Appaswamy Ocular LTD

INTRODUCTION
Employee performance the term employee performance, which is a concept used in business
and management. Employee performance is the measure of how well an employee fulfills the duties
and responsibilities of their job. It is a combination of a person’s behaviors, skills, abilities, and
knowledge in achieving goals within the role. It gauges how an employee works, so organizations
can use strategies to channel a positive work environment by sharing constructive feedback and
optimizing work performance. Work performance affects the overall quality of work within the
workplace, which in turn directly influences workplace productivity.
The evaluation and management of employee performance play a pivotal role in achieving
organizational objectives, fostering a positive work culture, and ensuring the alignment of individual
contributions with the overall mission and strategies of the company. It involves assessing not only
the quantity of work done but also the quality, timeliness, and adherence to organizational standards.
DEFINITION
According to New Cranny, Smith and Stone (1992), Employee performance is defined as the
combination of affective reactions to the differential perceptions of what he/she wants to receive
compared with what he/she actually receives.
According to Moyes, Shao & Newsome (2008), the employee performance may be described
as how pleased an employee is with his or her position of employment.
According to Spector (1997) defined employee performance, as all the feelings that a given
individual has about his/her job and its various aspects.
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1.1 BROAD AREA OF THE STUDY
Employee performance is a factor in motivation, retention and goal achievement in the place
of work and commitment is a factor that include no excess work load, treating employee with
respect, provide recognition & rewards, fringe benefits and positive management. The purpose of
this topic is to study the employee satisfaction and organizational commitment and to examine the
satisfaction level of staff and its impact on Commitment. This is descriptive and empirical in nature
and purposive sampling technique is used . The study is based on primary data, which has been
collected through structural questionnaire , filled by member stake 50 respondents of has been
selected on random sampling basis percentage method is used for data analysis. According to
findings of this data the employee satisfaction effects commitment of management and staff. Factors
affecting employee performance and commitment are rewards ,stress, leave, benefits and
compensation given to the staff by the management which are important to improve the motivation
level and employee satisfaction.
1.2 DOMAIN OF THE STUDY
A study domain is a specific group within a larger population for which we need separate
statistics. This group could be based on geography, like a region or a major city, or it could be a
particular category of people, such as a major national or ethnic group.
In the context of Human Resources (HR), the HR department is responsible for managing the
organization's most valuable asset: its employees. HR professionals ensure that employees have
everything they need to carry out their daily tasks effectively. They also play a crucial role in
creating a positive work environment that attracts and retains qualified individuals.
Human resources (HR) is the department in a company that is responsible for various tasks,
including finding, recruiting, screening, and training job applicants. Additionally, HR administers
employee benefit programs.
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1.2 NEED OF THE STUDY
 It helps to evaluate the strengths and weaknesses of employees and provide feedback,
recognition, and rewards accordingly.
 It helps to identify the training and development needs of employees and design effective
learning interventions to enhance their skills and competencies.
 It helps to align the goals and expectations of employees with the vision and mission of the
organization and foster a culture of excellence and innovation.
 It helps to motivate and engage employees by creating a work environment that is conducive
to their well-being, growth, and satisfaction.
1.4 SCOPE OF THE STUDY
 There are 200 employees at the moment of which the researcher interviewed 100 employees
across designations from Officers to workers to apprentices
 The limitations and delimitations, which acknowledge the potential weaknesses and
boundaries of the study that may affect its validity and generalizability.
 Examine the impact of training and development programs on employee performance.
1.5 STATEMENT OF PROBLEM
A statement of problem for employee performance is a clear and concise expression of the
gap between the current and the desired state of employee performance, and the possible solutions to
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close that gap. It should include a brief description of the problem, the metric used to measure
employee performance, the location and time frame of the problem, and the size or magnitude of the
problem.
 Measuring Employee Satisfaction: To what extent are our employees satisfied with their
roles, work environment, compensation, and overall job experience.
 Identifying Areas of Improvement: What aspects of our organization need improvement to

enhance employee satisfaction and overall engagement?
1.6 OBJECTIVE OF THE STUDY
 To study the relation between employee performance and organization growth.
 To analyze the levels of employee engagement and motivation, exploring their influence on
performance outcomes and identifying potential areas for improvement
 To assess the anova between participation in training programs and subsequent

improvements in employee performance metrics, such as productivity, skill utilization, and
job satisfaction.
1.7 LIMITATIONS OF THE STUDY
 The choice of data collection methods (e.g., surveys, interviews) may introduce researcher
bias or measurement error.
 The study may not capture long-term trends or changes in the employee performance.
 Limited resources can restrict the scope of the study and the ability to conduct in-depth
analysis.
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2.1 REVIEW OF LITERATURE
Adams, 1966 Adams’ equity theory indicates that an individual can alter his quality and quantity of
work to restore justice when he perceives the outcome/input ratio to be unjust.
Perry and Wise 1990 defined public service motivation as “an individual’s predisposition to
respond to motives grounded primarily or uniquely in public institutions and organizations”.
Greenberg, 1990, it has become a focus of justice researchers. Organizational justice has been
widely accepted that organizational justice contributes to employee performance.
Podsakoff et al., 2000 Transformational leadership has long been associated with employee
behaviors, including task performance and various measures of organizational citizenship behaviors.
Brewer et al. 2000 note, PSM is important not just to motivate but also to produce, improve
management practices, accountability, and trust in a government; making this concept as a one of the
major topics of investigation in public administration. Public service motivation can be characterized
as a reliance on intrinsic over extrinsic rewards. Intrinsic rewards are derived from the satisfaction an
individual receives from performing a task. Public sector employees place a higher value on helping
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others, serving society and the public interest, and performing work that is worthwhile to society
(Houston, 2000).
Schaufeli et al., 2002 Work engagement is defined as a positive, fulfilling, work-related state of
mind that is characterized by vigor, dedication, and absorption.
Rich et al., 2010 Work engagement represents a commonality among physical, emotional, and
cognitive energies that individuals bring to their work role. In this sense, work engagement is more
than just the investment of a single aspect of the self. It represents the investment of multiple
dimensions (physical, emotional, and cognitive), leading to the simultaneous and holistic experience.
Macey and Schneider, 2008 Rich et al., 2010 Work engagement has become a well-known
construct to both researchers and practitioners. An emerging body of research is beginning to
converge around a common conceptualization of work engagement as connoting high levels of
personal investment in the work tasks performed on a job.
De Cremer et al., 2007 This type of justice reflects the degree to which people feel that they are
treated with respect and dignity by authority figures.
RESEARCH METHODOLOGY
3.1 Research
Research in common parlance refers to a search for knowledge. One can also define research
as a scientific and systematic search for pertinent information on a specific topic. In fact, research is
an art of scientific investigation. Dictionary definition of research is a careful investigation or inquiry
specially through search for new facts in any branch of knowledge. Some people consider research as
a movement from the known to the unknown. It is actually a voyage of discovery. We all possess the
vital instinct of inquisitiveness. When the unknown confronts us, more and more our inquisitiveness
makes us probe and attain understanding of the unknown. This inquisitiveness is the mother of all
knowledge and the method, which one employs for obtaining the knowledge of whatever the
unknown, can be termed as research
3.2 Research methodology
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Research methods falling in the above stated last two groups are generally taken as the
analytical tools of research. At times, a distinction is also made between research techniques and
research methods. Research techniques refer to the behaviour and instruments we use in performing
research operations such as making observations, recording data, techniques of processing data and
the like.
3.3 RESEARCH DESIGN
The Research design refers to overall strategy and analytical approach that you have chosen
in order to integreate in a coherent and logical way, the different component of study thus ensuring
that research problem will be thoroughly investigated.( De vaus DA Research design in social
research) 2001.
3.3.1 DESCRIPTIVE RESEARCH DESIGN
Descriptive Research design is the type of Research design that aim to systematically obtain
the information describe a Phenomenon ,situation or Population. More specifically it helps the
answer for what,when,where and how questions regarding the research problem rather than the Why
3.4 SOURCE OF DATA
Data source can include the data that are already collected and data that will be collected
during the study. Data source can be used to describe the different data collection method and
tools.The information which is collected from internal sources are called Primary data and the
information which is collected from outside sources are called Secondary data
3.4.1 PRIMARY DATA
Primary data collected through questionnaire, which constituted only closed ended questions,
sufficient helps been provided to the respondents wherever they found it different to will the
question. Primary data is one which an investigator collect for the first time for a particular purpose
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3.4.2 SECONDARY DATA
Secondary data is a data that has already been collected through Primary sources and made
readily available for researcher to use for their own research. It is type of data that has already
collected in the past
3.5 POPULATION
A population is the entire group that you want to draw conclusions about In research, a
population doesn't always refer to people
3.6 SAMPLE DESIGN
A sampling design is definite plan for obtaining a sample from the given population. It refers
to the techniques or the procedures the researcher would adopt in selecting items for the sample.
3.6.1 CONVENIENT SAMPLING
Convenience sampling is a type of non- probability sampling that involves the sample being
the part of the population that is close to hand.
3.6.2 SAMPLING UNIT
A decision has to be taken concerning a sampling unit before selecting sample. Sampling unit
may be a geographical one such as state, district, village, etc., or a construction unit such as house,
flat, etc., or it may be a social unit such as family, club, school, etc., or it may be an individual. The
researcher will have to decide one or more of such units that he has to select for his study.
3.6.2 Sampling Unit
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100 samples are collected from the Appaswamy Ocular Ltd Pvt.
3.6.3 Sampling Frame
A sampling frame is a researcher’s list or device to specify the population of interest. It’s a
group of components that a researcher can use to select a sample from the population.
3.6.4 Sample Unit
The sample size of consist of 100 employees of Appaswamy Ocular Limited.
3.7 Data Collection Tool
3.7.1 Questionnaire
The questionnaire is a way for me to get feedback from you about our conversation. It helps
me improve my skills and learn from your preferences. It consists of a few questions that you can
answer on a scale 1 to 5, where 1 is the lowest and 5 is the heights. Would you like to take the
questionnaire.
3.7.2 Validity and Reliability
Validity and reliability are two important concepts in research that measure the quality and
accuracy of the data and methods used. Validity refers to how well a method or test measures what it
is supposed to measure, while reliability refers to how consistent and stable a method or test is. Both
validity and reliability are essential for ensuring trustworthy and credible research outcomes.
3.8 Statistical Tools
The following tools and techniques have been used for the statistical analysis.
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 Percentage Analysis
3.8.1 Percentage Method
Simple percentage analysis it refers to a special kind of rates, percentage are used in making
comparison between two or more series of data. Percent simply means “Per hundred” and the symbol
used to express percentage is %. One percent (or 1%) is one hundredth of the total is calculated
between two numbers, the same basic calculations are used.
Formula
No. of respondents
Percentage= X 100
Total No . of respondents
3.8.2 ANOVA
The anova method is a statistical technique that can be used to test whether there is a
significant difference or relationship between two or more categorical variables. A categorical
variable is one that can take only a few specific values, such as gender, color, or species.
4.1 COMPANY PROFILE
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Appasamy Ocular Devices Private Limited is an unlisted private company incorporated on
28 April, 1995. It is classified as a private limited company and is located in Madras-600106,
Tamil Nadu. It's authorized share capital is INR 49.00 lac and the total paid-up capital is INR
40.00 lac.
Appasamy Ocular Device’s operating revenues range is INR 1 cr - 100 cr for the
financial year ending on 31 March, 2021. It's EBITDA has increased by 353.75 % over the
previous year. At the same time, it's book networth has decreased by -5.61 %. Other performance
and liquidity ratios are available here.
Description: The company is a manufacturer and distributor of ophthalmic equipment such

as surgical instruments, equipments, intraocular lens etc.
Products & Services: Surgical Instruments, Equipments, Intraocular Lens,

Pharmaceuticals,etc.
The current status of Appasamy Ocular Devices Private Limited is - Active. The last
reported AGM (Annual General Meeting) of Appasamy Ocular Devices Private Limited, per our
records, was held on 30 September, 2022. Appasamy Ocular Devices Private Limited has six
directors - Ravilla Kasthuri Narayanasamy, Alagarsamy Ramamoorthy, and others.
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Company Name Appaswamy Ocular Limited
Date of Incorporation 28 Apr, 1995
Status Active
Company Category Company limited by Shares
Company Sub-category Non-govt company
Company Class Private
Authorized Capital 49.0 lakhs
Paid-up Capital 40.0 lakhs
Paid-up Capital % 81.63265
Registrar Office City Chennai
Registration Number 31170
Listing Status Unlisted
AGM last held on 30 Sep, 2017
Balance Sheet last updated on 31 Sep, 2017
4.2 INDUSTRY PROFILE
 The only constant in today’s industrial manufacturing environment is disruption.

Disruption from new tech-based entrants, decoupling of the global supply chain, changing
consumer preferences, new distribution models, pivot towards environment, health and
safety issues and pressures related to non-financial reporting (ESG disclosures) are
continuously reshaping the industry. However, with disruption comes the opportunity to
innovate, particularly within the major industries in India.
 To stay competitive, organisations must be able to integrate new resilient business models
and technologies to accelerate and adapt. All the while, addressing critical risk, tax and
assurance issues across the globe. PwC collaborates with industrial product companies to
help tackle today’s challenges and find new ways to create value and realise the vision for
tomorrow. Our solutions, which are human-centered and tech-powered, help to build trust
and deliver sustained outcomes.
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4.3 PRODUCT PROFILE
 Optical Lenses
 Bimpost eye drop
 Ophyhalmic Instruments
Optical Lenses
Lenses are used in laser systems to focus, collimate, or expand laser beams for various
applications, including cutting, welding, and medical procedures.
Bimpost Eye Drop

Bimatoprost is used to treat high pressure inside the eye due to glaucoma (open-angle type) or
other eye diseases (such as ocular hypertension). Lowering high pressure inside the eye can help
prevent blindness. This medication works by regulating the flow of fluid within the eye to maintain a
normal pressure.
Ophyhalmic Instruments
An ophthalmoscope is a handheld instrument used to examine the inside of the eye, including the retina, optic
nerve, and blood vessels. It helps in diagnosing conditions like diabetic retinopathy, macular degeneration, and
glaucoma.
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5.1 TABLE: Respondent based on age
AGE
OPTION RESPONDENT PERCENT
ABOVE 25 10 20%
25-30 15 30%
30-40 15 30%
40-50 8 16%
ABOVE 50 2 4%
TOTAL 50 100%
5.1 CHART: Respondent based on age

35%
30%
25%
20%
15%
10%
5%
0%
ABOVE 25 25-30 30-40 40-50 ABOVE 50
5.1 INTERPRETATON
From the above table and chart 20% of respondent are from above 25, 30% of respondent are
from both the 25-30 & 30-40, 16% of respondent are from 16% and 4% of respondent are form
above 50. and 30% of respondent are maximum from both 25-30 & 30-40. And 4% of respondent are
minimum from above 50.
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5.2 TABLE: Respondent based on gender
GENDER
MALE 25 50%
FEMALE 25 50%
TOTAL 50 100%
5.2 CHART: Respondent based on gender

60%
50%
40%
30%
20%
10%
0%
MALE FEMALE
5.2 INTERPRETATION
From the above table and chart 50% are respondents are from both the options of Male and
Female. And the both of them are equal of 50%.
5.3 TABLE: Respondent based on martial status
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MARTIAL STATUS
MARRIED 16 32%
UNMARRIED 34 68%
TOTAL 50 100%
5.3 CHART: Respondent based on martial status

80%
70%
60%
50%
40%
30%
20%
10%
0%
MARRIED UNMARRIED
5.3 INTERPRETATION
From the above table and chart 32% of respondents are from married option, 68% of
respondents are form unmarried. And 68% of respondent are maximum in married and 32% of
respondent are minimum in unmarried.
5.4 TABLE: Respondent based on qualification
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QUALIFICATION
SSLC 20 40%
HSC 15 30%
UG 5 10%
PG 10 20%
OTHERS 0 0%
TOTAL 50 100%
5.4 CHART: Respondent based on qualification

45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
SSLC HSC UG PG OTHERS
5.4 INTERPRETATION
From the above table and chart 40% of respondent are from SSLC, 30% of respondent are
form HSC, 10% of respondents are from UG, 20% of respondents are from PG and there is no
respondents in others. And 40% of respondent is maximum in SSLC, 0% of respondent is minimum
in others.
5.6 TABLE: Respondent based on delivery of result.
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DELIVERY OF RESULT
AGREE 15 30%
STRONGLY AGREE 25 50%
NEUTRAL 7 14%
DISAGREE 1 2%
STRONGLY DISAGREE 2 4%
TOTAL 50 100%
5.6 CHART: Respondent based on delivery of result.

60%
50%
40%
30%
20%
10%
0%
AGREE STRONGLY AGREE NEUTRAL DISAGREE STRONGLY
DISAGREE
5.6 INTREPRETATION
From the above table and chart 30% of respondent are from agree, 50% of respondents are
from strongly agree, 14% of respondents are form neutral, 2% of respondents are from disagree and
4% of respondent are form strongly disagree. And 50% of respondents are maximum in strongly
agree, 2% of respondents are minimum in disagree.
5.7 TABLE: Respondent based on achieve goals and objectives
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ACHIEVE GOALS AND OBJECTIVES
AGREE 23 46%
NEUTRAL 8 16%
DISAGREE 4 8%
TOTAL 50 100%
5.7 CHART: Respondent based on achieve goals and objectives

50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
AGREE STRONGLY AGREE NEUTRAL DISAGREE STRONGLY DISAGREE
5.7 INTERPRETATION
From the above table and chart 46% of respondents are from agree, 30% of respondents are
from strongly agree, 16% of respondents are from neutral, 8% of respondents are form disagree,
there is no respondents in strongly disagree. And 46% of respondents are maximum in agree, 0% of
respondents are minimum in strongly disagree.
5.8 TABLE: Respondent based on communication skill
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COMMUNICATION SKILL
AGREE 10 20%
NEUTRAL 15 30%
DISAGREE 6 12%
TOTAL 50 100%
5.8 CHART: Respondent based on communication skill

35%
30%
25%
20%
15%
10%
5%
0%
5.8 INTERPRETATION
from strongly agree, 30% of respondents are from neutral, 12% of respondents are from disagree,
14% of respondents are from strongly disagree. And 30% of respondents are maximum in neutral
and 12% of respondents are minimum in disagree.
5.9 TABLE: Respondent based on technical skills
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TECHNICAL SKILL
AGREE 17 34%
NEUTRAL 9 18%
DISAGREE 12 24%
TOTAL 50 100%
5.9 CHART: Respondent based on technical skill

40%
35%
30%
25%
20%
15%
10%
5%
0%
5.9 INTERPRETATION
From the above table and chart 34% of respondents are from agree and 22% of respondents
are from strongly agree, 18% of respondents are from neutral, 24% of respondents are from disagree,
2% of respondents are from strongly disagree. And 34% of respondents is maximum in agree, 2% of
respondents is minimum in strongly disagree.
5.10 TABLE: Respondent based on accomplish task effectively
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ACCOMPLISH TASK EFFECTIVELY
AGREE 15 30%
NEUTRAL 6 12%
DISAGREE 10 20%
TOTAL 50 100%
5.10 CHART: Respondent based on accomplish task effectively

40%
35%
30%
25%
20%
15%
10%
5%
0%
5.10 INTERPRETAION
From the above table and chart 30% of respondents are form agree, 38% respondents are
there is no respondents in strongly disagree. And 38% respondents is maximum in strongly disagree,
0% respondents is minimum in strongly disagree.
5.11 TABLE: Respondent based on motivation by superior
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MOTIVATION BY SUPERIOR
AGREE 5 10%
NEUTRAL 9 18%
DISAGREE 10 20%
TOTAL 50 100%
5.11 CHART: Respondent based on motivation by superior

35%
30%
25%
20%
15%
10%
5%
0%
5.11 INTERPRETATION
From the table and chart 10% of respondents are from agree, 32% of respondents are from
strongly agree, 18% of respondents are from neutral, 20% of respondents are from disagree, 20% of
respondents are from strongly disagree. And 32% of respondents is maximum in strongly agree,
10% of respondents is minimum in agree.
5.12 TABLE: Respondent based on motivated with current job
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MOTIVATED WITH CURRENT JOB
AGREE 20 40%
NEUTRAL 8 16%
DISAGREE 6 12%
TOTAL 50 100%
5.12 CHART: Respondent based on motivated with current job

45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
5.12 INTERPRETATION
22% of respondents are form strongly disagree. And 40% of respondents is maximum in agree, 10%
of respondents is minimum in strongly agree.
5.13 TABLE: Respondent based on job expetations
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JOB EXPETATIONS
AGREE 19 38%
NEUTRAL 12 24%
DISAGREE 4 8%
TOTAL 50 100%
5.13 CHART: Respondent based on job expetations

40%
35%
30%
25%
20%
15%
10%
5%
0%
5.13 INTERPRETATION
from strongly agree, 24% of respondents are from neutral, 8% of respondents are from disagree,there
is no respondents from strongly disagree. And 38% of respondents is maximum in agree, 0% of
5.14 TABLE: Respondent based on challenges
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CHALLENGES
AGREE 18 36%
NEUTRAL 10 20%
DISAGREE 5 10%
TOTAL 50 100%
5.14 CHART: Respondent based on challenges

40%
35%
30%
25%
20%
15%
10%
5%
0%
5.14 INTERPRETATION
from strongly agree, 20% of respondents are from neutral, 10% of respondents are from both
disagree and strongly disagree. And 36% of respondents is maximum in agree, 10% of respondents is
minimum in both disagree and strongly disagree.
5.15 TABLE: Respondent based on communication skill
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COMMUNICATION SKILL
AGREE 15 30%
NEUTRAL 16 32%
DISAGREE 5 10%
TOTAL 50 100%
5.15 CHART: Respondent based on communication skill

35%
30%
25%
20%
15%
10%
5%
0%
5.15 INTERPRETATION
from strongly agree, 32% of respondents are from neutral, 10% of respondents are from disagree, 4%
of respondents are from strongly disagree. And 32% of respondents is maximum in neutral, 4% of
5.16 TABLE: Respondent based on necessary skill
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NECESSARY SKILLS
AGREE 20 40%
NEUTRAL 15 30%
DISAGREE 5 10%
TOTAL 50 100%
5.16 CHART: Respondent based on necessary skill

45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
5.16 INTERPRETATION
from strongly agree, 30% of respondents are from neutral, 10% of respondents are from disagree, 0%
of respondents are from strongly disagree. And 40% of respondents is maximum in agree, 0% of
5.17 TABLE: Respondent based on team members
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TEAM MEMBERS
AGREE 19 38%
NEUTRAL 5 10%
DISAGREE 5 10%
TOTAL 50 100%
5.17 CHART: Respondent based on team members

45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
5.17 INTERPRETATION
From the above table and chart 38% if respondents are from agree, 42% of respondents are
from strongly agree, 10% of respondents are form both neutral and disagree, there is no respondents
in strongly disagree. And 42% of respondents is maximum in strongly agree, 0% of respondents is
minimum in strongly disagree.
5.18 TABLE: Respondent based on available resource
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AVAILABLE RESOURCE
AGREE 14 28%
NEUTRAL 13 26%
DISAGREE 11 22%
TOTAL 50 100%
5.18 CHART: Respondent based on available resource

30%
25%
20%
15%
10%
5%
0%
5.18 INTERPRETATION
from strongly agree, and 26% of respondents are from neutral, 22% of respondents are from
disagree, there is no respondents are from strongly disagree. And 28% of respondents is maximum in
agree, 0% of respondents is minimum in strongly disagree.
5.19 TABLE: Respondent based on feedback
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FEEDBACK
AGREE 20 40%
NEUTRAL 15 30%
DISAGREE 2 4%
TOTAL 50 100%
5.19 CHART: Respondent based on feedback

45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
5.19 INTERPRETATION
there is no respondents from strongly disagree. And 40% of respondents is maximum in agree, 0%
of respondents is minimum in strongly disagree.
5.20 TABLE: Respondent based on work environment
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WORK ENVIRONMENT
AGREE 12 24%
NEUTRAL 23 46%
DISAGREE 0 0%
TOTAL 50 100%
5.20 CHART: Respondent based on work environment

50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
5.20 INTERPRETATION
from strongly agree, 46% of respondents are from neutral, there is no respondents from both disagree
and strongly disagree. And 46% of respondents is maximum in neutral 0% of respondents is
minimum in strongly disagree.
5.21 Table: ANOVA (SINGLE FACATOR)
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Null Hypothesis H0: There is no significant difference between age of the respondent and delivery
of result.
Alternative Hypothesis H1: There is significant difference between age of the respondents and
delivery of result.
Relation between age and delivery of result
SUMMARY
Groups Count Sum Average Variance
2 50 131 2.673469388 0.599489796
2 50 155 3.163265306 1.847789116
Source of
SS df MS F P-value F crit
Variation
Between Groups 5.87755102 1 5.87755102 4.80333565 0.030823173 3.940162717
Within Groups 117.4693878 96 1.223639456
Total 123.3469388 97
5.21 INTERPRETATION
Since p value is 0.03 which is below the 0.05. So the Null Hypothesis (H0) is rejected and
Alternative Hypothesis (H1) is accepted.
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6.1 FINDINGS
 The study prove that the company’s outcome is profitable because of the employee’s
performance.
 Based on the method of calculation the company’s employee performance is low as per the
calculation based on anova method.
 The company employees is motivated by the help of superior persons even thought the
outcome is low based on analysis.
6.2 SUGGESTION
An analysis project focusing on employee performance can explore various dimensions and
strategies to enhance productivity, engagement, and overall effectiveness within an organization.
Here are some suggestions for an employee performance analysis project
 Evaluate the effectiveness of current performance metrics used in the organization. Analyze
the relevance, accuracy, and comprehensiveness of these metrics in assessing employee
contributions.
 Assess the impact of training programs on employee performance. Analyze how

participation in training initiatives correlates with improvements in job performance, skill
development, and productivity.
 Investigate factors influencing employee engagement and motivation. Analyze the impact of
engagement initiatives, workplace culture, recognition programs, and leadership styles on
employee performance.
6.3 CONCLUSION
The conclusion of a quality management analysis for a specific topic should summarize the
key findings, insights, and implications drawn from your research or investigation. In your
conclusion, it's essential to be clear and concise while leaving a lasting impression on the reader
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regarding the importance of the quality management topic you analyzed. This should serve as a
valuable reference and guide for future decision-making and actions related to quality management.
BIBLOGRAPHY
Adams, J. S. (1966) Inequity in social exchange. Advances in
Experimental Social Psychology, 2: 267-299. Avolio, B. J. and Bass, B. M. (1991) The Full-Range
of Leadership Development. Binghamton, NY: Center for Leadership Studies.
Bass, B. M. (1985) Leadership and performance beyond expectations. New York: Free Press.
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QUESTIONNAIRE
1. Name: ___________
2. What is your gender?
a. Male
b. Female
3. What is your working experience?
a. 0-2
b. 3-6
c. 7-9
d. Above 10
4. What is your qualification?
a. SSLC
b. HSC
c. UG
d. PG
e. Others
5. What is your martial status?
a. Married
b. Unmarried
6. Are you able to meet the job expetations and delivery results effectively?
a. Agree
b. Strongly agree
c. Neutral
d. Disagree
e. Strongly disagree
7. Are you able to achieved the set goals and objectives in your role?
a. Agree
36
b. Strongly agree
c. Neutral
d. Disagree
8. Your communication skills contribute positively to my preference?

a. Agree
b. Strongly agree
c. Neutral
d. Disagree
9. You possess the necessary technical skills required for your role?
a. Agree
b. Strongly agree
c. Neutral
d. Disagree
10. Are you effectively manage your time to accomplish task effectively?
a. Agree
b. Strongly agree
c. Neutral
d. Disagree
11. Are you motivated by your superior to perform well in your current position?
a. Agree
b. Strongly agree
c. Neutral
d. Disagree
12. On the scale of 1-5, how motivated do you feel in your current role?
a. Agree
b. Strongly agree
37
c. Neutral
d. Disagree
13. How much do you agree that you can meet the job expectations and deliver results
effectively ?
a. Agree
b. Strongly agree
c. Neutral
d. Disagree
14. How much do you disagree that you have faced challenges that affected your performance
negatively?
a. Agree
b. Strongly agree
c. Neutral
d. Disagree
15. How much do you agree that your communication skills contribute positively to your
performance?
a. Agree
b. Strongly agree
c. Neutral
d. Disagree
16. To what extent do you agree that you possess the necessary technical skills required for
your role?
a. Agree
b. Strongly agree
c. Neutral
d. Disagree
38
17. How much do you agree that you feel supported by your team members and management
to perform your job effectively?
a. Agree
b. Strongly agree
c. Neutral
d. Disagree
18. How much do you agree that the available resources/tools adequately support your job
performance?
a. agree
b. Strongly agree
c. Neutral
d. Disagree
19. How often do you receive feedback on your performance from your manager/supervisor?
a. Agree
b. Strongly agree
c. Neutral
d. Disagree
20. Rate the work environment in terms of its impact on your productivity.
a. Agree
b. Strongly agree
c. Neutral
d. Disagree
39
40

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INTRODUCTION

1.2 DOMAIN OF THE STUDY

1.4 SCOPE OF THE STUDY

 Examine the impact of training and development programs on employee performance.

1.5 STATEMENT OF PROBLEM

 Identifying Areas of Improvement: What aspects of our organization need improvement to

1.6 OBJECTIVE OF THE STUDY

 To study the relation between employee performance and organization growth.

 To assess the anova between participation in training programs and subsequent

1.7 LIMITATIONS OF THE STUDY

3.2 Research methodology

3.3 RESEARCH DESIGN

3.3.1 DESCRIPTIVE RESEARCH DESIGN

3.4 SOURCE OF DATA

3.4.1 PRIMARY DATA

3.6 SAMPLE DESIGN

3.6.1 CONVENIENT SAMPLING

3.6.2 SAMPLING UNIT

3.6.2 Sampling Unit

3.6.3 Sampling Frame

3.6.4 Sample Unit

The sample size of consist of 100 employees of Appaswamy Ocular Limited.

3.7 Data Collection Tool

3.7.2 Validity and Reliability

3.8 Statistical Tools

3.8.1 Percentage Method

4.1 COMPANY PROFILE

Description: The company is a manufacturer and distributor of ophthalmic equipment such

Products & Services: Surgical Instruments, Equipments, Intraocular Lens,

Date of Incorporation 28 Apr, 1995

Company Category Company limited by Shares

Company Sub-category Non-govt company

Company Class Private

Authorized Capital 49.0 lakhs

Paid-up Capital 40.0 lakhs

Paid-up Capital % 81.63265

Registrar Office City Chennai

Registration Number 31170

Listing Status Unlisted

AGM last held on 30 Sep, 2017

Balance Sheet last updated on 31 Sep, 2017

4.2 INDUSTRY PROFILE

 The only constant in today’s industrial manufacturing environment is disruption.

Bimpost Eye Drop

OPTION RESPONDENT PERCENT

5.1 CHART: Respondent based on age

OPTION RESPONDENT PERCENT

5.2 CHART: Respondent based on gender

5.3 TABLE: Respondent based on martial status

OPTION RESPONDENT PERCENT

5.3 CHART: Respondent based on martial status

5.4 TABLE: Respondent based on qualification

OPTION RESPONDENT PERCENT

5.4 CHART: Respondent based on qualification

5.6 TABLE: Respondent based on delivery of result.

OPTION RESPONDENT PERCENT

STRONGLY AGREE 25 50%

5.6 CHART: Respondent based on delivery of result.

5.7 TABLE: Respondent based on achieve goals and objectives