A STUDY ON PERFORMANCE APPRAISAL IN GHANI HONDA PALAKKAD

MINI PROJECT
2011-2013

SUBMITTED BY

VIPINDAS.A
Under the Guidance of Mr. M.JEGANATHAN, MSc (Stat), PGDCA Ms. C.V. SUGANTHAMANI, MBE, M. Phil

GURUVAYURAPPAN INSTITUTE OF MANAGEMENT (AFFILIATED TO BHARATHIAR UNIVERSITY) COIMBATORE 641105

CONTENTS

1. INTRODUCTION 2. OBJECTIVES OF THE STUDY 3. DATA COLLECTION 4. RESEARCH METHODOLOGY 5. LIMITATION OF THE STUDY 6. ANALYSIS & FINDINGS 7. CONCLUSION

INTRODUCTION
In country like India the demand for two wheelers is high .Now a days most of the people have two wheelers. Youth have high craze in bikes. Ghani Honda is the one of the leading Honda bike distributors in Palakkad District. COMPANY PROFILE :

HONDA MOTORS

Honda Motor Co., Ltd., together with its subsidiaries, engages in the development, manufacture, and distribution of motorcycles, automobiles, and power products primarily in North America, Europe, and Asia. Its motorcycle line consists of business and commuter models, as well as sports models, including trial and Moto-cross racing; all terrain vehicles; personal watercrafts; and multi utility vehicles. The company also produces various automobile products, including passenger cars, minivans, multi-wagons, sport utility vehicles, and mini cars; and power products comprising tillers, portable generators, general-purpose engines, grass cutters, outboard marine engines, water pumps, snow

throwers, power carriers, power sprayers, lawn mowers and lawn tractors, home-use cogeneration units, and thin film solar cells for home, public, and industrial uses. In addition, it sells spare parts and provides after sales services are through retail dealers, as well as offers retail lending and leasing to customers, and wholesale financing to dealers. The company was founded in 1946 and is based in Tokyo, Japan.

Objectives of the study Primary Objective:

To study the attitude of workers towards the ways adopted to appraise them.

Secondary objective
To analyze the level of satisfaction of workers

To analyze how the performance appraisal is done in

HONDA concerns.

Data Collection
PRIMARY DATA - The primary data has been collected in Questionnaire
& Observation method. - The questionnaire was consist of 15 questions.

RESEARCH METHODOLOGY
SAMPLING METHODOLOGY

SAMPLE SIZE 50 Respondent SAMPLINGTECHNIQUE-Random sampling technique.

Limitations of the study Respondents unwillingness to reveal qualitative information. Time constraints.

ANALYSIS & FINDINGS

Table showing the number of training program attend after appraisal

Sl.no purpose 1 2 3 4 Nil 1-3 3-5 5$ above

No. of respondent 15 25 7 3

% 30 50 14 6

total

50

100

6 14 30 nil 3-Jan 5-Mar 5 & above 50

INTERPRETATION 30% of the respondents have undergoes the training

programs after appraisal and 30% of the respondents have not. 50% of the respondents have attend 1-3 training programs after appraisal, 14% of the respondents have attend 3-5 training programs and only 6% of the respondents have attend more than five training programs after appraisal.

Table showing the knowledge acquired through training

Sl.no opinion 1 2 3 4 Agree Neutral Disagree Non answerable

No. of respondent 20 23 5 2

% 40 46 10 4

total

50

100

10

40

agree neutral disagree

46 non answerabe

INTERPRETATION 40% of the respondents felt that the training given

after the appraisal helped them acquire knowledge. 10% of the respondents had the opinion that did not help in acquiring knowledge.

Table showing the improvement of job related skill

Sl.no opinion 1 2 3 4 Agree Neutral Disagree Non answerable No. of respondent 25 15 7 3 % 50 30 14 6

total

50

100

6 14

Agree 50 Neutral Disagree 30 Non answerable

INTERPRETATION 50% of the respondents said that that the training given after appraisal had improved their job related skill. 14% of the respondents said training did not help in improving their job related skill. 36% of the respondents did not have any opinion about this.

Table showing the improvement of interpersonal and problem solving skill.

Sl.no opinion 1 2 3 Agree Neutral Disagree No. of respondent 40 8 2 % 80 16 4

total

50

100

16

Agree Neutral Disagree

80

INTERPRETATION 80% of the respondents felt that the training given after appraisal has improved their interpersonal and problem solving skill. 16% of the respondents had no opinion. 4% of the respondents said that the training has not improved their interpersonal and the problem solving skill.

Table showing the development team building and the leadership qualities
Sl.no opinion 1 2 3 Agree Neutral Disagree No. of respondent 30 10 10 % 60 20 20

total

50

100

20

Agree 20 Neutral Disagree

60

INTERPRETATION 60% of the respondents said that the training given after appraisal has developed their team building and the leadership qualities. 20% of the respondents said training has not helped in the developing team building and the leadership qualities and the same percentage of the respondents had no opinion.

Table showing monetary benefit received

Sl.no opinion 1 2 Yes no

No. of respondent 15 35

% 30 70

total

50

100

30

yes 70

no

INTERPRETATION 30% of the respondents said they received monetary benefits after appraisal whereas 70% of the respondents said that they have not received any monetary benefit.

Table showing the identification of the abilities through performance appraisal

Sl.no opinion 1 2 3 Agree Neutral Disagree No. of respondent 35 13 2 % 70 26 4

total

50

100

Agree Neutral Disagree

INTERPRETATION 70% of the respondents feel that the present appraisal system has helped them in identifying their abilities. 26% of the rspondents had no opinion. 4% of the respondents had no opinion. 4% of the respondents feel that the present appraisal system has not helped them in identifying their abilities.

Table showing the identification of responsibilities through appraisal

Sl.no opinion 1 2 3 Agree Neutral Disagree No. of respondent 38 10 2 % 76 20 4

50

100

20

agree 76 neutral disagree

INTERPRETATION 76% of the respondents said that the present appraisal system has helped them in identifying their responsibilities. 20% of the respondents did not have any opinion. 4% of the respondents said it does not help in identifying their responsibilities.

Table showing the performance performance and future potential

appraisal

based

on

Sl.no opinion 1 2 Yes no

No. of respondent 40 10

% 80 20

total

50

100

20

80

yes

no

INTERPRETATION - 80% of the respondents feel that the appraisal of current performance and the future potential is necessary, while 20% of the respondents feel that the appraisal of current performance and the future potential is not necessary.

FINDINGS
70% of the respondents said that that the training given after appraisal had improved their job related skill. 14% of the respondents said training did not help in improving their job related skill. 80% of the respondents felt that the training given after appraisal has improved their interpersonal and problem solving skill 76% of the respondents said that the present appraisal system has helped them in identifying their responsibilities. 60% of the respondents said that the appraisal would increase productivity whereas 40% of the respondents said that the appraisal system would not increase productivity.

CONCLUSION

The study was conducted among the 50 employees of Ghani Honda Palakkad. From among these samples the current performance appraisal system is more effective and the employees are satisfied with the current performance appraisal system.