CHAPTER I ORGANIZATIONAL PROFILE SOUTHERN RAILWAY .

The South Indian Railway was originally created in the British colonial times as Great Southern India Railway Co. founded in Britain in 1853 and registered in 1859. Its original headquarters was in Tiruchirappalli (Trichy) and was registered as a company in London only in 1890. Southern Railway has its headquarters in Chennai and has the following six divisions : Chennai, Madurai, Tiruchirappalli, Salem, Palakkad and Thiruvananthapuram. More than 500 million passengers travel on the network every year. This zone of the Indian Railways differs from the other zones of India in that its revenue is derived from passengers and not from freight.

Southern Railway, in its present form, came into existence on 14th April 1951 through the merger of the three state railways namely Madras and Southern Mahratta Railway, the South Indian Railway, and the Mysore state railway. Southern Railway's present network extends over a large area of India's Southern Peninsula, covering the states of Tamilnadu, Kerala, Pondicherry,and a small portion of Andhra Pradesh. Serving these naturally plentiful and culturally rich southern states, the SR extends from

Mangalore on the west coast and Kanniyakumari in the south to Renigunta in the North West and Gudur in the North East. Headquartered at Chennai, the Southern Railway comprises of the following six divisions. 1. Chennai 2. Madurai 3. Palghat 4. Trivandrum 5. Salem 6. Tiruchirapalli Mission Statement

Protect and safeguard Railway passengers, passengers area and Railway property. Ensure the safety, security and boost the confidence of the traveling public in the Indian Railways.

Vision Statement Indian railways shall provide efficient, affordable, customer focused and environmentally sustainable integrated transportation solutions. If shall be a vehicle of inclusive growth, connecting regions, communities, ports and centers of industry, commerce, tourism and pilgrimage across the country. The reach and access of its services will be continuously expanded and improved by its integrated team of committed, empowered and satisfied employees and by use of cutting-edge technology.

MADURAI DIVISION

History of Madurai Division History of division dates back to 1 September, 1875 when 154 kms of Railway track was laid between Trichchirappalli and Madurai. The line was further extended up to Tuticorin in 1876. From 1876 onwards, the Rail network was gradually extended to Rameshwaram, Sengottai, Kollam, and Erode etc. Madurai Division of southern railway is largest division in southern railway with 1355.78 route kms. Its commenced its operations from 16 May, 1956 as full fledged division. ORGANIZATION STRUCTURE:

SPECIFIC ITEMS FOR SOUTHERN RAILWAY IN RAILWAY BUDGET 2012-13 Surveys and feasibility studies for developing coaching terminals at Nemam and Kottayam in Kerala.

Pre-feasibility study for development of Roypuram station in Tamil Nadu for which many representations have been received.

Extension of MRTS from Velachery to St. Thomas Mount in Chennai to be commissioned in 2013.

Setting up of 72 MW capacity windmill plants in the wind rich areas of Andhra Pradesh, Karnataka, Kerala, Tamil Nadu and West Bengal.

Keeping in view the increased requirement of passenger coaches, a rail coach factory at Palakkad with the support of Government of Keralais proposed to be set up.

Setting up of new Rail Neer Plants at Palur in Tamilnadu.

In Chennai area, it is proposed to run 18 additional services on Chennai BeachTambaram, Chennai Beach-Chengalpattu,Chennai Beach-Avadi,Chennai Beach Tiruttani,Chennai Beach Gummidipundi/Sullurupetta and Chennai Beach Velachery sections.

ORGANIZATION CHART

MADURAI JUNCTION RAILWAY STATION Madurai Railway Junction is one of the Major Railway Junction in South India and the Head Quarters of Madurai railway division. It is well connected with all Major cities in India. Madurai division is the second largest by revenue in Southern Railway. It is one of the A1 graded stations in the Southern Railway. (The railway stations which generate earning of Rs.50Cr P/A will get A1 Grade). Madurai has two terminals Koodal Nagar Railway Station (Goods Handling) Madurai Railway Junction (Passenger Handling)

Koodal Nagar Railway Station Koodal Nagar Railway station is mainly used for Madurai Junction's Goods handling purpose. It has Rail sideware house and CONCOR for goods handling. A separate goods train going to Tuglakabad (TKD) from Koodalnagar (KON).

TRAINS ORIGINATING FROM MADURAI JUNCTION:

Sl. No. 1

DESTINATION Chennai Egmore

TRAIN NAME Pandian Express,vaigai Express, Koodal Nagar Express, Mahal Super Fast Express Bi-Weekly

2 3 4 5 6 7 8

Chennai Central Hazrat Nizamudin LokmanyaTilakTerminus Tirupati Dehradun/Chandigarh Okha Rameswaram, Villupuram, Kollam Dindigul,

Chennai Central-Madurai AC Duronto Express Tamil Nadu Sampark Kranti Express LTT-Madurai Kurla Express Tirupati-Madurai Bi-weekly Express Madurai-Dehradun/Chandigarh Bi-Weekly Express Vivek Express

Sengottai, Passenger

Madurai Divisional Office The divisional office located at Madurai. The divisional office spread over 11 Districts of Tamil Nadu and 1 district of Kerala Districts of Trichchirappalli, Pudukkottai, Sivagangai, Coimbatore, Madurai, Virudhunagar, Ramanathapuram, Tirunelveli, Tuticorin, Dindigul, Karur and Teni in Tamil Nadu state Kollam district of Kerala State

DEPARTMENTS IN MADURAI DIVISIONAL OFFICE

1) Accounts Department The Accounts department is headed by Financial Advisor and Chief Accounts Officer (FA&CAO). The Accounts Department is mainly responsible for Keeping the accounts, Internal check of transactions affecting the receipt and expenditure, Tendering, as part of its important functions, advice to the administration whenever required or necessary in all matters involving Railway finance, Compilation of budgets in consultation with other departments and monitoring the budgetary control, assisting inventory management,.

2) Electrical department Electrical department looks after the planning , operation & maintenance of the all Electrical assets of Southern Railway, various assets include Locomotives , Electrical Multiple Unit, Traction & distribution, Train lighting, air conditioning and general electrical services. Nominated maintenance schedules are given to all the electrical assets at various maintenance depots and workshop 3) Engineering department The Civil Engineering Department is responsible for the construction and maintenance of all civil engineering assets, viz. all buildings including station buildings, residential quarters, hospitals, sheds, workshop structures, goods sheds etc., water supply and sanitary installations, Railway tracks, Sidings and all allied structures, Bridges including Road over bridges and Road under bridges. The maintenance wing (Open line) of Civil Engineering Organization is headed by the Principal Chief Engineer 4) Vigilance Organization Southern Railway's Vigilance department is headed by the Senior Deputy General Manager (SDGM), who is the Chief Vigilance Officer (CVO) for Southern Railway. The department assists the organization in curbing corruption by way of carrying out regular checks and investigation into the complaints received from public or from its own employees. Complaints on corruption are investigated, after verifying the genuineness of the complainant.

5) Personnel department The Personnel department is headed by Chief Personnel Officer (CPO).The major areas of concern of Personnel Department are Human Resource Development and Staff welfare. 6) Public Relations Public Relations department of Southern Railway acts as a communicator between the organization and public through Press & Media.PR department briefs the Print and Electronic Media from time to time on matters of public interest about developmental, objective, informative and operational activities through press releases, press conferences, conducted tours, and meetings with the members of the press. The tender notices & other work related advertisements are routed through the PR Department. It also advertises via display advertisements/notifications in newspapers on social awareness 7) Medical Department The Medical Department of Southern Railway provides comprehensive health care to its employees both serving and retired and their families. Department provide a medical relief during Railway Accidents. Monitoring the quality of drinking water in Railway Stations and Railway Colonies. Surface sanitation at certain Railway Colonies and at some nominated Railway Stations. Emergency Medical assistance to Railway passengers who take ill during their journey 8) Mechanical department Southern Railway operates Diesel/Electric locos, coaches and wagons on the broad gauge and Meter gauge. These assets are being maintained in good fettle by the Mechanical branch to provide safe and reliable transportation of passengers and Goods. The major activities of Mechanical Department are Periodical over Hauling (POH), Intermediate Over Hauling (IOH) of Coaches, Wagons, Diesel Locomotives, Steam locomotives and Other Rolling stocks in the workshops. Primary Maintenance of Passenger rakes, Goods rakes and other specified departmental Trains in the divisions. Manufacture of Wagons, Rehabilitation of coaches, Elastic Rail clips, Bio-Diesel in the shops. Schedule maintenance of Diesel Locomotives, & Steam locomotives in the Diesel Sheds, Imparting Training to the staff at 10 Basic Training Centre (BTC) situated all over Southern Railway. Heritage and ISO certification process

9) Operating Department The operating department is concerned with the running of both passengers and goods trains and is headed by Chief Operations Manager (COM).The department also arranges multi modal traffic in regular coordination with Container Corporation of India. This includes both traffic for export and traffic for domestic use. The passenger traffic has seen a constant increase over the years, due to increase in population as well as due to increased requirement to travel due to economic development. The freight traffic has also increased simultaneously. The Operating Department has to examine these increasing requirements and has to organize for satisfying the same. This also involves planning for infrastructural development and as such the Operating Department also plays a pivotal role in planning.

10) Stores Department The Stores Department is performing the function of Materials Management to achieve the objective of procuring goods of right quality in right quantity at right time form right vendor at right price. In addition Stores Department is also handling various other activities pertaining to supply chain management and disposal of scrap which are Warehousing of Materials, Distribution of Materials to consignees, Inventory Management, Fabrication and Distribution of Uniforms, Printing of Tickets, Money Value Books and Forms etc, Disposal of Scrap.

11) Safety Department Safety department is multi-disciplinary safety outfit .Safety department mostly acts as a catalyst and each executive department Responsible for running trains must own the task of monitoring safety.

12) The Signal and Telecommunication Department Signaling is vital to Railway Safety .To cope with the rising traffic density and to meet with better safety standards. Northern Railway is steadily modernizing its signaling systems. Route Relay Interlocking, Panel Interlocking, Color Light and Automatic Block Signaling have been introduced on many routes. Safety aids like Track Circuiting and interlocking of level crossing gates and provision of telephones at manned level crossings had been increasingly adopted to further enhance safety in train operation

13) Commercial Department The Commercial Department is responsible for the marketing & sale of the transportation provided by a railway, for creating and developing traffic, for securing and maintaining friendly relations with the travelling and trading public and for cultivating good public relations generally. The fixing of rates, fares and other charges and the correct collection, accountal and remittance of traffic receipts are also among its functions. The Chief Commercial Manager, as Head of the Commercial Department, is responsible to the General Manager for the efficient working of the Commercial Department. He is assisted by officers in different grades at the Head Quarter Office and in the Divisions including Area Officers where provided.

INTRODUCTION The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resources management.

As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of the Second World War - not more than 60 years ago. Meaning: Once the employee has been selected, trained and motivate he is than appraised for his performance. Performance appraisal is the step where the management finds out how effective it has been at hiring and placing employees. If any problems are identified, steps are taken to communicate with the employee and to remedy them. A performance appraisal is a process of evaluating an employees performance of a job in terms of its requirements. Definition Performance appraisal may be defined as any procedure that involves: i) ii) iii) Setting work standards Assessing the employees actual performance relative to these standards Providing feedback to the employee with the aim of motivating that person to eliminate his deficiencies and or continue to perform better. Performance appraisal contains three steps i) ii) iii) Define the jobs. Appraise performance. Provide feedback to the employee.

According to Roland Benjamin, a Performance appraisal determines who shall receive merit increases counsels employees on their improvement determines training needs determines promo ability indentifies those who should be transferred. ,moreover, it improves employee job performance encourages employees to express their views or to seek clarification o job duties broadens their outlook, capacity and potential promotes a more effective utilization of manpower and improves placement facilitates selection, reward and promotion of the best qualified employee prevents grievances and increases the analytical abilities of supervisors. According to Levinson has given three functions of Performance appraisal i) It seeks to provide an adequate feedback to each individual for his or her performance . ii) It purports to serve as a basis for improving or changing behavior toward some more effective working habits. iii) It aims at providing data to managers with which they may judge future job assignments and compensations. He stresses the fact that the exiting systems of Performance appraisal do not serve any of these functions effectively but focus on outcome of behavior. According to cummings, the overall objective of Performance appraisal is to improve the efficiency of an enterprise by attempting to mobilize the best possible efforts from

individuals employed in it. Such appraisal achieve four objectives including the salary reviews the development and training of individuals, planning job rotation and assistance promotions. On the basis of merit rating or appraisal procedures of various companies in India, the main objectives of employee Performance appraisal are: i) To enable an organization to maintain an inventory of the number and quality of all managers and to identify and meet their training needs and aspirations. ii) To determine increments rewards, and provide a reliable index for promotions and transfers to positions of greater responsibility.

iii)

To maintain individual and group development by informing the employee of his performance standards by giving feedback.

iv)

To suggest ways of improving the employees performance when he is not found to be up to the mark during the review period.

v)

To indentify training and development needs of the employees and to evaluate effectiveness of training and development programmes.

vi)

To plan career development, human resources planning based on potentialities.

Performance appraisal is the process of evaluating the performance and qualification of the employees in terms of the administration including for promotion, providing financial rewards and other placement, selection actions which require differential treatment among the members of a group as distinguished from actions affecting all members equally. ModernAppraisal Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semiannual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development. Performance appraisal is the procuring, analyzing and documenting of facts and information about an employee's net worth to the organization. It aims at measuring and constantly improving the employee's present performance and tapping on the future potential. 1.To provide adequate feedback to staff members on their performance 2. To serve as an opportunity to communicate face-to-face modifications or changes to existing performance objectives 3. To provide data to administrators so they can evaluate a staff member and judge future job assignments and compensation

CHAPTER II OBJECTIVES OF THE STUDY 1. To study the performance appraisal system. 2. To understand and evaluate performance appraisal mechanism in operation. 3. To evaluate the effectiveness and satisfaction level of the employees towards the performance appraisal system in southern railway. SCOPE OF THE STUDY 1. This study helps to encourage the employee and executives relationships. 2. This analysis helps to predict the grade c employee salary, incentives, and awards etc. 3. This study mainly helps to develop the employees to make effective supervisors in future. And the Superior uses them as a base for coaching and counseling the individual. 4. The study of the performance appraisal provide employees with a better understanding of their role and responsibilities, increase confidence through recognizing strengths while identifying training needs to improve weaknesses; improve working relationships and communication between supervisors and subordinates and increase commitment to organizational goals .

NEED FOR THE STUDY

1. To measure the grade c employee performance and take decision to increases the organization output. 2. 3. To find out the southern railways employee performance appraisal. It plays a major role in the process of communication between the superior and the subordinate.

LIMITATION: 1. Sample size selected for this study is 50, which are proportionally less than the population of employees working in the southern railways madurai division. 2. As the time was limiting factor the survey was conducted at the convenient places of the researcher. 3. Through the respondents are clear about the answers they may not be in a position to explain in the manner related to this study. 4. Moreover the survey was conducted in and around the certain limits of railways Madurai division and thus cant be generalized. CHAPTER III LITERATURE REVIEW The amount of research regarding the topic Performance Appraisal is so vast. The topic is literally not new; it is as old as the formation of the organizations. Before the early 1980s, majority of theoretical studies emphasized on revamping the rating system within the organization. The actions were a great thing to reduce the chaotic of employees performance appraisal (Feldman, 1981). With the passage of the time the methods and rating system among the employees got enhanced and received an immense appreciation and attentions of the managers. Behavioral Observation Scale (BOS) is one of the best techniques utilized by the managers to arte the employees. The dilemma was on the peak in the 1960s and 1970s. In the same period couple of new innovated rating scales were introduced, which was Behaviorally Anchored Rating Scale (BARS) and the Mixed Standard Scale (MSS). The innovations were dominant one which condensed the errors and improved the observation skills from the performance appraisal practice. According to the research of Arvey and Murphy (1998), there were hundreds of thousands of researches had been taken place between the periods of 1950 to 1980, which merely focused on the different types of rating scales. Landy and Farr (1980) reviewed and researched the methods of performance appraisal in totally a different manner, in

which they understand the rater and process in an organizational context. Other Performance appraisal reports include the rater characteristics in their report like race, gender and likeability. After the year 1980 the biasness among the performance appraisal system occurred outrageously and appraisal had been granted on the favoritism or race and gender basis rather examined the knowledge, skills and style of the work of the employee. The accuracy criteria among the performance appraisal system clutched its grip in the start of the 1980s, where the researches were emphasized on common psychometric biases which include the diversified rating errors like leniency, central tendency and halo, which were termed as rating errors in the appraisal method. It has been observed that the bias free appraisals were inevitably true or more precisely we can say more accurate, but the concept was totally refused by the research of Hulin in 1982. According to them the biasfree appraisals were not necessarily accurate (Murphy & Balzer, 1989). Researches which had been done in the year 1980 were found the most dominating one which contributed the appraisal system in a great deal. The researches of the1980 also helped out to clarify some presumed assumptions regarding the performance appraisal, just like the work of Murphy (1982). Research has included the measure of employee attitudes towards the system of performance appraisal and its acceptance (Roberts, 1990). Bernardian and Beatty (1984), suggested in their research that behavioral and attitudinal kinds of measure ultimately prove to be better anticipator as compared with the traditional psychometric variables, which we have declared earlier as well, like leniency, halo and discriminability. A Performance Appraisal system is totally ineffective in practice due to the dearth of approval from the end users (Roberts, 1990). According to a number of researchers, the enhanced and upgraded performance appraisal procedure and method will enhance the satisfaction level of the employees and definitely will improve the process of goal setting within the organization.

RESEARCH METHODOLOGY SOURCES OF DATA The sources for collecting the data are from both Primary Data The Primary data are those which are fresh and collected by the questionnaire and for the first time, and thus happen to be original in character. Secondary Data The Secondary data are those which have already been collected by someone else and which have already been passed through the statistical process in the company. For this research, the secondary data collected from the hand book of railway, journals, websites, and confidential report in railway. Population According to the project the Population is finite so I select the simple random sample. population was selected only employees from the southern railways Madurai division. Sample size The sample size is 50 was taken based on the project and time constrain. Questionnaire Type The questionnaire comprises of open ended questions and closed ended questions. Likert scale Dichotomous question Primary data Secondary data

Research Design: A research design is the determination and statement of the general research approach or strategy adopted for the particular project. The research design used in this report is descriptive in nature. Descriptive Research Design Descriptive research describes the present state of affairs, as it is exits without having any control over the variables. The researcher can only report what has happened or what is happening Sampling Techniques: Convenient sample technique was selected for this project Convenient sample Convenient sample means the researcher select the sample according to the researcher convenient . Statistical Tools: The tools used in this project are, 1. Percentage analysis 2. Weighted average.

CHAPTER IV

DATA ANALYSIS AND INTERPRETATION

TABLE NO: 4.1.1

TABLE SHOWING THE AGE OF THE RESPONDENTS

SL.NO

AGE

NO OF RESPONDENTS

PERCENTAGE

1 2 3 4 5

20-30 30-40 40-50 Above50 Total

2 11 14 3 30

7 36 47 10 100

INFERENCE:

From the above table, 47 percentage of respondents are having the age limit of 40-50 years, 36 percentage of respondents are having the age limit of 30-40 years, 10 percentage of respondents are above 50 years and 7 percentage of the respondents are having the age between 20-30 years And conclude that most of the employees in the southern railway has age limit of 40-50 years.

CHART NO: 4.1.1

CHART SHOWING THE AGE OF THE RESPONDENTS

AGE OF THE RESPONDENT

50 45 40 35 30 25 20 15 10 5 0 47 36

PERCENTAGE

7 20-30 30-40 40-50

10 Above50

AGE

TABLE NO: 4.1.2

TABLE SHOWING THE GENDER OF THE RESPONDENTS

SL.NO

GENDER

NO OF RESPONDENTS

PERCENTAGE

1 2

Male Female

18 12

60 40

Total

30

100

SOURECES: Primary Data

INFERENCE:

From the above table it is clear that 60 percentages of respondents are male employees and 40 percentages of respondents are female employees and conclude most of the employees are male in southern railway Madurai division.

CHART NO: 4.1.2

CHART SHOWING THE GENDER OF THE RESPONDENT

GENDER OF THE RESPONDENTS

70 60

PERCENTAGE

50 40 30 20 10 0

60

40

MALE

FEMALE

GENDER

TABLE NO: 4.1.3

TABLE

SHOWING

THE

EDUCATIONAL

QULIFICATION

OF

THE

RESPONDENTS

EDUCATION SL.NO 1 2 3 4 5 6 QULIFACTION SSLC HSC PG UG Other Total

NO OF RESPONDENTS 0 2 12 15 1 50 PERCENTAGE 0 7 40 50 3 100

SOURCES: Primary Data

INFERENCE:

From the above table, it is clear there is no employees has SSLC educational qualification, 7 percentage of respondents has educational qualification of HSC, 40 percentage of respondents has post graduated qualification, 50 percentage of respondents has under graduated qualification and conclude that most of the employees are under graduated persons in southern railways Madurai division.

CHART NO: 4.1.3

CHART

SHOWING

THE

EDUCATIONAL

QULIFICATION

OF

THE

RESPONDENTS

EDUCATION QUALIFICATION OF THE RESPONDENTS

60 50 50

PERCENTAGE

40 40 30 20 10 7 0 SSLC HSC PG UG 3 OTHER

EDUCATION QUALIFACTION

TABLE NO: 4.1.4

TABLE SHOWING THE EXPERIENCE OF THE RESPONDENTS

NO OF SL.NO 1 2 3 4 * EXPERIENCE 0-2 2-5 5-10 More than 10 Total RESPONDENTS 0 0 10 20 30 PERCENTAGE 0 0 33 67 100

SOURCES: Primary Data

INFERENCE: From the above table, its clear that 33 percentages of respondents are experienced between five to ten years and 67 percentages of the respondents are experienced more than ten years and conclude that most of the employees are having the experience of more than ten years in southern railway.

CHART NO: 4.1.4

CHART SHOWING THE EXPERIENCE OF THE RESPONDENTS

EXPERIENCES OF THE RESPONDENTS

80 70 60 67

PERCENTAGE

50 40 30 20 10 0 0-2 2-5years 5-10years More than 10 0 33

PARTICULARS

TABLE NO: 4.1.5

TABLE SHOWING THE MONTHLY INCOME OF THE RESPONDENTS

NO OF SL.NO 1 2 3 4 5 INCOME 20000-30000 30000-40000 40000-50000 Above 50000 Total RESPONDENTS 4 21 5 0 30 PERCENTAGE 13 70 17 0 100

SOURCES: Primary Data

INFERENCE:

From the above table, 13 percentages of respondents were employed with the pay scale band between 20000 30000 Rs, 70 percentages of respondents were employed with the pay scale band between 30000-40000 Rs and 17 percentages of respondents having the pay scale band between 40000 50000 Rs and there was no employees have not received the pay scale of above 50000 Rs in southern railways.

CHART NO: 4.1.5

CHART SHOWING THE MONTHLY INCOME OF THE RESPONDENTS

80 70 60

INCOME OF RESPONDTENTS

PERCENTAGE

50 40 70 30 20 10 0 20000-30000 30000-40000 40000-50000 13 17 0 ABOVE 50000

INCOME OF THE RESPONDENTS

TABLE NO: 4.1.6

TABLE SHOWING THE PERFORMANCE APPRAISAL IS VERY IMPORTANT TO IMPROVE ONCE PERFORMANCE

NO OF SL.NO 1 2 3 4 5 6 PARTICULAR Strongly agree Agree Moderate Strongly disagree Disagree Total RESPONDENT 18 12 30 PERCENTAGE 60 40 100

SOURCES: Primary Data

INFERENCE: From the above table, 60 percentages of the respondents strongly agreed that performance appraisal is important one to improve once performance, 40 percentages of respondents rated the agree level about the performance appraisal which is important to improve the performance of the individuals and conclude that most of the he employees were strongly agreed that performance appraisal is important one to improve the performance of the individuals.

CHART NO: 4.1.6

CHART SHOWING THE PERFORMANCE APPRAISAL IS VERY IMPORTANT TO IMPROVE ONCE PERFORMANCE

PERFORMANCE APPRAISAL IS VERY IMPORTANT TO IMPROVE ONCE PERFORMANCE

70 60

PERCENTAGE

50 40 30 20 10 0 Strongly agree Agree 0 Moderate 0 Strongly disagree 0 disagree 60 40

PARTICULAR

TABLE NO: 4.1.7

TABLE SHOWING THE PERFORMANCE APPRAISAL SYSTEM PROVIDES ADEQUATE FEEDBACK

SL.NO

PARTICULAR

NO OF RESPONDENT

PERCENTAGE

1 2 3 4 5 6

Strongly agree Agree Moderate Strongly disagree Disagree Total

19 8 0 3 0 30

63 27 0 10 0 100

SOURCES: Primary Data

INFERENCE:

From the above table, 63 percentages of the respondents are strongly agreed that performance appraisal provides adequate feedback, 27 percentages of respondents are rated the agree level that performance give the sufficient feedback,10 percentages of respondents are felt disagree level that performance appraisal provide adequate feedback and concluded that most of the employees agreed that performance appraisal provides adequate feedback.

CHART NO: 4.1.7 CHART SHOWING THE PERFORMANCE APPRAISAL SYSTEM PROVIDES ADEQUATE FEEDBACK

70 60

PERFORMANCE APPRAISAL SYSTEM PROVIDES ADEQUATE FEEDBACK

PERCENTAGE

50 40 30 20 10 0 Strongly agree Agree 27 10 0 Moderate Strongly disagree 0 disagree 63

PARTICULARS

TABLE NO: 4.1.8

TABLE

SHOWING

THE

PERFORMANCE

APPRAISAL

MOTIVATES

EMPLOYEES TO PERFORM BETTER

SL.NO

PARTICULAR

NO OF RESPONDENT

PERCENTAGE

1 2 3 4 5 6

Strongly agree Agree Moderate Strongly Disagree Disagree Total

13 12 3 2 0 30

43 40 10 7 0 100

SOURCES: Primary Data

INFERENCE:

From the above table, 50% of the respondent are rated strongly agree that performance appraisal motivates employees to perform better in the organization, 43 percentages of respondents are agreed the performance appraisal is one of the major factor to perform better, 7 percentages of respondents not accepted that performance appraisal is motivating factor to perform better and conclude most of the employees were strongly agreed that performance appraisal is best motivating factor to perform better in the organization.

CHART NO: 4.1.8

CHART SHOWING THE PERFORMANCE APPRAISAL MOTIVATE EMPLOYEES TO PERFORM BETTER

50 45 40 35

PERFORMANCE APPRAISAL MOTIVATES EMPLOYEES TO PERFORM BETTER

PERCENTAGE

30 25 20 15 10 5 0 Strongly agree Agree Moderate Strongly disagree 10 7 0 disagree 43 40

PARTICULARS

TABLE NO: 4.1.9

TABLE SHOWING THE PERFORMANCE APPRAISAL HELPS TO INTEGRATE INDIVIDUAL AND ORGANIZATIONAL GOALS

NO OF SL.NO 1 2 3 4 5 6 PARTICULAR Strongly Agree Agree Moderate Strongly Disagree Disagree Total RESPONDENTS 15 10 3 0 2 30 PERCENTAGE 50 33 10 0 7 100

SOURCES: Primary Data

INFERENCE:

From the above table, 50% of the respondents are strongly agree that the performance appraisal helps to integrate individual and organizational goals,33 percentages of respondents rated agree level about integration of individuals and organization goal with the performance appraisal system and 10 percentages of respondents agreed with moderate level for the integration of the organization by the performance appraisal system, 7 percentages of respondents rated disagree level and conclude that most of the employees were strongly agreed that performance appraisal system will help to integrate the organization and individuals in southern railway.

CHART NO: 4.1.9 CHART SHOWING THE PERFORMANCE APPRAISAL HELPS TO INTEGRATE INDIVIDUAL AND ORGANIZATIONAL GOALS

PERFORMANCE APPRAISAL HELPS TO INTEGRATE INDIVIDUAL AND ORGANIZATIONAL GOALS PERCENTAGE

60 50 40 30 20 10 0

50 33 10 Strongly agree Agree Moderate 0 Strongly disagree 7 disagree

PARTICULARS

TABLE NO: 4.1.10

TABLE SHOWING PERSONAL RELATIONSHIP LIKES AND DISLIKES ETC, INFLUENCE PERFORMANCE APPRAISAL RATINGS

SL.NO

PARTICULAR

NO OF RESPONDENT

PERCENTAGE

1 2 3 4 5 6

Strongly agree Agree Moderate Strongly disagree Disagree Total

11 13 2 2 2 30

37 43 7 7 7 100

SOURCES: Primary Data

INFERENCE:

From the above table, 43 percentages of the respondents are rated strongly agree level that the personal relationship influence the performance appraisal ratings,37 percentages of respondents accept that personal relationship factor will increase the performance appraisal ratings , 13 percentages of respondents rated the disagree level , 7% are respondents were rated both moderate, strongly disagree and disagree level that personal relationship influence the performance appraisal ratings and conclude that most of the employees are strongly agreed that the personal relationship influence the performance appraisal ratings in southern railway.

CHART NO: 4.1.10

CHART SHOWING THE PERSONAL RELATIONSHIP LIKES AND DISLIKES ETC, INFLUENCE PERFORMANCE APPRAISAL RATINGS

50 45 40 35 30 25 20 15 10 5 0

PERSONAL RELATIONSHIP LIKES AND DISLIKES ETC, INFLUENCE PERFORMANCE APPRAISAL RATINGS

PERCENTAGE

37

43

7 Strongly agree Agree Moderate

7 Strongly disagree

7 disagree

PARTICULARS

TABLE NO: 4.1.11

TABLE SHOWING THE PERFORMANCE APPRAISAL HELPS TO WIN COOPERATION AND TEAM WORK

SL.NO

PARTICULAR

NO OF RESPONDENT

PERCENTAGE

1 2 3 4 5 6

Strongly agree Agree Moderate Strongly disagree Disagree Total

14 8 4 2 2 30

47 26 13 7 7 100

SOURCES: Primary Data

INFERENCE:

From the above table, 47 percentages of the respondents agreed performance appraisal assist to win co-operation and team work,33 percentages of respondents are rated strongly agree, 13 percentages of respondents are rated disagree level and 7 percentages of respondents are strongly disagreed that performance appraisal helps to win co operation and team work and conclude that most of the employees in southern railway were strongly agreed that the performance appraisal assist to win co-operation and team work.

CHART NO: 4.1.11 CHART SHOWING THE PERFORMANCE APPRAISAL HELPS TO WIN CO-OPERATION AND TEAM WORK

PERFORMANCE APPRAISAL HELPS TO WIN COOPERATION AND TEAM WORK

50 45

47

PERCENTAGE

40 35 30 25 20 15 10 5 0

26 13 7 7

Strongly agree

Agree

Moderate Strongly disagree PARTICULARS

disagree

TABLE NO: 4.1.12

TABLE SHOWING THE EVALUATION OF TEAM PERFORMANCE SHOULD BE INCLUDED IN PERFORMANCE APPRAISAL

SL.NO

PARTICULAR

NO OF RESPONDENT

PERCENTAGE

1 2 3 4 5 6

Strongly agree Agree Moderate Strongly disagree Disagree Total

3 0 0 16 11 30

10 0 0 53 37 100

SOURCES: Primary Data

INFERENCE:

From the above table, 53% of the respondent are rated strongly disagree level to include the evaluation of team performance factor in performance appraisal system, 37 percentages of respondents are gave disagree level to add the factor of team work evaluation in performance appraisal system, 10 percentages of respondents are rated strongly agree level and conclude that most of the employess are not accepted and also not interested to include the evaluation of team work factor in performance appraisal system in southern railways.

CHART NO: 4.1.12 CHART SHOWING THE EVALUATION OF TEAM PERFORMANCE SHOULD BE INCLUDED IN PERFORMANCE APPRAISAL

EVALUATION OF TEAM PERFORMANCE SHOULD BE INCLUDED IN PERFORMANCE APPRAISAL

60

53 37

PERCENTAGE

50 40 30 20 10 0

10 0 Strongly agree Agree 0 Moderate Strongly disagree disagree

PARTICULARS

TABLE NO: 4.1.13

TABLE

SHOWING

THE

PEERS,

CUSTOMERS, SHOULD

SUB-ORDINATES BE

OTHER IN

DEPARTMENTAL

REPRESENTATIVES

INCLUDED

PERFORMANCE APPRAISAL PROCESS

SL.NO

PARTICULAR

NO OF RESPONDENT

PERCENTAGE

1 2 3 4 5 6

Strongly agree Agree Moderate Strongly disagree Disagree Total

4 4 0 20 2 30

13 13 0 67 7 100

SOURCES: Primary Data

INFERENCE:

From the above table, 67 percentages of the respondents are rated disagree level that peers, customers, sub-ordinates persons to be included in performance appraisal process, 13 percentages of respondents are agreed both agree and strongly agree level, 7% are rated disagree level and conclude most of the employees are rated disagree level to include peers, customers, sub-ordinates in performance appraisals process in southern railway.

CHART NO: 4.1.13 CHART SHOWING THE PEERS, CUSTOMERS, SHOULD SUB-ORDINATES BE OTHER IN

DEPARTMENTAL

REPRESENTATIVES

INCLUDED

PERFORMANCE APPRAISAL PROCESS

THE PEERS, CUSTOMERS, SUB-ORDINATES OTHER DEPARTMENTAL REPRESENTATIVES SHOULD BE INCLUDED IN PERFORMANCE APPRAISAL PROCESS
80 70 60

67

PERCENTAGE

50 40 30 20 10 0

PERCENTAGE

13

13 7 0

Strongly agree

Agree

Moderate

Strongly disagree

disagree

PARTICULARS

TABLE NO: 4.1.14

TABLE SHOWING THE PERFORMANCE APPRAISAL HELPS TO IDENTIFY STRENGTH AND WEAKNESS OF THE EMPLOYEE

SL.NO

PARTICULAR

NO OF RESPONDENT

PERCENTAGE

1 2 3 4 5 6

Strongly agree Agree Moderate Strongly disagree Disagree Total

9 15 3 3 0 30

30 50 10 10 0 100

SOURCES: Primary Data

INFERENCE:

From the above table, 50 percentages of the respondent are strongly agreed that the performance appraisals assist to identify strength and weakness of the individuals, 30 percentages of respondents are rated the agree level, 20 percentages of respondents are mentioned strongly disagree level and conclude that most of the employees working in southern railways were rated strongly agree level for the statement that the performance appraisal asssit to identify strength and weakness of the individuals.

CHART NO: 4.1.14 CHART SHOWING THE PERFORMANCE APPRAISAL HELPS TO IDENTIFY STRENGTH AND WEAKNESS OF THE EMPLOYEE

CHART SHOWING THE PERFORMANCE APPRAISAL HELPS TO IDENTIFY STRENGTH AND WEAKNESS OF THE EMPLOYEE

60 50

50

PERCENTAGE

40 30 20 10 0

30

10

10

0
Strongly agree Agree Moderate Strongly disagree PARTICULARS disagree

TABLE NO: 4.1.15

TABLE SHOWING THE PERFORMANCE APPRAISAL IS HELPFUL FOR THE MANAGEMENT TO GIVE EMPLOYEE COUNSELING

NO OF SL.NO 1 2 3 4 5 6 PARTICULAR Strongly agree Agree Moderate Strongly disagree Disagree Total RESPONDENT 18 8 2 0 2 30 PERCENTAGE 60 26 7 0 7 100

SOURCES: Primary Data

INFERENCE:

From the above table 60 percentages of the respondents are rated strongly agree that the performance appraisal give clear information to the management to conduct employee counseling, 27 percentages of respondents agreed the statement, 13 percentages of respondents are rated disagree level and conclude that most of the employees in southern railways felt that the performance appraisal is helpful to the management to perform employee counseling process.

CHART NO: 4.1.15

CHART SHOWING THE PERFORMANCE APPRAISAL IS HELPFUL FOR THE MANAGEMENT TO GIVE EMPLOYEE COUNSELING

PERFORMANCE APPRAISAL IS HELPFUL FOR THE MANAGEMENT TO GIVE EMPLOYEE COUNSELING

70 60

60

PERCENTAGE

50 40 30 20 10 0

26 7 0 Strongly agree Agree Moderate Strongly disagree disagree PARTICULARS 7

TABLE NO: 4.1.16

TABLE SHOWING THE TRANSFER, DEMOTION, SUSPENSION AND DISMISSAL ARE BASED ON PERFORMANCE APPRAISAL

SL.NO

PARTICULAR

NO OF RESPONDENT

PERCENTAGE

1 2 3 4 5 6

Strongly agree Agree Moderate Strongly disagree Disagree Total

3 5 2 0 20 30

10 16 7 0 67 100

SOURCES: Primary Data

INFERENCE:

From the above table 67 percentages of respondents are rated disagree level about the statement that transfer, demotion, suspension and dismissal are based on the performance appraisal process, 23 percentages of respondents are strongly agreed, 10 percentages of respondents are mentioned agree level. Finally conclude that employees working in southern railways rated disagree level that transfer, demotion, suspension, and dismissal of individuals are based on the performance appraisal system.

CHART NO: 4.1.16

CHART SHOWING THE TRANSFER, DEMOTION, SUSPENSION AND DISMISSAL ARE BASED ON PERFORMANCE APPRAISAL

80

TRANSFER, DEMOTION, SUSPENSION AND DISMISSAL ARE BASED ON PERFORMANCE APPRAISAL

PERCENTAGE

70 60 50 40 30 20 10 0

67

10

16
7

0
Strongly agree Agree Moderate Strongly disagree disagree PARTICULARS

TABLE NO: 4.1.17

TABLE

SHOWING

MANAGEMENT

FIXES

SALARY

THROUGH

THE

PERFORMANCE RATING

SL.NO

PARTICULAR

NO OF RESPONDENT

PERCENTAGE

1 2 3 4 5 6

Strongly agree Agree Moderate Strongly disagree Disagree Total

3 0 17 3 7 30

10 0 56 10 24 100

SOURCES: Primary Data

INFERENCE:

From the above table 67 percentages of respondents are rated disagree level that the management fix the salary band with reference of performance appraisal, 23 percentages of respondents are rated strongly disagree level, 10 percentages of respondents are agreed this statement. Finally conclude that most of the employees in southern railways are rated disagree level to fix the salary through the performance appraisal system.

CHART NO: 4.1.17

CHART SHOWING THE MANAGEMENT FIXES SALARY THROUGH THE PERFORMANCE RATING

THE MANAGEMENT FIXES SALARY THROUGH THE PERFORMANCE RATING

80

PERCENTAGE

70 60 50 40 30 20 10 0

67

10

16 7 0

Strongly agree

Agree Moderate Strongly disagree disagree

PARTICULARS

TABLE NO: 4.1.18

TABLE SHOWING THE PERFORMANCE APPRAISAL IS HELPFUL IN REDUCING THE GRIEVANCE AMONG THE EMPLOYEES

SL.NO

PARTICULAR

NO OF RESPONDENT

PERCENTAGE

1 2 3 4 5 6

Strongly agree Agree Moderate Strongly disagree Disagree Total

16 6 4 0 4 30

54 20 13 0 13 100

SOURCES: Primary Data

INFERENCE:

From the above table, 54 percentages of respondents are rated agree level that the performance appraisal process assist in reducing the grievance among the employees statement, 20 percentages of respondents are strongly agreed about this statement, 13 percentages of respondents are rated both disagree and strongly disagree level conclude that most of the employees were agreed that the performance appraisal is helpful in reducing the grievance among the employees in southern railway.

CHART NO: 4.1.18

CHART SHOWING THE PERFORMANCE APPRAISAL IS HELPFUL IN REDUCING THE GRIEVANCE AMONG THE EMPLOYEES

PERFORMANCE APPRAISAL IS HELPFUL IN REDUCING THE GRIEVANCE AMONG THE EMPLOYEES

60

54

PERCENTAGE

50 40 30 20 10 0

20 13 0 Strongly agree Moderate Strongly disagree PARTICULARS Agree disagree 13

TABLE NO: 4.1.19

TABLE SHOWING THE PERFORMANCE APPRAISAL INCREASES EMPLOYEE MOTIVATION

SL.NO

PARTICULAR

NO OF RESPONDENT

PERCENTAGE

1 2 3 4 5 6

Strongly agree Agree Moderate Strongly disagree Disagree Total

12 10 0 5 5 30

40 33 0 17 17 100

SOURCES: Primary Data

INFERENCE:

From the above table, 40 percentages of respondents are agreed that the performance appraisal process hike the employee motivation, 33 percentages of respondents are rated strongly agree level for this statement, 17 percentages of respondents are rated strongly disagree level, 10 percentages of respondents are disagreed and conclude that most of the employees working in southern railways were agreed that they felt performance appraisal process increases the employee motivation in their working environment

CHART NO: 4.1.19

CHART SHOWING THE PERFORMANCE APPRAISAL INCREASES EMPLOYEE MOTIVATION

PERFORMANCE APPRAISAL INCREASES EMPLOYEE MOTIVATION

45 40

40 33

PERCENTAGE

35 30 25 20 15 10 5 0

17

17

0 Strongly agree Agree Moderate Strongly disagree disagree

PARTICULARS

TABLE NO: 4.1.20

TABLE SHOWING THE FOLLOW UP PROCEDURE AFTER PERFORMANCE APPRAISAL IS SATISFACTORY

SL.NO

PARTICULAR

NO OF RESPONDENT

PERCENTAGE

1 2 3 4 5 6

Strongly agree Agree Moderate Strongly disagree Disagree Total

15 6 2 4 3 30

50 20 7 13 10 100

SOURCES: Primary Data

INFERENCE:

From the above table, 57 of respondents are rated agree level that the procedure processed by the organization after the performance appraisal process is satisfactory, 20 percentages of respondents are strongly agreed, 13 percentages of respondents are rated disagree level, 10 percentages of respondents mentioned strongly disagree level. Finally conclude that most of the employees in the southern railways were agreed the follow up procedure after performance appraisal process is satisfactory in southern railway.

Chart no: 4.1.20 CHART SHOWING THE FOLLOW UP PROCEDURE AFTER PERFORMANCE APPRAISAL IS SATISFACTORY

THE FOLLOW UP PROCEDURE AFTER PERFORMANCE APPRAISAL IS SATISFACTORY

60 50

50

PERCENTAGE

40 30 20 10 0

20 13 7 10

Strongly agree

Agree

Moderate Strongly disagree

PARTICULARS

disagree

CHAPTER V FINDINGS It was found that most of the employees are having the age limit between the 40 -50in southern railway Madurai division. It was found that the most of the 60% employee are male in southern railway.

It was found that the majority 67% of the employees are having more than 10 years of experience in southern railway.

It was observed that 60% of the employees are rated agree it help to improve the once performance in southern railway.

We observed majority 63% of the employees viewed to provides adequate feedback in southern railway.

It was found the most 50% of employees in southern railway are viewed to ones progress openly, honestly and motivate employees to perform better

It was found the majority 50% of employees are agree to performance appraisal helps to integrate individual and organizational goals in southern railway.

The project was observed that the 43% employees are strongly agreed in personal relationship influence performance appraisal ratings in southern railway. It was found 63% of the southern railway employees are strongly disagree the evaluation of team performance.

 The project was observed that 67% of the employees are rated disagree the pears, customers, sub-ordinates be included in performance appraisal process in southern railways. It was found that the 50% of the employees are rated strongly agree the performance appraisals helps to identify strength and weakness of the employee It was found that the 60% of the southern railway employee feels that the performance appraisal is helpful for the management to give employee counseling.

The project was observed that the 67% of the employees are rated disagree the transfer demotion, suspension and dismissal is based on performance appraisal in southern railways. It was found that the 67% of the employees are rated disagree the management fixes salary through the performance appraisal in southern railways.

It was found that the 13% employees are strongly disagree the performance appraisal is helpful in reducing the grievance among the employees in southern railway.

The project was observed that the 10% of the employees are disagreeing to feel that the performance appraisal increases employee motivation in southern railway.

It was found that the 10% of the employees are agree the follow up procedure after performance appraisal is satisfactory in southern railway.

SUGGESTION:

Every organization has needed an experience employee to improve the performance. In southern railway more number of employees having a 10 years of experience. So its leads to higher productivity. Maintain these employees. In every organization performance appraisal is help to improve the employees performance. in southern railway also have improve the quality of performance

appraisal process. Family influences the employees performance so southern railway direct supervisors have to know the employees family back ground. An employees have reporting to their direct supervisors so maintain relationship with her. In southern railway eligible for performance appraisals is only average have to improve the eligible. Employee counseling is important for every organization. In southern railway have to maintain a employees counseling. Transfer, demotion, suspension and dismissal is not based on performance appraisal. If is so means employees performance will be improve. Fixes of salary is not based on performance appraisals. Southern railway have to fixes the salary is based on performance is leads to improve the employees performance. The follow up producers are normal in southern railway. If its increases there are chance to improve the performance of the employees.

CONCLUSION

The improvement of the organization is mainly based on employees performance. The performance appraisal is the one of the tools to evaluate the employees performance not only for that to but also to improve the strength and also the company profit. To improve the organization and customer services is based on the employee performance. In southern railways is mainly based on services for that customer services employee need more experience so maintain the experiences employees and period evaluate the employee performance.

BIBLIOGRAPHY

References

1. Organizational Behavior by Steve Robbins

2. The Art of HRD, Reward Management, Volume 9 by Micheal Armstrongand Helen Murlis

3. Performance Management, Concepts, Practices and Strategies for Organisation success by S. K. Bhatia

4. Murphy K.R. and Cleveland, J.N. Performance Appraisal: An Organizational Perspective, Boston: Allyn and Bacon, 1991

5. Roberts G.E., The Influence of Participation, Goal Setting, Feedback and Acceptance on Measures of Performance Appraisal Effectiveness,, Dissertation Abstracts In-ternational (Doctoral dissertation, University of Pittsburgh, 1990 Websites: 1. www.a2zmba.com 2. www.wekipidia.com 3. www.southernrailways.com