CHAPTER-1

PROFILE OF THE STUDY

1.1 STUDY ON EMPLOYEES PERFORMANCE EVALUATION SYSTEM IN

HATSUN AGRO PRODUCT LIMITED SALEM

1.2 STATEMENT OF THE RESEARCH PROBLEMS

 The performance evaluation system most essential factors for the employees and
organisation to increase the productivity.
 In this personal likes and dislikes of the superior may affect employee appraisal. If a
superior does not personally like subordinate, he may deliberately give him low
ratings on the other hand; if he likes another subordinate he may give him high
ratings.
 Another problem in performance appraisal is that there is always scope for
favouritism and nepotism. Factors such as religion, caste, mother tongue etc.,
influence employee ratings. Discrimination based on sex is also common
 Such qualities of employees as attitude, commitment, loyalty, dependability etc.,
cannot be objectively measured. The subjectivity in their measurement also distorts
results.
 1.3 PRODUCTION OF MILK AND MILK PRODUCTS

The production was almost stagnant between 1947 to 1970 with an annual growth rate
of merely one percent. Livestock accounts for nearly 15.7% of the world cattle population,
more than half of the world buffalo population which has since registered a vigorous growth
of over 4.5% per annum after the year 1970.

1.4 PRESENT STATUS

The Indian dairy achieves substantial growth during the 8th Five year plan, achieving
an annual output of over 60 million tones of milk. This not only places our industry second in

1
the world after the United states, but represents sustained growth in real availability of milk
and milk products for our burgeoning population. Most important, dairying has become an
important secondary source of income for millions of rural families.

Improved genetic material achieved primarily through cross breeding of cattle and
upgrading of the national buffalo herd has played a significant role in increasing the
productivity. Gradual extension of improved husbandry practices increase in consumption of
balanced concentrates made possible, in part, through innovations in the field of nutrition;
expanded area under fodder; grater access to veterinary care; and advances in the fight
against endemic and epidemic cattle diseases have also contributed to increased production
and productivity.

About 45% of milk production is consumed as fluid milk. About 35% is processed
into butter or ghee. About 7% processed into Paneer and other cheeses, about 4% is
converted into milk powder; and the balance is used for other products such as Dahi and
sweet meats. In recent years, there has been an increasing ice cream production as foreign
companies have invested in India.

1.5 FUTURE MARKETS

South East Asia, Russia and Africa will be the emerging market for Indian dairy
products. In the immediate future, there is prospect of an additional demand of over 3 million
tones of milk products in the ASEAN region alone. The EU dairy exports will become
limited by GATT agreements, while Australia does not adequate production capacity.
Equally significant is the rise of Russia as the world’s biggest dairy importer. Although by far
the biggest milk producer in Europe, the Russian output has declined by more than 25% in
the past five years. The shortfall in milk production is estimated to be 13 million tones a year.
These major deficits in milk availability offer an opportunity for India to fill this vacuum and
to become leading dairy exporting nations.

Have good demand in the countries where ethnic Indian population is settled. For
Promotion of these more of buffaloed milk, there is a need for generic promotion of buffaloed
milk. Many countries in the world do not import milk products from India since India is
reporting many livestock diseases particularly FMD. Efforts are therefore, needed to control
and eradicate FMD at least in major milk producing states. Creation of chilling facilities at
block level village level and transportation of liquid milk to processing units in refer

Milk procurement

The company has an excellent milk collection system with chilling centres’ in more
than 36 locations and a fleet of more than 1348 vehicles on contract for procurement.Its milk
shed area is spread over 10 districts in Tamilnadu 3 in Karnataka and covers over 52,000
milk producers and 2000 medium and bulk milk vendors.The company is also involved in
dairy extension services to farmers for the development of livestock quality and yields’.The

2
company has an excellent milk collection system with chilling centers in more than 36
locations and fleet of more than 1348 vehicles on contract for procurement.Its milk shed area
is spread over 10 districts in Tamilnadu and 3 in Karnataka and covers over 52,000 milk
producers and 2000 medium and bulk milk vendors. The company is also involved in dairy
extension services to farmers for the development of livestock quality and yields’.Besides
this the company also has tie up with banks for arranging agricultural loans to milk
producers.

Processing

HATSUN ’s state of the art processing and packaging plants are located in Salem.
Karcheepuram. Madurai. Palacodu in Tamilnadu and Honnali. Belgaum in Karnataka. After
procurement, milk vans then take the procured milk to these plants where the milk has to
undergo a quality test again to enter the plant. Then the weight is checked. After that, using
superior technologies milk is subjected to pasteurisation, homogenisation, and bacteria
clarification.HATSUN is pioneer in India of the world-acclaimed homogenisation processes
where the fat globules are broken and evenly distributed in the milk making it rich and
wholesome. An unyielding commitment to quality has formed the backbone of HATSUN ’s
business ethics right form its start . at every stage, intensive procedures to preserve quality
are undertaken to enforcing the tough standards that HATSUN set for its self as basic
guidelines.

Distribution

Everyday HATSUN ’s fleet of puff-insulated trucks 3.9 times the distance around the
world, i. e. 1.82.730 km taking milk for consumption by homes across the states of
tamilnadu, Karnataka, goa and kerala. HATSUN takes pride in having its large cold-cahin
network in India ensuring that each and every of its consumers gets fresh milk day after day.

Logistics

The company has strong logistics and distribution network in ice cream and milk.
Around 1100 exclusive ARJUNA Ice-creamparlour spread over the entire. Tamilnadu and
parts of Andhra Pradesh and Karnataka.The company has six cold room distribution points
strategically located for quick and easy distribution if its products.In the milk segment. The
company’s distribution network comprises of 150 wholesale distributors and above 10,000

3
dealers for ARJUNA and around 850 direct selling agents for HATSUN Komathamilk.More
than 1348 vehicles’ handling distribution. And each covering distance of 200 to 250 km
every day.The total distance travelled by company vehicles in procurement, marketing and
other administrative activities per day comes close to 1, 82, 730 km, which is equivalent to
going around the world 3,9 times a day.

CHAPTER-2.1
INTRODUCTION OF THE STUDY
THE EVALUATION PROCESS

The process of performance appraisal follows a set pattern, a man’s performance is

periodically appraised by this superiors. Questions are raise-Is his potential the greatest as a

4
manager or as a staff specialist? What are his strengths and weaknesses? Where can he make
his great contributions? Next, sometimes in consultation with the man himself, tentative
decisions are made on what might be done to advance his development.

These standards should be clear and not vague, and objective enough to be understood and measured.
These standards should be discussed with the supervisors to find out which different factors are to be
incorporated appraisal form, and later on used for appraising the performance of the employee.

The next step is to communicate these standards to the employees, for the employees left to
themselves, would find it difficult to guess what is expected of them. To make
communication effective, ‘feedback’ is necessary from the subordinate so the manager.
Satisfactory feedback ensures that the information communicated by the manager has been
received and understood in the way it was intended.

The third step is the ‘measurement of performance.’ To determine what actual performance
is, it is necessary to acquire information about is. We should be concerned with how we
measure and what we measure. Four sources of information are frequently used to measure
actual performance personal observation, statistical reports, oral reports, and written reports.

The fourth step is the comparison of actual performance with standards. The employees is
apprised and judged of his potential for growth and advancement. Attempts are made to note
deviations between ‘standard performance’ and actual performance’

At the next stage, the results of appraisal are discussed periodically with the employees,
where good points, weak points, and difficulties and indicated and discussed so that
performance is improved. The information that the subordinate receives about his assessment
has great impact on his self-esteem and on his subsequent performance conveying good news
is considerably less difficult for both the manager and the subordinate than when
performance has been below expectations

The final step is the initiation o corrective action when necessary; immediate corrective
action can be of two types. One is immediate and deals predominantly with symptoms. The
other is basic and delves into causes. Immediate corrective action in often described as
‘putting out fires.’ Whereas basic corrective action gets to the source off deviation and seeks
to adjust the difference permanently. Coaching and counselling may be done or special
assignment and projects may be set; persons may be authority may be delegated to the

5
subordinates. Attempts may also be made to recommend for salary increases or promotions,
if these decision become plausible in the light appraisal.

METHODS OF PERFORMANE APPRAISAL

The following are the important methods of appraising the performance of employees.

 TRADITIONAL METHOD
 MODERN METOD

6
TRADITIONAL METHODS

1. Ranking method 8. Grading

2. Graphic scale rating method 9. Forced Choice Description
Method
3. Forced choice method 10. Check list
4. Essay appraisal method 11. Group Appraisal
5. Paired comparison method
6. Field review method
7. Critical incidents method

Ranking method

The is a conventional method of method of appraisal. Under this method, the employesses
in a group are given ranks by the superior according to their individual performance. The
method resembles the one followed in preparing the progress reports of the students. The best
employee gets the first rank. The second best the second rank and so on.

Name of the employee Shyam Mohan Sundar Rajiv

Rank 4 3 2 1

A number of factors like attitude, aptitude, behaviour, honestly, commitment etc., will have
to be considered in making an assessment of an employee’s objective measurement of the
employee’s progress. For a subjective assessment the ranking method may not be
recommended.

Graphic scale Rating Method

This method of evaluation of employees is widely used in enterprises. The important

qualities to be assessed are determined first. The extent of fulfilment of each such quality be
an employee is then tick marked.

Name of the employee: RAJA

7
Designation: Mechanic

Nature of work: Repair Service

Qualities Excellent Good Average Poor

Knowledge of work

Quality of work

Quantum of work done

Initiative

This method, like the ranking method, is simple to use. But the drawback is that sometimes
the evaluator may tend to give an employee the same rating in respect of all his traits. For
example, if he has given `Excellent’ for Quality of work, he may give the same rating even
for behaviour, initiative, job knowledge etc.

Some evaluators may, in order to be neutral or non-committal rate majority of the

employees as just ‘average’. On the other hand, there are also superiors who may rate all their
subordinates as ‘very good’.

Forced choice method

In the case, the assessor has to assess his subordinates based on

certain statement given to his. This statement may indicate the positive as well as the negative
qualities of an employee. The evaluator has to select those statements that describe the
employee, who is assessed in the manner. This is illustrated below:

Essay appraise method

As the very name indicate this approach is descriptive in nature. The assessor
in this case has to write in detail about each of the subordinates whose performance be
assesses. This method helps to overcome the drawbacks of the methods discussed already .

8
 But the essay method is not free from limitations. It is considered to be a time consuming
method. The success of the method depends mainly on the capacity of the superior to write
effectively about his subordinates.

Paired comparison method

In the case a subordinate in group is compared with the other members. For example, it A,
B, C, and D are the subordinates working under S,A may be compared with B, C and D in
respect of job knowledge, initiative, extent of co-operation and so on. In this manner every
employee is compared with every other employee of the group.

Paired comparison method is generally. Considered to be a complicated one. It is time-

consuming as well.

Field Review Method

This is an altogether different approach to performance appraisal. In this case, an

interviewer from the personnel department of the enterprise would meet the supervisor and
gather information on the performance of the subordinates working under him.

The supervisor may also be asked to suggest measures to improve the subordinates’
performance. The interviewer depends much on the capability of the interviewer to get the
relevant information from each supervisor and the willingness of the supervisor to disclose
correct information.

Critical Incident Methods.

This is yet another different method. The evaluator in this case will be asked to record
the behaviour of different subordinates when a critical incident takes place in the workplace.
Rating will be done based on the extent of correctness of the subordinate’s behaviour.

The score given are in accordance with the extent of correctness of behaviour of each
employee. This approach is suitable to measure such qualities of an individual as judgment,
alertness, initiative, loyalty etc.

The drawback of this method is that critical incidents do not take place in the workplace
often. As a result, it is not possible to make frequent appraisal of the employees. Moreover,
whether an incident is critical or not is difficult to judge.

9
Grading Method

Under this system, the rater considers features and makes them accordingly to a scale.
Certain categories of worth are first established and dependability, self- expression, job
knowledge, judgment, leadership and organizing ability, etc. they may be” A- outstanding; B-
very Good or Average; D-Fair; E-Poor; and – B (or B-) very poor or hopeless.

The actual performance of an employee is then compared with these grade definitions, and
he is allotted the grade which best describes his performance. Such type of grading is done in
semester examinations and also in the selection of candidates by the public service
commissions.

Forced choice Description Method

This method was evolved after a great deal of research conducted for the military
service during World War II. It attempts to correct a rater’s tendency to give consistently high
or consistently low ratings to all the employees. The use of this method calls for elements are
several sets of pair phrases or adjectives relating to job proficiency or and least descriptive of
the employee.

Check list

Under this method, the rater does not evaluate employee performance; he supplies
reports about it and the final rating is done by the personnel department. A series of questions
are

Presented concerning an employee to his behaviour. The raster, then, checks to indicate if the
answer to a question about an employee is positive or negative. The value of each question
may be weighted equally or certain questions may be weighed more heavily than others. An
example of a checklist is give below:

Is the employee really interested in his job? Yes/No

Is he regular on his job? Yes/No

Is he respected by his subordinates? Yes/No

Does he show uniform behaviour to all? Yes/No

Does he keep his temper? Yes/No

10
 This method suffers from bias on the part of the rater because he can distinguish positive
and negative questions. Secondly, a separate checklist must be developed for different
classes of jobs. This process can be expensive and time consuming. Thirdly, it is difficult
to assemble, analyze, and weigh a number of statements about employee characteristics
and contributions.

2.2 OBJECTIVES OF THE STUDY

 To know about the organizational effectiveness by performance evaluation

system this is practiced in HATSUN .

11
  To study whether the existing evaluation system how for helpful for their
work.

2.3 SCOPE OF THE STUDY

 The scope of the study has taken from SALEM District and their products are
specifying on employees performance evaluation.

12
  The study is expressing employees performance evaluation to HATSUN Brand.
 The scope of the theme is benefits for the company requirement of employees and
human resources strategies.

2.4 LIMITAITIONS OF THE STUDY

 The HR manager of HATSUN AGRO products ltd has interfere with my project as
favor to the organization

13
  The sample size is only 100 so he could not have collected more information from the
employees.
 Some employees were not available during the day shift the Researcher took
accidental samplings.
 Questionnaire collection was so difficult when l took survey in HATSUN AGRO
products Ltd.

CHAPTER-3

RESEARCH METHODOLOGY

14
RESEARCH DEFINITIONS:

Research may be defined as “any organized inquiry designed and carried out to provide
information for solving a problem.”

-EMORY

Research is essentially investigation, a recording and analysis of evidence for the

purpose of gaining knowledge.

- ROBERT

Research in common place refers to a search for knowledge. Research is defined as

systematic and scientific search for pertinent information on specific topic or area of study.

Research methodology is a way to systematically solve the research problem it

includes various steps that are generally adopted by the study.

Period of study:

The research did his project work for one month from November.

Research Design:

The research used ‘descriptive research’for this research work; because to get original picture
of the causes and the consequences of Employees Performance Evaluation system.

Sampling Design:

Sampling is a method of collecting data from large population on random basis. Sampling is
one of the cost effective tool. It saves times and efforts for this a protion populations’ taken
and conduct study on his group this includes.

a) Population:
The study covers employees of 630 working in ‘HATSUN Agro product ‘

Sample unit:

The sample unit covered Production and Marketing department employees (320) in
HATSUN Agro Product Limited’

Sample size:

15
Sample size for the study is 100 employees

Sampling procedure:

Random Sampling’

Method of data collection:

Primary Data

Primary data are measurements observed and recorded as part a study to

questionnaire collect to organization.

Open – ended questions:

A question which requires the respondent to answer it in his own words.

Closed ended question:

Likert scale:

A scale by the likert method in which subjects are given a number of statements and asked to
indicate their agreement or disagreement with those statements.

Secondary Data

The secondary data has been collected from the publications, profile of the company,
website, which are been needed for the study.

Tools for analysis:

The analysis for this study is done on the basis of the data collection through
questionnaire. The data collective were in the form of qualitative nature for abstracting
meaningful information from the data collected. The tools used for the analysis are

 Percentage method
 Chi-square test

Simple percentage method:

16
One of the tools used for analyzing the data in percentage method. Percentage refers to a
special kind of ratio. Which is used to describe relationship percentage reduces everything to
a common base and there by allows meaningful comparison to be made

Number of employees

Percentage x 100

Total number of employees

 Diagram and charts:

One of the most convincing and appealing ways in which statistical results may be
presented in through diagrams and graphs

 Chi – Square test

“can be used to determine if categorical data shows dependency or the two classifications are
independent. It can also be used to make comparisons between theoretical populations and
actual data when categories are used”.

The quality X is defined as X =∑I (E-O) 2/E]

 O=refers to the Observed frequency.
 E= refers Expected frequency.

CHAPTER-4

ANALYSIS AND INTERPRETATIONS

17
 TABLE 1

Employees Describe about their jobs

S.NO NO.OF
PARTICULARS RESPONDENTS IN PERCENTAGE%
1 Challenging 38 38
2 Interesting 56 56
3 Unchallenging 6 6
Total 100 100

Sources: primary data

INTERPRATATION

From the above table we infer that 56% of the respondents said that they have
got interesting job in HATSUN Agro Products Ltd. Company. 38% of the respondents said
that they have got challenging job in the in the company. 6 % of the respondents said that
they have goy unchallenging job in the organization.

CHART I

18
 Employees describe about their job
60
56

50

40 38
parncetage

30

20

10
6

0
Challenging Interesting unchallenging

No of the respondents

TABLE 2

19
Type of Performance Evaluation system practices in the organization

S.NO PARTICULARS NO.OF RESPONDENTS IN PRECENTAGE

(%)
1 Open system 30 30
2 Confidential system 70 70
Total 100 100

Source: Primary Data

INTERPRETATION

From the above table we infer that 70% of the respondents said that in HATSUN
Agro Product Ltd. Company confidential system in being practiced to evaluate the
Employees Performance. 30 of the respondents said the open system is being Practiced
Evaluate the Employees Performance in the organization.

CHART 2

20
 Type of Performance Evaluation system practices in the
organization

80
70
70
60
parcentage

50
40
30
30
20
10
0
Open system Confidential system

No of Respondents

TABLE 3

21
Satisfaction of the present Evaluation system

NO.OF
S.NO PARTICULARS RESPONDENTS IN PRECENTAGE
(%)
1 Highly Satisfied 27 27
2 Satisfied 53 53
3 Neutral 10 10
4 Dissatisfied 7 7
5 Highly Dissatisfied 3 3
Total 100 100
Source: Primary Data

INTERPRETATION

From the above table we infer that 53% of the respondents said that in
Employees are satisfied with the present Evaluation system which is being practiced in the
organization. 27% of the respondents said the employees are Highly Satisfied with the
present Evaluation System which is being practiced in the organization. 10 % of the
respondents said that Neutral 7% of the respondents said that employees are dissatisfied with
the present evaluation system. 3% of the respondents said that employees are highly
dissatisfied with the evaluation system

CHART 3

22
 Satisfaction of the present Evaluation system
60
53
50

40
parcentage

30 27

20

10
10 7
3
0
Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied
No of Respondents

TABLE 4

23
Purpose of the performance evaluation system practiced

NO OF IN
S.NO PARTICULARS RESPKONDENTS PERCENTAGE
%
1 Promotion and rewards 32 32

2 Training and development 15 15

3 Goal setting 12 12
4 All the above 38 38
5 None 3 3
Total 100 100

Source: Primary Data

INTERPRETATION

From the above table we infer that 38% of the respondents said that promotion
rewards training and development and goal setting these are all the purpose of the
performance evaluation system in an organisation. 32% of the respondents said that
promotions and rewards are the purpose of the performance evaluation system. 15% of the
respondents said that training and development are main purpose of the performance
evaluation system. 12% of the respondents said that goal setting is the main purpose of the
performance evaluation system in organization. 3% of the respondents said that none.

CHART 4

24
 Purpose of the performance evaluation system practiced
40 38

35
32
30

25

20
Percentages

15
15
12
10

5 3

0
.. l... ng e ne
w. ve bo
v
re de setti a No
d al e
an an
d o l th
on g G Al
oti in No of Respondents
om ain
Pr Tr

TABLE 5

25
Improvement programme which is conducted by the organization

NO OF IN
S.NO PARTICULARS RESPKONDEN PERCENTAGE
TS %
1 Quality Circle 21 21
2 Group discussion 30 30
3 Training 35 35
4 Seminar and conference 6 6
5 None 8 8
Total 100 100

Source: Primary Data

INTERPRETATION

From the above table we infer that 37% of the respondents said that training is
a performance improvement programme for the employee. 30% of the respondents said the
Group Discussion is a Performance Programme for the employees. 21% of the respondents
said that Quality Circle is a Performance improvement programme for the employees. 8 % of
the respondents said that none. 6% of the respondents said that Seminar and Conference are
the Performance improvement Programme for the employees.

CHART 5

26
Improvement programme which is conducted by the organization
40
35
35
30
30

25
21
Percentage

20

15

10 8
6
5

0
Quality Circle Group discussion Training Seminar and None
conference

No of Respondents

TABLE 6

27
Employees are motivated by evaluating their performance

NO OF IN
S.NO PARTICULARS RESPKONDENTS PERCENTAGE
%
1 Strongly Agree 23 23

Agree 48 48
2
3 Neutral 11 11

4 Disagree 12 12

5 Strongly Disagree 6 6

Total 100 100

Source: Primary Data

INTERPRETATION

From the above table we infer that 48% of the respondents Agreed with
employees are motivation by evaluating their performance. 23% of the respondents strongly
agreed with employees are motivated by evaluating their performance. 12 % of the
respondents disagree with employees are motivated by evaluating their performance. 11% of
the respondents said that Neutral. 6% of the respondents strongly disagree with Employees
are motivated by Evaluating their Performance.

CHART 6

28
 Employees are motivated by evaluating their performance

60
50 48

40
Percentage

30
23
20
11 12
10 6
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

No of Respondents

TABLE 7

Performance Evaluation helped to develop the employee’s career.

29
 NO OF IN
S.NO PARTICULARS RESPONDENT PERCENTAGE
S %
1 Strongly Agree 8 8
2 Agree 11 11
3 Neutral 69 69
4 Disagree 5 5
5 Strongly Disagree 7 7
Total 100 100

Source: Primary Data

INTERPRETATION

From the above table we infer that 69% of the respondents Neutral with
employees’ responsibility will develop the employees’ career in organization. . 11% of the
respondents s agree with Employees respondents said the strongly agree. 7% of the
respondents Strongly Disagree with Employees responsibility will increase by evaluating
their performance. 5% of respondents Disagree with Employees responsibility will increase
by Evaluating their Performance.

CHART 7

30
Performance Evaluation helped to develop the employee’s career

80
69
70

60
Percentage

50

40

30

20
11
10 8 7
5
0

No of Respondents

TABLE 8

31
Performance evaluation support for work improvement.

NO OF IN
S.NO PARTICULARS RESPKONDENTS PERCENTAGE%
1 Strongly Agree 15 15
2 Agree 56 56
3 Neutral 12 12
4 Disagree 10 10
5 Strongly Disagree 7 7
Total 100 100

Source: Primary Data

INTERPRETATION

From the above table we infer that56% of the respondents Agreed with
performance evaluation support for work improvement.15% of the respondents strongly
Agree with Performance Evaluation helps to develop the work improvement.12% of the
respondents said that Neutral. 10% of the respondents Disagree with Performance Evaluation
helps to develop the work improvement.7% of the respondents Strongly Disagree with
Performance Evaluation helps to develop the work improvement.

CHART 8

32
 Performance evaluation support for work improvement.
60 56

50

40
Percentage

30

20
15
12
10
10 7

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

No of Respondents

TABLE 9
33
Performance evaluation system increased the productivity

NO OF
S.NO PARTICULARS RESPKONDENTS PERCENTAGE
1 Strongly Agree 14 14
2 Agree 58 58
3 Neutral 18 18
4 Disagree 7 7
5 Strongly Disagree 3 3
Total 100 100

Source: Primary Data

INTERPRETATION

From the above table we infer that 58% of the respondents agreed with
performance evaluation system increase the productivity of the organization. 18% of the
respondents said that neutral.14% of the respondents strongly agree with performance
evaluation system increases the productivity of the organization.7% of the respondents
disagree with performance evaluation system increases the productivity of the
organization.3% of the respondents strongly disagree with performance evaluation system
increases the productivity of the organization.

CHART 9

34
 Performance evaluation system increased the productivity
70
60 58

50
Percentage

40
30
20 18
14
10 7
3
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

No of Respondents

TABLE 10

35
Present evaluation method helps to achieve the individual goal and organization goal

NO OF
S.NO PARTICULARS RESPKONDENTS PERCENTAGE
1 Strongly Agree 23 23
2 Agree 51 51
3 Neutral 15 15
4 Disagree 6 6
5 Strongly Disagree 5 5
Total 100 100

Source: Primary Data

INTERPRETATION

From the above table we infer that 51% of the respondents agreed with
performance evaluation method helps to achieve the individual goal and organization
goal.23% of the respondents strongly agree with present evaluation method helps to achieve
the individual goals and organization goal.15% of the respondents said the neutral.6% of the
respondents disagree with present evaluation method helps to achieve the individual goal and
organization goal.5% of the respondents strongly agree with present evaluation method helps
to achieve the individual goal organization goal.

CHART 10

36
Present evaluation method helps to achieve the individual goal
and organization goal
60
51
50

40
Percentage

30
23
20 15
10 6 5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

No of Respondents

Table 11

37
Performance evaluation system helpful to perform effectively organization goal

NO OF IN
S.NO PARTICULARS RESPKONDENTS PERCENTAGE%
1 Helps to get proper 21 21
guidelines

2 Increasing Productivity 38 38

3 Helps to know the potential 14 14

Source: Primary Data

INTERPRETATION

From the above table we infer that 38% of the respondents Increasing
Productivity by evaluating their erformance.21% of the respondents with Employees are
Helps to get proper Guideline d by Evaluating the Performance.14% of the respondents Helps
to know the potential with Employees are by Evaluating the Performance .

CHART 11

38
 Performance evaluation system helpful to perform effectively
organization goal
40 38
35
30
25
Percentage

21
20
15 14

10
5
0
Helps to get Increasing Helps to know
proper guidelines Productivity the potential

No of Respondents

TABLE 12

39
 Organization accept the employee grievances and suggestion

NO OF
S.NO PARTICULARS RESPKONDENTS PERCENTAGE

1 Accepted 61 61

2 Partially accepted 29 29

3 Not Accepted 10 10

Total 100 100

Source: Primary Data

INTERPRETATION

From the above table we infer that 61% of the respondents agreed with
grievances and suggestion the employee’s performance. 29% of the respondents Partially
accepted improve the employees performance. 10% of the respondents said the Not
Accepted.

CHART 12

Organization accept the employee grievances and suggestion

40
 Organization accept the employee grievances and suggestion
70
61
60

50
Percentage

40

30 29

20

10
10

0
Accepted Partially accepted Not Accepted

No of Respondents

TABLE 13

41
Organizational once in duration either announce/publish about the individual/ groups
employee performance records

Source: Primary Data

NO OF IN
S.NO PARTICULARS RESPKONDENTS PERCENTAGE%

1 Yes 61 61

2 No 39 39

INTERPRETATION

From the above table we infer that 61% of the respondents agreed yes
employee’s performance. 39% of the respondents said the Not Accepted.

CHART 13

42
 Organizational once in duration either announce/publish
individual/ groups employee performance records
70
61
60

50
Percentage

39
40

30

20

10

0
Yes No

No of Respondents

Calculation of Chi-Square Value

43
 Observed Expected
Frequency Frequency (Oij-Eij) (Oij-Eij)2\E
Oij Eij
7 6.21 0.79 0.10
7 13.11 -3.11 0.73
11 3.68 2.32 1.46
2 6.48 0.52 0.04
10 13.68 -1.68 0.20
12 3.84 1.16 0.35
26 10.8 0.6 3.70
9 22.8 3.2 0.44
6 6.4 -3.4 1.80
5 3.51 -1.51 0.64
3 7.41 1.59 0.34
2 2.08 -0.08 3.07

Chi-Square = (Oij-Eij) 2\E

=12.87

Hence

Therefore Degrees of Freedom = (C-I) (R-I)

= (4-1) (3-1) =6

The Table value of chi-Square for Six degrees of Freedom @ 5% level of Significance is
12.592

Conclusion

The calculated value of Chi-square is greater than this table value which means
that null Hypothesis accepted. So there is no association between age level present job
descriptions of the employees.

CHAPTER 5

44
FINDINGS

After having analyzed and interpreted the data, the researcher now shifts the focus towards
the trends they have emerged from the study. These findings Ares summed up and grouped
under each objective of the study.

 From table 7 out of 100% sample, 57% of the employees are respondent said
that performance level organization gives training to the employees to
improve the performance of the employees.
 From table 8 out of 100% sample,37% of the employees are respondent said
that the training is a performance improvement programme for the employees.
 From table 9 out of 100% sample, 66 % of the employees are respondent
agreed with Training help to improve the employees performance.
 From table 10 out of 100% sample, 48% of the employees Agreed with
employees are motivation by evaluating their performance.
 From table 11 out of 100% samples, 69% of the employees Agreed with
employees responsibility will increase by evaluating their performance.
 From table 12 out of 100% sample,69% of the employees Neutral with
employees responsibility will develop the employee career.
 From table 13 out of 100% sample, 56% of the employees Agreed with
performance evaluation support for work improvement.
 From table 14 out of 100% sample, 36 % of the employees Disagree with job
rotations are being done based on the performance evaluation system.
 From table 15 out of 100% sample, 49% of the employees respondents said
that post effect of the performance evaluation system is promotion.
 From table 16 out of 100% sample,58% of the employees respondents agreed
with performance evaluation system increase the productivity of the
organization.
 From table 17 out of 100% sample,57% of the employees respondents agreed
with performance evaluation helps to identify the competency mapping of
employee skills.
 From table 18 out of 100% sample,51 % of the employees respondents
agreed with performance evaluation method helps to achieve the individual
goal and organization goal.

45
SUGGESTIONS

Based on the study and the main findings the researcher would like of offers the
following recommendations which are hoped to be best interest of the management and the

46
works force employees. The researcher anticipates that the management will be happy to
implement the recommendations offered to the best extent possible.

 Organization should report to the employee about their performance standard.

 Employee’s performance evaluation system should be open system then only
employees can know their potential
 According to the employees performance standard organization should
promote the employees to the higher position.
 Organization should encourage the employees to improve the performance
through conducting quality circle, Group Discussion, Seminar and
Conferences to the employees those who are not perform well
 Various working style should be modify through conducing various
programmes

CHAPTER-6

CONCLUSION

47
 Implementations of a department performance evaluation system provides a means to
measure service quality, identify areas of weakness; track performance over time, and lower
costs, by setting concrete goals, this system raises awareness and promotes interdependence
among department personnel. “Working style” is inevitable in order to correspond with future
economic and social changes.

As a result it is important to develop a social system that allows for divers working styles. If
workers can fully exert their abilities, regardless of working patterns, according to their
willingness and abilities, it would not only result in improved productivity but also contribute
to the revitalization of the Indian economy. In order to achieve a desirable diversification of
working styles in the future.

48