History

Natural food freezing {wing winter frosts). had been in we by tribes in cold climates for
centuries. By 1885 a small number of chicken and geese were being shipped from Russia to
London in insulated cases using this technique.

By March 1899, the "British Refrigeration and Allied Interests" reported that a
food importing business_ "Baerselman Bras" was shipping some 200.000 frozen geese and
chickens per week from three Russian depots to New star Wharf. Lower Shadwell. London over
three or four winter months. This trade in frozen food was enabled by the introduction of Linde
cold air freezing plants in three Russian depots and the London warehouse. The Shadwell
warehouse stored the frozen goods until they were shipped to markets in London, Birmingham,
Liverpool and Manchester. The techniques were later expanded into the meat packing industry.

From 1929, Clarence Birdeye introduced "flash freezing" to the American public.
Birdseye first became interested in food freezing during fur-trapping expeditions to Labrador in
1912 and 19 16,where he saw the natives we natural freezing to preserve foods. More advanced
attempts include food frozen for Eleanor Roosevelt on her trip to Russia Other experiments,
involving orange juice, ice cream and vegetables were conducted by the military near the end of
World War 1.1.

Food Industry technologies

Modern food production is defined by sophisticated technologies. These include many

areas. Agricultural machinery, originally led by the tractor, has practically eliminated human
labor in many areas of production. Biotechnology is driving much change, in areas as diverse
as agrochemical plant breeding and food processing. Many other types of technology are
also involved, to the point where it is hard to find an area that does not have a direct impact on
the food industiy. A.s in other fie Ids, computer technology is also a central force,with
computer networks and specialized software providing the support infrastructure to allow global
movement of the myriad components involved.
THEORETICAL BACKGROUND

Goal setting theory

Role in motivating him for superior performance. This is because the employees keep
following their goals. If these goals are not achieved, they either improve their
performance or modify the goals and make them more realistic. In case the
performance improves it will result in achievement of the performance management
system aims (Salaman et al, 2005).

Expectancy theory

It had been proposed by Victor Vroom in 1964. This theory is based on the
hypothesis that individuals adjust their behavior in the organization on the basis of
anticipated satisfaction of valued goals set by them. The individuals modify their
behavior in such a way which is most likely to lead them to attain these goals. This
theory underlies the concept of performance management as it is believed that
performance is influenced by the expectations concerning future events (Salaman et al,
2005).

Ranking Method

This method comprises of ranks which are given to the employees according to their
performance. In this method each employee is positioned according to his performance
against another employee’s performance. This method is easy and simple but in practical it
is not an easy task to relate employee’s traits to another employee. An employee works in
a group so individual ranking cannot be given accurately.

Forced Distribution Method

In this method raters allocate different percentage to different categories of employees.

For example top employees will be placed in top 10% scale, 15 %: Exceptional Performer,
20%: Very Good Performers, 30%: Average Performers, 20%: Satisfactory Performers, 15
%: Poor Performers. The positive thing with this method is that rater’s subjectivity is
removed. In recent time bias is becoming a big issue. This issue is eliminated in this
method to a great extent but grading creates the problem. The employees, who consider
themselves more capable and productive against the grades assigned to them, feel
demotivated and reluctant to work later.
 Critical Incident Techniques

In this method each employee is evaluated on the basis of some critical incidents,
recorded is documents. The manager keeps a logbook of positive and negative incidents
of each employee. These records are being discussed while appraising an employee’s
performance. The result depends upon the perception of rater also.

Checklist

In this method, some statements are described. Each statement carries a value attached
with it. Different weights are given in front of the statements. A checklist is made for each
job and values, attached with it. It is widely used method to appraise the performance but it
is more expensive and subjectivity problem arises in this method.

LITERATURE REVIEW

The performance management system is one of the most significant phenomena of the
Indian IT sector. Basically, organization productivity and effectiveness mainly depends on the
employee performance measurement. This system began from the time of world war as simple
method of income satisfaction but now-a-days it is considered as indispensable for every
organization. In this connection the researcher selected this topic, once a topic has been selected,
it is essential to review all relevant materials which have a bearing on the topic. There have been
many research studies conducted on performance management system in India and other
countries. A brief review of previous studies has been presented below.

K. Chandhana and Dr. David T Easow (2015) in their article titled ‘Performance
Appraisal Method Used in Top 10 IT Companies – 360 Degree Feedback & Balanced Score
Card: A Review’ has found that the both 360degree feedback and balanced score card has its
own loopholes, through these methods are being used by top IT companies. The satisfaction
levels of employees towards these appraisal methods are very low and there is a need of a new
appraisal method which prevents these errors and has the advantages of these methods.

L. Rajput, et al, (2015) in their article titled ‘Performance Appraisal System’ explain that
performance appraisal is conducted on an annual basis for existing employees whereas for
trainee and new recruits it is done on quarterly basis in many organizations. Here author studies
about the multidimensional nature of job where the nurse manager gives rating to different job of
nursing process. Thus, Employees who have relatively less competition or lenient appraisers
have higher appraisal than to equally competent employee.

Rinku Sanjeev and Sanjeev Kumar Singh (2014) in their article titled ‘Employee
Perception towards Performance Appraisal Program in Packaging Industry’ suggest that the
employees have both positive and negative perceptions towards the Performance Appraisal
Programme in packaging industry. The employees also believe that it is not helpful in reducing
grievances among the people. Employees’ perceptions also vary according to their demographic
differences. The Performance Appraisal Programs need transparency and well explained
parameters for the acceptance and satisfaction of employees as these impact the overall
organisational performance.

AnbarasuThangavelu and Dr. J Clement Sudhahar (2014)Performance Management

Challenges in IT Industry – An Overview’ conclude that the performance management
system for a large IT organisation should be designed to measure the past and potential
performance of its employees and its own performance in alignment with the states vision
of the organization.

Jawad et al., (2014) ‘Impact of Technology on Performance of Employees (A Case Study

on Allied Bank Ltd, Pakistan)’found that the investment of organizations in new
technology has good impact on the performance of employees; it increases their
efficiency and productivity. It also makes the organizations more competitive regarding
customer services like in the case of Allied Bank, it become more customers focused and
services oriented.

BethuelSibongiseniNgcamu (2013) ‘The Empirical Analysis of Performance

Management System: A Case Study of a University in South Africa’ concluded that the
Performance Management System (PMS) to be effectively implemented flexible PMS
needs to be designed in order to accommodate all employees at all levels. It further
recommends that in order for the PMS to improve effectiveness amongst employees;
well-crafted job descriptions in line with departmental strategic plans that are aligned
with the comprehensive organisational strategy; need to be brought to light.
Rohan Singh, MadhumitaMohanty and Mohanty A.K. (2013) ‘Performance Appraisal
Practices in Indian Services and Manufacturing Sector Organisations’ concluded that the
conducting periodical review of workforce performance by organizations has become a
fundamental requirement which will help to shrink the gap between employee
performance and successful attainment of its objectives.