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NAME ADDRESS STATE YEAR OF ESTD. : KAPSONS INDUSTRIES LIMITED : G.T. Road, Suranussi , Jalandhar-144 027 :( Punjab) - INDIA : Stampings Plant: 1980 Pr. Die Casting Plant: 1997

ISO 9001:9002 CERTIFICATE NO. : 1. QS/L- 004537 BIS/Raad Voor Accreditatie, Netherlands for Stamping 2. QSC/L-008648 BIS/Raad Voor Accreditatie, Netherlands for Die Castings. : 1. Mr.S.K. Sehgal, Chairman 2. Mr. N.K.Sehgal, Managing Director 3. Mr. Nishant Sehgal, Director & Management representative (PRESSURE DIE CASTING DIVISON) 4. Mr. Naresh Sharma (Production MkManager)



: 62568 sqft.(Unit-I & PDC) 29732 sqft. (Unit-II)


: 375(Unit-I&PDC) 200(Unit-II)














At Kapsons every individual is committed to ensure complete customer satisfaction by supplying best quality products at competitive prices.

To install and maintain efficient quality management system as per International standards. Continuously improve quality through up gradation of products, process, design and quality system.these objects are achieved through dedicated teamwork and continuous training of each member of Kapsosns family.

Total customer satisfaction through total quality management.


Kapsons Industries Limited is an IS/ISO 9001:2000 and ISO/TS 16949:2002(Die casting division) cerified company,with a driving force to the crest in the sector of electrical stamping and rotor-die castings.a prosperous empire since 1981,Kapsons is an outstanding pioneer in manufacturing & supplying die-cast automobiles & electrical components,all over India. Diversifying with competitive edge in the domestic as well as in the international market.a firm with a strong endurance, Kapsons Industries operates from Jalandhar with the two eco-friendly gargantum units. Each of the unit is fully euipped with the upgraded technology & sufficient manpower to carry out the detailed & precision production.

Kapsons merchandise is put to use by the big manufacturers large Industrial motors, pumps, windmills, tractionmotors, generators, alternators,fans and transformers. part from this,at the pressure die cast plant,components of electronic motor bodies, motor terminal boxes,automobiles,table fans,ceiling fan covers are also die casted. Kapsons Industries is driven by the forceful magic ethos of quality consciousness, customers satisfaction & assured trust. This is the reason why the company outstands as well known recient in the province offering the best quality products at competitive rates. Hence with holding the distinction of touching various lives through different electrical & automobiles range, Kapsons has a presence felt everyday & everywhere.


The manufacturing cost of Dies & Tools because of in-house tool room is very economical and development is also completed at a very fast pace. In addition to the in-house facilities available with them.TOOLS ROOM CAPABILITIES Kapsons is having. 5 . we have also to CAD/CAM & CAM facilities and all complex tools and electrodes are being manufactured on VMC/Turning center using the above facilities. in addition to our production activities. a well-established Tool Room Infrastructure including Heat Treatment facility. Kapsons is making Stampings and Aluminum components Dies upto the accuracy of 0.02mm in-house.

COMPONENTS Wts. Table Fan Stands.PRESSURE DIE CASTING ACTIVITIES At present Kapsons is die casting a wide range of electrical and automobile components for leading manufacturers in India. Product range Annual Capacity - Max. The unit has been set up using HTML Bhuller Die Casting Machines And Eco-Friendly oil fired furnaces. We have also established alloy making facilities and for alloy analysis we have assess to spectro-analyzers.Motor Terminal Boxes Automobiles components. 1000 MT 660 MT Max. To grow and to become really big not only on the domestic front but would also like to touch the international scenario.Machine Tonnage - FUTURE PLANS Kapsons will keep on developing strategies and plans capable of giving them the competitive edge needed to meet their business objectives. 6 . These include Electric Motor bodies upto 100 frame (Stator housing).Upto 6 kg.

an attempt has been made to report the proper functioning of personnel department in the company. analysis and reporting of data and findings relevant to a specific marketing situation or problem”.RESEARCH METHODOLOGY “Marketing Research is the systematic design. SAMPLE DESIGN A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. This project is based on information collected from both primary and secondary data. collection.  It was decided to extrapolate the data that will be obtained from the sample for the entire population. CENSUS V/S SAMPLE Sample method has been chosen because of the following reasons: Time available for the project was limited. My research is exploratory in nature.The data used under the study covers the various aspects of the performance appraisal being undertaken by the KAPSONS INDUSTRIES. The major emphasis in the study is on the discovery of ideas and insight Random Sampling method is followed. SAMPLE SIZE 7 .After a detailed study.

Here. books on the Personnel Management. magazines. I was able to know their about the performance appraisal method followed at Kapsons Limited. 8 . brochures. The workers acting as the respondents for the project were asked to fill it. investigations and first hand information from employees an management officials. Questionnaires played the most important part. manuals.Secondary Method:- The secondary sources included the records available with the firm. internet. i.e. articles. pamphlets. etc. With the help of the answers provided by them. printout.Primary Sources:- The primary sources included regular visits to the factory. One questionnaire was framed keeping in mind the view point of the workers. 100 workers from different departments in the organization have been selected to serve as sample for the project. direct personal interviews. RESEARCH DESIGN The method to be used to collect data/information is broadly classified as under:a)Primary Sources b) Secondary Sources (a).The sample size is 100. (b).

OBJECTIVES OF THE STUDY  To study the performance appraisal method followed in the Kapsons Industries Ltd.  To study the impact of Performance appraisal on employees.  To study the attitude of the respondents towards the performance appraisal methods.  To collect.  To have a feedback survey of performance appraisal methods. maintain and meaningfully interpret relevant information on Performance appraisal. 9 .  To analyze the various problems relating to Performance appraisal at kapsons Industries Ltd.

which leads to the tendency to roll the same individual first whose name once stood first. points or number to the employees. it is impossible to eliminate and subjective element from it.  DIFFICULTY TO ELIMINATE PERSONAL ELEMENT However. systematic and objectives system of Performance appraisal is used in the organization.  INDIVIDUAL DIFFERENCE Some people are more distinct while some are very liberal in assigning the factors. 10 .  HALO EFFECT Generally. It also nullifies the unity of this system. They are unable to maintain a fair distinction between two individuals.LIMITATIONS  IMPACT OF PERSONAL CHARACTERISTICS Though it is useful technique of efficiency rating but there are certain personal characteristics which cannot be expressed either in figures or in any other measure. there is an appearance of ‘halo effect’.

conducting the appraisal.  PSYHOLOGICAL BLOCKS The utility of appraisal system will depend upon the skills of the user. There are many psychological blocks working against this system. Factors are introduced in managerial appraisal because of a fact or bias in the person concerned. UNCONFIRMED RESULTS Sometimes the result of Performance appraisal is not confirmed by other techniques of motivation. Their system will depend upon the psychological characteristics of the manager. Managers consider appraisal as an extra burden. no matter which method is being used. incentive usage plans and so on. 11 .

etc. Such an opinion becomes the basis for interpersonal interaction. discharge.CHAPTER 1 In a work group. Therefore. Promotion. In the same way. besides promotion. performance appraisal is more comprehensive term for such activities because its use extends beyond ascertaining eligibility for performance. etc. Performance appraisal is also described as merit rating in which one is ranked as better or worse in comparison to others. performance appraisal is a systematic evaluation of personnel by superiors or others familiar with their performance. In large organization. this process is formalized and takes the form of performance appraisal. transfer. A formal definition of performance appraisal is as followed: “It is the process of evaluation the performance and qualification of the employees in terms of the requirements of the jobs for which he is employed. both 12 . members consciously or unconsciously. Behaviour . way of working. providing financial rewards and other actions which requires differential treatment among the members of group as distinguished from actions affecting all members equally” MERIT RATING Performance appraisal is also described as merit rating in which one individual is ranked as better or worse in comparisons to others. However. selection for promotion. Transfer. make opinion about others. Performance appraisal in the some form has existed in old days also. salary increase . for the purpose of administration including placement. The basic purpose in this merit rating is to ascertain an employee’s eligibility for promotion. quality or merit. The opinion may be about their quality. superiors form some opinion about subordinates for determing many things like salary increase. Such activities may be training and development. In the organization context. conceptually. CONCEPT OF PERFORMANCE APPRAISAL Appraisal is the evaluation of worth. etc.

and so on. Fllipo has defined merit rating as follows: “Merit rating is a systematic. From the above definition. let us briefly see how the concept pf appraisal emerged and changed over the period of time. Periodic and.merit rating and performance appraisals are same though they differ in terms of objectives and coverage of activities during appraisal process which we shall see later. OBJECTIVES OF PERFORMANCE APPRAISAL 13 . From the army. this concept entered the business field and was restricted to hourly. It uses many of the techniques which are used in performance appraisal such as man-to-man comparision. it appears that merit rating has some elements common to performance appraisal. it is desirable to see how merit rating differ performance appraisal. so far as humanly possible. Appraisal has undergone a sea change emerged and changed over the period of time. an impartial rating of an employee’s excellence in matters pertaining to his present job and to his potentialities for better job. appraisal concept was adopted by US army which in the form of merit rating and involved “man-toman” comparison for the evaluation of military personnel. MERIT RATING AND PERFORMANCE APPRAISAL Before making comparision between merit rating and performance appraisal. checklist method.paid workers. grading system. During the first World War. Therefore. critical incident method. Appraisal has undergone a sea change in terms of objectives and methods since it was introduced in the formal way in 1920s.

There is continuous evaluation of his performance either formally or informally. providing feedback to employees and putting on employees for better performance. in a large organization where such contact hardly exists. 1) SALARY INCREASE. performance appraisal can be an informal process. In a small organization. In the light of these. Performance appraisal plays a role in making decision about salary increase. Most of the organizations often use a combination of merit and seniority for promotion. However.Performance appraisal practices show that organization undertaken performance appraisal to meet certain objectives which are in the form of salary increase. since there is a direct contact between the employee and the one who makes decisions about salary increase. identifying training and devolpment needs. it can be decided whether he can be performed to the next higher position and what additional will be necessary for him. promotion. 2) PROMOTION. This information can be used for devising training and development programmes appropriate for 14 . Normally salary increase of an employee depends on how he is performing his job. demotion and discharge of employees. Performance appraisal plays a significant role where promotion is based on merit. 3) TRAINING AND DEVELOPMENT. formal performance appraisal has to be undertaken. This may disclose how well an employee is performing and how much he should be compensated by way of salary increase. Similarly performance appraisal can be used to transfer. Performance appraisal tries to identify the strengths and weakness of an employee on his present job. Performance appraisal discloses how an employee is working in his present job and what his strong and weak points are.

many organization use performance appraisal as mean for identifying training needs of employees. METHODS OF PERFORMANCE APPRAISAL 15 . Second. These roles of performance appraisal are quite important. managers require an understanding of various intricacies involved in performance appraisal like methods of performance appraisal. In fact. To be systematic and objectives in performance appraisal. the person gets feedback about his performance and he may try to overcome his deficiencies which will lead to better performance. 5) PRESSURE ON EMPLOYEES. A person works better when he knows how he is working. Firstly. Thus. appraisal can work automatically as control device. Performance appraisal puts a sort of pressure on employees for better performance. However. If the employees are conscious that they are being appraised in respect of certain factors and their future largely depends on such appraisal. problem in performance appraisal and how these problem can be overcome. how his efforts are contributing to the achievement of organizational objectives. when the person gets feedback about his performance. This provides him satisfaction that his best to contribute maximum to the organization. they tend to have positive and acceptable behavior in this respect.overcoming weakness of the employees. he can relate his work to the organizational objectives. and various relevant decisions are made objectively in the light of result of performance appraisal. This works in two ways. It tells them where they stand. Performance appraisal provides feedback to employees about their performance. 4) FEEDBACK. these roles can be performed only when there is systematic performance appraisal.

trait. know as appraisal by results. in which goals for the appraise are set through mutul participation between appraiser and appraise and the performance is measured against those standards. in which an appraisee is compared with others. or results approach. single subject. For example. productivity. multiple subject. in which an appraisal is compared with standards fixed for him. and direct indices. goal setting. work and goals achieved by the employees.trait.defined and a particular system and method may be followed by all managers. each organization may have its own unique system and method of appraisal. absenteeism. appraisal of results. These two approaches however are not mutually exclusive and can used in combination. etc. commonly known as trait approach. Decenzo and Rebbins have classified these into three categories: single. Either trait approach. In another.These are various methods of performance appraisal. attribute and general behaviour on the job. or combination of both of these may be adopted in different forms resulting into different methods of appraisal which may be adopted in different forms resulting into different methods of appraisal which can be classified in different ways. in which the appraise is appraised in terms of various outcomes such as. it may be well. I n one organization. usually performance appraisal has two bases: (I) (II) appraisal of employees according to traits.. single subject in which an appraisal is not compared with any other person and each of his traits is measuredina absolute form. single. and multiple trait. it may be continuing and informal where personal pinion of a superior about his subordinates may be the basis of appraisal. tardiness. In fact. APPRAISAL BASED ON TRAITS 16 . in which the process of the first classification is adopted but with multiple traits. Beatty and Schneier have categorized various methods of appraisal into four gropus: comparative method. Whatever system may be adopted.

The rater is provided with a bunch of slips each containing a pair of names.225 comparisons. For example. However. In the ranking method. that is performance achieved. various persons are given ranks on the basis of their traits. This can be calculated by a formula N (N – 1)/2 where N is the total number of persons to be compared. It does not take into account the outcomes of those behavior . not like marks in an examination. This method provides better comparison of persons. each person is compared with other persons taking only one at a time. Usually only one trait. There are various methods of performance appraisal based on traits as:-  RANKING METHOD Ranking is the oldest and simple method of appraisal in which a person is ranked against others on the basis of certain traits and characteristics. since differences in ranks do not indicate absolute or equal differences of ability between individuals. there will be 1. This is just like preparing ranks of various examinees in an examination. In this method. Moreover. This is very method when the number of persons to be ranked is small because ranking has to be given on the basis of traits which are not easily determinable.  PAIRED METHOD Paired comparison method is a slight variation of ranking system designed to increase its value for use in the large groups.Appraisal based on traits and behavioural patterns shown in job performance emphasizes various traits which the appraisee possesses and the behavior he adopts in performing his job. overall suitability to perform the considered. The rater puts a tick mark against the person whom he considers better of the two. the method has limited value for performance appraisal. this increases the work because of large number of comparisons. and final ranking is determined by the number of times that person is judged better than others.  GRADING 17 . to rank 50 persons through paired comparison.

however. etc. This method may be more objective but it involves lot of problems in constructing such sets of statements. but the most common method of forcedchoice contains two statements both of which may be positive or negative. good. The basic assumption in this method is that employees. poor. In this method. the rater is forced to tick only one statements which appears to be more descriptive of the employee. suffers from one basis limitation that the rater may rate most of the employees at higher grades. C.  FORCED – CHOICE METHOD The forced – choice rating method contain a series of group of statements and the rater checks how effectively describes each individual being evaluated. with A indicating the best and D indicating the worst. B. This method is generally useful for promotion based on performance. only one statement is considered for final analysis of rating. Though both of them describes the characteristics of an employee. or may be in terms of letters like A. particularly high or near high to appease them. Such categories may be definitional like outstanding. The basic advantage of this method is that it overcomes the problem of adopting a central tendency of rating most of the employees to a point.In this method. average. This method is useful to rate job performance. certain categories of abilities or performance are defined well in advance and persons are put in particular category depending on their traits and characteristics. Out of these statement. There may be some variations in t he method and statements used. the appraiser is forced to appraise the appraises according to the pattern of a normal curve. forced distribution method has been adopted. The actual performance of the employees is measured against these grades. very poor. D.  FORCED DISTRIBUTION METHOD In order to check the tendency of rating most of the appraises around high point in a rating scale. This method. Performance level conforms to a normal statistical distribution. 18 .

An organization may prepare a series of questions relevant to various categories of its personnel. some companies use free essay method. The personal department. The rating is done on the basis of scale is in continuum. CHECK – LIST METHOD In the check list method of appraisal. When the check list is completed. or sometimes. Each question has two alternatives. 19 .  GRAPHIC SCALE METHOD It is also known as Linear Rating scale. This method appears to be easy to handle if proper questions are framed for different categories of employees. Problems may be emerge in defining various traits and judging these. combine this with other methods. The form contains various employee characteristics and his job performance. These questions are prepared by a series of questions related to the behavior of the appraise concern. is the most commonly used method of performance appraisal. then. The rater concerned has to tick appropriate answers relevant to the appraises. This method is good one in measuring various job behaviour of an employee. The essay method is useful in providing useful information about an employee on the basis of which he can be appraised. In this method. calculates the total scores which show the appraisal result of an employee. the rater assesses the employees on certain parameters in his own words. it is not free from rater’s biases.  ESSAY METHOD Instead of using structured forms for performance appraisal. yes or no. it is sent to the personnel department for further processing. Various questions in the checklist may have either equal weight age or more weight age may be given to those questions which are more important. However. Each rater use own style and perception in describing a person which produces difficulty in analysis. there may be problems in free essay method. the rater provides appraisal report by answering a series of questions related to the appraise. a printed appraisal form is used for each appraisee. However. In essay method.

pencil test. It is used mostly to help select employees for the first level supervisiory positions. 20 . many evaluators join together to judge employee performance in several situations with use of a variety. The assessment is done generally with the help of a couple of employees and involves a paper. ASSESSMENT CENTER METHOD Under this method. Assessments are made to determine employee potential for purposes of promotion. interviews and situational exercises.

 The next step is to communicate these standards to the employees. performance standards should be clear and objectives enough to understood and measured. persons may be deputed for formal training courses.  The fourt step is the comparison of actual performance with standards. weights and points given to each factors and these should be indicated on the appraisal form.  The third step is the ‘measurement the performance’ to determine what actual performance is. To make communication effective ‘feedback’ is necessary from the subordinates to the manager. At the time of designing a job and formulating job description. We should be concerned with how we measure and what we measure. Four source of information are frequently used to measure actual performance personal observation. if these decision become possible in the light of appraisals. Attempts may be made to recommend salary increases or promotion. viz.  The final step is the initiation of corrective action where necessary.  In the next stage the results of appraisal are discussed periodically with the employees. his superior periodically appraises a man’s performance. weak points and difficulties are indicated and discussed so that performance is improved. it is necessary to acquire information about it.EVALUATION APPRAISAL PROCESS OF PERFORMANCE The process of the performance appraisal has set patterns. These standards should be discussed with supervisors to find out which different factors are to incorporated. and later on used for appraising the performance of the employee. The employee is appraised and judges his potential for growth and advancement. 21 . statistical report. where good points. oral report and written reports. Coaching and counseling may be done or special assignment and projects may be set.  The process of evaluation begins with establishment of performance standards.


23 . this confidential report is considered as a major determinate for subordinate’s promotions. Performance appraisal enables the organization to assess the strengths of employees and to identify their training needs. worker class is not subject to this formal system of performing evalution as their performance can be assured on daily basis depending upon output given to them.CHAPTER 2 PRESENT SYSTEM OF PERFORMANCE APPRAISAL IN KAPSONS Annual confidential report system is followed at Kapsons ltd. Like most of the concerns. Every employee rightfully expects to be assessed in a fair and objective manner on the basis of his performance. The performance appraisal report of Kapsons Ltd. The annual process of performance appraisal is commands only to the supervisor. etc. class and personnel having rank above the supervisor. Appraisal system in Kapson Ltd. performance at the job. This is traditional way of appraising an employee. Is known as: “ANNUAL CONFIDENTIAL REPORT” OBJECTIVES AND SALIENT FEATURES APPRAISAL IN KAPSONS LIMITED Appraisal is viewed from two angels: OF PERFORMANCE 1. does rely heavily on the supervisor’s evaluation. Following are the salient features of the system: 1. wage incetives . 2. Lower level employeed that is.

3. A. B and C for the purpose of 24 . B and C. who is generally the immediate superior of every employee. 4. The second part of the report describes the efficiency in performing the job and behaviour of an employee while performing a job. An attempt is made to reduce the subjective elements to a minimum. The form records how successfully the assesse has discharged his general responsibility and has achieved his objectives throughout the period. In this part of the report various other particulars like card no. This part is kept confidential. A employee rated as ‘A’ is given two increaments and is considered as “above average”.2. Immediate superior who is known as initiating officer completes ACR. His immediate superior assesses every employee and if the employee’s performance. records and authenticated data. i. service. designation.e. Appraisal is done in this company by two assessors. Wherever possible targets are fixed and communicated to employers. FACTORS ASSESSED Seven factors or traits of an employee are taken into consideration while assessing his performance on the job. The appraisal is based on the actual performance and behaviour on the job. only after then case is referred to executive director. reviewing officer and executive director. date of joining service. Annual confidential report is divided into three parts: The first part of the Annual Report includes personal data.. the initiating officer of every department. one of whom is required to complete the appraisal form and other one is to review the form completed by the former assessor. Every factor is divided into grades A. The ratings are not based on the performance of recent two or three months but on the performance of full previous year. etc. fills this part. ‘Satisfaction’ job performance is considered if employee is awarded ‘B’ grade in overall rating alone with one and half increment. Brief comments about the individual are given in the form of cumulative grades. Personal given ‘C’ grade is referred to reviewing officers if he doesnot improves his performance inspite of giving warnings. The third part of the report includes the final comments of initiating officer.

25 . 7. 276 days may be considered satisfactory. Attendance Devotion of duty Quantity of work Personality Knowledge of work Dependability Quality of performance ATTENDANCE Attendance records are sort out from attendance registers. Similarly. A standard of performance is fixed against which the superior compares the actual performance of their subordinates. There awoe 7 casual leaves and 10 earned leaves in Kapsons ltd. 4. B. Just some of the factors can be objectively determined.e. The criterion for attendance is easy to define in measurable or even in terms. Steadfast on duty. never waste time. If maximum working days are 306 in a year then 97% i. We can set a standard of 97% for grade A. 6.performance rating. Has an average speed.e. 3. 90% i. in order factors judgement skill of superior is relied upon. Following are the appraisal factors used in Kapsons ltd: 1. DEVOTION OF DUTY Rating and dividing the qualities into three categories measure devotion to duty: A. 290 days or above attendance may be taken for A grade. 5. 2. 90 for B grade performance and below 85% for C grade performance in the area of attendance and punctuality excluding casual and earned leaves.

it is seen by assessing officer that whether a particular employee can be relied upon to solve normal level problems. But an employee who requires more than normal checking is given ‘C’ grade. never completes his work before giving reminder. QUALITY OF PERFORMANCE If a person does work accurately and is doing work without being checked then he might be given ‘a’ grade. i. However. Then he submits this 26 . An employee who completes work in shortest possible time along with maintaining the qaulity is given ‘a’ grade. One is initiating officer who prepares the rating report and gives brief comments on the individual’s performance. Wastes time.C.operates with his peers. OVERALL RATING PROCESS Overall rating process goes through three persons. whether he has done his part of job in less time or has done extra work in the scheduled time. KNOWLEDGE OF WORK An employee who has knowledge of all spheres of the job and is always well informed about the requirement of the job is considered as ‘Above Average’ in this trait. subordinates and superiors is given ‘A’ rating in this trait. QUALITY OF WORK This factor is considered on the basis of whole year’s performance. this factor is quite subjective which needs close consideration by the assessing officer. PERSONALITY An employee who co.e. DEPENDABILITY While assuming personnel with regard to this factor.

report to the reviewing officer who reviews the report card and accepts it after incorporating suggestions. 27 . ANALYSIS OF STUDY One questionnaire was asked to be filled by 30 workers and following conclusion was drawn from the answers received.

2.1 PERCENTAGE 80% 20% 100% OBSERVATION 80 20 100 RESPONSE Yes No Total Fig. 2 PERCENTAGE 34% 17% 49% 100% OPTIONS Annually Quarterly Half yearly Total OBSERVATIONS 34 17 49 100 28 . Time period for which the report should be prepared. Satisfaction with ACR system Table. 1. Table.1.1 Interpretation From the following data it is clear that out of 20% managerial personnel contacted 80% are highly satisfied with ACR system.

3 PERCENTAGE 67% 33% 100% RESPONSE Yes No Total OBESERVATION 67 33 100 29 .2 Interpretation Thus performance appraisal report should be prepared half yearly. They think that performance appraisal in between the year motivates the employees to perform better.Fig. 2. 3. It is opined from the above that 49% persons at managerial level are in favour of half yearly confidential report. Partiality while assessment Table .

etc. Superiors tend to give high rating to persons whom they like.4 PERCENTAGE 80% 20% 100% OBSERVATION 80 20 100 RESPONSE Yes No Total 30 . Table .1 Interpretation It is opined from the above data that 67% persons interviewed are of the view that three are chances of partiality while assessment. 4.Fig 3. It is thus clear that rating is influenced by personal factors like prejudice. favoritisms. Salaries are sufficient.

1 Interpretation The one of the aspect can be viewed that 80 of the employees feel that salaries are satisfactory whereas 20% of the employee feel that the salaries given are not satisfactory. Table. Increments given are sufficient. 5 PERCENTAGE 87% 13% 100% OBSERVATIONS 87 13 100 RESPONSE YES NO TOTAL 31 . 5.Fig 4.

Month 2 – 3 month 3 – 6 months 6 months – 1 year Table. Time given to improve performance. 6. 6 PERCENTAGE 10% 25% 46% 19% 32 OBSERVATION 10 25 46 19 .Fig 5.5 Interpretation The one of another aspect can be viewed that 87% of the employees feel that increments are satisfactory whereas 13% of the employees feel that the increments given are not satisfactory. TIME PERIOD One.

Total 100% 100 Fig 6. 7. Having same pattern of confidential report for all departments is adequate or RESPONSE YES NO CAN’T SAY TOTAL Table. 7 PERCENTAGE 16% 70% 14% 100% OBSERVATIONS 16 70 14 100 33 .1 Interpretation The study reveals that in most of the cases 3 – 6 months time is given to a person to improve his performance. Minimum two reminders are given personally to improve his performance. not.

1 Interpretation From the result concluded one can clearly make out that most of the employees want to have different patterns of confidential report in different departments. Periodical training is beneficial RESPONSE Yes No Total Table. 8. 8 PERCENTAGE 91% 9% 100% 34 OBSERVATIONS 91 9 100 .Fig 7.

Fig 8.1 Interpretation The one of another aspect can be viewed that 91 % of the employee feel that periodical training is beneficial whereas 9% of the employee feel that the periodical training is not beneficial. 9. RESPONSE Yes No Total Table. 8 PERCENTAGE 57% 43% 100% 35 OBESERVATIONS 57 43 100 . Behaviour of the immediate superior is satisfactory.

1 PERCENTAGE 76% 24% 100% 36 RESPONSE Yes No Total OBSERVATIONS 76 24 100 . 9. 10. Work environment of the company is satisfactory.Fig.1 Interpretation The one of the aspect can be viewed that 57% of the employees find the behaviour of their immediate superior satisfactory whereas 43% of the employees find the behaviour of their immediate superior not satisfactory. Table 9.

OBSERVATIONS  INCREMENTS AND INCENTIVES The study reveals that employers are given proper increments according to the hard work they put in. 37 .1 Interpretation The one of the another aspect can be viewed that 76% of the employee find the working environment of the company satisfactory whereas 24% of the employee find the working environment of the company not satisfactory. The award in form of increments and incentives are at all appealing.Fig 10.

it is observed that using same appraisal form all departments become a matter of difficulty.  PREVIOUS PERFORMANCE REORTS 38 . However. So there is partiality in the industry. It is.  PARTIALITY INVOLVED In the Kapsons Ltd.  FEEDBACK Since the performance appraisal is carried out annually the feed back to employees regarding their performance is given after whole year is over. however. a positive approach towards the employees.  TIME PERIOD The organization prepares annual performance appraisal reports whereas employee of the organization are of view half. SAME APPRAISAL FORM An annual confidential report method is used for performance appraisal of all departments and divisions. It helps them in improving their performance.yearly reports are more helpful to improve their performance. LACK OF AWARDNESS OF IMPORTANCE OF PERFORMANCE APPRAISAL SYSTEM  The employees do not recognize the importance of performance appraisal in an organization and they feel pressure on them as they are always being watched and further do not like to change their way of working. . the employee is assessed by immediate superior and dealing of the employer is influenced by his likes and dislikes towards employees.

The previous performance reports that are the past records of an employee are used while assessing this performance and this hampers his present good performance. SUGGESTIONS  FORMS USED 39 .

 RECOGNIZING THE IMPORTANCE OF PERFORMANCE APPRAISAL The employee should be made aware of the important of performance appraisal in an organization and a position approach should be developed.However different departments of an organization should use different Performance appraisal forms according to the specifications of the job concurred. An employee can better judge him and fix out his strengths and weaknesses and improves his performance. There should be mutual understanding between the two and the assessing officer should inform the employee as to what is expected from him. The employees should assess themselves and find out where out where they are lacking in their performance.  SUFFICIENT INCENTIVES TO BE PROVIDED Other suggestions are that sufficient incentives or increments should be given to the employee to motivate him to perform better and match his hard work.  INVOLVEMENT There need to be proper interaction between employee and the assessing officer.  SELF – APPRAISAL Self appraisal system should be introduced. 40 . This leads to proper interaction and participation of employees.

quantity of work done. all these factors are the basis of performance appraisal. sense of responsibility. Performance appraisal should be done half – yearly which is more helpful in improving the perforamance. FACTORS TO BE CONSIDERED There are numerous factors which should be considered while assessing the performance like qualification. confidence level. honesty towards work. where performance appraisal is done annually. CONCLUSION This factory training proved useful to me as it provided an insight into the annual process of the performance appraisal in Kapsons Industries Ltd.  IGNORING PREVIOUS PERFORMANCE The employee should be rated according to present work done and not according to his previous performance reports. To point out the problems in the process of easy job. Past record may be used but should not be followed blindly. 41 . It aquatinted me with the knowledge of the problems faced during this process.  RELIABILITY ON ASSESSING OFFICER The performance appraisal system depends upon reliability of assessing officer. The assessing officer should be capable of rating employees. etc.  TIME PERIOD Unlike done in Kapsons Ltd. control over subordinates.

Performance appraisal system cannot suffer from personal factors and prejudices. Management’s expectation gets a satisfied vision. Tata McGrew Hill Publishing C0. BIBLIOGRAPHY BOOKS AND JOURNALS  Flipo Edwin B. There are no delays in information to the top management. Where there is direct communication between top management and middle level management. 42 . It becomes clear that due to the use of same appraisal form personal factors and prejudices. professionalism in management and no prejudices. sixth edition. It becomes clear that due to the use of same appraisal form various problems arise.. then its remedial steps are also clear. Management is well informed about where their employees stand.but it is very difficult to solve them. The company should follow the different techniques of assessment in different cases. Ltd. if the management and employees are not satisfied with the present performance appraisal system. There should be loyalty. Now the situation is different from the last few year and therefore frequent meetings of directors and managers. Personnel Management. The company should follow the techniques of assessment in different cases. therefore.

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