Performance appraisal project
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Jul 27, 2018
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About This Presentation
Degree project on Effectiveness of performance appraisal
Slide Content
A STUDY ON
EFFECTIVENESS OF PERFORMANCE APPRAISAL
WITH SPECIAL REFERENCE TO AMPHE NOL FCI, KOCHI
PROJECT REPORT
Submitted by
AMAL JAMES
(Reg.No. BSAOBBAR02)
Under the guidance of
Mr. ANTONY P P
(Asst. Professor, Department of management studies, Don Bosco College, Sulthan Bathery)
In partial fulfilment of the requirements for the award of the degree of BACHELOR
OF BUSINESS ADMINISTERTION OF UNIVERSITY OF CALIC UT
2014 – 2017
DEPARTMENT OF MANAGEMENT STUDIES
DON BOSCO COLLEGE, SULTHAN BATHERY , WAYANAD, KERALA
EFFECTIVENESS OF PERFORMANCE APPRAISAL
WITH SPECIAL REFERENCE TO AMPHE NOL FCI, KOCHI
PROJECT REPORT
Submitted by
AMAL JAMES
(Reg.No. BSAOBBAR02)
Under the guidance of
Mr. ANTONY P P
(Asst. Professor, Department of management studies, Don Bosco College, Sulthan Bathery)
In partial fulfilment of the requirements for the award of the degree of BACHELOR
OF BUSINESS ADMINISTERTION OF UNIVERSITY OF CALIC UT
2014 – 2017
DEPARTMENT OF MANAGEMENT STUDIES
DON BOSCO COLLEGE, SULTHAN BATHERY , WAYANAD, KERALA
DEPRTMENT OF MANAGEMENT STUDIES
DONOSCO COLLEGE, SULTHAN BATHERY
WAYANAD, KERALA – 673592
CERTIFICATE
This is to certify that Mr. AMAL JAMES is a student of management
studies and this report entitled “A STUDY ON EFFECTIVENESS OF
PERFORMANCE APPR AISAL SYSTEM WITH SPECIAL REFERENCE
TO AMPHENOL FCI, KOCHI” has been prepared by him in the partial
fulfilment of the requirements for the award of DEGREE OF BACHELOR OF
BUSINESS ADMINISTRATION with the university of Calicut under my
guidance.
Mr. ANTONY P P Mrs. ANNIE LIZA V J
(Project Guide) (H.O.D)
Date :
Place : Sulthan Bathery Examiner
DONOSCO COLLEGE, SULTHAN BATHERY
WAYANAD, KERALA – 673592
CERTIFICATE
This is to certify that Mr. AMAL JAMES is a student of management
studies and this report entitled “A STUDY ON EFFECTIVENESS OF
PERFORMANCE APPR AISAL SYSTEM WITH SPECIAL REFERENCE
TO AMPHENOL FCI, KOCHI” has been prepared by him in the partial
fulfilment of the requirements for the award of DEGREE OF BACHELOR OF
BUSINESS ADMINISTRATION with the university of Calicut under my
guidance.
Mr. ANTONY P P Mrs. ANNIE LIZA V J
(Project Guide) (H.O.D)
Date :
Place : Sulthan Bathery Examiner
DECLARATION
I, AMAL JAMES hereby declare that this project report
titled “A STUDY ON EFFIECTINESS OF PERFORMANCE APPRAISAL
WITH SPECIAL REFERANCE TO AMPHE NOL FCI, KOCHI” submitted to
the department of management studies of Don Bosco College, Sulthan Bathery is a
bonafide work carried out by me, under the guidance of Mr. ANTONY PP, Asst.
Professor, Department of Management Studies, towards the partial fulfilment of
Degree of Bachelor of Business Administration.
I further declare that this project has not been submitted to any other
University or Institution for the award of any Degree/Diploma/Certificate.
Place : Sulthan Bathery AMAL JAMES
Date :
I, AMAL JAMES hereby declare that this project report
titled “A STUDY ON EFFIECTINESS OF PERFORMANCE APPRAISAL
WITH SPECIAL REFERANCE TO AMPHE NOL FCI, KOCHI” submitted to
the department of management studies of Don Bosco College, Sulthan Bathery is a
bonafide work carried out by me, under the guidance of Mr. ANTONY PP, Asst.
Professor, Department of Management Studies, towards the partial fulfilment of
Degree of Bachelor of Business Administration.
I further declare that this project has not been submitted to any other
University or Institution for the award of any Degree/Diploma/Certificate.
Place : Sulthan Bathery AMAL JAMES
Date :
ACKNOWLEDGEMENT
First of all let me thank “The Lord Almighty” who is the guide line force
behind me all the while throughout this project.
I sincerely thank the principal Dr. Fr. Joy Ullatill for his whole hearted co-
operation extended to me in doing this project. Then I thank Mrs Annie Liza VJ,
H.O.D, of the management department for giving me consent for the project work.
I am deeply indebted to Mr. Antony PP, my project guide, for his valuable
guidance an encouragement throughout this project.
My special thanks to Amphenol FCI, Kochi for giving me an opportunity to
do the project work. I express my profound gratitude to the general manager, HR
personals and all other staff of Amphenol FCI, Kochi for their cooperation
extended to me during the period of study.
I am also grateful to the faculty members of Don Bosco College, teachers,
friends and all the people who directly or indirectly helped me in preparing this
project.
AMAL JAMES
First of all let me thank “The Lord Almighty” who is the guide line force
behind me all the while throughout this project.
I sincerely thank the principal Dr. Fr. Joy Ullatill for his whole hearted co-
operation extended to me in doing this project. Then I thank Mrs Annie Liza VJ,
H.O.D, of the management department for giving me consent for the project work.
I am deeply indebted to Mr. Antony PP, my project guide, for his valuable
guidance an encouragement throughout this project.
My special thanks to Amphenol FCI, Kochi for giving me an opportunity to
do the project work. I express my profound gratitude to the general manager, HR
personals and all other staff of Amphenol FCI, Kochi for their cooperation
extended to me during the period of study.
I am also grateful to the faculty members of Don Bosco College, teachers,
friends and all the people who directly or indirectly helped me in preparing this
project.
AMAL JAMES
5
Company Certificate
Institution Certificate
Declaration
Acknowledgement
Contents
List of tables
List of chart
Chapter No.
Chapter 1
1.1
1.2
1.3
1.4
1.5
1.6
Chapter 2
Chapter 3
Chapter 4
Chapter 5
5.1
Title
Introduction
Introduction
Statement of problem
Objectives of the study
Scope of the study
Limitation of the study
Industry profile
Company Profile
Review of literature
Research Design and
Methodology
Data analysis and
interpretation
Findings, suggestions,
conclusion
Page No.
1 – 16
1
3
4
5
6
7
9
17 – 22
23 – 25
26 – 44
45 – 47
45
CONTENTS
Company Certificate
Institution Certificate
Declaration
Acknowledgement
Contents
List of tables
List of chart
Chapter No.
Chapter 1
1.1
1.2
1.3
1.4
1.5
1.6
Chapter 2
Chapter 3
Chapter 4
Chapter 5
5.1
Title
Introduction
Introduction
Statement of problem
Objectives of the study
Scope of the study
Limitation of the study
Industry profile
Company Profile
Review of literature
Research Design and
Methodology
Data analysis and
interpretation
Findings, suggestions,
conclusion
Page No.
1 – 16
1
3
4
5
6
7
9
17 – 22
23 – 25
26 – 44
45 – 47
45
CONTENTS
6
LIST OF CHARTS
Chart no. Title Page no.
4.1
Chart showing whether the employees receive an increment in salary after
performance appraisal
26
4.2
Chart showing whether the performance of employees improve after
performance appraisal
27
4.3
Chart showing whether the performance appraisal helps to change the
behaviour of employees
28
4.4
Chart showing whether performance appraisal improves, motivates, and give
job satisfaction
29
4.5
Chart showing performance appraisal system of organisation is related to what
30
4.6
Chart showing feedback after the process of performance appraisal
31
4.7
Chart showing whether performance appraisal helps to improve the efficiency
of employees
32
4.8
Chart showing whether promotion, incentives, etc. Is based on performance
appraisal
33
4.9
Chart showing whether performance appraisal serves as the base of job
satisfaction
34
4.10
Chart showing methods of performance appraisal followed by the organisation
35
4.11
Chart showing time interval between two performance appraisal
36
4.12
Chart showing employees rating of all over assessment of performance
appraisal
37
4.13
Chart showing how organisation deal with performance which is below
average
38
4.14
Chart showing whether compensation linked with performance
39
4.15
Chart showing whether performance appraisal has more impact on employ
performance
40
4.16
Chart showing current appraisal system well and does not need any change
41
4.17
Chart showing the assessment of employee performance is consistent, fair
and unbiased
42
4.18
Chart showing leadership and interpersonal skills are developed due to
performance appraisal
43
4.19
Chart showing leadership and interpersonal skills are developed due to
performance appraisal
44
LIST OF CHARTS
Chart no. Title Page no.
4.1
Chart showing whether the employees receive an increment in salary after
performance appraisal
26
4.2
Chart showing whether the performance of employees improve after
performance appraisal
27
4.3
Chart showing whether the performance appraisal helps to change the
behaviour of employees
28
4.4
Chart showing whether performance appraisal improves, motivates, and give
job satisfaction
29
4.5
Chart showing performance appraisal system of organisation is related to what
30
4.6
Chart showing feedback after the process of performance appraisal
31
4.7
Chart showing whether performance appraisal helps to improve the efficiency
of employees
32
4.8
Chart showing whether promotion, incentives, etc. Is based on performance
appraisal
33
4.9
Chart showing whether performance appraisal serves as the base of job
satisfaction
34
4.10
Chart showing methods of performance appraisal followed by the organisation
35
4.11
Chart showing time interval between two performance appraisal
36
4.12
Chart showing employees rating of all over assessment of performance
appraisal
37
4.13
Chart showing how organisation deal with performance which is below
average
38
4.14
Chart showing whether compensation linked with performance
39
4.15
Chart showing whether performance appraisal has more impact on employ
performance
40
4.16
Chart showing current appraisal system well and does not need any change
41
4.17
Chart showing the assessment of employee performance is consistent, fair
and unbiased
42
4.18
Chart showing leadership and interpersonal skills are developed due to
performance appraisal
43
4.19
Chart showing leadership and interpersonal skills are developed due to
performance appraisal
44
7
LIST OF TABLES
Table no. Title Page no.
4.1
Table showing whether the employees receive an increment in salary after
performance appraisal
26
4.2
Table showing whether the performance of employees improve after
performance appraisal
27
4.3
Table showing whether the performance appraisal helps to change the
behaviour of employees
28
4.4
Table showing whether performance appraisal improves, motivates, and give
job satisfaction
29
4.5
Table showing performance appraisal system of organisation is related to what
30
4.6
Table showing feedback after the process of performance appraisal
31
4.7
Table showing whether performance appraisal helps to improve the efficiency
of employees
32
4.8
Table showing whether promotion, incentives, etc. Is based on performance
appraisal
33
4.9
Table showing whether performance appraisal serves as the base of job
satisfaction
34
4.10
Table showing methods of performance appraisal followed by the organisation
35
4.11
Table showing time interval between two performance appraisal
36
4.12
Table showing employees rating of all over assessment of performance
appraisal
37
4.13
Table showing how organisation deal with performance which is below
average
38
4.14
Table showing whether compensation linked with performance
39
4.15
Table showing whether performance appraisal has more impact on employ
performance
40
4.16
Table showing current appraisal system well and does not need any change
41
4.17
Table showing the assessment of employee performance is consistent, fair
and unbiased
42
4.18
Table showing leadership and interpersonal skills are developed due to
performance appraisal
43
4.19
Table showing leadership and interpersonal skills are developed due to
performance appraisal
44
LIST OF TABLES
Table no. Title Page no.
4.1
Table showing whether the employees receive an increment in salary after
performance appraisal
26
4.2
Table showing whether the performance of employees improve after
performance appraisal
27
4.3
Table showing whether the performance appraisal helps to change the
behaviour of employees
28
4.4
Table showing whether performance appraisal improves, motivates, and give
job satisfaction
29
4.5
Table showing performance appraisal system of organisation is related to what
30
4.6
Table showing feedback after the process of performance appraisal
31
4.7
Table showing whether performance appraisal helps to improve the efficiency
of employees
32
4.8
Table showing whether promotion, incentives, etc. Is based on performance
appraisal
33
4.9
Table showing whether performance appraisal serves as the base of job
satisfaction
34
4.10
Table showing methods of performance appraisal followed by the organisation
35
4.11
Table showing time interval between two performance appraisal
36
4.12
Table showing employees rating of all over assessment of performance
appraisal
37
4.13
Table showing how organisation deal with performance which is below
average
38
4.14
Table showing whether compensation linked with performance
39
4.15
Table showing whether performance appraisal has more impact on employ
performance
40
4.16
Table showing current appraisal system well and does not need any change
41
4.17
Table showing the assessment of employee performance is consistent, fair
and unbiased
42
4.18
Table showing leadership and interpersonal skills are developed due to
performance appraisal
43
4.19
Table showing leadership and interpersonal skills are developed due to
performance appraisal
44
8
CHAPTER 1
INTRODUCTION
CHAPTER 1
INTRODUCTION
9
INTRODUCTION
The performance appraisal is the process of obtaining, analyzing and
recording information about the relative worth of an employee. The focus of the
performance appraisal is measuring and improving the actual performance of
the employee and also the future potential of the employee. Its aim is to
measure what an employee does. Performance appraisals are regular reviews of
employee performance within organization. Generally, the aims of performance
appraisal are to:
Give feedback on performance to employees.
Identify employee training needs.
Document criteria used to allocate organizational rewards.
Form a basis for personnel decisions: salary increases, promotions, etc.
Provide the opportunity for organizational diagnosis and development.
Facilitate communication between employee and administration
It is a powerful tool to calibrate, refine and reward the performance of
employee. It helps to analyze his achievements and evaluate his contribution
towards the achievements of the overall organizational goals. By focusing the
attention on performance, performance appraisal goes to the heart of personnel
management and reflects the management's interest in the progress of the
employee. People differ in their abilities and their aptitudes. There is always
some difference between the quality and quantity of the same work on the same
job being done by two different people. Therefore, performance management
and performance appraisal is necessary to understand each employee's abilities,
competencies and relative merit and worth to the organization. Performance
appraisal rates the employees in terms of their performance.
INTRODUCTION
The performance appraisal is the process of obtaining, analyzing and
recording information about the relative worth of an employee. The focus of the
performance appraisal is measuring and improving the actual performance of
the employee and also the future potential of the employee. Its aim is to
measure what an employee does. Performance appraisals are regular reviews of
employee performance within organization. Generally, the aims of performance
appraisal are to:
Give feedback on performance to employees.
Identify employee training needs.
Document criteria used to allocate organizational rewards.
Form a basis for personnel decisions: salary increases, promotions, etc.
Provide the opportunity for organizational diagnosis and development.
Facilitate communication between employee and administration
It is a powerful tool to calibrate, refine and reward the performance of
employee. It helps to analyze his achievements and evaluate his contribution
towards the achievements of the overall organizational goals. By focusing the
attention on performance, performance appraisal goes to the heart of personnel
management and reflects the management's interest in the progress of the
employee. People differ in their abilities and their aptitudes. There is always
some difference between the quality and quantity of the same work on the same
job being done by two different people. Therefore, performance management
and performance appraisal is necessary to understand each employee's abilities,
competencies and relative merit and worth to the organization. Performance
appraisal rates the employees in terms of their performance.
10
Performance appraisal takes into account the past performance of the
employees and focuses on the improvement of the future performance of the
employees. The main aim of the study was to explore the method which is
followed and effectiveness of the employees. The primary data required for the
study were collected through structured questionnaire, personal interviews and
informal talks. The second data was from the company manuals and the website
of the company. The data were analyzed and the findings were arrived at the
basis of which suggestions are made.
Performance appraisal takes into account the past performance of the
employees and focuses on the improvement of the future performance of the
employees. The main aim of the study was to explore the method which is
followed and effectiveness of the employees. The primary data required for the
study were collected through structured questionnaire, personal interviews and
informal talks. The second data was from the company manuals and the website
of the company. The data were analyzed and the findings were arrived at the
basis of which suggestions are made.
11
STATEMENT OF THE PROBLEM
Today’s working climate demands a great deal of commitment and effort
from employees, who in turn naturally expect a great deal more from their
employers. Performance appraisal is designed to maximize effectiveness by
bringing participation to a more individual level in that it provides a forum for
consultation about standards of work, potential, aspirations and concerns. It is
an opportunity for employees to have significantly greater influence upon the
quality of their working lives. In these times of emphasis on “quality”, there is
a natural equation: better quality goods and services from employees who enjoy
better quality “goods and services” from their employers.
Performance appraisal is a process of assessing, summarizing and
developing the work performance of an employee. In order to be effective and
constructive, the performance manager should make every effort to obtain as
much objective information about the employee's performance as possible. Low
performance can push the organization back in today’s tough competition
scenario.
This study is an effort to know the degree to which the employees are
satisfied with the present appraisal system followed by the particular
organisation. (Amphenol FCI, Kochi)
STATEMENT OF THE PROBLEM
Today’s working climate demands a great deal of commitment and effort
from employees, who in turn naturally expect a great deal more from their
employers. Performance appraisal is designed to maximize effectiveness by
bringing participation to a more individual level in that it provides a forum for
consultation about standards of work, potential, aspirations and concerns. It is
an opportunity for employees to have significantly greater influence upon the
quality of their working lives. In these times of emphasis on “quality”, there is
a natural equation: better quality goods and services from employees who enjoy
better quality “goods and services” from their employers.
Performance appraisal is a process of assessing, summarizing and
developing the work performance of an employee. In order to be effective and
constructive, the performance manager should make every effort to obtain as
much objective information about the employee's performance as possible. Low
performance can push the organization back in today’s tough competition
scenario.
This study is an effort to know the degree to which the employees are
satisfied with the present appraisal system followed by the particular
organisation. (Amphenol FCI, Kochi)
12
OBJECTIVES
Primary objectives
To know the effectiveness of performance appraisal system prevailing in
the organisation.
Secondary objectives
To know the attitude of employees in the organisation towards the
performance appraisal system.
To study different tools and techniques used for performance appraisal.
To know performance appraisal is really helping employees to improve
their performance or not.
OBJECTIVES
Primary objectives
To know the effectiveness of performance appraisal system prevailing in
the organisation.
Secondary objectives
To know the attitude of employees in the organisation towards the
performance appraisal system.
To study different tools and techniques used for performance appraisal.
To know performance appraisal is really helping employees to improve
their performance or not.
13
SCOPE OF THE STUDY
The topic chosen performance appraisal was aimed for the betterment of
the organisation in terms of quality as well as quantity. The scope of the study
under mentioned points depicts the same
For the betterment of organisation in terms of quantity and quality.
To increase productivity by increasing quantity and quality.
The programme would help the organisation in meeting the future
personal needs.
Help the employees in improving their knowledge
SCOPE OF THE STUDY
The topic chosen performance appraisal was aimed for the betterment of
the organisation in terms of quality as well as quantity. The scope of the study
under mentioned points depicts the same
For the betterment of organisation in terms of quantity and quality.
To increase productivity by increasing quantity and quality.
The programme would help the organisation in meeting the future
personal needs.
Help the employees in improving their knowledge
14
LIMITATIONS OF THE STUDY
Few employees sometime felt disturbed, as they were busy with their job.
The answers given by the respondents highly depend on the mood and
Interest and thus the accuracy fluctuate sometimes.
There may be possibility of biased statement from the part of
respondents.
LIMITATIONS OF THE STUDY
Few employees sometime felt disturbed, as they were busy with their job.
The answers given by the respondents highly depend on the mood and
Interest and thus the accuracy fluctuate sometimes.
There may be possibility of biased statement from the part of
respondents.
15
INDUSTRIAL PROFILE
Connectors today are increasingly taking over the duties that were
previously carried out through the direct connection of cables and wires to
electronic devices. They have grown into a wide business with a volume of
approximately 25 billion euro. Successful penetration into additional application
areas has been achieved through high technical standards and continuous
developments. The design range from miniature to large and heavy-duty
industrial connectors.
The use of connectors make it possible to cost efficiently build complex
plants and systems using modular components. Each organisation in this field
has heavy emphasis focusing on the advancement of the next generation high
speed interconnectors and power distribution solution as well as innovative
manufacturing solutions.
Production, specialization, and cooperation of connectors are highly
concentrated, and the industry’s growth has been multifaceted. A wide variety
of products are manufactured by the large specialized enterprises of the
industry. Playing an essential role in the development of production
specialization and cooperation are the creation of product lines with standard
parameters, the development of improved basic designs and manufacturing
processes, and comprehensive standardization.
The techniques used in the manufacture of electronic devices have
changed radically with the emergence of new areas of application in electronics.
The traditional techniques of processing materials are being supplanted by
manufacturing processes based on the use of photolithography, diffusion, ion
INDUSTRIAL PROFILE
Connectors today are increasingly taking over the duties that were
previously carried out through the direct connection of cables and wires to
electronic devices. They have grown into a wide business with a volume of
approximately 25 billion euro. Successful penetration into additional application
areas has been achieved through high technical standards and continuous
developments. The design range from miniature to large and heavy-duty
industrial connectors.
The use of connectors make it possible to cost efficiently build complex
plants and systems using modular components. Each organisation in this field
has heavy emphasis focusing on the advancement of the next generation high
speed interconnectors and power distribution solution as well as innovative
manufacturing solutions.
Production, specialization, and cooperation of connectors are highly
concentrated, and the industry’s growth has been multifaceted. A wide variety
of products are manufactured by the large specialized enterprises of the
industry. Playing an essential role in the development of production
specialization and cooperation are the creation of product lines with standard
parameters, the development of improved basic designs and manufacturing
processes, and comprehensive standardization.
The techniques used in the manufacture of electronic devices have
changed radically with the emergence of new areas of application in electronics.
The traditional techniques of processing materials are being supplanted by
manufacturing processes based on the use of photolithography, diffusion, ion
16
implantation, and electron-beam, plasma, and plasmochemical techniques. The
raw materials used in the electronics industry must be of extremely high purity,
since the introduction of impurities determines the technical specifications and
performance characteristics of electronic devices.
The output of the electronics industry is growing rapidly, and the variety
of semiconductor (especially integrated-circuit), quantum, and cryoelectronic
devices, as well as devices based on acoustoelectronics and magnetoelectronics,
is increasing..
The growth of the electronics industry is outstripping that of other
branches of industry. Between 1966 and 1975, the output of the electronics
industry increased several fold, and its labour productivity more than
quadrupled. The principal means of improving production in the industry lie in
comprehensive mechanization and automation based on the development of
highly efficient equipment and apparatus, in computer-controlled automated
assembly lines, and in the introduction of advanced manufacturing processes
that are based on the latest scientific and technological achievements.
The government of India has set up electronic hardware technology park,
special economic zone and brought about favourable climate for foreign direct
investment. It also has increased liberalization and relaxed tariffs to promote
growth in the sector. The growing consumer based increased penetration in
consumer durable segments has provided enough scope for the growth of Indian
electronic sector. Also digitization of cables could lead to increased broadband
penetration in the country and open up new avenues for the companies in the
electronics industries.
implantation, and electron-beam, plasma, and plasmochemical techniques. The
raw materials used in the electronics industry must be of extremely high purity,
since the introduction of impurities determines the technical specifications and
performance characteristics of electronic devices.
The output of the electronics industry is growing rapidly, and the variety
of semiconductor (especially integrated-circuit), quantum, and cryoelectronic
devices, as well as devices based on acoustoelectronics and magnetoelectronics,
is increasing..
The growth of the electronics industry is outstripping that of other
branches of industry. Between 1966 and 1975, the output of the electronics
industry increased several fold, and its labour productivity more than
quadrupled. The principal means of improving production in the industry lie in
comprehensive mechanization and automation based on the development of
highly efficient equipment and apparatus, in computer-controlled automated
assembly lines, and in the introduction of advanced manufacturing processes
that are based on the latest scientific and technological achievements.
The government of India has set up electronic hardware technology park,
special economic zone and brought about favourable climate for foreign direct
investment. It also has increased liberalization and relaxed tariffs to promote
growth in the sector. The growing consumer based increased penetration in
consumer durable segments has provided enough scope for the growth of Indian
electronic sector. Also digitization of cables could lead to increased broadband
penetration in the country and open up new avenues for the companies in the
electronics industries.
17
COMPANY PROFILE
Amphenol Corporation acquired FCI Asia Private Ltd. on 8 Jan 2016,
further strengthening FCI as an international connector and cable assembly
solutions manufacturer of Backplane Connectors, Power Solutions, Board and
Wire to Board Connectors, Input and Output Connectors, Optical
Interconnected Cable Assemblies and Flex Connectors.
At Amphenol FCI (AFCI), they design and manufacture a wide array of
hi-tech connector solutions for various market applications, including data or
tele-communications, data storage and servers, consumer electronics, medical,
industrial & instrumentation, automotive motorized vehicles as well as
renewable energy. Their global footprint comprises of R&D, manufacturing and
sales operations.
MANUFACTURING AND R& D FOOTPRINT
They place heavy emphasis on R&D for both new product and
technology development, focusing on the advancement of the next generation of
high-speed interconnects and power distribution solutions as well as innovative
manufacturing solutions. Our R&D centers worldwide have registered
thousands of patents and licensing agreements, developing some of the world’s
first innovations in connectors such as Shield-less High-Speed Connectors, the
Ball-Grid-Array Attachments, economical Stamped High-Power Contacts and
cost effective yet reliable plating processes. They relentlessly seek
improvements of their products, increasing our solutions’ overall cost
effectiveness, precision and reliability. This ensures that they meet or even
surpass the ever changing needs and expectations of market trends.
COMPANY PROFILE
Amphenol Corporation acquired FCI Asia Private Ltd. on 8 Jan 2016,
further strengthening FCI as an international connector and cable assembly
solutions manufacturer of Backplane Connectors, Power Solutions, Board and
Wire to Board Connectors, Input and Output Connectors, Optical
Interconnected Cable Assemblies and Flex Connectors.
At Amphenol FCI (AFCI), they design and manufacture a wide array of
hi-tech connector solutions for various market applications, including data or
tele-communications, data storage and servers, consumer electronics, medical,
industrial & instrumentation, automotive motorized vehicles as well as
renewable energy. Their global footprint comprises of R&D, manufacturing and
sales operations.
MANUFACTURING AND R& D FOOTPRINT
They place heavy emphasis on R&D for both new product and
technology development, focusing on the advancement of the next generation of
high-speed interconnects and power distribution solutions as well as innovative
manufacturing solutions. Our R&D centers worldwide have registered
thousands of patents and licensing agreements, developing some of the world’s
first innovations in connectors such as Shield-less High-Speed Connectors, the
Ball-Grid-Array Attachments, economical Stamped High-Power Contacts and
cost effective yet reliable plating processes. They relentlessly seek
improvements of their products, increasing our solutions’ overall cost
effectiveness, precision and reliability. This ensures that they meet or even
surpass the ever changing needs and expectations of market trends.
18
CORPORATE GOVERNANCE PRINCIPLES
Amphenol’s Corporate Governance Principles have been approved by the
Board of Directors and, together with the Company’s Certificate of
Incorporation, as amended and/or restated from time to time, its By–Laws, as
amended and/or restated from time to time, its Code of Business Conduct and
Ethics and the Charters of the Audit Committee, the Nominating and Corporate
Governance Committee and the Compensation Committee of the Board, form
the framework for the governance of the Company.
CAREERS
Working at AFCI means working in a truly international environment.
Their global workforce speak a combined 15 different languages and are
scattered throughout the Americas, Asia and European regions. They provide
equal opportunities to all existing and prospective employees, recognizing that
their future is dependent on the work quality, effectiveness and skills base.
Opportunities are also available to persons with disabilities in accordance with
their skills and aptitudes
CORPORATE GOVERNANCE PRINCIPLES
Amphenol’s Corporate Governance Principles have been approved by the
Board of Directors and, together with the Company’s Certificate of
Incorporation, as amended and/or restated from time to time, its By–Laws, as
amended and/or restated from time to time, its Code of Business Conduct and
Ethics and the Charters of the Audit Committee, the Nominating and Corporate
Governance Committee and the Compensation Committee of the Board, form
the framework for the governance of the Company.
CAREERS
Working at AFCI means working in a truly international environment.
Their global workforce speak a combined 15 different languages and are
scattered throughout the Americas, Asia and European regions. They provide
equal opportunities to all existing and prospective employees, recognizing that
their future is dependent on the work quality, effectiveness and skills base.
Opportunities are also available to persons with disabilities in accordance with
their skills and aptitudes
19
CHAPTER 2
REVIEW OF LITERATURE
CHAPTER 2
REVIEW OF LITERATURE
20
PERFORMANCE APPRAISAL
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 the future development. It consists of all
procedure used in working organization and potential of employees.
Performance appraisal means systematic evaluation of the personality and
performance of each employees by his superior or some other persons trained
in the technique of merit rating. It employs various ratings technique for
comparing individual employees in a work group, in terms of personnel
qualities or deficiencies and the requirements of their respective jobs.
According to Dale Yoder, "Performance appraisal includes all formal
procedure used to evaluate personalities and contributions and potential of
group members in a working organization. It is a continuous process to secure
information's necessary for making corrections and objective decisions of
employees".
According to Flippo, "Performance appraisal is the systematic, period
and an importance rating of an employee's excellence in matters pertaining to
his present job and his potential for a better job".
According to Brumbrach (1988, cited in Armstrong, 2000) - Performance
can be actions as well as their consequences. Behaviours originate from a
performer and convert performance from a concept to an act. Not just the
instruments for results, behaviours are also outcomes in their own right - the
product of mental and physical effort applied to tasks - and can be judged apart
from results. This definition considers performance to be involving both the
PERFORMANCE APPRAISAL
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 the future development. It consists of all
procedure used in working organization and potential of employees.
Performance appraisal means systematic evaluation of the personality and
performance of each employees by his superior or some other persons trained
in the technique of merit rating. It employs various ratings technique for
comparing individual employees in a work group, in terms of personnel
qualities or deficiencies and the requirements of their respective jobs.
According to Dale Yoder, "Performance appraisal includes all formal
procedure used to evaluate personalities and contributions and potential of
group members in a working organization. It is a continuous process to secure
information's necessary for making corrections and objective decisions of
employees".
According to Flippo, "Performance appraisal is the systematic, period
and an importance rating of an employee's excellence in matters pertaining to
his present job and his potential for a better job".
According to Brumbrach (1988, cited in Armstrong, 2000) - Performance
can be actions as well as their consequences. Behaviours originate from a
performer and convert performance from a concept to an act. Not just the
instruments for results, behaviours are also outcomes in their own right - the
product of mental and physical effort applied to tasks - and can be judged apart
from results. This definition considers performance to be involving both the
21
actions, in other word behaviours, taken during the process in attempting to
achieve goals and outputs obtained as a result from the effort.
Armstrong (2000) emphasizes the need for managers to deal with the
potential of employees and accomplishments while managing performance. To
determine if performance has been achieved, measures have to be developed to
appraise the accomplishments and establish the rate at which it has been
accomplished. Above all, performance should be about the decision and action
taken with available information at any existing situation.
Dulewicz (1989) says that there is an indispensable human inclination to
judge the work of other people as well as one's own work. It can thus be said
that appraisal is both unavoidable and universal. Even without the existence of a
planned appraisal system, one can have a tendency and find it natural to
evaluate the job performance of another easily and subjectively.
Performance appraisal was seen in the industry in early 1800. Randell
(1994) identified its use in Robert Owen's use of "silent monitors" in the cotton
mills of Scotland. The Silent monitors were in terms of blocks of wood with
different colours painted on each visible side and it was hung above each
employee's work station. At the end of the day, the block was turned so that a
particular colour, representing a grade of the employee's performance, could be
seen by everyone. (Weise and Buckley, 1998) Subjective evidence indicates that
this practice had a facilitating influence on subsequent behaviour.
Spriegel(1962) and Weise and Buckley(1998) affirm that by the early 1950s, 61
per cent of organizations regularly used performance appraisals, compared with
only 15 per cent immediately after World War II. DeVries et al. (1981) pointed
out the primary tool to be the trait-rating system, which focused on past actions,
using a standard, numerical scoring system to appraise people on the basis of a
actions, in other word behaviours, taken during the process in attempting to
achieve goals and outputs obtained as a result from the effort.
Armstrong (2000) emphasizes the need for managers to deal with the
potential of employees and accomplishments while managing performance. To
determine if performance has been achieved, measures have to be developed to
appraise the accomplishments and establish the rate at which it has been
accomplished. Above all, performance should be about the decision and action
taken with available information at any existing situation.
Dulewicz (1989) says that there is an indispensable human inclination to
judge the work of other people as well as one's own work. It can thus be said
that appraisal is both unavoidable and universal. Even without the existence of a
planned appraisal system, one can have a tendency and find it natural to
evaluate the job performance of another easily and subjectively.
Performance appraisal was seen in the industry in early 1800. Randell
(1994) identified its use in Robert Owen's use of "silent monitors" in the cotton
mills of Scotland. The Silent monitors were in terms of blocks of wood with
different colours painted on each visible side and it was hung above each
employee's work station. At the end of the day, the block was turned so that a
particular colour, representing a grade of the employee's performance, could be
seen by everyone. (Weise and Buckley, 1998) Subjective evidence indicates that
this practice had a facilitating influence on subsequent behaviour.
Spriegel(1962) and Weise and Buckley(1998) affirm that by the early 1950s, 61
per cent of organizations regularly used performance appraisals, compared with
only 15 per cent immediately after World War II. DeVries et al. (1981) pointed
out the primary tool to be the trait-rating system, which focused on past actions,
using a standard, numerical scoring system to appraise people on the basis of a
22
previously established set of dimensions. The main tool, used under here was
trait rating system.
The concept of Management by Objective (MBO) was first proposed by
Peter Drucker in 1954. Mcgreror then used it in the appraisal process in the year
1957. He suggested that, employees should be appraised on the basis of short-
term goals, rather than traits, which are jointly set by the employee and the
manager. Weise and Buckley (1998) affirm that this method was very
advantageous as it lead to a transformation of a manager's role from being a
judge to a helper. It also showed that employees' productivity ultimately leads to
performance. However, when employees' performance was measured on the
basis of units, then MBO was ineffective. This lead to new development in the
appraisal process and the employees were evaluated on the basis of 'behaviour
based rating'. Smith and Kendall (1963) designed the first tool to focus on
behaviours and it was the Behaviourally Anchored Rating Scales (BARS)
CHARACTERISTICS
Performance appraisal is a process.
It is the systematic examination of the strength and weakness of
employees during the term of his job.
It is a scientific and objective study. Formal procedure is used in the
study.
It is an ongoing and continuous process wherein the evaluations are
arranged periodically according to a definite plan.
The main purpose of performance appraisal is to ensure information
necessary for making objectives and correct decision an employee.
previously established set of dimensions. The main tool, used under here was
trait rating system.
The concept of Management by Objective (MBO) was first proposed by
Peter Drucker in 1954. Mcgreror then used it in the appraisal process in the year
1957. He suggested that, employees should be appraised on the basis of short-
term goals, rather than traits, which are jointly set by the employee and the
manager. Weise and Buckley (1998) affirm that this method was very
advantageous as it lead to a transformation of a manager's role from being a
judge to a helper. It also showed that employees' productivity ultimately leads to
performance. However, when employees' performance was measured on the
basis of units, then MBO was ineffective. This lead to new development in the
appraisal process and the employees were evaluated on the basis of 'behaviour
based rating'. Smith and Kendall (1963) designed the first tool to focus on
behaviours and it was the Behaviourally Anchored Rating Scales (BARS)
CHARACTERISTICS
Performance appraisal is a process.
It is the systematic examination of the strength and weakness of
employees during the term of his job.
It is a scientific and objective study. Formal procedure is used in the
study.
It is an ongoing and continuous process wherein the evaluations are
arranged periodically according to a definite plan.
The main purpose of performance appraisal is to ensure information
necessary for making objectives and correct decision an employee.
23
PROCESS
The process of performance appraisal:
Establishing performance standards
Communicating the standards
Measuring performance
Comparing the actual with the standards
Discussing the appraisal
Talking corrective action
IMPORTANTS OR BENEFITS OF PERFORMANCE
APPRAISAL
A good system of performance of performance appraisal helps the
superior to evaluate the performance of his employees systematically and
periodically. It also helps him to assign that work to individuals for which they
are best suited. Performance rating helps in guiding and correction, superior
may use the result of rating for the purpose of constructively guiding in the
efficient performance of the work. The ability of the staff is recognized and can
be adequately rewarded by giving them special increments. Ratings can be used
to evaluate the effectiveness of training programs. Weaknesses of employees
are revealed by merit rating and the training program can be modified
accordingly.
Performance appraisal can be used as a basis of sound personnel policy in
relation to transfer and promotion. If the performance of an employee is better
than others, he can be recommended for promotion, but if a person is not doing
well on a job, he may he transferred to some other job. Systematic appraisal will
PROCESS
The process of performance appraisal:
Establishing performance standards
Communicating the standards
Measuring performance
Comparing the actual with the standards
Discussing the appraisal
Talking corrective action
IMPORTANTS OR BENEFITS OF PERFORMANCE
APPRAISAL
A good system of performance of performance appraisal helps the
superior to evaluate the performance of his employees systematically and
periodically. It also helps him to assign that work to individuals for which they
are best suited. Performance rating helps in guiding and correction, superior
may use the result of rating for the purpose of constructively guiding in the
efficient performance of the work. The ability of the staff is recognized and can
be adequately rewarded by giving them special increments. Ratings can be used
to evaluate the effectiveness of training programs. Weaknesses of employees
are revealed by merit rating and the training program can be modified
accordingly.
Performance appraisal can be used as a basis of sound personnel policy in
relation to transfer and promotion. If the performance of an employee is better
than others, he can be recommended for promotion, but if a person is not doing
well on a job, he may he transferred to some other job. Systematic appraisal will
24
prevent grievances and develop confident amongst the employees if they are
convinced of the impartial basis of evaluation. The records of merit rating are
available in permanent form to protect the management against subsequent
charges discrimination which might be levelled by the trade union leaders.
Performance appraisal has a beneficial effect on both the persons doing the
appraisal and being appraised. The appraisal brings prominently to the attention
of superiors or executives the importance of knowing their subordinates as a
human resource. The necessity of performance appraisal leads the appraiser to a
thoughtful analysis of people rated and tends to make him more alive with
opportunities and responsibilities in developing the subordinates.
PERFORMANCE APPRAISAL METHODS
Each method of performance appraisal has its strengths and
weaknesses may be suitable for one organization and non-suitable for
another one. As such, there is no single appraisal method accepted and
used by all organizations to measure their employees’ performance. All the
methods of appraisal devised so far have been classified differently by
different authors. Michael R Carrell et. al. have classified all appraisal
methods into as many as six categories: rating scales, comparative
methods, critical incidents, 6ssay, MBO and combination methods. Rock
and Levis” have classified the methods into two broad categories: narrow
interpretation and broad interpretation. Beatty and Schneier have
categorized various methods of appraisal into four groups: comparative
methods, absolute methods, goal setting, and direct indices.
A more widely used classification of appraisal methods into two
categories, they are: traditional methods and modem methods, is given by
prevent grievances and develop confident amongst the employees if they are
convinced of the impartial basis of evaluation. The records of merit rating are
available in permanent form to protect the management against subsequent
charges discrimination which might be levelled by the trade union leaders.
Performance appraisal has a beneficial effect on both the persons doing the
appraisal and being appraised. The appraisal brings prominently to the attention
of superiors or executives the importance of knowing their subordinates as a
human resource. The necessity of performance appraisal leads the appraiser to a
thoughtful analysis of people rated and tends to make him more alive with
opportunities and responsibilities in developing the subordinates.
PERFORMANCE APPRAISAL METHODS
Each method of performance appraisal has its strengths and
weaknesses may be suitable for one organization and non-suitable for
another one. As such, there is no single appraisal method accepted and
used by all organizations to measure their employees’ performance. All the
methods of appraisal devised so far have been classified differently by
different authors. Michael R Carrell et. al. have classified all appraisal
methods into as many as six categories: rating scales, comparative
methods, critical incidents, 6ssay, MBO and combination methods. Rock
and Levis” have classified the methods into two broad categories: narrow
interpretation and broad interpretation. Beatty and Schneier have
categorized various methods of appraisal into four groups: comparative
methods, absolute methods, goal setting, and direct indices.
A more widely used classification of appraisal methods into two
categories, they are: traditional methods and modem methods, is given by
25
Strauss and Sayles”. While traditional methods lay emphasis on the rating
of the individual’s personality traits, such as initiative, dependability, drive
creativity, integrity, intelligence, leadership potential, etc.; the modem
methods, on the other hand, place more emphasis on the evaluation of
work results, i.e., job achievements than the personal traits! Modem
methods tend to be more objective and worthwhile. The various methods
included in each of the two categories are listed in Table below:
Traditional methods Modern methods
1. Ranking
2. Paired Comparison
3. Grading
4. Forced Distribution
1. Management by Objectives
2. Behavioural
3. 360 degree Appraisal
4. Cost accounting
Strauss and Sayles”. While traditional methods lay emphasis on the rating
of the individual’s personality traits, such as initiative, dependability, drive
creativity, integrity, intelligence, leadership potential, etc.; the modem
methods, on the other hand, place more emphasis on the evaluation of
work results, i.e., job achievements than the personal traits! Modem
methods tend to be more objective and worthwhile. The various methods
included in each of the two categories are listed in Table below:
Traditional methods Modern methods
1. Ranking
2. Paired Comparison
3. Grading
4. Forced Distribution
1. Management by Objectives
2. Behavioural
3. 360 degree Appraisal
4. Cost accounting
26
CHAPTER 3
RESEARCH DESIGN AND METHODOLOGY
CHAPTER 3
RESEARCH DESIGN AND METHODOLOGY
27
RESEARCH METHODOLOGY
Research methodology is the way in which research problems are solved
systematically. It is a science of studying how research is conducted
scientifically. The methodology used in the study involves the collection of
primary as well as secondary data.
.
RESEARCH DESIGN
Research Design refers to "framework or plan for a study that guides the
collection and analysis of data".
SAMPLE DESIGN
A sample design is defined as a plan determined before any data are
actually collected for obtaining a sample from a given population. Sample can
be either
probability sample or non-probability sample.
In designing the sample the researcher must specify three things.
Sampling unit
Sample size
Sampling technique
SAMPLING UNIT
The unit Comprises of employees from all departments.
SAMPLE SIZE
The sample size taken for this survey was 50 employees. Employees from
every department were selected according to their availability.
SAMPLING TECHNIQUE USED
RESEARCH METHODOLOGY
Research methodology is the way in which research problems are solved
systematically. It is a science of studying how research is conducted
scientifically. The methodology used in the study involves the collection of
primary as well as secondary data.
.
RESEARCH DESIGN
Research Design refers to "framework or plan for a study that guides the
collection and analysis of data".
SAMPLE DESIGN
A sample design is defined as a plan determined before any data are
actually collected for obtaining a sample from a given population. Sample can
be either
probability sample or non-probability sample.
In designing the sample the researcher must specify three things.
Sampling unit
Sample size
Sampling technique
SAMPLING UNIT
The unit Comprises of employees from all departments.
SAMPLE SIZE
The sample size taken for this survey was 50 employees. Employees from
every department were selected according to their availability.
SAMPLING TECHNIQUE USED
28
When field studies are under undertaken in practical life, consideration of time,
cost and some other factors almost invariably lead to selection of respondents.
The selected respondents constitute a sample and the selection process is called
sampling technique. The method selected for this project is simple random
sampling.
SIMPLE RANDOM SAMPLING
This type of sampling is also known as chance sampling or probability
sampling, where each item in the population has an equal chance of being
selected in the sample.
SOURCE OF DATA
This research study is exclusively based on primary data collected.
PRIMARY DATA
The objective of the study has been accomplished with the help of
primary data collected from 50 employees. The selected samples are met in
persons and the data has been collected with the help of a questionnaire. The
questionnaire used in this survey consists of structured type of questions.
Primary data refer to the data collected from primary sources. The primary data
were obtained by distributing questionnaires among the employees. Also
Interview with employees contributed in the finding of the research.
SECONDARY DATA
Secondary data were collected from official records of the organization,
websites and from other publications. Data which are not originally collected
but rather obtained from a published or unpublished source, are known as
secondary data. The Main Sources are:
Journals and records
When field studies are under undertaken in practical life, consideration of time,
cost and some other factors almost invariably lead to selection of respondents.
The selected respondents constitute a sample and the selection process is called
sampling technique. The method selected for this project is simple random
sampling.
SIMPLE RANDOM SAMPLING
This type of sampling is also known as chance sampling or probability
sampling, where each item in the population has an equal chance of being
selected in the sample.
SOURCE OF DATA
This research study is exclusively based on primary data collected.
PRIMARY DATA
The objective of the study has been accomplished with the help of
primary data collected from 50 employees. The selected samples are met in
persons and the data has been collected with the help of a questionnaire. The
questionnaire used in this survey consists of structured type of questions.
Primary data refer to the data collected from primary sources. The primary data
were obtained by distributing questionnaires among the employees. Also
Interview with employees contributed in the finding of the research.
SECONDARY DATA
Secondary data were collected from official records of the organization,
websites and from other publications. Data which are not originally collected
but rather obtained from a published or unpublished source, are known as
secondary data. The Main Sources are:
Journals and records
29
Magazines
Web sites.
STATISTICAL TOOLS
The secondary tools used for analyzing the collected data are:-
PERCENTAGE METHOD
Percentage is used to compare relative terms and the distribution of two
or more series of data the ease and simplicity of calculating, the general
understanding of its purpose and the universal acceptability of the present static
have made it the most wid ely and standardizing tool in researchers. Since the
percentages reduce meaningful comparison to be made with data.
Percentage analysis formula
Percentage = (Number of Respondents/ Total population of the sample) x 100
TOOLS FOR THE DATA COLLECTION
QUESTIONNAIRE
Structured questionnaire in which the questions were based on the
objective set for the research was used for collecting the information and to
some extend observation also helped the researcher to give some additional
information.
VARIABLES: Sex, age, designation, experience.
INTERVIEW
This method was also adopted for data collection. The interview was mainly
done with Managers so that they will give more details about the kind appraisal
methods they were following in the past and the present.
Magazines
Web sites.
STATISTICAL TOOLS
The secondary tools used for analyzing the collected data are:-
PERCENTAGE METHOD
Percentage is used to compare relative terms and the distribution of two
or more series of data the ease and simplicity of calculating, the general
understanding of its purpose and the universal acceptability of the present static
have made it the most wid ely and standardizing tool in researchers. Since the
percentages reduce meaningful comparison to be made with data.
Percentage analysis formula
Percentage = (Number of Respondents/ Total population of the sample) x 100
TOOLS FOR THE DATA COLLECTION
QUESTIONNAIRE
Structured questionnaire in which the questions were based on the
objective set for the research was used for collecting the information and to
some extend observation also helped the researcher to give some additional
information.
VARIABLES: Sex, age, designation, experience.
INTERVIEW
This method was also adopted for data collection. The interview was mainly
done with Managers so that they will give more details about the kind appraisal
methods they were following in the past and the present.
30
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
31
Table no. 4.1
Table showing whether the employees receive an increment in salary after
performance appraisal
Interpretation
The above data shows that most of the workers agree that they receive an
increment in their wages. 8% of workers disagree because their wages are fixed
up by the organisation. 18% of workers neither agree nor disagree, they stand
neutral. But 12% workers strongly agree that they receive an increment in their
wages after performance appraisal.
Chart no. 4.1
Chart showing whether the employees receive an increment in salary after
performance appraisal
0%
5%
10%
15%
20%
25%
30%
35%
40%
ExcellentVery Good Good Average Poor
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 6 12
Agree 20 40
Neutral 9 18
Disagree 11 22
Strongly Disagree 4 8
Total 50 100
Table no. 4.1
Table showing whether the employees receive an increment in salary after
performance appraisal
Interpretation
The above data shows that most of the workers agree that they receive an
increment in their wages. 8% of workers disagree because their wages are fixed
up by the organisation. 18% of workers neither agree nor disagree, they stand
neutral. But 12% workers strongly agree that they receive an increment in their
wages after performance appraisal.
Chart no. 4.1
Chart showing whether the employees receive an increment in salary after
performance appraisal
0%
5%
10%
15%
20%
25%
30%
35%
40%
ExcellentVery Good Good Average Poor
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 6 12
Agree 20 40
Neutral 9 18
Disagree 11 22
Strongly Disagree 4 8
Total 50 100
32
Table no. 4.2
Table showing whether the performance of employees improve after
performance appraisal
Interpretation
The above data shows that 40% of the respondents agree that performance
appraisal help to improve their performance and 30% of workers strongly agree
that their performance improve after performance appraisal. But 14% workers
strongly disagree that performance appraisal help to improve performance and
6% worker disagree while 10% workers stand neutral.
Chart no. 4.2
Chart showing whether the performance of employees improve after
performance appraisal
0%
5%
10%
15%
20%
25%
30%
35%
40%
Strongly
Agree
Agree NeutralDisagreeStrongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 15 30
Agree 20 40
Neutral 5 10
Disagree 3 6
Strongly Disagree 7 14
Total 50 100
Table no. 4.2
Table showing whether the performance of employees improve after
performance appraisal
Interpretation
The above data shows that 40% of the respondents agree that performance
appraisal help to improve their performance and 30% of workers strongly agree
that their performance improve after performance appraisal. But 14% workers
strongly disagree that performance appraisal help to improve performance and
6% worker disagree while 10% workers stand neutral.
Chart no. 4.2
Chart showing whether the performance of employees improve after
performance appraisal
0%
5%
10%
15%
20%
25%
30%
35%
40%
Strongly
Agree
Agree NeutralDisagreeStrongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 15 30
Agree 20 40
Neutral 5 10
Disagree 3 6
Strongly Disagree 7 14
Total 50 100
33
Table no. 4.3
Table showing whether the performance appraisal helps to change the
behaviour of employees
Interpretation
The above data shows that 56% of the workers agree and 24% workers strongly
agree that there is a change in the behaviour after performance appraisal. But
10% workers disagree and 8% workers strongly disagree with the concept while
2 % stand neutral.
Chart no. 4.3
Chart showing whether the performance appraisal helps to change the
behaviour of employees
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral DisagreeStrongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 12 24
Agree 28 56
Neutral 1 2
Disagree 5 10
Strongly Disagree 4 8
Total 50 100
Table no. 4.3
Table showing whether the performance appraisal helps to change the
behaviour of employees
Interpretation
The above data shows that 56% of the workers agree and 24% workers strongly
agree that there is a change in the behaviour after performance appraisal. But
10% workers disagree and 8% workers strongly disagree with the concept while
2 % stand neutral.
Chart no. 4.3
Chart showing whether the performance appraisal helps to change the
behaviour of employees
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral DisagreeStrongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 12 24
Agree 28 56
Neutral 1 2
Disagree 5 10
Strongly Disagree 4 8
Total 50 100
34
Table no. 4.4
Table showing whether performance appraisal improves, motivates, and
`give job satisfaction
Interpretation
The above data clearly shows that 46% of the workers agree and 24% of te
workers strongly agree that performance appraisal improves, motivates, and
give job satisfaction. While 16% of the workers stand neutral, 8% of the
workers strongly disagree and 6% of the workers disagree with the concept.
Chart no. 4.4
Chart showing whether performance appraisal improves, motivates, and
give job satisfaction
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 12 24
Agree 23 46
Neutral 8 16
Disagree 3 6
Strongly Disagree 4 8
Total 50 100
Table no. 4.4
Table showing whether performance appraisal improves, motivates, and
`give job satisfaction
Interpretation
The above data clearly shows that 46% of the workers agree and 24% of te
workers strongly agree that performance appraisal improves, motivates, and
give job satisfaction. While 16% of the workers stand neutral, 8% of the
workers strongly disagree and 6% of the workers disagree with the concept.
Chart no. 4.4
Chart showing whether performance appraisal improves, motivates, and
give job satisfaction
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 12 24
Agree 23 46
Neutral 8 16
Disagree 3 6
Strongly Disagree 4 8
Total 50 100
35
Table no. 4.5
Table showing performance appraisal system of organisation is related to
what
Interpretation
In the above data we can see that, 36% of the workers think that management
conduct performance appraisal for the motivation of Respondents, while 24% of
the Respondents say that job satisfaction and 22% think that it is retention of
Respondents. But 10% think that it is recruitment system and 8% says that it is
organisational culture.
Chart no. 4.5
Chart showing performance appraisal system of organisation is related to
what
Retention of employees
Recruitment system
Organisational Culture
Motivation
Job Satisfaction
Opinion Number of
Respondents
Percentage
Retention of
Respondents
12 24
Recruitment system 5 10
Organisational Culture 4 8
Motivation 18 36
Job Satisfaction 11 22
Total 50 100
Table no. 4.5
Table showing performance appraisal system of organisation is related to
what
Interpretation
In the above data we can see that, 36% of the workers think that management
conduct performance appraisal for the motivation of Respondents, while 24% of
the Respondents say that job satisfaction and 22% think that it is retention of
Respondents. But 10% think that it is recruitment system and 8% says that it is
organisational culture.
Chart no. 4.5
Chart showing performance appraisal system of organisation is related to
what
Retention of employees
Recruitment system
Organisational Culture
Motivation
Job Satisfaction
Opinion Number of
Respondents
Percentage
Retention of
Respondents
12 24
Recruitment system 5 10
Organisational Culture 4 8
Motivation 18 36
Job Satisfaction 11 22
Total 50 100
36
Table no. 4.6
Table showing feedback after the process of performance appraisal
Interpretation
The above data shows that 34% of the workers got excellent feedback after
performance appraisal. 32% of them got good and 20% of them got very good
feedback regarding their performance. 14% of them got average feedback while
no one got poor feedback.
Chart no. 4.6
Chart showing feedback after the process of performance appraisal
0%
5%
10%
15%
20%
25%
30%
35%
40%
Excellent Very Good Good Average Poor
Percentage
Openion
Opinion Number of
Respondents
Percentage
Excellent 17 34
Very Good 10 20
Good 16 32
Average 7 14
Poor - -
Total 50 100
Table no. 4.6
Table showing feedback after the process of performance appraisal
Interpretation
The above data shows that 34% of the workers got excellent feedback after
performance appraisal. 32% of them got good and 20% of them got very good
feedback regarding their performance. 14% of them got average feedback while
no one got poor feedback.
Chart no. 4.6
Chart showing feedback after the process of performance appraisal
0%
5%
10%
15%
20%
25%
30%
35%
40%
Excellent Very Good Good Average Poor
Percentage
Openion
Opinion Number of
Respondents
Percentage
Excellent 17 34
Very Good 10 20
Good 16 32
Average 7 14
Poor - -
Total 50 100
37
Table 4.7
Table showing whether performance appraisal helps to improve the
efficiency of employees
Interpretation
In the above data we see that 38% of the workers strongly agree and 36% of the
workers agree that performance appraisal helps to improve the efficiency of
Respondents. 10% opposes this concept while 16% stay neutral
Chart no. 4.7
Chart showing whether performance appraisal helps to improve the
efficiency of employees
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Opinion Number of
Respondents
Percentage
Strongly Agree 19 38
Agree 18 36
Neutral 8 16
Disagree 3 6
Strongly Disagree 2 4
Total 50 100
Table 4.7
Table showing whether performance appraisal helps to improve the
efficiency of employees
Interpretation
In the above data we see that 38% of the workers strongly agree and 36% of the
workers agree that performance appraisal helps to improve the efficiency of
Respondents. 10% opposes this concept while 16% stay neutral
Chart no. 4.7
Chart showing whether performance appraisal helps to improve the
efficiency of employees
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Opinion Number of
Respondents
Percentage
Strongly Agree 19 38
Agree 18 36
Neutral 8 16
Disagree 3 6
Strongly Disagree 2 4
Total 50 100
38
Table no. 4.8
Table showing whether promotion, incentives, etc. Is based on performance
appraisal
Interpretation
The above data shows that 56% of the workers strongly agree and 8% of the
workers agree with the concept while 16% of the workers disagree with the
concept and 6% strongly disagree with the concept. But 17% of them stay
neutral.
Chart no. 4.8
Chart showing whether promotion, incentives, etc. Is based on
performance appraisal
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 4 8
Agree 28 56
Neutral 7 14
Disagree 8 16
Strongly Disagree 3 6
Total 50 100
Table no. 4.8
Table showing whether promotion, incentives, etc. Is based on performance
appraisal
Interpretation
The above data shows that 56% of the workers strongly agree and 8% of the
workers agree with the concept while 16% of the workers disagree with the
concept and 6% strongly disagree with the concept. But 17% of them stay
neutral.
Chart no. 4.8
Chart showing whether promotion, incentives, etc. Is based on
performance appraisal
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 4 8
Agree 28 56
Neutral 7 14
Disagree 8 16
Strongly Disagree 3 6
Total 50 100
39
Table no. 4.9
Table showing whether performance appraisal serves as the base of job
satisfaction
Chart no. 4.9
Interpretation
The above table shows that 48% of the workers agree and 14% of the
Respondents strongly agree that performance appraisal serves as the basis of job
satisfaction. 28% of the Respondents stand neutral while 2% of them disagree
and 8% of them strongly disagree with the concept.
Chart showing whether performance appraisal serves as the base of job
satisfaction
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 7 14
Agree 24 48
Neutral 14 28
Disagree 1 2
Strongly Disagree 4 8
Total 50 100
Table no. 4.9
Table showing whether performance appraisal serves as the base of job
satisfaction
Chart no. 4.9
Interpretation
The above table shows that 48% of the workers agree and 14% of the
Respondents strongly agree that performance appraisal serves as the basis of job
satisfaction. 28% of the Respondents stand neutral while 2% of them disagree
and 8% of them strongly disagree with the concept.
Chart showing whether performance appraisal serves as the base of job
satisfaction
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 7 14
Agree 24 48
Neutral 14 28
Disagree 1 2
Strongly Disagree 4 8
Total 50 100
40
Table no. 4.10
Table showing methods of performance appraisal followed by the
organisation
Interpretation
The above data shows that 100% of the workers agree that ranking method is
used for performance appraisal.
Chart no. 4.10
Chart showing methods of performance appraisal followed by the
organisation
Ranking
3600 Appraisal
HR Accounting
Confidential Reporting
Other
Opinion Number of
Respondents
Percentage
Ranking 50 100
360
0
Appraisal - -
HR Accounting - -
Confidential Reporting - -
Other - -
Total 50 100
Table no. 4.10
Table showing methods of performance appraisal followed by the
organisation
Interpretation
The above data shows that 100% of the workers agree that ranking method is
used for performance appraisal.
Chart no. 4.10
Chart showing methods of performance appraisal followed by the
organisation
Ranking
3600 Appraisal
HR Accounting
Confidential Reporting
Other
Opinion Number of
Respondents
Percentage
Ranking 50 100
360
0
Appraisal - -
HR Accounting - -
Confidential Reporting - -
Other - -
Total 50 100
41
Table 4.11
Table showing time interval between two performance appraisals
Interpretation
The above data shows that 100% of the workers agree that there is 6 month
difference between two performance appraisals.
Chart no. 4.11
Chart showing time interval between two performance appraisals
Percentage
1 Month
3 Month
6 Month
1 Year
Opinion Number of
Respondents
Percentage
1 Month - -
3 Month - -
6 Month 50 100
1 Year - -
Total 50 100%
Table 4.11
Table showing time interval between two performance appraisals
Interpretation
The above data shows that 100% of the workers agree that there is 6 month
difference between two performance appraisals.
Chart no. 4.11
Chart showing time interval between two performance appraisals
Percentage
1 Month
3 Month
6 Month
1 Year
Opinion Number of
Respondents
Percentage
1 Month - -
3 Month - -
6 Month 50 100
1 Year - -
Total 50 100%
42
Table no. 4.12
Table showing rating of overall assessment of performance appraisal
Interpretation
The above data shows that 16% percentage of the workers agree that the
performance appraisal in the organisation is outstanding while 4% says that its
poor. 44% says that it is very good and 26% says that it is good while 8% says
that the performance appraisal in the organisation is satisfied.
Chart no. 4.12
Chart showing rating of overall assessment of performance appraisal
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
OutstandingVery Good Good Satisfied Poor
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Outstanding 8 16
Very Good 22 44
Good 14 28
Satisfied 4 8
Poor 2 4
Total 50 100
Table no. 4.12
Table showing rating of overall assessment of performance appraisal
Interpretation
The above data shows that 16% percentage of the workers agree that the
performance appraisal in the organisation is outstanding while 4% says that its
poor. 44% says that it is very good and 26% says that it is good while 8% says
that the performance appraisal in the organisation is satisfied.
Chart no. 4.12
Chart showing rating of overall assessment of performance appraisal
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
OutstandingVery Good Good Satisfied Poor
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Outstanding 8 16
Very Good 22 44
Good 14 28
Satisfied 4 8
Poor 2 4
Total 50 100
43
Table no. 4.13
Table showing how organisation deal with performance which is below
average
Interpretation
The above data shows that 100% of the Respondents say, organisation offer
training programmes for workers who process below average performance.
Chart no. 4.13
Table showing how organisation deal with performance which is below
average
Training
Termination
Job Rotation
Warns
Other
Opinion Number of
Respondents
Percentage
Training 50 100
Termination - -
Job Rotation - -
Warns - -
Other - -
Total 50 100
Table no. 4.13
Table showing how organisation deal with performance which is below
average
Interpretation
The above data shows that 100% of the Respondents say, organisation offer
training programmes for workers who process below average performance.
Chart no. 4.13
Table showing how organisation deal with performance which is below
average
Training
Termination
Job Rotation
Warns
Other
Opinion Number of
Respondents
Percentage
Training 50 100
Termination - -
Job Rotation - -
Warns - -
Other - -
Total 50 100
44
Table no 4.14
Table showing whether compensation linked with performance
Interpretation
The above data shows that 56% of the workers agree and 10% of the workers
strongly agree that compensation is based on performance. 6% of the workers
disagree and 2% of the workers strongly disagree while 26% stand neutral.
Chart no. 4.14
Chart showing whether compensation linked with performance
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 5 10
Agree 28 56
Neutral 13 26
Disagree 1 6
Strongly Disagree 50 2
Total 50 100
Table no 4.14
Table showing whether compensation linked with performance
Interpretation
The above data shows that 56% of the workers agree and 10% of the workers
strongly agree that compensation is based on performance. 6% of the workers
disagree and 2% of the workers strongly disagree while 26% stand neutral.
Chart no. 4.14
Chart showing whether compensation linked with performance
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 5 10
Agree 28 56
Neutral 13 26
Disagree 1 6
Strongly Disagree 50 2
Total 50 100
45
Table no. 4.15
Table showing whether performance appraisal has more impact on employ
performance
Interpretation
The above table shows that 46% of the workers agree and 26% of the workers
strongly agree that performance appraisal has more impact on employ
performance. However 20% stay neutral, 8% disagree and nobody strongly
disagree.
Chart no. 4.15
Chart showing whether performance appraisal has more impact on employ
performance
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 13 26
Agree 23 46
Neutral 10 20
Disagree 4 8
Strongly Disagree - -
Total 50 100
Table no. 4.15
Table showing whether performance appraisal has more impact on employ
performance
Interpretation
The above table shows that 46% of the workers agree and 26% of the workers
strongly agree that performance appraisal has more impact on employ
performance. However 20% stay neutral, 8% disagree and nobody strongly
disagree.
Chart no. 4.15
Chart showing whether performance appraisal has more impact on employ
performance
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 13 26
Agree 23 46
Neutral 10 20
Disagree 4 8
Strongly Disagree - -
Total 50 100
46
Table no. 4.16
Table showing current appraisal system well and does not need any change
Interpretation
The above table shows that 46% of the Respondents agree and 10% of the
Respondents strongly agree with the concept. But 24% disagree and 8%
strongly disagree while 12% stand neutral.
Chart no. 4.16
Chart showing current appraisal system well and does not need any change
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 5 10
Agree 23 46
Neutral 6 12
Disagree 12 24
Strongly Disagree 4 8
Total 50 100
Table no. 4.16
Table showing current appraisal system well and does not need any change
Interpretation
The above table shows that 46% of the Respondents agree and 10% of the
Respondents strongly agree with the concept. But 24% disagree and 8%
strongly disagree while 12% stand neutral.
Chart no. 4.16
Chart showing current appraisal system well and does not need any change
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 5 10
Agree 23 46
Neutral 6 12
Disagree 12 24
Strongly Disagree 4 8
Total 50 100
47
Table no 4.17
Table showing the assessment of employee performance is consistent, fair
and unbiased
Interpretation
The above table shows that 20% of the workers strongly agree and 60% of the
workers agree with the concept. 4% of them disagree while 16% of them stand
neutral.
Chart no. 4.17
Chart showing the assessment of employee performance is consistent, fair
and unbiased
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Opinion Number of
Respondents
Percentage
Strongly Agree 10 20
Agree 30 60
Neutral 8 16
Disagree 2 4
Strongly Disagree - -
Total 50 100%
Table no 4.17
Table showing the assessment of employee performance is consistent, fair
and unbiased
Interpretation
The above table shows that 20% of the workers strongly agree and 60% of the
workers agree with the concept. 4% of them disagree while 16% of them stand
neutral.
Chart no. 4.17
Chart showing the assessment of employee performance is consistent, fair
and unbiased
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Opinion Number of
Respondents
Percentage
Strongly Agree 10 20
Agree 30 60
Neutral 8 16
Disagree 2 4
Strongly Disagree - -
Total 50 100%
48
Table no. 4.18
Table showing leadership and interpersonal skills are developed due to
performance appraisal
Interpretation
The above table shows that 20% of the Respondents strongly agree and 60% of
the workers agree with the concept while 4% of them disagree. No one strongly
agree while 16% of them stand neutral.
Chart no. 4.18
Chart showing leadership and interpersonal skills are developed due to
performance appraisal
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 27 54
Agree 18 36
Neutral 2 4
Disagree 3 6
Strongly Disagree - -
Total 50 100
Table no. 4.18
Table showing leadership and interpersonal skills are developed due to
performance appraisal
Interpretation
The above table shows that 20% of the Respondents strongly agree and 60% of
the workers agree with the concept while 4% of them disagree. No one strongly
agree while 16% of them stand neutral.
Chart no. 4.18
Chart showing leadership and interpersonal skills are developed due to
performance appraisal
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 27 54
Agree 18 36
Neutral 2 4
Disagree 3 6
Strongly Disagree - -
Total 50 100
49
Table no. 4.19
Table showing the appraisal system provide an opportunity for self review
and reflection
Interpretation
The above table shows that 40% of the Respondents strongly agree and 48% of
them agree while 4% of them disagree that the appraisal system provide an
opportunity for self review and reflection. 4% of them disagree with the concept
while 8% stay neutral.
Chart no. 4.19
Chart showing the appraisal system provide an opportunity for self review
and reflection
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 20 40
Agree 24 48
Neutral 4 8
Disagree 2 4
Strongly Disagree - -
Total 50 100
Table no. 4.19
Table showing the appraisal system provide an opportunity for self review
and reflection
Interpretation
The above table shows that 40% of the Respondents strongly agree and 48% of
them agree while 4% of them disagree that the appraisal system provide an
opportunity for self review and reflection. 4% of them disagree with the concept
while 8% stay neutral.
Chart no. 4.19
Chart showing the appraisal system provide an opportunity for self review
and reflection
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Percentage
Opinion
Opinion Number of
Respondents
Percentage
Strongly Agree 20 40
Agree 24 48
Neutral 4 8
Disagree 2 4
Strongly Disagree - -
Total 50 100
50
CHAPTER 5
FINDINGS, SUGGESTION AND CONCLUSION
CHAPTER 5
FINDINGS, SUGGESTION AND CONCLUSION
51
FINDINGS
The workers efficiency is increased after performance appraisal.
Performance appraisal is done for the motivation of employees.
The employees in the organisation receive an increment in salary after
performance appraisal system.
The workers have taken an initiative to improve there performance after
performance appraisal.
Performance appraisal help to improve the behaviour of employees in an
organisation.
Feed back is done after performance appraisal.
The organisation is providing training for the employees whose
performance is below average.
Workers receive compensation based on their performance.
Performance appraisal has great impact on employee performance,
incentives and morale.
Performance appraisal system helps the employees an opportunity for self
review and reflection.
Performance appraisal help to develop leadership and interpersonal skills
among employees.
FINDINGS
The workers efficiency is increased after performance appraisal.
Performance appraisal is done for the motivation of employees.
The employees in the organisation receive an increment in salary after
performance appraisal system.
The workers have taken an initiative to improve there performance after
performance appraisal.
Performance appraisal help to improve the behaviour of employees in an
organisation.
Feed back is done after performance appraisal.
The organisation is providing training for the employees whose
performance is below average.
Workers receive compensation based on their performance.
Performance appraisal has great impact on employee performance,
incentives and morale.
Performance appraisal system helps the employees an opportunity for self
review and reflection.
Performance appraisal help to develop leadership and interpersonal skills
among employees.
52
SUGGESTIONS
Implement more methods of performance appraisal and update the
employees about the type of method used for performance evaluation.
The whole performance appraisal should be kept more transparent and
free from bias in the future.
More opportunities should be provided for expressing their ideas and
plans to implement their level performance.
More training should be offered to the mentally stressed staff which
improve their potential and result in top appraisal points.
Overtime should be taken care of at the time of performance appraisal,
which would motivate the employees to perform better for longer hours.
Suggestion could be obtained from employees regarding framing
performance appraisal system.
Appraisal feedback is very important in any performance appraisal
program, should be carefully communicated by making high performers
increase their target and low performers to build up their confidence.
SUGGESTIONS
Implement more methods of performance appraisal and update the
employees about the type of method used for performance evaluation.
The whole performance appraisal should be kept more transparent and
free from bias in the future.
More opportunities should be provided for expressing their ideas and
plans to implement their level performance.
More training should be offered to the mentally stressed staff which
improve their potential and result in top appraisal points.
Overtime should be taken care of at the time of performance appraisal,
which would motivate the employees to perform better for longer hours.
Suggestion could be obtained from employees regarding framing
performance appraisal system.
Appraisal feedback is very important in any performance appraisal
program, should be carefully communicated by making high performers
increase their target and low performers to build up their confidence.
53
CONCLUSION
The result observed and achieved in this project clearly indicates
that there exists a proper performance appraisal system in the organisation. The
way performance appraisal is conducted will lead to employee’s satisfaction and
will ultimately help the organisation in achieving its goals. People differ in their
abilities and attitudes; there is always a difference between the quality and
quantity for same job done by different people. There for performance
management and performance appraisal is necessary to understand each
employees ability, competencies, and relative merits. The key to success for any
system is proper management of the system and related factor which will lead to
the success of the system. It is found that performance appraisal system
followed by Amphenol FCI, Kochi is good and very much accepted by the
employees.
CONCLUSION
The result observed and achieved in this project clearly indicates
that there exists a proper performance appraisal system in the organisation. The
way performance appraisal is conducted will lead to employee’s satisfaction and
will ultimately help the organisation in achieving its goals. People differ in their
abilities and attitudes; there is always a difference between the quality and
quantity for same job done by different people. There for performance
management and performance appraisal is necessary to understand each
employees ability, competencies, and relative merits. The key to success for any
system is proper management of the system and related factor which will lead to
the success of the system. It is found that performance appraisal system
followed by Amphenol FCI, Kochi is good and very much accepted by the
employees.
54
BIBLOGRAPHY
BIBLOGRAPHY
55
APPENDEX
APPENDEX
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