a study on the effectiveness of existing performance appraisal system in cag pride, coimbatore
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A STUDY ON THE EFFECTIVENESS OF EXISTING PERFORMANCE APPRAISAL SYSTEM IN CAG PRIDE,
COIMBATORE.
By
P.DHIVYA
(Reg.No: 71103631005)
Of
KONGU ENGINEERING COLLEGE,Perundurai, Erode – 638 052.
A PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT SCIENCES
In partial fulfillment of the requirements for the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
JUNE, 2005
2
BONAFIDE CERTIFICATE
Certified that this project report titled “A STUDY ON THE
EFFECTIVENESS OF THE EXISTING PERFORMANCE APPRAISAL SYSTEM
IN CAG PRIDE, COIMBATORE is the bonafide work of Ms. P.DHIVYA
(71103631005) who carried out the research under my supervision. Certified
further, that to the best of my knowledge the work reported herein does not from
part of any other project report or dissertation on the basis of which a degree or
award was conferred on an earlier occasion on this or any other candidate.
SUPERVISOR HEAD OF THE
DEPARTMENT
Viva Voce held on
3
INTERNAL EXAMINER EXTERNAL
EXAMINER
ABSTRACT
This project work has been conducted in CAG Pride, Coimbatore. It is the
one of the leading business hotel industry managed by CAG groups.
“A STUDY ON THE EFFECTIVENESS OF THE EXISTING
PERFORMANCE APPRAISAL SYSTEM” is the study conducted at CAG Pride,
Coimbatore. The main objective of the study is to measure the effectiveness of
the existing performance appraisal system. The secondary objectives of this
study are the ways and means to improve the effectiveness of the existing
appraisal system and to measure the subjectivity and objectivity in the existing
performance appraisal system and to increase the objectivity and decrease the
subjectivity.
This study has been compiled with the help of primary data and secondary
data. Primary data were collected from 100 respondents with the help of
structured Questionnaire method. Since the study was the Population Study,
the data were collected from all the employees in the organization. The
Secondary sources of data were collected through company profile, organization
Website and other related library books.
The collected data were analyzed with the help of Simple Percentage
analysis. It was found that there is no regular training program conducted and
majority of the employees were satisfied with the existing appraisal system. To
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conclude the existing performance appraisal system was very good. The
appraisal system shall be conducted at the regular basis.
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ACKNOWLEDGEMENT
I express my deepest sense of gratitude the GOD almighty for the
abundant blessing without which the study would have never been light of the
day.
I here by acknowledge my sincere gratitude to the Kongu Institute of
Technology Trust and Dr. A.M.NATARAJAN, B.E., M.Sc(Engg)., Ph.D.,
Principal, Kongu Engineering College and the Management for giving me an
opportunity to undergo MBA Degree Course and to undertake this project work
successfully.
I wish to express my deep sense of thanks to our Mr. Prof.P.SURESH
KUMAR, M.Sc(Agri).,M.B.A., Director, Department of Management studies,
Kongu Engineering College.
I owe my reverential gratitude to my faculty guide S. MURUGAPPAN,
M.B.A.,for his valuable guidance and suggestions rendered at each stage of the
project.
It is my great pleasure to express my deep sense of thankfulness to
Mr.S.R.Palaniswamy (Managing Director), Mr.SenthilKumar Palaniswamy
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(Executive Director) Mr.A.Sathananthan (Personnel Manager), for providing
me an wonderful opportunity to do my project in their esteemed organization.
Last, but not Least, I would like to acknowledge the wholehearted support
of my parents, faculties, employees and friends who helped me at various stages
in completing this work successfully.
CONTENTS
PAGE
NUMBER
ABSTRACT iii
LIST OF TABLES vii
LIST OF CHARTS ix
CHAPTER 1 INTRODUCTION
1.1 IINDUSTRY PROFILE 1
1.2 COMPANY PROFILE 5
1.3 REVIEW OF LITERATURE. 8
CHAPTER 2 NEED, OBJECTIVES AND LIMITATIONS
2.1 NEED FOR THE STUDY 10
2.2 OBJECTIVES 10
2.3 LIMITATIONS OF THE STUDY 11
CHAPTER 3 RESEARCH METHODOLOGY
3.1 RESEARCH DESIGN 12
3.2 SAMPLING DESIGN 12
3.3 DATA COLLECTION 13
3.4TOOLS USED
13
7
CHAPTER 4 ANALYSIS AND INTERPRETATIONS 14
CHAPTER 5 FINDINGS AND SUGGESTIONS 41
CHAPTER 6 CONCLUSION 44
APPENDICES
REFERENCES
LIST OF TABLES
Table No Particulars Page No.
MEASURING THE SATISFACTION LEVEL OF EXISTING PERFORMANCE
APPRAISAL SYSTEM.
4.1 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Punctuality and Discipline. 14
4.2 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Job Knowledge and Quality of Work. 15
4.3 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Writing and Oral abilities. 16
4.4 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Learning and Communication abilities. 17
4.5 Reasons for satisfaction/dissatisfaction level towards the
Measurement of accepting and implementing change. 18
4.6 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Absenteeism Rate. 20
4.7 Reasons for satisfaction/dissatisfaction level towards the 21
8
Measurement of Flexibility.
4.8 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Personal Grooming. 22
4.9 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Company Policies. 24
4.10 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Computer Skills. 26
4.11 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Guest Relation. 28
WAYS AND MEANS TO IMPROVE THE EXISTING PERFORMANCE APPRAISAL
SYSTEM:
4.12 The way in which the Performance Appraisal System helps
for Future Growth. 30
4.13 The way in which the Training Program helps. 31
4.14 The Self-Improvement after the Performance Appraisal
System. 33
4.15 The parameter to be included In the Performance
Appraisal System. 33
4.16 The level of Communication and Transparency. 34
4.17 The level of changes after the Negative Remarks quotated. 35
4.18 The clarification about the Negative Remarks. 36
EXPLORING OF ASSOCIATION BETWEEN DIFFERENT VARIABLES.
4.19 Related Parameters and their Satisfaction Level 37
4.20 Related Parameters and their Satisfaction Level 39
9
LIST OF CHARTS
Chart No Particulars Page No.
MEASURING THE SATISFACTION LEVEL OF EXISTING PERFORMANCE
APPRAISAL SYSTEM.
4.1 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Punctuality and Discipline. 14
4.2 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Job Knowledge and Quality of Work. 15
4.3 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Writing and Oral abilities. 16
4.4 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Learning and Communication abilities. 17
4.5 Reasons for satisfaction/dissatisfaction level towards the
Measurement of accepting and implementing change. 19
4.6 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Absenteeism Rate. 20
4.7 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Flexibility. 21
4.8Reasons for satisfaction/dissatisfaction level towards the
23
10
Measurement of Personal Grooming.
4.9 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Company Policies. 25
4.10 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Computer Skills. 27
4.11 Reasons for satisfaction/dissatisfaction level towards the
Measurement of Guest Relation. 29
WAYS AND MEANS TO IMPROVE THE EXISTING PERFORMANCE APPRAISAL
SYSTEM:
4.12 The way in which the Performance Appraisal System helps
for Future Growth. 30
4.13 The way in which the Training Program helps. 32
4.14 The Self-Improvement after the Performance Appraisal
System. 33
4.15 The parameter to be included In the Performance
Appraisal System. 33
4.16 The level of Communication and Transparency. 34
4.17 The level of changes after the Negative Remarks quotated. 35
4.18 The clarification about the Negative Remarks. 36
EXPLORING OF ASSOCIATION BETWEEN DIFFERENT VARIABLES.
4.19 Related Parameters and their Satisfaction Level 38
4.20 Related Parameters and their Satisfaction Level 40
11
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CHAPTER – 1
INTRODUCTION
1.1 INDUSTRY PROFILE:
1.1.1 HOSPITALITY INDUSTRY GETS TECHNICALLY FIT:
The hospitality industry in India is increasingly taking the help of technology to
not only cut costs but also lure customers. Today, guests in most five star hotels
can access the Internet through their laptops at the poolside or in conference
rooms, with equal ease, thanks to wireless LAN (WLAN). Innovations like these
that seem like technological marvels today will be commonplace tomorrow, as
almost all leading hospitality chains will provide wireless connectivity.
1.1.2 GOING BACK:
In days gone by it was said that in order to succeed, all a hotel needed was a
scenic location and good cuisine. But in today’s competitive environment, a
mistake as trivial as not taking down a customer’s order can prove disastrous. As
the hospitality industry started looking for ways to improve efficiencies, efforts
and investments in the field of information technology intensified. One of the first
deployments of IT began at the front desk when receptionists began checking the
name of the customer and then allotted a room to him. Big hotels also started
putting in place accounting systems and back office software to improve
processes. As hotel chains started expanding their operations across the
country, it was necessary to monitor their assets.
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1.1.3) DEVELOPMENT IN I.T IN HOTEL INDUSTRY:
Today, the IT initiatives of hotel chains in India have matured, and are being
increasingly fine-tuned to serve the needs of the customer. Says Pradeep
Khetwal, systems manager, Le Royal Meridien (Mumbai), Most hospitality chains
now realize that technology in the hospitality industry is critical to improve the
operational efficiency of a hotel. The industry has moved from the traditional
transaction-based processes such as check-in and reservations to features that
are built and designed specifically for the customer. Services like providing
wireless Internet access to guests will CRM.
While IT initiatives like centralized management and automating daily operations
are important, the key part of retaining a customer is critical to the hospitality
industry, which explains why every chain is taking the help of technology to
improve efficiency. Take a look at Le Royal Meridien. The hotel has deployed a
check-in system on each floor depending on the guest’s profile.
1.1.4) CUSTOMER RELATIONSHIP MANAGEMENT:
CRM is also being adopted in a big way by almost all the big hotel chains in
India. At present, every major hotel chain in India is investing in comprehensive
systems that store complete profiles of their customers. The moment a guest
checks in, he fills a form indicating his various preferences. If he is a regular
client, the hotel immediately knows of his preferences and serves him
accordingly. Most hotels today offer a customer different schemes based on his
profile. In the traditional method, this was done manually with no clear
understanding of a customer’s preferences. But now, with knowledge of the
customer’s history, a hotel can service a customer more efficiently.
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1.1.5) ON LINE RESERVATION SYSTEM:
In the dot-com phase, hotels were attracted to the Web and were expecting
major revenues to come from online reservations. But just like other industries,
hotels too have been disappointed. Today, websites of most hotels serve only as
information outlets, and almost no booking take place through the Web. One
obvious reason is security, which makes customers reluctant to reveal their credit
card details on the Web. Says Shailesh Bhagwat EDP executive of Orchid,
“Proper security systems are a must to avoid fraud in non face-to-face
transactions.
1.1.6) OUTLOOK:
With busy season for the hotel industry approaching in the second half of the
year, overall ARR and occupancy rates of the industry would increase. In some
cities like Bangalore and Hyderabad, ARR and occupancy rates would remain
higher than industry average, as demand supply scenario is favoring the hotels.
As the busy season for the hotel industry commences in the second half of year,
the companies’ revenues and profitability are set to increase. Almost 65-70% of
total revenues and 70-80% of the profits of hotel industry come in second half of
year. Mid-cap stocks like Hotel Leelaventures and TAJGVK Hotels would
outperform the industry in top line and bottom line growth as they have properties
in right locations.
1.2.7) BAN GALORE HOTEL INDUSTRY IS ON A HIGH:
The hotel industry in Bangalore is witnessing an all-time high. While the business
has been on an upswing for the past two years, industry sources say, that this
year too has started on a great note. Most categories of hotels are expecting
90% and above occupancies till March. CNBC-TV18 reports on why it is so
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difficult to get a room in Bangalore these days. Bang lore’s hotels are going
chock-a-block these days. What began as a boom two years ago, has now
turned into full-fledged growth for the entire industry, leading to almost 19 new
hotels being built in the city. But analysts say even this will not quell the demand
for the burgeoning visitor population into the city. This is reflected in last year's
spike in occupancies continuing this year also, despite an additional hotel being
available now. In Bangalore, 60% of the visitors coming to the hotels are from the
business category. However, currently, events like the visit of an international
pastor Benny Hinn and the upcoming international Aero show, combined with
musician Sting's visit in February is spiking occupancy rates. Bangalore recorded
an average of 79% hotel occupancy last year - the highest in the country. This
demand has predictably led to an increase in revenues.
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1.2 COMPANY PROFILE:
1.2.1 INTRODUCTION:
CAG Pride “your Privilege…Our Pride” launched in the year 1998 September
with 32 rooms. CAG Pride is the Coimbatore’s latest and ultra modern three star
business class hotel and it is eight Year old. The motto of the company is
“Redefining Hospitality”.
1.2.2 ABOUT CAG GROUPS:
CAG PRIDE is bought by Coimbatore Auto Garrage (CAG), the pioneers in the
automobile industry for over 40 years. CAG had expanded its operation to,
CAG motor dealership for Daewoo and Matiz cars (parent
company).
CAG enterprise dealership for Yamaha motorcycles.
CAG equipment manufacturing automobile aucillary spares.
The CAG group is well established and reputed name in the automobile industry
with 40 years of experienced service and the group has now diversified in to the
hotel industry. CAG Pride has opened a new vista in the hospitality horizon with a
commitment to quality and continued improvement, providing reliable,
responsible and sincere to its guests.
The CAG groups is a well established and reputed name in the automobile
Industry with 40 years of experienced service and the group has now diversified
into the hotel industry. CAG Pride has opened the new vista in the hospitality
horizon with the commitment to quality and continued improvement, providing
reliable, responsible and sincere service to its guests.
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1.2.3 ABOUT THE SERVICE:
The hotel provides genuine hospitality and gracious service to all it guests. It has
all the comforts to make you feel very much at home. The ambience of the hotel
and the ever-attentive service personnel make your stay a very pleasant and a
memorable one. Our hospitality comes straight from the heart and it will make
you return here many times in the future.
1.2.4 FACILITIES AVAILABLE:
74 LUXURIOUS ROOMS:
CAG Pride is centrally air-conditioned having 74 luxurious rooms and suites. The
well-appointed rooms are brightly lit and have a soothing ambience. The suites
are well equipped with all the modern amenities to meet all your requirements.
The room service is forever prompt and efficient and all these features combine
to make CAG Pride, the perfect halt during a business meetings and conferences
any time of the year.
STEAMING KETTLE:
Our very own coffee shop is open round the clock. The café dishes out quick and
tasty snacks, hygienic food, tea or coffee piping hot or cold beverages all
economically priced to suit your tastes.
GOLDEN CROP:
The multicuisine restaurant serves haute cuisine. Our expert chefs prepare
sumptuous and succulent delights to pamper the taste buds of all our guests. Our
exotic recipes are a gourments delight. This restaurant offers Indian, continental
and Chinese till midnight.
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KNOTTY SPIRITS:
The well stocked cock tail lounge with colonial ambience and choice cocktails.
Our permit room is an escape from the business pressures and it lightens your
spirits. The permit room has an Impressive and select wine list.
GALLERIA:
The banquet cum conference hall is well lit and very spacious. It easily
accommodates 120 persons. A perfect setting for a Business meet, seminar,
conference or an informal get-together.
PRIDE LOUNGE:
The prestigious hall is located in the lower lobby lever and suitable for smaller
meetings, can accommodate up to 30-40 persons at a time.
BOARD ROOM:
The apt room situated in the lower lobby level to convene any kind of formal
meetings accommodating 8-12 persons at a time.
1.1.5 LOCATION:
CAG Pride is centrally located near the city central bus stand and within easy
access to many shopping arcades. It is just 2 KM from city railway station and 8
Km’s from the airport making it very convenient address for you.
1.1.6 COMPANY POLICY:
“To provide our guests with the quality service, quality facility and memorable
wine and dine experience through quality process and procedures”
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1.3 REVIEW OF LITERATURE:
1.3.1 PERFORMANCE APPRAISAL:
Performance appraisal, personnel rating, merit rating or performance evaluation
is one of the most important functions of personnel management. People differ in
their abilities and aptitudes. The personnel management should know these
differences to develop various development programmes in the organization to
have an efficient work force. Merit-rating technique has been evolved to know the
relative worth of the employee – quantitatively and qualitatively – on the job, in
comparison to other fellow workers. Merit rating is used for measuring the merit
or performance of an employee and comparing it with that of others in the same
group.
1.3.2 OBJECTIVE:
“The overall objective of performance appraisal is to improve the efficiency of an
enterprise by attempting to mobilize the best possible efforts from individuals
employed in it. Such appraisal achieves four objectives including the salary
reviews, the development and training of individuals, planning job rotation and
assistance promotions”.
THE LITERATURE REVIEW GIVEN BELOW IS WITH REFERENCE TO
HOTEL “SURYAINTERNATIONAL”, COIMBATORE.
In Hotel Surya International Performance Appraisal, is done once in six months
once. Performance Appraisal is conducted for all the employees by their
respective head of the department. After conducting the appraisal, the
performance is ranked with the standard performance system.
20
If the high-ranking employee is from the lower cader, then the employee is given
promotion or free holiday tickets to the family or free uniforms or food is provided
when they are in duty or salary is increased. If the employee is from poor family
then the fund is provided for their children for basic education.
If the performance of the employees is not good, then the industry will try to find
out problems and it will pay more attention to those employees and the company
will train them and give motivation for those employees whose performance is
not good.
More over the employees are considered as their family members and the
employees have the chance to have open interaction with the top management.
This project results in performance appraisal was noted in the year July 2000.
The results were analyzed by using simple percentage method.
As far as CAG Pride is concern, there is no such research work is been carried
out. This is the first time the research work is been carried out by me since the
company is in state of dilemma. And the management was in the position to
know whether the existing performance appraisal system is effective or not. And
they want the employees to suggest some of the ways and means to improve the
existing performance appraisal system.
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CHAPTER – 2
2.1 NEED FOR THE STUDY:
The following are the needs to do the research at CAG Pride.
1. There is no such research work was carried before.
2. The management was in the position to know whether the existing
performance appraisal system is effective or not.
3. To measure the satisfaction level of the employees.
4. To get suggestions from the employees for further improvement in existing
performance appraisal system.
5. To contribute to the growth of the organization.
2.2 OBJECTIVES:
2.2.1 PRIMARY OBJECTIVE:
Measuring the effectiveness of the existing performance appraisal system.
2.2.2 SECONDARY OBJECTIVES:
1. Suggest the ways and means to improve the effectiveness of the existing
performance appraisal system.
2. To measure the subjectivity and objectivity, which influence the existing
Performance appraisal system and remove the subjectivity and increase
the objectivity.
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2.3 LIMITATIONS OF THIS STUDY
1. The respondent attitude did not allow me to get their true feelings.
2. Most of the respondent feared to give their name.
3. Most of the employees were busy with their tight work and they don’t want
to be disturbed.
4. Employees are very limited and duration is limited.
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CHAPTER 3
RESEARCH METHODOLOGY
3.1 RESEARCH DESIGN:
A research design is the arrangement of conditions for collection and analysis of
data in a manner that aims to combine relevance to the research purpose with
economy in procedure.
There are three types of research designs. They are,
Exploratory research design.
Conclusive research design.
Descriptive research design.
Casual research design.
Performance monitoring research.
The research design that is been applied is Performance Monitoring research
design. The performance of the employee is monitored based on the strategy of
the organization and this research helps us to learn how this strategy is working.
3.2 SAMPLING DESIGN:
3.2.1 POPULATION:
The employees of CAG Pride will constitute the entire population. Here the entire
population is considered for my study because the population is limited.
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3.3 DATA COLLECTION:
Data is recorded measure of phenomena. While deciding about the method of
data collection, the researcher should keep in the mind about two types of data.
They are,
Primary Data
Secondary Data.
3.3.1) PRIMARY DATA:
Primary data is the first hand information, which the researcher gets from the
population. The tool for collecting primary data is “Questionnaire”. These data
are collected directly from the employees of CAG Pride.
3.3.2) SECONDARY DATA:
Secondary data has been collected from the books, magazines, Internet etc….
3.4) TOOLS USED:
The tool used for collecting the primary data is “Questionnaire”. The
questionnaire was used to collect the bulk of data. Questionnaire is the set of
questions put forward for the employees to answer. The required data was
collected by using both open-ended and close-ended questions. This is a
preferred technique for collecting the primary data. Any doubts raised were
cleared immediately. The questionnaire uses 5-point likert scale and it is a
structured questionnaire.
25
CHAPTER 4
TABLE 4.1. REASONS FOR SATISFACTION/DISSATISFACTION LEVEL TOWARDS THE MEASUREMENT OF PUNCTUALITY AND DISCIPLINE.
Satisfaction level
Options
Highly satisfied
% Value Satisfied % Value
Proper record keeping 6 100 77 82Nature of the appraiser - - 5 5.3Helps for the future growth - - 9 9.5All the above - - 3 3.19Grand total 6 100 94 100
82% of the employees are satisfied by measurement through proper record
keeping. The company should concentrate in maintaining records in addition to; it
should concentrate more on other parameters mentioned above.
CHART 4.1: REASONS FOR SATISFACTION/DISSATISFACTION LEVEL TOWARDS THE MEASUREMENT OF PUNCTUALITY AND DISCIPLINE.
26
TABLE 4.2. REASONS FOR SATISFACTION/DISSATISFACTION LEVEL TOWARDS THE MEASUREMENT OF JOB KNOWLEDGE, QUALITY OF
WORK ETC.
Satisfaction level
Options
Highly satisfied
% Satisfied %
Handling of work independently - - 47 47.4Achievements based on org.goal 1 100 35 35.3Helps for the future growth - - 2 2Personal interest contributing to org.goal - - 6 6.1With in the stipulated time - - 3 3All the above - - 6 6.1Grand total 1 100 99 100
Among 100% of the employees, 47.4% are satisfied through measurement
through handling of work independently and 35% of the employees are satisfied
through measurements of achievements based on the organization goal. From
the above table it is clear that the company should get focus with the other
variables in order to increase the satisfaction level of the employees.
CHART 4.2. REASONS FOR SATISFACTION/DISSATISFACTION LEVEL TOWARDS THE MEASUREMENT OF JOB KNOWLEDGE, QUALITY OF
WORK ETC.
27
TABLE 4.3. REASONS FOR SATISFACTION/DISSATISFACTION LEVEL TOWARDS THE MEASUREMENT OF WRITING AND ORAL ABILITIES.
Satisfaction Level
Options
Satisfied % Value Dissatisfied % Value
Measurement through addressing the meeting/ Do not measure
31 32 3 100
Proper record keeping 54 55.6 - -Nature of the appraiser 1 1 - -Helps for the future growth 4 4.1 - -All the above 7 7.2 - -Grand total 97 100 3 100
Out of 100% of the employees, 56% are satisfied through measurement of
proper record keeping. The company should focus on other factors in order to
increase the satisfaction level. Only 3 employees are dissatisfied because they
think that it does not measure through addressing the meetings.
CHART 4.3. REASONS FOR SATISFACTION/DISSATISFACTION LEVEL TOWARDS THE MEASUREMENT OF WRITING AND ORAL ABILITIES.
28
TABLE 4.4 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL TOWARDS THE MEASUREMENT OF LEARNING AND COMMUNICATION
ABILITIES.
Satisfaction LevelOptions
Highly satisfied
% Value Satisfied % Value
Co-ordination among employees
1 100 54 55
Willingness to learn the job - - 30 30.3Addressing the meetings - - 1 1Nature of the appraiser - - 3 3Helps for future growth - - 2 2All the above - - 9 9Grand total 1 100 99 100
Among 100% of the employees, 54% are satisfied because of the measurement
through co-ordination among employees. The organization should concentrate
more on other factors in order to increase the satisfaction level of the employees.
CHART 4.4 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL TOWARDS THE MEASUREMENT OF LEARNING AND COMMUNICATION
ABILITIES.
29
TABLE 4.5 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL
TOWARDS THE MEASUREMENT OF ACCEPTING AND IMPLEMENTING
CHANGE.
Satisfaction level
Options
Satisfied % Dissatisfied %
Higher authorities referred 15 15.6 - -
Taking immediate action/do not 64 66.6 2 50
Referring the manual/do not 5 5.2 1 25
Proper record keeping 3 3 - -
Nature of the appraiser 3 3 - -
Helps for the future growth 6 6.2 - -
All the above - - 1 25
Grand total 96 100 4 100
Among 100%, measuring the ability in taking immediate action satisfies only
66.67% of the employees. The company should increase the level of employee’s
ability in taking immediate action. In addition to, the company should concentrate
on the other variables mentioned above. Among dissatisfaction level, 2
employees are dissatisfied because it does not help in taking immediate action.
The company could rectify the above factor, in order to eliminate the
dissatisfaction level.
30
CHART 4.5 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL
TOWARDS THE MEASUREMENT OF ACCEPTING AND IMPLEMENTING
CHANGE.
31
TABLE 4.6 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL TOWARDS THE MEASUREMENT OF ABSENTEEISM RATE.
Satisfaction
Level
Options
Highly
Satisfied % Satisfied % Dissatisfied %
Report timing 2 100 16 16.4 - -
Proper record keeping
- - 73 75.2 - -
Nature of the appraiser
- - 3 3 - -
Helps for the future growth
- - 1 1 1 100
All the above - - 4 4.1 - -
Grand total 2 100 97 100 100 100
Among 100% of the employees, 75.25% are satisfied because of measurement
through proper record keeping. The company has to concentrate more on report
timing because only 16.49% of the employees are satisfied. Only one employee
is highly dissatisfied because the employee thinks that absenteeism does not
help for future growth.
CHART 4.6 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL TOWARDS THE
MEASUREMENT OF ABSENTEEISM RATE
32
TABLE 4.7 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL
TOWARDS THE MEASUREMENT OF FLEXIBILITY.
Satisfaction Level
Options
Highly
Satisfied
% Value Satisfied % Value
Helps for the future growth 3 100 53 54.6
Proper record keeping - - 32 32.9
Nature of the appraiser - - 9 9.2
All the above - - 3 3
Grand total 3 100 97 100
Among 100% of the employees, 54.6% are satisfied because they think that it
helps for future growth.32.9% of the employees are satisfied because of
measurement through proper record keeping. The company should
concentrate more on other factors, which will improve the satisfaction level of
the employees.
CHART 4.7 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL TOWARDS THE MEASUREMENT OF FLEXIBILITY
33
TABLE 4.8 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL
TOWARDS THE MEASUREMENT OF PERSONAL GROOMING.
Satisfaction Level
Options
Highly
Satisfied % Satisfied % Dissatisfaction %
Measure the personality/
does not measure
3 100 18 18.9 1 100
Interest towards the job/
does not measure
- - 61 64.2 1 100
Helps for the future
growth
- - 2 2.1 - -
Proper record keeping - - 5 5.2 - -
Nature of the appraiser - - 4 4.2 - -
All the above - - 5 5.2 - -
Grand Total 3 100 95 100 2 100
Among 100% of the employees, 64.2% are satisfied, because it helps to
measure the interest towards the job. The organization could think of increasing
the satisfaction level towards other factors. Among dissatisfaction level, 2
employees are dissatisfied in measuring the personal grooming. If the company
could tell about the importance of the personal grooming, then the satisfaction
level of the employees can be increased.
34
CHART 4.8 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL
TOWARDS THE MEASUREMENT OF PERSONAL GROOMING.
35
TABLE 4.9 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL
TOWARDS THE MEASUREMENT OF COMPANY POLICIES
Satisfaction
Level
Options
Highly
Satisfied
% Satisfie
d
% Dissati
sfied
% Highly
Dissati
sfied
%
Nature of the
appraiser 2 100 4 43.4 - - - -
Existing
measurement
and objectivity
- - 63 68.4 1 33.3 3 100
Helps for
future
growth/does
not
- - 15 16.3 2 66.6 - -
All the above - - 10 10.8 - - - -
Grand total 2 100 92 100 3 100 3 100
Among 100% of the employees, 68.4% are satisfied because they think that
existing measurement and objectivity helps them to know about the company
policies. The company should concentrate more on other factors in order to
increase the satisfaction level. Among the dissatisfaction level, 66.6% of the
employees are dissatisfied because they think that the company policy does not
help for future growth. The company should try to change the attitude of the
employees. Only one employee is highly dissatisfied because they think that
existing measurement and objectivity does not helps. The company should try to
change the wrong idea of the employees.
36
CHART 4.9 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL TOWARDS THE MEASUREMENT OF COMPANY POLICIES
37
TABLE 4.10 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL
TOWARDS THE MEASUREMENT OF EDUCATION AND COMPUTER
SKILLS.
Satisfaction
Level
Options
Highly
Satisfie
d
%
Satisfie
d
% Dissatis
fied
%
Highly
Dissati
sfied
%
Nature of the
appraiser 2 100 4 8.16 1 2.3 1 14.2
Existing
measurement
and objectivity
- - 26 53.06 6 14.2 6 85.7
Helps for future
growth/does
not - - 12 24.48 35 83.3
3
- -
All the above - - 7 14.28 - - - -
Grand total 2 100 49 100 42 100 7 100
Because of the parameter, existing measurement and objectivity, 53.06% of the
employees are satisfied. The company should keep on increasing this factor on
one side and should concentrate more on other variables. Among 100% of the
dissatisfaction level, 83.3% of the employees are dissatisfied because they think
that education and computer policies does not help for the future growth. The
employees are in wrong perception and the company should teach them about
the importance of the education and computer skills and should make all the
employees to be satisfied.
38
CHART 4.10 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL
TOWARDS THE MEASUREMENT OF EDUCATION AND COMPUTER
SKILLS.
39
TABLE 4.11 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL TOWARDS THE MEASUREMENT OF GUEST RELATION.
Satisfaction
Level
Options
Highly
Satisfied % Satisfied % Dissatisfied %
Nature of the
appraiser6 100 4 43.4 - -
Existing
measurement
and objectivity - - 58 63 2 100
Helps for
future
growth/does
not
- - 19 20.6 - -
All the above - - 11 11.9 - -
Grand total 6 100 92 92 2 100
Among 100% of the employees, 63% are satisfied because they think that existing
measurement and objectivity help to measure the guest relation. The company
should concentrate more on other variable in order to increase the satisfaction
level of the employees. Among dissatisfaction level, only one employee is
dissatisfied because of wrong perception that existing measurement and objectivity
does not help.
40
CHART 4.11 REASONS FOR SATISFACTION/DISSATISFACTION LEVEL TOWARDS THE MEASUREMENT OF GUEST RELATION
41
WAYS AND MEANS TO IMPROVE THE EXISTING PERFORMANCE
APPRAISAL SYSTEM
TABLE 4. 12: THE TABLE SHOWS THE WAY IN WHICH THE PERFORMANCE APPRAISAL SYSTEM HELPS FOR FUTURE GROWTH
PAS helps for future growth
Way it helps No.Of.Respondents % Value
Get increments 47 47Motivates for future growth 31 31Improve the quality of work 8 8All the above 13 13PAS does not helps 1 1Grand Total 100 100
Among 100% of the employees, 99% said that the performance appraisal help
for the future growth. 47% of the employees said performance appraisal helps
them to get increments. Only one employee said that performance appraisal
does not help for the future growth. It is the duty of the company to make the
employee to realize about the importance of the appraisal system.
CHART 4. 12: THE TABLE SHOWS THE WAY IN WHICH THE PERFORMANCE APPRAISAL SYSTEM HELPS FOR FUTURE GROWTH.
42
TABLE 4. 13: THE TABLE SHOWS THE WAY IN WHICH THE TRAINING
PROGRAM HELPS.
Way it helps
<1 year
% <2 year
% <3 Year
% >3 year
% TotalValue
Help to increase the productivity
15 37.5 - - 1 2.5 1 2.5 17
Help to increase the quality
9 22.5 1 2.5 4 10 - - 14
Help to improve the health and safety
1 2.5 - - - - - - 1
All the above
1 2.5 2 5 - - 5 12.5 8
Grand Total
26 40 3 40 5 40 6 40 40
Only 40% of the employees said that the training is conducted. Among 40%,
37.5% of the employees said that the training is conducted once in a year and it
helps to increase the productivity. Only one employee said that the training is
conducted more than thrice in a year and it help to increase the productivity. 60%
of the employees said that they had not attended any training program. The
company has to increase the level of percentage by conducting more and regular
training program to the employees, So that the employee can understand how
the training program helps.
43
CHART 4. 13: THE TABLE SHOWS THE WAY IN WHICH THE TRAINING
PROGRAM HELPS
TABLE 4.14.TABLE SHOWS SELF-IMPROVEMENT AFTER PERFORMANCE
APPRAISAL SYSTEM.
44
Improvement after PASNo. OfRespondents % Value
Yes 100 100No - -Grand Total 100 100
100% of the employees tell that they had improved themselves after the appraisal program.
TABLE 4.15.TABLE SHOWS THE PARAMETERS TO BE INCLUDED IN THE PERFORMANCE APPRAISAL SYSTEM.
Parameters No. OfRespondents % Value
Dependability 3 3Inter personal skill 86 86All the above 11 11Grand Total 100 100
Among 100% of the employees, 86% said that the parameter interpersonal
skill is to be included in the appraisal form.
CHART: 4.15.TABLE SHOWS THE PARAMETERS TO BE INCLUDED IN THE PERFORMANCE APPRAISAL SYSTEM.
TABLE 4.16. TABLE SHOWS THE LEVEL OF COMMUNICATION AND
TRANSPARENCY.
45
No.of.respondents
Communication
Transparency
Yes % Value Partly % Value No % Value
Yes 79 94 14 100 - -No 5 5.9 - - 2 100Grand Total 84 100 14 100 2 100
Among 100% of the employees, 94%said that the system is transparent
and there is proper communication regarding the negative remarks. The
company has to increase the level of communication regarding the
negative remarks. Only one employee said that the system is not
transparent and there is no communication regarding the negative
remarks.
CHART 4.16. TABLE SHOWS THE LEVEL OF COMMUNICATION AND TRANSPARENCY.
TABLE 4.17.THE TABLE SHOWS THE LEVEL OF CHANGES AFTER THE NEGATIVE REMARKS QUOTED.
46
Level Of Changes No.Of.Respondents % ValueYes 87 87May be 11 11No 2 2Grand total 100 100
Among 100% of the employees, said that they have changed themselves after
telling their negative remarks. The company is responsible to make changes in
the employees after the appraisal. Only 2 of the employees said that they would
not change themselves after the negative remarks. It is duty of the company to
tell about the company rules and policies and make them to change their
negative.
CHART 4.17.THE TABLE SHOWS THE LEVEL OF CHANGES AFTER THE NEGATIVE REMARKS QUOTED
TABLE 4.18.THE TABLE SHOWS THE CLARIFICATION ABOUT THE
NEGATIVE REMARKS.
47
Parameters Benefit/ChanceClarification Yes % Value No % ValueYes 91 95.7 2 66.7N0 4 4.2 1 33.3Total Value 95 100 3 100
Among 100% of the employees, 95.7% said that they had got chance for further
clarification and they got benefit by it. The organization has to tell about what are
benefits they will get after appraisal, so that the level of employees can
increased. 66.67% of the employees said that they had not got any such chance
for clarification.
CHART 4.18.THE TABLE SHOWS THE CLARIFICATION ABOUT THE
NEGATIVE REMARKS
TABLE 4. 19: MATCHING THE RELATED PARAMETERS AND MEASURING THEIR SATISFACTION LEVEL USING SIMPLE PERCENTAGE METHOD.
48
ParametersName of the parameter
Highly Satisfied
Satisfied Dissatisfied Highly Dissatisfied
IWrite & oral - 97 3 -
Job Knowledge 1 99 - -
IIPun & Discipline 6 94 - -
Absenteeism 2 97 1 -
IIIGuest relation 6 92 2 -
Personal Grooming
3 95 2 -
IVImplement change
- 96 4 -
Flexibility 3 97 - -
VLearn & commu 1 99 - -
Company Policies
2 92 3 3
Approximately more than 90% of the employees are satisfied with the above-
mentioned parameters. Around 5% of the employees are highly satisfied for only
few parameters. Around 4% of the employees are dissatisfied for few parameters
mentioned above. Only 3 of the highly dissatisfied for the parameter company
policies.
CHART 4. 19: MATCHING THE RELATED PARAMETERS AND MEASURING THEIR SATISFACTION LEVEL USING SIMPLE PERCENTAGE METHOD.
49
TABLE 4. 20: MATCHING THE RELATED PARAMETERS AND MEASURING THEIR SATISFACTION LEVEL USING SIMPLE PERCENTAGE METHOD.
50
ParametersName of the parameter
Yes No May Be
ITraining Pgm 40 60 -
Future Growth 99 1 -
IIImprovement 100 - -
Try to Change 87 2 11
IIITransparency 100 - -
Further Clarification
87 2 11
Around 99% of the employees said that performance appraisal helps for future
growth. 100% of the employees said that the system is transparent.
Approximately 10% said that there is chance for further clarification. Around 85%
said that they would try to change themselves after the negative remark quotated
in the appraisal form.
CHART 4. 20: MATCHING THE RELATED PARAMETERS AND MEASURING THEIR SATISFACTION LEVEL USING SIMPLE PERCENTAGE METHOD.
51
CHAPTER 5
FINDINGS
1. The effectiveness of the existing performance appraisal system in CAG
Pride is measured by using the following variables,
52
Punctuality & Discipline
Job knowledge & quality of work.
Writing & oral abilities
Learning & communication
Accept & implement change
Absenteeism rate
Flexibility
Personal Grooming
Company policies
Education &Computer Skills
Guest Relation.
Above 80% of the employees are satisfied on proper
record keeping, which helps to measure the effectiveness
of the employees.
Above 50% of the employees are satisfied with the existing
measurement and objectivity.
Above 60% of the employees are satisfied with the nature
of the appraiser.
Above 80% of the employees are dissatisfied with the
education and computer policy because they think that it
does not help for future growth.
53
2. The following are the ways and means to improve the effectiveness of the
existing performance appraisal system,
Regular training program shall be conducted in order to
increase the awareness on the appraisal system.
After appraisal program, if there is any improvement then
the employees can be motivated by providing incentives.
Adding the parameters such as Interpersonal Skill,
Dependability to the existing performance appraisal
system.
3. The subjectivity is too high for the parameters of education, computer
skills and company policies. The company shall try to increase the
objectivity in those parameters.
SUGGESTIONS
54
1. In order to improve the performance level of employees the organization
should create more awareness and to provide feedback regularly to the
employees about performance appraisal system.
2. Proper training should be given to the employees, in order to increase
their knowledge about the usefulness of the appraisal system.
3. Top management shall continually review the appraisal conducted, which
shall be seen as positive support to the system by the appraiser as well as
appraisees, and their interest will be maintained.After appraisal program if
there is any improvement, the employees should be motivated by
Promotion, Increments etc.
55
CHAPTER 6
CONCLUSION
The study had confirmed that the company is having a good Performance
Appraisal System.
From this study, it is found that majority of the workers were satisfied with
the Performance Appraisal System.
To make the performance appraisal system more efficient and excellent,
the company should give importance to the employees and create
awareness among employees and it shall consider some of the ways and
means suggested by the employees like addition of parameters such as
Interpersonal skill, dependability and conducting regular training program
on the appraisal system.
I hope that the suggestion given in the report may be implemented in
future course for the benefit of the workers and the company.
The company should conduct the similar type of research at regular
interval to know the changing attitude of workers and to know about their
improvement in order to motivate them.
56
APPENDICES - I“A STUDY ON THE EFFECTIVENESS OF THE EXISTING PERFORMANCE
APPRAISAL SYSTEM” – In CAG PRIDE, Coimbatore.
Please put (*) in the appropriate places:
PERSONAL DETAILS
NAME: AGE: GENDER:
DEPARTMENT: DESIGNATION:
1.Are you satisfied with the method used to measure the Punctuality and Discipline in the existing performance appraisal system?
Highly satisfied Satisfied Neutral
Dissatisfied Highly dissatisfied
1.a) If your answer is “satisfied”, because, i Measurement through “proper record keeping”.
ii The nature of the appraiser
iii It help for the future growth.
iv All the above.
If any other, please specify,
1.b) If your answer is “dissatisfied”, because,
i Lack of “record keeping”.
ii The nature of the appraiser.
iii High subjectivity.
iv All the above.
If any other, please specify,
57
2. Are you satisfied with the method used to measure the Job Knowledge, Quality of Work, Effective Time at Work and Attitude towards Work in the existing performance appraisal system?
Highly satisfied Satisfied Neutral
Dissatisfied Highly dissatisfied
2.a) If your answer is “satisfied”, because,
i Measurement through handling of work independently.
ii Measure the achievements based on the organizational goal.
iii It help for the future growth.
iv . Measure the personal interest contributing to organizational interest.
v Measurement of the job within the stipulated time.
vi All the above.
If any other, please specify,
2.b) If your answer is “dissatisfied”, because,
i Not measuring through handling of work independently.
ii Not measuring the achievements based on the organizational goal
iii Doe Not measure the personal interest contributing to organizational interest. iv Does not measure the job within the stipulated time.
v High subjectivity.
vi All the above.
If any other, please specify,
58
3. Are you satisfied with the method used to measure the Writing and Oral abilities in the existing performance appraisal system?
Highly satisfied Satisfied Neutral
Dissatisfied Highly dissatisfied
3.a) If your answer is “satisfied”, because,
i Measurement through “addressing the meetings”.
ii Measurement through “proper record keeping”.
iii The nature of the appraiser.
iv It helps for the future growth.
v All the above.
If any other, please specify,
3.b) If your answer is “dissatisfied”, because of,
i It does not measure through “addressing the meetings”.
ii Lack of record keeping.
iii The nature of the appraiser.
iv High subjectivity.
v All the above.
If any other, please specify,
4. Are you satisfied with the method used to measure the Ability to Learn and Communicate in the existing performance appraisal system?
59
Highly satisfied Satisfied Neutral
Dissatisfied Highly dissatisfied
4.a) If your answer is “satisfied”, because,
i Measurement through “coordination among the employees”.
ii Measurement through “willingness to learn in the job”.
iii Measurement through “addressing the meetings”.
iv The nature of the appraiser.
v It helps for the future growth.
vi All the above.
If any other, please specify,
4.b) If your answer is “dissatisfied”, because,
i not help to measure the coordination among the employees.
ii Does not measure the “willingness to learn in the job”.
iii Does not measure through “addressing the meetings”.
iv The nature of the appraiser.
v It does not help in the future growth. vi High subjectivity
vii All the above.
If any other, please specify,
60
5. Are you satisfied with the method used to measure the Ability to Accept, Implement the Change, to For See Problem and Plan and to take Decision at Short Notice in the existing performance appraisal system? Highly satisfied Satisfied Neutral
Dissatisfied Highly dissatisfied
5 a) If your answer is “satisfied”, because,
i Measurement through how many times the higher authorities are referred. ii Measurement through the “ability to take immediate action”.
iii Measurement through fastness in referring the manual and taking decision iv Measurement through “proper record keeping”.
v The nature of the appraiser
vi It helps for the future growth.
vii All the above.
If any other, please specify,
5.b) If your answer is “dissatisfied”, because,
I Not measure through how many times the higher authorities are referred
ii It does not measure through the “ability in taking immediate action”.
iii not measure through fastness in referring the manual
iv Lack of record keeping.
v The nature of the appraiser. vi High subjectivity. vii All the above.
If any other, please specify,
61
6.Are you satisfied with the method used to measure the Absenteeism Rate in the existing performance appraisal system?
Highly satisfied Satisfied Neutral
Dissatisfied Highly dissatisfied
6.a) If your answer is “satisfied”, because,
i Measurement through “report timing”.
ii Measurement through “proper record keeping”.
iii The nature of the appraiser
iv It helps for the future growth.
v All the above.
If any other, please specify,
6.b) If your answer is “dissatisfied”, because,
i It does not measure through “report timing”.
ii Lack of “record keeping”.
iii The nature of the appraiser.
iv High subjectivity.
v All the above.
If any other, please specify
62
7.Are you satisfied with the method used to measure the Flexibility in the existing performance appraisal system?
Highly satisfied Satisfied Neutral
Dissatisfied Highly dissatisfied
7 a) If your answer is “satisfied”, because,
i Helps for the future growth
ii Measurement through “proper records”.
iii Nature of the appraiser iv All the above.
If any other, please specify,
7 b) If your answer is “dissatisfied”, because,
i Does not helps in the “future growth”.
ii Do not measure through “proper records”.
iii Nature of the appraiser iv All the above.
If any other, please specify,
63
8.Are you satisfied with the method used to measure the Personal Grooming in the existing performance appraisal system?
Highly satisfied Satisfied Neutral
Dissatisfied Highly dissatisfied
8 a) If your answer is “satisfied”, because,
i It helps to “measure the personality”.
ii Measures the “interest towards the job”.
iii Help for the future growth
iv Measurement through “proper records”.
v Nature of the appraiser vi All the above.
If any other, please specify,
8 b) If your answer is “dissatisfied”, because,
i Does not help to “measure the personality”.
ii It does not measures the “interest towards the job”.
iii It does not help for the future growth
iv Measurement through “proper records does not helps”.
v Nature of the appraiser vi All the above.
If any other, please specify,
64
9. Are you satisfied with the method used to measure the Knowledge on the Company policies in the existing performance appraisal system?
Highly satisfied Satisfied Neutral
Dissatisfied Highly dissatisfied
9 a) If your answer is “satisfied”, because,
i Nature of the appraiser. ii Due to “existing measurement and objectivity”.
iii Helps in the future growth.
iv All the above.
If any other, please specify,
9 b) If your answer is “dissatisfied”, because,
i Nature of the appraiser. ii The “existing measurement and objectivity does not help”.
iii Does “not help in the future growth”.
iv All the above.
If any other, please specify,
65
10. Are you satisfied with the method used to measure the Education and Computer Skills in the existing performance appraisal system?
Highly satisfied Satisfied Neutral
Dissatisfied Highly dissatisfied
10 a) If your answer is “satisfied”, because,
i Nature of the appraiser. ii Due to “existing measurement and objectivity”.
iii Helps for the future growth.
iv All the above.
If any other, please specify,
10 b) If your answer is “dissatisfied”, because,
i Nature of the appraiser. ii The “Existing measurement and objectivity does not helps”.
iii Does not help for the future growth.
iv All the above.
If any other, please specify,
66
11.Are you satisfied with the method used to measure the Guest Relation in the existing performance appraisal system?
Highly satisfied Satisfied Neutral
Dissatisfied Highly dissatisfied
11 .a) If your answer is “satisfied”, because,
i Nature of the appraiser. ii Due to “existing measurement and objectivity”.
iii Helps for the future growth.
iv All the above.
If any other, please specify,
11. b) If your answer is “dissatisfied”, because ,
i Nature of the appraiser. ii “Existing measurement and objectivity does not helps”.
iii Does not help for the future growth.
iv All the above.
If any other, please specify,
67
WAYS AND MEANS TO IMPROVE THE EXISTING
PERFORMANCE APPRAISAL
12. Do you think that performance appraisal system help for the future growth?
Yes No
12. a) If yes, in what way does it helps,
Get Increments.
Motivates for Further Growth.
Improve the Quality of Work. All the above
If any other, please specify,
13. After the appraisal program is any training program conducted.
Yes No
13.a) If yes, how many times you have attended the training program
Once in a year Twice in a year
T Thrice in a year More than thrice in a year.
68
13. b) In what ways does the training programme help you?
Helps to increase the productivity.
Helps to improve the quality. Helps to improve the health and safety.
Helps to solve the problem.
Helps to reduce the stress. All the above.
If any other, please specify,
14. Have you improved yourself after getting information from the performance appraisal system?
Yes No
15. Can you suggest some parameters, which have to be included in the performance appraisal?
Dependability.
Inter Personal Skill.
All the above.
If any other, please specify,
16. Do you think that the system is transparent?
Yes Partly Not at all.
69
16.a) If yes, is there is any communication regarding the negative remark given by the appraiser.
Yes No
17. Have you tried to change yourself after the negative remarks quoted in the performance appraisal system?
Yes May be Not at all.
18. Have you been given any chance for further clarification about the negative remarks, after you have been appraised?
Yes I don’t know. Not at all.
18. a) If yes, do you got any benefits.
Yes No
18.b) If no, would you like to have such a chance.
Yes No
19. Can you suggest some methods and tools to measure the parameters in the performance appraisal system?
70
REFERENCES
1. Personnel Management Dr. C.B. Mamoria
Himalaya Publishing House
Mumbai
2. Research Methodology C.R.Kothari
New Age International (P) Limited
New Delhi.
3. Managing Hospitality Human Resource Robert H.Woods.
Web Sites:
WWW. HVS International journal.com
WWW.Google.com