PERFORMANCE APPRAISAL (SAFE).docx

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 individual’s 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 employee’s 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.

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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 employee’s 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 employee’s 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 employee’s 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.

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(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 Taylor’s 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.

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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 employee’s

in order to make sound decision both in prevailing and solving employee’s 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.

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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.

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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 company’s 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.

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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.

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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 appraisal—more 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 employee’s current and/ or past performance relative to his or her performance standards”. The purpose of this paper is to discuss Garry Dressler’s definition of performance appraisal and show why this process is necessary in the management and utilisation of workforce. Garry Dessler’s definition of performance appraisal:

Dessler’s 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 it’s 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 1980’s 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 O’Reilly 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

India’s software exporting industry is one of the world’s 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 paper’s object is to explain the

industry’s 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 industry’s 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 industry’s 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 industry’s 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 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, 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 customer-

Banks 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. Safe’s

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.

Fastest Growing Total Solution provider. Highly Professional and Dedicated Personnel.

Operating in Kerala and Outside.

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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 Co-

operative institution’s 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

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

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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 Co-

Operative 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 time-

tested 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

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.

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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 well-

experienced 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.

Safe’s success is backed by innovative, qualitative & dedicated customer service. Assimilating

our business strengths, they have enhanced their functional capabilities which in tern has earned

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

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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

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

Borrowing inter Branch and Bank Reconciliation .

Add on Modules :- Performance Monitoring & Resource Management, ALM

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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

Branch MIS for Performance Analysis

Capacity to generate Adhoc Internal reports

Automatic generation of MIS & Statutory reports

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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

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MD

VICE PRESIDENT

Regional Manager

Customer Relation Manager

Marketing Manager

Manger Banking

Operation

Service Engineers

Marketing Executives

Project Leader

Team Leader

FUNCTIONAL DEPARTMENTS

The main functional departments of SAFE are:-

OPERATIONAL DEPARTMENT

HUMAN RESOURCE DEPARTMENT

FINANCE DEPARTMENT

TECHNICAL and SERVICE DEPARTMENT

MARKETING DEPARTMENT

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.

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Senior Developers

Developers

Service Engineers

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 trainee’s 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

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

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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

Handle all auditing and taxes

Sales accounting

Generation and utilization of funds

Treasury operations

TECHINCAL AND SERVICE DEPARTMENT

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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

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.

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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

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:

26

http://en.wikipedia.org/wiki/Supply_chain

http://en.wikipedia.org/wiki/Service_(economics)

http://en.wikipedia.org/wiki/Product_(business)

http://en.wikipedia.org/wiki/Business

http://en.wikipedia.org/wiki/Raw_material

http://en.wikipedia.org/wiki/Raw_material

http://en.wikipedia.org/wiki/Marketing

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 it’s

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,

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.

It’s also important to distinguish between a lead, a prospect, and a qualified prospect. The most

27

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 prospect’s 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

prospect’s 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

28

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 prospect’s mind requires persistence and should not be confused with being bothersome.

This is why it’s 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

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

29

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 buyer’s 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 (exporter’s bank), which sends documents to a collecting bank

(importer’s 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

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.

30

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

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,

31

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 plan—never 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,

Secondary Data

Secondary data are extracted from the files, resisters, records obtained form personnel

department

33

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 Chi-

square from the table with a pre-established value at the level of significance and at

the given degree of freedom.

34

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; job-

component method; point method.

35

http://www.encyclopedia.com/doc/1O18-pointmethod.html

http://www.encyclopedia.com/doc/1O18-jobcomponentmethod.html

http://www.encyclopedia.com/doc/1O18-jobcomponentmethod.html

http://www.encyclopedia.com/doc/1O18-factorcomparisonmethod.html

http://www.encyclopedia.com/doc/1O18-classificationmethod.html

http://www.encyclopedia.com/doc/1O18-jobevaluation.html

CHAPTER 5

ANALYSIS AND INTERPRETATION TABLE -1

TABLE SHOWING CLASSIFICATION OF EMPLOYEES BASED ON

THEIR GENDER

Gender No. of. Respondents Percentage

Male 69 69

Female 31 31

Total 100 100

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

Male Female0

10

20

30

40

50

60

70

80

36

TABLE -2

TABLE SHOWING CLASSIFICATION OF EMPLOYEES BASED ON AGE

Employees No. of Percentage

Below 25 years 18 18

26-35 years 37 37

36-45 years 14 14

46-55 years 10 10

Above 55 years 21 21

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

Below 25 years 26-35 years 36-45 years 46-55 years Above 55 years0

5

10

15

20

25

30

35

40

37

TABLE -3

TABLE SHOWING CLASSIFICATION OF EMPLOYEES BASED ON

THEIR MARITAL STATUS

Marital Status No. of. Respondents Percentage

Married 69 69

Unmarried 31 31

Total 100 100

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

Married Unmarried0

10

20

30

40

50

60

70

38

TABLE -4

TABLE SHOWING CLASSIFICATION OF TYPE OF FAMILY

Type of Family No. of. Respondents Percentage

Nuclear 60 60

Joint family 40 40

Total 100 100

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

Nuclear Joint family0

10

20

30

40

50

60

39

TABLE -5

TABLE SHOWING EDUCATIONAL QUALIFICATION

Qualification No. of Percentage

No formal education 18 18

School level 17 17

College level 24 24

Diploma 12 12

Professional 21 21

Other specify 8 8

Total 100 100

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

No formal ed-ucation

School level College level Diploma Professional Other specify0

5

10

15

20

25

40

TABLE -6

TABLE SHOWING DESIGNATION OF EMPLOYEES

Employees Designation No. of Respondents Percentage

Workers 55 55

Supervisors 15 15

Manager 8 8

Other specify 22 22

Total 100 100

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

Workers Supervisors Manager Other specify0

10

20

30

40

50

60

41

TABLE - 7

TABLE SHOWING CLASSIFICATION OF EMPLOYEES BASED ON THEIR MONTHLY

INCOME

Employees Monthly

Income

No. of Respondents Percentage

Up to Rs. 10000 8 8

Rs.10001- 15000 15 15

Rs. 15001- 20000 55 55

Above Rs. 20000 22 22

Total 100 100

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

Up to Rs. 10000 Rs.10001- 15000 Rs. 15001- 20000 Above Rs. 200000

10

20

30

40

50

60

42

TABLE - 8

TABLE SHOWING DEPARTMENT OF EMPLOYEES

Department No. of Respondents Percentage

Accounts 24 24

HR 20 20

IT 16 16

Marketing 36 36

Other specify 4 4

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

Accounts HR IT Marketing Other specify0

5

10

15

20

25

30

35

40

43

TABLE – 9

TABLE SHOWING CLASSIFICATION OF EMPLOYEES BASED ON THEIR WORKING EXPERIENCE

Employees Experience No. of. Respondents Percentage

Less than 1 years 6 6

1-5 years 13 13

6-10 years 28 28

Above 10 years 53 53

Total 100 100

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

Less than 1 years 1-5 years 6-10 years Above 10 years0

10

20

30

40

50

60

44

TABLE – 10

STRENGTH / WEAKNESS OF PERFORMANCE APPRASAL

ATTRIBUTES RESPONDENTS PERCENTAGE %

Strongly Agree 0 0

Agree 54 54

Neither agree nor Disagree 40 40

Disagree 6 6

Strongly disagree 0 0

Total 100 100

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

Strongly Agree Agree Neither agree nor Disagree

Disagree Strongly disagree0

10

20

30

40

50

60

Table 11

45

PERFORMANCE APPRAISAL AIDS IN PROBLEM SOLVING AND NOT FAULT

FINDING

Interpretation:

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

Strongly AgreeAgree

Neither agree nor Disagree Disagree

Strongly disagree

0

5

10

15

20

25

30

35

40

45

Table 12

PROMOTION AND TRANSFER ARE MADE WITH RESPECT TO “ PA” SYSTEM

46


Strongly Agree 0 0

Agree 42 42


Disagree 26 26


Total 100 100

Interpretation:

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

Strongly AgreeAgree


Strongly disagree

0

5

10

15

20

25

30

35

40

45

TABLE 13

47


Strongly Agree 20 20

Agree 42 42


Disagree 10 10


Total 100 100

REWARD FOR THEIR OUTSTANDING PERFORMANCE



Agree 35 35


Disagree 8 8


Total 100 100

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

Strongly AgreeAgree


Strongly disagree

0

5

10

15

20

25

30

35

TABLE 14

48

OPPORTUNITY FOR THE SELF REVIEW AND REFLECTION

Interpretation:

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

Strongly AgreeAgree


Strongly disagree

0

5

10

15

20

25

30

35

40

45

TABLE 15

49


Strongly Agree 0 0

Agree 44 44


Disagree 23 23


Total 100 100

UNDERSTAND THE APPRAISEE JOB



Agree 44 44


Disagree 0 0


Total 100 100

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

Strongly AgreeAgree


Strongly disagree

0

5

10

15

20

25

30

35

40

45

TABLE 16

APPRAISER IS FULLY AWARE OF PA SYSTEMS

50

Interpretation:

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

Strongly AgreeAgree


Strongly disagree

05

1015202530354045

Table 17

PA SYSTEM HELPS IN OBJECTIVES AND RESULT ORIENTED

51



Agree 42 42


Disagree 10 10


Total 100 100

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 performance appraisal.

CHART SHOWING PA SYSTEM HELPS IN OBJECTIVES AND RESULT ORIENTED

Strongly AgreeAgree


Strongly disagree

0

5

10

15

20

25

30

35

40

45

50

Table 18

FACILITATE GROWTH AND LEARNING

52


Strongly Agree 0 0

Agree 46 46


Disagree 14 14


Total 100 100


Strongly Agree 0 0

Agree 38 38


Disagree 26 26


Total 100 100

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.

*It is inferred that majority 38% of respondents agree that performance appraisal system helps to find out facilitate growth and learning.

CHART SHOWING FACILITATE GROWTH AND LEARNING

Strongly AgreeAgree


Strongly disagree

0

5

10

15

20

25

30

35

40

Table 19

CHANGE LEVEL OF PERFORMANCE APPRAISAL

53

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.

*It is inferred that majority 56% of respondents agree that performance appraisal system helps to find out change level.

CHART SHOWING CHANGE LEVEL OF PERFORMANCE APPRAISAL



10

20

30

40

50

60

Table 20

ADMINISTRATION LEVEL OF PA SYSTEMS

54


Strongly Agree 0 0

Agree 56 56


Disagree 30 30


Total 100 100

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



10

20

30

40

50

60

70

Table 21

55


Strongly Agree 0 0

Agree 60 60


Disagree 26 26


Total 100 100

RATING LEVEL OF PA SYSTEMS


Strongly Agree 8 8

Agree 10 10


Disagree 72 72


Total 100 100

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



10

20

30

40

50

60

70

80

Table 22

56

APPRAISER VERY MUCH AWARE OF ORGANIZATION


Strongly Agree 4 4

Agree 72 72


Di agree 10 10


Total 100 100

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


Di agree Strongly disagree0

10

20

30

40

50

60

70

80

Table 23

57

APPRAISER IS FULLY TRAINED TO FOLLOW PA



Agree 46 46


Disagree 0 0


Total 100 100

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 performance appraisal.

CHART SHOWING APPRAISER IS FULLY TRAINED TO FOLLOW PA



5

10

15

20

25

30

35

40

45

50

Table 24

58

FEED BACK OF PA


Strongly Agree 0 0

Agree 28 28


Disagree 54 54


Total 100 100

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



10

20

30

40

50

60

59

Table 25

COUNSELLING AND TRAINING OF PA



Agree 38 38


Disagree 16 16


Total 100 100

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



5

10

15

20

25

30

35

40

60

TABLE 26

COMMUNICATION BETWEEN APPRAISER STRENGTH AND WEAKNESS

Interpretation:

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



10

20

30

40

50

60

Table 27

61


Strongly Agree 0 0

Agree 30 30


Disagree 54 54


Total 100 100

ALWAYS PUNCTUAL IN WORK

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



10

20

30

40

50

60

TABLE 28

62



Agree 56 56


Disagree 0 0


Total 100 100

JOB CHANGE OR JOB ROTATION


Strongly Agree 0 0

Agree 37 37


Disagree 26 26


Total 100 100

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



5

10

15

20

25

30

35

40

TABLE 29

63

EMPLOYEES EVALUATION IS PERFECT



Agree 31 31


Disagree 20 20


Total 100 100

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



5

10

15

20

25

30

35

TABLE 30

64

POSITIVE RECOGNITION FROM SUPERVISOR



Agree 44 44


Disagree 0 0


Total 100 100

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



5

10

15

20

25

30

35

40

45

TABLE 31

65

ANALYZE THE STRENGHT AND WEAKNESS



Agree 45 45


Disagree 0 0


Total 100 100

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

performance appraisal.

CHART SHOWING ANALYSE THE STRENGHT AND WEAKNESS



5

10

15

20

25

30

35

40

45

TABLE 32

66

ADEQUATE TRAINING IS GIVEN


Strongly Agree 9 9

Agree 41 41


Disagree 14 14


Total 100 100

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.

CHART SHOWING ADEQUATE TRAINING IS GIVEN



5

10

15

20

25

30

35

40

45

TABLE 33

PROFESSIONAL LEARNING AND GROWTH OPPORTUNITIES ARE AVAILABLE

67

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



10

20

30

40

50

60

TABLE 34

CAREER ADVANCEMENT INFORMATION KNOWN

68


Strongly Agree 0 0

Agree 56 56


Disagree 0 0


Total 100 100


Strongly Agree 0 0

Agree 46 46


Disagree 18 18


Total 100 100

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.

CHART SHOWING CAREER ADVANCEMENT INFORMATION KNOWN



5

10

15

20

25

30

35

40

45

50

TABLE 35

RANKING METHOD

69

TABLE SHOWING FACTORS OF PERFORMANCE APPRAISAL

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

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.

70

ATTRIBUTES Total Score Mean Ratio Rank

Knowledge of work 22 2.2 I

Accuracy 16 1.6 III

Cooperativeness 14 1.4 IV

Dependability 8 0.8 VII

Trust worthiness 11 1.1 VI

Initiative and drive 12 1.2 V

Communication 17 1.7 II

Table 36

AGE WITH STRENGHT AND WEAKNESS

Null hypothesis

There is no significant relationship between age and Strength and Weakness

Strength and Weakness

Strongly Agree

Agree Neither agree nor Disagree

Disagree Strongly disagree

Total

Age

Below 25 10 6 2 0 0 18

26-35 20 15 2 0 0 37

36-45 10 2 2 0 0 14

46-55 5 5 0 0 0 10

Above 55 9 12 0 0 0 21

Total 54 40 6 0 0 100

Calculated Chi Square value : 9.88

Degree of freedom : 8

Table value at 5% level of significance : 15.50

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.

71

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 Strongly Agree

Agree Neither agree nor Disagree

Disagree Strongly disagree

Total

Experience

Less than 1 2 2 2 0 0 6

1-5 5 5 3 0 0 13

6-10 5 10 13 0 0 28

Above 10 6 29 18 0 0 53

Total 18 46 36 0 0 100

Calculated Chi Square value : 8.53

Degree of freedom : 6

Table value at 5% level of significance : 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.

.

72

CHAPTER 6

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

73


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

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

74

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.

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.

75

CONCLUSION

A performance appraisal is a systematic and periodic process that assesses an individual

employee’s 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 employee’s 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.

76

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

77

http://www.google.com/

http://www.trinitypipes.com/

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 26-35 36-45 46-55 Above 55

4. Marital status: Married Unmarried

5. Type of family: Nuclear Joint family

6. Educational Qualification

No formal education School level College level Diploma

Professional Others specify

7. Designation : Worker Supervisors Manager

8. Monthly salary: up to 10000 10001 to 15000 15001 to 20000

Above 20000

9. Department: Accounts Human Resources IT Marketing

10. Experience in present organization :

Less than 1 year 1-5 years 6-10 years Above 10 years

78

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 A NA DA SD

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 Appraisee’s job.

17. The Appraiser is fully aware of the importance of the

performance Appraisal.

79

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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

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strength/weakness for the further improvement.

28. Are you always punctual in work :

29. Adequate job changes or rotations are provided in the :

organization

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 RANK

Knowledge of workAccuracyCooperativenessDependabilityTrust worthinessInitiative and driveCommunication

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