Introduction To Industry
Introduction To Industry
Introduction To Industry
CHAPTER 1
INTRODUCTION TO INDUSTRY
1.1.1. History
Yarn, fabrics, and tools for spinning and weaving have been found among the
earliest relics of human habitations. Linen fabrics dating from 5000 B.C. have been
discovered in Egypt. Woolen textiles from the early Bronze Age in Scandinavia and
Switzerland have also been found. Cotton has been spun and woven in India since 3000
B.C., and silk has been woven in China since at least 1000 B.C. About the 4th cent. A.D.,
Constantinople began to weave the raw silk imported from China. A century later silk
culture spread to the Western countries, and textile making developed rapidly. By the
14th cent. splendid fabrics were being woven on the hand looms of the Mediterranean
countries in practically all the basic structures known to modern artisans, and there has
been no change in fundamental processes since that time, although methods and
equipment have been radically altered.
The textile boom in Tirupur is recent. Tirupur used to be a center for cotton
trading a few decades ago. Over the years a few small units were established to
manufacture banians. It was said that the water in Tirupur was of such good quality that
the banians made here were the whitest of them all. The fact that the town was located so
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close to Coimbatore, which was an established textile manufacturing and trading center,
ensured that adequate skills were available.
This business grew steadily. It was only in the early 1980s that some enterprising
businessman got the idea that the same facilities could be used to manufacture colored
T-shirts, which had become a rage all over the world.
Tirupur is a relatively small town in the Coimbatore district of Tamil Nadu. It has
a resident population of around 300,000. An additional 200,000 people come in from
nearby towns to work in Tirupur’s booming textile industry. The rainfall in the area is
low and erratic. The groundwater in most parts of the town is now polluted through years
of effluent discharge by the textile industry.
In 1995, the annual value of production in Tirupur was estimated at US$ 828
million of which goods worth US$ 686 million were exported, mostly to the USA and
Europe. This corresponds to an annual production of 121,600 tonnes of fabric (in the
form of T-shirts for export and undershirts, which are mainly sold in the domestic
market).
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There are an estimated 4,000 small and medium units in the town which
specialize in different aspects of the production process such as knitting, bleaching,
dyeing, calendering, finishing and printing.
Knitting: Knitting is the first step, in which, the fabric is made from yarn. The
output is in the form of a hose.
Scouring: The knitted fabrics are scoured in a bleaching or dyeing unit by boiling
with caustic soda in open tanks. The fabric is then washed in freshwater.
Bleaching: Figure 5.2 gives the process chart of the bleaching operation.
Bleaching is done manually, or mechanically in a winch.
Finishing: After calendering, the fabric is ready to be made into garments in the
finishing units. These units use electrically operated stitching machines and electric irons.
Some of the processes like embroidery require sophisticated computer controlled
machines.
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Textiles are classified according to their component fibers into silk, wool, linen,
cotton, such synthetic fibers as rayon, nylon, and polyesters, and some inorganic fibers,
such as cloth of gold, glass fiber, and asbestos cloth. They are also classified as to their
structure or weave, according to the manner in which warp and weft cross each other in
the loom (see loom; weaving). Value or quality in textiles depends on several factors,
such as the quality of the raw material used and the character of the yarn spun from the
fibers, whether clean, smooth, fine, or coarse and whether hard, soft, or medium twisted.
Density of weave and finishing processes are also important elements in determining the
quality of fabrics.
enhanced to making complete range of knitwear. The required facilities were integrated
gradually to suit the needs of exporters to well known brands across the globe. Today
they are known for the speedy delivery of goods with right quality.
Their enhanced capacity and manpower can fully support their drive towards
expanding the customer base.
1.3.2.1 YARNS
Yarn is bought from the best mills preferably from ISO 9002 certified companies.
1.3.2.2 Knittings
The in-house knitting factory is equipped with latest machinery from Mayer &
Cie that can produce jerseys , ribs, interlocks , pique, auto stripes jacquards, terry and
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fleece. Fabrics they produce are 100% cotton / polyester, cotton/ viscose and cotton /
elasthene (Spandex).
1.3.2.3 Dyeings
Imported soft – flow machines re used where color prediction and measurement
are computerized. The machines can give uniform dyeing and color fastness as required.
Balloon padding after dyeing keeps the fabric soft and retains the shape and strength.
1.3.2.4 Finishings
Imported relax driers and tube- tex compacting machines are used to finish the
fabric with perfection.
1.3.2.5 Embroiderys
1.3.2.6 GARMENTING
Jerseys, Ribs, Interlocks, Pique, Auto stripes, Jacquards, Terry and Fleece.
Construction in 100% cotton, 100 % polyester and blends in cotton/polyester,
cotton/viscose and cotton / elasthene (Spandex).
The knitted fabrics comes with assured color fastness, internationally permitted
shrinkage levels, dimensional stability and uniform dyeing.
They manufacture a range of knitwear for Men, Ladies and Children. Their range
includes Casual wear, Night wear, Sportswear, Beachwear and Formal wear.
The research study conducted is descriptive in nature and the population size used
for this study is 332. Both primary and secondary data are collected to meet the
requirements. For collecting the data a structured questionnaire was used. The
questionnaire is with multiple choices, open ended and close ended questions.
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The study is mainly based on the primary data and the required primary data
were collected through the structured questionnaire from the entire population. In this
study percentage analysis is used to interpret the data collected.
Hence the market potential for employees is high the company has to formulate
appropriate strategies to get many potential employees to do the business.
The history of performance appraisal is quite brief. Its roots in the early 20th
century can be traced to Taylor's pioneering Time and Motion studies. But this is not very
helpful, for the same may be said about almost everything in the field of human resource.
Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale
of things historical, it might well lay claim to being the world's second oldest profession.
There is, says Dulewicz (1989), "... a basic human tendency to make judgments
about those one is working with, as well as about oneself." Appraisal, it seems, is both
inevitable and universal. In the absence of a carefully structured system of appraisal,
people will tend to judge the work performance of others, including subordinates,
naturally, informally and arbitrarily.
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Employee knows how he/she is presently doing. It also helps the employee knows
if he/she is doing something wrong (to improve future performance).It’s a formal
opportunity to speak with the employee.
The process in which you evaluate yourself on a set of criteria, your manager
evaluates you, as do your peers and direct reports. You receive a gap analysis between
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how you perceive yourself and how others perceive you. Effective 360-degree feedback
processes also include develop planning and coaching sessions.
To the individual:
Perception is reality and this process helps individuals to understand how others
perceive them. Uncover blind spots .Feedback is essential for learning Individuals can
better manage their own performance and careers Quantifiable data on soft skills
To the team:
To the organization:
360-degree feedback and performance appraisals can complement each other, but
should not be linked. If 360 is linked to compensation decisions, it loses its power as a
development tool. When compensation is that outcome, individuals will quickly learn
how to play the game, "I'll scratch your back, if you scratch mine." Further, if people do
not get satisfactory ratings, morale can decrease when 360 is linked to performance
appraisal mode, but low scores when 360 is used purely for development tend to be
viewed as constructive feedback.
The human inclination to judge can create serious motivational, ethical and legal
problems in the workplace. Without a structured appraisal system, there is little chance of
ensuring that the judgements made will be lawful, fair, defensible.
In many organizations - but not all - appraisal results are used, either directly or
indirectly, to help determine reward outcomes. That is, the appraisal results are used to
identify the better performing employees who should get the majority of available merit
pay increases, bonuses, and promotions.
By the same token, appraisal results are used to identify the poorer performers
who may require some form of counseling, or in extreme cases, demotion, dismissal or
decreases in pay. (Organizations need to be aware of laws in their country that might
restrict their capacity to dismiss employees or decrease pay.)
The main aim of the evaluation system is to identify the performance gap (if any).
This gap is the shortfall that occurs when performance does not meet the standard set by
the organization as acceptable.
The main aim of the feedback system is to inform the employee about the quality
of his or her performance. (However, the information flow is not exclusively one way.
The appraisers also receives feedback from the employee about job problems, etc.)
Perhaps the most significant benefit of appraisal is that, in the rush and bustle of
daily working life, it offers a rare chance for a supervisor and subordinate to have "time
out" for a one-on-one discussion of important work issues that might not otherwise be
addressed.
For many employees, an "official" appraisal interview may be the only time they
get to have exclusive, uninterrupted access to their supervisor. Said one employee of a
large organization after his first formal performance appraisal, "In twenty years of work,
that's the first time anyone has ever bothered to sit down and tell me how I'm doing."
The value of this intense and purposeful interaction between a supervisors and
subordinate should not be underestimated.
But the need to evaluate (i.e., to judge) is also an ongoing source of tension, since
evaluative and developmental priorities appear to frequently clash. Yet at its most basic
level, performance appraisal is the process of examining and evaluating the performance
of an individual.
Though organizations have a clear right - some would say a duty - to conduct
such evaluations of performance, many still recoil from the idea. To them, the explicit
process of judgment can be dehumanizing and demoralizing and a source of anxiety and
distress to employees.
It is been said by some that appraisal cannot serve the needs of evaluation and
development at the same time; it must be one or the other.
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But there may be an acceptable middle ground, where the need to evaluate
employees objectively, and the need to encourage and develop them, can be balanced.
It is crucial that top management believe in the value of appraisal and express
their visible commitment to it. Top managers are powerful role models for other
managers and employees.
There is a stubborn suspicion among many appraisers that a poor appraisal result
tends to reflect badly upon them also, since they are usually the employee's supervisor.
Many appraisers have a vested interest in making their subordinates "look good" on
paper.
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When this problem exists (and it can be found in many organizations), it may point
to a problem in the organization culture. The cause may be a culture that is intolerant of
failure. In other words, appraisers may fear the possibility of repercussions - both for
themselves and the appraisee.
No matter what safeguards are in place, "... when you turn managers loose in the
real world, they consciously fudge the numbers." What Longenecker is saying is that
appraisers will, for all sorts of reasons, deliberately distort the evaluations that they give
to employees.
Indeed, surveys have shown that not only do many managers admit to a little
fudging, they actually defend it as a tactic necessary for effective management.
On the other hand, fudging motives can be a lot less admirable and sometimes
devious: the appraiser who fudges to avoid the possibility of an unpleasant confrontation,
the appraiser who fudges to hide employee difficulties from senior managers, the
appraiser who fudges in order to punish or reward employees.
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Employees generally require more feedback, and more frequently, than can be
provided in an annual appraisal. While it may not be necessary to conduct full appraisal
sessions more than once or twice a year, performance management should be viewed as
an ongoing process.
Frequent mini-appraisals and feedback sessions will help ensure that employees
receive the ongoing guidance, support and encouragement they need.
Of course many supervisors complain they don't have the time to provide this sort
of ongoing feedback. This is hardly likely. What supervisors really mean when they say
this is that the supervision and development of subordinates is not as high a priority as
certain other tasks.
In this case, the organization may need to review the priorities and values that it
has instilled in its supervisory ranks. After all, supervisors who haven't got time to
monitor and facilitate the performance of their subordinates are like chefs who haven't
got time to cook, or dentists who are too busy to look at teeth. It just doesn't make sense.
CHAPTER 2
REVIEW OF LITERATURE
While there’s no ‘master list’ or way to know for sure, given the anecdotal
evidence gained through the many articles on 360 published over the years it would seem
likely that by now nearly all Fortune 1000 companies have either already implemented a
360 process or plan to shortly.
In Tirupur there are many companies which have Implemented the 360 degree
performance appraisal method. Given that people need time to make changes and then, it
takes a little while before others perceive that change has taken place, we have found that
six to twelve-month intervals are most appropriate.
This allows people to create change and then get feedback on their progress so
that they can develop next-level goals and action plans. However, some organizations
prefer to conduct surveys of just ten to fifteen questions, focusing on a specific topic,
such as Running Effective Meetings. These mini-360s are done monthly in conjunction
with training on that topic.
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PRANAAH a company which has two years of industrial experience was started
with built-in 360 degree performance appraisal method. Mr.Edwin a Human Resource
Consultant conducted a detailed study entitled “THE FACTORS INFLUENCING
PERFORMANCE OF THE WORKERS” in the year 2003 revealed various vital factors
which restrains the growth of the company.
ARMANI TEXTILES a firm which has been promoted in the year 2000 has 360
degree performance appraisal method which was implemented by Mr.S.Siva Kumar ,
manager of that company in the year 2002. Now the firm is following that method and
they are successfully appraising the performance of their employees.
CHAPTER 3
3.1 OBJECTIVES
PRIMARY :
SECONDARY :
This study is undertaken to analyse the effect of the implementation of 360 degree
performance appraisal in Amareswaraa Knits Pvt. Ltd., Tirupur.
Validity and Reliability of the data obtained depends on the responses form the
employees.
CHAPTER 4
RESEARCH METHODOLOGY
A research design is purely and simply framework or a plan for study that guides
is collection of data. Descriptive research design is adopted for analysing the data.
The total number of employees in Amareswaraa knits is 332. So I have taken the
entire population for my study.
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Data collection is the most impeccant aspects in the research methodology. The
data was collected based on interview technique and personally handed out structured
questionnaire. Questions are presented is exactly the same words is the same order to all
the respondents.
In the typical structured questionnaire the question as well as the reasons are
standardized . this is accomplished by employing fixed alternative such a questionnaire
facilities easy administration tabulation and analysis open and closed ended questionnaire
facilities easy administration tabulation and analysis open and closed ended questionnaire
methods were used in the project.
The primary data is also collected through scheduling, frequent plant visits. The
secondary data is collected through various Journals, Websites and company reports.
In the study simple percentage analysis and two way analysis are used to interpret
the data collected.
Two way analysis reveals the relationship between two sets of variables and the
effect of one on another.
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CHAPTER 5
The collected data is analysed through simple percentage analysis and charts are
used to interpret the data. The inferences given below the table will makes the reader to
understand the problem as well as the solution to the problem.
Two way analysis is also done to find out the relationship between two variables
and also the effect of one on another.
TABLE 1
Out of 332 respondents , 34% of them belong to the <25 age group, 29% of them
belong to 26-35 age group, 24% of them belong ton 36-45 group & 13% of them
belong to above 45 age group.
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CHART 1
Percentage `
13%
34% <25
26-35
24% 36-45
Above 45
29%
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TABLE 2
TABLE SHOWING RESPONDENTS GENDER
Interpretation
Out of the 332 respondents , 85% of them are male & 15% of them are female .
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CHART 2
Percentage `
15%
Male
Female
85%
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TABLE 3
Performance
Respondents Percentage
appraisal
Yes 332 100
No 0 0
Total 332 100.0
Interpretation
Out of 332 respondents, All agreed that they have a performance appraisal
system.
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CHART 3
Percentage `
0%
Yes
No
100%
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TABLE 4
Present performance
Respondents Percentage `
appraisal
Highly satisfied 114 34
Satisfied 26 7.8
Neutral 60 18
Dissatisfied 44 13.2
Highly dissatisfied 88 27
Total 332 100
Interpretation
Among the respondents 34% of them are Highly satisfied, 7.8% of them are
Satisfied, 18% of them are Neutral, 13.2 % of them are Dissatisfied, and 27% of them are
Highly dissatisfied.
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CHART 4
Percentage `
Highly satisfied
27%
34% Satisfied
Neutral
13% Dissatisfied
18% 8%
Highly dissatisfied
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TABLE 5
Interpretation
Among the respondents 34% of them are Highly Unclear, 7.8% of them are
Unclear, 18% of them are Neutral, 13.2 % of them are Clear, and 27% of them are
Highly clear.
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CHART 5
Percentage `
Highly clear
27%
34% Clear
Neutral
13% Unclear
8% 18% Highly Unclear
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TABLE 6
TABLE SHOWING SATISFACTION WITH PRESENT REWARD PRACTICES
Interpretation
Among the respondents 15.6% of them are Highly satisfied, 20.7% of them are
Satisfied, 18% of them are Neutral, 29 % of them are Dissatisfied, and 17.7% of them
are Highly dissatisfied.
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CHART 6
CHART SHOWING SATISFACTION WITH PRESENT REWARD PRACTICES
Percentage
Highly satisfied
18% 15%
Satisfied
20% Neutral
29% Dissatisfied
18%
Highly dissatisfied
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TABLE 7
Interpretation
Among the respondents 59% of them are involved, 12.6% of them are neutral,
28.4% of them are not involved.
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CHART 7
CHART SHOWING EMPLOYEES PARTICIPATION IN MANAGEMENT
Percentage `
28%
Involved
Neutral
59% Not Involved
13%
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TABLE 8
TABLE SHOWING INTEREST IN IMPLEMENTING 360 DEGREE
PERFORMANCE APPRAISAL TECHNIQUE
Interpretation
Among the respondents, 92% of them feel appraisal is must, 8% of them feel it is
not must.
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CHART 8
Percentage `
8%
Yes
No
92%
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TABLE 9
TABLE SHOWING THE EFFECTIVENESS OF 360 DEGREE PERFORMANCE
APPRAISAL IMPLEMENTATION
Interpretation
Among the respondents 32% of them state it is Highly effective, 21.2% state it is
effective, 17.7% a of them re Neutral, 18.9 % of them state it is ineffective, and 10.2% of
them state it is highly ineffective.
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CHART 9
Percentage
Highly effective
10%
32% Effective
19%
Neutral
Ineffective
18% 21%
Highly Ineffective
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TABLE 10
TABLE SHOWING REASONS WHY PERFORMANCE APPRAISAL FAILS
Interpretation
Out of the 332 respondents 22.5% of them state that manager is not serious,
21.4% of them state that manager is not prepared, 37.4 % of them state that there is no
feedback, 18.7% of them state that the practices are not sincere.
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CHART 10
Percentage `
Manager not
serious
19% 23%
Manager not
prepared
No feedback
21%
37%
Practices not
sincere
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TABLE 11
Level of Effectiveness
S.
Age level Highly In- Highly In- Total
No. Effective Neutral
effective effective effective
1 43 37 13 12 8
< 25 113
(38.1%) (32.7%) (11.5%) (10.6%) (7.1%)
2 31 21 24 15 6
26-35 97
(32.0%) (21.6%) (24.7%) (15.5%) (6.2%)
3 22 6 12 28 12
36-45 80
(27.5%) (7.5%) (15.0%) (35.0%) (15.0%)
4 9 7 10 8 8
Above 45 42
(21.4%) (16.7%) (23.8%) (19.0%) (19.0%)
Total 105 71 59 63 34 332
INFERENCE
♦ Around 38.1% of the respondents who are below 25 years age group have
aopinion that 360 degree performance appraisal implementation have highly
effective.
♦ Around 32.0% of the 26-35 years age group of the respondents have a opinion
that 360 degree performance appraisal implementation have highly effective.
♦ Around 35.0% of the 36-45 years age group of the respondents have a opinion
that 360 degree performance appraisal implementation have ineffective.
♦ Around 23.8% of the above 45 years age group of the respondents have a opinion
that 360 degree performance appraisal implementation have neither effective nor
ineffective.
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TABLE 12
Level of Effectiveness
S.
Gender Highly In- Highly In- Total
No. Effective Neutral
effective effective effective
1 85 57 53 57 29
Male 281
(30.2) (20.3) (18.9) (20.3) (10.3)
2 20 14 6 6 5
Female 51
(39.2) (27.5) (11.8) (11.8) (9.8)
Total 105 71 59 63 34 332
INFERENCE
♦ Maximum (30.2%) of the male respondents state that 360 degree performance
appraisal implementation have highly effective.
♦ Maximum (39.2%) of the female respondents state that 360 degree performance
appraisal implementation have highly effective.
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TABLE 13
Level of Effectiveness
S.
Level of Satisfaction Highly In- Highly In- Total
No. Effective Neutral
effective effective effective
1 54 32 11 10 7
Highly satisfied 114
(47.4) (28.1) (9.6) (8.8) (6.1)
2 8 6 5 2 5
Satisfied 26
(30.8) (23.1) (19.2) (7.7) (19.2)
3 18 14 11 9 8
Neutral 60
(30.0) (23.3) (18.3) (15.0) (13.3)
4 12 9 10 7 6
Dissatisfied 44
(27.3) (20.5) (22.7) (15.9) (13.6)
5 13 10 22 35 8
Highly dissatisfied 88
(14.8) (11.4) (25.0) (39.8) (9.1)
Total 105 71 59 63 34 332
INFERENCE
♦ Maximum (47.4%) of the respondents are highly satisfied with the effectiveness
of the implementation of 360 degree performance appraisal.
♦ Most (30.8%) of the respondents are satisfied with the effectiveness of the
implementation of 360 degree performance appraisal.
♦ Maximum (30.0%) of the respondents are neither satisfied nor dissatisfied with
the effectiveness of the implementation of 360 degree performance appraisal.
♦ Most (27.3%) of the respondents are dissatisfied with the effectiveness of the
implementation of 360 degree performance appraisal.
♦ Maximum (39.8%) of the respondents are highly dissatisfied with the
ineffectiveness of the implementation of 360 degree performance appraisal.
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TABLE 14
Level of Effectiveness
S.
Opinion Highly In- Highly In- Total
No. Effective Neutral
effective effective effective
1 73 43 40 55 24
Yes 235
(31.1) (18.3) (17.0) (23.4) (10.2)
2 32 28 19 8 10
No 97
(33.0) (28.9) (19.6) (8.2) (10.3)
Total 105 71 59 63 34 332
INFERENCE
CHAPTER 6
6.1 FINDINGS
1) Out of 332 respondents , 34% of them belong to the <25 age group, 29% of them
belong to 26-35 age group, 24% of them belong ton 36-45 group & 13% of them
belong to above 45 age group.
2) Out of the 332 respondents, 85% of them are male & 15% of them are female.
3) Out of 332 respondents, all agreed that they have a performance appraisal system.
4) Among the respondents 34% of them are highly satisfied, 7.8% of them are Satisfied,
18% of them are Neutral, 13.2 % of them are dissatisfied, and 27% of them are
Highly dissatisfied.
5) Among the respondents 34% of them are Highly Unclear, 7.8% of them are Unclear,
18% of them are Neutral, 13.2 % of them are Clear, and 27% of them are Highly
clear.
6) Among the respondents 15.6% of them are Highly satisfied, 20.7% of them are
Satisfied, 18% of them are Neutral, 29 % of them are Dissatisfied, and 17.7% of
them are Highly dissatisfied.
7) Among the respondents 59% of them are involved, 12.6% of them are neutral, 28.4%
of them are not involved.
8) Among the respondents, 92% of them feel appraisal is must, 8% of them feel it is not
must.
9) Among the respondents 32% of them state it is Highly effective, 21.2% of them state
it is effective, 17.7% of them are Neutral, 18.9 % of them state it is ineffective,
and 10.2% of them state it is highly ineffective.
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10) Out of the 332 respondents 22.5% of them state that manager is not serious, 21.4% of
them state that manager is not prepared, 37.4 % of them state that there is no
feedback, 18.7% of them state that the practices are not sincere.
11) Around 38.1% of the respondents who are below 25 years age group have aopinion
that 360 degree performance appraisal implementation have highly effective.
12) Around 32.0% of the 26-35 years age group of the respondents have a opinion that
360 degree performance appraisal implementation have highly effective.
13) Around 35.0% of the 36-45 years age group of the respondents have a opinion that
360 degree performance appraisal implementation have ineffective.
14) Around 23.8% of the above 45 years age group of the respondents have a opinion that
360 degree performance appraisal implementation have neither effective nor
ineffective.
15) Maximum (30.2%) of the male respondents state that 360 degree performance
appraisal implementation have highly effective.
16) Maximum (39.2%) of the female respondents state that 360 degree performance
appraisal implementation have highly effective.
17) Maximum (47.4%) of the respondents are highly satisfied with the effectiveness of
the implementation of 360 degree performance appraisal.
18) Most (30.8%) of the respondents are satisfied with the effectiveness of the
implementation of 360 degree performance appraisal.
19) Maximum (30.0%) of the respondents are neither satisfied nor dissatisfied with the
effectiveness of the implementation of 360 degree performance appraisal.
20) Most (27.3%) of the respondents are dissatisfied with the effectiveness of the
implementation of 360 degree performance appraisal.
21) Maximum (39.8%) of the respondents are highly dissatisfied with the ineffectiveness
of the implementation of 360 degree performance appraisal.
22) Maximum (31.1%) of the interested respondents state that 360 degree performance
appraisal implementation is highly effective.
23) Maximum (33.0%) of the not interested respondents state that 360 degree
performance appraisal implementation is highly effective
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6.2 SUGGESTIONS
4) The management should reduce the communication gap between them and their
employees.
5) All of the employees should work together without any personal grievances.
6.3 CONCLUSION
These days the demand for skilled manpower is increasing. The company should
have a proper practice for maintaining all the activities which could assure transparency,
accuracy in all aspects.
With the God’s grace the reason was found it is in our hand to remove the limiting
factors from the minds of the people and make them to join with us to serve the people.
The company has to formulate many strategies to get to do their work properly with the
help of their potential employees.