are the different

kinds of Fatty Acids, which can be manufactured in JOCIL.

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1. Crude Fatty Acids of vegetable Acids & Fats.

2. Distilled Fatty Acids of vegetable Acids & Fats.

3. Hydrogenated Fatty Acids of vegetable Acids & Fats.

Out of the above type of Fatty Acids JOCIL is manufacturing the following Fatty

Acids with major portion of their sales.

1. Stearic Acid

2. Oleic Acid

3. Distilled & Hydrogenated Fatty Acids.

STEARIC ACID:

In the Stearic Acid, different grades are produced with standard specifications for

different industrial consumers.

The following are the different grades of Stearic Acids consumed by

different industries in manufacturing their own industrial products.

1. Stearic acid of 11 grades

2. Distilled hydrogenated Rice Bran Fatty Acid

3. Distilled Rice Bran Fatty Acid

4. Oleic Acid Commercial

5. Soap Noodles

6. Glycerine of two types

(a) Chemically Pure Grade

(b) Industrial White Grade

Capacity per day at present:

1.Stearic acid & Ferry acid -- 100 metric tons per day

2.Soap noodles -- 70 metric tons per day

3.Glycerine -- 450 metric tons per day

Go down capacity:

Guntur(Factory) : 750 tons

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Delhi : 200 tons

Calcutta : 100 tons

Various grades of Stearic Acids:

JOTEX GRADE JOTEX

SPECIAL

GRADE

Used in Drugs, Pharmaceuticals,

Cosmetics, Chemicals & Plastics

JOSTRIC SPECIAL GRADE Chemicals, Calcium Carbonate

JOSTRIC GRADE Metal Polish, Grease, Metallic Polish,

PVC Stabilizers and Chemicals

JOSTRIC 9 Metal Polish, Grease, Metallic Polish,

PVC Stabilizers and Chemicals

JOSTRIC 11 PVC

JOMEL Rubber, Cement & PaintsRUBBER GRADE Rubber, Metallic Polish

ECONOMY Rubber, Metallic Polish, Grease

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RESEARCH METHODOLOGY

INTRODUCTION:

Research methodology is a way to systematically solve the research problem. In it

various types that are generally adopted by are search in studying his research problem

along with the logic behind problem. Research means a search for knowledge. RESEARCH

PROBLEM:

A research problem is general refers to some difficulty, which a researcher experience in the

content of either the cortical or practical situation and wants to obtain a solution for the

same. According to this project the organization is facing some problem with the workers

regarding their welfare facilities so the organization needs the level of satisfaction

and their opinions. So this topic is given to me for analysis.

2.1 RESEARCH DESIGN:

A research design is the arrangement of conditions for collection and

analysis of data in a manner that aims to combine relevance to the research purpose

with economy in procedure.

IMPORTANT FEATURES OF RESEARCH DESIGN:

1) It provides the sources and types of information relevant to the research

problem.

2) It will suggest which approach will be used for gathering and analyzing the data.

3) It provides the time and cost budget, since most studies are done under these two

constrains.

Sample Design:

A sample design is a definite plan for obtaining a sample from a given

population:

Sample unit : Employers as well as workers in JOCIL LIMITED .

Size of sample : 75Sample design : Simple random sampling design

Stratified Sampling:

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Under stratified sampling the population is divided into several sub

population that are individually more homogeneously than that of the total

population and then we select item from each strain to constitute a sample.

Scaling technique:

Rating scale technique is used in this study. The rating scale involves

qualitative description of a limited No of aspects of a thing or of the trades of

person. When we use rating we jute an object in absolute terms against some

criteria.

Pretesting:

In order to test the suitability of the questionnaire, the research has gonefor, pretesting

with 2 respondents in the employees; this helped the researcher to make the

questionnaire more, simple and practical oriented.

Pilot study:

The researcher visited the organization, selected for the study thrice and got

permission for doing research study from the personnel manager, who had formal

discussions with Him to know about the feasibility of conducting the study in the

industry.

METHODS OF DATA COLLECTION

Primary data:

The data is collected by Questionnaire method. Questionnaire is considered as

heart a survey opinion.

A Questionnaire is constructed and a Questionnaire is given to each worker for

this responds. The response are collected for them and used for analysis. In this way

the primary data is collected.

SECONDARY DATA:

Secondary data collected from journals and internet.

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Chi-square test:

X2 test for independence of attributes helps in checking whether two attributes

are related or not.

1. Observation recorder and used are collected on random basis.

2. All the items in the sample must de independent.

3. No group should contain very few items say less than 10. in case where the

frequencies of adjoining groups. So that the new frequencies of adjoining

groups. So that the new frequencies become grater than 10 samples

statisticians.

4. The overall number of items must also be reasonably large. It should

normally be at least 50, however small the number of groups may be.5. The constrains must be liner. Constraints which involve linear equation in

the cell frequencies of a contingency table are known as linear, constraints.

STEPS INVOLVED IN APPLYING CHI-SQUARE TEST:

1) First of all calculate the expected frequencies on the ;basis of given hypothesis

or on the basis of null hypothesis, the expected frequency for any given cell isworked our as under.

The expectedfrequency of any

cell

a

n

y

cel

l

(Row total for the row ofthat cell) X

= (Column total for the column

of that cell)

G

randtot

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a l

1. Obtain the difference between observed and expected

frequencies and find out the squares of such differences.

2. (i.e.) Calculate (Oij - Eij)2

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3. . Divide the quantity (Oij - Eij)2 obtained as started above by the

corresponding expected frequency to get (Oij - Eij)2 / Eij and his

should be done for all frequencies.

4. Find the summation of the (Oij - Eij)2 / Eij values (or) what we call.

LIMITATIONS

1. The survey was conducted within limited time frames so that a few short

comings may be expected.

2. The respondents personal basis may be another factor which is

incontrollable.

3. The findings of the survey is strictly based on the responses of employees.

4. The factory functions in shift system so all shift workers did not take part in

the sample.

5. Due to lack of time, the surely was contacted only 50 Respondents.


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DATA ANALYSIS AND INTERPRETATION

(!) ARE YOU FULLY AWARE OF PERFORMANCE APPRAISAL SYSTEM IN

YOUR ORGANAIZATIN

S NO DESCRIPTION NUBER PERCENT

1 YES 55 74

2 NO 20 26

TOTAL 75 100

YESNO

INTERPRETATION:

The above table reveals that 74% of employees are fully aware of performance appraisal

system, 26% of employees has no idea about performance appraisal system

CONCLUSION

From the above table it is observed that most of the employees are fully aware of

performance appraisal and some employees are not aware of performance appraisal


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(2) Does the performance appraisal is done based on what


1 Performance 43 57.3

2 qualification 25 33.33

3 No of hours

working

7 9.33

4 None of these 0 0

Perf

ormance

qualif

ication

No of hours w orking

INTERPRETATION:

The above table reveals that 57.3% employees performance appraisal is done based on

performance, 33.33% of employees performance appraisal is done based on qualification,

and 9.33% of employees performance appraisal is done based on number hours of working

CONCLUSION

From the above table it is observed that maximum performance appraisal is done based on


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performance some times it done based on qualification.


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(3) What does performance appraisal determines


1 Increments 39 52

2 Rewards 21 28

3 Bonus 15 20

Increme

nts

Rewar

ds

Bonus

INTERPRETATION:

The above table reveals that 52.3% of performance appraisal determines increments 22%

of performance appraisal determines rewards and 20% of performance appraisal

determines bonus.

CONCLUSION

From the above table it is observed that maximum performance appraisal determines

increments and some times it determines rewards and bonus.


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(5) Does the performance appraisal leads to


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1 Self development 16 21.3%

2 Group development 15 20 %

3 Organizational

development

31 41.3%

4 Society

development

13 17.3%

Selfdevelopment

Group

developme

nt

Organization

al

development

Society

developme

nt

INTERPRETATION:

The above table reveals that 21.3% of performance appraisal leads to Self development ,

20% of performance appraisal leads to group development,41.3% of performance appraisal

leads to Organizational development and 17.3% of performance appraisal leads to Society

development

CONCLUSION

From the above table it is observed that maximum performance appraisal leads to

Organizational development, and some times it leads to self, group, and society

development.


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(5) Does performance appraisal suggest the ways of improving employee performance?


51/71


1 YES 58 77.33

2 NO 17 22.66

Y

E

SNO

INTERPRETATION:

The above table reveals that 77.33% performance appraisal improves the

employees performance 22.66% of performance appraisal does not improves the

employees performance

CONCLUSION

From the above table it is observed that most the time performance appraisal

improves employees performance and some times it does not improves the

employees performance


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(6) Does the performance appraisal evaluation identifies the training and

development needs


53/71


1 YES 58 77.33%

2 NO 17 22.66

TOTAL 75 100

YESNO

INTERPRETATION:

The above table reveals that 77.33% performance appraisal identifies training and

development needs 2.66% of performance appraisal does not identifies the training and

development needs

CONCLUSION

From the above table it is observed that most the time performance appraisal identifies

training and development needs and some times it does not identifies the training and

development needs

(7) Does the management is giving information about process of performance appraisal

system


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1 Fully 50 66.66

2 Partially 15 20

3 No 10 13.33

Fully

Partially

No

INTERPRETATION:

The above table reveals that 66.66% of employees saying that management is giving

information about process of performance appraisal system, 20% of employees saying that

management is t giving partial information about a process of performance appraisalsystem and 13.33% of employees saying that management is not giving information about

a process of performance appraisal

CONCLUSION

From the above table it is observed that most of the times management is giving

information about process of performance appraisal system. And some times

management is not giving information about a process of performance appraisal

(8) are you finding any difficulties while evaluating performance?



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1 YES 17 22.66%


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2 NO 58 77.33%

YES

NO

INTERPRETATION:

The above table reveals that 77.33% employees does not finding any difficulties while

evaluating performance appraisal 22.66% of employees finding difficulties while

evaluating performance appraisal

CONCLUSION

From the above table it is observed that most of the employees does not finding any

difficulties while evaluating performance appraisal and few employees finding

difficulties while evaluating performance appraisal

(9)opinion about process of performance appraisal system in their organization


1 Excellent 38 50.66

2 Good 20 26.66

3 Moderate 17 22.66


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ExcellentGood

Moderate

INTERPRETATION:

The above table reveals that 50% of employees have excellent opinion on performance

appraisal system, 26.66% of employees have good opinion on performance appraisal

system and 22.66% of employees moderate opinion on process of performance appraisal

CONCLUSION

From the above table it is observed that half of the employees feel that process performance

appraisal system is good and very few of employees feel that it is ok but not that much.

(10) What performance appraisal method is following in your organization?


1 360 degree appraisal 22 29.33%

2 Self appraisal 55 70.66%


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360degree

appraisal

Selfappraisal

INTERPRETATION:

The above table reveals that 70.66% employees says that 360 degrees appraisal is

following in their organization and29.33% of employees says that self appraisal method is

following in their organizational

CONCLUSION

From the above table it is observed that most of the time self appraisal method isfollowing and very few times 360appraisal method is following for evaluating

performance.

(11) How is the present used method?


1 Excellent 40 53.33%

2 Good 14 18.66%

3 Moderate 21 28%


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ExcellentGood

Moderate

INTERPRETATION:

The above table reveals that 53.33% of employees have excellent opinion on performance

appraisal system, 18.66% of employees have good opinion on performance appraisal

system and 28% of employees moderate opinion on process of performance appraisal

CONCLUSION

From the above table it is observed that half of the employees feel that process performance

appraisal system is good and very few of employees feel that it is ok but not that much.

(12) Do you suggest introduction of following appraisal system in your organization


1 Performance &

potential

19 25.33

2 Self appraisal 23 30.66

3 Team appraisal 14 18.66.

4 360 degree 19 25.33


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appraisal14

Performan

ce&

potenti

alSelfappraisal

Teamappraisal

360

degree

appraisal14

INTERPRETATION:

The above table reveals that 25.33% of employees suggest Performance & potential ,

30.66% of employees suggest Self appraisal,18.66% of employees suggest team

appraisal and 25.33% of employees suggest 360 degree appraisal

CONCLUSION

From the above table it is observed that half of the employees suggest 360 degree

appraisal and team appraisal.

(13)

Self appraisal is best from evaluating one performance



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1 YES 58 77.33%

2 NO 17 22.66

TOTAL 75 100


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YESNO

INTERPRETATION:

The above table reveals that 77.33% employees says that self appraisal is best forevaluating ones performance 22.66% employees says that self appraisal does not suits to

evaluating ones performance

CONCLUSION

From the above table it is observed that most the time self appraisal gives positive

results. some times it does not work properly.

(14) Who is the best person to conduct performance appraisal


1 Superior 46 61.33%

2 Manager 9 12%

3 Subordinate 3 4%

4 Self 17 22.66%


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Superior

Manager

Subordinate

Self

INTERPRETATION:

The above table reveals that 61.33% employees says that superior is best person to

evaluate performance , 12% of employees says that manager is best person to evaluate

performance ,4% of employees says that subordinate is best person to evaluate

performance, and 22.66% of employees says that self appraisal is best.

CONCLUSION

From the above table it is observed that half of the employees opinion is that superior is

the best person to evaluate ones performance. And some employees prefer subordinate, and

manager to evaluate performance.

(15) Performance will assessed


1 Annually 65 89.6%2 Quarterly 10 13.3%


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AnnuallyQuarterly

INTERPRETATION:The above table reveals that 89% employees performance assessed annually and only

13.3% of employees performance assessed quaterly.

CONCLUSION

From the above table it is observed that most the time performance assessed annually,

and some time it assessed quarterly

(16) Which one is more helpful for evaluating better performance

.


1 Formal 23 30.66%

2 Informal 26 34.6%

3 Both 26 34.6%


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FormalInformal

Both

INTERPRETATION:

The above table reveals that 30.66% employees says that formal appraisal is best to

evaluate performance ,34.6% of employees says that informal appraisal is best to

evaluate performance ,and 34.6% of employees says that both appraisal are best to best

evaluate performance.

CONCLUSION

From the above table it is observed that employees prefer formal, informal appraisal for

evaluating the performance

Any motivational program is needed to develop performance appraisal system


1 YES 45 60%

2 NO 30 40%


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INTERPRETATION:

The above table reveals that 60% employees says that motivation program is needed 40%

employees says that they dont want any motivational program.

CONCLUSION

From the above table it is observed that most of the employees preferring motivational

program

Where you stand in analysis of performance analysis


1 Excellent 24 32%

2 Good 37 49.33%


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3 Moderate 14 18.66%

INTERPRETATION:

The above table reveals that 32% employees have excellent idea on performance

appraisal,49.44% of employees have good understanding on performance appraisal,

18.66% of employees have better understanding on performance appraisal

CONCLUSION

From the above table it is observed that most of the employees have good understaning of

performance appraisal system

Comments on performance appraisal system your organization


1 excellent 58 77.33%

2 Moderate 17 22.66


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TOTAL 75 100

INTERPRETATION:

The above table reveals that 77.33% employees says that performance appraisal system is

good , 22.66% employees says that performance appraisal is ok but not that much

CONCLUSION

From the above table it is observed that most of employees have good opinion on their

performance appraisal system..


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SUGGESTIONS


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C o n duct ing E m p loyee P erformance R ev iew T ip s

Fairly short suggestions on conducting the performance review meeting, starting with

greeting, summary, and going through strengths, weaknesses, feedback, salary and closing.

H R P ract ice T ip: R e d uce the P a in of P erformance Eva luat ions

Training managers to perform effective and consistent evaluations is essential, since both

managers and employees often are uncomfortable discussing performance. The training should

include warning supervisors to refrain from the following eight common errors

that can distort and even invalidate the evaluation process

A lternat ive Effect ive performance a p pra is a ls a nd eva luat ions

The best performance reviews let managers and employees communicate -- share ideas,

opinions, and information. Unfortunately, most traditional reviews put managers into the

position of uncomfortable judges, ostensibly telling employees how their work either fit the

bill -- or didn't. Possibly because of this, most traditional reviews are no better than the

manager's off-the-cuff judgments, and some may be illegal. Because of these problems, new

types of reviews are coming into play. Most require that evaluations be done not for raises,

promotions, or bonuses, but for growth, development, and communication. The most

important aspect in every case is communication between the employee and other people,

instead of one-way communication, for higher performance.

Eas ing the Performance A pprais al Proces s

By Nanette Miner - Performance appraisals can be stressful for both the manager and the

employee receiving the appraisal. The process of writing and delivering the appraisal can be

eased, however, by following these five guidelines.
http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=4005http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=4292http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=9546http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=3915http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=4005http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=4292http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=9546http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=3915


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BIBILIOGRAPHY:

w w w .goog le.com

w w w .s cr ibd.com

w w w .c ityhr.com
http://www.google.com/http://www.scribd.com/http://www.cityhr.com/http://www.google.com/http://www.scribd.com/http://www.cityhr.com/

52042690 performance appraisal project

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