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1.
1 INTRODUCTION
The Kerala Dinesh Beedi Workers Central Co-op Society, one of the largest industrial
Co-operative Societies in India, is established in 1969 and has 38 years of meritorious
service in the co-operative sector. The society is born and brought up with the active
support and initiative of Govt. of Kerala. It is based at Kannur with operational units
in the three northern districts of Kerala- Kannur, Kasargod and Kozhikode. We
provide full time employment to 12,000 person’s directly and more than one lakh
people indirectly through the functional units of beedi rolling, food processing,
umbrella assembling, garments making and I T.Performance appraisal is a key human
resource management function which is viewed as a subset of performance
management. It is significant for organizational growth and development and is
instrumental for an organization to remain competitive. The performance appraisal is
widely used technique to evaluate the people. It is the one of the oldest and most
universal practices of the management. To evaluate the people a structured appraisal
system is required. Without this, if others are judged then it will create serious
motivational, ethical and legal problems in the work place. Without a structured
appraisal system, there is little chance of ensuring that the judgments made will be
lawful, fair and accurate. Performance appraisal system began as a simple method of
income justification. That is, appraisal was used to decide whether or not the salary or
wage of an individual employee was justified in terms of his performance.
The modern performance appraisal system is a structured formal interaction between a

subordinate and supervisor that usually takes the form of a periodic interview in
which the work performance of the subordinate is examined and discussed, with a
view to identifying weaknesses and strengths as well as opportunities for
improvement and skill development. The performance management and performance
appraisal is necessary to understand each employee’s abilities, competencies and
relative merit and worth for the organization. If an employee’s performance was
found to be less than ideal, a cut in pay would follow. So performance appraisal is a
formal structured system of measuring and employee is job related behavior and
outcome to discover how and why the employee is presently performing on the job
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and how the employees can perform more effectively in the future. So that the
employee, organization and society all benefit.
1.2 STATEMENT OF THE PROBLEM
Performance appraisal is being practiced in 90% of the organizations world-wide.

Dinesh Apparels has an efficient labor force as its core element, and its conduct
performance appraisal twice in a year, by the management. The company follows
confidential system for doing performance appraisal.This study helps the
organization in meeting its future need by understanding the current level
performance of employee. Performance appraisal affects both the employer and the
employee and in turn affects production. So, an attempt has been made to identify
the major causes of performance of employee In Dinesh Apparels and also to find
out the various measures to improve the performance if found any deviations from
standard and actual performance.
1.3 SIGNIFICANCE AND SCOPE OF THE STUDY
The purpose of the research is to find out the level of effectiveness of performance
appraisal towards the employees of Dinesh Apparels, Kannur. Study helps to find
out if employees meet the present standard of performance and to improve the
current performance. The study helps the management to know the worth of
employees and competent employees who are rewarded. It aims at evaluating the
system in order to identify and fulfill the gap.
1.4 OBJECTIVES OF THE STUDY
Primary Objectives:
 To study the effectiveness of the performance appraisal system at Dinesh

Apparels
Secondary objectives:
 To know about the organization and the various functional departments.
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 To know about the performance appraisal system undertaken by the
organization
 To know the various elements that is taken for measuring the performance
of the employees
 To know about the attitude of employees towards present job in the
organization
 To know about the satisfaction of employees with the appraisal system
 To identify the satisfaction of employees towards the training and
development program provided by the organization
 To suggest ways of improving the employees performance when he is not
found to be up to the mark during the review period
1.5 RESEARCH METHODOLOGY
Research methodology deals with the objective of the study, the method finding the
research problem, the type of hypothesis formulated the type of data collected,
method used for collecting and analysing the data etc.
1.5.1 RESEARCH DESIGN
Research Design is a comprehensive plan of the series of operations that a researcher

intends to carry out to accomplish the research objectives.
1.5.2 TYPES & SOURCES OF DATA
The study has made use of both primary and secondary data. This study is mainly
based on the primary data collected from the workers.
 Primary data
in consistent with the objective of the study and to select the accurate information
from the It is collected through observations, interviews and questionnaires. The
questionnaire was designed respondents
 Questionnaire
 Personal interview
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 Secondary data
Secondary data are those which have already been collected by someone else and
which have been already been passed through the statistical process it is obtained
through:
 Magazines
 Company records
 Annual reports
 Company website etc
1.5.3 SAMPLE SIZE
This refers to the number of items to be selected from the universe to constitute a
sample. The size of the sample should neither be excessively large, nor too small. It
should be optimum. An optimum sample is one which fulfils the requirement of
efficiency. Representativeness, reliability, and flexibility. The sample size of this
study is 100.
1.5.4 SAMPLING UNIVERSE
From the statistical point of view, the term universe refers to the total of the items or
units in any field of enquiry The attributes that are the object of the study are referred
to as characteristics and units processing them are called the elementary units. The
aggregate of such units is generally described as population. Thus, all units in any
field of enquiry constitute universe. In this project the sampling universe is the
employees of Dinesh Apparels, Kannur.
1.5.5 SAMPLING TECHNIQUE
Sampling is a definite plan for obtaining a simple from the sample frame. It is
determined before any data are collected It gives an idea about the sample size. In this
project, I applied probability random sampling because the population size is well
defined. I have selected employees related to Performance Appraisal process in this
organization as the sample.
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1.5.7 ANALYTIC AL TOOLS
Simple Percentage Analysis
Percentage analysis is the method to represent raw streams of data as a percentage for
better understanding of collected data.
1.6 PERIOD OF THE STUDY
This study was conducted 45 days.
1.7 LIMITATIONS OF THE STUDY
 The study is based on the information given by the respondents. It may be

influenced by the personal bias of the respondents.
 Non availability of some relevant data due to its confidential nature acted as
constraint for the study.
 Busy nature of the job and the strictness in the work place effected the data
collection as well.
 Most of the employees were not co-operative and attentive towards the
questionnaire.
1.8 CHAPTER SCHEME
 CHAPTER 1 – Deals with general aspect relating to study like introduction,

objective of the study, scope of the study, research methodology, limitation of
the study, duration of the study.
 CHAPTER 2 – Deals with the Review of related literature.
 CHAPTER 3 – Deals with the industry profile of the organization and company
profile of the organization.
 CHAPTER 4 – Deals with the data analysis and interpretation.
 CHAPTER 5 – Deals with findings, recommendation and conclusion.
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2.1 REVIEW OF LITERATURE
A literature review is both a summary and explanation of the complete and current
state of knowledge on a limited topic as found in academic books and journal articles
.It gives readers easy access to research on a particular topic by selecting high quality
articles or studies that are relevant ,meaningful, important and valid and summarizing
them into one complete report.
Rocio de Andres (2010) looked into Distance function approaches are used to
evaluate performance. Some companies use performance appraisal to analyse their
employees' efficiency and production in order to plan their promotion, wage, and
layoff policies, among other things. Initially, only the executive staff carried out this
procedure, but it has since grown into an evaluation process based on the opinions of
many reviewers, supervisors, collaborators, consumers, and the employees themselves
(360-degree method).
(Zheng, 2012) The purpose of this study is to examine

how performance appraisal process is associated with organizational citizenship
behavior, under the light of social exchange theory and impression management
theory, using affective commitment as a mediator and rating‐reward linkage as a
moderator.
Venclova Katerina (2013) The article focuses on employee performance appraisal

methods used in Czech agricultural enterprises. The first section of the article looks
into the theoretical underpinnings of the term "formal appraisal" as well as employee
performance appraisal methodologies as described by Czech and international experts.
Furthermore, the paper provides staff performance appraisal methodologies that are
regarded relevant for agricultural enterprises in the Czech Republic, based on a
questionnaire study.
Ashima Aggarwal, Gour Sundar Mitra Thakur (2013) performed a review of

performance appraisal methods Ranking, Graphic Rating Scale, Critical Incident,
Narrative Essays, Management By Objectives, Assessment Centers, BARS, 360
Degree, and 720 Degree are some of the performance appraisal approaches discussed,
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as well as their benefits and drawbacks. The traditional method of performance
appraisal or the modern method of performance appraisal are used by the
organisations. Organizations utilise a performance appraisal system to assess the
efficacy and efficiency of their personnel. Because each individual approaches their
task differently, a performance appraisal system is required.
Lalita Rani, Naveen Kumar and Sushil Kumar (2014) - Performance Appraisals
Research: A Study Of Performance Appraisals Practices In Private Banks,
National Monthly Refereed Journal of Research In Commerce & Management,
Volume III, pp.108-113. -Performance Appraisal is a concept that stated in the early
20th century. It is the process of obtaining, analyzing and recording information about
an employee to evaluate and improve their performance. The success of the
organization depends on the performance of the employees and it is the human
tendency to judge everything and everyone around them. In the study researcher
investigated the existing status of performance appraisal of private bank employees.
Primary research was done through questionnaire survey in Rohtak City using
convenient sampling of 100 respondents. The study revealed that most of the private
banks use 360 Degree Appraisal method for performance appraisal.
Angelo DeNisi & Caitlin E. Smith(2014) Researched the design and implementation
of performance assessment and management systems to improve efficiency. The study
focuses on a model that demonstrates how enhanced performance requires solid HR
practises, fair assessment systems, effective performance management, and a clear
understanding of an organization's overall strategic goals. The model is supported by
three pillars: motivation, evaluation, and results management.
Abteen Ijadi Maghsoodi (2018) The selection of appropriate Performance Appraisal

(PA) techniques and financing scales for organisations in today's dynamic and agile
environments is a challenging subject. Performance appraisal has evolved into a
strategic strategy to merging company policies with human resource activities in
modern enterprises. Finding the best PA approach is more difficult due to the presence
of various elements in the decisionmaking process.
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2.2 CONCEPTUEL FRAMEWORK
Performance appraisal is a process of assessing, summarizing and developing the

work performance of an employee. Performance appraisal may be defined as a
structured formal interaction between a subordinate and supervisor that usually takes
the form of periodic interview, in which the work performance of the subordinate is
examined and discussed, with a view to identifying weakness and strengths as well as
opportunities for improvement and skill development.
Performance appraisals are most often conducted by an employee's immediate

manager or line manager. While extensively practiced, annual performance reviews
have also been criticized as providing feedback too infrequently to be useful, and
some critics argue that performance reviews in general do more harm than good. It is
an element of the principal-agent framework that describes the relationship of
information between the employer and employee, and in this case the direct effect and
response received when a performance review is conducted.
IMPORTANCE OF PERFORMANCE APPRAISAL
Performance appraisals are used by companies to know more about their workforce.
These evaluations enable managers to learn about each employee's skills and
limitations so that they can best utilize them in the workplace and improve their future
performance. Companies can also use performance management software to evaluate
which employees require additional training and which ones are capable of taking on
new responsibilities in the workplace.
CHARACTERISTICS OF PERFORMANCE APPRAISAL
 A data generation system

 A tool for strategy formulation and implementation
 An integration device for the HR system
 A legal defensible document
 A motivational tool
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OBJECTIVES OF PERFORMANCE APPRAISAL
A performance appraisal system facilitates optimization of employee performance and

also helps in identifying areas for development. Following are the objective of
performance appraisal
 To clarify organizational goals

 To increase motivation to perform effectively
 To increase self-esteem of employees
 To provide better clarity and definition of job functions
 To distribute rewards on fair and equitable basis
PROCESS OF PERFORMANCE APPRAISAL
I. Defining objective of performance appraisal

II. Setting performance goals and standards
III. Measuring or assessing actual performance
IV. Identifying training and development needs
V. Providing feedback
VI. Rewarding performance
Advantages and Disadvantages of Performance Appraisal of Employees!
Advantages of Performance Appraisal:
1. Performance improvement:
Appraisal systems always aim at improving the performance of employees. It helps to

analyse and evaluate opportunity factors such as technology and social process.
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2. Development of employees:
Appraisal systems determine which employee needs more train-ing and becomes
primary source of information regarding the strengths and potentialities of the
employees.
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3. Corrective actions:
Any deficiency of employees can be detected and corrective steps can be taken
through appraisal system.
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4. Career planning:
Performance appraisal serves as a valuable tool in the case of career planning to the
employees, since it helps in preparing SWOT analysis of every employee.
5. Promotions:
Performance appraisal also helps the management in deciding about the promotions,
transfers and rewards of the employee.
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6. Motivation:
It is a tool for motivating employees towards higher performance.
7. Other benefits:
a. Performance appraisal plans help the management provide systematic judgments to

back up salary increases, transfers, promotions, and demotions regarding the
employees.
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b. Superiors can guide the subordinates by making them aware of ‘where they stand’.
c. Performance appraisal becomes the bare for coaching and counselling of individual
employees by the superiors.
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Disadvantages of Performance Appraisal:
1. The Halo effect:
Halo effect is defined as the ‘influence of a rater’s general impression on ratings of

specific rate qualities’. It tends to occur when an evaluation rates an employee high on
all jobs criteria, even if he has performed well only in one area.
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2. Contrast error:
The rating is always based on performance standards. The contrast error occurs when
employee is rated without taking into account the performance standard. This can also
occur if a rater compares an employee’s present performance with their past
performance.
3. Rater bias:
The rater’s prejudices and biasness can also influence rating. For example, a supervi-
sor can underrate an employee based on race, sex, religion, appearance and
favouritism.
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4. Central tendency error:
When the supervisor rates all the employees within a narrow range, thinking all
employees are of average level, this type of error occurs.
5. Leniency or severity:
Performance appraisal demands that the rater should objectively draw a conclusion
about employee’s performance.
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6. Sampling error:
If the rater uses a very small sample of the employee’s work, it may be subject to
sampling error.
7. Primary and regency errors:
Behaviour of an employee at the initial stage of rating and at the end of appraisal can
affect the rating. For example, a salesman’s performance may be very low for some
part of the year.
TRADITIONAL METHODS
Graphical rating scale
This is the oldest and most popular method. This technique is more consistent and
reliable too. Typically a graphic scale assess a person on the quality and quantity of
his work(outstanding, above average, average and unsatisfactory) and on variety of
other factors that vary with the job but usually include personal traits like reliability
and cooperation. It may also include specific performance items like oral and written
communication.
Each scale represent a job related performance criteria or trait. Each scale ranged from
excellent to poor. For this purpose a printed form for each employee is given to rater.
Printed from contains a list of performance criteria and personality traits such as
dependability, quality of work, intelligence, leadership, industriousness etc. points are
assigned for each employee in the forms. These score are added together to ascertain
overall score attained by each employee.
Forced distribution method
This technique was developed to reduce bias and establish objective standards of
comparison between individuals, but it does not involve the intervention of a third
party. Although there many variations of this method, the most common method is
one which asks raters to choose from among groups of statements those which best fit
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the individual being rated and those which least fit him. The forced distribution
method of performance evaluation derives its name from the fact that those
responsible for providing evaluations. The rater is forced to distribute the rating for
the individuals being evaluated in to a” pre specified” performance distribution.
Typically the performance distribution is chosen to reflect the normal curve, so that a
relatively small percentage of rates are required to be placed in the extremes and
larger percentages of rates are placed in the categories towards the middle of
performance distribution.
Essay Appraisal Method
In individual’s strengths, weaknesses and potential and so on in most selection

situations, particularly those involving professional, sales or managerial positions,
essay appraisal from former employers, teachers or associates carry significant
weight. The assumption seems to be
that an honest and informed statement from someone who knows a man well is fully
valid and satisfactory.
Check list Method
A check list is statement of traits and performance of employee on the job. It is

prepared in two columns namely s “yes” column and a “No” column. The appraiser is
required to read the statement and put tick mark in “yes” column if the statement is
positive and in “No” column if the statement is negative.
Paired Comparison Method
This technique is probably more accurate than alternation ranking. But with large
numbers of employees it become extremely time consuming and difficult to conduct.
Each person is compared with other person in pairs at one time. Only one trait is
considered each time of comparison. The number of time an employee is judged
better than the other determine his rank.
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Field Review Method
An officer of human resource department review employees records and holds

interview with the rate and its supervisor. The officer who is the interviewer prepares
questions in advance and asked. The supervisor answer questions regarding
subordinates level of performance, his work in progress, his strength and weakness,
promotional potential etc.
Critical Incident Method
The critical incident technique looks like a natural method of performance appraisal
because it gives supervisor actual, factual incidents to discuss with an employee.
Supervisor are asked to keep a record on each employee and record actual incident of
positive or negative behavior.
Confidential Report
This method is mainly used in government organizations. The immediate supervisor

prepares confidential report of his subordinates. It covers attendance, initiatives,
technical ability of reasoning, responsibility, leadership quality, self-impressions,
achievement and failure etc. it is descriptive opportunity appraisal used for promotion
and transfer of employees.
MODERN APPRAISAL METHOD
Assessment Centers
This method was first developed in USA & U.K in 1943. This type of appraisal
technique is used when employees are considered for promotion to higher posts. An
assessment Centre is central location where a group of employees come together and
work on as assignment for two or three days.
Behaviorally Anchored Rating Scales (BARS)
Behaviorally anchored rating scales, sometimes called behavioral expectation scales,

are rating scales whose scale points are determined by statements of effective and
ineffective behaviors. They are called behaviorally anchored because the scales are
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linked to a range of descriptive statements of behavior varying from the least to the
most effective.
360-Degree Feedback
The 360 degree feedback system is otherwise called multi rater scale where multiple
raters are involved in evaluating performance the employees. The 360 degree
technique is understood as systematic collection of performance data on an individual
or group, derived from a number of stakeholders such as supervisors, team members,
customers, peers, superiors, subordinates etc. In fact anyone who has useful
information on how an employee does the job may be one of the appraisers.
Management by objectives (MBO)
The main aspects of the MBO as an appraisal system are clear and well defined goals,
a definite time span to achieve the goals, an action plan and finally timely and
constructive feedback.
The process of MBO consist of the following
The first step is to establish the goals in which each subordinate has to attain.
Superiors & subordinates work together to establish the goals.
 The second step involves setting the performance standards for the
subordinates.
 In the third step, the actual performance is compared with the goals
agreed upon.
Psychological Appraisals
Large organizations employ full time industrial psychologists. When psychologists

are used for evaluations, they assess an individual’s future potential and not past
performance. The appraisal normally consists of in depth interviews, psychological
tests etc. Based on the tests, the psychologists then writes an evaluation of the
employee’s intellectual, emotional, motivational and other related characteristics that
suggest individual potential and may predict future performance.
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TYPES OF PERFORMANCE APPRAISAL
1. Formal appraisal
This type of appraisal is adopted by medium and large scale industries. The
appraisal is done by step by step process. So there is a formal procedure for
appraisal of employees. A professional approach is followed in the
performance appraisal.
2. Informal appraisal
Informal appraisal is conducted in small units having only a few personnel.
The appraisal is done without involving any formal procedure. The
management and ownership of business is vested in the hands of same person.
It is a casual, unsystematic and haphazard appraisal.
3. Individual appraisal
One person conducts the appraisal of his entire subordinates is called
individual appraisal.
4. Appraisal by subordinate
Here employees evaluate superiors. In most cases subordinate are not
competent to evaluate supervisors because they are young or inexperience to
realize the importance of their officer responsibilities.
5. Group appraisal
Here the rating is done by a group of supervisors. They sit together and
evaluate the performance of employees.
6. Initial appraisal
This type of appraisal is done during training period to assess the worth of the
individual on the job to be assigned and his future responsibilities.
7. Promotional appraisal or potential appraisal
It is done to select the candidates for promotion training. The personnel are
selected for the training after having been appraised of the worth of the present
job and potential for higher jobs.
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PROBLEMS IN PERFORMANCE APPRAISAL
Performance appraisal has come under a heavy barrage of criticism. The rating scales
method seems to have been the most vulnerable target. Yet, in all fairness, many of
the problems commonly mentioned are not inherent in this method but, rather, reflect
improper implementation. The following section highlights some of the more
common problem areas in the performance appraisal.
Subjectivity
A potential weakness of traditional performance appraisal method is that they lack

objectivity. In the rating scale method, for example, commonly used factors such as
attitude, appearance, and personality are difficult to measure. In addition, these factors
may have little to do with an employee’s job performance. While subjectivity will
always exist in appraisal method, employee appraisal based primarily on personal
characteristics may place the evaluator and the company in position.
Bias
A huge challenge that impedes on effective performance evaluation is the bias that we
all have. A bias can be either positive or negative. Halo error occurs when a manager
generalize one positive performance feature or incident to all aspects of employee
performance resulting in a higher rating. The opposite phenomenon is known as “horn
effect”. Either way, the bias destroys its value. Rater bias can make the appraisal more
like gambling than an objective observation process.
Rejection
The central issue in appraisal is whether the appraisers and appraisee’s really take the
process on board, and whether they work together towards the aims of the scheme and
develop the necessary skills to get the most out of it. Many appraisal schemes simply
do not work, and many managers and employees do not take them seriously.
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Time and resource constraints
Performance appraisal schemes demand substantial amount of time from managers.

Formal performance appraisals obviously require frequent managerial observation of
employee’s performance. However, with time, resources and workload constraints,
managers find it difficult to observe the performance of their employees closely.
Wide variation in standards and ratings
Due to lack of communication, employees may not know how they are rated. The
standards by which employees think they are being judged are sometimes different
from those managers actually use. No performance appraisal system can be very
effective for management decisions, individual development, or any other purpose
until the people being appraised know what is expected of them and by what criteria
they are being evaluated.
FACTORS AFFECTING PERFORMANCE APPRAISAL PRACTICE
 Size of the organization

 Product market of the organization
 Technology employed by the organization
 Culture prevailing within the organization
 Competitive environment in which the organization operates or seeks to
operate
 Strategy of the organization
 Union representation existing in the organization
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3.1 OVERVIEW ON INDIAN APPARELINDUSTRY
The history of textile in dates back to the use of modern days and painting blocks
around 23000 by. the diversity of fibre found in India, indicates wearing on its state of
act manual looms and its organic dyes attached buyers from all over its organic dyes
attached buyers from all over then world forfeiture. the British colonization of India
and left in its technology independent India saw the building up of the textile
capabilities diversification of its products base and its emergence once again as an
important global playing. the textile economy worth is$37 and its share of the global
market is 5.90. the sector aspires to grow its revenues to use$85. Its exports value is u
Us$50 increase and employment to 12 million by the year 2010 competitive of Indian
textile and apparel industry
India is one of the few countries that own the complete supply chain in close
proximately from diverse fibres to a large market. It is capable of delivering packaged
products to customer comprising a variety of fibres, diverse count size, cloth of
different weighted and weave. This permits supply chain to mix and match variety in
different segment to deliver new products and applications. This advantages further
accentuated by cost-based advantages and diverse traditions in Indian textile industry
has suffered in the past from low productivity at both ends of the supply chain low
farm yields affecting cotton products in efficiency in garments sector due to
restrictions of size and reservation add to this contamination of cotton with
consequent increasing cost, poor gaining (most equipment dates back to 1940 s) high
way defects rates in production process. Hank yarn requirement etc. and its
competitiveness gets comprised severally. this leads to in consistency conference
quality lead-times continue to effected by variability in the once sector supply chain
defect rate average of 5% supply chain defect rate average over 5% variants in order
size across firm is high and average of sales as working process inventory. Some of
the handless included tariff distribution between the organised and unorganised sector
have now been systematically removed by policy initiatives of government of India
and have open awareness for firms to complete on the basis of the in capabilities.
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The Kerala Dinesh workers central co-operative society is one of the biggest co
operative society in India. It is established in the year 1969 and has a 38 year of
meritorious service in the cooperative sector the society washboard brought up with
the active support and initiative of government of thioketal with 22 primary societies
on February 15 th1969 to rehabilitate 12000 beedi workers who had become jobless
over night due to closure the private enterprises were the workers had been employed
for many years. All jobless workers were soon employed at 1. Of the know. Of
workers increased to 42000, eminent persons from India and abroad often visits the
society, conduct deep study and get their paper published in journals, periodic and
books worldwide. Famous among them is “democracy at work in an Indian industrial
co operative the story of Kerala Dinesh beedi” a book published by core well
university press USA.
It is based at, Kannur with operational unit in the three northern districts of Kerala,
Kannur, Kasaragod, Kozhikode .it provides full time employment to 19500 person
directly and more than 100000 people indirectly through the functional units beedi
rolling, apparels processing, umbrella assembling, garments making and information
technology (I T).
Since the mission of KDBWCCS is upliftment of weaker section in the society, it has
been focused on new venture which creates more employments. Coconut milk
extraction unit was started in the year 1997, curry powder and pickle unit in the year
1998 and fruit processing unit 1999 and more labour-oriented umbrella assembling
unit during 2000. Production capacity of Dinesh apparels is around 10 tons per day.
There is separate godown facility and factories are spread around Kannur city. The
manufacturing units have their raw materials, finished goods and packing material.
The Dinesh groups employee around 19500 employees.
MISSION
Their mission is to create a memorable experience by exceeding your expectations

and to become a reference in the competitors quality control system.
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PRESENT
The factory in Kerala was conceived to work on larger volumes, and also with option
of importing raw materials. Hence Dinesh apparels too shape of as an export unit. The
management is from Kerala; hence they understand the culture and people. as a social
responsibility they have started worki0ng from grassroot level to impart training to
young girl in various aspects of garment manufacturing.
CO-OPERATIVE MOVEMENT IN KERALA
Cooperative movement in Kerala has a long history. the movement started in Kerala
long before the attainment of independence. In 1946 there were 1669 co-operative
societies with share capital of 32 lakh of rupees. There are at present about 14000 co-
operative society under the registrar of co-operative societies these 10503 societies
function satisfactorily. They include the apex institutions like the state cooperative
banks. The state agriculture and rural development bank, 14 district co operative
banks, 60 urban banks, 45 primary agricultural and rural development banks and 1602
primary lending societies. The total deposit in the co-operative sector is 14000 crores
about – 5 o of the this distributed as loans.
Co-operative’s instituting was developed in Kerala as are suit of mass struggles and
people participation compared to the movement in other stats, the cooperative
movement in Kerala is more comprehensive and creative. Land reforms have played
great role in Kerala development. Along with the co-operative movement has played a
great role in free in the people from clutches of illicit money lenders for extracted
heavy interest.
Apart from functioning as a service sector the co-operative movement also serves as
employment sector also. About 14000 persons are employed in co operative societies
coming under the jurisdiction of the registrar of co-operatives societies. If all the
employees working in the entire co-operative sector are taken together it may exceed
1 lakh. It has great importance as a sector which employees amenonous number of
employees both directly and indirectly.
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The cooperative sector in Kerala is a widespread one. it plays Its role in the traditional
money lending, marketing consumer, housing women’s welfare and education, health
and construction sector. The functioning of these institution helps to provide the
people services of variants kinds at a low cost.
CO-OPERATIVE MOVEMENT IN KANNUR
The co operative movement had beings in Kannur district as early as 1940 But the
movement did not make any head way till the1940. With the advent of independence,
the cooperative movement got great impetus from the national government. the
important land narks in the progress of the movement during the post-independence
period are the starting of special type societies, milk supply societies and the
conversion of culture credit societies with unlimited into multipurpose cooperative
societies and then into service cooperative societies with limited liabilities and wider
spheres of activities. There are 1027 cooperative banks and 3agricultureal rural
development bank.
GLOBAL AND INDIAN INDUSTRY GROWTH RATE

TURNOVER
GROWTH OF INDAIAN GARMENT INDUSTRY
The industry has already given ample hint of ingenuity, has is evident from the revival
of consumer enthusiasm in the seemingly stagnant menswear segment, besides
remarkable growth in categories like sportswear, casual wear and party wear. The
apparel market has grown15.5% to INRA 1,254 billon.
The Indian apparel industry (including garment retail, fashion designing and
accessories trade) is booming like never before the rapid increase in job opportunities
and expanding earning capability has resulted in the inculcation of a brand-new mind-
set amongst Indian consumers spending on brands is no longer an improbability, with
shoppers willing to pay for quality and premium products. the apparel industry has
benefited immensely from these new market trends.
22
The country’s organized retail is booming because of increasing private incomes and
changing lifestyles and consumption pattern of consumes is having a positive effect
on the apparel industry. There has been a rapid increase in the market size of ready-to-
wear clothing and lifestyle apparel brands.
The clothing and apparel segment is the largest organized retail category, consulting
‘21,40crore of the country’s ’55 000 crore organize detail sector in 2006. only 19% of
the segment is organized, with a strong potential for still further retail penetration the
high level of branding exercisers undertaken by apparel manufacturers, retailer sand
merchandisers across retail formats- such as exclusive outlets, multi brand outlets,
department stores, discount formats and hypermarkets-and the high-end interest in the
fanciers’ route for retail expansion are all contributing to the rapid growth of apparel
retail. considering the countries present economic reference, fashion retail can only
continue to grow in direct proportion to the raising incomes and spending powers of
Indian consumers with about 56% of these consumers below 35 years of age, apparel
retail can only reign supremum in the market place.
Market size
The Indian textiles industry, currently estimated at around US $108 BILLION, is

expected to reach us dollar 223 billion bt2021. The industry is the second largest
employer after agriculture, providing employment to over 45 million people directly
and 60 million people indirectly. The Indian textiles industry contributes
approximately 5 per cent to India’s gross domestic product (GDP), and 14 per cent to
overall index of industrial production (IIP).
The Indian textile industry has the potential to reach us$500 billion in size according
to a study by wazir advisor sand PCI xylenes and polyester growth implies domestic
sales to rise to US$ 68 billion .at the same time, exporters are implied increase to
US$41 billion currently.
23
INVESTMENTS
the textile sector has witnessed a spurt in investment during the last five years. The
industry (including dyed and printed) attracted foreign direct investment (FDI) worth
US $ 1.85 billion during april2002 march 2016.
some of the major investments the Indian textile industry are as follows:
 Trident group, one of the leading manufacturing and exporters of terry towel,
home textiles, yarn and a paper in India, has entered in to a partnership with
French fairleader active group, to launch a premium range of home textiles
under the renowned French lifestyle brand Elle Decora in India.
 Raymond group has signed a memorandum of understanding (MoU) WITH
Maharashtra government for setting up a textile manufacturing planned with
an investment of rupees 1400 crore (US$ 208.76 MILLION) in Maharashtra’s
Amaravati district.
 Reliance industries limited (RIL) plans to enter in to a joint venture (JV) with
Cinna based Shandong science and technology group co. the JV will leverage
RILs existing textile business and distribution network in India and Rui’s state
of the art technology and its global reach.
 Giving Indian sarees ‘green’ touch, DuPont has joined hands with RIL and
Vipul sarees for use of its renewable fire product sorona to make an
‘environment friendly’ vision of this ethnic ladies’ ware.
 Snap deal has partnered with India post to jointly work on bringing thousands
of weavers and artisans from Varanasi through its websites. “This an
endeavour by snap deal and India post to empower local artisans, small and
medium entrepreneurs to sustain their livelihood by providing a platform to
popularise their indigenous products” said Mr Kunal Bahl, CEO and Co-
founder, snap deal.
 Welspun, India limited (WIL), part of the Welspun group has unveiled its new
spinning facilities at an jar, Gujarat the largest under one roof in India
expansion project reflects the ethos of the government of Gujarat’s resent
24
‘farm -factory-fabric-fashion-foreign’ textile policy, which is aimed at
strengthening the entire textile value chain
CONTRIBUTION TO GDP
Government Initiative
The Indian government has come up with a number of export promotion policies for
the textiles sector. it has also allowed 100 per cent FDI in the Indian textiles sector
under the automatic route
Some of initiatives taken by the government to further promote the industry are as
under.
 India ‘s first integrates textiles city, which will largely cater to the export
market and build a brand for Indian textiles abroad, is likely to be set up in the
state of Andhra Pradesh.
 The Clothing Manufacturers ‘Association of India (CMAI) has signed a
memorandum of understanding (MOU) with China Chamber of Commerce for
Import and Export of Textiles (CCCT) to explore potential areas of mutual co-
operation for increasing apparel exports from India.
 The Department of Handlooms and Textiles, Government of India, has tied up
with nine e-commerce players and 70 retailers to increase the reach of
handlooms products in the endian market, which will generate better prices
and continuous business besides facilitating direct access to markets and
consumers for weavers.
 The Union Ministry of Textiles, which has set a target pf doubling textiles
export in 10 years, plans to enter into bilateral agreement with Africa and
Australia along with working on a new textiles policy to promote value
addition, apart from finalising guidelines for the revised Textiles Upgradation
Fund Scheme (TUFS).
 The Government of India has started promotion of its ‘India Handloom’
initiative on social media like Facebook Twitter and Instagram with a view to
connect with customers, especially youth, in order to promote high quality
handloom products.
25
 Subsidies on machinery and infrastructure
 The Revised Restructured Technology Up Gradation Fund Scheme (RRTUFS)
covers manufacturing of major machinery for technical textiles for 5 per cent
interest reimbursement and 10 per cent capital subsidy in addition to 5 per cent
interest reimbursement also provided to the specified technical textiles
machinery under RRTUFS.
 Under the Scheme for Integrated Textiles Parks (SITP), the Government of
India provides assistance for creation of infrastructure in the parks to the
extent of 40 per cent with a limit up to (US$6 million). Under this scheme the
technical textiles units can also avail its benefits.
 The major machinery for production of technical textiles receives a
concessional customs duty list of 5 per cent.
 Specified technical textile products are covered under Focus product Scheme.
Under this scheme, exports of these products are entitled for duty credit scrip
equivalent to 2 per cent of fright on board (FOB) value of exports.
 The Government of India has implemented several export promotions
measures such as focus market scheme, focus product scheme and market
linked focus products scheme for increasing share of India ‘s textiles exports.
 Under the market development assistance (MAI) scheme, financial assistance
is provided for export promotion activities on focus countries and focus
product countries. A range of export promotion activities implemented by
Textiles Export Promotion councils.
 Under the Market Development assistance (MDA) schemes, financial
assistance is provided foe a range of export promotion activities implemented
by textiles export promotion councils.
 The ministry of textiles has approved a ‘Scheme for promoting usage of
geotechnical textiles in North East Region (NER)’in order to capitalise on the
benefits of geotechnical textiles. the scheme has been approved with a
financial outlay of Rs427 crore (US$ 63 .67 million) for five years from 2014-
15.
26
3.2 COMPANY PROFILE
KERALA DINESH GARMENTS
The factory in Kerala was conceived to work on larger volumes, and also with options
importing raw materials. Hence, Dinesh garments took shape as an export unit. The
management is from Kerala; hence they understand the culture and people’s social
responsibility they have started working from glass root level to impact training
young girls in various aspect of government manufacturing.
Kerala Dinesh Garments
Kerala Dinesh beedi was established in 1969 as Ganesh beedi was down due to loss
and for giving employment for the existing workers. The first chairman of Dinesh
beedi was Mr. G. K. Panikkar, IAS officer and at the starting there were 3000
workers.
Under the central co- operative society, they had 22 primary societies. The
organization was developed as an industrial co-operative society where there was an
increase of 40000 workers. This market mainly covers Kerala, Tamil nandu,
Karnataka and different parts of south India. It is based up Kanpur with operational
units in 3 districts of Kerala Dinesh beedi rolling, food processing, umbrella
assembling, garments making and IT.
Since the mission of the KDBWCCS is the upliftment of weaker sections in the
society, we are focusing on new ventures, which create more employment. We
started coconut milk extraction unit during 1997, curry powder unit and pickle unit
during 1998 and it processing unit during 1999. Also, they started more3clabour
oriented umbrella assembling unit during 2000.
Dinesh information technology system (DITS) is the IT unit of KDWCCS, started in

1999 with state of art facilities namely Dinesh software park, well suited for
software’s development, business processing and out sourcing and training centres,
Dinesh auditorium had 1000 seats with 250seats balcony, v9ideo conference seating
150, lecture roomclassroom10 seats and video electricity, round table no 4
27
conference, board room deluxe meeting hall.Dinesh apparels is a new venture set up
with advanced technology to produce export quality product it is established 2007.
VISION
Make Dinesh garments a globally reputed sourcing centre for all type of garments,
apparels and textile related products.
MISSION
Make Dinesh garments a very effective and reputed manufacturing company in terms
of quality, reliability in price competitive by continues training in production
technologies and system and human resource training.
QUALITY PRODUCT
We at Dinesh garments are committed to make our customer delighted by providing

finest quality ready to wear garments and home textiles product using the finest
quality fabrics. Other required accessories with exactly matching garments
specification and all other national or international standard requirements.
EMPLOYEES
Our biggest strength is the people who work on our team is, people at horizon and
house supplier, with their added experience which when clubbed without design
resource forms our unique selling point.
DESIGN
Owned by a qualified decorator, the company provides ample room for creativity. It
was these initiatives that gave birth to studio with design facility available to our
clints, associate and suppliers a like A – team of designers on its role the company to
satisfy the customer demands.
Dinesh garments factory set up in 2007. And Dinesh garments factory in Kerala was
convinced to work on large volumes and also with option of importing raw materials.
Hence Dinesh garments look shape as on export unit. The management is from
Kerala; hence they understand the culture and people. As asocial responsibility they
28
have started working from grass root level to impact training to young girl in various
aspects of garments manufacturing. Now it has three branches thana, chala,
cheruvathoor.
Address
Dinesh apparel industry
Under the unit of Dinesh beedi workers
(under central co- operative society)
GKP centre P.O civil station
Thana, Kannur -67005
Kerala state
India
E mail address dineshapparels@gmail.com
29
ORGANIZATION STRUCTURE
CHAIRMAN
SECRETARY
GENERAL MANGER
ADMINISTRATI PRODUCTION SALES MARKETING

ON DEPARTMENT
DEPARTMENT DEPARTMENT
ASSISTANT
MANGER SALES IN CHARGE MARKETING
PRODUCTION
MANAGER MANAGER
ACCOUNT
ASSISTANT
MERCHANDISER
OFFICE ASSISTANT
STORES DEPARTMENT
PEON
WATCHMAN STOREKEEPER
30
PRODUCT PROFILE
Dinesh garments family was set up in 2007 and Dinesh garments factory in Kerala
was convinced to work on larger volumes and also with option of importing raw
materials hence Dinesh garments took shape as an export unit. The management is
from Kerala hence they understand the culture and people as asocial responsivity they
have started working from grass root level to impact training to young girls in various
aspects of garment manufacturing now it has3 branches thana chala, cheruvathur.
Following are the main products of Kerala Dinesh garments
HOME TEXTILE
The make and design of our home textiles products match up to global standards and
are available in wide ranges to choose from as textile company our R and D and
advanced technologies process ensure. home textiles products are appropriately
designed from cross industry usage from homes, hotels to health care.
Products manufactured as our company are well accepted both in the domestic and
international markets by the premium buyer who cater to the fine count end products.
Like apparels laying from sharing and different types of garments to home textiles
product such as
 Bed sheet
 Bed linen
 Makes ups and curtains
31
 Aprons
 Place mats
 Runners
 Pot holders and kitchen linen
 Lap towels
 Bed cover, pillow cover, cushions and curtains
MEANS WEAR
MENS SHIRTS
We have covered a strong rich for ourselves in the marker of gents clothing and have
been appreciated for the finishing, texture and comfort of our clients. Our range of
men’s shirts are classically styled, superbly cut and preciously tailored in exclusive
fabric with exceptional. Easy to care qualities available in a variety of classics colours
and the choice of single or double cuff.
Men’s wear-Dinesh duke (100% cotton shirts )

JEM JACK – (cotton or polyester blend shirt)
Global cresol- (100% silk shirt)
32
LADIESWEAR
Our ranges of ladies clothing includes women’s dressy tops, women’s dresses, girls
shirts, embraided kurta and many more types of ladies clothing take a pick from our
irresistible range of ladieswear made of the superior quality fabrics theses women
wear can enhance the beauty of anyone.
DEPARTMENTAL STUDIES
PRODUCTION DEPATRMENT
It is the basic activity of All industrial units, which, means conversion of raw
materials and other inputs into a finished end product. It is the process by which good
and services are created in a manufacturing industry. goods and services are created or
provided by a firm as result of production activity under gone in a firm. Production
means act or process of producing something.
Importance of production function
The production activity is nothing but the step-by-step conversation of one from of
materials in to another.
33
STRUCTURE OF PRODUCTION DEPARTMENT
front
placket
Button placket
Placket
attaches
Size set
Pocket marking
Pocket
attaches
Back yoke attach
Back yoke distance
Sleeve placket
Sleeve placket tacking
Tab attach
34
FINANACE DEPATRMENT
Finance is life blood of every business firm it is the basics which provide the plat
form to carry out managerial function like production, marketing, personnel, etc. So, it
is very important to manage finance property and efficient for on effective business
growth.
Finance management a management refers to that part of managerial activity which is
considerd2with the planning and controlling of firm financial resources it deals with
finding different source of finance and rising allocating and managing finance
function of the firm.
The financial account section to the organisation will keep manual electronics records
of money and paid out buy the organic buy organisation. This information will their
be used to produce various financial statement for tax purposes and to comply with
legal requirements. The information will also be used to produce to management
accounts to enable senior manager to plan and review business strategies.
The finance department may also responsible for administrating employee expense
and salaries for payment of wages finance patron test will need to take in to in account
statutory dedications such a such as tax and employee contributions such as pension
or loan or payments.
SRUCTURE OF FINANCE DEPATRMENT IN DINESH AGRMENTS
Managing director
Finance manger
Chartered accountant
35
PURCHASE AND STORE DEPARTMENT
Introduction
Purchasing is the act of buying and item for a price, which is a managerial activity,
which needs planning and covering all policies and activities covering a wide range of
related, and complimentary activities. Purchasing department is responsible of
purchase of raw material need according to the demand of the organisation if it is not
forecasted correctly, it will affect the entire working of the organisation. The purchase
officers are the people who are responsible for discharging purchase function.
SEWING AND ASSEMBLY
The sorted bundles of fabrics are now ready to be stitched. There are several sewing
stations for sewing different parents of the cut prices. In this work place, there are
many operators who perform a single operation one operator may make only straight
creams, while another maya make sleeves yet another to operates can sew the waste
seems, and make button halls, various industrial sew machines to have different types
of stich4es that they can make these machines also have different configuration of the
farms. Some machines work sequent and feed their finished step directly in to the next
machine, while the gang machines have multiple machines performing the same
operation supervised by a single operator. All these factors decide what parts of a
garment can the sweing at that srtation. finally, the sewn parts of the garment such as
sleeves are assembled together to give the final from to the clothing.
HUMAN RESOURCE DEPARTMENT
Human resource management is defined as a planning, organising, directing,

controlling of the procurement, devolvement, compensation, integration, maintenance,
and separation of human resource to the end that individual, organizational and social
objectives are accomplished.
An organisation human resource implies people at work. They are the most important
resource in any organisation. Human resource management is a management function
that helps mangers to recruit, select train, development members for an organization.
36
Human resource management undertakes all those activities, which are concerned
with the human element or relation as well as with material alignment in a
organisation. The main objectives of personnel management are to bring together
expertise in a specific way and create attitudes and motivates a group to achieve its
goals economically, effectively, quickly.
HUMAN RESOURCE DEPARMENT IN DINESH APPARELS
The human resource department undertakes recruitment, selection, training, appraisal,
compensation, welfare activities, motivation, etc. it 4stablishes the need for staff,
advertise job vacancies, receives application and conduct interviews.
Dinesh apparels employees over 200 workers in the factory out of which 170 are
women and the rest 30 of them lies in the managerial levels, The company also
employees’ special agents both in local and in international markets for smooth and
quick running of the company.
STRUCTURE OF HUMAN RESOURCE DEPARTMENT
MANAGING DIRECTOR
GENERAL MANAGER
H R MANGER
CLERK
WORKERS
37
TABLE NO.4.1
GENDER WISE CLASSIFICATION
CATEGORY NO.OF RESPONDENTS PERCENTAGE
Male 70 58.33%
Female 50 41.67%
Total 120 100.00%
Source: Primary data
CHART NO.4.1
GENDER WISE CLASSIFICATION
70.00%
60.00% 58.33%
50.00%
41.67%
40.00%
30.00%
20.00%
10.00%
0.00%
MaleFemale
INTERPRETATION
Table no.4.1 shows that 58.33% of the respondents are male and 41.67% of the
respondents are female.
38
TABLE NO.4.2
AGE WISE CLASSIFICATION

Below 20 years 28 23.33%
21-30 35 29.17%
31-40 30 25.00%
41-50 17 14.17%
Above 50 years 10 8.33%
Total 120 100.00%
CHART NO.4.2
AGE WISE CLASSIFICATION
35.00%
29.17%
30.00%
25.00%
25.00% 23.33%
20.00%
14.17%
15.00%
10.00% 8.33%
5.00%
0.00%
Below 20 years 21-30 31-40 41-50 Above 50 years
INTERPRETATION
Table no.4.2 shows that 29.17% of the respondents belonging to the age group of 21
to 30 years. 25% are from 31 to 40 years and 23.33% of them are from the age group
of below 20 years, 14.17% of the respondents are from the age group of 41 to 50 years
and 8.33% of the respondents are from the age group of above 50 years.
39
TABLE NO.4.3
EDUCATIONAL QUALIFICATIONS
SSLC 5 4.17%
Plus two 10 8.33%
Graduate 50 41.67%
Post graduate 40 33.33%
Others 15 12.50%
Total 120 100.00%
CHART NO.4.3
EDUCATIONAL QUALIFICATIONS
45.00% 41.67%
40.00%
35.00% 33.33%
30.00%
25.00%
20.00%
15.00% 12.50%
10.00% 8.33%
4.17%
5.00%
0.00%
SSLC Plus two Graduate Post graduate Others
INTERPRETATION
Table no.4.3 shows that 41.67% of the respondents are graduates. 33.33% of the
respondents are post graduate. 12.50% of the respondents studies other. 8.335 of the
respondents completed their plus two while 4.17% of the respondents completed
SSLC.
40
TABLE NO.4.4
YEARS OF EXPERIENCE
0-1 Years 8 6.67%
1-4 Years 30 25.00%
5-9 Years 50 41.67%
10-15 Years 20 16.67%
Above 15 Years 12 10.00%
Total 120 100.00%
CHART NO.4.4
YEARS OF EXPERIENCE
45.00% 41.67%
40.00%
35.00%
30.00%
25.00%
25.00%
20.00% 16.67%
15.00%
10.00%
10.00% 6.67%
5.00%
0.00%
0-1 Years 1-4 Years 5-9 Years 10-15 YearsAbove 15 Years
INTERPRETATION
Table no.4.4 shows that 41.67% of the respondents have 5 to 9 years of experience.
25% of the respondents have 1 to 4 years of experience. 16.67% of them have 10 to
15 and 10% of the respondents have above 15 years experience. 6.67% of the
respondents have 0 to 1 year experience.
41
TABLE NO.4.5
INCOME LEVEL
Below 20,000 8 6.67%
20,000-25,000 40 33.33%
25,000-30,000 37 30.83%
30,000-35,000 26 21.67%
Above 35,000 9 7.50%
Total 120 100.00%
CHART NO.4.5
INCOME LEVEL
35.00% 33.33%
30.83%
30.00%
25.00%
21.67%
20.00%
15.00%
10.00% 7.50%
6.67%
5.00%
0.00%
Below 20,00020,000-25,00025,000-30,00030,000-35,000Above 35,000
INTERPRETATION
Table no.4.5 shows that 33.33% of the respondents have 20,000 to 25,000 rupee as
monthly income. 30.83% have 25,000 to 30,000 rupee as monthly income. 21.67%
have 30,000 to 35,000, 7.50% have above 35,000 and 6.67% of the respondents have
below 20,000.
42
TABLE NO.4.6
AWARE OF METHOD ADOPTED FOR PERFORMANCE APPRAISAL IN

YOUR ORGANIZATION
Yes 100 83.33%
No 20 16.67%
Total 120 100.00%
CHART NO.4.6
AWARE OF METHOD ADOPTED FOR PERFORMANCE APPRAISAL IN

YOUR ORGANIZATION
90.00% 83.33%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00% 16.67%
10.00%
0.00%
Yes No
INTERPRETATION
Table no.4.6 shows that 83.33% of the respondents aware of method adopted for
performance appraisal in the organization. 16.67% unaware about it.
43
TABLE NO.4.7
FREQUENCY OF PERFORMANCE APPRAISAL DONE IN THE
ORGANIZATION
Every week 15 12.50%
Every month 70 58.33%
Every 6 month 20 16.67%
Yearly 10 8.33%
Others 5 4.17%
Total 120 100.00%
CHART NO.4.7
FREQUENCY OF PERFORMANCE APPRAISAL DONE IN THE
ORGANIZATION
70.00%
60.00% 58.33%
50.00%
40.00%
30.00%
20.00% 16.67%
12.50%
8.33%
10.00%
4.17%
0.00%
Every week Every monthEvery 6 month Yearly Others
INTERPRETATION
Table no.4.7 shows that 58.33% of the respondents opined that in their organization
performance appraisal done in every month. 16.67% of the respondents opined that it
happen in every 6 month while 12.50% said every week. 8.33% of the respondents
opined yearly and 4.17% of the respondents said other.
44
TABLE NO.4.8
PERFORMANCE APPRAISAL SYSTEM IS REQUIRED IN YOUR
ORGANIZATION
Strongly agree 70 58.33%
Agree 27 22.50%
Neutral 20 16.67%
Disagree 1 0.83%
Strongly disagree 2 1.67%
Total 120 100.00%
CHART NO.4.8
PERFORMANCE APPRAISAL SYSTEM IS REQUIRED IN YOUR
ORGANIZATION
70.00%
60.00% 58.33%
50.00%
40.00%
30.00%
22.50%
20.00% 16.67%
10.00%
0.83% 1.67%
0.00%
Strongly agree Agree Neutral DisagreeStrongly disagree
INTERPRETATION
Table no.4.8 shows that 58.33% of the respondents strongly agreed that performance
appraisal system is required in their organization. 22.50% of the respondents agreed
while 16.67% of the respondents have neutral opinion. 1.67% strongly disagreed and
0.83% of them disagreed.
45
TABLE NO.4.9
METHOD OF PERFORMANCE APPRAISAL IS IMPLEMENTED BY THE
ORGANIZATION
360 degree feedback 35 29.17%
method
Management by objective 20 16.67%
Human resource 48 40.00%
accounting method
Bell curve 17 14.17%
Total 120 100.00%
CHART NO.4.9
METHOD OF PERFORMANCE APPRAISAL IS IMPLEMENTED BY THE
ORGANIZATION
45.00%
40.00%
40.00%
35.00%
29.17%
30.00%
25.00%
20.00% 16.67%
14.17%
15.00%
10.00%
5.00%
0.00%
360 degree feedbackManagement by Human resource Bell curve
methodobjective accounting method
INTERPRETATION
Table no.4.9 shows that 40% of the respondents opined that human resource
accounting method is implemented by the organization. 29.17% said 360 degree
feedback method and 16.67% said management by objective implement by the
organization. 14.17% opined that bell curve method is implemented by the
organization.
46
TABLE NO.4.10
PURPOSE OF PERFORMANCE MANAGEMENT SYSTEM IN THE
ORGANIZATION
Retention strategy 9 7.50%
Reward allocation 26 21.67%
Identification of training 35 29.17%
and development
Facilities, promotion, 30 25.00%
transfer and termination
decision
To clarify employees job 20 16.67%
requirements
Total 120 100.00%
CHART NO.4.10
PURPOSE OF PERFORMANCE MANAGEMENT SYSTEM IN THE
ORGANIZATION
35.00% 29.17%
30.00% 25.00%
25.00% 21.67%
16.67%
20.00%
15.00% 7.50%
10.00%
5.00%
0.00%
RetentionRewardIdentification of Facilities, To clarify
strategyallocationtraining and promotion, employees job
development transfer and requirements
termination
decision
INTERPRETATION
Table no.4.10 shows that 29.17% of the respondents opined that identification of
training and development is the main purpose of performance management system in
the organization. 25% said facilities, promotion, transfer and termination decision is
the main purpose of performance management system in the organization. 21.67%
said it is for reward allocation and 16.67% said it is to clarify employees job
requirements and 7.50% said retention strategy is the main purpose of performance
management system in the organization.
47
TABLE NO.4.11
ARE THE PERFORMANCE GOALS CLEARLY DEFINED DURING THE
APPRAISAL PROCESS
Agree 60 50.00%
Neutral 20 16.67%
Disagree 8 6.67%
Total 120 100.00%
CHART NO.4.11
ARE THE PERFORMANCE GOALS CLEARLY DEFINED DURING THE
APPRAISAL PROCESS
60.00%
50.00%
50.00%
40.00%
30.00%
23.33%
20.00% 16.67%
10.00% 6.67%
3.33%
0.00%
INTERPRETATION
Table no.4.11 shows that 50% of the respondents agreed that performance goals
clearly defined during the appraisal process. 23.33% strongly agreed and 16.67% have
neutral opinion. 6.67% disagreed and 3.33% strongly disagreed.
48
TABLE NO.4.12
PRESENT APPRAISAL METHOD HELPS TO INCREASE THE MORALE
OF THE EMPLOYEES
Agree 30 25.00%
Neutral 20 16.67%
Disagree 14 11.67%
Total 120 100.00%
CHART NO.4.12
PRESENT APPRAISAL METHOD HELPS TO INCREASE THE MORALE
OF THE EMPLOYEES
45.00%
40.00% 38.33%
35.00%
30.00%
25.00%
25.00%
20.00% 16.67%
15.00% 11.67%
10.00% 8.33%
5.00%
0.00%
INTERPRETATION
Table no.4.12 shows that 38.33% of the respondents strongly agreed that the present
appraisal method helps to increase the morale of the employees. 25% agreed while
16.67% have neutral opinion. 11.67% of the respondents disagreed and 8.33% of the
respondents strongly disagreed.
49
TABLE NO.4.13
PERFORMANCE APPRAISAL METHOD FOLLOWED BY THE
ORGANIZATION IS FAIR AND UNBIASED
Agree 30 25.00%
Neutral 20 16.67%
Disagree 8 6.67%
Total 120 100.00%
CHART NO.4.13
PERFORMANCE APPRAISAL METHOD FOLLOWED BY THE
ORGANIZATION IS FAIR AND UNBIASED
60.00%
50.00%
50.00%
40.00%
30.00%
25.00%
20.00% 16.67%
10.00% 6.67%
1.67%
0.00%
INTERPRETATION
Table no.4.13 shows that 50% of the respondents strongly agreed that performance
appraisal method followed by the organization is fair and unbiased. 25% agreed and
16.67% have neutral opinion. 6.67% disagreed and 1.67% strongly disagreed.
50
TABLE NO.4.14
PERFORMANCE APPRAISAL METHOD FOLLOWED BY YOUR
ORGANIZATION EFFECTIVE FOR INDIVIDUAL DEVELOPMENT
Agree 30 25.00%
Neutral 10 8.33%
Disagree 0 0.00%
Total 120 100.00%
CHART NO.4.14
PERFORMANCE APPRAISAL METHOD FOLLOWED BY YOUR
ORGANIZATION EFFECTIVE FOR INDIVIDUAL DEVELOPMENT
80.00%
70.00% 66.67%
60.00%
50.00%
40.00%
30.00% 25.00%
20.00%
8.33%
10.00%
0.00%0.00%
0.00%
INTERPRETATION
Table no.4.14 shows that 66.67% of the respondents strongly agreed that the
performance appraisal method followed by their organization effective individual
development. 25% agreed and 8.33% have neutral opinion.
51
TABLE NO.4.15
PERFORMANCE APPRAISAL PROCESS FOLLOWED BY THE
ORGANIZATION SUFFICIENT IN ASSESSING THE PERFORMANCE OF
EMPLOYEES
Agree 24 20.00%
Neutral 20 16.67%
Disagree 16 13.33%
Total 120 100.00%
CHART NO.4.15
PERFORMANCE APPRAISAL PROCESS FOLLOWED BY THE
ORGANIZATION SUFFICIENT IN ASSESSING THE PERFORMANCE OF
EMPLOYEES
45.00%41.67%
40.00%
35.00%
30.00%
25.00%
20.00%
20.00% 16.67%
15.00% 13.33%
10.00% 8.33%
5.00%
0.00%
Strongly agreeAgreeNeutralDisagreeStrongly disagree
INTERPRETATION
appraisal process followed by the organization sufficient assessing the performance of
employees. 20% agreed and 16.67% have neutral opinion. 13.33% of the respondents
disagreed and 8.33% if the respondent strongly disagreed with it.
52
TABLE NO.4.16
PRESENT PERFORMANCE APPRAISALS METHOD CREATE ANY
DIFFICULTIES IN THE EMPLOYEES WORK
Agree 10 8.33%
Neutral 30 25.00%
Disagree 38 31.67%
Total 120 100.00%
CHART NO.4.16
PRESENT PERFORMANCE APPRAISALS METHOD CREATE ANY
DIFFICULTIES IN THE EMPLOYEES WORK
35.00% 33.33%
31.67%
30.00%
25.00%
25.00%
20.00%
15.00%
10.00% 8.33%
5.00%
1.67%
0.00%
INTERPRETATION
Table no.4.16 shows that 33.33% of the respondents strongly disagreed that the
present performance appraisals method create difficulties in the employees work.
31.67% disagreed and 25% if the respondents have neutral opinion. 8.33% agreed and
1.67% strongly agreed with it.
53
TABLE NO.4.17
PERFORMANCE APPRAISAL METHOD ADEQUATELY ENABLE TO
FIND OUT THE AREAS OF FURTHER IMPROVEMENT
Agree 30 25.00%
Neutral 10 8.33%
Disagree 0 0.00%
Total 120 100.00%
CHART NO.4.17
PERFORMANCE APPRAISAL METHOD ADEQUATELY ENABLE TO FIND OUT
THE AREAS OF FURTHER IMPROVEMENT
80.00%
66.67%
70.00%
60.00%
50.00%
40.00%
30.00% 25.00
%
20.00%
8.33%
10.00%
0.00% 0.00%
0.00%
Strongly agree Agree Neutral Disagree Strongly disagree
INTERPRETATION
appraisal method adequately enable to find out the areas of further improvement. 25%
agreed and 8.33% have neutral opinion.
54
TABLE NO.4.18
PERFORMANCE APPRAISAL METHOD HELPS TO FIND OUT
STRENGTH & WEAKNESS OF THE EMPLOYEES
Agree 25 20.83%
Neutral 18 15.00%
Disagree 10 8.33%
Total 120 100.00%
CHART NO.4.18
PERFORMANCE APPRAISAL METHOD HELPS TO FIND OUT
STRENGTH & WEAKNESS OF THE EMPLOYEES
45.00% 41.67%
40.00%
35.00%
30.00%
25.00%
20.83%
20.00%
15.00% 14.17%
15.00%
10.00% 8.33%
5.00%
0.00%
INTERPRETATION
appraisal method helps to find out strength & weakness of the employees. 20.83%
agreed and 15% have neutral opinion. 14.17% strongly disagreed and 8.33%
disagreed with it.
55
TABLE NO.4.19
PERFORMANCE APPRAISAL METHOD HELPFUL IN REDUCING
GRIEVANCE AMONG EMPLOYEES
Agree 30 25.00%
Neutral 20 16.67%
Disagree 14 11.67%
Total 120 100.00%
CHART NO.4.19
PERFORMANCE APPRAISAL METHOD HELPFUL IN REDUCING
GRIEVANCE AMONG EMPLOYEES
45.00%
40.00% 38.33%
35.00%
30.00%
25.00%
25.00%
20.00% 16.67%
15.00% 11.67%
10.00% 8.33%
5.00%
0.00%
INTERPRETATION
Table no.4.19 shows the 38.33% of the respondents strongly agreed that performance
appraisal method helpful in reducing grievance among employees. 25% agreed and
56
TABLE NO.4.20
PERFORMANCE APPRAISAL SYSTEM GIVE FEEDBACK IN A POSITIVE
AND FRIENDLY MANNER
Agree 30 25.00%
Neutral 50 41.67%
Disagree 20 16.67%
Total 120 100.00%
CHART NO.4.20
PERFORMANCE APPRAISAL SYSTEM GIVE FEEDBACK IN A POSITIVE
AND FRIENDLY MANNER
45.00% 41.67%
40.00%
35.00%
30.00%
25.00%
25.00%
20.00% 16.67%
15.00%
10.00%
10.00% 6.67%
5.00%
0.00%
INTERPRETATION
Table no.4.20 shows that 41.67% have neutral opinion that performance appraisal
system give feedback in a positive and friendly manner. 25% agreed while 16.67%
disagreed. 10% strongly disagreed and 6.67% strongly agreed with it.
57
TABLE NO.4.21
PERFORMANCE APPRAISAL CHANGE THE BEHAVIOR OF THE
EMPLOYEES IN A POSITIVE MANNER
Agree 70 58.33%
Neutral 20 16.67%
Disagree 10 8.33%
Total 120 100.00%
CHART NO.4.21
PERFORMANCE APPRAISAL CHANGE THE BEHAVIOR OF THE
EMPLOYEES IN A POSITIVE MANNER
70.00%
60.00% 58.33%
50.00%
40.00%
30.00%
20.00% 16.67%
12.50%
8.33%
10.00%
4.17%
0.00%
INTERPRETATION
Table no.4.21 shows that 58.33% of the employees agreed that performance appraisal
change the behavior of the employees in a positive manner. 16.67% have neutral
opinion and 12.50% strongly agreed with it. 8.33% disagreed and 4.17% of the
respondents strongly disagreed.
58
TABLE NO.4.22
TEAM BASED MEASURES BETTER REPRESENTATION OF EMPLOYEE
PERFORMANCE APPRAISAL
Agree 60 50.00%
Neutral 20 16.67%
Disagree 8 6.67%
Total 120 100.00%
CHART NO.4.22
TEAM BASED MEASURES BETTER REPRESENTATION OF EMPLOYEE
PERFORMANCE APPRAISAL
60.00%
50.00%
50.00%
40.00%
30.00%
23.33%
20.00% 16.67%
10.00% 6.67%
3.33%
0.00%
INTERPRETATION
Table no.4.22 shows that 50% of the respondents agreed that team bases measures
better representation of employee performance appraisal. 23.33% strongly agreed and
59
TABLE NO.4.23
BELL CURVE APPRAISAL METHOD HELPS IN REDUCING GRIEVANCE
AMONG THE EMPLOYEES
Agree 40 33.33%
Neutral 37 30.83%
Disagree 26 21.67%
Total 120 100.00%
CHART NO.4.23
BELL CURVE APPRAISAL METHOD HELPS IN REDUCING GRIEVANCE
AMONG THE EMPLOYEES
35.00% 33.33%
30.83%
30.00%
25.00%
21.67%
20.00%
15.00%
10.00% 7.50%
6.67%
5.00%
0.00%
INTERPRETATION
Table no.4.23 shows that 33.33% agreed that bell curve appraisal method helps in
reducing grievance among the employees. 30.83% have neutral opinion and 21.67%
disagreed with it. 7.50% strongly disagreed and 6.67% strongly agreed with it.
60
TABLE NO.4.24
RATE THE BENEFIT OF INTRODUCING THIS SYSTEM IN THIS
ORGANIZATION
Very Good Average Poor Very
good poor
Organizational 55 15 20 8 2
Development
Better Communication 20 80 0 0 0
Leadership skill 100 0 0 0 0
Good employee employer 62 29 12 7 10
relations
CHART NO.4.24
RATE THE BENEFIT OF INTRODUCING THIS SYSTEM IN THIS
ORGANIZATION
120
100
100
80
80
62
55
60
40 29
15 20 20
20 12
8 7 10
2 000 0000
0
Organizational Better Communication Leadership skill Good employee employer
Development relations
Very goodGoodAveragePoorVery poor
INTERPRETATION
Table no.4.24 shows that 55% rate very good for the organization development. 80%
rate good for the statement that it helps to improve communication. The entire
respondents rate very goof that it improves leadership skill and 62% rate very good
for the relationship between employee and employer after this.
61
5.1 FINDINGS
 58.33% of the respondents are male.

 29.17% of the respondents belonging to the age group of 21 to 30 years.
 41.67% of the respondents are graduates.
 41.67% of the respondents have 5 to 9 years of experience.
 33.33% of the respondents have 20,000 to 25,000 rupee as monthly income.
 83.33% of the respondents aware of method adopted for performance appraisal in
the organization.
 58.33% of the respondents opined that in their organization performance appraisal
done in every month.
 58.33% of the respondents strongly agreed that performance appraisal system is
required in their organization.
 40% of the respondents opined that human resource accounting method is
implemented by the organization.
 29.17% of the respondents opined that identification of training and development is
the main purpose of performance management system in the organization.
 50% of the respondents agreed that performance goals clearly defined during the
appraisal process.
 38.33% of the respondents strongly agreed that the present appraisal method helps
to increase the morale of the employees.
 50% of the respondents strongly agreed that performance appraisal method followed
by the organization is fair and unbiased.
 66.67% of the respondents strongly agreed that the performance appraisal method
followed by their organization effective individual development.
 41.67% of the respondents strongly agreed that performance appraisal process
followed by the organization sufficient assessing the performance of employees.
 33.33% of the respondents strongly disagreed that the present performance
appraisals method create difficulties in the employees work.
 66.67% of the respondents strongly agreed that performance appraisal method
adequately enable to find out the areas of further improvement.
 41.67% of the respondents strongly agreed that performance appraisal method helps
to find out strength & weakness of the employees.
62
 38.33% of the respondents strongly agreed that performance appraisal method
helpful in reducing grievance among employees.
 41.67% have neutral opinion that performance appraisal system give feedback in a
positive and friendly manner.
 58.33% of the employees agreed that performance appraisal change the behavior of
the employees in a positive manner.
 50% of the respondents agreed that team bases measures better representation of
employee performance appraisal.
 33.33% agreed that bell curve appraisal method helps in reducing grievance among
the employees.
 55% rate very good for the organization development. 80% rate good for the
statement that it helps to improve communication. The entire respondents rate very
goof that it improves leadership skill and 62% rate very good for the relationship
between employee and employer after this.
 29.17% opined that transfer is the post-performance appraisal actions taken in the
organization.
63
5.2 SUGGESTIONS
 The very concept of performance appraisal should be marketed throughout

the organization. Unless this is done, people would not accept it, be it how
important to the organization.
 Reduce work overload of employees.
 Consider work experience and seniority of the employees.
 The management should consider the work experience and seniority of the employees
that will help us to improve performance of the employees and better employees’
satisfaction.
 Appraisal system helps to improve the performance of the employees
 Introduction of new awards and incentive system will help to increase the
performance level of the employees.
 Most of the employees felt if regular training and were provided along with existing
initial on the job training, it would sharpen their skills and would increase their
productivity, job satisfaction and commitment.
 Usage of 360-degree appraisal feedback system incorporates feedback from the
employees, peers, customers and people who may report to him/her.
 Announcing the best performance of the year during the annual meeting will help in
motivating employees to perform well.
64
5.3 CONCLUSION
Dinesh Apparels has been implementing Performance Appraisal which helpful in

assessing the performance and progress of an employee or a group of employees on a
given job and his / their potential for future development it applies appraisal & reward
appraisal, reward, carrier design, retention and employee welfare. Quality circle in
their organization to motivate employees.
From the study it has been found that employees are satisfied with current
performance appraisal system and is able to motivate employees. It could be
understood that performance appraisal result should be made more open as this will
help the employees to rectify their mistakes and also clarify their doubts. Usage of
feedback collected from employees helps to increase performance level of employees.
The major issues in appraisal system is standard setting of the performance appraisal
program. This can be more effectively done by using right tools and properly
reviewing and updating of performance appraisal program. So, implementing of
performance appraisal system seems to be more effective for the organization.
65
BIBLIOGRAPHY
BOOKS:
 Allinson, C. W, “Training in Performance Appraisal Interviewing: An Evaluation
Study”,Journal of Management Studies, Vol. 14, Issue 2, 1977, pp.179–191
 Arch Patton, “Does performance appraisal work?”, The McKinsey Quarterly, vol.16,
No.1,pp.48-55.
 Arthur G. Bedeian, “Rater Characteristics Affecting the Validity of Performance
Appraisals”, Journal of Management, Vol.2, 1976 pp. 37-45
 Cummings,L.L. “A Field Experimental study of the effects of two performance
appraisal system”,Personnel Psychology,Vol.26,Issue 4,1973, pp.489-502.
 Kleiman, L. S. and Durham, R. L. “Performance Appraisal, Promotion and the
Courts: ACritical Review”, Personnel Psychology, Vol. 34, Issue 1, 1981, pp. 103–
121.
 Randel, D.L. “Performance appraisal: purposes, practices, and conflicts”,occupational
psychology, Vol.47,1973,pp.221-224.
 Robert L.Taylor and William D. Wilsted, “Capturing Judgement policies: A Field
study of performance appraisal”,The Academy of Management Journal, Vol
.17,No.3,1974,pp.440-449.
WEBSITES
 https://www.linkedin.com
 https://thewire.in
 https://www.managementstudyguide.com/performance-appraisal.htm
A STUDY ON PERFORMANCE APPRAISAL SYSTEM AND ITS
EFFECTIVENESS IN DINESH APPARELS.
Name: ………………………………………………………
1. Gender
a) Male b) Female
2. Age
a) Below 20 years
d) 41-50
b) 21-30
e) above 50 years
c) 31-40
3. Educational qualifications
a) SSLC
d) Post Graduate
b) Plus two
e) Other
c) Graduate
4. Years of experience?
a. 0-1 years
d) 10-15 years
b) 1-4 years
e) Above 15 years
c) 5-9 years
5. Income level
a) Below 20,000
d) 30,000-35,000
b) 20,000-25,000
e) Above 35,000
c) 25,000-30,000
6. Are you aware of method adopted for performance appraisal in your organization?
a) Yes b) No
7. What is the frequency of performance appraisal done in the organization?
a) Every week
d) Yearly
b) Every month
e) Others
c) Every 6 month
8. Do you think performance appraisal system is required in your organization?
a) Strongly agree
d) Disagree
b) Agree
e) Strongly disagree
c) Neutral
9. What method of performance appraisal is implemented by the organization?
a) 360 Degree Feedback method
b) Management by Objective
c) Human Resource Accounting Method
d) Bell Curve
10. What is the purpose of performance management system in the organization?
a) Retention strategy
b) Reward allocation
c) Identification of training and development
d) Facilities, promotion, transfer and termination decision
e) To clarify employee job requirements
11. Are the performance goals clearly defined during the appraisal process?
a) Strongly agree
d) Disagree
b) Agree
c) Neutral
12. Does the present appraisal method helps to increase the morale of the employees?
a) Strongly agree
d) Disagree
b) Agree
c) Neutral
13. In your opinion performance appraisal method followed by the organization is fair and
unbiased?
a) Strongly agree d) Disagree
b) Agree e) Strongly disagree
c) Neutral
14. Is the performance appraisal method followed by your organization effective for
individual development?
c) Neutral
15. Is performance appraisal process followed by the organization sufficient in assessing
the performance of employees?
c) Neutral
16. Does the present performance appraisals method create any difficulties in the
employees work?
c) Neutral
17. Does performance appraisal method adequately enable to find out the areas of further
improvement?
c) Neutral
18. Does performance appraisal method helps to find out strength & weakness of
the employees?
c) Neutral
19. Is performance appraisal method helpful in reducing grievance among employees?
a) Strongly agree
d) Disagree
b) Agree
c) Neutral
20. Does performance appraisal system give feedback in a positive and friendly manner?
a) Strongly agree
d) Disagree
b) Agree
c) Neutral
21. Does performance appraisal change the behavior of the employees in a positive
manner?
c) Neutral
22. In your opinion, are team based measures better representation of employee
performance appraisal?
c) Neutral
23. Does bell Curve appraisal method helps in reducing grievance among the employees?
a) Strongly agree
d) Disagree
b) Agree
c) Neutral
24. Rate the benefits of introducing this system in this organization?
Very Good Average Poor Very

good poor
Organizational
Development
Better
communication
Leadership skill
Good employee
employer relations

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1.

The modern performance appraisal system is a structured formal interaction between a

1.2 STATEMENT OF THE PROBLEM

Performance appraisal is being practiced in 90% of the organizations world-wide.

1.3 SIGNIFICANCE AND SCOPE OF THE STUDY

1.4 OBJECTIVES OF THE STUDY

 To study the effectiveness of the performance appraisal system at Dinesh

 To know about the organization and the various functional departments.

1.5 RESEARCH METHODOLOGY

1.5.1 RESEARCH DESIGN

Research Design is a comprehensive plan of the series of operations that a researcher

1.5.2 TYPES & SOURCES OF DATA

1.5.3 SAMPLE SIZE

1.5.4 SAMPLING UNIVERSE

1.5.5 SAMPLING TECHNIQUE

Simple Percentage Analysis

1.6 PERIOD OF THE STUDY

This study was conducted 45 days.

1.7 LIMITATIONS OF THE STUDY

 The study is based on the information given by the respondents. It may be

1.8 CHAPTER SCHEME

 CHAPTER 1 – Deals with general aspect relating to study like introduction,

(Zheng, 2012) The purpose of this study is to examine

Venclova Katerina (2013) The article focuses on employee performance appraisal

Ashima Aggarwal, Gour Sundar Mitra Thakur (2013) performed a review of

Abteen Ijadi Maghsoodi (2018) The selection of appropriate Performance Appraisal

Performance appraisal is a process of assessing, summarizing and developing the

Performance appraisals are most often conducted by an employee's immediate

IMPORTANCE OF PERFORMANCE APPRAISAL

CHARACTERISTICS OF PERFORMANCE APPRAISAL

 A data generation system

A performance appraisal system facilitates optimization of employee performance and

 To clarify organizational goals

PROCESS OF PERFORMANCE APPRAISAL

I. Defining objective of performance appraisal

Advantages and Disadvantages of Performance Appraisal of Employees!

Advantages of Performance Appraisal:

Appraisal systems always aim at improving the performance of employees. It helps to

It is a tool for motivating employees towards higher performance.

a. Performance appraisal plans help the management provide systematic judgments to

1. The Halo effect:

Halo effect is defined as the ‘influence of a rater’s general impression on ratings of

4. Central tendency error:

7. Primary and regency errors:

Graphical rating scale

Forced distribution method

Essay Appraisal Method

In individual’s strengths, weaknesses and potential and so on in most selection

Check list Method

A check list is statement of traits and performance of employee on the job. It is

Paired Comparison Method

An officer of human resource department review employees records and holds

Critical Incident Method

This method is mainly used in government organizations. The immediate supervisor

MODERN APPRAISAL METHOD

Behaviorally Anchored Rating Scales (BARS)

Behaviorally anchored rating scales, sometimes called behavioral expectation scales,

Management by objectives (MBO)

The process of MBO consist of the following

Large organizations employ full time industrial psychologists. When psychologists

A potential weakness of traditional performance appraisal method is that they lack

Performance appraisal schemes demand substantial amount of time from managers.

Wide variation in standards and ratings

FACTORS AFFECTING PERFORMANCE APPRAISAL PRACTICE