a study on performance management systems
TRANSCRIPT
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A STUDY ON THE PERFORMANCE MANAGEMENT SYSTEMS
AT SPENCERS RETAIL, RPG ENTERPRISE
BY
JOSNA.N.
REG NO 21006631034
OF
PANIMALAR ENGINEERING COLLEGE
A PROJECT REPORTSubmitted to the
FACULTY OF MANAGEMENT STUDIES
In partial fulfillment of the requirements
For the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
ANNA UNIVERSITYCHENNAI 600 02!
APRIL 200"
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DEPARTMENT OF MANAGEMENT STUDIES
BONAFIDE CERTIFICATE
This is to certify that, this project report titled A STUDY ON PERFORMANCE
MANAGEMENT SYSTEMS # is a bonafide work of M$.JOSNA.N. R%& N'
21006631034 who carried out the research in my superision!"ertified further, that to
the best of my knowledge the work reported here in does not form part of any other
project report or dissertation on the basis of which a degree or award was conferred on
earlier occasion on this or any other candidate!
I()%*(+ G-/% H%+/ ' )% D%+*)%()
E)%*(+ G-/%
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AC5NOLEDGEMENT
I would like to e#press my sincere gratitude to O-*C+*+( D* J%++* MA.,
P.D!,for proiding e#cellent enironment and infrastructure andfor his aluable support
throughout the course of study!
I e#press my deep sense of gratitude and thanks to O-* S%7*%)+*8 +(/
C'**%$'(/%() D*.P.C((+/-*+ M.A., P.D., and I e#press my sincere thanks to
O-*D*%7)'*$M*$. C. V9+8+ R+9%$:+* +(/ M*. S+;);-+*, M.E., for proiding
all the required facilities for the successful completion of this project work!
I take this opportunity to e#press my gratitude to the H%+/ ' )% D%+*)%()of
$anagement studies, D*.V.M+++;$, M.L.,M.B.A.,P.D., for proiding me an
opportunity to do this project work!
I would like to thank my faculty guide M*.S.P*+
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TABLE OF CONTENTS
SL.NO CHAPTERS P+&% N'
A=$)*+7)
L$) ' T+=%$
L$) ' C+*)$
i
iii
CHAPTER >1 INTRODUCTION
1.11.21.3
I()*'/-7)'(I(/-$)*8 *'%C'+(8 *'%
13!
CHAPTER ? 2DEVELOPMENT OF MAIN THEME
2.12.22.32.42.!
N%%/ ' )% $)-/8O=9%7)
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ABSTRACT
%erformance $anagement Systems refers to the policies, procedures and practices that
focus on employee performance as a means of fulfilling the organi&ation goals and
objecties!It systematically measures and assess all performance goals against jointly
agreed goals!
The project was done in Spencer's retail titled, #( study on performance management
systems) for a period of three months!
The objectie of the study was to determine the gap between the actual and desired
performance,identify the skills and talents of employees and analy&e the satisfaction leel
regarding work enironment, rewards,performance management systems and
communication process, ealuate the current performance appraisal process and analyse
the satisfaction leel and familiarity towards the performance management systems!
This study is needed in order to find out the oerall satisfaction of the employees towards
the performance management system followed at Spencer's *etail!
In this study descriptie research is used!The pilot study was conducted for + samples
and some changes were made in the questionnaire after the pilot study!The sample si&e
was fi#ed at + which was fi#ed according to -rejcie . $organ and "ohen where for a
population of /+ employees, the sample is 012 so it was rounded off and taken as +
for this study!
i
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Simple random sampling was followed, in which all the elements in the population are
considered and each element has an equal chance of being chosen as the subject!In this
study statistical tools like percentage analysis, chi3square, one way anoa, two way
anoa, weighted aerage and interal estimation is used!
The questionnaire consists of all types of questions like open ended, close ended,
dichotomous, ranking, multiple choices and likert scale is used!In the study both primary
and secondary data are used!%rimary data was collected through questionnaire and
secondary data was collected through maga&ines,websites and books!
From this study we find that most of the respondents are satisfied with the work
enironment and with the communication process!The respondents are aware of thefactors on which they are appraised and they are satisfied with the current selection
process followed by the organi&ation!The employees are dissatisfied with the
performance management systems and with rewards and salary!
Therefore, it is suggested that the employees could be gien more information regarding
the performance management systems since some of them were not familiar with
them!The organi&ation could increase the rewards and change the timings for the training
as per the employees needs!They could also gie frequent promotions as and when
needed which would offer quick career growth to the employees!
ii
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LIST OF TABLES
S.NO PARTICULARS PAGE
NO+!0!/ Table showing the age group of the employees 04+!0!0 Table showing the gender of the employees 05+!0!+ Table showing the income leel of the employees 06
+!0!4 Table showing whether organi&ation fi#es performance standards forthe employees
02
+!0!5 Table showing whether rewards are gien for achieing the targets 01+!0!6 Table showing satisfaction leel regarding the training gien +
+!0!2 Table showing whether organi&ation has career growth +/
+!0!7 Table showing weightage gien for marks scored +0
+!0!1 Table showing whether education is related to current job of theemployees
++
+!0!/ Table showing whether selection process could be improed +4+!0!// Table showing e#tent to which organi&ation gies freedom to use own
skills and talents of the employees+6
+!0!/0 Table showing whether skills and talents matches the current jobprofile
+2
+!0!/+ Table showing ratings of current performance appraisal system +7
iii
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S.NO PARTICULARS PAGE
NO+!0!/4 Table showing ways in which feedback is gien on appraisal 4/+!0!/5 Table showing awareness of the respondents on the factors on which
they are appraised4+
+!0!/6 Table showing factors on which performance is ealuated 45
+!0!/2 Table showing satisfaction leel regarding the rewards gien 46
+!0!/7 Table showing whether work enironment in the organi&ation isfriendly
41
+!0!/1 Table showing rating on the oerall communication process 5
+!0!0 Table showing the calculation of weighted aerage 5/
i
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LIST OF CHARTS
S.NO PARTICULARS PAGE
NO+!0!/ "hart showing the age group of the employees 04+!0!0 "hart showing the gender of the employees 05+!0!+ "hart showing the income leel of the employees 06+!0!4 "hart showing whether organi&ation fi#es performance standards for
the employees02
+!0!5 "hart showing whether rewards are gien for achieing the targets 01
+!0!6 "hart showing satisfaction leel regarding the training gien +
+!0!2 "hart showing whether organi&ation has career growth +/
+!0!7 "hart showing weightage gien for marks scored +0
+!0!1 "hart showing whether education is related to current job of theemployees
++
+!0!/ "hart showing whether selection process could be improed +4
+!0!// "hart showing e#tent to which organi&ation gies freedom to use ownskills and talents of the employees
+6
+!0!/0 "hart showing whether skills and talents matches the current jobprofile
+2
+!0!/+ "hart showing ratings of current performance appraisal system +7
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S.NO PARTICULARS PAGE
NO+!0!/4 "hart showing ways in which feedback is gien on appraisal 4/+!0!/5 "hart showing awareness of the respondents on the factors on which
they are appraised4+
+!0!/6 "hart showing factors on which performance is ealuated 45
+!0!/2 "hart showing satisfaction leel regarding the rewards gien 46
+!0!/7 "hart showing whether work enironment in the organi&ation isfriendly
41
+!0!/1 "hart showing rating on the oerall communication process 5+!0!0 "hart showing ranking gien to the features that would reduce the gap
between e#pectation and reality!50
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CHAPTER 1
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INTRODUCTION
CHAPTER 1
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1.1 INTRODUCTION
PERFORMANCE MANAGEMENT SYSTEMS
The concept of performance management systems emerged in the /17's!It was seen as ameans of oercoming the weaknesses of traditional performance appraisal schemes!
%erformance management system is often claimed to be an area of human resource
management which can make the greatest impact on the organi&ation performance as a
whole!The use of performance management systems to implement strategy has also been
iewed as an important part of strategy process!
MEANING
It is the process of planning performance, appraising performance,giing it's feedback
and counselling an employee to improe their performance!
It is a means of getting better results by understanding and managing performance within
an agreed framework of planned goals, standards and competency requirements!
It is closely linked to other systems of human resource management like career planning,succession planning,training and deelopment!
DEFINITION
%erformance management systems can also be defined as a systematic process for
improing organisational performance by deeloping the performance of indiiduals and
teams!
/
This project was conducted at Spencer's *etail under the topic ( study on the
performance management systems)!The objectie of this study was to determine the gap
between the desired and actual leel of performance,to ealuate the current appraisal
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system,to analy&e the satisfaction leel and familiarity towards the performance
management systems, to analy&e the employees perception towards the communicaton
process, work enironment, rewards and training and to analy&e the skills and talents of
each employee!
This study was needed in order to find out the oerall satisfaction of the employees
towards the performance management system followed at Spencer's *etail!
In this study descriptie research is used!The pilot study was conducted for + samples
and some changes were made in the questionnaire after the pilot study!The sample si&e
was fi#ed at + which is fi#ed according to -rejcie . $organ and "ohen where for a
population of /+ employees, the sample is 012 so it was rounded off and taken as +for this study!
In this study, simple random sampling was followed, in which all the elements in the
population are considered and each element has an equal chance of being chosen as the
subject!The statistical tools like percentage analysis, chi3square, one way anoa, two way
anoa, weighted aerage and interal estimation are used!
The questionnaire consists of all types of questions like open ended, close ended,
dichotomous, ranking, multiple choices and likert scale is used!In the study both primary
and secondary data are used!%rimary data was collected through questionnaire and
secondary data was collected through maga&ines,websites and books!
0
1.2 INDUSTRY PROFILE
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*%8 9nterprisesis not only one of the biggest but one of the most respected names in the
industry,*%8 9nterprises, established in /121, is one of India's fastest growing businessgroups with a turnoer touching :S;
3 ?eadership in profitability and reenue growth in our chosen businesses!
3 @eing a customer3 centric organi&ation
@eing most e#citing work place!
VALUES
*%8's business ethics promote higher leels of e#cellence! The group's alues of"ustomer Soereignty, %eople Orientation, Innoation . 9ntrepreneurship, Transparency
. Integrity, %assion for Superior %erformance, (nticipation, Speed and Fle#ibility propel
it to perform and e#cel in all spheres of the business!
*%8 9AT9*%*IS9S hae more than 0 companies in 6 business sectors!
SI BUSINESS SECTORS OF RPG ENTERPRISE
1 R%)+
3 Spencer's retail
3 $usic =orld
3 @ooks and @eyond
3 *%8 "ellucom
2 T%7(''&8
> Bensar Technology
3 *%8 "ables
3 *%8 ?ife sciences
3 *ay chem! *%8!
+
3 T8*%$
>"eat
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3 "eat kelani
3 Carrisons $alayalam
4 P':%*
> "9S" ?imited
3 Aoida %ower "ompany
! T*+($$$'(
>-9" International
3 *%8 Transmission
3 Aitel
6 E()%*)+(%()
>Saregama
9en with such a dierse portfolio, the fact that *%8 9nterprises has had nothing but
only success in all the aboe sectors!
Oer the years *%8 9AT9*%*IS9S has a built a huge reseroir of trust and goodwill
among the people of India
4
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1.3 COMPANY PROFILE
Spencer's *etail is the largest supermarket chain in India! Spencer's *etail is one ofIndia's fastest growing retail stores with multiple formats and retailing food, apparel,
fashion, electronics, lifestyle products, music and books!It was established in /116,
Spencer's has become a popular destination for shoppers in India with supermarkets,
hypermarkets and dailies spread all oer India!
The Spencer's retail consists of 5 types of stores!They are>
1 S%(7%* E*%$$
These stores comprise of / sq! feet in si&e!These stores proide with stock
dairy,fruits, egetables, fresh juices etc!They also proide with home deliery!
2 S%(7%* D+8
These stores are friendly neighbourhood store which cater the entire daily shopping
needs!These stores are around 4 to 2 square feet in si&e!The prices will be low in
these stores!
3 S%(7%* F*%$
These stores comprise of 0 square feet with well stocked goods!These stores offers
fresh fruits and egetables and farm produces alone!They offer them at low prices!
4 S%(7%* S-%*This is a place to go to monthly shopping! These stores are around 7 to /5 square
feet in si&e!It has all products like baby care, bakery, groceries fruits and egetables!
5
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! S%(7%* H8%*
They are huge stores with more than 05 square feet!It ensures
comfortable,clean,bright ambience to shop with conenience of finding eerything under
one roof!
PRODUCT PROFILE
/D Fresh fruits and Eegetables
0D 8roceries, 8rains and "ereals
+D %ersonal and @aby "are products
4D Office and Come stationery5D Fashion (ccessories
6D $usic, toys and other entertainment
2D @aked chilled and fro&en foods!
Spencer's currently hae around 4 stores across the country with retailing trading area
of more than 0 million square feet!It has a captie audience of around +!5 million who
come to the stores eery month!
The Spencer's also offer quality food products e#clusiely under the Spencer's brand
name!The seices offered by Spencer's are 8ift Eouchers and 9asy ?oans to it's
customers!
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CHAPTER 2
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DEVELOPMENT OF
MAIN THEME
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CHAPTER 2
DEVELOPMENT OF MAIN THEME
2.1 NEED FOR THE STUDY
The study on the performance management systems was conducted in order to determine
the gap between the desired and actual performance!This was also needed to analy&e theskills and talents of each employee
This also helps to ealuate the current appraisal system followed in the organi&ation!=e
can also find out the familiarity and satisfaction leel of the employees regarding
performance management!
It was also conducted in order to find out the employees iews regarding the rewards,
training , work enironment and oerall communication process!
2
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2.2 OBJECTIVES OF THE STUDY
/D To find out whether performance management system helps in determining the
gap between the desired leel of performance and the actual performance!
0D To find out the familiarity and the satisfaction leel of performance
management system!
+D To analy&e the suitability of skills and talents of each employee for their
respectie job!
4D To ealuate the current performance appraisal!
5D To analy&e the employees perception towards rewards , work enironment and
communication process!
7
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2.3 SCOPE OF THE STUDY
%erformance management system is considered to be an important aspect in eery
company!=e can come to know about the performance leel of the employees in the
organi&ation!
This surey helps us to bridge the gap between the desired leel and actual leel of
performance!$oreoer this will be helpful for the organi&ation to achiee it's goals!This
also helps to know how far the skills and talents of the employees matches with their
current job profile!
This also tells about the leel of satisfaction which the employees hae regarding the
training and rewards gien by the organi&ation, working atmosphere,career growth and
the communication process followed by the organi&ation!
Thus the topic was chosen in order to know how far the employees are comfortable andsatisfied with the performance management system followed by Spencer's retail!!
1
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2.4 LIMITATION OF THE STUDY
3 The researcher found it difficult to collect the samples since the respondents hesitated
to gie their opinion because of the fear that the organi&ation may take any action
against them!
3 This surey was conducted only to some of the employees working in the
organi&ation!!
3 The samples which are collected form the employees may be subjected to personal
bias!
3 The project was only for + months!So there was time constraint!
/
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2.! REVIE OF LITERATURE
%erformance management systems is an actiity to track the performances against the
targets and identify the opportunities for improement!It focuses on the future!
%erformance management system is a process of aligning or integrating the organi&ation
and indiidual objecties to achiee organi&ational effectieness (rmstrong . @aronD!It
also proides information to the employees about their performance and focuses onimproement!
The objecties of performance management systems are , /D it proides regular
communications about the business plans and progress in achieing the objecties,0D it
systematically measures and assesses all performance against jointly agreed goals, +D
performance management system is a continuous process in which the performances
improes oer time,4D it encourages two way communication between the superisors
and the subordinates and 5D it is considered to be an integrated process that is integrating
corporate,functional team and indiidual objecties! ?owry, =illiams and (rmstrong .
@aronD
%erformance management system is the heart of any G people management G process in
organi&ation! If people do not perform organi&ations donHt surie! If people perform at
their peak leel organi&ation can compete and create waes $ick $archington .
(drian =ilkinsonD!
//
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%erformance management is one of the important requirements for successful business
and human resource policy! It typically incorporates a formal appraisal or reiew on an
annual or more frequent basis!
%erformance ealuations hae been conducted since the times of (ristotle!%erformance
measurement allows the organi&ation to tell the employees about their rates of growh,
competition and their potentials! $ick $archington . (drian =ilkinsonD!
There is a massie growth in performance management systems!It attempts to achiee
clearer correlation between organi&ation goals and objecties!It also identifies the
training needs and promote motiation through feedback!
8iing rewards and promoting effectie performance in the organi&ation and identifying
ineffectie performers for deelopmental programs are essential for effectie human
resource management!
%erformance management or the way in which employers ensure that their employees
are supporting the companyHs goals is a ital component of any employee management
strategy! *esearch has shown that a well3designed performance management system can
hae a signicant impact on the effectieness and satisfaction of employees as well as the
nancial success of a company! One study found that companies with performance
management systems had +4J higher sales per employee, 1J higher sales growth and
0J higher oerall prots than companies without such a system! $ichael (rmstrongD
/0
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The key to success with any performance management system is to clearly identify the
business goals and to correctly identify the employee behaiors that will help to achiee
those goals!
%erformance management systems enable organi&ations to plan, measure and control
their performance, so that decisions, resources and actiities can be better aligned with
business strategies to achiee desired results!
(n increasing number of organi&ations are implementing new and alternatie
performance management systems , like the balanced scorecard and critical success
factors and key performance indicators, in order to obtain better organi&ational results!
( good performance management system should focus on both behaiour and results!
Coweer, one common weakness is that more emphasis is placed on end results in the
performance management process and ignore the behaiour that lead to end results!
(!(!;e =aalD!
In our country, we are still struggling with the implementation of %erformance
$anagement Systems! $any people link the term %erformance $anagement System with
appraisal system! This is as same as people link communication with telephone only!
Similarly, the appraisal system is one such tool in the %erformance $anagement System!
%erformance $anagement system is the process of creating and managing a work
enironment or setting, in which people are enabled to perform to the best of their
abilities!(rmstrong . @aronD
(n effectie implementation of the performance management systems in the organi&ation
would direct the employees and the organi&ation to achiee their goals!
/+
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It follows that performance management is about interrelationships and about improing
the quality of relationships 3 between managers and indiiduals, between managers and
teams, between members of teams and so on, and is therefore a jointprocess! It should
apply to all employees, not just managers! It is a continuous process, not a one3off eent!
?ike the other elements of human resource, appraisal and reiew systems hae become
more widespread oer the last decade!25J of the organi&ations used appraisal in respect
of their full time employees! $ick $archington .(drian =ilkinsonD!
$ost organi&ations hae some type of formal or informal performance reiews, but aperformance management system attempts to proide the oerall structure for planning
and analysis of actiities for each indiidual, in the conte#t of the organi&ation as a
whole! Through continual assessment, the system ensures that successes are recogni&ed
and problems are addressed early! @etter planning at the beginning of the year, including
setting realistic goals for each employee, ensures measuring positie successes for the
organi&ation also!
(t the beginning of the year, the manager and employee discuss the employeeHs goals or
objecties for the year! This will form the basis for ongoing discussion recorded in a
document called the performance plan! The manager assists the employee in deeloping
the objecties by helping to understand how the work relates to the department goals and
the oerall goals of the organi&ation! The employee and manager should work together
to determine the measurements for ealuating each of the objecties! It is important that
both the manager and employee agree what the objecties are, and how they are to be
measured! $ichael (rmstrongD!
/4
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9mployees should not be set up with unrealistic e#pectations, which will only lead to a
sense of failure! If additional support or education is required during the year to help the
employee meet the objecties , those can also be identified and planned for at this time!
The performance plan will contain the section on goals or objecties! It also should
include a section that identifies the organi&ationHs e#pectations of employee
competencies!
The set of e#pectations will inole a range of competencies applicable to employees
based on their leel in the organi&ation! These competencies include e#pectations of how
employees deal with problems, how proactie they are in respect to changing work, andhow they interact with internal and e#ternal customers! In addition to basic behaioural
traits, superisors and managers are e#pected to e#hibit leadership and proide ision and
strategic direction! It is important to ensure that employees understand these
competencies in respect to themseles =aal (!(!;eD
(t the end of the year, a final reiew of the actiities and plans for deeloping the ne#t
yearHs objecties begin! (gain, this is a chance to proide constructie and positie
feedback and to address any ongoing concerns about the employeeHs actiities and
competencies! "ontinuing education opportunities can be identified, and for those
systems linked to compensation, salary raises will be linked to the employeeHs
performance during the year! (gain, there should be no surprises to either employee or
superisor, as continual assessment and coaching should take place throughout the year
?ynda 8raltonD
The performance management system is one tool to ensure staff are working effectiely
towards a common goal! It should improe communication, increase morale, and increase
employeesH understanding of how their work plays an important role in the organi&ation!
/5
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It empowers employees through ensuring that they are responsible for identifying their
most important objecties annually, within the conte#t of the organi&ations oerall
objecties! It also proides the opportunity to identify and enable employee deelopment,
identifying gaps in training and offering opportunities to deelop new skills!
%erformance management includes,planningwork and setting e#pectations, continually
monitoring performance, deeloping the capacity to perform, periodically rating
performance and rewardinggood performance! %hilip StilesD
/6
http://www.opm.gov/perform/overview.asp#5%235http://www.opm.gov/perform/overview.asp#4%234http://www.opm.gov/perform/overview.asp#2%232http://www.opm.gov/perform/overview.asp#1%231http://www.opm.gov/perform/overview.asp#3%233http://www.opm.gov/perform/overview.asp#4%234http://www.opm.gov/perform/overview.asp#2%232http://www.opm.gov/perform/overview.asp#1%231http://www.opm.gov/perform/overview.asp#3%233http://www.opm.gov/perform/overview.asp#5%235 -
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CHAPTER 3
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ANALYSIS AND
INTERPRETATION
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CHAPTER 3
ANALYSIS AND INTERPRETATION
3.1 RESEARCH METHODOLOGY
MEANING
The term research refers to a systemati&ed effort to gain new knowledge!It is the art of
scientific inestigation!It is the process of finding solutions for problem after a thorough
analysis of the situational factors!
DEFINITION
*esearch can be defined as an organi&ed, systematic, data based ,objectie, scientific
inquiry or inestigation into a specific problem undertaken with the purpose of finding
solutions to it!
*esearch is also defined as a systematic method consisting of defining the problem,
formulate the hypothesis, collecting of facts or data, analy&e the facts and arrie at the
solution!
AIM OF THE RESEARCH
The research aims in finding out whether performance management system helps to
determine the gap between the desired and actual leel of performance!It also analysis the
satisfaction leel of the employees regarding the rewards , work enironment
communication process and also ealuates the current appraisal system!
/2
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RESEARCH DESIGN
The research design is the blue print for fulfilling objecties and answering questions of
specific research problem! ( research design is purely and simply the framework a plan
for a study that guides the collection and analysis of the data!It proides the sources of
information releant to research problem!The research designs used here are>
DESCRIPTIVE RESEARCH
This research is being used here!The main purpose of descriptie research is description
of state of affairs as it e#ists at present!The future results can be forecasted here!The term
e# post facto is often used for descriptie research! It is designed to describe thedemographic characteristics of indiidual or particular group has been used in the
research!
DATA COLLECTION METHOD
1 P*+*8 /+)+
%rimary data are those which are collected fresh and for the first time!The instrument
used to collect information is through questionnaire from the employees!In this study
questionnaire has been prepared with a iew to study the performance management
systems!
2 S%7'(/+*8 /+)+
Secondary data is required to analyses the primary data! These are the data which are
already being aailable!This is obtained from maga&ines, company websites,books and
journals!
/7
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UESTIONNAIRE DEVELOPMENT
The following type of questions are included in the questionnaire!
1 D7')''-$
This type of question hae only 0 alternaties namely yes) or no)!The respondents
should choose any one option!
2 M-)% 7'7%
This question hae a set of gien alternaties
3 R+(;(&This hae ranking scale from / to 5 where the respondents hae to compulsorily mark as
per their preferences!
4 L;%*) $7+%
This is one which has options either from highly satisfied to highly dissatisfied)or
strongly agree to strongly disagree)!
! C'$% %(/%/ -%$)'($
This question consists of options and respondents should select from them!
6 O%( %(/%/ -%$)'($
In this the respondents are gien freedom to fill anything according to their conenience!
SAMPLING USED
Simple random sampling is used in the study! In this all the elements in the population
are considered and each element has an equal chance of being chosen as the subject!This
is suitable when the generali&ability of the findings to the whole population is the main
/1
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objectie of the study!In this study among /+ employees, + employees are chosen
randomly for the surey!
DETERMINATION OF SAMPLE SIE
The sample si&e for the project is +!This is fi#ed according to -rejcie . $organ and
"ohen, where for a population of /+ employees, the sample si&e is determined as 012
which is rounded off to + for the surey!
PILOT STUDY
%ilot study was conducted to find out the feasibility of the questionnaire! @ased on the
necessity of information the questionnaire was prepared and questionnaire was gien to
+ employees! @ased on the response the questionnaire was modified and finali&ed forthe surey!
STATISTICAL TOOLS USED
The tools used in the project are>
1 PERCENTAGE METHOD
They are used in making comparison between 0 or more series of data! %ercentage can
also be used to compare the relatie terms the distribution of two or more series of data!
This method is used in comparatie studies
F'*-+ N-=%* ' *%$'(/%()$ )')+ *%$'(/%()$100
2 INTERVAL ESTIMATION
Interal estimation means obtaining an interal in which the parameter to be estimated
is e#pected to lie!
F'*-+ P 1.6 (
0
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3 CHI> SUARE
This is an important test amongst the seeral tests of significance!It is used in the conte#t
of sampling analysis for comparing a ariance to a theoretical ariance!
U$%$ ' 7>$-+*%
aD To test independence of attributes!
bD To test homogeneity,
cD To test goodness of fit!
F'*-+> KO > E E
The calculated alued ofK0 is compared with the table alue of K0 for a gien degree of
freedom at a specified alue of significance!
If the calculated alue is more then tabulated alue, the difference between theory and
obseration is considered to be significance! If the calculated alue of K0 is less than the
table alue the difference between theory and obseration is considered as
insignificance!
4 EIGHTED AVERAGE
=eighed (erage is assigning weights L standards for the comparison of relatie items
the weightLstandards are calculated as follows
F'*-+ K1 1 22 33 . N
=here, M/, M0represent the ariables
A represents the sample si&e!
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! ONE AY ANOVA
Cere we consider only one factor and then obsere the reason for said factor to be
important!
S)%$
/D "orrection factor N TD L n
0D TOT(? SS N P MQj 3 TD L n
+D SS @9T=99A N PTjD L nj 3 TD L n
4D SS =TCIA N P MQj 3 PTjD L nj
(AOE( T(@?9
Sources of
ariation
SS ;egrees of
freedom
$ean square F3ratio 5J F limit
from tableD@etween SS PTjD L nj 3TD L n
c3/D SS L c3/D $S@etweenL$S =ithin
F c3/D,n3cD
=ithin SS P MQj 3PTjD L nj
n3cD SSL n3cD
TOT(?"alculated alue R table alue at 5J leel ,Co is rejected!
"alculated alue table alue at 5J leel,Co is accepted!
6 TO AY ANOVA
Cere we consider 0 factors!
S)%$
"orrection factor N TD L n
TOT(? SS N P MQj 3 TD L n
SS @9T=99A "O?:$ASN PTjD L nj 3 TD L nSS @9T=99A *O=S N PTiD L ni 3 TD L n
SS FO* 9**O* E(*I(A"9 N Total SS SS @etween columns U SS
@etween rowsD
00
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ANOVA TABLE
S'-*7%$ '*+)' ! F )K*' )+=%
@etween"olumns
PTjD L nj 3
TD L n
c3/D SS L c3/D $S betweencolumnsL
F0,0D N/1
@etween*ows
PTiD L ni 3
TD L n
r3/D SS L r3/D 5266 L /64N5!40
F/,0DN/7!5/
9rrorariance
Total SS
SS
@etween
columns USS
@etween
rowsD
c3/D r3/D SSL c3/Dr3/D
TOTAL
"alculated alue R table alue at 5J leel ,Co is rejected!
"alculated alue table alue at 5J leel,Co is accepted
0+
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3.2 ANALYSIS AND INTERPRETATION
TABLE 3.2.1 TABLE SHOING THE AGE GROUP OF THE EMPLOYEES
AGE GROUP NO OF RESPONDENTS PERCENTAGE/7 + Vears 045 7/!62+/ 45 Vears 4 /+!++46 55Vears / +!++(boe 55 Vears 5 /!62TOTAL 300 100FINDINGS
From the table it is found that 7/!62J of the respondents, fall under /7 3+ agegroup,/+!++J of them under +/345 years,+!++J of them under 46355 years and /!62J of
them fall under aboe 55 years group!
INFERENCEFrom the table it is inferred that most of the respondents are young!
CHART 3.2.1
CHART SHOING THE AGE GROUP OF THE EMPLOYEES
0
50
100
150
200
250
NO OF
RESPONDENTS
18 30
Years
31 45
Years
46
55Years
Above 55
YearsAGE GROUP
NO OF RESPONDENTS
PERCENTAGE
04
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TABLE 3.2.2
TABLE SHOING THE GENDER OF THE EMPLOYEESGENDER NO OF RESPONDENTS PERCENTAGE$(?9 5 /6!62
F9$(?9 05 7+!++TOTAL 300 100
FINDINGS
From the table it is found that /6!62J of them fall under the category male and 7+!++J
of them are female!
INFERENCE
From the table it is inferred that majority of the respondents are female!
CHART 3.2.2
CHART SHOING THE GENDER OF THE EMPLOYEES
NO OF RESPONDENTS
PERCENTAGE
05
TABLE 3.2.3
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TABLE SHOING THE INCOME LEVEL OF THE EMPLOYEES
INCOME NO OF RESPONDENTS PERCENTAGE?ess than *s/ 1 +
*s!// *s!+ 0 66!62*s+/ *s 5 46 /5!++(boe *s 5 45 /5TOTAL 300 100 FINDINGS
From the table it is found that +J of the respondents come under less than *s
/,66!62J of them fall under *s// +,/5!++J fall under *s!+/3*s 5 and
/5J of them fall under aboe *s 5 category!
INFERENCE
From the table it is found that most of the respondents get income between *s // to
*s!+!
CHART 3.2.3 CHART SHOING THE INCOME LEVEL OF THE EMPLOYEES
0
50
100
150
200
250
300
NO OF
RESPONDENTS
Less !a"
Rs1000
Rs#1001
Rs#3000
Rs3001
Rs 5000
Above Rs
5000
INCOME LEVEL
PERCENTAGE
NO OF RESPONDENTS
06
TABLE 3.2.4
TABLE SHOING HETHER ORGANIATION FIES PERFORMANCESTANDARDS FOR THE EMPLOYEES
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AGE GROUP NO OF RESPONDENTS PERCENTAGEV9S 04 67AO 16 +0TOTAL 300 100
FINDINGS
From the table it is found that for 67J of the respondents the organi&ation fi#es the
performance standards and for +0J of them the organi&ation does not fi# the
performance standards!
INFERENCE
From the table it is inferred that for majority of the respondents, the organi&ation fi#es the
performance standards! CHART 3.2.4
CHART SHOING HETHER ORGANIATION FIES PERFORMANCESTANDARDS FOR THE EMPLOYEES
NO OF RESPONDENTS
PERCENTAGE
02
INTERVAL ESTIMATION
% N 67 L / N !67
q N / !67 N !+0
FORMULA 1.6 (
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Q!67 /!16 W!67X!+0 L + , !67 U /!16 W!67X!+0 L +
N !67 !5+ , !67 U !5+
N !602 , !2++
N 60!2J to 2+!++J!
CONCLUSION
From the aboe data, at 15 J confidence leel, 60!2J to 2+!++J respondents say that the
organi&ation fi#es the performance standards!
07
TABLE 3.2.!
TABLE SHOING HETHER REARDS ARE GIVEN FOR ACHIEVINGTHE TARGETS
PARTICULARS NO OF RESPONDENTS PERCENTAGE(lways 0+ 62!62Sometimes 72 01
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Aeer / +!++TOTAL 300 100
FINDINGS
From the table it is found that 62!62J of the respondents hae said that they are alwaysrewarded,01J hae said they are rewarded sometimes and +!++J of them had said that
they are neer rewarded for achieing the targets!
INFERENCE
From the table it is inferred that most of the respondents are always rewarded for
achieing the targets!
CHART 3.2.!CHART SHOING HETHER REARDS ARE GIVEN FORACHIEVING THE TARGETS
0 50 100 150 200 250
NO OF RESPONDENTS
A$%a&s
So'e('es
Never
PARTICULA
PERCENTAGE
NO OF RESPONDENTS
01
TABLE 3.2.6
TABLE SHOING SATISFACTION LEVEL REGARDING THE TRAINING GIVEN
SATISFACTION LEVEL NO OF RESPONDENTS PERCENTAGECighly satisfied 006 25!++Satisfied +7 /0!62Aeither satisfied nor
dissatisfied
/7 6
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;issatisfied /0 4Cighly dissatisfied 6 0TOTAL 300 100FINDINGSFrom the table it is found that 25!++J of the respondents are highly satisfied with the
training gien,/0!62J are satisfied,65 of them are neither satisfied nor dissatisfied,4J of
them are dissatisfied and 0J of them are highly dissatisfied with the training gien!
INFERENCEFrom the table it is inferred that most of the respondents are highly satisfied and few of
them are dissatisfied with the training gien
CHART 3.2.6
CHART SHOING SATISFACTION LEVEL REGARDING THE
TRAINING GIVEN
0 100 200 300 400
)(*!$& sa(s+(e,
Sa(s+(e,
Ne(!er sa(s+(e, "or
,(ssa(s+(e,
D(ssa(s+(e,
)(*!$& ,(ssa(s+(e,
SATISFACTION
NO OF RESPONDENTS
NO OF
RESPONDENTS
PERCENTAGE
+
TABLE 3.2.@
TABLE SHOING HETHER ORGANIATION HAS CAREERGROTH
PARTICULARS NO OF RESPONDENTS PERCENTAGE
Strongly agree /46 47!62(gree 5 /6!66Aeither agree nor disagree 56 /7!62;isagree 0+ 2!62Strongly disagree 05 7!++TOTAL 300 100FINDINGS
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From the table it is found that 47!62J of them strongly agree that there is career
growth,/6!66J of them agree,/7!62J neither agree nor disagree, 2!62J disagree and
7!++J of them strongly disagree that there is career growth!
INFERENCEFrom the table it is inferred that most of the respondents agree that there is career growth
and few of them disagree!
CHART 3.2.@CHART SHOING HETHER ORGANIATION HAS CAREER
GROTH
0
20
40
60
80100
120
140
160
Sro"*$&
a*ree
A*ree Ne(!er
a*ree "or
,(sa*ree
D(sa*ree Sro"*$&
,(sa*ree
PARTICULARS
NOO
F
RESP
ONDE
NO OF RESPONDENTS
PERCENTAGE
+/ TABLE 3.2."
TABLE SHOING EIGHTAGE GIVEN FOR MAR5S SCOREDPARTICULARS NO OF RESPONDENTS PERCENTAGEStrongly agree 41 /6!++(gree 50 /2!++Aeither agree nor disagree +4 //!++;isagree 70 02!++Strongly disagree 7+ 02!67TOTAL 300 100
FINDINGSFrom the table it is found that /6!++J of them strongly agree that weightage is gien for
marks scored, /2!++J agree,//!++J neither agree nor agree,02!++J disagree and
02!67J strongly disagree that weightage is gien for marks scored!
INFERENCE
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From the table it is inferred that majority of the respondents disagree that weightage is
gien for the marks scored!
CHART 3.2."
CHART SHOING EIGHTAGE GIVEN FOR MAR5S SCORED
0
20
40
60
80
100
120
NO OF
RESPONDENTS
Sro"*$&
a*ree
Ne(!er
a*ree
"or,(sa*ree
Sro"*$&
,(sa*ree
PARTICULARS
PERCENTAGE
NO OF RESPONDENTS
+0
TABLE 3.2. TABLE SHOING HETHER EDUCATION IS RELATED TO CURRENT
JOB OF THE EMPLOYEES
PARTICULARS NO OF RESPONDENTS PERCENTAGE(bsolutely related 7 06!62*elated +7 /0!62Aeither related nor
unrelated
57 /1!++
:nrelated 0/ 2Aot related /+ +4!++TOTAL 300 100FINDINGSFrom the table it is found that 06!62J of the respondents feel that education is absolutely
related to the current job,/0!62J feel that it's related,/1!++J feel that it is neither related
nor unrelated,2J feel that it is unrelated and +4!++J of them feel that education is not
related to the current job!
INFERENCE
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From the table it is inferred that most of the respondents feel that the education is not
related to the current job!
CHART 3.2.
CHART SHOING HETHER EDUCATION IS RELATED TO CURRENTJOB OF THE EMPLOYEES
0
20
40
60
80
100
120
NO OF
RESPONDENTS
Abso$-e$&
re$ae,
Ne(!er
re$ae, "or
-"re$ae,
No
re$ae,
PARTICULARS
NO OF RESPONDENTS
PERCENTAGE
++
TABLE 3.2.10
TABLE SHOING HETHER SELECTION PROCESS COULD BEI$%*OE9;
PARTICULARS NO OF RESPONDENTS PERCENTAGEV9S 4/ /+!62AO 051 76!++TOTAL 300 100
FINDINGSFrom the table it is found that for /+!62J of the respondents, the selection process could
be improed and for 76!++J of the respondents the selection process need not be
improed!
INFERENCEFrom the table it is inferred that most of the respondents feel that the selection process
need not be improed!
CHART 3.2.10
CHART SHOING HETHER SELECTION PROCESS COULD BEIMPROVED
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+5
TABLE 3.2.11TABLE SHOING ETENT TO HICH ORGANIATION GIVES FREEDOM TO USE ON S5ILLS AND TALENTS OF THE EMPLOYEES
PARTICULARS NO OF RESPONDENTS PERCENTAGETo a great e#tent /2/ 52
To a reasonable e#tent 2+ 04!++To a limited e#tent 4 /+!++Aot at all /6 5!+4TOTAL 300 100FINDINGS
From the table it is found that 52J of the respondents feel that the organi&ation gies
freedom to use the skills and talents to a great e#tent,04!++J of them to a reasonable
e#tent,/+!++J to a limited e#tent and 5!+4J of them feel that the organi&ation not at all
gie freedom to use their skills and talents!
INFERENCE
From the table it is inferred that majority of the respondents feel that the organi&ation
gies freedom to use their skills and talents to a great e#tent!
CHART 3.2.11CHART SHOING ETENT TO HICH ORGANIATION GIVES
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FREEDOM TO USE ON S5ILLS AND TALENTS OF THE EMPLOYEES
0 50 100 150 200
NO OF
RESPONDENTS
To a *rea e.e"
To a reaso"ab$e e.e"
To a $('(e, e.e"
No a a$$
PARTICUL
PERCENTAGE
NO OF RESPONDENTS
+6
TABLE 3.2.12
TABLE SHOING HETHER S5ILLS AND TALENTS MATCHES THECURRENT JOB PROFILE
PARTICULARS NO OF RESPONDENTS PERCENTAGEVes //5 +7!++Ao 67 00!62"an't say //2 +1TOTAL 300 100
FINDINGS
From the table it is found that for +7!++J of the respondents their skills and talents
matches the current job profile,for 00!62J it does not match and +1Jof them can't say
whether their skills and talents matches the current job profile!
INFERENCE
From the table it is inferred that most of the respondents can't say that their skills andtalents matches the current job profile!
CHART 3.2.12
CHART SHOING HETHER S5ILLS AND TALENTS MATCHES THECURRENT JOB PROFILE
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0
20
40
60
80
100
120
NO OF
RESPONDENTS
Yes No Ca"/ sa&
PARTICULARS
NO OF RESPONDENTSPERCENTAGE
+2 TABLE 3.2.13
TABLE SHOING RATINGS OF CURRENT PERFORMANCE APPRAISAL SYSTEMPARTICULARS NO OF RESPONDENTS PERCENTAGE9#cellent 04 678ood 25 05(erage / +!++%oor 6 0Eery poor 5 /!62TOTAL 300 100FINDINGSFrom the table it is found that 67J of the respondents hae rated e#cellent for the current
appraisal system,05J of them hae rated good,+!++J hae rated aerage,0J of them
hae rated poor and /!62Jof them hae rated ery poor for the current performance
appraisal system!
INFERENCEFrom the table it is inferred that most of the respondents hae rated e#cellent for the
current performance appraisal system and few of them hae rated ery poor!
CHART 3.2.13 CHART SHOING RATING OF CURRENT PERFORMANCE APPRAISAL
SYSTEM
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0
50
100
150
200
250
300
NO OF
RESPONDENTS
E.e$$e" Avera*e er&
oor
RATINGS
PERCENTAGE
NO OF RESPONDENTS
+7
TO AY ANOVA
PARTICULARS PRE>
DETERMINED
STANDARDS
BY END
RESULTS
BY COMPARISON
ITH OTHER
EMPLOYEES
TOTAL
9#cellent and
good
25 /+0 +6 243
(erage,poor andery poor
/2 00 /7 !@
TOTAL 2 1!4 !4 300H' T%*% $ *%+)'($ =%):%%( )% *+)(&$ & KT (
N 25 U /2 U /+0 U 00 U +6 U /7 3 +D L 6
N 5605 U 071 U /2404 U 474 U /016 U +04 /5
N 10442
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STEP 3 SS BETEEN COLUMNSQ KT9 (9 > KT ( N 10 L 0 U /54 L 0 U 54 L 0 +D L 6
N 40+0 U //757 U /457 /5
Q 2!4"
STEP 4 SS BETEEN ROS Q KT ( > KT (
N 04+ L + U 52 L + 3 +D L 6
N /167+ U /7+ /5
Q !@66
+1
STEP ! SS FOR ERROR VARIANCE Q T')+ SS ? K SS B%):%%( 7'-($ SS
B%):%%( *':$ Q /440 0547 U 5266D
N /440 7+/4
N 212"
ANOVA TABLES'-*7%$ '
*+)' ! F )
K*' )+=%@etween
"olumns
0547 c3/D
+3/D N 0
0547L0
N/024
/024 L /64
N/!/1
F0,0D N/1
@etween
*ows
5266 r3/D
03/D N /
5266L/
N5266
5266 L /64
N5!40
F/,0D
N/7!5/9rror
ariance
0/07 c3/D r3/D
+3/D 03/D N
0
0/07 L 0 N
/64
TOTAL /440 +X0D3/N5
"alculated alue Table alue
Cence Co is accepted!
CONCLUSION
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=e conclude that there is relationship between the ratings gien for current appraisal
system and the factors in which the performance is ealuated!
4
TABLE 3.2.14
TABLE SHOING AYS IN HICH FEEDBAC5 IS GIVEN ONAPPRAISAL
PARTICULARS NO OF RESPONDENTS PERCENTAGEFindings of appraisal on
letters
1! 5
One to one meetings 052 75!62Informally 0/ 2Ao feedback 2 0!++TOTAL 300 100FINDINGS
From the table it is found that 5J of the respondents get feedback on appraisal
letters,75!62J get through one to one meetings,2J get informally and 0!++J of them are
gien no feedback!
INFERENCE
From the table it is inferred that the feedback is gien through one to one meetings!
CHART 3.2.14 CHART SHOING AYS IN HICH FEEDBAC5 IS GIVEN ON
APPRAISAL
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0
50
100150
200
250
300
350
400
F(",("*s
o+
ara(sa$
o" $eers
O"e o
o"e
'ee("*s
"+or'a$$& No
+ee,ba
PARTICULARS
NOO
F
RESPONDE
PERCENTAGE
NO OF RESPONDENTS
4/
CHI ? SUARE
H' T%*% $ (' $&(7+() /%*%(7% )':+*/$ )% :+8$ ( :7 )% %%/=+7; $
&
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Therefore we conclude that there is a significant difference towards the ways in which the
feedback is gien on appraisal!
40
TABLE 3.2.1!
TABLE SHOING AARENESS OF THE RESPONDENTS ON THEFACTORS ON HICH THEY ARE APPRAISED
PARTICULARS NO OF RESPONDENTS PERCENTAGEV9S 076 15!++AO /4 4!62TOTAL 300 100FINDINGS
From the table it is found that 15!++J of the respondents are aware of the factors onwhich they are appraised and 4!62J of them are not aware of the factors on which they
are appraised!
INFERENCE
From the table it is inferred that most of the respondents are aware of the factors on
which they are appraised!
CHART 3.2.1!
CHART SHOING AARENESS OF THE RESPONDENTS ON THEFACTORS ON HICH THEY ARE APPRAISED
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NO OF RESPONDENTS
PERCENTAGE
4+
INTERVAL ESTIMATION
% N 15!++ L / N !15++
q N / !15++ N !462
FORMULA 1.6 (
N !15++ /!16 W!15++X!462 L + , !15++ U /!16 W!15++X!462 L +
N !15++ !0+1 , !15++ U !0+1
N !1014 , !1220
N 10!14J to 12!20J
CONCLUSION
From the aboe data, it is found that the respondents who are aware of the factors on
which they are appraised lies between 10!14J and 12!20J!
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44 TABLE 3.2.16
TABLE SHOING FACTORS ON HICH PERFORMANCE ISEVALUATED
PARTICULARS NO OF RESPONDENTS PERCENTAGE@y pre determined
standards
12 +0!++
@y end result /7 6@y comparison with other
employees
0+ 2!62
TOTAL 300 100FINDINGS
From the table it is found that for +0!++J of the respondents performance is ealuated by
pre determined standards,6J of them by end result and 2!62J of them by comparison
with other employees!
INFERENCE
From the table it is inferred that for majority of the respondents their performance is
ealuated by end result and some of them through pre determined standards!
CHART 3.2.16 CHART SHOING FACTORS ON HICH PERFORMANCE IS
EVALUATED
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0
2040
60
80100
120
140
160
180
NO OF
RESPONDENTS
& re
,eer'("e,
sa",ar,s
& e", res-$ &
o'ar(so"
%(! o!er
e'$o&ees
PARTICULARS
NO OF RESPONDENTS
PERCENTAGE
45
TABLE 3.2.1@TABLE SHOING SATISFACTION LEVEL REGARDING THE REARDS
GIVENSATISFACTION LEVEL NO OF RESPONDENTS PERCENTAGECighly satisfied 54 /7Satisfied 70 02!++Aeither satisfied nor
dissatisfied
1+ +/
;issatisfied 44 /4!62Cighly dissatisfied 02 1TOTAL 300 100FINDINGS
From the table it is found that /7J of the respondents are highly satisfied with the
rewards gien,02!++J are satisfied,+/J of them are neither satisfied nor
dissatisfied,/4!62J are dissatisfied and 1J of them are highly dissatisfied with the
rewards gien in the organi&ation!
INFERENCE
From the table it is inferred that most of the respondents are neither satisfied nor
dissatisfied with the rewards gien by the organi&ation and few of them are satisfied!
CHART 3.2.1@CHART SHOING SATISFACTION LEVEL REGARDING THE REARDS
GIVEN
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01020
3040506008070
100
NO OF
RESPONDENTS
)(*!$&
sa(s+(e,
Ne(!er
sa(s+(e,
"or
,(ssa(s+(e,
)(*!$&
,(ssa(s+(e,
SATISFACTION LEVEL
NO OF RESPONDENTS
PERCENTAGE
46
CHI ? SUARE
AGE GROUP HIGHLY
SATISFIED
SATISFIED
NEITHER
SATISFIED
NOR
DISSATISFIED
DISSATISFIED
HIGHLY
DISSATISFIED
TOTAL
1" ? 30 Y%+*$ /2 27 5 23!31 ? !! Y%+*$ 00 2 / 3A=' E KO > E E/2 /4!12 4!/0 !400 /2!40 0!17 /!0
5 //!6/ 4+!61 +!2627 27!++ !// /!42 /+ +6 0!22/5 7!62 4!2 4!605 5/!2 0!71 !6/ 7!57 0!0 !046 5!20 !7 !/TOTAL 14.1
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42
"hi 3 square N OQ 3 9QDL 9Q
"alculated alue N /4!/
"hi square with r3/D c3/D degrees of freedom
+3/D +3/D degrees of freedom
"hi3 square with 4 degrees of freedom at 5J leel N 1!477
"hi square calculated alue R "hi 3 square table alue!
Cence Co is rejected!
CONCLUSION
Therefore we conclude that , there is a significant difference between the age group and
the satisfaction leel towards the rewards gien in the organi&ation!
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47
TABLE 3.2.1"
TABLE SHOING HETHER OR5 ENVIRONMENT IN THEORGANIATION IS FRIENDLY
PARTICULARS NO OF RESPONDENTS PERCENTAGEStrongly agree /4 46!62(gree 76 07!62Aeither agree nor disagree 40 /4;isagree / +!++Strongly disagree 00 2!++TOTAL 300 100
FINDINGS
From the table it is found that 46!62J of the respondents strongly agree that the work
enironment is friendly,07!62J of them agree,/4J neither agree nor disagree,+!++J of
them disagree and 2!++J of the respondents strongly disagree that the work enironment
is friendly!
INFERENCE
From the table it is found that most of the respondents agree and few of them disagreethat the work enironment is friendly in the organi&ation!
CHART 3.2.1" CHART SHOING HETHER OR5 ENVIRONMENT IN THE
ORGANIATION IS FRIENDLY
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0
20
40
60
80
100
120
140
NO OF
RESPONDENTS
Sro"*$&
a*ree
Ne(!er
a*ree
"or
,(sa*ree
Sro"*$&
,(sa*ree
PARTICULARS
NO OF RESPONDENTS
PERCENTAGE
41
TABLE 3.2.1
TABLE SHOING RATING ON THE OVERALL COMMUNICATION PROCESS
PARTICULARS NO OF RESPONDENTS PERCENTAGE9#cellent /5/ 5!++8ood // +6!62(erage 04 7%oor + /Eery poor /0 4TOTAL 300 100FINDINGS
From the table it is found that 5!++J of the respondents hae rated e#cellent for
communication process,+6!62J hae rated good,7J of them hae rated aerage,/J hae
rated poor and 4J of them hae rated ery poor for the oerall communication process!
INFERENCE
From the table it is inferred that majority of the respondents hae rated e#cellent for the
oerall communication process!
CHART 3.2.1CHART SHOING RATING ON THE OVERALL COMMUNICATION
PROCESS
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0
50
100
150
200
250
NO OF
RESPONDENTS
E.e$$e" Avera*e er&
oor
PARTICULARS
PERCENTAGE
NO OF RESPONDENTS
5
EIGHTED AVERAGE
FEATURES RAN5 1 RAN5 2 RAN5 3 RAN5 4 RAN5 ! TOTAL*ecognition .
*eward
/42 25 64 7 6 124
"areer 8rowth 46 10 /00 +5 5 1041*esponsibility.
"hallenges
24 1+ 70 +0 /1 106
=ork
9nironment
04 +/ 07 /4 //+ 6!2
Zob Security / // /+ /0 /46 40
TABLE 3.2.20
TABLE SHOING THECALCULATION OF EIGHTED AVERAGE
FEATURES EIGHTED
AVERAGE
RAN5S
*ecognition .
*eward
7+!02 /
"areer 8rowth 61!4 +*esponsibility. 2/!02 0
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"hallenges=ork 9nironment 4+!42 4Zob Security +0!62 5
5/
CONCLUSION
From the table it is found that recognition . reward is gien rank / because it is
preferred, responsibility .challenges is gien rank 0, career growth is ranked +, , work
enironment is ranked 4 and job security is ranked 5!
CHART 3.2.20CHART SHOING RAN5ING GIVEN TO THE FEATURES THAT OULD
REDUCE THE GAP BETEEN EPECTATION AND REALITY
0
1
2
3
4
5
6
Reo*"((o" 8
Re%ar,
Career Gro%! Reso"s(b($(&8
C!a$$e"*es
9or
E"v(ro"'e"
:ob Se-r(&
FEATURES
RANKS
RAN;S
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50
ONE AY ANOVA!
FEATURES RAN5 1 RAN5 2 RAN5 3 RAN5 4 RAN5 ! TOTAL*ecognition .
*eward
/42 25 64 7 6 300
"areer 8rowth 46 10 /00 +5 5 300*esponsibility.
"hallenges
24 1+ 70 +0 /1 300
=ork
9nironment
04 +/ 07 /4 //+ 300
Zob Security / // /+ /0 /46 300TOTAL 301 302 30 2 2" 1!00
H' T%*% $ (' $&(7+() /%*%(7% )':+*/$ )% +7)'*$ )+) :'-/ *%/-7% )% &+
=%):%%( )% *%+)8 +(/ )% %%7)+)'( ' )% %'8%%$.
T N /5
n N 05
C'**%7)'( +7)'*Q KT (
N /5D L 05
N 0000
TOTAL SS Q 9 > KT (
Q /42 U46 U 24 U04 U/ U25 U 10 U 1+ U+/ U// U64 U /00 U70 U
07 U/+ U7 U+5 U+0 U/4 U/0 U6 U5 U/1 U//+ U/46 3 /5D L 05
N 0/61U0//6U5426U526U/U5605U7464U7641U16/U/0/U416U/4774
U6204U274U/61U64U/005U/04U/7/6U/44U+6U05U+6/U/0261U
0/+/6 1
N /40+131
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N !230
SS BETEENQ KT9 (9 > KT (5+
Q +/ L 5 U+0 L 5 U+1 L 5 U011 L5 U071L5 3 /5D L 05
N /7/0U/704/U/116U/277U/624 1
N 14/31
N 41
SS ITHIN N P MQj 3 PTjD L nj
N /40+1 14/
Q !234
ANOVA TABLE
S'-*7%$ '
*+)' ! F )
K*' )+=%@etween SS 4/ c3/D
53/D N 4
4/ L 4 N
/!05
/!05 L
06/2!45
N +!10
F4,0D
N 0!72
=ithin SS 50+41 n3cD
0535D N 0
50+41 L 0
N 06/2!45TOTAL !230 K2!>1 Q 24
"alculated alue R Table alue
Therefore Co is rejected
CONCLUSION
=e conclude that there is a significant difference towards the factors that would reduce
the gap between the reality and the e#pectation of the employees!
54
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FINDINGS,SUGGESTION
AND CONCLUSION
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3.3 FINDINGS
7/!62J of the respondents fall under /7 3+ age group,/+!++J of them under
+/3 45 years,+!++J of them under 46355 years and /!62J of them fall under
aboe 55 years group!
/6!62J of them fall under the category male and 7+!++J of them are female!
+J of the respondents come under less than *s / category,66!62J of
them fall under *s// +,/5!++J fall under *s!+/3*s 5 and /5J
of them fall under aboe *s 5 category!
For 67J of the respondents the organi&ation fi#es the performance standards
and for +0J of them the organi&ation does not fi# the performance standards!
62!62J of the respondents hae said that they are always rewarded,01J hae
said they are rewarded sometimes and +!++J of them had said that they are
neer rewarded for achieing the targets
25!++J of the respondents are highly satisfied with the training
gien,/0!62J are satisfied,65J of them are neither satisfied nor
dissatisfied,4J of them are dissatisfied and 0J of them are highly
dissatisfied with the training gien!
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47!62J of them strongly agree that there is career growth,/6!66J of them
agree,/7!62J neither agree nor disagree, 2!62J disagree and 7!++J of them
strongly disagree that there is career growth!
55
/6!++J of them strongly agree that weightage is gien for marks scored,
/2!++J agree,//!++J neither agree nor agree,02!++J disagree and 02!67J
strongly disagree that weightage is gien for marks scored!
06!62J of the respondents feel that education is absolutely related to the
current job,/0!62J feel that it's related,/1!++J feel that it is neither related
nor unrelated,2J feel that it is unrelated and +4!++J of them feel that
education is not related to the current job!
For /+!62J of the respondents, the selection process could be improed and
for 76!++J of the respondents the selection process need not be improed!
52J of the respondents feel that the organi&ation gies freedom to use the
skills and talents to a great e#tent,04!++J of them to a reasonable
e#tent,/+!++J to a limited e#tent and 5!+4J of them feel that theorgani&ation not at all gie freedom to use their skills and talents!
For +7!++J of the respondents their skills and talents matches the current job
profile,for 00!62J it does not match and +1Jof them can't say whether their
skills and talents matches the current job profile!
67J of the respondents hae rated e#cellent for the current appraisalsystem,05J of them hae rated good,+!++J hae rated aerage,0J of them
hae rated poor and /!62Jof them hae rated ery poor for the current
performance appraisal system!
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5J of the respondents get feedback on appraisal letters,75!62J get through
one to one meetings,2J get informally and 0!++J of them are gien no
feedback!
56
15!++J of the respondents are aware of the factors on which they are
appraised and 4!62J of them are not aware of the factors on which they are
appraised!
For +0!++J of the respondents performance is ealuated by pre determined
standards,6J of them by end result and 2!62J of them by comparison with
other employees!
/7J of the respondents are highly satisfied with the rewards gien,02!++J
are satisfied,+/J of them are neither satisfied nor dissatisfied,/4!62J are
dissatisfied and 1J of them are highly dissatisfied with the rewards gien in
the organi&ation!
46!62J of the respondents strongly agree that the work enironment isfriendly,07!62J of them agree,/4J neither agree nor disagree,+!++J of them
disagree and 2!++J of the respondents strongly disagree that the work
enironment is friendly!
5!++J of the respondents hae rated e#cellent for communication
process,+6!62J hae rated good,7J of them hae rated aerage,/J hae
rated poor and 4J of them hae rated ery poor for the oerallcommunication process!
The feature recognition . reward is gien rank /, career growth is ranked +,
responsibility .challenges is gien rank 0, work enironment is ranked 4 and
job security is ranked 5!
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52
3.4 SUGGESTIONS
The employees could be gien more information regarding the performance
management systems since some of them were not familiar with them!
(round 7J of the employees are not satisfied with the training gien due to the
time constraints!The organi&ation could keep the timings as per the employees
requirements!
The employees feel that the organi&ation could increase the rewards since it
would reduce the gap between the actual and desired leel of performance!
The organi&ation could gie a reasonable amount of cash award for the persons
who do well eery month which would lead to increase in performance of the
employees!
The employees feel that the organi&ation offers a ery slow career growth !So the
management could frequently gie promotions as and when needed!
The employees feel that the organi&ation changes the rules and policies
frequently!So the management could clearly set the policies and procedures
before communicating it to the employees! as they find it difficult to follow them!
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The organi&ation could encourage the employees to use their skills and talents in
their job as some of them feel that they cannot use their skills in the organi&ation!
57
The organi&ation could increase the salary of the e#perienced employees!They
feel that the organi&ation gies more salary to the newly joining employees!
Some employees hae the feeling that the management sometimes join the people
through recommendations without considering the qualification or e#perience!
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51
3.! CONCLUSION
%erformance management is about establishing a culture in which indiiduals and groups
take responsibility for the continuous improement of business processes and of their
own skills, behaiour and contributions! It is about sharing e#pectations! $anagers can
clarify what they e#pect indiidual and teams to do[ likewise indiiduals and teams can
communicate their e#pectations of how they should be managed and what they need to do
their jobs!
From this study we find that most of the respondents are satisfied with the work
enironment and with the communication process!The respondents are aware of the
factors on which they are appraised and they are satisfied with the current selection
process followed by the organi&ation!=e also find that some of the respondents are not
satisfied with the rewards and salary gien!The employees are dissatisfied with the
performance management systems!It is also found that the management offers a ery
slow career growth to the employees!Though the organi&ation gies freedom to use theskills and talents, some of them feel they are not able to use them
Therefore, it is suggested that the employees could be gien more information regarding
the performance management systems since some of them were not familiar with
them!The organi&ation could increase the rewards and change the timings for the training
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as per the employees needs!They could also gie frequent promotions as and when
needed which would offer quick career growth to the employees!It could also increase the
salary of the e#perienced persons!
6
APPENDI
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APPENDIaD Aame >bD (ge >
o /73+years,o +/345years,o 46355yearso aboe 55years!
cD 8ender >o $aleo Female
dD Income>o less than *s!/o *s/ *s!4o *s43*s5o aboe *s!5
/D ;oes the organi&ation fi# the performance standards for you\o Veso Ao
0D ;o you think you are rewarded for achieing the targets\o (lwayso Sometimeso Aeer
+D *ank the following that you think would reduce the gap between your e#pectation andreality!]/3 Cighest, 53?owestD
F9(T:*9S *(A-S*ecognition . reward"areer growth*esponsibility and challenges=ork enironmentZob security
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4D (re you satisfied with the training gien by the organi&ation\o Cighly satisfiedo Satisfiedo Aeither satisfied nor dissatisfiedo ;issatisfiedo Cighly dissatisfied
aD If dissatisfied, =hy\!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
ii5D ;o you think the organi&ation has a definite career growth for you\
o Strongly agreeo (greeo Aeither agree nor disagreeo ;isagreeo Strongly disagree
6D ;o you agree that weightage is gien here for the marks you had scored\o Strongly agreeo (greeo Aeither agree nor disagreeo ;isagreeo Strongly disagree
2D ;o you think the education you had is related for the current job\o (bsolutely relatedo *elatedo Aeither related nor unrelatedo :nrelatedo Aot related
7D ;o you think that the selection process could be improed\o Veso Ao
1D $ention the e#tent to which the organi&ation gies you freedom to use your own skillsand talents\
o To a great e#tento To a reasonable e#tento To a limited e#tento Aot at all
/D ;o you think your skills and talents matches the current job profile\
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o Veso Aoo "an't say
//D Cow do you rate your current performance appraisal system\o 9#cellento 8oodo (erageo %ooro Eery poor
iii/0D In what ways you are gien the feedback of your appraisal\
o Findings of appraisal on letterso One to one meetingo Informallyo Ao feedback is gien
/+D (re you aware of the arious factors based on which you are appraised\o Veso Ao
/4D Cow is your performance ealuated\o @y predetermined standardso @y end resulto
@y comparison with other employees
/5D Cow satisfied are you with the rewards gien in your organi&ation\o Cighly satisfiedo Satisfiedo Aeither satisfied nor dissatisfiedo ;issatisfiedo Cighly dissatisfied
/6D ;o you agree that the work enironment in the organi&ation is friendly\o Strongly agreeo (greeo Aeither agree nor disagreeo ;isagreeo Strongly disagree
/2D Cow would you rate the oerall communication process\o 9#cellent
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o Eery goodo (erageo %ooro Eery poor
aD If poor,=hy\!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
/7D (ny other suggestion to improe the performance management\^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^!!
i#
BIBLIOGRAPHY
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BIBLIOGRAPHY
%hilip Stiles, ?ynda 8ralton, Eeronica Cope _ Strategic Cuman *esources
$anagement' O#ford :niersity!
$ick $archington (nd (drian =ilkinson _ %eople $anagement (nd;eelopment'!
$ichael (rmstrong _$anaging %eople, ( %ractical 8uide For ?ine $anagers'
*ogan %age ?imited!
=aal (!(!;e _ The 9ffects Of %erformance $anagement' ,$aastricht School of$anagement
"!* -othari, _ *esearch $ethodology' 3 =isha %rakashan
:ma Sekaran,' *esearch $ethods For @usiness'3 Zohn =iley (nd Sons Inc!
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EBSITES
http>LLpapers!ssrn!comLsol+Lpapers!cfm\abstract`idN100/0+
www!geityinstitute!comLgeity3instituteLresearch3libraryLwhite3papersLwhite3paper!html!
#
http://papers.ssrn.com/sol3/papers.cfm?abstract_id=922123http://www.gevityinstitute.com/gevity-institute/research-library/white-papers/white-paper.htmlhttp://www.gevityinstitute.com/gevity-institute/research-library/white-papers/white-paper.htmlhttp://papers.ssrn.com/sol3/papers.cfm?abstract_id=922123http://www.gevityinstitute.com/gevity-institute/research-library/white-papers/white-paper.htmlhttp://www.gevityinstitute.com/gevity-institute/research-library/white-papers/white-paper.html