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CHAPTER I
INTRODUCTION TO PERFORMANCE APPRAISAL

1.1 INTRODUCTION
Performance appraisal has been considered as the most significant an indispensable
tool for an organisation, for an organisation for the information it provides is highly useful in
making decisions regarding various personnel aspects such as promotion and merit increases.
Performance measures also link informance gathering and decisions making processes which
provide a basis for judging the effectiveness of personnel such as recruiting, selection,
training and compensation. This research will concentrate on examine the effect of the
performance appraisal on an individual as wel as on the organisation. The sample size 100
has been chosen from the north Indian states. The data used for the is primary data collected
through the help of questionnaire filled by the samples. The data was evaluated with the help
of statistical tools i.e., descriptive statistics, regression, correlation, residual analysis and chi-
square test. The findings of the research show that there is a noticeable effect of the
performance appraisal on the organisation as well as on the individual.

Performance appraisal is a formal, structured system of measuring and evaluating an
employees job, related behaviours and out comes to discovers how and why the employee is
pertly performing on the job and how the employee can perform more effectively in the
future so the employee, organisation, and society all benefit.

Performance appraisal is a process of summarizing, assessing and developing the
work performance of an employee. In order to be effective and constructive, the performance
manager should make every effort to obtain as much objective information about the
employee's performance as possible.

Performance Appraisal is a review and discussion of an employee's performance of
assigned duties and responsibilities based on results obtained by the employee in their job,
not on the employee's personality characteristics. Personality should be considered only when
it relates to performance of assigned duties and responsibilities.

It is a structured formal interaction between a subordinate and supervisor, that usually
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takes the form of a periodic interview (annual or semi-annual), in which the work
performance of the subordinate is examined and discussed, with a view to identifying
weaknesses and strengths as well as opportunities for improvement and skills development.

In many organizations - but not all - appraisal results are used, either directly or
indirectly, to help determine reward outcomes. That is, the appraisal results are used to
identify the better performing employees who should get the majority of available merit pay
increases, bonuses, and promotions.

By the same token, appraisal results are used to identify poorer performers, who may
require some form of counselling, or in extreme cases, demotion, dismissal or decreases in
pay.

1.2 PROFILE OF SRI RAMCO SPINNERS
Textile Industry is the one that has occupies the predominant position in the
traditional industries and it is basic for cloth which is one of the basic necessaries of man. It
is one that provide employment to several crores of families directly and indirectly.

At first, man uses leaves as cloth. After that, he started to use the skin of hunted
animals as cloth. Thereafter, he had started to prepare cloth with the hair of goat. As
twisting of hair has taken much time, he had started to twist the cotton with the help of
spindle and then with the help of reeling wheel, cotton was made soft and twisted thread.
Thereafter, during 1490, Mr.Leando Dawinsy has introduced flyer and bobbin structure in
place of spindle. During 1722, Hargreaves has replaced the reeling wheel with Spinning
machine and with that, quality yarn could be produced.

Thereafter, during 1738, the machine which has been manufactured with Drawing
Roller (invented by Mr.Paul) and Saxony Wheel (invented by Mr.Wyat) was very useful in
producing yarn. Later on, Mr.Paul and Mr.Wyat have formed 5 machines that has 50
spindles in Birmingham and this is the first invented Spinning Machine in this world.

Textile Industry that has grown in Britain and England was started at first, in India at
Mumbai and thereafter at Coimbatore.

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Indian Textile Industry has its own speciality. In puranic period itself, our ancestors
had known the technique of preparing a saree that can be put into a match box itself.

Indian Climatic condition is favourable to cultivate the all types of cotton and from
that, variety of yarn could be produced. Nowhere in the world, such type of climatic
condition is prevailing. This is the boon for India to lead in Textile Industry.

When India has got freedom, it has 370 spinning mills only and now it has multiplied
into 2000 mills. We import 10% cotton from foreign countries. Produced yarn is being sold
to northern states and also to foreign countries.

INDIAN TEXTILE INDUSTRY - BIRD EYE VIEW
In India, Textile Industry constitute 20% of Industrial production.
23% of export products are of textile products.
At world level, India occupies 3
rd
place in the production of cotton.
India occupies 2
nd
place in the production of yarn.
India exports large quantity of cotton yarn.
92% of cotton mills, are under organized sector.
Textile Industry provides employment to 200 lakhs of people.

In aggregate, India has 392.8 lakshs of spinning spindles and this is 22% of world
spindleage. At world level, India fulfills the demand of 25% of cotton yarn.

As per the recently published Circular of SIMA, 40% of cotton yarn is being
produced by Southern States. Out of 40% of cotton yarn being produced by Southern States,
38% of cotton yarn is being produced by Tamilnadu and it is matter of proud for Tamilnadu
people.

In Tamilnadu, best and skilled administration of Spinning Mills and the best co-
operation being extended by the workers are responsible for occupying leading place in
Textile Industry.

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In Textile Industry, we should work with enthusiastic and with awareness and it is the
best way to improve our mill.

In Rajapalayam, for Mr.Chinniyaraja and Mrs.Chittamal couple,
Mr.P.A.C.Ramasamy Raja was born on 28.04.1894. After the demise of his father,
Mr.P.A.C.Ramasamy Raja has taken the position of Grama Munsiff. Though he hailed from
a farmer family, Mr.P.A.C.Ramasamy Raja was interested in business. With his utmost
effort, he has brought the Railway transport and electricity supply during 1927 and 1937
respectively, for Rajapalayam.

There after, on 05.09.2012, he has started a cotton mill named RAJAPALAYAM
MILLS LTD with his own fund and the fund collected from the shares of Public. At first,
he has started the mill with 6000 spindles and then increased the spindles to 40,000 and also
624 O.E.Rotors. At present, that firm is functioning as Ramco Group which consists of 3
international trade mills, 6 internal trade mills and also the sectors such as cement,
computer software, Bio-technology, Asbestos roof.

Sri Ramco Spinners., (A Division of Ramco Industries Ltd.,) was started during 1991.
This firm was started with 12096 spindles from the machineries imported from Japan. In
this mill, counts ranging from 10 to 100 - single and double yarn counts are being produced
and they are being exported foreign countries such as Japan, Indonesia, Hongkong, Korea and
Bokraine. From our knitting yarn, Foreigners are preparing inner dress such as Banian and
shirting, suiting and bed sheet from the weaving yarn. Now, in our mills, 650 employees
are working. Our mill which was started with 12096 spindles has grown gradually and
during 2005, B unit was started with 26496 spindles. During 2007, it has grown further and
C Unit was started with 43296 spindles.

In India, owing to the introduction of New Economic Policy of Indian Government,
we have to manage the severe competition in Spinning industry and we have to sustain the
same. If we produce the yarn with good quality, least manufacturing cost and in time, we
can won market. Further we should minimize the wastages in production. We should work
with our utmost ability and grow along with our mill.
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We are availing the cotton bales (basic input) from Northern States such as Maharashtra
and Gujarat and also from the foreign countries. Then, those bales are being inspected and
stacked at the Cotton godown.
For getting yarn from the cotton, we use the following process/machineries.
Mixing
Blowroom
Carding
Sliver Lab, Ribbon Lab (SLM / RLM)
Comber
Drawing
Simplex
Spinning
Cone Winding
Propeller Winding
TFO
Re-winding
Gassing
Soft Winding
Packing

At first. for producing yarn, we take the necessary bales from godown by removing
the cloth and iron belt. We should take equal quantity of cotton from each bale and put the
same for mixing. On mixing the cotton of various bales, care should be taken to remove the
tangible contamination such as jute, cloth and Polythene thread.

Cotton has to be taken by cutting the mixing in rectangular position and feed the same
in the conveyer in equal quantity. Lap that is produced, has to be kept in its place by packing
the same with proper cloth.

In Carding, cotton leaves are being separated, considerable amount of dust is being
removed and then the cotton is being transformed into sliver.

In Carding Sliver, 18 or 20 cans of SLM are being put and make it as sliver lap.
Ribbon Lap are being prepared by joining 6 sliver laps through RLM. This method has to
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followed for preparing combed yarn only. For the production of Karded yarn, drawing
machine has to be run by putting cans directly from the Carding.

Comber machine, wastes the short length cotton leaves got from RLM lap and then
produces the combed sliver with sliver shape. Thin and thick placed yarn got from Drawing
Combed sliver are being corrected with drafting and doubling process. Simple machine
produces roving in bobbin pump, by pulling the Drawing sliver with required length and
twist. Spinning machine produces cops in spinning pumps by pulling the roving with required
length and twist.

Benefits being offered to the workers
1. Leave and Festival holidays are being given to workers as per Tamilnadu Government
Industrial Rules and Act 1948.
2. Ramco Co-operative Mini Super Market was established with the aim of providing
grocery, cloth and other things to the workers at a reasonable price.
3. Co-operative Credit Society was established for providing loan upto Rs.15,000/- with
minimum interest and easy installment (36 monthly installment) to the workers to
meet their family expenses.
4. Ramco Holiday Home was formed for providing recreation to the workers with their
wives in Courtalam for every year.
5. Education subsidy up to Rs.5000/- is being granted annually for education (school,
medical, engineering, higher education) of eligible children of workers.
6. On every Sports Day (which is being celebrated on Pongal day), our respected
Chairman award prizes and things to the workers who have worked for maximum
number of days and also for best workers.
7. Uniform cloths are being provided to all the workers.
8. Our Management offers other more benefits also, to the workers.

Safety
1. 4
th
March of every year is being observed as Protection Day by all the employees of
our Group.
2. During 1997, 1999 and 2002, District Safety Award was awarded to our mill for
running the mill without Accident.
3. Weighty goods should not be carried at the head.
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4. We should not touch the machine the running machine with our hands. We should
touch the machine, after ensuring the stoppage of machine
5. Electric pluck should be closed with its cover, after the usage.
6. Metal bangle and threads should not be wore at the hands.
Loose dress should not be put.
7. During working hours, Shoe or Chappal should be were compulsorily.
8. During working at height places, helmet should be wore compulsorily.
9. Temporary and non protective power connection should not be used.
10. Taking of Toxicant goods and smoking inside the mill premises, should be
prohibited.
11. Movements of protective instruments at the machine, should be monitored then and
there. If any one of the instrument found defective, they should repaired
immediately.

Production aim
To formulate procedures for the activities of process control department of
production, maintenance and quality assurance.

Production plan
Production plans in drawn every month depending on the confirmed order pattern in
different counts and the production capacity. In case of any new count or count with any new
mixing, the processing parameter and machine parameter and machine parameters are fixed
after conducting trials and /or as per the recommendation from the buyer. Ring frame is
allocated is based on the production plan. The plan is transmitted to FM, AFM, MA, cotton
cleft and sales clerk, packing clerk, packing clerk, SM (M), SM (QA), machinery auditor
assistant spinning master for their references through LAN. Also the cone pattern is
transmitted to FM, AFM, MA, ASMS and packing clerk for their references through LAN.
The production plan are informed to regular customers such as DOKOBO through
Mitsubishi. For other customers the production is completed as per the L/C condition.

Any changes in the production pattern, either at the request of the customer or as
necessitated by contingency is effected in the plan and the customer (both regular and non
regular) is informed accordingly. ASMS and/or shift clerks monitor the process as per the
production plan.
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In processing and/or machine ASMS and/or shift clerks with the help of production,
maintenance, carry out parameters in all departments through count change memos operatives
in line with the standard processing parameters and machine parameters. After count
changing/machine parameter changing, the count change memo is handed over to shift to
clerk/ supervisor/ASMS by mentioning the time of changing the parameters. If it is count
change, the shift clerk is checking the wrapping test results are handed over to QAD along
with the count change memo for this file. Any wheel changes for wrapping correction, the
wrapping is and also checked by QA clerks. The count change memo is initiated by the
ASMS and forwarded to S.M (M) and AFM. In the absence of shift supervisor/ASM it is
initiated by the AFM.

In production plan the quantity, type of mixing; count status, processing parameters
reference and machine parameters reference are given to facilitate to carry out the production
in line with the customer requirements.

In production plan, the count status is referred in alphanumeric form, in which the
first letters represents the of the lot i.e., waxed or unwaged and the next letter represents the
type of yarn to be produced i.e., 1kg or 2kg or 2.2kg etc.,

For carded counts we use the same processing and machine parameters as per the
reference number but the silver lap. Ribber lab and comber processes are by-passed
processing and machine parameters are given up to- rewinding stage. For single yarn we use
the processing. Parameters up to machconer and for double yarn we extend the processing
parameters up to rewinding. Production plan is reviewed every month to ensure
effectiveness of the schedule will be taken up for analysis and possible causes for the delay
will identified for taking corrective action.

Productive Activities
Trained personnel as per the standard work instructions displayed in every department
and supervised by ASM\shift supervisor and\or shift clerks carry out the production. The
responsibilities for ASM and shift clerks described. To carry out the production\process
smoothly and to avoid ambiguity, standard processing parameters and machine parameters
are fixed. The standard processing parameters are reviewed and updated whenever there is a
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change due to improvement realized through any trails, up gradation in technology, any
change in the character of raw materials processed etc., the standard processing parameters
and machine parameters are given and also the standard TPI particulars recommended by the
buyer and TPI maintained for others according to the count is also given.

Some of the standard processing parameters are mentioned through periodical offline
testing at OA Department. ONLINE MONITORING is also followed wherever visual display
is installed in the machine. This is explained in the processing parameters documents.
Similarly machine parameters are mentioned/check during machinery audit, maintenance and
clearing. Any deviations in the machine parameters are corrected to the standard. The
frequencies for monitoring are so fixed that the deviation in the prameterrs will be corrected
befors the dispatch of lots. The there is material processed is verified for the conformance. If
there is any deviation in any aspect it will be handled as per. The utilize the human resources
effectively; standard work assignments have been fixed in every department. These work
assignments will be changed and updated based on the time study, research institutions are
recommendations, any possible improvement due to technological up gradation in machines,
layout changes, in work methods etc.,

1.3 INDUSTRY PROFILE
India spinning industry has gone from strength to strength since a very long time now
as it was the hub of cotton manufacturing. Cotton is not only consumed to the highest extant
in india but it has also become one of the most profitable textile in the export industry. The
yarn spinning industry covers almost 25 percent of the total industrial production of one of
the worlds 10 longest economies. Trends one reviewed every yarn in accordance with the
need and fashion. The spinning industry and in india is on set to hit the global market with
other fabrics as well like the cotton textiles with other fabrics as well like the cotton textiles
with its enthusiasm and consistency in work.

It has already reached a phenomenal status in india by heating the obstacles that caused a
downfall since past few years and in how on its way to cover a wider area in the spinning
sectors.


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ABOUT RAMCO GROUP
Ramco group is one of the south India strongest and most respected industrial groups.
It has nine companies and 16 business units under its fold. The group has well diversified
business interests like cement, cotton yarn, fiber cement products, software systems, surgical
dressing etc.,

The ramco group was famed by Sri.P.A.C.Ramasamy Raja of rajapalayam
rajapalayam mills the first company of the group was started in 1988. It was he, who made
rajapalayam what it is today for Sri P.A.C Ramasamy raja, religion and charity were part and
parcel of life. He realized that it was only education which could erase poverty and the
pitiable conditions of the people. In a fiercely competitive global market space Ramco group
is created new markets maintaining the status quality. Ramco group feels proud to say where
delivering quality to our highly discerning customers worldwide. Regardless of time zones
with a total turnover of more than rs.3000 crore, assets worth rs.4 crores and personal
numbering over 9000 the group is looking towards the future from position of strength. Its
been the ramco groups belief for over 50 years now. The managements faith on productivity
and technological up graduation has ensured that its competitiveness in the market place.

Technology comes help you stay a head. It been the ramco group textile division it
is the state of the art technology established first in Asia. In which human hands free your
manufacturing system is highly appreciated by the customers of ramco group textile division
from all over the world. Totally 80000 spindles is running by the same system. Machineries
supplied by Reiter in Switzerland. The total 80000 spinners disturbed among Sri Ramco
spinners, sandhiya, sri Vishnu shanker mills, rajapalayam mills ltd, textile business is the first
business venture of ramco group with settling up of rajapalayam mills ltd in 1983.

The textile business of ramco group comprises of following business unit,
Rajapalayam mills ltd
Sudharshan mills ltd
Sri Vishnu shanker mill ltd
Rajapalayam spin text
Sri ramco spinners
Rajapalayam textiles.
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Sandhiya spinning mill ltd
Thanjavur spinning mills ltd

Today, under the stewardship of P.R.Ramasubramaniya Raja, the RS.15000 million
ramco groups is a well diversified galaxy of starts with interest spinning from cements, the
production of cotton and synthetic yarn, software systems and more. He has inspired the
group is one of the Indias most respected group has achieved international recognition for its
quality and services.

SRI RAMCO SPINNERS
Sri Ramco spinners are a 100% export oriented textile division of ramco industries
limited. It belongs to ramco a group which has been growing rapidly. Today, ramco is a rib
rant of companies aggregating a turnover of about RS.8 billion[about USD 190 million] with
manufacturing activities in textile, cement fibers and many readymade plaster of
paries,surgical dressings, computer software and Bio-technology.

Sri Ramco spinners are the division of ramco industries limited manufacturing cotton
yarn; Sri Ramco spinners commenced operations in 1991 with state of the art machinery and
controls from Japan, Switzerland, and Germany. They yarn manufactured has made inroads
in industrial market and won appreciation from the worlds decreeing customers. The current
production rate is about 9 tonners per day in the count range of number 300 combed to
number 120 combed [both single and double yarn knitting/wearing and taxed/untaxed].

Sri Ramco Spinners was established in year 1991 on august 1 with a view to
concentrate on high quality ring yarn. The products of mills are the markets leaders in quality
and price and enjoy the acceptance in domestic as well as foreign markets. The mills export
considerable volume spindles. All the machinery of the mill are modernized on a continuing
basis and latest technology in incorporated in them with the result that high quality products
manufactured.

A Sri Ramco spinner has so startedita B units in the year 2006. The whole unit has
got machiners of LMV, Coimbatore. Right from blow room to spinning. It has started its
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production of various counts ranging from no.30 to no.120 both for domestic and exports
markets. We can producing value added products in higher quality segments.

A Sri Ramco spinner has grown up rapidly and it developed its c unit in the year
2008 with Reiter project starting from Switzerland with very high speed and high
productivity machineries. The company work on the principle started as system should
work; men should follow the system. The company work on the principle started as system
should work; men should follow ensures on system it also operators on the 7s kaizen
methods as follows.

SEIRI - sort out and eliminate the unnecessary things.
SEITION - systematic arrangements of things.
SEIKETSU - clean the place and machine well.
SEITSUKE - Have positive work attitude
SHIKKARI - Not to give up systems at any situation.
SHITSUKOKU - Follows the system persistently.
















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1.4 OBJECTIVES OF THE STUDY

1. To study the employees behaviour towards performance appraisal system.

2. To study the employees effectiveness towards performance appraisal system.

3. To measures and compare the actual and standard performance.

4. To identify employees expectation towards performance appraisal system.

5. To provide feedback to improve the employees performance.






















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1.5 SCOPE OF THE STUDY
The study finds out the exiting performance appraisal system in Sri Ramco Spinners
products. And this study also helps to evaluate employees performance in percent status.
This study understanding the employees work culture involvement and satisfaction. The
project will also help the organisation future planning and also helps to deciding employees
promotion, transfer, pay increase and incentives






















15


CHAPTER -II
REVIEW OF LITERATURE

2.1 Review of Literature
Generating request streams on Big Data using clustered renewal processes.
October 2013
Cristina L. Abad | Mindi Yuan | Chris X. Cai | Yi Lu | Nathan Roberts | Roy H. Campbell
Abstract:
The performance evaluation of large file systems, such as storage and media
streaming, motivates scalable generation of representative traces. We focus on two key
characteristics of traces, popularity and temporal locality. The common practice of using a
system-wide distribution obscures per-object behavior, which is important for system
evaluation. We propose a model based on delayed renewal processes which, by sampling
interarrival times for each object, accurately reproduce popularity and temporal locality for
the trace. A lightweight version reduces the dimension of the model with statistical
clustering. It is workload-agnostic and object type-aware, suitable for testing emerging
workloads and what-if scenarios. We implemented a synthetic trace generator and validated
it using: (1) a Big Data storage (HDFS) workload from Yahoo!, (2) a trace from a feature
animation company, and (3) a streaming media workload. Two case studies in caching and
replicated distributed storage systems show that our traces produce application-level results
similar to the real workload. The trace generator is fast and readily scales to a system of 4.3
million files. It outperforms existing models in terms of accurately reproducing the
characteristics of the real trace.

Performance evaluation of component-based software systems: A survey
August 2010
Heiko Koziolek
Abstract:
Performance prediction and measurement approaches for component-based software
systems help software architects to evaluate their systems based on component performance
specifications created by component developers. Integrating classical performance models
such as queueing networks, stochastic Petri nets, or stochastic process algebras, these
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approaches additionally exploit the benefits of component-based software engineering, such
as reuse and division of work. Although researchers have proposed many approaches in this
direction during the last decade, none of them has attained widespread industrial use. On this
basis, we have conducted a comprehensive state-of-the-art survey of more than 20 of these
approaches assessing their applicability. We classified the approaches according to the
expressiveness of their component performance modelling languages. Our survey helps
practitioners to select an appropriate approach and scientists to identify interesting topics for
future research.

Database system performance evaluation models: A survey
October 2012
Rasha Osman | William J. Knottenbelt
Abstract:
Considerable research has been conducted into software system performance
modelling leading to various software performance engineering methodologies. Most of these
methodologies target the software architecture level of systems, with limited work
investigating the performance of database designs and systems. In this paper, we present a
categorization of queueing network performance models of database systems in the literature.
These models are classified based on the level of detail at which database transactions are
modelled. In addition, we present a survey and evaluation of performance evaluation
methodologies proposed to map database system specifications onto queueing network
models with appropriate workloads. The paper identifies future research directions that
should encourage a wider application of these methodologies in mainstream industrial
practice.

Security adoption and influence of cyber-insurance markets in heterogeneous networks
April 2014
Zichao Yang | John C.S. Lui
Abstract:
Hosts (or nodes) in the Internet often face epidemic risks such as virus and worm
attack. Despite the awareness of these risks and the importance of network/system security,
investment in security protection is still scare, and hence epidemic risk is still prevalent.
Deciding whether to invest in security protection is an interdependent process: security
investment decision made by one node can affect the security risk of others, and therefore
17

affect their decisions also. The first contribution of this paper is to provide a fundamental
understanding on how network externality with node heterogeneity may affect security
adoption. Nodes make decisions on security investment by evaluating the epidemic risk and
the expected loss. We characterize it as a Bayesian network game in which nodes only have
the local information, e.g., the number of neighbors, and minimum common information,
e.g., degree distribution of the network. Our second goal is to study a new form of risk
management, called cyber-insurance. We investigate how the presence of a competitive
insurance market can affect the security adoption and show that if the insurance provider can
observe the protection level of nodes, the insurance market is a positive incentive for security
adoption if the protection quality is not very high. We also find that cyber-insurance is more
likely to be a good incentive for nodes with higher degree. Conversely, if the insurance
provider cannot observe the protection level of nodes, we verify that partial insurance can be
a non-negative incentive, improving nodes utility though not being an incentive.

Modeling and evaluating of typical advanced peer-to-peer botnet
February 2014S
Qinting Han | Wenqiu Yu | Yaoyao Zhang | Zhiwen Zhao
Abstract:
In this paper, we present a general model for an advanced peer-to-peer (P2P) botnet,
in which the performance of the botnet can be systematically studied. From the model, we
can derive five performance metrics to describe the robustness, security and efficiency of the
botnet. Additionally, we analyze the relationship between the performance metrics and the
model feature metrics of the botnet, and it is helpful to study the botnet under different model
feature metrics. Furthermore, the proposed model can be easily applied to other types of
botnets. Finally, taking the robustness and security into consideration, an optimization
scheme for designing an optimal P2P botnet is proposed.

Spectral expansion solution for a class of Markov models: application and comparison
with the matrix-geometric method
September 1995
Isi Mitrani | Ram Chakka
Abstract:
Many two-dimensional Markov models whose state space is a semi-infinite strip (i.e.
finite in one dimension and infinite in the other) can be solved efficiently by means of
18

spectral expansion. This method and its application are described in the context of an
M/M//N queue with general breakdowns and repairs. The results of experiments aimed at
evaluating the relative merits of the spectral expansion and the matrix-geometric solutions are
also presented.

Machine learning algorithms for accurate flow-based network traffic classification:
Evaluation and comparison
June 2010
Murat Soysal | Ece Guran Schmidt
Abstract:
The task of network management and monitoring relies on an accurate
characterization of network traffic generated by different applications and network protocols.
We employ three supervised machine learning (ML) algorithms, Bayesian Networks,
Decision Trees and Multilayer Perceptrons for the flow-based classification of six different
types of Internet traffic including peer-to-peer (P2P) and content delivery (Akamai) traffic.
The dependency of the traffic classification performance on the amount and composition of
training data is investigated followed by experiments that show that ML algorithms such as
Bayesian Networks and Decision Trees are suitable for Internet traffic flow classification at a
high speed, and prove to be robust with respect to applications that dynamically change their
source ports. Finally, the importance of correctly classified training instances is highlighted
by an experiment that is conducted with wrongly labeled training data.

End-to-end protocols for Cognitive Radio Ad Hoc Networks: An evaluation study
September 2011
Marco Di Felice | Kaushik Roy Chowdhury | Wooseong Kim | Andreas Kassler | Luciano
Bononi
Abstract:
Cognitive radio ad hoc networks (CRAHNs) constitute a viable solution to solve the
current problems of inefficiency in the spectrum allocation, and to deploy highly
reconfigurable and self-organizing wireless networks. Cognitive radio (CR) devices are
envisaged to utilize the spectrum in an opportunistic way by dynamically accessing different
licensed portions of the spectrum. To this aim, most of the recent research has mainly focused
on devising spectrum sensing and sharing algorithms at the link layer, so that CR devices can
operate without interfering with the transmissions of other licensed users, also called primary
19

users (PUs). However, it is also important to consider the impact of such schemes on the
higher layers of the protocol stack, in order to provide efficient end-to-end data delivery. At
present, routing and transport layer protocols constitute an important yet not deeply
investigated area of research over CRAHNs. This paper provides three main contributions on
the modeling and performance evaluation of end-to-end protocols (e.g. routing and transport
layer protocols) for CRAHNs. First, we describe NS2-CRAHN, an extension of the NS-2
simulator, which is designed to support realistic simulation of CRAHNs. NS2-CRAHN
contains an accurate yet flexible modeling of the activities of PUs and of the cognitive cycle
implemented by each CR user. Second, we analyze the impact of CRAHNs characteristics
over the route formation process, by considering different routing metrics and route discovery
algorithms. Finally, we study TCP performance over CRAHNs, by considering the impact of
three factors on different TCP variants: (i) spectrum sensing cycle, (ii) interference from PUs
and (iii) channel heterogeneity. Simulation results highlight the differences of CRAHNs with
traditional ad hoc networks and provide useful directions for the design of novel end-to-end
protocols for CRAHNs.



















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21


CHAPTER III
RESEARCH METODOLOGY

3.1 RESEARCH
Research methodology is the way to systematically solve the research problem it may
be understood as a science of studying low-Research is done scientifically. If involves the
various data collection techniques the method of Analysis of data intergroup ting
summarization.

3.2 RESEARCH METHODOLOGY
I is finding a problem solution in particular t in a problem solution in a particular
problems for the organisations (or) company. Research methods it is way to systematically
solve the research methods it is way to systematically solve the research problem.

3.3 RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis of data
in a manner that aims to combine relevances to the research purpose with economy in
procedure.

3.4 SAMPLING DESIGN
A research design is the arrangement of conditions for collection and analysis of data
in manner that aims to combine relevance to the procedure it is a simple random sampling in
SRI RAMCO SPINNNERS IN RAJAPALAYAM.

3.5 SAMPLING TECHNIQUE
It is market by prior formulation of specific research questions. The investigator
already knows a lot about the research problems.

3.6 DESCRIPTIVE RESEARCH
It is methods on specific information or specific information specific formulation of
research in particular problem solution.

22



3.7 SAMPLING
Sampling method is the process of learning about the population on the basis of
sample. Sample is that part of universe which we select for the purpose of investigation.

3.8 SAMPLE SIZE
No. of respondents 113

3.9 PERIOD OF STUDY
The survey was collected during the period of 45 days

3.10 DATA COLLECTION
Structural questionnaire should be used for collection of data. the data covers both,
Primary data
Secondary data
Primary data
Primary data has been collected in the form of questionnaire
Secondary data
Secondary data sources like catalogue of the company and various internet sites such
as www.ramco.group.com and www.google.com has been used.
Percentage
Chi-square
ANOVA
F-test (or)t-test
Rank correlation

After collection of data, the data, the data should be analysed with the help of (SPSS
16.0) above tools.




23



3.11 LIMITATION OF THE STUDY
The study is conducted only for the employees with special reference in Sri
Ramco spinners.
As the numbers of question is more the respondents were not ready to spend
much of their time.
Respondents may not disclose their honest and opinion about management.
Since the project period was held during the month of march, the financial
year and the employees were very busy and had delay in giving the datas























24


CHAPTER IV
ANALYSIS AND INTERPRETATION

4.1 ANANLYSIS
After the data have been collected, the research turns to the task of analysising them.
The analysis of data requires a number of closely related operations such as establishment of
raw data through coding tabulation and then drawing statistical inferences.

Analysis work after tabulation is generally based on the computation of the various
percentages, co efficient etc, by applying various defined statistical formula.

4.2 INTERPRETATION
Inter predation refers to the task of drawing inferences from the collected facts after
an analytical and /or experimental study. The task of interpretation has two major aspects.

1. The effort to establish continuity in research through linking the result of a given
study with those of another.
2. Establishment of some experience effort.













25


4.3 PERCENTAGE ANALYSIS

Table 4.1

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR GENDER



(Sources: Primary Data)














S. No Particulars No. of Respondents Percent%
1 Male 58 51.33
2 Female 55 48.67
Total 113 100%
26




Chart 4.1

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR GENDER



INTERPRETATION

Table 4.1 shows that various classification of respondent according to gender. Here
for the entire respondents 58 are male and remaining 55% are female.








51.33
48.67
Male Female
Percentage
27




TABLE 4.2

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR AGE



(Sources: Primary Data)













S.No Particulars No. of Respondents Percent%
1 20-30 13 11.5
2 31-40 45 39.8
3 41-50 43 38.1
4 Above 50 12 10.6
Total 113 100%
28




Chart 4.2

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR AGE





INTERPRETATION

Table 4.2 shows that various classification of respondents according to age. Her for
the entire respondents majority 39.8% respondents are 31-40, are 38.1 respondents are 41-
50, 11.5% respondents are 20-30 and remaining 10.6% are above 50.








11.5
39.8
38.1
10.6
20-30 31-40 41-50 Above 50
Percentage
29




Table 4.3

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR DEPARTMENT




(Sources: Primary Data)













S.No Particulars No. of Respondents Percent
1 Spinning 13 11.5
2 Winding 22 19.5
3 Mixing 20 17.7
4 Simplex 19 16.8
5 Cone Winding 24 21.2
6 Packing 15 13.3
Total 113 100
30




Chart 4.3

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR DEPARTMENT





INTERPRETATION

Table 4.3 shows that various classification of respondents according to department.
Her for the entire respondents cone winding21.2%, respondents are winding 19.5%, mixing
17.7%,simplex 16.8%,packing 13.3%,and remaining spinning11.5%.






11.5
19.5
17.5
16.8
21.2
13.3
Spinning Winding Mixing Simplex Cone Winding Packing
Percentage
31




Table 4.4

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR
MARITAL STATUS



(Sources: Primary Data)
















S.No

Particulars
No. of Respondents Percent
1 Married 55 48.7
2 Unmarried 58 51.3
Total 113 100%
32




Chart 4.4

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR
MARITAL STATUS




INTERPRETATION

Table 4.4 shows that various classification of respondents according to marital status.
Her for the entire respondents majority 51.3% are unmarried, and remaining 48.7% are
married.






48.7
51.3
Married Unmarried
Percentage
33




Table 4.5

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR
EDUCATION QUALIFICATION



(Sources: Primary Data)












S.No Particulars No. of Respondents Percent
1 School 59 52.2
2 Diploma 51 45.1
3 UG 3 2.7
4 PG 0 0
Total 113 100%
34



Chart 4.5

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR
EDUCATION QUALIFICATION




INTERPRETATION

Table4.5 shows that various classification of respondents according to education
qualification. Her for the entire respondents majority 52.2% respondents are school, are
diploma 45.1% respondents are UG,2.7% ,and remaining 0% are PG








52.2
45.1
2.7
0
School Diplomo UG PG
Percentage
35




Table 4.6

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR EXPERIENCE




(Sources: Primary Data)














S.No Particulars No. of Respondents Percent
1 Below 5 40 35.4
2 5 to 10 50 44.3
3 10 to 15 11 9.7
4 Above 15 12 10.6
Total 113 100%
36




Chart 4.6

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR EXPERIENCE





INTERPRETATION

Table 4.6 shows that various classification of respondents according to experience.
Her for the entire respondents 44.3% are 5-10,35.4% respondents are below 5, are
10.6%respondents are above 15 and remaining 9.7% are above 15.





35.4
44.3
9.7
10.6
Below 5 Category 2 10 To 15 Above 15
Percentage
37



Table .4.7

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR
MONTHLY INCOME



(Sources: Primary Data)














S.No Particulars Frequency Percent
1 Below 3000 24 21.2
2 3000 to 6000 40 35.4
3 6000 to 9000 10 8.9
4 9000 - 12000 22 19.5
5 Above 12000 17 15.0
Total 113 100%
38




Chart 4.7

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR
MONTHLY INCOME





INTERPRETATION

Table 4.7 shows that various classification of respondents according to income. Her
for the entire respondents below 3000-6000, 35.4% respondents are below 3000,21.2% are
19.5% respondents are 9000-12000,15.0% respondents are above12000,and remaining 8.9%
are 6000-9000.

21.2
35.4
8.9
19.5
15
Below 3000 3000 to 6000 6000 to 9000 9000 - 12000 Above 12000
Percentage
39




Table 4.8

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR COMPANY




(Sources: Primary Data)














S.No Particulars No. of Respondents Percentage
1 Rating Scale 15 13.3
2 MBO 33 29.3
3 Grade system 23 20.4
4 360 and Measurement 23 20.4
5 Others 19 16.8
Total 113 100%
40




Chart 4.8

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR COMPANY





INTERPRETATION

Table 4.8 shows that various classification of respondents according to respondents
based on their company. Her for the entire respondents 29.3% respondents are MBO, 20.4%
respondents are grade system,20.4% respondents are 360 and measurement, and respondents
are 16.8% and others and remaining 13.3% are rating scale.





13.3
29.3
20.4 20.4
16.8
Rating Scale MBO Grade system 360 and
Measurement
Others
Percentage
41




Table 4.9

CLASSIFICATION OF THE RESPONDENTS IN PERFORMANCE IN THE
ORGANIZATION



(Sources: Primary Data)














S.No Particulars No. of Respondents Percent
1 Supervisor 33 29.2
2 Department Head 32 28.3
3 Peers 15 13.3
4 Supadinate 33 29.2
Total 113 100%
42




Chart 4.9

CLASSIFICATION OF THE RESPONDENTS IN PERFORMANCE IN THE
ORGANIZATION





INTERPRETATION

Table 4.9 shows that various classification of respondents performance in the
organization. Her for the entire respondents majority 29.2% supervisior are 29.2%
respondents are supadinate, 28.3% respondents are department head and remaining 13.3% are
peers.




29.2
28.3
13.3
29.2
Supervisor Department Head Peers Supadinate
Percentage
43




Table 4.10

CLASSIFICATION OF THE RESPONDENTS EFFECTIVENESS OF THE
APPRAISAL SYSTEM IN SRI RAMCO SPINNERS



(Sources: Primary Data)
















S.No Particulars No. of Respondents Percent
1 Effective 52 46.0
2 Ineffective 61 54.0
Total 113 100%
44




Chart 4.10

CLASSIFICATION OF THE RESPONDENTS EFFECTIVENESS OF THE
APPRAISAL SYSTEM IN SRI RAMCO SPINNERS




INTERPRETATION

Table 4.10 shows that various classification of respondents according to Effectiveness
of the appraisal system in Sri Ramco spinners. Her for the entire respondents majority 54.0%
respondents ineffective, and remaining 46.0% are effective.





46
54
Effective Ineffective
Percentage
45




Table 4.11

CLASSIFICATION OF THE RESPONDENTS SYSTEM ACTOR IN JOINING IN
THE ORGANIZATION



(Sources: Primary Data)















S.No Particulars
No. of Respondents Percent
1
Within 1 Month 25 22.1
2
At the time joining 48 42.5
3
At The End Of Year 31 27.4
4
If Any Other 9 8.0

Total 113 100%
46




Chart 4.11

CLASSIFICATION OF THE RESPONDENTS SYSTEM ACTOR IN JOINING
IN THE ORGANIZATION




INTERPRETATION

Table 4.11 shows that various classification of respondents according to respondents
based on their company. Her for the entire respondents 42.5% respondents are at the time
joining, 27.4% respondents are at the end of the year ,22.1% respondents are within 1 month,
, and remaining 8% are if any other.





22.1
42.5
27.4
9
Within 1 Month At the time joining at the end of year if any other
Percentage
47




Table 4.12

PURPOSE USING PERFORMANCE APPRAISAL IN YOUR COMPANY



(Sources: Primary Data)












S. No. Particulars No. of Respondents Percent
1 Fixing the Salary 40 35.39823
2 Promotion 46 40.70796
3 Training 10 8.849558
4 Productivity 17 15.04425
Total 113 100.0000
48





Chart 4.12

PURPOSE USING PERFORMANCE APPRAISAL IN YOUR COMPANY




INTERPRETATION

Table 4.12 shows that various classification of respondents purpose using
performance appraisal in your company. Her for the entire respondents 40.70% respondents
are promotion, 35.39% respondents are fixing the salary,15.04% respondents are
productivity, and remaining 8.84% are training.



0
5
10
15
20
25
30
35
40
45
50
Fixing the Salary Promotion Training Productivity
Percentage
49





Table 4.13

FREQUENCY INTERVAL OF PERFORMANCE APPRAISAL IN
YOUR COMPANY



(Sources: Primary Data)











S. No. Particulars No. of Respondents Percent
1 Quarterly 34 29.05983
2 Half 48 41.02564
3 Annualy 31 26.49573
Total 113 100.0000
50




Chart 4.13

FREQUENCY INTERVAL OF PERFORMANCE APPRAISAL
IN YOUR COMPANY





INTERPRETATION

Table 4.13 shows that various classification of respondents frequency interval of
performance appraisal in your company. Her for the entire respondents 41.02% respondents
are half, 29.05% respondents are quarterly, ,and remaining 26.49% are annually.





0
10
20
30
40
50
60
Quarterly Half Annualy
percentage
51




Table 4.14

FEEL ABOUT THE PERFORMANCE APPRAISAL SYSTEM



(Sources: Primary Data)










S. No. Particulars No. of Respondents Percent
1 Strongly Agree 24 20.51282
2 Agree 11 9.401709
3 Neutral 13 11.11111
4 Disagree 30 25.64103
5 Strongly disagree 35 29.91453
Total 113 100.0000
52




Chart 4.14

FEEL ABOUT THE PERFORMANCE APPRAISAL SYSTEM




INTERPRETATION

Table 4.14 shows that various classification of respondents Feel about the performance
appraisal system. Her for the entire respondents 29.91% respondents are strongly disagree,
25.64% respondents are disagree,20.5% respondents are strongly agree, and respondents are
11.11% and others, and remaining 9.04% are neural.






0
5
10
15
20
25
30
35
40
Strongly Agree Agree Netural Disagree Strongly disagree
Percentage
53



Table 4.15

PERFORMANCE APPRAISAL SYSTEM IS SATISFIED



(Sources: Primary Data)















S. No. Particulars Frequency Percent
1 Strongly Agree 24 20.51282
2 Agree 48 41.02564
3 Neutral 24 20.51282
4 Disagree 9 7.692308
5 Strongly disagree 8 6.837607
Total 113 100.0000
54




CHART 4.15

PERFORMANCE APPRAISAL SYSTEM IS SATISFIED




INTERPRETATION

Table4.15 shows that various classification of respondents performance appraisal
system is satisfied. Her for the entire respondents 41.02% respondents are agree, 20.51%
respondents are strongly agree,20.51% respondents are neutral, and respondents are 7.69%
and disagree and remaining 6.83% are strongly disagree.




0
5
10
15
20
25
30
35
40
Strongly Agree Agree Netural Disagree Strongly disagree
percentage
55




Table 4.16

ACCESSIBLE AND AVAILABLE TO DISCUSS MY SUGGESTION,
QUESTIONNAIRE



(Sources: Primary Data)











S. No. Particulars No. of Respondents Percent
1 Strongly Agree 31 26.49573
2 Agree 49 41.88034
3 Neutral 10 8.547009
4 Disagree 12 10.25641
5 Strongly disagree 11 9.401709
Total 113 100.0000
56




Chart 4.16

ACCESSIBLE AND AVAILABLE TO DISCUSS MY SUGGESTION,
QUESTIONNAIRE




INTERPRETATION

Table 4.16 shows that various classification of respondents accessable and available to
discuss my suggestion, questionnaire. Her for the entire respondents 41.88% respondents are
agree, 26.49% respondents are strongly agree,10.25% respondents are disagree, and
respondents are 9.40% and strongly disagree and remaining 8.54% are neutral.





0
10
20
30
40
50
60
Strongly Agree Agree Netural Disagree Strongly disagree
percentage
57




Table 4.17

PROVIDE SUPPORT AND ENCOURAGEMENT TO ME IN AREA IN I WORKING
TO IMPROVE ARE DEVELOP



(Sources: Primary Data)












S. No. Particulars No. of Respondents Percent
1 Strongly Agree 26 22.22222
2 Agree 37 31.62393
3 Neutral 22 18.80342
4 Disagree 12 10.25641
5 Strongly disagree 16 13.67521
Total 113 100.0000
58




Chart 4.17

PROVIDE SUPPORT AND ENCOURMENT TO ME IN AREA IN WORKING TO
IMPROVE ARE DEVELOP





INTERPRETATION

Table 4.17 shows that various classification of respondents. Provide support and
encouragement to me in area in I working to improve are develop. Her for the entire
respondents 31.62% respondents are agree, 22.22% respondents are strongly agree,18.80%
respondents are neutral, and respondents are 13.67% and strongly disagree and remaining
10.25% are disagree.

0
10
20
30
40
50
60
Strongly Agree Agree Netural Disagree Strongly disagree
percentage
59




Table 4.18

AGREED THE LOW DISAGREE OF COMMUNICATION GAP



(Sources: Primary Data)











S. No. Particulars No. of Respondents Percent
1 Strongly Agree 28 24.77876
2 Agree 21 18.58407
3 Neutral 15 13.27434
4 Disagree 34 30.0885
5 Strongly disagree 15 13.27434
Total 113 100.0000
60




Chart 4.18

AGREED THE LOW DISAGREE OF COMMUNICATION GAP




INTERPRETATION

Table 4.18 shows that various classification of respondents agreed the low degree of
communication gap. Her for the entire respondents 30.08% respondents are disagree, 24.77%
respondents are strongly agree,18.58% respondents are agree, and respondents are 13.27%
and neutral and remaining 13.27% are strongly disagree.




0
5
10
15
20
25
30
35
40
Strongly Agree Agree Netural Disagree Strongly disagree
percentage
61




Table 4.19

MOTIVATING THE PERFORMANCE APPRAISAL SYSTEM IN YOUR
ORGANISATION



(Sources: Primary Data)













S. No. Particulars No. of Respondents Percent
1 Strongly Agree 34 30.0885
2 Agree 20 17.69912
3 Neutral 8 7.079646
4 Disagree 31 27.43363
5 Strongly disagree 20 17.69912
Total 113 100.0000
62




Chart 4.19

MOTIVATING THE PERFORMANCE APPRAISAL SYSTEM IN
YOUR ORGANISATION





INTERPRETATION

Table 4.19 shows that various classification of respondents motivating the
performance appraisal system in your organisation. Her for the entire respondents 30.08%
respondents are strongly agree, 27.43% respondents are disagree,17.69% respondents are
agree, and respondents are 17.69% and strongly disagree, and remaining 7.07% are neutral.




0
5
10
15
20
25
30
35
40
Strongly Agree Agree Netural Disagree Strongly disagree
Percentage
63




Table 4.20

APPRAISAL SYSTEM ABLE TO SHOW THE PROGRESS ONE HAS MODE IN
ORDER TO HIS/HER



(Sources: Primary Data)













S. No. Particulars No. of Respondents Percent
1 Strongly Agree 25 21.36752
2 Agree 15 12.82051
3 Neutral 25 21.36752
4 Disagree 25 21.36752
5 Strongly disagree 23 19.65812
Total 113 100.0000
64




Chart 4.20

APPRAISAL SYSTEM ABLE TO SHOW THE PROGRESS ONE HAS MODE IN
ORDER TO HIS/HER





INTERPRETATION

Table 4.20 shows that various classification of respondent appraisal system able to
show the progress one has mode in order to his/her. Her for the entire respondents 21.36%
respondents are strongly agree, 21.36% respondents are Neutral,21.36% respondents are
disagree, and respondents are 19.65% and strongly disagree and remaining 12.82% are
agree.



0
5
10
15
20
25
30
Strongly Agree Agree Netural Disagree Strongly disagree
Percentage
65



ANALYSIS USING CHI-SQUARE


EDUCATIONAL QUALIFICATION * PERFORMANCE

Count







PERFORMANCE

Total

5

4

3 2

1


EDUCATIONAL
QUALIFICATION

School

7

6

8

12

26

59

Diplomo

18

2

3

19

9

51

UG


2

1


3

PG




0

Total

25

10

12

31

35

113









66



Chi-Square Test
Frequencies

Observed N Expected N Residual
1 40 28.3 11.8
2 50 28.3 21.8
3 11 28.3 -17.3
4 12 28.3 -16.3
Total 113


Test Statistics

Chi-Square 41.513
a

df 3
Asymp. Sig. .000
a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell
frequency is 28.3.








67




ANALYSIS USING CHI-SQUARE


YEARS OF EXPERIENCE * PERFORMANCE

Count







PERFORMANCE

Total

5

4

3 2

1


YEARS OF
EXPERIENCE

Below 5

11

4

3

12

10

40

5 10

8

3

4

15

20

50

10 15

4

1

2

4

0

11

Above 15

2

2

3

0

5

12

Total

25

10

12

31

35

113








68




Chi-Square Test
Frequencies

Observed N Expected N Residual
1 40 28.3 11.8
2 50 28.3 21.8
3 11 28.3 -17.3
4 12 28.3 -16.3
Total 113


Test Statistics
6 15

Chi-Square

41.513
a


46.336
b

Df 3 4
Asymp. Sig. .000 .000
a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell
frequency is 28.3.
b. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell
frequency is 22.6.




69


ANOVA
ANOVA


Sum of Squares df Mean Square F Sig.

Age


Between Groups

4.068

1

4.068

6.092

.015
Within Groups 74.126 111 .668
Total 78.195 112

Marital
Status

Between Groups

4.907

1

4.907

23.355

.000
Within Groups 23.323 111 .210
Total 28.230 112

Experie
nce

Between Groups

.087

1

.087

.098

.755
Within Groups 98.692 111 .889
Total 98.779 112








70





ANOVA


Sum of Squares df Mean Square F Sig.

Perfor
mance

Between Groups

31.975

1

31.975

15.421

.000
Within Groups 230.149 111 2.073
Total 262.124 112

Satisfac
tion

Between Groups

.086

1

.086

.068

.795
Within Groups 140.303 111 1.264
Total 140.389 112

Discuss

Between Groups

19.599

1

19.599

13.863

.000
Within Groups 156.932 111 1.414
Total 176.531 112









71





Weighted average


S.No

Particular


Number of
respondents

Weight
W

WX

1
2
3
4
5

Highly satisfied
Satisfied
Moderate
Dissatisfied
Highly dissatisfied

24
12
5
47
25

5
4
3
2
1

120
48
15
94
25

Total

113

15

302


Weighted average = XW = WX / W
= 302/113
= 2.67257









72



T-Test
One-Sample Statistics

N Mean Std. Deviation Std. Error Mean
1 113 1.49 .502 .047


One-Sample Test

Test Value = 0


95% Confidence Interval of the
Difference

T df Sig. (2-tailed)
Mean
Difference Lower Upper

1

31.479

112

.000

1.487

1.39

1.58





73





Correlation
Correlations
1 2

1


Pearson Correlation

1

.228
*

Sig. (2-tailed) .015
N 113 113

2

Pearson Correlation

.228
*


1
Sig. (2-tailed) .015
N 113 113

*. Correlation is significant at the 0.05 level (2-tailed).


Correlations
1 2

Spearman's rho

1


Correlation Coefficient

1.000

.186
*

Sig. (2-tailed) . .048
N 113 113

2

Correlation Coefficient

.186
*


1.000
Sig. (2-tailed) .048 .
N 113 113
74

Correlations
1 2

Spearman's rho

1


Correlation Coefficient

1.000

.186
*

Sig. (2-tailed) . .048
N 113 113

2

Correlation Coefficient

.186
*


1.000
Sig. (2-tailed) .048 .
N 113 113
*. Correlation is significant at the 0.05 level (2-tailed).


















75

CHAPTER V
FINDINGS AND SUGGESTIONS

5.1 FINDINGS
1. Most of the male workers are worked in the company.
2. Most of the respondents (31-40) are years age group of workers in this
company.
3. Most of the respondents are worked in the cone winding.
4. Most of the respondents are unmarried worker in this company.
5. Most of the respondents are qualified school.
6. Most of the respondents are experienced (5-10) years.
7. Mostly of the respondents are getting Rs.3000-6000 only our monthly salary
income.
8. Mostly of the respondents are MBO respondents based on their company.
9. Most of the respondents are supervisor respondents in performance in the
organization.
10. Mostly of the respondents are ineffective effectiveness of the appraisal system
in sri Ramco spinners.
11. Mostly of the respondents are at the time joining are respondents system actor
in joining in the organization.
12. Most of the respondents are promotion are performance appraisal in your
company.
13. Most of the respondents are half frequency interval of performance appraisal
in your company.
14. Most of the respondents are strongly disagree are feel about the performance
appraisal system.
15. Most of the respondents are agree with performance appraisal system is
satisfied.
16. Most of the respondents are agree with accessible and available to discuss my
suggestion, questionnaire.
17. Most of the respondents are agree with provide support and encourage to me
in area in I working to improve are develop.
76

18. Most of the respondents are disagree with agreed with low disagree of
communication gap.
19. Most of the respondents are strongly agree with motivating performance
appraisal system in your organization.






























77


5.2. SUGGESTIONS

1. The employees have to develop them to accept the changes in their working
conditions.
2. There also exists a companies provide extra promotional activities to the
employees performance appraisal.
3. It the company has o give the work load on the basis on the abilities of the
employees. It will improve their performance.
4. The employees have to improve their trust and confidence with their
management.
5. The employees are expected more to feel freely to tell their opinion to their
boss. It the company allows this it will improve the employees performance
appraisal.



















78


5.3 CONCLUTSION

The project titled a study on employee performance appraisal in made the researcher
to experience a lot. Each interview was a new challenge of researcher and with this study the
company can identify the employees job satisfactions as well as job involvement. These
employees are satisfied then the company will survey move towards its ultimate goal with in
a limited period of time.


























79


BIBLIOGRAPHY

Books:
o Human resource management - C.B Gubta
o Human resource management fillippa
o Business statistics R.S.N Pillai

Websites:
www.sriramcospinners.com
www.wikipedia.com
www.sriramcoproduct.com





















80



A Study on employees performance appraisal towards
Sri Ramco spinners at Rajapalayam

Questionnaire
1. Name :
2. Gender :
a) Male b) Female
3. Age
a) 20-30 b) 31-40 c) 41-50 d) Above 50
4. Department
a) spinning b) winding c) mixing
d) Simplex e) cone winding f) others
5. Marital status
a) Married b) Unmarried
6. Educational qualification
a) School b) Diplomo c) under graduation
d) post graduation
7. Experience
a) Below 5 b) 5-10years c) 10-15 years
d) Above 15 years
8. Monthly Income
a) Below 3000 b) 3000- 6000 c) 6000- 9000
d) 9000- 12000 e) Above 12000
9. What type performance appraisal system is used in your company?
a) Rating scale b) MBO (many by objective) c) grade system
d) 360and measurement system e) others
10) Who is appraising in your performance in the organization?
a) Supervisor b) Department head c) peers d) supadinate
11) Opinion about the effectiveness of the appraisal system in Sri Ramco spinners?
a) Effective b) Ineffective

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12) When did you come to know about system actor in joining in the organization?
a) With in the 1 month b) at the time joining c) at the end of year d) if any
other please specify
13) The main purpose using performance appraisal in your company?
a) Fixing the salary b) promotion c) training & development d) productivity
14) What is the frequency interval of performance appraisal in your company?
a) Quarterly b) half yearly c) annually

Rate on your opinion of 1-5 to indicate your option.
1. Strongly agree 2. Agree 3. Natural 4. Disagree 5. Strongly disagree

Measurement Items

5

4

3

2

1

1) how do you feel about the performance appraisal system
2) are your about the performance appraisal system is
satisfied
3) Makes times to me accessible and available to discuss my
suggestion, questionnaire.
4) Provide support and encouragement to me in area in I
working to improve are develop.
5) You have agreed the low degree of communication
gap.
6) Are you motivating the performance appraisal system in
your organization.