© 2023 JETIR October 2023, Volume 10, Issue 10 www.jetir.

org (ISSN-2349-5162)

Title: A Study on Performance Appraisal System

in security service/ cleaning company
Authors:
1. Dr.G.Sankaranarayanan, ME, Ph.D, FIE, MISTE, MCI, MSAE – Professor & Principal -Jaya
Engineering College, Thiruninravur, Chennai-602024.
2. Ms.E.Sweetlin Jenisha, B.COM, MBA /Assistant Professor/ MBA Dept/Jaya Engineering
College, Thiruninravur, Chennai-602024
3. Ms.M.Karthika, B.COM, MBA /Assistant Professor/ MBA Dept/Jaya Engineering College,
Thiruninravur, Chennai-602024
4. Dr.L.Subburaj, MBA, M.COM, M.Phil., Ph.D/MBA Dept/Jaya Engineering College,
Thiruninravur, Chennai-602024
5. Mr. P.Nagarathinam, MBA, /Jaya Engineering College, Thiruninravur, Chennai-602024

ABSTRACT
Changing economic and social factors have made the concept of performance appraisal of employees is very
relevant for research and analysis. For better understanding the performance appraisal of employees, the
research was carried out in DAY ‘N’ DAY services private limited Chennai. The primary objective of the
study is to appraise the performance of employees. A survey was conducted by preparing a structured
questionnaire which contains dichotomous, closed & open end questions. Convenient sampling technique
was adopted for selecting sample units from the employees. A sampling size 90 respondents selected for
analysing their opinion regarding performance appraisal. The results were presented with the help of
different charts and diagrams. Findings of the study were drawn from the analysing of data’s, suggestions
and conclusions have been made based on the findings.

Keywords: Performance Appraisal, Appraisal Methods, Performance measurement

Introduction
Performance appraisal (pa) is one of the important components in the rational and systemic process of
human resources management. The information obtained through performance appraisal provides
foundations for recruiting and selecting new hires, training and development for existing staff and
motivating and maintaining a quality work force by adequately and properly rewarding their performance.
The evaluative purpose is intended to inform people of their performance standing. The collected
performance data are frequently used to reward high performance and punish poor performance. The
developmental purpose is intended to identify problems in employees performing the assigned task. The
JETIR2310614 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org h99
 © 2023 JETIR October 2023, Volume 10, Issue 10 www.jetir.org (ISSN-2349-5162)
collected performance data are used to provide necessary skill training or professional development.
Performance appraisal is being practiced in 90% of the organizations worldwide/self-appraisal and potential
appraisal also forms a port of the performance appraisal process.

Objectives of the Study

 To measure the extent of Performance Appraisal helps in identifying the training needs.
 To find out the degree of employees satisfaction of the present Performance Appraisal System.
 To provide suggestions to improve the Present Appraisal System

Review of Literature
Ellen V Rubin and Amani Edwards (2018) analyzed that efficiency of performance appraisal programs
and connection among the appraisal arrangement and appraisal prejudice complaint. For fulfillment of any
performance appraisal process worker perceptions of the fairness of critiques of performances is
fundamental and from performance appraisal and suitable coaching and voice possibilities helps in growing
of appraisal discrimination complaints. So for better efficiency appraisal process, the focus will have to be
on making improvements to the interpersonal verbal exchange as an alternative than redesigning the
appraisal systems.

Nathan B.R, Mohrman, M & Milliman (1991) studied that there is a considerable agreement that
organizations can advantage from using performance appraisal programs. It states that both supervisors and
employees have bad and optimistic reactions to the method, so without figuring out individual employees'
reactions to performance appraisal method, it's much less seemingly for performance appraisal to be used
for its original ambitions.

Michal Biron, Elaine Ferndale & Jape Paawwe (2011) analysed that the success of the performance
appraisal method may rely on learn how to control the workers’ perceptions of its fairness and no longer the
fairness, so the function of performance value determinations acts as a motivational software for
performance appraisal and it describes that efficiency of perceived fairness of performance appraisal
programs.

Catherine Truss & Lynda Grattan (2006) studied the relationship between interdependence, pain with
that of conducting performance appraisal, the study also offers with implications of performance appraisal
and future areas of research on performance and cultural points.

M. Z Iqbal, S Akbar & P. Budhawar (2015) analysed that performance appraisal techniques and their
packages act as an administration manage tools for attaining or for implementation of organizational targets
and organizational efficiency. Performance appraisal is worthwhile for making improvements to worker
performances and even reaching organizational pursuits

JETIR2310614 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org h100
 © 2023 JETIR October 2023, Volume 10, Issue 10 www.jetir.org (ISSN-2349-5162)
RESEARCH METHODOLOGY
 Research is a systematic search for suitable information for a specific objective. The research method
adopted here is Descriptive in nature
 Sampling Technique: Convenient sampling technique was used in this study

Statistical Tools used for Analysis

 Percentage (%) Analysis
 Chi – Square (2) Test
.
DATA ANALYSIS AND INTERPRETATION

Table – 1 - Distribution of Respondents according to their Department

S. No. Department No. of Respondents Percentage (%)

1. Purchase 16 18%
2. Production 37 41%
3. Finance 5 6%
4. Stores 30 33%
5. Human Resource 2 2%
Total 90 100%
Interpretation:
The above table exhibits that 41% of the selected Respondents were working in Production Department,
33% of the Respondents were working in Stores Department, 18% of the Respondents were working in
Purchase Department, 6% of the Respondents were working in Finance Department and the 2% of the
Respondents were working in Human Resource Department.
Chart – 1 - Distribution of Respondents according to their Department

Table –2 - Distribution of Respondents according to their Designation

S.No. Designation No. of Respondents Percentage (%)
1. Executive 0 0%
2. Manager 0 0%
3. Supervisor 19 21%

JETIR2310614 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org h101
 © 2023 JETIR October 2023, Volume 10, Issue 10 www.jetir.org (ISSN-2349-5162)
4. Operator 29 32%
5. Technician 42 47%
Total 90 100%

Interpretation:
The above table indicates that 47% of selected Respondents were Technician, 32% of the Respondents were
Operators and 21% of the Respondents were Supervisors.
Chart –2 - Distribution of Respondents according to their Designation

Table – 3 Distribution of Respondents according to their Educational Qualification

S.No. Educational Qualification No. of Respondents Percentage (%)
1. Diploma 0 0%
2. Under Graduation 14 16%
3. Post-Graduation 9 10%
4. Professional Studies 27 30%
5. School Education 40 44%
Total 90 100%
Interpretation:
The above table reveals that 44% of the Respondents were Qualified with School Education, 30% of the
Respondents were Professionals Studies, 16% of the Respondents were Under Graduates, and 10% of the
Respondents were Post Graduates.

JETIR2310614 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org h102
 © 2023 JETIR October 2023, Volume 10, Issue 10 www.jetir.org (ISSN-2349-5162)

Distribution of Respondents according to their

Educational Qualification

45

40
40

35

30
No. of Respondents

27

25

20

15 14

10 9

0
0
Diploma Under Post Professional School
Graduation Graduation Studies Education

Educational Qualification

Chart – 3 Distribution of Respondents according to their Educational Qualification

Table – 4 - Respondents opinion about the organisation considers their acceptance for its proposed
appraisal system

S. No. Employee’s Acceptance No. of Respondents Percentage (%)

1. Highly Considers 0 0%
2. Considers 8 9%
3. Some times 37 41%
4. Not Considers 45 50%
5. Highly not considers 0 0%
Total 90 100%

JETIR2310614 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org h103
 © 2023 JETIR October 2023, Volume 10, Issue 10 www.jetir.org (ISSN-2349-5162)
Interpretation:
From the above table it is clear that 50% of the selected Respondents feel that their organisation is not
considering their acceptance, 41% of them quoted sometimes, 9% of them quoted that their organisation
considers their acceptance for its proposed system.
Respondents opinion about the organisation
considers their acceptance for its Proposed
Appraisal System

50

45
45

40
37

35
No. of Respondents

30

25

20

15

10
8

0 0
0
Highly Considers Some times Not Highly not
Considers Considers considers
Employee's Acceptance

Chart – 4 - Respondents opinion about the organisation considers their acceptance for its proposed
appraisal system

Table – 5 - Respondent’s opinion about the organisation considers the Union leaders acceptance for
its Proposed Appraisal system

S. No. Union Leader Acceptance No. of Respondents Percentage (%)

1. Highly Considers 0 0%
2. Considers 17 19%
3. Some times 29 32%
4. Not Considers 44 49%
5. Highly not considers 0 0%
Total 90 100%

JETIR2310614 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org h104
 © 2023 JETIR October 2023, Volume 10, Issue 10 www.jetir.org (ISSN-2349-5162)
Interpretation:
The above table shows that 49% of the Respondents were quoted that their organisation non considers the
Union Leaders acceptance, 32% of them quoted Sometimes, 19% of them quoted that their organisation
considers the Union Leader acceptance for its Proposed Appraisal System.

Respondents opinion about the organisation

considers the union leaders acceptance for its
proposed Appraisal System

50
44
45

40

35
No. of Respondents

29
30

25

20 17
15

10

5
0 0
0
Highly Considers Some times Not Considers Highly not
Considers considers

Union Leader Acceptance

Chart – 5 - Respondent’s opinion about the organisation considers the Union leaders acceptance for
its Proposed Appraisal system

Table – 6- Respondent’s opinion about their awareness on implementation practices

Performance Appraisal System

Awareness of Performance
S. No. No. of Respondents Percentage (%)
Appraisal System

1. Outstanding 0 0%
2. Very Good 2 2%
3. Good 12 13%
4. Inadequate 47 53%
5. Poor 29 32%
Total 90 100%

JETIR2310614 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org h105
 © 2023 JETIR October 2023, Volume 10, Issue 10 www.jetir.org (ISSN-2349-5162)

Interpretation:
The above table indicates that 53% of the Respondents were quoted they are inadequate on the awareness,
32% of the Respondents were quoted Poor, 13% of the Respondents were quoted Good and 2% of the
Respondents were Quoted Very Good.

Chart – 6- Respondent’s opinion about their awareness on implementation practices

Performance Appraisal System

Table –7- Respondents opinion about the criteria’s which used in Performance Appraisal System to
access the employee’s performance
S. No. Criteria Used No. of Respondents Percentage (%)
1. Excellent 0 0%
2. Very Good 0 0%
3. Good 24 27%
4. Fair 44 49%
5. Poor 22 24%
Total 90 100%
Interpretation:
The above table clears that 49% of the Respondents were quoted the criteria which used in Performance
Appraisal System were Fair, 27% of them were quoted Good, 24% of the Respondents quoted Poor.

Chart –7- Respondents opinion about the criteria’s which used in Performance Appraisal System to
access the employee’s performance
JETIR2310614 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org h106
 © 2023 JETIR October 2023, Volume 10, Issue 10 www.jetir.org (ISSN-2349-5162)

CHI-SQUARE TEST
Respondents opinion about the Awareness on the Performance Appraisal on the basis of their
Experience
AWARENESS
ON
VE G
PERFORMAN OUT PO TO
RY O INADEQ
CE STAN O TA
GO O UATE
APPRAISAL DING R L
OD D
&
EXPERIENCE
Below 10 years -- 1 2 9 2 14

11 – 15 years -- -- 2 6 8 16

16 – 20 years -- 1 5 15 15 36

21 – 25 years -- -- 2 11 2 15

Above 25 years -- -- 1 6 2 9

Total 0 2 12 47 29 90

H0:- There is no significant difference among the various years of

Experience regarding the awareness on the Performance Appraisal
2 DF LS
20.569 16 5%
Interpretation:
The above table indicates that the computed value of 20.569 is lower than the table value. It is insignificant
at 5% level of significance. Hence the null hypothesis (H0) is accepted.

Respondents opinion about the Performance Appraisal has a tendency to Over rate (or) Under rate
the employee performance on the basis of Department

TENDENCY NEITH
STRO
TO ER STRON
NGL AG TO
OVER RATE AGRE DISAG GLY
Y RE TA
(OR) E NOR REE DISAG
AGR E L
UNDER DISAG REE
EE
RATE REE

JETIR2310614 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org h107
 © 2023 JETIR October 2023, Volume 10, Issue 10 www.jetir.org (ISSN-2349-5162)
DEPARTMENT

Purchase -- 5 7 3 1 16

Production -- 11 16 10 -- 37

Finance -- 1 3 1 -- 5

Stores 1 8 12 9 -- 30

Human Resource -- 2 -- -- -- 2

Total 1 27 38 23 1 90
H0:- There is no significant difference among the various
Department regarding the Performance Appraisal has a tendency to over rate (or) under rate the
Performance.
2 DF LS
9.755 16 5%
Interpretation:
The above table shows that the calculated value of 9.755 is lower than the table value. It is
insignificant at 5% level of significance. Hence the null hypothesis (H0) is accepted.
Respondents opinion about their satisfaction on Performance Appraisal System on the basis of their
Designation

SATISFAC NEITH
TION ER
HIGHL SATIS HIGH
DIS TO
Y SATIS FIED LY
SATIS TA
SATISF FIED NOR SATIS
FIED L
IED DIS FIED
SATIS
DESIGNAT FIED
ION
Executive -- -- -- -- -- 0

Manager -- -- -- -- -- 0

Supervisors -- 3 7 7 2 19

Operators 1 5 13 9 1 29

Technicians 1 10 18 13 -- 42

Total 2 18 38 29 3 90
78
JETIR2310614 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org h108
 © 2023 JETIR October 2023, Volume 10, Issue 10 www.jetir.org (ISSN-2349-5162)
H0:- There is no significant difference among the various Designations Regarding the employee’s
satisfactions on Performance Appraisal.

2 DF LS

4.702 16 5%

Interpretation:
The above table exhibits that the calculated value of 4.702 is lower than the table value. It is insignificant at
5% level of significance. Hence the null hypothesis (H0) is accepted.

FINDINGS
 37 out of 90 respondents working in production department.
 42 out of 90 respondents were Technician.
 44% of the respondents were qualified with School Education.
 40% of the respondents were having experience of 16 – 20 years in the organisation.
 50% of the respondents said that organisation not considers their acceptance for its Proposed
Appraisal System.
 49% of the respondents said their organisation not considers their union leaders acceptance for its
Proposed Appraisal System.
 53% of the respondents having inadequate awareness on the Performance Appraisal System
 From the analysis made it is clear that the awareness on the Performance Appraisal on the basis of
their experience were insignificant at 5% level.
 From the calculated table it is found that the Performance Appraisal has a tendency to over rate or
under rate the employee performance on the basis of department was insignificant at 5% level.
 From the computed table it is clear that the satisfaction on Performance Appraisal System on the
basis of their designation were insignificant at 5% level.

SUGGESTIONS
1. The management has to concentrate more on awareness programme about the Performance
Appraisal and to realize importance of Performance Appraisal by their employees.
2. The organisation should encourage their employees to achieve the individual and organizational
goal.
3. Carrier development programme for the employees has to be implemented to fulfil their own
interest.
4. Job security should be provided to the employees in order to work more efficiently and effectively.
5. Training programme to be provided to the employees in order to improve their skills.
6. The promotion has to provide the employees, so that they will give good performance.

JETIR2310614 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org h109
 © 2023 JETIR October 2023, Volume 10, Issue 10 www.jetir.org (ISSN-2349-5162)
CONCLUSION
In the whole company performance appraisal system framework is essential keeping in mind the end goal to
know how well the representatives are been performing out their employments which is assigned to them so
it is important for every one of the organization requires to take after a viable execution examination
framework. Human Resource is the central wellspring of each association. Each worker in a business
expands the profitability and altruism of each organization. A representative, being an individual is dealt
with as resources in the association. So the association ought to chiefly accentuation execution examination
strategies and its improvement programs.

REFERENCES
 Aswathappa, K., (2006), “Human Resource and Personnel Management”, Tata McGraw-Hill
Publishing company Ltd.
 Subba rao .P., (2007), “Essentials of Human Resource Management and Industrial Relations”,
Himalaya Publishing House.
 Tripathi, P.C., (1997) “Human Resource Development”, Sultan Chand & Son Publications.
 Cumming, Maurice .W., “Theory and Practice of Personnel Management”, Mc Graw Hill Book Co.,
New York.
 Kothari, C.R., (1930), “Research Methodology”, Sultan Chand & Son Publications.
 Gupta S.C. and Kapoor V.K., (2002) “Fundamentals of Mathematical Statistics”, Sultan Chand and
Sons.
 Gupta, S.P., “Introduction to Mathematical and Statistics”, Mc Graw Hill Book Co., New York.
 Ellen V RUbin & Amani Edwards. (2018). Linkage between appraisal system and appraisal
discrimination complaints. International journal of Project Management, 10(8), 557-560.
 Cythia D.,Fisher Lyle .,F Schoenfeldt.,James B Shaw. (2008). Human Resource Managemnt (6th
ed.).Dreamtrch press publishers.

JETIR2310614 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org h110