SOMATEXTTILEINDUSTRY

http://friendsoftwerbook.blogspot.in/p/somatexttileindustry.html
Chapter1

COMPANY
PROFILE
Companyname
SOMATEXTILEINDUSTRIESLTD.
Address
SOMATEXTILEINDUSTRIESLTD.
Rakhialroad,
Ahmedabad380023
Boardofdirectors
ShriS.K.Somany(chairman)
ShriA.K.Somany(managingdirector)
ShriShriekingBhatt(executivedirector)
ShriB.L.Dhoot
ShriB.K.Hurkt
ShriB.H.Paraghi(nomineedirectorIDBIBankltd)
Companysecretary
ShriR.S.Sharma
Auditors
Pipara&company
Charteredaccountants
104,N.R.House,AshramRoad,
Ahmedabad380009.
Bankers
Denabankltd.
StatebankofIndialtd,
Registeredoffice
2,RedCrossplace,Kolkata700001
Workers
Rakhialroad,ahmedabad380023
Plotno.d49,MIDC,baramati413133
Dist.Pune,Maharashtra
Companyproduct
100%CottonCombedyarnsfrom24sNeto2/80sNe.
PolyesterCotton&PolyesterViscoseyarnsfrom30sNeto60sNe.
WeproducewiderangeofShirtingandBottomwearcategoriesin100%Cotton,PolyesterCotton
blendsandPolyCottons.WeprovidethesefinishedfabricsinPieceDyed,BleachandReadytoDye

(RFD)varieties.ThesefabricsaremanufacturedinPlain,Twill,SatinweavesandvariousDobby
designs.
Everyseason,ourDenimcollectionboastsofapremiumrangethatisunlimitedanddiverse.The
evergreencomprehensiveproductlineincludes.
SilkyDenims(madeoffine2plyyarns)
Slub&StreakyDenims
PolyDenim
StretchDenimand
ExoticDenims(madeofdobbydesignsandweavepatterns)
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Chapter2
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HISTORY
AND
BACKGROUND
Somatextileindustryisawellknownnameinthetextileindustry.Itwasin1974byMr.S.k.somany.
Sincethemitworksinthisfieldoftextiletoforminnovationandexploringofnewefficientand
effectiveproductivewaystogeneratechicandclassyoutfitsareitsbillionsofcustomersalloverthe
world.Somatextileindustryltdhasbeenanexpertandbiggestproducerofdenimatinternationallevel
alongwithknitsandwovenhavingaturnoverof$40million.
We,somatextiles&industrieslimited,arewithintegratedmanufacturingfacilitiesforallourproduct
groups.
Weare36yearoldcompanyheadquarteredinAhmadabad,IndiahavingfactoriesinAhmadabadand
Baramati.
WeareaprofessionallymanagedcompanyheadedbymanagingDirectorMr.ArvindSomanyand
guidedbyourChairmanMr.S.KSomany.
Ateamofhighlyqualifiedprofessionalsmanagerthedaytodayaffairsofthecompany.
Weareguidedbythebeliefcustomerfirstinourpractices.Inthatdirectionourcorporate
philosophyisinnovate&produceonlythebestinaccordancewithconsumerpreferencesatright
priceandinrighttime.
Ourchairmansemphasisonqualityandtechnologyupgradationandmanagingdirectorsobsession
withinnovationandcustomerorientationhelpedusnotonlyinsailingthroughroughweathersof
globalizationbutemergedasastrongplayerinthiscompetitiveenvironment.
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Chapter3
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VISION
&
MISSION
VISION
Weareguidedbythebeliefcustomerinourpractices.Inthatdirectionourcorporatephilosophyis
innovativeandproduceonlythebestinaccordancewithcustomerpreferenceatrightpriceandin
righttime
MISSION

Somahasquitlongmissionstatementwhichcoversallthecomponentofmissionstatementthat:
weearnestlyandsincerelylookforwardtosatisfyingourclient.Wearecontinuouslyresearchingin
innovationandthelatesttechnologytokeeppacewithvogue.Wepayattentiontocosteffectiveness;
thereforeweareabletogivequalityatcompetitiveprices.Wepaydueattentiontoourenvironment
andavoidpollution.Lastbutnotleast,weabhorchildandforcedlabor.
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Chapter4
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IMPORTANCE
AND
PROPOSE
OF
THE
PERFOMANCE
APPRISAL
IntroductiontoPerformanceAppraisal
Oncetheemployeehasbeenselected,trainedandmotivated,heisthenappraisedforhisperformance.
PerformanceAppraisalisthestepwheretheManagementfindsouthoweffectiveithasbeenathiring
andplacingemployees.Ifanyproblemsareidentified,stepsaretakentocommunicatewiththe
employeeandremedythem.PerformanceAppraisalisaprocessofevaluatinganemployees
performanceintermsofitsrequirements.
PerformanceAppraisalcanalsobedefinedastheprocessofevaluatingtheperformanceand
qualificationsoftheemployeesintermsoftherequirementsofthejobforwhichheisemployed,for
purposesofadministrationincludingplacement,selectionforpromotions,providingfinancialrewards
andotheractionswhichrequiredifferentialtreatmentamongthemembersofagroupasdistinguished
fromactionsaffectingallmembersequally.
ImportanceandPurpose
PerformanceAppraisalhasbeenconsideredasthemostsignificantanindispensabletoolforan
organization,foranorganization,fortheinformationitprovidesishighlyusefulinmakingdecisions
regardingvariouspersonnelaspectssuchaspromotionandmeritincreases.Performancemeasuresalso
linkinformationgatheringanddecisionmakingprocesseswhichprovideabasisforjudgingthe
effectivenessofpersonnelsubdivisionssuchasrecruiting,selection,trainingandcompensation.
Accurateinformationplaysavitalroleintheorganizationasawhole.Theyhelpinfindingoutthe
weaknessesintheprimaryareas.
FormalPerformanceAppraisalplansaredesignedtomeetthreeneeds,oneoftheOrganizationandthe
othertwooftheindividualnamely:
Theyprovidesystematicjudgmentstobackupsalaryincreases,transfers,demotionsorterminations.
Theyarethemeansoftellingasubordinatehowheisdoingandsuggestingneededchangesinhis
behavior,attitudes,skillsorjobknowledge.TheylethimknowwherehestandswiththeBoss.
Superiorusesthemasabaseforcoachingandcounselingtheindividual.
OnthebasisofRatingmethodorappraisalprocedures,themainobjectivesof
EmployeeAppraisalis:
Toenableanorganizationtomaintainaninventoryofthenumberandqualityofallmanagersandto
identifyandmeettheirtrainingneedsandaspirations.
Todetermineincrementrewardsandtoprovidereliableindexforpromotionsandtransferstopositions
ofgreaterresponsibility.
Tosuggestwaysofimprovingtheemployeesperformancewhenheisnotfoundtobeuptothemark

duringthereviewperiod.
Toidentifytraininganddevelopmentneedsandtoevaluateeffectivenessoftraininganddevelopment
programmers.
Toplancareerdevelopment,humanresourceplanningbasedpotentials
METHODSOFPERFORMANCEAPPRAISALS
RATINGSCALES:
Thisisthemostcommonlyusedmethodofperformanceappraisal.Underthismethod,factorstobe
ratedareemployeefeaturesincludequalitysuchasinitiative,leadership,cooperativeness,
dependability,industryattitude,enthusiasm,loyalty,creativeability,decisiveness,analyticalability,
emotionalabilityandcoordination.Employeecontributionincludesqualityandquantityofwork,
responsibilityassumed,specificgoalsachievedregularityofattendance,leadershipoffered,attitude
towardssuperiorsandassociates,versatility.
Thedegreeisusuallymeasuredonascalethatcanvaryfromthreepoints(good,averageandpoor)to
severalpoints.Theanchorpointsinmostcasesarelabeledexcellent,poor,highloworneveralways,
dependingontheformat.Iftraitsaremerelytobelisted,thanfirsttodimensionswillbethemost
appropriate.Ontheotherhand,ifastatementsuchascanhebedependentupon,describesatraits,
thanneveralwaysdimensionsaremoreappropriate.Scalescanbepresentedinthreeways:
Apointscalerateanchordefinecreativeability
ExcellentPoor
54321
ApointscalewithbothanchorsandscalespointsdefinedcanberelieduponAlways
OftenSometimesSeldomNever
3.Apointscalewiththefeaturesinitiativeandadefinitionofscalepointalways,seldom,neveretc.
Tosomeextent,itovercomestheextractofnumericalscales.Theseratingusedtobevalidatedagainst
othermethodsofevaluation.Humanbehavioriscomplexandtraitssuchasjobknowledge,experience,
abilitytogetthingsdoneetc.arehardlyindependentofeachother.Besides,eachmaybeacomposite
ofsimilartraits.Thevalidityofratingalsodependsonratersfeatures.
Theratingmethodsmaypermittwoemployeestohavethesametotalrating,thoughonspecifictraits
theymightgetdifferentratings.E.g.employeesaandbmayhaveatotalscoreoftwenty,butthere
distributiononspecificfeaturesmayvary.Letslookatthedistributiongivenbelow.
CharacteristicsEmployees'A'Employees'B'
Knowledgeofjob35
Abilitytogetworkdone24
Sociability52
Personality43
Responsibility14
Cooperation55
Total2020
Ifoneweretoactonlyontotalscore,recommendationforAshouldbesimilartothoseforB.yetAis
poorinworkrelatedaspectsbutstrongoninterpersonalbehaviorwhilereverseistrueforB.The

solutionforthisproblemmaybetoassignvariousfeaturesaccordingtotheorganization.
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Chapter5
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RESEARCHMETHODOLOGY
AimoftheResearch
ToascertaintheeffectivenessofPerformanceAppraisalmethodologyusedbythe
Organization.
Objectivesofthestudy
Thefollowingaretheobjectivesofthestudy
Todevelopmyunderstandingofthesubject.
PerformanceAppraisalSystemimplementedinvariousOrganizationsvariesaccordingtotheneedand
suitability.Throughmyresearch,IhavetriedtostudythekindofAppraisalusedintheOrganization
andthevariousprosandconsofthistypeofsystem.
Toconductastudyonsocialbehavior.
Socialbehaviorisaveryunpredictableaspectofhumanlifebutsocialresearchisanattempttoacquire
knowledgeandtousethesameforsocialdevelopment.
Toenhancethewelfareofemployees.
TheAppraisalsystemisconceivedbytheManagementbutmostlydoesnottakeintoconsiderationthe
opinionoftheemployees.ThiscanleadtoadverseproblemsintheOrganization.Thereforebythis
studyIhaveattemptedtoputforththeopinionoftheemployeewithrespecttotheacceptabilityofthe
PerformanceAppraisalSystem.
Toexercisesocialcontrolandpredictchangesinbehavior.
Theultimateobjectofmyresearchistomakeitpossibletopredictthebehaviorofindividualsby
studyingthefactorsthatgovernandguidethem.
ResearchDesign
Aresearchdesignisatypeofblueprintpreparedonvarioustypesofblueprintsavailableforthe
collection,measurementandanalysisofdata.Aresearchdesigncallsfordevelopingthemostefficient
planofgatheringtheneededinformation.Thedesignofa
Researchstudyisbasedonthepurposeofthestudy.
Aresearchdesignisthespecificationofmethodsandproceduresforacquiringtheinformationneeded.
Itistheoverallpatternorframeworkoftheprojectthatstipulateswhatinformationistobecollected
fromwhichsourceandbywhatprocedures.
Sampling
Anintegralcomponentofaresearchdesignisthesamplingplan.Specifically,itaddressesthree
questions,
Whomtosurvey(TheSampleUnit)
HowmanytoSurvey(TheSampleSize)&
Howtoselectthem(TheSamplingProcedure)
MakingacensusstudyofthewholeuniversewillbeimpossibleontheaccountofLimitationsoftime.
Hencesamplingbecomesinevitable.Asampleisonlyaportionofthetotalemployeestrength.
AccordingtoYule,afamousstatistician,theobjectofsamplingistogetmaximuminformationabout
theparentpopulationwithminimumeffort.
MethodsofSampling

ProbabilitySamplingisalsoknownasrandomsamplingorchancesampling.Underthissampling
designeveryindividualintheorganizationhasanequalchance,orprobability,ofbeingchosenasa
sample.Thisimpliesthatthesectionofsampleitemsisindependentofhepersonsmakingthestudy
thatis,thesamplingoperationiscontrolledobjectivelysothattheitemswillbechosenstrictlyat
random.
NonProbabilitySamplingisalsoknownasdeliberatesampling,purposefulandjudgmentalsampling.
NonProbabilitySamplingisthatwhichdoesnotprovideeveryindividualintheOrganizationwitha
knownchanceofbeingincludedinthesample.
Datacollectionmethod
Collectionofdataisthefirststepinstatistics.Thedatacollectionprocessfollowstheformulationfor
researchdesignincludingthesampleplan.Thedatacanbesecondaryor
Primary.
CollectionofPrimaryDataduringthecourseofthestudyorresearchcanbethroughobservationsor
throughdirectcommunicationwithrespondentsononeformoranotherorthroughpersonalinterviews.
IhavecollectedprimarydatabythemeansofaQuestionnaire.TheQuestionnairewasformulated
keepinginmindtheobjectivesoftheresearchstudy.
Secondarydatameansdatathatisalreadyavailablei.e.,theyrefertodata,whichhasalreadybeen
collectedandanalyzedbysomeoneelse.Whenasecondarydataisused,theresearcherhastolookinto
varioussourcesfromwherehecanobtaindata.Thisincludesinformationfromvariousbooks,
periodicals,magazinesetc.
ResearchMethodologyAdopted
ResearchDesign:Descriptiveresearch
ResearchInstrument:StructuredQuestionnaire
SamplingPlan
i)SampleMethod:ProbabilitySampling
(RandomSampling)
ii)SampleSize:50
iii)SampleUnit:Employeesofcompany
SourceofData
PrimaryData:StructuredQuestionnaire
b)SecondaryData:Journals,Booklets,Company
Data,etc.
SamplingDesign:(ahithodi23litesamplerandomvichetypekarje)
RandomSampling__________________________________________________
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Chapter6
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PERFORMANCE
APPRAISAL
FORM
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Chapter7
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DATA
ANALYSIS
Male/Femaleratiowithintheselectedsample
Data
Males38
Females12
Analysis
ThereisequalityintermsoftheratiobetweenmalesandfemalesinChampionSOMATEXTILE
INDUSTRIESLTD.Thiscanalsobeascertainedfromthefactthatthesameratioispresentamongthe
totalstrengthof350+employeesinthecompany.Thesamplewascarefullychosentoensurethatthe
studygaveanequalopportunitytoboththesectionstovoicetheiropinionandtheregainatruerpicture
oftheconclusionsderivedbythestudy.ThebalanceofboththegendersintheOrganizationalsogives
risetoagoodworkatmosphereandbetterunderstandingbetweentheemployees.Thistrendcanalso
bewitnessedinthesupervisoryranksofChampionSOMATEXTILEINDUSTRIESLTD.Thishelps
toremovemanybarriersthatmayexistduetovariousreasons.TheManagementofSOMATEXTILE
INDUSTREIALLIM.strivestobeanequalopportunityemployerandthereforedoesnottryto
discriminateonthebasisofGender.
YearsofExperiencewithintheOrganization

Analysis
MostoftheemployeesintheOrganizationarerelativelynewbecauseamajorityofthem(i.e.66%)
havebetweenoneandtwoyearsofexperienceintheOrganization.Thisismainlyduetothefactthat
theOrganizationisinaconstantmodeofgrowthandisthereforerecruitinginabigway.The
expansionplansaredonekeepinginmindtheproposedgrowthinbusinessinthenearfuture.Another
reasonisthefactthatfindingnewtalentfortherequiredskillsisatoughtaskbecausemarket
awarenessaboutthecareergrowthinthissectorisverylimited.Duetothis,hasinductedalotof
employeesafterprovidingthemwithtrainingtoensurethattheirHumanresourcerequirementsare
met.
HaveyouworkedinanyotherCompanypriortojoiningthis
Organization?

Data
Yes32
No18
Analysis
Thirtytwoemployees(i.e.64%)havesomeamountofpriorworkexperiencebeforeJoiningChampion
SOMATEXTILEINDUSTRIESLTD.MostofthemarediplomaholdersinAnimationandwerenot
awareoftheexistenceofsuchanindustry.TheycametoknowAboutthesameonlyafterseeingthe
advertisementsofthecompanyinthenewspaper.Thisalsomeansthateventhoughmostofthemhave
workedpriortojoiningChampionSOMATEXTILEINDUSTRIESLTD.,theydonothaveanyhands

onexperienceofthekindofWorkcarriedoutbyChampionSOMATEXTILEINDUSTRIES
LTD.Thisfactcanalsobeinterpretedashavingnovalidworkexperienceatallpriortojoining
TheOrganization.
2)WereyouinformedaboutthePerformanceAppraisalmodel,usedintheOrganization,duringyour
induction?

Data
Yes27No23
Analysis
Duetothefactthatmostoftheemployeeshavegotnoexperienceinthissectorbefore,theydidnotask
aboutthePerformanceAppraisalmodelusedintheOrganization.Therespondentsthatsaidthatthey
wereinformedofthemodelduringtheinterviewweretoldsoatthediscretionoftheinterviewer.The
companyhashowevermadeitapointtoinformtheemployeeaboutthemodelbeforehesignsthe
acceptanceletter.Thispreventsanyambiguitiesandmisunderstandingaboutwhatisexpectedofthe
employeebeforehejoinstheOrganization.
3)HowdoyoufindthePerformanceAppraisalModelinthis
Organization?(Markalltherelevantoptions)

Data
Simple372)Complicated133)Objective17
Subjective335)Efficient326)Inefficient18
Analysis
Fromtheabovechartitcanbeinferredthat,amajorityofthesamplerespondentshavefoundthe
AppraisalModeltobesimpleandefficientononehandbutalsosubjectiveontheotherhand.The
Appraisalmodelhasbeenthoroughlydealtwithduringthetrainingsotheemployeesknowexactly
whatisexpectedofthem.TheHRdepartmentfollowsanopendoorpolicywhichensuresthatany
queriesregardingthepolicycanbeclarifiedtotheemployeessatisfaction.Buttheemployeesareof
theopinionthatthesubjectivenatureoftheAppraisalsystemisoneofthemaindisadvantages.The
factremainsthatduetothekindofworkcarriedoutbyChampionSOMATEXTILEINDUSTRIES
LTD.,itbecomesquiteirrelevanttoappraiseonanobjectivebasis.
4)Inyouropinion,doesthePerformanceAppraisalSystemgiveproperassessmentofyour
contributiontotheOrganization?
Data
Yes27
No23
Analysis
About54%oftherespondentssaythatthePerformanceAppraisalSystemdoesgiveatrueandfair
viewoftheircontributiontotheOrganization.Thisdoesincludeemployeeswhothinkthattheirrating
doesnotalwaysturnuptobecorrectaspertheiropinion.Thegroupofrespondentswhohavereplied
inthenegative,alsoincludecandidateswhosaythattheappraisaldoesnotturnouttoberightmostof
thetimesbutdoshowafairviewsometimes.Sincetheappraisalisdoneoaquarterlybasisandmost
ofthecandidateshavenotgonethroughmorethan23roundsofappraisals,thedatamaynotbe
entirelysufficienttoreachanyconclusions.

5)HowoftendoesyourPerformanceassessmentmatchtoyour

expectations?

Data
1)Never22)Rarely83)Sometimes13
4)Often205)everytime7
Analysis
Thisquestionwaspurposelyputintothequestionnairetovalidatetheanswersfortheprevious
question.Thebreakupofthedataclearlyshowsthat4%oftheentiresamplestatethattheirappraisal
havenevershownafairviewoftheirperformance.Ifthiscanbecombinedwiththosewhoareofthe
opinionthattheirappraisalrarelymatchesuptotheirexpectations,thisfiguregoesuptoconsistabout
20%ofthepopulation.Thatshowsthat80%aresatisfiedwiththepresentsystemeventhoughthis
includessatisfactioninvaryingdegreesliketheappraisalmatchesuptotherespondentsexpectations
sometimes,oftenoreverytime.Thisdoesshowthatthesatisfactionleveloftheemployeesinthis
systemisquitehighandthatthereisageneralfeelingoflikeabilityamongtherespondents
6)Accordingtoyou,howoftenshouldthePerformanceReviewtake
place?
Data
1)Onceinaweek142)Onceamonth173)Every3months12
4)Every6Months35)OnceaYear4
Analysis
Performanceappraisalreviewisaconstantprocessandlesserthefrequencybetweentheappraisals,the
better.Themajoritywant(i.e.86%whichincludesthefirst3optionsonly)thefrequencyofthe
appraisaltolessthan3months.Theemployeessaythatthelongerthefrequencybetweenappraisals,
themorethechancesoftheappraisalnotmatchinguptotheirexpectationsbecausemany
performancesgetoverlooked.Iftheappraisalisdoneonamorefrequentbasis,theemployeehasa
chancetofindoutthegapsinhis/herperformanceonamoreregularbasiswhichwillhelpthemto
improvemoreontheirperformanceandtherebyeliminatewaste.Theappraisaldoesnotnecessarily
havetobeaformalone.Eveninformalperformanceappraisalsdonebetweenformalappraisalsbuton
amorefrequentlevelwillmostcertainlyhelpandgoalongwayinimprovingperformanc
7)WhatisyourSatisfactionlevelwiththecurrentAppraisalSystem?
Data
1)VeryLow02)Low43)Average13
4)High285)VeryHigh5
Analysis
ThesatisfactionleveloftheAppraisalsystemisquitehighascanbeseenfromthegraph.Thisisa
goodsignasincreasedlevelofsatisfactionisthemainemphasisofanyappraisalsystem.Thecurve
topsattheratingofhighandthisincludesabout56%ofthepopulation.Thebellcurveshowsthat92%
haveratedtheAppraisalsystemasaverage,highorveryhigh.ThehighSatisfactionlevelinthe
Systemcouldalsobeduetovariousreasonslikemonetaryornonmonetaryincentivesorgrowth
parameters.Thesatisfactionlevelalsobringstolighttheefficiencyofthemanagementindevisingan
acceptableAppraisalsystem.

8)Whicharetheareasthatshouldbeimprovedupon?

Data
1)Standards122)MonetaryIncentives25
3)FreqofAppraisal234)Appraiser3
Analysis
`Thisquestionbreaksupthedifferentphasesoftheappraisalsystemandtriestocometoderivea
conclusionastotheareasofimprovementintheprocessofevaluation.Fiftypercentoftherespondents
saythatthereshouldbeachangeontheaspectofmonetaryincentives.Thisdoesnotrefertoan
increaseinthemonetaryincentivesbutamorereasonableincentivestructurethatwillproperlyreward
increasedandefficientperformance.Thefrequencyofappraisalisanotheraspectthatneededreview.
Thepresentsystemisaquarterlyoneandthegeneralopinionisthatinformalappraisalsshouldbeheld
onamoreregularbasis.Standardsofperformance(i.e.benchmarks)shouldbeimprovedaccordingto
24%oftherespondents.Only6%havestatedthethereshouldbechangeintheappraiser,whichisan
inevitablesignoftheoperationalefficiencyofthesystem.
9)HowimportantdoyouthinkisPerformanceAppraisaltoyour
Performance?
Data
NotImportant02)LessImportant23)Important14
4)VeryImportant225)MostImportant12
Analysis
ThisquestionwasputintofindoutandanalyzetheimportanceoftheAppraisalsystemtothe
productivityoftheemployee.Thedataclearlyshowsthattherecognitionoftheemployees
performancedoeshaveadirectimpactonhis/herefficiency.Avastmajorityoftherespondents(i.e.
68%whichincludesratingsofveryimportantormostimportant)affirmthattheirperformanceis
directlyinfluencedbyrecognitionsoftheirperformancebytheappraisalsystem.Noneofthe
respondentshavestatedthattheappraisalsystemhadnoeffectontheirproductivity.Thispointsoutto
thefactthattheAppraisalsystemgoesalongwayindeterminingtheproductivityoftheemployeesin
anOrganization.ThereforeitisveryimportantforanyOrganizationtodevisetheirPerformance
AppraisalSystemcarefully.
10)DoyouthinktheOneonOnesessionsareeffectiveinironingout
problemsintheworkenvironment?
Data
Yes23
No27
Analysis
OneononesessionsareconductedbyChampionSOMATEXTILEINDUSTRIESLTD.duringthe
appraisalsystemphasetotelltheemployeeonanindividuallevelastotheratinggiventohim/her.
Eachsessionlastsbetween1030minutes.Theteamleadertriestojustifyhisreasonsonwhyhehad
givenaparticularratingtoanemployee.Sixtyfourpercentoftheemployeesrespondedbysayingthat
theoneononesessionsarenotefficientinironingoutproblemsmainlybecausesincetheyaredoneon
aformalbasissomostemployeesconsideritjustasaformalitywhichtheappraiserusestoimposethe
ratinghehasalreadygiventoanemployee.Theemployeethereforedoesnotexpecttheratingto
changeafteraoneononesessionwiththesupervisor.
11)TransparencyratingofthePerformanceAppraisalsystem
Data
4Points102)5Points163)6Points9
4)7Points85)8Points56)9Points2

Analysis
Thisquestionisanattempttoanalyzetheperceivedtransparencyoftheratingamongtheemployeesof
theOrganization.Amajorityoftheemployeeshavegivenatransparencyratingof5.Theperceptionof
theemployeesissincetheappraisalisdoneonaquarterlybasis,theemployeeisnotinapositionto
actuallyevaluatethebasisoftheratinghe/shehavereceived.Thiscausesalotofambiguityinthe
ratings.Thisistheprimaryconcernduewhichalmost70%havegivenaratingof6andbelow.The
respondentswhohavegivenaratingof7andabovehavemostlygiventhisratingbecausetheyhave
gotgoodratingsinthepastandfeelthatthereisnotmuchrequiredintermsoftransparencyaslongas
theygetgoodratingsthemselves.

12)Doyoufeelcomfortablediscussinganydifferenceofopinionabout
YourPerformanceRatingwithyourappraiser?
Data
Yes21
No29
Analysis
Themajorreasonforthedecreasedtransparencyratingmightbeduetothefactthat58%ofthe
respondentsdidnotfeelfreetoexpresstheirdispleasure,ifany,totheratinggiventothem.Thiscanbe
duetodecreasedcomfortlevelswiththeappraiser.Theappraisalsystemcanonlybeefficientifittakes
intoconsiderationtheemployeessideoftheappraisal.Theremightbevariousaspectsthatthe
appraisermighthaveaccidentallyoverlookedorcertaincircumstancesmisinterpretedwhichcanbe
clarifiediftheemployeeismoreopenandcomfortablewiththeemployer

13)PerformanceAppraisalModelRating
Data
1)5Points22)6Points63)7Points14
4)8Points163)9Points12
Analysis
TherespondentswerespecificallytoldtoratetheAppraisalsystembysettingasideanykindofhuman
interventionpresentinitbyjustevaluatingitsinherentstructureandnotefficiencyinitsexecution.
ThishelpstoascertainwhetherthereareanyflawsinthePerformanceAppraisalsystem.About80%
ofthesamplehasgivenaratingof7pointsandabove.Thisshowsthesystemisgenerallyacceptableto
theemployeesandisagoodsignforChampionSOMATEXTILEINDUSTRIESLTD.Theconcernof
theOrganizationshouldbetofindoutwhytheremaining20%arenotveryhighlysatisfiedwiththe
systemandfindoutwaysandmeanstoincreasetheiracceptabilityofthesystem.

Chapter8

Limitations
Thefollowingarethelimitationsfacedbymeduringthecourseofthestudy
Thesampleconsistedonlyofemployeesinthedayshift.Employeesofthenightshiftwerenot
consideredforthepurposeofstudy.
Thereisnoconcretebasistoprovetheresponsegivenisatruemeasureoftheopinionofallthe
employeesasawhole.Convenientsamplingwasusedasthemodeofconductingtheresearch.
Thequestionnairecontainedmostlymultiplechoicequestions;thereforemanyrespondentsmaynot
havegivenaproperthoughtbeforeansweringthequestions.
Theresponseoftherespondentsmaynotbeaccuratethinkingthatthemanagementmightmisusethe
data.
Almostallofthequestionnaireshadtheopenendedquestionno.11,leftunanswered.
Sensitivecompanyinformationcannotbedisplayedintheprojectreport.
Mostrespondentsmightbeinfluencedbytheirpeersinansweringthequestions.
Duetothefactthatmostoftherespondentswereyoung,thequestionsmightnothavebeenanswered
withduesincerity.

Chapter9

FINDINGS
AND
OBSERVATION
WhatIobservedduringtheprojectworkis:
Themanagementhasunderstoodtheimportanceofsystematicappraisalsystem&theyaretaking
everyefforttoimplementitproperly.
Thetrainingprogrammedarrangedforperformanceappraisalisgood.Thetrainerisalsoveryeffective
tomaketheemployeesunderstandtheconcept.

Mostoftheemployeesareslowlyunderstandingtheimportanceofperformanceappraisal.
Thegameswhichwereplayedinthetrainingprogrammewerehelpfultounderstandthat;howpeople
understand&learnsmallthings,whichareusefulforindividualaswellasorganizationeffectiveness.
Thesegamesinducedthemtothinkaboutsmallthings,whichtheycaneasilydevelopinthemselves
withoutspendinganything.
Andfinallytheyunderstandhowperformanceappraisalwillhelpthem&theywereconvincedthat
performanceappraisalactivityshouldbedoneinthehospitals.
Theperformanceappraisaltrainingprogrammedisappreciatedbytheemployees&theyarereally
benefitedbyit.

Chapter10

SUGGESTION

Companyhasarrangedmoretraininganddevelopmentprogramtotheworkers.
Companyalsohastodevelopcounselingcriteriabecausetheyemployeebelowthemanageriallevel
thatemployeereallywantcounseling.
Accordingtomypointofviewcompanyshouldextendtherimelimitedoftrainingprogram.
Companyshouldfollowmethodregardingtheperformanceappraisal.
Thefollowingmeasuresmaybeadoptedbytheorganizationtoimprovethemoralandtocreateabetter
senseofloyaltytowardtheorganization.
Minimizingthesalarydifferentexistingbetweenthoseworkingatsiteandtheseworkinginoffice.
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Chapter11
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CONCLUSION
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Chapter12
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ANNEXURE

QUESTIONNAIRE
DearRespondent,
Iwouldbegratefulifyoucouldsparesomeofyourtimetorespondtothefollowingquestions.Your
responsewillbetreatedasconfidentialandwouldonlybeusedforthepurposeofstudy.
GenderMaleFemale
Age21252530303535+
YrsofexperienceinthisOrganization
LessthanaYear1yr2yrs3yrs4yrs+
HaveyouworkedinanyotherCompanypriortojoiningthisOrganization?
YesNo

WereyouinformedaboutthePerformanceAppraisalmodel,usedintheOrganization,duringyour
induction?

YesNo
HowdoyoufindthePerformanceAppraisalModelinthisOrganization?(Markalltherelevant
options)
SimpleComplicatedObjective
SubjectiveEfficientInefficient
Inyouropinion,doesthePerformanceAppraisalSystemgiveaproperassessmentofyourcontribution
totheorganization?
YesNo
HowoftendoesyourPerformanceassessmentmatchtoyourexpectations?
NeverRarelySometimes
OftenEverytime
Accordingtoyou,howoftenshouldthePerformanceReviewtakeplace?
OnceaweekonceamonthEvery3months

Every6monthsonceayear
WhatisyourSatisfactionlevelwiththecurrentAppraisalSystem?
VerylowLowAverage
HighVeryHigh
Whicharetheareasthatshouldbeimprovedupon?(Markalltherelevantoptions)
StandardsMonetaryincentives
FrequencyofAppraisalAppraiser

HowimportantdoyouthinkisPerformanceAppraisaltoyourPerformance?
NotImportantLessImportant
ImportantVeryImportant
`MostImportant
DoyouthinktheOneonOnesessionsareeffectiveinironingoutproblems
intheworkenvironment?
YesNo
IfyouweregivenanopportunitytoratethetransparencyoftheAppraisalSystem,Whatmarkswould
yougive?(Onascaleof1to10with1beingthelowestand10Beingthe
highest)____________________________________________________________________________
___________________________________________________________________________________
_______________________________
DoyoufeelcomfortablediscussinganydifferenceofopinionaboutyourPerformanceratingwithyour
appraiser?
YesNo
HowdoyouratethePerformanceAppraisalSysteminyourOrganization?(Onascaleof1to10with