A Study on performance appraisal system and employee benefits of Malabar Group, Calicut
mohammedshafathkm
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Jul 15, 2018
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About This Presentation
project report submitted by Shafath for MBA under Calicut University on the above topic. it will help you to refer about this topic.
Slide Content
A STUDY ON PERFORMANCE APPRAISAL SYSTEM AND
EMPLOYEE BENEFITS AMONG NON -MANAGERS OF
MALABAR GROUP OF COMPANIES, CALICUT
PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT OF THE
CURRICULUM FOR THE FOURTH SEMESTER OF
MASTER OF BUSINESS ADMINISTRATION
SUBMITTED BY:
MOHAMMED SHAFATH K M
PKAQMBA016
UNDER THE GUIDANCE OF:
Dr. B. VIJAYACHANDRAN PILLAI
Coordinator
SMS Palakkad
SCHOOL OF MANAGEMENT STUDIES, PALAKKAD
UNIVERSITY OF CALICUT
PALAKKAD
2016-2018
EMPLOYEE BENEFITS AMONG NON -MANAGERS OF
MALABAR GROUP OF COMPANIES, CALICUT
PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT OF THE
CURRICULUM FOR THE FOURTH SEMESTER OF
MASTER OF BUSINESS ADMINISTRATION
SUBMITTED BY:
MOHAMMED SHAFATH K M
PKAQMBA016
UNDER THE GUIDANCE OF:
Dr. B. VIJAYACHANDRAN PILLAI
Coordinator
SMS Palakkad
SCHOOL OF MANAGEMENT STUDIES, PALAKKAD
UNIVERSITY OF CALICUT
PALAKKAD
2016-2018
SCHOOL OF MANAGEMENT STUDIES, PALAKKAD
UNIVERSITY OF CALICUT
CERTIFICATE
This is to certify that the project report entitled “A STUDY ON
PERFORMANCE APPRAISAL SYSTEM AND EMPLOYEE BENEFITS
AMONG NON-MANAGERS OF MALABAR GROUP OF COMPANIES,
CALICUT” is a record of genuine work done by the candidate MOHAMMED
SHAFATH K M (PKAQMBA016) in partial fulfillment of requirement for the
award of degree in Master of Business Administration under the University of
Calicut.
Place: Dr. B VIJAYACHANDRAN PILLAI
Date: Coordinator
SMS Palakkad
UNIVERSITY OF CALICUT
CERTIFICATE
This is to certify that the project report entitled “A STUDY ON
PERFORMANCE APPRAISAL SYSTEM AND EMPLOYEE BENEFITS
AMONG NON-MANAGERS OF MALABAR GROUP OF COMPANIES,
CALICUT” is a record of genuine work done by the candidate MOHAMMED
SHAFATH K M (PKAQMBA016) in partial fulfillment of requirement for the
award of degree in Master of Business Administration under the University of
Calicut.
Place: Dr. B VIJAYACHANDRAN PILLAI
Date: Coordinator
SMS Palakkad
SCHOOL OF MANAGEMENT STUDIES, PALAKKAD
UNIVERSITY OF CALICUT
CERTIFICATE
This is to certify that the project report entitled “A STUDY ON
PERFORMANCE APPRAISAL SYSTEM AND EMPLOYEE BENEFITS
AMONG NON-MANAGERS OF MALABAR GROUP OF COMPANIES,
CALICUT” is a record of genuine work done by the candidate MOHAMMED
SHAFATH K M (PKAQMBA016) under my guidance and supervision in
partial fulfillment of requirement for the award of degree in Master of Business
Administration under the University of Calicut.
This has not been submitted to any other university/institution for the
award of any degree/diploma/certificate.
Research Guide
Place: Dr. B VIJAYACHANDRAN PILLAI
Date: Coordinator, SMS Palakkad
UNIVERSITY OF CALICUT
CERTIFICATE
This is to certify that the project report entitled “A STUDY ON
PERFORMANCE APPRAISAL SYSTEM AND EMPLOYEE BENEFITS
AMONG NON-MANAGERS OF MALABAR GROUP OF COMPANIES,
CALICUT” is a record of genuine work done by the candidate MOHAMMED
SHAFATH K M (PKAQMBA016) under my guidance and supervision in
partial fulfillment of requirement for the award of degree in Master of Business
Administration under the University of Calicut.
This has not been submitted to any other university/institution for the
award of any degree/diploma/certificate.
Research Guide
Place: Dr. B VIJAYACHANDRAN PILLAI
Date: Coordinator, SMS Palakkad
DECLARATION
I do hereby declare that the project report entitled “A STUDY ON
PERFORMANCE APPRAISAL SYSTEM AND EMPLOYEE BENEFITS
AMONG NON-MANAGERS OF MALABAR GROUP OF COMPANIES,
CALICUT”, submitted to the University of Calicut in partial fulfillment of
requirement for the award of degree in Master of Business Administration, is
record of bonafide research done by me under the guidance and supervision of
Dr. B VIJAYACHANDRAN PILLAI, Coordinator of School of Management
Studies, Palakkad. I also declare that the same has not previously submitted as
the basis for the award of any Degree, Diploma or Fellowship or other similar
title to any institution or any other universities.
Place: MOHAMMED SHAFATH K M
Date: PKAQMBA016
I do hereby declare that the project report entitled “A STUDY ON
PERFORMANCE APPRAISAL SYSTEM AND EMPLOYEE BENEFITS
AMONG NON-MANAGERS OF MALABAR GROUP OF COMPANIES,
CALICUT”, submitted to the University of Calicut in partial fulfillment of
requirement for the award of degree in Master of Business Administration, is
record of bonafide research done by me under the guidance and supervision of
Dr. B VIJAYACHANDRAN PILLAI, Coordinator of School of Management
Studies, Palakkad. I also declare that the same has not previously submitted as
the basis for the award of any Degree, Diploma or Fellowship or other similar
title to any institution or any other universities.
Place: MOHAMMED SHAFATH K M
Date: PKAQMBA016
ACKNOWLEDGEMENT
I would first thank my god almighty for giving me the wisdom and strength to
undertake and complete this project.
With great pleasure, I am presenting this project entitled “A STUDY ON
PERFORMANCE APPRAISAL SYSTEM AND EMPLOYEE BENEFITS
AMONG NON-MANAGERS OF MALABAR GROUP OF COMPANIES,
CALICUT”. At the successful completion of my project I would like to extend
my gratitude to all those, without whose valuable guidance and support it would
have not been possible.
With profound pleasure, I extend my extreme sincere sense of gratitude and
indebtness to my project guide Dr. B VIJAYACHANDRAN PILLAI,
Coordinator of School of Management Studies, Palakkad for extensive and
valuable guidance that was always available to me ungrudgingly and instantly,
which help me to complete my project without difficulty.
I thank Mr. S N JAGADEESH, Additional Coordinator of School of
Management Studies, Palakkad, for being the driving force behind every entity
and endeavor in the department.
I express my deep and sincere gratitude to Mr. SREEKANTH T V, Head of HR
Department, Malabar Group of Companies, Calicut, for providing me firsthand
knowledge.
I thank Mrs. THASLEENA, faculty of School of Management Studies,
Palakkad, whose contribution has helped in completion of study and also
thankful to the respondents who corporate with me to complete this survey.
Last but not least I also thankful to my beloved Parents, Classmates and Friends
for providing moral guidance, assistance and encouragement throughout my
project work.
Place: MOHAMMED SHAFATH K M
Date: PKAQMBA016
I would first thank my god almighty for giving me the wisdom and strength to
undertake and complete this project.
With great pleasure, I am presenting this project entitled “A STUDY ON
PERFORMANCE APPRAISAL SYSTEM AND EMPLOYEE BENEFITS
AMONG NON-MANAGERS OF MALABAR GROUP OF COMPANIES,
CALICUT”. At the successful completion of my project I would like to extend
my gratitude to all those, without whose valuable guidance and support it would
have not been possible.
With profound pleasure, I extend my extreme sincere sense of gratitude and
indebtness to my project guide Dr. B VIJAYACHANDRAN PILLAI,
Coordinator of School of Management Studies, Palakkad for extensive and
valuable guidance that was always available to me ungrudgingly and instantly,
which help me to complete my project without difficulty.
I thank Mr. S N JAGADEESH, Additional Coordinator of School of
Management Studies, Palakkad, for being the driving force behind every entity
and endeavor in the department.
I express my deep and sincere gratitude to Mr. SREEKANTH T V, Head of HR
Department, Malabar Group of Companies, Calicut, for providing me firsthand
knowledge.
I thank Mrs. THASLEENA, faculty of School of Management Studies,
Palakkad, whose contribution has helped in completion of study and also
thankful to the respondents who corporate with me to complete this survey.
Last but not least I also thankful to my beloved Parents, Classmates and Friends
for providing moral guidance, assistance and encouragement throughout my
project work.
Place: MOHAMMED SHAFATH K M
Date: PKAQMBA016
PROFORMA FOR APPROVAL OF PROJECT REPORT
NAME MOHAMMED SHAFATH K M
NAME OF THE
INSTITUTION
SCHOOL OF MANAGEMENT STUDIES,
PALAKKAD
UNIVERSITY OF CALICUT
REGISTER NUMBER PKAQMBA016
TITLE OF THE PROJECT A STUDY ON PERFORMANCE
APPRAISAL SYSTEM AND EMPLOYEE
BENEFITS AMONG NON -MANAGERS
OF MALABAR GROUP OF
COMPANIES, CALICUT
AREA OF THE STUDY HUMAN RESOURCE MANAGEMENT
NAME OF THE
ORGANIZATION
MALABAR GROUP OF COMPANIES,
CALICUT
INTERNAL EXAMINER EXTERNAL EXAMINER
CO-ORDINATOR
NAME MOHAMMED SHAFATH K M
NAME OF THE
INSTITUTION
SCHOOL OF MANAGEMENT STUDIES,
PALAKKAD
UNIVERSITY OF CALICUT
REGISTER NUMBER PKAQMBA016
TITLE OF THE PROJECT A STUDY ON PERFORMANCE
APPRAISAL SYSTEM AND EMPLOYEE
BENEFITS AMONG NON -MANAGERS
OF MALABAR GROUP OF
COMPANIES, CALICUT
AREA OF THE STUDY HUMAN RESOURCE MANAGEMENT
NAME OF THE
ORGANIZATION
MALABAR GROUP OF COMPANIES,
CALICUT
INTERNAL EXAMINER EXTERNAL EXAMINER
CO-ORDINATOR
TABLE OF CONTENTS
CERTIFICATES
DECLARATION
ACKNOWLEDGEMENT
LIST OF TABLES
LIST OF FIGURES
EXECUTIVE SUMMARY
CHAPTER
NUMBER
TITLE PAGE NUMBER
1 Introduction 1
2 2.1 Literature Review
2.2 Theoretical Framework
2.3 Industry Profile
2.4 Company Profile
12
14
22
27
3 Data analysis and interpretation 37
4 4.1 Findings
4.2 Suggestions
4.3 Conclusion
72
75
76
APPENDIX
BIBILIOGRAPHY
CERTIFICATES
DECLARATION
ACKNOWLEDGEMENT
LIST OF TABLES
LIST OF FIGURES
EXECUTIVE SUMMARY
CHAPTER
NUMBER
TITLE PAGE NUMBER
1 Introduction 1
2 2.1 Literature Review
2.2 Theoretical Framework
2.3 Industry Profile
2.4 Company Profile
12
14
22
27
3 Data analysis and interpretation 37
4 4.1 Findings
4.2 Suggestions
4.3 Conclusion
72
75
76
APPENDIX
BIBILIOGRAPHY
LIST OF TABLES
TABLE
NUMBER
TITLE PAGE
NUMBER
3.1 Gender of Respondents 38
3.2 Age of respondents 39
3.3 Educational qualification of respondents 40
3.4 Job experience of respondents 41
3.5 Awareness of roles and responsibilities 42
3.6 KRA/KPI Communication 43
3.7 Practically achievable KRA 44
3.8 Mapping of KRA to performance appraisal system 45
3.9 Formal appraisal system 46
3.10 Awareness about objectives of performance appraisal system 47
3.11 Objectives of performance appraisal system 48
3.12 Existing performance appraisal method 49
3.13 Rating of existing performance appraisal system 50
3.14 Time duration of performance appraisal taking place in the
organization
51
3.15 By whom performance assessment done 52
3.16 Factors influencing performance appraisal 53
3.17 Providing motivation 54
3.18 Identification of strength and weaknesses 55
3.19 Identification of performance deviations 56
3.20 Basics of quantum of salary and incentives 57
3.21 Identification of job satisfaction 58
3.22 Identification of training need 59
3.23 Addressing the grievances 60
3.24 Identification of potential traits 61
3.25 Feedback on performance 62
3.26 Basic of promotion 63
3.27 Basic of transfer, demotion, suspension and dismissal 64
3.28 Resolution mechanism 65
TABLE
NUMBER
TITLE PAGE
NUMBER
3.1 Gender of Respondents 38
3.2 Age of respondents 39
3.3 Educational qualification of respondents 40
3.4 Job experience of respondents 41
3.5 Awareness of roles and responsibilities 42
3.6 KRA/KPI Communication 43
3.7 Practically achievable KRA 44
3.8 Mapping of KRA to performance appraisal system 45
3.9 Formal appraisal system 46
3.10 Awareness about objectives of performance appraisal system 47
3.11 Objectives of performance appraisal system 48
3.12 Existing performance appraisal method 49
3.13 Rating of existing performance appraisal system 50
3.14 Time duration of performance appraisal taking place in the
organization
51
3.15 By whom performance assessment done 52
3.16 Factors influencing performance appraisal 53
3.17 Providing motivation 54
3.18 Identification of strength and weaknesses 55
3.19 Identification of performance deviations 56
3.20 Basics of quantum of salary and incentives 57
3.21 Identification of job satisfaction 58
3.22 Identification of training need 59
3.23 Addressing the grievances 60
3.24 Identification of potential traits 61
3.25 Feedback on performance 62
3.26 Basic of promotion 63
3.27 Basic of transfer, demotion, suspension and dismissal 64
3.28 Resolution mechanism 65
3.29 Remedial measures 66
3.30 Another appropriate method 67
3.31.1 correlation between performance appraisal and quantum of
salary & incentives
68
3.31.2 correlation between performance appraisal and promotion 68
3.32 ANOVA between Gender and performance appraisal 69
3.33 ANOVA between Age and performance appraisal 69
3.34 ANOVA between Educational qualification and performance
appraisal
70
3.35 ANOVA between Experience and performance appraisal 70
3.30 Another appropriate method 67
3.31.1 correlation between performance appraisal and quantum of
salary & incentives
68
3.31.2 correlation between performance appraisal and promotion 68
3.32 ANOVA between Gender and performance appraisal 69
3.33 ANOVA between Age and performance appraisal 69
3.34 ANOVA between Educational qualification and performance
appraisal
70
3.35 ANOVA between Experience and performance appraisal 70
LIST OF FIGURES
FIGURE
NUMBER
TITLE PAGE
NUMBER
3.1 Gender of Respondents
38
3.2 Age of respondents
39
3.3 Educational qualification of respondents
40
3.4 Job experience of respondents
41
3.5 Awareness of roles and responsibilities
42
3.6 KRA/KPI Communication
43
3.7 Practically achievable KRA
44
3.8 Mapping of KRA to performance appraisal system
45
3.9 Formal appraisal system
46
3.10 Awareness about objectives of performance appraisal system
47
3.11 Objectives of performance appraisal system
48
3.12 Existing performance appraisal method
49
3.13 Rating of existing performance appraisal system
50
3.14 Time duration of performance appraisal taking place in the
organization
51
3.15 By whom performance assessment done
52
3.16 Factors influencing performance appraisal
53
3.17 Providing motivation
54
FIGURE
NUMBER
TITLE PAGE
NUMBER
3.1 Gender of Respondents
38
3.2 Age of respondents
39
3.3 Educational qualification of respondents
40
3.4 Job experience of respondents
41
3.5 Awareness of roles and responsibilities
42
3.6 KRA/KPI Communication
43
3.7 Practically achievable KRA
44
3.8 Mapping of KRA to performance appraisal system
45
3.9 Formal appraisal system
46
3.10 Awareness about objectives of performance appraisal system
47
3.11 Objectives of performance appraisal system
48
3.12 Existing performance appraisal method
49
3.13 Rating of existing performance appraisal system
50
3.14 Time duration of performance appraisal taking place in the
organization
51
3.15 By whom performance assessment done
52
3.16 Factors influencing performance appraisal
53
3.17 Providing motivation
54
3.18 Identification of strength and weaknesses
55
3.19 Identification of performance deviations
56
3.20 Basics of quantum of salary and incentives
57
3.21 Identification of job satisfaction
58
3.22 Identification of training need
59
3.23 Addressing the grievances
60
3.24 Identification of potential traits
61
3.25 Feedback on performance
62
3.26 Basic of promotion
63
3.27 Basic of transfer, demotion, suspension and dismissal
64
3.28 Resolution mechanism
65
3.29 Remedial measures
66
3.30 Another appropriate method
67
55
3.19 Identification of performance deviations
56
3.20 Basics of quantum of salary and incentives
57
3.21 Identification of job satisfaction
58
3.22 Identification of training need
59
3.23 Addressing the grievances
60
3.24 Identification of potential traits
61
3.25 Feedback on performance
62
3.26 Basic of promotion
63
3.27 Basic of transfer, demotion, suspension and dismissal
64
3.28 Resolution mechanism
65
3.29 Remedial measures
66
3.30 Another appropriate method
67
EXECUTIVE SUMMARY
TITLE
A Study on Performance Appraisal system and employee benefits among non-managers of
Malabar Group of companies, Calicut.
STATEMENT OF THE PROBLEM
Performance appraisal system is the evaluation of the performance of an employee at work.
So, it is very important to every organization. The company currently using traditional
approach to assess the performance and they need to change the method and bring modern
approach for the assessment. It will help to increase the overall performance of the
organization.
OBJECTIVES OF STUDY
• To examine the existing methods of performance appraisal within the organization.
• To analysis the factors influencing performance appraisal.
• To check the influence of performance appraisal on employee benefits.
• To suggest a new performance appraisal method to the organization.
SCOPE OF THE STUDY
Performance Appraisals are systematic ways of measuring, reviewing and analyzing
employee performance over a given period of time and using the information gathered to plan
for the employee’s benefits with the organization. I took this topic in order to study
performance system and employee benefits among non-managers of Malabar Group of
companies, Calicut. The study aims to examine the existing methods of performance
appraisal within the organization, analysis the factors influencing performance appraisal,
check the influence of performance appraisal on employee benefits and suggest a new
performance appraisal method to the organization. This study is conducted among non-
managerial employees of Malabar group of companies.
RESEARCH METHODOLOGY
• Research Design: This research study includes both Descriptive and Analytical
Research.
• Population: The population in this case is the non-managerial employees in Malabar
Group of companies, Calicut.There are 350 employees and the sample size is selected
from this population
• Sample Design: Stratified Random Sampling shall be used in this research.
• Sample Size: The sample is 100 employees in Malabar Group of companies, Calicut.
TITLE
A Study on Performance Appraisal system and employee benefits among non-managers of
Malabar Group of companies, Calicut.
STATEMENT OF THE PROBLEM
Performance appraisal system is the evaluation of the performance of an employee at work.
So, it is very important to every organization. The company currently using traditional
approach to assess the performance and they need to change the method and bring modern
approach for the assessment. It will help to increase the overall performance of the
organization.
OBJECTIVES OF STUDY
• To examine the existing methods of performance appraisal within the organization.
• To analysis the factors influencing performance appraisal.
• To check the influence of performance appraisal on employee benefits.
• To suggest a new performance appraisal method to the organization.
SCOPE OF THE STUDY
Performance Appraisals are systematic ways of measuring, reviewing and analyzing
employee performance over a given period of time and using the information gathered to plan
for the employee’s benefits with the organization. I took this topic in order to study
performance system and employee benefits among non-managers of Malabar Group of
companies, Calicut. The study aims to examine the existing methods of performance
appraisal within the organization, analysis the factors influencing performance appraisal,
check the influence of performance appraisal on employee benefits and suggest a new
performance appraisal method to the organization. This study is conducted among non-
managerial employees of Malabar group of companies.
RESEARCH METHODOLOGY
• Research Design: This research study includes both Descriptive and Analytical
Research.
• Population: The population in this case is the non-managerial employees in Malabar
Group of companies, Calicut.There are 350 employees and the sample size is selected
from this population
• Sample Design: Stratified Random Sampling shall be used in this research.
• Sample Size: The sample is 100 employees in Malabar Group of companies, Calicut.
• Sample Unit: The sample unit of the study is non-managers of Malabar group of
companies, Calicut.
• Method of data collection: Aquestionnaire isused for primary data collection.
• Tools for data analysis: Percentage, correlation analysis & ANOVA.
MAJOR FINDINGS
➢ 100% of employees stated that ranking method is the existing performance appraisal
method used in the company.
➢ 28% of employees stated that personal ability is the factor that influences the
performance appraisal system, 19% stated professional ability, 4% stated technical
ability and administrative ability and 45% stated all the above factors influence the
performance appraisal system.
➢ As per the study, 360
0
appraisal is another appropriate method for the performance
appraisal.
➢ Performance appraisal and employee benefits are correlated. A Positive correlation of
0.587 exists between performance appraisal and quantum of salary & incentives and
Positive correlation of 0.622 exists between the performance appraisal and promotion.
MAJOR SUGGESTIONS
➢ The study suggests that 360 degree appraisal method is another appropriate method
for the performance assessment.
➢ If the Performance assessments done by the committee of superiors, then it will
increase the reliability and decreases the grievances.
➢ The organization can use Counseling as the effective tool for the remedial action
taken while the performance rating is below than standard rating.
LIMITATIONS
➢ Reluctance of the participants to answer some questions in thequestionnaire.
➢ The possibility of systematic errors.
➢ The company will have some confidential matter, which cannot be disclosed.
companies, Calicut.
• Method of data collection: Aquestionnaire isused for primary data collection.
• Tools for data analysis: Percentage, correlation analysis & ANOVA.
MAJOR FINDINGS
➢ 100% of employees stated that ranking method is the existing performance appraisal
method used in the company.
➢ 28% of employees stated that personal ability is the factor that influences the
performance appraisal system, 19% stated professional ability, 4% stated technical
ability and administrative ability and 45% stated all the above factors influence the
performance appraisal system.
➢ As per the study, 360
0
appraisal is another appropriate method for the performance
appraisal.
➢ Performance appraisal and employee benefits are correlated. A Positive correlation of
0.587 exists between performance appraisal and quantum of salary & incentives and
Positive correlation of 0.622 exists between the performance appraisal and promotion.
MAJOR SUGGESTIONS
➢ The study suggests that 360 degree appraisal method is another appropriate method
for the performance assessment.
➢ If the Performance assessments done by the committee of superiors, then it will
increase the reliability and decreases the grievances.
➢ The organization can use Counseling as the effective tool for the remedial action
taken while the performance rating is below than standard rating.
LIMITATIONS
➢ Reluctance of the participants to answer some questions in thequestionnaire.
➢ The possibility of systematic errors.
➢ The company will have some confidential matter, which cannot be disclosed.
CHAPTER 1
INTRODUCTION TO THE STUDY
INTRODUCTION TO THE STUDY
1.1 INTRODUCTION
HUMAN RESOURCE MANAGEMENT (HRM) is the term used to describe formal systems
devised for the management of people within an organization. The purpose of Human
Resource Management is to maximize the productivity of an organization by optimizing the
effectiveness of its employees.
Edwin Flippo defines – Human Resource Management as “planning, organizing, directing,
controlling, of procurement, development, compensation, integration, maintenance and
separation of human resource to the end that individual, organizational and social objectives
are achieved’’. Human Resource Management is the process of recruitment, selection of
employee, providing proper orientation and induction, providing proper training and the
developing skills, assessment of employee (performance appraisal), providing proper
compensation and benefits, motivating, maintaining proper relations with labour and with
trade unions, maintaining employee’s safety, welfare and health by complying with labour
laws of concern state or country.
The Performance appraisals are essential for the effective management and evaluation of
staff. Appraisals help individuals, improve organizational performance and feed into business
planning. Performance appraisals may be understood as the assessment of an individual’s
performance in a systematic way, the performance being measured against such factors as job
knowledge, quality and quantity of output, initiative, leadership abilities, supervision,
dependability, cooperation, judgment, versatility, health and the like.
Performance Appraisals are also essential for career and succession planning. Performances
are important for staff motivation, attitude and behavior development, communicating
organizational aims, and fostering positive relationships between management and staff.
Performance Appraisals provide a formal, recorded, regular review of an individual’s
performance, and a plan for future development .In short, performance and job appraisals are
vital for managing the performance of people and organization
Performance appraisal is a method of evaluating the behavior of employees in the work spot,
normally including both the quantitative and qualitative aspects of job performances. In order
to find out whether an employee is worthy of continued employment or not, and if so,
whether he should receive a bonus, a pay rise or a promotion, his performance needs to be
evaluated from time to time. The object of performance appraisal is to improve the efficiency
HUMAN RESOURCE MANAGEMENT (HRM) is the term used to describe formal systems
devised for the management of people within an organization. The purpose of Human
Resource Management is to maximize the productivity of an organization by optimizing the
effectiveness of its employees.
Edwin Flippo defines – Human Resource Management as “planning, organizing, directing,
controlling, of procurement, development, compensation, integration, maintenance and
separation of human resource to the end that individual, organizational and social objectives
are achieved’’. Human Resource Management is the process of recruitment, selection of
employee, providing proper orientation and induction, providing proper training and the
developing skills, assessment of employee (performance appraisal), providing proper
compensation and benefits, motivating, maintaining proper relations with labour and with
trade unions, maintaining employee’s safety, welfare and health by complying with labour
laws of concern state or country.
The Performance appraisals are essential for the effective management and evaluation of
staff. Appraisals help individuals, improve organizational performance and feed into business
planning. Performance appraisals may be understood as the assessment of an individual’s
performance in a systematic way, the performance being measured against such factors as job
knowledge, quality and quantity of output, initiative, leadership abilities, supervision,
dependability, cooperation, judgment, versatility, health and the like.
Performance Appraisals are also essential for career and succession planning. Performances
are important for staff motivation, attitude and behavior development, communicating
organizational aims, and fostering positive relationships between management and staff.
Performance Appraisals provide a formal, recorded, regular review of an individual’s
performance, and a plan for future development .In short, performance and job appraisals are
vital for managing the performance of people and organization
Performance appraisal is a method of evaluating the behavior of employees in the work spot,
normally including both the quantitative and qualitative aspects of job performances. In order
to find out whether an employee is worthy of continued employment or not, and if so,
whether he should receive a bonus, a pay rise or a promotion, his performance needs to be
evaluated from time to time. The object of performance appraisal is to improve the efficiency
of an enterprise by attempting to mobilize the best possible efforts from individuals employed
in it.
Performance Appraisal is a procedure to establish a clear understanding of what the
organization strives to achieve and streamline the combined efforts of all the employees so
that the company improves its effectiveness and competitiveness in the market place. It is a
systematic alignment of employee objectives, skills, abilities, efforts with the organization’s
strategic objectives to create a high-performance culture. The emphasis is on improving,
learning and developing the career potential of employees to achieve the overall business
objectives. It aims at analyzing the performance against the set standards, both quantitative
and qualitative.
Performance appraisal is a measure of performance of an employee in accomplishing goals
and plans of an organization within a specific period of time. It gives a picture about how an
employee is working in his present job and what are the strong and weak points. Performance
appraisal system provides feedback to the employees on their performance and helps him to
take utmost care and attention, where it deserves. The process of performance appraisal helps
in linking information gathering and decision making process which provides a basis for
judging the effectiveness of personnel subdivisions such as coming as rightly observed that
the overall objective of performance appraisal is to improve efficiency of an enterprise by
attempting to mobilize the best possible efforts from the individuals employed in it.
Research aim of conducting this particular study is to check the study on performance
appraisal system and its impact on employee benefits at MALABAR GROUP, CALICUT
and to understand the factor which directly contributes to the system.
in it.
Performance Appraisal is a procedure to establish a clear understanding of what the
organization strives to achieve and streamline the combined efforts of all the employees so
that the company improves its effectiveness and competitiveness in the market place. It is a
systematic alignment of employee objectives, skills, abilities, efforts with the organization’s
strategic objectives to create a high-performance culture. The emphasis is on improving,
learning and developing the career potential of employees to achieve the overall business
objectives. It aims at analyzing the performance against the set standards, both quantitative
and qualitative.
Performance appraisal is a measure of performance of an employee in accomplishing goals
and plans of an organization within a specific period of time. It gives a picture about how an
employee is working in his present job and what are the strong and weak points. Performance
appraisal system provides feedback to the employees on their performance and helps him to
take utmost care and attention, where it deserves. The process of performance appraisal helps
in linking information gathering and decision making process which provides a basis for
judging the effectiveness of personnel subdivisions such as coming as rightly observed that
the overall objective of performance appraisal is to improve efficiency of an enterprise by
attempting to mobilize the best possible efforts from the individuals employed in it.
Research aim of conducting this particular study is to check the study on performance
appraisal system and its impact on employee benefits at MALABAR GROUP, CALICUT
and to understand the factor which directly contributes to the system.
ABOUT COMPANY
Malabar Group was founded in 1993 by a team of enterprising entrepreneurs, led by the
visionary genius of Mr. M P Ahammed when he explored beyond his immediate circle in the
agri-corp industry to establish a jewellery trading company in a historical city called
Kozhikode. Since then, keeping alive the golden spirit of the Brand, the Group has remained
constant, in its successful forays nurtured by expertise, vision and guidance, into a formidable
business conglomerate. The HQ (headquarters) of Malabar Group located in Kozhikode
shines bright as a beacon of success for an empire built on Trust, Teamwork, and Goodwill.
Malabar Group is a professionally managed corporate business entity with its flagship
company Malabar Gold & Diamonds, which has attained the cult status of the trendsetter in
jewellery industry having over 175 showrooms across 9 countries. With a robust team of
more than 9000 management team members and a turnover around Rs 26,000 Crores, the
group has also successfully ventured into various business verticals such as Property &
Infrastructure Development, Home Appliances & Electronics, Branded Furniture and IT
solutions. Malabar Group has its presence in the following business verticals
• Malabar Gold & Diamonds
• Malabar Developers
• Malabar Watches
• Eham Digital
• Mall of Travancore
• Atna technologies
• Megatrade
• Green Thumb - Organic Farming.
• Neerayi- Multicuisine restaurant
Malabar Group was founded in 1993 by a team of enterprising entrepreneurs, led by the
visionary genius of Mr. M P Ahammed when he explored beyond his immediate circle in the
agri-corp industry to establish a jewellery trading company in a historical city called
Kozhikode. Since then, keeping alive the golden spirit of the Brand, the Group has remained
constant, in its successful forays nurtured by expertise, vision and guidance, into a formidable
business conglomerate. The HQ (headquarters) of Malabar Group located in Kozhikode
shines bright as a beacon of success for an empire built on Trust, Teamwork, and Goodwill.
Malabar Group is a professionally managed corporate business entity with its flagship
company Malabar Gold & Diamonds, which has attained the cult status of the trendsetter in
jewellery industry having over 175 showrooms across 9 countries. With a robust team of
more than 9000 management team members and a turnover around Rs 26,000 Crores, the
group has also successfully ventured into various business verticals such as Property &
Infrastructure Development, Home Appliances & Electronics, Branded Furniture and IT
solutions. Malabar Group has its presence in the following business verticals
• Malabar Gold & Diamonds
• Malabar Developers
• Malabar Watches
• Eham Digital
• Mall of Travancore
• Atna technologies
• Megatrade
• Green Thumb - Organic Farming.
• Neerayi- Multicuisine restaurant
1.2 STATEMENT OF THE PROBLEM
Performance appraisal system is the evaluation of the performance of an employee at work.
So, it is very important to every organization. The company currently using traditional
approach to assess the performance and they need to change the method and bring modern
approach for the assessment. It will help to increase the overall performance of the
organization.
1.3 OBJECTIVES OF THE STUDY
• To study the existing methods of performance appraisal within the organization.
• To analysis the factors influencing performance appraisal.
• To check the influence of performance appraisal on employee benefits.
• To suggest a new performance appraisal method to the organization.
1.4SCOPE OF THE STUDY
Performance Appraisals are systematic ways of measuring, reviewing and analyzing
employee performance over a given period of time and using the information gathered to plan
for the employee’s benefits with the organization. Researcher took this topic in order to study
performance system and employee benefits among non-managers of Malabar Group of
companies, Calicut. The study aims to examine the existing methods of performance
appraisal within the organization, analysis the factors influencing performance appraisal,
check the influence of performance appraisal on employee benefits and suggest a new
performance appraisal method to the organization. This study is conducted among non-
managerial employees of Malabar group of companies.
Performance appraisal system is the evaluation of the performance of an employee at work.
So, it is very important to every organization. The company currently using traditional
approach to assess the performance and they need to change the method and bring modern
approach for the assessment. It will help to increase the overall performance of the
organization.
1.3 OBJECTIVES OF THE STUDY
• To study the existing methods of performance appraisal within the organization.
• To analysis the factors influencing performance appraisal.
• To check the influence of performance appraisal on employee benefits.
• To suggest a new performance appraisal method to the organization.
1.4SCOPE OF THE STUDY
Performance Appraisals are systematic ways of measuring, reviewing and analyzing
employee performance over a given period of time and using the information gathered to plan
for the employee’s benefits with the organization. Researcher took this topic in order to study
performance system and employee benefits among non-managers of Malabar Group of
companies, Calicut. The study aims to examine the existing methods of performance
appraisal within the organization, analysis the factors influencing performance appraisal,
check the influence of performance appraisal on employee benefits and suggest a new
performance appraisal method to the organization. This study is conducted among non-
managerial employees of Malabar group of companies.
1.5 DEFINITION OF CONCEPT
Performance appraisal is defined as the process of assessing the performance and progress of
an employee or a group of employees on a given job and his/their potential for future
development. It consists of all formal procedures used in working organization and potential
of employees. Performance Appraisal is a method of evaluating the behavior of employees in
the work spot, normally including both the quantitative and qualitative aspects of job
performance.
A formal definition of performance appraisal is, “It is the systematic evaluation of the
individual with respect to his or her performance on the job and his or her potential for
development. According to Flippo, “Performance Appraisal is the systematic, periodic and an
important rating of an employee’s excellence in matters pertaining to his present job and his
potential for a better job”.
1.6 RESEARCH METHODOLOGY
Research is a detailed study of a subject especially in order to discover information or reach
understanding. Research involves systematic investigation to establish facts, principles, and
knowledge. Clinfford Woody defines “Research comprises of defining and redefining
problems, formulating, hypothesis, collecting, organizing, and evaluating date, making
deductions and research conclusions and at last currently testing conclusions to determine
whether they fit the formulating hypothesis”.
In fact research is an act of scientific investigation. The purpose of research is to discover
answers to questions through the application of scientific procedures. The main aim of
research is to find out the truth which is hidden and which has not been discovered yet.
Performance appraisal is defined as the process of assessing the performance and progress of
an employee or a group of employees on a given job and his/their potential for future
development. It consists of all formal procedures used in working organization and potential
of employees. Performance Appraisal is a method of evaluating the behavior of employees in
the work spot, normally including both the quantitative and qualitative aspects of job
performance.
A formal definition of performance appraisal is, “It is the systematic evaluation of the
individual with respect to his or her performance on the job and his or her potential for
development. According to Flippo, “Performance Appraisal is the systematic, periodic and an
important rating of an employee’s excellence in matters pertaining to his present job and his
potential for a better job”.
1.6 RESEARCH METHODOLOGY
Research is a detailed study of a subject especially in order to discover information or reach
understanding. Research involves systematic investigation to establish facts, principles, and
knowledge. Clinfford Woody defines “Research comprises of defining and redefining
problems, formulating, hypothesis, collecting, organizing, and evaluating date, making
deductions and research conclusions and at last currently testing conclusions to determine
whether they fit the formulating hypothesis”.
In fact research is an act of scientific investigation. The purpose of research is to discover
answers to questions through the application of scientific procedures. The main aim of
research is to find out the truth which is hidden and which has not been discovered yet.
❖ RESEARCH DESIGN
Research design is the arrangement of activities for the collection and analysis of the
data in a specific manner that aims to combine relevance to the purpose with economy
in procedure with in which research is conducted.
The type of research used here is Descriptive Research and analytical research. The
major purpose of Descriptive research is the description of the state of affairs as it
exists at present. It includes surveys and fact-finding enquiries of different kinds. The
main characteristic of this method is that the researcher has no control over the
variables; he can only report what has happened or what is happening. For this study
the design is used as a descriptive. In Analytical Research, the researcher has to use
facts or information already available, and analyze them to make a critical evaluation
of the material. It involves the in-depth study and evaluation of available information
in an attempt to explain complex phenomenon.
❖ POPULATION SIZE
Population consists of all items in any field of inquiry. In this case population
includes entire non managerial employees of Malabar group, Calicut. There are 350
employees and the sample size is selected from this population.
❖ SAMPLE DESIGN
Sample design is a definite plan for obtaining a sample from a given population.
Sample design may as well lay down the number of items to be included in the sample
i.e. the size of the sample. Sample design is determined before data is collected.
Researcher must select a sample design which should be reliable and appropriate for
the research study.
Stratified random sampling is a method of sampling that involves the division of a
population into smaller groups known as strata. In this study the strata’s are the
various departments of the company such as HR, Marketing, Administration, law, IT,
Finance, Accounts etc…
Research design is the arrangement of activities for the collection and analysis of the
data in a specific manner that aims to combine relevance to the purpose with economy
in procedure with in which research is conducted.
The type of research used here is Descriptive Research and analytical research. The
major purpose of Descriptive research is the description of the state of affairs as it
exists at present. It includes surveys and fact-finding enquiries of different kinds. The
main characteristic of this method is that the researcher has no control over the
variables; he can only report what has happened or what is happening. For this study
the design is used as a descriptive. In Analytical Research, the researcher has to use
facts or information already available, and analyze them to make a critical evaluation
of the material. It involves the in-depth study and evaluation of available information
in an attempt to explain complex phenomenon.
❖ POPULATION SIZE
Population consists of all items in any field of inquiry. In this case population
includes entire non managerial employees of Malabar group, Calicut. There are 350
employees and the sample size is selected from this population.
❖ SAMPLE DESIGN
Sample design is a definite plan for obtaining a sample from a given population.
Sample design may as well lay down the number of items to be included in the sample
i.e. the size of the sample. Sample design is determined before data is collected.
Researcher must select a sample design which should be reliable and appropriate for
the research study.
Stratified random sampling is a method of sampling that involves the division of a
population into smaller groups known as strata. In this study the strata’s are the
various departments of the company such as HR, Marketing, Administration, law, IT,
Finance, Accounts etc…
❖ SAMPLE SIZE
The sample size should be large enough to give the confidence interval of desired
width. Sample size should not be small as it may not serve the objectives and if it is
too large it incurs huge cost and waste of resources. The sample size of this study is
100.
❖ SAMPLING UNIT
The entire group from which a sample is chosen is known as sampling unit. The
research data was collected from non-managerial employees of Malabar Group,
Calicut.
❖ DATA COLLECTION METHOD
Two data sources are using in this research, they are given below.
➢ Primary Data
The objective of the study has been accomplished with the help of primary data
collected. The primary data are those which are collected for the first time, which is
original in character. They are collected directly and are reliable. The primary data are
collected through a scheduled Questionnaire.
➢ Secondary Data
The secondary data are those which have been collected by someone else which have
already been passed through the statistical process. It has been collected from
published records of the company, such as business journals, magazines, project
reports, web sites, etc.
❖ TOOLS FOR DATA COLLECTION
In this study questionnaire is used for data collection.
The sample size should be large enough to give the confidence interval of desired
width. Sample size should not be small as it may not serve the objectives and if it is
too large it incurs huge cost and waste of resources. The sample size of this study is
100.
❖ SAMPLING UNIT
The entire group from which a sample is chosen is known as sampling unit. The
research data was collected from non-managerial employees of Malabar Group,
Calicut.
❖ DATA COLLECTION METHOD
Two data sources are using in this research, they are given below.
➢ Primary Data
The objective of the study has been accomplished with the help of primary data
collected. The primary data are those which are collected for the first time, which is
original in character. They are collected directly and are reliable. The primary data are
collected through a scheduled Questionnaire.
➢ Secondary Data
The secondary data are those which have been collected by someone else which have
already been passed through the statistical process. It has been collected from
published records of the company, such as business journals, magazines, project
reports, web sites, etc.
❖ TOOLS FOR DATA COLLECTION
In this study questionnaire is used for data collection.
❖ TOOLS FOR DATA ANALYSIS
The statistical tools used for analyzing the data collected are:
➢ Percentage method
➢ Correlation analysis
➢ ANOVA
1.7 LIMITATIONS OF THE STUDY
Some of the limitations of the study can be summarized as follows
➢ Reluctance of the participants to answer some questions in the questionnaire.
➢ The possibility of systematic errors.
➢ The company will have some confidential matter, which cannot be disclosed.
The statistical tools used for analyzing the data collected are:
➢ Percentage method
➢ Correlation analysis
➢ ANOVA
1.7 LIMITATIONS OF THE STUDY
Some of the limitations of the study can be summarized as follows
➢ Reluctance of the participants to answer some questions in the questionnaire.
➢ The possibility of systematic errors.
➢ The company will have some confidential matter, which cannot be disclosed.
1.8 CHAPTER SCHEME
➢ CHAPTER 1:
INTRODUCTION
Introduction of the study involves brief description of performance appraisal system.
It also includes the scope, objectives, statement of the study and research
methodology etc.
➢ CHAPTER 2:
REVIEW OF LITERATURE&THEORETICAL FRAMEWORK
This chapter involves detailed description about the performance appraisal system. It
involves meaning, definition, objectives etc. This chapter also includes theoretical
framework, which gives an overall idea about the topic.
INDUSTRY AND COMPANY PROFILE
An industry and company profile is a report of data centered on an area of business
that outlines and describes the major components of that area. It also give the
information about the products and services provided by the company.
➢ CHAPTER 3:
DATA ANALYSIS AND INTERPRETATION
This chapter involves the analysis of data based on the percentage method, chi-square
method, correlation and ANOVA. And the interpretation of the analysis also
discussed in this chapter.
➢ CHAPTER 4:
FINDINGS, SUGGESTIONS AND CONCLUSION
This chapter involves findings, suggestions and conclusion based on the data analysis
and interpretation.
➢ CHAPTER 1:
INTRODUCTION
Introduction of the study involves brief description of performance appraisal system.
It also includes the scope, objectives, statement of the study and research
methodology etc.
➢ CHAPTER 2:
REVIEW OF LITERATURE&THEORETICAL FRAMEWORK
This chapter involves detailed description about the performance appraisal system. It
involves meaning, definition, objectives etc. This chapter also includes theoretical
framework, which gives an overall idea about the topic.
INDUSTRY AND COMPANY PROFILE
An industry and company profile is a report of data centered on an area of business
that outlines and describes the major components of that area. It also give the
information about the products and services provided by the company.
➢ CHAPTER 3:
DATA ANALYSIS AND INTERPRETATION
This chapter involves the analysis of data based on the percentage method, chi-square
method, correlation and ANOVA. And the interpretation of the analysis also
discussed in this chapter.
➢ CHAPTER 4:
FINDINGS, SUGGESTIONS AND CONCLUSION
This chapter involves findings, suggestions and conclusion based on the data analysis
and interpretation.
CHAPTER 2
REVIEW OF LITERATURE
AND
THEORETICAL FRAMEWORK
REVIEW OF LITERATURE
AND
THEORETICAL FRAMEWORK
2.1 LITERATURE REVIEW
1. Patton (1973) in his paper on “Does performance appraisal work?” states that
performance appraisal can be a powerful force for performance improvement at both
the individual and the corporate level, but few companies in the US and even fewer in
Europe have learned to tap its full potential. Examining the differences between
European and US performance appraisal practices, the author finds that some
European companies have more than caught up with their American counterparts. He
offers guidelines to overcome some difficulties prevalent on both sides of the
Atlantic.
2. Bedeian (1976) in his paper titled “Rater Characteristics Affecting the Validity of
Performance Appraisals” states that the task of developing effective performance
appraisal systems is one of the most preferred contemporary problems of personnel
administration. An abundance of literature is available detailing the problems and
difficulties inherent in subordinate appraisals. Numerous studies have made
suggestions for rating format and content changes. Some have even suggested the
elimination of appraisal. More recently, an identifiable body of knowledge which
seriously casts doubt on the use of supervisor’s judgment in evaluating employee
performance has begun to emerge. The purpose of this paper is to explore this
emerging body of knowledge and to examine its ramifications for performance
appraisal.
3. Wilsted and Taylor (1978) in their article titled, “Identifying Criteria for
Performance Appraisal Decisions” states that appraising employee performance has
long been regarded as an important part of the management function, for purposes of
salary administration and recognizing future management potential. More recently
performance appraisal has been recognized for its value as one of the several tools
available to organizations for employee motivation. Central to such programmes as
'Management by Objectives,' for example, is the motivational value of participatively
developed goals, clearly communicated and supported with a clear and accurate
perception by the subordinates regarding the criteria to be applied in appraising
1. Patton (1973) in his paper on “Does performance appraisal work?” states that
performance appraisal can be a powerful force for performance improvement at both
the individual and the corporate level, but few companies in the US and even fewer in
Europe have learned to tap its full potential. Examining the differences between
European and US performance appraisal practices, the author finds that some
European companies have more than caught up with their American counterparts. He
offers guidelines to overcome some difficulties prevalent on both sides of the
Atlantic.
2. Bedeian (1976) in his paper titled “Rater Characteristics Affecting the Validity of
Performance Appraisals” states that the task of developing effective performance
appraisal systems is one of the most preferred contemporary problems of personnel
administration. An abundance of literature is available detailing the problems and
difficulties inherent in subordinate appraisals. Numerous studies have made
suggestions for rating format and content changes. Some have even suggested the
elimination of appraisal. More recently, an identifiable body of knowledge which
seriously casts doubt on the use of supervisor’s judgment in evaluating employee
performance has begun to emerge. The purpose of this paper is to explore this
emerging body of knowledge and to examine its ramifications for performance
appraisal.
3. Wilsted and Taylor (1978) in their article titled, “Identifying Criteria for
Performance Appraisal Decisions” states that appraising employee performance has
long been regarded as an important part of the management function, for purposes of
salary administration and recognizing future management potential. More recently
performance appraisal has been recognized for its value as one of the several tools
available to organizations for employee motivation. Central to such programmes as
'Management by Objectives,' for example, is the motivational value of participatively
developed goals, clearly communicated and supported with a clear and accurate
perception by the subordinates regarding the criteria to be applied in appraising
his/her performance against those goals. Indeed, what is perceived by individuals is
often more important than 'reality' in influencing behaviour. Selective filtration by
superiors and subordinates depends on the trust established, and serves to set
expectations for performance in the work environment. Individuals function on the
basis of perceptions. Accurate perceptions of the performance appraisal criteria by
those being evaluated are essential to the motivational objectives of appraisal. Yet,
even in the most formal rating programmes, the ratee's perception of appraisal criteria
often varies widely from that actually employed.
4. Decotiis and Petit (1978) in their article titled, “The Performance Appraisal Process:
A Model and Some Testable Propositions”, present a literature-based model of the
determinants of the accuracy of performance ratings. The model indicates that the
major determinants of accuracy are: (a) rater motivation; (b) rater ability; and (c)
availability of appropriate judgmental norms. Several propositions and suggestions for
further research are derived from the components of the model.
5. Azoulay, Graff-Zivin, Manso (2010), professors at Massachusetts Institute of
Technology and University of California, Santa Barbara, published a paper titled
“Incentives and Creativity: Evidence from the Academic Life Science” indicating that
long term rewards rather than short-term rewards helped to motivate scientists in their
work and to promote overall greater creativity. The application of the study suggests
that short term rewards, that are common in many businesses, may truncate
motivation and hinder innovation.
6. Erderer and Manso’s (2011) study titled “Is pay for performance Detrimental to
innovation?” Concludes as follows. The optimal incentive scheme that motivates
exploration is fundamentally different from standard pay-for-performance schemes
used to motivate effort. Tolerance ( or even reward) for early failure, reward for long
term success, excessive continuation, commitment to a long term incentive plan, and
timely feedback on performance are all important to motivate exploration.
often more important than 'reality' in influencing behaviour. Selective filtration by
superiors and subordinates depends on the trust established, and serves to set
expectations for performance in the work environment. Individuals function on the
basis of perceptions. Accurate perceptions of the performance appraisal criteria by
those being evaluated are essential to the motivational objectives of appraisal. Yet,
even in the most formal rating programmes, the ratee's perception of appraisal criteria
often varies widely from that actually employed.
4. Decotiis and Petit (1978) in their article titled, “The Performance Appraisal Process:
A Model and Some Testable Propositions”, present a literature-based model of the
determinants of the accuracy of performance ratings. The model indicates that the
major determinants of accuracy are: (a) rater motivation; (b) rater ability; and (c)
availability of appropriate judgmental norms. Several propositions and suggestions for
further research are derived from the components of the model.
5. Azoulay, Graff-Zivin, Manso (2010), professors at Massachusetts Institute of
Technology and University of California, Santa Barbara, published a paper titled
“Incentives and Creativity: Evidence from the Academic Life Science” indicating that
long term rewards rather than short-term rewards helped to motivate scientists in their
work and to promote overall greater creativity. The application of the study suggests
that short term rewards, that are common in many businesses, may truncate
motivation and hinder innovation.
6. Erderer and Manso’s (2011) study titled “Is pay for performance Detrimental to
innovation?” Concludes as follows. The optimal incentive scheme that motivates
exploration is fundamentally different from standard pay-for-performance schemes
used to motivate effort. Tolerance ( or even reward) for early failure, reward for long
term success, excessive continuation, commitment to a long term incentive plan, and
timely feedback on performance are all important to motivate exploration.
2.2THEORETICAL FRAMEWORK
Performance appraisal has been consider as the most significant and indispensable tool of an
organization. Its highly use full in making decision regarding various personal aspects such as
promotion and merit increases. Performance measures also link information gathering and
decisions. Making process which provide a basic for judging the effectiveness of personnel
functions in the eyes of employee the purpose of performance appraisal system is to describe
their level of performance to determine the required output from them and also to provide
them constructive suggestion which eventually improve their performance from the
organization view point one of the most important reasons for having a system of
performance appraisal is to establish and maintain the principle of accounting.
Meaning of performance appraisal
Performance appraisal is a formal system that evaluates the quality of an employee’s
performance. An appraisal should not be viewed as an end in itself, but rather as an important
process within a broader performance management system that links:
• Organizational objectives
• Day to day performance
• Professional development
• Rewards and incentives
In simple terms, appraisal may be understood as the assessment of an individual’s
performance in a systematic way, the performance being measured against such factors as job
knowledge, quality and quantity of output, initiative, leadership abilities, supervision,
dependability, cooperation, judgment, versatility, health and the like. Assessment should not
be confirmed to past performance alone. Potential of the employee for the future performance
must also be assessed.
Performance appraisal has been consider as the most significant and indispensable tool of an
organization. Its highly use full in making decision regarding various personal aspects such as
promotion and merit increases. Performance measures also link information gathering and
decisions. Making process which provide a basic for judging the effectiveness of personnel
functions in the eyes of employee the purpose of performance appraisal system is to describe
their level of performance to determine the required output from them and also to provide
them constructive suggestion which eventually improve their performance from the
organization view point one of the most important reasons for having a system of
performance appraisal is to establish and maintain the principle of accounting.
Meaning of performance appraisal
Performance appraisal is a formal system that evaluates the quality of an employee’s
performance. An appraisal should not be viewed as an end in itself, but rather as an important
process within a broader performance management system that links:
• Organizational objectives
• Day to day performance
• Professional development
• Rewards and incentives
In simple terms, appraisal may be understood as the assessment of an individual’s
performance in a systematic way, the performance being measured against such factors as job
knowledge, quality and quantity of output, initiative, leadership abilities, supervision,
dependability, cooperation, judgment, versatility, health and the like. Assessment should not
be confirmed to past performance alone. Potential of the employee for the future performance
must also be assessed.
Definition
A formal definition of performance appraisal is, “It is the systematic evaluation of the
individual with respect to his or her performance on the job and his or her potential for
development. According to Flippo, “Performance Appraisal is the systematic, periodic and an
important rating of an employee’s excellence in matters pertaining to his present job and his
potential for a better job”.
Human Resource or Employees
The principal component of an organization is its human resources or `People at work'.
Human resources have been defined from the national point of view as, "the knowledge,
skills, creative abilities, talents and aptitudes obtained in the population: whereas from the
view point 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".
Jucius calls these resources `human factors' which refer to "a whole consisting of inter-
related, inter-dependent and interacting physiological, psychological and ethical components.
It is this human resource which is of paramount importance in the success of any organisation
because most of the problems in organizational settings are human and social rather than
physical, technical or economic. Failure to recognize this fact causes immense loss to the
nation, enterprise and to the individual. In the words of Olivery Sheldon, "No industry can be
rendered efficient so long as the basic fact remains unrecognized that it is principally human.
It is not a mass of machines and technical processes but a body of men. It is not a complex of
matter, but a complex of humanity. It fulfills its function not by virtue of some impersonal
force, but by human energy." People at work comprise a large number of individual of
different sex, age, socio-religious group and different educational or literacy standards. These
individuals in the work place exhibit not only similar behaviour patterns and characteristics to
a certain degree but they also show much dissimilarity.
The term `human resources' at the macro level spells out the total sum of all the components
possessed by all the people, where as the term `personnel' even at the macro level is limited
to all the employees of an organisation. Human resources even at 23 the organizational level
include all the component resources of all employees like managing director, board of
directors, persons who work on honorary basis, experts drawn from various organizations and
A formal definition of performance appraisal is, “It is the systematic evaluation of the
individual with respect to his or her performance on the job and his or her potential for
development. According to Flippo, “Performance Appraisal is the systematic, periodic and an
important rating of an employee’s excellence in matters pertaining to his present job and his
potential for a better job”.
Human Resource or Employees
The principal component of an organization is its human resources or `People at work'.
Human resources have been defined from the national point of view as, "the knowledge,
skills, creative abilities, talents and aptitudes obtained in the population: whereas from the
view point 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".
Jucius calls these resources `human factors' which refer to "a whole consisting of inter-
related, inter-dependent and interacting physiological, psychological and ethical components.
It is this human resource which is of paramount importance in the success of any organisation
because most of the problems in organizational settings are human and social rather than
physical, technical or economic. Failure to recognize this fact causes immense loss to the
nation, enterprise and to the individual. In the words of Olivery Sheldon, "No industry can be
rendered efficient so long as the basic fact remains unrecognized that it is principally human.
It is not a mass of machines and technical processes but a body of men. It is not a complex of
matter, but a complex of humanity. It fulfills its function not by virtue of some impersonal
force, but by human energy." People at work comprise a large number of individual of
different sex, age, socio-religious group and different educational or literacy standards. These
individuals in the work place exhibit not only similar behaviour patterns and characteristics to
a certain degree but they also show much dissimilarity.
The term `human resources' at the macro level spells out the total sum of all the components
possessed by all the people, where as the term `personnel' even at the macro level is limited
to all the employees of an organisation. Human resources even at 23 the organizational level
include all the component resources of all employees like managing director, board of
directors, persons who work on honorary basis, experts drawn from various organizations and
those people influencing the human resources of all the former groups. In short, it includes
the resources of all the people who contribute their services in the attainment of
organizational goals and others who contribute their services in the attainment of
organizational goals.
Objectives of performance appraisal
1. Salary increase
Performance appraisal plays a role in making decision about salary increase.
Normally salary increase of an employee depends upon on how he is performing his
job. There is continuous evolution of his performance either formally or informally.
This may disclose how well an employee is performing and how much he should be
compensated by way of salary increase.
2. Promotion or motivation
Performance appraisal plays significant role where promotion is based on merit and
seniority. Performance appraisal discloses how an employee is working in his present
job and what his strong and weak points are. In the light of these, it can be decided
whether he can be promoted to the next higher position.
3. Training and Development
Performance appraisal tries to identify the strengths and weakness of an employee on
his present job. This information can be used for devising training and development
programs appropriate for overcoming weakness of employees.
4. Feedback
Performance appraisal provides feedback to employees about their performance. A
person works well when he knows how he is working. This works in two ways,
firstly, the person gets feedback about his performance. Secondly, when the person
gets feedback about his performance, he can relate his work to the organizational
objectives.
5. Pressure on Employees
the resources of all the people who contribute their services in the attainment of
organizational goals and others who contribute their services in the attainment of
organizational goals.
Objectives of performance appraisal
1. Salary increase
Performance appraisal plays a role in making decision about salary increase.
Normally salary increase of an employee depends upon on how he is performing his
job. There is continuous evolution of his performance either formally or informally.
This may disclose how well an employee is performing and how much he should be
compensated by way of salary increase.
2. Promotion or motivation
Performance appraisal plays significant role where promotion is based on merit and
seniority. Performance appraisal discloses how an employee is working in his present
job and what his strong and weak points are. In the light of these, it can be decided
whether he can be promoted to the next higher position.
3. Training and Development
Performance appraisal tries to identify the strengths and weakness of an employee on
his present job. This information can be used for devising training and development
programs appropriate for overcoming weakness of employees.
4. Feedback
Performance appraisal provides feedback to employees about their performance. A
person works well when he knows how he is working. This works in two ways,
firstly, the person gets feedback about his performance. Secondly, when the person
gets feedback about his performance, he can relate his work to the organizational
objectives.
5. Pressure on Employees
Performance appraisal puts a sort of pressure on employees for better performance. If
the employees are conscious that they are being appraised in respect of certain factors
and their future largely depends on such appraisal.
6. Others
a) Identifying systemic factors that are barriers to, or facilitators of, effective
performance.
b) To confirm the service of probationary employees upon their completing the
probationary period satisfactorily.
c) To improve communication. Performance appraisal provides a format for
dialogue between the superior and the subordinate, and improves
understanding of personal goals and concern. This can also have the effect of
increasing the trust between the rather and the rate.
d) To determine whether HR programs such as selection, training and transfer
have been effective or not.
Characteristics
➢ Performance appraisal is a process.
➢ It is the systematic examination of the strength and weakness of an employee in terms
of his job.
➢ It is scientific and objective study. Formal procedure is used in the study.
➢ It is an ongoing and continues process wherein the evaluations are arranged
periodically according to a definite plan.
➢ The main purpose of performance appraisal is to secure information necessary for
making objective and correct decision an employee.
the employees are conscious that they are being appraised in respect of certain factors
and their future largely depends on such appraisal.
6. Others
a) Identifying systemic factors that are barriers to, or facilitators of, effective
performance.
b) To confirm the service of probationary employees upon their completing the
probationary period satisfactorily.
c) To improve communication. Performance appraisal provides a format for
dialogue between the superior and the subordinate, and improves
understanding of personal goals and concern. This can also have the effect of
increasing the trust between the rather and the rate.
d) To determine whether HR programs such as selection, training and transfer
have been effective or not.
Characteristics
➢ Performance appraisal is a process.
➢ It is the systematic examination of the strength and weakness of an employee in terms
of his job.
➢ It is scientific and objective study. Formal procedure is used in the study.
➢ It is an ongoing and continues process wherein the evaluations are arranged
periodically according to a definite plan.
➢ The main purpose of performance appraisal is to secure information necessary for
making objective and correct decision an employee.
Uses of performance appraisal
Performance appraisal is crucial tool in the hands of the management to bring about
greater agility and responsiveness in human resources of an organization. Performance
appraisal is the foundation of much human resource decision. Therefore, it has multifarious
uses as depicted below:
• Performance improvement: Performance feedback allows the employee, manager
and personnel specialists to intervene with appropriate action to improve
performance.
• Compensation adjustment: Performance evaluation help decision –makers
determine who should receive pay raises. Many firms grant part of all pay increases
and bonuses based upon merit, which is determined mostly through performance
appraisals.
• Placement decisions: Promotion, transfer, and demotions are usually based on past or
anticipated performance. Often promotions are a reward for past performance.
• Training and development needs: Poor performance may indicate the need for
training. Likewise, good performance may indicate untapped potential that should be
developed.
• Career planning and development: Performance feedback guided career decisions
about specific career paths one should investigate.
• Staffing process deficiencies: Good or bad performance implies strengths or
weakness in the personal department’s staffing procedures.
• Information inaccuracies: Poor performance may indicate errors in job analysis
information, human resource plans, or other parts of the personnel management
information system. Reliance on inaccurate information may have led to inappropriate
hiring, training, or counseling decisions.
• Job design errors: Poor performance may be a symptom of ill-conceived job
decisions. Appraisal help diagnose these errors.
• Equal employment opportunity: Accurate performance appraisals that actually
measure job related performance ensure that internal placement decisions are not
discriminatory.
Performance appraisal is crucial tool in the hands of the management to bring about
greater agility and responsiveness in human resources of an organization. Performance
appraisal is the foundation of much human resource decision. Therefore, it has multifarious
uses as depicted below:
• Performance improvement: Performance feedback allows the employee, manager
and personnel specialists to intervene with appropriate action to improve
performance.
• Compensation adjustment: Performance evaluation help decision –makers
determine who should receive pay raises. Many firms grant part of all pay increases
and bonuses based upon merit, which is determined mostly through performance
appraisals.
• Placement decisions: Promotion, transfer, and demotions are usually based on past or
anticipated performance. Often promotions are a reward for past performance.
• Training and development needs: Poor performance may indicate the need for
training. Likewise, good performance may indicate untapped potential that should be
developed.
• Career planning and development: Performance feedback guided career decisions
about specific career paths one should investigate.
• Staffing process deficiencies: Good or bad performance implies strengths or
weakness in the personal department’s staffing procedures.
• Information inaccuracies: Poor performance may indicate errors in job analysis
information, human resource plans, or other parts of the personnel management
information system. Reliance on inaccurate information may have led to inappropriate
hiring, training, or counseling decisions.
• Job design errors: Poor performance may be a symptom of ill-conceived job
decisions. Appraisal help diagnose these errors.
• Equal employment opportunity: Accurate performance appraisals that actually
measure job related performance ensure that internal placement decisions are not
discriminatory.
• External challenges: Sometimes performance is influenced by factors outside the
work environment such as family, financial, health or other personal matters. If
uncovered through appraisals, the human resource department may be able to provide
assistance.
• Feedback to human resources: Good/bad performance throughout the organization
indicates how well the human resource function is performing.
Steps in performance appraisal
1. Establishing performance standards
2. Communicating the standard
3. Measuring performance.
4. Comparing the actual with the standards.
5. Discussing the appraisal
Methods of performance appraisal
Traditional methods
• Graphic rating scales
• Ranking method
• Paired comparison method
• Forced distribution method
• Checklist method
• Essay appraisal method
• Group appraisal method
• Confidential report
work environment such as family, financial, health or other personal matters. If
uncovered through appraisals, the human resource department may be able to provide
assistance.
• Feedback to human resources: Good/bad performance throughout the organization
indicates how well the human resource function is performing.
Steps in performance appraisal
1. Establishing performance standards
2. Communicating the standard
3. Measuring performance.
4. Comparing the actual with the standards.
5. Discussing the appraisal
Methods of performance appraisal
Traditional methods
• Graphic rating scales
• Ranking method
• Paired comparison method
• Forced distribution method
• Checklist method
• Essay appraisal method
• Group appraisal method
• Confidential report
Modern approach
• Behaviorally anchored rating scales(BARS)
• Assessment centre
• Management by objectives(MBO)
• Human resource accounting
Benefits of Performance Appraisal
Appraisal offers a valuable opportunity to focus on work activities and goals, to
identify and correct existing problems, and to encourage better future performance. Thus the
performance of the whole organization is enhanced. However benefits of performance
appraisal can be summarized as follows.
1. Motivation and Satisfaction
Performance appraisal can have a profound effect on levels of employee motivation
and satisfaction - for better as well as for worse. Performance appraisal provides
employees with recognition for their work efforts. The existence of an appraisal
program indicates to an employee that the organization is genuinely interested in their
individual performance and development, which can have a positive influence on the
individual's sense of worth, commitment and belonging.
2. Training and Development
Performance appraisal offers an excellent opportunity - perhaps the best that will ever
occur - for a supervisor and subordinate to recognize and agree upon individual
training and development needs. Performance appraisal can make the need for
training by an employee's work performance, the presence or absence of work skills,
by linking it clearly to performance outcomes and future career aspirations.
3. Recruitment and Induction
Appraisal data can be used to monitor the success of the organization's recruitment
and induction practices. Appraisal data can also be used to monitor the effectiveness
of changes in recruitment strategies.
• Behaviorally anchored rating scales(BARS)
• Assessment centre
• Management by objectives(MBO)
• Human resource accounting
Benefits of Performance Appraisal
Appraisal offers a valuable opportunity to focus on work activities and goals, to
identify and correct existing problems, and to encourage better future performance. Thus the
performance of the whole organization is enhanced. However benefits of performance
appraisal can be summarized as follows.
1. Motivation and Satisfaction
Performance appraisal can have a profound effect on levels of employee motivation
and satisfaction - for better as well as for worse. Performance appraisal provides
employees with recognition for their work efforts. The existence of an appraisal
program indicates to an employee that the organization is genuinely interested in their
individual performance and development, which can have a positive influence on the
individual's sense of worth, commitment and belonging.
2. Training and Development
Performance appraisal offers an excellent opportunity - perhaps the best that will ever
occur - for a supervisor and subordinate to recognize and agree upon individual
training and development needs. Performance appraisal can make the need for
training by an employee's work performance, the presence or absence of work skills,
by linking it clearly to performance outcomes and future career aspirations.
3. Recruitment and Induction
Appraisal data can be used to monitor the success of the organization's recruitment
and induction practices. Appraisal data can also be used to monitor the effectiveness
of changes in recruitment strategies.
4. Employee Evaluation
Evaluation is a major objective of performance appraisal. Performance appraisal is the
process of examining and evaluating the performance of an individual. The need to
evaluate employees is to encourage and develop them.
5. Career planning and Development
Performance feedback guides career decisions about specific paths one should
investigate. Compensation adjustments: Performance evaluations help decision
makers determine who should receive pay raises and who should not. Many firms
grant part or all of their pay increases and bonuses based upon merit, which is
determined mostly through performance appraisals.
6. Placement decision
Promotions, transfers, and demotions are usually based on past or anticipated
performance.
Evaluation is a major objective of performance appraisal. Performance appraisal is the
process of examining and evaluating the performance of an individual. The need to
evaluate employees is to encourage and develop them.
5. Career planning and Development
Performance feedback guides career decisions about specific paths one should
investigate. Compensation adjustments: Performance evaluations help decision
makers determine who should receive pay raises and who should not. Many firms
grant part or all of their pay increases and bonuses based upon merit, which is
determined mostly through performance appraisals.
6. Placement decision
Promotions, transfers, and demotions are usually based on past or anticipated
performance.
2.3 INDUSTRY PROFILE
INTRODUCTION
Gold has long been considered the most desirable of precious metals, and its value has
been used as the standard for many currencies in history. Gold has been used as a symbol for
purity, value, loyalty. One of the salient features about the gold is that a single gram of
weight is not at all wasted since its exploration. It has been rounding in different hands in one
or the other way. The history of gold starts from2600BC. A huge description is available in
the Egyptian Hieroglyphs. It may be the first metal used by humans and was valued for
ornamentation and rituals. Important locations famous in the name gold are Red sea in Saudi
Arabia, Lydia, Romania, Central America, Peru and Colombia.
Today, gold has emerged as an important mean for investment also. Volatile markets
and unstable economic condition have also added to it. The largest gold producing nation in
the world is China. Other notable producers are Australia, the US, Russia, South Africa,
Canada, Ghana, Indonesia, and Uzbekistan. The largest importing nation of the precious
metal is India with their main use being for jewellery. So India is the largest consumer of
gold. India’s diversified religious customs and rituals have helped to the high demand for
gold.
HISTORY
The symbol for the sun has been used since ancient times to represent gold. Gold has
enjoyed a reputation as a good medium to store value since ancient history. The Turin mining
papyrus gold has been known and highly - valued since prehistoric times. It may have been
the first metal used by humans and was valued for ornamentation and rituals. Egyptian
hieroglyphs from as early as 2600 BC describe gold, which king tushratta of the Mitanni
claimed was “more plentiful than dirt” in Egypt.
The south - east corner of the Black sea was famed for its gold. Exploitation is said to
date from the time of Midas, and this gold was important in the establishment of what is
probably the world’s earliest coinage in Lydia between 643 and 630 BC. The Romans
develop new methods for extracting gold on large scale using hydraulic mining methods,
especially in Spain from 25 BC onwards and in Romania from 150 AD onwards. The Mali
Empire in Africa was famed throughout the old world for its large amount of gold. Mansa
Musa, ruler of the empire (1312 – 1337) became famous throughout the world for his great
INTRODUCTION
Gold has long been considered the most desirable of precious metals, and its value has
been used as the standard for many currencies in history. Gold has been used as a symbol for
purity, value, loyalty. One of the salient features about the gold is that a single gram of
weight is not at all wasted since its exploration. It has been rounding in different hands in one
or the other way. The history of gold starts from2600BC. A huge description is available in
the Egyptian Hieroglyphs. It may be the first metal used by humans and was valued for
ornamentation and rituals. Important locations famous in the name gold are Red sea in Saudi
Arabia, Lydia, Romania, Central America, Peru and Colombia.
Today, gold has emerged as an important mean for investment also. Volatile markets
and unstable economic condition have also added to it. The largest gold producing nation in
the world is China. Other notable producers are Australia, the US, Russia, South Africa,
Canada, Ghana, Indonesia, and Uzbekistan. The largest importing nation of the precious
metal is India with their main use being for jewellery. So India is the largest consumer of
gold. India’s diversified religious customs and rituals have helped to the high demand for
gold.
HISTORY
The symbol for the sun has been used since ancient times to represent gold. Gold has
enjoyed a reputation as a good medium to store value since ancient history. The Turin mining
papyrus gold has been known and highly - valued since prehistoric times. It may have been
the first metal used by humans and was valued for ornamentation and rituals. Egyptian
hieroglyphs from as early as 2600 BC describe gold, which king tushratta of the Mitanni
claimed was “more plentiful than dirt” in Egypt.
The south - east corner of the Black sea was famed for its gold. Exploitation is said to
date from the time of Midas, and this gold was important in the establishment of what is
probably the world’s earliest coinage in Lydia between 643 and 630 BC. The Romans
develop new methods for extracting gold on large scale using hydraulic mining methods,
especially in Spain from 25 BC onwards and in Romania from 150 AD onwards. The Mali
Empire in Africa was famed throughout the old world for its large amount of gold. Mansa
Musa, ruler of the empire (1312 – 1337) became famous throughout the world for his great
hajj to Mecca in 1324. When he passed through Cairo in July of 1324, he was reportedly
accompanied by a camel train that includes thousands of people and nearly a hundred camels.
He gave away so much gold that it took over a decade for the economy across North Africa to
recover, due to the rapid inflation that it initiated.
During 19
th
century, gold rushes occurred whenever large gold deposits were discovered. The
first documented discovery of gold in the united state was at the reed gold mine near George
Ville, North Carolina in 1803. The first major gold strike in the united state occurred in
California, Colorado, Otago, and Australia.
Because of its historically high value, much of the gold mined throughout history is still in
circulation in one form or another.
APPLICATION
In various countries, gold is used as a standard for monetary exchange, in coinage and
in jewellery. Pure gold is too soft for ordinary use and is typically hardened by alloying with
copper or other metals. The content of gold is measured in carat (k), pure gold being
designated as 24k
GOLD AS A MEDIUM OF MONETORY EXCHANGE
Gold coins intended circulation from 1526 in to the 1930s were typically a standard
22k alloy called crown gold, for hardness. Modern collector or investments bullion coins are
typically 24k, although the American gold eagle and British gold sovereign continue to be
made at 22k, on historical tradition. The world wide used coins are American gold eagle,
British sovereign, Canadian gold maple leaf, gold kangaroos etc.
JEWELLERY
Because of the softness of pure (24k) gold, it is usually alloyed with base metals for
use in jewellery, altering its hardness and ductility, melting point, color and other properties.
Alloy with lower cartage, typically 22k, 18k, 14k or 10k, contain higher percentage of
copper, or other base metals or silver or palladium in the alloy. Copper is the most commonly
used base metal, yielding a redder color. 18k gold containing 25% copper is found in antique
and Russian jewellery and has a distinct, through not dominant, copper cast, creating rose
gold. Fourteen carat gold- copper alloy is nearly identical in color to certain bronze alloys,
accompanied by a camel train that includes thousands of people and nearly a hundred camels.
He gave away so much gold that it took over a decade for the economy across North Africa to
recover, due to the rapid inflation that it initiated.
During 19
th
century, gold rushes occurred whenever large gold deposits were discovered. The
first documented discovery of gold in the united state was at the reed gold mine near George
Ville, North Carolina in 1803. The first major gold strike in the united state occurred in
California, Colorado, Otago, and Australia.
Because of its historically high value, much of the gold mined throughout history is still in
circulation in one form or another.
APPLICATION
In various countries, gold is used as a standard for monetary exchange, in coinage and
in jewellery. Pure gold is too soft for ordinary use and is typically hardened by alloying with
copper or other metals. The content of gold is measured in carat (k), pure gold being
designated as 24k
GOLD AS A MEDIUM OF MONETORY EXCHANGE
Gold coins intended circulation from 1526 in to the 1930s were typically a standard
22k alloy called crown gold, for hardness. Modern collector or investments bullion coins are
typically 24k, although the American gold eagle and British gold sovereign continue to be
made at 22k, on historical tradition. The world wide used coins are American gold eagle,
British sovereign, Canadian gold maple leaf, gold kangaroos etc.
JEWELLERY
Because of the softness of pure (24k) gold, it is usually alloyed with base metals for
use in jewellery, altering its hardness and ductility, melting point, color and other properties.
Alloy with lower cartage, typically 22k, 18k, 14k or 10k, contain higher percentage of
copper, or other base metals or silver or palladium in the alloy. Copper is the most commonly
used base metal, yielding a redder color. 18k gold containing 25% copper is found in antique
and Russian jewellery and has a distinct, through not dominant, copper cast, creating rose
gold. Fourteen carat gold- copper alloy is nearly identical in color to certain bronze alloys,
and both may be used to produce police and other badges. Blue gold can be made by alloying
with iron and purple gold can be made by alloying with aluminum, although rarely done
expect in specialize jewellery. Blue gold is more brittle and therefore more difficult to work
with when making jewellery. Fourteen and eighteen carat gold alloys with silver alone appear
greenish – yellow and are referred to as green gold. White gold alloys can be made with
palladium or nickel. White 18k gold containing 17.3% nickel, 5.5% zinc and 2.2% copper is
silver in appearances.
OTHER USES OF GOLD
• Gold is used in dentistry as crowns and permanent bridges.
• Gold threads are used in embroidery.
• Gold leaf flakes or dust in used in some gourmet food stuffs, sweets and drinks as
decorative ingredient.
• Olympics, Nobel price and other competitions and honors award a gold medal to the
winner.
• Most electronic devices like mobile phones, televisions, GPS systems, calculators,
and computers contain elements of gold in their components.
FACTORS INFLUENCING GOLD PRICE
Today, like all investments and commodities, the price of gold ultimately driven by
supply and demand, including hoarding and disposal. Unlike most other commodities, the
hoarding and disposal plays a much bigger role in affecting the price, because most of the
gold ever mined still exists and is potentially able to come on to the market for the right
place. Bualuang asset management outlines the factors that determine gold prices are:
a) US currency:
If other factors are stable, gold prices will increase when the US dollar depreciates
as gold provides a hedge against a lower US dollar. Since the dollar is the world’s main
currency, when it depreciates, central banks of countries which have US dollar reserves
spread their risks by investing in other assets such as gold, and this pushes up the gold price.
b) US inflation rates
with iron and purple gold can be made by alloying with aluminum, although rarely done
expect in specialize jewellery. Blue gold is more brittle and therefore more difficult to work
with when making jewellery. Fourteen and eighteen carat gold alloys with silver alone appear
greenish – yellow and are referred to as green gold. White gold alloys can be made with
palladium or nickel. White 18k gold containing 17.3% nickel, 5.5% zinc and 2.2% copper is
silver in appearances.
OTHER USES OF GOLD
• Gold is used in dentistry as crowns and permanent bridges.
• Gold threads are used in embroidery.
• Gold leaf flakes or dust in used in some gourmet food stuffs, sweets and drinks as
decorative ingredient.
• Olympics, Nobel price and other competitions and honors award a gold medal to the
winner.
• Most electronic devices like mobile phones, televisions, GPS systems, calculators,
and computers contain elements of gold in their components.
FACTORS INFLUENCING GOLD PRICE
Today, like all investments and commodities, the price of gold ultimately driven by
supply and demand, including hoarding and disposal. Unlike most other commodities, the
hoarding and disposal plays a much bigger role in affecting the price, because most of the
gold ever mined still exists and is potentially able to come on to the market for the right
place. Bualuang asset management outlines the factors that determine gold prices are:
a) US currency:
If other factors are stable, gold prices will increase when the US dollar depreciates
as gold provides a hedge against a lower US dollar. Since the dollar is the world’s main
currency, when it depreciates, central banks of countries which have US dollar reserves
spread their risks by investing in other assets such as gold, and this pushes up the gold price.
b) US inflation rates
If other factors are stable, gold price will increase when inflation rates are higher, as
gold is an asset which rises with inflation. US inflation can generally be predicted by looking
at trends for fuel and food prices.
c) Risk of international politics and monitory system
Gold prices often increase during times of international political tension or when the
world monetary system becomes less stable. During these period assets are usually sold and
gold is bought, as asset price may drop during times of instability or crisis.
d) Demand and supply in the market
If other factors are stable, gold price will increase when demand for good is higher
than the supply in the market. Demand for gold comes from three sectors namely; jewellery
sector, manufacturing and medical industry, and investment. Supply comes from gold mines
and sale of existing gold in the financial system. Supply is affected by four main factors
namely; Mine production, Recycled gold, monetary sector sales, and net producing hedging.
INDIAN GEMS, JEWELLERY INDUSTRY
The Gems and jewellery sector plays significant role in the Indian economy,
contributing around 6 – 7% of the country’s GDP. One of the fastest growing sectors, it is
extremely export oriented and labor intensive. Based on its potential for growth and value
addition, the government of India has declared the Gems and jewellery sector as a focus area
for export promotion. The government has recently undertaken various measure to promote
investments and to upgrade technology and skills promote ‘Brand India’ in the international
market.
India is deemed to be the hub of the global jewellery market because its low costs and
availability of high skilled labor. India is the world’s largest cutting and polishing centre for
diamonds with the cutting and polishing industry being will supported by government police.
Moreover, India exports 95% of the world’s diamonds, as per statistics from the Gems and
Jewellery Export Promotion council (GJEPC). The industry is projected to generate up to
US$ 35 billion of revenue from exports in 2015.
India’s gems and jewellery sector has been contributing in big way to the country’s foreign
exchange earnings (FEEs). The government of India has viewed the sector as a thrust area for
export promotion.
gold is an asset which rises with inflation. US inflation can generally be predicted by looking
at trends for fuel and food prices.
c) Risk of international politics and monitory system
Gold prices often increase during times of international political tension or when the
world monetary system becomes less stable. During these period assets are usually sold and
gold is bought, as asset price may drop during times of instability or crisis.
d) Demand and supply in the market
If other factors are stable, gold price will increase when demand for good is higher
than the supply in the market. Demand for gold comes from three sectors namely; jewellery
sector, manufacturing and medical industry, and investment. Supply comes from gold mines
and sale of existing gold in the financial system. Supply is affected by four main factors
namely; Mine production, Recycled gold, monetary sector sales, and net producing hedging.
INDIAN GEMS, JEWELLERY INDUSTRY
The Gems and jewellery sector plays significant role in the Indian economy,
contributing around 6 – 7% of the country’s GDP. One of the fastest growing sectors, it is
extremely export oriented and labor intensive. Based on its potential for growth and value
addition, the government of India has declared the Gems and jewellery sector as a focus area
for export promotion. The government has recently undertaken various measure to promote
investments and to upgrade technology and skills promote ‘Brand India’ in the international
market.
India is deemed to be the hub of the global jewellery market because its low costs and
availability of high skilled labor. India is the world’s largest cutting and polishing centre for
diamonds with the cutting and polishing industry being will supported by government police.
Moreover, India exports 95% of the world’s diamonds, as per statistics from the Gems and
Jewellery Export Promotion council (GJEPC). The industry is projected to generate up to
US$ 35 billion of revenue from exports in 2015.
India’s gems and jewellery sector has been contributing in big way to the country’s foreign
exchange earnings (FEEs). The government of India has viewed the sector as a thrust area for
export promotion.
OVERVIEW OF GOLD INDUSTRY IN INDIA
• India is one of the largest diamond processor in the world and its artisans have
specialized skills in processing small diamonds (below one carat); in fact, the Indian
craftsmen have achieved excellence in cutting and polishing small diamonds.
However, the real uniqueness of the Indian craftsman lies in the fact that they do most
of the cutting and polishing manually which sets India apart from its other peers.
• India (especially, Surat and Mumbai) ranks among the ‘big four’ diamond cutting
centers of the world – the other three being, Belgium (Antwerp), the US (New York)
and Israel (Ramat Gan). Currently, diamonds processed in India account for 85% in
volume, 92% in pieces and 60% in value of the total world diamond market.
• The gems and jewellery sector in India is highly export – oriented, labor – intensive
and a major contributor to the foreign exchange earnings; therefore, the Indian
government has declared the sector as a thrust area for export promotion.
• Gold jewellery is the most preferred form jewellery in demand in India as it is
considered auspicious to purchase gold on major occasions like festivals, marriage,
birth etc.
• According to the data released by the World Gold Council (WGC), India is the largest
consumer of gold. In 2008, India consumed approximately 600 tons of gold and
accounted for 22.71% of the total gold consumed all over the world, most of which
was used in jewellery. Even though the gold demand remained weak, India continued
to maintain its second position in the third quarter – ended 2009 as well as and
accounted for 20.87% of the total gold consumed all over the world consumed.
• India is one of the largest diamond processor in the world and its artisans have
specialized skills in processing small diamonds (below one carat); in fact, the Indian
craftsmen have achieved excellence in cutting and polishing small diamonds.
However, the real uniqueness of the Indian craftsman lies in the fact that they do most
of the cutting and polishing manually which sets India apart from its other peers.
• India (especially, Surat and Mumbai) ranks among the ‘big four’ diamond cutting
centers of the world – the other three being, Belgium (Antwerp), the US (New York)
and Israel (Ramat Gan). Currently, diamonds processed in India account for 85% in
volume, 92% in pieces and 60% in value of the total world diamond market.
• The gems and jewellery sector in India is highly export – oriented, labor – intensive
and a major contributor to the foreign exchange earnings; therefore, the Indian
government has declared the sector as a thrust area for export promotion.
• Gold jewellery is the most preferred form jewellery in demand in India as it is
considered auspicious to purchase gold on major occasions like festivals, marriage,
birth etc.
• According to the data released by the World Gold Council (WGC), India is the largest
consumer of gold. In 2008, India consumed approximately 600 tons of gold and
accounted for 22.71% of the total gold consumed all over the world, most of which
was used in jewellery. Even though the gold demand remained weak, India continued
to maintain its second position in the third quarter – ended 2009 as well as and
accounted for 20.87% of the total gold consumed all over the world consumed.
2.4COMPANY PROFILE
Malabar Group was founded in 1993 by a team of enterprising entrepreneurs, led by the
visionary genius of Mr. M P Ahammed when he explored beyond his immediate circle in the
agri-corp industry to establish a jewellery trading company in a historical city called
Kozhikode. Since then, keeping alive the golden spirit of the Brand, the Group has remained
constant, in its successful forays nurtured by expertise, vision and guidance, into a formidable
business conglomerate. The HQ (headquarters) of Malabar Group located in Kozhikode
shines bright as a beacon of success for an empire built on Trust, Teamwork, and Goodwill.
Malabar Group is a professionally managed corporate business entity with its flagship
company Malabar Gold & Diamonds, which has attained the cult status of the trendsetter in
jewellery industry having over 175 showrooms across 9 countries. With a robust team of
more than 9000 management team members and a turnover around Rs 26,000 Crores, the
group has also successfully ventured into various business verticals such as Property &
Infrastructure Development, Home Appliances & Electronics, Branded Furniture and IT
solutions. Malabar Group has its presence in the following business verticals
• Malabar Gold & Diamonds : (www.malabargoldanddiamonds.com)
• Malabar Developers : (www.malabardevelopers.com)
• Malabar Watches : (www.malabarwatches.com)
• Eham Digital : (www.ehamdigital.com)
• Mall of Travancore : (malloftravancore.com)
• Atna technologies : (www.atnatechnologies.com)
• Megatrade : (www.megatrade.in)
• Green Thumb - Organic Farming.
• Neerayi- Multicuisine restaurant
Malabar Group was founded in 1993 by a team of enterprising entrepreneurs, led by the
visionary genius of Mr. M P Ahammed when he explored beyond his immediate circle in the
agri-corp industry to establish a jewellery trading company in a historical city called
Kozhikode. Since then, keeping alive the golden spirit of the Brand, the Group has remained
constant, in its successful forays nurtured by expertise, vision and guidance, into a formidable
business conglomerate. The HQ (headquarters) of Malabar Group located in Kozhikode
shines bright as a beacon of success for an empire built on Trust, Teamwork, and Goodwill.
Malabar Group is a professionally managed corporate business entity with its flagship
company Malabar Gold & Diamonds, which has attained the cult status of the trendsetter in
jewellery industry having over 175 showrooms across 9 countries. With a robust team of
more than 9000 management team members and a turnover around Rs 26,000 Crores, the
group has also successfully ventured into various business verticals such as Property &
Infrastructure Development, Home Appliances & Electronics, Branded Furniture and IT
solutions. Malabar Group has its presence in the following business verticals
• Malabar Gold & Diamonds : (www.malabargoldanddiamonds.com)
• Malabar Developers : (www.malabardevelopers.com)
• Malabar Watches : (www.malabarwatches.com)
• Eham Digital : (www.ehamdigital.com)
• Mall of Travancore : (malloftravancore.com)
• Atna technologies : (www.atnatechnologies.com)
• Megatrade : (www.megatrade.in)
• Green Thumb - Organic Farming.
• Neerayi- Multicuisine restaurant
Malabar Gold & Diamonds is also vertically integrated comprising of bullion desk, design
centers, manufacturing, distribution, retail and after sale services. This enables the retailer to
offer its customers products and services that unique and offer unmatched value and quality.
Malabar Gold & Diamonds manages its operations in India out of the HQ located in
Kozhikode, Kerala and its international operations from the corporate office located in Dubai,
UAE. The operations are further supported by regional offices in other Indian states and
across the other countries where it is present..
Malabar Gold & Diamonds, one among the Big 5 global jewellery retailer strengthens its
CSR activities in Oman this Ramadan, embracing the spirit of giving.
In Oman, the company provided special Ramadan kit to the underprivileged people. It
included the grocery which will be enough for 25-30 persons to break the fast in a day during
Ramadan. Some 9,000 such beneficiaries was benefitted in Ruwi and other areas like
Ma’abela, Al Khoudh, Seeb, Wadi al Lawami, Hamriyah, Wadi Adai, Amerat, Al Hajar,
Sohar and Salalah. The company will provide more such kits in the coming days of Ramadan.
During the holy month of Ramadan the company will provide over 60,000 special iftar meals/
kits will be distributed during this period across GCC and Far East.
VISION
To add appreciating value to each life we touch
MISSION
“To champion the cause of astute customer through continuous value addition in our products
and services, building trust amongst consumers, pride among employees and long term
returns for investors ".
centers, manufacturing, distribution, retail and after sale services. This enables the retailer to
offer its customers products and services that unique and offer unmatched value and quality.
Malabar Gold & Diamonds manages its operations in India out of the HQ located in
Kozhikode, Kerala and its international operations from the corporate office located in Dubai,
UAE. The operations are further supported by regional offices in other Indian states and
across the other countries where it is present..
Malabar Gold & Diamonds, one among the Big 5 global jewellery retailer strengthens its
CSR activities in Oman this Ramadan, embracing the spirit of giving.
In Oman, the company provided special Ramadan kit to the underprivileged people. It
included the grocery which will be enough for 25-30 persons to break the fast in a day during
Ramadan. Some 9,000 such beneficiaries was benefitted in Ruwi and other areas like
Ma’abela, Al Khoudh, Seeb, Wadi al Lawami, Hamriyah, Wadi Adai, Amerat, Al Hajar,
Sohar and Salalah. The company will provide more such kits in the coming days of Ramadan.
During the holy month of Ramadan the company will provide over 60,000 special iftar meals/
kits will be distributed during this period across GCC and Far East.
VISION
To add appreciating value to each life we touch
MISSION
“To champion the cause of astute customer through continuous value addition in our products
and services, building trust amongst consumers, pride among employees and long term
returns for investors ".
VALUES
Ambition:
Never satisfied with the status quo; we are always moving forward to achieve more, find new
paths and be the best at what we do.
Reliability:
We thrive on gaining the customer's trust and can be counted on to deliver quality every time.
Innovation:
We are forward thinking and have a continuous drive to do things better than before
Consideration:
We work with people, communities and the society. We believe it is our responsibility to lend
a helping hand so others can thrive.
Teamwork:
We willingly do what must be done to assist each other and strive to collaborate to deliver the
best.
KEY FIGURES
Ambition:
Never satisfied with the status quo; we are always moving forward to achieve more, find new
paths and be the best at what we do.
Reliability:
We thrive on gaining the customer's trust and can be counted on to deliver quality every time.
Innovation:
We are forward thinking and have a continuous drive to do things better than before
Consideration:
We work with people, communities and the society. We believe it is our responsibility to lend
a helping hand so others can thrive.
Teamwork:
We willingly do what must be done to assist each other and strive to collaborate to deliver the
best.
KEY FIGURES
PORTFOLIO OF MALABAR GROUP
• SCM Manufacturing
• SCM wholesale
• MGD retail
• Mine diamonds
• Malabar watches
• Malabar developers
• Breigns- B2B
• Malabar gate hotel
• Mega trade(gizmo)
• Charitable trusts
• EHAM Digital
• Atna technologies
• IMC advertising and marketing
• Green thump
• Neerai
• Marina convention centre
• M24
• Malabar retailers
• Hymart
• Paimpal
• Eham total home solutions
• SCM Manufacturing
• SCM wholesale
• MGD retail
• Mine diamonds
• Malabar watches
• Malabar developers
• Breigns- B2B
• Malabar gate hotel
• Mega trade(gizmo)
• Charitable trusts
• EHAM Digital
• Atna technologies
• IMC advertising and marketing
• Green thump
• Neerai
• Marina convention centre
• M24
• Malabar retailers
• Hymart
• Paimpal
• Eham total home solutions
GROUP VERTICALS
MALABAR GOLD AND DIAMONDS
Malabar Gold & Diamonds is the flagship company of Malabar Group. It was established in
1993 in Kozhikode, Kerala. Today, it has a strong retail network of over 210 outlets spread
across nine countries, 10 wholesale units in addition to offices, design centers and factories
spread across India, Middle East & Far East. The company currently ranks among the BIG 5
jewellery retailers globally. Malabar Gold & Diamonds is also vertically integrated
comprising of bullion desk, design centers, manufacturing, distribution, retail and after sale
services. This enables the retailer to offer its customers products and services that unique and
offer unmatched value and quality. Malabar Gold & Diamonds manages its operations in
India out of the HQ located in Kozhikode, Kerala and its international operations from the
corporate office located in Dubai, UAE. The operations are further supported by regional
offices in other Indian states and across the other countries where it is present. The jewellery
arm caters to a global audience supported by a team consisting of 14 nationalities that are
proficient in 50+ different languages. Malabar Gold & Diamonds successfully manages
multiple retail formats with presence in high streets, reputed malls, department stores and
travel retail.
MALABAR DEVELOPERS
Malabar Developers is the real estate division of Malabar Group. Associated with globally
reputed architecture consultants and designers, Malabar Developers presents strong product
developments in residential and commercial segments of India.
MALABAR GOLD AND DIAMONDS
Malabar Gold & Diamonds is the flagship company of Malabar Group. It was established in
1993 in Kozhikode, Kerala. Today, it has a strong retail network of over 210 outlets spread
across nine countries, 10 wholesale units in addition to offices, design centers and factories
spread across India, Middle East & Far East. The company currently ranks among the BIG 5
jewellery retailers globally. Malabar Gold & Diamonds is also vertically integrated
comprising of bullion desk, design centers, manufacturing, distribution, retail and after sale
services. This enables the retailer to offer its customers products and services that unique and
offer unmatched value and quality. Malabar Gold & Diamonds manages its operations in
India out of the HQ located in Kozhikode, Kerala and its international operations from the
corporate office located in Dubai, UAE. The operations are further supported by regional
offices in other Indian states and across the other countries where it is present. The jewellery
arm caters to a global audience supported by a team consisting of 14 nationalities that are
proficient in 50+ different languages. Malabar Gold & Diamonds successfully manages
multiple retail formats with presence in high streets, reputed malls, department stores and
travel retail.
MALABAR DEVELOPERS
Malabar Developers is the real estate division of Malabar Group. Associated with globally
reputed architecture consultants and designers, Malabar Developers presents strong product
developments in residential and commercial segments of India.
MALABAR WATCHES
Malabar Developers is the real estate division of Malabar Group. Associated with globally
reputed architecture consultants and designers, Malabar Developers presents strong product
developments in residential and commercial segments of India.
ATNA TECHNOLOGIES
Atna Technologies is a premier enterprise solutions company that offers value-added
solutions to meet the needs of customer. Atna consists of a team, certified by the Microsoft
Corporation who is highly experienced in the fields of Supply Chain Management, Finance,
Retail & Store Management and Customer Relation Management.
MALL OF TRAVANCORE
Mall of Travancore (commonly known as "MOT") is a shopping mall located
in Thiruvananthapuram. Kerala, India. The mall was developed and is operated by Malabar
Developers. With many environment-friendly initiatives, it is the first green Mall in India.
Situated at NH 66, Chakkai Junction, it is located right next to the Trivandrum International
Airport. There are 7 multiplex theaters by Carnival Cinemas. It has a built up area of 700,000
Malabar Developers is the real estate division of Malabar Group. Associated with globally
reputed architecture consultants and designers, Malabar Developers presents strong product
developments in residential and commercial segments of India.
ATNA TECHNOLOGIES
Atna Technologies is a premier enterprise solutions company that offers value-added
solutions to meet the needs of customer. Atna consists of a team, certified by the Microsoft
Corporation who is highly experienced in the fields of Supply Chain Management, Finance,
Retail & Store Management and Customer Relation Management.
MALL OF TRAVANCORE
Mall of Travancore (commonly known as "MOT") is a shopping mall located
in Thiruvananthapuram. Kerala, India. The mall was developed and is operated by Malabar
Developers. With many environment-friendly initiatives, it is the first green Mall in India.
Situated at NH 66, Chakkai Junction, it is located right next to the Trivandrum International
Airport. There are 7 multiplex theaters by Carnival Cinemas. It has a built up area of 700,000
square feet (65,000 m
2
). It is the 2nd largest mall in Kerala. The mall has three floors of retail
space, comprising more than 300 retailers.
EHAM DIGITAL
‘Eham Digital’ is a joint venture of Malabar Group which earned the position of one of the
largest business conglomerates with their flagship company Malabar Gold & Diamonds and
Nikshan Electronics, who has pioneered in the retailing of Electronics and Home appliances.
Malabar Group with a robust team of more than 9000 management team members and 1600
investors has successfully ventured into various business verticals such as Property &
Infrastructure Development and retailing of branded watches.
The Group joined hands with Nikshan electronics that has a proven track record of excellent
service for over 20 years in this business, to mark their presence in consumer durables. Eham
Digital, the comprehensive showroom for Home Appliances, Electronics, Gadgets and other
entertainment equipments showcases the top notch brands at affordable prices and pleasant
after sales services.
MALABAR GROUP CSR INITIATIVES
Corporate Social Responsibility has been the primary commitment of the Group since its
inception and it still continues with a strong corporate social responsibility scheme embedded
in its system, committed to make a difference in human lives by focusing on 5 key areas
comprising of health, education, housing, environment and women empowerment. Over the
years the initiatives has helped to provide lifesaving drugs for over 600,000 patients and over
10,000 homeless benefited from it till date. CSR activities with the aim of creating a
difference to the community in and around their area of operations. The importance of CSR
activities for Malabar Group has grown over the decades and the group sets aside a fixed
2
). It is the 2nd largest mall in Kerala. The mall has three floors of retail
space, comprising more than 300 retailers.
EHAM DIGITAL
‘Eham Digital’ is a joint venture of Malabar Group which earned the position of one of the
largest business conglomerates with their flagship company Malabar Gold & Diamonds and
Nikshan Electronics, who has pioneered in the retailing of Electronics and Home appliances.
Malabar Group with a robust team of more than 9000 management team members and 1600
investors has successfully ventured into various business verticals such as Property &
Infrastructure Development and retailing of branded watches.
The Group joined hands with Nikshan electronics that has a proven track record of excellent
service for over 20 years in this business, to mark their presence in consumer durables. Eham
Digital, the comprehensive showroom for Home Appliances, Electronics, Gadgets and other
entertainment equipments showcases the top notch brands at affordable prices and pleasant
after sales services.
MALABAR GROUP CSR INITIATIVES
Corporate Social Responsibility has been the primary commitment of the Group since its
inception and it still continues with a strong corporate social responsibility scheme embedded
in its system, committed to make a difference in human lives by focusing on 5 key areas
comprising of health, education, housing, environment and women empowerment. Over the
years the initiatives has helped to provide lifesaving drugs for over 600,000 patients and over
10,000 homeless benefited from it till date. CSR activities with the aim of creating a
difference to the community in and around their area of operations. The importance of CSR
activities for Malabar Group has grown over the decades and the group sets aside a fixed
percentage of its net profit for the benefit of the needy in the respective markets it operates in.
• Towards the employees
Workers are, indeed the pillars of the organization. They are the important part of the
organization. It is therefore very necessary to keep them satisfied and give them in due.
According to modern philosophy, labour is a human being and worker next. Malabar Gold
has to ensure job security for their workers and has to pay reasonable salaries for their effort.
It also creates good working conditions like good lighting, ventilation, air conditioning etc to
its employees. The company also provides ESI to their staff. They are provided with
accommodation, insurance coverage and uniforms to the staff. The firm also ensures selection
and recruitment is being done without any discrimination like caste, colour, religion, and
state.
• Towards the customers
The satisfaction of the customers should be the primary concern of every business concern.
Malabar Gold ensures marketing of such goods which are demanded by the customers based
on their taste and preferences. it also ensures adequate supply of good quality products at
reasonable price. After all their punch line is “beauty meets quality”.
• Towards the society
Every organization has responsibility not only towards employees and customers but also
towards the society also. Malabar Gold ensures maximum utilization of nation’s rich
resources. They try to dispose less wastage. Together with this they also create more
employment opportunities. Provide jobs for unemployed youths of rural area. It also
maintains good relation with local area.
• Towards the employees
Workers are, indeed the pillars of the organization. They are the important part of the
organization. It is therefore very necessary to keep them satisfied and give them in due.
According to modern philosophy, labour is a human being and worker next. Malabar Gold
has to ensure job security for their workers and has to pay reasonable salaries for their effort.
It also creates good working conditions like good lighting, ventilation, air conditioning etc to
its employees. The company also provides ESI to their staff. They are provided with
accommodation, insurance coverage and uniforms to the staff. The firm also ensures selection
and recruitment is being done without any discrimination like caste, colour, religion, and
state.
• Towards the customers
The satisfaction of the customers should be the primary concern of every business concern.
Malabar Gold ensures marketing of such goods which are demanded by the customers based
on their taste and preferences. it also ensures adequate supply of good quality products at
reasonable price. After all their punch line is “beauty meets quality”.
• Towards the society
Every organization has responsibility not only towards employees and customers but also
towards the society also. Malabar Gold ensures maximum utilization of nation’s rich
resources. They try to dispose less wastage. Together with this they also create more
employment opportunities. Provide jobs for unemployed youths of rural area. It also
maintains good relation with local area.
MALABAR GROUP STRUCTURE
SWOT ANALYSIS
SWOT analysis of Malabar gold and diamonds are as follows
Strengths
1. Its one largest jewellery retailer in India and GCC
2. Offers a lifelong Warranty in Ornaments
3. 60 stores in India and Middle East.
4. Solid workforce of 4000 people
5. Association with film and sports celebrities enhances its brand equity and reach
Weaknesses
1. Less penetration across India as stores are present primarily in South India
2.Global footprint is less especially UK and US which has high number of NRIs
Opportunities
1. Expansion Plans in near future by increasing the stores in US, UK and South-East Asia
2.Increase presence across India
3. Tie-up with corporate and sponsorship of fashion events
Threats
1. Competition is huge from already established brands in this segment
2. Competition is also in overseas market other players
3. Fluctuating global economy means loss of sale
SWOT analysis of Malabar gold and diamonds are as follows
Strengths
1. Its one largest jewellery retailer in India and GCC
2. Offers a lifelong Warranty in Ornaments
3. 60 stores in India and Middle East.
4. Solid workforce of 4000 people
5. Association with film and sports celebrities enhances its brand equity and reach
Weaknesses
1. Less penetration across India as stores are present primarily in South India
2.Global footprint is less especially UK and US which has high number of NRIs
Opportunities
1. Expansion Plans in near future by increasing the stores in US, UK and South-East Asia
2.Increase presence across India
3. Tie-up with corporate and sponsorship of fashion events
Threats
1. Competition is huge from already established brands in this segment
2. Competition is also in overseas market other players
3. Fluctuating global economy means loss of sale
CHAPTER 3
DATA ANALYSIS
AND
INTERPRETATION
DATA ANALYSIS
AND
INTERPRETATION
3.1 Gender of respondents
Table 3.1: Gender of Respondents
SERIAL
NUMBER
GENDER NUMBER OF
RESPONDENTS
PERCENTAGE
1 Male 57 57
2 Female 43 43
Total 100 100
Source: primary data
Figure 3.1: Gender of Respondents
INTERPRETATION
From the above table and figure it is seen that 57% of the respondents were male and 43%
were female.
57
43
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF
GENDER
Male
Female
Table 3.1: Gender of Respondents
SERIAL
NUMBER
GENDER NUMBER OF
RESPONDENTS
PERCENTAGE
1 Male 57 57
2 Female 43 43
Total 100 100
Source: primary data
Figure 3.1: Gender of Respondents
INTERPRETATION
From the above table and figure it is seen that 57% of the respondents were male and 43%
were female.
57
43
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF
GENDER
Male
Female
3.2 Age of respondents
Table 3.2: Age of respondents
SERIAL
NUMBER
AGE NUMBER OF
RESPONDENTS
PERCENTAGE
1 20 – 25 Year 48 48
2 26 – 35 Year 33 33
3 36 – 50 Year 19 19
4 Above 50 Year 0 0
Total 100 100
Source: primary data
Figure 3.2: Age of respondents
INTERPRETATION
From the above table and Figure it is found that the major portion of respondents, i.e., 48%
belongs to the age group of 20-25 years. 33% belongs to the age group of 26-35 years. 19%
belongs to the age group of 36-50 years.
48
33
19
00
10
20
30
40
50
60
20 –25 26 –35 36 –50 50 above
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF
THEIRB AGES
Table 3.2: Age of respondents
SERIAL
NUMBER
AGE NUMBER OF
RESPONDENTS
PERCENTAGE
1 20 – 25 Year 48 48
2 26 – 35 Year 33 33
3 36 – 50 Year 19 19
4 Above 50 Year 0 0
Total 100 100
Source: primary data
Figure 3.2: Age of respondents
INTERPRETATION
From the above table and Figure it is found that the major portion of respondents, i.e., 48%
belongs to the age group of 20-25 years. 33% belongs to the age group of 26-35 years. 19%
belongs to the age group of 36-50 years.
48
33
19
00
10
20
30
40
50
60
20 –25 26 –35 36 –50 50 above
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF
THEIRB AGES
3.3 Educational qualification
Table 3.3: Educational qualification of respondents
SERIAL
NUMBER
EDUCATIONAL
QUALIFICATION
NUMBER OF
RESPONDENTS
PERCENTAGE
1 SSLC 0 0
2 Plus Two 0 0
3 Diploma 0 0
4 Under Graduation 29 29
5 Post Graduation 67 67
6 Others 4 4
Total 100 100
Source: primary data
Figure 3.3: Educational qualification of respondents
INTERPRETATION
From the above table and figure it is seen that none of the respondents were SSLC, Plus two,
Diploma. The major portion of respondents i.e. 67% belongs to the Post Graduation. 29% and
4% belongs to the Under Graduation and Others respectively.
CLASSIFICATION OF RESPONDENTS BASED ON
THEIR EDUCATIONAL QUALIFICATION
SSLC
Plus Two
Diploma
Under Graduation
Post Graduation
Others
Table 3.3: Educational qualification of respondents
SERIAL
NUMBER
EDUCATIONAL
QUALIFICATION
NUMBER OF
RESPONDENTS
PERCENTAGE
1 SSLC 0 0
2 Plus Two 0 0
3 Diploma 0 0
4 Under Graduation 29 29
5 Post Graduation 67 67
6 Others 4 4
Total 100 100
Source: primary data
Figure 3.3: Educational qualification of respondents
INTERPRETATION
From the above table and figure it is seen that none of the respondents were SSLC, Plus two,
Diploma. The major portion of respondents i.e. 67% belongs to the Post Graduation. 29% and
4% belongs to the Under Graduation and Others respectively.
CLASSIFICATION OF RESPONDENTS BASED ON
THEIR EDUCATIONAL QUALIFICATION
SSLC
Plus Two
Diploma
Under Graduation
Post Graduation
Others
3.4 Job experience
Table3.4: Job experience of respondents
SERIAL NUMBER JOB EXPERIENCE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Below 1 year 33 33
2 1 – 5 Year 57 57
3 5 – 10 Year 10 10
4 Above 10 Year 0 0
Total 100 100
Source: primary data
Figure 3.4: Job experience of respondents
INTERPRETATION
From the above table and figure, it is seen that majority of respondents were belongs to the
group of 1-5 year of job experience. 33% were belongs to the group of below 1 year and only
10% of respondents were belongs to the group of 5-10 years of job experience.
0
10
20
30
40
50
60
Below 1 year 1 –5 Year 5 –10 Year Above 10 Year
33
57
10
0
CLASSIFICATION ON THE BASIS OF JOB EXPERIENCE
Table3.4: Job experience of respondents
SERIAL NUMBER JOB EXPERIENCE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Below 1 year 33 33
2 1 – 5 Year 57 57
3 5 – 10 Year 10 10
4 Above 10 Year 0 0
Total 100 100
Source: primary data
Figure 3.4: Job experience of respondents
INTERPRETATION
From the above table and figure, it is seen that majority of respondents were belongs to the
group of 1-5 year of job experience. 33% were belongs to the group of below 1 year and only
10% of respondents were belongs to the group of 5-10 years of job experience.
0
10
20
30
40
50
60
Below 1 year 1 –5 Year 5 –10 Year Above 10 Year
33
57
10
0
CLASSIFICATION ON THE BASIS OF JOB EXPERIENCE
3.5 Awareness of respondents about their roles and responsibilities
Table 3.5: Awareness of roles and responsibilities
SERIAL
NUMBER
JOB EXPERIENCE NUMBER OF
RESPONDENTS
PERCENTAGE
1 YES 100 100
2 NO 0 0
Total 100 100
Source: primary data
Figure 3.5: Awareness of roles and responsibilities
INTERPRETATION
The above graph shows that 100% of respondents are clear about their roles and
responsibilities.
100
0
0
20
40
60
80
100
120
YES NO
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF
AWARENESS OF THEIR ROLES AND RESPONSIBILITIES
Table 3.5: Awareness of roles and responsibilities
SERIAL
NUMBER
JOB EXPERIENCE NUMBER OF
RESPONDENTS
PERCENTAGE
1 YES 100 100
2 NO 0 0
Total 100 100
Source: primary data
Figure 3.5: Awareness of roles and responsibilities
INTERPRETATION
The above graph shows that 100% of respondents are clear about their roles and
responsibilities.
100
0
0
20
40
60
80
100
120
YES NO
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF
AWARENESS OF THEIR ROLES AND RESPONSIBILITIES
3.6 KRA/KPI Communication
Table 3.6: KRA*/KPI** Communication
SERIAL
NUMBER
YES / NO NUMBER OF
RESPONDENTS
PERCENTAGE
1 YES 90 90
2 NO 10 10
Total 100 100
Source: primary data
Figure 3.6: KRA/KPI Communication
INTERPRETATION
Out of 100 respondents, 90% of respondents stated that their KRA/KPI has communicated to
them and others (10%) stated that their KRA/KPI has not communicated.
*KRA – Key Responsible Area
**KPI – Key Performance Indicators
90
10
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF KRA/KPI
COMMUNICATION
YES
NO
Table 3.6: KRA*/KPI** Communication
SERIAL
NUMBER
YES / NO NUMBER OF
RESPONDENTS
PERCENTAGE
1 YES 90 90
2 NO 10 10
Total 100 100
Source: primary data
Figure 3.6: KRA/KPI Communication
INTERPRETATION
Out of 100 respondents, 90% of respondents stated that their KRA/KPI has communicated to
them and others (10%) stated that their KRA/KPI has not communicated.
*KRA – Key Responsible Area
**KPI – Key Performance Indicators
90
10
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF KRA/KPI
COMMUNICATION
YES
NO
3.7 Practically achievable KRA
Table 3.7: Practically achievable KRA
SERIAL
NUMBER
YES / NO NUMBER OF
RESPONDENTS
PERCENTAGE
1 YES 86 86
2 NO 14 14
Total 100 100
Source: primary data
Figure 3.7: Practically achievable KRA
INTERPRETATION
Here, the majority of respondents i.e. 86% stated that their KRA/KPI are practically
achievable and 14% of respondents stated that their KRA/KPI are not practically achievable.
0
10
20
30
40
50
60
70
80
90
YES NO
86
14
CLASSIFICATION ON THE BASIS OF PRACTICALLY
ACHIEVABLE KRA
Table 3.7: Practically achievable KRA
SERIAL
NUMBER
YES / NO NUMBER OF
RESPONDENTS
PERCENTAGE
1 YES 86 86
2 NO 14 14
Total 100 100
Source: primary data
Figure 3.7: Practically achievable KRA
INTERPRETATION
Here, the majority of respondents i.e. 86% stated that their KRA/KPI are practically
achievable and 14% of respondents stated that their KRA/KPI are not practically achievable.
0
10
20
30
40
50
60
70
80
90
YES NO
86
14
CLASSIFICATION ON THE BASIS OF PRACTICALLY
ACHIEVABLE KRA
3.8 Mapping of KRA to performance appraisal system
Table 3.8: Mapping of KRA to performance appraisal system
SERIAL
NUMBER
YES / NO NUMBER OF
RESPONDENTS
PERCENTAGE
1 YES 86 86
2 NO 14 14
Total 100 100
Source: primary data
Figure 3.8: Mapping of KRA to performance appraisal system
INTERPRETATION
Out of 100 respondents, majority of respondents i.e. 86% stated that their achievable
KPI/KRA is mapped to performance appraisal system.
86
14
CLASSIFICATION ON THE BASIS OF MAPPING KRA TO
PERFORMANCE APPRAISAL SYSTEM
YES
NO
Table 3.8: Mapping of KRA to performance appraisal system
SERIAL
NUMBER
YES / NO NUMBER OF
RESPONDENTS
PERCENTAGE
1 YES 86 86
2 NO 14 14
Total 100 100
Source: primary data
Figure 3.8: Mapping of KRA to performance appraisal system
INTERPRETATION
Out of 100 respondents, majority of respondents i.e. 86% stated that their achievable
KPI/KRA is mapped to performance appraisal system.
86
14
CLASSIFICATION ON THE BASIS OF MAPPING KRA TO
PERFORMANCE APPRAISAL SYSTEM
YES
NO
3.9 Formal appraisal system
Table 3.9: Formal appraisal system
SERIAL
NUMBER
YES / NO NUMBER OF
RESPONDENTS
PERCENTAGE
1 YES 86 86
2 NO 14 14
Total 100 100
Source: primary data
Figure 3.9: Formal appraisal system
INTERPRETATION
The above graph shows that majority of respondents i.e. 86% agrees that their organization
follows a formal appraisal system and 14% of respondents disagree.
0
10
20
30
40
50
60
70
80
90
YES NO
86
14
CLASSIFICATION ON THE BASIS OF FORMAL APPRAISAL
SYSTEM
Table 3.9: Formal appraisal system
SERIAL
NUMBER
YES / NO NUMBER OF
RESPONDENTS
PERCENTAGE
1 YES 86 86
2 NO 14 14
Total 100 100
Source: primary data
Figure 3.9: Formal appraisal system
INTERPRETATION
The above graph shows that majority of respondents i.e. 86% agrees that their organization
follows a formal appraisal system and 14% of respondents disagree.
0
10
20
30
40
50
60
70
80
90
YES NO
86
14
CLASSIFICATION ON THE BASIS OF FORMAL APPRAISAL
SYSTEM
3.10 Awareness about objectives of performance appraisal system
Table 3.10: Awareness about objectives of performance appraisal system
SERIAL
NUMBER
YES / NO NUMBER OF
RESPONDENTS
PERCENTAGE
1 YES 100 100
2 NO 0 0
Total 100 100
Source: primary data
Figure 3.10: Awareness about objectives of performance appraisal system
INTERPRETATION
The above graph reveals that 100% of employees are aware about the objectives of
performance appraisal system.
100
0
YES NO
0
20
40
60
80
100
120
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF
AWARENESS ABOUT OBJECTIVES OF PERFORMANCE
APPRAISAL SYSTEM
Table 3.10: Awareness about objectives of performance appraisal system
SERIAL
NUMBER
YES / NO NUMBER OF
RESPONDENTS
PERCENTAGE
1 YES 100 100
2 NO 0 0
Total 100 100
Source: primary data
Figure 3.10: Awareness about objectives of performance appraisal system
INTERPRETATION
The above graph reveals that 100% of employees are aware about the objectives of
performance appraisal system.
100
0
YES NO
0
20
40
60
80
100
120
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF
AWARENESS ABOUT OBJECTIVES OF PERFORMANCE
APPRAISAL SYSTEM
3.11 Objectives of performance appraisal system
Table 3.11: Objectives of performance appraisal system
SERIAL
NUMBER
RESPONSE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Promotion 19 19
2 Salary increment 33 33
3 Assessing training and
development need
5 5
4 All of the above 43 43
Total 100 100
Source: primary data
Figure 3.11: Objectives of performance appraisal system
INTERPRETATION
Out of 100 respondents, 19% of employees stated that promotion is the objective of
performance appraisal system, 33% stated salary increment, 5% stated training and
development and 43% stated all the above factors are the objectives of performance appraisal
system.
19
33
5
43
0
5
10
15
20
25
30
35
40
45
50
Promotion Salary incrementAssessing training and
development need
All of the above
CLASSIFICATION ON THE BASIS OF OBJECTIVES OF
PERFORMANCE APPRAISAL SYSTEM
Table 3.11: Objectives of performance appraisal system
SERIAL
NUMBER
RESPONSE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Promotion 19 19
2 Salary increment 33 33
3 Assessing training and
development need
5 5
4 All of the above 43 43
Total 100 100
Source: primary data
Figure 3.11: Objectives of performance appraisal system
INTERPRETATION
Out of 100 respondents, 19% of employees stated that promotion is the objective of
performance appraisal system, 33% stated salary increment, 5% stated training and
development and 43% stated all the above factors are the objectives of performance appraisal
system.
19
33
5
43
0
5
10
15
20
25
30
35
40
45
50
Promotion Salary incrementAssessing training and
development need
All of the above
CLASSIFICATION ON THE BASIS OF OBJECTIVES OF
PERFORMANCE APPRAISAL SYSTEM
3.12 Existing Performance appraisal method
Table 3.12: Existing Performance appraisal method
SERIAL
NUMBER
DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 360’ appraisal 0 0
2 MBO 0 0
3 BARS 0 0
4 Ranking method 100 100
5 Assessment centers 0 0
Total 100 100
Source: primary data
Figure 3.12: Existing Performance appraisal method
INTERPRETATION
From the above table and figure, every respondents state that currently ranking method is
used by the company as performance appraisal method.
0
10
20
30
40
50
60
70
80
90
100
360’ appraisalMBO BARS Ranking
method
Assessment
centers
0 0 0
100
0
CLASSIFICATION ON THE BASIS OF EXISTING
PERFORMANCE APPRAISAL OF THE COMPANY
Table 3.12: Existing Performance appraisal method
SERIAL
NUMBER
DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 360’ appraisal 0 0
2 MBO 0 0
3 BARS 0 0
4 Ranking method 100 100
5 Assessment centers 0 0
Total 100 100
Source: primary data
Figure 3.12: Existing Performance appraisal method
INTERPRETATION
From the above table and figure, every respondents state that currently ranking method is
used by the company as performance appraisal method.
0
10
20
30
40
50
60
70
80
90
100
360’ appraisalMBO BARS Ranking
method
Assessment
centers
0 0 0
100
0
CLASSIFICATION ON THE BASIS OF EXISTING
PERFORMANCE APPRAISAL OF THE COMPANY
3.13 Rating of existing performance appraisal system
Table 3.13: Rating of existing performance appraisal system
SERIAL
NUMBER
RESPONSE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Highly efficient 31 31
2 efficient 43 43
3 Moderate 20 20
4 inefficient 6 6
5 Highly inefficient 0 0
Total 100 100
Source: primary data
Figure 3.13: Rating of existing performance appraisal system
INTERPRETATION
Out of 100 respondents, majority of respondents i.e. 43% rated the existing performance
appraisal as efficient, 31% rated highly efficient, 20% rated as moderate, 6% rated as
inefficient and.
0
5
10
15
20
25
30
35
40
45
Highly efficientefficientModerate inefficient Highly
inefficient
31
43
20
6
0
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF
RATING OF EXISTING PERFORMANCE APPRAISAL
SYSTEM
Table 3.13: Rating of existing performance appraisal system
SERIAL
NUMBER
RESPONSE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Highly efficient 31 31
2 efficient 43 43
3 Moderate 20 20
4 inefficient 6 6
5 Highly inefficient 0 0
Total 100 100
Source: primary data
Figure 3.13: Rating of existing performance appraisal system
INTERPRETATION
Out of 100 respondents, majority of respondents i.e. 43% rated the existing performance
appraisal as efficient, 31% rated highly efficient, 20% rated as moderate, 6% rated as
inefficient and.
0
5
10
15
20
25
30
35
40
45
Highly efficientefficientModerate inefficient Highly
inefficient
31
43
20
6
0
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF
RATING OF EXISTING PERFORMANCE APPRAISAL
SYSTEM
3.14 Time duration
Table 3.14: Time duration of performance appraisal taking place in the organization
SERIAL
NUMBER
RESPONSE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Monthly 24 24
2 Quarterly 28 28
3 Half yearly 0 0
4 Yearly 48 48
Total 100 100
Source: primary data
Figure 3.14: Time duration of performance appraisal taking place in the organization
INTERPRETATION
The above graph shows that 48% of respondents stated that performance appraisal exercises
are done yearly, 28% stated quarterly and 24% of respondents stated monthly.
CLASSIFICATION ON THE BASIS OF TIME DURATION OF
PERFORMANCE APPRAISAL
Monthly
Quarterly
Half yearly
Yearly
Table 3.14: Time duration of performance appraisal taking place in the organization
SERIAL
NUMBER
RESPONSE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Monthly 24 24
2 Quarterly 28 28
3 Half yearly 0 0
4 Yearly 48 48
Total 100 100
Source: primary data
Figure 3.14: Time duration of performance appraisal taking place in the organization
INTERPRETATION
The above graph shows that 48% of respondents stated that performance appraisal exercises
are done yearly, 28% stated quarterly and 24% of respondents stated monthly.
CLASSIFICATION ON THE BASIS OF TIME DURATION OF
PERFORMANCE APPRAISAL
Monthly
Quarterly
Half yearly
Yearly
3.15 By whom performance assessment done
Table 3.15: By whom performance assessment done
SERIAL
NUMBER
RESPONSE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Superior 81 81
2 Peers 0 0
3 Subordinates 0 0
4 committees 19 19
5 All of the above 0 0
Total 100 100
Source: primary data
Figure 3.15: By whom performance assessment done
INTERPRETATION
Majority of respondents i.e. 81% stated that performance assessment is done by their
superior, while 19% stated that it is done by performance appraisal committee.
0
20
40
60
80
100
Superior Peers Subordinatescommittees All of the
above
81
0 0
19
0
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF BY
WHOM THE PERFORMANCE ASSESSMENT DONE
Table 3.15: By whom performance assessment done
SERIAL
NUMBER
RESPONSE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Superior 81 81
2 Peers 0 0
3 Subordinates 0 0
4 committees 19 19
5 All of the above 0 0
Total 100 100
Source: primary data
Figure 3.15: By whom performance assessment done
INTERPRETATION
Majority of respondents i.e. 81% stated that performance assessment is done by their
superior, while 19% stated that it is done by performance appraisal committee.
0
20
40
60
80
100
Superior Peers Subordinatescommittees All of the
above
81
0 0
19
0
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF BY
WHOM THE PERFORMANCE ASSESSMENT DONE
3.16 Factors influencing performance appraisal
Table 3.16: Factors influencing performance appraisal
SERIAL
NUMBER
RESPONSE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Personal ability 28 28
2 Professional ability 19 19
3 Technical ability 4 4
4 Administrative ability 4 4
5 All of the above 45 45
Total 100 100
Source: primary data
Figure 3.16: Factors influencing performance appraisal
INTERPRETATION
Out of 100 respondents, 28% of employees stated that personal ability is the factor that
influences the performance appraisal system, 19% stated professional ability, 4% stated
technical ability and administrative ability and 45% stated all the above factors influence the
performance appraisal system.
28
19
44
45
CLASSIFICATION ON THE BASIS OF FACTORS
INFLUENCING PERFORMANCE APPRAISAL
Personal ability
Professional ability
Technical ability
Administrative ability
All of the above
Table 3.16: Factors influencing performance appraisal
SERIAL
NUMBER
RESPONSE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Personal ability 28 28
2 Professional ability 19 19
3 Technical ability 4 4
4 Administrative ability 4 4
5 All of the above 45 45
Total 100 100
Source: primary data
Figure 3.16: Factors influencing performance appraisal
INTERPRETATION
Out of 100 respondents, 28% of employees stated that personal ability is the factor that
influences the performance appraisal system, 19% stated professional ability, 4% stated
technical ability and administrative ability and 45% stated all the above factors influence the
performance appraisal system.
28
19
44
45
CLASSIFICATION ON THE BASIS OF FACTORS
INFLUENCING PERFORMANCE APPRAISAL
Personal ability
Professional ability
Technical ability
Administrative ability
All of the above
3.17 Providing motivation
Table 3.17: Providing motivation
SERIAL
NUMBER
DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly agree 33 33
2 Agree 43 43
3 Neutral 24 24
4 Disagree 0 0
5 Strongly disagree 0 0
Total 100 100
Source: primary data
Figure 3.17: Providing motivation
INTERPRETATION
The above graph shows, majority of respondents i.e. 43% agree that the current performance
appraisal system helps in providing motivation, 33% of respondents strongly agree and 24%
are neutral.
0
10
20
30
40
50
Strongly agreeAgree Neutral Disagree Strongly
disagree
33 43 24
0 0
CLASSIFICATION ON THE BASIS OF MOTIVATION
Table 3.17: Providing motivation
SERIAL
NUMBER
DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly agree 33 33
2 Agree 43 43
3 Neutral 24 24
4 Disagree 0 0
5 Strongly disagree 0 0
Total 100 100
Source: primary data
Figure 3.17: Providing motivation
INTERPRETATION
The above graph shows, majority of respondents i.e. 43% agree that the current performance
appraisal system helps in providing motivation, 33% of respondents strongly agree and 24%
are neutral.
0
10
20
30
40
50
Strongly agreeAgree Neutral Disagree Strongly
disagree
33 43 24
0 0
CLASSIFICATION ON THE BASIS OF MOTIVATION
3.18 Identification of strength and weaknesses
Table 3.18: Identification of strength and weaknesses
SERIAL
NUMBER
DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly agree 29 29
2 Agree 57 57
3 Neutral 5 5
4 Disagree 9 9
5 Strongly disagree 0 0
Total 100 100
Source: primary data
Figure 3.18: Identification of strength and weaknesses
INTERPRETATION
Out of 100 respondents, 29% strongly agree that performance appraisal system help in
identifying their strength and weaknesses, 57% agree while 5% are neutral, 9% disagree.
29
57
5
9
0
0
10
20
30
40
50
60
Strongly agree Agree Neutral DisagreeStrongly disagree
CLASSIFICATION ON THE BASIS OF STRENGTH AND
WEAKNESSES
Table 3.18: Identification of strength and weaknesses
SERIAL
NUMBER
DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly agree 29 29
2 Agree 57 57
3 Neutral 5 5
4 Disagree 9 9
5 Strongly disagree 0 0
Total 100 100
Source: primary data
Figure 3.18: Identification of strength and weaknesses
INTERPRETATION
Out of 100 respondents, 29% strongly agree that performance appraisal system help in
identifying their strength and weaknesses, 57% agree while 5% are neutral, 9% disagree.
29
57
5
9
0
0
10
20
30
40
50
60
Strongly agree Agree Neutral DisagreeStrongly disagree
CLASSIFICATION ON THE BASIS OF STRENGTH AND
WEAKNESSES
3.19 Identification of performance deviations
Table 3.19: Identification of performance deviations
SERIAL
NUMBER
DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly agree 19 19
2 Agree 62 62
3 Neutral 15 15
4 Disagree 4 4
5 Strongly disagree 0 0
Total 100 100
Source: primary data
Figure 3.19: Identification of performance deviations
INTERPRETATION
The above graph shows that 19% of employees strongly agree that performance appraisal
system help in identifying performance deviations, 62% of respondents agree, 15% are
neutral and 4% of respondents disagree.
19
62
15
0
CLASSIFICATION ON THE BASIS OF PERFORMANCE
DEVIATIONS
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Table 3.19: Identification of performance deviations
SERIAL
NUMBER
DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly agree 19 19
2 Agree 62 62
3 Neutral 15 15
4 Disagree 4 4
5 Strongly disagree 0 0
Total 100 100
Source: primary data
Figure 3.19: Identification of performance deviations
INTERPRETATION
The above graph shows that 19% of employees strongly agree that performance appraisal
system help in identifying performance deviations, 62% of respondents agree, 15% are
neutral and 4% of respondents disagree.
19
62
15
0
CLASSIFICATION ON THE BASIS OF PERFORMANCE
DEVIATIONS
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
3.20 Basics of quantum of Salary and incentives
Table 3.20: Basics of quantum of salary & incentives
SERIAL
NUMBER
DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly agree 28 28
2 Agree 53 53
3 Neutral 14 14
4 Disagree 5 5
5 Strongly disagree 0 0
Total 100 100
Source: primary data
Figure 3.20: Basics of quantum of salary & incentives
INTERPRETATION
Out of 100 respondents, 28% of employees strongly agree that the quantum of incentives are
based on performance appraisal rating, 53% of respondents agree, 14% are neutral, 5%
disagree.
28
53
14
5
CLASSIFICATION ON THE BASIS OF QUANTUM OF SALAY &
INCENTIVES
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Table 3.20: Basics of quantum of salary & incentives
SERIAL
NUMBER
DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly agree 28 28
2 Agree 53 53
3 Neutral 14 14
4 Disagree 5 5
5 Strongly disagree 0 0
Total 100 100
Source: primary data
Figure 3.20: Basics of quantum of salary & incentives
INTERPRETATION
Out of 100 respondents, 28% of employees strongly agree that the quantum of incentives are
based on performance appraisal rating, 53% of respondents agree, 14% are neutral, 5%
disagree.
28
53
14
5
CLASSIFICATION ON THE BASIS OF QUANTUM OF SALAY &
INCENTIVES
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
3.21 Providing job satisfaction
Table 3.21: Providing job satisfaction
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly agree 24 24
2 Agree 60 60
3 Neutral 16 16
4 Disagree 0 0
5 Strongly disagree 0 0
Total 100 100
Source: primary data
Figure 3.21: Providing job satisfaction
INTERPRETATION
Here, we can conclude that 24% of respondents were strongly agreed that the existing
performance appraisal system help in providing job satisfaction. 60% were also agreeing for
that. None of them disagree with that. 16% are neutral.
0
10
20
30
40
50
60
Strongly AgreeAgree Neutral Disagree Strongly
Disagree
24
60
16
0 0
CLASSIFICATION ON THE BASIS OF JOB SATISFACTION
Table 3.21: Providing job satisfaction
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly agree 24 24
2 Agree 60 60
3 Neutral 16 16
4 Disagree 0 0
5 Strongly disagree 0 0
Total 100 100
Source: primary data
Figure 3.21: Providing job satisfaction
INTERPRETATION
Here, we can conclude that 24% of respondents were strongly agreed that the existing
performance appraisal system help in providing job satisfaction. 60% were also agreeing for
that. None of them disagree with that. 16% are neutral.
0
10
20
30
40
50
60
Strongly AgreeAgree Neutral Disagree Strongly
Disagree
24
60
16
0 0
CLASSIFICATION ON THE BASIS OF JOB SATISFACTION
3.22 Identification of training need
Table 3.22: Identification of training need
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly Agree 43 43
2 Agree 48 48
3 Neutral 9 9
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 100 100
Source: primary data
Figure 3.22: Identification of training need
INTERPRETATION
The above graph shows, majority of respondents i.e. 48% agree that the current performance
appraisal system helps in identify the training need, 43% of respondents strongly agree and
9% neutral.
43
48
9
CLASSIFICATION ON THE BASIS OF TRAINING NEED
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Table 3.22: Identification of training need
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly Agree 43 43
2 Agree 48 48
3 Neutral 9 9
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 100 100
Source: primary data
Figure 3.22: Identification of training need
INTERPRETATION
The above graph shows, majority of respondents i.e. 48% agree that the current performance
appraisal system helps in identify the training need, 43% of respondents strongly agree and
9% neutral.
43
48
9
CLASSIFICATION ON THE BASIS OF TRAINING NEED
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
3.23 Addressing the grievance
Table 3.23: Addressing the grievances on the performance appraisal system among the
employees during the appraisal meeting
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly Agree 10 10
2 Agree 62 62
3 Neutral 24 24
4 Disagree 4 4
5 Strongly Disagree 0 0
Total 100 100
Source: primary data
Figure 3.23: Addressing the grievances on the performance appraisal system among the
employees during the appraisal meeting
INTERPRETATION
Out of 100 respondents, 10% strongly agree that grievance on performance appraisal system
can be addressable during the appraisal meeting, 62% agree while 24% were neutral and 4%
were disagree.
10
62
24
4
0
CLASSIFICATION ON THE BASIS OFADDRESSING THE
GRIEVANCE
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Table 3.23: Addressing the grievances on the performance appraisal system among the
employees during the appraisal meeting
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly Agree 10 10
2 Agree 62 62
3 Neutral 24 24
4 Disagree 4 4
5 Strongly Disagree 0 0
Total 100 100
Source: primary data
Figure 3.23: Addressing the grievances on the performance appraisal system among the
employees during the appraisal meeting
INTERPRETATION
Out of 100 respondents, 10% strongly agree that grievance on performance appraisal system
can be addressable during the appraisal meeting, 62% agree while 24% were neutral and 4%
were disagree.
10
62
24
4
0
CLASSIFICATION ON THE BASIS OFADDRESSING THE
GRIEVANCE
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
3.24 Identification of potential traits
Table 3.24: Identification of potential traits
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly Agree 33 33
2 Agree 48 48
3 Neutral 19 19
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 100 100
Source: primary data
Figure 3.24: Identification of potential traits
INTERPRETATION
From the above table and figure, it is seen that majority of respondents i.e. 48% agree that the
current performance appraisal system will contribute to the identification of potential traits,
33% of respondents strongly agree and 19% are neutral.
0
10
20
30
40
50
Strongly Agree
Agree
Neutral
Disagree
Strongly
Disagree
33
48
19
0
0
CLASSIFICATION ON THE BASIS OF POTETIAL TRAITS
Table 3.24: Identification of potential traits
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly Agree 33 33
2 Agree 48 48
3 Neutral 19 19
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 100 100
Source: primary data
Figure 3.24: Identification of potential traits
INTERPRETATION
From the above table and figure, it is seen that majority of respondents i.e. 48% agree that the
current performance appraisal system will contribute to the identification of potential traits,
33% of respondents strongly agree and 19% are neutral.
0
10
20
30
40
50
Strongly Agree
Agree
Neutral
Disagree
Strongly
Disagree
33
48
19
0
0
CLASSIFICATION ON THE BASIS OF POTETIAL TRAITS
3.25 Feedback on performance
Table 3.25: Feedback on performance
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Always 30 30
2 Occasionally 38 38
3 Rarely 23 23
4 None 9 9
Total 100 100
Source: primary data
Figure 3.25: Feedback on performance
INTERPRETATION
The above graph shows that, 30% of respondents state that they receiving proper feedback on
performance from superiors, 9% of respondents state they didn’t get proper feedback on
performance. 38% and 23% state that they get feedback occasionally and rarely respectively.
30
38
23
9
0
5
10
15
20
25
30
35
40
YES Occasionally Rarely NO
CLASSIFICATION ON THE BASIS OF FEEDBACK ON
PERFORMANCE
Table 3.25: Feedback on performance
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Always 30 30
2 Occasionally 38 38
3 Rarely 23 23
4 None 9 9
Total 100 100
Source: primary data
Figure 3.25: Feedback on performance
INTERPRETATION
The above graph shows that, 30% of respondents state that they receiving proper feedback on
performance from superiors, 9% of respondents state they didn’t get proper feedback on
performance. 38% and 23% state that they get feedback occasionally and rarely respectively.
30
38
23
9
0
5
10
15
20
25
30
35
40
YES Occasionally Rarely NO
CLASSIFICATION ON THE BASIS OF FEEDBACK ON
PERFORMANCE
3.26 Basic of promotion
Table 3.26: Basic of promotion
SERIAL
NUMBER
DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly Agree 25 25
2 Agree 45 45
3 Neutral 27 27
4 Disagree 3 3
5 Strongly Disagree 0 0
Total 100 100
Source: primary data
Figure 3.26: Basic of promotion
INTERPRETATION
Out of 100 respondents, 25% strongly agree that Promotion is purely based on performance
appraisal system, 45% agree that while 27% were neutral. and 3% were disagree.
0
5
10
15
20
25
30
35
40
45
Strongly AgreeAgree Neutral Disagree Strongly
Disagree
25
45
27
3
0
CLASSIFICATION ON THE BASIS OF BASIC OF PROMOTION
Table 3.26: Basic of promotion
SERIAL
NUMBER
DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly Agree 25 25
2 Agree 45 45
3 Neutral 27 27
4 Disagree 3 3
5 Strongly Disagree 0 0
Total 100 100
Source: primary data
Figure 3.26: Basic of promotion
INTERPRETATION
Out of 100 respondents, 25% strongly agree that Promotion is purely based on performance
appraisal system, 45% agree that while 27% were neutral. and 3% were disagree.
0
5
10
15
20
25
30
35
40
45
Strongly AgreeAgree Neutral Disagree Strongly
Disagree
25
45
27
3
0
CLASSIFICATION ON THE BASIS OF BASIC OF PROMOTION
3.27 Basic of transfer, demotion, suspension and dismissal
Table 3.27: Basic of transfer, demotion, suspension and dismissal
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly Agree 9 9
2 Agree 60 60
3 Neutral 31 31
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 100 100
Source: primary data
Figure 3.27: Basic of transfer, demotion, suspension and dismissal
INTERPRETATION
The above table and figure it is seen that majority of respondents i.e. 60% agree that transfer,
demotion, suspension and dismissal is based on performance appraisal system, 9% of
respondents strongly agree and 31% neutral.
CLASSIFICATION ON THE BASIS OF BASIC OF TRANSFER,
DEMOTION, SUSPENSION AND DISMISSAL
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Table 3.27: Basic of transfer, demotion, suspension and dismissal
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Strongly Agree 9 9
2 Agree 60 60
3 Neutral 31 31
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 100 100
Source: primary data
Figure 3.27: Basic of transfer, demotion, suspension and dismissal
INTERPRETATION
The above table and figure it is seen that majority of respondents i.e. 60% agree that transfer,
demotion, suspension and dismissal is based on performance appraisal system, 9% of
respondents strongly agree and 31% neutral.
CLASSIFICATION ON THE BASIS OF BASIC OF TRANSFER,
DEMOTION, SUSPENSION AND DISMISSAL
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
3.28 Resolution mechanism
Table 3.28: Resolution mechanism
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Highly Satisfied 28 28
2 Satisfied 38 38
3 Neutral 30 30
4 Dissatisfied 4 4
5 Highly Dissatisfied 0 0
Total 100 100
Source: primary data
Figure 3.28: Resolution mechanism
INTERPRETATION
From the above table and figure, it is seen that majority of respondents i.e. 38% Satisfied
with the resolution mechanism available in the company, 28% of respondents Highly
Satisfied and 30% are neutral and 4% are dissatisfied.
28
38
30
40
CLASSIFICATION ON THE BASIS OF RESOLUTION
MECHANISM
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Table 3.28: Resolution mechanism
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Highly Satisfied 28 28
2 Satisfied 38 38
3 Neutral 30 30
4 Dissatisfied 4 4
5 Highly Dissatisfied 0 0
Total 100 100
Source: primary data
Figure 3.28: Resolution mechanism
INTERPRETATION
From the above table and figure, it is seen that majority of respondents i.e. 38% Satisfied
with the resolution mechanism available in the company, 28% of respondents Highly
Satisfied and 30% are neutral and 4% are dissatisfied.
28
38
30
40
CLASSIFICATION ON THE BASIS OF RESOLUTION
MECHANISM
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
3.29 Remedial measures
Table 3.29: Remedial measures
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Job rotation 29 29
2 Training 58 58
3 Counseling 4 4
4 Removal 0 0
5 Others 9 9
Total 100 100
Source: primary data
Figure 3.29: Remedial measures
INTERPRETATION
Out of 100 respondents, 29% of employees stated that Job rotation is the remedial action
while the performance appraisal rating is below the standard rating, 58% stated Training as
remedial action, 4% stated Counseling and 9% stated other actions will be taken as remedial
measure.
29
58
4
0
9
0
10
20
30
40
50
60
70
Job rotation Training Counseling Removal Others
CLASSIFICATION ON THE BASIS OF REMEDIAL MEASURES
Table 3.29: Remedial measures
SERIAL NUMBER DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 Job rotation 29 29
2 Training 58 58
3 Counseling 4 4
4 Removal 0 0
5 Others 9 9
Total 100 100
Source: primary data
Figure 3.29: Remedial measures
INTERPRETATION
Out of 100 respondents, 29% of employees stated that Job rotation is the remedial action
while the performance appraisal rating is below the standard rating, 58% stated Training as
remedial action, 4% stated Counseling and 9% stated other actions will be taken as remedial
measure.
29
58
4
0
9
0
10
20
30
40
50
60
70
Job rotation Training Counseling Removal Others
CLASSIFICATION ON THE BASIS OF REMEDIAL MEASURES
3.30 Another appropriate method
Table 3.30: Another appropriate method
SERIAL
NUMBER
DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 360
0
appraisal 48 48
2 MBO 24 24
3 BARS 19 19
4 Assessment centers 4 4
5 Ranking method 5 5
Total 100 100
Source: primary data
Figure 3.30: Another appropriate method
INTERPRETATION
From the above table and figure, it is seen that majority of respondents i.e. 48% suggested
360 degree appraisal as another appropriate method, 24% of respondents suggested MBO and
19% suggested BARS. 4% & 5% of respondents suggested assessment centers and ranking
method respectively.
0
5
10
15
20
25
30
35
40
45
50
360’
appraisal
MBO BARS Assessment
centers
Ranking
method
48
24
19
4 5
SUGGESTION OF ANOTHER APPROPRIATE
METHOD
Table 3.30: Another appropriate method
SERIAL
NUMBER
DEGREE NUMBER OF
RESPONDENTS
PERCENTAGE
1 360
0
appraisal 48 48
2 MBO 24 24
3 BARS 19 19
4 Assessment centers 4 4
5 Ranking method 5 5
Total 100 100
Source: primary data
Figure 3.30: Another appropriate method
INTERPRETATION
From the above table and figure, it is seen that majority of respondents i.e. 48% suggested
360 degree appraisal as another appropriate method, 24% of respondents suggested MBO and
19% suggested BARS. 4% & 5% of respondents suggested assessment centers and ranking
method respectively.
0
5
10
15
20
25
30
35
40
45
50
360’
appraisal
MBO BARS Assessment
centers
Ranking
method
48
24
19
4 5
SUGGESTION OF ANOTHER APPROPRIATE
METHOD
3.31 Correlation between performance appraisal and employee benefit
3.31.1 Correlation between performance appraisal and quantum of salary
& incentives
Table 3.31.1: Correlation between performance appraisal and quantum of salary & incentives
Quantum of incentives
Performance appraisal
system
Pearson correlation 0.587
significance 0.000
N 100
INTERPRETATION
A Positive correlation of 0.587 exists between the two variables. Most importantly the value
of statistical significance is 0.000. That means this correlation is statistically significant.
3.31.2 Correlation between performance appraisal and promotion
Table 3.31.2: Correlation between performance appraisal and promotion
Promotion
Performance appraisal
system
Pearson correlation 0.622
significance 0.000
N 100
INTERPRETATION
From the above table it is seen that there is a Positive correlation of 0.622 between the
performance appraisal and promotion. The correlation is statistically significant because the
value of statistical significance is 0.000.
3.31.1 Correlation between performance appraisal and quantum of salary
& incentives
Table 3.31.1: Correlation between performance appraisal and quantum of salary & incentives
Quantum of incentives
Performance appraisal
system
Pearson correlation 0.587
significance 0.000
N 100
INTERPRETATION
A Positive correlation of 0.587 exists between the two variables. Most importantly the value
of statistical significance is 0.000. That means this correlation is statistically significant.
3.31.2 Correlation between performance appraisal and promotion
Table 3.31.2: Correlation between performance appraisal and promotion
Promotion
Performance appraisal
system
Pearson correlation 0.622
significance 0.000
N 100
INTERPRETATION
From the above table it is seen that there is a Positive correlation of 0.622 between the
performance appraisal and promotion. The correlation is statistically significant because the
value of statistical significance is 0.000.
3.32 Influence of Gender of employee on performance appraisal
Table 3.32: ANOVA between Gender and performance appraisal
Rating
Sum of
Squares DF
Mean
Square F Sig.
Between Groups .422 3 .141 .560 .643
Within Groups 24.088 96 .251
Total 24.510 99
INTERPRETATION
From the above table we can see the significance level is 0.643 which is higher than 0.05.
That itself makes further analysis statistically insignificant. So we can conclude that the
Gender of the employees does not influence the performance appraisal in the organization.
3.33 Influence of Age of the employee on performance appraisal
Table 3.33: ANOVA between Age and performance appraisal
Rating
Sum of Squares DF Mean Square F Sig.
Between Groups 1.784 3 .595 1.005 .394
Within Groups 56.806 96 .592
Total 58.590 99
INTERPRETATION
From the above table we can see the significance level is 0.394 which is much higher than
0.05. That itself makes further analysis statistically insignificant. So we can conclude that the
age of the employees does not influence the performance appraisal in the organization.
Table 3.32: ANOVA between Gender and performance appraisal
Rating
Sum of
Squares DF
Mean
Square F Sig.
Between Groups .422 3 .141 .560 .643
Within Groups 24.088 96 .251
Total 24.510 99
INTERPRETATION
From the above table we can see the significance level is 0.643 which is higher than 0.05.
That itself makes further analysis statistically insignificant. So we can conclude that the
Gender of the employees does not influence the performance appraisal in the organization.
3.33 Influence of Age of the employee on performance appraisal
Table 3.33: ANOVA between Age and performance appraisal
Rating
Sum of Squares DF Mean Square F Sig.
Between Groups 1.784 3 .595 1.005 .394
Within Groups 56.806 96 .592
Total 58.590 99
INTERPRETATION
From the above table we can see the significance level is 0.394 which is much higher than
0.05. That itself makes further analysis statistically insignificant. So we can conclude that the
age of the employees does not influence the performance appraisal in the organization.
3.34 Influence of Educational qualification of employee on performance
appraisal
Table 3.34: ANOVA between Educational qualification and performance appraisal
Rating
Sum of Squares DF Mean Square F Sig.
Between Groups .308 3 .103 .373 .773
Within Groups 26.442 96 .275
Total 26.750 99
INTERPRETATION
From the above table we can see the significance level is 0.773 which is much higher than
0.05. That itself makes further analysis statistically insignificant. So we can conclude that the
educational qualification of the employees does not influence the performance appraisal in
the organization.
3.35 Influence of Experience of employee on performance appraisal
Table 3.35: ANOVA between Experience and performance appraisal
Rating
Sum of Squares DF Mean Square F Sig.
Between Groups .265 3 .088 .227 .878
Within Groups 37.445 96 .390
Total 37.710 99
INTERPRETATION
From the above table we can see the significance level is 0.878 which is much higher than
0.05. That itself makes further analysis statistically insignificant. So we can conclude that the
Experience of the employees does not influence the performance appraisal in the
organization.
appraisal
Table 3.34: ANOVA between Educational qualification and performance appraisal
Rating
Sum of Squares DF Mean Square F Sig.
Between Groups .308 3 .103 .373 .773
Within Groups 26.442 96 .275
Total 26.750 99
INTERPRETATION
From the above table we can see the significance level is 0.773 which is much higher than
0.05. That itself makes further analysis statistically insignificant. So we can conclude that the
educational qualification of the employees does not influence the performance appraisal in
the organization.
3.35 Influence of Experience of employee on performance appraisal
Table 3.35: ANOVA between Experience and performance appraisal
Rating
Sum of Squares DF Mean Square F Sig.
Between Groups .265 3 .088 .227 .878
Within Groups 37.445 96 .390
Total 37.710 99
INTERPRETATION
From the above table we can see the significance level is 0.878 which is much higher than
0.05. That itself makes further analysis statistically insignificant. So we can conclude that the
Experience of the employees does not influence the performance appraisal in the
organization.
CHAPTERIV
FINDINGS, SUGGESTIONS AND CONCLUSION
FINDINGS, SUGGESTIONS AND CONCLUSION
4.1 FINDINGS
➢ As per the survey, 57% of the respondents are male and 43% are female
➢ Majority of respondents belongs to the age group of 20-25 years(48%).
➢ The major portion of Educational qualification of respondents belongs to the Post
Graduation (67%).
➢ When we have come to job experience part, we found that most of the respondents are
belongs to the group of 1-5 years.
➢ 100% of respondents are clear about their roles and responsibilities.
➢ 90% of respondents stated that their KRA/KPI has communicated to them.
➢ 86% of employees stated that their KRA/KPI is practically achievable.
➢ Majority of respondents stated that their achievable KPI/KRA is mapped to
performance appraisal system (86%).
➢ 14% of respondents disagree that their organization follows a formal appraisal system.
➢ As per the survey, 100% of employees are aware about the objectives of performance
appraisal system.
➢ 33% of employees stated that salary increment is the objective of performance
appraisal system, 19% stated promotion, 5% stated training and development and
43% stated all the above factors are the objectives of performance appraisal system.
➢ 100% of employees stated that ranking method is the existing performance appraisal
method used in the company.
➢ Majority of respondents (43%) rated the existing performance appraisal as efficient.
➢ The study found that, performance appraisal exercises are done yearly within the
organization.
➢ Most of the respondents stated that performance assessment is done by their superior.
➢ 28% of employees stated that personal ability is the factor that influences the
performance appraisal system, 19% stated professional ability, 4% stated technical
ability and administrative ability and 45% stated all the above factors influence the
performance appraisal system.
➢ 76% of respondents positively respond towards providing motivation through current
performance appraisal system and 24% are neutral.
➢ As per the survey, 57% of the respondents are male and 43% are female
➢ Majority of respondents belongs to the age group of 20-25 years(48%).
➢ The major portion of Educational qualification of respondents belongs to the Post
Graduation (67%).
➢ When we have come to job experience part, we found that most of the respondents are
belongs to the group of 1-5 years.
➢ 100% of respondents are clear about their roles and responsibilities.
➢ 90% of respondents stated that their KRA/KPI has communicated to them.
➢ 86% of employees stated that their KRA/KPI is practically achievable.
➢ Majority of respondents stated that their achievable KPI/KRA is mapped to
performance appraisal system (86%).
➢ 14% of respondents disagree that their organization follows a formal appraisal system.
➢ As per the survey, 100% of employees are aware about the objectives of performance
appraisal system.
➢ 33% of employees stated that salary increment is the objective of performance
appraisal system, 19% stated promotion, 5% stated training and development and
43% stated all the above factors are the objectives of performance appraisal system.
➢ 100% of employees stated that ranking method is the existing performance appraisal
method used in the company.
➢ Majority of respondents (43%) rated the existing performance appraisal as efficient.
➢ The study found that, performance appraisal exercises are done yearly within the
organization.
➢ Most of the respondents stated that performance assessment is done by their superior.
➢ 28% of employees stated that personal ability is the factor that influences the
performance appraisal system, 19% stated professional ability, 4% stated technical
ability and administrative ability and 45% stated all the above factors influence the
performance appraisal system.
➢ 76% of respondents positively respond towards providing motivation through current
performance appraisal system and 24% are neutral.
➢ In this study, it is found that 57% of employees agree that performance appraisal
system help in identifying their strength and weaknesses.
➢ As per the research, 62% of employees agree that performance appraisal system help
in identifying performance deviations.
➢ 53% of employees agree that the quantum of salary and incentives are based on
performance appraisal rating.
➢ None of the respondents disagree with that existing performance appraisal system
helps in providing job satisfaction.
➢ Majority of respondents i.e. 48% agree that the current performance appraisal system
helps in identify the training need.
➢ 24% of employees are neutrally responds that grievance on performance appraisal
system can be addressable during the appraisal meeting.
➢ The study found that the majority of respondents (48%) agree that the current
performance appraisal system will contribute to the identification of potential traits.
➢ Majority of respondents (38%) state that they receiving feedback on performance
occasionally, 30% of respondents’ state that they get proper feedback, 23% state that
they get feedback rarely, and 9% of respondents state they didn’t get proper feedback.
➢ 27%of employees are neutrally responds thatthe promotion is purely based on the
performance rating.
➢ Transfer, demotion, suspension and dismissal etc are also purely based on
performance appraisal system. 60% agrees that, 9% strongly agree and 31% neutral.
➢ 66% of the employees are positively respond towards satisfaction of resolution
mechanism available in the company, 30% are neutral and 4% are dissatisfied.
➢ Most of the respondents i.e. 58% stated that the organization providing training as
remedial action while the performance appraisal rating is below the standard rating.
➢ As per the study, 360
0
appraisal is another appropriate method for the performance
appraisal. Majority of respondents i.e. 48% suggested 360 degree appraisal.
➢ A Positive correlation of 0.587 exists between performance appraisal and quantum of
salary & incentives. Most importantly the value of statistical significance is 0.000.
system help in identifying their strength and weaknesses.
➢ As per the research, 62% of employees agree that performance appraisal system help
in identifying performance deviations.
➢ 53% of employees agree that the quantum of salary and incentives are based on
performance appraisal rating.
➢ None of the respondents disagree with that existing performance appraisal system
helps in providing job satisfaction.
➢ Majority of respondents i.e. 48% agree that the current performance appraisal system
helps in identify the training need.
➢ 24% of employees are neutrally responds that grievance on performance appraisal
system can be addressable during the appraisal meeting.
➢ The study found that the majority of respondents (48%) agree that the current
performance appraisal system will contribute to the identification of potential traits.
➢ Majority of respondents (38%) state that they receiving feedback on performance
occasionally, 30% of respondents’ state that they get proper feedback, 23% state that
they get feedback rarely, and 9% of respondents state they didn’t get proper feedback.
➢ 27%of employees are neutrally responds thatthe promotion is purely based on the
performance rating.
➢ Transfer, demotion, suspension and dismissal etc are also purely based on
performance appraisal system. 60% agrees that, 9% strongly agree and 31% neutral.
➢ 66% of the employees are positively respond towards satisfaction of resolution
mechanism available in the company, 30% are neutral and 4% are dissatisfied.
➢ Most of the respondents i.e. 58% stated that the organization providing training as
remedial action while the performance appraisal rating is below the standard rating.
➢ As per the study, 360
0
appraisal is another appropriate method for the performance
appraisal. Majority of respondents i.e. 48% suggested 360 degree appraisal.
➢ A Positive correlation of 0.587 exists between performance appraisal and quantum of
salary & incentives. Most importantly the value of statistical significance is 0.000.
➢ This study found that there is a Positive correlation of 0.622 between the performance
appraisal and promotion. The correlation is statistically significant because the value
of statistical significance is 0.000.
➢ The ANOVA result to check the influence of Gender on performance appraisal
system clearly states that there is no statistically significant relation between Gender
of the employee and performance appraisal of the company.
➢ The ANOVA result to check the influence of Age of the employee on performance
appraisal system clearly states that there is no statistically significant relation between
Age of the employee and performance appraisal of the company.
➢ The ANOVA result to check the influence of Educational qualification of employee
on performance appraisal system clearly states that there is no statistically significant
relation between Educational Qualification of the employee and performance
appraisal of the company.
➢ The ANOVA result to check the influence of Experience on performance appraisal
system clearly states that there is no statistically significant relation between
Experience of the employee and performance appraisal of the company.
appraisal and promotion. The correlation is statistically significant because the value
of statistical significance is 0.000.
➢ The ANOVA result to check the influence of Gender on performance appraisal
system clearly states that there is no statistically significant relation between Gender
of the employee and performance appraisal of the company.
➢ The ANOVA result to check the influence of Age of the employee on performance
appraisal system clearly states that there is no statistically significant relation between
Age of the employee and performance appraisal of the company.
➢ The ANOVA result to check the influence of Educational qualification of employee
on performance appraisal system clearly states that there is no statistically significant
relation between Educational Qualification of the employee and performance
appraisal of the company.
➢ The ANOVA result to check the influence of Experience on performance appraisal
system clearly states that there is no statistically significant relation between
Experience of the employee and performance appraisal of the company.
4.2 SUGGESTIONS
Following were the recommendations & suggestions of the study
➢ The study suggests that 360 degree appraisal method is another appropriate method
for the performance assessment.
➢ Currently single performance assessment is done in a year within the organization. If
the organization tries to follow performance assessments twice in the year, it will
increase the performance of the employees.
➢ If the Performance assessments done by the committee of superiors, then it will
increase the reliability and decreases the grievances.
➢ The organization can use Counseling as the effective tool for the remedial action
taken while the performance rating is below than standard rating.
Following were the recommendations & suggestions of the study
➢ The study suggests that 360 degree appraisal method is another appropriate method
for the performance assessment.
➢ Currently single performance assessment is done in a year within the organization. If
the organization tries to follow performance assessments twice in the year, it will
increase the performance of the employees.
➢ If the Performance assessments done by the committee of superiors, then it will
increase the reliability and decreases the grievances.
➢ The organization can use Counseling as the effective tool for the remedial action
taken while the performance rating is below than standard rating.
4.3 CONCLUSION
Performance appraisal has been consider as the most significant and indispensable tool of an
organization. Its highly use full in making decision regarding various personal aspects such as
promotion and merit increases. Performance Appraisal is the systematic, periodic and an
important rating of an employee’s excellence in matters pertaining to his present job and his
potential for a better job. The study focuses on the performance appraisal system of the
company among non-managers and the benefits of the employees through the performance
appraisal.
The highlighting factor of this study is that it shows a positive correlation between the
performance appraisal system and employee benefits. The employee benefits can be directly
described as promotion, salary and incentives.
The most of the employees of Malabar group of companies suggest 360 degree appraisal as
another method for assessing the performance of the employees.
Performance appraisal has been consider as the most significant and indispensable tool of an
organization. Its highly use full in making decision regarding various personal aspects such as
promotion and merit increases. Performance Appraisal is the systematic, periodic and an
important rating of an employee’s excellence in matters pertaining to his present job and his
potential for a better job. The study focuses on the performance appraisal system of the
company among non-managers and the benefits of the employees through the performance
appraisal.
The highlighting factor of this study is that it shows a positive correlation between the
performance appraisal system and employee benefits. The employee benefits can be directly
described as promotion, salary and incentives.
The most of the employees of Malabar group of companies suggest 360 degree appraisal as
another method for assessing the performance of the employees.
APPENDIX
QUESTIONNAIRE
Respected Sir/Madam
My name is Mohammed Shafath K M and I am doing my Masters in Business Administration (MBA)
with specialization in Human Resources (HR) at School of Management Studies, Palakkad, Calicut
University. As a part of my curriculum, I am doing an independent research study on ‘Performance
appraisal system and employee benefits in Malabar group of companies’. The study is expected to
cover awareness of employees on existing performance appraisal mechanism, areas of improvement if
any, the relationship of performance appraisal system to employee benefits offered.
I will be grateful if you kindly fill up the below questionnaire. I assure that all the data that I collect
will be kept strictly confidential and will use them only for academic purpose.
Thanks in advance
Mohammed Shafath K M
Name (Optional): ……………………………………………………………………………………
Designation : ……………………………………………………………………………………
Department : ……………………………………………………………………………………
Gender : Male □ Female □
Age : 20 – 25 □ 26 – 35 □ 36 – 50 □ 50 Above □
Educational Qualification :
SSLC□Plus Two□ Diploma□ under Graduation□ Post Graduation□ Others□
Job experience :
Below 1 year □1 – 5 year □5 - 10 year □ above 10 years □
Please indicate your choice for the following questions
1. Are your roles and responsibilities clearly defined?
Yes □ No □
2. If yes, based on your responsibilities are your Key Result Area (KRA) /
KeyPerformanceIndicator (KPI) communicated to you?
Yes □ No □
3. Is the defined Key Result Area (KRA) practically achievable?
Yes □ No □
Respected Sir/Madam
My name is Mohammed Shafath K M and I am doing my Masters in Business Administration (MBA)
with specialization in Human Resources (HR) at School of Management Studies, Palakkad, Calicut
University. As a part of my curriculum, I am doing an independent research study on ‘Performance
appraisal system and employee benefits in Malabar group of companies’. The study is expected to
cover awareness of employees on existing performance appraisal mechanism, areas of improvement if
any, the relationship of performance appraisal system to employee benefits offered.
I will be grateful if you kindly fill up the below questionnaire. I assure that all the data that I collect
will be kept strictly confidential and will use them only for academic purpose.
Thanks in advance
Mohammed Shafath K M
Name (Optional): ……………………………………………………………………………………
Designation : ……………………………………………………………………………………
Department : ……………………………………………………………………………………
Gender : Male □ Female □
Age : 20 – 25 □ 26 – 35 □ 36 – 50 □ 50 Above □
Educational Qualification :
SSLC□Plus Two□ Diploma□ under Graduation□ Post Graduation□ Others□
Job experience :
Below 1 year □1 – 5 year □5 - 10 year □ above 10 years □
Please indicate your choice for the following questions
1. Are your roles and responsibilities clearly defined?
Yes □ No □
2. If yes, based on your responsibilities are your Key Result Area (KRA) /
KeyPerformanceIndicator (KPI) communicated to you?
Yes □ No □
3. Is the defined Key Result Area (KRA) practically achievable?
Yes □ No □
4. Are your achievable Key Result Area (KRA) mapped to performance appraisal system?
Yes □ No □
5. Does your company follow a formal appraisal system?
Yes □ No □
6. Are you aware about the objectives of performance appraisal system?
Yes □ No □
7. If yes, what are the objectives of Performance appraisal system of your company?
Promotion□Salary increment□Assessing training & Development need□all of the
above□
8. Currently which method is used for the Performance appraisal within the company?
360 degree appraisal □MBO □BARS□ranking method □ Assessment centers□
9. How do you rate the existing performance appraisal model of the company?
Highly Efficient □ Efficient□ Moderate□ Inefficient□ Highly Inefficient□
10. How often are performance appraisal exercises done?
Yearly □ half yearly □ quarterly □ monthly□weekly □
11. Who does the performance assessment?
Superior □ Peers□ Subordinates □ Committee □ all of the above□
12. According to you what are the factors that influence the performance appraisal?
Personal ability □ professional ability □ technical ability □ administrative ability □□
All of the above □
13. Do you think current performance appraisal system helps in providing motivation?
Strongly agree□Agree□ Neutral□ Disagree□ Strongly Disagree□
14. Does current Performance appraisal system help in identifying your strengths& weaknesses?
Strongly agree□Agree□ Neutral□ Disagree□ Strongly Disagree□
15. Does current Performance appraisal system help in identifying performance deviations?
Strongly agree□Agree□ Neutral□ Disagree□ Strongly Disagree□
16. Is the quantum of salary and incentives based on performance appraisal rating?
Strongly agree □ agree □ neutral □ disagree □ strongly disagree □
17. Do you think current performance appraisal system helps in providing job-satisfaction?
Strongly agree□ agree□ neutral□ disagree□ strongly disagree□
Yes □ No □
5. Does your company follow a formal appraisal system?
Yes □ No □
6. Are you aware about the objectives of performance appraisal system?
Yes □ No □
7. If yes, what are the objectives of Performance appraisal system of your company?
Promotion□Salary increment□Assessing training & Development need□all of the
above□
8. Currently which method is used for the Performance appraisal within the company?
360 degree appraisal □MBO □BARS□ranking method □ Assessment centers□
9. How do you rate the existing performance appraisal model of the company?
Highly Efficient □ Efficient□ Moderate□ Inefficient□ Highly Inefficient□
10. How often are performance appraisal exercises done?
Yearly □ half yearly □ quarterly □ monthly□weekly □
11. Who does the performance assessment?
Superior □ Peers□ Subordinates □ Committee □ all of the above□
12. According to you what are the factors that influence the performance appraisal?
Personal ability □ professional ability □ technical ability □ administrative ability □□
All of the above □
13. Do you think current performance appraisal system helps in providing motivation?
Strongly agree□Agree□ Neutral□ Disagree□ Strongly Disagree□
14. Does current Performance appraisal system help in identifying your strengths& weaknesses?
Strongly agree□Agree□ Neutral□ Disagree□ Strongly Disagree□
15. Does current Performance appraisal system help in identifying performance deviations?
Strongly agree□Agree□ Neutral□ Disagree□ Strongly Disagree□
16. Is the quantum of salary and incentives based on performance appraisal rating?
Strongly agree □ agree □ neutral □ disagree □ strongly disagree □
17. Do you think current performance appraisal system helps in providing job-satisfaction?
Strongly agree□ agree□ neutral□ disagree□ strongly disagree□
18. Does the current performance appraisal system help in identifying training needs?
Strongly agree □ agree □ neutral □ disagree □ strongly disagree □
19. Are the grievances on the performance appraisal system among the employees addressable
during the appraisal meeting?
Strongly agree□ agree□ neutral□ disagree□ strongly disagree□
20. Do you think performance appraisal system will also contribute to identification of potential
traits?
Strongly agree□ agree□ neutral□ disagree□ strongly disagree□
21. Are you receiving proper feedback on Performance from your superior?
Always□ occasionally□ rarely □ none□
22. Do you think Promotion is purely based on performance appraisal?
Strongly agree□ agree□ neutral□ disagree□ strongly disagree□
23. Is transfer, demotion, suspension and dismissal is based on performance appraisal?
Strongly agree□ agree□ neutral□ disagree□ strongly disagree□
24. Indicate the level of satisfaction with the resolution mechanism available in the company to
address issues relating to performance appraisal rating?
Highly Satisfied□Satisfied□Neutral□Dissatisfied□highly Dissatisfied□
25. If the performance appraisal rating is below the standard rating then what kind of remedial
measures are taken?
Job rotation □ training □ counseling □ removal □others □
26. Suggest another appropriate method of performance appraisal?
360 degree appraisal (Receiving feedback from supervisors, team members, customers, peers and self.) □
MBO(Rate employee’s performance on the basis of achievement of objectives stated by the management.)□
BARS (Reviewing employees on the basis of effective and ineffective behaviors.) □
Assessment centers (Reviewing performance through case studies, presentations, role play etc...) □
Ranking method (Ranking employees on the basis of good or poor performance.) □
Strongly agree □ agree □ neutral □ disagree □ strongly disagree □
19. Are the grievances on the performance appraisal system among the employees addressable
during the appraisal meeting?
Strongly agree□ agree□ neutral□ disagree□ strongly disagree□
20. Do you think performance appraisal system will also contribute to identification of potential
traits?
Strongly agree□ agree□ neutral□ disagree□ strongly disagree□
21. Are you receiving proper feedback on Performance from your superior?
Always□ occasionally□ rarely □ none□
22. Do you think Promotion is purely based on performance appraisal?
Strongly agree□ agree□ neutral□ disagree□ strongly disagree□
23. Is transfer, demotion, suspension and dismissal is based on performance appraisal?
Strongly agree□ agree□ neutral□ disagree□ strongly disagree□
24. Indicate the level of satisfaction with the resolution mechanism available in the company to
address issues relating to performance appraisal rating?
Highly Satisfied□Satisfied□Neutral□Dissatisfied□highly Dissatisfied□
25. If the performance appraisal rating is below the standard rating then what kind of remedial
measures are taken?
Job rotation □ training □ counseling □ removal □others □
26. Suggest another appropriate method of performance appraisal?
360 degree appraisal (Receiving feedback from supervisors, team members, customers, peers and self.) □
MBO(Rate employee’s performance on the basis of achievement of objectives stated by the management.)□
BARS (Reviewing employees on the basis of effective and ineffective behaviors.) □
Assessment centers (Reviewing performance through case studies, presentations, role play etc...) □
Ranking method (Ranking employees on the basis of good or poor performance.) □
BIBLIOGRAPHY
BIBLIOGRAPHY
Book
➢ A S Kohli and Tapomoy Deb, ‘Performance management’, Oxford University press
2008
➢ Herman Aguinis, ‘Performance management’ (Second Edition), Dorling Kindersley
India Pvt. Ltd.
➢ Kothari (2000) “Research Methodology: Methods & Techniques”,
WishwaPrakshan,New Delhi.
➢ L.R. POTTI, (2014) “Quantitative Techniques”, Yamuna Publication, First Edition.
➢ Prasad, K. (2005) “Strategic Human Resource Management: Text and Cases”,
Macmillan India Ltd., New Delhi.
Website
➢ www.malabargoldanddiamonds.com
➢ www.investopedia.com
➢ www.wikipedia.com
➢ www.managementstudyguide.com
➢ https://www.slideshare.net/job_thomas/mba-project-report-27027042?qid=ca89d8e7-
96fa-43f6-9b48-994c4f015901&v=&b=&from_search=7
Book
➢ A S Kohli and Tapomoy Deb, ‘Performance management’, Oxford University press
2008
➢ Herman Aguinis, ‘Performance management’ (Second Edition), Dorling Kindersley
India Pvt. Ltd.
➢ Kothari (2000) “Research Methodology: Methods & Techniques”,
WishwaPrakshan,New Delhi.
➢ L.R. POTTI, (2014) “Quantitative Techniques”, Yamuna Publication, First Edition.
➢ Prasad, K. (2005) “Strategic Human Resource Management: Text and Cases”,
Macmillan India Ltd., New Delhi.
Website
➢ www.malabargoldanddiamonds.com
➢ www.investopedia.com
➢ www.wikipedia.com
➢ www.managementstudyguide.com
➢ https://www.slideshare.net/job_thomas/mba-project-report-27027042?qid=ca89d8e7-
96fa-43f6-9b48-994c4f015901&v=&b=&from_search=7
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