INTRODUCTION

ABOUT THE TOPIC

Performance appraisal, also known as employee appraisal, is a method by which the job
performance of an employee is evaluated (generally in terms of quality, quantity, cost and
time). Performance appraisal is a part of career development.

Performance appraisals are regular reviews of employee performance within the organizations

Generally, the aims of a performance appraisal are to:

• Give feedback on performance to employees.

• Identify employee training needs.
• Document criteria used to allocate organizational rewards.
• Form a basis for personnel decisions: salary increases, promotions, disciplinary
actions, etc.
• Provide the opportunity for organizational diagnosis and development.
• Facilitate communication between employee and administraton
• Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements.

A common approach to assessing performance is to use a numerical or scalar rating system

whereby managers are asked to score an individual against a number of objectives/attributes. In
some companies, employees receive assessments from their manager, peers, subordinates and
customers while also performing a self assessment. This is known as 360° appraisal. forms
good communication patterns

The most popular methods that are being used as performance appraisal process are:

• Management by objectives
• 360 degree appraisal
• Behavioral Observation Scale
• Behaviorally Anchored Rating Scale

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Trait based systems, which rely on factors such as integrity and conscientiousness, are also
commonly used by businesses. The scientific literature on the subject provides evidence that
assessing employees on factors such as these should be avoided. The reasons for this are two-
fold:

1) Because trait based systems are by definition based on personality traits, they make it
difficult for a manager to provide feedback that can cause positive change in employee
performance. This is caused by the fact that personality dimensions are for the most part static,
and while an employee can change a specific behavior they cannot change their personality.
For example, a person who lacks integrity may stop lying to a manager because they have been
caught, but they still have low integrity and are likely to lie again when the threat of being
caught is gone.

2) Trait based systems, because they are vague, are more easily influenced by office politics,
causing them to be less reliable as a source of information on an employee's true performance.
The vagueness of these instruments allows managers to fill them out based on who they want
to/feel should get a raise, rather than basing scores on specific behaviors employees
should/should not be engaging in. These systems are also more likely to leave a company open
to discrimination claims because a manager can make biased decisions without having to back
them up with specific behavioral information.

In the PTF Report it was claimed that “although annual Reports by ministries and departments
are obligatory, they are hardly ever prepared and submitted to government, and where they,
they are scanty and hardly confirms with any standards, either in terms of contents or format.
The recommendation was that there should be target setting by ministries where concrete and
measurable achievement can be inferred

Performance appraisals are a regular review of employee performance within organizations.

Generally, the aims of a scheme are:

• Give feedback on performance to employees.

• Identify employee training needs.

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 • Document criteria used to allocate organizational rewards.
• Form a basis for personnel decisions: salary increases, promotions, disciplinary actions,
etc.
• Provide the opportunity for organizational diagnosis and development.
• Facilitate communication between employee and administrator.
• Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements.

A common approach to assessing performance is to use a numerical or scalar rating system

whereby managers are asked to score an individual against a number of objectives/attributes.
Employees are also allowed the opportunity to assess the person (manager) at the same time.
This is known as360° appraisal.

Types of Performance assessment:

Performance assessment method

Past oriented Future oriented

OR OR
Traditional method Modern method

1. Rating scale 1. Appraisal through MBO

2. Checklists 2. 360 degree appraisal
3. Forced choice method 3. Psychological appraisal
4. Forced distribution method 4. Assessment center
5. Critical incident method
6. Behaviorally anchored
Rating scale

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7. Field review method
8. Performance test and observations
9. Annual confidential reports
10. Essay method
12. Cost accounting approach
13. Comparative evaluation approach

Traditional method:
1. Rating Scales: This is the simplest and most popular technique for appraising employee
performance. The typical rating scale system consists of several numerical scales, each
representing a job related performance criterion such as dependability, initiative, output,
attendance, attitude, co-operation. Each scale ranges from excellent to poor. The rater checks
the appropriate performance level on each criterion, and then computes the employee’s total
numerical score. The number of points scored may be linked to salary increases, where by so
many point equal a rise of some percentage.

2. Checklist: A checklist of statement of statements on the traits of the employee and his or her
job is prepared in two columns. ‘Yes’ column and a ‘No’ column. All that the rater (immediate
superior) should tick the ‘yes’ column if the answer to the statement is positive and in column
‘No’ if the answer is negative. After ticking each item, the rater forwards the list to the HR
department where the actual assessment of the employee takes place. In other words, the rater
only does the reporting, while actual evaluation is done by the HR department.

3. Forced choice method: The raters is given a series of statement about an employee. This
statements are arranged in blocks of two are more, and the rater indicates which statement is
most or least descriptive of the employee. As in the check list method, the rater is simply
expected to select the statements that describe the rate. Actual assessment is done by HR
department.

4.Forced distribution method: One of the errors in rating in rating is leniency clustering a
large number of employees around a high point on a rating scale. The forced distribution

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method seeks to overcome the problem by compelling the rater to distribute the rate on all
points on the scale.

5. Critical Incidents Method: The critical incidents method of employee assessment has
generated a lot of interest. The approach focuses on certain critical behaviors of an employee
that make all the difference between effective and non-effective performance of a job. such
incidents are recorded by the superiors as and when they occur.

6. Behaviourally Anchored Rating Scales: Behaviorally anchored scales, sometimes called

behavioral expectation scales, are rating scales whose scale point are determined by statement
of effective and ineffective behaviors. There are said to be behaviorally anchored in that scales
represent a range of descriptive statements of behavior varying from the least to the most
effective.

7. Field review method: This is an appraisal by someone outside the assess own department,
usually someone from the corporate office or the HR department. The outsider reviews
employee records and holds interviews with the rate and his or her superior. The method is
primarily used for making promotional decision at the managerial level. Field review are also
useful when comparable information is needed from employees in different units or locations.

8. Performance test and observation: With the limited number of jobs, employee assessment
may be based upon a test of knowledge or skills. The test must be reliable and validated to be
useful. Even then, performance test are apt to measure potential more than actual performance.
In order for the test to be job related observation should be made under circumstances likely to
be encountered. Practicality may suffer if costs of test development or administration are high.

9. Confidential records: Confidential records are maintained mostly in Government

Department, though its application in the industry is not ruled out. ITI, for example, had
followed this method for a long time. Called the annual confidential report (ACR), the
approach had 14 items

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 (I) Attendance
(II) Self expression (Written or oral)
(III) Judgments
(IV) Leadership
(V) Initiative
(VI) Ability to work with others
(VII) Technical ability (Job knowledge)
(VIII) Ability to understand new material
(IX) Ability to reason
(X) Originality and resourcefulness
(XI) Areas of work that suits the person best
(XII) Responsibility
(XIII) Integrity

10. Essay method: In the essay method, the rater must describe the employee within a number
of broad categories, such as
(1) The rater’s overall impression of the employee’s performance
(2) The promotability of the employee
(3) The jobs that the employee is qualified to perform
(4) The strengths and weaknesses of the employee
(5) The training and the development assistance required by the employee

11. Cost accounting method: This method evaluates performance from the monetary returns
the employee yields to his or her organization. A relationship is established between the cost
included in keeping the employee and the benefit the organization derives from him or her.
performance of the employee is than evaluated based on the established relationship between
the cost and the benefit.

12. Comparative evaluation approaches: These are a collection of different methods that
compare one worker’s performance with that of his or her co-workers. Comparatively
appraisals are usually conducted by supervisors. As these appraisals can result in a ranking

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from best to worst, they are useful in deciding merit-pay increases, promotions and
organizational rewards. The usual comparative forms used in this kind of evaluation are the
ranking method and the paired comparison method

A) Ranking method: In this, the superior ranks his or her subordinates in the order of their
merit, starting from the best to the worst. All that the HR department knows is that A is better
than B. The ‘how’ and ‘why’ are not questioned, nor answered.

B) Paired comparison method: Under this method, the appraiser compares each employee
with every other employee, one at a time.

Further Oriented Appraisals: This method is described about the how an employee can
perform in the days to come, is equally important. This can be assessed by focusing on
employee potential or setting future performance the commonly used future oriented
techniques are MBO, psychological appraisals, and assessment center.

1. Management by objectives: It was Peter F. Drucker who first gave the concept of MBO to
the world way back in 1954 when his practice of management was first published. The MBO
concept, as was conceived by Drucker, reflects a management philosophy which values and
utilizes employee contributions. Application of MBO in the field of performance appraisal is a
recent thinking.

2. Psychological Appraisal: When psychology is used for evaluation, they assess an

individual’s future potential and not past performance. The appraisal normally consists of in
depth interviews, psychological tests, discussion with supervisors and a review of other
evaluations. The psychologists then writes an valuation of the employees intellectual,
emotional, motivational, and other related characteristics that suggest individual potential and
may predict future performance.

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3. Assessment center method: An assessment center is a group of employees drawn from
different work unit. These employees work together on an assignment similar to one they
would be handling when promoted.
Evaluates observe and rank the performance of all the participants.
Experienced managers with proven ability serve as evaluators. This group evaluators all
employees both individually and collectively by using simulation techniques like role playing,
business games. Employees are evaluated on job related characteristics considered important
for job success. Assessments are done generally to determine employee potential promotion.
Assessment – center staff are often influenced by subjective elements, such as
personality of the candidates. Raters tend to evaluate the quality of the individual’s social skills
rather than the quality of the decision makes. Assessment center ratings seem to be strongly
influenced by the participants’ interpersonal skill.

3. 360 – Degree feedback: The 360 degree technique 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. Infact
any one who has useful information on ‘how an employee does the job’ may be one of the
appraisers.

Use of Performance Appraisal in IT: The rapid developments in the information technology
have not left any sphere of the human work life untouched. The organisations are growing in
size, functions, are working across nations and thus are becoming more and more complex to
handle. More and more organisations are integrating information technology (IT) in their
human resource (HR) activities to improve their effectiveness.

Technology helps to measure and manage the employee performance. It helps

to automate the processes of HR and save time and cost and reduce the efforts required and the
paperwork. According to a survey, more than 30 percent of the respondent organizations are
already using or are planning to buy software for the performance management in the
organization. To help and automate the processes of Performance appraisal management.

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 NEED FOR THE STUDY

Performance appraisal helps to ensure that the right man has been inducted into
the organization. It is necessary to know whether the person is doing his work with the same
interest and aptitude he displayed at the time of the test and interview. It helps to know whether
the training given to an employee has been really effective and provides a basis for promotion,
rewards, transfer or even removal of an employee from the service. Performance appraisal is
basically necessary to motivate efficient employees to perform better by knowing their
performance stimulating factors and obstacles in job performance. The performance appraisal
records serve as evidence of an employee’s progress. The management can preserve such
records to defend itself against possible charges of favoritism and discrimination. Performance
appraisal identifies individual’s needs, performance feedback, individual strengths and
development needs. It helps to determine the transfer and job assignments. It is also needed to
provide information about the salary, promotion, retention or termination, recognition of
individual performance and identification of poor performances of the employees

OBJECTIVES:

PRIMARY OBJECTIVE:

To study the employees performance appraisal system in SDB CISCO (INDIA) LIMITED

SECONDARY OBJECTIVES:

 To study how the performance appraisal helps to achieve the target of the employees.
 To find out the factors which are considered for the promotion.
 To study how the performance appraisal system strengthen the relationship between the
appraisers and appraisee
 To study how the appraisal system facilitates growth and learning in the organization
 To find out whether the performance appraisal system has any benefits.

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 SCOPE OF THE STUDY

 It provides the attitude, behavior and job status of the employees.

 It provides the feed back about the ability of the employees.
 It helps to identify the talents of the employees.
 It provides information based on performance which helps in decision making of
incentive, promotion and transfer of the employees.

REVIEW OF LITERATURE:

I. Rationale

Performance appraisals are one of the most important requirements for successful business and
human resource policy (Kressler, 2003). Rewarding and promoting effective performance in
organizations, as well as identifying ineffective performers for developmental programs or
other personnel actions are essential to effective to human resource management (Poulakis,
2003). The ability to conduct performance appraisals relies on the ability to assess an
employee’s performance in a fair and accurate manner. Evaluating employee performance is a
difficult task.
Once the supervisor understands the nature of the job and the sources of information, the
information needs to be collected in a systematic way, provided as feedback, and integrated
into the organization’s performance management process for use in making compensation, job
placement, and training decisions and assignments (London, 2003).
After a review of literature, a performance appraisal model will be described in detail. The
model discussed is an example of a performance appraisal system that can be implemented in a
large institution of higher education, within the Student Affairs division. The model can be
applied to tope level, middle-level and lower level employees. Evaluation instruments (forms)
are provided to assist you with implementation the appraisal system.

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II.Introduction

Performance evaluations have been conducted since the times of Aristotle (Landy,Zedeck,
Cleveland, 1983). The earliest formal employee performance evaluation program is thought to
have originated in the United States military establishment shortly after the birth of the republic
(Lopez, 1968). The measurement of an employee’s performance allows for rational
administrative decisions at the individual employee level. It also provides for the raw data for
the evaluation of the effectiveness of such personnel- system components and processes as
recruiting policies, training programs, selection rules, promotional strategies, and reward
allocations (Landy,Zedeck, Cleveland, 1983). In addition, it provides the foundation for
behaviorally based employee counseling. In the counseling setting, performance information
provides the vehicle for increasing satisfaction, commitment, and motivation of the employee.
Performance measurement allows the organization to tell the employee something about their
rates of growth, their competencies, and their potentials. There is little disagreement that if well
done, performance measurements and feedback can play a valuable role in effecting the grand
compromise between the needs of the individual and the needs of the organization (Landy,
Zedeck, Cleveland, 1983).

III.Purpose

Performance appraisals should focus on three objectives: performance, not personalities; valid,
concrete, relevant issues, rather than subjective emotions and feelings; reaching agreement on
what the employee is going to improve in his performance and what you are going to do
(McKirchy, 1998). Both the supervisor and employee should recognize that a strong
relationship exists between training and performance evaluation (Barr, 1993). Each employee
should be allowed to participate in periodic sessions to review performance and clarify
expectations. Both the supervisor and the employee should recognize these sessions as
constructive occasions for two-way communication. Sessions should be scheduled ahead of
time in a comfortable setting and should include opportunities for self-assessment as well as
supervisor feedback. These sessions will be particularly important for new employees who will
benefit from early identification of performance problems. Once these observations have been

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shared, the supervisor and employee should develop a mutual understanding about areas for
improvement, problems that need to be corrected, and additional responsibilities that might be
undertaken. When the goals are identified, a plan for their achievement should be developed.
The plan may call for resources or support from other staff members in order to meet desired
outcomes. In some cases, the plan might involve additional training. The supervisor should
keep in contact with the employee to assure the training experiences are producing desired
impact (Barr, 1993). A portion of the process should be devoted to an examination of potential
opportunities to pursue advancement of acceptance of more complex responsibilities. The
employee development goals should be recognized as legitimate, and plans should be made to
reach the goals through developmental experiences or education (Barr, 1993). Encouraging
development is not only a supervisor's professional responsibility, but it also motivates an
employee to pursue additional commitments. In addition, the pursuit of these objectives will
also improve the prospect that current employees will be qualified as candidates when positions
become available. This approach not only motivates current performance but also assists the
recruitment of current employees as qualified candidates for future positions (Barr, 1993). How
to arrive? Reasons why need to be done Benefits of productive performance appraisals. -
Employee learns of his or her own strengths in addition to weaknesses. - New goals and
objectives are agreed upon. - Employee is an active participant in the evaluation process. - The
relationship between supervisor and employees is taken to an adult-to-adult level. - Work teams
may be restructured for maximum efficiency. - Employee renews his or her interest in being a
part of the organization now and in the future. - Training needs are identified. - Time is devoted
to discussing quality of work without regard to money issues. - Supervisor becomes more
comfortable in reviewing the performance of employees. - Employees feel that they are taken
seriously as individuals and that the supervisor is truly concerned about their needs and goals.
(Randi, Toler, Sachs, 1992).

IV. Pitfalls to Avoid

When conducting performance appraisals on any level, it is important to keep in mind the
common pitfalls to avoid.

These pitfalls may include but are not limited to

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1. Bias/Prejudice. Race, religion, education, family background, age, and/or sex.

2. Trait assessment. Too much attention to characteristics that have nothing to do with the job
and are difficult to measure.

3. Over-emphasis on favorable or unfavorable performance of one or two tasks which could

lead to an unbalanced evaluation of the overall contribution.

4. Relying on impressions rather than facts.

5. Holding the employee responsible for the impact of factors beyond his/her control.

6. Failure to provide each employee with an opportunity for advance preparation

V. LEGAL IMPLICATION

Any performance appraisal system used to make employment decisions about a member of a
protected class (i.e. Based on age, race, religion, gender, or national origin) must be a valid
system (an accurate measure of performance associated with job requirements). Otherwise, it
can be challenged in the courts based on Title VII of the 1964 Civil Rights Act, the Civil
Rights Act of 1991 and the Age Discrimination in Employment Act of 1975 (London, 2003).

Uniform Guidelines on Employee Selection 1978 is the controlling federal law in the area of
performance appraisals. The Equal Employment Opportunity Commission (EEOC) requires
that any measurement used to differentiate between employees must be valid and fairly
administered. The Americans with Disabilities Act (ADA) suggests that performance
appraisals for people with disabilities for people with disabilities will not be conducted any
differently than those for other employees.

Another important aspect to consider is the employee’s right to privacy. Employees must have
complete access to their personnel files, but others should have controlled access. The records
should be accurate, relevant, and current.

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VI.Rewards

Effective reward systems are often hard to establish when creating performance appraisals. The
question of how specific the reward, when the reward should be given, and how to reward
group efforts can be a tricky subject to master.

Our advice on this is to keep it simple. It is important to have an established reward system.
However, rewards can be as simple as more autonomy on the job, praise for progress,
additional professional development funding, and vacation time.

The important aspect to remember when establishing reward systems is to be consistent. If two
employees are being evaluated in the same way, their reward opportunities should reflect their
evaluation outcomes.

COMPANY PROFILE:

M/s SDB CISCO (India) Limited is a Public Limited Company is a Joint Venture between
The Security and Detective Bureau Limited, established in 1971 and Cisco of Singapore of
about the same standing. Cisco is a leading security provider company of Singapore,
established under an Act of Singapore Parliament and also has powers of Auxiliary Police.

CISCO has 40% equity share holding in our company. It is also worth mentioning that SDB
CISCO is a ISO 9002 certified company for Chennai operations.

SDB CISCO currently has strength of about 8000 security guards and a client base of about
900 operating in Bangalore, Pune, Delhi, Jaipur, Alwar, Chandigarh, Calcutta, Hyderabad,
Kakinada and all over the states of Tamilnadu and Pondicherry through 23 Regional offices.

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The company is professionally managed. A list of some of our esteemed clients is also
attached.

At SDB CISCO (India) Limited, we have redefined security services and systems. We have a
separate security systems & engineering division, which markets, instals and services electronic
security equipment, such as closed circuit television, intruder alarmer systems etc. Thus, ours is
a one stop shop for all your security needs for total security solutions.

We provide trained manpower and arms specifically licensed for cash, bullion and valuables
escort. We are also doing cash pick up/delivery for about 25 leading clients at Delhi, Chennai,
Bangalore, Hyderabad and Coimbatore on behalf of multinational banks. We also provide
armoured vehicles modified as per RBI norms, armed guards and trained cash collection
officers to banks and other customers.

All statutory obligations in respect of personnel like employers contribution to PF, ESI, Bonus
and minimum wages are compiled with, meticulously.

The company has a training academy staffed by a manager level executive to impart initial
security training to all employees. The training schedule and "on the job training" enables our
security staff to be familiar with the peculiarities of a client's industry to provide efficient
services. The training syllabus is constantly updated.

Our Range of Services is:

 Trained security personnel for protection of life and property of industrial and commercial
establishments and constant vigil by day and night checks.
 Smart and alert armed and unarmed guards for banks for round the clock security.
 Armoured vehicles for cash in transit with armed guards for cash transportation.
 Cash pickup and cash deposit to or from their concerned banks for clients within city area.
 ATM Management services.
 Investigation - Antecedent verification, credit worthiness, surveillance of specified subjects
and finger print examination.
 Fire Protection - Provision of trained fire guards, fire officers and fire tender operators.

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 Company Type Public Limited
Broad Categories Industrial Services

SDB CISCO (INDIA) Ltd., was conferred the Frost & Sullivan Emerging Company of the
Year Award for Electronic Security Systems Integration (India) 2007. This award goes to SDB
CISCO (INDIA) Ltd. for its non-compromising attitude towards quality delivery, resulting in
repeat orders from its clients. This stands as a testimony to its commitment to maintain the
highest order of standard for its products and services.

The Awards based on detailed research seek to recognize Best Practices and outstanding
performance by firms in the Fire Safety, Security and Building Management Systems industry
and its segments in India.

On receiving the award, Brig. (Retd.) H C Chawla, Managing Director, SDB CISCO (INDIA)
Ltd. said, "We remain committed in offering customized Electronic Security Solutions to our
customers, taking advantage of changing trends in technology front and providing them with
the best possible security solution. We do not believe in merely selling our products, we go all
out in delivering systems to our customers worth their money. We are happy that our efforts are
being recognized and feel proud on receiving this award."

Mr. Y. S. Shashidhar, Vice President, Industrial Practice, Frost & Sullivan said, "SDB CISCO
(INDIA)'s experience and knowledge of the security business has contributed to its quick
understanding of the electronic security systems integration in relatively short time. Its ability to
offer a gamut of cost effective services will be the key to its growth in the future."

Frost & Sullivan followed a rigorous selection methodology that is unmatched by any other
firm. The nominees were subjected to a detailed audit process wherein their performance was
measured against 50 different parameters covering various strategic business performance areas
such as the firm's strategic position in the industry, management experience, strategic
partnerships, marketing programs, research and development programs, performance on

16
revenue and financial metrics, product innovation, growth focus, competitive position, and the
like. The selection process involved detailed secondary research and in-depth discussions
carried out by senior Frost & Sullivananalysts with senior executives of the participating firms.

The launch of the awards program met with an overwhelming response from the industry.
Many leading national and multinational companies, small and medium firms nominated their
candidature in one or more of the 12 business areas spanning Fire Safety, Security and Building
Management Systems industry segments, covered in this program. In all, over 80 firms entered
the pan-India awards program launched four months ago.

About Frost&Sullivan:

Frost & Sullivan, the Growth Consulting Company, partners with clients to accelerate their
growth. The company's Growth Partnership Services, Growth Consulting and Career Best
Practices empower clients to create a growth focused culture that generates, evaluates and
implements effective growth strategies. Frost & Sullivan employs over 45 years of experience
in partnering with Global 1000 companies, emerging businesses and the investment
community from more than 30 offices on six continents. For more information about Frost &
Sullivan's Growth Partnerships, visit http://www.frost.com

About SDB CISCO (INDIA) Ltd.

Electronic Security Systems (ESS) division of SDB CISCO, has done several projects in
almost all segments. We have installed our systems at numerous sites in our 350+ projects in a
span of over a decade. We provide complete and customized security-system solutions,
including design studies, turnkey installation and life-cycle support, as well as operating
consultancy and technical administration for the systems installed. For more information,
please visit our portal at http://www.sdbcisco.com

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 The Awards, based on detailed research, seek to recognize Best Practices and
outstanding performance by firms in the Fire Safety, Security and Building Management
Systems industry segments in India.

"The recipients of the Frost & Sullivan 2007 Building Technologies Excellence
Awards clearly demonstrated outstanding contribution to the industry. The awards recognize
exemplary achievements made by companies in the industry," said Mr. Anand Rangachary,
Managing Director, South Asia and Middle East, Frost & Sullivan.

The launch of the awards program met with an overwhelming response from the
industry. Many leading national and multinational companies, small and medium firms
nominated their candidature in one or more of the twelve business areas spanning Fire Safety,
Security and Building Management Systems industry segments, covered in this program. In all,
over 80 firms entered the pan India awards program launched four months ago.

Frost & Sullivan followed a rigorous selection met Frost & Sullivan followed a
rigorous selection methodology that is unmatched by any other firm. The nominees were
subjected to a detailed audit process wherein their performance was measured against 50
different parameters covering various strategic business performance

areas such as the firm's strategic position in the industry, management experience,
strategic partnerships, marketing programs, research and development programs, performance
on revenue and financial metrics, product innovation, growth focus, competitive position, and
such. The selection process involved detailed secondary research and in-depth discussions
carried out by senior Frost & Sullivan analysts with the senior executives of the participating
firms.

Saluting India's best

Frost & Sullivan congratulates all the Award Recipients of the Frost & Sullivan 2007
Building Technologies Excellence Awards

About Frost & Sullivan

18
 Frost & Sullivan, the Growth Consulting Company

, partners with clients to accelerate their growth. The company's Growth Partnership Services,
Growth Consulting and Career Best Practices empower clients to create a growth focused
culture that generates, evaluates and implements effective growth strategies. Frost & Sullivan
employs over 45 years of experience in partnering with Global 1000 companies, emerging
businesses and the investment community from more than 30 offices on six continents. For
more information about Frost & Sullivan's Growth Partnerships.

Investigation

SDB CISCO’s Investigation Services Division is most trusted and reliable name that has been
in the business of investigation and detective services for more than three decades.

SDB CISCO (India) Limited, is a joint venture between The Security & Detective
Bureau Limited and CISCO, a leading security provider in Singapore.

SDB CISCO is India’s premier Integrated Security Services provider and an ISO 9001:
2000 certified company, SDB CISCO is headed by former defence and police officials.

Corporate Intelligence

Pre-employment verification
Post-employment verification
Undercover operations
Intelligence gathering on specific activities
Trade mark infringements
Market survey
Assets verification
Pre-launch assessment
Piracy
Theft proofing services of surveys & Audits
Tracking / Feedback on vendors
Franchisee verification

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Domestic Enquiry

Pre-matrimonial
Post-matrimonial
Fixed and mobile surveillance
Background check / verification
Monitoring of individual’s activities
Character verification
Assets verification

Above all, our investigation services are discrete and confidential as our officers trained
to be subtle and unobtrusive in their enquiries and operations. We have extensive and wide
network to support our investigations.

We provide time-bound reports, detailed analysis, authenticated information and

accurate evidence based on thorough research and investigations.

Our specialized services are built on the enterprise-wide concept of 3M – Man,

Machine and Method that leverage our resources effectively.

Fire Protection

Fire is unpredictable, dangerous and can occur anywhere, at anytime. SDB CISCO's Fire
Department conducts a Fire Guard training programme to train personnel to deal with fire
related incidents.

The personnel are put through a rigorous course conducted by our Fire advisor, a certified fire
engineer, on fire protection and fire fighting measures. The Fire guards can be deployed in
factories and industries prone to fire, as a quick response team, to extinguish fire in the shortest
possible time. The assignments undertaken by this wing includes

Fire Audit and Survey

Provision of trained Fire Guards

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 Training of company staff in fire prevention and fire fighting
Installation and maintenance of hydrant systems and fire fighting equipment
Conduct and practice evacuation drills

Some of our Clients

Automobile
Caterpillar India Private Limited

Chemical
SPIC Limited
Shasun Chemicals & Drugs Limited

Information Technology
Technip India Limited

Petroleum
Tamil Nadu Petro Products Limited
Petro Araldite Private Limited

Power
PPN Power Generating Company Limited

Retail
TNQ Books & Journals Pvt Limited

Handling of large amounts of cash at sales and cash counters takes place daily at commercial
establishments but keeping large amounts of cash is not advisable.

Some of the services offered include

Armed & Unarmed guards for round-the-clock security of banks, non-banking

21
 financial institutions, large business houses, travel agents and ATMs
Pick-up, delivery and deposit of cash, bullion, cheques, jewellery, credit cards, documents,
Drafts and other valuables
Cash collection and deposit or withdrawal on behalf of banks
Inter and Intra city movement of bulk cash
Cash sorting for banks
Cash escort services
Cash Management services
Cash vaulting services
ATM replenishment & FLM
Dedicated cash vans
Bullet Proof vehicles with GPS for Vehicle tracking

SDB CISCO transports cash documents and valuables swiftly and securely.

The valuables are transported under the alert eyes of our armed guards through our armoured
vans. Effective contact between the vehicles and clients or SDB CISCO is through GPS or
cellular phones. The company's Cash and Valuable Services (CVS) is ISO 9001:2000
certified.
Reputed Indian and foreign banks avail of our Cash and Valuable Management Services.

v. con·ferred, con·fer·ring, con·fers

1. To bestow (an honor, for example): conferred a medal on the hero; conferred an honorary
degree on her. the Frost & Sullivan Emerging Company of the Year Award for Electronic
Security Systems Integration (India) 2007. This award goes to SDB CISCO (INDIA) Ltd. for
its non-compromising attitude towards quality delivery, resulting in repeat orders from its
clients. This stands as a testimony to its commitment to maintain the highest order of standard
for its products and services.

The Awards based on detailed research seek to recognize Best Practices and outstanding

22
performance by firms in the Fire Safety, Security and Building Management Systems industry
and its segments in India.

On receiving the award, Brig Brig, town, Switzerland

Brig (brēk), Fr. Brigue, town, Valais canton, S Switzerland, on the Rhône River, at the north
entrance of the Simplon Tunnel. . (Retd.) H C Chawla, Managing Director, SDB CISCO
(INDIA) Ltd. said, "We remain committed in offering customized Electronic Security
Solutions to our customers, taking advantage of changing trends in technology front and
providing them with the best possible security solution. We do not believe in merely selling our
products, we go all out in delivering systems to our customers worth their money. We are
happy that our efforts are being recognized and feel proud on receiving this award."
Mr. Y. S. Shashidhar, Vice President, Industrial Practice, Frost & Sullivan said, "SDB CISCO
(INDIA)'s experience and knowledge of the security business has contributed to its quick
understanding of the electronic security systems integration in relatively short time. Its ability to
offer a gamut See color gamut.
RESEARCH METHODOLOGY

Research in common parlance refers to a search for knowledge. Research is an art of

scientific investigation. It is an enquiry through search for new facts in any branch of
knowledge.
Research Design:
Research Design is the arrangement of conditions for collections and analysis
of data in a manner that aims to combine relevance to the research purpose with economy in
procedure. The type of research design used for the study is descriptive research design as it
explains the facts and state of affairs.

Descriptive Research Design:

Research design is the arrangement of conditions for collection and analysis
of data in a manner that aims to combine relevant research purposes with economy in purpose
of procedure. Descriptive Research includes surveys and facts, findings enquiry of different
kinds. The major purpose of descriptive research of the state of affairs as it exists at present.

23
The main characteristic of this method is that the researcher has no control over the variables;
he can only report what has happened or what is happening.

Descriptive research design concerned with describing the characteristics of a particular

individual or a group.It was adopted so as to shed light on the nature of the problem and find
out the factors that lead to the problem. This study describes the factors influencing for Retailer
satisfaction.

Methods of Data Collection:

Primary data:
The primary data are those which are collected afresh and for the first time and
thus happen to be original in character. Data’s and information’s required for the study was
obtained using primary source in the form of structured questionnaire comprising of 15
questions, interviews with the personnel concerned and through observation method.
Secondary data:
The secondary data are those which have already been collected and which
have already been passed through the statistical process. The proposed study also made use of
secondary source for data collection in the form of company journals, magazines, records,
websites and other relevant sources.
Population Size:
Population size for the study comprises of 400 employees at SDB CISCO
(India) ltd-Chennai
Sample Size:
Sample size taken for the study is 150 employees.
Sampling Technique:

The sampling technique adopted for the study is convenience sampling

which is a non-probability sampling technique. Convenience sampling (sometimes
known as grab or opportunity sampling) is a type of non probability sampling which
involves the sample being drawn from that part of the population which is close to hand.
That is, a sample population selected because it is readily available and convenient. The

24
researcher using such a sample cannot scientifically make generalizations about the total
population from this sample because it would not be representative enough.

TOOLS USED FOR DATA ANALYSIS:

Analysis techniques are used to obtain findings and to arrange information in a logical
sequence from the raw data collected. After the tabulation of data the tools provide a scientific
and mathematical solution to a complex problem.

1) Charts

2) Percentage analysis

3) Chi-square test

4) Correlation

5) Annova

1) Charts:
Pie charts are used for analysis to get a clear idea by way of pictorial representation
of the tabulated data.
2) Percentage Analysis:
Percentage Analysis makes comparison between two or more sources of data.
Percentage = d/n * 100
Where d=no. of respondents and n= total no. of respondents
3) Chi-Square test Analysis:
The Chi-Square test is an important test amongst the several test of significance
developed by statisticians. Chi-Square is a statistical measure used in the context of sampling
analysis for a variance to a theoretical variance.
The Chi-Square test also know as non-parametric test or a distribution free test is used
when it is impossible to make any assumption about population parameters test is that the
researchers can analyze qualitative data the name, Chi-Square is generally denoted by χ2

25
 However the value of the Chi-Square test is depends on how the data is collected. The
formula for calculating Chi-Square test is

χ2 = ∑ (O – E )2
E

Where
O=Observed values
E=Expected value
The main disadvantage of the Chi-Square test is that it requires a sufficient sample in
order for the Chi-Square approximation to be valid.

Correlation Co-efficient:

Coefficient of correlation is the most widely used method of measuring the degree
of relationship between two variables. This coefficient assumes the following:

 That there is linear relationship between the two variables.

 That the two variables are casually related which means that one of the variables is
independent and the other one is dependent and

 A large number of independent causes are operating in both variables so as to produce

a normal distribution.

Pearson’s CORRELATION TEST can be worked out as;

N ∑XY − ∑X ∑Y
Pearson’s correlation coefficient(r) =
N ∑X 2
− (∑X ) 2 N ∑Y 2 − (∑Y ) 2

ANOVA (Analysis Of Variance)

26
 ANOVA used to examine the significance of the difference amongst more than two
sample means at the same time. Using this technique, one can draw inferences about whether
the samples have been drawn from populations having the same mean.

It enables us to test significant of the difference among more than three sample means
using ANOVA.

The basic principle of ANOVA is to test for difference among the means of the
population by examining the amount of variation within each of these samples, relative to the
amount of variation between the samples.

There are one – way and two – way ANOVA

Formula

Step 1: setting up hypothesis

Step 2: fix the level of significance

Step 3: f – statistics

Sums Square Between Columns SSC= (∑cj)2 – C r

where cj = sum of the columns

r = number of rows

Sums Square Between Columns SSR = (∑rj)2 – C.F c

where rj = sum of the rows

c = number of columns

Error of Sum of Squares SSE = SST – (SSC + SSR)

Step 4: ANOVA table

Step 5: Inference

Column factor: If Fc < Ft then hypothesis is accepted and

27
 If Fc > Ft then it is rejected.

Row factor: If Fr < Ft then, our hypothesis is accepted and

If Fr > Ft then, our it is rejected.

LIMITATION OF THE STUDY

• The research study was conducted within a limited duration of time so a detailed and
comprehensive study could not be made.

• The study is conducted only for the employees with special reference to SDB CISCO
INDIA LTD.

• As the number of question is more the respondents were not ready to spend much of
their time.

• Respondents may not disclose their honest and true opinion about management.

• Selection of 150 respondents does not constitute the entire organization

DATA ANALYSIS AND INTERPRETATION

TABLE:4.1.1:TABLE SHOWS THE AGE OF THE RESPONDENTS

AGE FREQUENCY PERCENTAGE

21-30 46 30.7
31-40 57 38.0
41-50 47 31.3
Total 150 100.0

CHART:4.1.2:CHART SHOWS AGE OF THE RESPONDENTS

28
 AGE

38
40
35 30.7 31.3
30
25
20 Percentage
15
10
5
0
21-30 31-40 41-50

INTERPRETATION
From the above table we know that 30.7% of the respondents are the age of 21-
30yrs,38% of the respondents are 31-40yrs and 31.3% are of 41-50yrs.Hence it ean be inferred
that high amount of the respondents are from the age group of 31-40

TABLE :4.2.1: TABLE SHOWS GENDER OF THE RESPONDENTS

29
CHART:4.2.2: CHART SHOWS GENDER OF THE RESPONDENTS
GENDER FREQUENCY PERCENTAGE
Male 125 83.3
Female 25 16.7
Total 150 100.0

GENDER

100 83.3

80

60
Percent
40
16.7
20

0
Male Female

INTERPRETATION

From the above table we know that 83.3% of the respondents are male and 16.7% are female.
Hence it ean be inferred that high amount of the respondents are male.

30
TABLE:4.3.1

TABLE SHOWS MARITAL STATUS OF THE RSPONDENTS

MARITAL STATUS FREQUENCY PERCENTAGE

Married 111 74.0
un married 39 26.0
Total 150 100.0
CHART:4.3.2
TABLE SHOWS MARITAL STATUS OF THE RESPONDENTS

MARITAL STATUS

74
80
70
60
50
40 PERCENTAGE
26
30
20
10
0
Married un married

INTERPRETATION

From the above table it is clear that 74% of the respondents are married and 26% of the
respondents are unmarried Hence it ean be inferred that high amount of the respondents are
married.

31
TABLE:4.4.1:
TABLE SHOWS EXPERIENCE OF THE RESPONDENTS

EXPERIENCE
FREQUENCY PERCENTAGE
upto 5yrs 43 28.7
5-10yrs 46 30.7
10- 15yrs 40 26.7
abv 15yrs 21 14.0
Total 150 100.0
CHART:4.4.2
CHART SHOWS EXPERIENCE OF THE RESPONDENTS

EXPERIENCE

35
30.7
28.7
30 26.7
25
20
14 PERCENTAGE
15
10

5
0
upto 5yrs 5-10yrs 10- 15yrs abv 15yrs

INTERPRETATION

From the above table it is clear that 43%of the respondents have the experience upto 5
years,46% of the respondents have 5-10years,40% of the respondents have 11-15 years and
21% of the respondents have above 15 years. Hence it can be inferred that high amount of the
respondents are 5-10yr.

TABLE:4.5.1:

32
TABLE SHOWS WHETHER THE PERFORMANCE APPRAISAL FOLLOWS
PERIODICALLY IN THE ORGANISATION
CATEGORY FREQUENCY PERCENTAGE
strongly agree 99 66.0
Agree 27 18.0
no opinion 20 13.3
dis agree 2 1.3
strongly disagree 2 1.3
Total 150 100.0
CHART:4.5.2
CHART SHOWS WHETHER THE PERFORMANCE APPRAISAL FOLLOWS
PERIODICALLY IN THE ORGANISATION

APPRAISAL PERIOD
1.3
1.3
13.3

strongly agree
Agree
18 no opinion
dis agree
66 strongly disagree

INTERPRETATION
From the above table it is interpreted that 66% of the respondents are Strongly agree that
their organization is properly following the performance appraisal system and 18% of the
respondents are Agree and 13.3% of the respondents are said No opinion for this statement and
1.3% of the respondents are disagree on this statement and 1.3% of the respondents strongly
disagree
TABLE:4.6.1:

33
TABLE SHOWS THAT THE APPRAISAL SYSTEM FACILITATES GROWTH
AND LEARNING OF THE RESPONDENTS
CATEGORY FREQUENCY PERCENTAGE
strongly agree 101 67.3
Agree 29 19.3
Disagree 11 7.3
strongly disagree 9 6.0
Total 150 100.0
CHART:4.6.2
CHART SHOWS THAT THE APPRAISAL SYSTEM FACILITATES GROWTH
AND LEARNING OF THE RESPONDENTS

GROWTH AND LEARNING

7.3 6
strongly agree
19.3
Agree
Disagree
67.3 strongly disagree

INTERPRETATION
From the above table it is interpreted that 67.3% of the respondents strongly agree that their
concern’s performance appraisal system facilitates growth and learning for them and 19.3% of
the respondents agree performance appraisal systems facilitate any growth and learning for
them,7.3% of the respondents strongly disagree and 6% of the respondents disagree . Hence it
ean be inferred that high amount of the respondents strongly agree.
TABLE:4.7.1
TABLE SHOWS HOW THE APPRAISAL SYSTEM HELPS TO COMPLETE THE
TARGET

34
 CATEGORY FREQUENCY PERCENTAGE
strongly agree 98 65.3
Agree 49 32.7
no opinion 3 2.0
Total 150 100.0
CHART:4.7.2
CHART SHOWS HOW THE APPRAISAL SYSTEM HELPS TO COMPLETE THE
TARGET

TARGET COMPLETION

70 65.3

60
50
40 32.7
PERCENTAGE
30
20
10 2
0
strongly agree Agree no opinion

INTERPRETATION

From the above table it is interpreted that 65.3% of the respondents are said that their
performance appraisal system is helpful to complete their work in time and 32.7% of the
respondents are said that their performance appraisal system is helpful to complete their work
in time and 2% of the respondents are said that their performance appraisal system is helpful to
complete their work in time. Nobody said against for this statement.
TABLE:4.8.1
TABLE SHOWS WHETHER THE FEED BACK ALONE BE THE FACTOR FOR
PROMOTION

35
 CATEGORY
FREQUENCY PERCENTAGE
yes 128 85.3
no 22 14.7
Total 150 100.0
CHART:4.8.2
CHART SHOWS WHETHER THE FEED BACK ALONE BE THE FACTOR FOR
PROMOTION

FACTOR FOR PROMOTION

85.3
90
80
70
60
50 PERCENTAGE
40
30 14.7
20
10
0
yes no

INTERPRETATION
From the above table it is interpreted that 85.3% of the respondents are strongly agree that
their performance system is act as a factor for their promotion and 14.7% of the respondents
disagree that their performance system is act as a factor for their promotion . Hence it ean be
inferred that high amount of the respondents are strongly agree.

TABLE:4.9.1:
TABLE SHOWS IF THE SENIORITY CONSIDERED FOR THE PROMOTION

36
 CATEGORY
FREQUENCY PERCENTAGE
yes 96 64.0
no 54 36.0
Total 150 100.0
CHART:4.9.2

CHART SHOWS IF THE SENIORITY CONSIDERED FOR THE RPOMOTION

PROMOTION FACTOR

64
70
60
50
36
40
PERCENTAGE
30
20
10
0
yes no

INTERPRETATION
From the above table . it is interpreted that 64% of the respondents are said that their
seniority also have been considered for their promotion and 36% of the respondents are said
that their seniority also have not been considered for their promotion.

TABLE:4.10.1
TABLE SHOWS THE APPRAISAL SYSTEM HAS ANY BENEFITS

37
 CATEGORY
FREQUENCY PERCENTAGE
yes 132 88.0
no 18 12.0
Total 150 100.0
CHART:4.10.2
CHART SHOWS THE APPRAISAL SYSTEM HAS ANY BENEFITS

BENEFITS

88
90
80
70
60
50 PERCENTAGE
40
30
12
20
10
0
yes no

INTERPRETATION

From the above table . it is interpreted that 88% of the respondents are said that the
performance appraisal result has some benefits and 12% of the respondents are said that the
their organization’s performance appraisal result has no benefits.

TABLE:4.11.1:
TABLE SHOWS THE APPRAISAL SYSTEM HELPS TO IMPROVE
RESPONDENTS

38
 CATEGORY FREQUENCY PERCENTAGE
strongly agree 72 48.0
Agree 38 25.3
No opinion 17 11.3
Disagree 15 10.0
strongly disagree 8 5.3
Total 150 100.0

CHART:4.11.2
CHART SHOWS THE APPRAISAL SYSTEM HELPS TO IMPROVEMENT

SELF IMPROVEMENT

5.3
10

strongly agree
11.3 Agree
48
No opinion
Disagree
strongly disagree
25.3

INTERPRETATION
From the above table it is interpreted that 48% of the respondents are Strongly agree that
the performance appraisal system is helpful to improve their self and 25% of the respondents
are Agree that the performance appraisal system is helpful to improve their self and 11% of the
respondents are said no opinion and 10% of the respondents are seen to be disagree to this
statement and 5% of the respondents are strongly disagree to this statement.

TABLE:4.12.1
TABLE SHOWS THE MUTUAL UNDERSTANDING OF THE RESPONDENTS
AND APPRAISERS

39
 CATEGORY FREQUENCY PERCENTAGE
strongly agree 72 48.0
Agree 51 34.0
No opinion 10 6.7
Disagree 14 9.3
Strongly Disagree 3 2.0
Total 150 100.0
CHART:4.12.2

CHART SHOWS THE MUTUAL UNDERSTANDING OF THE RESPONDENTS

ANDAPPRAISERS

MUTUAL UNDERSTANDING

9.3 2

6.7
strongly agree
Agree
48 No opinion
Disagree
Strongly Disagree
34

INTERPRETATION
From the above table,48% of the respondents are Strongly agree that their performance
appraisal system have aims at strengthening the appraisal and appraise relationship through
mutual understanding and trust and 34% of the respondents are Agree and 6.7% of the

40
respondents are no op the respondents are seen be disagree on the statement,2% of the
respondents are strongly disagree
TABLE:4.13.1:
TABLE SHOWS WHETHER APPRAISERS SPENDS TIME WITH RESPONDENTS

CATEGORY
FREQUENCY PERCENTAGE
yes 97 64.7
no 53 35.3
Total 150 100.0
CHART:4.13.2
CHART SHOWS WHETHER APPRAISERS SPENDS TIME WITH RESPONDENTS

TIME SPENDING

64.7
70
60
50
35.3
40
PERCENTAGE
30
20
10
0
yes no

INTERPRETATION
From the above table it is clear that 64.7% of the respondents agree that their appraisal spends
time them and discuss about their performance and 35.3% of the respondents do not agree
that their appraisal spends time them and discuss about their performance.

CHI-SQUARE ANALYSIS

41
CHI-SQUARE TEST-1:
(Ho): There exists no significance difference between benefits and completing target.
(H1): There exists significance difference between benefits and completing target.

TABLE:4.14.

Count
Benefits
Yes no Total
Achievement strongly agree 91 7 98
of target Agree 39 10 49
no opinion 2 1 3
Total 132 18 150

Cross tab for benefits and completing target:

Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
a
Pearson Chi-Square 6.763 2 .034
Likelihood Ratio 6.235 2 .044
N of Valid Cases 150
a. 2 cells (33.3%) have expected count less than 5. The
minimum expected count is .36.

42
Symmetric Measures
Value Approx. Sig.
Nominal by Nominal Contingency .208 .034
Coefficient
N of Valid Cases 150

Degrees of freedom :
= (r-1) X (c-1)
= (3-1) X (2-1)
=2X1
=2
Hence the calculated value is less than the table value, the null hypothesis (Ho) is rejected.
Result:
There exists significance difference between benefits and completing target.

CHI-SQUARE TEST-2

(Ho): There exists no significance difference between growth learning and mutual
understanding
(H1): There exists significance difference between growth learning and mutual understanding

TABLE:4.15.
Particulars
Valid Missing Total
N Percent N Percent N Percent
Growth, learning and 150 100.0% 0 .0% 150 100.0%
mutual understanding*

Cross tab for growth, learning and mutual understanding:

43
Count Mutual understanding
particulars Strongly
strongly agree Agree No opinion Disagree Disagree Total
Growth, strongly agree 40 34 10 14 3 101
learning Agree 17 12 0 0 0 29
Disagree 8 3 0 0 0 11
strongly disagree 7 2 0 0 0 9
Total 72 51 10 14 3 150

Chi-Square Tests
Value Df Asymp. Sig. (2-sided)
Pearson Chi-Square 19.309a 12 .081
Likelihood Ratio 27.191 12 .007
N of Valid Cases 150
a. 13 cells (65.0%) have expected count less than 5. The minimum expected count is .18.

Symmetric Measures

Value Approx. Sig.

Nominal by Nominal Contingency Coefficient .338 .081

N of Valid Cases 150

Hence the calculated value is less than the table value, the null hypothesis (Ho) is accepted.
Result:
There exists no significance difference between growth learning and mutual
understanding.

CHI-SQUARE TEST-3

(Ho): There exists no significance difference between self improvement and mutual
understanding.

44
(H1): There exists significance difference between self improvement and mutual
understanding.

TABLE:4.16
Particulars
Valid Missing Total
N Percent N Percent N Percent
Growth,learning and 150 100.0% 0 .0% 150 100.0%
mutual understanding*

Crosstab for growth,learning and mutual understanding:

Count Mutualunderstanding
particulars Strongly
strongly agree Agree No opinion Disagree Disagree Total
Growth, strongly agree 30 39 5 4 3 101
learning Agree 17 7 0 0 0 29
Disagree 15 3 5 0 0 11
strongly disagree 10 2 0 0 0 9
Total 72 51 10 14 3 150

Chi-Square Tests
Value Df Asymp. Sig. (2-sided)
Pearson Chi-Square 14.502a 12 .081
Likelihood Ratio 27.191 12 .007
N of Valid Cases 150
a. 12 cells (58.0%) have expected count less than 5. The minimum expected count is .18.

45
Symmetric Measures

Value Approx. Sig.

Nominal by Nominal Contingency Coefficient .338 .081

N of Valid Cases 150

Hence the calculated value is less than the table value, the null hypothesis (Ho) is accepted.
Result:
There exists no significance difference between self improvement and mutual
understanding.

TABLE :4.17: CORRELATION CO-EFFICIENT

(Ho): There exists no significance difference between self improvement and mutual
understanding.
(H1): There exists significance difference between self improvement and mutual
understanding.

Employees Opinion about their self improvement:

S. No Particulars No. of respondent

1 Highly Satisfied 72

2 Satisfied 38

3 No opinion 17
4 Disagree 15
5 Stronglydisagree 8

Employees Opinion towards strength and mutual understanding

S. No Particulars No. of respondent

1 Highly Satisfied 98

46
 2 Satisfied 49

3 No opinion 3

4 disagree 0

5 Strongly disagree 0

Calculation of Correlation Co- Efficient

S. No X Y X² Y² XY
1 72 98 5184 9604 7056
2 38 49 1444 2401 1862
3 17 3 289 9 51
4 15 0 225 0 0
5 8 0 64 0 0
Total ΣX= 150 ΣY = 150 ΣX²= 7006 ΣY² =12014 ΣXY=8969

R = N ΣXY – ΣX ΣY

√N ΣX² - (ΣX) ² x √N ΣY² - (ΣY)²

= 5 (8969) – (22500)
√(5(7006) – (150)²) x √(5(12014) – (150)²
= 25516
25612.88
= 0.996

Conclusion:
The value of R is less than 1. Hence the relationship exist between X and Y.
RESULT:
There is a perfect positive relationship between these two factors.

47
SUMMARY OF FINDINGS

1) 38% of the respondents are seen to be between the ages levels of 31 to 40 categories

2) 73% of the respondents are seen to be married

3) 30.7% of the respondents are having 5 to 10 years of experience

4) 66% of the respondents are Strongly agree that their organization is following the
performance appraisal system periodically

5) 67.3% of the respondents are said that their concern’s performance appraisal system
facilitates growth and learning for them

6) 65.3% of the respondents are said that their performance appraisal system is helpful to
complete their target in time

7) 85.3% of the respondents are strongly agree that their performance system act as a
factor for their promotion

8) 64% of the respondents said that their seniority also have been considered for their
promotion

9) 88% of the respondents said that the performance appraisal result has some benefits

10) 48% of the respondents are Strongly agree that the performance appraisal system is
helpful to improve them self

11) 48% of the respondents are Strongly agree that their performance appraisal system
aims at strengthening the appraisal and appraise relationship through mutual
understanding and trust

12) 64.7% of the respondents are Strongly agree that their appraiser spends time with them
and discuss about their performance.

48
 SUGGESTIONS

1) The management may consider to do the appraisal system on a regular basis.

2) The management provide authority and responsibility to their employees to certain

extent..

3) the management can appraise the employee based on their current performance rather
than seniority.

4) The management should take steps to spend more time to communicate the areas
required for improvement which is identified through appraisal system .

5) The management may consider to modify the promotional policies of the organization.

6) The management may conduct programmes to build the relationship between the
appraiser and appraisee.

CONCLUSION

From the study it was found that the management fails to focus more on training and
employees motivating factors. It should focus on it more to create skilled and satisfied
employees. There must be effective means of training and development to the workers. The
employees should be given training according to the need and nature of the job. The employees
should be provided with good transport facilities to make them work on time. The policies for
the employees also have to be improved to create job security among the employees. It are the
responsibility of the management to look after the total well being of the individual worker. A
happy worker is an asset to the industry. He turns out more work. Total wellbeing includes two
major factors, namely, performance appraisal and working condition. It is the duty of the
employer to take all possible steps to promote a correct attitude in the worker, to win his
confidence and co-operation, to make him to put in his best into the work and to make him feel
that he is an essential link in the productive process.
Finally, based on the study conducted I would like to mention a few things to the management.
1) That the promotions policies differ at different positions and category. The uniformity
has to be there in the implementation of promotion policy at all levels.

49
 2) The process of performance appraisal followed in SDB CISCO at the middle and top
level say not good but of satisfactory level.The employees do not rate it very good.

BIBLIOGRAPHY

TEXT BOOKS:

1. Research Methodology : Methods & Techniques – C. R. KOTHARI

2. Research Methodology : UMA SEKARAN
3. Organizational Behavior : STEPHEN P. ROBBINS
4. Statistics for management : ARORA
5. Human resource and personnel management : K ASWATHAPPA

WEBSITES:

1. www.google.co.in
2. www.wikipedia.com
3. www.SDBCISCO.com

50
A STUDY ON PERFORMANCE APPRAISAL SYSTEM IN “SDB
CISCO INDIA LTD

By

MANDOZ ANTHONY. A

(Register no;32009631032)

A PROJECT REPORT

Submitted to the

Faculty of Management Studies

In partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

51
 SRR ENGINEERING COLLEGE
PADUR

ACKNOWLEDGEMENT
I would like to express my sincere thanks to our Honourable Chairman
Dr.Thiru . JEPPIAAR M.A., B.L., Ph. D., and our Manager Mr. Vijaya
Kumar, for providing me an opportunity to do this project work.

I would also like to thank Mr. Dileep Kumar, Head of the Department, for
providing me with the required support and guidance through out the project.

I express my deep sense of gratitude to my guide Mr. Radha Krishnan

for his constant encouragement and unfailing guidance at every stage during the
course of this project work.

I express my deep sense of gratitude to my company guide Miss. Fastina M.

Stephano for my project work.

52
My heart felt thanks to all the respondents who have cooperated in completing
this project successfully.

Finally it is my foremost duty to express my gratitude to my parents and friends

for their support and encouragement without which I would not have been able
to complete this project.

TABLE OF CONTENTS

CHAPTER NO CHAPTERS S.NO

CHAPTER I INTRODUCTION
Introduction 1
Need for the Study 10
Objectives of the Study 11
Scope of the Study 12
CHAPTERII REVIEW OF LITERATURE
Review of Literature 13
Company Profile 18
CHAPTERIII RESEARCH METHODOLOGY
Definition of Research 29
Research Design 29
Data collection Method 30
Tools For Data Analysis 31
Limitation of the Study 34
CHAPTER IV Analysis of the Study
Analysis and Interpretation 35
CHAPTER V SUMMARY AND RECOMMENDATIONS
Finding of the Study 58
Conclusion 59

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 Suggestions 60
Bibliography 61
CHAPTER VI Annexure 62

LIST OF TABLES

S.NO TABLE NO PARTICULARS PAGE

NO
1 4.1.1 AGE OF THE RESPONDENTS 35

2 4.2.1 GENDER OF THE RESPONDENTS 36

3 4.3.1 MARITAL STATUS OF THE RESPONDENTS 37

4 4.4.1 EXPERIENCE OF THE RESPONDENTS 38

5 4.5.1 WHETHER THE PERFORMANCE APPRAISAL 39

FOLLOWS PERIODICALLY

6 4.6.1 APPRAISAL SYSTEM FACILITATES GROWTH AND 40

LEARNING OF THE RESPONDENTS
7 4.7.1 HOW THE APPRAISAL SYSTEM HELPS TO 41
COMPLETE THE TARGET
8 4.8.1 WHETHER THE FEED BACK ALONE BE THE 42
FACTOR FOR PROMOTION

9 4.9.1 IF THE SENIORITY CONSIDERED FOR THE 43

PROMOTION
10 4.10.1 THE APPRAISAL SYSTEM HAS ANY 44
BENEFITS

11 4.11.1 THE APPRAISAL SYSTEM HELPS TO IMPROVE 45

RESPONDENTS

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12 4.12.1 THE MUTUAL UNDERSTANDING OF THE 46
RESPONDETNS AND APPRAISERS

13 4.13.1 WHETHER APPRAISERS SPENDS TIME WITH 47

RESPONDENTS

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14 4.14 CHI SQUARE TEST-1

15 4.15 49
CHI SQUARE TEST-2

16 4.16 50
CHI SQUARE TEST-3

17 4.17 CORRELATION CO-EFFICIENT 51

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 ABSTRACT
The project entitles “A study on performance appraisal system in S D B Cisco (India)
ltd in Chennai. In Chennai S D B Cisco is one of the leading manpower company who are
recruiting security guards and send to various companies. This study deals with the
performance appraisal in the organization. In research methodology i choose convenience
sampling to select the sample from the population, to study how the performance appraisal
helps to complete the target of the employees. To find out the factors which are considered for
the promotion. To study how the performance appraisal system strengthen the relationship
between the appraisers and appraise. To study how the appraisal system facilitates growth and
learning in the organization To find out does the performance appraisal system has any
benefits. The primary data are collected through questionnaires. The secondary data are
collected from Internet, Magazines, and market officials. In research methodology percentage
analysis, chi-square test, correlation and anova test have been used.

I conclude that, The promotion rule through defined need to be communicated to every
employee before appraisal process is done and also justify the promotions as a result of the
appraisal .That the promotions policies differ with different positions and category. The
uniformity has to be there in the implementation of promotion policy at all levels. The process
of performance appraisal followed in SDB CISCO at the middle and top level to say not good
but of satisfactory level. The employees do not rate it very good.

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