INTRODUCTION

INTRODUCTION ABOUT THE STUDY

The topic chosen for the major project is, “Analysis on Employees Performance at HI-
TECH APPARELS Private Limited, Tirupur City”.

Performance management system is the systematic approach to measure the performance

of employees. It is a process through which the organization aligns their mission, goals and
objectives with available resources (e.g. Manpower, material etc), systems and set the
priorities.Performance management is a system designed to identify the ways to achieve
organizational goals through constant assessment and feedback leading to improvement of
employee performance.
Performance management, unlike the performance appraisal or annual evaluation
process, is an ongoing assessment of employees in a manner geared to match their goals to the
organizational goals. It also makes strong use of goal-setting and metrics to identify progress and
areas of individual strengths.The execution administration framework is a constant procedure of
characterizing and conveying the activity parts and duties, execution desires, goals and set their
needs between boss (administrator) and subordinates (workers). It incorporates association,
office and representative shared objective and targets which are lined up with frameworks and
assets. It is the channel of providing clarity about goals and also to improve the business
processes through various methods and mechanism.
The competency, skills and knowledge gaps are also identified through this process
which can be improved by providing guidance, trainings, coaching and mentoring to employees
or teams at different levels and designations. It optimizes the results through a roper channel and
process which reduces the conflicts and grievances among teams or employees. Because each
individual is clear about the expectations from his/ her role and put their efforts to meet
performance standards. This process can be applied to single department function or to whole
organization.  It aims to continuously monitor and measure the performance standards against the
desired goals and objectives.
Managing employee performance is one of the key drivers for organizational success in
the present context of firms trying to adopt a resource centered view of the organizational. We
have seen elsewhere that integrating HRM practices with those of organizational goals and
strategy increases the competitive advantages for the firm. Similarly, managing employee
performance within the larger framework of organizational goals is critical for organizations that
count people among their key assets.
In performance management, employers provide continuous appraisal through feedback
and re-alignment of goals based on performance. Unlike the annual evaluation process, most
performance management systems are designed to meet the changing needs of both the
organization and the employee. The identifies that performance assessment can include the
following:

 Discussing what the job holder has done and achieved;

 Identifying any shortfalls in achieving objectives or meeting standards;
 Establishing the reasons for any shortfalls, including changed circumstances;
 Agreeing to any changes required to objectives and work plans in response to changed
circumstances;
 Agreeing to any actions required by the individual or the manager to improve
performance.

The organizations that have chosen to use a performance management process have often
done so because the annual evaluation process has failed to meet their appraisal needs. The
constant communication loop of performance management enables organizations to meet both
the goals of their organization and the development and feedback needs of their employees. In
contrast, the annual evaluation process, which is retrospective in nature, provides no formal
opportunity for employees to receive feedback about their performance, request development to
increase their efficiency or ask for new goals during the year.

The major objectives of performance management are discussed below:

 To enable the employees towards achievement of superior standards of work

performance.
 To help the employees in identifying the knowledge and skills required for performing
the job efficiently as this would drive their focus towards performing the right task in the
right way.

 Boosting the performance of the employees by encouraging employee empowerment,

motivation and implementation of an effective reward mechanism.

 Promoting a two way system of communication between the supervisors and the
employees for clarifying expectations about the roles and accountabilities,
communicating the functional and organizational goals, providing a regular and a
transparent feedback for improving employee performance and continuous coaching.

 Identifying the barriers to effective performance and resolving those barriers through
constant monitoring, coaching and development interventions.

 Creating a basis for several administrative decisions strategic planning, succession

planning, promotions and performance based payment.

 Promoting personal growth and advancement in the career of the employees by helping
them in acquiring the desired knowledge and skills.
 INRODUCTION ABOUT THE COMPANY

HI-TECH APPARELS commenced as a small garment manufacturing unit in the year

2000, initiated exporting three years later in 2013. The company exhibits fully integrated garments
setup starting from spinning, knitting, dyeing, finishing, embroidery, printing and garmenting.
Their customers and their satisfaction is our potency. They can step in freely and step out gladly
with their dream products. At HI-TECH APPARELS, we manufacture apparels garments for all
ages and all times. Since inception our company is committed to the work it does, pursues the
systems and is diligent with regard to employee welfare.

They assure absolute comfort to our customers at HI-TECH APPARELS, which is why
they enjoy and beckon our services. From modest instigation in 2000 in the city of Tirupur,
APPARELS garments now claims over two decades of garment excellence and a universal
popularity that has happened upon customer satisfaction, outstanding products and devotion for
quality without compromise. Established through exports since 2013, HI-TECH APPARELS has
vastly expanded its international footprint. It was in 2006, HI-TECH APPARELS was declared as
a Government Recognized Export House, prompting it as a leading-edge global group.The
groundwork of the intensification over the last two decades is a profound understanding of
economic perceptive and customer needs, and the knack to transform them into customer-desired
products through foremost quality inspection. With vertically integrated framework, we
manufacture and export a vast range of categories complying with time bound deliveries. The
unique background and deep-rooted infrastructure, we have been able to develop unequalled
expertise in the techniques, process of production and quality control. With relentless pursuit of
excellence we have created a niche in the international market with a premium range of apparels.
 Cotton is well-known for its flexibility, façade and above all, its natural comfort.
HI=TECH APPARELS has power over vertically integrated infrastructure and substantial working
environment that enables a smooth conversion of cotton into garment. We provide congenial
atmosphere and comfortable environment for all our divisions embracing Spinning, Knitting,
Processing, Fabric Finishing, Value Added Services, Production, Finishing, Packaging and
Warehouse. Grounded on cutting-edge technology, all our domains adhere to the highest quality
parameters backed by a competent technical and managerial team.

Vertically integrated infrastructure Supporting sound production, We provide congenial

atmosphere and comfortable environment for all our divisions embracing, these are used to make a
finished goods in an organization.The important factor influencing HI-TECH APPARELS Private
Limited (Garments Division) is the satisfaction level of the customers. We ensure the garments
look their best and are manufactured in an environmentally friendly manner with a professional
approach reliability and creativity. High quality in the products and
commitmenttodeliveryschedules goes a long way in establishing a good customer- manufacturer
relationship. This commitment and orientation have fetched us a long-term relationship with the
high reputed clientele.

OBJECTIVES OF THE ORGANIZATION

 Objectives and Key Results (OKR) is a popular management strategy for goal setting
within organizations. The purposes of OKRs are to connect company, team, and personal
goals to measurable results while having all team members and leaders work together in
one, unified direction. OKRs are typically implemented within specialized OKR
software.A large part of objectives of key results is making sure everyone knows what’s
expected of them at work. OKRs are supposed to be public so that everyone moves
towards the same goals and are aware of what others are working on.
 The key result consist of a list of 3-5 high level Objectives. Under each Objective there
should be 3-5 measurable Key Results. Each Key Result can be measured on a score of 0-
100% or 0 to 1.0. See the example OKRs special site for some examples on how OKRs
look in the wild.
 OKRs are typically part of the quarterly planning process. While the majority of OKR
usage is quarterly, some companies will also set annual or monthly OKRs.
  It's said, that if there is one team management practice every leader should implement,
it’s OKRs. It's lightweight and does not consume too much time or resources to run.
OKRs give the strong benefits of productivity, focus, and company culture.

STATEMENT OF THE PROBLEM

Performance management is the important element for an organization, as it helps to
ensuring employees to working hard, to achieving the organization's mission and objectives.
Performance management system provides a completed and professional management process for
organizations to assess the performance results of organizations and employees. Employee
performance is expected to encourage. The performance management system is on continuously
improving employee performance, and this is achieved by improved individual employee
performance. As the performance of the key important person in an organizational is to noticed
and to have a in depth study of it.

Purpose of Performance Management

The main purpose of the performance management system is to ensure that:
 The work performed by employees accomplishes the work of the company
 Employees have a clear understanding of the quality and quantity of work expected from
them
 Employees receive ongoing information about how effectively they are performing
relative to expectations
 Awards and salary increases based on employee performance are distributed accordingly
 Opportunities for employee development are identified
 Employee performance that does not meet expectations is addressed.

Benefits of Performance Management

In today’s global environment where the market is evolving at a very fast pace, it is
important for an organization to understand the benefits of performance management. Therefore,
managing employee’s performance is the ultimate need of an organization. The employees are
considered as an asset by the organization. The performance management system serves various
benefits to the organization, which are as follows:
 It supports to provide data to find the skills and knowledge gaps of employees in order to
improvise them through trainings, coaching and mentoring systems.
 It motivates employees to take new challenges and innovate through structure process.
 It provides new opportunities to employees for their growth and development in their
professional careers
 It defuses the grievances and conflicts among team members through proper
performance evaluation system.
 It assesses the employee’s performance fairly and accurately against the performance
targets and standards.
 Employees would enable to provide better results because of clarity on their
performance targets.
 Performance management system provides the platform to discuss, develop and design
the individual and department goals thorough discussion among manager and their
subordinates.
 The under performer can be identified through performance reviews and can raise their
skills levels objectively. It quantifies the learning needs through individual development
plans.

Performance Management Process

Performance management aims at building a high performance culture for both the
individuals and the teams so that they jointly take the responsibility of improving the business
processes on a continuous basis and at the same time raise the competence bar by upgrading their
own skills within a leadership framework. Its focus is on enabling goal clarity for making people
do the right things in the right time. It may be said that the main objective of a performance
management system is to achieve the capacity of the employees to the full potential in favor of
both the employee and the organization, by defining the expectations in terms of roles,
responsibilities and accountabilities, required competencies and the expected behaviors.The main
goal of performance management is to ensure that the organization as a system and its
subsystems work together in an integrated fashion for accomplishing optimum results or
outcomes.

Some of the key concerns of a performance management system in an organization are:

 Concerned with the output (the results achieved), outcomes, processes required for
reaching the results and also the inputs (knowledge, skills and attitudes).

 Concerned with measurement of results and review of progress in the achievement of set
targets.

 Concerned with defining business plans in advance for shaping a successful future.

 Striving for continuous improvement and continuous development by creating a learning

culture and an open system.

 Concerned with establishing a culture of trust and mutual understanding that fosters free
flow of communication at all levels in matters such as clarification of expectations and
sharing of information on the core values of an organization which binds the team
together.

 Concerned with the provision of procedural fairness and transparency in the process of
decision making.

The performance management approach has become an indispensable tool in the hands of
the corporates as it ensures that the people uphold the corporate values and tread in the path of
accomplishment of the ultimate corporate vision and mission. It is a forward looking process as it
involves both the supervisor and also the employee in a process of joint planning and goal setting
in the beginning of the year.

Managing Employee Performance – The Cycle

 Overseeing performance and providing feedback is not an isolated event, focused in an
annual performance review. It is an ongoing process that takes place throughout the year. The
Performance Management process is a cycle, with discussions varying year-to-year based on
changing objectives.The cycle includes Planning, Checking-In, and Review.
 To begin the planning process, you and your employee review an overall expectation,
which includes collaborating on the development of performance objectives. Individual
development goals are also updated. You then develop a performance plan that directs the
employee's efforts toward achieving specific results to support organizational excellence and
employee success.

 Goals and objectives are discussed throughout the year, during check-in meetings. This
provides a framework to ensure employees achieve results through coaching and mutual
feedback.

 At the end of the performance period, you review the employee's performance against
expected objectives, as well as the means used and behaviors demonstrated in achieving those
objectives. Together, you establish new objectives for the next performance period.

NEED FOR THE STUDY

 The study is to stimulate the positive attributes of an employee in an organization
 This study helps the organization to focus on their employees to increase their
performance
 To identify the influencing factors for the development of individual performance.

OBJECTIVES OF THE STUDY

 To identify the level of job training given by the organization

 To understand the employees satisfaction level in an organization
 To portray the employees performance level of an organization
  To analyze the awards and recognition in an organization for the performance of an
employees.

SCOPE OF THE STUDY

 It helps to identify the training needs of an employees working in different level.
 This study helps to know the develop level of individual skills in an organization.
It helps to avoid the training related problem in an organization

LIMITATIONS OF THE STUDY

 Study is conducted with limited time period and restricted in HI-TECH APPARELS
Private Limited.
 Only 110 respondents have taken for the study.

Employees felt hesitation to come out with the details required in a questionnaire
 REVIEW OF LITERATURE

BURKE, R. J., & WILCOX, D. S (1969), The influence of selected performance review
interview characteristics, and certain employee attitudes toward job performance and
performance appraisal, on satisfaction with the interview and subsequent job performance
improvements. Based on questionnaire survey responses of office employees of a public utility,
it was found that subordinate participation constructive attitude of supervisor, solution of job
problems, and mutual setting of specific goals contributed to employee satisfaction with the
interview and with later job performance.

COTTON, J. L (1993), "Employee Involvement" defines, describes, and explains how

businesses can improve their performance by cultivating employee interest and dedication.
Cotton reviews the history, empirical research, and presents the case for greater employee
participation in the workplace. Next, he surveys the variety of employee participation programs
with special attention to implementation and the pros and cons of each method. Drawing from
organizational behavior, human resource management, and industrial relations, this volume
makes an outstanding contribution to the field by comprehensively addressing the wide range of
employee participation methods, and consistently referencing what really works in the real
world.

PHILIP BOBKO, ADRIENNE COELLA (1994), Although the use of evaluative

performance standards is common in most organizations, research in our field has focused almost
exclusively on selection standards (and predictor cut‐off scores), rather than standards for
subsequent performance. The performance standard‐setting process that influence incumbents'
job reactions, specifically in terms of motivated performance and job satisfaction. We draw upon
the following literatures to specify future research needs and directions: goal setting, feedback
and framing, performance expectations, job satisfaction, and utility analysis. The result is an
outline of research propositions concerning the acceptance of performance standards, the content
of performance standards, the communication of standards, and the difficulty levels of those
standards.

CAWLEY, B. D., KEEPING, L. M., & LEVY, P. E (1998), The relationship between
participation in the performance appraisal process and various employee reactions was explored
through the meta-analysis of 27 studies containing 32 individual samples. The overall
relationship between participation and employee reactions, corrected for unreliability, was .61.
Various conceptualizations andoperationalization of participation and employee reactions also
were discussed and analyzed. Overall, appraisal participation was most strongly related to
satisfaction, and value-expressive participation had a stronger relationship with most of the
reaction criteria than did instrumental participation. The results are discussed within the
framework of organizational justice.

JOHN J. RODWELL, RENÉ KIENZLE,MARK A. SHADUR (2001), The article explores

the nature of organizational communication in the human resource management context. An
analysis of survey data collected from employees of an Australian information technology
company found that employee perceptions of teamwork, communication, employee job
satisfaction, commitment, and stress significantly predicted self‐rated performance.
Unexpectedly, communication was found to be negatively related to performance. Analysis of
the pattern of relationships indicates that while the direct relationship between communication
and performance is negative, the role of communication is one of enhancing teamwork, job
satisfaction, and commitment. The article relates the findings to the “communication metamyth”
which assumes that more communication is necessarily good.
 YU-JEN WU AND JIANG-LIANG HOU (2002), To enhance the operational efficiency of a
distribution center (DC), the DC managers have to identify the variations of employee
performance with time and use the appropriate management strategies for employee rewards and
training. However, the DC managers usually lack a systematic approach for analyzing the
employee performance trend to determine the employees to be rewarded or trained. To solve the
issue, this research develops a model for analysis of employee performance trend based on an
employee performance estimation model. The proposed model consists of two main modules—
namely, Derivation of Performance Control Limits and Appraisal of Performance Trend . In the
DPCL module, the employee performance can be estimated and the upper and lower control
limits of employee performance can be determined. After that, by application of the APT
module, the indices of employee performance trend can be derived and can be represented
visually for efficient decision of DC managers. On the basis of the proposed model, this research
also establishes a Web-based system for employee performance trend analysis. Furthermore, a
real-world case was used to evaluate the applicability of the proposed model and platform. By
application of the improved analysis diagram generated by the EPTA platform, the uncertain
variations of performance trend can be removed to enhance the accuracy of performance trend
analysis. As a result, the DC managers can efficiently determine whether the performance trends
of employees indicate significant performance increases or decreases by using the proposed
model and system.

PAUL ROELOFSEN (2002), One of the fundamental human requirements is a working

environment that allows people to perform their work optimally under comfortable conditions.
Given that buildings and air conditioning systems are designed on the basis of a certain level of
discomfort. The purpose of this paper is to quantify this relationship as an aid to making choices
regarding the working environment at strategic level within the facilities management process,
with particular.

RONALD JACOBS &CHRISTOPHER WASHINGTON(2010), The review of literature

examines the relationship between employee development and organizational performance. The
research supports the commonly held belief that employee development programs make positive
contributions to organizational performance. However, there continues to be limited information
beyond this basic relationship. From an HRD perspective, research on employee development
seems an area of high importance. Employee development means more than helping employees
become continuous learners, regardless of the requirements of the organization. To be beneficial
for both individual employees and organizations, research on employee development should seek
greater understanding about the wide range of conditions within which employee development
programs exist in organizations. Undertaking the three proposed research directions would do
much for improving organizational performance in the long term.

ZHEN XIONG CHEN, ANNE S. TSUI, JIING‐LIH FARH (2010),The relationship

between loyalty to supervisor and employee's in‐role and extra‐role performance in comparison
with that of organizational commitment in the People's Republic of China. Two studies were
conducted. In the first study, a five‐dimension loyalty to supervisor scale was developed and
validated. In the second study, the relationships between loyalty to supervisor, organizational
commitment and employee performance were examined. Results indicated that loyalty to
supervisor was more strongly associated with both in‐role and extra‐role performance than
organizational commitment. The findings are discussed in terms of their implications for future
research and management practices in cross‐cultural settings..

SAHOO C.K, BEHERA N (2010),Employee empowerment initiatives based on industrial

democracy and the principle of participative management reflects a positive link between
employee participation and job satisfaction, motivation and performance, individual commitment
and organizational achievement. The importance of individual commitment to the bottom line of
the organization is highly essential for improved performance, improved production, higher
employee loyalty, increased satisfaction, high quality of product and services, and customer
satisfaction. In this paper emphasis is given to systematic review of the previous research works
on employee empowerment and workplace commitment and has advanced some models to give
clarity on workplace commitment through employee empowerment, commitment and outcomes,
strategic empowerment and degree of commitment, and antecedents and outcomes of individual
commitment. This paper hopefully contributes to the ongoing discussion of what constitutes
empowerment and its impact on individual commitment.

ABDUL HAMEED, AAMER WAHEED (2011), Employee is a key element of the

organization. The success or failure of the organization depends on employee performance.
Therefore, organizations are investing huge amount of money on employee development. This
paper analyzes the theoretical framework & models related to employee development and its
affect on employee performance. The key variables identifies related to employee development
and Employee performance. The further discussion develops a proposed model which explains
the relationship between employee development variables (employee learning, skill growth, self-
directed, employee attitude) and employee performance variable. The employee performance
will affect on organizational effectiveness. The paper is divided into three parts. The introductory
part provides brief overview related to employee development and its affect on employee
performance. The second part analyzes the views and studies of the past researchers related to
employee development and employee performance. In the end, paper presents the proposed
model along with the discussion and conclusion

Dr . AMIR ELNAGA1* AMEN IMRAN2 (2013), Employee is a blood stream of any

business. The accomplishment or disaster of the firm depends on its employee performance.
Hence, top management realized the importance of investing in training and development for the
sake of improving employee performance. This conceptual paper aimed at studying the effect of
training on employee performance and to provide suggestion as to how firm can improve its
employee performance through effective training programs. The research approach adopted for
the study conforms to qualitative research, as it reviews the literature and multiple case studies
on the importance of training in enhancing the performance of the workforce. Further the paper
goes on to analyze and understand the theoretical framework and models related to employee
development through training and development programs, and its effect on employee
performance and on the basis of the review of the current evidence of such a relationship, offers
suggestions for the top management inform of a checklist, appropriate for all businesses, to
assess the employee performance and to find out the true cause of the performance problem so
the problem could be solved in time through desired training program.The study in hand faces
the limitations as there are no adequate indications to correlate directly the relationship between
training and employee performance. Hence, there is a need for conducting an empirical research
in future totest the proposition discussed in the study.The study in hand provides brief overview
of the literature about training effectiveness and how it contributes in enhancing the employee
performance and ultimately concludes along with recommendation to give directions forfuture
research by applying different level of analysis on exploring the impact of training practices on
employee performance.

KARINA NIELSEN,MORTEN B.NIELSEN,CHIDIEBERE OGBONNAYA,MARJA

KÄNSÄLÄ,EVELIINA SAARI &KERSTIN ISAKSSON (2017),Organizations are becoming
increasingly aware of the importance of employees in gaining and maintaining competitive
advantage. The happy worker–productive worker thesis suggests that workers who experience
high levels of well-being also perform well and vice versa; however, organizations need to know
how to ensure such happy and productive workers. The present review and meta-analysis
identifies workplace resources at the individual, the group, the leader, and the organizational
levels that are related to both employee well-being and organizational performance. We examine
which types of resources are most important in predicting both employee well-being and
performance. We identified 84 quantitative studies published in print and online from 2003 to
November 2015. Resources at either of the four levels were related to both employee well-being
and performance. We found no significant differences in employee well-being and organizational
performance between the four levels of workplace resources, suggesting that interventions may
focus on any of these levels. Cross-sectional studies showed stronger relationships with well-
being and performance than longitudinal studies. Studies using objective performance ratings
provided weaker relationships between resources and performance than self-rated and
leader/third-party-rated studies.

SYNOVIA DOVER-HARRIS, JODINE MARIE BURCHEL (2017), The success of many

businesses depends on their performance, making performance measurement crucial for
organizations. However, many company leaders cannot decide if their performance measurement
tools are effective. The problem explored in this study involved a lack of knowledge regarding
changes in performance measurement systems that would improve employee performance
reviews in a service-oriented company. This qualitative action research study sought to explore
how a change in performance measurement would improve employee performance reviews using
the EFQM Excellence Model. The EFQM Excellence Model analysis resulted in adding a
customer service and employee satisfaction performance indicator, along with a more accurate
measurement of performance within the organization. From a human resources management
perspective, a performance measurement system with adequate indicators is a more precise
measurement and may influence employees’ perspectives, customer service, and the success of a
service-oriented company.

ANASTASIOS, DIAMANTIDIS, PRODROMOS, CHATZOGLOU (2019), The

phenomenon of increased competition between firms and their need to respond effectively to
rapidly changing operational conditions, as well as to personnel requirements, has escalated the
necessity to identify those factors that affect employee performance (EP). The purpose of this
paper is to examine the interrelations between firm/environment-related factors, job-related
factors and employee-related factors and their impact on EP.

RESEARCH METHODOLOGY

SOURCES OF DATA
The sources of data that are needed for the study is collected from
1. Primary data
2. Secondary data.
PRIMARY DATA
Primary data is data that is collected by a researcher from first-hand sources, using
methods like surveys, interviewsand questionnaire.
SECONDARY DATA
Secondary data is research data that has previously been gathered and can be accessed by
researchers. The term contrasts with primary data, which is data collected directly from its
source.

RESEARCH DESIGN: Descriptive

Descriptive research is to describe the characteristics in the form of a survey to
understand, there the describing the employee performance level in K.M.Knitwear private
limited.
SAMPLE DESIGN: Probability, Simple random sample
Probability sampling is a sampling technique that gives the equal chance of all individual,
here its gives an equal chance of an employee to express their thoughts and views in random
selection of employee in organization.

SAMPLE SIZE : 110

The sample size of a study is 110 of respondents.

SAMPLE AREA : K.M.KNITWEAR, TIRUPUR CITY

The fixation of the study atK.M.Knitwear private limited.

TOOLS USED :
1. Reliability Test
2. One Way Anova
3. T-Test
 QUESTIONNAIRE
Name
1.Age
a) 21-25 b) 26-30 c) 31-35 d) 36-40 e) above 40
2. Gender
a) Male b) Female
3. Experience
a) 2-5yrs b) 6-10yrs c) 11-15yrs d) 16-20yrs e) above 20 yrs
4. Salary
a) 15000-20000 b) 21000-25000 c) 26000-30000 d) 31000-35000 e) above 35000
5. Qualification
a) Schooling b) Diploma c) UG d) PG e) Others
6. Does the training program is helping for your development?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
7. Are you satisfied with the training program of the organization?
a) Yes b) No
8. Did the training helpsto develop your skills in a job?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
9. Is performance management is a part of integrated approach to the management?
 a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
10. Do you think your performance is helping for our organizational development?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
11. Is the competition among the employees help to increase the performance of job?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
12. Are you comfortable and satisfied with your job?
a) Yes b) No
13. Do you feel comfort and satisfied with your job performance?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
14. Are you getting salary based on your performance?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

15. Do you get support from the supervisor to develop your performance?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
16. To what extend you agree with the continuous assessment of your job in an organization?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
17. Does the evaluation of your performance helps in development of personal plans in a
organization?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
18. Does the training helps to develop your career opportunity?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
19. Does the company gives awards and recognition as per the performance you done in an
organization?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree.