INTRODUCTION Part-A: INDUSTRY PROFILE One of the main problems the industrial world faces now is the scarcity

of energy. The demand is more and the supply is less. More research is done to find out alternative sources of energy. The researchers are still in the beginning phase. Till some new alternative energy sources is found out, but the dependence will be on the existing sources. Electricity being the important among them plays a major role in almost all the industries. Production of electricity has become more expensive which demands careful utilization and accurate measurement keeping this in mind, analogue measuring instruments have been replaced by electronic ones by suppliers of electricity.

Up to the 1870s electricity had little use beyond the telephone an telegraph. After the invention of the incandescent lamp by Edison in 1879 and the subdivision of lighting circuits for individual control of the lamps, it was no longer practical to measure lamp hours. Then by the introduction of transformer helped to make the present system of AC transmission and distribution possible. There was one obstacle, no meter to accurately measure and record the usage of electricity. Around this time the first new standard
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model watt-hour meter was developed by Elihu Thomson and Thomas Duncan which was a commercial success. Although it was designed for the AC circuits, worked equally well with DC circuits at that time. After that meters were made by different manufacturers in different models and versions according to the demand and consistency in designs. With the advances in the electronics in the 1970s the manufacturers started introduction of electronic registers and automatic meter reading devices. By the mid 1980s hybrid meters with electronic registers were mounted. By the early 1990s introduction of electronic parts resulted in the dropping of the induction type models and paved the way to electronic models which become more feasible and popular. Electrical Industry in India came into existence only after the First World War period. The first electrical industry to be set up in India was the Fan Industry in Calcutta in 1921. The manufacture of electrical equipments like transformers, motors, generators and insulators were taken up later. The first Public Sector Electrical Industry to be set up in Kerala was the Metropolitan Engineering Company Ltd. Thiruvananthapurarm in 1945. The starting of United Electrical Industries Ltd. (U.E.I) at Kollam in 1950 closely followed it. In 1960 the management of the United Electrical Industry Ltd; had taken

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over by the Government of Kerala. At present there are five Public Sector electrical equipment industries in Kerala.

1.2 About the Subject Meaning of Human Resources

William R. Tracey, in The Human Resources Glossary defines Human Resources as: The people that staff and operate an organization as contrasted with the financial and material resources of an organization. The organizational function that deals with the people... Human resources is the set of individuals who make up the workforce of an organization, business sector or an economy. "Human capital" is sometimes used synonymously with human resources, although human capital typically refers to a more narrow view; i.e., the knowledge the individuals embody and can contribute to an organization. Likewise, other terms sometimes used include "manpower", "talent", "labor", and simply "people". The term human resources can also be explained in the sense that it is a resource like any natural resource. It does mean that the management can get and use the skill, knowledge, ability etc through the development of skills, tapping and utilizing them again and again by developing a positive attitude among employees

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Definition of HRM
Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can also be performed by line managers. It is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. HRM is also a strategic and comprehensive approach to manage people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives.

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Features of Human Resource Management

Human resources management is concerned with employees both as individuals and as a group in attaining goals. It is also concerned with behaviour, emotional and social aspects of personnel.

It is concerned with the development of human resources, which is knowledge, capability, skills, potentialities and attaining and achieving employee goals, including job satisfaction.

Human resources management covers all levels and categories of employees. It covers both organized and unorganised employees.

It aims in attaining the goals of organisation, individual and society in an integrated approach.

Human resources management is a continuous and never ending process.

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Objectives of Human Resource Management

To help the organization reach its goals. To ensure effective utilization and maximum development of human resources. To ensure respect for human beings .To identify and satisfy the needs of individuals. To ensure reconciliation of individual goals with those of the organization. To achieve and maintain high morale among employees. To provide the organization with well-trained and well-motivated employees. To increase to the fullest the employee's job satisfaction and selfactualization. To develop and maintain a quality of work life. To develop overall personality of each employee in its multidimensional aspect. To enhance employee's capabilities to perform the present job. To equip the employees with precision and clarity in transaction of business. To inculcate the sense of team spirit, team work and inter-team collaboration.
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Importance of Human Resource Management:

A human resources department is a critical component of employee wellbeing in any business, no matter how small. HR responsibilities include payroll, benefits, hiring, firing, and keeping up to date with state and federal tax laws. Any mix-up concerning these issues can cause major legal problems for the business, as well as major employee dissatisfaction. But small businesses often don't have the staff or the budget to properly handle the nittygritty details of HR. Because of this, more and more small businesses are beginning to outsource their HR needs. As companies reorganize to gain competitive edge, human resources plays a key role in helping companies deal with a fast-changing competitive environment and the greater demand for quality employees. Research conducted by The Conference Board has found six key people-related activities that human resources completes to add value to a company:

1. Effectively managing and utilizing people. 2. Trying performance appraisal and compensation to competencies.

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3. Developing competencies that enhance individual and organizational performance. 4. Increasing the innovation, creativity and flexibility necessary to enhance competitiveness. 5. Applying new approaches to work process design, succession planning, career development and inter-organizational mobility. 6. Managing the implementation and integration of technology through improved staffing, training and communication with employees.

Definition of Performance Appraisal

Performance appraisal is defined as the structured formal interaction between a subordinate and supervisor, where the work performance of the subordinate is to be taken into consideration, with a view to identifying weakness and strength as well as opportunities for improvement and skills development. Appraisal results are used to determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses and promotion.

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In UNILEC, the concerned supervisor or manager continuously appraises the performance of the employees under him. The company follows a confidential report method. In this method one or more senior officer rates each employee for his performance confidentially. A confidential report by immediate supervisor is still a major determinant of the subordinates promotion or transfer. This report deals with the years work and general opinion of the rater towards the employee. The main problem with this method is that it is not data based and appraisal is done on the basis of impressions.

OBJECTIVES OF PERFORMANCE APPRAISAL Performance appraisal exercises to meet certain objectives which are in the form of salary, increase, promotion, identifying, training and development, needs, providing feed back to employees and putting pressure on employees for better performance.

1. SALARY INCREASE

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Performance appraisal plays a major role in making decision about salary increase. Normally salary increase of an employee depends on how he is performing job. There is evaluation of his performance either formally or informally. Performance appraisal discloses how well an employee is performing and how much he should be compensated by way of salary increase.

2. PROMOTION Performance appraisal plays a significant role where promotion made on merit. Performance appraisal discloses how can employee is working in his job and what his strong and weak points are. It helps to decide whether he is eligible for promotion and what addiction training should be provided to him. Similarly it can be used for transfer, demotion and discharge of an employee.

3. TRAINING AND DEVELOPMENT Performance appraisal tries to identify the strength and weakness of an employee on his present job. This information can be used
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for giving training and development program me appropriate for overcoming weakness of the employee.

4. FEEDBACK Performance appraisal provides feedback to employee about their performance. It tells where they stand. A person works better when he knows how he is working how his efforts are contribution to be achievement of organizational objectives. Thus work in 2 ways. First of the person got feedback about his performance and he may try to overcome his deficiencies which will lead to better performance. Second, when the person gets feedback about his performance he can relate his work to the organization objectives.

5. PRESSURE ON EMPLOYEES Performance appraisal puts a secret of pressure on employees for better performance.If the employees are conscious that they are being appraised in respect of certain factors and their future
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largely depends on such appraisal they tend to have positive and acceptable behaviour in the respect. This appraisal can work automatically as control device.

USE OF PERFORMANCE APPRAISAL

1. Salary administration 2. Performance feedback 3. Identification of strength and weakness 4. Documentation of personnel decision 5. Recognition of individual performance 6. Determination of promotion 7. Identification of poor performance 8. Decision in relation or termination
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9. Evaluation of goal achievement 10. Meeting legal requirement 11. Determination of transfer and assignments 12. Decision on lay off 13. Identification of individual training needs. 14. Determination of organizational training needs 15. Personal planning

PROCESS OF PERFORMANCE APPRAISAL Performance appraisal can be undertaken either on informed basis or on formal and systematic basis. In comparatively smaller organization, appraisal either based on traits or performance or a combination of both is done informally through the observation of concerned employees in large organization appraisal has to be

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more systematic and formal as it reveals various types of information which is issued for various purpose. The process of evaluating begins with the establishment of performance standards. At the time of designing job and formulating a job description, performance standards are usually developed for their position. These standards should be class and vague and objective should be understood measured. These standard should be discussed with superior to find out with different factors are to be incorporated weights and points to be given to each factor and there should be indicated on appraisal from and later on used for appraisal the performance of the employees.

1. Establish performance standards 2. Communicate performance expectations to be workers 3. Compare actual performance with standards
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4. Discuss the appraisal with the employees 5. Initiative corrective action The next step is to communicate this standard to employee, for the employee left to them would find it difficult to what is expected to them. To make communication effective, feedback is necessary from the subordinate to the manager. To determine what actual performance it is necessary to acquire information about it. Four source of information are frequently used to measure actual performance. Personal observation, statistic reports, oral reports and written reports. The fourth step is the comparison of actual performance with standards. The employee is appraisal and judged of his potential for growth and advancement. Attempts are made to note deviation between standard performance and actual performance. At the next stage the result of appraisal are discussed periodically with the employer, where good points, weak points and difficulties are indicated and discussed so that performance is improved. The information that the subordinate receives about his assessment has a great impact on his self esteem and on her subsequent performance.

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The final step to initiative of corrective action when necessary, immediate corrective action can be of two types. One is immediate and deals with symptom. The other basic and whose performance should be appraised. Two conditions necessitate a group level appraisal; group cohesiveness refers to the shared feeling among work team members.

WHO ARE APPRAISERS? Raters can be immediate supervisors, specialists from the human resource dept, subordinates, peers, committees, clients, self appraisal or combined team of several. 1. IMMEDIATE SUPERVISORS

Here performance appraisal is done by an employees manager and often reviewed by a manager at a high level. Supervisors are in the best position to perform this function. As the appraisal are reviewed by a supervisors. It reduces the chance of superficial or biased evaluation. 2. SUBORDINATES

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Subordinates can assess the performance of the superiors. The use of this choice may be useful in assessing employees ability to communicate, delegate work, allocate resources, discriminate information, resolve interpersonal conflict and deal with employees on a fair basis. But the problem with subordinate evaluation is that superior tends to become more popular, not by effective leadership. 3. PEERS Peers of an employee are in a better position to evaluate certain aspects of his behaviour. Since the employees is more closely linked to his peers at the work place, they may be able to appraise his contribution to the group efforts, interpersonal effectiveness, communication skills, reliability, initiative etc. n such an appraisal basis are likely to emerge specially if the appraisals results are used for diving rewards.

4. CLIENTS

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Clients are seldom used for rating employee performance. These clients may be supplies inputs or outputs. These clients may rate the employee in terms of his providing service to them, his cooperation courtesy dependability and innovativeness.

5. DEGREE SYSTEM OF APPRAISAL When appraisal is made by superior, peers, subordinate and clients, it is called 360 degree system of appraisal. In 360 degree methods besides assessing the performance, other attitudes and assesses talent, behavioural quicks, values, ethical standards tempers and loyality are evaluated by people who are best placed to be it.

6. RATING COMMITTEE Many employees are rating to evaluate employees; this committee is often composed to the employees immediate supervisor and three or four, other supervisors who come I contact with the employee. This choice welcome when an employee in the course
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of his or his job, performs, a variety of lacks in different environment

7. SELF APPRAISAL In self appraisal the employees himself for evaluate his own performance. On this positive side, it may be stated that in self appraisal there is an opportunity if it is combined with goal setting and thus should improve the manager motivation

METHODS OF PERFORMANCE APPRAISAL There are various methods of performance appraisal. In fact each organization may have its own unique system and methods of appraisal. In one organization it may continuing an informal where personal opinion of a supervisor about his subordinates may be the basis of appraisal. In another it may be well defined and particular system and method may be followed by all managers. Broadly all the approaches to appraisal can be classified into: 1. Past oriented method
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2. Future oriented method

1. PAST ORIENTED METHOD This is the simplest and most popular technique for appraising performance of employees. This typical rating case system consists of several numerical scales each representing a job related performance Criteria such as dependability, initiative, output, attendance, attitude, co-operation and like. Each scale range from excellence to poor.

1. RANKING METHOD Ranking method is the oldest and simplest methods of appraisal in which a person is ranked against others on the basis of certain tracts and characteristics. In the ranking method various persons are ranked on the basis of skills.

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2. PAIRED COMPARISON METHOD Under this method the appraiser compare each employee with other employee, one at a time. The number of comparison may be calculated with the help of a formula NCN-10 where N stands for the employee to be compared. After the competition of comparison the result can be rank is treated from the number of times each person is considered to be superior.

3. GRADING METHOD In this method certain categories of abilities of performance are defined well in advance and persons are put in particular category depending on this tracts and characteristics. Such categories may be definitional like outstanding, good, average, poor, very poor may be in terms of letters like A,B,C,D, etc. a indicating the fact and D indicating the worst

4. FORCED DISTRIBUTION METHOD

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In order to check the tendency of rating most of the appraisal around his point in rating scale. Forced distribution methods have been adopted. In the method appraise is forced to appraise according to the pattern of a normal carve. The basic assumption in the method is that employee performance level uniforms to a normal statistical distribution. For example 10% employees may be rated as excellent, 20% as above average. 40% as average, 20% as below average and 10% as poor.

5. FORCED CHOICE METHOD In this method the rates is given a service of statement about employee. These statement are arranged in blocks of two or more and the rates indicates which statement almost or least descriptive of the employee. The rate is simply expected to select the statements that deal the rates.

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This approach is known as forced choice method because the rate is forced to select the statement which is readymade.

6. CHECKLIST METHOD Under this method a checklist of statement on the tracts of the employee and his or her job is prepared in two columns namely yes column and a No column. All the rates should have to tick the column appropriately. Final evaluation is done by HR department. HR dept assigns points to each yes ticked.

7. CRITICAL INCIDENT METHOD One of the advantages of the article incident method is that evaluation is based on actual job behavior. Further the approach has descriptions in support of particulars rating of an employee giving job related feedback to the rate is also easy. It also reduces the regency bias. If rates record incidents throughout the rating bias, if method however have limitations. Negative incidents are
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generally more noticeable that positive ones. The recording of incidents is choice to the superior and may be put off and easily forgotten.

8. ESSAY METHOD In the essay method, the rates must describe the employee with in roof board categories such as, a. The rates overall impression of the employee performance. b. The job that the employee is now above or qualified to perform c. The strength and weakness of employee and d. The training and assistance required by the employee.

9. FIELD REVIEW METHOD

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This is an appraisal by someone outside the assesses own department. Usually someone from the corporate office or the HR department. The outside review employee reveals and holds interviews with the rates and his superior. The method is primary used for making promotional decision at managerial level.

10. BEHAVIOURALLY ANCHORED RATING SCALE It is sometimes called behavioural expectations scales, are rating scales points are determined by statements of effective and ineffective behaviour. They are said to be behaviourally anchored in that this scale represent a range of descriptive statement of behaviour varying from the least to the most effective.

11. COST ACCOUNTING METHOD This method evaluates performance from the monitory return the employee yields to his or her organization. A relationship is established between the cost included in keeping the employee and the benefit the organization derives from his or her performance.
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12. CONFIDENTIAL RECORDS The system was highly confidential. Feedback to the assesses was given only in case of an adverse entry. The annual confidential record was highly subjective.

13. PERFORMANCE TEST AND OBSERVATION With a limited number of job employee assessment may be based on a test of knowledge or skills. Performance tests are adapted to measure potential more than actual performance.

II. FUTURE ORIENTED METHOD It is enough. If only the past performance is assessed. Own employee can perform in the days to come is equally important. The future oriented appraisal methods are as follows.

1. MANAGEMENT BY OBJECTIVES

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It was Peter.F.Drucker who first gave the concept of management by objectives. How management by objectives works can be described in four steps. The first step is to establish the goals each subordinate is to attain. In some org, superiors and subordinates work together to establish goals. In other superiors establish goals for subordinates. The goal typically refers to the desired outcome to be achieved. These goals can be used to evaluate employees performance. The second step involves setting the performance steel for the subordinates in a previous arranged time period. As subordinates perform the know family well what there is to do what has been done. In the third step the actual level of goal attainment is compared with the goal agreed up on. The evaluator explores reasons for the goals that were not met and for the goals that were exceeded. This step helps determine possible training needs. It also alters the superior to conditions in the organization they may affect subordinate but over which the subordinate has no control.

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The final step strategies for goals not previously attained. At this point subordinate and superior involvement in goal setting may change. Subordinate who successfully reach the established goals may be allowed to participate more in the goal setting process the next time. The process is repeated. One of the main drawback of this system is it is not applicable to all hobs in an organization. 2. PSYCHOLOGICAL APPRAISAL Large organization employees full time industrial psychologists. When psychologists are used for evaluations, the assess and individuals future potential and not past performance. The appraisals normally consist of in-depth interviews, psychological tests, discussions with superior and a review of other evaluation. The evaluation by the psychologist may be a specific job opening for which the person is being considered or it may a global assessment of his or her future potential.

3. ASSESSMENT CENTERS

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An assessment centre is central location where managers may come together to have their participation in job related exercises evaluated by trained observers. The principal idea is to evaluate managers over a period of time, say one 3 days, by observing their behaviour across a series of select exercise or work samples. Assesses are requested to participate in basket exercises, work groups, role playing and other similar activities which require the same attributes for successful performance, as in the actual job. After recording their observation of rate behaviour ,the rates meet to discuss this observation. The decision regarding the performance of each assesses is based up on this discussion of observation self appraisal and peer evaluation are also thrown in to or final rating. The problem with the assessment centre is their cost assessment centre staff is often influenced by subjective elements. Such as personality of the candidate. Another drawback is its potential adverse effect on those not selected to participate in the exercises. A poor report can demoralize an employee who was once an asset.

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HOW OFTEN SHOULD APPRAISAL TAKE PLACE? Employees appraisal should be a continuous process and should not be limited to a formal review one a year. The frequency of formal appraisal will depend on the nature of the organization and on the objectives of the system. For example in a high technology organization objective may be changing quickly. So that the formal appraisal need to be carried out more than once in a year. In an environment which is less subject to change annual appraisal may be sufficient. Most employees receives a formal appraisal annually although more frequent appraisal are often needed for now employees, for longer serving staff who have moved new posts or for those who are below acceptable performance standards. BARRIER TO EFFECTIVE APPRAISAL Appraisal of personnel, both performance and potential is used by every organization either formally or informally. This is full of short comings and limitations. These are certain barriers which against the effective appraisal system. Some of the barriers are more pronounced in specific method of appraisal in some
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methods. Identification of these barriers is essential so that suitable measures may be adopted to reduce their impact to a possible minimum level the barrier to effective appraisal may be grouped in to 3 categories.

1. Faulty assumption

2. Psychological blocks 3. Technical pit falls

1. FAULTY ASSUMPTION.

Because of the faculty assumption of the parties concerned supervisors and his subordinates in appraisal system does not work properly or objectively. These assumptions work against an appraisal system in following manner.
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1. The assumption that managers naturally wish to make full and accurate appraisals of subordinates is untenable. Both supervisors and subordinate show tendencies to avoid formal appraisal process as well as to need them in their respective work.
2. Another fairly assumption is that managers take a

particulars appraisal system as perfect and feel that once they have launched a program me that would continue forever. They expect too much from it. It should be recognized that no system can provide perfect, absolute, and defensible.
3. Managers assumption that employees want to know

frankly where they do stand and what their supervisors think about them are not valid. In fact subordinate resist to be appraised and their reaction against appraisal has often been intense.

2. PSYCHOLOGICAL BLOCK

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The values of total, including performing appraisal, falls largely on the skills of the user. Therefore the ability of performance appraisal depends on the psychological character of manager, no matter whatever the method is used. These are several psychological blocks which against of an appraisal system.

3. TECHNICAL PIT FALLS The design of performance appraisal form received detailed attention from psychologists, but the problem of finding adequate criteria skill exists there. At best appraisal methods are subjective and do not measure performance in any but in the most general sense. The main technical difficulties in appraisal fall in to two categories.

1. CRITERION PROBLEM.

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A criterion is standard of performance the manager deserves of his subordinates and against which he compare the actual performance. This is the weakest point in appraisal procedure.

2. DISTORTIONS Distortions over in the form of biases and curves in making the evaluation. Such distortions may be introduced by evaluator consciously or unconsciously. An appraisal system has the following possible distortion.

a.

HALLO EFFECT

The effect exists where the rate is influenced by rates one or two outstanding, good or bad performance one he evaluates the entire performance accordingly. Another type of hallo effect occurs where the rates judgement is influenced by the work team or informal group with which a subordinate associate.

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b.

CENTRAL TENDENCY

This error occurs when the rates make all or almost his personal as average. He fails to discriminate between superior and inferior persons. This may happen due to the rates lack of knowledge of individual he is rating.

c.

RATE LINKING AND DISLIKING

Manager being human, have strong liking or disliking for people particularly close associates. The eating may be influenced by personal factor and emotions.

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RESEARCH DESIGN Research design indicates plan of action to be carried out in connection with a proposed research work. The research design is simply a specific presentation of the various steps in the process of research. It is a plan that specifies the sources and types of information relevant to the research problem. It is a strategy specifying which approach will be used for gathering and analyzing the data. It also includes the time and cost budgets. Here research is flexible, appropriate, efficient and economical.

2.1 TITLE OF THE STUDY Analysis on performance appraisal at united electrical industries ltd. Kollam.

2.2 STATEMENT OF THE PROBLEM

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The purpose of the project is to understand clearly about the performance appraisal system Followed by U.E.I ltd. This research study includes various methods of performance appraisal performed in the organization.

2.3 SCOPE OF THE STUDY

Performance appraisal plays a very vital role in every organization.t helps the manager to determine the salary administration of employees Performance appraisal and job evaluation is a tool which enables an employee to clearly have a view of his/her own abilities and performance level.Job evaluation also enables employees to improve their job standards.

2.4 OBJECTIVES OF THE STUDY

1. To clearly understand the performance appraisal system being carried on in the company. 2. To know the method or procedure of performance appraisal in the organization. 3. To enable the employees to have a clear cut view of their existing job standards and their performance level.
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4. To reveal the importance of employees and their performance efficacy in the organization.

2.5 OPERATIONAL DEFINITION OF CONCEPTS

Employee: a person employed for wages or salary in return for work done. Performance appraisal: is defined as the structured formal interaction between a subordinate and supervisor, where the work performance of the subordinate is to be taken into consideration,with a view to identifying weakness and strength as well as oppurtunities for improvement and skills development..

Job Satisfaction: The sense of fulfillment and pride felt by people who enjoy their work and do it well. This feeling is enhanced if those in authority recognize the significance of the work done and its value

Training: training is the act of increasing the knowledge and skills of an employee for doing a particular job.

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Development: organization development is a concept, organization-wide effort to increase an organizations effectiveness and viability.

Human resource management: HRM means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements with a view to contribute to the goals of the organization, individual and the society.

2.6 SOURCES OF DATA Primary data

When the researcher himself is trying to collect the data for his particular purpose from the sources available, it becomes primary data. Therefore primary data are those collected by the investigator himself for the first time and thus they are original in character. The Objectives of study have been accomplished with the help of primary data collected from 50 respondents Collecting primary data are observation method, interview method, and questionnaire method.

Secondary data

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Secondary data those are already available. Ie, they refers to the data which have already been collected and analyzed by someone else. Here, secondary data were collected from, company records manuals journals related to the topic of study text books brochures Internet etc

2.7 SAMPLE DESIGN

A random sampling technique was used for the purpose of study. There are about 128 permanent employees and more than 100 apprentices trainees are there. UEI ltd runs at 3 shifts in a day. The employees were selected from different departments at the company for the study. Random sampling from finite population refers to that method of sample selection which gives each possible sample combination an equal chance of being included in the sample.

2.8 TOOLS OF DATA COLLECTION

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Questionnaires: The primary data was collected mainly by using a questionnaire.Efforts have been taken to see it was kept cocise and simple as possible to facilitate responses.A copy of questionnaire is attached in the annexure forming the part of the report.

The different types of questionnaire used in the study are1.Direct Questions 2.Indirect Questions 3.Multiple choice Questions The Questionnaire is divided into two sections1.Personal Details 2.Inquiry Details

2.9 PLAN OF ANALYSIS

The collected data by using questionnaires as tools have been compiled suitably and presented in a table format which were further subjected to analysis.The data from this table is suitably retrieved so as to bring out the views of the respondents.Based on the analysis,The findings are drawned.

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2.10 REFERENCE PERIOD

Reference period of the study is November 2011 to December 2011. Study is limited to 45 day.

2.11 RESEARCH METHODOLOGY

Research is a systematic method of finding a solution to problem.Research methodology refers to method of gathering data through extensive interviewing and other methods. type of research used for the study is descriptive research. It includes fact finding enquiries of different kinds. The major purpose of descriptive research is description of the state of affairs as it exits at present.

2.12 SAMPLE SIZE

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Random sampling technique was used for collecting data from various categories of employees of the company.50 samples were collected from among the employees of the company.

2.13 PLAN OF ANALYSIS

1. PERCENTAGE METHOD Simple Percentage method is a special kind of ration. The percentages are used in making comparison between two or more series of data. It is easy to calculate and simple to understand

Percentage = no of respondents/Total o of respondents x 100

2. RANDOM SAMPLING METHOD The sampling technique adopted for this research is random sampling, which is chosen for the convenience of the researcher
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Source of Data : Sampling Size : 50

Primary Data

Tools Used : Percentage Analysis represented by i. Bar Diagram ii.Pie Diagram

2.14 LIMITATIONS OF THE STUDY

1. More time is required to have an in-depth study. The time allotted for this work is for a period of 45 days which is insufficient to make an indepth study. 2. As the information was with their work the investigator has to go to a place several times.
3. All the opinions of the respondents were not complete. Limited number

of respondents was interested in answering the questionnaires.

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2.15 CHAPTER SCHEME

Chapter 1: Introduction

This chapter includes profile of the industry and an introduction of the research topic
Chapter 2: Research Design

This chapter consists of statement of the problem, scope of the study, objective of the study, methodology, sample design and limitation of the study
Chapter 3: Company Profile

This chapter provides information about the profiles of the company.

Chapter 4: Analysis and Interpretation

Analysis and interpretation of the data collected is done in this chapter.

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 Chapter 5: Summary of Findings and Conclusion

This chapter provides a summary of findings and conclusion drawn from the analysis.
Chapter 6: Recommendation and Suggestions

This chapter provides a summary of suggestions drawn with direct reference to objectives of the study.

COMPANY PROFILE 3.1 Inception

The united electrical industries ltd, Kollam a public limited company incorporated in the year 1950, is the main factory in India to set up for the manufacture of electricity house service meter. UEI Ltd is located at Pallimukku, about three Km south of Kollam on the wayside of National Highway-47, to Trivandrum, the capital of Kerala state. The company started its manufacturing activities in collaboration with MESSORS ARON METERS LTD, now a subsidiary of M/s Ferranti Ltd, Hollinwood. The company owes its origin to the far sightedness and vision of Sri K.P.S Nair, the chief Engineer of Travancore-Cochin state and Sri Abraham Pothen

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an eminent industrialist. Through the company was incorporated in the year 1950, but it could start its production only in 1951.The company commenced its manufacturing activities with the assembling of single house service KWH Meter with imported Components and sub assemblies. In 1956 the company acquired the present premises to set up a full fledged factory with its own machine shop. In the same year the company started the manufacturing of some assemblies of meter. In 1956 the company acquired 5 acres of land at the present premises for the present factory and office. At the starting time the company had a paid up capital of 400 crores jointly held by the state government and KSIDC. The Company remained a proprietorship until 1960. By 1960 the management was taken over by the Kerala Government. In 1962, the company started diversifying in the areas such as manufacturing of motor control gears with the technical assistance of Mysore Electrical Industries and with substantial participation of Kerala Financial Corporation. As a part of diversification the R&D wing of the company designed and developed polyphase energy meters in the 1965.UEI Ltd was the only company to manufacture and market polyphase meters without foreign technical know how. The commercial production of motor control gears was started during 1968 and production of switch gears started in 1974.

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Now the products are marketed under the Brand Name UNILEC. In 1970 the company entered into technical collaboration with General Electrical Company of India, Ltd Calcutta for the Manufacture of oil and air breakers, circuit breakers up to 22KV rating. The production of low tension (L.T) circuit breakers in 1974. Further during 1975 and 1977 the company as a part of diversification program started commercial production of plastic film capacitors in technical collaboration of RUBYCON, Japan. The company further diversified to Manufacture of carbon film resistors 1978 in technical collaboration with SHINE EL JAPAN I association with M/s Akhane Ohm of Japan.The main factory building covers a floor space on nearly 30000sq.ft with provision for future addition and expansion. In addition a parallel wing of 7500sq.ft. It accommodates the main material stores and fabrication shop. The Main factory is divided into three basic departments like meter department, starter department and machine shop. The general layout of each department permits free and continuous flow of material with particular stress on material handling. Again each department is subdivided into sections with several built in features and special facilities to make it independent self contained and efficient from the point of view of economy, quality control and high standard of production.

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The machine shop comprises of press shop, lathe shop and drilling and tool room consisting of mechanical and hydraulic presses, capsthan lathes, automatic lathes a series of multiple drilling and tapping machines and special purpose machinery like gear Hibbing and coil winding machines. One complete portion is set apart for plating and painting of components. The panting section has provision for mass production both in dipping and spray painting. The plating section is equipped for vat and barrel type plating for nickel, copper, zinc, tin and silver. R&D wing of the company is vigilant on quality improvement of existing products and to diversify its activities by taking up new items of production. Owing to globalization and economic liberalization policies, the meter industries in India has now become highly competitive. The products which the company stopped its production due to acute competition are 11KV switch gears, IML switch gears, carbon film resistors and magnet of generators. But now in 2008 onwards UEI .Ltd is producing a new product named A-B Switch. The company sells its products under the trade name UNILEC. They also take repairs of meters and starters. The main consumer of UEI Ltd is Kerala State Electricity Board. They meters starters and A-B switches as per receiving orders from KSEB and other Companies.
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3.2 VISION, MISSION AND QUALITY POLICY

QUALITY VISION

To become Pioneers through operational effectiveness and customer satisfaction

QUALITY MISSION

To become the No one supplier of electricity meters and to grab two digit shares in the transformer and water meter markets in India by ensuring customer satisfaction of its products and services and continuous improvement.

QUALITY POLICY

UEI and its employees are committed to develop, manufacture and marketing of House Service Energy Meters and Motor Control Gears ensuring customer satisfaction of its products and services through continual improvement of the effectiveness of its QMS achieved by setting and reviewing quality objectives

AREA OF OPERATION

: REGIONAL

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LOCATION OF FACTORY: PALLIMUKKU, KOLLAM (KERALA) UNITED ELECTRICAL INDUSTRIES Ltd operates regionally. Its Factory and Office is situated in Pallimukku, Kollam..

3.3 OWNERSHIP PATTERN

ADMINISTRATION

The management of the company is vested in the Board of Directors with, The Secretary of Taxes, Industries and Government of Kerala as its Chairman. The other members of the Board are Development Commissioner of Kerala State Industrial Development Corporation, Chairman of Kerala State Electricity Board , Deputy Secretary of planning and Economical Affaires , Government of Kerala and Two Eminent Industrialist of the state. The government appoints all the directors including the full time director.

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According to the directions the number of directors should not be less than 2 and not more than 9. The full time MD was Mr. K.Shirish.

3.4 COMPETITORS INFORMATION Major Competitors of Meter'

HPL Socomec Pvt

Ltd

New Delhi Damon Hyderabad Hyderabad Noida Hyderabad New Delhi

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Anchot Electricals Ltd Naina Powers Pvt Ltd ECE Industries TTL Ltd Avener Power Industries Country Meters

 ECIL Holy Meters (India) Pvt Ltd

Hyderabad Hyderabad

Major competitors of starter DB Traders Bentex L&T Cromption Greives Jyothi Electricals Adwani Orlicor Culcutta Culcutta Bombay Bombay Culcutta Bombay

3.5 INFRASTRUCTURAL FACILITIES

The Main factory is divided into three basic departments like meter department, starter department and machine shop. The general layout of each department permits free and continuous flow of material with particular stress on material handling. Again each department is subdivided into sections with several built in features and special facilities to make it independent self contained and efficient from the point of view of economy, quality control and high standard of production.

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The machine shop comprises of press shop, lathe shop and drilling and tool room consisting of mechanical and hydraulic presses, capsthan lathes, automatic lathes a series of multiple drilling and tapping machines and special purpose machinery like gear Hibbing and coil winding machines. One complete portion is set apart for plating and painting of components. The panting section has provision for mass production both in dipping and spray painting. The plating section is equipped for vat and barrel type plating for nickel, copper, zinc, tin and silver. R&D wing of the company is vigilant on quality improvement of existing products and to diversify its activities by taking up new items of production. Owing to globalization and economic liberalization policies, the meter industries in India has now become highly competitive. The products which the company stopped its production due to acute competition are 11KV switch gears, IML switch gears, carbon film resistors and magnet of generators. But now in 2008 onwards UEI Ltd is producing a new product named A-B Switch. The main consumer of UEI Ltd is Kerala State Electricity Board. They meters starters and A-B switches as per receiving orders from KSEB and other Companies.

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Highly sophisticated infrastructure facilities make UNITED ELECTRICAL INDUSTRIES Ltd different among their competitors. And is having an appreciable initiation in these level especially in maintaining highly scientific method of keeping all the employees motivated in their work atmosphere by providing them facilities like hospital, canteen, rest rooms, compare to other like industries.

3.6 AWARDS AND ACHIEVEMENTS

United Electrical industries (UEI), a Kerala Government public sector company based at Kollam received recognition for theirEfforts in energy conservation. Kerala Electricity minister Sri. A.K Balan presented Kerala energy conservation award-2008 and Rs.10000/- cash prize to UNILEC director Sri. R Suku in a function held at
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Palakkad Municipal town hall on 14-12-2008 in connection with the energy conservation day.

Power consumption was going up both in the urban and rural areas. The minister said that annually 16,000 million units of electricity were being distributed in the state.By incorporating energy conservation procedures, United Electrical industries were able to reduce their power bill from Rs.1.5lakhs/ month to Rs.60, 000/ month. Consumption was reduced from 12500 units to 6600 units

1989 1990 productivity award 1999 2000 productivity award 2006 2007 productivity award 2008 Society award 2008 Safety award 2008 Kerala state energy conservation award

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3.7 ORGANIZATION CHART

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3.8 FUTURE GROWTH AND PROSPECTS

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The domestic market in India is itself large , and one must firstly satisfy the market with products that meet international quality standards with increasing globalisation. Every international player is now operating in India , providing goods and services with in the domestic market accessing the international market for exports should not pose a serious challenge. The electrical, electronics industry in India is growing to its fully potential in the coming years and no doubt that India will soon come to be recognized for quality products and services which in turn, will brings this

industry to a position of true leadership. Indian electrical industry has grown because of government thrust on it and also due to overall economic growth it has also reached a stage where the industry has demonstrated its capabilities. The success story of United Electrical Industries, Kollam, is really amazing. The UEI was one of the units listed for closure because of recurring losses. The company is now on the path of growth and diversification. Production of energy metres has gone up to 1.5 lakh a month from 18,000. The Company manufactures Electricity House Service Energy Meters of both Electro-Mechanical and

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Static types, Motor Starters, Contactors and Galvanised items. Unilec brand Energy Meters and Motor Starters are well accepted all over India.UEI has a team of professionally qualified officers and experienced, skilled technicians in its workforce. The Company is certified ISO 9001:2000 and the products are ISI marked.

3.9 FACTORS GOVERNING THE GROWTH OF THIS INDUSTRY Every industry thrives on some supporting factors in the connection there are few factors governing the growth of electrical and electronics industry. Research & development played an important role to the increased productivity and higher value added electrical and electronics products Foreign investments accelerate growth in production and export as well to expanding their business, foreign companies were done huge investment which leads developing countries in establishing production units.

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 Global industries like medical telecommunications, industrial & automotive industries have been cordially supported by electrical & electronics industry. Increase in income changed living standards of the common mass. As a result it increased the demand of electronics especially consumer electronics products globally. Electric & electrical industry is highly fragmented which comprises of many small and medium size enterprises resulting into a huge industry As a pacific region is emerging as the most spinning place for the consumer electronics industry as the markets remain still unreached Innovation has played importantly in this industry. It leads to a consistent demand for newer and faster products and applications.

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3.10 MANAGEMENT PHILOSOPHY OF UEI LTD

Management philosophy of UEILTD suggests that the company is conscious to its various constituents. The management philosophy is charged with the following concerns: Concern for its ultimate Customers Concern for there Employees there most valued asset Concern for there Suppliers there source of raw materials and auxiliaries Concern for the Share Holders the investing public Concern for the rational Aspiration Nation Future The Company undertakes various programmers to fulfill the obligations to various Constituents. Such programmes undertaken are; Pollution Control Programmes Employer-Employee Relation Its Consumers
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3.11 PRODUCT PROFILE

SINGLE PHASE & THREE PHASE

Product Description

Type UEM static meter is designed and manufactured to satisfy the highest standard of accuracy and reliability of energy measurement in single phase and three phase circuits.It is UV (Ultra Violet) stabilized for out door application. The meter is broadly divided into base, top cover and terminal cover. The meter base consists of two compartments i.e. PCB Compartment & Terminal Compartment. In the PCB Compartment brass terminal suitable up to 40 a positioned securely. A synthetic rubber gasket is used between the top cover and the base to ensure protection against moisture and dust. The top cover is transparent to facilitate easy and clean reading of counter and display of other parameters.

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FEATURES Confirms to ISO 779 and CBIP Technical Report No: 88 Flame retardant & high compact strength Polycarbonate enclosure Computerized Calibration One time 'Life - time' calibration, No Trimpots used Meters perform with low power loss Low voltage operation, at 120V AC Safety protection against high voltage AC

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OIL IMMERSED AC MOTOR STARTERS Product Description

Oil Immersed Star Delta Starter Type NSD

These control gears available in the range of 10 H.P. to 200 H.P. Correct sequence device in corporate in the unit ensures proper sequence of operation so that the Starter is first put into the Star position for starting before a quick changeover is possible to the Delta position for running.

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The contact tips are of electrolytic copper extrusion, silver plated to prevent corrosion and pitting. These are of self aligning type and are easily replaceable. The starter is with a sheet metal case and facilities are provided to fix pedestal type Ammeter.

Oil immersed Auto transformer Starter Type ATS

It minimizes the starting currents and attains a higher starting torque. These starters embody an auto-transformer and reduce the current taken by the motor while starting. The starter unit is separate from the transformer and this eliminates carbonized oil from the starter entering the auto-

Transformer oil. These starters are of floor mounting type and facilities are

provided for mounting a pedestal type Ammeter.

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Oil Immersed Slipring Motor starter Type

They have electrical interlock between the stator and rotor circuits, so that it is not possible to start the motor unless all the rotor resistances are in circuits. The starter is fool-proof as the motor can only be started from the full of position. Rotor resistances are of high grade resistance wires, wound on ceramic tubes. Oil dashpot type relays control the overload, no-volt releases and trip the starter in case of low voltage or power failure. The contacts are of electrolytic copper extrusions of ample size and are silver plated. These are of self aligning type and are replaceable.

FEATURES

Overload protection. Oil dashpot time lag type magnetic overload relays calibrated from full load to double full load which are easily adjustable. Electrolytic grade copper contacts. The starter is provided with easily replaceable oil break contacts.

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 Manual tripping is provided by a lever at the side of the starter. Cable arrangement. Provision for cable entry/cable box provided. Starting torque. Rotor resistance suitable for higher starting torque can be provided for stator rotor starters. Spare parts. All spare parts are available from the factory and stockists. Normal operation at 3 starts per hour.
FULLY AUTOMATIC AUTO TRANSFORMER STARTER TYPE FAATS

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Product Description

The salient feature of this starter is its automatic switch over to frill rated voltage. The starting current is minimized to attain higher starting torque with the help of an auto transformer. The panel consists of Thermal Overload Relay, Star Contractor with timer (0-30 sec), a Main Contractor and a Run Contractor. The starting time can be set by the user depending upon the application thermal overload relay is provided for overload protection.

FEATURES

Fully Automatic change over from Start to Run for pre-set time
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Under voltage and overload protection Conforming to IS: 13947 part JV/Sec.1 Available in oil cooled and air cooled versions of Auto Transformers Range available from 10 HP to 400 HP Also available in star-delta configuration without Auto Transformer (Type FANSD) Micro Processor based motor protection relay available on request. SINGLE PHASE MULTIFUNCTION STATIC ENERGY METER

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Salient Features Measures instantaneous parameters - Date & Time, Active Power Maximum Demand (MD) register with 30 minutes integration period Six months Kwh, six months MD with date & time Current Rating : 5-20A, 5-30A, 10-60A Class 1 accuracy Detects and register various tamper activities such as Reverse, Earth, Neutral Missing, Magnetic Tamper, and cover open situation along with date & time when the tamper occurred Rugged polycarbonate casing makes it a good insulator and so no external "Earthing Terminal" is required Designed using Surface Mount technology In case of power failure, battery operated push button is provided to view all parameters EEPROM battery backup is used to store the metering data. The data will be retained for 10 years in case of power failures. RTC with battery backup is used for time keeping Light in weight, rugged, reliable and safe for the users

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Watch dog timer is used to monitor the processing activities that ensure reliable operation of the meter The accuracy of the meter is not affected with application of abnormal voltage/frequency generating device such as spark discharge of 35KV.

Product Description Air Break Switches are used for to isolate 11KV lines from transformers. FEATURES All Ferrous parts are hot dip galvanized The contact ends are Tin Coated
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The fixed contact element are made of excruded electrolytic grade copper flat with flexible ends The leakage current passes to earth and not between terminals of the poll or between polls The operating mechanism is suitable for normal operation by one man without undue effort Switch is permitted to pad locking in both open and close position. KONARAK DOMESTIC WATER METER

Product Description

Konark water meters are used to measure the flow of water. Konark water meters are inferential, mul-tijet, dry dial, and magnetic type. Konark water meters are inferential, Multijet, dry dial magnetic type. They have both pointer & cyclometer reading counters and is sealed against tampering

FEATURES

The hydrostatically tasted brass body is machined to a very high degree of accuracy. Both Nuts and Nipples are made in Brass.
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Internal components are made of high quality, self lubricating, wear resistant and anticorrosive Engineering plastics. Is specification no. IS: 779 - 1994 Class B (Latest amendment) Equivalent to international standard ISO- 4064.

UNILEC UPS

Product description The Unilec Model is off-line UPS system, providing power for your computer or other electronic devices. When Inputted main voltage ranges beyond 165 to
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270V (Brownout) or if there is power failure (Black out). In this condition the Inverter battery comes into action and supplies power through output socket. Changeover time is less than 8ms, so supply to computer remains virtually uninterrupted.

FEATURES Safety protection against short circuit, over load, low battery Low voltage operation, at 270 V Electronic shutdown with continuous buzzer sound Designed to suit the Indian environmental conditions. But now production of this product has been stopped due to low demand

THREE PHASE MULTIFUNCTION STATIC ENERGY METERS

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Features Measures active and reactive energies on 3 phase 4 wire Measures instantaneous parameters - Voltage, Current, Frequency, Power Factor, Date & Time, Active Power Maximum Demand (MD) registers with 30 minutes interval Three Programmable TOD Zones for active energy Various Tamper detecting facilities are available Load survey records for KVA demand, Power Factor, Average Voltage for 30 minutes interval for 60 days Rugged polycarbonate casing makes it a good insulator and so no external "Earthling Terminal" is required

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Designed using Surface Mount technology, which makes it compact and light in weight In case of power failure, battery operated push button is provided to view all parameters EEPROM battery backup is used to store the metering data. The data will be retained for 10 years in case of power failures. RTC with battery backup is used for time keeping PC software is used to download & analyze data received from meter. One can export this data to Microsoft Excel for further analysis Meter reading instruments(MRI) software is also provided to download data from the meter & send it to PC for further analysis Current rating : 10A-60A, 10A-40A

SLIPRING MOTOR STARTER TYPE OSR

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Salient Features Available as two products - OSR Type I and OSR Type II Available in the range of 10 HP to 150 HP For overload tripping magnetic oil dash pot mechanism is used The UV relay protects the system from abnormally low voltage Oil immersed U/V coils assure longer life Manual tripping is provided by a lever on the side of the starter Provision for cable entry/cable box provided Rotor resistances suitable for higher starting torque can be provided for stator rotor starters Enclosed in sheet metal clad splash-proof enclosure
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They have electrical interlock between the stator and rotor circuits, so its not possible to start the motor unless all the rotor resistances are in circuit,Suitable for slipring motors

ELECTRO-MECHANICAL METERS

Salient Features Complies with IS: 13010 Highly polished hardened stainless steel pin is used as top bearing
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High quality Alnico VIII suspension bearing is used as top bearing Current Rating : 2.5A -10Amps, 5-20 Amps, 5-30Amps Class 2 accuracy RPM :12 Power consumption in voltage circuit : 1 Watt Superior quality laminated core and copper wire coils are used as voltage and current elements Completely enclosed in a dust proof mechanically proof, tamper proof steel/polycarbonate cabinet

DATA ANALYSIS & INTERPRETATION

Table 4.1

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AWARENESS REGARDING IMPORTANCE OF PERFORMANCE APPRAISAL

RESPONSE

NO.OF RESPONDENTS 30 20

PERCENTAGE

Yes No

60% 40%

Total

50

100%

Analysis : From the above table 60% of the respondents are aware about the importance of performance appraisal remaining 40% are not sure about the importance of performance.

Chart-4.1
AWARENESS REGARDING IMPORTANCE OF PERFORMANCE APPRAISAL OF EMPLOYEES IN UEI ltd

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60 50 40 30 20 10 0 Yes No Response

Inference : that 60% employees are aware about the importance of performance appraisal..

Table 4.2 METHOD USED FOR PERFORMANCE APPRAISAL

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Response 360DEGREE Evaluation Performance Ranking

No. of Respondents 10 28

Percentage 20% 56% 16% 8% 100%

Easy Evaluation 8 Forced Ranking 4 Total 50

Analysis: From the above table it is clear that 56% of the respondents opinioned that the method of appraisal is confidential report, 20% of the respondents opinioned that the method of appraisal is rating scale,16% of the respondents opinioned that method of appraisal is check list and 8% of respondents opinioned that the method of appraisal is other methods

CHART 4.2 Method of Appraisal Followed

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Num Of Respondants ber

8 20
360 DEGREE EVALUATION PERFORMANCE RANKING EASY EVALUATION FORCED RANKING

1 6

5 6

Inference: U.E.I ltd follows Performace Ranking method for performance appraisal.

Table-4.3 PERFORMANCE APPRAISAL IS UNBIASED IN ORGANIZATION

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Opinion

Number of respondents

Percentage

Yes No

26 24

52% 48%

Total

50

100%

Analysis:

From the above table 52% of the respondents do not agree that the performance appraisal is unbiased in the organization. and remaining 48% agree that there is unbiased performance in the organization.

Chart-4.3 PERFORMANCE APPRAISAL IS UNBIASED IN THE ORGANIZATION

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52 51 50 49 48 47 46 YES NO

52

48

Inference: It is concluded that 48%of the respondents do not agree that the performance appraisal is unbiased in the organization.

Table 4.4 BETTER COMMUNICATION BETWEEN EMPLOYERS AND EMPLOYEES

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Response

No Of Respondents

Percentage

Yes

35

70%

No

15

30%

Total

50

100%

Analysis: From the above table 70% of the respondents agree that the performance appraisal provides better communication between employer and employees. and remaining 30% do not agree that performance appraisal provides better communication between employer and employees.

Chart-4.4

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PERFORMANCE APPRAISAL PROVIDES BETTER COMMUNICATION BETWEEN EMPLOYERS AND EMPLOYEES

70 60 50 40 30 20 10 0 Yes No

Inference: that 70% opinioned that Appraisal provides better communication

between employer and employees,

Table 4.5

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PERFORMANCE APPRAISAL SYSTEM AS AN EFFECTIVE TOOL FOR MOTIVATION OF EMPLOYEES

Response

No of Respondents

Percentage

Yes

41

82%

No

18%

Total

50 100%

Analysis From the above table its clear that 82% agree that performance appraisal system is a effective tool for motivation of employees. whereas 18% dont think that its a effective tool for motivation..

Chart 4.5

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PERFORMANCE APPRAISAL SYSTEM AS AN EFFECTIVE TOOL FOR MOTIVATION OF EMPLOYEES

90 80 70 60 50 82 40 30 20 10 0 YES NO 18

Inference: that 82% agree that performance appraisal system is a effective tool for motivation of employees

Table 4.6

Promotion as a Part of Performance Appraisal

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Response Agree

No Of Respondents 25 15

Percentage 50% 30%

Strongly Agree

Neutral Disagree Strongly Disagree Total

10 0 0 50

20% 0% 0% 100%

Analysis:50% of the respondents believes promotion should form a part of

appraisal .another 30% also feels the same where as the remaining 20% remained neutral.

Chart 4.6 PROMOTION IS A PART OF PERFORMANCE APPRAISAL

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30 25

25

20 15

15

10

10

5 0 Agree Strongly Agree Nuetral Disagree 0 Strongly Disagree

Inference: 50 % opinioned that promotion should form a part of appraisal.

Table 4.7
SATISFACTION WITH THE PRESENT PERFORMANCE APPRAISAL SYSTEM

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Response

Number of respondents

Percentage

Yes

32

64%

No

18

36%

Total

50

100%

Analysis: From the above table 64% of respondents are satisfied with the

present performance appraisal system.36% of respondents are not satisfied.

Chart 4.7 SATISFACTION WITH THE PRESENT PERFORMANCE APPRAISAL SYSTEM

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70 60 50 40 30 20 10 0 Yes No Response

Inference: It is concluded that 64% of respondents are satisfied with the present performance appraisal system

Table 4.8 Satisfaction with performance after the appraisal of performance

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Response
Agree

No of respondents
28

Percentage
56%

Disagree

22

44%

Total

50 100%

Analysis:

From the table its clear that 56% agrees to improvement in their performance after the performance appraisal. Where as 44% dont agree that the performance appraisal led to improvement in their performance.

Chart 4.8

Satisfaction with performance after the appraisal of performance

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60 50 40 30 20 10 0

56

44

Agree Disagree

Inference: that 56% agrees to improvement in their performance after the performance appraisal

Table 4.9 Awareness about the technical aspects of the company

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Response

No of respondents

Percentage

Aware

36

72%

Unaware

14

28%

Total

50

100%

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Analysis:

From the table its clear that 72% are aware about the technical aspects of the company. Where as 28 % dont agree that the performance appraisal led to improvement in their performance.

Chart 4.9 AWARENESS ABOUT THE TECHNICAL ASPECTS OF THE COMPANY

80 70 60 50 40 30 20 10 0 AWARE UNAWARE 28 72

Inference: 72% are aware about the technical aspects of the company.

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Table 4.10
SATISFACTION WITH THE FEEDBACK OF PERFORMANCE APPRAISAL

Responses

Number of respondents

Percentage

Satisfied

15

30%

Highly Satisfied

08

16%

Neutral

05

10%

Dissatisfied

12

24%

Highly Dissatisfied

10

20%

TOTAL

50

100%

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Analysis:

From the above table 30%of the respondents are satisfied with the feedback of performance appraisal.16% are highly satisfied.20% of the respondents are highly dissatisfied and another 10% had no opinion and remaining 24% are dissatisfied with the feedback
Chart 4.10 SATISFACTION WITH THE FEEDBACK OF PERFORMANCE APPRAISAL

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30
30 25

24
20 15 10 5 0 Satisfied Highly Satisfied Nuetral Dissatisfied Highly Dissatisfied

16

20 10

Respondents

Inference: 30 %of the respondents are satisfied with the feedback of performance appraisal.

Table No 4.11 Satisfaction with Job security

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Response Strongly agree Agree Neutral Disagree Strongly disagree Total

No of Respondents 12 18 08 06 06 50

Percentage 24% 36% 16% 12% 12% 100%

Analysis: 24% of the respondents strongly agree that the job security is good

the company. 36% of the respondents agree that the job security is good in the company.16% of the respondents neutral in their opinion that the job security is good in company.12% of the respondents disagree that job security is good in the company.12% of the respondents strongly disagree that job security is good in the company Chart No 4.11 Satisfaction with the present job security

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40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree

Inference: 36 % of respondents agree that job security is good in the company

TABLE NO 4.12

Compensation is fixed on the basis of performance appraisal

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RESPONSE

NO.OF RESPONDENTS

PERCENTAGE

Agree

16

32%

Disagree

34

68%

Total

50

100%

Analysis:

From the above table it is clear that 32% of the respondents opinioned that compensation is fixed on the basis of performance appraisal system and 68% of the employees opinioned that it is not fixed on the basis of performance appraisal system. Chart 4.12 Compensation on the basis of performance appraisal

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70 60 50 40 30 20 10 0 Agree Disagree 32 68

Inference: 68 % stated that compensation is not fixed on the basis of performance appraisal system.

TABLE NO 4.13 Work load at U.E.I

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RESPONSE

NO.OF RESPONDENTS

PERCNTAGE

Heavy

12

24%

Medium

30

60%

Light Total

08 50

16%

100%

Analysis:

From the above table it is clear that, 60% of the respondents opinioned that work load at U.E.I is medium, 24% of the respondents opinioned that work load at U.E.I is heavy and 16% respondents opinioned that it is light.

CHART NO 4.13 Work load at U.E.I

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30 25 20 15 10 5 0 Heavy Medium Light

Inference: 60% of the respondents opinioned that work load at U.E.I is medium,

TABLE NO 4.14 Counseling is given to the employees to improve their performance

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Response

No of respondents

Percentage

Yes

32

64%

No

18

36%

100% Total 50

Analysis: From the above table it is clear that 64% of the respondents agreed that counseling is provided for employees in the company, and, 36% of the respondents disagree with this statement.

CHART NO 4.14 Counseling is given to the employees to improve their performance

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Response

70 60 50 40 30 20 10 0 Yes No

Inference: From the table its clear that 64% of the respondents agreed that counseling is provided for employees in the company

TABLE NO 4.15 The trade union do necessary step for good working condition.

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Response

Opinion of respondents

Percentage

Yes

38

76%

No

12

24%

Total

50

100%

Analysis:

From the above table it is clear that 76% agreed that trade union involve to ensure good working conditions, whereas other 24% are not satisfied with trade unions role in ensuring better working conditions..

Chart 4.15 The trade Union do necessary steps for ensuring good working condition

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Response
80 70 60 50 40 30 20 10 0 Yes No Response

Inference: From the above chart 76% agreed that trade union involve to ensure good working conditions in U.E.I

CHAPTER -5 SUMMARY OF FINDINGS AND CONCLUSION

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FINDINGS

1. From the analysis it is identified that majority of respondents agree to the systematic assessment of performance in the company. 2. Majority of the respondents agree that performance appraisal system is an effective tool for the motivation of employees. 3. It is identified from the analysis that a good majority of the respondents specify that performance ranking method is used for assessment of performance in the company. 4. From the analysis it is observed that a good majority of the respondents have improved their communication between employees and employers. 5. There is a systematic job evaluation approach performed in UE ltd. 6. from analysis it is observed that majority of respondents are aware about importance Of performance appraisal approach. 7. The employees in UEI ltd are provided with sufficient training to improve their performance 8. It is identified that majority of the respondents have awareness about technical aspects of the company.

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9. Majority of the respondents do not agree that the assessment of performance is based on comprehensive analysis of performance report. 10. It is Observed that majority of the respondents are satisfied with the present performance appraisal technique. 11. The assessment of performance is evaluated in a weekly base in UE ltd. 12. from analysis it is observed that majority of the respondents are satisfied with their present performance feedback. 13. From the analysis it is identified that a good majority of respondents had improved their efficiency and ability after the assessment of performance appraisal in the company. 14. Majority of the respondents agree that promotion is and forms a part of performance appraisal.

CONCLUSION

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Performance appraisal is the structured formal interaction between a subordinate and supervisor, where the work performance of the subordinate is to be taken into consideration, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skilled development. There is still some improvement to be made in the performance appraisal and job evaluation technique that are implemented in the C shall be brought into Company. If the employees are provided with better incentives and benefit schemes they a great range of improvement and it may motivate the employees to perform their best in their jobs.

The Company is providing its best facilities to its employees and further improvement can be made with a little effort. The UEI ltd is a Government Company and hence it has restrictions in accordance to the Government rule which limits the indulgence of management in the affairs of the company and its employees.

Suggestions and Reccomendations

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1. The job evaluation and performance appraisal technique in the company should be improved and should be evaluated in a justifiable manner. 2. Specific time limit should be provided in order to make quick asses to the accomplishment of the jobs 3 .Promotional activities should be further taken more importance and the right person should be promoted to the right job. 4. Proper and effective training along with incentives will help in improving the performance of employees 5. The organization should try to give regular feedback about their performance of the employees. It will help them to improve their potential. 6. Performance appraisal in U.E.I ltd should conduct openly so that employees should aware of it.

QUESTIONNAIRE

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I Nabeel Naseer, BBM student of AIMS ,Bangalore is doing a study on Performance appraisal as a part of my project I request you to answer this questionnaire. The information given by you will be kept as confidential kindly co-operate with me. A study on performance appraisal of employees in UEI ltd.
I. Part A

Name Age Gender

(Optional)

: : 18-27 : Male : : : : 28-37 38-47 Female above 48

Department Designation Marital Status Educational Qualification

II. Part B

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1. Is there a systematic procedure for assessing the performance of employees in UEI ltd? Yes No

2. Is the performance appraisal system in UEI ltd an effective tool for motivation of employees? Yes No

3. Which method is used for the appraisal of employees performance? 360 degree performance appraisal Performance ranking method Critical incident method Forced ranking Easy evaluation method

4. Has the performance appraisal standard, so far been capable of providing better communication between employer and employee? Yes No

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5. Are you satisfied with your performance level after the evaluation of performance appraisal system? Agree Disagree

6. Are you aware about the technical aspects of the company (i.e. do you have a technical knowledge)? Aware Unaware

7. Are you satisfied with the present performance appraisal system? Yes No

8. Do you think performance appraisal is unbiased in your organization? Yes No

9. Are you satisfied with feedback of performance appraisal analysis and job evaluation in your organization? Satisfied Dissatisfied Highly Highly Satisfied Dissatisfied Neutral

10. Has your efficiency and ability improved after the assessment of performance appraisal in your organization? Agree Disagree
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11. Do you think the promotion is a part of performance appraisal, as it improves morale and motivates employees? Agree Disagree Strongly Agree Strongly Disagree Neutral

12 What is a span of appraisal? Monthly Quarterly Half Yearly

13. Whether the compensation is fixed on the basis of performance appraisal system? Agree Disagree

14. Whether the promotion is fixed on the basis of performance appraisal system? Yes No

15. What is your opinion about work load? Heavy Medium Light

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16. Whether counselling are given to the employees to improve their performance? Yes No

17. Whether the performance appraisal system followed by U.E.I will benefit for career growth? Yes No

18. Are you satisfied with the present job security in the company? Yes No

19. Are You satisfied with the current training facilities provided by the company? Excellent Good Average Poor

20. Does the trade unions do their role in ensuring good working conditions in the company? Yes No

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BIBLOGRAPHY
1) Kothari c .R, research methodology, wishwa prakasham, new Delhi, 1998 2) Mamoria Pr C. B, personal management, Himalaya publishers, Mumbai, 1999 3) Nair Dr. N. G & Mrs. Latha Nair, personal management and industries relation, chand c, New Delhi,2004 4) Singh pandwarierSK, organization Behaviour, Himalaya publishers, Mumbai, 1998 5) http://www.agenviro.com 6) http://www.wikipedia.com 7) http://www.hrindia.com 8) http://www.managementskills.com

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