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A STUDY ON EMPLOYEES PERFORMANCE APPRAISAL
IN VERUS SOLUTIONS PVT LTD ,HYDERABAD
A Project Report submitted toSRI VENKATESWARA UNIVERSITY, TIRUPATHI
In Partial Fulfillment Of The Requirements For The Award Of Degree Of
MASTER OF BUSINESS ADMINISTRATIONSubmitted by
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TO WHOM SO EVER CONCERNED
This is to certify that doing M.B.A in SANAINSTITUTE
OF MANAGEMENT STUDIES, NELLORE has successfully
completed her final project with VERUS SOLUTIONS PVT LTD
,HYDERABAD. The duration of her Project was from
During the above said period she did a study on
EMPLOYEES PERFORMANCE APPRAISAL. She with his hard
work has come up with relevant findings and suggestions. We take this
opportunity to place on record our sincere appreciation for his significant
contribution to the organization and recognize his efforts to successfully
execute the allotted responsibility with enthusiasm, commitment and
dedication.
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DECLARATION
R.HIMABINDU a bonafide student of SANA
INSTITUTE OF MANAGEMENT STUDIES, NELLORE, would
like to declaration that the project titled A STUDY ON
PERFORMANCE APPRAISAL partial fulfillment of MBA degree
course of the S.V.University is my original work, I further state that I am
the alone responsible for omission of commission of any.
Place:
Date:
()
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ACKNOWLEDGEMENT
It is great pleasure to acknowledgment the kind help and
suggestions give by the persons mentioned below during my project
work.
I am highly indebted to directorMr. Kul Bhushan Sharma,
who has given the permission to do my project work in their esteemed
organization.
I am great ful to Mr. Kul Bhushan Sharma (director) for
their support and guidance during my project work period.
I would like to thank all my respondents for their co-
operation during the survey.
()
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CONTENTS
CHAPTER TITLE PAGE
1 INTRODUCTION
Objectives of the Study
Scope of the Study
Need for the Study
Methodology and Limitations of the Study
2COMPANY PROFILE
3 INDUSTRY PROFILE
4 PERFORMANCE APPRAISAL SYSTEM
5ANALYSIS AND INTERPRETATIONOF DATA
6 FINDINGS AND SUGGESTIONS
7 BIBLIOGRAPHY
INTRODUCTION
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For any type of company the Human Resources department is a
vital department when it comes to the matter taking vital decisions
regarding the important strategies that are to be done and also for
estimating and developing the employees skill sets.
With out the Human Resource department the company can still
function but there will not a well planned one. Now a day, it does not
matter weather it is a small organization or a big organization, it should
compulsorily possess a Human Resources department so as to estimatethe skills and performances of the employees working in the company.
For example, a managing director or an Chief Executive Officer
cannot be expected to keep track of employees details regarding his P.F,
ESI, Gratuity, DOB, DOJ, sex, salary and other essential datas that are
concerned to employees. So, the intelligent managing director will
appoint a person who will be responsible for all the human resources
related activities. There will be few or many people who will be working
under the HR manager. The subordinates main responsibilities will be
keeping track of all the necessary details of the organization and also of
its employees.
HUMAN RESOURCE ACTIVITIES:
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The following are some of the examples of how the human
resource activities perform in the company.
Employees Details
Recruitment
Appraisal
About their skills, performances and training programs if any
necessary.
Proper Training to meet competition
Keeping track of leave
Frequent interaction with the employees
Proper allocation of available resources
Pay slip
Conducting Exit interviews while the employee leaves the
organization
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The above seen activities are essential ingredients of a successful HR
department in any type of organization.
One cannot expect each and every transaction performed by
the HRD people to be hand written. Gone are those days of writing all
data that are concerned to an employee in scores of paper. After the
introduction of computers and its allied sophisticated softwares the job
tediousness is reduced to a great extent. Now a day, each and every
company keeps track of their datas in computers only.
If the datas are well maintained in the computer and
periodical backups are taken in frequent intervals, then it is really a boon
for a company.
Also, the doing data entry into a computer is also easy
because of the user friendliness of the software that are available in the
market.
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OBJECTIVES OF THE STUDY:
1. To evaluate the existing performance appraisal system of atlas systems.
2. To know the employees perception and knowledge towards appraisal
system in the company.
3. To offer suggestions for the improvement and modifications of the
existing of appraisal system.
SCOPE OF STUDY:
The scope was confined to the aspects of performance appraisal
only and other factors like welfare schemes, pay package, job satisfaction
etc., were not studied, all and sundry and their impact in the performance
appraisal system could not be taken up for want of time and also because
it is beyond the scope of the current study.
NEED FOR THE STUDY:
The purpose of the study is to gauge the level of awareness
of the existing appraisal system of the organization among the
community of employees, to evaluate the effectiveness of the existing
performance appraisal system and to improve and modify if necessary.
Analysis was made with several variables related to performance
appraisal by the researcher before coming to a conclusion. There fore this
study is explanatory in nature.
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LIMITATION OF THE STUDY:
1. The sample chosen for study was 60 while the 213 number of
employers of every care taken by the researcher, the sample
may not be exactly representative of the universe.
2. All social and science project deals with intangible and qualitative
social phenomena like values, sentiments etc., which are not amenable to
experiment in the same way as subjects in natural science. This might
have made the findings of the study less precise and exact.
3. Human being tends to behave artificially particularly when observed or
interviewed. This must have stored the findings to some extent.
4. The employees of atlas systems were busy in their work schedules andtheir results, interview has been conducted in pieces whenever they were
free from work and the string of continuity was lost and this could have
affected their style of answering.
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RESEARCH AND METHODOLOGY
UNIVERSAL / POPULATION:
The universe of the current study comprises all the 260
employees of different cards working with the ATLAS SYSTEMS
Chennai SAMPLING PROCEDURE:
Proportionate stratified random sampling was the procedure
adopted by the researcher in selecting a sample reflective of the universe
in all the cadres, every third person chosen at random, was administered a
structured questionnaire.
DATA SOURCE:
Whatever data was collected for the current study is
absolutely primary in nature expects in those instances, requiring some
general and allied information, general / secondary sources of data were
consulted.
SAMPLE SIZE:
The size of the sample chosen for the study is 120 out of 260
employees who were available during execution of the project survey.
STATISTICAL TOOLS USED:
The collected data was first codified, classified and then
crystallized into tables, which are further elucidating by column charts.
X2 scores were put in a linguistic nutshell of finding of the study and
based on these findings that appropriate suggestions and
recommendations were made at the end of the report.
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HISTORY OF THE CONCERN:
In Jan 2007 Atlas opened a new development center to house SAP
and Engineering Design Practices in Bangalore, India.
In Feb 2007 Jerry Reich Joins Atlas Systems as Executive Vice
President. Jerry has held positions at Chrysler, Toyota and Porsche and is
a dynamic leader recognized in Whos Who in the Automotive Industry
for development of the first OEM initiative into E-space, for
achievements in building the Porsche brand into the U.S. market, for the
initial introduction of Audi into China, and for the co-development of theplan that ensured the revival of Audi in the U.S.
In Oct 2006 Trilogy Business Services Chooses Atlas as Offshore
Development Partner.
In Aug 2006 Patrick Desbrow, Director of Advanced Technology
Group at J.D. Power and Associates visits Atlas Development Center in
Chennai, India.In May 2006 Atlas expanded with new offices in Chennai, India.
In May 2006 John Steigerwald, VP of Product Engineering for Net
IQ visits Team in Chennai.
In May 2006 Hyundai Chooses Atlas to spearhead Business
Operations and Project Management Office.
In Dec 2005 NetIQ Chooses Atlas to develop Enterprise Risk and
Compliance Center.
In Dec 2004 Reged chooses ATLAS as offshore development
partner.
In May 2003 J.D. Power and Associates chooses Atlas as Product
Development partner.
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OVER VIEW:
Atlas Systems is a Global IT Services Company that
employs a flexible-approach, yet process driven model that creates
business value by delivering exactly what the client needs on time, and
typically at 20-40% less cost than other alternatives.
They specialize in complete operational partnerships that
provide Lock Step support that drives solid results towards their
partners business objectives.
MISSION: Focused growth based on dependable business results and
client
Satisfaction. Atlas Systems was founded on these principals
as the Offshore Development Partner for J.D. Power and Associates in
2003. They have maintained their focus on these core beliefs and
broadened their reach, supporting clients across the automotive value
chain from Retail Dealer Groups to Manufacturers and Suppliers.
Expansion beyond Automotive in a few short years, into Security,
Finance and Insurance Compliance, and SAP, led to rapid growth at their
development center in Chennai in early 2006, new offices opening in Los
Angeles and Israel with new US headquarters located in Princeton, NJ.
Successful partnerships and dedication have
continued to fuel further expansion in their core areas of competence and
natural acquisition of client complementary practices in SAP and
Engineering Design Services, based on their new development center in
Bangalore.
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INTRODUCTION TO PC INDUSTRY
When you mention the word "technology," most people think
about computers. Virtually every fact of our lives has some computerized
component. The appliances in our homes have microprocessors built into
them, as do our televisions. Even our cars have a computer. But the
computer that everyone thinks of first is typically the personal computer,
or PC. Personal computers are playing a major role in India. Nowadays
PCs are more important product in both commercial and domestic needs.
In 1965, Gordon Moore predicted that the number of transistors that
could be integrated into a single silicon chip would approximately double
every 18 to 24 months. That prediction became widely known as Moores
Law, and engineers at Intel have been transforming that law into reality
for more than 40 years. During that time, increases in transistor density
have driven roughly proportional increases in processor performance and
price/performance. Those gains have powered the growth of todays
trillion-dollar electronics industry, put personal computers into businesses
and homes throughout the world, and given rise to computing as a
fundamental business enabler.
EARLY DEVELOPMENTS IN THE COMPUTER INDUSTRY
Many developments took place in the computer industry before
work truly began on the machines that became known as personal
computers. For example, in conjunction with Harvard University, IBM
created the Automatic Sequence Controlled Calculator, the first large-
scale device that could process lengthy calculations, in 1944. More than
eight feet tall, the five-ton machine, known as Mark I, housed nearly 500
miles of wire and 765,000 parts. Some industry experts consider Mark I
the world's first computer. In 1951, Ken Olsen, who went on to found
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Digital Equipment Corp., and Jay Forrester developed the first real-time
computer, the Whirlwind, at the Massachusetts Institute of Technology
(MIT). That year the U.S. Bureau of Census began using the UNIVAC I
computer to hold data. In 1952, IBM launched a computer designed for
scientific calculations, the IBM 701.
The vacuum tubes used in the 701 were smaller and easier to
replace than the switches used in earlier machines. Remington-Rand
developed the world's first high-speed printer for the UNIVAC in 1953.
IBM employee John Backus created the FORTRAN programming
language the following year. Japan developed its first computers whenNEC Corp. created NEC-1101 and NEC-1102 in the mid-1950s. The
IBM 705 machine, launched at roughly the same time, was one of the
world's first general purpose business computers. Its success helped to
oust Remington-Rand, maker of the UNIVAC, from its first place spot in
the new computer market Digital Equipment Corp. released the PDP-1,
the world's first minicomputer, in 1960.
Four years later, IBM introduced the System/360, which used software
and peripheral equipment compatible with each of the firm's computer
models. This interchangeability was a new concept in the computer
industry. Firms like Digital Equipment and IBM continued developing
computer technology throughout the 1960s. In 1966, analysis and
measurements instrument maker Hewlett-Packard Co. developed its first
computer, the HP 2116A. Gordon Moore and Robert Noyce left Fairchild
Semiconductor to established Intel Corp., which would become another
major computer technology innovator, in 1968.
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The development of the first personal computers resulted from
the convergence of several types of technology. One of the earliest
walkthroughs came in 1969 when Intel developed a four-bit central
processing unit (CPU) that was able to follow instructions to perform
simple data processing functions. Five years earlier, Dartmouth College
mathematics professor Thomas Kurtz, and John G. Kemeny, chairman of
the mathematics department there, had developed the BASIC (Beginner's
All-Purpose Symbolic Instruction Code) computer programming
language to allow their students to write programs that could be tested on
the GE-225, a computer system developed by General Electric Corp.
Because Kemeny and Kurtz did not copyright or patent BASIC, other
individuals were free to use it as they saw fit.
One of the best known players in PC history, Bill Gates used
BASIC to make his first major mark on the PC industry in February of
1975. The 19-year-old Harvard University student worked with 21-one-year-old Honeywell employee Paul Allen to create a new version of
BASIC to run the Altair 8800, considered one of the world's first personal
computers.
The Altair had been developed the previous year and was powered by the
Intel 8088, which was the world's first general purpose microprocessor. A
few months later, Gates and Allen established Microsoft Corp. The Altair
8800 was released, with 1KB of memory, to the general public for $375.
By 1977, Microsoft had become the largest U.S. distributor of
microcomputer languages.
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In 1976, computer programmers Steve Jobs and Steve Wozniak
founded Apple Computer Corp. to market their new Apple I computer,
which was essentially a computer circuit board with no keyboard, case,
sound, or graphics. The following year, Apple released the Apple II, the
first PC to offer color graphics capacity. The Apple II also included a
keyboard, power supply, case, and 4KB of memory. Sales at Apple
reached $1 million that year, fueled by the popularity of the new machine,
and Apple became one of the fastest growing companies in the United
States. Apple's employees replaced their typewriters with PCs in 1979.
Throughout the 1970s, IBM continued to develop new computer systems,
including the 370, its most powerful computer system to date, and the
5120, its least expensive computer system to date. The firm also created
the Display writer word processing system and started offering 24-hour
telephone assistance to customers having technical problems.
THE RISE OF THE PC
IBM Corp. chose Intel's 8088 chip for its new personal computer line in
1980. That year, IBM asked Microsoft to develop four languages, as well
as an operating system, for its new PCs. Microsoft released Soft card,
which allowed Microsoft BASIC to operate on Apple II machines. AppleComputer released the Apple III, its most advanced machine to date.
Boasting a new operating system, a built-in disk controller, and four
peripheral slots, the Apple III was priced at $3,495, nearly double the
price of its predecessors. In August of 1981 IBM began selling its
landmark PC, which was powered by Microsoft's new operating system,
known as MS-DOS.
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The machine was IBM's smallest and least expensive computer
system to date, and it is credited for helping to launch the PC revolution.
Although other firms, like Hewlett-Packard, actually had beaten IBM to
market with their own PCs, IBM's dominance in the business machines
market gave it a considerable edge as most IBM business machine clients
simply replaced those machines with IBM computers. To sell its PCs,
IBM began authorizing retailers like Sears, Roebuck & Co. and Computer
land.
The firm also expanded its sales channels to include manufacturers
who integrated IBM products into their systems. Within several months
of IBM's launch of its first PC, more than 50 microcomputer
manufacturers had licensed MS-DOS from Microsoft. That year, Apple
Computer completed its initial public offering (IPO), selling 4.6 million
shares at $22 apiece. The IPO was the largest in U.S. corporate history
since Ford Motor Co. had first listed its shares in 1956. With more than
1,000 employees, a network of 800 distributors in theUnited States and Canada, and an another 1,000 distributors overseas,
Apple had the largest worldwide presence in the computer industry.
In 1982, Apple became the first PC company to secure $1 billion in
annual sales. By that time, more than 100 companies had started
manufacturing PCs, including Compaq Computer Corp., which focused
its efforts on developing a machine similar to IBM's PC. In January of
1983, Compaq released its first PC. The upstart's sales reached $111
million that year, setting a record for the highest first-year sales of any
U.S. business. Apple shipped its blockbuster Macintosh machine in 1984,
after first advertising it on television during the Super Bowl. Initial
versions of the Macintosh retailed at $2,495, while the more powerful
Macintosh 512Ksold for $3,195. In November of that year, Microsoft
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introduced its Windows operating system, which was based on the MS-
DOS operating system and offered users a graphical user interface (GUI),
similar to the one offered by Apple machines.
The firm marketed the new platform to the 200 microcomputer
manufacturers already licensing MS-DOS. Within a single month,
Microsoft sold more than 500,000 copies of Windows. The company also
began developing software, including a version of its recently launched
Microsoft Word program, for Apple's Macintosh computer. IBM's dealer
outlets across the globe reached 10,000, as the firm's sales soared to $46
billion.
By the end of 1985, Microsoft had started distributing Windows to
retailers for sale to consumers. It also headed up an alliance with IBM's
competitorsincluding Compaq, Hewlett-Packard, Texas Instruments,
Digital Equipmentin an effort to weaken IBM's monopoly on PC
standards development. In response, IBM began to work with Microsofts
competitors on software programs. Despite its increasingly rocky
relationship with IBM and the fact that several problems had emerged
with the earliest version of Windows, Microsoft convinced IBM to use an
upgraded version of Windows on its next line of PCs. By then, more than
30 million PCs had been sold in the United States.
Microsoft conducted its IPO in March of 1986, offering its shares at $21
each and raising $61 million in fresh capital. When Microsoft shares
began trading at $85 the following year, the firm's 31-year-old founder,
Bill Gates, became the PC industry's first billionaire. Microsoft released a
third version of Microsoft Word, which quickly became the firm's best
selling product. By 1987, Apple had extended its reach to 80 countries
and released the next generation of Macintosh PCs. To compete with
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Microsoft's increasingly popular software offerings, Apple also founded
Claris, an independent software manufacturer.
After several decades of considerable growth, IBM's sales began to
decline in the mid-1980s in the face of stiff competition from rivals like
Compaq, which was named to the Fortune 500 list in 1986. Infact, many
manufacturers of IBM "clones" were able to outsell IBM in the retail PC
market. Ironically, the PC revolution that IBM had played a major role in
sparking eventually hindered the computing giant's success. Used to
selling large-scale systems to businesses, IBM was not prepared to target
the fastest growing segment of the booming PC market: individual
consumers.
STRUGGLE FOR CONTROL IN THE PC INDUSTRY
Compaq's sales exceeded $1 billion in 1987. That year, Packard
Bell introduced its first PC. The following year, Apple filed suit against
Microsoft, alleging that the firm had used the appearance of the
Macintosh operating system as the basis for its Windows program.
Apple's lawyers requested that Microsoft either pay royalties or simply
stop selling Windows. By then, Microsoft had grown into the leading
U.S. maker of PC software, and by the end of the decade more than 2
million copies of Windows 3.0 had been sold. In 1989, PC sales
throughout the world exceeded 100 million, and the number of U.S.
computer users reached 50million. The increased speed offered by Intel's
386 and 486 microprocessors helped to fuel the PC's growth, as did the
decision by firms like Packard Bell to market PCs via discount chains,
electronics centers, and other mass retail outlets. Revenues exceeded $1
billion at Microsoft for the first time in 1990. Tension between Microsoft
and IBM worsened, resulting in a price war between Microsoft's DOS 5.0
and IBM's competitor to DOS, OS/2.
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In 1991, in what was viewed by many analysts as a plan to
wrest market share back from Microsoft, IBM and Apple forged an
alliance to develop a new operating system that would not only make
computers easier to use, but also facilitate compatibility between IBM
and Apple machines. By then, roughly 90 percent of worldwide PCs used
the MS-DOS platform, and Apple had broadened its litigation against
Microsoft. In 1992, Microsoft won the case against Apple after a judge
decided that the appearance of the Macintosh operating system was not
protected by Apple's copyrights. Therefore, Microsoft's Windows
platform, though very similar to Macintosh in appearance, was not in
violation of copyright law. Apple unsuccessfully appealed the decision.
Meanwhile, another PC upstart, Dell Computer Corp., had made the
Fortune 500 list, just eight years after its inception. By the end of 1993,
Dell had become the world's fifth-largest PC maker with sales of more
ABSTRACT
Price protection is a commonly used practice between manufacturers
and retailers in the personal computer (PC) industry, motivated by drastic
declines of product values during the product life cycle. It is a form of
rebate given by the manufacturer to the retailer for units unsold at the
retailer when the price drops during the product life cycle. It is a
controversial policy in the PC industry because it is not clear how such apolicy benefits the supply chain and its participants. We show that price
protection is an instrument for channel coordination. For products with
long manufacturing lead times, so the retailer has a single buying
opportunity, a properly chosen price protection credit coordinates the
channel.
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For products with shorter manufacturing lead times, so the retailer
has two buying opportunities, price protection alone cannot guarantee
channel coordination when wholesale prices are exogenous. however,
when the price protection credit is set endogenously together with the
wholesale prices, channel coordination is restored. In the two-buying-
opportunity setting with fixed wholesale prices, we show that price
protection has two primary impacts: (1) shifting sales forward in time and
(2) increasing total sales. Finally, we present a simple numerical example
that suggests, given the current economics of the PC industry, that price
protection under fixed wholesale prices may benefit the total chain and
the retailer but hurt the manufacturer.
Personal Computers Overview Companies that design and manufacture
desktop and portable PCs, Internet access appliances, and other personal
computing devices. Most Viewed Personal Computer Companies
While Hewlett-Packard may be known for product
innovation, the company's corporate development is a tale of reinvention.
HP provides enterprise and consumer customers a full range of high-tech.
HP Personal Systems Group (PSG), a division of Hewlett-Packard,
provides desktop and notebook personal computers, workstations,
handheld computers, and calculators. These pros keep Indian businesses
supplied with technology products and services. Wipro InfoTech is a
leading manufacturer of computer hardware and provider of systems
integration services in India. Lenovo, formerly known as Legend Group
Limited, was already the largest PC maker in the world's most populous
country when it acquired .Giga-Byte Technology is a leading
manufacturer of motherboards and computer peripheral equipment.
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GENERAL HARDWARE OF PC
A PC is a general- purpose tool built around a microprocessor. It has lots
of different parts memory, a hard disk, a modem, a keyboard, a monitoretc that work together. "General purpose" means that you can do many
different things with a PC. You can use it to type documents, send e-mail,
browse the Internet and play games. In this section, we will talk about
PCs in the general sense and all the different parts that go into them. We
will learn about the various components and how they work together in a
basic operating session. We'll also find out what the future may hold for
these machines.
Let's take a look at the main components of a typical desktopcomputer.
Central processing unit (CPU) - The microprocessor "brain" of the
computer system is called the central processing unit. Everything that
computer does is overseen by the CPU.
Memory - This is very fast storage used to hold data. It has to be fast
because it connects directly to the microprocessor. There are several
specific types of memory in a computer
Random-access memory (RAM) - Used to temporarily store information
that the computer is currently working with
Read-only memory (ROM) - A permanent type of memory storage used
by the computer for important data that does not change
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Basic input/output system (BIOS) - A type of ROM that is used by the
computer to establish basic communication when the computer is first
turned on
Caching - The storing of frequently used data in extremely fast RAM that
connects directly to the CPU
Virtual memory - Space on a hard disk used to temporarily store data andswap it in and out of RAM as needed
.
Motherboard - This is the main circuit board that all of the other internal
components connect to. The CPU and memory are usually on the
motherboard. Other systems may be found directly on the motherboard or
connected to it through a secondary connection. For example, a sound
card can be built into the motherboard or connected through PCI.
Power supply - An electrical transformer regulates the electricity used by
the computer.
Hard disk - This is large-capacity permanent storage used to hold
information such as programs and documents.Operating system - This is the basic software that allows the user to
interface with the computer.
Integrated Drive Electronics (IDE) Controller - This is the primary
interface for the hard drive, CD-ROM and floppy disk drive.
Peripheral Component Interconnect (PCI) Bus - The most common way
to connect additional components to the computer, PCI uses a series ofslots on the motherboard that PCI cards plug into.
SCSI - Pronounced "scuzzy," the small computer system interface is a
method of adding additional devices, such as hard drives or scanners, to
the computer.
AGP - Accelerated Graphics Port is a very high-speed connection used
by the graphics card to interface with the computer.
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Sound card - This is used by the computer to record and play audio by
converting analog sound into digital information and back again.
Graphics card - This translates image data from the computer into a
format that can be displayed by the monitor.Defining a PCHere is one way to think about it: A PC is a general-purpose
information- processing device. It can take information from a person
(through the keyboard and mouse), from a device (like a floppy diskor
CD) or from the network (through a modem or a network card) and
process it. Once processed, the information is shown to the user (on the
monitor), stored on a device (like a hard disk) or sent somewhere else on
the network (back through the modem or network card).
We have lots of special-purpose processors in our lives. An MP3 playeris
a specialized computer for processing MP3 files. A GPS is a specialized
computer for handling GPS signals. A Nintendo DS is a specialized
computer for handling games, but it can't do anything else. A PC can do it
all because it is general-purpose.
The Future of PCs would be able to hold 10 terabytes (TB) of
data and perform 10-trillion calculations at a time. By adding more DNA,
more calculations could be performed .Unlike conventional computers,
DNA computers could perform calculations simultaneously.
Conventional computers operate linearly, taking on tasks one at a time. It
is parallel computing that will allow DNA to solve complex mathematical
problems in hours -- problems that might take electrical computers
hundreds of EUVL Chip making Silicon microprocessors have been the
heart of the computing world for more than 40 years. In that time,
microprocessor manufacturers have crammed more and more electronic
devices onto microprocessors. In accordance with Moore's Law, the
number of electronic devices put on a microprocessor has doubled every
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18 months. Moore's Law is named after Intel founder Gordon Moore,
who predicted in 1965 that microprocessors would double in complexity
every two years. Many have predicted that Moore's Law will soon reach
its end because of the physical limitations of silicon microprocessors.
The current process used to pack more and more transistors onto a
chip is called deep-ultraviolet lithography (DUVL), which is a
photography-like technique that focuses light through lenses to carve
circuit patterns on silicon wafers. DUVL will begin to reach its limit
around 2005. At that time, chipmakers will have to look to other
technologies to cram more transistors onto silicon to create more
powerful chips. Many are already looking at extreme-ultraviolet
lithography (EUVL) as a way to extend the life of silicon at least until the
end of the decade. EUVL uses mirrors instead of lenses to focus the light,
which allows light with shorter wavelengths to accurately focus on the
silicon wafer.
ADVANCEMENT IN PCS
Voice- and handwriting-recognition software will allow us to
interface with our computers without using a mouse or keyboard.
Magnetic RAM and other innovations will soon provide our PC with the
same instant-on accessibility that ourTV and radio have. One thing is an
absolute certainty: The PC will evolve. It will get faster. It will have more
capacity. And it will continue to be an integral part of our lives.
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Windows Vista launch boost Personal Computer sales
Sales of PCs in the retail market improved massively in the early
days of February as Microsoft just released their latest operating system
product windows Vista .Market watcher Current Analysis claimed in a
report that the U.S. PC sales jumped 173% during the week ended Feb. 3.
It has also improved around 67% on a year-over-year basis. Windows
Vista was launched along with MS Office 2007 on January 30 by
Microsoft. Reports further claim that the higher end versions of the Vista
are selling more than the basic ones. This suggests that tech savvy
customers are upgrading their machines rather than every day
customers .Roger Kay, analyst and founder of Endpoint Technologies
spoke about these reports: This isnt the kind of technology thats going
to cause your average person to run out and buy a new PC. Windows
Vista Home Premium was loaded on as many as 60% of all desktops sold
during the week. Vista Home Basic edition shipped on around 33% of
these machines. The notebook market was dominated by Vista Home
Premium edition.
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According to Cummings the heading of performance
appraisal
1) To inventory of the number and quality of all managers and
identify and meet their training needs and aspiration.
2) To determine increments and provide a reliable index for
promotions and transfers to positions of greater responsibility.
3) To maintain individual and group development by informingthe employee of his performance standard.
4) To suggest ways of improving the employees performance.
Job and Potential Development:-
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.
1) It unifies the appraisal produced so that all employees are rated
in the
Same manner, utilizing the same approach so that the obtained
of separate personnel are comparable.
2) It provides information, which is useful in making and
enforcing important decisions about selection, training,
promotions, pay increases, transfers, lay-offs, discharges, and
salary adjustments.
3) It provides information in the form of records about rating
decisions of the rating are challenged in the court of law.
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4) It serves to stimulate and guide employee development.
Appraisal programs provide information on the weakness of
employees and enable them gauge their own value
accomplishments.
5) To find out an employee qualification and his work and
comparing it with job requirements.
6) A periodic and accurate appraisal constraints a supervisor to be
and competent in his work, it improves the quality of
supervision by giving him an incentive to do.
7) It gives supervisors a more effective tool for rating their
personnel enables them to make a careful analysis of their men
and gives them a better knowledge and understanding of them.
8) It makes for better employer-employee relations through mutual
confidence. A frank discussion between a supervisor and his
men.
Approaches to performance appraisal
Generally two approaches are used in making performances
appraisal.
1) A causal, unsystematic and often haphazard appraisal. Main
basis being seniority or quantitative measures of quantity andquality of output for the rank-and-file personnel.
2) The traditional and highly systematic measure of (a) employees
characteristics and (b) employee contributions, or both. It
evaluates all the performances in the same manner, utilizing the
same approach, so that the rating obtained of separate personnel
is comparable.
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METHODS OF PERFORMANCE APPAISAL
TRADITIONAL METHODS MODERN METHODS
(PAST ORIENT) (FUTURE ORIENT)
1. Straight ranking method 1.Assessment centers
2. Man-to-Man comparison method 2.Management by objectives.
3. Grading Method 3.360-degrees appraisal
4. Graphic rating scale 4.Psychological appraisal
5. Forced choice description method
6. Forced distribution method
7. Checklist method
8. Free from essay method
9. Critical incidence method
10. Groups appraisal method
11. Field review method.
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TRADITIONAL METHOD
STRAIGHT RANKING METHOD:
The whole man is compared with the whole man: that is
the ranking of a man in a work group is done against that of another. It
may also be done by ranking a person on his job performance against that
of another member of competitive group by placing him as number one or
two or three in total group. In practice it is very difficult to compare a
single individual with the human beings having varying behavior traits. Ittells us how a man stands in relation to the others in a group but does not
indicate how much better or worse he is that other. The task of ranking
individuals is difficult when large numbers of persons are rated. The
ranking system dose not eliminate snap judgments, does not it provide us
with systematic procedure for determining the relative ranks of
subordinates.
MAN-TO-MAN COMPARISION METHOD:
USA army used this technique during the First World War.
Certain factors are selected for the purpose of the analysis (such as
leadership, dependability and initiative), and the rater for each factor
designed for scale. A scale of a man is also created for each selected
factor. The each man to be rated is compared with the man in the scale,
and certain score for each factor are awarded to him. Personnel are
compared to the key man in respect of one factor at a time. This method
is used in job evaluation and is known as the factor comparison method.
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GRADING METHOD:
Under these systems, the rater considers certain features and
marks them according to the scale. Certain categories of worth are first
established and carefully defined; the actual performance of the
employees is then compared with these grade definition, and he is allotted
the grade which best describes his performance. Such type of grading is
done in semester examinations and also in the selection of candidates by
the public service commissions.GRAPHIC OR LINER RATING SCALE
This is commonly used method of performance appraisal.
Under it, a printed form, on for each persons to be rated and is supplied to
the rated.
FORCED CHOICE DESRIPTION METHOD
This system is used to eliminate or minimize raters bias, so
all the personnel may not be placed at the higher end or at the lower end
of the scale. It is possible and desirable to rate two factors viz., job
performance and profitability. Employees are placed between the two
extremes of good and bad performance.
CHECHLIST METHOD
Under this method, the rater does not evaluate employee
performance. He supplies report about it and the personnel deportment
done the final rating. A series of questions are presented concerning an
employees to his behavior if the answers to questions about a employee is
positive or negative the value of each questions may be weighted equally
or certain questions may be weighted more heavily that others.
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FREE FROM ESSAY METHOD
Under this method, the supervisor makes a free from, open-
ended appraisal of an employee in his own and put down his impressions
about the employee. The description is always as factual and concrete as
possible. No attempt is made to evaluate an employee in a quantitative
manner.
CRITICAL INCIDENT METHODThis method was developed following research conducted
by armed forces in the US during the world war two. It attempt to
workers performance in the terms of certain events or episodes that
occur in the performance of rates job. There are certain significant acts
in each employee behavior and performance which all the difference
between success and failure on the job. The supervisor keeps a written
record of the events (either good or bad) that can be easily recalled and in
the course of periodical or formal appraisal.
GROUP APPRAISAL METHOD:
Under this method, an appraisal group rate employees, consisting of their
supervisors and three or four other supervisors who have some
knowledge of their performance. The supervisor explains to the group the
nature of subordinates duties. The group then discusses the standards of
performance of that job the actual performance of the jobholder, and the
causes of their particular level of performance and offer suggestions for
future improvements
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FIELD REVIEW METHOD:
Under this method, a trainer employee forms the personal
department interview line supervisors to evaluate their respective
subordinates. The supervisor id require to give his option about the
progress of his subordinates the level of performance of each subordinate,
his weaknesses good points outstanding ability promo ability and the
possible plans of action in case requiring further considerations the
success of the this system depends on the competence of the interviewer.
MORDEN METHODS
ASSESSMENT CENTERS:
As assessment center is a central location where managers
come together to have their participation in job related exercises
evaluated by trained observers. After recording their observations of rate
behaviors, the rates meet to discuss these observations. The decision
regarding the performance of each assesses is based upon these
discussion of observation.
MANAGEMENT BY OBJECTIVES:
Mr. Peter Ducker developed this method MBO can be
defined as a process where by supervisors and subordinate mangers of
an organization jointly identify its common goals, define each individuals
major areas of responsibility in terms of result expected of him and use
these measure as guide for operating the unit and assessing the
contributions of each of its number.
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OBJECTIVES OF MBO:
1. Set organization goals i.e. establishment of an organization wide
strategy and goals. Such goals are expressed cleanly and concisely and
can be measured accurately.
2. Joint goal setting i.e. establishment of short-term performance
targets between the management and the subordinates in the conference
between them. The individual manager must clarify in his own mind theresponsibility of their subordinates.
3. Set check post i.e. establishment of major check post to measure
progress.
4. Feed back the employees who receive the sufficient feedback
concerning their performance more highly motivated then those who do
not feed back i.e. specific, relevant and timely helps satisfy the need most
people fell about knowing where they stand.
360- DEGREE FEEDBACK:
The 360-degree technique is understood as systematic collection of
performance data on an individual or group, derived from a number of
shareholders. The 360-degree appraisal provides a broader prospective
about an employee performance, the technique facilitates greater self-
development of the employees.
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PHYCHOLOGICAL APPRAISAL:
Large organizations employ full-time industrial psychologists.
When psychologists are used for evaluations, they assess an individuals
future potential and not post performance. The appraisal normally
consists of in-depth interviews, psychologists test, discussions with
supervisors and a review of other evaluations.
CAUSES FOR THE FAILUREOF PERFORMANCE APPRAISAL:
1. The supervisor plays a dual and conflicting role of both the judge and
the helper.
2. Too many objectives often cause confusion.
3. The supervisor feels that the subordinate appraisal is not rewarding.
4. The employees does not understand technique used.
5. Long time is required for preparation and filling.
6. Supervisor may not be comfortable with the process of evaluation.
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TABLE-1
Age of Respondents
Age in years Number of
Respondents
Percentage
Less than 25 38 31
25-30 62 52
30-40 12 10
Above 40 8 7
Total 120 100
INFERENCE:
10% Of the respondents fall in the age group of 40-50 years and
31% of the respondents in the age group of 30-40 years and 10% of the
responds in the age group of 40-50 and few of them in the age group of
the Less than 30 years.
CHART OF AGE FACTOR
38
62
12 8
120
3152
10 7
100
0
20
40
60
80
100
120
140
Less
than 25
25-30 30-40 Above
40
Total
AGE IN YEARS
No.OFRESPONDENTS,
Number of Respondents
Percentage
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TABLE-2
GENDER
Sex of Responds Number of Responds Percentage
Male 102 85
Female 18 15
Total 120 100
INFERENCE:
The table shows low percentage of female respondents is 15%
male respondents constitute a vast majority of 85%.
CHART OF GENDER
102
18
120
85
15
100
0
2040
60
80
100
120
140
Male Female Total
SEX OF RESPONDENTS
No.OF
RESPONDENTS,%
Number of Responds
Percentage
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CHART OF EXPERIENCE
68
34
18
120
57
2815
100
0
20
4060
80
100
120
140
Less
than 10
10-15 15-25 Total
YEARS OF EXPERIENCE
No.OFRE
SPONDENT
Number of Respondents
Percentage
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TABLE-4
QUALIFICATION OF RESPONDENDS
Qualification of
Respondents
Number of
Respondents
Percentage
Under Graduates 20 17
Graduates 49 41
Post Graduates 51 42
Total 120 100
INFERENCE:
42% of the respondents constitute Post graduates and 41% of the
respondents Graduates and few of them Under Graduates.
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QUALIFICATION CHART
20
49 51
120
17
41 42
100
0
20
40
60
80
100
120
140
UnderG
raduat
Gra
duat
e
Post
Gra
duat
Total
QUALIFICATION OF
RESPONDENTS
No.OFRESPONDEN
Number of Respondents
Percentage
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TABLE-5
DEPARTMENT OF CLASIFICATION
Department Number of
Respondents
Percentage
Development 70 58
Practice Head 10 8
Admin staff 6 5Testing 26 22
Team Leader 8 7
Total 120 100
INFERENCE:
In the survey 58% of respondents are from Development, 8% of
respondents are Practice Head, 5% of respondents are Admin staff, 22%
of respondents are Testing and remaining are Team Leaders.
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DEPARTMENTAL CHART
70
10 6
26
8
120
58
8 5
22
7
100
0
20
40
60
80
100
120
140
Deve
lopme
nt
Practic
eHe
ad
Admin
staff
Testing
Tea
mLead
er Total
DEPARTMENT
No.OFRESPONDENTS,%
Number of
Respondents
Percentage
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TABLE-6
IMPORTANCE OF THE APPRAISAL SYSTEM
Awareness of the
Respondents
Number of
Respondents
Percentage
Full Aware 100 83
Partly aware 18 14
Not aware 2 3
Total 120 100
INFERENCE:
83% of the respondents are fully aware, 14% of the respondents are
partly aware and few of them not aware about the appraisal system in the
factory.
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AWARENESS CHART
100
18
2
120
83
14
3
100
0
20
40
60
80
100
120
140
Full Aware Partly
aware
Not aware Total
AWARENESS OF THE RESPONDENTS
No.OFRESPONDENTS,
Number of
Respondents
Percentage
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TABLE-7
Respondents knowledge about appraisal system
RESPONDENTS
KNOWLEDGE
NUMBER OF
RESPONDENTS
PERCENTAGE
Formal briefing me by
superiors
63 53
Informal briefing of
superiors
7 6
Informal briefing of
my colleagues
5 4
Through written
communication
15 12
On my own 30 25Total 120 100
INFERENCE:
53% of respondents know about appraisal system by means of
formal briefing by superiors & 25% know by means by knowing
themselves.
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CHART OF KNOWLEDGE
63
7 515
30
120
53
6 412
25
100
0
20
40
60
80
100
120
140
Formalbriefing
meby
superiors
Informalbriefing
ofsuperiors
Informalbriefing
ofmy
colleagues
Throughwritten
communication
Onmyown
Total
RESPONDENTS KNOWLEDGE
No.OFRESPONDENTS,%
NUMBER OF
RESPONDENTS
PERCENTAGE
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Opinion of the
Respondents
Number of
Respondents
Percentage
Employee 10 8
Employer 18 15Organization 92 77
Total 120 100
INFERENCE:
From the survey it was found that 77% of the employees say that
Performance appraisal is beneficial to organization. Any 8 % says that It
is beneficial factor to employee.
OPENION CHART
1018
92
120
815
77
100
0
20
40
60
80100
120
140
Emplo
yee
Emplo
yer
Organiza
tion
Total
OPENION OF THE RESPONDENTS
No.OFRESPONDENTS,%
Yes Number ofRespondents
Yes Percentage
TABLE-10
Frequency of Appraisal System
Periods Number of
respondents
Percentage
Monthly 7 5
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Quarterly 3 2
Half yearly 12 10
Annually 98 83
Total 120 100
INFERENCE:
The table shows that 83 % of the respondents want the performance
appraisal to be done annually, 10 % of the respondents want the performance
appraisal to be done half yearly and few of them must feel performance
appraisal must be done monthly, quarterly.
CHART OF FREQUENCY OF APPRAISAL
7 312
98
120
5 210
83
100
0
20
40
60
80
100
120
140
Monthl
Qua
rterl
Halfy
earl
Annu
all
Total
PERIODS
No.OFR
ESPONDEN
Number of respondents
Percentage
TABLE-11
To existing appraisal system gives each appraisal on
Idea of what is expected of him next year.
Opinion Number of
respondents
Percentage
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Great extent 90 75
Some extent 25 21
Not at all 5 4
Total 120 100
INFERENCE:
It is the evident from the table that 75 % of the respondents want
opinion the great extent the existing appraisal system gives them on ideas
of what is expected of next year few of respondents opinion from some
extent, not at all.
CHART OF OPENION ON APPRAISAL
90
25
5
120
75
21
4
100
0
20
40
60
80
100
120
140
Great
extent
Some
extent
Not at all Total
OPENION
No.OFRESP
ONDENT
Number of respondents
Percentage
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STATISTICAL ANALYSIS
Statistical tools applied:
Chi-square test
Chi-square test:
It can be used to determine if categorical data shows dependency,
the two classifications are independent. It can also be used to make
comparison between theoretical and actual data when categories are used.
Types of chi-square:
One tailed test
Two tailed test
One tailed test:
As test of any statistical hypothesis where the alternative
hypothesis is one tailed is called a one tailed test
For eg:
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In a test for testing the mean of the population in a single tailed we
assumed that the null hypothesis is Ho u=uo against the alternative
hypothesis.
Ho=>o (right tailed)
Or
H1=
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Fully aware Partly aware Not aware
Development 65 3 2 70
Practice
Head
7 2 1 10
Admin staff 3 2 1 6
Testing 20 4 2 26
Team
Leader
6 1 1 8
Total 101 12 7 120
Observed
frequency (oi)
Expected
frequency (ei)
(oi-ei)2 2 = (io-ei)2/ei
65 58.92 36.97 0.63
3 7.00 16.00 2.29
2 4.08 4.33 1.06
7 8.42 2.02 0.24
2 1.00 1.00 1.00
1 0.58 0.18 0.31
3 5.05 4.20 0.83
2 0.60 1.96 3.27
1 0.35 0.42 1.20
20 21.88 3.53 0.16
4 2.16 1.96 0.75
2 1.52 0.13 0.15
6 6.73 0.53 0.08
1 0.80 0.04 0.05
1 0.47 0.28 0.59
Total 2=12.61
INFERENCE:
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Since the calculated value 2 = 12.61 is less than the 2 value (8
degrees of freedom at 5 % level) =15.507
We accept Ho and conclude that there is no significance relation
between department and important of the appraisal system.
TEST-2
To test significance relation between the education and
appraisal process
HYPOTHESIS:
Ho:There is significance relation between the education and
appraisal process.
H1: There is significance relation between the education andAppraisal process.
Appraisal
Process
Education Total
Under
Graduates
Graduates Post
Graduates
Leniently 4 1 1 5
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Partially 1 4 1 6
Objectively 13 36 6 16
Subjectively 2 8 6 16
Total 20 49 51 120
Observed
frequency (oi)
Expected
frequency (ei)
(oi-ei)2 2 = (io-ei)2/ei
4 0.83 10.05 12.11
1 2.04 1.08 0.53
1 2.13 1.28 0.60
4 2.45 2.40 0.98
1 2.55 2.40 0.94
13 15.50 6.25 0.40
36 37.98 3.92 0.1044 39.53 19.98 0.51
2 2.67 0.45 0.17
8 6.53 2.16 0.33
6 6.83 0.64 0.089
Total 2 =16.76
INFERENCE:
Since the calculated 2 value 16.76 is less than the tabulated 2 value (6
degree of freedom at 5 % significance level)=12.592.
So we reject Ho and conclude that there is no significance
relation between education and appraisal
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TEST-3
To test significance relation between the appraisal system and the
opinion of the appraiser.
HYPOTHESIS:
H0: There is no significant relation between appraisal system and the
opinion of the appraiser.
H1: There is a significant relation between appraisal system and opinion
of the appraiser.
Appraisal
system
Opinion of the appraiser Total
Very good Good Average
Fully aware 68 16 16 100
Partly aware 13 2 2 17
Not aware 1 1 1 3
Total 82 19 19 120
Observed
frequency(oi)
Expected
Frequency(ei)
(oi-ei)2 2 = (io-ei)2/ei
68 68.33 0.11 0.002
16 15.83 0.03 0.002
16 15.83 0.03 0.002
13 11.62 1.90 0.160
2 2.69 0.48 0.180
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2 2.69 0.48 0.180
1 2.05 1.10 0.540
1 0.48 0.28 0.580
1 0.48 0.28 0.580
Total 2 =2.226
INFERENCE:
Since the calculated value 2.226 is less than the tabulated
value=9.488(4 degrees of freedom at 5% of significance level so, we
accept HO hypothesis.
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TEST-4
To test significant relation between the appraisal system and idea about
the expectations of him/her in future.
HYPOTHESIS:
H0: There is no significant relation between the appraisal system and the idea
about him/her in future.
H1: Not stated as above.
Idea about
expectations
Appraisal System Total
Fully aware Partially
aware
Not aware
Great extent 75 13 2 90
Some extent 18 5 2 25
Not at all 3 1 1 5
Total 96 19 5 120
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Observed
frequency (oi)
Expected
frequency (ei)
(oi-ei)2 2 = (io-ei)2/ei
75 72.00 9.00 0.13
13 14.25 1.56 0.11
2 3.75 3.06 0.82
18 20.00 4.00 0.20
5 3.96 1.08 0.272 1.04 0.92 0.88
3 4.00 1.00 0.25
1 0.79 0.04 0.05
1 0.21 0.62 2.95
Total 2 =5.71
INFERENCE:
Since the calculated value 2 value 5.71 is greater than the tabulated
value=9.488(4 degrees of freedom at 5% of significance level) so, we reject the
H0 and accept H1.
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FINDINGS
1. 83% Of the respondents are fully aware of the importance of the
appraisal system in the company.
2. 53% of the respondents came to know about appraisal system through
formal briefing my superiors.
3. 76% of the respondents feel that the performance appraisal is done in
the combination of present objectives and general way.
4. 77% of the respondents expect that performance appraisal is for
benefit of the organization. 83% of the respondents expect the
performance appraisal is to done once in a year (annually).
5. It has been found in the study unit that regard to objective of
performance appraisal, the respondents feel that more importance is given
to salary/increment, promotions, career development, incentives, awards,
identify the training needs.
6. 52% of the respondents feel that their appraisal is done objectively and
43% of the respondents feel that their appraisal is done leniently.
7. 87% of the respondents proffered that the past performance should beconsidered as a factor at the time of performance appraisal.
8. 96% of the respondents feel that the performance must be improved
for introducing performance appraisal.
9. 98% of the employees feel that their appraiser gives due importance to
appraisal.
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SUGGETIONS
To make the present system more effective and give meaningful outputs
the following are the suggestions, which if implemented meticulously can be
used is the management as a tool for making effective decision at various
stages.
1. The existing appraisal system in the organization may be continued for
future.
2. It is better to conduct appraisal of performance annually.
3. Employees should be made fully aware of the performance appraisal
procedure.
4. It should ensure that its performance appraisal is more and more effective
rather than bring subjective and take appropriate measure to ascertain that error
like HALO effect dont creep in the performance appraisal.
5. It should strive to furnish proper feedback at the end of one job cycle
constitute the input of the succeeding cycle and there by reinforce the positive
aspects of the organizational wheel.
6. Wherever there is going to be an appraisal, it should intimates its employeesof forth coming event, well in advance, so that they become well equipped with
all their physical and psychological paraphernalia, by the time they face the
test.
7. It should entrust the task of performance appraisal to a battery of
Supervisors, HRD managers and other competent authorities rather then
relaying on just one person in a bid to eliminate bias of every conceivable kind.
This can be effectuated by rotating the appraiser across different
sections/deportments.
8. It should make it clear its performance appraisal system encompasses
reciprocal benefits to the organization as well as the employees rather than
making it appear as litmus teat that decided the quantum of increments or other
such monetary incentives. It should also award trophies/shields to those
employees who excel in bid to encourage them and honor them in public
functions.
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Performance appraisal questionnaire:
Name :
Age :
Department :
Experience :
Education qualification :
1. Are you answer of the importance & details of appraisal system?
a) Fully aware b) Partially aware c) Not aware
2. How do know about the appraisal system, if you aware of?
a) Formal knowledge from my superiors
b) Informal knowledge from my superior
c) Informal knowledge from my colleagues
d) Through written
e) My own
3. Is the best system to find your performance?
a) Yes b) No
4. Performance appraisal system has been done in your organization, any time?
a) Yes b) No
5. Do the organization inform before the appraisal?
a) Yes b) No
6. What method they followed for appraisal?
a) Grading method b) Check list method
c) Man to Man comparison method
7. How the appraiser done appraisal process?
a) Leniently b) Objectively c) Subjectively
8. In what way appraisal system based on?
a) Present objectives b) General ways c) Combination of both
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9. Is appraisal system is done periodically?
a) Monthly b) Quarterly c) Half yearly d) Annually
10. The appraisal system benefit for?
a) Employees b) Employers c) Organization
11. Existing appraisal system gives any idea about the expectations of him/her
in future?
a) Great extent b) Some extent c) Not at all
12. Are you getting any chance to comment on appraisal system?
a) Yes b) No
13. The organization has any consideration on your past performance?
a) Yes b) No
14. Is their any actions taken on, the recommendations made at the time of
appraisal?
a) Yes b) No
15. Is their any importance given to the appraisal by the appraiser?
a) Yes b) No
16. Your opinion on the appraiser?
a) Very Good b) Average c) Good d) Bad
17. Is their any feedback discussion have been done on the system?
a) Yes b) No
18. The performance appraisal counselings are done after appraisal?
a) Yes b) No
19. After doing the appraisal system if the performance of appraise is?
a) Improved b) Constant c) Declined
20. You feel, do you know your perfect performance by appraisal system?
a) Yes b) No
21. Are you improving your performance by appraisal system?
a) Yes b) No
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22. After performance appraisal if your performance is good then they will
give?
a) Award b) Certificate c) Increment
If your performance average then they will give?
a) Suggestions b) Training c) Encourage
If your performance is bad then they will give?
a) Demotion b) Punishment c) Suspend
23. Are you satisfied with this appraisal system in your organization?
a) Yes b) No
24. Does the performance appraisal system strengthen the inter personal
Relationships?
a) Yes b) No
25. In your view what are the objectives of performance appraisal system?
a) For salary / increment
b) For promotion
c) For career planning and development
d) For awards
e) To identify training needs
f) To know performance
26. Would you like to any suggestions in improving the Existing performance
appraisal system of your company?
a) Yes b) No
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BIBLIOGRAPHY
Personal Management:C.B. Mamoria
Himalaya Publishing Housing,
Human resource and personnel management:
K. Aswathappa
TATA McGraw HILL, New Delhi
Personnel and Human resource management:
P.Subba Rao
Himalaya Publishing Housing house,