Abstract

The demand for cotton industry in today’s world has widely been
increased due to its inheritable advantages like reduce installation cost,
minimum space consumption, easy extension, aesthetic benefits, and its
increased productivity options. So, cotton industry plays vital role in
textile hub. People differ in their abilities and attitudes. There is always
some difference between quality and quantity of the same work on the
same job being done by different people. Performance appraisal of
employees is necessary to understand each employee’s abilities,
competencies and relative merit and worth for the organization.
Performance appraisal of employees rates the employees in terms of their
performance. Performance appraisals are widely used in the society. The
history off performance appraisal can be dated back to the 20 th century
and then to the second world war when the merit rating was used for the
first time. An employer evaluating their employees is very old concept.
Performance appraisals are an indispensable part of performance
measurement. This paper explores an overview of study of performance
appraisal practiced carried out at textile industry.

Key words: textile, cotton, performance appraisal

 CHAPTER: 1

INTRODUCTION TO TEXTILE INDUSTRY

 INTRODUCTION:

India’s textile industry is one of the oldest industries in Indian economy

since several centuries. Textile industry is also a labor intensive and is
one of the largest employers working industries. The textile industry has
two broad segments.

 Unorganized sector consists of handlooms and sericulture which

are operated on small scale through traditional tools and methods.
 Unorganized sector consists of spinning, garments and appeal
segment which apply the upgraded and modern machinery and
techniques such as economic of scale.
 The vast pool of skilled and unskilled workers, availability of labor
at low costs, strong base for production of raw materials
characterize the textile industry in India.

The Indian textile is extremely varied, with the hand woven and spin
textile industry at one end of the spectrum, hold the capital-intensive
sophisticated mills sectors at the other end of the spectrum. The
decentralized power looms and kitting sectors from the largest
components of the textile sectors. The close linkage of textiles into
agriculture (for raw materials such as cotton, etc.) and the ancient culture
and tradition of the country in terms of textile make the Indian textile
sectors unique in comparison to the industry has the capacity to produce
the variety of products suitable to different market segment, both within
India across the world. The textile industry employees about 105million
people directly and indirectly. Present data also refers that textile sectors
is one of the largest accounting for 60% of the market and apparel in
tamilandu. India’s textile and clothing industry is one of the largest
contributing sectors in India’s yarn exports worldwide. The textile
industry accounts for nearly 11% share of the country’s total yarn exports
basket.

Its importance is underlined by the fact that it accounts far around 4%

GDP, 14% of the industrial production and 17% of the country’s total
export earnings. Besides, the sector employs nearly 35 million
employees; the textile industry is the second-largest employment
generating industry in both rural and urban areas, after the agriculture
industry.
 Company profile

The DOLPHIN exports are a textile manufacturer and it’s

headquartered in karur. It’s a flagship company of MERIDIAN
EXPORTS. Its manufacturers cotton apron, cotton pillow, cotton glows
and cotton blanket. They are exporting in India as well exporting to other
countries.
It’s a well-known karur’s textile manufacturer production company. THE
DOLPHIN EXPORTS has recently ventured into technical textiles when
it started advanced material division in 2014.

They cater to more than 2000 clients worldwide with output-ready digital
files for all types of printing, computer-generated communications,
stitched apparel and product imprinting and work 24 hours / 7 days a
week / 365 days in a year, rotated by shift time.

Production facility
Headquartered area maintains a large production center in karur,
tamilnadu staffed by 350 highly skilled employees and operating ongoing
24/7/365 in sift basis.

Quality
Quality is the top priority at this facility. That’s why they apply six sigma
processes and detailed quality control procedures for every client and
every project.

Training
Because they understand how important the quality and accuracy are to
the customer’s business, THE DOLPHIN EXPORTS PVT LTD has
created a detailed training to their training their designing and in printing.

Confidentiality and security

THE MERIDAN EXPORTS PVT LTD takes great care to ensure uptime
and protect the client’s data through an elaborate security system and set
of backup procedures both on and off-site.

Embroidery designing
Translating artwork into series of command to be read by an embroidery
machine for output on various items of apparel, bags, caps, etc.

In just 1 month
Over 30 design and digitizing professionals at THE DOLPHIN
EXPORTS PVT LTD create more than 200 output ready digital files
using private artists on a network with a 99% uptime guarantee and
backed by 24/7/365 support. They deliver in clean way to improve the
satisfaction of clients.

Industry structure:
The textile industry is vertically-integrated across the value chain and
extends from fiber to fabric to garments. At the same time, it is a highly-
fragmented sector, and comprises small-scale, non-integrated spinning,
weaving, processing and cloth manufacturing enterprises.

Name of the industry: DOLPHIN exports private limited.

Founded: 2012
Type of business: manufacturer & exporter
Legal status: private limited company
Chairperson:
Products:
o Cotton apron
o Cotton pillow
o Cotton blanket
o Cotton glows
Production capacity:
o Garments:50,000 pcs. Per day
o Cutting: 1 ton per day
o Dyeing: 1 ton per day
o Finishing: 50,000
Total revenue:
Number of employee’s: avg.250 in every unit
Branches: 04
 Company location & products

Units Location work employees

Unit 1 Karur Exporting 300
Unit 2 Tirupur Cutting 280
Unit 3 Erode Stitching, printing 200
Unit 4 Coimbatore Dyeing, finishing 300

The project area is located in KARUR.

Surface Area: 2 acres of land area and total of 83,000 square feet of
factory premises.
Floor area: garments factory area: 40,000 Sq.Ft.
Production space for fabrics dyeing & finishing: 30,000 sq.ft
Storage utility and others: 20,000 sq.ft

Price level of products

products Exporting price Importing price

Cotton apron 130 100
Cotton pillow 300 200
Cotton blanket 800 400
Cotton glowse 150 100

The DOLPHIN exports are doing all types of cotton bags products in the
basis order from INDIA and outside. They educate strong customer
regarding the INTERNATIONAL orders.
 What make DOLPHIN export’s strong:

Work place environment:

As a responsible apparel producer, DOLPHIN exports provides
employees a work environment high above the law-required level.
DOLPHIN exports installed and has updated lighting, ventilation and
ergonomics of its plant using latest technologies like bus bar for electrical
fitting, overhead mirror reflectors for lamps, forced duct ventilation and
so on.

Worker’s welfare:
Besides paying a “living wage” which is substantially higher than the
legal minimum, DOLPHIN exports pvt ltd supports its employees by
setting up welfare facilities like medical center, day-care center, and
canteen. The result in industry-low turnover rate in its workforce.

Speed:
We produce our own fabric research and our own fabrics, our stock with
approximately 350 tons of yarn and our cutting and production lines are
supported with the latest technology are always ready for production.
Which gives a smooth line for garment manufacturing.

Design:
Producing continuous both fabric designs and garments designs
collection with its vision, exempt and creative design team supported by
the latest technology closely following the trend.

Quality:
Firstly, all processes from yarn entry to final product referral are
examined, inspected and developed within the framework of ISO quality
management system. We utilize our extensive sourcing and
manufacturing knowledge to develop garments, fabric and trims with the
capability of manufacturing woven clothes.

Solution:
Because we have experienced and skilled workforce, we have customer
demand, expectation and satisfaction in our focus.

Company mission and vison

Mission:

The DOLPHIN exports had laid down certain aims and objectives to
be achieved while pursuing its corporate activities. They are;

 To provide a favorable work environment to the employees to

direct their working towards achievement of corporate goals.

 To provide opportunities creating a mechanism for updating the

system.

 To manage the institution as a trust, as empowered leaders and do

all that needs to be done ethically for the purpose of the institution.

 To create a vibrant institution for the future of this nation and the
world at large.

 To be a world leader in an environment fostering innovation and

leadership.

 To reinforce connection, and catalyze the chemistry that allow

connections to be translated into action which is beneficial for both
the organization and the individual.

 To provide quality textile education.

 To produce a tailor-made engineer as per the requirement of textile

industry.

 Continuous development of people competency.

vision:

“To achieve global dominance over various business built around our
core competencies, through continuous product and technical innovation,
customer orientation and a focus on cost effectiveness”

All along THE DOLPHIN EXPORTS PRIVATE LIMITED group has

maintained a responsive yet levelheaded attitude towards the society and
its training individuals to create a corporate culture that fosters
excellence. Working in this direction the company has created a learning
environment that natures individual talent and intellect.

It provides a platform that challenges that individual capabilities urging

them to constantly strive forward towards greater heights using
development as fundamental tool. It infuses in individual as a spirit of
entrepreneurship which gives courage and conviction to pursue set goals
towards logical environment and a global mindset that 21 transcends
geographical and cultural boundaries evolving as a world leader.

All thus is manifest in an environment fostering innovation and

leadership. Drawing from, the team-based structure to encourage
individuals to mesh up into cross-cultural teams in all operational
processes.

This process provides opportunities for individuals to match their

capabilities with organizational expectations creating a mechanism for
updating the system.

A strong sense of ownership and commitment towards the organization

and the business as a whole is the basic premise of all the company
actions.
Objectives:

In order to achieve our aspired vision, we shall subscribe to the following

values;

o To achieve overall quality improvement of the products of textile

industry by providing testing (including eco-parameters) and
technical services.

o To enhance overall skill levels through integrated skill

development schemes (ISDS).

o To estimate the domestic consumption of textiles in the household

sector.

o Quality in everything we do, transparent and fair in all our

dealings.

o To improve the sales, work as a team.

o To encourage & recognize modernization of ginning & pressing

factories and to promote quality culture in ginning industry and
supply clean cotton to the user industry.

o To inculcate quality culture in Indian textile industry & trade by

installing multi management system standards.
 Commitments:

The company’s commitment to modernization and adaptation of the latest

textile technology is reflected in well-equipped manufacturing facility.
dolphin exports fabrics are stringent standards of production management
employee cutting- edge technology and automation sourced to ensure
superior quality and enhance the aesthetics of the manufactured cloth.

Towards stakeholders:

 Making, tracking and keeping commitments is recognized as one of

the most important aspects of stakeholders.

 Building trust when working on a complex, multi stakeholder initiate

is hard work and that equity erodes quickly when a promise is broken.

 Be related to regulatory or environmental compliance.

 Promises attached to assets, to achieve goal in business.

 Be part of a company’s reputation in their field.

 Involve the safekeeping of confidential information.

 Single tasks such as building a fence, or a recurring action such as

testing well water on a set schedule over a period of time.
 It is also one of the most difficult responsibilities to track and adjust
over the lifespan of a complex initiative. In addition, commitments are
often legally enforceable within the scope of a project and are a
pivotal factor that can make or break its success.

Towards products:

 See the good

 Risk failure

 Work hard

 Expand

 Be consistent

 Be passionate

 Maintain self-respect

 Keep thing balance

Towards competitor’s:

Industry competitiveness of the Indian textile industry is very high

because, there is a high threat of substitutes, higher bargaining power of
buyers, highly competitive rivalry, and high threat of new entrants. All of
these situations are creating negative impact on the textile industry. The
only positive things are there is the low bargaining power of suppliers.

1. Goods and service tax

 2. Increase labor wages and worker’s salary
3. Access to latest technology

Organization structure:

The textile industry is primarily concerned with the

design and production of yarn, cloth, clothing, and their distribution. So,
in the textile business generally needs more investment compared to the
garment sector and it is an extremely automated area. It comprises fabric
manufacturing and dyeing and finishing, and these three functions could
be carried out in integrated plants.

Level 1:
Textiles and finding manufacturers (mill level)

Level 2:
Garment manufacturers, contractors, retail product development
(garment’s manufacturing level)

Level 3:
Manufacturer- owned retailers, outlets, catalog retailers, warehouse

Level 4:
Consumers
 CHAPTER 2

INTRODUCTION
TO
PERFORMANCE APPRAISAL
 Introduction for performance appraisal

“Performance appraisal is a process of evaluating an employee’s

performance in terms of its requirements”

Performance appraisal can be defined as “the process of evaluating the

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

Performance appraisal is necessary to measure the performance of the

employees and the organization to check the progress towards the
achievements of the desired goals and aims. The latest mantra being
followed by the organization across the world being “get paid according
to what you contribute” the focus of the organization is turning towards
performance management and specifically to individual performance.
Performance appraisal helps to rate the performance of the employee and
evaluate their contribution towards the organizational goals. If the process
of performance appraisal is formal and properly structured, it helps the
employees to clearly understand their roles and responsibilities and give
direction to the individual performance.

It helps to align the individual performance with the organizational goals

and also review their performance. A system for determining how well
employees are performing their jobs, communicating that information to
them and making plans to improve their performance. The evaluation of
individuals work performance in order to arrive at objective personnel
decisions. An evaluation in which the performance level of employee is
measure against established standards to make decisions about
promotions, compensations, additional training, or firing.

A system for determining how well employees are performing their jobs,
communicating that information to them and making plans to improve
their performance. Process of evaluating the extent to which people are
doing their assigned work satisfactorily. Performance management is the
process of creating work environment or setting in which people are
enabled to perform to the best of their abilities.

Need for performance appraisal

Performance appraisal is needed to provide information about the

performance ranks basing on which decision regarding salary fixation,
confirmation, promotion transfer is taken. It also helps to provide the
feedback about the achievement behavior of the subordinate. A
subordinate which helps to review performance of the subordinate
rectifying performance deficiencies and setting new standards of work, if
necessary. An important aspect which is counselling of the subordinate
can also be achieved through this technique. Counselling helps to
diagnose the deficiency in the employee regarding skills, knowledge,
determining the necessity of training required for the employee growth
and development, which in turns helps to place the employee aptly,
resulting in a conducive environment preventing grievance and in
disciplinary activities leading to higher productive workforce for long
term. Performance management is an ongoing, continuous process of
communicating and clarifying job responsibilities, priorities and
performance expectation in order to ensure mental understanding between
supervisor and employee. It is a philosophy which values and encourages
employee development through style of management which provides
frequent feedback and fosters framework. It emphasizes communication
and focuses on adding value to the organization by promoting improved
job performance and encouraging skill development. Performance
management involves clarifying the job duties, defining performance
standards, and documenting, evaluating and discussing performance with
each employee.

Setting performance standards, observing and providing feedback, and

conducting appraisals enables and team leader to achieve the best results
through managing employee performance.
To begin the process, the team leader and employee collaborates on the
development of performance standards. The team leader then develops a
performance plan that directs the employee’s efforts towards achieving
specific results, to support organizational growth as well as the
employee’s professional growth. Discussion of goals and objectives
throughout the year provides a framework to ensure that employees
achieving results through One on One mutual feedback. At the end of
rating period, the team leader appraises the employee’s performance
against existing standards, and establishes new goals together for the next
rating period.

There are four key elements in the appraisal

system:

1. Set objectives – decide what the team leader wants from the
employees and agree these objectives with them.
2. Manage performance – give employees the tools, resources
and training they need to perform well.
3. Carry out the appraisal – monitor and assess the employee’s
performance, discuss those assessments with them and agree on
future objectives.
4. Provide rewards/remedies – consider pay awards and/ or
promotion based on the appraisal and decide how to tackle poor
performance.
 Scope and objectives of performance appraisal

Scope of performance appraisal

Performance appraisal is going over how employees have worked. This is

important because it can highlight problems that there have been. This
can be through low production figures and then any issues that employees
could have had can be raised. This will then motivate them as they know
a problem will be solved and that they will not get the blame. It is also
another chance for employers to motivate employees if they do not have
many opportunities in the workplace. As discussing about the
performance appraisal technique’s, it would be helpful for the following
reasons;
 Discuss the strength and weakness of appraise & and feedback of
appraise is encouraged.
  Explains the ways to improve the performance for promotions,
separation and transfer decision.
 Feedback to employees regarding how the organization viewed the
employee’s performance.
 To evaluate the contribution made by the individual and the entire
department in achieving goals.
 To decide about training and development program & know the
weakness of the employees that must be removed.
 Provide employees with a better understanding of their role and
responsibilities.
 Improve working relationships and communication between
supervisors and subordinates.
 Assist in personnel decisions such as promotions or allocating
rewards.
 Allow time for self-reflection, self-appraisal and personal goal
setting.

In short, it may be concluded that performance appraisal is a window

through which employer can look deeply in to the professional life of
their employees and may help to improve their performance to achieve
the desired standard. And through it will help the employees and may
help the employees to know how they are performing because their
performance is going to evaluated against a standard by a particular
method known to them in advance

Objectives of performance appraisal

To have deeper knowledge of employee’s performance management

system. To get idea of existing performance appraisal system in “the
DOLPHIN exports fabrica” in a border perspective & study the
employee’s general opinion of this system. To study the effectiveness of
performance appraisal system with regard to both employer and
employees and to study the existing criteria on which the existing
performance appraisal system is based to study the future scope for
improvement in the present performance appraisal system.
 o To enable an organization to maintain an inventory of the number
and quality of all managers and to identify and meet their training
needs and aspiration.

o To determine increment rewards and to provide reliable index for

promotions and transfers to promotion of greater responsibility.

o To suggest way of improving the employee’s performance when he

is not found to be up to the mark during the review period.

o To find the perception of the employees on performance appraisal

system.

o To identify the shortcomings of the existing appraisal system.

Importance and purpose of performance

appraisal

Performance appraisal has been considered as the most significant an

indispensable tool for an organization, for an organization, for the
information it provides is highly useful in making decision regarding
various personnel aspect such as promotion and merit increases.
Performance measures also link information gathering and decision-
making processes which provide a basis for judging the effectiveness of
personnel sub-divisions such as recruiting, selection, training and
compensation. Accurate information plays a vital role in the organization
as a whole. They help in finding out the weakness in the primary areas.
Formal performance appraisal plans are designed to meet three needs, one
of the organizations and the other two of the individuals namely;

o They provide systematic judgements to back up salary increases,

transfers, demotions or terminations.

o They are the means of telling a subordinate how he is doing and

suggesting needed changes in his behavior, attitudes, skills or job
knowledge. They let him know “where he stands” with the boss.

o Superior uses them as a base for coaching and counseling the

individual.

o To identify training and development needs and to evaluate

effectiveness of training and development programs.

o To plan career development, human resource planning-based

potentials.

o Role clarity, self- assessment, understanding strengths and

weakness of the employees.

o Identifying training & development needs, goal setting,

o Better understanding between appraiser and appraisee and

recognizing achievements

Performance appraisal

Having performance standards is not a new concept; standards exist

whether or not they are discussed or put in writing. When the team leader
observes an employee’s performance, he usually makes a judgement
about whether that performance is acceptable. Standards identify a
baseline for measuring performance. From performance standards, the
team leader can provide specific feedback describing the gap between
expected and actual performance.
 Characteristics of performance appraisal:

Standards describe the condition that must exist before the performance
can be rated satisfactory. A performance standard should;

o Be realistic, in other words, attainable by any qualified, competent,

and fully trained person who has the authority and resources to
achieve the desired result.

o Describe the conditions that exist when performance meets

expectations.

o Be expressed in terms of quantity, quality, time, cost, effect,

manner of performance, or method of doing.

o Be measurable, with specified methods of gathering performance

data and measuring performance against standards.

Expressing standards:

The terms for expressing performance standards are outlined below;

 Quantity: specifies how much work must be completed within a

certain period of time.

 Quality: describes how well the work must be accomplished.

Specifies accuracy, precision, appearance or effectiveness.
  Timeliness: answers the questions, by when? How soon? Or
within what period.

 Effective use of resources: used when performance can be

assessed in terms of utilization of resources: money saved; waste
reduced.

 Effects of effort: addresses the ultimate effect to be obtained;

expands statements of effectiveness by using phrases such as: so
that, in order to, or as shown by.

ROLES OF HR MANAGER:

An effective human resources (HR) management department can help

provide organizational structure and the ability to meet business needs by
managing your business’s most valuable asset – your employees.
Several disciplines make up the HR department, and human resources
managers working at smaller companies might perform more than one of
the five main duties;
 talent management
 compensation and benefits for employees
 training and development
  compliance
 workplace safety

TALENT MANAGEMENT:

The talent management team in the HR

department covers a lot of ground. What used to be distinct areas of the
department have been rolled up under one umbrella. The talent
management team is responsible for recruiting, hiring, developing, and
retaining employees.   this team will also work on labour relations,
including negotiating collective bargaining agreements, creating
managerial responses to union organizing campaigns. When an employee
resigns, retires, is fired or laid off, gets sick, or dies, the workforce
planning team kicks into action.

COMPENSATION & BENEFITS:

In smaller companies the compensation and benefits roles can often be

overseen by one or two human resources professionals, but companies
with a larger workforce will typically split up the duties.
HR functions in compensation include evaluating the pay practices of
competitors and establishing the compensation structure. The
compensation department is also responsible for creating job descriptions
in tandem with department managers, as well as working with talent
management on succession planning.

TRAINING AND DEVELOPMENT:

Every company wants to see its employees thrive, which means providing
them with all the tools they need to succeed. These tools aren’t
necessarily physical such as laptops, job-related software, or tools for a
particular trade; they can include new employee orientation, leadership
training programs, personal and professional development, and
managerial training. Training and development (sometimes called
learning and development) is an integral part of the HR team.
Today, many colleges and universities offer degrees in training and
development; an instructional design degree would also be helpful in this
role.

HR COMPLAINCE:

Legal and regulatory compliance is a critical component of any HR

department. Employment and labour laws are highly complex, and having
a team devoted to monitoring this ever-changing landscape is essential to
keeping companies out of trouble with federal, state, and local
governments’ laws. When a business is out of compliance, it can result in
applicants or employees filing claims based on discriminatory hiring and
employment practices or hazardous working conditions. The HR
compliance team is also heavily involved working in tandem with other
HR practitioners in developing all company policy that makes up the
employee handbook.

WORKPLACE SAFETY:

Every company wants to provide a safe place to work for its employees,
and the Occupational Safety and Health Act of 1970 (OSHA) actually
mandates that employers provide a safe working environment for their
workers. A large focus area for HR is developing and supporting safety
training and maintaining federally mandated logs in the event injuries or
fatalities happen at work. In addition, this department often works hand-
in-hand with benefits specialists to manage the company’s Workers’
Compensation filings.
 CHAPTER 3

RESEARCH METHODOLOGY

Research methodology

Research methodology is a way to systematically solve the research

problem. It may be understood as a science of studying how research is
done scientifically. In it we study the various steps that are generally
adopted by a researcher in studying his research problem along with the
logic behind them.

Research:

 Population:

The total number of employees are 250

 Sample size:

out of the population 100 employees are taken as a sample size.

 Sampling technique:

The sampling technique used is simple random sampling.

 Tool for data collection:

The method for data collection is used in the study is personal interview
with help of a structured questionnaire.

APPRAISAL SYSTEM AT DOLPHIN EXPORTS:

The performance ratings at dolphin exports is based in 9 factors

 Job knowledge
 Volume of output
 Efficiency and effectiveness
 Quality of output
  Regularity
 Punctuality
 Initiative and co-ordination
 Customer care
 learning aptitude

Need of the study

Scarcity of working capital is a deadlock for any organization. So, to

ensure proper functioning of any company minimum level of working
capital needs must be satisfied. Basically, DOLPHIN EXPORTS
Working capital Aspects are covered in this research part, which may be a
potential borrower company and then once after studying financial data
and analysing probable amount of working capital gap if any, we will
match the requirement of DOLPHIN EXPORTS with the prospective
investors. So, it becomes very significant to undertake a comprehensive
study of DOLPHIN EXPORTS as a part of our research project.

Organization today believe that every individual has potential and

strengths those human capabilities can be sharpened, developed and
utilized better. Performance appraisal can serve very useful purpose to
identify the work satisfaction of the employee in the organization. So,
there is a need to have a better performance appraisal system. Hence this
study is undertaken.

Research objective
 The main research objective is “a comprehensive
study on working capital management of THE DOLPHIN EXPORTS
PRIVATE LIMITED.” The aim of this study is to identify the working
capital Gap and allocation of capital in the business to increase in
efficiency in operation. Various tools and techniques are used to identify
the appropriate requirement and gap of working capital.

OBJECTIVE OF THE STUDY:

Primary objective:

o To identify the factors if any, that should be included in the

appraisal system.

o To give appropriate suggestions for the improvement of

performance appraisal in the organization.

o Performance appraisal can serve very useful purpose towards

shaping, developing and utilizing the potential and capabilities of
the employees.

o It is an effective tool for growth of both the individual and the

organization.

Secondary objective:

o it is used to find the fairness about the appraisal.

o To monitor the accuracy of the appraisal given to the

employees by the appraiser.

o To know about relationship between peers and supervisors.

o Knowledge about satisfaction of employee about the

appraisal.

o To find out the employee performance in the organization

Data source
Collection of data is the first step in statistics. The data collection process
follows the formulation for research design including the sample plan.
The data can be primary or secondary.

The data source was divided into two types;

o Primary data: structured questionnaire (data during the course of

study or research can be through observations or through direct
communication with respondents on one form or another or
through personnel interviews. The questionnaire was formulated
keeping in mind the objectives of the research study)

o Secondary data: journals, booklets, company data, etc. (it means

the data is already available. They refer to data, which had already
been collected and analyzed by someone else. When a secondary
data is used, the researcher has to look into various source from
where he can obtain data. This includes information from various
books, periodicals, magazines etc.)

Who will appraise:

 Supervisors: who have thorough knowledge about the work of the

employee and department head or manager.

 Peers: who are in equal status or colleagues to the employee in the

organization.

 Subordinate: this concept is used by many organizations today. It

is useful in identifying competent superiors.

 Self-appraisal: employees who are appraise their own

performance and to achieve the goals of organization.
 CHAPTER 4

ANALYSIS AND INTERPRETATION

ANALYSIS AND INTERPRETATION

TABLE 4.1 GENDER WISE CLASSIFICATIONS OF
RESPONDENTS

Frequency Percent Valid Cumulative

Percent Percent

male 55 55.0 55.0 55.0

female 45 45.0 45.0 100.0

Total 100 100.0 100.0

CHART:

GENDER

100
90
80
70
60
50
40
30
20
10
0
MALE
FEMALE
TOATAL
INFERENCE
Table 4.1 reveals that 55% of respondent are male and only 45 % are
female. Since it is a textile mill most of the employees will be male since
they have to work with heavy and hazardous machineries

Frequency Percent Valid Cumulative

Percent Percent

<20 years 5 5.0 5.0 5.0

48 48.0 48.0 53.0

20-29 years

19 19.0 19.0 72.0

30-39 years

28 28.0 28.0 100.0

40-49 years
 Total 100 100.0 100.0

TABLE 4.2 AGE WISE CLASSIFICATIONS OF RESPONDENTs

CHART:

AGE WISE
100
100
90
80
70
60
50 48

40
30
28
20 19
5
10
0
<20 YRS
20-29 YRS
30-39 YRS
40-49 YRS
TOTAL

INFERENCE:
From Table 4.2 it is inferred that 48% of employees are age between 20-
29 years, 28% are aged between 40-49 years and 19 % are between 30-39
years. Only 5 % are less than 20 years and that 5 % are aged between 18-
20 years. The organization has a good combination of different age
categories of employees
TABLE 4.3 EDUCATIONAL QUALIFICATION WISE
CLASSIFICATIONS OF RESPONDENTS

Frequen Percen Valid Cumulative

cy t Percent Percent
primary 36 36.0 36.0 36.0
intermediate 37 37.0 37.0 73.0
graduation 21 21.0 21.0 94.0
masters and higher than 6 6.0 6.0 100.0
masters

100 100.0 100.0

Total
CHART:

EDUCATIONAL LEVEL

TOTAL EMPLOYEES 100

MASTERS & HIGHER THAN 6

GRADUATION 21

INTERMEDIATE 37

PRIMARY 36

0 20 40 60 80 100 120

INFERENCE
From Table 4.3 it is inferred that 36% of employees are in primary level,
37% of employees have completed Intermediate level, 21% of employees
are graduated, and 6% of employees are completed masters and higher
than. The organization has a good combination of different age categories
of employee

TABLE 4.4 DESIGINATION WISE CLASSIFICATIONS OF

RESPONDENTS

DESIGNATION
Frequency Percent Valid Cumulative
Percent Percent

41 41.0 41.0 41.0

stitcher

35 35.0 35.0 76.0

cutting
master

12 12.0 12.0 88.0

designer
Valid
12 12.0 12.0 100.0
supervisor

Total 100 100.0 100.0 100.0

CHART:

DESIGNATION

TOTAL EMPLOYEES
100

DESIGNER 12

SUPERVISOR 12

CUTTING MASTER 35

STITCHER 41

0 10 20 30 40 50 60 70 80 90 100

INFERENCE:
From the table 4.4 it is inferred that 41% of surveys get from stitchers,
35% of surveys get from cutting masters, 12% of surveys get from
designers and supervisors.
Independent Samples Test
Levene's Test t-test for Equality of Means
for Equality of
Variances
F Sig. t df Sig. Mean Std. 95%
(deta Differen Error Confidence
iled) ce Differen Interval of the
ce Difference
Lower Upper
Equal .288 .593 .37 98 .711 .043 .117 -.189 .276
variances 1
F assumed
A
Equal .37 96.44 .709 .043 .116 -.187 .274
A
variances 4 1
not assumed
4.5 DIFFERENCE ON PERCEPTION TOWARDS FAA BASED
ON GENDER.

Null Hypothesis: There is no significant difference on perception towards

FAA based on Gender.

Alternative Hypothesis: There is significant difference on perception

towards FAA based on Gender.

INFERENCE
From Table inferred that the significance value is .711 and hence the
null hypothesis is accepted. There is no significant difference on
perception towards FAA based on Gender
 4.6 DIFFERENCE ON PERCEPTION TOWARDS AA BASED ON
GENDER.
Independent Samples Test
Levene's Test t-test for Equality of Means
for Equality of
Variances
F Sig. t df Sig. Mean Std. 95%
(deta Differen Error Confidence
iled) ce Differen Interval of the
ce Difference
Lower Upper
Equal .366 .546 -.53 98 .596 -.053 .100 -.252 .145
variances 2
F assumed
A
Equal -.53 956.6 .594 .053 .100 -.251 .144
A
variances 4 71
not assumed

Hypothesis: There is no significant difference on perception towards FAA

based on Gender.

Alternative Hypothesis: There is significant difference on perception

towards FAA based on Gender.

INFERENCE
 From Table inferred that the Null significance value is .596 and hence
the null hypothesis is accepted. There is no significant difference on
perception towards FAA based on Gender.

4.7 DIFFERENCE ON PERCEPTION TOWARDS FAA BASED ON

GENDER.

Independent Samples Test

Levene's Test t-test for Equality of Means
for Equality of
Variances
F Sig. t df Sig. Mean Std. 95%
(deta Differen Error Confidence
iled) ce Differen Interval of the
ce Difference
Lower Upper
Equal 1.586 .211 -.84 98 .399 -.189 .224 -.633 .254
variances 7
F assumed
A
Equal -.77 50.55 .440 -.189 .243 -.678 .299
A
variances 8 2
not assumed
Hypothesis: There is no significant difference on perception towards FAA
based on Gender.

Alternative Hypothesis: There is significant difference on perception

towards RWPS based on Gender.

INFERENCE
From Table inferred that the Null significance value is .399 and hence
the null hypothesis is accepted. There is no significant difference on
perception towards FAA based on Gender.
4.8 DIFFERENCE ON PERCEPTION TOWARDS RWPS BASED
ON DESIGNATION

ANOVA
RWPS
Sum of df Mean F Sig.
Squares Square
Between 9.884 3 3.295 2.817 .043
Groups
Within 112.287 96 1.170
Groups
Total 122.172 99

Null Hypothesis: There is no significant difference on perception towards

RWPS based on Designation

Alternative Hypothesis: There is significant difference on perception

towards RWPS based on Designation

INFERENCE
From Table inferred that the significance value is .043 which is less
than the standard value and hence the alternative hypothesis is accepted.
There is significant difference on perception towards RWPS based on
Designation
4.9 DIFFERENCE ON PERCEPTION TOWARDS PAS BASED ON
DESIGNATION

ANOVA
PAS
Sum of df Mean F Sig.
Squares Square
Between 4.087 3 1.362 4.442 .006
Groups
Within 29.445 96 .307
Groups
Total 33.532 99

Null Hypothesis: There is no significant difference on perception towards

PAS based on Designation

Alternative Hypothesis: There is significant difference on perception

towards PAS based on Designation

INFERENCE
From Table inferred that the significance value is .006 which is less
than the standard value and hence the alternative hypothesis is accepted.
There is significant difference on perception towards PAS based on
Designation
4.10 DIFFERENCE ON PERCEPTION TOWARDS EP BASED ON
DESIGNATION

ANOVA
EP
Sum of df Mean F Sig.
Squares Square
Between .636 3 .212 .877 .456
Groups
Within 23.234 96 .242
Groups
Total 23.870 99

Null Hypothesis: There is no significant difference on perception towards

EP based on Designation

Alternative Hypothesis: There is significant difference on perception

towards EP based on Designation

INFERENCE
From Table inferred that the significance value is .456 which is less
than the standard value and hence the alternative hypothesis is accepted.
There is significant difference on perception towards EP based on
Designation
4.11 RELATIONSHIP BETWEEN DIFFERENT DIMENSIONS OF
PERFORMANCE APPRAISAL SYSTEM AND OVER ALL
SATISFACTION

Correlations
overall FAA AA RWPS PAS EP
Pearson 1 .420** .377** .204* .278** .384**
overa
Correlation
ll
Sig. (2-tailed) .000 .000 .042 .005 .000
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

Null Hypothesis:
There is no significant positive relationship between Over al Satisfaction
of performance appraisal system and its dimensions.

Alternate Hypothesis:
There is significant positive relationship between Over al Satisfaction of
performance appraisal system and its dimensions.

INFERENCE
There is positive relationship between overall satisfaction on performance
appraisal system and its different dimensions.
Swot analysis

Strengths:
Below are the Strengths in the SWOT Analysis of THE DOLPHIN
EXPORTS:

1. Strong portfolio of domestic distribution.

2. Economies of scale through complete integration.
3. Latest Manufacturing tools in production of jute bags and t-shirts.
4. Over 250 employees in single manufacturing unit form the
workforce for THE DOLPHIN EXPORTS.
5. Friendly environment.

Weakness:

Here are the weaknesses of THE DOLPHIN EXPORTS in SWOT

Analysis:
1. Sometimes delays in delivery.

2. Misunderstanding between employees.

Opportunities:

Following are the Opportunities in THE DOLPHIN EXPORTS SWOT

Analysis:
1. Growth in garments industry.

2. Global expansion and reach of brands to increase sales.

Rapid growth in target group as well as higher incomes.

Threats:
The threats in the SWOT Analysis of THE DOLPHIN EXPORTS are as
mentioned:
1. Global expansion and reach of brands to increase sales.

2. Cheaper imports from other states, and pirated/fake products.

CHAPTER 5

REVIEW OF LITERATURE
 Review of literature

Verma (2001) in his article emphasized on the impact on the Indian textile
and clothing industry after quota elimination. It says that Indian textile
and clothing exporters have to bring in necessary changes in their
methods of production, management style, capacities, marketing skills
and productivity level in order to remain competitive in international
market. Also it put special emphasis on the size of Indian textile units
when compared to its counterpart in China.

Verma (2002) did a comprehensive study with objective to evaluate the

export competitiveness of Indian textile and clothing sector. Because
Indian textile and clothing sector is predominantly cotton based, the study
is focused on cotton textile and clothing and look at the entire value chain
from fiber to garment and retail distribution. The scope of study covers
the products in Indian export basket which have shown a promising
growth in value. The Study concludes that Indian exports to US and EU
are export competitive as a whole. Sector wise analysis of export
performance of Indian textile and clothing sectors to US and EU reveal
that so far apparel or clothing and made-up is concerned; quota is the
major constraint in the growth, while it is not true in case of yarn exports.
Indian textile and clothing sector has tremendous potential and only a
portion of which is explored till now and this shortcoming is due to
policy constraints.

Meenakshi (2003) did a comprehensive study on the opportunities that

would be provided by WTO to Indian Textile industry. This paper gives a
lot emphasis on new capacity installation to take the benefits to the fullest
extent in India has to be a true gainer in competition to other nations.
Since India’s own consumption per capita is also on the rise with the rise
of income and consumption habits, the profit margins available to Indian
textile and clothing producers will be more. But in export market, the
prices will be driven by international factors and profits will be under
pressure. So the exporters might have to go for strategy of partial exports
and partial domestic sale.

Uraiwan (2004) had worked extensively on the knitwear/hosiery products

development process to understand the complexities underlying in it;
because a well defined development process assist the organization to
determine its future direction, plan for rapid changes, create new product
line with profits and plan for technology adaptation and implementation.
The goal of this research was to propose an optimal product development
process for a knitwear/hosiery company by examining the process used
by major US Sweater Company and comparing its process to established
processes.

Chugan (2005) emphasized that Indian textile Industry has to change to

be more competitive in the long run. This paper emphasis that merely
cost competence is not enough to maintain the lead while Indian
companied has to have a global competitive view.

Rajansaxena (2006) calls consumer mind as black box which is

influenced by company-controlled stimulus like product, price,
advertising, sales promotion, Display and distribution, besides social
stimulus as word of mouth and reference group. He calls it an enigma or
Blackbox which responds to the various stimuli- resulting in either
buying or not buying at all.

Vazirani (2007) was of the option that, the

best HR practices enable the company to effect radical improvements, not
just incremental ones. The quest for best HR practices is important for
corporate India today precisely because it offers a way to vault into the
global league.

Bandgar (2008) had stated his opinion as

follows: “the cooperative must learn to act fast and protect and give
second chance to those who make genuine mistakes, because failure is a
part of any venture. Cooperatives will make the national economy robust.
A great nation is made of contributions from a large number of
cooperatives and HRD will make these cooperatives extraordinary. Let
the cooperative practice, HRD in the true sense and then see the
difference. It is said that cooperative is failed, but it must succeed. Let us
hope it will excel in future. HRD is one of the sure ways of its survival”.

Budhraja (2008) said that “recruitment and selection practices of

HRM” is being treated as a tool for realizing strategic intent. Some of the
common recruitment strategies include ongoing recruitment, employee
referrals, and realistic job previews, determination of clear-cut selection
criteria which would be revealing a perfect idea about the candidate’s
competencies, job motivation level and the cultural fit”.

Kavitha (2008) has explained the loop holes

in the working of cooperatives as, “cooperatives have not really helped
members to improve their position for fought against those who exploit
the peasants and restrained their development. There are several
drawbacks as poor infrastructure, lack of quality management, lack of
strong human resources”.

Ahiya (2009) stated about how there is a co-

relation between work and the facilities provided to the employee’s
“cooperatives should be utilized for enhancing the goals of full literacy,
provision of drinking water, primary health, sanitation, employment of
woman and down trodden by developing a new and vibrant culture which
respects work and ethics”.

Amin (2009) explained in his article about

the development of the manpower, “it is known that the cooperatives are
operating under changed social economical condition in wake of the
economic reforms introduced since 1991. Under this scenario,
cooperatives have to continuously improve their manpower development
plans based on scientific assessment of their training needs”.

Agarwal (2010) Ph.D. thesis did a vast study on consumer buying

behavior and revealed that majority people like branded appeals and most
of them are influencing by the advertisement, with celebrity endorsement
is also a positive perception about that brand, sales promotion effects the
perception about the brand. Price, international presence of the brand
increases the brand image.

Rashmi ,(2013) readymade products are fast moving consumer goods that
have seen a surge in their sales in the past few decades. In India also,
more and more people are opening up to the idea of experimenting and
trying out newer readymade products. In this growing market, Hindustan
Unilever Limited and P&G are two major marketers. , parameters such as
quality can be stressed upon in marketing communications and
testimonials on social platforms to positively influence the consumers
buying behavior. Since the readymade product market is set to expand
further in the coming decades, the knowledge of these influential aspects
will help manufacturers of hair care products to cut across the clutter of
competitive brands and capture potential customers.

Sunder (2014) States that the study reveals consumer perceive products
or services endorsed by celebrity more attractive and influential. As
compared to non-endorsed products and services.it suggest that celebrity
should be prediabetes profession of the celebrity should be seen that he is
fit for the advertisement or not, brand user with physical attractiveness,
availability, risk, popularity of the celebrity with appealing attitude and
should hit the target audience.

Nandhakumar and Magesh (2017) conducted a literature review to

examine the performance of the textile and apparel industry in India
based on a number of variables, including market size, investment,
government initiatives, and important export markets. The author draws
the conclusion that the Indian textile and apparel industry is expanding
and that the government is offering a number of facilities to support this
industry, including the establishment of an integrated textile park, a
technology fund for advancement, and 100% foreign direct investment

Gupta (2017) used the liquidity, solvency, profitability, and managerial

effectiveness of textile companies to evaluate their performance.
Concluded that Return on Capital Employed, Net Profit Margin, Current
Ratio, Debt Equity, and Fixed Turnover Ratio all differ significantly from
one another.

Mohammed (2017) looked at the financial performance of four public

sector textile units (Barshi Textile Mills, India United Mill No. 5, Polar
Mills, and Tata Mills). The author looked into the factors that might be
slowing Maharashtra's textile industry's expansion. The profitability of a
few selected textile units in Maharashtra is found to be significantly
impacted by solvency ratio and liquidity, but not by turnover ratio.

Das et al. (2017) used the Augmented Dickey Fuller unit root test and the
Granger causality test to estimate the causal relationship between time
series of employment, productivity, and wages for manufacturing
industries in India over a 16-year period, from 1998 to 2014.

Nindi and Odhiambo (2014) looked at saving and investment in Malawi

to determine whether there was a causal relationship between them
between 1973 and 2011. The findings showed that savings and
investment have a two-way causal relationship.

Sharma (2014) compared the causal relationships between the gross

domestic product and the receipts from the tourism industry in India and
Pakistan. They used the Granger causality test to determine the causality
of their findings. The findings indicated that there was a single, direct
causal link between GDP and tourism revenue
Abedin (2014) used the Granger causality methodology over a 40-year
period, or F.Y. 1970– 2011, to examine the effects of trade liberalization
and financial development on economic growth in Malaysia. Financial
development has been found to be a single-direction causal link between
economic growth and liberalization

Rajasekar and Gurusamy (2011) used a systematic sampling method to

analyses the motivational factors and issues faced by exporters in the
karur district of Tamil Nadu in their study, "Analysis of Cotton Textile
Industry in Karur District Tamilnadu." According to the results of the
Kendal test, exporters of different age groups rank factors affecting
motivation such as a lack of funds and workers, poor quality yarn, and an
increase in yarn price in various ways. The study's findings suggest that
in order to address the labor shortage, proper training for seamstresses is
required.

CHAPTER 6

FINDINGS
AND
SUGGESTION
 Findings:

From the working analysis findings were given:

1. Majority of the employee’s opinion that the basic purpose of

performance appraisal is training and development.

2. Almost 75% of the employees agreed that performance appraisal in

the organization is good.

3. Almost 55% of respondent are male and only 45 % are female in

the organization.

4. Most of the employees accept that they are receiving regular

feedback about their performance.

5. Maximum number of employees accept that they are satisfied with

existing performance appraisal system.

6. 45% of the employees are in the age gap between 20-29

7. Maximum number of employees are at their primary level of
educational level.

8. The company is working well in its debtor’s collection. The

moderated credit policy will Help Company in two aspects- one is
it will help to complete the cash conversation cycle at time and free
up the capital of the company. Second one is help to maintain
relationship with debtors as they are not too strict and also liberal
with the debtors.

9. From the analysis of wages, it was found that the cost of wages is
increasing due to more employees hired which clearly intense that
company is growing. Company is paying attention to increment in
wages which will also cause increase in wages

Suggestions:

From the analysis and finding following are the suggestion for the
“THE DOLPHIN EXPORTS”:

1. The appraiser should be trained to develop skills required to carry

out performance appraisal and to overcome various appraisal
errors.

2. Self-appraisal of the employees should also be taken into

consideration while filling annual confidential reports.

3. The organization should provide supportive environment to the

appraiser to conduct performance appraisal in a fair and unbiased
manner.

4. Performance evaluation should take place with the close

involvement of supervisors using a training plan.

5. In the promotion decision the performance of the employee should

also taken into consideration along with the experience. The merit-
cum-seniority method can be followed.
6. The employee should be given specify, timely, understandable and
constructively developed feedback.

7. The company should go for periodic auditing of the appraisal

process with the help of experienced consultants.

8. The organization should design training and development

programmers and career development programmers on identified
skill and knowledge needs.

9. The organization should recognize achievements of the employees

and should reward them.

10.The organization should design an effective performance appraisal

system which facilitates mutual goal setting and feedback.

CHAPTER 7
 CONCLUSION

CONCLUSION:

The study reveals that all the employees are aware of the performance
appraisal system. As the performance appraisal system motivates the
employees to achieve the goals, the management should make the system
of performance appraisal more clearly to the employees.

However, THE DOLPHIN EXPORTS the technological advances mean

that performance management is no longer an isolated HR initiative and
can be integrated into our day-to-day lives.

Positive performance appraisal can motivate the people to improve on the

other hand give an opportunity to the corporate houses to identify the area
of improvement and development in their assignments.

THE DOLPHIN EXPORTS are well analysed goals are set and effective
performance appraisal strategies applied. All the strategies are fair and
objective. Almost all the employees are well aware of what is expected of
them, except the lower rank employees. There is need to reward the
innovations and suggestions on merit. There is need of constructive
analysis of performance appraisal while deciding the training.

Questionnaire:

Study on Effectiveness of Performance Appraisal System at THE

DOLPHIN EXPORTS PRIVATE LIMITED

Gender a) Male b) Female

Age range a) < 20 years b) 20 – 29 Years
c) 30 – 39 Years d) 40 – 49 Years e) 50 and above
Education level: a) Primary b) Intermediate
c) Graduation d) Masters and higher than Master’s Degree
Designation: a) stitcher b) cutting master c) supervisor
d) designer
Please rate the following by placing tick mark in relevant column
SDA DA N A SA
Fairness about Appraisal
The results of appraisal are fair
Assessors appraise performance without
any biasness
Any other employee is not prioritized
during performance appraisal system
Appraisers treat you fairly during
performance appraisal process
Appraisal Accuracy
Appraisal outcomes are accurate
Minimum errors are identified in the
appraisal system
The reliability of results of appraisal
system are high
Relations with peers and supervisors
You are allowed to discuss appraisal
results with supervisors
You are allowed to deliver feedback to
management regarding appraisal results
Interaction between you and
management enhances appraisal
effectiveness
Interaction with supervisors and
management also enhances your
motivation
Performance appraisal satisfaction
You are satisfied with the outcomes of
appraisal
You are satisfied with the way by which
your performance is appraised
You think that current appraisal system
has limitations
Employee Performance
Performance appraisal has provided
opportunity to improve performance
Your motivation has increased through
appraisal outcomes
Appraisal outcomes have given you
opportunity to eliminate weak areas in
performance
You think that training delivered after
appraisal will improve your performance
You have noticed no change in your
performance through appraisal system
Over all I am satisfied with the
Performance Appraisal system in this
organization.