MANAGERIAL PERFORMANCE OF WOMEN ENTREPRENEUR’S IN

POLLACHI

PROJECT REPORT

CONTENTS
CHAPTERS TITLES OF CONTENTS PAGE NO
I INTRODUTION
II HISTORY OF COMPANY
III ANALYSIS AND INTERPRETATION
IV FINDINGS, SUGGESTION, &
CONCLUTION
V BIBLOGRAPHY
APPENDIX

1
 LIST OF TABLES

S.NO. LIST OF TABLE PAGE NO.

4.1 Age 59
4.2 Marital Status 60
4.3 Education Level 61
4.4 Family Members 62
4.5 Entrepreneurship 63
4.6 Income Level 64
4.7 Place of Living 65

4.8 Experience 66
4.9 Reason 67
4.10 Source of Business 68
4.11 Getting of Loan 70
4.12 Saving Habits 73
4.13 Problem Faced 75
4.14 Satisfaction Level 76
4.15 Accept new Industry 77
4.16 Feel about of Business 78
4.17 Size of Entrepreneurship 80
4.18 Helped home Members 81
4.19 Work 82
4.20 Obstacles 83
4.21 Own Entrepreneurship 84

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4.22 Working Hours 85
4.23 First Entrepreneurship 86

LIST OF CHARTS

S.NO LIST OF CHARTS PAGE NO.

4.10 Source of Business 69

4.12 Saving Habits 72

4.11 (A) Type of Loan 74

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 CHAPTER I

INTRODUCTION AND DESIGN OF THE STUDY

INTRODUCTION

Managerial Performance is a collaborative, on-going process between a

supervisor and an employee to plan for, develop, and evaluate an employee’s work. It

focuses on what employees do and how they do it; it aligns individual, departmental,

and University goals; it identifies areas for employee learning; and, at U.Va.,

Managerial Performance includes opportunities to discuss and plan for an employee’s

career development.

Managerial Performance includes activities which ensure that goals are

consistently being met in an effective and efficient manner. Managerial Performance

can focus on the performance of an organization, a department, employee, or even the

processes to build a product of service, as well as many other areas.

Managerial performance is also known as a process by which organizations

align their resources, systems and employees to strategic objectives and priorities.

The development of an economy depends of greater extent upon highly

motivated people, rightly termed as entrepreneurs who are willing to take risks for

achieving goals. The high rate of growth and success of entrepreneurs in developed

4
economies are illustrative of this. A glimpse into the history of India shows that

Indian enterprise and entrepreneurial Zeal were curtailed by the colonial British

Empire. The near destruction of the Indian handicrafts and village Industries during

the British rule pushed back the wheels of progress.

Women have been successful in breaking their confinement within the limits of

their homes by entering into varied kinds of professional and services women

entrepreneurs have proved to be on par with their men counterparts in business

acumen and are emerging as smart and dynamic entrepreneurs. There are many

reasons for women to their into entrepreneurial venture in a predominantly society.

Entrepreneurship among women is an important avenue through which women

can overcome their subordination within the family and the society as a whole.

Therefore development of entrepreneurship among women has received special

attention of the policy makers. In this direction, a special character in the seventh plan

has converted into the integration of women in economic development the new

industrial policy has stressed has need for conducting special Entrepreneurial

Development Programmed [EDPs] for women. Besides this today, a network of

institutions exists in the country to promote women entrepreneurship.

Women’s entrepreneurship can make a particularly strong contribution to the

economic well-being of the family and communities, poverty reduction and women’s

empowerment, thus contributing to the Millenniums developmental organizations are

actively undertaking promotion of women entrepreneurs through various schemes,

incentives and promotional measures women entrepreneurs in the four southern states

5
and Maharashtra account for over 50% of all women-led small scale industrial units in

India.

Entrepreneurship is based on purposeful and systematic innovation. Systematic

innovation consists in the purposeful and organized search for change, and in the

systematic analysis of the opportunities such changes might offer for economic or

social innovation.

6
 STATEMENT OF THE PROBLEM

Human resources both men and women of working age constitute the main

strength of economic development of a nation. Women from an important segment of

the labour force and economic role played by them cannot be isolated from the

framework of development of the role and the degree of integration of women in

economic development is always an indicator of women’s economic independence

and social status. The Govt. is therefore, making planned efforts to inculcate the sprit

of enterprise among women through many incentives and developmental

programmers. These efforts are expected to spin good results with many more taking

to entrepreneurship.

Some recent researches indicate that several women are becoming

entrepreneurs, especially the middle class women due to the pull and push of

traditional and changing values. Under the pull factors, the women entrepreneurs

choose a profession as a challenges or as an adventure with an urge to do something

new and to have an independent occupation. Under the push-factors, women take up

business enterprises to get over financial difficult when responsibility is thrust on

them due to family circumstances. As such, women in both the rural and urban

sectors and specially belonging to the middle classes are turning towards

entrepreneurship to fulfill their aspiration both economically and socially.

Entrepreneurship itself is recently being recognized as a fully-fledged

profession and women entrepreneurship is an even newer phenomenon. Many

7
research studies had been done on entrepreneurship, but very little has been done on

women entrepreneurs. Many data is available on entrepreneurial characteristics and

motivations of men but very little data is available regarding women entrepreneurs.

How far the same motivational theories and the socio-economic factors applicable to

women are valid is to be explores.

Women entrepreneurship in pollachi is reason origin. Though traditional

activities like sale of vegetable and fruits have been taken up by the adjoining rural

women since long, entrepreneurship on modern lines has been found in industry, trade

and service concerns from only one decade or so.

The study, which aims in understanding the entrepreneurial development

among women, highlights their existing status their motivational forces and

relationship between the socio-economic background of women entrepreneurs and

motivational factors entrepreneurial managerial performance and problem faced by

them.

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 OBJECTIVES OF THE STUDY

The present study has been carried out with the following objectives in

women entrepreneur.

 To identify the reasons for women for involving themselves in

entrepreneurial activities.

 To study the socio-economic background of the women

entrepreneurs in pollachi.

 To analyze the motivational factors and other factors that influence

women to become entrepreneurs.

 To analyze the major strength and weakness of women entrepreneurs

and the environmental opportunities and threats which promote the

entrepreneurs.

 To offer suggestions to improve the satisfaction of women

entrepreneurs and to framework for the promotion of women

entrepreneurship of selected area in pollachi.

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 SCOPE OF THE STUDY

 This study was mainly focus On Pollachi women entrepreneurship

only.

 This study was conducted only in Pollachi Taluk.

 The sample size for this study is only 115 respondents.

 The study was collected only women entrepreneurs.

 The data for of a study were collected through interview schedule.

So the possibility of bias and the data would only be an

approximation of actual factor.

This research work tries to throw light on the manner in which the women

entrepreneurs get trained and mop up the necessary skill and will to complete and

achieve. Directly or indirectly an analysis of the Strength, Weakness, Opportunities

and Threats has become inbuilt in one exercise.

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 RESEARCH METHODOLOGY

Sampling Design

The sample comprises the women entrepreneurs who engage themselves in

manufacturing trading and services type of enterprises. A sample of 115 members of

different women entrepreneurs has been selected using random sampling techniques

administrated with a pre-designed interview schedule.

Tools and techniques

The data and information collected through the field study was processed and

analyzed with the help of conventional statistical analyses. In order to identify the

factors which motivate women entrepreneurs the factor analysis was applied.

Statistical tools like percentage, were used for the analysis of data.

Sample size

Random sampling was adopted to select the 115 respondents. The researcher

have interviewed The sample respondents with the help of pre-constructed Interview

Schedule.

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 LIMITATION OF THE STUDY

Even study has certain limitations. Some of these are inherent in the research

design, while some others become part of the study during various stages of research

process. The present study is subject to the following limitations say,

I. The sample respondents of the study were restricted to 115.

II. The area of study was restricted to women entrepreneur’s in pollachi .

III. The study gives more emphasis only women entrepreneur’s point of

view.

IV. Getting timely response from the respondents was a difficult task.

CHAPTER II

REVIEW OF LITERATURE

A review of earlier studies on issues relevant to the research problem

undertaken is attempted here such a review would facilitate the researcher to have a

comprehensive knowledge on the concepts used in earlier studies and enable to adopt,

modify and formulate an improve the conceptual frame work.

There are many studies in the field of industrial entrepreneurship. A review of

the earlier researches on women entrepreneurship is essential to identify the areas

already ingratiated to pinpoint the higher untouched and unexplored spheres for

further study. Therefore, a brief review of some of the relevant and import and pieces

12
of literature connected with the present study on women entrepreneurship is

undertaken.

1
Carter, Lycia Anne, (1962) Predicting Managerial Performance in Law

Enforcement: The Impact of Work Setting and Rater Position. (Under the direction of

Mark A. Wilson.) The purpose of this research was twofold: to determine the

predictive validity of a promotion process currently in use at a statewide law

enforcement agency; and to investigate the effect that rater position and work context

exhibit on the relationships between three components of job performance and overall

performance ratings. Results indicate that performance ratings are the most robust

predictor of supervisory performance, after accounting for the effects of time in rank

and the number of times an individual participated in the promotion process before

being promoted. The predictive validity of the promotion process was modest but

statistically significant, accounting for approximately 21% of the variance in

supervisory performance when the evaluator’s position and the incumbents’ work

setting were included in the model. Results for the criterion side of the model indicate

that task performance and citizenship performance account for the greatest amount of

variance in overall supervisory performance. The effects that rater position and work

context have on the relative weights of task, citizenship and counterproductive

performance were inconclusive but suggest a possible interaction between rater

position and work setting.

1
. Carter, Lycia Anne, (1962) Predicting Managerial Performance in Law Enforcement.

13
 2
Moffie, D. J.; Goodner, Susan (1967) A Predictive Validity Study of

Creative and Effective Managerial Performance. This study tests the following

hypotheses concerning the job creativity of managers: (1) There is a significant

relationship between psychological test scores secured on subjects 15 to 20 years ago

and creative performance on the job today, (2) there is a significant relationship

between biographical information secured from subjects at the time of the study and

creative performance on the job today. The subjects were 143 graduating chemical

engineers at the North Carolina State University from 1947 to 1951 who were

administered a battery of tests. It is concluded that past performance and self-appraisal

of one's own creativity are fairly good predictors of creative managerial performance.

3
Redfern, George B (1974) Appraising Managerial Performance for Salary

Purposes.The most formidable obstacle to designing and implementing a workable

plan for differentiating the compensation of administrators and supervisors is an

inadequate evaluation process. This speech discusses the need for evaluation,

examines how widespread are differentiated pay plans for administrative and

supervisory personnel, suggests some evaluation models, and discusses the strengths

and weaknesses of each.

4
Bowen & Hisrich, (1986), compared & evaluated various research studies

done on entrepreneurship including women entrepreneurship. It summaries various

2
. Moffie, D. J.; Goodner, Susan (1967) A Predictive Validity Study of Creative and Effective
Managerial Performance.
3
. Redfern, George B (1974) Appraising Managerial Performance for Salary Purposes.
4
. Bowen &Hisrich, (1986), compared & evaluated various research studies done on
entrepreneurship including women entrepreneurship.

14
studies in this way that female entrepreneurs are relatively well educated in general

but perhaps not in management skills, high in internal locus of control, more

masculine, or instrumental than other women in their values likely to have had

entrepreneurial fathers, relatively likely to have frt. born or only children, unlikely to

start business in traditionally male dominated industries & experiencing a need of

additional managerial training.

Women network report on Women in Business & in Decision Making focus on

women entrepreneurs, about their problems in starting & running the business, family

back ground, education, size of business unit. Some interesting facts which came out

from this report are less educated women entrepreneurs are engaged in micro

enterprises, have husband & children but have no help at home. Most of the women

establish enterprises before the age of 35, after gaining some experience as an

employee somewhere else. The motivational factors were desire for control &

freedom to take their own decision as well as earning handsome amount of money.

Dedication of more than 48 hours in a week with the family support to their

enterprises gave them a sense of self confidence. However, to maintain balance

between family & work life is a major challenge before women entrepreneurs

especially for those who have children & working husband.

5
Wells, (1998) explored what and how female entrepreneurs learn, what

resources they rely on during learning, how they describe it, and what factors affect

their learning process. In her study women described learning in two primary areas:

continually defining their sense of self, and solving business-related problems by

5
. Wells, (1998) explored what and how female entrepreneurs learn, what resources they rely on
during learning, how they describe it, and what factors affect their learning process.

15
gaining information that helped them lead and operate their businesses. Wells (1998)

concluded that learning for these female entrepreneurs was largely self-directedness

and occurred by the integration of personal experience, and the establishment of

significant connections and relationships with others.

6
Das, (2000) performed a study on women entrepreneurs of SMEs in two states

of India, viz, Tamilnadu and Kerala. The initial problems faced by women

entrepreneurs are quite similar to those faced by women in western countries.

However, Indian women entrepreneurs faced lower level of work-family conflict and

are also found to differ from their counterparts in western countries on the basis of

reasons for starting and succeeding in business. Similar trends are also found in other

Asian countries such as Indonesia and Singapore. Again the statistics showed that the

proportion of business setup and operated by women is much lower than the figures

found in western countries.

7
Jalbert, (2000) performed a study to explore the role of women entrepreneurs

in a global economy. It also examined how women’s business associations can

strengthen women’s position in business and international trade. The analysis is

performed on the basis of facts and data collected through field work (surveys, focus

groups and interviews) and through examining the existing published research. The

study has shown that the women business owners are making significant contributions

to global economic health, national competitiveness and community commerce by

bringing many assets to the global market.

6
. Das, (2000) performed a study on women entrepreneurs of SMEs in two states of India, viz,
Tamilnadu and Kerala.
7
. Jalbert, 2000 performed a study to explore the role of women entrepreneurs in a global economy.

16
 8
Greene et.al., (2003), evaluates the research & publication contribution in the

area of women entrepreneurship. The study categorized various journal & resources of

research on the basis of certain parameters concerned with women entrepreneurship

like gender discrimination, personal attributes, financing challenges, business unit,

context and feminist perspectives.

9
Damwad, (2007), describes the experiences, initiatives & obstacles faced at

five Nordic countries like Finland, Denmark, Iceland, Norway & Sweden towards

women entrepreneurship. It broadly identifies few obstacles like financing, lack of

knowledge & skills in business life, markets & entrepreneurial activity, work life

balance including lack of growth & wishes to grow and most importantly women as

other groups are heterogeneous. The study compares early stage entrepreneurial male

& female activity among Nordic countries with the same of USA. It also compares

various programmed& schemes developed by Nordic countries & agencies that

provide support to them. OECD & European Commission are focusing on

methodologies in analyzing quantitative & qualitative women entrepreneurship. The

Nordic countries need a framework for policy learning develop a proper policy mix

towards promoting women entrepreneurship.

10
Singh, (2008), identifies the reasons & influencing factors behind entry of

women in entrepreneurship. He explained the characteristics of their businesses in

Indian context and also obstacles & challenges. He mentioned the obstacles in the

growth of women entrepreneurship are mainly lack of interaction with successful

8
. Greene et.al., (2003), evaluates the research & publication contribution in the area of women
entrepreneurship.
9
. Damwad, (2007), describes the experiences, initiatives & obstacles faced at five Nordic countries
like Finland, Denmark, Iceland, Norway & Sweden towards women entrepreneurship.
10
. Singh, (2008), identifies the reasons & influencing factors behind entry of women in
entrepreneurship.

17
entrepreneurs, social un-acceptance as women entrepreneurs, family responsibility,

gender discrimination, missing network, low priority given by bankers to provide loan

to women entrepreneurs. He suggested the remedial measures like promoting micro

enterprises, unlocking institutional frame work, projecting & pulling to grow &

support the winners etc. The study advocates for ensuring synergy among women

related ministry, economic ministry & social & welfare development ministry of the

Government of India
11
Lall&Sahai, (2008), conduct a comparative assessment of multi-dimensional

issues & challenges of women entrepreneurship, & family business. The study

identified Psychographic variables like, degree of commitment, entrepreneurial

challenges & future plan for expansion, based on demographic variables. Through

stratified random sampling & convenience sampling the data have been collected from

women entrepreneurs working in urban area of Luck now. The study identified

business owner’s characteristics as self perception self esteem, Entrepreneurial

intensity & operational problem for future plans for growth & expansion. The study

suggested that though, there has been considerable growth in number of women

opting to work in family owned. business but they still have lower status and face

more operational challenges in running business.

12
Darrene, Harpel and Mayer, (2008) performed a study on finding the

relationship between elements of human capital and self employment among women.

The study showed that self employed women differ on most human capital variable as

11
. Lall &Sahai, (2008), conduct a comparative assessment of multi-dimensional issues & challenges
of women entrepreneurship, & family business.
12
. Darrene, Harpel and Mayer, (2008) performed a study on finding the relationship between
elements of human capital and self employment among women.

18
compared to the salary and wage earning women. The study also revealed the fact that

the education attainment level is faster for self employed women than that for other

working women. The percentage of occupancy of managerial job is found to be

comparatively higher in case of self employed women as compared to other working

women. This study also shed light on similarity and dissimilarity of situations for self

employed men and self employed women. Self employed men and women differ little

in education, experience and preparedness.

As per the analysis of the research study, women entrepreneurs have

demonstrated the ability to build and maintain long-term relationships and networks to

communicate effectively, to organize efficiently, to be fiscally conservative, and to be

aware of the needs of their environment and to promote sensitivity to cultural

differences. Researchers contend that women business owners posses certain specific

characteristics that promote their creativity and generate new ideas and ways of doing

things. These characteristics include focus, high energy level, personal motivations,

self employed father, social adroitness, interpersonal skills etc. There is a worldwide

pool of economically active persons, known as the Women’s Indicators and Statistical

Data Base (WISTAT), from which one can extrapolate the general number of women

entrepreneurs. WISTAT titles the category “employers and own-account workers,”

13
Tambunan, (2009), made a study on recent developments of women

entrepreneurs in Asian developing countries. The study focused mainly on women

entrepreneurs in small and medium enterprises based on data analysis and review of

recent key literature. This study found that in Asian developing countries SMEs are

. Tambunan, (2009), made a study on recent developments of women entrepreneurs in Asian

13

developing countries.

19
gaining overwhelming importance; more than 95% of all firms in all sectors on

average per country. The study also depicted the fact that representation of women

entrepreneurs in this region is relatively low due to factors like low level of education,

lack of capital and cultural or religious constraints. However, the study revealed that

most of the women entrepreneurs in SMEs are from the category of forced

entrepreneurs seeking for better family incomes.

14
Ion Verboncu, (2009) The Conditionings Of The Managerial Performance. A

performance related organization takes better advantage of the opportunities provided

by the environment, surpasses easier the difficulties it comes across, better

quantitatively and qualitatively satisfies the social needs from a specific market

segment and also obtains competitive advantage from its specific market. In fact, from

a managerial and economic point of view, a performance related organization is

capable to fully satisfy the economic interests of its main stakeholders- employees,

managers, shareholders, state, local authorities, banks, suppliers, clients etc.-

following the optimization of the two basic tendencies which mark its functioning:

“obtaining value for the customer” and “obtaining value for the shareholders”. The

two actions are oriented towards operational excellence (Coates, Ch., 1997), a

fundamental coordinate of the strategic management, operational excellence achieved

through the reconsidering of the roles of the department managers.

The achieving of managerial performance at the organizational level is mainly

conditioned by the competence of the managers and subordinates, by the cultural

context in which they perform and, obviously, by the contextual influences from their
14
. Ion Verboncu, (2009) The Conditionings of The Managerial Performance.

20
community, the national and international environment. We think that some references

to those important factors are needed.

15
Mihaela HERCIU, (2010) The Relation Between Managerial Performance

And Firm Performance - Several Considerations. Managerial performance and firm

performance are two concepts in a strong correlation. The more managerial

performance is higher with both shareholders are pleased because managers leading

firms such manner that they are able to increase their performance (financial, social

and environmental). Achieving or maintaining a certain level of performance by the

firms is possible in conditions which leaders performs in the management.

Furthermore, managerial performance has a tremendous impact on firm performance.

16
Bonache, Adrian, Maurice, Jonathan, Maris, Karen (2010) A Best

evidence synthesis on the link between budgetary participation and managerial

performance. By using the best evidence synthesis (Slavin, 1995), we want to find out

an accurate synthesis on the budgetary participation -BP- and managerial

performance-PM- link. The use of criteria of selection has allowed decreasing the

heterogeneity. The results explain the presence of the heterogeneity by cultural and

industrial contingencies. The best evidence synthesis based on an homogeneous

subgroup (managers in publicly traded firms in Taiwan Stock Exchange) shows

a time dependency of BP-MP link and some recommendations for further research:

1/to continue the study of the traded firms in Taiwan Stock Exchange to analyze the

15
. Mihaela HERCIU, (2010) The Relation Between Managerial Performance And Firm
Performance - Several Considerations.
16
. Bonache, Adrien, Maurice, Jonathan, Moris, Karen (2010) A Best evidence synthesis on the
link between budgetary participation and managerial performance.

21
causal BP-PM link with a Granger test, 2/to study the evolution of this link over time

in other countries.

17
Cohoon, Wadhwa & Mitchell, (2010), present a detailed exploration of men

& women entrepreneur’s motivations, background and experiences. The study is

based on the data collected from successful women entrepreneurs. Out of them 59%

had founded two or more companies. The study identifies top five financial &

psychological factors motivating women to become entrepreneurs. These are desire to

build the wealth, the wish to capitalize own business ideas they had, the appeal of

startup culture, a long standing desire to own their own company and working with

someone else did not appeal them. The challenges are more related with

entrepreneurship rather than gender. However, the study concluded with the

requirement of further investigation like why women are so much concerned about

protecting intellectual capital than their counterpart. Mentoring is very important to

women, which provides encouragement & financial support of business partners,

experiences & well developed professional network.

CHAPTER III

PROFILE OF THE STUDY

17
. Cohoon, Wadhwa& Mitchell, (2010), present a detailed exploration of men & women
entrepreneur’s motivations, background and experiences.

22
 INTRODUCTION OF MANAGERIAL PERFORMANCE

Managerial Performance is a system and process that link the organization’s

goals and strategies to individual and team performance, to increase organizational

effectiveness (and, thus, profitability).

It is a joint process that involves both line managers and their direct reports

(“subordinates”) who jointly identify common goals/objectives which correlate to the

higher goals of the organization. This process results in the establishment of written

performance expectations (a Performance Agreement) - later used as measures for

feedback and performance appraisals/reviews.

Performance Management is the best route to learn what should be happening

at all levels in an organization, and then measuring whether it is happening as

intended. Where there is a gap between these two, a performance management system

will help identify the causes and help implement corrective actions.

DEFINITION

Performance management is an ongoing, continuous process of communicating

and clarifying job responsibilities, priorities and performance expectations in order to

ensure mutual understanding between supervisor and employee. It is a philosophy

which values and encourages employee development through a style of management

which provides frequent feedback and fosters teamwork. It emphasizes

communication and focuses on adding value to the organization by promoting

improved job performance and encouraging skill development. Performance

23
Management involves clarifying the job duties, defining performance standards, and

documenting, evaluating and discussing performance with each employee.

IMPORTANCE OF MANAGERIAL PERFORMANCE

In today's workplace, performance improvement and the role of performance

management is an increasingly popular topic. Why the intense focus on performance

management now? Business pressures are ever-increasing and organizations are now

required to become even more effective and efficient, execute better on business

strategy, and do more with less in order to remain competitive.

While human resources professionals clearly understand the importance of

optimal performance management, they often face significant internal obstacles.

When someone mentions performance management or reviews at your organization,

what is the typical response? Do employees and managers alike cringe? Do they avoid

performance management related tasks? Do visions of tracking down incomplete

appraisal forms come to mind? This can be changed.

Forward thinking companies are taking steps to successfully address this

negative view of performance management. They are implementing innovative

solutions that ensure processes deliver real results and improve performance. The

purpose of this guide is to provide concrete guidelines and practical steps that can be

used to improve the performance management processes at your organization. In

addition, a new class of automated performance management solutions has emerged to

specifically address small- and medium-sized businesses. We conclude this guide with

24
a few tips for selecting an automated performance management system to implement

best practices across your company.

THREE MOST IMPORTANT ASPECTS OF MANAGERIAL

PERFORMANCE

Performance management is basically a system of different processes that

combine to create an effective workforce within your company that can effectively

reach your business goals. There are many different aspects of performance

management, but in most cases it can be broken down into a few simple steps. If

you're adopting a performance management process for the first time or want to

modify your current one to maximize its effectiveness, there are three key aspects that

are the most important in your performance management system. Obviously these are

up for debate, but in most cases of performance management you can plan on these to

have the most impact on the success or failure of your performance management

efforts.

Planning

The first step in any good performance management process is likely also the

most important. Haphazardly stumbling towards goals will usually only end in

disaster, so it's important that proper planning is used during performance

management. This applies not only to the performance management system itself, but

also to the inner workings of the business. Speaking strictly about performance

management, good planning begins by analyzing the exact goals you want your

company to attain and to develop realistic ways to achieve them. It's vital that your

25
goals be realistic, otherwise your performance management plan will fail. It's also

important to take the time to create a real plan that can achieve your goals.

Monitoring

If any performance management system is to succeed it needs to involve a

very rigorous monitoring process. Closely surveying your overall company, each

department, and individuals is vital for performance management and for you to reach

your goals. Monitoring during performance management involves not just monitoring

the progress of each department and employee but also providing them with constant

feedback whether it is in the form of praise and reward or in constructive criticism. If

you want your performance management efforts to succeed you'll have to monitor

each step towards your goal very closely to ensure everything is going according to

plan. If areas seem to be lacking, you'll need to be able to take steps to improve them

such as providing training.

Rewards

While some experts place this lower in importance than other aspects of

performance management, the truth is that your employees deserve rewards and that

few things will influence not only the success of your performance management

efforts but also the success of your entire company quite like appropriate rewards.

Whether it is simple public recognition or actual monetary rewards, no performance

management process will be complete or effective without good use of rewards. They

can improve morale and employee satisfaction, boost productivity, and help you move

26
closer to your goals. If you want your performance management to be successful, take

the time to utilize rewards.

Unicorn HRO provides performance management tools that can help you

formulate plans, monitor progress closely, and even track and manage rewards.

Having software that allows you to effectively implement performance management is

important and almost as vital as the actual steps that you take in your performance

management efforts.

MANAGERIAL PERFORMANCE CONSISTS OF FOUR STAGES

To provide for the above needs of an employee, consider what should happen

at each stage of the Performance Management Cycle:

Planning Performance

Performance Measures (Goals, Objectives, Targets, KPI’s, Competencies, etc.)

for individual employees (at all levels) are jointly discussed and agreed during one-on-

one, face-to-face meetings with their direct line managers. These are put into a formal,

written Performance Agreement for each staff member. (Performance Agreements can

also be drawn up for entire work teams in organizations where teamwork is

paramount.)

Managing Performance

During this stage, employees implement/execute their agreed

Objectives/KPI’s. They manage their own performance, assisted by line managers

who should aim at removing performance obstacles in the work environment and

27
providing necessary resources, training and coaching. Line managers are also

responsible for integrating and coordinating (horizontally and vertically) the

Objectives/KPI’s of all their employees/units/teams, monitoring their performance,

taking corrective action, and participating joint problem solving, when necessary. The

leadership, motivation, feedback, reinforcement and support they provide throughout

the process are of utmost importance.

Managing Performance is an ongoing activity that actually runs through all

phases of the Performance Management Cycle. It is the “Golden Thread” of

Performance Management.

Reviewing Performance

During formal Performance Appraisal/Review Interviews, employees and their

line managers discuss (and assess) how well the agreed Objectives/KPI’s have been

achieved, and whether the specified competencies are being demonstrated. Problem

areas are identified and corrective measures put in place, including possible coaching

and training that the jobholder needs. Depending on the type of organization and its

management philosophy, the frequency of Performance Appraisals may be any of 1, 2,

3, 4, 6, or 12-monthly (Appraisal Smart allows for all these options).

Rewarding Performance

The actual RATING of performance (how well each Objective/KPI had been

achieved and Competencies demonstrated) forms part of the Performance

Appraisal/Review Interview. Rewarding people for good performance takes the form

of monetary incentives or rewards (performance-based pay such as bonuses and/or

28
salary adjustments). However, the power of non-monetary rewards, such as praise and

recognition, should not be ignored and should be used to maximize returns.

It is important to note that Performance Management is not an additional

responsibility for line managers. Rather, it should be seen as the most effective

method of managing. In fact, managing employee performance in the way described

above is the essence of a manager’s job, and not something that detracts from it.

Crucial Performance Management Principles “What gets measured (monitored,

rewarded, emphasized) gets done” “What you don’t measure, you can’t (effectively)

manage” The most important objectives and benefits of having a sound Performance

Management System in place:

 To serve as the primary vehicle for implementing organizational goals and

strategies (cascaded from top to bottom throughout the organization)

 To align and integrate the goals/objectives and Key Performance Indicators

(KPI’s) of the organization vertically and horizontally through all job

categories and levels, including management. In this way the entire system

works together in pointing towards the critical bottom line measures, with

bottom line results generally following as a matter of course.

 To facilitate continuous performance improvement and organization

development - the perfect Change Management and Learning Organization

tool.

 To achieve quality and efficiency, i.e. to meet the customer’s needs as

precisely, quickly and cheaply as possible.

29
  To ensure clarity regarding work expectations and standards, reducing

jobholder anxiety/stress, resource waste and conflict.

 To continually enhance employee competence through the identification of

output-related training and development needs and strategies.

 To reduce Line Manager reluctance and fear to do Performance Appraisals

with their staff.

 To facilitate performance-based remuneration and rewards, so employees can

see and experience a clear link between their performance and the rewards they

receive.

Not only is the existence of a sound Performance Management and Appraisal

System an operational prerequisite for achieving organizational goals, but it may also

satisfy a legal requirement to prove that proper/due process was followed (backed by a

sound documentation and process audit trail) when eventually disciplining -- and

especially dismissing -- a staff member for persistent poor performance.

THE BASIS OF SUCCESSFUL AND EFFECTIVE PERFORMANCE

In the above context, organizational and managerial performance is measured

in the following areas.

Market standing

overall organizational reputation; reputation of products and services;

reputation of staff and expertise; size of market served; location of market served;

specific needs, wants and demands.

30
Market position

Actual market position in relation to desired position; the costs and benefits of

maintaining this; opportunity costs; returns on resources; returns on investment.

Innovation

Capacity for innovation; desired and actual levels of innovation; time taken for

new products and ideas to reach the market; attitudes to innovation; percentages of

new products and ideas that become commercial successes.

Creativity

Expertise of staff; versatility and ability to diversify; capability for turning

ideas into commercial successes; new product/service strike rates; attitudes to

creativity; other related qualities, above all flexibility and responsiveness.

Resource utilization

Efficiency and effectiveness; balance of resources used in primary and support

functions; wastage rates; resource utilization and added value.

Managerial performance

Total managerial performance; performance by function, department, division,

group; performance at different levels of management - director, general manager,

senior, middle, junior, supervisory, first line.

31
Management development

Areas of strength and weakness; progress and improvement; desired expertise

and capability; actual expertise and capability; development of specific skills and

knowledge; desired and actual attitudes and behavior; priority of training and

development.

Staff performance

Areas of strength and weakness; progress and improvement; desired expertise

and capability; actual expertise and capability; development of specific skills and

knowledge; desired and actual attitudes and behavior; attention to work patterns;

commitment; extent and priority of training and development; targeting of training

and development; attitudes to staff suggestions; specific positive and negative

features.

Workforce structure

Core and peripheral; flexibility in attitudes and behavior; multi-skilling; work

patterns; general employability; continued future employability; relations between

organization and workforce; relations between managers and staff; length and strength

of hierarchies.

Wage and pay levels

Relationships between pay and output; relationships between pay, profits and

performance; local factors and conditions; industrial factors and conditions;

relationships between pay and expertise.

32
Organizational culture

The extent to which this is positive/negative; identifying and removing

negative factors; accentuating the positive; motivation and morale; staff policies;

industrial relations; staff management.

Key relationships

With backers; with staff; with suppliers; with distributors; with customers; with

communities; with lobby groups and vested interests

Public standing

The respect and esteem in which the organization is held in its markets, the

community, among its staff, customers and suppliers; confidence and expectations;

general public factor coverage.

Profitability

Levels of profits accrued; timescales; means of measuring and assessing

products; scope for enhancement and improvement.

Other factors

General efficiency and effectiveness; product and service quality and value;

areas for improvement; areas where complaints come from; opportunities and threats.

Many of these areas overlap. In some cases the same phrases are used under different

headings. Without doubt, different words and phrases could be used to convey the

same meanings. The mix and balance varies between organizations. However, every

33
element is present in all situations to a greater or lesser extent. Initial lessons can

therefore be drawn.

MANAGERIAL PERFORMANCE OVERVIEW AND HISTORY

OVERVIEW:

Managerial Performance is the systematic process by which an agency involves

its employees, as individuals and members of a group, in improving organizational

effectiveness in the accomplishment of agency mission and goals.

Employee managerial performance includes:

 Planning work and setting expectations,

 Continually monitoring performance,

 Developing the capacity to perform,

 Periodically rating performance in a summary fashion, and

 Rewarding good performance.

The revisions made in 1995 to the Government wide performance appraisal and

awards regulations support sound management principles. Great care was taken to

ensure that the requirements those regulations establish would complement and not

conflict with the kinds of activities and actions practiced in effective organizations as

a matter of course.

34
HISTORY OF MANAGERIAL PERFORMANCE

Managerial Performance began around 60 years ago as a source of income

justification and was used to determine an employees wage based on performance.

Organizations used Performance Management to drive behaviors from the employees

to get specific outcomes. In practice this worked well for certain employees who were

solely driven by financial rewards. However, where employees were driven by

learning and development of their skills, it failed miserably. The gap between

justification of pay and the development of skills and knowledge became a huge

problem in the use of Performance Management. This became evident in the late

1980s; the realization that a more comprehensive approach to manage and reward

performance was needed. This approach of managing performance was developed in

the United Kingdom and the United States much earlier than it was developed in

Australia.

In recent decades, however, the process of managing people has become more

formalized and specialized. Many of the old performance appraisal methods have been

absorbed into the concept of Performance Management, which aims to be a more

extensive and comprehensive process of management. Some of the developments that

have shaped Performance Management in recent years are the differentiation of

employees or talent management, management by objectives and constant monitoring

and review. Its development was accelerated by the following factors:

The introduction of human resource management as a strategic driver and

integrated approach to the management and development of employees; and The

35
understanding that the process of Performance Management is something that's

completed by line managers throughout the year - it is not a once off annual event

coordinated by the personnel department.

Managing employee or system performance and aligning their objectives

facilitates the effective delivery of strategic and operational goals. Some proponents

argue that there is a clear and immediate correlation between using performance

management programs or software and improved business and organizational results.

[citation needed] In the public sector, the effects of performance management systems

have differed from positive to negative, suggesting that differences in the

characteristics of performance management systems and the contexts into which they

are implemented play an important role to the success or failure of performance

management.

Performance Management - A Definition

According to SHRM (the Society for Human Resource Management), "

performance management is the organized method of monitoring results of work

activities, collecting and evaluating performance to determine achievement of goals,

and using performance information to make decisions, allocate resources and

communicate whether objectives are met."

Employees likely equate "performance management" with their performance

appraisals and yearly discussions with their managers about "how they are doing in

their job." But things are changing in this area of HR.

36
Performance Management - Current Trends

Increasingly, companies are focusing on "strategic HR" - aligning human

resources initiatives with the overall goals of the organization to improve business

success. Aligning Employee Performance Management (EPM) with Corporate

Performance Management (CPM) has significant benefits: "90% of surveyed

companies perceived that improved management of their workforce was key to

gaining competitive advantage." - (Aberdeen Group, 2005)

Now, organizations are aligning their employee performance goals with

corporate performance goals by utilizing technology solutions.

INTRODUCTION OF WOMEN ENTREPRENEURS

Women constitute around half of the total world population. So is in India

also. They are therefore regarded as the better half of the society. In traditional

societies, they were confined to the four walls of houses performing household

activities. The global evidence prove that women have been performing exceedingly

well in different spheres of activities like academics, politics , administration, social

work and so on. Now they have started plunging into industry also and running their

enterprises successfully. Therefore while discussing on entrepreneurial on

entrepreneurial development of women entrepreneurs in the country.

Although small business owned by owned by women have traditionally

focused on fashion found and other services sector, but recently women entrepreneurs

have been moving rapidly into manufacturing , construction and other industrial field.

Women owned business are lightly increasing in the economics of almost all

37
countries. The hidden entrepreneurial potential of women have gradually been

changing with the growing sensitivity to the role and economic status in the society. It

means women have the potential, skill, knowledge and adaptability to run a business

successfully.

MEANING AND DEFINITIONS OF WOMEN ENTREPRENEURS

Women entrepreneur is a person who accepts challenging role to meet her

personal need and become economically independent. There are economical, social,

religious, cultural and other factors existing in the society which responsible for the

emergency of the entrepreneurs.

The term women entrepreneur refer to a women who is running her own or

family own business. A female entrepreneur is sometimes known as an entrepreneur.

A women entrepreneur refers equally to someone who has started a one

women business to someone who is a principal in family business or partnership or to

someone who is shareholder in a public company which she run saw.

The Government of India has defined a women entrepreneur is a an enterprise

owned and controlled by a women having a minimum financial interest of 51% of the

capital and giving at least 51% of the employment generated in the enterprise to

women.

CHARACTERISTICS OF WOMEN ENTREPRENEUR

The society of women is the foundation of good manners of course a pre-

requisite to achieve brilliant results especially for success in business. The increasing

38
trend developed among the women to be self employed suggests that time is not far

away when women factor would also have an important role in the economic growth

of the country. Possessing the natural gift of politeness, Women entrepreneurs and if

provided the level ground, are expected to bring new milestones to this country.

Women entrepreneurs in the developing world make a large and often

unrecognized contribution to their countries economic development. They employ

other people, provide valuable service and play a vital role in the development of

emerging market economics worldwide. In the developing economic women

entrepreneur is a diverse group ranging from these who manage large conglomerates

to these who operate road side restaurants.

Barriers some real some perceived and some self-imposed confront women

entrepreneurs. In the area of international business obstacles include limited

international business experience, inadequate business education and lack of access to

international networks, societal, cultural and religious attitudes also impede women in

business other challenges faced by all enterprises and women in particular are

financing globalization of social and economic environments, marketing and

management. Transition economies can pose difficult hurdles such as banking, legal

aspects, political contacts, custom tariffs, bureaucrats that daily invents new

mechanism for the simplest procedures and extortion.

Characteristics reflected in research of women entrepreneurs show a women

who is highly motivated, initiates action and activity without direction has a high

internal locus of control, and propensity toward achievement. Women’s decision

39
processes indicate a highly personal subjective process. Studies reveal that there are

multiple general individual characteristics of women business owners that promote

their creativity and generate new ideas and ways of doing things.

CHALLENGES FACED BY WOMEN

In many other developing countries, women are handicapped in society.

Therfore3 they face many challenges, as they do not enjoy the same opportunities as

men the segregation of the sexes starts early and becomes a way of life. They are not

only deprived of financial resources but also lack access to basic needs drinking water

and proper sanitation.

Limited access to the essential of life undermines their capacities, limits their

ability to secure gainful employment, and results in income, poverty and social

exclusion, their ambition and aspiration are suppressed.

Most women-heeded business operates from home, and financial matters are

taken care of by male family members.

Women entrepreneurs are seen in subordinate roles with low levels of

education and technical skills, low exposure to business, lacking role models, lacking

peer support and business associations, low incomes and poor investment capacity.

Gradually things are improving for women, which have been caused by their

tremendous determination and courage. They are entering in the field of education,

health, engineering, IT and active participation is seen in the sports and political area.

40
PROBLEM FACED BY WOMEN

Some of the basic problems a highlighted by various research studies

undertaken by women entrepreneur are,

 Lack of information

 Lack of micro financing schemes

 Lack of skill development

 Lack of entrepreneurship/ business skill

 Lack of marketing facilities

 Lack of product designs

PROBLEM OF WOMEN ENTREPRENEURS

Women Entrepreneurs encounter two sets of problems i.e. general problems

entrepreneurs and problems specific to women entrepreneurs. These are discussed

follows.

Problem of Finance

Finance is regarded as life blood for any enterprise be in big or small. However

women entrepreneurs suffer from shortage of finance on two counts. Firstly women

do not generally have property on their names to use them as collateral for obtaining

funds from external sources.

So that access to the external sources funds is limited. Secondly the banks also

consider women less credit-worthy and discourage women barrowers on belief that

that6 they can at any time leave their business.

41
Scarcity of Raw Material

Most of the women enterprises are plagued by the scarcity of raw materials and

necessary inputs. Added to this are high prices of raw materials, on the one hand and

getting raw material at the minimum of discount on the other. The failure of many co-

operatives in 1971 engaged in based making is example how the scarcity of raw

material sounds the death knell of enterprises run by women.

Male dominated society

The constitution of India speaks of equality between sexes. But in practice

women are looked upon as able i.e. weak in all respects. In male dominated Indian

society, women are not treated equal to men. This turn serves as a barrier to women

entry into business.

Lack of education

In India around 60% of women are still illiterate Literate. Illiteracy is the root

cause of socio- economic problem. Due to the lack of education women are not aware

of business, technology and market knowledge. Also lack of education causes low

achievement motivation among women.

Market oriented risk

A number of women have to face the challenges of market because of stiff

competition. Many business women find it difficult to capture the market and compete

with their product. They are not fully aware of the changing market condition.

42
Motivational factors

Successful businessmen can be self motivated though setting up a mind and

taking up risk and accepting social responsibilities on shoulder. The other factors such

as family support government policies financial assistance etc. are also important to

set up business.

Lack of confidence

Women lack confidence in their strength and competence. The family members

and the society and reluctant to stand beside their entrepreneurial growth.

Training programs

Training programs are essential to new rural and young entrepreneurs who

wish to set up a small and medium scale unit. The programs enrich the skill and

potential of women entrepreneur.

43
 CHAPTER IV

DATA ANALYSIS AND INTERPRETATION

INTRODUCTION

The analysis and interpretation is an important step in the research process. It

provides a systematic plan and procedure for the researcher. This chapter deals with

the data analysis and interpretation of the various factors that influence the level of

perception among the women entrepreneurship. The data is collected with the help of

interview schedule. The data is analyses by using appropriate tools such as tables,

percentage, and chart.

44
4. 1. AGE WISE CLASSIFICATION

TABLE 4.1 AGE WISE CLASSIFICATION OF THE RESPONDENTS

Particulars No of Respondents Percentage

Below 20 years - -

21-30 yrs 67 58

31-40 yrs 39 34

Above 40 yrs 9 8

Total 115 100

Source: Primary Data

The Table 4.1 reveals that there not under the age group of Below 20 years,
58% of Respondents are between the age group 21-30 years, 34% of respondents are
between the age group of 31-40 years, and 8% of respondents are between the age
group of above 40 years.

Thus it is clearly indicates that majority of (58%) respondents are between the
age group of 21-30 years.

45
4.2. MARITAL STATUS

TABLE 4.2 MARITAL STATUS OF THE RESPONSENTS

Particulars No of Respondents Percentage

Married 94 82

Unmarried 21 18

Total 115 100

Source: Primary Data

The Table 4.2 shows that out of 115 respondents are married and 82% of

respondents are married and Remaining 18% of respondents are Unmarried.

Thus it is clearly indicates that majority of (82%) respondents are Married.

46
4.3. EDUCATION LEVEL

TABLE 4.3 EDUCATION LEVELSOF THE RESPONDENTS

Particulars No of Respondents Percentage

No formal education 5 4

Schooling 16 14

Under graduation 38 33

Post graduation 31 27

Professional 25 22

Total 115 100

Source: Primary Data

The Table 4.3 shows that the 4% of respondents are under the category of No

formal education. 14% of respondents are studied Schooling level, 33%of

respondents are Under graduation, 27% of respondents are Post graduation and 22%

of respondents are being Professional courses.

Thus it is clearly indicates that majority of (33%) respondents were studied

Under graduation.

4.4. FAMILY MEMBERS

47
 TABLE 4.4 FAMILY MEMBERS OF THE RESPONDENTS

Particulars No of Respondents Percentage

1-2 members 9 8

2-4 members 68 59

4-6 members 31 27

Above 6 members 7 6

Total 115 100

Source: Primary Data

The Table 4.4 reveals that 8% percentages of the respondents told their family

member Below 1-2 members, 59% of respondents told their family members of 2-4

members, 27% of respondents told their family members and 6% of respondents told

their family members of Above 6 members.

Thus it is clearly indicates that majority of (59%) respondents told their family

members of 2-4 members.

4.5. TYPE OF ENTREPRENEURSHIP

48
 TABLE 4.5 TYPE OF ENTREPRENEUSHIP OF THE RESPONDENTS

Particulars No of Respondents Percentage

Business 75 65

Farming 12 11

Industry 13 11

Service 15 13

Total 115 100

Source: Primary Data

The Table 4.5 reveals that 65% percentages of the respondents their

entrepreneurship is Business, 11% of the respondents their entrepreneurship is

Farming, 11% of the respondents their entrepreneurship is Industry13% of the

respondents their entrepreneurship of others.

Thus it is clearly indicates that majority of (65%) respondents their

entrepreneurship is Business.

4.6. INCOME LEVELS

49
 TABLE 4.6 INCOME LEVELS OF THE RESPONDENTS

Particulars No of Respondents Percentage

Below Rs.5000 7 6

Rs. 5001-10000 69 60

Rs. 10001-15000 27 24

Rs. 15001-20000 12 10

Total 115 100

Source : Primary Data

The Table 4.6 reveals that 6% of the percentages their income Below Rs. 5000,

60% of respondents their income of Rs. 5001 -10000, 24% of respondents their

income of Rs. 10001 – 15000, 10% of respondents their income of Rs. 15001 – 20000.

Thus it is clearly indicates that majority of (60%) respondents their income of

Rs. 5001 – 10000.

4.7. PLACE OF LIVING

50
 TABLE 4.7 PLACE OF LIVING OF THE RESPONDENTS

Particulars No of Respondents Percentage

Rural 81 70

Urban 34 30

Total 115 100

Source: Primary Data

The Table 4.7 shows that out of 115 respondents, 70% are living in Rural area

and 30% of respondents are living Urban area.

Thus it is clearly indicates that majority of (70%) respondents are living Rural

area.

4.8. YEARS OF EXPERIENCE ABOUT ENTREPRENEURSHIP

51
 TABLE 4.8 YEARS OF EXPERIENCE ABOUT ENTREPRENEURSHIP OF THE

RESPONDENTS

Particulars No of Respondents Percentage

Below 1 year 29 25

1-5 yrs 53 46

6-10 yrs 16 14

10-15 yrs 17 15

Total 115 100

Source: Primary Data

The Table 4.8 reveals that 25% percentages of the respondents their year of

experience about entrepreneurship Below 1 year, 46% of respondents business of 1-5

years, 14% of respondents are between the business of 6-10 years, 15% of

respondents are between the business of 10-15 years.

Thus it is clearly indicates that majority of (46%) respondents their year of

experience about entrepreneurship of 1-5 years.

4.9. REASON FOR JOINING ENTREPRENEURSHIP

52
 TABLE 4.9 REASONS FOR JOINING ENTREPRENEURSHIP OF THE

RESPONDENTS

Particulars No of Respondents Percentage

Social status 15 13

Increase saving 62 54

Development my business 18 16

Self satisfaction 20 17

Total 115 100

Source: Primary Data

The Table 4.9 reveals that 13% percentages of the respondents their reasons for

joining entrepreneurship of Social status, 54% of the respondents their reasons for

joining entrepreneurship of Increasing saving, 16% of respondents their reasons for

joining entrepreneurship of Develop my business and 16% of the respondents their

reasons for joining entrepreneurship of Self satisfaction.

Thus clearly indicates that majority of (54%) the respondents their reasons for

joining entrepreneurship of Self satisfaction.

4.10. SOURCE OF BUSINESS

53
 TABLE 4.10 SOURCE OF THE BUSINESS OF THE RESPONDENTS

Particulars No of Respondents Percentage

Owen capital 66 57

Loan capital 33 29

Others 16 14

Total 115 100

Source: Primary Data

The Table 4.10 reveals that 57% percentages of the respondents getting Source

of business the way of Owned capital, 29% of the respondents getting Source of

business the way of Loan capital and 14% of the respondents getting Source of

business the way of others.

Thus it is clearly indicates that majority of (57%) respondents getting Source

of business the way of others.

54
 CHART 4.10 SOURCE OF BUSINESS

SOURCE OF BUSINESS

Others
14%

Loan capital Owen capital

29% 57%

4.11 GETTING OF LOAN

55
 TABLE 4.11 GETTING LOANS OF THE RESPONDENTS

Particulars No of Respondents Percentage

Yes 65 57

No 50 43

Total 115 100

Source: Primary Data

The Table 4.11 shows that out of 115 respondents, 57% respondents are getting

loan, and 43% of respondents are not getting loan.

Thus it is clearly indicates that majority of (57%) respondents are getting loan.

4.11 (A) IF YES, TYPE OF LOAN GETTING

56
 TABLE 4.11. (A) IF YES, TYPE OF LOAN GETTING OF THE

RESPONDENTS

Particulars No of Respondents Percentage

Bank loan 24 41

Personal loan 26 45

Circular fund loan 8 14

Total 58 100

Source: Primary Data

The Table 4.11 (A) shows that out 58 respondents, 41% of respondents are

getting loan from Bank, 45% of respondents are getting Personal loan and 14% of

respondents are getting Circular fund loan.

Thus it is clearly indicates that majority of (45%) respondents are getting

Personal loan.

57
 CHART 4.11 (A) TYPE OF LOAN

TYPE OF LOAN
50

45

40

35

30
Percentage

25

20

15

10

0
Bank loan Personal loan Circular fund loan

Type of Loan

4.12. SAVINGS HABITS

58
 TABLE 4.12 SAVINGS HABITS OF THE RESPONDENTS

Particulars No of Respondents Percentage

Below 5% 30 26

5-10% 56 49

Over 10% 29 25

Total 115 100

Source: Primary Data

The Table 4.12 reveals that 26% of the respondents their saving Below 5% of

their total income, 49% of the respondents their saving 5-10% of their total income,

and 25% of the respondents their saving Over 10% of their total income.

Thus it is clearly indicates that majority of (49%) respondents their saving 5-

10% of their total income.

59
 CHART 4.12 SAVING HABITS

SAVING HABITS
60

50
49

40

30

26
25

20

10

0
Below 5% 5-10% Over 10%

4.13. PROBLEMS FACED BY WOMEN ENTREPRENEUR

60
 TABLE 4.13 PROBLEM FACED BY WOMEN ENTREPRENEUR OF THE

RESPONDENTS

Particulars No of Respondents Percentage

Yes 74 64

No 41 36

Total 115 100

Source: Primary Data

The Table 4.13 shows that out of 115 respondents, 64% of the respondents are

faced problems and 36% of the respondents are not faced problems.

Thus it is clearly indicates that majority of (64%) respondents are faced

problems.

4.14. ABOUT ENTREPRENEURSHIP

TABLE4.14 ABOUT ENTREPRENEURSHIP OF THE RESPONDENTS

61
 Particulars No of Respondents Percentage

Highly Satisfaction 60 52

Satisfaction 32 28

Moderate 10 9

Dissatisfaction 8 7

Highly Dissatisfaction 5 4

Total 115 100

Source: Primary Data

The Table 4.14 reveals that 52% percentages of the respondents are Highly

Satisfied their entrepreneurship, 28% of the respondents are Satisfied their

entrepreneurship and 9% of the respondents are Dissatisfied their entrepreneurship.

Thus it is clearly indicates that majority of (52%) respondents are Highly

Satisfied their entrepreneurship.

4.15. ACCEPTED OF ANY NEW INDUSTRY

TABLE 4.15 ACCEPT OF ANY NEW INDUSTRY OF THE RESPONDENTS

62
 Particulars No of Respondents Percentage

Yes 49 43

No 66 57

Total 115 100

Source: Primary Data

The Table 4.15 shows that out of 115 respondents, 43% of respondents are

accepted any new industry and 57% of respondents are not accepted the new industry.

Thus it is clearly indicates that majority of (57%) respondents are accepted any

new industry.

4.16. FEEL ABOUT OF BUSINESS

TABLE4.16 FEEL ABOUT OF BUSINESS OF THE RESPONDENTS

63
 Particulars No of Respondents Percentage

Yes 78 68

No 37 32

Total 115 100

Source: Primary Data

The Table 4.16 shows that out of 115 respondents, 68% of respondents are felt

about development of business and 32% of the respondents are not felt about

development of business.

Thus it is clearly indicates majority of (68%) respondents are felt about

development of business.

4.16 (A) DEVELOPMENT OF YOUR BUSINESS

TABLE4.16(A) DEVELOP YOUR BUSINESS OF RESPONDENTS

Particulars No of Respondents Percentage

64
 Diversification 36 46

Expansion 17 22

Modification 25 32

Total 78 100

Source: Primary Data

The Table 4.16 (A) shows that out 78 respondents, 46% of respondents are said

Diversification in their business, 22% of the respondents are said Expansion in their

business and 32% of respondents are said Modification in their business.

Thus it is clearly indicates that majority of (46%) respondents are said

Diversification in their business.

4.17. SIZE OF ENTREPRENEURSHIP

TABLE 4.17 SIZE OF ENTREPRENEURSHIP OF THE RESPONDENTS

Particulars No of Respondents Percentage

65
 Micro 1-9 employees 59 51

Small 10-49 employees 42 37

Medium 50-249 employees 8 7

Large 250 employees 6 5

Total 115 100

Source: Primary Data

The Table 4.17 reveals that 51% percentages are their size of entrepreneurship

of Micro 1-9 employees, 37% of respondents are their size of entrepreneurship of

Small 10-49 employees, 7% of respondents are their size of entrepreneurship of

Medium 50-249 employees, 5% of respondents are their size of entrepreneurship of

Large 250 employees.

Thus it is clearly indicates that majority of (51%) respondents are their of size

entrepreneurship of Micro 1-9 employees.

4.18. HELPED HOME MEMBERS

TABLE 4.18 HELPED HOME MEMBERS OF THE RESPONDENTS

Particulars No of Respondents Percentage

Yes 87 76

66
 No 28 24

Total 115 100

Source: Primary Data

The Table 4.18 shows that out of 115 respondents, 76% of the respondents are

told family members are helping their entrepreneurship and 24% of the respondents

are not told family members are helping their entrepreneurship.

Thus it is clearly indicates that majority of (76%) respondents are told family

members are helping their entrepreneurship.

4.19. ALWAYS WORKING FOR ENTREPRENEURSHIP

TABLE 4.19 ALWAYS WORKING FOR ENTREPRENEURSHIP OF THE

RESPONDENTS

Particulars No of Respondents Percentage

67
 Yes 38 33

No 77 67

Total 115 100

Source: Primary Data

The Table 4.19 shows that out of 115 respondents, 33% of the respondents are

always working for entrepreneurship, and 67% of the respondents are not always

working for entrepreneurship.

Thus it is clearly indicates that majority of (67%) respondents are not always

for entrepreneurship.

4.20. OBSTACLES FACED BY THE ENTREPRENEUR

TABLE 4.20 OBSTACLES FACED BY THE RESPONDENTS

Particulars No of Respondents Percentage

No Obstacles 26 23
68
 Low Self Confidence 59 51

Raising Capital 16 14

Lack of Information 14 12

Total 115 100

Source: Primary Data

The Table 4.20 reveals that 23% percentages of the respondents are not faced

Obstacles, 51% of the respondents are faced of Low Self Confidence, 14% of the

respondents are faced of Raising capital and 12% of the respondents are faced of Lack

of information.

Thus it is clearly indicates that majority of (51%) respondents are faced of Self

confidence.

4.21. PURPOSE OF STARTING OWN ENTREPRENEURSHIP

TABLE 4.21 PURPOSE OF STARTING OWN ENTREPRENEURSHIP OF

RESPONDENTS

Particulars No of Respondents Percentage

69
 Profit 34 30

Social Status 23 20

Self Achievement 49 42

Service offered 9 8

Total 115 100

Source: Primary Data

The Table 4.21 reveals that 30% percentages of the respondents are starting

entrepreneurship for profit, 20% of the respondents are starting entrepreneurship of

Social status, 42% of the respondents are staring entrepreneurship of Self achievement

and 8% of the respondents are starting entrepreneurship of Service offered.

Thus it is clearly indicates that majority of (42%) respondents are starting

entrepreneurship of Self achievement.

4.22. WORKING HOURS PER WEEK

TABLE 4.22 WORKING HOURS PER WEEK OF THE RESPONDENTS

Particulars No of Respondents Percentage

Below 72 Hour 29 25

72 – 144 hour 63 55

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 144 – 216 hour 23 20

Total 115 100

Source: Primary Data

The Table 4.22 reveals that 25% percentages of the respondents are

working Below 72 hours per week, 55% of the respondents are working 72-144 hours

per week, and 20% of the respondents are working 144-216 hours per week.

Thus it is clearly indicates that majority of (55%) respondents are working 72-144

hours per week.

23. FIRST ENTREPRENEURSHIP

TABLE 4.23 FIRST ENTREPRENEURSHIP OF THE RESPONDENTS

Particulars No of Respondents Percentage

Yes 68 59

No 47 41
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 Total 115 100

Source: Primary Data

The Table 4.23 shows that out of 115 respondents, 59% of respondents are told,

first entrepreneurship, and 41% of respondents are not told, first entrepreneurship.

Thus it is clearly indicates that majority of (59%) respondents are told, first

entrepreneurship.

23. (A) IF NO, YOU HAVE BEEN PREVIOUSLY

TABLE 4.23 (A) IF NO, YOU HAVE BEEN PREVIOUSLY OF THE

RESPONDENTS

Particulars No of Respondents Percentage

Went out of business 15 22

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 Are still successful 35 51

Have been sold 12 18

Other 6 9

Total 68 100

Source: Primary Data

The Table 4.23 (A) reveals 22% percentages of the respondents are previously

have been Went out of business, 51% of the respondents are previously have been Are

still successful, 18% of the respondents are previously Have been sold and 9% of the

respondents are previously have been Others.

Thus it is clearly indicates that majority of (51%) respondents previously have been

Are still successful.

CHAPTER V

FINDINGS, SUGGESTION, CONCLUSION

FINDINGS:

Age wise classification:

Majority of (58%) respondents are between the age group of 21-30 years.

Marital status:

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 Majority of (82%) respondents are Married.

Education level:

Majority of (33%) respondents were studied under graduation.

Family members:

Majority of (59%) respondents told their family members of 2-4 members.

Type of entrepreneurship:

Majority of (65%) respondents their entrepreneurship of Business.

Income levels:

Majority of (60%) respondents their income of Rs. 5001 – 10000.

Place of living:

Majority of (70%) respondents are living Rural area.

Years of experience about entrepreneurship:

Majority of (46%) respondents their year of experience about entrepreneurship

of 1-5 years.

Reason for joining entrepreneurship:

Majority of (54%) the respondents their reasons for joining entrepreneurship of

Self satisfaction.

Source of business:

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 Majority of (57%) respondents getting Source of business the way of others.

Getting of loan:

Majority of (57%) respondents are getting loan.

Saving habits:

Majority of (49%) respondents their saving habits 5-10% of their total income.

Face any problem:

Majority of (64%) respondents are faced problems.

Satisfaction:

Majority of (52%) respondents are Satisfactions their entrepreneurship of

satisfaction.

Accept new industry:

Majority of (57%) respondents are accepted any new industry.

Business for development:

Majority of (68%) respondents are felt about development of business.

Size of entrepreneurship:

Majority of (51%) respondents are their of size entrepreneurship of Micro 1-9

employees.

Helped home members:

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 Majority of (76%) respondents are told family members are helping their

entrepreneurship.

Always working for entrepreneurship:

Majority of (67%) respondents are not always for entrepreneurship.

Obstacles:

Majority of (51%) respondents are faced of Self confidence.

Own entrepreneurship:

Majority of (42%) respondents are starting entrepreneurship of Self

achievement.

Many hours per week:

Majority of (55%) respondents are working 72-144 hours per week.

First entrepreneurship: Majority of (59%) respondents are told, first

entrepreneurship.

SUGGESTION

Right efforts from all areas required in the development of women

entrepreneurs and their greater participation in the entrepreneurial activities.

Entrepreneurship basically implies being in control of one’s life and activities and

women entrepreneurs need to be given confidence, independence, and mobility to

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come out of their paradoxes. The following measures are suggested to empower the

women to size various opportunities and face challenges in business.

 There should be continues attempt to inspire, encourage, motivate and co-

operate women entrepreneurs.

 An awareness programmed should be conducted on a mass scale with the

intention of creating awareness among women about the various areas to

conduct business.

 Attempts should be there to enhance the standards of education of women in

general as well making effective provisions for their training, practical

experience and personality development programmes, to improvise their over-

all personality standards.

 Organize training programmes to develop professional competencies in

managerial, leadership, marketing, financial, production process, profit

planning, maintaining books of accounts and other skills. This will encourage

women to undertake business.

 Vocational training to be extended to women community that enables them to

understand the production process and production management.

 Skill development to be done in women’s polytechnics and industrial training

institutes. Skill is put to work in training-cum-production workshops.

 Educational institutes should tie up with various government and non-

government agencies to assist in entrepreneurship development mainly to plan

business projects.

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  International, National, Local trade fairs, Industrial exhibition, seminars and

conferences should be organized to help women to facilitate interaction with

other women entrepreneurs.

 Making provisions of micro credit system and enterprise credit system to the

women entrepreneurs at local level.

CONCLUSION

It can be said that today we are in a better position wherein women

participation in the field of entrepreneurship is increasing at a considerable rate,

efforts are being taken at the economy as well as global level to enhance woman’s

involvement in the enterprise sector. This is mainly because of attitude change,

diverted conservative mindset of society to modern one, daring and risk-taking

abilities of women, support and cooperation by society members, changes and

78
relaxations in government policies, granting various up lifetime schemes to women

entrepreneurs etc. thus what else is required is to continue with the above changed

trend, emphasizing on educating women strata of population, spreading awareness and

consciousness amongst women to outshine in the enterprise field, making them realize

their strengths, and important position;;n in the society and the great contribution they

can make for their industry as well as the entire economy. For this many NGO’s

should also come forward to extend their support services in the form of pooling

financial resources for helping them and spreading education amongst various

category of people of the society to encourage woman’s in their families to represent

themselves in the entrepreneurship sector and earn a good name, reputation, financial

status, and goodwill in the field of industry, trade and commerce. We can promise

ourselves and make a sincere commitment of contributing to the field of women

entrepreneurship at individual level which undoubtedly bring drastic positive change

in growth and development of women entrepreneurship at country and even at a

global level.

ANNEXURE – I

BIBILIOGRAPHY
BOOKS

1. Kalbagh, c. (Ed.) 1992, women in enterprises and profession. New Delhi,

Discovery.

79
2. Laitha Iyer. 1991 Women Entrepreneurs Challenges and Strategies. New Delhi,

Friedrich Elbert Stiftung (FUS)

3. Medha Dubhahi Cinze, Women Entrepreneurs in India, Mittal publication,

Delhi 1987.

ARTICLES

1. Das, (2000) performed a study on women entrepreneurs of SMEs in two states

of India, viz, Tamilnadu and Kerala.

2. Jalbert, 2000 performed a study to explore the role of women entrepreneurs in

a global economy.

3. Greene et.al., (2003), evaluates the research & publication contribution in the

area of women entrepreneurship.

4. Damwad, (2007), describes the experiences, initiatives & obstacles faced at

five Nordic countries like Finland, Denmark, Iceland, Norway & Sweden

towards women entrepreneurship.

5. Singh, (2008), identifies the reasons & influencing factors behind entry of

women in entrepreneurship.

6. Lall &Sahai, (2008), conduct a comparative assessment of multi-dimensional

issues & challenges of women entrepreneurship, & family business.

7. Darrene, Harpel and Mayer, (2008) performed a study on finding the

relationship between elements of human capital and self employment among

women.

8. . Tambunan, (2009), made a study on recent developments of women

entrepreneurs in Asian developing countries.

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 Ion Verboncu, (2009) The Conditionings of The Managerial Performance

WEBSITE

www.google.com

http://www.womenentrepreneur.com

www.ebbf.org/women.html

MANAGERIAL PERFORMANCE OF WOMEN ENTREPRENEUR’S IN

POLLACHI

Interview Schedule

1. Name :

2. Age :

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 a. Below 20yrs b. 21-30yrs c.30-40yrs d.Above 40yrs

3. Marital status?

a. Married b. Unmarried

4. Education level?

a. No formal education b.Schooling c.Under graduation

d.Post graduation e.Professional

5. Howmany members are in your family?

a.1-2members b. 2-4members c. 4-6members d. above 6members

6.Type of entrepreneurship?

a. Business b.Farming c.Industry d. Service

7.Income from monthly?

a. Below Rs5000 b. Rs5001-10000 c.Rs10001-15000

d. Rs15001-20000

8.Place of business?

a. Rural b. Urban

9.How long have you been in this business?

a. Below 1year b.1-5yrs c. 6-10yrs d.10-15yrs

10.What is the reason for joining in women entrepreneurship?

a. Social status b.Increase saving c.Development my business

d.Self satisfaction

11.What is your source of business?

a. Owen capital b. Loan capital c. others

12.Have you got any loan from the entrepreneurship?

a. Yes b. No

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A]If yes what is the type of loan?

a. Bank loan b. personal loan c.circular fund loan

13.Interest rate for your saving?

a. Below 5% b.5-10% c.over10%

14.Do you face any problem in your women entrepreneurship?

a. Yes b.No

15. What is your level of satisfaction towards women entrepreneurship?

a. Highly satisfaction b. Satisfaction c. Moderate

d .Dissatisfaction e. Highly dissatisfaction

16. Do you accept new industry of women entrepreneurship?

a. Yes b. No

A] If yes what is your opinion?

17. Do you think that is development of your business?

a. Yes b. No

A] How you will develop your business?

a. Diversification b. Expansion c. Modification

18. What is the size of your entrepreneurship?

a. Micro 1-9employees b. Small 10-49employees

c. Medium 50-249employees d. Large 250employees

19. If your Home member helping (or) Not?

a. Yes b. No

20. Have you always working for entrepreneurship?

83
 a. Yes b.No

21. When you started your business. What were the main obstacles you faced?

a. No obstacles b. Low Self confidence c. Raising capital

d. Lack of information

22. What purpose you started own entrepreneurship?

a. Profit b. Social status c. Self achievement d. service offered

23. How many hours do you dedicate to your entrepreneurship?

a. Below 72hrs b.72-144hrs c.144-216hrs

24. If your business you are a first entrepreneurship?

a. Yes b.No

A] If no, what happened to the entrepreneurship you have owned previously?

a. Went out of business b. Are still successful c. Have been sold

d. Others

25. Any suggestion please specify:

84