USHA LEXUS

SUMMER TRAINING PROJECT

“How Performance Appraisal helps in Job Satisfaction"

Undertaken at

“Usha Lexus. Ltd”

Submitted in the partial fulfillment for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

Under the Supervision Submitted by:

and Guidance of SHIKHA SHARMA

Mrs. Shalini Sahni 07020601809

Faculty, TIPS BBA (B&I) Vth SEM

Session: 2009-2012

TRINITY INSTITUTE OF PROFESSIONAL STUDIES

(Affiliated to Guru Gobind Singh Indraprastha University, Delhi)

Sector – 9, Dwarka Institutional Area, Dwarka, New Delhi – 110075

http://f5check.rediff.com/bn/download.cgi/Tips_logo.JPG?login=rinks_aqua2&session_id=5L22PK1KBKGR9awzV5nXaxWrSNKf786V&formname=download&folder=Inbox&file_name=1257326863.S.32152.46656.f5mail-236-223.rediffmail.com&filetype=image/pjpeg

CERTIFICATE

This is to certify that the project work done on "How Performance Appraisal Helps in Job

Satisfaction” submitted to Guru Gobind Singh Indraprastha University, Delhi by SHIKHA

SHARMA in partial fulfillment of the requirement for the award of degree of Bachelor of

Business Administration, is a bonafide work carried out by him under my supervision and

guidance. The work was carried during the period from 20th June, 2010 to 6th August, 2011 in

Usha Lexus Limited.

During the training period her behavior & performance was satisfactory.

Date:

Name of the Guide: Mrs. Shalini Sahni

ACKNOWLEDGEMENT

I would like to thank Usha Lexus Ltd. & Mr. Vijay Sharma Human Resourse Manager for

providing me with this unique opportunity to explore my academic interests in the field of

Marketing & Sales and extending all support to me during my internship. With his persistent

guidance, motivation and encouragement in all my ventures I could successfully complete my

project.

It has been a highly enriching experience to do my Internship at Usha LexusLtd., during the

summers of 2011. It has been possible to achieve the perfect blend of valuable experience gained

from the work place and the indispensable knowledge gathered from there. My initial days at

Usha LexusLtd. have given me a new experience in life. The corporate culture was all new to me.

I would like to express my sincere gratitude towards my faculty guide Mrs. Shalini Sahni for

guiding me throughout the project and providing me constant moral support & invaluable

feedback.

I would also like to thank entire team of Usha Lexus Ltd. who has been a pillar of support for me.

(Signature of the student)

SHIKHA SHARMA

Scope of the study:-

The scope of the study is very vital. Not only the Human Resource department can use

the facts and figures of the study but also the marketing and sales department can take

benefits from the findings of the study.

Scope for the sales department

The sales department can have fairly good idea about their employees, tat they are

satisfied or not.

Scope for the marketing department

The marketing department can use the figures indicating that they are putting their

efforts to plan their marketing strategies to achieve their targets or not

Scope for personnel department

Some customers have the complaints or facing problems regarding the job. So the

personnel department can use the information to make efforts to avoid such

complaints.

CHAPTER

1

COMPANY

PROFILE

INDUSTRY PROFILE

My project report revolves around consumer goods industry.

Retailing, distribution, manufacturing and the supply chain that links them together have seen

recent significant change. New sales channels, particularly web-based e-tailing, and the

continuing drive for globalization have placed increasing pressure on the consumer goods

industry.

Consequently there has been a continuing drive to re-engineer consumer goods supply chains

with the aim of establishing major efficiencies. This investment has affected strategies, structures,

operations, and systems throughout retailing. However, whether supply chains are responsive

enough to handle the continuing changes in markets and consumer demand is still questioned.

Our consultants help clients achieve closer end-to-end integration of their supply chains. The

indications are that there will be even tighter linkages between suppliers, distributors and

resellers and we have developed specialized services to achieve this, including:

Competitive supply chain resilience (CSCR) – We identify key supply chain (and wider

supply network) processes and classify them using a method that links with business

strategy so that their vulnerability can be effectively identified and prioritized.

Improvement projects and potential scenarios are established and an effective business

case produced.

Health check/review of IT processes and systems – Our consultants conduct an

objective review of I.T. strategy, architecture and alignment to business efficiency and

effectiveness including benchmarking against recognized standards of best practice.

Delivering value from ERP – This service allows organizations to achieve the greatest

return from their investment in ERP systems. Cornwell consultants help effect benefits at

the adoption, realization and optimization phases leading to the identification and delivery

of advantages beyond the original business case, achieving true ERP.

Packaged software evaluation and selection – Cornwell is totally independent from all

software and hardware vendors so our consultants are able to provide objective advice in

the process of evaluating and selecting software packages for financials, purchasing and

supply chain, and CRM.

Enterprise content management – Emails, word documents and other unstructured

information within organizations are increasingly used to communicate with suppliers and

customers. Our enterprise service is designed to help organizations identify and

implement solutions that let them improve productivity, support their staff and customers

and risks associated with incomplete or inconsistent information.

Business/IT function outsourcing advice – We assess the business function outsourcing

opportunity and examine the viability of forming an outsourcing relationship. Our

consultants assist with the selection and implementation, including the structure of service

level agreements, and provide help in subsequent management of the outsourcing

arrangement. We also offer health checks and reviews of existing arrangements.

Consumer Products

The consumer products industry is comprised of a variety of products, such as toiletries and

cosmetics, small appliances, consumer durables, consumer electronics, and other household

items. This industry has seen steady growth since the Industrial Revolution, and with the rising

markets of Russia, China, and India starting to demand more commodities, this growth is

expected to continue into the future.

There are 685 members in the E- Network for this industry.

Highly

Fragmented

Highly

Concentrated

The Consumer Products industry is concentrated. The production in this industry is dominated by

a many large firms that are capable of shaping the industry’s direction and price levels.

Primary Demand Drivers:

Consumer income and spending

Home sales

Domestic economic activity

Profitability Drivers:

Effective marketing

Efficient operations

Increasing store traffic

Efficient inventory management

Adequate order fulfillment operations

Company Profile

VISION

The Company’s vision is to set a benchmark in the hospitality industry by providing high

standards of comfort and luxury for the discerning business and leisure travelers.

Mission

To be recognized as household and trusted Brand of home furnishings that brings total

satisfaction to the customers through its quality, utility and affordability.

Its specialties are providing international quality consumer electronics products at Indian prize.

The LEXUS brand name is known around the country and is reputed to provide latest life style

products of international quality. The Siddharth Shriram Group The Siddharth Shriram Group

is the company behind one of India's best loved brand, Usha.Today, the group is poised to build

on its heritage and deliver on the Usha promise of trust and durability.The Usha Team Bringing in

expertise from diverse backgrounds, Usha's team of directors contribute in focusing the company's

potential along the right direction

Board of Directors

Mr. Krishna Shriram (Executive Chairman)

Mr. Siddharth Shriram (Co Chairman)

Ms. Chhaya Shriram (Whole Time Director)

Mr. Pramod Kumar Bhalla

Mr. Anil Kumar Jain

Mr. Vinod K. Wazir

Mr. Anand Kumar Chowdhury

Mr. Nandan Kumar Goila

Usha Lexus Electronics is a division of General Sales Limited , a company established in

1965, and a part of the Usha Shriram Group. The company introduced its range of

LEXUS mobile phones in the Indian market in 2003 with the objective of providing affordable

and reliable Mobile Handsets to the Indian consumer, backed up with a reliable and efficient after

sales service network.

Usha Lexus Electronics

(Usha Sriram Group) is a Private Sector Organization that offers services in Telecommunication/

Mobile with Annual Total Turnover of 100-250 Crs and with Employee Strength of 501-1000.

Usha Lexus Electronics is one of the leading electronics companies in the industry, established in

1965, and has a diverse industry portfolio. It is a branch of Usha Shriram Group and a division of

General Sales Limited. In 2003, the company introduced their mobile phones to the Indian

market with the idea of providing inexpensive and superior quality handsets.

Usha Lexus Electronics (Usha Sriram Group) Head Office Address :

Block A DDA Commercial Complex Naraina Ring Road

New delhi : 110028

Delhi ,India .

Usha Lexus Electronics (Usha Sriram Group) Phone Number : (11) 25770990 25770991

Usha Lexus Electronics (Usha Sriram Group) Website : www.ushalexus.com

Usha Lexus Electronics (Usha Sriram Group) Financial Details :

No of Employees – 501-1000

Turnover in Crs – 100-250 Crs.

Sector- Private Sector.

USHA LEXUS FURNITURE

The very principle of Usha Lexus furniture is based on customer satisfaction. They are utility-

centric, fine looking and the easiest to live with. We at Usha Lexus, feel that furniture should not

overpower the room it is in, would much rather enhance the space quietly

To achieve this proposition we keep our designs sophistically straight and simple. Usha Lexus

carries forward its tradition with its unwavering focus on consumer satisfaction and total value

for money they pay for.

USHA LEXUS HOTELS & RESORTS

Since 1992, the Usha-Lexus Hotels and Resorts has been delighting guests with the legacy of

legendary Indian hospitality. Usha-Lexus Hotels and Resorts epitomize the philosophy of this

hospitality and provide impeccable service and best in class facilities to guests. Usha-Lexus

Hotels and Resorts are recognized as one of India's premier hospitality providers with properties

across India, providing a unique opportunity for travelers to enjoy important cities, historical

centers and leisure destinations.

Usha-Lexus Hotels and Resorts are part of India's reputed "The Usha-Lexus Group." Over the

years, the company has won acclaim for offering excellence in hospitality, business and leisure

services. Usha-Lexus Hotels and Resorts operate seven well located boutique hotels across India

at Mysore, Bangalore, Goa, Hassan, Khajuraho, Manali and Shimla.

Designed to accommodate both business and leisure travelers alike, the hotels boast of modern

facilities, elegant décor, warm service and discreet luxury.

Usha-Lexus Hotels and Resorts offer best in class conference & banquet facilities and have

hosted some of the most important social events and business meetings. The courteous and

personalized service ensures the success of any event. In addition, there are tea lounges and

magnificent poolside locations to complement the magical events.

Usha-Lexus Hotels and Resorts also house celebrated restaurants. At our hotels the connoisseurs

of dining can savour a culinary palette that includes regional delicacies from India and across the

continents.

The Company’s mission is to perfect the fine art of hospitality. By providing our guests with

state-of-the-art facilities and impeccable service we aim to make every stay a memorable one.

INTRODUCTION

INTRODUCTION TO THE TOPIC- How Performance Appraisal Helps In Job

Satisfaction

PERFORMANCE APPRAISAL

The whole essence of the management activities of an organization culminates in the system of

performance appraisal adopted in that organization. This, in turn, reflects the extent of the

individual contributions and commitment of the employees in different hierarchical levels toward

the achievement of organizational objectives/goals. It goes without saying that an effective

performance appraisal system can lead an organization to take strides towards success and growth

by leaps and bounds. Conversely, an ineffective performance appraisal system can seal the fate of

an organization by creating chaos and confusion from top to bottom in the administrative

hierarchy. As a consequence the chances of success and growth of that organization are doomed.

Performance Appraisal Defined:

Performance appraisal is the periodic evaluation of an employee’s performance measured against

the job’s stated or presumed requirements. One way to review the performance and potential of

staff is through a system of performance appraisal. It is important that members of the

organization know exactly what is expected of them, and the yardsticks by which their

performance and results will be measured. Laurie J. Mullins substantiate the necessity of an

effective appraisal scheme by saying that it can identify an individual’s strengths and weaknesses

and indicate how such strengths may best be utilized and weaknesses overcome.

Evolution of Performance Appraisal

The evolution of performance Appraisal can be traced back to the reign of second caliph of Islam,

Hazrat Umar (634- 644 A.D /13-23 AH). Hazrat Umar laid the foundations of many State

institutions and enunciated several administrative laws that are being followed and adopted by

many nations of the world till today as a role model of true administration. Hazrat Umar, before

appointing an officer for any duty, would thoroughly investigate his potentials and capabilities

for the assignment. Prime importance would be given to the honesty and integrity of the officer/

official. But, when an officer of any status, was found to have demonstrated any kind of

negligence or dereliction from his duty, or if his unsuitability for the job in question would come

to light, no expediency could forestall / prevent his removal from the post assigned to him.

Ammar bin Yasir was a pious companion of the Holy Prophet (PBUH). His general popularity in

public convinced Umar to appoint him as Governor of Kofah, but taking into account his

weakness in political affairs, Umar removed him from his position, after a few days

of his appointment.

The Governor of a province was a representative of the caliph in the province. He was bound to

perform all those functions in his areas the caliph did in Medina, (capital City). However, apart

from several other government functionaries, each District had a district Officer, called “Aamil”.

His domain of activities was mainly concerned with collection of land-tax, Zakat or poor tax,

sadaqat or voluntary arms. Significance of Performance Appraisal. The fundamental objective of

performance appraisal is to facilitate management in carrying out administrative decisions

relating to promotions, firings, layoffs and pay increases. For example, the present job

performance of an employee is often the most significant consideration for determining whether

or not to promote the person. Managers must recognize that an employee’s development is a

continuous cycle of setting performance goals, providing training necessary to achieve the goals,

assessing performance as to the accomplishment of the goals and then setting new and higher

goals.

A performance improvement plan consists of the following components:

a) Where are we now? The answer to this question is found in the performance appraisal process.

b) Where do we want to be? This requires the evaluator and the person being evaluated to

mutually agree on the areas that can and should be improved.

c) How does the employee get from where he or she is now to he or she wants to be? This step is

critical to the performance improvement plan. The appraiser and appraisee must have mutual

consensus on the specific steps to be taken. These steps may include training the employee so as

to improve his or her performance. It should also contain the mechanism adopted by the

appraiser/ evaluator to assist employee in the achievement of performance goals.

Potential Rating Scale Appraisal Errors/ Problems

A brief description of appraisal errors is given in the following In most of the organizations/

departments rating scales are predominantly used for conducting performance appraisal of their

employees. It is essential that human observer is free from the element of subjectivity and he

should be reasonably objective and accurate in his assessment. Research shows that rater’s

memories are quite fallible and in most of the cases they resort to their own sets of liking and

disliking, and expectations about people, expectations that may or may not be reasonable and

tenable. These biases breed rating errors, or deviation between the “true” rating an employee

deserves and the “actual” rating assigned.

Central Tendency

Central tendency takes place when appraisal statistics show that most employees are appraised as

being near the middle of the performance scale.

Unclear Standards

Different appraisers would probably derive different meanings from the phrases, “good

performance”, “fair performance” and so on. Similarly, traits such as “quality of work”,

“creativity”, or “integrity” may carry different meanings for different appraisers

Hallo Effect

A hallo effect is “a process in which a general impression which is favorable or unfavorable is

used by judges to evaluate several specific traits.

The Rusty Hallo Effect

This is where general judgments about a person are formulated from the perception of a negative

characteristic.

Personal Biases

Racial, sexual, religious and other biases result in unfavorable considerations for promotions and

pay.

Lack of Feedback

The extent to which an individual receives direct and clear information about how effectively he

or she is performing on the job is termed feedback.

Internal rewards are obtained by individuals when they learn (knowledge of results) that they

personally (experienced responsibility) have performed well on task that they care about

(experience meaningfulness). The more that these three psychological states are present, the

greater will be employee’s motivation, performance, and job satisfaction, and the lower their

absenteeism and likelihood of leaving the organization. Productivity and total quality experts

have reached at the conclusion that the need of the hour is to work smarter, not harder. No doubt

sound education and appropriate skill training are needed if one is to work smarter, but the not

end there. Employees of present era need instructive and supportive feedback and designed

rewards if they are to translate their knowledge into improved productivity and superior quality.

The importance of Feedback can better be understood by carefully examining the following

diagram. Unfortunately, in most of the public sector organizations no positive feedback is given

to the employees to improve their performance. Mostly negative feedback is given to harass or

punish the employees. Negative feedback is typically misperceived or rejected. Feedback needs

to be tailored to the recipient.

Modern Methods of Performance Appraisal

ASSESSMENT CENTRES -

An assessment center typically involves the use of methods like social/informal events, tests and

exercises, assignments being given to a group of employees to assess their competencies to take

higher responsibilities in the future. Generally, employees are given an assignment similar to the

job they would be expected to perform if promoted. The trained evaluators observe and evaluate

employees as they perform the assigned jobs and are evaluated on job related characteristics.

The major competencies that are judged in assessment centers are interpersonal skills, intellectual

capability, planning and organizing capabilities, motivation, career orientation etc. assessment

centers are also an effective way to determine the training and development needs of the

targeted employees.

BEHAVIORALLY ANCHORED RATING SCALES

Behavioural Anchored Rating Scales 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 e.g. 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 behaviour is judged against the desired behaviour by

recording and comparing the behaviour 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 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 contact 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

contact with the employee and can provide valuable insights and information or feedback

regarding the "on-the-job" performance of the employee.

360 degree appraisal has four integral components:

1. Self appraisal

2. Superior’s appraisal

3. Subordinate’s appraisal

4. Peer appraisal

Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses, his

achievements, and judge his own performance. Superior’s appraisal forms the traditional part of

the 360 degree performance appraisal where the employees’ responsibilities and actual

performance is rated by the superior.

Subordinates appraisal gives a chance to judge the employee on the parameters like

communication and motivating abilities, superior’s ability to delegate the work, leadership

qualities etc. Also known as internal customers, the correct feedback given by peers can help to

find employees’ abilities to work in a team, co-operation and sensitivity towards others.

Self assessment is an indispensable part of 360 degree appraisals and therefore 360 degree

Performance Appraisal have high employee involvement and also have the strongest impact on

behavior and performance. It provides a "360-degree review" of the employees’ performance and

is considered to be one of the most credible performance appraisal methods.

360 degree performance appraisal is also a powerful developmental tool because when

conducted at regular intervals (say yearly) it helps to keep a track of the changes others’

perceptions about the employees. A 360 degree appraisal is generally found more suitable for the

managers as it helps to assess their leadership and managing styles. This technique is being

effectively used across the globe for performance appraisals. Some of the organizations following

it are Wipro, Infosys, and Reliance Industries etc.

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.

THE

MBO

PROCSES

THE

MBO

PROCESS

UNIQUE FEATURES AND ADVANTAGES OF MBO

The principle behind Management by Objectives (MBO) is to create empowered employees who

have clarity of the roles and responsibilities expected from them, understand their objectives to be

achieved and thus help in the achievement of organizational as well as personal goals.

Some of the important features and advantages of MBO are:

Clarity of goals – With MBO, came the concept of SMART goals i.e. goals that are:

Specific

Measurable

Achievable

Realistic, and

Time bound.

The goals thus set are clear, motivating and there is a linkage between organizational

goals and performance targets of the employees.

The focus is on future rather than on past. Goals and standards are set for the performance

for the future with periodic reviews and feedback.

Motivation – Involving employees in the whole process of goal setting and increasing

employee empowerment increases employee job satisfaction and commitment.

Better communication and Coordination – Frequent reviews and interactions between

superiors and subordinates helps to maintain harmonious relationships within the

enterprise and also solve many problems faced during the period.

Traditional Methods of Performance Appraisal

1. ESSAY APPRAISAL METHOD

This traditional form of appraisal, also known as "Free Form method" involves a description of

the performance of an employee by his superior. The description is an evaluation of the

performance of any individual based on the facts and often includes examples and evidences to

support the information. A major drawback of the method is the inseparability of the bias of the

evaluator.

2. STRAIGHT RANKING METHOD

This is one of the oldest and simplest techniques of performance appraisal. In this method, the

appraiser ranks the employees from the best to the poorest on the basis of their overall

performance. It is quite useful for a comparative evaluation.

3. PAIRED COMPARISON

A better technique of comparison than the straight ranking method, this method compares each

employee with all others in the group, one at a time. After all the comparisons on the basis of the

overall comparisons, the employees are given the final rankings.

4. CRITICAL INCIDENTS METHODS

In this method of Performance Appraisal, the evaluator rates the employee on the basis of critical

events and how the employee behaved during those incidents. It includes both negative and

positive points. The drawback of this method is that the supervisor has to note down the critical

incidents and the employee behaviour as and when they occur.

5. FIELD REVIEW

In this method, a senior member of the HR department or a training officer discusses and

interviews the supervisors to evaluate and rate their respective subordinates. A major drawback

of this method is that it is a very time consuming method. But this method helps to reduce the

superiors’ personal bias.

6. CHECKLIST METHOD

The rater is given a checklist of the descriptions of the behaviour of the employees on job. The

checklist contains a list of statements on the basis of which the rater describes the on the job

performance of the employees.

7. GRAPHIC RATING SCALE

In this method, an employee’s quality and quantity of work is assessed in a graphic scale

indicating different degrees of a particular trait. The factors taken into consideration include both

the personal characteristics and characteristics related to the on the job performance of the

employees. For example a trait like Job Knowledge may be judged on the range of average,

above average, outstanding or unsatisfactory.

8. FORCED DISTRIBUTION

To eliminate the element of bias from the rater’s ratings, the evaluator is asked to distribute the

employees in some fixed categories of ratings like on a normal distribution curve. The rater

chooses the appropriate fit for the categories on his own discretion.

METHOD OF PERFORMANCE APPRAISAL USED IN USHA LEXUS

STRAIGHT RANKING METHOD

This is one of the oldest and simplest techniques of performance appraisal. In this method, the

appraiser ranks the employees from the best to the poorest on the basis of their overall

performance. It is quite useful for a comparative evaluation

Performance Appraisal Process

The performance appraisal process is a process that evaluates employee performance. Normally

it compares quality, quantity, cost, and time. Some of the things that performance appraisal are

used to do would be.

Give something tangible to the employee regarding their work performance.

Shows what training employees need.

Determines what the employees raise might be.

There are some other things that performance appraisals do, these are just some of them.

There are some procedures that you should put in work at your work place. This will help the

employees know what you are expecting of them, and also establish a standard within your work

that everyone will be able to understand and follow. Some of these things would be listed here.

Establishing performance standards

Communicate standards and expectations

Set up a system that measures actual performance

Compare employee with the standards implemented

Discuss results with employee

Make a decision on what you are going to do, or take corrective action.

JOB SATISFACTION

Job satisfaction is associated with how well our personal expectations at work are in line with

outcomes. The idea of organization as a social system requires that some benefits are received by

its participants as well as by its customers and clients. “Satisfaction” and “morale” are similar

terms referring to the extent to which the organization meets the needs of employees. Measures

of satisfaction include employee attitudes, turnover, absenteeism and grievances.

A lack of personal satisfaction is a frequent reason many people speak of when quitting a job.

What is personal satisfaction? What can a manager do to develop levels of satisfaction in

people on jobs? Fortunately, there are many things that can be done to provide working

conditions where satisfaction can develop. There are no assurances that it will develop but at

least conditions encouraging the development of satisfaction can be maintained in the work

place.

Employees should be able to understand where they fit into the business. They should know

the importance of what they do, how it affects other people, parts of the business and the

consequences on other people of both good and bad performances of their duties. This can be

accomplished by requesting them to work a day or more at a variety of tasks as part of an

orientation process. Some production units require a person to work one day each month in

some other part of the business other than their normal duties.

Encourage regular contacts with other employee’s suppliers and customers. As people become

aware of their needs in a position, they should also understand the needs, pressures and

concerns of the people they work with, buy from and sell to. The learning possibilities from

this type of situation are endless and the opportunities for the development of ideas, people

and methods are much greater where communication is open and encouraged. Do everything

possible to develop a person’s skills. While someone may have been hired for a particular

position or task, they may have especially good skills or abilities to do other things. Allowing

the full range of skills to develop and encouraging a person to change can lead to increased

job performance and personal satisfaction.

Initiative and independence must be developed as well. People need to be allowed to choose

how their work should be organized and done. The concept of "we do it this way here", does

not lead to job or personal satisfaction. For instance, if a person is left-handed, they are far

better off doing things in a method that suits their abilities rather than trying to convert to the

prescribed way of carrying out procedures. Similarly, if a person wishes to do the scheduling

or book work entries at the start of the day rather than at the end of the day, management

should try to make the arrangements necessary to make this happen. The opportunity for the

individual to manage their own time and work is a large part of job satisfaction.

There must be standards of comparison. People need to know how well they are doing at their

jobs and where they could improve. This is usually the reason for a performance appraisal, but

it is important to keep in mind that appraisals do not equate to criticism. It may be necessary

to explain the importance of completing tasks within timelines or changing the technique of

doing a task. Unfortunately, many performance appraisals only frustrate the employee by

adding more tasks to what appears to be an already overloaded agenda.

Job satisfaction needs to include an opportunity for growth and development. As people

develop new attitudes and skills, their wants, needs and performance will change. An astute

manager will be aware of these changes occurring and will be willing to provide training, job

reclassification or a totally new position to take full advantage of the development of the

employee.

We watch our kids go through school and are amazed at their changes and development, but

rarely do we ever look at an employee in the same light.

THE RELATIONSHIP BETWEEN PERFORMANCE AND JOB SATISFACTION

This relationship may be explained in terms of the operation of two factors:

Effect of job performance on satisfaction and organizational expectations from individuals for job

performance.

1. Job performance leads to job satisfaction and not the other way round. The basic factor for this

phenomenon is the rewards (a source of satisfaction) attached with performance. There are two

types of rewards intrinsic and extrinsic.

2. The intrinsic reward stems from the job itself which may be in the form of growth potential,

challenging job, etc. The satisfaction on such a type of reward may help to increase productivity.

The extrinsic reward is subject to control by management such as salary, bonus, etc. Any increase

in these factors does not help to increase productivity though these factors increase job

satisfaction.

3. A happy worker does not necessarily contribute to higher productivity because he has to

operate under certain technological constraints and, therefore, he cannot go beyond certain

output. Further, this constraint affects the management’s expectations from the individual in the

form of lower output. Thus, the work situation is pegged to minimally acceptable level of

performance. However, it does not mean that the job satisfaction has no impact o productivity. A

satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads

to lower productivity.

CHAPTER

2

RESEARCH

OBJECTIVE

And

RESEARCH

METHODOLOGY

RESEARCH 0BJECTIVE OF THE STUDY

OBJECTIVES –

T h e o b j e c t i v e o f t h e s t u d y i s t o f i n d o u t t h e s a t i s f a c t i o n l e v e l o f

e m p l o y e e i n U S H A L E X U S .

To find that whether the employees are satisfied or not

To check the Degree of satisfaction of employees.

To find that they are satisfied with their job profile or not.

PRIMARY OBJECTIVES

How can company use performance appraisal technique to promote and give

rewards to its employees.

To provide a feedback to employees regarding their performance and related

status.

SECONDARY OBJECTIVES-

To include myself in the corporate world.

To observe work environment in the organization.

To enhance communication and confidence.

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the problem. It may be understood has a

science of studying how research is done scientifically. In it we study the various

steps that all generally adopted by a researcher in studying his research problem

along with the logic behind them. The scope of research methodology is wider than that of

research method.

Meaning of Research

Research is defined as “a scientific & systematic search for pertinent i is an art of scientific

investigation. Research is a systemized effort to gain new knowledge. It is a careful inquiry

especially through search for new facts in any branch of knowledge. The search for knowledge

through objective and systematic method of finding solution to a problem is a research.

RESEARCH DESIGN

A research is the arrangement of the conditions for the collections and analysis of the data in a

manner that aims to combine relevance to the research purpose with economy in procedure.

Research Design Can Be Categorized As-:

The present study is exploratory in nature, as it seeks to discover ideas and insight to bring out

new relationship. Research design is flexible enough to provide opportunity for considering

different aspects of problem under study. It helps in bringing into focus some inherent weakness

in enterprise regarding which in depth study can be conducted by management.

Sampling

An integral component of a research design is the sampling plan. Specifically, it addresses three

questions whom to survey (The Sample Unit). How many to Survey (The Sample Size) & How

to select them (The Sampling Procedure). Making a census study of the whole universe will be

impossible on the account of limitations of time. Hence sampling becomes inevitable. A sample

is only a portion of the total employee strength. According to Yule, a famous statistician, the

object of sampling is to get maximum information about the parent population with minimum

effort.

Methods of Sampling

Probability Sampling: is also known as random sampling or chance sampling. Under this

sampling design every individual in the organization has an equal chance, or probability, of being

chosen as a sample. This implies that the section of sample items is independent of he persons

making the study that is, the sampling operation is controlled objectively so that the items will be

chosen strictly at random.

Non Probability Sampling: is also known as deliberate sampling, purposeful and judgmental

sampling. Non-Probability Sampling is that which does not provide every individual in the

Organization with a known chance of being included in the sample.

DATA COLLECTION

Data collection is an instrument for analysis and interpretation which can be collected through

primary and secondary source,

Primary Data: during the course of the study or research can be through observations or through

direct communication with respondents on one form or another or through personal interviews. I

have collected primary data by the means of a Questionnaire. The Questionnaire was formulated

keeping in mind the objectives of the research study.

Personal Investigation

Observation Method

Information from correspondents

Information from superiors of the organization

Secondary Data: means data that is already available i.e., they refer to data, which has already

been collected and analyzed by someone else. When a secondary data is used, the researcher has

to look into various sources from where he can obtain data. This includes information from

various books, periodicals, magazines etc

Published Sources such as Journals, Government Reports, Newspapers andMagazines etc.

Unpublished Sources such as Company Internal reports prepare by them given totheir

analyst & trainees for investigation.

Websites like USHA LEXUS official site, some other sites are also searched to find data.

Research Methodology Adopted

Research Design: Descriptive research

Research Instrument: Structured Questionnaire

Sampling Plan:

i) Sample Method: Non-Probability Sampling

(Convenience Sampling)

ii) Sample Size: 50

iii) Sample Unit: Employees who do not hold a supervisory position

Sampling Design

Convenience Sampling, as the name implies, is based on the convenience of the researcher who

is to select a sample. Respondents in the sample are included in it merely on account of their

being available on the spot where the survey was in progress.

Source of Data

a) Primary Data: Structured Questionnaire

b) Secondary Data: Journals, Booklets, Company Data, etc

CHAPTER

3

SWOT

ANALYSIS SWOT ANALYSIS

S- Strength

W- Weakness

O- Opportunities

T- Threats

SWOT is the tool to see that where organization stands, which areas required improvement,

which areas require serious consideration, which would be the source of growth, which things

need avoidance and so on. The SWOT of USHA LEXUS will help to understand the position of

Usha lexus in the market.

Strengths

o Usha Lexus is a multinational company and a recognized brand around the world. It has

successfully established not only in developed countries but also in developing countries.

o Usha products are reliable, easy to use, and have simple designs which satisfy customers

that’s why Usha have the advantage of having loyal customers.

o In Usha Lexus the research and development has given greater importance because to

satisfy the customers and provide the customers what they want the research and

development is required.

o Usha tries to keep products innovative to attract the customers and to capture more market

share.

o Usha is at its growing stage and its growing quickly. It is producing solid products which

rapidly satisfying the customers.

Weaknesses

o The biggest weakness of Usha is that it has very few competent employees mostly are not

skilled

o There is no training and development concern for employees.

o Lack of Quick Availability of Raw Materials at the workplace.

o High Sensitivity of some products (like insulators)

o Inherent weakness of public sector undertakings.

o Political interference.

o Remote Locations

.

o Limited Capacity of Plants

Opportunities

o The electronic market is expanding rapidly which is a great opportunity for Usha to

expand itself in new market and to capture more market share.

o It also can expand its target market geographically and socially both by introducing new

products in existing market and existing products in new markets.

o Through the innovation in existing products it can attract more customers because at

present it is behind the market leadership so to become a leader it has to make innovations

to attract potential buyers and retain existing customers.

o Managing Working Capital and Financial Sources.

o Managing Human Resource (Main Power).

o Expansion of Plant.

o Increasing Workers Participation in Management.

o Compete to Private Sector Firms.

o Provide better Quality Products to the Industry

Threats

o As the competitors of Usha are more dominant in the market and continuously improving

their products so they can take away the existing customers of Usha, so it has to work

very hard to retain and attract customers.

o The condition of economy all around the world is not good and it is affecting the

purchasing power and priorities of the customers, people are facing difficulties in

satisfying basic needs so how they can spend on electronics which is considered as luxury

items. This situation can affect the sales of the company.

o Increasing labour cost.

CHAPTER

4

FINDINGS

And

ANALYSIS

DATA ANALYSIS

Q1. Is performance appraisal done without any bias behavior on part of appraiser?

Options Respondents Percentage

Yes 30 60

No 20 40

Total 50 100

60%

40%

Respondents

YESNO

DATA- 60%-YES 40%-NO

ANALYSIS-This graph shows that 60% of employees said yes performance appraisal can done

without any bias behavior on part of appraiser, and 40% said no performance appraisal cannot be

done without any bias behavior on part of appraiser.

Q2. Are you satisfied a nature of the present job?


Yes 25 50

No 25 50

Total 50 100

50%50%

Respondents

YESNO


ANALYSIS-This graph shows that 50%of employees are satisfied with their job and 50%

Are not satisfied.

Q3. Are you satisfied with the way in which grievance are resolved in the organization?


Yes 35 70

No 15 30

Total 50 100

DATA- 70%-YES

30%-NO

ANALYSIS- This graph shows that 70%of employees are satisfied with the way in which

conflicts are resolved in the organization and 30% are not satisfied.

Q4. Do you think performance appraisal system forms a basis for job satisfaction?


Yes 25 50

No 25 50

Total 50 100

70%

30%

Respondents

YESNO


ANALYSIS-This graph shows that 50%of employees think yes, performance appraisal system is

preferred for job satisfaction, and 50% of employees think no, performance appraisal system is

not preferred for job satisfaction.

Q5. How do you feel about the level of job security in your present job?


Excellent 30 60

Good 18 36

Satisfactory 2 4

Total 50 100

50%50%

Respondents

YESNO

60%

36%

4%

Respondents

ExcellentGoodSatisfactory

DATA- EXCELLENT-60% GOOD-36% SATISFACTORY-4%

ANALYSIS- This graph shows that 60% of employees feel excellent about the level of job

security in their present job, 36% feel good and, 4% feel satisfactory about the level of job

security in their present job.

Q6. How do you feel about the appraisal done by your supervisors?


Good 32 64

Very Good 14 28

Satisfactory 4 8

Total 50 100

64%

28%

8%

Respondents

Goodvery Goodsatisfactory

DATA- GOOD-64% VERY GOOD-28% SATISFACTORY-8%

ANALYSIS-This graph shows that 64% of employees feel excellent about the supervision used

by their supervisors, 28% feel very good and, 8% feel satisfactory about the supervision used by

their supervisors.

Q7. ARE transfer, demotion, suspension and dismissal based on performance appraisal?


Yes 22 44

No 28 56

Total 50 100

44%

56%

Respondents

YesNo


ANALYSIS-

This graph shows that 56%of employees said yes, transfer,demotion,suspension and dismissal

based on performance appraisal and 44% said no, transfer,demotion,suspension and

Dismissals are not based on performance appraisal.

Q8. How long you have been working in thecompany?


Less than 3 yrs 10 20

3-5 yrs 10 20

More than 5 yrs 30 60

Total 50 100

20%

20%60%

Respondents

Racial discriminationAge discriminationGender discrimination

DATA-

LESS THAN 3 YEARS-20%

3-5 YEARS-20%

MORE THAN 5 YEARS-60%

ANALYSIS-This graph shows that 20% of employees have been working in the industry, less

than 3 yrs, 20% of employees have been working from 3-5 yrs, and 60% of employees have been

working from more than 5 yrs

Q9. Have you ever observed or experience any of the following forms of discrimination in

the company?


Racial discrimination0 0

Age discrimination25 50

Gender 20 40

discrimination

None of the above5 10

Total50 100

50%

40%

10%

Racial discriminationAge discriminationGender discriminationNone of the above

DATA- RACIAL DISCRIMINATION-0% AGE DISCRIMINATION-50%

GENDER DISCRIMINATION-40% NONE OF THE ABOVE-10%

ANALYSIS-This graph show that 0%of employees have observed or experience racial

discrimination in the company, 50% observed age discrimination, 40% observed gender

discrimination, and 10% of the employees observed none of the above forms.

Q10. Are you satisfied with the appreciation or reward system provided by your

management?


Highly

Satisfied 20 40

Satisfied 15 30

Needs

Improvement 15 30

Total 50 100

40%

30%

30%

Respondents

Highly SatisfiedSatisfiedNeeds Improvement

DATA- HIGHLY SATISFIED-40% SATISFIED-30%

NEEDS IMPROVEMENT-30%

DATA ANALYSIS-This graph shows that 40%of employees are highly satisfied with the

appreciation or reward system provided by the management, 30% are satisfied and, 30% of

employees needs improvement.

Q11. Is promotion purely based on performance appraisal?


Yes 30 60

20 40

No

Total 50 100

60%

40%

Respondents

YesNo

DATA- YES-90% NO-10%

ANALYSIS- This graph shows that 90%of employees said yes, promotion is purely based on

performance appraisal and 10% said No, promotion is not purely based on performance appraisal.

Q12. Doess your motivation increases by performance appraisal?


Yes 49 98

No 1 2

Total 50 100

98%

2%

Respondents

YesNo

DATA- YES-98% N0-2%

ANALYSIS-This graph shows that 98%of employees said yes, motivation increases by

performance appraisal and 2% said No, motivation does not increases by performance appraisal.

Q13. Do you find your job repetitive and boring?


Strongly agree 35 70

Agree

10 20

Neither agree

or nor

disagree

3 6

Disagree

2 4

Total

50 100

70%

20%

6%4%

Respondents

strongly agreeagreeneither agree nor disagreedisagree

DATA- STRONGLY AGREE-70% AGREE-20%

NEITHER AGREE NOR DISAGREE-6% DISAGREE-4%

ANALYSIS-This graph shows that 70% of employees are strongly agree about the point, 20% of

employees are agree on the point, 6% are neither agree nor disagree, and rest 4% are disagree.

Q14. According to you how often should the performance review takes place.


Quaterly

35 70

Yearly

15 30

Total

50 100

70%

30%

Respondents

QuaterlyYearly

DATA- QUATERLY-70% YEARLY-30%

ANALYSIS- This graph shows that 70% of employees performance review should quarterly

takes place And 30% of employees performance review yearly takes place.

Q15. In your opinion does performance appraisal give a proper assessment of your

contribution to the organization?

Option Respondents Percentage

YES

25 50

NO

25 50

Total

50 100

50%50%

Respondents

YESNO

DATA- YES-50% NO-50%

ANALYSIS-This graph shows that 50%of employees said yes, performance appraisal give a

proper assessment of your contribution to the organization and 50% said no, performance

appraisal does not give a proper assessment of your contribution to the organization.

CHAPTE

5

CONCLUSION,

LIMITATION

And

SUGGESTION

CONCLUSION

o Employees are not completely satisfied with their job.

o Employees are not getting value to their work.

o Most of the employees think that the organization haven’t fulfill their

o Promises, what they do in beginning especially regarding Promotion.

o They often feel overworked.

o Mostly respondent say that method used in USHA LEXUS to appraise their performance

is GOOD.

o Mostly respondent say that performance appraisal done without any bias behavior on part

of appraiser.

o 50%respondent is satisfied with nature of the present job.

o Mostly respondent are satisfied with the way in which conflicts are resolved in the

organization.

o 50% respondent say performance appraisal system is preferred for job satisfaction.

o Mostly respondent feel Excellent about the level of job security in their present job.

o Mostly respondent feel Good about the supervision used by their supervisor.

o Mostly people say that transfer, demotion, suspension and dismissal are not based on

performance appraisal.

o Mostly people say that their superior always helps them to achieve their action plan.

o 60% people have been working in the industry for more than 5 years.

o Mostly people say that they are always able to transfer their learning to others.

o Mostly people have experience the various forms of discrimination in the company.

o Mostly people say that all suggested points for the improvement of feedback form should

be added in feedback form.

o Mostly people are highly satisfied with the appreciation or reward system provided by

the management.

o 90% respondent says that promotion is purely based on performance appraisal.

o Mostly people say that motivation increases by performance appraisal.

o Mostly people find their job repetitive and boring.

o Mostly people say that performance review should Quarterly takes place

LIMITATIONS OF STUDY

However I shall try my best in collecting the relevant information for my research report,

Yet there are always some problems faced by the researcher. The prime difficulties which I face

in collection of information are discussed below:-

1. Short time period: The time period for carrying out the research was short as a result of

which many facts have been left unexplored.

2. Lack of resources: Lack of time and other resources as it was not possible to conduct

survey at large level.

3. Unwillingness of respondents: While collection of the data many consumers were

unwilling to fill the questionnaire. Respondents were having a feeling of Wastage of time

for them.

4. Sensitive company information cannot be displayed in the project report.

5. Most respondents might be influenced by their peers in answering the questions.

6. Due to the fact that most of the respondents were young, the questions might not have

been answered with due sincerity.

SUGGESTIONS

To increase the job satisfaction level of the employees the company should concentrate

mainly on the incentive and reward structure rather than the motivational session.

o Ideal employees should concentrate on their job.

o Educational qualification can be the factor of not an effective job.

o Company should give promotion to those employees who deserve it.

BIBLIOGRAPHY

Google

o http://www.google.co.in/#sclient=psy-

ab&hl=en&source=hp&q=usha+lexus&pbx=1&oq=usha&aq=1&aqi=g4&aql=1&gs_sm=

c&gs_upl=3200l3860l0l6324l4l4l0l0l0l0l919l2272l3-

1.1.1.1l4l0&bav=on.2,or.r_gc.r_pw.,cf.osb&fp=4af2d9e6c889c72a&biw=1366&bih=667

Usha

o http://www.ushainternational.com/Company/6/#!/page24

o http://www.ushalexushotels.com/profile.html

o http://www.ushafurniture.com/about.asp

ANNEXURE

QUESTIONNAIRE

NAME OF RESPONDENT:………………………………………………………………

GENDER:…………………………………………………………………………………..

ADDRESS:…………………………………………………………………………………

CONTACT NUMBER:…………………………………………………………………….

RESERCHER NAME: Shikha Sharma

Q1. Age -21-25 25-30 30-35 35+

Q2.Yrs of experience in this Organization

Less than a Year 1 yr 2 yrs 3 yrs 5yrs+

Q3. Is performance appraisal done without any bias behavior on part of appraiser?

YES NO

Q4. Are you satisfied with nature of the present job?

YES NO

Q5.Are you satisfied with the way in which conflicts are resolved in the organization?

YES NO

Q6.Do you think performance appraisal system is preferred for job satisfaction?

YES NO

Q7. How do you feel about the level of job security in your present job?

EXCELLENT GOOD SATISFACTORY

Q8. ARE transfer, demotion, suspension and dismissal based on performance appraisal?

YES NO

Q9. How long you have been working in the industry?

LESS THAN 3 YEARS 3-5 YEARS MORE THAN 5 YEARS

Q10. Have you ever observed or experience any of the following forms of discrimination in

the company?

RACIAL DISCRIMINATION AGE DISCRIMINATION

GENDERDISCRIMINATION NONE OF THE ABOVE

Q11. Are you satisfied with the appreciation or reward system provided by your

management?

HIGHLY SATISFIED SATISFIED NEEDS IMPROVEMENT

Q12. Is promotion purely based on performance appraisal?

YES NO

Q13. Is your motivation increases by performance appraisal?

YES NO

Q14. Do you find your job repetitive and boring?

STRONGLY AGREE AGREE

NEITHER AGREE NOR DISAGREE DISAGREE

Q15. According to you how often should the performance review takes place.

QUATERLY YEARLY

Q16. In your opinion does performance appraisal give a proper assessment of your

contribution to the organization?

YES NO

Remarks…………………………………………………………………………………

…………………………………………………………………………………………….

…………………………………………………………………………………………….

Date-

__________________

Respondent signature

Documents

USHA LEXUS