Airtech performance affraisal project airtec

A Study on Performance Appraisal
K.L.E KF Patil Institute of Business Administration, Ranebennur - 581115 Page 1
EXECUTIVE SUMMARY
The genesis of AIRTECH goes back to 1980, when a team of qualified engineers
established a small unit at Dharwad for the manufacture of Coventry Concentric
Chucks. The dynamism of the promoters and their desire to provide superior work
holding tools, not only ensured constant up gradation of the existing range based on
customer feedback, but also saw the introduction of new chucks and tools to match
the ever changing requirement of the metal cutting industry. So much so, today the
AIRTECH range of manual and power chucks is not only the widest in terms of
numbers but also exhaustive, in terms of applications catered to. Complimenting this
wide range of chucks is an equally impressive choice of rotary cylinders.
The main objectives of the study is to find out various welfare facilities provided at
the company, To understand the various Performance Appraisal measures adopted by
Grasim industries.
Mention the name AIRTECH to anyone associated with Indian Engineering and the
instant reaction will be 'quality work holding tools'. In less than 3 decades, AIRTECH
has become synonymous with the country's best chuck and work holding tools.
Performance Appraisal facilities is the extra benefits give to employee without any
reference to the specific includes canteen, create education, uniforms, now a day’s
employees have increased as the employees have become aware of it advantage it was
an opportunity to learn the practical aspects of industrial.
The problems faced by the industry can be observed with the help of questionnaire
and the analysis of same is carried out. The survey at KSEB showed an average
satisfaction level among the 50 employees. It can provide its employees with certain
more non-statutory welfare measure and benefits that they may help in increasing the
satisfaction level of employees.

TABLE OF CONTENTS
SL.
NO
CHAPTERS TOPIC PAGE NO
 EXECUTIVE SUMMARY
1 CHAPTER – 1  INTRODUCTION TO THE STUDY
 TITLE OF THE STUDY
 INDUSTRY PROFILE
2 CHAPTER – 2  COMPANY PROFILE
 PRODUCT PROFILE
3 CHAPTER – 3  THERIOTICAL REVIEW
4 CHAPTER – 4  DESIGN OF THE STUDY
5 CHAPTER – 5  DATA ANALYSIS AND
INTERPRETATION
6 CHAPTER – 6  FINDINGS
 SUGGESTION
 CONCLUSION
7 CHAPTER-7  ANNEXURE
 BIBLIOGRAPHY

INTRODUCTION TO THE STUDY
TITLE OF THE PROJECT
INDUSTRY PROFILE
CHAPTER - 1

INTRODUCTION TO THE STUDY
Performance Appraisal is the systematic evaluation of the performance of employees
and to understand the abilities of a person for further growth and development.
Performance appraisal is generally done in systematic ways which are as follows:
1. The supervisors measure the pay of employees and compare it with targets and
plans.
2. The supervisor analyses the factors behind work performances of employees.
3. The employers are in position to guide the employees for a better performance.
MEANING:
A performance appraisal is a systematic general and periodic process that assesses
an individual employee's job performance and productivity in relation to certain pre-
established criteria and organizational objectives.
DEFINITION:
The process by which a manager or consultant (1) examines and evaluates an
employee's work behavior by comparing it with preset standards, (2) documents the
results of the comparison, and (3) uses the results to provide feedback to the employee
to show where improvements are needed and why. Performance appraisals are
employed to determine who needs what training, and who will be promoted, demoted,
retained, or fired.
TITLE OF THE PROJECT
“A STUDY ON PERFORMANCE APPRAISAL AT AIRTECH
INDUSTRY DHARWAD.”

INDUSTRY PROFILE
QUALITY
The entire production process is conducted within a Total Quality Management to
ensure a blemish free product range. We follow all the relevant international quality
norms and standards during the production process to ensure zero- defect production.
Further, we are assisted by our technically advanced computer aided machinery
equipment and team of experienced engineers, who closely monitor the quality
specifications at every level of production. Our potent grade in-house testing
laboratories ensure uninterrupted and effective quality control process till to the final
delivery of the consignment. We feel pride in our ability of delivering high
international quality standard, durable and high reliable end products to the customers
as per their specific requirements.
QUALITY ASSURANCE
To ensure fault and blemish free industrial products range, we are following relevant
global quality standards and norms. Our company has been assisted with technically
developed computer aided equipments and experienced team of engineers to examine
quality specification. Our strong testing laboratories make sure uninterrupted and
effective QC process till the last delivery of consignment. Rigorous test are applied by
our experts on various parameters in order to ensure imperfection delivery of these
products.
CLIENT SATISFACTION
Satisfaction of our clients is the paramount consequence for the success of any
company and we are struggling to achieve it with the combine effort of our
experienced team. We are providing best quality products that have been checked
over various parameters with a view to serve accurate products without any
imperfection. Timely delivery and high quality of our products help our customers to
do frequent business with our company.

Airtech Industries
OUR SERVICES
Being top notch Service Provider of Air Conditioning Solution, we are highly
welcomed by our valued patrons for the brilliance and toughness of our services. We
ensure consistent support and innovative solutions for business upgrading and
satisfaction of our clients. Our customized design and timely delivery help us in
achieving maximum requirements of our patrons.
Owing to the quality of our services, we have been able to win the trust of large
numbers of customers. Some of our renowned services in various sectors are as
follows:
Air Conditioning Services PUF Insulation
Industrial Chillers Glass Wool Insulation
Screw Chillers Rock Wool Insulation
York Chiller
Air Cooled Chillers Clean Rooms
Water Cooled Chillers
Industrial Chillers Air Conditioner
Vapour Absorption Chilling System Air Handling Unit
Hot Insulation Single Skin Care Air Handling Unit
Air Handling Unit
 Air Conditioning Services
 York Chiller
 Screw Chillers
 Industrial Chillers
 Air Cooled Chillers
 Water Cooled Chillers
 Vapour Absorption Machine

AWARDS AND ACHIEVEMENTS
Year Awards and Achievements
1995 Award for outstanding contribution in the field of labors relations
by IMC, Mumbai.
1998
Certificate conferred on the unit of implementing Environmental
Management system [EMS] in accordance with ISO 14001
standards by RU L TUV, Germany.
2000 The Aditya Birla Group Award for the Manufacturing Excellence
[Bronze Medal].
2001
Certificate conferred on the unit of implementing Quality
Manufacturing System in accordance with[150 900/2000 revised
standards by RUL TUV, Germany
2001 A certificate for obtaining ISO 9001 certification.
2001
Certificate conferred on the unit of implementing Health and
Safety Management System [OHSMS] in with OHSAS: 18001
standards by RULlUN, Germany
2002
Environment Protection case study ranked 2nd out of 88 aspirants
as national level by TERI and published in financial express of 4th
April 2002.
2004 Winner of WCM group worldwide regional competition
2006
1-Greentech environmental excellence award by Greentech
foundation.
2-young achiever award to Mr.Rakesh Jha from the Aditya Birla
2007
IMC Ramakrishna Bajaj national quality special award for
performance excellence 2007 in the manufacturing category.
2009
Environmental best practices award 2011 for the project use of
Biogas in limekilns to reduce furnace oil consumption.
2010
Ranked 2nd for best corporate governance practices in Asia –
specific IR Global rankings also ranked best company in corporate.
2011 Fobs magazine ranks Grasim at 1,380 in its listing of the Forbes
2000 best companies .

COMPANY PROFILE
PRODUCT PROFILE
CHAPTER – 2

COMPANY PROFILE
Established in the year 1979, we,”Airtech India Private Limited", are an organization
engaged in manufacturing, supplying and exporting a quality range of Industrial
Equipment. Our product range includes Centrifugal Blower, Bag House / Pulse Jet
Filter, Cyclone Separator, Multi-cyclones, Wet & Dry Scrubber, Wet/Dry Spray
Booth for Painting, Drying Ovens etc. Our offered products are developed at par with
the set industry standards, these equipments are known for their excellent
performance, easy installation and low maintenance. We exports in Middle East
Countries.
Based at Hosur, India, we have set-up advanced manufacturing plant, which is close
to Bangalore Airport as well as to Chennai Seaport. The use of most latest and
advanced technology enables us to execute all the challenging projects of our clients
with excellence and adhering to market standards. Realizing our responsibility
towards society, we have seen that global-warming threats are major issue that needs
to be taken care off.
Under the guidance of "Mr. R Sakthi Mohan", we have been able to achieve such a
remarkable place in the market. Our core strengths are Customization needs,
competitive prices, on time delivery etc.

Basic Information
Nature of Business Manufacturer
Additional Business
Exporter
Trader
Importer
Supplier
Company CEO R. Sakthi Mohan
Key Customers
Cipla
Hyundai
Flakt Woods
Saint Gobain
Delphi
Total Number of Employees 55 People
Year of Establishment 1979
Legal Status of Firm Private Ltd. Co. Registered under Indian Companies Act 2013
Promoter Ms. R. Synthia
Annual Turnover Rs. 10 - 25 Crore
Trade & Market
Export Percentage upto 20%
Infrastructure
Location Type URBAN
Building Infrastructure Permanent
Size of Premises 60170 square feet
Space Around Front porch

Company USP
Provide after Sales Support Installation Training
Primary Competitive Advantage
Experienced R & D Department
Good Financial Position & TQM
Large Production Capacity
Provide Customized Solutions
Quality Measures / Testing Facilities Yes

Values
We provide an example to the business and civic community by our ethical standards
and mutual trust.
We create a spirited, mutually supportive organization with integrity, flexibility and
excellence. This results in employee dedication, enjoyment, fulfillment, personal
growth and confidence, while maintaining a balance between a successful career and
personal life.
Compliance of our products & systems with stated norms.
Vision
“A world-class Engineering Organization committed to fulfill environmental needs of
different spectrum of industries”.
Mission
“We use innovation to create and provide high-quality, energy efficient products and
services that meet the needs of all industries at cost-effective prices. As a dynamic
team we recognize change is essential to continue to satisfy our customers' needs”.
Applications
An array of customized applications to suit various dust / fumes generating processes
is efficiently conceived and commissioned by us. The mechanism of extractions, type
of treatment, dust disposal, and all the associated mechanisms are designed to suit the
process, in full compliance with pollution control standards. We have proven results
in successfully executing systems for a diverse range of industries, such as
Automobile, Engineering / Foundry, Ceramics / Abrasives, Food Processing,
Precision, Engineering / Electronic, Pharmaceutical / Bulk Drugs, Battery / Chemical
industry.

Our Team
Boasting by the hassle-free working environment, our professionals work to attain
maximum customer approval and satisfaction. Eyes for details, experience and
knowledge of our professionals, has helped us in catering to the precise needs of our
clients in the most efficient manner.
A brief profile of our Directors provides the testimonial to all of this and more:
Mr. Chandrasekaran N(Director- R & D) An engineer with a Masters in design from
IISc, Bangalore
He has more than 40 years of experience
in design and product development
Has worked for various reputed Indian
industries like L&T and BEML
Proudly representing India on various
environmental missions, his professional
commitments have taken him all over the
world
The mentor of CK Airtech, he founded
this company in 1979 driven by a passion
to serve society on environmental issues
His extensive knowledge of fan design
resulted in energy efficient fans
He heads our design, quality control and
costing team
Mr. Sakthi Mohan R(Director- Marketing) An Engineer with wide experience in
marketing and finance projects, and has
more than 15 years of industrial
experience
Employed with reputed engineering
consultants, he has successfully executed
projects on time with multinationals and
reputed Indian companies
Avidly setting and achieving goals, he
leads our marketing and financial activities

Mr. Saravanan V.(Director-
Manufacturing)
An Engineer, he heads the manufacturing
division and has been actively involved in
productivity management, vendor
development, and supply chain and quality
systems
His experience in process control and
fabrication helps CK Airtech deliver
quality products on time, every time
Being a reputed organization, we ensure to manufacture and export unmatched quality
range of products to our clients. Our Industrial Equipment is offered in customized
forms to suit various dust / fumes generating processes. The equipment are also
efficiently conceived and commissioned by us. All types of associated mechanisms
are designed such as extractions, type of treatment, dust disposal, in tandem with the
pollution control standards.
Services We Offer
Our experts effortlessly provide solutions for every kind of requirement with the
appropriate selection of equipments, airflow requirements, filter media and other
design parameters including duct design. We offer a whole range of comprehensive
turnkey solutions that include initial survey, site assessment, design, manufacture,
installation and commissioning gives the company that extra edge. Collaborating with
eminent project consultants and engineering companies, we are able to ensure expert
technical solutions and continuous improvements. Whatever the application requiring
a custom built system, CK Airtech can give you the assurance of the best possible
solution for every customer requirement.
From concept through commissioning and manufacturing of equipment till after sales
service, we cover the entire gamut of services to provide a one-stop solution for our
clients' needs.

PRODUCT PROFILE
Products and services offered by the company:
Power Chucks
 Close Center Power Chuck
 Open Center Power Chuck
 Collet Chuck
 Stationary Power Chuck
 Pull Grip Chuck
 Ball Fulcrum Power Chuck
 Eccentric Compensating Chuck
Special Chucks
 Auto Indexing Chuck
 Manual Indexing Chuck
2+2+2 Chuck
 Front Operated Self Contained Chuck
 Diaphragm Chuck
 Face Clamping Chuck
 Bevel Gear Chuck
Manual Chucks
Coventry Concentric Chucks
Jaws
 Chuck Jaws
 Special Jaws
 Floating Jaws
Large Dia. Chucks
 Power Chuck
 Combination Chuck
 Face Plate
 Box Jaws
 Independent Chucks
Rotary Cylinders
 Open Center Cylinder
 Close Center Cylinder
 Hyd. Close Center Long Stroke Cylinder
 Pneumatic Cylinder

Products and services
 Viscose staple fibre (VSF)
 Grey cement
 White cement
 Fertilizers
 Chemicals
 Mining
 Fatty Alcohol/Fatty Acids
 Insulators
 Software
 BPO
 Finance and Insurance
 Retail
 Sponge iron and
 Textiles.

THEORETICAL REVIEW
CHAPTER – 3

PERFORMANCE APPRAISAL MEASURE CONCEPT
A performance appraisal (PA) also referred to as a performance review; performance
evaluation, (career) development discussion, or employee appraisal is a method by
which the job performance of an employee is documented and evaluated. Performance
appraisals are a part of career development and consist of regular reviews of
employee performance within organizations.
Main Features
A performance appraisal is a systematic general and periodic process that assesses an
individual employee's job performance and productivity in relation to certain pre-
established criteria and organizational objectives. Other aspects of individual
employees are considered as well, such as organizational citizenship behavior,
accomplishments, potential for future improvement, strengths and weaknesses, etc.
To collect PA data, there are three main methods: objective production, personnel,
and judgmental evaluation. Judgmental evaluations are the most commonly used with
a large variety of evaluation methods. Historically, PA has been conducted annually
(long-cycle appraisals); however, many companies are moving towards shorter cycles
(every six months, every quarter), and some have been moving into short-cycle
(weekly, bi-weekly) PA. The interview could function as "providing feedback to
employees, counseling and developing employees, and conveying and discussing
compensation, job status, or disciplinary decisions". PA is often included
in performance management systems. PA helps the subordinate answer two key
questions: first, "What are your expectations of me?" second, "How am I doing to
meet your expectations?"
Performance management systems are employed "to manage and align" all of an
organization's resources in order to achieve highest possible performance."How
performance is managed in an organization determines to a large extent the success or
failure of the organization. Therefore, improving PA for everyone should be among
the highest priorities of contemporary organizations".

Some applications of PA are compensation, performance improvement, promotions,
termination, test validation, and more.[12] While there are many potential benefits of
PA, there are also some potential drawbacks. For example, PA can help facilitate
management-employee communication; however, PA may result in legal issues if not
executed appropriately, as many employees tend to be unsatisfied with the PA
process. PAs created in and determined as useful in the United States are not
necessarily able to be transferable cross-culturally.
Applications of Results
A central reason for the utilization of performance appraisals (PAs) is performance
improvement ("initially at the level of the individual employee, and ultimately at the
level of the organization"). Other fundamental reasons include "as a basis for
employment decisions (e.g. promotions, terminations, transfers), as criteria in research
(e.g. test validation), to aid with communication (e.g. allowing employees to know
how they are doing and organizational expectations), to establish personal objectives
for training" programs, for transmission of objective feedback for personal
development, "as a means of documentation to aid in keeping track of decisions and
legal requirements" and in wage and salary administration. Additionally, PAs can aid
in the formulation of job criteria and selection of individuals "who are best suited to
perform the required organizational tasks". A PA can be part of guiding and
monitoring employee career development. PAs can also be used to aid in work
motivation through the use of reward systems.
Potential Benefits
There are a number of potential benefits of organizational performance management
conducting formal performance appraisals (PAs). There has been a
general consensus in the belief that PAs lead to positive implications of organizations.
Furthermore, PAs can benefit an organization’s effectiveness. One way is PAs can
often lead to giving individual workers feedback about their job performance. From
this may spawn several potential benefits such as the individual workers becoming
more productive.

Other potential benefits include:
 Facilitation of communication: communication in organizations is considered an
essential function of worker motivation. It has been proposed that feedback from
PAs aid in minimizing employees’ perceptions of uncertainty. Fundamentally,
feedback and management-employee communication can serve as a guide in job
performance.
 Enhancement of employee focus through promoting trust: behaviors, thoughts,
and/or issues may distract employees from their work, and trust issues may be
among these distracting factors.
 Such factors that consume psychological energy can lower job performance and
cause workers to lose sight of organizational goals. Properly constructed and
utilized PAs have the ability to lower distracting factors and encourage trust
within the organization.
 Goal setting and desired performance reinforcement: organizations find it
efficient to match individual worker’s goals and performance with organizational
goals. PAs provide room for discussion in the collaboration of these individual
and organizational goals.
 Collaboration can also be advantageous by resulting in employee acceptance and
satisfaction of appraisal results.
 Performance improvement: well constructed PAs can be valuable tools for
communication with employees as pertaining to how their job performance
stands with organizational expectations.
 "At the organizational level, numerous studies have reported positive
relationships between human resource management (HRM) practices" and
performance improvement at both the individual and organizational levels.
 Determination of training needs: “Employee training and development are crucial
components in helping an organization achieve strategic initiatives”.
 It has been argued that for PAs to truly be effective, post-appraisal opportunities
for training and development in problem areas, as determined by the appraisal,
must be offered. PAs can especially be instrumental for identifying training needs
of new employees. Finally, PAs can help in the establishment and supervision of
employees’ career goals.

Potential Complications
Despite all the potential advantages of formal performance appraisals (PAs), there are
also potential drawbacks. It has been noted that determining the relationship between
individual job performance and organizational performance can be a difficult task.
Generally, there are two overarching problems from which several complications
spawn. One of the problems with formal PAs is there can be detrimental effects to the
organization(s) involved if the appraisals are not used appropriately. The second
problem with formal PAs is they can be ineffective if the PA system does not
correspond with the organizational culture and system.
Complications stemming from these are:
 Detrimental to quality improvement: it has been proposed that the use of PA
systems in organizations adversely affect organizations’ pursuits of quality
performance.
 It is believed by some scholars and practitioners that the use of PAs is more than
unnecessary if there is total quality management.
 Subjective evaluations: Traditional performance appraisals are often based upon a
manager's or supervisor's perceptions of an employee's performance and
employees are evaluated subjectively rather than objectively.
 Therefore the review may be influenced by many non-performance factors such
as employee 'likeability', personal prejudices, ease of management, and/or
previous mistakes or successes. Reviews should instead be based on data-
supported, measurable behaviors and results within the performer’s control.
 Negative perceptions: "Quite often, individuals have negative perceptions of
PAs". Receiving and/or the anticipation of receiving a PA can be uncomfortable
and distressful and potentially cause "tension between supervisors and
subordinates".
 If the person being appraised does not trust their employer, appraiser or believe
that they will benefit from the process it may become a "tick box" exercise.
 Errors: Performance appraisals should provide accurate and relevant ratings of an
employee’s performance as compared to pre-established criteria/goals (i.e.
organizational expectations).
 Nevertheless, supervisors will sometimes rate employees more favorably than that
of their true performance in order to please the employees and avoid conflict.

Improvements
Although performance appraisals can be so easily biased, there are certain steps that
can be taken to improve the evaluations and reduce the margin of errors through the
following:
 Training - Creating an awareness and acceptance in the people conducting the
appraisals that within a group of workers, they will find a wide range in difference
of skills and abilities.
a) Providing Feedback to Raters - Trained raters provide managers who
evaluated their subordinates with feedback, including information on ratings
from other managers. This reduces leniency errors.
 Subordinate Participation - By allowing employee participation in the evaluation
process, there is employee-supervisor reciprocity in the discussion for any
discrepancies between self ratings and supervisor ratings, thus, increasing job
satisfaction and motivation.
Opposition
Not everyone is in favor of formal performance appraisal systems. Many employees,
especially those most affected by such ratings are not very enthusiastic about them.
There are many critics of these appraisals including labor unions and managers.
Labor Unions
Labor unions represent 11% (7% in the private sector) of the work force in the United
States. In some cases they may require that seniority be taken as one of the main
criteria for promotion. However, length of job experience may not always be a
reliable indication of the ability to perform a higher level job. That is why some
employers give senior people the first opportunity for promotion, but the employer
may seek to further qualify the employee for that promotion because of their abilities
(not solely because of length of service). Performance appraisals may provide a basis
for assessment of employee merit as a component of these decisions.

Managers
Managers who have had unsatisfactory experiences with inadequate or poorly
designed appraisal programs may be skeptical about their usefulness.
 Some managers may not like to play the role of a judge and be responsible for the
future of their subordinates.
 They may be uncomfortable about providing negative feedback to the employees.
 This tendency can lead them to inflate their assessments of the workers’ job
performance, giving higher ratings than deserved.
Conduct
Human resource management (HRM) conducts performance management.
Performance management systems consist of the activities and/or processes embraced
by an organization in anticipation of improving employee performance, and therefore,
organizational performance. Consequently, performance management is conducted at
the organizational level and the individual level. At the organizational level,
performance management oversees organizational performance and compares present
performance with organizational performance goals. The achievement of these
organizational performance goals depends on the performance of the individual
organizational members. Therefore, measuring individual employee performance can
prove to be a valuable performance management process for the purposes of HRM
and for the organization. Many researchers would argue that "performance appraisal
is one of the most important processes in Human Resource Management".
Methods of collecting data
There are three main methods used to collect performance appraisal (PA) data:
objective production, personnel, and judgmental evaluation. Judgmental evaluations
are the most commonly used with a large variety of evaluation methods.

 Objective Production
The objective production method consists of direct, but limited, measures such as
sales figures, production numbers, the electronic performance monitoring of data
entry workers, etc. The measures used to appraise performance would depend on the
job and its duties. Although these measures deal with unambiguous criteria, they are
usually incomplete because of criterion contamination and criterion deficiency.
Criterion contamination refers to the part of the actual criteria that is unrelated to the
conceptual criteria In other words; the variability in performance can be due to factors
outside of the employee’s control. Criterion deficiency refers to the part of the
conceptual criteria that is not measured by the actual criteria. In other words, the
quantity of production does not necessarily indicate the quality of the products. Both
types of criterion inadequacies result in reduced validity of the measure. Regardless of
the fact that objective production data is not a complete reflection upon job
performance, such data is relevant to job performance.
 Happy-Productive Worker Hypothesis
The happy-productive worker hypothesis states that the happiest workers are the most
productive performers, and the most productive performers are the happiest
workers. Yet, after decades of research, the relationship between satisfaction and job
performance produces only a weak positive correlation. Published in 2001
by Psychological Bulletin, a meta-analysis of 312 research studies produced an
uncorrected correlation of 0.18. This correlation is much weaker than what the happy-
productive worker hypothesis would predict.
 Personnel
The personnel method is the recording of withdrawal behaviors (i.e. absenteeism,
accidents). Most organizations consider unexcused absences to be indicators of poor
job performance, even with all other factors being equal; however, this is subject to
criterion deficiency. The quantity of an employee’s absences does not reflect how
dedicated he/she may be to the job and its duties. Especially for blue-collar jobs,
accidents can often be a useful indicator of poor job performance, but this is also
subject to criterion contamination because situational factors also contribute to
accidents. Once again, both types of criterion inadequacies result in reduced validity
of the measure.

 Judgmental evaluation
Judgmental evaluation appears to be a collection of methods, and as such, could be
considered a methodology. A common approach to obtaining PAs is by means of
raters. Because the raters are human, some error will always be present in the data.
The most common types of error are leniency errors, central tendency errors, and
errors resulting from the halo effect. Halo effect is characterized by the tendency to
rate a person who is exceptionally strong in one area higher than deserved in other
areas. It is the opposite of the Horns effect, where a person is rated as lower than
deserved in other areas due to an extreme deficiency in a single discipline. These
errors arise predominantly from social cognition and the theory in that how we judge
and evaluate other individuals in various contexts is associated with how we "acquire,
process, and categorize information".
An essential piece of this method is rater training. Rater training is the "process of
educating raters to make more accurate assessments of performance, typically
achieved by reducing the frequency of halo, leniency, and central-tendency
errors".[1]Rater training also helps the raters "develop a common frame of reference
for evaluation" of individual performance. Many researchers and survey respondents
support the ambition of effectual rater training. However, it is noted that such training
is expensive, time consuming, and only truly functional for behavioral assessments.

DESIGN OF THE STUDY
OBJECTIVES OF THE STUDY
SCOPE OF THE STUDY
METHODOLOGY OF THE STUDY
LIMITATION OF THE STUDY
CHAPTER – 4

OBJECTIVES OF THE STUDY
 To maintain records in order to determine compensation packages, wage
structure, salaries raises, etc.
 To identify the strengths and weaknesses of employees to place right men on
right job.
 To maintain and assess the potential present in a person for further growth and
development.
 To provide a feedback to employees regarding their performance and related
status.
SCOPE OF THE STUDY
Depending on the nature of the organization, the scope of performance review varies.
Commonly, however, the scope of performance review encompasses the following
aspects:
 Job performance—considers meeting goals and developing mutually decided
standards.
 Working relationships—this aspect focuses on maintaining professional
relationships with co-workers, subordinates, and managers.
 Core job skills—Emphasizes on the normative aspects of job, including its skill
and competencies.

RESEARCH METHODOLOGY
1. Primary Data Collection.
2. Secondary Data Collection.
1. Primary data was collected from various market instruments
like.
 Questionnaire
 Personal interviews
 Structured interviews
2. Secondary data it is collected trough more necessary information
that will help full solving the problem. It was collected from.
 Company profile
 Report
 Magazines, web sites and others publication.
STATEMENT OF PROBLEM
 There is no field of management that will not benefit from systematic and
purposeful research. The field of Performance Appraisals in great need of
systematic knowledge and sound principles. This is a new area, which has come
to this country after being successfully implemented in western manufacturing
units or sectors.
 A separate entity is needed within an organization in order to align the people
towards a common goal that is unified with the cooperation strategy unless
employees ask new questions they shall not get different results only the
companies that are high on performance as well as practice can become world
class. This is where Performance Appraisal cell appears. There is no end to
improvement and here Employee Welfares the next step towards manufacturing
excellence.
 Many of the organization in order to fulfill their objectives have instituted
various systems and programs. While constitution and implementation of systems
and program is important, it is also necessary to critically examine whether these
mechanisms are actually fulfilling objectives.

LIMITATION OF THE STUDY
A few limitations and constraints came in way of conducting the present study, under
which the researcher had to work are as follows:
 Although all attempts were made to make this an objective study, biases on the
part of respondents might have resulted in some subjectivity.
 Though, no effort was spared to make the study most accurate and useful, the
“sample Size” selected for the same may not be the true representative of the
Company, resulting in biased results.
 This being the maiden experience of the researcher of conducting study such as
this, the possibility of better results, using deeper statistical techniques in
analyzing and interpreting data may not be ruled out.

DATA ANALYSIS AND INTERPRETATION
CHAPTER – 5

The Table and graph showing the Employees Opinion as to the
purpose of Performance Appraisal
Performances Standards / Yardstick
TABLE NO : 1
Option Response Percentage
Yes 42 84%
No 8 16%
Total 50 100%
GRAPH NO: 1
INTERPRETATION:
From the above table and graph showing performance appraisal process in standard /
yard stick performance in 84% of the good agree of yes and 16% of the normally No
of the response is given the employees.
0
5
10
15
20
25
30
35
40
45
1 2
Yes

The table and graph showing the employees’ opinion as to the
present appraisal system
TABLE NO : 2
Option Responses Percentage
Fully Satisfied 1 2%
Satisfied 12 24%
Can't Say 22 44%
Dissatisfied 15 30%
Total 50 100%
GRAPH NO: 2
INTERPRETATION:
From the above table and graphs declare that the present opinion of employees are
normally satisfied the 24% and fully satisfied the 2% and dissatisfied the 30% of the
employee and cannot say the anything opinion of employees are 44% of the
employees.
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Fully Satified Satisfied Can't Say Dissatisfied
Series1

The Table and Graph Shows the Employee perception as to the
frequency of appraisal
TABLE NO: 3
Once During the Service
Period
1 2%
Continues 46 92%
Never 0 0%
Can't Say 3 6%
Total 50 100%
GRAPH NO: 3
INTERPRETATION:
From the above table and graph shows the frequency appraisal process in Continuous
process is 92% is there and one during the service period in process the only 2% and
other than 6% is can’t say anything the employees.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Once During
the Service
Period
Continuos Never Can't Say
Series1

The Table and Graph Shows the Gap between two appraisal
period
TABLE NO : 4
Quarterly 10 20%
Half Year 22 44%
Yearly 18 36%
Total 50 100%
GRAPH NO : 4
INTERPRETATION:
From the above table and graph showing the process of gap between two appraisal
process in response of the employees for required the half yearly 44% and 36% want
yearly gap for the employee and 20% employees for need 20%.
Quarterly Half Year Yearly
20%
44%
36%

The Table and Graph shows the who should do the appraisal
TABLE NO : 5
superior 12 24%
Peer 0 0%
Subordinate 0 0%
Self Appraisal 4 8%
Consultant 2 4%
All of the above 24 48%
Superior + Peer 8 16%
Total 50 100%
GRAPH NO : 5
INTERPRETATION:
From the above table and graph shows the process of doing appraisal process
in All of the above Result of response is got 48% and Superior and Peer got the result
is 16% and Only Superior got the 24% of appraisal and self appraisal got the 8%
result of response and 4% of the consultant responses.
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
24%
0% 0%
8% 4%
48%
16%
Series1

The table and Graph Shows the help in polishing skills and
performance area
Table No : 6
Yes 37 74%
No 5 10%
Somewhat 8 16%
Total 50 100%
Graph No : 6
INTERPRETATION:
If the process of appraisal does not lead to the improvement of the skills and
proficiency of the employees, the very purpose of appraisal becomes illogical. In the
survey conducted it was observed that nearly 74% of the respondents agree that
performance appraisal does leads to polishing the skills of the employees. Nearly 10%
of the respondents view that it does not serve this purpose and around 16% were not
able to respond as to whether it serve any such purpose or not.
Yes No Somewhat
74%
10%
16%

The Table and Graph shows the personal bias creeps –in while
appraising an employee
TABLE NO: 7
Yes 41 82%
No 9 18%
Total 50 100%
GRAPH NO: 7
INTERPRETATION:
In the process of appraising, both the parties are human being, that is, the one who is
being appraised and the other who is appraising, thus, there bound to be subjectivity
involved, be it an objective way of appraising.
Thus, when asked from among the sample size of 50 respondents, a huge as 82%
respondendets those personal biases do creep in while appraising an individual.
Hence, it is inevitable to say that personal linking do not come in the process of
appraisal. It is the extent to which the appraise manages it so that it does not become
very partial and bias.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Yes No
82%
18%

Appropriate method of conducting the performance appraisal
TABLE NO: 8
Ranking Method 6 12%
Paired Comparison 0 0%
Critical Incidents 10 20%
MBO 29 58%
Assessment Centre 2 4%
360 Degree 3 6%
Total 50 100%
Graph No : 8
INTERPRETATION:
From the above table and graph shows the process of appropriate conducting
performance appraisal MBO is got 58% appropriate and critical incidents is 20% and
ranking method is 12% in the process and 4% and 6% is Assessment center and 360
Degree of the performance appraisal.
0%
10%
20%
30%
40%
50%
60%

Does performance appraisal leads to identification of hidden
potential
TABLE NO: 9
Yes 48 96%
No 2 4%
Total 50 100%
GRAPH NO: 9
INTERPRETATION:
From the above table and graph shows the process of identification potential
performance in 96% of the respondents are potentially identify the hidden information
and remaining 4% respondents are cannot hidden the information.
0
10
20
30
40
50
1 2

The Table and Graph Showing the Opportunity Review of
Performance Appraisal
TABLE NO: 10
Yes 45 90%
No 5 10%
Can't Say 0 0%
Total 50 100%
GRAPH NO: 10
INTERPRETATION
From the above table and graph showing the process of opportunity review appraisal
requirements in most 90% opportunity will be providing and remaining 10% cannot
offered the opportunity.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Yes No Can't Say

FINDING
SUGGESTION
CONCLUSION
CHAPTER – 6

FINDINGS
 Organization goals majority of the respondents are aware about the statutory
and non statutory Performance Appraisal facilities provided at the company
 Medical and first aid facilities provided by the company are poor due to
improves maintenance of medicines and first aid facilities and very less
numbers of physicians
 Canteen facilities are good because the cleanness maintained, proper storage
of raw materials, food secured is nutritious quality and quantity of food
served is very good
 Majority of the respondents feels transport and parking facilities are good
rating safety provided by the company are satisfactory
 Rest room facilities maintenance and recreational facilities are good
satisfactory
 There is a provision of sufficient drinking water to the workers and the water
is easily accessible
 Ventilating lighting, temperature, seating arrangement, and cleanliness inside
the marketing and good
 Company provides safety equipments like glasses helmets, masks and shoes
etc.
 Overall satisfaction level of respondents is good as the company provides
majority of the primary welfare facilities its employee

SUGGESTIONS
After having analyzed the data, it was observed that practically there was no
appraisal in the organization. To be an effective tool, it has to be on the continuous
basis. This is the thing that has been mentioned time and again in the report, as, in
the absence of continuity, it becomes a redundant exercise. Before actually deciding
drafting what should be the kind of appraisal the following things should be taken
care of:
1. The very concept of performance appraisal should be marketed throughout the
organization. Unless this is done, people would not accept it, be it how
important to the organization.
2. To market such a concept, it should not start at bottom; instead it should be
started by the initiative of the top management. This would help in percolating
down the concept to the advantage of all, which includes the top management as
well as those below them. This means that the top management has to take a
welcoming and positive approach towards the change that is intended to be
brought.
3. Further, at the time of confirmation also, the appraisal form should not lead to
duplication of any information. Instead, detailed appraisal of the employee’s
work must be done – which must incorporates both the work related as well as
the other personal attributes that are important for work performance.
4. It should be noted that the appraisal form for each job position should be
different as each job has different knowledge and skill requirements. There
should not be a common appraisal form for every job position in the
organization.
5. The job and role expected from the employees should be decided well in
advance and that too with the consensus with them.
6. A neutral panel of people should do the appraisal and to avoid subjectivity to a
marked extent, objective methods should be employed having quantifiable data.
7. The time period for conducting the appraisal should be revised, so that the
exercise becomes a continuous phenomenon.
8. Transparency into the system should be ensured through the discussion about
the employee’s performance with the employee concerned and trying to find out
the grey areas so that training can be implemented to improve on that.

CONCLUSION
Performance Appraisal covers an ample field and connotes a state of wellbeing,
happiness satisfaction, protection and enlargement of human resource and also
enlargement of human resources and also helps to motivation of workers human
resource and also helps to motivation of workers.
After having analyzed the data, it was observed that practically there was no appraisal
in the organization. To be an effective tool, it has to be on the continuous basis. This
is the thing that has been mentioned time and again in the report, as, in the absence of
continuity, it becomes a redundant exercise. Before actually deciding drafting what
should be the kind of appraisal the following things should be taken care of:
Ideally in the present day scenario, appraisal should be done, taking the views of all
the concerned parties who have some bearing on the employee. But, since a change in
the system is required, it cannot be a drastic one. It ought to be gradual and a change
in the mindset of both the employees and the head is required.

ANNEXURE

QUESTIONNAIRE
Employee Name :___________________________________________
Department :___________________________________________
Age :___________________________________________
1. Employees Opinion as to the Purpose of Performance Appraisal
Performance standards / yardsticks
a) Yes
b) No
2. Awareness of technique of Performance Appraisal being followed at Grasim
Industry among Employees
a) Yes
b) No
3. Number of Employees being appraised during their service period
a) Yes
b) No
4. Employees’ opinion as to the present appraisal system
a) Fully Satisfied
b) Satisfied
c) Can’t Say
d) Dissatisfied
5. Employee perception as to the frequency of appraisal
a) Once During The Service Period
b) Continuous
c) Never
d) Can’t Say

6. If continuous appraisal – what should be the gap between two appraisal period
a) Quarterly
b) Half Yearly
c) Yearly
7. How Performance Appraisal affects the productivity of the employees
a) + Feedback
b) - Feedback
c) Neutral
8. Who should do the appraisal?
a) Superior
b) Peer
c) Subordinate
d) Consultant
e) All of the above
f) Superior + Peer
9. Does appraisal help in polishing skills and performance area?
a) Yes
b) No
10. Does personal bias creeps-in while appraising an employee
a) Yes
b) No
11. If given a chance, would employees like to review the current appraisal technique?
a) Yes
b) No
12. Appropriate method of conducting the performance appraisal
a) Ranking Method
b) Paired Comparison
c) Critical Incidents
d) MBO
e) Assessment Centre
f) 360 degree

13. Does performance appraisal leads to identification of hidden potential
a) Yes
b) No
14. Should the appraisal process be:
a) Once during the service period
b) Continuous
c) Never
d) Can’t Say
16. What in your opinion should be the time period of conducting continuous
Appraisal?
a) Quarterly
b) Half Yearly
c) Yearly
d) Any specific reason………………………………
17. Who in your opinion should appraise the employee?
a) Superior
b) Peer
c) Subordinates
d) Self Appraisal
e) Consultant
f) All of the above
18. Does the appraisal system helps in polishing the skills or performance area?
a) Yes b) No c) Somewhat
19. If given a chance or an opportunity would you like that the current appraisal
procedure should be reviewed?
a) Yes b) No c) Can’t Say
20. Does Performance Appraisal leads to identification of hidden potential of the
employees?
a) Yes b) No
Thank you, Date --/--/--

BIBLIOGRAPHY
 Website : www.airtechindia.com
 World class manufacturing: The Next Decade
- Richard J Schonberg.
 World class manufacturing : The lesion of simplicity applied
- Richard J Schonberg.
 Publisher
Harper Collins
Tyndale House

Airtech performance affraisal project airtec

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Airtech performance affraisal project airtec

Similar to Airtech performance affraisal project airtec (20)

Recently uploaded

Recently uploaded (20)

Airtech performance affraisal project airtec