VTU Project report

1. CHAPTER-1
INTRODUCTION
The 6 weeks Internship (project) has been positioned in the4semestersMBA program for
its service providing insight into critical business graduate student sand providing the
industry with highly qualified who are willing to advance from the dual purpose of the
world one day.
Safety and welfare measures
The representative welfare and wellbeing has seen as one of the imperative
measures of execution o in association. The adjustments in work life of representatives
and changes in the business condition inward and also outer has gotten huge change the
hierarchical conduct. Globalization, Technology and other work-outline factors have
constrained associations to centre around representative's wellbeing and welfare.
Association have set standard measures to deal with the representative‟s experts and
personals professions Augmentations in reliance on advancement, scattered work courses
of action.
SAFETY:-
Protection in the administrative centre means having an atmosphere tree from
damage and hazards. Proper processes and processes and procedures will allow
employees to work with without worrying about the safety.
LABOR WELFARE:
The idea of work welfare is essentially unique and has been translated in disparate
route from nation to nation and from lo time and even in a similar nation, is indicated by
social organization, level of industrialization and general level of social and financial
improvement. Work welfare including under it such administration/office with comforts
as sufficient bottles, relax with entertaining office, courses of action intended for the
movement toward with as of as well as for the convenience of labourers utilized on a
separation as of their hone, and such diverse administrations, luxuries with social offices
together with safety efforts as adding toward circumstances lower which specialists and
utilized Welfare exercises input the slants of the specialists. At the point when specialists

2. feel that the businesses and the sae are keen on their satisfaction, his propensity to grouse
and protest will relentlessly vanish. The arrangement of different welfare measures, for
example, better lodging. Flasks, medicinal and infection benefits and so on....
PERFORMANCE APPRAISAL
Organizations have to be responsive to forces in the environment that influence
them. Typical responses could be flexible modes of operation, emphasis on Quality in
staff and products or services, increased competitiveness, willingness to adopt to change
flexibility in the roles employees play in terms and in having Multi-skills. Most of the
organizations now acknowledge that employee is a valued asset of the company and
keeping that in mind are striving to develop committed employee rather than forcing
compliance.
NEED AND PURPOSE OF PERFORMANCE APPRAISAL:
 Provide information about the performance ranks basing on which decision
Regarding salary fixation, confirmation, promotion, transfer and demotion are taken.
 Provide feedback information about the level of achievement and behavior of
Subordinate.
 Provide information, which helps to counsel the subordinate.
 To prevent grievances and in disciplinary activities.
 Provide information to diagnose deficiency in employee regarding skill, knowledge,
determine training and developmental needs and to provide information for correcting
placement.
BENEFITS OF GOOD SAFETY AT WORK
1. Protecting the tour staff:-
Compelling wellbeing and security rehearses enable you to visit staff from damage. This
may mean you will probably hold talented and faithful representatives by avoiding back
torment and other musculoskeletal issue.

3. 2. Reduce non-appearance and wiped out level:- It's one of the benefits of
good security a measure at work is that agents are more loath to take weakened
leave.
3. Hold staff:- in the unlikely event that you lessens staff nonattendance in
view of ailment or disasters at work, you will save the time and cost of
enrolling and setting up another person from staff.
4. Altruism:- Great prosperity measures will empower you to build a positive
status with your clients, to staff and their sidekicks and accomplices. The
ensuing awesome open association could raise bargains and make more leads.
5. Profitability & income:- protection actions suggest that your staff can do
their work more successfully and prosperity. This will bolster certainty,
fabricates effectiveness and reduce expenses.
WELFARE MEASURE
The chapter (section 42 - 50) of the take action deal through services for the
benefit of workers. The variety of requirements in this observe be since following:-
1. Washing facilities section 42:-
Adequate and fitting workplaces for benefit wash for the use of experts in the mechanical
offices. The authorities who live in swarmed zones have insufficient workplaces for wash
on their home, and showering workplaces insert to their comfort, prosperity with
capability.
2. Facilities for storing and drying clothing section 43:-
Giving appropriate place to maintenance garments not worn amid working hours should
be given in each processing plant. Offices might likewise be accommodated the drying of
wet garments.
3. First-aid appliance section 45:-
Emergency treatment boxes or organizers outfitted with the required substance ought to
be given to specialists in each plant. This ought to be promptly open to them amid all
specialist hours. The quantity of such emergency treatment boxes should not be short of
what one for each 150 labourers utilized in the plant.
4. Canteen segment 46:-

4. In production lines utilizing in excess of 256 labourers, there should be a container for the
utilization of specialists. The administration may recommend the principles in regards of
the sustenance stuff to be serves in the bottle. The principles in regards of development,
convenience, furniture and other gear of the flask. Portrayal of the labourers in the
administration of the flask.
5. Sanctuaries, rest rooms and break rooms segment 47:-
Arrangement for covers, rest rooms, lounges in manufacturing plants utilizing in excess
of 150 specialists otherwise extra employees be able to consume suppers bring in them
during such accommodation. Relax along with break place to stay might exist adequately
lit also ventilate. It might be present kept up within fresh along with fresh situation.
6. Crèches segment 48:-
During each industrial facility, wherever in excess of fifty labourers are utilized,
arrangement should exist complete used for appropriate along with satisfactory space
used for the utilization of youngsters younger than 6 years of such ladies. Such a space
should be sufficiently lit with ventilate. Medicine of standards by the state Government.
7. Welfare officers segment 49:-
Work of welfare officers in industrial facilities utilizing at least 500 labourers.
Obligations, capabilities and states of administration to be recommended by the state
government.
NEED AND PURPOSE OF PERFORMANCE APPRAISAL:
 Provide information about the performance ranks basing on which decision
Regarding salary fixation, confirmation, promotion, transfer and demotion are taken.
 Provide feedback information about the level of achievement and behavior of
Subordinate.
 Provide information, which helps to counsel the subordinate.
 To prevent grievances and in disciplinary activities.
 Provide information to diagnose deficiency in employee regarding skill, knowledge,
determine training and developmental needs and to provide information for correcting
placement.
APPRAISAL PROCESS:

5. Many organizations make every effort to approximate the ideal process, resulting
in first-rate appraisal systems.
INDUSTRY PROFILE & COMPANY PROFILE
INDUSTRIAL PROFILE:
In India, the nation's material industry possesses an exceptional position. The most
punctual introduction to the vicinity in India, the city's aggregate modern yield estimation
of 14%, contributing almost 30% of aggregate fares, is the second biggest maker after
rural job.
The material business is one of giving the most essential needs. This is to keep up
supported development, enhanced personal satisfaction. It has a one of a kind position as
an independent industry, from crude materials to conveyance of completed items. there is
a lot of added value at each stage of processing. This is the country's economy a
significant contribution. This is in agriculture, industry, organizations and decentralized
OBJECTIVES OF
PERFORMANCE APPRAISAL
ESTABLISH JOB
EXPECTATIONS
USE APPRAISAL DATA FOR
APPROPRIATE PURPOSES
APPRAISE PERFORMANCE
PERFORMANCE INTERVIEW

6. sectors as well as rural and urban areas, in particular the enormous potential of women
and vulnerable groups, job creation, it is worth noting.
CURRENT SCENARIO:
Capacity development, both textiles and clothing, perhaps the prosperity of the number of
countries to limit textile imports after the MFA quota system in the new competitive
environment, according to the WTO Agreement on Textiles and Clothing on 1 January
2005 end. Thus, the material business in created nations are facing rivalry both their fare
and local markets. The elimination of quota restrictions has opened up a textile cluster
development expertise to the most competitive developing countries to enable them to
natural fibers from cultivation, production, despite the low wages finished garments,
giving a competitive advantage in a variety of changes in the production process
development countries in the world market, time and other factors, to determine the stage
of international competitiveness, now play a more important role. We want to become the
country's textile and garment export-oriented strategy, to maintain high value-added
services through the supply chain needs, such as expertise in the design, procurement, or
retail development expertise to supplement, in manufacturing.
In India, Textile Industry is one of the oldest Industries, and it has largest segments in
Indian economy accounting for over fifth of the Industrial production.
It will be difficult to cover the entire scenario of the growth of textile industry.
A large number of developments has became in Indian textile and apparel industry in the
year 2005. On account of increasing exports and bright prospectus in the future most of
major industry places announced increased investment for building capacity .
The growth in Indian textile industry was further supplemented by growth in domestic
sector.
Now a days there is a more competition in textile industries, there is need for trained
workers at the basic product level with minimal educational background. Hence massive

7. programming is required at gross root level to teach the various technical stages in
making. Companies should also gear up with sophisticated machineries and proper
infrastructure.
Textile top 10 Companies in India
1. Alok Industries
2. Wels pun India
3. Garden Silk Mil
4. Mudra Lifestyle
5. Siyaram Silk
6. DonearInd
7. Orbit Exports
8. Ventura Text
9. Black Rose Ind
10. Tuni Textile
The Indian textile industry is one of the largest raw material and textile production bases
in the world . Among other major industries, our economy is heavily dependent on textile
manufacture and trade. About 27% of foreign exchange earnings from textile and
clothing exports.
Textile and clothing industry and contributed 3% of the gross domestic product of about
14% of industrial production. The total consumption tax of about 8% from the textile
industry. Therefore, the textile industry accounts for 21 % of the total economy . It is the
second largest employer after the rural and urban agricultural sectors. India has a large
number of skilled legal cost textile workers who have a wealth of technical skills.
Almost all textile industries have made remarkable achievements. The past five years The
industry's Compound annual growth rate To 3.66% . The industry is ready to welcome
the increasing global competition of the WTO 's trading system after 2005 .

8. India's textile industry has a strong multi-fiber raw material production base and a huge
technical talent pool. However, due to defects in the production process in certain areas
such as defects in technology and supply chain management, excellent entrepreneurs can
be full of vitality, so the advantages are greatly diluted. . Taken corrective measures for
technical research industry for the challenge.
India is the world‟s second largest producer of textiles and apparel China is the world's
third largest producer of cotton, after China and the United States, and is second only to
China's second largest cotton consumer. India‟s textile and clothing industry is one of the
country‟s oldest manufacturing industries and is currently the largest.
Textile and garment industry in Satisfy India's economy plays a pivotal role. It is a major
source of foreign exchange income, after agriculture, it Is the world's largest employer
with a total of 35 million people . In 2011, textiles and clothing account for about 14% of
industrial production, 16% of export earnings.
The industry covers a wide range of activities. These include the production of natural
raw materials such as cotton, jute, silk and wool, as well as synthetic filaments and spun
yarns. There are also a large number of finished products.
The Indian textile industry accounts for 23 % of the world's spinning capacity , which is
the second highest level after China and accounts for about 6 % of the global motor
capacity . In addition, it has the highest capacity looms - including hand looms -
accounted for 61% share of.
India accounts for about 12 % of global textile fiber and yarn production . This includes
jute, which is the largest producer. The country is silk and cellulose fiber And yarn The
second largest producer of , The fifth-largest producer of synthetic fibers and yarns.
In India, the earliest traces of textiles can be found in Rig-Veda , which refers to
weaving. Poetic History of ancient Indian Ramayana and Mahabharata also talked about
the various fabrics of those times. Ramayana refers to the rich style worn by nobles on
the one hand, and simple clothes worn by civilians and monks.

9. Since ancient times, India has been famous for its textiles. India‟s traditional textile
industry actually rotted during colonial rule. However, the modern textile industry was
born in India in the early 19th century when it was the first textile factory in the country.
Established in 1818 at Fort Gloster near Calcutta plus Seoul .
However, the textile industry in Bombay in the 1850s started a real start. Bombay's first
cotton mill in 1854 by the Passi Cotton merchant Established, Later he engaged in
overseas trade and internal. In fact, the vast majority of early Spinning The factory is
Engaged in yarn and fabric trade of Passi Businessmen in the country as well as China
and African handmade industry Market.
Ahmedabad's first cotton mill eventually became Bombay Competition center Founded in
1861 . Thanks to the textile industry to a large extent on the diffusion Ahmedabad
Gukichiro Trade category. Cotton textile industry in the second half of the nineteenth
century has made rapid development, the end of the century, there are 178 cotton mill,
But in the 1900 period, the cotton textile industry at a disadvantage because the famine
state, many textile mills in Mumbai and Ahmedabad will be closed for long.
Man-made fabric
Fabric flexibility introduced by the Government‟s textile policy of 1985 has,
Till the early seventies, the Indian man-made fabric textile industry was however, helped
man-made fabrics to grow rapidly in the last two decades. Falling input prices and ease of
maintenance of popularized man-made and blended fabrics among the common masses.
They are also increasingly being used in industrial applications. India‟s man-made textile
industry is capable of expansion in terms of raw material base and yarn and fabric
conversion facilities.
Today, it accounts for almost 32 percent of the fabric/yarn base. Given the Indian
advantages of lower production costs, dominance of medium-sized units capable of
catering to a small lot and volume orders, large domestic consumption which could

10. neutralize adverse effects of overseas demand fluctuations and decline in productions in
the developed countries, the Indian synthetic textile producers have an edge.
COMPANY PROFILE
Raymond group was incorporated in 1925,Mr.gauthamharisinghania is the chairman and
managing director of Raymond ltd.
Raymond limited was started by “Koushalendra Narayan” on 24th
October 2008 in
Gauribidanur. Raymond ltd is started in the rural areas with the objective of getting
labour force at lower cost because it is a labour intensive industry, In all over india
including abroad Raymond ltd has 88 branches.
Raymond ltd was started with the investment of 50 crores.
In the year 2013, The Raymond Ltd has been changed its name as Silver spark apparel
limited unit II.
Silver spark apparel ltd, The manufacturing business in the garmenting vertical, with a
combined strength of Hoskote plant, it has completed 8 years successful. The plant has
extremely progressed and stood out amidst a galaxy of corporate bigwigs.
silver spark apparel ltd manufacturing jackets, formal suits, trousers, waist coats, and it
operates as a subsidiary or group company of Raymond ltd.
The group has very wide range of more than 12000 varieties of suiting that available to
consumers across all styles and occasions.
In India, Silver spark apparel ltd is now ranked second place in manufacturing and
production Industry, and further ranked 23rd
place over all in the India‟s largest work
place study.
The company makes 90% of production and 10% of exports, and company has crossed
70,000 productions in the year 2015.
Company‟s total manpower strength is 2170, In that there are 1883 operators, 68
contractors, and 200 management staffs, 19 security guards, and it consists 80% women
workers and 20% men workers.

11. Developments or Best practices of organization :
 Kaizen : It is continuous improvement programme.
Kaizen means gradual, unending improvement, doing “little things” better; setting
and achieving ever higher standards.
Inaugurated kaizen at silver spark apparel ltd on 18th
Feb 2016.
 REEC: Raymond employee entertainment club.
 3W movement: wage, war on waste.
It means identify and eliminate wastages arising from over production, time on
hand(waiting), transporting, processing itself, unnecessary stock on hand,
unnecessary motion, producing defective goods.
 3D: It means cultural change.
Don‟t receive defect
Don‟t move defect
Don‟t seem defect
 Quality circle
5 S Activity: (5S Work Place Discipline)
 means work place management.
 has 8 zones, Each department consists one zones.
Seiri
(Sort)
Seiso
(Set in
order)
Seiton
(Shine)
Seiketsu
(Standar
dise)
Shitsuke
(Sustain)

12. SORT
Segregating Wanted and unwanted in the workplace, removing the
unwanted and keeping only those necessary.
SET IN ORDER A place for everything and everything in its place so that anyone
can find and use them easily
SHINE
Developing cleaning as a habit so that the workplace is maintained
in its original state.
STANDARDISE Developing procedures so that Seiri, Seiton and Seiso are being
maintained.
SUSTAIN
Inculcating the 5S practices across the organisation so that the 5S
practices are followed.
Activities conducted to employees children in organisation:
 Summer camp-Chinnaramela
Awards and Achievements:
 5S Excellence Award 2014. (5s merit certificate in large scale manufacturing
category in the CII southern region 5S Excellence Award 2014)
 Silver Spark Apparel Ltd reckoned as “India‟s best companies to work” for 2014.
(Best production and manufacturing company 2014 – 2nd
place)
 “India‟s best companies to work” for the second consecutive year in a row in
2015. (Best place to work 2015 – 23rd
place)
 Gold award in IMEA ( India‟s manufacturing excellence award) at national level.
 Export Excellence award 2015
 C II kaizen competition 2015
 World water day celebration Award 2015
Targets of the company:

13.  Daily target given to the employees in the company :
 Jackets: 3333 Pieces per day.
 Trousers: 2800 pieces per day.
 Productivity: Jackets - six per person
 Trousers - fourteen per person
 Productivity or hour :Jacket – 70 pieces per hour
 Trouser-70 pieces per hour
 2 kaizen per person per month
VARIOUS DEPARTMENT IN THE COMPANY:
 Fabric office
 Sampling section
 Fabric and Trims stores
 Spreading department
 Pattern department
 CAD office
 Cutting department
 Sewing department
 Finishing department
 Quality control
 Production and merchandising department
 Industrial engineering department
 Human resources and administration department
 Information technology (IT) department
 Warehouse
 Maintenance

14. DIFFERENT TYPES OF MACHINES :
Goods lifting machine
In Cutting department:
 Spreading machine
 Cutter
 Fusing machine
 Band knife cutter
Sewing department:
 Single needle lockstitch machine
 Sleeve attach machine
 Blind hem machine
 Bartack machine
 Auto jig machine
 Pocket welting machine
 Pocket facing attach machine
 Button attach machine
 Button hole machine
 Over lock machine
 Auto serging machine
 Lapel press machine
Finishing department:
 Sleeve press machine
 Body press machine
 Collar press machine
 Pocket press machine
 Topper machine
 Legger pressing machine

15. ORGANISATION CHART OF SILVER SPARK APPAREL LTD
BOARD OF DIRECTOR
EXECUTIVE DIRECTOR
CHIEF GENERAL MANAGER
TOP LEVEL
MANAGEMENT
GENERAL MANAGER
DEPUTY GENERAL MANAGER
ASSISTANT GENERAL MANAGER
SENIOR MANAGER
ASSISTANT MANAGER
OFFICERS
ASSISTANT OFFICERS
WORK MEN
LOWER LEVEL
MANAGEMENT

16. WORK FLOW PROCESS:
VISION, MISSION, AND QUALITY POLICY:
VISION :
Crafting world class formal wear and accessories for delivering “The complete
man” globally, whilst value adding to all the stakeholders on a sustained basis.
MISSION:
1) Consistently manufacture quality garments with a global appeal and
meeting the global aspirations always.
2) Create a paradigm shift in the quality of life of the under priviledged
sections of the community at large by including and up skilling them,
always.
Fabric store
Spreading
Cutting
Numbering
Fusing
Stitching
Finishing
warehouse

17. 3) Create a seamless and safe ecosystem of internal and external customers
who would be delighted to associate with us, always.
4) Contribute to the society by way of interventions for socio-economic
betterment, particularly of women, always.
QUALITY POLICY:
Silver spark is embark ahead a continuing phase of technological upgradation and
modernization, producing woollen fabrics in better quality and it became a world class
fabrics. silver spark apparel ltd became identical with fine quality woolen fabrics.
PROMOTERS :
Promoters of silver spark apparel limited are:
CHAIRMAN EMERITUS
Dr.Vijaypatsinghania Chairman Emeritus
BOARD OF DIRECTORS
Gauthamharisinghania CEO
Gauthamharisinghania Chairman and managing director
Smt. Nawaz GauthamsinghaniaNon Executive Director
AniruddhaDeshmukh President
Gaurav Y Mahajan President
K A Narayan President – HR
I.D.Agarwal Director
Nabankur Gupta Director

18. Geetha Manish Ghaneckar Director
PradeepGuha Director
BomanR.Irani Director
H.sunder President Corporate Affairs and Whole-time
Director
COMPANY SECRETARY
Thomas Fernandes Director -Company Secretary
FACTORY DETAILS :
Mr. KAUSHALENDRA NARAYAN General manager and director
Mr. M.S.MAHADEV Inspector of factory
NETHRAVATHI P Deputy H R Manager
HIRAL N LADKAWALA Production Manager
COMPETITOR’S INFORMATION
 Super spinning mills ltd.
 Super poly fabrics ltd.
 Arvind mills ltd.
 Bombay silk mills Ltd
 Gokuldas Exports.
 ManiyarPlast Ltd.
 Madhura fashion and life style.
 Birla corporation ltd.

19. And all other Manufacturing companies, which have undertaken business of
Manufacturing Clothes, and same type of garmenting Industry, which is related to
manufactured by silver spark apparel ltd.
Areas of operation:
Silver spark apparel limited is one of the biggest manufacturing facilities
spread out in different places exclusively in south.
It concentrates on 80% exporting and only 20% on domestic market. and it
has a textiles in different parts of the country, where the products are supplied
from manufacturing units.
Its products are distributed to 310 exclusive retail shops in India and
surrounding countries 30000 multi brand retail outlets and over 100
wholesale distributors.
Operations in:
1) Raymond UCO, Doddaballapur.
2) Silver spark apparel limited unit I, Doddaballapur.
3) Silver spark apparel limited unit II, Gowribidanur.
4) Silver spark apparel limited (Celebrations) in Hoskote.
EXPORT: Company exports their products into different countries like: India, USA,
Europe, Japan, Norway, Africa, Canada, Suden.
BUYERS:
The company having many oversees of clients like: Raymond, Pellestrom, Park avenue,
Express, J.C.Penny , Dressmann, Navada, Haggar, Flex, Peerless, KURABO, WE,
RAL, Macy‟s, Stafford, Ramco, Ralph Lauren, Indigo, morgan.

20. HAGGAR
J C PENNY
STAFFORD
USA
PEERLESS CANADA
EXPRESS EUROPE
RAYMOND
PARK AVENUE
INDIA
Infrastructure facilities:
The factory has two main gates. The rear gate have receiption and ware house and front
gate having Admin block, health center, crèche canteen production area. It having office
with basement, In basement production office in that jacket finishing, jacket sewing,
trouser finishing, trouser sewing, cutting sections, Sampling section, fabric office, fabric
godown, fabric and trims stores, are there.
The total factory built area is 225000 sq.mt, total employees are 1883, canteen capacity
600 members, and company‟s total plant is 10.60 acres, total capacity of warehouse
32000 suits and for both trouser and jacket capacity are 74400.
Welfare facilities:
Company provide basic facilities like first aid box, leave letter box, and welfare facilities
to employees such as canteen facility, canteen provide breakfast, lunch to employees at
subsidiarized rate, crèche facility to employees children supported by three good crèche
caretakers, occupational Health center, uniform facility, uniforms with different colours
such as pink, orange, red, blue, black, green etc., it based on different sections of the
employees and also organisation provides uniforms to crèche children, Locker facility,
library facility to staffs and employees, and Recreational facilities, rest rooms, drinking
water facility, ATM facility, parking facilities etc..,

21. PRODUCT PROFILE
1. To make a strong statement, Silver spark has built up all fleece and fleece rich reach
from fine fabrics made out of particularly picked super 120s 100s Tasmanian fleeces and
fine polyester.
2. The territory is exceptionally created in a variety of plans and shades particularly for
great and contemporary suits.
3. It is from the fleece that silver spark has woven fabrics of such fitness that it makes
very nearly 44 kms of yarn to make one suit.
4. Unique plans are additionally added to improve this accumulation.
PRODUCTS
The core products of silver spark apparel ltd are: Jacket, Trouser, Waist coat.
Worsted:
Silver flash attire ltd is the world's biggest maker of worsted suiting fabrics summoning
more than 60% piece of the pie in India, with a limit of 31 million meters, it is among the
few organizations on the planet, completely incorporated to fabricate worsted fabrics,
fleece and fleece mixed fabrics.
Tailored clothing:
Silver spark apparel ltd manufacture suits, jackets, and trousers.
Suits: 100% super 120s wool.
Jackets: 60% super 120s & 100s wool +40% polyester.
Suits and trousers: 60% super 100s wool+40% polyester.
Premium suiting fabric for suits, coats, trousers are:
Pure-wool:

22. 22.5 to 13.5 micron wool and its blend with claim to fame strands like: linen and silk,
alpaca, angora, camel hair, cashmere.
Polyester-wool:
Blend of fine polyester with 24.5 to 15.5 micron wool and forte filaments like: linen and
silk, angora, camel hair, cashmere.
Polyester-viscose:
Tropical suiting mix of fine polyester With viscose, silk fibers and modular cloth
Brands:
Some of the famous brands or Merchandise of the company are:
 Makers
 Notting hill
 Be home
 Zapp
 Raymond
 Manzoni
 Parx
 Color plus
 Park avenue
 Raymond ready to wear
 Ethnix by Raymond.
All the brands are retailed through the Raymond shop, and one of the largest network
over 550 retail shops spread across India and overseas in over 200 cities.

23. SWOT Analysis:
STRENGTH:
 Good administration
 High product quality
 Unity
 Good working conditions
 Production
 Brand loyalty
 Wide market networks over the
countries.
 Labour intensive industry
 Low cost leadership strategy
 Harmonious relationships with
employees
WEAKNESS:
 Cost of production
 Labour turnover
 Improper selection process
 Lower quantity of production
leads to high cost of production
 Under utilisation of resources
Opportunities:
 Consistent growth over years
 Large and growing market
 Global expansion would give
more opportunities for brand to
grow.
THREATS
 Increasing the regulatory
pressure
 Competitors can easily enter the
company.
 In industry High competition of
major players with each other,
not only on low cost but also on
better quality.

24. Future growth and prospectus :
Silver Spark Apparel Ltd., has developed and on a unique culture and values improved in
the past few years. It turned to labour turnover. Silver Spark Apparel Ltd. has come up
with the latest technology, through which reduced the staff's efforts. The company can
come out through it can launch its own brand of its own retail stores, you can also sell the
company's other leading brands. Think of the domestic market, the company has
considered and it can enter the local market. Outsourcing is a major factor, which can
minimize the cost and improve efficiency, so that it focuses on one of the core areas of
operation. If all of the skilled labour forces are engaged, then we can expect higher
productivity. It helps Silver Spark Apparel Ltd., and retail giant with global players to do
business. The organization has adopted with a competitive pricing strategy, it can give
more competition to beat his opponent. Silver Spark Apparel Ltd. 2018-19 EBITDA
increased 67-89%. However, experts believe that the future growth of silver sparks
Garment Co., Ltd. is driven by the apparel and retail sectors. Since March 2020, Silver
Spark Apparel Ltd. has 960 domestic retail stores and 43 stores overseas. Its new
initiatives "to adapt to the 'semi-finished products which clothes tailored to fit the
customer, also received a positive response.

25. Financial Statement
BALANCE SHEET
particular 2017-18 2018-19
ASSETS
(A) Current assets:
Investment 0.0050 0.0050
inventories 36.54 52.43
Trade receivable 99.05 114.84
cash and bank balance 24.53 20.12
other current assets 6.78 10.80
loan and advance 0.25 0.22
Total current assets 167.115 198.415
(B) Fixed assets
Total fixed assets 95.58 93.80
Total assets(A+B) 262.695 292.215

26. profit and loss a/c 2017-18 and 2018-19
Particular 2017-18 2018-19
Income
Revenue from operation 330.73 386
Other income 5.59 7.1
Total income 336.33 350.57
Expenses
Cost of material 199.49 210.13
Purchase of stock in trade 6.71 8.72
Change inventories of finish goods 2.53 3.21
Excise duty and service 31.06 33.57
Employee benefits expenses 35.18 38.54
Finance costs 1.43 1.10
Depreciation 10.26 15.20
Manufactures and other expenses 41.80 45.54
Total 328.50 29.62
Profit before tax 7.83 27.73
Tax expenses 4.19 10.34
Profit after tax 3.63 17.38

27. CHAPTER-2
CONCEPTUAL BACKGROUND AND REVIEW LITERATURE
THEORETICAL BACKGROUND OF THE STUDY:
Introduction to Human Resource Management
The Human assets are of fundamental significance or the accomplishment of
some union. It be a wellspring of excellence with facilitate. HR is abundance of an
organization which be able to aid it into accomplish its goals. Individual asset
management be concerned regarding the persons into an connection. It mirrors one more
position which view organization`s workers as its property and capital. HR are the
aggregate learning and capacities, abilities, gifts and aptitudes of an organization`s work
constrain.
The esteem morals, convictions of the community operational into an union
likewise figure a piece of individual benefit. The originality of the diverse course of the
general population and other persons easily reached to the union be able to exist deal
among since HR. In the present forces condition no business or association can exist and
develop without fitting HR. So human asset has turned into the focal point of
consideration of each dynamic association. Human asset administration is that procedure
of administration which creates and deals with the human component of the venture.
It isn't just the administration of aptitudes yet additionally states of mind and
desire of individuals. At the point when singular comes to work put, they accompany not
just with specialized aptitudes, information, encounter and so forth,. yet additionally with
their individual feeling discernment wants, propels, states of mind, valves and so on., yet
in addition with their individual emotions recognition want, spurs, disposition, valves and
so on., so HRM will mean administration of different parts of HR. A vital component of
HR administration is the" human approach" while overseeing people groups.
This approach encourages a chief to see his kin as an imperative source. HRM is a
principal changing theory and viewpoint from the prior reasoning about labor assets. It
stresses the human part of individual specialists and their yearnings and requirements.

28. Definition of HRM:-
Agreeing toward Flippo, "Human Resource Management is the arranging sorting
out, coordinating and controlling of the obtainment, advancement, pay, combination,
upkeep and propagation of the human asset to the end that individual, hierarchical and
societal destinations are achieves."
Concept of H.R:
Today corporate world, in any country, is emphasizing on the health of human
resource employed in the organizations, organization have clearly understood that they
gain sustainable competitive advantages through making their people to develop in their
organization identity. They are motivated through different dimensions to make them feel
that the organization. Belong to him. Today organizations are drive by the concept of
“GLOBALIZATION”. This concept has force the organization to adopt a positive policy
for the development of human resource in their work places. Unless the human factor
which is a key factor cannot work with equanimity of mind of body, the organizations are
bound to suffer.
Human factor in the organization is considered as “Human capital” of the
organization. The human capital is not exhibited in the published accounts of corporate.
But the economic value in term of skill intelligence and core competence of these human
resources is the greatest assets of every enterprise. Human resources have impact beyond
imagination on the performance of an organization.
All though human resource at the work is the key factor. Non-human resources play
equally an significant task in achieve the organizations objective. But it is the human
factor co-ordinate the activities of the organization. Brain behind every activity of an
organization is human brain. Therefore human element at work is given importance in
organization.
It is from this discussion that a business enterprise is regarded as a master system in
which there several sub-systems closely interconnected. All these subsystem operate in
an integrated manner and the key factor that co-ordinates these sub-systems in human
factor.
Safety and welfare measures

29. The representative welfare and wellbeing has seen as one of the imperative
measures of execution o in association. The adjustments in work life of representatives
and changes in the business condition inward and also outer has gotten huge change the
hierarchical conduct. Globalization, Technology and other work-outline factors have
constrained associations to centre around representative's wellbeing and welfare.
Association have set standard measures to deal with the representative‟s experts and
personals professions Augmentations in reliance on advancement, scattered work courses
of action.
Increases in rapidity of effort, and arranged assortment in the waking
environment making a couple of challenges for Human Resource Management Personnel.
To begin with, potential new dangers are ascending out of the introduction of new
progressions and thought the implementation of job in a more practical association Next
associations be receiving the chance to be smaller and criticism with are renaming the
substance of work and the possibility of the business relationship
SAFETY:-
Protection in the administrative centre means having an atmosphere tree from
damage and hazards. Proper processes and processes and procedures will allow
employees to work with without worrying about the safety.
LABOR WELFARE:
The idea of work welfare is essentially unique and has been translated in disparate
route from nation to nation and from lo time and even in a similar nation, is indicated by
social organization, level of industrialization and general level of social and financial
improvement. Work welfare including under it such administration/office with comforts
as sufficient bottles, relax with entertaining office, courses of action intended for the
movement toward with as of as well as for the convenience of labourers utilized on a
separation as of their hone, and such diverse administrations, luxuries with social offices
together with safety efforts as adding toward circumstances lower which specialists and
utilized Welfare exercises input the slants of the specialists. At the point when specialists
feel that the businesses and the sae are keen on their satisfaction, his propensity to grouse

30. and protest will relentlessly vanish. The arrangement of different welfare measures, for
example, better lodging. Flasks, medicinal and infection benefits and so on....
The concept of safety and welfare
The idea of security and welfare are adaptable and broadly contrasts concerning
the time, area, industry nation, social esteem and clients" level of industrialization the
common societal monetary advancement of the general population and supporting
philosophies winning amid a specific time allotment.It is additionally formed by the age
gathering. social - culture foundation, financial status and instructive kevel of specialist in
different enterprises agreeing, the idea can‟t be precisely characterized Nonetheless,
specialists treat it in their awn specific manner.
INDUSTRIAL SAFETY:
The mechanical security with respect to occupation prosperity suggests the
organization of all assignments and events inside an industry, for guaranteeing its
labourers and assets by constraining threats, danger, accident's and close misses. The
imperative laws, consistence and best practices in the business have by far most of the
issues address for the best protection Supervises arc to guarantee that these are totally
clung to have most outrageous prosperity.
Representative wellbeing work goes for enhancing of working and living stales of
specialists, which would prompt the satisfaction throughout everyday life. which thus
prompts their enhanced efficiency, which in swings prompts enhance benefits, riches and
survival shot of the undertakings Worker welfare, in this manner, constitutes a basic part
modern
SAFETY MEASURES:
Wellbeing measures which are given in the plants Act, 1948, are thought o be
least in term of sufficiency. Such measures are required o he viably actualized.
Notwithstanding executing security measures gave in the plants Act, there is likewise
requirement for giving preparing in wellbeing to labourers, and introducing wellbeing
hardware in the industrial facilities Bosses should step p with regards o giving preparing

31. in security lo Representatives. Specialists associations should appreciate wellbeing
advancement. Occasional instructional classes in mishap anticipative can be sorted out.
Security ought to end up a propensity with bosses and the laborers alike. The industrial
facilities act accommodates the accompanying wellbeing manure.
1. Fencing of machinery Section 21:-
In each industrial facility, measures ought to be taken for secured fencing of hardware.
Each moving piece of a prime mover, headrace and tailrace and each water-haggle
turbine; all aspects of an electric generator, an engine or a turning convertor, all aspects
of transmission machinery,& perilous piece of some other hardware.
2. Effort on close to machines into movement section 22:-
If it is essential to observe a few division of a machines though it is in movement, the
inspection has to be approved not in just be specially trained mature workers trying tight-
fitting clothing. Women and youthful people are not permitted toward spotless, grease
otherwise regulate some division of a major-transporter or of broadcast equipment, as it is
in movement.
3. Employment of youthful persons on hazardous machines section 23:-
Confinement on youngster's to deal with risky machines. He has been completely
educated with regards to the threats emerging regarding the machine and the safety
measures to be watched; and He has gotten adequate preparing to chip away at the
machine.
4. Striking equipment and policy for cutting off power section 24:-
Reasonable outstanding apparatus to be given, kept up also utilize, lock gadget to avoid
unplanned beginning of communication hardware. At the point when the driving belts are
not being used, they ought not be permitted to lay on shafting in movement.
5. Self- Acting machines section 25:-
The demonstration gives that no crossing piece of a self-acting in the plant is to keep
running going on its external or internal navigate inside a separation of 18 crawls as of
some settled structure which isn't a piece of the machine, if a man is at risk to disregard
the room more which it run.
6. Casing of new machinery section 26:-

32. Each set screw, clasp or key on any turning stream, pivot, controls, or restrain ought to
exist as a result sunk, encased or for the most part effectively ensured as to foresee
danger in all mechanical assembly determined by control and presented in the modern
office.
7. Prevention of employ of female and kids in front of fibber openers section
27:-
Rejection ladies otherwise youngster might exist utilized into some piece of a processing
plant where squeezing a cotton-opener is grinding away.
8. Hoist also lifts section 28:-
The hoist & lift to exist of fine automatic building and of sound material. They be toward
exist correctly maintain and examine by a component individual in any case once in each
six months.
9. Lifting machinery, chains ropes & Lifting tackles section 29:-
Cranes and lifting machines, and so forth to be of good development and to be inspected
once in at regular intervals. All parts including the working mechanical assembly of each
thrilling mechanism with every sequence, cord or thrilling begin ought to be awesome
improvement, noise fabric and adequate excellence, with gratis defect; honestly reserved
awake; with inside and out investigated by a prepared human being in any occasion once
in each season of a year.
10. Revolving machinery section 30:-
The effective measure shall exist taken in each industrial unit to make sure to
the secure effective tangential rapidity of each turning craft,
confine, container, flywheel, elevator compact disk or comparable application obsessed
except authority is not exceed.
11. Pressure plant section 31:- secure functioning weight not toward exist
surpassed. On the off chance that in any piece of the plant or hardware utilized
as a part of an assembling procedure is worked at a weight above air weight.
Compelling measures might be taken to guarantee that the sheltered working
weight of such part isn't surpassed.
12. Floor, staircase with resources of entrée section 32:-

33. Every one floor, stepladder, stair, entries and passages might live noise development and
legitimately kept up. In the event that vital handrails ought to likewise be given. Quite
far, safe methods for access ought to be given to each individual in each manufacturing
plant.
13. Pints, sums, opening in floors, etc section 33:-
Which might be a wellspring of risk, should be either safely secured or safely fenced.
Safely fencing a pit implies covering or fencing it such that it stops to be a wellspring of
risks.
14. Inordinate Weights area 34:-
No individual should be utilized in any production line to lift. Convey otherwise go
whichever heap therefore overwhelming because toward probably reason him damage.
15. Safeguard of eyes area 35:-
The state management can necessitate the arrangement of compelling screen or
appropriate specs, but danger of damage toward the eye is cause since particle fearful
rotten into the assembling procedure or since introduction toward extreme brightness.
16. Safety measures beside hazardous gas and use of portable Light section 36:-
Prevention lying on section keen on several meeting room, container, basket, well, tube,
and so forth. Anywhere some as, seethe and so forth is available. Possible actions to be
taken for expel of chat, seethe, and so forth... No versatile electronic light or some other
electronic machine of voltage surpassing 24 volts should exist allowed used for utilize
within any chamber.
17. Precaution next to unstable or combustible clean, gas etc...Section 37:-
In the event that the make procedure produces touchy or inflammable tidy, smoke, gas or
vapor, every single practicable measure need to taken to counteract blast by a) Effective
walled in area of the plant and apparatus used as a division of the process, b) Exclusive of
powerful fenced during region of each sole possible source of create, c) Remove
avoidance of the aggregation of such clean, smoke, gas or vapour.
18. Precautions in case of fire section 38:-
Each industrial facility might be agreed such approaches to obtain away if present ought
to emerge an event of fire as may be optional; in each plant, the entryways bearing way
out from any room might not be bolted with the goal to they sincerity be effortlessly also

34. instantly open since inside. As any individual be inside the area, also every single such
entryway, if not they be of upward kind, should be real built toward unlock outwards.
19. Authority to need condition of imperfect part or test of constancy section 39:-
Inspection of factories may involve requirement of imperfect part or test of permanence
and to this effect may ask the manager of the factory toward equip drawing, condition
also extra necessary information and may possibly also require him toward carry out
specified test in specified manner.
20. Safety of building and machinery section40:-
Administration of request by assessment on occupier to take determined measures on the
off chance that risky building or apparatus or plant. The restriction of utilization where
dander is impending.
21. Safety officers section 40 B :-
State government may require the occupier of an industrial facility 1) Where in one
thousand or more specialists are conventionally utilized 2) Where in, the supposition of
the state government, any assembling procedure.
MEANING OF WELFARE
Welfare implies fare or responsibility large. It is a methodical period, also alludes
to the material, psychological, ethical and excited success of a individual. The period
safety is a relation plan, relation into moment in time and room. It inside this approach,
fluctuate each at present and next, area to region with as of kingdom to nation.
DEFINITION
As per the Committee on Labor Welfare, Welfare administrations should
signifies, "administrations, offices, clean medicinal offices, courses of action for
movement toward with since job environment, also used for the arrangement of
specialists utilized on a separation starting their home and such different administrations,
courtesies as well as offices, together with government managed savings measure as add
to the conditions under which laborer are utilized."
Advantages of employee welfare measures

35. The employee‟s welfare including the scheme so as to advantage the workers
operational in the company. It is wanted since it help within the generally improvement
of the workers.
The uses of employees‟ interests‟ scheme are as follows.
• Improved better industrial relations.
• High efficiency.
• To get timely results.
• To build a competitive edge.
• Mental and moral health‟s are also improved.
• Help within on the whole expansion of the development.
• Invites more employees.
Disadvantages Of Employee Welfare
• Fear of employees leaving the organization.
• Preserve a aggressive border within the marketplace.
• The financial burden for the company.
Objectives Of Labour Welfare
• To enhance the average of income of the. Operational division the
labourer is extra horizontal to management beginning the capitalist but
present be no consistent method of look following their wellbeing.
• To create the organization think the workers are fulfilled regarding
the effort and operational situation.
• To supply in good health living with wellbeing toward the labour.
• The create the workers content and fulfilled.
• To reduce workers starting industrialized low energy and to get
better thinker, customs and substance circumstances of living wage of the
employees.
APPROACHES OF LABOUR WELFARE

36. The best approach to manage labourer welfare implies the feelings and
perspectives detained by workplaces which give welfare workplaces. A couple of
associations give welfare workplaces spurred by religious certainty, others as an altruistic
commitment and the authorities.
The distinctive approaches to manage work welfare reflect the perspectives and
feelings of the associations which are possessed with welfare works out. Welfare
workplaces may be given on religious, charitable or some unique grounds. Also, the
particular approaches to manage work welfare reflect the advancement of the possibility
of prosperity. In point of reference days the council of the earth expected to compel the
proprietor of a mechanical establishment to give such principal civilities as jars, unwind
convenience, drinking water, awesome work environment, and so on, for their agents.
An examination ways to deal with work safety be attractive for the administration,
the specialists along with the common peruser. For the common peruser, an investigation
of methodologies is fundamental since his/her insight into the matter is deficient not
including a learning of these methodologies empowers the supervisor and the laborer to
have a superior point of view on safety effort.
The approaches of labour
welfare:-
1) Policy hypothesis
welfare.
2) Religious conviction hypothesis of work welfare.
3) Charitable hypothesis work welfare.
4) Paternalistic hypothesis of work welfare.
5) Appeasing hypothesis of work welfare.
6) Community relations hypothesis of work welfare.
7) Practical hypothesis of work welfare.
8) Social hypothesis of work welfare.
Policy hypothesis of work welfare:-
As indicated by this view, the processing plant and other mechanical working
environments give plentiful chances to proprietors and supervisors of funding to abuse

37. specialists in an uncalled for way. This should be possible by influencing the work to
work for extended periods, by paying specialists small salary, in maintenance the
working environments in an unhealthy situation, by dismissing security and wellbeing
arrangements, and by disregarding the arrangement of basic human pleasantries, for
example, drinking water, lavatories, rest room and flasks.
Religious conviction hypothesis of work welfare.
The religion hypothesis has two implications, to be specific, the venture and
compensation angles. The speculation part of the belief hypothesis infers so as to the
products of the present performance motivation be real harvested tomorrow. A few
activity, great or terrible. Is hence regarded as a speculation. motivated by this
conviction, some business design and sort out bottle and crèches.
PERFORMANCE APPRAISAL
Organizations have to be responsive to forces in the environment that influence
them. Typical responses could be flexible modes of operation, emphasis on Quality in
staff and products or services, increased competitiveness, willingness to adopt to change
flexibility in the roles employees play in terms and in having Multi-skills. Most of the
organizations now acknowledge that employee is a valued asset of the company and
keeping that in mind are striving to develop committed employee rather than forcing
compliance.
The concept of performance appraisal exists ever since the organizations started
functioning. In order to improve the quality of work life, performance appraisal is
required. As the work culture in the organizations are changing in terms of strengthening
teamwork, continuous improvement, learning and such other activities, performance
appraisal becomes inevitable and the approach to performance appraisal will also be
changing. There is a feeling that performance appraisal is only an activity to achieve
short-term objectives. Some also feel that it focuses on individuals in the organization
and there will be less focus on the team. Some others feel that it will be useful only in
extreme cases where employees are either highly ineffective or effective. The opinion is

38. also that it is purely subjective and at time it puts down the morale of the employees. All
these opinions and feelings are not true. In the hands of the executives to improve the
quality of work in the organization.
In the areas like compensation management, placement to higher positions, performance
appraisal plays a major role. The remuneration to employees will be fixed on the basis of
performance. This is a common practice in every organization. Performance Appraisal
will be mainly considered as a basis for promoting the people to higher positions.
Performance appraisal will also help the employers to defend their action against
employees. In order to satisfy statutory obligations, employers have to maintain the
service records of the employees. Whenever any good or negative actions are taken
against an employee, it will be recorded in the service register. In a way, this register
becomes a performance appraisal tool in the hands of employer to take decisions
regarding the improvement of service conditions of the employees, or to assess the
efficiency level of the employees or to design convey the management whether HR
practices of the organization matches with the goals of the organization. Therefore,
Performance Appraisal has become an “administrative tool” in the hands of an employer.
Performance Appraisal, on the other hand, makes employees also be alert, it provides a
strong feed back to employee on their performance and analyses their strengths and
weaknesses. Performance Appraisal act as an employee development tool for both
employer and employee. In the process, the management becomes a developer of human
resources and HR Manger, a coach. Employee takes the benefit if his improvement
through Performance Appraisal and corrective methods. This helps the organization to
achieve long-term objectives.
EVOLUTION:
Historically speaking, the concept was evolved for the first time in the period of world
war I. US Army adopted “Man to Man” rating system for evaluating military personnel.
Industrial units in 1920s and 1930s adopted this concept to pay wages to workers drafted
for work on hourly basis. These units adopted “Grade wage Increments” on the basis of

39. „MERIT‟. This concept was termed as “Merit Rating Program”. This continued up to
mid-fifties. According to this plan of wage payment, emphasis was on factors, degrees
and points. In this period “Performance Appraisal” concept was evolved for technical,
professional and managerial personnel. Since then the concept of „performance
Appraisal‟ has undergone considerable changes to “Performance Appraisal‟. This
concept is now used for developing parameters for salary adjustments, promotions,
transfers etc.
PERFORMANCE APPRAISAL IN INDIAN INDUSTRIES:
The systematic assessment of employee‟s performance is a comparatively recent
development in India. In a study of 36 firms in 5 major industrial towns in India
conducted in 1965 by A.N. Negandhi and Barnard estafen, it was found that only 21 units
used a formal and systematic personnel appraisal programmer in respect of white-collar
employees. The number for blue-colloar employees. The number for blue-colloar
employees was evens less. Others had no formal system of appraisal. Rewards and
punishments in all other organization were entirely based on the impressions of superior
and top management. The various uses, which the performance appraisal programmed,
were generally put to also differ widely. Were as all the 21 companies were
Found to use appraisal. Programmed for determining wage increases, only 80% made this
programmed a basis for promotions and transfers. Only 50% of them were found to use
appraisal programmed either for establishing training needs or for informing the
employee where he stands.
As result of survey of performance appraisal practice of 82 organizations in
India in 1968 and a resurvey of 49 of the these organizations in 1976 dine by Prof.
MalthiBolar, it was revealed that Performance Appraisal continues to be used in a large
number of organizations for controlling employees rather than for developing them.
There is complete absence of counseling or post-appraisal interviews with the employees.
Very little feedback is given to them and they are left in the dark as to how they are doing

40. and what they could do in the future. This generally increases their anxiety, lowers their
morale and reduces their commitment to work.
In only few progressive organizations, so far, their Performance Appraisal
programmers are linked with either goal-setting or management by objectives. Some
important Indian organizations which have introduced MBO are; Glaxo laboratories ltd.
Bombay,
Hindustan and lever ltd., Bombay, Indian Tobacco co. ltd., Calcutta, Indian Aluminum
co. ltd., Always and Madura mills ltd madrai.
Coming to the types of Performance Appraisal forms currently being used in our
county their following drawbacks may be noted.
 There is too much emphasis on traits. This is wrong because there is no one trait
or a group of traits, which account for the success of an individual.
 All traits are considered additive in nature. This again is wrong. The excess of any
one trait in an individual con not make for the deficiency of others.
 All traits are treated equally important for all individuals. This is not correct
because some individuals than for others.
 Many traits do not lend themselves to precise definition. This makes the rating
biased and impression. This makes the rating biased and impressionistic.
 Too much emphasis on traits some time breeds conformism. For instance, if there
is too much emphasis on co-cooperativeness people may suddenly turn so co-
operative that they spend time placating and appeasing others rather than getting
results.
I. OBJECTIVES OF APPRAISAL:
Objectives of appraisal include effecting promotions and transfers, assessing training
needs, awarding pay increases, and the like. The emphasis in all these is to correct the
problems. These objectives are appropriate as long as the approach in appraisal is
individual. Appraisal, in future, would assume systems appraisal stretch beyond the
traditional ones.

41. In the system appraisal aim at improving the performance, instead of merely
assessing it. Towards this end, appraisal system seeks to evaluate opportunity factors.
Opportunity factors include the physical environment such as noise, ventilation and
lightings, available resource such as human and computer assistance; and social processes
such as leadership effectiveness. Theses opportunity variables are more important than
individual abilities in determining work performance.
II. ESTABLISH JOB EXPECTATIONS:
The second step in the appraisal process is to establish job expectations. This includes
informing the employee what is expected of him or her in the job. Normally, a discussion
is held with his or her superior to review the major duties contained in the job
description. Individuals should not be expected to begin the job unit they understand what
is expected of them.
III. DESIGN APPRAISAL PROGRAME:
Design an appraisal program poses several questions, which need answers. They are,
a) Formal versus Informal Appraisal:
b) Whose performance is to be assessed?
c) Who are the raters?
d) What problems are encountered?
e) How to solve the problem?
f) What should be evaluated?
g) When to evaluate?
h) What method of appraisal is to be used?
a) Formal versus Informal Appraisal:
The first step in designing an appraisal program is to decide whether the
appraisal should be formal or informal. Formal appraisal usually occurs at specified the
Purpose of employee evaluation. Informal performance appraisal can occur whenever the
supervisor feels the need for communication.

42. Many organizations encourage a mixture of both formal is most often used as
primary evaluation. However, the informal appraisal is very helpful for more
performance feedback. Informal appraisals should not take the place of formal appraisals
should not take the place of formal performance evaluation.
b) Whose performance should be rated :
To the question as to whose performance should be rated. The answer is
obvious–employees. When we say employees, is it individuals or teams? Specifically, the
rate may be defined as the individual, work group, division, or organization. It is also
possible define the rate at multiple levels. For example, under some conditions, it may be
defined as the individual, work-group level for merit pay increases and at the individual
level to assess training needs.
Two conditions necessitate a group-level appraisal. Group cohesiveness and
difficulty in identifying individual performance. Group cohesiveness refers to the shared
feeling among work-team members. There is co-operation and clear understanding to
accomplish tasks, which are interdependent. Any attempt to assess individual
performance shall individualistic or even competitive orientation.
c) RATERS:
Raters can be immediate supervisors, specialists from the HR department,
Subordinates, peers, committees, clients, self-appraisals or a combination of several.
Immediate supervisor is the fit candidate to appraise the performance of his or her
subordinates. There are three reasons in support of this choice,
1) No one is more familiar with the subordinate‟s performance than his or her
Superior.
2) The superior has the responsibility of evaluating a subordinate is given to
another person, the superior authority may be undermined seriously.
3) Finally, Training and development of subordinates is an important element in
every manager‟s job. Since appraisal programmers are often clearly linked to
training and development, the immediate supervisor may be the logical choice
to conduct the performance evaluation.

43. SUBORDINATES:
Can assess the performance of their superiors. The use of this choice may be useful in
assessing an employee‟s ability to communicate, delegate work, allocate resources,
disseminate information, resolve intra-personal conflict, and deal with employees on a
fair basis. But the problem with subordinate evaluation is that the supervisors tend to
become more popular, not by effective leadership, but by mere gimmicks.
PEERS:
Peers are in a better position to evaluate certain facts of job performance which
the subordinates or supervisor cannot do. Such facts include contribution to work group
projects, interpersonal effectiveness, communication skill, reliability and initiative.
Closeness of the working relationship and amount of personal contracts place peers in a
better position to make accurate assessment.
CLIENTS:
Clients are seldom used for rating employee performance; nothing prevents an
organization from using this source. Clients may be member within the organization who
have direct contact with the rate and make use of an output this employee provides.
REVIEW OF LITERATURE
1. Chen and Fu (2008) “A systematic framework for performance appraisal and
compensation strategy” Researches on performance appraisal strategy and
compensation strategy are extensive, but most of them only focused on the single
subject without the synergy of them. Four propositions of the criteria and methods
of performance appraisal and compensation strategy are inferred in this systematic
framework. Through this framework, an organization can appropriately focus on
employees‟ representation or individual to evaluate and motivate employees in a
rational or humanistic way.
2. Grunda and Sliwka (2009) “The anatomy of performance appraisals in

44. Germany” Based on a representative German data set on individual employees,
they tested these hypotheses and also explored the impact of PA on performance
pay and further career prospects. They found evidence for a non-monotonic
relation between the hierarchical level and usage of performance appraisal: The
performance of employees with very high or very low responsibilities is assessed
less often.
3. Brutus, Fletcher and Baldry (2009) “The influence of independent self-
construal on rater self-efficacy in performance appraisal” Results from a
survey completed by 105 experienced managers indicate that independent self-
construal is related to various dimensions of rater self-efficacy. The implications
of these findings for the research and the practice of performance appraisal are
discussed. Moreover, experience with appraisals was found to moderate these
relationships.
4. Wilson and Jones (2009) in their article titled “Reducing job- irrelevant bias in
performance appraisals: compliance and beyond” This paper explores both
compliance-based and more proactive approaches that deal with the various
possible sources of discrimination in performance appraisal ratings. The
suggestions lead to a code of practice for performance management in firms across
cultures and national boundaries.
5. JOH RIC.K and SHARMA D.I, 2010"financing and management of labor
welfare" Ram Sri center of labor relations in 20088, New Delhi. An important
aspect of the analysis is more a lack of lines in the provision of facilities, such as
educational and entertainment aspects are considered beneficial to employers
employees.
6. Muhammad Asif Khan (2010)
Empirically investigated the effects of HRM practices on organizational performance in
oil and gas industry in Pakistan. He observed that recruitment and selection, training
and development, performance appraisal, compensation and employee relations, all
were associated with organizational performance and they do impact on
organizational performance in oil and gas industry in Pakistan.
7. Forth and Mill ward’s (2010)

45. The Result indicated that compensation and performance evaluation practices were
significantly and positively associated with employee performance of both public
and private sector organizations of Pakistan. On the other hand promotion practices
were found to be insignificantly associated with employee performance of both
public and private sector organizations
8. Vasset (2010) in his article titled “Employees' perceptions of justice in
performance appraisals” states that of all the tasks undertaken by human
resource managers, performance appraisals (PAs) are one of the most unpopular
among employees PAs can be implemented in similar ways in organisations
throughout Europe and developed countries elsewhere. But, if employees perceive
PA processes as unfair, they may reject the usefulness and validity of the
information they receive and so may not be motivated to change behaviour. This
article concerns perceptions of organizational justice and explains the results of a
study of perceived fairness in PAs among nurses and auxiliary nurses in Norway's
municipal health service.
9. Ravichandran, Venkataraman and Banumathy (2011) performance appraisal
system followed in a cooperative sugar mill. The study has found that the sugar
mill had adopted a good appraisal system and takes the appraisal at the time of
probation period and further during the career promotion. The study has also found
that there is a gap between the actual and desired performance. Hence, it was
suggested to conduct annual performance appraisal to improve the efficiency of
the employees and provide training on dependability, communication skill and
skill development to improve the employee‟s management quality.
10. Venugopal, Bhaskar and Usha (2011) “Welfare measures play a very
important role in the development of the business.” The study was conducted
with the main objective of evaluating the effectiveness of welfare measures in
industrial sector and to suggest measures to make existing welfare measures much
more effective and comprehensive so that the benefits of the employees will be
increased. In order to get best results from the employees, management must be
aware of what employees expect from their employees. It is for the management to

46. see that whether the workers get economic, social and individual satisfaction and
employee welfare activities.
11. Swapna (2011)“labour welfare with special reference to Singareni Collieries
Company Limited.” The linkages and the ethical considerations involved in
employee welfare have been addressed with implications for labour welfare. The
concept of social responsibility in its narrow contours has been equated with
economic welfare. Conceptually as well as operationally, labour welfare can
achieve through social responsibility, which in turn is closely linked to the concept
of social welfare and the role of the state. Hence in this way, it is understood the
importance of social responsibility towards labour welfare.
12. Vijaya Banu and Ashifa (2011) “welfare measures followed in public sector
transport corporation.” This study analyses the various dimensions of labour
welfare measures that are perceived to the labours. It highlights the perception and
levels of satisfaction of the labours regarding the various welfare measures and the
methods to improve the welfare schemes in public sector transport corporation.
13. Poongavanam (2011) “The labour welfare measures in Anglo French
Textiles.” He concluded that welfare work in any industry aims, or should aim, at
improving the working and living conditions of workers and their families. The
concept of labour welfare varies from time to time, region to region, industry to
industry and country to country, depending upon various factors such as
educational level, social customs, degree of industrialization and the general
standard of socio-economic development.
14. Sanwong (2012) in his article entitled, “The Development of a 360- Degree
Performance Appraisal System: A University Case Study”, The data for the
system came from supervisors, colleagues, clients and junior staff as well as from
the employees themselves. While all employees were satisfied with the system,
support and clerical staff in the university were more satisfied than academic staff.
The validity of the system was examined on two occasions. A number of
suggestions were made for improving the 'working' of such a system in a

47. university environment.
15. Rama Satyanarayana and Jayaprakash Reddy (2012) “The satisfaction levels
of employees about labour welfare measures in KCP Limited”. The overall
satisfaction level of employees about welfare measures cover under study is
satisfactory. Therefore it is suggested that the existing welfare measures may be
improved further. Such welfare measures enrich the employees‟ standard of living
and their satisfaction levels. These studies have not covered the entire measures of
labour welfare measures. Selection of limited samples and lack of studying the
relationship between demographic variables
16. S.KUMAR (2013), "The AFT Ltd. Pondy on labor welfare measures of
research." The author summarizes the purpose of this study is to use the structure of
the questionnaire, through the conclusion of individual simple random sample of 100
of the study sample, in order to discover its offer AFT welfare facilities and staff
suggestions and comments regarding welfare measures revealed that measures are in
addition to benefits provided by the company like housing plans and pension plans
of several systems is sufficient.
17. Herdlein, Kukemelkb and Turk (2013) “A survey of academic officers
regarding performance appraisal in Estonian and American universities”
Research in the area of performance appraisal, and the most effective approaches
to motivate academic staff, is a key factor influencing change in a rapidly
developing society. A convenience sample of eight academic administrators
returned instruments in western New York, giving a response rate of 100 per cent.
The results of the survey indicated that appraisal systems within American higher
education are similar and based on a long tradition of connecting appraisal to the
guidelines governing permanent appointment (tenure).The study was intended to
accelerate the process of performance appraisal in Estonia and Eastern Europe.
18. Zhang and Lovegrove (2013) in their article titled, “Performance appraisal for
Chinese state-owned banking industry” Studies of performance appraisal are
invariably based on western theories, which can create issues when they are
applied in different cultures, with China being identified as one such area. It is
important, therefore, to understand the factors surrounding performance appraisal

48. and what does the process add to the efficiencies in the Chinese state-owned
banking industry. The findings suggest that the employees‟ perception of justice
has a positive relationship to their overall satisfaction with both the performance
appraisal process and their outcomes.
19. SKSRIVASTRA (2014 year), "the impact on staff attitude and job satisfaction
labor welfare", found that if the management continues to work for the welfare of
workers, workers feel satisfied with their work, at the beginning of their motivation
work. In this study, we selected two workers with the help of the supplied sampling
methods and the two departments have been taking from Kanpur city from the
private and public sectors. The results of further research shows that the impact
public welfare activities / facilities management attitudes and job satisfaction of
workers in the two sectors.
20. Robert [2016] “Safety and Welfare measures in camel company” According to
his research staff welfare means that it is he or she must be an employee benefit /
companies. Like allowance, housing who provide transportation, medical insurance,
food and the staff the right to request a number of other facilities of the company.

49. CHAPTER-3
RESEARCH DESIGN
INTRODUCTION
Raymond Ltd. is one of India's, and the world‟s, leading producers of worsted fabrics,
claiming some 60 percent of the Indian worsted suiting market. The company's Textiles
division, which accounts for 50 percent of group turnover, produces more than 25 million
meters of wool and wool-blended fabrics each year, placing the company at number three
worldwide. Raymond is a major supplier to the global textile industry. The company is
also a major fabric innovator, and is one of just 2 or 3 manufacturers in the world capable
of producing the Super 210s and Super 2200s grades of pure wool, made from 13.2
micron and 12.69 micron wool, respectively.
NEED FOR THE STUDY
Performance appraisal is a wide spread, very expensive, counterproductive exercise. It is
typically conducted with good intentions to manage and improve the performance of
individual employees, and productivity. Unfortunately it is an exercise in futility. This
paper explores why formal performance appraisal and performance pay fail in their
objectives as components of an organization‟s performance management program, and
why they should be abolished. Safety measures practices are the policies, strategies
,procedures and activities implemented or followed by the management of an
organization targeting safety of their employees.
STATEMENT OF PROBLEM:
Every human being thinks about his / her safety in all aspects because safety is
protecting one self. Safety is mainly required in human life as without life no safety.
Safety is taken in all aspects like in work place, environments life, etc., in industries
safety is given utmost importance because in large industries the working procedure also
must be taken care &in dangerous areas safety posters are displayed to avoid accidents in
the industries.

50. Performance Appraisal is essential to understand and improves the employee
performance. The Gap to be bridged through training and other activities of HR.
Performance referees to degree of accomplishment of task to full fill job demand. Hence
a study has been conducted to analysis and evaluates the performance of employees to
promote, transfer them to higher promotion.
OBJECTIVES OF THE STUDY
1) To identify the factors influencing employee safety and welfare measures.
2) To find out other facilities and service provided to employees
3) To study the performance appraisal system employed in the organization.
4) To study the employees satisfaction level towards welfare and safety measures
provided by the silver spark apparel ltd (Raymond group).
5) To find out the suitable suggestions and recommendations based on the analysis and
findings of the study.
SCOPE OF THE STUDY
The scope of the study is very useful and this study has covered employee safety and
welfare measure existing in the organization. If employees are satisfied with safety and
welfare measure then it results in greater productivity and profit. This project study
covers the theoretical & practical factors of Employee. The study helps employees to
express their problems clearly management can have idea about the employee‟s opinion
and it helps management to analyze the employee safety requirements The study is
conducted at SSAL. It is conducted to find out the Employee Safety and impact of wages
and salary an organization and their work and about the employees opinion towards
performance appraisal system.

51. RESEARCH METHODOLOGY
Research design is the arrangement conditions or collection and analysis of data in a
manner. The research deign adopted for this study is descriptive research. To describe the
features of population or presentation of answer for the questions like where when and
how relating to a particular field.
Sampling
Probability sampling methods adopted among different probability methods simple
random methods is used.
Sample Size
The information is gathered from 100 respondents in Silver Spark Apparel Ltd Hoskote
Unit
Methodology
The method adopted for collecting the data is closed questionnaire methods with
personnel interview from the respondents.
Tools for Data Collection
 Primary Data
Primary data is collected from the respondents &guide with the help of structured &
understand questionnaires
 Secondary Data
Secondary data has been collected from the different source such as internet, journals,
magazines, books, etc.,
Plan of Analysis
 The data collected is arranged & tabulated as per the objectives of the study

52.  The data presented in the form of tables charts, graphs, etc.,
 The data was analyzed using a statistical techniques
LIMITATION OF THE STUDY
 The study is restricted to 100 employees
 The study was limited to Hoskote plant only due to time constraint
 Since to interview timings given were during working hours, the time spot with
respondents was less
Overview of the chapter Scheme
Chapter1: Introduction
About Apparel Industry and SSAL Company Profile
Chapter 2:
Theory about safety measures on employee performance appraisal and review
of Literature
Chapter 3: Research Design
Statement of the problem of Safety measures on employee performance
appraisal, Need for the study of Safety measures on employee performance
appraisal, Objectives of Safety measures on employee performance appraisal,
Scope of the study, Research methodology, Hypotheses, Limitations, Chapter
scheme.
Chapter 4: Analysis and Clarification
Analysis and Clarification of the data- collected from the responders through
questionnaires. And presented those data in the form of Tables and graphs
Chapter 5: Findings, Conclusion and Suggestions
Findings on the base of analysis interpreted data and suggestions given to SSAL.
Overall conclusion about my project.
Bibliography and annexure

53. 100%
0%
1
2
CHAPTER-4
ANALYSIS AND INTERPRETATION
Table-1
1) Table showing are you aware of welfare and safety measures of employee`s
performance?
SL NO. Choice Number of Respondent Percentage
1 Yes 100 100
2 No 0 0
Total 100 100
ANALYSIS:
From the above table e can analyze that among total respondents 100 employees
responded that they are aware of company‟s security and interests measures & policies.
No one attains into the organization to say that they don‟t know about safety and welfare
measures.
Graph-1 Graph showing are you aware of welfare and safety measures of employees
performance?
INTERPRETATION
In the above graph we could able to understand that every employee in the organization
knows about safety and welfare measures. The majority number of respondents given
100% they are aware.

54. Table-2
2) Which of the following factors influencing employee welfare measures
SI NO factors No.
Respondents
of Percentage
1 Lighting 26 26
2 Ventilation 18 18
3 Sanitation 10 10
4 Drinking water 16 16
5 All of the above 30 30
TOTAL 100 100
ANALYSIS
From the table, it is demonstrated that, 26% of the workers reacted for lighting,18% of
respondents responded as ventilation, 10% respondents responded sanitation, 16
%employees respondents responded drinking water, 30% members responded of all the
above.
Graph-2
INTERPRETATION
The above chart shows that 30% of employees are satisfied with the all welfare facilities
0
5
10
15
20
25
30
35
Lighting Ventilation Sanitation Drinking water All of the above

55. Table-3
3) Table showing whether the working condition is clean and safety
SI.NO factors No. of respondents Percentage
1 Yes 94 94
2 No 6 6
Total 100 100
ANALYSIS
From the above table 94% members among the 100% respondents are given the working
condition clean and safety, reaming 6 %members they respondents given no the working
condition not clean and safety.
Graph-2
INTERPRETATION
From the above diagrams we can decipher that 94% representatives are profoundly
fulfilled working condition clean and safety, when working condition good employees
can be do the work better and good.
0
10
20
30
40
50
60
70
80
90
100
Yes no

56. Table -4
4) Table showings options about transport facilities
SI NO Choices No. Of Respondents Percentage
1 Highly satisfied 31 31
2 Satisfied 56 56
3 Dissatisfied 13 13
TOTAL 100 100
ANALYSIS
From the above table out of 100 %respondents 31% of the respondents are saying that
they provided transport facilities is greatly fulfilled. 56% of the respondents are saying
fulfilled and remaining 13% of the respondents are maxim we are dissatisfy with the
transport facilities.
Graph-4
INTERPRETATION
From the top of chart show the 56% of employees are the satisfied with transport facility
0
10
20
30
40
50
60
Highly satisfied Satisfied Dissatisfied
Highly satisfied Satisfied Dissatisfied

57. Table-5
5) Do you have canteen facilities in your organization
SL NO Choices No. Of Respondents Percentage
1 Yes 100 100
2 No 0 0
Total 100 100
ANALYSIS
From the above table 100% respondents; all are saying company is not providing canteen
facilities to the employees.
Graph-5
INTERPRETATION
The above Chart explained that, out of 100% respondents, all are saying the company
was provided canteen facility in a company.
0
20
40
60
80
100
120
Yes No
Yes No

58. Table-6
6) Table presentation how is security imported to employees
SI NO Choices No. Of Respondents Percentage
1 POSTERS 34 34
2 SLOGANS 18 18
3 SAFETY FILMS 22 22
4 SIGN BOARDS 26 26
Total 100 100
ANALYSIS :-
From the top of table 100%, Respondents 34% employees felt safety important to
employees, 18% individuals gives slogans, 22% employees given safety films, 26
%employees respondents sign boards.
Graph-6
Graph showing how is safety imported to employees
ANALYSIS:-
By the above chart is explain that 34% of employees are satisfied with the posters
0
5
10
15
20
25
30
35
40
Posters Slogans Safety films Sign boards
series 1 Column1

59. Table-7
7) Table showing have you contact with welfare officers
SI.NO Options No. Of Respondents Percentage
1 Yes 83 83
2 No 17 17
Total 100 100
ANALYSIS
From the above table, 83% employee‟s respondents to that they are contact with the
welfare officers and 17 %employees out of 100 % members in the organization they
cannot be contact with the welfare officers
Graph-7
Graph showing the employees contact with welfare officers
INTERPRETATION
From the above graphs we can concluded that, most of the employees states that the
company can be meet the welfare officers, some members never contact with the welfare
officers.
0
10
20
30
40
50
60
70
80
90
Yes No
Yes No

60. Table-8
8) Table shows employees satisfied with the working timing
SI.NO Options No. Of Respondents PERCENTAGE
1 Highly satisfied 30 30
2 Satisfied 42 42
3 Dissatisfied 28 28
4 Neutral - -
Total 100 100
ANALYSIS
From the above table 30% of the Respondents of highly Satisfied, and 42% of the
respondents of happy with the employees working timings, 22% of employees
respondents to dissatisfied with the working timing, no one selected neutral
Graph-8
INTERPRETATION
From the above chart it can be gathered that greater part of the respondents feels so many
members satisfied with organization working timing, some members can be highly
satisfied with working timings, reaming employees given not satisfied with timings. No
one given neutral answer
0
5
10
15
20
25
30
35
40
45
Highly satisfied Satisfied Dissatisfied Neutral

61. .Table-9
9) Table showing the organization provides leave facilities according to statutory
provisions
SI No Option No. Of Respondents Percentage
1 Highly satisfied 57 57
2 Satisfied 38 38
3 Dissatisfied 5 5
4 Neutral 00 00
TOTAL 100 100
ANALYSIS
From the above table 57% members given respondents to highly satisfied about
organization provides leave facilities to the employees, and 38% employees responded to
satisfied the statutory provisions and reaming 5% employees responded to dissatisfied
with organization leaves facilities.
Graph-9
INTERPRETATION
From the above the graph shows to most of the 57% of employees responded to highly
satisfied the organization leave facilities to statutory provisions.
0
10
20
30
40
50
60
Highly satisfied Satisfied Dissatisfied Neutral

62. Table-10
10) Table showing does the company take safety measures for employee‟s safety
SI NO Options No. Of Respondents Percentage
1 Yes 93 93
2 No 7 7
Total 100 100
INTERPRETATION
From the above table majority of respondents is yes company can take safety measures in
the organization some members cannot be taken safety measures in the organization.
Graph-10
ANALYSIS
In the above chart is showing that 93%employees respondents to company can be
taken welfare measures reaming 7% employees say that not taken safety measures.
0
10
20
30
40
50
60
70
80
90
100
Yes No
Yes No

63. Table-11
11) Table shows what the allowances are paid by your company
SI.NO Options No. Of Respondents Percentage
1 Bonus 83 83
2 Vehicle 5 5
3 Medical 12 12
Total 100 100
ANALYSIS:-
Above the table Show that company can be providing allowance to the employees. The
83%of employee‟s respondents to bonus allowance
Graph-11
Graph shows company can providing allowance to the employees
INTERPRETATION
Graph shows that 83% of employee says that company providing bonus to the employees
0
10
20
30
40
50
60
70
80
90
Bonus Vehicle Medical
Bonus Vehicle Medical

64. Table-12
12) Table shows is the work place regularly cleaned
SI.NO Options No. Of Respondents Percentage
1 Highly Satisfied 25 25
2 Satisfied 59 59
3 Dissatisfied 10 10
4 Highly dissatisfied 06 06
Total 1000 100
ANALYSIS
From the above table among 100 %%employees 25% members highly satisfied working
place clean and 59 %employees respondents to satisfied with working place clean, 10%
members cannot be satisfied with organization working condition, reaming members says
they are highly dissatisfied.
Graph-12
Interpretation:
The graph shows that working place regularly cleaned 59% of employees are satisfied
0
10
20
30
40
50
60
70
Highly satisfied Satisfied Dissatisfied Highly dissatisfied
Highly satisfied Satisfied Dissatisfied Highly dissatisfied

65. Table-13
13) Table shows the top managers interact with you
SI.NO Option No. Of Respondents Percentage
1 Yes 83 83
2 No 17 17
Total 100 100
ANALYSIS:-
From the above table out of 100% Respondents, 83% of the top managers interact with
the employees, remaining 17 % employees saying not interact.
Graph-13
INTERPRETATION
Graph shows the top manager can be meet with employees, 83% of employees saying
YES
0
10
20
30
40
50
60
70
80
90
Yes No
Yes No

66. Table-14
14) Table shows do the welfare measures help in solves the problems faced by
employees
SL.NO
Options No. Of Respondents Percentage
1 Always 25 25
2 Sometimes 75 75
3 Never 0 0
4 No opinion 0 0
Total 100 100
Graph 14
INTERPRETATION
From the above chart shows that welfare measure help in solve the problems faced by the
employees 75% employees saying some time.
0
10
20
30
40
50
60
70
80
Always Sometimes Never No opinion
Always Sometimes Never No opinion

67. Table-15
15) The table Showing the opinion towards the safety and welfare measures
provided
SI.NO Option No. Of Respondents Percentage
1 Excellent 83 83
2 Good 17 17
3 Bad 0 0
Total 100 100
ANALYSIS
Table shows above 83% employees respondents to excellent opinion towards the safety
and wellbeing actions provide in the business, and remaining 17% employees says good
opinion given to the safety and welfare measures.
Graph-15
INTERPRETATION
The Graph shows that safety and measures provided to employees, the 83% employees
are saying excellent.
0
10
20
30
40
50
60
70
80
90
Excellent Good Bad

68. Table-16
Above the table shows the do you thing is correlation between employees performance
and impact of employees safety and welfare measures
SL NO Options No .Of Respondents Percentage
1 Yes 97 97
2 No 3 3
Total 100 10
ANALYSIS:-
From the above table out of 100% Respondents, 97 % of the employees can be says about
correlation between employees performance and impact of employees safety and welfare
measures, 3% respondents no correlation about safety and welfare.
Graph-16
INTERPRETATION
Above the graph shows the 97% of employee‟s response given to there is correlation
between employee‟s performance and impact of employees safety and welfare measures.
0
20
40
60
80
100
120
Yes No

69. Table 17:
Table showing the employees opinion regarding whether performance appraisal
needs to be followed by performance counseling to indicate areas of improvements
in the organization.
Particulars No of Respondents Percentage
Yes 74 74%
No 26 26%
Total 100 100%
Analysis: The table shows that the opinion of the employees regarding performance
appraisal needs to be followed by performance counseling to indicate areas of
improvements in the organization where around 74% of the respondent agree and 26% of
respondent did not agree.
Graph 17:
Graph showing the employees regarding performance appraisal needs to be
followed by performance counseling to indicate areas of improvements in the
organization.
Interpretation: It can be inferred from the above graph that most of the respondents said
that performance appraisal needs to be followed by performance counseling to indicate
areas of improvements in the organization so that employees can performance better
more efficiently.
74
26
0
10
20
30
40
50
60
70
80
yes no
yes
no

70. Table 18:
Table showing the opinion regarding the work accomplishments recognized during
performance appraisal.
Particulars No of Respondents Percentage
Yes 90 90%
No 10 10%
Total 100 100%
Analysis: The table shows that the opinion regarding the work accomplishments
recognized during performance appraisal where around 90% of the respondents agree and
10% of the respondents did not agree.
Graph 18:
Graph showing the opinion regarding the work accomplishments recognized during
performance appraisal.
Interpretation: It can be inferred from the above graph that most of the respondents said
that the work accomplishments are recognized during performance appraisal.
90
10
0
10
20
30
40
50
60
70
80
90
100
yes no
Series1

71. Table 19:
Table showing the opinion regarding the importance of training in improving
performance management system.
Analysis: The table shows that the opinion regarding the training is important in
improving the performance management system in the organization where around 72% of
the respondents agree and 28% of the respondents did not agree
Graph 19:
Graph showing the opinion regarding the training is important in improving
performance management system.
Interpretation: It can be inferred from the above graph that most of the respondents
agree that the training for the employee are very important in improving the performance
of the industry and that of the organization.
72
28
0
10
20
30
40
50
60
70
80
yes no
Particulars No of Respondents Percentage
Yes 72 72%
No 28 28%
Total 100 100%

72. Table 20: Table showing the opinion regarding the effectiveness in documentation
of performance appraisal to enable to present your ideas and facts that’s closest to
reality in the organization
Particular No of Respondents Percentage
Excellent 64 64%
Very good 22 22%
Good 10 10%
Satisfactory 4 4%
Unsatisfactory 0 0%
Total 100 100%
Analysis: The table shows that the effectiveness in documentation of performance
appraisal to enable to present your ideas and facts that‟s closest to reality in the
organization where around 64% of the respondents agree excellent , 11% of the
respondents agree very good, 10% of respondents agree good and 4% of the respondents
agree that its satisfactory regarding
Graph 20 : Graph showing the opinion regarding the effectiveness in documentation
of performance appraisal to enable to present your ideas and facts that’s closest to
reality in the organization
Interpretation: It can be inferred from the above graph that majority of the respondents
agree that the effectiveness in documentation of performance appraisal to enable to
present your ideas and facts that‟s closest to reality in the organization is very good. In
the organization all the relevant data are well maintained in the proper format and
documented accordingly to have systematic process.
64
22
10
4
0
0
10
20
30
40
50
60
70
Excellent Very good Good Satisfactory Unsatisfactory

73. Table 21:
Table showing the opinion of the satisfaction
Sl.No Statement
Strongly
agree
Agree
Neither
agree
nor
disagree
Disagree
Strongly
disagree
1
I am satisfied
with the current
performance
appraisal system
55 22 15 5 3
2
Performance
appraisal makes
me better
understand what
I should be doing
45 28 18 7 2
3
I clearly
understand the
purpose of
performance
appraisal
62 26 8 3 1
4
Performance
appraisal system
helps identify
areas for
development
72 24 3 1
5
All the
information
obtained from PA
is confidential
48 27 16 5 4
6
Performance
review improves
job performance
63 27 8 2 0
7
Promotion is
based on the
performance
appraisal
82 15 2 1 0
overall
percentage 61 24.142857 10 3.42857143 1.428571429

74. Graph 21:
Graph showing the opinion of the following statements
Analysis & Interpretation:
From the above table and graphical representation we came to know respondents opinion
towards performances appraisal of Silver Spark Apparel Ltd. The most of the respondents
i.e., 61% employees are satisfied and 24% of the respondents are highly satisfied. 3% of
employees expressed neutral opinion and only 2% are dissatisfied by the performances
appraisal of Silver Spark Apparel Ltd. Finally I conclude that the Majority of respondents
are satisfied with the Performance held by the company.
61
24.14285714
10
3.428571429 1.428571429
0
10
20
30
40
50
60
70
Strongly agree Agree Neither agree
nor disagree
Disagree Strongly
disagree
overall percentage

75. Table 22:
Table showing the opinion regarding to the existing Performance Appraisal System
in the organization
Sl
no.
Range Satisfied
Highly
Satisfied
Neutral Dissatisfied
Highly
Dissatisfied
1 Strategic goal setting 72 23 3 1 1
2 Performance review 64 24 8 3 1
3
Performance appraisal
monitoring
84 12 3 1 0
4
Performance
assessment
52 33 12 3 0
5 Performance feedback 48 21 17 10 4
6
Perform to an
acceptable standards
56 21 14 8 1
7
Regular performance
appraisal system
meeting
67 19 8 3 3
8
Evaluate the
performance
47 28 15 8 3
9
Current performance
system is fair or
unbiased
43 32 15 6 4
10 Quality of work 75 15 5 3 2
overall percentage
60.8 22.8 10 4.6 1.9

76. Graph 22:
Graph showing the opinion regarding to the existing Performance Appraisal System
in the organization
Analysis & Interpretation:
From the above table and graphical representation we came to know respondents opinion
towards performance of Silver Spark Apparel Ltd. The most of the respondents i.e.,
60.8% employees are satisfied and 22.8% of the respondents are highly satisfied. 10% of
employees expressed neutral opinion and only 6% are dissatisfied by the performances
appraisal of Silver Spark Apparel Ltd. Finally I conclude that the Majority of respondents
are satisfied with the Performance held by the company.
60.8
22.8
10
4.6
1.9
0
10
20
30
40
50
60
70
Satisfied Highly Satisfied Neutral Dissatisfied Highly
Dissatisfied
overall percentage

77. Table 23:
Table showing the opinion regarding the various factors their influence the
performance Appraisal System
Sl
No
Range
Highly
Satisfied
Satisfie
d
Neutra
l
Dissatisfie
d
Highly
Dissatis
fied
1 Job knowledge and skills 58 23 10 5 4
2 Behavior and discipline 64 21 9 3 1
3
The performance ratings
were done periodically
72 27 1 0 0
3
Time and stress
management
82 12 3 3 0
4 Regularity 63 24 7 4 2
5 Punctuality 67 19 12 2 0
6 Product knowledge 57 22 13 6 2
7
Transfer ,demotion,
promotion dismissal based
on performance appraisal
53 27 17 3 1
8 Attendance 81 8 9 1 1
9 Customer service 93 3 3 1 0
10 Being motivated 73 12 8 5 2
11 Quality output 91 5 3 1 0
12 Organizational skills 63 18 10 7 2
13 Team work 58 22 14 5 1
overall percentage 75 18.6923 9.1538 3.5384615
1.2307
692