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Performance Appraisal: Textile Sector

The present analysis was under considered with such an activity in mind and it is aimed at unearthing the strengths and weakness of the existing performance appraisal system in textile industry Coimbatore that is widespread in the organization that sponsored this research work.

Since organizations exist to attain goals. The amount of success that each employees have in reaching their individuals goals is important in identifying organizational efficiency. The analysis of how successful employees have been at interacting with their specific goals, therefore, becomes a crucial part of Individual Resource Management. This leads us to this issue of Performance Appraisal.

This project aims at knowing 'Performance Appraisal System" in this research has studied the work atmosphere and the welfare options provided by the organization.

It also aims at finding out the employee's romance with the management.

This survey is done within the organization. The test size is 110. The info was collected by administering questionnaire and by adopting direct personal contact method. The persons met are all employees of the industry.

Collections of data were analyzed and tabulated in a sequential manner and the interpretations receive combined with the tabulation. The final outcome observations are also given in this article for the improvement of this system in the business.

Key Words: Appraiser, Personal - reliant, Appraisal, Judgmental, Distributive, Interactional

INTRODUCTION

The performance appraisal plays a essential role in identifying the output of individuals; it also helps the company because of its overall growth. It's the systematic analysis of the performance of employees and also to understand the capabilities of a person for further expansion and development. Performance appraisal is generally done in systematic ways which can be the following, the supervisors gauge the pay of employees and compare it with goals and strategies, the supervisor analyses the factor behind work performance of employees, and the employees are in the position to steer the employees for a much better performance. In India, Textile Industry is one of the oldest and main industries and it offers marvelous opportunities for work and large amount as revenue. The Indian Federal government is also participating in a significant role to advertise the textile business. Cotton is the most popular dietary fiber and used to make clothing. Textile Industry is providing one of the most basic needs of individuals and it keep importance. Maintain suffered growth for enhancing standard of living. It has a unique position as a self-reliant industry, from the development of recycleables to the delivery of completed products, with substantive value-addition at each stage of control; it is a major contribution to the country's overall economy.

TEXTILE INDUSTRY IN COIMBATORE:

Coimbatore is called the "South Indian Manchester". The environment in Coimbatore city is very advantageous for the introduction of textile industries. The easy availability of raw materials, sufficient skilled laborers, humid and gentle breeze prevailing in Coimbatore district are the other major factors for the development of the textile industry in Coimbatore. You will find 98 textile businesses in Coimbatore district in which several industry are taken into account for the study on a single. India has abundant natural resources in terms of availability of natural fibers like cotton, silk, wool etc. India is the third largest designer of cotton in the world and accounts for about 12% of the total world development. The availability of cheap cotton has been one of the biggest advantages to Indian exporters.

OBJECTIVES

To analysis about the employees' thoughts and opinions about performance appraisal.

To gain practical knowledge about the various factors that sorts part of performance appraisal

To study about how they view today's appraisal method

To provide opportunities for the employee's expressing their ideas

REVIEW OF Books:

Mowday, R. T. , Steers, R. M. , Porter, L. M. 1979 an employee's conception of justice in the performance appraisal process will also impact the potency of the performance appraisal process. Justice is thought to have three categories, procedural, distributive, and interactional justice. In the performance appraisal environment, too little justice in a single area is forecasted to have the same result as a violation of justice in all areas. If a worker perceives that the machine processes are good, the supervisor's initiatives to spread rewards and punishments based on outcomes of the procedure, and that the employee is treated rather, the employee's perception of justice will be high.

Craig Eric Schneier and Richard W. Beatty, July 1979 Despite its standard practice generally in most general public and private organizations for more than 50 years, performance appraisal still has many problems. Raters show level of resistance to criticizing subordinates, and the judgmental facet of evaluating individual performance is subject to both covert (subjective and specific) and overt (prejudice and bias) errors. Raters often aren't trained in employee counseling and may be required to perform performance appraisals with inadequate or erroneous information about rate performance.

American Institutes for Research, Washington, D. C. : AIR, 1979 Within a 1984 study in New Britain, 16 raters (Extension administrators chosen by their express Expansion director as having agent performance appraisal responsibility) completed EABRARS on 141 rural New Great britain Extension realtors. 5 Reliability examination of the full total ratings mentioned that EABRARS was an internally reliable, highly reliable tool. Distinctions between New Great britain agents were detected at the. 05 self-assurance level regarding time, subject-matter area, many years of experience, and talk about of occupation.

Nemeroff & Wexley, 1979 review demonstrates employees will probably feel more content with their appraisal end result if indeed they have the opportunity to talk freely and discuss their performance. It is also much more likely that such employees will be better able to meet future performance goals. Employees are also much more likely to believe that the appraisal process is fair if they're given an opportunity to talk about their performance. This especially, when they are allowed to concern and appeal against their analysis. Proper feedback should be given about their performance to the appraises.

Robert M. Guion, the Status of the Artwork, November 5-6, 1982, pp. 3-4Twenty years back, nearly all civil servants in the central federal of OECD member countries were paid according to service-incremental salary scales. This is not to state that civil servants recently lacked performance incentives. Marketing promotions, and especially those into senior management, were rigorously governed, serving partially as an incentive but partly also as a way of making sure the independence of the general public service in regards to to the professional and so its potential to serve governments of different political persuasions. Remuneration has been seen as an alternative or a complementary incentive to campaign. Socio-economic stresses have led to the need for types of incentives other than "promotion" to strengthen performance management.

Craig Eric Schneier and Richard W. Beatty, May 1988 To try to rectify a few of the issues, Smith and Kendall developed Behaviorally Anchored Score Scales, better known as BARS. The Pubs format handles measurable habits, not personality, provides raters and rates with clear claims of performance goals, and is based on a specific, complete job evaluation. Using BARS, raters concentrate on specific rate manners. These manners are compared to specific illustrations (job dimensions and anchors developed from the job analysis) that provide concrete benchmarks for making appraisal judgments. BARS are mainly utilized to measure the actions of rates.

Dulewicz (1989), "a simple human trend to make judgments about those an example may be working with, as well as about oneself. " Appraisal, it appears, is both inescapable and universal. In the absence of a carefully organised system of appraisal, people will have a tendency to judge the work performance of others, including subordinates, obviously, informally and arbitrarily.

This analysis, by Heneman, Greenberger & Anonyou (1989) reported that in groupers are subordinates who appear to be well-liked by their supervisors. In their relationship with the manager, they enjoy "a high amount of trust, interaction, support and rewards. "

Tsui, A. S. & O'Reilly, C. A. 1989 most studies focus on the performance appraisal where in fact the supervisor evaluates his or her employees. With this paper, based upon two research projects, we look at both sides of the coin. In one study subordinates examined their supervisors, in the other one the concentrate was after supervisors' perception of the subordinates. The contribution aspires to determine whether age-related stereotyping takes on a significant role in performance appraisals. In both studies, it was decided if the assesses era is negatively related to the assessor's take on his or her competencies. Time is taken into consideration for appraisal rating in the above mentioned study.

Longenecker (1989) argues that correctness in performance appraisal is impossible to achieve, since people play public and political video games, and they protect their own interests. "No savvy director. . . ", says Longenecker, ". . . is going to use the appraisal process to take himself or herself in the foot. "Accuracy in performance appraisal is a significant drawback to the machine.

Recent research (Bannister & Balkin, 1990) has reported that appraisees' seem to be to have increased acceptance of the appraisal process, and feel more satisfied with it, when the procedure is directly linked to rewards. Such conclusions are a significant challenge to the people who feel that appraisal results and prize benefits must be purely isolated from each other. Rewards and work performance are directly linked with each other.

METHODOLOGY OF THE ANALYSIS:

The analysis was more of a descriptive in aspect and it was the review research design that was found in, by taking a sample of elements at one point of their time. The researcher implemented this kind of research design to systematically accumulate the information from the respondents for the purpose of understanding and predicting some aspects concerned with the performance appraisal system in their business.

The sample device of the study was 110 employees of Textile Company in Coimbatore

Primary data: Key data has been collected through a set up questionnaire.

Secondary data: Extra data has been gathered from the catalogs, journals, project accounts and Internet.

Data was accumulated through set up questionnaire. The questionnaire was split into three parts

First section handled the queries associated with the personal information on the employees

Second section dealt with the queries associated with the consciousness about performance appraisal

Third section dealt with queries relating to views about the present appraisal system.

TOOLS FOR ANALYSIS:

The main data for the analysis was accumulated through structured questionnaire and has been analyzed using percentages and displayed by pie charts and bar diagrams are being used wherever necessary. Mean report value has also been used.

1) Credit score value = No. of respondents*score

Mean score value = rating value/No. of respondents

2) Percentage value = no of respondents/total no of respondent*100

CHI-SUARE [X2] TEST:

X2 test is dependant on the Chi- Square circulation and it is a parametric test. It is employed for comparing a sample variance to a theoretical human population variance. In the non- parametric test, no assumption about the variables of the population is made. These tests have become extremely popular because, they can be applied in any type of distribution, they are really easy to compute plus they can be used in situations when parametric test cannot be applied.

Conditions to be satisfied for applying chi-square test

Data should have been collected at random.

Items constituting the sample should be 3rd party.

The total number of items should be at least 50.

From the graph above it is grasped that most of the employees in textile industry fall under the category of the age group between 46-55 years and also almost all of the employees are from the under graduate background.

TABLE INDICATING THE YEARS OF SERVICE PLUS THE INCOME OF EMPLOYEES:

From the chart above it is clearly known that the workers with more than a decade of experience only earning a go back of Rs. 8001 plus more. The employees with an increase of years of service are expected to perform well as they have very good experience in their work.

FACTORS INFLUENCING PERFORMANCE APPRAISAL

The standing of factors distributed by the respondents show that action with peers, stability, behavior and frame of mind towards superiors, effort, and attendance were placed high. They felt those factors have to be given higher weightages in the appraisal form. You will discover respondents who've placed quality of work and cooperation on lower area. There have been respondents who believed that all the factors in the appraisal system should get similar weightage and there is no interpretation in awarding high weightages to few factors.

OPINION ABOUT THE PERFORMANCE APPRAISAL RATING

The above table clearly demonstrates opportunities to increase job satisfaction, need of appraisal for staff, encouragement by raters and understanding of the appraisal system, are high for employees. Assistance by corporation, monetary reward neutral diagnosis and satisfaction with the present system were graded average. This can be scheduled to reasons like the employees aren't given opinions about their performance since it is maintained confidentially. But the need of appraisal, knowledge about system, encouragement and opportunities to employees were ranked high because they would like to know about their work performance.

CHI-SQUARE ANALYSIS

GENDER AND YEARS OF SERVICE

TEST STATISTIC:

Null hypothesis (Ho): There is no significant romance between gender and years of service.

Alternative hypothesis (H1): There is a close romance between gender and many years of service.

RESULT:

The final result that the calculated value is significantly less than the tabulated value, we admit the null hypothesis. Therefore, there is no significant difference between your gender and years of service.

MARITAL STATUS AND Month to month INCOME (in Rs)

TEST STATISTIC

RESULT:

The final result that the determined value is more than the tabulated value, we reject the null hypothesis and admit the alternative hypothesis. Therefore there is a significant difference between the marital status and monthly income.

CONCLUDING OBSERVATIONS:

From the study it if discovered that, the majority of the respondents believe that the appraisal system creates assurance and hence boost the production level of the employees which will increase their income in a single palm. Many employees in the textile industry are not aware of the mistakes that is caused by performance appraisal like halo impact, horns effect, central tendency and leniency. Most them do not know about errors and its types in the appraisal system. Good training can help increase the appraisal system to avoid errors while rating. Raters are anticipated to see the performance to be able to judge ones success and skill in the task condition. Also the superior should avoid bias in appraising their subordinates. The machine could be made open to a possible level and discussions could be prompted. The employees can come to know about their performance appraisal, how are they graded and how many other advancements they can do with their performance. The business might take up steps to set up discussions and make the employee aware of how he is getting along and what improvements he needs, where and how he is able to best utilize his functions and skills. Most traditional methods point out either the task or the personality of the average person while making an appraisal. In such evaluations, bias always prevails. To bring about a balance the evaluation of process and personality and the present day ways of appraisal by results of MBO can be used.

Performance appraisal motivates employees and influences their productivity and ensures that they are producing at appropriate levels. Performance analysis system could be linked to company objectives to get better results and good performance of the employees. Success of any appraisal system is determined by how all the users of the system understand the purposes, recognize and strive for achieving them. For building any system, employee and managerial performance should be taken under consideration. From the analysis, it is found that reviews to the employees is not proper in the organization. Periodical and routine feedback can be given to the employees for their good performance in the task, which motivates the staff to enrich the relationship between your superiors and subordinates.

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