A Study on Performance Management Systems

8/12/2019 A Study on Performance Management Systems

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A STUDY ON THE PERFORMANCE MANAGEMENT SYSTEMS

AT SPENCERS RETAIL, RPG ENTERPRISE

BY

JOSNA.N.

REG NO 21006631034

OF

PANIMALAR ENGINEERING COLLEGE

A PROJECT REPORTSubmitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements

For the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITYCHENNAI 600 02!

APRIL 200"


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DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that, this project report titled A STUDY ON PERFORMANCE

MANAGEMENT SYSTEMS # is a bonafide work of M$.JOSNA.N. R%& N'

21006631034 who carried out the research in my superision!"ertified further, that to

the best of my knowledge the work reported here in does not form part of any other

project report or dissertation on the basis of which a degree or award was conferred on

earlier occasion on this or any other candidate!

I()%*(+ G-/% H%+/ ' )% D%+*)%()

E)%*(+ G-/%


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AC5NOLEDGEMENT

I would like to e#press my sincere gratitude to O-*C+*+( D* J%++* MA.,

P.D!,for proiding e#cellent enironment and infrastructure andfor his aluable support

throughout the course of study!

I e#press my deep sense of gratitude and thanks to O-* S%7*%)+*8 +(/

C'**%$'(/%() D*.P.C((+/-*+ M.A., P.D., and I e#press my sincere thanks to

O-*D*%7)'*$M*$. C. V9+8+ R+9%$:+* +(/ M*. S+;);-+*, M.E., for proiding

all the required facilities for the successful completion of this project work!

I take this opportunity to e#press my gratitude to the H%+/ ' )% D%+*)%()of

$anagement studies, D*.V.M+++;$, M.L.,M.B.A.,P.D., for proiding me an

opportunity to do this project work!

I would like to thank my faculty guide M*.S.P*+


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TABLE OF CONTENTS

SL.NO CHAPTERS P+&% N'

A=$)*+7)

L$) ' T+=%$

L$) ' C+*)$

i

iii

CHAPTER >1 INTRODUCTION

1.11.21.3

I()*'/-7)'(I(/-$)*8 *'%C'+(8 *'%

13!

CHAPTER ? 2DEVELOPMENT OF MAIN THEME

2.12.22.32.42.!

N%%/ ' )% $)-/8O=9%7)


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ABSTRACT

%erformance $anagement Systems refers to the policies, procedures and practices that

focus on employee performance as a means of fulfilling the organi&ation goals and

objecties!It systematically measures and assess all performance goals against jointly

agreed goals!

The project was done in Spencer's retail titled, #( study on performance management

systems) for a period of three months!

The objectie of the study was to determine the gap between the actual and desired

performance,identify the skills and talents of employees and analy&e the satisfaction leel

regarding work enironment, rewards,performance management systems and

communication process, ealuate the current performance appraisal process and analyse

the satisfaction leel and familiarity towards the performance management systems!

This study is needed in order to find out the oerall satisfaction of the employees towards

the performance management system followed at Spencer's *etail!

In this study descriptie research is used!The pilot study was conducted for + samples

and some changes were made in the questionnaire after the pilot study!The sample si&e

was fi#ed at + which was fi#ed according to -rejcie . $organ and "ohen where for a

population of /+ employees, the sample is 012 so it was rounded off and taken as +

for this study!

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Simple random sampling was followed, in which all the elements in the population are

considered and each element has an equal chance of being chosen as the subject!In this

study statistical tools like percentage analysis, chi3square, one way anoa, two way

anoa, weighted aerage and interal estimation is used!

The questionnaire consists of all types of questions like open ended, close ended,

dichotomous, ranking, multiple choices and likert scale is used!In the study both primary

and secondary data are used!%rimary data was collected through questionnaire and

secondary data was collected through maga&ines,websites and books!

From this study we find that most of the respondents are satisfied with the work

enironment and with the communication process!The respondents are aware of thefactors on which they are appraised and they are satisfied with the current selection

process followed by the organi&ation!The employees are dissatisfied with the

performance management systems and with rewards and salary!

Therefore, it is suggested that the employees could be gien more information regarding

the performance management systems since some of them were not familiar with

them!The organi&ation could increase the rewards and change the timings for the training

as per the employees needs!They could also gie frequent promotions as and when

needed which would offer quick career growth to the employees!

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LIST OF TABLES

S.NO PARTICULARS PAGE

NO+!0!/ Table showing the age group of the employees 04+!0!0 Table showing the gender of the employees 05+!0!+ Table showing the income leel of the employees 06

+!0!4 Table showing whether organi&ation fi#es performance standards forthe employees

02

+!0!5 Table showing whether rewards are gien for achieing the targets 01+!0!6 Table showing satisfaction leel regarding the training gien +

+!0!2 Table showing whether organi&ation has career growth +/

+!0!7 Table showing weightage gien for marks scored +0

+!0!1 Table showing whether education is related to current job of theemployees

++

+!0!/ Table showing whether selection process could be improed +4+!0!// Table showing e#tent to which organi&ation gies freedom to use own

skills and talents of the employees+6

+!0!/0 Table showing whether skills and talents matches the current jobprofile

+2

+!0!/+ Table showing ratings of current performance appraisal system +7

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NO+!0!/4 Table showing ways in which feedback is gien on appraisal 4/+!0!/5 Table showing awareness of the respondents on the factors on which

they are appraised4+

+!0!/6 Table showing factors on which performance is ealuated 45

+!0!/2 Table showing satisfaction leel regarding the rewards gien 46

+!0!/7 Table showing whether work enironment in the organi&ation isfriendly

41

+!0!/1 Table showing rating on the oerall communication process 5

+!0!0 Table showing the calculation of weighted aerage 5/

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LIST OF CHARTS


NO+!0!/ "hart showing the age group of the employees 04+!0!0 "hart showing the gender of the employees 05+!0!+ "hart showing the income leel of the employees 06+!0!4 "hart showing whether organi&ation fi#es performance standards for

the employees02

+!0!5 "hart showing whether rewards are gien for achieing the targets 01

+!0!6 "hart showing satisfaction leel regarding the training gien +

+!0!2 "hart showing whether organi&ation has career growth +/

+!0!7 "hart showing weightage gien for marks scored +0

+!0!1 "hart showing whether education is related to current job of theemployees

++

+!0!/ "hart showing whether selection process could be improed +4

+!0!// "hart showing e#tent to which organi&ation gies freedom to use ownskills and talents of the employees

+6

+!0!/0 "hart showing whether skills and talents matches the current jobprofile

+2

+!0!/+ "hart showing ratings of current performance appraisal system +7


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NO+!0!/4 "hart showing ways in which feedback is gien on appraisal 4/+!0!/5 "hart showing awareness of the respondents on the factors on which

they are appraised4+

+!0!/6 "hart showing factors on which performance is ealuated 45

+!0!/2 "hart showing satisfaction leel regarding the rewards gien 46

+!0!/7 "hart showing whether work enironment in the organi&ation isfriendly

41

+!0!/1 "hart showing rating on the oerall communication process 5+!0!0 "hart showing ranking gien to the features that would reduce the gap

between e#pectation and reality!50

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CHAPTER 1


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INTRODUCTION

CHAPTER 1


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1.1 INTRODUCTION

PERFORMANCE MANAGEMENT SYSTEMS

The concept of performance management systems emerged in the /17's!It was seen as ameans of oercoming the weaknesses of traditional performance appraisal schemes!

%erformance management system is often claimed to be an area of human resource

management which can make the greatest impact on the organi&ation performance as a

whole!The use of performance management systems to implement strategy has also been

iewed as an important part of strategy process!

MEANING

It is the process of planning performance, appraising performance,giing it's feedback

and counselling an employee to improe their performance!

It is a means of getting better results by understanding and managing performance within

an agreed framework of planned goals, standards and competency requirements!

It is closely linked to other systems of human resource management like career planning,succession planning,training and deelopment!

DEFINITION

%erformance management systems can also be defined as a systematic process for

improing organisational performance by deeloping the performance of indiiduals and

teams!

/

This project was conducted at Spencer's *etail under the topic ( study on the

performance management systems)!The objectie of this study was to determine the gap

between the desired and actual leel of performance,to ealuate the current appraisal


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system,to analy&e the satisfaction leel and familiarity towards the performance

management systems, to analy&e the employees perception towards the communicaton

process, work enironment, rewards and training and to analy&e the skills and talents of

each employee!

This study was needed in order to find out the oerall satisfaction of the employees

towards the performance management system followed at Spencer's *etail!

In this study descriptie research is used!The pilot study was conducted for + samples

and some changes were made in the questionnaire after the pilot study!The sample si&e

was fi#ed at + which is fi#ed according to -rejcie . $organ and "ohen where for a

population of /+ employees, the sample is 012 so it was rounded off and taken as +for this study!

In this study, simple random sampling was followed, in which all the elements in the

population are considered and each element has an equal chance of being chosen as the

subject!The statistical tools like percentage analysis, chi3square, one way anoa, two way

anoa, weighted aerage and interal estimation are used!

The questionnaire consists of all types of questions like open ended, close ended,

dichotomous, ranking, multiple choices and likert scale is used!In the study both primary

and secondary data are used!%rimary data was collected through questionnaire and

secondary data was collected through maga&ines,websites and books!

0

1.2 INDUSTRY PROFILE


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*%8 9nterprisesis not only one of the biggest but one of the most respected names in the

industry,*%8 9nterprises, established in /121, is one of India's fastest growing businessgroups with a turnoer touching :S;

3 ?eadership in profitability and reenue growth in our chosen businesses!

3 @eing a customer3 centric organi&ation

@eing most e#citing work place!

VALUES

*%8's business ethics promote higher leels of e#cellence! The group's alues of"ustomer Soereignty, %eople Orientation, Innoation . 9ntrepreneurship, Transparency

. Integrity, %assion for Superior %erformance, (nticipation, Speed and Fle#ibility propel

it to perform and e#cel in all spheres of the business!

*%8 9AT9*%*IS9S hae more than 0 companies in 6 business sectors!

SI BUSINESS SECTORS OF RPG ENTERPRISE

1 R%)+

3 Spencer's retail

3 $usic =orld

3 @ooks and @eyond

3 *%8 "ellucom

2 T%7(''&8

> Bensar Technology

3 *%8 "ables

3 *%8 ?ife sciences

3 *ay chem! *%8!

+

3 T8*%$

>"eat


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3 "eat kelani

3 Carrisons $alayalam

4 P':%*

> "9S" ?imited

3 Aoida %ower "ompany

! T*+($$$'(

>-9" International

3 *%8 Transmission

3 Aitel

6 E()%*)+(%()

>Saregama

9en with such a dierse portfolio, the fact that *%8 9nterprises has had nothing but

only success in all the aboe sectors!

Oer the years *%8 9AT9*%*IS9S has a built a huge reseroir of trust and goodwill

among the people of India

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1.3 COMPANY PROFILE

Spencer's *etail is the largest supermarket chain in India! Spencer's *etail is one ofIndia's fastest growing retail stores with multiple formats and retailing food, apparel,

fashion, electronics, lifestyle products, music and books!It was established in /116,

Spencer's has become a popular destination for shoppers in India with supermarkets,

hypermarkets and dailies spread all oer India!

The Spencer's retail consists of 5 types of stores!They are>

1 S%(7%* E*%$$

These stores comprise of / sq! feet in si&e!These stores proide with stock

dairy,fruits, egetables, fresh juices etc!They also proide with home deliery!

2 S%(7%* D+8

These stores are friendly neighbourhood store which cater the entire daily shopping

needs!These stores are around 4 to 2 square feet in si&e!The prices will be low in

these stores!

3 S%(7%* F*%$

These stores comprise of 0 square feet with well stocked goods!These stores offers

fresh fruits and egetables and farm produces alone!They offer them at low prices!

4 S%(7%* S-%*This is a place to go to monthly shopping! These stores are around 7 to /5 square

feet in si&e!It has all products like baby care, bakery, groceries fruits and egetables!

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! S%(7%* H8%*

They are huge stores with more than 05 square feet!It ensures

comfortable,clean,bright ambience to shop with conenience of finding eerything under

one roof!

PRODUCT PROFILE

/D Fresh fruits and Eegetables

0D 8roceries, 8rains and "ereals

+D %ersonal and @aby "are products

4D Office and Come stationery5D Fashion (ccessories

6D $usic, toys and other entertainment

2D @aked chilled and fro&en foods!

Spencer's currently hae around 4 stores across the country with retailing trading area

of more than 0 million square feet!It has a captie audience of around +!5 million who

come to the stores eery month!

The Spencer's also offer quality food products e#clusiely under the Spencer's brand

name!The seices offered by Spencer's are 8ift Eouchers and 9asy ?oans to it's

customers!

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CHAPTER 2


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DEVELOPMENT OF

MAIN THEME


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CHAPTER 2

DEVELOPMENT OF MAIN THEME

2.1 NEED FOR THE STUDY

The study on the performance management systems was conducted in order to determine

the gap between the desired and actual performance!This was also needed to analy&e theskills and talents of each employee

This also helps to ealuate the current appraisal system followed in the organi&ation!=e

can also find out the familiarity and satisfaction leel of the employees regarding

performance management!

It was also conducted in order to find out the employees iews regarding the rewards,

training , work enironment and oerall communication process!

2


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2.2 OBJECTIVES OF THE STUDY

/D To find out whether performance management system helps in determining the

gap between the desired leel of performance and the actual performance!

0D To find out the familiarity and the satisfaction leel of performance

management system!

+D To analy&e the suitability of skills and talents of each employee for their

respectie job!

4D To ealuate the current performance appraisal!

5D To analy&e the employees perception towards rewards , work enironment and

communication process!

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2.3 SCOPE OF THE STUDY

%erformance management system is considered to be an important aspect in eery

company!=e can come to know about the performance leel of the employees in the

organi&ation!

This surey helps us to bridge the gap between the desired leel and actual leel of

performance!$oreoer this will be helpful for the organi&ation to achiee it's goals!This

also helps to know how far the skills and talents of the employees matches with their

current job profile!

This also tells about the leel of satisfaction which the employees hae regarding the

training and rewards gien by the organi&ation, working atmosphere,career growth and

the communication process followed by the organi&ation!

Thus the topic was chosen in order to know how far the employees are comfortable andsatisfied with the performance management system followed by Spencer's retail!!

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2.4 LIMITATION OF THE STUDY

3 The researcher found it difficult to collect the samples since the respondents hesitated

to gie their opinion because of the fear that the organi&ation may take any action

against them!

3 This surey was conducted only to some of the employees working in the

organi&ation!!

3 The samples which are collected form the employees may be subjected to personal

bias!

3 The project was only for + months!So there was time constraint!

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2.! REVIE OF LITERATURE

%erformance management systems is an actiity to track the performances against the

targets and identify the opportunities for improement!It focuses on the future!

%erformance management system is a process of aligning or integrating the organi&ation

and indiidual objecties to achiee organi&ational effectieness (rmstrong . @aronD!It

also proides information to the employees about their performance and focuses onimproement!

The objecties of performance management systems are , /D it proides regular

communications about the business plans and progress in achieing the objecties,0D it

systematically measures and assesses all performance against jointly agreed goals, +D

performance management system is a continuous process in which the performances

improes oer time,4D it encourages two way communication between the superisors

and the subordinates and 5D it is considered to be an integrated process that is integrating

corporate,functional team and indiidual objecties! ?owry, =illiams and (rmstrong .

@aronD

%erformance management system is the heart of any G people management G process in

organi&ation! If people do not perform organi&ations donHt surie! If people perform at

their peak leel organi&ation can compete and create waes $ick $archington .

(drian =ilkinsonD!

//


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%erformance management is one of the important requirements for successful business

and human resource policy! It typically incorporates a formal appraisal or reiew on an

annual or more frequent basis!

%erformance ealuations hae been conducted since the times of (ristotle!%erformance

measurement allows the organi&ation to tell the employees about their rates of growh,

competition and their potentials! $ick $archington . (drian =ilkinsonD!

There is a massie growth in performance management systems!It attempts to achiee

clearer correlation between organi&ation goals and objecties!It also identifies the

training needs and promote motiation through feedback!

8iing rewards and promoting effectie performance in the organi&ation and identifying

ineffectie performers for deelopmental programs are essential for effectie human

resource management!

%erformance management or the way in which employers ensure that their employees

are supporting the companyHs goals is a ital component of any employee management

strategy! *esearch has shown that a well3designed performance management system can

hae a signicant impact on the effectieness and satisfaction of employees as well as the

nancial success of a company! One study found that companies with performance

management systems had +4J higher sales per employee, 1J higher sales growth and

0J higher oerall prots than companies without such a system! $ichael (rmstrongD

/0


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The key to success with any performance management system is to clearly identify the

business goals and to correctly identify the employee behaiors that will help to achiee

those goals!

%erformance management systems enable organi&ations to plan, measure and control

their performance, so that decisions, resources and actiities can be better aligned with

business strategies to achiee desired results!

(n increasing number of organi&ations are implementing new and alternatie

performance management systems , like the balanced scorecard and critical success

factors and key performance indicators, in order to obtain better organi&ational results!

( good performance management system should focus on both behaiour and results!

Coweer, one common weakness is that more emphasis is placed on end results in the

performance management process and ignore the behaiour that lead to end results!

(!(!;e =aalD!

In our country, we are still struggling with the implementation of %erformance

$anagement Systems! $any people link the term %erformance $anagement System with

appraisal system! This is as same as people link communication with telephone only!

Similarly, the appraisal system is one such tool in the %erformance $anagement System!

%erformance $anagement system is the process of creating and managing a work

enironment or setting, in which people are enabled to perform to the best of their

abilities!(rmstrong . @aronD

(n effectie implementation of the performance management systems in the organi&ation

would direct the employees and the organi&ation to achiee their goals!

/+


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It follows that performance management is about interrelationships and about improing

the quality of relationships 3 between managers and indiiduals, between managers and

teams, between members of teams and so on, and is therefore a jointprocess! It should

apply to all employees, not just managers! It is a continuous process, not a one3off eent!

?ike the other elements of human resource, appraisal and reiew systems hae become

more widespread oer the last decade!25J of the organi&ations used appraisal in respect

of their full time employees! $ick $archington .(drian =ilkinsonD!

$ost organi&ations hae some type of formal or informal performance reiews, but aperformance management system attempts to proide the oerall structure for planning

and analysis of actiities for each indiidual, in the conte#t of the organi&ation as a

whole! Through continual assessment, the system ensures that successes are recogni&ed

and problems are addressed early! @etter planning at the beginning of the year, including

setting realistic goals for each employee, ensures measuring positie successes for the

organi&ation also!

(t the beginning of the year, the manager and employee discuss the employeeHs goals or

objecties for the year! This will form the basis for ongoing discussion recorded in a

document called the performance plan! The manager assists the employee in deeloping

the objecties by helping to understand how the work relates to the department goals and

the oerall goals of the organi&ation! The employee and manager should work together

to determine the measurements for ealuating each of the objecties! It is important that

both the manager and employee agree what the objecties are, and how they are to be

measured! $ichael (rmstrongD!

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9mployees should not be set up with unrealistic e#pectations, which will only lead to a

sense of failure! If additional support or education is required during the year to help the

employee meet the objecties , those can also be identified and planned for at this time!

The performance plan will contain the section on goals or objecties! It also should

include a section that identifies the organi&ationHs e#pectations of employee

competencies!

The set of e#pectations will inole a range of competencies applicable to employees

based on their leel in the organi&ation! These competencies include e#pectations of how

employees deal with problems, how proactie they are in respect to changing work, andhow they interact with internal and e#ternal customers! In addition to basic behaioural

traits, superisors and managers are e#pected to e#hibit leadership and proide ision and

strategic direction! It is important to ensure that employees understand these

competencies in respect to themseles =aal (!(!;eD

(t the end of the year, a final reiew of the actiities and plans for deeloping the ne#t

yearHs objecties begin! (gain, this is a chance to proide constructie and positie

feedback and to address any ongoing concerns about the employeeHs actiities and

competencies! "ontinuing education opportunities can be identified, and for those

systems linked to compensation, salary raises will be linked to the employeeHs

performance during the year! (gain, there should be no surprises to either employee or

superisor, as continual assessment and coaching should take place throughout the year

?ynda 8raltonD

The performance management system is one tool to ensure staff are working effectiely

towards a common goal! It should improe communication, increase morale, and increase

employeesH understanding of how their work plays an important role in the organi&ation!

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It empowers employees through ensuring that they are responsible for identifying their

most important objecties annually, within the conte#t of the organi&ations oerall

objecties! It also proides the opportunity to identify and enable employee deelopment,

identifying gaps in training and offering opportunities to deelop new skills!

%erformance management includes,planningwork and setting e#pectations, continually

monitoring performance, deeloping the capacity to perform, periodically rating

performance and rewardinggood performance! %hilip StilesD

/6
http://www.opm.gov/perform/overview.asp#5%235http://www.opm.gov/perform/overview.asp#4%234http://www.opm.gov/perform/overview.asp#2%232http://www.opm.gov/perform/overview.asp#1%231http://www.opm.gov/perform/overview.asp#3%233http://www.opm.gov/perform/overview.asp#4%234http://www.opm.gov/perform/overview.asp#2%232http://www.opm.gov/perform/overview.asp#1%231http://www.opm.gov/perform/overview.asp#3%233http://www.opm.gov/perform/overview.asp#5%235


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CHAPTER 3


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ANALYSIS AND

INTERPRETATION


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CHAPTER 3

ANALYSIS AND INTERPRETATION

3.1 RESEARCH METHODOLOGY

MEANING

The term research refers to a systemati&ed effort to gain new knowledge!It is the art of

scientific inestigation!It is the process of finding solutions for problem after a thorough

analysis of the situational factors!

DEFINITION

*esearch can be defined as an organi&ed, systematic, data based ,objectie, scientific

inquiry or inestigation into a specific problem undertaken with the purpose of finding

solutions to it!

*esearch is also defined as a systematic method consisting of defining the problem,

formulate the hypothesis, collecting of facts or data, analy&e the facts and arrie at the

solution!

AIM OF THE RESEARCH

The research aims in finding out whether performance management system helps to

determine the gap between the desired and actual leel of performance!It also analysis the

satisfaction leel of the employees regarding the rewards , work enironment

communication process and also ealuates the current appraisal system!

/2


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RESEARCH DESIGN

The research design is the blue print for fulfilling objecties and answering questions of

specific research problem! ( research design is purely and simply the framework a plan

for a study that guides the collection and analysis of the data!It proides the sources of

information releant to research problem!The research designs used here are>

DESCRIPTIVE RESEARCH

This research is being used here!The main purpose of descriptie research is description

of state of affairs as it e#ists at present!The future results can be forecasted here!The term

e# post facto is often used for descriptie research! It is designed to describe thedemographic characteristics of indiidual or particular group has been used in the

research!

DATA COLLECTION METHOD

1 P*+*8 /+)+

%rimary data are those which are collected fresh and for the first time!The instrument

used to collect information is through questionnaire from the employees!In this study

questionnaire has been prepared with a iew to study the performance management

systems!

2 S%7'(/+*8 /+)+

Secondary data is required to analyses the primary data! These are the data which are

already being aailable!This is obtained from maga&ines, company websites,books and

journals!

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UESTIONNAIRE DEVELOPMENT

The following type of questions are included in the questionnaire!

1 D7')''-$

This type of question hae only 0 alternaties namely yes) or no)!The respondents

should choose any one option!

2 M-)% 7'7%

This question hae a set of gien alternaties

3 R+(;(&This hae ranking scale from / to 5 where the respondents hae to compulsorily mark as

per their preferences!

4 L;%*) $7+%

This is one which has options either from highly satisfied to highly dissatisfied)or

strongly agree to strongly disagree)!

! C'$% %(/%/ -%$)'($

This question consists of options and respondents should select from them!

6 O%( %(/%/ -%$)'($

In this the respondents are gien freedom to fill anything according to their conenience!

SAMPLING USED

Simple random sampling is used in the study! In this all the elements in the population

are considered and each element has an equal chance of being chosen as the subject!This

is suitable when the generali&ability of the findings to the whole population is the main

/1


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objectie of the study!In this study among /+ employees, + employees are chosen

randomly for the surey!

DETERMINATION OF SAMPLE SIE

The sample si&e for the project is +!This is fi#ed according to -rejcie . $organ and

"ohen, where for a population of /+ employees, the sample si&e is determined as 012

which is rounded off to + for the surey!

PILOT STUDY

%ilot study was conducted to find out the feasibility of the questionnaire! @ased on the

necessity of information the questionnaire was prepared and questionnaire was gien to

+ employees! @ased on the response the questionnaire was modified and finali&ed forthe surey!

STATISTICAL TOOLS USED

The tools used in the project are>

1 PERCENTAGE METHOD

They are used in making comparison between 0 or more series of data! %ercentage can

also be used to compare the relatie terms the distribution of two or more series of data!

This method is used in comparatie studies

F'*-+ N-=%* ' *%$'(/%()$ )')+ *%$'(/%()$100

2 INTERVAL ESTIMATION

Interal estimation means obtaining an interal in which the parameter to be estimated

is e#pected to lie!

F'*-+ P 1.6 (

0


38/84

3 CHI> SUARE

This is an important test amongst the seeral tests of significance!It is used in the conte#t

of sampling analysis for comparing a ariance to a theoretical ariance!

U$%$ ' 7>$-+*%

aD To test independence of attributes!

bD To test homogeneity,

cD To test goodness of fit!

F'*-+> KO > E E

The calculated alued ofK0 is compared with the table alue of K0 for a gien degree of

freedom at a specified alue of significance!

If the calculated alue is more then tabulated alue, the difference between theory and

obseration is considered to be significance! If the calculated alue of K0 is less than the

table alue the difference between theory and obseration is considered as

insignificance!

4 EIGHTED AVERAGE

=eighed (erage is assigning weights L standards for the comparison of relatie items

the weightLstandards are calculated as follows

F'*-+ K1 1 22 33 . N

=here, M/, M0represent the ariables

A represents the sample si&e!

0/


39/84

! ONE AY ANOVA

Cere we consider only one factor and then obsere the reason for said factor to be

important!

S)%$

/D "orrection factor N TD L n

0D TOT(? SS N P MQj 3 TD L n

+D SS @9T=99A N PTjD L nj 3 TD L n

4D SS =TCIA N P MQj 3 PTjD L nj

(AOE( T(@?9

Sources of

ariation

SS ;egrees of

freedom

$ean square F3ratio 5J F limit

from tableD@etween SS PTjD L nj 3TD L n

c3/D SS L c3/D $S@etweenL$S =ithin

F c3/D,n3cD

=ithin SS P MQj 3PTjD L nj

n3cD SSL n3cD

TOT(?"alculated alue R table alue at 5J leel ,Co is rejected!

"alculated alue table alue at 5J leel,Co is accepted!

6 TO AY ANOVA

Cere we consider 0 factors!

S)%$

"orrection factor N TD L n

TOT(? SS N P MQj 3 TD L n

SS @9T=99A "O?:$ASN PTjD L nj 3 TD L nSS @9T=99A *O=S N PTiD L ni 3 TD L n

SS FO* 9**O* E(*I(A"9 N Total SS SS @etween columns U SS

@etween rowsD

00


40/84

ANOVA TABLE

S'-*7%$ '*+)' ! F )K*' )+=%

@etween"olumns

PTjD L nj 3

TD L n

c3/D SS L c3/D $S betweencolumnsL

F0,0D N/1

@etween*ows

PTiD L ni 3

TD L n

r3/D SS L r3/D 5266 L /64N5!40

F/,0DN/7!5/

9rrorariance

Total SS

SS

@etween

columns USS

@etween

rowsD

c3/D r3/D SSL c3/Dr3/D

TOTAL

"alculated alue R table alue at 5J leel ,Co is rejected!

"alculated alue table alue at 5J leel,Co is accepted

0+


41/84

3.2 ANALYSIS AND INTERPRETATION

TABLE 3.2.1 TABLE SHOING THE AGE GROUP OF THE EMPLOYEES

AGE GROUP NO OF RESPONDENTS PERCENTAGE/7 + Vears 045 7/!62+/ 45 Vears 4 /+!++46 55Vears / +!++(boe 55 Vears 5 /!62TOTAL 300 100FINDINGS

From the table it is found that 7/!62J of the respondents, fall under /7 3+ agegroup,/+!++J of them under +/345 years,+!++J of them under 46355 years and /!62J of

them fall under aboe 55 years group!

INFERENCEFrom the table it is inferred that most of the respondents are young!

CHART 3.2.1

CHART SHOING THE AGE GROUP OF THE EMPLOYEES

0

50

100

150

200

250

NO OF

RESPONDENTS

18 30

Years

31 45

Years

46

55Years

Above 55

YearsAGE GROUP

NO OF RESPONDENTS

PERCENTAGE

04


42/84

TABLE 3.2.2

TABLE SHOING THE GENDER OF THE EMPLOYEESGENDER NO OF RESPONDENTS PERCENTAGE$(?9 5 /6!62

F9$(?9 05 7+!++TOTAL 300 100

FINDINGS

From the table it is found that /6!62J of them fall under the category male and 7+!++J

of them are female!

INFERENCE

From the table it is inferred that majority of the respondents are female!

CHART 3.2.2

CHART SHOING THE GENDER OF THE EMPLOYEES

NO OF RESPONDENTS

PERCENTAGE

05

TABLE 3.2.3


43/84

TABLE SHOING THE INCOME LEVEL OF THE EMPLOYEES

INCOME NO OF RESPONDENTS PERCENTAGE?ess than *s/ 1 +

*s!// *s!+ 0 66!62*s+/ *s 5 46 /5!++(boe *s 5 45 /5TOTAL 300 100 FINDINGS

From the table it is found that +J of the respondents come under less than *s

/,66!62J of them fall under *s// +,/5!++J fall under *s!+/3*s 5 and

/5J of them fall under aboe *s 5 category!

INFERENCE

From the table it is found that most of the respondents get income between *s // to

*s!+!

CHART 3.2.3 CHART SHOING THE INCOME LEVEL OF THE EMPLOYEES

0

50

100

150

200

250

300

NO OF

RESPONDENTS

Less !a"

Rs1000

Rs#1001

Rs#3000

Rs3001

Rs 5000

Above Rs

5000

INCOME LEVEL

PERCENTAGE

NO OF RESPONDENTS

06

TABLE 3.2.4

TABLE SHOING HETHER ORGANIATION FIES PERFORMANCESTANDARDS FOR THE EMPLOYEES


44/84

AGE GROUP NO OF RESPONDENTS PERCENTAGEV9S 04 67AO 16 +0TOTAL 300 100

FINDINGS

From the table it is found that for 67J of the respondents the organi&ation fi#es the

performance standards and for +0J of them the organi&ation does not fi# the

performance standards!

INFERENCE

From the table it is inferred that for majority of the respondents, the organi&ation fi#es the

performance standards! CHART 3.2.4

CHART SHOING HETHER ORGANIATION FIES PERFORMANCESTANDARDS FOR THE EMPLOYEES

NO OF RESPONDENTS

PERCENTAGE

02

INTERVAL ESTIMATION

% N 67 L / N !67

q N / !67 N !+0

FORMULA 1.6 (


45/84

Q!67 /!16 W!67X!+0 L + , !67 U /!16 W!67X!+0 L +

N !67 !5+ , !67 U !5+

N !602 , !2++

N 60!2J to 2+!++J!

CONCLUSION

From the aboe data, at 15 J confidence leel, 60!2J to 2+!++J respondents say that the

organi&ation fi#es the performance standards!

07

TABLE 3.2.!

TABLE SHOING HETHER REARDS ARE GIVEN FOR ACHIEVINGTHE TARGETS

PARTICULARS NO OF RESPONDENTS PERCENTAGE(lways 0+ 62!62Sometimes 72 01


46/84

Aeer / +!++TOTAL 300 100

FINDINGS

From the table it is found that 62!62J of the respondents hae said that they are alwaysrewarded,01J hae said they are rewarded sometimes and +!++J of them had said that

they are neer rewarded for achieing the targets!

INFERENCE

From the table it is inferred that most of the respondents are always rewarded for

achieing the targets!

CHART 3.2.!CHART SHOING HETHER REARDS ARE GIVEN FORACHIEVING THE TARGETS

0 50 100 150 200 250

NO OF RESPONDENTS

A$%a&s

So'e('es

Never

PARTICULA

PERCENTAGE

NO OF RESPONDENTS

01

TABLE 3.2.6

TABLE SHOING SATISFACTION LEVEL REGARDING THE TRAINING GIVEN

SATISFACTION LEVEL NO OF RESPONDENTS PERCENTAGECighly satisfied 006 25!++Satisfied +7 /0!62Aeither satisfied nor

dissatisfied

/7 6


47/84

;issatisfied /0 4Cighly dissatisfied 6 0TOTAL 300 100FINDINGSFrom the table it is found that 25!++J of the respondents are highly satisfied with the

training gien,/0!62J are satisfied,65 of them are neither satisfied nor dissatisfied,4J of

them are dissatisfied and 0J of them are highly dissatisfied with the training gien!

INFERENCEFrom the table it is inferred that most of the respondents are highly satisfied and few of

them are dissatisfied with the training gien

CHART 3.2.6

CHART SHOING SATISFACTION LEVEL REGARDING THE

TRAINING GIVEN

0 100 200 300 400

)(*!$& sa(s+(e,

Sa(s+(e,

Ne(!er sa(s+(e, "or

,(ssa(s+(e,

D(ssa(s+(e,

)(*!$& ,(ssa(s+(e,

SATISFACTION

NO OF RESPONDENTS

NO OF

RESPONDENTS

PERCENTAGE

+

TABLE 3.2.@

TABLE SHOING HETHER ORGANIATION HAS CAREERGROTH

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Strongly agree /46 47!62(gree 5 /6!66Aeither agree nor disagree 56 /7!62;isagree 0+ 2!62Strongly disagree 05 7!++TOTAL 300 100FINDINGS


48/84

From the table it is found that 47!62J of them strongly agree that there is career

growth,/6!66J of them agree,/7!62J neither agree nor disagree, 2!62J disagree and

7!++J of them strongly disagree that there is career growth!

INFERENCEFrom the table it is inferred that most of the respondents agree that there is career growth

and few of them disagree!

CHART 3.2.@CHART SHOING HETHER ORGANIATION HAS CAREER

GROTH

0

20

40

60

80100

120

140

160

Sro"*$&

a*ree

A*ree Ne(!er

a*ree "or

,(sa*ree

D(sa*ree Sro"*$&

,(sa*ree

PARTICULARS

NOO

F

RESP

ONDE

NO OF RESPONDENTS

PERCENTAGE

+/ TABLE 3.2."

TABLE SHOING EIGHTAGE GIVEN FOR MAR5S SCOREDPARTICULARS NO OF RESPONDENTS PERCENTAGEStrongly agree 41 /6!++(gree 50 /2!++Aeither agree nor disagree +4 //!++;isagree 70 02!++Strongly disagree 7+ 02!67TOTAL 300 100

FINDINGSFrom the table it is found that /6!++J of them strongly agree that weightage is gien for

marks scored, /2!++J agree,//!++J neither agree nor agree,02!++J disagree and

02!67J strongly disagree that weightage is gien for marks scored!

INFERENCE


49/84

From the table it is inferred that majority of the respondents disagree that weightage is

gien for the marks scored!

CHART 3.2."

CHART SHOING EIGHTAGE GIVEN FOR MAR5S SCORED

0

20

40

60

80

100

120

NO OF

RESPONDENTS

Sro"*$&

a*ree

Ne(!er

a*ree

"or,(sa*ree

Sro"*$&

,(sa*ree

PARTICULARS

PERCENTAGE

NO OF RESPONDENTS

+0

TABLE 3.2. TABLE SHOING HETHER EDUCATION IS RELATED TO CURRENT

JOB OF THE EMPLOYEES

PARTICULARS NO OF RESPONDENTS PERCENTAGE(bsolutely related 7 06!62*elated +7 /0!62Aeither related nor

unrelated

57 /1!++

:nrelated 0/ 2Aot related /+ +4!++TOTAL 300 100FINDINGSFrom the table it is found that 06!62J of the respondents feel that education is absolutely

related to the current job,/0!62J feel that it's related,/1!++J feel that it is neither related

nor unrelated,2J feel that it is unrelated and +4!++J of them feel that education is not

related to the current job!

INFERENCE


50/84

From the table it is inferred that most of the respondents feel that the education is not

related to the current job!

CHART 3.2.

CHART SHOING HETHER EDUCATION IS RELATED TO CURRENTJOB OF THE EMPLOYEES

0

20

40

60

80

100

120

NO OF

RESPONDENTS

Abso$-e$&

re$ae,

Ne(!er

re$ae, "or

-"re$ae,

No

re$ae,

PARTICULARS

NO OF RESPONDENTS

PERCENTAGE

++

TABLE 3.2.10

TABLE SHOING HETHER SELECTION PROCESS COULD BEI$%*OE9;

PARTICULARS NO OF RESPONDENTS PERCENTAGEV9S 4/ /+!62AO 051 76!++TOTAL 300 100

FINDINGSFrom the table it is found that for /+!62J of the respondents, the selection process could

be improed and for 76!++J of the respondents the selection process need not be

improed!

INFERENCEFrom the table it is inferred that most of the respondents feel that the selection process

need not be improed!

CHART 3.2.10

CHART SHOING HETHER SELECTION PROCESS COULD BEIMPROVED


51/84


52/84

+5

TABLE 3.2.11TABLE SHOING ETENT TO HICH ORGANIATION GIVES FREEDOM TO USE ON S5ILLS AND TALENTS OF THE EMPLOYEES

PARTICULARS NO OF RESPONDENTS PERCENTAGETo a great e#tent /2/ 52

To a reasonable e#tent 2+ 04!++To a limited e#tent 4 /+!++Aot at all /6 5!+4TOTAL 300 100FINDINGS

From the table it is found that 52J of the respondents feel that the organi&ation gies

freedom to use the skills and talents to a great e#tent,04!++J of them to a reasonable

e#tent,/+!++J to a limited e#tent and 5!+4J of them feel that the organi&ation not at all

gie freedom to use their skills and talents!

INFERENCE

From the table it is inferred that majority of the respondents feel that the organi&ation

gies freedom to use their skills and talents to a great e#tent!

CHART 3.2.11CHART SHOING ETENT TO HICH ORGANIATION GIVES


53/84

FREEDOM TO USE ON S5ILLS AND TALENTS OF THE EMPLOYEES

0 50 100 150 200

NO OF

RESPONDENTS

To a *rea e.e"

To a reaso"ab$e e.e"

To a $('(e, e.e"

No a a$$

PARTICUL

PERCENTAGE

NO OF RESPONDENTS

+6

TABLE 3.2.12

TABLE SHOING HETHER S5ILLS AND TALENTS MATCHES THECURRENT JOB PROFILE

PARTICULARS NO OF RESPONDENTS PERCENTAGEVes //5 +7!++Ao 67 00!62"an't say //2 +1TOTAL 300 100

FINDINGS

From the table it is found that for +7!++J of the respondents their skills and talents

matches the current job profile,for 00!62J it does not match and +1Jof them can't say

whether their skills and talents matches the current job profile!

INFERENCE

From the table it is inferred that most of the respondents can't say that their skills andtalents matches the current job profile!

CHART 3.2.12

CHART SHOING HETHER S5ILLS AND TALENTS MATCHES THECURRENT JOB PROFILE


54/84

0

20

40

60

80

100

120

NO OF

RESPONDENTS

Yes No Ca"/ sa&

PARTICULARS

NO OF RESPONDENTSPERCENTAGE

+2 TABLE 3.2.13

TABLE SHOING RATINGS OF CURRENT PERFORMANCE APPRAISAL SYSTEMPARTICULARS NO OF RESPONDENTS PERCENTAGE9#cellent 04 678ood 25 05(erage / +!++%oor 6 0Eery poor 5 /!62TOTAL 300 100FINDINGSFrom the table it is found that 67J of the respondents hae rated e#cellent for the current

appraisal system,05J of them hae rated good,+!++J hae rated aerage,0J of them

hae rated poor and /!62Jof them hae rated ery poor for the current performance

appraisal system!

INFERENCEFrom the table it is inferred that most of the respondents hae rated e#cellent for the

current performance appraisal system and few of them hae rated ery poor!

CHART 3.2.13 CHART SHOING RATING OF CURRENT PERFORMANCE APPRAISAL

SYSTEM


55/84

0

50

100

150

200

250

300

NO OF

RESPONDENTS

E.e$$e" Avera*e er&

oor

RATINGS

PERCENTAGE

NO OF RESPONDENTS

+7

TO AY ANOVA

PARTICULARS PRE>

DETERMINED

STANDARDS

BY END

RESULTS

BY COMPARISON

ITH OTHER

EMPLOYEES

TOTAL

9#cellent and

good

25 /+0 +6 243

(erage,poor andery poor

/2 00 /7 !@

TOTAL 2 1!4 !4 300H' T%*% $ *%+)'($ =%):%%( )% *+)(&$ & KT (

N 25 U /2 U /+0 U 00 U +6 U /7 3 +D L 6

N 5605 U 071 U /2404 U 474 U /016 U +04 /5

N 10442


56/84

STEP 3 SS BETEEN COLUMNSQ KT9 (9 > KT ( N 10 L 0 U /54 L 0 U 54 L 0 +D L 6

N 40+0 U //757 U /457 /5

Q 2!4"

STEP 4 SS BETEEN ROS Q KT ( > KT (

N 04+ L + U 52 L + 3 +D L 6

N /167+ U /7+ /5

Q !@66

+1

STEP ! SS FOR ERROR VARIANCE Q T')+ SS ? K SS B%):%%( 7'-($ SS

B%):%%( *':$ Q /440 0547 U 5266D

N /440 7+/4

N 212"

ANOVA TABLES'-*7%$ '

*+)' ! F )

K*' )+=%@etween

"olumns

0547 c3/D

+3/D N 0

0547L0

N/024

/024 L /64

N/!/1

F0,0D N/1

@etween

*ows

5266 r3/D

03/D N /

5266L/

N5266

5266 L /64

N5!40

F/,0D

N/7!5/9rror

ariance

0/07 c3/D r3/D

+3/D 03/D N

0

0/07 L 0 N

/64

TOTAL /440 +X0D3/N5

"alculated alue Table alue

Cence Co is accepted!

CONCLUSION


57/84

=e conclude that there is relationship between the ratings gien for current appraisal

system and the factors in which the performance is ealuated!

4

TABLE 3.2.14

TABLE SHOING AYS IN HICH FEEDBAC5 IS GIVEN ONAPPRAISAL

PARTICULARS NO OF RESPONDENTS PERCENTAGEFindings of appraisal on

letters

1! 5

One to one meetings 052 75!62Informally 0/ 2Ao feedback 2 0!++TOTAL 300 100FINDINGS

From the table it is found that 5J of the respondents get feedback on appraisal

letters,75!62J get through one to one meetings,2J get informally and 0!++J of them are

gien no feedback!

INFERENCE

From the table it is inferred that the feedback is gien through one to one meetings!

CHART 3.2.14 CHART SHOING AYS IN HICH FEEDBAC5 IS GIVEN ON

APPRAISAL


58/84

0

50

100150

200

250

300

350

400

F(",("*s

o+

ara(sa$

o" $eers

O"e o

o"e

'ee("*s

"+or'a$$& No

+ee,ba

PARTICULARS

NOO

F

RESPONDE

PERCENTAGE

NO OF RESPONDENTS

4/

CHI ? SUARE

H' T%*% $ (' $&(7+() /%*%(7% )':+*/$ )% :+8$ ( :7 )% %%/=+7; $

&


59/84

Therefore we conclude that there is a significant difference towards the ways in which the

feedback is gien on appraisal!

40

TABLE 3.2.1!

TABLE SHOING AARENESS OF THE RESPONDENTS ON THEFACTORS ON HICH THEY ARE APPRAISED

PARTICULARS NO OF RESPONDENTS PERCENTAGEV9S 076 15!++AO /4 4!62TOTAL 300 100FINDINGS

From the table it is found that 15!++J of the respondents are aware of the factors onwhich they are appraised and 4!62J of them are not aware of the factors on which they

are appraised!

INFERENCE

From the table it is inferred that most of the respondents are aware of the factors on

which they are appraised!

CHART 3.2.1!

CHART SHOING AARENESS OF THE RESPONDENTS ON THEFACTORS ON HICH THEY ARE APPRAISED


60/84

NO OF RESPONDENTS

PERCENTAGE

4+

INTERVAL ESTIMATION

% N 15!++ L / N !15++

q N / !15++ N !462

FORMULA 1.6 (

N !15++ /!16 W!15++X!462 L + , !15++ U /!16 W!15++X!462 L +

N !15++ !0+1 , !15++ U !0+1

N !1014 , !1220

N 10!14J to 12!20J

CONCLUSION

From the aboe data, it is found that the respondents who are aware of the factors on

which they are appraised lies between 10!14J and 12!20J!


61/84

44 TABLE 3.2.16

TABLE SHOING FACTORS ON HICH PERFORMANCE ISEVALUATED

PARTICULARS NO OF RESPONDENTS PERCENTAGE@y pre determined

standards

12 +0!++

@y end result /7 6@y comparison with other

employees

0+ 2!62

TOTAL 300 100FINDINGS

From the table it is found that for +0!++J of the respondents performance is ealuated by

pre determined standards,6J of them by end result and 2!62J of them by comparison

with other employees!

INFERENCE

From the table it is inferred that for majority of the respondents their performance is

ealuated by end result and some of them through pre determined standards!

CHART 3.2.16 CHART SHOING FACTORS ON HICH PERFORMANCE IS

EVALUATED


62/84

0

2040

60

80100

120

140

160

180

NO OF

RESPONDENTS

& re

,eer'("e,

sa",ar,s

& e", res-$ &

o'ar(so"

%(! o!er

e'$o&ees

PARTICULARS

NO OF RESPONDENTS

PERCENTAGE

45

TABLE 3.2.1@TABLE SHOING SATISFACTION LEVEL REGARDING THE REARDS

GIVENSATISFACTION LEVEL NO OF RESPONDENTS PERCENTAGECighly satisfied 54 /7Satisfied 70 02!++Aeither satisfied nor

dissatisfied

1+ +/

;issatisfied 44 /4!62Cighly dissatisfied 02 1TOTAL 300 100FINDINGS

From the table it is found that /7J of the respondents are highly satisfied with the

rewards gien,02!++J are satisfied,+/J of them are neither satisfied nor

dissatisfied,/4!62J are dissatisfied and 1J of them are highly dissatisfied with the

rewards gien in the organi&ation!

INFERENCE

From the table it is inferred that most of the respondents are neither satisfied nor

dissatisfied with the rewards gien by the organi&ation and few of them are satisfied!

CHART 3.2.1@CHART SHOING SATISFACTION LEVEL REGARDING THE REARDS

GIVEN


63/84

01020

3040506008070

100

NO OF

RESPONDENTS

)(*!$&

sa(s+(e,

Ne(!er

sa(s+(e,

"or

,(ssa(s+(e,

)(*!$&

,(ssa(s+(e,

SATISFACTION LEVEL

NO OF RESPONDENTS

PERCENTAGE

46

CHI ? SUARE

AGE GROUP HIGHLY

SATISFIED

SATISFIED

NEITHER

SATISFIED

NOR

DISSATISFIED

DISSATISFIED

HIGHLY

DISSATISFIED

TOTAL

1" ? 30 Y%+*$ /2 27 5 23!31 ? !! Y%+*$ 00 2 / 3A=' E KO > E E/2 /4!12 4!/0 !400 /2!40 0!17 /!0

5 //!6/ 4+!61 +!2627 27!++ !// /!42 /+ +6 0!22/5 7!62 4!2 4!605 5/!2 0!71 !6/ 7!57 0!0 !046 5!20 !7 !/TOTAL 14.1


64/84

42

"hi 3 square N OQ 3 9QDL 9Q

"alculated alue N /4!/

"hi square with r3/D c3/D degrees of freedom

+3/D +3/D degrees of freedom

"hi3 square with 4 degrees of freedom at 5J leel N 1!477

"hi square calculated alue R "hi 3 square table alue!

Cence Co is rejected!

CONCLUSION

Therefore we conclude that , there is a significant difference between the age group and

the satisfaction leel towards the rewards gien in the organi&ation!


65/84

47

TABLE 3.2.1"

TABLE SHOING HETHER OR5 ENVIRONMENT IN THEORGANIATION IS FRIENDLY

PARTICULARS NO OF RESPONDENTS PERCENTAGEStrongly agree /4 46!62(gree 76 07!62Aeither agree nor disagree 40 /4;isagree / +!++Strongly disagree 00 2!++TOTAL 300 100

FINDINGS

From the table it is found that 46!62J of the respondents strongly agree that the work

enironment is friendly,07!62J of them agree,/4J neither agree nor disagree,+!++J of

them disagree and 2!++J of the respondents strongly disagree that the work enironment

is friendly!

INFERENCE

From the table it is found that most of the respondents agree and few of them disagreethat the work enironment is friendly in the organi&ation!

CHART 3.2.1" CHART SHOING HETHER OR5 ENVIRONMENT IN THE

ORGANIATION IS FRIENDLY


66/84

0

20

40

60

80

100

120

140

NO OF

RESPONDENTS

Sro"*$&

a*ree

Ne(!er

a*ree

"or

,(sa*ree

Sro"*$&

,(sa*ree

PARTICULARS

NO OF RESPONDENTS

PERCENTAGE

41

TABLE 3.2.1

TABLE SHOING RATING ON THE OVERALL COMMUNICATION PROCESS

PARTICULARS NO OF RESPONDENTS PERCENTAGE9#cellent /5/ 5!++8ood // +6!62(erage 04 7%oor + /Eery poor /0 4TOTAL 300 100FINDINGS

From the table it is found that 5!++J of the respondents hae rated e#cellent for

communication process,+6!62J hae rated good,7J of them hae rated aerage,/J hae

rated poor and 4J of them hae rated ery poor for the oerall communication process!

INFERENCE

From the table it is inferred that majority of the respondents hae rated e#cellent for the

oerall communication process!

CHART 3.2.1CHART SHOING RATING ON THE OVERALL COMMUNICATION

PROCESS


67/84

0

50

100

150

200

250

NO OF

RESPONDENTS

E.e$$e" Avera*e er&

oor

PARTICULARS

PERCENTAGE

NO OF RESPONDENTS

5

EIGHTED AVERAGE

FEATURES RAN5 1 RAN5 2 RAN5 3 RAN5 4 RAN5 ! TOTAL*ecognition .

*eward

/42 25 64 7 6 124

"areer 8rowth 46 10 /00 +5 5 1041*esponsibility.

"hallenges

24 1+ 70 +0 /1 106

=ork

9nironment

04 +/ 07 /4 //+ 6!2

Zob Security / // /+ /0 /46 40

TABLE 3.2.20

TABLE SHOING THECALCULATION OF EIGHTED AVERAGE

FEATURES EIGHTED

AVERAGE

RAN5S

*ecognition .

*eward

7+!02 /

"areer 8rowth 61!4 +*esponsibility. 2/!02 0


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"hallenges=ork 9nironment 4+!42 4Zob Security +0!62 5

5/

CONCLUSION

From the table it is found that recognition . reward is gien rank / because it is

preferred, responsibility .challenges is gien rank 0, career growth is ranked +, , work

enironment is ranked 4 and job security is ranked 5!

CHART 3.2.20CHART SHOING RAN5ING GIVEN TO THE FEATURES THAT OULD

REDUCE THE GAP BETEEN EPECTATION AND REALITY

0

1

2

3

4

5

6

Reo*"((o" 8

Re%ar,

Career Gro%! Reso"s(b($(&8

C!a$$e"*es

9or

E"v(ro"'e"

:ob Se-r(&

FEATURES

RANKS

RAN;S


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50

ONE AY ANOVA!

FEATURES RAN5 1 RAN5 2 RAN5 3 RAN5 4 RAN5 ! TOTAL*ecognition .

*eward

/42 25 64 7 6 300

"areer 8rowth 46 10 /00 +5 5 300*esponsibility.

"hallenges

24 1+ 70 +0 /1 300

=ork

9nironment

04 +/ 07 /4 //+ 300

Zob Security / // /+ /0 /46 300TOTAL 301 302 30 2 2" 1!00

H' T%*% $ (' $&(7+() /%*%(7% )':+*/$ )% +7)'*$ )+) :'-/ *%/-7% )% &+

=%):%%( )% *%+)8 +(/ )% %%7)+)'( ' )% %'8%%$.

T N /5

n N 05

C'**%7)'( +7)'*Q KT (

N /5D L 05

N 0000

TOTAL SS Q 9 > KT (

Q /42 U46 U 24 U04 U/ U25 U 10 U 1+ U+/ U// U64 U /00 U70 U

07 U/+ U7 U+5 U+0 U/4 U/0 U6 U5 U/1 U//+ U/46 3 /5D L 05

N 0/61U0//6U5426U526U/U5605U7464U7641U16/U/0/U416U/4774

U6204U274U/61U64U/005U/04U/7/6U/44U+6U05U+6/U/0261U

0/+/6 1

N /40+131


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N !230

SS BETEENQ KT9 (9 > KT (5+

Q +/ L 5 U+0 L 5 U+1 L 5 U011 L5 U071L5 3 /5D L 05

N /7/0U/704/U/116U/277U/624 1

N 14/31

N 41

SS ITHIN N P MQj 3 PTjD L nj

N /40+1 14/

Q !234

ANOVA TABLE

S'-*7%$ '

*+)' ! F )

K*' )+=%@etween SS 4/ c3/D

53/D N 4

4/ L 4 N

/!05

/!05 L

06/2!45

N +!10

F4,0D

N 0!72

=ithin SS 50+41 n3cD

0535D N 0

50+41 L 0

N 06/2!45TOTAL !230 K2!>1 Q 24

"alculated alue R Table alue

Therefore Co is rejected

CONCLUSION

=e conclude that there is a significant difference towards the factors that would reduce

the gap between the reality and the e#pectation of the employees!

54


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FINDINGS,SUGGESTION

AND CONCLUSION


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3.3 FINDINGS

7/!62J of the respondents fall under /7 3+ age group,/+!++J of them under

+/3 45 years,+!++J of them under 46355 years and /!62J of them fall under

aboe 55 years group!

/6!62J of them fall under the category male and 7+!++J of them are female!

+J of the respondents come under less than *s / category,66!62J of

them fall under *s// +,/5!++J fall under *s!+/3*s 5 and /5J

of them fall under aboe *s 5 category!

For 67J of the respondents the organi&ation fi#es the performance standards

and for +0J of them the organi&ation does not fi# the performance standards!

62!62J of the respondents hae said that they are always rewarded,01J hae

said they are rewarded sometimes and +!++J of them had said that they are

neer rewarded for achieing the targets

25!++J of the respondents are highly satisfied with the training

gien,/0!62J are satisfied,65J of them are neither satisfied nor

dissatisfied,4J of them are dissatisfied and 0J of them are highly

dissatisfied with the training gien!


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47!62J of them strongly agree that there is career growth,/6!66J of them

agree,/7!62J neither agree nor disagree, 2!62J disagree and 7!++J of them

strongly disagree that there is career growth!

55

/6!++J of them strongly agree that weightage is gien for marks scored,

/2!++J agree,//!++J neither agree nor agree,02!++J disagree and 02!67J

strongly disagree that weightage is gien for marks scored!

06!62J of the respondents feel that education is absolutely related to the

current job,/0!62J feel that it's related,/1!++J feel that it is neither related

nor unrelated,2J feel that it is unrelated and +4!++J of them feel that

education is not related to the current job!

For /+!62J of the respondents, the selection process could be improed and

for 76!++J of the respondents the selection process need not be improed!

52J of the respondents feel that the organi&ation gies freedom to use the

skills and talents to a great e#tent,04!++J of them to a reasonable

e#tent,/+!++J to a limited e#tent and 5!+4J of them feel that theorgani&ation not at all gie freedom to use their skills and talents!

For +7!++J of the respondents their skills and talents matches the current job

profile,for 00!62J it does not match and +1Jof them can't say whether their

skills and talents matches the current job profile!

67J of the respondents hae rated e#cellent for the current appraisalsystem,05J of them hae rated good,+!++J hae rated aerage,0J of them

hae rated poor and /!62Jof them hae rated ery poor for the current

performance appraisal system!


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5J of the respondents get feedback on appraisal letters,75!62J get through

one to one meetings,2J get informally and 0!++J of them are gien no

feedback!

56

15!++J of the respondents are aware of the factors on which they are

appraised and 4!62J of them are not aware of the factors on which they are

appraised!

For +0!++J of the respondents performance is ealuated by pre determined

standards,6J of them by end result and 2!62J of them by comparison with

other employees!

/7J of the respondents are highly satisfied with the rewards gien,02!++J

are satisfied,+/J of them are neither satisfied nor dissatisfied,/4!62J are

dissatisfied and 1J of them are highly dissatisfied with the rewards gien in

the organi&ation!

46!62J of the respondents strongly agree that the work enironment isfriendly,07!62J of them agree,/4J neither agree nor disagree,+!++J of them

disagree and 2!++J of the respondents strongly disagree that the work

enironment is friendly!

5!++J of the respondents hae rated e#cellent for communication

process,+6!62J hae rated good,7J of them hae rated aerage,/J hae

rated poor and 4J of them hae rated ery poor for the oerallcommunication process!

The feature recognition . reward is gien rank /, career growth is ranked +,

responsibility .challenges is gien rank 0, work enironment is ranked 4 and

job security is ranked 5!


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52

3.4 SUGGESTIONS

The employees could be gien more information regarding the performance

management systems since some of them were not familiar with them!

(round 7J of the employees are not satisfied with the training gien due to the

time constraints!The organi&ation could keep the timings as per the employees

requirements!

The employees feel that the organi&ation could increase the rewards since it

would reduce the gap between the actual and desired leel of performance!

The organi&ation could gie a reasonable amount of cash award for the persons

who do well eery month which would lead to increase in performance of the

employees!

The employees feel that the organi&ation offers a ery slow career growth !So the

management could frequently gie promotions as and when needed!

The employees feel that the organi&ation changes the rules and policies

frequently!So the management could clearly set the policies and procedures

before communicating it to the employees! as they find it difficult to follow them!


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The organi&ation could encourage the employees to use their skills and talents in

their job as some of them feel that they cannot use their skills in the organi&ation!

57

The organi&ation could increase the salary of the e#perienced employees!They

feel that the organi&ation gies more salary to the newly joining employees!

Some employees hae the feeling that the management sometimes join the people

through recommendations without considering the qualification or e#perience!


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51

3.! CONCLUSION

%erformance management is about establishing a culture in which indiiduals and groups

take responsibility for the continuous improement of business processes and of their

own skills, behaiour and contributions! It is about sharing e#pectations! $anagers can

clarify what they e#pect indiidual and teams to do[ likewise indiiduals and teams can

communicate their e#pectations of how they should be managed and what they need to do

their jobs!

From this study we find that most of the respondents are satisfied with the work

enironment and with the communication process!The respondents are aware of the

factors on which they are appraised and they are satisfied with the current selection

process followed by the organi&ation!=e also find that some of the respondents are not

satisfied with the rewards and salary gien!The employees are dissatisfied with the

performance management systems!It is also found that the management offers a ery

slow career growth to the employees!Though the organi&ation gies freedom to use theskills and talents, some of them feel they are not able to use them

Therefore, it is suggested that the employees could be gien more information regarding

the performance management systems since some of them were not familiar with

them!The organi&ation could increase the rewards and change the timings for the training


78/84

as per the employees needs!They could also gie frequent promotions as and when

needed which would offer quick career growth to the employees!It could also increase the

salary of the e#perienced persons!

6

APPENDI


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APPENDIaD Aame >bD (ge >

o /73+years,o +/345years,o 46355yearso aboe 55years!

cD 8ender >o $aleo Female

dD Income>o less than *s!/o *s/ *s!4o *s43*s5o aboe *s!5

/D ;oes the organi&ation fi# the performance standards for you\o Veso Ao

0D ;o you think you are rewarded for achieing the targets\o (lwayso Sometimeso Aeer

+D *ank the following that you think would reduce the gap between your e#pectation andreality!]/3 Cighest, 53?owestD

F9(T:*9S *(A-S*ecognition . reward"areer growth*esponsibility and challenges=ork enironmentZob security


80/84

4D (re you satisfied with the training gien by the organi&ation\o Cighly satisfiedo Satisfiedo Aeither satisfied nor dissatisfiedo ;issatisfiedo Cighly dissatisfied

aD If dissatisfied, =hy\!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

ii5D ;o you think the organi&ation has a definite career growth for you\

o Strongly agreeo (greeo Aeither agree nor disagreeo ;isagreeo Strongly disagree

6D ;o you agree that weightage is gien here for the marks you had scored\o Strongly agreeo (greeo Aeither agree nor disagreeo ;isagreeo Strongly disagree

2D ;o you think the education you had is related for the current job\o (bsolutely relatedo *elatedo Aeither related nor unrelatedo :nrelatedo Aot related

7D ;o you think that the selection process could be improed\o Veso Ao

1D $ention the e#tent to which the organi&ation gies you freedom to use your own skillsand talents\

o To a great e#tento To a reasonable e#tento To a limited e#tento Aot at all

/D ;o you think your skills and talents matches the current job profile\


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o Veso Aoo "an't say

//D Cow do you rate your current performance appraisal system\o 9#cellento 8oodo (erageo %ooro Eery poor

iii/0D In what ways you are gien the feedback of your appraisal\

o Findings of appraisal on letterso One to one meetingo Informallyo Ao feedback is gien

/+D (re you aware of the arious factors based on which you are appraised\o Veso Ao

/4D Cow is your performance ealuated\o @y predetermined standardso @y end resulto

@y comparison with other employees

/5D Cow satisfied are you with the rewards gien in your organi&ation\o Cighly satisfiedo Satisfiedo Aeither satisfied nor dissatisfiedo ;issatisfiedo Cighly dissatisfied

/6D ;o you agree that the work enironment in the organi&ation is friendly\o Strongly agreeo (greeo Aeither agree nor disagreeo ;isagreeo Strongly disagree

/2D Cow would you rate the oerall communication process\o 9#cellent


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o Eery goodo (erageo %ooro Eery poor

aD If poor,=hy\!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!

/7D (ny other suggestion to improe the performance management\^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^!!

i#

BIBLIOGRAPHY


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BIBLIOGRAPHY

%hilip Stiles, ?ynda 8ralton, Eeronica Cope _ Strategic Cuman *esources

$anagement' O#ford :niersity!

$ick $archington (nd (drian =ilkinson _ %eople $anagement (nd;eelopment'!

$ichael (rmstrong _$anaging %eople, ( %ractical 8uide For ?ine $anagers'

*ogan %age ?imited!

=aal (!(!;e _ The 9ffects Of %erformance $anagement' ,$aastricht School of$anagement

"!* -othari, _ *esearch $ethodology' 3 =isha %rakashan

:ma Sekaran,' *esearch $ethods For @usiness'3 Zohn =iley (nd Sons Inc!


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EBSITES

http>LLpapers!ssrn!comLsol+Lpapers!cfm\abstract`idN100/0+

www!geityinstitute!comLgeity3instituteLresearch3libraryLwhite3papersLwhite3paper!html!

#
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A Study on Performance Management Systems