A STUDY ON PERFORMANCE APPRAISAL IN EVENT MANAGEMENT IN

TENSILE PRO PIPES MANUFACTURING INDUSTRY AT TRICHY

CHAPTER I

INTRODUCTION

INTRODUCTION TO EVENT MANAGEMENT

Event(or personnel) management, in the sense of getting things done through people, is an
essential part of every manager’s responsibility, but many organizations find it advantageous
to establish a specialist division to provide an expert service dedicated to ensuring that the
event function is performed efficiently.

“People are our most valuable asset” is a cliché, which no member of any senior management
team would disagree with. Yet, the reality for many organizations is that their people remain
undervalued, under trained and underutilized.

The market place for talented, skilled people is competitive and expensive. Taking on new
staff can be disruptive to existing employees. Also, it takes time to develop ‘cultural
awareness’, product / process / organization knowledge and experience for new staff
members.

FUNCTIONS OF EVENTMANAGEMENT

Following are the various functions of Event Management that are essential for the effective
functioning of the organization:

 Recruitment
 Selection
 Induction
 Performance Appraisal
 Training & Development

RECRUITMENT

The process of recruitment begins after manpower requirements are determined in terms of
quality through job analysis and quantity through forecasting and planning.

Selection
The selection is the process of ascertaining whether or not candidates possess the requisite
qualifications, training and experience required.

INDUCTION

a) Induction is the technique by which a new employee is rehabilitated into the changed
surroundings and introduced to the practices, policies and purposes of the organization.

WHAT IS “PERFORMANCE APPRAISAL”?

Performance Appraisal is defined as the process of assessing the performance and progress of
an employee or a group of employees on a given job and his / their potential for future
development. It consists of all formal procedures used in working organizations and potential
of employees. According to Flippo, “Performance Appraisal is the systematic, periodic and an
important rating of an employee’s excellence in matters pertaining to his present job and his
potential for a better job.”

CHARACTERISTICS

a) Performance Appraisal is a process.

b) It is the systematic examination of the strengths and weakness of an employee in
terms of his job.
c) It is scientific and objective study. Formal procedures are used in the study.
d) It is an ongoing and continuous process wherein the evaluations are arranged
periodically according to a definite plan.
e) The main purpose of Performance Appraisal is to secure information necessary for
making objective and correct decision an employee.

PROCESS

The process of performance appraisal:

 Establishing performance standards

 Communicating the Standards
 Measuring Performance
 Comparing the actual with the standards
 Discussing the appraisal
 Taking Corrective Action

LIMITATIONS

 Errors in Rating
 Lack of reliability
  Negative approach
 Multiple objectives
 Lack of knowledge

METHODS OF PERFORMANCE APPRAISAL

The foregoing list of major program pitfalls represents a formidable challenge, even
considering the available battery of appraisal techniques. But attempting to avoid these
pitfalls by doing away with appraisals themselves is like trying to solve the problems of life
by committing suicide.

The more logical task is to identify those appraisal practices that are

 most likely to achieve a particular objective and

 Least vulnerable to the obstacles already discussed.

Before relating the specific techniques to the goals of performance appraisal stated at the
outset of the article, I shall briefly review each, taking them more or less in an order of
increasing complexity.

The best-known techniques will be treated most briefly.

ESSAY APPRAISAL

In its simplest form, this technique asks the rater to write a paragraph or more covering an
individual's strengths, weaknesses, potential, and so on. In most selection situations,
particularly those involving professional, sales, or managerial positions, essay appraisals
from former employers, teachers, or associates carry significant weight.

GRAPHIC RATING SCALE

This technique may not yield the depth of an essay appraisal, but it is more consistent and
reliable. Typically, a graphic scale assesses a person on the quality and quantity of his work
(is he outstanding, above average, average, or unsatisfactory?) and on a variety of other
factors that vary with the job but usually include personal traits like reliability and
cooperation. It may also include specific performance items like oral and written
communication.

FIELD REVIEW
The field review is one of several techniques for doing this. A member of the personnel or
central administrative staff meets with small groups of raters from each supervisory unit and
goes over each employee's rating with them to

 identify areas of inter-rater disagreement,

 help the group arrive at a consensus, and
 Determine that each rater conceives the standards similarly. .

FORCED-CHOICE RATING

Like the field review, this technique was developed to reduce bias and establish objective
standards of comparison between individuals, but it does not involve the intervention of a
third party.

MANAGEMENT BY OBJECTIVES

To avoid, or to deal with, the feeling that they are being judged by unfairly high standards,
employees in some organizations are being asked to set - or help set - their own performance
goals. Within the past five or six years, MBO has become something of a fad and is so
familiar to most managers that I will not dwell on it here.

RANKING METHODS

For comparative purposes, particularly when it is necessary to compare people who work for
different supervisors, individual statements, ratings, or appraisal forms are not particularly
useful. Instead, it is necessary to recognize that comparisons involve an overall subjective
judgment to which a host of additional facts and impressions must somehow be added. There
is no single form or way to do this.

The best approach appears to be a ranking technique involving pooled judgment.

The two most effective methods are alternation ranking and paired comparison ranking.

1. “Alternation ranking”:

Ranking of employees from best to worst on a trait or traits is another method for evaluating
employees. Since it is usually easier to distinguish between the worst and the best employees
than to rank them, an alternation ranking method is most popular. Here subordinates to be
rated are listed and the names of those not well enough to rank are crossed. Then on a form as
shown below, the employee who is highest on the characteristic being measured and the one
who is the lowest are indicated. Then chose the next highest and the next lowest, alternating
between highest and lowest until all the employees to be rated have been ranked.

2. “Paired-comparison ranking”:

This technique is probably just as accurate as alternation ranking and might be more so. But
with large numbers of employees it becomes extremely time consuming and cumbersome.

Both ranking techniques, particularly when combined with multiple rankings (i.e., when two
or more people are asked to make independent rankings of the same work group and their
lists are averaged), are among the best available for generating valid order-of-merit rankings
for salary administration purposes.

ASSESSMENT CENTERS

So far, we have been talking about assessing past performance. What about the assessment of
future performance or potential? In any placement decision and even more so in promotion
decisions, some prediction of future performance is necessary. How can this kind of
prediction be made most validly and most fairly?

360 DEGREE FEEDBACKS

Many firms have expanded the idea of upward feedback into what the call 360-degree
feedback. The feedback is generally used for training and development, rather than for pay
increases.

Most 360 Degree Feedback system contains several common features. Appropriate parties –
peers, supervisors, subordinates and customers, for instance – complete survey,
questionnaires on an individual. 360 degree feedback is also known as the multi-rater
feedback, whereby ratings are not given just by the next manager up in the organizational
hierarchy, but also by peers and subordinates. Appropriates customer ratings are also
included, along with the element of self appraisal. Once gathered in, the assessment from the
various quarters are compared with one another and the results communicated to the manager
concerned.

Another technique that is useful for coaching purposes is, of course, MBO. Like the critical
incident method, it focuses on actual behavior and actual results, which can be discussed
objectively and constructively, with little or no need for a supervisor to "play God."
ADVANTAGES

 Instead of assuming traits, the MBO method concentrates on actual outcomes. If the
employee meets or exceeds the set objectives, then he or she has demonstrated an
acceptable level of job performance. Employees are judged according to real
outcomes, and not on their potential for success, or on someone's subjective opinion
of their abilities.
 The guiding principle of the MBO approach is that direct results can be observed
easily. The MBO method recognizes the fact that it is difficult to neatly dissect all the
complex and varied elements that go to make up employee performance.
 MBO advocates claim that the performance of employees cannot be broken up into so
many constituent parts, but to put all the parts together and the performance may be
directly observed and measured.

DISADVANTAGES

 This approach can lead to unrealistic expectations about what can and cannot be
reasonably accomplished. Supervisors and subordinates must have very good "reality
checking" skills to use MBO appraisal methods. They will need these skills during the
initial stage of objective setting, and for the purposes of self-auditing and self-
monitoring.
 Variable objectives may cause employee confusion. It is also possible that fluid
objectives may be distorted to disguise or justify failures in performance.

BENEFITS OF PERFORMANCE APPRAISALS

 Measures an employee’s performance.

 Helps in clarifying, defining, redefining priorities and objectives.
 Motivates the employee through achievement and feedback.
 Facilitates assessment and agreement of training needs.
 Helps in identification of personal strengths and weaknesses.
 Plays an important role in Personal career and succession planning.
 Clarifies team roles and facilitates team building.
 Plays major role in organizational training needs assessment and analysis.
 Improves understanding and relationship between the employee and the reporting
manager and also helps in resolving confusions and misunderstandings.
 Plays an important tool for communicating the organization’s philosophies, values,
aims, strategies, priorities, etc among its employees.
 Helps in counseling and feedback.
 Rating Errors in Performance Appraisals
Performance appraisals are subject to a wide variety of inaccuracies and biases referred to as
'rating errors'. These errors can seriously affect assessment results. Some of the most common
rating errors are: -

Leniency or severity: -

Leniency or severity on the part of the rater makes the assessment subjective. Subjective
assessment defeats the very purpose of performance appraisal. Ratings are lenient for the
following reasons:

 The rater may feel that anyone under his or her jurisdiction who is rated unfavorably
will reflect poorly on his or her own worthiness.
 He/She may feel that a derogatory rating will be revealed to the rate to detriment the
relations between the rater and the ratee.
 He/She may rate leniently in order to win promotions for the subordinates and
therefore, indirectly increase his/her hold over him.

Central tendency: -

This occurs when employees are incorrectly rated near the average or middle of the scale.
The attitude of the rater is to play safe. This safe playing attitude stems from certain doubts
and anxieties, which the raters have been assessing the rates.

Halo error: -

 A halo error takes place when one aspect of an individual's performance influences
the evaluation of the entire performance of the individual.
 The halo error occurs when an employee who works late constantly might be rated
high on productivity and quality of output as well ax on motivation. Similarly, an
attractive or popular personality might be given a high overall rating. Rating
employees separately on each of the performance measures and encouraging raters to
guard against the halo effect are the two ways to reduce the halo effect.

Rater effect: -

This includes favoritism, stereotyping, and hostility. Extensively high or low score are given
only to certain individuals or groups based on the rater's attitude towards them and not on
actual outcomes or behaviors; sex, age, race and friendship biases are examples of this type
of error.
Primacy and Regency effects: -

The rater's rating is heavily influenced either by behavior exhibited by the ratee during his
early stage of the review period (primacy) or by the outcomes, or behavior exhibited by the
ratee near the end of the review period (regency). For example, if a salesperson captures an
important contract/sale just before the completion of the appraisal, the timing of the incident
may inflate his or her standing, even though the overall performance of the sales person may
not have been encouraging. One way of guarding against such an error is to ask the rater to
consider the composite performance of the rate and not to be influenced by one incident or an
achievement.

Performance dimension order: -

Two or more dimensions on a performance instrument follow each other and both describe or
rotate to a similar quality. The rater rates the first dimensions accurately and then rates the
second dimension to the first because of the proximity. If the dimensions had been arranged
in a significantly different order, the ratings might have been different.

Spillover effect: - This refers lo allowing past performance appraisal rating lo unjustifiably
influence current ratings. Past ratings, good or bad, result in similar rating for current period
although the demonstrated behavior docs not deserve the rating, good or bad.

ROLES IN THE PERFORMANCE APPRAISAL PROCESS

a) Reporting Manager

 Provide feedback to the reviewer / HOD on the employees’ behavioral traits indicated
in the PMS Policy Manual
 Ensures that employee is aware of the normalization / performance appraisal process
 Address employee concerns / queries on performance rating, in consultation with the
reviewer

b) Reviewer (Reporting Manager’s Reporting Manager)

 Discuss with the reporting managers on the behavioral traits of all the employees for
whom he / she is the reviewer
  Where required, independently assess employees for the said behavioral traits; such
assessments might require collecting data directly from other relevant employees

c) HOD (In some cases, a reviewer may not be a HOD)

 Presents the proposed Performance Rating for every employee of his / her function to
the Normalization committee.
 HOD also plays the role of a normalization committee member
 Owns the performance rating of every employee in the department

d) HR Head

 Secretary to the normalization committee

 Assists HOD’s / Reporting Managers in communicating the performance rating of all
the employees

e) Normalization Committee

 Decides on the final bell curve for each function in the respective Business Unit /
Circle
 Reviews the performance ratings proposed by the HOD’s, specifically on the
upward / downward shift in ratings, to ensure an unbiased relative ranking of
employees on overall performance, and thus finalize the performance rating of each
employee

KEY CONCEPTS IN PMS

 In order to understand the Performance Management System at BHARTI, some

concepts need to be explained which play a very important role in using the PMS
successfully. They are:
 Ø KRA’S (KEY RESULT AREAS): The performance of an employee is largely
dependent on the KRA score achieved by the employee during that particular year.
Thus, it is necessary to answer a few basic questions i.e.
 What are the guidelines for setting the KRA’s for an employee?
 How does an employee write down his KRA’s for a particular financial year?
 KRA’s: The Four Perspectives.
 How is the KRA score calculated for an employee on the basis of the targets
sets and targets achieved?
BEHAVIORAL TRAITS:

Some of the qualitative aspects of an employees’ performance combined with the general
behavioral traits displayed by the employee during a year constitutes his behavior traits. An
employee is assigned the rating on the basis of the intensity of the behavior displayed by him.
They play a very important role in the deciding the final performance rating for an employee
as is even capable of shifting the rating one level upwards/downwards.

BHARTI 2010 LEADERSHIP COMPETENCY FRAMEWORK:

This competency framework is a simple and structured way to describe the elements of
behaviors required to perform a role effectively. This framework also tries to assess the
performance of an employee objectively.

THE PERFORMANCE RATING PROCESS:

The rating process tries to explain the four different types of rating that an employee can
achieve i.e. EC, SC, C and PC. It also explains the criteria, which is considered for awarding
any of these ratings to the employee.

PROMOTION AND RATING DISRTRIBUTION GUIDELINES:

The promotion and normal distribution guidelines provide the framework within which the
performance appraisal process has to work. It is very important that the HR department pays
due attention to these guidelines while preparing the bell curves for various functions and the
consolidated bell curve for all the functions. These guidelines also help in deciding upon the
promotion cases in a year.

RATIONALE OF THE STUDY

Performance Appraisal is the important aspect in the organization to evaluate

the employees performance. It helps in understanding the employees work culture,
involvement, and satisfaction. It helps the organization in deciding employees’ promotion,
transfer, incentives, pay increase.

OBJECTIVE OF STUDY:
  The objective of report is to study the plan promotions, salary revisions, promotions,
empowerment, training and development, and also demotions and terminations in
Reliance Securities ltd.
 To identify the source of performance appraisal in TENSILE PRO PIPES
MANUFACTURING INDUSTRY AT TRICHY.
 To identify the strength and weakness inside the employee in TENSILE PRO PIPES
MANUFACTURING INDUSTRY AT TRICHY.
 To provide training or reward according the appraisal.
 To study the performance appraisal methodology adopted by TENSILE PRO PIPES
MANUFACTURING INDUSTRY AT TRICHY

SCOPE OF STUDY:

 The strength of any organization is its people if people are attended to properly by
recognizing their talents, developing their capabilities and utilizing them
appropriately, organizing is likely to be dynamic and grow fast.
 Ultimately the variety of tasks in any organization has to be accomplished by the
people. Some of them may have capabilities to do certain task better than other tasks,
and some of them may not have capability to do the task assigned to them. In any case
of the important process goals of dynamic organization is to assure that its people are
capable of doing the variety of tasks associated with their role/ position.
 My interest is totally in H.R. and the above study would brighten my career in H.R.
 By this study I got an experience about how the organization works, attitude of people
working there also it got a chance to differentiate between practical and theoretical
work.

INDUSTRY PROFILE

INTRODUCTION TO THE ORGANIZATION

The Tensile Pro Pipes has been developed to provide smallholder farmers with
an affordable and sustainable way to bring water to their fields. The Tensile Pro Pipes
panel captures the sunlight and converts it into electricity which drives the pump. The
pump comes in a suction version (up to 7m) and a deepest version up to 20m.
The capacity on a clear day is maximum 13 m3/day when lifting from 4m and 4
m3/day when lifting from 20m. The capacity can be increased by adding a second
Tensile Pro Pipes panel. Assuming a crop requirement of 5l/m2.day, this capacity is
enough to serve a field of 2500 m2 and 800 m2 respectively. Future pump ltd(UK) is
the company that manufactures and markets the pump with technical support from
PRACTICA.

A Tensile Pro Pipes has been developed and tested that is affordable,
economically viable and suits the needs of smallholder farmers in developing countries.
The pump is currently produced by Future pump India ltd at a rate of 100 pumps per
month. The intention is to ramp up production to 10.000 units per year by 2017. Please
contact Future pump Ltd for distribution enquiries.

The Mangalore Electricity Supply Company (Mescom) may initiate a project to

install Tensile Pro Pipes sets used by farmers.

As an initial step, one pump set will be introduced in Kanchinadka area and if it
yields result, the project may be upgraded to supply potable water to people in
Padubidri. Each Tensile Pro Pipesset costs Rs 7.5 lakh and some fear that the farmers
may find it costly.

The response to siva mission has not been very encouraging in Karnataka. A
Mescom official was quoted by the media saying that the company is planning to
introduce Tensile Pro Pipes pump-sets for irrigation in the coming days. There should
be good support from the government by providing subsidies and loan facilities to
farmers to buy these pump sets, Umesh Nayak, a farmer in Padubidri, said.

PV water system to solve problems of agricultural water conservancy and desert

control

With agricultural farmland decrease, the desert area continues to expand, the
extreme arid climate impact on food production, solving water supply has become the
root of problem of agriculture.

Compared with the traditional diesel pump and electric pump irrigation, Tensile
Pro Pipes pump has great advantage. It will become the main way of agricultural
irrigation in the future, has a wide application prospect.

WHAT A TENSILE PRO PIPES WATER PUMPING SYSTEM IS

 A Tensile Pro Pipes water pumping system mainly consists of array, water
pump inverter and 3 phase AC pump, easy for use. In order to reduce the construction
and operation cost, to improve the reliability of the system, the system rejects storage
battery which could cause serious pollution to environment, storing water instead of
electricity, reduces the construction cost and maintenance cost.

Who we are

Shenzhen Tensile Pro Pipestech Renewable Energy Co.,Ltd is a professional

Tensile Pro Pipes pumping system and Tensile Pro Pipesgrid-connected system
manufacturer, handling R&D, production as well as sales. Dr. Xuzhen, our CTO (chief
technology officer), helped the government to design and create a Tensile Pro
Pipeswater pumping system for highway desertification protection in Hade district of
Xinjiang province in 2001. The system has been running steadily more than 10 years
already. The successful experience has proved that our system can completely meet the
requirements of forest creating along the highway in the desert, but without any
pollution

What we have done

Project 1

Project Location: Bangladesh

Project Name: PS5500 Tensile Pro Pipeswater pumping system for farmland irrigation

Solution: The system utilizes 8.9KW PV panel to power a 5.5KW AC submersible

pump with a Siva Pumpstech 7.5KW Tensile Pro Pipespump inverter for control and
conversion. The pump draws water from 10 meters underground, and water flow
reaches 800-1000m3 per day.

Economy Benefit: The system generates 16020 kWh of power every year. During its
25-year lifespan, the system will save coal 150.6 tons; reduce carbon emission 66.3
tons, sulfur dioxide3 tons, dust 2.3 tons and lime ash 39.2 tons.

Project 2

Project Location: Changjiang City, Hainan Province, China

Project Name: PS5500 Tensile Pro Pipes Pumping System for Farmland Irrigation

Project Introduction:

Yangliu village is located in Changjiang City, Hainan Province, and with

482241M2 plough area. Farmers rely on electricity for irrigation until now. Melons,
vegetables and peanuts are the main crops there. In 2010, Hainan government highly
appreciated and advocates green and low carbon agriculture, mainly on irrigation water
conservation. Therefore, the first set of Tensile Pro Pipes irrigation system is installed.

Solution:

Tensile Pro Pipes pumping system consists of a Tensile Pro Pipes array,
Tensile Pro Pipes pumping inverter and a three-phase AC pump. The Tensile Pro Pipes
array is composed of many Tensile Pro Pipes cells panels connected in series and in
parallel, converting irradiation from sunlight to electrical energy. The pumping inverter
controls and regulates pumping operation and converts DC to drive AC pumps. The AC
pump is driven by a 3-phase induction motor, draws water from well, rivers or lakes,
stores in tank or uses for irrigation directly. Utilizing Tensile Pro Pipes PS5500 Tensile
Pro Pipes pumping system, The pump draws water from 15 meters underground. Daily
water output of the system is up to 360M3.

Economy Benefit:

The system generates 15330 kWh electricity annually. In its 25-year long
application, the system is able to save standard coal up to 144 tons, reduce emission of
carbon dioxide, sulfur dioxide, soot and ash by 63 tons, 2.8tons, 2.16 tons and 37.44
tons respectively. This system was driven by Tensile Pro Pipes energy and works
automatically. It is environmental friendly to Hainan Island. “Low-Carbon Agriculture
for Islands” is the first in the world, SIVA ted from Hainan Island. The application sets a
new ground for low-carbon economy.

INDUSTRY STRUCTURE

INDIAN PUMPS INDUSTRY

Indian Pump Industry has more than 500 manufacturers with worker strength of
over 30,000 producing 1 million pumps valued at Rs.12 billion. During the period
1978-94 pump industry has maintained an average growth of 15% p.a. The pump
manufacturers are able to meet 84% of the domestic market demand and export pumps
worth Rs.2 billion in 1997-98. It services all sectors of the Indian Industry viz.
Agriculture, Public Health Engineering, Water supply, Chemical and process industries,
Refinery and Petrochemical, Paper, Steel, Mining, Power Generation, Food Processing
pharmaceutical, Sewage and Effluent treatment etc.

Pumps account for 30% of the power consumption in the country. Thus, efficient
operation of pump system can yield substantial savings. The industrial Pump-motor
system is a major determinant of cost of production in the industry by way of capital
investment and running cost. Not only the pump and drive selected for optimal
performance, but pump-motor system as a whole should be efficient and reliable and
reliable.

The company has therefore, commissioned Techno-market survey on industrial

pumps and motor systems. Selection of pump-motor system would differ from one
industry to another due to changes in application parameters, process parameters and
liquid characteristics. Hence, it will not be practical to cover all industries in a single
study. In this study Municipal Wastewater Treatment industry is taken as the focus
industry.

Different pump technologies are available for transporting liquids under

different operating conditions in the industry. The centrifugal pump technology, which
works on a simple principle cover 85% of industrial applications. The high velocity
head imparted to the liquid by rotation of impeller is converted into pressure due to
increasing passage area of the volute.

End suction pump:

Made in both horizontal as well as vertical execution, this type of pumps have
advantage of being simple, low cost and compact and is generally the first choice of
designer. Such pumps are manufactured to ISO:2858 for application in chemical and
process industry and for refinery service pumps are made as per API 610 specifications.

Self-Priming Centrifugal Pumps:

Pump casing is of unique design. Liquid is retained in it, which at the time of
works as the intake for the impeller and pump is primed. The pump is used for dirty
water, emptying pits and employed in situation where suction lift conditions are there. It
has the advantage of avoiding foot valves – often a source of problems. Pumps fitted
with open impeller are used in mining and construction industry and de-watering duty.
The disadvantage is its higher cost and lower efficiency.

Split Casing Pumps:

The Pump body is split in two half along the upper half of the body to be
removed for carrying out maintenance to the rotating parts without disturbing suction or
discharge line. The pump has distinct advantage of ease of maintenance and is used for
water supply services (for fire fighting, cooling water, raw water, cooling tower supply),
mine de-watering and as bilge and ballast pump.

Multi-Stage Centrifugal Pump:

 In this pump, series of impellers are mounted on a common shaft. The liquid
moves from one impeller to another with a volute or diffuser following each impeller
such that the head increases progressively. The pump may be split axially or radically
and has 2 to 15 stages. Pumps are used for pumping mine water from mine to surface
level, boiler feed duty, high pressure booster systems, reverse osmosis etc.

Slurry Pump:

This pump handles solids suspended in liquid in slurry form. The major concern
in pumping slurry is the abrasive wear of pump components exposed to the liquid.
Selection of best material for pump components to resist wear or to be isolate from the
abrasive media is vital. Rubber-lined or hard metal End-suction pump are used. Pumps
are deployed to handle mine slurries, fly ash slurry, mill scale, sand and gravel slurry,
ceramic slurry etc.

Vertical Column Sump Pump:

It is an end-suction pump in vertical orientation with the impeller submerged

below the liquid. Such pumps are inexpensive as compared to self-priming pumps and
simple to operate and maintain with added advantage of not requiring a mechanical
seal. It is used to pump out variety of waste liquids from underground pits/sumps in
different industries.

Vertical Turbine Pump:

This is a multi stage pump in vertical execution in which the motor is installed at
the surface level while the pump is located inside the liquid. The diffuser bowls are
located in line with the impeller rather than outside of them as is the case in horizontal
multi stage pump. The pump is used to handle large volume of raw water in drinking
water and irrigation schemes, raw water intake in Thermal power plants, paper plants
and fertilizer plants.

Positive displacement pumps have a positive sealing line formed between the pump
elements and the liquid is displaced along this sealing line by movement of the pumping
element. The pumping element may have reciprocating or radial motion. Different
pumps working on this principle are;
Plunger / Piston Pump:

Plunger or Piston reciprocates inside a cylindrical liner to displace liquid from

suction to discharge port. Piston pumps may be single acting or double acting. Pump
with single piston is called Simplex; with Two pistons – Duplex and with three pistons
– Triplex. In Plunger pump, the reciprocating member is plunger but it is single acting
only.

Such pumps are used for metering services and high-pressure application.
Variation of output is achieved by adjusting the stroke length of the pump. High-
pressure piston pump is used in oil producing sector, construction industry and cleaning
application. Large pressure pulsation necessitates use of pulsation dampener.

Diaphragm Pump:

The back and forth flexing of a diaphragm causes the liquid to flow into and out
of the pump. The diaphragm may be moved mechanically or may be actuated by
compressed air or hydraulic fluid. Check valves are provided at inlet and outlet port.
These pumps are self-priming, seal-less, can run ‘dry’, and handle solids with liquids.
Mechanically actuated Pumps are used for metering service, having accuracy of +/- 1%.
Air operated diaphragm pump are used to handle sewage, slurries and other corrosive
liquids. Pump produces pressure pulsation requiring use of dampener and has lower
efficiency.

Eccentric Screw Pumps:

A single-helix metallic rotor rotates inside double helix polymer stator. The rotor
forms sealing line along its pitch length and liquid is carried in the cavity between the
stator and the rotor. Pump can handle solids and viscous or sticky liquids. It has a gentle
pumping action and has no valves that may get jammed. It is used to handle a variety of
viscous liquids and abrasive slurries. The pump should not be run ‘dry’.

Twin Screw Pumps:

Two screws intermesh with each other and rotate inside a pump casing. The
liquid is transported between flank of the screw and the pump casing. The pump is used
to handle the different fuel oils and other viscous liquids but cannot handle suspended
oils. Its capability to run in ‘dry’ condition makes it ideal for unloading service.

Triple Screw Pump:

This pump has a central screw driven by the prime mover while the other 2
screws are run by the center screw. Pumping action is similar to Twin screw pump.
These pumps have higher efficiency and high pressure developing capability with added
advantage of being compact. It is used for boiler fuel feeding application; power source
for hydraulic lifts and in centralized lubrication system in large steel mills. The
limitation of the pump is its incapability to handle solids and it cannot run ‘dry’.

Sliding Vane Pump:

Vanes slide in the slots cut length wise in rotor and the rotor is inside an
eccentrically shaped casing, which acts like a cam. Pumps are self-priming, of simple
construction and have feature of self-compensation for wear on the vanes. Pumps are
employed for handling oil in lubrication service or as power packs for low pressure
hydraulic motors. Pumps are unable to handle suspended solids, corrosive liquids and
highly viscose media.

Gear Pump:

The Gear Pump has two meshing gears rotating inside a casing. Liquid is carried
between gear teeth and the casing and displaced as the teeth mesh. The pump is,
economical, pulsation free and quiet in operation. External as well as Internal gear
configurations are possible. Pumps are used for handling LDO, lube oil, fuel oil, paints,
viscose and other clean viscous liquids. Pump cannot handle suspended solids and
cannot run dry.

Lobe Pump:

Pump has one or more lobes that rotate at slow speed inside the casing to
displace the liquid. The wide spaces between the lobes and the slow speed make it ideal
for handling fragile solids and shear-sensitive liquids. Pump output is subject to
pressure pulsation and high amount of slip with low viscosity liquids. Pumps are
employed to handle food products and pharmaceutical formulations.

Archimedean screw Pumps:

This pump has an inclined screw conveyor shaft rotating within a close fitting
open type cylindrical conduit. The helical screw blades force the liquid along the
inclined conduit. These pumps are used in sewage treatment industry for transfer of
sludge.

Peristaltic Pump:

It has roller or cam attached to rotor, which squeezes the tube as it passes across
it, drawing the liquid in the tube and delivering it to the discharge side. The pump is
seal-less and rotating element is not exposed to the liquid. Pump is used where high
order of cleanliness and hygiene is essential; like pumping of human blood/plasma,
other medical and bio-medical applications.

The capacity and pressure range as well as material options of different types of
pumps described above is summarized in Annexure I. Table 5.3 & 5.4 compare total
lifetime cost of different pumps for two typical applications in Sewage treatment
industry.

Presently, the Indian market for centrifugal pump for industrial application is
estimated to be Rs.65 million growing at a annual rate of 8%. The awareness level
amongst user industries regarding application of positive displacement pump is lower as
compared to centrifugal pump technology. This is also depicted by the fact that in India
share of positive displacement pump in the domestic market is approximately 10%
which in international market is approximately 20%. Market for positive displacement
pump in India is valued at Rs.1.2 million. Piston / Plunger Pump has the largest share in
this market followed by Screw pumps and Gear pumps.

While there are different pump technologies from which the plant designer has
to select the pump, it is very important that correct selection is done for the type of
pump, material of construction, shaft sealing and size of pump.

There are various parameters which influence pump selection.

Application Parameters

 Capacity
 Pressure
 Temperature
 Suction conditions or NPSHA
 Point of installation of pump

Liquid Parameters

 Chemical characteristics
 Specific Gravity
 Suspended solids and abrasion due to nature and size of solids
 Viscosity and flow characteristics.

Process Parameters

o Hygienic duty
o Inline cleaning
o Gentle handling of sheer sensitive liquid
o Maintenance in place

Preliminary step for selecting a pump with estimation of capacity and

differential head. Depending upon application, liquid and process parameters described
above, type of pump is selected. This requires matching of different operating
parameters with pump characteristics. Table 3.1 indicates type of pump to be used for
commonly encountered liquids in different industries.

Having decided the type of pump to be used, pump sizing is done. Usually,
pump manufacturer does the Pump sizing from the sizes available in his production
programme. For centrifugal pump, care is taken to select a pump size in which the duty
point is close to the best efficiency point of the pump.

For positive displacement pump, the limitation on pump speed is considered

based on parameters of viscosity, abrasion or NPSHA. The pump size, which gives the
desired capacity within the above speed limit, is selected.

In both, Centrifugal as well as Positive displacement pump, the material of

construction is determined by the chemical and abrasion characteristics of the liquid
being handled at the pumping temperature. Appendix 1 lists variety of liquids and
suitable material of construction options. Shaft sealing option is finalized in
consultation with Packing / Seal manufacturer considering above factors.

AC induction motors are the most widely used prime mover for industrial
pumps. AC induction motors of different construction and mounting configuration are
available. The motors can be foot, flange or wall mounted. Different motor enclosures
are:

 Drip proof motor

 Explosion proof motor
 Flame proof motor
 Vertical motor
 Two speed motor

Submersible motor

It is important that motor is selected in a proper manner for long life

and efficient operation. Different parameters which are important for selection of motor
are:

 Power required by the pump

 Pump speed
 Nature of SIVA ting (Closed Valve / Open Valve)
 Work condition like voltage and frequency of AC supply, presence of vapour /
gas chemicals where motor is to be installed.
 Efficiency
 Temperature

Presently, selection of motor for driving the pumps is carried out with
involvement of consultation 15% of cases pertaining to new projects. In 45% of cases,
pump set complete with motor is procured from pump manufacturers while the balance
purchases involve procurement of motor by the user organizations.

Indian manufacturers are producing motors of all types, which are comparable
to those in the international market. Abroad, development of high efficiency motors has
helped reduce energy losses in the motor. Energy efficient motors cost 15% to 30%
higher than comparable standard motors but depending upon the application, the higher
initial cost can be recovered by savings in the cost of energy.
 Variable speed drive is used for pump having variation in discharge rate and
provides power saving. Different types of variable speed drives are available, viz. Pulse
Width Modulated inverter, Eddy current or slip coupling drive, Switched Reluctance
Drive etc. Variable frequency drives are proven to be advantageous due to their higher
efficiency, capability to integrate with drive control software.

Variable speed drive can regulate pump flow by consuming lesser energy in
comparison to conventional method of using throttling valve on Pump discharge line.
Savings in Power cost due to energy conservation by use of Variable speed drives can
pay back the additional investment in cost of drive in a short span of time.

Installation of variable speed drive requires that the site is well ventilated, free
from corrosive fumes and radio frequency interference. Multiple pumps can be run by
operating a single drive or individual drive with each pump can be installed.

In India, use of variable speed drive with pumps is limited at present due to:

 High cost of variable frequency drive

 Misconception among engineers that such drives are sophisticated equipment
requiring trained personnel for installation and operation
 Poor energy conservation efforts and
 Ignoring possible opportunity of power conservation in pumps of lower HP
rating.

Abroad, favorable experience of variable speed drive for power conservation in

high HP equipment has led to development of micro drives. These are low cost drives
for lower power rating pumps.

The pump and motor have to be matched for optimal performance. The torque-
speed characteristics of the motor and pump should be matched to ensure availability of
as well as running torque for the pump. The moment of inertia for the pump motor
system has to be considered to determine the acceleration time for the motor to attain
full speed. The torque of the motor is influenced by method adopted to the motor
provides higher toque in comparison to star to delta.
 The pump and motor are connected through flexible coupling which transmits
the power. The coupling while transmitting power, takes the load of axial misalignment.
Different types of flexible couplings available in India include tyre type coupling, pin
and bush coupling, gear type coupling, spider coupling, spacer coupling etc.

Certain pumps are complete with motor like Submersible Pumps. The pump is
close coupled with a motor, which is designed to operate while submerged in the liquid
to be pumped. The motor is filled with oil and separated from the pumped liquid by a
mechanical seal. This motor may be coupled to multi stage centrifugal pump or non-
clog centrifugal pump for handling raw water, drinking water or sewage / effluents
respectively.

The shaft sealing is often a cause of concern to plant designers particularly when
the liquid being handled is highly obnoxious / toxic or hazardous. Seal-less pumps have
been developed to cater to the requirement of this market segment.

There are two types.

Magnetic Drive Pump:

The mechanically driven pump has no physical coupling provided between

pump shaft and the drive motor. Instead, a magnetic drives is used. The impeller of the
pump is supported on plain bearing inside the isolation shell which also houses the
inner rotor or flux receiving ring. Outside the isolation shell, an outer magnetic ring is
rotated by the prime mover. Magnetic flux passes through the air gap in isolation shell
to the inner rotor which follows the rotation of the outer rotor.

Canned Motor Pump:

Pump and motor is an integral construction and there is no shaft seal. The pump
section is identical to a conventional centrifugal pump. The motir is a 2 or 4 pole
induction motor having stator and rotor canned within corrosion resistant non-magnetic
liner and sleeve. The entire outside of the motor is enclosed in a secondary leakage
containment shell. Primary protection is provided by corrosion resistant liners which are
seam welded and assure that pumped liqued does not contact stator windings.
 Seal-less pumps are used in nuclear power plants, refrigerant pumping, high
temperature liquid handling, pumping of hazardous chemicals.

Consultants and pump manufacturers perceive that 28% of users can effectively
and independently select pump. Related to operation and maintenance of pump-motor
system, the percentage of users in similar category is much higher (71% and 90%).
Consultants have elaborate vender registration and evaluation procedure. In the bid
evaluation process, different technical parameters are compared by Consultants. Some
of the consultants apply price loading for higher power consumption to lay emphasis on
pump-motor system efficiency and equate pumps having higher running cost with those
having lower running cost. However for spares consumption, no such equalization
procedure is presently being adopted for bid evaluation.

The performance of pump-motor system in the Indian industry is influenced

by a number of parameters related to application aspects, operational aspects,
maintenance aspects and other aspects as follows:

Application Aspects

o Selection based on insufficient data

o Inadequate data on duty condition with user.
o Actual duty parameters differing from design duty point due to safety
margins built in.
o Selection of pump/Motor by Stockiest or dealer.
o Mismatch of Pump and drive characteristic.
o User voluntarily decides on a cheaper pump compromising operational
efficiency and service life.

Operational Aspects

o Improper installation of Pump-Motor system.

o Misuse / abuse of pump by user due to exigencies or ignorance
o Violation of instructions, DO’S and DON’T’S by user due to ignorance
or insufficient training.
o Absence of Pump-motor performance Monitoring System.
o Absence of Failure analysis system.
Maintenance Aspects

o Inefficient preventive maintenance

o Improper gland tightening
o Use of spurious spares
o Inadequate training for Maintenance of Pumps – more in case of Positive
displacement pumps
o Predictive techniques like Vibration analysis not used.

Other Aspects

o Procurement of Pump-Motor system on initial cost basis.

o No validation of quoted pump performance parameters prior to its
delivery and installation
o Poor awareness of energy costs and energy conservation measures at
lower levels in the organization.

INDUSTRY GROWTH

The above practices need to be corrected to optimise performance of pump-motor

system.

 Are invariably involved for detailed engineering and selection of pump-motor

system.
 In foreign countries, the trend is towards use of submersible pumps for sewage
handling.
 There is significant variation in volume of inflow of wastewater. In India, this
variation is taken care of by operating one or more pumps depending on the
volume of liquid to be handled. The trend abroad is to use pumps with variable
speed drive resulting in substantial power saving.
 There is no monitoring and measurement of performance of pump motor system
after commissioning of sewage treatment plant in India. Abroad, sophisticated
systems connected through modern to centralised computer are used to monitor
the efficiency of pump-motor system and generate important data.
 Use of non-clog centrifugal pumps, require construction of dry well for pump
installation involving sizeable construction cost. Use of Submersible pump
 technology can eliminate this cost & offer additional advantage of lower
maintenance, easy installation and accessibility of pump.
 The pump-motor system consumes significant part of the total power employed
for running sewage treatment plant.

Specific to sewage handling, different design modifications are carried out to

major components like casing, impeller, wear plates and rings, shaft and bearing
assemblies etc. Further, the material of construction for sewage pump is selected in a
manner to provide longer useful life and reliability. Pumping of sludge in sewage
treatment plant, pose challenge due to varying flow characteristics of the sludge.
Digested sludge exhibit poor flow characteristics and pump losses are much higher.
Plunger and progressive cavity pumps are used for dense sludge. For dosing of
flocculent and other chemicals for chemical treatment of the effluent, Piston or
Diaphragm pumps are employed.

Technology development in Indian pump industry has taken place by way of

technical collaboration with foreign manufacturers or through reverse engineering
practices to produce pumps benchmarked against available products in the market of
Indian or foreign origin. Indian pump industry is able to meet pump requirements of
95% of applications. The manufacturing capability includes pump of very high capacity
and in variety of materials.

However, there is still room for improvement. The response of consultant and
pump users rate imported pump better than Indian product on various counts like
proven design, wider material options, better finish, better interchangeability,
compliance to ISO 9000 quality assurance system and R&D back up. Further, the
foreign manufacturers have extensive data base built over a long period of operation in
the world market and supplemented by in-house trials.

RECOMMENDATIONS, ACTION PLAN AND IMPLEMENTATION

Pump manufacturers should focus on application of new materials for

manufacturing Pumps with better performance, in terms of efficiency as well as
reliability. In the international market, variety of high performance alloys and Non-
metallic pumps are offered. For corrosive duties, Plastic materials and for abrasive
liquids, Ceramic coating or pumps in ceramic construction have proved successful.

Pump manufacturers in co-ordination with Regional Research Laboratories /

Defence Laboratories / Material Science Laboratories for developing pumps in non-
conventional materials.

Gear Pumps manufacturers should develop High precision Spinning pump,

which are being imported at present and are required in large nos. by Man Made Fibre
Industry Apart from design, manufacturers to focus on manufacturing aspects to achieve
close tolerances for high metering accuracy.

Gear Pump Manufacturers to work on this development and take assistance for
machining from Tool rooms established with German collaborations.

Use of submersible pumps in sewage industry should be increased. This

decision can be taken where new pumping stations are being planned or replacement of
existing pumps is contemplated.

Sewage Board/Municipal Corporation – Drainage/Sewage Treatment Department

Peristaltic Pump is not manufactured in India. Although manufacturing of this

type of pump is not tricky, the material of hose or tube has to be such that it can
withstand repetitive cyclic stresses for long service life. In long-term perspective,
efforts to develop this pump should be directed towards solving this problem. In the
short run, import of tube and manufacture of other components to produce it in India
can be initiated.
Pump manufacturer or other industrialist can venture into production based on
feasibility study.

Awareness of applicability of Positive Displacement pumps has been found to

be low due to which centrifugal pump is preferred by users. Most positive displacement
pump manufacturers in the country are small/medium scale units. Joint efforts should be
undertaken by them to increase awareness as well as train users for their product range.
Application Engineering support provided to users by some manufacturers like Roto
Pumps Ltd., has received good response and helped in increased usage of Positive
displacement pump.

Manufacturers of Positive Displacement Pumps to plan promotional measures and

provide application engineering assistance.

Positive displacement pumps are manufactured and tested as per proprietary

standards. Some of the consultants conduct testing of pumps as per API 676.
Comprehensive standards & guidelines for PD Pumps should be published.

Presently Magnetic Drive pumps are available indigenously through one or two
manufacturers only. These manufacturers have collaboration with foreign
manufacturers. This technology holds promise in future and indigenous capability
should be built in this field. At first, pumps operating at normal temperatures may be
developed by utilising experience of eddy current drive manufacturers.

Canned Motor pumps are being manufactured in the country by only one
manufacturer at present. More manufacturers should enter this field. Since cost and time
required for development of technology would be high, route of technical collaboration
with foreign manufacturers may be explored.

Development of high efficiency motors should be undertaken by Indian motor

industry. For development of better grade of steel for stampings to reduce losses, help
from material research laboratories and steel industry can be taken.

The user industries should re-evaluate the duty parameters for pumps installed in
their plant. In a big process plant, such an exercise will be costly as well as time
consuming. It is suggested that based on annual power consumption of the Pumps,
an ABC analysis may be applied. Top 10% of Pumps (by number), that consume
maximum power on annual basis, should be taken up in the first phase for energy
conservation exercise. Wherever feasible, pump and motor should be modified to
operate close to their best efficiency point.

User Industries to undertake such exercise in association with Pump

manufacturers to optimise performance of existing Pump-Motor systems.

Awareness regarding incorporation of Variable speed drive with Pump should be

accelerated. Suitable duty concessions to reduce price of Variable speed drives may be
considered. Pumping applications, where variations in load characteristic are known to
occur should be identified. All new procurements of pump for such applications should
include variable speed drives. Wherever, Pumps for such applications are operating with
fixed speed motors, a time bound plan for incorporating the variable speed drive has to
be drawn up.

Variable speed drive manufacturers to take the lead for canvassing use of VSD.
User Industries to undertake the exercise in association with Pump manufacturers to
identify potential applications for using variable speed drive. Govt. of India to consider
duty concessions for Variable speed drive manufacturers.

User industry should adopt predictive techniques like vibration anlaysis for pre-
empting pump-motor system breakdown. Further, use of spurious spares should be
avoided to achieve better efficiency and higher service life of Pump-Motor system.

Maintenance wing of user industries should undertake this exercise.

Presently the procurement procedure of many users lays emphasis on purchase

price. Appropriate weight age for technological factors should be incorporated for
technological factors should be incorporated. Total Life Cycle criteria should be used
for bid evaluation so that Pump-Motor efficiency, Spares consumption, reliability etc. of
different makes of pumps are properly assessed and compared.

USER INDUSTRIES AND CONSULTANTS TO MODIFY EXISTING BID

EVALUATION PROCESS.

Government of India has made it mandatory for Limited companies to declare

Energy conservation measures undertaken by the company in their annual financial
statements. This has put Energy conservation measures in the agenda of top
management level. However, it has to pervade down to all levels.

Lastly, the Pump industry has to change the old mindset of focussing on domestic
market only. Many investments that may not look lucrative enough in Indian context
may be rewarding on International scale. Larger quantities in World market can help
reduce costs due to economies of scale for Plastic pumps. Exposure of operating in
world market will lead to benchmarking with competing products resulting in design
and quality improvements.

CORPORATE VISION

 Tensile pro pipes, through its dedication to excellence, will continue to lead the flow
products market in water supply, drainage, wastewater and
sewage products for the construction industry in Israel and will seek to expand its
leadership to other selected export markets.
 Tensile pro pipes will excel in the development and production of innovative
solutions, creating added value for its customers.
 Tensile pro pipes will develop long-term relationships with its customers on the basis
of outstanding reliability, trust and the highest quality service.
 Tensile pro pipes will create a reliable, stable and family-like framework for all its
employees to empower them and to encourage them to be involved, committed and
diligent in their work.
 Tensile pro pipes will be managed to create growth and profitability, with
responsibility for the finances and the future of its employees and its owners.
 Tensile pro pipes will be involved in the communities within which it operates and
will contribute to their well-being.
  Tensile pro pipes will act to protect the physical environment and to raise awareness
about environmental protection.

COMPANY PROFILE

COMPANY PROFILE

As India’s leading manufacturer of energy efficient submersible pumps, we are

well-known in our industry. We create our products for a number of sectors including
agricultural, industrial, domestic and horticultural. The industry Founder: H.
Narendrasamy, Managing Director: N.Prabhakaran

However, this wasn’t always the case. Since our humble beginnings back in
1992, we have worked hard to get to where we are today and have had to embrace every
opportunity that has come our way. Luckily, a combination of passion, grit and
determination signifies that our business has not only grown, it has truly flourished. And
now, we are proud to be able to say that we have achieved our number one goal – to be
the very best at what we do. The company working employees in 180,

Submersible pumps might not be everyone’s idea of excitement, but for us they
are just that. In 1992 we decided we wanted Tensile Pro Pipesto become an
internationally-known name in the manufacture of stainless steel submersible pumps
and motors. And do you know what? We did it. More recently, we have also branched
out into SIVA -powered pumps and we’re enjoying watching that part of the business
grow too.

Here at Tensile Pro Pipes we pride ourselves in being seen as pioneers in the
manufacture of 100% submersible stainless steel pumps and motors. Competition in this
field is fierce and we are competing against a number of globally-renowned businesses.
However, it is our use of high-tech processes and innovative designs, all the hallmarks
of Siva pumps, which has set us apart from the rest. It is both our forward-thinking
ethos and attention to detail that has helped us work our way up to become world class.

Being in this position – a global pioneer of such innovative technology – means

that Tensile Pro Pipesis able to focus on the things that really matter; that is producing
the highest quality, most energy efficient pumps possible. In fact, the Bureau of Energy
Efficiency (BEE) has awarded Tensile Pro Pipes with 5-SIVA ratings for more than 260
of our pump models. Not bad going, if we do say so ourselves!

Our pumps are not only energy efficient, but also long-lasting and very easy to
maintain

Because we have been able to put quality hand-in-hand with energy efficiency
Tensile Pro Pipes is at the forefront of the global pump industry. In short, we are able to
offer our customers some of the best pumping solutions available in the world today

MISSION
 Tensile pro pipes industry’s current line of products, services and systems are
submersible, mono block and domestic pumps and motors for handling liquids,
particularly water for agriculture, domestic and industrial uses and other
applications like sewerage and sludge And Others.
 Tensile Pro Pipes industry is committed to achieve growth and aims for a 15%
annual compounded increase in sales turnover and remain financially sound.
 Tensile Pro Pipes industry has its own state of the art foundry and intends to
continuously modernize manufacturing facilities to make it as one of the best in
the world.
 Tensile Pro Pipes industry serves customers in agriculture, domestic and
industrial segments and has plans to expand product range to cover
infrastructure and marine segments.
 Tensile Pro Pipes industry has wide market presence in India. It further intends
to cover 80 % of potential markets and develop markets in untapped territories
and territories where its presence is weak ’.
 The company has products are exported to over 80 countries and has plans to
develop export market further. The company has intends to build brand image
further, as a quality supplier of products and services.
 Provide superior customer value and become one of the best customer value
providers in the country. The company has proposes to benchmark its products,
services and systems with best in class Company in India.
 The company has believes in ethical practices and is conscious of its
responsibility towards society and government. SPI believes that human
resource is an asset. It shall constantly endeavor to develop human resources,
simultaneously optimizing interests of all stake holders.
VISION
 The company wants to be within first five companies in the country in its
current line of business and proposes to expand its scope to cover other liquid
handling products, services and systems.
 The company aims to provide higher customer value and wants to become one
of the best customer value providers in similar industry in the country.
 The company would optimize satisfaction for all its stake holders and also
practice best organizational values

GOALS

In the long term the goal is to provide farmers in developing countries with
access to this technology so that they can increase their income and at the same time
increase food production.

The Tensile Pro Pipes is presently marketed in Kenya and field tested in
Ethiopia, Nepal, Honduras, Zambia and Burkina Faso. The field test experiences will be
fed back into the design to improve the product.

ACTIVITIES

 Refine the design

 Supervise the production in India
 Follow up on the field trials in Ethiopia, Nepal, Honduras, Zambia and Burkina
Faso.

BUDGET
  Liberty foundation: three grants with a total value of €101.000 have supported
the design phase of the Tensile Pro Pipes pump and the elaboration of a business
plan to introduce this pump on the Ethiopian market.
 IDE Powering Agriculture grant, €100.000 for 2014 and €50.000 for 2015.
 Powering Agriculture II, through Future pump UK a further €70.000 is expected
over the period 2016-2018.

BOARD OF DIRECTORS
Evstrtatios Stratigis Chairman
Angel Ganev Vice Chairman
Dr. Ioannis Papadimitriou Member
Stylianos Theodosiou Member
Charalampos Vlachoutsikos Member
Athanasios Athanasopoulos Member
Dimitrios Dimitriadis Member
Periklis Sapountzis Member
Lidia Gerdjikova Member

CUSTOMER SERVICE

 Tensile pro pipes dedicated personnel are available to assist with project support and
execution to ensure your satisfaction. The company provides thorough support in the
following areas:
 Coating specifications and standards development
 Raw material procurement and quality assurance
 Delivery and stockpiling of bare and coated pipe
 Engineering design for flow assurance
 Pipe coating to the applicable industry standards and client specification
 Logistical analysis for optimum supply of coated pipe
 Transport of coated pipe as per the client’s requirements
 Packaged single source solutions including engineering, procurement, pipe coating
and delivery
 End-to-end solutions including field joints and custom coatings.
 Continual improvement of HSE performance.
  Tensile pro pipes team of dedicated professionals will ensure that your project is
completed successfully.

QUALITY ASSURANCE

Tensile pro pipes maintain a Quality Management System (QMS) that conforms to ISO 9001.
The Company supports a culture of continual improvement through the QMS and ensures all
employees understand, apply and sustain the system. All plants have integrated quality
control systems to ensure compliance with client expectations and industry standards.

 The major activities carried out within the quality group are:
 Incoming raw material inspection and testing
 Incoming inspection of bare pipe
 Constant quality inspection of coating application and auditing of production systems
to ensure conformance with client’s specifications
 Testing of finished product
 Pipe tracking from receipt to delivery
 Maintenance, continuous development and improvement of all coating processes and
systems

PRIVACY POLICY

 When you visit the tensile pro pipes web site or any of tensile pro pipes divisions' or
related companies' web sites certain information is collected that is used to improve
our web sites and to respond to your interests and needs.
 This information includes your computer's IP address, the type of browser that you
use and the web pages or files that you access.
 Tensile pro pipes may also collect information from you when you make inquiries
about tensile pro pipes or its products.
 Tensile pro pipes use the information that it collects to contact you in responding to
your inquiry. We also may use this information to update any product information that
we have provided to you previously and to communicate with you about our products
and services that may be of interest to you.
 For these purposes, tensile pro pipes may share your personal information with its
related companies.
 However, under no circumstances will your personal information be disclosed to any
third party unless you expressly consent or if we are required to do so by law.
 ORGANIZATIONAL CHART

CHAPTER II
REVIEW OF LITERATURE
REVIEW OF LITERATURE

1. U. J. Nwogu & Nath M. Abraham (2013) attempted to evaluate the concern of quality
improvement in educational institutions. The concerns and issues on the structure,
technique, methods and reactions of management of the institutions in implementing
the recommendations of quality circles were evaluated in the study.
2. Chitra Sharma (2013)found that along with quality and process improvement, quality
circles also work as an administrative tool that focuses more on personal
 development, increased motivational level, better understanding of process, skill up
gradation and increased decition making skill of members.
3. Murali Rao someswara (2013) analysed and evaluated the quality management
practices in higher education sector. The study aimed at defining quality and tried to
measure the level of quality maintained in MBA programs in various institutions.
4. Sunil Kumar Pradhan and Dr. Suman Kalyan Chaudhury (2012)conducted the study
with three main objectives namely to know the performance management system and
how it helps in organizational development, to assess the efficacy of performance
management as a tool for HR interventions and to know how performance
management leads employee satisfaction, this ultimately increases employee
retention. The study found that the main purpose of performance management is to
link individual objectives and organizational objectives in such a form as to give best
possible platform to the employees to perform at the highest level.
5. Kannan S (2012analysed the sociological aspects of total quality management in
industrial organizations. The study specifically discussed the impact of total quality
management practice in the Society.
6. Ambily A S (2012)Quality of work life as an essential requirement for success of an
organizations was analysed in the study. A positive comparison of the quality of work
life in the private and public sector enterprises in Kerala had been successfully done
in the study.38
7. Dilip Aher (2012)conducted the study with the objectives of exploring the impact of
quality circles on the turnover among the employees in the industries, to find out the
degree of involvement of employees in the decision making process and to study the
level of job satisfaction of the employees from the quality circle concept.

8. Soumendu Biswas and Arup Varma (2012)examined the relationship between

psychological climate and transformational leadership, with employee performance.
The study proved that organizational psychological climate and transformational
leadership predicted job satisfaction. Job satisfaction in turn predicted employee
performance, a composite measure of in-role and extra-role performance.
9. H. James Harrington Frank Oehi & Hal Wiggin (2012)analysed the quality and
productivity problems and improvement opportunities that face the construction
industry today. It was found that there is a lack of good research for improved
approaches and that the construction work is considered as an undesirable profession.
 It is also found that there had been slow change over from quality control to TQM. It
was suggested that improved quality and productivity
10. Rajesh Choudhary & Lalit Yadav (2012attempted to focus on the impact of Quality
circles towards employees and organization. Employees’ attitude towards
39participative management is also discussed in detail throughout the study. This
study reveals and suggests that the positive attitude will be developed by the
implementation of quality circles. It leads to overall improvement in organizational
culture as well as performance of employees –
11. NKK Prasanna & Tushar N Desai (2011) proved that quality circle technique to be
very effective for the problem selected by the quality circle members for the
petrochemical industry. Optimization of grease consumption in the centrifuges led to
the reduction in maintenance costs, enhancement in reliability and availability of the
equipment, enhancement of morale and development of a sense of team dynamics
among the employees, which proved to be beneficial to the employees and the
organization as a whole.
12. Madhu Ranjan Kumar (2011)aimed to study how TQM can be used to transform
Indian bureaucracy study was conducted in six units of Indian Government. The study
showed that, within the context of ISO, a prevalence of robust corrective and process
based quality procedures and quality objectives aid the transition of ISO certified
units toward total Quality Management.
13. Syed sheharyar Zaidi (2011) found that among the resource human resource is the
most prized asset for attaining the primary goal – profit making , of any organization .
The study also proved that in the present days competitive environment, where
innovation is the only true source of gaining competitive advantage, the importance of
human resource is more than ever. They identified they importance of training and the
need of training as an on going process.
14. Senthil Genesh & Jerme Joseph (2011) regarded performance review as one of the
most complex and controversial human resource technique in organizations. The
study explored the domain of cognitive complexity of 40executive appraises by
examining perceived organization formalization and experiential perceptions of
performance review system complexity as predictors of appraises executive alienation
in performance review systems.
15. Alessandro Brun (2011)was conducted the research with the objective of giving
Global Vision about total quality management concept. The study indicated that in
 order to motivate people within an organization the leadership must consider job
rotation as one of the most important management strategies. The study also
demonstrated quality circles are regarded as the most successful approach for the
systematic development of human motivation.
16. Abhijit Chakraborty, Sudip kr. Deb Sitanath Mokhopadhay & Ranjan
Bhattacharya(2011)attempted to focus on the effect of quality circle when applied in
small enterprises in the competitive world. The study observed that quality circle
implementation is the best effective when management objectives are taken as
promoters task.
17. Sanjeet Sinhgh , Gagan Deep Sharma and Harman Deep Cheema (2011) examined the
effect of performance appraised on an individual as well as on the organizations. The
research found that there is noticeable effect of performance appraisal on the
organization as well as on the individual.
18. Arthi J (2011) attempted to design an integrated model of organizational commitment,
quality of work life and job performance. The study was conducted regarding the
employees in IT sector at Coimbatore. A special integrated model had been suggested
by the researcher.
19. Sobhana G (2011) analysed the relationship between stress management and
leadership styles of the executives. The study was conducted with reference to the
41corporate sector. The study also aimed to analyzing the stress of employees as a
consequence of various leadership styles practiced by the executives in the corporate
sector.

20. Charity Tinofirei (2011) explored unique performance enhancing or inhibiting factors
among Zimbabwean employees in non – profit organizations in Harare. The study
found that non profit organizations use creative sector-specific approaches to motivate
employee performance.
21. Abdul Hameed and Aamer Waheed (2011-)analyzed the theoretical framework and
models related to employee performance. The study found that the success or failure
of the organization depends on employee performance.
22. Mathew Joseph (2010) analysed the role of total quality management in ISO 9000
certified manufacturing organizations. The study was confined to selected units in
Kerala and identified the specific role played by total quality management practices in
getting ISO certification.
23. Unnikrishnan Kartha N R (2010) conducted the study with the objective of analyzing
the impact of ISO 9001-2000 on quality management practices in various
organizations in Kerala. The study revealed that ISO 9001-2000 had a great impact on
quality and quality management practices in the identified organizations in Kerala.
24. Ashok Khurana & Kanika Goyal (2010) explored the performance appraisal practices
of selected Indian Industries. It provides an insight into the concept of performance
appraisal, the method and approaches of performance appraisal, the appraisal process
etc… The study observed that at L&T performance of human resources is appraised at
three levels. That is self appraisal by employee reviewing his past performance,
critical attributes appraisal by immediate supervisor and performance and
development planning for future period by the superior along with the employee. The
study observed that performance appraisal is indispensable to be aware of each
employees abilities, competencies and relative merit and worth for the organization.
25. Akah Ndang William (2010) Studied the role of employee motivation in their
performance. Kannan S and Govinda Rajan S R (2010) conducted a study to
determine whether quality circles in public sector and functioning more effectively
than the private sector in terms of length of participation, training, participates feeling
about QCs and organizational support to QCs The results of the study revealed that
participates from both sectors expressed their improvement in work life after joining
in the QC programme with job satisfaction. However a significant difference was
observed between the sectors in organizational support QC activities. Higher positive
results were found in public sector organizations.
26. Vishal V. Gaikwad & Anita V. Gaikwad (2009) studied the role of quality circles as a
management tool to enhance the effectiveness of library services. Right management-
(2009) proved that- Engaged employees lead to increased productivity; between
customer loyalty and profitability, retention customers loyalty and profitability.
Employee engagement drives improved organizational performance. The research
confirmed that engagement leads to higher financial performance, higher customer
satisfaction and higher employee retention.
27. R. N. Rai (2009)30 carried out the study with the objective of finding how the
behaviour of a person can affect the performance of QC in India. The study revealed
that quality circles have had a significant impact on the reduction in the absenteeism
and grievances but have a minimum impact on the reduction of turnover rate of
employees.
28. B Sripirabaa & Krishnaveni (2009) found that partnering has a negative significant
impact on the functions of performance management system and alignment. Financial
support has a negative impact on alignment, whereas the performance management
systems overall functions has a significant positive impact on alignment. Final support
also has positive significant impact on the performance management systems
functions.
29. V. K. Khanna, B. S. Sahay, Prem Vrat & Ravi Shankar (2007) studied the main
contributing variables to enhance TQM index are leadership, strategic planning,
customer and market focus, and human resource focus in both the market sceneries.
Indian automobile sector had also adopted TQM path but it is still a player of little
consequences in the global auto market. One of the major reasons for dismal
performance of the Indian automobile sector can be attributed 44to the fact that it has
not been able to prioritize and focus on key variables, which are instrumental in
enhancing.

30. Senda Wali (2007) examined the relationship between the extent of TQM
implementation and organizational factors were investigated. The result indicated that
joint-venture, ownership, leadership styles and quality experiences are the most
influential factors that contribute in the TQM implementation. It also suggested that
knowledge of organizational context is useful for explaining and prediciting quality
management practices
31. Maria Liticia Santos Vijande & Luis I Alvarez- Gonzalez – (2007)conducted the study
was to develop an instrument for measuring TQM implementation following the
European Foundation for Quality Management
32. Dileep Kumar M (2007)The research was conducted on total quality management
philosophy. The main objective of the study was to find out the impact of
organizational culture had significant impact on employees and employers behaviour.
33. Singh T P and Singla Nitin (2006)Singh and Singla state that the quality management
has assumed great importance in today’s highly competitive manufacturing industry.
Quality management systems (QMS) has been widely implemented through out the
world. Many firms have arrived at the conclusion that effective QMS implementation
can improve their competitive abilities and provide strategic advantage in the market
place. They recommended a flexible 45approach for implementation be used which
takes in to account, the factors and forces prevalent in the industry.
34. Peter Ebong Ajang (2006)found that job satisfaction was the top motivator among
employees. It also revealed that it was mainly the growth factors (lower order needs)
which were highly valued and given higher motivational importance than the
traditional higher order need factors by the respondents. The study concluded that the
ranking of work related factors that motivate employees may change over time and
may differ significantly from one person to another and also across different groups of
employees.
35. Mukherjee P N (2006) Mukherjee presented comprehensive view of the concepts
principles and practices of quality management systems from the basics through
advanced tools and techniques for practical implementation. The author proved that
the success of QMS depends on a lot on the strong foundation and infra- structure of
an organization and helps to a world- class management system for performance
excellence and global leadership.
36. Lakhal L, Pasin and Liman Mohammed (2006) explored the relation between quality
management practices and their impact on the performance. First, critical
management practices were identified and classified into three main categories:
management, infrastructure and core practices. There after a model linking these
practices and performance is posed and imperially tested. The imperial data were
obtained from a survey of 133 Tunisian companies from the plastic performing sector.
The findings revealed a positive relationship between quality management practices
and organizational performance.
37. Diane M Alexander (2006found that while behavioral change and performance
improvement may be common outcomes of 360 degree process, this 46desired
outcomes are not always achieved and the process can backfire on an organization in
terms of an employees affective and behavioral reaction impacting their motivation
and commitment.
38. T. R. Abo-Alhol, M. Y. Ismail, S. M. Sapnam & M. M. Hamdan(2006) investigated
changes in employee attitude brought about through participation in Quality Circle.
Assessment of circle performance was measured by technical aspects. Results showed
that QCs develop positive attitudes among employees who derive job satisfaction
when they feel that their companies area good place to work and consequently more
willing to extend their efforts for the companies.
39. Divakaran Nair K.S (2005 attempted in developing an instrument for assessing human
resource quality. It also aimed at measuring the impact of total quality management
 efforts on human resource quality using the instrument. The study identified two such
tools namely quality improvement teams and quality control circles.
40. Remya T V (2005) Studied performance normalization and identified three
capabilities operate at the three level of the individual the team and the organsation.
The implication for organizations will be to build intervention at all three levels to
attain innovation capability.
41. Michelle Brown and John S Heywood (2005 studied with the objective of estimating
the determinates of performance appraisal systems. The results of the study indicated
that performance appraisal is associated with workers having shorter expected tenure
and greater influence over productivity. The study also revealed that complimentary
human resource management practices such as formal training and incentive pay, are
associated with an increased likelihood of performance appraisal but that union
density is associated with a reduced likelihood of performance appraisal

42. Brett Anthony Hayward (2005) The research investigated the relationship between,
employee performance , leadership and emotional intelligence. It was found that there
is a very strong significant linear relationship between emotional intelligence and
transformational leadership.
43. K.S. Divakaran – (2005) conducted a study with the main objective of designing and
developing an instrument model for measuring human resource quality in different
organizations. It was observed that there is increase in cultural change index in all
organizations. The survey established linkage between TQM practices and QWL. The
study concluded by saying that TQM should aim at continuous improvement in HRQ,
conquering all obstacles which come in the way and Human quality in an organization
provides support to all functions in the journey towards TQM.
44. Sasmita Palo and Nayantara Padhi (2003) found that training creates awareness,
builds employees commitment to quality policy and strategy, facilitates team work,
enhances performance standards and bolsters the skills and abilities of employees.
However, the organization needs to focus more upon improving communication
competencies, multiple skill development and customer value training successful
TQM training in the organization needs more budgetary allocation and commitment,
support and enthusiasm of the top management.
45. Shpresa syla & Gadaf Rex Gopi (2003) conducted a study on quality circles and
found that QC’s present the best way of incorporating the employees in a 48search for
 best solution for the problems in enterprise. They also found the advantages and
reason for more effective usage of quality circles
46. R Mukundan (2002) conducted with the finding the 21st century, Indian corporate
have begun the journey of TQM. The journey is very painful yet there is no alternate
road for excellence. TQM is both a goal and a path. Therefore the quality journey is
one that can never end.
47. George Boyne (2002) conducted a study with the objective of evaluating the level of
performance of private sector with the level of performance of public sector. The
study was conducted with the finding that the performance in private sector is more
efficient than the performance in the public sector
48. Shari M Yusof and Elaine Aspin Wall (2000) Analysed the issues in TQM
implementation. They analysis the revealed that TQM is a philosophy mainly
dominated by large companies. Small business are lagging behind larger ones, when it
comes to introducing and adopting new managerial philosophies and advanced
technology.
49. Roberson peter J and sonal J Senevirante (1995conducted a study in 47 organizations
that adopted quality circle process to find out the nature and effectiveness of changes
taking place in private sector and public sector. The study found that changes in
private sector were effective in individual development and the changes in public
sector were more successful in improving system performance
50. Adrian Wilkinson, Mich Marchington & Barrie Dale (1994) examined the issues of
Total Quality Management and the management of human resources. It suggested that
while TQM had been identified as a major innovation in 49management practice,
there had been a preoccupation with the ‘hard’ production –oriented aspects of TQM
rather than the softer HRM elements. However, increasing attention is being paid to
HR issues currently.
51. K.F Sherwood, B G Dale & V Guarrier (1993) examined the relationship between a
programme of quality circles and a process of quality improvement. The study
revealed lack of understanding of what is required to introduced and sustain a process
of continuous quality improvement and a number of mistakes made in the operation
of quality circles
52. Rodger W Grilfeth and Arthus G Bedeian (1989) investigated the effects attributable
to two no task factors gender and age acting as main effects and in interaction on
performance ratings.Mathew P C (1992)56evaluated the personnel management
 practices in the cooperative sector in Kerala and suggested the need for introducing
modern personal management practices in the co-operative sector to improve the
efficiency of the employees in the sector.
53. Ricky W Griffin (1988) tested the consequences of implementing quality circles in an
industrial setting. It was found that attitudes, behavior and effectiveness all improve
initially for the experimental group but then dropped back to previous levels.
54. J. de Vries & H . van de Water (1985)concluded that whether quality circles are a
means to improve the quality of working life or not is, among other factors,
determined largely by the characteristics of the production structure. Therefore, more
attention should be focused on the given production structure of organizations
wherever quality circles are initiated.
55. Anthony J. Mento & Rober P. Steel. (1985)In order to assess the effects of a quality
circle programme within a dynamic organizational environment, the authors strongly
recommend the collection of both outcome and process type data within the context of
a rigourous experimental design. Taken together outcome and process measures can
shed a great deal of insight into a more complete understanding of the effects of the
QC process on individual and organizational functioning

CHAPTER III
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
According to Clifford Woody research comprises defining and redefining the
problems, formulating hypothesis or suggested solutions, collecting, organizing and
evaluating data, making deductions and reaching conclusions whether they fit the formulating
hypothesis.

Research Methodology is a procedure designed to the extent to which it is planned

and evaluated before conducting the enquiry and to the extent to which the method for
making decisions is evaluated.

The research methodology if scientifically developed enables the researcher to

establish with high degree of confidence, cause and effect relationship between the research
activities and observed outcomes. This part of the study deals with methodology used in
present investigation. For gaining new knowledge in a particular field it explains the nature of
study, details of sample design, Collection of data, Analysis of data through statistical tools
and interpretation of the data collected.

RESEARCH SUBJECT

The first and foremost step is to select and define the topic of study. Among various
issues what occupies the central position in an organization is the effective utilization and
maintenance of human resources for achievement of organizational objectives and while
managing human resources, the problem of carrying out performance appraisal of executives
stands out very clear.

This topic of study takes into account measuring the existing system of performance
appraisal so as to identify the characteristics features of the same and to understand the
effectiveness of the system towards its objectives with a view to suggesting further
improvements.

RESEARCH DESIGN

A Research Design is the conceptual structure within which the study is to be conducted. It
constitutes the Blue print for Collection, measurement and analysis of data.

NATURE OF STUDY

This study is descriptive and Qualitative in nature i.e. which includes Survey involving
executives & non-executive of taking into consideration attitudes, opinions, behavior and
performance regarding their job.

PREPARATION AND DESIGN OF QUESTIONNAIRE

A Questionnaire was designed for the study and measures the performance level of
executives & non executive with the help of available literature and project guide. The
questions relating to general information of employees, awareness on various aspects of their
job and policies and approach of management were put.

Both closed and open-ended questions were included. Also, all questions were given
in a proper sequence and simple language in order to give a clear picture of the situation
given and to avoid any misunderstanding to the respondents. In the questionnaire, suggestions
of the employees were requested if they want any improvement in the present appraisal
system technique being followed up

SAMPLE DESIGN

A sample is a definite plan obtaining a sample from a given population.

UNIVERSE:-

The first step in developing any sample is to clearly define the Universe (set of objects) to be
studied .The Universe in the present study is restricted to the total number of 500 employees
in the organization.

SAMPLE SIZE:-

In order to make sample representative of the population, it was decided to collect

information from a sample size of 100 employees including both technical and non technical
employees.

SAMPLING PROCEDURE:-

After deciding the proper sample size, appropriate sampling technique to be used must be
selected. Therefore, Simple Random sampling technique has been used for collection of
primary data.

DATA SOURCES

Two types of data sources are chosen for the study:

 Primary Sources
 Secondary Sources

PRIMARY DATA:

Primary data was collected by a way of Questionnaire designed for both technical and non
technical employees of TENSILE PRO PIPES MANUFACTURING INDUSTRY AT
TRICHY. The questionnaire content questions which include awareness of the employees on
various aspects like organizational objectives, the performance appraisal technique being
followed. The collection of primary data was accomplished at different departments after a
personnel visit to all the departments:
  Works
 Services
 Construction
 Maintenance
 Operations
 Information Technology

The distribution of questionnaire was done on a random basis in all the departments. After a
brief introduction about the purpose of study and the contents of the questionnaire, it was
given to employees and asked to fill up and give their feedback on various factors in the same
and collected hand-to-hand from them.

SECONDARY DATA

Secondary data was collected from various books of Human resource management and
Organizational Behavior of different authors Magazines & Newsletters of TENSILE PRO
PIPES MANUFACTURING INDUSTRY AT TRICHY and with the help of internet.

ANALYSIS OF DATA:-

After collection of data, the researcher turns to the task of analyzing it. The responses given
by employees are analyzed in order to present in into meaningful form. Thus, statistical
techniques like Tabulation and graphical representation of data are used. Various bar
diagrams are used in order to present information clearly.

INTERPRETATION OF DATA:-

Lastly, after analysis of data, the findings of the study are studied and represented in a logical
and precise manner so as to arrive at a conclusion of the study and to provide any
recommendations and suggestions on this basis.

CHAPTER IV

DATA ANALYSIS AND INTERPRETATION

TABLE 4.1

AGE OF THE RESPONDENT

 Frequency Percent Valid Percent Cumulative
Percent

Below 20 years 19 27.1 27.1 27.1

21- 30 years 24 34.3 34.3 61.4

Valid 31-40years 12 17.1 17.1 78.6

Above 41 years 15 21.4 21.4 100.0

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 27% of the respondents are between the ages below 20 years,
34% of the respondents are above 21-30 years, 18% of the respondents are 31-40 years and
10% of the respondents are between the ages above 41 years.

CHART 4.1

AGE OF THE RESPONDENT

TABLE 4.2

GENDER OF THE RESPONDENT

 Frequen Percent Valid Percent Cumulative
cy Percent

Male 35 50.0 50.0 50.0

Valid Female 35 50.0 50.0 100.0

Total 70 100.0 100.0

INTERPRETATION

From the above table it is inferred that out of 50 respondents 100 % of them are male and
50% of the respondents are female.

CHART 4.2
GENDER OF THE RESPONDENT

TABLE 4.3

WORK EXPERIENCE OF THE EMPLOYEE

experience
 Frequency Percent Valid Percent Cumulative
Percent

Below 5 years 18 25.7 25.7 25.7

5 - 10 years 25 35.7 35.7 61.4

Valid 11 - 20 years 14 20.0 20.0 81.4

Above 20 years 13 18.6 18.6 100.0

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 26% of the respondents are working in this company for
below 5 years , 36% of the respondents are working in this company for 5-10 years , 20% of
the respondents are working in this company for 11-20 years , 19% of the respondents are
working in this company for above 20 years .

CHART 4.3

WORK EXPERIENCE OF THE EMPLOYEE

TABLE 4.4

EDUCATION QUALIFICATION OF THE RESPONDENT

Education

Frequency Percent Valid Percent Cumulative

Percent

Valid UG 27 38.6 38.6 38.6

PG 28 40.0 40.0 78.6

 Others (Please 15 21.4 21.4 100.0
Specify)

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 39% of the respondents are education qualification is UG,
40% of the respondents are education qualification is PG and 22% of the respondents are
education qualification is others.

CHART 4.4

EDUCATION QUALIFICATION OF THE RESPONDENT

TABLE 4.5

MONTHLY SALARY OF THE RESPONDNET

Frequency Percent Valid Percent Cumulative

Percent

Valid Below 5000 17 24.3 24.3 24.3

5000 to 10000 24 34.3 34.3 58.6

10000 to 20000 15 21.4 21.4 80.0

 Above 20000 14 20.0 20.0 100.0

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 24 % of the respondents are earn the monthly salary is below
5000, 34% of the respondents are earn the monthly salary is 5000-10000, 22% of the
respondents are earn the monthly salary is 10000-20000, 20% of the respondents are earn the
monthly salary is above2000.

CHART 4.5

MONTHLY SALARY OF THE RESPONDNET

TABLE 4.6

COMMUNICATION AND COORDINATION BETWEEN DEPARTMENTS

THROUGH ONLINE WILL IMPROVE EMPLOYEE PERFORMANCE

employeeperformance

Frequency Percent Valid Percent Cumulative

Percent
 yes 16 22.9 22.9 22.9

partly yes 24 34.3 34.3 57.1

you have a mind 16 22.9 22.9 80.0

Valid
reaction

can’t say 14 20.0 20.0 100.0

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 23% of the respondents are agree with through online will
improve employee performance, 34% of the respondents are disagree with through online
will improve employee performance, 23% of the respondents are says that partly yes, 20% of
the respondents are says that you have a mind reaction.

CHART 4.6

COMMUNICATION AND COORDINATION BETWEEN DEPARTMENTS

THROUGH ONLINE WILL IMPROVE EMPLOYEE PERFORMANCE
TABLE 4.7

THE USE OF TRAINING AND TECHNOLOGY WILL INCREASE EMPLOYEE

PERFORMANCE

y
 Frequency Percent Valid Percent Cumulative
Percent

yes 20 28.6 28.6 28.6

no 31 44.3 44.3 72.9

Valid
can’t say 19 27.1 27.1 100.0

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 29% of the respondents are agree with the training and
technology will increase employee performance, 44% of the respondents are disagree with
the training and technology will increase employee performance, 27% of the respondents are
not interested the increase employee performance.

CHART 4.7
THE USE OF TRAINING AND TECHNOLOGY WILL INCREASE EMPLOYEE
PERFORMANCE

TABLE 4.8

HIGH SALARIES ARE GOOD MOTIVATORS OF EMPLOYEE PERFORMANCE

motivators
 Frequency Percent Valid Percent Cumulative
Percent

Strongly agree 13 18.6 18.6 18.6

Agree 21 30.0 30.0 48.6

neutral 7 10.0 10.0 58.6

Valid Disagree 14 20.0 20.0 78.6

Strongly 15 21.4 21.4 100.0

disagree

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 19% of the respondents strongly agree that they good motivators
of employee performance, 10% of the respondents are having no comment, 20% of the
respondents are disagree with the motivators of employee performance, 30% of the
respondents are disagree with the motivators of employee performance and 22% of the
respondents are strongly disagree with the motivators of employee performance.

CHART 4.8

HIGH SALARIES ARE GOOD MOTIVATORS OF EMPLOYEE PERFORMANCE

TABLE 4.9

ATTENDING ZONAL, NATIONAL AND INTERNATIONAL TRAINING MEETS

WILL INCREASE EXECUTIVE PERFORMANCE
 Frequency Percent Valid Percent Cumulative
Percent

Strongly agree 13 18.6 18.6 18.6

Agree 24 34.3 34.3 52.9

neutral 8 11.4 11.4 64.3

Valid Disagree 13 18.6 18.6 82.9

Strongly 12 17.1 17.1 100.0

disagree

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 34% of the respondents are agree with the training meets will
increase executive performance 12% of the respondents neutral with the training meets will
increase executive performance, 19% of the respondents are disagree with the executive
performance, 19% of the respondents are strongly agree with the training meets will increase
executive performance and 17% of the respondents are strongly disagree executive
performance.

CHART 4.9

ATTENDING ZONAL, NATIONAL AND INTERNATIONAL TRAINING MEETS

WILL INCREASE EXECUTIVE PERFORMANCE
TABLE 4.10

MOTIVATIONAL LEVEL OF YOUR PERSONNEL

Motivationallevel

Frequency Percent Valid Percent Cumulative

Percent

Very high 13 18.6 18.6 18.6

High 21 30.0 30.0 48.6

Neutral 6 8.6 8.6 57.1

Valid
Low 17 24.3 24.3 81.4

Very low 13 18.6 18.6 100.0

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 42% of the respondents very high with the motivational level of
your personnel, 24% of the respondents are high with their motivational level of your
personnel

24% of the respondents given no comment based on their motivational level ,6% of the
respondents are low with the motivational level and 4% of the respondents are very low with
the evaluation of motivational level.
CHART 4.10

MOTIVATIONAL LEVEL OF YOUR PERSONNEL

TABLE 4.11

QUALITY OF WORKING ENVIRONMENT WILL GIVE OPTIMUM

PERFORMANCE

optimumperformance

Frequency Percent Valid Percent Cumulative

Percent

Strongly agree 15 21.4 21.4 21.4

Agree 23 32.9 32.9 54.3

neutral 8 11.4 11.4 65.7

Valid Disagree 15 21.4 21.4 87.1

Strongly 9 12.9 12.9 100.0

disagree

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 33% of the respondents are agree with quality of working
environment, 12% of the respondents neutral with the quality of working environment, 22%
of the respondents are strongly agree with quality of working environment and 22% of the
respondents are disagree with the quality of working environment and 13% of the
respondents are strongly disagree with the quality of working environment .

CHART 4.11

QUALITY OF WORKING ENVIRONMENT WILL GIVE OPTIMUM

PERFORMANCE
TABLE 4.12

HOW WOULD YOU RATE THE QUALITY OF YOUR EMPLOYEE

PERFORMANCE SYSTEM?
 Frequency Percent Valid Percent Cumulative
Percent

very good 14 20.0 20.0 20.0

good 25 35.7 35.7 55.7

neutral 8 11.4 11.4 67.1

Valid
poor 12 17.1 17.1 84.3

very poor 11 15.7 15.7 100.0

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 42% of the respondents very good with the employee
performance system, 24% of the respondents are good with their employee performance
system, 24% of the respondents given no comment based on their employee performance
system, 6% of the respondents are poor with the employee performance system and 4% of the
respondents are very poor with the employee performance system.

CHART 4.12
HOW WOULD YOU RATE THE QUALITY OF YOUR EMPLOYEE
PERFORMANCE SYSTEM?
TABLE 4.13

YOUR PERSONNEL’S APPRAISAL METHOD BY ONLINE

Frequency Percent Valid Percent Cumulative

Percent

outstanding 15 21.4 21.4 21.4

exceeds expectation 24 34.3 34.3 55.7

meeting expectation 6 8.6 8.6 64.3

Valid improvement 11 15.7 15.7 80.0
needed

unacceptable 14 20.0 20.0 100.0

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 22% of the respondents are says that appraisal method by online
for outstanding, 34% of the respondents are says that appraisal method by online for exceeds
expectation, 9% of the respondents are says that appraisal method by online for meeting
expectation , 16% of the respondents are says that appraisal method by online for
improvement needed , 20% of the respondents are says that appraisal method by online for
unacceptable
CHART 4.13

YOUR PERSONNEL’S APPRAISAL METHOD BY ONLINE

TABLE 4.14

PERFORMANCE METHODS ARE IMPLEMENTED ON SCHEDULE

schedule

Frequency Percent Valid Percent Cumulative

Percent

Valid yes 11 15.7 15.7 15.7

partly yes 25 35.7 35.7 51.4

no 9 12.9 12.9 64.3

you have a mind 11 15.7 15.7 80.0

reaction
 can’t say anything 14 20.0 20.0 100.0

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 16% of the respondents are agree with implemented on
schedule , 36% of the respondents are disagree with implemented on schedule, 13% of the
respondents are says that partly yes, 16% of the respondents are says that you have a mind
reaction and 20% of the respondents are says that can’t say anything..

CHART 4.14

PERFORMANCE METHODS ARE IMPLEMENTED ON SCHEDULE

TABLE 4.15

PERFORMANCE APPRAISAL GIVES ORGANIZATIONAL EFFECTIVENESS

organizationaleffectiveness

Frequency Percent Valid Percent Cumulative

Percent

yes 20 28.6 28.6 28.6

no 30 42.9 42.9 71.4

Valid
don’t know 20 28.6 28.6 100.0

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 29 % of the respondents are agree with Performance appraisal
gives organizational effectiveness , 43% of the respondents are disagree with organizational
effectiveness, 19% of the respondent are dnot know for the organizational effectiveness.
CHART 4.15

PERFORMANCE APPRAISAL GIVES ORGANIZATIONAL EFFECTIVENESS

TABLE 4.16

PERFORMANCE APPRAISAL HELPS THE SUPERIORS TO HAVE A PROPER

UNDERSTANDING ABOUT THEIR SUBORDINATES

superiors

Frequency Percent Valid Percent Cumulative

Percent

Strongly agree 12 17.1 17.1 17.1

Agree 18 25.7 25.7 42.9

neutral 10 14.3 14.3 57.1

Valid Disagree 14 20.0 20.0 77.1

Strongly 16 22.9 22.9 100.0

disagree

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 14% of the respondents given no comment regarding proper
understanding,26% of the respondents are agree with the proper understanding about their
subordinates , 17% of the respondents are strongly agree with the about their subordinates,
20% of the respondents are disagree with the about their subordinates and 23% of the
respondents are strongly disagree with the about their subordinates.

CHART 4.16

PERFORMANCE APPRAISAL HELPS THE SUPERIORS TO HAVE A PROPER

UNDERSTANDING ABOUT THEIR SUBORDINATES
TABLE 4.17

PERFORMANCE APPRAISAL AFFECTING IN ANY WAY OF YOUR WORKING

ABILITY
workingability

Frequency Percent Valid Percent Cumulative

Percent

yes 13 18.6 18.6 18.6

partly yes 25 35.7 35.7 54.3

no 8 11.4 11.4 65.7

Valid you have a mind 13 18.6 18.6 84.3
reaction

can’t say anything 11 15.7 15.7 100.0

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 19% of the respondents are agree with Performance appraisal
affecting in any way of your working ability, 12% of the respondents are disagree with
Performance appraisal affecting in any way of your working ability, 36% of the respondents
are says that partly yes, 19% of the respondents are says that you have a mind reaction and
16% of the respondents are says that can’t say anything..
CHART 4.17

PERFORMANCE APPRAISAL AFFECTING IN ANY WAY OF YOUR WORKING

ABILITY
TABLE 4.18

FROM THE PERFORMANCE APPRAISALS ARE ABLE TO FIND OUT YOUR JOB
RELATED STRENGTHS AND WEAKNESS

Frequency Percent Valid Percent Cumulative

Percent

Strongly agree 11 15.7 15.7 15.7

Agree 25 35.7 35.7 51.4

neutral 9 12.9 12.9 64.3

Valid Disagree 12 17.1 17.1 81.4

Strongly 13 18.6 18.6 100.0

disagree

Total 70 100.0 100.0

INTERPRETATION

The table shows that 36% of the respondents are agree with their job related strengths and
weakness , 13% of the respondent’s given no comment, 16% of the respondents are strongly
agree with their job related strengths and weakness and17% of the respondents are disagree
with their job related strengths and weakness.and 19% of the respondents are strongly
disagree with their job related strengths and weakness
CHART 4.18

FROM THE PERFORMANCE APPRAISALS ARE ABLE TO FIND OUT YOUR JOB
RELATED STRENGTHS AND WEAKNESS
TABLE 4.19

PERFORMANCE APPRAISAL IS CREATING GRIEVANCES BETWEEN YOU AND

YOUR SUBORDINATES

grievances
 Frequency Percent Valid Percent Cumulative
Percent

yes 20 28.6 28.6 28.6

no 27 38.6 38.6 67.1

Valid
don’t know 23 32.9 32.9 100.0

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 29% of the respondents are agree with Performance appraisal
is creating grievances, 39% of the respondents are disagree with Performance appraisal is
creating grievances, 32% of the respondent are don’t know for the Performance appraisal is
creating grievances.
CHART 4.19

PERFORMANCE APPRAISAL IS CREATING GRIEVANCES BETWEEN YOU AND

YOUR SUBORDINATES
TABLE 4.20

THE PERFORMANCE APPRAISAL METHODS PROVIDING

STANDARDS/STANDARDIZATION FOR WORK

providingstandards

Frequency Percent Valid Percent Cumulative

Percent

Strongly agree 13 18.6 18.6 18.6

Agree 18 25.7 25.7 44.3

neutral 12 17.1 17.1 61.4

Valid Disagree 13 18.6 18.6 80.0

Strongly 14 20.0 20.0 100.0

disagree

Total 70 100.0 100.0

INTERPRETATION

The table shows that 26% of the respondents are agree with the performance appraisal
methods providing standards/standardization , 17% of the respondents are strongly agree,
17% of the respondents given no comment and 19% of the respondents are disagree with the
performance appraisal methods providing standards/standardization and 20% of the
respondents are strongly disagree.
CHART 4.20

THE PERFORMANCE APPRAISAL METHODS PROVIDING

STANDARDS/STANDARDIZATION FOR WORK
TABLE 4.21

PERFORMANCE APPRAISAL IS THE CONTINUOUS PROCESS FOR

IMPROVING THE SKILLS AND KNOWLEDGE OF EMPLOYEES
 Frequency Percent Valid Percent Cumulative
Percent

Strongly agree 12 17.1 17.1 17.1

Agree 20 28.6 28.6 45.7

neutral 10 14.3 14.3 60.0

Valid Disagree 14 20.0 20.0 80.0

Strongly 14 20.0 20.0 100.0

disagree

Total 70 100.0 100.0

INTERPRETATION

The table shows that 29% of the respondents are agree with the continuous process for
improving the skills and knowledge, 17% of the respondents are strongly agree, 14% of the
respondents given no comment and 20% of the respondents are disagree with the continuous
process for improving the skills and knowledge ,20% of the respondents are strongly
disagree.
CHART 4.21

PERFORMANCE APPRAISAL IS THE CONTINUOUS PROCESS FOR

IMPROVING THE SKILLS AND KNOWLEDGE OF EMPLOYEES
TABLE 4.22

ARE YOU HAPPY WITH THE PERFORMANCE APPRAISAL SYSTEM

Areyouhappy

Frequency Percent Valid Percent Cumulative

Percent

yes 12 17.1 17.1 17.1

partly yes 17 24.3 24.3 41.4

no 13 18.6 18.6 60.0

Valid you have a mind 12 17.1 17.1 77.1
reaction

can’t say anything 16 22.9 22.9 100.0

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 17% of the respondents are agree with happy the performance
appraisal system, 19% of the respondents are disagree with happy the performance appraisal
system24% of the respondents are says that partly yes, 17% of the respondents are says that
you have a mind reaction and 23% of the respondents are says that can’t say anything..
CHART 4.22

ARE YOU HAPPY WITH THE PERFORMANCE APPRAISAL SYSTEM

TABLE 4.23

THE FEEDBACK OF PERFORMANCE HAS TO BE GIVEN TO YOU AFTER

APPRAISAL

feedback

Frequency Percent Valid Percent Cumulative

Percent

Strongly agree 12 17.1 17.1 17.1

Agree 21 30.0 30.0 47.1

neutral 10 14.3 14.3 61.4

Valid Disagree 15 21.4 21.4 82.9

Strongly 12 17.1 17.1 100.0

disagree

Total 70 100.0 100.0

INTERPRETATION
The table shows that 30% of the respondents are agree with the feedback of performance
appraisal , 17% of the respondents are strongly agree with the feedback of performance
appraisal, 14% of the respondents given no comment with the feedback of performance
appraisal and 22% of the respondents are disagree ,17% of the respondents are strongly
disagree.

CHART 4.23

THE FEEDBACK OF PERFORMANCE HAS TO BE GIVEN TO YOU AFTER

APPRAISAL
TABLE 4.24

YOU HAVE CHANCE TO INSTINCT ANY CHANGES IN THE PERFORMANCE

APPRAISAL SYSTEM
instinct

Frequency Percent Valid Percent Cumulative

Percent

Strongly agree 11 15.7 15.7 15.7

Agree 19 27.1 27.1 42.9

neutral 11 15.7 15.7 58.6

Valid Disagree 15 21.4 21.4 80.0

Strongly 14 20.0 20.0 100.0

disagree

Total 70 100.0 100.0

INTERPRETATION

The table shows that 27% of the respondents are agree with the changes in the performance
appraisal system, 16% of the respondents are strongly agree with the changes in the
performance appraisal system16% of the respondents given no comment with the and 21% of
the respondents are disagree ,20% of the respondents are strongly disagree.
CHART 4.24

YOU HAVE CHANCE TO INSTINCT ANY CHANGES IN THE PERFORMANCE

APPRAISAL SYSTEM
TABLE 4.25

LEVELS OF TARGETS REACHED BY EMPLOYEES

Frequency Percent Valid Percent Cumulative

Percent

Outstanding 12 17.1 17.1 17.1

exceeds expectation 19 27.1 27.1 44.3

meeting expectation 10 14.3 14.3 58.6

Valid improvement 15 21.4 21.4 80.0
needed

un acceptable 14 20.0 20.0 100.0

Total 70 100.0 100.0

INTERPRETATION

The above table shows that 17% of the respondents are says that for outstanding at Levels of
targets reached by employees, 27% of the respondents are says that exceeds expectation
Levels of targets reached by employees, 14% of the respondents are says that meeting
expectation Levels of targets reached by employees , 22% of the respondents are says that
improvement needed , 20% of the respondents are says unacceptable
CHART 4.25

LEVELS OF TARGETS REACHED BY EMPLOYEES

CHI-SQUARE TEST
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
Age * 70 100.0% 0 0.0% 70 100.0%
trainingandtechnology

Age * trainingandtechnology Crosstabulation

Count
trainingandtechnology Total
yes no can’t say
Below 20 years 7 5 7 19
21- 30 years 4 15 5 24
Age 31 - 40 years 3 5 4 12

Above 41 years 6 6 3 15
Total 20 31 19 70
 Chi-Square Tests
Value df Asymp. Sig.
(2-sided)
Pearson Chi-Square 7.111a 6 .311
Likelihood Ratio 7.226 6 .300
Linear-by-Linear .463 1 .496
Association
N of Valid Cases 70
a. 4 cells (33.3%) have expected count less than 5. The
minimum expected count is 3.26.

Symmetric Measures
Value Approx.
Sig.
Nominal by Contingency .304 .311
Nominal Coefficient
N of Valid Cases 70

CORRELATION METHOD
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
superiors * 70 100.0% 0 0.0% 70 100.0%
Areyouhappy

superiors * Areyouhappy Crosstabulation

Count
Areyouhappy Total
yes partly yes no you have a can’t say
mind reaction anything
Strongly agree 2 3 2 2 3 12
Agree 4 2 6 2 4 18
superiors
neutral 1 2 1 1 5 10
Disagree 3 6 0 4 1 14
 Strongly 2 4 4 3 3 16
disagree
Total 12 17 13 12 16 70

Symmetric Measures
Value Asymp. Std. Approx. Approx.
Errora Tb Sig.
Nominal by Contingency .436 .424
Nominal Coefficient
Interval by -.043 .116 -.358 .722c
Pearson's R
Interval
Spearman -.039 .116 -.318 .751c
Ordinal by Ordinal
Correlation
N of Valid Cases 70
a. Not assuming the null hypothesis.
b. Using the asymptotic standard error assuming the null hypothesis.
c. Based on normal approximation.

ONE WAY ANOVA TEST

ANOVA
employeeperformance
Sum of df Mean F Sig.
Squares Square
Between 14.276 4 3.569 3.710 .009
Groups
Within Groups 62.524 65 .962
Total 76.800 69

Multiple Comparisons
Dependent Variable: employeeperformance
Tukey HSD
(I) (J) Mean Std. Sig. 95% Confidence Interval
providingstandards providingstandard Differenc Error Lower Upper
s e (I-J) Bound Bound
Strongly agree Agree .29487 .35698 .922 -.7067 1.2965
neutral .62821 .39262 .503 -.4734 1.7298
 Disagree .15385 .38469 .994 -.9255 1.2332
Strongly disagree -.75275 .37776 .281 -1.8127 .3072
Strongly agree -.29487 .35698 .922 -1.2965 .7067
neutral .33333 .36551 .891 -.6922 1.3589
Agree
Disagree -.14103 .35698 .995 -1.1426 .8606
Strongly disagree -1.04762* .34949 .030 -2.0282 -.0670
Strongly agree -.62821 .39262 .503 -1.7298 .4734
Agree -.33333 .36551 .891 -1.3589 .6922
neutral
Disagree -.47436 .39262 .747 -1.5760 .6273
Strongly disagree -1.38095* .38583 .006 -2.4635 -.2984
Strongly agree -.15385 .38469 .994 -1.2332 .9255
Agree .14103 .35698 .995 -.8606 1.1426
Disagree
neutral .47436 .39262 .747 -.6273 1.5760
Strongly disagree -.90659 .37776 .128 -1.9665 .1533
Strongly agree .75275 .37776 .281 -.3072 1.8127
Agree 1.04762* .34949 .030 .0670 2.0282
Strongly disagree
neutral 1.38095* .38583 .006 .2984 2.4635
Disagree .90659 .37776 .128 -.1533 1.9665
*. The mean difference is significant at the 0.05 level.

employeeperformance
a,b
Tukey HSD
providingstandard N Subset for alpha =
s 0.05
1 2
neutral 12 1.8333
Agree 18 2.1667 2.1667
Disagree 13 2.3077 2.3077
Strongly agree 13 2.4615 2.4615
Strongly disagree 14 3.2143
Sig. .454 .051
Means for groups in homogeneous subsets are
displayed.
a. Uses Harmonic Mean Sample Size = 13.730.
b. The group sizes are unequal. The harmonic mean
of the group sizes is used. Type I error levels are
not guaranteed.
 CHAPTER IV

FINDING, SUGESSTION AND CONCLUSION

FINDING:

 Most of the respondent is 27% of the respondents are between the ages below 20
years, 34% of the respondents are above 21-30 years,
 From the above table it is inferred that out of 50 respondents
 Most of the respondent is26% of the respondents are working in this company for
below 5 years , 36% of the respondents are working in this company for 5-10 years ,
 Most of the respondent is39% of the respondents are education qualification is UG,
40% of the respondents are education qualification is PG
 Most of the respondent is24 % of the respondents are earn the monthly salary is below
5000, 34% of the respondents are earn the monthly salary is 5000-10000
 Most of the respondent is23% of the respondents are agree with through online will
improve employee performance, 34% of the respondents are disagree with through
online will improve employee performance
 Most of the respondent is29% of the respondents are agree with the training and
technology will increase employee performance, 44% of the respondents are disagree
with the training and technology will increase employee performance
 Most of the 30% of the respondents are disagree with the motivators of employee
performance and 22% of the respondents are strongly disagree with the motivators of
employee performance
 Most of the respondent is 34% of the respondents are agree with the training meets
will increase executive performance 19% of the respondents are strongly agree with
the training meets will increase executive performance
 Most of the respondent is42% of the respondents very high with the motivational
level of your personnel 24% of the respondents given no comment based on their
motivational level
 Most of the respondent is33% of the respondents are agree with quality of working
environment, 12% of the respondents neutral with the quality of working
environment, 22% of the respondents are strongly agree
 Most of the respondent is42% of the respondents very good with the employee
performance system, 24% of the respondents are good with their employee
performance system
 Most of the respondent is22% of the respondents are says that appraisal method by
online for outstanding, 34% of the respondents are says that appraisal method by
online for exceeds expectation
 Most of the respondent is16% of the respondents are agree with implemented on
schedule , 36% of the respondents are disagree with implemented on schedule
 Most of the respondent is29 % of the respondents are agree with Performance
appraisal gives organizational effectiveness , 43% of the respondents are disagree
with organizational effectiveness
 Most of the respondent is14% of the respondents given no comment regarding proper
understanding,26% of the respondents are agree with the proper understanding about
their subordinates
 Most of the respondent 36% of the respondents are says that partly yes, 19% of the
respondents are says that you have a mind reaction and 16% of the respondents are
says that can’t say anything..
 The table shows that 36% of the respondents are agree with their job related strengths
and weakness 19% of the respondents are strongly disagree with their job related
strengths and weakness
 Most of the respondent is29% of the respondents are agree with Performance
appraisal is creating grievances, 39% of the respondents are disagree with
Performance appraisal is creating grievances, 32% of the respondent are don’t know
for the Performance appraisal is creating grievances
 The table shows that 26% of the respondents are agree with the performance appraisal
methods providing standards/standardization, 17% of the respondents are strongly
agree.
 The table shows that 29% of the respondents are agree with the continuous process for
improving the skills and knowledge, 17% of the respondents are strongly agree
 Most of the respondent is17% of the respondents are agree with happy the
performance appraisal system, 19% of the respondents are disagree with happy the
performance appraisal system24% of the respondents are says that partly yes

 The table shows that 30% of the respondents are agree with the feedback of
performance 22% of the respondents are disagree ,17% of the respondents are
strongly disagree.
 The table shows that 27% of the respondents are agree with the changes in the
performance appraisal system, 16% of the respondents are strongly agree with the
changes in the performance appraisal
  Most of the respondent is17% of the respondents are says that for outstanding at
Levels of targets reached by employees, 27% of the respondents are says that exceeds
expectation Levels of targets reached by employees, 14% of the respondents are says
that meeting expectation Levels of targets reached by employees .

SUGGESTION

 Appraisal feedback is very important in any performance appraisal program. Should

be carefully communicated by making high performers increase their target and low
performers to build up their confidence
 Suggestion could be obtained from employees regarding framing the performance
appraisal system.
 Overtime should be taken care of at the time of performance appraisal, which would
motivate the employees to perform better for longer hours.
 More training should be offered to the mentally stressed staff which improve their
potential and result in top appraisal points.
 More opportunities should be provided for expressing their ideas and plans to
implement their level performance.
 The whole performance appraisal should be kept more transparent and free from bias
in the future.
 implement more methods of performance appraisal and update the employees about
the type of method used for performance evaluation.

CONCLUSION

Performance appraisal may be understood as the assessment of an individual's performance in

a systematic way. The performance being measured against such factors as job knowledge,
quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-
operation, judgment, versatility, health and the like. It also helps in developing strength and
rectifies weakness of the employees. TENSILE PRO PIPE MANUFACTURING
INDUSTRY has been conducting performance appraisal from the past years from its
formation. Employees were cooperative and fully supporting the performance appraisal in the
institution and it was found to be highly effective in the employee’s performance. TENSILE
PRO PIPE MANUFACTURING INDUSTRY has been running successfully for past
several years and has created a good name among its customers and society. People having
poor background are given training and provided with jobs. Performance appraisal can be
conducted more effectively by using the right tools and properly reviewing and updating the
performance appraisal program. Suggestion from employees and experienced personnel can
further enhance and make the performance appraisal an ideal evaluation system

BIBLIOGRAPHY

Books

 Milovich T.George and Newman M. Jerry, “Compensation Management”, New Delhi,

Tata Mc Graw-Hill Publication Company Ltd, 2005. 
 Aswathappa, “Human Resource Management”, Fifth Edition, Tara Mc Graw- Hill
publishing Company Ltd, 2005. 
 Chabbra T.N, ”Human Resource Management”, Fifth Revised Edition, New Delhi,
Published By Dhanpat Rai and Co. (P) Ltd, Educational and Technical publisher,
2005.
 Kothari C.R, “Research methodology”, New Delhi, New Age International (P) Ltd,
2006.

WEBSITE

 www.google.com
 www.scribed.com
 www.wikipedia.com

ANNEXURE

A STUDY ON PERFORMANCE APPRAISAL IN EVENT MANAGEMENT IN

TENSILE PRO PIPES MANUFACTURING INDUSTRY AT TRICHY

QUESTIONARIES

I. PERSONNEL DATA:

1. Name
2. Age:
 a) Below 20 years
b) - 30 years
c) 31 - 40 years
d) Above 41 years
3. Gender:
a) Male
b) Female

4. Work experience of the employee

a) Below 5 years
b) 5 - 10 years
c) 11 - 20 years
d) Above 20 years

5. Education

a) UG
b) PG
c) Others (Please Specify)

6. Department: ________________________________________

7. Designation: _________________________________________

8. Monthly Salary:

a) Below 5000
b) 5000 to 10000
c) 10000 to 20000
d) Above 20000

II. PROJECT INFORMATION

9 .Communication and coordination between departments through online will improve

employee performance.
a) yes
b) partly yes
c) you have a mind reaction
d) d) can’t say e)
10. The use of training and technology will increase employee performance.

a) yes
b) no
c) can’t say
11. High salaries are good motivators of employee performance.

a) Strongly agree
b) Agree
c) neutral
d) Disagree
e) Strongly disagree

12. Attending zonal, national and international training meets will increase executive
performance.

a) Strongly agree
b) Agree
c) neutral
d) Disagree
e) Strongly disagree

13. Motivational level of your personnel.

a) Very high
b) High
c) Neutral
d) Low
e) very low

14. Quality of working environment will give optimum performance.

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

15. How would you rate the quality of your employee performance system.

a) Very high
b) High
c) Neutral
d) Low
e) very low
16.. Your personnel’s appraisal method by online

a) outstanding
b) exceeds expectation
c) meeting expectation
d) improvement needed
e) unacceptable.

17. Performance methods are implemented on schedule.

a) partly yes
b) no
c) you have a mind reaction
d) can’t say anything
e) yes

18. Performance appraisal gives organizational effectiveness.

a) Yes
b) No
c) don’t know

19. Performance appraisal helps the superiors to have a proper understanding about their
subordinates.

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

20.. Performance appraisal affecting in any way of your working ability.

a) partly yes
b) no
c) you have a mind reaction
d) e) can’t say anything
e) yes
21. From the performance appraisals are able to find out your job related strengths and
weakness.

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

22. Performance appraisal is creating grievances between you and your subordinates.

a) Yes
b) No
c) don’t know

23. The performance appraisal methods providing standards/standardization for work.

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

24. Performance appraisal is the continuous process for improving the skills and knowledge
of employees.

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
25.Are you happy with the performance appraisal system.

a) partly yes
b) no
c) you have a mind reaction
d) e) can’t say anything
e) yes

26. The feedback of performance has to be given to you after appraisal.

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

27. You have chance to instinct any changes in the performance appraisal system.

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

28. Levels of targets reached by employees.

a) outstanding
b) exceeds expectation
c) meeting expectation
d) improvement needed
e) unacceptable.