A STUDY ON PERFORMANCE APPRAISAL IN SARVANA GLOBAL

ENERGY LTD, PEDDUNAICKEN KUPPAM, KURINJIPADI

CHAPTER-1
DESIGN AND EXECUTION OF THE STUDY
INTRODUCTION
Performance management is a holistic process bringing together many of
elements which go to make up the successful practices of people management
including in particular learning and development. But for this very reason, it is
complex and capable of being misunderstood
Performance management is not achievable unless there are effective
processes of continuous development. This addresses the core competencies of the
organization and the capabilities of individuals and teams. Performance
management should really be called performance and development and
management.
Performance appraisal is one element of performance management which
involves different measurements throughout the organizations are to take the
advantage of their most important asset, employees, and gain human capital
advantage.
Simply put, it is the observation and evaluation of a school employees work
behavior and accomplishments for the purpose of making decisions about the staff
member. These decisions may include wage, salary, and benefit determinations
promotion, demotion, transfer, or termination actions; and coaching and
counseling, training, or career development options.
There are three basic functions of an effective performance appraisal:
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
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The notion of performance appraisal has become an almost

universally accepted fact of life in most organizations. It often serves as the
basis for other human resource systems, such as salary management, career
development, and selection processes. Because of all of these uses for the
performance appraisal process, it is increasingly important that school
leaders more than ever need to improve their managerial and supervisory
skills in such areas as creating individual performance standards, getting
employee commitment to performance standards, and conducting interim
and end-of-year performance appraisal meetings.
This book was written to help school leaders not only improve their
ability in managing their employees performance. But also to provide staff
members with coaching tools that will target their performance deficits. As
the first step in any performance review process is to identify the
knowledge, skills, and abilities that are required in a specific position, this
book provides administrators with unique job descriptions for most support
staff and teaching positions. This is not only beneficial for the administrator,
but it is enormously important to the employee, as specific performance
outcomes are outlined and presented. Clear, stated behaviors and outcomes
for workplace performance must be outlined and discussed if the
administrator and the support staff member or teacher can possibly have
success in this process. Both parties must have the same mental picture of
their performance expectations.
Self-appraisal forms are also presented for the job-specific
responsibilities, as well as self-appraisal forms for more general,
interpersonal skill areas that affect how employees interact with colleagues,
students, parents, administrators, and others.
After comparing the staff members expected with his or her actual
performance, the school administrator can select relevant coaching from the
book that the staff member can immediately use to help close the
performance gap. These coaching tools provide background information on
each performance area, individual development plan forms, and a suggest
dreading list. The information present in each area is not designed to be over

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whelm in, but rather to be practical and ready to use an employee who
needs help in closing a performance gap.
The book also provides school leader s with clear directions on how to
conduct initial, interim, and formative coaching and summative performance
appraisal meetings, as well as presents templates that immediately provide
the employee with beneficial feedback and direction for improvement.
OBJECTIVES OF THE STUDY:
PRIMARY OBJECTIVE
SECONDARY OBJECTIVE
PRIMARY OBJECTIVE:

To study on the OF A STUDY ON PERFORMANCE APPRAISAL

IN SARVANA GLOBAL ENERGY LTD, PEDDUNAICKEN KUPPAM,
KURINJIPADI for their employees.
SECONDARY OBJECTIVE:
To find out skill and capacity of employees
To identify training methods to improve the performance employees.
To analyses the management quality through the performance
appraisal.
To improve ways and effectiveness of the existing performance
appraisal

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NEED FOR THE STUDY:

The management was in the position to know whether the existing
performance appraisal is effective or not.
To measure the satisfaction level of the employees.
To get suggestion from the employees for further improvements in existing
performance appraisal.

SCOPE OF THE STUDY:

The study aims at analyzing the issues related to performance appraisal. A
questionnaire was farmed to get the details from the employees include the
following categories of information contains the name, age previous experience of
the employees.
LIMITATIONS OF THE STUDY:
Most of the respondents did not answer the questionnaire truly due to fear.
Most of the employees were busy with their job and they dont want to be
disturbed.
Due to many restrictions cannot meet many employees on time.
Few respondents reluctant to answer the questionnaire.
METHODS OF STUDY:
In everyday life, every human being has to face many problems viz. Social, economical,
financial problems. These problems in life call for acceptable and effective solutions and for this
purpose, research is required and a methodology applied for the solutions can be found out.
Research was carried out at t A STUDY ON PERFORMANCE APPRAISAL

IN SARVANA GLOBAL ENERGY LTD, PEDDUNAICKEN KUPPAM found

out the effectiveness of performance appraisal.
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RESEARCH METHODS

To find out the satisfaction of the employees with the performance appraisal.

To identify areas of improvement in design of performance appraisal.

Data collection methods:

Primary data

Tool for collecting primary data are as follows:

Structured questionnaire

Sample plan

The sample plan is a distinct phase of the research process.

It refers to the technique or the procedure a research would adopt in selecting items for
sample

Sample population

Population consists of the total respondents.

The research population consists of all the employees at

Sampling techniques

In the research random-cum-convenient sampling techniques are being used sample

size.

To find out the effectiveness of performance appraisal of Global Energy Ltd

peddunaicken kuppam, kurinjipadi certain step has been taken which are as follows:-

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A. Initial research
Sample size of 50 employees was selected
Parameters for performance appraisal were listed

B. Preparing a structure questionnaire

Based on the initial research findings, structure questionnaire was prepared
Data was collected from employee with the help of questionnaire

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RESEARCH METHODOLOGY
Methodology is the backbone of the project work. It means the way one researcher
selects and sample size, methods of data collection, various tools used for studying and analyzing
the problems with certain objectives.

AIM OF THE STUDY

Aim of the study is to measure the performance appraisal among employees
with special reference to
OBJECTIVES OF THE STUDY

To find out awareness of performance appraisal inside the organization.

To find out the benefit of appraisal system to the appraise and appraiser.
To identify the level of satisfaction between workers and staff.
To analyze the attitude of workers towards management.

SCOPE OF THE STUDY

This research study is useful for understand the exception and requirements
of employees to serve them in a better ways.

RESEARCH DESIGN
The type of research is descriptive research. Descriptive research is the description
of the state of affairs that exists at present. It includes surveys, facts findings and enquires at
different level. The major characteristics of this method is that the research has not control over
the variables; he can only report what has happened or what is happening the researcher followed
descriptive research.

SAMPLING DESIGN
The design used for sampling is non probability sampling based on the
convenience of the research.
When population elements are selected for inclusion in the sample based on the case
of access, it can be called convenience sampling.
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SAMPLING UNIT
Present employees is Global Energy Ltd. 100 Employees.

SAMPLING SIZE
A sample size is 50 respondents.

HYPOTHESIS OF THE STUDY

There is no association between professional competence and knowledge wise.
There is association between Education Qualification and job satisfaction.
There is association between education qualification and dependent.

DATA COLLECTION
Primary data and secondary data were used to collect the data for these study.
PRIMARY DATA
The primary data are those, Which are collected a fresh and for the first time, and thus
happen to be original in character. Primary data was collected in the form of direct contact
method with the employees in the organization. A questionnaire was provided to the employees
in order to record the response for analyzing the employee performance appraisal.

SECONDARY DATA
The secondary data are those which have already been collected by some one else
which have already been passed through the statistical process. Secondary data was collected for
various books. Text books, website, magazines, etc.,

TOOLS USED FOR DATA ANALYSIS

Percentage Analysis
Chi-Square

PERCENTAGE ANALYSIS
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It refers to a special kind of ratio. This is used for making comparison between two or
more series of data, it is denoted by%.
%= (number of respondents/total respondents)*100 percentage are measure of central
tendency. Percentage are often used in the data presentation; the data are reduced in the standard
form with base equal to 100, Which facilitate relative comparison. Percentage Analysis = (No.of
Respondents/Total Respondents)*50

CHI-SQUARE
Chi-square is an important test amongst the several test of Significance developed by
statisticians. Chi-square symbolically written as x^2. x^2 is a statistical measure used in the
context of sampling analysis for comparing a variance to a theoretical variance.
It can be used to determine if categorical data shows dependency or the two
classifications are independent. It can also be used to make comparisons between theoretical
population and actual data when categories are used.

LIMITATIONS OF THE STUDY

This study is not generalized because it is restricted only to 50 respondents.
Time was not sufficient to conduct detail study.
The study has been conducted in only one industry. Hence the result may vary from one
industry to another.
The study has been conducted for a specified period hence the result may not be same
throughout.

CHAPTER II
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COMPANY PROFILE
Saravana Global Energy Limited Instrument Amount (Rs. Crore) Rating Action
December 2014 Long-term, term loans 28.7 [ICRA]C- reaffirmed Long-term, cash credit
facilities 25.0
[ICRA]C- reaffirmed Long-term, proposed facilities 3.8 [ICRA]C- reaffirmed Short-term, bills
discounting facilities 10.0 [ICRA]A4 reaffirmed Short-term, letters of credit/bank guarantees
12.5 [ICRA]A4 reaffirmed ICRA has reaffirmed the [ICRA]C- (pronounced as ICRA C minus)
rating to the Rs 57.5 crore* term loans and fund based long term facilities of Saravana Global
Energy Limited (SGEL) . ICRA has also reaffirmed the short term rating of [ICRA]A4
(pronounced as ICRA A four) to the Rs 22.5 crore fund based and non-fund based limits of the
company.
The rating reaffirmation considers the weak financial profile of the company with poor cash
flows and the continued default in the repayment of loans (that remain unrated) owing to the
delay in raising funds through the sale of assets/divestment of stake which was proposed to be
applied towards the One Time Settlement of foreign currency borrowings. The ratings are also
constrained by the insulator industry remaining vulnerable to cyclicality in the end-user industry
and the weak credit profile of SEBs who remain the principal buyers; and, the intense
competition in the insulator industry from domestic organized players with threat from Chinese
imports expected to recede only gradually.
The ratings, nevertheless, factor in the organized and well established presence of the company
in the domestic insulator manufacturing business; reputed clientele and supplies to major power
transmission companies including SEBs; favorable long term opportunities for the insulator
industry despite slowdown in the recent past on account of market disruptive imports from
China; and, the current duty protection to the domestic industry in the form of imposition of
safeguard duty.
The company reported an operating income of Rs. 46.3 crore, operating profit of Rs. 2.8 crore
and net loss of Rs. 33.1 crore in FY 2014 (October 2012- March 2014; 18 months) as against an
operating income of Rs 48.3 crore, operating loss of Rs 14 crore and net loss of Rs 38.5 crore in
FY 2012 (September-ended).
Company Profile
Saravana Global Energy Limited (SGEL, formerly known as Saravana Insulators Limited) was
incorporated in 2003 by acquiring the assets of Seshasayee Industries Limited, a sick unit. SGEL
manufactures alumina porcelain insulators in Unit I located at Cuddalore, Tamil Nadu, with
capacity of 15,000 tons per annum (mtpa) and, polymer insulators in Unit II located in
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Madhurandhakam, Tamil Nadu, with capacity of ~27,000 pieces per annum for application in
transmission lines, power equipment manufactures, and railway electrification projects. The
company also has a separate division, Global Power Research Institute, a National Accreditation
Bureau of Laboratories (NABL) recognized extra high voltage (EHV) testing lab in Cuddalore.
The promoters hold ~80% of the stake in the company in their personal capacity while the
remaining is held by a private equity investor. December 2014
SARAVANA GLOBAL ENERGY LIMITED (SGEL) is a reputed manufacturer of Alumina
porcelain and Composite Insulators for all applications from 11kV to 1200kV for supply to all
customers such as SEBs, EPCs, OEMs, Power Grid Corporation of India, NTPC, Railway
Electrification and Export customers.
The promoters of SGEL have been successful in other businesses in Tamilnadu for more than
four decades and took over the total assets of Seshasayee Industries Limited (SIL) in 2002 and
commenced commercial production in 2004.
Building on the core strength of SIL as one of the first plants in India to produce high
strength Alumina porcelain and provide import substitute to Solid Core and Hollow Insulators,
the promoters combined the expertise of SIL personnel in Production Techniques and added
modern machinery and management approach to enhance Quality, Productivity and Efficiency.
In short span of 6 years the company has emerged as the leading supplier in India, over taking
many existing players.

CHAPTER-III
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LITERATURE REVIEW
INTRODUTION:
Performance evaluation reflects on employees actual job performance
levels, but in order to get a true picture, the rating must be accurate. Accuracy is
the primary goal of any appraisal system. Employment Decisions that are based on
inaccurate rating are not valid and would be difficult to justify if legally
challenged. Moreover, employees tend to lose their trust in the system when rating
do not accurately reflect their performance levels, and this cause morale and
turnover problems, it also hinders on their opportunity for advancement.
3.1 Outgoing Performance Evaluation
Performance appraisals are only effective if it is ongoing. Periodic
observation, monitoring, coaching, counseling, feedback and record keeping by
rater and crucial. Hence in this way performance problems are caught early and
corrected before they have costly consequences. The results of performance
appraisal must be given frequently to an employee if they are to bring about a
change in an employees behavior or maintain a high standard of excellence.
Employees need feedback on how well they are doing. The must accurately
perceive the consequences of their efforts and be able to set goals on the basis of
this feedback (LATHAMAND WEXLEY,1981)
Performance appraisals are most commonly undertaken to let an
employee know how his/her performance compares with the supervisors
expectations, whether they are working objective/goals, and to identify areas that
requires training or development. Without adequate communication between the
employee and supervisor, undesirable work habits may be formed or good work
habits may be viewed by the employee as approval of their current work habits and
performance.
Poor performance should not remain unchallenged because a
performance review is not due, it should be dealt with and at the same time
objective can be clarified and revised. This practice would lead to better informed
employees who are better equipped to perform their job satisfactorily.

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CRANE (1991) also believes that as a part of ongoing performance evaluation and
to ensure the effective use or performance appraisal scheme, it is necessary to keep
and maintain accurate records of employees performance. Careful reviews of these
records at the time of the appraisal would help to eliminate selective memory.
According to SAHI (1990), frequent reviews give supervisors
opportunity to assure that progress is being made in developmental objective. Job
demands can frequently prevent employees from achieving specified objectives.
Supervisors in these instances must re-assign work to allow the completion of this
objective or modify the objective to reflect the changing condition of job. However
these shortcomings can only be identified if supervisors are constantly monitoring
employees.
There is evidence in literature that annual appraisal does not meet all
the objective of employees and curtails effectiveness. It does not allow employee
to prepare themselves for responsibility and goals are not completed (LEE, 1996)
Alternatively, they are poorly completed and the appraisal results in
ineffectiveness, poor communication and feedback (DAY, 1989).
Halo / Horns Effect
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 observations 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 type of rating scales. LANDY
AND FARR (1980) reviewed and researched the method of performance appraisal
in totally a different manner, in which they understand the rater and process in the
organizational context. Other performance appraisal reports include the rater
characteristics in their report like race, gender and likeability.
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.
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CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
AGE OF RESPONDENTS

S.NO Age of employees

No.of
Respondents

Percentage

21-30

23

46

31-40

17

34

41-50

04

08

Above 50

06

12

50

100

TOTAL

Sources: Primary data

Inference:
From the above table it has been inferred, that 46% of employees are working under the
age limit of 21-30, 34% of employees are working under the age limit of 31-40, and 8%
of employees are working under the age limit of 41-50, 12%. of employees are working
under the age limit of above 50.

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CHART- 4.1
AGE OF RESPONDENTS

50
45
40
35
30
25
20
15
10
5
0

21-30

31-40

41-50

Above 50

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TABLE - 4.2
GENDER OF RESPONDENTS

S.NO

Category

No. of
Respondents

Percentage
(%)

Male

33

66

Female

17

34

50

100

TOTAL

Sources: primary data

Inference:
From the above table it has been inferred, that 66% of employees are male, and 34% of
employees are female.

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CHART - 4.2
GENDER OF RESPONDENTS

Female

Male

10

20

30

40

50

60

70

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TABLE - 4.3
QUALIFICATION OF EMPLOYEES

S.No

Qualifications of
employees

No. of
Respondents

Percentag
e

Below SSLC

13

26

HSC

06

12

Diploma/Degree

23

46

PG

08

16

50

100

TOTAL

Sources: Primary data

Inference:
From the above table it is inferred, that 26% of employees are qualified Below SSLC
level ,
12% of the employees are H.S.C qualified
46% of the employees are Diploma/Degree holders
16%. Of the employees are post graduates.

CHART 4.3
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QUALIFICATION OF EMPLOYEES

50
45
40
35
30
25
20
15
10
5
0
below SSLC

HSC

Diploma /Degree

PG

TABLE - 4.4
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MARTIAL STATUS

S.NO

Marital status

No. of Respondents

Percentage

Married

29

58

Unmarried

21

42

50

100

TOTAL

Sources: primary data

Inference:
From the above table it has been inferred, that 58% of respondents are married, and 42%
of respondents are unmarried.

CHART- 4.4
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MARTIAL STATUS

60
50
40
30
20
10
0

Married

UnMarried

TABLE - 4.5
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EXPERIENCE OF THE RESPONDENTS

S.NO

Years

No.of Respondents

Percentage
(%)

5 years and below

10

2O

5-10

11

22

10-15

17

34

12

24

50

100

15-20
TOTAL

Sources: primary data

Inference:
From the above table it has been inferred, that 20% of employees are having less then 5years of
experience, 22% of employees are having 5-10years of experience, 34% of employees are having
10-15 years of experience, and 24% of employees are having 15-20 years.

CHART- 4.5
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EXPERIENCE OF THE RESPONDENTS

35
30
25
20
15
Axis Title

10
5
0

TABLE - 4.6

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MONTHLY INCOME OF EMPLOYEES

S.NO

Monthly Income

NO. of
Respondents

Percentage
(%)

Below RS20,000

23

46

RS21,000-30,000

08

16

RS 31,000-40,000

05

10

RS 41,000-50,000

10

20

Above 50,000

04

50

100

Total

Sources: primary data

Inference:
From the above table it has been inferred, that 46% of employees are earning
below 20,000, 16% of employees earning RS 21,000-30,000, and 10% of employees are earning
RS 31,000-40,000, 20% of employees are earning RS 41,000-50,000and 8% of employees are
earning above 50,000.

CHART- 4.6
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MONTHLY INCOME OF EMPLOYEES

Above 50,000
RS 41,000 50,000
RS.31, 000 40,000
RS 21,000 30,000
RS 20,000 and Below
0

10

15

20

25

30

35

40

45

50

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TABLE-4.7
HOW OFTEN DOES YOUR PERFORMANCE ASSESSMENT MATCH TO
YOU EXPECTATION?
S.NO
1.
2.
3.

Particulars
Never
Rarely
Often
Total
SOURCE: Primary Data

Respondents
14
15
21
50

Percentage (%)
28%
30%
42%
100%

INFERENCE
From the above table it has been inferred, that 28% of employees
are answered at never, 30% of employees are answered at rarely, 42% of
employees are answered at often.

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CHART-4.7
HOW OFTEN DOES YOUR PERFORMANCE ASSESSMENT MATCH TO
YOU EXPECTATION?

25
20
15
10
5
0
Never

Rarely

Often

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TABLE-4.8
HOW DO YOU FEEL ABOUT THE PERFORMANCE APPRAISAL
METHOD IN THE INDUSTRY?
S.NO
1.
2.
3.

Particulars
Simple
Complicated
Subjective
Total
SOURCE: Primary Data

Respondents
13
15
22
50

Percentage (%)
26%
30%
44%
100%

INFERENCE
From the above table it has been inferred, that 26% of employees
are answered at simple, 30% of employees are answered at complicated, 44% of
employees are answered at subjective.

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CHART-4-8
HOW DO YOU FEEL ABOUT THE PERFORMANCE APPRAISAL
METHOD IN THE INDUSTRY?

25

20

15

10

0
Simple

Complicated

Subjective

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TABLE-4.9
ACCORDING TO YOU HOW OFTEN SHOULD THE PERFOEMANCE
REVIEW TAKE PLACE?
S.NO
1.
2.
3.

Particulars
Once a month
Every 3 month
Every 1 year
Total

Respondents
05
15
30
50

Percentage (%)
10%
30%
60%
100%

SOURCE: Primary Data

INFERENCE
From the above table it has been inferred, that 10% of employees
are answered at once a month, 30% of employees are answered at every 3 month,
60% of employees are answered at every 1 year.

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CHART-4.9
ACCORDING TO YOU HOW OFTEN SHOULD THE PERFOEMANCE
REVIEW TAKE PLACE?

30
25
20
15
10
5
0
Once a month

Every 3 month

Every 1 month

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TABLE-4.10
WHAT IS YOUR SATISFACTION LEVEL WITH THE CURRENT
APPRAISAL SYSTEM?
S.NO
1.
2.
3.

Particulars
High
Average
Low
Total

Respondents
20
15
15
50

Percentage (%)
40%
30%
30%
100%

SOURCE: Primary Data

INFERENCE
From the above table it has been inferred, that 40% of employees
are answered at high, 30% of employees are answered at average, 30% of
employees are answered at low.

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CHART-4.10
WHAT IS YOUR SATISFACTION LEVEL WITH THE CURRENT
APPRAISAL SYSTEM?

PERCENTAGE

High
Average
Low

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TABLE-4.11
WHAT KIND OF FEEDBACK DO YOU RECEIVE FROM YOUR
SUPERVISOR AFTER THE PERFORMANCE APPRAISAL?
S.NO
1.
2.
3.

Particulars
Only positive
Only negative
Not at all
Total

Respondents
30
05
15
50

Percentage (%)
60%
10%
30%
100%

SOURCE: Primary Data

INFERENCE
From the above table it has been inferred, that 60% of employees
are answered at only positive, 10% of employees are answered at only negative,
30% of employees are answered at low.

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CHART-4.11
WHAT KIND OF FEEDBACK DO YOU RECEIVE FROM YOUR
SUPERVISOR AFTER THE PERFORMANCE APPRAISAL?

30
25
20
15
10
5
0
Only positive

Only negative

Not at all

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TABLE-4.12
SATISFACTION ON THE PERFORMANCE APPRAISAL DEPENDS ONLY
ON THE MONETARY BENEFITS PROVIDED BY THE INDUSTRY.
S.NO
1.
2.
3.

Particulars
Strongly agree
Agree
Disagree
Total

Respondents
23
27
50

Percentage (%)
46%
54%
100%

INFERENCE

From above that table it has been inferred, that 46% of employees are answered at agree, 54% of
employees are answered at strongly agree ,0 % of employees are answered at strongly disagree
towards the linkage Monterey benefits .

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CAHRT-4.12
SATISFACTION ON THE PERFORMANCE APPRAISAL DEPENDS ONLY
ON THE MONETARY BENEFITS PROVIDED BY THE INDUSTRY.

PERCENTAGE

Strongly agree
Agree
Disagree

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TABLE-4.13
HAVE YOU TRIED TO CHANGE YOURSELF AFTER THE NEGATIVE
REMARKS QUOTED IN THE PERFORMANCE APPRAISAL SYSTEM?
S.NO
1.
2.
3.

Particulars
Yes
No
Not at all
Total

Respondents
20
12
18
50

Percentage (%)
40%
24%
36%
100%

INFERENCE
From the above table it has been inferred , that 40% of employees are answered
yes, 24% of employees are answered no, 36% of employees are answered Not at
all

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CHART-4.13
HAVE YOU TRIED TO CHANGE YOURSELF AFTER THE NEGATIVE
REMARKS QUOTED IN THE PERFORMANCE APPRAISAL SYSTEM?

20
18
16
14
12
10
8
6
4
2
0
Yes

No

Not at all

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TABLE-4.14
WHICH IS THE HIGHER LEVEL OF BENEFIT THAT IS OFFERED FOR
A BETTER PERFORMANCE IN YOUR INDUSTRY?
S.NO
1.
2.
3.

Particulars
Year-end bonus
Promotion
Reward incentives
Total

Respondents
20
18
12
50

Percentage (%)
40%
36%
24%
100%

INFERENCE
From the above table it has been inferred, that 40% of employees year end bonus high rate of
performance appraisal in the organization, 36% of employees promotion, and 24% of employees
are reward incentives

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CHART-4.14
WHICH IS THE HIGHER LEVEL OF BENEFIT THAT IS OFFERED FOR
A BETTER PERFORMANCE IN YOUR INDUSTRY?

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Year-end bonus

Promotion

Reward incentives

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TABLE-4.15
ARE YOU SATISFIED WITH THE CURRENT APPRAISAL METHOD?
S.NO
1.
2.
3.

Particulars
Satisfied
Not satisfied
Neutral
Total

Respondents
21
12
17
50

Percentage (%)
42%
24%
34%
100%

From the above table it has been inferred, that 42% of employees are feels that
current appraisal system is satisfied 24% of employees are feels that current
appraisal system is Not satisfied, 34% of employees are feel that current appraisal
system is Neutral.

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CHART-4.15
ARE YOU SATISFIED WITH THE CURRENT APPRAISAL METHOD?

25

20

15

10

0
Satisfied

Not satisfied

Neutral

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TABLE-4.16
DO YOU THINK THAT PERFORMANCE APPRAISAL GIVE
CONSTRUCTIVE CRITICISM IN A FRIENDLY AND POSITIVE
MANNER?
S.NO
1.
2.
3.

Particulars
Yes
No
May be
Total

Respondents
17
15
18
50

Percentage (%)
34%
30%
36%
100%

INFERENCE
From the above table it has been inferred , that 34% of employees are answered
yes, 30% of employees are answered no, 36 % of employees are answered maybe

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CHART-4.16
DO YOU THINK THAT PERFORMANCE APPRAISAL GIVE
CONSTRUCTIVE CRITICISM IN A FRIENDLY AND POSITIVE
MANNER?

PERCENTAGE

Yes
No
May be

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TABLE-4.17
PERFORMANCE APPRAISAL HELPS EMPLOYEE SET AND ACHIEVE
MEANINGFUL GOALS.
S.NO
1.
2.
3.

Particulars
Agree
Strongly agree
Disagree
Total

Respondents
23
23
04
50

Percentage (%)
46%
46%
08%
100%

Inference:
From above that table it has been inferred, that 46% of employees are answered at agree, 46% of
employees are answered at strongly agree , 08% of employees are answered at strongly disagree
towards Performance Appraisal Helps Employee Set And Achieve Meaningful Goals.

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CHART-4.17
PERFORMANCE APPRAISAL HELPS EMPLOYEE SET AND ACHIEVE
MEANINGFUL GOALS.

25

20

15

10

0
Agree

Strongly agree

Disagree

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TABLE-4.18
DO YOU RECEIVE ANY INCREMENT IN YOUR SALARY AFTER
PERFORMANCE APPRAISAL?
S.NO
1.
2.
3.

Particulars
Yes
No
Not at all
Total

Respondents
20
14
16
50

Percentage (%)
40%
28%
32%
100%

Inference:
From the above table it has been inferred that 40% of employees are answered positive , 28% of
employees negative, 32% of employee are answered at not at all.

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CHART-4.18
DO YOU RECEIVE ANY INCREMENT IN YOUR SALARY AFTER
PERFORMANCE APPRAISAL?
25

20

15

10

0
Yes

No

Not at all

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TABLE-4.19
THE PERFORMANCE OF EMPLOYEES IMPROVES AFTER PROCESS
OF PERFORMANCE APPRAISAL?
S.NO
1.
2.
3.

Particulars
Agree
Strongly agree
Disagree
Total

Respondents
22
17
11
50

Percentage (%)
44%
34%
22%
100%

Inference:
From above that table it has been inferred, that 44% of employees are answered at agree, 34% of
employees are answered at strongly agree , 22% of employees are answered at strongly disagree
towards the linkage improves after process of performance appraisal

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CHART-4.19
THE PERFORMANCE OF EMPLOYEES IMPROVES AFTER PROCESS
OF PERFORMANCE APPRAISAL?

25
20
15
10
5
0
Agree

Strongly agree

Disagree

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TABLE-4.20
WHAT ARE THE
ORGANIZATION?

TECHNIQUES

THAT ARE

S.NO

Particulars

1.
2.
3.

Observation
Assessment and development
Check list
Total

USED

Respondent
s
20
15
15
50

IN YOUR
Percentage (%)
40%
30%
30%
100%

Inference:
From above that table it has been inferred, that 40% of employees are answered at Observation,
34% of employees are answered at Assessment and development , 22% of employees are
answered at Check list strongly towards the linkage improves techniques

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CHART-4.20
WHAT ARE THE
ORGANIZATION?

TECHNIQUES

THAT ARE

USED

IN YOUR

25

20

15

10

0
Observation

Assessment and development

Check list

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CHAPTER V
FINDINGS, SUGGESTION & CONCLUSION
FINDINGS:

1. The some of the respondents46% of employees is working under the age limit of 21-30
2. The Majority of the respondents66% of employees is male
3.The some of the respondents46% of employees is working under the Diploma/Degree
4.The Majority of the respondents58% of employees is married
5.The some of the respondents34% of employees is having 10-15 years of experience,
6.The some of the respondent46% of employees are earning below 20,000

7. The some of the respondents 40% of employees are answered at Observation

8.. The Majority of 44% of the Respondents said that performance assessment of rarely.
9.The Majority 80% of the Respondents had received increment in their salary.
10.The Majority 30% of the Respondents are feeling about the Performance Appraisal mode of
complicated in
11.The Majority 28% of the Respondents said that Performance review take place has been
conducting one time in every six months
12.The Majority 40% of the Respondents are very highly satisfied with current appraisal system
13.The Majority 30% of the Respondents are Performance Appraisal as yearend Bonus.
14.The Majority 60% of the Respondents have received feedback from your supervisor on their
Performance that only positive.
15.The Majority 50% of the Respondents are agreed on the believe statement about performance

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SUGGESTION
1.Focus on relevant performance, Behaviour or outcomes, not on the
individual as a person.
2. Present perceptions, reactions and opinions as such and not as facts.
3. Focus on specific, observable behaviour, not on general, global
impressions.
4. For feedback that is evaluative rather than descriptive, focused on
established criteria.
5. Avoid loaded terms that produce an emotional reaction or raise
defenses.
6. Focus on the area over which the person can exercise some control or
for which he or she can use the feedback to improve or to plan
alternative actions.
7. When encountering with defensive reactions, deal with the reactions
rather than trying to convince, reason or supply other information.
8. Use a method of communication that conveys acceptance of the
person as worthwhile with the right to be different.

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CONCLUSION
the basis of study of finding the following conclusion and suggestions are given: The present
business environment for banking is highly volatile and uncertain. It is highly competitive and
every bank is finding difficult to service grow, stabilize and excel in banking business. Further,
for better performance management must keep watch on the
emerging trends in business environment. The proper and timely strategies are to be adoptedto
improve efficiency of the whole organization Competition is faced from public, private, foreign
and cooperative banks. They have adopted the strategy for effective workings are use of advance
technology and changes in working procedure. No doubt performance has been improved but
manpower is not maintained and utilized properly For improvement in human resources, special
focus should be given on selection, training, motivate career opportunities or employees
etc.Manpower is considered as the mosimportant resource but it is day to day dealing efforts are
found for the sufficient efforts are not found for improvement of competencies and motivation of
employees. It is suggest that in this direction strong steps are to be taken.

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A STUDY ON PERFORMANCE APPRAISAL IN SARVANA GLOBAL

ENERGY LTD, PEDDUNAICKEN KUPPAM, KURINJIPADI
OUESTIONNAIRE

1
.

Name

Department

3
.

Age

30 years and below

31-40 year

41-5 0years

above 5O years

4
.

Gender

Male

Female

Qualification

Below SSLC

HSC

Diploma/Degree

PG

Married

Unmarried

6
.

Marital Status

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7. How many years Experience you have

(a).5 years and below
(c). 11 15 Years

[ ]
[]

(b). 6 10 years

[ ]

(d). Above 15 years [ ]

8 . Employees salary
(a). RS 20,000 and Below [ ] ( b.) RS 21,000 30,000 [ ]
( c). RS.31, 000 40,000

[ ]

(e). Above 50,000

[ ]

(d). RS 41,000 50,000

[]

9. How often does your performance assessment match to your expectation?

A) Never

B) Rarely

C) Often

10. How do you feel about the performance appraisal method in this industry?

A) Simple

B) Complicated

C) Subjective

11. According to you how often should the performance review take place?

A) Once a month

B) Every 3 months

C) Every 1 year

12. What is your satisfaction level with the current appraisal system?

A) High

B) Average

C) Low

13. What kind of feedback do you receive from your supervisor after the performance appraisal?

A) Only positive

B) Only negative

C) Not at all

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14. Satisfaction on the performance appraisal depends only on the monetary benefits provided

by the industry.
A) Strongly Agree

B) Agree

C) Disagree

15. Have you tried to change yourself after the negative remarks quoted in the performance

appraisal system?
A) Yes

B) No

C) Not at all

16 Which is the higher level of benefit that is offered for a better performance in your industry?

A) Year-end bonus

B) Promotion

C) Reward incentives

17. Are you satisfied with the current appraisal method?

A) Satisfied

B) Not Satisfied

C) Neutral

18 Do you think that performance appraisal give constructive criticism in a friendly and positive

manner?
A) Yes

B) No

C) May be

19. Performance appraisal helps employee set and achieve meaningful goals.

A) Agree

B) Strongly Agree

C ) Disagree

20.Do you receive any increment in your salary after performance Appraisal?

A) Yes

B) No

C ) Not at al

21.The Performance of employees improves after process of performance appraisal?

A) Agree

B) Strongly Agree

C ) Disagree

22.What are the techniques that are used in your organization for assessing performance?

A) Observation

B) Assessment and Development

C) Check List
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BIBLIOGRAPHY
1. Personnel Management:
Dr.C.B.Mamoria
Himalaya Publishing House
Mumbai
2. Research Methodology:
C.R.Kothari
New Age International (P) Limited
New Delhi

WEBSITES:
www.google.com
www.yahoo.com
www.wikipedia.com

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