PERFORMANCE APPRAISAL ON BHARGAVEE RUBBERS, MADURAI

TABLE OF CONTENTS
No.

Chapter

Introduction and design of the study

II

Industry profile

III

Analysis and interpretation

IV

Finding and suggestions and conclusions

Bibliography
Appendix

Page No.

LIST OF TABLES
NO.
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
3.12.1
3.12.2
3.13
3.14
3.15
3.16
3.17
3.28
3.29
3.20
3.21
3.22
3.23

TITLE OF TABLES
Gender wise classification
Employees age statement
Income statement
Employees education qualification
Opinion of performance appraisal
Method of performance appraisal is implemented in the organization
Years of working with this organization
Appraisal performance is made in the organization
Objective of performance appraisal? Promotion
Conflict arise between employees after performance appraisal is made
Rates the performances
Basis performance appraisal is made
If yes, from when
If yes, how is it
The appraisal process
Opinion of the time period of conducting continuous appraisal
Appraisal system helps in polishing the skills or performance area
Appraised in career
Performance appraisal is having a direct linkage with training and
development
Necessity to maintain confidentiality in appraisal system
Employee needs a better package to perform salary and incentive
better
Increment in your salary after performance appraisal
Performance appraisal helps people set and achieve meaningful goals
Performance appraisal system will help in evoking employees
commitment to work
Opinion should appraise the employee

PAGE
N0.

3.24
3.25
3.26
3.27
3.28
3.29

Personal bias creeps in while appraising an individual

Chance or an opportunity would you like that the current appraisal
procedure should be reviewed
Performance appraisal leads to identification of hidden potential of the
employees
The promotions are strictly based on performance appraisal process
Employee needs a better salary and incentive package to perform better
Performance appraisal creates an effective work environment and
positive relationships

LIST OF FIGURES
NO.
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
3.12.1
3.12.2
3.13
3.14
3.15
3.16
3.17
3.28
3.29
3.20
3.21
3.22
3.23

LIST OF FIGURES
Gender wise classification
Employees age statement
Income statement
Employees education qualification
Opinion of performance appraisal
Method of performance appraisal is implemented in the organization
Years of working with this organization
Appraisal performance is made in the organization
Objective of performance appraisal? Promotion
Conflict arise between employees after performance appraisal is made
Rates the performances
Basis performance appraisal is made
If yes, from when
If yes, how is it
The appraisal process
Opinion of the time period of conducting continuous appraisal
Appraisal system helps in polishing the skills or performance area
Appraised in career
Performance appraisal is having a direct linkage with training and
development
Necessity to maintain confidentiality in appraisal system
Employee needs a better package to perform salary and incentive
better
Increment in your salary after performance appraisal
Performance appraisal helps people set and achieve meaningful goals
Performance appraisal system will help in evoking employees
commitment to work
Opinion should appraise the employee

PAGE
N0.

3.24
3.25
3.26
3.27
3.28
3.29

Personal bias creeps in while appraising an individual

Chance or an opportunity would you like that the current appraisal
procedure should be reviewed
Performance appraisal leads to identification of hidden potential of the
employees
The promotions are strictly based on performance appraisal process
Employee needs a better salary and incentive package to perform better
Performance appraisal creates an effective work environment and
positive relationships

CHAPTER I

INTRODUCTION
Appraising the performance of individuals, groups, and organizations is a
common practice of all societies.

Appraisal of one individual by another individual is a

continuous process and it is Natural phenomenon in human beings. This is constantly done,
consciously or unconsciously in our day-to-day interaction either in family life or in a social
setting or in an organization for that matter. While the individual or a group uses appraisal in its
own fashion depending upon the need of the situation, in an organization it becomes necessary to
adopt a formal methodology of appraisal system because of the requirement of measuring the
performance for considering suitable reward or punishment or for assessing the potential of a
person to increase the responsibilities.
Performance appraisal is widely used in the society.

The parent evaluates the

behaviour of their children, teacher evaluates their student and employers evaluate their
employees. However, formal evaluation of employees is believed to have been adopted for the
first time during First World War. The systematic performance appraisal was quite prominent in
the recent years.

Credit goes to Walter Dill Scott for systematic performance appraisal

technique of man-man rating system (or merit rating). It was used for evaluating military
officers. Once the employee has been selected, trained the motivated, he is then appraised for his
performance. Performance appraisal is the step where the management finds out how effective it
has been at hiring and placing employees if any problems are identified, steps are taken to
communicate the employee and to remedy them. A performance appraisal is a process of
evaluating the performance and qualification of employee according to job and its requirement.
It is also known as the process of estimating and judging the value, excellence. Qualities of
status of some object person or things. Individually and collectively, it is the part of all other
staffing process, like recruitment, selection, placement etc.

MEANING
Performance evaluation or performance appraisal is the process of assessing the
performance and progress of an employee or of a group of employees on a given job and his
potential for future development.
According to Flippo
Performance Appraisal is the systematic, periodic and an impartial rating of an
employees excellence in matters pertaining to his present job and his potential for a better job.
CONCEPT Of PERFORMANCE APPRAISAL
Performance evaluation or performance appraisal is the process of assessing
performance and progress of employee or of a group of employee on a given job and his
potential for future development. In concept of all formal procedure used working organization
to evaluate personality, contribution and potential of employees.
The main characteristic of performance appraisal is a follows:
1.

Performance appraisal is the process consisting of series of steps.

2.

It is the systematic examination of employees strength and weakness in terms of

jobs.

3.

Performance appraisal is the scientific or objective study. Formal procedure is used

in the study the same approach is adopted for all job holders for that result is
comparable.

4.

It is an organizing or continuous process where in the valuation is arranged

periodically according to a definite plan.

5.

The main process performance appraisal is to secure information necessary for

making objective and correct decision on employees.

OBJECTIVES OF PERFORMANCE APPRAISAL

The main purposes of performance appraisal are as follows:
1.

To provide a valid data base for personnel decision concerning placements, pay,
promotion, transfer, punishment etc.

2.

To diagnosis the strength and weakness of individuals so as to identify further

training needs.

3.

To provide coaching, counseling, career planning and motivation to subordinates.

4.

To develop positive, superior-subordinate relations and thereby reduce grievances.

5.

To facilitate research in personnel management.

6.

To test the effectiveness of the recruitment, selection, placement and induction

programme.

Uses
1.

It provides valuable information for personnel decisions such as pay increase, pro
motions etc.

2.

It helps to judge the effectiveness of recruitment, selection, placement and

orientation system of the organization.

3.

It is useful in analyzing training and development needs.

4.

It can be used to improve performance though appropriate feedback, working and

counseling to employees.

5.

It facilitates Human Resource Planning and succession planning.

A competitive spirit is created and employees are motivated to improve their
performance.

PROCESS OF PERFORMANCE APPRAISAL

Establishing Performance standards the appraisal process begins with the setting u p
of a criteria to be used for appraising the performance of employees. The criteria are

specified with the help of job analysis, which reveals the contents of job. This criteria
should be clear, objective and in writing.

Communicating the standards the standards are conveyed to the employees and the
evaluators. A feedback regarding the standards should be obtained from the evaluators
and the employees for revision or medication.

Measuring performance - this requires choosing the right techniques of measurement,

identifying the internal and external factors influencing performance and collecting
information on results achieved.

Comparing the actual with the standards actual performance is compared with the
predetermined performance standards. Such comparison will reveal the deviation, which
may be positive or negative.

Discussing the appraisal - The results of the appraisal are communicated to and
discussed with the employees. Along with the deviation, the reason behind them are also
analysed and discussed.

Such discussion will enable the employee to know his

weaknesses and strengths.

Taking corrective actions through mutual discussions with employees, the steps
required to improve performance are identified and initiated.

Training, caching,

counseling etc, are examples of corrective actions that help to improve performance.
METHODS Of PERFORMANCE APPRAISAL:
Several methods and techniques are used for evaluating employee performance.
These may be classified into Traditional and Modern Methods.
TRADITIONAL METHODS

Ranking Methods: In this technique, evaluator assigns relative ranks to all

Employees in the same work unit doing the same job. Employees are ranked from
the best to the poorest on the basis of overall performance. The relative passion of an
employee is reflected in the numerical rank. It is one of the simplest methods. It is
time saving and comparative evaluation technique of appraisal.

Man-to-Man comparison method: In this method, certain factors are selected f or

the purpose of analysis and the rater for each factor designs a scale. A scale of man is
also created for each selected for each factor.

Then each man to be rated is

compared with the man in the scale, and certain scores are awarded to him. In other
words, a whole man is compared to a key man in respect of one factor at a time.
This method is used in job evaluation and is known as the factor comparison method.

Paired comparison method This is a modified form of man to man ranking.

Herein, each employee is compared with all others in pairs on at a time. The number
of times an employee is judged better than other determines his rank. Comparison is
made on the basis of overall performance.

Forced distribution method In these techniques the rather appraise an employee

according to a predetermined distribution scale. It is assumed that it is desirable to
rate only two factors by this method that is job performance and promo ability. For
this purpose a five poking performance scale is used without any descriptive
statement and employees are placed between two extremes of good and bad
performance.

Graphic rating scales method It is a numerical scale indicating different degrees

of a particular train. The rater is given a printed form for each employee to be rated.
The form contains several characteristics relating to the personality and performance
of employee. Intelligence, attitude, quality of world, leadership skills judgments etc.,
are some use characteristics. This method is widely used as it is easy to understand.
It allows a statistical tabulation of scores and a ready comparison of scores among the
employees is possible. The approach is multi-dimensional as several significant
dimensions of the job can be considered in evaluation.

Critical incident method In this method the superior keeps a written record or
critical (either good or bad) events and how different employees behaved during such
events. The rating of the employee depends on the positive or the negative behaviors
during these events. These critical incidents are identified after through study of the
job and discussions with the staff. This method helps to avoid vague impressions and
General remarks as the rating are based on actual records of behavior.

Group appraisal method Under this method, a group of evaluators assess

employees. This group consists of the immediate supervisors of the employees, other
supervisors having close contact with the employers work, head of the department
and a personnel expert. The group determines the standards of performance for the
job, measures actual performance of an employees analysis the causes of poor
performance and offers suggestions for improvement in future.

Grading method under this method, the rater considers certain factors, and marks
them accordingly to a scale. The selected factor may be analytical ability, cooperation, dependability self-expression, job knowledge. They may be graded as Aoutstanding, B very good, C good/average, D fair, E-poor. The actual
performance of an employee is then compared with these grade definitions and he is
allotted the grade which best described his performance.

Forced choice Distribution method In this method, the rating elements are several
sets of pairs phrases or adjectives relating to job proficiency or personal
qualification. The rater is asked to indicate which of the phrases is most and least
descriptive of the employee.

Checklist method In this method, series of questions are presented concerning an

employees behaviour. Here rater does not evaluate employee performance, he
supplies reports about it and the personnel department does the final rating.

Free Essay Method In this method, the supervisor makes a free form, open ended
appraisal of an employee in his own words and puts down his impression about the
employee. The description is always as factual and concrete as possible.

Field review method - In this method, a trainer employee from the personnel
department interviews line supervisors to evaluate respective subordinates. The
supervisor is required to give his opinion about the progress of his subordinates and
his plan of action in cases requiring for consideration.

The traditional methods have given above focus on the traits of an employee than his job
performance. In the absence of predefined performance criteria or standards, the personal
bias or subjectivity of the evaluator affects the ratings. This approach caused the
following responses:

The very nature of the appraisal system led to criticism.

Criticism exercised a negative impact on goal attainment.

Criticism increased antagonism and defensiveness among employees resulting in

inferior performance.

Managers generally are not qualified to assess personality traits.

Some

managers

discourage

good

performances

by

over

emphasizing

shortcomings and almost neglecting good work.

In order to overcome these weaknesses some new techniques of performances appraisal have
been developed.
Modern methods

Assessments centre method An assessments centre is a group of employee drawn

from different work units. These employees work together on assignments similar to the
one they would be handlings when promoted. The most important feature of the
assessments centre is job related simulations. Evaluators observe and rank the
performances of all participants. This group evaluates all employees are both individually
and collectively by using simulations techniques like role playing, business games and in
basket exercises? Employees are Evaluated on the basis of job related characteristics
considered important for job success. The evaluators prepare a summary report and
feedback is administered on a face to face basis to the employees who ask for it. An
assessment centre generally measures interpersonal skills, communicating ability to plan
and organize etc. Assessments centres are not only methods of appraisal but help to
determine training and development needs of employees and provide data for human
resource planning.

Human resource accounting method Human resource are a valuable asset for any
organization. This asset can be valued in terms of money. When competent and well
trained employees leave an organization the human asset is decreased and vice versa.
Under this method performance is judged in terms of costs and contributions of
employees. A cost of human resources consists of expenditure on human resource
planning, recruitment, selection, induction, training, compensation etc. Contribution of
human resources is the money value of labour productivity or value added by human
resources. Difference between cost and contribution will reflect the performance of

employees. This method is still in the transitory stage and is therefore, not popular at
present.

Behavioral Anchored Rating Scales (BARS) This method combines graphic

rating with critical incidents method.

BARS are description of various degrees of

behaviour relating to specific performance dimensions. Critical areas of job performance

and the most effective behaviour for getting results are determined in advance. The rater
records the observable job behavior of an employee and compares these observations
with BARS. In this way an employees actual behaviour is judged against the desired
behaviour. This steps involved are

Collect critical incidents - Persons with knowledge of the identify job to be

appraised describe specific examples of both effective and ineffective job behaviours.

Identify performance dimensions The persons then clusters the behavioural

incidents into a smaller set (usually 5-10) of performance dimensions.

Retranslate the incident Another group of knowledgeable persons assign each

incident to the dimension that it best describes. Incidents for which there is less than
75% agreement with the first group are not retranslated.

Assign scales to incidents The second group rates each incident on a 7 or 9 point
scale. Rating is done on the basis of how well the behaviour described in the incident
represents the performance on the appropriate dimensions. Means (average) and
standards deviations are then calculated for the scale values assigned to each incident.

Develop final instrument A subset of the incident that meets both the retranslation
and standard deviation criteria is used as a behavioural anchor for the final performance
dimensions. A final BARS instrument typically comprises a series of vertical scales that
the endorsed by the include incidents. Each incident is positioned on the scale according
to its mean value.

360 degree performance appraisal This is a new concept in performance

appraisal, where the feedback is collected from all around the employee, the superior,
the subordinates, the peer group, and the customers.

The evaluation is very

comprehensive in terms of the employees skills, ability, styles, and job related
competencies. This system has the following advantages:
a) Higher validity and reliability of the evaluation.

b) Self evaluation by the employees gets compared with the perception of others.
c) Helps in maximizing employee potential in the face of challenges.

TRENDS IN PERFORMANCE APPRAISAL:

Item
Former Emphasis
Terminology Merit-rating
Purpose
Determining qualification

of

Present Focus
Performance appraisal
wage Development
of
the

increase, promotion, transfer, lay off.

For rank and file workers

individual, improved.
For
managerial

Factors

Personal traits

technical personnel.
Performance results

rates
Techniques

Rating scales with emphasis upon scores

accomplishments.
Mutual goal-setting, critical

Application

and
or

incidents, group, appraisal.

ADVANTAGES OF BARS

Ratings are likely to be accurate because these are done by experts.

The method is more reliable and valid as it is job specific and identified observable and
measurable behaviour.

Ratings are likely to be more acceptable due to employee participation.

The use of critical incidents is useful in providing feed back to the employee being rated.

Limitations of the bars

It is very time consuming and expensive to develop BARS for every job.

Behaviours used are more activity oriented than result oriented.

Appraisal by results or MBO (Management by Objectives) The concept of management by

objectives was developed by Peter Drucker in 1954. Since, then MBO has become an effective
and operational technique of performance appraisal and a powerful philosophy of managing.
MBO has been defined as a process whereby the superior and subordinate
managers of an organization jointly identify its common goal, define each individuals major
areas of responsibility in terms of results expected of him and use these measures as guides for
operating the unit and assessing the contributions of each its members. In other words, MBO
involves appraisal of performance against clear, time bound and mutually agreed job goals.
PROCESS OF MBO

Set organization goals Goals of the organization in key areas of performance are laid
down. These goals are defined in clear, precise and measurable terms. A thorough
analysis of internal and external environment of the organization is made to set these
goals.

Defining performance targets On the basis of organizational goals, performance

standards for each employee are defined.

Every subordinate writes down his own

performance goals, which are work related, and career oriented. His manager also writes
down the goals he thinks the subordinate should strive for. The two then discuss them,
reach an agreement and put the agreed goals in writing. Thus, employees at all levels are
involved in goal setting. The goals are periodically reviewed and revised to keep them
flexible and up to date.

Performance review Frequent performance review, meetings between manager and

subordinates are held. In these meetings progress is assessed, weaknesses and constraints
are identified and steps to be taken to improve performance are decided. Subordinates
actively participate in this process. This leads to self control by the employees.

Feed back After every performance review feedback on performance is communicated

to the employee so that he can regulate and improve upon his own performance. On the
basis of performance review rewards are decided. New goals and performance targets are
determined for the next period

ADVANTAGES

 Ends means chain

Role clarify
Objective appraisal
Motivation and commitment
Management development
Co-ordination
LIMITATIONS
Difficulty in goal setting
Problem of participation
Lack of understanding
Time consuming and expensive
Inflexibility
SHORT COMINGS OF PERFORMANCE APPRAISAL
The ideal approach to performance evaluation is that in which the evaluator is
free from personal biases, prejudices, and idiosyncrasies. This is because when an evaluation is
objective, it minimizes the dysfunctional behavioral of the evaluator, which may be detrimental
to the achievement of organizational goals. The factors which impede objective evaluations are:

The halo effect The halo effect is a tendency to let the assessment of an individual one
trait influence the evaluation of that person on other specific traits. There is this effect
in appraisal when the appraiser assigns the same rating to all traits regardless of an
employees actual performance on these traits. The halo effect refers to the tendency to
rte an individual consistently high or low or average on the various traits, depending upon
whether the raters overall impression of the individual is favourable or not. This means
that the halo effect allows one characteristic, or occurrence (either good or bad) to
Influence the rating of all performance factors.
alleviated by:

Providing a training programme to the evaluators.

The halo effect

problem can be

Restructuring the questions by requiring the evaluator to consider each question in

dependently.

Leniency or strictness tendency - Every evaluator has his own value system which acts
as a standard against which he makes his appraisals. Relative to the true or actual
performance an individual exhibits, some supervisors have a tendency to be liberal in
their rating, that is they consistently assign high values to their employees, while at
other times they may have a tendency to assign consistently low rating.

The former

tendency is known as positive leniency error while the latter as negative leniency
error. Both these trends usually arise from varying standards of performance observed
by supervisors and from different interpretations of what they evaluate in employee
performance. The tendency can be avoided by holding meeting or training sessions for
raters so that they may understand what is required of them in rating.

The central tendency problem - It is the most commonly found error. It assigns
average ratings to all the employees with a view to avoiding commitment or
involvement; or when the rater is in doubt or has inadequate information or lack of
knowledge about the behaviour of the employee, or when he does not have much time at
his disposal. The ranking tools discussed earlier are aimed at avoiding this problem.

Similarity error This type of error occurs when the evaluator rates other people in t he
same way he perceives himself.

This error also washes out if the same evaluator

appraises all the people in the organization.

Miscellaneous biases Bias against employees on ground of sex, race, religion or

position is also a common error in rating. For example, a higher rating may be given to a
senior employee. The rater may also be influenced by organizational influence and give
higher rating to those holding higher positions.

Social differentiation Rating is sometimes impeded by the evaluators style of

behaviour. Pious has classified raters as high differentiations that is using most of the
scale; or low differentiators that is, using a limited range of the scale.

Low

differentiators tend to ignore or suppress differences, perceiving the universe as more

uniform than it really is high differentiators, on the other hand, tend to utilise all
available information to the utmost extent and thus are better able to perceptually deny

anomalies and contradictions than low differentiators. A social differentiation makes

evaluation using trait criteria unreliable.
STEPS FOR MAKING APPRAISAL SUCCESSFUL

Existence of an atmosphere of confidence and trust.

The results of performance rather than personality traits should be given due weight.

The supervisor should analyze the strengths and weaknesses of employee and advise
him.

T he appraisal programmes should be less time consuming and less costly.

T he results of appraisal should be immediately communicated to the employee.

A post appraisal interview should be arranged.

Training can be used to improve the standards of performance appraisal.

The right appraisal tools should be chosen to minimize arising problem.

NEED FOR THE STUDY

Provide information about the performance ranks based on which decisions

regarding salary fixation, confirmation promotion, transfers, and demotions
Are taken.

Provide feedback information about the level achievement and behavior of subordinates. This information helps to review the performance of rectifying
performance deficiencies and to set new standards of work, if necessary.

Provide information which helps to counsel the sub-ordinates.

Provide information to diagnose deficiency in employees.

Provide information for correcting placement.

T o prevent grievances and in disciplinary activities.

OBJECTIVES

The following are the specific objectives of the present study. To study the
performance appraisal system history and their activities in BHARGAVE RUBBER
PRIVATE LTD.

To study and assess the executive performance system and its effectiveness.

To analyze the drive towards quality that is integrated into executive performance
appraisal.

To assess the training and development needs of employees.

To identify and suggest measures to improve effectiveness specifically from quality

perspective.

To effect promotion based on competence and performance.

Scope of the study

The present study is made to analyze the performance appraisal human resource
management Of Bargave Rubber Private Ltd. Its aim is to analyze the efficiency and

employee work of the Bargave Rubber Private Ltd.

This study focuses on analyzing the performance appraisal through schedule of change in
old ideas, ratio analysis. This study can be useful to the Bargave rubber private ltd, to
evaluate their

RESEARCH METHODOLOGY

Research can be defined as the search for knowledge or as

any systematic investigation with an open mind, to establish
novel facts, usually using a synthetic method. It consists of the
different steps that are generally adopted by the researcher to
the study his research problem along with logic behind them. It is
necessary to the researcher to develop certain tests.
RESEARCH DESIGN

Research design is the plan, structure to answer whom, when, where and how the subject
is under investigation. Here plan is an outline of the research scheme & which the researcher has
to work. The structure of the research is a more specific outline and the strategy out,
specifying the methods to be used in the connection & analysis of the data.
DESCRIPTIVE RESEARCH DESIGN
Descriptive researches are those which are concerned with describing the characteristics
of a individual or group.
It is the scientific method which involves observing and describing the behavior of a subject
without influencing it

in anyway. In this project descriptive research design is used as the

educational research and

experiences contain many variables that cannot be realistically

controlled.

METHOD OF SURVEY
Sampling Survey is used in this study.
TYPES OF SAMPLING

Probability sampling has been used in this study.

Sampling means the method of selecting a sample from a given universe with a view to draw
conclusions about the universe. Sample means representative of universe selected for the study.
Sampling is a process of un its (e.g. People) from a population of the interest Sampling method is
divided into 2 types 1) Probability Method 2) Non Probability Method.
SAMPLING TECHNIQUE

Systematic random sampling g has been used in this study.

A method of choosing a random sample from among a larger population. The process of
systematic sampling typically involves first selecting a fixed starting point in the larger
population and then obtaining subsequent observations by using a constant interval
between samples taken.

NUMBER OF RESPONDENTS
50 respondents are used in this research
DATA COLLECTION
Questionnaire is used in this study. It is a close ended questionnaire with clear set of
questions.
DATA
Primary data
Secondary data
DATA COLLECTION
Primary data: Primary data was collected through questionnaire and interview method
Secondary data: Secondary data was collected through management books and web
Sites

INDUSTRY PROFILE
Abstract
The production of rubber and rubber products is a large and diverse industry.
Natural Rubber, obtained from plantation in Africa and Asia, accounts for only about 25% of the
rubber used in industry. Synthetic alternatives, developed during World War II, are the primary
sources of raw materials today. Health hazards in synthetic rubber production are primary related
to exposure to monomers. An excess incidence of leukemia has been observed in
styrene/butadiene rubber production, attributed to exposure to 1, 3-butadience. Excesses of
cancer and respiratory disease have been reported, although specific causative agents are rarely
identified.
Exposures have varied greatly over the years, based on change in materials used,
Work practices, and ventilation. In modern industry, exposures to noise, skin and respiratory
irritants, and ergonomic stressors remain important. The tire industry, in particular, has been
studied extensively over the past 50 years.

PROFILE
Rubber and rubber products, rubber based industries, natural rubber, synthetic
rubber, tyre, tire, rubber chemicals, industrial rubber products, rubber for automobiles, extruded
rubber, medical, adhesives & sealant, belt, footwear, gloves, injection parts
The world production of rubber was considered to be very unstable during the last few years.
Comparatively, Indias production of rubber is consistent at the rate of 6% per annum. The
RUBBER INDUSTRY IN INDIA is growing with its roots deeper. India is the 3rd largest
consumer, while the largest producer of natural rubber in the world. The growth of rubber India
plays a significant role in the global economy. These factors along with high growth of
automobile production with many large many and medium industries have made india one of the
fastest growing economy globally.

Rubber production in India

India is the third largest producer of rubber in the world.

It is the fourth largest consumer of natural rubber.
It is the fifth largest consumer of natural rubber and synthetic rubber together

in the world.
India is the worlds largest manufacturer of reclaim rubber

India and china are the only two countries of the world which have capacity to
consume the entire indigenous production of natural rubber.
To know more about Indias export opportunities regarding rubber products to have
an idea about global rubber industry, take the rubber industry overview.

Rubber consumption in India

The following industrial sector consume most of the rubber products.

Automotive tyre sector: 50% consumption of all kinds of rubbers

Bicycles tyres and tubes: 15%
Footwear: 6%
Belts and hoses: 6%
Camelback and latex products: 7%
Other products:10%

Indian Rubber Market

Indias production varies between 6 and 7 lakh tons annually which amounts
to Rs. 3000 cores. Seventy percent of the total rubber production in India is in the form of
Ribbed smoked sheets (RSS). This is also imported by India accounting for 45% of the total
import of rubber. The Indian rubber industry has turnover of Rs 12000 cores. Most of the rubber
production is consumed by the trye industry which is almost 52% of the total production of
India. Among the states, Kerala is the leading consumer of rubber, followed by Punjab and
Maharashtra. The exports of Indian rubber have increased tremendously over the years and have
reached 76000 tons in 2003-04. Though, India is one of the leading producers of rubber but it
still imports rubber from other countries. At present, India is importing around 50000 tons of
rubber annually. Manufactures insists upon rigid specification for tyre uniformity particularly in
the passenger car and jeep and, to a growing extent, for the truck rangers. There is very good
scope for new investment in automobile tyre for trucks, buses & Lorries. This is good project for
new investment.

Rubber compounding for automobile industry

Rubber going to various rubber compounding ingredients as applied
in the rubber industry in detail, we would like to clarify the term compounding as applied in the
rubber technology. it is used for making in tyres, tubes, O-ring etc. India is already the fourth
largest passenger vehicle market in Asia, the fourth largest tractor market in the world and the
fifth largest commercial market in the world. In is also the largest three wheeler markets in the
world and the second largest two wheeler markets. The Indian automobile sector is expected to
grow by over ten percent per annum in the next four to five years driven by the growing demand
for movement of both men and material by road. There is a good scope for new investment .

Rubber gaskets
There is competitive growth of rubber gaskets in market. Gasket should be
smooth, inert towards water and normal chemical physically strong and should not be corrosive.
It is mainly used between the pipelines to make leak proof alignment or joint. It has been found
that the growth rate of rubber gasket for water pipelines, automobiles etc. are likely 5%,

which is already covered by the existing units. Thus new entrepreneur can inter & services
only if he take care about good quality of product.

Rubber reclamation
Reclaimed rubber is manufactured out of discarded tyres and tubes and
other wastes of rubber products. A fully reclaimed rubber is completely soluble in benzene and
its molecular weight is also reduced. If helps in great cost reduction without affecting quality
requirement of the product. India exported around 1000 tones of reclaimed rubber during last ten
years. On the basis of 7% growth rate the esteemed demand for reclaimed rubber is likely t go up
to 1,47,879 tones by 2006 AD. There is a good scope new entrepreneur.

COMPANY PROFILE
Bhargave rubber pvt ltd
Bhargave Rubber Pvt Ltd is an ISO 9001-2008 / TS 16949-2009
Certified reputed unit engaged in the manufacture of Industrial and Automobile Oil seals & O
Rings under the brand name SPARK Established in 1995, in the temple city, Madurai, South
India, Tamil Nadu, India by a Women Entreprenur.
Bhargaves Products offer positive, trouble free feature that contribute
to more efficient performance and earned credibility and satisfaction from their OEM,
aftermarket and export customers.

MISSION & VISION

To excel in a global environment, Bhargave will supply value added
quality products. Our customers are dealt with high degree of integrity and in a environmentally
friendly responsible manner. Excellence in quality, Delivery, Cost reduction and speed of
response are not statement at Bhargave it is promise, a promise that rules every moment of our
lives.

Quality policy

 We are committed to meet customers requirements on times with

consistent quality at a competitive price also aim to ensure continuous
innovative ideas and total involvement of people.
We follow quality procedure based on ISO-9001-2008, TSI 16949
standard to monitor control on manufacturing process with minimum
rejection and clean focus on customer satisfaction.
Bhargave has laid very high emphasis on quality assurance, customer
focus and continuous cost reduction exercise for the benefit of our
esteemed customers competitive quote in 48hrs based on sample and
drawings.
Sample submission in 3 weeks.

Bulk lot in 4 weeks form sample approval.

Profile
Bhargaves promoter has vast experience in the field of rubber products, having
worked with multinational companies and acquired technical and commercial knowledge and
expertise.
Bhargave has two sister concerns located at Madurai engaged in the manufacture of
oil seals and O rings. Bhargave has required infrastructure and technical knowhow to produce oil
seals/O rings with superior consistent quality.
Bhargave facilities include compression molding presses, vacuum molding
presses, auto vertical trimming machines, finishing motors, rubber mixing mills, extruder, centre
lathes, centreless grinding machines and testing facilities viz. tensile and elongation (UTM) ,
specific gravity (densi meter), rheometer (MDR), Moony viscometer,
Hardness tester, profile projector (10 X), Electrical furnace, oven, test Rig (for
performance test), and all other related instruments for dimensional measurement.

Facilities
Trimming facilities

Lab facilities

Raw material and finished goods stores

TABLE 3.1
GENDER WISE CLASSIFACATION
PARTICULAR
Male
Female
Total

NO OF RESPONDENTS
40
10
50

PERCENTAGE
80
20
100

INFERENCE
From the above table No.1 shows that most of the respondents male (80), and female (20).

FIGURE 3.1
GENDER WISE CLASSIFACATION
90
80
70
60
50
Female

40
30
20
10
0
Male

Female

TABLE 3.2
EMPLOYEES AGE STATEMENT
PARTICULAR
Below 18
19 28
29 -38
39 46
Total

NO OF RESPONDENTS
5
15
20
10
50

PERCENTAGE
10
30
40
20
100

INFERENCE
From the above table No.2 shows that most of the respondents are Below -18 (10), 19 28
(30), 29 -38 (40), and 39 46 (20).

FIGURE 3.2
EMPLOYEES AGE STATEMENT

45
40
35
30
25
39 - 46

20
15
10
5
0
Below - 18

19 - 28

29 - 38

39 - 46

TABLE 3.3
INCOME STATEMENT
PARTICULAR
5000 - 10500
10501 - 15000
15001 - 22500
Total

NO OF RESPONDENTS
15
20
15
50

PERCENTAGE
30
40
30
100

INFERENCE
From the above table No.3 shows that most of the respondents 5000 10500 (30), 10501
15000 (40), and 15001 22500 (30).

FIGURE 3.3
INCOME STATEMENT

45
40
35
30
25
15001 - 225000

20
15
10
5
0
5OOO -10500

10501 -15000

15001 - 22500

TABLE 3.4
EDUCATION QUALIFICATION
PARTICULAR
SSLC
U.G
P.G
DIPLOMA
Total

NO OF RESPONDENTS
5
15
10
20
50

PERCENTAGE
10
30
20
40
100

INFERENCE
From the above table No.2 shows that most of the respondents SSLC (10), U.G (30), P.G
(20), and DIPLOMA (40).

FIGURE 3.4
EDUCATION QUALIFICATION

45
40
35
30
25
sslc

20
15
10
5
0
SSLC

U.G

P.G

DIPLOMA

TABLE 3.5
IN YOUR OPINION PERFORMANCE APPRAISAL

PARTICULAR
Evaluation of employees
Promotion of employees
Job satisfaction of employee
Motivation
Total

NO OF

PERCENTAGE

RESPONDENTS
10
20
12
8
50

20
40
24
16
100

INFERENCE
From the above table No.4.1 shows that most of the respondents are promotion employees
(40), job satisfaction employee (24) evaluation of employees (20) and motivation (16).

Sa
t
is f
ac
tio
n

ee
s

ot

al

tio

NO OF RESPONDENTS

To
t

iv
a

ee

ee

Em
pl
oy

Em
pl
oy

of

of

Em
pl
oy

io
n

of

Pr
om
ot

lu
at
io

100
90
80
70
60
50
40
30
20
10
0

Jo
b

Ev
a

FIGURE 3.5

percentage

TABLE 3.6
METHOD OF PERFORMANCE APPRAISAL IMPLEMENTED IN THE
ORGANIZATION
PARTICULAR
Merit
Grading
Other
Total

NO OF

PERCENTAGE

RESPONDENTS
17
25
8
50

34
50
16
100

INFERENCE
From the above table No.4.2 shows that most of the respondents are Grading (50%), Merit
(34 %) and other (16 %).

FIGURE 3.6

100
90
80
70
60

NO OF RESPONDENTS
percentage

50
40
30
20
10
0

Merit

Grading

Other

Total

TABLE 3.7
FROM HOW MANY YEARS YOU ARE WORKING WITH THIS ORGANIZATION

PARTICULAR
0-5 years
5-10 years
10 to 15 years
More than 15 years
Total

NO OF

PERCENTAGE

RESPONDENTS
20
10
20
0
50

40
20
40
0
100

INFERENCE
From the above table No.4.3 shows that most of the respondents are 0-5 years (40%), 1015 years (40 %) and 5-10 years (20 %).

FIGURE 3.7

100
90
80
70
60
50
40
30
20
10
0

NO OF RESPONDENTS

To
ta
l

Ye
ar
15
to
10

05

Ye
ar

percentage

TABLE 3.8
APPRAISAL IS MADE IN THE ORGANIZATION

PARTICULAR
Monthly
Quarterly
Yearly
Others
Total

NO OF

PERCENTAGE

RESPONDENTS
30
15
3
2
50

60
30
6
4
100

INFERENCE
From the above table No.4.4 shows that most of the respondents are monthly (60%),
quarterly (30 %) yearly (6%) and others (4).

FIGURE 3.8

100
90
80
70
60
50
40

NO OF RESPONDENTS

30

percentage

20
10

To
ta
l

s
th
er
O

ly
Ye
ar

M
on
th
ly
Q
ua
rte
rly

TABLE 3.9

OBJECTIVE OF PERFORMANCE APPRAISAL? PROMOTION

PARTICULAR

NO OF

PERCENTAGE

Assessing training and development

RESPONDENTS
12

24

14
24
50

28
48
100

needs
Pay rise
Others
Total

INFERENCE
From the above table No.4.5 shows that most of the respondents are others (48%), pay
rise (28 %) and assessing training and development needs (24%).

FIGURE 3.9

100
90
80
70
60
50
40
30
20
10
0

Assessing training and development needs

NO OF RESPONDENTS

TABLE 3.10

Others
percentage

THERE ANY CONFLICT ARISE BETWEEN EMPLOYEES AFTER PERFORMANCE

APPRAISAL IS MADE
PARTICULAR
Often
Sometimes
Never
Frequently
Total

NO OF

PERCENTAGE

RESPONDENTS
21
13
6
10
50

42
26
12
20
100

INFERENCE
From the above table No.4.6 shows that most of the respondents are often (42%),
sometime (26 %) frequently (20%) and never (12%).

FIGURE 3.10

100
90
80
70
60
50

NO OF RESPONDENTS

40

percentage

30
20
10

To
ta
l

ev
er
N

f te

TABLE 3.11

RATES THE PERFORMANCES

PARTICULAR
Superiors
Subordinates
Clients
All
Total

NO OF

PERCENTAGE

RESPONDENTS
14
13
18
5
50

28
26
36
10
100

INFERENCE
From the above table No.4.7 shows that most of the respondents are clients (36%),
superior (28 %), subordinate (26%) and all (10%).

FIGURE 3.11

NO OF RESPONDENTS

To
ta
l

Al
l

percentage

Cl
ie
nt
s

Su
pe
rio
Su
rs
bo
rd
in
at
es

100
90
80
70
60
50
40
30
20
10
0

TABLE 3.12

BASIS PERFORMANCE APPRAISAL IS MADE

PARTICULAR
Total output
Behavioural efficiency
Both
Total

NO OF

PERCENTAGE

RESPONDENTS
38
12
0
50

76
24
0
100

INFERENCE
From the above table No.4.8 shows that most of the respondents are total output (76%)
and behavioural efficiency (24 %).

FIGURE 3.12

100
90
80
70
60
50
40
30
20
10
0

NO OF RESPONDENTS

Bo
th

To
ta
l

ou
tp
ut

percentage

TABLE 3.12.1

IF YES, FROM WHEN

PARTICULAR
Recently
More than one year
Less than one year
Total

NO OF

PERCENTAGE

RESPONDENTS
18
12
20
50

36
24
40
100

INFERENCE
From the above table No.4.8 (a) shows that most of the respondents are less than one year
(40%), recently (36%) and more than one year (24%).

FIGURE 3.12.1

100
90
80
70
60
50
40
30
20
10
0

NO OF RESPONDENTS

Le
s

st
ha
n

Re

on
e

ce

ye
a

nt
ly

percentage

TABLE 3.12.2
IF YES, HOW IS IT

PARTICULAR
Positive
Negative
Both
Total

NO OF

PERCENTAGE

RESPONDENTS
28
12
10
50

56
24
20
100

INFERENCE
From the above table No.4.8 (b) shows that most of the respondents are positive (56%),
negative (24 %) and both (20%).

FIGURE 3.12.2

100
90
80
70
60
50

NO OF RESPONDENTS

40

percentage

30
20
10
0

Positive Negative

Both

Total

TABLE 3.13

THE APPRAISAL PROCESS

PARTICULAR
Once during the service period
Continuous
Never
Cant say
Total

NO OF

PERCENTAGE

RESPONDENTS
22
10
8
10
50

44
20
16
20
100

INFERENCE
From the above table No.4.9 shows that most of the respondents are once during the
services (44%), continuous (20 %) cant say (20%) and never (16%).

FIGURE 3.13

O
nc
e

du
rin
g

th
e

Sa
y

NO OF RESPONDENTS
Ca
n
t

se
rv
ic
e

pe
rio
d

100
90
80
70
60
50
40
30
20
10
0

percentage

TABLE 3.14
WHAT IN YOUR OPINION SHOULD BE THE TIME PERIOD OF CONDUCTING
CONTINUOUS

APPRAISAL

PARTICULAR
Quarterly
Half yearly
Yearly
Total

NO OF

PERCENTAGE

RESPONDENTS
27
12
11
50

54
24
22
100

INFERENCE
From the above table No.4.10 shows that most of the respondents are quarterly (54%),
half yearly (24 %) and yearly (22%).

FIGURE 3.14

100
90
80
70
60
50
40
30
20
10
0

NO OF RESPONDENTS

To
ta
l

Ye
ar
ly

H
al
fY
ea
rly

Q
ua
rt
er
ly

percentage

TABLE 3.15
APPRAISAL SYSTEM HELPS IN POLISHING THE SKILLS OR PERFORMANCE
AREA
PARTICULAR
Yes
No
Somewhat
Total

NO OF

PERCENTAGE

RESPONDENTS
45
5
0
50

90
10
0
100

INFERENCE
From the above table No.4.11 shows that most of the respondents are yes (90%), no (10
%).

FIGURE 3.15

NO OF RESPONDENTS
50
45
40
35
30
25
20
15
10
5
0

NO OF RESPONDENTS

Yes

No

Somewhat Total

TABLE 3.16
HAVE YOU BEEN APPRAISED IN YOUR CAREER
PARTICULAR
2 times
> 2 times
Not appraised
Total

NO OF

PERCENTAGE

RESPONDENTS
30
10
10
50

60
20
20
100

INFERENCE
From the above table No.4.12 shows that most of the respondents are 2 times (60%), > 2
times (20 %) and not appraised (20%).

FIGURE 3.16

100
90
80
70
60
50
40
30
20
10
0

NO OF RESPONDENTS

To
ta
l

es
ot
Ap
pr
ai
se
d
N

Tim
2
>

tim

es

percentage

TABLE 3.17

PERFORMANCE APPRAISAL IS HAVING A DIRECT LINKAGE WITH TRAINING

AND DEVELOPMENT
PARTICULAR
Fully
Partly
Not at all
Total

NO OF

PERCENTAGE

RESPONDENTS
12
15
23
50

24
30
46
100

INFERENCE
From the above table No.4.13 shows that most of the respondents are not at all (46%), partly
(30 %) and fully (20%).

FIGURE 3.17

100
90
80
70
60
50

NO OF RESPONDENTS

40

percentage

30
20
10
0
Fully

Partly Not at all

Total

TABLE 3.18

NECESSITY TO MAINTAIN CONFIDENTIALITY IN APPRAISAL SYSTEM

PARTICULAR
Necessary
Necessary to an extent
Not at all necessary
Total

NO OF

PERCENTAGE

RESPONDENTS
18
12
20
50

36
24
40
100

INFERENCE
From the above table No.4.14 shows that most of the respondents are not at all necessary
(40%), necessary (36%), necessary to an extent (20%).

FIGURE 3.18

N
ar
y

To
ta
l

ec
es
sa
ry
to
an
ex
N
ot
te
nt
at
al
ln
ec
es
sa
ry

ec
es
s

100
90
80
70
60
50
40
30
20
10
0
NO OF RESPONDENTS

percentage

TABLE 3.19
EMPLOYEE

NEEDS

SALARY AND INCENTIVE

BETTER PACKAGE

TO

PERFORM

BETTER

PARTICULAR

NO

OF PERCENTAGE

Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total

RESPONDENTS
10
25
5
2
8
50

20
50
10
4
16
100

INFERENCE
From the above table No.4.15 shows that most of the respondents are agree (50%),
strongly agree (20 %), strongly disagree (16%) neutral (10%) and disagree (4%).

FIGURE 3.19

NO OF RESPONDENTS
percentage

D
is
ag
re
e

St
ro
ng
ly

Ag
re
e

100
90
80
70
60
50
40
30
20
10
0

TABLE 3.20

INCREMENT IN YOUR SALARY AFTER PERFORMANCE APPRAISAL

PARTICULAR
Yes
No
Total

NO OF

PERCENTAGE

RESPONDENTS
36
14
50

72
28
100

INFERENCE
From the above table No.4.16 shows that most of the respondents are yes (72%),
No (28 %).

FIGURE 3.20

100
90
80
70
60
NO OF RESPONDENTS

50

percentage

40
30
20
10
0
Yes

No

Total

TABLE 3.21
PERFORMANCE APPRAISAL HELPS PEOPLE SET AND ACHIEVE MEANINGFUL
GOALS
PARTICULAR
Yes
No
Total

NO OF

PERCENTAGE

RESPONDENTS
50
0
50

100
0
100

INFERENCE
From the above table No.4.17 shows that most of the respondents are yes(100%).

FIGURE 3.21

100
90
80
70
60
NO OF RESPONDENTS

50

percentage

40
30
20
10
0
Yes

No

Total

TABLE 3.22

PERFORMANCE APPRAISAL SYSTEM WILL HELP IN EVOKING EMPLOYEES

COMMITMENT TO WORK
PARTICULAR
Yes
No
Total

NO OF

PERCENTAGE

RESPONDENTS
28
22
50

56
44
100

INFERENCE
From the above table No.4.18 shows that most of the respondents are yes ( 56%) and no
(44%).

FIGURE 3.22

100
90
80
70
60
NO OF RESPONDENTS

50

percentage

40
30
20
10
0
Yes

No

Total

TABLE 3.23
OPINION SHOULD APPRAISE THE EMPLOYEE
PARTICULAR
Superior
Peer
Subordinates
Self appraisal
Consultant
All of the above
Total

NO OF

PERCENTAGE

RESPONDENTS
8
15
21
6
0
0
50

16
30
42
12
0
0
100

INFERENCE
From the above table No.4.19 shows that most of the respondents are subordinates (42%),
peer (30 %), superior (16%) and self appraisal (12%).

FIGURE 3.23

100
90
80
70
60
50
40
30
20
10
0

NO OF RESPONDENTS

To
ta
l

Co
ns
ul
ta
nt

Su
bo
rd
in
at
es

Su
pe
rio
r

percentage

TABLE 3.24

PERSONAL BIAS CREEPS IN WHILE APPRAISING AN INDIVIDUAL

PARTICULAR
Yes
No
Total

NO OF

PERCENTAGE

RESPONDENTS
34
16
50

68
32
100

INFERENCE
From the above table No.4.20 shows that most of the respondents are yes (68%), no
(32%).

FIGURE 3.24

100
90
80
70
60
NO OF RESPONDENTS

50

percentage

40
30
20
10
0
Yes

No

Total

TABLE 3.25

CHANCE OR AN OPPORTUNITY WOULD YOU LIKE THAT THE CURRENT

APPRAISAL PROCEDURE SHOULD BE REVIEWED
PARTICULAR
Yes
No
Cant say
Total

NO OF

PERCENTAGE

RESPONDENTS
21
20
9
50

42
40
18
100

INFERENCE
From the above table No.4.21 shows that most of the respondents are yes (42%), no
(40%) and cant say (18%).

FIGURE 3.25

NO OF RESPONDENTS
percentage

Yes

No

Cant Say

Total

TABLE 3.26
PERFORMANCE APPRAISAL LEADS TO IDENTIFICATION OF HIDDEN
POTENTIAL OF THE EMPLOYEES
PARTICULAR
Yes
No
Total

NO OF

PERCENTAGE

RESPONDENTS
34
16
50

68
32
100

INFERENCE
From the above table No.4.22 shows that most of the respondents are yes (68%), no (32%).

FIGURE 3.26

100
90
80
70
60
NO OF RESPONDENTS

50

percentage

40
30
20
10
0
Yes

No

Total

TABLE 3.27

THE PROMOTIONS ARE STRICTLY BASED ON PERFORMANCE APPRAISAL

PROCESS
PARTICULAR
Yes
No
Total

NO OF

PERCENTAGE

RESPONDENTS
44
6
50

88
12
100

INFERENCE
From the above table No.4.23 shows that most of the respondents are yes (88%), no (12%).

FIGURE 3.27

100
90
80
70
60
NO OF RESPONDENTS

50

percentage

40
30
20
10
0
Yes

No

Total

TABLE 3.28

EMPLOYEE NEEDS A BETTER SALARY AND INCENTIVE PACKAGE TO

PERFORM
PARTICULAR
Agree
Neutral
Strongly disagree
Total

BETTER?
NO OF

PERCENTAGE

RESPONDENTS
36
10
4
50

72
20
8
100

INFERENCE
From the above table No.4.24 shows that most of the respondents are agree (72%), neutral
(20%) and strongly disagree (8%).

FIGURE 3.28

percentage
100
90
80
70
60
50
40
30
20
10
0
D
is
ag
re
e
st
ro
ng
ly

Ag
re
e

percentage

TABLE 3.29

PERFORMANCE APPRAISAL CREATES AN EFFECTIVE WORK ENVIRONMENT

AND POSITIVE RELATIONSHIPS
PARTICULAR
Strongly disagree
Disagree
Agree
Strongly agree
Total

NO OF

PERCENTAGE

RESPONDENTS
0
10
11
29
50

0
20
22
58
100

INFERENCE
From the above table No.4.25 shows that most of the respondents are strongly agree (58%),
agree (22%) and disagree (20%).

FIGURE 3.29

100
90
80
70
60
50

NO OF RESPONDENTS

40

percentage

30
20
10
0
Strongly disagree

agree

Total

FINDINGS, SUGGESTIONS, SUMMARY AND CONCLUSIONS

FINDING

Majority of the respondent (40%) promotion of employees opinion performance

appraisal.
Majority of the respondent (50%) granding method implemented in the performance

appraisal is organization.
Majority of the respondent (40%) 10 to 15 years working with this organization.
Majority of the respondent (60%) monthly appraisal is made in the organization.
Majority 0f the respondent (48%) other Promotion objective of performance appraisal.

Majority of the respondent (42%) between employees after performance appraisal.

Majority of the respondent (36%) clients rates the performances

Majority of the respondent (76%) total output performance appraisal.

Majority of the respondent (44%) Once during the service period the appraisal process.

Majority of the respondent (90%) yes appraisal system helps in polishing the skills or
performance area.

SUGGESTIONS

Samples of 50 responds, selected at random from JO to middle level management from

different departments were sought for their opinions on the existing appraisal system.
A survey was conducted (by way of questionnaire and discussion) to find out whether t
he employees are satisfied with the existing system and their opinions on related areas.

SUGGESTIONS FOR A BETTER PERFORMANCE APPRAISAL SYSTEM

For improvement of the performer the appraisal can be conducted quarterly so t

hat better results can be achieved

For better results, Appraisal system should be connected to incentive scheme.

As the appraisal is directly linked to promotion or career progression of an

employee, there should be transparency in discussing the appraisal report.

Objective and fair assessment can induce seriousness towards appraisal and help
increase motivation among employees.

It should be ensured that employees take appraisal system seriously. To achieve

this, they should be given proper awareness on appraisal system. (Especially for
new comers and internally promoted employees).

If areas o f improvements are linked with present year tasks, then we may get
better results.
o For

example, tasks in blast furnace department can be segregated into

three categories, like

Productive tasks,

Safety tasks &

Jo b related tasks.

o Under each category again 5 points should be there. Each employee is

required to fulfill at least 3 points in each category.
Discussion between the appraiser and appraise regarding the appraisal should be transparent and
o pen.

CONCLUTIONS
The findings in this research have showed that it is essential to have an
effective performance appraisal system. The system should be free from bias so that employees
can afford to the chance to get a fair appraisal. It shows that if appraisals are not fair, then an
employee would not be aware of their true performance level. This could affect their opportunity
for advancement in their jobs in the future. It can also affect employees moral as good appraisal
results in motivation of the employees to work even harder. Therefore, inaccurate ratings results
in frustrated employees, inappropriate rewards and punishment.
The findings further suggest that the public service also suffers from some of
the problems associated with performance appraisal. Attention must be paid to improve the
systems in terms of training raters and setting clear goals for the betterment of the employees
and the service in general. This is essential for not only performing at the required levels, but
good service delivery will also not be possible. The only way to determine whether they are
performing at required level is only if the system produces accurate and valid results.

BIBLIOGRAPHY
Sources from book
C.S.Guptha - Human Resource Management,
Sources from net
www.bhargaveindustries.in
www.google.com
http:findarticles.com/p/articles/mi

APPENDIX
A STUDY ON PERFORMANCE APPRAISAL IN BHARGAVE RUBBER
PRIVATE LTD IN MADURAI
PERSONAL DETAILS
Name

: .

Gender

: a) Male

Age

: a) below - 18

Income

: a) 5000 10500

b) Female

Education qualification: a) SSLC

b) 19 - 28

c) 29 - 38 d) 39 - above

b) 10501 15000

b) U.G

c) P.G

c) 15001 -22500
d) DIPLOMA

1. In your Opinion Performance Appraisal is?

a) Evaluation of Employees

b) Promotion of Employees

c) Job Satisfaction of Employees

d) Motivation

2. Which method of performance appraisal is implemented in the organization?

a) Merit

b) Grading

c) Other

3. From how many years you are working with this organization?
a) 0-5 Years

b) 5-10 Years

c) 10 to 15 Years

d) More than 15 Years

4. How frequently appraisal is made in the organization?

a) Monthly

b) Quarterly

c) Yearly

d) Others

5. What is the objective of performance appraisal? Promotion

a) Assessing training and development needs

b) Pay rise c) Others

6. Is there any conflict arise between employees after performance appraisal is made?
a) Often

b) Sometimes

c) Never

d) Frequently

7. Who rates the performances?

a) Superiors

b) Subordinates

c) Clients

d) All

8. On what basis performance appraisal is made?

a) Total output b) Behavioral efficiency c) Both
If yes, from when?
a) Recently

b) More than one year

c) Less than one year

If yes, how is it?

a) Positive

b) Negative

c) Both

9. Should the appraisal process be:

a) Once during the service period

b) Continuous

c) Never

d) Cant Say

10. What in your opinion should be the time period of conducting continuous
a)

Quarterly

b) Half Yearly

c) Yearly

11. Does the appraisal system helps in polishing the skills or performance area?
a) Yes

b) No

c) Somewhat

12. Have you been appraised in Your Career?

a) 2 times

b) > 2 Times

c) Not Appraised

Appraisal?

13. Whether the Performance Appraisal is having a Direct Linkage with Training and
Development?
a) Fully

b) Partly

c) Not at all

14. Is it necessary to maintain CONFIDENTIALITY in Appraisal System?

a) Necessary

b) Necessary to an extent

c) Not at all necessary

15. Do you agree that an Employee needs a better Salary and Incentive
Package to Perform Better?
a) Strongly Agree

b). Agree

c) Neutral

d) Disagree

e) Strongly Disagree

16. Do you receive any increment in your salary after performance Appraisal
a) Yes

b) No

17. Do you think performance appraisal helps people set and achieve meaningful goals.
a) Yes

b) No

18. Does the Performance Appraisal System will help in Evoking

Employees commitment to work?
a) Yes

b) No

19. Who in your opinion should appraise the employee?

a) Superior

b) Peer

c) Subordinates

e) Consultant

f) All of the above

d) Self Appraise

20. Do you think personal bias creeps in while appraising an individual?

a) Yes

b) No

21. If given a chance or an opportunity would you like that the current appraisal procedure
should be reviewed?
a) Yes

b) No

c) Cant Say

22. Does Performance Appraisal leads to identification of hidden potential of the employees?
a) Yes

b) No

23. Does the promotions are strictly based on performance appraisal process?
a) Yes

b) No

24. Do you agree that an employee needs a better salary and incentive package to perform
better?
a) Agree

b) Neutral

c) strongly disagree

25. Performance appraisal creates an effective work environment and positive relationships.
a) Strongly disagree

b) disagree

c) agree

d) Strongly agree