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A STUDY ON EFFECTIVENESS OF PERFORMANCE

APPRAISAL WITH REFERENCE TO BIOPOLYMER


PRODUCTS AND RESEARCH CENTER, KANJIKODE

PALAKKAD

PROJECT REPORT

Submitted by

Ms. ASWINI. A.P

(Reg No: 0825G0121)

Under the guidance of

Ms. SARANYA.M, MBA, PGDIB.

Submitted in partial fulfillment for the requirements for the award of degree of

BACHELOR OF BUSINESS MANAGEMENT WITH

COMPUTER APPLICATION

DEPARTMENT OF MANAGEMENT SCIENCES

V.L.B. JANAKIAMMAL COLLEGE OF ARTS AND SCIENCE

(AFFILIATED TO BHARATHIAR UNIVERSITY)

(ISO 9001:2000 CERTIFIED INSTITUTION & ACCREDITED BY NAAC)


COIMBATORE-641042
CERTIFICATE
V.L.B. JANAKIAMMAL COLLEGE OF ARTS AND SCIENCE

(Affiliated to Bharathiyar University)

DEPARTMENT OF MANAGEMENT SCIENCE

PROJECT WORK DONE AT

‘BIOPOLYMER PRODUCTS AND RESEARCH CENTER’

is a bonafied record of work done by

ASWINI.A.P

(Reg No: 0825G0121)

Submitted in partial fulfillment for the requirements for the award of degree of

BACHELOR OF BUSINESS MANAGEMENT WITH COMPUTER


APPLICATION

................................................. ..............................................

Faculty/Guide Head of the department

Submitted for viva examination held on...................................................................................

……………………………… …………………………….......

Examiner Examiner
DECLARATION
DECLARATION

This is to declare that the project work done at “BIOPOLYMER PRODUCTS AND
RESEARCH CENTER” submitted to Bharathiar University in partial fulfillment of
requirement for the award of degree of Bachelor of Business Management With Computer
Applications is a record of original project work done by me during the academic year 2008 –
2011 at V.L.B Janakiammal College of Arts and Science, Kovaipudur, Coimbatore.

Ms. ASWINI.A.P

(RegNo: 0825G0121)

Place: Coimbatore
Date:
ACKNOWLEDGEMENT
ACKNOWLEDGEMENT

I wish to express my sincere thanks and gratitude to Dr. K.Palaniappan, M.sc, Ph.D,
Secretary, V.L.B Janakiammal College of Arts and Science, Coimbatore for permitting me to
undergo this project work.

My sincere thanks to Ms. J.Anuradha, MBA., M.Phil. our respected Head of The
Department, for her expert guidance and support all through my project work.

I wish to express my sincere gratitude to my guide Ms. Saranya.M, MBA, PGDIB for her
constant encouragement and technical advices which helped me for completing this project
successfully.

I would like to express my sincere thanks to the authorities of “BIOPOLYMER


PRODUCTS AND RESEARCH CENTER” for their wholehearted cooperation throughout my
project work.
SYNOPSIS
SYNOPSIS

Synopsis is the precise summary of the project work, which is consisting as follows,

This study aims at understanding the employees performance towards BIOPOLYMER


PRODUCTS AND RESEARCH CENTER in kanjikode, Palakkad. The research was conducted
and the data was collected from employees of the organization.

The objective of the study is to know the performance of the employees and the
effectiveness of the performance appraisal. To attain the objective of the study questionnaires are
used. The main limitation is that the employees of the night shift were not considered. The
sample consisted only of employees in the day shift.

The findings and suggestion of the survey has been arrived and suitable suggestions are
recommended.
CONTENTS
CONTENTS

CHAPTER TOPICS PG.NO.

List of tables

List of charts

I 1. Introduction
2. Industry profile
3. Company profile
II Review of literature

III 1. Objectives of the study

2. Scope of the study

3. Limitations of the study

IV Research Methodology

V Data analysis and Interpretation

VI 1. Findings

2. Suggestions

3. Conclusion

Bibliography

Annexure questionnaire
LIST OF TABLES

LIST OF TABLES
SL.NO. TABLES PAGE NO.
1. Age of the respondents

2. Gender of the respondents

3. Number of years of service

4. Marital status

5. Educational status

6. Training method respondents feel more comfortable

7. Duration of training that respondents have attended

8. Production of extra units than normal output

9. Scale of extra output

10. Rest time in between work hours

11. Interval time the respondents will take in their work hours

12. Basis for incentives

13. Increase in morale through incentives

14. Technique of motivating the respondents skill

15. Periods to record the performance

16. Preference of the type of traditional technique

17. Preference of working hours

18. Preference of number of shifts

19. Achievement of set target

20. The promotion strategy adopted by the company


21. Rating of treatment of management

22. Type of feedback provided by the top level management

23. Increase in productivity through appraisal


LIST OF CHARTS

LIST OF CHARTS

SL.NO. CHARTS PAGE NO.


1. Age of the respondents

2. Gender of the respondents

3. Number of years of service

4. Marital status

5. Educational status

6. Training method respondents feel more comfortable

7. Duration of training that respondents have attended

8. Production of extra units than normal output

9. Scale of extra output

10. Rest time in between work hours

11. Interval time the respondents will take in their work hours

12. Basis for incentives

13. Increase in morale through incentives

14. Technique of motivating the respondents skill

15. Periods to record the performance

16. Preference of the type of traditional technique

17. Preference of working hours

18. Preference of number of shifts

19. Achievement of set target

20. The promotion strategy adopted by the company

21. Rating of treatment of management


22. Type of feedback provided by the top level management

23. Increase in productivity through appraisal

CHAPTER I
INTRODUCTION

CHAPTER I

INTRODUCTION
Performance appraisal may be understood as the assessment of an individual’s
performance in a systematic way, the performance being measured against such factors as job
knowledge, quality and quantity of output, initiative, leadership abilities, supervision,
dependability, co-operative, judgement, versatility, health and the like. Assessment should not be
confined to past performance alone. Potentials of the employee for future performance must also
be assessed.

A formal definition of performance appraisal is, “it is the systematic evaluation of the
individual with respect to his or her performance on the job and his or her potential for
development.”

A more comprehensive definition is, “Performance appraisal is a formal structured system


of measuring and evaluating an employee’s job and how the employee can perform effectively in
future so that the employee, organization all be benefited.”
Performance appraisal, to common understanding, is the formal and informal assessment of the
performance of the employee at work. In an informal system we are aware that superior is
continually making judgments about their subordinates’ performance on a subjective basis. By
contrast, superiors could resort to using formalized appraisal techniques when assessing the
performance of subordinate, and these judgments arc considered to be more objective. In
formalized systems the terms ‘performance appraisal and ‘performance management’ are used.
Both refer to a process whereby mangers and their subordinates share understanding about what
has to be accomplished, and the manager will naturally be concerned about how best bring about
those accomplishments by adept management and development of people in short and long
terms. Also, performance would be measured using the techniques discussed in this chapter and
it will be subsequently related to targets or plans. In this way the subordinate receives feedback
on his or her progress.
1

INDUSTRY PROFILE
India is one of the most developing countries in the world. The modern sector of small,
large scale manufacturers have played a significant role in the socio-economic development of
the country. Our country is blessed with immense stock of natural resources.

The company is in the business of manufacturing and selling, high density polyethylene
and low density polyethylene plastic bags, films which have various packaging application like
bags used for storing groceries in super market, carry bags, oil pouches, packing materials for
news paper industry etc. Considering the fact that plastic has emerged as a much cheaper
substitute for the traditional material used in the said applications, there is a massive market for
the products all over the world.

INDUSTRY TRENDS

Competition is keen in poly pack industries. Poly pack industries are facing a problem of
decrease in profit margin. Many companies are striving to reduce their cost of production and
trying to increase their efficiency. Some of the companies are relocating their manufacturing
operations to other areas with lower operation cost. On the other hand, foreign manufacturers are
taking steps to strengthen their domestic production through product specialization.

To stay in competitive, poly pack industries strive to reduce costs, initiate quality
control, improve design concepts and capability, and marketing and sale effectiveness. Many
manufacturers have obtained or are applying for ISO 9000/9002 Certification.

Poly pack manufacturers also become more careful about the choice of raw materials to
meet international standards, such as compliance with legal or other environmental requirements
in their target market. China is the largest exporter to many countries. China offers wide scope to
poly pack manufacturing industries.

2
COMPANY PROFILE
Biopolymer products and research center a professionally managed company actively
involved in the manufacture of biodegradable polymers. The company has its state-of-art
manufacturing unit located at Palakkad, Kerala. Use of best – in-class technology and support of
a team of competent engineers, ensures that our effort will meet the growing customer demands.

Overview
The plant was inaugurated on September 15th 1995 and the commercial production
commenced on December 1st 1996. From the day one, the staff and the operators are working
hard to make the maximum output. Company is running round the clock and with the
cooperation and hard working of the staff and labors, they were able to meet the target capacity
of 6 lakh pieces of finished products per day. The products are being sold in the market in the
brand name “ROSHNI”. We are proud to announce that Roshni is one of the premium brands in
the market within this short span of time.

The proposed project envisaged the setting up of a factory in conjunction with a research
and development facility at Kanjikode for the manufacture of bio degradable polymers. The
widespread use of petroleum based non degradable plastics and their disposal has been evolved
as a major threat to the environment and natural habitat. In this context biopolymer products and
research center is joining hands with national and international institutions for the manufacture
and research activities on biodegradable products.

The project is planned to be implemented in two phases. In phase 1 the factory will
manufacture polystyrene products. The total outlay for this project is estimated to be Rs. 37.35
lakhs. The promoters of the project will bring in Rs. 25.35 lakhs and the balance raised by means
of a working capital cash credit. Since there is a good market for the products inside and outside
the state, it will surely be a successful venture.

3
Manufacture of bio degradable polymers will be implemented after six months of
operation. Since the technology transfer and other formalities are in progress. After the
implementation of phase 2 the entire products will be manufactured using biodegradable
polymers.

CHAPTER II
REVIEW OF LITERATURE

CHAPTER II
REVIEW OF LITERATURE

Performance appraisal is a process of evaluating an employee’s performance of a job in


terms of requirements. Heyel observes that “performance appraisal is the performance and
qualifications of the employees in terms of requirements of the job for which he is employed, for
purpose of administration including placement, selection for promotion, providing financial
rewards and other actions which require differential treatment among the members of a group as
distinguished from affecting all members equally.”

Employee appraisal technique are said to have been used for the first time during the first
world war, when, at the instance of Walter dill Scott, the US army adopted the “man to man”
rating system for evaluating military personnel.

Definitions

According to Yoder “performance appraisal refers to all formal procedures used in


working organizations to evaluate personalities and contribution and potentials of group
members”.

According to Flippo, “performance appraisal is the systematic periodic and an impartial


rating of an employee’s excellence in matter pertaining to his present job and his potential for a
better job”.

According to N.K. Rowland (1970), “performance appraisal is the process of assessing the
performance and progress of an employee or of a group of employees on a given job and his
potential for future development”.

5
CHAPTER III

OBJECTIVES AND LIMITATIONS


CHAPTER III

OBJECTIVES OF THE STUDY

 To effect promotions based on competence and performance.


 To confirm the services of probationary employees upon their completing the
probationary period satisfactorily.
 To assess the training and development needs of employees.
 To decide upon a pay raise where (as in the unorganized sector) regular pay scales
have not been fixed.
 To let the employees know where they stand insofar as their performance is concerned
and to assist them with constructive criticism and guidance for their development.
 To improve communication.
To evaluate whether human resource programs such as selection, training and transfer are
being effective or not.
 To assign the individual work for which they are suited.

6
SCOPE OF THE STUDY

The scope of any performance appraisal should include the following. Provide
employees with a better understanding of their role and responsibilities, increase confidence
through recognizing strengths while identifying training needs to improve weaknesses, improve
working relationships and communication between supervisors and subordinates, increase
commitment to organizational goals, develop employees into future supervisors, assist in
personnel decisions such as promotions or allocating rewards, and allow time for self appraisal.

LIMITATIONS OF THE STUDY

 The sample consisted only of employees in the day shift. Employees of the night shift
were not considered for the purpose of study.
 There is no concrete basis to prove the response given is a true measure of the opinion of
all the employees as a whole.
 The questionnaire contained mostly multiple-choice questions; therefore many
respondents may not have given a proper thought before answering the questions.
 The response of the respondents may not be accurate thinking that the management might
misuse the data

7
CHAPTER IV

RESEARCH METHODOLOGY
CHAPTER IV

RESEARCH METHODOLOGY

Research design

The Research Design used in this study is Descriptive Research Design. Descriptive
research is also called as Statistical Research. The main goal of this type of research is to
describe the data and characteristics about what is being studied. Descriptive research is mainly
done when a researcher wants to gain a better understanding of a topic.

Population size

The total number of employee working in the company is 200. Population means the total
number of working employees in the organization.

Sample size

I have set the sample size as 100. The sample size of a statistical sample is the number of
observation that constitutes it. It is typically denoted as n.

Sampling technique

The sampling technique used in this study is Random Sampling Technique.

Random sampling is the purest form of probability sampling. When there are very large
populations, it is often difficult or impossible to identify every member of the population, so the
pool of available subject becomes biased.

Tools used for data collection

The data are collected through questionnaire.

8
Statistical tools

The statistical tool used here is Simple Percentage Analysis


The Simple Percentage Analysis is used to know the accurate percentages of the data we
took, it is easy to graph out through the percentages. The following are the formula

No of Respondent

Percentage of Respondent = x 100

Total no. of Respondents

From the above formula, we can get percentages of the data given by the respondents.

9
CHAPTER V

ANALYSIS AND INTERPRETATION


CHAPTER V

ANALYSIS AND INTERPRETATION

TABLE 5.1

AGE OF THE RESPONDENTS

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Below 25 years 22 22

26 to 35 years 23 23

36 to 45 years 38 38

above 45 years 16 16

Total 100 100

INFERENCE

From the above table it is inferred that 38% of the respondents who participated in the
survey are between 36-45 years, 23% of them are between 26- 35 years, 22% of them are below
25 years and 16% of them are above 45 years.

10

CHART 5.1
AGE OF THE RESPONDENTS

100
90
80
70
60
percentage 50
40
30
20
10
0
Below 25 26-35 36-45 above 45
particulars

11

TABLE 5.2

GENDER OF THE RESPONDENTS


PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Male 65 65

Female 35 35

Total 100 100

INFERENCE

From the above table it is inferred that inferred that 65% of respondents are male and
35% of respondents are female.

12

CHART 5.2

GENDER OF THE RESPONDENTS


100

90

80

70

60
50
percentage
40
30

20

10

0
Male Female

particulars

13

TABLE 5.3

NUMBER OF YEARS OF SERVICE


PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Below 5 years 25 25

5 to 10 years 31 31

10 to 15 years 33 33

Above 15 years 11 11

Total 100 100

INFERENCE

From the above table it is inferred that 33% of the respondents who participated in the
survey have 10- 15 years of experience, 31% of them have 5- 10 years of experience, 25% of
them have below 5 years of experience and only 11% of them are having above 15 years of
experience.

14

CHART 5.3

NUMBER OF YEARS OF SERVICE


100
90
80
70
60

percentage 50
40
30
20
10
0
Below 5 yrs 5 - 10 yrs 10 - 15 yrs above 15 yrs

particulars

15

TABLE 5.4

MARITAL STATUS
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Married 82 82

Unmarried 18 18

Total 100 100

INFERENCE

From the above table it is inferred that 82% of the respondents who participated in the
survey are married and only 18% of the respondents are unmarried.

16

CHART 5.4

MARITAL STATUS
100

90

80

70

60

percentage 50

40

30

20

10

0
Married Unmarried
particulars

17

TABLE 5.5

EDUCATIONAL STATUS
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Illiterate 0 0

Diploma 6 6

UG 44 44

PG 50 50

Total 100 100

INFERENCE

From the above table it is inferred that 50% of the respondents who participated in the
survey are of PG graduates, 44% are of them are UG graduates, 6% of them are having diploma
and no illiterates are their.

18

CHART 5.5

EDUCATIONAL STATUS
100
90
80
70
60
percentage 50
40
30
20
10
0
Illiterate Diploma UG PG
particulars

19

TABLE 5.6

THE TRAINING METHOD THE RESPONDENTS FEEL MORE COMFORTABLE


PARTICULARS NO.OF RESPONDENTS PERCENTAGE

On the job 0 0

Off the job 0 0

Both 100 100

Total 100 100

INFERENCE

From the above table it is inferred that 100% of the respondents who participated in the
survey feel more comfortable with both on the job training method and off the job training
method.

20

CHART 5.6

THE TRAINING METHOD THE RESPONDENTS FEEL MORE COMFORTABLE


100
90
80
70
60
percentage 50
40
30
20
10
0
On the job Off the job Both
particulars

21

TABLE 5.7

TRAINING PERIOD THAT THE RESPONDENTS HAVE ATTENDED

PARTICULARS NO. OF RESPONDETS PERCENTAGE

20-30 days 0 0

30-40 days 40 40
40-50 days 43 43

More than 50 days 17 17

Total 100 100

INFERENCE

From the above table it is inferred that 43% of the respondents who participated in the
survey have attended the training up to 40- 50 days. 40% of them have attended the training up
to 30-40 days, 70% of them have attended the training period more than 50 days and no one has
attended the training below 30 days.

22

CHART 5.7

TRAINING PERIOD THAT RESPONDENT HAVE ATTENDED


100
90
80
70
60

percentage 50
40
30
20
10
0

particulars

23

TABLE 5.8

PRODUCING OF EXTRA UNITS THAN NORMAL OUTPUT

PARTICULARS NO. OF RESPONDENTS PERCENTAGE


Yes 66 66

No 34 34

Total 100 100

INFERENCE

From the above table it is inferred that 66% of the respondents who participated in the
survey have produced extra units than the normal output and only 34% of the respondents have
not produced any extra units.

24

CHART 5.8

PRODUCTION OF EXTRA UNIT THAN NORMAL OUTPUT


100
90
80
70
60
percentage 50
40
30
20
10
0
yes no
particulars

25

TABLE 5.9

SCALE OF EXTRA OUTPUT

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

5-10 units 6 8.95


10-15 units 37 55.22

15-20 units 19 28.35

More than 20 units 5 7.47

Total 67 100

INFERENCE

From the above table it is inferred that 55.22% of the respondents who participated in the
survey have produced 10- 15 units of output than the normal output. 28.35% of respondents have
produced 15-20 units of output, 8.95 % of the respondents have produced 5-10 units of output
and 7.47% have produced more than 20 units.

26

CHART 5.9

SCALE OF EXTRA OUTPUT


100

90

80

70

60

percentage 50

40

30

20

10

0
5-10 units 10-15 units 15-20 units more than 20
units
particulars

27

TABLE 5.10

REST TIME IN BETWEEN WORK HOURS

PARTICULARS NO.OF RESPONDENTS PERCENTAGE


Yes 100 100

No 0 0

Total 100 100

INFERENCE

From the above table it is inferred that the entire respondents wants rest time in between
the working hours and no one wants any work without the rest time.

28

CHART 5.10

REST TIME IN BETWEEN WORK HOURS


100
90
80
70
60
percentage 50
40
30
20
10
0
Yes No
particulars

29

TABLE 5.11

INTERVAL TIME THE RESPONDENTS WILL TAKE IN THEIR WORK HOURS

PARTICULARS NO. OF RESPONDENTS PERCENTAGE


10-15 minutes 0 0

15-20 minutes 5 5

20-30 minutes 95 95

More than 30 minutes 0 0

Total 100 100

INFERENCE

From the above table it is inferred that 95% of the respondents who participated in the
survey will take their interval time for 20- 30 minutes, 5% of them take interval time for 15- 20
minutes and no person wants to take interval time for 10- 15 minutes and more than 30 minutes.

30

CHART 5.11

INTERVAL TIME THE RESPONDENTS WILL TAKE IN THEIR WORK HOURS


100
90
80
70
60
percentage 50
40
30
20
10
0
10-15 minutes 15-20 minutes 20-30 minutes more than 30
minutes
particulars

31

TABLE 5.12

BASIS FOR INCENTIVES

PARTICULARS NO. OF RESPONDENTS PERCENTAGE


Target achieved 98 98

Extra time 2 2

Total 100 100

INFERENCE

From the above table it is inferred that 98% of the respondents who participated in the
survey gets the incentive according to their target achieved and rest 2% of the respondents gets
the incentive through extra time.

32

CHART 5.12

INCENTIVES PROVIDED TO THE RESPONDENTS


100
90
80
70
60
percentage 50
40
30
20
10
0

particulars

33

TABLE 5.13

INCREASE IN MORALE THROUGH INCENTIVES

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Yes 100 100


No 0 0

Total 100 100

INFERENCE

From the above table it is inferred that 100% of the respondents who participated in the
survey increases their morale through getting the incentives.

34

CHART 5.13

INCREASE IN MORALE THROUGH INCENTIVES


100
90
80
70
60
percentage 50
40
30
20
10
0
Yes No
particulars

35

TABLE 5.14

TECHNIQUE OF MOTIVATING THE RESPONDENTS SKILL

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Through training 73 73
Satisfying the employees 0 0

Through providing 6 6
incentives

Good working environment 21 21

Total 100 100

INFERENCE

From the above table it is inferred that 73% of the respondents who participated in the
survey gets their skill motivated through training, 21% of them gets motivated because of good
working environment, 6% of them gets motivated through providing incentives.

36

CHART 5.14

TECHNIQUE OF MOTIVATING THE RESPONDENTS SKILL


100
90
80
70
60
percentage 50
40
30
20
10
0

particulars

37

TABLE 5.15

PERIODS TO RECORD THE PERFORMANCE

PARTICULARS NO. OF RESPONDENT PERCENTAGE


Hourly 50 50

Daily 50 50

Weekly 0 0

Monthly 0 0

Total 100 100

INFERENCE

From the above table it is inferred that 50% of the respondents who participated in the
survey are telling that the performance are recorded hourly and rest 50% of them are telling that
the performance are recorded daily.

38

CHART 5.15

PERIODS TO RECORD THE PERFORMANCE


100
90
80
70
60
percentage 50
40
30
20
10
0
Hourly Daily Weekly Monthly
particulars

39

TABLE 5.16

PREFERENCE OF THE TYPE OF TRADITIONAL TECHNIQUE

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Graphic rating scale 72 72


Ranking method 28 28

Paired comparison method 0 0

Force distribution method 0 0

Checklist method 0 0

Total 100 100

INFERENCE

From the above table it is inferred that 72% of the respondents who participated in the
survey prefer graphic rating scale and the rest 28% of them prefer ranking method.

40

CHART 5.16

PREFERNCE OF THE TYPE OF TRADITIONAL TECHNIQUE


100
90
80
70
percentage 60
50
40
30
20
10
0

particulars

41

TABLE 5.17

PREFERENCE OF WORKING HOURS


PARTICULARS NO. OF RESPONDENTS PERCENTAGE

8 hours 84 84

9 hours 16 16

10 hours 0 0

More than 10 hours 0 0

Total 100 100

INFERENCE

From the above table it is inferred that 84% of the respondents who participated in the
survey prefer to do the work for 8 hours daily, 16 % of the respondents prefer to do the work for
9 hours daily.

42

CHART 5.17

PREFERENCE OF WORKING HOURS DAILY


100
90
80
70
60
percentage 50
40
30
20
10
0
8 hours 9 hours 10 hours More than 10
hours
particulars

43

TABLE 5.18

PREFERENCE OF NUMBER OF SHIFTS

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

1 0 0
2 43 43

3 57 57

Total 100 100

INFERENCE

From the above table it is inferred that 57% of the respondents who participated in the
survey wants 3 shifts in a day and 43% of them wants 2 shifts in a day and no one wants one day
shift.

44

CHART 5.18

PREFENCE OF NUMBER OF SHIFTS


100

90

80

70

60

percentage 50

40

30

20

10

0
1 2 3
particulars

45

TABLE 5.19

ACHIEVEMENT OF SET TARGET

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Yes 100 100


No 0 0

Total 100 100

INFERENCE

From the above table it is inferred that 100% of the respondents who participated in the
survey have achieved the set targets and no one is there who have not achieved the set target.

46

CHART 5.19

ACHIEVEMENT OF SET TARGET


100
90
80
70
60
percentage 50
40
30
20
10
0
Yes No
particulars

47

TABLE 5.20

THE PROMOTION STRATEGY ADOPTED BY THE COMPANY

PARTICULARS NO. OF RESPONDENTS PERCENTAGE


Seniority 11 11

Merit 88 88

Seniority cum merit 1 1

Total 100 100

INFERENCE

From the above table it is inferred that 88% of the respondents who participated in the
survey wants the promotion strategy to be in merit basis and 11% of them wants on the basis of
seniority and 1% wants on the basis of seniority cum merit basis.

48

CHART 5.20

THE PROMOTION STRATEGY ADOPTED BY THE COMPANY


100
90
80
70
60
percentage 50
40
30
20
10
0

particulars

49

TABLE 5.21

RATING OF TREATMENT OF MANAGEMENT

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Good 60 60
Poor 40 40

Total 100 100

INFERENCE

From the above table it is inferred that 60% of the respondents who participated in the
survey rate the top level management good on treating the respondents problem fairly and 40%
of them rate the top level management poor on treating the respondents problem fairly.

50

CHART 5.21

RATING OF TREATMENT OF MANAGEMENT


100
90
80
70
60
percentage 50
40
30
20
10
0
Good Poor

particulars

51

TABLE 5.22

THE TYPE OF FEEDBACK PROVIDED BY THE TOP LEVEL MANAGEMENT


PARTICLARS NO. OF RESPONDENTS PERCENTAGE

Positive 31 31

Negative 0 0

Both 69 69

Total 100 100

INFERENCE

From the above table it is inferred that 69% of the respondents who participated in the
survey gets both negative and positive feedback and 31% of the respondents gets positive
feedback.

52

CHART 5.22

THE TYPE OF FEEDBACK PROVIDED BY THE TOP LEVEL MANAGEMENT


100
90
80
70
60
percentage 50
40
30
20
10
0

particulars

53

TABLE 5.23

INCREASE IN PRODUCTIVITY THROUGH APPRAISAL

PARTICULARS NO. OF RESPONDENTS PERCENTAGE


0-5% 1 1.49

5-10% 39 58.21

10-15% 27 40.29

15-20% 0 0

Total 67 100

INFERENCE

From the above table it is inferred that 58.21% of the respondents who participated in the
survey has increased the level of production capacity up to 5- 10% through getting the appraisal.
40.29% of the respondents have increased the production capacity up to 10-15% and 1.49% of
the respondents has increased the production capacity up to 0-5%.

54

CHART 5.23

INCREASE IN PRODUCTIVITY THROUGH APPRAISAL


100
90
80
70
60
percentage 50
40
30
20
10
0
0-5% 5-10% 10-15% 15-20%
particulars

55

CHAPTER VI
FINDINGS, SUGGESTIONS AND
CONCLUSION
CHAPTER VI

FINDINGS
1. 38% of the respondents are between the age of 35-45 years and 23% of the respondents
are under the age of 26 to 35 years and below 25 years.
2. From the respondents 65% are male and 35% are female.
3. 33% of the respondents have 10 to 15 years of service, 31% of the respondents have 5 to
10 years of service and 25% of the respondents have below 5 years of service.
4. 82% of the respondents are married and 18% of the respondents are unmarried.
5. 50% of the respondents are PG graduate and 44% of the respondents are UG graduate.
6. From the respondents 100% of employees feel more comfortable with both on the job and
off the job training method.
7. 43% of the respondents have attended the training for 40 to 50 days and 40% of the
respondents have attended the training for 30 to 40 days.
8. From the respondents 66% of them have produced extra units than the normal output and
37% of them have not produced the extra unit than the normal output.
9. 55.22% of respondents have produced extra units for 10- 15 units and 28.35% of them
have produced extra units for 15-20 units.
10. From the respondents 100% of employees felt of having rest time in between the work
hours.
11. 95% of the respondents will take 20 to 30 minutes of interval time in their work hours.
12. 98% of the respondents get their incentives through their target achieved and only 2% of
them get their incentives through extra time.
13. From the respondents 100% of them have increased their morale through incentives
provided.
14. 73% of the respondents are motivated through training and 21% of the respondents are
motivated through good working environment.

56

15. 50% of the respondents are telling that periods are kept hourly to record the performance
and 50% of them are telling that the periods are kept daily.
16. 72% of the respondents opted for graphic rating scale as the traditional technique and
28% of them opted for ranking method.
17. From the respondents 84% of them have the opinion of doing the work for 8 hours daily
and 16% have the opinion of doing the work for 9 hours daily.
18. 57% of the respondents prefer 3 shifts in a day and 43% of them prefer 2 shifts in a day.
19. From the respondents 100% of them achieved the set targets.
20. 88% of the respondents have opted for merit as the promotion strategy they prefer in the
company and 11% of them opted for seniority as the promotion strategy.
21. From the respondents 60% of them have rated the company as good in solving the
problems fairly by the top level management and 40% of them rated as poor.
22. 69% of the respondents say’s that both positive and negative feed back is provided by the
top level management and 31% says that only positive feedback is provided by the top
level management.
23. From the respondents 58.21% of them are telling that 5 to 10 % of production capacity
has increased for them through getting the appraisal and 40.29% of them say’s that 10 to
15% of production capacity has increased for them.

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SUGGESTION

 Exemplary rewards should be given for unique achievements of the employees


 All the employees should be given a chance in decision making.
 Proper interaction with seniors should be there.
 Effective training and development programs should be held.
 Proper feedback should be given to the management cadre staff at fixed time periods.
 Suggestion and innovation can be encouraged in order to increase the confidence level of
the employees
 The company should concentrate more on individual development.
 The promotion strategy can be of seniority basis because of well experienced employees..
 In order to reduce the problems proper communication is necessary.
 Modern techniques of performance appraisal can also be followed by the company.
 The management should have mutual relationship with the employees to accept his
general opinion of the company.

 The company can provide payment according to the experience and performance of the
employees. The pay structure can be revised by comparing the company’s pay structure
with other local firms.

 To enhance better productivity and create a healthy work setup, the present working
conditions like canteen facilities, planting trees, etc. should be improved adequately.

58

CONCLUSION
The research done entitled “A study on EFFECTIVENESS OF THE PERFORMANCE
APPRAISAL AT BIOPOLYMER PRODUCTS AND RESEARCH CENTER,” will give an
overview on the appraisal of the employees given by the company and the satisfaction of the
employees towards this appraisal. The suggestions given in the research are drawn after proper
analysis of the data collected through questionnaires and the company can implement these
suggestions wherever applicable to retain the satisfaction of employees. This research will
provide as a tool for further research for researchers and students in future. The research has
given me a clear idea on the effectiveness of the performance appraisal of the company and the
opinion of the employees towards their appraisal.

59
BIBLIOGRAPHY

BIBLIOGRAPHY
Books

 C.R.Kothari - “Research Methodology”-Second edition- Wishwa Prakashan publishers.


 V.S.P.Rao - Human Resource Management

Websites

 http://www.google.com
 http://www.global–infonet.com

60
ANNEXURE
A STUDY ON THE EFFECTIVENESS OF PERFORMANCE
APPRAISAL WITH REFERENCE TO BIOPOLYMER
PRODUCTS AND RESEARCH CENTER, KANJIKODE,
PALAKKAD

QUESTIONNAIRE

1. Name :

2. Designation :

3. Age : □ below 25 years □ 26 to 35 years

□ 36 to 45 years □ above 45 years

4. Gender : □ male □ female

5. Number of years of service: □ below 5 years □ 5 to 10 years

□ 10 to 15 years □ above 15 years

6. Marital status : □ married □ unmarried

7. Educational status : □ illiterate □ diploma

□ UG □ PG

8. Which of the training method you feel more comfortable?

□ on the job □ off the job □ both

61

9. Duration of training that you have attended?

□ 20- 30 days □ 30- 40 days


□ 40- 50 days □ more than 50 days61

10. Have you ever produced extra units than your normal output?

□ yes □ no

11. If yes, mention the scale

□ 5- 10 units □ 10- 15 units

□ 15- 20 units □ more than 20 units

12. Have you ever felt of having rest time in between the work hours?

□ yes □ no

13. How much interval time you will take in your work hour?

□ 10- 15 minutes □ 15- 20 minutes

□ 20- 30 minutes □ more than 30 minutes

14. On what basis the incentives are provided to you?

□ target achieved □ extra time

15. Whether the incentives provided to you increases your morale?

□ yes □ no

62

16.How the company is motivating your skill?

□ through training
□ satisfying the employees

□ through providing incentives

□ good working environment

17. How the periods are kept to record the performance?

□ hourly □ daily

□ weekly □ monthly

18. Mention the type of traditional technique that you prefer the most?

□ graphic rating scale

□ ranking method

□ paired comparison method

□ force distribution method

□ checklist method

19. How much time you prefer to do the work daily?

□ 8 hours □ 9 hours

□ 10 hours □ more than 10 hours

20. Number of shifts in a day you prefer in your company?

□1 □2 □3

63

21. Whether the set targets are achieved?

□ yes □ no
22. Which promotion strategy is better for your company?

□ Seniority

□ Merit

□ Seniority cum merit

23. How do you rate the top level management on treating your problems fairly?

□ good □ poor

24. Which type of feedback is provided by the top level management?

□ Positive □ negative □ both

25. Through getting the appraisal how much the production capacity has increased for you?

□ 0- 5% □ 5- 10%

□ 10- 15% □ 15- 20%

64