INTRODUCTION

Human resource management (HRM) is a management function that helps

managers recruit, train and develops organization.
HRM is considered with the people dimension in management. since every
origination is made up of people acquiring their service, developing their skills,
motivating them to high levels of performance and ensuring that they continue to
maintain their commitment to the origination objectives. This is true, regardless of the
type of origination government, business, education, health, recreation or social
action.
Definition
Management is the planning, organizing, directing and controlling of the
procurement, development, compensation, integration, maintenance and separation of
human resource to the end that individual origination and social objective are
accomplished.
Thus HRM refers to a set of programmers, functions and activating as well as
origination effectiveness.
1.1 HUMAN RESOURCES :-
In a general way, human resources are the people and their characteristics at work
either at the national level or organizational level.
1.1.1 DEFINITIONS:
Megginson has defined human resources as follows:
From the national point of view, human resources are knowledge. Skills,
creative abilities, talents and altitudes obtained in the population; where as from the
viewpoint of the individual enterprise, they represent the total of the inherent abilities,
acquired knowledge and skills as exemplified in the talents and aptitudes of its
employees


1.1.3 HUMAN RESOURCE MANAGEMENT:
Human Resource management refers to a set of programmed functions and
activities designed and carried out in order to maximize both employees as well as
organizational effectiveness. It is the process of binding people and organizations
together so that the objectives of each are achieved.
1.1.4 DEFINITIONS:
According to FLIPPO human resource management is The planning
organizing, directing and controlling of the procurement, development, compensation,
integration, maintenance and reproduction of human resources of the end that
individual, organizational and societal objectives are accomplished.
Miltonic and Bounder have defined human Resource management as a
series of integrated decisions that form the employment relationship, their Quality
contributes to the ability of the organizations and the employees to achieve their
objectives
1.1.5 SCOPE OF HUMAN RESOURCE MANAGEMENT:
The scope of HRM is indeed vast, all major activities in the working life of a
worker- from the time of his or her entry in to an organization Until he or she leaves
come under the preview of HRM. Specifically, the activities included are HR
planning, Job analysis and placement, training and development, performance
appraisal and job evaluation, employee and executive remuneration, motivation and
communication, welfare, safety and health, industrial relations (IR) and the like. For
the sake of convenience, we can categories all these functions into seven sections (i)
introduction to HRM, (ii) employee hiring, (iii) employee and executive
remuneration, (iv) employee- motivation, (v) employee maintenance (vi) IR, and (vii)
Prospects of HRM



1.1.6 OBJECTIVES OF HUMAN RESOURCE MANAGEMENT:
(i) To create and utilize an able and motivated workforce, to accomplish the
basic organizational goals.
(ii) To establish and maintain sound organizational structure and desirable
working relationships among all the members of the organization.
(iii) To create facilities and opportunities for individual or group development so
as to match it with the growth of the organization.
(iv) To attain an effective utilization of human resources in the achievement of
organizational goals.

1.1.7 FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:
Human Resource management is the management of people at work
Management of human resources consists of several inter related functions these
functions of human Resources management may broadly be classified into two
categories
(a) Managerial functions
(b) Operative functions

(A) Managerial Functions: All managers in the organizations perform managerial
functions through which they get things done. A human resource manager
performs the functions of planning, organizing, directing and controlling

1. Planning:
Planning is the conscious determination of future course of action. This
involves why an action, what action, how to take action, and when to take action
Thus, planning includes determination of specific objectives, determining projects
and programmers, setting policies. In the area of human resource management,
planning involves deciding personnel goals, formulating personnel policies and
programmers, preparing the human resource budget etc.


2. Organizing:
In order to implement the plans, a sound organization structure is required.
Organization is the process of allocating tasks among them, and integrating their
acclivities towards the common objectives. In this way a structure of relationships
among jobs, personnel and physical factors is developed.
3. Directing:
Directing is the process of motivating activating, leading and supervising
people Directing includes all those actions by which a manager influences the
actions of subordinates, it involves getting others to act after all preparations have
been made. Directing is the heart of the management process because it is
concerned with initiating action. It helps to secure the willing and effective co-
operation of employees for attaining organizational goals.
4. Controlling:
Controlling implies checking, verifying and regulating to ensure that every
thing occurs in conformity with the plans adopted and the instructions issued Such
monitoring help to minimize the gap between desired results and actual
performance, controlling the management of human resources involves auditing
training programmer, analyzing labor turnover records, directing morale surveys,
conducting separation interviews and such other means.
(B) Operative Functions :
Operative functions are also known as service functions These functions are
available at right time and at right place. These functions are concerned with specific
activities of procuring, developing compensating and maintaining an efficient work
force.
(1) Procurement :
This is concerned with securing and employing the right kind and proper
number of people required in accomplishing the organizational objectives this consists
of the job analysis, human resource planning, recruitment, selection, placement,
induction activities.
(2) Development :
It is the process of improving the knowledge skills, aptitudes and values of
employees. So that they can perform the present and future jobs more effectively.
This function Comprises Performance and potential appraisal training, executive
development career development, executive development career development
activities.
(3) Integration :
It is the Process of reconciling the goals of the organization with those of its
members integration involves motivating employees through various financial and
non financial incentives providing Job satisfaction, handling employee grievances,
through formal procedure, collective bargaining and developing sound human
relations.
(4) Maintenance:
It is concerned with protecting and promoting the physical and mental health of
employees. For this purpose several types of fringe benefits such as housing,
medical, educational facilities etc. are provided to workers. Social security measures
like provident fund, pension gratuity and maternity benefits are also arranged to
preserve the human resources of the organization. Personal records and research are
also important elements of the maintenance function.








PERFORMANCE APPRAISAL
Appraisal of one individual by another individual is a continuous process and
it is Natural phenomenon in our day-to-day interaction, either in family life or in a
social setting or in an organization for that matter. While the individual or a group
uses Appraisal in its own fashion depending upon the need of the situation, in an
organization it becomes necessary to adopt a formal methodology of Appraisal system
because of the requirement of measuring the performance for considering suitable
reward or punishment or for assessing the potential of a person to increase the
responsibilities. In short, there is a great requirement for assessing the efficiency to
gear up the productivity of the work force.
Appraisal of performance is wide used in the society. Parent their children,
teacher evaluates their student and an employer is believed to have been adopted for
the first time during First word war. At the inlands of Walter dill Scott the us army
man rating system for evaluating military personal. Once the employee has been
selected, he is then apprised for his performance. Process, like recruitment, selection,
placement, etc.
Definition:
Performance evaluation or performance Appraisal is the process of assessing
the performance the performance and and progress of an employee or of a group of
Employees on a given job and his potential for future development.
Formal Definition:
It is the systematic evaluation of the individual with respect to his /
performance on the job and his/her potential for development.
According to Flippo:
Performance Appraisal is the systematic, periodic and an impartial rating of
an employees excellence in matters pertaining to his present job and his potential for
a better job.

NEED FOR THE STUDY

The project, which has been done, will help the organization immensely in
locating any drawback, which may be present in their existing performance appraisal
system,. This project will also help the organization in formulating a better appraisal
system in the organization in planning, to evolve a new performance appraisal in near
future.
Provide information about the performance ranks basing on which decisions
regarding salary fixation, confirmation, promotion, transfer and demotion are
taken.
Provide feedback information about the level of achieving and behavior of
subordinates, rectifying performance deficiencies and to set new standards of
work, if necessary.
Provide information, which helps to council the subordinates.












OBJECTIVES OF THE STUDY

The main purposes of performance appraisal are as follows:
To study the performance appraisal system in EICC, Eluru.
To obtain the views and suggestions from both appraisers and appraises about
the performance appraisal system and reduce the grievances among the
employees.
To study how the employees are rated based on their performance.
To know whether the system fulfils the requirements and purpose of the
organization.
To examine whether performance appraisal adopted is really helpful in the
effective evaluation of the employees.












SCOPE OF THE STUDY

To create and maintain a satisfactory level of performance.
To contribute to the employee growth and development.
To help the superiors to have a proper understanding about their subordinate.
To guide to the employees about their job changes with the help of continuous
ranking.
The facilitate for testing validating selecting tests, interview techniques
through comparing their scores with performance appraisal ranks.
To provide information for making decisions regarding lay off, retrenchment.














METHODOLOGY OF THE STUDY
RESEARCH:
Research is a careful investigation or enquiry especially though search for new
facts in any branch of knowledge.
According to Redanab abd Nirt, Research is a systematized effort to gain new
knowledge.
RESEARCH METHODOLOGY:
Research methodology is a way to systematically solve the research problem.
Research methodology not only talks of the research methods but also consider the
logic behind the methods we use in the context of our research study and explain why
we are using a particular method or technique and why we are not using others so that
research results are capable of behind evaluated either by the researcher himself or by
others.
RESEARCH PROCESS:
Research process consists of series of actions or steps necessary to effectively
carry out research and the desired sequencing of these steps:
Formulating the research problem
Extensive literature survey
Development of working hypothesis
Preparing the research design
Determining sample design
Collecting the data
Execution of the project
Analysis of data
Hypothesis testing
Generalization and interpretation
Preparation of the report


The Methodology of the study of performance appraisal of is as follows.
Data collection:
More specific information from various sources is to be collected and the
accuracy is of great importance for drawing correct and valid conclusions .the nature
of the source of the data depends upon the type of information required. For this
purpose both the sources primary and secondary were used.
Primary Data:
Primary data are first hand information collected directly from the field.
Primary data will be collected with the help of surveys. a structured questionnaire was
designed in order to study the performance appraisal of employees.
Secondary Data:
Secondary data are recorded form of data collected for some other purpose. it
may be available in the form of published material company literature, magazines and
various articles published by different researches .
Sample Size:
The sample size considered for the study is 100 and restricted within the
organization. These are selected by random sampling technique.








LIMITATIONS OF THE STUDY
Time is one of the limiting factors, where the study is restricted for a period of
2 months only.
The researcher found difficulty when respondents refused to answer some of
the questions because of fear that the information may be passed to
organization.
Some sections of the respondents have not shown interests in answering
questions.
The information is collected my no be factual
To study confined to performance appraisal.















INDIAN JUTE INDUSTRY
The jute textile industry occupies an important place in the national economy.
It is one of the major industries in the eastern region, particularly in west Bengal. It
supports nearly 4 million farm families, besides providing direct employment to about
2.6 lakh industrial workers and livelihood to another 1.4 lakh persons in the tertiary
sector and allied activities Capacity utilization of the industry is around 75 percent.
The jute industry is labor intensive and as such its labor output ratio is also very high
in spite of various difficulties being faced by the industry.
As on December 1,2006, there are 77 composite jute mills in India, of
which 60 jute mills are located in West Bengal, 3 each in Bihar and U.P., 7 in Andhra
Pradesh and 1 each in Assam, Orissa, Tripura and Chattisgarh. Ownership- wise
division is 6 mills are under Government of India, 1 mill (Tripura) is under State
Government, 2 mills (Assam& New Central) are in the co-operative sector, and 68 are
in private sector. The total number of looms installed in jute industry stood at 46,328
consisting of 24,261 Hessian looms, 20,159 sacking looms, 1,099 CBC looms and
others at 809. The installed spindles in jute mills, other than 100% export oriented
units, were 6,95,006 comprising of 5,96,266 fine spindles and 98,740 coarse spindles.
As on December 1,2006,installed spindles in 100% export oriented units stood at
12,192,with fine spindles at 9,712 and coarse spindles at 2,480.



BRIEF HISTORY OF THE JUTE INDUSTRY IN INDIA:
Long before the establishment of the British Empire in India the raw Jute
was produced and used by the Indian villagers for making ropes, cordage, and coarse
fabrics for matting and bedding. The first jute mill was established on the banks of the
Hubli River at Rishra near Calcutta in 1854 by George Auckland and by Sumbnersen
and was named Wellington jute mill (New called chandanyh jute mills). In another
two years the second jute mill called Baranagose jute mills was set up by Borme Jute
Company. Three years later the first power driven weaving factory was set up. By
1884, 5 mills started working along with the banks of river Hubli with the total
loomage of 950. By 1885 no of mills swelled 24 with 670 looms.
By 1909, 38 companies controlling 30, 685 looms were framed in India.
When the Indian sub-continent was partitioned majority of jute went with the Pakistan
and India jute mill found it very difficult to obtain under jute cultivation and by 1958
the raw jute under jute produced in India was enough to meet the requirements of the
jute mills. The jute industry also later began to diversity production by installing
broad looms and producing carpet backing. Mills also experimented upon small
quantities off laminated bags dyed fabrics felts etc. India accounts for about 45% of
worlds total loomage. Its production is about 12 lakhs tonnes per annum. Bangladesh
the next country to produced jute goods accounts for about 23% of worlds loomage.
Its production is about 6 lakh tones per annum. As on December1, 2006 there are 77
Jute mills running in India.





CONSTITUTION OF JUTE INDUSTRY IN ANDHRA PRADESH: -
The jute industry is long-standing labour-intensive industry in coastal
Andhra. The jute industry in Andhra Pradesh comprises of two segments. They are
Composite jute mills will convert raw material into yarn and there form produce
fabric and bags and Yarn and twine mills, will produce only jute yarn and twine from
raw jute. The following are the composite mills in Andhra Pradesh and their products.

Name of the mill
Estimated Yearly Production
(Million Tonnes)
Chittavasla jute mills 30000
Sri Krishna jute mills, Eluru 30000
Nellimerla jute mills limited,
Nellimerla
30000
Sri Bajrang jute mills limited,
Guntur
15000
Hoogly mills project limited,
Vizianagaram
10000

Table 2.1
The above are long established jute mills employing nearly 22000 workers and
paying very high wages. All the five mills were set up during 1900s taking advantage
of abundant availability of Bimlimesta. But Bimlimesta is suitable for manufacture of
coarse goods like sacking bags, the mills were set up to manufacture only sucking
bags suitable for packaging of food grains, sugar, cement etc. Chittavasla jute mills,
however is producing a small quantity of Hessian at present. There are now 18 jute
twine manufacturing unite in Andhra Pradesh most of which are stated in Bimlimesta
growing in Srikakulam and Vizianagaram districts. A few more twine units are in the
process of being setup. The present production of the existing twine units is about
75000 to 80000 tonnes per year.
The jute industry in Andhra Pradesh has tremendously grown during the last
one decade; particularly during 90s about 90% of the entire countrys requirements
of jute yarn is now set by Andhra Pradesh. The three most important factors that
caused the phenomenal growth in the state are: Availability of Bimlimesta, which is
eminently suitable for production of coarse twine, which is the basic product of all
Andhra Pradesh, twines units and the low cost of production resulting form very low
wages compared to composite jute mills resulting in consistently high profits.
Jute: The Golden Fiber
Jute is a natural, long and soft vegetable fiber with golden silky shine, also
termed as The Golden Fiber . It can be spun into coarse and strong threads. This
fabric is also known as Hessian and burlap. The very fine threads of jute can be
separated out and made into an imitation silk. A fiber obtained from the bast layer of
the plants Corchorus capsularis and Corchorus olitorius primarily used for gunny
sacks, bags, cordage, and binding threads in carpets and rugs. Softer than coir, jute
can be spun into fine yarns or heavy cords and is ideal for patterned rugs. Common
Jute Fiber names are Pat, Kosta, Nalita, Bimli and Mesta. Types of Jute are capsularis
(white) and olitorius (tossa). The capsularis fiber is whitish in color and olitorius fiber
is finer and stronger than the capsular is and is yellowish reddish, grayish in color.
Capsularis is normally sown between February to May while olitorius is sown
between April mid Jun.
Characteristics
Widely acknowledged as Golden fiber
Cheapest fiber obtained from skin or bast of plant's stem
High tensile strength and low extensibility
Vastly used as raw material in packaging, textiles, non-textile, construction
and agricultural applications
High insulating and anti static properties
JUTE COMMODITIES
Jute has always been known as an eco friendly, economical, versatile, bio
degradable and recyclable vegetable fiber. There is a great innovation in the fashion
world with jute fabric finding its place there. Right from packing material, bags to
highly fashionable and glamorous garments, jute fabric has undergone a splendid
evolution. Now, shifting towards social circles, jute has also created its interest and
usage in both domestic as well as international arena. India is one of the largest
producers of jute in the world. The most basic and essential jute commodities
fabricated in Indian jute mills are:
Canvas: It is the finest jute item, woven with highly premium grades of fiber.
Jute canvas and screen lamination along with paper polythene is widely used
in mines and for getting protection against weather.
Sacking Cloth: Made up of low quality jute fibers, sacking cloth is loosely
woven heavy cloth used for packing sugar, food grains, cement etc. Weighing
from 15 to 20 ozs, several qualities are available in this category like Twill, hy
Cees, D.W Flocer, Cement Bags and many more.
Hessian Cloth: It is a plain-woven superior quality jute fabric, weighing
between 5 and 12 ozs, a yard. Hessian cloth is highly exported all across the
world in the form of cloth, bags etc. Also known as burlap, this cloth is vastly
used in wide ambit of applications.
D.W. Tarpaulin: This product is majorly used for coverings on a very high
multidimensional scale.
Bags: Used mainly for shopping, bags are usually fabricated from sacking or
Hessian cloths. They are often decorated with varied artistic designs and with
straps, chains and handles in several dimensions and shapes.
Geotextile: It is a jute cloth lay along the river embankment sides and hill
slopes to prevent soil erosion and landslides.
Hydrocarbon free jute cloth: This cloth is fabricated by treating jute with
vegetable oil. It is a Hessian fabric, hydrocarbon free cloth, widely used for
packing different food materials, cocoa, coffee, peanut beans etc.
Serim Cloth: It is a lightweight Hessian cloth, used in felt industry for
reinforcing the non-woven fabric and for strengthening paper with lamination.
Tobacco sheets: Used for wrapping tobacco leaves, tobacco sheets are made
up of Hessian cloth.
Decorative items: The vast variety of decorative products are made up of jute
fabrics like wall hangings, toys, table lamps, paper, decorative bags, furniture
and many more.
Hessian tapes and gaps: They are made up with Hessian cloth, woven with
gaps at regular intervals and the cloths cut between the gaps to make small
width taps.

JUTE HANDICRAFTS




Jute handicrafts of India have created a niche the world over. A wide range of
skills have been honed to perfection by craftsmen who have learned to transform this
natural fiber into products of daily use, with an aesthetic appeal .West Bengal is the
largest Jute producing state in the country accounting for 71% of the production. The
states of Bihar and Assam rank second and third respectively. As a natural fiber, it has
many advantages over synthetics.
A luxurious range of jute home decor products is available to suite different
life styles. Cushion covers, tablemats, table covers, tea cozies add a touch of class to
the interiors. Exquisite jute floor coverings are till date unmatched in their elegance.
Jute garments are available for all occasions, in hand printed, embroidered and tie and
dyed variety. A wide range of the most endearing stuffed toys is made of jute woven
fabrics. These are washable and safe for children to play with. Christmas gifts and
decorative items with colorful embroidery look absolutely attractive when made with
jute.




GeoJute - The Eco-friendly Fiber
One of the oldest industries in India, Jute has traditionally been used for
packaging. However, its versatility is only coming to light now as the world looks on
for natural options to save the environment. The time has come for this natural fiber to
take over with the ideal solutions for the modern world.
Geo-textiles come in two varieties: woven and non-woven fabrics.
Features are High moisture absorption, capacity Flexibility, Drainage properties. Geo
Jute finds applications in Erosion control, Separation, filtration and drainage in civil
engineering works agricultural uses.
Recent applications: Jute as fashion garment

One of the fashion show focused jute as a fashion connoisseur exporters and
traders. This show has displayed vast collection of jute clothes for both men and
women. Many buyers, individuals and boutiques acknowledged the jute fabrics,
texture and prints. Currently, the Ministry of textiles advertises an exhibition to
feature the jute garments and other commodities. Some high profile designers like
Mumbai's Pawan Aswan and Ashis Sony have highlighted jute on several fashion
shows like at the Lakme India Fashion week 2000 and International Fairs in
Dusseldorf, Germany.
The latest trend in fashion is today focused on ethnic styles with complete
range of jute accessories like jewelry, scarves, bags, ties, belts and many more. Also,
NIFT has taken participation in fashion shows having association with the Institute of
Jute Technology and India's premiere natural fabrics store located in Mumbai,
patronizing jute creation to a large and high extent. The biggest asset of Jute is its
natural golden color and high tensile strength.
Production of Jute Goods
During 2006-07 (April-March), total production of jute goods was at 1356.30
thousand M.T.During 2007-08 (up to Oct., 2007), production of jute goods is 1024.1
thousand M.T. as against 869.3 thousand M.T. during the corresponding period of
2006-07.
Exports
During 2006-2007(April march07), the, export, which was RS.10, 552
Million equivalent to about US $ 241 million, in terms of quantity, exporting during
2006 2007 was to the tune of 2.42,800 M.Ton. Export of yarn has shown an upward
trend by 13% in quantity and 14% in value terms as compared to corresponding
period of previous year. Similarly, sacking also has shown an increasing trend by 4%
in value terms during 2006-2007 as compared to 2005-06.on the basis of dispatches of
jute goods for exports, based on returns of jute mills, export s of jute goods during
2007-2008(up to November, 2007), have been estimated at 1,42,000 M.T valued at
Rs.7755 million equivalent to about US $197 millions, Egypt, Belgium, Turkey and
Syria had been the five major importing countries for Indian jute goods which
accounted for of 46% of total exports of the jute goods in the value terms .the major
exportable items of Indian jute goods are Hessian ,sacking, yarn of traditional
products, floor coverings and Hand & shopping bags in the diversified jute
products(JDP)sub sector. Recently food grade jute cloth and bags (FGJP) and jute geo
textiles (soil saver) have emerged as the other potential exportable jute items.
USA, UK, South Africa and Belgium are the main importers of Indian jute in
the world. They import 25% of the total Indias production of jute. India has excellent
infrastructure facilities in meeting foreign (export) commitments. Apart from India,
other countries like Bangladesh, China, and Myanmar are other important exporters of
jute. As a matter of fact, the total production of jute in the world is 3 million tones
(roughly around 24-25K Rs. Crore).


THE VERSATILE OPTION:
Rapid expansion of into a wide range of life style consumer products has been
made possible due to the versatility of the jute spinning of high quality yarns and
weaving of light weight fine textured fabrics of uniform structure in exotic colors and
designs are made in both jute factories and hand loom sectors. With vastly improved
bleaching, dyeing and finishing processes and by blending jute with other natural and
synthetic fibers the finished jute products now ensure fee; lustert, abrasion resistance
and aesthetic appeal.
Given below are some facts about production and consumption of Jute in the
World and in India
Table2.2
PRODUCTION OF JUTE GOODS
QTY: IN 000' M.T. VALUE : Rs / Crores
(APRIL /
MARCH)
HESSIAN SACKING CBC OTHERS TOTAL
CORRESPONDING
CONSUMPTION OF
RAW JUTE IN '000
BALES
1995 96 413.9 676.3 30.5 5312.3 1433 8290
1996 97 368.7 666.6 25.2 340.4 1400.9 8023
1997 98 392.4 864.6 19.8 401.6 1678.4 9598
1998 99 344.1 903.3 18.5 330.3 1596.2 9068
1999 00 344.5 909.2 8 328.5 1590.2 9087
2000 01 337.9 952.9 6.6 327.5 1624.9 9280
2001 02 275.3 1034.3 5 286.2 1600.8 9142
2002 03 338.3 1000 5.4 278.1 1621.8 9262
2003 04 305.2 979.3 5.7 281.1 1571.3
%Change
of 03-04
over 02-03
-9.78 -2.07 12.96 1.44 -3.11 -3.1
Source: Jute Commissioner of India
Table 2.3

1998 -
99
1999 -
00
2000 -
01
2001 -
02
2002 -
03
2003 -
04
2004 -
05
CONSUMPTION OF RAW JUTE
QTY: IN lakh bales
CARRYOVER 27 22 10.5 7 16 34 33
PRODUCTION 83 78 90 105 110 90 85
IMPORT 9 8 4 4 9 7 7
TOTAL SUPPLY 119 108 104.5 116 135 131 125
DOMESTIC
CONSUMPTION
7 7 7 8 8 8 8
MILL CONSUMPTION 90 90.5 90.5 92 93 90 90
TOTAL DEMAND 97 97.5 97.5 100 101 98 98
CARRY OVER 22 10.5 7 16 34 33 27
Source: Jute Commissioner of India
CHANGING TREND:
Jute can be exemplified as a golden natural fiber with versatile application
aspects ranging from low value geo textiles to high value carpet, apparel, composites,
upholstery furnishings, decorative color boards, fancy non-wovens for new products
and many more. Due to its unique versatility and long lasting nature, jute is regarded
as the Fiber for the Future. In coming era, variety of mini jute plants and jute mills
will be seen engaged in the production of jute and jute blended yarns. These yarns are
very light weighted and are used in varied applications like in upholstery, furnishing,
garments, bags etc.
The jute sector occupies ban important place in the Indian economy in general
and the eastern region in particular, the jute industry provides direct employment to
about 0.26 million workers and supports the lively hood of around 4.0 million farm,
families.
For this mission the government approved a sum of Rs355.55 crores. The
government also approved allocation for the mini mission 1 and mini mission 2
under the JTM for the remaining year of X Plan i.e., 2006-07 at Rs 2.46crore and 9.75
crores subject to the condition that the ministry of agriculture and department of
expenditure will find the savings from the existing allocation of ministry of
agriculture.
The allocations for mini mission 3 and mini mission 4 for the remaining
year of the X plan at Rs7.95 crore and Rs30.85 crore respectively have been approved
which will be funded from the plan savings of ministry of textiles.The government
has included the jute sector for special attention in its National Common Minimum
Programme. Keeping in view its growing contribution to the economy the government
of India has started the jute technology mission. This will benefit jute growers the
workers engaged in the jute industry, jute entrepreneur and and others employed in
associate activities in the jute sector. It will help to modernize the jute industry and
enable the country to reap the benefits of enhanced levels of jute diversification.
INDUSTRY MILESTONES:
The largest producer of raw jute in the world
The biggest manufacturer of jute goods in the world
The capacity to manufacture the widest range of products tailored to the
customer requirements.
Comprehensive and world class research and development facilities in the area
of jute agriculture product development facilities in the area of agriculture
product development and machinery design
High quality conscious employing most modern facilities for TQC
Export history of raw jute and jute manufactures dates back to over 100 years
Highly developed infrastructure like ports, shipping facilities etc
A vibrant jute industry oriented to provide maximum customer satisfaction
Indian jute industry has the capacity to produce and meet the International
demand for food grade jute bags and cloth
Food grade jute bags and cloth manufactured in India are a boon in the context
of global environmental and ecological concern.
Indian food grade jute bags have a twin edged advantage: preservation of the
food in the most natural way.




















COMPANY PROFILE
The chairman of the company namely, Sri Alok Bharatia has made several
visits to Europe and has built Belgium. The managing director of the company, Sri
Brij Gopal Lunani had visited some jute Yarn using countries namely UL, Germany,
Italy, Belgium, Poland and Brazil during September, 1998, again turkey, Egypt in
August, 1999, to study the export potential of jute products, including yarn /twine and
has established business contacts for marketing jute yarn/twine. The company is
absolutely confident of being able to export market their production of Jute
Yarn/Twine.Sri Krishna jute mill was established in early 30s in Eluru. At that time
Eluru was like a village but today it was entirely different this organization disburses
in a season about Rs6000 lakh to jute growth as located within a radius of about
40kms.The wards of many grocers also get gainful employment in jute mill.
Late Sri Mothy Ganga raju, the founder of the company could think much ahead of
his times. He encouraged and entrusted the riots of different places of AP, take to jute
cultivation and to start jute mills in the cooperative sector. His dream was realized with the
establishment of a cooperative jute mill of 8000tonnes of capacity in 1904 at Eluru. The jute
mills development would be growth with a purpose. This has been the philosophy behind
the late Sri Mothey Gangaraju thinking. In 1941, the Management was changed. Sri Briz
Gopal Lunani have been handed the company.
OBJECTIVES OF THE COMPANY:
The objectives of the organization are displayed at various points in the factory to make
workers aware of their objectives.
1. To be a market leader in the field of jute products.
2. They want to see the growth of the organization by reviving its profits
3. Maintaining the quality of the goods
4. Satisfying employee needs and wants
5. Maintaining good relations with the customers and suppliers
6. Satisfying customer needs and wants.
PERSONNEL DEPARTMENT:
This plays a vital role in the organization. This department discharges both the managerial
and operative functions. Besides this all-statutory and non statutory welfare, the department
sees provisions, social security and safety provisions.














HIERARCHY OF PERSONNEL DEPARTMENT: CHART No: 3.1
Managing Director

Director

Personnel manager

Chief welfare officer

Welfare officer welfare officer

General
administration
Clerks Clerks
PF, ES, Gratuity
[Master side] [Production side]
Recruitment
Preparing
Promotions
Spinning
Accidents
Winding
Welfare&other
Beaming and weaving provisions

Finishing jute
HRD IN SRI KRISHNA JUTEMILL:
As the procedures in the production part does not require specialized skills here workers
are unskilled and uneducated and the requirements of HRD programmes are not that much
important over here. Even they have better HRD policies when compared to other jute mills.
They develop human resource by preparing work knowledge training.
HRD POLICY OF THE ORGANISATION:
Sri Krishna jute mill follows general training programmes required for the development
of human resources. And they frame the needs and requirements of training of workers and
make decisions regarding training programs and HRD.
STRUCTURE OF HRD DEPARTMENT:
CHART No: 3.2
General Manager

Officers

Super visors

Clerical staff
The structure of HR department is same as other departments in the organization.
HRM philosophy and policy in the organization
In Sri Krishna jute mill philosophy and policy of HRM is formulated every year as per
the organizational climate and situational requirements they dont follow particular
philosophy because they believe that the requirements and dimensions of HRM are variable
and not constant. So every year they frame new philosophy and policy, which can meet the
present HRM, needs. In 2006 their philosophy is to exercise the philosophy of social
approach of HRM. And their policy is to solve problems of the workers and right sizing of
human resource. This is entirely unique practice of HRM which we cannot find any where
else.
Organization structure of the company: -
The organizational structure of the Sri Krishna Jute Mills Limited consists of 3 levels.
They are
Top level management
Middle Level Management
Lower Level Management

Top Level Management: - The numbers of top level management includes managing
director and next to be is executive director. They are under top-level management.
Middle Level Management: - It consists of all departmental heads of organization that is
form personnel department, finance department, quality control department, production
department etc.
Lower Level Management: - It includes the remaining persons who either belong to
administration or company all are considered under lower level management namely assistant
mechanics, office, assistants, office attenders, security guards, cleaners, security super
intendment etc.




PRODUCTION:
This department is the largest department in the organization. It consists of the sub
departments, which are holding various processes to be performed on the manufacturing jute
bags. Spinning, winding, weaving beaming and finishing are the various sub departments.
Raw jute is passed through emulsion process and then is softened and sends to drawing
department where two rolls of jute are mixed up and become one roll. In second drawing
3rolls to become one. In third drawing those two rolls to become one roll. After that it is
passed through yarn and spinning departments where the jute is winded up and made into
spools again it is winded up in big rolls.
The winding is of 2 types one is wrap winding and another is weft winding. Then it is
sent to finishing department for making jute bags.
NATURE OF ACTIVITY:
Raw jute is procured from Srikakulam, Vizayanagaram, Orissa and Assam. This jute is
stored in gowdown. Raw material is issued to batching department on daily as per the
requirements of production. The rear proportion of the jute is cut and sent to spreaders. On
spreaders emulsion {jute bath oil+water} is applied for smoothening and softening of jute.
This process is called piling. This roll is kept on breaker machine to open the fiber. After the
fibers are converted into roll form by the machine called roll former, it is sent to finish card.






MANUFACTURING PROCESS:
Raw jute Gowdown

Emulsion finishing

Softness weaving

Batching beaming

Breakers winding

Twisting
Finished goods

Drawing spinning yarning
Chart No: 3.3

After carding, it goes to drawing and winding departments; there were 2types of winding.
One is warp winding and the second is weft winding. The warp yarn goes to weaving
department, in weaving, beam is used as warp and weft is used as filling to make cloths. Then
it goes to inspection calendaring. After calendaring the fabric should make bags basing on
requirement. Then it goes for packing and dispatch. Daily production is 80 tons.



The main products manufactured are
1. Sacking cloth
2. Jute yarn
3. Gunny bags
Jute waste is used as the fuel for boiler and the remaining is disposed by landfill
Preparing Stage: -In this stage the raw jute is separated into quality wise and
good quality is used in wrap side. The second quality will be used in left side.
The raw jute is fed through the softeners where the emulation (superior quality
of drayed soil+soil water) is mixed. The jute was kept for limited hours as
tiles. When the total emulsion spreads with heat and soaps with oil then the
route are separated from the main jute by cutting, and then the raw jute is fed
through the cleanser machine. Here the receiver and rollers of the jute will be
received. The rollers are under the process in first drawing, second drawing
machines and after completion of this process it will be called as Silver.
Spinning Stage: - The silver is processed in the spinning frame process
where the thread is prepared.

Winding Stage: - There are two variables - winding-spools and cops
winding. In the spools winding, there are paper spools where the thread is used
for packing the shops and the other spool are sent to the beaming department
to prepare the wrap in the beaming department.
Weaving Stage: - There are automatic looms in this looms electronic
prepares and then in the calendar machine with the help of steam pressure the
cloth will be pursed and passed through the rollers.
Finishing Stage: - In this the cloth is cut into pieces as per the
requirements and it will be stitched as bay. These bags will be sent to the bag
press to here the prepared and material is ready to dispatch.
BREIF DESCRIPTION OF THE MANUFACTURING PROCESS:
The manufacturing process is divided into 3 stages namely
1. Conversion of the jute fiber into jute yarn
2. Conversion of the jute yarn into jute cloth
3. Conversion of the jute cloth into jute bags

The products manufactured are all jute goods of different specifications falling under 3
main categories viz, Hessian, sacking, and carpet backing. The process of manufacturing in
respect of all of them is generally the same; the general process is as follows Raw jute is
purchased and issued to be produced in basis of various grades and quantities like TD (1), TD
(2), W (1), M (1), M (2) etc (the symbols TD, W, M, tossel daises white and mesta
respectively which are 3 main categories of jute).
The jute thus selected is then softened (adding to batch emulsion), piled (allowing
emulsion of fibers) and out (removing the roots): jute is then carded into (combed into silver)
through breaking cards and finisher cards. The cutting and waste material that is mainly used
for sacking weft yarn and cotton bagging are in addition passed through. Teaser cards are then
drawn into narrow ribbons. In three stages, First, second, third drawing are in only first and
second. The output of third drawing frames (finished drawing) is fed into spinning frames. So
spinning different counts of yarn required for the manufacturing of the cloth.
The jute cloth is calendared, inspected, measure, lapped and finally packed into bales.
Where jute goods and sold in the form of bags, the woven cloth is cut into required size and
hemmed sown and hard stitch (sack sewing) the bags are toldeded and packed in bales; carpet
backing woven cloth is inspected, rolled on the rolling machine and packed in the form of
rolls. The packed bales and rolls are stored in finished goods to down for chipping and
dispatch. There is a through system of inspection in every jute mill both by the mill
management buyers representatives and expert representatives and expert inspection council,
council authorities before the finished goods vales and finally dispatched. Activities,
payments and other benefits to the workers of company.
ORGANISATION CHART:
The organization chart shows how the authority is delegated to different divisions.
The main reason of the distribution of authority and responsibility is to avoid ambiguity and
confusion among people.
The managing director is the chief executive, under him director will organize
various departments. In each department general manager is the head under him in charge
supervisors, masteries will be there.












CONCEPTUAL FRAMEWORK
Appraisal of one individual by another individual is a continuous process and
it is Natural phenomenon in our day-to-day interaction, either in family life or in a
social setting or in an organization for that matter. While the individual or a group
uses Appraisal in its own fashion depending upon the need of the situation, in an
organization it becomes necessary to adopt a formal methodology of Appraisal system
because of the requirement of measuring the performance for considering suitable
reward or punishment or for assessing the potential of a person to increase the
responsibilities. in short, there is a great requirement for assessing the efficiency to
gear up the productivity of the work force.
Appraisal of performance is wide used in the society. Parent their children,
teacher evaluates their student and an employer is believed to have been adopted for
the first time during First word war. At the inlands of Walter dill Scott the us army
man rating system for evaluating military personal.once the employee has been
selected, he is then apprised for his performance.Process,like
recruitment,selection,placement,etc.
Definition:
Performance evaluation or performance Appraisal is the process of assessing
the performance the performance and and progress of an employee or of a group of
Employees on a given job and his potential for future development.
Formal Definition:
It is the systematic evaluation of the individual with respect to his /
performance on the job and his/her potential for development.
According to Flippo:
Performance Appraisal is the systematic, periodic and an impartial rating of
an employees excellence in matters pertaining to his present job and his potential for
a better job.

Content of performance appraisal:
Every organization has to decide upon the content to be performance
appraised before the programmer is approved. Generally content to be apprised may
be in the form of contribution to organizational objectives (measures) like production,
cost saving, return on capital, etc other measures are based on:
1. Behavior which measure observable physical actions, moments,
2. Objectives which measure job related result like amount of deposits mobilized,
3. Traits which are measure in terms of personal characteristics observable in
employees job activities .content to be appraised may vary with purpose of appraisal
and type and level of employees.
Features of Performance Appraisal:
Setting work standards.
Assessing employees actual performance relative to these standards.
Offering feedback to the employee so that he can eliminate deficiencies and
improve performance in course of time.
It tries to find out how well the employee is performing the job and tries to
establish a plan for further improvement.
The appraisal is carried out periodically, according to a definite plan. It is
certainly not a one shot deal.
Performance appraisal is not job evaluation. Performance appraisal refers to
how well someone is doing an assigned job. Job evaluation, on other hand,
determines how much a job is worth to the organization and therefore, what
range of pay should be assigned to the job.
Performance appraisal may be formal and informal. The informal evaluation is
more likely to be subjective and influenced by personal factors. Some
employees are liked better than others and have, or that reason only.
What is to be appraised?
Every organization has to decide upon the content to be appraised is before the
programme is approved. Generally, the content to be appraised is determined on the
basis of job analysis. The content to be appraised may be in the form of contribution
to organizational objectives like production, savings in terms of cost, return on
capital, etc. other measures are based on:
1) Behaviors which measure observable physical actions, movements.
2) Objectives which measure job related results like amount of deposits
mobilized.
3) Traits which are measures in terms of personal characteristics observable in
employees job activities.
Who will appraise?
The appraiser may be any person who has thorough knowledge about the job
content, contents to be appraised, standards of contents and who observes the
employee while performing a job. The appraiser should be capable of determining
what is more important and what is relatively less important. He should prep0are
reposts and make judgments without bias. Typical appraisers are: Supervisors, Peers,
Subordinates, Employees themselves and users of service and consultants.
Contents to be appraised for an officers job:
1. Regularity of attendance
2. Self expression: Written and Oral
3. Ability to work with others
4. Leader ship style and abilities
5. Initiative
6. Technical skill
7. Technical ability/Knowledge
8. Ability to Grasp new things
9. Originality and resourcefulness
10. Creative skills
11. Area of interest
12. Area of suitability
13. Judgment skills
14. Integrity
15. Capability for assuming Responsibility
16. Level of Acceptance by subordinates
17. Honesty and sincerity
18. Thoroughness in job and organizational knowledge
19. Knowledge of systems and Procedures
20. Quality of suggestions offered for improvement
21. Ability to Reason









Human
Performance
Performance
Appraisal
Performance Measures
Performance-Related
standards
Employee Feed back
Human Resource Decisions
Employee
Records
PROCESS OF PERFORMANCE APPRAISAL FOLLOW














1. Establishing performance standards
The first step in the process of performance appraisal is the setting up of the
standard which will be used to as the bare for to compare the actual performance of
the employee. This step require setting the criteria to judge the performance of the
employee as successful or unsuccessful and degrees of their contribution to the
organization to goals and objectives. The standards set should be clear, easily
understandable and in measurable terms.
2. Communicating standards
Once set, it is responsibility of the management to communicate the standards
to all employee of the organization. This will help them to understand their roles and
Establishing performance standards
Communications standards&expectations
Measuring the actual Performance
Discussing results
Comparing with Standards
Decision Making
to know what exactly is expected from them. The standards should also be
communicated to the appraisers or the evaluators and if required, the standard can also
be modified at this stage itself according to the relevant feedback from the employee
and evaluators
3. Measuring the actual performance
The most difficult part of performance appraisal process measuring the
actual performance of the employee that is the work done by the employee during the
specified period of time. It is continuous process which inloves monitoring the
performance throughout the year. this stage requires the care selection of the
appropriate techniques of measurement, taking care that personal base not affect the
outcome of the process providing arrogance rather than interfering in an employee
work.
4. Compare the actual results
The actual performance is compared with the desired or the standard
performance. The compression tells the derivation in the performance of the employee
from the standards set.
5. Discussing results
The results of the appraisal is discussed is on communication and listening.
The results, the problems and the possible solution are discussed with aim of problem
solving and reaching consensus. The feedback should be given with the positive
attitude as this can have an effect on the employees future performance. The purpose
of meeting hold be solve the problem faced and motivated the employee toper form
better.
6. Decision making
The last step of the process is take decision which can taken either to improve
the performance of the employee, take the required corrective actions, or the related
HR decision like rewards, promotions, demotions, transfer etc.


PERFORMANCE APPRAISAL APPROACHES
1. Traditional approaches
2. Modern approaches
Traditional approach
This approach was a past oriented approach which focused only on the past
performance of the employee. i.e. during past specified period of time . this approach
did not consider the development aspects of the employee performance.
The various methods in the rational approach are
Essay appraisal method
straight ranking method
paired comparison method
critical incidents method
field review
checklist method
graphic rating scale
forced distribution

The Easy appraisal method:
The traditional from of appraisal, also know as free method involves a
description of the performance of employee by his superior. The description is an
evaluation of the performance of any individual based on the facts and often includes
example of evidence to support of the information. A major drawback if the methods
are the inseparability of the bias of the evaluator.
Straight ranking method:
This is one of the oldest and simplest techniques of performance appraisal. In
this method, the appraiser ranks the employees from the best of the poorest on the
basis of their overall performance. It is quite successful for a comparative evaluation.

Paired comparison:
A better technique of comparison than the straight ranking method, this
method compares each employee with all others in the groups, one at time. After all
the comparisons on the basis of the overall comparisons, the employee is given the
final ranking.
Critical incident method:
In this method of performance appraisal, the evaluator rates the employee on
the basis on critical events and how the employee behaved during those incidents, it
includes both negative and positive points. The drawback of this method is that the
supervisor has to note down the the critical incident and the employee behavior as and
when they occur.
Field review:
In this method, a senior member of the HR department a training officer
discuses and interviews the supervisors to evaluate and rate their respective
subordinates. A major drawback of the method is that it is a very time consuming
method. But this method helps to reduce the superiors personal bias .
Checklist method:
The rate is given a check list of the descriptions of the behavior of the
employee on job. The checklist contains a list of statement on the basis of which rater
describes the job performance of the employees.
Graphic rating scale:
In this method, an employees quality and quantity of work is assessed in a
graphic scale indicating different degrees of a particular trait. The factor taken in to
consideration includes both of personal.
Characteristics and characteristics related to the on-the-job performance of the
employee. For example trait like job knowledge may be judged on the range of
average, above average, outstanding or unsatisfactory.

Forced distribution:
To eliminate the element of bias from the raters ratings, the evaluator is asked
to distributor the employees in some fixed categories of ratings like on a normal
distribution curve. The rater chooses the appropriate fit for the categories on his own
discretion.
Modern method:
Assessment centers:
The assessment centre typically involves the use of methods like
social/informal events, tests and exercise; assignments being view to a group of
employees to assess their competencies to take higher responsibilities in the
future. Generally, employees are given an assignment similar to the job they
would be expected to perform if promoted. The trained evaluators observe and
evaluate employees as they perform the assigned jobs and are evaluated on job
related characteristics.
The major competencies that are judged in assessment centers are
interpersonal skills, intellectual capability, planning and organizing capabilities,
motivation, carrier orientation etc. assessment centers are also an effective way to
determine the training and development needs of the targeted employees.
Behavior anchored rating scales:

Behavior Anchored Rating Scales (BARS) is a relatively new technique which
combines the graphic rating scale and critical incidents method. In consists of
predetermined critical area of job performance or sets of behavioral statements
describing important job performance qualities as good or bad. These statements
are developed from critical incidents.
In this method, an employees actual job behavior is judged against the desired
behavior by recording and comparing the behavior with BARS. Developing and
practicing BARS requires.

Management By Objectives:

The concept of Management By Objectives (MBO) was first given by peter
Ducker in 1954. It can be defined as a process whereby the employees and the
superiors come together to identify common goals. The employees set their goals to
be achieved, the standards to be taken as the criteria for measurement of their
performance and contribution and deciding the course of action to be followed.

The essence of MBO is participative goal setting choosing course of actions
and decision making. An important part of the MBO is the measurement and the
comparison of the employees actual performance with the standards set.
360 performance appraisal:

The appraiser may be any person who is through knowledge about the job content;
contents to be apprised, standard of content who observes the employs while
performing a job.
The appraisal should be capable of determining what is more important and what
is relatively less important he should prepare reports and make judgment without bias.
Typical appraisers are

Supervisor.
Peers
Subordinates
Employees
Users of service and consultant
Performance appraisal by above appraisers is called 360 performance
apparels 360 feedbacks, also know as multi rater feedback is the most
comprehensive appraisal where the feedback about the employees performance
comes from all the sources that comes in contact with the employee on his job.

Merits:
Evaluates methods applied to achieve targets.
Reveal strengths and weaknesses in management styles.
Forces inflexible managers to initiate self-change
Creates an atmosphere of teamwork and improvement.
Unearths truths about organizational culture and ambience.
Demerits:
Ignore performance in terms of reaching goals.
Colleagues responses tend to be biased.
Assesses deny the truth of negative feedback.
The system can be used to humiliate people.
Liking findings to rewards can prove to be unfair.










DATA ANALYSIS AND INTERPRETATION
01) Respondents Opinion about Performance Appraisal system in EICC its
objectives
Table No: 4.01
Source: Primary Data

Chart: 4.01


Interpretation:
Table shows that the opinion of the respondents. About 77% of the selected
sample of the employees are aware of performance appraisal system and it objectives
and the remaining 23% unaware of the performance appraisal system in EICC.
1 Yes
2 No
2 total
S.NO Particulars No. of Respondent Percentage
1 Yes 77 77%
2 No 23 23%
total 100 100%
02. Respondents opinions about the present appraisal system of your
organization
Table: 4.02
S.NO Particulars No. of Respondents Percentage
1 Excellent 70 70%
2 Good 20 20%
3 Average 5 5%
4 Poor 5 5%
Total 100 100%
Source: Primary Data
Chart: 4.02

Interpretation:
Table shows that the opinion of the respondents. About 80% of the employees
feel that the present performance appraisal system is excellent, 20% feel the appraisal
system is good and 5% of the employees feel that the present appraisal system is
average and poor.
0
20
40
60
80
100
120
E
x
c
e
l
l
e
n
t
G
o
o
d
A
v
e
r
a
g
e
P
o
o
r
T
o
t
a
l
1 2 3 4
No. of Respondents
Percentage
3 Respondents opinions on appraisal system provides for frank
discussion between the appraiser and the appraise.

Table No: 4.03
S.NO Particulars No. of Respondent Percentage
1 Strongly Agree 54 54%
2 Agree 37 37%
3 Strongly Disagree 5 5%
4 Disagree 4 4%
total 100 100%
Source: Primary Data
Chart: 4.03

Interpretation:
Table shows that the opinion of the respondents regarding employees feeling
towards the frank discussion between the appraiser and appraise. About 54% of the
employees exposed to strong agree 37% of employees exposed to agree 5% of
employees exposed to strongly agree and 4% of employees exposed to disagree.
No. of Respondent
1 Strongly Agree
2 Agree
3 Disagree
4 Strongly Disagree
4 total
04. Would you like to have mentor for personal feedback

Table No: 4.04
S.NO Particulars No. of Respondent Percentage
1 Strongly Agree 50 50%
2 Agree 41 41%
3 Disagree 5 5%
4 Strongly Disagree 4 4%
total 100 100%
Source: Primary Data
Chart: 4.04

Interpretation:
Table shows that the opinion of the respondents about the performance
appraisal is a successful attempt to know the integrity and loyalty of employee. It
showed the more number of respondents are strongly agree 50%, 41% agree, 5% of
the respondents disagree, 4% of the respondents expressed their strong disagree.
0
10
20
30
40
50
60
70
80
90
100
Strongly
Agree
Agree Disagree Strongly
Disagree
total
1 2 3 4
No. of Respondent
Percentage
05. Respondents Opinion on the existing performance appraisal allows for
analysis and rating
Table No: 4.05

S.NO Particulars No. of Respondent Percentage
1 Only by the assesses 66 66%
2 Only by the assessor 30 30%
3 Other higher officials 04 04%
4 Peers & Colleagues 00 00%
total 100 100%
Source: Primary Data
Chart: 4.05

Interpretation:
Table shows that the opinion of the respondents. The existing performance
appraisal system allows analysis and rating 66% by the assesses, 30% only by the
assessor and 4% only by the higher officials.

0
20
40
60
80
100
120
O
n
l
y

b
y

t
h
e

a
s
s
e
s
s
e
s
O
n
l
y

b
y

t
h
e

a
s
s
e
s
s
o
r
O
t
h
e
r

h
i
g
h
e
r
o
f
f
i
c
i
a
l
s
P
e
e
r
s

&

C
o
l
l
e
a
g
u
e
s
t
o
t
a
l
1 2 3 4
No. of Respondent
Percentage
06. Respondents opinion on how often do you provide guidance to your
subordinates in their day to work

Table No: 4.06
S.NO Particulars No. of Respondent Percentage
1 Regularly 30 30%
2 Periodically 58 58%
3 occasionally 09 09%
4 None 03 03%
total 100 100%
Source: Primary Data
Chart: 4.06

Interpretation:
Table shows that the opinion of the respondents. About 30% of the employees
provide guidance to their subordinates periodically, 58% provide guidance their
subordinates regularly, 9% of the employees provide guidance to their subordinates
occasionally and 3% do not provide any guidance to their subordinates.
0
20
40
60
80
100
120
R
e
g
u
l
a
r
l
y
P
e
r
i
o
d
i
c
a
l
l
y
o
c
c
a
s
i
o
n
a
l
l
y
N
o
n
e
t
o
t
a
l
1 2 3 4
No. of Respondent
Percentage
07. Respondents opinions on which pattern do you prefer for promotion
Table No: 4.07
S.No Particulars No. of Respondent Percentage
1 Merit 24 24%
2 Seniority 18 18%
3 Both 55 55%
4 None 00 00%
total 100 100
Source: Primary Data
Chart: 4.07


Interpretation:
Table shows that the opinion of the respondents. About prefer for promotion
55% of the employees opinion are Merit and Seniority base. 24% opinions are merit
base and 18% of the employees opinions are seniority base.

0
20
40
60
80
100
120
1 2 3 4 5 6
S.No
Particulars
No. of Respondent
Percentage
08. Respondents opinions on rating the appraisal system within the
organization.
Table No: 4.08
Source: Primary Data
Chart: 4.08

Interpretation:
The table indicates that 30% of employees agreed that rating the
appraisal system within the organization up to large extent, 40% of employees
exposed to some extent 15% of employees exposed to very little extent and not at all.
0
20
40
60
80
100
120
P
a
r
t
i
c
u
l
a
r
s
T
o

l
a
r
g
e

e
x
t
e
n
t
T
o

s
o
m
e

e
x
t
e
n
t
V
e
r
y

L
i
t
t
l
e

e
x
t
e
n
t
N
o
t

a
t

a
l
l
t
o
t
a
l
S.No
1
2
3
4
Series3
Series2
Series1
S.No Particulars No. of Respondent Percentage
1 To large extent 30 30%
2 To some extent 40 40%
3 Very Little extent 15 15%
4 Not at all 15 15%
total 100 100%

09. Respondents opinions on the existing performance appraisal allow you to
identify new challenges of job and prepares for further growth
Table No: 4.09
S.NO Particulars No. of Respondent Percentage
1 Strongly Agree 50 50%
2 Agree 41 41%
3 Disagree 5 5%
4 Strongly Disagree 4 4%
total 100 100%
Source: Primary Data
Chart: 4.09

Interpretation:
Table shows that the opinion of the respondents about the performance
appraisal allows them to identify new challenge of job and prepare for growth. It
showed the more number of respondents are strongly agree 50%, 41% agree, 5% of
the respondents disagree, 4% of the respondents expressed their strong disagree.
0
10
20
30
40
50
60
70
80
90
100
Strongly
Agree
Agree Disagree Strongly
Disagree
total
1 2 3 4
No. of Respondent
Percentage

10. Respondents opinions on importance performance appraisal in identifying
developmental needs of their employment.
Table No: 4.10
S.NO Particulars No. of Respondent Percentage
1 Strongly Agree 49 49%
2 Agree 42 42%
3 Disagree 5 5%
4 Strongly Disagree 4 4%
total 100 100%
Source: Primary Data
Chart: 4.10

Interpretation:
The table indicates percentages of employees feelings towards importance of
the appraisal system in identifying development needs of their employment. It
showed the more number of respondents are strongly agree 49%, 4% agree, 5% of the
respondents disagree, 4% of the respondents expressed their strong disagree.
0
10
20
30
40
50
60
70
80
90
100
Strongly
Agree
Agree Disagree Strongly
Disagree
total
1 2 3 4
No. of Respondent
Percentage

11. Respondents opinions on performance appraisal are a successful attempt to
know the integrity and loyalty of employees.
Table No: 4.11
S.NO Particulars No. of Respondent Percentage
1 Strongly Agree 53 53%
2 Agree 39 39%
3 Disagree 6 6%
4 Strongly Disagree 5 5%
total 100 100%
Source: Primary Data
Chart: 4.11

Interpretation:
The table indicates percentages of employees feelings towards importance of
the appraisal system to achieve the organizational goals. It showed the more number
of respondents are strongly agree 53%, 39% agree, 6% of the respondents disagree,
5% of the respondents expressed their strong disagree.
0
10
20
30
40
50
60
70
80
90
100
Strongly
Agree
Agree Disagree Strongly
Disagree
total
1 2 3 4
No. of Respondent
Percentage

12. Respondents opinions on outstanding of individual employees performance
are recognized by proper rewards
Table: 4.12
S.NO Particulars No. of Respondents Percentage
1 Excellent 70 70%
2 Good 20 20%
3 Average 5 5%
4 Poor 5 5%
Total 100 100%
Source: Primary Data
Chart: 4.12

Interpretation:
Table shows that the employees feelings toward the reward remuneration in
the organization. About 80% of the employees feel that the present performance
0
20
40
60
80
100
120
E
x
c
e
l
l
e
n
t
G
o
o
d
A
v
e
r
a
g
e
P
o
o
r
T
o
t
a
l
1 2 3 4
No. of Respondents
Percentage
appraisal system is excellent, 20% feel the appraisal system is good and 5% of the
employees feel that the present appraisal system is average and poor.
12. If an employee is found to perform inadequately, what steps do you take to
improve the performance?
Table: 4.13
S.NO Particulars No. of Respondents Percentage
1 Performance
improvement plan
65 65%
2 Mentoring/Coaching 25 25%
3 Any 10 10%
Total 100 100%
Source: Primary Data
Chart: 4.13

Interpretation:
The table indicates percentage of employees feelings towards the if an
employee is found to perform inadequately what steps do take to improve the
0
20
40
60
80
100
120
P
e
r
f
o
r
m
a
n
c
e
i
m
p
r
o
v
e
m
e
n
t

p
l
a
n
M
e
n
t
o
r
i
n
g
/
C
o
a
c
h
i
n
g
A
n
y
T
o
t
a
l
1 2 3
No. of Respondents
Percentage
performance. EICC consider 25% Mentoring, 65% performance improvement plan
for promoting employees.

14. Respondents opinion on performance appraisal system helps in the growth
and development of an individual
Table No: 4.14
S.NO Particulars No. of Respondent Percentage
1 Strongly Agree 49 49%
2 Agree 42 42%
3 Disagree 5 5%
4 Strongly Disagree 4 4%
total 100 100%
Source: Primary Data
Chart: 4.14

Interpretation:
0
10
20
30
40
50
60
70
80
90
100
1
2
3
4
5
6
S.NO
Particulars
No. of Respondent
Percentage
The table indicates percentages of employees feelings the appraisal system
helps their individual growth and development. It showed the more number of
respondents are strongly agree 49%, 42% agree, 5% of the respondents disagree, 4%
of the respondents expressed their strong disagree.

15. Respondents opinions on which of these benefits are given for outstanding
performance
Table No: 4.15
S.NO Particulars No. of Respondent Percentage
1 Additional increments 20 20%
2 Promotion 60 60%
3 Recognition in various
Forums
20 20%
4 Any Others 10 10%
total 100 100%
Source: Primary Data
Chart: 4.15

0
20
40
60
80
100
120
A
d
d
i
t
i
o
n
a
l

i
n
c
r
e
m
e
n
t
s
P
r
o
m
o
t
i
o
n
R
e
c
o
g
n
i
t
i
o
n

i
n

v
a
r
i
o
u
s
F
o
r
u
m
s
A
n
y

O
t
h
e
r
s
t
o
t
a
l
1 2 3 4
No. of Respondent
Percentage
Interpretation:
Table shows that the opinion of the respondents. In EICC 20% of the benefits
for outstanding performance are given by additional increments 60% of the benefits
for outstanding performance are through promotions 20% by recognition in vaiours
forums and 10% by some other means.
16 Respondents Opinion about Performance Appraisal system in EICC its
objectives
Table No: 4.16
Source: Primary Data

Chart: 4.16



0
20
40
60
80
100
120
Yes No total
1 2
No. of Respondent
No. of Respondent
Percentage
No. of Respondent
Percentage
No. of Respondent
Percentage
S.NO Particulars No. of Respondent Percentage
1 Yes 23 23%
2 No 77 77%
total 100 100%
Interpretation:
Table shows that the opinion of the respondents. About 23% of the selected
sample of the employees is facing the problem with their present performance
appraisal system. The remaining 77% are not facing the present performance appraisal
system in EICC.

17. What according to you is actually measured in performance appraisal
system?
Table: 4.17
S.NO Particulars No. of Respondents Percentage
1 Current
Performance
65 65%
2 Future Potential 25 25%
3 Both 10 10%
Total 100 100%
Source: Primary Data
Chart: 4.17

0
10
20
30
40
50
60
70
80
1 2 3 4 5 6
Series1
Series2
Series3
Series4
Series5
Interpretation:
The table indicates percentage of employees feelings towards the if an
employee is found to how to measure the perform. EICC consider 25% future
potential, 65% current performance.

18. do you think the present performance appraisal system is helpful in
making you aware of your strengths and weakness
Table No: 4.18
Source: Primary Data

Chart: 4.18


0
20
40
60
80
100
120
Yes No total
1 2
No. of Respondent
Percentage
S.NO Particulars No. of Respondent Percentage
1 Yes 80 80%
2 No 20 20%
total 100 100%
Interpretation:
The 80% of the employees think that the performance appraisal system is
helpful in making them aware of their strengths and weakness remaining does not
think.

19. On what basis goals are identified?

Table: 4.19
S.NO Particulars No. of Respondents Percentage
1 Activity based 70 70%
2 Outcome based 20 20%
3 Both 10 10%
Total 100 100%
Source: Primary Data
Chart: 4.19

0
10
20
30
40
50
60
70
80
Activity based Outcome basedBoth
1 2 3
Series3
Series4
Series5
Series6
Series7
No. of Respondents
Percentage
Interpretation:
In EICC 70% of the goals are identified by activity basis, 20% by outcome
basis and 10% by both activity and outcome basis.


FINDINGS
The performance appraisal system in EICC is appreciated by most of the
employees.
It is found that the employees at EICC are having good executive capacity
which is most essential in organizations like EICC.
All the employees at EICC found to be vary adaptive to the environment and
very much in control over the critical issues.
Interested appraisals get in to their strengths and weakness through appraisal
systems.
The appraisal system provided for each appraises to express his developmental
needs and respondents believe that the appraisal system has scope for
employee to discover his potential.
The periodic orientation programs are conducted to explain the objectives and
other details of their performance.
Large number of samples agrees that the managers take performance appraisal
seriously.
There are a very few cases where appraisers having difficulty in differentiation
between appraises.
Appraisal data are used as inputs for recognition and encouragement.
The contents of the appraisal system are quite specific and clear;








SUGGESTION




















CONCLUSION
From research done on performance appraisal system of the organization it has
been found out heat the system is successfully helping the organization to improve the
performance of the employees as well as it is also helping in the development of the
future career growth.
It has been found out that the employees are satisfied with superiors behavior
in marking them understand their mistakes form the appraisal done on their
performance.
Majority of them have also agreed that the appraisal system is also helping
them to develop their career goals, there is now negative feedback found from the
employees side, on the maintenance o the performance appraisal system of the
organization.
There were very less amount the people who were against this but most of
them have agreed the appraisal system helping them to know about their strength and
weakness and it is also helping them to overcome those mistakes.
The appraisal system is not only helping the organization in increasing the
performance standards of the employees but also is helping in building up their
confidence and performance level to complete globally. The company is having its
branches throughout the world where it is performing globally. The performance
appraisal system is also helping the organization to reach the organization objectives
and strategies.
This appraisal system has also proved for the manger to help the subordinates
in realizing their talents and in making effective us of their talents in order to apply
term in the work and improve their performance standards.








QUESTIONNAIRE