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A STUDY ON PERFORMANCE APPRAISAL IN EVENT MANAGEMENT IN DSM

TEXTILE IN KARUR
CHAPTER I
INTRODUCTION
INTRODUCTION TO EVENT MANAGEMENT
Event(or personnel) management, in the sense of getting things done through people, is an
essential part of every manager’s responsibility, but many organizations find it advantageous to
establish a specialist division to provide an expert service dedicated to ensuring that the event
function is performed efficiently.
“People are our most valuable asset” is a cliché, which no member of any senior management
team would disagree with. Yet, the reality for many organizations is that their people remain
undervalued, under trained and underutilized.
The market place for talented, skilled people is competitive and expensive. Taking on new staff
can be disruptive to existing employees. Also, it takes time to develop ‘cultural awareness’,
product / process / organization knowledge and experience for new staff members.
FUNCTIONS OF EVENTMANAGEMENT
Following are the various functions of Event Management that are essential for the effective
functioning of the organization:
 Recruitment
 Selection
 Induction
 Performance Appraisal
 Training & Development
RECRUITMENT
The process of recruitment begins after manpower requirements are determined in terms of
quality through job analysis and quantity through forecasting and planning.
Selection
The selection is the process of ascertaining whether or not candidates possess the requisite
qualifications, training and experience required.
INDUCTION
a) Induction is the technique by which a new employee is rehabilitated into the changed
surroundings and introduced to the practices, policies and purposes of the organization.
WHAT IS “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 future development.
It consists of all formal procedures used in working organizations and potential of employees.
According to Flippo, “Performance Appraisal is the systematic, periodic and an important rating
of an employee’s excellence in matters pertaining to his present job and his potential for a better
job.”
CHARACTERISTICS
a) Performance Appraisal is a process.
b) It is the systematic examination of the strengths and weakness of an employee in terms of
his job.
c) It is scientific and objective study. Formal procedures are used in the study.
d) It is an ongoing and continuous process wherein the evaluations are arranged periodically
according to a definite plan.
e) The main purpose of Performance Appraisal is to secure information necessary for
making objective and correct decision an employee.
PROCESS
The process of performance appraisal:
 Establishing performance standards
 Communicating the Standards
 Measuring Performance
 Comparing the actual with the standards
 Discussing the appraisal
 Taking Corrective Action
LIMITATIONS
 Errors in Rating
 Lack of reliability
 Negative approach
 Multiple objectives
 Lack of knowledge
METHODS OF PERFORMANCE APPRAISAL
The foregoing list of major program pitfalls represents a formidable challenge, even considering
the available battery of appraisal techniques. But attempting to avoid these pitfalls by doing
away with appraisals themselves is like trying to solve the problems of life by committing
suicide.
The more logical task is to identify those appraisal practices that are
 most likely to achieve a particular objective and
 Least vulnerable to the obstacles already discussed.
Before relating the specific techniques to the goals of performance appraisal stated at the outset
of the article, I shall briefly review each, taking them more or less in an order of increasing
complexity.
The best-known techniques will be treated most briefly.
ESSAY APPRAISAL
In its simplest form, this technique asks the rater to write a paragraph or more covering an
individual's strengths, weaknesses, potential, and so on. In most selection situations, particularly
those involving professional, sales, or managerial positions, essay appraisals from former
employers, teachers, or associates carry significant weight.
GRAPHIC RATING SCALE
This technique may not yield the depth of an essay appraisal, but it is more consistent and
reliable. Typically, a graphic scale assesses a person on the quality and quantity of his work (is
he outstanding, above average, average, or unsatisfactory?) and on a variety of other factors that
vary with the job but usually include personal traits like reliability and cooperation. It may also
include specific performance items like oral and written communication.
FIELD REVIEW
The field review is one of several techniques for doing this. A member of the personnel or
central administrative staff meets with small groups of raters from each supervisory unit and
goes over each employee's rating with them to
 identify areas of inter-rater disagreement,
 help the group arrive at a consensus, and
 Determine that each rater conceives the standards similarly. .
FORCED-CHOICE RATING
Like the field review, this technique was developed to reduce bias and establish objective
standards of comparison between individuals, but it does not involve the intervention of a third
party.
MANAGEMENT BY OBJECTIVES
To avoid, or to deal with, the feeling that they are being judged by unfairly high standards,
employees in some organizations are being asked to set - or help set - their own performance
goals. Within the past five or six years, MBO has become something of a fad and is so familiar
to most managers that I will not dwell on it here.
RANKING METHODS
For comparative purposes, particularly when it is necessary to compare people who work for
different supervisors, individual statements, ratings, or appraisal forms are not particularly
useful. Instead, it is necessary to recognize that comparisons involve an overall subjective
judgment to which a host of additional facts and impressions must somehow be added. There is
no single form or way to do this.
The best approach appears to be a ranking technique involving pooled judgment.
The two most effective methods are alternation ranking and paired comparison ranking.
1. “Alternation ranking”:
Ranking of employees from best to worst on a trait or traits is another method for evaluating
employees. Since it is usually easier to distinguish between the worst and the best employees
than to rank them, an alternation ranking method is most popular. Here subordinates to be rated
are listed and the names of those not well enough to rank are crossed. Then on a form as shown
below, the employee who is highest on the characteristic being measured and the one who is the
lowest are indicated. Then chose the next highest and the next lowest, alternating between
highest and lowest until all the employees to be rated have been ranked.
2. “Paired-comparison ranking”:
This technique is probably just as accurate as alternation ranking and might be more so. But
with large numbers of employees it becomes extremely time consuming and cumbersome.
Both ranking techniques, particularly when combined with multiple rankings (i.e., when two or
more people are asked to make independent rankings of the same work group and their lists are
averaged), are among the best available for generating valid order-of-merit rankings for salary
administration purposes.
ASSESSMENT CENTERS
So far, we have been talking about assessing past performance. What about the assessment of
future performance or potential? In any placement decision and even more so in promotion
decisions, some prediction of future performance is necessary. How can this kind of prediction
be made most validly and most fairly?
360 DEGREE FEEDBACKS
Many firms have expanded the idea of upward feedback into what the call 360-degree feedback.
The feedback is generally used for training and development, rather than for pay increases.
Most 360 Degree Feedback system contains several common features. Appropriate parties –
peers, supervisors, subordinates and customers, for instance – complete survey, questionnaires
on an individual. 360 degree feedback is also known as the multi-rater feedback, whereby ratings
are not given just by the next manager up in the organizational hierarchy, but also by peers and
subordinates. Appropriates customer ratings are also included, along with the element of self
appraisal. Once gathered in, the assessment from the various quarters are compared with one
another and the results communicated to the manager concerned.
Another technique that is useful for coaching purposes is, of course, MBO. Like the critical
incident method, it focuses on actual behavior and actual results, which can be discussed
objectively and constructively, with little or no need for a supervisor to "play God."
ADVANTAGES
 Instead of assuming traits, the MBO method concentrates on actual outcomes. If the
employee meets or exceeds the set objectives, then he or she has demonstrated an
acceptable level of job performance. Employees are judged according to real outcomes,
and not on their potential for success, or on someone's subjective opinion of their
abilities.
 The guiding principle of the MBO approach is that direct results can be observed easily.
The MBO method recognizes the fact that it is difficult to neatly dissect all the complex
and varied elements that go to make up employee performance.
 MBO advocates claim that the performance of employees cannot be broken up into so
many constituent parts, but to put all the parts together and the performance may be
directly observed and measured.
DISADVANTAGES
 This approach can lead to unrealistic expectations about what can and cannot be
reasonably accomplished. Supervisors and subordinates must have very good "reality
checking" skills to use MBO appraisal methods. They will need these skills during the
initial stage of objective setting, and for the purposes of self-auditing and self-monitoring.
 Variable objectives may cause employee confusion. It is also possible that fluid
objectives may be distorted to disguise or justify failures in performance.
BENEFITS OF PERFORMANCE APPRAISALS
 Measures an employee’s performance.
 Helps in clarifying, defining, redefining priorities and objectives.
 Motivates the employee through achievement and feedback.
 Facilitates assessment and agreement of training needs.
 Helps in identification of personal strengths and weaknesses.
 Plays an important role in Personal career and succession planning.
 Clarifies team roles and facilitates team building.
 Plays major role in organizational training needs assessment and analysis.
 Improves understanding and relationship between the employee and the reporting
manager and also helps in resolving confusions and misunderstandings.
 Plays an important tool for communicating the organization’s philosophies, values, aims,
strategies, priorities, etc among its employees.
 Helps in counseling and feedback.
 Rating Errors in Performance Appraisals
Performance appraisals are subject to a wide variety of inaccuracies and biases referred to as
'rating errors'. These errors can seriously affect assessment results. Some of the most common
rating errors are: -
Leniency or severity: -
Leniency or severity on the part of the rater makes the assessment subjective. Subjective
assessment defeats the very purpose of performance appraisal. Ratings are lenient for the
following reasons:
 The rater may feel that anyone under his or her jurisdiction who is rated unfavorably will
reflect poorly on his or her own worthiness.
 He/She may feel that a derogatory rating will be revealed to the rate to detriment the
relations between the rater and the ratee.
 He/She may rate leniently in order to win promotions for the subordinates and therefore,
indirectly increase his/her hold over him.
Central tendency: -
This occurs when employees are incorrectly rated near the average or middle of the scale. The
attitude of the rater is to play safe. This safe playing attitude stems from certain doubts and
anxieties, which the raters have been assessing the rates.
Halo error: -
 A halo error takes place when one aspect of an individual's performance influences the
evaluation of the entire performance of the individual.
 The halo error occurs when an employee who works late constantly might be rated high
on productivity and quality of output as well ax on motivation. Similarly, an attractive or
popular personality might be given a high overall rating. Rating employees separately on
each of the performance measures and encouraging raters to guard against the halo effect
are the two ways to reduce the halo effect.
Rater effect: -
This includes favoritism, stereotyping, and hostility. Extensively high or low score are given
only to certain individuals or groups based on the rater's attitude towards them and not on actual
outcomes or behaviors; sex, age, race and friendship biases are examples of this type of error.
Primacy and Regency effects: -
The rater's rating is heavily influenced either by behavior exhibited by the ratee during his early
stage of the review period (primacy) or by the outcomes, or behavior exhibited by the ratee near
the end of the review period (regency). For example, if a salesperson captures an important
contract/sale just before the completion of the appraisal, the timing of the incident may inflate his
or her standing, even though the overall performance of the sales person may not have been
encouraging. One way of guarding against such an error is to ask the rater to consider the
composite performance of the rate and not to be influenced by one incident or an achievement.
Performance dimension order: -
Two or more dimensions on a performance instrument follow each other and both describe or
rotate to a similar quality. The rater rates the first dimensions accurately and then rates the
second dimension to the first because of the proximity. If the dimensions had been arranged in a
significantly different order, the ratings might have been different.
Spillover effect: - This refers lo allowing past performance appraisal rating lo unjustifiably
influence current ratings. Past ratings, good or bad, result in similar rating for current period
although the demonstrated behavior docs not deserve the rating, good or bad.

ROLES IN THE PERFORMANCE APPRAISAL PROCESS


a) Reporting Manager
 Provide feedback to the reviewer / HOD on the employees’ behavioral traits indicated in
the PMS Policy Manual
 Ensures that employee is aware of the normalization / performance appraisal process
 Address employee concerns / queries on performance rating, in consultation with the
reviewer
b) Reviewer (Reporting Manager’s Reporting Manager)
 Discuss with the reporting managers on the behavioral traits of all the employees for
whom he / she is the reviewer
 Where required, independently assess employees for the said behavioral traits; such
assessments might require collecting data directly from other relevant employees
c) HOD (In some cases, a reviewer may not be a HOD)
 Presents the proposed Performance Rating for every employee of his / her function to the
Normalization committee.
 HOD also plays the role of a normalization committee member
 Owns the performance rating of every employee in the department
d) HR Head
 Secretary to the normalization committee
 Assists HOD’s / Reporting Managers in communicating the performance rating of all the
employees

e) Normalization Committee
 Decides on the final bell curve for each function in the respective Business Unit / Circle
 Reviews the performance ratings proposed by the HOD’s, specifically on the upward /
downward shift in ratings, to ensure an unbiased relative ranking of employees on overall
performance, and thus finalize the performance rating of each employee

KEY CONCEPTS IN PMS


 In order to understand the Performance Management System at BHARTI, some
concepts need to be explained which play a very important role in using the PMS
successfully. They are:
 Ø KRA’S (KEY RESULT AREAS): The performance of an employee is largely
dependent on the KRA score achieved by the employee during that particular year. Thus,
it is necessary to answer a few basic questions i.e.
 What are the guidelines for setting the KRA’s for an employee?
 How does an employee write down his KRA’s for a particular financial year?
 KRA’s: The Four Perspectives.
 How is the KRA score calculated for an employee on the basis of the targets
sets and targets achieved?
BEHAVIORAL TRAITS:
Some of the qualitative aspects of an employees’ performance combined with the general
behavioral traits displayed by the employee during a year constitutes his behavior traits. An
employee is assigned the rating on the basis of the intensity of the behavior displayed by him.
They play a very important role in the deciding the final performance rating for an employee as
is even capable of shifting the rating one level upwards/downwards.
BHARTI 2010 LEADERSHIP COMPETENCY FRAMEWORK:
This competency framework is a simple and structured way to describe the elements of
behaviors required to perform a role effectively. This framework also tries to assess the
performance of an employee objectively.
THE PERFORMANCE RATING PROCESS:
The rating process tries to explain the four different types of rating that an employee can achieve
i.e. EC, SC, C and PC. It also explains the criteria, which is considered for awarding any of these
ratings to the employee.
PROMOTION AND RATING DISRTRIBUTION GUIDELINES:
The promotion and normal distribution guidelines provide the framework within which the
performance appraisal process has to work. It is very important that the HR department pays due
attention to these guidelines while preparing the bell curves for various functions and the
consolidated bell curve for all the functions. These guidelines also help in deciding upon the
promotion cases in a year.
RATIONALE OF THE STUDY
Performance Appraisal is the important aspect in the organization to evaluate
the employees performance. It helps in understanding the employees work culture, involvement,
and satisfaction. It helps the organization in deciding employees’ promotion, transfer, incentives,
and pay increase.

OBJECTIVE OF STUDY:
 The objective of report is to study the plan promotions, salary revisions, promotions,
empowerment, training and development, and also demotions and terminations in
Reliance Securities ltd.
 To identify the source of performance appraisal in DSM TEXTILE IN KARUR
 To identify the strength and weakness inside the employee in DSM TEXTILE IN
KARUR
 To provide training or reward according the appraisal.
 To study the performance appraisal methodology adopted by DSM TEXTILE IN
KARUR
SCOPE OF STUDY:
 The strength of any organization is its people if people are attended to properly by
recognizing their talents, developing their capabilities and utilizing them appropriately,
organizing is likely to be dynamic and grow fast.
 Ultimately the variety of tasks in any organization has to be accomplished by the people.
Some of them may have capabilities to do certain task better than other tasks, and some
of them may not have capability to do the task assigned to them. In any case of the
important process goals of dynamic organization is to assure that its people are capable of
doing the variety of tasks associated with their role/ position.
 My interest is totally in H.R. and the above study would brighten my career in H.R.
 By this study I got an experience about how the organization works, attitude of people
working there also it got a chance to differentiate between practical and theoretical work.
INDUSTRY PROFILE
INTRODUCTION
Textiles industry in India is the second largest employment generator after
agriculture. The modern textile industry in India has to origin in the 19th century. The
textile industry plays an important role in the Indian economy. And Indian is next only to
China among the world’s largest producers of textiles and garments. It holds significant
status in India as it provides one of the most fundamental necessities of the people.
Textile industry was one of the earliest industries to come into existence in India and it
accounts for more than 30% of the total exports. In fact Indian textile industry is the
second largest industry in the world.
The country is rich in natural resources such as cotton, just, and silk.
Textile industry is unique in the terms that it is an independent industry from the basic
requirement of raw materials on the final products, with huge value addition at every
stage of processing. Textile industry in India has vast potential for creation of
employment opportunities in the agricultural, industrial, organized and decentralized
sectors and rural and urban areas particularly for women.

Textile and garment manufacturers and exporters in India were expecting a


bright future in the days to come as more International buyers were turning their attention
to Indian markets following hike in prices of textile and garments in China, which had the
largest share in the export market. Buyers from various countries, including US and
European countries, were now started placing fresh orders with the textile garment
exporters here.
HISTORY OF THE INDUSTRY

The terms ‘TEXTILE’ is a Latin word originating from the ‘TEXERE’


which means ‘to weave’ Textiles refers to a flexible material comprising of a network of
artificial fibers, known as yarn.

The development of the world textile industry was started in Britain as the
spinning and weaving machines were invested in that country. High production of wool,
cotton and silk over the world has boosted the next year. Through the industry was started
in UK, in 19th century the textile production passed to Europe and northern America after
mechanization process in those areas. From time to time Japan, China, and India took part
in industry their economic and concentrated more in that sector.

India has been well known for her textile goods since very ancient times.
The traditional textile industry of India was virtually decayed during the colonial regime.
However, the modern textile industry took birth in the early 19th century, when the first
textile mill in the country was established at foster glisters near Calcutta in 1818. The
cotton textile industry however made its real beginning in Bombay in 1850s. The First
cotton textile mill of Bombay was established in 1854 by a Parsi cotton merchant then
engaged in overseas and internal trade. Indeed the vast majority of the early mills were
the handy work of Paris merchants engaged in yarn and cloth trade at home and Chinese
and African markets. The first cotton mill in Ahmadabad, which was eventually to
emerge as a rival centre to Bombay, was established in 1861. The spread of the textile
industry to Ahmadabad was largely due to the Gujarati trading class.

The cotton textile industry made rapid progress in the second half of the
19th century and by the end of the century there were 178 cotton textiles mills; but during
the year 1900 the cotton textile industry was in bad state due to the great famine and a
number of mills of closed down for long periods.

PRESENT STATUS OF THE INDUSTRY


Modern textile industry in India has its origin in the 19th century. The
textile industry plays a pivotal role in the Indian economy. This industry is very
significant today because, this sector contributes substantially in providing employment
and earning foreign exchange.

The Indian textile industry has a significant presents in the economy as


well as in the international textile economy. Its contribution to this Indian economy is
manifested in terms of its contribution to the industrial production, employment
generation and foreign exchange earnings. It contributes 20% of industrial production,
9% of excise collections, and 18% of employment in the industrial sector, nearly 20% to
the country’s total export earning and 4% of the GDP.

The country is in rich natural resources such as cotton, jute and silk. The
textile industry is the second largest employer after agriculture, with a total work force of
around 35 million. India is next only to China among the world world’s largest producers
of textiles and garments. The activities in textiles range of from the production of natural
raw material such as cotton, jute, silk and wool to the manufacture of quality products
such as cellulose fibre, synthesis filament and span yarn. But during the last four years
the industry has been suffering from a lot adverse factors. The major problem is
technology lag. Recently the union government has come out with ambitions, technology
up gradation fund of a possible magnitude of Rs.25,000 crores to help the industry catch
up with the trends in the global market.
HERE ARE A FEW IMPORTANT FACTS ABOUT INDIANS TEXTILE INDUSTRY.
1. There are approximately 1200 medium ti large scale textile mills in India. 12 % of
these mills are located in karur (Tamilnadu)
2. India has 34 million cotton textile spindles for manufacturing cotton yarn. Cotton
yarns account for 70% of India’s textiles exports. (China has 40 million cotton
spindles)
3. For the past tow years there has been a significant, mainly due to the increasing price
of cotton
4. Of the Indian textile yarn exports, almost 80% come from coarser yarns consequently,
there is a need to upgrade the technology.

FUTURE SCOPE OF THE INDUSTRY


Garment manufacturing and exporters in India were expecting a bright future in the
days to come as more international buyers were turning their attention to Indian markets
following hike in price of textile and garments in China, which had the largest share in
the export market.
Buyers from various countries, including US and European countries, were
now started placing fresh orders with the textile garments exporters here. Erode textile
garment exporters association secretaryit was reported that production and export of
garments from China have started declining, due to various reasons including price hike
of raw materials and increase in production cost.

Considering the continual capital investments in the textile industry, the


government of India may extend the technology up gradation fund scheme (TUFS) by the
end of the 11’th five year plan (till 2011 -2012) in order to support the industry. The
Indian textile industry is massively investing to meet the targeted output of $85 billion by
the end of 2010, aiming export of $ 50 billion. There is substantial potential in Indian
export of technical textiles and home texts as most European company want to setup
facilities near by the emerging markets, such as India and China.
Union Ministry of Textiles certified Apparel Export Promotion Council (AEPC)
has taken the responsibility to motivate the foreign investors to invest in Indian Textile
Industry by exhibiting it massive unexplored domestic market. The objective is to trigger
the foreign investment towards instituting textile units in India by offering numerous
allowances to global investor like low priced work force and intellectual right
fortification.
The government India has also taken few initiatives to promote the textile
industry by permitting 100% Foreign Direct Investment (FDI) in the market. the Indian
Textile Industry symbolized a strong existence in the complete value chain from raw
commodities to finished products. The Synthetic and Rayon Textile Export Promotion
Council (SRTEPC) has taken all the required steps to meet the target of doubling the
synthetic textile export in India to US $ 6.2 billion by seizing 4% of market share by
financial year 2011 -2012.

COTTON TEXTILE INDUSTRY


The cotton textile industry occupies a permanent place in the Indian
economy, contributing to about 23.5% of the country’s industrial production. The textile
sector is closely linked with agriculture, handlooms, power looms, garment
manufacturing and a number of industries and trade, thus touching everyday life of the
common man. Cotton textile industry is one of the oldest and largest industries in India
which has made rapid change in the economy. The country’s first textile mill “Express
mill” in Nagpur which was started by Tata was the first to down shutters. The premier
group has sold of its textiles mills another has been taken over by National Textile
Corporation (STC) Which has also taken over mills like Kohinoor.
COTTON TEXTILE INDUSTRY IN INDIA
The cotton textiles industry occupies an important place in the Indian economy as its
contribution to industrial production, employment generation and export earning are
significant. Currently the industry possess 26 million spindles 2 lakh looms in the mill sector
above one million power loom sector about 4 million looms in the handloom sector and a large
number of process houses with total capacity of dyeing, printing and finishing of 10 million
metres of per Annam. The industry place an important role in the Indian economy and as its
accounts for nearly 60% of industrial production and large scale employment. It is also a
foreign exchange earns as it contribute over 30% of the country’s total exports.
The first Indian cotton textile mills was established at Fort Glisters near
Calcutta as early as in 1838. The first cotton textile mill was in Bombay was the Bombay
spinning and weaving company started in the year 1851. The cotton textile industry is
admittedly the single largest organized industry in India and occupies second place
among the countries of the world in cotton textile mills are located in those status like
Maharashtra, Gujarat, Tamilnadu,West Bengal..
COTTON TEXTILE INDUSTRY IN TAMILNADU
The state has number of textile mills. Tamilnadu cotton textile mills generate direct and
indirect employment opportunities. There are more than 30 textile mills working in the
state. The major raw materials used by the industry are cotton polyesters, synthetic fibres
etc…. These raw materials are not widely manufactured in tamilnadu. It is either obtained
from other states especially from maharashtra and tamilnadu or they are imported from
abroad. Since the climate conditions of tamilnadu frequently changes, suitable
arrangements should be made to maintain the desired conditions for the production of
yarn.
The present condition of textile industries of tamilnadu is not good. Most of the private
owned mills have closed down and as a result large number of workers lost their job.
Similarly some of the private operated mills are fairly the problem of taking over by the
government. Some of the mills are taken by the textile corporation of tamilnadu, national
textile corporation and tamilnadu government.

COMPANY PROFILE
DSM Textiles is located at Karur, Tamil Nadu in the Southern part of India. Established in 2001,
we are an Eminent Manufacturer, Exporter and Supplier of the Cotton Home furnishing Textile
Products that are a reflection of the dexterity of the artisans of India. We incorporate the latest
trends, Designs and Colors in Our Home Furnishing Textile Products that caters to the diverse
taste and preferences of our discerning clients.
We are backed by a Talented Team of Master Craftsmen with Rich Experience in infusing life
into the Home Furnishing textiles through their dexterous hands. Our dedicated Quality Control
supervisors carefully monitor the entire production process to ensure quality standards and client
specifications are met.
Each of our creations speaks volume of the efforts and craftsmanship that goes into making
them. This is the reason our Home Furnishing Textile Products have found immense appreciation
and accolades in the international market.
DSM Textiles, the Name you can trust for Quality Textiles Products. Dsm fabrics offer a wide
range of Textiles Products, Created & Designed to Satisfy Our Buyers Worldwide.Most of our
products are manufactured as per our buyer's design under their Orders and in their own labels,
but We also create designs as per our clients request with our own designers.
DSM Textiles is recognized for its Innovation, Constant Research, Development and Upgrades to
the trends prevailing around World. We constantly evaluate our Clients needs and observe the
evaluation of Consumer Habits. A Specialized Product Development team and dedicated Sales
force are contributing their level best to satisfy our respected clients- V.K.Sabapathi,
Founder.
Being, the family business as Weaving and came from a Weaving Family, DSM Textiles has a
very good knowledge about production, technical aspects and each & every corners of
manufacturing the quality textile products.Based in Karur, India, We, DSM Textiles
manufactures & supplies finest Textiles to Our Valuable Customers across the World. It has been
14 years, since we are satisfying our clients and building a strong relationship both in business
and in personal.
From 2006, it's the turn of Mr. Vadivel Kanaga Sabapathi, the son of Mr.V. Kanaga
Sabapathi taken the position and continuing the service to their respected clients .After
completing his International Business studies in the United Kingdom, he himself involves in this
wonderful business with great interest & spirit and always loves very much to serve his respected
clients.
VISION, MISSION AND VALUES
OUR VISION
To manufacture products comparable to international standards, to be customer-focused and
globally competitive through better quality, latest technology and continuous innovation.
To transform the company into a modern and dynamic yarn, cloth and processed cloth hand
finished product manufacturing company with highly professionals and fully equipped to play a
meaningful role on sustain able basis in the economy of Tamilnadu. To transform the company
into a modern and dynamic power generating company with highly professionals and fully
equipped to play a meaningful role on sustainable basis in the economy of Tamilnadu
OUR MISSION
 To manufacture world-class products of outstanding quality that give our customers a
competitive advantage through superior products and value, so we can make every
customer smile.
 To encourage people's ownership, empowerment and working under team structure.
 To attain highest level of efficiency, integrity and honesty
 To provide quality products to customers and explore new markets to promote/expand
sales of the company through good governance and foster a sound and dynamic team, so
as to achieve optimum prices of products of the company for sustainable and equitable
growth and prosperity of the company.

OUR VALUES
 Customer's satisfaction and delight.
 Superior quality of performance.
 Concern for the environment and the community.
 Passionate about excellence.
 Fair to all.
 To provide a safe workplace and promote healthy work habits

QUALITY OF INDUSTRY
Improving and maintaining quality of our products is of paramount importance. To ensure
consistent supply of good quality yarn, we follow a comprehensive quality control management
system.
We have well equipped laboratories for fibre & yarn testing and color matching & testing.
1. Quality Management System - ISO 9002
2. Foreign Matter -Manual sorting
3. Contamination- Vision Shield in Blow Room Siro Cleaner in winding stage
4. Fibre Quality - HVI
AFIS
5. Yarn Quality Uster Tester 3
Uster Tensorapid 3
Classimat II
Twist Tester
Uster Autosorter III
6. Colour Matching - Data Colour
7. Winding - SSM precision winders
8. Environment Management System ISO 14001 (.)
OBJECTIVE OF THE INDUSTRY
The goal for the department is to become a world class academic department in fashion and,
textile education, research and knowledge transfer with the following taken as the key objectives
for ITC from 2009/10 and onwards:
 to provide professional education covering the whole spectrum of activities in fashion
and textiles, and develop “all-round” graduates with vision and a global outlook, a sense
of social responsibility, critical and creative thinking ability
 to conduct research to create and disseminate knowledge to the academic community,
commerce, industry, society and the world at large
 to continue the review of academic programmes in fashion and textiles
 to further enhance learning and teaching in both teaching methodology and practice, the
implementation of outcome-based learning, maintain and upgrade an environment that
facilitates learning, with an aim to stimulate students’ interest in learning
 to collaborate with partners on the development of preferred continuing education in
fashion and textiles
 to become an area of excellence in fashion and textile education and research, regionally
and internationally
 to lead and enhance the development of the fashion and textile industry

OBSERVATION
The current industry size comprises domestic market of US$ 68 billion and exports of US$ 40
billion GLOBAL TRADE IN TEXTILE
The country's textile industry, is currently estimated at US$ 108 billion otal global textiles
exports was to the tune of US$ 772 billion in 2013, with India’s textiles exports at US$ 40 billion
(5.2% market share) & CLOTHING SECTOR
ORGANIZATIOANL STRUCTURE

Board of Directors
Chairman

Managing Director

General Manager

Accounts Production Purchase Marketing Personnel Store


Officer Manager Manager Manager Manager Keeper

Assistant. Head Time Staffs


Accounts Supervisors Supervisor
Marketing Keeper
Staffs Manager

Production Workers Clerk


Staff

Workers

GENERAL MANAGER

CHAPTER II
REVIEW OF LITERATURE
REVIEW OF LITERATURE
1. U. J. Nwogu & Nath M. Abraham (2013) attempted to evaluate the concern of quality
improvement in educational institutions. The concerns and issues on the structure,
technique, methods and reactions of management of the institutions in implementing the
recommendations of quality circles were evaluated in the study.
2. Chitra Sharma (2013)found that along with quality and process improvement, quality
circles also work as an administrative tool that focuses more on personal development,
increased motivational level, better understanding of process, skill up gradation and
increased decition making skill of members.
3. Murali Rao someswara (2013) analysed and evaluated the quality management practices
in higher education sector. The study aimed at defining quality and tried to measure the
level of quality maintained in MBA programs in various institutions.
4. Sunil Kumar Pradhan and Dr. Suman Kalyan Chaudhury (2012)conducted the study with
three main objectives namely to know the performance management system and how it
helps in organizational development, to assess the efficacy of performance management
as a tool for HR interventions and to know how performance management leads
employee satisfaction, this ultimately increases employee retention. The study found that
the main purpose of performance management is to link individual objectives and
organizational objectives in such a form as to give best possible platform to the
employees to perform at the highest level.
5. Kannan S (2012analysed the sociological aspects of total quality management in
industrial organizations. The study specifically discussed the impact of total quality
management practice in the Society.
6. Ambily A S (2012)Quality of work life as an essential requirement for success of an
organizations was analysed in the study. A positive comparison of the quality of work life
in the private and public sector enterprises in Kerala had been successfully done in the
study.38
7. Dilip Aher (2012)conducted the study with the objectives of exploring the impact of
quality circles on the turnover among the employees in the industries, to find out the
degree of involvement of employees in the decision making process and to study the level
of job satisfaction of the employees from the quality circle concept.
8. Soumendu Biswas and Arup Varma (2012)examined the relationship between
psychological climate and transformational leadership, with employee performance. The
study proved that organizational psychological climate and transformational leadership
predicted job satisfaction. Job satisfaction in turn predicted employee performance, a
composite measure of in-role and extra-role performance.
9. H. James Harrington Frank Oehi & Hal Wiggin (2012)analysed the quality and
productivity problems and improvement opportunities that face the construction industry
today. It was found that there is a lack of good research for improved approaches and that
the construction work is considered as an undesirable profession. It is also found that
there had been slow change over from quality control to TQM. It was suggested that
improved quality and productivity
10. Rajesh Choudhary & Lalit Yadav (2012attempted to focus on the impact of Quality
circles towards employees and organization. Employees’ attitude towards 39participative
management is also discussed in detail throughout the study. This study reveals and
suggests that the positive attitude will be developed by the implementation of quality
circles. It leads to overall improvement in organizational culture as well as performance
of employees –
11. NKK Prasanna & Tushar N Desai (2011) proved that quality circle technique to be very
effective for the problem selected by the quality circle members for the petrochemical
industry. Optimization of grease consumption in the centrifuges led to the reduction in
maintenance costs, enhancement in reliability and availability of the equipment,
enhancement of morale and development of a sense of team dynamics among the
employees, which proved to be beneficial to the employees and the organization as a
whole.
12. Madhu Ranjan Kumar (2011)aimed to study how TQM can be used to transform Indian
bureaucracy study was conducted in six units of Indian Government. The study showed
that, within the context of ISO, a prevalence of robust corrective and process based
quality procedures and quality objectives aid the transition of ISO certified units toward
total Quality Management.
13. Syed sheharyar Zaidi (2011) found that among the resource human resource is the most
prized asset for attaining the primary goal – profit making , of any organization . The
study also proved that in the present days competitive environment, where innovation is
the only true source of gaining competitive advantage, the importance of human resource
is more than ever. They identified they importance of training and the need of training as
an on going process.
14. Senthil Genesh & Jerme Joseph (2011) regarded performance review as one of the most
complex and controversial human resource technique in organizations. The study
explored the domain of cognitive complexity of 40executive appraises by examining
perceived organization formalization and experiential perceptions of performance review
system complexity as predictors of appraises executive alienation in performance review
systems.
15. Alessandro Brun (2011)was conducted the research with the objective of giving Global
Vision about total quality management concept. The study indicated that in order to
motivate people within an organization the leadership must consider job rotation as one
of the most important management strategies. The study also demonstrated quality circles
are regarded as the most successful approach for the systematic development of human
motivation.
16. Abhijit Chakraborty, Sudip kr. Deb Sitanath Mokhopadhay & Ranjan
Bhattacharya(2011)attempted to focus on the effect of quality circle when applied in
small enterprises in the competitive world. The study observed that quality circle
implementation is the best effective when management objectives are taken as promoters
task.
17. Sanjeet Sinhgh , Gagan Deep Sharma and Harman Deep Cheema (2011) examined the
effect of performance appraised on an individual as well as on the organizations. The
research found that there is noticeable effect of performance appraisal on the organization
as well as on the individual.
18. Arthi J (2011) attempted to design an integrated model of organizational commitment,
quality of work life and job performance. The study was conducted regarding the
employees in IT sector at Coimbatore. A special integrated model had been suggested by
the researcher.
19. Sobhana G (2011) analysed the relationship between stress management and leadership
styles of the executives. The study was conducted with reference to the 41corporate
sector. The study also aimed to analyzing the stress of employees as a consequence of
various leadership styles practiced by the executives in the corporate sector.

20. Charity Tinofirei (2011) explored unique performance enhancing or inhibiting factors
among Zimbabwean employees in non – profit organizations in Harare. The study found
that non profit organizations use creative sector-specific approaches to motivate
employee performance.
21. Abdul Hameed and Aamer Waheed (2011-)analyzed the theoretical framework and
models related to employee performance. The study found that the success or failure of
the organization depends on employee performance.
22. Mathew Joseph (2010) analysed the role of total quality management in ISO 9000
certified manufacturing organizations. The study was confined to selected units in Kerala
and identified the specific role played by total quality management practices in getting
ISO certification.
23. Unnikrishnan Kartha N R (2010) conducted the study with the objective of analyzing the
impact of ISO 9001-2000 on quality management practices in various organizations in
Kerala. The study revealed that ISO 9001-2000 had a great impact on quality and quality
management practices in the identified organizations in Kerala.
24. Ashok Khurana & Kanika Goyal (2010) explored the performance appraisal practices of
selected Indian Industries. It provides an insight into the concept of performance
appraisal, the method and approaches of performance appraisal, the appraisal process
etc… The study observed that at L&T performance of human resources is appraised at
three levels. That is self appraisal by employee reviewing his past performance, critical
attributes appraisal by immediate supervisor and performance and development planning
for future period by the superior along with the employee. The study observed that
performance appraisal is indispensable to be aware of each employees abilities,
competencies and relative merit and worth for the organization.
25. Akah Ndang William (2010) Studied the role of employee motivation in their
performance. Kannan S and Govinda Rajan S R (2010) conducted a study to determine
whether quality circles in public sector and functioning more effectively than the private
sector in terms of length of participation, training, participates feeling about QCs and
organizational support to QCs The results of the study revealed that participates from
both sectors expressed their improvement in work life after joining in the QC programme
with job satisfaction. However a significant difference was observed between the sectors
in organizational support QC activities. Higher positive results were found in public
sector organizations.
26. Vishal V. Gaikwad & Anita V. Gaikwad (2009) studied the role of quality circles as a
management tool to enhance the effectiveness of library services. Right management-
(2009) proved that- Engaged employees lead to increased productivity; between customer
loyalty and profitability, retention customers loyalty and profitability. Employee
engagement drives improved organizational performance. The research confirmed that
engagement leads to higher financial performance, higher customer satisfaction and
higher employee retention.
27. R. N. Rai (2009)30 carried out the study with the objective of finding how the behaviour
of a person can affect the performance of QC in India. The study revealed that quality
circles have had a significant impact on the reduction in the absenteeism and grievances
but have a minimum impact on the reduction of turnover rate of employees.
28. B Sripirabaa & Krishnaveni (2009) found that partnering has a negative significant
impact on the functions of performance management system and alignment. Financial
support has a negative impact on alignment, whereas the performance management
systems overall functions has a significant positive impact on alignment. Final support
also has positive significant impact on the performance management systems functions.
29. V. K. Khanna, B. S. Sahay, Prem Vrat & Ravi Shankar (2007) studied the main
contributing variables to enhance TQM index are leadership, strategic planning, customer
and market focus, and human resource focus in both the market sceneries. Indian
automobile sector had also adopted TQM path but it is still a player of little consequences
in the global auto market. One of the major reasons for dismal performance of the Indian
automobile sector can be attributed 44to the fact that it has not been able to prioritize and
focus on key variables, which are instrumental in enhancing.

30. Senda Wali (2007) examined the relationship between the extent of TQM implementation
and organizational factors were investigated. The result indicated that joint-venture,
ownership, leadership styles and quality experiences are the most influential factors that
contribute in the TQM implementation. It also suggested that knowledge of
organizational context is useful for explaining and prediciting quality management
practices
31. Maria Liticia Santos Vijande & Luis I Alvarez- Gonzalez – (2007)conducted the study
was to develop an instrument for measuring TQM implementation following the
European Foundation for Quality Management
32. Dileep Kumar M (2007)The research was conducted on total quality management
philosophy. The main objective of the study was to find out the impact of organizational
culture had significant impact on employees and employers behaviour.
33. Singh T P and Singla Nitin (2006)Singh and Singla state that the quality management has
assumed great importance in today’s highly competitive manufacturing industry. Quality
management systems (QMS) has been widely implemented through out the world. Many
firms have arrived at the conclusion that effective QMS implementation can improve
their competitive abilities and provide strategic advantage in the market place. They
recommended a flexible 45approach for implementation be used which takes in to
account, the factors and forces prevalent in the industry.
34. Peter Ebong Ajang (2006)found that job satisfaction was the top motivator among
employees. It also revealed that it was mainly the growth factors (lower order needs)
which were highly valued and given higher motivational importance than the traditional
higher order need factors by the respondents. The study concluded that the ranking of
work related factors that motivate employees may change over time and may differ
significantly from one person to another and also across different groups of employees.
35. Mukherjee P N (2006) Mukherjee presented comprehensive view of the concepts
principles and practices of quality management systems from the basics through
advanced tools and techniques for practical implementation. The author proved that the
success of QMS depends on a lot on the strong foundation and infra- structure of an
organization and helps to a world- class management system for performance excellence
and global leadership.
36. Lakhal L, Pasin and Liman Mohammed (2006) explored the relation between quality
management practices and their impact on the performance. First, critical management
practices were identified and classified into three main categories: management,
infrastructure and core practices. There after a model linking these practices and
performance is posed and imperially tested. The imperial data were obtained from a
survey of 133 Tunisian companies from the plastic performing sector. The findings
revealed a positive relationship between quality management practices and organizational
performance.
37. Diane M Alexander (2006found that while behavioral change and performance
improvement may be common outcomes of 360 degree process, this 46desired outcomes
are not always achieved and the process can backfire on an organization in terms of an
employees affective and behavioral reaction impacting their motivation and commitment.
38. T. R. Abo-Alhol, M. Y. Ismail, S. M. Sapnam & M. M. Hamdan(2006) investigated
changes in employee attitude brought about through participation in Quality Circle.
Assessment of circle performance was measured by technical aspects. Results showed
that QCs develop positive attitudes among employees who derive job satisfaction when
they feel that their companies area good place to work and consequently more willing to
extend their efforts for the companies.
39. Divakaran Nair K.S (2005 attempted in developing an instrument for assessing human
resource quality. It also aimed at measuring the impact of total quality management
efforts on human resource quality using the instrument. The study identified two such
tools namely quality improvement teams and quality control circles.
40. Remya T V (2005) Studied performance normalization and identified three capabilities
operate at the three level of the individual the team and the organsation. The implication
for organizations will be to build intervention at all three levels to attain innovation
capability.
41. Michelle Brown and John S Heywood (2005 studied with the objective of estimating the
determinates of performance appraisal systems. The results of the study indicated that
performance appraisal is associated with workers having shorter expected tenure and
greater influence over productivity. The study also revealed that complimentary human
resource management practices such as formal training and incentive pay, are associated
with an increased likelihood of performance appraisal but that union density is associated
with a reduced likelihood of performance appraisal
42. Brett Anthony Hayward (2005) The research investigated the relationship between,
employee performance , leadership and emotional intelligence. It was found that there is
a very strong significant linear relationship between emotional intelligence and
transformational leadership.
43. K.S. Divakaran – (2005) conducted a study with the main objective of designing and
developing an instrument model for measuring human resource quality in different
organizations. It was observed that there is increase in cultural change index in all
organizations. The survey established linkage between TQM practices and QWL. The
study concluded by saying that TQM should aim at continuous improvement in HRQ,
conquering all obstacles which come in the way and Human quality in an organization
provides support to all functions in the journey towards TQM.
44. Sasmita Palo and Nayantara Padhi (2003) found that training creates awareness, builds
employees commitment to quality policy and strategy, facilitates team work, enhances
performance standards and bolsters the skills and abilities of employees. However, the
organization needs to focus more upon improving communication competencies, multiple
skill development and customer value training successful TQM training in the
organization needs more budgetary allocation and commitment, support and enthusiasm
of the top management.
45. Shpresa syla & Gadaf Rex Gopi (2003) conducted a study on quality circles and found
that QC’s present the best way of incorporating the employees in a 48search for best
solution for the problems in enterprise. They also found the advantages and reason for
more effective usage of quality circles
46. R Mukundan (2002) conducted with the finding the 21st century, Indian corporate have
begun the journey of TQM. The journey is very painful yet there is no alternate road for
excellence. TQM is both a goal and a path. Therefore the quality journey is one that can
never end.
47. George Boyne (2002) conducted a study with the objective of evaluating the level of
performance of private sector with the level of performance of public sector. The study
was conducted with the finding that the performance in private sector is more efficient
than the performance in the public sector
48. Shari M Yusof and Elaine Aspin Wall (2000) Analysed the issues in TQM
implementation. They analysis the revealed that TQM is a philosophy mainly dominated
by large companies. Small business are lagging behind larger ones, when it comes to
introducing and adopting new managerial philosophies and advanced technology.
49. Roberson peter J and sonal J Senevirante (1995conducted a study in 47 organizations that
adopted quality circle process to find out the nature and effectiveness of changes taking
place in private sector and public sector. The study found that changes in private sector
were effective in individual development and the changes in public sector were more
successful in improving system performance
50. Adrian Wilkinson, Mich Marchington & Barrie Dale (1994) examined the issues of Total
Quality Management and the management of human resources. It suggested that while
TQM had been identified as a major innovation in 49management practice, there had
been a preoccupation with the ‘hard’ production –oriented aspects of TQM rather than
the softer HRM elements. However, increasing attention is being paid to HR issues
currently.
51. K.F Sherwood, B G Dale & V Guarrier (1993) examined the relationship between a
programme of quality circles and a process of quality improvement. The study revealed
lack of understanding of what is required to introduced and sustain a process of
continuous quality improvement and a number of mistakes made in the operation of
quality circles
52. Rodger W Grilfeth and Arthus G Bedeian (1989) investigated the effects attributable to
two no task factors gender and age acting as main effects and in interaction on
performance ratings.Mathew P C (1992)56evaluated the personnel management practices
in the cooperative sector in Kerala and suggested the need for introducing modern
personal management practices in the co-operative sector to improve the efficiency of the
employees in the sector.
53. Ricky W Griffin (1988) tested the consequences of implementing quality circles in an
industrial setting. It was found that attitudes, behavior and effectiveness all improve
initially for the experimental group but then dropped back to previous levels.
54. J. de Vries & H . van de Water (1985)concluded that whether quality circles are a means
to improve the quality of working life or not is, among other factors, determined largely
by the characteristics of the production structure. Therefore, more attention should be
focused on the given production structure of organizations wherever quality circles are
initiated.
55. Anthony J. Mento & Rober P. Steel. (1985)In order to assess the effects of a quality
circle programme within a dynamic organizational environment, the authors strongly
recommend the collection of both outcome and process type data within the context of a
rigourous experimental design. Taken together outcome and process measures can shed a
great deal of insight into a more complete understanding of the effects of the QC process
on individual and organizational functioning

CHAPTER III
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
According to Clifford Woody research comprises defining and redefining the problems,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
making deductions and reaching conclusions whether they fit the formulating hypothesis.
Research Methodology is a procedure designed to the extent to which it is planned and
evaluated before conducting the enquiry and to the extent to which the method for making
decisions is evaluated.
The research methodology if scientifically developed enables the researcher to establish
with high degree of confidence, cause and effect relationship between the research activities and
observed outcomes. This part of the study deals with methodology used in present investigation.
For gaining new knowledge in a particular field it explains the nature of study, details of sample
design, Collection of data, Analysis of data through statistical tools and interpretation of the data
collected.
RESEARCH SUBJECT
The first and foremost step is to select and define the topic of study. Among various
issues what occupies the central position in an organization is the effective utilization and
maintenance of human resources for achievement of organizational objectives and while
managing human resources, the problem of carrying out performance appraisal of executives
stands out very clear.
This topic of study takes into account measuring the existing system of performance
appraisal so as to identify the characteristics features of the same and to understand the
effectiveness of the system towards its objectives with a view to suggesting further
improvements.
RESEARCH DESIGN
A Research Design is the conceptual structure within which the study is to be conducted. It
constitutes the Blue print for Collection, measurement and analysis of data.
NATURE OF STUDY
This study is descriptive and Qualitative in nature i.e. which includes Survey involving
executives & non-executive of taking into consideration attitudes, opinions, behavior and
performance regarding their job.
PREPARATION AND DESIGN OF QUESTIONNAIRE
A Questionnaire was designed for the study and measures the performance level of
executives & non executive with the help of available literature and project guide. The questions
relating to general information of employees, awareness on various aspects of their job and
policies and approach of management were put.
Both closed and open-ended questions were included. Also, all questions were given in a
proper sequence and simple language in order to give a clear picture of the situation given and to
avoid any misunderstanding to the respondents. In the questionnaire, suggestions of the
employees were requested if they want any improvement in the present appraisal system
technique being followed up
SAMPLE DESIGN
A sample is a definite plan obtaining a sample from a given population.
UNIVERSE:-
The first step in developing any sample is to clearly define the Universe (set of objects) to be
studied .The Universe in the present study is restricted to the total number of 500 employees in
the organization.
SAMPLE SIZE:-
In order to make sample representative of the population, it was decided to collect information
from a sample size of 100 employees including both technical and non technical employees.
SAMPLING PROCEDURE:-
After deciding the proper sample size, appropriate sampling technique to be used must be
selected. Therefore, Simple Random sampling technique has been used for collection of primary
data.
DATA SOURCES
Two types of data sources are chosen for the study:
 Primary Sources
 Secondary Sources
PRIMARY DATA:
Primary data was collected by a way of Questionnaire designed for both technical and non
technical employees of DSM TEXTILE IN KARUR. The questionnaire content questions
which include awareness of the employees on various aspects like organizational objectives, the
performance appraisal technique being followed. The collection of primary data was
accomplished at different departments after a personnel visit to all the departments:
 Works
 Services
 Construction
 Maintenance
 Operations
 Information Technology
The distribution of questionnaire was done on a random basis in all the departments. After a
brief introduction about the purpose of study and the contents of the questionnaire, it was given
to employees and asked to fill up and give their feedback on various factors in the same and
collected hand-to-hand from them.
SECONDARY DATA
Secondary data was collected from various books of Human resource management and
Organizational Behavior of different authors Magazines & Newsletters of DSM TEXTILE IN
KARUR and with the help of internet.
ANALYSIS OF DATA:-
After collection of data, the researcher turns to the task of analyzing it. The responses given by
employees are analyzed in order to present in into meaningful form. Thus, statistical techniques
like Tabulation and graphical representation of data are used. Various bar diagrams are used in
order to present information clearly.
INTERPRETATION OF DATA:-
Lastly, after analysis of data, the findings of the study are studied and represented in a logical
and precise manner so as to arrive at a conclusion of the study and to provide any
recommendations and suggestions on this basis.
STATISTICAL TOOLS USED
To analyze and interpret collected data the following statistical tools were used.
1) Percentage method
2) Weighted average method
3) Chi-square analysis
4) Correlation
5) Regression

Percentage method
The percentage is used for making comparison between two or more series of
data. It is used to classify the opinion of the respondent for different factors. It is calculated as

No. of respondents favorable


x 100
Percentage of respondent =
Total no of respondents
Weighted average method
The weighted average method can be calculated by the following formula. This tool is
used to find the rank given by the respondents to the welfare measures. It can be calculated as

XW = ∑ WX / ∑ X

Here
XW represents the weighted average
X represents the value of variable
W represents the weight given to the variable.
Chi-square analysis
Chi-square analysis in statistics is to test the goodness of fit to verify the distribution of
observed data with assumed theoretical distribution. Therefore it is a measure to study the
divergence of actual and expected frequencies.
The formula for computing chi-square is as follows.

Chi-square = ∑ {(O-E)2 / E}

The calculated value of chi-square is compared with the table of chi-square for the given
degrees of freedom at the specified level of significance. If the calculated value is greater than
the tabulated value then the difference between the observed frequency and the expected
frequency are significant. The degrees of freedom is (n-2) where ‘n’ is number of observed
frequencies and in case of contingency table the degrees of freedom is (C-1) (R-1) where C is
number of columns and R is number of rows.
It is used to find the relation between communication in work place and work
satisfaction. It is used to find the relation between welfare satisfaction and work satisfaction it is
used to find the relation between experience of respondents and work satisfaction
Correlation
The correlation analysis deals with association between two or more variables. The
correlation does not necessary imply causation or functional relationship though the existence of
causation always implies correlation. By itself it establishes only co- variance. It is used to find
the degree of relationship between motivation and work satisfaction.

Cov(x, y) = 1/n ∑ x y – x y
x = 1/n  x2 – x 2

y = 1/n  y2 – y 2
Cov(x, y)
r= x X y

Here,
r = co-efficient of correlation
Regression
The Regression analysis deals with the nature of association between two or more
variables. In regression analysis we are concerned with the estimation of one variable for a given
value of another variable on the basis of an average mathematical relationship between the two
variables.

Y= a + bX

ANNEXURE
A STUDY ON PERFORMANCE APPRAISAL IN EVENT MANAGEMENT IN DSM
TEXTILE IN KARUR
QUESTIONARIES
I. PERSONNEL DATA:
1. Name
2. Age:
a) Below 20 years
b) - 30 years
c) 31 - 40 years 
d) Above 41 years
3. Gender: 
a) Male
b) Female
4. Work experience of the employee
a) Below 5 years 
b) 5 - 10 years
c) 11 - 20 years
d) Above 20 years
5. Education
a) UG
b) PG
c) Others (Please Specify)
6. Department: ________________________________________
7. Designation: _________________________________________
8. Monthly Salary:
a) Below 5000
b) 5000 to 10000
c) 10000 to 20000
d) Above 20000

II. PROJECT INFORMATION


9 .Communication and coordination between departments through online will improve employee
performance.
a) yes
b) partly yes
c) you have a mind reaction
d) d) can’t say e)
10. The use of training and technology will increase employee performance.

a) yes
b) no
c) can’t say
11. High salaries are good motivators of employee performance.

a) Strongly agree
b) Agree
c) neutral
d) Disagree
e) Strongly disagree
12. Attending zonal, national and international training meets will increase executive
performance.
a) Strongly agree
b) Agree
c) neutral
d) Disagree
e) Strongly disagree
13. Motivational level of your personnel.
a) Very high
b) High
c) Neutral
d) Low
e) very low

14. Quality of working environment will give optimum performance.

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
15. How would you rate the quality of your employee performance system.

a) Very high
b) High
c) Neutral
d) Low
e) very low

16.. Your personnel’s appraisal method by online


a) outstanding
b) exceeds expectation
c) meeting expectation
d) improvement needed
e) unacceptable.
17. Performance methods are implemented on schedule.
a) partly yes
b) no
c) you have a mind reaction
d) can’t say anything
e) yes
18. Performance appraisal gives organizational effectiveness.
a) Yes
b) No
c) don’t know

19. Performance appraisal helps the superiors to have a proper understanding about their
subordinates.

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
20.. Performance appraisal affecting in any way of your working ability.
a) partly yes
b) no
c) you have a mind reaction
d) e) can’t say anything
e) yes

21. From the performance appraisals are able to find out your job related strengths and weakness.

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

22. Performance appraisal is creating grievances between you and your subordinates.

a) Yes
b) No
c) don’t know
23. The performance appraisal methods providing standards/standardization for work.

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

24. Performance appraisal is the continuous process for improving the skills and knowledge of
employees.

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
25.Are you happy with the performance appraisal system.

a) partly yes
b) no
c) you have a mind reaction
d) e) can’t say anything
e) yes
26. The feedback of performance has to be given to you after appraisal.

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
27. You have chance to instinct any changes in the performance appraisal system.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

28. Levels of targets reached by employees.

a) outstanding
b) exceeds expectation
c) meeting expectation
d) improvement needed
e) unacceptable.