DR BHADRAPPA HARALAYYA PROFESSOR AND HOD, DEPARTMENT OF MBA, LINGARAJ APPA ENGINEERING COLLEGE BIDAR

1. © MAR 2022 | IRE Journals | Volume 5 Issue 9 | ISSN: 2456-8880
IRE 1703268 ICONIC RESEARCH AND ENGINEERING JOURNALS 267
Employees Performance Appraisal of Chettinad Cement
Gulbarga
BHADRAPPA HARALAYYA
Hod And Associate Professor, Department of MBA, Lingaraj Appa Engineering College Bidar
Abstract- Chettinad ilCement ilCorporation
ilLimited il(CCCL) ilincorporated ilin il1962 iland
ilpart ilof ilthe ilChettinad ilgroup, ilis ilengaged ilin
ilthe ilmanufacture ilof ilcement ilsince il1967. ilThe
ilgroup ilhas ilvaried ilbusiness linterests ilin
ilcement, ilengineering, illogistics, iltransportation,
ilhospitals iland ilother ilsectors. CCCL iloperates
ilfour ilcement ilmanufacturing ilfacilities ilsituated
ilat ilPuliyur, ilKarikkali iland ilAriyalur ilin ilthe
ilstate ilof ilTamil ilNadu il(TN) iland ilGulbarga ilin
ilthe ilstate ilof ilKarnataka. ilAs ilon ilMarch il31,
il2014, ilthe ilcompany’s ilaggregate ilinstalled
ilcapacity ilstood ilat il11 ilmillion iltonnes ilper
ilannum il(MTPA). ilCCCL ilhas ilavailability ilof
ilthermal il– ilbased ilcaptive ilpower ilplants il(CPP)
ilin ilall ilits ilmanufacturing ilfacilities. ilThe
ilcompany ilalso ilpossesses ilcaptive ilthermal
ilpower ilplants ilwith ilan ilaggregate ilcapacity ilof
il135 ilMW ilof ilpower ilgeneration.
I. INTRODUCTION
It ilis ilquestionable ilwhere ilit ilwas ilfirst ilfound
ilthat ila ilmix ilof ilhydrate ilnon- ilwater ildriven
illime iland ila ilpozzolan ilproduces ila ilwater
ildriven ilblend, ilyet ilcement ilproduced ilusing
ilsuch ilcombination ilwas ilfirst ilutilized ilfor ilhuge
ilscope ilby ilroman ilarchitects. ilThey ilutilized
ilboth ilnormal ilpozzolans il(trass ilor ilpumice) iland
ilfake ilpozzolans il(ground ilblock ilor ilearthenware)
ilin ilthe ilcements. ilNumerous ilfantastic ilinstances
ilof ildesigns ilproduced ilusing ilthese ilcements ilare
ilas ilyet ilstanding. ilProminently ilthe ilenormous
ilsolid ilarch ilof ilthe ilpantheon ilin ilRome iland
ilthe ilgigantic ilShower ilof ilCaracalla. ilThe ilhuge
ilarrangement ilof ilroman ilwater ilchannels
iladditionally ilutilized ilpressure ildriven ilcement.
ilThe ilutilization ilof ilprimary ilcement ilvanished
ilin ilmiddle ilage ilEurope. ilAlbeit ilfrail ilpozzolanic
ilcements ilkept ilon ilbeing ilutilized ilas ila ilcenter
ilfills ilin ilstone ildividers iland ilsections.
II. FUTURE ILGROWTH ILAND
ILPROSPECTS
With ildeveloping ilinterest ilfor ilcement ilinside
ilIndia iland ilSouth ilEast ilAsian ilnations,
ilChettinad ilCement ilis ilgood ilto ilgo ilfor
ilextension. ilIt ilhad ilchosen ilto ilextend ilits ilpoints
ilof ilview ilby ilbeginning ilanother ilgreen ilfield
ilcement ilplant ilof il0.9 ilmillion iltons illimit ilfor
ilevery ilannum ilwith ilan ilexpected ilexpense ilof
ilabout ilRs il350 ilcrore. ilChettinad ilCement ilwill
ilcommission ila il2.5 ilmillion iltons ilevery ilyear
il(mtpa) ilcement ilplant ilin ilNorth ilKarnataka ilin
ilthe ilcurrent ilyear iland ilhas ilfinished ildesigns ilto
ilventure ilinto ilAndhra ilPradesh
The ilKarnataka ilunit ilwill ilcheck ilChettinad
ilCement's iltopographical ildevelopment iloutside
ilTamil ilNadu iland ilwill ilgive ilit ilmarket ilventure
ilinto ilMaharashtra, ilwhere ilit ilintends ilto ilset ilup
ila ilpounding ilunit ilof ilabout il1.5 ilmillion iltons
ilevery ilyear, ilas ilindicated ilby ilMr ilM.A.M.R.
ilMuthiah, ilChettinad ilGroups ilManaging ildirector
Expansion
The ilorganization ilhas ilfirm ilintends ilto ilgrow ilits
il11.50 ilmtpa ilcreation illimit ilby ilaround il15
ilmillion iltons ilwith il7.5 ilmtpa ileach ilin
ilKarnataka iland ilin ilAndhra ilPradesh, ilwhere ilit
ilintends ilto ildispatch ilits iltasks ilwith ila ilsecuring
ilof ila il1.5 ilmtpa ilunit, ilaside ilfrom ila ilGreenfield
ilcement.l
It ilhas ilgone ilinto ila ilconcurrence ilwith ilthe
ilAndhra ilPradesh ilGovernment, ilwhich ilis ilto
ilwork ilwith ilthe ilundertakings ilin ilwhich ilthe
ilorganization ilwill ilcontribute ilover ilRs il1,500
ilcrore.
• Objectives ilof ilPerformance ilAppraisal
• To ilaudit ilthe ilperformance ilof ilthe ilworkers

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IRE 1703268 ICONIC RESEARCH AND ENGINEERING JOURNALS 268
ilover ila ilspan ilof iltime.
• To iljudge ilthe ildifference ilbetween ilthe ilreal
iland ilthe ildesired ilperformance. il
• To ilhelp ilthe iladministration ilin ilpracticing
ilorganizational ilcontrol. il
• Helps ilto ilfortify ilthe ilrelationship iland
ilcorrespondence ilbetween ilprevalent il–
ilsubordinates iland ilthe ilboard il– ilworkers. il
• To ilanalyze ilthe ilqualities iland ilshort ilcomings
ilof ilthe ilpeople ilin ilorder ilto ilrecognize ilthe
ilpreparation iland iladvancement ilneeds ilof ilthe
ilfuture.
Functions ilof ilEmployee ilPerformance ilReviews,
ilEmployee ilPerformance ilAppraisal
Performance ilaudits il(additionally ilalluded ilto ilas
ilexecution ilexaminations iland ilPerformance
ilAppraisals) ilserve ilmany iluseful ilpurposes ilfor
ilany iltype ilof ilorganization ilno ilmatter ilhow
illarge ilor ilsmall. ilThese ilfunctions ilinclude;
• Basis ilfor ilPerformance ilReview
The ilpurpose ilof ila ilperformance ilappraisal ilis ilto
ilprovide ilregular ilfeedback ilto ilall ilemployees ilat
ilall illevels ilin ilan ilorganization. ilOne ilof ilthe
ilway ilthis ilis ilachieved ilis ilwith ilthe iluse ilof
ilcompetencies. ilCompetencies ilpermit ilan
ilassociation ilto ilcharacterize ilwhat iloccupation
ilactivities iland ilqualities ilare iladequately
ilsignificant ilto ilbe ilmeasured. ilThis illikewise
ilpermits ilworkers ilto ilget ilwhat ilactivities ilare
ilsignificant ilin iltheir ilwork iland ilin ilcase ilthey
ilare ilmeeting ilor ilsurpassing ilassumptions ilthey
ilwere ilhired ilfor ilan ilperformance ilaudit ilhelps
ilin ilfiguring ilout ilwho ilthe ilvital ilworkers ilin ilan
ilassociation ilare. ilIt ilalso ilbrings ilout ildifficulties
ilfor ilthe iladministration ilto ilkeep ilthe ilremainder
ilof ilthe ilrepresentatives ilspurred iland ilguarantee
ilthat ilthey ilcontinue ilto ilwork ilat ilideal illevels.
ilAlso, ilit ilpermits ilthe iladministration ilto ilreceive
ilcertain ilprocedures ilto iladdress ilthe ilconduct ilof
ilthe ilineffectively ilperforming ilemployees
• Setting ilup ilof ilWork ilGoals
Performance ilAppraisal ilpresent ila ilchance ilfor
ilthe iladministration ilto ilexamine ilwork ilduties
iland ilconcede ilto ilshared ilobjectives ilwith ilthe
ilrepresentatives. ilThe ilworker iland ilhis ilchief
ilalso ildiscuss ilthe ilemployee's ilobjective ilstart ilof
ileach ilyear ilor ilreview ilperiod. ilManager ilsaid
iltheir ilrepresentatives ilin ilrecognizing iltheir ilgoals
ilby ilcausing ilthem ilto ilcomprehend ilthe
ilconnection ilbetween iltheir ilwork iland ilthe
ildepartmental il/organizational ilgoals. ilThe
ilmanager ilalong ilwith ilthe ilemployee ilmust
illikewise ilwork ilon ilcharacterizing ilthe
ilestimation ilto ilbe ilutilized ilfor ilthe ilassessment
ilof ilevery ilone ilof ilthese ildestinations. ilThis
ilimplies ilthat ilboth ilthe ilworkers iland iltheir
ilchiefs ilshould ilconsent ilto ilthe iltargets iland ilthe
ilassessment ilstrategies ilassociated ilwith ilthem.
ilRepresentatives ilought ilnot illay ilout
ilunreasonable ilobjectives, ilas ilthis ilwill illead ilto
ilfailure iland ilproblems ilwith ilthe ilmanagement
ilin ilthe ilfuture ilvital ilfor ilthe ilworker ilought ilto
ilbe ildistinguished iland ilorchestrated ilduring ilthis
ilcycle. ilElements ilof ilWorker ilExecution
ilSurveys, ilRepresentative ilPerformance ilAppraisal.
• Purpose ilof ilPerformance ilAppraisal
Performance ilAppraisal ilis ilbeing ilpolished ilin
il90% ilof ilthe ilassociations ilaround ilthe ilworld.
ilSelf-evaluation iland ilpotential ilexamination
illikewise ilstructure ila ilpiece ilof ilthe ilpresentation
ilevaluation ilmeasures.
• Roles ilin ilthe ilPerformance ilAppraisal ilprocess
il
Reporting ilManager
• Provide ilcriticism ilto ilthe ilcommentator/HOD
ilon ilthe ilrepresentatives' ilsocial ilattributes
ildemonstrated ilin ilthe ilPMS ilStrategy ilManual
• Ensures ilthat ilworker ilknows ilabout ilthe
ilstandardization/ ilPerformance ilappraisal
ilprocess
• Address ilworker ilconcerns/inquiries ilon
ilexecution ilrating, ilin ilinterview ilwith ilthe
ilcommentator
• Analyst il(Announcing ilSupervisor's ilRevealing
ilAdministrator)
• Discuss ilwith ilthe ilreporting ilmanagers ilon
ilthe ilbehavioral iltraits ilof ilall ilthe ilemployees
ilfor ilwhom ilhe/she ilis ilthe ilreviewer.il

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IRE 1703268 ICONIC RESEARCH AND ENGINEERING JOURNALS 269
• Where ilrequired, ilautonomously ilevaluate
ilrepresentatives ilfor ilthe ilsaid ilconduct
ilcharacteristics; ilsuch ilappraisals ilmay ilrequire
ilgathering ilinformation ilstraight ilforwardly
ilfrom ilother ilimportant ilworkers ilHOD.
• Presents ilthe ilproposed ilExecution ilRating ilfor
ileach ilrepresentative ilof ilhis/her ilcapacity ilto
ilthe ilNormalization ilcommittee.
• HR ilHead
• Secretary ilto ilthe ilnormalization ilcommittee il
• Assists ilHOD's/Announcing ilAdministrators ilin
ilconveying ilthe ilpresentation ilrating ilof ilthe
ilmultitude ilof ilworkers
III. STATEMENT ILOF ILTHE ILPROBLEM
Performance ilAppraisal ilis ilthe ilway iltoward
ilgetting, ilinvestigating iland ilrecording ildata
ilabout ilthe iloverall ilworth ilof ila ilrepresentative.
ilThe ilfocal ilpoint ilof ilthe ilpresentation
ilexamination ilis ilestimating iland ilworking ilon
ilthe ilreal ilexecution ilof ilthe ilrepresentative iland
ilfurthermore ilthe ilfuture ilcapability ilof ilthe
ilworker. ilIts ilpoint ilis ilto ilgauge ilwhat ila
ilrepresentative ildoes. ilRepresentative ilexecution
ilwas ilassessed ilby ilutilizing ilconventional
iltechniques ilwhich ildo ilnor ilfill ilthe ilgenuine
ilneed ilof ilperformance
3.1 Need ilfor ilPerformance ilAppraisal
• It ilcan ilbe ilutilized ilas ila ilreason ilfor
ilremuneration ildistributions ili.e., ilcompensation
ilbuilds, iladvancements iland ilother ilrewards.l
• It ilcan ilbe ilutilized ilfor ildistinguishing ilregions
ilwhere iladvancement ilendeavors illike
ilpreparing iland ildevelopment ilare ilrequired.
ilPerformance ilAppraisal ilhelps ilin
ildistinguishing ilthose ildeficiencies ilwhere
iladvancement ilis ilneeded.
• Selection ilinteraction ilcan ilbe ilcreated ilbased
ilon ila illegitimate ilsolid iland ilbiasfree
ilperformance ilappraisal ilsystem.
• Mentally, ilPerformance ilAppraisal ilis ilan
ilintegral ilasset ilwith ilgigantic ileffect ilon, ilthe
ilworkers iland, ilthrough ilthem ilon ilthe
ilassociation.
3.2 ilObjectives ilof ilthe ilPerformance ilAppraisal
• To ilstudy ilexisting ilPerformance ilAppraisal
ilrehearses ilin ilthe ilorganization.
• To ildevise ilan ilappropriate ilPerformance
ilAppraisal ilPerforma ilfor ilbuilding ilup
ilAppraisal ilframework/measure
• To ilconsider iland ilcomprehend ilthe ileffect ilof
ilthe ilexamination ilframework ilpresented ilin
ilthe ilorganization.
3.3 ilScope ilof ilPerformance ilAppraisal
• Provide ilworkers ila ilsuperior ilcomprehension
ilof iltheir iljob iland ilduties.
• Increment ilcertainty ilthrough ilperceiving
ilqualities ilwhile ildistinguishing ilpreparing
ilrequirements ilto ilfurther ildevelop
ilshortcomings.l
• Improve ilon ilworking ilconnections iland
ilcorrespondence ilamong ilmanagers iland
ilsubordinates. ilIncrement ilobligation ilto
ilauthoritative ilobjectives; ilform ilworkers ilinto
ilfuture ilmanagers. ilAid ilstaff ilchoices illike
iladvancements ilor ilapportioning ilrewards.
• Permit iltime ilfor ilself-reflection, ilself-
evaluation iland ilindividual ilobjective ilsetting.
3.4 Research ilMethodology
Research ilMethodology ilis ilthe ilinteraction ilof
ilmethodical ilexamination ilof ilany iladministration
ilissue is ilto ilmanage ilresearch ilplan, ilinformation
ilassortment ilstrategy, ilinspecting ilplan, iltesting
iltechnique.
“Research” ilmeans ilLogical iland ildeliberate ilquest
ilfor ilappropriate ildata ilon ila ilparticular iltheme.
ilExamination ilis ila ilcareful ilinvestigation ilor ilon
ilthe ilother ilhand ilrequest ilparticularly ilthrough
illook ilfor ilnew ilrealities ilin ilany ilpart ilof

4. © MAR 2022 | IRE Journals | Volume 5 Issue 9 | ISSN: 2456-8880
IRE 1703268 ICONIC RESEARCH AND ENGINEERING JOURNALS 270
ilinformation. ilExploration ilcontains ilcharacterizing
iland ilreclassifying ilissues, ilfiguring ilspeculation
ilor ilrecommended ilarrangement; ilgathering,
ilsorting ilout iland ilassessing ilinformation, ilmaking
ilderivations iland ilarriving ilat ilresolutions; iland
ilfinally ilcautiously iltesting ilthe ilends ilto ildecide
ilif ilthey ilfit ilthe ilplanning iltheory.
“Methodology” ilis ilcharacterized ilas ilthe
ilinvestigation ilof ilstrategies ilby ilwhich ilwe
ilacquire ilinformation ilit ilmanages ilpsychological
ilcycles ilforced ilon ilexamination ilto ilthe ilissue
ilemerging ilfrom ilthe ilidea ilof ilits iltopic.
3.5 ilHypothesis ilof ilthe ilPerformance ilAppraisal
• The ilconduct ilof ilworkers ildoesn't ilchange
ilafter ilperformance ilappraisal.
• There ilis ilno ilrelationship ilbetween ilexecution
ilframework iland iladdition ilin ilsalary.
• Performance ilof ilrepresentatives ildoesn't ilwork
ilon ilafter ilperformance ilappraisal.
• There ilis ilno ilrelationship ilbetween ilexecution
ilexamination iland ilfulfillment illevel ilof
ilworkers.
IV. ANALYSIS ilAND ilINTERPRETATION
1. OF ilATTENDANCE ilON ilPERFORMANCE
OPTION NO.OF
ilRESPONSE
PERFORMANCE
ilIN il%
STRONGL
Y il
AGREE
11 i0.55
AGREE 08 0.44
NEUTRAL 02 0.1
DISAGREE 00 00
STRONGL
Y il
DISAGREE
00 00
TOTAL 20 100
2. IMPACT ilOF ilEMPLOYEES
ilPERFORMANCE ilON ilPRODUCTIVITY
OPTION NO.OF
ilRESPONSE
PERFORMANCE
ilIN il%
STRONGL
Y il
AGREE
10 0.5
AGREE 10 0.5
NEUTRAL 00 00
DISAGRE
E
00 00
STRONGL
Y il
DISAGRE
E
00 00
TOTAL 20 100
3. IMPACT ilOF ilEFFECTIVE ilTIME
ilMANAGEMENT ilON ilPERFORMANCE
OPTION NO.OF
ilRESPONSE
PERFORMANCE
ilIN il%
STRONGL
Y AGREE
07 0.35
AGREE 11 0.55
NEUTRAL 02 0.1
DISAGRE
E
00 00
STRONGL
Y
DISAGRE
E
00 00
TOTAL 20 100
4. EFFECTIVE ilTEAM ilWORK ilAND
ilCOLLABORATION
OPTION NO.OF
ilRESPONSE
PERFORMANCE
ilIN il%
STRONGL
Y AGREE
06 0.3
AGREE 08 0.4
NEUTRAL 06 l0.3
DISAGRE
E
00 00
STRONGL
Y
DISAGRE
E
00 00
TOTAL 20 100

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IRE 1703268 ICONIC RESEARCH AND ENGINEERING JOURNALS 271
5. IMPACT ilOF ilQUALITY
OPTION NO.OF
ilRESPONSE
PERFORMANCE
ilIN il%
STRONGL
Y AGREE
04 0.2
AGREE 10 0.5
NEUTRAL 06 0.3
DISAGREE 00 00
STRONGL
Y
DISAGREE
00 00
TOTAL 20 100
6. IMPACT ilOF ilACCOUNTABILITY ilON
ilPERFORMANCE
OPTION NO.OF
ilRESPONSE PERFORMANC
E ilIN il%
STRONG
LY
AGREE
07 0.35
AGREE 07 0.35
NEUTRA
L
06 0.3
DISAGRE
E
00 00
STRONG
LY
DISAGRE
E
00 00
TOTAL 20 00
7. IMPACT ilOF ilCREATIVITY ilAND
ilINITIATIVE ilON ilPERFORMANCE
OPTION
NO.OF
ilRESPONSE
PERFORMANC
E ilIN il%
STRONGL
Y AGREE
03 0.15
AGREE 13 0.65
NEUTRA
L
04 0.3
DISAGRE
E
00 00
STRONGL
Y
00 00
DISAGRE
E
TOTAL 20 100
8. IMPACT ilOF ilSAFETY ilCONCISENESS ilON
ilPERFORMANCE
OPTION NO.OF
ilRESPONSE
PERFORMANC
E ilIN il%
STRONGL
Y AGREE
05 0.25
AGREE 10 0.5
NEUTRA
L
05 0.25
DISAGRE
E
00 00
STRONGL
Y
DISAGRE
E
00 00
TOTAL 20 100
9. IMPACT ilOF ilREQUIRED ilSKILL ilON
ilPERFORMANCE
OPTION NO.OF
ilRESPONSE
PERFORMANC
E ilIN il%
STRONG
LY
AGREE
10 0.5
AGREE 09 0.45
NEUTRA
L
01 0.05
DISAGR
EE
00 00
STRONG
LY
DISAGR
EE
00 00
TOTAL 20 100
10. IMPACT ilOF ilRECOGNITION ilAND
ilREWARD ilON ilPERFORMANCE
OPTION NO.OF
ilRESPONSE
PERFORMANCE
ilIN il%
STRONGL
Y AGREE
10 0.5
08 0.4

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IRE 1703268 ICONIC RESEARCH AND ENGINEERING JOURNALS 272
AGREE
NEUTRAL 02 0.1
DISAGRE
E
00 00
STRONGL
Y
DISAGRE
E
00 00
TOTAL 20 00
V. FINDINGS
• The ilExisting ilperformance ilappraisal ilmethods
ilare ilnot ilsatisfactory.
• The ilevaluation ilof ilperformance ilis ilnot
ilbeing ildone ilsystematic ilformat
• Managers ilare ilnot ilbeing iltrained iland
ilenough ilcompetent ilto ildesign ilnew
ilappraisall ilsystem/procedure il& iltake iluse ilof
ilthe ilperformance ilappraisal ilfor ilfuture
iloriented ilactivities.
• Chettinad ilkallur ilplant ilis ila ilproduction ilunit
ilof ilcement, ilwhere ilit’s ilrevenue iland
development ilof ilorganization ilof ilthis
ilorganization ilis ilmainly ildepends ilon ilthe
ilemployees ilonly, ilhence ilemployees ilare
ilhonest ilto iltheir ilduties iland ilresponsibilities
• In ilchettinad ilthe iltime ilmanagement, ilteam
ilwork, ilcollaboration, ilcommunication ilbetween
ilall illevels ilof ilmanagement ilis ilgood il& ilin
ila ilproper ilway. ilFor ilthis ilreason ilonly ilit’s
ilpossible ilto ilrun ilorganization ilsmoothly.
• In ilChettinad ilcomment il ilthere ilis ilaverage
illevel ilof ilgoal iloriented iljob/task. il ilJob
ilanalysis, ilJob ilspecification il& iljob
ildescription ilis ilnot iladopted ilby ilthe
ilHR/ADM. ilDept.
• Average ilnumber ilof ilemployee’s illike ilto
illearn ilor ilwishes ilto ilget ilknowledge
ilregarding iltheir iljob il& ilthey ilfeel ilthat
ilthrough ilproper ilknowledge ilof iljob ilthe
ilefficiency illevel ilwill ilautomatically
ilincreases.il
• More ilnumber ilof ilpeoples illooking iltowards
iljudgmental ilaspects ilrelated ilto ilevaluation ilof
ilperformance.
VI. SUGGESTIONS
• Chettinad ilcement ilis ila ilregular ilproduction
ilindustry, ilso ilemployees ilhave ilto ilbe ilon
ilwork ilfor ilall il12 ilmonths ilIf ilemployees ilare
ilready ilto ilwork ilfor ilfull ilseason ilthen ilthe
ilorganization ilautomatically ilearn ilthe ilprofit
il& ilemployees ilalso ilget ilextra ilbenefits ilfrom
ilthis.il il
• Each ilemployees ilof ilthe ilorganization iltry ilto
ilset iltheir ilindividual ilgoal iltowards ilachieving
ilthe iloverall ilorganization ilgoal.
• Conduct ilthe iltraining ilprogramme ilfor
ilemployees ilrelated ilto iltheir iljob, ilit ilhelps
ilin ilimproving ilthe ilorganization
• Evaluate ilthe ilperformance ilof ileach iland
ilevery ilemployees ilof ilthe ilorganization ilon
ilregular ilbasis iland ilprovide ilthe ilproper
ilguidelines ilto ilthem ilfor ilimprovement.
• Main ilgoal ilof ilthe ilchettinad il ilorganization
ilis ilto ilearn ilmore ilprofit. ilIf ilthe ilchettinad
ilcement ilshould iltaken ilcare ilof ilemployees
ilin ilterms ilof iltheir ilsafety, ilexpectations iletc
ilthen ilit ilis ileasy ilto ilreach ilthe ilorganization
ilgoal
• It’s ilmy ilsugesstion ilthat’s ilchettinad ilcement
ilshould ilset ila ilstandard ilfor ilperformance
ilappraisal ilof ilemployee iland ilmeasure ilevey
il6 ilmonth iland ilkeep ila ilaward iland ilreward
ilfor ilthe ilemployee ilwho ilmeets ilthe
ilstandard. ilAnd ilthose ilwho illag ilgive
iltraining ilto ilthem
CONCLUSION
It ilis iltruth ilthat ilno ilwork ilis ilcompleted ilin
ilitself. ilIn ilfact, ilcompletion ilof ilone iljob
ilisactually ilthe ilbeginning ilof ilanother iljob.
ilLikewise, ilperformance ilAppraisal ilis
ilneverending ilprocess. ilIt ilis ilessential ilfor
ilpersonal il& ilprofessional ildevelopment.This
ilproject ilhas ilbeen ilconsidering ilall ilpossible
ilaspects ilmentioned ilin ilthe ilprojectbooklet. ilThe
ilproject ilis ilmade ilvery ilclear iland ilprecise ilwith
ilthe ilhelp ilof ilthe ilrelevantdata ilgathered ilfrom
ilthe ilcompany, ilcompany ilwebsite il& ilthrough
ilvarious ilannexure.In ilthe ilconcluding ilremark ilof
ilmy ilproject ilreport, ilI ilwould illike ilto ilstate

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IRE 1703268 ICONIC RESEARCH AND ENGINEERING JOURNALS 273
ilthat ilat ilChettinad ilcement ilare ilconsidered ilas
ilmost ilvaluable ilassets il& ilstrength ilfor
ilsustainedgrowth il& ildevelopment ilof ilthe
ilcompany.They ilbelieve ilin ilinvesting
ilcontinuously ilin ilhuman ilresource ilfor iltheir
ilgrowth. ilThecompany ilis illed ilby ilyoung
ilprofessionals. ilThey ilhave ilan ilopen ilwork
ilenvironmentwhich ilis ilachievement iloriented.
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PERFORMANCE AFFECTING FACTORS OF
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http://www.ijaresm.com/uploaded_files/docume
nt_file/Bhadrappa_Haralayyaqscw.pdf
[9] BHADRAPPA HARALAYYA, P.S.AITHAL,
FACTORS DETERMINING THE
EFFICIENCY IN INDIAN BANKING
SECTOR : A TOBIT REGRESSION
ANALYSIS", International Journal of Science &
Engineering Development Research
(www.ijsdr.org), Vol.6, Issue 6, June-2021, page
no.1 - 6, , Available
:http://www.ijsdr.org/papers/IJSDR2106001.pdf
[10] BHADRAPPA HARALAYYA , P.S.AITHAL ,
IMPLICATIONS OF BANKING SECTOR ON
ECONOMIC DEVELOPMENT IN INDIA,
flusserstudies, Volume 30, June 2021,Page
No:1068-1080, Available at:
https://flusserstudies.org/archives/801
[11] BHADRAPPA HARALAYYA, P.S.AITHAL,
STUDY ON PRODUCTIVE EFFICIENCY OF
FINANCIAL INSTITUTIONS, International
Journal of Innovative Research in Technology,
Volume 8, Issue 1, June-2021 ,Page no: 159 –
164, Available:
http://ijirt.org/master/publishedpaper/IJIRT1515

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14_PAPER.pdf
[12] BHADRAPPA HARALAYYA , STUDY OF
BANKING SERVICES PROVIDED BY
BANKS IN INDIA, International Research
Journal of Humanities and Interdisciplinary
Studies (www.irjhis.com), Volume: 2, Issue: 6,
Year: June 2021,Page No : 06-12, Available at
: http://irjhis.com/paper/IRJHIS2106002.pdf.
[13] BHADRAPPA HARALAYYA, P.S.AITHAL ,
ANALYSIS OF BANK PERFORMANCE
USING CAMEL APPROACH", International
Journal of Emerging Technologies and
Innovative Research (www.jetir.org | UGC and
issn Approved), Vol.8, Issue 5, May-2021, page
no 305-314, Available at
: http://www.jetir.org/papers/JETIR2105840.pdf
[14] BHADRAPPA HARALAYYA, P.S.AITHAL,
ANALYSIS OF BANK PRODUCTIVITY
USING PANEL CAUSALITY TEST, Journal of
Huazhong University of Science and
Technology, Volume 50, Issue 6, June-2021 ,
Page no: 1 – 16, Available at:
https://app.box.com/s/o71lh776opeypauvzucp9e
sntjwur9zf
[15] BHADRAPPA HARALAYYA, P.S.AITHAL,
INTER BANK ANALYSIS OF COST
EFFICIENCY USING MEAN, International
Journal of Innovative Research in Science,
Engineering and Technology (IJIRSET),
Volume 10, Issue 6, June-2021 ,Page no: 6391-
6397, Available at:
http://www.ijirset.com/upload/2021/june/97_IN
TER_NC1.pdf
[16] BHADRAPPA HARALAYYA, P.S.AITHAL ,
ANALYSIS OF TOTAL FACTOR
PRODUCTIVITYAND PROFITABILITY
MATRIX OF BANKS BY HMTFP AND
FPTFP, Science, Technology and Development
Journal, Volume 10, Issue 6, June-2021, Page
no: 190-203, Available at:
http://journalstd.com/gallery/23-june2021.pdf
[17] BHADRAPPA HARALAYYA, P.S.AITHAL ,
ANALYSIS OF BANKS TOTAL FACTOR
PRODUCTIVITY BY AGGREGATE LEVEL,
Journal of Xi'an University of Architecture &
Technology, Volume 13, Issue 6, June- 2021
,Page no: 296-314, available at:
https://www.xajzkjdx.cn/gallery/28-
june2021.pdf
[18] Bhadrappa Haralayya, P S
Aithal, "ANALYSIS OF BANKS TOTAL
FACTOR PRODUCTIVITY BY
DISAGGREGATE LEVEL", International
Journal of Creative Research Thoughts (IJCRT),
Volume.9, Issue 6, June 2021, pp.b488-b502,
Available at
:http://www.ijcrt.org/papers/IJCRT2106187.pdf
[19] Haralayya B. Importance of CRM in Banking
and Financial Sectors Journal of Advanced
Research in Quality Control and
Management 2021, 6(1): 8-9
[20] Haralayya B. How Digital Banking has Brought
Innovative Products and Services to India.
Journal of Advanced Research in Quality Control
and Management 2021; 6(1): 16-18
[21] Haralayya B. Top 5 Priorities That will Shape
The Future of Retail Banking Industry in India.
Journal of Advanced Research in HR and
Organizational Management 2021; 8(1&2): 17-
18.
[22] Haralayya B. Millennials and Mobile-Savvy
Consumers are Driving a Huge Shift in The
Retail Banking Industry. Journal of Advanced
Research in Operational and Marketing
Management 2021; 4(1): 17-19
[23] Haralayya B. Core Banking Technology and Its
Top 6 Implementation Challenges. Journal of
Advanced Research in Operational and
Marketing Management 2021; 4(1): 25-27
[24] Nitesh S Vibhute ; Dr. Chandrakant B. Jewargi ;
Dr. Bhadrappa Haralayya . "Study on Non-
Performing Assets of Public Sector Banks"
Iconic Research And Engineering Journals
Volume 4, Issue, 12 June 2021, Page 52-61
Available at
https://irejournals.com/formatedpaper/1702767.
pdf
[25] Haralayya, Dr. Bhadrappa and Saini, Shrawan
Kumar, An Overview on Productive Efficiency
of Banks & Financial Institution (2018).
International Journal of Research, Volume 05
Issue 12, April 2018, Available at
SSRN: https://ssrn.com/abstract=3837503
[26] Haralayya, Dr. Bhadrappa, Review on the

9. © MAR 2022 | IRE Journals | Volume 5 Issue 9 | ISSN: 2456-8880
IRE 1703268 ICONIC RESEARCH AND ENGINEERING JOURNALS 275
Productive Efficiency of Banks in Developing
Country (2018). Journal for Studies in
Management and Planning, Volume 04 Issue 05,
April 2018, Available at
SSRN: https://ssrn.com/abstract=3837496
[27] Basha, Jeelan and Haralayya, Dr. Bhadrappa,
Performance Analysis of Financial Ratios -
Indian Public Non-Life Insurance Sector (April
30, 2021). Available at
SSRN: https://ssrn.com/abstract=3837465.
[28] Haralayya, Dr. Bhadrappa, The Productive
Efficiency of Banks in Developing Country With
Special Reference to Banks & Financial
Institution (april 30, 2019). Available at
SSRN: https://ssrn.com/abstract=3844432 or htt
p://dx.doi.org/10.2139/ssrn.3844432
[29] Haralayya, Dr. Bhadrappa, Study on
Performance of Foreign Banks in India (APRIL
2, 2016). Available at
SSRN: https://ssrn.com/abstract=3844403 or htt
p://dx.doi.org/10.2139/ssrn.3844403
[30] Haralayya, Dr. Bhadrappa, E-Finance and the
Financial Services Industry (MARCH 28, 2014).
Available at
SSRN: https://ssrn.com/abstract=3844405 or htt
p://dx.doi.org/10.2139/ssrn.3844405
[31] Haralayya, Dr. Bhadrappa, E-payment - An
Overview (MARCH 28, 2014). Available at
SSRN: https://ssrn.com/abstract=3844409 or htt
p://dx.doi.org/10.2139/ssrn.3844409 .
[32] Bhadrappa Haralayya . "Customer Satisfaction at
M/s Sindol Bajaj Bidar" Iconic Research And
Engineering Journals, Volume 4 ,Issue 12, June
2021, Page 157-169 Available at:
https://irejournals.com/formatedpaper/1702792.
pdf
[33] Bhadrappa Haralayya . "Ratio Analysis at NSSK,
Bidar" Iconic Research And Engineering
Journals, Volume 4, Issue 12,June 2021, Page
170-182 Available at:
https://irejournals.com/formatedpaper/1702793.
pdf
[34] Bhadrappa Haralayya . "Financial Statement
Analysis of Shri Ram City Union Finance"
Iconic Research And Engineering Journals,
Volume 4, Issue 12,June 2021, Page 183-196
Available at:
https://irejournals.com/formatedpaper/1702794.
pdf
[35] Bhadrappa Haralayya . "Employee Job
Satisfaction at Big Bazaar" Iconic Research And
Engineering Journals, Volume 4, Issue 12, June
2021, Page 197-206 Available at:
https://irejournals.com/formatedpaper/1702795.
pdf
[36] Bhadrappa Haralayya . "Effect of Branding on
Consumer Buying Behaviour at Vijay Bharat
Motors Pvt Ltd, Bidar" Iconic Research And
Engineering Journals, Volume 4, Issue 12, June
2021, Page 207-222 Available at:
https://irejournals.com/formatedpaper/1702796.
pdf
[37] Bhadrappa Haralayya . "Study on Customer
Perceptions Guru Basava Motors, Bidar" Iconic
Research And Engineering Journals, Volume 4,
Issue 12,June 2021, Page 223-231 Available at:
https://irejournals.com/formatedpaper/17027972
.pdf
[38] Bhadrappa Haralayya . "Study on Loans and
Advances for DCC Bank Main Branch
Nayakaman, Bidar" Iconic Research And
Engineering Journals, Volume 4, Issue 12, June
2021, Page 232-242 Available at:
https://irejournals.com/formatedpaper/1702798.
pdf
[39] Bhadrappa Haralayya . "Work Life Balance of
Employees at Karanja Industries Pvt Ltd, Bidar"
Iconic Research And Engineering Journals,
Volume 4, Issue 12, June 2021, Page 243-254
Available at:
https://irejournals.com/formatedpaper/1702799.
pdf
[40] Bhadrappa Haralayya . "Working Capital
Management at TVS Motors, Bidar" Iconic
Research And Engineering Journals, Volume 4,
Issue 12, June 2021, Page 255-265 Available at:
https://irejournals.com/formatedpaper/1702800.
pdf
[41] Haralayya, Dr. Bhadrappa, Testing Weak Form
Efficiency of Indian Stock Market – An
Empirical Study on NSE (April 30, 2021).
Emerging Global Strategies for Indian Industry
(ISBN: 978-81-910118-7-6), 2021, Available at
SSRN: https://ssrn.com/abstract=3837488

10. © MAR 2022 | IRE Journals | Volume 5 Issue 9 | ISSN: 2456-8880
IRE 1703268 ICONIC RESEARCH AND ENGINEERING JOURNALS 276
[42] Haralayya, Dr. Bhadrappa, Top 10 Ways to
Improve the Communication Skills (JUNE 20,
2016). Available at
SSRN: https://ssrn.com/abstract=3844410 or htt
p://dx.doi.org/10.2139/ssrn.3844410
[43] Haralayya, Dr. Bhadrappa, Multi-Inter-Trans
Disciplinary Research Towards Management
and Commerce (July 25, 2016). Available at
SSRN: https://ssrn.com/abstract=3847404
[44] Bhadrappa Haralayya . "Advertising
Effectiveness With Reference to Big Bazaar"
Iconic Research And Engineering Journals,
Volume 5, Issue 1, July 2021, Page 101-110
Available at:
https://irejournals.com/formatedpaper/1702831.
pdf
[45] Bhadrappa Haralayya . "Analysis of Non
Performing Asset on Urban Cooperative Bank in
India" Iconic Research And Engineering
Journals, Volume 5, Issue 1,July 2021, Page 111-
121 Available at:
https://irejournals.com/formatedpaper/1702832.
pdf
[46] Bhadrappa Haralayya . "Ration Analysis With
Reference to DCC Bank" Iconic Research And
Engineering Journals, Volume 5, Issue 1, July
2021, Page 122-130 Available at:
https://irejournals.com/formatedpaper/1702833.
pdf
[47] Bhadrappa Haralayya . "Consumer Buying
Behavior With Reference to Bajaj Auto Ltd"
Iconic Research And Engineering Journals,
Volume 5, Issue 1, July 2021, Page 131-140
Available at:
https://irejournals.com/formatedpaper/1702834.
pdf
[48] Bhadrappa Haralayya . "Sales Promotion With
Reference to Yamaha Motor" Iconic Research
And Engineering Journals, Volume 5, Issue 1,
July 2021, Page 141-149 Available at:
https://irejournals.com/formatedpaper/1702835.
pdf
[49] Bhadrappa Haralayya . "Financial Statement
Analysis Using Common Size on Mahindra
Sindol Motors" Iconic Research And
Engineering Journals, Volume 5, Issue 1, July
2021 , Page 150-159 Available at:
https://irejournals.com/formatedpaper/1702836.
pdf
[50] Bhadrappa Haralayya . "Loans And Advances
with Reference to PKGB Bank" Iconic Research
And Engineering Journals, Volume 5, Issue 1,
July 2021, Page 160-170 Available at:
https://irejournals.com/formatedpaper/1702837.
pdf
[51] Bhadrappa Haralayya . "Study on Trend Analysis
at John Deere" Iconic Research And Engineering
Journals, Volume 5, Issue 1, July 2021, Page
171-181 Available at:
https://irejournals.com/formatedpaper/1702838.
pdf
[52] Haralayya B, Aithal PS. Study on Cost
Efficiency in Indian and Other Countries
Experience. Journal of Advanced Research in
HR and Organizational Management 2021;
8(1&2): 23-30.
[53] Haralayya B, Aithal PS. Study on Theoretical
Foundations of Bank Efficiency. . Journal of
Advanced Research in Operational and
Marketing Management 2021; 4(2): 12-23.
[54] Haralayya B, Aithal PS. Study on Profitability
Efficiency in Indian and Other Countries
Experience. Journal of Advanced Research in
Quality Control and Management 2021; 6(2): 1-
10.
[55] S. Vinoth, Hari Leela Vemula, Bhadrappa
Haralayya, Pradeep Mamgain, Mohammed Faez
Hasan, Mohd Naved, Application of cloud
computing in banking and e-commerce and
related security threats, Materials Today:
Proceedings, 2021,ISSN 2214-7853,
https://doi.org/10.1016/j.matpr.2021.11.121.(htt
ps://www.sciencedirect.com/science/article/pii/
S2214785321071285).
[56] Haralayya B, Jeelan BV, Vibhute NS. Capital
Structure and Factors Affecting Capital
Structure. J Adv Res Eco Busi Mgmt 2021; 4(2):
4-35.
[57] Vibhute NS, Haralayya B, Jeelan BV.
Performance Evaluation of Selected Banks using
Ratio Analysis. J Adv Res Eco Busi Mgmt 2021;
4(2): 36-44
[58] Jeelan BV, Haralayya B, Vibhute NS. A Study

11. © MAR 2022 | IRE Journals | Volume 5 Issue 9 | ISSN: 2456-8880
IRE 1703268 ICONIC RESEARCH AND ENGINEERING JOURNALS 277
on Empirical Analysis of Relationship between
FPI and NIFTY Returns. J Adv Res Acct Fin
Mgmt 2021; 3(2): 3-22
[59] Jeelan BV, Haralayya B, Vibhute NS. A Study
on Performance Evaluation of Initial Public
Offering (IPO). J Adv Res Pub Poli Admn 2021;
3(2): 12-26.
[60] Basha VJ, Haralayya B, Vibhute NS. Analysis of
Segment Reporting with Reference to Selected
Software Companies. J Adv Res Entrep Innov
SMES Mgmt 2021; 4(2): 9-26.
[61] Jeelan BV, Haralayya B, Vibhute NS. Co-
Movement and Integration among Stock
Markets: A Study of 10 Countries. J Adv Res
Acct Fin Mgmt 2021; 3(2): 23-38.
[62] Jeelan BV, Haralayya B, Vibhute NS. A
Comparative Study on Selected Foreign
Currencies. J Adv Res Eco Busi Mgmt 2021;
4(2): 45-5