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A Study on Performance Appraisal System in IRE

CHAPTER 1 INTRODUCTION

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A Study on Performance Appraisal System in IRE

Introduction

The project work entitled “ A study on Performance Appraisal System in Indian Rare Earths Ltd. was undertaken with a view to have an descriptive study surveyed on performance appraisal among the employees of IRE. This study was done in partial fulfillment of the requirements for the award of Master Degree in Business Administration. INDIAN RARE EARTHS LIMITED CHAVARA, KOLLAM is a multicrore profit making company. In the year 1950 IRE Ltd. Was Incorporated at Bombay. In 1951 IREL become a full fledged Central Govt. Undertaking under the Department of Atomic Energy. Performance appraisal is one of the important factors for promotion of employees. The study was conducted using a detailed questionnaire was prepared and give the employees for answering. By the analysis of data gathered through the questionnaire. It was found that more than 90% of employers are influenced by the performance appraisal. They suggested that performance appraisal is good. And it is essential in their organization. It helps in providing, additional remuneration to able workers, training, transfer, promotion policies etc.

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1. SYNOPSIS

INDIAN RARE EARTRHS LIMITED CHAVARA, KOLLAM is a full fledged Central Govt. undertaking Under the Department of Atomic Energy. They are engaged in the mining and processing of beach sand bearing heavy minerals from the costal belts of Neendakara to Kayamkulam. The main objective of the study was known about the performance of employees in IRE. Performance appraisal is one of important factor for promotion of employers. The study was analysis of data by to issue questionnaire to give employers. The study shows the company fellows self appraisal method for the evaluation of performance of the employers.

2. SCOPE OF THE STUDY
The researcher was interested to know the effective performance appraisal system in IRE. The study contacts the performance among the employees in IRE. To covers methods using evolution of performance appraisal. The study analysis that the employee’s opinion about the effective performance appraisal system in their organization.

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3. OBJECTIVES OF THE STUDY
The main objective of the study is, to understand performance appraisal among the employees of IRE Limited Chavara. The specific objectives are, 1. To find out whether the performance appraisal is effectively done in IRE. 2. To find out how the performance appraisal is done in IRE. 3. To find out how the performance appraisal is evaluated. 4. To find out employees opinion about performance appraisal. 5. To suggest recommendation for improving worker’s performance in the organization.

4. LIMITATION OF THE STUDY.
(a). Shortage of the time Due to the shortage of the time and other constrains the interview with workers was limited to understand workers out of the labours strength. It is probable inadequate. (b). Confidential data Both management and employees are not ready to express the data required for the project and documents of the company are not open for public scrutiny.

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5. RESEARCH METHODOLOGY

The success of a research mainly depends on the methodology on which if is carried out. The applied methodology will improve the validity of findings. The research methodology describes the methods of data collection that can be used to solve the research problems. The methods used for collecting data are sampling method or sample design, Tools for data collection, Tools for data analysis and Methodology presentation.

1. SOURCE OF DATA
Data for the study have been collected from both primary and secondary sources. Through exploratory research secondary data need for the survey are collected from available materials. (a) Primary data Data collected by the investigator directly for the purpose of investigation is known as the primary data. Primary data are collected through descriptive research. The primary data collected through a). Questionnaire b). Formal interviews with managers and personnel. A structured questionnaire was distributed to be employee. The objective was to attain information about training progress about the company and how it is affected their work. The employees indicated their opinion against each question. Collection of primary data involves much time and money. But primary data are more genuine are considered to be the best.

(b) Secondary data

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The investigator may make use of data collected by others for the purpose of investigation. This is known as secondary data. The main sources of secondary data are from published and unpunished sources. The secondary data needed to prepare this project was obtained from. a). Journals of the firms b) Magazines and Govt Publications c). Company Records.

2. SAMPLING METHOD OR SAMPLE DESIGN
Sampling is the process of collection information only from a representative part of the population. One of the above 550 permanent employees employed in IRE we have selected 50 of them and fixed 50 as the sampling size. The tool for collecting the data were questionnaire and sample method was adopted for convenience. The questionnaire was designed keeping in view the objective of the study. The questionnaire was designed such that it helps to elicit the accurate information. The questions were ended for the respondents to answer easily. A copy of questionnaire is given in the annexure. Sample size Sampling Tool – – – 50 Convenience sampling Used Questionnaire

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3. TOOLS FOR DATA COLLECTION
The important tools used for the data collections are the following. a). Questionnaire b). Formal Interviews with manager and personnel c). Journals of the firms d). Magazines and Govt Publications e). Company Records

4. TOOLS FOR DATA ANALYSIS
After the collection of data from the employees each sample question were classified and tabulated and subjected to analysis. The data obtained were analysis in the following ways. a). Percentage (%) Percentages are obtained when 100 multiply rations. The percentages of employees coming under the same category were found out as it helped to know the response of employees more clearly. b). Diagrams Diagrams are used for the Graphical representation of the data. The two type of diagrams are used they are pie-chart and bar diagram.

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5. METHODOLOGY FOR PRESENTATION
Diagrams are used to present the data diagrammatically as this will give a clear idea about information diagrams used here are: a). Bar diagram b). Pie chart

a) Bar Diagram
The bar or column diagram consists of repeated or columns bar being rectangle of equal width. The bar can be vertical or horizontal. The width of the bars should be uniform through out the diagram. The gap between one here and another should be uniform through out.

b) Pie chart
If we want to show an aggregate also its divisions various parts a circle may be drawn and divided into various sector. This is called pie chart. Each sector represents each division since full angle 3600 around the center of the circle represents the whole data (i.e. 100%) each sector will have angle at the centre got by the formula. Pie chart enables used to make two types of comparison a). Comparison of individual components b). Comparison of each component with the total.

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CHAPTER 2 PROFILE

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1. INDUSTRY PROFILE
Now the world is full of competition. But IRE is a public limited company where enjoyed monopoly of the field for rare earths products. It does not face any treat from competitors. Unless otherwise the Government allows private venture. It is a fast growing public limited company. Its products are being exported to the foreign countries and thus our countries earning more from foreign countries.

EXPORTING
IRE has been exporting minerals illmiate zircon and sillimanate to different countries. The main customers of IRE are USA, Canada, UK, France, West Germany, Japan and many countries. Exporting materials are during the period of the October to December. The materials have been transporting chartered vessels. The Mumbai head office will make export contracts. These items do not have any type of tax and duties.

ISO: 9002. COMPANY
INDIAN RARE EARTHS LIMITED CHAVARA has established a quality system for manufacturing and marking of minerals and minerals products awarded to the ISO: 9002 certificate from TUV management service CM Smirch on 18-3-2000. This made of a strong quality assurance for the products of the international market and proved its to a complete with a international standard with for the environmental impact of the industry. The company has achieved ISO: 14000 certificate (environmental management system).

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2. COMPANY PROFILE

Indian Rare Earths Limited in cooperated in the year 1950 at Bombay, is a Govt. of India undertaking under the administrative control of the Department of the Atomic Energy engaged in mining and processing of beach sand bearing heavy minerals from the costal belth. During 1951 IREL became a public sector undertaking and two minerals separation plans one at Manavalakurachi in TamilNadu (1967) and the other at Chavara, Kerala state (1970) were setup. Chavara plants engaged in the processing of beach sand deposits available on the coastal belt of Neendakara to Kayamkulam. IRE’s history should not be narrated with out mentioning the name of German Chemist Mr. Herr Schom Berg, who has realized that the shining yellowish brown sand particles sticking to coir, a coconut fibre shipped from India (1909), contained monazite. This sparkled the discovery of vast deposits of monazite, a rich sources of rare earths, a group of elements with a vide verity of uses in industry and science. A few plants were operating at Chavara and Manavalakurichi for the separation of Monazite. 1948 the Govt of India set up the Atomic Energy Commission under the Chairmanship of Dr. Homi Bhabha. The export of Monazite was stopped and the possibility of setting up a facility to process the beach sand mineral for the production of Rare earths was examined. 1950 Indian rare Earths Ltd. (IREL) was incorporated at Bombay. 1951 IREL became a full-fledged Central Government undertaking under Department of Atomic Energy and commenced construction of its Rare Earths plants at Udyogamandal in Kerala. 1952 Rare Earth plants were dedicated to the nation on December 24, by the late Prime Minister, Pandit Jawaharlal Nehru. 1955 opening of Thorium factory off Bobmay. 1965 opining of minerals division at Quilon in Kerala State with manufacturing facilities at Chavara in Kerala and at Manavalakurich in Tamil Nadu and a giant mineral sand separation and Synthetic Rutile plant at Chatrapur in Orissa (1986).

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IRE CHAVARA UNIT
The Chavara plant of IREL is situated approximately 16 km north of Kollam. In 1956, under the instruction from Govt. of India, IREL took over the assets of the Travancore Minerals Limited. As the availability of raw material from beaches both items of quantity and quality diminished, the company augmented its requirement by dredging the inland deposits. The Chavara plant is engaged in mining and processing of beach sand minerals. In 1990 IREL erected and commissioned one concentrate upgrading plant (CUP). Then two plants are very sophisticated plants and after commissioning of these plants the production increased substantially. Chavara is known for supplying 60% Titanium dioxide to the titanium dioxide industry. As a part of the effort to increase production and upgrading the quality of raw sand feed, work on the Rs. 14 corers dredge and wet concentrator project was introduced at Chavara in 1987. Though the operation of the plants does not contribute any environmental pollution, care is taken to monitor and control liquid, gaseous and solid wastes to ensure that the safe climates and not exceeded. The Chavara plant engages 569 permanent employees, which includes 92 officers, 477 clerical staff and workman. There are also 1240 contract workers. At the IREL, the future is not hazy image into sharp focus like the sun rising over the eastern sand dunes shedding light and spreading prosperity. To shall the boom is the market for the titanium bearing minerals, the company is studying the feasibility of exploiting some new deposits which bearing minerals, such as ilmenite, rutile etc. in the near future in the Neendakara-Kayamkulam coast. The Neendakara-Kayamkulam coastal deposit commonly known as Chavara deposits occur on the 22 km long carrier bead with an average width of 200 meters between two tidal channels of Neendakara in the south and Kayamkulam in the north.

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CORPORATE MISSION
• To harness beach sands in an environmentally and socially responsible manner for efficiently producing minerals and their traditional and innovate value added products of the world class quality that are used to make increasingly superior / novel products required by customers. • To play dominant role in developing domestic rare earths market by producing and / or marketing the quality value added product. To realize maximum potential of rare earths in a range of applications. • To build a professional, creative, and committed work forces and nature an environment that posters, learning, sharing and development.

CORPORATE VISION
• To be a leading supplier of beach sand and minerals from Asia by supplying 10% of the world demand for beach sans and minerals covered next 7-10 years. It would be achieved by maximum utilization of existing capacity, new capacity addition capturing major portion of the incremental growth of the global Ti O2 feed stock demand and by diverting competitive value added, rutile, zircon, sillimanite and garnet products that make handsome contribution to revenue and profits. • To became the preferred rare earths products supplier (producer / marketer) or domestic customers to ensure long term sustenance and profitability of rare earths business active adequate efficiency of monazite processing as long as it is necessary worth wile.

TECHNICAL EXCELLENCE
IREL uses state of art technology in mining and mineral processing. The rich experiences professional expertise of people who are one among best in the industry and strict compliance to quality standers has enabled IREL to ermine as to leading supplier

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of heavy mineral to nation and abroad. We are always being driven by innovation and sound manufacturing practices, be it in product, technology or process.

QUALITY POLICY We are committed to provide of products of consistent quality to the satisfaction of the customers through quality management system implementation.

RESEARCH AND DEVELOPMENT ACTIVITIES
The company has well equipped in house Research and Development facilities to support flow sheet development works and for solutions to process related problems. The laboratory is equipped with lab models of magnetic separators, high tension separators, wet shaking and froth floatation equipments etc. Awards of Excellence • • • • State award for energy conservation CMP’s shield for environmental protection – 1996, 1998, 2000 CMP’s shield safety – 1997 Industrial safety shield AERP – 1997 overall performance of mine safely – 1997, 1999, 2000, 2001. Enterprises Excellence Award • 2000-2001 FRO institute of Industrial Engineers, Mumbai.

Export Awards

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CAPE XIL Special Export Award – 19995-96, 1996-97, 1997-98, 1998-99, 1999-2000 (Processed Minerals Group)

CAPEXIL Special Export Award – 1995-96 (Print & Raw material group)

FUTURE OF THE COMPANY
We in the constant pursuit of excellence have established a reputation as a leading supplier of beach sand heavy mineral in the country. In the light of new changing economic scenario IREL is poised to adapt to pronged strategy namely consolidation and expansion of our operations and joint venture for value addition and new production facilities.

3. PRODUCT PROFILE
Production is any process or procedure developed to transform a set of elements like men, material, capital, information and energy into a specified set of output element like finished products and in proper quantity and quality thus achieving the objectives of an enterprise. The essence of production in the creation of goods may be by transformation or raw materials by assembling so many small particles. IRE is our silent partner in almost every facts of our daily routine. They take natures bounty in the form beach sands and separate it to extract rate and minerals that go into the production of a wide variety of products like.

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PRODUCTS
IRE produces the major beach sand heavy minerals like Ilmenite, Rutile, Zircon, Sillimanite and Brown Ilmenite (Leucoxene).

PRODUCT Ilmenite ‘Q’ Grade Rutile ‘Q’ Grade Zircon Special Grade

SPECIFICATION Tio2 - 58.00%

PRODUCTS RANGE PROPERTIES Bulk Sp. Gravi- Density ty Kg / M3 4.45 - 4.54 2600 - 2630

Packaging In bulk / 50 kg HLP bags with polithence liner 50 kg HLP bags with polithence liner 50 kg HLP bags with polithence liner

Tio2 – 95.00%

4.18 – 4.24

2630 - 2650

Zro2 – 65.00%

4.60 – 4.70

2900 - 3000

Sillimanite ‘Q’ Grade Zirflor (300/200 mesh ASTM)

A12 O3 – 58.00%

3.20 – 3.25

1950 - 2050

50 kg jute bags

ZrO2 – 64.00%

-

1800 - 1850

50 kg laminated HLP bags with polithence liner

Microzir - 1 (d50=1~1.2 micron)

ZrO2 – 63.50%

-

-

20 kg laminated polithence bags

Major application Tio2 pigment industry, Titanium mental Used as flux in the welding electrode industry In seramics, refractories, foumdries and glass industrs In the manufacturing of refractory bricks castables, cordierites etc In refractory and foundry coatings. Also as opacifier in cement industry In cermic glazes, optical glass, heat resistant procelain refractories, plastic, rubber etc

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PRODUCTION PROCESS The raw sand is collected through mining which includes two different processes. (1) Beach Washing (2) Dredging

(1) Beach Washing:Beach washing is the process of collecting raw sand containing heavy minerals which gets deposited in the sea shore due to wave action.

(2) Dredging:Dredging is also known is ‘Inland Mining’. In this process the inland deposits are mined with the help of a dredge. It dredges raw sand at the rate of 120 met/hour by simultaneously upgrading the concentrate at the rate of 30 met/hour with 85% heavy minerals. The collected raw sand transported using tippers. During January 1990 IRE installed a Mineral Recovery Plant (MRP) for dredging minerals which dredges the mineral to a maximum depth of 8m. the raw sand content having an average of 40% heavy mineral is fed to the floating plant upgrading it to 85% heavy mineral content. The failing of MRP is used for the back fill. The concentrate from the MRP is fed to the concentrate upgrading plant (CUP) and further concentrate to 93%. The floating dredge plant consists of the spiral concentrators which are the tallest in design. The flow sheet of this floating plan is designed for maximum recovery of the minerals with minimum waste. Beach washing collected is also concentrated in the concentrate upgrading plant.

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ANNUAL PRODUCTION CAPACITY OF CHAVARA PLANT IS:

Product

Quantity in MT

Ilmenite

1,54,000

Zircon

14,000

Rutile

9,500

Sillimanite

7,000

Brown

750

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CHAPTER 3 REVIEW OF LITERATURE

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REVIEW OF LITERATURE 1. BROAD AREA PERSONAL MANAGEMENT
The term ‘personnel’ refers to a body of persons employed in a factory, office etc. so personnel management means management of people employed in any organization. It is related to the staffing functions. Without effort human beings resources like materials, machines and money would remain idle. To achieve the objectives of an organization efficient and effective use of human resources is essential. Personnel management is that search of management designed to ensure that every employee makes his fullest contribution for achieving goals of an enterprise. Personnel management is the art of procuring development and maintaining goal effectively.

2. NARROW DOWN FOCUS PERFORMANCE APPRAISAL AND FUNCTION AREA
Performance Appraisal is a merit rating systematic evolution of the performance of each employee. Once the employees has been selected and placed on their respective jobs. It is essential for the managers to conduct the performance appraisal to see how the employee has been effective of the jobs. It reflects how effectively individual is fulfilling the assigned job. Performance is always measured in terms of results. According to Beach “Performance Appraisal is the systematic evaluation of the individual with regards to his/her performance on the job and his potential for development. Performance Appraisal is an integrated part of a system of managing. Effective Performance Appraisal recognizes legitimate desire of employees for progress in

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their profession. Indian Rare Earth Limited has incorporated an efficient system of its employees. Firstly the employees asked to make self appraisal. There is a separate performance appraisal committee which consists of a reporting officer, reviewing officer and an evaluating officer. The reporting officer and identity a few key traits on the basis of which evaluation is done. Key traits may include personnel characteristics such as integrity, leadership, analytical, competence judgment and work related characteristics as job knowledge, interpersonal shill etc.

METHODS OF PERFORMANCE APPRAISAL (1) Instructed Appraisal
Here the appraiser witness down his impression about the person being appraisal with out specific form. The appraiser writs whether he feels about the employee in his own way. There is no particular form for his appraisal.

(2) Ranking Method
It is a simple process of placing employees in a rank according to their job performance. The best worker is placed first in the rank and the worker occupies the last rank.

(3) Person to Person Comparison
Here the appraiser ranks by comprise one employees with all other employees group.

(4) Grading
Here the appraiser ranks by comparison placed in a system of grading like excellent, good, satisfaction, poor etc.

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(5) Graphic Scales
Here the work of an employee is placed in factors or qualities are points the scale. Eg: Punctuality, honesty etc may be assigned values from 1 to 5 on a graphical scale. Sometimes instead of numerical letter grade (Scale as ABC and E) may be assigned.

(6) Check List
Here various statements are made describing various type of behaviors. The evaluator will check whether the employee satisfy requirements to the statement. He has to put ‘Yes’ or ‘No’ against the statement or to tick against ‘Yes’ or ‘No’. the following is a model of check list. Is the employee interested in the job? Yes? YES NO

(7) Critical Incident
A critical incident means a significant art by a employees is excess or in short of the requirements of an employee at work. For eg: residing the implication of change refusing to accept a fellow worker. Welcoming new ideas etc. the supervisor is required to record all such significant incidents in employee’s behaviour indicating effective or ineffective behavior.

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Objectives of performance appraisal
1. To maintain records in order to determine compensation packages, wages structure, salary raises etc. 2. To identify the strength and weakness of employees to place right men on right job. 3. To maintain and access the potential present in a person for further growth and development. 4. To provide a feed back to employees regarding their performance and related status. 5. It serves as a basis for influencing working habits of the employees. 6. To review and retain the promotional and other training programs.

LIMITATIONS OF PERFORMANCE APPRAISAL 1.
Effectiveness of any appraisal depends upon the person, who appraises if the appraiser is not experience and qualified his appraiser may prove to be wrong. Similarly the appraiser is highly qualified and highly competetent. 2. In most cases appraisal is done with the help of observation of the supervisors if the no: of workers. 3. The appraiser himself may show leniency towards some workers. Those workers whom the supervisor likes to get a favorable appraisal reports while other may be neglected. 4. If the supervisor for the appraisal is a busy person he will not get adequate time to appraise the performance of each worker. Thus the effectiveness of the appraisal system is lost. 5. If is different to fix an uniform standard for measuring performance of all workers while production may be used as a standard in production department. It is difficult to fix such a standard in Research and Development for Relation department.

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6.

Appraisal may result in strained relation between the labour and supervisors. These workers whom have been rated as poor will complain against the superior and oppose them.

7.

In performance appraisal some management give more importance to punishing worker who are below standard rather than correcting them and helping them to know their drawbacks.

Benefits of performance appraisal
1. Improved performance throughout the organization due to: • Increased sense of cohesiveness and loyalty. • Managers are better equipped to use their leadership skills and to develop their staff. • Effective communication of organization’s objectives and values. 2. Improved overview of tasks performed by each member of a group. 3. Identification of ideas for improvement. 4. Creation and maintenance of a culture of continuous improvement. 5. Communication to people that they are valued.

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CHAPTER 4 DATA ANALYSIS AND INTERPRETATION

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Data analysis and Interpretation
The analysis is done on the basis of detailed questionnaires so sample questions are issued to the employee on the basis of questionnaire. They are tabulation and graphical representation.

1. Tabulation
Tabular representation is the systematic presentation of data in rows and columns through tables. 2. Graphical representation Graphic representation of the data is an important compliment to data presentation. Graphics and diagrams are visual forms of presenting data. In this analysis two types of graphs are used a).Bar diagram A bar chart is a graph that consists to a number of retackle (called bars) of equal width and length of height of propositional to the values they present. They are drown on a horizontal or vertical based at equal distance. These bar diagrams are called known as ‘simple bar diagram’. b). Pie chart Pie charts are used to present the relative size components in an aggregate. Pie chart is a circle broken down into component sectors they should be used on a percentage basis and not on absolute basis. Such sector represents each division. Since full angle 3600 around the center of the circle represents the whole data (i.e. 100%) each sector will have angle at the center got by the formula. [Each value/Total of the Value X 3600]

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Table No. 1 Sex of Employees

Sex Male Female Total
Source: Primary Data

No. of respondents 38 12 50

Percentage 76 24 100

Interpretation
The majority of employees are male category i.e., (76%). The remaining 24% of employees are female.

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Figure No. 1 Sex of Employees

80 70 60 50 40 30 20 10 0

76

Percentage

24

Male Sex

Female

Percentage

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Table No. 2 Age of the employees

Age Below 30 30-40 40-50 50-60 Total Source: Primary Data

No. of respondents 2 10 24 14 50

Percentage 4 20 48 28 100

Interpretation
Half of the employees are belong to the age group of 40-50 years. 4% employees are belonging of the age group below 30 years. 20% employees are belonging to the age group 30- 40 years. 28%employees are belonging to the age group 50-60 years.

Figure No. 2 Age of the employees

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4% 28% 20%

48% Below 30 30-40 40-50 50-60

Table No. 3 Years of Experience of employees

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Years of Experience 0-10 10-20 20-30 30-40 Total Source: Primary Data

No. of Respondents 2 26 16 6 50

Percentage 4 52 32 12 100

Interpretation
Most of the employees have to 10-20 years of experience i.e. (52%). 4%employees have to 0-10 years experience. 32% employees have to 20-30 years of experience. 12% employees have to 30-40 years of experience.

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Figure No. 3 Years of Experience of employees

12%

4%

32%

52%

0-10

10-20

20-30

30-40

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Table No. 4 Salary of Employees

Salary Below 7000 Below 15000 Below 20000 Above 20000 Total Source: Primary Data

No. of respondents 2 26 16 6 50

Percentage 4 52 32 12 100

Interpretation
12% of employees are come under the salary category above 20000.4%employees are come under the salary category below 7000. 52%employees are the come under the salary category below 15000. 32%employees are come under the salary category below 20000.

Figure No. 4 Salary of Employees

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60 52 50 Percentage 40 32 30 20 12 10 0 Below 7000 Below 15000 Below 20000 Salary Above 20000 4

Percentage

Table No. 5 Are you aware about the Performance Appraisal

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Aware about P.A Yes No Can’t Say Total Source: Primary Data

No. of respondents 44 0 6 50

Percentage 88 0 12 100

Interpretation
The majority of respondents are aware about the term performance appraisal i.e. (88%). 12% of respondents can’t give comments regarding the performance appraisal.

Figure No. 5 Are you aware about the Performance Appraisal

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12% 0%

88%

Yes

No

Can’t Say

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Table No. 6 Is there any effective Performance Appraisal system

Effective Yes No Can’t Say Total Source: Primary Data

No. of respondents 30 16 4 50

Percentage 60 32 8 100

Interpretation
Most of the respondents say that there is an effective performance appraisal system i.e., 60%. 32% of respondents says that there is no an effective performance appraisal system.8% of respondents can’t give any comment regarding effective performance appraisal system.

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Figure No. 6 Is there any effective Performance Appraisal system

70 60 Percentage 50 40 30 20 10 0

60

32

8

Yes

No Effective

Can’t Say

Percentage

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Table No. 7 Is an employee what type of performance appraisal do you except from your superiors

Type of No. of Respondents Performance appraisal Unstructured appraisal Ranking method Grading Self appraisal & evaluation Total Source: Primary Data 6 10 6 28 50 Percentage 12 20 12 56 100

Interpretation
56% respondents expect self appraisal system from our superiors. 12% of respondents expect unstructured appraisal system from our superiors. 12% respondents expect grading from the superiors.

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Figure No. 7 Is an employee what type of performance appraisal do you except from your superiors

12%

20% 56%

12%

Unstructured appraisal Grading

Ranking method Self appraisal & evaluation

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Table No. 8 Can you specify what your opinion about the self appraisal system is?

Self appraisal Good Average Bad Total Source : Primary Data

No. of Respondents 38 10 2 50

Percentage 76 20 4 100

Interpretation
76% respondent’s opinion about self appraisal is good. 20% respondent’s opinion about self appraisal is average. 4% of respondent’s opinion about self appraisal is bad.

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Figure No. 8 Can you specify what your opinion about the self appraisal system is?

80 70 Percentage 60 50 40 30 20 10 0

76

20 4 Good Average Self appraisal Bad

Percentage

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Table No. 9 Does the company consider any qualification for appraiser?

Qualification of apNo. of Respondents praiser Yes No Can’t say Total Source : Primary Data 34 12 4 50 Percentage 68 24 8 100

Interpretation
Most of the respondents (68%) say that company considers qualification of appraiser. 24% of employees consider no qualification of appraiser. 8% of employees cannot say comment regarding the qualification of appraiser.

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Figure No. 9 Does the company consider any qualification for appraiser?

80 70 60 Percentage 50 40 30 20 10 0

68

24 8

Yes

No Self appraisal

Can’t say

Percentage

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Table No. 10 Appraise identifies key report area on the basis of which evaluation

Key report area on the No. of Respondents basis of evaluation Unstructured Grading Self appraisal Total Source: Primary Data 38 10 2 50 Percentage 76 20 4 100

Interpretation
Most of the respondents, i.e. 76%, identifies key report are on the basis of unstructured evaluation. 20% of respondents identify key report area on the basis of grading evaluation. 4% of respondents identify key report area on the basis of self appraisal evaluation.

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Figure No. 10 Appraise identifies key report area on the basis of which evaluation

4% 20%

76%

Unstructured

Grading

Self appraisal

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Table No. 11 Can you specify what the commodity for the promotion of all employees is? Promotion of the comNo. of Respondents modity Seniority Merit Others Total Source: Primary Data 36 10 4 50 Percentage 72 20 8 100

Interpretation
Majority of respondents (72%) specify that seniority is the commodity for promotion of all employees. 20% respondents specify the merit is the commodity for promotion of all employees. 8% respondents specify that others is the commodity for promotion of all employees.

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Figure No. 11 Can you specify what the commodity for the promotion of all employees is?

80 70 Percentage 60 50 40 30 20 10 0

72

20 8

Seniority

Merit Promotion

Others

Percentage

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Table No. 12 What is your opinion about the existing performance appraisal?

Opinion about P.A. Good Average Bad Total Source: Primary Data

No. of Respondents 16 34 0 50

Percentage 32 68 0 100

Interpretation
Most of the respondents’ opinion about the exiting performance appraisal is average, i.e., 68%. 32% respondents’ opinion about the existing performance is good.

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Figure No. 12 What is your opinion about the existing performance appraisal?

0% 32%

68%

Good

Average

Bad

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Table No. 13 Can you specify the performance evaluation is done in the period?

Period Monthly Yearly Every six months Total Source: Primary Data

No. of Respondents 16 28 6 50

Percentage 32 56 12 100

Interpretation
More respondents, i.e., 56% specify that the performance evaluation is done in the period of yearly. 32% of respondents specify that the performance evaluation is done in every six months. 12% of respondents specify that the performance evaluation is done in the period of yearly.

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Figure No. 13 Can you specify the performance evaluation is done in the period?

60 50 Percentage 40 30 20 10 0 Monthly 32

56

12

Yearly Period

Every six months

Percentage

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Table No. 14 Do you agree that the performance appraisal is essential in your organization?

Essential in the organizaNo. of Respondents tion Yes No Can’t say Total Source: Primary Data 45 0 5 50 Percentage 90 0 10 100

Interpretation
90% respondents agree that the performance appraisal is essential in the organization. The remaining respondents cannot say anything.

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Figure No. 14 Do you agree that the performance appraisal is essential in your organization?

100 90 80 70 60 50 40 30 20 10 0

90

Percentage

10 0 Yes No Essential Can’t say

Percentage

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CHAPTER 5 SWOT ANALYSIS

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SWOT ANALYSIS

1. STRENGTH
 Highly skilled managers and experienced workmen having excellent knowledge and experience about mining and production process.  Constant up gradation of technology.  A strong and symbiotic relationship between the top level management and the lower level management.  Abundance of raw materials in the company premises itself.  Support from government of India and the department of atomic energy.  High concern towards the employees and environment  One of the leading exporters of minerals.  They constantly making the profit for several years.

2. WEAKNESS
 Perennial mining problems.  Diminishing supply of raw sand.  The inability of the management to control effectively the resistance raised by the local people in some radical issues  Excess number of civil workers  High labor charges.  Decision making process is highly time consuming and complicated.  Unavailability of land for expansion of the unit capacity.

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3. OPPORTUNITIES
 High demand for products.  Growing demand for Titanium, Zircon, Thorium, Rutile, Ilmenite in International market.  The recent efforts to tie up with other mining companies like KMML at Chavara.  As a strategically important company it is always backed by the central government.

4. THREATS
 Entry of private players such as TATA Group into the Arena of black sand mining.  Over intervention of external political groups in company affairs.  Fluctuations in the value of currency which adversely affects the export income.  Increasing transportation cost.  Protest from environmental activities.  Rapid technological changes in production process  The employees are resistance to change.  The costs of raw material are increasing.

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CHAPTER 6 FINDINGS

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FINDINGS
• • Majority of employees are from mail category Half of the employees are belonging are to age group of 42- 50 years i.e., 48% • • • 52 % of employees have are 10-20 years of experience 52% of employees are come under the salary category of below Rs 15000 Majority of employees are aware about the term performance appraisal i.e. (88%) • 60 % of employees says that there is an effective performance, appraisal system • • • • 56 % of employees expect self appraisal system from their superiors 76% of employees is opinion about self appraisal is average Most of the employees says that company consider qualification of appraiser 76 % employees are identifies key report area on the basis of unstructured evaluation • Majority of employees i.e. (72%) specify that seniority i.e. the commodity for promotion of all employees • 68% of employees opinion about the existing performs appraisal is good

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More employees specify that the performance evaluation is the performance evaluation is done in the period of yearly

90 % of employees agree that the performance appraisal is essential in our organization

The appraise make comments are: a) The existing performance wanted toward organizational development b) Performance appraisal is essential in our organization c) The performance appraisal providing additional remuneration to able works d) Performance appraisal is attractive system of employees e) Performance appraisal provide opportunity for the employees to explain the reason for low performance f) Performance appraisal help, supervisor can assign the work to the most suitable worker. g) The performance appraisal help to framing good effective training for the workers. h) In the 50 sample questionnaire, 36 % of the employees does no give any comment regarding the performance appraisal , 14 % employees opinion of given in above 50 % employees comments that performance appraisal is good.

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CHAPTER 6 SUGGESTIONS

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SUGGESTIONS

1) 2) 3)

The performance evaluation of employees correctly done in every six month The company should give specific trainings to the Performing employees The company should adopt performance appraisal training poor the employees program to all

4)

The company should use most suitable modern methods of Performance appraisal system

5)

The company should provide promotion and incremental benefits to the deserving employees.

6)

The company should appoint competent personnel to carry out the appraisal process

7)

The company should provide separate evaluation committee for skilled and unskilled works.

8) The management of the company should take proper measures to maintain a good relation ship between appraiser and appraise 9) The company should adopt better training program to all the employees.

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CHAPTER 7 CONCLUSION

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CONCLUSION
In IRE performance appraisal is an integral part of system of management. Effective performance appraisal recognizes the legitimate desire of employees for progress in their profession. Poor performances of the employees give continuous specific training for the development of knowledge and skill of the employees. This study enables as to know the standard system adopted for performance appraisal in IRE LTD, CHAVARA. In this study questionnaires are issued to the 50 employees for the purpose of collecting information about performance appraisal. The employees answered for each question on the basis of this questionnaire various analyses are done, i.e., tabulation, graphical representation. In the study we can find that more than 60 % of than employees says that the company has an effective performance appraisal system. They suggested that performance appraisal improve productively motivate employees to increase the to wards the organization The company has a good performance appraisal system and effective evaluation method.

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CHAPTER 8 APPENDIX

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QUESTIONNAIRE FOR PERFORMANCE APPRAISAL SYSTEM IN THE INDIAN RARE EARTH LTD. CHAVARA Personal Data Please  within  where necessary Name Designation Department Age Sex Martial status : : : : : : Male  Married  Widower  Years of experience : Salary of employee : : 0-10  Below 7000  Below 20000  Female  Unmarried  Widowed  10-20  30-40 

Below 15000  Above 20000 

Topic Information
1) Are you aware about the term Performance Appraisal?

Yes  2)

No 

can’t say 

Is three any effective performance appraisal system? Yes  No  can’t say 

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3

An employee what type of performance appraisal do you expected from your superiors? Unstructured  Ranking  Grading 

Self appraisal & Evaluation  4) Can you specify what your opinion about the self appraisal system is? Good  5) Average  Bad 

Does the Company consider any qualification for appraiser? Yes  No  can’t say 

6)

The appraise identifies key report area on the basis of which evaluation Unstructured  Grading  Self appraisal 

7)

Can you specify what is the commodity for promotion of all employees Seniority  Merit  Others 

8)

What is your opinion about the existing performance appraisal Good  average  Bad 

9)

Can you specify the performance evaluation done in the period? Monthly  Yearly  Every six month 

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10) Do you agree that the performance appraisal its essential in your organization Yes  No  can’t say 

11) If you are an appraise, please make some comments regarding the performance appraisal ---------- --------------- ------------------ -------------------------------------- --------------Thank you. -----------------------------------

------------------------ -------------

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BIBLIOGRAPHY

BIBLIOGRAPHY

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1)
2) 3) 4) 5)

Human Resource Management – DR. P C Tripathi Publications -

SULTHAN

CHAND AND SONS, 23 DERYAGARI, NEW DELHI -110002. Business statistics – by L. R Potti Published by – Yamuna Publication, Trivandrum – 695023 Kothari C.R., Research methodology – Models of Technologies, New Age International Publishers HRM by Ashwathappa Company records, Journals

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