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ABSTRACT
The Performance Appraisal System followed in Farida Classic Shoes Pvt. Ltd., was studied. The project focuses on the Performance Appraisal System of the company and
whether the employees are satisfied with the present system. The questionnaire method
was used to collect data’s from the employee and the same has been analyzed and
interpreted. The idea behind the project is to bring out the positive and negative aspects
of the Performance Appraisal System which is followed in the company.
CHAPTER – I
INTRODUCTION
The study entitled "Performance Appraisal system in Farida Classic Shoes Pvt. Ltd.
has been carried out at Farida Classic Shoes Pvt. Ltd. This is based on the employees’
survey through questionnaire as well as personal interview in Farida Classic Shoes Pvt. Ltd.
This study consists of a sample size of 200 employees from various departments.
The required data has been collected through structured questionnaire method. The
structure of the study consists of the following elements and dimensions:
• Personal Data,
• Level of satisfaction towards payment,
• Working conditions,
• Welfare measures,
• Safety measures,
• Interpersonal relationship,
• Extent of satisfaction towards supervision,
• Participative management,
• Training & Development Program.
After the data collection, all the data's has been tabulated through uni-variate and
Bi-variate tabulation. Then it has been analyzed through various statistical tools like:
• Simple Average Method,
• Weighted Average Rank Method,
• Chi-square Test,
• Bar Diagram,
• Line Diagram,
• Pie Diagram,
After the data analysis is done, various findings are found and suggestions are
given to the company to make better a performance appraisal system for the employees’
by the management.
If the suggestions are accepted by the management of Farida Classic Shoes Pvt. Ltd and implemented, it is assured that all the employees can be satisfied in their
Performance appraisal system in the future course of action.
CHAPTER – II
STATEMENT OF THE PROBLEM
For an Effective development of both individual objective and company’s
objective, one should create a relationship within a man and must take up responsibilities
for developing his own potential, plan for himself and learn to translate his plans into
action. In this process it can generate sense of satisfaction for which on his own
capability to achieve simultaneously both individual and company’s objective.
The present study attempts to find out the effectiveness of performance
Appraisal by taking into consideration of various related factors.
CHAPTER – III
OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE
To study the Performance Appraisal System in the Farida Classic Shoes Pvt. Ltd..
SECONDARY OBJECTIVES
• To identify employees for salary increases, promotion, transfer and
• lay-off or termination of services. (PROMOTION)
• To determine training and development needs of the employees. (TRAINING)
• To motivate employees by providing feedback on their performance levels.
(EFFICIENCY)
• To establish a basis for research and reference for personnel decisions
• in future. (OTHER VIEWS OF THE RESPONDENTS)
CHAPTER – IV
PERFORMANCE APPRAISAL SYSTEM
REVIEW OF LITERATURE
Knowledge, skill and ability, by themselves, can not guarantee performance. The
linking factor is motivation. Performance is a vital page link in Expectancy Theory. We have
already seen the linkage between effort and performance, performance and reward,
rewards and value, as perceived by people. Hence performance evaluation or appraisal
plays a vital role in “Expectancy model” of employees’ motivation. Now we would like to
find out what do we mean by the word performance. Does this word performance
means effectiveness, efficiency, or productivity or things like less number of accidents,
less absence or grievances? Effectiveness is the achievement of objectives, efficiency is
the ratio of output to input in terms of money or effort. Productivity is again number of
items produced. But there are jobs where all these factors are not explicit or quantifiable.
Sometime emphasis of these factors vary. For example, a supervisor who is a task master
may get better productivity but the workers are unhappy and non-cooperative. Elsewhere
morale and motivation of workers are very high but output in terms of numbers are less.
Does this mean the second supervisor is less effective than the first? Systematic
performance appraisal, has been adopted by various organisations, as a means of helping
the supervisors/managers to evaluate the work of their subordinates. This will also assist
the workers/juniors to come up in their career through promotion, based on their
objective assessment of performance. It also serve the purpose of knowing the
effectiveness of recruitment and selection process as well as training and development.
By proper methods, records and systematic procedure, performance appraisals assist the
supervisor/manager to become more objective and fair in their annual assessment of
performance of their sub-ordinates. This will also improve job satisfaction because it
helps the sub-ordinates to overcome their suspicion against their superiors on charges of
favouritism and discrimination. This will also improve the interpersonal relationship in
the organisation. Responsibility of performance appraisal lies with line management
assisted by personnel manager in the staff role. Many time personnel appraisal failed
because of the following:
• Lack of top management support.
• Poor training of appraisers leading to subjectivity.
• Absence of systematic process of appraisal system.
• Reluctance on the part of superiors to discuss the appraisal with
• subordinates.
• Appraisals are not used for the purpose it is intended.