1. INTRODUCTION Performance Evaluation or Appraisal is the process of deciding how employees do their jobs.

Performance here refers to the degree of accomplishment of the tasks that make up an individuals job. It indicates how well an individual is fulfilling the job requirements. Often the term is confused with efforts, which means energy expended and used in a wrong sense. Performance is always measured in terms of results. A bank employee, for example, may exert a great deal of effort while preparing for the CAIIB examination but manages to get a poor grade. In this case the effort expended is high but performance is low. Definition Performance appraisal is method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. It is a systematic and objective way of evaluating both work-related behavior and potential of employees. It is a process that involves determining and communicating to an employee how he or she is performing the job and ideally, establishing a plan of improvement. Performance appraisal is broader term than Merit Rating. In the past managers used to focus on the traits of an employee while ranking people for promotions and salary increases. Employees traits such as honesty, dependability, drive, personality, etc., were compared with others and ranked or rated. The attempt was to find what the person has (traits) rather than what he does (performance); the focus was on the input and not on the output. This kind of evaluation was open to criticism because of the doubtful relationship between performance and mere possession of certain traits. 1

INTRODUCTION OF PERFORMANCE APPRAISAL The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resources management. Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of things historical, it might well lay claim to being the world's second oldest profession! There is, says Dulewicz (1989), "... a basic human tendency to make judgements about those one is working with, as well as about oneself." Appraisal, it seems, is both inevitable and universal. In the absence of a carefully structured system of appraisal, people will tend to judge the work performance of others, including subordinates, naturally, informally and arbitrarily. The human inclination to judge can create serious motivational, ethical and legal problems in the workplace. Without a structured appraisal system, there is little chance of ensuring that the judgements made will be lawful, fair, defensible and accurate. Performance appraisal systems began as simple methods of income justification. That is, appraisal was used to decide whether or not the salary or wage of an individual employee was justified. The process was firmly linked to material outcomes. If an employee's performance was found to be less than ideal, a cut in pay would follow. On the other hand, if their performance was better than the supervisor expected, a pay rise was in order.

1.1 INDUSTRY PROFILE INDUSTRY DEFINITION: This class consists of units mainly engaged in manufacturing motor vehicles or motor vehicle engines. Products and Services

The primary activities of this industry are: Motor cars manufacturing Motor vehicle engine manufacturing

The major products and services in this industry are: Passenger motor vehicle manufacturing segment (Passenger Cars, Utility Vehicles & Multi Purpose Vehicles) Commercial Vehicles (Medium & Heavy and Light Commercial Vehicles) Two Wheelers Three Wheelers An Overview of the Indian Automobile Industry

Starting its journey from the day when the first car rolled on the streets of Mumbai in 1898, the Indian automobile industry has demonstrated a phenomenal growth to this day. Today, the Indian automobile industry presents a galaxy of varieties and models meeting all possible expectations and globally established industry standards. Some of the leading names echoing in the Indian automobile industry include Maruti Suzuki, Tata Motors, Mahindra and Mahindra, Hyundai Motors, Hero Honda and Hindustan Motors in addition to a number of others.

During the early stages of its development, Indian automobile industry heavily depended on foreign technologies. However, over the years, the manufacturers in India have started using their own technology evolved in the native soil. The thriving market place in the country has attracted a number of automobile manufacturers including some of the reputed global leaders to set their foot in the soil looking forward to enhance their profile and prospects to new heights. Following a temporary setback on account of the global economic recession, the Indian automobile market has once again picked up a remarkable momentum witnessing a buoyant sale for the first time in its history in the month of September 2009. The automobile sector of India is the seventh largest in the world. In a year, the country manufactures about 2.6 million cars making up an identifiable chunk in the worlds annual production of about 73 million cars in a year. The country is the largest manufacturer of motorcycles and the fifth largest producer of commercial vehicles. Industry experts have visualized an unbelievably huge increase in these figures over the immediate future. The figures published by the Asia Economic Institute indicate that the Indian automobile sector is set to emerge as the global leader by 2012. In the year 2009, India rose to be the fourth largest exporter of automobiles following Japan, South Korea and Thailand. Experts state that in the year 2050, India will top the car volumes of all the nations of the world with about 611 million cars running on its roads. At present, about 75 percent of Indias automobile industry is made up by small cars, with the figure ranking the nation on top of any other country on the globe. Over the next two or three years, the country is expecting the arrival of more than a dozen new brands making compact car models. Recently, the automotive giants of India including General Motors (GM), Volkswagen, Honda, and Hyundai, have declared significant expansion plans. On account of its huge market potential, a very low base of car ownership in the country estimated at about 25 per 1,000 people, and a rapidly surging economy, the nation is firmly set on its way to become an outsourcing platform for a number of global auto companies. Some of the upcoming cars in the India soil comprise Maruti A-Star (Suzuki), Maruti Splash (Suzuki), VW Up and VW Polo (Volkswagen), Bajaj small car (Bajai Auto), Jazz (Honda) and Cobalt, Aveo (GM) in addition to several others.

History of the Automobile industry in India

The economic liberalization that dawned in India in the year 1991 has succeeded in bringing about a sustained growth in the automotive production sector triggered by enhanced competitiveness and relaxed restrictions prevailing in the Indian soil. A number of Indian automobile manufacturers including Tata Motors, Maruti Suzuki and Mahindra and Mahindra, have dramatically expanded both their domestic and international operations. The countrys active economic growth has paved a solid road to the further expansion of its domestic automobile market. This segment has in fact invited a huge amount of India-specific investment by a number of multinational automobile manufacturers. As a significant milestone in its progress, the monthly sales of passenger cars in India exceeded 100,000 units in February 2009. The beginnings of automotive industry in India can be traced during 1940s. After the nation became independent in the year 1947, the Indian Government and the private sector launched their efforts to establish an automotive component manufacturing industry to meet the needs of the automobile industry. The growth of this segment was however not so encouraging in the initial stage and through the 1950s and 1960s on account of nationalization combined with the license raj that was hampering the private sector in the country. However, the period that followed 1970s, witnessed a sizeable growth contributed by tractors, scooters and commercial vehicles. Even till those days, cars were something of a sort of a major luxury. Eventually, the country saw the entry of Japanese manufacturers establishing Maruti Udyog. During the period that followed, several foreign based companies started joint ventures with Indian companies. During 1980s, several Japanese manufacturers started joint-ventures for manufacturing motorcycles and light commercial-vehicles. During this time, that the Indian government selected Suzuki for a joint-venture to produce small cars. Following 5

the economic liberalization in 1991 and the weakening of the license raj, several Indian and multi-national car companies launched their operations on the soil. After this, automotive component and automobile manufacturing growth remarkably speeded up to meet the demands of domestic and export needs. Experts have an opinion that during the early stages the policies and the treatment by the Indian government were not favorable to the development of the automobile industry. However, the liberalization policy and various tax reliefs announced by the Indian government over the recent past have pronounced a significantly encouraging impact on this industry segment. Estimates reveal that owing to several boosting factors, Indian automobile industry has been growing at a pace of about 18% per year. Therefore, global automobile giants like Volvo, General Motors and Ford have started looking at India as a prospective hot destination to establish and expand their operations. Like many other nations Indias highly developed transportation system has played a very important role in the development of the countrys economy over the past to this day. One can say that the automobile industry in the country has occupied a solid space in the platform of Indian economy. Empowered by its present growth, today the automobile industry in the country can produce a diverse range of vehicles under three broad categories namely cars, two-wheelers and heavy vehicles. LIFE CYCLE: The life cycle stage is growth Life Cycle Reasons The market for manufacturing motor vehicles is consistently increasing. The products manufactured by this industry are profitable. Companies have been consistently opening new plats and employing over the past five years. Japanese and European manufacturers of motor vehicles have entered the market. Industry value added has been rising, along with the rise in GDP. Life Cycle Analysis General improvement in availability of trained manpower and good infrastructure is required for sustainable growth of the industry. Keeping this in view, the Indian Government has launched a unique initiative of National Automotive Testing and R&D Infrastructure Project (NATRIP) to provide specialised facilities for Testing, Certification and Homologation to the industry. A similar initiative is required for creating specialised institutions in automotive sector for education, training and development. The auto industry has grown in the clusters of interconnected companies which are linked by commonalities and complementarities. The major clusters are in and around Manesar in North, Pune in West, Chennai in South, Jamshedpur-Kolkata in East and Indore in Central India.

The Government is planning to create a National Level Specialises Education and Training Institute for Automotive Sector and to enhance the transportation, communication and export infrastructure facilities. The contribution of automotive sector in the GDP of India is expected to double by 2016 through major spotlight on export of small cars, Multi-Utility Vehicles, Two and Three wheelers. BASIS OF COMPETITION: Competition in this industry is high. Competition in this industry is increasing. Automotive industry is a volume-driven industry, and certain critical mass is a prerequisite for attracting the much-needed investment in research and development and new product design and development. Research and development investment is needed for innovations which is the lifeline for achieving and retaining competitiveness in the industry. This competitiveness in turn depends on the capacity and the speed of the industry to innovate and upgrade. The most important indices of competitiveness are productivity of both labour and capital. The concept of attaining competitiveness on the basis of low cost and abundant labour, favourable exchange rates, low interest rates and concessional duty structure is becoming inadequate and therefore, not sustainable. A greater emphasis is required on the development of the factors like innovation which can ensure competitiveness on a longterm basis. India, with a rapidly growing middle class (450 million in 2007 as per NCAER Report), market oriented stable economy, availability of trained manpower at competitive cost, fairly well developed credit and financing facilities and local availability of almost all the raw materials at a competitive cost, has emerged as one of the favourite investment destinations for the automotive manufacturers. These advantages need to be leveraged in a manner to attain the twin objective of ensuring availability of best quality product at lower cost to the consumers on the one hand and developing and assimilating the latest technology in the industry on the other hand. As per Automotive Mission Plan 20062016 (2008), the Indian Government recognises its role as a catalyst and facilitator to encourage the companies to move to higher level of competitive performance. The Indian Government wants to create a policy environment to help companies gain competitive advantage. The government aims that with its policies its encourage growth, promote domestic competition and stimulate innovation. 7

KEY STATISTICS: The production of automobiles has greatly increased in the last decade. It passed the 1 million mark during 2003-2004 and has more than doubled since. Year 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000 1999 Car Production % Change Commercial 2,814,584 2,175,220 1,846,051 1,713,479 1,473,000 1,264,000 1,178,354 907,968 703,948 654,557 517,957 533,149 29.39 17.83 7.74 16.33 16.53 7.27 29.78 28.98 7.55 26.37 -2.85 722,199 466,330 486,277 540,250 546,808 362, 755 332,803 253,555 190,848 160,054 283,403 285,044 % Change Total Prodn. 54.86 -4.10 -9.99 -1.20 50.74 9.00 31.25 32.86 19.24 -43.52 -0.58 Vehicles % Change 33.89 13.25 3.35 10.39 19.36 7.22 23.13 22.96 8.96 1.62 -2.10

3,536,783 2,641,550 2,332,328 2,253,999 2,019,808 1,628,755 1,511,157 1,161,523 894796 814611 801360 818193

Automobile Production Type of Vehicle Passenger Vehicles Three Wheelers Two Wheelers Total 2005-2006 1,209,876 374,445 6,529,829 8,467,853 2006-2007 1,309,300 391,083 434,423 7,608,697 9,743,503 2007-2008 1,545,223 519,982 556,126 8,466,666 11,087,997 2008-2009 1,777,583 549,006 500,660 8,026,681 10,853,930 2009-2010 1,838,697 417,126 501,030 8,418,626 11,175,479

Commercial Vehicles 353,703

1.2 COMPANY PROFILE: The organization chart of Winners Overseas is as follows

Super Auto Forge Limited (SAF), established in 1974, is a pioneer and the largest manufacturer of Cold Forged/Cold Extruded Steel and Aluminium components in the Automotive Industry in India. 100% of SAF business caters to OEMs through Tier-I & Tier-II Customers. SAF has four manufacturing locations in and around Chennai, India. SAF does not have any Technology Collaboration for forging and has an independent R & D Division is equipped with 2D/3D CAD/CAM software and has Metal Forming simulation software for accelerated process/product development.

Almost 60% of SAF has to its strength a dedicated workforce of 430 associates, 150 Engg. Staff and 20 Admin Staff. SAF was awarded ISO 9002 Certification in 1994 and ts 16949 Certification in 2004. SAf is also an approved supplier to major Tier-I Customers such as Delphi Visteon, American Axle manufacturing, TRW, GKN & BOSCH. The installed capacity is 10000 tons per annum. Super auto forge exports substantial volumes to oem customers abroad. The company has an array of cold forging presses both imported and indigenous and is supported by an excellent tool room where all the tools and dies are manufactured. Super auto forge has a heat treatment facility with sealed quench furnace and other hardening and tempering presses. Super auto forge has always been highly quality conscious and has equipped itself with sophisticated laboratory and testing equipments.

10

11

1.3 OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE To study the employees performance appraisal in Super Auto Forge Pvt Ltd. To judge the gap between the actual and the desired performance. To help the management in exercising organizational control.

SECONDARY OBJECTIVE To identify the purpose of performance appraisal system. To identify the training needs of the employees through performance appraisal. To evaluate the information on the employees appraisal and its satisfaction. To provide suggestions in order to improve the existing performance appraisal system. Helps to strengthen the relationship and communication between superior subordinates and management employees. To provide feedback to the employees regarding their past performance. Provide information to assist in the other personal decisions in the organization. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. To reduce the grievances of the employees

12

1.4 NEED OF THE STUDY

To find if there is any new opportunities provided for the employees. To find whether any change in the existing appraisal system in the organization is required. To determine what type of appraisal the employees are really looking for. To determine the task the individual is expected to do. To determine how well the employee has done the task. To determine how can his performance be further improved.

13

1.5 SCOPE OF THE STUDY

This study can be helpful to the company for conducting any further research.

The study is also helpful in providing any opportunities for the employees to improve their performance.

It is also helpful to find whether the existing appraisal system in the organization can be improved.

14

1.6 LIMITATIONS OF THE STUDY

The findings are based on the views of only 100 respondents. The accuracy of the findings is constrained by the accuracy of the statistical tools used for analysis. The period of study was limited only for 4 months. The study was conducted only in Super Auto Forge Pvt Ltd. An elobrate study on some more companies might give some more information.

15

2. REVIEW OF LITERATURE Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor that usually takes the form of the periodic interview in which the work performance of the subordinates is examined and discussed, with a view to identifying weaknesses and strength as well as opportunities for improvement and skills development. In many organization but not all appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is , the appraisal results are use to identify the better performing employees who should get the majority of available merit pay increases, bonuses and promotions. By the same token, appraisal results are use to identify the poorer performances who may require some form of counseling are in extreme cases, demotion, dismissal or decreases in pay DIFFERENT TYPES OF PERFORMANCE APPRAISAL There are a number of methods of performance appraisals. No single method can be considered ideal in all circumstances. The method of performance appraisal can be broadly classified into two categories: Traditional method Modern method 16

1. Traditional method

Unstructured method. In this method the appraisal process does not follow any specific structure it

is based on the description of the employee by the superior. The unstructured nature of this method makes this extremely subjective. Straight ranking method. In this method the superior is asked to rate all the employees doing a specific job from best to the poorest based on a specific criterion. While it is easy to select the best and the worst employee, selection of employees who are mediocre is difficult. This model also suffers from subjectivity. Paired comparison method. This method involves comparing each employee with every other employee in the group. Based on the comparison ranking system is developed. This ranking system is considered more reliable as it is based on a systematic method of comparison and evaluation. Man-to-man analysis In this method the performance of the employee is based on certain factors that are selected. The factors can include initiative, leadership etc. A scale is developed for each factor and each individual is evaluated according to the scale.

17

Granting Method. In this method the performance of the employee are determined in

advance and defined as categories. The categories can be Grade A for an outstanding performances Grade B for an excellent performance, Grade C can be for average and D for poor etc. Checklist Method. In this method a checklist consisting of objective statement is prepared such as 1. Is the worker regular to work. 2. Does the employee command respect among his subordinates. 3. Is the employee helpful to his peers. Free essay methods This method involves writing an assay by the superior on the employees performance. It is an open ended process and suffers from subjectivity. Some bosses may not be good in essay writing and may not be serious in their essays. Comparing two individuals on the basis of the essays on them is also not easy. Critical incidents methods This method uses critical incidents such as accidents, major lapses on the part of the employee to rate his performance.

18

Field review method In this method a human resources specialist conducts the appraisal by

asking a serious of questions about the employee to the superior. After the session is over the specialist makes notes based on his interaction with his superiors. These notes are approved by the specialist and are placed in the employees file. Confidential report This method involves preparation of a confidential report by the superior on the employees performance. The disadvantage of this method is the obvious subjectivity and secrecy which results in low credibility of this method. 2) Modern method Modern methods were devised to improve upon the traditional methods. Some of the modern methods are: BARS(Behaviorally anchored rating scales) In this system scales are devised based on aspects of the employees behavior. The superior is asked to rate the performance of the employees on the basis of these scales. MBO MBO stands for Management By Objectives. MBO appraisal are based on predetermined Objectives which are decided and agreed upon by the superior and the employee. It is a process of goal setting and feedback.

19

This process introduces greater objectivity in the evaluation process. The employee is aware of what is expected of him.and is able to focus attention twards the goals. Psychological appraisals These appraisal involve assessment of the inteciiectual abilities, emotional stability, reason and analytical skills, sociability etc these methods can be useful when taking decision about placement of employees, development and training. 360 degree feedback This method enables the employee to receive feedback from his superior, his peers and his subordinates. This feedback provides information about the skills and behaviour of an individual. The information is based on assessment from different angles is more objective.. The Link to Rewards Research (Bannister & Balkin, 1990) has reported that appraises seem to have greater acceptance of the appraisal process, and feel more satisfied with it, when the process is directly linked to rewards. Such findings are a serious challenge to those who feel that appraisal results and reward outcomes must be strictly isolated from each other.

20

According to Flippo performance appraisal is the systematic, periodic and an impartial rating of an employees excellence in the matters pertaining to his present job and his potential for a better job." The work performance of the subordinate is examined and discussed in the form of a periodic interview with a structured formal interaction between a subordinate and supervisor to identify weaknesses and strengths of the subordinate as well as opportunities for improvement and skills development. According to Kressler Performance appraisals are one of the most important requirements for successful business and human resource policy and The ability to conduct performance appraisals relies on the ability to assess an employees performance in a fair and accurate manner. Evaluating employee performance is a difficult task. According to Pulakos Rewarding and promoting effective performance in organizations, as well as identifying ineffective performers for developmental programs or other personnel actions, are essential to effective to human resource management. According to Landy Zedeck The measurement of an employees performance allows for rational administrative decisions at the individual employee level. It also provides for the raw data for the evaluation of the effectiveness of such personnel- system components and processes as recruiting policies, training programs, selection rules, promotional strategies, and reward allocations. According to McKirchy Performance appraisals should focus on three objectives: performance, not personalities; valid, concrete, relevant issues, rather than subjective emotions and feelings; reaching agreement on what the employee is going to improve in his performance and what you are going to do.

21

According to Barr A portion of the process should be devoted to an examination of potential opportunities to pursue advancement of acceptance of more complex responsibilities. The employee development goals should be recognized as legitimate, and plans should be made to reach the goals through developmental experiences or education. There is also a group who argues that the evaluation of employees for reward purposes, and frank communication with them about their performance, are part of the basic responsibilities of management. The practice of not discussing reward issues while appraising performance is, say critics, based on inconsistent and muddled ideas of motivation.In many organizations, this inconsistency is aggravated by the practice of having separate wage and salary reviews, in which merit rises and bonuses are decided arbitrarily, and often secretly, by supervisors and managers. Challenges of implementing performance appraisal An organization comes across various problems and challenges Of Performance Appraisal in order to make a performance appraisal system effective and successful. The main Performance Appraisal challenges involved in the performance appraisal process are: Determining the evaluation criteria Identification of the appraisal criteria is one of the biggest problems faced by the top management. The performance data to be considered for evaluation should be carefully selected. For the purpose of evaluation, the criteria selected should be in quantifiable or measurable terms

22

 Create a rating instrument The purpose of the Performance appraisal process is to judge the performance of the employees rather than the employee. The focus of the system should be on the development of the employees of the organization. Lack of competence Top management should choose the raters or the evaluators carefully. They should have the required expertise and the knowledge to decide the criteria accurately. They should have the experience and the necessary training to carry out the appraisal process objectively. Errors in rating and evaluation Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait influencing the evaluators rating for all other traits) etc. may creep in the appraisal process. Therefore the rater should exercise objectivity and fairness in evaluating and rating the performance of the employees. Resistance The appraisal process may face resistance from the employees and the trade unions for the fear of negative ratings. Therefore, the employees should be communicated and clearly explained the purpose as well the process of appraisal. The standards should be clearly communicated and every employee should be made aware that what exactly is expected from him/her.

23

3. RESEARCH METHODOLOGY The purpose of research methodology is to describe the research procedure. This includes the overall research design, the sampling procedure, the data collection method, and analysis procedures. This section is important because it is need to discuss methodology without using technical terms. 3.1 RESEARCH DESIGN MEANING: A Research Design is the arrangement of conditions in a manner that aims to combine relevancies to the research purpose with economy in procedure. This study is based on Descriptive Research. Descriptive research includes surveys and fact findings enquires or different kinds. The major purpose of descriptive research is of description of state of affairs, as it exists at present. The method of research utilize in descriptive research is survey of all kinds. The research should keep in mind two types of data while collecting data via, primary and secondary. 3.2 DATA SOURCES PRIMARY DATA: The primary data are those, which are collected as fresh and for the first time and thus happen to be original in character. The researcher collects primary data freshly. It is collected for the first time by the researcher for the reference of the company. Thus the researcher collected the primary data by issuing the questionnaire to the employees in the organization.

24

SECONDARY DATA: The secondary data, on the other hand are those, which have already, been passed through the satisfied process. Secondary data are those, which are referred through the primary data. They are just referred from the already existing data. The researcher has collected the secondary data from the following sources. 1) Company Website 2) Company old records 3) Journals DATA COLLECTION TOOL: Questionnaire: The data was collected by means of questionnaires and data was classified and analyzed carefully. Questionnaire is constructed so that the objectives are clear to the respondents. In this research the questions was formed as a direct and structured one. The type of questions, which were included in the questionnaire, was useful for the study. In this case of multiple choice questionnaire the respondents are offered with two or more choices, the respondents has to indicate which is applicable in this case.

25

SAMPLING: A sample, as the name implies is a smaller representation of a large whole, instead of studying every case, which might logically be included in an investigation only a small portion is selected. The sampling technique used is stratified random sampling. STRATIFIED RANDOM SAMPLING: The stratified random sampling is done because the sampling unit is divided into tannery and factory. The sample size is 100. Thus each employees in the tannery and factory are assigned with a sequence of number. Then 50 employees from tannery and 50 employees from factory are selected randomly from the population. SAMPLING UNIT: Employees of Winner Overseas from Tannery and Factory, Chennai become the sampling unit. SAMPLING SIZE: The sample size consists of 100 employees from Winner Overseas Pvt Ltd, Chennai. STATISTICAL TOOLS: (i) Percentage analysis Percentage refers to a special kind of ratio percentages are used in making comparing between preferences, awareness and satisfaction with various other factors.

26

Percentage = (ii) Chi square Test:

Observed data --------------------- x 100 Sample size

A family of probability distribution, differentiated by this degree of freedom is used to test a member of different hypothesis about variances, proportions, and distributional goodness of fit. Formula for Chi-square Test

Degree of freedom = (R -1) (C -1) Wherein, O = Refers to the observed frequency e = Refers to the expected frequency R = Refers to the number of rows C = Refers to the number of columns (iii) Correlation Coefficient Correlation(r) = [NXY - (X) (Y) / Sqrt ([NX2 - (X)2][NY2 - (Y)2])] Statistical Tools Representation: BAR DIAGRAM PIE DIAGRAM

27

4. DATA ANALYSIS AND INTERPRETATION TABLE NO: 4.1.1 CLASSIFICATION BASED ON AGE OF THE RESPONDENTS AGE 25-35 36-45 46 & Above TOTAL NO OF RESPONDENT 14 44 42 100 CHART NO: 4.1.1 CLASSIFICATION BASED ON AGE OF THE RESPONDENTS PERCENTAGE 14% 44% 42% 100%

(Source: Primary data)

14%

42%

25-35 36-45 46 & Above

44%

(Source: Primary data) Inference: It is inferred that the 44% of the respondents are in the age group of 36-45 yrs, 42% of the respondents are in the age group of 46 and above and 14% of the respondents are in the age of 25-35. Maximum number of respondents is from age group of 36-45. TABLE NO: 4.1.2

28

CLASSIFICATION BASED ON GENDER OF THE RESPONDENTS GENDER MALE FEMALE TOTAL (Source: Primary data) CHART NO: 4.1.2 CLASSIFICATION BASED ON GENDER OF THE RESPONDENTS NO OF RESPONDENTS 85 15 100 PERECENTAGE 85% 15% 100%

15%

MALE FEMALE

85%

(Source: Primary data) Inference: It is inferred that 85% of the respondents are male and 15% of the respondents are female. Maximum number of respondents is from Male.

TABLE NO: 4.1.3

29

CLASSIFICATION BASED ON EDUCATIONAL QUALIFICATIONS OF THE RESPONDENTS NO OF QUALIFICATION PERCENTAGE RESPONDENTS UG PG PROFESSIONAL TOTAL (Source: Primary Data) CHART NO: 4.1.3 CLASSIFICATION BASED ON EDUCATIONAL QUALIFICATION OF THE RESPONDENTS 54 28 18 100 54% 28% 18% 100%

(Source: Primary Data) Inference: It is inferred that 54% of the respondents are qualified UG, 28% of the respondents are qualified PG and 18% of the respondents are qualified PROFESSIONAL which include M.Tech & M.E. Maximum number of respondents are from UG.

TABLE NO: 4.1.4 30

CLASSIFICATION BASED ON MARITAL STATUS OF THE RESPONDENTS NO RESPONDENTS 89 11 100 OF

MARITAL STATUS MARRIED UNMARRIED TOTAL (Source: Primary Data)

PERCENTAGE 89% 11% 100%

CHART NO: 4.1.4 CLASSIFICATION BASED ON MARITAL STATUS OF THE RESPONDENTS

11%

MARRIED UNMARRIED

89%

(Source: Primary Data)

Inference: It is inferred that 89% of the respondents are married and 11% of the respondents are unmarried. Maximum number of respondents is from married category.

TABLE NO: 4.1.5 YEARS OF EXPERIENCE OF THE RESPONDENTS WITH RESPECT TO SUPER AUTO FORGE PVT LTD. 31

YEARS OF EXPERIENCE

NO

OF PERCENTAGE

RESPONDENTS BELOW 5 YRS 5 - 10 YRS 10 20 YRS TOTAL (Source: Primary Data) CHART NO: 4.1.5 YEARS OF EXPERIENCE OF THE RESPONDENTS WITH RESPECT TO SUPER AUTO FORGE PVT LTD. 22 32 46 100 22% 32% 46% 100%

(Source: Primary Data) Inference: It is inferred that 46% of the respondents have 10 20 years of experience and 32% of the respondents have 5 10 years of experience and 22% of the respondents have below 5 years of experience. Maximum numbers of respondents are from 10-20 years of experience. TABLE NO: 4.1.6 OPINION AS TO PRFORMANCE TARGETS BASED ON ORGANIZATION GOAL RESPONDENTS OPINION NO OF RESPONDENTS 32 PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly Disagree Total (Source: Primary Data)

39 45 8 6 2 100 CHART NO: 4.1.6

39% 45% 8% 6% 2% 100%

OPINION AS TO PRFORMANCE TARGETS BASED ON ORGANIZATION GOAL

(Source: Primary Data) Inference: It is inferred that 45% of the respondents agree that the performance targets of the employees are set as per the organizational goal and 39% of the respondents strongly agree and 8% of the respondents neutral and 6% of the respondents disagree and 2% of the respondents strongly disagree. Maximum respondents are agree that the performance targets of the employees are set as per the organizational goal TABLE NO: 4.1.7 OPINION OF THE RESPONDENTS ABOUT THE PERFORMANCE STANDARDS RESPONDENTS OPINION 33 NO OF RESPONDENTS PERCENTAGE

YES NO TOTAL (Source: Primary Data)

78 22 100

78% 22% 100%

CHART NO: 4.1.7 OPINION OF THE RESPONDENTS ABOUT THE PERFORMANCE STANDARDS
22%

YES NO

78%

(Source: Primary Data) Inference: It is inferred that 78% of the respondents agree that different performance standards are set for different job and 22% of the respondents disagree that different performance standards are not set for different job. Maximum numbers of respondents agree that different performance standards are set for different job. TABLE NO: 4.1.8 OPINION OF THE RESPONDENTS ON PROVISION OF MID-TERM REVIEW RESPONDENTS OPINION STRONGLY AGREE AGREE NEUTRAL DISAGREE NO OF RESPONDENTS 40 30 20 9 PERCENTAGE 40% 30% 20% 9%

34

STRONGLY DISAGREE TOTAL (Source: Primary Data)

1 100

1% 100%

CHART NO: 4.1.8 OPINION OF THE RESPONDENTS ON PROVISION OF MID-TERM REVIEW

(Source: Primary Data) Inference: It is inferred that 40% of the respondents strongly agree that there is always a provision for mid-term review and 30% of the respondent agree and 20% of the respondent neutral and 9% of the respondent disagree and 1% of the respondent strongly disagree. Maximum numbers of respondents strongly agree that there is always a provision for mid-term review. TABLE NO: 4.1.9 OPINION OF THE RESPONDENTS REGARDING INTERACTION BETWEEN APPRAISER AND APPRAISEE. RESPONDENTS OPINION NO OF RESPONDENTS PERCENTAGE STRONGLYAGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE 30 37 18 9 6 35 30% 37% 18% 9% 6%

TOTAL (Source: Primary Data)

100

100%

CHART NO: 4.1.9 OPINION OF THE RESPONDENTS REGARDING INTERACTION BETWEEN APPRAISER AND APPRAISEE.

(Source: Primary Data) Inference: It is inferred that 37% of the respondents agree that there is direct interaction between appraiser and appraises during the performance appraisal and 30% of the respondents strongly agree and 18% of the respondents neutral and 9% of the respondents disagree and 6% of the respondents strongly disagree. Maximum number of respondents agree that there is direct interaction between appraiser and appraises during the performance appraisal. TABLE NO: 4.1.10 OPINION OF RESPONDENTS ON THE PROVISION OF SELF ASSESSMENT IN THE APPRAISAL RESPONDENTS OPINION YES NO TOTAL (Source: Primary Data) CHART NO: 4.1.10 36 NO OF RESPONDENTS 84 16 100 PERCENTAGE 84% 16% 100%

OPINION OF RESPONDENTS ON THE PROVISION OF SELF ASSESSMENT IN THE APPRAISAL

16%

YES NO

84%

(Source: Primary Data) Inference: It is inferred that 84% of the respondents agree that there is a provision of self assessment in the appraisal and 16% of the respondents disagree that there is no provision of self assessment in the appraisal. Maximum numbers of respondents agree that there is a provision of self assessment in the appraisal.

37

TABLE NO: 4.1.11 OPINION OF THE RESPONDENTS ON THE CONFIDENTIALITY IN PERFORMANCE RATING RESPONDENTS OPINION Strongly agree Agree Neutral Disagree Strongly Disagree Total (Source: Primary Data) CHART NO: 4.1.11 OPINION OF THE RESPONDENTS ON THE CONFIDENTIALITY IN PERFORMANCE RATING NO OF RESPONDENTS PERCENTAGE 48 35 15 2 0 100 48% 35% 15% 2% 0% 100%

(Source: Primary Data) Inference: It is inferred that 48% of the respondents strongly agree that the performance rating of employees is confidential in the company and 35% of the respondents agree and 15% of the respondents neutral and 2% of the respondents disagree. Maximum numbers of respondents strongly agree that the performance rating of employees is confidential in the company. 38

TABLE NO: 4.1.12 OPINION OF THE RESPONDENTS ON THE ROLES ASSIGNED TO THEM RESPONDENTS NO OF PERCENTAGE OPINION STRONGLYAGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL (Source: Primary Data) CHART NO: 4.1.12 OPINION OF THE RESPONDENTS ON THE ROLES ASSIGNED TO THEM RESPONDENTS 22 40 28 10 0 100 22% 40% 28% 10% 0% 100%

(Source: Primary Data) Inference: It is inferred that 40% of the respondents agree that the roles assigned to them are as per the performance level and 28% of the respondents neutral and 22% of the respondents strongly agree and 10% of the respondents disagree. Maximum numbers of respondents agree that the roles assigned to them are as per the performance level. TABLE NO: 4.1.13 39

OPINION OF THE RESPONDENTS ON THEIR JOB RESPONSIBILITY RESPONDENTS OPINION STRONGLYAGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL (Source: Primary Data) CHART NO: 4.1.13 OPINION OF THE RESPONDENTS ON THEIR JOB RESPONSIBILITY NO RESPONDENTS 18 43 30 9 0 100 OF PERCENTAGE 18% 43% 30% 9% 0% 100%

(Source: Primary Data) Inference: It is inferred that 43% of the respondents agree that the employees job responsibility is based on the principle of high performer more meaningful job and 30% of the respondents neutral and 18% of the respondents strongly agree and 9% of the respondents disagree. Maximum numbers of respondents agree that the employees job responsibility is based on the principle of high performer more meaningful job.

40

TABLE NO: 4.1.14 OPINION OF RESPONDENTS ON THE ROLE CHANGES IN THE ORGANIZATION RESPONDENTS OPINION STRONGLYAGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL (Source: Primary Data) CHART NO: 4.1.14 OPINION OF RESPONDENTS ON THE ROLE CHANGES IN THE ORGANIZATION NO OF RESPONDENTS 40 30 14 14 2 100 PERCENTAGE 40% 30% 14% 14% 2% 100%

(Source: Primary Data) (Source: Primary Data) Inference: It is inferred that 40% of the respondents strongly agree that their change of roles is based on performance and 30% of the respondents agree and 14% of the respondents neutral and 14% of the respondents disagree that their change of roles is based on performance and 2% of the respondents strongly disagree. Maximum numbers of respondents strongly agree that their change of roles is based on performance TABLE NO: 4.1.15 OPINION OF THE RESPONDENTS ON PERFORMANCE BASED PROMOTION 41

RESPONDENTS OPINION YES NO Total (Source: Primary Data)

NO RESPONDENTS 55 45 100 CHART NO: 4.1.15

OF

PERCENTAGE 55% 45% 100%

OPINION OF THE RESPONDENTS ON PERFORMANCE BASED PROMOTION

45% 55%

YES NO

(Source: Primary Data) Inference: It is inferred that 70% of the respondents agree that their promotion is always based on performance and 30% of the respondents disagree that their promotion is based on performance. Maximum numbers of respondents agree that their promotion is always based on performance. TABLE NO: 4.1.16 OPINION OF THE RESPONDENTS ON PERFORMANCE BASED BONUS RESPONDENTS OPINION NO OF RESPONDENTS 42 PERCENTAGE

STRONGLYAGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL (Source: Primary Data)

46 48 0 6 0 100

46% 48% 0% 6% 0% 100%

CHART NO: 4.1.16 OPINION OF THE RESPONDENTS ON PERFORMANCE BASED BONUS

s t n e d n o p s e r f o e g a t n e c r e P 60% 50% 40% 30% 20% 10% 0% E E R G A Y L G N O R T S E E R G A L A R T U E N E E R G A S I D Y L G N O R T S E E R G A S I D 0% 6% 0% 46% 48%

Opinion of the respondents on performance b ased bonus

(Source: Primary Data) Inference: It is inferred that 48% of the respondents agree that there is direct linkage between performance rating and bonus and 46% of the respondents strongly agree and 2% of the respondents neutral and 4% of the respondents disagree that there is direct linkage between performance rating and bonus. TABLE NO: 4.1.17 OPINION OF RESPONDENTS ON PERFORMANCE BASED INCREMENT RESPONDENTS OPINION NO OF RESPONDENTS PERCENTAGE

43

YES NO TOTAL (Source: Primary Data)

88 12 100

88% 12% 100%

CHART NO: 4.1.17 OPINION OF RESPONDENTS ON PERFORMANCE BASED INCREMENT

12%

YES NO

88%

(Source: Primary Data) Inference: It is inferred that 88% of the respondents agree that only high performer in the organization receives high increment and 12% of the respondents disagree that high performer in the organization does not receives high increment. Maximum number of respondents agree that only high performer in the organization receives high increment.

44

TABLE NO: 4.1.18 OPINION OF RESPONDENTS ON PERFORMANCE BASED RECOGNITION NO RESPONDENTS 54 46 100 OF

RESPONDENTS OPINION YES NO TOTAL (Source: Primary Data)

PERCENTAGE 54% 46% 100%

CHART NO: 4.1.18 OPINION OF RESPONDENTS ON PERFORMANCE BASED RECOGNITION

46% 54%

YES NO

(Source: Primary Data) Inference: It is inferred that 74% of the respondents agree that only a high performer gets due recognition from the boss and 26% of the respondents disagree that a high performer does not gets due recognition from the boss. Maximum number of respondents agree that only a high performer gets due recognition from the boss.

45

TABLE NO: 4.1.19 OPINION OF RESPONDENTS ON PERFORMANCE BASED MONETARY BENEFIT RESPONDENTS OPINION Strongly agree Agree Neutral Disagree Strongly Disagree Total (Source: Primary Data) CHART NO: 4.1.19 OPINION OF RESPONDENTS ON PERFORMANCE BASED MONETARY BENEFIT NO RESPONDENTS 37 39 16 8 0 100 OF PERCENTAGE 37% 39% 16% 8% 0% 100%

(Source: Primary Data) Inference: It is inferred that 39% of the respondents agree that only high performers get better monetary benefit in organization and 37% of the respondents strongly agree and 16% of the respondents neutral and 8% of the respondents disagree that only high performers does not get better monetary benefit in organization. TABLE NO: 4.1.20

46

OPINION OF RESPONDENTS ON THEIR EVALUATION OF STRENGTHS AND WEAKNESS RESPONDENTS OPINION Strongly agree Agree Neutral Disagree Strongly Disagree TOTAL (Source: Primary Data) CHART NO: 4.1.20 OPINION OF RESPONDENTS ON THEIR EVALUATION OF STRENGTHS AND WEAKNESS NO OF RESPONDENTS 32 30 25 13 0 100 PERCENTAGE 32% 30% 25% 13% 0% 100%

(Source: Primary Data) Inference: It is inferred that 32% of the respondents strongly agree that the strengths and weaknesses of them is evaluated based on performance appraisal and 30% of the respondents agree and 25% of the respondents neutral and 13% of the respondents disagree that the strengths and weaknesses of them is evaluated based on performance appraisal.

47

TABLE NO: 4.1.21 OPINION OF RESPONDENTS ON PERFORMANCE BASED TRAINING NEEDS RESPONDENTS OPINION Strongly agree Agree Neutral Disagree Strongly Disagree TOTAL (Source: Primary Data) CHART NO: 4.1.21 OPINION OF RESPONDENTS ON PERFORMANCE BASED TRAINING NEEDS NO OF RESPONDENTS 33 25 27 15 0 100 PERCENTAGE 33% 25% 27% 15% 0% 100%

(Source: Primary Data) Inference: It is inferred that 33% of the respondents Strongly agree that the training needs of the employees is based on their performance appraisal and 27% of the respondents neutral and 25% of the respondents agree and 15% of the respondents disagree that the training needs of the employees is not based on their performance appraisal. TABLE NO: 4.1.22 OPINION OF RESPONDENTS ON THEIR TRAINING NOMINATION 48

RESPONDENTS OPINION YES NO TOTAL (Source: Primary Data)

NO OF RESPONDENTS 84 16 100

PERCENTAGE 84% 16% 100%

CHART NO: 4.1.22 OPINION OF RESPONDENTS ON THEIR TRAINING NOMINATION

16%

YES NO

84%

(Source: Primary Data) Inference: It is inferred that 84% of the respondents agree that the employees can nominate themselves for training and 16% of the respondents are disagree that the employees cannot nominate themselves for training. Maximum numbers of respondents agree that the employees can nominate themselves for training.

49

TABLE NO: 4.1.23 OPINION OF RESPONDENTS ON EMPLOYEE TRAINING AS PER BUSINESS NEEDS RESPONDENTS OPINION Strongly agree Agree Neutral Disagree Strongly Disagree TOTAL (Source: Primary Data) CHART NO: 4.1.23 OPINION OF RESPONDENTS ON EMPLOYEE TRAINING AS PER BUSINESS NEEDS NO OF RESPONDENTS 35 30 20 15 0 100 PERCENTAGE 35% 30% 20% 15% 0% 100%

(Source: Primary Data) Inference: It is inferred that 35% of the respondents Strongly agree that employees are trained as per business needs and 30% of the respondents are agree and 20% of the respondents neutral and 15% of the respondents disagree that employees are not trained as per business needs. Maximum number of respondents strongly agrees that employees are trained as per business needs. TABLE NO: 4.1.24 OPINION OF RESPONDENTS ON TRAINING FOR LOW PERFORMERS 50

RESPONDENTS OPINION Strongly agree Agree Neutral Disagree Strongly Disagree TOTAL (Source: Primary Data)

NO OF RESPONDENTS 30 33 21 15 1 100 CHART NO: 4.1.24

PERCENTAGE 30% 33% 21% 15% 1% 100%

OPINION OF RESPONDENTS ON TRAINING FOR LOW PERFORMERS

Respondent s Opinion

(Source: Primary Data) Inference: It is inferred that 33% of the respondents agree that the company provides training for how performers to improve their performance and 30% of the respondents are Strongly agree and 21% of the respondents neutral and 15% of the respondents disagree that the company does not provides training for how performers to improve their performance and 1% of the respondents strongly disagree. TABLE NO: 4.1.25 OPINION OF RESPONDENTS ON COUNSELING FOR LOW PERFORMERS RESPONDENTS OPINION NO OF RESPONDENTS PERCENTAGE

51

YES NO TOTAL (Source: Primary Data)

73 27 100

73% 27% 100%

CHART NO: 4.1.25 OPINION OF RESPONDENTS ON COUNSELING FOR LOW PERFORMERS

27%
YES NO

73%

(Source: Primary Data) Inference: It is inferred that 73% of the respondents agree that counseling is given for low performers and 27% of the respondents disagree that counseling is not given for low performers. Maximum number of respondents agrees that counseling is given for low performers.

52

TABLE NO: 4.1.26 OPINION OF RESPONDENTS ON MOTIVATIONAL TRAINING TO LOW PERFORMERS RESPONDENTS OPINION Strongly agree Agree Neutral Disagree Strongly Disagree TOTAL (Source: Primary Data) CHART NO: 4.1.26 OPINION OF RESPONDENTS ON MOTIVATIONAL TRAINING TO LOW PERFORMERS NO OF RESPONDENTS 35 28 27 8 2 100 PERCENTAGE 35% 28% 27% 8% 2% 100%

(Source: Primary Data) Inference: It is inferred that 35% of the respondents Strongly agree that motivational training is readily given to low performers in this company and 28% of the respondents agree and 27% of the respondents neutral and 8% of the respondents disagree that motivational training is not given to low performers in this company and 2% of the respondents strongly disagree. 4.2 CHI-SQUARE (i) Relationship between Educational qualification and performance targets based on organization goals of the employees 53

Ho: There is no significant difference between Educational qualification and performance targets based on organization goals of the employees. H1: There is significant difference between Educational qualification and performance targets based on organization goals of the employees.

Performance Targets based on organization goals _______________________________________________________________________ Qualification Strongly Agree Neutral Disagree Strongly Total agree disagree ______________________________________________________________________ _ UG 16 29 4 3 2 54 PG 14 8 3 3 0 28

Professional 9 8 1 0 0 18 _______________________________________________________________________ Total 39 45 8 6 2 100 _______________________________________________________________________ _

Expected Frequency (E) = (Row total for the column of that cell) * (Column total for the column of that cell) Grand total

Observed Frequency Expected Frequency 54

(O-E)

(O-E)2

(O-E)2

(O) 16 29 4 3 2 14 8 3 3 0 9 8 1 0 0 Total }9 } 14 } 38

(E) 21.06 24.30 4.32 }32.94 3.24 1.08 10.92 12.60 2.24 1.68 0.56 7.02 8.10 1.44 1.08 0.36 }10.98 }17.08

5.06 5.06 3.08 3.08 1.98 1.98

25.60 25.60 9.4864 9.4864 3.9204 3.9204

E 1.216 0.777 0.869 0.555 0.558 0.033 4.008

(O-E)2 = 4.008 E Degree of Freedom = (r-1) (s-1) = (3-1) (5-1) = 8 3( 3 number of pooling)=5 Calculated value = 4.008 Tabulated value = 11.070 INTERPRETATION: Since 2 < 20.05 We accept H0 and conclude that There is no significant difference between Educational qualification and performance targets based on organization goals of the employees.

CHI-SQUARE 55

(ii) Relationship between years of experience and Roles assigned to the employees Ho: There is no significant difference between years of experience and Roles assigned to the employees . H1: There is significant difference between years of experience and Roles assigned to the employees

Roles Assigned _______________________________________________________________________ Qualification Strongly Agree Neutral Disagree Strongly Total agree disagree ______________________________________________________________________ _ Below 5 yrs 8 7 6 1 0 22 5-10 yrs 5 12 11 4 0 32

10-20 yrs 9 21 11 5 0 46 _______________________________________________________________________ Total 22 40 28 10 0 100 _______________________________________________________________________ _

Expected Frequency (E) = (Row total for the column of that cell) * (Column total for the column of that cell) Grand total

56

Observed Frequency (O) 8 7 6 1 } 12 0 5 12 11 4 } 15 0 9 21 11 5 } 16 0 Total

Expected Frequency (E) 4.84 8.80 6.16 2.20 }15.4 0 7.04 12.80 8.96 3.2 }12.16 0 10.12 18.40 12.88 4.6 }17.48 0

(O-E) 3.16 1.8 3.4 0.8 2.84 1.12 2.6 1.48

(O-E)2 9.9856 3.24 11.56 0.64 8.0656 1.2544 6.76 2.1904

(O-E)2 E 2.063 0.368 0.751 0.05 0.663 0.124 0.367 0.125 4.511

(O-E)2 = 4.511 E Degree of Freedom = (r-1) (s-1) = (3-1) (5-1) = 8 3(3 number of pooling) =5 Calculated value = 4.511 Tabulated value = 11.070 INTERPRETATION: Since 2 < 20.05 we accept H0 and conclude that There is no significant difference between years of experience and Roles assigned to the employees. .

57

4.3 CORRELATION (i) Correlation between the roles assigned as the level of performance and change of roles in the organization. X 22 40 28 10 Y 40 30 14 14 X2 484 1600 784 100 Y2 1600 900 196 196 XY 880 1200 392 140

0 2 0 4 0 ________________________________ Total-100 100 2968 2896 2612 ________________________________ X=100, Y2=2896, rXY = Y=100, XY=2612, X2 = 2968, n=5

nXY (X) (Y)____ nX2-(X)2 nY2-(Y)2

rXY =

____5(2612)-(100)(100)_____ 5(2968)-(100)25(2896)-(100)2

rXY = 0.657 INTERPRETATION: There is a very high Positive Correlation between the roles assigned as the level of performance and change of roles in the organization.

58

CORRELATION (ii) Correlation between the Strength, weakness of the employees and training given as per the future business needs. X 32 30 25 13 Y 35 30 20 15 X2 1024 900 625 169 Y2 1225 900 420 225 XY 1120 900 500 195

0 0 0 0 0 ________________________________ Total-100 100 2718 2750 2715 ________________________________ X=100, Y2=2750, rXY = Y=100, XY=2715, X2 = 2718, n=5

nXY (X) (Y)____ nX2-(X)2 nY2-(Y)2

rXY =

____5(2715)-(100)(100)_____ 5(2718)-(100)25(2750)-(100)2

rXY = 0.974 INTERPRETATION: There is a very high Positive Correlation between the Strength, weakness of the employees and training given as per the future business needs. .

59

5. FINDINGS It is found that 44% of the respondents are in the age group of 36-45 years. It is found that 85% of the respondents are male. It is found that 54% of the respondents are qualified as UG. It is found that 89% of the respondents are married. It is found that 46% of the respondents are 10-20 years of experience. It is found that 45% of the respondents are agree towards performance targets of the employees are set as per the organizational goal. It is found that 78% of the respondents are agree towards performance standards are set for each job. It is found that 40% of the respondents are strongly agree towards provision of mid-term review in the organization. It is found that 37% of the respondents are agree towards direct interaction between appraisers and appraises. It is found that 84% of the respondents are agree towards provision of self assessment in the appraisal. It is found that 48% of the respondents are strongly agree towards performance rating of the employees in the organization is confidential. It is found that 40% of the respondents are agree towards the roles are assigned to the employees as the level of performance. 60

 It is found that 43% of the respondents are agree towards employee responsibility in the organization is based on the principle. It is found that 40% of the respondents are strongly agree towards change of roles in the organization. It is found that 55% of the respondents are agree towards promotions based on the performance of the employees. It is found that 48% of the respondents are agree towards direct linkage between performance rating and employee bonus. It is found that 88% of the respondents are strongly agree towards high performer receives high increment. It is found that 54% of the respondents are strongly agree towards high performer gets due recognition from the boss. It is found that 39% of the respondents are agree towards high performers better monetary benefit in the organization. It is found that 32% of the respondents are strongly agree towards the strengths and weakness of the employees. It is found that 33% of the respondents are strongly agree towards effective way to identify the training needs of the employees. It is found that 84% of the respondents are agree towards employees can nominate themselves for training.

61

 It is found that 35% of the respondents are strongly agree towards employees are given training as per future business needs. It is found that 33% of the respondents are agree towards the organization provides training for low performers to improve the level of performance. It is found that 73% of the respondents are strongly agree towards the provision of counseling for low performers. It is found that 35% of the respondents are strongly agree towards motivational training is given to low performers in the organization.

62

SUGGESTIONS

All the employees can be thoroughly oriented about the Performance Appraisal System at the time of induction itself, so as to avoid any doubts about the system at a later stage. The organization can device suitable training program for those individuals who fall in the average and below average category. The training need may be recommended by the reporting officer taking into account the appraisees area of interest and the organization can have short discussion with the appraiser before any recommendation may be helpful in this regard. The incentives given to the employees based on performance appraisal could be clearly intimated well before (at least a quarter) they start doing their job. Those employees who are appraised well in each year can be publicized in the organization through mails & other communication to all other employees so that this would prove to be a motivating factor for the average performers to perform better.

63

CONCLUSION One of the most important factors for the employees in the performance appraisal processes is to receive fair and accurate assessment. Performance appraisal should be taken as a tool to identify better performing employees from others. An employee always expects his appraiser to recognize and appreciate his achievements. Training needs have to be given for the employees to develop their career. Rewards and bonuses are needed for their promotions to the next levels. Problems faced by the employees should be discussed during the course of action.

64

BIBLIOGRAPHY BOOK REFERENCES: 1. DAVID A. DECENZO et al, HUMAN RESOURCE MANAGEMENT; SEVENTH EDITION, JOHN WILEY &SONS (ASIA) PVT LTD; 2003, PERFORMANCE APPRAISAL MANAGEMENT, PAGE NO: 272 2. BISWAJEET PATTANAYAK, HUMAN RESOURCE MANAGEMENT; SECOND EDITION; EASTERN ECONOMY EDITION, PRENTICE-HALL OF INDIA PVT LTD 2002 , PERFORMANCE APPRAISAL, PAGE NO: 89-90 3. P.JOTHI et al, HUMAN RESOURCE MANAGEMENT; SIXTH EDITION; OXFORD UNIVERSITY PRESS 2008,PERFORMANCE APPRAISAL, PAGE NO: 226 4. Thomas F. Patterson (1987). REFINING PERFORMANCE APPRAISAL. 5. Archer North & Associatiates, INTRODUCTION TO PERFORMANCE

APPRAISAL, 1998. WEB SITES REFFERED 1. http://www.managementhelp.org/emp_perf/perf_rvw/basics.htm 2. http://humanresources.about.com/od/performanceevals/a/perf_appraisal.htm 3. http://www.performance-appraisal.com/intro.htm

65

A STUDY ON PERFORMANCE APPRAISAL OF EMPLOYEES AT SUPER AUTO FORGE Pvt Ltd QUESTIONNAIRE I am Sulthan Ibrahim.M. I am doing my MBA in Alpha Engineering College. This Questionnaire is only for the collection of data for doing my project. I am sure that this will not be used for any other purpose. Personal Details 1. Name [Optional] : 2. Age 25-35 3. Gender Male Female 36-45 46&Above

4. Educational Qualification UG 5. Marital status Married 6. Years of experience Below 5 yrs 5 10 yrs 10 20 yrs Unmarried PG Professional

66

STUDY DETAILS: 1. The performance targets of the employees are set as per the organizational goal. A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree 2. Do you think that the different performance standards are set for different job? A) Yes B) No

3. Is there any provision of mid-term review in the organization? A) Always B) Often C) Sometimes D) Occasionally E) Never 4. During the time of appraisal, there is direct interaction between appraiser and appraisee. A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree 5. Do you think there is provision of self assessment in the appraisal? A) Yes B) No

6. The performance rating of the employee in the organization is confidential. A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree 7. The roles are assigned to the employees as the level of performance. A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree 8. The employee responsibility in the organization is based on the principle of high performance more meaningful job. A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree 9. On the basis of performance, the employees can make request for change of roles in the organization. A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree 10. Does the promotions of the employees are based on the performance. A) Yes B) No 67

11. There is a direct linkage between performance rating and employee bonus. A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree 12. Does the high performer in the organization receive high increment? A) Yes B) No

13. Does the high performer gets due recognition from the boss. A) Yes B) No

14. High performers better monetary benefit in the organization. A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree 15. The performance appraisal evaluates the strengths and weakness of the employee. A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree 16. The performance appraisal is an effective way to identify the training needs of the employees. A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree 17. Does the employees can nominate themselves for training? A) Yes B) No

18. The employees are given training as per future business needs. A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree 19. The organization provides training for the low performers to improve their level of performance. A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree 20. Is there any provision of counseling for low performers. A) Yes B) No

21. Motivational training is given to low performers in the organization. A) Strongly agree B) Agree C) Neutral D) Disagree E) Strongly disagree.

68