COMPANY PROFILE

The two Iron-men, in its true pioneering spirit, contemplated the manufacture of Artificial
Leather in 1954 and initiated manufacturing of Artificial Leather cloth in Malad, Mumbai and
marketing it all over the country through Ahmedabad, Bangalore, Kolkata and Chennai.

In 1962 a plot was acquired at Kandivli, Mumbai and the manufacturing base was shifted here by
the name of The National Leather Manufacturing Company (NLC). They imported Dornbusch
coating lines and the best quality of Artificial Leathercloth became a reality!

The years passed by and there was no looking back as the Group was growing in leaps and
bounds. It was just a beginning for the team which was later strengthened when Late Shri.
Gandalal’s son, Late Mr.Kantilal Shah and Late Mr.Amrutlal Motasha joined the business.
MISSION AND VISSION -:

MISSION -:

We aspire to build our local and international footprint through sustainbale

growth and by creating value for all our stakeholders.

VISSION -:

Customer-centric international organization providing quality products ,services

and building trust of stakeholders.
DIFFERENT COMPANIES OF SAMSONS GROUP :

About VinyRoyalPlasticoates Private Limited (VPPL) :-

The pioneering entrepreneur of the group started the flagship company NLC in 1962. It is
engaged in manufacturing of Artificial Leathercloth and is one of the largest manufacturers in
the world with installed capacity of 13.5 million square meters with 3 Coating lines.

Infrastructure :

Specializes in Manufacturing PVC artificial leather to various Indian and International

standards for automobile seat upholstery and trims.Collection of designs in natural leather like
grains and fabric type patterns in a wide range of colours Choice of PVC Artificial, Leather
with knit, woven and non woven backing fabric to suit a range of end users.A well equipped
laboratory for testing raw material and the finished products. Modern and well laid out plant
for production and storage.
DIFFERENT COMPANIES OF SAMSONS GROUP :

About VinyRoyalPlasticoates Private Limited (VPPL) :-

The pioneering entrepreneur of the group started the flagship company NLC in 1962. It is
engaged in manufacturing of Artificial Leathercloth and is one of the largest manufacturers in
the world with installed capacity of 13.5 million square meters with 3 Coating lines.

Infrastructure :

Specializes in Manufacturing PVC artificial leather to various Indian and International

standards for automobile seat upholstery and trims.Collection of designs in natural leather like
grains and fabric type patterns in a wide range of colours Choice of PVC Artificial, Leather
with knit, woven and non woven backing fabric to suit a range of end users.A well equipped
laboratory for testing raw material and the finished products. Modern and well laid out plant
for production and storage.
About Joyride :-

Joyride seat covers made from superior grade of leather cloths, Joyride offers better protection
from harsh UV rays and keeps the seats cooler. The product is specially designed for Indian
climate keeping in mind essential factors such as heat management, durability, environment and
the value for money.

Durability and long life :-

Joyride offers all weather protection and comes with 3 years warranty.
About Royal Cushion Vinyl Products Ltd. :-

Royal Cushion Vinyl Products Ltd. has two plants spread across 130 acres of land, at Guardia,
Halol, Gujarat, for manufacturing of Vinyl Floorings of different types for various end-users and
Rigid Films. RCVPL caters to customers in over 40 countries worldwide.

Quality Policy :-

To achieve customer satisfaction by providing international quality products in all our product
ranges.
About Vijayjyot :-

Vijayjyot seating components division is leading components manufacturer for Metro, Bus, Car,
Cinema and Auditorium seats. The product line includes fabrication of Metal Frames (MS and
SS), Polyurethane (PU) Foam and Upholstery / Trim Covers. We also manufacture and supply
fully assembled Railway seats.

Its seating components division provides one-stop solution to customers from design inception,
proto-type sample, product development to commercial supplies. Facilities include Design
center, Tool room, Weld shop with advanced technology like Multi Axis Bending Machine,
Cutting & Sewing Machines and PU Machines. The plant is located in Halol, near Vadodara in
state of Gujarat, INDIA.

About Royal Knitting :-

Initially Royal Knitting Pvt. Ltd [RKPL] established in 1983, produced knitted fabrics to meet
the in-house requirements for leather cloth backing, for our sister concern - National Leather
cloth Mfg. Co. and Vinyroyal Plasticoates Pvt. Ltd. Today RKPL’s installed capacity stands at
175 tones/month of circular knitted fabrics and 20 tones/month of warp knitted fabrics.

Only 30% of the capacity is utilized to make supplies to group company, 50% supplies are made
to other local Artificial Leathercloth manufacturers & exports and remaining 20% supplies go to
OE customers such as Melba, Faze 3, Reliance, Shamkeen. In OE the fabric is applied for back
scrim application in automotive upholstery. Production facility consists of 28 circular knitting
machines (Single Jersey, Terry, Interlock) of Mayer & Cie make, 4 Orizio make, 2 Taifan make
and 1 Fukuhara.
 VIJAYJYOT COMPANY OVERVIEW

Vijayjoyt is leading manufacturer and marketer of automotive, cinema / auditorium, bus &
railways seating systems of India. Its products are marketed under the brand name VIJAYJYOT.
They are 2 decades old company in seating system having clienteles at home (India) and abroad.

Design & Development Facility :-

Its design & development facility is located in plant in Baska, near Baroda, Gujarat and plant in
Pune, Maharastra. They have state of art of technology development centre where 20 dedicated
engineers/ staff are involved in development of new products and applications round the clock
for various segments of seating systems. They are an ISO/ TS 16949:2000 certified company.

Its people -:

Their main focus is future growth of company lies with its human resource people. The
human skills are updated with training inputs on a regular basis and also have a HR practices in
our organization. Our top management is involved in HR policy within the organization, that a
clear indication that we are people performance organization.

Marketing & Distribution

They have a very wide spread sales and marketing network covering 4 regions of the
country. Our representation is very strong even in overseas market like Middle East, Russia,
Europe and North America. After sales service to all our customers are being monitored in the
form of Customer Satisfaction Index. This is to assess and improve various parameters of
services within our setup on the basis of customer's feedback.

Its Group -:

The journey of samsons group started way back in 1932 by the confluence of two families
Shahs' and Motashas' in the form of small trading house. Subsequenwas in 1954, Royal
Knitting (fabric) in 1978 & Vijayjyot Seats Pvt. Ltd. ( VSPL) in 1989. Group turnover is
around Rs. 200 crores (U$ 45 MIO).
 INTRODUCTION

1.1 History of Performance Management :

No one knows precisely when formal methods of reviewing performance were first
introduced. According to Koontz (1971), the emperors of the Wei dynasty (AD 221-265) in
China had an ‘Imperial Ratter’ whose task was to evaluate the performance of the official
family. Centuries later, Ignatius Loyola(1491-1556) established a system for formal rating of
the members of the Society of Jesus (the Jesuits).

The first formal monitoring systems, however, evolved out of the work of Federick Taylor
and his followers before World War I. Rating for officers in the US armed services was
introduced in the 1920s, & this spread to the UK, as did some of the factory-based US
systems. Merit-rating came to the fore in the USA & the UK in the 1950s & 1960s, when it
was sometimes rechristened performance appraisal. Management by objectives then came &
went in the 1960s & 1970s and simultaneously, experiments were made with the critical
incident technique & behaviourally anchored rating scales. A revised form of results-oriented
performance appraisal emerged in the 1970s, which still exists today.

The first recorded use of the term ‘performance management’ is in Beer and Ruh (1976).
Their thesis was that ‘performance is best developed through practical challenges &
experiences on the job with guidance and feedback from superiors’. They described
theperformance-management system at Corning Glass Works, the aim of which was to help
managers give feedback in a helpful & constructive way, and to aid in the creation of
developmental plan . The concept of performance management then lay fallow for some
years, but began to emerge in the USA in the mid-1980s as a new approach to managing
performance. However, one of the first books exclusively devoted to performance
managements was not published until 1987(Plachy 1987).
1.2 What is Performance Management ?

There are few comprehensive definitions of Performance Management. HM Treasury

describe Performance Management as “Managing the Performance of an organisation or
individual”. Whilst this is not a precise definition grounded in literature it demonstrates the
breadth of performance management and hence the difficulties in defining its scope,
activities and practices. It demonstrates that performance management is concerned with the
management of performance throughout the organisation and as a result is a multidisciplinary
activity.

Further, in their Glossary of Performance Terms the Improvement Development Agency

further suggest that –“

it involves you understanding and acting on performance issues at each level of your
organization, from individuals, teams and directorates, through to the organization itself. As
well as involving performance measurement, systems and processes, performance
management is about managing people and ‘the way people within an organisation operate
and work together’. Issues such as leadership, decision making, involving others, motivation,
encouraging innovation, and risk taking are just as important to bring about improvement”.

This definition further demonstrates the breadth of the subject highlighting some of the
activities involved in managing performance, requiring a range of different skills and
functional approaches. This provides challenges of terminology when we discuss the subject.
Academic research in particular tend to be undertaken in functional subject areas and often
within organization managers sit in functions and take a functional perspective on the subject
of performance.

Despite this the clear multidisciplinary, the field of performance management has developed
from diverse origins. Different measurement and management techniques and approaches
have developed independently. Financial and particularly management accounting have been
concerned with measuring and controlling the financial performance of organisations,
operations have been concerned with “shop floor performance often focusing on improving
throughput and efficiency. ,
1.4 Aims of Performance Management :-

(1) Help to achieve sustainable improvements in organizational performance.

(2) Act as a lever for change in developing a more performance oriented culture.

(3) Increase the motivation and commitment of employees.

(4) Enable individuals to develop their abilities, increase their job satisfaction and achieve
their full potential to their own benefit and that of the organization as a whole.

(5) Enhance the development of the team cohesion and performance.

(6) Develop the constructive and open relationship between individuals and their managers
in a process of continuing dialogue which is linked to the work actually being done
throughout the year.

(7) Provide opportunities for individuals to express their aspirations and expectations about
their work.
 Principles of Performance Management :-

The principles of performance management have been well summarized by IRS (1996) as
follows :-

o It translate corporate goals into individuals, teams, department and divisional goals.

o It help to clarify corporate goals.

o It is a continuous and evolutionary process, in which performance improves over time.

o It relies on consensus and cooperation rather than control on coercion. It

encourages self-management of individual performance.

o It requires a management style that is open and honest and encourages to two-way
communication between superiors and subordinates.

o It requires continuous feedback.

o Feedback loops enable the experience and knowledge and gained on the job by
individuals to modify corporate objective.

o It measures and assesses all performance against jointly agreed goals

o It should apply to all staff, and it is not primarily concerned with linking performance to
financial reward.

o Performance management should operate in accordance with the following ethical

principles as defined by Winstanely and Stuart- Smith (1996) :-

 Respect for the individuals – people should be treated as ‘ends in

themselves’ and not merely as ‘means to other ends’
 SCOPE OF PERFORMANCE MANAGEMENT

Performance management is about managing the organization. It is a natural process of

management, not a system or a technique (Fowler, 1990). It is a also about managing within the
context of the business (its internal & external environment). This will affect how it is
developed, what is sets out to do and how it operates. The context is very important, and Jones
(1995) goes as far as to say ‘manage context, not performance’.

Performance management concerns everyone in the business- not just managers. It rejects the
cultural assumptions that only managers are accountable for the performance of their teams and
replaces it with the belief that responsibility is shared between managers and team members. In a
sense, managers should regard the people who report to them as a customers for the managerial
contribution and services they can provide. Managers and their teams are jointly accountable for
results and are jointly involved in agreeing what they need to do and how they need to do it, in
monitoring performance & in taking action.
Benefits of Performance Management :-

The benefits to the organisation, managers and individuals of well- conceived and well-run
performance management processes are summarised below :

For the Organisation :

o Align corporate, individual and team objectives.

o Improve performance.

o Motivate employees.

o Increase commitment
 Factors affecting Performance :-

Performance is affected by a number of factors, all of which should be taken into

account. These Comprise Personal factors- the individual’s skill, competence,
motivation and commitment.

o Leadership factors- the quality of encouragement, guidance and support

provided by managers and team leaders.

o Team factors- the quality of support provided by colleagues.

o Systems factors- the system of work and facilities provided by the organisation.

o Contextual factors- internal and external environmental pressures and changes.

 Meaning of Performance Management System :-

Performance management system (PMS) is the heart of any “people management processes’’
in organization. Organizations exist to perform.

If properly designed and implemented it can change the course of growth and pace of impact
of organizations. If people do not perform organizations don't survive. If people perform at
their peak level organization can compete and create waves. In the past organizations as well
as the HR function have wasted a lot of time by wrongly focusing on performance appraisals
rather than performance management.
 Characteristics of an Ideal PM System:

(1) Strategic congruence : The system should be congruent with the unit and organisation’s
strategy. In other words, individual goals must be aligned with unit and organizational goals.

(2) Thoroughness : The system should be thorough regarding four elements :all employees
should be evaluated, all major job responsibilities should be evaluated, the evaluation should
include performance spanning the entire review period, not just the few weeks or months.

(3) Practicality: Systems that are too expensive, time consuming and convoluted will obviously
not be effective. Good, easy-to- use systems are available for managers to help them make
decisions.

(4)Specificity : A good system should be specific: it should provide detailed and concrete
guidance to employees about what is expected of them an how they can meet these e x p e c t a t
ions.

(5) Identification of effective & ineffective performance : The performance management

system should provide information that allows for the identification of effective and in effective
performance.

(6) Reliability : A good system should include measures of performance that are consistent and
free of error. For example, if two supervisors provided ratings of the same employee and
performance dimensions, rating should be similar.

(7) Validity : The measures of performance should also be valid. In this context, validity refers
to the fact that the measures include all relevant performance facets and do not include irrelevant
performance fa
 CHAPTER-2
RESEARCH METHODOLOGY

2.1 TITLE OF THE RESEARCH STUDY :

“An Analytical Study of Performance Management System as a tool for Effective

performance :

A study of Selected employees in Vijayjyot Seats Private Limited”.

2.2 DURATION OF THE RESEARCH STUDY :

This study was carried out for duration of 2 month

2.3 BASIC TERMS OF PRESENT RESEARCH STUDY :

Performance -: Performance means both behaviors and results. Behaviors emanate from
the performer and transform performance from abstraction to action. Not just the
instruments for results, behaviours are also outcomes in their own.

Right-: the product of metal and physical effort applied to tasks- and can bejudged apart
from results (Brumbrach,1988).

Management -: Management is the art of getting things done through and with people in
formally organized group (According to Harold Koontz).

System -:An organized, purposeful structure that consists of interrelated andinterdependent

elements (components, entities, factors, members, parts etc.). These elements continually
influence one another (directly or indirectly) to maintain their activity and the existence of the
system, in order to achieve the goal of the system.(www.businessdictonary.com)
2.4 OBJECTIVES OF RESEARCH STUDY :

The objectives of the study are.......

o To empirically assess performance management as a tool for improving

performance.

o To study the process and methods of existing performance management systems

o To identify the effects of performance review techniques on employee’s

performance.

o To study of performance review techniques; employee’s performance;

performance incentives and employee’s morale.

2.5 SCOPE & COVERAGE OF RESEARCH STUDY - :

The research was conducted in Vijayjyot Seats Private Limited. The research study was focus
on performance management system in Vijayjyot seats private limited. It also measure &
evaluate the effective performance on the basis of employee’s overall awareness, expectations &
satisfaction or dissatisfaction as an outcome of offering various kinds of incentives &
employee’s morale as offered by the performance management system of Vijayjyot seats (P) Ltd.
2.6 LIMITATIONS OF THE RESEARCH STUDY -:

 The researcher has been use selected statistical tools which are relevant to research study
& thus having limited generalizability.

 The employees were reluctant to give correct information.

 The investigator intended to cover only few areas of performance management system.

 The sample size selected by the researcher is limited.

 The time factor in collecting the responses as in conducting the research study has limited
factor In lieu of the variation in the cooperation and involvement of selected employees
at different departments of Vijayjyot Seats Private Limited, there may be inaccuracy of
the responses given by them.

2.7 SIGNIFICANCE OF THE RESEARCH STUDY :-

This research study has covered the performance management system which help to find
effective performance of the employees. The employees has been aware of the performance
standard of the company. It has been create awareness of performance management system to
improve effective performance and also to the different criteria of the Vijayjyot Seats Private
Limited. This research study also assists to Vijayjyot Seats Private Limited authorities in the
designing of the performance management system for improving performance. Organisation will
be able to develop performance review techniques to control the performance of the employees.
2.8 RATIONALE OF THE RESEARCH STUDY :-

When it comes to performance, employee’s performance is one the main in organisational

success. Therefore, it is an need of the hour where organizational has to make very specific
efforts for improving employee’s performance to optimally utilize knowledge and skills of
their employees. The proposed research study also would report on employee’s feedback as
well as expectations & experiences with regard to selected performance management system.
It also list out suggestions for an overall improvement for employees effective performance.
The research study would make an attempt to find the impact of performance management
system on effective employee’s performance.

2.9 RESEARCH DESIGN :-

The research design of this study considering its objectives, scope & coverage was exploratory
as well as descriptive in nature

2.10 SOURCES OF INFORMATION :

2.10.1 PRIMARY DATA :

The primary data has been obtained from the selected employees & senior executive at
various departments of Vijayjyot Seats Private Limited through circulation of the
structured non-disguised questionnaire.

2.10.2 SECONDARY DATA :

The secondary data has been obtained from published as well as unpublished literature on the
topic and from Books, Journals, News Papers, Research Articles, Thesis, Websites, Magazines
etc.
 2.10.3 SAMPLE SIZE

Appropriate number of sample size (i.e. 60) was put to used for the purpose of collecting
primary data from the selected employees of different departments of theVijayjyot Seats
Private Limited.

2.10.4 SAMPLING METHOD

Non-probability sampling design based on convenient sampling method has been used
for this research study.

The representative sampling units in appropriate & justified size has been conveniently
drawn from amongst different employees across various heterogeneous socio-
economic age groups, occupations, educational qualifications

gender who have availed incentives & employee’s morale as offered by the
performance management system of the Vijayjyot Seats Private Limited.

2.10.4 RESEARCH INSTRUMENT :

A structured non-disguised questionnaire has been prepared to get the relevant information
from the respondents. The questionnaire consists of variety of questions presented to the
respondents for their responses. The researcher has been used questionnaire with the support
& cooperation of the selected respondents of various departments at managerial and non-
managerial level of Vijayjyot Seats Private Limited.

2.10.6 SAMPLING MEDIA

Sampling media has been in the form of Filling up of questionnair

 CHAPTER -3

REVIEW OF LITERATURE

Study by DDI (1997), Performance Management Practices is the most recent

performance management study. It proves that successful organizations realize that
performance management is a critical business tool in translating strategy into results.
The CEOs in the majority of the 88 Organizations surveyed say their performance
management system drives the key factors associated with both business and cultural
strategies. Performance management systems directly influence five critical
organizational outcomes : Financial performance, productivity, product or service quality,
customer satisfaction & employee job satisfaction. When performance management
systems are flexible & linked to strategic goals, organization are more likely to see
improvement in the five critical areas : team objectives, non- manager training, appraiser
accountability & links to quality management are the specific practices most strongly
associated with positive outcomes.

Watkins (2007) puts it, most public sector business organization like those in Delta State
of Nigeria have not given adequate attention to performance management review as a
tool for improving performance even when recent studies suggest that performance
review benefit organizational performance in both private & public sectors. Performance
management has been described as a systematic approach to the management of people,
using performance goal measurement, feedback and recognition as a means of motivating
them to realize their maximum potentials. Public sector business organizations that strive
to deliver quality services at competitive prices are those that embrace various
performance review practices to assess their employee performance & motivate them
with incentives.
Robert & Angelo (2001), The success or failure of public sector business organizations
depends on the ability to attract, develop, retain, empower & reward a diverse array of
appropriately skilled people and is the key to improving organizational performance. The
explanation therefore is that human resourcemanagers in the public sector business
concerns should embark on periodic performance management reviews of their
employees in order to re-position their business organizations though owned by
government for better performance & improved competitiveness

Study by Wm. Schiemann & Associates (1996), this national survey of cross-section of
executives concluded that measurement-managed companies- especially those that
measure employee performance- outperform those that downplay measurement.

These research studied 122 organizations making between $27 million and $50 billion in
sales. A higher percentage of measurement-managed companies were identified as
industry leaders, as financially in the top third of their industry, and as successfully
managing their change efforts. The research examined performance in six strategic
performance areas deemed crucial to long-term success : Financial performance,
operating efficiency, customer satisfaction, employee performance, innovation/change,
community/environment. The findings revealed that the biggest measurement area
separating successful from less successful firms is employee measurement. Successful
industry leaders simply do a better job than non-leaders at measuring their workforce,
which the study say is where real change won or lost.

Study by Hewitt Associates (1994), The impact of performance management on

organizational success substantiates that performance management system can have a
significant impact on financial performance and productivity. The study used the Boston
Consulting Group/HOLT financial database to track the financial performance of 437
publically held U.S. companies from 1990 through 1992.The study results showed that:
Companies with performance programs have higher profits, better cash flows, stronger
stock market performance and a greater stock value than companies without performance
management. Productivity in firms without performance management is significantly
below the industry average, while productivity in firms with performance management is
on par with the industry average. Companies with performance management significantly
improved their financial performance and productivity after implementing performance
management.

Williams (2002) identifies globalization, increased competition and the increasingly

individualistic rather than collective employee relationship as some of the major drivers
contributing to the increased visibility of performance management systems

PMS). Faced with fast moving and competitive environments, companies are constantly
searching for unique ways in which to differentiate themselves from their competition
and are increasingly

The study by Eleni T. Stavrou, Christakis Charalambous and Stelios Spiliotis utilizes
an innovative research methodology (kohonen’s Self-organizing Maps (SOMs), Neural
Network Analysis) to explore the connection between human resource management as a
source of competitive advantage and perceived organizational performance in the
European Union’s private and public sectors.

While practices in these two sectors did not differ significantly, three diverse but
overlapping HRM models did emerge, each of which involved a different set of EU
member states. Training & Development practices were strongly related toperformance in
all three models and communication practices in two. These results show the usefulness
of an innovative technique when applied to research so far conducted through traditional
methodologies, and brings to the surface questions about the universal applicability of the
widely accepted relationship between superior HRM and superior business Performance.
Sharmistha Bhattacharjee and Santoshi Sengupta (2011) studied that employees are the most
valuable and dynamic assets of an organization. For achieving the strategic objective of sustained
& speedy growth, managing human resource has been featured as a vital requirement in all
organizations. It is a challenge to monitor the entire cycle of defining the competence
requirement of the business, accessing existing competence in the organization and bridging the
gap between the two. HR practices are crucial for any organization. Every phase from
recruitment to exit interview is under the HR departmet.

The article of Javed Iqbal , Samina Naz, Mahnaz Aslam, Saba Arshad (2012), offers a survey
of selected literature on performance management. Purpose is to identify key themes that govern
the topic in the contemporary turbulent economic and business environment where employees
are more uncertain that anything else because every day they face downsizing, volunteer
retirement and “golden hand shakes’’ to get rid of them. Under these circumstances it is
worthwhile to look into the ways by which they can be motivated to work under hard conditions.
It is found that performance management processes, evaluation, its impact and factors are key
themes. Researchers apply popular research approaches for data collection analysis and
communication.

Research of Leena Toppo, Twinkle Prusty (2012) informs that performance appraisal and
performance management were one of the emerging issues since last decade. Many
organizations have shifted from employee’s performance appraisal system to employee’s
performance management system. This paper has focused to study the evolution of employee’s
performance appraisal system, critics the system suffered and how the performance management
system came to the practice. The main purpose of this paper is to differentiate these two systems,
employee’s performance appraisal and management system. This paper uses a review of the
literature to evaluate the development of appraisal system and argues the critic areas of appraisal
system. Performance management eliminates the shortcomings of performance appraisal system
to the some extent
The aim of this study of Akinyele S. T. (2010) was to evaluate the effectiveness of
performance appraisal system at private universities in Nigeria. The focus of the study
was on the administrative staff of Crawford University. The study evaluated the purpose
of performance appraisal in private universities and identifies relevant factors for
achieving an effective performance appraisal. A cross- sectional survey was selected for
this study because it was easy to undertake compared to longitudinal survey and the
results from the same can be inferred to the larger population.

Whittaker and Marchington (2003) found evidence in their study that line managers
spent very little time on people management issues, preferring instead to concentrate on
financial or business objectives. Hope Hailey et al (2005) report that line managers are
only measured on their technical role and not their people management
responsibilities. The appraisal process is therefore of secondary importance to them and
the appraisal is generally approached with little preparation, training or enthusiasm (Cook
and Crossman 2004, Holt-Larsen and Brewster 2003). To address this,

Hendry et al (2000) argue that not only should line managers own the performance
management process but that they should be involved in its design, and only by involving
them at this stage will they “buy-in” to the process. Lack of management “buy-in” can
potentially frustrate the whole purpose of a performance management system, leading to
an inability to meet short-term goals as well as failure to address longer term
developmental opportunities (Weeks, 2005)

Lohr (1981) had stated that even Abraham Taylor (1856-1915) widely regarded as the
father of Scientific Management in his legendary thesis on performance improvement in
organizations had recognized the negative influences of groups on performance and
sought to break-up informal group activities through spatial and work-flow designs and
individual piece rate systems of pay.
Research of Leena Toppo, Twinkle Prusty (2012) informs that performance appraisal
and performance management were one of the emerging issues since last decade. Many
organizations have shifted from employee’s performance appraisal system to employee’s
performance management system. This paper has focused to study the evolution of
employee’s performance appraisal system, critics the system suffered and how the
performance management system came to the practice. The main purpose of this paper is
to differentiate these two systems, employee’s performance appraisal and management
system. This paper uses a review of the literature to evaluate the development of
appraisal system and argues the critic areas of appraisal system. Performance
management eliminates the shortcomings of performance appraisal system to the some
extent
 CHAPTER–5

DATA ANALYSIS & INTERPRETATION

(1) Gender :
What is the percentage of male and female category

TABLE 1

Sr. Gender Frequency Percentage

No. (%)

1. Male 52 87

2. Female 08 13

Total 60 100

gender

13%
male

female
87%

Interpretation : From the above table, 87% of employees lies under the male category
and 13% employees lies under the Female category.

Majority of the employees lies under the Male category.

(2) Experience :

How many years of experience the respondents have ?

Sr. No Job Experience Frequency Percentage (%)

1 Less than one year 04 7
2 2-10 years 34 56
3 More than 10 years 22 37
Total 60 100%

TABLE: 2

job Experience

7%
37%
less than one year
2-10 year
56%
more than 10 year

Interpretation : From the above table, 56% of the respondents have work experience of 2-10
years, 37% of the respondents have work experience of more than 10 years, and 7% of the
respondents have work experience of less than one year.

Majority of the employees in the organization have a work experience of 1-5 y

 Response

13%

YES
NO
87%

interpretation : From the above table, 87% respondents are in favour of organization operate
formal performance management system, 13% respondents are not in favour of organization
operate in formal performance management system.
4) Performance evaluation
How many percentage of people are satisfied about performance evaluation of current
performance of management system?

TABLE :4

Sr. No Particulars Frequency Percentage (%)

1 Very Satisfied 52 87
2 Satisfied 00 00
3 Neutral 00 00
4 Unsatisfied 08 13
5 Very Unsatisfied 00 00
Total 60 100%

PERFORMANCE
0%
0% 0%
13%
very satisfied
satisfied
neutral
87% unsatisfied
very unsatisfied

Interpretation : From the above table, 87% respondents are very satisfied about performance
evaluation of current performance management system, 13% respondents are unsatisfied about
performance evaluation of current performance management system.
 (5) Development planning

How many percentage of respondents are very satisfied about development planning of current
performance of management system?

TABLE :5

Sr. Particulars Frequenc Percentage

No y (%)
1 Very Satisfied 50 83
2 Satisfied 02 3
3 Neutral 00 00
4 Unsatisfied 08 14
5 Very 00 00
Unsatisfied
Total 60 100%

development planning
0%
3% 0%
14%
very satisfied
satisfied
neutral
83% unsatisfied
very unsatisfied

Interpretation : From the above table, 83% respondents are very satisfied about
development planning of current performance management system, 3% respondents are
satisfied about development planning of current performance management system, 14%
respondents are unsatisfied about development planning of current performance
management system.

Majority respondents are very satisfied about development planning of current performance
management system
(6). 360 Degree Feedback :

How many percentage of respondent are very satisfied and neutral about 360 degree feedback of
current performance management system ?

TABLE :6

Sr. Particulars Freque Percentage (%)

No ncy
1 Very 42 70
Satisfied
2 Satisfied 08 14
3 Neutral 08 13
4 Unsatisfied 02 03
5 Very 00 00
Unsatisfied
Total 60 100%

development planning
0%
3% 0%
14%
very satisfied
satisfied
neutral
83% unsatisfied
very unsatisfied
S

Interpretation : From the above table, 70% respondents are very satisfied about 360 degree
feedback of current performance management system, 14% respondents are satisfied about
360 degree feedback of current performance management system, 13% respondents are
neutral about 360 degree feedback of current performance management system.

Majority of respondents are very satisfied about 360 degree feedback of current
performance management system.

37
Interpretation : From the above table, 70% respondents are very satisfied about 360 degree
feedback of current performance management system, 14% respondents are satisfied about
360 degree feedback of current performance management system, 13% respondents are
neutral about 360 degree feedback of current performance management system.

Majority of respondents are very satisfied about 360 degree feedback of current
performance management system.

37
Interpretation : From the above table, 70% respondents are very satisfied about 360 degree
feedback of current performance management system, 14% respondents are satisfied about
360 degree feedback of current performance management system, 13% respondents are
neutral about 360 degree feedback of current performance management system.

Majority of respondents are very satisfied about 360 degree feedback of current
performance management system.

37
Interpretation : From the above table, 70% respondents are very satisfied about 360 degree
feedback of current performance management system, 14% respondents are satisfied about
360 degree feedback of current performance management system, 13% respondents are
neutral about 360 degree feedback of current performance management system.

Majority of respondents are very satisfied about 360 degree feedback of current
performance management system.

37
Majority of respondents are very satisfied about 360 degree feedback of current
performance management system.

37
Interpretation : From the above table, 70% respondents are very satisfied about 360 degree
feedback of current performance management system, 14% respondents are satisfied about
360 degree feedback of current performance management system, 13% respondents are
neutral about 360 degree feedback of current performance management system.

Majority of respondents are very satisfied about 360 degree feedback of current
performance management system.

37
implemented it can change the course of growth and pace of impact of organizations. If people
do not perform organizations don't survive. If people perform at their peak level organization
can compete and create waves. In the past organizations as well as the HR function have
wasted a lot of time by wrongly focusing on performance appraisals rather than performance
management.