A STUDY ON JOB SATIFACTION OF EMPLOYEES AMR HR SOLUTIONS HYDRABAD SUBMITTED TO

SRI KRISHNA DEVARAYA UNIVERSITY, ANANTAPUR In Partial Fulfillment Of The Of The Requirements For the award of degree MASTER OF BUSINESS ADMINISTRATION SUBMITTED BY FYED HAFFAN PEER KHADRI M.B.A. (H.R.) H.T.No:-110318054 UNDER THE GUIDANCE OF MS. AYESHA M.B.A FACULTY DEPARTMENT OF HUMAN RESOURCE MANAGEMENT

C.S.I.R.D INSTITURE OF MANAGEMENT &TECHNOLOGY (AFFILIATED TO S.K.U) ANANTAPUR DIST (2011-2013)

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DECLARATION

FYED HAFFAN PEER KHADRI hereby declare that this project report titl A STUDY ON JOB SATISFACTION OF EMPLOYEES IN MATRIX LABORATORIES by me to the a LIMITED, C.S.I.R.D beneficed of any HYDERABAD. submitted work undertaken other university

Institute of Management & Technology, is by me and or institution for the

it is not submitted to any award

degree/diploma certificate or published any time before.

Date:

Place:

ABSTRACT
The key elements of every organization are characterized into four namely Men, Material, Machine and Money. Without which no organization can do its best to achieve a major work. Through an organization possess Materials, Machine, Men and Money without their proper utilization would be a failure. Human Resources occupy a prominent position in the entire business activity in a scenario like global competitive world. Human Resource has an important role to play towards the success of the organization. Maximum utilization of Human Resource is present trend where in every organization aims at tapping out the internal skills and abilities of Human Resources towards the achievement of goals of the organization.

The usage of Human Resources towards the success of organization requires to have a check on the level of satisfaction that an employee receiving through performing his tasks. Due to its importance human resource requires a stable retaiment, which is complex task. So it becomes very important to understand the satisfaction level of the employees. In regard this study is very useful to understand the satisfaction levels of the levels of the employees.

ACKNOWLEDGEMENTS
This project is an authenticated work of mine prepared training report at M/s. MATRIX LABARATORIES, HYDERABAD. I would like to take this opportunity to thank all the people who extent their immense help to take this opportunity to thank all the people who extended their immense help to complete my project.

Firstly, I express my deepest gratitude towards my parents. Then I would like to thank the management of M/s. MATRIX LABARATORIES, HYDERABAD especially Mr.

MANIKYA RAO THAMANAM, Sr. Mgr HR. & Mr. SRINIVASA SUNKARA, Sr. Mgr HR.

I thankful to Ms AYESHA Project In-charge who gave me her valuable guidelines, timely help and supervision in completing my project work. Lastly, I would like to express

gratitude to my well wishers and my friends, who have a constant source of encouragement or providing all the requirement facilities in completing the project work.

CONTENTS
S.NO TITLES

CHAPTER -1

INTRODUTION *COMPANY PROFILE *PERFORMANCE APPRSIAL

CHAPTER-2 CHAPTER-3

INDUSTRY PROFILE OBJECTIVES OF THE STUDY *SCOPE OF THE STUDY *LIMITATION OF THE STUDY

CHAPTER-4 CHAPTER-5 INTERPRETATION CHAPTER-6

RESEARCH AND METHODOLOGY DATA ANALYSIS AND

FINDINGS SUGGESTIONS CONCLUSION *QUESTIONNAIRE *BIBLIOGRAPHY

CHAPTER-I

INTRODUCTIO N
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INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Human Resource Management is a management function involving procurement of suitable human resources, train and develop their competencies, motivate them reward them effectively and create in them an urge to be part of the management team whose aim should be render, dedicated, committed service for the success and growth of the organization. The term human resources spell the total sum of the components (like skills, creative abilities) possessed by all employees and other persons (like employed, employees, owners etc.) who contribute their services to attain the organizational objectives and goals. Human Resource Management is much broader compared to the term personnel management either at the components level or in coverage at organization level. The comparison personnel is Human Resource Management is presented. (C.B.Mamoria, S.V.Gankar) According to Byars and Rue, Human Resource Management encompasses those activities designed to provide for and coordinate the human resources of an organization. According to Ivancevich and Glueck, Personnel/human resource management is the function performed in organizations

that facilitates the most effective use of people (employees) to achieve organizational and individual goals. HRM is a process of consisting four functions acquiring, developing, motivating and retaining human resources. The acquisition function starts with planning (for the number and categories of employees required) and ends with staffing. The development function has three dimensions-employee training, management development, and career development. The motivation function includes identifying the individual motivational needs of employees and identifying ways to motivate them. The retention function is concerned with providing a conducive work environment to the employees and nurturing them to make them feel committed and attached to the organization. There is a vast difference between modern HRM and the personnel management that was prevalent decades ago. By the end of twentieth century, the managerial philosophy that has defined the personnel function has undergone radical changes. Over the past eighty years, the scientific management approach and the human relations approach appeared and then disappeared too. The human resource has gained prominence in the recent times. The scope of Human Resource Management is vast. All major activities in the working life of the employee from the time of his entry into the organization until he leaves, retires come under the purview of human resource management. The most important activities undertaken are: Planning, job design, job analysis, procurement, recruitment, selection, Induction,placement,

training, and development. Compensation, rewards, benefits retrial, medical and health care. Motivation- motivational aids, bonus, incentives, profit sharing non-monetar Employee Relations grievance handling, participation, collective bargaining And there aspects of cordial relations conductive to manual understanding and Employee evaluation and performance improvement, Human Resource, audit; and Human

COMPANY PROFILE
In sophisticated, well-managed organizations, performance appraisal is the single-most powerful instrument that management has to mobilize the energy of every employee toward the achievement of strategic goals. Used poorly, performance appraisal becomes a dreaded annual exercise that is widely seen as a waste of corporate time and resources. But when used well, the procedure can focus every persons attention on the mission, strategy, vision, and values of the organization. It makes it possible to answer the two questions that every person asks: what do you expect of me, and how am I doing at meeting your expectations. And it differentiates among outstanding, solid, and marginal performers.

Background:It ranks among the top 5 telecommunications companies. Retrieved 2010-04-14. in the world by number of customers in a single country. Reliance Communications corporate clientele includes 2,100 Indian and multinational corporations, and over 800 global, regional and domestic carriers. The company has established a pan-India, next-generation, integrated (wireless

and wireline), convergent (voice, data and video) digital network that is capable of supporting services spanning the entire communications value chain, covering over 24,000 towns and 600,000 villages. Reliance Communications owns and operates the next-generation IP-enabled connectivity infrastructure,[2] comprising over 190,000 kilometers of fiber optic cable systems in India, USA, Europe, Middle East and the Asia Pacific region.

Getting It Right
The most-admired organizations use performance appraisal right. They have the know-how for setting meaningful goals, assuring effective execution, assessing individual contributions and deficiencies, identifying and retaining top talent, and rewarding employees on a meaningful, systematic basis. If exemplary performance is important to your organization, there is no faster or more controllable way to gain dramatic improvement than by implementing a performance appraisal process that is right for your company and your people.

Services and Solutions

We help organizations create and implement performance appraisal systems that transform the way they guide, direct, assess and develop human performance.

Our Performance Appraisal Consulting Services include:

For the past thirty years, Dick Grote has consulted with some of the most admired companies and government agencies in the United States and abroad. He has an insiders knowledge of the best practices in performance appraisal, talent management, forced ranking, discipline, and all of the other elements that make up the field of performance management. Dick Grotes experience, expertise, and wise counsel are available to organizations through his Executive Overviews. The Executive Overview - an intensive one-day engagement - typically involves two components. First, a presentation to the executive team on best practices and new directions in performance management. Second, a sleeves-rolled-up working session focusing specifically on the organizations highestpriority performance management issues.

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Executive Presentation
The Executive Presentation typically involves a two to three hour high-level session led by Dick Grote for the organizations senior executive or HR leadership team. This highly interactive session allows for a peer-level discussion of issues at a senior management level, and reviews the practices in place in some of Americas mostadmired organizations. Most important, the Executive Presentation does the hearts-and-minds job of building top management understanding and enthusiasm for developing and sustaining a highperformance culture.

Working Session
The balance of the day is spent dealing with whatever the organizations high-priority operational and tactical performance management issues are. Anythings possible. And the result is always the same a marked increase in performance management commitment, understanding, and success.

Company development
Sophisticated, best-practice organizations today are committed to identifying the key competencies - attributes, talents, proficiencies, and skills - that most directly impact the success of their people and their business. Properly identifying an organization's competencies dramatically impacts performance management processes, assists in succession planning and talentdevelopment efforts, and pinpoints the most appropriate recruitment candidates. Grote Consulting Corporation has developed a library of thirty-nine critical competencies. Through our Competency Development consulting services, we can
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help you identify and implement the competencies that are most important for your organization and employee groups. The end result is an organization where the attention of every employee is focused on those behaviors that most significantly affect success, and managers are empowered to create development plans that actually work.

PERFORMANCE APPRAISAL
According to Hevel it is the process of evaluating the performance and qualifications of the employees in terms of their requirement of their job for which he is employed, for purposes of administration including placement, selection for promotions providing financial rewards and other actions which require deferential treatment among the members of a group as distinguished form action affecting all members equally. According to Roland Benjamin, a performance appraisal determines who shall receive merit increases; counsels employees on their improvements; determines training needs; determines promo ability identifies those who should be transferred. Moreover, it improves employee job performance; encourages employees to express their views or to seek clarification on job duties; broadens their outlook, capacity and potential, placement; facilities selections, reward and promotion of the best qualified employee; According to Levinson there are three functions of performance appraisal; 1) It seeks to provide an adequate feedback to each individual for his or her performance.

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2) It purposes is to serve as a basic for improving or changing behaviour towards some more effective working habits. 3) It aims at providing data to managers with which they may judge future job assignments and compensation. According to Cummings the heading of performance appraisal 1) To inventory of the number and quality of all managers and identify and meet their training needs and aspiration. 2) To determine increments and provide a reliable index for promotions and transfers to positions of greater responsibility. 3) To maintain individual and group development by informing the employee of his performance standard. 4) To suggest ways of improving the employees performance.

Job and Potential Development:It is the systematic evaluation of the individual with respect to his or her performance on the job and his or her potential for development. 1) It unifies the appraisal produced so that all employees are rated in the Same manner, utilizing the same approach so that the obtained of separate personnel are comparable. 2) It provides information, which is useful in making and enforcing important decisions about selection, training, promotions, pay increases, transfers, layoffs, discharges, and salary adjustments. 3) It provides information in the form of records bout rating decisions of the rating are challenged in the court of law. 4) It serves to stimulate and guide employee development. Appraisal programs provide information on the weakness of employees and enable them gauge their own value accomplishment.

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5) To find out an employee qualification and his work and comparing it with job

requirements. 6) A periodic and accurate appraisal constraints supervisor to be and competent in his work, it improves the quality of supervision by giving him an incentive to do. 7) It gives supervisors a more effective tool for rating their personnel enables them to make a careful analysis of their men and gives them a better knowledge and understanding of them. 8) It makes for better employer-employee relations through mutual confidence. A frank discussion between a supervisor and his men. Approaches to performance appraisal Generally two approaches are used in making performances appraisal.
1) A causal, unsystematic and often haphazard appraisal.

Main basis being

seniority or quantitative measures of quantity and quality of output for the rankand-file personnel. 2) The traditional and highly systematic measure of (a) employees characteristics and (b) employee contribution, or both. It evaluates all the performances in the same manner, utilizing the same approach, so that the rating obtained of separate personnel is comparable.

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METHODS OF PERFORMANCE APPAISAL

TREDITIONAL METHODS 1 2. 3. 4. 5. 6. 7. 8. 10 11 . (PAST-ORIENT) Straight ranking method Man-to-Man comparison method Grading Method Graphic rating scale Forced choice description method Forced distribution method Chechlist method Free from essay method Groups appraisal method Field review method. 1. 2. 2. 4. MODERN METHODS (FUTURE-ORIENT) Assessment centers Management by objectives. 360-degrees appraisal Psychological appraisal

TREDITIONAL METHOD STRAIGHT RANKING METHOD: The whole man is compared with the whole man: that is the ranking of man in a work group is done against that of another. It may also be done by ranking a person on his job performance against that of another member of competitive group by placing him as number one or two or three in total group. In

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practice it is very difficult to compare a single individual with the human beings having varying behavior traits. It tells us how a man stands in relation to the others in a group but does not indicate how much better or worse he is that other. The task of ranking individuals is difficult when large numbers of persons are rated. The ranking system dose not eliminate snap judgments, does not it provide us with systematic procedure for determining the relative ranks of subordinates.

MAN-TO-MAN COMPARISON METHOD: USA army used this technique during the First World War. Certain factors are selected for the purpose of the analysis (such as leadership, dependability and initiative), and the rater for each factor designed for scale. A scale of a man is also created for each selected factor. The each man to be rated is compared with the man in the scale, and certain score for each factor are awarded to him. Personnel are compared to the key man in respect of one factor at a time. This method is used in job evaluation and is known as the factor comparison method.

GRADING METHOD: Under these systems, the rater considers certain features and marks them according to the scale. Certain categories of worth are first established and carefully defined; the actual performance of the employees is then compared with these grade definition, and he is allotted the grade which best describes his performance. Such type of grading is done in semester examinations and also in the selection of candidates by the public service commissions.

GRAPHIC OR LINER RATING SCALE This is commonly used method of performance appraisal. Under it, a printed form, on for each persons to be rated and is supplied to the rated. FORCED CHOICE DESRIPTION METHOD
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This system is used to eliminate or minimize raters bias, so all the personnel may not be placed at the higher end or at the lower end of the scale. It is possible and desirable to rate two factors viz., job performance and profitability. Employees are placed between the two extremes of good and :bad performance.

CHECHLIST METHOD Under this method, the rater does not evaluate employee performance. He supplies report about it and the personnel deportment done the final rating. A series of questions are presented concerning an employees to his behavior if the answers to questions about a employee is positive or negative the value of each questions may be weighted equally or certain questions may be weighted more heavily that others.

FREE FROM ESSAY METHOD Under this method, the supervisor makes a free from, open-ended appraisal of an employee in his own and put down his impressions about the employee. The description is always as factual and concrete as possible. No attempt is made to evaluate an employee in a quantitative manner.

CRITICAL INCIDENT METHOD This method was developed following research conducted by armed forces in the US during the world war two. It attempt to workers performance in the terms of certain events or episodes that occur in the performance of rates job. There are certain significant acts in each employee behavior and performance which all the difference between success and failure on the job. The supervisor keeps a written record of the events (either good or bad) that can be easily recalled and in the course of periodical or formal appraisal.
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ROUP APPRAISAL METHOD: Under this method, an appraisal group rate employees, consisting of their supervisors and three or four other supervisors who have some knowledge of their performance. The supervisor explains to the group the nature of subordinates duties. The group then discusses the standards of performance of that job the actual performance of the jobholder, and the causes of their particular level of performance and offer suggestions for future improvements.

FIELD REVIEW METHOD: Under this method, a trainer employee forms the personal department interview line supervisors to evaluate their respective subordinates. The supervisor id require to give his option about the progress of his subordinates the level of performance of each subordinates, his weaknesses good points outstanding ability promo ability and the possible plans of action in case requiring further considerations the success of the this system depends of the competence to the interviewer.

MODERN METHODS ASSESSMENT CENTERS: As assessment center is a central location where managers come together to have their participation in job related exercises evaluated by trained observers. After recording their observations of rate behaviors, the rates meet to discuss these

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observations. The decision regarding the performance of each assesses is based upon these discussion of observation.

MANAGEMENT BY OBJECTIVES: Mr. Peter Ducker developed this method MBO can be defined as a process where by supervisors and subordinate managers of an organization jointly identify its common goals, define each individuals major areas of responsibility in terms of result expected of him and use these measure as guide for operating the unit and assessing the contributions of each of its member.

OBJECTIVES OF MBO:
1. Set organization goals i.e. establishment of an organization widestrategyand

goals. Such goals are expressed cleanly and concisely and can be measured accurately. 2. Joint goal setting i.e. establishment of short-term performance targets between the management and the subordinates in the conference between them. The individual manager must clarify in his own mind the responsibility of their subordinates. 3. Set check post i.e. establishment of major check post ot measure progress.
4. Feed back the employees who receive the sufficient feedback concerning their

performance more highly motivated then those who do not feed back i.e. specific, relevant and timely helps satisfy the need most people feel about knowing where they stand.

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360-DEGREE FEEDBACK: The 360-degree technique is understood as systematic collection of performance data on an individual or group, derived from a number of shareholders. The 360-degree appraisal provides a broader prospective about an employee performance, the technique facilitates greater self- development of the employees.

PHYCHOLOGICAL APPRAISAL: Large organizations employ full-time industrial psychologists. not post performance. When psychologists are used for evaluations, they assess an individuals future potential and The appraisal normally consists of in-depth interviews, psychologists test, discussions with supervisors and a review of other evaluations.

CAUSES FOR THE FAILURE OF PERFORMANCE APPRAISAL:

1. The supervisor plays a dual and conflicting role of both the judge and the

helper. 2. Too many objectives often cause confusion. 3. The supervisor feels that the subordinate appraisal is not rewarding. 4. The employees does not understand techniques used. 5. Long time is required for preparation and filling. 6. Supervisor may not be comfortable with the process of evaluation.

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CHAPTER-II

INDUSTRY PROFILE
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INDUSTRY PROFILE

Performance Appraisal is an objective system to judge the ability of an individual employee to perform his tasks. A good performance appraisal system should focus on the individual and his development, besides helping him to achieve the desired performance. This means that while the results are important the organization should also examine and prepare its human capital to achieve this result. This holds true even for new inductees. There is a strong linkage between induction, training and appraisal. In a large number of firms worldwide, a new recruit is expected to discuss his schedule of work in achieving his induction objective. This schedule of work becomes a part of his job for the next few months. Objectives of Appraisal Almost all organizations practice performance appraisal in one form or another to achieve certain objectives. These objectives may vary from organization to organization or even within the same organization from time to time. It has been found that there are two primary objectives behind the use of this methodology. One is to use it as an evaluation system and second, to use it as a feedback system. The aim of the evaluation system is to identify the performance gap. This means that it helps determine the gap between the actual performance of the employee and that required or desired by the organization. The aim of the feedback system is to inform the employee about the quality of his work or performance. This is an interactive process by

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which the employee can also speak about his problems to his superior. An effective performance appraisal system should emphasis individual objectives, organizational objectives and also mutual objectives. From the viewpoint of individual objective the performance appraisal should talk about a) What task the individual is expected to do? b) How well the individual has done the task? c) How can his performance be further improved? d) His reward for doing well. From the organizational view point a performance appraisal should generate manpower information, improve efficiency and effectiveness serve as a mechanism of control and provide a rational compensation structure. In short the appraisal system establishes and upholds the principle of accountability in the absence of which organization failure is the only possible outcome. Finally, talking about mutual goals, the emphasis is on growth and development, harmony, effectiveness and profitability. Methods of Performance Appraisal In order to achieve the objectives, a variety of performance appraisal methods have been developed. The choice of method depends on organizational ethos, its objectives, size, product and technology. The most traditional method is the Confidential Report method where the supervisor makes an evaluation of his subordinate on the basis of certain characteristics like loyalty, intelligence, conduct, character etc. In some other methods like Graphic Rating scale and the Ranking Methods though the process is simple it is plagued with subjectivity. In the Critical Incidents method a balance sheet of onjob-behavior for each employee is generated which can then be used at the end of the year to see how well the employee has performed. In 1961 Peter Drucker popularized the Management by Objectives (MbO) method. In this method the subordinate in consultation with the supervisor chalks out short term objectives followed by specific actions that he has to carry out. The goals are finally set and are action oriented. The goals set should be specific, measurable, achievable, review able and time bound and most importantly it
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should be aligned with the goal of the organization. At the end of a specified time period, the activities are jointly reviewed by both the subordinate and his supervisor. Depending on the performance of the subordinate, the goals are modified or redesigned for the next period of time. The MbO is thus a performance oriented system. A well thought out MbO system provides multiple benefits. It establishes a link between the performance of the individual and the organization. It is easy to implement because those who carry out the plan also participates in setting it up. Each employee becomes aware of the task he has to perform. This leads to better utilization of capacity and talent. It promotes better communication and information sharing. It provides guidelines for self evaluation as well as evaluation by the superior against set tasks and goals. It facilitates guidance and counseling. But most organizations engage in a retrospective performance appraisal. In this process some objectives that were agreed upon in the beginning of the year are dragged out and the appraisee and the manager discuss and debate about how well each of these objectives was achieved. This procedure has many flaws. It does not address the basic human needs in the motivation process. Feedback should be as immediate as possible, it should focus on actual things and the individual involved should be given the opportunity to correct his behavior. But the traditional procedure is too late. It is difficult to remember events a month old let alone events that had occurred over ten months ago. Performance Management and Performance Appraisal Many people mistake performance appraisal for performance management. Actually, performance management is a much bigger system, and is much more valuable to managers and companies (and employees) than performance appraisal. The essential components or parts of an effective performance management system include:

Performance Planning (includes employee goal setting / objective setting) Ongoing Performance Communication Data Gathering, Observation and Documentation Performance Appraisal Meetings Performance Diagnosis and Coaching

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Performance Management is an ongoing process of measuring and adjusting performance continually focusing on behaviors throughout the year. It is a continuous process not an event. It is not the same as performance appraisal, which is an assessment of the employees performance by both the employee and his superior jointly, with the purpose of allocating a score that may be used for both development and salary or promotion purposes. Performance Management includes Performance Appraisal as one of its elements. Performance Management should became part of day to day workplace behavior. Some organizations have adopted an online Performance Management system. Going online with performance management puts ownership of the process in the hands of the individual as opposed to the traditional manager driven system. It allows direct communication between the individual and the manager via online journals at times convenient to both. It links performance with the individuals learning and development plans and also to the organizational goals, values and competencies. In fact performance appraisal is the least important component of a performance management system. To quote Robert Bacal If all you do is appraisal -- if you don't do planning and have ongoing communication, collect data, and diagnose problems, you are wasting your time. In fact it's even worse than that. If all you do is performance appraisal, you will almost be guaranteed that morale will suffer, performance problems will increase, and the manager's job will become much harder. Modern Trends A growing number of front running organizations like Ford, Microsoft and Sun Microsystems, have adopted a performance appraisal model in which best-to-worst ranking methods are used to identify poor performers. The identified poor performers are then given a time period during which they have to show an improvement in their performance. In cases where the employee fails to improve his performance he is asked to leave the organization gracefully and a severance package is offered to him. If the employee refuses to leave then his service is terminated and no compensation is offered. This system is called rank and yank strategy. Advocates of this system feel that it continually motivates employees to better their performance since nobody would like to be included in the poor performance band. But the flip side of this strategy is that employees become too competitive and team spirit is not nurtured.

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Effective organizations are not build merely on investment and returns but more on the quality of the workforce, its commitment to the organizational goals and investments made to attract train and retain superior human capital. An integrated Performance Management system is essential to get the best out of its people. Employee performance is linked to company performance. This helps in achieving the organizational goal and creates a performance culture in the company. Invention, creativity, diversity of perspectives is fostered. Employees act as one company one brand.

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CHAPTER-III

OBJECTIVES OF THE STUDY

OBJECTIVES OF THE STUDY: 1. To evaluate the existing performance appraisal system of Ramakrishana Mills (cbe) limited. 2. To know the employees perception and knowledge towards appraisal system in the company.
3. To offer suggestions for the improvement and modifications of the existing

of appraisal system. SCOPE OF STUDY:

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The scope was confined to the aspects of performance appraisal only and other factors like welfare schemes, pay package, job satisfaction etc., were not studied, all and sundry and their impact in the performance appraisal system could not be taken up for want of time and also because it is beyond the scope of the current study. LIMITATION OF THE STUDTY: 1. The sample chosen for study was 120 while the 350 number of employers are 700 and in spite of every care taken by the researcher, the sample may not be exactly representative of the universe. 2. All social and science project deals with intangible and qualitative social phenomena like values, sentiments etc., which are not amenable to experiment in the same way as subjects in natural science. This might have made the findings of the study less precise and exact. 3. human being tends to behave artificially particularly when observed or interviewed. This must have stored the findings to some extent. 4. The employees of Ramakrishan Mills (cbe) limited were busy in their work schedules and their results, interview has been conducted in pieces whenever they were free from work and the string of continuity was lost and this could have affected their style of answering.

CHAPTER IV

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RESEARCH AND
METHODOLO GY

RESEARCH AND METHODOLOGY

UNIVERSAL/POPULATION:

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The universe of the current study comprises all the 700 employees of different cards working with the Ramakrishan mills (cbe) limited at Nagari. SAMPLING PROCEDURE: Proportionate stratified random sampling was the procedure adopted by the researcher in selecting a sample reflective of the universe in all the cadres, every third person chosen at random, was administered a structured questionnaire. DATA SOURCE: Whatever data was collected for the current study is absolutely primary in nature expects in those instances, requiring some general and allied information, general/ secondary sources of data were consulted. SAMPLE SIZE: The size of the sample chosen for the study is 120 out of 700 employees who were available during execution of the project survey. STATISTICAL TOOLS USED: The collected data was first codified, classified and then crystallized into tables, which are further elucidating by column charts. X2 scores were put in a linguistic nutshell of finding of the study and based on these findings that appropriate suggestions and recommendations were made at the end of the report.

DESIGN OF THE STUDY: The purpose of the study is to gauge the level of awareness of the existing appraisal system of the organization among the community of employees, to evaluate the effectiveness of the existing performance appraisal system and to improve and
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modify if necessary. Analysis was made with several variables related to performance appraisal by the researcher before coming to a conclusion. There fore this study is explanatory in nature.

TABLE-1 Age of Respondents

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Age in years Less than 30 30-40 40-50 50-60 Total

Number of Respondents 8 38 42 12 100

Percentage 7 31 52 10 100

INFERENCE: 52% Of the respondents fall in the age group of 40-50 years and 31% of the respondents in the age group of 30-40 years and 10% of the responds in the age group of50-60 and few of them in the age group of the Less than 30 years.

120 100 80 60 40 20 0 Less than 30 30-40 40-50 50-60 Percentage Total

Number of Respondents

Age of Respondents TABLE-2 GENDER Sex Of Responds Number of Respondents Percentage

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Male Female Total

82 18 100

85 15 100

INFERENCE: The table shows low percentage of female respondents is 15% male respondents constitute a vast majority of 85%.

120 100 80 60 40 20 0 Male Female Number of Respondents Percentage Total

GENDER TABLE-3 Experience in the years of the respondents in the company Number of Respondents
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Year of Experience

Percentage

Less than 15 15-20 20-25 Total

18 34 48 100

15 28 57 100

INFERENCE: The table shows 15% of the respondents with an experience of less than 15 years and 28% of the respondents with an experience of 15-20 years, 57% of the respondents with in the experience of 20-25 years. Experience in the years of the respondents in the company

120 100 80 60 40 20 0 Less than 15 15-20 20-25 Percentage Total

Number of Respondents

TABLE-4 QUALIFICATION OF RESPONDENTS Qualification of Respondents Primary Upper primary High school Total Number of Respondents 20 29 51 100
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Percentage 17 41 42 100

INFERENCE: 42% of the respondents constitute graduates and 41% of the respondents upper primary school and few of them in primary school.

QUALIFICATION OF RESPONDENTS
120 100 80 60 40 20 0 Primary Upper primary High school Total

Number of Respondents

Percentage

Table -5 DEPARTMENT OF CLASSIFICATION Department Spinning Preparatory Carding Auto Coner Cone Winding Total Number of Respondents 70 10 6 26 8 100 Percentage 58 8 5 22 7 100

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Inference: In the survey 58% of respondents are from spinning and followed by auto camera & preparatory dependents. DEPARTMENT OF CLASSIFICATION
120 100 80 60 40 20 0
or y pi nn in g C ar di ng on er g W in di n re pa ra t C To ta l

ut o A

Number of

Percentage

Table 6 IMPORTANCE OF THE APPRAISAL SYSTEM Awareness of the Respondents Full Aware Partly aware Not aware Total Number of Respondents 80 18 2 100

C on e

Percentage 83 14 3 100

Inference:

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83% of the respondents are fully aware, 14% of the respondents are partly aware and few of them not aware about the appraisal system in the factory. IMPORTANCE OF THE APPRAISAL SYSTEM
120 100 80 60 40 20 0 Full Aware Partly aware Number of Not aware Total

Percentage

Table -7 Respondents knowledge about appraisal system RESPONDENTS KNOWLEDGE Formal briefing by superiors Informal briefing of superiors Informal briefing of my colleagues Through written communication On my own Total NUMBER OF RESPONDENTS 43 7 5 15 30 100 PERCENTAGE 53 6 4 12 25 100

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Inference: 53% of respondents know about appraisal system by means of formal briefing by superiors & 25% know by means by knowing themselves. Respondents knowledge about appraisal system
120 100 80 60 40 20 0

Informal briefing of superiors

Informal briefing of my colleagues

Through written communication

Formal briefing by superiors

NUMBER OF RESPONDENTS

PERCENTAGE

Table 8 Objectives of performance appraisal Objectives of performance Appraisal For salary/ increment For promotions For career planning and development For awards To identify training needs

To great extent No of resp 106 96 114 86 80 % 68 97 75 88 83

To some extent No of resp 12 2 3 10 10 % 10 2 3 9 8

Not at all No of resp 2 2 3 4 10 % 2 1 2 3 9

On my own

Total

Total

100 100 100 100 100

INTERPRETATION:

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Majority of the respondents have opining that the objectives of performance appraisal of Ramakrishna mills (cbe) limited is for promotion, salary/ increments and few of them feels change the objectives to some extent, not at all.

Objectives of performance appraisal

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120 100 80 60 40 20 0 To great extent To some extent Appraisal For salary/ increment For promotions For career planning and development For awards To identify training needs Not at all Total

Table 9 Benefactors of performance appraisal Opinion of the respondents Number of Employee Respondents 10
40

Yes Percentage 8

Employee Organization Total Inference:

18 72 100

15 77 100

From the survey it was found that 77% of the employees say that performance appraisal is beneficial to organization. Any 8% says that it is benefits factor to employee.

Benefactors of performance appraisal

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120 100 80 60 40 20 0 Employee Employee Organization Yes Percentage Total

Yes Number of Respondents

Table-10 Frequency of Appraisal System Periods Monthly Quarterly Half yearly Annually Total Number of respondents 7 3 12 78 100 Percentage 5 2 10 83 100

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Inference: The table shows that 83% of the respondents want the performance appraisal to be done annually, 10% of the respondents wants the performance appraisal to be done half yearly and few of them must feel performance appraisal must be done monthly, quarterly.

Frequency of Appraisal System

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120 100 80 60 40 20 0 Monthly Quarterly Half yearly Annually Percentage Total

Number of respondents

Table- 11 Expectations of existing Appraisal system Opinion Great extent Some extent Number of respondents 70 25
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Percentage 75 21

Not at all Total Inference:

5 100

4 100

It is the evident form the table 75% of the respondents opinion that the great extent the existing appraisal system gives them on ideas of what is expected of next year few of respondents opinion from some extent, not at all.

Expectations of existing Appraisal system

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120 100 80 60 40 20 0 Great extent Some extent Not at all Total

Number of

Percentage

Table 12 Respondents opinion on the actions taken on the Recommendation made at the time of appraisal Opinion Yes Number of respondents 85
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Percentage 88

No Total Inference:

15 100

12 100

From the table, 88% says about effective action taken on the recommendation made at the time of appraisal, 12% says that effective actions has not been taken on the recommendation made at the time of appraisal.

Respondents opinion on the actions taken on the Recommendation made at the time of appraisal

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120 100 80 60 40 20 0 Yes No Number of respondents Percentage Total

CHAPTER-V

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DATA ANALYSIS AND

INTER PREPATION

DATA ANALYSIS Statistical tools applied: Chi-square test Chi-square test:

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It can be used to determine if categorical data shows dependency, the two classifications are independent. It can also be used to make comparison between theoretical and actual data when categories are used. Types of chi-square: One tailed test Two tailed test One tailed test: As test of m statistical hypothesis where the alternative hypothesis is one tailed is called a one tailed test For e.g: In a test for testing the mean of the population in a single tailed we assumed that the null hypothesis is Hou=uo against the alternative hypothesis Ho== o (right tailed) Or H1= < o (left tailed) Two tailed test: In a test of statistical hypothesis where the alternative hypothesis is two tailed, we assume the null hypothesis. Ho= = o against the alternative hypothesis OR H1= = 0 Is called two tailed test. TABLES TEST To test significant relation between department and importance of the appraisal system

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Hypothesis: H0: There is no significance relation between the Department and important of the Appraisal System. H1: The is significance relation between the Department and important of the Appraisal System. Department Spinning Preparatory Carding Auto coner Cone winding Total Appraisal system Fully aware Partly aware Not aware 65 3 2 7 2 1 3 2 1 0 4 2 6 1 1 101 12 7 Total 70 10 6 6 8 100

Observed frequency (oi) 65 3 2 7 2 1 3 2

Expected frequency (ei) 58.92 7.00 4.08 8.42 1.00 0.58 5.05 0.60
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(oi-ei) 36.97 16.00 4.33 2.02 1.00 0.18 4.20 1.96

2 (io ei)2/ei

0.63 2.29 1.06 0.24 1.00 0.31 0.83 3.27

1 20 4 2 6 1 1 Total Inference:

0.35 21.88 2.16 1.52 6.73 0.80 0.47

0.42 3.53 1.96 0.13 0.53 0.04 0.28

1.20 0.16 0.75 0.15 0.08 0.05 0.59

2 12.61

Since the calculated value 2 =12.61 is less than the 2 value (8 degrees of freedom at 5% level) = 15.507d We accept Ho and conclude that there is no significance relation between departments and important of the appraisal system.

TEST -2 To test significance relation between the education and appraisal process HYPOTHESIS: Ho: There is significance relation between the education and appraisal process H1: There is significance relation between the education and appraisal process. Appraisal Process Leniently Partially Objectively 4 1 13

Education 1 4 36 1 1 6

Total 5 6 16

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Subjectively Total

2 20

8 49

6 51

16 120

Observed frequency (oi) 4 1 1 4 1 13 36 44 2 8 6 Total Inference:

Expected frequency (ei) 0.83 2.04 2.13 2.45 2.55 15.50 37.98 39.53 2.67 6.53 6.83

(oi-ei) 10.05 1.08 1.28 2.40 2.40 6.25 3.92 19.98 0.45 2.16 0.64

2 (io ei)2/ei

12.41 0.53 0.60 0.98 0.94 0.40 0.10 0.51 0.17 0.33 0.089
2 16.76

Since the calculated 2 value 16.76 is less than the tabulated 2 value (6 degree of freedom at 5% significance level)=12.592.

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So we reject Ho and conclude that there is no significance relation between education and appraisal

CHAPTER-VI

FINDINGS
SUGGESTIO

&
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CONCLUSIO N
FINDINGS
1.

83% of The respondents are fully aware of the importance of the 53% of the respondents came to know about appraisal system through 76% of the respondents feel that the performance appraisal is done in 77% of the respondents expect that performance appraisal is for benefit

appraisal system in the company

2.

formal briefing my superiors. 3. 4. the combination of present objectives and general way. of the organization. 83% of the respondents expect the performance appraisal is to done once in a year (annually). 5. it has been found in the study unit that regard to objective of performance appraisal, the respondent feel that more importance is given to salary/increment, promotions, career development, incentives awards. Identify the training needs. 6. 52% of the respondents feel that their appraisal is done objectively and 43% of the respondent feel that their appraisal is done leniently.

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7. 8. 9.

83% of the respondents proffered that the past performance should be 96% of the respondents feel that the performance must be improved for 98% of the employees feel that their appraiser gives the importance to

considered as a factor at the time of performance appraisal. introducing performance appraisal. appraisal

SUGGESTION
To make the present system more effective and give meaning full outputs the following are the suggestions, which if implemented meticulously can be used is the management as a tool for making effective decision at various stages. 1. The existing appraisal system in the organization may be continued for future. 2. it is better to conduct appraisal of performance regularly. 3. employees should be made fully aware of the performance appraisal procedure. 4. it should ensure that is performance appraisal is more and more effective rather than bring subjective and make appropriate measure to ascertain that error like HALO effect dont creep in the performance appraisal. 5. it should strive to furnish proper feedback at the end of one job cycle constitute the input of the succeeding cycle and there by reinforce the positive aspects of the organizational wheel. 6. it should entrust the task of performance appraisal to a battery of Supervisors. HRD managers and other competent authorities rather then relaying on just one

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person in a bid to eliminate bias of every conceivable kind. This can be effectuated by rotating the appraiser across different sections/departments. 7. it should make it clear is performance appraisal system encompasses reciprocal benefits to the organization as well as the employees rather than making it appear as litmus teat decided the quantum of increments or other such monetary incentives. It should also award trophies/shields to those employees who excel in bid to encourage them and honor them in public functions.

CONCLUSION:
Organisations need some means of ensuring performance standards are being achieved and objectives are being met. They also need to plan for the future by setting organisational objectives. These should be achieved through personal objectives agreed at the appraisal. This is vital for all employees in order to maintain a competitive position, and it is important that the method for doing this is successful. All the material in the Skills of Appraisal and Performance Review resource is dedicated to that end. However, underlying the methods, practices and techniques there must be crucial managerial thoughts, attitudes and activities. As an introduction to the training activity, the participants work in groups to discuss what an effective performance review scheme needs. Their suggestions for a successful scheme are discussed and they are then given a list of requirements for comparison and discussion. Next, the participants review what an appraiser should do to make sure a performance review scheme is successful. The training activity closes with a review of key learning points and a final observation of performance review appraisal.

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Who is it for: This training resource is intended for use by trainers to emphasise the essential management elements of a successful performance review appraisal scheme.

QUESTIONAIRE
Name Qualification Designation Age Experience : : : : : Gender:

1. How often your management appraises the performance of the employee? ( 2. 3. ( ) Quarterly )Skills ( ( )Half Yearly ) responsibility ( )Annually On what basis does the organization appraises? What are the methods does the organization follow to appraise the employee?
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( 4. ( ( ( 5.

) Traditional Method

)Modern Method

Under traditional method what are the systems does the management follow? ) Graphic Rating Scales ) Check List Method ) Confidential Report. ( ( ) Ranking Method ) Group Appraisal

Under Modern method what are the systems does the management follow? ( ( ( ( ( )Behaviorly anchored ratingscales ) Assessment centres ) Human Resource Accounting ) Management by Objective ) Psychological Appraisal.

6.

Are you satisfied with the methods of performance appraisal followed by the Management? ( ( ( 7. ( ( ( 8. ( ( ) Highly Satisfied ) Dissatisfied ) Strongly Agree ) Neither agree nor disagree ) Highly Dissatisfied. Who conducts performance appraisal ) Superiors ( ) Peers ( ) Self Appraisal ) 360 degrees performance appraisal ) Strongly Agree ( ) Satisfied ( ( ) Satisfied ) Highly Dissatisfied3 ( ( ) Satisfied ) Disagree ) Neither Satisfied nor Dissatisfied I am able to identify my individual weakness through appraisal system

9.

implementation of performance appraisal is scientific. (

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( ( 10. ( ( ( 11. ( ( ( 12. ( ( (

) Neither agree nor disagree ) Highly Dissatisfied. ) Strongly Agree ) Neither agree nor disagree ) Highly Dissatisfied. ) Strongly Agree ) Neither agree nor disagree ) Highly Dissatisfied.

) Disagree

To motivate our standing performance of employee incentives are given ( ( ) Satisfied ) Disagree

I am motivated by the performance appraisal ( ( ) Satisfied ) Disagree

My capabilities are recognized by the management through performance Appraisal ) Strongly Agree ) Neither agree nor disagree ) Highly Dissatisfied. ( ( ) Satisfied ) Disagree

13. ( ( ( 14. ( ( 16. 17. ( ( (

My strengths and skill are also identified by the management through performance appraisal ) Strongly Agree ) Neither agree nor disagree ) Highly Dissatisfied. ) Yes ) Yes ) Promotions ( ( ( ) No ) No ( )Otgers ( ( ) Satisfied ) Disagree

We can reach our organizations goals through performance appraisal? 15. Does the organization offer any rewards after appraising? If yes, what rewards are offered? ) Monitory benefits ( What control measures are taken by the management? ) Implementing Rules ) others ) Suspending

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18. Are you satisfied with the appraisal system that is followed by the management? ( ( ( )Highly Satisfied ) Highly Dissatisfied. ( ) Satisfied ) Disagree ) Neither Satisfied nor dissatisfied (

BIBLOGRAPHY
Personal Management:
C.B. Mamoria Himalaya Publishing Housing, Human resource and personnel management:

K. Aswathappa

TATA Mc GRAW HILL, NEW DELHI

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Personnel and Human resource management: P.Subba Rao Himalaya Publishing Housing house, Mumbai.

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