7.

GENERAL INTRODUCTION
Performance, also known as employee appraisal, is as method by which the job performance of an employee is evaluated, generally in terms of quality, quantity, and cost and time performance appraisal areas regular reviews of employee performance with in organizations. Perfomance appraisal plays in important role in the career development of an individual. Definition According to Edwin flippo performance appraisal is the systematic periodic and impartial on an employees excellence .in matter pertaining to his present job & to his potentialities for a better job Meaning Performance appraisal is a method of evaluating the behavior of employees job performance .performance here refers to the degree of accomplishment of the task that makes upon individuals job. Perfomance appraisal indicates individual is fulfilling the job demand. Generally, the aims of a performance appraisal are to:1) Establish system whereby managers are asked to score an individuals performance

against a number of objectives/attributes, In same companies employees receive assessments from their manager, peers subordinates & customers while also performing a self assessment .This is known as 360 appraisal.
2) Give feedback on performance to employee 3) Identify employees training needs. 4) Document criteria used allocate organizational rewards. 5) Form a basis for personnel decisions, salary increases, promotions, disciplinary actions

etc.
6) Provide the opportunity for organizational diagnosis & development. 7) Validate selection techniques & human resources policies to meet federal equal

employment opportunity

Requirements in case of MNCs operating a common approach from USA. The most popular methods that are being used as performance appraisal process are:

Management by objectives 360 appraisal Behavioral observation Behaviorally anchored rating scale

Trait based system, which rely on factors such as integrity & conscientiousness, are also commonly used by business performance appraisal is necessary to measure the organization. to check the progress towards the desired goals and aims .the latest mantra being followed by organizations across the world being get paid accordingly to what you contribute-the focus of the organizations is turning to performance. The traditional performance appraisal In the convectional performance appraisal or review process ,the manager annually writes his opinions on the performance of employees reporting to him on a document supplied by the HR department .in some organizations, the staff members is asked to fill out a self review-which is to be shared with the supervision. Most of the time, the appraisal reflect what the manager can remember, this is actually the most recent events .usually, the appraisal is based on the opinions of immediate supervisor. the real performance measurements take time and follow up to well .the documents in use in many organizations also asks the superior to make judgment based on concept and works such as excellent performance, exhibits as excellent performance ,exhibits enthusiasm, and achievement oriented. it is better to quality the appraisal as far as possible by basing it on the on the job performance yardsticks fixed earlier to make it objective. Many managers are uncomfortable in the rate of judge, so uncomfortable; in fact, those performance appraisals are often months overdue. The HR personal ,who manages the appraisal system ,finds his most important roles are to develop the form and maintain on employee official file ,notify supervisors of due dates, and then follow it up when the review is over due. despite the fact that annual raises are after tried to performance evaluation, managers avoid doing them

as long as possible .the result in an unmotivated employee who feeds his manager doesnt care about him enough facilities his annual raise Summary of Benefits The important benefit of performance appraisal are Appraise of provide information upon which you can make promotion & so long

decisions. They provide an opportunity for you Subordinate to renew his or her work related behavior.
It helps to better manage & improve the firms performance by pinpointing achievement

and failures when done objectively & periodically. It helps in maintaining Organizational control over performance at Employees.

7.1 Statement of the problem

The study was conducted at Chemicals Ltd.ghjkl is a public limited company & this study is used to understand the employees performance appraisal system in the company .this study will helps to the management that the awareness of employees attitude towards the appraisal system.

7.2 Objectives of the study

To find out employees opinion on the present performance appraisal system To find out the inter relationship between training program & performance appraisal

7.3 Scope of the study

The importance of performance appraisal is have widely recognized & management considers it as and investment to meet the organizational objectives. Performance appraisal activities make available skilled and professional man ,refresh this professional knowledge ,update this technical have and empower ,and equip then to meet the challenges of the present day competitive environment .This study deals with the overall development activities due to the performance appraisal under taken for the organization.

7.4 Research methodology

Research methodology is a method to solve the research problem systematically .It involves gathering data, use of statistical data ,use of statistical techniques ,interpretations and drawing conclusions about the research data.

Research design The research design is used for this study is descriptive research design .It is essentially a research to describe something .It can describe the characteristics of a group such as customers, organization, markets etc.Descriptive research provides association between two variable. Sampling methodology The number of sampling which we selected from the employees for the case of study is called the size of the sampling 50 people selected for the study Sampling method The sampling method used in the study is simple random sampling .simple random sampling is a subset of individual (sample) chosen from a large set (population).each individual is chosen randomly and entirely by chance ,such that each individual has the same probability of being chosen at any stage during sampling process Data collection Method: a) Data was collected through questionnaire b) The questionnaire has both close ended and open ended questions. c) Under close ended questions the format used is rating scale.

Sources: There are two types of data:

Primary data Secondary data

Primary data was collected from the questionnaires rendered to the respondence.ther are two widely used methods of gathering data:
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 Survey method Observation method

This includes personal interviews conducted with HR manager, and questionnaires rendered to the respondents through survey methods etc. Secondary data is data originally gathered for some purpose, other than present research objective. it includes findings based on research done by outside agencies of organization, various vouchers,publication,journals,pamphlets,company website and other research websites. Data analysis:

Percentage analysis

7.5 Limitations of the study

The research has faced various difficulties in collecting primary data from the respondents.(e.g. : avoidance) It was difficult to get the acute data from the organization about the job satisfaction Time constrain Employee may become biased towards the company. Employee may not divulge all the information about the company

8. ANALYSIS & INTERPRETATION

Table 8.1 Responses showing Year of Experience SL.No. 1 2 Service 0-5 year 6-10 year No. of respondents 9 10 percentage 18% 20%

3 4 5 6

11-15 year 16-20 year 21-25 year 26 above Total

12 9 7 3 50

24% 18% 14% 6% 100 %

Analysis From the above it is inferred that 18% of the respondents service 0-5 year 20% of them are in between 6-10 year 24% of them are between 11-15 year 18% of them are in between 16-20 years, 14% of them are 21-25 year and 6% of them are in above 25 year. Interpretation Majority of the respondents working experience is 11-15 years .6% of respondents experience were 26 years and above. It interprets that the company have experienced people only

Figure 8.1: Responses showing Year of Experience

Table 8.2: Employees Educational Qualifications SL No 1 2 3 4 5 Education No. of Respondents Percentage

PG UG Diploma Higher Secondary SSLC Total

10 9 4 17 10 50

20% 18% 8% 34% 20% 100%

Analysis From the above it is inferred that 20% of the respondents are PG qualified. 18% of the respondents are UG qualified. 8% of the respondents are Diploma qualified.34% of the respondents are Higher Secondary qualified.20% of the respondents are SSLC qualified. Interpretation Out of 50 respondents 34% were higher secondary qualified and a 8 % respondents were diploma holders. Majority of workers in the company are under Qualified.

Figure 8.2: Employees Educational Qualifications

Table 8.3: Employees Awareness about perfomance appraisal system Sl.No 1 2 Awareness Yes No Total No. of Responders 50 0 50 Percentage 100% 0 100%

Analysis From the above it is inferred that 100% of the respondents aware about performance appraises system. Interpretation 100% employees were aware about the performance appraisal system Figure 8.3: Employees Awareness about perfomance appraisal system

Table 8.4: Present appraisals system is purely unbiased. Sl.No 1 2 3 4 5 Promotion Highly Unbiased Unbiased Neutral Biased Highly biased Total No. of Resp. 7 7 11 15 10 50 Percentage 14% 14% 22% 30% 20% 100%

Analysis From the above it is inferred that 14% of the respondents has an opinion that it is highly unbiased .14% of the respondents has an opinion that it is unbiased .22% of the respondents has an opinion that it is neutral.30% respondents has an opinion that it is biased and remaining 20% has an opinion that it is highly biased. Interpretation Only 28% employees felt that the appraisal system was Unbiased. The Company should create greater confidence.

Figure8.4: Present appraisals system is purely unbiased

Table 8.5: Current performance appraisal indeed required to your organization. Sl.No 1 2 3 4 5 Opinion Highly agree Agree Neutral Disagree Highly disagree No.of Resp. 10 9 16 7 8 Percentage 20% 18% 32% 14% 16%

10

Total

50

100%

Analysis From the above it is inferred that 20% of the employees highly agree the current appraisal system.18% of the respondents agree the system. 32% of the respondents agree it is neutral 14% of the respondents disagree the system and 16 % of the respondents highly disagree the system. Interpretation Only 38% respondents felt that present appraisal system is needed in the organization. The company should bring about changes in the appraisal system which motivates the employees to be more productive and effective .

Table 8.5: Current performance appraisal indeed required to your organization

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Table8.6: Whether Current performance appraisal system beneficial in increasing your ability. Sl.No 1 2 3 4 5 Opinion Highly agree Agree Neutral Disagree Highly disagree Total No.of Resp. 9 7 10 13 11 50 Percentage 18 14 20 26 22 100

Analysis From the above it is inferred that 18% of the respondents highly agree the current performance appraisal system beneficial in increasing the ability.14 % of the respondents agree it, 29% of the respondents opinion is neutral 26% of the respondents disagree and 22% of respondent highly disagree. Interpretation Only 32% respondents felt that present appraisal system beneficial in increasing their ability but the remaining doesnt agree with the concept. So the company should take correct actions to make it success.

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Figure 8.6: Whether Current performance appraisal systems beneficial in increasing your ability.

Table 8.7: Whether they are motivated by the present appraisal system SL.no. 1 2 3 4 5 Opinion Highly agree Agree Neutral Disagree Highly disagree Total No of Resp. 9 11 15 12 3 50 Percentage 18% 22% 30% 24% 6% 100%

Analysis

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From the above inferred that 18% of the respondents highly agree that they are motivated by the present appraisal system. 22% of the respondents agree, 30 % of the respondents opinion that it is neutral, 24% of the respondents disagree and 6% of the respondent highly disagrees about the system. Interpretation 40% of the employees opinion is that they are motivated by the present appraisal system but still 60% agree that they are not motivated, so new methods of performance appraisal should be adopted in order to motivate the employees

Table 8.7: Whether they are motivated by the present appraisal system

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Table 8.8: Whether the Present appraisal criteria are relevant SL.no. 1 2 3 4 5 Opinion Highly agree Agree Neutral Disagree Highly disagree Total No of Resp. 2 8 3 25 12 50 Percentage 4% 16% 6% 50% 24% 100%

Analysis From the above it is inferred that 4% of the respondents highly agree that the present appraisal criteria are relevant. 16% of the respondents agree, 6% of the respondents opinion is that it is neutral. 50% of the respondents disagree that the present appraisal criteria are relevant, 24% highly disagree the present appraisal criteria are relevant. Interpretation Only 20% agree that it is relevant, but still about 80% have a negative opinion, so the company should correct it and make it relevant.

Figure 8.8: Whether the Present appraisal criteria are relevant

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Table 8.9: Whether career development is possible through current performance appraisal SL.No. 1 2 3 4 5 Opinion Highly agree Agree Neutral Disagree Highly disagree Total No of Resp. 8 10 11 13 8 50 Percentage 16% 20% 22% 26% 16% 100%

Analysis From the above it is inferred that 16% of the respondents highly agree that career development is possible through current performance appraisal, 20% of the respondent agree it, 22% of the respondents opinion that it is neutral, 26% of the respondents disagree it and 16% of the
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respondents highly disagree that career development is possible through current performance appraisal. Interpretation 36% agree that it will increase their career development, but still more have the opinion that it will not increase their career development so the company should look after that issue.

Figure 8.9: Whether career development is possible through current performance appraisal

Table 8.10: Are Present training programs sufficient?

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SL.no. 1 2 3 4 5

Opinion Highly agree Agree Neutral Disagree Highly disagree Total

No of Resp. 12 10 6 15 7 50

Percentage 24% 20% 12% 30% 14% 100%

Analysis From the above it is inferred that 24% of the respondents highly agree that training programs are sufficient 20% of the respondents agree the option, 12% of the respondents is in neutral opinion, 30% of the respondents disagree and 14% of the respondents highly disagree that training programs are sufficient. Interpretation 44% of the employees agree with the option. So in order to increase the company should try to concentrate more in the employees training.

Figure 8.10: Present training programs are sufficient

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Table 8.11: Respondence satisfactory level with perfomance appraisal system SL No 1 2 3 Responds Yes To certain extend No Total No of responders 37 9 4 50 Percentage 74% 18% 8% 100%

Analysis From the above it is inferred that 74% of the respondents opinion that they are satisfied with the current system.18% have an opinion to a certain extend. Only 8% have an opinion that they are not satisfied. Interpretation Majority of the employees are 74% satisfied with the current system, a small portion disagree with the system, it is about 26% Figure 8.11: Respondents satisfactory level with perfomance appraisal system

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Table 8.12: Opinion about changing perfomance appraisal system Sl No 1 2 Responds Yes
No Total

No of responders 10 40 50

Percentage 20% 80% 100%

Analysis 20% of the respondents opinion is to change the current performance appraisal sytem.80% of the respondents opinion is not to change the system. Interpretation Majority of the respondents agree not to change the system it is about 80% Figure 8.12: Opinion about changing perfomance appraisal system

SL No 1 3

Responds Yes
No Total

No of responders 43 7 50

Percentage 86% 14% 100%

Table 8.13: Is appraisal system successful in rating employees

Analysis 86% of the respondents opinion is that the appraisal system is successful in rating the employees. Only 14% disagree that it is not successful.

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.Interpretation Majority of the respondents agree that the appraisal system is successful in rating the employees. Figure 8.13: Is appraisal system successful in rating employees

Table 8.14: Is management conducting seminars or training before implementing SL No 1 2 Responds Yes
No Total

No of responders 32 18 50

Percentage 64% 36% 100%

Analysis Majority of the respondents opinion is that management is conducting seminars or training before implementing it is about 64%.only 36% opinion it as no. Interpretation Majority of the respondents opinion is that management is conducting seminars or training before implementing. Figure 8.14: Is management conducting seminars or training before implementing

Table 8.15: Whether the pay structure is satisfactory.

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SL No 1 2 3 4 5

Responds Highly Agree

Agree Neutral Disagree Highly Disagree Total

No of responders 9 20 6 7 8 50

Percentage 18% 40% 12% 14% 16% 100%

Analysis Majority of the respondents agree with the current pay structure it is about 58%.a 30% disagree and a 12% has a neutral opinion. Interpretation Majority of the respondents opinion is that they are satisfied with the current pay structure. A less amount of respondents disagree with the pay structure Figure 8.15: Whether the pay structure is satisfied?

9. SUMMARY OF FINDINGS

From the year of experience, it is inferred that 18% of the respondents service is 0-5 year s 20% of them are in between 6-10 year 24% of them are between 11-15 year 18% of them are in between 16-20 years, 14% of them are 21-25 year and 6% of them are in above 25 year. From the employees qualifications, it is inferred that 20% of the respondents are PG qualified. 18% of the respondents are UG qualified. 8% of the respondents are Diploma qualified.34% of the respondents are Higher Secondary qualified.20% of the respondents are SSLC qualified. From the employees Awareness about personal system, it is inferred that100% of the respondents aware about performance appraises system.

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From the Present appraisals system is purely unbiased, it is inferred that 14% of the respondents has an opinion that it is highly unbiased .14% of the respondents has an opinion that it is unbiased .22% of the respondents has an opinion that it is neutral.30% respondents has an opinion that it is biased and remaining 20% has an opinion that it is highly biased. From the Current performance appraisal indeed requires to the organization, it is inferred that 20% of the employees highly agree the current appraisal system.18% of the respondents agree the system. 32% of the respondents agree it is neutral 14% of the respondents disagree the system and 16 % of the respondents highly disagree the system. From the Current performance appraisal system beneficial in increasing the ability, it is inferred that 18% of the respondents highly agree the current performance appraisal system beneficial in increasing the ability.14 % of the respondents agree it, 29% of the respondents opinion is neutral 26% of the respondents disagree and 22% of respondent highly disagree.

From the Motivated by the present appraisal system, it is inferred that 18% of the respondents highly agree that they are motivated by the present appraisal system. 22% of the respondents agree, 30 % of the respondents opinion that it is neutral, 24% of the respondents disagree and 6% of the respondent highly disagrees about the system.

From the Present appraisal criteria are relevant, it is inferred that 4% of the respondents highly agree that the present appraisal criteria are relevant. 16% of the respondents agree, 6% of the respondents opinion is that it is neutral. 50% of the respondents disagree that the present appraisal criteria are relevant, 24% highly disagree the present appraisal criteria are relevant. From The Career development is possible through current performance appraisal, it is inferred that 16% of the respondents highly agree that career development is possible through current performance appraisal, 20% of the respondent agree it, 22% of the respondents opinion that it is neutral, 26% of the respondents disagree it and 16% of the respondents highly disagree that career development is possible through current performance appraisal.

From the Present training programs are sufficient .it is inferred that 24% of the respondents highly agree that training programs are sufficient 20% of the respondents

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agree the option, 12% of the respondents is in neutral opinion, 30% of the respondents disagree and 14% of the respondents highly disagree that training programs are sufficient.

From the respondents satisfactory level with perfomance appraisal system, it is inferred that 74% of the respondents opinion that they are satisfied with the current system.18% have an opinion to a certain extend. Only 8% have an opinion that they are not satisfied. From the Opinion about changing perfomance appraisal system, it is inferred that 20% of the respondents opinion is to change the current performance appraisal sytem.80% of the respondents opinion is not to change the system. From appraisal system successful in rating employees it is inferred that 86% of the respondents opinion is that the appraisal system is successful in rating the employees. Only 14% disagree that it is not successful. From management conducting seminars or training before implementing it is inferred that Majority of the respondents opinion is that management is conducting seminars or training before implementing it is about 64%.only 36% opinion it as no. From the pay structure is satisfactory it is inferred that Majority of the respondents agree with the current pay structure it is about 58%.and 30% disagree and a 12% has a neutral opinion.

10. CONCLUSION
Performance appraisals are regular reviews of employee performance within the organizations. Performance appraisal plays an important role in the career development of an individual. The manager annually writes his opinions on the performance of the employees reporting to him on a document supplies by the HR department. This helps the employees to identify the areas where they lack and also help the management to provide effective training program for the employees and help them in improving their performance. The performance appraisal of Chemicals is currently check list method. From the analysis it was absorbed that the check list method is not effective to measure the performance of the employee.. When they change the current performance system, that will improve good communication between the management and the employees and thus the performance appraisal system has become vital today.

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The management should improve the current appraisal practice to retain employees with the organization. The study reveals the training needs for the employees; the management should provide contemporary trainings methods to develop the employee effectiveness. From the analysis I conclude that the performance appraisal system at is satisfactory.

11. SUGGESTIONS

To improve the communication between the employees and management .it help to remove the bias condition. To give idea about current performance appraisal system Performance appraisal result must be communicates or discussed with them The current performance appraisal system is failure so to another method for the appraisal. To conduct more seminars or training on performance system before implementing the system. To conduct more efficient training program The company can identify the best performing employee and department and give the best performer of the year award every year. it will help to improve the overall performance and increase organizational productivity.

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