INDUSTRY PROFILE India is standing on the threshold of a retail revolution and witnessing fast changing retail scenario, with footwear market set to experience phenomenal growth in the coming years. The entry of numerous international players has also resulted in providing a significant boost to the Indian footwear market and the demand for Indian footwear will continue to grow in future as well, says our recent report, “Indian Footwear Market Forecast 201! . At present, Indian footwear industry rank second-largest footwear footwear producer after China. ur study has effectively monitored monitored the current and future trend of the Indian footwear market on the basis of which, it is considered to possess a significant potential with overall market anticipated anticipated to grow at a CA!" of around #$% during &'#&-&'#$. The market is de-licensed, which further creates expansion opportunities for the production capacities in modern stateof-the-art units. ur research highlights that, the success mantras for footwear market in India lies in the core set of privileges existing in the country itself, including low labor cost, skilled working professionals, etc. The footwear fo otwear industry indu stry in India is presently witnessing various v arious shifts s hifts in the trends that are indicative of contributing in the future growth of the industry. (or instance, many companies in the market are dealing in a range of stylish eco-friendly footwear to ensure that the buyers do not sacrifice on comfort or style, while opting for green shoes. )imilarly, more and more people are now opting for custom-made or designer footwear providing opportunities oppor tunities for footwear designers. de signers. Indian footwear industry is mainly driven by men*s footwear segment, which has been booming with the rise in the purchasing power p ower and the growth of o f image consciousness consciousnes s among the youngsters. (urthermore, with the rising younger working class population, the demand for formal footwear has also seen significant increase. +hereas, the old-age group demand for medical footwear that offers comfort and health benefits together with high uality. The report also analye that with the maximum population still living in rural areas, the demand for footwear is increasing in these regions. "ising income level of the people and brand awareness has further boosted the demand for premium footwear.
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ur research also foresees immense opportunities for increasing trend of online footwear retail market. )hoe manufacturers have gained a sudden upsurge in the retailing of footwear with the rise of e-commerce and the growing trend of online shopping. (urthermore, there also also exists exists hug hugee demand demand for the the tradi traditio tiona nall footw footwear ear marke markett in India India.. (ashi (ashion on freak freak youngsters now prefer ethnic footwear to give a touch of Indian glamor to their western outfits. The report intends to facilitate clients with a clear understanding of the present and future outlook of the footwear market and developments in the country. A detailed analysis of the business trend of national na tional and international internat ional competitors also tends tend s to portray a clear picture p icture of the business in India. A section on regulatory initiatives opted by the government has also been provided in the report to facilitate clients with a proper understanding of the Indian footwear market. Above all, the study also evaluates various strategies that will boost the footwear market in India. e" K e"
P#a"ers o$ t%e Ind&stries'
Do(estic P#a"ers' )*T*'
ata India is the largest company for the ata )hoe rganiation in terms of sales pairs and the second largest in terms of revenues. +ith #&/' stores across the country, it also has the widest retail network within the ). y the time ata had come to India in #01#, it was already recognied as a leading shoe brand. Its manufacturing and marketing operations heralded the rise and the development of a modern footwear industry in India. efore ata, footwear was produced primarily in the handicrafts and small enterprise segments. ata, over the decades, used the 2current knowledge3 from its international experience to create adaptive and innovative baseline standards standards for the shoe businesses in India. Incorporated as ata )hoe Company 4rivate 5imited in #01#, the company was set up initially a small operation in 6onnagar 7near Calcutta8 Calcutta8 in #01&. In 9anuary #01$, the foundation foundation stone for the first building of ata3s operation - now called the ata. In the years that followed, the overall lsite was double dou bled d in area. area. Th This is townsh township ip is pop popul ularl arly y kno known wn as atan atanaga agarr. It was was also also the the first first manufacturing facility in the Indian shoe industry to receive the I): 0''# certification. The Company went public in #0;1 when it changed its name to ata India 5imited. Today, ata India has established itself as one of Asia3s largest footwear retailer. It has cornered NAR NARAYANA ANA ENGI ENGINE NEER ERIN ING G COLLE COLLEGE GE
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ur research also foresees immense opportunities for increasing trend of online footwear retail market. )hoe manufacturers have gained a sudden upsurge in the retailing of footwear with the rise of e-commerce and the growing trend of online shopping. (urthermore, there also also exists exists hug hugee demand demand for the the tradi traditio tiona nall footw footwear ear marke markett in India India.. (ashi (ashion on freak freak youngsters now prefer ethnic footwear to give a touch of Indian glamor to their western outfits. The report intends to facilitate clients with a clear understanding of the present and future outlook of the footwear market and developments in the country. A detailed analysis of the business trend of national na tional and international internat ional competitors also tends tend s to portray a clear picture p icture of the business in India. A section on regulatory initiatives opted by the government has also been provided in the report to facilitate clients with a proper understanding of the Indian footwear market. Above all, the study also evaluates various strategies that will boost the footwear market in India. e" K e"
P#a"ers o$ t%e Ind&stries'
Do(estic P#a"ers' )*T*'
ata India is the largest company for the ata )hoe rganiation in terms of sales pairs and the second largest in terms of revenues. +ith #&/' stores across the country, it also has the widest retail network within the ). y the time ata had come to India in #01#, it was already recognied as a leading shoe brand. Its manufacturing and marketing operations heralded the rise and the development of a modern footwear industry in India. efore ata, footwear was produced primarily in the handicrafts and small enterprise segments. ata, over the decades, used the 2current knowledge3 from its international experience to create adaptive and innovative baseline standards standards for the shoe businesses in India. Incorporated as ata )hoe Company 4rivate 5imited in #01#, the company was set up initially a small operation in 6onnagar 7near Calcutta8 Calcutta8 in #01&. In 9anuary #01$, the foundation foundation stone for the first building of ata3s operation - now called the ata. In the years that followed, the overall lsite was double dou bled d in area. area. Th This is townsh township ip is pop popul ularl arly y kno known wn as atan atanaga agarr. It was was also also the the first first manufacturing facility in the Indian shoe industry to receive the I): 0''# certification. The Company went public in #0;1 when it changed its name to ata India 5imited. Today, ata India has established itself as one of Asia3s largest footwear retailer. It has cornered NAR NARAYANA ANA ENGI ENGINE NEER ERIN ING G COLLE COLLEGE GE
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around 1/ per cent market share in the organied sector 7and approx. <./% of the total footwear market8Almost 0< percent of the company3s revenue is from the domestic market while the rest is from exports. The company currently sells over $/ million pairs of shoes ever every y year year and and has has an annu annual al sale saless turn turnov over er of mo more re than than "s <''' <''' mill millio ion n 7=)> 7=)> #;< million8.ve million8.verr the years, ata India has established established a leadership leadership position in the footwear footwear industry and is easily the most trusted name in branded footwear. Its retail network of #&/' stores gives it a reach? coverage that no other footwear company can match. The stores are present in good locations locat ions and can be found in all the metros, mini-metros and towns In terms of products, the company has now built a good, market-oriented collection that is in line with fashion trends and offers a good uality to price ratio. Its product range now encompasses classic shoes such as Ambassador for @en and comfort shoes such as Comfit for ladies, as well as a more trendy collection for ladies in the @arie Claire range and a sporty fashion collection for young adults in the orth )tar range. ata3s smart looking new stores supported by a range of better bett er uality u ality products pr oducts are aimed at offering a superior sup erior shopping experience to its customers. And the new face of ata India is now visible to the industry as well as its customers. Today, backed by a brand perception of experience, the company is working towards positioning itself as a vibrant and contemporary young brand. It has significantly transformed its retail formats to become more lifestyle-oriented, which has helped change consumer perceptions to a large extent. Li+ert"',
5iberty )hoes 5td. is the only Indian company that is among the top / manufacturers of leathe leatherr footw footwea earr in the worl world d with with a turnov turnover er excee exceedin ding g =.). =.). B#' B#'' ' mill million ion.. Compan Company y produces more than /',''' pairs of footwear a day covering virtually every age group and incom incomee catego category ry.. 4rodu 4roducts cts are are marke markete ted d acros acrosss the globe globe throu through gh #/' distr distribu ibutor tors, s, 1/'exclusive 1/'exclusive showrooms and over ''' multi-brand outlets, and sold in thousands every day in more than &/ countries including fashion-driven, uality-obsessed nations like (rance, Italy, and !ermany. 5iberty has developed developed a spectrum of #' exclusive brands, each of which has been given that extra edge to cater to a specific specific target group. Today, Today, the new range from 5iberty is all about style, design, and comfort. The range imbibes the spirit of fun and is trendy to the core. 5iberty has something for every occasion, for every income bracket D every age group. It pampers its customer by keeping pace with global footwear fashion trends and by going
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that extra mile which is why, special care has been taken to make sure that the outlets3 design meets the specific needs and taste of the target groups. Apart from the existing brands, 5iberty is busy fashioning the look of the future in footwear. Introducing new designs that redefine styles and comfort associated with the finest in workmanship. These are the brands of 5ibe 5ibert rty y )tee )teepe ped d in a phil philos osop ophy hy that that has has at its its core core inno innova vati tion on,, tech techno nolo logy gy and and advancement, we at 5iberty, pride ourselves over and above everything else on our healthy and heart heart-fe -felt lt respec respectt for the the hum human an ethos, ethos, which which proEe proEects cts itsel itselff in the expect expectanc ancy y and excitement with which one greets -#o+a# Market' *didas',
Adidas 5td. is a maEor !erman sports apparel manufacturer and part of the Adidas !roup, which consists of "eebok sportswear company, Taylor @ade- Adidas golf company, and "ockport esides sports footwear, the company also produces other products such as bags, shirts, and other sports and clothing related goods. The company is the largest sportswear manufacturer in Furope and the second largest sportswear manufacturer in the world. The following table shows the revenue of the company from the year &''/ to &''0. And it is seen that the revenue of the company is increasing. Adidas today, is manufacturing different style of shoes used for different purposes by many people. +hether it is running, playing or walking Adidas provides shoes for every different activity. Adidas currently manufactures several running shoes, including the adi)tar Control /, the adi)tar "ide, the )upernova )euence, and the )upernova Cushi, among others. In addition, their performance performance apparel is widely used by runners. Adidas Adidas also uses kangaroo leather to make their more expensive shoes. ne of the main focuses of Adidas is football kit and associated euipment. Adidas also provides apparel and euipment for all teams in @aEor 5eague )occer. Adidas remain a maEor company in the supply of team kits for internat internationa ionall football football teams. teams. Adidas Adidas also designs designs and makes makes clothes clothes,, sandals, sandals, watches watches,, eyewear, bags, baseball caps, and socks. As well, Adidas has a branded range of male and female deodorants, perfumes, aftershave and lotions. Nike',
ike, Inc. is a maEor publicly traded sportswear sportswear and euipment supplier based in the =nited )tate )tates. s. Th Thee compan company y is head headua uarte rtered red in the 4ort 4ortla land nd metro metropol polita itan n area area of reg regon, on,
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near near eave eaverto rton. n. It is the the worl world3s d3s leadi leading ng sup suppl plie ierr of athle athleti ticc sho shoes es and appar apparel el and a maEor manufacture manufacturerr of sports euipment with revenue in excess of B# billion =)> in &'';. As of &''<, it employed over 1',''' people worldwide. ike and 4recision Cast parts are the only (ortune /'' companies headuartered headuartered in the state of regon. ike, originally originally known as lue "ibbon )ports, was founded by =niversity of regon track athlete 4hilip 6night and his coach ill owerman in 9anuary #0&. The company initially operated as a distributor for 9apanese shoe maker n it suka Tiger, making most sales at track meets out of 6night3s car. The company3s profits grew uickly, and in #0, ") opened its first retail store, located on 4ico oulevard in )anta @onica, California. California. y #0;#, the relationship between ") and n itsuka Tiger was nearing an end. ") prepared to launch its own line of footwear, which would bear the newly designed )woosh. ike produces a wide range of sports euipment. Their first products were track running shoes. They currently also make shoes, Eerseys, shorts, base layers etc. for a wide range of sports including track D field, baseball, ice hockey, tennis, Associat Association ion football, lacrosse, basket ball and cricket. ike Air Air @ax is a line of shoes first released by ike, Inc. in #0<;. The most recent additions to their line are the ike .', ike GH, and ike ) shoes, designed for skateboarding. skateb oarding. ike has recently introduced cricket shoes, shoes , called Air oom Gorker, Gorker, designed to A ike brand athletic shoe
&1 be 1'% lighter than their competitors3. In &''<, ike introduced the Air 9ordan HH1, a high performance basketball shoe designed with the environment in mind. ike sells an assortment of products, including shoes and apparel for sports activities like association football, basketball, running, combat sports, tennis, American football, athletics, golf and cross training for men, women, and children. ike also sells shoes for outdoor activities such as tennis, tennis, golf, golf, skateboa skateboardin rding, g, associa association tion football football,, baseball baseball,, Am Americ erican an football football,, cycling cycling,, volleyball, wrestling, cheerleading, auatic activities, auto racing and other athletic andre creational uses. ike is well known and popular in youth culture, chav culture and hip hop NAR NARAYANA ANA ENGI ENGINE NEER ERIN ING G COLLE COLLEGE GE
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culture as they supply urban fashion clothing. ike recently teamed up with Apple Inc. to produce the ikeJ product which monitors a runner3s performance via a radio device in the shoe which links to the i4od nano. +hile the product generates useful statistics, it has been criticied by researchers who were able to identify users3 "(I> devices from ' feet 7#< m8 away using small, concealable intelligence motes in a wireless sensor network. ike has contracted with more than ;'' shops around the world and has offices located in $/countries outside the =nited )tates. @ost of the factories are located in Asia, including Indonesia, China, Taiwan, India, Thailand, Kietnam, 4akistan, 4hilippines, and @alaysia. Ree+ok',
"eebok International 5imited is a producer of athletic footwear, apparel, and accessories and is currently a subsidiary of Adidas. The name comes from the Afrikaans spelling of rhebok, a type of African antelope or gaelle. The company, founded in olton, =nited 6ingdom, in #<0/, was originally called 9.+. ()TF" D )) but was renamed "eebok in #0/<. The company3s founders, 9oe and 9eff (oster, found the name in a dictionary won in a race by 9oe (oster as a boyL the dictionary was a )outh African edition, hence the spelling. "eebok surged in popularity in #0<& after the introduction of the (reestyle athletic shoe, which was designed for women and came out when the aerobics crae started. ot only was the "eebok (reestyle popular as athletic wear, but also as casual wear. As a result the (reestyle became an icon of the #0<'s fashion scene with hi-top versions 7including two velcro straps at the top8 and colors, including white, black, red, yellow, and blue. "eebok continues to produce the (ree styleas it is popular with cheerleading, aerobic dancing, the gym and consumers. (ootwear "eebok uses footwear factories in #$ countries. @ost factories making "eebok footwear are based in AsiaMprimarily China 7accounting for /#% of total footwear production8,Indonesia 7%8, Kietnam 7#;%8 and Thailand 7;%8. 4roduction is consolidated, with <<% of "eebok footwear manufactured in ## factories, employing over ;/,''' workers. Apparel "eebok has factories in $/ countries. The process of purchasing products from suppliersis organied by region. @ost 7/&%8 of "eebok3s apparel sold in the =) is produced in Asia, with the rest coming from countries in the Caribbean, orth America, Africa and the @iddle Fast. Apparel sold in Furope is typically sourced from Asia and Furope. Apparel sold in the Asia 4acific region is typically produced by Asian-based manufacturers .
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.OMP*NY PROFILE Apache (ootwear India 4rivate 5imited +as established In &'' +ith @ore Than ''' Fmployees And +e Are The @anufacturer f 5adies (oot wears, @en (oot wears, 6ids (oot wears, 5eather )hoes, )port )hoes. )upplier and manufacturer of shoes, sports shoes, leather shoe exporter of slippers, shoes, belly, sandals Apache (ootwear India 4rivate 5imited, which supplies to footwear maEor adidas, is keen on setting up two satellite units in the state to enhance its production capacity in line with the expected increase in orders from Adidas, according to Andrew Chen, representing Apache (ootwear group 7Nong 6ong8.
Apache, which has its manufacturing operations on the 1#$-acre special economic one in @ambattu village in ellore, is planning to raise its footwear manufacturing capacity in one year to /'',''' from the present 1/',''' pairs per month. The company currently employs around /,''' workers at its ellore facility, he said. A five-member delegation from Apache (ootwear group on &'' called on chief minister G) "aEasekhara "eddy and briefed about the company3s plans in the state. "eddy offered to support company*s operations for creating employment opportunities. *IM'
ur aim is hundred percent success rate and client satisfaction. +F A"F 4"KI>I! >I((F"FT TG4F ( (T+FA"): /inter s#iers
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+e are offering our client an excellent uality range of +inter )lippers. Colour: black, chocloate, sand, flower, green, grey, leopard,navy, pink, purple, golden or according to your reuirements @aterial: double-face sheepskin material, cowhide suede upper J sheepskin lining material, cowhide suede upper J wool lined material, cowhide suede uppe...
.&te ani(a#s so$t indoor winter cotton s#iers /inter sanda#s
+e are offering our customers a uality range of winter sandals. These sandals are manufactured from ualitative range of raw materials. These sandals are offered in variety of designs, shapes, sies and colours. ur assortment of sandals is available at most reasonable prices /inter ea c#o3
ur customers can avail from us an excellent uality range of +inter FKA Clogs. These +inter FKA Clogs are available in various sies and specifications. ur +inter FKA Clogs can be customied as per our customers specifications and it can be availed at most reasonable price. #. )ie: 1-$#O,$'-$/O &. @aterial: FKA =pper J FKA )ole 1. Color: A... )eaded #adies s#iers
+e have earned a reputation of dignified manufacturer, exporter and supplier of excellent uality eaded 5adies )lippers . These slippers are designed using optimum uality raw materials as per the industry uality standards. ffered slippers are subEected to the stringent uality test under the observation of our dexterous professionals. >esign... Men $#oaters
+e are engaged in supplying and wholesaling a vast range of @en (loaters. These sandals are manufactured by using superior uality material in accordance with the latest market trends. These floaters are offered in various colors, sies and design to meet the client needs. ur products are highly demanded by the clients for their beautiful designs,... Mens $#oater sanda#s NARAYANA ENGINEERING COLLEGE
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+e are the leading manufacturer, exporter and supplier of a better uality range of @ens (loater )andals . These sandals are designed and manufactured by our experts using excellent uality raw materials and latest technology in compliance with industry uality standards. ffered sandals provide complete protection and add look D charm to the fe... Diso c#ot% s#iers
+e are customied in delivering a wide collection of >isposable Cloth )lippers that guarantee comfort and style. These slippers are manufactured from best uality fabrics that be sure its durability and uality. Nigh in comfort slippers available in various sies as per clients desire and needs. 4awai s#iers rintin3 serices
+e are highly involved in providing Nawai )lippers 4rinting )ervices. +e use supreme uality raw materials to develop our attractive range of >esigner Nawai )lippers. These are offered with us at most competitive rates in the market. 4u slippers +e are the manufacturer of 4u )lippers, which are available in all design, customied in nature and available in competitive prices. In this huge market, our products have garnered enormous attention for their striking features such as the comfort, uniue designs.
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T4EORETI.*L FR*ME /OR5 OF PERFORM*N.E *PPR*IS*L This chapter deals with the history of performance appraisal, the definition of performance appraisal, the need for the performance appraisal in the organiations, the various obEectives of the performance appraisal, the process of performance appraisal, the methods that are generally followed in various organiations and finally the common mistakes that are committed during the implementation of the system.
4&(an Reso&rce Mana3e(ent Numan resource management 7N"@8 is the strategic and coherent approach to the management of an organiation3s most valued assets - the people working there who individually and collectively contribute to the achievement of the obEectives of the business PNuman resource management is a collective implementation of managerial functions such as planning, organiing, directing and, controlling to reach the organiation goalsQ 4&(an Reso&rce Mana3e(ent' Scoe
#. 4ersonnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. &. +elfare aspect-It deals with working conditions, facilities and amenities such as canteens, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 1. Industrial relations aspect-This covers union-management relations, Eoint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, workers participation in management etc. F&nctions o$ 4RM'
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ased on the organiation of task and implementation of methods we have two types of functions, they are: @anagerial functions and •
Objective !"cti#"$
@anagerial functions are also called the core functionalities of human resource management, which will be deals with the planning, organiing, >irecting and, Controlling. Among these directing is also called the leading. bEective functions are the active functionalities of human resource management which has substantially organiing capability in according to reuirements of the organiation. These are drawn from the managerial functions for successful achievement of the organiational tasks. These includes the... • • • • • •
E%&'#(ee &'a""i"g) *ta+"g) ,-ai"i"g a". /eve'#&%e"t) E%&'#(ee ev#'!ti#") Pa( -#'' %a"age%e"t) e'a-e # te e%&'#(ee)
Fmployee evolution is the maEor task for an organiation because employee performance will be done and motivation factor to the extent of the employee reuirement. It includes the Conducting the performance appraisal, feedback generation, giving the extra inputs that reuires for the employee, compensation planning, "eviewing and auditing manpower management in the organiationR etc. PERFORM*N.E *PPR*IS*L
4erformance appraisal is a formal system that evaluates the uality of a worker*s performanceL an appraisal should not be viewed as an end in itself, but rather as an important process within a broader performance management system that links: S rganiational obEectives S >ay-to-day performance S 4rofessional development S "ewards and incentives NARAYANA ENGINEERING COLLEGE Page 11
+hat is the purpose of performance appraisal S 4rofessional development such as identifying strengths and weaknesses in performance, implementing strategies for improvement S >etermining organiational training and development needs S @aking and validating administrative decisions like pay, promotion, placement, and termination.etc. S Identifying systemic factors that are barriers to, or facilitators of, effective /%at is er$or(ance araisa#6
The history of performance appraisal is uite brief. Its roots in early &'th century can be traced to Taylor*s pioneering Time and @otion studies. ut this is not very helpful, for the same may be said about almost everything in field of modern human resources management. As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of the )econd +orld +ar U not more than ' years ago. Get in broader sense, the practice of appraisal is a very ancient art. In the scale of things historical, it might well lay claim to being the world*s second oldest profession continue to perform well. )ometimes this basic system succeeded in getting the results that were intended, but more often than not, it failed. (or example, early motivational researchers were aware that different people with roughly eual work abilities could be paid the same amount of money and yet have uite different levels of motivation and performance. These observations were confirmed in empirical studies. 4ay rates were important, yesL but they were not the only element that had an impact on employee performance. It was found that other issues, such as morale and self- esteem, could also have a maEor influence. As a result, the traditional emphasis on reward outcomes was progressively reEected. In the #0/'s in the =nited )tates, the potential usefulness of appraisal as tool for motivation and development was gradually recognised. The general model of performance appraisal, as it is known today, began from that time.
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Modern *raisa#
4erformance appraisal may be defined as a structured formal interaction between a subordinate weaknesses and strengths as well as opportunities for improvements and skills development. In many organiations U but not all U appraisal result are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal result is used to identify the better performing employees who should get the maEority of available merit pay increases, bonuses, and promotions. y the same token, appraisal results are used to identify the poorer performance that may reuire some form of counselling, or in extreme causes, demotion, dismissal or decreases in pay. 7rganiations to be aware of laws in their country that might restrict their capacity to dismiss employees or decreases pay8. +hether this is an appropriate use of performance appraisal U the assignment and Eustification of rewards and penalties U is a very uncertain and contentious matter. PERFORM*N.E *PPR*IS*L
An organiation*s goals can be achieved only when people put in their best efforts. Now-to ascertain whether and employee has shown his or her best performance on a given Eob The answer is performance appraisal. Fmployee assessment is one of the fundamental Eobs of N"@. ut not an easy one though. This chapter is devoted to a detailed discussion of the nature and process of conducting performance appraisal. Meanin3 and De$inition
In simple terms, performance appraisal may be understood as the assessment of an individual*s performance in a systematic way, the performance being measured against such factors as Eob knowledge, uality and uantity of output, initiative, leadership, abilities, supervision, dependability, co-operation, Eudgement, versatility, health and the like. Assessment should not be continued to past performance alone. 4otentials of employee for future performance must also be assessed. NARAYANA ENGINEERING COLLEGE Page 13
* $or(a# de$inition o$ er$or(ance araisa# is
It is the systematic evaluation of the individual with respect to his or her performance on the Eob and his or her potential for development. De$initions
4erformance appraisal is Pa method of evaluating the behaviour of employees in the work spot including both uantitative and ualitative aspects of Eob performanceQ. 4erformance Appraisal is a systematic review of individual or a group*s performance on the Eob. * (ore co(re%ensie de$inition is
4erformance appraisal is a formal structured system of measuring and evaluating an employee*s Eob related behaviour*s and outcomes to discover how and why the employee is presently performing on the Eob and how the employee can perform more effectively in the future so that the employee organiation and society all benefit. T%e second de$inition inc#&des employee*s behaviour as part of the assessment. ehaviour
can be active or passive-do something or do nothing. Fither way behaviour affects Eob results. The other terms used for performance appraisals are: performance rating, employee assessment. Fmployee*s performance review, personal appraisal, performance evaluation, employee evaluation and 7perhaps the oldest of the terms used8 merit rating. In a formal senseL it is probably as old as mankind. or performance appraisal is done in isolation. It is linked to Eob analysis as shown in
#b A"a'($i$
Pe-#-%a"ce *ta".a-.$
/e$c-ibe$ #- ,-a"$'ate j#b a". Pe-$#""e' -e!i-e%e"t$ i"t# NARAYANA ENGINEERING COLLEGE Page 14 -e!i-e%e"t # a 'eve'$ # acce&tab'e #-
Pe-#-%a"ce A&&-ai$a'
/e$c-ibe$ te j#b -e'eva"t $t-e"gt$ a". ea"e$$e$ # eac
(ig. "elationship of 4erformance Appraisal and Eob Analysis FF>) ( 4F"("@ACF A44"AI)A5 These are provides information about the performance ranks basing on which decisions regarding salary fixation, conformation, promotion, transfer etc. 4rovide feedback information about the levels of achievement and behaviour of subordinate. This information helps to review the performance of the subordinate, rectifying performance deficiencies and to set new standards of work if necessary. 4rovide information which help to counsel the subordinate. * rocess w%ic% e(#o"ees identi$" stren3t%s and weaknesses to i(roe t%e er$or(ance on t%e resent and $&t&re 7o+s8 4rovide information about the performance ranks basing on which decisions regarding
salary fixation, conformation, promotion, transfer etc. 4rovide feedback information about the levels of achievements and behaviour of subordinate. This information helps to review the performance of the subordinate, rectifying performance deficiencies and to set new standards of work, if necessary. 4rovide information to diagnose deficiency in employee regarding skills, knowledge, determine training and developmental needs and to prescribe the means for employee growth provides information for correcting placement.
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O)9E.TI:ES OF PERFORM*N.E *PPR*IS*L 18 Fnables employees to develop role clarity continuously and conseuently do right things and avoid time wastage. 28 >evelops a discipline of planning and review of one*s own performance systematically. ;8 Increases mutuality between each employee and his superior and strengthen relationships. 8 Nelps to prepare employees for handling future responsibilities by continuously reinforcing development ualities. <8 To be an instrument to ensure that employees give a desired level of performance by attaching rewards and punishment for variation in performance levels. =8 To control the behaviour of employees. >8 (inally, performance appraisal can be used to determine whether N" programs such a selection, training and transfers have been effective or not. roadly, performance appraisal serves four obEectivesi8 ii8
>evelopmental uses Administration uses?decisions,
iii8
rganiational maintenance?obEectives, and
i8
>ocumentation purposes.
NARAYANA ENGINEERING COLLEGE Page 16
PURPOSE OF PERFORM*N.E *PPR*IS*L
4erformance appraisal aims at attaining the different purposes. They are: To create and maintain a satisfactory level of performance. To contribute the employee growth and development through training, self and
management development programs. To help the superiors to have a proper understanding about their subordinates. To guide the Eob changes with the help to continuous ranking. To facilitate fair and euitable compensation based on performance. To ensure organiational effectiveness through correcting employee for standard and
improved performance, and suggesting the change in employee behaviour. To provide information for making decisions regarding layoff, retrenchment etc.
MULTIPLE PURPOSES OF PERFORM*N.E *SSESSMENT -enera# *#ications >evelopmental =ses
Seci$ic P&rose Identification of individual needs
NARAYANA ENGINEERING COLLEGE Page 17
4erformance feedback >etermining transfers and Eob assignments Identification of individual strengths and >evelopment needs. Administrative uses?>ecisions
)alary 4romotion "etention or termination "ecognition of individual performance 5ay-offs Identification of poor performers
rganiational @aintenance?bEectives
N" 4lanning >etermining organiation training needs Fvaluation of organiational goal achievement Information for goal identification Fvaluation of N" systems "einforcement of organiational development needs
>ocumentation
Criteria for validation research >ocumentation for N" decisions Nelping to meet legal reuirements
NARAYANA ENGINEERING COLLEGE Page 18
MET4ODS OF PERFORM*N.E *PPR*IS*L
To make an effective evaluation of the performance of appraise, the appraiser should select a particular techniue. )everal methods and techniues of appraisal are available for measuring the performance of an employee. There are different for various reasons. They are broadly categoried two categories. Traditiona# (et%ods Modern (et%ods
TR*DITION*L MET4ODS
The traditional method lay emphasis on the rating on the individual*s personality traits, such as initiative, dependability, drive, responsibility, creativity, integrity, leadership potential, intelligence, Eudgement, organiation ability etc. The various traditional methods are: )traight ranking method @an to man comparison method !rading !raphic rating scales (orced choice description method (orced distribution method Checklist (ree from essay method Critical Incidents !roup appraisal (ield "eview @ethod 4aired comparison method
MODERN MET4ODS NARAYANA ENGINEERING COLLEGE Page 19
@odern methods place more emphasis on the evaluation of work result U Eob achievements than on personality traits. "esults oriented appraisals tend to be more obEective and worthwhile, especially for counselling and development purposes. The modern methods are: Assessment Centres Appraisal y "esult r @anagement y bEective Numan Asset Accounting @ethod ehaviourally Anchored "ating )cales7A")8 1'->egree 4erformance Appraisal
;=0,De3ree Per$or(ance *raisa#
This is one on the latest and widely used method of performance appraisal. In this method not only superior but also peers and subordinates do the appraisal. Nence this is a method where each and every person with whom the employee may interact during his work does the appraisal of one person. This is an effective method among all since this is method in which there is a possibility of hundred percent discussions with people disregarding with their cadres and also possible for receiving more ideas from all. They may include the security guard, the receptionist, the sweepers evade boys and of course his superior, subordinates and peers.
IMPLEMENT*TION *PPR*IS*L'
?
E:*LU*TION
SYSTEM
OF
PERFORM*N.E
After developing a concrete performance appraisal system, its effective implementation and evaluation is proceeded with along with the rater, rate should also aware of the structure and content of the performance appraisal system the framework of evaluation process. Nence the rates should fully inform about these aspects because the information provided by them will not fully serve purpose without having knowledge about these various aspects. nce the information is obtained from the rates, an unbiased and obEective evaluation is done and the conclusion is derived.
.OMPONENTS OF PERFORM*N.E *PPR*IS*L E:*LU*TION
NARAYANA ENGINEERING COLLEGE Page 20
As we have seen, performance evaluation can be made for a variety of reasons. )o it is necessary to being by stating very clearly the obEectives of the evaluation programmed. Nence to make the evaluation of performance appraisal efficient it includes the following components. “/4O! OF *PPR*IS*L6
This issue states who should be rated and who should do rating. “/4*T! OF *PPR*IS*L6
+hat of the performance appraisal consist in appraising non-supervisory employees for their current performance, and managers for future potential It also includes evaluation of human traits. “/4Y! OF *PPR*IS*L6
It is concerned with: Creating and maintaining a satisfactory level of performance of employees in their
present Eobs. Nighlighting
employee needs
and
opportunities
for personal growth and
development. Aiding in >ecision-making between the supervisor and his subordinates. 4roviding useful criteria for determining the validity of selection and training
methods and techniues and forming concrete measures for attracting individuals of higher calibre to the enterprise. “/4EN! OF *PPR*IS*L6
The when of appraisal answers the uery about the freuency of appraisal
“/4ERE! OF *PPR*IS*L6
The where of appraisal indicates the location where an employee may be evaluated “4O/! OF *PPR*IS*L6
=nder VNow* the company must decide what different methods are available and which of these may be used for performance appraisal.
)ENEFITS OF *PPR*IS*L NARAYANA ENGINEERING COLLEGE Page 21
It offers a rare chance for a supervisor and subordinate to have Ptime outQ for a oneon-one discussion of important work issues that might not otherwise be addressed. Almost universally, where performance appraisal is conducted properly, both supervisors and subordinates have reported the experience as beneficial and positive. Appraisal offers a valuable opportunity to focus on work activities and goals, to identify and correct existing problems, and to encourage better future performance. Thus the performance of the whole organiation is enhanced. (or many employees, an PofficialQ appraisal interview may be the only time get to have exclusive, uninterrupted access to their supervisor. Motiation and Satis$action
4erformance appraisal can have a profound effect on levels of employee motivation and satisfaction- for better as well as for worse: 4erformance appraisal provides employees with there recognition of their work efforts. The power of social recognition as an incentive has been long noted. Infect there is evidence that human beings will even prefer negative recognition in performance to no recognition to all. Trainin3 and dee#o(ent
4erformance appraisal offers an excellent opportunity U perhaps the best that will ever occur- for a supervisor and sub-ordinate to recognie and agree upon individual training development needs. >uring the discussion of an employee*s work performance, the presence or absence of work skills can become very obvious- even to those who habitually reEect the idea of training for themW 4erformance appraisal can make the need for training more pressing and the relevant by linking it clearly performance to performance outcome and career aspirations. PRO)LEMS OF PERFORM*N.E *PPR*IS*L
The ideal approach to performance evaluation is that in, which the evaluator is free from personal biases, preEudices. This is because when an evaluation is obEective, it minimies the potential and dysfunctional behaviour of the evaluator, which may be detrimental to the achievement of the organiational goals. There are many significant factors, which deter or impede obEective evaluation. T%ese $actors are' 4*LO EFFE.T' ne factor*s excellent score affects the score or the other factor. NARAYANA ENGINEERING COLLEGE Page 22
4ORN EFFE.T' =nsatisfactory rating on one factor on one factor affects the score
on other factor. .ENTR*L TENDEN.Y' @ost of the factors are given average rating. LENIENT R*TIN-' eing relatively more easy and lenient in rating. L*TER )E4*:IOUR' eing notXrant of most commonly demonstrated behaviour
during entire period. INITI*L IMPRESSION' "ating is influenced by the initial impression of the rate on
the ratter. SPILL O:ER *FFE.T' =sing past rating unEustly to rate current 4erformance. S*ME *S ME' "ating highly as the ratter and rate share common ualities and
attitudes. DIFFERENT FROM ME' "ating lowly as the ratter and rate have different and
conflicting ualities and attitudes. .ONTR*ST EFFE.T' "ating a person.
NEED OF T4E STUDY' 4erformance appraisal system in many organiation is an important component for
effective and efficient performance of the employee.
NARAYANA ENGINEERING COLLEGE Page 23
Therefore it is necessary for organiation to develop performance analysis and review
which effects performance of individuals. The present study intends to provide an integrated picture of the level of employee*s
attitude towards performance appraisal system in Apache (ootwear India 4rivate 5imited.
S.OPE OF T4E STUDY' The study has been confined to Apache foot wear india 4vt 5td only. This study has been conducted on performance of all the levels of employees in the
organiation. NARAYANA ENGINEERING COLLEGE Page 24
The study was confined to the employees of Apache (ootwear India 4vt 5td.
O)9E.TI:ES OF T4E STUDY'
To study the performance appraisal in the Apache (ootwear India 4vt 5td company. To analyse the impact of performance appraisal system on satisfaction levels of the employees. NARAYANA ENGINEERING COLLEGE Page 25
To offer suggestions for the improvement and modification of the appraisal system. To study the strengths and weakness of the employees. To know the feedback about employees regarding their performance.
RESE*R.4 MET4ODOL-Y SOUR.ES OF D*T*'
After going through different methods of data collection it was decide that both primary and secondary data are suitable for this survey. PRIM*RY D*T*'
The primary data was collected mainly with interactions and discussions with the company*s executive. NARAYANA ENGINEERING COLLEGE Page 26
SE.OND*RY D*T*'
"eferring standard textbooks and reference books collected some of the information regarding the theoretical aspects. D*T* SOUR.E' PRIM*RY D*T*
' uestionnaire method
SE.OND*RY D*T*
' website
RESE*R.4 DESI-N
' Analytical research design
S*MPLE
' @0
LIMIT*TIONS OF T4E STUDY' >ifferent views and suggestions provide by the responds are subEected to personal
bias. The sample sie limited to 0' and overall opinion of the study is attributed to the total
organiation. Fmployee*s don*t reveal the actual facts related to the organiation.
NARAYANA ENGINEERING COLLEGE Page 27
D*T* *N*LYSIS *ND INTERPRET*TION 18 Is co(an" s&ortin3 t%e +est er$or(ance o$ t%e e(#o"ees6 Ta+#e' 818Is .o(an" s&ortin3 t%e +est er$or(ance o$ t%e e(#o"ee6 Oinion
No8 O$ resondents
Percenta3es
Stron3#" a3ree
<
<0A
*3ree
;<
;@A
Disa3ree
10
11A
Stron3#" disa3ree
0
0A
Tota#
@0
100A
NARAYANA ENGINEERING COLLEGE Page 28
-ra%' 818 Ro#e o$ co(an" in s&ortin3 t%e +est er$or(ance o$ t%e e(#o"ee6
60 50
50
39
40
30
20 11 10
0 $t-#"g'( ag-ee
ag-ee
.i$ag-ee
0 $t-#"g'( .i$ag-ee
So&rce' ri(ar" data Interretation' (rom the above graph observed that out of 0' respondents /'% of employees are strongly agreed, 10% of them are agreed and ##% of them are disagreed that the company is supporting the best performance of the employees.
28 Rationa#it" in er$or(ance araisa# s"ste(8 Ta+#e 828 Rationa#it" in er$or(ance araisa# s"ste(8 Oinion
No o$ resondents
Percenta3e
Stron3#" a3ree
0
8
*3ree
;0
;;8;A
Disa3ree
;0
2282A
Stron3#" disa3ree
0
0A
Tota#
@0
100A
NARAYANA ENGINEERING COLLEGE Page 29
-ra% 828Rationa#it" in er$or(ance araisa# s"ste(8 50 44)5
45 40
33)3
35 30 25
22)2
20 15 10 5 0 $t-#"g'( ag-ee
ag-ee
$t-#"g'(0.i$ag-ee
.i$ag-ee
So&rces ' ri(ar" data Interretation' (rom the above graph observed that out of 0' respondents $$./% of the
employees are strongly agreed, 11.1% are agreed and &&.&% of them disagreed that the performance appraisal is rational in the organiation.
;8 Ro#e o$ er$or(ance araisa# s"ste( to win cooeration and tea( work6 Ta+#e 8;8 Ro#e o$ er$or(ance araisa# s"ste( to win cooeration and tea( work6 Oinion
No o$ resondents
Percenta3e
Stron3#" a3ree
<
<0A
*3ree
;<
;@A
Disa3ree
10
11A
Stron3#" disa3ree
0
0A
Tota#
@0
100A
NARAYANA ENGINEERING COLLEGE Page 30
-ra% 8;8 Ro#e o$ er$or(ance araisa# s"ste( to win cooeration and tea( work6 60 50
50
39
40
30
20 11 10
0 $t-#"g'( ag-ee
ag-ee
.i$ag-ee
$t-#"g'(0.i$ag-ee
So&rces' ri(ar" data Interretation' (rom the above graph observed that out of 0' respondents /'% of them are
strongly agreed, 10% are agreed and ##% are disagreed that the performance appraisal system is helpful to win cooperation and team work.
8 Ro#e o$ er$or(ance araisa# is i(roin3 ersona# ski##s8 Ta+#e 88 Ro#e o$ er$or(ance araisa# is i(roin3 ersona# ski##s8 Oinion
No o$ resondents
Percenta3e
Stron3#" a3ree
;B
282A
*3ree
;<
;B8@A
Disa3ree
1<
1=8>A
Stron3#" disa3ree
2
282A
Tota#
@0
100A
NARAYANA ENGINEERING COLLEGE Page 31
-ra% 88 Ro#e o$ er$or(ance araisa# is i(roin3 ersona# ski##s8 45
42)2 38)9
40 35 30 25 20
16)7
15 10 5
2)2
0 $t-#"g'( ag-ee
ag-ee
.i$ag-ee
$t-#"g'( .i$ag-ee
So&rces' ri(ar" data
Interretation' (rom the above graph observed that out of 0' respondents $&.&% are
strongly agreed, 1<.0% are agreed, #.;% are disagreed and &.&% are strongly disagreed that the performance appraisal system is helpful for improving personal skills.
<8 Ro#e o$ er$or(ance araisa# s"ste( in red&cin3 3rieance a(on3 t%e e(#o"ees6 Ta+#e 8<8 Ro#e o$ er$or(ance araisa# s"ste( in red&cin3 3rieance a(on3 t%e e(#o"ees6 Oinion
No o$ resondents
Percenta3es
Stron3#" a3ree
>
<282A
*3ree
1<
1=8=A
Disa3ree
2B
;182A
Stron3#" disa3ree
0
0A
NARAYANA ENGINEERING COLLEGE Page 32
Tota#
@0
100A
-ra% 8<8 Ro#e o$ er$or(ance araisa# s"ste( in red&cin3 3rieance a(on3 t%e e(#o"ees6 60 52)2 50
40 31)2 30
20
16)6
10
0 $t-#"g'( ag-ee
ag-ee
$t-#"g'(0.i$ag-ee
.i$ag-ee
So&rce' ri(ar" data Interretation' (rom the above graph observed that out of 0' respondents /&.&% are
strongly agreed, #.% are agreed and 1#.&% are disagreed that the performance appraisal system is helpful in reducing grievance among the employees. =8 Ro#e o$ er$or(ance araisa# s"ste( to identi$" t%e stren3t%s and weakness o$ t%e e(#o"ees8 Ta+#e 8=' Ro#e o$ er$or(ance araisa# s"ste( to identi$" t%e stren3t%s and weakness o$ t%e e(#o"ees8 Oinion
N o$ resondents
Percenta3es
Stron3#" a3reed
2<
2>8BA
*3reed
<
<0A
Disa3reed
1B
20A
NARAYANA ENGINEERING COLLEGE Page 33
Stron3#" disa3reed
2
282A
Tota#
@0
100A
-ra% 8=' Ro#e o$ er$or(ance araisa# s"ste( to identi$" t%e stren3t%s and weakness o$ t%e e(#o"ees8 60 50
50
40
30
27)8 20
20
10 2)2 0 $t-#"g'( ag-ee
ag-ee
.i$ag-ee
$t-#"g'( .i$ag-ee
So&rce' ri(ar" data Interretation' (rom the above graph observed that out of 0' respondents &;.<% are
strongly agreed, /'% are agreed, &'% are disagreed and &.&% are strongly disagreed that the performance appraisal system to identify the strengths and weakness of the employees.
>8 Ro#e o$ er$or(ance ratin3 %e# $or t%e (ana3e(ent to roide e(#o"ee co&nse##in38 Ta+#e 8>8 Ro#e o$ er$or(ance ratin3 %e# $or t%e (ana3e(ent to roide e(#o"ee co&nse##in38 Oinion
No o$ resondents
Percenta3es
Stron3#" a3ree
;<
;B8@A
*3ree
>
<282A
NARAYANA ENGINEERING COLLEGE Page 34
Disa3ree
B
B8@A
Stron3#" disa3ree
0
0A
Tota#
@0
100A
-ra% 8>8 Ro#e o$ er$or(ance ratin3 %e# $or t%e (ana3e(ent to roide e(#o"ee co&nse##in38 60 52)2 50
40
38)9
30
20 8)9
10
0 *t-#"g'( ag-ee
ag-ee
.i$ag-ee
$t-#"g'(0.i$ag-ee
So&rce' ri(ar" data Interretation' from the above graph observed that out of 0' respondents 1<.0% are strongly
agreed, /&.&% are agreed and <.0% are disagreed that the performance rating help for the management to provide employee counselling.
B8 Ro#e o$ er$or(ance araisa# in ro(otion8 Ta+#e 8B' Ro#e o$ er$or(ance araisa# in ro(otion8 Oinion
No o$ resondents
Percenta3es
Yes
>0
>>8BA
No
20
2282A
NARAYANA ENGINEERING COLLEGE Page 35
Tota#
@0
100A
-ra% 8B' Ro#e o$ er$or(ance araisa# in ro(otion 90 80
77)8
70 60 50 40 30
22)2
20 10 0 (e$
"#
So&rce' ri(ar" data Interretation' (rom the above graph observed that out of 0' respondents ;;.<% are said
yes and &&.&% are said no that the promotion is purely based on performance appraisal.
@8 Ro#e o$ s&eriors constr&ctie $eed+ack t%ro&3%o&t t%e "ear8 Ta+#e 8@' Ro#e o$ s&eriors constr&ctie $eed+ack t%ro&3%o&t t%e "ear8 Oinion
No o$ resondents
Percenta3es
Stron3#" a3ree
;<
;B8@A
NARAYANA ENGINEERING COLLEGE Page 36
*3ree
<
<0A
Disa3ree
10
1181A
Stron3#" disa3ree
0
0A
Tota#
@0
100A
-ra% 8@' Ro#e o$ s&eriors constr&ctie $eed+ack t%ro&3%o&t t%e "ear8 60 50
50
40
38)9
30
20 11)1 10
0 $t-#"g'( ag-ee
ag-ee
.i$ag-ee
$t-#"g'(0.i$ag-ee
So&rce' ri(ar" data Interretation' (rom the above graph observed that out of 0' respondents 1<.0% are
strongly agreed, /'% are agreed and ##.#% are disagreed with the superior*s constructive feedback throughout the year.
108 Ro#e o$ i((ediate s&eriors araise a## t%e work done +" t%e e(#o"ee t%ro&3%o&t t%e "ear8 Ta+#e 810' Ro#e o$ i((ediate s&eriors araise a## t%e work done +" t%e e(#o"ee t%ro&3%o&t t%e "ear8
NARAYANA ENGINEERING COLLEGE Page 37
Oinion
No o$ resondents
Percenta3es
Stron3#" a3ree
>
*3ree
2<
2>8BA
Disa3ree
0
0A
Stron3#" disa3ree
1B
20A
Tota#
@0
100A
-ra% 810' Ro#e o$ i((ediate s&eriors araise a## t%e work done +" t%e e(#o"ee t%ro&3%o&t t%e "ear8 60 52)2 50
40
27)8
30
20
20
10
0 $t-#"g'( ag-ee
ag-ee
0 .i$ag-ee
$t-#"g'( .i$ag-ee
So&rce' ri(ar" data Interretation' (rom the above graph out of 0' respondents /&.&% are strongly agreed,
&;.<% are agreed and &'% are strongly disagreed with the immediate superior*s appraise all the work done by the employee throughout the year. ##. co((&nication o$ er$or(ance araisa# 3oa#s c#ear#" wit% t%e e(#o"ees at t%e startin3 "ear8 Ta+#e 811' co((&nication o$ er$or(ance araisa# 3oa#s c#ear#" wit% t%e e(#o"ees at t%e startin3 "ear8 NARAYANA ENGINEERING COLLEGE Page 38
Oinion
No o$ resondents
Percenta3es
Yes
=2
=B8@A
No
2B
;181A
Tota#
@0
100A
-ra% 811' co((&nication o$ er$or(ance araisa# 3oa#s c#ear#" wit% t%e e(#o"ees at t%e startin3 "ear8 80 70
68)9
60 50 40 31)1 30 20 10 0 (e$
"#
So&rce' ri(ar" data
Interretation' (rom the above graph out of 0' respondents <.0% are said yes and 1#.#%
are said no that the performance appraisal goals are clearly communicate to the employees at the starting year.
Ta+#e 812' Trainin3 reC&ire(ent $$i# a$ter t%e araisa#8 Oinion
No o$ resondents
NARAYANA ENGINEERING COLLEGE Page 39
Percenta3es
Stron3#" a3ree
2>
;0A
*3ree
;B
282A
Disa3ree
11
1282A
Stron3#" disa3ree
1
1<8=A
Tota#
@0
100A
-ra% 812' Trainin3 reC&ire(ent $$i# a$ter t%e araisa#8 45
42)2
40 35 30
30
25 20 15)6 15
12)2
10 5 0 $t-#"g'( ag-ee
ag-ee
.i$ag-ee
$t-#"g'( .i$ag-ee
So&rce' ri(ar" data Interretation' (rom the above graph out of 0' respondents 1'% are strongly agreed, $&.&%
are agreed, #&.&% are disagreed and #/.% are strongly disagreed that the training reuirement fulfil after the appraisal.
Ta+#e 81;' *re "o& satis$ied wit% eistin3 er$or(ance araisa# s"ste(6 Oinion
No o$ resondents
NARAYANA ENGINEERING COLLEGE Page 40
Percenta3es
Stron3#" a3ree
<
<0A
*3ree
20
2282A
Disa3ree
1<
1=8>A
Stron3#" disa3ree
10
1181A
Tota#
@0
100A
-ra% 81;' Satis$action wit% eistin3 er$or(ance araisa# s"ste(8 60
50
50
40
30 22)2 20
16)7 11)1
10
0 $t-#"g'( ag-ee
ag-ee
.i$ag-ee
$t-#"g'( .i$ag-ee
So&rce' ri(ar" data Interretation' (rom the above graph out of 0' respondents /'% are strongly agreed, &&.&%
are agreed, #.;% are disagreed and ##.#% are strongly disagreed with the existing performance appraisal system.
Ta+#e 81' Is er$or(ance araisa# ratin3 done eriodica##"6
NARAYANA ENGINEERING COLLEGE Page 41
Oinion
No o$ resondents
Percenta3es
Yes
=>
>8A
No
2;
2<8=A
Tota#
@0
100A
-ra% 81' Periodica# ratin3 o$ er$or(ance araisa# s"ste(8 80
74)4
70 60 50 40 30
25)6
20 10 0 (e$
"#
So&rce' ri(ar" data
Interretation' (rom the above graph out of 0' respondents ;$.$% are said yes and &/.%
are said no that the performance appraisal rating done periodically.
Ta+#e 81<' Do "o& 3et roer $eed+ack on "o&r er$or(ance $ro( "o&r s&erisors6 NARAYANA ENGINEERING COLLEGE Page 42
Oinion
No o$ resondents
Percenta3es
Stron3#" a3ree
;<
;B8@A
*3ree
<
<0A
Disa3ree
10
1181A
Stron3#" disa3ree
0
0A
Tota#
@0
100A
-ra% 81<' Ro#e o$ $eed+ack $ro( t%eir s&erisors +ased on t%eir er$or(ance8 60 50
50 38)9
40
30
20 11)1 10
0 $t-#"g'( ag-ee
ag-ee
.i$ag-ee
$t-#"g'(0.i$ag-ee
So&rce' ri(ar" data
Interretation' (rom the above graph out of 0' respondents 1<.0% are strongly agreed, /'%
are agreed and ##.#% are disagreed that the feedback from their supervisors based on their performance.
Ta+#e 81=' Does t%e (ana3e(ent tota##" ino#e in t%is er$or(ance araisa#6 NARAYANA ENGINEERING COLLEGE Page 43
Oinion
No o$ resondents
Percenta3es
Stron3#" a3ree
0
8
*3ree
;0
;;8;A
Disa3ree
20
2282A
Stron3#" disa3ree
0
0A
Tota#
@0
100A
-ra% 81=' Ro#e o$ (ana3e(ent in er$or(ance araisa# s"ste(8 50 45
44)5
40 33)3
35 30 25
22)2
20 15 10 5 0 $t-#"g'( ag-ee
ag-ee
.i$ag-ee
$t-#"g'(0.i$ag-ee
So&rce' ri(ar" data
Interretation' (rom the above graph out of 0' respondents $$./% are strongly agreed,
11.1% are agreed and &&.&% are disagreed that the management totally involve in the performance appraisal.
NARAYANA ENGINEERING COLLEGE Page 44
Ta+#e 81>' Does t%e er$or(ance araisa# increases t%e re#ation +etween (ana3e(ent and e(#o"ees6 Oinion
No o$ resondents
Percenta3es
Stron3#" a3ree
<
282A
*3ree
20
;<8=A
Disa3ree
1<
2282A
Stron3#" disa3ree
10
0A
Tota#
@0
100A
-ra% 81>' Ro#e o$ re#ations%i +etween s&eriors and e(#o"ees in er$or(ance araisa# s"ste(8 45
42)2
40 35)6 35 30 25
22)2
20 15 10 5 0 $t-#"g'( ag-ee
ag-ee
.i$ag-ee
$t-#"g'(0.i$ag-ee
So&rce' ri(ar" data Interretation' (rom the above graph out of 0' respondents $&.&% are strongly agreed,
1/.% are agreed and &&.&% are disagreed that the performance appraisal increases the relation between management and employees.
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Ta+#e 81B' Does t%e (ana3e(ent reco3nie "o&r er$or(ance a+so#&te#"6 Oinion
No o$ resondents
Percenta3es
Stron3#" a3ree
;2
;<8=A
*3ree
0
8A
Disa3ree
1B
20A
Stron3#" disa3ree
0
0A
Tota#
@0
100A
-ra% 81B' Ro#e o$ (ana3e(ent in reco3nition o$ e(#o"ee er$or(ance a+so#&te#"8 45 40
40 35
32
30 25 20
18
15 10 5 0 $t-#"g'( ag-ee
ag-ee
.i$ag-ee
$t-#"g'(0.i$ag-ee
So&rce' ri(ar" data Interretation' (rom the above graph out of 0' respondents 1&% are strongly agreed, $'%
are agreed and #<% are disagreed that the management in recognition of employee performance absolutely.
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FINDIN-S' 18 /'% of employees are strongly agreed, 10% of them are agreed and ##% of them are
disagreed that the company is supporting the best performance of the employees. 28 $$./% of the employees are strongly agreed, 11.1% are agreed and &&.&% of them are disagreed that the performance appraisal is rational in the organiation. ;8 /'% of them are strongly agreed, 10% are agreed and ##% are disagreed that the performance appraisal system is helpful to win cooperation and team work. 8 $&.&% are strongly agreed, 1<.0% are agreed, #.;% are disagreed and &.&% are strongly disagreed that the performance appraisal system is helpful for improving personal skills. <8 /&.&% are strongly agreed, #.% are agreed and 1#.&% are disagreed that the performance appraisal system is helpful in reducing grievance among the employees. =8 &;.<% are strongly agreed, /'% are agreed, &'% are disagreed and &.&% are strongly disagreed that the performance appraisal system to identify the strengths and weakness of the employees. >8 1<.0% are strongly agreed, /&.&% are agreed and <.0% are disagreed that the performance rating help for the management to provide employees counselling. B8 ;;.<% are said yes and &&.&% are said no that the promotion is purely based on performance appraisal. @8 1<.0% are strongly agreed, /'% are agreed and ##.#% are disagreed with the superior*s constructive feedback throughout the year. 108 /&.&% are strongly agreed, &;.<% are agreed and &'% are strongly disagreed with the immediate superior*s appraise all the work done by the employee throughout the year. 118 <.0% are said yes and 1#.#% are said no that the performance appraisal goals are clearly communicate to the employees at the starting year. 128 1'% are strongly agreed, $&.&% are agreed, #&.&% are disagreed and #/.% ar strongly disagreed that the training reuirement fulfil after the appraisal. 1;8 /'% are strongly agreed, &&.&% are agreed, #.;% are disagreed and ##.#% are strongly disagreed with the existing performance appraisal system. 18 ;$.$% are said yes and &/.% are said no that the performance appraisal rating done periodically. 1<8 1<.0% are strongly agreed, /'% are agreed and ##.#% are disagreed that the feedback
from their supervisors based on their supervisors based on their performance. 1=8 $$./% are strongly agreed, 11.1% are agreed and &&.&% are disagreed that the management totally involve in the performance appraisal. 1>8 $&.&% are strongly agreed, 1/.% are agreed and &&.&% are disagreed that the performance appraisal increases the relation between management and employees. NARAYANA ENGINEERING COLLEGE Page 47
1B8 1&% are strongly agreed, $'% are agreed and #<% are disagreed that the management
in recognition of employee performance absolutely.
SU--ESTIONS'
#.
4erformance appraisal system should be conducted half yearly to get better
performance of the employees. &. The management should focus on human relations in production department. 1. The management should provide freedom to the employees to reveal their problems. $. The management need to communicate performance appraisal methods and criteria to employees so that they can perform well. NARAYANA ENGINEERING COLLEGE Page 48
/. The company need to concentrate on training of employees after employee performance appraisal. . The existing annual performance appraisal should provide an appropriate for the employees to discover their potential. ;. If the organiation conducts the individual counselling sessions can reduce the communication gap, personal problems as well as work related problems.
.ON.LUSION
4erformance appraisal system at A4ACNF (T+FA" I>IA 4KT 5T> is perceived as good in this organiation. Fmployees are very much satisfied with the rewards and recognition conferred by the management. The Apache footwear pvt ltd adopted the rating scale performance appraisal mechanism which most suitable for the manufacturing unit, since it is an agro based manufacturing company. The employee satisfaction average compare to the executive level employees. The certainty in the techniue is being maintained from the last past few years in the company. rganiation is widely using the appraisal method for the beneficiary of the employee in the sense of promotions and increment in salary. NARAYANA ENGINEERING COLLEGE Page 49
UESTIONN*IRE
ame of the employee:
)ex: @?(
>esignation:
Fxperience:
Age:
>epartment:
Yualification: #. Is Company supporting the best performance of the employee 7a8)trongly agree 7b8 agree 7c8 cannot say 7d8 disagree 7e8 strongly disagree &. Is performance appraisal in the organisation is rational NARAYANA ENGINEERING COLLEGE Page 50
7a8)trongly agree 7b8 agree 7c8 cannot say 7d8 disagree 7e8 strongly disagree 1. Is performance appraisal helpful to win co-operation and teamwork 7a8)trongly agree 7b8 agree 7c8 cannot say 7d8 disagree 7e8 strongly disagree $. Is performance appraisal is help for improving personal skills 7a8)trongly agree 7b8 agree 7c8 cannot say 7d8 disagree 7e8 strongly disagree /. Is performance appraisal help in reducing grievance among the employee 7a8Ges
7b8 o
. >oes performance appraisal system helps to identify the strength and weakness of the employee 7a8)trongly agree 7b8 agree 7c8 cannot say 7d8 disagree 7e8 strongly disagree ;. Is performance appraisal rating help for the management to provide employee counselling 7a8)trongly agree 7b8 agree 7c8 cannot say 7d8 disagree 7e8 strongly disagree <. >oes promotion is purely based on performance appraisal 7a8Ges
7b8 o
0. >o you receive constructive feedback from your superior throughout the year 7a8)trongly agree 7b8 agree 7c8 cannot say 7d8 disagree 7e8 strongly disagree #'. >oes your immediate superior appraise all work done by you throughout the year 7a8)trongly agree 7b8 agree 7c8 cannot say 7d8 disagree 7e8 strongly disagree ##. Are performance appraisal goals clearly communicate to you at the starting of the year 7a8Ges
7b8 o
#&. Training reuirement fulfil after appraisal is needed 7a8)trongly agree 7b8 agree 7c8 cannot say 7d8 disagree 7e8 strongly disagree
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#1. Are you satisfied with existing performance appraisal system 7a8)trongly agree 7b8 agree 7c8 cannot say 7d8 disagree 7e8 strongly disagree #$. Is performance appraisal rating done periodically 7a8Ges
7b8 o
#/. >o you get proper feedback on your performance from your supervisors 7a8)trongly agree 7b8 agree 7c8 cannot say 7d8 disagree 7e8 strongly disagree #. >oes the management totally involve in this performance appraisal 7a8)trongly agree 7b8 agree 7c8 cannot say 7d8 disagree 7e8 strongly disagree #;. >oes the performance appraisal increases the relation between management and employees 7a8)trongly agree 7b8 agree 7c8 cannot say 7d8 disagree 7e8 strongly disagree #<. >oes the management recognie your performance absolutely 7a8)trongly agree 7b8 agree 7c8 cannot say 7d8 disagree 7e8 strongly disagree *NY SU--ESTIONS:
)I)ILO-R*P4Y'
iswaEeet4atna yak PNuman "esources @anagementQ, 1rd Fdition, Fastern Fconomy Fdition, 4rentice Nall of India 74NI8. >eepak 6umar hattacharya, P Numan "esource 4lanning P, &nd Fdition &'' 4.)ubba"ao, Fssentials of Numan "esource @anagement and Industrial "elations, 1rd revised and enlarged edition &''<, Nimalaya 4ublishing Nouse. 6.Aswathappa, Qrganisational ehaviourQ, |
T K "ao, #000, Appraisal D >evelopment ,@anagerial 4erformance , T K "ao 5earning systems 4vt. 5td, Fxcel ooks
•
Carey and 9anice 6eefe, &''1, 4erformance appraisal 4hrase ook , Adams @edia
•
Carl !.Thor ,&''$, >esigning (eedback , Kiava @anagement 5ibrary.
NARAYANA ENGINEERING COLLEGE Page 52
•
Angelo ).>eisi, #00, A Cognitive approach to performance appraisal, published in the Taylor D (rancis e-5ibrary.
•
9an 9onker D artEan 4ennink, &'#', The Fssence of "esearch @ethodology, )pringer-Kerlag erlin Neidelberg .
/E) SITES
www.citeNr.com N"Zclassmates.com hrconnectZnass.com )giga&e.ia)c#% )&e-#-%a"cea&&-ai$a')c#% )a&&-ai$a'$)"a!-i!b)c#%
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