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INTRODUCTION

Human resource management (HRM) is a management function that helps

manager’s recruit, train and develops organization.

HRM is considered with the people dimension in management. since every

origination is made up of people acquiring their service, developing their skills,

motivating them to high levels of performance and ensuring that they continue to

maintain their commitment to the origination objectives. This is true, regardless of the

type of origination government, business, education, health, recreation or social

action.

Definition

Management is the planning, organizing, directing and controlling of the

procurement, development, compensation, integration, maintenance and separation of

human resource to the end that individual origination and social objective are

accomplished.

Thus HRM refers to a set of programmers, functions and activating as well as

origination effectiveness.

1.1 HUMAN RESOURCES :- In a general way, human resources are the people and their characteristics at work

either at the national level or organizational level.

1.1.1 DEFINITIONS:

Megginson has defined human resources as follows:

“From the national point of view, human resources are knowledge. Skills,

creative abilities, talents and altitudes obtained in the population; where as from the

viewpoint of the individual enterprise, they represent the total of the inherent abilities,

acquired knowledge and skills as exemplified in the talents and aptitudes of its

employees”

1.1.3 HUMAN RESOURCE MANAGEMENT:

Human Resource management refers to a set of programmed functions and

activities designed and carried out in order to maximize both employees as well as

organizational effectiveness. It is the process of binding people and organizations

together so that the objectives of each are achieved.

1.1.4 DEFINITIONS:

According to FLIPPO human resource management is “The planning

organizing, directing and controlling of the procurement, development, compensation,

integration, maintenance and reproduction of human resources of the end that

individual, organizational and societal objectives are accomplished.

Miltonic and Bounder have defined human Resource management as “a

series of integrated decisions that form the employment relationship, their Quality

contributes to the ability of the organizations and the employees to achieve their

objectives”

1.1.5 SCOPE OF HUMAN RESOURCE MANAGEMENT:

The scope of HRM is indeed vast, all major activities in the working life of a

worker- from the time of his or her entry in to an organization Until he or she leaves –

come under the preview of HRM. Specifically, the activities included are –HR

planning, Job analysis and placement, training and development, performance

appraisal and job evaluation, employee and executive remuneration, motivation and

communication, welfare, safety and health, industrial relations (IR) and the like. For

the sake of convenience, we can categories all these functions into seven sections – (i)

introduction to HRM, (ii) employee hiring, (iii) employee and executive

remuneration, (iv) employee- motivation, (v) employee maintenance (vi) IR, and (vii)

Prospects of HRM

1.1.6 OBJECTIVES OF HUMAN RESOURCE MANAGEMENT:

(i) To create and utilize an able and motivated workforce, to accomplish the

basic organizational goals.

(ii) To establish and maintain sound organizational structure and desirable

working relationships among all the members of the organization.

(iii) To create facilities and opportunities for individual or group development so

as to match it with the growth of the organization.

(iv) To attain an effective utilization of human resources in the achievement of

organizational goals.

1.1.7 FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:

Human Resource management is the management of people at work

Management of human resources consists of several inter – related functions these

functions of human Resources management may broadly be classified into two

categories

(a) Managerial functions

(b) Operative functions

(A) Managerial Functions: All managers in the organizations perform managerial

functions through which they get things done. A human resource manager

performs the functions of planning, organizing, directing and controlling

1. Planning:

Planning is the conscious determination of future course of action. This

involves why an action, what action, how to take action, and when to take action

Thus, planning includes determination of specific objectives, determining projects

and programmers, setting policies. In the area of human resource management,

planning involves deciding personnel goals, formulating personnel policies and

programmers, preparing the human resource budget etc.

2. Organizing:

In order to implement the plans, a sound organization structure is required.

Organization is the process of allocating tasks among them, and integrating their

acclivities towards the common objectives. In this way a structure of relationships

among jobs, personnel and physical factors is developed.

3. Directing:

Directing is the process of motivating activating, leading and supervising

people Directing includes all those actions by which a manager influences the

actions of subordinates, it involves getting others to act after all preparations have

been made. Directing is the heart of the management process because it is

concerned with initiating action. It helps to secure the willing and effective co-

operation of employees for attaining organizational goals.

4. Controlling:

Controlling implies checking, verifying and regulating to ensure that every

thing occurs in conformity with the plans adopted and the instructions issued Such

monitoring help to minimize the gap between desired results and actual

performance, controlling the management of human resources involves auditing

training programmer, analyzing labor turnover records, directing morale surveys,

conducting separation interviews and such other means.

(B) Operative Functions :

Operative functions are also known as “service functions” These functions are

available at right time and at right place. These functions are concerned with specific

activities of procuring, developing compensating and maintaining an efficient work

force.

(1) Procurement :

This is concerned with securing and employing the right kind and proper

number of people required in accomplishing the organizational objectives this consists

of the job analysis, human resource planning, recruitment, selection, placement,

induction activities.

(2) Development :

It is the process of improving the knowledge skills, aptitudes and values of

employees. So that they can perform the present and future jobs more effectively.

This function Comprises Performance and potential appraisal training, executive

development career development, executive development career development

activities.

(3) Integration :

It is the Process of reconciling the goals of the organization with those of its

members integration involves motivating employees through various financial and

non – financial incentives providing Job satisfaction, handling employee grievances,

through formal procedure, collective bargaining and developing sound human

relations.

(4) Maintenance:

It is concerned with protecting and promoting the physical and mental health of

employees. For this purpose several types of fringe benefits such as housing,

medical, educational facilities etc. are provided to workers. Social security measures

like provident fund, pension gratuity and maternity benefits are also arranged to

preserve the human resources of the organization. Personal records and research are

also important elements of the maintenance function.

PERFORMANCE APPRAISAL

Appraisal of one individual by another individual is a continuous process and

it is Natural phenomenon in our day-to-day interaction, either in family life or in a

social setting or in an organization for that matter. While the individual or a group

uses Appraisal in its own fashion depending upon the need of the situation, in an

organization it becomes necessary to adopt a formal methodology of Appraisal system

because of the requirement of measuring the performance for considering suitable

reward or punishment or for assessing the potential of a person to increase the

responsibilities. In short, there is a great requirement for assessing the efficiency to

gear up the productivity of the work – force.

Appraisal of performance is wide used in the society. Parent their children,

teacher evaluates their student and an employer is believed to have been adopted for

the first time during First word war. At the inlands of Walter dill Scott the us army

man rating system for evaluating military personal. Once the employee has been

selected, he is then apprised for his performance. Process, like recruitment, selection,

placement, etc.

Definition:

Performance evaluation or performance Appraisal is the process of assessing

the performance the performance and and progress of an employee or of a group of

Employees on a given job and his potential for future development.

Formal Definition:

“It is the systematic evaluation of the individual with respect to his /

performance on the job and his/her potential for development”.

According to Flippo:

“Performance Appraisal is the systematic, periodic and an impartial rating of

an employee’s excellence in matters pertaining to his present job and his potential for

a better job”.

NEED FOR THE STUDY

The project, which has been done, will help the organization immensely in

locating any drawback, which may be present in their existing performance appraisal

system,. This project will also help the organization in formulating a better appraisal

system in the organization in planning, to evolve a new performance appraisal in near

future.

Provide information about the performance ranks basing on which decisions

regarding salary fixation, confirmation, promotion, transfer and demotion are

taken.

Provide feedback information about the level of achieving and behavior of

subordinates, rectifying performance deficiencies and to set new standards of

work, if necessary.

Provide information, which helps to council the subordinates.

OBJECTIVES OF THE STUDY

The main purposes of performance appraisal are as follows:

To study the performance appraisal system in EICC, Eluru.

To obtain the views and suggestions from both appraisers and appraises about

the performance appraisal system and reduce the grievances among the

employees.

To study how the employees are rated based on their performance.

To know whether the system fulfils the requirements and purpose of the

organization.

To examine whether performance appraisal adopted is really helpful in the

effective evaluation of the employees.

SCOPE OF THE STUDY

To create and maintain a satisfactory level of performance.

To contribute to the employee growth and development.

To help the superiors to have a proper understanding about their subordinate.

To guide to the employees about their job changes with the help of continuous

ranking.

The facilitate for testing validating selecting tests, interview techniques

through comparing their scores with performance appraisal ranks.

To provide information for making decisions regarding lay off, retrenchment.

METHODOLOGY OF THE STUDY

RESEARCH:

Research is a careful investigation or enquiry especially though search for new

facts in any branch of knowledge.

According to Redanab abd Nirt, “Research is a systematized effort to gain new

knowledge”.

RESEARCH METHODOLOGY:

Research methodology is a way to systematically solve the research problem.

Research methodology not only talks of the research methods but also consider the

logic behind the methods we use in the context of our research study and explain why

we are using a particular method or technique and why we are not using others so that

research results are capable of behind evaluated either by the researcher himself or by

others.

RESEARCH PROCESS:

Research process consists of series of actions or steps necessary to effectively

carry out research and the desired sequencing of these steps:

Formulating the research problem

Extensive literature survey

Development of working hypothesis

Preparing the research design

Determining sample design

Collecting the data

Execution of the project

Analysis of data

Hypothesis testing

Generalization and interpretation

Preparation of the report

The Methodology of the study of performance appraisal of is as follows.

Data collection:

More specific information from various sources is to be collected and the

accuracy is of great importance for drawing correct and valid conclusions .the nature

of the source of the data depends upon the type of information required. For this

purpose both the sources primary and secondary were used.

Primary Data:

Primary data are first hand information collected directly from the field.

Primary data will be collected with the help of surveys. a structured questionnaire was

designed in order to study the performance appraisal of employees.

Secondary Data:

Secondary data are recorded form of data collected for some other purpose. it

may be available in the form of published material company literature, magazines and

various articles published by different researches .

Sample Size:

The sample size considered for the study is 100 and restricted within the

organization. These are selected by random sampling technique.

LIMITATIONS OF THE STUDY

Time is one of the limiting factors, where the study is restricted for a period of

2 months only.

The researcher found difficulty when respondents refused to answer some of

the questions because of fear that the information may be passed to

organization.

Some sections of the respondents have not shown interests in answering

questions.

The information is collected my no be factual

To study confined to performance appraisal.

INDIAN JUTE INDUSTRY

The jute textile industry occupies an important place in the national economy.

It is one of the major industries in the eastern region, particularly in west Bengal. It

supports nearly 4 million farm families, besides providing direct employment to about

2.6 lakh industrial workers and livelihood to another 1.4 lakh persons in the tertiary

sector and allied activities Capacity utilization of the industry is around 75 percent.

The jute industry is labor intensive and as such its labor output ratio is also very high

in spite of various difficulties being faced by the industry.

As on December 1,2006, there are 77 composite jute mills in India, of

which 60 jute mills are located in West Bengal, 3 each in Bihar and U.P., 7 in Andhra

Pradesh and 1 each in Assam, Orissa, Tripura and Chattisgarh. Ownership- wise

division is 6 mills are under Government of India, 1 mill (Tripura) is under State

Government, 2 mills (Assam& New Central) are in the co-operative sector, and 68 are

in private sector. The total number of looms installed in jute industry stood at 46,328

consisting of 24,261 Hessian looms, 20,159 sacking looms, 1,099 CBC looms and

others at 809. The installed spindles in jute mills, other than 100% export oriented

units, were 6,95,006 comprising of 5,96,266 fine spindles and 98,740 coarse spindles.

As on December 1,2006,installed spindles in 100% export oriented units stood at

12,192,with fine spindles at 9,712 and coarse spindles at 2,480.

BRIEF HISTORY OF THE JUTE INDUSTRY IN INDIA:

Long before the establishment of the British Empire in India the raw Jute

was produced and used by the Indian villagers for making ropes, cordage, and coarse

fabrics for matting and bedding. The first jute mill was established on the banks of the

Hubli River at Rishra near Calcutta in 1854 by George Auckland and by Sumbnersen

and was named Wellington jute mill (New called chandanyh jute mills). In another

two years the second jute mill called Baranagose jute mills was set up by Borme Jute

Company. Three years later the first power driven weaving factory was set up. By

1884, 5 mills started working along with the banks of river Hubli with the total

loomage of 950. By 1885 no of mills swelled 24 with 670 looms.

By 1909, 38 companies controlling 30, 685 looms were framed in India.

When the Indian sub-continent was partitioned majority of jute went with the Pakistan

and India jute mill found it very difficult to obtain under jute cultivation and by 1958

the raw jute under jute produced in India was enough to meet the requirements of the

jute mills. The jute industry also later began to diversity production by installing

broad looms and producing carpet backing. Mills also experimented upon small

quantities off laminated bags dyed fabrics felts etc. India accounts for about 45% of

worlds total loomage. Its production is about 12 lakhs tonnes per annum. Bangladesh

the next country to produced jute goods accounts for about 23% of world’s loomage.

Its production is about 6 lakh tones per annum. As on December1, 2006 there are 77

Jute mills running in India.

CONSTITUTION OF JUTE INDUSTRY IN ANDHRA PRADESH: -

The jute industry is long-standing labour-intensive industry in coastal

Andhra. The jute industry in Andhra Pradesh comprises of two segments. They are

Composite jute mills will convert raw material into yarn and there form produce

fabric and bags and Yarn and twine mills, will produce only jute yarn and twine from

raw jute. The following are the composite mills in Andhra Pradesh and their products.

Name of the mill

Estimated Yearly Production

(Million Tonnes)

Chittavasla jute mills 30000

Sri Krishna jute mills, Eluru 30000

Nellimerla jute mills limited,

Nellimerla30000

Sri Bajrang jute mills limited,

Guntur15000

Hoogly mills project limited,

Vizianagaram10000

Table 2.1

The above are long established jute mills employing nearly 22000 workers and

paying very high wages. All the five mills were set up during 1900’s taking advantage

of abundant availability of Bimlimesta. But Bimlimesta is suitable for manufacture of

coarse goods like sacking bags, the mills were set up to manufacture only sucking

bags suitable for packaging of food grains, sugar, cement etc. Chittavasla jute mills,

however is producing a small quantity of Hessian at present. There are now 18 jute

twine manufacturing unite in Andhra Pradesh most of which are stated in Bimlimesta

growing in Srikakulam and Vizianagaram districts. A few more twine units are in the

process of being setup. The present production of the existing twine units is about

75000 to 80000 tonnes per year.

The jute industry in Andhra Pradesh has tremendously grown during the last

one decade; particularly during 90’s about 90% of the entire country’s requirements

of jute yarn is now set by Andhra Pradesh. The three most important factors that

caused the phenomenal growth in the state are: Availability of Bimlimesta, which is

eminently suitable for production of coarse twine, which is the basic product of all

Andhra Pradesh, twines units and the low cost of production resulting form very low

wages compared to composite jute mills resulting in consistently high profits.

Jute: The Golden Fiber

Jute is a natural, long and soft vegetable fiber with golden silky shine, also

termed as “ The Golden Fiber ”. It can be spun into coarse and strong threads. This

fabric is also known as Hessian and burlap. The very fine threads of jute can be

separated out and made into an imitation silk. A fiber obtained from the bast layer of

the plants Corchorus capsularis and Corchorus olitorius primarily used for gunny

sacks, bags, cordage, and binding threads in carpets and rugs. Softer than coir, jute

can be spun into fine yarns or heavy cords and is ideal for patterned rugs. Common

Jute Fiber names are Pat, Kosta, Nalita, Bimli and Mesta. Types of Jute are capsularis

(white) and olitorius (tossa). The capsularis fiber is whitish in color and olitorius fiber

is finer and stronger than the capsular is and is yellowish reddish, grayish in color.

Capsularis is normally sown between February to May while olitorius is sown

between April mid Jun.

Characteristics

Widely acknowledged as Golden fiber

Cheapest fiber obtained from skin or bast of plant's stem

High tensile strength and low extensibility

Vastly used as raw material in packaging, textiles, non-textile, construction

and agricultural applications

High insulating and anti static properties

JUTE COMMODITIES

Jute has always been known as an eco friendly, economical, versatile, bio

degradable and recyclable vegetable fiber. There is a great innovation in the fashion

world with jute fabric finding its place there. Right from packing material, bags to

highly fashionable and glamorous garments, jute fabric has undergone a splendid

evolution. Now, shifting towards social circles, jute has also created its interest and

usage in both domestic as well as international arena. India is one of the largest

producers of jute in the world. The most basic and essential jute commodities

fabricated in Indian jute mills are:

Canvas: It is the finest jute item, woven with highly premium grades of fiber.

Jute canvas and screen lamination along with paper polythene is widely used

in mines and for getting protection against weather.

Sacking Cloth: Made up of low quality jute fibers, sacking cloth is loosely

woven heavy cloth used for packing sugar, food grains, cement etc. Weighing

from 15 to 20 ozs, several qualities are available in this category like Twill, hy

Cees, D.W Flocer, Cement Bags and many more.

Hessian Cloth: It is a plain-woven superior quality jute fabric, weighing

between 5 and 12 ozs, a yard. Hessian cloth is highly exported all across the

world in the form of cloth, bags etc. Also known as burlap, this cloth is vastly

used in wide ambit of applications.

D.W. Tarpaulin: This product is majorly used for coverings on a very high

multidimensional scale.

Bags: Used mainly for shopping, bags are usually fabricated from sacking or

Hessian cloths. They are often decorated with varied artistic designs and with

straps, chains and handles in several dimensions and shapes.

Geotextile: It is a jute cloth lay along the river embankment sides and hill

slopes to prevent soil erosion and landslides.

Hydrocarbon free jute cloth: This cloth is fabricated by treating jute with

vegetable oil. It is a Hessian fabric, hydrocarbon free cloth, widely used for

packing different food materials, cocoa, coffee, peanut beans etc.

Serim Cloth: It is a lightweight Hessian cloth, used in felt industry for

reinforcing the non-woven fabric and for strengthening paper with lamination.

Tobacco sheets: Used for wrapping tobacco leaves, tobacco sheets are made

up of Hessian cloth.

Decorative items: The vast variety of decorative products are made up of jute

fabrics like wall hangings, toys, table lamps, paper, decorative bags, furniture

and many more.

Hessian tapes and gaps: They are made up with Hessian cloth, woven with

gaps at regular intervals and the cloths cut between the gaps to make small

width taps.

JUTE HANDICRAFTS

Jute handicrafts of India have created a niche the world over. A wide range of

skills have been honed to perfection by craftsmen who have learned to transform this

natural fiber into products of daily use, with an aesthetic appeal .West Bengal is the

largest Jute producing state in the country accounting for 71% of the production. The

states of Bihar and Assam rank second and third respectively. As a natural fiber, it has

many advantages over synthetics.

A luxurious range of jute home decor products is available to suite different

life styles. Cushion covers, tablemats, table covers, tea cozies add a touch of class to

the interiors. Exquisite jute floor coverings are till date unmatched in their elegance.

Jute garments are available for all occasions, in hand printed, embroidered and tie and

dyed variety. A wide range of the most endearing stuffed toys is made of jute woven

fabrics. These are washable and safe for children to play with. Christmas gifts and

decorative items with colorful embroidery look

absolutely attractive when made with jute.

GeoJute - The Eco-friendly Fiber

One of the oldest industries in India, Jute has traditionally been used for

packaging. However, its versatility is only coming to light now as the world looks on

for natural options to save the environment. The time has come for this natural fiber to

take over with the ideal solutions for the modern world.

Geo-textiles come in two varieties: woven and non-woven fabrics.

Features are High moisture absorption, capacity Flexibility, Drainage properties. Geo

Jute finds applications in Erosion control, Separation, filtration and drainage in civil

engineering works agricultural uses.

Recent applications: Jute as fashion garment

One of the fashion show focused jute as a fashion connoisseur exporters and

traders. This show has displayed vast collection of jute clothes for both men and

women. Many buyers, individuals and boutiques acknowledged the jute fabrics,

texture and prints. Currently, the Ministry of textiles advertises an exhibition to

feature the jute garments and other commodities. Some high profile designers like

Mumbai's Pawan Aswan and Ashis Sony have highlighted jute on several fashion

shows like at the Lakme India Fashion week 2000 and International Fairs in

Dusseldorf, Germany.

The latest trend in fashion is today focused on ethnic styles with complete

range of jute accessories like jewelry, scarves, bags, ties, belts and many more. Also,

NIFT has taken participation in fashion shows having association with the Institute of

Jute Technology and India's premiere natural fabrics store located in Mumbai,

patronizing jute creation to a large and high extent. The biggest asset of Jute is its

natural golden color and high tensile strength.

Production of Jute Goods

During 2006-07 (April-March), total production of jute goods was at 1356.30

thousand M.T.During 2007-08 (up to Oct., 2007), production of jute goods is 1024.1

thousand M.T. as against 869.3 thousand M.T. during the corresponding period of

2006-07.

Exports

During 2006-2007(April – march’07), the, export, which was RS.10, 552

Million equivalent to about US $ 241 million, in terms of quantity, exporting during

2006 –2007 was to the tune of 2.42,800 M.Ton. Export of yarn has shown an upward

trend by 13% in quantity and 14% in value terms as compared to corresponding

period of previous year. Similarly, sacking also has shown an increasing trend by 4%

in value terms during 2006-2007 as compared to 2005-06.on the basis of dispatches of

jute goods for exports, based on returns of jute mills, export s of jute goods during

2007-2008(up to November, 2007), have been estimated at 1,42,000 M.T valued at

Rs.7755 million equivalent to about US $197 millions, Egypt, Belgium, Turkey and

Syria had been the five major importing countries for Indian jute goods which

accounted for of 46% of total exports of the jute goods in the value terms .the major

exportable items of Indian jute goods are Hessian ,sacking, yarn of traditional

products, floor coverings and Hand & shopping bags in the diversified jute

products(JDP)sub sector. Recently food grade jute cloth and bags (FGJP) and jute geo

textiles (soil saver) have emerged as the other potential exportable jute items.

USA, UK, South Africa and Belgium are the main importers of Indian jute in

the world. They import 25% of the total India’s production of jute. India has excellent

infrastructure facilities in meeting foreign (export) commitments. Apart from India,

other countries like Bangladesh, China, and Myanmar are other important exporters of

jute. As a matter of fact, the total production of jute in the world is 3 million tones

(roughly around 24-25K Rs. Crore).

THE VERSATILE OPTION:

Rapid expansion of into a wide range of life style consumer products has been

made possible due to the versatility of the jute spinning of high quality yarns and

weaving of light weight fine textured fabrics of uniform structure in exotic colors and

designs are made in both jute factories and hand loom sectors. With vastly improved

bleaching, dyeing and finishing processes and by blending jute with other natural and

synthetic fibers the finished jute products now ensure fee; lustert, abrasion resistance

and aesthetic appeal.

Given below are some facts about production and consumption of Jute in the

World and in India

Table2.2

PRODUCTION OF JUTE GOODS QTY: IN 000' M.T. VALUE : Rs / Crores

(APRIL / MARCH)

HESSIAN SACKING CBC OTHERS TOTAL

CORRESPONDING CONSUMPTION OF RAW JUTE IN '000 BALES

1995 – 96 413.9 676.3 30.5 5312.3 1433 8290

1996 – 97 368.7 666.6 25.2 340.4 1400.9 8023

1997 – 98 392.4 864.6 19.8 401.6 1678.4 9598

1998 – 99 344.1 903.3 18.5 330.3 1596.2 9068

1999 – 00 344.5 909.2 8 328.5 1590.2 9087

2000 – 01 337.9 952.9 6.6 327.5 1624.9 9280

2001 – 02 275.3 1034.3 5 286.2 1600.8 9142

2002 – 03 338.3 1000 5.4 278.1 1621.8 9262

2003 – 04 305.2 979.3 5.7 281.1 1571.3

%Change of 03-04

-9.78 -2.07 12.96 1.44 -3.11 -3.1

over 02-03

Source: Jute Commissioner of India

Table 2.3

1998 -

99

1999 -

00

2000 -

01

2001 -

02

2002 -

03

2003 -

04

2004 -

05

CONSUMPTION OF RAW JUTE

QTY: IN lakh bales

CARRYOVER 27 22 10.5 7 16 34 33

PRODUCTION 83 78 90 105 110 90 85

IMPORT 9 8 4 4 9 7 7

TOTAL SUPPLY 119 108 104.5 116 135 131 125

DOMESTIC

CONSUMPTION 7 7 7 8 8 8 8

MILL CONSUMPTION 90 90.5 90.5 92 93 90 90

TOTAL DEMAND 97 97.5 97.5 100 101 98 98

CARRY OVER 22 10.5 7 16 34 33 27

Source: Jute Commissioner of India

CHANGING TREND:

Jute can be exemplified as a golden natural fiber with versatile application

aspects ranging from low value geo textiles to high value carpet, apparel, composites,

upholstery furnishings, decorative color boards, fancy non-wovens for new products

and many more. Due to its unique versatility and long lasting nature, jute is regarded

as the Fiber for the Future. In coming era, variety of mini jute plants and jute mills

will be seen engaged in the production of jute and jute blended yarns. These yarns are

very light weighted and are used in varied applications like in upholstery, furnishing,

garments, bags etc.

The jute sector occupies ban important place in the Indian economy in general

and the eastern region in particular, the jute industry provides direct employment to

about 0.26 million workers and supports the lively hood of around 4.0 million farm,

families.

For this mission the government approved a sum of Rs355.55 crores. The

government also approved allocation for the mini mission –1 and mini mission –2

under the JTM for the remaining year of X Plan i.e., 2006-07 at Rs 2.46crore and 9.75

crores subject to the condition that the ministry of agriculture and department of

expenditure will find the savings from the existing allocation of ministry of

agriculture.

The allocations for mini mission –3 and mini mission –4 for the remaining

year of the X plan at Rs7.95 crore and Rs30.85 crore respectively have been approved

which will be funded from the plan savings of ministry of textiles.The government

has included the jute sector for special attention in its National Common Minimum

Programme. Keeping in view its growing contribution to the economy the government

of India has started the jute technology mission. This will benefit jute growers the

workers engaged in the jute industry, jute entrepreneur and and others employed in

associate activities in the jute sector. It will help to modernize the jute industry and

enable the country to reap the benefits of enhanced levels of jute diversification.

INDUSTRY MILESTONES:

The largest producer of raw jute in the world

The biggest manufacturer of jute goods in the world

The capacity to manufacture the widest range of products tailored to the

customer requirements.

Comprehensive and world class research and development facilities in the area

of jute agriculture product development facilities in the area of agriculture

product development and machinery design

High quality conscious employing most modern facilities for TQC

Export history of raw jute and jute manufactures dates back to over 100 years

Highly developed infrastructure like ports, shipping facilities etc

A vibrant jute industry oriented to provide maximum customer satisfaction

Indian jute industry has the capacity to produce and meet the International

demand for food grade jute bags and cloth

Food grade jute bags and cloth manufactured in India are a boon in the context

of global environmental and ecological concern.

Indian food grade jute bags have a twin edged advantage: preservation of the

food in the most natural way.

COMPANY PROFILE

The chairman of the company namely, Sri Alok Bharatia has made several

visits to Europe and has built Belgium. The managing director of the company, Sri

Brij Gopal Lunani had visited some jute Yarn using countries namely UL, Germany,

Italy, Belgium, Poland and Brazil during September, 1998, again turkey, Egypt in

August, 1999, to study the export potential of jute products, including yarn /twine and

has established business contacts for marketing jute yarn/twine. The company is

absolutely confident of being able to export market their production of Jute

Yarn/Twine.Sri Krishna jute mill was established in early 30’s in Eluru. At that time

Eluru was like a village but today it was entirely different this organization disburses

in a season about Rs6000 lakh to jute growth as located within a radius of about

40kms.The wards of many grocers also get gainful employment in jute mill.

Late Sri Mothy Ganga raju, the founder of the company could think much ahead of

his times. He encouraged and entrusted the riots of different places of AP, take to jute

cultivation and to start jute mills in the cooperative sector. His dream was realized with the

establishment of a cooperative jute mill of 8000tonnes of capacity in 1904 at Eluru. The jute

mills development would be “growth with a purpose”. This has been the philosophy behind

the late Sri Mothey Gangaraju thinking. In 1941, the Management was changed. Sri Briz

Gopal Lunani have been handed the company.

OBJECTIVES OF THE COMPANY:

The objectives of the organization are displayed at various points in the factory to make

workers aware of their objectives.

1. To be a market leader in the field of jute products.

2. They want to see the growth of the organization by reviving its profits

3. Maintaining the quality of the goods

4. Satisfying employee needs and wants

5. Maintaining good relations with the customers and suppliers

6. Satisfying customer needs and wants.

PERSONNEL DEPARTMENT:

This plays a vital role in the organization. This department discharges both the managerial

and operative functions. Besides this all-statutory and non statutory welfare, the department

sees provisions, social security and safety provisions.

HIERARCHY OF PERSONNEL DEPARTMENT: CHART No: 3.1

Managing Director

Director

Personnel manager

Chief welfare officer

Welfare officer welfare officer

General

administration

Clerks Clerks

PF, ES, Gratuity

[Master side] [Production side]

Recruitment

Preparing

Promotions

Spinning

Accidents

Winding

Welfare&other

Beaming and weaving provisions

Finishing jute

HRD IN SRI KRISHNA JUTEMILL:

As the procedures in the production part does not require specialized skills here

workers are unskilled and uneducated and the requirements of HRD programmes are not that

much important over here. Even they have better HRD policies when compared to other jute

mills. They develop human resource by preparing work knowledge training.

HRD POLICY OF THE ORGANISATION:

Sri Krishna jute mill follows general training programmes required for the development

of human resources. And they frame the needs and requirements of training of workers and

make decisions regarding training programs and HRD.

STRUCTURE OF HRD DEPARTMENT:

CHART No: 3.2General Manager

Officers

Super visors

Clerical staff

The structure of HR department is same as other departments in the organization.

HRM philosophy and policy in the organization

In Sri Krishna jute mill philosophy and policy of HRM is formulated every year as per

the organizational climate and situational requirements they don’t follow particular

philosophy because they believe that the requirements and dimensions of HRM are variable

and not constant. So every year they frame new philosophy and policy, which can meet the

present HRM, needs. In 2006 their philosophy is to exercise the philosophy of social

approach of HRM. And their policy is to solve problems of the workers and right sizing of

human resource. This is entirely unique practice of HRM which we cannot find any where

else.

Organization structure of the company: -

The organizational structure of the Sri Krishna Jute Mills Limited consists of 3 levels.

They are

Top level management

Middle Level Management

Lower Level Management

Top Level Management: - The numbers of top level management includes managing

director and next to be is executive director. They are under top-level management.

Middle Level Management: - It consists of all departmental heads of organization that is

form personnel department, finance department, quality control department, production

department etc.

Lower Level Management: - It includes the remaining persons who either belong to

administration or company all are considered under lower level management namely assistant

mechanics, office, assistants, office attenders, security guards, cleaners, security super

intendment etc.

PRODUCTION:

This department is the largest department in the organization. It consists of the sub

departments, which are holding various processes to be performed on the manufacturing jute

bags. Spinning, winding, weaving beaming and finishing are the various sub departments.

Raw jute is passed through emulsion process and then is softened and sends to drawing

department where two rolls of jute are mixed up and become one roll. In second drawing

3rolls to become one. In third drawing those two rolls to become one roll. After that it is

passed through yarn and spinning departments where the jute is winded up and made into

spools again it is winded up in big rolls.

The winding is of 2 types one is wrap winding and another is weft winding. Then it is

sent to finishing department for making jute bags.

NATURE OF ACTIVITY:

Raw jute is procured from Srikakulam, Vizayanagaram, Orissa and Assam. This jute is

stored in gowdown. Raw material is issued to batching department on daily as per the

requirements of production. The rear proportion of the jute is cut and sent to spreaders. On

spreaders emulsion {jute bath oil+water} is applied for smoothening and softening of jute.

This process is called piling. This roll is kept on breaker machine to open the fiber. After the

fibers are converted into roll form by the machine called roll former, it is sent to finish card.

MANUFACTURING PROCESS:

Raw jute Gowdown

Emulsion finishing

Softness weaving

Batching beaming

Breakers winding

Twisting

Finished goods

Drawing spinning yarning

Chart No: 3.3

After carding, it goes to drawing and winding departments; there were 2types of winding.

One is warp winding and the second is weft winding. The warp yarn goes to weaving

department, in weaving, beam is used as warp and weft is used as filling to make cloths. Then

it goes to inspection calendaring. After calendaring the fabric should make bags basing on

requirement. Then it goes for packing and dispatch. Daily production is 80 tons.

The main products manufactured are

1. Sacking cloth

2. Jute yarn

3. Gunny bags

Jute waste is used as the fuel for boiler and the remaining is disposed by landfill

Preparing Stage: -In this stage the raw jute is separated into quality wise and

good quality is used in wrap side. The second quality will be used in left side.

The raw jute is fed through the softeners where the emulation (superior quality

of drayed soil+soil water) is mixed. The jute was kept for limited hours as

tiles. When the total emulsion spreads with heat and soaps with oil then the

route are separated from the main jute by cutting, and then the raw jute is fed

through the cleanser machine. Here the receiver and rollers of the jute will be

received. The rollers are under the process in first drawing, second drawing

machines and after completion of this process it will be called as ‘Silver’.

Spinning Stage: - The silver is processed in the spinning frame process

where the thread is prepared.

Winding Stage: - There are two variables - winding-spools and cops

winding. In the spools winding, there are paper spools where the thread is used

for packing the shops and the other spool are sent to the beaming department

to prepare the wrap in the beaming department.

Weaving Stage: - There are automatic looms in this looms electronic

prepares and then in the calendar machine with the help of steam pressure the

cloth will be pursed and passed through the rollers.

Finishing Stage: - In this the cloth is cut into pieces as per the

requirements and it will be stitched as bay. These bags will be sent to the bag

press to here the prepared and material is ready to dispatch.

BREIF DESCRIPTION OF THE MANUFACTURING PROCESS:

The manufacturing process is divided into 3 stages namely

1. Conversion of the jute fiber into jute yarn

2. Conversion of the jute yarn into jute cloth

3. Conversion of the jute cloth into jute bags

The products manufactured are all jute goods of different specifications falling under 3

main categories viz, Hessian, sacking, and carpet backing. The process of manufacturing in

respect of all of them is generally the same; the general process is as follows Raw jute is

purchased and issued to be produced in basis of various grades and quantities like TD (1), TD

(2), W (1), M (1), M (2) etc (the symbols TD, W, M, tossel daises white and mesta

respectively which are 3 main categories of jute).

The jute thus selected is then softened (adding to batch emulsion), piled (allowing

emulsion of fibers) and out (removing the roots): jute is then carded into (combed into silver)

through breaking cards and finisher cards. The cutting and waste material that is mainly used

for sacking weft yarn and cotton bagging are in addition passed through. Teaser cards are then

drawn into narrow ribbons. In three stages, First, second, third drawing are in only first and

second. The output of third drawing frames (finished drawing) is fed into spinning frames. So

spinning different counts of yarn required for the manufacturing of the cloth.

The jute cloth is calendared, inspected, measure, lapped and finally packed into bales.

Where jute goods and sold in the form of bags, the woven cloth is cut into required size and

hemmed sown and hard stitch (sack sewing) the bags are toldeded and packed in bales; carpet

backing woven cloth is inspected, rolled on the rolling machine and packed in the form of

rolls. The packed bales and rolls are stored in finished goods to down for chipping and

dispatch. There is a through system of inspection in every jute mill both by the mill

management buyers representatives and expert representatives and expert inspection council,

council authorities before the finished goods vales and finally dispatched. Activities,

payments and other benefits to the workers of company.

ORGANISATION CHART:

The organization chart shows how the authority is delegated to different divisions.

The main reason of the distribution of authority and responsibility is to avoid ambiguity and

confusion among people.

The managing director is the chief executive, under him director will organize

various departments. In each department general manager is the head under him in charge

supervisors, masteries will be there.

CONCEPTUAL FRAMEWORK

Appraisal of one individual by another individual is a continuous process and

it is Natural phenomenon in our day-to-day interaction, either in family life or in a

social setting or in an organization for that matter. While the individual or a group

uses Appraisal in its own fashion depending upon the need of the situation, in an

organization it becomes necessary to adopt a formal methodology of Appraisal system

because of the requirement of measuring the performance for considering suitable

reward or punishment or for assessing the potential of a person to increase the

responsibilities. in short, there is a great requirement for assessing the efficiency to

gear up the productivity of the work – force.

Appraisal of performance is wide used in the society. Parent their children,

teacher evaluates their student and an employer is believed to have been adopted for

the first time during First word war. At the inlands of Walter dill Scott the us army

man rating system for evaluating military personal.once the employee has been

selected, he is then apprised for his performance.Process,like

recruitment,selection,placement,etc.

Definition:

Performance evaluation or performance Appraisal is the process of assessing

the performance the performance and and progress of an employee or of a group of

Employees on a given job and his potential for future development.

Formal Definition:

“It is the systematic evaluation of the individual with respect to his /

performance on the job and his/her potential for development”.

According to Flippo:

“Performance Appraisal is the systematic, periodic and an impartial rating of

an employee’s excellence in matters pertaining to his present job and his potential for

a better job”.

Content of performance appraisal:

Every organization has to decide upon the content to be performance

appraised before the programmer is approved. Generally content to be apprised may

be in the form of contribution to organizational objectives (measures) like production,

cost saving, return on capital, etc other measures are based on:

1. Behavior which measure observable physical actions, moments,

2. Objectives which measure job related result like amount of deposits mobilized,

3. Traits which are measure in terms of personal characteristics observable in

employee’s job activities .content to be appraised may vary with purpose of appraisal

and type and level of employees.

Features of Performance Appraisal:

Setting work standards.

Assessing employee’s actual performance relative to these standards.

Offering feedback to the employee so that he can eliminate deficiencies and

improve performance in course of time.

It tries to find out how well the employee is performing the job and tries to

establish a plan for further improvement.

The appraisal is carried out periodically, according to a definite plan. It is

certainly not a one shot deal.

Performance appraisal is not job evaluation. Performance appraisal refers to

how well someone is doing an assigned job. Job evaluation, on other hand,

determines how much a job is worth to the organization and therefore, what

range of pay should be assigned to the job.

Performance appraisal may be formal and informal. The informal evaluation is

more likely to be subjective and influenced by personal factors. Some

employees are liked better than others and have, or that reason only.

What is to be appraised?

Every organization has to decide upon the content to be appraised is before the

programme is approved. Generally, the content to be appraised is determined on the

basis of job analysis. The content to be appraised may be in the form of contribution

to organizational objectives like production, savings in terms of cost, return on

capital, etc. other measures are based on:

1) Behaviors which measure observable physical actions, movements.

2) Objectives which measure job related results like amount of deposits

mobilized.

3) Traits which are measures in terms of personal characteristics observable in

employees job activities.

Who will appraise?

The appraiser may be any person who has thorough knowledge about the job

content, contents to be appraised, standards of contents and who observes the

employee while performing a job. The appraiser should be capable of determining

what is more important and what is relatively less important. He should prep0are

reposts and make judgments without bias. Typical appraisers are: Supervisors, Peers,

Subordinates, Employees themselves and users of service and consultants.

Contents to be appraised for an officer’s job:

1. Regularity of attendance

2. Self expression: Written and Oral

3. Ability to work with others

4. Leader ship style and abilities

5. Initiative

6. Technical skill

7. Technical ability/Knowledge

8. Ability to Grasp new things

9. Originality and resourcefulness

10. Creative skills

11. Area of interest

12. Area of suitability

13. Judgment skills

14. Integrity

15. Capability for assuming Responsibility

16. Level of Acceptance by subordinates

17. Honesty and sincerity

18. Thoroughness in job and organizational knowledge

19. Knowledge of systems and Procedures

20. Quality of suggestions offered for improvement

21. Ability to Reason

PROCESS OF PERFORMANCE APPRAISAL FOLLOW

Human Performance Appraisal

Performance Measures

Performance-Related standards

Employee Feed back

Establishing performance standards

Communications standards&expectations

Human Resource Decisions Employee

1. Establishing performance standards

The first step in the process of performance appraisal is the setting up of the

standard which will be used to as the bare for to compare the actual performance of

the employee. This step require setting the criteria to judge the performance of the

employee as successful or unsuccessful and degrees of their contribution to the

organization to goals and objectives. The standards set should be clear, easily

understandable and in measurable terms.

2. Communicating standards

Once set, it is responsibility of the management to communicate the standards

to all employee of the organization. This will help them to understand their roles and

to know what exactly is expected from them. The standards should also be

communicated to the appraisers or the evaluators and if required, the standard can also

be modified at this stage itself according to the relevant feedback from the employee

and evaluators

3. Measuring the actual performance

The most difficult part of “performance appraisal” process measuring the

actual performance of the employee that is the work done by the employee during the

specified period of time. It is continuous process which inloves monitoring the

Measuring the actual Performance

Discussing results

Comparing with Standards

Decision Making

performance throughout the year. this stage requires the care selection of the

appropriate techniques of measurement, taking care that personal base not affect the

outcome of the process providing arrogance rather than interfering in an employee

work.

4. Compare the actual results

The actual performance is compared with the desired or the standard

performance. The compression tells the derivation in the performance of the employee

from the standards set.

5. Discussing results

The results of the appraisal is discussed is on communication and listening.

The results, the problems and the possible solution are discussed with aim of problem

solving and reaching consensus. The feedback should be given with the positive

attitude as this can have an effect on the employee’s future performance. The purpose

of meeting hold be solve the problem faced and motivated the employee toper form

better.

6. Decision making

The last step of the process is take decision which can taken either to improve

the performance of the employee, take the required corrective actions, or the related

HR decision like rewards, promotions, demotions, transfer etc.

PERFORMANCE APPRAISAL APPROACHES

1. Traditional approaches

2. Modern approaches

Traditional approach

This approach was a” past oriented” approach which focused only on the past

performance of the employee. i.e. during past specified period of time . this approach

did not consider the development aspects of the employee performance.

The various methods in the rational approach are

Essay appraisal method

straight ranking method

paired comparison method

critical incidents method

field review

checklist method

graphic rating scale

forced distribution

The Easy appraisal method:

The traditional from of appraisal, also know as free method involves a

description of the performance of employee by his superior. The description is an

evaluation of the performance of any individual based on the facts and often includes

example of evidence to support of the information. A major drawback if the methods

are the inseparability of the bias of the evaluator.

Straight ranking method:

This is one of the oldest and simplest techniques of performance appraisal. In

this method, the appraiser ranks the employees from the best of the poorest on the

basis of their overall performance. It is quite successful for a comparative evaluation.

Paired comparison:

A better technique of comparison than the straight ranking method, this

method compares each employee with all others in the groups, one at time. After all

the comparisons on the basis of the overall comparisons, the employee is given the

final ranking.

Critical incident method:

In this method of performance appraisal, the evaluator rates the employee on

the basis on critical events and how the employee behaved during those incidents, it

includes both negative and positive points. The drawback of this method is that the

supervisor has to note down the the critical incident and the employee behavior as and

when they occur.

Field review:

In this method, a senior member of the HR department a training officer

discuses and interviews the supervisors to evaluate and rate their respective

subordinates. A major drawback of the method is that it is a very time consuming

method. But this method helps to reduce the superior’s personal bias .

Checklist method:

The rate is given a check list of the descriptions of the behavior of the

employee on job. The checklist contains a list of statement on the basis of which rater

describes the job performance of the employees.

Graphic rating scale:

In this method, an employee’s quality and quantity of work is assessed in a

graphic scale indicating different degrees of a particular trait. The factor taken in to

consideration includes both of personal.

Characteristics and characteristics related to the on-the-job performance of the

employee. For example trait like job knowledge may be judged on the range of

average, above average, outstanding or unsatisfactory.

Forced distribution:

To eliminate the element of bias from the rater’s ratings, the evaluator is asked

to distributor the employees in some fixed categories of ratings like on a normal

distribution curve. The rater chooses the appropriate fit for the categories on his own

discretion.

Modern method:

Assessment centers:

The assessment centre typically involves the use of methods like

social/informal events, tests and exercise; assignments being view to a group of

employees to assess their competencies to take higher responsibilities in the

future. Generally, employees are given an assignment similar to the job they

would be expected to perform if promoted. The trained evaluators observe and

evaluate employees as they perform the assigned jobs and are evaluated on job

related characteristics.

The major competencies that are judged in assessment centers are

interpersonal skills, intellectual capability, planning and organizing capabilities,

motivation, carrier orientation etc. assessment centers are also an effective way to

determine the training and development needs of the targeted employees.

Behavior anchored rating scales:

Behavior Anchored Rating Scales (BARS) is a relatively new technique which

combines the graphic rating scale and critical incidents method. In consists of

predetermined critical area of job performance or sets of behavioral statements

describing important job performance qualities as good or bad. These statements

are developed from critical incidents.

In this method, an employee’s actual job behavior is judged against the desired

behavior by recording and comparing the behavior with BARS. Developing and

practicing BARS requires.

Management By Objectives:

The concept of “Management By Objectives” (MBO) was first given by peter

Ducker in 1954. It can be defined as a process whereby the employees and the

superiors come together to identify common goals. The employees set their goals to

be achieved, the standards to be taken as the criteria for measurement of their

performance and contribution and deciding the course of action to be followed.

The essence of MBO is participative goal setting choosing course of actions

and decision making. An important part of the MBO is the measurement and the

comparison of the employee’s actual performance with the standards set.

360 performance appraisal:

The appraiser may be any person who is through knowledge about the job content;

content’s to be apprised, standard of content who observes the employs while

performing a job.

The appraisal should be capable of determining what is more important and what

is relatively less important he should prepare reports and make judgment without bias.

Typical appraisers are

Supervisor.

Peers

Subordinates

Employees

Users of service and consultant

Performance appraisal by above appraisers is called “360 performance

apparels” 360 feedbacks, also know as “multi rater feedback” is the most

comprehensive appraisal where the feedback about the employee’s performance

comes from all the sources that comes in contact with the employee on his job.

Merits:

Evaluates methods applied to achieve targets.

Reveal strengths and weaknesses in management styles.

Forces inflexible managers to initiate self-change

Creates an atmosphere of teamwork and improvement.

Unearths truths about organizational culture and ambience.

Demerits:

Ignore performance in terms of reaching goals.

Colleague’s responses tend to be biased.

Assesses deny the truth of negative feedback.

The system can be used to humiliate people.

Liking findings to rewards can prove to be unfair.

DATA ANALYSIS AND INTERPRETATION

01) “Respondent’s Opinion about Performance Appraisal system in EICC its

objectives”

Table No: 4.01

S.NO Particulars No. of Respondent Percentage

1 Yes 77 77%

2 No 23 23%

total 100 100%

Source: Primary Data

Chart: 4.01

1 Yes2 No2 total

Interpretation:

Table shows that the opinion of the respondents. About 77% of the selected

sample of the employees are aware of performance appraisal system and it objectives

and the remaining 23% unaware of the performance appraisal system in EICC.

02. “Respondent’s opinions about the present appraisal system of your

organization”

Table: 4.02

S.NO Particulars No. of Respondents Percentage

1 Excellent 70 70%

2 Good 20 20%

3 Average 5 5%

4 Poor 5 5%

Total 100 100%


Chart: 4.02

Exce

llent

Good

Aver

age

Poor

Tota

l

1 2 3 4

0

20

40

60

80

100

120

No. of RespondentsPercentage

Interpretation:

Table shows that the opinion of the respondents. About 80% of the employees

feel that the present performance appraisal system is excellent, 20% feel the appraisal

system is good and 5% of the employees feel that the present appraisal system is

average and poor.

3 “Respondent’s opinions on appraisal system provides for frank

discussion between the appraiser and the appraise.”

Table No: 4.03


1 Strongly Agree 54 54%

2 Agree 37 37%

3 Strongly Disagree 5 5%

4 Disagree 4 4%

total 100 100%


Chart: 4.03

No. of Respondent

1 Strongly Agree2 Agree3 Disagree4 Strongly Disagree4 total

Interpretation:

Table shows that the opinion of the respondents regarding employees feeling

towards the frank discussion between the appraiser and appraise. About 54% of the

employees exposed to strong agree 37% of employees exposed to agree 5% of

employees exposed to strongly agree and 4% of employees exposed to disagree.

04. “Would you like to have mentor for personal feedback”

Table No: 4.04



2 Agree 41 41%

3 Disagree 5 5%


total 100 100%


Chart: 4.04

Strongly Agree

Agree Disagree Strongly Disagree

total

1 2 3 4

0102030405060708090

100

No. of RespondentPercentage

Interpretation:

Table shows that the opinion of the respondents about the performance

appraisal is a successful attempt to know the integrity and loyalty of employee. It

showed the more number of respondents are strongly agree 50%, 41% agree, 5% of

the respondents disagree, 4% of the respondents expressed their strong disagree.

05. “Respondent’s Opinion on the existing performance appraisal allows for

analysis and rating”

Table No: 4.05


1 Only by the assesses 66 66%

2 Only by the assessor 30 30%

3 Other higher officials 04 04%

4 Peers & Colleagues 00 00%

total 100 100%


Chart: 4.05

Onl

y by

the

asse

sses

Onl

y by

the

asse

ssor

Oth

er h

ighe

r offi

cials

Peer

s & C

olle

ague

s

tota

l

1 2 3 4

020406080

100120


Interpretation:

Table shows that the opinion of the respondents. The existing performance

appraisal system allows analysis and rating 66% by the assesses, 30% only by the

assessor and 4% only by the higher officials.

06. “Respondent’s opinion on how often do you provide guidance to your

subordinates in their day to work”

Table No: 4.06


1 Regularly 30 30%

2 Periodically 58 58%

3 occasionally 09 09%

4 None 03 03%

total 100 100%


Chart: 4.06

Regu

larly

Perio

dica

lly

occa

siona

lly

None

tota

l

1 2 3 4

0

20

40

60

80

100

120


Interpretation:

Table shows that the opinion of the respondents. About 30% of the employees

provide guidance to their subordinates periodically, 58% provide guidance their

subordinates regularly, 9% of the employees provide guidance to their subordinates

occasionally and 3% do not provide any guidance to their subordinates.

07. “Respondent’s opinions on which pattern do you prefer for promotion”

Table No: 4.07

S.No Particulars No. of Respondent Percentage

1 Merit 24 24%

2 Seniority 18 18%

3 Both 55 55%

4 None 00 00%

total 100 100


Chart: 4.07

0

20

40

60

80

100

120

S.NoParticularsNo. of RespondentPercentage

Interpretation:

Table shows that the opinion of the respondents. About prefer for promotion

55% of the employees opinion are Merit and Seniority base. 24% opinions are merit

base and 18% of the employees opinions are seniority base.

08. “Respondent’s opinions on rating the appraisal system within the

organization”.

Table No: 4.08

S.No Particulars No. of Respondent Percentage

1 To large extent 30 30%

2 To some extent 40 40%

3 Very Little extent 15 15%

4 Not at all 15 15%

total 100 100%


Chart: 4.08

Parti

cula

rs

To la

rge

exte

nt

To so

me

exte

nt

Very

Littl

e ex

tent

Not a

t all

tota

l

S.No 1 2 34

020406080

100120

Series3Series2Series3

Interpretation:

The table indicates that 30% of employees agreed that rating the

appraisal system within the organization up to large extent, 40% of employees

exposed to some extent 15% of employees exposed to very little extent and not at all.

09. “Respondent’s opinions on the existing performance appraisal allow you to

identify new challenges of job and prepares for further growth”

Table No: 4.09



2 Agree 41 41%

3 Disagree 5 5%


total 100 100%


Chart: 4.09

Strongly Agree


total

1 2 3 4

0102030405060708090

100


Interpretation:

Table shows that the opinion of the respondents about the performance

appraisal allows them to identify new challenge of job and prepare for growth. It

showed the more number of respondents are strongly agree 50%, 41% agree, 5% of

the respondents disagree, 4% of the respondents expressed their strong disagree.

10. “Respondent’s opinions on importance performance appraisal in identifying

developmental needs of their employment.

Table No: 4.10



2 Agree 42 42%

3 Disagree 5 5%


total 100 100%


Chart: 4.10

Strongly Agree


total

1 2 3 4

0102030405060708090

100


Interpretation:

The table indicates percentages of employee’s feelings towards importance of

the appraisal system in identifying development needs of their employment. It

showed the more number of respondents are strongly agree 49%, 4% agree, 5% of the

respondents disagree, 4% of the respondents expressed their strong disagree.

11. “Respondent’s opinions on performance appraisal are a successful attempt to

know the integrity and loyalty of employees.

Table No: 4.11



2 Agree 39 39%

3 Disagree 6 6%


total 100 100%


Chart: 4.11

Strongly Agree


total

1 2 3 4

0102030405060708090

100


Interpretation:

The table indicates percentages of employee’s feelings towards importance of

the appraisal system to achieve the organizational goals. It showed the more number

of respondents are strongly agree 53%, 39% agree, 6% of the respondents disagree,

5% of the respondents expressed their strong disagree.

12. “Respondent’s opinions on outstanding of individual employees performance

are recognized by proper rewards”

Table: 4.12


1 Excellent 70 70%

2 Good 20 20%

3 Average 5 5%

4 Poor 5 5%

Total 100 100%


Chart: 4.12

Exce

llent

Good

Aver

age

Poor

Tota

l

1 2 3 4

0

20

40

60

80

100

120


Interpretation:

Table shows that the employees feelings toward the reward remuneration in

the organization. About 80% of the employees feel that the present performance

appraisal system is excellent, 20% feel the appraisal system is good and 5% of the

employees feel that the present appraisal system is average and poor.

12. “If an employee is found to perform inadequately, what steps do you take to

improve the performance?”

Table: 4.13


1 Performance

improvement plan

65 65%

2 Mentoring/Coaching 25 25%

3 Any 10 10%

Total 100 100%


Chart: 4.13

Perf

orm

ance

impr

ovem

ent p

lan

Men

torin

g/Co

achi

ng Any

Tota

l

1 2 3

020406080

100120


Interpretation:

The table indicates percentage of employee’s feelings towards the if an

employee is found to perform inadequately what steps do take to improve the

performance. EICC consider 25% Mentoring, 65% performance improvement plan

for promoting employees.

14. “Respondent’s opinion on performance appraisal system helps in the growth

and development of an individual”

Table No: 4.14



2 Agree 42 42%

3 Disagree 5 5%


total 100 100%


Chart: 4.14

0

10

20

30

40

50

60

70

80

90

100

S.NOParticularsNo. of RespondentPercentage

Interpretation:

The table indicates percentages of employee’s feelings the appraisal system

helps their individual growth and development. It showed the more number of

respondents are strongly agree 49%, 42% agree, 5% of the respondents disagree, 4%

of the respondents expressed their strong disagree.

15. “Respondent’s opinions on which of these benefits are given for outstanding

performance”

Table No: 4.15


1 Additional increments 20 20%

2 Promotion 60 60%

3 Recognition in various

Forums

20 20%

4 Any Others 10 10%

total 100 100%


Chart: 4.15

Addi

tiona

l inc

rem

ents

Prom

otion

Reco

gniti

on in

var

ious

For

ums

Any

Oth

ers

tota

l

1 2 3 4

020406080

100120


Interpretation:

Table shows that the opinion of the respondents. In EICC 20% of the benefits

for outstanding performance are given by additional increments 60% of the benefits

for outstanding performance are through promotions 20% by recognition in vaiours

forums and 10% by some other means.

16 “Respondent’s Opinion about Performance Appraisal system in EICC its

objectives”

Table No: 4.16


1 Yes 23 23%

2 No 77 77%

total 100 100%


Chart: 4.16

Yes No total1 2

0

20

40

60

80

100

120

No. of RespondentNo. of RespondentPercentageNo. of RespondentPercentageNo. of RespondentPercentage

Interpretation:

Table shows that the opinion of the respondents. About 23% of the selected

sample of the employees is facing the problem with their present performance

appraisal system. The remaining 77% are not facing the present performance appraisal

system in EICC.

17. “What according to you is actually measured in performance appraisal

system?”

Table: 4.17


1 Current

Performance

65 65%

2 Future Potential 25 25%

3 Both 10 10%

Total 100 100%


Chart: 4.17

1 2 3 40

10

20

30

40

50

60

70

80

Series1Series2Series3Series4Series5

Interpretation:

The table indicates percentage of employee’s feelings towards the if an

employee is found to how to measure the perform. EICC consider 25% future

potential, 65% current performance.

18. “do you think the present performance appraisal system is helpful in

making you aware of your strengths and weakness”

Table No: 4.18


1 Yes 80 80%

2 No 20 20%

total 100 100%


Chart: 4.18

Yes No total1 2

0

20

40

60

80

100

120


Interpretation:

The 80% of the employees think that the performance appraisal system is

helpful in making them aware of their strengths and weakness remaining does not

think.

19. “On what basis goals are identified?”

Table: 4.19


1 Activity based 70 70%

2 Outcome based 20 20%

3 Both 10 10%

Total 100 100%


Chart: 4.19

Activity based

Outcome based

Both

1 2 3

0

10

20

30

40

50

60

70

80

Series1Series2Series3Series4Series5No. of RespondentsPercentage

Interpretation:

In EICC 70% of the goals are identified by activity basis, 20% by outcome

basis and 10% by both activity and outcome basis.

FINDINGS

The performance appraisal system in EICC is appreciated by most of the

employees.

It is found that the employees at EICC are having good executive capacity

which is most essential in organizations like EICC.

All the employees at EICC found to be vary adaptive to the environment and

very much in control over the critical issues.

Interested appraisals get in to their strengths and weakness through appraisal

systems.

The appraisal system provided for each appraises to express his developmental

needs and respondents believe that the appraisal system has scope for

employee to discover his potential.

The periodic orientation programs are conducted to explain the objectives and

other details of their performance.

Large number of samples agrees that the managers take performance appraisal

seriously.

There are a very few cases where appraisers having difficulty in differentiation

between appraises.

Appraisal data are used as inputs for recognition and encouragement.

The contents of the appraisal system are quite specific and clear;

SUGGESTION

CONCLUSION

From research done on performance appraisal system of the organization it has

been found out heat the system is successfully helping the organization to improve the

performance of the employees as well as it is also helping in the development of the

future career growth.

It has been found out that the employees are satisfied with superiors behavior

in marking them understand their mistakes form the appraisal done on their

performance.

Majority of them have also agreed that the appraisal system is also helping

them to develop their career goals, there is now negative feedback found from the

employee’s side, on the maintenance o the performance appraisal system of the

organization.

There were very less amount the people who were against this but most of

them have agreed the appraisal system helping them to know about their strength and

weakness and it is also helping them to overcome those mistakes.

The appraisal system is not only helping the organization in increasing the

performance standards of the employees but also is helping in building up their

confidence and performance level to complete globally. The company is having its

branches throughout the world where it is performing globally. The performance

appraisal system is also helping the organization to reach the organization objectives

and strategies.

This appraisal system has also proved for the manger to help the subordinates

in realizing their talents and in making effective us of their talents in order to apply

term in the work and improve their performance standards.

QUESTIONNAIRE

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