“A STUDY ON THE PERFORMANCE APPRAISAL AT TTK HEALTH CARE

LIMITED”

(A Report Submitted In Partial Fulfillment of the Requirements for the Degree of Master of
Business Administration in Pondicherry University)

Submitted By

Ms. S. SNEHA

Enrolment No: 0218430326

MBA: General

Under The Guidance & Supervision Of

Prof. Dr.N.Maria Joseph, M.Com. M.Phil, MBA, B.Ed, PGDMM, Ph.D

P.G. & Research Department of Commerce

Loyola College

Chennai – 600 034.

DIRECTORATE OF DISTANCE EDUCATION

PONDICHERRY UNIVERSITY

PONDICHERRY – 605 014

JANUARY 2021

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 CERTIFICATE OF THE GUIDE

This is to certify that the project work titled “A STUDY ON THE PERFORMANCE
APPRAISAL AT TTK HEALTH CARE LIMITED” is the bonafide work of Ms. S.SNEHA
Enrollment No: 0218430326 carried out in partial fulfillment for the award of degree of MBA in
General of Pondicherry University under my guidance. This project work is original and not
submitted earlier for the award of any degree/ diploma or associate ship of any University /
Institution.

Signature of the Guide

PROF. DR. N. MARIA JOSEPH

Place: Chennai

Date:

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 STUDENT’S DECLARATION

I, Ms.S.SNEHA hereby declare that the Project Work titled “A STUDY ON THE
PERFORMANCE APPRAISAL AT TTK HEALTH CARE LIMITED "is the original work
done by me and submitted to the Pondicherry University in partial fulfilment of requirements for
the award of Master of Business Administration in General. This is a record of original work
done by me under the supervision of, Prof. Dr.N.Maria Joseph, M.Com. M.Phil, MBA, B.Ed,
PGDMM, Ph.D Department of Commerce, Loyola College, Chennai – 600 034.

Enrollment No:0218430326
Date:
Signature of the student

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 ACKNOWLEDGEMENTS

I adore and honor the almighty god for strengthening me, being with me to guide and help me
complete this research work successfully.

I am greatly indebted to my supervisor and guide Prof. Dr.N.Maria Joseph, M.Com.

M.Phil, MBA, B.Ed, PGDMM, Ph.D, Department of Commerce, Loyola College, Chennai-34,
faculty of the PULC Twinning Program for his invaluable guidance, support and encouragement
throughout the tenure of this work. I greatly appreciate his flexibility towards my independent
approach of this project. I thank him once again for his invaluable suggestions.

My deepest and loving gratitude goes to my beloved parents for their moral and prayerful
support.

My sincere thanks are due to all those who shared their invaluable time to provide the
required information for this research.

I profusely thank my friends who generously shared their valuable time for me to complete
the research success

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 LIST OF CONTENTS
S. NO CONTENTS PAGE NO.
1 Acknowledgement 4
2 List of tables 6
3 Chapter-1: Introduction 9
4 Chapter-2 Company profile 22
5 Chapter-3: Research Methodology 29
6 Chapter-4: Data analysis and Interpretation 35
7 Chapter-5: Findings Suggestions and conclusion 57
5.1 Findings 57
5.2 Suggestion 63
5.3 Conclusion 64
8 Bibliography 65
9 References 65

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 LIST OF TABLES

TABLE TITLE PAGE

NO. NUMBER

1. Respondents by their Age 35

2. Respondents by their Sex 36

3. Respondents by their Department 36

4. Respondents by their Educational Qualification 37

5. Respondents by their Designation 38

6. Respondents by their years of Experience 38

7. Respondents awareness on concept of performance appraisal 39

8. Respondents awareness on established performance appraisal 39

system

9. Respondents by the time (stage) at which they came to know 40

about performance appraisal system.

10. Respondents by the source of coming to know about the 41

performance appraisal system.

11. Respondents opinion on their need for performance appraisal 41

system.

12. Respondents awareness on the periodicity of appraisal adopted 42

at TTK Health care.

13. Respondents awareness about the person appraising the 43

performance.

14. Respondents opinion on the existing PAS in the organisation. 44

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15. Respondents opinion on the nature of performance appraisal 44
system in the organisation.

16 Respondents opinion on the extent to which the appraisal 45

system provides opportunity in identifying employees strength
and weakness.

17. Respondents opinion on extent to which performance appraisal 46

system in discovering employees potential.

18 Respondents opinion on the scope of performance appraisal 47

system in communicating top management plans, goals to
staff.

19. Respondents opinion on the performance appraisal system in 48

identifying the employee developmental needs.

20 Respondents by the possibility of getting feedback from the 48

appraiser.

21. Respondents opinion on extent of feedback they get from the 49

supervisor.

22. Respondents opinion on the nature of discussion with the 50

supervisor.

23. Respondents by their awareness about the criteria adopted for 50

performance appraisal system..

24. Respondents opinion on high quality of performance review 51

discussion.

25. Respondents opinion on the scope of performance appraisal 52

system for the part of growth and development.

26. Respondents opinion on benefit of performance Appraisal 52

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27. Respondents expectation from HR Department 53

28. Respondents expectation on nature of performance appraisal 54

system

29. Respondents preference on the frequency of performance 55

appraisal system.

30. Respondents expectation on focus of performance appraisal 55

system.

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 CHAPTER 1

INTRODUCTION

Appraising the performance of individuals, groups and organizations is a

common practice of all societies. While in some instances the appraisal processes are
structured and formally sanctioned, in other instances they are an informal and integral
part of daily activities. Thus, teachers evaluate the performance of students, bankers
evaluate the performance of creditors, parents evaluate the behavior of the children, and
all of us, consciously or unconsciously evaluate our own actions from time to time.

“Performance appraisal”has been identified as one of the most complex of man-

management activities. It is often a difficult and emotion laden process. Performance
appraisal has become part of organizational life. Every organization has some kind of
evaluating the performance of its personnel.

“Performance appraisal”or “Merit rating” is one of the oldest and universal

practices of management. This approach resulted in an appraisal system in which the
employees merits like initiative, dependability, personality etc were compared with others
and ranked or rated.

1.1 GENESIS

During and after World War I, systematic performance appraisal was quite
prominent. Credit goes to Walter Dill Scot for systematic performance appraisal
technique of “man-to-man rating system”(merit rating). It was used for evaluating
military officers. Industrial concerns also used this system during 1920s and 1940s for
evaluating hourly paid workers. However, with the increase in training and management
development programs from 1950s, management started adopting performance appraisal
for evaluating technical, skilled, professional and managerial personnel as a part of
training and executive development programmes. With this evolutionary process, the
term merit rating had been changed into employee appraisal or performance appraisal.
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This is not a mere change in the term but a change in the scope of the activity as the
emphasis of merit-rating was limited to personnel traits, whereas performance appraisal
covers results, accomplishments and performance for changing trends in performance
appraisal.

1.2 MEANING

Performance Appraisal is a method of evaluating the behaviour of

employees in the work spot, normally including both the quantitative and qualitative
aspects of job performance. Performance here refers to the degree of accomplishment of
the tasks the make up an individuals job. It indicates how well an individual is fulfilling
the job demands. Often the term is confused with effort, which means performance is
always measured in terms of results.

“Performance appraisal” is a systematic evaluation of present and potential

capabilities of personnel and employees by their superiors, superiors superior or a
professional from outside.

“It is a process of estimating or judging the value, excellent qualities or status of a person
or thing.”

1.2.1 DEFINITION

1 According to Flippo(1998), “Performance appraisal is the systematic periodic and

an impartial rating of an employees excellence in matters pertaining to his present
job and his potential for a better job”

➢ According to C. Higel(1973), “The performance appraisal is the purpose of

evaluating the performance and qualification of the employees in terms of the

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 requirement of the job for which he is employed, for the purposes of
administration including placement, selection for promotion, providing financial
rewards and other actions which require differential treatment among the
members of a group as distinguished from action affecting all members equally”.

❖ According to N.K. Rowland(1970), defines “performance appraisal is the process

of assessing the performance and progress of an employee or of a group of
employees on a given job and his potential for future development.”

1.3. CHARACTERISTICS OF PERFORMANCE APPRAISAL

According to Gupta C.B“ The main characterisistics of performance appraisal are as

follows.

Performance appraisal is a process of consisting of a series of steps.

➢ It is a systematic evaluation of employees strength and weakness in terms of the

job.

➢ Performance appraisal is a scientific or objective study. Formal procedures are

used in the study. The same approach is adopted for all jobholders so that the
results are comparable.

➢ It is an ongoing or continuous process where in the evaluations arranged

periodically according to a definite plan.

➢ The main purpose of performance appraisal is to secure information necessary for

making objective and correct decisions on employees.

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OBJECTIVES OF APPRAISAL

a) To identify areas for further training needs.

b) To help determine promotions and transfers.

c) To reduce grievances and

d) To improve job performance

The appraisals were found useful particularly for

➢ Promotions

➢ Helping the supervisors know their employees.

➢ Helping the workers to know their progress.

➢ Wage and salary administration.

➢ Training and development

Who will appraise?

The appraiser may be any person who has through knowledge about the job
content, contents to be appraised, standard of contents and who observes the employee
while performing a job.

Typical appraisers are…

Supervisor, peers, subordinates, employees themselves, users of services and
consultants.

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When to appraise?
Information appraisals are conducted whenever the supervisor or personnel
managers feel it necessary. However, systematic appraisals are conducted on a
regular basis.

1.4 STAGES OF PERFORMANCE APPRAISAL

1 At the first stage,performance standards are established based on job description

and job specification.

2 The second stageis to inform these standards to all employees including

appraisers.

3 The third stageis following the instructions given for appraisal measurement of
employee performance by the appraisers through observations, interview, records
and reports.

4 The fourth stageis finding out the influence of various internal and external
factors on actual performance of the employee and others.

5 The fifth stageis comparing the actual performance with the standards and
finding out the deviations.

6 The sixth stageis communicating the annual performance of the employee and
other employees doing the same job and discuss with him about the reason for
positive or negative deviations.

7 The seventh stageis suggesting necessary changes in standards, job analysis, and
internal and external environment.

8 The eight stageis follow-up of performance appraisal report.

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1.5 NEED AND PURPOSE OFPERFORMANCE APPRAISAL

Performance appraisal is needed in order to;

1. Provide information about the performance ranks basing on which decisions regarding
salary fixation, confirmation, promotion, transfer and demotion.

2. Provide feedback information about the level of achievement and behaviour of

subordinate. This information helps to review the performance of the subordinate,
rectifying performance deficiencies and to set new standards of work, if necessary.

3. Provide information which helps to counsel the subordinate.

4. Provide information to diagnose deficiency in employee regarding skill, knowledge,

determine training and development needs and to prescribe the means for employee
growth provides information for correcting placement.

5. To prevent grievances and indisciplinary activities.

PURPOSE

Performance appraisal aims at attaining the different purposes. They are

1 To create and maintain a satisfactory level of performance.

2 To contribute to the employee growth and development through training, self and
management development programmes.
3 To help the superiors to have a proper understanding about their subordinates.'
4 To guide to job changes with the help of continuous ranking.
5 To provide fair and equitable compensation based on performance.
6 To facilitate for testing and validating selection tests, interview techniques
through comparing their scores with performance appraisal ranks
7 To provide information for making decisions regarding lay off, retrenchment etc.
8 To ensure organizational effectiveness through correcting employee for standard
and improved performance, and suggesting the change in employee behaviour.

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1.6 METHODS OF PERFORMANCE APPRAISAL

There are several methods and techniques used for evaluating employee
performance. These may be classified into two broad categories as stated by
C.B.Gupta(1998)

1. Traditional methods

2. Modern methods

TRADITIONAL METHODS

“Traditional method” envisages the following: -

1 CONFIDENTIAL REPORT

A confidential report is a report prepared by the employees immediate superior. It covers

the strength and weakness, main achievements and failure, personality and behaviour of
the employee. It is descriptive appraisal used for promotions and transfers of employees.

2. FREE FORM OR ESSAY METHOD

Under this method, the evaluator writes a short easy on the employees performance on
the basis of overall impression. The description is expected to be a factual and as
concrete as possible. An essay can provide a good deal of information about the
employee especially if the evaluator gives examples of each one of his judgement.

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3. STRAIGHT RANKING METHOD

In this technique, the evaluator assigns relative ranks to all the employees in the same
work unit doing the same job. Employees are ranked from the best to the poorest on the
basis of overall performance. The relative position of an employee is reflected in this
numerical bank.

4. PAIRED COMPARISON METHOD

Each employee is compared with all the others, in pair one at a time. The number
of times an employee is judged better than the others determine his rank. Comparison is
made based on overall performance. The number of comparisons to be made can be
decided based on the following: N (N-1)/2. Where N is the number of person to
be compared.

5. FORCED DISTRIBUTION METHOD

In this technique, the rate is required to distribute his rating in the form of a
normal frequency distribution. This method eliminates the rate bias of central tendency.
It helps to reduce bias involved in straight ranking and paired comparison.

6. GRAPHIC RATINGS SCALE METHOD

The rater is given numeric scale indicating different degrees of a particular trait.
The rate is given a printed form for each employee to be rated. The form contain several
characteristics relating to the personality and performance of employees. Intelligence,
quality of work, leadership skills, judgement etc are some of the characteristics. The
rater records his judgement on the employees trait on the scale. The numerical points
given are added up, to find out his overall performance standing in the group.

7. CHECK LIST

A checklist of statements that describe the characteristics and performance of

employee in his job. The rater checks to indicate if the behaviour of an employee is
positive or negative to each statement. The performance of an employee is rated on the
basis of number of positive checks.

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8. CRITICAL INCIDENT METHOD

In this method supervisor keeps a written record of critical (either good or bad)
events and how different employees behaved during such events. The rating of an
employee depends on his positive/negative behaviour during these events.

9.GROUP APPRAISAL METHOS

Under this method, a group of evaluators assess the employees. This group
consists of the immediate supervisor of the employee, other supervisor having close
contact with the employees work, head of the department and a personnel expert. The
group determines the standards of performance for the job, measures actual performance
and offer suggestions for improvement in future.

10.FIELD REVIEW METHOD

In this method a training officer from the personnel department interviews line
supervisors to evaluate their respective subordinates, the interview prepares in advance
the questions to be asked. By answering these questions the supervisors gives his opinion
about the level of performance of his subordinate, the subordinate work progress, his
strength and weakness, promotion potential etc. the evaluators takes detailed notes of the
answers which are then approved by the concerned supervisor. These are then placed in
the employee personnel service file.

MODERN METHODS
1 Appraisal by results MBO

This method has been evolved by “Peter Drucker”. MBO is potentially a

powerful philosophy of managing and an effective way for operationalising the
evaluation process.

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 MBO can be described as a “Process whereby the supervisor and subordinate
managers of an organization jointly identifies its common goals, define each
individuals major area of responsibility in terms of results expected of him and use
these measures as guides for operating the unit and assessing the contributions of
each of its members.

2. Assessment centre method

The assessment centre concept was initially applied to military situations by Simoniet
in the German Army in the1930 and the war office selection board of the British
Army in the year 1960s. The purpose of this method and is to test candidate in a
social situation. Assessments are made to determine employee potential for purpose
of promotion.

3. 360 degree performance appraisal

` The appraisal may be any person who has thorough knowledge about the job done
by contents to be appraised. Standards of contents and who observes the employee while
performing a job. The 360 degree feedback is understood as systematic collection of
performance data on an individual or group, derived from a number of stakeholders-the
stakeholders being the immediate supervisors, team members, customers, peers and self.

1.7 FACTORS AFFECTING PERFORMANCE APPRAISAL

According to Chakraborthy (1978) performance appraisal should be done with

caution. It is always advisable to make a preliminary survey of the following constraints
within which the employees of an organization are working.

1. Environmental constraints.

These are several environmental constraints, which may outside the control of
worker and to ignore this fact in judging his performance would be unjust. For example.
The quality of raw material in an organization may deteriorate over a period or the
machinery may break down unexpectedly. As a result, both productivity and quality may
suffer. But if selection of materials and maintenance of machinery are done at higher
levels in the organization the performance appraisal of the worker should not be affected.
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2. Organizational leadership

The style of the top leadership of an organization should also be looked into. It is
nature of leadership at the top, which determines largely the loyalty and commitment of
employees to the goals of an organization for better performance. Employees at every
level become highly performance conscious. Performance appraisal under such
conditions is liked by everybody but in opposite conditions it is considered as an
imposition.

3. Interdependence of sub-systems

Since every organization is a big system composed of a number of interdependent

sub-systems, the success or failure of any one sub-system has got to be interpreted in the
context of all other sub-systems to which it is related. For example, the sub-standard
output of the production department may be due to the poor quality of purchases made by
the purchasing Department or the trouble may be at some higher level sub-systems where
planning for the production and purchase departments has been done.

It is precisely because of this interdependence of sub-systems that suggestion is

often made to start performance appraisal from the apex. This leads to more systematic
and logical cause-and-effect tracing of performance at all levels within the organization.

4. Organizational structure

Initiative, drive and innovation thrive best in a flexible structure. These qualities
do not receive encouragement in a rigid structure. This is because in this type of
structure the authority to approve innovation is often place several levels above the
people who innovate. This makes the proposal pass from person to person and robs the
information reaching the ultimate decision-makers of much of its logic and
understanding. What is needed is a direct relationship between the doer and approver.
No matter how strategically wise or strong a boxer is if he has to call New Delhi to clear
each punch during his fight in Udaipur, he is doomed. In rigid structures, ponderous
planning and controls make people give up innovating and become resigned and bitter.
Rather than beg for the acceptance of their innovative ideas they take their ideas and
creativity home and become dead wood at work
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1.8 ETHICS OF APPRAISAL SYSTEM

In any performance appraisal, due consideration must be given to the ethics of appraisal,
failing which many organizational problems may crop up and the very purpose of appraisal may be
defeated. M.S. Kellogg has suggested following dos and donts.

1. Do not appraise without knowing why the appraisal is needed.

2. Appraise based on representative information.

3. Appraise on the basis of sufficient information

4. Appraise on the basis of relevant information

5. Be honest on your assessment of all the facts you have obtained.

6. Do not write one thing and say another.

7. In offering an appraisal, make it plain that this is only your personal opinion of the
facts as you see them;

8. Pass on appraisal information only to those who have good reason to want it;

9. Dont imply the existence of an appraisal that has not been made

Do not accept anothers appraisal without knowing the basis on which it was made.

1.9 PERFROMANCE APPRAISAL IN TTK HEALTH CARE LTD.

Performance Appraisal is not an important or easy management task and it should be

an once a easy management task and it should be an once a year event. The reason they
conduct Performance Appraisal in the first place in that they believe in accomplishing
two things.

1. Help employees to understand the quality of their current performance and

identify what they must to do to improve it.

1. Motivate employees to improve their performance.

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Effective performance Appraisal has 3 basic components.

1. Planning (performance)

2 Managing (performance)

3 Appraising (performance)

1. PERFORMANCE PLANNING

It is the process of identifying desired performance and gaining employees

commitments to perform the organisation expectations.

Performance planning clearly identifies the expected results as well as the behaviour
and skills which are expected to demonstrate performance planning clearly identifies the
expected results as well as the behavior and skill which are expected to demonstrate,
provide a specific action plan and aimed at a clear target.

• PERFORMANCE MANAGING

This is daily process of working towards the performance expectations established in

the planning phase together manager and employee review the employees performance
on a periodic basis.

1. PERFORMANCE APPRAISAL

It is both the beginning and the end poi9nt of performance management. The analysis
of past performance provides the basis for planning next years expectations and at the
same time it “close the loop” of the current cycle.

During this, employees come to know where they stand and what is expected of them
and what they need to achieve in the next performance period. The design also come to
know what results it can expect from their employees and what resource like training and
development, and counseling are needed to help than to achieve the desired results more
effectively.

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 CHAPTER 2

COMPANY PROFILE

TTK- the three letters that stand for quality consumer products & pharmaceutical
formulations at affordable prices. A reputation built across eight decades. An
organization that started out as an indenting agency and grew to what it is today with
path-breaking marketing ideas. Tiruvellore Thattai Krishnamachari better known as TTK
gave up law, joining with A R Doraisami Iyengar who was running a consumer goods
firm in Chennai. The firm represented Levers Brothers. When Iyengar died in 1928, TTK
was awarded the Levers Brothers agency. TT Krishnamachari & Co. was set up in the
same year to handle the business and the rest is history!

Today TTK is a totally integrated manufacturing and marketing Group. While

maintaining leadership in specific product categories in India, the TTK Group reaches out
to the world with its core products - kitchenware, personal care, pharmaceuticals,
condoms, medical devices, baby care etc. The Company's brand wagon consists of
products that are sought after by a wide range of customers. The Woodward's Gripe
Water brand is the market leader in the baby care category. The Eva range of personal
care products (Talc, Deodorant, Skincare) bring together the gentle touch of nature,
backed by TTK's extensive research.

TTK was the first company to bring in the concept of Calcium Supplementation in India.
Today Ossopan is the flagship brand in Pharma Division. TTK offers the entire parenteral
busket for labor care - Epidosin / Foetocin / Methocin. The Pharma SBU launched many
"first time in India" formulations like Folibest-DHA, LycoQ, CCQ etc.for Gynecology
and Infertility segments. TTK is having fairly commandable presence in Gynecology,
General Medicine, Pain Management, Chest Medicine, Gastro- Medicine and
Orthopaedic Surgery.

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We at TTK aim at providing products that consumers desire to use on a daily basis. Its
ever expanding range of care products guarantees the consumer exceptional quality,
benefits and experience.

CORPORATE OVERVIEW

TTK Healthcare is committed to providing customers with innovative "value for money"
products and solutions for improving their quality of life.

The Company's brand wagon consists of products that are sought after by a wide range of
customers. The Woodward's Gripe Water brand is the market leader in the baby care
category. The Eva range of personal care products (Talc, Deodorant, Skincare) bring
together the gentle touch of nature, backed by TTK's extensive research.

OUR MISSION

TTK Healthcare is committed to providing customers with “value for money” products
and solutions for improving their quality of life.

TTK Healthcare has four Strategic Business Units...

• Pharamaceuticals Divison

• Consumer Products Division

• Biomedical Devices Division

• Foods

PHARAMACEUTICALS DIVISON

TTK Healthcare's Pharmaceuticals Division has many breakthrough herbal and allopathic
formulations, across various therapeutic segments. The range includes calcium
supplements, haematinics, cervical dilators, thrombolytic agents, rejuvenators,
multimineral supplements, liver correctives and pain management products.
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Besides being the first Pharmaceutical Company in India to be awarded the ISO
certification by BIS, TTK Healthcare was also the first to launch technology-driven life-
saving products like Urokinase and Dopamine. The Company has also developed
medicines like Lactare based on Ayurveda - the ancient traditional system of medicine.

The Company's products are marketed by a well-trained sales force, who form an ideal
interface between the medical fraternity and the Company's pharmaceutical division.
TTK Healthcare's products are trusted and prescribed by a wide segment of healthcare
professionals in India. Almost 90,000 doctors are met every month by personnel from the
Ethical Products Division(EPD).

The Animal Welfare Division(AWD) caters to the requirements of veterinarians,

hatcheries, poultry farms and dairy farms through a variety of herbal and allopathic
formulations. The division's product range includes feed supplements, liver correctives,
calcium and phosphorous supplements, fertility inducers, anthelmintics, antispasmodic &
cervical dilators, antihistamines, trace minerals & vitamin-A supplements, antibiotics,
ectoparasiticide, cocktail enzymes etc. The AWD has an extensive, well-trained sales
force that is in touch with nearly 9000 Veterinarians across the country, and reaches out
to the customer through a nation-wide network of 450 stockists.

CONSUMER PRODUCT DIVION (BABY CARE)

Woodward’s Gripe Water is the world’s first brand of gripe water for babies.
Woodward’s has been used by mothers worldwide for around 150 years and was
introduced in India by TTK Healthcare.

Woodward’s gripe water is a caring combination of Dill oil and Sarjikakshara that
provides symptomatic relief to infants, babies and children from stomach pain caused due
to gas, acidity and indigestion.

Generations of mothers have trusted Woodward’s to provide relief to their crying babies.

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BIOMEDICAL DEVICES DIVISION

The TTK Heart Valve Division manufactures and distributes India's first indigenous heart
valve prosthesis - the tilting-disc TTK Chitra Heart Valve. The only Indian-made heart
valve, it is also the most price-friendly and so far nearly 18,000 Chitra valves have been
successfully implanted in patients. Initially conceived in 1978, the heart valve being a
critical implant, went through the most painstaking development for 12 years at the
prestigious Sree Chitra Tirunal Institute for Medical Sciences and Technology
(SCTIMST), Trivandrum, India - an autonomous institute under the Department of
Science and Technology, Government of India.

The Heart Valve Division also manufactures and markets Clinimesh - a versatile
prosthesis for surgical reconstruction of thoracic and abdominal wall defects, Clinistern -
stainless steel needled suture for sternum closure and Clinipatch - a versatile prosthesis
for surgical reconstruction of septal wall defects.

FOODS

TTK manufactures Potato and Cereal based pellets in its state-of -the-art facility, for
markets in India and abroad. The production unit is designed not only to assure the
highest quality but also to ensure consistency in quality.

The Cereal and Potato based pellets come in various shapes, such as Wheels (mini &
penta), Tubes (mini, short, long & square), Sticks, 3 Rings, Ribbed, Star, Checks, Chips,
Drops etc besides Onion Rings.

The customer base for TTK Ready-to-fry Snack Pellets includes multinationals and the
trade in India. The Exports division services the foreign countries and the products are
regularly exported to the overseas markets.

QUALITY CONTROL:

Quality is their prime goal which is maintained to meet the USFDA

requirement with the latest analytical equipment. They ensure to lay strong
25
emphasis on quality, schedules and proper customer compliance. The personnel
involves are qualified and experienced post graduates in these services.

RESEARCH & DEVELOPMENT:

They understand the significance of productivity Research & Development; have

invested a huge part of their total revenues on their R&D efficiencies. Today, TTL
HEALTHCARE LTD has emerged as a multi-disciplinary Research & Development
center in India. The high-tech laboratory and micro- biology labs are designed for
creative research.

PRODUCT PROFILE

HEART VALVE

Superior haemodynamics, structural integrity, low profile and silent operation have been
built into the Chitra Heart Valve by design. Every aspect of the design has been further
validated in various prestigious laboratories in India and abroad. The unique plano-
conical disc is oriented in such a way that it improves flow in the minor orifice. The
extremely light-weight, almost zero-buoyancy disc closes and opens rapidly minimizing
the regurgitation and pressure losses. The slippery, wax-like highly polished surface of
the disc gives it thrombo resistance. In use, the disc rotates on its own axis and also slides
in its plane, minimizing clot initiation and adhesion.

The shock absorbing characteristics of the disc prevents structural failure by gently
transferring stresses while greatly abating valve noise.

The low physical profile, the streamlined flow contours and the mirror finish all combine
to give excellent haemodynamic performance for the TTK Chitra Heart Valve.

26
The pressure gradients across the valve, the effective orifice area, the regurgitant volume
per cycle, energy loss and performance index are all comparable to or better than other
mechanical valves.

The TTK Chitra Valvular Prosthesis has three components:

• A frame carved out of a single block of Chrome Cobalt Alloy, long proven in
cardiac valvular implants.

• An occluder made from the superbly biocompatible Ultra High Molecular Weight
Polyethylene (UHMW-PE).

• A sewing ring made from implant tested 100% Polyester fabric.

ORTHOPAEDIC IMPLANTS

TOTAL KNEE REPLACEMENT SYSTEMS

Precision is the hallmark of high-quality orthopaedic implants. TTK Healthcare is

focused on bringing a high level of precision into their orthopaedic manufacturing
process.

The Ortho Division is engaged in the manufacture of quality orthopaedic implants and
instruments under the brand name "Altius".

TTK Healthcare Ltd acquired the orthopaedic business of M/s. Invicta Meditek Ltd. in
July 2009 to consolidate their medical devices business. Knee Product Features

1. Hi Flexion angle - designed for 162 degrees

2. Femoral component's congruent contact and area contact with the mobile bearing,
reduces contact stresses and poly wear tremendously
3. Reduced stresses & improves survivorship of the implant
4. Stop pin engages with the slot in the bearing to limit bearing rotation - and
prevents spin out
5. Axial rotation of +/- 45 deg is sufficient to take care of the needs of normal
activity

27
6. Articular surfaces and the generating curve provide deep engagement - resulting
in Medial - Lateral & Anterior - Posterior stability
7. Revision components available
8. Easy to use instrumentation
9. Extensive clinical trials to support the design rationale

28
 CHAPTER 3

RESEARCH METHODOLOGY

3.1 TITLE

A Study on Performance Appraisal System at TTK health care Ltd.

3.2 OBJECTIVES

1 To understand the performance appraisal system adopted at TTK Health

Care Ltd.

2 To ascertain the awareness level among the employees about the

Performance Appraisal System adopted at TTK Health Care Ltd..

3 To confirm with the employees their opinion about the Performance

Appraisal System.

4 To ascertain the ways and means to improve the Performance Appraisal

System at TTK Health Care Ltd.

3.3 SCOPE OF THE STUDY

1. This study has been conducted with respect to “performance appraisal system “
existing in the organisation.

2. This study is useful to know the strength and weakness of appraisal. Therefore,
the management can update the system with necessary changes.

3. These findings of the present study can be used for the conducting further study
on the topic if the management of TTK health care desires so.

29
3.4 RESEARCH DESIGN

The aim of the study is to find out the level of awareness among the employees
about the performance appraisal system adopted in the organisation and also to confirm
with their opinion about the system.. Hence, it was decided to adopt the descriptive
research design for the purpose of the study.

3.5 UNIVERSE AND SAMPLE

The first step in developing any sample design is to clearly define the set of objects,
technically called as the universe.

At TTK health care 83 employees are working. Of these 83 employees ,60 work as
staff and executive members and remaining the remaining 23 as managers and
departmental heads.Due to organizational constraints, the departmental heads are
excluded from the scope of the study and hence the remaining 60 employees formed the
universe for the study.

All these 60 employees covered by this study were selected by adopting the census
method.

30
S.No Department Frequency

1 Quality assurance 8

2 Research &Development 6

3. System 3

4. Accounts 3

5. Personnel 7

6. stores 3

7. Production 37

8. Central excise 3

9. Maintenance 5

10. Service 3

11. Distribution 5

Total 83

3.6 TOOL OF DATA COLLECTION

A Structured questionnaire was used for collection of data. The questionnaire

contained questions on the following aspects:

1. Personal data

2. Knowledge and awareness on Performance appraisal system

3. Opinion on performance appraisal system

4. Suggestions

31
3.7 PRE-TESTING

In order to ascertain the validity of the tool of data collection. Viz., Questionnaire, a
pretesting was done by the researcher with a five of the respondents from the universe.

This pretesting was essential to find out the parts of the questionnaire, which was lacking
perfection. The exercise done in this regard is of real use for the researcher to give the
final touches to the questionnaire before taking it for final data collection.

Since the number of units in the universe was limited, the researcher decided to include
those five units taken for pre-testing in the sample.

3.8 SOURCES OF DATA

On one hand since the study focuses on the components of Performance Appraisal
System, it was needed to seek the help of secondary sources of data, i.e., Books, articles,
to arrive at conceptual clarity of performance appraisal system.

On the other hand, the study was also concerned with finding out the level of
awareness prevailing among the employees about the performance appraisal system, the
primary sources of data i.e., the end users are taken into consideration.

3.9 DATA COLLECTION

The data collection was done in the month of January 2021. The researcher
personally went to the organization and collected the data from the respondents on the
basis of availability. Even though it was a questionnaire, the researcher had to personally
be with the respondents to give necessary clarifications with regard to the doubts raised
by the respondents on the different questions included in the questionnaire.

3.10 OPERATIONAL DEFINITION

The following three key terms used in the study are operationally defined as given below:

32
 1. Performance Appraisal

The term Performance Appraisal System refers to a process of evaluating an

employees performance in a job in terms of his/her requirements at TTK Health Care
Ltd.

➢ Appraiser

The term appraiserrefers to the one who is given the responsibility and accountability to
evaluate his subordinates on their job and keep an official record about the same at TTK
Health Care Ltd.

➢ Appraiser

The term appraisee refers to the one who is evaluated by his supervisor for his
performance and efforts at TTK health care Ltd.

3.11 ANALYSIS AND INTERPRETATION

The data was checked, edited and tested. The data was processed using a
computer package termed as Statistical Package for Social Sciences (SPSS). The table
work has been created according to the respective headings as in questionnaire.

This was done to summarise the raw data to and to convert it into statistical tables.
Charts and tables have been used to highlight certain findings.

3.12 LIMITATIONS

1. While answering the questionnaire, respondents discussed with their

colleagues. This would have influenced the original opinion of the
respondents.

2. The study was conducted only in TTK Health Care Ltd. , hence limiting
the scope of the findings only to TTK Health Care Ltd.

33
3.13 CHAPTERISATION

This study has been divided in to four chapters as follows,

Chapter I deals with the introduction.

Chapter II includes the company profile

Chapter III includes the research methodology.

Chapter IV gives the analysis and interpretation of the data.

Chapter V deals with the findings, conclusion and suggestions.

STATEMENT OF THE PROBLEM

Through the study on the Performance Appraisal System the researcher has
made an attempt to study the different aspects of the appraisal system adopted at TTK
Health Care Ltd.

The researcher also seeks to assess the awareness level among the employees
about the appraisal system adopted and their opinion on the same. Through this, the
researcher would find out the areas, which needs improvement in the present appraisal
system.

34
 CHAPTER 4
Data analysis and Interpretation
I. ANALYSIS ON RESPONDENTS PERSONAL DATA

Table No. 4.1

RESPONDENTS BY THEIR AGE

S.No Age (in years) Frequency Percentage

1 21-30 6 10.00%

2 31-40 18 30.00%

3 41-50 12 20.00%

4 51-60 24 40.00%

TOTAL 60 100%

Table 4.1 shows the distribution of respondents by their age. It is seen that
(40%)most of the respondents fall under the age group of 51- 60 years. Of the left 60%,
30% fall under the age group of 31-40 years. Where as 10% of the respondent fall under
the age group of 21-30 years and 20% fall under the age group of 41-50 years.

35
 TABLE NO. 4.2

RESPONDENTS BY THEIR SEX

S.No Sex Frequency Percentage

1 Male 39 65%

2 Female 21 35%

TOTAL 60 100%

Table 4.2 shows the distribution of the respondents by their sex. According to the table it
is clear that majority (65%) of the respondents are males. The remaining 35% are
females. Thus, it is clear that a majority of the respondents are males.

TABLE NO. 4.3

RESPONDENTS BY THEIR DEPARTMENT

S.No DEPARTMENT FREQUENCY PERCENTAGE

1 Production oriented 32 53.4%

2 Service oriented 14 23.33%

3 Administration 14 23.33%

TOTAL 60 100%

36
Table 4.3 shows the departments in which respondents are placed. It is seen that more
than half (53.4%) of the respondents are in the production and production oriented
department. Nearly one fourth (23.3%) of the respondents are in the administration
oriented department and an equal percentage (23.3%) are in the service-oriented
department.

TABLE No. 4.4

RESPONDENTS BY THEIR EDUCATIONAL QUALIFICATION

S.No Educational Frequency Percentage

qualification

1 Up to 12thstandard 28 46.7%

3 Diploma 3 5.0%

4 Under graduation 21 35%

5 Post graduation 8 13.3%

TOTAL 60 100%

Table 4.4 shows that nearly half (46.7%) of the respondents have finished up to the
twelfth standard, about one third (35%) of the respondents have completed their under
graduation, about one tenth (13.3%) have completed their post graduation and a very few
(5%) have done their diploma

37
TABLE NO. 4.5

RESPONDENTS BY THEIR DESIGNATION

S.No Designation Number Percentage

1 Executive 17 28.3%

2 Worker 27 45.0%

3 Staff 16 26.7%

TOTAL 60 100%

Table 4.5 gives the designation of the respondents. It is inferred that most (45%) of the
respondents came under the worker category where as nearly one third (28.3%) of the
respondents come under the executive category and an almost equal percentage (26.7%)
come under the staff category.

TABLE NO. 4.6

RESPONDENT BY THEIR YEARS OF EXPERIENCE

S.No Experience Number Percentage

(years)

1 0-10 16 26.7%

2 11-20 17 28.3%

3. 21-30 27 45%

TOTAL 60 100%

38
Table 4.6 shows the years of experience of the respondents. From the table it is inferred
that most (45%) of the respondents have more than 21 years of experience .One third
(26.7%) of the respondents have up to10 years of experience and an almost equal
percentage (28.3%) have 11 to 20 years of experience.

TABLE NO. 4.7

RESPONDENTS AWARENESS ON CONCEPT OF

PERFORMANCE APPRAISAL.

S.No Awareness on pas Number of Percentage

respondent

1. Yes 60 100%

2. N0 0 0%

TOTAL 60 100%

Table 4.7 shows the distribution of respondents by their awareness on the concept of
performance appraisal system. .

TABLE NO. 4.8

AWARENESS ON ESTABLISHED PERFORMANCE APPRAISAL SYSTEM AT

TTK HEALTH CARE.

S.No Opinion Respondents Percentage

1 Yes 58 96.7%

2 No 2 3.3%

TOTAL 60 100%

39
Table 4.8 shows the distribution of the respondents by their awareness on the established
performance appraisal system at TTK Health Care. The table shows that a very great
majority (96.7%) of the respondents are aware of the established performance appraisal
system at TTK. The rest 3.3% of the respondents are not aware of the above system.

TABLE NO. 4.9

RESPONDENTS BY THE TIME (STAGE) AT, WHICH THEY CAME TO KNOW

ABOUT THE PERFORMANCE APPRAISAL SYSTEM AT TTK HEALTH CARE

S.No Stage Number of Percentage

respondents

1. Joining 12 20%

2. Induction 12 20%

3. Later stage 36 60%

TOTAL 60 100%

Table 4.9 gives the time at which the respondents came to know about performance
appraisal system at TTK health care. It is interpreted that more than half (60%) of the
respondents came to know about the performance appraisal system in the later stage. One
fifth (20%) of the respondents came to know about the system at the time of joining and
an equal percentage (20%) at the time of joining.

40
TABLE NO. 4.10

RESPONDENTS BY THE SOURCE OF COMING TO KNOW ABOUT THE

PERFORMANCE APPRAISAL SYSTEM.

S.No Source Number of Percentage

respondents

1. Immediate 11 18.3%
supervisor

2. Head of the 39 65.0%

department

3. Human resource 10 16.7%

department

TOTAL 60 100%

Table 4.10 gives the source through which the respondents came to know about the
performance appraisal system. It is seen that majority (65%) of the respondents came to
know about the system through the Head of the department. Where as nearly one fifth
(18.3%) of the respondents came to know about the system through their immediate
supervisor and an almost equal percentage (16.7%) through the Human resource
department.

41
TABLE NO. 4.11

RESPONDENTS OPINION ON THEIR NEED FOR PERFORMANCE APPRAISAL

SYSTEM.

S.No Need for pas Number of Percentage

respondents

1. Yes 60 100%

2. No 0 0%

TOTAL 60 100%

Table 4.11 shows the opinion of the respondents on their need for the performance
appraisal system. It is seen that all (100%) of the respondents see the need for
performance appraisal system.

TABLE NO. 4.12

RESPONDENTS AWARENESS ON THE PERIODICITY OF APPRAISAL ADOPTED

AT TTK.

S.No Periodicity Number of Percentage

respondent

1. Quarterly 0 0%

2. Half-yearly 0 0%

3. Annually 58 96.7%

4. No idea 2 3.3%

TOTAL 60 100%

42
Through the secondary source, it is understood by the researcher that the appraisal at
TTK is done on an annual basis. To confirm the respondents awareness on the
periodicity of the performance appraisal system was analysed. It is seen from Table 12
that the appraisal done in TTK is annual. This that almost all the respondents are quite
aware of the periodicity of appraisal.

TABLE NO. 4.13

RESPONDENTS AWARENESS ABOUT THE PERSON APPRAISING THE

PERFORMANCE.

S.No Awareness about appraiser Number of Percentage

respondent

1. Immediate supervisor 11 18.3%

2. H.O.D. 39 65.0%

3. HR Department 10 16.7%

TOTAL 60 100%

Table 4.13 gives the awareness of the respondents about the person appraising their
performance. It is seen that most (65%) of the respondents are aware that their Head of
the department does the appraisal while nearly one fifth (18.3%) of the respondents are
aware that their immediate supervisor does the appraisal and an almost equal percentage
(16.7%) are aware that their Human resource department does the appraisal on their
programme.

43
TABLE NO. 4.14

RESPONDENTS OPINION ON THE EXISTING PERFORMANCE APPRAISAL

SYSTEM IN THE ORGANISATION.

S.No Existing system Number Percent

1. Simple 54 90.0%

2. Complex 2 3.3%

3. No idea 4 6.7%

TOTAL 60 100%

Table 4.14 gives us the opinion of the respondents on the existing performance appraisal
system. Most of the respondents (90%) feel that the system is simple where as a few
(6.7%) of them feel that it is complex.

TABLE NO. 4.15

RESPONDENTS OPINION ON THE NATURE OF PERFORMANCE APPRAISAL

SYSTEM IN THE TTK HEALTHCARE.

S.No Nature Number Percentage

1 Fully objective 34 56.7%

2. Fully subjective 5 8.3%

3 Partly objective and partly 21 35.0%

subjective

TOTAL 60 100%

44
Table 4.15 gives the respondents opinion on the performance appraisal system. From the
above table it is found that more than half (56.7%) of the respondents feel that it its fully
objective where as about one third (35%) of the respondents feel that it is partly
objective and partly subjective and nearly one tenth (8.3%) of the respondents feel that
it is subjective.

TABLE NO. 4.16

RESPONDENTS OPINION ON THE EXTENT TO WHICH THE APPRAISAL

SYSTEM PROVIDES OPPORTUNITY IN IDENTIFYING EMPLOYEES STRENGTH
AND WEAKNESS.

S.No Extent of Number Percentage

opportunity

1 Very large extent 3 5.0%

2 Large extent 37 61.7%

3. Some extent 19 31.7%

4. Not at all 1 1.7%

TOTAL 60 100%

Table 4.16 gives the respondents opinion on the extent to which the appraisal system
provides opportunity in identifying the employees strength and weakness. It is inferred
that a majority (61.7%) of the respondents say that it provides opportunities to identify
the strength and weakness to a large extent. About one third (31.7%) of the respondents
say that opportunities are provided to some extent and a few (5%) say that it provides
opportunities to a very large extent. A very few (1.7%) say that the performance
appraisal system does not provide them with any opportunity.

45
TABLE NO. 4.17

RESPONDENTS OPINION ON EXTENT TO WHICH THE PERFORMANCE

APPRAISAL SYSTEM IN DISCOVERING MPLOYEES POTENTIAL.

S.No Discovering potential Frequency Percentage

1 Strongly agree 5 8.3%

2 Agree 48 80.0%

3. Neither agree nor disagree 0 0%

4. Disagree 7 11.7%

5 Strongly disagree 0 0%

TOAL 60 100%

Table 4.17 shows that a great majority (80%) of the respondents agree that the
performance appraisal system helps in discovering the employees potential and about one
tenth (8.3%) of the respondents strongly agree that the performance appraisal discovers
employees potential and an almost equal percentage (11.7%) disagree with the same.

46
TABLE NO. 4.18

RESPONDENTS OPINION ON THE SCOPE OF PERFORMANCE APPRAISAL

SYSTEM IN COMMUNICATING TOP MANAGEMENT PLANS GOALS TO STAFF.

S.No Respondents Number Percentage

opinion

1. Strongly agree 8 13.3%

2, Agree 44 73.3%

3. Neither agree nor 0 0%

disagree

4. Disagree 8 13.3%

5. Strongly agree 0 0%

TOTAL 60 100%

Table 4.18 gives the opinion of the respondents on the scope of performance appraisal
system in communicating the top management plans and goals to the staff. It is seen that
most (73.3%) of the respondents agree that the performance appraisal system is helpful
for communicating the top management plans to the staff. About one tenth (13.3%) of the
respondents strongly agree that performance appraisal system is helpful for
communicating top management goals to the staff and an equal percentage (13.4%)
disagree with the same

47
TABLE NO. 4.19

RESPONDENTS OPINION ON THE PAS IN IDENTIFYING THE EMPLOYEE

DEVELOPMENTAL NEEDS

S.No Opinion of the respondent Number Percentage

1. Strongly agree 14 23.3%

2. Agree 46 75%

3 Neither agree nor disagree 0 0%

4. Disagree 1 1.7%

5. Strongly disagree 0 0%

TOTAL 60 100%

Table 4.19 shows opinion of the respondents on the use of the performance appraisal
system in identifying the employee developmental needs. About one fifth (23.3%) of the
respondents strongly agree and the remaining few (1.7%) of the respondents disagree that
the performance appraisal system.

TABLE NO. 4.20

RESPONDENTS BY THE POSSIBILITY OF GETTING FEED BACK FROM THE

APPRAISER.

S.No Possibility of Number Percentage

Feedback

1. Yes 56 93.3%

2. No 4 6.7%

TOTAL 60 100%

48
Table 4.20 gives the opinion of the respondents on the possibility of getting feedback
from the appraiser. It is seen that most (93.3%) of the respondents say that there is a
possibility of getting a feedback from the appraiser while nearly one tenth (6.7%) say that
there is no possibility of getting a feedback.

TABLE NO. 4.21

RESPONDENTS OPINION ON THE EXTENT OF FEEDBACK THEY GET FROM

THE SUPERVISOR.

S.No Extent of feedback Number Percentage

1. To a great extent 26 43.4%

2. To some extent 17 28.3%

3. Not at all 17 28.3%

TOTAL 60 100%

Table 4.21 gives the opinion of the respondents on the extent of feedback from the
supervisor. It is seen that about two fifth (43.4%) of the respondents say that they receive
feedback to a great extent while nearly one third (28.3%) of the respondents say that they
receive feedback to some extent and an equal percentage (28.3%) say that they do not
receive feedback at all.

49
TABLE NO. 4.22

RESPONDENTS SATISFACTION ON THE FEEDBACK DISCUSSION WITH THE

SUPERVISOR.

S.No Discussion on Number Percentage

feedback

1. Fully 12 20%

2. Partly 31 51.6%

3. Not at all 17 28.4%

TOTAL 60 100%

Table 4.22 gives the opinion of the respondents on the extent of discussion with the
supervisor about the feedback One fifth (20%) of the respondents say that it its fully
satisfactory and about half (51.6%) says that it is partly satisfactory.

TABLE NO. 4.23

RESPONDENTS BY THEIR AWARENESS ABOUT THE CRITERIA ADOPTING

FOR PERFORMANCE APPRAISAL SYSTEM.

S.No Respondents Number Percentage

awareness

1. Very large extent 2 3.3%

2. Large extent 36 63.3%

3. Some extent 17 28.3%

4. Not at all 3 5.0%

TOTAL 60 100%

50
Table 4.23 gives the awareness of the respondents on the criteria adopted for performance
appraisal system. It is seen that most (63.3%) of the respondents have awareness to a
large extent and nearly one third (28.3%) of the respondents have awareness to some
extent. A very few 3.3 % have awareness to a very large extent and a few (5%) do not
have any awareness on criteria for the performance appraisal system.

TABLE NO. 4.24

RESPONDENTS OPINION ON HIGH QUALITY OF PERFORMANCE REVIEW

DISCUSSION.

S.No Opinion Number of Percentage

respondents

1 Strongly agree 4 6.7%

2. Agree 43 71.7%

3. Neither agree nor disagree 11 18.3%`

4. Disagree 2 3.3%

5. Strongly disagree 0 0%

TOTAL 60 100%

Table 4.24 gives the opinion of the respondents on the nature of performance review
discussion. The analysis shows that most (71.7%) of the respondents agree that the
nature of performance review discussion is good while a few (6.7%) strongly agree to it.
Nearly of fifth (18.3%) neither agree nor disagree to the above statement while a very
few (3.3%) do not agree to the statement.

51
TABLE NO. 4.25

RESPONDENTS OPINION ON THE SCOPE OF PERFORMANCE APPRAISAL

SYSTEM FOR THE PART OF GROWTH AND LEARNING.

S.No Growth and learning Number of Percentage

respondents

1. Strongly agree 5 8.3%

2, Agree 45 75.0%

3. Neither agree nor disagree 6 10.0%

4. Disagree 4 6.7%

5. Strongly disagree 0 0%

TOTAL 60 100%

Table 4.25 gives the opinion of inferred that most (75%) of the respondents agree that the
performance appraisal system facilitates growth and learning and nearly one tenth (8.3%)
strongly agree to it. One-tenth (10%) neither agree nor disagree to the above said
statement, while a few (6.7%) disagree to the statement.

TABLE NO. 4.26

RESPONDENT OPINION ON BENEFIT OF PERFORMACNE APPRAISAL

S.No Beneficiaries Opinion Number of Percentage

respondents

1. Employees Yes No 60 0 100%

2. Employer Yes No 60 0 100%

3 Organisation Yes No 60 0 100%

52
Table 4.26 gives the opinion of the respondents on the benefits of the performance
appraisal system for the employee, employer and the organization. It is inferred that all
the respondents (100%) agree that the performance appraisal system benefits the
employee, employer and the organization to a great extent.

1V. ANALYSIS ON SUGGESTION.

TABLE NO. 4. 27
RESPONDENTS EXPECTATION FROM HR

DEPARTMENT.

S.No HRD DEPARTMENT SHOULD NUMBER OF PERCENTAGE

PROVIDE RESPONDENTS

1. GUIDLINES AND 24 40%

INTRODUCTION

2. ONLY INTRODUCTION 17 28.3%

s3. ONLY TRAINING 14 23.3%`

4. BETTER FEEDBACK` 5 8.3%

TOTAL 60 100%

Table 4.27 gives the expectation of the respondents from the HR department. It is
observed that out of the sixty respondents, two fifth (40%) of them prefer the guideline
and introductory course. Nearly one third (28.3%) of them prefer guideline and
introductory course and a few (8.3%) of them prefer better feedback from the appraiser.

53
TABLE NO. 4.28

RESPONDENTS EXPECTATON ON NATURE OF PERFORMANCE APPRAISAL

SYSTEM.

S.No Expectation Number of Percentage

respondents

1. A more effective PAS should link 42 70.0%

promotion and individual
development

2 A more effective PAS should link 18 30.0%

only promotion

3. A more effective PAS should link 0 0%

neither promotion nor individual
development

TOTAL 60 100%

Table 4.28 gives the expectation of the respondents on the nature of performance
appraisal system. It is observed that out of the 60 respondents, most (70%) of them prefer
both promotion and individual development where as one third (30%) of them prefer only
promotion.

54
TABLE NO. 4.29

RESPONDENTS PREFERENCE ON THE FREQUENCY OF PERFORMANCE

APPRAISAL.

S.No Preferred frequency Number of respondents Percentage

1. Monthly 17 28.3%

2. Quarterly 32 53.3%

3. Annually 11 18.3%

TOTAL 60 100%

Table 4.29 gives the preference of the respondents on the frequency of the use of
performance appraisal system. It is observed that out of the 60 respondents, more than
half (53.3%) of them prefer that the performance appraisal should be conducted once in a
three months and nearly one third (28.3%) of them prefer to use it on a monthly basis.

TABLE NO. 4.30

RESPONDENTS EXPECTATION TOWARDS PERFORMANCE APPRAISAL

SYSTEM.

S.No Focus area Number of Percentage

respondents

1. Team work along with individual 43 71.7%

performance

2. Only teamwork 12 20.0%

3. Only individual performance 5 8.3%

TOTAL 60 100%

55
Table 4.30 shows the expectations of the respondents towards the performance appraisal
system. It is observed that out of the 60 respondents, most (71.7%) of them prefer
teamwork along with individuals where as one fifth (20%) of the respondents prefer only
team performance and a few (8.3%) of the respondents prefer only individual
performance.

56
 CHAPTER 5

FINDINGS SUGGESTIONS AND CONCLUSION

5.1 FINDINGS

5.1.1 Introduction

This chapter talks about the major findings of the study entitled “A Study on
performance appraisal system at TTK health care (ltd.)”. The findings from the
study are as given in this chapter. This study has been carried out with following
objectives.

5.1.2 Objectives

o To understand the performance appraisal system adopted at TTK health

cared ltd.

o To ascertain the awareness level among the employees about the

performance appraisal system adopted at TTK health care ltd.

o To confirm with the employees opinion about the performance appraisal

system .

o To ascertain the ways and means to improve the performance appraisal

system at TTK health care.

57
I. FINDINGS ON PERSONAL DATA

AGE

A majority of the respondents in the organisation fall between the age group of 51 years
to 60 years while a lesser percentage of the respondents fall under the category of 31
years - 40 years of age (Refer table 4.1).

SEX

Among the respondents majority of them (65%) are males while the remaining
(35%) are females. (Refer table 4.2)

DEPARTMENT
A majority of the respondents (53.4%) belong to production and production oriented
departments (Refer table 4.3)

EDUCATIONAL QUALIFICATION
Among the respondents about one third of them have had their collegiate education
(Refer table 4.4)

DESIGNATION
Most (45%) of the respondents came under the worker category where as nearly one third
of the respondents come under the executive category. (Refer table 4.5)

WORKEXPERIENCE

It has been found that a majority (45%) of the respondents has more than 21 years of
experience. (Refer table 4.6)

58
II. FINDINGS ON AWARENESS ABOUT PERFORMANCE APPRAISAL
SYSTEM

AWARENESS
From the data it has been found that all (100%) the respondents are aware of the concept
of Performance Appraisal System (Refer table 4.7)

It is found that majority of the respondents (96.7%) are aware of the performance
appraisal system in the organisation. (Refer table4.8)

STAGE
From the data, it is found that most (60%) of the respondents have come to know about
the Performance Appraisal System only when the exercise was undertaken for the first
time in their career at TTK Health care ltd. and not before that. (Refer table 4.9)

SOURCE

It is seen that majority (65%) of the respondents came to know about the system through
the Head of the Department. Where as nearly one fifth of the respondents came to know
about the system through immediate supervisor. (Refer table 4.10)

NEED

It is seen that all (100%) of the respondents see the need for Performance Appraisal
System. (Refer table 4.11)

PERIODICITY

Almost all the respondents are aware of the periodicity of appraisal (i.e) one year.

(Refer table 4.12)

59
APPRAISER
Most (65%) of the respondents are aware that their Head of the Department does the
appraisal. (Refer table 4.13)

iii. FINDINGS ON OPINION ABOUT PERFORMANCE APPRAISAL

SYSTEM

OPINION

It is found that the most of the respondents (90%) feel that system is simple where as a
few of them feel that it is complex. (Refer table 4.14)

NATURE

More than half of the respondents (56.7%) feel that the Performance Appraisal System
adopted at TTK is fully objective. One third feel that it is partly objective and partly
subjective and few of the respondents feel that it is subjective. (Refer table 4.15)

OPPORTUNITY
Majority (61.7%) of the respondents say that Performance Appraisal System provides
opportunities to identify the strength and weakness of the employees to a large extent.
About one third of the respondents say that opportunities are provided to some extent
only. (Refer table 4.16)

DISCOVERING POTENTIAL
Among the respondents a great majority of them agree that Performance Appraisal
System helps discovering the employees potential. and about one tenth of the
respondents disagree with the same. (Refer table 4.17)

60
SCOPE

Most of the respondents (73.3%) agree that the Performance Appraisal System is helpful
for communicating top management plans to the staff where as about one tenth of the
respondents disagree with the same. (Refer table 4.18)

DEVELOPMENTAL NEEDS
Majority (50%) of the respondents feel that Performance Appraisal System provides
opportunity to identify the employees developmental needs. .(Refer table 4.19)

FEEDBACK
Majority (93.3%) of the respondents say that there is a possibility of getting feedback
from the appraiser while nearly one tenth (6.7%) say that there is no possibility of
getting feedback. (Refer table 4.20)

EXTENT OF FEEDBACK
Nearly half (43.4%)of the respondents say that they receive feedback to some extent and
about two fifth say that they receive feedback to a great extent while a (28.33%) say that
they do not receive feedback at all (Refer table 4.21)

DISCUSSION
Two fifth (40%) of the respondents say that they discuss with the supervisor about the
feedback. About half of the respondents (53.3%) say that they partly discuss and about
one fourth (26.7%) say that they never discuss with the supervisor. (Refer table 4.22)

CRITERIA
Most (63.3%) of the respondents have awareness to a some extent about criteria for
performance appraisal and nearly one third of the respondents have awareness to large
extent where as few (5%) do not have any awareness on the criteria for the performance
appraisal system (Refer table 4.23)

PERFORMANCE REVIEW
Most (71.7%) of the respondents agree that the nature of performance appraisal
discussion is good while a few strongly agree to it. Nearly one fifth neither agree nor

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disagree to the above statement while a very few do not agree to the statement. (Refer
table 4.24)

GROWTH AND LEARNING

Most (75%) of the respondents agree that the Performance Appraisal System facilitates
growth and learning and nearly one tenth strongly agree to it. One tenth of the
respondents neither agree nor disagree to the above said statement while a few disagree
to the statement. (Refer table 4.25)

BENEFICAIRIES
All the respondents (100%) agree that Performance Appraisal System) benefits the
employee, employer and organisation to the some extent. (Refer table 4.26)

IV. FINDINGS ON EXPECTATION

NATURE

A vast majority of the respondents (70%) prefer that Performance Appraisal System
should enhance both promotion and individual development. (Refer table 28)

EXPECTATION

It is observed that two fifth of the respondents prefer guideline and introductory course
and a few of them prefer better feedback from the Human Resource Department. (Refer
table 27)

FREQUENCY

More than half (53.3%) of the respondents prefer that the Performance Appraisal should
be conducted once in three months. (Refer table 4.29)

FOCUS AREA

It is observed that a vast majority (71.7%) of the respondents prefers that Performance
Appraisal System should focus on teamwork along with individuals. (Refer table4.30)

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5.2 SUGGESTIONS

Though the existing performance appraisal system has been found to be fairly good based
on the response of the study, the researcher would like to give the following suggestion to
make the system more effective.

1. The performance appraisal system in the organisationis conducted once in a year

and this is used mostly for administrative purpose like promotions, salary
increases etc., it is suggested that performance appraisal could be done at more
frequent intervals, so that it will provide feedback on a continuous basis.

• It is suggested that individual employees may be informed about his /her

performance rating. A report on the assessment may be given to the individual
concerned to know about his strength and weakness. This will give an
opportunity to the employee to improve up on his strength and overcome his
weakness for further development.

1. It is suggested that performance appraisal should be used to ;determine the

training needs of the employees. If particular employee is not performing up to
the expectation. a training programme may enable them to correct any skill or
knowledge deficiencies. Employees who are performing well above the
requirements of the position can be placed in a development programme that will
prepare them for promotion to a higher level.

❖ Guidance and introductory course should be included. The performance

appraisal system should focus on the individual development and the concept of
teamwork along with individuals should be enhanced.

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5.3 CONCLUSION

From the study, the researcher was able to come to certain conclusions.

➢ It is seen that most of the respondents fall under the age group of 51-60 years

➢ A majority of them belong to the production and production-oriented department.

➢ Though a majority of the respondents are aware of the performance appraisal

system in the organisation they have come to know about it only in the later stage.
They also invariably see the need for the performance appraisal system.

➢ Most of the employees feel that performance appraisal system is objective

➢ and that it provides opportunities to discover their potential.

➢ They also accept that the performance appraisal system improves communication
within the organisation.

➢ Though a majority of the respondents say that they receive feedback from their
appraiser they are not very appreciative of the extent of feedback.

➢ The employees express that the use of performance appraisal system can be
improved further for their betterment.

➢ The employeeswelfare being the prime concern it should be made sure that the
performance appraisal system should be made sure that the performance appraisal
system should be modified to suit the needs of the employees.

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 BIBLIOGRAPHY

BOOKS

Subba Rao P. “Personnel/ Human Resource Management” Konark Publication Pvt. Ltd.

Delhi- 1998.

Tripathi. P.C. “Human Resource Development” Sultan Chand & Sons, Delhi-2003.

Mamoria C.B. “Personnel Management” Himalaya Publishing House, Mumbai- 2002

JOURNALS

Dr. Gurpiner Kaur. “Performance Appraisal is an indispensable management tool”

HRD Times - Volume 3, September 2001. (page 3-6)

Mr. David king “Performance Appraisal to Performance Management” HRD times,

Volume 4, December 2002. (Page 14-15)

REFERENCES

WEBPAGES:

www. amanet.org

www.prehall.com

www.performance-appraisal.com

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