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TRANSCRIPT
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PERFORMANCE APPRAISAL ON BHARGAVEE RUBBERS, MADURAI
TABLE OF CONTENTS
No. Chapter Page No.
I Introduction and desin o! t"e stud#
II Industr# $ro!i%e
III Ana%#sis and inter$retation
IV Findin and suestions and conc%usions
Bi&%iora$"#
A$$endi'
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LIST OF TABLES
NO. TITLE OF TABLES
PAGE
N0.()* Gender +ise c%assi!ication
() E-$%o#ees ae state-ent
()( Inco-e state-ent
(). E-$%o#ees education /ua%i!ication
()0 O$inion o! $er!or-ance a$$raisa%
()1 Met"od o! $er!or-ance a$$raisa% is i-$%e-ented in t"e orani2ation
()3 4ears o! +or5in +it" t"is orani2ation
()6 A$$raisa% $er!or-ance is -ade in t"e orani2ation
()7 O&8ecti9e o! $er!or-ance a$$raisa%: Pro-otion
()*; Con!%ict arise &et+een e-$%o#ees a!ter $er!or-ance a$$raisa% is -ade()** Rates t"e $er!or-ances
()* Basis $er!or-ance a$$raisa% is -ade
()*)* I! #es, !ro- +"en
()*) I! #es, "o+ is it
()*(
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(). Persona% &ias cree$s in +"i%e a$$raisin an indi9idua%
()0 C"ance or an o$$ortunit# +ou%d #ou %i5e t"at t"e current a$$raisa%
$rocedure s"ou%d &e re9ie+ed
()1 Per!or-ance a$$raisa% %eads to identi!ication o! "idden $otentia% o! t"e
e-$%o#ees
()3
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(). Persona% &ias cree$s in +"i%e a$$raisin an indi9idua%
()0 C"ance or an o$$ortunit# +ou%d #ou %i5e t"at t"e current a$$raisa%
$rocedure s"ou%d &e re9ie+ed
()1 Per!or-ance a$$raisa% %eads to identi!ication o! "idden $otentia% o! t"e
e-$%o#ees
()3
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INTRODUCTION
A$$raisin t"e $er!or-ance o! indi9idua%s, rou$s, and orani2ations is a
co--on $ractice o! a%% societies) A$$raisa% o! one indi9idua% anot"er indi9idua% is a
continuous $rocess and it is Natura% $"eno-enon in "u-an &eins) o! -an@-an ratin s#ste- or -erit ratin) It +as used !or e9a%uatin -i%itar#
o!!icers) Once t"e e-$%o#ee "as &een se%ected, trained t"e -oti9ated, "e is t"en a$$raised !or "is
$er!or-ance) Per!or-ance a$$raisa% is t"e ste$ +"ere t"e -anae-ent !inds out "o+ e!!ecti9e it
"as &een at "irin and $%acin e-$%o#ees i! an# $ro&%e-s are identi!ied, ste$s are ta5en to
co--unicate t"e e-$%o#ee and to re-ed# t"e-) A $er!or-ance a$$raisa% is a $rocess o!
e9a%uatin t"e $er!or-ance and /ua%i!ication o! e-$%o#ee accordin to 8o& and its re/uire-ent)
It is a%so 5no+n as t"e $rocess o! esti-atin and 8udin t"e 9a%ue, e'ce%%ence) ua%ities o!
status o! so-e o&8ect $erson or t"ins) Indi9idua%%# and co%%ecti9e%#, it is t"e $art o! a%% ot"er
sta!!in $rocess, %i5e recruit-ent, se%ection, $%ace-ent etc)
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MEANING
Per!or-ance e9a%uation or $er!or-ance a$$raisa% is t"e $rocess o! assessin t"e
$er!or-ance and $roress o! an e-$%o#ee or o! a rou$ o! e-$%o#ees on a i9en 8o& and "is
$otentia% !or !uture de9e%o$-ent)
Accord!g to F"ppo
=Per!or-ance A$$raisa% is t"e s#ste-atic, $eriodic and an i-$artia% ratin o! an
e-$%o#ee?s e'ce%%ence in -atters $ertainin to "is $resent 8o& and "is $otentia% !or a &etter 8o&>)
CONCEPT O# PERFORMANCE APPRAISAL
Per!or-ance e9a%uation or $er!or-ance a$$raisa% is t"e $rocess o! assessin
$er!or-ance and $roress o! e-$%o#ee or o! a rou$ o! e-$%o#ee on a i9en 8o& and "is
$otentia% !or !uture de9e%o$-ent) In conce$t o! a%% !or-a% $rocedure used +or5in orani2ation
to e9a%uate $ersona%it#, contri&ution and $otentia% o! e-$%o#ees)
The $a! character%tc o# per#or$a!ce appra%a" % a #o""o&%'
*) Per!or-ance a$$raisa% is t"e $rocess consistin o! series o! ste$s)
) It is t"e s#ste-atic e'a-ination o! e-$%o#ee?s strent" and +ea5ness in ter-s o!
8o&s)
() Per!or-ance a$$raisa% is t"e scienti!ic or o&8ecti9e stud#) For-a% $rocedure is used
in t"e stud# t"e sa-e a$$roac" is ado$ted !or a%% 8o& "o%ders !or t"at resu%t is
co-$ara&%e)
.) It is an orani2in or continuous $rocess +"ere in t"e 9a%uation is arraned
$eriodica%%# accordin to a de!inite $%an)
0)
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OB(ECTI)ES OF PERFORMANCE APPRAISAL
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s$eci!ied +it" t"e "e%$ o! 8o& ana%#sis, +"ic" re9ea%s t"e contents o! 8o&)
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Ma!-to-Ma! co$par%o! $ethod'In t"is -et"od, certain !actors are se%ected ! or
t"e $ur$ose o! ana%#sis and t"e rater !or eac" !actor desins a sca%e) A sca%e o! -an is
a%so created !or eac" se%ected !or eac" !actor) in res$ect o! one !actor at a ti-e)
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Gro,p appra%a" $ethod + Under t"is -et"od, a rou$ o! e9a%uators assess
e-$%o#ees)
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Criticis- e'ercised a neati9e i-$act on oa% attain-ent)
Criticis- increased antaonis- and de!ensi9eness a-on e-$%o#ees resu%tin in
in!erior $er!or-ance)
Manaers enera%%# are not /ua%i!ied to assess $ersona%it# traits) So-e -anaers discourae ood $er!or-ances o9er e-$"asi2in
s"ortco-ins and a%-ost ne%ectin ood +or5)
In order to o9erco-e t"ese +ea5nesses so-e ne+ tec"ni/ues o! $er!or-ances a$$raisa% "a9e
&een de9e%o$ed)
Moder! $ethod%
A%%e%%$e!t% ce!tre $ethod + An assess-ents centre is a rou$ o! e-$%o#ee dra+n
!ro- di!!erent +or5 units)
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e-$%o#ees)
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*2 Se%! e9a%uation t"e e-$%o#ees ets co-$ared +it" t"e $erce$tion o! ot"ers)
c2 He%$s in -a'i-i2in e-$%o#ee $otentia% in t"e !ace o! c"a%%enes)
TRENDS IN PERFORMANCE APPRAISAL'
AD)ANTAGES OF BARS
Ratins are %i5e%# to &e accurate &ecause t"ese are done e'$erts)
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Appra%a" * re%,"t% or MBO 1Ma!age$e!t * O*5ect/e%2 +
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Ends -eans c"ain
Ro%e c%ari!#
O&8ecti9e a$$raisa%
Moti9ation and co--it-ent Manae-ent de9e%o$-ent
Co@ordination
LIMITATIONS
Di!!icu%t# in oa% settin
Pro&%e- o! $artici$ation
Lac5 o! understandin
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Restructurin t"e /uestions re/uirin t"e e9a%uator to consider eac" /uestion in
de$endent%#)
Le!e!c or %trct!e%% te!de!c - E9er# e9a%uator "as "is o+n 9a%ue s#ste- +"ic" acts
as a standard aainst +"ic" "e -a5es "is a$$raisa%s) Re%ati9e to t"e true or actua%
$er!or-ance an indi9idua% e'"i&its, so-e su$er9isors "a9e a tendenc# to &e %i&era% in
t"eir ratin, t"at is t"e# consistent%# assin "i" 9a%ues? to t"eir e-$%o#ees, +"i%e at
ot"er ti-es t"e# -a# "a9e a tendenc# to assin consistent%# %o+ ratin?) to a%% t"e e-$%o#ees +it" a 9ie+ to a9oidin co--it-ent or
in9o%9e-entJ or +"en t"e rater is in dou&t or "as inade/uate in!or-ation or %ac5 o!
5no+%ede a&out t"e &e"a9iour o! t"e e-$%o#ee, or +"en "e does not "a9e -uc" ti-e at
"is dis$osa%)
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ano-a%ies and contradictions t"an %o+ di!!erentiators>) A socia% di!!erentiation -a5es
e9a%uation usin trait? criteria unre%ia&%e)
STEPS FOR MA7ING APPRAISAL SUCCESSFUL
E'istence o! an at-os$"ere o! con!idence and trust)
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)
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Researc" desin is t"e $%an, structure to ans+er +"o-, +"en, +"ere and "o+ t"e su&8ect
is under in9estiation) Here $%an is an out%ine o! t"e researc" sc"e-e K +"ic" t"e researc"er "as
to +or5)
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NUMBER OF RESPONDENTS
0; res$ondents are used in t"is researc"
DATA COLLECTION
uestionnaire is used in t"is stud#) It is a c%ose ended /uestionnaire +it" c%ear set o!
/uestions)
DATA
Pri-ar# data
Secondar# data
DATA COLLECTION
Pri-ar# data Pri-ar# data +as co%%ected t"rou" /uestionnaire and inter9ie+ -et"od
Secondar# data Secondar# data +as co%%ected t"rou" -anae-ent &oo5s and +e&
Sites
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INDUSTR8 PROFILE
A*%tract
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PROFILE
Ru&&er and ru&&er $roducts, ru&&er &ased industries, natura% ru&&er, s#nt"etic
ru&&er, t#re, tire, ru&&er c"e-ica%s, industria% ru&&er $roducts, ru&&er !or auto-o&i%es, e'truded
ru&&er, -edica%, ad"esi9es K sea%ant, &e%t, !oot+ear, %o9es, in8ection $arts
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I!da! R,**er Maret
India?s $roduction 9aries &et+een 1 and 3 %a5" tons annua%%# +"ic" a-ounts
to Rs) (;;; cores) Se9ent# $ercent o! t"e tota% ru&&er $roduction in India is in t"e !or- o!
Ri&&ed s-o5ed s"eets RSS)
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+"ic" is a%read# co9ered t"e e'istin units) )ISION
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e are co--itted to -eet custo-er?s re/uire-ents on ti-es +it"
consistent /ua%it# at a co-$etiti9e $rice a%so ai- to ensure continuous
inno9ati9e ideas and tota% in9o%9e-ent o! $eo$%e)
e !o%%o+ /ua%it# $rocedure &ased on ISO@7;;*@;;6,
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Fac"te%
Tr$$!g #ac"te%
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La* #ac"te%
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Ra& $atera" a!d #!%hed good% %tore%
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TABLE 3.?
GENDER @ISE CLASSIFACATION
PARTICULAR NO OF RESPONDENTS PERCENTAGE
Ma%e .; 6;
Fe-a%e *; ;
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FIGURE 3.?
GENDER @ISE CLASSIFACATION
Male Female
!
"
#
$
%
&
'
(
)
Female
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TABLE 3.
EMPLO8EES AGE STATEMENT
PARTICULAR NO OF RESPONDENTS PERCENTAGE
Be%o+ *6 0 *;
*7 6 *0 (;
7 @(6 ; .;
(7 .1 *; ;
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FIGURE 3.
EMPLO8EES AGE STATEMENT
*elow + !( !) + "( ") + #( #) + $&
%
!
!%
"
"%
#
#%
$
$%
#) + $&
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TABLE 3.3
INCOME STATEMENT
PARTICULAR NO OF RESPONDENTS PERCENTAGE
0;;; @ *;0;; *0 (;
*;0;* @ *0;;; ; .;
*0;;* @ 0;; *0 (;
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FIGURE 3.3
INCOME STATEMENT
% +!% !%! +!% !%! + ""%
%
!
!%
"
"%
#
#%
$
$%
!%! + ""%
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TABLE 3.
EDUCATION :UALIFICATION
PARTICULAR NO OF RESPONDENTS PERCENTAGE
SSLC 0 *;
U)G *0 (;
P)G *; ;
DIPLOMA ; .;
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FIGURE 3.
EDUCATION :UALIFICATION
--/ 0.1 2.1 3I2M4
%
!
!%
"
"%
#
#%
$
$%
sslc
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TABLE 3.
IN 8OUR OPINION PERFORMANCE APPRAISAL
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
E9a%uation o! e-$%o#ees *; ;
Pro-otion o! e-$%o#ees ; .;
o& satis!action o! e-$%o#ee * .
Moti9ation 6 *1
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FIGURE 3.
E9a%u
ation
o!E-$%
o#ees
Pro-o
tiono!E
-$%o#
ees
o&S
atis!a
ctiono!
E-$%o
#ee
M
oti9atio
n
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TABLE 3.4
METHOD OF PERFORMANCE APPRAISAL IMPLEMENTED IN THEORGANIATION
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
Merit *3 (.
Gradin 0 0;
Ot"er 6 *1
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Merit Gradin Ot"er
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PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
;@0 #ears ; .;
0@*; #ears *; ;*; to *0 #ears ; .;
More t"an *0 #ears ; ;
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;@04ears
*;to
*04ears
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PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
Mont"%# (; 1;
uarter%# *0 (;4ear%# ( 1
Ot"ers .
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Mont"%#
Duart
er%#
4ear%
#
Ot"e
rs
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OB(ECTI)E OF PERFORMANCE APPRAISAL PROMOTION
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
Assessin trainin and de9e%o$-ent
needs
* .
Pa# rise *. 6
Ot"ers . .6
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Assessin trainin and de9e%o$-ent needs Ot"ers
!
"
#
$
%
&
'
(
)
!
5, ,F R6-2,53657- percentage
TABLE 3.?0
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THERE AN8 CONFLICT ARISE BET@EEN EMPLO8EES AFTER PERFORMANCE
APPRAISAL IS MADE
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
O!ten * .
So-eti-es *( 1
Ne9er 1 *
Fre/uent%# *; ;
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O!ten
Ne9er
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RATES THE PERFORMANCES
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
Su$eriors *. 6
Su&ordinates *( 1
C%ients *6 (1
A%% 0 *;
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-upe
riors
-ubo
rdin
ates
/lie
nts 4l
l7o
tal
!
"
#
$%
&
'
(
)
!
5 F R6-253657-
percentage
TABLE 3.?
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BASIS PERFORMANCE APPRAISAL IS MADE
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
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IF 8ES9 FROM @HEN
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
Recent%# *6 (1
More t"an one #ear * .
Less t"an one #ear ; .;
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Recent%#
Less
t"ano
ne#ear
!
"
#
$
%
&
'
()
!
5 F R6-253657-
percentage
TABLE 3.?.
IF 8ES9 HO@ IS IT
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PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
Positi9e 6 01
Neati9e * .Bot" *; ;
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Positi9e Neati9e Bot"
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THE APPRAISAL PROCESS
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
Once durin t"e ser9ice $eriod ..
Continuous *; ;
Ne9er 6 *1
Can?t sa# *; ;
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,nce
dur
ing
the
service
per
iod
/an8
t-ay
!"#
$%&'()
!
5, ,F R6-2,53657-
percentage
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TABLE 3.?
@HAT IN 8OUR OPINION SHOULD BE THE TIME PERIOD OF CONDUCTING
CONTINUOUS APPRAISAL
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
uarter%# 3 0.
Ha%! #ear%# * .
4ear%# **
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9uar
terly
;alf
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TABLE 3.?
APPRAISAL S8STEM HELPS IN POLISHING THE S7ILLS OR PERFORMANCE
AREA
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
4es .0 7;
No 0 *;
So-e+"at ; ;
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TABLE 3.?4
HA)E 8OU BEEN APPRAISED IN 8OUR CAREER
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
ti-es (; 1;
ti-es *; ;
Not a$$raised *; ;
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"tim
es
="
7im
es
5ot4
ppra
ised
7ota
l
!
"
#
$%
&
'
(
)
!
5 F R6-253657-
percentage
TABLE 3.?
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PERFORMANCE APPRAISAL IS HA)ING A DIRECT LIN7AGE @ITH TRAINING
AND DE)ELOPMENT
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
Fu%%# * .
Part%# *0 (;
Not at a%% ( .1
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Fully 2artly 5ot at all 7otal
!
"
#
$
%
&
'
(
)
!
5 F R6-253657-
percentage
TABLE 3.?
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NECESSIT8 TO MAINTAIN CONFIDENTIALIT8 IN APPRAISAL S8STEM
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
Necessar# *6 (1
Necessar# to an e'tent * .
Not at a%% necessar# ; .;
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5ece
ssar
y
5ece
ssar
yto
an
e>te
nt
5ota
talln
eces
sary
7o
tal
!"#
$%&'()
!
5, ,F R6-2,53657-
percentage
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TABLE 3.?
EMPLO8EE NEEDS A BETTER
SALAR8 AND INCENTI)E
PAC7AGE TO PERFORM
BETTER
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
Stron%# aree *; ;
Aree 0 0;
Neutra% 0 *;
Disaree .
Stron%# disaree 6 *1
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-tro
ngly
4gre
e
3isa
gree
!
"
#
$%
&
'
(
)
!
5 F R6-253657-
percentage
TABLE 3.0
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INCREMENT IN 8OUR SALAR8 AFTER PERFORMANCE APPRAISAL
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
4es (1 3
No *. 6
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TABLE 3.?
PERFORMANCE APPRAISAL HELPS PEOPLE SET AND ACHIE)E MEANINGFUL
GOALS
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
4es 0; *;;
No ; ;
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PERFORMANCE APPRAISAL S8STEM @ILL HELP IN E)O7ING EMPLO8EEJS
COMMITMENT TO @OR7
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
4es 6 01
No ..
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TABLE 3.3
OPINION SHOULD APPRAISE THE EMPLO8EE
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
Su$erior 6 *1
Peer *0 (;
Su&ordinates * .
Se%! a$$raisa% 1 *
Consu%tant ; ;
A%% o! t"e a&o9e ; ;
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-upe
rior
-ubo
rdin
ates
/ons
ulta
nt7o
tal
!
"
#
$%
&
'
(
)
!
5 F R6-253657-
percentage
TABLE 3.
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PERSONAL BIAS CREEPS IN @HILE APPRAISING AN INDI)IDUAL
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
4es (. 16
No *1 (
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CHANCE OR AN OPPORTUNIT8 @OULD 8OU LI7E THAT THE CURRENT
APPRAISAL PROCEDURE SHOULD BE RE)IE@ED
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
4es * .
No ; .;
Can?t sa# 7 *6
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83/103
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TABLE 3.4
PERFORMANCE APPRAISAL LEADS TO IDENTIFICATION OF HIDDEN
POTENTIAL OF THE EMPLO8EES
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
4es (. 16
No *1 (
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THE PROMOTIONS ARE STRICTL8 BASED ON PERFORMANCE APPRAISAL
PROCESS
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
4es .. 66
No 1 *
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87/103
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EMPLO8EE NEEDS A BETTER SALAR8 AND INCENTI)E PAC7AGE TO
PERFORM BETTER
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
Aree (1 3
Neutra% *; ;
Stron%# disaree . 6
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4gre
e
stro
ngly
3isa
gree
!"#$%&'(
)!
percentage
percentage
TABLE 3.
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PERFORMANCE APPRAISAL CREATES AN EFFECTI)E @OR7 EN)IRONMENT
AND POSITI)E RELATIONSHIPS
PARTICULAR NO OF
RESPONDENTS
PERCENTAGE
Stron%# disaree ; ;
Disaree *; ;
Aree **
Stron%# aree 7 06
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-trongly disagree agree 7otal
!
"
#
$
%
&
'
(
)
!
5 F R6-253657-
percentage
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FINDINGS9 SUGGESTIONS9 SUMMAR8 AND CONCLUSIONS
FINDING
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Ma8orit# o! t"e res$ondent .; $ro-otion o! e-$%o#ees o$inion $er!or-ance
a$$raisa%)
Ma8orit# o! t"e res$ondent 0; randin -et"od i-$%e-ented in t"e $er!or-ance
a$$raisa% is orani2ation)
Ma8orit# o! t"e res$ondent .; *; to *0 #ears +or5in +it" t"is orani2ation) Ma8orit# o! t"e res$ondent 1; -ont"%# a$$raisa% is -ade in t"e orani2ation)
Ma8orit# ;! t"e res$ondent .6 ot"er Pro-otion o&8ecti9e o! $er!or-ance a$$raisa%)
Ma8orit# o! t"e res$ondent . &et+een e-$%o#ees a!ter $er!or-ance a$$raisa%)
Ma8orit# o! t"e res$ondent (1 c%ients rates t"e $er!or-ances
Ma8orit# o! t"e res$ondent 31 tota% out$ut $er!or-ance a$$raisa%)
Ma8orit# o! t"e res$ondent .. Once durin t"e ser9ice $eriodt"e a$$raisa% $rocess)
Ma8orit# o! t"e res$ondent 7; #es a$$raisa% s#ste- "e%$s in $o%is"in t"e s5i%%s or
$er!or-ance area)
SUGGESTIONS
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Sa-$%es o! 0; res$onds, se%ected at rando- !ro- O to -idd%e %e9e% -anae-ent !ro-
di!!erent de$art-ents +ere sou"t !or t"eir o$inions on t"e e'istin a$$raisa% s#ste-)
A sur9e# +as conducted +a# o! /uestionnaire and discussion to !ind out +"et"er t
"e e-$%o#ees are satis!ied +it" t"e e'istin s#ste- and t"eir o$inions on re%ated areas)
SUGGESTIONS FOR A BETTER PERFORMANCE APPRAISAL S8STEM
For i-$ro9e-ent o! t"e $er!or-er t"e a$$raisa% can &e conducted /uarter%# so t
"at &etter resu%ts can &e ac"ie9ed
For &etter resu%ts, A$$raisa% s#ste- s"ou%d &e connected to incenti9e sc"e-e)
As t"e a$$raisa% is direct%# %in5ed to $ro-otion or career $roression o! an
e-$%o#ee, t"ere s"ou%d &e trans$arenc# in discussin t"e a$$raisa% re$ort)
O&8ecti9e and !air assess-ent can induce seriousness to+ards a$$raisa% and "e%$
increase -oti9ation a-on e-$%o#ees)
It s"ou%d &e ensured t"at e-$%o#ees ta5e a$$raisa% s#ste- serious%#)
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CONCLUTIONS
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BIBLIOGRAPH8
So,rce% #ro$ *oo
C.S.G,ptha - H,$a! Re%o,rce Ma!age$e!t9
So,rce% #ro$ !et
+++)&"ara9eindustries)in
+++)oo%e)co-
"tt$!indartic%es)co-$artic%es-i
http://www.bhargaveindustries.in/http://www.google.com/http://www.bhargaveindustries.in/http://www.google.com/ -
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APPENDIK
A STUD8 ON PERFORMANCE APPRAISAL IN BHARGA)E RUBBER
PRI)ATE LTD IN MADURAI
PERSONAL DETAILS
Na-e )
Gender a Ma%e & Fe-a%e
Ae a &e%o+ @ *6 & *7 @ 6 c 7 @ (6 d (7 @ a&o9e
Inco-e a 0;;; *;0;; & *;0;* *0;;; c *0;;* @0;;
Education /ua%i!ication a SSLC & U)G c P)G d DIPLOMA
*) In #our O$inion Per!or-ance A$$raisa% is:
a E9a%uation o! E-$%o#ees & Pro-otion o! E-$%o#ees
c o& Satis!action o! E-$%o#ees d Moti9ation
) "ic" -et"od o! $er!or-ance a$$raisa% is i-$%e-ented in t"e orani2ation:
a Merit & Gradin c Ot"er
() Fro- "o+ -an# #ears #ou are +or5in +it" t"is orani2ation:
a ;@0 4ears & 0@*; 4ears c *; to *0 4ears d More t"an *0 4ears
.) Ho+ !re/uent%# a$$raisa% is -ade in t"e orani2ation:
a Mont"%# & uarter%# c 4ear%# d Ot"ers
0) "at is t"e o&8ecti9e o! $er!or-ance a$$raisa%: Pro-otion
a Assessin trainin and de9e%o$-ent needs & Pa# rise c Ot"ers
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1) Is t"ere an# con!%ict arise &et+een e-$%o#ees a!ter $er!or-ance a$$raisa% is -ade:
a O!ten & So-eti-es c Ne9er d Fre/uent%#
3) "o rates t"e $er!or-ances:
a Su$eriors & Su&ordinates c C%ients d A%%
6) On +"at &asis $er!or-ance a$$raisa% is -ade:
a
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*() "et"er t"e Per!or-ance A$$raisa% is "a9in a Direct Lin5ae +it"
-
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*) I! i9en a c"ance or an o$$ortunit# +ou%d #ou %i5e t"at t"e current a$$raisa% $rocedure
s"ou%d &e re9ie+ed:
a 4es & No c Can?t Sa#
) Does Per!or-ance A$$raisa% %eads to identi!ication o! "idden $otentia% o! t"e e-$%o#ees:
a 4es & No
() Does t"e $ro-otions are strict%# &ased on $er!or-ance a$$raisa% $rocess:
a 4es & No
.) Do #ou aree t"at an e-$%o#ee needs a &etter sa%ar# and incenti9e $ac5ae to $er!or-
&etter:
a Aree & Neutra% c stron%# disaree
0) Per!or-ance a$$raisa% creates an e!!ecti9e +or5 en9iron-ent and $ositi9e re%ations"i$s)
a Stron%# disaree & disaree c aree d Stron%# aree
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