You are on page 1of 83

CHAPTER- 1 INTRODUCTION

1.1

INTRODUCTION ABOUT THE STUDY The ability to use appraisal to develop and motivate employees is a core

management skill. Regular, constructive feedback on performance is vital if staff is to build on their strengths, achieve their full potential, and make the maximum contribution to their organization. Appraising staff equips you with all skills and techniques you need to conduct successful appraisals. It clearly explains the key aims and benefits of the appraisal process, and leads you step-by-step through the preparation, management, and follow-up of the appraisal interview. The section is packed with advice to help you encourage open discussion, interpret body language, build confidence, deal with performance problems, and more. During and after world war-1, the systematic performance appraisal was quite prominent. Credit goes to Walter dill Scott for systematic performance appraisal technique of man to man rating system (or merit rating). It was used for evaluating military officers. Industrial concern also used this system during 1920 and 1940s for evaluating hourly paid workers. However with the increase of training and management development programs from 1950s management start ed adopting performance appraisal for evaluating technical, skilled, professional and managerial personnel as a part of training and managerial development programs. With this evolutionary process, the term merit rating and been charged into employee appraisal or performance appraisal. This is not mere change in the term but a change in the scope of the activity as the emphasis of merit rating was limited to personnel traits, whereas performance appraisal covers result, accomplishment and performance. Therefore performance appraisal enables employee to get incentive treatment according to their potential, sincerity and capabilities. They get motivated by which, performance appraisal benefits not only employee but also the management in the form of greater productive efficiency.

1.2

INTRODUCTION ABOUT THE COMPANY Vodafone was formed in 1984 as a subsidiary of Racal Electronics Plc. Then

known as Racal Telecom Limited, approximately 20% of the company's capital was offered to the public in October 1988. It was fully demerged from Racal Electronics Plc and became an independent company in September 1991, at which time it changed its name to Vodafone Group Plc.Following its merger with Air Touch Communications, Inc. (Air Touch), the company changed its name to Vodafone Air Touch Plc on 29 June 1999 and, following approval by the shareholders in General Meeting, reverted to its former name, Vodafone Group Plc, on 28 July 2000.

THE LEADERS Meet the board Sir John Bond became Chairman of Vodafone Group Plc on 25 July 2006 having previously served as a Non-Executive Director. The Deputy Chairman, John Buchanan, is the nominated senior independent director and his role includes being available for approach or representation by directors or significant shareholders who may feel inhibited from raising issues with the Chairman. He is also responsible for conducting an annual review of the performance of the Chairman and, in the event it should be necessary, convening an annual meeting of the non-executive directors.

The executive directors are Vittorio Colao (Chief Executive) and Andy Halford. Board Members 1 John Buchanan - Deputy Chairman 2 Andy Halford - Chief Financial Officer 3 Alan Jebson 4 Nick Land 5 Anne Lauvergeon 6 Simon Murray 7 Luc Vandevelde 8 Tony Watson 9 Philip Yea

Mobile is always at the heart of what the company do, but now the company are moving into integrated mobile and PC communication services. The company are doing that in two ways wirelessly through 3G and HSDPA (High-Speed Download Packet Access), but also using fixed line broadband services like DSL (Digital Subscriber Line). The company customers benefit from a complete Vodafone experience in and out of their homes and offices. They are notified about email with the company consumer push email service, access existing instant messaging services on the move, and share images and video captured on their handsets. The company offer a suite of products that, starting with voice calls, offers the company customers an alternative to a traditional fixed telephone line. Vodafone Zuhause in Germany and Vodafone Casa in Italy, provide the company customers with an easy-to-use mobile service, combined with low-cost fixed line telephony and DSL (Digital Subscriber Line) broadband. The company have extended the company reach into the office by delivering richer Business applications and integrated fixed and mobile services, such As higher speed internet access. With developments in technology the company can provide integrated mobile and PC offerings to give the company customers consistent experience whether they are at home or on the move. Research and development (R&D) The Group R&D function comprises an international team for applied research in mobile and internet communications and their related applications. Group R&D teams are located in Newbury, Maastricht, Munich, California and Madrid, and there is an affiliated team in Paris belonging to Vodafones associated undertaking in France, SFR. A small team was set up at the end of 2007 in the Vodafone Beijing office to work in close collaboration with China Mobile and a number of Chinese vendors.

Function of Group R&D Group R&D works beyond the traditional established markets of Vodafone in search of technology based business opportunities by: delivering a systematic programme of demand inspired research and development in wireless and internet communications that is positioned between basic research and commercial product development;
3

leading Vodafones work with technical standards bodies and its intellectual property activities; and Providing a route for start-up companies to engage with Vodafone. Group R&D is also in the process of establishing a laboratory in Newbury to evaluate start-up technologies.

Typically, Group R&D starts working on developments that are expected to be introduced into the business in three to five years, and leads them until a year or so before full commercialization. Currently the horizon covers some significant business developments that can already be anticipated. For example, Group R&D leads the introduction of wireless technology beyond 3G and is researching the next phase of the emergence of the internet as a personal communications platform including radio technologies for accessing the internet in emerging markets. Governance is provided by the Group R&D Board, which is chaired by the Group R&D Director and consists of the chief technology officers from six of the operating subsidiaries in Europe, the heads of Business Strategy and Global Terminals and a representative from EMAPA.

Group R&D work programme The emphasis of the Group R&D work programme is on providing technology analysis and a vision that contributes directly to business decisions, enabling new applications of mobile communications, technology for new services and research for improving operational efficiency and quality of the Groups networks. This is done by: pioneering the adoption of new technologies, business opportunities and innovations through technology analysis, trials, invention and prototypes; making the Group aware of market opportunities or threats posed by new technologies and business models and helping the Company to exploit or resist them; providing technology leadership by working with the industry to define and standardize the technology Vodafone uses; and Securing intellectual property and technology ownership for the Group. The work of Group R&D is delivered through a portfolio of programmes and cross industry activities with a substantial number of trials, demonstrations and prototypes. All work is set in a business and social context, and must lead
4

to intellectual property rights or to Vodafone having significant influence on the technology it will deploy in the future. Group R&D also provides leadership for funding research into health and safety aspects of mobile communications and technical leadership for the Groups spectrum strategy. The main themes currently being researched are as follows:

the next generation of mobile technologies; consumable software for mobile phones; electronic news media; and New GSM based services.

There have been several significant advances during the 2008 financial year including: next generation technology field trials have been announced with Verizon Wireless and China Mobile and are expected to begin in summer 2008; a system has been designed and standardized to enable the SIM in GSM phones to control near field communications for transport ticketing and other applications, with commercial trials planned for late 2008; demonstration of mobile software, social networks and the open source innovation platform called Vodafone Beta vine at the Mobile World Congress and at Cebit; and Research into the application of mobile communications to health and well being and to energy use.

The R&D programme provides the Group with long term technical policy, strategy and leadership, as well as providing technical underpinning for the Groups public policies and government relations. It is shared with all Group functions and Vodafone operating companies. Commercialization of Group R&D results is through submissions to international standards bodies, intellectual property filings and directly with Vodafone operating companies.

Collaborative work Much of the work of Group R&D is done in collaboration with others, both within the Group and externally, with the Groups traditional suppliers and increasingly with

other companies in the communications, media and internet industries. During the 2008 financial year the following has been achieved: a research collaboration was started with IBM which has led to the development of a mobile private social network called BuddyCom; a research agreement was also established with Huawei; a continuing programme of work with academic institutions, which includes student placements in Vodafone laboratories during summer vacations; the continued development of Vodafone Betavine, a web based research and innovation platform; the hosting of an academic conference where academic partners were brought together to launch a new programme 3D internet; and Academic collaborations in India have started.

INVESTMENT PLANS The planned $2 bn capex in the next two years announced by Vodafone, following the acquisition, may not bring in good results if they want to gain significant market share as its rivals-Bharti and Reliance have decided to increase their capex during the fiscal 2007 itself. Reliance may plough in $2.5 bn in fiscal 2007-08, while around $2.5 bn could be the investment from Bharti Airtel. Vodafones target to achieve 2025% market share by 2010-11 and market penetration of more than 40% may be realistic. The operational plan focuses on the following objectives: Expanding distribution and network coverage, lowering the total cost of network ownership, growing market share, driving a customer focused approach, etc.started

Company Overview 2007

December A consortium led by Vodafone Group is awarded the second mobile phone

license in Qatar Indus Towers Limited; an independent tower company in India is formed between Vodafone, Idea and Vodafone

October Vodafone agrees to acquire Tele2 Italia Spa and Tele2 Telecommunication

Services SLU from Tele2 AB Group


6

May Vodafone announces completion of the acquisition of Hutch Essar from

Hutchison Telecommunications International Limited Vodafone launches first ultralow cost handsets

February Safaricom, Vodafone's partner in Kenya announces the launch of M-PESA, an

innovative new mobile payment solution that enables customers to complete simple financial transactions by mobile phone. Vodafone agrees to buy a controlling interest in Hutchison Essar Limited, a leading operator in the fast growing Indian mobile market. Vodafone announces agreements with both Microsoft and Yahoo! to bring seamless Instant Messaging (IM) services to the mobile which can be accessed from both the PC and mobile handsets. Vodafone signs a series of ground-breaking agreements which will lead to the mobilizing of the internet. YouTube agrees to offer Vodafone customers specially rendered YouTube pages on their mobile phones. With Google, Vodafone announces its intention to develop a location-based version of Google Maps for. With eBay, Vodafone announces it is to offer the new eBay mobile service to customers, With MySpace.com Vodafone announces an exclusive partnership to offer Vodafone customers a MySpace experience via their mobile phones

January Vodafone reaches 200 million customers

2008

December Vodafone completes acquisition of additional 4.8% stake in Polkomtel

November Vodafone to acquire an additional 15% Stake in Vodacom Group which will

increase Vodafone's shareholding from 50% to 65%. Vodacom Group will be listed on the Johannesburg Stock Exchange and the remaining 35% of Vodacom Group will be demerged by Telkom to its shareholders.

October Vodafone launches the new exclusive BlackBerry Storm Smartphone from

Research in Motion.

August Completion of the acquisition of a 70 percent stake in Ghana Telecom.

July Vittorio Colao succeeds Arun Sarin as Group Chief Executive

Vodafone acquires a 70% stake in Ghana Telecom for $900 million.

June Vodafone and Apple(R) announce the iPhone 3G will be available in Australia,

Italy, New Zealand and Portugal on July 11 and in the Czech Republic, Egypt, Greece, India, South Africa and Turkey later this year. Vodafone announces that Verizon Wireless, its affiliate in the US, has agreed to acquire Alltel Corp. for a total enterprise value of US$28.1 billion in cash and assumed debt.

May Vodafone announces that it has agreed to acquire the 26.4% interest in Arcor

that it does not already own from Deutsche Bahn AG and Deutsche Bank AG for a cash consideration of 474 million.

February Vodafone carries out technical trials of 3G femtocells to assess how

effectively the technology is able to deliver wireless high-speed data and voice services inside homes and business locations. Safaricom and Vodafone announce that M-PESA, the innovative mobile money transfer service launched in March 2007, now has 1.6 million customers.

2009

June Completion of merger between Vodafone Australia Limited and Hutchinson

3G Australia Pty Limited.

March Telefonica and Vodafone announce milestone Pan European collaboration to

share network infrastructure in Germany, Spain, Ireland and the UK.

February Hutchinson and Vodafone agree to merge Australian telecom operations to

form a 50:50 joint venture.

CHAPTER - 2 REVIEW OF LITERATURE


2.1 Introduction Every individual has his or her own viewpoints towards a similar issue. Hence, there is similar issue. Hence, there is enough and more scope for men who are interwoven in the organizational structure to enter into appraising while working together. Thus is appraising inevitable whenever two or more human beings work together. For healthy and effective functioning of a human being in an organization one should be adept in handling appraising An in resolved appraising might trigger a long line of troublesome consequences for the person as well as to the organization. Hence it is imperative to study about the various techniques and strategies adopted by persons in appraising resolving strategies among the organizational supervisors. Therefore a scientific enquiry in this area is meaningful and essential. The present study is one such attempt. This review of literature involves collection of some literature and works previously done in the same area and other related areas. By doing this the researcher can make a study to explore new dimensions in the same area and add to the body of knowledge. The researcher can make a study to explore new dimensions in the same area and add to the body of knowledge. Several approaches to appraising management have been proposed: -

Pattarind and Cheston (1979) made a study on appraising management. The objective of the study was to find out the most adopted style among the respondents among methods like forcing, problem solving, compromise and avoidance. They studied a total of 52 incidents from the findings it was evident that the majority of the incidents the respondents used the problem solving method and there was not one bad result.

Crosby and Sehere (1981) have argued that third party intervention can succeed if the organizational climate factors are favourable, for such intervention. They have
10

proposed several factors, balance of power, procedures, attitudes towards open disagreements, use of third parties, power of third parties, neutrality of third parties, leaders appraising resolution style, low the leader receives negative feedback, follow-up, feedback procedures, communication skills and track record. They have given on instrument to measure these factors on a 6-point scale.

Janaki (1982) conducted study among personnel executive at BHEL on appraising management. The objective of the study was to conduct opinion study regarding appraising management form the findings it is evident that the majority of the respondents (93%) have a agreed to the negotiation style and majority of the respondents are against approach mode of appraising management.

Kazsbom (1992) recommends that teams communicate often by: Having frequent and effective upward and downward communication within the organization so that the team has accurate information and feedback from the organization to meet the needs the organization (e.g., scheduling, forecasts, and organization priorities). Having frequent and productive team meetings or status review sessions to increate communication among the various functions of the team and the organization.

Clauddius Cruz (1995) conducted a study among workers at BHEL on appraising management (the objective of the study was to study the appraising management strategies among the workers. It is evident that more than half of the respondents (54%) have agreed to the non-confrontation strategies.

Capozzoli (1995) recommends using positive appraising resolution process, which overlaps with some of the recommendations discussed earlier. Other to put toward consider, include: Making sure that each team member understands his or her responsibilities to solve the problem by having each member write down his or her responsibilities.

11

Having the team practice appraising resolution skills. Keeping solution options open: Allowing and encouraging the team members to use appraising management strategies, instead of squelching such practices.

Fisher et al. (1995) recommend five steps to resolve appraising that includes: 1. Recognizing that the appraising exists Finding common ground by putting the appraising in the context of the larger of the team and the organization Understanding all the perspective of the issue, this means that everyone is not required to agree with the opposing views Attacking the issue and not the members of the team Developing an action plan that describes how each member of the team will solve the problem or issue.

Bens (1997) Recommends the following ways a facilitator can encourage a constructive healthy debate: 1. Identify and examine the differences to gain understanding of all perspectives 2. Having a rule that everyone must listen politely 3. Having people paraphrase each other peoples ideas 4. Openly address the concerns of the team or the individuals 5. Openly address problem-solving concerns 6. Inviting constructive face-to-face feed back 7. Being assertive as a facilitator 8. Aim to get closure and move on to the next issue.

Tjosvold et al., (1999) have found that direct, open discussion of disagreements result in greater understanding of other peoples ideas and motivates one to question the accuracy and completeness of ones own views. That is, open discussion allows people to see the limitations of their own perspectives. Thus, people are then better able to understand opposing views and different ideas by considering other peoples perspectives or ideas. As a result, these people are able to incorporate their own ideas with the best and reliable information from others, which result in higher quality decisions.

12

Sridhar Bindu (2004) in the study on appraising mediation has analyzed on the working trend appraising at the workplace are inevitable and attempts to ignore or repress them through regulations and power only serve to heighten the anger and make the scenario more destructive. As a rule, employees should be encouraged to try and resolve their own problems first before coming to their manager.

2.2

Theoretical Background Effective appraisal is at the heart of successful management understand how

the appraisal process works, and recognize how a well-managed system benefits employees and organizations.

Developing Profile Regular feedback develops staff and helps them to achieve their objectives. Create an environment in which people welcome continuous feedback, and use the appraisal interview as a formal round-up of these on-going, informal reviews.

Providing Feedback: All employees want to know how their performance is viewed by their manager. It is important to provide this feedback continuously, whether it is positive or negative. Proper feedback helps team members identify where they need to improve their skills Knowledge and attitudes. Even highly successful achievers needs feedback to help them sustain their performance. On-going feedback improves morale, since people know exactly where they stand, and enables managers to express concerns than storing them up.

GETTING THE MOST FROM APPRAISAL


Provide continuous informal feedback Formally review performance Formally review development

An effective appraisal system has many benefits. Use it to: Sustain motivation and commitment; Continuously improve performance;

13

Given direction and agree expected contributions; Set targets in line with organizational and team goals; Review development so far; Identify training needs; Celebrate successes and learn from disappointments; Understand career aspirations and assess potential; Gather ideas for change.

Defining Appraisal Effective appraisal relies on the provision of regular feedback. This feedback is then formalized in a two-part review of a team members performance and development.

Appraising Effectively Think carefully about how you will give feedback both formally and informally. In order to build for the future, it is important to be constructive in what you say and to focus on the future in the way that you say it. Make sure that all feedback is twoway, and that discussions are honest and across, since people will react to the manner in which you provide feedback. Bear in mind that criticism can be difficult to take, even when an individual is aware that it is justified.

Defining Appraisal Types There are three distinct types of appraisal, each involving a different approach to purpose of top-down, peer, and 360-degree appraisals, and why self-assessment must feature in them all.

Setting Objectives Appraisals provide the opportunity to establish objectives in line an organizations strategy. Bear in mind that up-to-date job descriptions are vital if you are to use appraisals to discuses, revise, and align objectives to your organizations aims.

14

Priming New Employees The process of setting objectives will begin as soon as a new member of staff joins your team. Induction sessions should be used to introduce newcomers to the aims of your organization, and follow-up meetings should be held afterwards to ask new employees for feedback on the induction, agree job descriptions, and set performance objectives. If you fail to hold this meeting, a new recruit could be working for months before appraisals take place. Use the meeting to pinpoint training needs, identify other members of staff to be met, and plan future development needs. Defining the process of setting objectives

Induction session is held to introduce new staff to organization objectives

Follow-up meeting is held to define responsibilities and individual/team objectives

Job descriptions are agreed and documented to provide focus and direction

Job descriptions are reviewed regularly to maintain team and organization focus

Appraisal are used to discuss and refocus individuals if their job emphasis has changed

Job descriptions are updated if necessary and new objectives agreed

15

PLANNING FOR DEVELOPMENT Just as there is a strong link between the objectives of teams in an organization, so there is a connected set of training plans. By reviewing training and development needs at each appraisal, you will be able to match an individuals requirements to those of their team and the organization. The appraisal and each development plan are important source of information for organization to plan training requirements. Personal development plans (PDPs) should specify the results you want to achieve, so that people develop in a way that helps them to achieve their objective. DELEGATING CONTROL OF OBJECTIVES
Agree objective with team member

Allow team member to plan activities

Agree team members plan

Ask team member to suggest options if plan needs to change

Agree performance measures with team member

REWARDING SUCCESS Effective appraisal enables you to reward achievement and encourage continuous improvement. Plan to use appraisals to discuss rewards that satisfy the needs of the individual and the organization, rather than focusing on pay reviews alone.

16

ANALYZING NEEDS This simplified model of psychologist Abraham maslows hierarchy of needs illustrates the importance of satisfying needs at the lower levels before motivating people at higher levels. A car, a social need, May be motivational, but it will not be so until physiological needs have been met.

MOTIVATING PEOPLE Appraisal gives you an opportunity to reward your team by thanking and motivating them. The fact that you are spending time alone with them and discussing their work is in itself encouraging. People like to know that their work is being observed by their manager. Most are also motivated by a sense of autonomy, where they feel responsible for achieving a result rather than just carrying out task. This helps them to feel more in control of their jobs. To keep your team motivated, delegate wherever possible. If a team member achieves success in a delegated task, their sense of achievement is a great morale-booster. Finally, think about what will motivate each individual, since everyone has different needs.

PREPARING TO APPRAISE Good preparation is essential part of appraising effectively. Plan every aspect of the discussion thoroughly and ensure that appraisees are well prepared to ensure a successful outcome.

BEING PREPARED The appraiser and appraisee have specific responsibilities in an appraisal. To ensure that the discussion is focused and controlled, understand your own role and brief appraisees on their responsibilities so that they too can prepare effectively. DEFINING THE APPRAISERS ROLE The role of the appraiser is to encourage and guide the appraisee through the structure of the appraisal. You should be a conduit, or a catalyst, not a judge or interrogator. Plan the logistics of the meeting at least two weeks in advance. Note down the topics you wish to discuss in order of importance, so that you know in advance what you need to cover. Think of questions that will encourage the

17

appraisee to talk. Read any guidance notes that accompany the appraisal documentation issued by your organization.

IDENTIFYING GOALS Having evaluated performance, the next stage of preparation is to pinpoint areas for improvement and set objectives to achieve strategic business goals. Identify current levels of performance, and look for ways of developing skills and knowledge.

FOCUSING ON TARGETS Challenging yet achievable targets are essential if people are to feel motivated to improve performance and sustain high standards. Prepare for effective for each. Phrase objectives carefully, using specific, active language, such as sell and produce. Avoid vague or ambiguous terms such as liaise or improve.

SETTING STANDARDS It is important to set standards, covering both the job and personal behaviour, by which competency can be measured. To help you do this, imagine what ideal performance would look like. In a customer service environment, for example, you may wish to see that staff has developed an efficient process for following up with customers as promised. Next, think how a high performer would typically behaveperhaps he or she would have the ability to listen activity and empathetically. Avoid focusing on the people who are currently doing the job and concentrate on the job itself and the desired results. Assess whether the appraisee is meeting the standards so that you can discuss development or praise progress in the appraisal.

DEFINING AUTHORITY Make sure you know what you will be able to agree on your own authority, and what needs authorization. If you are unsure about this when you come to conduct the appraisal, you risk reducing your credibility as a manager by dashing them later. You may also lose the appraisees trust if you are forced to renege on a promise that cannot be resourced.

18

PLANNING TIME AND RESOURCES Estimate the duration, and start and finishing times, of the tasks necessary to achieve the objectives you have prepared for the appraisee. This will help you to ensure that what the appraise suggests is realistically attainable. Estimate how much time is needed for development activities and assess whether you will need cover while the appraisee is away. Plan the resources needed both to achieve objectives and undertake development activities. Consider equipment, materials, and facilities such as working space. This well-prepared project plan will provide a starting point for your appraisal discussion.

ALLOCATING TASKS Consider in advance who will be responsible for carrying out proposed actions after the meeting. For example, who will monitor any milestones how agreed on the way to the objectives? Consider how exceptions or shortfalls could be reported. This task may be taking responsibility yourself, who should be responsible for researching and organizing development work, such as training? Finally, bear in mind that if the appraisee is to take ownership of the objectives, achieving them must be within their direct control.

CREATING A POSITIVE ENVIRONMENT Conductive appraisal environments encourage openness, receptiveness, and discussion. Build your credibility, create an atmosphere of trust, and pay attention to the layout of the meeting room to help the appraisee relax and feel comfortable.

BUILDING TRUST Trust grows over time, and the stronger the relationship between appraiser and appraisee, the more effective appraisals will become. earn your teams trust by putting into action decisions made during the appraisal. The reputation of an appraisal system can be ruined if what is said in the appraisal room turns out to be a series of good intentions that are never followed through. You will need to be assertive as a manager, but you should always be seen as honest, consistent, and fair.

19

BEING OBJECTIVE A managers personal approach to an appraisal meeting is critical to its success prepare yourself for the discussion by considering how you will encourage ideas, avoid bias, and focus on the important aspects of the job.

ENCOURAGING IDEAS Remember that you are aiming to encourage people to come up with their own ideas and opinions. You will learn little about your team members, or their ideas, by simply telling them what to do. Frame question that will prompt appraisees to voice their ideas and take ownership of what is agreed. For example, you could ask what difficulties they have faced and how they might overcome them next time. Your staff are likely to be far more knowledgeable about their jobs than you are. You also want to hear their opinions, not simply a reflection of your views.

BEING RESULTS-ORIENTED Make sure that the appraisal will be focused on what is important. If you discussion side issues at length, you risk misdirecting a team members productivity by leading them to think that these are important. You should also avoid subjective or judgmental comments. Having ser targets and standards for what is important, allow appraisees to express results in a way that makes sense to them. An appraisees success criteria can be just as valid and motivating for them as quantitative criteria. Nevertheless, it is vital for you both to agree on what is to be measured, so that there are clear indicators of what has been achieved.

PLANNING THE STRUCTURE A good appraisal is well structured, establish the order of proceeding, and plan to get the meeting off to a positive start. Then consider how to focus the deliver feedback effectively.

BEING CONSTRUCTIVE Praise Criticize Praise

If you have to give negative feedback, do so constructively, encourage people to look forward, not backward. Avoid demotivating a potentially good appraisee by
20

sounding over-critical. If performance has suffered, look first at your own leadership. Have you misjudged their level of skill, or failed to provide support? If there are no external reasons, then the appraisee needs to understand the impact of the problem. Plan how to tackle the issues constructively. How will you get them to acknowledge that a problem exists? Think of questions that will prompt the appraise needs to find solutions. He or she will be more committed to resolving matters if the idea is their own.

FOLLOWING THE SIX-STEP APPRAISAL STRUCTURE


Establish the positive purpose of the meeting Agree items for discussion with the appraisee Initiate two-way communication

Introduction

Agenda

Discussion

Action plan

Agree actions needed to achieve objectives

Summary

Ask appraisee to summarize agreed actions Monitor action plan and objectives

Follow up

MANAGING THE APPRAISAL INTRODUCING THE SESSION The start of a meeting sets the tone for what is to come. Launch the interview successfully by putting the appraisee at ease. Build their confidence, agree what will be discussed, and explain how the meeting will be conducted to give them time to relax.
21

BUILDING CONFIDENCE Many appraisees feel nervous and apprehensive at the start of their appraisal. Help them to overcome their anxieties by creating a welcoming, encouraging atmosphere. Address any uncertainties by stressing the positives purpose of the meeting and informing them how long you expect it to last. To build trust and confidence, being with a motivational statement that conveys faith in their ability. Then ask an easy question to start them talking. Do not launch abruptly into the session by will cause the appraisee to feel defensive.

DEVELOPING OBJECTIVES The aim of the appraisal is to develop a set of objectives that the employee is committed to achieving. Agree with the appraise that you will discuss each previous objective in turn to identify what went well, what did not go so well, and simply be to continue to maintain high standards, or to develop their skills in order to improve their performance. Establish that you will be setting future objectives in the form of a jointly agreed action plan, with criteria to measure success. You will also agree on the importance of objectives to the team, to the organization and, most importantly, to the appraisee if they are successful. ORDERING ITEAMS FOR DISCUSSION
Review previous objectives Praise achievements Give constructive feedback Identify development needs Praise additional achievements Agree new objectives Agree further development needs Plan and agree actions Summarize 22

ENCOURAGING DISCUSSION In a successful appraisal interview the appraise should be doing most of the talking. Encourage staff to take a leading role in the discussion by adopting good questioning techniques, then listening activity to the answers.

FINDING SOLUTIONS The best solutions are those that appraisees discover themselves. Ask the appraisee to come up with a plan to resolve or avoid the problem next time. Offer your own ideas only if necessary. Discuss the options before making a decision. If their solution is unrealistic, prompt them to discuss its advantages and disadvantages, or ask them to consider the risks associated with their proposal. By asking such questions, you can help the appraisee to choose a more workable plan of action. Finally, agree a short and long-term action plan that will immediately bring performance into line, and then continuously improve it.

SELECTING ACTIVITIES The following are examples of possible development activities: Coaching and mentoring; Shadowing a colleague; Reading journals/books; Attending course or workshops; Taking on delegated tasks; Attending project meetings; Being rotated in a role or transferred to a new job; Going on secondment; Attending conferences, briefings, or seminars; Studying for professional or work-related qualifications, such as first aid,

health and safety, or business management.

PLANNING FOR THE FUTURE Find out about an appraisees aspirations for the future so that you can plan the support and development they need. Use open questions to explore how they envisage their current role changing over the next year. Then ask what the appraisee
23

would like to be doing in, say, one to two years time. Aim to identify development needs for both time frames. There are many ways of meeting development needs, such as special projects, site visits, or preparing to present to colleagues, that will enable an individual to gain more experience or skills.

PLANNING ACTION In order for an appraisee to achieve objectives, it is vital that they know who is responsible for which actions and the deadlines for carrying them out. Agree and document a detailed action plan that sets out what needs to be done.

DOCUMENTING ACTIONS Write down actions that arise from your discussion about objectives to ensure that you have a record of what has been agreed. This will avoid any misunderstandings or disagreements later. Use a prepared form, or ask the appraisee to use a notepad. Be careful to avoid dictating an action plan, since this will not encourage the appraisee to commit to it. As the appraiser, you may also be responsible for a few actions, primarily those concerned with resourcing training and development, or informing people in other areas of your organization that the appraisee has your authority to act.

24

ASSIGNING A NEW PROJECT


Establish the overall purpose of the project

Define the objectives of the project in detail

Outline constraints and find ways to tackle them

Ask the appraisee to list key milestones of the project

Agree on how achievement of milestones will be measured

Check that it is feasible for the appraisee to succeed in project

CREATING AN ACTION PLAN Draw up an action plan to provide a record of actions agreed. It may be, no more than a simple note of chasing up information, or it may be a more detailed rundown of new responsibilities or projects.

PLANNING A PROJECT A project is a series of activities designed to achieve a specific outcome to a set budget and timescale. Some of the objectives you agree may well constitute a project. If you agree may the appraisee during the appraisal, help them to use the discipline of project management to improve their performance. make sure that you can measure success quantitatively and qualitatively. Finally, if you have any doubts about the appraisees ability to complete the project successfully, address them. Decide how the appraisee can overcome the skills gap, or close it with training and development.
25

PLANNING DIARIES To help the appraisee use their own initiative and take ownership of their objectives, it is important that you keep the actions that you agree to in an appraisees action plan to a minimum. However, there may be issues that are beyond their control, to manage a project or work towards an objective. Let the appraisee know what you need to do, so that you can both note the dates by which actions will be completed. After the appraisal, allocate the time and resources you need to enable you to support the appraisees achievement of their objectives without doing their job for them.

SUMMATIZING THE APPRAISAL Documenting a summary of the appraisal provides a vital record for both parties, and for the organization, of what has been agreed. Agree a detailed summary with the appraisee as a final cheek that they are committed to their action plan.

INVOLVING THE APPRAISEE Using their notes, or the form that they have filled in, let the appraisee summarize what has been agreed as a final cheek that they are committed to the action plan. If the appraisee finds it difficult to sum up the action plan in their own words, this indicates that they have not fully understood what causing needs to be done. Discuss those areas that are causing uncertainty to ensure that you both take away the same result from the appraisal.

CLEARING UP MISUNDERSTANDINGS If an appraise omits a vital point from their summary, or misinterprets an issue, respond immediately. The appraisee may have altered the content, or the tone of what was said, perhaps to avoid taking action. Do not allow a misunderstanding to continue, since it will be difficult to raise the issue again without damaging the credibility and trust you have built up. If you need clarification, ask the appraisee to repeat the point, or give your own summary and check that you are both on the same wavelength.

26

SEEKING CONFIRMATION Aim to end the appraisal with an agreement that is satisfactory to both of you. If there is no time to reach total agreement on important areas, arrange to discuss the issues again later. You have now completed the appraisal form, the personal development plan and/or the action plan. Produce copies of these for yourself, the appraisee, and, if requied, for the human resources department.

EVALUATING TRAINING Hold a de-brief session immediately after development activities to discuss how well learning objectives were met. De-brief after every type of event, including on-the-job coaching. If there is a gap between what was expected and what was achieved, discuss how to close the gap and update the development plan with that action.

EVALUATING DEVELOPMENT
Review agreed learning objectives with the appraisee

Assess whether those objectives were achieved

Ask appraisee how they have applied new skills to their work

Identify actions that have taken place as a result of learning

Evaluate specific improvements to performance

Record result development on personal development plan

27

ENCOURAGING TEAMWORK The six-step appraisal system works just as well when used for teams as it does for individuals. Develop the skills and improve the performance of your team as a whole by holding regular team appraisals and integrating training needs.

USING THE SIX-STEP PLAN The six-step plan not only provides a framework for individual appraisals but is also useful in the team environment. Prepare the key issues for discussion, and call the team together for a combined appraisal on how well they are working together. Explain the purpose of the session and establish what team members roles are. If there are issues that involve one or two people and not the whole group, postpone these to a separate meeting. As you work through the agenda, ensure that people write down their actions. Finally, ask everyone to summarize their own action plans to check their understanding and commitment.

ENCOURAGING TEAM FEEDBACK Extend the use of the appraisal process to improving teamwork skills. Ensure that the entire team is clear about their objectives and how they are linked to other teams within the organization. As well as encouraging people to give and receive feedback during their own appraisal, help them to be open and constructive with each other. In the open environment encouraged by an effective appraisal, team members should be encouraged to share information and knowledge to build support and trust. Use team meeting to solve problems. Build good working relationships, and review how the team is progressing against objectives.

INTEGRATING TRAING Group individuals with common training and development needs together so that training courses will be more economical. Keep a record for senior management of who have been attending course, on which subjects, and the benefits. This will allow the management team to assess whether their investment in training and development is paying off in terms of business objectives. If senior managers are convinced by the business case for developing their staff, they will continue to invest. Future development plans are more likely to be approved of they build on past successes.
28

CHAPTER - III NEED, OBJECTIVES, SCOPE AND LIMITATIONS OF THE STUDY

3.1

NEED OF THE STUDY

The purpose of performance management is to help and encourage everyone to raise their performance, develop their abilities, increase job satisfaction and achieve their full potential on desire level skill set of an individual to the benefit of the individual and the organization as a whole. Performance appraisal is the one of the most important way by which an organization can understand its employees and evaluate their desiring skill set to perform a specific task. A good employee appraisal system helps an organization to understand its human capital needs and its weakness. It also highlights an individuals weakness and strength. With the help of different appraisal technique an organization can achieve the organizational objectives, individual objectives and also mutual objectives.

29

3.2

OBJECTIVES OF THE STUDY This study contains the following objectives, To evaluate the efficient performance appraisal system of VODAFONE ESSAR SPACETEL LTD. SHIMLA. To identify the satisfaction level of the employees and also to examine the employees attitude towards the appraisal system and management of the company. To diagnose the strength and weakness of individual so as to identify the training and development needs of the future. To provide feedback to the employee regarding their past performance and also suggestions to improve it in the future.

30

3.3

SCOPE OF THE STUDY

The present study attempts to find out the extent of appraising management strategies adopted by the employees in VODAFONE ESSAR SPACETEL LTD. SHIMLA. The assessment has been made with reference to solution oriented, nonconfrontational, control and also has focused on giving specific suggestions to improve the relations in industrial sector. It is hoped the findings of the present study could provide an empirical bases upon which appraising management strategies adopted by the employees has styled to meet their needs of the industrial people. It gives them the intricate details that they actually need to take their organization to greater heights. It also helps them to know where do they actually stand what do they lack and they find it easier to improve upon themselves in a way they help their workman and their sub-ordinates in maintaining a problem free organization. This study helps the personnel department to identify the various tools and techniques and the type of training programme that are to be conducted for their employees.

3.4

LIMITATIONS OF THE STUDY

1. The finding are based only on the information given by the respondents 2. Due to paucity of time and considering the resource available, the study was limited to 120 respondents only. 3. It might be difficult for the workers to recount the events which took place more than a year back, which will affect the out come of the study. 4. The limitation of the tools used for the study affects the results of the study also.

31

CHAPTER - IV RESEARCH METHODOLOGY

MEANING OF RESEARCH: Research can be defined as the search for knowledge or investigation with an open mind Research is a common parlance refers to search for Knowledge.

RESEARCH METHODOLOGY: Research methodology is maybe understood as a science of studying how research is done scientifically. It is a way to systematically solve the research problem. According to the advanced learners dictionary of current English lays down the meaning as A careful investigation or inquiry especially through search for new facts in any branch of knowledge.

RESEARCH DESIGN: Research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to research purpose with economy in procedure, to know the performance appraisal of the employees in VODAFONE ESSAR SPACETEL LTD. SHIMLA.. The research design is the basic frame work or plan for a study that guides the collection of data and analysis of data. In this survey the design used is Descriptive Research type. The main purpose of the descriptive research is description of state of affairs, as it exists at present.

POPULATION: The total element of the universe from which sample is selected for the purpose of study is known as population. The population of my research is the employees of company (around 350 employees).

32

SAMPLING AND SAMPLING SIZE: A sample is a smaller representation of a larger whole. When some of the elements are selected with the intention of finding out some things about the population from which they are taken, that group of elements is referred as a sample and the process of selection is called sampling.

SAMPLE SIZE The sample size is used for the study is 120 respondents

SAMPLING UNIT The sample unit is employees of the VODAFONE ESSAR SPACETEL LTD. SHIMLA. agro product ltd salem

SAMPLING METHOD The two major methods are probability and non-probability sampling technique. The study requires probability sampling method. The sampling method adopted is simple Random sampling.

SIMPLE RANDOM SAMPLING Simple random sampling refers to the sampling technique in which each and every item or each possible sample combination in the whole population has an equal and independent chance of being included in the sample.

DATA COLLECTION: The two types of data sources are Primary data Secondary data

33

Primary Data: Primary data was collected through questionnaire. The data those, which are collected as fresh for the first time and happen to be original in character. Questionnaire method and interview method are used to collect the primary data.

Secondary Data: The secondary data which have already been collected and analyzed by someone else, secondary data were collected form Company profile Previous records

THE RESEARCH APPROACH: SURVEY METHOD: The most widely used technique of gathering primary data is the survey method. The sources interviewed personally at the place of work and also with questionnaires. It is a direct and more flexible form of investigation involving face- to- face communication and through recorded questionnaires filled in personally. The information is qualitative, quantitative and accurate.

THE RESEARCH INSTRUMENT: Questionnaire Method Interview Method.

TOOLS USED FOR ANALYZING THE DATA This constitutes an integral part of research analysis. Hence any analysis of data compiled should be subjected to relevant analysis so that meaningful conclusions could be arrived. The statistical tools applied in this research are, o o o Simple percentage method Analysis of correlation Weighted average method

1.

Simple percentage method:

A simple percentage statistical tool was used to identify the percentage of respondents responses.

34

Percentage = (No of respondents/ Total no of samples) * 100. 2. Analysis of correlation XY Correlation = ------------------ (X) (Y). 3. Weighted average mean: The weights stand for the relative importance of the different items WiXi W= W Where Wi = weighted average mean X = weighted value W = respondents

35

CHAPTER-V DATA ANALYSIS AND INTERPRETATION

5.1

PERCENTAGE ANALYSIS TABLE No: 5.1.1 DISTRIBUTION OF RESPONDENTS BY THEIR AGE

This table shows about the age details of the employees in the company and the percentage of distribution by their age. Sl. No 1 2 3 4 Particulars 18 25 Years 26 30 Years 31 35 Years Above 35 Years TOTAL No. of Respondents 38 32 22 28 120 Percentage 31.7 26.7 18.3 23.3 100

TOOLS: PERCENTAGE ANALYSIS DATA: PRIMARY DATA INTERPRETATION: It is inferred from the above table that 31.7 percent of the respondents are from 18 25 years, 26.7 percent of the respondents are from 26 30 years, 18.3 percent of the respondent are from 31 35 years and 23.3 percent of the respondent are from above 35 years of the age.

36

CHART NO.5.1.1 DISTRIBUTION OF RESPONDENTS BY THEIR AGE


35 30 25 31.7% 26.7% 23.3% 18.3% 20 15 10 5 0 18 25 Years 26 30 Years 31 35 Years Above 35 Years

PERCENTAGE

AGE

TABLE No: 5.1.2 DISTRIBUTION OF RESPONDENTS BY THEIR GENDER This table contains the gender details and its percentage of the employees in the company Sl. No 1 2 Particulars MALE FEMALE TOTAL No. of Respondents 98 22 120 Percentage 81.7 18.3 100

TOOLS: PERCENTAGE ANALYSIS DATA: PRIMARY DATA INTERPRETATION:

It is inferred from the above table that 81.7 percent of the respondents are Male and 18.3 percent of the respondents are Female.

37

CHART NO. 5.1.2 DISTRIBUTION OF RESPONDENTS BY THEIR GENDER

Percentage
FEMALE, 18.3%

MALE FEMALE

MALE, 81.7%

TABLE NO: 5.1.3 DISTRIBUTION OF RESPONDENTS BY THEIR EDUCATIONAL QUALIFICATION Sl. No 1 2 3 4 5 Particulars SSLC ITI Diploma UG PG TOTAL No. of Respondents 36 28 14 30 12 120 Percentage 30.0 23.3 11.7 25.0 10.0 100

TOOLS: PERCENTAGE ANALYSIS DATA: PRIMARY DATA

38

INTERPRETATION:

It is inferred from the above table that 30 percent of the respondents are SSLC, 25 percent of the respondents are graduates, 23.3 percent of the respondent are ITI and more or less equal number of the respondent are Diploma (11.7%), Post graduates (10%)

CHART NO: 5.1.3 DISTRIBUTION OF RESPONDENTS BY THEIR EDUCATIONAL QUALIFICATION

35 30% 30 25% 25 23.3%

PERCENTAGE

20 15 11.7% 10% 10 5 0 SSLC ITI Diploma UG PG

EDUCATIONAL QUALIFICATION

39

TABLE NO: 5.1.4 DISTRIBUTION OF RESPONDENTS BY THEIR DESIGNATION This table shows about the distribution of respondents of the company by their designation and its percentage. Sl. No 1 2 3 Particulars Workers Staff Executive TOTAL No. of Respondents 60 30 30 120 Percentage 50.0 25.0 25.0 100

TOOLS: PERCENTAGE ANALYSIS DATA: PRIMARY DATA INTERPRETATION: It is found that half of the respondents (50%) are at worker, and equal member of the respondents (25%) are staff and executive.

CHART NO. 5.1.4 DISTRIBUTION OF RESPONDENTS BY THEIR DESIGNATION

50% 50 45 40 35 30 25 20 15 10 5 0 Workers

PERCENTAGE

25%

25%

Staff

Executive

DESIGNATION -

40

TABLE No: 5.1.5 DISTRIBUTION OF RESPONDENTS BY THEIR DEPARTMENT This table shows about the details of the respondents by their department and its of distribution Sl. No 1 2 3 4 5 6 7 Particulars Mines Technical Auto Carriage Quality Control Marketing Finance Personnel and Administration TOTAL No. of Respondents 10 56 08 11 08 15 12 120 Percentage 08.3 46.7 06.7 09.2 06.7 12.5 10.0 100

TOOLS: PERCENTAGE ANALYSIS DATA: PRIMARY DATA INTERPRETATION It is seem from the above table that little less than half of the respondents (46.7%) are from technical department and more or less equal member of the respondents are from finance department (12.5%) personnel and administrative department (10.0%) .

41

CHART NO: 5.1.5 DISTRIBUTION OF RESPONDENTS BY THEIR DEPARTMENT

50 45 40 35 30 25 20 15 10 5 0 8.3%

46.7%

PERCENTAGE

12.5% 6.7% 9.2% 6.7%

10%

DEPARTMENTS

TABLE No: 5.1.6 DISTRIBUTION OF RESPONDENTS BY THEIR EXPERIENCE This table shows about the details of employees experience and its distribution percentage Sl.No Particulars No. of Respondents 1 1 Year 21 17.5 Percentage

1-3 Years

34

28.3

Above 3 years TOTAL

65 120

54.2 100

42

TOOLS: PERCENTAGE ANALYSIS DATA: PRIMARY DATA INTERPRETATION: It is found that little more half of the respondents (54.2%) are experienced employees they got more than three years of experience, there are 28.3% of respondents are with less than three years and more than one year experience, 17.5% of employees are with one year of experience

CHART NO: 5.1.6 DISTRIBUTION OF RESPONDENTS BY THEIR EXPERIENCE

60

54.2%

50

PERCENTAGE

40 28.3%

30 17.5%

20

10

0 1 Year 1-3 Years

EXPERIENCE

Above 3 years

43

TABLE No: 5.1.7 DISTRIBUTION OF RESPONDENTS BY THEIR MONTHLY INCOME

S.No 1 2 3 4

Monthly income Less than Rs 3,000 Rs 3,000-5,000 Rs 5,000-10,000 Above Rs 10,000 TOTAL

No. of Respondents 55 35 30 120

Percentage 45.8 29.2 25 100

TOOLS: PERCENTAGE ANALYSIS DATA: PRIMARY DATA INTERPRETATION: It is seem from the above table that there are no employees with less than three thousand of monthly income, nearly half of the employees(45.8) getting three thousand to five thousand monthly income,29.2% of employees with merely ten thousand monthly income, and 25% of respondents are with above ten thousand monthly income.

44

CHART NO: 5.1.7 DISTRIBUTION OF RESPONDENTS BY THEIR MONTHLY INCOME

50 45

45.8%

PERCENTAGE

40 35 30 25 20 15 10 5 0 Rs 3,000-5,000 Rs 5,000-10,000 Above Rs 10,000 29.2% 25% Percentage -

MONTHLY INCOME

TABLE No: 5.1.8 ACCEPTANCE OF THE RESPONDENTS FOR THE GIVEN FACILITIES This table shows about the facilities given by the company for the employees and its acceptance percentage. S.No Particulars No. of Respondents Accommodation facilities 1 2 Yes No TOTAL 40 80 120 Canteen facilities 89 31 120 Percentage Accommodation facilities 33.3 66.7 100 Canteen facilities 74 26 100

45

TOOLS: PERCENTAGE ANALYSIS DATA: PRIMARY DATA INTERPRETATION: It is found that from the above table the company will provide accommodation & medical facilities to 33.3% of employees who all are from other states or places. And the company will provide canteen facility for 74% of employees.

CHART NO: 5.1.8 ACCEPTANCE OF THE RESPONDENTS FOR THE GIVEN FACILITIES

80 70

66.4%

74%

PERCENTAGE

60 50 40 30 20 10 0 33.3% 26% percentage

yes
ACCOMMODATION & MEDICAL FACILITIES

No

yes

No

CANTEEN FACILITY

46

TABLE No: 5.1.9 TRAINING PROGRAM AND BONUS SALARY INCREMENT Table shows the acceptance of the respondents for the Training program and bonus salary increment given by the company S.No Particulars No. of Respondents Training program Bonus salary increment 1 2 Yes No TOTAL 96 24 120 120 0 120 80 20 100 Percentage Training program Bonus salary increment 100 100

TOOLS: PERCENTAGE ANALYSIS DATA: PRIMARY DATA INTERPRETATION: The above tabulation shows that the training program will be conducted by the company for 80% of employees. And the company gives bonus and salary

increment for all the employees CHART NO: 5.1.9 TRAINING PROGRAM AND BONUS SALARY INCREMENT

100% 100 90 80 80%

PERCENTAGE

70 60 50 40 30 20 10 0 yes No yes No 20% 0% percentage

Training Programme

Bonus and salary increment

47

TABLE No: 5.1.10 ACCEPTANCE OF THE RESPONDENTS FOR THE MISSED TARGETS AND FORTH COMING TARGETS The table shows the acceptance of the respondents for the missed targets and forthcoming targets of the company and its percentage S.No Particulars No. of Respondents Missed targets Forth coming targets 1 2 Yes No TOTAL 76 44 120 39 81 120 63 37 100 Percentage Missed targets Forth coming targets 33 67 100

TOOLS: PERCENTAGE ANALYSIS DATA: PRIMARY DATA INTERPRETATION: It is found that from the above table that the missed targets are announced by the company to 63% of employees and the forth coming targets are announced only to the technical respondents CHART NO: 5.1.10 ACCEPTANCE OF THE RESPONDENTS FOR THE MISSED TARGETS AND FORTH COMING TARGETS

PERCENTAGE

80 60 40 20 0 Yes

63% 37% 33%

67%

percentage No

Yes

MISSED TARGETS

No

FORTHCOMING TARGETS

48

TABLE No: 5.1.11 PROMOTIONAL OPPORTUNITIES AND PERSONNEL DEVELOPMENT PLANS Table shows the acceptance of the respondents for the promotional opportunities and personnel development plans S.No Particulars No. of Respondents promotional opportunities personnel development plans 1 2 Yes No TOTAL 120 120 82 38 120 100 100 Percentage promotional opportunities personnel development plans 68.3 31.7 100

TOOLS: PERCENTAGE ANALYSIS DATA: PRIMARY DATA INTERPRETATION: It is clear that the company will offer the promotional opportunities for all the employees, and personnel development plans are existed in the company for the lower level order and some of middle order employees. CHART NO: 5.1.11 PROMOTIONAL OPPORTUNITIES AND PERSONNEL DEVELOPMENT PLANS
100% 100 90 80 70 60 50 40 30 20 10 0 Yes Percentage 68.3%

PERCENTAGE

31.7%

0% No

Yes

promotional opportunities

No

Personnel development plans

49

TABLE No: 5.1.12 PERFORMANCE APPRAISAL SYSTEM IN THE COMPANY The table shows the respondents opinion about the performance appraisal system and its percentage S.No 1 2 3 Particulars Once in 3 Months Once in 6 months Once in A Year TOTAL No. of respondents 26 65 29 120 Percentage 22 54 24 100

TOOLS: PERCENTAGE ANALYSIS DATA: PRIMARY DATA INTERPRETATION: The 54% of employees said that the appraisal programme is conducted by the company once in 6 months, 22% of respondents said that it is conducted once in 3 months, and 24% of respondents said that appraisal programme is conducted once in a year. Chart No: 5.1.12 PERFORMANCE APPRAISAL SYSTEM IN THE COMPANY
60 50 54%

PERCENTAGE

40 30 20 10 0 Once in 3 Months Once in 6 months 22% 24% Percentage

Once in a Year

APPRAISAL PROGRAMME

50

TABLE No: 5.1.13 AWARENESS ABOUT THE JOB RESPONSIBILITY Table shows the acceptance of the respondents for the Awareness about their job responsibility and its percentage S.No Particulars No. of Respondents Aware about the job responsibility 1 2 Yes No TOTAL 120 120 102 18 120 Aware about the job responsibility Percentage Aware about the job responsibility 100 100 85 15 100 Aware about the job responsibility

TOOLS: PERCENTAGE ANALYSIS DATA: PRIMARY DATA INTERPRETATION: It is well known from the table that all the employees are aware about their job responsibility and 85% of technical and non technical employees are motivated by the company Chart No: 5.1.13 AWARENESS ABOUT THE JOB RESPONSIBILITY
100% 100 90 85%

PERCENTAGE

80 70 60 50 40 30 20 10 0 yes the job Aware about responsibility No yes No 15% 0% Percentage

Employee motivation did by the company

51

TABLE No: 5.1.14 EVALUATION OF APPRAISAL TECHNIQUE BY THE MANAGEMENT The table shows the acceptance levels Respondents for which of the management evaluate the appraisal technique in the company. S.No 1 2 3 Management Top level management Middle level management Lower level management TOTAL No. of respondents 26 79 15 120 Percentage 22 66 12 100

TOOLS: PERCENTAGE ANALYSIS DATA: PRIMARY DATA INTERPRETATION: It is found from the table 66% of respondents said that the appraisal techniques are mostly evaluated by the middle level management, 22% of respondents told that it is done by top level management and 12% of respondents said that it is evaluated by lower level management CHART NO: 5.1.14 EVALUATION OF APPRAISAL TECHNIQUE BY THE MANAGEMENT

66% 70 60

PERCENTAGE

50 40 30 20 10 0 Top level management middle level management lower level management 22% 12% percentage

EVALUATION OF APPRAISAL TECHNIQUES

52

TABLE No: 5.1.15 SATISFACTION LEVEL OF THE RESPONDENTS The table shows the satisfaction level of the respondents with the existing performance appraisal system in the company S.No 1 2 3 4 5 Particulars Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied TOTAL No.of respondents 21 87 12 0 0 120 Percentage 17.5 72.5 10 0 0 100

TOOLS: PERCENTAGE ANALYSIS DATA: PRIMARY DATA INTERPRTATION: It is found from the table 17.5% of respondents say that they are highly satisfied, 72.5% of respondents told that they get satisfied and 10% of respondents said that they are in neutral level TABLE No: 5.1.15 SATISFACTION LEVEL OF THE RESPONDENTS
80 72.5% 70 60

PERCENTAGE

50 40 30 20 10 0% 0 Highly Satisfied satisfied Neutral Dissatisfied 0% Highly dissatisfied 17.5% 10% percentage

SATISFACTION LEVEL
53

5.2 CORRELATION ANALYSIS ANALYSIS-I TABLE NO: 5.2.1 RELATIONSHIP BETWEEN THE EXPERIENCE AND MONTHLY INCOME DISTRIBUTION OF RESPONDENTS BY THEIR EXPERIENCE Sl.No Particulars No. of Respondents

1 Year

21

1-3 Years

34

Above 3 years TOTAL

65 120

TABLE NO: 5.2.2 DISTRIBUTION OF RESPONDENTS BY THEIR MONTHLY INCOME

S.No 1 2 3 4

Monthly income Less than Rs 3,000 Rs 3,000-5,000 Rs 5,000-10,000 Above Rs 10,000 TOTAL

No. of Respondents 55 35 30 120

54

CORRELATION ANALYSIS TABLE NO: 5.2.3 Experience( X) Monthly Income (Y) 21 34 65 Total 55 35 30 441 1156 4225 5822 3025 1225 900 5150 1155 1190 1950 4295 X Y XY

CALCULATION: XY Correlation = --------- ( X2) ( Y2)

4295 = ---------- (5822) (5150)

4295 = -----------29983300

4295 = -----------547570

Correlation = 0.78

The calculated value is lie between the -1 to +1 value. Hence, there is a positive correlation. Therefore, there is a relationship between the experience and monthly income.

55

ANALYSIS-II RELATIONSHIP BETWEEN THE EXPERIENCE AND DESIGNATION TABLE NO: 5.2.4 DISTRIBUTION OF RESPONDENTS BY THEIR EXPERIENCE Sl.No Particulars No. of Respondents

1 Year

21

1-3 Years

34

Above 3 years TOTAL

65 120

TABLE NO: 5.2.5 DISTRIBUTION OF RESPONDENTS BY THEIR DESIGNATION Sl. No 1 2 3 Particulars Workers Staff Executive TOTAL No. of Respondents 60 30 30 120

CORRELATION ANALYSIS TABLE NO: 5.2.6 Experience(X) 21 34 65 Total Designation(Y) 60 30 30 X 441 1156 4225 5822
56

Y 3600 900 900 5400

XY 1260 1020 1950 4230

CALCULATION: XY Correlation = ------------------- (X) (Y)

4230 = --------------------- (5822) (5400)

4230 = -------------3143880

4230 = ------------5607.03

Correlation = 0.75

The calculated value is lie between the -1 to +1 value. Hence, there is a positive correlation. Therefore, there is a relationship between the experience and designation.

57

ANALYSIS-III RELATIONSHIP BETWEEN THE EXPERIENCE AND APPRAISAL PROGRAM TABLE NO: 5.2.7 DISTRIBUTION OF RESPONDENTS BY THEIR EXPERIENCE Sl.No Particulars No. of Respondents

1 Year

21

1-3 Years

34

Above 3 years TOTAL

65 120

TABLE NO: 5.2.8 PERFORMANCE APPRAISAL SYSTEM IN THE COMPANY S.No 1 2 3 Particulars Once in 3 Months Once in 6 months Once in A Year TOTAL No. of respondents 26 65 29 120

58

CORRELATION ANALYSIS TABLE NO: 5.2.9 Experience(X) Appraisal Program(X) 21 34 65 Total 26 65 29 441 1156 4225 5822 676 4225 841 5742 546 2210 1885 4641 X Y XY

CALCULATION: XY Correlation = ------------------ (X) (Y).

4641 = ------------------- (5822) (5742)

4641 = -------------33429924

4641 = ------------5781.86

Correlation = 0.80

The calculated value is lie between the -1 to +1 value. Hence, there is a positive correlation. Therefore, there is a relationship between the experience and performance appraisal system provided by the company.

59

5.3 WEIGHTED AVERAGE METHOD THE TABLE SHOWS THE RESPONDENTS ACCEPTANCE FOR THE STATEMENT RELATED TO PERFORMANCE APPRAISAL. ANALYSIS-I TABLE NO: 5.3.1

S.No

Statements

Strongly agree

Agree

Neither Agree Nor Disagree

Disagree

Strongly Disagree

Appraisal system meets the expectations

17

88

15

Performance appraisal technique is effective

47

64

Performance appraisal increases the productivity

79

35

Performance appraisal increases the work efficiency

12

69

39

Performance appraisal decreases the absenteeism

53

31

19

Performance appraisal is linked to career growth

24

61

27

60

Here, the weight was given to the ratings as (Strongly disagree = 5, Disagree= 4, Neither Agree Nor Disagree = 3, agree =2, strongly agree = 1) TABLE NO: 5.3.2 S.No (W) 1 2 3 4 5 Xi Wi Xi Wi/n WEIGHTAG E 17 88 15 0 0 X1 X1W 1 17 176 45 0 0 238 1.98 V X 2 47 64 9 0 0 X2W 2 47 128 27 0 0 202 1.68 VI X 3 6 79 35 0 0 X3W 3 6 158 105 0 0 269 2.24 II X 4 12 69 39 0 0 X4W 4 12 138 117 0 0 267 2.22 III X 5 9 53 31 19 8 X5W 5 9 106 93 76 40 324 2.7 I X 6 24 61 27 6 2 X6W 6 24 122 81 24 10 261 2.17 IV

INTERPRETATION: The FIFTH factor which related to the agree level shows the more weight with 2.7 values and the SECOND factor which related to the agree level shows the lowest weight with 1.68 values.

61

THE TABLE SHOWS THE RELATIONSHIP STATUS WITH THE SUPERIOR, PEER GROUPS AND SUB-ORDINATES GIVEN BY THE RESPONDENTS. ANALYSIS II TABLE NO: 5.3.3 S.No Relationship Very smooth Smooth Neither Smooth Nor hard 1 2 3 Superior Subordinate Peer Groups 11 103 67 91 17 53 8 0 0 0 0 0 0 0 0 Hard Very hard

Here, the weight was given to the ratings as (Very smooth-1, Smooth-2, Neither Smooth nor hard-3, hard-4, very hard-5) TABLE S.NO(W) 1 2 3 4 5 XiWi XiWi/ n WEIGHTAGE INTERPRETATION: The first factor which related to the relationship level shows the more weight with 2.18 values and the second factor which related to the relationship level shows the lowest weight with 1.41 values. THE TABLE SHOWS THE RESPONDENTS OPINION FOR THE FOLLOWING FACTORS. X1 11 91 8 5 5 X1W1 X2 11 182 24 20 25 262 2.18 I 103 17 0 0 0 X2W2 103 34 0 0 0 137 1.41 III X3 67 53 0 0 0 X3W3 67 106 0 0 0 173 1.44 II NO: 5.3.4

62

ANALYSIS III TABLE NO: 5.3.5 S.no Factors Always Percentag e 1 Efficiency and performance are recognized by company 2 Job Security is ensured for the employees 3 Employees are given necessary training 93 77.5 27 22.5 0 0 113 94 7 6 0 0 22 18 Sometime s 89 Percentag e 74 9 Never Percentag e 8

63

Here, the weight was given to the ratings as (Always-1, Sometimes-2, Never-3) TABLE NO: 5.3.6

X1 S.NO(W) 1 2 3 XiWi XiWi/ n WEIGHTAGE 22 89 9

X1W1 X2

X2W2

X3

X3W3

22 178 27 227 1.89 I

113 7 0

113 14 0 127 1.05 III

93 27 0

93 54 0 146 1.21 II

INTERPRETATION: The first factor which related to the agree level shows the more weight with 1.89 values and the second factor which related to the agree level shows the lowest weight with 1.05 values.

64

THE TABLE SHOWS THE RESPONDENTS OPINION FOR THE FOLLOWING FACTORS. ANALYSIS IV TABLE NO: 5.3.7

S.no

Factors

Highly Satisfacti on

Satisfacti on

Neither Satisfaction nor dissatisfaction

Dissatisfactio n

Highly Dissatisfactio n

Working conditions in the organization

17

92

11

Growth opportunities

86

26

Top management approach

23

55

42

Compensation package

11

27

82

Welfare benefits

28

92

Communication system

21

71

28

Working culture

39

58

23

65

Here, the weight was given to the ratings as (Highly Satisfaction-1, Satisfaction-2, Neither Satisfaction nor dissatisfaction-3, Dissatisfaction-4, Highly Dissatisfaction-5) TABLE NO: 5.3.8

S.NO(W) 1 2 3 4 5 XiWi XiWi/ n WEIGHTAGE

X1W1 X2W2 X3W3 X4W4 17 184 33 0 0 234 1.95 V 8 172 78 0 0 258 2.15 III 23 110 126 0 0 259 2.16 II 11 54 246 0 0 311 2.59 I

X5W5 X6W6 28 184 0 0 0 212 1.76 VII 21 142 84 0 0 247 2.05 IV

X7W7 39 116 69 0 0 224 1.86 VI

INTERPRETATION: The FORTH factor which related to the satisfaction level shows the more weight with 2.59 values and the FIFTH factor which related to the satisfaction level shows the lowest weight with 1.76 value

66

CHAPTER-VI FINDINGS, SUGGESTIONS AND CONCLUSION

30% of the respondents are SSLC 31% of employees are below 25 years old. More than half of the respondents (54%) are experienced employees. Half of the respondents (50%) are at workers. Majority of the respondents are aware about their job responsibility (85%) Most of the respondents (66%) says that the appraisal techniques are evaluated by middle level management. Majority of them(72.5%) says that they were satisfied with the existence performance appraisal system Little less than half of the respondents (46.7%) are from technical department. Majority of them says that they were satisfied with their present job (92%) Majority of respondents was getting training while they recruited (80%) Majority of the respondents say that their satisfied with the working culture of the company(58) Majority of the respondents were getting their salary more than 3000(45%) Majority of the employees says that they get the promotional opportunities (82%)

FINDINGS OF CORRELATION ANALYSIS: Means shows Perfect Positive Correlations (Experience and monthly income R=0.78) Means shows Perfect Positive Correlations(Experience and Designation R=0.75) Means shows Perfect Positive Correlations (Experience and Appraisal program R=0.80)

67

FINDINGS THROUGH WEIGHTED AVERAGE METHOD Weighted Average Method Respondents acceptance for the statement related to performance appraisal. The FIFTH factor which related to the agree level shows the more weight with 2.7 values and the SECOND factor which related to the agree level shows the lowest weight with 1.68 values. Weighted Average Method Respondents Result for the relationship status with the superior, peer groups and sub-ordinates The first factor which related to the relationship level shows the more weight with 2.18 values and the second factor which related to the relationship level shows the lowest weight with 1.41 values. Weighted Average Method the respondents acceptance for the factors The first factor which related to the agree level shows the more weight with 1.89 values and the second factor which related to the agree level shows the lowest weight with 1.05 values. Weighted Average Method the respondents opinion for the factors. The FORTH factor which related to the satisfaction level shows the more weight with 2.59 values and the FIFTH factor which related to the satisfaction level shows the lowest weight with 1.76 values.

SUGGESSTIONS

Training

programmes

can

be

organized

based

on

interpersonal

development. Opportunities for overall development must be provided in different areas, such as technology, team work, personality etc.. Counseling programmes can be arranged to make the employees emotional independent.

68

The organization can organize programmes like meditation, yoga and other recreation programmes to their employees at different levels to reduce their job stress.

Considered difficult adverse are demanding job situations as inevitable part of the job to overcome the hardships. Personality development programmes must be given to the employees to attain uniqueness. The organization can organize training programmes to their employees about the recent trends in industrial sector. Dont be rigid in the ways of functioning attitudes and decisions. Employees must be motivated through monitory benefits as well as other welfare services. The industrial social worker must be appointed to look on the labour problems. The working conditions of the employees must be improved to enhance the turnover of the industry. Workers participation must be encouraged having an overall conducive working milieu. Trade unions must be strengthening based on the needs of the employees and numerous trade unions. Grievance handling procedure must be properly adopted and rendered to the employees.

CONCLUSION It is evident that half of the respondent perceives a moderate level of solution oriented strategies. So it is recommended that the strategies like collaboration and compromise should be enhanced through more opens of discussion regarding the appraising topics. The problems should be discussed by allowing all the members to collaborate and to reach a solution that is acceptable. The members should be ready to reach a compromise by giving others a equal chance. Suggestions from the relevant departments and individuals should be allowed to get a clear view of the actual problem. So that, a good solution could be made.

69

The members should not follow the avoidance strategy because it causes more problems due to lack in communication of the actual problem. So at the time of decision-making it makes its more difficult to reach a better solution, also it causes ego problems among the employees. Hence, the employees should not follow this avoidance strategy is followed mostly it should be avoided. There is a need to develop a competitive environment among the employees to have a control over the appraising topics by making them to work towards efficient and effective achievements. So that all the employees exactly know the organizations goal and to control themselves from creating problems. By discussing with the employees it is found that most of them perceive that the management is not performing upto the task. So, proper planning should be done for the betterment of the employees.

70

BIBLIOGRAPHY

Books Aswathappa.K, 1999, Organisational Behaviour, Himalaya PublishingHouse, Bombay. Fisher.K and Rayner.S, 1995, Tips for Teams, TATA McGraw Hill Book company, New Delhi. Ghosh.P.K, 2000, Strategic Planning and Management, Sulthan Chand and sons, New Delhi. Kothari.C.R, 2003, Research Methodology, Wishwa Prakashan Publishers, New Delhi. Luthans Fred, 2002, Organisational Behaviour, TATA McGraw Hill publichers Ltd, New Delhi. Mamoria.C.B, 1997, Personnel Management, Himalaya Publishing Ltd, Bombay. Ramaswami.N, 1997, Organisational Behaviour, Chennai.

Journals Roy Johnson [2002] journal of successful Managers Handbook.

Internet www.google.com www.gordontraining.com www.education_world.com www.workteams.unt.com www.vodafoneindia.org

71

QUESTIONNAIRE (PLEASE SHADE THE OPTION IF NECESSERY)

1. 2.

Name Of The Employee(Optional) Age (In Years) 18 to 25 30 to 35 :

25 to 30 above 35 : Female

3.

Gender Male

4.

Marital Status Married Unmarried

5.

Educational Background Post Graduate Diploma/ITI

: under Graduate HSC/SSLC

6.

Nature Of Job Technical Non Technical

7.

Years of experience 1 year 1-3 year

above 3 year

8.

Monthly Income Less Than 3,000 5,001- 10,000

: 3,000 5,000 Above 10,000

9.

IS the Company Providing Accommodation and medical facilities to the employees? Yes No

10.

Is the Company Offering the Canteen Facility to the employees ? Yes No

11.

What will be your work timings per day(including your over timings)(OT)? Less Than 8 Hours 8-11 Hours
72

above 11 Hours

12.

Is The Company offering any training programme to Employees? Yes No

13.

Is the company offering bonus and salary increment to the employees? Yes No

14.

Is That Missed Targets are Commented at the year end to the employees? Yes No

15.

Do the company remind the forthcoming target dates to the employees in advance? Yes No

16.

ls there any Promotional Opportunities for the employees? Yes No

17.

Is there any Personnel Development Plans already exist in the Company? Yes No

18.

How Often Appraisal Programme Is Conducted In Dairy? Once In 3 Months Once In 6 Months Once In A Year Is there any feedback given to the employees performance (both good and bad performance)? Yes No Is there any Development Support offer by the company for the employees low Performance? Yes No

19.

20.

21.

Are you aware about your Job Responsibility? Yes No

73

22. How Do You Agree The Following statements given below ? S.no Factors Strongly Agree agree Neither Nor Disagree Strongly agree disagree Disagree

1 Appraisal system meets the expectations 2 Performance appraisal technique is effective 3 Performance appraisal increases the productivity 4 Performance appraisal increases the work efficiency 5 Performance appraisal decreases the absenteeism 6 Performance appraisal is linked to career growth 23. Your Performance is reviewed regularly and discussed with your superior? Yes No

24.

Are you satisfied with the existence of Performance Appraisal System in your company? Highly satisfied Neutral Highly dissatisfied Satisfied Dissatisfied

25.

Will the employees are motivated to perform well? Yes No

74

26.

Who will evaluate the appraisal techniques in dairy? Top Level Management Middle Level Management Lower Level Management

27.

In Which From The Feedback Of Appraisal System Meets Should Be Assessed? Written Form Both Oral Form

28. S.No 1 2 3

How Do You Rate Your Relationship With the following? Relationship Superior Subordinate Deers Smooth Neither smooth nor hard Hard

29. Please state the outcome of the performance appraisal in the organization: S.No Factors 1 2 3 Efficiency and performance are recognized by company Job security is ensured for the employees Employees are given necessary training Sometimes Never

30. State Your Opinion Towards The Following? S.No Factors Highly Satisfaction Satisfaction Neither satisfaction nor Dissatisfaction 1 Working conditions in the organization 2 Growth opportunities Dissatisfaction Highly Dissatisfaction

75

Top management approach

Compensation package

5 6

Welfare benefits Communication system

Working culture

76

APPENDIX The table shows the respondents acceptance for the given statements S.No Statements Strongly agree Agree Neither Agree Nor Disagree 1 Appraisal system meets the expectations 2 Performance appraisal technique is effective 3 Performance appraisal increases the productivity 4 Performance appraisal increases the work efficiency 5 Performance appraisal decreases the absenteeism 6 Performance appraisal is linked to career growth 24 61 27 6 2 9 53 31 19 8 12 69 39 0 0 6 79 35 0 0 47 64 9 0 0 17 88 15 0 0 Disagree Strongly Disagree

Formula: Wi = Xi Wi -----------Total no. of respondents (n) W1 = X1 W1 -----------n

77

W1 = 238 ------------ = 1.98 120 W2 = X2 W2 -----------n W2 = 202 ------------ = 1.68 120 W3 = X3 W3 -----------n

W3 = 269 ------------ = 2.24 120 W4 = X4 W4 -----------n W4 = 267 ------------ = 2.22 120 W5 = X5 W5 -----------n W5 = 324 ------------ = 2.7 120 W6 = 261 ------------ = 2.17 120

78

The table shows the relationship status with the superior, peer groups and subordinates given by the respondents S.No Relationship Very smooth Smooth Neither Smooth Nor hard 1 2 3 Superior Subordinate Peer Groups Formula: Wi = Xi Wi -----------Total no. of respondents (n) W1 = X1 W1 -----------n 11 103 67 91 17 53 8 0 0 0 0 0 0 0 0 Hard Very hard

W1 = 262 ------------ = 2.18 120 W2 = X2 W2 -----------n W2 = 137 ------------ = 1.41 120 W3 = X3 W3 -----------n W3 = 173 ------------ = 1.44 120

79

The table shows the respondents opinion for the following factors S.n o 1 Efficiency and performance are recognized by company 2 Job Security is ensured for the employees 3 Employees are given necessary training Formula: Wi = Xi Wi -----------Total no. of respondents (n) W1 = X1 W1 -----------n W1 = 227 ------------ = 1.89 120 W2 = X2 W2 -----------n W2 = 127 ------------ = 1.05 120 93 77.5 27 22.5 0 0 113 94 7 6 0 0 Factors Alway s 22 Percenta ge 18 Sometim es 89 Percenta ge 74 Neve r 9 Percenta ge 8

80

W3 = X3 W3 -----------n W3 = 146 ------------ = 1.21 120

The table shows the respondents opinion for the following factors

S.no

Factors

Highly Satisfactio n

Satisfactio n

Neither Satisfaction nor dissatisfaction

Dissatisfactio n

Highly Dissatisfactio n

Working conditions in the organization

17

92

11

Growth opportunities

86

26

Top management approach

23

55

42

Compensation package

11

27

82

Welfare benefits

28

92

Communication system

21

71

28

Working culture

39

58

23

Formula: Wi = Xi Wi -----------Total no. of respondents (n)


81

W1 = X1 W1 -----------n W1 = 234 ------------ = 1.95 120 W2 = X2 W2 -----------n W2 = 258 ------------ = 2.15 120 W3 = X3 W3 -----------n W3 = 259 ------------ = 2.16 120 W4 = X4 W4 -----------n W4 = 311 ------------ = 2.59 120 W5 = X5 W5 -----------n W5 = 212 ------------ = 1.76 120 W6 = X6 W6 -----------n

82

W6 = 247 ------------ = 2.05 120 W7 = X7 W7 -----------n

W7 = 224 ------------ = 1.86 120

83