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Satisfaction of managerial employees on performance

appraisal system in Apollo Tyres Limited, Kalamassery

Project Report

submitted in partial fulfillment for the award of degree of

Master of Business Administration

of

Cochin University of Science and Technology

by

JOB THOMASReg !o "#$%&%&&

under the guidance of

Prof 'r Se(astian R)pet Mampilly

School of Management Studies*oc+in ni-ersity of Science and Tec+nology

Cochin, Kerala, IndiaPIN 682 022

Marc+ .%&$


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A*K!O1L/'2/M/!T

5irst and foremost, I than) the almighty od for besto(ing me (ith good health and

confidence to com"lete the "ro#ect on time*

I (ould li)e to e7"ress my hearty gratitude to +r* M* -hasi, +irector, School of

Management Studies for introducing me to the organiation %"ollo !yre &imited,

Kalamassery*

I (hole heartedly record my sincere gratitude to my su"er/isor Prof* +r* Sebastian u"et

Mam"illy of SMS for guiding me on the research as"ects of the thesis*

I am e7tremely than)ful to +r* a#itha Kumar, M-% 9P!: Coordinator of SMS for

guiding me on "ractical sam"ling techni;ues of ;uestionnaire sur/ey method*

I e7"ress sincere than)s to +r* Sam !homas, M-% 9P!: 20014 batch mentor of SMS

for guiding me on organiational certificate re;uirements of the thesis*

I record my gratitude to Mr* Shefin Salam,


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*/RT030*AT/

!his is to certify that "ro#ect re"ort entitled $Satisfaction of managerial em"loyees on

"erformance a""raisal system in %"ollo !yres &imited, Kalamassery' is a bonafied

record of the (or) done by Mr Jo( T+omas, si7th semester M-% 9P!: student of this

school submitted in "artial fulfillment of the re;uirement of a(ard of degree of Mater of

-usiness %""lication of Cochin .ni/ersity of Science and !echnology during %"ril 204*

'r Se(astian R)pet Mampilly 'r M B+asi

Pro#ect guide +irector


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*O!T/!TS

!itle Page number

*+apter & 0ntrod)ction

** >/er/ie( *2* Performance a""raisal and em"loyee satisfaction 2*4* Summary 4

*+apter . 0nd)stry and company profile

2** Industry structure and de/elo"ment 32*2* International scenario ?2*4* lobal com"etitors 62*3* Indian scenario @2*?* Com"eting Indian tyre com"anies @2*6* =ighlights of Indian tyre industry 82*@* %"ollo tyres limited A2*8* Cor"orate o/er/ie( A2*A* Bision and /alues 02*0* Presence

02** -rands 2*2* Sustainability 42*4* Summary

3

*+apter $ T+eoretical frame 4or5

4** Introduction ?4*2* +efinition of Performance a""raisal ?4*4* =istory of Performance a""raisal 64*3* Pur"oses of "erformance a""raisal @4*?* .ses of "erformance a""raisal 204*6* %""roaches of Performance a""raisal 204*@* !iming of a""raisal 24*8* >b#ecti/es of "erformance a""raisal 2

4*A* Process of "erformance a""raisal 224*0* Performance %""raisal for different (or)grou"s 234** Performance %""raisal Methods 264*2*


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List of Ta(les

!itle Page number

!able 3** %N>B% com"utation 3

!able ?** ender statistics 34!able ?*2* %ge statistics 33!able ?*4* 5ormal education statistics 3?!able ?*3* B% using MicrosoftD e7cel "rogram 60!able ?*0 Com"arison of fre;uency of res"onse of statements

by em"loyees of different age grou"s 6!able ?** +escri"ti/e statistical analysis of influence of age

on res"onse of scores for statements in ;uestionnaire 6A!able ?*2* !he correlation of mean of scores of statements

by different age grou"s @!able ?*4* esults of %N>B% of mean scores of res"onses

of different age grou"s @2!able ?*3 Com"arison of fre;uency of res"onse of statements

by em"loyees ha/ing different education @4!able ?*?* +escri"ti/e statistical analysis of influence of formal education

on res"onse of scores for statements in ;uestionnaire 8!able ?*6* !he correlation of mean of scores of statementsby different em"loyees grou"s differ in formal education 83

!able ?*@* esults of %N>B% of mean scores of res"onsesof em"loyees grou"s differ in formal education 83

!able ?*8 Com"arison of fre;uency of res"onse of statementsby em"loyees differ in e7"erience 8?

!able ?*A* +escri"ti/e statistical analysis of influence of com"anye7"erience on res"onse of scores for statements in ;uestionnaire A4

!able ?*20* !he correlation of mean of scores of statementsby different em"loyees grou"s differ in com"any e7"erience A6

!able ?*2* esults of %N>B% of mean scores of res"onsesof em"loyees grou"s differ in com"any e7"erience A@


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List of 3ig)res

!itle Page number

5ig* 2** ubber consum"tion in India 6

5ig* 2*2* an)ing of !yre com"anies based on re/enue in global mar)et @5ig* 2*4* an)ing of tyre com"anies based on "roduction in India 85ig 2*3* +etails sho(ing the (orld1(ide "resence of %"ollo 05ig 4** Pur"oses of "erformance a""raisal 65ig 4*2 Performance a""raisal "rocess 25ig 4*4 5actors influencing em"loyee satisfaction 445ig ?** ender statistics of res"ondents 335ig ?*2* %ge statistics of the res"ondents 335ig ?*4*


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5ig ?*48* Influence of formal education of em"loyees on the mean scoreof res"onses for the statements to 0 84

5ig ?*4A* Influence of com"any e7"erience on res"onse of statement number 8@5ig ?*30* Influence of com"any e7"erience on res"onse of statement number 2 885ig ?*3* Influence of com"any e7"erience on res"onse of statement number 4 8A

5ig ?*32* Influence of com"any e7"erience on res"onse of statement number 3 8A5ig ?*34* Influence of com"any e7"erience on res"onse of statement number ? A05ig ?*33* Influence of com"any e7"erience on res"onse of statement number 6 A05ig ?*3?* Influence of com"any e7"erience on res"onse of statement number @ A5ig ?*36* Influence of com"any e7"erience on res"onse of statement number 8 A25ig ?*3@* Influence of com"any e7"erience on res"onse of statement number A A25ig ?*38* Influence of com"any e7"erience on res"onse of statement number 0 A45ig ?*3A* Influence of com"any e7"erience of em"loyees on the mean score

of res"onses for the statements to 0 A6


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/;/*T0B% is used for the analysis of

res"onses*

% fair "erformance a""raisal "rocess hel"s to im"ro/e the satisfaction in em"loyees* !he

(illingness to in/est additional effort of to(ards enhancing "roduction and there by

mar)et and financial "osition increases (ith em"loyee satisfaction* !he "erformance

a""raisal accounting for the indi/idual and team "erformance of the members (ill hel" to

increase the "lant out"ut* -ased on the ;uestionnaire sur/ey conducted, it can be

concluded that em"loyees of %"ollo !yre &imited, Kalamassery are satisfied (ith the

"erformance a""raisal "rocess*


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Chapter 1

1. Introduction

3.1. Overview


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n

the other hand, satisfaction of em"loyees is meeting e7"ectations* !he "erformance

a""raisal is a tool for "romotion and "ay fi7ation in the com"any* =ence satisfaction of

the em"loyee on "erformance a""raisal "lays and im"ortant role in the "roducti/ity* !he

"erformance a""raisal is the creation of shared /ersion of organiational ob#ecti/es,

occasionally through mission statements communicated to the em"loyees* Performance

re/ie( measures the indi/idual targets relating to target of the o"erating units (ithin the

organiation* !he satisfied em"loyee (ill sho( "rogress to(ards the targets of the

organiation* Performance re/ie( hel"s to identify training needs among em"loyee*

=ence study on the satisfaction of the em"loyees (ith the "erformance a""raisal "rocess

in an organiation is im"ortant area of human resource management*

3.3. SUMMARY

Performance a""raisal is an essential management techni;ue* !he study aims to measure

the satisfaction of the managerial em"loyees on the "erformance a""raisal system in

%"ollo !yres &imited, Kalamassery* !he ;uestionnaire sur/ey method is ado"ted for

e/aluating the satisfaction of the em"loyees* !he res"onses indicated that the em"loyees

are satisfied (ith the "erformance a""raisal system in %"ollo !yres &imited,

Kalamassery*


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Chapter 2

2. The INDUSTRY AND Company Profile

3.4. !"US#RY S#RU$#URE A!" "E%E&O'ME!#

!he Indian tyre industry, in com"arison to its (estern counter"arts, lags behind in radial

trends* .se of radial tyres for "assenger /ehicle tyres (ere maintained at A8, (hile for

commercial /ehicle segment it (as "egged at 22 a significant gro(th (as obser/ed in

the last year*

!he to" ? "layers %"ollo, -irla, Ceat, K !yres and M5 command o/er @0 of the

mar)et, (ith "roduct offerings across all ma#or categories* India continues to be dri/en by

the commercial /ehicle tyre segment, (here truc) and bus tyres contribute as much as

?? of the industryHs re/enue* !he re"lacement mar)et accounts for @0 of the

re/enues, though the original e;ui"ment segment continues to "lay a crucial role in terms

of /olumes and ensuring "roduct acce"tability in the consumersH mind*

%mongst those (ho set u" ne( manufacturing units in the country (ere -ridgestone, K

!yres and M5* -ridgestoneHs s 3*4 billion "lant in central India (as com"leted in uly

20* !he unit is geared to "roduce 2,000 truc)1bus radials and 20,000 "assenger car

radials e/ery month* -oth K !yres and M5, li)e %"ollo, chose the southern Indian

state of !amil Nadu as their "referred manufacturing location* K !yresH facility, (hich

(as com"leted in 5ebruary 202 (ith an in/estment of s 0 billion, is e;ui""ed to

manufacture around 208,000 "assenger car radials and 44,000 truc)1bus radials each

month* M5Hs facility, built (ith an in/estment of s A billion, has a ca"acity of 4?0,000

"assenger car radials and 60,000 truc)1bus radials "er month* Ceat also ram"ed u"

ca"acity at its unit in Jestern India (ith a radial ca"acity of ?0 tonnes "er day* !he

Michelin facility in !amil Nadu (ith a ca"acity of 2 million truc)1bus radial tyres "er


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year, is currently under construction and e7"ected to begin "roduction later in the year*

%"olloHs manufacturing unit in !amil Nadu, (hich (ill attain full ca"acity in +ecember

202, has been constructed to accommodate a manufacturing ca"ability of 380,000

"assenger car radials and 80,000 truc)1bus radials each month*

%"ollo, -irla, -K!, 5alcon, K !yres and M5 also sought to e7"and ca"acities in their

e7isting facilities (ith combined in/estment to the tune of s 4? billion* In financial

year 2, (hile "roduction of truc)1bus and "assenger car tyres (ent u" by a marginal 4

and 3 res"ecti/ely, light commercial /ehicle and industrial tyre "roduction #um"ed

* !he total "roduction in the industry gre( by around ? a trend (hich is e7"ected

to continue in the near future*


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from Italy consumes *2 la)h tones of natural rubber in the "roduction of tyres*


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5ig* 2*2* an)ing of !yre com"anies based on re/enue in global mar)et

3.,. !"A! S$E!ARO

!he annual "roduction of rubber from India is about 6 la)h tones and o/er A0 "ercent of

the "roduction is from southern "art of Kerala* Indian rubber industry com"rises of 42

tyre factories, about 2?0 medium scale units and 6000 small1scale units* Small scale units

are "roducing e/ery concei/able rubber "roduct from toy, balloons etc* !he annual turn

o/er of the industry is IN 20,000 crores* Salient 5eatures of Indian !yre Industry

%da"tability and absor"tion


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* M5

. Apollo

4* K

3* C


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3.1. A'O&&O #YRES &M#E"

S"ecialty of %"ollo !yres &td* is the

5astest gro(ing global tyre "roducers*

5irst Indian tyre com"any to cross .S2*? billion of net sales*

&eading tyre "roducers in India (ith (ell balanced "roduct "ortfolio*

&argest radial tyre manufactures in India*

.=P and (inter tyre ca"abilities*

Manufacturing "lant across three continents (ith global "roduction ca"acity of

63A M!O+ay*

Strong "ortfolio of global and regional brands*

Consistent "erformance amidst /olatile mar)et*

o ro(th in net sales is 26*A "ercent C% o/er the last fi/e years*

o

/er ?000 em"loyees globally

3.11. $orporate Overview

%"ollo !yres &td, (ith its cor"orate head;uarters in urgaon, India, is in the business of

manufacture and sale of tyres since its ince"tion in A@2* >/er the years, the com"any has

gro(n manifold, establishing its foot"rint across the globe*

!he com"any has manufacturing "resence in %sia,


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+unlo" 9brand rights for 42 %frican countries: and Bredestein, the com"any offers a

com"rehensi/e "roduct "ortfolio s"read across "assenger car, light truc), truc)1bus, off

high(ay and bicycle tyres, re1treading material and re1treaded tyres*

%t the end of its financial year on March 4, 202, %"ollo !yres had cloc)ed a turno/er

of .S 2*? billion, bac)ed by a global (or)force of a""ro7imately 6000 em"loyees*

%"ollo !yres &td is traded in India on the -ombay, National and Kochi Stoc) "enly

>ne 5amily

3.13. 'resence

!he (orld1(ide "resence is the s"ecialty of com"any and is gi/en in 5ig* 2*3*


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5ig 2*3* +etails sho(ing the (orld1(ide "resence of %"ollo !yres &imited

3.14. +rands

Jhen %"ollo !yres (as established in A@2, it (as a single brand enter"rise* >/er the

years, as the organiation gre( and e7"anded its foot"rint across geogra"hies,

se/eral brands either #oined or (ere born into its fold* !oday, the com"any o(ns 6

)ey brands Apollo, ')nlop9brand rights for 42 %frican countries:,

Kai?en, Maloya, Regaland


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Apollo>+ri/en by attention to safety, %"ollo tyres are manufactured in India and are

a/ailable across almost all categories, including commercial and "assenger

/ehicles, farm and industrial*

!he core idea behind brand %"ollo is safety* %t all times %"ollo is (illing to tra/el that

e7tra mile to deli/er (hat its sta)eholders need* %"ollo enables indi/iduals to

ma7imise their o(n "otential, as reflected in its tagline "go the distance"* %"ollo

tyres, manufactured in India, are a/ailable across almost all categories, including

commercial and "assenger /ehicles, farm and industrial*

-rand %"ollo !yresQ genesis dates bac) to the mid A@0s, (hen the first cor"orate identity

(as un/eiled* It stood for "assion, aggression and determination to achie/e

e7cellence in all s"heres* Po"ularly )no(n as the unending road, the logo

mirrored the long #ourney the com"any (ould ma)e for its e/olution as a

dynamic, multi1cultural and multi1location entity* !his identity ser/ed %"olloQs

dreams and ambitions for o/er 40 years*

')nlop>%n established name in "assenger /ehicle segment, +unlo" also manufactures

commercial /ehicle and off high(ay tyresE (ith 2 facilities in +urban and

&adysmith*

% brand centered on attention to detail and ;uality in all as"ects of its e7istence

suitably reflected in its tagline "Driven By Precision"* %"ollo !yres &td o(ns

right to brand +unlo" for 42 %frican countries* +unlo"Qs history is arguably the

most im"ressi/e in the (orld of tyres* In 888, Scottish /eterinarian ohn -oyd

+unlo" created the first "ractical "neumatic tyre for his sonQs tricycle, to hel" it go

faster and smoother o/er cobblestones* ust one year after it (as "atented, ohn

-oydQs tyres (as fitted to a bicycle and (on its first race* Soon - +unlo"


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In 20, the com"any "ublished its st Sustainability e"ort as "er lobal e"orting

Initiati/e Bersion 4* !he disclosures and identified ga"s ha/e further enabled the

com"any to better define and e/ol/e its internal systems relating to en/ironmental

and social as"ects* -ul) of this (or) "ertains to energy, (ater, health and safety

issues across o"erations*

!he com"anyHs systems and "rocesses ha/e made it "ossible for it to re"ort at &e/el -

and the com"any is "ositi/e about achie/ing &e/el % across its o"erations in the

ne7t 2 years* !he com"any undertoo) a com"lete audit for all o"erations globally

and our offices on critical en/ironmental factors and stri/ing to achie/e the $green

com"any' status* !he efforts to health,, =IB1%I+S a(areness and "re/ention is

strengthened (ith 2 health care centres across the country catering to commercial

truc)ing community* !he com"any embar)ed Pro#ect1. (hich educates trains and

underta)es li/elihood for young unem"loyed*

3.1). SUMMARY

!yre industry consumes ma#or "art of natural rubber* !he re/enue in the tyre industry is

affected by recession or decrease in hand to month of citiens* %"ollo is a leading tyre

factory ha/ing (orld (ide "resence* %mong the India com"etitors, %"ollo stands first

based on re/enue and second based on "roduction* !his indicates that %"ollo has a strong

and dedicated mar)eting net(or)*


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Chapter

. T!"#RITICA$ %RA&" '#R(

3.1,. introdction

In sim"le terms, a""raisal is the assessment of an indi/idual "erformance in a systematic

(ay* !he "erformance are generally measured against such factors as )no(ledge about

#ob, ;uality and ;uantity of out"ut, initiati/es, leadershi" abilities, su"er/ision,

de"endability, co1o"eration, #udgment, /ersatility, health etc* !he assessment of an

em"loyee is e7"ected to co/er both "ast "erformance and "otentials that can be dra(n in

future* %lternate terms used for "erformance a""raisal 9P%: are "erformance

re/ie(, "erformance e/aluation, 9career: de/elo"ment discussion, or em"loyee a""raisal*


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Performance a""raisal is the formal, structured system of measuring and e/aluating the

em"loyees #ob related beha/iors and outcomes to disco/er ho( and (hy the em"loyee is

"resently "erforming on the #ob and ho( the em"loyee can "erform more effecti/ely in

the future so that em"loyee, organiation and society all benefit* 9%s(atha""a, 200?:*

Performance a""raisal is the "rocess of identifying, obser/ing, measuring and de/elo"ing

human "erformance in organiation 9Carrol and Scheider, A82:

3.1. /istory of 'erformance appraisal

5ig 4** Pur"ose of "erformance a""raisal

Performance a""raisal

%dministrati/e"ur"ose

Self1de/elo"ment ofem"loyees

Promotion and"lacement!ransfer anddemotionsJages and salaryfi7ation

!raining andman"o(er "lanningPersonnel researchCreating fa/ourableim"act on em"loyeesMiscellaneousadministrati/e

"ur"oses

Identification ofstrength(ea)nessfuture training needs


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Sash)in 9A33: suggests that "erformance a""raisal has been (ith us for all human

history and it sho( no "ros"ects of being ready for the rubbish hea"* Scotts et al* 9A3:

cited that the "erformance a""raisal (as first used by army in Jorld (ar one to assess the

"erformance of officers* Mur"hy and Cle/eland 9AA?: "ointed out that "erformance

a""raisal "robably began in .nited States in 84 (hen .S %rmy eneral &e(is Cass

submitted an e/aluation of men in the cre( to Jar de"artment* In the late A60Hs,

"erformance a""raisal (as used by many com"anies that e7"erienced outbac) in

go/ernment contracts to ma)e layoff and retention decisions* North 9200?: stated that

"erformance a""raisal can be claimed to be the (orldHs second oldest "rofession*

3.2. 'rposes of performance appraisal

%""raisal of the "erformance of the em"loyees is carried out for t(o ma#or "ur"oses,

namely, administrati/e "ur"ose and self im"ro/ement and self de/elo"ment of em"loyees

and is sho(n in 5ig* 4**

Promotion and placement of employees

>ne of the ma#or administrati/e "ur"oses of "erformance a""raisal is to "romote the

em"loyees ta)ing into account of their com"etence and "erformance o/er certain "eriod

of ser/ice* Ruality and ;uantum of (or) "erformed ser/es as the basis for "romotion in

cases (hen "romotions are gi/ing by merits* %""raisal system identifies (hether the

em"loyee can be assigned higher "ositions in the organiation* !he "romotion on the

basis of a""raisal is in the interest of both the management an em"loyee* Performance

a""raisal is useful for "osting the right candidate (ithin the organiation* !he

"erformance a""raisal is not useful for the initial "lacement but is useful for the

subse;uent "lacements*


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the a""raisal* !he man"o(er re"lacement "rocedure can be initiated for the retiring

"ersonnel in the organiation* !he a""raisal is one of the com"onents used for the

man"o(er demand forecast* !he /aluable information in the a""raisal can be used to

measure moti/ation and satisfaction in em"loyees*

3a-ora(le impact on employees

!he "erformance a""raisal creates a fa/ourable im"act on em"loyees* !he a""raisal is a

tool for identifying talented "ersons, "romotions, training and salary fi7ation* !he

em"loyees (ill be moti/ated to score high in the a""raisal system for recei/ing incenti/es

or better "lacement* !he, a""raisal (ill hel" to ta)e a meaningful decision in transfer and

"romotions* In brief, "erformance a""raisal gi/es fa/ourable im"act on em"loyees*

Performance a""raisal im"ro/es the morale and offers o""ortunities of career

de/elo"ment*

Miscellaneo)s administrati-e p)rposes of appraisal

!he miscellaneous administrati/e "ur"oses are 9i: to confirm the ser/ice "robationary of

the em"loyees after the com"letion of "robationary "eriod successfully, 9ii: to im"ro/e

communication and coo"eration bet(een su"erior and subordinates and 9iii: to determine

(hether = "rogrammes, namely, selection, training and transfers are effecti/e or not*

Self impro-ement of employees

In addition to administrati/e "ur"ose, "erformance a""raisal facilitates self im"ro/ement

and de/elo"ment of em"loyee* %""raisal suggests the (ea)ness and shortcomings of the

em"loyee* It ser/es as feed bac) to the em"loyee* %""raisal is follo(ed by discussion

bet(een the rater and em"loyee in a s"irit of coo"eration and mutual understanding*

Counseling of em"loyees for im"ro/ing their "erformance is conducted by "ost a""raisal

inter/ie(s* Performance a""raisal is im"ortant and useful for the organiation to achie/e


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long term goals* Performance a""raisal hel"s to im"ro/e, gro( and de/elo" for higher

"ositions in the organiation*

3.21. Uses of performance appraisal

!he uses of "erformance a""raisal are administrati/e, maintenance use and

documentation* %dministrati/e use of "erformance a""raisal is to measure "erformance

for administrati/e decisions of em"loyees* !he "ur"oses include re(arding, "romotion,

layoff, training etc* !he a""raisal is a tool for measuring indi/idual "erformance in the

organiation* In this case, manager is featured more as counselor than a #udge* !he

em"hasis is gi/en for identifying "otential and "lanning gro(th o""ortunities of

em"loyee*

Maintenance use of "erformance a""raisal is to carry functions such as human resource

"lanning, determining training needs etc* for the smooth functioning of sub1systems*

+ocumentation of "erformance a""raisal is used for the "ur"ose of recording the

de/elo"ment of em"loyee throughout the career in the organiation*

3.22. Approaces of 'erformance appraisal

!here are t(o a""roaches in "erformance a""raisal, namely, informal a""roach and

systematic a""roach* Informal a""roach is conducted (hene/er the su"er/isor feels it is

necessary* !he day1to1day (or)ing relationshi" bet(een a manager and em"loyee offers

an o""ortunity for the #udgment of em"loyee "erformance* !he #udgment of informal

a""roach is communicated on #ob or on coffee time con/ersation* 5re;uent internal

feedbac) to em"loyees can a/oid sur"rises (hen the formal e/aluation is communicated*

Systematic a""raisal is used (hen the contact bet(een the manager and the em"loyee is

formal and system is in "lace to re"ort managerial im"ressions and obser/ations on

em"loyee "erformance* Its aim is to su""ort administrati/e and de/elo"mental decisions*


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3.23. #imin5 of appraisal

% regular time inter/al is a feature of systematic a""raisals that distinguishes them from

informal a""raisals* !he a""raisals are conducted once or t(ice in an year* !he

com"anies in high technology or soft(are field conduct a""raisal in e/ery si7 months so

that the em"loyees are "romoted more fre;uently* !his results in reduction in turno/er of

em"loyees* In %"ollo, the a""raisal is conducted in e/ery year*

3.24. O6ectives of performance appraisal

!o re/ie( the "erformance of the em"loyees o/er a "eriod of time

!o #udge the ga" bet(een actual and desired "erformance

!o hel" the management in e7ercising organiational control*

=el"s to strengthen the relationshi" and communication bet(een su"erior and

subordinates

!o diagnose the strengths and (ea)ness of the indi/iduals so as to identify the

training and de/elo"ment needs in the future

!o "ro/ide feedbac) to the em"loyees regarding their "ast "erformance

Pro/ide information to assist in the other "ersonal decisions in the orgnaisation*

Pro/ide information to assist in other "ersonal decisions in the organiations*

!o "ro/ide clarity of e7"ectations and res"onsibilities of the functions to be

"erformed by em"loyees

!o #udge the effecti/eness of the human resource functions, namely, recruitment,

selection, training and de/elo"ment*

!o reduce the grie/ances of the em"loyees

!o calibrate, refine and re(ard the "erformance of the em"loyee*


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!o focus the "rogress in "erformance of em"loyees*

3.2(. 'rocess of performance appraisal

/sta(lis+ing performance standards


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"erformance should be communicated to the em"loyees of the organiation* !he

em"loyee should also see) to )no( the standards and the a""lication in a""raisal "rocess*

Jell1informed em"loyees (ill be clear about the roles and "erformance e7"ectations*

Su"er/isors (ill be clear about the roles of the e/aluators* ood communication hel"s in

meaningful discussions, clarifications and commitment* It gi/es an o""ortunity to modify

standards at the initial stage itself based on rele/ant feedbac) from the em"loyees or

e/aluators*

Meas)ring t+e act)al performance

!he most difficult "art of the "erformance a""raisal "rocess is measuring the actual

"erformance or the (or) done by the em"loyee o/er a s"ecific "eriod of time* It is

continuous "rocess (hich in/ol/es monitoring the "erformance through the year* !his

stage re;uires careful selection of a""ro"riate techni;ue of measurement, ta)ing care that

"ersonal bias does not affect the outcome of the "rocess and "ro/iding assistance rather

than inferring in em"loyeeHs (or)*

*omparing t+e act)al performance 4it+ standards

!he actual "erformance is com"ared (ith standard "erformance* !he com"arison tells the

de/iations in the "erformance of the em"loyee from the established standard* !he results

can bring out the actual "erformance being less than the desired "erformance de"icting a

negati/e de/iation in the organiational "erformance* It induces recalling, e/aluating and

analysis of data related to the em"loyee "erformance*

'isc)ssing res)lts


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!he result of the a""raisal is communicated and discussed (ith the em"loyee on one1to1

one basis* !he focus of the discussion is on communication and listening* !he result, the

"roblems and the "ossible solution are discussed (ith the aim of "roblem sol/ing and

reaching consensus* !he feedbac) should be gi/en (ith a "ositi/e attitude as this can

ha/e an effect on the em"loyee future "erformance* !he "ur"ose of the meeting is to

sol/e the "roblems faced and moti/ate the em"loyees to" "erform better

'ecision ma5ing

!he last ste" of the "erformance a""raisal "rocess is to ta)e decisions in order to im"ro/e

"erformance, identify correcti/e actions or im"lement = decisions such as re(ards,

"romotions, transfers etc* % better "erformance a""raisal system should focus on the

indi/iduals and his de/elo"ment so as to ma)e1u" the em"loyee to "erform the desired

"erformance* Performance a""raisal is ha/ing direct lin)age (ith "ersonnel management

in the areas of selection, mobility, training etc*

3.2). 'erformance Appraisal for different wor75rops

Jor)force alignment em"o(ers managers and em"loyees by creating o(nershi" and

commitment in the organisationQs success by aligning goals and de/elo"ment to o/erall

strategy and ob#ecti/es* 5urthermore, organisations ta)ing a com"etence1based

Performance %""raisal a""roach achie/e better business results, get more engaged

em"loyees and increased retention*

Performance %""raisal "ermits to build, streamline, and deli/er strategic initiati/es across

recruiting, on1boarding, "erformance a""raisals, com"etence assessments, learning and

de/elo"ment, succession "lanning and more*

oal alignment Performance %""raisal


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5eedbac) and recognition

+e/elo"ment "lanning

e"orts and %nalytics

5le7ible forms

oal management functionality sho(s each em"loyee ho( their indi/idual "erformance

goals align and su""ort the organisationQs strategy* -y setting SM%! goals 9S"ecific

Measurable %chie/able ealistic !imely: and acti/ities to achie/e these, managers

and em"loyees get a "ractical and concrete tool to ensure they are on the right course*

Performance %""raisal sim"lifies and streamlines the entire em"loyee "erformance

e/aluation and can be used standalone or integrated (ith any of the other modules to

deli/er a com"lete cloud1based, "erformance dri/en human ca"ital management solution*

HR professionals et the most con/enient and cost1effecti/e (ay to conduct

"erformance e/aluations, align and trac) goals, trac) em"loyee "rofiles, de/elo" critical

com"etence and more* No(, = can "lay a strategic role in hel"ing the organisation build

a (orld1class (or)force that is aligned and deli/ering on the business strategy*

Management et a single system that )ee"s the organisation aligned* !hey can see ho(

em"loyee goals are aligned (ith those of the organisation, )no( (here "erformance ga"s

e7ist and ho( theyQre being addressed, and ensure the organisation has the s)ills it needs

to succeed*


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Managers et a con/enient and "o(erful tool for aligning and trac)ing goals, managing

em"loyee "erformance, "ro/iding meaningful feedbac) and coaching, and su""orting

em"loyee de/elo"ment*

/mployees et their o(n "ersonalied "age (here they can access their a""raisals,

goals, de/elo"ment "lans and more, in #ust a fe( clic)s*


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de/elo"ment of and use of "osition descri"tions for each "osition to include all ma#or

res"onsibilities and, (here a""ro"riate, standards of "erformance* Su"er/isors rate

em"loyees on res"onsibilities identified on the "osition descri"tion* !he ad/antage of

res"onsibility rating is that rating factors are s"ecific to the #ob and rating scales are the

same for all em"loyees* is that each

em"loyee is rated on different factors and on different scales* !his could lead em"loyees

to "ercei/e ine;uity in the system* M-> is also /ery time1consuming because e7tensi/e

goal setting is re;uired*

!he free form rating method has little or no "rescribed format* !he ad/antage to free

form is that su"er/isors are free to rate "erformance directly (ithout being forced to rate

s"ecific as"ects and attributes* !he disad/antage to free form is that it is totally

susce"tible to /arying standards of "roblems associated (ith rating em"loyees because

em"loyees are rated (ithout either common rating factors or rating scales* !hus, it is

difficult to reach an o/erall rating needed for salary administration (hen the free form

method is used* In addition to the four commonly used "erformance a""raisal methods,

there are si7 techni;ues that can be a""lied to most of these*


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co/ering an indi/idualQs strengths, (ea)nesses, "otential, and so on* !he dra(bac) is the

/ariability in length and content and the difficulty in combining or com"aring ratings*

% gra"hic rating scale does not yield the de"th of essay a""raisal but is more consistent

and reliable* ra"hic rating assesses a "erson on the ;uality and ;uantity of (or)

9outstanding, abo/e a/erage, etc*: and on a /ariety of other factors that /ary (ith the #ob

9reliability, oral and (ritten communication:*

5orced1choice rating (as de/elo"ed to reduce bias and establish ob#ecti/e standards of

com"arison bet(een indi/iduals* aters choose from among grou"s of statements those

(hich best fit the indi/idual being rated and those (hich least fit him* !he statements are

then (eighted or scored*

Critical incident a""raisal gi/es su"er/isor actual, factual incidents to discuss (ith an

em"loyee* Su"er/isors )ee" a record on each em"loyee and record actual incidents of

"ositi/e or negati/e beha/ior* !he discussion deals (ith actual beha/ior of the em"loyee*

.sing the (or)1standards a""roach, organiations set measured daily (or) standards*

!hese standards establish (or) and satisfying targets aimed at im"ro/ing "roducti/ity*

!his method is most commonly used in manufacturing and "roduction organiations*

460 degree feedbac), also )no(n as Qmulti1rater feedbac)Q, is the most com"rehensi/e

a""raisal (here the feedbac) about the em"loyeesH "erformance comes from all the

sources that come in contact (ith the em"loyee on his #ob*

460 degree res"ondents for an em"loyee can be hisOher "eers, managers 9i*e* su"erior:,

subordinates, team members, customers, su""liersO /endors 1 anyone (ho comes into

contact (ith the em"loyee and can "ro/ide /aluable insights and information or feedbac)


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regarding the Gon1the1#obG "erformance of the em"loyee* 460 degree a""raisal has four

integral com"onents, namely, self a""raisal, su"eriorHs a""raisal, subordinateHs a""raisal

and "eer a""raisal* Self a""raisal gi/es a chance to the em"loyee to loo) at hisOher

strengths and (ea)nesses, his achie/ements, and #udge his o(n "erformance* Su"eriorHs

a""raisal forms the traditional "art of the 460 degree "erformance a""raisal (here the

em"loyeesH res"onsibilities and actual "erformance is rated by the su"erior* Subordinates

a""raisal gi/es a chance to #udge the em"loyee on the "arameters li)e communication and

moti/ating abilities, su"eriorHs ability to delegate the (or), leadershi" ;ualities etc* %lso

)no(n as internal customers, the correct feedbac) gi/en by "eers can hel" to find

em"loyeesH abilities to (or) in a team, co1o"eration and sensiti/ity to(ards others*

3.2-. Employee satisfaction

=uman resource is /ital com"onent of com"any* !hey are the (ealth of the organiation

utilied for achie/ing goals* In the "resent com"le7 business en/ironment, no business

and organiation sur/i/e and gro( (ithout healthy human resources* !he success of an

enter"rise de"ends on the caliber of "erson (or)ing in the com"any* !he human resource

management refers to systematic a""roach to the "roblem of selecting, training,

moti/ating and retaining "ersonnel in an organiation*


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human resource needs, organiation (ill ha/e to "lan in ad/ance about the re;uirements

and resources*

3.2. "efinition of Employees satisfaction

n the other hand, if they

feel that they are being "aid fairly and treated (ell by the organiation, they (ill be

satisfied (ith the #obs and (ill ha/e "ositi/e attitude to(ards the #ob*


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ne of the biggest "reludes to the study of em"loyee satisfaction (as the =a(thorne

studies* !hese studies 9A23A44:, "rimarily credited to


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Management, argued that there (as a single best (ay to "erform any gi/en (or) tas)*

!his boo) contributed to a change in industrial "roduction "hiloso"hies, causing a shift

from s)illed labor and "iece(or) to(ards the more modern of assembly lines and hourly

(ages* !he initial use of scientific management by industries greatly increased

"roducti/ity because (or)ers (ere forced to (or) at a faster "ace* =o(e/er, (or)ers

became e7hausted and dissatisfied, thus lea/ing researchers (ith ne( ;uestions to ans(er

regarding em"loyee satisfaction* It should also be noted that the (or) of J*&* -ryan,

Jalter +ill Scott, and =ugo Munsterberg set the tone for !aylorHs (or)*

Maslo(Hs hierarchy of needs theory, a moti/ation theory, laid the foundation for

em"loyee satisfaction theory* !his theory e7"lains that "eo"le see) to satisfy fi/e s"ecific

needs in life "hysiological needs, safety needs, social needs, self1esteem needs, and

self1actualiation* !his model ser/ed as a good basis from (hich early researchers could

de/elo" em"loyee satisfaction theories*


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desire to get "osted in higher "osition in the organiation* !he em"loyee satisfaction

increases (ith more chances of getting "romotion in the com"any* 5a/ourable com"any

"olicies on timing, transfer, medical co/erage, trans"ortation facility, bonus, safety

as"ects etc* im"ro/e the em"loyee satisfaction* !he im"artial beha/iour of su"er/isors,

coo"eration of the co1(or)ers and subordinates "lay an im"ortant role in the em"loyee

satisfaction*

5ig 4*4 5actors influencing em"loyee satisfaction

!he em"loyee satisfaction increases in clean (or)ing en/ironment* ob sco"e includes

res"onsibly, achie/ements and recognition* !he change in #ob e7ecution rather than

monotonous (ay of "erforming (ould hel" to im"ro/e the em"loyee satisfaction*

%utonomy in decision ma)ing and e7ecution of the #ob and certainty in the role to be

"layed (ould hel" to increase the #ob "erfection and satisfaction* %ged and senior

em"loyee may e7"ect more from the com"any and hence generally seems to be

dissatisfied* !he tenure and "ersonality of the em"loyee influences "erce"tion, attitude

and learning* !he em"loyee ha/ing longer tenure and "ersonality (ill be ambitious and

(ill be satisfied in com"anies ha/ing greater "romotion chances and #ob content*


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>utcome of em"loyee satisfaction are "roducti/ity, em"loyee turno/er and absenteeism*

9

!he utstanding

ood

%/erage

-elo( a/erage


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Areas of meas)rement

Contribution to organiational goals 9J=%!:

o e/ie( of Key research area 9K%: "erformance

o e/ie( of functionalO organiational initiati/es ta)en a"art from K%s

Measurement of critical attributes s)ills and com"etencies 9=>J:

Career "rogression

o ob rotation

o Potential assessment

>/erall rating

3orm design>9

!he 9


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!he employee de-elopment re-ie49ctober 202, the daily "roduction at %"ollo


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!yre &imited, Kalamassery is ?@*63 M! against the target of A3*A4M!* !he ga" bet(een

the realied and target daily "roduction is attributed not only to the technical reasons, but

also to the le/el of satisfaction of em"loyees* !he "erformance a""raisal system is one of

the com"onents that influence the em"loyee satisfaction* !he influence of "erformance

a""raisal system of %"ollo !yre &imited, Kalamassery on em"loyee satisfaction is not

being studied earlier in the com"any* Present study attem"ts to fill this lacuna*

3.3,. Statement of te prolem

!he study is aimed at to e/aluate (hether the em"loyee is satisfied in the "resent

"erformance a""raisal system at %"ollo !yre &imited, Kalamassery*

3.3-. Researc o6ectives

!he ob#ecti/es are to study1

* !he effecti/eness of the communication describing "ur"ose of "erformance

a""raisal 9P%:*

2* !he fairness in "resent "erformance a""raisal*

4* !he ca"ability of a""raisal system for reflecting strengths of em"loyee

3* !he "ur"ose of "erformance a""raisal 9"romotionO "ay fi7ationO re(ardO career

de/elo"mentO education:*

?* !he usefulness of "erformance a""raisal system as a management tool*

6* !he "otentiality of the "erformance a""raisal system to build team s"irit and

coo"eration

@* !he effecti/eness of con/eying correcti/e actionsO feed bac)*

8* !he em"loyee satisfaction on the "erformance a""raisal "rocedure and

3.3. SUR%EY ME#/O"

!he ;uestionnaire based sur/ey is used in this study* !he data collection and analysis is

carried1out based on statistical theories* !he ;uestionnaire is com"osed of ten ;uestions

to e/aluate the res"onse of the em"loyees* !he ;uestionnaire (as issued in "erson*


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9closed:, for (hich the res"ondents are re;uired to tic) the right ans(ers* +emogra"hic

;uestions are used to correlate the res"onse bet(een different ty"es of grou"s* !his is

/ery im"ortant to find (hether the res"onses are consistent across the grou"* !he main

"art of the ;uestionnaire, (hich is related to the hy"othesis of the thesis, consists of

li)ert1scale ;uestions* %ns(er to these ;uestions hel"s to find ho( strongly the

res"ondents agree (ith the "articular statement* !he ans(ers of the ;uestions are based

on the fi/e1le/el scale and o"tions are strongly agree, agree, neither agree nor disagree,

disagree, strongly disagree* !he ;uestionnaire is gi/en in %""endi7 %

3.4. samplin5

In statistics and sur/ey methodology, sam"ling is concerned (ith the selection of a subset

of indi/iduals from (ithin a statistical "o"ulation to estimate characteristics of the (hole

"o"ulation* !(o ad/antages of sam"ling are that the cost is lo(er and data collection is

faster* !he ty"es of sam"ling are gi/en in 5ig* 3*2*

Probability sam"les are selected from the "o"ulation and are considered as the

re"resentati/e of the "o"ulation* !hey "ro/ide the most /alid or credible results because

they reflect the characteristics of the "o"ulation from (hich they are selected* Non1

"robability sam"les are not truly re"resentati/e and less desirable than "robability

sam"les* Non1"robability sam"les are used (hen a researcher may not be able to obtain a

random or stratified sam"le, or it may be too e7"ensi/e* % researcher may not care about

generaliing to a larger "o"ulation* !he /alidity of non1"robability sam"les can be

increased by trying to a""ro7imate random selection, and by eliminating as many sources

of bias as "ossible*

In this study, #udgment sam"ling is used* udgment sam"ling is a non1"robability

sam"ling techni;ue (here the researcher selects the sam"le based on #udgment* In thismethod, the researcher may decide to dra( the entire sam"le from one Gre"resentati/eG

grou" identified, e/en though the "o"ulation includes all such grou"s* Jhen using this

method, the researcher must be confident that the chosen sam"le is truly re"resentati/e of

the entire "o"ulation* In the "resent study, the researcher collected the res"onse of the

em"loyees of managerial cadre (ho #oined in the afternoon shift in the %"ollo !yre

&imited, Kalamassery .nit on 3th 5ebruary 204* !he sie of the "o"ulation is the

members in managerial cadre and is ninety at %"ollo !yre &imited, Kalamassery .nit*


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(here the denominator ? re"resents the highest magnitude of the score, X is the mean

score and is gi/en by

10

X

X

10

1i

i=

=

the testing of hy"othesis is carried out*

CronbachQs al"ha 9+e/llis AA: is a measure of internal consistency, that is, ho( closely

related a set of items are as a grou"* CronbachQs al"ha is coefficient or reliability*

CronbachQs al"ha is gi/en by

==

%

X

&

1i

%

i'

11&

&

(here & is the number of com"onents or statements and e;ual to 4 "ersons in the

"resent study*%

Xis the /ariance of obser/ed test score and

%

i' is the com"onent i

in the sam"le of "ersons*

PearsonHs correlation coefficient 9r: is gi/en by

=

=n

1i '

i

X

i ''XX

1&

1r

(here

X

i XX

, X and X are the standard score, sam"le mean, and sam"le

standard de/iation, res"ecti/ely*

%N>B% is use to test the hy"othesis the com"utation details of %N>B% is gi/en in

!able 3**

!able 3** %N>B% com"utation

SourceSum ofS;uares

9SS:

+egree of5reedom

9df:

Mean S;uare

df

##(# =

51Statistics P1/alue

-et(eenSam"les

##B )*11)

##B#B

=

#+

#B,= Balue from

!able

JithinSam"les

##+ n*) )n

##+#+

= 11 11

!otal ##-. n*1 11 11 11

3.43. Or5ani:ation of researc report

!he re"ort is organied in the follo(ing headings*


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Cha"ter Introduction

Cha"ter 2 Industry and com"any "rofile

Cha"ter 4 !heoretical frame (or)

Cha"ter 3 esearch methodology

Cha"ter ? +ata analysis and inter"retations

Cha"ter 6 Conclusions

In Cha"ter , brief introduction on o/er/ie( of the "resent scenario of "erformance

a""raisal is mentioned* !he relationshi" bet(een "erformance a""raisal and satisfaction

of em"loyees is discussed in Cha"ter *!he details on the /arious cha"ters are discussed

in Cha"ter *

Cha"ter 2 contains the "rofile of tyre industry and %"ollo tyres limited* !he global

com"etitors and Indian scenario of the tyre mar)et is "ro/ided in Cha"ter 2* !he brands

of %"ollo tyres limited in /arious country is mentioned in Cha"ter 2*

!he theoretical bac)ground on the "erformance a""raisal and em"loyee satisfaction is

discussed in Cha"ter 4* !he history of de/elo"ment and "ur"oses of "erformance

a""raisal are discussed in Cha"ter 4* !he method and timing of "erformance a""raisal is

discussed in Cha"ter 4* !he sources of em"loyee satisfaction are discussed in Cha"ter 4*

!he "erformance a""raisal "rocedure at %"ollo !yres limited, Kalamassery is discussed

in Cha"ter 4*

!he research methodology is discussed in Cha"ter 3* !he method of data collection and

sam"ling is discussed in Cha"ter 3* !he ob#ecti/es of research are gi/en in Cha"ter 3* !he

data collection and the theoretical details of the data analysis is gi/en in Cha"ter 3*


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!he analysis of collected data based on ;uestionnaire sur/ey and inter"retation of analysis

results is discussed in Cha"ter ?* !he fre;uency of the res"onse and descri"ti/e statistical

analysis of data is carried out and the results are discussed in Cha"ter ?*

!he summary, finding and conclusions of the study are discussed in Cha"ter 6*

3.44. SUMMARY

!he /arious as"ects of design of e7"eriments are described* !he ;uestionnaire method is

ado"ted for the collection of data* !he le/el of agreement to the ten statements are

allo(ed to mar) in ? "oint score &i)ert1scale* !he sam"le has been dra(n from the

"o"ulation based on the #udgment method* !he duly filled ;uestionnaire is collected from

the res"ondents* !he fre;uency and descri"ti/e statistical analysis of res"onses are carried

out*


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Chapter ,

,. DATA ANA$YSIS AND INT"RPR"TATI#NS

3.4(. introdction

!he duly filled1u" ;uestionnaire (as collected from 4 managerial cadre em"loyees of

%"ollo !yre &imited, Kalamassery* !he data of res"onse is analyed using Microsoft

e7cel soft(are* !he ratio of the res"onse to the total number of res"ondents is com"uted

and e7"ressed in "ercentage* !he res"onse for the ;uestions related to the sub#ect area of

the studty is collected in &i)ert1scale* !he descri"ti/e statistical method is also used to

analye the data* !he minimum, ma7imum, mean, standard de/iation and /ariance ha/e

been com"uted based on the fi/e "oint scale res"onse of the em"loyees

3.4). demo5rapic details of te respondents

!he first "art of the ;uestionnaire (as designed to collect the demogra"hic details of the

res"ondents* !he demogra"hic information gi/es the details of gender, age, education and

e7"erience at %"ollo !yre &imited, Kalamassery of em"loyees of managerial cadre* !he

demogra"hic information of the res"ondents are gi/en in

!able ?** ender statistics

ender es"ondents Percentage

Male 2A A35emale 2 6

!otal 4 00


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-ender Stati*tic*

0%

20%

40%

60%

80%

100%

Ma$e 'e*a$e

Re*poden

t*

5ig ?** ender statistics of res"ondents

!he gender statistics of the res"ondents are gi/en in 5ig ?** !he male res"ondents are

found to be A3 "ercent* %"ollo !yres &imited, Kalamassery is a manufacturing firm and

ma#ority of the (or)ers are males* !he managers are re;uired to attend the "roduction

"lant issues* =ence males are more a""ro"riate and being em"loyed in the com"any*

!able ?*2* %ge statistics

%ge es"ondents Percentage

2? to 4? years ? 3A

4? to 3? years 0 42

3? to ?? years 6 A

!otal 4 00

A+e *tati*tic*

0%

20%

40%

60%

80%

100%

25&35 35&45 45&55

A+e .year*/

Re*pode

nt*

5ig ?*2* %ge statistics of the res"ondents


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!he age statistics of the res"ondents is gi/en in 5ig ?*2* !he managers ha/ing formal age

less than 4? years is found to 3A "ercent* It is found the ma#ority of em"loyees in the

managerial cadre are young and in the age grou" of 2? to 4? years*

!able ?*4* 5ormal education statistics


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Company e0perience *tati*tic*

0%

20%

40%

60%

80%

100%

0&2 2&5 5

"0perience .year*/

Re*podent*

5ig ?*3* !he %"ollo !yres &td e7"erience statistics of res"ondents

!he e7"erience of the res"ondents in %"ollo !yres &td is gi/en in 5ig ?*2* !he

res"ondents ha/ing e7"erience greater than ? years is found to be @? "ercent* !he

ma#ority of the res"ondents is (ell e7"erienced and hence might ha/e undergone

em"loyee de/elo"ment re/ie( cycle in many occasions*

3.4,. 0RE;UE!$Y O0 response

!he second "art of the ;uestionnaire is connected (ith hy"othesis of the research* !here

(ere 0 statements on /arious as"ects of "erformance a""raisal and the res"ondents are

re;uested to tic) the le/el of agreement or disagreement in a &i)ert scale* !he fre;uency

of the res"onses of the em"loyees is gi/en in !able ?*?*

!he highest magnitude of the fre;uency is found to be @3 against the o"tion VagreeH for

the statement clarifying the use of "erformance a""raisal as "romotion and "ay fi7ation*

No res"ondents ha/e o"ted Vstrongly disagreeH for any of the ;uestions "osted in the

;uestionnaire* 5or all ;uestions, the highest fre;uency of res"onse is found to be

corres"onding to the o"tion VagreeH* !he highest magnitude of the fre;uency for /arious

statements is found to be bet(een ?2 to @3 "ercent* !his indicates that the /arious as"ects

of "erformance a""raisal stated in the ;uestionnaire are "ositi/ely correlated to the


57/115

satisfaction of the em"loyee* !he result of fre;uency analysis of the em"loyees is gi/en in

!able ?*?*

!able ?*?* 5re;uency of res"onse for statements

StatementStrongly

agree%gree

Neitheragreenor

disagree

+isagreeStronglydisagree

* I clearly understand the "ur"oseof "erformance a""raisal

38 ?2 0 0 0

2* Performance a""raisal in mycom"any is fair

26 68 6 0 0

4* Performance a""raisal reflectsob#ecti/ely my "erformance 4 @ 6 0 0

3* Performance a""raisal is a toolfor "romotion and "ay fi7ation

24 @3 4 0 0

?* Performance a""raisal "rocesshel"s my su"erior to manage

"eo"le better0 6 24 6 0

6* Performance a""raisal "rocessencourages co1o"eration and team

s"irit4 ?? 26 6 0

@* Performance a""raisalinfluences indi/idual "erformance

"ositi/elyA @2 4 6 0

8* Present a""raisal systemrecognies im"ro/ed "erformance

of indi/idual6 6? 4 6 0

A* Performance a""raisal is acareer de/elo"mental and

educational tool6 ?2 2A 4 0

0* Performance a""raisalfeedbac) (ill be con/eyed to me

4 62 6 A 0


58/115

1 I #$ear$y u!erta! t)e uroe o. er.or*a#e

ara/a$

48%52%

0% 0% 0%0%

20%

40%60%

80%

100%

Stro$y

aree

Aree Ne/t)er

aree

or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pond

ent*

5ig* ?*?* !he fre;uency of res"onse for statement no*

!he fre;uency of the res"onse of ;uestion on )no(ledge of the em"loyee on "erformance

a""raisal is gi/en in 5ig* ?*?* It is found that 38 "ercent res"ondents o"ted Vstrongly

agreeH and ?2 "ercent res"ondents o"ted VagreeH* !his indicates that communication

regarding the "ur"ose of "erformance a""raisal is satisfactory*

2 Per.or*a#e ara/a$ / *y #o*ay / .a/r

26%

68%

6%0% 0%

0%

20%

40%

60%

80%

100%

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pondent*

5ig* ?*6* !he fre;uency of res"onse for statement no*2

!he fre;uency of the res"onse on the o"inion about the "resent a""raisal system in

%"ollo !yres &td*, Kalamassery is gi/en in 5ig ?*6* It is found that 26 "ercent

res"ondents o"ted Vstrongly agreeH, 68 "ercent res"ondents o"ted VagreeH and 6 "ercent


59/115

o"ted Vneither agree nor disagreeH* !his indicates that ma#ority of the res"ondents

"ositi/ely agrees on the fact that the "erformance a""raisal in the com"any is fair*

3 Per.or*a#e ara/a$ re.$e#t o"e#t/e$y *y

er.or*a#e

13%

71%

16%

0% 0%0%

20%

40%

60%

80%

100%

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pondent*

5ig ?*@* !he fre;uency of res"onse for statement no*4

!he fre;uency of res"onse on the ca"ability of the "resent "erformance a""raisal system

to reflect the em"loyee "erformance is gi/en in 5ig* ?*@* It is found that 4 "ercent

res"ondents o"ted Vstrongly agreeH, @ "ercent res"ondents o"ted VagreeH and 6 "ercent

o"ted Vneither agree nor disagreeH* !his indicates that ma#ority of the em"loyees are

con/inced (ith the fact that the "reset system for "erformance a""raisal ob#ecti/ely

reflects the em"loyeeHs "erformance*

4 Per.or*a#e ara/a$ / a too$ .or ro*ot/o a!

ay ./-at/o

23%

74%

3% 0% 0%0%

20%

40%

60%

80%100%

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pondent*

5ig* ?*8* !he fre;uency of res"onse for statement no*3


60/115

!he fre;uency of the res"onse on the statement that "erformance a""raisal is a tool for

"romotion and "ay fi7ation is gi/en in 5ig* ?*8* It is found that 24 "ercent res"ondents

o"ted Vstrongly agreeH, @3 "ercent res"ondents o"ted VagreeH and 4 "ercent o"ted Vneither

agree nor disagreeH* !his indicates that ma#ority of the res"ondents acce"t the fact that as

found in other com"anies, "erformance a""raisal in %"ollo !yres &td*, Kalamassery is a

tool for "romotion and "ay fi7ation*

5 Per.or*a#e ara/a$ ro#e )e$ *y

uer/or to *aae eo$e "etter

10%

61%

23%

6%0%

0%

20%

40%

60%

80%

100%

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pondent*

5ig* ?*A* !he fre;uency of res"onse for statement no*?

!he fre;uency of the res"onse on the statement that "erformance a""raisal hel"s to

su"erior to manage subordinates is gi/en in 5ig* ?*A* It is found that 0 "ercent

res"ondents o"ted Vstrongly agreeH, 6 "ercent res"ondents o"ted VagreeH, 24 "ercent

o"ted Vneither agree nor disagreeH and 6 "ercent o"ted disagree* !his indicates that

ma#ority of the res"ondents acce"t the fact that "erformance a""raisal in %"ollo !yres

&td*, Kalamassery is tool for effecti/e management*


61/115

6 Per.or*a#e ara/a$ ro#e e#ourae #o&

oerat/o a! tea* /r/t

13%

55%

26%

6%0%

0%

20%

40%60%

80%

100%

Stro$y

aree

Aree Ne/t)er

aree

or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pond

ent*

5ig ?*0* !he fre;uency of res"onse for statement no*6

!he fre;uency o the res"onse of the statement on the benefits of "erformance a""raisal

to(ards generating co1o"eration and team s"irit is gi/en in !able ?*0* !hirteen "ercent

of the res"ondents o"ted Vstrongly agreeH, fifty fi/e "ercent o"ted VagreeH, t(enty si7

"ercent o"ted Vneither agree nor disagreeH, si7 "ercent o"ted VdisagreeH* !hough there is a

general o"inion that the "erformance a""raisal encourages co1o"eration and team s"irit, it

seems that there is a sco"e for im"ro/ement in this as"ect*

7 Per.or*a#e ara/a$ /.$ue#e /!//!ua$

er.or*a#e o/t/e$y

1%

72%

3% 6% 0%0%

20%

40%

60%

80%

100%

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

R

e*pondent*

5ig ?** !he fre;uency of res"onse for statement no*@


62/115

!he fre;uency of the res"onse on as"ect that indi/idual "erformance is being e7"licitly

accounted for in the "erformance a""raisal "rocess is gi/en in 5ig* ?*0* It is found that

A "ercent res"ondents o"ted Vstrongly agreeH, @2 "ercent res"ondents o"ted VagreeH, 4

"ercent o"ted Vneither agree nor disagreeH and 6 "ercent o"ted disagree* !his indicates

that ma#ority of the res"ondents acce"t the fact that indi/idual "erformance is "ositi/ely

accounted for in "erformance a""raisal in %"ollo !yres &td*, Kalamassery*

8 Preet ara/a$ yte* re#o/9e /*roe!

er.or*a#e o. /!//!ua$

16%

65%

13%6%

0%0%

20%

40%

60%

80%

100%

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pondent*

5ig ?*2 !he fre;uency of res"onse for statement no*8

!he fre;uency of the res"onse on as"ect that im"ro/ed "erformance of indi/idual is being

e7"licitly accounted for in the "erformance a""raisal "rocess is gi/en in 5ig* ?*2* It is

found that 6 "ercent res"ondents o"ted Vstrongly agreeH, 6? "ercent res"ondents o"ted

VagreeH, 4 "ercent o"ted Vneither agree nor disagreeH and 6 "ercent o"ted disagree* !his

indicates that ma#ority of the res"ondents acce"t the fact that im"ro/ed "erformance of

indi/idual is accounted for in "erformance a""raisal in %"ollo !yres &td*, Kalamassery*


63/115

Per.or*a#e ara/a$ / a #areer !ee$o*eta$

a! e!u#at/oa$ too$

16%

52%

2%

3% 0%0%

20%

40%

60%

80%

100%

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*ponde

nt*

5ig ?*4 !he fre;uency of res"onse for statement no*A

!he fre;uency of the res"onse on as"ect that "erformance a""raisal is a de/elo"mental

and educational tool is gi/en in 5ig* ?*4* It is found that 6 "ercent res"ondents o"ted

Vstrongly agreeH, ?2 "ercent res"ondents o"ted VagreeH, 2A "ercent o"ted Vneither agree

nor disagreeH and 4 "ercent o"ted disagree* !hough there is a general o"inion that the

"erformance a""raisal is a career de/elo"ment and education tool, it seems that there is a

sco"e for im"ro/ement in this as"ect*

10 Per.or*a#e ara/a$ .ee!"a#+ (/$$ "e

#oeye! to *e

13%

62%

6%

1%

0%0%

20%40%

60%

80%

100%

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*p

ondent*

5ig ?*3 !he fre;uency of res"onse for statement no*0


64/115

!he fre;uency of the res"onse on as"ect that feedbac) of "erformance a""raisal is

con/eyed to em"loyee is gi/en in 5ig* ?*3* It is found that 4 "ercent res"ondents o"ted

Vstrongly agreeH, 6 "ercent res"ondents o"ted VagreeH, 6 "ercent o"ted Vneither agree nor

disagreeH and A "ercent o"ted disagree* !hough there is a general o"inion that the

feedbac) is communicated after conducting the "erformance a""raisal, it seems that there

is a sco"e for im"ro/ement in this as"ect*

3.4-. descriptive statistics

!he statements in the ;uestionnaire ha/e been re/ie(ed statistically* +escri"ti/e statistics

;uantitati/ely describes the main features of a collected data* 5or this "ur"ose, the scores

assigned to /arious o"tions are as follo(s1 ? to Vstrongly agreeH, 3 to VagreeH, 4 to

Vneither agree or disagreeH, 2 to VdisagreeH and to Vstrongly agreeH* .ni/ariate analysis

is carried out, (hich in/ol/es describing the distribution of a single /ariable, including its

central tendency and dis"ersion* !he central tendency of the data com"uted is mean and

dis"ersion of score is re"resented by ma7imum, minimum, standard de/iation and

/ariance* !he descri"ti/e statistics of the score data is gi/en in !able ?*?* !he minimum,

ma7imum and mean of scores is "resented in 5ig* ?*?*

1

2

3

4

5

1 2 3 4 5 6 7 8 10

1ue*tion num2er

Score

MeaM//*u*

Ma-/*u*

5ig ?*?* !he range and mean of the scores of the statements


65/115

!able ?*6* Statistics of scores of res"onse for statements in ;uestionnaire

Statement Minimum Ma7imum MeanFStandardde/iation

Bariance

* I clearly understand the"ur"ose of "erformance

a""raisal3 ? 3*38 0*? 0*26

2* Performance a""raisal in mycom"any is fair

4 ? 3*A 0*?3 0*2A

4* Performance a""raisalreflects ob#ecti/ely my

"erformance4 ? 4*A@ 0*?? 0*40

3* Performance a""raisal is atool for "romotion and "ay

fi7ation4 ? 3*A 0*38 0*24

?* Performance a""raisal"rocess hel"s my su"erior to

manage "eo"le better2 ? 4*@3 0*@4 0*?4

6* Performance a""raisal"rocess encourages co1o"eration and team s"irit

2 ? 4*@3 0*@@ 0*60

@* Performance a""raisalinfluences indi/idual

"erformance "ositi/ely2 ? 3*04 0*@ 0*?0

8* Present a""raisal systemrecognies im"ro/ed

"erformance of indi/idual2 ? 4*A0 0*@? 0*?6

A* Performance a""raisal is acareer de/elo"mental and

educational tool2 ? 4*8 0*@? 0*?6

0* Performance a""raisalfeedbac) (ill be con/eyed to

me2 ? 4*68 0*A3 0*8A

F!otal number of res"ondents W 4

!he minimum score for e/ery statement in the ;uestionnaire is gi/en in second column of

!able ?*?* !he highest score in second column is 3, (hich corres"onds to the res"onse

VagreeH and is for statement no* * !he lo(est score in the second column is 2, (hich


66/115


67/115

3.4. performance appriasal < satisfaction inde= >pasi?

!he "erformance a""raisal satisfaction inde7 9P%SI: of the em"loyee is com"uted based

on the scores assigned to the res"onses in section ?*3* !he "erformance a""raisal

satisfaction inde7 9P%SI: of res"ondents is "lotted in 5ig* ?*6*

20%

40%

60%

80%

100%

1 4 7 10 13 16 1 22 25 28 31

Re*pondent num2er

Performanceappri*al

*ati*factioninde0

Mea : 7%

SD : %

5ig ?*6* P%SI of res"ondents

!he ma7imum magnitude of P%SI is found to be 00 "ercent and lo(est magnitude of

P%SI is found to ?6 "ercent* es"ondent number @ and A scored P%SI of ?6 "ercent*

!he commonality of the demogra"hic details among t(o res"ondents (as, they (ere

males ha/ing bachelor degree and e7"erience more than ? years* =ence it is

recommended that the s"ecial attention shall be considered to accommodate the needs of

e7"erienced em"loyee ha/ing more than fi/e years of e7"erience in the "erformance

a""raisal*

3.(. testin5 of ypotesis

!he details of o/erall satisfaction are gi/en in !able ?*@* !he hy"othesis of the research

(or) (as $The employees in Apollo Tyres Limited, Kalamassery are satisfied with the


68/115


69/115


70/115

!he null hy"othesis is1

!he satisfaction of em"loyee is unrelated to communication 9"arameter : in

"erformance a""raisal*

!he satisfaction of em"loyee is unrelated to measurement policies9"arameter 2:

in "erformance a""raisal*

!he satisfaction of em"loyee is unrelated topost*review decisions9"arameter 4: in

"erformance a""raisal

!able ?*A* esults of %N>B% using MicrosoftD e7cel "rogram

%N>B%5 /alue

9dfW, df2W40, X W 0*0?: "1/alue

51calculated 51critical

SatisfactionParameter

ommunication4*2A64 3*002 2*00


71/115

3.(1. nflence of a5e O0 EM'&OYEE O! 'ER0ORMA!$EA''RASA& SA#S0A$#O!

!he influence of age on the satisfaction of em"loyees is studied* !he res"onse of

em"loyees of age grou" 2? to 4? and abo/e 4? is com"ared* !he fre;uency res"onse of

the t(o age grou"s is gi/en in !able ?*0*

!able ?*0 Com"arison of fre;uency of res"onse of statements by em"loyees of differentage grou"s

Statement

Stronglyagree

%gree Neither agreenor disagree

+isagree Stronglydisagree

%F %2Y %F %2Y %F %2Y %F %2Y %F %2Y

* I clearly

understand the"ur"ose of

"erformancea""raisal

18% 28% 28% 23% 0% 0% 0% 0% 0% 0%

2*Performancea""raisal in

my com"anyis fair

10% 16% 38% 28% 0% 6% 0% 0% 0% 0%

4*Performance

a""raisalreflects

ob#ecti/elymy

"erformance

3% 10% 42% 28% 3% 13% 0% 0% 0% 0%

3*Performancea""raisal is a

tool for"romotion and

"ay fi7ation

13% 10% 35% 38% 0% 3% 0% 0% 0% 0%

?*Performance

a""raisal"rocess hel"smy su"erior to

manage"eo"le better

3% 7% 32% 28% 13% 10% 0% 6% 0% 0%


72/115

Statement

Stronglyagree



%F %2Y %F %2Y %F %2Y %F %2Y %F %2Y

6*Performance

a""raisal"rocess

encouragesco1o"eration

and teams"irit

3% 10% 32% 23% 10% 16% 3% 3% 0% 0%

@*Performance

a""raisal

influencesindi/idual"erformance

"ositi/ely

6% 13% 38% 33% 3% 0% 0% 6% 0% 0%

8* Presenta""raisalsystem

recogniesim"ro/ed

"erformance

of indi/idual

6% 10% 35% 30% 6% 7% 0% 6% 0% 0%

A*Performancea""raisal is a

careerde/elo"mental

andeducational

tool

6% 10% 26% 26% 16% 13% 0% 3% 0% 0%

0*Performance

a""raisalfeedbac) (illbe con/eyed

to me

6% 7% 35% 27% 3% 3% 3% 16% 0% 0%

F% W %ge grou" 2? to 4? years number of res"ondents W ?Y%2 W %ge grou" greater than 4? years number of res"ondents W 6

!he magnitude of fre;uency of res"onse gi/en in !able ?*0 indicates that res"onse of

em"loyees ha/ing age of 2? to 4? and greater than 4? years is com"arable* =ence it may


73/115

be concluded that the satisfaction le/el on the "erformance a""raisal bet(een the

different age grou" of em"loyees is almost same* !he highest magnitude of the fre;uency

of res"onse of em"loyees of age 2? to 4? years is found to be 32 "ercent and is for

statement number 4* !he highest magnitude of the fre;uency of res"onse of em"loyees of

age greater than 4? years is found to be 4A "ercent and is corres"onding to the statement

number ?* =ence it may be concluded that the statement number 3 is acce"ted by

ma#ority of the (or)ers of age grou" 2? to 4? and statement number ? by age grou"

greater than ?*


ara/a$

12

0 0 0

223

0 0 00

20

40

60

80

100

Stro$yaree

Aree Ne/t)eraree or

!/aree

D/aree Stro$y!/aree

Re*pon*e

Re*pondent*.3/

25&35 year

35 year

A+e

5ig ?*@* Influence of age on res"onse of statement number

!he influence of age of the em"loyees on the res"onse of the statement number is gi/en

in 5ig ?*@* !he fre;uency of the res"onse of the statement on a(areness of the "ur"ose

of "erformance a""raisal is e/aluated in statement number * !(enty nine "ercent of the

em"loyees of age grou" greater than 4? years are o"ted Vstrongly agreeH and t(enty nine

"ercent of the em"loyees of age grou" bet(een 2? and 4? o"ted VagreeH*


74/115


10

3

0 0 0

16

2

60 0

0

20

40

60

80

100

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pondent*.3/

25&35 year

35 year

A+e

5ig ?*8* Influence of age on res"onse of statement number 2

!he influence of age of the em"loyees on the res"onse of the statement number 2 is gi/en

in 5ig ?*8* !he fre;uency of the res"onse of the statement on the fair e7ecution of the

"erformance a""raisal is e/aluated in statement number 2* !(enty nine "ercent of the

em"loyees of age grou" greater than 4? years are o"ted VagreeH and thirty nine "ercent of

the em"loyees of age grou" bet(een 2? and 4? o"ted VagreeH*


er.or*a#e

3

42

3 0 010

2

13

0 00

20

40

60

80

100

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pondent*.3/

25&35 year

35 year

A+e

5ig ?*A* Influence of age on res"onse of statement number 4


in 5ig ?*A* !he fre;uency of the res"onse of the statement on the satisfaction le/el on

ob#ecti/eness of "erformance a""raisal is e/aluated in statement number 4* !(enty nine


75/115

"ercent of the em"loyees of age grou" greater than 4? years are o"ted VagreeH and forty

t(o "ercent of the em"loyees of age grou" bet(een 2? and 4? o"ted VagreeH*

4 Per.or*a#e ara/a$ / a too$ .or ro*ot/o a!

ay ./-at/o

13

35

0 0 010

3

3 0 00

20

40

60

80

100

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pondent*.3/

25&35 year

35 year

A+e



in 5ig ?*20* !he fre;uency of the res"onse of the statement on the "ur"ose of

"erformance a""raisal as "romotion and "ay fi7ation tool is e/aluated in statement

number 3* !hirty nine "ercent of the em"loyees of age grou" greater than 4? years are

o"ted VagreeH and thirty fi/e "ercent of the em"loyees of age grou" bet(een 2? and 4?

o"ted VagreeH*

5 Per.or*a#e ara/a$ ro#e )e$ *y

uer/or to *aae eo$e "etter

3

32

13

0 07

2

10 60

0

20

40

60

80

100

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pondent*.3/

25&35 year

35 year

A+e

5ig ?*2* Influence of age on res"onse of statement number ?


76/115

!he influence of age of the em"loyees on the res"onse of the statement number ? is gi/en


"erformance a""raisal as management tool is e/aluated in statement number ?* !(enty

nine "ercent of the em"loyees of age grou" greater than 4? years are o"ted VagreeH and

thirty t(o "ercent of the em"loyees of age grou" bet(een 2? and 4? o"ted VagreeH*

6 Per.or*a#e ara/a$ ro#e e#ourae #o&

oerat/o a! tea* /r/t

3

32

103 0

10

2316

3 00

20

40

60

80

100

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pondent*.3/

25&35 year

35 year

A+e




"erformance a""raisal as tool to im"ro/e coo"eration and team s"rit is e/aluated in

statement number 6* !(enty three "ercent of the em"loyees of age grou" greater than 4?

years are o"ted VagreeH and thirty t(o "ercent of the em"loyees of age grou" bet(een 2?

and 4? o"ted VagreeH*


77/115


78/115

!hirty "ercent of the em"loyees of age grou" greater than 4? years are o"ted VagreeH and

thirty fi/e "ercent of the em"loyees of age grou" bet(een 2? and 4? o"ted VagreeH*

Per.or*a#e ara/a$ / a #areer !ee$o*eta$

a! e!u#at/oa$ too$

6

2616

0 010

26

133 0

0

20

40

60

80

100

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pondent*.3/

25&35 year

35 year

A+e

5ig ?*2?* Influence of age on res"onse of statement number A

!he influence of age of the em"loyees on the res"onse of the statement number A is gi/en

in 5ig ?*2?* !he fre;uency of the res"onse of the statement on "ur"ose of "erformance

a""raisal as career de/elo"ment and education 9training: tool is e/aluated in statement

number A* !(enty si7 "ercent of the em"loyees of age grou" greater than 4? years are

o"ted VagreeH and t(enty si7 "ercent of the em"loyees of age grou" bet(een 2? and 4?

o"ted VagreeH*

10 Per.or*a#e ara/a$ .ee!"a#+ (/$$ "e

#oeye! to *e

6

35

3 3 07

27

3

16

00

20

40

60

80

100

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pondent*.3/

25&35 year

35 year

A+e



79/115

!he influence of age of the em"loyees on the res"onse of the statement number 0 is

gi/en in 5ig ?*26* !he fre;uency of the res"onse of the statement on communication of

feedbac) of "erformance a""raisal is e/aluated in statement number 0* !(enty se/en

"ercent of the em"loyees of age grou" greater than 4? years are o"ted VagreeH and thirty

fi/e "ercent of the em"loyees of age grou" bet(een 2? and 4? o"ted VagreeH*

!able ?** +escri"ti/e statistical analysis of influence of age on res"onse of scores forstatements in ;uestionnaire

Statement

Minimum Ma7imum Mean Standardde/iation

Bariance

%F %2Y %F %2Y %F %2Y %F %2Y %F %2Y

* I clearlyunderstand the

"ur"ose of"erformance

a""raisal

3 3 ? ? 3*30 3*?6 0*? 0*? 0*26 0*26

2* Performancea""raisal in

my com"any isfair

3 4 ? ? 3*20 3*A 0*3 0*66 0*@ 0*34

4* Performancea""raisalreflects

ob#ecti/ely my"erformance

4 4 ? ? 3*00 4*A3 0*48 0*68 0*3 0*36

3* Performancea""raisal is a

tool for"romotion and

"ay fi7ation

3 4 ? ? 3*2@ 3*4 0*36 0*?0 0*2 0*2?

?* Performancea""raisal

"rocess hel"smy su"erior tomanage "eo"le

better

4 2 ? ? 4*80 4*6A 0*?6 0*8@ 0*4 0*@6


80/115

Statement

Minimum Ma7imum Mean Standardde/iation

Bariance

%F %2Y %F %2Y %F %2Y %F %2Y %F %2Y

6* Performancea""raisal"rocess

encourages co1o"eration and

team s"irit

2 2 ? ? 4*@4 4*@? 0*@0 0*86 0*?0 0*@4

@* Performancea""raisal

influencesindi/idual

"erformance"ositi/ely

4 2 ? ? 3*0@ 3*00 0*36 0*8A 0*2 0*80

8* Presenta""raisalsystem

recogniesim"ro/ed

"erformance ofindi/idual

4 2 ? ? 3*00 4*8 0*?4 0*A 0*2A 0*84

A* Performancea""raisal is a

careerde/elo"mental

andeducational

tool

4 2 ? ? 4*80 4*8 0*68 0*84 0*36 0*@0

0*Performance

a""raisalfeedbac) (ill

be con/eyed to

me

2 2 ? ? 4*A4 4*33 0*@0 *0A 0*?0 *20

>/erall

9statementnumber to

0:

2 2 ? ? 3*02 4*A4 0*?@ 0*84 0*44 0*6A

F% W %ge grou" 2? to 4? years number of res"ondents W ?Y%2 W %ge grou" greater than 4? years number of res"ondents W 6

!he score based com"arati/e study of scores of res"onses of the em"loyees is gi/en in

!able ?** !he ran) of ? to is gi/en corres"onding to the o"tion Vstrongly agreeH to


81/115

Vstrongly disagreeH* !he minimum score o"ted by age grou" bet(een 2? and 4? years is

found to be 2 and is corres"onding to the statement 6 and 0* !he ma7imum score o"ted

for all statements by age grou" bet(een 2? and 4? years is found to be ?* !he minimum

score o"ted by age grou" greater than 4? years is found to be 2 and is corres"onding to

the statement ? to 0* !he ma7imum score o"ted for all statements by age grou" greater

than 4? years is found to be ?* !he mean, standard de/iation and /ariance of score of the

res"onses o"ted by different age grou" is com"ared in !able ?**

1

2

3

4

5

1 2 3 4 5 6 7 8 10

Statement Num2er

&eanScore

25&35 year

35 year

A+e

5ig ?*2@* Influence of age of em"loyees on the mean score of res"onses for the statements to 0*

!he mean of the scores o"ted by age grou" bet(een 2? and 4? years is com"ared (ith the

corres"onding data of age grou" greater tan 4? years and is also gi/en in 5ig ?*2@* !he

magnitude of mean of score o"ted by the t(o age grou"s is found to be com"arable and

hence it may be concluded that age of em"loyees does not influence the satisfaction le/el

of em"loyees on "erformance a""raisal system significantly*

!able ?*2* !he correlation of mean of scores of statements by different age grou"s

%ge 2? to 4? years %ge U4? years

%ge 2? to 4? years 0*8323

%ge U 4? years 0*8323

!he correlation coefficient of mean of scores for the statements in the ;uestionnaire o"ted

by the t(o age grou"s namely 2?to 4? years and greater than 4? years is found to be


82/115

0*8323 and is gi/en in !able ?*2* !his indicates that the mean of the scores of t(o age

grou"s is correlated*

!he null hy"othesis of this "art of the study is t he response of employees of age group

between %5 and 5 years is unrelated to the response of the employees of age group

greater than 5 years on the performance appraisal system in pollo -yres 2imited3

4alamassery* !he %N>B% is carried out to test the null hy"othesis and the results are

gi/en in !able ?*4*

!able ?*4* esults of %N>B% of mean scores of res"onses of different age grou"s

%N>B%5 /alue

9dfW, df2W8, X W 0*0?: "1/alue51calculated 51critical

%ge grou"bet(een 2? and

4? years

%ge grou"greater 4? years

0*?362 3*348 0*36A4

!he results of the %N>B% indicate that the null hy"othesis is false* !he mean of the

score of res"onses of t(o age grou"s namely 2?to 4? years and greater than 4? years is

not mutually e7clusi/e*

3.(2. nflence of 0ORMA& E"U$A#O! O! SA#S0A$#O! O0'ER0ORMA!$E A''RASA&

!he influence of education on the satisfaction of em"loyees is studied* !he res"onse of

em"loyees of education grou" u" to bachelor degree and abo/e bachelor degree is

com"ared* !he fre;uency res"onse of the em"loyee grou"s differ in formal education is

gi/en in !able ?*3*


83/115

!able ?*3 Com"arison of fre;uency of res"onse of statements by em"loyees ha/ingdifferent education

Statement

Stronglyagree




84/115

Statement

Stronglyagree




85/115

to bachelor degree is found to be 38 "ercent and is for statement number 3* !he highest

magnitude of the fre;uency of res"onse of em"loyees ha/ing formal education greater

than bachelor degree is found to be 4? "ercent and is corres"onding to the statement

number @* =ence it may be concluded that the statement number 3 is acce"ted by

ma#ority of em"loyees ha/ing formal education u" to bachelor degree and statement

number @ by em"loyees ha/ing education greater than bachelor degree*


ara/a$

16

2

0 0 0

3223

0 0 00

20

40

60

80

100

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pondent*.3

/

; B Deree

B Deree

"ducation

5ig ?*28* Influence of formal education on res"onse of statement number

!he influence of formal education of the em"loyees on the res"onse of the statement

number is gi/en in 5ig ?*28* !he fre;uency of the res"onse of the communication of the

"ur"ose of "erformance a""raisal is e/aluated in statement number * !hirty t(o "ercent

of the em"loyees ha/ing formal education greater than bachelor degree are o"ted

Vstrongly agreeH and t(enty nine "ercent of the em"loyees ha/ing formal education u" to

bachelor degree o"ted VagreeH*


86/115


13

2

3 0 0

13

3

3 0 00

20

40

60

80

100

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pondent*.3/

; B Deree

B Deree

"ducation

5ig ?*2A* Influence of formal education on res"onse of statement number 2


number 2 is gi/en in 5ig ?*2A* !he o/erall satisfaction on the "erformance a""raisal is

e/aluated using statement number 2* !hirty nine "ercent of the em"loyees ha/ing formal

education greater than bachelor degree are o"ted VagreeH and t(enty nine "ercent of the

em"loyees ha/ing formal education u" to bachelor degree o"ted VagreeH*


er.or*a#e

6

32

60 0

7

3

100 0

0

20

40

60

80

100

Stro$y

aree

Aree Ne/t)er

aree or

!/aree

D/aree Stro$y

!/aree

Re*pon*e

Re*pondent*.3/

; B Deree

B Deree

"ducation

5ig ?*40* Influence of formal education on res"onse of statement number 4


number 4 is gi/e

mbaproject hr

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