Maadhu

A STUDY ON EMPLOYEE OPINION TOWARDS PERFOMANCE
APPRAISAL IN APACHE FOOTWARE AT,THADA
A Project report submitted in partial fulfilment
For the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
(2015-2017)
Submitted by
MADHU.P
(15G21E0026)
Under the esteemed guidance of
D.NAGARAJU.MBA, M.Com, APSET.
Associate Professor
Department of Management Studies
NH5 Bypass Road, Gudur, SPS Nellore (Dt.)

WWW.AUDISANKARA.AC.IN
May, 2017
NH 5 BYPASS ROAD, GUDUR-524101, SPSR NELLORE (A.P.)
CERTIFICATE
This is to certify that the project report entitled A STUDY ON EMPLOYEE
OPINION TOWARDS PERFORMANCE APPRAISAL AT APACHE FOOTWARE
THADA is the bonafide work done by P.MADHU, Regd.No-15G21E0026, in partial
fulfillment of the requirements for the award of the degree of Business
Administration in Audisankara College of Engineering & Technology(Autonomous),
Gudur and affiliated to Jawaharlal Nehru Technological University Anantapur,
during the year 2015-2017.
Project Guide AUDISANKARA COLLEGE OF ENGG &TECHHead

of the Department
D.NAGRARAJU , MBA,M,com,APSET
Associate. Professor
Dr. VASU RAO, MBA, Ph.D
Department of Management Studies Associate Professor
AUDISANKARA COLLEGE OF ENGG & TECH

GUDUR SPSR NELLORE DISTRICT
Submitted for the viva-voce examination held on
Internal Examiner External Examiner

DECLARATION
I P.MADHU,Regd.No-15G21E0026,hereby declare that the Project

Work entitled A STUDY ON EMPLOYEE OPINION TOWARDS
PERFORMANCE APPRAISAL AT APACHE FOOTWARE THADA done
by me under the esteemed guidance of Associate Professor
D.NAGARAJU MBA,M,com,Apset and is submitted in partial fulfilment of the
requirements for the award of the degree of Master of Business
Administration in Audisankara College of Engineering & Technology(Autonomous),
Gudur and affiliated to Jawaharlal Nehru Technological University Anantapur,
during the year 2015-2017.
Date:
MADHU.P
Place:
(15G21E0026)
ACKNOWLEDGEMENT
The satisfaction and elation that accompany the successful completion of any task
would be incomplete without the mention of the people who have made it a possibility. It is
our great privilege to express my gratitude and respect to all those who have guided me and
inspired us during the course of this project work.
First and foremost, I express my sincere gratitude to my honorable chairman

Dr.VANKI PENCHALAIAH,M.A.,M.L.,Ph.D., who provided all facilities and necessary
encouragement during the course of study.
I extend my gratitude and sincere thanks to my beloved principal

Dr.S.V.RAMANA,M.Tech.,Ph.D., for motivating and providing necessary infrastructure and
permitting me to complete the project.
I would like to express the sense of gratitude towards my Head of the Department
Dr. Vasu Rao my Project Coordinator Mr.D.Nagaraju,MBA.,M.Com., Assistant Professor and
my internal guide Mr.D.Nagaraju,MBA,M.com Assistant Professor and for their support and
encouragement for completion of this project.
I express my sincere thanks to all the teaching and non-teaching staff who guided
and helped my to complete the project work successfully.
Finally i would like to thank my beloved parents and all my friends who helped me to
complete this project.
CHAPTER 1
INTRODUCTION1.1
Appraising the performance of individuals, groups and organizations is a
common practice of all societies. While the some instance these appraisal processes
are structured and formally structured, in their instances they are an informal and
integral part of daily activities. Thus, teachers evaluate the performance of students,
bankers evaluate the performance of creditors, parents evaluate the behavior of there
children, and all of us, consciously are unconsciously evaluate our own actions from
time to time. In social interaction, performance is conducted in a systematic and
planned manner to achieve wide spread popularity in resent years.
Meaning :
Performance appraisal is a method of evaluating the behavior of employees in

the work spot, normally including both the qualitative and quantitative aspects of job
performance. Performance here refers to the degree of accomplishment of the tasks
the make up an individuals job. It includes how it well and individual in fulfilling the
job demands. Often the term is confused with effort, but performance is always
measured in a term of results and not efforts. A student for example many exert a
great deal of effort while preparing for the examination but may manage to get a poor
guide. In this case the effort expanded is high but performance is low. In order to find
out weather an employees worth of continued employment or not, and it so weather
he should receive a bonus and promotion, his performance needs to be evaluated from
the time to time. Under the performance appraisal we evaluate not only the
performance of a worker but also his potential for development.
1.2 NEED FOR THE STUDY
Performance appraisal in the major programme which can decide the potentiality and talent
of the employee. Management should know employee skills and knowledge to prepare then
for future requirements. So that the purpose of my study is to know employee satisfaction
about performance appraisal conducted by the organization.
1.3 Scope of the Study
1. Opinion towards employees to performance appraisal.

2. The study is of utmost importance with regard to the knowledge of the
Employee towards the jobs.
3. The study deals with the evaluation of the job of the employees. Many
Appraisal techniques like promotion, incentives, scale of pay, attendance was
Taken into account.

1.4 OBJECTIVES OF THE STUDY:
1. To study the performance appraisal of APACHE FOOT WARE PRODUCTS PVT LTD.
2. To study the opinion of employees on appraisal.
3. To know the employee development through performance appraisal.
4. To study the benefits of the performance appraisal.
5. To examine the employees job satisfaction with regard to compensation and promotions
6. To give suggestions based on the study for appropriate implementation of performance

appraisal system.
1.5 RESEARCH AND METHODOLOGY
1. Data Collection :
The data collected are of two types, namely:
a) Primary Data.
b) Secondary Data.
2. Research Design :
These surveys are conducted through personal interviews and questionnaires
for the respondents. The respondents go through the questionnaires to give their
responses and thus, the data was collected for primary data.
Type of Survey:
Simple random sampling technique.
5. Sample Size :
Samples of 125 employees were approached for collecting the data.
a) Bar charts:
Bar charts are the diagrammatic representation of the data.
7. Sample Unit:
Middle and lower level
Percentage Analysis:
Percentage analysis is used to find the percentage value of all the entire different
question used in finding comparison between two or more series of data.
Number of Respondents
Percentage Analysis = --------------------------------- * 100
Total No. of Respondents

1.6 REVIEW OF LITERATURE
1.Plessis& Huntley (2009):
There has been a move from personnel management PM to human resource

management HRM; more recently to international human resource management IHRM.
Challenges in IHRM involve the same activities as domestic HRM; the main difference is
that domestic HRM is involved with employees within only one national boundary. IHRM
assists organizations to best utilize their HR in the international context. Since multinational
activities are involved in HRM, it is believed that IHRM is more complex than domestic
HRM. In the South African context, employees come from different backgrounds and
experiences; it is more difficult to manage them in a multinational corporation MNC than if
they were all in the same country.
2.Bowra, Sharif (2012):
The main endeavor of this study is to examine the relationship and nature of
relationship between the employee perceived performance and human resource (HR)
practices (compensation, performance evaluation, and promotion practices) in the banking
sector of Pakistan. Survey of 235 banking personnel was conducted through personally
administrated questionnaire to investigate the impact of HR practices on employees
perceived performance. The relationship and nature of relationship is calculated by applying
the Spearmans correlation matrix and multiple regression analysis. The Spearmans
correlation results demonstrate that, the employee perceived performance and HR practices
has the positive and significant relationship.
3.Roche& Teague (2011):
The research conducted in this study reveals the advent of HR functions that have commonly
avoided radical reconfiguration or depletion of resources and that have gained new influence
as business partners, mainly on foot of a hard HR agenda dictated by primarily short-term
responses to acute commercial challenges. The basis of HRs new-found centrality to
business is manifestly the increased dependency of firms on HR expertise and knowledge in
successfully introducing controls or reductions in areas like pay and headcount and related
changes in working-time regimes and work practices.
4.Boedker et. al.(2011):

This research report aims to open up the black box of management and provides
insights into the leadership, culture and management practices that higher performing
workplaces deploy and benefit from. It also illustrates the productivity and profitability
benefits that accrue to higher performing workplaces. It is part of a 2.5 year project funded by
the Department of Education, Employment and Workplace Relations to the Society for
Knowledge Economics in December, 2009.
5.Thite& Wilkinson (2011):
The rapid rise of multinational Corporations (MNCs) from emerging economies has
led to greater interest and urgency in developing a better understanding of the deployment
and diffusion of managerial strategies from their perspective and without assuming the
prevailing Western ethnocentric orthodoxy. This paper develops a conceptual framework of
global HR strategies and practices in MNCs from emerging economies across their
subsidiaries in both developed and developing markets. Using data from a pilot study of an
Indian MNC, it provides insights and guidance into the motives, strategic opportunities and
constrain.
6.Hanif Khaki (2006):
It is of the view that, today human resources management is opening up new avenues
around the world. Thus the demand for experienced human resource has increased. Today
businessmen have understood the value of hiring professionals with experience working in
HR. The companies have learned the importance of good relations with their workforce. The
fact is that Human Resource Management exists just for this purpose to bridge the gap
between employee and employer. The company which does not realizes the importance of its
human resource cannot progress. The employee also likes an organization which cares for
them and rewards their services accordingly. Examples of this begin at the most basic level of
appreciation. Certificates of recognition awarded on a monthly, bi-yearly, or even yearly
basis, for instance, are all that many employees wish. Likewise, health benefits are probably
the second most important factor, besides financial benefits which is always welcomed by the
employee. The HR department is generally very open for such aspects in the workspace.
7.Rosenberg, Marc J. (2006):
Discusses that training organizations, will have to focus far more on the workplace
rather than just the theoretical knowledge, and learning should be such to help people on the
job. Training organizations will have to become more diversified in their approach. They will
need to find new technologies and approaches for training organizations formal and
informally. It is essential to focus on how the processes and tools of work can be made easier,
from the start. He says, Only these things will help in sustaining good performance of the
employees. While traditional e-learning and associated technologies are important,
practitioners have often been too quick to embrace them, especially to solve current problems
a "cure all" mentalitywithout considering what future challenges and consequences
might be. We should think of e-learning and learning technology as enablers, not as a
strategy. Its the highway, not the destination, the means rather than the ends.
8.ShethHiral (2005):
Did a global IBM study on human capital that provided a deep insight into the issues related
to HR practices. A surprising trend that emerged demonstrated a disparity in HR practices
between upcoming and developing markets. He observed that the human resource team is
more active and takes care of employee needs in an emerging or upcoming market than in a
maturing or developing market. In a maturing market, the HR function became more
institutionalized i.e. more tilted towards the organizational needs and less focused on the
individual employee. According to the study, the build strategy is a better option in the long
term, than buy talent strategy. However a balance between the two is the best approach. It
was found in the study that companies that invested in building talent, has higher profits per
employee as compared to organizations who buy talent. Moreover, the study also pointed out
that organizations, which buy talent end to face many problems. Thus it may be concluded
that the build talent strategy is better for the long term.
9.John Simmons (2003) :
Laid emphasis on the need for balancing performance, accountability and equity in
stakeholder relationships by pursuing socially responsible HR practice. The paper uses
stakeholder analysis to examine issues of performance, accountability and equity in
organizations; and to analyze the relationship with more socially responsible HR practice. Its
theme is that effective governance can be reconciled with social responsibility, and that
incorporating stakeholder views in HR systems enhances organization performance and
commitment.
10.Bowen et al (2002):
Conducted a study of various countries on the role and importance assigned to human
resource management in an organization. The study was conducted on different dimensions
such as firstly how the status of HRM departments varies (e.g., perceptions of its importance
and involvement). Second, on whether there is cross-country strategic HRM (SHRM) in
terms of the conventional contingency approach (linking HRM practices to strategy), as well
as a resource-based view of the firm (e.g., developing organizational capability as
competitive advantage). The results of the study showed significant differences in HRM
status across countries, significant correlations between status and organizational capability,
and in Asian countries, a slight tendency for HRM practices to be linked more to a
differentiation strategy, whereas, in Anglo countries, a strong linkage between HRM practices
and organizational capability.
11.Hiltrop (2002):
Evaluated the HRM practices of Multinational organizations i.e. those organizations

which operates in more than one country. This article differentiates between multinational
and domestic companies and also compared and contrasted the HRM practices of
multinational companies. The conclusions drawn from the study help to understand what
strategies multinational companies adopt to attract talent, its retention and how to motivate
people and how this varies between industries and nationalities of the corporate parent.
12.Sheppeck and Militello (2000):
Were of the view that over a period of time organizations from stable operating
configurations (patterns) which has a bearing on their organizational effectiveness. These
configurations are affected by factors like operating environment, business strategy, HRM
practices, and senior managers values and behaviour regarding employees. However, once
established, the configurations or patterns guide employee behaviour, there resistant to
change, and are associated with different levels of organization effectiveness.
13. Gravette Linda(2004):
strategic planning is not a one-time event, but rather its an ongoing process that must
be fluid to address the changing environment in which the organization exists. The purpose,
then, for establishing a strategic plan is to: decide where the department will continue over
the specified timeframe, prepare an action plan specifying where the organization wants to
go, help the staff focus on the truly important activities, access the requirements of required
resources .
14. Scott Weston(2003):
Scott Weston (2003) studied use six sigma in Recruiting. A sigma is a mathematical
symbol for what is known as standard deviation. In this case it is used as a statistical term
that measures how much a process varies from perfection based on the number of defects per
million units. He opined that some areas of recruiting are more art than science; therefore, it
can definitely be applied to the sourcing and selection processes in recruiting. If these areas
can be measured, so can improvement to them. It is based on training of its participants and
these are referred as green belt, black belt, and master belt to indicate a level of training,
capability and their respective roles in implementing the six sigma methodology. It is almost
similar to TQM improvement method.
15.Pearse Robert F(2003):

He analyzed that knowing and understanding organizational culture is very important for
succeeding in a career. For reaching the top position in the organization this knowledge of
culture is very important. But this is easier said than done. For the success of the career it is
important to have information about the organization culture. Especially those managers who
wants frequent promotions knows what kind of behaviour is most appreciated in each culture.
16. Jacobson Ralph (2006):
In his research paper he has emphasized that the most widely used and an effective tool for
performance appraisal as perceived by human resource professional is 360-degree
competency assessment process. These are simpler, most cost effective and more powerful
methods for providing feedback that are more likely to improve individual and organizational
performance. The 360-degree involves giving a list of competencies and a set of behavioural
anchors to co-workers and managers to use in evaluating performance.
17. Masthan et al (2005):
In their research on performance management concluded that any Economy requires

more performance-based organizations for its development. Better Performance means,
achieving higher productivity with limited resources- a fewer people, lesser costs and time. In
a dynamic environment, the organizations, for their survival and growth, need to focus
attention in scaling up in performance. For which, they need to understand the key factors
that influence
Performance. These factors are quality innovation, productivity with quality, low cost and
quality, better people practices, collaborative leadership and learning culture.
18. Sharma Devinder (2003):
Human Resource Development, have explained the successful implementation of a

suitable HRD programmer is crucial to the success of many organizations and to the self
development of its managers and employees. The book highlight; the role of managers in
HRD; the variety of approach to HRD; ways of building learning into the management
process; how to deal with the team conflict and the notion of virtual team situations; how to
manage change.
19. Khans (2012):
In recent years, emerging market economies (EMEs): They are increasingly becoming
a source of foreign investment for rest of the world. It is not only a sign of their increasing
participation in the global economy but also of their increasing competence. More
importantly, a growing impetus for change today is coming from developing countries and
economies in transition, where a number of private as well as state-owned enterprises are
increasingly undertaking outward expansion through foreign direct investments (FDI).
Companies are expanding their business operations by investing overseas with a view to
acquiring a regional and global areas.
20. SHARMA (2010):
This study has tested empirically the differences of significant importance of e-

recruitment practices associates responses for organization type, organizational size and
respondent category; impact of e-recruitment on quality, wider choice, time and cost in
hospitality and healthcare sector, large and small size, and HR Managers and employees; and
differences of significant importance of quality, wider choice, time and cost between HR
Managers and employees.
21. Shantaram M.R. (2005):
He examined a case on human resources issues in information technology (IT). His

case describes the problems of the IT industry in general. It covers issues of redundancy and
retraining due to changing technologies, issues of different sets of employees gaining and
loosing relative importance. It highlights challenges created when a set of people are in short
supply due to many companies chasing them. Issues arising out of rapid fire hiring by
different departments, like parity dissatisfaction, HR costs are also highlighted. Further the
case touches upon how a negative culture is created by certain functions especially for
training and development. Finally the case raises questions about the approaches to
monitoring.
22. Kalyani (2004):
She studied the benefits of online recruitment. He says that clerical work has
significantly reduced, information is obtained in a pre- determined and uniform manner, data
can be categorized on various basis, instant feedback such as registration and
acknowledgement can be done, data created can be used for voluminous reports, quicker
communication due to email, progressive impression of company in front of candidates who
apply for jobs and online advertisements have a wider reach and are available all the time.
23. Sudhaker.V. S. (2005):
Sudhaker refers to training and coaching as emerging HR interventions and lists the
benefits of it as follows: higher return on investment, less stress in the workplace, removal of
fear and lack of confidence, improved personal performance and personal contribution,
increased knowledge and highly developed skills, improved team working, working
relationships with peers, increased job satisfaction and staff retention
24. Kumar Ramesh (2005):
In his study on the need of training employees in the present-day scenario focuses
on planned development of these programmers. He says that training is needed when the
factors such as potential triggers, negative indicators and external indicators are in routine.
Therefore, training is required- as top-level managers, senior managers of various functional
areas and supervisors of other grades would otherwise be seriously affected. Hence there is a
need to explore new ways and methods to determine the exact training needs to provide the
right training to the right person. Planned development programmers will return values to the
organization in shape of increased productivity, heightened morale, reduced cost, greater
organizational stability and flexibility to adapt to changing external requirements.
25. Sanghi Seema (2003):
She studied some aspects of training needs and skill requirements of Indian
workforce in the next fifteen years. She observed that workforce has to be multi skilled. The
environmental pressures would increase and people should be prepared both mentally and
with multi skills for a quick shift.
26. Rao P.L. (2003):
Suggested training to youngsters while playing games in his study. He conducted a

workshop to bring out professionalism, creativity, group behavior an adjustment in adults.
Games such as the alchemy, group buildup, bomb the city, throwing the ball and different
roles were used for training and development and it was found out that some adults are only
good as heads but their contribution is minimal, some are selfish and try to corner resources
as much as possible, there are some who spoil the environment like mud and there are quite a
few who add value to the group.
27. Srinivasan Vasanthi (2005):
He reviewed Williams book titled Performance Management that gives account of

three PM model: A system for managing organizational performance A system for managing
employee performance A system for integrating management, organization and employee
performance. She observed that the critical drivers of performance culture are the
performance philosophy of the organization and a robust method to drive the planning and
goal setting process in alignment with the organizational performance indicators. There is a
great need for setting goals, process improvements goals and strategic goals.
28. Prasad Mohan (2004):
Prasad mohan while giving his viewpoint about Performance Management said that it
is a strong leverage tool for achieving the business results as every employees focus is going
through paradigm shift to Key Result Areas (KRAs). He says that every employee should
focus on his deliverables. The basic fear, according to him, could be the strong probabilities
of some promises, which we would have made, meant to impress somebody. He adds the
Honesty to admittance of mistakes pay rich dividends especially we show this quality not
when our chips are down but when there is scope to make amends
29. Jain Pankaj (2006):
He studied the concept of additional income tax on fringe benefits. He described

fringe benefits as consideration for employment provided by way of: a) any privilege,
service, benefit, facility or amenity, directly or indirectly, provided by an employer, whether
by way of reimbursement or otherwise to his employees including former employee or
employees. b) Any free or concessional ticket provided by the employer for private journeys
of his employees or their family members. c) Any contribution made by the employer to the
superannuating fund for employees. He is of the opinion that many perquisites are disguised
as fringe benefits; neither the employer nor the employee pays any tax on these benefits.
30. Swailes Stephen (2004):
Its opinion that organizational commitment is a desired outcome of human

resource management (HRM) strategies given its links to positive attitudes and behavior in
the pursuit of change. The organization, however, is just one of several foci for employee
commitment. His study explored the links between multiple commitments and employee
behavior. Cluster analysis of data from public accountant identified four main commitment
profiles. Private sector accountants also showed profiles 1 and 4 together with a cluster
showing commitment to the work group only and a cluster showing commitment to the
supervisor only. Profiles explained variation in behavior aimed at task achievement and
innovation for public but not private accountants. Behavior was highest for profile 1. He
views that HRM strategies need to look beyond organizational commitment and engender
commitment to other foci in order to win the behavior required to support successful change
programmers
CHAPTER 2
2.1 Industry Profile
2.2 Company profile
2.1 INDUSTRIAL PROFILE
Indian leather industry is the core strength of the Indian footwear industry. It is the engine of
growth for the entire Indian leather industry and India is the second largest global producer of
footwear after China.
Reputed global brands like Florsheim, Nunn Bush, Stacy Adams, Gabor, Clarks, Nike,
Reebok, Ecco, Deichmann, Elefanten, St Michaels, Hasley, Salamander and Colehaan are
manufactured under license in India. Besides, many global retail chains seeking quality
products at competitive prices are actively sourcing footwear from India.
While leather shoes and uppers are produced in medium to large-scale units, the sandals and
chappals are produced in the household and cottage sector. The industry is poised for
adopting the modern and state-of-the-art technology to suit the exacting international
requirements and standards. India produces more of gents footwear while the worlds major
production is in ladies footwear. In the case of chapels and sandals, use of non-leather
material is prevalent in the domestic market.
Leather footwear exported from India are dress shoes, casuals, moccasins, sport shoes,
horrachies, sandals, ballerinas, boots. Non-leather footwear exported from India are Shoes,
Sandals and Chappals made of rubber, plastic, P.V.C. and other materials.
With changing lifestyles and increasing affluence, domestic demand for footwear is projected
to grow at a faster rate than has been seen. There are already many new domestic brands of
footwear and many foreign brands such as Nike, Adidas, Puma, Reebok, Florsheim,
Rockport, etc. have also been able to enter the market.
The footwear sector has matured from the level of manual footwear manufacturing methods
to automated footwear manufacturing systems. Many units are equipped with In-house
Design Studios incorporating state-of-the-art CAD systems having 3D Shoe Design packages
that are intuitive and easy to use. Many Indian footwear factories have also acquired the ISO
9000, ISO 14000 as well as the SA 8000 certifications. Excellent facilities for Physical and
Chemical testing exist with the laboratories having tie-ups with leading international agencies
like SATRA, UK and PFI, Germany.
One of the major factors for success in niche international fashion markets is the ability to
cater them with the latest designs, and in accordance with the latest trends. India, has gained
international prominence in the area of Colours & Leather Texture forecasting through its
outstanding success in MODEUROP. Design and Retail information is regularly made
available to footwear manufacturers to help them suitably address the season's requirement.
The Indian Footwear Industry is gearing up to leverage its strengths towards
maximizing benefits.
Strength of India in the footwear sector originates from its command on reliable supply of
resources in the form of raw hides and skins, quality finished leather, large installed
capacities for production of finished leather & footwear, large human capital with expertise
and technology base, skilled manpower and relatively low cost labor, proven strength to
produce footwear for global brand leaders and acquired technology competence, particularly
for mid and high priced footwear segments. Resource strength of India in the form of
materials and skilled manpower is a comparative advantage for the country.
The export targets from 2007-08 to 2010-11 as tabulated below reflects the fact that footwear
sector is the most significant segment of the Leather Industry in India.
The export targets from 2007-08 to 2010-11
(In Million US$)
Product 2006-07 2007-08 2008-09 2009-10 2010-11
Actual Export
Leather 688.05 726.85 785.00 847.80 915.63
Footwear 1212.25 1967.88 2597.60 3428.83 4526.05
Garments 308.98 358.53 372.87 387.78 403.30
Leather Goods 690.66 733.34 798.69 870.06 948.04
Saddlery & Harness 81.85 105.66 127.85 154.70 187.19
Total 2981.79 3892.26 4682.01 5689.17 6980.21

India has emerged in recent years as a relatively sophisticated low to medium
cost supplier to world markets The leather industry in India has been targeted
by the Central Government as an engine for economic growth. Progressively, the
Government has prodded and legislated a reluctant industry to modernise. India was noted as
a supplier of rawhides and skins semi processed leather and some shoes.
In the 1970s, the Government initially banned the export of raw hides and skins,
followed this by limiting, then stopping the export of semi processed leather and
encouraging local tanneries to manufacture finished leather themselves. Despite
protestations from the industrialists, this has resulted in a marked improvement in
the shoe manufacturing industry. India is now a major supplier of leather footwear
to world markets and has the potential to rival China in the future (60% of Chinese
exports are synthetic shoes).
India is often referred to as the sleeping giant in footwear terms. It has an installed
capacity of 1,800 million pairs, second only to China. The bulk of production is
in mens leather shoes and leather uppers for both men and ladies. It has over 100 fully
mechanised, modern shoe making plants, as good as anywhere in the world (including
Europe). It makes for some upmarket brands including Florsheim (US), Lloyd (Germany),
Clarks (UK), Marks and Spencer (UK).
India has had mixed fortunes in its recent export performance. In 2000, exports of
shoes were US$ 651 million, in 2001 these increased to 663 million but declined
in 2002 to 623 million dollars (See Statistics).
The main markets for Indian leather shoes are UK and USA, which between them
take about 55% of total exports.
India has not yet reached its full potential in terms of a world supplier. This is due
mainly to local cow leather that although plentiful, has a maximum thickness of 1.4
1.6mm, and the socio / political / infrastructure of the country. However, India
is an excellent supplier of leather uppers. Importation of uppers from India does not infringe
FTA with Europe or the USA.
The potential is set to change albeit slowly, but with a population rivalling China for
size, there is no doubt the tussle for world domination in footwear supply is
between these two countries.
Few Interesting Facts:
- The Indian footwear retail market is expected to grow at a CAGR of over 20% for the
period spanning from 2008 to 2011.
- Footwear is expected to comprise about 60% of the total leather exports by 2011 from over
38% in 2006-07.
- Presently, the Indian footwear market is dominated by Men's footwear market that accounts
for nearly 58% of the total Indian footwear retail market.
- By products, the Indian footwear market is dominated by casual footwear market that makes
up for nearly two-third of the total footwear retail market.
- As footwear retailing in India remain focused on men's shoes, there exists a plethora of
opportunities in the exclusive ladies' and kids' footwear segment with no organized retailing
chain having a national presence in either of these categories.
- The Indian footwear market scores over other footwear markets as it gives benefits like low
cost of production, abundant raw material, and has huge consumption market.
- The footwear component industry also has enormous opportunity for growth to cater to
increasing production of footwear of various types, both for export and domestic market.
In a Nutshell:
There are nearly 4000 units engaged in manufacturing footwear in India. The industry is
dominated by small scale units with the total production of 55%. The total turnover of the
footwear industry including leather and non-leather footwear is estimated at Rs.8500-9500
crore (Euro 551.3-1723.1 Million) including Rs.1200-1400 crore (Euro 217.6-253.9 Million)
in the household segment.
India's share in global leather footwear imports is around 1.4% Major Competitors in the
export market for leather footwear are China (14%), Spain (6%) and Italy (21%).
The footwear industry exist both in the traditional and modern sector. While the traditional
sector is spread throughout the country with pockets of concentration catering largely to the
domestic market, the modern sector is largely confined to select centres like Chennai, Ambur,
Ranipet, Agra, Kanpur and Delhi with most of their production for export.
Assembly line production is organized, and about 90% of the workforces in the mechanized
sector in South India consist of women. In fact, this sector has opened up plenty of
employment opportunities for women who have no previous experience. They are trained to
perform a particular function in the factory itself.
The US footwear manufacturing industry consists of about 250 manufacturers with sales of
about $2 billion. The major shoe companies in the US, including NIKE, Skechers USA, and
Timberland, are mainly owners of brand names that "source" their shoes from independent
manufacturers outside the US. Some large US producers, like New Balance, make a
substantial share of their shoes in the US; some smaller operations manufacture all their shoes
in the US.
Indian Footwear Industry
The Footwear Industry is a significant segment of the Leather Industry in India. India ranks
second among the footwear producing countries next to China. The industry is labour
intensive and is concentrated in the small and cottage industry sectors. While leather shoes
and uppers are concentrated in large scale units, the sandals and Chappals are produced in the
household and cottage sector. India produces more of gents footwear while the worlds major
production is in ladies footwear. In the case of Chappals and sandals, use of non-leather
material is prevalent in the domestic market.
The major production centers India are Chennai, Ranipet, Ambur in Tamil Nadu, , Mumbai in
Maharashtra, Kanpur in U.P. , Jalandhar in Punjab, Agra and Delhi.
The following table indicates concentration of units in various parts of the country:
Region Large & Medium

SSI Household
Scale
Tamil Nadu 64 31 7
Delhi & up North 4 8 2
Agra, Kanpur 9 34 14
Calcutta 1 3 19
Bangalore 6 3 4
Mumbai 3 11
Others 13 10 3
The estimated annual footwear production capacity in 1999 is nearly 1736 million pairs (776
million pairs of leather footwear and 960 million pairs of non-leather footwear).
Region-wise share of total estimated capacities is as follows:
Leather Non-leather Leather Shoe Leather Non Leather

Region
Shoes Shoes Uppers Sandals Sandals
Percentage
Tamil Nadu 26 5 54 1 0
Delhi & up North 10 77 4 1 60
Agra, Kanpur 45 0 32 62 0
Calcutta 12 0 2 3 0
Bangalore 3 3 4 0 0
Mumbai 4 2 1 32 0
Others 0 13 3 1 40
Total 100 100 100 100 100
Shoes manufactured in India wear brand names like Florshe, Gabor, Clarks, Salamander and
St. Micheals. As part of its effort to play a lead role in the global trade, the Indian leather
industry is focusing on key deliverables of innovative design, consistently superior quality
and unfailing delivery schedules.
The Indian footwear industry is provided with institutional infrastructure support through
premier institutions like Central Leather Research Institute, Chennai, Footwear Design &
Development Institute, Noida, National Institute of Fashion Technology, New Delhi, etc in
the areas of technological development, design and product development and human resource
development.
The availability of abundant raw material base, large domestic market and the opportunity to
cater to world markets makes India an attractive destination for technology and investments.
IMPORT
In 1999, the global import of footwear (leather and non-leather) in terms of value was around
US$ 43278 million, accounting a share of 63.42% in the total global import of leather and
leather products. Out of this, import of leather footwear alone accounted for US$ 26379
million and non-leather footwear US$ 16899 million.
EXPORT
Indias export of Leather Footwear touched US$ 331 million in 1999-2000, recording an
increase of 3.29% over the preceding year. India thus holds a share of 1.25% in the global
import of leather footwear. The major markets for Indian Leather Footwear are the U.K., the
U.S.A., Germany, Italy, France and Russia. Nearly 71% of India s export of Leather
Footwear is to Germany, the U.S.A., the U.K and Italy.
In 1999-2000, export of leather footwear from India constituted 21% share of its total export
of leather and leather products. Nearly 33 million pairs of various types of leather footwear
were exported during the year, out of which shoes / boots constituted 90%.
The different types of leather footwear exported from India are dress shoes, casuals,
moccasins, sport shoes, horrachies, sandals, ballerinas, booties.
April-Feb
Product 1998-99 1999-2000 2000-2001
Leather Footwear 320.25 330.80 348.96
Export of leather footwear during the last three years :
Product 2001-02 2002-03

Leather Footwear 453 506
Export projections for the next two years:
Following leading institutes in India are engaged in imparting training to personnel in the
footwear manufacturing as per the requirement of the trade and industry.
Name of Institute Address and E-mail

Leather Centre, 53 Raja Muthiah Road
Council for Leather Exports Periamet, Chennai 600 003Fax: 044-538
(CLE) 8713/538 7083
Email: cle@giasmd01.vsnl.net.in
Footwear Design & Development
A-10/A,Sector-24, NOIDA-201301
Institute
Email: fddi@del2.vsnl.net.in
(FDDI)
Agra : 41-42 Industrial Area, Site C, SikandraAgra
282002 (U.P)E-Mail cftiagra@usa.net
Central Footwear Training Institute Chennai : 65/1 GST Road, Guindy, Chennai-
(CFTI) 600032
Tele: 044-2341529/236876
Email: cfti@md5.vsnl.net.in
The CLRI and the FDDI are also equipped to carry out most of the tests for footwear
manufacturing and issue certificates.
2.2 COMPANY PROFILE
Apache Footwear India Private Limited Was Established In 2006 With More Than 6000
Employees And We Are The Manufacturer Of Ladies Footwears, Men Footwears, Kids
Footwears, Leather Shoes, Sport Shoes.
Fact Sheet
Year of Establishment :2006
IndiaMART Member Since:2011
Nature of Business:Manufacturer
Legal Status of Firm:Limited Liability/Corporation (Privately Held)
Number of Employees:more than 1000 People
Major Markets:Indian Subcontinent

HR-OPERATIONS:
Manpower planning and budgeting different requirements Recruitment and selection of

employees. Carrying out the induction and joining formalities for employees
Helping the new joiners understand the policies and procedures and helping them to settle
down in the company.
Regular interaction with employees to give importance and to build strong relationship
between employee and HR. In this process to grasp/resolve the concerns of the employee.
Updating daily employees report to GM and all department managers Preparing monthly
Employees turn over report
RECRUITMENT:
Analyzing the Human Resource requirement for different functions in coordination with
the functional managers and sourcing /short listing profiles as per the requirement.
Conducting the initial HR interview round and issue offer letters to the selected
candidates. Sending the offer fitment once the go ahead is received. Salary negotiation.
Carrying out the reference checks for each candidate.
Interacting with the Consultants, Head hunting and maintaining the Candidates Profile
Data Base. Performing the activities like Internal Job posting and Employee Referral
Schemes to fill up the middle layer positions.
RECRUITMENT CHANNELS:
At present we are recruiting from different sources
1. Local village candidates

1. Through government training institutions (Employment generation marketing mission)
2. Online recruitment
3. Through letter application
4. Through employee referral programme (Wife and Husband referral Programmes)
6. Internal Recruitment
INDUCTION & JOINING FORMALITIES:
Ensuring the completion of Joining Formalities, giving new joiners a presentation on the
Company Profile, different products and functions, orientation, and basic office
information. Maintaining the Employee Data.
PERSONNEL FILE ADMINISTRATION:
Maintain all files of current employees and resigned employees If any employee is
resigned, segregate those files and keep at resigned employees files up to 5 years from his
resignation.
TRAINING & DEVELOPMENT:
Collating the Training needs for the employees through Assistants, and helping in
preparing the Training Plan. Organizing, Facilitating and Leveraging the In-house and
Outbound training Programs and ensuring the full participation and collecting and
Training Feedbacks.
APPRAISAL PROCESS:
Helping in initialization of the performance Appraisal Process half yearly and annually.
Clarification and coordination for smooth flow of the process well within the stipulated
timeline.
Issue of Probationary Confirmation Forms and well within the due date and getting them
filled by the respective reporting managers and issuing the letters accordingly.
Exit Interviews: Conduct one to one discussion with the separated resigned employee to
find the issues, which would lead to the separation and provide appropriate feedback to
the concerned person.
PROMOTION AND DEMOTIONS:
Identifying and Set up the promotion standards We have selection process to promote the
employees, 1.receiving the promotion requisitions from departments, we will interview
them and provide I month training for those who selected
EMPLOYEE RELATION:
Clarifying employees queries about the HR policies, understanding the employee

concerns, Escalating to appropriate levels and ensuring the resolution of the concerns.
Conducting And facilitating Employee Engagement Activities month on month, like
Outbound Training Programs, Fun at Work, and Sports Competitions.
EMPLOYEE DISCIPLINE:
In our company we give high priority to discipline, when we receive warnings, Demerits.
we enquire those cases and take appropriate action against those employees, if we found
any wrong on that we reject those cases. If any employee takes more than 3 demerits it
leads to termination of that employee
EMPLOYEE MIS:
Maintaining Employee Master Data, Preparing Joining, Head count and Attrition MIS.
Maintaining details of Employee Referral Scheme, which form the integral part of the
Recruitment Exercise
VISION
Our Vision To become leaders in the Indian Dairy Industry, while retaining our Indian
traditions and family values.Be the first choice for consumers. Give our customers value
for money.
MISSION
Our Mission Inspire sustained growth for our entire workforce and farmers who have
engaged in long term partnerships with us Understanding customer needs and
protecting their interests to build lifelong relationships and brand loyalty Development
of indigenous products, constant research, innovative planning and processes
CHAPTER III
THEROTICAL FRAME WORK

3.1 INTRODUCTION
A performance appraisal is a process of evaluating an employees performance of a job in

terms of its requirements. It is a process of estimating or judging the value, excellence,
qualities or status of some object, person or thing. Performance appraisal has been
considered as a most significant and indispensable tool for an organization, for the
information it provides is highly useful in making decisions regarding various personal
aspects such as promotions and merit increases.
Meaning :
Performance appraisal is a method of evaluating the behavior of employees

in the work spot, normally including both the qualitative and quantitative aspects of
job performance. Performance here refers to the degree of accomplishment of the
tasks the make up an individuals job. It includes how it well and individual in
fulfilling the job demands. Often the term is confused with effort, but performance is
always measured in a term of results and not efforts. A student for example many
exert a great deal of effort while preparing for the examination but may manage to get
a poor guide. In this case the effort expanded is high but performance is low. In order
to find out weather an employees worth of continued employment or not, and it so
weather he should receive a bonus and promotion, his performance needs to be
evaluated from the time to time. Under the performance appraisal we evaluate not
only the performance of a worker but also his potential for development.
3.2 TYPES OF PERFORMANCE APPRAISAL

Performance appraisal system allows the management categorize employees into performers
and non-performers. It is primarily done to estimate the employees worth.
Going back to the types, there are different variations of performance appraisal systems. Let
us list them down and see a bit of what they are:
1. Behavioral checklist: Behavioral checklist has a list of criteria that an employee

should workup to be a diligent worker. The behaviors differ according to the type of
job been assessed. This method is considered favorable as the evaluation is done on
the basis of individual employee performance without comparisons.
2. 360 degree appraisal: 360 degree appraisal involves feedback of the manager,
supervisor, team members and any direct reports. In this method of appraisal,
employees complete profile has to be collected and assessed. In addition to evaluating
the employees work performance and technical skill set, an appraiser collects an in-
depth feedback of the employee.
3. Management by objective: This is an objective type of evaluation which falls under
modern approach of performance appraisal. In MBO method of performance
appraisal, manager and the employee agree upon specific and obtainable goals with a
set deadline. With this method, the appraiser can define success and failure easily.
4. Psychological appraisals: This appraisal method evaluates the employees intellect,
emotional stability, analytical skills and other psychological traits. This method makes
it easy for the manager in placing the employees in appropriate teams.
CHAPTER IV
DATA ANALYSIS
4.1 : are you agree that existing performance appraisal system in your organization is best?
TABLE: 4.1: .Employees opinion on performance appraisal system
Opinion Respondents Percentage
Strongly agree 10 08%
Agree 77 62%
Moderately agree 22 18%
Disagree 12 09%
Strongly disagree 04 03%
Total 125 100%
FIGURE:4.1
70%
60%
50%
40%
30%
20%
10%
0% Column2
The above table No.4.1 depicts that 88% of the employees expressed satisfaction with
regard to the existing performance appraisal system where 62% agree, 18% moderately agree
and 8% strongly agree, only 12% of employees expressed their dissatisfaction with regard to
the existing performance appraisal system. Where 8% disagree and 3% strongly disagree
with their opinion.
Hence it can be concludes that most of the employees express satisfaction with regard
to the existing performance appraisal system.
4.2 Opinion of the employees with regard to the improvement in performance in the
organization.
TABLE:4.2Employees opinion on improvement in performance
Agree 41 33%
Disagree 16 13%
Total 125 100%
FIGURE: 4.2
50%
45%
40%
35%
30%
25%
20%
15%
10%
5% Column2
0%
regard to the improvement in performance where 46% moderately agree,33% agree and 5%
strongly agree, only 16% of employees expressed their dissatisfaction with regard to.
Improvement in performance Where 13% disagree and 3% strongly disagree with their
opinion.
Hence it can be concludes that most of the employees improved their performance.
4.3 Opinion of employees with regard to good relationship between appraiser & apprise in
the organization.
TABLE:4.3 Employees opinion on relationship between appraiser & apprisee
Agree 44 35%
Disagree 13 10%
Total 125 100%
FIGURE:4.3
45%
40%
35%
30%
25%
20%
15%
10%
5%
0% Column2
regard to good relationship between appraiser & apprise where 41% moderately agree, 35%
agree and 10% strongly agree, only 14% of employees expressed their dissatisfaction with
regard to good relationship between appraiser & apprise Where 10% disagree and 4%
strongly disagree with their opinion.
Hence it can be concludes that most of the employees expressed their opinion that
they maintaining good relation between appraiser & apprise.
4.4 Opinion of employees with regard to counseling to improve their performance in the
organization..
TABLE:4.4Employees opinion on counseling to improve their performance
Agree 55 44%
Disagree 06 05%
Total 125 100%
FIGURE:4.4
45%
40%
35%
30%
25%
20%
15%
10%
5%
0% Column2
regard to counseling to improve their performance where 44% agree,34% strongly agree and
15% moderately agree, only 7% of employees expressed their dissatisfaction with regard to
improve their performance Where 5% disagree and 2% strongly disagree with their opinion.
Hence it can be concludes that most of the employees improved their performance
through counseling.
4.5 Opinion on growth & learning facilities.
TABLE:4.5
Employees opinion on growth & learning facilities
Agree 64 52%
Disagree 08 06%
Total 125 100%
FIGURE:4.5
60%
50%
40%
30%
20%
10%
0% Column2
regard to growth & learning facilities where 52% agree,22% moderately agree and 17%
strongly agree, only 9% of employees expressed their dissatisfaction with regard to growth &
learning facilities Where 6% disagree and 3% strongly disagree with their opinion.
Hence it can be concludes that most of the employees expressed their opinion that the
organization provides growth & learning facilities .
4.6 Opinion of the employees with regard to the factors that are being rated in performance
appraisal in the organization.
TABLE:4.6
Employees opinion on rating factors of performance appraisal
Agree 64 52%
Disagree 13 10%
Total 125 100%
FIGURE:4.6
60%
50%
40%
30%
20%
10%
0%
Column2
regard to the factors that are being rated in performance appraisal where 52% agree,22%
moderately agree and 13% strongly agree, only 13% of employees expressed their
dissatisfaction with regard to the factors that are being rated in performance appraisal Where
10% disagree and 3% strongly disagree with their opinion.
Hence it can be concludes that most of the employees knows about the rating factor
performance appraisal.
4.7 Opinion of the employees with regard to judgment of job knowledge & performance in
the organization.
TABLE:4.7
Opinion with regarding to judgment of job knowledge & performance
Agree 56 45%
Disagree 06 05%
Total 125 100%
FIGURE:4.7
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Column2
regard to judgment of job knowledge & performance where 45% agree,30% strongly agree
and 17% moderately agree, only 8% of employees expressed their dissatisfaction with regard
to judgment of job knowledge & performance Where 5% disagree and 3% strongly disagree
with their opinion.
Hence it can be concludes that most of the employees expressed their satisfaction on
the job knowledge and performance.
4.8 Opinion of the employees regard to the development of individual career in the
organization.
TABLE:4.8
Employees opinion on the development of individual career
Agree 63 50%
Disagree 12 10%
Total 125 100%

FIGURE:4.8
50%
40%
30%
20%
10%
0% Column2
The above table No.4.8 depicts that 85% of the employees expressed satisfaction with regard
to the development of individual career where 50% agree, 19% strongly agree and 16%
moderately agree, only 15% of employees expressed their dissatisfaction with regard to the
development of individual career Where 10% disagree and 5% strongly disagree with their
opinion.
Hence it can be concludes that most of the employees expressed that P.A system is
useful in development of individual career.
4.9 Opinion of the employees with regard to strengths & weakness in the organization.
TABLE:4.9
Employees opinion on strengths & weakness
Agree 68 54%
Disagree 12 10%
Total 125 100%

FIGURE:4.9
60%
50%
40%
30%
20%
10%
0% Column2
regard to strengths & weakness where 54% agree,21% moderately agree and 13% strongly
agree, only 12% of employees expressed their dissatisfaction with regard to strengths &
weakness Where 10% disagree and 2% strongly disagree with their opinion.
Hence it can be concludes that most of the employees expressed that appraisal system
helps to gain more insights to their strengths & weakness.
4.10 Opinion of the employees with regard to human resource development in the
organization.
TABLE:4.10
Employees opinion on the human resource development
Agree 44 35%
Disagree 16 13%
Total 125 100%

FIGURE: 4.10
35%
30%
25%
20%
15%
10%
5%
0% Column2
The above table No.4.10 depicts that 83% of the employees expressed satisfaction
with regard to human resource development where 35% agree,31% moderately agree and
17% strongly agree, only 17% of employees expressed their dissatisfaction with regard to
human resource development Where 13% disagree and 4% strongly disagree with their
opinion.
Hence it can be concludes that most of the employees expressed the appraisal data is
used for Human Resource Department.
4.11 Opinion of the employees with regard to performance appraisal ratings in the
organization.
TABLE: 4.11
Employees opinion on performance appraisal ratings
Agree 61 48%
Disagree 08 06%
Total 125 100%

FIGURE:4.11
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0% Column2
with regard to opinion with regard to performance appraisal ratings. where 48% agree, 30%
dissatisfaction opinion with regard to performance appraisal ratings.. Where 6% disagree and
5% strongly disagree with their opinion.
Hence it can be concludes that most of the employees are satisfied with the
performance appraisal ratings
4.12 Opinion of the employees with regard to performance appraisal system motives an
individual in the organization.
TABLE: 4.12
Employees opinion on performance appraisal system motives an individual.
Agree 43 35%
Disagree 10 08%
Total 125 100%

FIGURE:4.12
35%
30%
25%
20%
15%
10%
5%
0%
Column2
with regard to performance appraisal system motives an individual where 35% agree, 29%
strongly agree and 26% moderately agree, only 10% of employees expressed their
dissatisfaction opinion with regard to performance appraisal system motives an individual.
Where 08% disagree and 02% strongly disagree with their opinion.
Hence it can be concludes that most of the employees motives through performance
appraisal system
4.13 Opinion of the employees with regard to performance appraisal system in the
organization.
TABLE: 4.13
Employees opinion on performance appraisal system
Agree 52 42%

Disagree 07 05%
Total 125 100%
FIGURE:4.13
45%
40%
35%
30%
25%
20%
15%
10%
5%
0% Column2
with regard to opinion with regard to performance appraisal system where 42% agree, 38%
dissatisfaction opinion with regard to performance appraisal system. Where 5% disagree and
2% strongly disagree with their opinion.
Hence it can be concludes that most of the employees are performing well through
performance appraisal system.
4.14 Opinion of the employees with regard to performance appraisal program in the
organization.
TABLE: 4.14
Employees opinion on performance appraisal program
Always 19 15%
Some times 66 53%
Rarely 34 27%
No 06 05%
Total 125 100%
FIGURE:4.14
60%
50%
40%
30%
Column1
20%
10%
0%
Always Some times Rarely No
The above table No.4.14 depicts that 53% of the employees expressed some times,
27% of the employees expressed Rarely, 15% of the employees expressed Always and 5% of
the employees expressed No with regard benefited the appraisal program.
Hence it can be concludes that most of the employees are benefited through appraisal
program.
4.15 Opinion of the employees with regard to conduct of performance appraisal system in the
organization.
TABLE :4.15
Employees opinion on to conduct of performance appraisal system
Quarterly 0 0%
Half yearly 125 100%
Annually 0 0%
Total 125 100%
FIGURE:4.15
100%
90%
80%
70%
60%
50%
40% Percentage
30%
20%
10%
0%
Quarterly Half yearly Annually
The above table NO 4.15 depicts that all the employees expressed Half yearly to
conduct performance appraisal system.
Hence it concludes that the performance appraisal system is conducting Half yearly in
there Organization.
4.16 Opinion of the employees with regard to design of training programs in the organization.
TABLE : 4.16
Employees opinion on design of training programs
Yes 82 65%
No 43 35%
Total 125 100%
FIGURE: 4.16
70%
60%
50%
40%
30%
20% Percentage
10%
0%
Yes No
The above table No 4.16 depicts that 65%of employees expressed satisfied and 35%
employees expressed dissatisfied with regard to design of training programs.
Hence it concludes most of the employees expressed that the training programs are
designed based on employee performance.
4.17 Opinion of the employees with regard to appraisal for there performance in the
organization.
TABLE : 4.17
Employees opinion on appraisal for there performance .
Yes 86 69%
No 39 31%
Total 125 100%
FIGURE: 4.17
70%
60%
50%
40%
30%
20% Percentage
10%
0%
Yes No
employees expressed dissatisfied with regard to appraisal for there performance.
Hence it concludes most of the employees got appraisal for there performance.
4.18 Opinion of the employees with regard to Relation between Superiors & subordinates in
the organization.
TABLE : 4.18
Employees opinion on Relation between Superiors & subordinates
Yes 44 35%
No 81 65%
Total 125 100%
FIGURE: 4.18
70%
60%
50%
40%
30%
20% Percentage
10%
0%
Yes No
The above table No 4.18 depicts that 65%of employees expressed dissatisfied and
35% employees expressed satisfied with regard to relation between Superiors & subordinates.
Hence it concludes most of the employees expressed P.A. System does not make a
good relation between superiors & subordinates.
4.19 Opinion of the employees with regard to effective effort at the right time in the
organization.
TABLE : 4.19
Employees opinion on effective effort at the right time
Yes 92 74%
No 33 26%
Total 125 100%

FIGURE: 4.19
80%
70%
60%
50%
40%
30%
Percentage
20%
10%
0%
Yes No
employees expressed dissatisfied with regard to effective effort at the right time .
Hence it concludes most of the employees make their effective effort at the right time
with the help of performance appraisal.
4.20 Opinion of the employees with regard to healthy competition in the organization in the
organization.
TABLE : 4.20
Employees opinion on healthy competition in the organization
Yes 112 90%
No 13 10%
Total 125 100%

FIGURE: 4.20
100%
80%
60%
40%
Percentage
20%
0%
Yes No
employees expressed dissatisfied with regard to healthy competition in the organization.
Hence it concludes most of the employees expressed that there is healthy competition
in the organization due to P .A system.
CHAPTER V
FINDINGS
SUGGESIONS
CONCLUSION
5.1FINDINGS
Company is going to conduct performance appraisal for half yearly.

93% of the employees are satisfied the counseling to improve their performance.
93% of the employees are satisfied the performance appraisal system.
92% of the employees are satisfied the judgment of job knowledge and performance.
91% of the employees are satisfied the growth and learning facilities.
90% of the employees are satisfied the performance appraisal system motives an
individual.
90% of the employees agree that the performance appraisal system provides healthy
competition on the organization.

89% of the employees are satisfied the performance appraisal ratings.
88% of the employees are satisfied the appraisal system help to the strengths and
weaknesses.
88% of the employees are satisfied the existing performance appraisal system.
87% of the employees are satisfied the factors that are being rated in performance
appraisal.
86% of the employees are satisfied the good relationship between appraiser and
appraise.
85% of the employees are satisfied the development of individual carrier.
84% of the employees are satisfied the improvement in performance.
83% of the employees are satisfied the human resource development.
74% of the employees agreed with the performance appraisal that help them to meet
effective effort at that right time.
69% employees are satisfied the appraisal for their performance.
65% of the employees are satisfied the design of training programs.
65% of the employees are dissatisfied the relationship between superiors and
subordinates.
53% of the employees expressed that they benefited only sometimes through
performance appraisal program.
5.2 SUGGESTIONS
1. If the organization conducts the individual counselling sessions can reduce
communication gap, personal problems as well as work related problems.
2. If organization makes specific department like quality circles to discuss their
achievements, failures, expectations...etc. Then they will overcome all the
problems of the organization.
3. The management should provide freedom to the employees to reveal their problems.
4. The management should focus on human relations in production department.
5. The existing annual performance appraisal should provide an appropriate for the
employee to discover their potential.

QUESTIONARIES
A STUDY ON PERFORMANCE APPRIASAL
NAME:-
GENDER:-
AGE:-
DESIGNATION:-
1. are you agree that existing performance appraisal in your organization is best?
(a)strongly agree (b)agree (c)disagree
(d)strongly disagree (e) not respond
2.Are you agree that important is required in performance of an employee ?
(d)strongly disagree (e) not respond
2. Are you agree that Does the appraisal help to maintain good relation between
appraiser
And appraise?
(d)strongly disagree (e) ) not respond

3. Do you agree that the counselling would help employees to improve their
Performance?
5.Do you agree that the appraisal facilitates growth and learning this organization?
6.D you agree that you aware about the factor that are being rated in the performance
appraisal
System?
7.Do you agree that the appraisal system in the organization clearly and accurately judges.
The job knowledge and performance?
8.Do you agree that think the performance appraisal system is useful in development of
individual career?

9.Does the appraisal system helps to gain more in sights to your strengths
and weakness?
10.Are you re organized and adequate rewarded when you come out with
same useful ideas?
11.Does the appraisal data are used by HRD department for others development
decisions like job rotation, job enrichment and the like?
12.Do you agree that the appraisal ratings identitfy better managerial qualities
and skills?

13.Do you agree the performance appraisal system motivates an individual?
14.Do you agree that tha appraisal systems helps you to plan the
Performance well?
15.Are you benefited personally from the appraisal program?
(a) always (b) some times
(c) rarely (d) no
16. How oftenly they conduct performance appraisal in your organization?
(a) quarterly (b) half yearly (c) annually
17. Does any training programs are conducted based on your performance
after your performance appraisl is done?
(a) Yes (b) no
18. Previously have you got any appraisal by your performance?
(a) Yes (b) no

19. Do you think performance appraisal system helps to build a proper
Relation between superior and sub ordinate?
(a)Yes (b) no
20. Performance appraisal helps to meet the employees effective effort
at the right time?
(a)Yes (b) no
21.Does the performance appraisal system provides healthy competition
In the organization?
(a)Yes (b) no
5.3 CONCLUSION
The majority of the employees are satisfied with the existing appraisal system. The
management has been conducting the Training & Development programmes very seriously to
improve their employee performance levels .the company providing some additional benefits
providing for the improvement of the employees income level and also achieving the
company targets for maximizing the profits.
BIBLIOGRAPHY
AUTHOR NAME NAME OF THE PUBLISHING YEAR
BOOK
Dr.P.Subbarao Personal and Human Himalaya Publishing 2003

Resource Management
Muller- Camen Human Resource JAICO Publishing 2008

Management
K.Aswathappa Human Resource and TATA MC Graw HILL 2006

Personal Management
Mirza S Saiyadain Human Resource TATA MC GrawHILL 2004

Management

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A STUDY ON EMPLOYEE OPINION TOWARDS PERFOMANCE

APPRAISAL IN APACHE FOOTWARE AT,THADA

A Project report submitted in partial fulfilment

For the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Under the esteemed guidance of

D.NAGARAJU.MBA, M.Com, APSET.

Department of Management Studies

Department of Management Studies

NH5 Bypass Road, Gudur, SPS Nellore (Dt.)

Project Guide AUDISANKARA COLLEGE OF ENGG &TECHHead

Department of Management Studies

AUDISANKARA COLLEGE OF ENGG & TECH

Internal Examiner External Examiner

I P.MADHU,Regd.No-15G21E0026,hereby declare that the Project

First and foremost, I express my sincere gratitude to my honorable chairman

I extend my gratitude and sincere thanks to my beloved principal

Performance appraisal is a method of evaluating the behavior of employees in

1. Opinion towards employees to performance appraisal.

Employee towards the jobs.

Appraisal techniques like promotion, incentives, scale of pay, attendance was

Taken into account.

2. To study the opinion of employees on appraisal.

3. To know the employee development through performance appraisal.

4. To study the benefits of the performance appraisal.

6. To give suggestions based on the study for appropriate implementation of performance

Middle and lower level

Percentage Analysis = --------------------------------- * 100

Total No. of Respondents

1.Plessis& Huntley (2009):

There has been a move from personnel management PM to human resource

2.Bowra, Sharif (2012):

3.Roche& Teague (2011):

4.Boedker et. al.(2011):

5.Thite& Wilkinson (2011):

6.Hanif Khaki (2006):

7.Rosenberg, Marc J. (2006):

9.John Simmons (2003) :

Evaluated the HRM practices of Multinational organizations i.e. those organizations

12.Sheppeck and Militello (2000):

13. Gravette Linda(2004):

14. Scott Weston(2003):

15.Pearse Robert F(2003):

16. Jacobson Ralph (2006):

17. Masthan et al (2005):

In their research on performance management concluded that any Economy requires

18. Sharma Devinder (2003):

Human Resource Development, have explained the successful implementation of a

19. Khans (2012):

20. SHARMA (2010):

This study has tested empirically the differences of significant importance of e-

21. Shantaram M.R. (2005):

He examined a case on human resources issues in information technology (IT). His

22. Kalyani (2004):

23. Sudhaker.V. S. (2005):

24. Kumar Ramesh (2005):

25. Sanghi Seema (2003):

26. Rao P.L. (2003):

Suggested training to youngsters while playing games in his study. He conducted a

27. Srinivasan Vasanthi (2005):

He reviewed Williams book titled Performance Management that gives account of

28. Prasad Mohan (2004):

He studied the concept of additional income tax on fringe benefits. He described