A Study on Performance Appraisal System and its Effectiveness at Featherlite Products Pvt. Ltd, Rajanukunte.

CHAPTER-01

INTRODUCTION

1.1 INTRODUCTION TO PROJECT:

A project is a temporary period of work experience granted by an organisation. The primary

goal of assigning students projects is for them to get practical experience with the
organization's work culture. It not only gives them experience, but it also gives them
confidence, which will help them advance in their careers.

The six-week assignment allowed me to have a better understanding of the culture of the
company. The goal of the project is to put what we've learnt in class into practise.
Manufacturing is a specialist course that allows us to appreciate the work that is done in a
firm with the aid of industrial training.

The project, which is part of VTU's MBA programme, is crucial in bridging the gap between
the theories studied and the real world of business. It aids in the discovery of an
organization's functional department, strengths, weaknesses, opportunities, and threats to the
organisational structure, as well as the company's performance.

This project report details my contributions to the organization's goals and objectives. The
company has aided me in a variety of ways, including putting my skills and knowledge
gained throughout my course to good use, as well as assisting me in personal and professional
development while gaining confidence and real-world experience.

The topic I have taken that “A STUDY ON PERFORMANCE APPRIASAL SYSTEM AND
ITS EFFECTIVENESS IN FEATHERLITE PRODUCTS PRIVATE LIMITED”.

This topic I have chosen because it helps to learn individual job objectives, employee
performance process of an organization and I can learn how to gather the information of
personnel decision and it helps to employee perform in the organisation, how to improve
strengths and opportunities of an employee. Publishing our project abilities it is help us to
manage project through the effective coordination of resources like time, money, people and
materials it is helps to ensure the right work gets done it will boost our career opportunities.
The project is tailored to the needs of the students based on the chapters studied and the
duration of the project. As part of the project experience, students are expected to take on a

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specific role in locating an appropriate internship for themselves based on their needs and
interests to assist in the development of a successful career.

The project is common for all the university. The project is encouraged to make a good
decision about to take the direction and work independently this project is all control by our
hands and it helps to learn some valuable skills. Select on one project can one of the most
memorable part of studying it is explain us how can make a project independently.

INTRODUCTION ABOUT TOPIC:

A performance assessment is a method of assessing an individual employee's job

performance and productivity against predetermined criteria and organisational goals on a
regular basis.

Every business strives to be productive and achieve its objectives; but, in order to do so, it is
necessary to regularly monitor or assess staff performance. Effective monitoring also include
providing timely feedback, assessing performance against predetermined criteria, and
recognising successes on a regular basis, all of which encourage employees to do better each
day. “Encouraged individuals accomplish the best; dominated people achieve the second best;
and ignored people achieve the worst,” as the saying goes. The finest encouragement comes
from receiving praise and reward at the proper moment.

The talents and aptitudes of individuals vary. The quality and quantity of the same work done
by two distinct persons on the same project will always differ. Employee performance
assessments are required to comprehend each employee's talents, competences, and relative
value and worth to the company. Employees are graded on their performance during a
performance evaluation.

“Performance evaluation is the systematic, periodic, and unbiased grading of an employee's

excellence in areas relating to his current work and his potential for a better employment,”
according to a well-known figure in the field of human resources. A useful tool for
calibrating, refining, and rewarding an employee's performance is a performance assessment.
It aids in the analysis of his accomplishments and the assessment of his contribution to the
attainment of the organization's overall objectives.

Performance assessment is required to assess employee and organisational performance in

order to track progress toward the organization's desired goals and objectives. Human
resource professionals are still interested in and concerned about performance assessment.

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For decades, both scholars and practitioners have given performance assessment a lot of
thought in the literature.

Summary of the Performance Appraisal System:

The Team Leader can get the greatest outcomes by controlling employee performance by
establishing performance criteria, observing and offering feedback, and performing
appraisals. The Team Leader and the employee work together to set performance standards to
begin the process. To support, the Team Leader creates a performance plan that guides the
employee's efforts toward attaining particular goals.
Both the organization's and employees' professional development are important. Employees
accomplish outcomes through one-on-one and mutual feedback if goals and objectives are
discussed throughout the year. The Team Leader evaluates the employee's performance
against current standards at the conclusion of the rating period and sets new goals for the
following rating period with the employee. The Team Leader performs an essential function
as the immediate supervisor; it is at this level that he has the most contact with the
employees.
The appraisal system is made up of four main components:
1. Set objectives - Determine what the Team Leader expects of the staff and get an
agreement with them on these goals.
2. Manage performance - Provide employees with the resources, tools, and training they
require to succeed.
3. Carry out the appraisal - Employee performance should be tracked and evaluated, and
the findings should be communicated with them before setting new objectives.
4. Provide rewards/remedies - Based on the assessment, consider salary raises and/or
promotions, as well as how to deal with bad performance.

1.2 INDUSTRY PROFILE:

The Featherlite have been around for 50 years. In India, we were the first to manufacture
aluminium furniture. After that, we moved on to office furniture and currently have many
production locations. It has a covered area of 175,000 square feet for manufacturing
operations and employs over 800 people. (At Hejjala, an additional 2, 75,000 [Link]. was
added.) With its initial shop opening in Bangalore in 1987, the firm today employs more than
800 employees and has been in the retail industry for over 20 years. With 46 unique
showrooms across Mumbai, Chennai, Bangalore, Delhi, Kolkata, and Hyderabad, it is the

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first office furniture firm to develop a network of stores for exclusive retailing of a wide
variety of office furniture.

The featherlite group generates revenue of around Rs. 250 crores each year.

The Featherlite Group is a company incorporated in India and governed by the Indian
Companies Act. Bangalore is the company's registered office. This firm makes tables, desks,
storage, pedestals, drawer units, and other wooden panel furniture, as well as partitions and
workstations, and has state-of-the-art production facilities. It creates a wide range of office
chairs and sitting options. TUV has awarded it the ISO 9001:2008 certification (certification
body of RWTUV system MbH). It produces 3 lakh chairs and 75000 workstations each year.

Featherlite is a family-owned and operated company with a skilled management team. Mr.
Gopal Ram Narayan, who died recently, created the organisation. The company's directors,
Mr. Jawahar Gopal, Mr. Manohar Gopal, and Mr. Dhiren Gopal, are in charge of various
elements of the operations of the units. They have over two decades of experience in this
field.

Key personnel:

 Featherlite has a tenacious set of competent managers in place, both in terms of

manufacturing and marketing. Product development, logistics, and administration are
all things that need to be taken care of.
 Business strategy & infrastructure: offer topmost quality products at reasonable
prices. Our “Excellent value for money” strategy has been the foundation of our
impressive growth.
 We have cutting-edge production capabilities for mass customisation, as well as a top-
notch design team to answer customers' challenges in the fields of modular systems,
furniture, and seating goods.
 Offer the most comprehensive product line-up to meet every demand, budget, and
function.
 Using their own offices, franchises, and dealers, they have 25 sites across India to
service your needs. In the near future, more will be added.
 Featherlite's one-stop-solution design studio provides a one-stop shop for all of your
workplace and residential needs. Expert designers engage with clients to develop
seating and furniture systems solutions, and the company has a large in-house design
studio with experienced designers.

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 Over the previous five years, the furniture behemoth has launched a diverse selection
of modular office furniture solutions to meet a wide range of customer requirements.
Each featherlite product is the result of extensive research and development, with
essential elements such as space, volume, and aesthetics taken into account.

Clientele:

Despite the fact that the vast majority of its Indian clientele come from the corporate world. It
has designed customised furniture for a number of educational, research, and financial
institutions. Because of its cutting-edge technology-driven processing and production
capabilities, the firm can take large orders with short lead times. Featherlite has a dedicated
after-sales service division that answers as fast as possible to its customers' requirements.

1.3 COMPANY PROFILE:

In 1965, the firm was established. Featherlite is one of India's largest furniture manufacturers,
with 62 direct and franchised offices around the nation providing complete office furniture
solutions to a wide range of market sectors. Featherlite's main area of expertise is the design
and marketing of bespoke office furniture such as modular workstations, chairs, dividers,
desks, conference tables, and educational, laboratory, and retail furniture and fittings.
Featherlite has demonstrated its capacity to accomplish large-scale, multi-location projects
while meeting the demands of customers. Approximately 30,000 chairs and 8000

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workstations are produced each month by the company. In India, the firm has over 10,000
prestigious clients, including Cognizant, Mercedes, Hindustan Unilever, Caterpillar, and
others, and operates out of a 3 lakh-square-foot manufacturing plant.

Featherlite Products Pvt. Ltd. is a pioneer and one of India's top furniture manufacturing
businesses, founded by the late Mr. Gopal Ram Narayan over three decades ago. The
service offering of the furniture leader includes the manufacturing, marketing, and after-
sales support of high-quality seating systems and furniture. This artwork incorporates a
sense of aesthetics, ergonomic design, and advanced [Link] is a
manufacturer of high-quality office, contact centre, and amphitheatre furniture, as well as
educational and laboratory equipment. The firm now has a 175'000 sq. ft. production facility
with the most up-to-date CNC and other state-of-the-art imported equipment to assure
quality and finish.

The firm has an R&D/Engineering unit that evaluates raw materials and tests innovative
designs. The cell is always working on new goods and improvements. Featherlite has been
in business for 15 years, with its first store opening in Bangalore in 1987. It produces
roughly 20,000 seats and 3400 workstations every month, with retail stores accounting for
35% of the total.

Furniture is a form of decorative art that is created via design. In addition to its functional
use, furniture might serve a symbolic or religious meaning. Furniture refers to all mobile
and immovable things available for rooms.

OBJECTIVES OF THE COMPANY:

 To engage in the manufacture, assembling, exporting, and importing of all types of

fixtures handicrafts.
 Maintaining the greatest degree of quality while also becoming a market leader.
 Provide employment opportunities in the local area.
 Maintaining technical leadership by continuing to improve product technology and
production methods.
 To keep people employed and protect their rights as workers.
 To take advantage of and make use of the abundant raw material supply.

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COMPANY DETAILS:

CIN U20101KA1981PTC004243

Name of the Organization FEATHERLITE PRODUCTS

PRIVATE LIMITED

Status of the Business Active

ROC RoC Bangalore

Number of Registration 4243

Type of Business Company limited by shares

Category of Business Non-govt company

Company Classification Private

Incorporation Date 30 May 1981

Company's Age 39 Years, 3 month, 0 days

Activity Saw milling and planning of wood

Employees' number 50+

1.4 PROMOTERS:

NAME DESIGNATION
Gopal Ram Narayan Founder
Sameer dande Vice chairman
Jawahar Gopal Managing director
Manohar Gopal Director
Dhiren Gopal Director
Raju Gupta Chief executive officer

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Aditya Chellarm Executive director

Arun Chellarm Financial officer

1.5 VISION:

The firm entered the real estate market in 2006, with the goal of providing India with more
creative workplace spaces and better living places. With a 50-year history of assisting
clients in "Working Better," Featherlite Developers, one of Bangalore's and Chennai's top
real estate companies, now assists you in "Living Better." To be the most popular furniture
maker, with the greatest user base, while providing world-class quality at accessible costs to
the general [Link] one of the country's leading manufacturers of modular furniture, we
strive to deliver creative and high-quality items that satisfy our customers' needs. To be
dedicated to obtaining a sustained competitive share of the industry in order to achieve
development and prosperity. Continue to enhance quality, productivity, value, and product
offers with new and inventive ideas. To be a trusted supplier of high-quality modular office
furniture.

1.6 MISSION &QUALITY POLICY:

Since, buying workspace furniture can be capital intensive, especially for a boot-strap start-up
or a growing SME, our mission is to help solve the CAPEX and OPEX related concerns for
entry level entrepreneurs across India. To provide dependable and efficient customer-tailored
goods and services to clients using highly trained employees, advanced technology, and
strong technical abilities, while constantly working to uphold the highest ethical and moral
standards. To develop DM modular furniture systems and goods as a trustworthy brand. To
set greater goals in order to create a very good worldwide market. To be a successful, ethical,
and market-driven business. To supply dependable goods in all areas of modular furniture
systems on a continuous basis. The Company will volunteer its resources including
employees to the extent it can to the Furniture industry & scale of our activities, products.

QUALITY POLICY:

1) Design policy:

Featherlite office systems Pvt ltd is committed to designing all of its new product lines with
an environmental commitment, which will be demonstrated by ensuring employee

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involvement and also extended to our supply chain by maximising the use of recyclable and
biodegradable inputs, recycling materials, and reducing hazardous substances in our product,
process, and operational chemicals. We will also be dedicated to generating and using green
energy (both on-site and off-site), implementing procedures and energy-efficient equipment,
and practising responsible water management.

2) Social responsibility policy:

Featherlite thinks that the fundamental goal of business is to improve people's quality of life.
It will seek measures that will improve the quality of life of its employees while also
increasing productivity. It will also maintain openness, fairness, and equity in all of its
dealings with workers, and will continue to educate and include employees in organisational
requirements, community outreach programmes, and corporate ethics, as well as prohibiting
gifts and insider trading. Featherlite promotes human rights and labour management
principles. To the degree that it is practically possible, the firm will provide its resources,
including personnel, to sustain and develop socio-environmental elements and quality of life.

3) Chemical management policy

Featherlite is committed to evaluating and reducing the impact of chemicals used in the
company's products or processes on people and the environment. This will be accomplished
by identifying compounds with hazardous contents and reducing their usage or switching
chemicals with lower toxic contents without compromising product quality.

Featherlite also pledges to show correct handling and storage of such chemicals, as well as a
commitment to incorporating life cycle thinking into the design of products and processes
involving chemicals.

4) Energy policy:

Featherlite is dedicated to energy conservation and continuous development in energy

performance, as suited for the furniture industry and the scope of our products and services.

 Comply with relevant local, state & national regulations along with the other
requirements to which we subscribe.
 Provide framework for setting & review of energy conservation objectives and
targets.
 Promote energy efficiency through mass awareness.

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 Continual efforts in replacing conventional energy to non-conventional energy.

 Innovative product & process design for better energy to non-conventional energy.
 Innovative product & process design for better energy performance.

5) Environment, health and safety policy:

We are dedicated to exceeding the ISO 14001:2004 and OHSAS 18001:2007 environmental,
occupational health, and safety requirements at Featherlite. We also pledge to enhance our
environmental, health, and safety outcomes by conserving natural and non-renewable
resources such as wood, water, and chemicals.

 Minimizing and preventing pollution, occupational health and safety risks through
improvement in processes and practices.
 Minimizing effluent and solid waste.
 Optimize consumption specially energy, consumables and other inputs.
 Compliance in letter and spirit, of all legislation/statutes promulgated by central and
state governments.
 Enhancing EHS awareness among employees/ associates/ stakeholders through wide
communication and training.
 Responding with sensitivity to the needs of the community in the surroundings.

6) Policy on inclusiveness:

Featherlite Office Systems Pvt Ltd is dedicated to promoting diversity and inclusion in our
workforce management and corporate governance.

 We will ensure transparency, fairness and give equal opportunities to all sections of
the society in employment.
 Not discriminate on the basis of caste, creed, colour, religion etc.
 We will also make our best endeavour to provide employment to physically
handicapped /disabled candidates and shall provide necessary facilities and equal
opportunity to them by deploying them in work suitable to their capabilities.
 We will establish and implement employee inclusiveness metrics and also
inclusiveness training to our employees.
 Identify & comply with applicable inclusiveness rules if any.

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7) Policy on design for durability and upgradability:

All of Featherlite's furniture items, including featherlite desking systems (connect,

collaborate, perform, and integrate), will be designed to extend the product's life.

 Design & manufacture the products in such a way that will have long and use full
life.
 Making them easy to refurbish the parts which are broken or out of fashion
 Allowing users to relocate the existing products with ease and assist them.
 Allowing them to withstand multiple services, maintenance, and reassembly.
 Usage of standardized components to ensure easy availability of the same for
easy serviceability & upgradability
 Shall also ensure availability of all components /tooling for future use
 Featherlite shall design all its furniture products.

8) Integrated management system manual:

We at M/s Featherlite Products Private Limited, a manufacturer of modular chairs, are

dedicated to protecting the environment by continuously improving the performance of our
integrated management system (quality, environment, health, and safety) in all of our
operations, products, and services.

We are committed to:

1. Design, manufacture, and deliver products on-time with an emphasis on product

quality, environmental protection, occupational health & safety of personnel.
2. Comply with applicable statutory and regulatory requirements that relate to products,
environment and occupational health & safety.
3. To prevent pollution, “Reduce, Reuse and Recycle” wherever possible to conserve
natural resources and minimize waste generation by cost effective methods.
4. Fulfil all applicable EOHS legal and other requirements.
5. Eliminate hazards and adopting best available technology in all our activities.
6. Educate and enhance awareness of interested parties to sustain safe and clean
environment by consultation and participation.

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1.7 PRODUCTS/SERVICES:

FEATHERLITE offers a wide selection of items that may convert any home into a luxurious
retreat. Our talented and committed employees have created some of the most innovative
furniture designs in the industry. As a result, we have a strong reputation both in India and
internationally.

FEATHER LIT'S FURNITURE is on a never-ending journey of advancement, embracing the

newest market trends, continually investigating its design approach, and fine-tuning its craft.
FEATHER LITE'S FURNITURE is linked with classic and value-added design furniture
produced from outstanding ethnic, workmanship stunning finest that is appreciated both in
the local and international market, especially in the Gulf market. FEATHER LITE'S
FURNITURE is linked with classic and value-added design furniture produced from
outstanding ethnic, workmanship stunning finest that is appreciated both in the local and
international market, especially in the Gulf market. FEATHER LITE'S FURNITURE is
known for its traditional design and use of the finest Indian teak and rose wood to produce
items that will last for generations. They offer a variety of models. Their furniture design, in
particular, is produced entirely by hand and includes both classic and modern pieces.

Featherlite is more concerned with the product's name, using both current and old names
depending on the product.

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Living & Work stations Executive Education General sittings

outdoor tables

Sofa sets Connect L Senate HT series Chairs Cafeteria

shaped

Sectional sofas Neo Signature School benches Multipurpose

Recliners Edge Integrate Library Public seating

Sofa cum beds Colours Connect Hostel Office sofas

Chairs and Height Collaborate Auditorium Lounge

benches adjustable desk

Balcony sets Collaborate L Zen Labs Qbe work lounge

shaped

Outdoor dining Versaline

sets

SERVICE PROFILE:
Featherlite, a prominent manufacturer of office furniture, has expanded into the home
furniture market. The business intends to open a chain of "Featherlite Living" stores around
the country, starting in the south. We have located our first such store in Hyderabad and plan
to have eight more by the year-end and 15 by 2012. These stores will come up through a
franchise network but will be company-owned. Typically, each store will require investment
of about Rs 2 crore,” according to Mr Manohar Gopal, Director of Featherlite. The
Bangalore-based company has annual sales of over Rs 200 crore from the furnishing
[Link] companies have formed alliances with rental furniture companies or increased
the scope of their current arrangements to include WFH furniture. Every Razor Pay employee
now receives a $1500 monthly remote working allowance, which they may spend to rent
office furniture, upgrade their broadband connection, or purchase anything they require. It
has also partnered with Rentlite to help its staff locate rental furniture. Its rules have been
expanded to allow employees to get necessary equipment, such as ergonomic furniture.
Standard Chartered Bank arranged for 100 ergonomic chairs to be supplied to the homes of
its employees in Chennai through Featherlite.

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Since the lockdown began, furniture retailers have seen an increase in demand for ergonomic
seats, with some businesses placing large purchases to assist their staff. Many people have
begun placing orders as more delivery channels become available. One of the most sought-
after things at Godrej Interior is a work chair, particularly a motion chair. "This chair is
special since it was designed on the concept of dynamic seating," says Sameer Joshi,
associate vice president, marketing (B2B), Godrej Interior. According to the maker, this chair
promotes movement and improves posture. Designers make furniture that is specific to a
certain market. “For someone who will be desk-bound for extended periods of time, we give
a workstation that can hold many [Link] Lamba, founder of Fabrento, an online
furniture rental company that is introducing a new desk line, says, "A workstation that can be
quickly transferred for those in creative activities." Co-living spaces have also undergone
changes as a result of WFH's growing popularity. According to the author, “the majority of
co-living spaces would have a closet and a bed, but not necessarily a desk.” Lamba says,
"We're in talks with house owners about placing a WFH system in their rooms." Godrej
Interio, however, encourages furniture that blends in with the rest of the home.

1.8 INFRASTRUCTURE FACILITIES:

 Business strategy & infrastructure: offer topmost quality products at reasonable
prices. Our “Excellent value for money” strategy has been the foundation of our
impressive growth.
 We have cutting-edge production capabilities for mass customisation, as well as a top-
notch design team to answer customers' challenges in the fields of modular systems,
furniture, and seating goods.
 Offer the most comprehensive product line-up to meet every demand, budget, and
function.
 Using their own offices, franchises, and dealers, they have 25 sites across India to
service your needs. In the near future, more will be added.
 Featherlite's one-stop-solution design studio is a one-stop shop for all of your office
and home needs. Clients and expert designers work together to build seating and
furniture systems.
 Over the previous five years, the furniture behemoth has launched a diverse selection
of modular office furniture solutions to meet a wide range of customer requirements.
Each featherlite product is the result of extensive research and development, with
essential elements such as space, volume, and aesthetics taken into account.

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WORKFLOW MODEL:

Preparation of materials

Cutting wood to the necessary

size

Inspection and rubbing of sizes

Adding seasoning
(Providing chemical protection)

Creating joints and linked

components

The initial examination

(Repair& trimming)

(
Coloration and a protective layer

Assembly

Inspection of the final product

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1.9COMPETITOR’S INFORMATION:

1. Fibrenew
2. Emvca group
3. Bench tek solutions
4. King business interiors
5. Godrej interior
6. Boyce
7. Nil Kamal
8. Pepperfry
9. Idea
10. Zara furniture
11. Damro

 GODREJ INTERIOR

Godrej Interio is India's leading furniture manufacturer, with an emphasis on sustainability,

centres of excellence, design manufacturing, and retail. Godrej Interio aims to change spaces
with its thoughtfully designed furniture to create brighter homes and offices with ingredients
that have the highest design tolerance level in beauty, compatibility, and technology, and is
led by the country's largest in-house design team in the furniture category, which has won 34
India design mark awards to date. With a focus on health and ergonomics, we are committed
to providing high-quality products.

 KING BUSINESS INTERIORS:

King Business Interiors is a Cincinnati-based, woman-owned business furniture and flooring

firm. The firm was founded with the promise of offering outstanding customer service. If
your company is changing in any way, King Business Interiors can help. We have a lot to
offer whether it comes to relocating, changing, or upgrading.

 NIL KAMAL INTERIORS:

Furniture and Nil Kamal have a long history together. With 50 shops and over 3,000 dealers,
Nil Kamal is the world's largest maker of moulded furniture and India's most popular
furniture brand. Our furniture has always been a part of Indian home interiors, taking up

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space in the form of a basic plastic chair in the living room or full furniture set in your
bedrooms or workplaces, bringing both emotion and beauty to your household interiors.

With a strong network of roughly 20,000+ dealers around the country, Nil Kamal's
competence in wooden furniture is growing. Nil Kamal strives to offer excellent and
affordable furniture to everyone, from India's fast-paced metropolises to the country's darkest
areas. Nil Kamal has been offering the greatest furnishing experience to its clients with a
wide variety of trendy but high-quality goods.

 FIBRENEW INTERIORS:

Fibrenew is a mobile service business that focuses on leather, plastic, vinyl, fabric, and
upholstery repair, restoration, and renewal. We manufacture a highly specialised proprietary
product line and pioneered the repair procedures and distinctive colour matching technology
that our specialists use every day. We have a long history that stretches back to 1985. What
sets us unique and has made us a pioneer in our business is our goods, processes, and colour
matching technology.

1.10 SWOT ANALYSIS:

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, and is a strategic
planning acronym. Strengths and weaknesses within your organisation are elements over
which you have control and may make adjustments. Just a few examples include who is on
your team, what patents and intellectual property you have, and where you are based. SWOT
(strengths, weaknesses, opportunities, and threats) analysis is a framework for evaluating a
company's competitive position and formulating strategic planning. A SWOT analysis is used
to analyse internal and external elements, as well as current and future opportunities.

Strengths Weaknesses

Opportunities Threats

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STRENGTHS OF FEATHERLITE PRODUCTS PRIVATE LTD

 Modern, clean, and minimalist designs are becoming increasingly popular.

 Standard and high-quality goods.
 Growing customer need.
 Good work and has a technical oriented organization.
 Presence of strong urban consumers.
 Well established manufacturing base.
 Good team work building.
 Craftsmanship specialisation.
 In the sector of furniture exporting, there are less rivals.

WEAKNESS OF FEATHERLITE PRODUCTS PVT LTD

 The product price ranges are quite high, and not everyone can afford them.
 Problems in product design due to cultural differences and client preferences.
 Unavailable seasoned wood that is ready to use.
 A scarcity of expertise in international marketing.
 Due to a high rate of raw material, production costs are high.

OPPORTUNITIES OF FEATHERLITE PRODUCTS PVT LTD

 Demand for constants is growing.

 Furniture design has a large potential market, and a new market sector is forming in
the furniture industry.
 India's interiors and real estate industries are growing at a rapid pace.
 In modern furniture design, there isn't much rivalry.
 Production process that is more efficient.
 Furniture use and concepts are being modernised.
 Modern technologies and equipment are easily accessible.
 Renovation and modernization.
 The featherlite got projects from amazon, Vodafone.

THREATS OF FEATHERLITE PRODUCTS PVT LTD

 New entrants into the furniture industry face fierce competition.

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 A shortage of material and its timely supply

 Low-cost, low-quality furniture is readily available.
 The cost of production will rise as the cost of materials and other equipment rises.
 Government policies that are unfavourable to the industry will have an impact.

1.11 FUTURE GROWTH AND PROSPECTS:

 Featherlite, a renowned furniture manufacturer in India, was founded in 1965 and

provides full office solutions to all market sectors.
 India's projected economic change would result in increased demand for consumer
and office goods.
 A key feature of the Make in India campaign is to promote India as a manufacturing
hub.
 Whilst encouraging foreign manufacturing to set up in India, it also provides an
opportunity for home grown industries to grow and thus refine the Indian product.
 Featherlite has been producing office furniture for almost 50 years.
 The firm has a lot of expertise furnishing corporate offices around the country. With a
production size of 3 lakh square feet, the company can produce 30,000 seats and 8000
workstations each month.
 Featherlite is prepared to support Prime Minister Narendra Modi's "Make in India"
initiative by providing high-quality office furniture to a growing market.
 Featherlite strives to satisfy the expectations of a world-class work environment by
providing office furniture that meets international standards through improved
production methods and waste minimization.
 With an ever-growing team of engineers, marketing specialists, and interior designers,
Featherlite Developers continues to make an impression in the real estate sector.
 In the future years, Featherlite plans to open a new venture called "Signature Towers"
that will add another 0.5 million square feet to its portfolio.
 Featherlite plans to build a variety of projects on its key land parcels in Bangalore and
Chennai, including: “We are delighted with the market response in the short span of
11 years since we joined real estate,” Manohar says.
 Meanwhile, Featherlite Furniture, the group's core company, is extending its
international footprint. The firm already has showrooms and dealerships in Nepal, Sri

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Lanka, and Dubai (UAE), and it plans to expand into additional SAARC countries in
the near future.
 In order to expand output, the business has opened a robotic manufacturing factory in
Bangalore, and it also plans to open additional manufacturing operations in North
India to serve regions like the Northeast. With growth in mind, the company wants to
take advantage of technology, market potential, and business acumen, all of which
have contributed to the success of Featherlite.
 A team of highly qualified engineers from M/s. Green Sol Renewable Power Pvt.
Ltd., Bangalore, and Featherlite constructed and commissioned the plant in a record-
breaking 30 days.
 The Company's significant effort has reiterated the Group's commitment to limiting
environmental damage by decreasing Carbon Footprint and assisting the Government
in meeting the Prime Minister's aim of "Electricity for All" by 2020.

1.12 FINANCIAL STATEMENT:

Particulars March 20 March 19

(Rs in Cr) (Rs in Cr)

Equity & liabilities
Share capital 1,206.80 904.80
Total reserves 47,923.50 41,180.60
Shareholder’s funds 49,392.00 42,262.60
Long –term borrowings 0.00 0.00
Secured loans 15.20 53.90
Unsecured loans 6.80 18.50
Deferred tax assets/liabilities -380.60 -405.70
Other long term liabilities 311.70 229.60
Long term trade payables 0.00 0.00
Long term provisions 1,117.40 1,024.50
Total non-current liabilities 1,070.50 920.80
Current liabilities
Trade payables 4,765.50 4,176.20
Other current liabilities 4,679.40 4,522.50

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short term borrowings 5,052.20 4,647.70

Short term provisions 1,647.50 1,689.50
Total current liabilities 16,144.60 15,035.90
Total liabilities 66,607.10 58,219.30
Assets
Non-current assets 0.00 0.00
Gross block 11,922.40 11,360.70
Less: accumulated 7,521.40 6,993.70
depreciation
Less: impairment of assets 0.00 0.00
Net block 4,401.00 4,367.00
Lease adjustment 0.00 0.00
Capital work in progress 2,112.70 1,290.60
Non-current investment 8,250.30 5,841.60
Long term loans & advances 2,765.60 2,541.50
Other non-current assets 1,347.10 1,211.30
Total non-current assets 18,876.70 15,252.00
Current assets loans &
advances
Current investments 21,998.80 24,841.20
Inventories 340.30 294.30
Sundry debtors 9,046.30 9,502.00
Cash & bank 10,390.20 2,322.00
other current assets 4,772.20 4,863.10
short term loans &advances 1,182.60 1,144.70
Total current assets 47,730.40 42,967.30
Net current assets (including 31,585.80 27,931.40
current investment)
Total current assets(excluding 25,731.60 18,126.10
current investment)
Miscellaneous expenses not 0.00 0.00
written off
Total assets 66,607.10 58,219.30

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Contingent liabilities 1,418.40 1,821.70

Total debt 5,127.90 5,802.80
Book value( in Rs) 81.42 93.03
Adjusted book value (in Rs) 81.42 69.77

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CHAPTER-2

CONCEPTUAL BACKGROUND AND LITERATURE REVIEW

INTRODUCTION TO HRM:
Human Resource Management (HRM) is a management in any organization of people
relatively new method. People who are considered key resources of this approach. It is
people who care about the level of management in organizations. Since the organization is a
person, their acquisition, development skills, higher levels of achievement motivation, and
ensuring that the level of commitment to maintain them is an important activity.

Human resource management encompasses all of these tasks. Human resource management
is a four-step process that includes the acquisition, development, maintenance, and utilization
of human resources. Scott, Clothier and Spiegel human resources management is defined as
the responsibility of the management staff, employees and focus on the main business focus
on employee management and employee relations, individuals and groups. Human resources
departments in the organization responsible for maintaining good relationships.

It is also concerned about personal development, integrate organizational goals and

individual goals. Northolt that human resource management is an extension of general
management, stimulate each employee for the purpose of the enterprise to make the greatest
contribution. Human resources management is not separate from the basic management
functions. It is the main component of a broader management functions. France Wends Seoul
would "Human resources management" is defined as the organization of human resources
recruitment, selection, development, utilization, compensation and motivation.

Human resource management duties include planning, organizing, directing, and regulating.
Acquisition, development, and management of human resources are all part of this process. It
helps you achieve your personal, organizational and societal objectives. Human resource
management is a broad term that refers to a variety of topics. This curriculum includes
coursework in management, psychology, communication, economics, and [Link]
necessitates a sense of belonging and collaboration. It's a never-ending cycle. Why should all
managers care about human resource management? Why are such ideas and methods crucial
for all managers? It would be easier to respond by identifying some of the people errors that
we cannot afford to make when managing. You don't want to, for example,

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 Selecting the incorrect candidate for the position.

 Why isn’t everyone in your company performing to their full potential?

 Interviews are a waste of time.

 Allow your department's efficacy to be harmed by a lack of training.

 Engage in any form of discrimination in the workplace.

MEANING OF PERFORMANCE APPRAISAL SYSTEM:

Performance appraisals are made up of pre-determined standards that are used to assess an
employee's job conduct, with the findings being given to the person as feedback. An
assessment system aids companies in making decisions about employee promotion,
remuneration, and, in certain cases, termination. Performance management software
includes a performance assessment system, and the two platforms are frequently used in
tandem.

DEFINITION OF PERFORMANCE APPRAISAL SYSTEM:

A supervisor or manager assesses an employee's personality and performance against a set

of criteria, including job knowledge, output quality and quantity, leadership abilities,
attitude toward work, attendance, teamwork, judgment, versatility, health, initiative, and so
on.
PERFORMANCE APPRAISAL SYSTEM OBJECTIVES:

 Employees should be promoted based on their performance and abilities.

 Determine the extent to which personnel need to be trained and developed.
 Upon conclusion of the probationary period, offer confirmation to those workers who
were employed on a trial basis.
 Make a decision on a salary raise for staff, as well as bonuses and other perks.
 To help superiors and subordinates communicate more effectively.
 Assisting employees in determining their performance status.

PERFORMANCE APPRAISAL SYSTEM PURPOSE:

 To provide employees with the feedback on their performance for further

improvement.

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 To categorize the employees as high, moderate and low performers.

 To identify the need for employee training.
 To decide on the criteria for organizational rewards.
 To take personnel decisions such as monetary, non-monetary benefits, disciplinary
actions, etc.
 To facilitate communication and reciprocity between employees and management
 To plan for future requirements of human resources.
 To enhance employee performance through counselling, coaching and motivation.
 To have a good human resource policies and selection techniques.

PERFORMANCE APPRAISAL SYSTEM BENEFITS:

 Appropriate Location.
 Support for Increasing Performance.
 Serves as a source of inspiration.
 Creating and Organizing Training Programs.
 Enhances the relationship between employees and management.
 Human Resource Development and Planning.
 Enhances employee-manager communication.

DISADVANTAGES OF PERFORMANCE APPRAISAL SYSTEM

 Susceptible to bias. Some rater may assign a rating based on one's overall impression.
 Error in Contrast.
 The Tendency to Generalize Error.
 Intensity or leniency.
 Error in Sampling.
 Primary Errors and Regency Errors

2.1 THEORITICAL BACKGROUND OF THE STUDY:

In featherlite products Pvt ltd, a research was conducted on the efficacy of a performance
assessment system in improving employee performance. Several researches have been
conducted in India on the procedures of performance evaluation system measurement and
assessment. However, there have been few studies on the appraisal variables that affect the

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overall benefits of performance appraisal systems, and research focusing on different

variables involved in the design and execution of appraisal processes, particularly from an
HRD perspective, is limited, with the majority of research being conducted in western
countries. Here's a brief glance back to give you some context for the present inquiry.

2.2 REVIEW OF LITERATURE:

It is a method of recording and storing information about the study topic in a methodical
manner. It is a comprehensive assessment of journals in a certain field of study or connected
to a particular research line.
A literature review helps to identify the gap by summarising and explaining research results
from the literature on the topic of performance assessment systems and their efficacy.
A review of the literature, according to Creswell, is a written summary of journals, papers,
books, and other materials that are relevant to the proposed study.

1. Prajapati, Samarakone, (2010), standardized performance appraisal practices:

The study's goal is to Performance contracting has long been recognised as a useful tool for
improving organisational and governmental performance. Performance assessment, it has
been suggested, is a vital tool for recognising employees' efforts at work. In this situation,
employee recognition has long been seen as a significant motivator. Its significance is
emphasised by the fact that human beings prefer negative acknowledgment to no recognition
in a variety of situations.
2. Ontario (2010), performance appraisal system:
The study's goal is to the methods that govern performance assessments must be sound in
order for them to be both successful and meaningful. Principals and teachers should work
together within the framework of the performance assessment system to identify methods to
make decisions that lead to a positive outcome. The methods should show promise in terms
of improving teaching practise as well as student accomplishment.
3. S Sudin, (2011), Fairness of and satisfaction with performance appraisal process:
In this study, satisfaction with the most recent performance evaluation ratings, contentment
with the supervisor's interaction with the assessment process, and happiness with the
performance evaluationorganization were explored. To test these correlations, data from
Malaysian firms was used. According to the data, distributive and informational fairness are
related to satisfaction with the most recent evaluation rating. The satisfaction with the
performance assessment system is associated with distributive and informational [Link]

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also revealed a link between distributive and interpersonal fairness and total employee
happiness. The implications of the justice issues are explored, as well as the practise of more
equitable performance assessments.
4. Sharmistha bhattacharjee and santoshi sengupta, (2011), performance management
system: According to the report, employees are an organization's most valuable and dynamic
assets. Human resource management has been highlighted as a critical necessity in all
organisations in order to achieve the strategic goal of long-term and rapid growth. It can be
difficult to maintain track of the entire process of identifying a company's competency
requirements, getting access to current competence, and bridging the gap between the two.
From recruiting through termination, the HR department is responsible for all aspects of an
organization's life cycle. It can be difficult to maintain track of the entire process of
identifying a company's competency requirements, getting access to current competence, and
bridging the gap between the two. Every technological innovation in the manufacturing
business has the potential to provide new possibilities. These possibilities can only be
transformed into corporate success via performance alignment and competence management.

5. Rowland & hall, (2012), Nile journal of business and economics, performance
appraisal system:
This study's main objective is to explore if performance evaluation systems can be used to
increase motivation. The link between performance evaluation and employee motivation, on
the other hand, is often confused since it has been examined in a traditional or general way.
Traditional performance evaluation has been criticised for rewarding win-lose results rather
than "win-win" outcomes where the system fosters helpful and cooperative behaviour.
6. Tuytens. M, Devo’s. G (2012), performance appraisal system:
The study's objective internationally, performance assessment is used to enhance employee
performance, and it is also utilised in the educational area. However, there are concerns
regarding the efficacy of performance evaluations. The goal of this research is to add to our
understanding of crucial context elements in secondary school performance evaluation. The
study will investigate at the impact of both the teacher performance assessment method and
the attributes of school leaders on procedural justice and instructors' perceptions of feedback
utility.
7. P Krats, Tc Brown (2013), unionised employee’s reactions to the introduction of a
goal based performance appraisal system: The objective of this study was to see how
pleased individuals were with the system's perceived purpose, fairness of evaluation, and goal

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setting. Employees were more satisfied with the assessment system if they thought it was fair,
that it was primarily used for developmental goals, and that it enabled them to participate in
more major goal setting. Perceptions of a developmental focus in the appraisal somewhat
moderated the connection between evaluation satisfaction and work satisfaction, appraisal
fairness, and goal setting.
8. Sindhi.S, (2013), effectiveness of performance appraisal system: Because education is
becoming more learner-centered than ever before, based on the premise that educators must
become deeply engaged in their own learning processes in order to fully improve and
understand, but they must also participate in their own development, becoming able to
analyse and reflect on their competencies so that they can become independent thinkers and
doers, the study's goal is to examine all of these factors. The new '360 degree' performance
rating method looked to be the ideal match for a systematic, objective, and thorough
instructor evaluation. These institutions attempted to create a 360-degree performance
evaluation system to assist individuals in planning their personal growth and improving their
performance.
9. James R, Harrington, jihan lee, (2014), public personnel management: While current
research recognises the significance of fairness in performance assessment in high-
performing organisations, building an effective and fair performance appraisal system
remains one of the key difficulties facing human resource management (HRM). Little is
known, however, about the important organisational and psychological elements that impact
employee views of performance assessment. The bulk of research on workers' sense of
fairness in performance assessments has been focused on structural issues rather than
cognitive or psychological problems. Psychological contract fulfilment, which outlines the
expectations between an employee and the firm, is one of the most neglected factors affecting
employees' sense of fairness in performance appraisal.
10. Imran. M, Sakanderhayat(2014), performance appraisal system:
The study's goal is explained in the study's purpose. Performance The appraisal method
provides a clear route, as well as honest and useful comments. There should be immediate
and honest strengthening, as well as the opportunity for workers to participate in the
development of performance management objectives and standards. The goal of the
assessment system is to enable continuous communication between management and
instructors regarding job performance while also improving organisational performance.

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11. G Yoganandan, R Divya (2015), effectiveness of performance appraisal system:

The study's goal was to see if the employee performance evaluation method was effective.
The study revealed that an employee's designation has a significant association with their
perception of the incentives given for great performance, but there is no such relationship
between an employee's designation and the punitive action taken for poor performance.
According to the findings, the assessor or supervisor of workers working in various
departments should identify the top performers and award them with monetary and non-
monetary incentives.
12. [Link] et al, (2015), the development ofperformance appraisal: Thestudy's
goal is to The Performance Appraisal, like Education and Training, was an essential tool for
human resource development. Rather than being used as a tool for true staff development, it
was crucial in the increase as well as the promotion. Secondary School Teachers under the
supervision of the Local Administrative Organization received two types of feedback:
individual feedback and feedback for the school.
13. Boyne, (2015), prosocial behaviour and public service motivation: The goal of
introducing performance contracts was to improve quality delivery and services by holding
managers accountable for results, maximise national resources through improved
performance, and reduce reliance on the national treasury; and effective resource usage by
incorporating a culture of accountability and transparency, improve effectiveness, and ensure
that pubic funds were used effectively.

14. Ramila Ram Sign & S. Vadivelu (2016), performance appraisal in India:In their
article regarding performance appraisal in India, they stated the study's goal and objective.
Management faces a challenging challenge in keeping personnel in the business. This is when
motivation comes into play. Performance assessment is a method for determining an
employee's overall performance. It is beneficial for pay increases, promotions, employee
retention, and reinforcing employee behaviour. According to the research cited above,
Performance Appraisal is the only instrument for determining if an employee's duties and
responsibilities are appropriate for their abilities. A study of public and private sector
businesses found that private sector assessments were more successful.

15. Ayomikun idowu (2017), effectiveness of performance appraisal system:The goal of

this study was to see how successful performance assessment methods are at motivating
employees. The study's primary goals were to look at the moderating influence of
performance evaluation as a motivator and any potential obstacles. The data demonstrate that

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using performance evaluation as a motivator creates considerable beneficial outcomes. In

addition, the study finds that employing a variety of assessment techniques leads to higher
enjoyment and, as a result, improved [Link] appraisal systems (PAS) can
help improve motivation by connecting performance to rewards, helping set objectives and
standards, and identifying employee strengths and shortcomings.
16. A Idowu, Bipp and Klein geld,(2017), Effectiveness of performance appraisal system
and its effect on employee motivation:The goal of this study was to see how successful
performance assessment methods are at motivating employees. The study's primary goals
were to look at the moderating influence of performance evaluation as a motivator and any
potential obstacles. Human resource management has always placed a premium on employee
performance. As a result, various performance appraisal approaches have emerged over time
to assist in determining an employee's success. Performance evaluations have grown in recent
years to cover elements such as motivation as well as assessing an employee's performance.
17. Treavor C. brown, Memo Paula O Kane, (2018), effectiveness of Performance
management:The goal of this study may be found in a variety of ways in all organisations,
whether formally through an organisational process or informally through everyday
discourse. Three research objectives will be used to investigate PM: (a) conducting a scoping
review of PM research, with a particular focus on its contribution to the HRD field; (b)
identifying research gaps for future investigation; and (c) determining the prevalence of PM
versus PA research, given its inherent importance to the field of Human Resource
Development (HRD). Themes, methodologies, and samples found in the literature, rather
than research findings, were the focus of our review, and therefore of our aims.

18. Shaun pichler (2019), performance appraisal reactions:Employee reactions to

performance assessments are critical to appraisal efficacy, according to the study's findings.
They are linked to later attitudes, motivation, and performance on the job. Many managers,
however, fear conducting performance evaluations, and employee reactions are frequently
unfavourable. Although conventional performance evaluation research has concentrated on
the psychometric characteristics of performance ratings, there is a growing body of
knowledge about appraisal reactions, research possibilities, and consequences for managers
and organisations.
19. Kevin Baird, Amy Tung, Sophia Su (2020), employee empowerment, performance
appraisal quality and performance:The research looks into the role of performance
appraisal system quality, as measured by four quality dimensions (trust, clarity,

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communication, and fairness), in mediating the relationship between lower-level managers'

employee empowerment and their performance, as measured by their business unit's
[Link] findings highlight the need of boosting employee empowerment and
improving the reliability of performance evaluation systems. This research provides an early
empirical look into whether genuine autonomy is given by focusing on the extent to which
empowerment extends to other aspects of an employee's organisational experience,
particularly their performance evaluation system and its consequent impact on performance.
20. Muhammad Asad khan, Altaf Hussain, Jawad Hussain, Mohammad Hanif Khan
(2020), Effect of performance appraisal on employee satisfaction:The goal of this study is
to see how performance assessment affects employee satisfaction. According to the findings of
this study, fair and accurate performance appraisals keep workers happy and have a favourable
impact on employee efficiency and effectiveness as well as the organization's efficiency and
effectiveness. According to the conclusions of this study, senior management in Pakistan's
higher education institutions should establish a performance assessment system that is in
keeping with the new difficulties and developmental aspects of employees inside various
universities or organisations. Both policymakers and academics will benefit from this
research.

RESEARCH GAP
This literature review research clearly stated that the current study was carried out to
investigate performance evaluation. In a performance assessment system, employee
satisfaction is important. Manufacturing businesses have contributed more important
information to the existing expertise.
1) Supervisor treated can be another gap
2) The company takes a long time to respond to employee ideas and suggestions.
3) The performance assessment method for employees has an effect on job satisfaction
and motivation.

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CHAPTER-3
RESEARCH DESIGN

A research is a set of methods and procedures for collecting and analysing data with the goal
of combining all relevant conclusions derived from research investigations. Research entails a
succession of reasonable decisions, including ones about the study's aim and the location
where it will be done. The major goal of the study is to determine what sort of study it should
be and how data will be measured and analysed. The phrase "research design" refers to the
"framework or strategy for a study that directs the gathering and analysis of data."

 Choosing a data collecting strategy.

 Choosing data collection techniques.
 Identifying data sources.
 Choosing primary data collecting techniques.
 Questionnaire creation.
 Choosing a sampling strategy.

3.1 STATEMENT OF THE PROBLEM:

“A STUDY ON PERFORMANCE APPRAISAL SYSTEM AND ITS EFFECTIVENESS
WITH SPECIAL REFERENCE TO FEATHERLITE PRODUCTS PVT LTD AT
RAJANUKUNTE-BANGALORE.”

Today's workplace requires a great degree of commitment and effort from employees, who,
in turn, demand a lot more from their bosses. Performance evaluations are designed to boost
efficiency by bringing engagement down to a more personal level by giving a forum for
discussing work standards, potential, aspirations, and problems. Employees will have a far
greater say in the quality of their working environment. There is a logical link between their
firms' increased quality goods and services and today's emphasis on "quality."

The process of evaluating, summarising, and improving an employee's job performance is

known as performance assessment. To be successful and helpful, the performance manager
should make every attempt to gather as much objective data as possible regarding the
employee's performance. In today's difficult competitive environment, poor performance can
set the company behind. The goal of the research is to examine the performance appraisal at
Rajanukunte-based featherlite products Pvt ltd.

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3.2 NEED FOR THE STUDY:

This research aids in the advancement of organisational goals, allowing superiors to make
informed decisions about how to assign work to their subordinates. Which ensures
organisational success by correcting employees for standard and improved performance and
recommending changes in employee behaviour, as well as giving information on performance
ranks and assisting in the counselling and facilitation of fair and equitable compensation.
Performance appraisals are a frequent internal evaluation of an employee's [Link]
major focus of a people-first firm is always on employee happiness, and industrial studies
have indicated that this element is highly reliant on the company's current performance
assessment system. From the perspective of employees, management wants to know how
well the assessment criteria and length are. This is causing the investigation to become
necessary.

3.3 SCOPE OF THE STUDY:

The investigation was carried out in relation to the organization's performance system. This
study gives employee’s feedback on their performance and thus serves as a mirror for
personal and professional development, allowing management to make effective decisions to
improve employee work performance while also assisting management in realising and
utilising their full potential in carrying out their firm's mission. This research aids in
determining the value of the appraisal system. Payroll and salary decisions, training and
development requirements, promotions and demotions, as well as job analysis and superior
service are all factors to consider.

3.4 RESEARCH METHODOLGY:

It is taken into account the development and administrative tasks. According to the universal
pay system, employees would be given bonuses for exceedingly good outcomes throughout
the evaluation period, provided that results-oriented performance in normal work is measured
by aggregating prior successes.

SOURCES OF DATA:

Primary data collection

Primary data is information that is collected for the first time and hence is unique. The core
data for the study was obtained by questionnaire surveys, personal interviews, telephone

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calls, and other means. The information gathered was obtained firsthand, allowing for
analysis and interpretation.

Secondary data

On the other hand, is information that has already been gathered and processed by someone
else? The researcher must pick the type of data he will use for his study and which method of
data collecting he will use. Secondary data has been gathered by the researcher. Secondary
data was gathered through corporate records, the internet, and prior project reports, among
other sources.

SAMPLING METHOD:

Technique of sampling Simple random sampling

Size of the sample 50 respondents

Sampling unit Employee at Featherlite products private

limited
Area for sampling Featherlite products private limited

Instrument for research Questionnaire

SIMPLE RANDOM SAMPLING:

Random sampling at its most basic it’s a subset of a huge population or set of people. Each
person is chosen at random and entirely by chance, ensuring that everyone has an equal
opportunity. It also refers to the process of calculating the number of separate opinions from
the same probability distribution without involving any real people.

3.5 HYPOTHESIS OF THE STUDY

The study compares age groups in various departments of respondents and their preferences
for assessment systems to calculate null and alternative hypotheses. Testing is done with a
null hypothesis. In a current research relating to development, it is a declaration that no
difference exists between the parameter and statistics being compared to it, and alternate
hypothesis is the logical opposite of the null hypothesis as stated.

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Types of hypothesis

There are two kinds of statistics hypothesis:

Null hypothesis (H0)

In this example, there is no significant connection between the dependent and independent
variables.

Alternative hypothesis (H1)

The dependent and independent variables have a substantial connection here.

The null hypothesis is a declaration that no difference exists between the parameters that is
used for testing.

3.6LIMITATIONS:

 The company's policy of concealing some data and information, which would have
been highly useful to the research, for obvious reasons.
 Because they were preoccupied with their work, a few employees felt upset at times.
 Making an information-based, rich report in a short amount of time is tough.
 A total of 50 employees were included in the study.
 The accuracy of respondents' replies varies depending on their mood and interest.

3.7 CHAPTERSCHEME:

Chapter1: Introduction:
Chapter 2: Conceptual background and Literature assessment:
Chapter 3: Research Design:
Chapter 4: Data analysis and Interpretation:
Chapter 5: Summary of Findings, Conclusion and Suggestions:

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CHAPTER -4

DATA ANALYSIS AND INTERPRETATION

Meaning of Data Analysis:

Cleaning, manipulating, and modelling data in order to disclose crucial information for
business choices is known as data analysis. Data analysis is a technique for extracting useful
information from data and making decisions based on it. Users may use data analysis tools to
help them handle and manipulate data, analyse links and correlations across data sets, and
spot patterns and trends that can be interpreted.

1. Table showing number of males and female.

Options Number of Percentage

respondents (%)
Males 26 52%
Female 2 48%
Total 50 100%

Analysis:In Featherlite Products Pvt Ltd, the ratio of males to females is equal. This may also
be deduced from the fact that the same percentage exists among the company's entire
workforce of 50+ people. The sample was carefully chosen to ensure that all parts of the
research were given an equal opportunity to express their opinions and therefore obtain a
more accurate image of the study's results. The presence of both genders in the workplace
contributes to a positive work environment and improved communication among
[Link] tendency may also be seen in Featherlite Products Pvt Ltd's supervisory
levels. This aids in the removal of several barriers that may exist for a variety of reasons.
Featherlite Products Pvt Ltd's management aims to be an equal-opportunity employer and
does not discriminate on the basis of gender.

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Number of males and females

60

50

40

30 number of respondents
percentage

20

10

0
male female

Interpretation:

According to the graph above, featherlite products Pvt. ltd. employs 52 percent of males and
48 percent of females.

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2. Table shows designation of featherlite products Pvt ltd.

Particulars Number of respondents Number of percentage

Manager & above 05 10%

Assistant & manager 09 18%

Supervisor 03 06%

Engineer & executive 11 22%

Other specify 22 44%

Total 50 100%

Analysis:In the organisation, employees are chosen based on their qualifications, and after an
interview with the HR manager, employees are assigned to appropriate designations in the
organisation. Various stakeholders such as directors, officers, managers, and shareholders
govern a firm, and designations are the formal roles allocated to personnel in terms of
corporate management. In featherlite goods Pvt ltd, the various designations in their company
are shown.

Designation empolyees
50
45
40
35
30
25 Number of respondents
20
number of percentage
15
10
5
0
manager & Assitant supervisior engineer & other
above manager executive specify

Interpretation: In the above graph shows 10% of manager & above, 18% of Assistant
manager, 6% of supervisor and 22% of engineer & executive, 44% of other specify. The
above designation employees are working in the featherlite products Pvt ltd.

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3. Table showing employees work experience in Featherlite products Pvt ltd.

Particulars Number of respondents Number of percentage

Less than a year 22 44%
Between 1-5 year 20 40%
Between 5-10 year 06 12%
More than 10 years 02 4%
Total 50 100%

Analysis:The majority of the Organization's employees (66 percent) have one to two years of
experience; therefore the majority of the employees are new. This is mostly due to the
Organization's ongoing expansion, which needs a massive recruitment drive. The expansion
plans were created with the expectation of future business development in [Link]
factor is that recruiting fresh people with the necessary abilities is difficult due to a lack of
market awareness of employment opportunities in this industry. As a result, Featherlite
Products Pvt Ltd has hired a large number of people after providing them with training to
meet their human resource needs.

work experience of employees

50
45
40
35
30
25 Number of respondents
Number of percentage
20
Column1
15
10
5
0
less than a between 1-5 between 5-10 more than 10
year year year years

Interpretation:
In the above graph shows work experience of employees in the organization of featherlite
products Pvt ltd. 44% of less than a year, 40% of between 1-5 year, between 5-10 year, 4% of
more than 10 year, are employees currently working in the organization.

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4. In your opinion performance appraisal system?

Options Number of Percentage (%)

respondents
Evaluation of employees 25 50%
performance
Promotion of employees 13 26%
Job satisfaction 07 14%
motivation 05 10%
Total 50 100

Analysis: Employees and supervisors at the featherlite products Pvt ltd business were
interviewed about their experiences with performance management. Focus groups are small
gatherings of people that meet to discuss a certain topic. They use an online performance
assessment system to examine a sample of objectives and personal development plans for
quality, and they collect data and reports from your online performance management system
and their organization.

motivation
10%

job satisfaction
14%

evaluation of
employees
performance
50%

promotion of
employees
26%

Interpretation: In the above graph shows that 50% of employees select evaluation of
employees performance, 26% employees of opt promotion of employees, 14% employees
select job satisfaction of employees, 10% employees opt motivation. The graph presenting
most of the employees opt evaluation of employees’ performance.

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5. Which method of performance appraisal is implemented in the organization?

Options Number of Percentage (%)

respondents
Merit 28 28%
Grading 38 38%
Other 34 34%
Total 100 100%

Analysis: A performance assessment system has been created in the business in order to
eliminate workers. The assessment system's primary objective is to assist personnel in their
professional growth. In featherlite products Pvt ltd, they identify performance measures and
set guidelines for feedback in the organisation; they use the grading method as implemented
in the organisation; and they provide valuable feedback to employees and managers, as well
as assisting in the identification of promotable people and problems. Putting in place a
performance assessment system in a company may be stressful.

method of performance appraisal

40

35

30

25

20 number of respondents
percentage
15

10

0
merit grading other

Interpretation:In the above graph shows that 28% of people opt merit, 38% of people opt
grading and 34% people opt other. So therefore the featherlite products Pvt ltd implemented
performance appraisal in grading system.

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6. Do you think performance appraisal system helps people set & achieve meaningful
goals?

Options Number of Percentage (%)

respondents
Yes 90 90%

No 10 10%

Total 100 100%

Analysis: Employees may offer positive feedback as well as identify areas for growth with
the use of a performance assessment system. An employee can also discuss and even
establish a developmental plan with his boss to enhance his abilities. If this firm has a solid
merit-based structure, it inspires employees. Employees and their managers can use
performance appraisals to establish a plan for employee growth that includes further training
and greater responsibility, as well as identifying shortfalls in the employee's performance,
which leads to full goals in the featherlite products Pvt ltd.

performance appraisal helps meaningfull goals

100

80

60
number of respondents
40 percentage

20

0
yes No

Interpretation:

According to the graph above, around 90% of employees feel that the performance evaluation
system helps them create and achieve relevant goals, while 10% disagree.

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7. Do you think performance appraisal system give constructive review in friendly

& positive manner?

Options Number of respondents Percentage (%)

Yes 38 76%

No 12 24%

Total 50 100%

Analysis: Featherlite products Pvt ltd conducts a pleasant and favourable assessment of the
performance appraisal method in their firm. While performance reviews are generally held
once or twice a year, informal input should not be restricted to those brief periods of time.
When they evaluate their employees' performance, they should be honest. It enables the firm
to guarantee that all workers and departments are working together to achieve the company's
strategic goals.

Performance appraisal gives friendly and

positive manner
80
70
60
50
40 Number of respondents
30 percentage
20
10
0
yes No

Interpretation: Employees who are happy with their current performance assessments give
constructive feedback in a friendly and positive manner, whereas employees who are
unhappy with their current performance appraisals give constructive feedback in a friendly
and positive manner, as seen in the graph above.

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9. Do you think that the performance of employees improves after the process of
performance appraisal system?

Options Number of Percentage (%)

respondents
Yes 46 92%

No 04 08%

Total 50 100%

Analysis: Employees become increasingly conscious of their performance and contribution

inside the firm as the featherlite products Pvt ltd assessment process progresses. This allows
individuals to focus on areas in which they need to improve in order to advance in their
careers. The featherlite products Pvt ltd enables you to offer positive comments as well as
highlight areas for growth, which an employee may discuss with his boss and even build a
developmental training plan to better his abilities. If backed up by a solid merit-based
remuneration structure, it inspires personnel.

Improves after process of performance

appraisal
100
90
80
70
60
50 Number of respondents
40 percentage
30
20
10
0
yes No

Interpretation:

According to the graph above, 92 percent of workers improve as a consequence of the

performance appraisal system, whereas the remaining 8% of workers do not improve as a
result of the business's performance review system.

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10. Skill possessed by an appraiser varies as they move from one grade to another?

Options Number of respondents Percentage (%)

Agree 23 46%

Disagree 09 18%

Neutral 15 30%

Partially agree 03 6%

Total 50 100%

Analysis: Appraisers and evaluators of analytical skills While conducting the evaluation,
appraisers and assessors will photograph every room in the residence. Appraisers at
featherlite goods Pvt ltd only offer employees with an appraisal or estimate of the worth
value or quality of a person or object. Organizational appraisal work is a formal way for you
to evaluate your job performance while also talking to your employer about your career
objectives.

Skill possessed by an appraiser

50
45
40
35
30
Number of respondents
25
percentage of respondents
20
Column1
15
10
5
0
Agree Disagree Neutral Partially agree

Interpretation:

More than 46% of employees believe that an employee's skill set varies, whereas 18%
disagree and 30% are neutral, and fewer than 6% disagree somewhat with the shift grade.

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10. Do you think that the performance of employees after the process of performance
appraisal system?

Options Number of respondents Percentage (%)

Yes 43 86%

No 07 14%

Total 50 100%

Analysis:

After the process of performance assessment system in the company of featherlite products
Pvt ltd, the performance appraisal may enhance employee performance. Employees may see
how their contributions to the company's overall success are reflected in their performance
assessments, which boosts morale. All of these factors contribute to increased employee
productivity, which benefits the company. Performance assessment systems differ from one
business to the next, and a yearly performance appraisal system fails to properly engage
people in the organisation.

100
90
80
70
60
50 Number of respondents

40 percentage of respondents

30
20
10
0
yes No

Interpretation: In the graph above, over 86 percent of employees are happy with their
performance after going through the performance assessment system, while 14 percent are
dissatisfied.

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11. Does current “performance appraisal system” reflect the training need of an
employee?

Options Number of Percentage (%)

respondents
Yes 40 80%

No 10 20%

Total 50 100%

Analysis: Most performance evaluations will examine both what the person contributed to
the business and how they achieved that job, making it a helpful tool for identifying training
and development needs of employees at all levels. An employee's requirement for training in
terms of performance assessment. After the performance assessment system, featherlite
products Pvt ltd does not represent the training needs of an employee. Employees' success
with training is evaluated in terms of improving work quality, production, and training
efficiency.

Training need of an employee

90
80
70
60
50
Number of respondents
40
percentage of respondents
30
20
10
0
yes No

Interpretation: According to the graph above, more than 80% of workers are happy with the
performance assessment system's ability to represent an employee's training needs, while the
remaining 20% are dissatisfied.

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12. In your opinion the performance appraisal system of your organization is related to
which of the following?

Options Number of Percentage (%)

respondents
Retention of 05 10%
employees
Promotion system 20 40%

Organizational 11 22%
culture
Motivation 14 28%

Total 50 100%

Analysis: The performance assessment system, which assesses a team's job performance,
manages an organization's employee performance process. It includes obtaining qualitative
and quantitative feedback and converting it into actionable data. Featherlite products Pvt
ltd.’s performance evaluation system is related to the company's promotion system.

Performance appraisal system of organization

45
40
35
30
25 Number of respondents
20 percenatge of respondents
15 Column1
10
5
0
Retention of promotion system organizational motivation
employees culture

Interpretation: In the above graph shows that more than 10% employees select retention of
employees and 40% are select promotion system and other remaining 40% employees select
organization culture of an organization, 28% employees select motivation.

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13. Is there a formal appraisal system in your organization?

particulars Number of Percentage (%)

respondents
Yes 45 90%

No 05 10%

Total 50 100

Analysis: If there are few chances for promotion or career advancement inside the
organisation, a formal appraisal system may be superfluous. It is formal performance
assessments and job analysis relationship cost keep employee and benefit the company
receives that is determined by the formal appraisal system reasons and measurements of
future performance.

Formal appraisal system of organization

100
90
80
70
60
50 Number of respondents

40 percentage of respondents

30
20
10
0
yes No

Interpretation:

In the above graph shows that 90% employees satisfied with formal appraisal system of
featherlite products Pvt ltd and remaining 10% employees does not satisfied with the formal
appraisal system of organization.

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14. How is your performance appraised individually in a team or both?

Options Number of Percentage (%)

respondents
Individually 34 34%

In team 30 30%

Both 36 36%

Total 100 100%

Analysis:

The performance of featherlite goods Pvt ltd is evaluated on an individual basis exclusively.
Individual job descriptions are used to create standard performance measures. Individual
contribution to the team is evaluated in team performance assessments. Team performance
assessments are useful in assisting an organization's shift from an individual-based to a team-
based structure.

Performance assessed by individully or team

or both
40
35
30
25
20 Number of respondents

15 percentage of respondents

10
5
0
individually In team Both

Interpretation:

In the above graph shows that more than 34% employees are individually performance
appraised, 30% employees are performance appraised in team and remaining other 36% of
employees select both performance appraised.

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15. Do you agree that the performance appraisal system adopted by the firm is able to
measure the real performance of employees?

Options Number of Percentage (%)

respondents
Fully agree 22 44%

Partially 27 54%

Not at all 01 01%

Total 50 100%

Analysis: The performance assessment method used by featherlite products Pvt ltd is capable
of measuring genuine employee performance, however some organisations do not.
Employees' actual performance is based on the manager's observations of the employee's
talents and task performance as outlined in the organization's job descriptions.

Measure the performance of employees

60

50

40

30 Number of respondents
percenatge of respondents
20

10

0
fully agree partially Not at all

Interpretation: According to the graph above, about 44% of employees totally agree that the
performance assessment method employed by the business is capable of evaluating genuine
performance of employees, 54% of employees somewhat agree, and 2% of employees
disagree.

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16. Is the performance appraisal system able to show the areas in which a person needs
improvement?

Options Number of Percentage (%)

respondents
Yes 47 94%

No 03 06%
Total 50 100%

Analysis: In featherlite products Pvt ltd does shows the employees in which they need to
improvement in organization employees think about your daily work, think about what’s not
going so well, remove anything that you are not actively focused on. Think about the gap
between what’s going well and not going well that should be your area improvement. Begin
with a solid performance plan, utilise a consistent review cycle, demand frequent coaching
and feedback, and give HR assistance to supervisors to enhance the performance appraisal

Employee needs of improvement

100

90

80

70

60

50 Number of respondents
percentage of respondents
40

30

20

10

0
yes No

Interpretation: In the graph above, more than 94% of workers chose a performance
assessment system that can indicate where a person needs to improve, while the remaining
6% chose a system that cannot show where a person needs to improve.

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17. What are the techniques that are used in your organization for assessing
performance?

Options Number of respondents Percentage (%)

Observation 12 12%
Assessment & 50 50%
development centres
Checklists 16 16%
Self-evaluation 22 22%
Total 100 100%

Analysis: A rating scale technique or grading system is typically used to assess employee
performance. This technique is based on a set of criteria defined by the employer, which may
include behaviours, traits, competences, or completed tasks. Personal development plans, as
well as key performance indicators, are used by featherlite products Pvt ltd.

Techniques of organization for assessing

performance
60
50
40
30
Number of respondents
20
10 percentage of respondents

0
observation Assessment & Checklists self-Evaluation
development
centres

Interpretation: In the above graph shows that more than 12% employees select Techniques
of organization for assessing performance is observation, and 50% employees are selected
assessment & development centres and other 16% employees select checklist Techniques of
organization for assessing performance, 22% employees select self-evaluation for Techniques
of association for assess presentation.

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18. Please indicate which of the following methods of performance appraisal form a part
of your system?

Options Number of respondents Percentage (%)

Management by objective 27 54%
Human resource 12 24%
accounting method
Behaviourally anchored 04 08%
rating scale
360 degree appraisal 07 14%
Total 50 100%

Analysis: The management of featherlite goods Pvt ltd employs an objective approach to
performance evaluation. Management by object is a feedback is a multidimensional
performance evaluation technique that analyses an employee's performance using feedback
from their circle of influence, which includes supervisors, peers, customers, and direct reports

Methods of performance appraisal system

60

50

40

30
Number of respondents
20 percentage of respondents
10

0
Management Human Behaviourally 360 Degree
by objective resource anchored rating appraisal
accounting scale

Interpretation: The graph above depicts featherlite products Pvt ltd.’s techniques for
performance assessment. 54 percent of employees communicate with management through
objectives, 24 percent use human resource accounting, 8% use a behaviourally anchored
rating scale, and 14 percent use the 360 degree assessment technique.

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19. According to you performance management involves?

Options Number of respondents Percentage (%)

Looking backwards 06 06%
Filling forms 18 18%
Focuses on development & 62 62%
fostering communication
Any other 14 14%
Total 100 100%

Analysis: At featherlite products Pvt ltd, performance management includes aligning

employees' activities with the company's mission and goals, producing specific job
performance outcomes, defining quantified performance-based expectations, establishing job
growth plans, and conducting frequent meetings. Those businesses that understand
performance management become formidable rivals.

Performance management involves

70

60

50

40

30 Number of respondents
20 Number of percentage
10

0
Looking Filling forms Focus on Any other
backwards development
fostering
communication

Interpretation: According to the graph above, around 6% of employees use looking

backwards as a performance management tool, whereas 18% use filling out forms, 62 percent
use focusing on development and communication, and 14 percent use any other performance
management tool.

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20. How many meetings are scheduled in a year to discuss employee performance?

Options Number of respondents Percentage (%)

1 8 16%

2 16 32%

3 or more 26 52%

Total 50 100%

Analysis: In the case of featherlite products Pvt ltd, there are three or more meetings held
each year for his staff. Meetings typically take between 31 and 60 minutes, so you could
conceivably fit three or more meetings into an eight-hour day. Meetings use 15% of an
organization's time, a figure that has risen year after year. More than a third (32%) say they
squander 1-2 hours each week on useless calls or meetings, while the same number (16%) say
they lose 5-10 hours and 6% say they waste more than 10 hours. Only 11% claim their
meetings and conversations are completely useful in their business.

Meetings scheduled in a year

60

50

40

30 Number of respondents
Number of percentage
20

10

0
1 2 3 or more

Interpretation: In the above graph shows that about meetings are scheduled in a year, 16%
of employees tells one meeting in a year, 32% of employees tells two meetings are held in
year, remaining other 52% employees tells 3 or more meetings held in a year.

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21. In general how effective has your organization’s performance management process
proved in improving overall performance?

Options Number of respondents Percentage (%)

Effective 18 36%

Moderately effective 22 44%

In effective 05 10%

Don’t know 05 10%

Total 50 100%

Analysis: A good performance management system ensures a continuous process of

performance improvement by establishing individual and team goals that are aligned with the
organization's strategic objectives. Employees' job requirements are defined through a
performance management system, which also attempts to help them develop their abilities,
usually through on-the-job training. Each year, new performance management methods
emerge, leaving employees sad, unmotivated, and disengaged, while poor team and
individual employee performance irritates managers.

Effectiveness of performance management

50
45
40
35
30
25 Number of respondents

20 Number of respondents 2
15 Column1
10
5
0
Effective Moderately In effective Don’t know
effective

Interpretation: According to the graph above, workers are effective in 36 percent of cases,
fairly successful in 44 percent of cases, ineffective in ten percent of cases, and unaware of
effective performance management in ten percent of cases.

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22. Are you getting regular feedback on your performance from your appraisal?

Options Number of respondents Percentage (%)

Yes 41 82%

No 09 18%

Total 50 100%

Analysis: It is important to seek frequent feedback on employee performance at featherlite

products Pvt ltd every year, as it was useful to the business to enhance the employee
performance. Open communication and awareness are ensured through continuous feedback.
The frequency of input outside of the evaluation process is another key factor in acceptance
of appraisal feedback. An employee may be taken aback by information that might have been
shared with them but was not.

Getting regular feedback

90

80

70

60

50
Number of respondents
40 Number of percentage
30

20

10

0
Yes No

Interpretation:

According to the graph above, around 82 percent of employees receive frequent performance
feedback, while just about 18 percent do not.

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23. Self-appraisal system proves to be effective while appraising the appraise?

Options Number of respondents Percentage (%)

Agree 24 48%

Partially agree 20 40%

Neutral 06 12%

Disagree 00 00%

Total 50 100%

Analysis: Self-appraisal is a type of self-evaluation that may be utilised to improve one's

performance. Employees often do self-evaluation by proofreading the document for errors,
correctness, and numbers utilised. Allowing the employee to do a self-assessment helps the
management to see performance from the individual's perspective and hear their "half of the
storey." It may also assist managers in gaining a better understanding of their employees'
strengths and weaknesses, as well as training requirements and desires.

Self appraisal system

60

50

40
Number of respondents
30
Number of Percentage

20 Column1

10

0
Agree Partially agree Neutral Disagree

Interpretation: In the graph above, 48 percent of workers believe that the self-appraisal
method is effective in assessing the appraise, while 40 percent partially agree. Employees are
evenly split on whether or if the Self-appraisal system is effective in assessing the appraise,
with 12% neutral and 0% disagreeing.

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24. Are you satisfied with the current “performance appraisal” system?

Options Number of Percentage (%)

respondents
Yes 88 88%

No 12 12%

Total 100 100%

Analysis: Overall satisfaction with the performance evaluation method is characterised as

performance appraisal. Their satisfaction with their understanding of the assessment method,
as well as the fairness of the system. It has the potential to boost employee work satisfaction.
Employees can be guided and encouraged to improve their talents and focus on their
performance in order to meet corporate aims and objectives if the performance is well-
executed. The level of pleasure with a performance assessment is inversely proportional to its
perceived correctness.

satisfaction of current appraisal system

100
90
80
70
60
50 Number of respondents
40 Number of percentage
30
20
10
0
Yes No

Interpretation: According to the graph above, 88% of officers are completely happy with
the current performance evaluation system, while the remaining 12% are unsatisfied.

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CHAPTER-5

FINDINGS, CONCLUSION AND SUGGESTION

5.1 FINDINGS AND CONCLUSIONS:

The study's first objective is to look into the many types of performance evaluation and
motivational techniques available, as well as their effectiveness. According to a conversation
with the organization's HR manager, many performance analysis tools are in use. Among
these are the multi-rater/360-degree system, the behavioural-anchored rating scale, and the
graphical rating scale.

The study concludes that management via objective performance assessment method is
highly effective in terms of efficacy. At featherlite products Pvt. ltd., it is effective in
providing a thorough study of the employee's performance. This is in line with the research,
which shows that objective assessment management aids in determining an employee's real
performance. The literature examined suggests that, due to its uniform structure, the graphical
rating scale overlooks a variety of employee qualities. However, the outcomes of the study
suggest that a scale like this might still be beneficial, particularly in job tasks with defined
goals that are measurable.

Both extrinsic and intrinsic motivation are evident in the featherlite products Pvt. ltd. The
findings of the poll back with Herzberg's hygiene theory of motivation, which says that
combining internal and external incentive factors may help employees perform better.
Incentives and recognition have a mixed effect on motivation, according to the study's
findings. According to Maslow's hierarchy theory, employees experience a variety of
demands with varying degrees of intensity at any given time, which helps to explain the range
of behaviours seen in this circumstance.

According to the first study question's answers, 68 percent of employees were satisfied with
the organization's existing PAS. As a consequence, it may be possible to infer the use of a
variety of performance evaluation methods or motivating techniques. This adds to the
growing body of data that different types of assessments and incentive have different impacts
on employee motivation. According to the findings of the study, rewards are likewise the
most statistically significant factor influencing satisfaction with current PAS.

The study looked into how employee motivation is affected by performance evaluations. Five
major methods emerged from this setting. They include using PA to measure employees'

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ability to meet set goals and linking PA to rewards and incentives. Using job descriptions as a
guide create performance benchmarks. PA may be used to assess a worker's strengths and
shortcomings, as well as to promote them. According to data analysis, each of these
applications of performance evaluation improves employee performance.

Performance assessment methods should be intended to encourage employee views of fair

treatment in respect to other workers as well as their own expectations. This can help to foster
positive attitudes, which have been found to be a strong predictor of employee motivation
and, as a result, work performance in this study.

Workers preferences for rewards in the aftermath of a performance assessment varied,

according to the study. As a result, organisations should take a more personal approach to
tying performance assessment findings to incentives and awards. As a result of higher levels
of employee satisfaction, this might considerably help to enhance staff performance.

FINDINGS AND OBSERVATION:

1. The company did not implement the 360-degree feedback strategy.

2. There are too many criteria for evaluating higher-level personnel.

3. The PAS at Featherlite products Pvt ltd is complex, according to 38 percent of employees.

4. The PAS is based only on the development of the company's maximum number of
workers.

5. The appraisers also want their ideas and opinions to be taken into account during the
evaluation process.

6. According to the poll, both appraisers and appraises anticipate the same things from the
Performance Appraisal system: "Determination of Promotion or Transfer" and "Salary
Administration and Benefits."

7. Furthermore, despite expressing only a few recommendations for changes, the majority of
employees were pleased with the current assessment method.

8. According to the largest number of employees, the PAS is only reviewed once a year.

9. In Featherlite Products Pvt Ltd, every employee is aware of PAS.

10. Some survey data is included, as well as information on the government performance
management and recognition system.

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11. Performance evaluation feedback assists certain workers in better understanding their jobs
and performance objectives.

12.10% employees select retention of employees and 40% are select promotion system and
other remaining 40% employees select organization culture of an organization, 28%
employees select motivation.

13.90% employees satisfied with formal appraisal system of featherlite products Pvt ltd and
remaining 10% employees does not satisfied with the formal appraisal system of
organization.

14.34% employees are individually performance appraised, 30% employees are performance
appraised in team and remaining other 36% of employees select both performance appraised.

[Link] performance assessment system employed by the company is possible to measure the
true performance of workers for 44% of employees, 54% of employees partially chosen, and
2% of employees picked not at all.

16.94 percent of employees chose a performance assessment system that can demonstrate
where a person needs to improve, while the remaining 6% were dissatisfied with the method.

17.12% employees select Techniques of organization for assessing performance is

observation, and 50% employees are selected assessment & development centres and other
16% employees select checklist Techniques of organization for assessing performance, 22%
employees select self-evaluation for Techniques of organization for assessing performance.

[Link] products Pvt ltd.’s performance assessment system 54 percent of employees

communicate with management through objectives, 24 percent use human resource
accounting, 8% use a behaviourally anchored rating scale, and 14 percent use the 360 degree
assessment technique.

19.6% employees adopt looking backwards is a performance management involves and 18%
employees adopt filling forms, 62% employee adopt focuses on development & fostering
communication, 14% employees adopt any other performance management involves.

20.16% of employees tells one meeting in a year, 32% of employees tells two meetings are
held in year, remaining other 52% employees tells 3 or more meetings held in a year.

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[Link] performance management process is effective by 36% employees, 44% is

moderately effective by employees, 10% is in effective by employees and remaining 10%
employees don’t know about effective performance management process.

22.82% employees are getting regular feedback in their performance and less than 18% are
not getting regular feedback.

[Link] to 48 percent of workers, the self-appraisal approach was successful in

assessing the appraise, with another 40% agreeing in part. Employees are evenly split on
whether the Self-appraisal system is successful in evaluating the appraise, with 12%
indifferent and 0% disagreeing.

[Link] present performance assessment method is totally pleased by 24.8% of officers, while
the remaining 12% are dissatisfied with it.

5.2CONCLUSION:

During the data collection process, it became clear that the majority of employees were fully
aware of the company's performance evaluation system. They are aware of the problem and
recognise the need of putting in place an effective evaluation system. They even suggested
that the company's evaluation system be improved. Employees are very satisfied with the
organization's evaluation method. Appraisers' personal biases, likes, and dislikes should all be
removed from the system.

5.3 SUGGESTIONS / RECOMMENDATIONS:

Object-based management must be implemented in the company. Management via objective

feedback system is a full-circle, multi-source, multi-rated way of obtaining information about
an employee's performance from colleagues, subordinates, internal and external customers.
There should be fewer variables used to evaluate higher-level workers (senior officers,
deputy managers, managers, and so on). Otherwise, the appraiser will have to go through a
lengthy and time-consuming procedure. Performance appraisal forms for senior officers and
above should be updated to be shorter and simpler to read. Self-Appraisal is a technique that
may be used at all levels of a company. The self-appraisal technique is currently only
available to supervisory workers and junior [Link] (feedback)
on the appraisal report - The appraisal report should be given to the concerned employee as
soon as possible. Good performance should be recognised in order to keep the employee

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engaged and happy. Employees must also be notified of any defects or inadequacies so that
they may address them and enhance their performance in the future.

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