Performance Appraisal (Safe)

CHAPTER I
INTRODUCTION
INTRODUCTION
After an employee has been selected for a job and has been trained to do it , his performance
should be evaluated after he has worked on it for a period of time. Performance Evaluation or
Appraisal is the process of deciding how employees do their jobs. Performance here refers to the
degree of accomplishment of the tasks that make up an individuals job. It indicates how well an
individual is fulfilling the job requirements. Often the term is confused with efforts, which
means energy expended and used in wrong sense. Performance is always measured in terms of
results. A bank employee, for eg. May exert a great deal of effort for preparing for CAIIB
examination, but managed to get a poor grade. In this case, the effort is expended is high, but
performance is low.
Features of Performance
The appraised is a systematic process involving three steps:
Setting work standards
Assessing employees actual performance relative to these standards.
Offering feedback to the employees so that he can eliminate deficiencies and improve
performance in course of time.
Variables of Performance Appraisal
Personal background
Nature of work
Job performance & Personal qualifications
Overall performance rating
Recommend action
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Properties of Performance Appraisal
Scope of the advancement :
Provision of adequate opportunities for advancement and growth, existence of definite

career development of employees
Performance counseling:
Readiness of the management to take the employee aware of the shortcoming in their
performance and suggesting measure to improve them.
Job satisfaction
Organizational goal orientation
METHODS
Assessment Centers
An assessment centre typically involves the use of methods like social / informal
events, tests and exercises, assignments being given to a group of employees to access 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 trainer
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, career orientation
etc. assessment centers are also an effective way to determine the training and development
needs of the targeted employees.
Behaviorally Anchored Rating Scales

Behaviorally Anchored Rating Scales (BARS) is a relatively new technique which
combines the graphic rating scale and critical incidents method. It consists of predetermined
critical areas of job performance or sets of behavioral statements describing important job
performance qualities as good or bad (for eg. The qualities like inter-personal relationships,
adaptability and reliability, job knowledge etc). 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 expert Knowledge.
HUMAN RESOURCE ACCOUNTING METHOD
Human resources are valuable assets for every organization. Human resource
accounting method tries to find the relative worth of these assets in the terms of money. In
this method the performance appraisal of the employees is judged in terms of cost and
contribution of the employees. The cost of employees include all the expenses incurred on
them like their compensation, recruitment and selection costs, induction and training costs etc
whereas their contribution includes the total value added (in monetary terms). The difference
between the cost and the contribution will be the performance of the employees. Ideally, the
contribution of the employees should be greater than the cost incurred on them.
360 Degree Performance Appraisals
360 degree feedback, also known as multi-rater feedback, is the most
comprehensive appraisal where the feedback about the employees performance comes from
all the sources that come in contract with the employee on his job.
360 degree respondents for an employee can be his / her peers, managers (i.e.
superior), subordinates, team members, customers, suppliers / vendors anyone who comes
into contract with the employee and can provide valuable insights and information or
feedback regarding the on-the-job performance of the employee.
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Management by Objectives
The concept of Management by Objectives (MBO) was first given by Peter Drucker
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. Ideally, when employees
themselves have been involved with the goal setting and the choosing the course of action to
be followed by them, they are more likely to fulfill their responsibilities.
On the basis of merit rating or appraisal procedures of various companies in India, the main
objectives of employee performance appraisal are:
(i)
To enable an organization to maintain an inventory of the number and quality

of all its employees and to identify and meet their training needs and
aspirations;
(ii)
To determine increments rewards and provide a reliable index for promotions

and transfers to positions of greater responsibility;
(iii)
To maintain individual and group development by informing the employee of

his performance standard;
(iv)
To suggest ways of improving the employees performance when he is not

found to be up to the mark during the review period.
(v)
To identify training and development needs and to evaluate effectiveness of

training and development programmes.
(vi)
To plan career development, human resources planning based on

potentialities.
Performance Appraisal Definition:

The history of Performance Appraisal is quite brief. Its roots in the early 20 th century can be
traced ton Taylors pioneering time and motion studies. But this is not very helpful the same may
be said about almost every thing in the field of modern human resources management.
According to HEYEL, It is the process of evaluating the performance and qualifications

of the employees in terms of the requirements of the job for which he is employed, for purposes
of administration including placement selection for promotion, providing financial rewards and
other actions which require differential treatments among the members of a group as
distinguished from action affecting all members equally.
According to MCGREGOR, formal personal appraisal plans are designed to meet three
needs, one of the organization and the other two of the individual, namely.
(a)
They provide systematic judgment to backup salary increase,

transfers, and demotions.
(b)
They are means of telling a sub ordinate how he is doing and

suggestion needed changes in his behaviors, attributes, skills, they let him know
where he stands with the boss.
(c)
They are used as abase for coaching and counseling the individual
by their superior.
STATEMENT OF THE PROBLEM

An efficient and satisfied workforce is the most significant factor in the organization
effectiveness and management excellence.
In the recent years the employees turnover has been increasing in the organization. At
this juncture, finding out the new needs of employees will be of great help to management. In
order to fulfill the needs like training, development, promotions, transfers, incentives, bonus and
other non monetary aspects. Management needs information on the new needs of the employees
in order to make sound decision both in prevailing and solving employees problems.
To know performance appraisal system of the employees and thus to improve the
standard of the company. Also to know the reason for performance appraisal system more on the
company and to find out the awareness of performance appraisal existing in the company. This
would help to attain the organization to take appropriate step.
It was with this consideration that this study on effectiveness of performance appraisal
system at Safe Software & Intergrated Solutions Pvt Ltd has been done.
SCOPE THE STUDY

The study is carried on, by taking the organization as whole. In common, the performance
appraisal factors prevailing in the organization is identified. The scope of this study is limited to
the extent of identifying various types of performance appraisal system followed in organization.
This research is done in Safe Software & Intergrated Solutions Pvt Ltd. This study may
be applicable to similar type of organizations.
OBJECTIVES OF THE STUDY:-
Primary Objectives
A study on performance appraisal management techniques used at Safe Software &
Intergrated Solutions Pvt Ltd, and an effort was taken to know whether the respondents are
satisfied with their companys performance appraisal techniques used and to express their
problems and get it rectified.
Secondary Objectives
To find out the present performance appraisal methods followed in the company.
To evaluate the effectiveness of the present performance appraisal method.
To identify the various factors affecting the performance appraisal system.
To find out whether the respondents are satisfied performance appraisal methods.
To give constructive suggestions to improve the organization.
LIMITATION OF THE STUDY
Since it is done with a limited number of respondents generalization of the result is not
possible.
Reluctance on the part of the respondents to disclose their views is also another
limitation.
Process of filling up the questionnaire has taken so much time.
Errors may cause due to the bias of the respondents.
Scope of the questionnaire is limited.
CHAPTER 2
REVIEW OF LITERATURE
In the late 1970s there was a shift in emphasis away from the psychometric properties of scales.
The shift was initially articulated by Landy and Farr (1980) and was extended by Ilgen and
Feldman (1983) and DeNisi et al. (1984). They expounded the thesis that the search for rating
error had reached the point of diminishing returns for improving the quality of performance
appraisals, and that it was time for the field to concentrate more on what the rater brings to
performance appraisalmore specifically, how the rater processes information about the
employee and how this mental processing influences the accuracy of the appraisal. The thrust of
the research was still on accuracy, but now the focus was on the accuracy of judgment rather than
rating errors and the classical psychometric indices of quality.
Dessler. G (2006:311) has defined performance appraisal as evaluating an employees current

and/ or past performance relative to his or her performance standards. The purpose of this paper
is to discuss Garry Dresslers definition of performance appraisal and show why this process is
necessary in the management and utilisation of workforce. Garry Desslers definition of
performance appraisal:
Desslers definition of performance appraisal suggests that when conducting performance

appraisal, supervisors should consider not only employees current performance but rather their
past performance as well. The author argues that failure to do that may render the performance
appraisal ineffective and thereby defeating the sole purpose of conducting it. In other words,
employees should continuously be evaluated perhaps on a daily basis for a supervisor to
accurately come up with a valid assessment of their performance.
(Schraeder, et al., 2007)Performance appraisal has a very important role to play in managing
individual and group performances (CIPD). There is a considerable amount of agreement among
managers and researches about the positive impacts of personnel rating and evaluation of
performance. Performance appraisals can proved to be very helpful and successful if they focus
primarily on the improvement of organizational performance as a whole, and especially if its
attributes are in line with those of the organizational aims and goals
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According to Sir Wayne Cascio(1992). "Performance appraisal is the systematic description of

an employee's job relevant strengths and weaknesses." Performance appraisal it is the
systematic evaluation of the individual with respect to his or her performance on the job and his
or her potential for development.According to Flippo, performance of whom which is
appraised is known as appraisee and his superior officer who does the appraisee is known as
appraiser.
According to Armstrong and Baron (1998), Performance appraisal is both a strategic and an
integrated approach to delivering successful results in organizations by improving the
performance and developing the capabilities of teams and individuals. The term performance
management gained its popularity in early 1980s when total quality management programs
received utmost importance for achievement of superior standards and quality performance.
Tools such as job design, leadership development, training and reward system received an equal
impetus along with the traditional performance appraisal process in the new comprehensive and
a much wider framework. Performance management is an ongoing communication process
which is carried between the supervisors and the employees through out the year.
According to (Caruth &Humphreys,2006) performance appraisal system is catered to the

needs of a company and based on its strategic objectives and is a result of careful thinking.
Though performance appraisal method varies among companies in both private and public
sector, all successful appraisal methods had mostly similar characteristics (Boice & kleiner ,
1997).
The process of appraisal should blend with the organization and its activities. Every organization
should have written and well thought out rules, policies and procedures for the implementation
of performance appraisal (Allan1994)
Marsdon(1999) Any performance appraisal system that did not consistently measure work
performance accurately cannot be considered an effective one. In certain organizations were the
performance standards are not set and there are no clearly defined objectives for the organization
to achieve, the implementation performance appraisal would be in vain. For a performance
appraisal to be effective there should be an interaction and open communication among the
superior and subordinate.
According to OReilly and Anderson, (2006)communication happens when the manager gives
feedback to the subordinate. They interact and discuss the on the performance of the employee
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and the expected performance. The managers of a company need to ensure that their subordinates
know the level of performance they exhibit; this is possible only with the help of an efficient
performance appraisal system
According to Allan (1994), the success of a performance appraisal system lies in the hands of
the appraiser, thus the appraiser should be well trained and should know the process well and
should be able to give proper feedback to employees. (Fink and Longenecker 1998) to conduct
performance appraisal effectively 10 characteristics are required for the managers.
Nisbett & Wilson (1997), halo error is the longest recognized, most pervasive and yet least
understood form of rating error. According to them the rating depends on the total judgment of
the employee behavior and gives a consistent score without evaluating characters independently.
Bretz, Mikovich and Read are of the opinion that halo effects are interrelated collection of
appraisals or ratings as the raters do not rate the behavior on the basis of a single character.
Nathan & Lord (1983) are of the point of view that employees will be continuously or always
rated as good or poor performers. Even if the individuals have changed that would not be
reflected in the rating or evaluation.
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CHAPTER 3
INDUSTRY PROFILE
Indias software exporting industry is one of the worlds successful information technology
industries. Begun in 1974, it employed 345,000 persons in 2004 and earned revenue of $12.2 bn,
equal to 3.3% of global software services spending. This papers object is to explain the
industrys origins, growth and sustainability. As we shall show, the industry originated under
untypical conditions.
Local markets were absent and government policy toward private enterprise was hostile. These
conditions influenced the industrys origins. The industry was begun by Bombay-based
conglomerates which entered the business by supplying global IT firms located overseas with
programmers. Their success owed to the innovative exploitation of a new global market
opportunity and protection from transnational corporations and startups by policy. The
explanation on origins is the same as used to explain industry origin in countries such as Korea
and Japan (see, for example, Dicken (2003)) with the difference that while government policy
favored large domestic firms and discouraged TNCs and small firms in those countries, in India,
government policy disfavored all types but was least hostile to large, domestic firms.
In economic terms, the effect was the same as the more typical protectionist policy. The
protected environment restricted the growth of project management and domain skills so that,
despite access to a large pool of programmers, the industry could not grow in value-addition.
A decade later, mainframe-based programming and manufacturer-specific operating systems and
languages gave way to workstation-based programming and standard operating systems and
high-level languages. These changes modularized the programming function, i.e., programming
could henceforth be done independently of the hardware platform and from the other functions of
creating software, such as system design. This, along with policy reforms that reduced costs of
imported hardware and software, caused the Indian software industry to shift from supplying
programmers to supplying software programs. As work moved to India, infrastructural costs
increased as a proportion of total costs. This caused the industry to relocate from Bombay to
Bangalore. During the early years of the industrys third decade, beginning in the mid-1990s, the
establishment of the Internet facilitated the separation of services, such as software maintenance
and email management, from the site where the software was located.
Information technology in India is an industry consisting of two major components: IT Services
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and business process outsourcing (BPO). The sector has increased its contribution to India's GDP
from 1.2% in 1998 to 7.5% in 2012. According to NASSCOM, the sector aggregated revenues of
US$100 billion in 2012, where export and domestic revenue stood at US$69.1 billion and
US$31.7 billion respectively, growing by over 9%.Information technology is playing an
important role in India today & has transformed India's image from a slow moving bureaucratic
economy to a land of innovative entrepreneurs. The IT sector in India is generating 2.5 million
direct employment. India is now one of the biggest IT capitals of the modern world and all the
major players in the world IT sector are present in the country.
The major cities that account for about nearly 90% of the sector's exports are Bangalore,
Chennai, Kolkata, Hyderabad, Trivandrum, Noida, Mumbai and Pune. Bangalore is considered
to be the Silicon Valley of India because it is the leading IT exporter. Exports dominate the
industry and constitute about 77% of the total industry revenue. However, the domestic market is
also significant with a robust revenue growth. The industrys share of total Indian exports
(merchandise plus services) increased from less than 4% in FY1998 to about 25% in FY2012.
According to Gartner, the "Top Five Indian IT Services Providers" are Tata Consultancy
Services, Infosys, Cognizant, Wipro and HCL Technologies.
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COMPANY PROFILE
SAFE SOFTWARE AND INTEGRATED SOLUTION Pvt Ltd , Palakkad, has been in the Cooperative Banking Computerization field for the past 14 years. Now they are one of the leading
Private Limited companies providing Total Solution (Banking Software, system software,
computer hardware, networking, training & Consultancy) for computerization in Co-operative
Banking Sector in Kerala. Their expertise in Software, Hardware & Networking Maintenance
reach many satisfied customer Banks in Palakkad, Trichur and Kannur. Most of their customerBanks are looking for single point maintenance for their Software, Hardware and Networking
related problems. They confidently took up this responsibility and satisfactorily provided Total
Computer Solution to all their Customers. they have full-fledged and well-equipped computer
software, hardware and network training and maintenance facility in Palakkad town. Safes
training and maintenance centre has a group of highly qualified and experienced personnel.
The Company being a Specialized and Complete Banking Solution Provider have as Heads,
Skilled Professionals having Experience of more than 30 years in Banking and Auditing and
more than 13 years of Experience in Co-operative Banking Computerization and cater all the IT
requirements of Banks.
Established in 1993 in Palakkad.
Started as a Cooperative Banking Software Development Company.
Support Centers at Kochi,Thrissur, Kannur ,Kahjanjad and Kasargod.
Full-fledged Software Development & High-end HW/SW Maintenance Centers.
High-end Software, Hardware and Networking Training Centers in Palakkad.
Leading Total Solution Providers in Co-operative Banking Sector in Kerala.
More Than Thirteen Years of Experience in Cooperative Banking computerization.
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Fastest Growing Total Solution provider. Highly Professional and Dedicated Personnel.
Operating in Kerala and Outside.
VISION
Our vision is to become reliable and cost effective it solution providers and it enabled service
providers in India.
MISSION
To be the most preferred Total Solution Provider delivering High-end TBA and a suite of
value - added services to Co-operative Banking Our mission is to provide best custom software
solutions for our customer requirement, correct hardware solutions and quality customer support
always combining the latest in technology with best practices and methodologies for on-time
delivery of high-quality, cost-effective, and user-efficient products. which in turn : Enhances Cooperative institutions competitiveness and ability to capitalize on customer opportunities
Improves customer service and retention Helps the institution develop more profitable, long-term
customer relationship Increases lead referral volume by turning everyday customer interactions
into revenue generating opportunities Delivers incremental revenue from day-one! Also we
intend to be one of the most preferred destinations for all outsourced IT activities like
consultancy, documentation and software development
VALUES
Values are beliefs which your company tries to put into practice. These values guide your
employees throughout their daily tasks.
SAFECOREVALUES
Valued empowered and informed people make it happen.
Honesty and integrity guide all our actions and relationships.
We value, support and contribute to the growth of our communities.
SAFECOMPETITIVEVALUES
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Innovation and quality are core to our existence.

The market and our customers drive our business.
Customer satisfaction is the measure of our success.
TOTAL SOLUTION PROVIDERS
They have been in the Co-operative Banking Computerization field for the past 14 years. Now
they are one of the leading Private Limited companies providing Total Solution (Banking
Software, system software, computer hardware, networking & Consultancy) for computerization
in Co-operative Banking Sector in Kerala. Their expertise in Software, Hardware & Networking
Maintenance reach more than 100 satisfied customer Banks in Palakkad, Trichur and Kannur.
Most of their customer- Banks are looking for a single point maintenance for their Software ,
Hardware and Networking related problems. Safe confidently under took this responsibility and
satisfactorily provided Total Computer Solution to all their Customers. They have full-fledged
and well-equipped computer software, hardware and network training and maintenance facility
in Palakkad town. Their training and maintenance centre has a group of highly qualified and
experienced personnel. Also, Safe make available to their clientele all standard computer
hardware, peripherals and stationary items at very competitive rates.
Banking Software
M/s Safe Software & Integrated Solutions Pvt. Ltd., Palakkad, have exhaustive experience in
computerization of District Co-Operative Bank), Co-operative Urban Bank) and Primary CoOperative Banks (Kannur, Palakkad, Trichur & Ernakulam) in Kerala. Safe have more than
hundred successful installations to Their credit in Kerala State. Safe have very reliable and timetested switching solutions for high-end retail banking. These switching solutions are widely
accepted by number of large banks and software companies. Safe have detailed the features and
implementation plan of the software in the enclosed manual. Their Banking Software is being
made use of by a number of Co-operative Banks in Palakkad, Trissur, Kannur and Ernakulam
districts.
High-end Banking Delivery Channels
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Safe implement switching solutions for high-end retail banking. This technology is widely
accepted by number of large banks and software companies. Safe confidently propose this
relatively inexpensive and highly reliable solution to District Cooperative banks and to Urban
banks for various Retail Banking Delivery Channels like- Any Branch Banking, ATM, Web
Banking and Tele Banking.
Disaster Recovery
Latest requirement in the banking sector is for a reliable and legal DISASTER RECOVERY
plan. Safe have various confirmed and time-tested Disaster Recovery and Backup Solutions for
banking sector, which Safe provide to the end-user through authorized DIGITAL SIGNATURE
Service Providers. Safe also provide complete Data Transfer solutions for inter-branch
consolidation and other activities.
Hardware Support Center
Safe have the pleasure to introduce Their newly organized Hardware Maintenance team. A wellexperienced communications engineer who has number of years of maintenance experience in
the fields of Communications and Computer to his credit heads the team. The team also consists
of an experienced Microsoft Certified Systems Engineers. Their maintenance engineers are
innovative in their attitude and are guided by the latest available maintenance management
techniques to achieve a high level of QOS. Safe have already undertaken Hardware & Network
Annual Maintenance Contract in many Co-operative banks in Palakkad Dist. and have provided
an impressive level of service and reliability to the satisfaction of all Their customer banks.
CLIENT LIST
Through
determined focus on quality consulting services, quality training programs,
international quality training programs have marked way to success in services and have won
the accolades of their clients present across industries.
Safes success is backed by innovative, qualitative & dedicated customer service. Assimilating
our business strengths, they have enhanced their functional capabilities which in tern has earned
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the trust & affinity of their clients. Further, they have also set ambitious targets for the future,
which are being achieved with the infusion of new technology and quality management.
More than 140+ Banking & Financial Clients
More than 400+ Software & 500 + Hardware Installation
400+ Networking Site Installation
COPORATE CLIENTS
Ahalia Foundation Eye Hospital

Instrumentation Ltd, Palakkad
ITI Limited Palakkad
Malabar Cements
CLIENTS BASE
Malappuram
Kozhikode
Kannur
Kasargod
Palakkad
Trichur
Ernakulam
Trivandrum
Andaman & Nicobar Islands
A PARTICULAR SECTION OF THE COMPANY

SIBS - THE PRODUCT
The group has developed a Complete Banking Software Package-SIBS using State-of-the Art
Client/Server Technology. The Product has over 20 Core Modules and Other Add on Modules
covering all the Essential Operations of a Branch and Head Office including
Branch Automation :- Share Capital & Dividend , Deposit (SB,CA, Fixed ), Loans and
Advances, Gold /Jewell Loan , Investment & Borrowings , Suspense Accounting , Bills
Collection ,Clearing Remittance , Cash Credit, Over Draft, Locker, Kurries /Chitties, Cash
Management, Miscellaneous, Inventory /Consumer (Sales,Purchase,Stock) , HO Transaction .
Branch MIS., Loan Recovery & Monitoring System
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Head Office Automation :- HO & Consolidation , Pay Roll , Investment &
Borrowing inter Branch and Bank Reconciliation .

Add on Modules :- Performance Monitoring & Resource Management, ALM
Asset Tracking ,Contact Management, Budgeting, Extension Counter , ATM Interface,
Internet Banking, Wap Banking , Tele Banking Interface , Basic Statistical Returns ,
Balance Sheet Analysis , Branch Performance., Dispatching. Customer Terminal , Audit
Terminal
SIBS has a Graphical user interface and uses Multi-tasking capability of Windows. Besides these
it has security features, automated signature verification, photograph storage and retrieval.
SIBS ADVANTAGES
User Friendly
More than 600 Reports (Accounting , MIS & Graphical)
Screen Layout Resembles the Normal Banking Transaction
Simple Day Begin & Day End Procedure
Elimination of Redundant effort
Improved Management control
Enhanced Customer services
Facility to monitor individual customers and accounts
Monitoring Systems for Different Sections

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Branch MIS for Performance Analysis
Capacity to generate Adhoc Internal reports
Automatic generation of MIS & Statutory reports
Automatic generation of MIS & Statutory reports
Complete MIS
Hospital Software
SAFE Integrated Hospital Automation Software, The Complete Co-operative Hospital Software
that combines the latest technology with the Hospital expertise of professionals who have been
with the co-operative Hospital system for the past 5 years brought to you by SAFE, a company
whose top priority is customer Satisfaction.
Software Development Lifecycle :
Detailed documentation, design specifications, test plans, reports
Development profiling
Complete project management from start to finish under
Quality control Quality Assurance testing through every stage
Responsible to the client at all times Weekly status reports

ORGANIZATIONAL HIERARCHY
MD
VICE PRESIDENT
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Regional
Manager
Customer
Relation
Manager
Marketing
Manager
Manger
Banking
Operation
Service
Engineers
Marketing
Executives
Project
Leader
Team
Leader
Senior
Developers
Developers
Service
Engineers
FUNCTIONAL DEPARTMENTS
The main functional departments of SAFE are: OPERATIONAL DEPARTMENT
HUMAN RESOURCE DEPARTMENT
FINANCE DEPARTMENT
TECHNICAL and SERVICE DEPARTMENT
MARKETING DEPARTMENT
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OPERATIONAL DEPARTMENT
Operational department is the most important department of SAFE . This department carries out
the manufacturing of all the products. The company carries out continuous production system;
hence this department plays a very crucial role in SAFE.
OBJECTIVES OF OPERATIONS DEPARTMENT
1. Reduce non confirming products.
2. Maximize the availability of IT operation.
3. Optimizing the specific consumption of electricity, raw materials and resources.
HUMAN RESOURCE DEPARTMENT
Human resource is considered as the most vital asset of an organization. SAFE has a well defined
employee power. It helps the organization to perform well in the market. Human resources
department is headed by manager, HRD, who organizes the training programs for workers and
managerial staff. The manager HRD is responsible only for training and development. HRD does
not come under the personnel department for workers and managerial staff.
MAIN FUNCTIONS OF THE DEPARTMENT
Identifying training needs
Impacting the required training
Maintaining the training records
HRD organizes training programs using internal faulty or engaging faculties from reputed
organizations. The department in consultation with concerned department heads to organize
house training programs.
VARIOUS TRAINING PROGRAMMES
GENERAL TRAINING
In order to provide this type of training, one has to determine what would be the trainees growth
potentials, up to what level he can grow in the organization etc. A performance appraisal has to
be done to evaluate his present performance. Training is given on the basis of appraisal.
NEED BASED TRAINING
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Need based training will be done o the basis of determining the level of knowledge and skill one
requires for a particular job. Next is to find out how many employees have to be given this
training. On the basis of these needs training is given to the employees.
CUSTOMER TRAINING
Customers are given training on handling the computer and software systems and other
equipments in various situations.
INDUCTION TRAINING
It is the training provided to the newly recruited employees to familiarize with the activities,
rules, policies of the organization. It is also done to introduce the new employees to the other
employees of the organization.
TECHNOLOGY TRAINING
Company provides advanced training for workers to cope up with the technological changes.
Feed back is obtained from employees and the effectiveness of the training program is
ascertained after a period of 2-3 months.
PERSONALITY DEVELOPMENT PROGRAMES
Personality development programmers are conducted in a regular time period for the
development of both workers and manager.
FINANCE DEPARTMENT
SAFE Palakkad has an efficient finance department headed by the finance manager and he is
assisted by the deputy manager. Finance manager is responsible for shaping the fortunes of the
company, preparing budgets, raising funds, keeping different accounts etc. SAFE is having
management information system to assist the finance department. The finance department itself
is divided into different sections like general accounts, costing bills, establishment and provident
fund accounts sections each having its own functions.
FUNCTIONS OF FINANCE DEPARTMENT
Purchase bills passing and payment to suppliers

Sales invoice records
Debt collection
Budgeting and costing
Statutory auditing
Finance control
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Handle all auditing and taxes

Sales accounting
Generation and utilization of funds
Treasury operations
TECHINCAL AND SERVICE DEPARTMENT

Technical service department is headed by MTS and has 4 sections,
Technical service section; hardware and Networking

Software Service section
Quality control section
Technical service section

This section is headed by CETS and concerned with technical aspects of the plant. The main
functions of the technical services department are:
1. Daily production calculation and reporting.
2. Collection of daily data from all department .
3. Overtime calculation.
4. Feeding data to the computer regarding the projects.
5. Project slips at daily software production report generation.
6. Monthly reports preparation, both internal and external.
7. Maintaining reports of production loss due to various reasons.
8. Calculation of monthly production bonus.
Fire and safety section
1. Provide training regarding fire, safety and first aid.
2. Conducting safety mock drills.
3. Regular maintenance of fire, water pumps and tanks.
4. Issue of work permits.
5. Providing safety awareness programmes.
6. Providing safety incentives schemes.
7. Accident reporting and investigation.
8. To prepare for emergency situation.
Quality control section
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The section is headed by SOQC and reporting to CETS. The main functions of quality control
section are to maintain the quality of the products in each stage of operations. Quality of
software and finished software coding are also checked. The products have to satisfy ISO
specifications.
MARKETING DEPARTMENT
MARKETING :is a business tool used in marketing and by marketers. The marketing mix is
often crucial when determining a product or brand's offer, and is often associated with the four
price, product, promotion, and place.
The marketing mix refers to the set of actions, or tactics, that a company uses to promote its
brand or product in the market. The 4Ps make up a typical marketing mix - Price, Product,
Promotion and Place. However, nowadays, the marketing mix increasingly includes several other
Ps like Packaging, Positioning, People and even Politics as vital mix elements.
SUPPLY CHAIN MANAGEMENT :
SCM is the management of the flow of goods. It includes the movement and storage of raw
materials, work-in-process inventory, and finished goods from point of origin to point of
consumption. Interconnected or interlinked networks, channels and node businesses are involved
in the provision of products and services required by end customers in a supply chain. Supply
chain management has been defined as the "design, planning, execution, control, and monitoring
of supply chain activities with the objective of creating net value, building a competitive
infrastructure, leveraging worldwide logistics, synchronizing supply with demand and measuring
performance globally."
Supply chain management is a cross-functional approach that includes managing the movement
of raw materials into an organization, certain aspects of the internal processing of materials into
finished goods, and the movement of finished goods out of the organization and toward the end
consumer. As organizations strive to focus on core competencies and becoming more flexible,
they reduce their ownership of raw materials sources and distribution channels. These functions
are increasingly being outsourced to other firms that can perform the activities better or more
26
cost effectively. The effect is to increase the number of organizations involved in satisfying
customer demand, while reducing managerial control of daily logistics operations. Less control
and more supply chain partners led to the creation of the concept of supply chain management.
The purpose of supply chain management is to improve trust and collaboration among supply
chain partners, thus improving inventory visibility and the velocity of inventory movement.
Main function of supply chain management are as follows:
Inventory management
Distribution management
Channel management
Payment management
Financial management
Supplier management
Transportation management
Customer service management
SELLING PROCESS
1.PRODUCTKNOWLEDGE
This step is fairly straight forward, but it is also the great undoing of many a technical expert
turned sales person. When one is extremely well versed in a particular product especially a
technical one, it is easy to get caught up in a monologue of all the great features it provides.
The technical expert turned sales person is so eager to explain how the product works or why its
unique that the benefits to the customer are left out of the discussion. Never assume that a
prospect will easily link a feature to a benefit. That relationship must be stated clearly
(something done in the presentation step 4, after the needs assessment step 5). The acquiring of
product knowledge for a technician therefore, is less about the features of the product itself,
27
and more about how the customer will benefit from those features. When discussing product, the
technicians mantra should be; So what? Consider those two words to be what the prospect
thinks every time a feature is mentioned, and re-learn your product from that perspective.
2.PROSPECTING
Prospecting, just as the word implies, is about searching for new customers. Like product
knowledge, this step may seem fairly straight forward but upon closer examination it becomes
more complex. The key to prospecting effectively is knowing where to dig and what to look for.
Its also important to distinguish between a lead, a prospect, and a qualified prospect. The most
important element in this step is to create a profile of existing customers. This may have been
done at your company, but have approach tactics (step3) been tailored to match each profile. For
instance, you may have identified the following major market segments: State Governments,
County Governments, Consulting Firms, Federal Agencies, Utilities, Universities, but have you
fully profiled each of these in order to adjust marketing tactics appropriately? A direct mail,
seminar invitation might work well to generate State Government leads, but will it be effective in
developing Consulting Firm leads? For each market segment do you really know what the ideal
customer looks like? These questions should be answered fully in the Tactics portion of a
marketing plan.
3.THEAPPROACH
This is where the rubber meets the road in the sales process. For our present purposes lets
consider the approach in the context of a sales call rather than lead generation (i.e. the difference
between a mass mailing and a telephone call). This is the step where you begin to build a
relationship and the intelligence gathering continues (it started with prospecting). A good
approach is crucial to sales success because it will either identify you as a bothersome
salesperson and cause a prospects guard to go up, or it will identify you as an obliging
salesperson with something of value to offer. (There is probably a middle road too, but you get
the idea.). Consider the example of tele-marketers selling a seminar:
4.THENEEDSASSESSMENT
This is arguably the most important step of the sales process because it allows you to determine
how you can truly be of service. To be a highly effective salesperson, that is to sell to the
28
prospects needs, you first have to understand what those needs are. This means you must think
in terms of solving a prospects problem. The only way to do that is by asking lots of questions.
5.THEPRESENTATION
Remember the discussion in step one, focus on benefits rather than features? If you consider your
product/service in terms of how it benefits the customer, your presentation will be a focused and
relevant dialogue rather than a self aggrandizing monologue. Nothing is worse than a sales
presentation which proceeds from the sellers perspective. This is why the needs assessment is so
important and why it will ideally flow in and out of this step. A good needs assessment allows
you to tailor your presentation to your audience, and keep it interactive.
6.THECLOSE
Eighty percent of sales are lost because a salesperson fails to close. Closing is about advancing
the sales process to ultimately get an order. What you are trying to sell at each stage may be
different. For example, a close early in the sales process may be to get an appointment to discuss
your product/service, in that case you are selling an appointment not a widget. In a later stage
you might need to meet with a committee, in that case what you are selling is a meeting. Seeing
the sale process in this light takes a little pressure off of each encounter and makes things a bit
more manageable.
7.FOLLOW-UP
Good follow up will double your closing ratio. When a sales person makes contact with a
prospect a relationship has been built, and follow up is how it is nurtured. Staying at the forefront
of a prospects mind requires persistence and should not be confused with being bothersome.
This is why its important to get agreement on some next step each time there is contact. Follow
up therefore should never end. The pace may slow but it will never end. When a sale is made,
then a new type of follow up begins.
Follow up conversations are best handled by the salesperson who started the relationship.
MODES OF PAYMENT
Cash-in-Advance
With cash-in-advance payment terms, the exporter can avoid credit risk because payment is
received before the ownership of the goods is transferred. Wire transfers and credit cards are the
29
most commonly used cash-in-advance options available to exporters. However, requiring

payment in advance is the least attractive option for the buyer, because it creates cash-flow
problems. Foreign buyers are also concerned that the goods may not be sent if payment is made
in advance. Thus, exporters who insist on this payment method as their sole manner of doing
business may lose to competitors who offer more attractive payment terms.
Letters of Credit
Letters of credit (LCs) are one of the most secure instruments available to international traders.
An LC is a commitment by a bank on behalf of the buyer that payment will be made to the
exporter, provided that the terms and conditions stated in the LC have been met, as verified
through the presentation of all required documents. The buyer pays his or her bank to render this
service. An LC is useful when reliable credit information about a foreign buyer is difficult to
obtain, but the exporter is satisfied with the creditworthiness of the buyers foreign bank. An LC
also protects the buyer because no payment obligation arises until the goods have been shipped
or delivered as promised.
Documentary Collections
A documentary collection (D/C) is a transaction whereby the exporter entrusts the collection of a
payment to the remitting bank (exporters bank), which sends documents to a collecting bank
(importers bank), along with instructions for payment. Funds are received from the importer and
remitted to the exporter through the banks involved in the collection in exchange for those
documents. D/Cs involve using a draft that requires the importer to pay the face amount either at
sight (document against payment) or on a specified date (document against acceptance). The
draft gives instructions that specify the documents required for the transfer of title to the goods.
Although banks do act as facilitators for their clients, D/Cs offer no verification process and
limited recourse in the event of non-payment. Drafts are generally less expensive than LCs.
Open Account
An open account transaction is a sale where the goods are shipped and delivered before payment
is due, which is usually in 30 to 90 days. Obviously, this option is the most advan tageous option
to the importer in terms of cash flow and cost, but it is consequently the highest risk option for
an exporter. Because of intense competition in export markets, for eign buyers often press
30
exporters for open account terms since the extension of credit by the seller to the buyer is more
common abroad. Therefore, exporters who are reluctant to extend credit may lose a sale to their
competitors. However, the exporter can offer competitive open account terms while substantially
mitigating the risk of non-payment by using of one or more of the appropriate trade finance
techniques, such as export credit insurance.
MODES OF SALES
We sell our products in cash as well as on credit basis.
Cash Sales
Cash sale is a method of sales wherein our products are delivered after receipt of proof of
payment. Customers shall effect payment indicated in the Purchase Order by depositing in
special accounts opened for the purpose at any one of the branches of UCO Bank and Bank Of
Baroda.
Credit Sales
We sell our products on credit basis to customers in lieu of submission of extendable

unconditional bank guarantee and Audited Financial Statement. Credit customers are also
obliged to submit a credit application letter. The application is subject to approval by our
Executive Director.
Terms And Conditions
The terms and conditions of Credit Sales or Cash Sales are stated on the Credit Sales Agreement
or Cash Sales Agreement prepared by for the purpose. The terms and conditions shall serve as
an accord between the customer and DMC.
Issuance of VAT receipt
Upon presentation of bank deposit slip or executed credit sales agreement, to our sale office, or
based on online information recieved from the Banks regarding payment customers effected in
our favour, a VAT receipt will be issued
31
ADVERTISING STRATEGIES
An advertising strategy is a plan to reach and persuade a customer to buy a product or a service.
The basic elements of the plan are
The product itself and its advantages,

The customer and his or her characteristics,
The relative advantages of alternative routes whereby the customer can be informed of the
product,
The optimization of resulting choices given budgetary constraints.
In effect this means that aims must be clear, the environment must be understood, the means must
be ranked, and choices must be made based on available resources. Effective product assessment,
market definition, media analysis, and budgetary choices result in an optimum plannever the
perfect plan because resources are always limited.
32
CHAPTER 4
RESEARCH METHODOLOGY
Methodology id defined as the specification of methods and procedures for acquiring the
information needed. It is a plan or frame work for doing the study and collecting the data
The project is a study marked by prior formulation of research questions. The
investigator already knows the substantial amount about the research problems before the project
is initiated.
SAMPLING DESIGN
Sampling is a process of obtaining the information about an entire population by
examining only a part of it. For the purpose of this study the researcher has used the stratified
random sampling method. The total population was divided into groups and the samples are
collected randomly from these groups.
SOURCE OF DATA
Primary Data
The researcher had collected primary data, which had obtained by a study specifically
designed to fulfill data needs of the problem at hand such data are original as character. They are
also follows,
33
Secondary Data
Secondary data are extracted from the files, resisters, records obtained form personnel
department
34
SAMPLING PLAN
Population
The population of this study comprises a total of 150 employees in Safe Software &
Intergrated Solutions Pvt Ltd
Sample Size
A total of 100 employees were selected for the study including both male and female.
Sampling procedure
The sample procedure adopted for the study was Stratified random sampling method.
Tools Used For Analysis Data
Percentage Analysis
This the simplest way to analyse different types of data in this method we found out
the percentage of the of each data with respect to total. using this percentage rate we
analyse data.
Chi square method

The chi square test is used to test whether there is a significant difference between
the observed number of responses in each category and the expected number of
responses for such category under the assumptions of null hypothesis. In other words
the objective is to find out how well the distribution of observed frequencies o fit the
distribution of expected frequencies E. Hence this test is also called goodness of fit
test.
The random variable whose sampling distribution is approximated by chi-square
distribution is given by
Chi-square = (O-E)2 /E
The calculated value of chi-square is then compared with the critical value of Chisquare from the table with a pre-established value at the level of significance and at
the given degree of freedom.
35
Ranking Method
A simple method of job evaluation in which jobs are ranked according to an

informal assessment of their overall importance to the organization. This method is
fast and inexpensive but becomes difficult to sustain as organizations get larger and
more complex. Compare classification method; factor-comparison method; jobcomponent method; point method.
36
CHAPTER 5
ANALYSIS AND INTERPRETATION

TABLE -1
TABLE SHOWING CLASSIFICATION OF EMPLOYEES BASED ON
THEIR GENDER
Interpretation:
The above table reveals that 69% of the employees are male and 31% of the employees a female.
*It is inferred that majority 69% of respondents are male
CHART SHOWING CLASSIFICATION OF EMPLOYEES BASED ON
THEIR GENDER
80
70
60
50
40
30
20
10
0
Male
Female
37
TABLE -2
TABLE SHOWING CLASSIFICATION OF EMPLOYEES BASED ON AGE
Employees
No. of
Percentage
Total
100
100
Interpretation:
The above table reveals that 18% of the employees are of the age group of below 25 years.
37% of the employees are of the age group between 26-35 years, 14% of the employees are of the
age group between 36-45 years, 10% of the employees are of the age group between 46-55 years
21% o f the employees are of the age group of above 55 years.
*It is inferred that majority 37% of respondents are of the age group between 26-35 years.
CHART SHOWING CLASSIFICATION OF EMPLOYEES BASED ON AGE
38
Ab
ov
e
55
ye
ar
s
ye
ar
s
46
-5
5
ye
ar
s
36
-4
5
ye
ar
s
26
-3
5
Be
lo
w
25
ye
ar
s
40
35
30
25
20
15
10
5
0
TABLE -3
TABLE SHOWING CLASSIFICATION OF EMPLOYEES BASED ON
THEIR MARITAL STATUS
Marital Status
Married
No. of. Respondents
Percentage
69
69
Interpretation:
The above table reveals that 69% of the employees are married and 31% of the employees a
single.
*It is inferred that majority 69% of respondents are married.
CHART SHOWING CLASSIFICATION OF EMPLOYEES BASED ON
THEIR MARITAL STATUS
39
70
60
50
40
30
20
10
0
Married
Unmarried
TABLE -4
TABLE SHOWING CLASSIFICATION OF TYPE OF FAMILY
Type of Family
No. of. Respondents
Percentage
Nuclear
60
60
Joint family
40
40
100
100
Total
Interpretation:
The above table reveals that 60% of the employees are nuclear family and 40% of the
employees a joint family.
*It is inferred that majority 60% of respondents are nuclear family.
CHART SHOWING CLASSIFICATION OF TYPE OF FAMILY
40
60
50
40
30
20
10
0
Nuclear
Joint family
41
TABLE -5
TABLE SHOWING EDUCATIONAL QUALIFICATION
Qualification
No. of
Percentage
100
100
Other specify
Total
Interpretation:
The above table reveals that 18% of employees are no formal education, 17% of employees
are school level, 24% of employees are college level 12% of employees are diploma and 21% of
employees are professional and 8% of employees are others.
*It is inferred that majority 24% of respondents are college level.
CHART SHOWING EDUCATIONAL QUALIFICATION
42
25
20
15
10
5
0
No formal education
College level
Professional
TABLE -6
TABLE SHOWING DESIGNATION OF EMPLOYEES
Workers
55
55
Interpretation:
The above table reveals that 55% of employees are workers , 15% are supervisors, 8% are
managers and 22% are other specify category.
*It is inferred that majority 55% of respondents are workers.
CHART SHOWING DESIGNATION OF EMPLOYEES
43
60
50
40
30
20
10
0
Workers
Supervisors
Manager
44
Other specify
TABLE - 7
TABLE SHOWING CLASSIFICATION OF EMPLOYEES BASED ON THEIR MONTHLY
INCOME
Interpretation:
The above table reveals that 8% of the employees are of monthly income less than up to rs.
10000, 55% of the employees are of monthly income between rs 15001- 20000, 15% of the employees
are of monthly income between rs.10001- 15000 and 22% of the employees are of the monthly
income above rs. 20000.
*It is inferred that majority 55% of respondents are of monthly income between Rs 15001- 20000.
CHART SHOWING CLASSIFICATION OF EMPLOYEES BASED ON THEIR MONTHLY
INCOME
45
20
00
0
Rs
.
Ab
ov
e
15
00
120
00
0
Rs
.
Rs
.1
00
01
-1
50
00
to
Rs
.
10
00
0
60
50
40
30
20
10
0
TABLE - 8
TABLE SHOWING DEPARTMENT OF EMPLOYEES
Accounts
24
24
Total
100
100
Interpretation:
The above table reveals that 36% of employees are in marketing department, 24 % are
accounts department, 20% human resource department and 16% & 4 % are it and other specify
department.
*It is inferred that majority 36% of respondents are marketing department .
CHART SHOWING DEPARTMENT OF EMPLOYEES
46
40
35
30
25
20
15
10
5
0
Accounts
HR
IT
Marketing Other specify
TABLE 9
TABLE SHOWING CLASSIFICATION OF EMPLOYEES BASED ON THEIR WORKING
EXPERIENCE
Interpretation:
The above table reveals that 6% of respondents less than 1 years, 13% of respondents are
1-5 years, 28% of respondents are 6- 10years and 53% of respondents are above 10 years.
*It is inferred that majority 53% of respondents are above 10 years .
CHART SHOWING CLASSIFICATION OF EMPLOYEES BASED ON THEIR WORKING
EXPERIENCE
47
60
50
40
30
20
10
0
Less than 1 years
1-5 years
6-10 years
Above 10 years
TABLE 10
STRENGTH / WEAKNESS OF PERFORMANCE APPRASAL
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
Agree
54
54
Neither agree nor Disagree
40
40
Disagree
Strongly disagree
100
100
Total
Interpretation
The above table reveals that 54 % of respondents agree that performance appraisal system
helps to find out strength / weakness, 40 % of respondents neither agree nor disagree and 6% of
respondents disagree.
*It is inferred that majority 54% of respondents agree that performance appraisal system helps to
find out strength / weakness.
CHART SHOWING STRENGTH / WEAKNESS OF PERFORMANCE APPRASAL
48
60
50
40
30
20
10
di
sa
gr
ee
St
ro
ng
ly
D
is
ag
re
e
ei
th
er
ag
re
e
no
rD
is
ag
re
e
Ag
re
e
St
ro
ng
ly
Ag
re
e
Table 11
PERFORMANCE APPRAISAL AIDS IN PROBLEM SOLVING AND NOT FAULT
FINDING
ATTRIBUTES
Strongly Agree
Agree
Disagree
Strongly disagree
Total
Interpretation:
RESPONDENTS
0
42
32
26
0
100
PERCENTAGE %
0
42
32
26
0
100
The above table reveals that 42% of respondents agree with
performance appraisal
system helps to find out problem solving and not fault finding 32% of respondents agree neither
agree nor disagree and 26% is disagree with the statement.
*It is inferred that majority 42% of respondents agree with performance appraisal system helps
to find out problem solving and not fault finding.
CHART SHOWING PERFORMANCE APPRAISAL SYSTEM AIDS IN PROBLEM
SOLVING AND NOT FAULT FINDING
49
di
sa
gr
ee
St
ro
ng
ly
ei
th
er
ag
re
e
St
ro
ng
ly
no
rD
is
ag
re
e
Ag
re
e
45
40
35
30
25
20
15
10
5
0
Table 12
PROMOTION AND TRANSFER ARE MADE WITH RESPECT TO PA SYSTEM
ATTRIBUTES
Strongly Agree
Agree
Disagree
Strongly disagree
Total
Interpretation:
RESPONDENTS
20
42
28
10
0
100
PERCENTAGE %
20
42
28
10
0
100
The above table reveals that 42% of respondents says that performance appraisal system
helps to find out promotion and transfer, 20% of respondents are strongly agree, 28% of
respondents are neither agree nor disagree
and 10% of respondents strongly disagree the
statement.
*It is inferred that majority 42% of respondents says that performance appraisal system helps to
find out promotion and transfer.
CHART SHOWING PROMOTION AND TRANSFER ARE MADE WITH RESPECT TO
PA SYSTEM
50
di
sa
gr
ee
St
ro
ng
ly
ei
th
er
ag
re
e
St
ro
ng
ly
no
rD
is
ag
re
e
Ag
re
e
45
40
35
30
25
20
15
10
5
0
TABLE 13
REWARD FOR THEIR OUTSTANDING PERFORMANCE
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
24
24
Agree
35
35
33
33
Disagree
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 35% of respondents agree with the reward for their outstanding
performance , 33% of respondents says neither agree nor disagree ,24% of respondents says
strongly agree and while 8% disagree the statement.
*It is inferred that majority that 35% of respondents agree with the reward for their
outstanding performance.
CHART SHOWING REWARD FOR THEIR OUTSTANDING PERFORMANCE
51
di
sa
gr
ee
St
ro
ng
ly
ei
th
er
ag
re
e
St
ro
ng
ly
no
rD
is
ag
re
e
Ag
re
e
35
30
25
20
15
10
5
0
TABLE 14
OPPORTUNITY FOR THE SELF REVIEW AND REFLECTION
ATTRIBUTES
Strongly Agree
Agree
Disagree
Strongly disagree
Total
Interpretation:
RESPONDENTS
0
44
33
23
0
100
PERCENTAGE %
0
44
33
23
0
100
The above table reveals that 44% of respondents agree that opportunity for the self
review and reflection, 33% of respondents neither agree nor disagree and while 23% disagree
the statement.
*It is inferred that majority 44% of respondents agree that opportunity for the self review and
reflection.
CHART SHOWING OPPORTUNITY FOR THE SELF REVIEW AND REFLECTION
52
di
sa
gr
ee
St
ro
ng
ly
ei
th
er
ag
re
e
St
ro
ng
ly
no
rD
is
ag
re
e
Ag
re
e
45
40
35
30
25
20
15
10
5
0
TABLE 15
UNDERSTAND THE APPRAISEE JOB
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
22
22
Agree
44
44
34
34
Disagree
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 44% of respondents agree that understand the appraisee job,
34% of respondents neither agree nor disagree and while 22% strongly agree the statement.
*It is inferred that majority 44% of respondents agree that understand the appraisee job.
CHART SHOWING UNDERSTAND THE APPRAISEE JOB
53
di
sa
gr
ee
St
ro
ng
ly
ei
th
er
ag
re
e
St
ro
ng
ly
no
rD
is
ag
re
e
Ag
re
e
45
40
35
30
25
20
15
10
5
0
TABLE 16
APPRAISER IS FULLY AWARE OF PA SYSTEMS
ATTRIBUTES
Strongly Agree
Agree
Disagree
Strongly disagree
Total
Interpretation:
RESPONDENTS
34
42
14
10
0
100
PERCENTAGE %
34
42
14
10
0
100
The above table reveals that 34% of respondents strongly agree that appraiser is fully
aware of performance appraisal , 42% of respondents agree, 14% of respondents neither agree
nor disagree and while 10% of respondents disagree the statement.
*It is inferred that majority 42% of respondents agree that appraiser is fully aware of
performance appraisal.
CHART SHOWING APPRAISER IS FULLY AWARE OF PA SYSTEMS
54
di
sa
gr
ee
St
ro
ng
ly
ei
th
er
ag
re
e
St
ro
ng
ly
no
rD
is
ag
re
e
Ag
re
e
45
40
35
30
25
20
15
10
5
0
Table 17
PA SYSTEM HELPS IN OBJECTIVES AND RESULT ORIENTED
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
Agree
46
46
40
40
Disagree
14
14
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 46% of respondents agree that performance appraisal system
helps to find out objective and result oriented, 40% of respondents neither agree nor disagree and
14% disagree the statement.
*It is inferred that majority 46% of respondents agree that appraiser is fully aware of
CHART SHOWING PA SYSTEM HELPS IN OBJECTIVES AND RESULT ORIENTED
55
di
sa
gr
ee
St
ro
ng
ly
ei
th
er
ag
re
e
St
ro
ng
ly
no
rD
is
ag
re
e
Ag
re
e
50
45
40
35
30
25
20
15
10
5
0
Table 18
FACILITATE GROWTH AND LEARNING
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
Agree
38
38
36
36
Disagree
26
26
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 38% of respondents agree that performance appraisal
system helps to find out facilitate growth and learning, 36% of respondents neither agree nor
disagree and while 26% disagree the statement.
find out facilitate growth and learning.
CHART SHOWING FACILITATE GROWTH AND LEARNING
56
di
sa
gr
ee
St
ro
ng
ly
ei
th
er
ag
re
e
St
ro
ng
ly
no
rD
is
ag
re
e
Ag
re
e
40
35
30
25
20
15
10
5
0
Table 19
CHANGE LEVEL OF PERFORMANCE APPRAISAL
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
Agree
56
56
14
14
Disagree
30
30
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 56% of respondents agree that performance appraisal
system helps to find out change level, 30% of respondents disagree and while 14% neither agree
nor disagree the statement.
find out change level.
CHART SHOWING CHANGE LEVEL OF PERFORMANCE APPRAISAL
57
60
50
40
30
20
10
di
sa
gr
ee
St
ro
ng
ly
D
is
ag
re
e
no
rD
is
ag
re
e
ei
th
er
ag
re
e
St
ro
ng
ly
Ag
re
e
Ag
re
e
Table 20
ADMINISTRATION LEVEL OF PA SYSTEMS
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
Agree
60
60
14
14
Disagree
26
26
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 60% of respondents agree that performance appraisal system
helps to find out administration level, 26% of respondents disagree and while 14% neither agree
nor disagree the statement.
*It is inferred that majority 60% of respondents agree that performance appraisal system helps
to find out administration level.
CHART SHOWING ADMINISTRATION LEVEL OF PA SYSTEMS
58
70
60
50
40
30
20
di
sa
gr
ee
St
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ng
ly
D
is
ag
re
e
no
rD
is
ag
re
e
ei
th
er
ag
re
e
St
ro
ng
ly
Ag
re
e
Ag
re
e
10
0
Table 21
RATING LEVEL OF PA SYSTEMS
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
Agree
10
10
10
10
Disagree
72
72
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 72% of respondents disagree that performance appraisal
system helps to find out ratings level, 10% of respondents both says that agree and neither agree
nor disagree and while 8% strongly agree the statement.
*It is inferred that majority 72% of respondents disagree that performance appraisal system helps
to find out ratings level.
CHART SHOWING RATING LEVEL OF PA SYSTEMS
59
di
sa
gr
ee
St
ro
ng
ly
ei
th
er
ag
re
e
St
ro
ng
ly
no
rD
is
ag
re
e
Ag
re
e
80
70
60
50
40
30
20
10
0
Table 22
APPRAISER VERY MUCH AWARE OF ORGANIZATION
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
Agree
72
72
14
14
Di agree
10
10
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 72% of respondents agree that appraiser is very much
aware of organization, 14% of respondents neither agree nor disagree, 10% of respondents
disagree and while 4% strongly agree the statement.
*It is inferred that majority 72% of respondents agree that appraiser is very much aware of
organization.
CHART SHOWING APPRAISER VERY MUCH AWARE OF ORGANIZATION
60
ei
th
er
ag
re
e
St
ro
ng
ly
di
sa
gr
ee
D
ia
gr
ee
no
rD
is
ag
re
e
Ag
re
e
St
ro
ng
ly
Ag
re
e
80
70
60
50
40
30
20
10
0
Table 23
APPRAISER IS FULLY TRAINED TO FOLLOW PA
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
18
18
Agree
46
46
36
36
Disagree
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 46% of respondents agree that appraiser is fully trained to
follow performance appraisal, 36% of respondents neither agree nor disagree ,while 18% part
strongly agree the statement.
*It is inferred that majority 46% of respondents agree that appraiser is fully trained to follow
CHART SHOWING APPRAISER IS FULLY TRAINED TO FOLLOW PA
61
St
ro
ng
ly
di
sa
gr
ee
D
is
ag
re
e
no
rD
is
ag
re
e
ei
th
er
ag
re
e
St
ro
ng
ly
Ag
re
e
Ag
re
e
50
45
40
35
30
25
20
15
10
5
0
Table 24
FEED BACK OF PA
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
Agree
28
28
18
18
Disagree
54
54
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 54% of respondents disagree that performance appraisal
system helps to find out feed back level, 18% of respondents agree and while 34% disagree with
the statement.
*It is inferred that majority 54% of respondents disagree that performance appraisal system helps
to find out feed back level.
CHART SHOWING FEED BACK OF PA
62
60
50
40
30
20
10
St
ro
ng
ly
di
sa
gr
ee
D
is
ag
re
e
no
rD
is
ag
re
e
Ag
re
e
N
ei
th
er
ag
re
e
St
ro
ng
ly
Ag
re
e
Table 25
COUNSELLING AND TRAINING OF PA
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
18
18
Agree
38
38
28
28
Disagree
16
16
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 38% of respondents agree that counseling and training
performance appraisal, 28% of respondents neither agree nor disagree,18% of respondents
strongly agree and while 16% disagree the statement.
*It is inferred that majority 38% of respondents agree that counseling and training performance
appraisal.
CHART SHOWING COUNSELLING AND TRAINING OF PA
63
di
sa
gr
ee
St
ro
ng
ly
D
is
ag
re
e
ei
th
er
ag
re
e
no
rD
is
ag
re
e
Ag
re
e
St
ro
ng
ly
Ag
re
e
40
35
30
25
20
15
10
5
0
TABLE 26
COMMUNICATION BETWEEN APPRAISER STRENGTH AND WEAKNESS
ATTRIBUTES
Strongly Agree
Agree
Disagree
Strongly disagree
Total
Interpretation:
RESPONDENTS
0
30
16
54
0
100
PERCENTAGE %
0
30
16
54
0
100
The above table that reveals 54% of respondents disagree that performance appraisal
system communicate appraiser strength and weakness. , 30% of respondents agree, 16% of
respondents neither agree nor disagree the statement.
*It is inferred that majority 54% of respondents disagree that performance appraisal system
communicate appraiser strength and weakness.
CHART SHOWING COMMUNICATION BETWEEN APPRAISER STRENGTH AND
WEAKNESS
64
di
sa
gr
ee
St
ro
ng
ly
ei
th
er
ag
re
e
St
ro
ng
ly
no
rD
is
ag
re
e
Ag
re
e
60
50
40
30
20
10
0
Table 27
ALWAYS PUNCTUAL IN WORK
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
44
44
Agree
56
56
Disagree
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 56% of respondents strongly agree that they are punctual
in work and while 44% agree the statement.
*It is inferred that majority 56% of respondents strongly agree that they are punctual in work.
CHART SHOWING ALWAYS PUNCTUAL IN WORK
65
60
50
40
30
20
10
St
ro
ng
ly
di
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D
is
ag
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e
no
rD
is
ag
re
e
ei
th
er
ag
re
e
St
ro
ng
ly
Ag
re
e
Ag
re
e
TABLE 28
JOB CHANGE OR JOB ROTATION
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
Agree
37
37
37
37
Disagree
26
26
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 37% of respondents agree and neither agree nor disagree
job change or job rotation and 26% of respondents disagree the statement.
*It is inferred that majority 37% of respondents agree and neither agree nor disagree job change
or job rotation.
CHART SHOWING JOB CHANGE OR JOB ROTATION
66
St
ro
ng
ly
di
sa
gr
ee
D
is
ag
re
e
no
rD
is
ag
re
e
Ag
re
e
N
ei
th
er
ag
re
e
St
ro
ng
ly
Ag
re
e
40
35
30
25
20
15
10
5
0
TABLE 29
EMPLOYEES EVALUATION IS PERFECT
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
19
19
Agree
31
31
30
30
Disagree
20
20
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 31% of respondents
agree that employees, 30% of
respondents neither agree nor disagree, 19% of respondents strongly agree and 20% of
respondents disagree the statement.
*It is inferred that majority 31% of respondents agree that employees evaluation is perfect.
CHART SHOWING EMPLOEES EVALUATION IS PERFECT
67
35
30
25
20
15
10
5
di
sa
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ee
St
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D
is
ag
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no
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ag
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ei
th
er
ag
re
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St
ro
ng
ly
Ag
re
e
Ag
re
e
TABLE 30
POSITIVE RECOGNITION FROM SUPERVISOR
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
34
34
Agree
44
44
22
22
Disagree
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 44% of respondents agree that positive recognition from
supervisor, 34% of respondents strongly agree, 34% of respondents neither agree nor disagree
the statement.
*It is inferred that majority 44% of respondents agree that positive recognition from supervisor.
CHART SHOWING POSITIVE RECOGNITION FROM SUPERVISOR
68
St
ro
ng
ly
di
sa
gr
ee
D
is
ag
re
e
no
rD
is
ag
re
e
Ag
re
e
N
ei
th
er
ag
re
e
St
ro
ng
ly
Ag
re
e
45
40
35
30
25
20
15
10
5
0
TABLE 31
ANALYZE THE STRENGHT AND WEAKNESS
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
20
20
Agree
45
45
35
35
Disagree
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 45% of respondents agree that analyze the strength and
weakness performance appraisal, 35% of respondents says neither agree nor disagree and 20%
of respondents strongly agree the statement.
*It is inferred that majority 45% of respondents agree that analyze the strength and weakness
69
CHART SHOWING ANALYSE THE STRENGHT AND WEAKNESS
St
ro
ng
ly
di
sa
gr
ee
D
is
ag
re
e
no
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is
ag
re
e
Ag
re
e
N
ei
th
er
ag
re
e
St
ro
ng
ly
Ag
re
e
45
40
35
30
25
20
15
10
5
0
TABLE 32
ADEQUATE TRAINING IS GIVEN
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
Agree
41
41
36
36
Disagree
14
14
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 41% of respondents agree that adequate training is provided
by company, 36% of respondents neither agree nor disagree,14% of respondents disagree and 9%
of respondents strongly agree the statement.
*It is inferred that majority 41% of respondents agree that adequate training is
provided by company.
70
CHART SHOWING ADEQUATE TRAINING IS GIVEN
St
ro
ng
ly
di
sa
gr
ee
D
is
ag
re
e
no
rD
is
ag
re
e
Ag
re
e
N
ei
th
er
ag
re
e
St
ro
ng
ly
Ag
re
e
45
40
35
30
25
20
15
10
5
0
TABLE 33
PROFESSIONAL LEARNING AND GROWTH OPPORTUNITIES ARE AVAILABLE
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
Agree
56
56
44
44
Disagree
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 56% of respondents agree that team professional learning
and growth opportunities are available by the company, 44% of respondents neither agree nor
disagree the statement.
*It is inferred that majority 56% of respondents agree that team professional learning
and growth opportunities are available by the company.
CHART SHOWING PROFESSIONAL LEARNING AND GROWTH OPPORTUNITIES
ARE AVAILABLE
71
60
50
40
30
20
10
di
sa
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St
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ei
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rD
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ag
re
e
Ag
re
e
TABLE 34
CAREER ADVANCEMENT INFORMATION KNOWN
ATTRIBUTES
RESPONDENTS
PERCENTAGE %
Strongly Agree
Agree
46
46
36
36
Disagree
18
18
Strongly disagree
100
100
Total
Interpretation:
The above table reveals that 46% of
respondents agree that career advancement
information is known by all employees in the company, 36% of respondents neither agree nor
disagree and 18% of respondents disagree the statement.
*It is inferred that majority 46% of respondents agree that career advancement
information is known by all employees in the company.
72
CHART SHOWING CAREER ADVANCEMENT INFORMATION KNOWN
di
sa
gr
ee
St
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D
is
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ei
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ag
re
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no
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is
ag
re
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Ag
re
e
St
ro
ng
ly
Ag
re
e
50
45
40
35
30
25
20
15
10
5
0
TABLE 35
RANKING METHOD
TABLE SHOWING FACTORS OF PERFORMANCE APPRAISAL
ATTRIBUTES
Knowledge of work
Accuracy
Cooperativeness
Dependability
Trust worthiness
Initiative and drive
Communication
Total Score
Mean Ratio
Rank
22
16
14
8
11
12
17
2.2
1.6
1.4
0.8
1.1
1.2
1.7
I
III
IV
VII
VI
V
II
Interpretation
The above table reveals that the opinion of the employees on performance
appraisal. The mean value 2.2 of knowledge of work gets rank i, mean value 1.7 of
communication gets rank ii, mean value 1.6 of accuracy gets rank ii, the mean value 1.4 of
73
cooperativeness of work gets rank iv, mean value 1.2 of initiative and drive gets rank v, mean
value 1.1 of trust worthiness gets rank vi and mean value 0.8 of dependability gets rank vii.
74
Table 36
AGE WITH STRENGHT AND WEAKNESS
Null hypothesis
There is no significant relationship between age and Strength and Weakness
Strength and
Weakness
Age
Strongly
Agree
Agree
Neither
agree nor
Disagree
Disagree
Strongly
disagree
Below 25
10
18
26-35
20
15
37
36-45
10
14
46-55
10
Above 55
12
21
54
40
100
Total
Calculated Chi Square value
: 9.88
Degree of freedom
:8
Table value at 5% level of significance
: 15.50
Total
Interpretation
At 5% level of significance, the calculated value (9.88) is greater than the table value (15.50), so
the hypothesis is rejected. hence it may be concluded that there no is significant association
between age and strength and weakness.
75
Table 37
EXPERIENCE WITH APPRAISER IS FULLY TRAINED TO FOLLOW

PERFORMANCE APPRAISAL
Null hypothesis
There is no significant relationship between Experience And Appraiser Is Fully Trained To

Follow Performance Appraisal
Fully Trained
Experience
Less than 1
Strongly
Agree
Agree
Neither
agree nor
Disagree
Disagree
Strongly
disagree
Total
13
10
13
28
29
18
53
18
46
36
100
1-5
6-10
Above 10
Total
Calculated Chi Square value

Degree of freedom
Table value at 5% level of significance
: 8.53
:6
: 12.59
Interpretation
At 5% level of significance, the calculated value (8.53) is less than the table value (12.59), so the
hypothesis is accepted. hence it may be concluded that there is no significant association
between experience and appraiser is fully trained to follow performance appraisal.
.
CHAPTER 6
76
FINDINGS , SUGGESTIONS AND CONCLUSTION
FINIDINGS:
Majority 69% of the employees are male

Majority 37% of the employees are of the age group between 26-35 years
Majority 69% of the employees are married
Majority 60% of the employees are nuclear family
Majority 24% of the employees are college level
Majority 55% of employees designation are workers
Majority 55% of the employees are of monthly income between rs 15001- 20000
Majority 36% of employees are in marketing department
Majority 53% of respondents working experience are above 10 years
Majority 54 % of respondents agree that performance appraisal system helps to find out
strength / weakness
Majority 42% of respondents agree with performance appraisal system helps to find out
problem solving and not fault finding

Majority 42% of respondents says that performance appraisal system helps to find out
promotion and transfer

Majority 35% of respondents agree with the reward for their outstanding performance
Majority 44% of respondents agree that opportunity for the self review and reflection
Majority 44% of respondents agree that understand the appraisee job
Majority 42% of respondents agree with the fully aware of performance appraisal system
Majority 46% of respondents agree that performance appraisal system helps to find out
objective and result oriented

facilitate growth and learning

change level
administration level
Majority 72% of respondents disagree that performance appraisal system helps to find
out ratings level

Majority 72% of respondents agree that appraiser very much aware of organization
Majority 46% of respondents agree appraiser is fully trained to follow performance
appraisal
77
Majority 54% of respondents disagree that performance appraisal system helps to find out
feed back level

Majority 38% of respondents agree that counseling and training performance appraisal
Majority 54% of respondents disagree that performance appraisal system communicate
appraiser strength and weakness

Majority 56% of respondents strongly agree that punctual in work
Majority 37% of respondents agree and neither agree nor disagree job change or job
rotation
Majority 31% of respondents agree that employees, 30% of respondents neither agree nor
disagree
Majority 44% of respondents agree that recognition from supervisor
Majority 45% of respondents agree that analyze the strength and weakness performance
appraisal
Majority 41% of respondents agree that adequate training
Majority 56% of respondents agree that team professional learning and growth
opportunities
Majority 46% of respondents agree that career advancement
SUGGESTIONS
The promotion being awarded should be linked with performance management system.
Delegation of employee's objective through policy deployment needs to be more effective

before finalizing policy deployment.
Management staffs should be aware of the objectives set for their superiors before
finalizing policy deployment.
The levels of subjectivity in the current performance management system need to be

reduced.
78
Proper training given to the appraiser.
Structured rewards should be kept to ensure objectivity
The professional skills of the management staffs should be nurtured and developed more
and it should be linked with performance management system.
The implementing the new tools like balance score card and 360 degree method it will
help appraise the management staffs performance.
79
CONCLUSION
A performance appraisal is a systematic and periodic process that assesses an individual
employees job performance and productivity in relation to certain pre-established criteria and
organizational objectives. Other aspects of individual employees are considered as well, such as
organizational citizenship behavior, accomplishments, potential for future improvement,
strengths and weaknesses, etc
From This study clearly gives an idea about the employees level of satisfaction with
performance appraisal techniques. It is been identified that performance appraisal is able to
identify the employees potential and plays an motivating factor for the employees .
Safe software is running successfully for the past few years and performance appraisal can be
conducted more effectively by using the right tools and properly updating the performance
appraisal programmes.
Suggestion from employees and experienced personnel can further enchance and can make the
ideal evaluation system.
Findings and suggestions were given to increase the level of satisfaction. As a whole the
organization has very good facilities which enable the employees to attain their satisfaction in
their company.
80
BIBLIOGRAPHY
1. Performance management System-A M Sharma Himalaya Publication

2. Managing Human Resources productivity, quality of work life,profit- 8th
3. EditionWayne F. Cascio Ranjeet Nambudiri Mc Graw Hill
4. C.R.Kothari, Research Methodology, Wishwa Prakashan, 2002.
5. L.M.Prasad, Human Resource Management, Sulthan chand & Co, 2003.
6. K.Aswathappa, Organisational Behaviour, Himalaya Publishing House, 2002.
7. Prof. P.C.Tripathi, Personal Management and Industrial relations, Sulthan Chand &
sons, 1994.
Websites:
wikipedia
www.safenetin.net
www.google.com
81
A STUDY ON EFFECTIVENESS OF PERFORMANCE APPRAISAL WITH SPECIAL

REFERENCE TO SAFE SOFTWARE & INTERGRATED SOLUTIONS PVT LTD
QUESTIONNARIES:
1. Name
2. Gender of the respondents

Male
Female
3. Age
Below 25
4. Marital status:
:
26-35
36-45
Married
5. Type of family:
46-55
Above 55
Unmarried
Nuclear
Joint family
6. Educational Qualification
No formal education
Professional
7. Designation :
School level
College level
Diploma
Others specify
Worker
8. Monthly salary:
Supervisors
up to 10000
Manager
10001 to 15000
15001 to 20000
Above 20000
9. Department:
Accounts
Human Resources
10. Experience in present organization

Less than 1 year
1-5 years
IT
:
6-10 years
82
Above 10 years
Marketing
Please select your alternative by a tick () mark in following particulars if Strongly Agree [1],
Agree [2], Neither agree nor Disagree [3], Disagree [4], Strongly disagree[5],
SA
NA
DA
11. Performance Appraisal helps the Employees to

Understand the strength/weakness relating to performance
so that they can make efforts to grow.

12. The existing performance Appraisal is followed in
such way that it helps in problems solving rather than
Fault finding.
13. Promotion and transfer are made from the results of
Performance Appraisal.
14. Employees are rewarded for their outstanding
Performance measured through the performance
Appraisal.
15. The performance appraisal Providing
the opportunity for the self review and reflection.
16. The performance appraisal is designed in
such a way that it helps the Appraisee and Appraiser
jointly to understand the Appraisees job.
17. The Appraiser is fully aware of the importance of the
performance Appraisal.
83
SD
18. Performance Appraisal in the organization is

more objective and result oriented and there is no
scope for favoritism.

19. The Appraisal facilitates growth and learning
both for Appraise and Appraiser.
20. Changes have to be made in the existing performance

Appraisal
21. The procedure followed in administrator of performance
appraisal is simple and understandable.
22. The Appraisee is very much aware of the ratings which
are used in performance Appraisal .
23. The Appraiser is fully aware of what the organization
expects from him.
24. Do you agree that the Appraiser is fully trained to
follow the Performance Appraisal.
25. After the Appraisal the Appraisee gets proper feed back
about performance ratings.
26. The Appraisee, based on the rating gets the counselling :
and Training for performance improvement.
27. The Appraiser communicate the appraise
84
strength/weakness for the further improvement.

28. Are you always punctual in work
29. Adequate job changes or rotations are

organization
provided in the
30. The System of employee evaluation is perfect

31. Positive recognition is given by our
supervisors immediately
32. Required opportunities given to analyze your strength
and weakness on different works
33. Adequate training is given relevant by
as per our requirements
34. Professional learning and growth opportunities

are available in our organization
35. Career advancement information is known by all employees
36. Ranking the following factors of performance appraisal in your concern.

ATTRIBUTES
Knowledge of work
Accuracy
Cooperativeness
Dependability
Trust worthiness
Initiative and drive
Communication
RANK
85

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CHAPTER I

Setting work standards

Assessing employees actual performance relative to these standards.

Variables of Performance Appraisal

Job performance & Personal qualifications

Overall performance rating

Properties of Performance Appraisal

Scope of the advancement :

Provision of adequate opportunities for advancement and growth, existence of definite

performance and suggesting measure to improve them.

Organizational goal orientation

Behaviorally Anchored Rating Scales

To enable an organization to maintain an inventory of the number and quality

To determine increments rewards and provide a reliable index for promotions

To maintain individual and group development by informing the employee of

To suggest ways of improving the employees performance when he is not

To identify training and development needs and to evaluate effectiveness of

To plan career development, human resources planning based on

Performance Appraisal Definition:

According to HEYEL, It is the process of evaluating the performance and qualifications

They provide systematic judgment to backup salary increase,

They are means of telling a sub ordinate how he is doing and

STATEMENT OF THE PROBLEM

SCOPE THE STUDY

OBJECTIVES OF THE STUDY:-

To evaluate the effectiveness of the present performance appraisal method.

To identify the various factors affecting the performance appraisal system.

To give constructive suggestions to improve the organization.

LIMITATION OF THE STUDY

Process of filling up the questionnaire has taken so much time.

Errors may cause due to the bias of the respondents.

Scope of the questionnaire is limited.

Dessler. G (2006:311) has defined performance appraisal as evaluating an employees current

Desslers definition of performance appraisal suggests that when conducting performance

According to Sir Wayne Cascio(1992). "Performance appraisal is the systematic description of

According to (Caruth &Humphreys,2006) performance appraisal system is catered to the

Established in 1993 in Palakkad.

Started as a Cooperative Banking Software Development Company.

Support Centers at Kochi,Thrissur, Kannur ,Kahjanjad and Kasargod.

Full-fledged Software Development & High-end HW/SW Maintenance Centers.

High-end Software, Hardware and Networking Training Centers in Palakkad.

Leading Total Solution Providers in Co-operative Banking Sector in Kerala.

More Than Thirteen Years of Experience in Cooperative Banking computerization.

Innovation and quality are core to our existence.

determined focus on quality consulting services, quality training programs,

Ahalia Foundation Eye Hospital

A PARTICULAR SECTION OF THE COMPANY

Head Office Automation :- HO & Consolidation , Pay Roll , Investment &

Borrowing inter Branch and Bank Reconciliation .

More than 600 Reports (Accounting , MIS & Graphical)

Screen Layout Resembles the Normal Banking Transaction

Simple Day Begin & Day End Procedure

Elimination of Redundant effort

Improved Management control

Enhanced Customer services

Facility to monitor individual customers and accounts

Monitoring Systems for Different Sections

Branch MIS for Performance Analysis

Capacity to generate Adhoc Internal reports

Automatic generation of MIS & Statutory reports

Automatic generation of MIS & Statutory reports

Detailed documentation, design specifications, test plans, reports