SHIVAJI UNIVERSITY, KOLHAPUR

CHAPTER-I
INTRODUCTION TO THE STUDY AND METHODOLOGY 1.1
INTRODUCTION:-
As a part of degree M.B.A the student has to undertake the brief knowledge of and
training of 52 days in the organization the functional area like HR etc.
The object is test to ability to researcher to work on any topic or problem relating to any
functional are the project study is done in “MENON PISTONS LTD. SHIROLI MIDC,
KOLHAPUR” on the performance appraisal useful are any business organization for taking
administrative decision goals are said the beginning of the appraisal period these target also
motivate the employee to perform better performance .performance appraisal is a formal
structure system or measuring and evaluating the job performance.
Appraising the performance of individual and group of an organization is a common
practice in all societies while in some instance the appraisal procedure are structure and formally
sanctioned in other instances they are in formal and integral part of daily activities thus teacher
evaluate the performance of student. Broker evaluate the performance of management evaluation
is a systematic and periodic process that assess an individual employee’s job performance and
productivity in relation organization.
The present study is done to find out the strength and weaknesses of the employee so, it is
necessary to identify training development’s needs rewarding a good performance and punishing
a bad on encourages performance appraisal is concerned worth to an organization.

1.2 MANAGEMENT PROBLEMS:-

Performance appraisal is important for organization and employees. Unfortunately,
performance appraisals are not on the top of the list of favorite things to do for either managers
or employees, and there can be a number of problems with their administration. From managers
not being trained to conduct performance appraisals effectively to the failure to tie performance
appraisals expectations to desired business results, business are often challenged to use this tool
effectively.

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1.3 STATEMENT OF RESEARCH PROBLEM:-

All organization faces the problem of directing the energies of their staff to the task of
achieving business goals and objective. In doing so, organization need to devise influence and
channel the behaviors of their employees so as to optimize their contribution.

1.4 OBJECTIVE OF STUDY:-

1. To study the existing of performance appraisal system.
2. To study the factors affecting performance appraisal.
3. To study the impact of employees of organization.
4. To study the give a by performance appraisal.
5. To study the performance appraisal system through employee’s point of view.

1.5 SCOPE OF STUDY:-

1. Conceptual Scope:
Conceptual scope of the study is limited to performance appraisal concept.

2. Geographical Scope:
Geographical scope is limited to one Menon pistons LTD. Shiroli MIDC, Kolhapur.

3. Analytical Scope:
Analytical scope is limited to use of statistical tools like, graphical presentation, table,
percentage, pie chart.

1.6 IMPORTANCE OF STUDY:-

1. It will help to get knowledge about performance appraisal.
2. It will help to learn the employee’s behavior towards performance appraisal.
3. It may help to know about “How will the employees be satisfied”?
4. It may help to know which things are helpful in motivation.

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1.7 LIMITATION OF THE STUDY

• The study is limited to the co-operate Menon pistons LTD. Shiroli MIDC, Kolhapur the
study is subject to the limitation of area.
• The time span for the project is limited 52 days.
• Head office given all probabilities the data collected can never much 100% accuracy
compare to the study of a larger respondent number i.e. from branch officers also
• Some confidential data of company is not brought in study so analyzed data taken for
study

1.8 Research Methodology

Research methodology is based for every research project the concept of methodology refers to
systematic study of investigation.

1.8.1 Data collection:

Data collection consist of originally collective information for specific purpose at hand by
interviewed a people, it is the first hand information. The data collected by two ways i.e.
A) Primary Data
Primary data is based on personal discussion with the industries &manages also
the data collection was done by researcher through study conducted by interview method for that
a detailed questionnaire was prepared are open ended questionnaire was prepared and open
ended question were asked by researcher. The reason for collection of primary data was data
analysis and interpretation. This is information collected by the researcher and not taken from
management record most of the data was obtained by interview method thus the primary data is
fresh. First-hand information collected and not copied from any other source. Primary data
involves following factor interviews
1) Questionnaire
2) Discussion with Manager
B) Secondary Data
Secondary data consist of information that directly exists to serve the purpose secondary
data provide a starting point for research. The data is collected from following factors
1) Annual Report
2) Magazine, Website etc.

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1.8.2 Data analysis tools

Table, graph and interpretation method do analysis of the study

1.8.3 Sampling Size: -

The survey was carried out in Menon Piston ltd. With a sample size of 100 Employees
of various departments.

1.8.4 Research Method:

Researcher has used method Convenience Sampling Method.

1.9 Presentation of Project:

 Introduction of topic
 Objective of the study
 Scope of the study
 Limitations of the study
 Research Methodology
 Company Profile
 Data Analysis
 Finding, Suggestions and Conclusion

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CHAPTER-II
THEORETICAL BACKGROUND 2.1 Introduction:-
Management performance appraisals is a method of evaluating the behavior of employees
performance appraisals or merit rating is one of the oldest and most universal practices of in
work spot , normally including both the quantitative and qualitative aspects of job performance.
Performance appraisals can be effective instrument for helping people grow and develop in
organizational setting. Through a well-organized appraisal system. An employee can create
learning space for himself in an organization. Effectively practiced and development oriented
performance appraisals &review system, substantially contribute to the organization health.
Organization cannot do away with performance appraisals. Some from of assessment of
performance on a continuing basis is essential for survival as well as growth of an organization.
If a develop yardsticks to measure it, if you want to improve performance.

2.2 Definitions:-
A formal definition or performance appraisal is that, it is the systematic evolution of the
individual with respects to his her performance on the job and his potential for development.
“performance appraisal is a formal structured system of measuring an employee’s job, related
behaviors and outcomes to discover how and why the employee is presently performing on the
job an how the employee can perform effectively in the future so that the employee, organization
and society all benefit.”

2.3 Performance appraisal:-

Performance appraisal is generally done in systematic ways which are as follows:
1. The supervisors measure the pay of employees and compare it with target and plan.
2. The supervisors analyses the factors behind work performance of employees.
The employees are in position to guide the employees for a better performance

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2.4 Advantages of performance appraisals:-

• It is said that performance appraisals is an investment for the company which can be
justified by following advantages:
1. Promotion: performance appraisal helps the supervisors to chalk out the promotion
programmed for efficient employees. In this regards, inefficient workers can be dismissed
or demoted in case.
2. Compensation: performance appraisals help in checking out compensation packages for
employees. Merit rating is possible through performance appraisals. Performance
Appraisal helps in checking out compensation packages for employees. Merit rating is
possible through performance appraisal. Performance appraisal tries to give worth to a
performance .Compensation packages which includes bonus, high salary rates, extra
benefits, allowances and pre-requisites are dependent on performance appraisal.
3. Employees Development: The systematic procedure of performance appraisal helps the
supervisor’s frame training policies and programmed. It helps to analyze strength and
weaknesses of employees so that new job can be designed for efficient employees. It also
helps in framing future development programmed.
4. Selection Validation: performance appraisal helps the supervisors to understand the
validity and importance of the selection procedure. The supervisors to come know the
validity and there the strength and weaknesses of selection procedure.
5. Communication: For an organization, effective communication between employees and
employers is very important.
A .Through performance appraisal, the employees can understand and accept skills of
subordinates.
B .The subordinates can also understand and create a trust and confidence in superiors.
C .It also helps in maintaining cordial and congenial labor management relationship.

2.5 Disadvantages of performance appraisals

1. First Impression (primacy effect): Raters form an overall impression about the
rate on the basis of some particular characteristics of the rate identified by them.
The identified qualities and features may not provide adequate base for appraisal.

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2. Halo Effect: The individual’s performance is completely appraised on the basis of

a perceived positive quality, feature or trait. In other words this is the tendency to
rate a man uniformly high or low in other traits if he is extra-ordinarily high or low
in one particular trait. If a worker has few absences, his supervisor might give him
a high rating in all other areas of work.
3. Horn Effect: The individual’s performance is completely appraised on the basis
of a negative quality or feature perceived. This results in an overall lower rating
than may be warranted. “He is not formally dressed up in the office. He may be
casual at work too!”

4. Excessive Stiffness or Lenience: Depending upon the raters own standards,

values and physical and mental makeup at the time of appraisal, rates may be rated
very strictly or leniently. Some of the managers are likely to take the line of least
resistance and rate people high, whereas others, by nature, believe in the tyranny
of exact assessment, considering more particularly the drawbacks of the individual
and thus making the assessment excessively severe. The leniency error can render
a system ineffective. If everyone is to be rated high, the system has not done
anything to differentiate among the employees.
5. Central Tendency: Appraisers rate all employees as average performers. That is,
it is an attitude to rate people as neither high nor low and follow the middle path.
For example, a professor, with a view to play it safe, might give a class grade near
the equal to B, regardless of the differences in individual performances.
6. Personal Biases: The way a supervisor feels about each of the individuals
working under him - whether he likes or dislikes them - as a tremendous effect on
the rating of their performances. Personal Bias can stem from various sources as a
result of information obtained from colleagues, considerations of faith and
thinking, social and family background and so on.
7. Spillover Effect: The present performance is evaluated much on the basis of past
performance. “The person who was a good performer in distant past is assured to
be okay at present also”.
8. Regency Effect: Rating is influenced by the most recent behavior ignoring the
commonly demonstrated behaviors during the entire appraisal period.

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2.6 Methods of performance appraisal

A) Traditional Method
1) Graphical rating scale:
Graphical rating scale compares individual performance to an absolute standard these forms
contain a number of objective behavior and trait based qualities and characters to be rated like
quality and volume of work, job knowledge, dependability, imitative, attitudes, etc.
2) Rating Method:
Under the method the employee are ranked from best to worst on some charaterstic.Rating
can be relatively easy and expensive but its relibility and validity may be open to doubts.
3) Paired comparisons method:
This is method relatively simple. Under this method the appraisal ranks employees by
comparing one employee with all other employees in the group one at a time.
4) Forced distribution method:
Forced distribution is developed to prevent the concern from rating to high or too low.
Under this method concerned after assigning the points of the performance of each employee has
to distribution his rating.
Pattern to normal frequency distribution.
5) Checklist method:
a) Simple checklist method:
The rater checks to indicate if the behavior of a positive or negative to each statement
employee performance is rated on the basis of the number of positive checks. b)
Weighted checklist method:
The rate is accepted to look into the question relating to the question relating to the
employees behavior. In this method a performance rating of the employees is by the weight
of the statement and the coefficient is added up. c) Forced distributed method:
In this method a large number of statements in a group are prepared. Each group consist of
four descriptive statement concerning employee behavior rates personal bias specially the
tendency to assign all high or low rating.

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B) Modern Method
1) Behavioral anchored rating scale:
Development BARS follows a general former which combine techniques employee in
the critical incident method &weighted checklist rating scale emphasis is pinpointed on
pooling the process of people who will use the scale as both evolution and the concerned that
is evaluated.
2) Assessment centers:
It is system or organization, where assessment of several individual is done by various
except by using techniques. The method included a basket role playing case studies,
stimulation exercise, transactional analysis etc.
3) Human Resource Accounting:
HRA deals with the cost of and contribution of human resource to the organization. Cost
of human resource may be taken as standard. Employee contribution is the money value of
employees service which can be productivity o0r value added by human resource.
4) Management by objective;
MBO is process whereby the superior and subordinates managers of an organization
jointly identify is common goals define each individual major areas of responsibility in terms
of result accepted him & use their measure of guidance for separating the unit and assessing
the contribution of its members.
5) Behavioral Observation:
Under BOS method, frequent behavior has been observed. In this method it 1) Maintains
objectivity 2) differentiates good performance from poor performance 3) Provide feedback 4)
Identify training needs better than those chosen by other method.
6) Result method:
Organization of the contemporary period evaluate employees performance based on
accomplishment they achieve rather than based on the behavioral factors employees
accomplishment includes sales turnover, no of units produced , number of customer served ,
number of complaints settled and so on.

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CHAPTER III
INTRODUCTION TO THE ORGANISATION
3.1 NAME OF UNIT:-
MENON PISTON LIMITED, SHIROLI MIDC.

3.1.1 LOCATION OF UNIT :-

182, MIDC, Kolhapur, 416122

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3.2 Brief History of Organization: -

Menon pistons Ltd is Flagship Company of the Menon group. One of the growly
industries hurts in Maharashtra. The Menon pistons is one of the India leading mfg. of critical
auto company like aluminum alloy pistons pins and pistons ring for passenger cars heavy and
light commercials vehicle heavy duty diesel engine for power generations and earth movers
compressors etc. MPLS was incorporated in years 1969 the pioneer of the Menon pistons Ltd is
RAM Menon the company is located at MIDC shirolikolhapur. The company has mainly four
plant located nearby Kolhapur.
MPl first plant commenced the commercial production of pistons rings in years 1972 the
plant was commenced in year 1984 at single with mgf Gadgaon pins third plant Kolhapur 1993
and fourth plant again at Kolhapur 1996 which mfg. pistons rings.
Company started its products with mfg. of pistons MPL first mfg. in India to succeed making the
Alvin pistons both singles and dual for diesel of pistons and pistons rings now it was the total
pistons producing capacity of more than million pistons per annual with over 80 of top 100
automobile mfg. are the customers of the company.
Since its inception in 1969 MPl has pioneered the development manufacturing of the
product and design on continues basis by adoption latest technology. The company exports its
products mainly to Russia, Asia, European and Middle East counters and Latin America. In
Indian our regional office are the spread over at Delhi, Kolkata and Mumbai and Chennai.
3.2.1 Organization profile
Sr.no Particulars Information
1 Name of organization Menon piston limited, shiroli midc
2 Address Shirol MIDC area, Kolhapur
3 Organization type private
4 Founder Mr. ram menon
5 Location Menon piston ltd
182, MIDC,shiroli
Kolha pur,416122
6 Products Pistons,rings
7 Major raw material Aluminum

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8 Time schedule of working 1) 12 pm to 8pm

2) 8pm to 4 pm
3) 4 pm to 12 pm
9 Established 1972
10 Total manpower 712
Workers317
Staff 172

3.2.2 Board of Directors

Sr no Name Designation
1 Mr. Ram Menon Chairman
2 Mr. SachinMenon Managing director
3 Mr. NitinMenon Director
4 Mr Vijay menon Director
5 Mr. R. D Dixit Director
7 Mr. S. S naypurkar Director
8 Ajitkumars .Belur Executive director
9 Sivram. Bhoje Executive director
10 Mr. Manimathew Directors
11 Mr. Parmeshwara Director

3.3 Strategic Intend of the company

3.3.1 Vision of company
“To be world’s leading providers of auto components manufacturing and total engineering
solution to automobile manufacturer across the world.”

3.3.2 Mission of company

“To provide innovative product of world class quality at reasonable prices”

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3.3.3 Objective of company

Every activity of Menon pistons Ltd will become coordinate to achieve improvement the
areas of quality system, employees developed and work practice on the continued basis.
It will be always our endeavor to upgrade technology and work practice on a continues
basis.
It will always be endeavor to manufacture capabilities to meet the challenges of a time
will periodically monitor our performance and put effort to achieve higher goals.
Company object includes following.
High quality
High productivity
High humanity
State of art technology
High Amenity

3.4 Milestone achieved

• 1969 -company Incorporates
• 1971- Development ring carrier pistons (Alfin piston) first time in India for Cummins which
was import substitutions.
• 1978-100, 000th pistons produce for Cummins alone.
• 1982- Technology upgrades agreement with Sakura hogyi come. Ltd, Japan, for
manufacturing of pistons.
• 1985- Started Gudgeon pin products in plant 2 _ sangli (Maharashtra).
• 1985- First Export of pistons to Russia.
• 1994- Best vendor performance award by Marutiudyog ltd.
• 1995- Ship to use status awarded by Cummins India Ltd.
• 1996- Company became public limited.
• 1996-technical tie up with M/s.Izumi industries Ltd. Japan, one of the leading pistons
manufacturing in the world.
• 2000-QS 9000 certification by TUVO suddeutschland, Germany.
• 2001-reached a total supply of 1.5 million pistons to Cummins.
• 2004 - Re- certification ISO 9000 by TUV Germany.
• 2005- TS 16949 certificate by TUV suddeutchland German.

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• 2007- Development of cooled gallery pistons for the heavy duty application.

3.5 Marketing scenario.

Their workforce compromise professional qualified design and management consultant who are
highly experienced in reputed air conditioning industry at the management level. Their workforce
is inclusive of employees who are extremely dedicated toward the attainment of client’s
satisfaction. They are segmented into different term to help facilities a statement work flow.
They conduct several workshops and training session to help them stay update on the latest
market trend. They devoted a lot of attention toward the maintenance.

3.6 Human resource scenario

HR function management plays a vital role in the development of the organization. With the
advancement of the technology employee and HR manager are left with lots of options to select
the different types of strategies for manpower management where organizations goes with trend
on staffing, recruiting, monitoring, etc. Here by organizing also focus on major function like
HR policies like incentives, bonus, allowance, health and safety etc. That helps organization to
flow with the current HR scenario to fulfill employee’s satisfaction.

3.7 Operation management scenario

Operation management is basically people management. Most businesses departments focus on
very specific goals marketing means getting more sales for your business HR keeps your
employee happy and so on. These can involve your technology, equipment, and so on, as you
probably figured operations management.

3.8 Financial position of company with its analysis

Liabilities Amount Rs In C. R

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Source of funds
Total share capital 6.08
Equity share capital 6.08
Preference share capital 0.00
Share application money 0.00
Reserve 258.39
Revaluation reserve 0.00
Net worth 264.47
Secured loans 21.30
Unsecured loans 0.00
Total debt 21.30
Total liability 285.77

3.9 Future plans of company

• Action with the local supersymmetry on the singular space.
• Develop application continuously.
• Develop multi-language service.
• An organization plan is method for planning the future goals of an organization.
3.9.1 Awards and achievements
• The first company in India to develop ring carrier pistons.  Best vendor award from
Maruti Udyog ltd in the year 1994-95  Ship to use status by Cummins India Ltd since
1995.
• Faster developed award from kirloskar oil Engines Ltd.
• ISO/TS. 16949 certified by TUV studentschland in 2005
• Outstanding suppliers for excellent performance award from Cummins group in July
2006.
3.9.2 Piston productions capacity
More than 3 million pistons per annum
Rings
Application Features ( product)
Heavy commercial vehicle Steel compression Ring

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Light Plasma coated ring

Tractors Chrome plated ring
Passengers cars Overly/Inlay rings
Jeeps and utility vehicle Nitride rings
Stationary engines Profile ground
Bi-wheelers Conformable oil ring
Asymmetric barrel face rings
Steel section oil rings
Disel engines
Gasoline engines

CNG engines

Diameter. Range: 60mm to 205 mm.

Rings productivity capacity.
More than 8 million per annum.

3.10 Organization chart

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Managing Director

Head Head Head Head Head Head Head

Q. A. Q.C. Production Maintenance Store Accounts H.R.

Fitter
Assistant Assistant Assistant
Sr. Sr. Sr.
executive executive executive
Electrician

Assistant Assistant Shift

In Operator

CHAPTER IV DATA ANALYSIS AND INTERPRETATION

Q.1 How many years of working experience to have you?

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Table No. 4.1

Sr. No Particular No. of Percentage

Respondents

1 Below 2 years 30 30%

2 2-4 years 30 30%
3 4-6 years 20 20%
4 Above 6 years 20 20%
Total 100 100%
Source: Primary Data Graph
No 4.1

20%
30%
1 below 2 year
2 2-4year
3 4-6year
20%
4 above 6 year

30%

Interpretation No. 4.1

The above table and graph shows that 30% employees are below 2 year working
experience as well as 2-4 years are 30% respondents but 20% respondent are 4-6 year of working
experience and above 6 4year are 20% respondents.
Majority employees having less than 4 years’ experience.
Q.2 Do you have think management satisfied with your performance? Table
No. 4.2

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Sr. No Particular No. of Percentage

Respondents

1 Strongly agree 60 60%

2 Agree 5 5%
3 Don’t know 10 10%
4 Strongly disagree 25 25%
Total 100 100%
Source: Primary Data
Graph No 4.2

25%

Strongly agree
agree
don't know
10% 60% Strongly disagree

5%

Interpretation No-4.2
The above table and graph shows that 60% respondent are strongly agree whereas 5%
respondent have don’t know of management satisfied with employees performance but 25%
respondent have strongly disagree of management satisfied with employee satisfaction.
Majority employees are agreeing that management is satisfied with their performance.

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Q.3. Do you aware about the objectives of performance appraisal? Table

No. 4.3

Sr. No Particular No. of Percentage

Respondents

1 Agree 40 40%
2 Disagree 10 10%
3 Don’t agree 30 30%
4 Satisfied 20 20%
Total 100 100%
Source: Primary Data
Graph No 4.3

20%

40% 1 agree
2 disagree
3 don't know
4 satisfied
30%

10%

Interpretation No-4.3
The above table and graph shows that 40% respondent are agree aware the object of
performance appraisal but whereas 5% respondent have don’t agree whereas 30% respondent
have don’t know of aware the objective of performance appraisal and satisfied with the
respondents are 20%.
Majority respondents are aware about performance appraisal.

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Q.4. Do you have get co-operation of your co-workers? Table

No. 4.4

Sr. No Particular No. of Percentage

Respondents

1 Yes 80 80%
2 No 20 20%
Total 100 100%
Source: Primary Data
Graph No 4.4

20%

yes
No

80%

Interpretation No-4.4
The above table and graph shows that 80% respondent have get co-operation of
coworkers of employees whereas 20% respondents have get no opinion.
Majority respondents are agreeing that they got co-operation from their co-workers.

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Q.5 what is opinion about attitude towards performance appraisal? Table

No. 4.5

Sr. No Particular No. of Percentage

Respondents

1 Very good 70 70%

2 Good 20 20%
3 Come extent 10 10%
Total 100 100%
Source: Primary Data
Graph No 4.5

10%

20% 1 very good

2 good
3 come extent

70%

Interpretation No-4.5
The above table and graph shows that 70% respondent have very good opinion about
merit attitude towards performac eapprisal but 20% respondents have good opinion another side
10% have come extent opinion.
Majority respondents having very good attitude towards performance appraisal.

Q.6. Improving relationship between employee and superior?

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Table No. 4.6

Sr. No Particular No. of Percentage

Respondents

1 Highly extent 80 80%

2 To some extent 10 10%
3 Can’t say 10 10%
Total 100 100%
Source: Primary Data
Graph No 4.6

10%

10%

1 highly extent
2 to some extent
3 can't say

80%

Interpretation No-4.6
The above table and graph shows that 80% respondent have high extent improving
relationship between employee and superior but 10% respondents have some extent whereas
10% respondents have can’t say opinion.
Majority respondents are agreeing that there is highly extent relationship between
employee and supervisor.

Q.7. Current performance appraisal system is an effective tool for evaluation the employee
performance?
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Table No. 4.7

Sr. No Particular No. of Percentage

Respondents

1 agree 50 50%
2 Partially agree 30 30%
3 natural 10 10%
4 disagree 10 10%
Total 100 100%
Source: Primary Data
Graph No 4.7

10%

10%
1 agree
2 partially agree
50%
3 netural
4 disagree
30%

Interpretation No-4.7
The above the table and graph shows the 50% respondents have current performance
appraisal system is an effective tool for evaluating the employee performance but 30%
respondents have partially agree of and 10% respondents have natural opinion whereas another
10% respondents have disagree opinion.
Majority respondents are agreeing that current performance appraisal system is an
effective tool for evaluation of employee performance.
Q. 8 what is your opinion in the relevance performance appraisal system?
Table No. 4.8
Sr. No Particular No. of Respondents Percentage

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1. Deciding promotion 10 10%

2 Deciding incentives 10 10℅
3 Training and 60 60℅
development

4 Programmed 20 20℅
Succession planning
Total 100 100%
Source: Primary Data
Graph No 4.8

10%
20%
1 deciding promotion
10%
2 deciding incentive

3 training and
development
4 programme succession
planning

60%

Interpretation No-4.8
The above table and graphic show the 10℅respondents have deciding promotion is the of
relevance performance appraisal system but another 10℅ respondents have opinion of deciding
incentives whereas 60℅ respondents have been opinion of training and development but
20℅respondents have opinion of program succession planning.
Majority respondents are said that training and development is the relevance performance
appraisal system.
Q. 9 Are you satisfied with current performance appraisal system?

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Table No. 4.9

Sr.No Particular No. Of Percentage
respondents

1 Yes 100 100℅

2 No 0 0℅
Total 100 100%
Source: Primary Data
Graph No 4.9

0%

yes
No

100%

Interpretation No- 4.9

The above table and graph shows the 100℅ respondents satisfied with the current
performance appraisal system but 0℅ respondents have no opinion.
All respondents are satisfied with current performance appraisal system.

Q. 10 To existing performance appraisal system ensure due recognition talented employee in

terms of the promotion rewards and other?

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Table No. 4.10

Sr. No Particular No of respondents Percentage
1 Agree 60 60℅
2 Partially agree 20 20℅
3 Neutral 10 10℅
4 Disagree 10 10℅

Total 100 100%

Source: Primary Data
Graph No 4.10

10%

10%
1 agree
2 partially agree
3 netural
20% 60% 4 disagree

Interpretation No-4.10
The above the table and graph shows that 60℅ respondents have the existing performance
appraisal system ensure due recognition talented employee in terms of promotion rewards
whereas 20℅respondents have partially agree but 10℅ are neutral opinion and 10℅ are disagree
opinion.
Majority respondents have the existing performance appraisal system ensure due
recognition talented employee in terms of promotion rewards.

Q. 11 Do you know about performance appraisal?

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Table No. 4.11

Sr.No Particular No.of respondents Percentage
1 Yes 90 90℅
2 No 10 10℅
Total 100 100℅
Source: Primary Data
Graph No 4.11

10%

Yes
No

90%

Interpretation No- 4.11

The above table and graph shows that 90℅ respondents have a yes opinion about know
the performance appraisal whereas 10℅ respondents have no opinion. Majority respondents
know about performance appraisal.

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Q. 12 which method of performance appraisal is implemented in the organization? Table

No. 4.12
Sr. No Particular No of Respondents Percentage
1 Merit 40 40%
2 Grading 60 60%
3 Other 20 20%
Total 100 100%
Source: Primary Data
Graph No 4.12

20%

40%

Merit
Grading
Other

60%

InterpretationNo-4.12
The above them and graph shows the 40% respondent have merit methods
implementation in the organization but 60% respondent have opinion of grading methods
whereas 20% respondent have other opinion.
Majority respondents said that grading method is used in organization for performance
appraisal.

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Q.13 After performance appraisal improvement in your performance? Table

No. 4.13
Sr. No. Particular No of Respondent Percentage
1 10 - 20 20 20%
2 20 - 30 40 40%
3 30 above 40 40%
Total 100 100%
Source: Primary Data
Graph No 4.13

20%

40%
1 10-20
2 20-30
3 30above

40%

Interpretation No-4.13
The above table and graph shows the 20% respondents have after performance appraisal
improvement the performance appraisal 40% respondents have improvement the performance
where 30 above respondent have 40% are performance appraisal improvement in the
performance.
Majority respondents said that there is above 20 improvements in their performance after
performance appraisal.

Q.14 Is the organization can involve the manager?

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Table No. 4.14

Sr.No Particular No of Respondent Percentage
1 Yes 60 60%
2 No 40 40%
Total 100 100%
Source: Primary Data
Graph No 4.14

40%
yes
No

60%

Interpretation No-4.14
The above the table and graph shows the 80% respondent have getting regular feedback on the
employee performance from the appraisal whereas 20% respondents have no opinion.
Majority respondents are agreeing that organization can involve the manager.

Q .15 Feedback is beneficial for improving your performance?

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Table No. 4.15

Sr. No Particular No .of respondents Percentage
1 Agree 30 30%
2 Partially agree 40 40%
3 Neutral 20 20%
4 Disagree 10 20%
Total 100 100%

Source: Primary Data

Graph No 4.15

10%

30%

20% Agree
Partially agree
Neutral
Disagree

40%

Interpretation 4.15
The above table and graph shows the 80% respondent have feedback is beneficial for
improving performance where as 40% respondents have partially agree opinion but 20%
employee are neutral and 10% respondents have disagree opinion.
Majority respondents are agreeing that feedback is beneficial for their performance.

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Q.16 Does current performance appraisal system reflect the training need of an employee?
Table No. 4.16
Sr. No Particular No.of respondents Percentage
1 Yes 70 70%
2 No 30 30%
Total 100 100%
Source: Primary Data
Graph No 4.16

30%

Yes
No

70%

Interpretation 4.16
The above table and graph shows the 70% respondents have yes opinion does the current
performance appraisal system reflect the training need of an employee whereas 30% respondent
have no of opinion about this system.
Majority respondents are agreeing that current performance appraisal system reflect the
training need of an employee.

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CHAPTER NO-V FINDINGS, SUGGESTIONS & CONCLUSION 5.1

FINDINGS
1.It is observed that majority employees having less than 4 years’ experience.
2. It is observed that majority employees are agree that management is satisfied with their
performance.
3.It is observed that majority respondents are aware about performance appraisal.
4. It is observed that majority respondents are agree that they got co-operation from their
coworkers.
5. It is observed that majority respondents having very good attitude towards performance
appraisal.
6. It is observed that majority respondents are agree that there is highly extent relationship
between employee and supervisor.
7. It is observed that majority respondents are agree that current performance appraisal system
is an effective tool for evaluation of employee performance.
8. It is observed that majority respondents are said that training and development is the
relevance performance appraisal system.
9. It is observed that all respondents are satisfied with current performance appraisal system.
10. It is observed that majority respondents know about performance appraisal.
11. It is observed that majority respondents said that there is above 20 improvements in their
performance after performance appraisal.
12. It is observed that majority respondents are agree that organization can involve the manager.
13. It is observed that majority respondents are agree that feedback is beneficial for their
performance.
14. It is observed that majority respondents are agree that current performance appraisal system
reflect the training need of an employee.

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5.2 SUGGESTIONS
1. It is suggested that the organization should give a more weighted after six month performance
appraisal.
2.It is suggested that the organization evaluation as per merits, abilities and skills of the
personnel.
3. It is suggested that the organization should implement performance appraisal system for
increments.
4. It is suggested that the organization should implement the results of the performance
appraisal in the improvement of the performance appraisal.
5. It is suggested that the organization should use standard format of the performance
appraisal for proper evolution of employee.

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5.3 CONCLUSION
On the including the note the project work carried out Menon and pistons Ltd shiroli
MIDC Kolhapur. Has been commendable exportable and has thrown light on the practical
aspects of the organization and its functional the elucidation of the appraisal attached to it.
It is obvious that all employees are aware of the performance appraisal denoting that performance
appraisal concluded the organization one of the observation arrived at this is that there exists
competition and adequate decisions regarding the proper organization and achievement.
The company uses the appraisal record into training and incentive promotion and also as
the carrier planning no wonder the organization has benefited through the appraisal activities it
carries out.

BIBLIOGRAPHY

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WEBSITES
1. www.scribd.com
2. www.mbaslide.com
3. www.menonpiston.com

APPENDIX Personal Information

Name:
Age:
Gender:
Educational Background:
Designation:
Q.1 How many years of working experience to have you?
1. Below 2 years
2. 2-4 years
3. 4-6 years
4. Above 6 years

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Q.2 Do you have think management satisfied with your performance?

1. Strongly agree
2. Agree
3. don’t know
4. Strongly disagree
Q.3. Do you aware about the objectives of performance appraisal?
1. Agree
2. Disagree
3. don’t agree
4. satisfied
Q.4. Do you have get co-operation of your co-workers?
1. Yes
2. no
Q.5 what is opinion about attitude towards performance appraisal?
1. Very good
2. Good
3. Come extent

Q.6. Improving relationship between employee and superior?

1. Highly extent
2. To some extent
3. Can’t say
Q.7. Current performance appraisal system is an effective tool for evaluation the employee
performance?
1. Agree
2. Partially agree
3. Natural
4. Disagree
Q. 8 what is your opinion in the relevance performance appraisal system?
1. Deciding promotion

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2. Deciding incentives
3. Training and development
4. Programmed Succession planning
Q. 9 Are you satisfied with current performance appraisal system?
1. Yes
2. No
Q. 10 To existing performance appraisal system ensure due recognition talented employee in
terms of the promotion rewards and other?
1. Agree
2. Partially agree
3. Neutral
4. Disagree
Q. 11 Do you know about performance appraisal?
1. Yes
2. No
Q. 12 which method of performance appraisal is implemented in the organization?
1. Merit
2. Grading
3. Other
Q.13 After performance appraisal improvement in your performance?
1. 10 – 20
2. 20 – 30
3. 30 above
Q.14 Is the organization can involve the manager?
1. Yes
2. No
Q .15 Feedback is beneficial for improving your performance?
1. Agree
2. Partially agree
3. Neutral
4. Disagree

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Q.16 Does current performance appraisal system reflect the training need of an employee?
1. Yes
2. No

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