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A STUDY ON THE EFFECTIVENESS OF EXISTING


PERFORMANCE APPRAISAL SYSTEM IN CAG PRIDE,
COIMBATORE.

By

P.DHIVYA

(Reg.No: 71103631005)

Of

KONGU ENGINEERING COLLEGE,


Perundurai, Erode – 638 052.

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT SCIENCES

In partial fulfillment of the requirements


for the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

JUNE, 2005
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BONAFIDE CERTIFICATE

Certified that this project report titled “A STUDY ON THE

EFFECTIVENESS OF THE EXISTING PERFORMANCE APPRAISAL SYSTEM

IN CAG PRIDE, COIMBATORE is the bonafide work of Ms. P.DHIVYA

(71103631005) who carried out the research under my supervision. Certified

further, that to the best of my knowledge the work reported herein does not from

part of any other project report or dissertation on the basis of which a degree or

award was conferred on an earlier occasion on this or any other candidate.

SUPERVISOR HEAD OF THE

DEPARTMENT

Viva Voce held on


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INTERNAL EXAMINER EXTERNAL

EXAMINER

ABSTRACT

This project work has been conducted in CAG Pride, Coimbatore. It is the
one of the leading business hotel industry managed by CAG groups.

“A STUDY ON THE EFFECTIVENESS OF THE EXISTING


PERFORMANCE APPRAISAL SYSTEM” is the study conducted at CAG Pride,
Coimbatore. The main objective of the study is to measure the effectiveness of
the existing performance appraisal system. The secondary objectives of this
study are the ways and means to improve the effectiveness of the existing
appraisal system and to measure the subjectivity and objectivity in the existing
performance appraisal system and to increase the objectivity and decrease the
subjectivity.

This study has been compiled with the help of primary data and secondary
data. Primary data were collected from 100 respondents with the help of
structured Questionnaire method. Since the study was the Population Study,
the data were collected from all the employees in the organization. The
Secondary sources of data were collected through company profile, organization
Website and other related library books.

The collected data were analyzed with the help of Simple Percentage
analysis. It was found that there is no regular training program conducted and
majority of the employees were satisfied with the existing appraisal system. To
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conclude the existing performance appraisal system was very good. The
appraisal system shall be conducted at the regular basis.

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ACKNOWLEDGEMENT

I express my deepest sense of gratitude the GOD almighty for the

abundant blessing without which the study would have never been light of the

day.

I here by acknowledge my sincere gratitude to the Kongu Institute of

Technology Trust and Dr. A.M.NATARAJAN, B.E., M.Sc(Engg)., Ph.D.,

Principal, Kongu Engineering College and the Management for giving me an

opportunity to undergo MBA Degree Course and to undertake this project work

successfully.

I wish to express my deep sense of thanks to our Mr. Prof.P.SURESH

KUMAR, M.Sc(Agri).,M.B.A., Director, Department of Management studies,

Kongu Engineering College.

I owe my reverential gratitude to my faculty guide S. MURUGAPPAN,

M.B.A.,for his valuable guidance and suggestions rendered at each stage of the

project.

It is my great pleasure to express my deep sense of thankfulness to

Mr.S.R.Palaniswamy (Managing Director), Mr.SenthilKumar Palaniswamy

(Executive Director) Mr.A.Sathananthan (Personnel Manager), for providing

me an wonderful opportunity to do my project in their esteemed organization.


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Last, but not Least, I would like to acknowledge the wholehearted support

of my parents, faculties, employees and friends who helped me at various stages

in completing this work successfully.

CONTENTS

PAGE

NUMBER

ABSTRACT iii
LIST OF TABLES vii

LIST OF CHARTS ix
CHAPTER 1 INTRODUCTION
1.1 IINDUSTRY PROFILE 1
1.2 COMPANY PROFILE 5

1.3 REVIEW OF LITERATURE. 8


CHAPTER 2 NEED, OBJECTIVES AND LIMITATIONS
2.1 NEED FOR THE STUDY 10
2.2 OBJECTIVES 10
2.3 LIMITATIONS OF THE STUDY 11
CHAPTER 3 RESEARCH METHODOLOGY
3.1 RESEARCH DESIGN 12
3.2 SAMPLING DESIGN 12
3.3 DATA COLLECTION 13
3.4TOOLS USED
13
CHAPTER 4 ANALYSIS AND INTERPRETATIONS 14
CHAPTER 5 FINDINGS AND SUGGESTIONS 41
CHAPTER 6 CONCLUSION 44
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APPENDICES
REFERENCES

LIST OF TABLES

Table No Particulars Page No.


MEASURING THE SATISFACTION LEVEL OF EXISTING PERFORMANCE
APPRAISAL SYSTEM.
4.1 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Punctuality and Discipline. 14
4.2 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Job Knowledge and Quality of Work. 15
4.3 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Writing and Oral abilities. 16
4.4
Reasons for satisfaction/dissatisfaction level towards the
Measurement of Learning and Communication abilities. 17
4.5 Reasons for satisfaction/dissatisfaction level towards the
Measurement of accepting and implementing change. 18
4.6 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Absenteeism Rate. 20
4.7 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Flexibility. 21
4.8 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Personal Grooming. 22
4.9 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Company Policies. 24
4.10 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Computer Skills. 26
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4.11 Reasons for satisfaction/dissatisfaction level towards the


Measurement of Guest Relation. 28
WAYS AND MEANS TO IMPROVE THE EXISTING PERFORMANCE APPRAISAL
SYSTEM:
4.12 The way in which the Performance Appraisal System helps
for Future Growth. 30
4.13
The way in which the Training Program helps. 31
4.14 The Self-Improvement after the Performance Appraisal
System. 33
4.15 The parameter to be included In the Performance
Appraisal System. 33
4.16
The level of Communication and Transparency. 34
4.17
The level of changes after the Negative Remarks quotated. 35
4.18 The clarification about the Negative Remarks. 36
EXPLORING OF ASSOCIATION BETWEEN DIFFERENT VARIABLES.
4.19
Related Parameters and their Satisfaction Level 37
4.20
Related Parameters and their Satisfaction Level 39
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LIST OF CHARTS

Chart No Particulars Page No.


MEASURING THE SATISFACTION LEVEL OF EXISTING PERFORMANCE
APPRAISAL SYSTEM.
4.1 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Punctuality and Discipline. 14
4.2 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Job Knowledge and Quality of Work. 15
4.3 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Writing and Oral abilities. 16
4.4
Reasons for satisfaction/dissatisfaction level towards the
Measurement of Learning and Communication abilities. 17
4.5 Reasons for satisfaction/dissatisfaction level towards the
Measurement of accepting and implementing change. 19
4.6 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Absenteeism Rate. 20
4.7 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Flexibility. 21
4.8 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Personal Grooming. 23
4.9 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Company Policies. 25
4.10 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Computer Skills. 27
4.11 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Guest Relation. 29
WAYS AND MEANS TO IMPROVE THE EXISTING PERFORMANCE APPRAISAL
SYSTEM:
4.12 The way in which the Performance Appraisal System helps
for Future Growth. 30
4.13
The way in which the Training Program helps. 32
4.14 The Self-Improvement after the Performance Appraisal 33
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System.
4.15 The parameter to be included In the Performance
Appraisal System. 33
4.16
The level of Communication and Transparency. 34
4.17
The level of changes after the Negative Remarks quotated. 35
4.18 The clarification about the Negative Remarks. 36
EXPLORING OF ASSOCIATION BETWEEN DIFFERENT VARIABLES.
4.19
Related Parameters and their Satisfaction Level 38
4.20
Related Parameters and their Satisfaction Level 40
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CHAPTER – 1

INTRODUCTION

1.1 INDUSTRY PROFILE:

1.1.1 HOSPITALITY INDUSTRY GETS TECHNICALLY FIT:

The hospitality industry in India is increasingly taking the help of technology to


not only cut costs but also lure customers. Today, guests in most five star hotels
can access the Internet through their laptops at the poolside or in conference
rooms, with equal ease, thanks to wireless LAN (WLAN). Innovations like these
that seem like technological marvels today will be commonplace tomorrow, as
almost all leading hospitality chains will provide wireless connectivity.

1.1.2 GOING BACK:

In days gone by it was said that in order to succeed, all a hotel needed was a
scenic location and good cuisine. But in today’s competitive environment, a
mistake as trivial as not taking down a customer’s order can prove disastrous. As
the hospitality industry started looking for ways to improve efficiencies, efforts
and investments in the field of information technology intensified. One of the first
deployments of IT began at the front desk when receptionists began checking the
name of the customer and then allotted a room to him. Big hotels also started
putting in place accounting systems and back office software to improve
processes. As hotel chains started expanding their operations across the
country, it was necessary to monitor their assets.
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1.1.3) DEVELOPMENT IN I.T IN HOTEL INDUSTRY:

Today, the IT initiatives of hotel chains in India have matured, and are being
increasingly fine-tuned to serve the needs of the customer. Says Pradeep
Khetwal, systems manager, Le Royal Meridien (Mumbai), Most hospitality chains
now realize that technology in the hospitality industry is critical to improve the
operational efficiency of a hotel. The industry has moved from the traditional
transaction-based processes such as check-in and reservations to features that
are built and designed specifically for the customer. Services like providing
wireless Internet access to guests will CRM.

While IT initiatives like centralized management and automating daily operations


are important, the key part of retaining a customer is critical to the hospitality
industry, which explains why every chain is taking the help of technology to
improve efficiency. Take a look at Le Royal Meridien. The hotel has deployed a
check-in system on each floor depending on the guest’s profile.

1.1.4) CUSTOMER RELATIONSHIP MANAGEMENT:

CRM is also being adopted in a big way by almost all the big hotel chains in
India. At present, every major hotel chain in India is investing in comprehensive
systems that store complete profiles of their customers. The moment a guest
checks in, he fills a form indicating his various preferences. If he is a regular
client, the hotel immediately knows of his preferences and serves him
accordingly. Most hotels today offer a customer different schemes based on his
profile. In the traditional method, this was done manually with no clear
understanding of a customer’s preferences. But now, with knowledge of the
customer’s history, a hotel can service a customer more efficiently.
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1.1.5) ON LINE RESERVATION SYSTEM:

In the dot-com phase, hotels were attracted to the Web and were expecting
major revenues to come from online reservations. But just like other industries,
hotels too have been disappointed. Today, websites of most hotels serve only as
information outlets, and almost no booking take place through the Web. One
obvious reason is security, which makes customers reluctant to reveal their credit
card details on the Web. Says Shailesh Bhagwat EDP executive of Orchid,
“Proper security systems are a must to avoid fraud in non face-to-face
transactions.

1.1.6) OUTLOOK:

With busy season for the hotel industry approaching in the second half of the
year, overall ARR and occupancy rates of the industry would increase. In some
cities like Bangalore and Hyderabad, ARR and occupancy rates would remain
higher than industry average, as demand supply scenario is favoring the hotels.
As the busy season for the hotel industry commences in the second half of year,
the companies’ revenues and profitability are set to increase. Almost 65-70% of
total revenues and 70-80% of the profits of hotel industry come in second half of
year. Mid-cap stocks like Hotel Leelaventures and TAJGVK Hotels would
outperform the industry in top line and bottom line growth as they have properties
in right locations.

1.2.7) BAN GALORE HOTEL INDUSTRY IS ON A HIGH:

The hotel industry in Bangalore is witnessing an all-time high. While the business
has been on an upswing for the past two years, industry sources say, that this
year too has started on a great note. Most categories of hotels are expecting
90% and above occupancies till March. CNBC-TV18 reports on why it is so
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difficult to get a room in Bangalore these days. Bang lore’s hotels are going
chock-a-block these days. What began as a boom two years ago, has now
turned into full-fledged growth for the entire industry, leading to almost 19 new
hotels being built in the city. But analysts say even this will not quell the demand
for the burgeoning visitor population into the city. This is reflected in last year's
spike in occupancies continuing this year also, despite an additional hotel being
available now. In Bangalore, 60% of the visitors coming to the hotels are from the
business category. However, currently, events like the visit of an international
pastor Benny Hinn and the upcoming international Aero show, combined with
musician Sting's visit in February is spiking occupancy rates. Bangalore recorded
an average of 79% hotel occupancy last year - the highest in the country. This
demand has predictably led to an increase in revenues.
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1.2 COMPANY PROFILE:

1.2.1 INTRODUCTION:

CAG Pride “your Privilege…Our Pride” launched in the year 1998 September
with 32 rooms. CAG Pride is the Coimbatore’s latest and ultra modern three star
business class hotel and it is eight Year old. The motto of the company is
“Redefining Hospitality”.

1.2.2 ABOUT CAG GROUPS:

CAG PRIDE is bought by Coimbatore Auto Garrage (CAG), the pioneers in the
automobile industry for over 40 years. CAG had expanded its operation to,

 CAG motor dealership for Daewoo and Matiz cars (parent


company).
 CAG enterprise dealership for Yamaha motorcycles.
 CAG equipment manufacturing automobile aucillary spares.

The CAG group is well established and reputed name in the automobile industry
with 40 years of experienced service and the group has now diversified in to the
hotel industry. CAG Pride has opened a new vista in the hospitality horizon with a
commitment to quality and continued improvement, providing reliable,
responsible and sincere to its guests.

The CAG groups is a well established and reputed name in the automobile
Industry with 40 years of experienced service and the group has now diversified
into the hotel industry. CAG Pride has opened the new vista in the hospitality
horizon with the commitment to quality and continued improvement, providing
reliable, responsible and sincere service to its guests.
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1.2.3 ABOUT THE SERVICE:

The hotel provides genuine hospitality and gracious service to all it guests. It has
all the comforts to make you feel very much at home. The ambience of the hotel
and the ever-attentive service personnel make your stay a very pleasant and a
memorable one. Our hospitality comes straight from the heart and it will make
you return here many times in the future.

1.2.4 FACILITIES AVAILABLE:

 74 LUXURIOUS ROOMS:

CAG Pride is centrally air-conditioned having 74 luxurious rooms and suites. The
well-appointed rooms are brightly lit and have a soothing ambience. The suites
are well equipped with all the modern amenities to meet all your requirements.
The room service is forever prompt and efficient and all these features combine
to make CAG Pride, the perfect halt during a business meetings and conferences
any time of the year.

 STEAMING KETTLE:

Our very own coffee shop is open round the clock. The café dishes out quick and
tasty snacks, hygienic food, tea or coffee piping hot or cold beverages all
economically priced to suit your tastes.

 GOLDEN CROP:

The multicuisine restaurant serves haute cuisine. Our expert chefs prepare
sumptuous and succulent delights to pamper the taste buds of all our guests. Our
exotic recipes are a gourments delight. This restaurant offers Indian, continental
and Chinese till midnight.
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 KNOTTY SPIRITS:
The well stocked cock tail lounge with colonial ambience and choice cocktails.
Our permit room is an escape from the business pressures and it lightens your
spirits. The permit room has an Impressive and select wine list.

 GALLERIA:
The banquet cum conference hall is well lit and very spacious. It easily
accommodates 120 persons. A perfect setting for a Business meet, seminar,
conference or an informal get-together.

 PRIDE LOUNGE:
The prestigious hall is located in the lower lobby lever and suitable for smaller
meetings, can accommodate up to 30-40 persons at a time.

 BOARD ROOM:
The apt room situated in the lower lobby level to convene any kind of formal
meetings accommodating 8-12 persons at a time.

1.1.5 LOCATION:
CAG Pride is centrally located near the city central bus stand and within easy
access to many shopping arcades. It is just 2 KM from city railway station and 8
Km’s from the airport making it very convenient address for you.

1.1.6 COMPANY POLICY:

“To provide our guests with the quality service, quality facility and memorable
wine and dine experience through quality process and procedures”
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1.3 REVIEW OF LITERATURE:

1.3.1 PERFORMANCE APPRAISAL:

Performance appraisal, personnel rating, merit rating or performance evaluation


is one of the most important functions of personnel management. People differ in
their abilities and aptitudes. The personnel management should know these
differences to develop various development programmes in the organization to
have an efficient work force. Merit-rating technique has been evolved to know the
relative worth of the employee – quantitatively and qualitatively – on the job, in
comparison to other fellow workers. Merit rating is used for measuring the merit
or performance of an employee and comparing it with that of others in the same
group.

1.3.2 OBJECTIVE:

“The overall objective of performance appraisal is to improve the efficiency of an


enterprise by attempting to mobilize the best possible efforts from individuals
employed in it. Such appraisal achieves four objectives including the salary
reviews, the development and training of individuals, planning job rotation and
assistance promotions”.

THE LITERATURE REVIEW GIVEN BELOW IS WITH REFERENCE TO


HOTEL “SURYAINTERNATIONAL”, COIMBATORE.

In Hotel Surya International Performance Appraisal, is done once in six months


once. Performance Appraisal is conducted for all the employees by their
respective head of the department. After conducting the appraisal, the
performance is ranked with the standard performance system.
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If the high-ranking employee is from the lower cader, then the employee is given
promotion or free holiday tickets to the family or free uniforms or food is provided
when they are in duty or salary is increased. If the employee is from poor family
then the fund is provided for their children for basic education.

If the performance of the employees is not good, then the industry will try to find
out problems and it will pay more attention to those employees and the company
will train them and give motivation for those employees whose performance is
not good.

More over the employees are considered as their family members and the
employees have the chance to have open interaction with the top management.
This project results in performance appraisal was noted in the year July 2000.
The results were analyzed by using simple percentage method.

As far as CAG Pride is concern, there is no such research work is been carried
out. This is the first time the research work is been carried out by me since the
company is in state of dilemma. And the management was in the position to
know whether the existing performance appraisal system is effective or not. And
they want the employees to suggest some of the ways and means to improve the
existing performance appraisal system.
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CHAPTER – 2

2.1 NEED FOR THE STUDY:

The following are the needs to do the research at CAG Pride.

1. There is no such research work was carried before.


2. The management was in the position to know whether the existing
performance appraisal system is effective or not.
3. To measure the satisfaction level of the employees.
4. To get suggestions from the employees for further improvement in existing
performance appraisal system.
5. To contribute to the growth of the organization.

2.2 OBJECTIVES:

2.2.1 PRIMARY OBJECTIVE:

Measuring the effectiveness of the existing performance appraisal system.

2.2.2 SECONDARY OBJECTIVES:

1. Suggest the ways and means to improve the effectiveness of the existing
performance appraisal system.

2. To measure the subjectivity and objectivity, which influence the existing


Performance appraisal system and remove the subjectivity and increase
the objectivity.
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2.3 LIMITATIONS OF THIS STUDY

1. The respondent attitude did not allow me to get their true feelings.
2. Most of the respondent feared to give their name.
3. Most of the employees were busy with their tight work and they don’t want
to be disturbed.
4. Employees are very limited and duration is limited.
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CHAPTER 3

RESEARCH METHODOLOGY

3.1 RESEARCH DESIGN:

A research design is the arrangement of conditions for collection and analysis of


data in a manner that aims to combine relevance to the research purpose with
economy in procedure.

There are three types of research designs. They are,

 Exploratory research design.


 Conclusive research design.
 Descriptive research design.
 Casual research design.
 Performance monitoring research.

The research design that is been applied is Performance Monitoring research


design. The performance of the employee is monitored based on the strategy of
the organization and this research helps us to learn how this strategy is working.

3.2 SAMPLING DESIGN:

3.2.1 POPULATION:
The employees of CAG Pride will constitute the entire population. Here the entire
population is considered for my study because the population is limited.
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3.3 DATA COLLECTION:

Data is recorded measure of phenomena. While deciding about the method of


data collection, the researcher should keep in the mind about two types of data.
They are,

 Primary Data
 Secondary Data.

3.3.1) PRIMARY DATA:

Primary data is the first hand information, which the researcher gets from the
population. The tool for collecting primary data is “Questionnaire”. These data
are collected directly from the employees of CAG Pride.

3.3.2) SECONDARY DATA:

Secondary data has been collected from the books, magazines, Internet etc….

3.4) TOOLS USED:

The tool used for collecting the primary data is “Questionnaire”. The
questionnaire was used to collect the bulk of data. Questionnaire is the set of
questions put forward for the employees to answer. The required data was
collected by using both open-ended and close-ended questions. This is a
preferred technique for collecting the primary data. Any doubts raised were
cleared immediately. The questionnaire uses 5-point likert scale and it is a
structured questionnaire.
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CHAPTER 4

TABLE 4.1. REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF PUNCTUALITY AND DISCIPLINE.

Satisfaction level Highly % Value Satisfied % Value


satisfied
Options
Proper record keeping 6 100 77 82
Nature of the appraiser - - 5 5.3
Helps for the future growth - - 9 9.5
All the above - - 3 3.19
Grand total 6 100 94 100

82% of the employees are satisfied by measurement through proper record


keeping. The company should concentrate in maintaining records in addition to; it
should concentrate more on other parameters mentioned above.

CHART 4.1: REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF PUNCTUALITY AND DISCIPLINE.

100
77
80
VALUE

60
40
20 6 5 9 3
0
Proper Record Nature of the Helps for the All the above
Keeping Appraiser Future Growth

OPTIONS Highly Satisfied


Satisfied
25

TABLE 4.2. REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF JOB KNOWLEDGE, QUALITY OF
WORK ETC.

Satisfaction level Highly % Satisfied %


satisfied
Options
Handling of work independently - - 47 47.4
Achievements based on org.goal 1 100 35 35.3
Helps for the future growth - - 2 2
Personal interest contributing to org.goal - - 6 6.1
With in the stipulated time - - 3 3
All the above - - 6 6.1
Grand total 1 100 99 100

Among 100% of the employees, 47.4% are satisfied through measurement


through handling of work independently and 35% of the employees are satisfied
through measurements of achievements based on the organization goal. From
the above table it is clear that the company should get focus with the other
variables in order to increase the satisfaction level of the employees.

CHART 4.2. REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF JOB KNOWLEDGE, QUALITY OF
WORK ETC.
50
45 47
40 35
35
VALUE

30
25
20
15
10 6 6
1 2 3
5
0
Future Growth

contributing to
Independently

With in the

All the above


Achievements

Stipulated
Org.Growth
Handling of

Helps for
based on

Personal
Org.Goal

Time
Interest
Work

Highly Satisfied
OPTIONS Satisfied
26

TABLE 4.3. REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF WRITING AND ORAL ABILITIES.

Satisfaction Level Satisfied % Value Dissatisfied % Value

Options
Measurement through addressing 31 32 3 100
the meeting/ Do not measure
Proper record keeping 54 55.6 - -
Nature of the appraiser 1 1 - -
Helps for the future growth 4 4.1 - -
All the above 7 7.2 - -
Grand total 97 100 3 100

Out of 100% of the employees, 56% are satisfied through measurement of


proper record keeping. The company should focus on other factors in order to
increase the satisfaction level. Only 3 employees are dissatisfied because they
think that it does not measure through addressing the meetings .
CHART 4.3. REASONS FOR SATISFACTION/DISSATISFACTION LEVEL
TOWARDS THE MEASUREMENT OF WRITING AND ORAL ABILITIES.

60 54
50

40
31
VALUE

30
20

10 7
3 4
1
0
Addressing Proper Nature of the Helps for All the above
the Meetings Record Appaiser Future
Keeping Growth

OPTIONS Satisfied Dissatisfied


27

TABLE 4.4 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF LEARNING AND COMMUNICATION
ABILITIES.

Satisfaction Level Highly % Value Satisfied % Value


Options satisfied
Co-ordination among 1 100 54 55
employees
Willingness to learn the job - - 30 30.3
Addressing the meetings - - 1 1
Nature of the appraiser - - 3 3
Helps for future growth - - 2 2
All the above - - 9 9
Grand total 1 100 99 100

Among 100% of the employees, 54% are satisfied because of the measurement
through co-ordination among employees. The organization should concentrate
more on other factors in order to increase the satisfaction level of the employees.

CHART 4.4 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF LEARNING AND COMMUNICATION
ABILITIES.

60
50 54
40
VALUE

30
30
20
9
10 3
1 1 2
0
Appraiser
Willingness

the future

All the
above
Helps for
Employees

Addressing
the Meeting

Nature of
Ordination

to learn in

growth
among

the job

the
Co-

OPTIONS

Highly satisfied Satisfied


28

TABLE 4.5 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF ACCEPTING AND IMPLEMENTING
CHANGE.

Satisfaction level Satisfied % Dissatisfied %


Options
Higher authorities referred 15 15.6 - -
Taking immediate action/do not 64 66.6 2 50
Referring the manual/do not 5 5.2 1 25
Proper record keeping 3 3 - -
Nature of the appraiser 3 3 - -
Helps for the future growth 6 6.2 - -
All the above - - 1 25
Grand total 96 100 4 100

Among 100%, measuring the ability in taking immediate action satisfies only
66.67% of the employees. The company should increase the level of employee’s
ability in taking immediate action. In addition to, the company should concentrate
on the other variables mentioned above. Among dissatisfaction level, 2
employees are dissatisfied because it does not help in taking immediate action.
The company could rectify the above factor, in order to eliminate the
dissatisfaction level.
29

CHART 4.5 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF ACCEPTING AND IMPLEMENTING
CHANGE.
30
31

TABLE 4.6 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF ABSENTEEISM RATE.

Satisfaction
Level Highly
Options Satisfied % Satisfied % Dissatisfied %
Report timing 2 100 16 16.4 - -
Proper record - - 73 75.2 - -
keeping
Nature of the - - 3 3 - -
appraiser
Helps for the - - 1 1 1 100
future growth
All the above - - 4 4.1 - -
Grand total 2 100 97 100 100 100

Among 100% of the employees, 75.25% are satisfied because of measurement


through proper record keeping. The company has to concentrate more on report
timing because only 16.49% of the employees are satisfied. Only one employee
is highly dissatisfied because the employee thinks that absenteeism does not
help for future growth.
CHART 4.6 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL
TOWARDS THE
MEASUREMENT OF ABSENTEEISM RATE

80 73
60
VALUE

40 16
20 2 3 1 1 4
0
Report timing Proper Nature of the Helps for the All the above
Record appraiser Future
Keeping Growth

OPTIONS

Highly Satisfied Satisfied Dissatisfied


32

TABLE 4.7 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF FLEXIBILITY.

Satisfaction Level Highly % Value Satisfied % Value


Options Satisfied
Helps for the future growth 3 100 53 54.6
Proper record keeping - - 32 32.9
Nature of the appraiser - - 9 9.2
All the above - - 3 3
Grand total 3 100 97 100
Among 100% of the employees, 54.6% are satisfied because they think that it
helps for future growth.32.9% of the employees are satisfied because of
measurement through proper record keeping. The company should
concentrate more on other factors, which will improve the satisfaction level of
the employees.
CHART 4.7 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL
TOWARDS THE MEASUREMENT OF FLEXIBILITY

60
53
50

40
32
VALUE

30

20
9
10
3 3
0

Helps for the Proper Record Nature of the All the above
Future Growth Keeping Appraiser

OPTIONS

Highly Satisfied Satisfied


33

TABLE 4.8 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF PERSONAL GROOMING.

Satisfaction Level
Highly
Options Satisfied % Satisfied % Dissatisfaction %
Measure the personality/ 3 100 18 18.9 1 100
does not measure
Interest towards the job/ - - 61 64.2 1 100
does not measure
Helps for the future - - 2 2.1 - -
growth
Proper record keeping - - 5 5.2 - -
Nature of the appraiser - - 4 4.2 - -
All the above - - 5 5.2 - -
Grand Total 3 100 95 100 2 100

Among 100% of the employees, 64.2% are satisfied, because it helps to


measure the interest towards the job. The organization could think of increasing
the satisfaction level towards other factors. Among dissatisfaction level, 2
employees are dissatisfied in measuring the personal grooming. If the company
could tell about the importance of the personal grooming, then the satisfaction
level of the employees can be increased.

CHART 4.8 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF PERSONAL GROOMING.
34

70

61
60

50

40
VALUE

30

20 18

10
5 4 5
3 2
1 1
0
Measure the Interest Helps for the Proper Nature of All the above
Personality/ towards the Future Record the appraiser
does not job/ does not Growth keeping
measure measure
OPTIONS

Highly Satisfied Satisfied Dissatisfied


35

TABLE 4.9 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF COMPANY POLICIES

Satisfaction
Level Highly % Satisfie % Dissati % Highly
Satisfied d sfied Dissati %
Options sfied
Nature of the
appraiser 2 100 4 43.4 - - - -
Existing
measurement - - 63 68.4 1 33.3 3 100
and objectivity
Helps for
future
growth/does - - 15 16.3 2 66.6 - -
not
All the above - - 10 10.8 - - - -
Grand total 2 100 92 100 3 100 3 100

Among 100% of the employees, 68.4% are satisfied because they think that
existing measurement and objectivity helps them to know about the company
policies. The company should concentrate more on other factors in order to
increase the satisfaction level. Among the dissatisfaction level, 66.6% of the
employees are dissatisfied because they think that the company policy does not
help for future growth. The company should try to change the attitude of the
employees. Only one employee is highly dissatisfied because they think that
existing measurement and objectivity does not helps. The company should try to
change the wrong idea of the employees.

CHART 4.9 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF COMPANY POLICIES
VALUE

0
10
20
30
40
50
60
70

Nature of the

24
appraiser

Highly Satisfied
Existing
measurement
63

and
13

Satisfied
objectivity

OPTIONS
Helps for
15

Dissatisfied
Future
2

Growth
36

10

All the above


Highly Dissatisfied
37

TABLE 4.10 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF EDUCATION AND COMPUTER
SKILLS.

Satisfaction Highly
Level Highly % % Dissatis % Dissati %
Satisfie Satisfie fied sfied
d d
Options
Nature of the
appraiser 2 100 4 8.16 1 2.3 1 14.2
Existing
measurement - - 26 53.06 6 14.2 6 85.7
and objectivity
Helps for future
growth/does
not - - 12 24.48 35 83.3 - -
3
All the above - - 7 14.28 - - - -
Grand total 2 100 49 100 42 100 7 100

Because of the parameter, existing measurement and objectivity, 53.06% of the


employees are satisfied. The company should keep on increasing this factor on
one side and should concentrate more on other variables. Among 100% of the
dissatisfaction level, 83.3% of the employees are dissatisfied because they think
that education and computer policies does not help for the future growth. The
employees are in wrong perception and the company should teach them about
the importance of the education and computer skills and should make all the
employees to be satisfied.
38

CHART 4.10 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF EDUCATION AND COMPUTER
SKILLS.

40
35
35
30
26
25
VALUE

20
15 12
10 7
66
4
5 2 11
0
measurement

All the above


Helps for
Nature of the

Growth
objectivity

Future
appraiser

Existing

and

OPTIONS

Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied


39

TABLE 4.11 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF GUEST RELATION.

Satisfaction
Level Highly
Satisfied % Satisfied % Dissatisfied %
Options
Nature of the
6 100 4 43.4 - -
appraiser
Existing
measurement
and objectivity - - 58 63 2 100
Helps for
future
growth/does - - 19 20.6 - -
not
All the above - - 11 11.9 - -
Grand total 6 100 92 92 2 100

Among 100% of the employees, 63% are satisfied because they think that existing
measurement and objectivity help to measure the guest relation. The company
should concentrate more on other variable in order to increase the satisfaction
level of the employees. Among dissatisfaction level, only one employee is
dissatisfied because of wrong perception that existing measurement and objectivity
does not help.
40

CHART 4.11 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL


TOWARDS THE MEASUREMENT OF GUEST RELATION

70
58
60
50
VALUE

40
30
19
20
11
10 6 4
2
0

Helps for
measurement

All the above


Nature of the

Growth
Future
appraiser

objectivity
Existing

and

OPTIONS

Highly Satisfied Satisfied Dissatisfied


41

WAYS AND MEANS TO IMPROVE THE EXISTING PERFORMANCE


APPRAISAL SYSTEM
TABLE 4. 12: THE TABLE SHOWS THE WAY IN WHICH THE
PERFORMANCE APPRAISAL SYSTEM HELPS FOR FUTURE GROWTH

PAS helps for future growth


Way it helps No.Of.Respondents % Value
Get increments 47 47
Motivates for future growth 31 31
Improve the quality of work 8 8
All the above 13 13
PAS does not helps 1 1
Grand Total 100 100

Among 100% of the employees, 99% said that the performance appraisal help
for the future growth. 47% of the employees said performance appraisal helps
them to get increments. Only one employee said that performance appraisal
does not help for the future growth. It is the duty of the company to make the
employee to realize about the importance of the appraisal system.

CHART 4. 12: THE TABLE SHOWS THE WAY IN WHICH THE


PERFORMANCE APPRAISAL SYSTEM HELPS FOR FUTURE GROWTH.

50
40 47
31
30
Value

20 13
8
10
1
0
Get increments Motivates for Improve the All the above PAS does not
Future Growth Quality of Work helps

Way it helps
42

TABLE 4. 13: THE TABLE SHOWS THE WAY IN WHICH THE TRAINING
PROGRAM HELPS.

<1 % <2 % <3 % >3 % Total


Way it year year Year year Value
helps
Help to
increase 15 37.5 - - 1 2.5 1 2.5 17
the
productivity
Help to
increase 9 22.5 1 2.5 4 10 - - 14
the quality
Help to
improve
the health 1 2.5 - - - - - - 1
and safety

All the 1 2.5 2 5 - - 5 12.5 8


above

Grand 26 40 3 40 5 40 6 40 40
Total

Only 40% of the employees said that the training is conducted. Among 40%,
37.5% of the employees said that the training is conducted once in a year and it
helps to increase the productivity. Only one employee said that the training is
conducted more than thrice in a year and it help to increase the productivity. 60%
of the employees said that they had not attended any training program. The
company has to increase the level of percentage by conducting more and regular
training program to the employees, So that the employee can understand how

the training program helps.


43

CHART 4. 13: THE TABLE SHOWS THE WAY IN WHICH THE TRAINING
PROGRAM HELPS

16
15
14

12

10
9
Value

6
5
4
4

2
2
1 1 1 1 1

<1 year <2 year <3 year >3 year


No.of.times

Helps to increase the Productivity


Helps to increase the Quality
Helps to improve the Health and Safety
All the above

TABLE 4.14.TABLE SHOWS SELF-IMPROVEMENT AFTER PERFORMANCE


APPRAISAL SYSTEM.
44

No. Of
Improvement after PAS Respondents % Value
Yes 100 100
No - -
Grand Total 100 100

100% of the employees tell that they had improved themselves after the
appraisal program.

TABLE 4.15.TABLE SHOWS THE PARAMETERS TO BE INCLUDED IN THE


PERFORMANCE APPRAISAL SYSTEM.

No. Of
Parameters Respondents % Value
Dependability 3 3
Inter personal skill 86 86
All the above 11 11
Grand Total 100 100

Among 100% of the employees, 86% said that the parameter interpersonal
skill is to be included in the appraisal form.

CHART: 4.15.TABLE SHOWS THE PARAMETERS TO BE INCLUDED IN THE


PERFORMANCE APPRAISAL SYSTEM.
100
86
No.of.Respondents

80

60

40

20 11
3
0
Dependability Inter Personal skill All the above

Parameters

TABLE 4.16. TABLE SHOWS THE LEVEL OF COMMUNICATION AND


TRANSPARENCY.
45

No.of.respondents Transparency

Communication Yes % Value Partly % Value No % Value


Yes 79 94 14 100 - -
No 5 5.9 - - 2 100
Grand Total 84 100 14 100 2 100

Among 100% of the employees, 94%said that the system is transparent


and there is proper communication regarding the negative remarks. The
company has to increase the level of communication regarding the
negative remarks. Only one employee said that the system is not
transparent and there is no communication regarding the negative
remarks.
CHART 4.16. TABLE SHOWS THE LEVEL OF COMMUNICATION AND
TRANSPARENCY.

90
79
80
70
No.of.respondents

60
50
40
30
20 14

10 5
2
0
Yes Partly No

Transparency

Yes No

TABLE 4.17.THE TABLE SHOWS THE LEVEL OF CHANGES AFTER


THE NEGATIVE REMARKS QUOTED.
46

Level Of Changes No.Of.Respondents % Value


Yes 87 87
May be 11 11
No 2 2
Grand total 100 100

Among 100% of the employees, said that they have changed themselves after
telling their negative remarks. The company is responsible to make changes in
the employees after the appraisal. Only 2 of the employees said that they would
not change themselves after the negative remarks. It is duty of the company to
tell about the company rules and policies and make them to change their
negative.

CHART 4.17.THE TABLE SHOWS THE LEVEL OF CHANGES AFTER THE


NEGATIVE REMARKS QUOTED
100
90 87

80
No.of.Respondents

70
60
50
40
30
20
11
10 2
0
Yes May be No

Transparency

TABLE 4.18.THE TABLE SHOWS THE CLARIFICATION ABOUT THE


NEGATIVE REMARKS.
47

Parameters Benefit/Chance
Clarification Yes % Value No % Value
Yes 91 95.7 2 66.7
N0 4 4.2 1 33.3
Total Value 95 100 3 100

Among 100% of the employees, 95.7% said that they had got chance for further
clarification and they got benefit by it. The organization has to tell about what are
benefits they will get after appraisal, so that the level of employees can
increased. 66.67% of the employees said that they had not got any such chance
for clarification.
CHART 4.18.THE TABLE SHOWS THE CLARIFICATION ABOUT THE
NEGATIVE REMARKS

100
90 91
80
No.of.Respondent

70
60
50
40
30
20
10 4 2 1
0
yes no

Benefit/Chance

Yes N0

TABLE 4. 19: MATCHING THE RELATED PARAMETERS AND MEASURING


THEIR SATISFACTION LEVEL USING SIMPLE PERCENTAGE METHOD.
48

Name of the Highly Satisfied Dissatisfied Highly


Parameters parameter Satisfied Dissatisfied

Write & oral - 97 3 -


I
Job Knowledge 1 99 - -

Pun & Discipline 6 94 - -


II
Absenteeism 2 97 1 -

Guest relation 6 92 2 -
III
Personal 3 95 2 -
Grooming

Implement - 96 4 -
IV change

Flexibility 3 97 - -

Learn & commu 1 99 - -


V
Company 2 92 3 3
Policies

Approximately more than 90% of the employees are satisfied with the above-
mentioned parameters. Around 5% of the employees are highly satisfied for only
few parameters. Around 4% of the employees are dissatisfied for few parameters
mentioned above. Only 3 of the highly dissatisfied for the parameter company
policies.

CHART 4. 19: MATCHING THE RELATED PARAMETERS AND MEASURING


THEIR SATISFACTION LEVEL USING SIMPLE PERCENTAGE METHOD.
49

120

100

80
Value

60

40

20

0
al ge e
ism
n g
ng
e
lit
y u ies
or el d plin e at io
m
in a b i m
m
lic
i te el h i
& w isc en ro
o
tc ex co Po
ir te no D s ts r G n F l & y
W b
K & Ab ue al m
e rn pan
o n G n le a
J Pu rs
o p Le m
e I m Co
P

Parameters

Highly Satisfied
Satisfied
Dissatisfied
Highly Dissatisfied

TABLE 4. 20: MATCHING THE RELATED PARAMETERS AND MEASURING


THEIR SATISFACTION LEVEL USING SIMPLE PERCENTAGE METHOD.
50

Name of the Yes No May Be


Parameters parameter
Training Pgm 40 60 -
I
Future Growth 99 1 -

Improvement 100 - -
II
Try to Change 87 2 11

Transparency 100 - -
III
Further 87 2 11
Clarification

Around 99% of the employees said that performance appraisal helps for future
growth. 100% of the employees said that the system is transparent.
Approximately 10% said that there is chance for further clarification. Around 85%
said that they would try to change themselves after the negative remark quotated
in the appraisal form.

CHART 4. 20: MATCHING THE RELATED PARAMETERS AND MEASURING


THEIR SATISFACTION LEVEL USING SIMPLE PERCENTAGE METHOD.
51

120

100

80
Value

60

40

20

0
Training Future Improvement Try to Transparency Further
Pgm Growth Change Clarification

Parameters

Yes No May Be

CHAPTER 5

FINDINGS

1. The effectiveness of the existing performance appraisal system in CAG


Pride is measured by using the following variables,
52

 Punctuality & Discipline


 Job knowledge & quality of work.
 Writing & oral abilities
 Learning & communication
 Accept & implement change
 Absenteeism rate
 Flexibility
 Personal Grooming
 Company policies
 Education &Computer Skills
 Guest Relation.

 Above 80% of the employees are satisfied on proper


record keeping, which helps to measure the effectiveness
of the employees.

 Above 50% of the employees are satisfied with the existing


measurement and objectivity.

 Above 60% of the employees are satisfied with the nature


of the appraiser.

 Above 80% of the employees are dissatisfied with the


education and computer policy because they think that it
does not help for future growth.
53

2. The following are the ways and means to improve the effectiveness of the
existing performance appraisal system,
 Regular training program shall be conducted in order to
increase the awareness on the appraisal system.

 After appraisal program, if there is any improvement then


the employees can be motivated by providing incentives.

 Adding the parameters such as Interpersonal Skill,


Dependability to the existing performance appraisal
system.

3. The subjectivity is too high for the parameters of education, computer


skills and company policies. The company shall try to increase the
objectivity in those parameters.

SUGGESTIONS
54

1. In order to improve the performance level of employees the organization

should create more awareness and to provide feedback regularly to the

employees about performance appraisal system.

2. Proper training should be given to the employees, in order to increase

their knowledge about the usefulness of the appraisal system.

3. Top management shall continually review the appraisal conducted, which

shall be seen as positive support to the system by the appraiser as well as

appraisees, and their interest will be maintained.

4. After appraisal program if there is any improvement, the employees


should be motivated by Promotion, Increments etc.
55

CHAPTER 6

CONCLUSION

 The study had confirmed that the company is having a good Performance

Appraisal System.

 From this study, it is found that majority of the workers were satisfied with

the Performance Appraisal System.

 To make the performance appraisal system more efficient and excellent,

the company should give importance to the employees and create

awareness among employees and it shall consider some of the ways and

means suggested by the employees like addition of parameters such as

Interpersonal skill, dependability and conducting regular training program

on the appraisal system.

 I hope that the suggestion given in the report may be implemented in

future course for the benefit of the workers and the company.

 The company should conduct the similar type of research at regular


interval to know the changing attitude of workers and to know about their
improvement in order to motivate them.
56

APPENDICES - I
“A STUDY ON THE EFFECTIVENESS OF THE EXISTING PERFORMANCE
APPRAISAL SYSTEM” – In CAG PRIDE, Coimbatore.

Please put (*) in the appropriate places:

PERSONAL DETAILS

NAME: AGE: GENDER:

DEPARTMENT: DESIGNATION:

1.Are you satisfied with the method used to measure the Punctuality and
Discipline in the existing performance appraisal system?

Highly satisfied Satisfied Neutral

Dissatisfied Highly dissatisfied

1.a) If your answer is “satisfied”, because,


i Measurement through “proper record keeping”.

ii The nature of the appraiser

iii It help for the future growth.

iv All the above.

If any other, please specify,

1.b) If your answer is “dissatisfied”, because,

i Lack of “record keeping”.

ii The nature of the appraiser.

iii High subjectivity.

iv All the above.

If any other, please specify,


57

2. Are you satisfied with the method used to measure the Job Knowledge,
Quality of Work, Effective Time at Work and Attitude towards Work in the existing
performance appraisal system?

Highly satisfied Satisfied Neutral

Dissatisfied Highly dissatisfied

2.a) If your answer is “satisfied”, because,

i Measurement through handling of work independently.

ii Measure the achievements based on the organizational goal.

iii It help for the future growth.

iv . Measure the personal interest contributing to organizational


interest.

v Measurement of the job within the stipulated time.

vi All the above.

If any other, please specify,

2.b) If your answer is “dissatisfied”, because,

i Not measuring through handling of work independently.

ii Not measuring the achievements based on the organizational goal

iii Doe Not measure the personal interest contributing to organizational


interest.

iv Does not measure the job within the stipulated time.

v High subjectivity.

vi All the above.

If any other, please specify,


58

3. Are you satisfied with the method used to measure the Writing and Oral
abilities in the existing performance appraisal system?

Highly satisfied Satisfied Neutral

Dissatisfied Highly dissatisfied

3.a) If your answer is “satisfied”, because,

i Measurement through “addressing the meetings”.

ii Measurement through “proper record keeping”.

iii The nature of the appraiser.

iv It helps for the future growth.

v All the above.

If any other, please specify,

3.b) If your answer is “dissatisfied”, because of,

i It does not measure through “addressing the meetings”.

ii Lack of record keeping.

iii The nature of the appraiser.

iv High subjectivity.

v All the above.

If any other, please specify,

4. Are you satisfied with the method used to measure the Ability to Learn and
Communicate in the existing performance appraisal system?
59

Highly satisfied Satisfied Neutral

Dissatisfied Highly dissatisfied

4.a) If your answer is “satisfied”, because,

i Measurement through “coordination among the employees”.

ii Measurement through “willingness to learn in the job”.

iii Measurement through “addressing the meetings”.

iv The nature of the appraiser.

v It helps for the future growth.

vi All the above.

If any other, please specify,

4.b) If your answer is “dissatisfied”, because,

i not help to measure the coordination among the employees.

ii Does not measure the “willingness to learn in the job”.

iii Does not measure through “addressing the meetings”.

iv The nature of the appraiser.

v It does not help in the future growth.

vi High subjectivity

vii All the above.

If any other, please specify,


60

5. Are you satisfied with the method used to measure the Ability to Accept,
Implement the Change, to For See Problem and Plan and to take Decision at
Short Notice in the existing performance appraisal system?

Highly satisfied Satisfied Neutral

Dissatisfied Highly dissatisfied

5 a) If your answer is “satisfied”, because,

i Measurement through how many times the higher authorities are


referred.
ii Measurement through the “ability to take immediate action”.

iii Measurement through fastness in referring the manual and taking


decision
iv Measurement through “proper record keeping”.

v The nature of the appraiser

vi It helps for the future growth.

vii All the above.

If any other, please specify,

5.b) If your answer is “dissatisfied”, because,

I Not measure through how many times the higher authorities are
referred

ii It does not measure through the “ability in taking immediate action”.

iii not measure through fastness in referring the manual

iv Lack of record keeping.

v The nature of the appraiser.

vi High subjectivity.

vii All the above.

If any other, please specify,


61

6.Are you satisfied with the method used to measure the Absenteeism Rate in
the existing performance appraisal system?

Highly satisfied Satisfied Neutral

Dissatisfied Highly dissatisfied

6.a) If your answer is “satisfied”, because,

i Measurement through “report timing”.

ii Measurement through “proper record keeping”.

iii The nature of the appraiser

iv It helps for the future growth.

v All the above.

If any other, please specify,

6.b) If your answer is “dissatisfied”, because,

i It does not measure through “report timing”.

ii Lack of “record keeping”.

iii The nature of the appraiser.

iv High subjectivity.

v All the above.

If any other, please specify


62

7.Are you satisfied with the method used to measure the Flexibility in the existing
performance appraisal system?

Highly satisfied Satisfied Neutral

Dissatisfied Highly dissatisfied

7 a) If your answer is “satisfied”, because,

i Helps for the future growth

ii Measurement through “proper records”.

iii Nature of the appraiser

iv All the above.

If any other, please specify,

7 b) If your answer is “dissatisfied”, because,

i Does not helps in the “future growth”.

ii Do not measure through “proper records”.

iii Nature of the appraiser

iv All the above.

If any other, please specify,


63

8.Are you satisfied with the method used to measure the Personal Grooming in
the existing performance appraisal system?

Highly satisfied Satisfied Neutral

Dissatisfied Highly dissatisfied

8 a) If your answer is “satisfied”, because,

i It helps to “measure the personality”.

ii Measures the “interest towards the job”.

iii Help for the future growth

iv Measurement through “proper records”.

v Nature of the appraiser

vi All the above.

If any other, please specify,

8 b) If your answer is “dissatisfied”, because,

i Does not help to “measure the personality”.

ii It does not measures the “interest towards the job”.

iii It does not help for the future growth

iv Measurement through “proper records does not helps”.

v Nature of the appraiser

vi All the above.

If any other, please specify,


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9. Are you satisfied with the method used to measure the Knowledge on the
Company policies in the existing performance appraisal system?

Highly satisfied Satisfied Neutral

Dissatisfied Highly dissatisfied

9 a) If your answer is “satisfied”, because,

i Nature of the appraiser.

ii Due to “existing measurement and objectivity”.

iii Helps in the future growth.

iv All the above.

If any other, please specify,

9 b) If your answer is “dissatisfied”, because,

i Nature of the appraiser.

ii The “existing measurement and objectivity does not help”.

iii Does “not help in the future growth”.

iv All the above.

If any other, please specify,


65

10. Are you satisfied with the method used to measure the Education and
Computer Skills in the existing performance appraisal system?

Highly satisfied Satisfied Neutral

Dissatisfied Highly dissatisfied

10 a) If your answer is “satisfied”, because,

i Nature of the appraiser.

ii Due to “existing measurement and objectivity”.

iii Helps for the future growth.

iv All the above.

If any other, please specify,

10 b) If your answer is “dissatisfied”, because,

i Nature of the appraiser.

ii The “Existing measurement and objectivity does not helps”.

iii Does not help for the future growth.

iv All the above.

If any other, please specify,


66

11.Are you satisfied with the method used to measure the Guest Relation in the
existing performance appraisal system?

Highly satisfied Satisfied Neutral

Dissatisfied Highly dissatisfied

11 .a) If your answer is “satisfied”, because,

i Nature of the appraiser.

ii Due to “existing measurement and objectivity”.

iii Helps for the future growth.

iv All the above.

If any other, please specify,

11. b) If your answer is “dissatisfied”, because ,

i Nature of the appraiser.

ii “Existing measurement and objectivity does not helps”.

iii Does not help for the future growth.

iv All the above.

If any other, please specify,


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WAYS AND MEANS TO IMPROVE THE EXISTING

PERFORMANCE APPRAISAL

12. Do you think that performance appraisal system help for the future growth?

Yes No

12. a) If yes, in what way does it helps,

Get Increments.

Motivates for Further Growth.

Improve the Quality of Work.

All the above

If any other, please specify,

13. After the appraisal program is any training program conducted.

Yes No

13.a) If yes, how many times you have attended the training program

Once in a year Twice in a year

T Thrice in a year More than thrice in a year.


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13. b) In what ways does the training programme help you?

Helps to increase the productivity.

Helps to improve the quality.

Helps to improve the health and safety.

Helps to solve the problem.

Helps to reduce the stress.

All the above.

If any other, please specify,

14. Have you improved yourself after getting information from the performance
appraisal system?

Yes No

15. Can you suggest some parameters, which have to be included in the
performance appraisal?

Dependability.

Inter Personal Skill.

All the above.

If any other, please specify,

16. Do you think that the system is transparent?

Yes Partly Not at all.


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16.a) If yes, is there is any communication regarding the negative remark given
by the appraiser.

Yes No

17. Have you tried to change yourself after the negative remarks quoted in the
performance appraisal system?

Yes May be Not at all.

18. Have you been given any chance for further clarification about the negative
remarks, after you have been appraised?

Yes I don’t know. Not at all.

18. a) If yes, do you got any benefits.

Yes No

18.b) If no, would you like to have such a chance.

Yes No

19. Can you suggest some methods and tools to measure the parameters in
the performance appraisal system?
70

REFERENCES

1. Personnel Management Dr. C.B. Mamoria


Himalaya Publishing House
Mumbai

2. Research Methodology C.R.Kothari


New Age International (P) Limited
New Delhi.

3. Managing Hospitality Human Resource Robert H.Woods.

Web Sites:

WWW. HVS International journal.com


WWW.Google.com

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