A STUDY ON PERFORMANCE APPRAISAL SYSTEM AND ITS

IMPLICATION IN ORGANIZATIONALGROWTH TOWARDS HI-

STYLE FURNITURE AT ARUPPUKOTTAI TOWN

Project report submitted in partial fulfillment of the requirements for the

awards of the
Degree of
BACHELOR OF BUSINESS ADMINISTRATION
OF
MADURAI KAMARAJ UNIVERSITY
MADURAI
Submitted by

S.SUNDARA MOORTHI

(Reg.No: COB14140)

Under the guidance of

DR. Mrs. V.SEEMA.B.A.,Ph.D.

ASSISTANT PROFESSOR

DEVANGAR ARTS COLLLEGE

ARUPPUKOTTAI

APRIL–2023

1
 BONAFIDE CERTIFICATE

This is to CERTIFY THAT MR.SOUNDAR MOORTHI.S

(REG.NO:COB14140) IS A BONAFIDE STUDENT OF Devangar Arts Colllege,
Aruppukottai Town, has successfully completed the project work titled on “ A Study on

Performance appraisal system and its implication in organizational

growth towards hi-style furniture at Aruppukottai Town ” in partial
fulfillment of the requirement of Bachelor Business Administration (BBA) Program for the
academic year 2020-2023.

PROJECT GUIDE PRINCIPAL

Project report was submitted and Viva-Voce held on _______________________at

Devangar Arts Colllege,Aruppukottai

INTERNAL EXAMINER EXTERNAL EXAMINER

DECLARATION

2
SOUNDAR MOORTHI.S (Reg.No: COB14140) hereby declare that the project report entitled,

“A STUDY ON PERFORMANCE APPRAISAL SYSTEM AND ITS

IMPLICATION IN ORGANIZATIONAL GROWTH TOWARDS HI-
STYLE FURNITURE AT ARUPPUKOTTAI TOWN” submitted by me to the
Madurai Kamaraj university, Madurai , in partial fulfillment of the requirement for the award of
degree of BACHELOR OF BUSINESS ADMINISTRATION under the guidance of
DR. Mrs. V.SEEMA M.B.A., Ph.D.ismy original work.

PLACE: ARUPPUKOTTAI TOWN

SOUNDAR MOORTHI. S

DATE: (Register No: COB14140)

ACKNOWLEDGEMENT

3
I am grateful to Dr.T.DEVANGAR ARTS COLLLEGEARAGHAVAN, M.Sc., MCA,
MBA (Ind), MBA (USA), Ph.D., Chairman, Devangar Arts Colllege Institute of
Management, Aruppukottai Town for providing inspiration and moral support during the
course of MBA.

I would like to thank Dr.Ir.VADIVU DEVANGAR ARTS

COLLLEGEARAGHAVAN, BE, MS(NL), MBA, (Ph.D.)., Trustee, Devangar Arts
Colllege Institute of Management, Aruppukottai Town for giving the opportunity to
continue my MBA studies and for its financial support.

I am indebted to Dr.N.SWARNALATHA, M.B.A., M.Phil., Ph.D., Principal and

Director, Devangar Arts Colllege Institute of Management, Aruppukottai Town, for his
support during the entire course of this project work.

It is with great appreciation and gratitude towards my guideDR. Mrs. V.SEEMA

M.B.A.,Ph.D. Professor, Devangar Arts Colllege Institute of Management, Aruppukottai
Town, for helpful guidance, valuable support, timely feedback and comments for my
documentations.

I wish to express my sincere thanks to Mr.SEENIVASAN D G-HR-Admin Manager.HI-

STYLE FURNITURE,and all the personnel in for their constant encouragement and
support at all stages of project work.

I would like to be grateful to my God Almighty for giving me health and strength to
continue and finish this study.

Finally, I wish to thank all the faculty members, friends, and my parents for their
continuous help to complete this project successfully on time.

TABLE OF THE CONTENT

CHAPTER TITLE PAGE NO

4
NO
1 CHAPTER I
1.1 INTRODUCTION 1
1.2 STATEMENT OF THE PROBLEM 2
1.3 OBJECTIVES OF THE STUDY 2
1.4 SCOPE OF THE STUDY 3
1.5 INDUSTRY PROFILE 4-7
1.6 COMPANY PROFILE 8-17
1.7 LIMITATIONS OF THE STUDY 18
1.8 CHAPTER SCHEME 18
2 CHAPTER II
2.1 REVIEW OF LITERATURE 19-23
3 CHAPTER III
3.1 RESEARCH METHODOLOGY 24-25
4 CHAPTER IV
4.1 DATA ANALYSIS AND INTERPRETATION 26-51
4.2 STATISTICAL TOOLS AND ANALYSIS 52-54
5 CHAPTER V
5.1 FINDINGS 55

5.2 SUGGESTIONS 56
5.3 CONCULSION 57
QUESTIONAIRE 58-62

LIST OF TABLES

5
TABLE TITLE PAGE
NO NO
4.1.1 AGE OF THE RESPONDENTS 26

4.1.2 GENDER OF THE RESPONDENTS 27

4.1.3 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS 28

4.1.4 MARITALSTATUS OF THE RESPONDENTS 29

4.1.5 RATING THE PERFORMANCE OF THE COMPANY 30

4.1.6 OPINION TEAM WORK AMONG THE EMPLOYEES 31

4.1.7 OPINION GOAL MEET 32

4.1.8 MOTIVATIONS FOR JOB DONE 33

4.1.9 IDEAL WORKING CONDITIONS FORMOST PRODUCTIVITY 34

4.1.10 BIGGEST STRENGTH OF EMPLOYEES 35

4.1.11 OPINION ABOUT CUSTOMER AWARE ABOUT THE 36

PRODUTS MANUFACTURED
4.1.12 OPINION ABOUT PERSONAL STRENGTH AID FOR JOB 37
EFFECTIVELY
4.1.13 OPINION ABOUT BEST FIT FOR THEIR POSITION 38

4.1.14 OPINION ABOUT IMPROVE THEIR RELATIONSHIP 39

4.1.15 OPINION ABOUT EASIEST WORK 40

4.1.16 OPINION ABOUT CUSTOMER SATISFACTION 41

4.1.17 OPINION ABOUT FOCUS AID TO GROW AND DEVELOP FOR 42

NEXT QUARTER
4.1.18 OPINION ABOUT COMPANY AID TO MEET THE GOALS 43

4.1.19 OPINION ABOUT COMPANY SATISFIED THEIRCUSTOMERS 44

BY THE PRODUCTS

6
4.1.20 OPINION ABOUT ENJOIEST JOB / TASK 45

4.1.21 SATISFACTORY LEVEL ABOUT CURRENT ROLE 46

4.1.22 OPINION ABOUT WORKING ON THE COMPANY 47

4.1.23 POSITION AFTER FIVE YEARS 48

4.1.24 OPINION LIKE TO NEXT POSITION IN THE COMPANY 49

4.1.25 OPINION ABOUT EXPRESSING CONCERNS WITH HR 50

4.126 PREFERNCE ABOUT RECEIVE FEEDBACK / RECOGNITION 51

LIST OF CHARTS

TABLE TITLE PAGE

NO NO

7
4.1.1 AGE OF THE RESPONDENTS 26

4.1.2 GENDER OF THE RESPONDENTS 27

4.1.3 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS 28

4.1.4 MARITALSTATUS OF THE RESPONDENTS 29

4.1.5 RATING THE PERFORMANCE OF THE COMPANY 30

4.1.6 OPINION TEAM WORK AMONG THE EMPLOYEES 31

4.1.7 OPINION GOAL MEET 32

4.1.8 MOTIVATIONS FOR JOB DONE 33

4.1.9 IDEAL WORKING CONDITIONS FORMOST PRODUCTIVITY 34

4.1.10 BIGGEST STRENGTH OF EMPLOYEES 35

4.1.11 OPINION ABOUT CUSTOMER AWARE ABOUT THE 36

PRODUTS MANUFACTURED
4.1.12 OPINION ABOUT PERSONAL STRENGTH AID FOR JOB 37
EFFECTIVELY
4.1.13 OPINION ABOUT BEST FIT FOR THEIR POSITION 38

4.1.14 OPINION ABOUT IMPROVE THEIR RELATIONSHIP 39

4.1.15 OPINION ABOUT EASIEST WORK 40

4.1.16 OPINION ABOUT CUSTOMER SATISFACTION 41

4.1.17 OPINION ABOUT FOCUS AID TO GROW AND DEVELOP FOR 42

NEXT QUARTER
4.1.18 OPINION ABOUT COMPANY AID TO MEET THE GOALS 43

4.1.19 OPINION ABOUT COMPANY SATISFIED THEIRCUSTOMERS 44

BY THE PRODUCTS

4.1.20 OPINION ABOUT ENJOIEST JOB / TASK 45

8
4.1.21 SATISFACTORY LEVEL ABOUT CURRENT ROLE 46

4.1.22 OPINION ABOUT WORKING ON THE COMPANY 47

4.1.23 POSITION AFTER FIVE YEARS 48

4.1.24 OPINION LIKE TO NEXT POSITION IN THE COMPANY 49

4.1.25 OPINION ABOUT EXPRESSING CONCERNS WITH HR 50

4.126 PREFERNCE ABOUT RECEIVE FEEDBACK / RECOGNITION 51

9
 ABSTRACT

Performance appraisal is a vital tool to measure the frameworks set by any

organization to its employees. It is utilized to track individual contribution and

performance against organizational goals and to identify individual strengths and

opportunities for future improvements and assessed whether organizational goals are

achieved or serves as basis for the company’s future planning and development. This study

examined the status of the performance appraisal system and its implication for individual

and organizational growth. Organizational performance and its resultant efficiency and

effectiveness can only be achieved when individuals are continuously appraised and

evaluated. It is recommended that the company should revisit and redesign its appraisal

system that is aligning to its vision and mission towards the attainment of its organizational

goals.

10
 CHAPTER - I

1.1 INTRODUCTION

The success of any organization depends on the quality and characteristics of its

employees. The employees become a significant factor in any organization since they are

the heart of the company. Organizations simply cannot achieve their goals and objectives

without them. However, it is a fact that any employee for that matter needs something to

induce him or to look forward to so that he is motivated to work at the best interest of the

company.

This indeed was indicative of the more strategic approach to Human Resource

Management (HRM) policies which sought to connect the aims of the organization to the

performance of the individual

The organization’s key aims, goals and objectives become an embedded part of the

process in the performance management and communicated through the performance

appraisal process. In business as well as in government, effective results are crucial to

survival since improved performance is a basic criterion for individual and organization

growth.

11
1.2 STATEMENT OF THE PROBLEM:

 The aim of this study is to ensure the methods for Performance Appraisal

 The validity of performance appraisal as a tool for evaluating the on-the-job

performance of employees of the company.

 The main problem of this study is to evaluate the standard of Performance system

followed in the company and its measurement to validate for its implications of the

employees in the company for their higher productivity and the growth level.

1.3 OBJECTIVE OF THESTUDY

 To identify the individual training required

 To study the impact of performance appraisal of the employees

 To identify the Gaps in implementing the appraisal system of the company.

 To recommend apt training and technique of performance appraisal to the company

for the employees.

1.4 SCOPE OF THE STUDY:

 The scope of the study includes Lower-level employees in the organization.

 The study aims at finding out the effectiveness of Performance appraisal methods
suggests some measures
 To improve the Performance appraisal system. Accurate Information plays a vital
role in the organization

12
1.5 INDUSTRY PROFILE

INDIAN FURNITURE INDUSTRY

As of 2006, the Indian furniture market is estimated to be worth US$ 7,922 million.

Of this, wooden furniture accounts for US$ 1,358 million. About 11 per cent (US$ 152

million) of this (wooden furniture) is imported and imports are growing at 50 to 60 per

cent every year. India was the largest furniture importer in the world in 2004-05, with a 17

per cent share in the furniture imports worldwide. A total of 10, 476 importers shipped

furniture to India during this period, mainly from Italy, Germany, Spain, China, Korea,

Malaysia, Indonesia, Philippines and Japan.

ShareofOrganizedandUnorganizedSectors (US$Billion,PercentageShare)

1.2,15%

6.8,85%

 Unorganised Organised

13
FURNITURE INDUSTRY COMPOSITION

As with the global market, home furniture is the largest segment in the Indian
furniture market, accounting forabout65percentoffurnituresales.Thisisfollowed by, the
office furniture segment with a 20 Percent share and the contract segment, accounting
for the remaining 15 percent.

Consumer Segments

15%

20%

65%

 Household Office Contract

14
FURNITURE INDUSTRY – VALUE CHAIN

Furniture imports in India have been growing in gat nearly 64 percent CAGR, over

the 5-year period from 2001 to 2006. A key driver is the increasing demand for furniture,

fuelled by the boom in housing and commercial construction. Increasing income levels and

influence of global lifestyle trends have also led to many urban, affluent Indians, moving

an European furniture manufacturing companies have been the first entrants, with their

premium products (mainly veneered) in India. They were led by the KKBirla joint venture,

Gautier, with Group Seribo of France. Furniture imports from other Asian countries have

come in much later. Barring a few, such as, Renaissance Home, Interior Espania, Pinnacle

Saporiti and Gautier, most of the imported furniture dealers sell their products either under

their own brand name or without any branding. In recent times, import of cheaper furniture

from South East Asian countries has been increasing.

OrganisedSectorValue
Chain

Suppliers Manufacturer
s

Wholesaler Retailers
s

Importers

15
IMPORTS

Furniture imports in India have been growing in gat nearly 64 percent CAGR, over the 5-

year period from 2001 to 2006. A key driver is the increasing demand for furniture, fuelled by the

boom in housing and commercial construction. Increasing income levels and influence of global

lifestyle trends have also led to many urban, affluent Indians, moving an European furniture

manufacturing companies have been the first entrants, with their premium products (mainly

veneered) in India. They were led by the KKBirla joint venture, Gautier, with GroupeSeribo of

France. Furniture imports from other Asian countries have come in much later. Barring a few,

such as, Renaissance Home, Interior Espania, Pinnacle Saporiti and Gautier, most of the imported

furniture dealers sell their products either under their own brand name or without any branding.

In recent times, import of cheaper furniture from South East Asian countries has been increasing.

FURNITURE

2005-06

2004-05

2003-04
Series 1

2002-03

2001-02

0 20 40 60 80 100 120 140 160 180

16
IMPORTS IN TO INDIA

1.6 COMPANY PROFILE

Jareena Electronics and Furniture’s in aruppukottai town the Brand from the House
of Hi-Style products. The Prominent Name in South India, Manufacturing furniture’s
for more than 25 years stands for Quality, Strength and Durable for your Wallets. The
manufacturing Hub of Jareena Situated at Aruppukottai Town of Tamilnadu, South
India. Is well equipped with German, Turkey and Taiwan Machinery, which enable high
technology production manufacturing Capability.

The Manufacturing hub of 'Jareena' is located at Aruppukottai, a town that lies at

the foot step of all areas. The production facilities are placed in well-equipped
production shops having a total covered area of more than 53,800s.q.ft.. The
production capacity is around 1400sq.m/day.

VISION & MISSION STATEMENT:

Vision
 “In my work and my life, I feel a desire to merge not in terms of losing my
own identity.
 With broader promises, Capabilities to critical thinking and logical
deduction,

 I wish to be the most respected creator of high-quality manufacturer of

meaningful furniture without which I cannot have constructive progress…”
Mission

 Continuous improvement in our manufacturing process.

 Focus on value-based manufacturing.
 Providing safe working environment to our staff.

17
 BOARD

Program and set a Computer Numerical Controlled (CNC) beam saw machine

EDGE BANDING

Edge banding is used to cover the exposed sides of materials such as

plywood, particle board, increasing durability and giving the appearance of a
solid or more valuable material. Common substitutes for edge banding
include face frames or molding.

18
19
SOFT FORMING MACHINE
The forming, bending, or shaping around a wood core (particle board) of decorative
overlay that has been heated to make it flexible. On cooling, the formed laminate retains
the contours and shape of the core over which it has been formed.

20
DOUBLE HEAD MULTI BORING
Double head multi boring is used to achieve greater accuracy of the diameter of a
hole.

21
MANUAL EDGE BANDING

Set and operate a manual feed edge-banding machine to edge furniture

panels, Adjustment of edge-banding machine settings is explained in accordance
with manufacturer’s instructions, tape feed speed, height of tape feed guide,
temperature.

22
PANEL SAW

Panel saws are used by cabinet shops to easily cut panels, profiles, solid- wood,
plywood, laminates sheets into sizes or cabinet machinery.

23
FORKLIFT OPERATOR

The Forklift Operator is responsible for operating a forklift to move, locate,

relocate, stack, and count merchandise. The Operator is accountable for the safe and
efficient operation of the vehicle and may also be required to perform Order Filler
and Checker duties.

24
PACKING MACHINE OPERATOR

Responsible for labeling and packaging products. These duties include mechanical
set-up and adjustments to various packaging equipment.

25
BRANDS & PRODUCTS

• Bed set - 7models

• Chest Of Drawer – 2models

• Coffee Table – 4models

• Corner Table – 2models

• Cot – 9models

• Dining Table – 3models

• Dressing Table – 4models

• Office Table – 12models

• Shoe Rack – 4models

• Storage Solution – 16models

• Study Table – 5models

• Tv Stand &Wall Units – 10models

• Wardrobe – 12models

• Work Table – 6models

• Crockery Unit –1

• Conference Table – 2models

26
1.7LIMITATIONS OF THE STUDY:

 The Study Was Restricted to the Limited employees.

 The Sample Size Limited to Respondents.

 The Respondents Getting Through Mail through Aid of Google Forms.

 The Study Has The Time Restriction.

1.8. CHAPTER SCHEMES

Organization of the report

Chapter I

 Chapter I deal with the Introduction of the study which covers the conceptual

framework, Statement of the problem, Objective of the study, hypothesis of the

study, Scope of the study and Need of the study, Industry profile and Company

profiles, Limitation of the study and also chapter schemes.

Chapter II

 Chapter II deals with the Review of literature.

Chapter III

 This chapter deals with a Research methodology of the study. Its show that

introduction, Research methodology, Research design, sampling techniques,

Sample design, Period cover by the study, Source of data and Tools used for the

study.

27
Chapter IV

 This Chapter deals with the Data Analysis and Interpretation of the study.

Chapter V

This Chapter deals with the Summary of Findings, Suggestions and Conclusion of the

study.

28
 CHAPTER – 2
REVIEW LITERATURE
According to,Boipono.Met. al, (2014), “Performance Management System enabled

the majority of public servants to plan, monitor and account for their performance

organizational culture affected the implementation of PMS negatively as some of the

leaders did not understand the system and thus were not able to guide their subordinates

towards realizing the goals of the system. In addition, the study observed that some

supervisors use PMS as a punitive tool and deserving employees were not fully rewarded,

something that demotivates employees”.

According to, Imran. M, (2014), “Performance Appraisal system has a clear sense

of path, honest and meaningful feedback. There should be instant and honest strengthening

and give a chance to employees to contribute in set the goals and standards for

performance management. The purpose of appraisal system to allow for nonstop

communication between management and teachers about job performance and as well as

increased the organizational performance”.

According to,Nadeem. M et.al, (2014), “Performance refers to the well-organized

planning, achievement and accomplishment of the given task. It not only focuses on the

achievement of goals but also the ways how the goals are achieved. Performance shows

both behavior and achievement. It depends on variety of questions and multidimensional

ideas. In school organization, performance is not only about efficiency but also about

behaviors and acts to achieve the goals”.

29
 According to,Nyongesa.Pet.al, (2014), “The performance appraisal system is

meant to enhance the performance of teachers by integrating an individual’s goal with

those of the organization. It entails objective setting, self-appraisal and feedback on

performance and performance evaluation itself. The purpose of any appraisal system is to

enhance the performance of employees in an organization. Despite the TSC having an

appraisal system for the purpose, performance in secondary schools in Bungoma County

remains poor”.

According to,Aggarwal.A, Thakur. G, (2013),“Performance appraisal system is

used in the organizations to measure the effectiveness and efficiency of their employees.

Performance Appraisal system is needed because every employee has a different attitude to

handle the work. Performance Appraisal tends to improve the work performance,

communication expectations, determining employee potential and aiding employee

counseling”.

According to,Chamundeswari.S, (2013),“Performance of teachers mainly depends

on the teacher characteristics such as knowledge base, sense of responsibility, and

inquisitiveness; the student characteristics such as opportunity to learn, and academic

work; the teaching factors such as lesson structure, and communication; the learning

aspects such as involvement and success; and the classroom phenomena such as

environment and climate, and organization andmanagement.

According to,Figazzolo. L, (2013),“Within the US, traditional appraisal systems

relied heavily upon classroom observations but new appraisal systems are now employing

multiple instruments and multiple sources of information. Classroom observation and

30
student growth and learning can be found in almost all recently developed appraisal

systems. These comprehensive teacher appraisal systems include evidence of classroom

practice, the contribution a teacher makes to his or her profession, professional growth, and

a teacher’s contribution to student growth and learning”.

According to,OECD, (2013),“A clear and transparent chain between the

performance assessment and continuing professional-development opportunities is

essential for improving teaching practice (Ofsted, 2006). Identifying individual teachers’

strengths and weaknesses helps to determine which professional-development activities

meet the teacher’s own needs as well as the school’s priorities. It is important for teachers

to see appraisals as the basis for improvement and growth in their profession, regardless of

their current level of performance (Isoré, 2009).

According to,Boachie-Mensah.F, Seidu.P,(2012), “Employees are likely to

embrace and contribute meaningfully to the Performance Appraisal scheme if they

recognise it as an opportunity for personal development, a chance to be visible and

demonstrate skills and abilities and an opportunity to network with others, but if

employees perceive Performance Appraisal as an unreasonable effort by management to

try to closer supervise and gain control over tasks they carry out, they won’t welcome the

scheme as easily”.

According to,Toppo.L, Prusty.T,(2012), “Performance appraisal and

performance management were one of the emerging issues since last decade. Many

organizations have shifted from employee’s performance appraisal system to employee’s

performance management system. This paper has focused to study the evolution of

31
employee’s performance appraisal system, critics the system suffered and how the

performance management system came to the practice. The main purpose of this paper is

to differentiate these two systems, employee’s performance appraisal and

managementsystem”.

According to,Tuytens. M, Devos. G (2012). “Performance appraisal is used

internationally to improve employee performance, also in the educational field. However,

doubts exist about the effectiveness of performance appraisal. This study aims to

contribute by expanding the knowledge about important context variables of performance

appraisal in secondary education. In particular, the study aims to examine the role of both

characteristics of the teacher performance appraisal system and the school leader for

procedural justice and perceived feedback utility by teachers”.

According to,Malik.M et al, (2011), “explained employee satisfaction with work

as the degree to which an employee likes his or her job. In simple words it can be said as

the likening ness to the job that motivates the employees to be present at their work places

and carry out tasks to accomplish goals. Whereas employee performance appraisal system

can be better understood as Alternate words used for this concept may be employee

appraisal, performance review, career development discussion etc.”.

According to, Ontario, (2010), “performance appraisals to be both effective and

meaningful, the procedures governing them must be sound. Within the structure of the

performance appraisal system, principals and teachers should collaborate to find ways of

making choices that contribute to a positive outcome. The procedures should hold promise

for bringing about improvements in both teaching practice and student achievement”.

32
 According to, CIPD, (2009), “Performance Appraisal still plays a huge part in

organizations today. A report carried out found that 81.3% of organization’s surveyed

were carrying out performance appraisal in their organization as part of their

performance management. In recent years, performance appraisals have been used in

organizations for numerous reasons, as opposed to the historical method it was used for,

making administrative decisions”.

According to, Redman. T, Wilkinson. A, (2008), “The critics of Performance

Appraisal believe it is an expensive process, that it can cause conflict between the

appraiser and appraise, is not hugely valuable and might also be debilitating the

development of employee performance”.

According to, De Cenzo and David.A (2007),“feel that appraisers should only

rate in those areas in where they have substantial job knowledge. They should be as

close as possible to the organisational level of the employee being evaluated. If the

appraiser is not in position where they can observe the persons work behaviors then

there is a greater chance of inaccuracies”.

According to, Armstrong. M. and Baron.A.(2005), define “performance

management as ‘a process which contributes to the effective management of individuals

and teams in order to achieve high levels of organizational performance. As such, it

establishes shared understanding about what is to be achieved and an approach to

leading and developing people which will ensure that it is achieved”.

According to,Hartog.Det.al,(2004), “Performance management deals with the

challenge organizations face in defining, measuring, and stimulating employee

33
performance with the ultimate goal of improving organizational performance. Thus,

performance management involves multiple levels of analysis and is clearly linked to the

topics studied in strategic human resource management (HRM) as well as performance

appraisal”.

According to, Robert.G(2003), “Participatory performance appraisal is an

essential component of a fair and ethical evaluation of an employee. When employees

possess meaning role in the appraisal process, employee acceptance and satisfaction with

the appraisal process is strongly enhanced”

According to,Naji1,(2015)”.An articles entitled that “Performance Appraisal

System and Employees Satisfaction The purpose of performance appraisal (PA) is to

improve the contribution of Employees into the achievement of organizational objectives”.

The questionnaire came with a letter explaining the subject matter to Employees and

asking them to participate in the study. We received 478 valid responses, which represents

a 65,1% response rate. The averages, standard deviations, reliability coefficients and

correlations between the three variables studied.

34
 CHAPTER – 3
RESEARCH METHODOLOGY

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

Research methodology may be understood as a science of studying how research is done

scientifically.

In this study the descriptive research design was adopted, since it includes surveys

and Fact-findings enquire of different kinds, which is one of the most suitable ways to

carry out projects.

RESEARCH DESIGN

This study involves the descriptive research design. It includes surveys and fact

findings enquire of different kinds, which is one of the most suitable ways to carry out

projects. The main purpose of this research design is it has no control over the variables. It

gives report only what has happened or what is happening.

The study was conducted for a period of one month. The type of research

conducted was descriptive, because the Employee‘s opinions are qualitative in nature. It

can only be analyzed and described.0

SAMPLING TECHNIQUES USED IN RESEARCH

In this study the researcher have used Convenience sampling techniques.

SAMPLE SIZE

POPULATION: 350 Employees

SAMPLE SIZE: 110 Employees

35
PERIOD COVER BY THE STUDY

The period of study cover by three moths from January to march 2023.

SOURCES OF DATA

PRIMARY DATA

Primary data are collected afresh and for the first time. It is the data originated by

the researcher specifically to address the research problem. In this study, primary data is

collected through questionnaire. To understand the Employee performance in the

organization.

SECONDARY DATA

Secondary data is collected from internet, registers, records, journals, articles,

magazines and annual reports of the organization.

TOOLS FOR DATA ANALYSIS

1. Chi-square

2. Percentage Analysis

36
 CHAPTER – 4
DATA ANALYSIS AND INTERPRETATION

TABLE 4.1.1: AGE OF THE RESPONDENTS

Age Intervals No.of Percentage

Respondents
Below 20 15 13.6%
20-30 51 46.4%

31-40 30 27.3%

Above 40 14 12.7%

Total 120 100%

CHART 4.1.1: AGE OF THE RESPONDENTS

50.0%
46.4%
45.0%

40.0%

35.0%

30.0% 27.3%
25.0%
Percentage
20.0%

15.0% 13.6% 12.7%

10.0%

5.0%

0.0%
Below 20 20-30 31-40 Above 40
I
NTERPRETATION:
The above table shows that out of 110 respondents. the majority of age group are
between 20 to 30

37
 TABLE 4.1.2:GENDER OF THE RESPONDENTS

Gender No.of. Respondents percentage

Male 88 80%
Female 22 20%

Other - -

Total 110 100%

CHART 4.1.2: GENDER OF THE RESPONDENTS

90%
80%
80%

70%

60%

50%
percentage
40%

30%
20%
20%

10%
0%
0%
Male Female Other

INTERPRETATION:
In above table shows that out of 110 respondents. the Gender of male 80% are the
majority of respondents.

38
 TABLE 4.1.3: EDUCATIONAL QUALIFICATION OF THE
RESPONDENTS

Educational No.of. Respondents Percentage

Qualification
Below +2 36 32.7%
Diploma & ITI 44 40.1%

UG 23 20.9%

PG 7 6.4%

Total 110 100%

CHART 4.1.3: EDUCATIONAL QUALIFICATION OF THE

RESPONDENTS
45.0%
40.1%
40.0%

35.0% 32.7%

30.0%

25.0%
20.9%
Percentage
20.0%

15.0%

10.0%
6.4%
5.0%

0.0%
Below +2 Diploma & ITI UG PG

INTERPRETATION:
The above table shows that out of 110 respondents. The Diploma & ITI 40.1% are
the majority of respondents.

39
 TABLE 4.1.4: MARITALSTATUS OF THE RESPONDENTS

Marital No.of Respondents percentage

status
Unmarried 59 53.6%
Married 51 46.4%

Total 110 100%

CHART 4.1.4: MARITALSTATUS OF THE RESPONDENTS

46.4% Unmarried
Married
53.6%

INTERPRETATION:
The above table shows that out of 110 respondents. The Unmarried 53.6 % are the
majority of respondents.

40
 TABLE 4.1.5: RATING THE PERFORMANCE OF THE COMPANY

Satisfaction Level No.of. Respondents Percentage

Highly satisfied 10 9.1%
Satisfied 53 48.2%

Neutral 42 38.2%

Dissatisfied 5 4.5%

Total 110 100%

CHART 4.1.5: RATING THE PERFORMANCE OF THE COMPANY

60.0%

50.0% 48.2%

40.0% 38.2%

30.0%
Percentage

20.0%

10.0% 9.1%
4.5%

0.0%
Highly satisfied Satisfied Neutral Dissatisfied

INTERPRETATION:
The above table shows that out of 110 respondents. The Satisfied 48.2 % are the
majority of respondents.

41
 TABLE 4.1.6: OPINION TEAM WORK AMONG THE EMPLOYEES

Opinion No.of. Respondents Percentage

Yes 48 43.6%
No 33 30%

Maybe 29 26.6%

Total 110 100%

CHART 4.1.6: OPINION TEAM WORK AMONG THE EMPLOYEES

26.6%

43.6%
Yes
No
Maybe

30.0%

INTERPRETATION:
The above table shows that out of 110 respondents. The Yes 43.6 % are the
majority of respondents.

42
 TABLE 4.1.7: OPINION GOAL MEET

Opinion No.of Respondents Percentage

Long-term goals 30 27.3%
Medium term 54 49.1%
goals
Short -term goals 26 23.6%

Total 110 100%

CHART 4.1.7: OPINION GOAL MEET

60.0%

50.0% 49.1%

40.0%

30.0% 27.3% Percentage

23.6%

20.0%

10.0%

0.0%
Long-term goals Medium term goals Short -term goals

INTERPRETATION:
The above table shows that out of 110 respondents. Themajorityrespondents 49.1 %
Medium term goals.

43
 TABLE 4.1.8: MOTIVATIONS FOR JOB DONE

Motivations No.of. Respondents Percentage

Rewards 24 21.8%
Incentives 26 23.6%

Bonus 37 33.6%

Recognition 23 20.9%

Total 110 100%

CHART 4.1.8: MOTIVATIONS FOR JOB DONE

40.0%

35.0% 33.6%

30.0%

25.0% 23.6%
21.8%
20.9%
20.0%
Percentage

15.0%

10.0%

5.0%

0.0%
Rewards Incentives Bonus Recognition

INTERPRETATION:
The above table shows that out of 110 respondents. Themajority of respondents33.6
%Bonus.

44
 TABLE 4.1.9: IDEAL WORKING CONDITIONS FORMOST
PRODUCTIVITY

Working No.of Respondents Percentage

conditions
Over time duty 28 25.5%
Extra works 20 18.2%

Working in a group 30 27.3%

None of the above 32 29%

Total 110 100%

CHART 4.1.9: IDEAL WORKING CONDITIONS FORMOST

PRODUCTIVITY
35.0%

30.0% 29.0%
27.3%
25.5%
25.0%

20.0% 18.2%
Percentage
15.0%

10.0%

5.0%

0.0%
Over time duty Extra works Working in a group None of the above

INTERPRETATION:
The above table shows that out of 110 respondents. The majority Of None of the
above 29 %.

45
 TABLE 4.1.10: BIGGEST STRENGTH OF EMPLOYEES

Strength No.of. Respondents Percentage

Optimistic thinking 17 15.5%
Effectively utilization of company resources 21 19.1%

Effective involvement 26 22.7%

Smart working 25 21.1%

All the above 22 21.9%

Total 110 100%

TABLE 4.1.10: BIGGEST STRENGTH OF EMPLOYEES

25.0% 22.7%
21.1% 21.9%
20.0% 19.1%
15.5%
15.0%

10.0%

5.0%

0.0%
Percentage
e
g
g

t
s

ov
in
en
ce
in

rk

ab
nk

m
ur

wo
lve
hi

so

he
ct

re

t
vo

lt
ar
isti

Al
in
ny

Sm
tim

e
pa

tiv
m
Op

ec
co

Eff
of
on
ati
liz
uti
ely
tiv
ec
Eff

INTERPRETATION:
The above table shows that out of 110 respondents. The Effective involvement
22.7% are the majority of respondents.

46
TABLE 4.1.11: OPINION ABOUT CUSTOMER AWARE ABOUT THE
PRODUTS MANUFACTURED

Opinion No.of. Respondents Percentage

Yes 39 35.4%
No 33 30%

Maybe 38 34.6%

Total 110 100%

CHART 4.1.11: OPINION ABOUT CUSTOMER AWARE ABOUT

THE PRODUTS MANUFACTURED

35% 35%

Yes
No
Maybe

30%

INTERPRETATION:
The above table shows that out of 110 respondents. 34.6% are aware about the
Products’ Manufactured.

47
TABLE 4.1.12: OPINION ABOUT PERSONAL STRENGTH AID FOR
JOB EFFECTIVELY
Strength No.of Respondents percentage
Positive thinking 32 29%
Balance the personal life & work life 28 25.5%

Good family circumstance 30 27.3%

All the above 20 18.2%

Total 110 100%

CHART 4.1.12: OPINION ABOUT PERSONAL STRENGTH AID FOR

JOB EFFECTIVELY
35%
30% 29.0%
27.3%
25.5%
25%
20% 18.2%
15%
10%
5%
Percentage
0%
e
g

ov
e
kin

lif

nc

ab
rk
in

sta
wo

he
th

lt
ve

cu
e&

Al
siti

cir
lif
Po

ily
l
na

m
so

fa
er

od
ep

Go
th
ce
lan
Ba

INTERPRETATION:
The above table shows that out of 110 respondents. The 29% respondentsas
Positive thinking

48
TABLE 4.1.13: OPINION ABOUT BEST FIT FOR THEIR POSITION
Best Fit No.of. Respondents Percentage
Smart worker 36 32.7%
Effective decision making 20 18.2%

Good direction of subordinates 20 18.2%

Listening of subordinates 9 8.2%

Better delegation of authority& responsibility 25 22.7%

Total 110 100%

CHART 4.1.13: OPINION ABOUT BEST FIT FOR THEIR POSITION

35.0% 32.7%
30.0%
25.0% 22.7%
20.0% 18.2% 18.2%
15.0%
10.0% 8.2%
5.0%
0.0%
Percentage
g

es
er

y
es
in

ilit
at
rk

at
ak

in
wo

sib
in
m

rd
rd

on
n
t

bo
ar

bo
io

sp
Sm

su
cis

su

re
de

of
of

&
ng
e

ity
on
tiv

ni

or
cti
ec

te

th
re
Eff

Lis

au
di

of
od

n
Go

tio
ga
ele
rd
tte
Be

INTERPRETATION:
The above table shows that out of 110 respondents. The 32.7% believe in Smart
worker.

49
 TABLE 4.1.14: OPINION ABOUT IMPROVE THEIR
RELATIONSHIP
Opinion No.of. Respondents percentage
Give spot recognition 19 17.3%
Monetary motivation 28 25.5%

Better allowances 39 35.5%

Better welfare facilities 24 21.8%

Total 110 100%

CHART 4.1.14: OPINION ABOUT IMPROVE THEIR

RELATIONSHIP
40.0%
35.5%
35.0%

30.0%
25.5%
25.0%
21.8%
20.0% 17.3%
15.0%

10.0% Percentage

5.0%

0.0%
es
n

es
tio

tio

nc

iti
va
ni

cil
wa
og

fa
oti

llo
ec

e
m

ra

ar
r

elf
ot

tte
ar
sp

rw
et

Be
on
ve

tte
M
Gi

Be

INTERPRETATION:
The above table shows that out of 110 respondents. The 35.5% have better
allowances

50
 TABLE 4.1.15: OPINION ABOUT EASIEST WORK
Opinion No.of Respondents Percentage
Supervision 31 28.2%
Data entry works 35 31.8%

Allocation of resource 30 27.3%

Formulation of 14 12.7%
strategies
Total 110 100%

CHART 4.1.15: OPINION ABOUT EASIEST WORK

35.0%
31.8%
30.0% 28.2%
27.3%

25.0%

20.0%

15.0% Percentage
12.7%

10.0%

5.0%

0.0%
Supervision Data entry works Allocation of Formulation of
resource strategies

INTERPRETATION:
The above table shows that out of 110 respondents. The 31.8% have data entry
works.

51
 TABLE 4.1.16: OPINION ABOUT CUSTOMER SATISFACTION
Opinion No.of. Respondents Percentage
Yes 36 32.7%
No 33 30%

maybe 41 38.3%

Total 110 100%

CHART 4.1.16: OPINION ABOUT CUSTOMER SATISFACTION

32.7%
38.3%

Yes
No
maybe

30.0%

INTERPRETATION:
The above table shows that out of 110 respondents. The 38.3%have About
Customer Satisfaction.

52
 TABLE 4.1.17: OPINION ABOUT FOCUS AID TO GROW AND
DEVELOP FOR NEXT QUATER
Opinion No.of Percentage
Respondents
Improves Higher productivity with no shrinkages 30 27.3%
Better communication and job involvement 43 39.1%

Effectively participate and decision making 22 20%

Enhances smart work and productivity 15 13.6%

Total 110 100

CHART 4.1.17: OPINION ABOUT FOCUS AID TO GROW AND

DEVELOP FOR NEXT QUATER
45.0% 39.1%
40.0%
35.0%
30.0% 27.3%
25.0% 20.0%
20.0% 13.6%
15.0%
10.0%
5.0%
0.0%
ity
t

g
s

en
ge

in

Percentage
tiv
m

ak
ka

uc
lve

m
rin

od
vo

n
sh

io

pr
in

cis
no

nd
b

de
jo

ka
th

nd

nd
wi

or
a

ea
ity

tw
n
tio

at
tiv

ar
cip
uc

ica

sm
rti
od

un

es
pa
pr

nc
om

ely
er

ha
gh

rc

tiv

En
Hi

ec
tte
es

Eff
Be
ov
pr
Im

INTERPRETATION:
The above table shows that out of 110 respondents. The 39.1% have Better
communication and job involvement.

53
54
 TABLE 4.1.18: OPINION ABOUT COMPANY AID TO MEET THE
GOALS
Opinion No.of Respondents percentage
Increment in bonus 39 35.5%
Employee motivation 35 31.8%

Periodical evaluation 23 20.9%

Effective utilization of company resources 13 11.8%

Total 110 100%

CHART 4.1.18: OPINION ABOUT COMPANY AID TO MEET THE

GOALS
40.0% 35.5%
35.0% 31.8%
30.0%
25.0% 20.9%
20.0%
15.0% 11.8%
10.0%
5.0%
0.0%
Percentage
on
s

on

es
nu

ati

ati

rc
bo

ou
lu
oti
in

va

es
m
t

le

r
en

ee

ny
ca
em

oy

pa
di
pl

rio
cr

m
Em
In

co
Pe

of
on
ati
liz
uti
e
tiv
ec
Eff

INTERPRETATION:
The above table shows that out of 110 respondents. The 35.5% have Increment in
bonus.

55
 TABLE 4.1.19: OPINION ABOUT COMPANY SATISFIED THEIR
CUSTOMERS BY THE PRODUCTS
Opinion No. of Respondents Percentage
Yes 43 39.1%
No 23 20.9%

Maybe 44 40%

Total 110 100

CHART 4.1.19: OPINION ABOUT COMPANY SATISFIED THEIR

CUSTOMERS BY THE PRODUCTS

40.0% 39.1%

Yes
No
Maybe

20.9%

INTERPRETATION:
The above table shows that out of 110 respondents. The 39.1% have Satisfied
Their Customers by The Products.

56
 TABLE 4.1.20: OPINION ABOUT ENJOIEST JOB / TASK
Opinion No.of Respondents percentage
Decision making 23 20.9%
Delegation of authority 24 21.8%

Motivation 51 46.4%

Directing 12 10.9%

Total 110 100%

CHART 4.1.20: OPINION ABOUT ENJOIEST JOB / TASK

50.0%
46.4%
45.0%

40.0%

35.0%

30.0%

25.0%
20.9% 21.8% Percentage
20.0%

15.0%
10.9%
10.0%

5.0%

0.0%
Decision making Delegation of authority Motivation Directing

INTERPRETATION:
The above table shows that out of 110 respondents. The 46.4% enjoy the
motivation

57
 TABLE 4.1.21: SATISFACTORY LEVEL ABOUT CURRENT ROLE
Satisfactory No.of Respondents percentage
Level
Highly Satisfied 17 15.5%
Satisfied 33 30%

Neutral 41 37.3%

Dissatisfied 13 11.8%

Highly Dissatisfied 6 5.5%

Total 110 100%

CHART 4.1.21: SATISFACTORY LEVEL ABOUT CURRENT ROLE

40.0%
37%

35.0%

30%
30.0%

25.0%

20.0%
Percentage
16%
15.0%
12%
10.0%
6%
5.0%

0.0%
Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied

INTERPRETATION:
The above table shows that out of 110 respondents. The 37.3% are satisfied with
the current level of job role.

58
 TABLE 4.1.22: OPINION ABOUT WORKING ON THE COMPANY
Opinion No.of. Respondents percentage
Job security 52 47.3%
Fair remuneration 19 17.3%

Good Working 26 23.6%

Condition
Job satisfaction 13 11.8%

Total 110 100%

CHART 4.1.22: OPINION ABOUT WORKING ON THE COMPANY

50.0% 47.3%
45.0%

40.0%

35.0%

30.0%

25.0% 23.6%
Percentage
20.0% 17.3%
15.0%
11.8%
10.0%

5.0%

0.0%
Job security Fair remuneration Good Working Job satisfaction
Condition

INTERPRETATION:
The above table shows that out of 110 respondents. The 47.3% feel job security.

59
 TABLE 4.1.23: POSITION AFTER FIVE YEARS
Position No.of Respondents Percentage
An investor 20 18.2%
General Manager 30 27.3%

Board of 37 33.6%
Director
self-employee 23 20.9%

Total 110 100%

CHART 4.1.23: POSITION AFTER FIVE YEARS

40.0%

35.0% 33.6%

30.0%
27.3%

25.0%
20.9%
20.0% 18.2% Percentage

15.0%

10.0%

5.0%

0.0%
An investor General Manager Board of Director self employee

INTERPRETATION:
The above table shows that out of 110 respondents. The 33.6% in after five years
in board of director.

60
 TABLE 4.1.24: OPINION LIKE TO NEXT POSITION IN THE
COMPANY
Opinion No.of Respondents Percentage
Supervisor 17 15.5%
Assistant Manager 33 30%

Team leader 26 23.6%

Shareholder 34 30.9%

Total 110 100%

CHART 4.1.24: OPINION LIKE TO NEXT POSITION IN THE

COMPANY
35.0%
31%
30%
30.0%

25.0% 24%

20.0%

16% Percentage
15.0%

10.0%

5.0%

0.0%
Supervisor Assistant Manager Team leader Shareholder

INTERPRETATION:
The above table shows that out of 110 respondents. The 30.9% are willing to be a
shareholder.

61
 TABLE 4.1.25: OPINION ABOUT EXPRESSING CONCERNS WITH
HR
Opinion No.of Percentage
Respondents
Yes 38 34.5%
No 25 22.7%

Maybe 47 47.7%

Total 110 100%

CHART 4.1.25: OPINION ABOUT EXPRESSING CONCERNS WITH

HR

34.5%

47.7% Yes
No
Maybe

22.7%

INTERPRETATION:
The above table shows that out of 110 respondents. The 47.7% are good in
Expressing Concerns with Hr.

62
 TABLE 4.1.26: PREFERNCE ABOUT RECEIVE FEEDBACK /
RECOGNITION
Preferenc No.of Respondents Percentage
e
Incentives 26 23.6%
Rewards 26 23.6%

Awards 16 14.5%

Promotion 42 38.2%

Total 110 100%

CHART 4.1.26: PREFERNCE ABOUT RECEIVE FEEDBACK /

RECOGNITION

Percentage
45

40 38.2

35

30

25 23.6 23.6 Percentage

20
14.5
15

10

0
Incentives Rewards Awards Promotion

INTERPRETATION:
The above table shows that out of 110 respondents. The 38.2% prefer to get
promotion.

63
STATISTICAL TOOLS AND ANALYSIS

TESTING OF HYPOTHESIS:

1. MOTIVATION AND WORKING CONDITIONS:

H0: There is no significant relationship between motivation and working
conditions of the employees.

H1: There is a significant relationship between motivation and working

conditions of the employees.

Motivates * working conditions Cross tabulation

Count
Working conditions
Over time Working in a None of the
duty Extra works group above Total
Motivates Rewards 10 3 5 6 24
Incentives 5 9 5 7 26
Bonus 10 3 16 8 37
Recognition 3 5 4 11 23
Total 28 20 30 32 110
Chi-Square Tests
Value Df Asymp. Sig. (2-sided)
Pearson Chi-Square 19.745a 9 .020
Likelihood Ratio 18.774 9 .027
Linear-by-Linear
4.021 1 .045
Association
N of Valid Cases 110
a. 3 cells (18.8%) have expected count less than 5. The minimum expected count is 4.18.
INFERENCE:

1. Since p value is 19.745 which is (-1+1) a positive.

2. Sig 0.020 is less 0.05 h1 is accepted.
3. There is a significant relationship between the motivation and working
conditions of the employees.

64
The following table summarizes the output of chi-square analysis:

Factors Level of Degrees of Chi-square Chi- Decision

Significance freedom Calculated square Ho (or) H1
value table
value
Motivation Reject the
and working 5% 9 d.f 0.20 19.745
(0.05) hypothesis
conditions

2. WORKING CONDITION AND POSITION OF THE

EMPLOYEES
H0: There is no significant relationship between motivation and working
conditions of the employees.
H1: There is a significant relationship between motivation and working
conditions of the employees.

Working conditions * position Cross tabulation

Count
Position
Listening Better
Effective of delegation
Smart decision Good subordin of
worker making direction ates authority Total
Working Over time
12 4 3 2 7 28
conditions duty
Extra
7 7 4 0 2 20
works
Working
6 6 9 1 8 30
in a group
None of
11 3 5 5 8 32
the above
Total 36 20 21 8 25 110

65
 Chi-Square Tests
Value Df Asymp. Sig. (2-sided)
Pearson Chi-Square 17.226a 12 .141
Likelihood Ratio 18.179 12 .110
Linear-by-Linear
1.559 1 .212
Association
N of Valid Cases 110
a. 7 cells (35.0%) have expected count less than 5. The minimum expected count is 1.45.

INFERENCE:

1. Since p value is 17.226which is (-1+1) a positive.

2. Sig 0.141 is less 0.05 ho accept.
3. There is no significant relationship between theworking conditions and
position of the employees.

The following table summarises the output of chi-square analysis:

Factors Level of Degrees of Chi-square Chi- Decision

Significance freedom Calculated square Ho (or) H1
value table
value
Motivation Accept the
and working 5% 12d.f 0.141 17.226
(0.05) hypothesis
conditions

66
 CHAPTER - V

5.1 FINDINGS
 From the above study the majority of age respondents are age between20 to 30.
 It clearly shows that majority of respondents are male.
 The majority of respondents are Educational and qualification in Diploma & ITI.
 The majority of respondents as Unmarried.
 The majority of respondents are say strongly agree with performance this
Company.
 43.6% respondents say yes, the teamwork among the employees.
 49.1% respondents say Medium term goals meet.
 Motivates you to get your job done as respondents say majority Bonus.
 A majority say none of the above working conditions to be the most productive.
 The majority people strengths as Effective involvement.
 The customer has product knowledge about the product manufactured in your
organization a majority says yes.
 Majority in respondents Positive thinking the job effectively.
 A majority say a Smart worker.
 The majority of respondents Better allowances.
 A majority people say easiest work in Data entry works.
 The respondents say customers are satisfied by products maybe.
 The majority respondents’ Better communication and job involvement help grow
and develop.
 A majority say Increment in bonus in help me better meet my goals.
 The majority respondents this role is a good fit for me maybe.
 A majority say Motivation / Supervision a job responsibilities.
 37.3% respondents say like least about your current role Neutral.
 47.3% say Job security so I’m working for this company.
 A majority say next five years I’m Board of Director.
 30.9% respondents say Shareholder this company.
 The majority say maybe comfortable expressing your concerns with the HR.
 The majority respondents say Promotion and recognition for your work.

67
5.2 SUGGESTIONS
 To improve the company productivity employee’s performance is more significant
to betterment.
 To arrange a company vacation for their employees.
 To give more monetary benefits like incentives, bonus and promotion to the
peculiar performance given by the employees.
 To give more relaxations to the better performed employees both mentally &
physically.
 These suggestion may give by the company to their employees for the employee
and company betterment too.

68
5.3 CONCLUSION
Organizations should face realities that performance appraisal is incomplete unless
the appraisal is told what his strengths are and weaknesses, his performance cannot
improve in the subsequent future, which obviously defeats the very objective of
periodic appraisals. Such a process of discussion with the subordinates focusing on
the entire performance (tasks and behavior) during the particular period is called
performance appraisal counseling. It is also vital for organizations to have a
periodic reviews or audits of all personnel policies, programme and procedures;
compensation, recruitment and staffing, job analysis, job evaluation, grievance
process and communication channels etc. It needs to be remembered that
performance appraisal is a means not an end. And as means human resource
development would be better off if performance appraisal is genuinely conducted.

69
 A STUDY ON PERFORMANCE APPRAISAL SYSTEM AND ITS
IMPLICATION IN ORGANIZATIONALGROWTH TOWARDS
JAREENA ELECTRONICS AND FURNITURE AT ARUPPUKOTTAI
TOWN

QUESTIONAIRE
1. Age of respondent:
A. Below 20 years
B. 20 to 30 years
C. 31 to 40 years
D. Above 40 years
2. Gender of respondent:

(Male/Female/Other)

3. Educational and qualification:

A. Below +2
B. ITI &Diploma
C. UG
D. PG
4. Marital status:
A. Unmarried
B. Married.

5. How would you rate your performance in this Company?

A. Highly satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
6. Do you feel there is teamwork among the employees?
A. Yes
B. No
C. Maybe
7. Which goals did you meet?
A. Long-term goals

70
 B. Medium term goals
C. Short -term goals
8. What motivates you to get your job done?
A. Rewards
B. Incentives
C. Bonus
D. Recognition
9. What are your ideal working conditions to be the most productive?
A. Over time duty
B. Extra works
C. Working in a group
D. None of the above
10. What are your biggest strengths?
A. Optimistic thinking
B. Effectively utilization of company resources
C. Effective involvement
D. Smart working
E. All the above
11. Does the customer have product knowledge about the product manufactured in
your organization?
A. Yes
B. No
C. Maybe
12. What personal strengths help you do your job effectively?
A. Positive thinking
B. Balance the personal life & work life
C. Good family circumstance
D. All the above

71
13. What makes you the best fit for your position?
A. Smart worker
B. Effective decision making
C. Good direction of subordinates
D. Listening of subordinates
E. Better delegation of authority& responsibility
14. What can we do to improve our relationship?
A. Give spot recognition
B. Monetary motivation
C. Better allowances
D. Better welfare facilities
15. What kind of work comes easiest to you?
A. Supervision
B. Data entry works
C. Allocation of resource
D. Formulation of strategies
16. Do you think there is customers are satisfied by your products?
A. Yes
B. No
C. maybe
17. What 2-3 things will you focus on in the next quarter to help you grow and
develop?
(a) Improves Higher productivity with no shrinkages
(b) Better communication and job involvement
(c) Effectively participate and decision making
(d) Enhances smart work and productivity
18. What can the company do to help you better meet your goals?
A. Increment in bonus

72
 B. Employee motivation
C. Periodical evaluation
D. Effective utilization of company resources
19. Do you think this role is a good fit for you?
A. Yes
B. No
C. maybe
20. Which job responsibilities/tasks do you enjoy most?
A. Decision making
B. Delegation of authority
C. Motivation / Supervision
D. Directing
21. What do you like least about your current role?
A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly Dissatisfied
22. What do you like most about working for this company?
A. Job security
B. Fair remuneration
C. Good Working Condition
D. Job satisfaction
23. Where do you see yourself in five years?
A. An investor
B. General Manager
C. Board of Director

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 D. self-employee
24. What do you want your next position at this company to be?
A. Supervisor
B. Assistant Manager
C. Team leader
D. Shareholder
25. Do you feel comfortable expressing your concerns with the HR?
A. Yes
B. No
C. Maybe
26. How do you prefer to receive feedback and/or recognition for your work?
A. Incentives
B. Rewards
C. Awards
D. Promotion

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BIBLIOGRAPHY

REFERENCES

BOOKS

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15. Bipp, T. and Dam,K. (2014) ‗Extending hierarchical achievement motivation
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 WEBLIOGRAPHY

WWW.google.com

www.shodhganga.com

https://www.synergita.com

https://www.possibleworkers.com

https://yourarticlelibrary.com

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