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I here by declare that the project report entitled “PERFORMANCE APPRAISAL” is submitted by me.it has not been submitted earlier to this or any other university for the award the any degree or diploma or prize
PROJECT ASSOCIATE: SABREEN SULTANA (Reg: 0929159) Signature:
CERTIFICATE This is to certify that the following student with the name Miss Md Sabreen Sultana bearing the H.T.NO:0929159 from CRESCENT SCHOOL OF BUSINESS,CHENNAI has successfully completed the project title PERFORMANCE APPRAISAL as part of the course curriculum in our organization.
She has done the project during the period JUN -2010 to JULY-2010, under guidance and supervision of Mr.L.O.PRASAD, HR, JOCIL PVT LTD.
She has completed the assigned project well with in the time frame. She is sincere, hardworking and her conduct, during period is commendable. We wish her all the best in her endeavor
ACKNOWLEDGEMENT Firstly, I wish to express my gratitude and thanks to all the people who helped me in making this endeavor a reality. I am grateful to Mr.GANESH. Head of the department of M.B.A for encouraging us t o keep up this project and for giving timely suggestions and his valuable guidance, to make this project a success. My sincere thanks to Dr.perriswamy registrar of B.S.ABDUR RAHMAN UNIVERSITY For giving me opportunity to under go the project work. I sincerely thank to all of my friends whose cooperation and suggestions have helped me in successful completion of this project
3 Limitations of study 2.CONTENTS: (1) INTRODUCTION 1.7 Methods of performance appraisal 2.9 Disadvantages of performance appraisal (3)Industry profile (4) Company profile (5) Data analysis Interpretations (6) Findings and suggestions (7) Bibliography .4 Objectives of performance appraisal 2.2Objectives of the study 2.6 Process of performance appraisal 2.1 Need for the study 2.1 FUNCTIONS OF HRM (2) PERFORMANCE APPRAISAL 2.8 Advantages of performance appraisal 2.5 Importance of Performance appraisal 2.
maintaining and compensating their services in tune with the job and organizational requirement Human resource is a term used to describe the individuals who comprise the workforce of an organization. demanded by corporate management and the greater competitiveness for limited and highly skilled workers. for example. This function title is often abbreviated to the initials Human resources are a relatively modern management term. reflecting the adoption of a more quantitative as well as strategic approach to workforce management. From these terms emerged a largely administrative management activity. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals (i. business sectors or even whole nations. in the first instance in the United States as well as multinational corporations.e. coined in the 1960s The origins of the function arose in organizations that introduced 'welfare management' practices and also in those that adopted the principles of 'scientific management'.the people working there who individually and collectively contributes to the achievement of the objectives of the business. Human resources progressively became the more usual name for this function. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations In simple words. co-coordinating a range of worker related processes and becoming known. in time as the 'personnel function'. although it is also applied in labor economics to. utilizing. HRM means employing people.HUMAN RESOURCE MANAGEMENT Human resource management (HRM) is the strategic and coherent approach to the management of an organization’s most valued assets . developing their capacities. . the human resources).
university-based occupational psychologists. such as in the Ford Motor Company. The role of what became known as Human Resources grew throughout the middle of the 20th century. this spread more sophisticated policies and processes that required more central management via a personnel department composed of specialists and generalist teams. Those professing so-called 'soft HR' stressed areas like leadership. rather than as interchangeable parts. cohesion.History The early development of the function can be traced back to at least two distinct movements. leadership. During the middle of the last century. which developed in response to the demand for ever more efficient working practices within highly mechanized factories. working with. Those promoting 'hard HR' championed more quantitatively rigorous management techniques in the 1960s. Gradually. and their families. where organizations such as Cadburys at its Bourneville factory recognized the importance of looking after the welfare of the workforce. and management development techniques. By 1920. typically those in the United States that emerged after the Second World War. some leading European multinationals. Similarly. Meanwhile. originally developed by the Armed Services. One element has its origins in the late 19th century. larger corporations. training. and loyalty that play important roles in organizational success. Tensions remained between academics who emphasized either 'soft' or 'hard' HR. psychologists and employment experts in the United States started the human relations movement. in the United States the concept of human resources developed as a reaction to the efficiency focus of Taylorism or "scientific management" in the early 1900s. which viewed workers in terms of their psychology and fit with companies. such as Shell and Phillips developed new approaches to personnel development and drew on similar approaches already used in Civil Service training. recruited personnel from the US Military and were able to apply new selection. . for example. The employment of women in factories in the United Kingdom led to the introduction of "Welfare Officers".
at least in larger organizations.In the later part of the last century. etc . consultation. this may have involved little more than renaming the function.g. productivity. substitution. buying in. if sustained. minimum periods of notice. Overstaffing is wasteful and expensive.g. Very importantly. Future staffing needs will derive from: • • • • • • Sales and production forecasts The effects of technological change on task needs Variations in the efficiency.) Variations. regional or trade grants. FUNCTIONS OF HRM There are seven main functions of HR . Initially. organizational change. • • Understaffing loses the business economies of scale and specialization. etc. overstaffing reduces the competitive efficiency of the business. and it is costly to eliminate because of modern legislation in respect of redundancy payments. etc. payroll taxes or their abolition. work study. which respond to new legislation. both the title and traditional role of the personnel function was progressively superseded by the emergence. flexibility of labor as a result of training. Changes in employment practices (e. use of subcontractors or agency staffs. orders. new motivations. Function 1: Manpower planning The penalties for not being correctly staffed are costly. new health and safety requirements Changes in Government policies (investment incentives. e. customers and profits. hiving-off tasks. it became distinguished by the human resources having a more significant influence on the organizations strategic direction and gaining boardlevel representation. of strategic human resources management and sophisticated human resources departments. but where transformation occurred. etc.
Function 2: Recruitment and selection of employees
Recruitment of staff should be preceded by: An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to determine their essential factors) written into a job description so that the selectors know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics are a decided disadvantage;
In the case of replacement staff a critical questioning of the need to recruit at all (replacement should rarely be an automatic process). Effectively, selection is 'buying' an employee (the price being the wage or salary multiplied by probable years of service) hence bad buys can be very expensive. For that reason some firms (and some firms for particular jobs) use external expert consultants for recruitment and selection.
Equally some small organizations exist to 'head hunt', i.e. to attract staff with high reputations from existing employers to the recruiting employer. However, the 'cost' of poor selection is such that, even for the mundane day-to-day jobs, those who recruit and select should be well trained to judge the suitability of applicants.
Function 3: Employee motivation
To retain good staff and to encourage them to give of their best while at work requires attention to the financial and psychological and even physiological rewards offered by the organization as a continuous exercise. Basic financial rewards and conditions of service (e.g. working hours per week) are determined externally (by national bargaining or government minimum wage legislation) in many occupations but as much as 50 per cent of the gross pay of manual workers is often the result of local negotiations and details (e.g. which particular hours shall be worked) of conditions of service are often more important than the basics. Hence there is scope for financial and other motivations to be used at local levels.
As staffing needs will vary with the productivity of the workforce (and the industrial peace achieved) so good personnel policies are desirable. The latter can depend upon other factors (like environment, welfare, employee benefits, etc.) but unless the wage packet is accepted as 'fair and just' there will be no motivation.
Function 4: Employee evaluation:
An organization needs constantly to take stock of its workforce and to assess its performance in existing jobs for three reasons:
To improve organizational performance via improving the performance of individual contributors (should be an automatic process in the case of good managers, but (about annually) two key questions should be posed:
what has been done to improve the performance of a person last year?
And what can be done to improve his or her performance in the year to come?).
To identify potential, i.e. to recognize existing talent and to use that to fill vacancies higher in the organization or to transfer individuals into jobs where better use can be made of their abilities or developing skills.
To provide an equitable method of linking payment to performance where there are no numerical criteria (often this salary performance review takes place about three months later and is kept quite separate from 1. and 2. but is based on the same assessment).
Function 5: Industrial relations
Good industrial relations, while a recognizable and legitimate objective for an organization, are difficult to define since a good system of industrial relations involves complex relationships between: (a) Workers (and their informal and formal groups, i. e. trade union, organizations and their representatives);
(b) Employers (and their managers and formal organizations like trade and professional associations); (c) The government and legislation and government agencies l and 'independent' agencies like the Advisory Conciliation and Arbitration Service.
Function 6: Provision of employee services
Attention to the mental and physical well-being of employees is normal in many organizations as a means of keeping good staff and attracting others. The forms this welfare can take are many and varied, from loans to the needy to counseling in respect of personal problems. Among the activities regarded as normal are:
Schemes for occupational sick pay, extended sick leave and access to the firm's medical adviser; Schemes for bereavement or other special leave; The rehabilitation of injured/unfit/ disabled employees and temporary or permanent move to lighter work; The maintenance of disablement statistics and registers (there are complicated legal requirements in respect of quotas of disabled workers and a need for 'certificates' where quota are not fulfilled and recruitment must take place);
Provision of financial and other support for sports, social, hobbies, activities of many kinds which are work related; Provision of canteens and other catering facilities; Possibly assistance with financial and other aid to employees in difficulty (supervision, maybe, of an employee managed benevolent fund or scheme); Provision of information handbooks, Running of pre-retirement courses and similar fringe activities; Care for the welfare aspects of health and safety legislation and provision of firstaid training.
• • •
understanding and awareness'. clerks. Meet legislative requirements (e. knowledge. training and education in awareness and understanding of the law.). Commonly a split of responsibilities exists under which 'production' or 'engineering' management cares for the provision of safe systems of work and safe places and machines etc. education is 'mind preparation' and is carried out remote from the actual work area. as apprentices. training and development In general. and for the alerting of all levels to new requirements. • • • . etc.).g. training is the systematic development of the attitude. health and safety). Function 7: Employee education.g. Inform people (induction training. Within an organization all three are necessary in order to: • • Develop workers to undertake higher-grade tasks. skill pattern required by a person to perform a given task or job adequately and development is 'the growth of the individual in terms of ability.The location of the health and safety function within the organization varies.. Raise efficiency and standards of performance. pre-retirement courses. Provide the conventional training of new and young workers (e. etc. but HRM is responsible for administration.
disciplinary actions. promotions. cost. and time) typically by the corresponding manager or supervisor performance appraisal is a part of guiding and managing career development. It is the process of obtaining. To improve performance through counseling. performance review.Performance Appraisal A performance appraisal. • • • • . and recording information about the relative worth of an employee to the organization. and suitability for promotion or further training. coaching and development. It is also the judgment of an employee's performance in a job based on considerations other than productivity alone. personal strengths and weaknesses. Performance appraisal is an analysis of an employee's recent successes and failures. etc. analyzing. Objectives of a performance appraisal • • • • Give employees feedback on performance Identify employee training needs Document criteria used to allocate organizational rewards Form a basis for personnel decisions: salary increases. bonuses. employee appraisal. or (career) development discussion is a method by which the job performance of an employee is evaluated (generally in terms of quality. quantity. Provide the opportunity for organizational diagnosis and development Facilitate communication between employee and administration Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements.
Importance of Performance Appraisal Performance appraisals provide employees and managers with opportunities to discuss areas in which employees excel and those in which employees need improvement. and they need not be directly attached to promotion opportunities. areas in which one must improve. Employee Accountability When employees know there will be regularly scheduled evaluations. they realize that they are accountable for their job performance. Feedback Employees need to know when their job duties are being fulfilled and when there are issues with their work performance. Career Path Performance appraisals allow employees and supervisors to discuss goals that must be met to advance within the company. a supervisor and an employee discuss the employee's strengths and weaknesses. This gives the employee individual face time with the supervisor and a chance to address personal concerns. Managers should schedule this communication on a regular basis. . Personal Attention During a performance appraisal review. This can include identifying skills that must be acquired. and educational courses that must be completed. Performance appraisals should be conducted on a regular basis.
great care should be taken to describe the standards. This will help them to understand their roles and to know what exactly is expected from them.Communicate Divisional and Company Goals Besides communicating employees' individual goals. easily understandable and in measurable terms. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives. The standards set should be clear. The employees should be informed and the standards should be clearly explained to the. In case the performance of the employee cannot be measured. Process of Performance Appraisal ESTABLISHING PERFORMANCE STANDARDS The first step in the process of performance appraisal is the setting up of the standards which will be used to as the base to compare the actual performance of the employees. The standards should also be communicated to the appraisers or the evaluators and if required. . COMMUNICATING THE STANDARDS Once set. it is the responsibility of the management to communicate the standards to all the employees of the organization. the standards can also be modified at this stage itself according to the relevant feedback from the employees or the evaluators. employee appraisals provide the opportunity for managers to explain organizational goals and the ways in which employees can participate in the achievement of those goals.
This stage requires the careful selection of the appropriate techniques of measurement. The comparison tells the deviations in the performance of the employees from the standards .MEASURING THE ACTUAL PERFORMANCE The most difficult part of the Performance appraisal process is measuring the actual performance of the employees that is the work done by the employees during the specified period of time. It is a continuous process which involves monitoring the performance throughout the year. COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE The actual performance is compared with the desired or the standard performance. taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an employees work.
A major drawback of the method is the inseparability of the bias of the evaluator. the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus. The result can show the actual performance being more than the desired performance or. or the related HR decisions Traditional Methods of Performance Appraisal ESSAY APPRAISAL METHOD This traditional form of appraisal. The purpose of the meeting should be to solve the problems faced and motivate the employees to perform better. It includes recalling. 2. STRAIGHT RANKING METHOD This is one of the oldest and simplest techniques of performance appraisal. The description is an evaluation of the performance of any individual based on the facts and often includes examples and evidences to support the information. evaluating and analysis of data related to the employees’ performance. The results. It is quite useful for a comparative evaluation . DECISION MAKING The last step of the process is to take decisions which can be taken either to improve the performance of the employees. the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. take the required corrective actions. The focus of this discussion is on communication and listening. DISCUSSING RESULTS The result of the appraisal is communicated and discussed with the employees on oneto-one basis. In this method. The feedback should be given with a positive attitude as this can have an effect on the employees’ future performance. also known as "Free Form method" involves a description of the performance of an employee by his superior. the actual performance being less than the desired performance depicting a negative deviation in the organizational performance.set.
The drawback of this method is that the supervisor has to note down the critical incidents and the employee behaviour as and when they occur. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees. 7. For example a trait like Job Knowledge may be judged on the range of average. 5. a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. above average. PAIRED COMPARISON A better technique of comparison than the straight ranking method. FIELD REVIEW In this method. After all the comparisons on the basis of the overall comparisons. CRITICAL INCIDENTS METHODS In this method of Performance appraisal.3. It includes both negative and positive points. A major drawback of this method is that it is a very time consuming method. one at a time. 4. this method compares each employee with all others in the group. GRAPHIC RATING SCALE In this method. CHECKLIST METHOD The rater is given a checklist of the descriptions of the behaviour of the employees on job. 6. the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents. The factors taken into consideration include both the personal characteristics and characteristics related to the on the job performance of the employees. the evaluator is asked to . an employee’s quality and quantity of work is assessed in a graphic scale indicating different degrees of a particular trait. the employees are given the final rankings. outstanding or unsatisfactory FORCED DISTRIBUTION To eliminate the element of bias from the rater’s ratings. But this method helps to reduce the superiors’ personal bias.
BEHAVIORALLY ANCHORED RATING SCALES Behaviorally Anchored Rating Scales (BARS) is a relatively new technique which combines the graphic rating scale and critical incidents method. career orientation etc. Modern Methods of Performance Appraisal ASSESSMENT CENTRES - An assessment centre typically involves the use of methods like social/informal events. the qualities like inter personal relationships. planning and organizing capabilities. tests and exercises. The major competencies that are judged in assessment centers are interpersonal skills. an employee’s actual job behavior is judged against the desired behavior by recording and comparing the behavior with BARS. motivation. employees are given an assignment similar to the job they would be expected to perform if promoted.distribute the employees in some fixed categories of ratings like on a normal distribution curve. These statements are developed from critical incidents. assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. . In this method. intellectual capability. Developing and practicing BARS requires expert knowledge. Generally. job knowledge etc). adaptability and reliability. The trained evaluators observe and evaluate employees as they perform the assigned jobs and are evaluated on job related characteristics. It consists of predetermined critical areas of job performance or sets of behavioral statements describing important job performance qualities as good or bad (for eg. The rater chooses the appropriate fit for the categories on his own discretion. assessment centres are also an effective way to determine the training and development needs of the targeted employees.
induction and training costs etc whereas their contribution includes the total value added (in monetary terms). An important part of the MBO is the measurement and the comparison of the employee’s actual performance with the concept of ‘Management by Objectives’ (MBO) was first given by Peter Drucker in 1954. Human resource accounting method tries to find the relative worth of these assets in the terms of money. The essence of MBO is participative goal setting. The difference between the cost and the contribution will be the performance of the employees. The cost of employees include all the expenses incurred on them like their compensation. The essence of MBO is participative goal setting. the standards to be taken as the criteria for measurement of their performance and contribution and deciding the course of action to be followed. the employees set their goals to be achieved. An important part of the MBO is the measurement and the comparison of the employee’s actual performance with the standards set. when employees . the employees set their goals to be achieved. the standards to be taken as the criteria for measurement of their performance and contribution and deciding the course of action to be followed. In this method the Performance appraisal of the employees is judged in terms of cost and contribution of the employees. choosing course of actions and decision making.HUMAN RESOURCE ACCOUNTING METHOD Human resources are valuable assets for every organization. the contribution of the employees should be greater than the cost incurred on them. Ideally. MANAGEMENT BY OBJECTIVES The concept of ‘Management by Objectives’ (MBO) was first given by Peter Drucker in 1954. It can be defined as a process whereby the employees and the superiors come together to identify common goals. recruitment and selection costs. It can be defined as a process whereby the employees and the superiors come together to identify common goals. choosing course of actions and decision making. Ideally.
.themselves have been involved with the goal setting and the choosing the course of action to be followed by them. understand their objectives to be achieved and thus help in the achievement of organizational as well as personal goals. they are more likely to fulfill their responsibilities. THE MBO PROCESS UNIQUE FEATURES AND ADVANTAGES OF MBO The principle behind Management by Objectives (MBO) is to create empowered employees who have clarity of the roles and responsibilities expected from them.
superior’s ability to delegate the work.360 Degree Performance Appraisals 360 degree feedback. co-operation and sensitivity towards others.anyone who comes into contact with the employee and can provide valuable insights and information or feedback regarding the "on-the-job" performance of the employee. managers (i. customers. and judge his own performance. 360 degree appraisal has four integral 1.e. Subordinates appraisal gives a chance to judge the employee on the parameters like communication and motivating abilities. suppliers/ vendors . is the most comprehensive appraisal where the feedback about the employees’ performance comes from all the sources that come in contact with the employee on his job. the correct feedback given by peers can help to find employees’ abilities to work n a team. 360 degree respondents for an employee can be his/her peers. Superior’s appraisal forms the traditional part of the 360 degree performance appraisal where the employees’ responsibilities and actual performance is rated by the superior. . leadership qualities etc.Self 2Superior’s 3Subordinate’s 4. Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses. subordinates. also known as 'multi-rater feedback'. superior). Also known as internal customers.Peer components: appraisal appraisal appraisal appraisal. his achievements. team members.
360 degree performance appraisal is also a powerful developmental tool because when conducted at regular intervals (say yearly) it helps to keep a track of the changes others’ perceptions about the employees. It provides a "360-degree review" of the employees’ performance and is considered to be one of the most credible performance appraisal methods. This technique is being effectively used across the globe for performance appraisals. and Reliance Industries etc. . Some of the organizations following it are Wipro.Self assessment is an indispensable part of 360 degree appraisals and therefore 360 degree Performance appraisal have high employee involvement and also have the strongest impact on behavior and performance. A 360 degree appraisal is generally found more suitable for the managers as it helps to assess their leadership and managing styles. Infosys.
This means Heads of Department do need to form an overview of the issues raised by their staff and if appropriate feed these into the planning process. Appraisal should result in: Benefits for the individual: • Gaining a better understanding of their role • Understanding more clearly how and where they fit in within the wider picture • A better understanding of how performance is assessed and monitored • Getting an insight into how their performance is perceived • Improving understanding of their strengths and weaknesses and developmental needs • Identifying ways in which they can improve performance • Providing an opportunity to discuss and clarify developmental and training needs • Understanding and agreeing their objectives for the next year. staff must see the process attempting to meet their needs. • An opportunity to discuss career direction and prospects. . Benefits to the line manager/supervisor/team leader: • Opportunities to hear and exchange views and opinions away from the normal pressure of work • An opportunity to identify any potential difficulties or weaknesses • An improved understanding of the resources available • An opportunity to plan for and set objectives for the next period • An opportunity to think about and clarify their own role • An opportunity to plan for achieving improved performance • An opportunity to plan for further delegation and coaching • An opportunity to motivate members of the team.Benefits of Performance Appraisal If appraisal is to be effective. otherwise the system will not work.
there are downsides to traditional performance appraisals. which in turn can be used as a reward or a motivational tool. both of which have limited perspectives. supervisors and those whom the supervisee is responsible for overseeing. customers. As with any situation. . goal completion and projects accomplished by an employee. As an alternative. If a manager is busy supervising several people. clients. many industries today are utilizing 360-degree feedback. limited perspectives lead to a limited amount of information by which to judge performance. then there will be limited time to take in the full scope and practice of the performance of the supervisee. One Sided Input Traditional performance appraisals involve a supervisor and supervisee. While the structure of performance appraisals offers a way for giving constructive feedback to employees.Benefits to the organisation: • A structured means of identifying and assessing potential • Up-to-date information regarding the expectations and aspirations of employees • Information on which to base decisions about promotions and motivation • An opportunity to review succession planning • Information about training needs which can act as a basis for developing training plans • Updating of employee records (achievements. as well as tasks and other projects. new competencies etc) • Career counselling • Communication of information Disadvantages of performance appraisal Performance appraisals are usually part of a yearly review process in which a supervisor reviews the job performance. which takes into account the relationships that an employee has with peers.
While this is important. Having more consistent interaction when it comes to feedback between management and supervisees can help reduce the fear. Qualitative benchmarks involve the completion of personal or professional goals and the stories of how the supervisee utilized opportunities to lead by example and proactively implement the values and mission of the organization. but not both. feedback forms that are utilized in performance appraisals only use quantitative or qualitative measures. This is a disadvantage in that supervisees generally live in fear and experience anxiety when their review time comes up. such as how many projects. This adds to the stress of the review . Quantitative appraisals mainly measure numbers.Forms Only Give Quantitative or Qualitative Data Many times. anxiety and wondering about a raise. since money is a limited resource in any organization. the employee naturally will want to bargain for more money focusing on their strengths and the management will want to emphasize the constructive areas of performance evaluation in order to keep from giving raises. how many were on time. there are other things to take into consideration. Once-a-Year Raises Performance appraisals are usually done once a year and are connected to an increase in salary. Furthermore. Listening to the stories of what has happened over the past year and looking at numbers and outcomes will result in a clearer picture of what the value of the employee is to the organization.
west Godavari dist on 20-02-78. The area was declared as backward one by the Government of Andhra Pradesh. Italy.Narasaraopet highway. from Vijayawada. etc. Toilet soaps. INITIAL INVESTMENT: The company has set up Es.Ballastra (INDIA) Limited. It is only 15 KM from Guntur and it on Guntur . Bombay with technology and equipment of CMD. HISTORY OF JOCIL LIMITED JOCIL LIMITED is situated at Dokiparru. Bombay with the technologies of Italy. Ballastra (INDIA) Limited . Further in july 1992 its logo has been changed as JOCIL limited after organizing the whole shares were hold by the company.The Government has given permission for the manufacture of processed fatty acids and individual fatty acids with actual licensed capacity of 9000 metric tons and glycerin with the licensed capacity of 9000 metric tons and toilets soaps with a licensed capacity of 5000 metric From time to time the company received letters from the Department . Ballestra(INDIA) Limited ..33crores Fatty acids and soap project on turn they basis through M/s. Main products of the company are fatty acids and toilet soaps. In 1982 40% of shares were held by Jaya Lakshmi factories and the name was changed as JayaLakshmi oil and chemical industries limited. Fatty acids and soaps projects were set up on turnkey basis through M/s.. Tanuku. It is only 45 km.The Andhra Pradesh oil and chemical industries LIMITED as a joint venture. Italy. Main products of the company are fatty acids. Glycerin. LOCATION OF THE COMPANY: The company is located at Dokiparru in Medikonduru Mandal of Guntur District in the state of Andhra Pradesh. It is well connected by both rail and road transportation.COMPANY PROFILE The JOCIL Limited was incorporated by JayaLakshmi group of industries. which is in Medikonduru Mandal of Guntur District of Andhra Pradesh. The equipment was supplied by Messrs. which is industrially located. Bombay with technology and equipment of CMB..
Safety. JOCIL Limited was incorporated in 20th February . and toilet soaps 15000 metric tons In JOCIL the number of workers employed were 451. To have Concern for Employees. To be a Successful Profit Making Organization. Ministry of industry. 2. Quality 2 . The company’s name has been subsequently changed from JayaLakshmi Oil and chemical industries Limited to JOCIL Limited with effect from 17 th September. 4. 1978 with the name of Andhra Pradesh oil and chemical industries limited. Siris Agro limited. JOCIL Limited is a subsidiary of the Andhra Sugars Limited.of industrial Development. To Conduct its Operations with Honesty. Glycerin is 1800 metric tons. Vegetable Vitamin and fats limited. 3. The present licensed capacity of fatty acid is 37500 metric tons. The some of the main competitors of JOCIL are Godrej. development POLICIES AND PHILOSOPHY OF JOCIL LIMITED: The company has well defined policies for 1. To care for the Environment and the World in which we live. Tanuku. Integrity and Transparency. Customers and Business Associates. . Governments of India. 5 To Serve Society through Industry. This was a joint venture with Andhra Pradesh Industrial corporation (APIDC) and was Andhra Pradesh Oil and chemical industries Limited was changed into JayaLakshmi Oil and chemical Industries Limited. Consumer Safety 3. Shareholders. New Delhi. To be the Market Leader in its Field of Operations through Continual Improvement in Efficiency and Quality of Products & Services. Health and Environment (SHE) Company’s Philosophy: 1. 6. 1992.
Enhancing the annual licensed capacity of fatty acids.3 Crores the industrial license is not required for setting of this project. ministry of industries. This enhanced capacity came into operation. Government of India. The company received letter of intent from department of industrial development.OBJECTIVE OF JOCIL LIMITED: The main objective of the company is to manufacture fatty acids and toilet soaps.3.T per annum to15. holding company) Public Institutions: (ICICI & ISEC) Face value of share: Profile of the Jocil limited Nature of unit 33. Glycerin and toilet soap. Industrial licensing & shareholders pattern As the value of fixed assets envisaged in the project is less than Rs. New Delhi Bering No. The company has been registered with directorate general of technical development (DGTD) Government of India.63% Rs 10/.02% .510 MT with effect from February. 1991. The company has implemented this letter by increasing installation capacity of Fatty acids paint from 6.DGTD/HQ/D-S-/R-4733/C26 (N)/SE/79 with their letter dated 21-05-1979 and 31-03-1990 for the manufacture of 1 2 3 Processed fatty acids / Industry fatty acids Glycerin Toilet soaps 9000 900 5000 Share holders pattern: 31-03-1997 Promoters (The Andhra sugars limited.each Small scale unit Manufacturing 55.205 M. New Delhi.
Director SENIOR EXECUTIVES Sri P. Hyderabad Guntur REGISTERED OFFICE & FACTORY: JOCIL LIMITED.) Shri Subbarao V..Director . Mullapudi Harischandra Prasad Shri Jagarlamudi Murali Mohan Shri Pendyala Narendranath Chowdary Shri Mullapudi Thimmaraja Shri Yelamarti Narayanarao Chowdary Shri Vuppalapati Seetharama Raju Shri Kandimalla Srinivasa Rao Shri M. Dokiparru.Chairman . Tipirneni .Managing Director . IAS (Retd..Director . Guntur – 522019 Andhra Pradesh .Director . Kesavulu Reddy President & Secretary BANKERS: Andhra Bank State Bank of India Guntur Guntur AUDITORS: Brahmaiah & Co.ORGANIZATIONAL STRUCTURE OWNERSHIP AND MANAGEMENT:BOARD OF DIRECTORS: Dr.Director .Director .Director . Gopalakrishna. COST AUDITORS: Narasimha Murthy & co.
44.20 crores sanctioned by State Bank of India for power plant as requirements were met with the internal reserves generated form the operations.05. The Company has not availed the term loan of Rs. payment of dividend of 50% (taxable) on the equity share capital of Rs.981/.03 lakhs.67.750/amounting to Rs. a 100 tpd capacity fractional distillation plant was set up to improve the range and quality of fatty acids produced.FOREIGN EXCHANGE EARNINGS AND OUT GO: There were no foreign exchange earnings during the year.6. the Board of Directors has been pleased to recommend for the approval of the Company. In previous year the company exported crude glycerin and earned foreign exchange equivalent to Rs.220.127.116.11.56. During the year.4. The reduction in customs duty has promoted many users to import their requirements instead of depending on the indigenous supplies. FUTURE OUTLOOK: The competition in the Fatty Acid industry continues to be severe.940/-). BIOMASS POWER: .(previous year Rs.519/-.93.8. spares during the year resulting in foreign exchange auto equipment to Rs. FINANCE: The company is regular in repaying the instalments of principal and interest on the loan of Rs.80 Crores obtained from Andhra Bank for power plant. DIVIDEND: Considering the profitability of the company. In the previous year the Company paid a total dividend of 50% on equity share capital. The company improved raw materials.
66 Total 15. This being so.00 10. the Company is restricted in choosing its customer as AP TRANSCO is not accepting charges in the schedule of customers to power purchase and wheeling agreement. Subsequently. APERC by its order dated 24th March. In view of these problems.The Company has been making third party sale of surplus power as per the benefits offered at the time of setting up of Biomass co-generation power plant. improved products quality. 2001. Again. Enhancing capabilities through use of latest technology in fatty acids. Expenditure of R & D Rs.4%in kind and 50 Ps. quantity and conservation of utilities. Specific areas in which R & D carried out by the company quality improvements of the products and efficient use of utilities. AP TRANSCO is also offering discounts up to 25% of energy charges on the increased power consumption to attract the consumers away from private generators. RESEARCH AND DEVELOPMENT (R & D) 1. Andhra Pradesh Electricity Regulatory Commission. plant. In Lakhs 2006-2007 2005-2008 a) Capital 4. Hyderabad (APERC) has prohibited third party sales by its order dated 20th June. the Company is planning to sell the entire surplus power to AP TRANSCO in spite of obtaining stay on the order of APERC for third party sales and increase in wheeling charges. Per kWh in cash. Benefits derived as a result of the above (R & D). 3.95 Total R & D expenditure as a percent of turnover 0. 4. 2.33 0. The Company has in turn obtained stay order from the Honorable High Court to continue third party sales.33 10.26 0.10 Future plan of actions Utilization of various field residues as fuel in power Marketing . 2002 has increased wheeling charges from 2% in kind to 28.29 b) Recurring 11.
No of advertising is done by the fatty acids. and directly from the factory.20 Crores respectively for setting up 6MR Biomass cogeneration power plant in the existing premises.80 Crores and Rs. Financial Jocil Ltd purchased equipment form IFCI on completions of leas period. as they are manufacturers on the contract basis of HLL no advertising is required. the company does not allocate any amount on advertisement and the consumers come to the depots of factory and place their orders in the case of soaps. Jocil leads only with the soap products and the marketing & advertising is taken over by HLL. chemicals. JOCIL is a leading manufacturer of all kinds of Fatty Acids. 5. Delhi. JOCIL supplies soap noodles of Margo brand to Calcutta Chemicals Company. 2. during the year term loan from Andhra Bank was drawn and utilized. Andhra Bank and state bank of India have sanctioned term loans of Rs 8. JOCIL’s production of quality goods is due to the following factors . Kolkata. the company expects to drawn the amount of SBI in the current year..The company mainly markets its products form its depots held at Bombay. PERFORMANCE AND ACHIEVEMENT OF JOCIL: 1. JOCIL supplies Fatty Acids to meet their specific requirements of Stearic Acid Oleic Acid etc. plastics etc. As it is an industrial product. The prices are fixed basing on its competitors and the variations in the prices of ram materials. JOCIL supplies different grades of stearic acid and other fatty acids to other manufacturing companies of pharmaceuticals. 6. It also manufactures soaps. 3. and bangalore. 4.3.JOCIL manufactures soaps on contract basis to HLL.
refined glycerin and other fatty acid pitches fall under the category of industrial goods where as soaps come under the category of consumer goods. The products manufactured are of international standards to suit different industrial users. The following are the different kinds of fatty acids. Industrial Goods (chemical) 2. which can be manufactured in Jocil. Jocil is manufacturing two types of products. coconut oils. 1.. (e) Toilet soaps and glycerin are manufactured as per BISC (formerly known as ISI) Standards. 1. (b) The processing and purification of Fatty Acids is done by using latest technology. (g) It maintains international standards in manufacturing its products so as to suit different kinds of industrial PRODUCTS OF JOCIL: Jocil has set up a modern plant for the manufacturing of fatty acids.(a) Usage of good quality raw materials like rice bran oil. Crude fatty acids of vegetable acids & fats. cotton seed oils etc. (c) The technology and requirement of JOCIL has been imported from C. Fatty acids are manufactured from vegetable oils and fats. There are different types of fatty acids for different industrial applications. (d) Maintenance of quality control by experienced and committed operating personnel. 3.M. (f) It uses high quality chemicals for the purification and processing of the Fatty Acids. Italy. Consumers Goods (soaps) Fatty acids. 2. toilet soap and refined Glycerin. Hydrogenated fatty acids of vegetable acids & fats .B. Distilled fatty acids of vegetable acids & fats.
distilled cottonseed oil fatty acids. Jocil is manufacturing the following the fatty acids which are a major portion of their sales. At present Jocil is manufacturing distilled hydrogenated rice bran fatty acids.W) Glycerine is used in pharmaceuticals. REFINED GLYCERINE: Two varieties of refined glycerin are produced namely. liquid soaps and other chemical manufactures. Distilled & Hydrogenated fatty acids. DISTILLED FATTY ACID: The fatty acids of different oils are tailor made products to suit different industrial user’s specifications. They have plans to manufacture some more variables in future. Chemically pure grade (C. 1.Out of the above type of fatty acids. 3. Industrial white (I. cosmetics. STEARIC ACID: In stearic acid. It is used in fertilizers. distilled coconut acids. The following are the different grades of Stearic acids consumed by different industries in manufactured their own industrial products.Oleic acid. tooth paste etc. different grades are produced with standard specifications for different industrial consumers. cutting oils. chemicals. OLEIC ACID: Only one variety of oleic acid namely “commercial grade” is manufactured by Jocil. store ink. paints. 1. Distilled hydrogenated rice bran fatty acids and distilled palm fatty acids are also being manufactured for consumption in soap plant for the manufacture of toilet soaps.P) 2. Stearic acid 2 . explosives. .
FATTY ACID PITCHES: Fatty acid pitches are obtained during distillation of crude fatty acids. Generally features of toilet soaps should be good lather. Different types of soaps are manufactured to satisfy different types of users. foundry chemicals uses. stability and longer use. grease. good perfume. These products are supplied to laundry soaps. SOAP MANUFACTURING: Different types of distilled fatty acids and hydrogenated fatty acids are mixed to obtain a desired quality of toilet soaps. Staff and workers particulars : Administration Account Marketing EDP Time office Stores Security Transport Production Laboratory Maintains Civil Electrical Soap 31 11 5 3 7 12 20 4 120 27 63 9 151 170 .
2. New Delhi.3.000 . shop dated 21-5-1979 and soap /2(39) 79 dated 31-3-1990 for the manufacture of 1. The company has been registered with directorate General of Technical Development (DGTD).Total 633 Jocil was stared with 160 employees Due to diversification of its activities in Manufacturing of products and expansion of its production its mane power increased to 529 employees working in 28 sections at various cadres. 3.75. and toilet soaps 15000 metric tons.000 900 5. From time to time the company revised its capacities with the cooperation from the Department of Industrial Development. DGTD/HQ/D-S-S/R4733/C-26(N)/SE/79 with their letter No. The present licensed capacity of fatty acids is 3. INDUSTRY PROFILE INDUSTRIAL LICENSE: The Government has given permission for the manufacture of processed fatty acids and individual fatty acids with the annual licensed capacity of 89000 metric tons and glycerin with the licensed capacity of 900 metric tons toilet soaps with a licensed capacity of 5000 metric tons. glycerin is 1800 metric tons. New Delhi bearing No.000 metric tons. Government of India. Processed Fatty Acids Glycerin Toilet soaps 9. Ministry of Industry. Government of India.3crores the industrial license is not required for setting of this project. As the value of fixed assets envisaged in the project is less than Rs.
.. The following are the different kinds of Fatty Acids... Remote Calibration and Diagnostics of Field Instruments ….. Fully Automated & Centralised Control System .Consumers Goods (Soaps) Fatty Acids. Supplied by Emerson Process Management ….. Uses latest Foundation Fieldbus & HART Field Instruments PRODUCTS OF JOCIL: JOCIL has setup a modern plant for the manufacturing of Fatty Acids. JOCIL is manufacturing two types of products. High Pressure Fatty Splitting Plant .. Equipped with Facilities/ Plants to Process Different Oils at a time Plant Control through DeltaV Distributed Control System ….... 1. Fatty Acids are manufactured from vegetable oils and fats there are different types of Fatty Acids for different industrial applications.. The products manufactured are of international standards to suit different industrial users. The major equipment was imported with latest technology.. refined Glycerin and other Fatty Acids pitches fall under the category of industrial goods where as soaps come under the category of consumers goods. Sweet Water Evaporation Plant . Fatty Acid Fractionation Plant . Sulzer and CMB .. toilet soaps and refined glycerin. Advanced Diagnostics & Process Performance Monitoring …. .Industrial Goods (Chemicals) 2. which can be manufactured in JOCIL... Proven Technologies of Gianazza..PRODUCTION FACILITIES OF FATTY ACIDS: Adapting Latest Technologies ...
Out of the above type of Fatty Acids JOCIL is manufacturing the following Fatty Acids with major portion of their sales. Distilled & Hydrogenated Fatty Acids. Distilled Fatty Acids of vegetable Acids & Fats. Stearic acid of 11 grades 2. The following are the different grades of Stearic Acids consumed by different industries in manufacturing their own industrial products. 1. STEARIC ACID: In the Stearic Acid.Stearic acid & Ferry acid 2. Glycerine of two types (a) (b) Chemically Pure Grade Industrial White Grade Capacity per day at present: 1. Soap Noodles 6. Hydrogenated Fatty Acids of vegetable Acids & Fats. Stearic Acid 2. 2. Crude Fatty Acids of vegetable Acids & Fats. 3. Distilled hydrogenated Rice Bran Fatty Acid 3.Glycerine ---100 metric tons per day 70 metric tons per day 450 metric tons per day Go down capacity: Guntur(Factory) : 750 tons . Oleic Acid Commercial 5. 1.1.Soap noodles 3. Distilled Rice Bran Fatty Acid 4. Oleic Acid 3. different grades are produced with standard specifications for different industrial consumers.
Metallic Polish Rubber. Cement & Paints Rubber.Delhi Calcutta : : 200 tons 100 tons Various grades of Stearic Acids: JOTEX GRADE – JOTEX SPECIAL GRADE JOSTRIC SPECIAL GRADE JOSTRIC GRADE JOSTRIC 9 JOSTRIC 11 JOMEL RUBBER GRADE ECONOMY Used in Drugs. Grease. PVC Stabilizers and Chemicals PVC Rubber. Cosmetics. Chemicals & Plastics Chemicals. Metallic Polish. PVC Stabilizers and Chemicals Metal Polish. Grease. Grease . Pharmaceuticals. Metallic Polish. Calcium Carbonate Metal Polish. Metallic Polish.
RESEARCH PROBLEM: A research problem is general refers to some difficulty. : : 75 Simple random sampling design Stratified Sampling: . IMPORTANT FEATURES OF RESEARCH DESIGN: 1) It provides the sources and types of information relevant to the research problem. 2. Research means a search for knowledge. Sample Design: A sample design is a definite plan for obtaining a sample from a given population: Sample unit Size of sample Sample design : Employers as well as workers in JOCIL LIMITED . According to this project the organization is facing some problem with the workers regarding their welfare facilities so the organization needs the level of satisfaction and their opinions.1 RESEARCH DESIGN: “A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. In it various types that are generally adopted by are search in studying his research problem along with the logic behind problem. which a researcher experience in the content of either the cortical or practical situation and wants to obtain a solution for the same. since most studies are done under these two constrains.RESEARCH METHODOLOGY INTRODUCTION: Research methodology is a way to systematically solve the research problem. 3) It provides the time and cost budget. 2) It will suggest which approach will be used for gathering and analyzing the data. So this topic is given to me for analysis.
METHODS OF DATA COLLECTION Primary data: The data is collected by Questionnaire method. the research has gonefor. The response are collected for them and used for analysis. Pretesting: In order to test the suitability of the questionnaire. Scaling technique: Rating scale technique is used in this study. pretesting with 2 respondents in the employees. selected for the study thrice and got permission for doing research study from the personnel manager. Questionnaire is considered as heart a survey opinion. Pilot study: The researcher visited the organization. In this way the primary data is collected.Under stratified sampling the population is divided into several sub population that are individually more homogeneously than that of the total population and then we select item from each strain to constitute a sample. The rating scale involves qualitative description of a limited No of aspects of a thing or of the trades of person. When we use rating we jute an object in absolute terms against some criteria. A Questionnaire is constructed and a Questionnaire is given to each worker for this responds. SECONDARY DATA: Secondary data collected from journals and internet. this helped the researcher to make the questionnaire more. who had formal discussions with Him to know about the feasibility of conducting the study in the industry. . simple and practical oriented.
The overall number of items must also be reasonably large. the expected frequency for any given cell is worked our as under. 3. . The constrains must be liner. 2. STEPS INVOLVED IN APPLYING CHI-SQUARE TEST: 1) First of all calculate the expected frequencies on the . constraints.Chi-square test: X2 test for independence of attributes helps in checking whether two attributes are related or not.basis of given hypothesis or on the basis of null hypothesis. All the items in the sample must de independent. however small the number of groups may be. 1.Eij)2 2. Constraints which involve linear equation in the cell frequencies of a contingency table are known as linear. So that the new frequencies of adjoining groups. The expected frequency of any cell any cell = (Row total for the row of that cell) X (Column total for the column of that cell) Grand total 1. 5. So that the new frequencies become grater than 10 samples statisticians. 4.e. (i. in case where the frequencies of adjoining groups. Obtain the difference between observed and expected frequencies and find out the squares of such differences. It should normally be at least 50.) Calculate (Oij . No group should contain very few items say less than 10. Observation recorder and used are collected on random basis.
The survey was conducted within limited time frames so that a few short comings may be expected. LIMITATIONS 1. 4. The respondent’s personal basis may be another factor which is The findings of the survey is strictly based on the responses of employees. The factory functions in shift system so all shift workers did not take part in the sample. Divide the quantity (Oij . 5. incontrollable.3.Eij)2 corresponding obtained as started above by the expected frequency to get (Oij .Eij) 2 / Eij and his should be done for all frequencies. 2. 4.Eij)2 / Eij values (or) what we call. the surely was contacted only 50 Respondents. . . 3. Find the summation of the (Oij . Due to lack of time.
DATA ANALYSIS AND INTERPRETATION (!) ARE YOU FULLY AWARE OF PERFORMANCE APPRAISAL SYSTEM IN YOUR ORGANAIZATIN S NO 1 2 TOTAL DESCRIPTION YES NO NUBER 55 20 75 PERCENT 74 26 100 YES NO INTERPRETATION: The above table reveals that 74% of employees are fully aware of performance appraisal system. 26% of employees has no idea about performance appraisal system CONCLUSION From the above table it is observed that most of the employees are fully aware of performance appraisal and some employees are not aware of performance appraisal .
33 Performance qualification No of hours w orking INTERPRETATION: The above table reveals that 57. .33% of employees performance appraisal is done based on number hours of working CONCLUSION From the above table it is observed that maximum performance appraisal is done based on performance some times it done based on qualification.33% of employees performance appraisal is done based on qualification. 33.(2) Does the performance appraisal is done based on what S NO 1 2 3 DESCRIPTION Performance qualification No of hours working 4 None of these 0 0 NUBER 43 25 7 PERCENT 57.33 9. and 9.3% employees performance appraisal is done based on performance.3 33.
3% of performance appraisal determines increments 22% of performance appraisal determines rewards and 20% of performance appraisal determines bonus. (5) Does the performance appraisal leads to . CONCLUSION From the above table it is observed that maximum performance appraisal determines increments and some times it determines rewards and bonus.(3) What does performance appraisal determines S NO DESCRIPTION NUBER PERCENT 1 2 3 Increments Rewards Bonus 39 21 15 52 28 20 Increments Rewards Bonus INTERPRETATION: The above table reveals that 52.
20% of performance appraisal leads to group development.41.3% Self development Group development Organizational development Society development INTERPRETATION: The above table reveals that 21. (5) Does performance appraisal suggest the ways of improving employee performance? . and some times it leads to self.3% of performance appraisal leads to Self development .3% of performance appraisal leads to Society development CONCLUSION From the above table it is observed that maximum performance appraisal leads to Organizational development.3% 17. and society development.S NO 1 2 3 4 DESCRIPTION Self development Group development Organizational development Society development NUBER 16 15 31 13 PERCENT 21.3% 20 % 41. group.3% of performance appraisal leads to Organizational development and 17.
66 YES NO INTERPRETATION: The above table reveals that 77.33% performance appraisal improves the employees performance 22.S NO 1 2 DESCRIPTION YES NO NUBER 58 17 PERCENT 77.33 22.66% of performance appraisal does not improves the employees performance CONCLUSION From the above table it is observed that most the time performance appraisal improves employees performance and some times it does not improves the employees performance (6) Does the performance appraisal evaluation identifies the training and development needs .
33% 22.66 100 YES NO INTERPRETATION: The above table reveals that 77.66% of performance appraisal does not identifies the training and development needs CONCLUSION From the above table it is observed that most the time performance appraisal identifies training and development needs and some times it does not identifies the training and development needs (7) Does the management is giving information about process of performance appraisal system .33% performance appraisal identifies training and development needs 2.S NO DESCRIPTION NUBER PERCENT 1 2 TOTAL YES NO 58 17 75 77.
66% of employees saying that management is giving information about process of performance appraisal system.33% of employees saying that management is not giving information about a process of performance appraisal CONCLUSION From the above table it is observed that most of the times management is giving information about process of performance appraisal system. 20% of employees saying that management is t giving partial information about a process of performance appraisal system and 13. And some times management is not giving information about a process of performance appraisal (8) are you finding any difficulties while evaluating performance? S NO DESCRIPTION NUBER PERCENT 1 YES 17 22.66% .66 20 13.33 Fully Partially No INTERPRETATION: The above table reveals that 66.S NO 1 2 3 DESCRIPTION Fully Partially No NUBER 50 15 10 PERCENT 66.
66 22.33% YES NO INTERPRETATION: The above table reveals that 77.66 .2 NO 58 77.66 26.66% of employees finding difficulties while evaluating performance appraisal CONCLUSION From the above table it is observed that most of the employees does not finding any difficulties while evaluating performance appraisal and few employees finding difficulties while evaluating performance appraisal (9)opinion about process of performance appraisal system in their organization S NO 1 2 3 DESCRIPTION Excellent Good Moderate NUBER 38 20 17 PERCENT 50.33% employees does not finding any difficulties while evaluating performance appraisal 22.
Excellent Good Moderate INTERPRETATION: The above table reveals that 50% of employees have excellent opinion on performance appraisal system. 26.66% of employees have good opinion on performance appraisal system and 22.66% of employees moderate opinion on process of performance appraisal CONCLUSION From the above table it is observed that half of the employees feel that process performance appraisal system is good and very few of employees feel that it is ok but not that much. (10) What performance appraisal method is following in your organization? S NO 1 2 DESCRIPTION NUBER 360 degree appraisal 22 Self appraisal 55 PERCENT 29.33% 70.66% .
66% employees says that 360 degrees appraisal is following in their organization and29. (11) How is the present used method? S NO 1 2 3 DESCRIPTION Excellent Good Moderate NUBER 40 14 21 PERCENT 53.33% 18.360 degree appraisal Self appraisal INTERPRETATION: The above table reveals that 70.33% of employees says that self appraisal method is following in their organizational CONCLUSION From the above table it is observed that most of the time self appraisal method is following and very few times 360appraisal method is following for evaluating performance.66% 28% .
(12) Do you suggest introduction of following appraisal system in your organization S NO DESCRIPTION NUBER PERCENT 1 2 3 4 Performance & potential Self appraisal Team appraisal 360 degree 19 23 14 19 25.33% of employees have excellent opinion on performance appraisal system.33 30.Excellent Good Moderate INTERPRETATION: The above table reveals that 53. 25. 18.66 18.66% of employees have good opinion on performance appraisal system and 28% of employees moderate opinion on process of performance appraisal CONCLUSION From the above table it is observed that half of the employees feel that process performance appraisal system is good and very few of employees feel that it is ok but not that much.33 .66.
33% of employees suggest Performance & potential . 30.66% of employees suggest team appraisal and 25.33% 22.18.appraisal14 Performance & potential Self appraisal Team appraisal 360 degree appraisal14 INTERPRETATION: The above table reveals that 25.33% of employees suggest 360 degree appraisal CONCLUSION From the above table it is observed that half of the employees suggest 360 degree appraisal and team appraisal. (13) Self appraisal is best from evaluating one’ performance S NO DESCRIPTION NUBER PERCENT 1 2 TOTAL YES NO 58 17 75 77.66% of employees suggest Self appraisal.66 100 .
66% .33% 12% 4% 22. some times it does not work properly.33% employees says that self appraisal is best for evaluating one’s performance 22.66% employees says that self appraisal does not suits to evaluating one’s performance CONCLUSION From the above table it is observed that most the time self appraisal gives positive results. (14) Who is the best person to conduct performance appraisal S NO 1 2 3 4 DESCRIPTION Superior Manager Subordinate Self NUBER 46 9 3 17 PERCENT 61.YES NO INTERPRETATION: The above table reveals that 77.
4% of employees says that subordinate is best person to evaluate performance. And some employees prefer subordinate. and 22.33% employees says that superior is best person to evaluate performance . and manager to evaluate performance.6% 13.Superior Manager Subordinate Self INTERPRETATION: The above table reveals that 61.66% of employees says that self appraisal is best. CONCLUSION From the above table it is observed that half of the employees’ opinion is that superior is the best person to evaluate ones performance. (15) Performance will assessed S NO DESCRIPTION NUBER PERCENT 1 2 Annually Quarterly 65 10 89.3% . 12% of employees says that manager is best person to evaluate performance .
Annually Quarterly INTERPRETATION: The above table reveals that 89% employee’s performance assessed annually and only 13.6% .6% 34. S NO DESCRIPTION NUBER PERCENT 1 2 3 Formal Informal Both 23 26 26 30.3% of employee’s performance assessed quaterly.66% 34. and some time it assessed quarterly (16) Which one is more helpful for evaluating better performance . CONCLUSION From the above table it is observed that most the time performance assessed annually.
Formal Informal Both INTERPRETATION: The above table reveals that 30. CONCLUSION From the above table it is observed that employees prefer formal.6% of employees says that both appraisal are best to best evaluate performance.6% of employees says that informal appraisal is best to evaluate performance .and 34.34.66% employees says that formal appraisal is best to evaluate performance . informal appraisal for evaluating the performance Any motivational program is needed to develop performance appraisal system S NO DESCRIPTION NUBER PERCENT 1 2 YES NO 45 30 60% 40% .
INTERPRETATION: The above table reveals that 60% employees says that motivation program is needed 40% employees says that they don’t want any motivational program.33% . CONCLUSION From the above table it is observed that most of the employees preferring motivational program Where you stand in analysis of performance analysis S NO DESCRIPTION NUBER PERCENT 1 2 Excellent Good 24 37 32% 49.
49.3 Moderate 14 18.66% INTERPRETATION: The above table reveals that 32% employees have excellent idea on performance appraisal.66% of employees have better understanding on performance appraisal CONCLUSION From the above table it is observed that most of the employees have good understaning of performance appraisal system Comments on performance appraisal system your organization S NO DESCRIPTION NUBER PERCENT 1 2 excellent Moderate 58 17 77.66 .33% 22.44% of employees have good understanding on performance appraisal. 18.
.33% employees says that performance appraisal system is good . SUGGESTIONS . 22.66% employees says that performance appraisal is ok but not that much CONCLUSION From the above table it is observed that most of employees have good opinion on their performance appraisal system.TOTAL 75 100 INTERPRETATION: The above table reveals that 77.
. ostensibly telling employees how their work either fit the bill -. most traditional reviews put managers into the position of uncomfortable judges. The process of writing and delivering the appraisal can be eased. The most important aspect in every case is communication between the employee and other people.share ideas. The training should include warning supervisors to refrain from the following eight common errors that can distort and even invalidate the evaluation process Alternative Effective performance appraisals and evaluations The best performance reviews let managers and employees communicate -. starting with greeting. since both managers and employees often are uncomfortable discussing performance. however. most traditional reviews are no better than the manager's off-the-cuff judgments. or bonuses. instead of one-way communication. promotions. but for growth. for higher performance. feedback. opinions. and communication. Unfortunately. summary. and going through strengths. Easing the Performance Appraisal Process By Nanette Miner . Because of these problems. new types of reviews are coming into play. weaknesses. by following these five guidelines. Most require that evaluations be done not for raises. development.Performance appraisals can be stressful for both the manager and the employee receiving the appraisal.or didn't. and some may be illegal. Possibly because of this.Conducting Employee Performance Review Tips Fairly short suggestions on conducting the performance review meeting. salary and closing. HR Practice Tip: Reduce the Pain of Performance Evaluations Training managers to perform effective and consistent evaluations is essential. and information.
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