360 Degree Performance Appraisal

“A STUDY ON THE 360 DEGREE PERFORMANCE APPRAISAL OF
LIFE INSURANCE CORPORATION OF INDIA, NEYYATTINKARA

”
UNIVERSITY
Mini
Project Report
Submitted by
JACKSON JEEVARAJ.J
08BA102
Under the guidance of

Mr. Sugumaran,
Assistant Proffessor,
Karunya School of Management.
Submitted in partial fulfillment of the requirements
For the award of the degree of
“MASTER OF BUSINESS ADMINISTRATION”

Of KARUNYA UNIVERSITY
2008-2010
KARUNYA SCHOOL OF MANAGEMENT

KARUNYA UNIVERSITY
1
COIMBATORE – 641 114.
CERTIFICATE
2
CERTIFICATE
This is to certify that the project entitled, “A STUDY ON THE 360 DEGREE
PERFORMANCE APPRAISAL OF LIFE INSURANCE CORPORATION OF INDIA,
NEYYATTINKARA ” is the bonafide work done by Mr. Jackson Jeevaraj. J, Reg.No.
08BA102 and is submitted in partial fulfillment of the requirements for the degree of Master of
Business Administration of the Karunya Deemed University.
(Mr. Sameul Joseph) (Mr.Sugumaran)
ADMINISTRATIVE COORDINATOR FACULTY GUIDE
Place:
Date:
Viva-Voce Examination held on………………
Internal Examiner External Examiner
3
DECLARATION
4
DECLARATION
I hereby declare, the project work entitled “A STUDY ON THE 360 DEGREE
PERFORMANCE APPRAISAL OF LIFE INSURANCE CORPORATION OF INDIA,
NEYYATTINKARA” submitted in partial fulfillment of the requirements for the award of the
degree of MASTER OF BUSINESS ADMINISTRATION, as a record of original work done
by me under the supervision and guidance of Mr. Sugumaran, Assistant Proffessor,
Karunya School of Management, Karunya Institute of Technology & Sciences, Coimbatore.
This project work has not formed the basis for the award of any Degree/Diploma/ Associate-ship
/Fellowship of similar titles to any candidate of any university.
Place: Signature of the student
Date:
5
ACKNOWLEDGEMENT
6
ACKNOWLEDGEMENT
At the outset’ I thank God almighty for helping me to complete this project work
successfully. I believe that nothing would have been possible without God’s grace and guidance.
My deepest love and never ending gratitude goes to my family for their encouragement and
motivation.
I take this opportunity to thank Mr. Russel Peter, Director K S M, for giving this
opportunity and experiencing the work environment by the project study. I most respectfully
acknowledge my most sincere gratitude to my Internal guide Mr. Sugumaran, for all the
patient guidance, motivation, cooperation and valuable advice towards the timely completion of
the project.
I express my sincere thanks to C.Stephen, Senior Branch Manager, Life Insurance

Corporation of India, Neyyattinkara for granting permission to me to do my organizational
study and for all the timely advice, help, support and service provided towards the completion of
the work.
I would like to express my thanks to all my friends and relatives, who have helped me
out in the successful completion of the project.
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TABLE OF CONTENT
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TABLE OF CONTENTS
Chapter Contents Page No
Chapter I Introduction 17
1.1 Importance of the study 18
1.2 Scope of study 18
1.3 Objective of the study 18
1.4 Review of Literature 19
1.5 Limitations of the study 21
1.6 Research Methodology 22
Chapter II Profile of the Organization

24
Chapter III 360 degree Performance Appraisal 30
Chapter IV Analysis and Interpretation 34
Chapter V Finding, Suggestion and Conclusion 69
5.1 Findings 70
5.2 Recommendations 73
5.3 Conclusions 74
Bibliography 75
Annexure 77
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LIST OF TABLES
LIST OF TABLES PAGE NO SL: NO
Cadre of the employees 35 4:1
Gender of the employees 36 4:2
10
Age of the employees 37 4:3
Marital status of employees 38 4:4
Type of the family of the employees 39 4:5
Number of members in the family of the employees 40 4:6
Place of residence of the employees 41 4:7
Years of experience of the employees 42 4:8
Whether the management is concerned about employee development 43 4:9
Whether the management coaches the employees to perform better 44 4:10
Whether the management delegates the work effectively 45 4:11
Whether the management motivates to achieve their goal 46 4:12
Whether the management listens and conveys ideas 47 4:13
Whether the management helps to take initiative 48 4:14
Whether the management considers the ability as a leader 49 4:15
Whether the management creates ability to analyze problems. 50 4:16
Whether the management demonstrates the work methods 51 4:17
Whether the management encourages the employee 52 4:18
Whether the management uses appraisal methods honestly 53 4:19
Whether the management provides ability to set high class standards. 54 4:20
Whether the management ensures the work according the accuracy. 55 4:21
Whether the management maintains safety standards to the employee 56 4:22
Whether the management demonstrate steadiness in stressful situation. 57 4:23
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Whether the management demonstrates to manage time with the work. 58 4:24
Whether the management makes the employees build relationships. 59 4:25
Whether the management demonstrates the knowledge required 60 4:26
Whether the management helps to understand the problems of others. 61 4:27
Whether the management advices to work well in a team setting. 62 4:28
Whether the management encourages to work with cooperation. 63 4:29
Whether the management is concerned in the best use of materials. 64 4:30
Correlation 65 4.31
Regression 66 4.32
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LIST OF
CHARTS
LIST OF CHARTS PAGE NO SL: NO
Cadre of the employees 36 4:1
Gender of the employees 37 4:2
Age of the employees 38 4:3
13
Marital status of employees 39 4:4
Type of the family of the employees 40 4:5
Number of members in the family of the employees 41 4:6
Place of residence of the employees 42 4:7
Years of experience of the employees 43 4:8
Whether the management is concerned about employee development 44 4:9
Whether the management coaches the employees to perform better 45 4:10
Whether the management delegates the work effectively 46 4:11
Whether the management motivates to achieve their goal 47 4:12
Whether the management listens and conveys ideas 48 4:13
Whether the management helps to take initiative 49 4:14
Whether the management considers the ability as a leader 50 4:15
Whether the management creates ability to analyze problems. 53 4:16
Whether the management demonstrates the work methods 54 4:17
Whether the management encourages the employee 55 4:18
Whether the management uses appraisal methods honestly 56 4:19
Whether the management provides ability to set high class standards. 57 4:20
Whether the management ensures the work according the accuracy. 59 4:21
Whether the management maintains safety standards to the employee 61 4:22
Whether the management demonstrate steadiness in stressful situation. 62 4:23
Whether the management demonstrates to manage time with the work. 63 4:24
14
Whether the management makes the employees build relationships. 64 4:25
Whether the management demonstrates the knowledge required 65 4:26
Whether the management helps to understand the problems of others. 66 4:27
Whether the management advices to work well in a team setting. 67 4:28
Whether the management encourages to work with cooperation. 68 4:29
Whether the management is concerned in the best use of materials. 69 4:30
15
CHAPTER I
INTRODUCTI
ON
CHAPTER I
INTRODUCTION AND DESIGN OF THE STUDY
The history of performance appraisal is quite brief. Its roots in the early
20th century can be traced to Taylor's pioneering Time and Motion studies. But
this is not very helpful, for the same may be said about almost everything in the
16
field of modern human resources management. As a distinct and formal
management procedure used in the evaluation of work performance, appraisal
really dates from the time of the Second World War - not more than 60 years
ago.
In many organizations - but not all - appraisal results are used, either
directly or indirectly, to help determine reward outcomes. That is, the appraisal
results are used to identify the better performing employees who should get the
majority of available merit pay increases, bonuses and promotions.
By the same token, appraisal results are used to identify the poorer
performers who may require some form of counseling, or in extreme cases,
demotion, dismissal or decreases in pay. (Organizations need to be aware of
laws in their country that might restrict their capacity to dismiss employees or
decrease pay.)
The purpose of this study has been to determine whether the performance
appraisal used by the organization satisfies the employees under various
category and whether the appraisal was emphasized as an important part of the
performance appraisal process.
1:1 Importance of the study
 The present study is expected to identify the factors of dissatisfaction in the 360 degree
performance appraisal system which would directly improve the employee performance
thereby significantly increasing the company profit.
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 This study will also enable the personnel department to identify the factors influencing
the performance appraisal which leads to turn over of the employees due to the
dissatisfaction with the performance appraisal given to them.
1:2 Scope of the study
 To identify the behavior and the honesty of the company in giving performance appraisal.
 To suggest in what factors the company has to show their attention regarding
performance appraisal.
 To know the opinion of the employees, about the company’s 360 degree performance
appraisal system.
1:3 Objectives of the study
 Conduct a study on the 360 degree performance appraisal among the employees of Life
Insurance Corporation of India, Neyyattinkara branch.
 To study the satisfactory level of employees on the performance appraisal given by the
company
 To identify the factors on which the employees are dissatisfied with the performance
appraisal given to them.
1:4 Review of Literature
According to Mary N. Vinson,
A 1993 survey on 100 fortune 500 companies by the Wyatt company showed that only 10
percent of the employees were satisfied with their performance appraisal systems. Most said that
annual reviews that were perfunctory discussions that dealt mainly with salary. Still, other
18
surveys indicate that most employees think performance appraisals are a good idea. They want to
know where they stand and what they must do to improve. If the employees say that they are
dissatisfied with the current appraisal system, what is the alternative?
One alternative is 360 degree feedback which is also called multirater feedback, upward
appraisal, full-circle feedback, and peer review. Though many companies are still using one-way,
downward feedback, another Wyatt study showed a beginning trend in upward feedback. The
1992 study found that subordinates were critiquing their superiors and peers in 12 percent of the
397 U.S. companies surveyed. By 1993, the figure was up to 26 percent.
Upward feedback:
Upward feedback gathers behavioural observations from different groups within an organization.
The feedback providers – bosses, peers, and subordinates – fill out a form that summarizes an
employee’s skills, abilities, styles, and job – related competencies. There’s no ideal number of
feedback providers. Typically, external assessment consultants request four to ten feedback
providers per feedback receipent. Most consultant say that who gives feedback is more important
than how many.
As a director, Mary N. Vinson says that in a large company, her experience with 360 degree
feedback was in 1991, at a six week executive program at the university of Pittsburgh. At the
time, 360 degree feedback was rarely used. She received a ‘ Leadership Practices Inventory ‘ that
required her to conduct a self – assessment and distribute assessment surveys to her peers,
subordinates, and the boss. She probably chose the “ best “ candidates for feedback was
anonymous, though it was grouped by the categories “ peer, subordinates, and superior “. He
Back then she thought that feedback from bosses was the most valuable because they made the
decisions about salaries and promotions. Other people had told that they felt the same way.
Downward feedback:
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Feedback can hurt. Evaluators aren’t always nice or positive. People can see their role as a
feedback provider as an opportunity to criticize others’ behavior on the job. Interestingly , many
feedback experts say that the most devastating criticism to the people is to be labeled “
untrustworthy “.
Another flaw concerns conflicting opinions. Who decides who is right? What’s more, employees
can stack the deck by choosing their friends to provide feedback. Then one has to question how
valuable the process is. Another potential problem is when people experience “ survey fatigue “
from having to fill countless forms. How accurate and reliable is the feedback.
Another area for concern is whether the feedback is truthful. Suppose that you have to fill out a
form on someone you don’t like. It’s difficult to own up to negative feelings on paper, so you
might equivocate. Or, you might vent. Mary admits that she has been less than candid on
occasion, often because she doesn’t want to answer certain questions or hurt someone’s feelings.
Whatever the reason, if the feedback isn’t truthful, it isn’t going to be useful.
Does 360 degree feedback improve performance? Too often, managers receive feedback, resolve
to do better, and nothing changes. That can happen whether the feedback is 360 degree or
traditional, especially when it involves a strong personality. According to feedback specialists at
the Center for Creative Leadership in Greensboro, North Carolina, it takes massive doses of
feedback for some people’s lights to come on. People may intend to act on feedback but then feel
that they are too busy to change their behavior. Or, they may lose their commitment. Or, they
may run into resistance from their subordinates and bosses. They may even convince themselves
that the feedback isn’t true, especially if it wasn’t a universally held opinion. Perhaps the fault
lies in the feedback instrument.
In one case, a company recently began using 360 degree feedback to assess its senior ranks.
Executive officers were asked to complete a self assessment and to distribute feedback surveys to
two “ direct reports “ and two “ indirect reports “ to complete. The executives could also give the
form to two peers.
The executives were apprehensive. It had been a long time since lower level people had
appraised them. The feedback instrument included seven rating areas and some open ended
questions. The executives expected the open ended portion to benefit them most, assuming that
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the feedback providers would be candid – a big assumption considering that people were rating
the most senior executives. In fact, many of the subordinates thought that it was dangerous to be
completely truthful in this situation.
Once the feedback was compiled and tabulated, the executives were supposed to call a consultant
to discuss the results. Some called; some didn’t. When they were asked whether they’d acted on
the feedback, some said that they “ tried to pay attention to what everyone was saying”. But all
of them admitted that it was very easy to slip back into their usual behavior.
1.4 Limitations of the study
Any research has its own limitation. The limitation may be due to time and source of information
and knowledge. The researcher had faced many of these constrains .The limitation which I had
undergone during this study, were,
 It is not sure that the sample which were selected for collecting data may represent the
whole population
 No scientific method was used in choosing the samples for the study
 The time specified for the duration for the study was very limited
 The data given by the employees may not be true or correct. But these data was taken for
the analysis .so it may affect the accuracy of the result of this study
1.6 Research Methodology
Research design:
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As research design is the arrangement of the conditions and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
The study is Descriptive in nature. On the basis of the information collected logical
conclusions have been drawn.
Descriptive research:
Descriptive studies are concerned with describing the characteristics of a particular

individual or group. Often by creating a profile of a group of problems, people, or events through
the collection of data and the tabulation of the frequencies on research variables. The study
reveals who, what, when, where, or how much. The Descriptive study well structured it is
necessary that the researcher give sufficient thought to frame the research questions and
deciding.
Thus the study is descriptive in nature where the data is collected through well
structured questionnaire and from the information available in the organization.
Source of data collection:
Primary data and secondary data were used to analyze the information obtained.
Primary data:
The primary data is collected from the respondents through the well structured
questionnaire. The data was collected through direct methods that are directly from the
respondents from different the LIC employees from Neyyattinkara branch office.
The responses are collected on a 4 point scale. The scores are:
1------- Strongly disagree
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2------- Disagree
3------- Agree
4------- Strongly agree
Secondary data:
The secondary data was collected from internal source as well as external source. Internal
source of data is collected from website magazines, HR manuals etc. The external source of data
is collected from the Internet and also from the textbooks.
Sampling design:
A sample design is a definite plan for obtaining a sample from a given population. The
survey was conducted from a population of 60 employees was taken and then the survey was
conducted.
Sample size and area:
The sample size collected for this research is 54, which has been collected from LIC
employees from Neyyattinkara branch office.
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CHAPTER
II
24
PROFILE OF THE
ORGANISATION
ORGANISATION PROFILE
The geographical area of this branch is 571 sq. kms.
The Neyyattinkara Branch under Thiruvananthapuram Division started functioning on

28.07.1984. The jurisdiction of the branch is over the entire Neyyattinkara Taluk excluding
Thiruvallam Panchayat and adding Kattakada Panchayat to the branch area from Vellanad block.
Kanyakumari and Thirunelveli Districts of Tamilnadu surround the branch area on the
Southy and East, the Thiruvananthapuram and Nedumangad Taluks cover the Northern side and
west is protected by Arabian Sea.
Neyyattinkara has a rich cultural heritage. It could be proud of some famous

personalities like Swadesabhimani Ramakrishna Pillai, the well – known revolutionary in the
history of Malayalam journalism. There is an auditorium in Neyyattinkara town in the memory
of the late. Sri. Ramakrishna Pillai. The general terrain of the land is of hilly, and rubber
plantations dominate the Eastern of the Taluk.
Neyyattinkara is not largely industrialized. Agriculture is the major source of income of

people. Coconut is the main crop. Paddy and other crops bear only a small portion of the total
agricultural output. Now a days, because of intensive KHDP activities, vegetable growers,
25
mainly banana growers flourish well in the field of agriculture. Diary and poultry are also mainly
undertaken as resources of income. A good lot of Co – operative milk societies, mainly
KSHEERA, the most profitable milk societies in Kerala, are in our area.
There are only a very few industrial establishments in the area. Kerala Automobiles Ltd.,
is a famous industry working in this area. Handloom weaving is another industry of importance.
Balaramapuram is very famous for its handloom textile products. An eminent portion of the
population depends on handloom weaving for their livelihood. A substantial part of the rural
population depends on the brick making industry.
Neyyattinkara Taluk is having a very lengthily seashore. Many people are engaged in
fishing activity. A very large Fishing harbor project is under construction at Vizhinjam. This area
is thickly populated and the per capital income is low, since a major portion of the population
depends on agriculture.
The internationally famous Kovalam beach resort is situated in our branch area. Hotel
industry in and around Kovalam is a flourishing well in these areas. Neyyar Dam is another place
of tourist importance. The traditional Ayurveda resorts are functioning well in these areas.
Neyyattinkara town is the main urban centre and Taluk head quarters. Our branch is situated near
KSRTC bus station in the town.
Area and Population:
 Area under the branch office in sq. kms 571.00
• Rural 556.00
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% to total 97.37
• Urban 15.00
% to total 2.63
 Number of Districts 1
 Number of Taluks / Blocks 4
 Number of Villages 30
 Total population 871,249
• Rural 807,057
% to total 92.63
• Urban 64,192
% to total 7.37
 Working population 258,400
• Female 434,992
• Male 436,257
 Insurance potential:
Rural Urban Total Segment I Segment II Segment III Segment IV
Insurable
Population 400,000 28,000 425,000 50,000 212,500 138,500 27,000
Insured
Population 136,601 9,825 146,426 27,105 72,906 45,326 1,089
Potential
Available 263,399 18.175 281,574 22,895 139,594 93,174 25,911
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 Potential market groups in the area Agriculture, fishing,
tourism, diary, handloom,
Co-operative societies, etc..
BLOCK PROFILE
Athiyanoor Block ( Population 99855 )
Name of Panchayats
1 Athiyanoor Situated in Neyyattinkara Taluk. About 70% population dependson
2 Karakonam agriculture, 20% in weaving, processing coir and household coir and
3 Kottukal household and cottage industries and 10% service sector. There is long
4 Kanjiramkulam 10% service sector. There is longThere is a long coastal belt, hence fishing
5 Thiruvallam is the livelihood of large number of people. Neyyar irrigation project
6 Venganoor caters to irrigation facilities of the block. Famous Kovalam beach is a part
7 Vizhinjam of the block. Famous Kovalam beach is a part of this block
Nemom Block ( Population 255800 )
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Name of Panchayats
1 Balaramapuram Lies adjacent to Thiruvananthapuram city. About 55%
2 Kalliyoor depend on agricultural activities. 20% in weaving,
3 Maranallor bamboo furnitures metal britting, brick making,
4 Marukil pottery, handicraft other activities are milk processing,
5 Nemom milk product, industry, garment making, etc.
6 Pallichal Remaining 25% depend on service sector. Agricultural
7 Vilappil college Research Institute Vellayani, Regional Laboratory.
8 Vilavoorkal Balaramapuram Kyathari is famous throughout India.
Parassala Block ( Population 170644 )
Name of Panchayats
1 Chenkal
2 Karode Lies at the south extreme of the state Agriculture
3 Kulathoor fisheries are the important activities. Other activites
4 Parassala are Pottery Brcks making, Palm leaf works, Black
5 Poovar smithy, Banana cultivitation, Pig breeding, etc
6 Thirupuram
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Perumkadavila Block ( Population )
Name of Panchayats
1 Amboori
2 Aryancode
3 Kallikad 60% of people depend on Agriculture & 25% in
4 Kollayil secondary sector like poultry, diary, etc.. There are
5 Kunnathukal women's industrial co-operative societies, khadi
6 Ottasekharamangalam women's Industrial centre, co-operative handloom
7 Perumkadavila production centre in this block.
8 Perumpazhuthoor
9 Vellarada
Objectives of LIC:
 Spread Life Insurance and provide life insurance protection to the masses at a reasonable
cost.
 Mobilize people’s savings through insurance – linked savings schemes.
 Invest the funds to serve the best interests of both the policy holders and the nation.
 Conduct business with maximum economy, remembering always that the money belongs
to the policy holders.
 Acts as Trustees of the policyholders and protect their individual and collective interests.
 Innovate and adapt to meet the changing life insurance needs of the community.
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 Involve all the people working in the Corporation to ensure efficient and courteous
service to the insured public.
 Promote amongst all agents and employees of the Corporation a sense of participation,
pride and job satisfaction through dedicated service to achieve the corporate objectives.
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CHAPTER
III
360 DEGREE
PERFORMANCE
APPRAISAL
360 DEGREE PERFORMANCE APPRAISAL
360 degree performance appraisal, also known as 'multi-rater feedback', is the most
comprehensive appraisal where the feedback about the employees’ performance comes from all
the sources that come in contact with the employee on his job.
360 degree respondents for an employee can be his/her peers, managers (i.e. superior),
subordinates, team members, customers, suppliers/ vendors - anyone who comes into contact
with the employee and can provide valuable insights and information or feedback regarding the
“on-the-job” performance of the employee. It is based on the assessment of an individual's
management styles, competencies and behaviour by colleagues horizontally and vertically by
involving his boss, peers and direct reports in the organization.
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360-degree feedback is a multi source assessment, which includes
* Self,
* Supervisor
* Internal Customers/peers/Staffs
* External Customers
Need for 360 degree feedback : Business is towards surplus generation. Without surplus no
organisation can grow. Here the effort to grow the business and the surplus should come from
employee part. The performance of the employees is at work here matters in business
development and organisational development. The performance of the employees should then
align with the strategic decisions that integrate the business goals in an increasingly competitive
environment. It is the responsibility of the Human Resource Management to integrate the culture
of the organisation with all available resources to the optimum out put. The 3600 Appraisal helps
the HR Department to have better understanding of the competitive advantage and disadvantages
of the current manpower resources and tune them towards performance excellence and
productivity.
Uses for 360 Degree Feedback include:
• Performance Appraisal
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o Recognition of performance.
o Providing feedback on individual performance.
o Providing a basis for self-evaluation.
• Assessing Employee Development:
o Diagnosing training and career development needs.

o Providing a basis for promotion, dismissal, job enrichment, job enlargement, job
transfer, probation, etc.
o Monetary and other rewards.
• Organizational Climate Study:
o Organisational environment improvement needs

o Changes in the Managerial approaches, leadership, etc
How 360-degree feedback system adds value?
360 degree feedback enables an organization to focus on developmental efforts, at the individual
and group level, in the present business environment where the success of the company depends
on continuous revolution, which is possible through organizational development. 360-degree
feedback facilitates the alignment of individual capabilities and behaviors with organizational
strategies. It adds value to the organization indifferent ways:-
• 360-degree feedback provides a better understanding of individuals performance

at work
• 360-degree feedback provides a multifaceted view about the employees from
different sources
• 360-degree feedback provides a better understanding of employed developmental
needs
34
• 360-degree feedback provides increased the understanding about one's role
expectations.
• 360-degree feedback provides increased the understanding of competence and
competency in various roles
• 360-degree feedback extends better morale to those who perform and contribute
well to the organisation
• 360-degree feedback reduces training costs by identifying common development
needs.
• 360-degree feedback increases the team's ability to contribute to the organizations
goals
• 360-degree feedback helps everyone to work for a common standard and
institutionalize performance management.
• 360-degree feedback ensure better interpersonal relationship and group
cohesiveness
• It promotes self-directed learning and provides a road map for employee's
development planning.
• It promotes better Communication within departments.
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Chapter
IV
DATA ANALYSIS AND

INTERPRETATION
CHAPTER IV
ANALYSIS AND INTERPRETATION
4.1 Table showing the cadre of the employees
36
Cadre of the employee
Cumulative
Frequency Percent Valid Percent Percent
Valid HGA 35 64.8 64.8 64.8
asst.admin officer 12 22.2 22.2 87.0
Temporary assistant. 2 3.7 3.7 90.7
admin officer 3 5.6 5.6 96.3
Sr. Branch Manager 1 1.9 1.9 98.1
Asst. Branch Manager 1 1.9 1.9 100.0
Total 54 100.0 100.0
4.1 Chart showing the cadre of the employees

70
60
50
40
30
20
Percent
10
0
HGA Temporary assistant. Sr. Branch Manager
asst.admin officer admin officer Asst. Branch Manager
INFERENCE:
The above table interprets that this survey got 64.8% of respondents working as
HGA, 22.2% of respondents working as Assistant Administrative Officer, 5.6 % of
respondents working as Administrative Officer, and 3.7 % of respondents working as
Temporary Assistant.
4.2 Table showing the gender of the employees
37
Gendre of the employee
Cumulative
Valid Male 27 50.0 50.0 50.0
Female 27 50.0 50.0 100.0
Total 54 100.0 100.0
4.2 Chart showing the gender of the employees

60
50
40
30
20
10
Percent
0
Male Female
INFERENCE:
The above table interprets that 50% of employees are male and the remaining 50% of the
employees responds are female.
4.3 Table showing the age of the employee
38
Age of the employee
Cumulative
Valid <30 5 9.3 9.3 9.3
31-50 40 74.1 74.1 83.3
>30 9 16.7 16.7 100.0
Total 54 100.0 100.0
4.3 Chart showing the age of the employee
Age of the employee

80
60
40
20
Percent
0
<30 31-50 >30
Age of the employee
INFERENCE:
The above table interprets that 9.3% of employees are below the age of 30, 74.9% of employees
are between the age of 31 to 50, and 16.7% of employees are above the age of 50.The graph also
explains the same.
4.4 Table showing marital status of the employee
39
Marital status of the employee
Cumulative
Valid Married 53 98.1 98.1 98.1
Unmarried 1 1.9 1.9 100.0
Total 54 100.0 100.0
4.4 Chart showing marital status of the employee

120
100
80
60
40
20
Percent
0
Married Unmarried
INFERENCE
From the above chart, it shows that 98.1% of the employees are married and 1.9% of employee
are not married.
4.5 Table showing the employees type of family
40
Employees type of family
Cumulative
Valid Nuclear family 39 72.2 72.2 72.2
Joint family 15 27.8 27.8 100.0
Total 54 100.0 100.0
4.5 Chart showing the employees type of family

80
60
40
20
Percent
0
Nuclear family Joint family
INFERENCE
From the above chart, it shows that 70.4% of the employees are from a nuclear family, and
27.4% of the employees are from a joint family.
4.6 Table showing number of members in the family
41
Number of members in the family
Cumulative
Valid <2 4 7.4 7.4 7.4
3-4 38 70.4 70.4 77.8
>4 12 22.2 22.2 100.0
Total 54 100.0 100.0
4.6 Chart showing number of members in the family

80
60
40
20
Percent
0
<2 3-4 >4
INFERENCE
From the above chart, it shows that 7.4% of employees has number of family members below 2,
70.4% of employees has number of family members between 3 to 4 and 22.2% of employees has
number of family members above 4.
4.7 Table showing the place of residence of the employees
42
Place of residence of the employee
Cumulative
Valid Urban 24 44.4 44.4 44.4
Rural 19 35.2 35.2 79.6
Semi-urban 11 20.4 20.4 100.0
Total 54 100.0 100.0
4.7 Chart showing the place of residence of the employees

50
40
30
20
10
Percent
0
Urban Rural Semi-urban
INFERENCE
From the above chart, it shows that 44.4 % of employees live in an urban area, 35.2 % of
employees live in a rural area and 20.4 % of employees live in a semi-urban area.
4.8 Table showing the employees years of experience
43
Employees years of experience
Cumulative
Valid <5 9 16.7 16.7 16.7
6-15 19 35.2 35.2 51.9
16-20 16 29.6 29.6 81.5
>20 10 18.5 18.5 100.0
Total 54 100.0 100.0
4.8 Chart showing the employees years of experience

40
30
20
10
Percent
0
<5 6-15 16-20 >20
INFERENCE
From the above chart, it shows that 16.7% of employees has a job experience below 5 years, .
35.2% of employees has a job experience between 6-15years, .29.6% of employees has a job
experience between 16 to 20 years, and 18.5% of employees has a job experience above 20
years.
4.9 Table showing whether the management is concerned about

employee development
44
Management is concerned about the develpoment.
Cumulative
Valid Strongly disagree 2 3.7 3.7 3.7
Disagree 7 13.0 13.0 16.7
Agree 37 68.5 68.5 85.2
Strongly agree 8 14.8 14.8 100.0
Total 54 100.0 100.0
4.9 Chart showing whether the management is concerned about

employee development

80
60
40
20
Percent
0
Strongly disagree Disagree Agree Strongly agree
INFERENCE
From the above chart, it shows that 3.7% of employees strongly disagrees, 13% of employees
disagree, 68.5% of employees agree and 14.8% of employees strongly agree that the
Management / the immediate supervisor is concerned about the development of the employees.
4.10 Table showing whether the management coaches the

employees to perform better
45
Management coaches to perform better
Cumulative
Disagree 7 13.0 13.0 16.7
Agree 35 64.8 64.8 81.5
Strongly agree 10 18.5 18.5 100.0
Total 54 100.0 100.0
4.10 Chart showing whether the management coaches the

employees to perform better

70
60
50
40
30
20
Percent
10
0
INFERENCE
Management / the immediate supervisor help in coaching people to perform better
4.11 Table showing whether the management delegates the work

effectively and efficiently to the employees
46
Management delegates the work effectively and efficiently
Cumulative
Disagree 7 13.0 13.0 20.4
Agree 37 68.5 68.5 88.9
Total 54 100.0 100.0
4.11 Chart showing whether the management delegates the work

effectively and efficiently to the employees

80
60
40
20
Percent
0
INFERENCE
Management / the immediate supervisor delegates the work effectively and efficiently through
the managers
4.12 Table showing whether the management motivates the

employees to achieve their goal.
47
Management motivates to achieve their goal
Cumulative
Valid Disagree 9 16.7 16.7 16.7
Agree 30 55.6 55.6 72.2
Strongly agree 15 27.8 27.8 100.0
Total 54 100.0 100.0
4.12 Chart showing whether the management motivates the

employees to achieve their goal.

60
50
40
30
20
10
Percent
0
Disagree Agree Strongly agree
INFERENCE
Management / the immediate supervisor motivates the employees to achieve their goals.
4.13 Table showing whether the management listens and conveys

ideas to the employees.
48
Management listens and conveys ideas
Cumulative
Agree 33 61.1 61.1 70.4
Strongly agree 16 29.6 29.6 100.0
Total 54 100.0 100.0
4.13 Chart showing whether the management listens and conveys


70
60
50
40
30
20
Percent
10
0
INFERENCE
From the above chart, it shows that 0% of employees strongly disagrees, 9.3% of employees
Management / the immediate supervisor effectively listens, receives and conveys ideas to the
employees.
4.14 Table showing whether the management helps the employees

to take initiative
49
Management helps to take intiative
Cumulative
Disagree 7 13.0 13.0 16.7
Agree 35 64.8 64.8 81.5
Strongly agree 10 18.5 18.5 100.0
Total 54 100.0 100.0
4.14 Chart showing whether the management helps the employees

to take initiative

70
60
50
40
30
20
Percent
10
0
INFERENCE
Management / the immediate supervisor helps the employee to take the initiative to meet the
internal and external customer needs in a timely and politely
4.15 Table showing whether management considers the ability of

the employees as a leader.
50
Management considers the ability as a leader
Cumulative
Disagree 8 14.8 14.8 18.5
Agree 35 64.8 64.8 83.3
Total 54 100.0 100.0
4.15 Chart showing whether management considers the ability of

the employees as a leader.

70
60
50
40
30
20
Percent
10
0
INFERENCE
From the above chart, it shows that 3.7% of employees strongly disagrees, 14.8% of employees
Management / the immediate supervisor considers the employee's ability as a leader to direct the
operations, activity and performance of others
4.16 Table showing whether management creates
ability to analyze problems or procedures
51
Management creates ability to analyze problems or procedures.
Cumulative
Disagree 12 22.2 22.2 24.1
Agree 29 53.7 53.7 77.8
Strongly agree 12 22.2 22.2 100.0
Total 54 100.0 100.0
4.16 Chart showing whether management creates
ability to analyze problems or procedures

60
50
40
30
20
10
Percent
0
INFERENCE
Management / the immediate supervisor creates ability to analyze problems or procedures,
evaluate alternatives, and select the best course of action and to use logic and common sense in
decision making
4.17 Table showing whether the management demonstrates the

work methods to the employees
52
Management demonstrates the managements work methods
Cumulative
Disagree 8 14.8 14.8 20.4
Agree 28 51.9 51.9 72.2
Strongly agree 15 27.8 27.8 100.0
Total 54 100.0 100.0
4.17 Chart showing whether the management demonstrates the

work methods to the employees

60
50
40
30
20
10
Percent
0
INFERENCE
Management / the immediate supervisor demonstrates the effective management work methods
and how to achieve expected results.
4.18 Table showing whether the management encourages the

employees
53
Management encourages the employee
Cumulative
Agree 33 61.1 61.1 72.2
Strongly agree 15 27.8 27.8 100.0
Total 54 100.0 100.0
4.18 Chart showing whether the management encourages the

employees

70
60
50
40
30
20
Percent
10
0
INFERENCE
From the above chart, it shows that 0% of employees strongly disagrees, 11.1% of employees
disagree, 27.861.1% of employees agree and 27.8% of employees strongly agree that the
Management / the immediate supervisor encourages the employee to produce the expected
quality and quantity of assignments
54
4.19 Table showing whether the management uses appraisal
methods to express their view honestly
Management uses appraisal methods to express the view honestly
Cumulative
Disagree 9 16.7 16.7 24.1
Agree 31 57.4 57.4 81.5
Strongly agree 10 18.5 18.5 100.0
Total 54 100.0 100.0
4.19 Chart showing whether the management uses appraisal methods

to express their view honestly
Management uses appraisal methods to express the view hone

70
60
50
40
30
20
Percent
10
0
Management uses appraisal methods to express the view honestly
INFERENCE
Management / the immediate supervisor uses the appraisal methods to express the employee’s
views honestly.
55
4.20 Table showing whether the management provides ability to set
high class standards
Management provides ability to set high class standards.
Cumulative
Disagree 7 13.0 13.0 22.2
Agree 29 53.7 53.7 75.9
Strongly agree 13 24.1 24.1 100.0
Total 54 100.0 100.0
4.20 Chart showing whether the management provides ability to set

high class standards

60
50
40
30
20
10
Percent
0
INFERENCE
Management / the immediate supervisor provides ability to set high class standards to ensure
quality of work
56
4.21 Table showing whether the management ensures the volume
of work according to the accuracy of the employee.
Management ensures the volume of work according the accuracy.
Cumulative
Disagree 5 9.3 9.3 20.4
Agree 29 53.7 53.7 74.1
Strongly agree 14 25.9 25.9 100.0
Total 54 100.0 100.0
4.21 Chart showing whether the management ensures the volume

of work according to the accuracy of the employee.
Management ensures the volume of work according the accura

60
50
40
30
20
10
Percent
0
Management ensures the volume of work according the accuracy.
INFERENCE
From the above chart, it shows that 11.1% of employees strongly disagrees, 9,3% of employees
disagree, 51.9% of employees agree and 25.9% of employees strongly agree that The
Management / the immediate supervisor ensures the volume of work produced by the employee,
is according to his or her speed, accuracy and retaining the level of output.
57
4.22 Table showing whether the management maintains safety
standards to the employees
Management maintains safety standards to the employee
Cumulative
Disagree 7 13.0 13.0 18.5
Agree 33 61.1 61.1 79.6
Strongly agree 11 20.4 20.4 100.0
Total 54 100.0 100.0
4.22 Chart showing whether the management maintains safety

standards to the employees

70
60
50
40
30
20
Percent
10
0
INFERENCE
Management / the immediate supervisor maintains and observes safety and health standards to
the employee..
58
4.23 Table showing whether the management demonstrates
steadiness of mind to the employees in stressful situations
Management demonstrates steadiness of mind in stressful situations.
Cumulative
Disagree 5 9.3 9.3 16.7
Agree 32 59.3 59.3 75.9
Strongly agree 13 24.1 24.1 100.0
Total 54 100.0 100.0
4.23 Chart showing whether the management demonstrates

steadiness of mind to the employees in stressful situations

70
60
50
40
30
20
Percent
10
0
INFERENCE
Management / the immediate supervisor demonstrates steadiness of mind and good judgment in
stressful situations..
59
4.24 Table showing whether the management demonstrates the
employees how to manage time with the work
Management demonstrates how to manage time with the work.
Cumulative
Disagree 7 13.0 13.0 16.7
Agree 32 59.3 59.3 75.9
Strongly agree 13 24.1 24.1 100.0
Total 54 100.0 100.0
4.24 Chart showing whether the management demonstrates the

employees how to manage time with the work

70
60
50
40
30
20
Percent
10
0
INFERENCE
Management / the immediate supervisor demonstrates how to effectively manage time with the
work.
60
4.25 Table showing whether the management makes the employees
build work relationships
Management makes the employees build work relationships.
Cumulative
Disagree 11 20.4 20.4 22.2
Agree 33 61.1 61.1 83.3
Total 54 100.0 100.0
4.25 Chart showing whether the management makes the employees

build work relationships

70
60
50
40
30
20
Percent
10
0
INFERENCE
Management / the immediate supervisor makes the employee build and maintain work
relationships.
61
4.26 Table showing whether the management demonstrates to the
employees the knowledge required to perform the job
Management demonstrates knowledge required to perform the job.
Cumulative
Disagree 8 14.8 14.8 18.5
Agree 37 68.5 68.5 87.0
Total 54 100.0 100.0
4.26 Chart showing whether the management demonstrates to the

employees the knowledge required to perform the job
KNOWLEGE
80
60
40
20
Percent
0
KNOWLEGE
INFERENCE
disagree, 68.5% of employees agree and 13% of employees strongly agree that the Management /
the immediate supervisor demonstrates technical, administrative, managerial, supervisory, or
other specialized knowledge required to perform the job.
62
4.27 Table showing whether the management helps the
employees to show understanding to the problems of others.
Management helps to show understanding to the problems of others.
Cumulative
Disagree 6 11.1 11.1 18.5
Agree 33 61.1 61.1 79.6
Strongly agree 11 20.4 20.4 100.0
Total 54 100.0 100.0
4.27 Chart showing whether the management helps the employees

to show understanding to the problems of others

80
60
40
20
Percent
0
INFERENCE
Management / the immediate supervisor helps the employee to show understanding and
responsibility to the needs and the problems of others.
63
4.28 Table showing whether the management advices the
employees to work well in a team setting
Management advices to work well in a team setting.
Cumulative
Disagree 6 11.1 11.1 13.0
Agree 31 57.4 57.4 70.4
Strongly agree 16 29.6 29.6 100.0
Total 54 100.0 100.0
4.28 Chart showing whether the management advices the

employees to work well in a team setting

70
60
50
40
30
20
Percent
10
0
INFERENCE
Management / the immediate supervisor advices the employee to work well in a team setting..
64
4.29 Table showing whether the management encourages the
employees to work with cooperation.
Management encourages to work with cooperation.
Cumulative
Disagree 4 7.4 7.4 11.1
Agree 31 57.4 57.4 68.5
Strongly agree 17 31.5 31.5 100.0
Total 54 100.0 100.0
4.29 Chart showing whether the management encourages the

employees to work with cooperation.

70
60
50
40
30
20
Percent
10
0
INFERENCE
Management / the immediate supervisor encourages employee to work cooperatively with
customers, co-workers and the public.
65
4.30 Table showing whether the management is concerned of
employees seeking the best of materials and staff.
Management is concerned in seeking the best use of materials.
Cumulative
Disagree 5 9.3 9.3 16.7
Agree 35 64.8 64.8 81.5
Strongly agree 10 18.5 18.5 100.0
Total 54 100.0 100.0
4.30 Chart showing whether the management is concerned of

employees seeking the best of materials and staff.

70
60
50
40
30
20
Percent
10
0
INFERENCE
disagree, 64.8% of employees agree and 18.5% of employees strongly agree that The
Management / the immediate supervisor is concerned of employee’s seeking best use of
materials, and to maximize efficiency and effectiveness use of staff.
66
4.31 CORRELATION
Co rrelatio ns
M anagem ent
M anagem ent helps to show
M anagem ent m akes the understandin
M anagem ent advices to em ployees g to the
coaches to work well in a build work problem s of
perform better O VERALL team setting. relationships. others.
M anagem ent coaches Pearson Correlation 1 .656** .448** .531** .208
to perform better Sig. (2-tailed) . .000 .001 .000 .132
N 54 54 54 54 54
OVERALL Pearson Correlation .656** 1 .698** .670** .494**
Sig. (2-tailed) .000 . .000 .000 .000
N 54 54 54 54 54
M anagem ent advices Pearson Correlation .448** .698** 1 .478** .191
to work well in a team Sig. (2-tailed) .001 .000 . .000 .167
setting. N
54 54 54 54 54
M anagem ent m akes Pearson Correlation .531** .670** .478** 1 .386**

the em ployees build Sig. (2-tailed) .000 .000 .000 . .004
work relationships. N 54 54 54 54 54
M anagem ent helps to Pearson Correlation .208 .494** .191 .386** 1
show understanding to Sig. (2-tailed) .132 .000 .167 .004 .
the problem s of others.N
54 54 54 54 54
**. Correlation is significant at the 0.01 level (2-tailed).
 Overall level vs. management coaches to perform better

Ho: There is no correlation between overall satisfaction and management coaches better.
H1: There is a correlation between overall satisfaction and management coaches better.
Significance level is .000 which is lesser than .05, therefore H1 is accepted.
Pearson correlation is .656 which is in between 0.3 to 0.7, so it is correlated.
 Overall level vs. management advices to work well in a team setting.

Ho: There is no correlation between overall satisfaction and management advices to work
well in a team setting.
H1: There is a correlation between overall satisfaction and management advices to work
well in a team setting.
67
 Overall level vs. management makes the employees build work relationship.
Ho: There is no correlation between overall satisfaction and management makes the
employees build work relationship.
H1: There is a correlation between overall satisfaction and management makes the
employees build work relationship.
 Overall level vs. management helps to show understanding to the problem of others.
Ho: There is no correlation between overall satisfaction and management helps to show
understanding to the problem of others.
H1: There is a correlation between overall satisfaction and management helps to show
68
4.32 REGRESSION
Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) .797 .192 4.159 .000
Management helps to
show understanding to .190 .046 .324 4.099 .000
the problems of others.
Management advices to
work well in a team .217 .070 .320 3.092 .003
setting.
Management encourages
.134 .088 .209 1.529 .133
to work with cooperation.
Management is
concerned in seeking the .181 .066 .298 2.719 .009
best use of materials.
a. Dependent Variable: OVERALL
 The overall satisfaction vs. management helps to show understanding to the

problem of others.
Ho: The overall satisfaction does not depend on management helps to show
H1: The overall satisfaction depends on management helps to show understanding to the
problem of others.
Ho is rejected because the significance level is .000 which is less than .05. It is
correlated.
 The overall satisfaction vs. management advices to work well in a team setting.
Ho: The overall satisfaction does not depend on management advices to work well in a
team setting.
H1: The overall satisfaction depends on management advices to work well in a team
setting.
Ho is rejected because the significance level is .003 which is less than 0.05 and so
it is correlated.
69
 The overall satisfaction vs. management encourages working cooperation.
Ho: The overall satisfaction does not depend on management encourages working
cooperation.
H1: The overall satisfaction depends on management encourages working cooperation.
Ho is accepted because the significance level is .113 which is greater than 0.05
and so it is correlated.
 The overall satisfaction vs. management is concerned in seeking the best using of
materials.
Ho: The overall satisfaction does not depend on management is concerned in seeking the
best using of materials.
H1: The overall satisfaction depends on management is concerned in seeking the best
using of materials.
Ho is rejected because the significance level is .009 which is less than 0.05 and so
it is correlated.
70
Chapter
V
71
SUMMARY OF FINDING,
RECOMMENDATION AND
CONCLUSION
Chapter V
Summary of Findings, Suggestions and Conclusion:
5:1 FINDINGS
The preceding chapter dealt with analysis of data collected for the study. Based on the
analysis, many interesting finding has emerged .This chapter deals with the major findings of the
study
 In this study shows 68.5% of employees agree that the Management / the immediate
supervisor is concerned about the development of the employees.
supervisor help in coaching people to perform better
supervisor delegates the work effectively and efficiently through the managers
supervisor motivates the employees to achieve their goals.
72
supervisor effectively listens, receives and conveys ideas to the employees.
supervisor helps the employee to take the initiative to meet the internal and external
customer needs in a timely and politely
supervisor considers the employee's ability as a leader to direct the operations, activity
and performance of others
supervisor creates ability to analyze problems or procedures, evaluate alternatives, and
select the best course of action and to use logic and common sense in decision making
supervisor demonstrates the effective management work methods and how to achieve
expected results
supervisor encourages the employee to produce the expected quality and quantity of
assignments
supervisor uses the appraisal methods to express the employee’s views honestly.
supervisor provides ability to set high class standards to ensure quality of work
 In this study shows 51.9% of employees agree that The Management / the immediate
supervisor ensures the volume of work produced by the employee, is according to his or
her speed, accuracy and retaining the level of output.
supervisor maintains and observes safety and health standards to the employee..
73
supervisor demonstrates steadiness of mind and good judgment in stressful situations..
supervisor demonstrates how to effectively manage time with the work.
supervisor makes the employee build and maintain work relationships.
supervisor demonstrates technical, administrative, managerial, supervisory, or other
specialized knowledge required to perform the job.
supervisor helps the employee to show understanding and responsibility to the needs and
the problems of others
supervisor advices the employee to work well in a team setting..
supervisor encourages employee to work cooperatively with customers, co-workers and
the public
 In this study shows 64,8% of employees agree that the Management / the immediate
supervisor is concerned of employee’s seeking best use of materials, and to maximize
efficiency and effectiveness use of staff
74
5:2 RECOMMENDATIONS
 An innovative system could not only increase the performance of the staff, but also help
them to work together, with common goals and fewer obstacles.
 It could help people to comment on others' performance and perceived problems more
freely.
 They can bring out things which are normally never spoken, reducing tension, improving
communications, and most likely raising the employees' (or the manager's) performance
considerably.
 Involve your employees in the process. If they design the new performance appraisal
system, they may be more dedicated to it--and both you and your employees can reap the
benefits.
 It is advisable for the company to have various appraisal systems because all the
employees need not like the same kind of performance appraisal system.
75
 The company should listen to the employees expectations.
5:3 CONCLUSION
360-degree feedback is sometimes referred to as multi-rater appraisals, multi-source
feedback or 360 degree profiling. It is essentially a process, which enables a person to receive
feedback from a number of people around them. The purpose of the feedback is usually varied
from organisation to organisation. 360-degree feedback not only acts as tool for organisational
development but also to help an individual determine areas they need to develop. The success of
the appraisal depends on the transparency and clear objectives of its need and its clear cut
intimation to the employees even at the bottom level of the organisation.
76
77
BIBLIOGRAPHY
BIBLIOGRAPHY
Websites: www.wikipedia.org
www.performance-appraisal.com/intro.htm
www.licindia.com
www.search.eps.net
Books:
Aswathappa. (1995), 'Human Resource and Personnel Management', New Delhi.
Niehoff, B.P. Enz, C.A. and Grover,R.A. (1990) " The Impact of Top management Actions of
Employee Attitude and perceptions," Group and Organisations Studies,15,(3) P; 337-352.
78
Macgregor, D. (1972), "An Uneasy Look at Performance Appraisal Business", Harvard
Review, September/October, pp. 133-138.
Meyer, H.H., Emmanuel, K. and French, R.P.J. (1966), "Split Roles in Performance Appraisal"
Harvard Business Review, Vol. 44, No. 3, May,/June, p. 106.
79
ANNEXURE
ANNEXURE
Dear Sir / Madam,
Greetings to you. I wish to introduce myself as J. Jackson Jeevaraj, Student,

Karunya School of Management, Karunya University, Coimbatore. Currently I am pursuing my
MBA degree. Regarding my Summer Project, I am interested to do a project under the title “360
Degree Performance Appraisal .” I sincerely appreciate your favourable gesture and kind
cooperation extend to me in this regard. I assure you that the information you provide will and
used for my project purpose only and will be kept confidential.
------------------------------------------------------------------------------------------------------------
Questionnaire on 360 Degree Performance Appraisal
80
at Life Insurance Corporation of India, Neyyattinkara,
Part – I: ( Personal Information )
1. Name :
2. Job Cadre :
3. Sex Male Female
4. Age group below 30 31 – 50 above 50
5. Marital Status Married Unmarried
6. Type of family Nuclear family Joint family
7. No. of family members Up to 2 3–4 above 4
8. Place of residence Urban Rural Semi-Urban
9. Years of job experience below 5 6 – 15 16 – 20 above 20
Part – II:
The following are the questions to obtain feedback from the employees ( self ) regarding
the 360 degree Performance Appraisal given to them by : Peers , Subordinates, Team
Members , Superiors and Customers. Respondents are requested to read through the questions
and mark in the appropriate boxes of the four – point rating scale.
Please remember the scale as:
A = Strongly Disagree
B = Disagree
C = Agree
D= Strongly Agree
81
10. The Management / the immediate supervisor is concerned about the development of the
employee’s.
A. B. C. D.
11. The Management / the immediate supervisor help in coaching people to perform better.
A B. C. D.
12. The Management / the immediate supervisor delegates the work effectively and
efficiently through the managers.
A B. C. D.
13. The Management / the immediate supervisor motivates the employees to achieve their
goals.
A B. C. D.
14. The Management / the immediate supervisor effectively listens, receives and conveys
A B. C. D.
15. The Management / the immediate supervisor helps the employee to take the initiative to
meet the internal and external customer needs in a timely and politely.
A B. C. D.
82
16. The Management / the immediate supervisor considers the employee's ability as a leader
to direct the operations, activity and performance of others.
A B. C. D.
17. The Management / the immediate supervisor creates ability to analyze problems or
procedures, evaluate alternatives, and select the best course of action and to use logic and
common sense in decision making..
A B. C. D.
18. The Management / the immediate supervisor demonstrates the effective management
work methods and how to achieve expected results.
A B. C. D.
19. The Management / the immediate supervisor encourages the employee to produce the
expected quality and quantity of assignments.
A B. C. D.
20. The Management / the immediate supervisor uses the appraisal methods to express the
employee’s views honestly.
A B. C. D.
21. The Management / the immediate supervisor provides ability to set high class standards
to ensure quality of work.
A B. C. D.
22. The Management / the immediate supervisor ensures the volume of work produced by the
employee, is according to his or her speed, accuracy and retaining the level of output.
A B. C. D.
83
23. The Management / the immediate supervisor maintains and observes safety and health
standards to the employee.
A B. C. D.
24. The Management / the immediate supervisor demonstrates steadiness of mind and good
judgment in stressful situations.
A B. C. D.
25. The Management / the immediate supervisor demonstrates how to effectively manage
time with the work.
A B. C. D.
26. The Management / the immediate supervisor makes the employee build and maintain
work relationships.
A B. C. D.
27. The Management / the immediate supervisor demonstrates technical, administrative,

managerial, supervisory, or other specialized knowledge required to perform the job.
A B. C. D.
28. The Management / the immediate supervisor helps the employee to show understanding
and responsibility to the needs and the problems of others.
A B. C. D.
29. The Management / the immediate supervisor advices the employee to work well in a team
setting.
A B. C. D.
84
30. The Management / the immediate supervisor encourages employee to work cooperatively
with customers, co-workers and the public.
A B. C. D.
31. The Management / the immediate supervisor is concerned of employee’s seeking best use
of materials, and to maximize efficiency and effectiveness use of staff.
A B. C. D.
THANK YOU FOR SPARING YOUR VALUABLE TIME.
85

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“A STUDY ON THE 360 DEGREE PERFORMANCE APPRAISAL OF

LIFE INSURANCE CORPORATION OF INDIA, NEYYATTINKARA

Under the guidance of

Submitted in partial fulfillment of the requirements

For the award of the degree of

“MASTER OF BUSINESS ADMINISTRATION”

KARUNYA SCHOOL OF MANAGEMENT

PERFORMANCE APPRAISAL OF LIFE INSURANCE CORPORATION OF INDIA,

NEYYATTINKARA ” is the bonafide work done by Mr. Jackson Jeevaraj. J, Reg.No.

Business Administration of the Karunya Deemed University.

(Mr. Sameul Joseph) (Mr.Sugumaran)

ADMINISTRATIVE COORDINATOR FACULTY GUIDE

Viva-Voce Examination held on………………

Internal Examiner External Examiner

PERFORMANCE APPRAISAL OF LIFE INSURANCE CORPORATION OF INDIA,

degree of MASTER OF BUSINESS ADMINISTRATION, as a record of original work done

by me under the supervision and guidance of Mr. Sugumaran, Assistant Proffessor,

Karunya School of Management, Karunya Institute of Technology & Sciences, Coimbatore.

/Fellowship of similar titles to any candidate of any university.

Place: Signature of the student

I express my sincere thanks to C.Stephen, Senior Branch Manager, Life Insurance

Chapter Contents Page No

1.1 Importance of the study 18

1.2 Scope of study 18

1.3 Objective of the study 18

1.4 Review of Literature 19

1.5 Limitations of the study 21

1.6 Research Methodology 22

Chapter II Profile of the Organization

Chapter III 360 degree Performance Appraisal 30

Chapter IV Analysis and Interpretation 34

Chapter V Finding, Suggestion and Conclusion 69

LIST OF TABLES PAGE NO SL: NO

Cadre of the employees 35 4:1

Gender of the employees 36 4:2

Marital status of employees 38 4:4

Type of the family of the employees 39 4:5

Number of members in the family of the employees 40 4:6

Place of residence of the employees 41 4:7

Years of experience of the employees 42 4:8

Whether the management is concerned about employee development 43 4:9

Whether the management coaches the employees to perform better 44 4:10

Whether the management delegates the work effectively 45 4:11

Whether the management motivates to achieve their goal 46 4:12

Whether the management listens and conveys ideas 47 4:13

Whether the management helps to take initiative 48 4:14

Whether the management considers the ability as a leader 49 4:15

Whether the management creates ability to analyze problems. 50 4:16

Whether the management demonstrates the work methods 51 4:17

Whether the management encourages the employee 52 4:18

Whether the management uses appraisal methods honestly 53 4:19

Whether the management maintains safety standards to the employee 56 4:22

Whether the management demonstrate steadiness in stressful situation. 57 4:23

Whether the management makes the employees build relationships. 59 4:25

Whether the management demonstrates the knowledge required 60 4:26

Whether the management helps to understand the problems of others. 61 4:27

Whether the management advices to work well in a team setting. 62 4:28

Whether the management encourages to work with cooperation. 63 4:29

Whether the management is concerned in the best use of materials. 64 4:30

LIST OF CHARTS PAGE NO SL: NO

Cadre of the employees 36 4:1

Gender of the employees 37 4:2

Age of the employees 38 4:3