Cms college Coimbatore

A STUDY ON ASSESSING SUPERVISORS PERFORMANCE THROUGH 360 DEGREE FEEDBACK AT TECMO INDDUSTRY, COIMBATORE

By S.SARATH Reg.No: 11MCM015

TABLE OF CONTENTS
CHAPTER NUMBER TITLE LIST OF TABLES LIST OF CHARTS COMPANY PROFILE 1.1 -BRIEF HISTROY OF THE COMPANY 1.2 CHAPTER I 1.3 BRANCHES & UNITS 1.4 ARTICLES OF ASSOCIATION 1.4.1 GENERAL MEETING 1.4.2 - QUALITY OBJECTIVE 2 3 3 3 3 3 4 4 5 -INTRODUCTION 21 21 1 1 1 PAGE NO

1.4.3 - QUALITY POLICY 1.4.4 BOARD OF MEMBERS 1.5- ORGANIZATION STRUCTURE 1.5.1.- ORGANISATON CHART 1.5.2 PRODUTS 1.5.3 FUNCTIONS OF DEPARTMENT

11 1.5.4 COMPETITORS.

CHAPTER II

REVIEW OF LITERATURE RESEARCH METHODOLOGY 3..1 RESEARCH DESIGN 3.2 OBJECTIVE OF THE STUDY 3.3 SCOPE OF THE STUDY 3.4 LIMITATION OF THE STUDY

12 15

CHAPTER III

15 17 17 17 18 58 62

CHAPTER IV CHAPTER V

ANALYSIS & INTERPERTATION FINDINGS , SUGGESTIONS & CONCULSIONS BIBLIOGRAPHY

LIST OF TABLES
TABLE NO.

TITLE Organization provides an opportunity for each appraisee Appraisee and appraiser to have a clear joint understanding Opportunity for each appraisee to communicate the support needed Provides an opportunity for self review and reflection. Opportunity for a discussion between the appraiser and the appraisee Encourages open communication between each appraiser appraisee Strengthening appraiser appraisee relationships Appraisees to gain more insights into their strengths and weaknesses. Communicating the plans of the top management

PAGE NO.

4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9

21 22 23 24 25 26 27 28 29

4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20 4.21

The objectives of the appraisal system are clear to all employees. Periodic orientation programmes are conducted Line managers generally spend time with their subordinate Reporting officers help their apparaisees to plan their Performance review discussions are of high quality The HRD department follows up the training needs identified . Appraisal data are used by the HRD department for developmental decisions . Reviewing officers take the appraisals seriously and educate HRD department actively reviews each appraisal HRD department provides adequate feedback to the line managers Growth and learning of both appraisees and appraisers in the organization. KurskalWallis Test- Ranks- Strengthening appraiser appraisee relationships. Test Statistics - Strengthening appraiser appraisee relationships.

30 31 32 33 34 35 36 37 38 39 40 41

4.22 4.23 4.24 4.25 4.26 4.27 4.28 4.29 4.30

Kruskal-Wallis Test Ranks -Conduct of Periodic orientation programs. Test Statistics- Conduct of Periodic orientation programs. Kruskal-Wallis Test Ranks - Line managers generally spend time with their subordinate. Test Statistics-Line managers generally spend time with their subordinate. Kruskal-Wallis Test Ranks- Facilitate growth and learning of both appraisees and appraisers in the organization. Test Statistics- Facilitate growth and learning of both appraisees and appraisers in the organization. Friedman Test Kendalls tau b Test- Cross tabulation of Strengthening appraiser -appraisee * start working from. 3

4 2 4 3 4 4 4 5 4 6 4 7 4 8 4 9 5 2

4.31 4.32 4.33 4.34 4.35 4.36 4.37

Ordinal by Ordinal Kendall's tau-b - Strengthening -appraiser and appraisee * start working from. Kendalls tau b Test- Cross tabulation of Conduct of Periodic orientation programs * start working from. Ordinal by Ordinal Kendall's tau-b - Conduct of Periodic orientation programs * start working from. Kendalls tau b Test- Cross tabulation of Line managers generally spend time with their subordinate * Start working from. Ordinal by Ordinal Kendall's tau-b - Line managers generally spend time with their subordinate * start working from. Kendalls tau b Test- Cross tabulation of Facilitate growth and learning of both appraisees and appraisers in the organization * start working from. Ordinal by Ordinal Kendall's tau-b - Facilitate growth and learning of

5 2 5 3 5 4 5 5 5 5 5 6 5 7

both appraisees and appraisers in the organization * start working from.

LIST OF CHARTS
TABLE NO.

TITLE Organization provides an opportunity for each appraisee Appraisee and appraiser have a clear joint understanding Opportunity for each appraisee to communicate the support needed Provides an opportunity for self review and reflection. Opportunity for a discussion between the appraiser and the appraisee Encourages open communication between each appraiser appraisee Strengthening appraiser appraisee relationships Appraisees to gain more insights into their strengths and weaknesses.

PAGE NO.

4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8

21 22 23 24 25 26 27 28

4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20

communicating the plans of the top management The objectives of the appraisal system are clear to all employees. Periodic orientation programmes are conducted Line managers generally spend time with their subordinate Reporting officers help their apparaisees to plan their Performance review discussions are of high quality The HRD department follows up the training needs identified . Appraisal data are used by the HRD department for developmental decisions . Reviewing officers take the appraisals seriously and educate them. HRD department actively reviews each appraisal HRD department provides adequate feedback to the line managers Growth and learning of both appraisees and appraisers in the organization.

29 30 31 32 33 34 35 36 37 38 39 40

CHAPTER I

CHAPTER I
COMPANY PROFILE

CHAPTER I

COMPANY PROFILE

1.1 1.2 1.3 1.4 1.4.1 1.4.2 1.4.3 1.5 1.5.1 1.5.2 1.5.3 1.5.4

BRIEF HISTROY OF THE COMPANY INTRODUCTION BRANCHES & UNITS ARTICLES OF ASSOCIATION GENERAL MEETING QUALITY OBJECTIVE QUALITY POLICY ORGANIZATION STRUCTURE ORGANISATON CHART PRODUTS FUNCTIONS OF DEPARTMENT COMPETITORS.

1.1COMPANY PROFILE 1.1 Brief History of the company: In Indian market,there are various motors and pumps industries successfully Moving in the market. The application of motors and pump sets are such that it can be used in irrigation including many more places. For e.g. Houses, hotels, industries. The major companies in India manufacturing motors and pump sets are texmo,Deccan, CRI, Varsha, Mahindra, Suguna etc.Most of the companies have received the ISO 9002 certificate for monitoring the quality.Tecmo Industry is one of the leading company in the Indian Market.The Tecmo Industries was established in 1977 as a small scale industry fro manufacturing of motors and pumps.In this industry motors and pumps were specially designed for agricultural and domestic purpose. The journey of quality: Within the 33years of operation the company has achieved an enormous trend in trading activity. 1.2. INTRODUCTION: Beginning of Saga The year 1979 saw the emergence of TECMO INDUSTRRIES in the field of pump manufacturing. The entrepreneur who had initiated the enterprise is none other TECMO founder Mr. K. Vellingiri. With a vision to manufacture world class Jet Pumps he embarked on a noble mission.His futuristic vision and the will to excel has made Tecmo a growing legend in domestic 8

and agricultural pump set field.Initially, Tecmo concentrated on designing and manufacturing its own models of single phase monoblocks. In order to capitalize on the demand in the market the company started rolling out quality pumps in diverse varieties like Three phase Monoblocks and Submersible pump sets. As a result two more sister concerns were formed to cater the needs of the customers.

1.3. BRANCHES & UNITS: TECMO INDUSTRIES was started in the year 1977. It was first started at Coimbatore. It has seven branches all over India. They are as follows. 1. Bangalore 2. Chittoor 3. Gurgaon 4. Indore 5. Rajpure 6. Pune 7. Cochin They are having THREE Units. They are as follows: 1. Tecmo Industries 2. Meco Pumps Industries. 3. Mono-Tex Industries. These Industries are having 1,000 dealers all over India. The products of these Industries are marketed directly through dealers in Tamil Nadu. There is no Branch office in Tamil Nadu. There is one sales managers and two marketing executives for Tamil Nadu. The company was established with a view to provide scope for increase in employment. 9

The products manufactured in the company are jet Pumps, mono blocks, bore motors and submersible pumps etc., The ranges vary from 3HP to 20 HP. These three units are manufacturing single phase & three phase products (Pump set).

1.4 ARTICLES OF ASSOCIATION: 1.4.1. General Meeting: 1. There shall be a meeting once in six months in addition to others. 2. There are three directors who are appointed by the chairman on permanent basis. 1.4.2. Quality Objectives: 2. Adopting good manufacturing practice coupled with latest technology. 3. Practice ensuring conformity to well established specification . 4. Continuous improvement of product quality. 5. Manufacturing energy efficient pumps. 5. Providing timely service. 1.4.3. Quality Policy: Tecmo strives to achieve customer satisfaction through manufacture & supply of products with consistent quality by establishing & operating systems conforming to international standards.

10

1.4.4 Board of Members : Mr. K. Velingri Mr. V. Selvaraj Mr. V.Jay Kumar

1.5 . ORGANISATION STRUCTURE 1.5.1ORGANISATION CHART:

1.5.2 PRODUCT: HCM 1003 Mini Monoblock pump 11

 HSM 1004 Mini self Priming Pump HCM 1005 Domestic Monoblock Pump HCM Series Small Centrifugal Monoblock Pump DMS Slow Speed Self Priming Pump HSM 103, 101 Mini Self Priming Monoblock Pump Single Phase A.C. Induction Motor 1.5.3 FUNCTIONS OF DEAPRTMENT: PURCHASE DEPARTMENT Purchasing is the process of procurement of materials, machine, tools and equipments on payments.The purchase department is centralized for all the production activities like that of the stores department. Functions of purchase department: 1. Raise purchase order as per purchase indent . 2. Co-ordinate with planning department regarding purchase of materials. 3. Return of defective materials to the respective parties. 4. Approval and maintenance of vendors list. 5. Follow up PRODUCTION DEPARTMENT Functions of production planning control(PPC): 1. To prepare production plan as per the requirement received from the managing director.

12

2. To prepare production schedule based on the availability of material in stores and material that are due to arrive in stores. 3. To co-ordinate with the purchase department in procurement of material of desire quality and quantity. 4. To ensure that the planned target are being achieved. PRODUCTION DEPARTMENT: Production department divided into two areas. Production I & production II PRODUCTION I: In production I generally assembling of pumps is done. Function of production I: 1. Issue of work advice according to weekly production plan. 2. Problem solving and corrective actions. PRODUCTION II In production II machine shop is maintained in processing motors accessories. Function of engineer in production II: 1. Making work allotment based on weekly production plan. 2. Taking proper preventive and corrective actions against problems during production. 3. Carrying of preventive and schedule maintenance of machinery as per prescribed norms.

SUB-CONTRACT

13

Sub-contract generally refers to purchasing goods from on vendor and giving it to other persons for making some alteration and receiving the goods from that person and selling it to the customers. Functions of sub-contract: 1. Selection and approval of vendors. 2. Isssue of materials to parties through job order advice. 3. Follow up and collection of materials.

QUALITY CONTROL I Functions in quality control I: 1. To carryout inspection of incoming and in processing materials and also that of finished products. 2. To ensure that necessary controls are exercised at all stages during production. 3. To maintain In House calibration record for jobs, fixtures and gauges. 4. To maintain incoming and process rejection record. QUALITY CONTROL II Functions of Quality Control II: 1. Carryout testing of motors and pumps as per B.I.S or Company scheme of testing. 2. To carryout inspection of wound stators of jet mono block and submersible pump. 3. Maintain find inspecting of all pumps. 4. To report any deviators found in the performance of motors and pumps to managing directors. 14

5. To arrange for calibration of testing instrument. STORES DEPARTMENT A Stores house is a place where the things that are required for further production in future are stored. Goods may be in the form of raw materials for further production or finished goods. A stores department is one which manages efficiently the receipt and issue of materials, store finished goods ets., the store house of Tecmo Industries motors is a centralized one. i.e. it is common for storage of materials of all divisions. Functions of stores department: 1. Receipt of material as per delivery challan and verification for damage during transit. 2. Preparation of purchase order for miscellaneous items. 3. Issue of materials for production based on work order advice. 4. Pass on information to quality control department regarding arrivals of materials. 5. Collection of material that are returned to stores without processing . 6. Co-ordinate with purchase department regarding. MARKETING DEPARTMENT Tecmo Industries takes up the marketing function of the company. This department informs the management about the customers expectations through dealers and according the product schedule is fixed by the management. This makes the customers to stick on the comapanys product permanently. M.D. is responsible for dispatch and also ensures that payments are received from customers through dealers according to specifications. ADVERTISEMENT: Functions of Advertising Department: 1. To develop the total Advertising budget. 15

2. Develop the advertising strategies. 3. Approves advertising agencies ads. 4. Handling of direct main advertising dealers, displays etc. Functions of marketing department: 1. To give direction to the marketing division. 2. To place present activities in perspectives. 3. To Discipline various future activities. 4. To set growth targets. 5. To establish the organization .And the methods which will be required. HUMAN RESOURCE DEPARTMENT The personnel department is managed by the personnel manager. Salaries and wages are fixed by this department with the consent of managing director. The manger of HRD has to perform the following functions. 1. Paying of provident and pension fund. 2. Selection of new employees. 3. Employees state insurance. 4. Annual Appraisal and 5. Other statutory areas. APPRAISAL SYSTEM: Appraisal is the process of measuring ones performance and comparing the actual performance with set standards. In Tecmo Industries Appraisal is done for each and every employees once a year in short is called as Annual Appraisal done by the HRD.

16

Based on the Applause and results obtained from it the management decides upon as to transfer or promote or demote the employee. TRAINING AND DEVELOPMENT: Both theatrical and practical training are given to the workers in all the department. Usually the trainees are trainees are trained up to a period of 6 months. The promotions of the employees are based on their performance and skill of the work and their regular attendance of the factory. i.e., merit cum seniority basis of promotion is followed.

EMPLOYEES PROVIDENT FUND: The main object of the act is to provide for the institution of the provident funds for employees in factories and other establishments. The principal duty is laid upon the employees provident fund and family pension schemes into operation and to make contributions of both and their employees share to the funds and to deduct from wages of the employees their share. STATUTORY RATE OF CONTRIBUTION: The statutory rate of contribution both for member of the provident fund and the employer originally was 6-14% of basic wages, dearness allowance and retaining allowance. By an amendment of the act the statutory rate was raise to 8-13% on jan 1st 1963. Now the rate of contribution to provident fund in all industries and establishments has been increased from 8.33 % to 12% with effect from 1 st march 1997 , for both employers and employees. ACCOUNTS AND ADMINSTRATION DEPARTMENT ACCOUNT SECTION:

17

Bills for , all purchase are received in the Accounts Department . All accepted goods are matched for the bills and accounted sales bills are matched with the delivery challans and accounted. CASH SECTION: All the cash and credit transactions are generally deal in the accounts department. They receive purchase order from the stores and invoice from the original supplies. They match both the invoice and purchase order and them make the payment.The company follows centralized payment which will be helpful to play float. So the 10% enjoys interest benefits. The main bank of the company is state bank of India.

AUDITING SECTION: Auditing is done in the accounts department. There is internal auditing and as well as external auditing. Before the records are submitted to the external auditors, the internal auditing is carried out. ADMISTRATION SECTION: The main function of this department is to co-ordinate all the activities of other department to the objective of the company in a systematic manner.The head of the unit decides the production schedule based on demand. The department estimates the cost of production and profit margin. It has maintain the 75% of the cost in raw materials and 25 % of the cost in overhead cost, labour chargers etc. The administrative officer receives daily statement and up to date statement regarding the purchase , from the materials receiving section. Stock card and daily balance of stores are also received by the administrative officer. This department also maintains some of the files for future references. 1.5.4 COMPETITORS:

18

The following industries are some of the main competitors foe tecmo Industries. 1. Tecmo Industries. 2. CRI Pumps. 3. Mahendra Industries. 4. Suguna Pumps. 5. Deccan.

19

CHAPTER II

CHAPTER II

REVIEW OF LITERATURE

20

2.1 REVIEW OF LITERATURE Shaun Tyson & Peter Ward: The Use of 360 Degree Feedback Technique in the Evaluation of Management Development. This article examines 360 degree feedback as both an intervention and an evaluation technique for assessing management learning. An evaluation model is described which was created to distinguish the effects of different interventions for different stakeholders. This is illustrated by reference to management development programmes for 500 managers conducted over three years in a large UK public authority. The article concludes with an analysis of the use of 360 degree feedback in its dual role of evaluation data source and intervention for development. Sarah A. Hezlett: Using Multisource Feedback to Develop Leaders: Applying Theory and Research to Improve Practice. Empirical research suggests that, on average, the changes made by leaders after receiving multisource feedback (MSF) are positive, but fairly small. Four sets of explanations for these results are analyzed in this article: potential limitations in the design of previous studies on MSF, the psychometric characteristics of MSF instruments, flaws in implementing MSF systems, and theory-based explanations of development following receipt of feedback. Models of development, feedback, and MSF suggest that it is unrealistic to expect MSF to lead to development for all leaders. Implications for practice and research are discussed. MSF can help 21

many leaders develop, but only when associated development programs are correctly designed and implemented. Leanne E. Atwater & Joan F. Brett: 360-Degree Feedback to Leaders This study examined the extent to which changes in leader behavior 1 year after a 360degree feedback intervention related to changes in employee attitudes. Participants were 145 leaders and their subordinates, peers, and manager. The results indicated that improved subordinate ratings of the leader on consideration, performance orientation, and employee development related to increased subordinate engagement and satisfaction as well as reduced intentions to leave following 360-degree feedback to leaders. This study demonstrates that improved leader behavior following 360-degree feedback is related to improved employee attitudes. Rao T.V., Chawla Nandini: Impact of 360 Degree Feedback: A Follow-up study of Four Organizations. A large number of organizations have been using 360 degree feedback in India as leadership development intervention. This paper is based on the feedback of 43 participants from four companies where the 360 Degree Feedback program was initiated. The study was done using a questionnaire method. The results indicated that there has been an overall positive impact reported of 360 Degree intervention on ones professional life after 360DF. More than 60% of the participants report that they visited 360DF data every quarter. 24 participants reported that about 50% of their action plans prepared at the end of the 360 intervention were implemented. At least 30% of the action plans were achieved by 6 of the participants and 2 participants reported achievement of all their action plans. The participants also reported that the RSDQ model based 360DF tool provided detailed insight covering various parameters of ones role. The participants also recommend that with more periodic follow up and review sessions (every quarter) anchored by internal HR and more focus and seriousness among the participants to work on the action plans will result in using 360 DF for change and growth. Adrian Furnham & Paul Stringfield: Congruence in Job-Performance Ratings A Study of 360 Feedback Examining Self, Manager, Peers, and Consultant Ratings. Seven task-oriented teams worked together for between 4 and 6 months on a project. At the end 22

of the task, members were each subject to four task-performance ratings: from self, superior, team-peers, and a consultant who was part of the team. There were fewer than chance differences between the different teams on the congruence measures so the data was combined. While the congruence between self and manager, self and peer, and self and consultant ratings were very low, the manager-peer, manager-consultant, and peer-consultant congruence was overall high. Observable behaviors like forward planning and communication showed overall highest congruence while less observable cognitive variables showed much lower congruence. These results are similar to previous studies in the area. Implications of the use of these ratings in management development are considered. Linda de Leon & Ann J. Ewen: Multi-Source Performance Appraisals: Employee Perceptions of Fairness Indicates that Performance appraisal is crucial to effective human resource management, but there is evidence that current processes are not very effective. This study reports on experience with a relatively new appraisal system in the operations office of a large federal agency. The method, multi-source assessment (MSA, or "360 Feedback") uABCizes ratings from peers, direct-reports, the supervisor, and the employee. Comparison of survey results from before and after implementation of MSA found significant improvement in employee perceptions of the fairness and effectiveness of appraisals, particularly among protected classes. The implications of these findings and suggest. The study Effects on organizational context (culture and climate) from implementing a 360-degree feedback system: The case of Arcelik by Nihal Mamatoglu aims to investigate the impact of the 360-degree feedback system (DFS) on organizational context (culture and climate). This longitudinally designed study was conducted at the Arcelik Cooking Appliances Plant in Turkey with 77 white-collar workers. 360-DFS was based on relevant literature and feedback given to the employees by The Arcelik Competency Model. Results have shown that the 360-DFS has effects on organizational context (e.g., employees' perceptions regarding support and achievement culture). The results have also revealed some significant effects on the participants' perception of the communication and performance appraisal system in the organization.

23

CHAPTER III
24

CHAPTER III RESEARCH METHODOLOGY

CHAPTER III

CONTENT

3.1 3.2 3.3 3.4

RESEARCH DESIGN OBJECTIVE OF THE STUDY SCOPE OF THE STUDY LIMITATION OF THE STUDY

25

3.1 RESEARCH METHODOLOGY RESEARCH DESIGN: The research design used for this study is descriptive research. The main purpose of descriptive research is description of the state of affairs as it exists at present. The aim of this approach is to portray the performance level of the supervisors & employees from different designation through 360o feedback survey. SAMPLE PROCEDURE:
SAMPLE SIZE: Sample Size is 90. UNIVERSE OF THE SAMPLE: The Respondents are Managers, Supervisors and employees of nine departments. UNIVERSE:

Total employees of Tecmo Industries is 90.

SOURCES OF DATA: PRIMARY DATA:

Primary data collected through conducting Personal interview.

SECONDARY DATA:

Gathered information through the data which maintained by the organization .

TOOLS OF COLLECTION :

Questionnaires STATISTICAL TOOL USED:

Kurskal Wallis H Test. Friedman Test. Kendalls tau b Test.

26

Primary Research: Questionnaire Design As the study is conducted on their performance level, attempts were made to allow the questionnaire to flow in a logical and comfortable manner. Part 1: Section 1 of the Questionnaires sought to obtain demographics data using closed, multiple choice questions. Part 2: The second part of the Questionnaires consists of 20 closed-ended questions based on dimensions. The dimensions are

Organizational commitment Functional skills Flexibility Teamwork Coaching

Part 3: The third part of the questionnaire consists of 1 open ended questions which are used

to receive the suggestions from the employees regarding organizational development. The 27

responses from the second part of the questionnaire were measured on a five points scale. Each response was assigned a numeric score to aid computerized data analysis.

The score assigned were as follows: 5 - Strongly Agree 4 - Agree 3 - Neutral 2 - Disagree 1 - Strongly Disagree

3.2 OBJECTIVE OF THE STUDY: To study about supervisors performance by using 360 degree appraisal system. To study about employees opinion about existing performance appraisal system.

3.3 SCOPE OF THE STUDY: The scope of this study confined to TECMO Industries, Coimbatore with respect to the 360o feedback - performance appraisal of supervisors and employees within the organization. 3.4 LIMITATIONS: The sample size is restricted to 90 employees. Opinions of the employees may be biased at time. 28

 Finding of the study is applicable only to 90 employees of the population which has its own limitations.

CHAPTER IV

29

CHAPTER IV ANALYSIS & INTERPRETATION

4.1 INTRODUCTION 30

360 Feedback Defined The 360 feedback is also as 'multi-rater feedback' or 'multi-source feedback' or 'multiresources assessment'. A 360 feedback is an appraisal technique in which an image of an employee is visualized in multiple angles, leading to a circular picture of an employee. Compared to traditional, single source feedback processes, 360 feedback is significantly more powerful, reliable and accurate. The added dimension of 360 is its' ability to compile multiple assessments from co-workers and contrast that data with your own self perceptions. Process of 360 degree feedback 360 Degree Feedback is a system or process in which employees receive confidential and anonymous feedback from the people who work around them. Participants in the 360 degree feedback system:

Boss Internal Customers

360 DEGREE FEEDBACK SYSTEM

Peer s

Self

External Customers

Subordinates

Team Members

The feedback form questions have rating scale, to be chosen by raters and some questions ask them to provide written comments. The person receiving feedback is also given the same form, which was given to others to give their feedback, to fill as self-rating survey.

31

What a 360o Feedback Survey Measures 360 feedback measures behaviors and competencies 360 assessments provide feedback on how others perceive an employee 360 feedback addresses skills such as listening, planning and goal-setting 360 evaluation focuses on subjective areas such as teamwork, character and leadership effectiveness What 360o Feedback Surveys do not assess 360 feedback is not a way to measure employee performance objectives (MBOs) 360 feedback is not a way to determine whether an employee is meeting basic job requirements 360 feedback is not focused on basic technical or job-specific skills 360 feedback should not be used to measure objective things such as attendance, sales quotas, etc., The manager has some clear benefits from using 360: Pinpoints team members with specific strengths (which can be used to raise the performance of other team members) Provides the specific expectations of related coworkers, which can be utilized to improve. Provides an external / outside perspective of the performance of team members Better use of training budget Provides evidence for performance management decisions / conversations.

Benefits:

32

Individuals get a broader perspective of how they are perceived by others than

previously possible. Increased awareness of and relevance of competencies. Increased awareness by senior management that they too have development needs. More reliable feedback to senior managers about their performance. Provided a clearer picture to senior management of individuals real worth (although there tended to be some halo effect syndromes). Opens up feedback and gives people a more rounded view of performance than they had previously. Identifying strengths that can be used to the best advantage of the business. A rounded view of the individuals/ teams/ organizations performance and what the strengths and weaknesses are. Raised the self-awareness of people managers of how they personally impact upon others - positively and negatively. Supporting a climate of continuous improvement. Gaps are identified in one's self-perception versus the perception of the manager, peer or direct reports.

PERFORMANCE APPRAISAL EFFECTIVENESS 1. Organization provides an opportunity for each appraise

33

TABLE: 4.1 OPINION Disagree Neutral Agree strongly agree Total

50

FREQUENCY 1 40 44 5 90 1.1 44.4 48.9 5.6 100.0

PERCENT

40

Percent

30

20

10

0 dis agree neatural agree strongly agree

34

CHART: 4.1

INTERPRETATION:

From the above frequency analysis, t is clear that almost 49% of the employees agree to the statement that the organization provides an opportunity for each appraisee to have a clear idea about what the reporting officer expects. 2. Appraisee and appraiser have a clear joint understanding OPINION 1 strongly disagree 5 disagree 21 Neutral 58 Agree 5 strongly agree Total 90 100.0 5.6 64.4 23.3 5.6 FREQUENCY 1.1 PERCENT

TABLE: 4.2

35

6 0

Percent

4 0

2 0

0 s n ly d a re tro g is g e d a re is g e n a ra e tu l a re g e s n ly a re tro g g e

36

CHART:4.2

INTERPRETATION:

Majority of the employees agree that to the statement that the apraisee and the appraiser to have a clear joint understanding regarding their job. 3. Opportunity for each appraisee to communicate the support needed OPINION 1 strongly disagree disagree Neutral Agree strongly agree Total 7 41 33 8 90 TABLE: 4.3
50

FREQUENCY 1.1 7.8 45.6 36.7 8.9 100.0

PERCENT

40

Percent

30

20

10

0 strongly disagree dis agree

neatural

37

agree

strongly agree

CHART:4.3 INTERPRETATION: Majority of the employees neither agree or nor agree to the above statement on that the organization provides an opportunity for each appraisee to communicate the support he needs from his superiors to perform his job well. 4. Provides an opportunity for self review and reflection. OPINION 3 strongly disagree disagree Neutral Agree strongly agree Total 5 21 53 8 90 TABLE: 4.4 5.6 23.3 58.9 8.9 100.0 FREQUENCY 3.3 PERCENT

38

6 0

5 0

Frequency

4 0

3 0

2 0

1 0

0 s og d ar e tr n ly is g e d are is g e na r l e tu a are ge s og are tr n ly g e

CHART: 4.4

INTERPRETATION: Majority of the employees agree that above statement , on that the appraisal system provides an opportunity for self review an reflection. 5. Opportunity for a discussion between the appraiser and the appraisee

OPINION strongly disagree disagree Neutral Agree strongly agree Total

FREQUENCY 2 9 21 39 19 90 TABLE: 4.5 39

PERCENT 2.2 10.0 23.3 43.3 21.1 100.0

5 0

4 0

Percent

3 0

2 0

1 0

0 s n lt d a re tro g is g e d a re is g e n a ra e tu l a re g e s n ly a re tro g g e

CHART: 4.5 INTERPRETATION: Out of 90 respondents only 2 percents of employees strongly disagree to the above statement, and 43 percent of employees agreed opportunity has been given for the discussion between the appraiser and the appraisee. 6. Encourages open communication between each appraiser appraisee

OPINION 2 strongly disagree disagree Neutral Agree strongly agree Total 1 62 23 2 90

FREQUENCY 2.2 1.1 68.9 25.6 2.2 100.0

PERCENT

TABLE:4.6 40

6 0

Percent

4 0

2 0

0 stro g d n ly isag e re d a re is g e n a ra e tu l a re g e stro g a e n ly gre

CHART: 4.6 INTERPRETATION: For the statement, whether the organization encourages open communication between each pair of appraisee and the appraiser, almost 69% responds that they neither agree nor disagree. 7. Strengthening appraiser appraisee relationships. Cross tabulation

DEPARTMENT Service Department

Strengthening relationship between appraiser and appraisee strongly disagree Neutral agree strongly disagree agree 0 2 2 0 0 1 41 3 1 3 5 8 9 1 5 1 2 1 1

Total 14 14 5 12

Assembly Department 0 Dispatch Department 0

Testing Department 0 Stores Department 0 Machine Shop Department 1 EDP Department 0 QC Department 0 Subcontract department Total 3 5 31 44 7 90 0 0 4 1 5 0 5 4 0 9 0 4 1 0 6 2 6 4 1 13 0 4 8 0 12

TABLE: 4.7

INTREPERTATION: Of the 9 departments, only the employees belonging to the assembly department responds that they do agree with the statement of strengthening the relationship between the appraisee-appraiser through mutual trust. The consolidated response of all the above department employees, states that most of them agree to the statement. 8. Appraisees to gain more insights into their strengths and weaknesses.

OPINION 2 strongly disagree disagree Neutral agree strongly agree Total 9 55 23 1 90 42

FREQUENCY 2.2 10.0 61.1 25.6 1.1

PERCENT

100.0

TABLE: 4.8

6 0

Percent

4 0

2 0

0 s n ly d a re tro g is g e d a re is g e n a ra e tu l a re g e s n ly a re tro g g e

CHART:4.8 INTERPRETATON: The employees of this industry do not have any idea about their strengths and weaknesses. 60% of the employees do not have any insight or idea about their strengths and weaknesses. 9. Communicating the plans of the top management

OPINION 7 strongly disagree disagree Neutral Agree strongly agree Total

FREQUENCY 7.8

PERCENT

18 19 39 7 90

20.0 21.1 43.3 7.8 100.0

43

TABLE:4.9
5 0

OPINION
4 0

FREQUENCY 11 20 32 20 7
d ar e is ge n aua et r l ar e ge

PERCENT 12.2 22.2 35.6 22.2 7.8

sr n lya r e t o g ge

Percent

strongly disagree
3 0

disagree Neutral Agree

1 0 2 0

strongly agree
0 sr n lyd a r e t o g is ge

Total

90 CHART:4.9

100.0

INTERPRETATION: The communication between the top management and the employees is well maintained by the organization which is clear from the above frequency table. 46 out of 90 employees strongly agree that the business goals of the organization are communicated. 10. Objectives of the appraisal system are clear to all employees.

TABLE: 4.10
4 0

3 0

Percent

2 0

1 0

0 s n lyd a r e tro g is ge d ar e is ge na r l e tua ar e ge s og ar e tr n ly ge

44

CHART:4.10 INTERPRETATION: The employees do not have any idea about the appraisal system that has been implemented by the organization. Around 36% of the employees respond that they neither agree nor disagree to the above statement. 11. Conduct of Periodic orientation programs. Cross tabulation

DEPARTMENT

periodic orientation program are conducted to explain the objective and other details of the appraisal system strongly disagree Neutral agree strongly disagree agree 1 1 0 3 2 0 2 2 0 11 5 4 1 2 6 8 3 3 1 33 4 4 2 4 2 3 1 2 2 24 4 5 1 3 2 1 0 2 2 20 0 0 1 0 0 1 0 0 0 2

Total 14 14 5 12 12 13 6 9 5 90

Service Department Assembly Department Dispatch Department Testing Department Stores Department Machine Shop Department EDP Department QC Department Subcontract department Total

TABLE: 4.11

45

INTERPRETATON: The employees of this organization states that there is no orientation program has been implemented in the organization. The consolidated result of the response states that around 33 employees of total 90 employees states that they do not agree with the above statement.

12. Line managers generally spend time with their subordinate. Cross tabulation

DEPARTMENT Service Department Assembly Department Dispatch Department Testing Department Stores Department Machine Shop Department EDP Department QC Department Subcontract department Total

Line managers generally spend time with subordinates strongly disagree Neutral agree strongly disagree agree

Total 14 14 5 12 12 13 6 9 5 90

1 1 0 2 4 2 3 2 0 15

5 5 2 1 4 5 3 3 1 29

3 3 2 6 2 2 0 4 2 24

5 5 1 2 2 4 0 0 1 20

0 0 0 1 0 0 0 0 1 2

TABLE: 4.12

46

INTERPRETATION: There is no significant time has been spent by the line managers or supervisors with the subordinates due to time constrains in production. Out of 90, 29 employees dos not agree with the above statement.

13. Reporting officers help their apparaisees to plan their performance OPINION strongly disagree disagree Neutral Agree strongly disagree Total 18 31 31 7 90 TABLE: 4.13 20.0 34.4 34.4 7.8 100.0 FREQUENCY 3 PERCENT 3.3

4 0

3 0

Percent

2 0

1 0

0 sr n lyd a r e t o g is ge d ar e is ge n aua et r l ar e ge sr n lyd a r e t o g is ge

CHART: 4.13 47

INTERPRETATION: Equal number of responses under the category of neutral and agree states that the appraising officer do help their appraisees to plan their performance.

14. Performance review discussions are of high quality

OPINION 5 strongly disagree disagree Neutral Agree strongly agree Total TABLE: 4.14 8 26 44 7 90

FREQUENCY 5.6 8.9 28.9 48.9 7.8 100.0

PERCENT

48

5 0

4 0

Percent

3 0

2 0

1 0

0 s n lyd a re tro g is g e d a re is g e n a ra e tu l a re g e s n lya re tro g g e

CHART: 4.14 INTERPRETATION: As per the frequency analysis, the employees have performance review discussion with good conduct and care.

15. The HRD department follows up the training needs identified.

OPINION 4 strongly disagree disagree Neutral Agree strongly agree Total 7 29 34 16 90

FREQUENCY 4.4 7.8 32.2 37.8 17.8 100.0

PERCENT

49

TABLE:4.15
4 0

3 0

Percent

2 0

1 0

0 s og d ar e tr n ly is ge d ar e is ge na r l e tua ar e ge s og ar e tr n ly ge

CHART:4.15 INTERPRETATION: For the statement, the HRD Department identifies the training needs during the appraisal. Nearly 38 % of the employees agree with this statement. 16. Appraisal data are used by the HRD department for developmental decisions . OPINION 5 strongly disagree disagree Neutral Agree strongly agree Total 3 17 50 15 90 TABLE: 4.16 3.3 18.9 55.6 16.7 100.0 FREQUENCY 5.6 PERCENT

50

6 0

5 0

4 0

Percent

3 0

2 0

1 0

0 s n ly d a re tro g is g e d a re is g e n a ra e tu l a re g e s n ly a re tro g g e

CHART:4.16 INTERPRETATION: Majority of the employees agree to the above statement that the HRD Department use the appraisal data for development decisions like job rotation & job enrichment. 17. Reviewing officers take the appraisals seriously and educate them. OPINION 1 strongly disagree disagree Neutral Agree strongly agree Total 6 39 43 1 90 TABLE:4.17 6.7 43.3 47.8 1.1 100.0 FREQUENCY 1.1 PERCENT

51

5 0

4 0

Percent

3 0

2 0

1 0

0 s n lyd a re tro g is g e d a re is g e n a ra e tu l a re g e s n lya re tro g g e

CHART:4.17 INTERPRETATION: As per the frequency analysis, Majority of the respondents agree with the statement that the reviewing officer take the appraisal seriously and educate their sub ordinates. 18. HRD department actively reviews each appraisal. OPINION 1 strongly disagree dis agree Neutral Agree strongly agree Total 5 23 47 14 90 5.6 25.6 52.2 15.6 100.0 FREQUENCY 1.1 PERCENT

52

TABLE: 4.18
6 0

5 0

Percent

4 0

3 0

2 0

1 0

0 s og d ar e tr n ly is ge d ar e is ge na r l e tua ar e ge s og ar e tr n ly ge

CHART: 4.18 INTERPRETATION: Majority of the employees agree with the statement that HRD Department actively reviews each appraisal. The employees who agree to the above statement are around 52%. 19. HRD department provides adequate feedback to the line managers OPINION strongly disagree disagree Neutral Agree strongly agree Total 5 30 29 24 89 53 5.6 33.3 32.2 26.7 100.00 FREQUENCY 2 PERCENT 2.2

Total

90 TABLE:4.19
4 0

100.0

3 0

Percent

2 0

1 0

0 s og d ar e tr n ly is ge d ar e is ge na r l e tua ar e ge s og ar e tr n ly ge

CHART: 4.19 INTERPRETATION: As per the frequency analysis, the employees respondent shows that the HRD Department does not provide adequate feedback to the line manager about their subordinates.

20. Facilitate growth and learning of both appraisees and appraisers in the organization. Cross tabulation

DEPARTMENT Service Department Assembly Department

appraisals facilitate growth and learning of both appraisees and appraisers in the organization strongly disagree Neutral agree strongly disagree agree 0 0 0 1 2 0 54 1 1 0 6 5 1 6 6 4

Total 14 14 5

Dispatch Department Testing Department Stores Department Machine Shop Department EDP Department QC Department Subcontract department Total 1 0 0 1 0 0 2 0 1 0 0 0 1 5 0 3 2 0 2 0 9 8 7 10 2 3 1 43 3 1 1 3 4 3 31 12 12 13 6 9 5 90

TABLE: 4.20 INTERPRETATION: There is a significant growth and learning of both appraisees and appraisers in the organization by facilitating the appraisal system. Out of 90 respondent 43 of them agree with the statement.

Kurskal Wallis H Test Hypothesis: H0: There is no significant difference between the total score on employees opinion towards the appraisal system providing an opportunity to have a clear understanding of what is expected. H1: There is a significant difference between the total score on employees opinion towards the appraisal system providing an opportunity to have a clear understanding of what is expected. Level of Significance: The Level of Significance is 0.5%. So it comes 95% Confidence Limit. Test Sample: 55

Kurskal Wallis H Test Test Statistics: Chi-Square.

Table: 1 Kruskal-Wallis Test Ranks Opinion The appraisal system aims at strengthening appraiser appraisee relationships through mutuality and trust. Department Service Department Assembly Department Dispatch Department Testing Department Stores Department MachineShop Department EDP Department QC Department Subcontract department Total Table: 4.21 N 14 14 5 12 12 13 6 9 5 90 Mean Rank 47.36 53.96 44.10 43.38 49.00 37.62 26.58 40.67 66.60

Table: 2 Test Statistics Test Statistics (a, b) The appraisal system aims at strengthening appraiser appraisee relationships through mutuality and trust. 11.583 8 .171 Table: 4.22 56

Test Chi-Square df Asymp. Sig.

a Kruskal Wallis Test b Grouping Variable: department

INFERENCE: The Table 2 Shows that, maximum 5 departments has shown no differences among 9 departments. So it is clear that there is no difference in opinion among 9 departments with one another. The Table 3 shows that the Asymptotic Significance is less than 5%. So we conclude that there is no significant difference in opinion among the departments.

Hypothesis: H0: There is no significant difference between the employees opinion towards the periodic orientation program which conducted by the organization. H1: There is a significant difference between the employees opinion towards the periodic orientation program which conducted by the organization. Level of Significance: The Level of Significance is 0.5%. So it comes 95% Confidence Limit. Test Sample: Kurskal Wallis H Test Test Statistics: 57

Chi-Square. Table: 1 Kruskal-Wallis Test Ranks Department Service Department Assembly Department Periodic orientation programs Dispatch Department are conducted to explain the Testing Department objectives and other details of Stores Department the appraisal system. Machine Shop Department EDP Department QC Department Subcontract department Total Table: 4.23 Opinion N 14 14 5 12 12 13 6 9 5 90 Mean Rank 49.00 52.61 61.80 44.63 37.50 43.19 25.42 40.67 59.60

Table: 2 Test Statistics Test Statistics (a, b)

Test Chi-Square df Asymp. Sig.

Periodic orientation programs are conducted to explain the objectives and other details of the appraisal system. 10.646 8 .223 58

Table: 4.24
a Kruskal Wallis Test b Grouping Variable: department

INFERENCE: The Table 2 Shows that, maximum 5 departments has shown no big differences among 9 departments. So it is clear that there is a no big difference in opinion among 9 departments with one another. The Table 3 shows that the Asymptotic Significance is less than 5%. So we conclude that there is a no significant difference in opinion among the departments.

Hypothesis: H0: There is no significant difference between the total score on employees opinion towards the line manager spending time with their subordinates. H1: There is a significant difference between the total score on employees opinion towards the line manager spending time with their subordinates. Level of Significance: The Level of Significance is 0.5%. So it comes 95% Confidence Limit. Test Sample: 59

Kurskal Wallis H Test Test Statistics: Chi-Square Table: 1 Kruskal-Wallis Test Ranks department Service Department Assembly Department Line managers generally Dispatch Department spend time with their Testing Department subordinate and discuss Stores Department their performance. Machine Shop Department EDP Department QC Department Subcontract department Total Table: 4.25 Opininon N 14 14 5 12 12 13 6 9 5 90 Mean Rank 51.43 51.43 50.30 52.63 35.17 45.62 19.00 36.89 62.20

Table: 2 Test Statistics Test Statistics (a, b) Line managers generally spend time with their subordinate and discuss their performance. 14.565 8 60

Test Chi-Square df

Asymp. Sig.

.068 Table: 4.26

a Kruskal Wallis Test b Grouping Variable: department

INFERENCE: The Table 2 Shows that, maximum 5 departments has shown huge differences among 9 departments. So it is clear that there is a huge difference in opinion among 9 departments with one another. The Table 3 shows that the Asymptotic Significance is less than 5%. So we conclude that there is a huge significant difference in opinion among the departments.

Hypothesis: H0: There is no significant different between the total score on employees opinion towards the appraisal system facilitate growth and learning of both appraises & appraiser in the organization. H1: There is a significant different between the total score on employees opinion towards the appraisal system facilitate growth and learning of both appraises & appraiser in the organization. Level of Significance: The Level of Significance is 0.5%. So it comes 95% Confidence Limit. 61

Test Sample: Kurskal Wallis H Test Test Statistics: Chi-Square

Table:1 Kruskal-Wallis Test Ranks department Service Department Assembly Department The appraisals facilitate Dispatch Department growth and learning of both Testing Department appraisees and appraisers in Stores Department the organization. Machine Shop Department EDP Department QC Department Subcontract department Total Table: 4.27 Opininon N 14 14 5 12 12 13 6 9 5 90 Mean Rank 49.64 47.29 67.60 44.21 31.83 36.85 50.42 48.67 53.60

Table: 2 Test Statistics Test Statistics (a, b) The appraisals facilitate growth and learning of both appraisees and appraisers in the organization. 11.261 8 .187 62

Test Chi-Square df Asymp. Sig.

Table: 4.28
a Kruskal Wallis Test b Grouping Variable: department

INFERENCE: The Table 2 Shows that, maximum 5 departments has shown no differences among 9 departments. So it is clear that there is no difference in opinion among 9 departments with one another. The Table 3 shows that the Asymptotic Significance is less than 5%. So we conclude that there is no significant difference in opinion among the departments.

Friedman Test Hypothesis: H0: There is no significant different opinion among all departments. H1: There is a significant different opinion among all departments. Level of Significance: The Level of Significance is 0.5%. So it comes 95% Confidence Limit. Test Sample: Friedman Test 63

Test Statistics: Chi-Square

Table: 1 Friedman Test Ranks Opinion Mean Rank

The appraisal system aims at strengthening appraiser appraisee relationships through mutuality 2.83 and trust. Periodic orientation programs are conducted to explain the objectives and other details of the appraisal system. 1.88 Line managers generally spend time with their subordinate and discuss their performance. 1.85 The appraisals facilitate growth and learning of both appraisees and appraisers in the organization. 3.43 Table: 4.29

Table: 2 Test Statistics Test Statistics (a) N Chi-Square df Asymp. Sig. Table: 4.30
a Friedman Test

90 122.185 3 .000

64

INFERENCE: The above table describes the opinions of appraisees and the appraisers on various parameters. The above test statistics value of asymptotic significance is 0. Hence there is no significant difference of opinion among all the departments.

Kendalls tau b Test Hypothesis: H0: There is no associate difference between the higher experience and the higher satisfaction. H1: There is an associate difference between the higher experience and the higher satisfaction. Level of Significance: The Level of Significance is 0.5%. So it comes 95% Confidence Limit.

65

Test Sample: Kendalls tau b Test Test Statistics: Ordinal by Ordinal Kendall's tau-b

Strengthening relationship between appraiser and appraisee * start working from Cross tabulation
The appraisal system aims at strengthening appraiser appraisee relationships through mutuality and trust. Count % within strengthening strongly relationship betwe disagree appraiser n appraisee Count % within strengthening relationship betwe disagree appraiser n appraisee Count start working from 0 - 1 2- 5 5- 10 10 - 15 15- 20 yrs yrs yrs yrs yrs Total 0 0 2 1 0 3 .0% 3 60.0 % 16 .0% 0 .0% 8 66.7 % 1 20.0 % 6 33.3% 1 20.0% 1 .0% 0 .0% 0 100.0 % 5 100.0 % 31

66

neatural

agree

strongly agree

% within strengthening relationship betwe appraiser n appraisee Count % within strengthening relationship betwe appraiser n appraisee Count % within strengthening relationship betwe appraiser n appraisee

51.6 % 20 45.5 % 1 14.3 %

25.8 % 12 27.3 % 1 14.3 % 21 23.3 %

19.4 % 8 18.2 % 2 28.6 % 19 21.1 %

3.2% 4 9.1% 2 28.6% 9 10.0%

.0% 0 .0% 1 14.3% 1 1.1%

100.0 % 44 100.0 % 7 100.0 % 90 100.0 %

Total

Count 40 % within strengthening 44.4 relationship betwe % appraiser n appraisee

Table: 4.31 Test Statistics: Ordinal by Ordinal Kendall's tau-b

Asymp. Std. Error(a) .104

Systematic Measure Ordinal by Ordinal Kendall's tau-b N of Valid Cases

Value .089 90

Approx. T(b) .851

Approx. Sig. .395

Table: 4.32
a Not assuming the null hypothesis. b Using the asymptotic standard error assuming the null hypothesis.

Periodic orientation program are conducted to explain the object n other details of the app sys * start working from Cross tabulation

67

start working from Periodic orientation programs are conducted 10 to explain the objectives and other details of 0 - 1 2- 5 5- 10 15 15- 20 Tota the appraisal system. yrs yrs yrs yrs yrs l Count 7 1 1 2 0 11 % within periodic orientation program are 63.6 18.2 100. conducted to explain the 9.1% 9.1% .0% % % 0% strongly disagree object n other details of the app sys Count 13 11 7 2 0 33 % within periodic orientation program are 39.4 33.3 21.2 100. conducted to explain the 6.1% .0% % % % 0% disagree object n other details of the app sys Count 10 3 7 3 1 24 % within periodic orientation program are 41.7 12.5 29.2 12.5 100. neatural conducted to explain the 4.2% % % % % 0% object n other details of the app sys Count 9 5 4 2 0 20 % within periodic orientation program are 45.0 25.0 20.0 10.0 100. conducted to explain the .0% % % % % 0% agree object n other details of the app sys Count 1 1 0 0 0 2 % within periodic orientation program are 50.0 50.0 100. conducted to explain the .0% .0% .0% % % 0% strongly agree object n other details of the app sys Count 40 21 19 9 1 90 % within periodic orientation program are 44.4 23.3 21.1 10.0 100. conducted to explain the 1.1% % % % % 0% Total object n other details of the app sys

Table: 4.33

Test Statistics: Ordinal by Ordinal Kendall's tau-b

68

Symmetric Measures Ordinal by Ordinal Kendall's tau-b N of Valid Cases

Value .040 90 Table: 4.34

Asymp. Std. Appro Error(a) x. T(b) Approx. Sig. .090 .448 .654

a Not assuming the null hypothesis. b Using the asymptotic standard error assuming the null hypothesis.

Line managers generally spend time with subordinates * start working from Cross tabulation 69

Line managers generally spend time with their subordinate and discuss their performance. Count % within line managers strongly disagree generally spend time with subordiantes Count % within line managers disagree generally spend time with subordiantes Count % within line managers neatural generally spend time with subordiantes Count % within line managers agree generally spend time with subordiantes Count % within line managers generally spend time with strongly agree subordiantes Count % within line managers generally spend time with Total subordiantes

start working from 0 - 1 2- 5 5- 10 10 - 15 15yrs yrs yrs yrs yrs 10 2 1 2 0 66.7 % 14 48.3 % 8 33.3 % 7 35.0 % 1 50.0 % 40 44.4 % 13.3 % 6 20.7 % 6 25.0 % 6 30.0 % 1 50.0 % 21 23.3 % 6.7% 6 20.7% 7 29.2% 5 25.0% 0 .0% 19 21.1% 13.3% 3 10.3% 2 8.3% 2 10.0% 0 .0% 9 10.0% .0% 0 .0% 1 4.2% 0 .0% 0 .0% 1 1.1%

20 Total 15 100.0 % 29 100.0 % 24 100.0 % 20 100.0 % 2 100.0 % 90 100.0 %

Table: 4.35 Test Statistics: Ordinal by Ordinal Kendall's tau-b Asymp. Std. Error(a) .088 Approx. T(b) 1.453 Approx. Sig. .146

Symmetric Measures Ordinal by Ordinal Kendall's tau-b N of Valid Cases

Value .127 90 Table: 4.36

a Not assuming the null hypothesis. b Using the asymptotic standard error assuming the null hypothesis.

Appraisals facilitate growth n learning of both appraisees and appraisers in the organization * start working from Cross tabulation 70

The appraisals facilitate growth and learning of both appraisees and appraisers in the organisation. Count % within appraisals facilitate growth n strongly disagree learining of both appraisees n appraisers in the orgn Count % within appraisals facilitate growth n disagree learining of both appraisees n appraisers in the orgn Count % within appraisals facilitate growth n neatural learining of both appraisees n appraisers in the orgn Count % within appraisals facilitate growth n agree learining of both appraisees n appraisers in the orgn Count % within appraisals facilitate growth n strongly agree learining of both appraisees n appraisers in the orgn Count % within appraisals facilitate growth n learining of both Total appraisees n appraisers in the orgn

start working from 0 - 1 2- 5 5- 10 10 - 15 15- 20 yrs yrs yrs yrs yrs Total 1 0 0 1 0 2 50.0 % 0 .0% 7 77.8 % 19 44.2 % 13 41.9 % 40 44.4 % .0% 0 .0% 2 22.2 % 15 34.9 % 4 12.9 % 21 23.3 % .0% 2 40.0% 0 .0% 8 18.6% 9 29.0% 19 21.1% 50.0% 3 60.0% 0 .0% 1 2.3% 4 12.9% 9 10.0% .0% 0 .0% 0 .0% 0 .0% 1 3.2% 1 1.1% 100.0 % 5 100.0 % 9 100.0 % 43 100.0 % 31 100.0 % 90 100.0 %

Table: 4.37

Test Statistics: Ordinal by Ordinal Kendall's tau-b

71

Symmetric Measures Ordinal by Ordinal Kendall's tau-b N of Valid Cases

Value .055 90 Table: 4.38

Asymp. Std. Approx Approx. Error(a) . T(b) Sig. .108 .504 .614

a Not assuming the null hypothesis. b Using the asymptotic standard error assuming the null hypothesis.

INFERENCE: The cross tabulation between the years of experience and the relationship between the appriasee and the appraiser is no way related. Since there is no associate difference between the years of experience and the satisfaction of appraisee, null hypothesis is rejected. The cross tabulation between the periodic orientation and the years of experience shows that there is significant association between years of experience and periodic orientation. Since the value observed from the Kendalls tau-b test is 0.654 which is greater than the level of significance, null hypothesis is accepted. The third table depicting the cross tabulation between the years of experience and the time spent by the line managers with the subordinates throws the value of 0.164 which is less than the level of significance. Hence the null hypothesis is rejected. The last table showing the cross tabulation between the years of experience and the facilitation of growth and learning gives the value of 0.614 which is greater than the level of significance. Hence the null hypothesis is accepted.

72

CHAPTER V

CHAPTER V
73

FINDINGS, SUGGESTION & CONCULSION

FINDINGS & SUGGESTION

FOR 360 DEGREE APPRASIAL SYSTEMS: FINDINGS: Demographic findings: 1. Majority of the employees of Tecmo Industries are male (70%). 74

2. Majority of the age group of employees/appraisees (50%) were between 26-35 years of age. 3. The majority of the employees/appraisees (48 %) have experience less than 5 years. 4. The majority of the employees/appraisees (36 %) belong to different department. Dimensions Findings: 1. There is no relationship between the gender and ability to resolve conflicts tactfully. 2. The opinion by self and manger differs while ranking for individual performance. 3. The opinion by self and colleague does not differ while ranking for individual performance. 4. It is found that the employees having high organizational commitment have highest flexibility but have least co-operation in team work in their organizational environment. 5. The priority order factors with respect to their importance in the organization were analyzed. They are 1.flexibility, 2.organizational commitment, functional skill, 4.coaching and 5.team work. 6. Every supervisor is using their time efficiently and also consistently producing high quality work.

FOR EXISTING PERFORMANCE APPRASIAL SYSTEM:

75

1. There is no such provision for periodic orientation program in the organization.

2. The line managers do not spend time with the sub-ordinates, since they spend more time on production.

3. Only intra-departmental relationship exists and no inter-departmental relationship exists in the organization.

4. No opportunity has been provided for the appraisee to communicate the support required.

5. The appraisees do not know about their strengths and weaknesses and insight about themselves.

6. The employees are not aware about the existing appraisal system and the methods followed by the organization.

76

SUGGESTIONS: FOR 360 DEGREE APPRASIAL SYSTEMS: There should be a good understanding between the employees and with their colleagues. Hence it can be used in a positive way to improve their team spirit and work environment. Flexibility is very high but team spirit is very low. Because of this there is lack of co-ordination from peers. So the Manager needs to motivate the supervisors. There is a lack of co-operation between team members. So every supervisor should encourage the exchange of ideas and bring out colleagues strengths. FOR EXISTING PERFORMANCE APPRAISAL SYSTEM:

The company should conduct periodic review programs, so that job efficiency and employees contribution will increase. The Appraisal system should be open and should be communicated to all levels of employees. 77

 The line managers should spend time with their employees for getting insight about them. The employees of this organization should be provided with periodic orientation program to improve their operational efficiency.

CONCLUSION: In this project, a performance appraisal system utilizing the performance appraisal criteria has been analyzed from a company manufacturing pumps based in coimbatore. This system uses multiforce evaluation model in assisting the supervisory level, to appraise their employees. Utilizing the concept of using multiforce evaluation model in the performance appraisal system could ease the changes need to be made in this system whenever it is necessary. This model follows a systematic step in determining a staffs performance, and therefore, it creates a system of appraisal which is able to consistently produce reliable and valid results for the appraisal process. The performance appraisal system followed by the organization says that organization has to improve their relationship between the supervisors and their subordinates. This appraisal system also helped the organization to identify the communication gap between the employees, supervisors and the management. The organization should emphasize on periodic orientation program in order to enhance the employees understanding.

78

Bibliography:
Books: 1) Performance Management 2nd edition- By Herman Aguinis. 2) Human Resource Management By Ashwathappa 3) Training & Development By Dr.B.Janakiram.

Website: 1) www.Techmoindustries.com 2) www.google.com 3) www.cii.in

79

QUESTIONARIES QUESTIONARIES: 1 360Degree appraisal system Multi-rater Feedback Questionnaire Name : _________________________ Designation: ___________ Experience: Below 2 years 2-5 years Age Gender : 20 - 25 26 35 5-10 years Above 10 years 46 55 Above 55 Department: ____________

36 45

: Male Female

Please provide the names of the person who can appraise you (Manager, Peer / Colleague , Subordinate) One or more than one in each category. 1. ___________________ 4. ___________________ 2. ____________________ 3 ___________________ 5. ____________________

80

Instructions: 1. For each item, circle the number that best matches your assessment of the individuals current level of expertise or performance. 2. If you have no basis for judgment, circle ?. This response will not be averaged in with other ratings. 3. Try to use a range of ratings in your assessment. Your feedback will be most helpful if it differentiates the individuals true strengths from areas needing improvement. 4. Finally, fill in the open-ended question at the end of the questionnaire. Your constructive suggestion is particularly important for the organizations development and growth. All information will remain confidential. Rater responses will be shared in aggregate form.

Multi-rater Feedback Questionnaire Name : _______________ Designation: ___________ Name of the person being rated:_______________ Department: ____________

Indicate your role with regard to the person being rated: __ __ __ I am this persons direct line/dotted line manager I report to this person I am a colleague or customer of this person

Instructions: 1. For each item, circle the number that best matches your assessment of the individuals current level of expertise or performance. 2. If you have no basis for judgment, circle ?. This response will not be averaged in with other ratings. 3. Try to use a range of ratings in your assessment. Your feedback will be most helpful if it differentiates the individuals true strengths from areas needing improvement. 4. Finally, fill in the open-ended question at the end of the questionnaire. Your constructive suggestion is particularly important for the organizations development and growth. All information will remain confidential. Rater responses will be shared in aggregate form.

81

Multi-rater Feedback Questionnaire For each item, circle the number that best matches your assessment of the individual's current performance. 1 2 3 Strongly disagree disagree Neutral Performance Criteria Organizational Commitment 1. Supports departments overall goals 2. Adapts willingly to the changing responsibilities 3. Acts in a manner that engages and motivates 4. Builds positive & effective relationships with colleagues at all levels of organization Functional Skills 1. Knowledge of job 2. Organizes and prioritizes work well 3. Uses time efficiently 82 4 5 Agree Strongly agree ? Dont know

Current Performance

1 1 1 1

2 2 2 2

3 3 3 3

4 4 4 4

5 5 5 5

? ? ? ?

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

? ? ?

4. Consistently produces high quality work 5. Has shown improvement in required skills over the last years skill level Flexibility 1. Values and respects diverse opinions, experiences, background, cultures, and work styles 2. Resolves conflicts tactfully 3. Accepts change gracefully Teamwork 1. Demonstrates consideration, cooperation, and generosity within the team 2. Actively seeks feedback on how interaction or process worked 3. Ability to handle the task independently 4. Ensures that actions are followed through to completion Coaching 1. Communicates expectations, Clarify queries and gives solution to others in a way that is clearly understood. 2. Uses positive recognition to motivate or appreciate 3. Encourages the exchange of ideas and brings out colleagues strengths 4. If applicable, identifies areas for improvement for each person and sets related goals

1 1

2 2

3 3

4 4

5 5

? ?

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

? ? ?

1 1 1 1

2 2 2 2

3 3 3 3

4 4 4 4

5 5 5 5

? ? ? ?

1 1 1 1

2 2 2 2

3 3 3 3

4 4 4 4

5 5 5 5

? ? ? ?

1) Give suggestions for organizational development and growth overall? Comments If there are any comments that you would like to share or issues that you would like to rise, please do so here:

83

Thank You!!!

QUESTIONARIES: 2 PERFORMANCE APPRAISAL EFFECTIVENESS Employee name: Position: Department: Start working from:
S.NO . OPINION STRONGLY DISAGREE DISAGREE NEATURAL AGRE E STRONGLY AGREE

The executive appraisal system in this organisation provides an opportunity for each appraisee to have a clear understanding of what is expected by his reporting officer during the performance year. The appraisal system helps each appraisee and appraiser to have a clear joint understanding of each apraisees job. The appraisal system provides an opportunity for each appraisee to communicate the support he needs from his 84

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superiors to perform his job well. The appraisal system provides an opportunity for self review and reflection. The appraisal system provides an opportunity for a discussion between the appraiser and the appraisee on the expectations, achievements, failures, constraints and improvements required. The appraisal system encourages open communication between each appraiser appraisee pair through performance review discussions. The appraisal system aims at strengthening appraiser appraisee relationships through mutuality and trust. The appraisal system helps interested appraisees to gain more insights into their strengths and weaknesses. The appraisal system has scope for communicating the plans of the top management and the business goals to the staff. The objectives of the appraisal system are clear to all employees. Periodic orientation programmes are conducted to explain the objectives and other details of the appraisal system. Line managers generally spend time with their subordinate and discuss their performance. Reporting officers help their apparaisees to plan their performance in the beginning of the year.

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Performance review discussions are of high quality and are conducted with care. The HRD department follows up the training needs identified during the appraisal seriously. The appraisal data are used by the HRD department for other developmental decisions like job rotation, job enrichment and the like. The reviewing officers take the appraisals seriously and educate their subordinates to overcome their personal biases and favouritism. The HRD department actively reviews each appraisal and discusses them with the line managers. The HRD department provides adequate feedback to the line managers on their rating behaviour and the decisions taken on their ratings. The appraisals facilitate growth and learning of both appraisees and appraisers in the organisation.

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SIGNATURE THANK YOU

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