CHAPTER I

INTRODUCTION

1
1.1 INTRODUCTION OF PERFORMANCE APPRAISAL

Performance Appraisal is also known as employee evaluation, merit rating, employee

assessment, etc. It is a systematic process of appraising an to the parameters. The
employee’s performance appraisal should be based on organizational expectations and
employees actual performance. The idea that perform evaluation improves employees
performance is not a new one but it is seen in the roots of development of mankind.
Performance appraisal process may be held annually or monthly as per needed.

1.2 CONCEPT OF PERFORMANCE APPRAISAL

Virtually all organizations have some sort of means of appraising their employees.
Performance appraisal is one of the oldest, natural and most universal practices of
Management. The basic purpose of performance and integrate with the organizational
performance. It helps both the employers and employees to understand the responsibility in
the organizations. Performance appraisal system is forced to integrate the expectation i.e.
performance, which gives the total clarity between the appraiser and appraise. It is an
instrument to create a conductive atmosphere in the organization. The purpose of any
management is to builds healthy competitions, gives the sense of achievements to the
employees and the stakeholders.

Performance appraisal system is the right instrument that plays a vital role directly or
indirectly in achieving the above. It improves the interpersonal relationship among the
employee and employers in the organization. It reflects an evaluative judgement of the traits,
characteristics and the work performance of the employees on jobs. It is a continuous process
to reach the desirous goals of not only the organization but also the employees.

Flippo (1976) defines performance appraisal as, “Performance Appraisal is the

systematic, periodic and an impartial rating of an employee’s excellence in the matters
pertaining to his present job and his potential for a better job.” Performance Appraisal is a
systematic way of reviewing and assessing the performance of an employee during a given
period of time and planning for his future.

2
 Performance Appraisal may be defined as a structured formal interaction between a
subordinates and supervisor, that usually takes the form a periodic interview (annual or semi-
annual), in which the work performance of the subordinates is examined and discussed, with
a view to identifying weakness and strength as well as opportunities for improvements and
skills development

ACCORDING TO LEVINSON (1976), PERFORMANCE APPRAISAL

HAS THREE FUNCTION:

I. It seeks to provide an adequate feedback to each individual for his or her

performance.
II. It purpose to serve as a basis for improving or changing behaviour towards some more
effective working habits.
III. It aims at providing data to managers with which they may judge future job
assignments and compensation.

In the light of the above definitions we understand that a performance appraisal system is
used to evaluate the traits or qualities of an employee’s systematically at regular intervals.
Adequate and ample opportunities are provided to the employees to enable them to the
maximum utilization of their strong qualities thus performance appraisal place a vital role
such as “Unity is the diversity” in the utilization of organization. It contributes indirectly to

the growth of GDP & PERCAPITA INCOME through the development of employee as well
as organization. It is the powerful instrument of the HR personnel’s to take right decisions
with respect to labour turn over and other related aspects. It helps the organization in the 3
‘R’ process like Recruitment, Retention & Retirement.

3
Performance Management is a new HRM model that takes away the management from
command and control approach to a realization that it is very critical for the employees and
the business to relate to the work performance of employees to the long term goals and
mission or the organization as a whole. The process of PM provides an opportunity for the
managers to discuss the developmental goals of the organization with the employees and
jointly draw a path to achieve those goals. Such a collaborative approach fosters onwnership
among the employees at the level where the work is done for the chosen path and to that
extent it makes achievement of goals simple.

1.3 OBJECTIVES OF PEFORMANCE APPRAISAL

In the word of CUMMINGS, “The overall objectives of Performance Appraisal is to

improve the efficiency of an enterprise by attempting to mobilize the best possible effects
from individual employed in it. Such appraisal achieve four objectives including the salary
reviews, the development and training individual, planning job rotation and assistance
promotions.”

1.4 MAJOR OBJECTIVES OF PERFORMANCE APPRAISAL:

I. To assist promotions, transfer and lay off decisions.

II. To meet the training and development needs of the employees.

III. To plan job rotation.

IV. To improve communication between managers and subordinates.

V. To assists in decisions regarding salary increases.

VI. To provide feedback and guidelines for employees for better performance.

VII. To instill activeness and inspiration or higher goals in employees.

4
1.5 POTENTIAL RATING SCALE APPRASIAL PROBLEMS

I. The Halo Effect

II. Contrast Error

III. Rater Bias

IV. Central Tendency Error

V. Sampling Error

VI. Primary & Recency

1.6 CRITERIA FOR ASSESSING PERFORMANCE

JOHN H. BERNARDIAN & JOYCE E.A. RUSSELL have observed following

seven criteria for assessing performance:

I. Quality

II. Quantity

III. Timeliness

IV. Interpersonal impact

V. Cost effectiveness

VI. Need for supervision

VII. Community service

5
1.7 POSITIVE RESULT FOR PERFORMANCE

I. The person whose performance is appraised may develop an increased motivated to

perform effectively.
II. The self esteem of the person being appraised may be clarified and better defined.
III. The job of the person being appraised may be clarified and better defined.
IV. Valuable communication can take place among the individuals taking part.
V. Reward such as pay and promotion can be distributed on a fair and credible basis.
VI. Organizational goals can be made clearer, and they cab be more readily accepted.
VII. Valuable appraisal information can allow the organization to do better manpower
planning, test validation and development of training programs.
VIII. Better and timely service provision, thus greater citizen satisfaction.
IX. Makes bureaucrats more accountable for this action. So it is a change of attitude
from the old notions of public administration.

1.8 NEGATIVE RESULTS OF PERFORMANCE APPRAISAL

I. The self-esteem of the person being appraised and the person doing the appraisal may
be damaged.
II. Large amount of time may be wasted.
III. The relationship among the individuals involved may be permanently worsened
thereby creating organizational conflicts.
IV. Performance motivation may be lowered for many reason, including the feeling that
performance measurements means no rewards for performance.
V. Money may be wasted on forms, training and a host of support services.

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1.9 CONSTITUTENTS OF PERFORMANCE APPRAISAL

JOB DESCRIPTION: It involves listing of essential functions and the task to be done
under each job. It is a process of systematically collecting, analysing and documenting the
important facts about a job. It also basis for job related selection procedures and performance
standards. It specifies:

 The specific job functions and tasks.

 The functions and tasks which are essential.
 The percentage of time typically spent performing each function.
 The skills, knowledge and abilities required to perform the job successfully.
 The physical and mental requirements of the position.

PERFORMANCE STANDARDS: It describes standard of performance or

describe how well a job should be performed. The defined performance standards offer a
benchmark to evaluate the actual work performance. When standards are developed in
collaboration with the employees for whose positions they are being developed. It is more
likely that the standards will:

 Be appropriate to the requirements of the job.

 Reflect the realities of the work context and conditions
 Be understand by the employee and performance manager.
 Be accepted by the employee and the performance manager.

In order to achieve these objectives, managers must ensure that the written down performance
standards are:

 Realistic and job specific.

 Based on measurable data, observation or verificable information
 Consistent with organizational goals.
 Clear and understandable; and they are dynamic.
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1.10 OBSERVING EMPLOYEE PERFORMANCE

As part of PM, managers most constantly observe the work performance and
provide appropriate feedback to an employee. Feedback should be based on the observed
work related behaviour and results vis-à-vis prescribed standards. Such observation of
employee behaviour and the results of performance enable the management to identify the
shortcoming and facilities an employee to be successful at the job by continuously
developing his or her skills, knowledge and competency. Wherever a manager cannot
directly observe an employee’s performance it is desirable to put in place a process that
enables the management to know how they are functioning from time to time. In this context,
the following options can be exercised:

 Evaluating the output and products of the employers work.

 Periodically reviewing and discussing with employees their standards of performance
of the job vis-a-vis management expectations.
 Obtaining feedback from customers.
 Doing brief stand up check – inns or phone calls.
 Performing routine spot checks of the employee at work.
 Asking for confidential evaluations of employee performance by peers.

The most critical part of PM is assessing, summarizing and developing the work performance
of an employee. It is essential that every employee enjoys the benefits of looking at his
performance appraisal at least once in a year. A manager should analyses the performance on
the employee objectively against the set standards. It is desirable for the manager to meet
and discuss with the employee about the appraisal process before writing as it fosters mutual
understanding of the process extent it enhances the employees acceptance of the outcome.

The manager has to review the draft of the performance appraised form and supporting
comments with the concerned employee. Here it makes sense to discuss the employees
strengths first; covering each point in detail, for it sets a positive tone to start the discussion.
Identifying the functional areas requiring improvement and establishing agreement with the

8
employee about how improvement is to be accomplished. Performance manager and the

concerned employee must mutually identify areas in which education, training, or their
development opportunities are needed and design a strategy for developing skills and
knowledge of the employee. Discussion with the employees, the steps to be taken by them to
accomplish self development goals, as well as how the department will help them to arrive at
agreement to be done. It always makes sense for managers to meet employees for such
discussion in private.

1.11 PROCESS OF PERFORMANCE APPRAISAL

1. Preparation – Preparation of all materials , noting down agreed tasks and recording of
performance, achievement, incidents, reports etc – anything pertaining to performance
and achievement – obviously include the previous performance appraisal documents
and a current job description. A good appraisal form will provide a good natural
order for proceeding. If the organization doesn’t have a standard appraisal form then
one has to locate standard websites. Whatever has been used, one has to ensure the
necessary approval from his/her organization, and understand how it works. The
paperwork to reflect the order of the appraisal and write down the sequence of items
to be covered has to be organized.

2. Intimation – One has to inform the appraise and ensure that appraise is informed of a
suitable time and place and clarify purpose and type of appraisal – he has to be given
a chance to the appraise to assemble data and relevant performance and achievement
records and materials. If the appraisal form does not imply a natural order for the
discussion then an agenda of items to be covered should be provided.

3. Venue – One has to ensure a suitable venue, which is planned and variable – private
and free from interruptions – as with recruitment interviewing the same rules should
be observed – one has to avoid hotel lobbies, public lounges, canteens – privacy is
absolutely essential.

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4. Layout – Room layout and seating are important elements to preparation also – one
should not simply accept whatever layout happens to exist in a borrowed or hired
room – layout has a huge influence on atmosphere and mood – irrespective of content,
the atmosphere and mood must be relaxed and informal – remove barriers – one
should not sit in the boss’s chair with the other person positioned humbly on the other
side of the desk; one must create a relaxed situation, preferably at a meeting table or
in easy chairs – sit at an angle to each other, 90 degree ideally – avoid face to face, its
confrontational.

5. Introduction – One has to relax the appraise – open with a statement, smile, be warm
and friendly – the appraise may well be terrified; its one’s responsibility to create a
calm and non-threating atmosphere. One has to set the scene - simply explain what
will happen – encourage a discussion and as much input as possible from the appraise
– tell them its their meeting. The timings have to be confirmed, especially finishing
time. If helpful and appropriate, one should begin with some general discussion
about how things have been going, but one should avoid getting into specifics.

6. Reviewing & Measurement – One has review the activities, tasks, objectives and
achievements one by one, keeping to distinct separate items one by one – avoid going
off on tangents or vague unspecific views. If the person has done your preparation
correctly he will have an order to follow. If something off subject comes up then it
should be noted down. He has to concentrate on hand facts and figures, solid
evidence – avoid conjecture, anecdotal or non-specific opinions, especially about the
appraise. Being objective is one of the greatest challenges for the appraiser – as with
interviewing, and he has the resist judging the appraise in his own image, according to
his own style and approach – fact and figures are the acid test and provide a good
neutral basis for the discussion, free of bias and personal views. For each items a
measure of competence should be agreed, and according to whatever measure or
scoring system is built into the appraisal system.

7. Inviting any other points or questions – One must uses a capture any other concerns.

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8. Agreeing an action plan – An overall plan should be agreed with the appraisee’s
career which should take an account of the job repsonsibilities, the apprasiee’s career
aspirations, the departmental and whole organization’s priorities, and the reviewed
strengths and weakness. The plan can be staged if necessary with short, medium and
long term aspects, but importantly it must be agreed and realistic.

9. Agreeing on necessary support – This is the support required for the appraisee to
achieve the objectives, and can include training of various sorts such as external
courses and seminars, internal courses, coaching, mentoring, shadowing, distance –
learning, reading, watching videos, attending meetings; anything relevant and helpful
that will help the person develop towards the standard and agreed task. Also one
should consider training and development that relates to whole-person development
outside of job skills. This might be a hobby or a talent that the person wants to
develop. Developing the whole person in this way will bring benefits to their role,
and will increase motivation and loyalty.

10. Agreeing on specific objectives – These are the specific actions and targets that
together form the action plan. As with any delegated task or agreed objective these
must adhere to the SMATER rules – Specific, Measurable, Agreed, Realistic, Time-
bound, Enjoyable, Recorded. If not, one should not bother. The objectives can be
anything that will benefit the individual, and that the person is happy to commit to.
Written helping people to develop, one should not be restricted to job-related
objectives, although typically most objectives will be.

11. Becoming close – Thanking the appraise for their contribution to the meeting and
their effort through the year, and commit to helping in any way one can.

12. Recording main points, agreed actions and follow-up – One must swiftly follow-up
the meeting with all necessary copies and confirmations and ensure documents are
filed and copied to relevant departments, (HR and ones own line manager typically).

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1.12METHODS OF PERFORMANCE APPRAISAL SYSTEM

One can classify the methods of performance appraisal under two categories vis-à-vis,
traditional and modern methods. Each method has been described briefly in the following
paragraphs.

TRADITIONAL METHOD

A. Essay appraisal method

B. Straight ranking method

C. Paired comparison

D. Critical incidents method

E. Field review

F. Checklist method

G. Graphic rating scale

H. Forced distribution

MODERN METHODS

A. Assessment centres

B. Behaviourally anchored rating scale

C. Human Resource accounting method

D. 360 Degree performance appraisal

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1.13 BENEFITS OF PEFORMANCE APPRAISAL

The benefits typically claimed by those who defined or advocate performance appraisal
systems include the following:

Feedback – Performance appraisals provide employees with feedback regarding their

performance, usually at least once a year and often on an interim basis during the year. This
leads to reduced errors and waste, increased productivity motivation, commitment and a
sense of ownership.

Goal setting – Performance appraisal sessions provide an opportunity for discussion that
include setting work related goals and objectives for the individual as well as aligning
individual and organizational goals.

Career Management – Performance appraisal sessions also provide opportunity for

identifying training and development needs and discussing career progression opportunities.

Legal protection – Performance appraisals afford the corporation legal protection against
employee law suits for discrimination and wrongful termination. a candid and perhaps blunt
observe might add a final benefit: The formal performance appraisal system buttresses the
organization’s hierarchical authority system. It gives the supervising manager control over
some of the carrots and sticks in what is essentially a carrot and stick management system.
The list of benefits above be balanced against the costs of performance appraisals. Some of
these are “hard” costs that can be measured and expressed in dollars and cents. Others are
“soft” costs, best gauged in terms of their drawdown on human and political capital.

Objective assessment – Performance appraisal are made objectives through uniform

processes and criteria. This also results in a fair, valid and legally defensible basis for
rewarding and recognizing individual performance.

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1.14 NEED OF THE STUDY

This study helps building progress towards organizational goals.

1. To help the superior to have a proper understanding about their subordinates.
2. To ensure organizational effectiveness through correcting the employees for standard
and improved performance and suggesting the changes in employees behaviour.
3. It provides information about the performance ranks.
4. To provides information this helps to counsel the subordinates.
5. To facilitate fair and equitable compensation based on performance.

1.15 SCOPE OF THE STUDY

A performance appraisal system plays a significant role in the development of an

organization together with the employee’s growth. The appraisal of the employee must be
used as a means to achieve organizational development. The performance appraisal system
must be conceived as a means to develop and implement strategies that will enable the
employee to acquire higher competencies, develop a creative attitude and achieve growth by
contributing to the organizational growth. Having all these and also to gain more knowledge
about the performance appraisal system, its utility and importance for organizational
development, the present topic “The study on the impact of Performance Appraisal on
employees at Wonjin Autoparts India Pvt Ltd, Maraimalai Nagar, Tamil Nadu.”

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1.16 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES:
The study on the impact of Performance Appraisal on employee at Wonjin
Autoparts India Pvt Ltd, Maraimalai Nagar.

SECONDARY OBJECTIVES:

1. To analyse the effect of the performance appraisal in Wonjin Autoparts India

Pvt Ltd.
2. To analyse whether the performance appraisal is helpful in reducing grievance
among the workers in Wonjin Auotparts India Pvt Ltd.
3. To know the performance appraisal is helpful for improving personnel skill in
Wonjin Autoparts India Pvt Ltd.
4. To provide a feedback to employees regarding their performance and related
status in Wonjin Autoparts India Pvt Ltd.
5. To ascertain the employees satisfaction towards performance appraisal in
Wonjin Autoparts India Pvt Ltd.

1.17 LIMITATION OF THE STUDY

1. To study pertain only to the employees of Wonjin Autoparts India Pvt Ltd.
2. The total no of respondents were only restricted to 50 employees
3. The study is limited only to the officials hence generalization about the
company may not be possible.
4. The data is collected through questionnaire hence the response from the
respondents may not be correct.
5. An interaction between officials was limited due to the busy schedule.

15
 CHAPTER II

COMPANY PROFILE

16
2.1 INDUSTRIAL PROFILE
Heating, ventilation and air conditioning (HVAC) is the use of various technologies to
control the temperature, humidity, and purity of the air in an enclosed space. Its goal is to
provide thermal comfort and acceptable indoor air quality. HVAC system design is a sub
discipline of mechanical engineering, based on the principles of thermodynamics, fluid
mechanics, and heat transfer. “Refrigeration” is sometimes added to the fields abbreviation
as HVAC&R or HVACR or Ventilation is dropped, as in HACR (as in the designation of
HACR – rated circuit breakers).

HVAC is an important part of residential structures such as single family homes,

apartment buildings, hotels and senior living facilities: medium to large industrial and office
buildings such as skyscrapers and hospitals; vehicles such as cars, trains, airplanes, ships and
submarines; and in marine environments, where safe and healthy building conditions are
regulated with respect to temperature and humidity, using fresh air from outdoors.

Ventilating is the process of exchanging or replacing air in space to provide high

indoor air quality which involves temperature control, oxygen replenishment and removal of
moisture, odors, smoke, heat dust, airborne bacteria, carbon dioxide and other gases.
Ventilation removes unpleasant smells and excessive moisture, introduces outside air, keeps
interior building air circulating and prevents stagnation of the interior air.

A pipe is a tubular section or hollow cylinder, usually but not necessarily of circular
cross section, used mainly to convey which can flow liquids and gases, slurries, powder and
masses of small solids. It can also be used for structural applications: hollow pipe is for
stiffer per unit weight than solid members.

In common usage the words pipe and tube are usually interchangeable, but in
industry and engineering, the terms are uniquely defined. Depending on the applicable
standard outside diameter and a schedule that defines the thickness. Tube is most often
specified by the OD and wall thickness. Pipe is generally manufactured to one of several
international and national tubing. Tube is often made to custom sizes and a border range of
diameters and tolerances. Many industrial and government standards exist for the production
of pipe and tubing.

17
The term tube is also commonly applied to non cylindrical sections. i.e., square or
rectangular tubing. In general, pipe is the more common term in most of the world. Whereas
tube is more widely used in the US.

Both pipes and tube imply a level of rigidity and permanence. Whereas a hose is
usually portable and flexible. Pipe assemblies are almost always constructed with the use of
fitting such as elbows, tees, and so on. While tube may be formed or bent into custom
configurations. For materials that are flexible cannot be formed or where construction is
governed by codes or standards. Tube assemblies are also constructed with the use of tube
fittings.

The evaporative emission control system (EVAP) is used to prevent gasoline vapors
from escaping into the atmosphere from the fuel tank and fuel system all times.

Evap systems have been required on gasoline powered vehicles since the 1970s. a
typical system consists of the fuel tank, an EVAP vapour storage canister full of charcoal,
valves, hoses and a sealed fuel tank gas cap. The EVAP system is designed to stop fuel
system fumes from leaking directly into the atmosphere. Vent lines from the fuel tank pass
vapours to the vapour canister, where they are trapped and stored until the engines in started.

The EVAP canister is usually rectangular plastic container mounted somewhere in

the vehicles. The canister is filled with actives charcoal, which absorbs and stores gasoline
vapors. The vapors are stored in the canister until the engine is being driven. The PCM then
open the canister purge valve, which allows intake vacumm to drive the vapors into the
engines. The EVAP canister in connected to the fuel tank through the tank vent line. EVAP
canister problems include faulty purge control or vent solenoids or canister housing leaks.

The PCM runs an EVAP diagnostic monitor on OBD II equipped vehicles under the
certain driving conditions to the detect fuel vapour leaks, and if it finds any it will set a DTC
fault code and illuminate the check engines light. However, the EVAP monitor only runs
under very precise operating conditions including engines running characteristics, ambient
temperature requirements and fuel tank volume requirements. The diagnostics routine run by
the PCM is capable of dictating extremely small leaks which may be difficult to isolate and
repair.

18
 COMPANY PROFILE
2.2 WONJIN PROFILE

 Established – September 23rd, 2003

 Directors – Y.J. Park & R.M. Subramaniyan
 Major product – Cond. Manifolds, Heater & Evap Pipes, AC Lines (with IHX),
Sensor.
 Employees – 425
 Space – Land: 9,500 m2, Building: 4,600 m2.
 Location – Plot No: A1 K CMDA Industrial Complex Maraimalai Nagar,
Chennai-India.

2.3. WONJIN HISTORY

 2003 – Established Wonjin Autoparts India Pvt Ltd

 2004 – Started production of condenser manifold assy & evap temp sensors
 2007 – Started export of heater tubes to France
 2009 – Started export of eater tubes to USA
 2013 – Started production of Nissan heater & evap pipes for Calsonic
 2014 – Started production of IHX tubes for HANON
 2016 – Started exporting IHX tubing to Hanon Turkey
 2017 – Received new order from Mahle US
 2018 – Received Best Innovation Suppler award from Hanon
 2019 – Received new order from PSA Group for complete A/C Line
 2020 – Started exporting for battery chiller & spout part of Hanon Czech
 2021 – Received order for MSIL – YGF from Hanon Chennai

19
CUSTOMER’S & SHARE OF BUSINESS

VALEO
CALSONIC
MAHLE
DOOWON
HANON

Fig No 2.1

EXPORT MARKET

TURKEY
BRAZIL
FRANCE
CZECH
SLOVAKIA
US
INDONESIA

Fig No 2.2

Major customer
Fig No 2.3

20
 GM HANON FORD VOLVO KB AUTO DCC DOOSAN

Fig No 2.4 Major Customers

2017
2018
2019
2020
2021
2022
60
87
80 SALES REVUNUE
77
1 89 PERCENTAGE %
2 94
3
4
5
6
1 2 3 4 5 6
SALES REVUNUE 2017 2018 2019 2020 2021 2022
PERCENTAGE % 60 87 80 77 89 94

Fig No 2.5 Sales Revenue

Customer needs creation though sustainable growth base to secure – Creation of customer
value, optimal product design, cost innovation, creation of intellectual property.

Market 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23

Domestic 991 984 921 850 920 966
Export 139 222 238 205 240 257
Million in(INR) 1,130 1,206 1,159 1,055 1,160 1,223
Million in (USD) 17.38 18.55 17.83 16.23 17.85 18.81
Growth Rate (%) 2.5% 6.7% -3.9% -9.0% 10.0% 5.4%

21
 PRODUCT LINE – ONEENE INC

Fig No 2.6

2.3 DESIGN CAPABILITY

RFQ

 Internal reviews
 Joint analysis with HQ
 Person sent to korea to study the process
Person study

 Visit to similar production location

 Verify the application
Customer approach

 Joint discussion with customer

 Sharing the detail reports
Improve OEM relationship

 Local engineering capability

 Fast respondent to meet the customer requiremnets
Develop and share low cost design

 Meet India OEM request & market requirements with cost host competitivesness
 Develop local suppliers & components
Leverage get advantages of low cost country

 Enhance self design capability

 Reduce global work load

22
2.5 RECENT SUCCESSFUL LAUNCH
AI3 – HYUNDAI GRAND 130 & SP2I – KIA MOTOR
 Condenser manifold assembly
 Heater pipes
 Evap pipe assembly
 IHX sub assembly

MG AUTO
 Heater pipes
 Evap pipes assembly
 Sensors

RBC – RENAULT
 Heater pipes
 Evap pipes

SU2I
 Condenser manifold
 Evap pipe assembly

2.6 PRODUCT OUTLINE – WONJIN INDIA

A/C TUBING

Fig 2.7
AC refrigerant system piping or tubing is often made from copper. Movement and the
changes of state evaporation & condensation of refrigerator between an outdoor condenser
coil and an indoor evaporator coil are what make the system work. In some cases, the pipes
are flexible and can bend.

23
 IHX TUBING

Fig No 2.8
The IHX is a simple “tube within a tube” device which transfer between the low pressure and
the high pressure flow circuits. It has no moving parts.

CONDENSOR MANIFOLDS

Fig No 2.9
A condenser is designed to transfer heat from a working fluid (eg. Water in a steam
power plant) to a secondary fluid or the surrounding air. The condenser relies on the effect
heat transfer that occurs during phase changes, in this case during the condensation of a
vapour into a liquid.

24
 EVAPORATE HEATER

Fig No 2.10
Evaporation happens when a liquid substance becomes a gas. When water is heated, it
evaporates. The molecules move and vibrate so quickly that they escape into the atmosphere
as molecules of water vapour.

HEATER TUBES

Fig No 2.11
They are internally lines with refactory using single and multiple burners where fuels is fired
for generating heat. The process feed flows insides the tubes and pipes and picks up heat
from the hot flue gases generated from burners, mainly through radiation and/or convection.

25
 EVAP SENSOR

Fig No 2.12
The EVAP system is designed to stop fuel system tunes from leaking directly into the
atmosphere. Vent lines from the fuel tank vapours to the vapour canisher, where they are
trapped and stored until the engines is started.

RECENT LAUNCH PROJECTS

Fig No 2.13
YFG MODELS

 OEM – MSIL
 SOP – 2022
 CURRENT STAGE – VP SAMPLES IN PROGRESS

26
 Fig No 2.14

CC21 MODEL

 OEM – PSA
 SOP 22
 CURENT STAGE – PRESOP

VW Top Plate Assy

Fig No 2.15
VWAC MODEL
 OEM – VW
 SOP – 2023
 CURRENT STAGE – VP SAMPLES IN PROGRESS

27
CERTIFICATE & AWARDS

Fig No 2.14

28
 CHAPTER III
RESEARCH METHODLOGY

29
3.1 RESEARCH METHODOLOGY

Research method are the strategies, processes or techniques utilized in the collection
of data or evidence for analysis in order to uncover new information or create better
understanding of a topic. There are different types of research methods while use different
tools for data collection.

3.2 RESEARCH DESIGN

The study is to measure effectiveness of the training program through performance

appraisal system provided by the employees.

Descriptive research is also called statistical research. The main goal of this type of
research is to describe the data and characteristic about what is being studied. The idea
behind this type of research is to study frequencies, average and other statistical calculations.
Although this research is highly accurate, it does not gather the causes behind done when a
research wants to gain a better understanding of a topic. Descriptive research answer the
questions who, what, when, where and how.

The research is adopted to Descriptive method.

3.3 TYPES OF RESEARCH DESIGN

a) Descriptive
b) Experimental
c) Correlation research
d) Diagnostic research
e) Explanatory research

30
DESCRIPTIVE

In this survey we uses Descriptive Design for the research.

In a Descriptive composition, a researcher is solely interested in describing the situation or

case under their research study. It is a theory – based design method created by gathering,
analysing and presenting collecting data. This allows a researcher to provide insights into the
why and how of research. Descriptive design helps others better understand the need for the
research. If the problem statements is not clear, you can conduct exploratory research.

EXPERIMENTAL

It establishes a relationship between the cause and effect of a situation. It is a causal

design where one observes the impact caused by the independent variable on the dependent
variable. For example, one monitors the influence of an independent variable such as a price
on a dependent variable such as customer satisfaction or brand loyalty. It is an efficient
research method as it contributes to solving a problem.

The independent variables are manipulated to monitor the change it has on the dependent
variable. Social sciences often use.

Experimental design create a set of procedure to systematically test a hypothesis.

DIAGNOSTIC RESEARCH

In diagnostic design, the researcher is looking to evaluate the underlying cause of a

specific topic or phenomenon. This method helps one learn more about the factors that create
troublesome situations.

31
CORREALTION RESEARCH

It is a non – experimental research technique. It helps researchers establish a relationship

between two other variables and statistical analysis techniques calculated the relationship
between them. This type of research requires two different groups.

A correlation coefficient determines the correlation between two variables whose values
range between -1 and +1 the correlation coefficient is towards +1, it indicates a positive
relationship between the two variables.

EXPLANATORY RESEARCH

It is a method developed to investigate a phenomenon that has not been suited or property.
Its main intension is to provide details about where to find a small amount of information.

3.4 SAMPLING

Sampling is the selection of a subset of the population of interest in a research study.

In the vast majority of research endeavors. The participation of an entire population of
interest is not possible. So a smaller group is relied upon for data collection.

3.5 SAMPLING DESIGN

A sampling design is definite plan for obtaining a sample from a given population. It
refers to the techniques or the procedures the researchers would adopt in selecting items for
the sample. Sample design may as well lay down the number of items to be included in the
sample. i.e. the size of the sample.

32
3.6 SAMPLING METHOD

When you conduct research about a group of people, its rarely possible to collect data
from every position in that group. Instead, you select a sample. The sample is the group of
individuals who will actually participate in the research.

There are two primary types of sampling methods that you can use in your research:

 Probability Sampling involves random selection, allowing you to make strong

statistical inference about the whole group. There are four main types of
probability.
 Simple random sample
 Systematic sample
 Stratified sample
 Cluster sample

SIMPLE RANDOM SAMPLE

Simple random sampling techniques is used in the survey conducted.

The simple random method, convenient sampling method were used all the employees
were taken into consideration.

Research was conducted on clear assumption that the respondents would give frank and
fair answer in a pragmatic way without any bias.

 Non probability sampling involves non-random selection based on convenience

or other criteria, allowing you to easily collect data.
 Convenience sampling
 Voluntary response sampling
 Purposive sampling
 Snowball sampling

33
3.7 SAMPLE AREA

Area sampling is a method of sampling used when no complete frame of reference is

available. The total area under investigation is divided into small sub-areas which are
sampled at random or according to a restricted process (stratification of sampling).

3.8 SAMPLE SIZE

Due to time and resource constraint the sample size is taken as 50 for the survey from
the total population (300) employees.

3.9 PERIOD OF STUDY

The study was conducted during the period of Jan 2023 – March 2023.
3.10 AREA OF STUDY
The study is undertaken in Maraimalai Nagar.

3.11DATA COLLECTION METHOD

PRIMARY DATA
Primary data is known as data collected for the first time through field survey.
Such data are collected with specific set objectives. Primary data always reveals the cross
section picture of anything studied. This is needed in research to study the effect or impact
any policy.

Data is collected through

 Questionnaire
 Observation
 Schedule
 Interview

34
QUESTIONNAIRE:

Questionnaire is a prepared and circulated to the employees to know their opinion.

OBSERVATION:

Observation were done during the visits to the organization.

SCHEDULE:

This method of data collection is very similar to questionnaire, with little difference
which lies in the fact that schedule (performance containing set of question) are filled by
researcher, through this method the drawbacks of the questionnaire in form of non-awareness
etc. this method has a benefit of cross examination to find out the truth.

SECONDARY DATA

Secondary data refers to the information or facts already collected. Such data are
collected with the objectives of understanding the past status of any variable data collected
and reported by some source is accessed and used for the objectives of the study. The
secondary data were collected from:

 Magazine
 Books
 Journals
 Records maintained by HR department
 Company websites

35
3.12. INSTRUMENTAL USED

The tools used for collection of the data is closed ended questionnaires which
structure and unstructured type. The different types of questionnaire are used to collect the
opinion from the employees. They are
 Multiple choice questions
 Likert scale questions
 Demographics questions
 Rating questions

3.13 TOOLS FOR ANALYSIS

 Correlation method
 Chi – square analysis
 Percentage analysis

STATISTICAL TOOLS USED:

The main of the analysis is to determine the relationship between the various factors
potential and to determine which factor is significant in enhancing the same various statistical
tools are of:

CORRELATION METHOD:

A correlation research design investigates relationship between variables without the

researcher controlling or manipulating any of them.

36
 A correlation reflects the strength and/or direction of the relationship between two or more
variables. The direction of a correlation can be either positive or negative.

CORRELATION: = ∑XY

√∑X2 × ∑Y2

POSITIVE CORRELATION:

 Both variables change in the same direction

 As height increases, weight also increases

NEGATIVE CORREALTION:
 The variables change in opposite directions
 As coffee consumption increases, tiredness decreases

ZERO CORREALTION:
There is no relationship between the variables coffee consumption is not correlated with
height.

CHI-SQUARE ANALYSIS:
Chi square test is non-parametric test used most frequently by marketing research to test
hypothesis. The main aim is to determine whether significant difference exist among the
groups of data or whether difference due to sampling when a small number of degree of
freedom is involved is greater skewed. As the degree of freedom increases, distribution curve
became most significant and resembles the nominal curve.

X2 = (O-E)2 / E

37
CHI SQUARE TEST:

X2 Test is based on the chi square distribution and it is parametric test. It is used for
comparing a sample variance to a theoretical population variance. In a non-parametric test,
no assumption about the parameters of the population is made. The non-parametric tests
originally applied in sociological and psychological research.
 Conditions to be satisfied for applying chi square test.
 Data should have been collected random.
 Items constituting the sample should be independent.
 The total number of items should at least be 50.
It has been already stated that chi square is used for different purpose. These are explained
below:
o Chi-square as a goodness of fit.
o Chi-square as a test of independence.

PERCENTAGE ANALYSIS:

Percentage is calculated by taking the frequency in the category divided by the total
number of participants and multiplying by 100%. The most basic application of percentage is
to compare one quantity against another with the second quantity rebased to 100. Lets say
we are interested in the number of employed male as a percentage of all employed. If this
fraction is ½ , it means in general, for every two employed persons, one is a male.

PERCENTAGE ANALYSIS = NO OF RESPONDENTS / TOTAL NO OF

RESPONDENTS x 100

3.14 DATA ANALYSIS

Collected data were arranged in logical of sequential order. To analysis has been
made simple bar diagram pie chart, has been used for diagrammatic representation of data.

38
3.15 RESEARCH METHODLOGY

Descriptive research design was used for the research. The sample in this study
were about the preference of employees. Total 70 were selected for the survey. After
removing the incomplete responses the final sample of 50 employees were taken for analysis.
Convenience sampling techniques was used to collect the required data from employees. The
data collected by questionnaire method. The questionnaire was in closed ended format.
There were questions consisting of demographic factor and perception towards preference on
employees. Simple percentage method, weighted average method and correlation will be
used to analyse the collected data.

3.16 HYPOTHESIS

Testing of hypothesis
HO: There is no relationship between accuracy of effect of performance appraisal and
grievances in achieving individual and organizational goals.
Ha: There is a relationship between accuracy of effect of performance appraisal and
grievances in achieving individual and organizational goals.

3.17 QUESTIONNAIRE

A questionnaire is a research instrument consisting of a series of questions for the

purpose of gathering information from respondents. Questionnaires can be thought of as a
kind of written interview. They can be carried out face to face, by telephone, computer or
post.

Questionnaires provide a relatively cheap, quick and efficient way of obtaining

large amount of information from a large sample of people.

39
 Data can be collected relatively quickly because the researcher would not need to
be present when the questionnaires were completed. This is useful for large populations
when interviews would be impractical.

However, a problem with questionnaires is that respondents may lie due to social
desirability. Most people want to present a positive image of themselves and so many lie or
bend the truth to look good, e.g. pupils would exaggerate revision duration.

Questionnaires can be effective means of measuring the behaviour, attitudes,

preferences, opinions and intentions of relatively large amount of subjects more cheaply and
quickly than other methods. Often a questionnaires uses both open and closed questions to
collect data. This is beneficial as it means both quantitative and qualitative data can be
obtained.

3.18 DRAFTING QUESTIONNAIRES

In this research we are used a different types of questionnaires. They are

demographic questions, multiple choice questions, close ended questions, rating questions,
etc.

3.19 TOOLS & TECHNIQUES OF ANALYSIS

Tools for analysis

 Bar chart (bar chart will use for comparing two or more values that will be
taken over time or on difference conditions, usually on small data set.
 Pie chart (circular chart divided into sector, illustrating relative magnitudes or
frequencies)

40
Tools & techniques
As no study could be successfully completed without proper tools and techniques, same
with my project. For the better presentation and right explanation I used tools of statistics
and computer very frequently. And I am very thankful to all those tools helping me a lot.
Basic tools which I used for project from statistics are
o Bar charts
o Pie charts
o Table
o Column charts

Bar charts and pie charts are really useful tools for every research to show the results in a
well clear, ease and simple way, to it need necessary for any observer to read all the
theoretical detail simple on seeing the charts anybody could know that what is being said.

41
 CHAPTER IV

DATA ANALYSIS

42
4.1 DATA ANALYSIS

The nature of data analysis that can be conducted on a group of test of the data will be
prejudiced by goals constructed and the real collected data. It is an essential way in which
the whole collected data is split down into various constituents parts of the options to which
the specific questions under the statements of the problems are chosen.

To do the research appropriately, both quantitative and qualitative analysis is very much
necessary in getting the appropriate results and it is essential to evaluate the data and respond
to the revised questions. As already indicated in the before chapter, data is interpreted in a
descriptive type.

This chapter comprises the analysis, appearance and explanation of data conclusion
resulting from this research and the analysis and interpretation of data consist of results based
on the questionnaire.

The analysis and interpretation of data are carried out in two different phases.

 The first constituent consists of results found on the questionnaire.

 The second components consists of hypothesis testing of the variables.

43
 DEMOGRAPHIC INFORMATION

Table 4.1 Gender position of employees

GENDER NO OF RESPONDENTS PERCENTAGE %

MALE 42 84%
FEMALE 8 16%
TOTAL 50 100%

Chart 4.1. Chart showing the gender position

45

40
NO OF RESPONDENTS

35

30

25

20
MALE FEMALE
GENDER

Interpretation: The table shows that 84% of the respondents are male employees working at
WONJIN and 16% of the respondents are Female employees working at WONJIN
AUTOPARTS INDIA PVT LTD.

44
Table 4.2. Age Group (in years) of employees

AGE GROUP NO OF RESPONDENTS PERCENTAGE %

20-30 10 20
31-40 25 50
41-50 10 20
ABOVE 50 5 10
TOTAL 50 100

Chart 4.2. Chart showing the Age Group

25
25
NO OF RESPONDENTS

20

10 10
10

20-30 31-40 41-50 ABOVE 50

AGE GROUP

Interpretation: The above table clearly establishes that 50% of respondents belong to age
group between 31-40 years and 20% respondents belong to age group of 20-30 years and 41-
5- years and 10% of the respondents belong to age group of 50 years above in the
organization.

45
Table 4.3 Work experience [in years] of the employees

WORK EXPERIENCE NO OF PERCENTAGE %

RESPONDENTS
LESS THAN 1 YR 15 30%
2-5 YEARS 10 20%
6-10 YEARS 20 40%
ABOVE 10 YEARS 5 10%
TOTAL 50 100%

Chart 4.3. Chart showing the working experience

5%
ABOVE 10 YRS
WORKING EXPERIENCE

20%
6-10YRS

10%
2-5 YRS

15%
LESS THAN 1 YR

NO OF RESPONDENTS

Interpretation: The table clearly shows that the experience of the employees in the
organization in which 40% of the employees have work experience of 6-10 years, and 30% of
respondents have an experience of less than a year and 20% of the respondents have an
experience of 2-5 years and 10% of respondents have an experience of above 10 years in the
organization.

46
Table 4.4. IMPACT ON PERFORMANCE APPRAISAL

RESPONSES NO OF PERCENTAGE %
RESPONDENTS
YES 40 80%
NO 10 20%
TOTAL 50 100%

Chart 4.4. Chart showing the impact on performance appraisal

45%
40%
35%
NO OF RESPONDENTS

30%
25%
20%
15%
10%
5%
0%
yes no
IMPACT OF PERFORMANCE APPRAISAL

Interpretation: The table shows that 40% of the respondents has the impact on performance
appraisal and 10% of the respondents has no impact on performance appraisal.

47
Table 4.5. TABLE SHOWS THE FEEDBACK ON EMPLOYEES

LIKERT SCALE NO OF PERCENTAGE %

RESPONDENTS
STRONGLY AGREE 4 8%
AGREE 34 68%
NEUTRAL 9 18%
DISAGREE 2 4%
STRONGLY 1 2%
DISAGREE
TOTAL 50 100%

Chart 4.5. Chart showing the feedback on employees

40
34
35
NO OF RESPONDENTS

30

25

20

15
9
10
4
5 2 1
0
STRONGLY AGREE NEUTRAL DISAGREE STRONGLY
AGREE DISAGREE
FEEDBACK ON EMPLOYEES

Interpretation: Table shows that 68% of respondents agree and 8% of the respondents
strongly agree, 18% of respondents have neutral opinion and 4% of the respondents don’t
agree and 2% of the respondents strongly disagree amid it respectively.

48
Table 4.6. TABLE SHOWS THE SATISFACTION ON PERFORMANCE
APPRAISAL

LIKERT SCALE NO OF RESPONDENTS PERCENTAGE %

HIGHLY SATISFY 9 18
SATISFY 10 20
NEUTRAL 28 56
DISSATISFY 2 4
HIGHLY DISSATISFY 1 2
TOTAL 50 100

CHART 4.6. Chart showing the satisfaction on performance appraisal

30 28

25
NO OF RESPONDENTS

20

15
10
9
10

5
2
1
0
HIGHLY SATISFY SATISFY NEUTRAL DISSATISFY HIGHLY
DISSATISFY
SATISFACTION ON PERFORMANCE APPRAISAL

Interpretation: Table shows that 18% of respondents highly satisfy and 20% of the
respondents satisfy, 56% of respondents have neutral opinions and 4% of the respondents
dissatisfy and 2% of the respondents strongly dissatisfy and it respectively.

49
TABLE 4.7. TABLE SHOWS THE GRIEVANCE ON WORKERS

NO OF RESPONDENT PERCENTAGE %
MOSTLY 5 10
RARELY 20 40
SOMETIMES 20 40
NOT AT ALL 5 10
TOTAL 50 100

CHART 4.7. Chart showing the grievance on workers

60
50
50
NO OF RESPONDENTS

40

30
20 20
20

10 5 5

0
MOSTLY RARELY SOMETIMES NOT AT ALL TOTAL

GRIEVANCE ON WORKERS

Interpretation: Table shows that 10% of respondents mostly and 40% of the respondents
rarely, 40% of respondents have sometimes and 10% of the respondents are not all and it
respectively.

50
TABLE 4.8. TABLE SHOWS THE GRIEVANCE IN ORGANIZATION

NO OF RESPONDENTS
WORK ENVIRONMENT 20
SUPERVISION 5
WORK GROUP 10
ECONOMIC 5
SOCIAL JUSTICE 10

CHART 4.8. Chart showing the grievance in organization

25

20
20
NO OF RESPONDENTS

15

10 10
10

5 5
5

0
WORK SUPERVISION WORK GROUP ECONOMIC SOCIAL JUSTICE
ENVIRONMENT
GRIEVANCE IN ORGANIZATION

Interpretation: Table shows that 40% of respondents work environment and 10% of the
respondents supervisions, 20% of respondents work group, 10% of the respondents
economic, 20% of the respondents social justice and it respectively.

51
TABLE 4.9. TABLE SHOWS THE GRIEVANCE ON ORGANIZATION

NO OF RESPONDENTS
2 WEEKS 30
4 WEEKS 15
6 WEEKS 5
10 WEEKS 0

CHART 4.9. Chart showing the grievance in organization

35
30
30

25
NO OF RESPONDENTS

20
15
15

10
5
5
0
0
2 WEEKS 4 WEEKS 6 WEEKS 10 WEEKS
GRIEVANCES ON ORGANIZATION

Interpretation: Table shows that 60% of respondents 2 weeks and 30% of the respondents 4
weeks, 10% of respondents 6 weeks and it respectively.

52
TABLE 4.10. TABLE SHOWS THE FEEDBACK ON EMPLOYEES

NO OF RESPONDENTS
APPLY FOR MANAGERIAL POSITION 10
REMOVE ANY PERFORMANCE APPRAISAL 10
REVISE THEIR PERFORMANCE STANDARDS 10
ENROLL IN WORK RELATED TRAINNING
PROGRAMS 20

CHART 4.7. Chart showing the grievance on workers

25
20
20
NO OF RESPONDENTS

15
10 10 10
10

0
APPLY FOR REMOVE ANY REVISE THEIR ENROLL IN
MANAGERIAL PERFORMANCE PERFORMANCE WORK RELATED
POSITION APPRAISAL STANDARDS TRAINNING
PROGRAMS
FEEDBACK ON EMPLOYEES

Interpretation: Table shows that 20% of respondents apply for managerial position and
20% of the respondents remove any performance appraisal, 20% of respondents revise their
performance standards, 40% of the respondents enrol in work-related training programs and it
respectively.

53
TABLE 4.11. TABLE SHOWS THE PERSONAL SKILLS OF WORKERS

NO OF RESPONDENTS
EMPLOYEES DIRECT SUPERVISOR 25
COMPANY APPRAISER 3
HUMAN RESOURCE MANAGEMENT 20
EEO REPRESENTATIVE 2

CHART 4.11. Chart showing the personal skills of workers

30
25
25
20
NO OF RESPONDENTS

20

15

10

5 3
2

0
EMPLOYEES DIRECT COMPANY HUMAN RESOURCE EEO
SUPERVISOR APPRAISER MANAGEMENT REPRESENTATIVE
PERSONAL SKILLS OF WORKERS

Interpretation: Table shows that 50% of respondents employees direct supervisor, 40% of
the respondents HRM, 6% of the respondents company appraiser and 4% of the respondents
EEO representative and it respectively.

54
CORRELATION

AIM:

To find out the relationship between effect of performance appraisal & grievance on
organization of the respondents.

Heae:

HO (Null hypothesis): There is no significant relationship between effect of

performance appraisal & grievance on organization of the respondents.

H1 (Alternative hypothesis): There is significant relationship between effect of

performance appraisal & grievance on organization of the respondents.

Assume that:

X – Effect of performance appraisal

Y – Grievance

x y X2 Y2 ∑xy
25 30 625 900 750
35 20 1225 400 700
20 15 400 225 300
05 15 25 225 75
15 20 225 400 300

∑X = 100 ∑Y = 100 ∑X2 = 2500 ∑Y2 = 2150 ∑xy = 2125

55
CORRELATION = ∑XY

√∑X2 × ∑Y2
= 2125

√2500 × 2150
= 2125
√5,375,000

= 2125
2318.40
= 0.9165 is positive correlation

CONCLUSION:

Hence, HO is accepted so there is a significant relationship between effect of performance

appraisal and grievance on organization of the respondents.

56
CHI SQUARE

AIM:

To find out the relationship between the gender of the respondents & the impact of
employees.

Heae:

HO (Null hypothesis): There is no significant relationship between the gender of the

respondents & the impact of employees.

H1 (Alternative hypothesis): There is a significant relationship between the gender of

the respondents & the impact of employees.

CHI SQUARE

OBSERVED VALUE:
Male Female Total
Satisfied 52 16 68
Dissatisfied 23 9 32
Total 75 25 100

EXPECTED VALUE:
Male Female Total
Satisfied 51 17 68
Dissatisfied 24 8 32
Total 75 25 100

57
CALCULATED X2

Observed value Expected value O–E (O – E)2 (O – E)2

E

52 51 1 1 0.0196

16 17 -1 1 0.0588

23 24 -1 1 0.0416

9 8 1 1 0.125

X2 = 0.245

Degree of freedom = (c-1) (r-1)

= (2-1) (2-1)

= 1x1

=1

Significance value (α) = 0.05

X2 tabulor = 3.84

X2 calculated = 0.245

X2 calculated < x2 tabulor

CONCLUSION:

Hence, H1 is accepted so there is a significant relationship between gender of the

respondents & the impact of employees.

58
 CHAPTER V

FINDINGS SUGGESTION &

CONCLUSION

59
5.1 FINDINGS

 Gender table it is inferred that majority of the respondent are male (84%)
 Age table it is inferred that majority of the respondents are 31-40 (50%)
 Work experience table is inferred that majority of the respondents are 6-10 years
(40%)
 Impact on performance appraisal table is inferred that majority of the respondents
are 40%
 Likert scale on feedback on employees shows that 68% respondents are agree.
 Likert scale on satisfaction on performance appraisal shows that 56% respondents
are neutral.
 Likert scale on grievances on workers shows that 40% respondents both rarely and
sometimes.
 Grievance on organization table shows that 40% of the respondents are work
environment.
 Grievance on organization table shows that 60% of the respondents are 2 weeks.
 Feedback on employees table shows that 40% of respondents are enrol in work
related training programs.
 Personal skills of workers table shows that 50% of respondents are employees
direct supervisor.
 Correlation table shows that there is a significant relationship between effect of
performance appraisal and grievance on organization of the respondents.
 Chi square table shows that there is a significant relationship between the gender
of the respondents and the impact of employees.

60
5.2 SUGGESTOIN OF THE STUDY

 Proper control over various expenses may increases the profit generation of a
company.
 To purchase raw materials at lower cost will reduce the cost of materials.
 The company can reduce the cost of production and try to improve its
profitability.
 The company has to give importance to maintenance and consumption of raw
materials which would otherwise results in the overstocking and leads to
obsolescence.
 In order to overcome the expenses the firm may reduce the operating expenses.
Labour cost, materials cost and other overheads are reduced so as to improve the
probability of the company.

61
5.4 CONCUSION
The study has established that performance appraisal feedback are critically
important because the process offers organizations a valuable opportunity to measure how
each staff relations to previously established standards and expectations. The findings
indicates that performance appraisal and performance appraisal feedback are critically
important because the process offers organizations a valuable opportunity to measure how
each staff in relations to previously established standards and expectations. But sill appraisal
feedback becomes a reality some staff will always underperform therefore organizations must
be able to address the issues to avoid alienating those employees who are willing to pull their
weight. The study also established that performance appraisal goals are critically important
the purpose of the effective performance appraisal lead to important outcomes such as job
satisfaction, employees productivity, quality work and employees trust and commitment, and
finally the study established that the performance appraisal methods used at Gertrude’s
children hospital is simple and has been consistence of time and all staff members are
subjected to the same standards as far as performance appraisal system is concerned.

In order for leaders to achieve the organizational goals they individual levels of
performance must be assessed. If performance appraisal is not carried out perfectly it can
cause ripples among staff and can be seen to be unfair and ineffective. Performance appraisal
also have negative effects in organizations that have not put in place right tools for staff
performance measurements and in order to determine whether its strategy is being achieved
organizations should put in place a good performance system.

62
 ANNEXURE

1. Panatika, S.A.B (2012). Impact of work design on employee psychological strain

2. Brumbach, G. (2003) ‘Blending the we/me in performance Mgt. Team performance
Mgt.’ International Journal. V019, no 7/8, PP 167-173.
3. Huselid, M.A. (1995). ‘Impact of HR practices on turnover.’ Productivity and
financial performance.’ Academy of Mgt Journal 38(3): 635-672.
4. Kavanagh,P., Benson,J., & Brown.M. (2007). ‘Understanding performance appraisal
fairness.’ Asia Pacific Journal of HR. 45,132.
5. Kline, T:J.B & Sulsky, L.M. (2009) Measurement & Assessment Issue in
performance appraisal, VO150, (3): PP/61-(7).
6. https://irc.acharyainstitutes.in
7. https://www.iprojectmaster.com
8. https://www.arabianibmr.com
9. https://core.ac.uk/download/pdf-2248367692.pdf
10. https://www.admissiomsinindia.com/images/uploaded-projects/project-mba-
/202060734.pdf

63
 QUESTIONNAIRES
SECTION A

1. Gender Male ( ) Female ( )

2. Age group 20-30 ( ) 31-40 ( ) 41-50 ( ) above 50 ( )

3. Cadre Junior staff ( ) Senoir staff ( ) Management staff ( ) Training staff ( )

4. Experience Less than a yr ( ) 2-5 yr ( ) 6-10yr ( ) above 10yr ( )

5. Indicate your education level Certificate ( ) diploma ( ) degree ( ) master ( ) phd ( )

SECTION B
YES NO

Are you satisfied with the existing performance appraisal process?

Do you think your leadership & interpersonal skills are developed during the
performance appraisal?

Do you think that positive performance assessment influences employee promotion?

Strongly agree Agree neutral disagree Strongly

disagree

Performance appraisal influences positively

individual performance

Performance appraisal process helps

manager/supervisor to manage people better

Performance appraisal feedback is

implemented in your organization

Performance appraisal feedback is used for

improving staff performance

I clearly understand my managers comments

opinion during the feedback

I general how effective has your organization

performance appraisal processed proved in
improving overall performance

Mostly Rarely Sometimes Not at all

Is work culture supportive in your organization

How often you face grievance in your organization

64
 Highly Satisfy Neutral Dissatisfy Highly
satisfy satisfy

You are satisfied with your work

Work makes the best use of my abilities

Present lifestyle of economy affects your satisfaction

with you current salary level

Are you satisfy with your salary

1. Most of your grievance are related to

work environment ( ) supervisor ( ) work group ( ) economic ( ) social justice ( )

2. How much tome’s your supervisor takes on a complaint?

2 weeks ( ) 4 weeks ( ) 6 weeks ( ) 10 weeks ()

3. The primary purpose of providing employees with feedback during a performance appraisal is to motivate
the employees

Apply for managerial positions ( ) remove any performance appraisal ( ) revise their performance
standards ( ) enroll in work related training ( )

4. In you organization which of the following is primarily responsible for appraising an employees
performance?

Employees direct supervisor ( ) company appraiser ( ) HRM ( ) EEO representative ( )

5. Please rate your overall customer experience?

65