A STUDY ON EFFECTIVENESS OF 360 DEGREE

PERFORMANCE APPRAISAL AT RORITO INTERNATIONAL

PVT.LTD

Submitted in partial fulfillment of the requirements for the award of

MASTER OF BUSINESS ADMINISTRATION

by

JASMIYA ROSHINI.S
Register No.41410134

DEPARTMENT OF BUSINESS ADMINISTRATION

SCHOOL OF MANAGEMENT STUDIES

SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY
(DEEMED TO BE UNIVERSITY)
Accredited with Grade “A” by NAAC I 12B Status by UGC I Approved by AICTE
JEPPIAAR NAGAR, RAJIV GANDHI SALAI, CHENNAI - 600 119

MAY 2023
 SCHOOL OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that this Project Report is the bonafide work of Ms. JASMIYA
ROSHINI.S Reg no (41410134) who carried out the project entitled “A STUDY ON
EFFECTIVENESS OF 360 DEGREE PERFORMANCE APPRAISAL AT RORITO
INTERNATIONAL PVT.LTD” under my supervision from February 2023 to April
2023.

Dr.D.Velumoni,M.B.A,M.Phil.,Ph.D. N.Thameen Raja(HRD Manager)

Internal guide External Guide

Dr. BHUVANESWARI .G
Dean – School of Management Studies

Submitted for Viva voce Examination held on 05/05/2023

Internal Examiner External Examiner

 DECLARATION

I JASMIYA ROSHINI.S (41410134) hereby declare that the Project Report entitled “A
STUDY ON EFFECTIVENESS OF 360 DEGREE PERFORMANCE APPRAISAL AT
RORITO INTERNATIONAL PVT.LTD” done by me under the guidance of
DR.D.VELUMONI is submitted in partial fulfillment of the requirements for the award
of Master of Business Administration degree.

DATE: 05/05/2023

PLACE: CHENNAI JASMIYA ROSHINI.S

iii
 ACKNOWLEDGEMENT

I am pleased to acknowledge my sincere thanks to Board of Management of

SATHYABAMA for their kind encouragement in doing this project and for
completing it successfully. I am grateful to them.

I convey my sincere thanks to Dr. G. Bhuvaneswari, MBA., Ph.D., Dean - School

of Management Studies and Dr. A. Palani, M.Com., M.B.A., Ph.D., Head -
School of Management Studies for providing me necessary support and details
at the right time during the progressive reviews.

I would like to express my sincere and deep sense of gratitude to my Project Guide
DR.D.VELUMONI for her valuable guidance, suggestions and constant
encouragement paved way for the successful completion of my project work.

I wish to express my thanks to all Teaching and Non-teaching staff members of the
School of Management Studies who were helpful in many ways for the
completion of the project.

JASMIYA ROSHINI.S

iv
 TABLE OF CONTENTS
CHAPTER NO CHAPTERS PAGE NO

ABSTRACT (i)
LIST OF TABLES (ii)
LIST OF CHARTS AND FIGURES (iii)
I 1.1 INTRODUCTION 1
1.2 COMPANY PROFILE 2
1.3 PRODUCT PROFILE 3
1.4 INDUSTRY PROFILE 5
1.5 OBJECTIVES 10
1.6 NEED FOR THE STUDY 10
1.7 SCOPE OF THE STUDY 11
II REVIEW OF LITERATURE 12
III RESEARCH METHODOLOGY 20
3.1 RESEARCH DESIGN 21
3.2 SAMPLE SIZE 21
3.3 DATA SOURCES 21
3.4 RESEARCH INSTRUMENTS 22
3.5 SAMPLING 22
3.6 CONVENIENCE SAMPLING 23
3.7 SAMPLE FRAME 23
3.8 SAMPLE DESIGN 23
3.9 ANALYTICAL TOOLS 23
IV DATA ANALYSIS AND INTERPRETATION 25
4.1 PERCENTAGE ANALYSIS 25
4.2 ANOVA 52
4.3 T-TEST 54
V FINDINGS, SUGGESTIONS AND CONCLUSION 55
5.1 FINDINGS 55
5.2 SUGGESTIONS 56
5.3 LIMITATIONS 57
5.4 CONCLUSION 57
REFERENCES 58
ANNEXURE I – QUESTIONNAIRE 60
ANNEXURE II – RESEARCH ARTICLE 65

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 ABSTRACT

Performance Appraisal has been considered as the most significant an indispensable

tool for an organization, for the information it provides is highly useful in making
decisions regarding various personnel aspects such as promotion and merit increases.
Performance measures also link information gathering and decision-making
processes which provide a basis for judging the effectiveness of personnel sub-
divisions such as recruiting, selection, training and compensation. Accurate
information plays a vital role in the organization as a whole. They help in finding out
the weaknesses in the primary areas. Once the employee has been selected, trained
and motivated, he is then appraised for his performance. Performance Appraisal is the
step where the Management finds out how effective it has been at hiring and placing
employees. If any problems are identified, steps are taken to communicate with the
employee and remedy them.

i
 LIST OF TABLES

TABLE
TITLE PAGE NO
NO.
4.1.1 AGE 25

4.1.2 GENDER 26

4.1.3 MARITAL STATUS 27

4.1.4 WORK EXPERIENCE 28
4.1.5 EDUCATION QUALIFICATION 29

4.1.6 AWARENESS ABOUT 360 DEGREE APPRAISAL MODEL 30

ARE EMPLOYEES AWARE OF THE OBJECTIVES OF PERFORMANCE

4.1.7 31
APPRAISAL
INTEGRATES WITH INDIVIDUAL GOALS AND ORGANISATIONAL
4.1.8 32
GOALS

4.1.9 PERFORMANCE APPRAISAL MODEL IN THE ORGANIZATION 33

FREQUENCY OF PERFORMANCE APPRAISAL IS CARRIED OUT IN

4.1.10 ORGANISATION 34

ACCORDING TO EMPLOYEES, HOW OFTEN SHOULD

4.1.11 35
PERFORMANCE REVIEW TAKE PLACE
DOES APPRAISAL GIVES A PROPER ASSESSMENT OF
4.1.12 36
CONTRIBUTION TO ORGANISATION
HOW OFTEN DOES PERFORMANCE ASSESSMENT MATCHES TO
4.1.13 37
EXPECTATIONS OF EMPLOYEES
4.1.14 SATISFACTION LEVEL WITH CURRENT APPRAISAL SYSTEM 38
4.1.15 AREAS THAT SHOULD BE IMPROVED 39
4.1.16 IMPORTANCE OF PERFORMANCE APPRAISAL TO AN EMPLOYEES 40
4.1.17 TRANSPARENCY RATING OF PA SYSTEM 41
4.1.18 DIFFERENCE OF OPINION ABOUT RATING WITH APPRAISER 42
4.1.19 NECESSARY FACTORS FOR APPRAISING THE EMPLOYEES 43
4.1.20 OPPORTUNITY FOR SELF REVIEW AND REFLECTION 44
4.1.21 IS FEEDBACK GIVEN ONCE APPRAISAL IS COMPLETED 45

ii
 IN WHAT WAY THIS FEEDBACK HELPS IN TO PERFORM
4.1.22 46
EFFECTIVELY
4.1.23 PA IMPROVES MOTIVATION AND JOB SATISFACTION 47
IS PA ACCURATELY EVALUATING THE PERFORMANCE OF
4.1.24 48
EMPLOYEES
4.1.25 PERFORMANCE APPRAISAL IN COMPANY IS USED FOR 49
4.1.26 RATE 360 DEGREE PERFORMANCE APPRAISAL MODEL 51
4.2 ONE- WAY ANOVA 52
4.3 T TEST 54

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 LIST OF FIGURES AND CHARTS

CHART NO. TITLE PAGE NO

FIGURES
1.3.1 BALLPOINT PEN 3
1.3.2 CD MARKERS 3
1.3.3 COLORING 3
1.3.4 COMBO PACKS 3
1.3.5 CORRECTION PEN 3
1.3.6 FOUNTAIN PENS 3
1.3.7 GEL PENS 3
1.3.8 GIFTING 3
1.3.9 GLUE STICKS 3
1.3.10 HANDY BOARD 4
1.3.11 HIGHLIGHTERS 4
1.3.12 MICRO TIP 4
1.3.13 PENCILS 4
1.3.14 PERMANENT MARKERS 4
1.3.15 RETRACTABLE PENS 4
1.3.16 ROLLER PENS 4
1.3.17 WHITE BOARD MARKERS 4
CHARTS
4.1.1 AGE 25

4.1.2 GENDER 26

4.1.3 MARITAL STATUS 27

4.1.4 WORK EXPERIENCE 28
4.1.5 EDUCATION QUALIFICATION 29
4.1.6 AWARENESS ABOUT 360 DEGREE APPRAISAL MODEL 30
ARE EMPLOYEES AWARE OF THE OBJECTIVES OF
4.1.7 31
PERFORMANCE APPRAISAL

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 INTEGRATES WITH INDIVIDUAL GOALS AND ORGANISATIONAL
4.1.8 32
GOALS

4.1.9 PERFORMANCE APPRAISAL MODEL IN THE ORGANIZATION 33

FREQUENCY OF PERFORMANCE APPRAISAL IS CARRIED OUT IN

4.1.10 ORGANISATION 34

ACCORDING TO EMPLOYEES, HOW OFTEN SHOULD

4.1.11 35
PERFORMANCE REVIEW TAKE PLACE
DOES APPRAISAL GIVES A PROPER ASSESSMENT OF
4.1.12 36
CONTRIBUTION TO ORGANISATION
HOW OFTEN DOES PERFORMANCE ASSESSMENT MATCHES TO
4.1.13 37
EXPECTATIONS OF EMPLOYEES
4.1.14 SATISFACTION LEVEL WITH CURRENT APPRAISAL SYSTEM 38
4.1.15 AREAS THAT SHOULD BE IMPROVED 39
IMPORTANCE OF PERFORMANCE APPRAISAL TO AN
4.1.16 40
EMPLOYEES
4.1.17 TRANSPARENCY RATING OF PA SYSTEM 41
4.1.18 DIFFERENCE OF OPINION ABOUT RATING WITH APPRAISER 42
4.1.19 NECESSARY FACTORS FOR APPRAISING THE EMPLOYEES 43
4.1.20 OPPORTUNITY FOR SELF REVIEW AND REFLECTION 44
4.1.21 IS FEEDBACK GIVEN ONCE APPRAISAL IS COMPLETED 45
IN WHAT WAY THIS FEEDBACK HELPS IN TO PERFORM
4.1.22 46
EFFECTIVELY
4.1.23 PA IMPROVES MOTIVATION AND JOB SATISFACTION 47
IS PA ACCURATELY EVALUATING THE PERFORMANCE OF
4.1.24 48
EMPLOYEES
4.1.25 PERFORMANCE APPRAISAL IN COMPANY IS USED FOR 49
4.1.26 RATE 360 DEGREE PERFORMANCE APPRAISAL MODEL 51

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 CHAPTER 1
1.1 INTRODUCTION

A performance appraisal is a quarterly or annual evaluation of employee performance

and productivity against company goals and objectives. The purpose of the appraisal
is to help each employee succeed. The results of the appraisal can help determine
promotions and raises or gauge areas where an employee needs to improve their
skills.

360-Degree Feedback

• Including a self-service portal for employees, a question library and tools for
taking surveys and giving feedback.

• The software’s Employee Recognition feature allows everyone to check how

they’re progressing with the goals they’ve been assigned.

• The Employee Recognition feature also permits peer-to-peer recognition for

when other employees recognize someone’s doing a good job.

• This appraisal method where managers and employees together identify, plan,
organize, and communicate objectives to focus on during a specific appraisal
period. After setting clear goals, managers and subordinates periodically
discuss the progress made to control and debate on the feasibility of achieving
those set objectives. At the end of the review period (quarterly, half-yearly, or
annual), employees are judged by their results. Success is rewarded with
promotion and a salary hike whereas failure is dealt with transfer or further
training

1
1.2 COMPANY PROFILE

Rorito International Private Limited is 28 years 1 month old Private Limited Indian Non-
Government Company incorporated on 10 Feb 1995. Its registered office is in
Chennai, Tamil Nadu, India.
Rorito International has been a pioneer in scripting revolution in the writing industry for
the last three decades. Inking success with every brand and helping others ink their
own success stories, is the saga of Rorito International. They have brought into the
country, renowned brands from across the world in collaboration with global players.
Over the years, they have equipped ourselves with the best of resources. Our human
capital backed by technological expertise and sound solid experience has placed us
on a fantastic pedestal.They have, for themselves, set benchmarks which are still
unparalleled world over and that has helped them in providing ultimate consumer
delight. With the Corporate National Responsibility of Making in India, we will become
part of the larger movement to take not just us but the whole nation forward and proud
in the global market.Partnering with Global pioneers and technology leaders, Rorito
International offers the consumer a futuristic writing experience. Today, we are all set
to soar into international skies with our vast stable of offerings ranging from the basic
pen to the most advanced writing option, much to the delight of the writer.

RORITO is a complete range of world class writing instruments and stationery

products which would enhance global standards of writing. Designed to offer the
ultimate writing comfort and style, Rorito stands tall in delivering the quintessential of
perfect writing.

Collaborating with Global pioneers in writing inclusive of Schneider, Germany, brings

global technology in writing to this part of the world. The technological association
gives Rorito instruments, perfection in every aspect of pen engineering. Style & finesse
in the pen design lends beauty making every instrument a work of art. Ergonomic
styling is the operative word which ensures that the pen looks good but also provides
writing comfort. Long, smooth hours of easy writing make the experience a complete
delight to every writer. In essence, Rorito is the smart choice of a global class
technologically forward range of pens to please the writing sense.

2
1.3 PRODUCT PROFILE

The company manufactures writing instruments and pens, glue sticks, handy boards
and other stationery products. gel pens, glue sticks, handy boards, markers, and
pencils, G.M. Pens
1.3.1 BALLPOINT PEN 1.3.2 CD MARKERS 1.3.3 COLORING

1.3.4 COMBO PACKS 1.3.5 CORRECTION PEN 1.3.6 FOUNTAIN PENS

1.3.7 GEL PENS 1.3.8 GIFTING 1.3.9 GLUE STICKS

3
1.3.10 HANDY BOARD 1.3.11 HIGHLIGHTERS 1.3.12 MICRO TIP

1.3.13 PENCILS 1.3.14 PERMANENT MARKERS 1.3.15 RETRACTABLE PENS

1.3.16 ROLLER PENS 1.3.17 WHITE BOARD MARKERS

4
1.4 INDUSTRY PROFILE

A globally competitive manufacturing sector is India's greatest potential to drive

economic growth and job creation this decade. Due to factors like power growth, long-
term employment prospects, and skill routes for millions of people, India has a
significant potential to engage in international markets. Several factors contribute to
their potential. First off, these value chains are well positioned to benefit from India's
advantages in terms of raw materials, industrial expertise, and entrepreneurship.

Second, they can take advantage of four market opportunities: expanding exports,
localising imports, internal demand, and contract manufacturing. With digital
transformation being a crucial component in achieving an advantage in this fiercely
competitive industry, technology has today sparked creativity. Manufacturing sector in
India is gradually shifting to a more automated and process driven manufacturing
which is expected to increase the efficiency and boost production of the manufacturing
industry.

India is gradually progressing on the road to Industry 4.0 through the Government of
India’s initiatives like the National Manufacturing Policy which aims to increase the
share of manufacturing in GDP to 25 percent by 2025 and the PLI scheme for
manufacturing which was launched in 2022 to develop the core manufacturing sector
at par with global manufacturing standards.

Manufacturing has emerged as one of the high growth sectors in India. Prime Minister
of India, Mr Narendra Modi, launched the ‘Make in India’ program to place India on the
world map as a manufacturing hub and give global recognition to the Indian economy.
Government aims to create 100 million new jobs in the sector by 2022.

MARKET SIZE

India’s gross domestic product (GDP) at current prices stood at Rs. 51.23 lakh crore
(US$ 694.93 billion) in the first quarter of FY22, as per the provisional estimates of
gross domestic product for the first quarter of 2021-22. The manufacturing GVA at
current prices was estimated at US$ 77.47 billion in the third quarter of FY22 and has
contributed around 16.3% to the nominal GVA of during the past ten years. India has
potential to become a global manufacturing hub and by 2030, it can add more than

5
US$ 500 billion annually to the global economy. As per the economic survey reports,
estimated employment in manufacturing sector in India was 5.7 crore in 2017-18, 6.12
crore in 2018-19 which was further increased to 6.24 crore in 2019-20. India's display
panel market is estimated to grow from ~US$ 7 billion in 2021 to US$ 15 billion in
2025. As per the survey conducted by the Federation of Indian Chambers of
Commerce and Industry (FICCI), capacity utilisation in India’s manufacturing sector
stood at 72.0% in the second quarter of FY22, indicating significant recovery in the
sector.

INVESTMENT

Some of the major investments and developments in this sector in the recent past are:

• According to Department for Promotion of Industry and Internal Trade (DPIIT),

India received a total foreign direct investment (FDI) inflow of US$ 58.77 billion
in FY 2021-22.

• Between April 2000-June 2022:

o The automobile sector received FDI inflows of US$ 33.53 billion.

o The chemical manufacturing sector (excluding fertilisers) received FDI

inflows worth US$ 20.41 billion.

o The drug and pharmaceutical manufacturing sector received FDI inflows

worth US$ 19.90 billion.

• In FY23 (until September 2022), the combined index of eight core industries
stood at 142.8 driven by the production of coal, refinery products, fertilizers,
steel, electricity and cement industries.

• In September 2022, the Manufacturing Purchasing Managers’ Index (PMI) in

India stood at 55.1

• In FY23 (until September 2022), export of top 10 major commodities

(Engineering goods, Petroleum products, Gems and Jewellery, Organic and
Inorganic chemicals, Drugs and Pharmaceuticals, Electronic goods, RMG of all

6
 Textiles, Cotton Yarn/Fabs/Made-ups, Rice, Plastic and Linoleum) stood at
US$ 187.2 billion.

• In October 2022, EPFO added 16.94 lakh net subscribers.

• In October 2021, information technology major Zoho, announced that it will

invest Rs. 50–100 crore (US$ 6.7–13.4 million) and form a new company, that
will focus on research and development (R&D) in the manufacturing sector.

• In August 2021, Wistron Corp. collaborated with India's Optiemus Electronics

to manufacture products such as laptops and smartphones, giving a major
boost to the ‘Make in India’ initiative and electronics manufacturing in the
country.

• In April 2021, Samsung started manufacturing mobile display panels at its

Noida plant and plans to ramp up manufacturing IT display panels soon.

o Samsung Display Noida, which has invested Rs. 4,825 crore (US$ 650.42
million) to move its mobile and IT display manufacturing plant from China
to Uttar Pradesh, has received special incentives from the state
government.

• In April 2021, Bharti Enterprises Ltd. and Dixon Technologies (India) Ltd.,
formed a joint venture to take advantage of the government's PLI scheme for
the manufacturing of telecom and networking products.

GOVERNMENT INITIATIVES

The Government of India has taken several initiatives to promote a healthy

environment for the growth of manufacturing sector in the country. Some of the notable
initiatives and developments are:

• In the Union Budget 2022-23:

o Ministry of Defence has been allocated Rs. 525,166 crore (US$ 67.66 billion)

o The government allocated Rs. 2,403 crore (US$ 315 million) for Promotion
of Electronics and IT Hardware Manufacturing.

7
• The PLI for semiconductor manufacturing is set at Rs. 760 billion (US$ 9.71
billion), with the goal of making India one of the world's major producers of this
crucial component.

• The government approved a PLI scheme for 16 plants for key starting materials
(KSMs)/drug intermediates and active pharmaceutical ingredients (APIs). The
establishment of these 16 plants would result in a total investment of Rs. 348.70
crore (US$ 47.01 million) and generation of ~3,042 jobs. The commercial
development of these plants is expected to begin by April 2023.

• In November 2021, the Experts' Advisory Committee (EAC) of the Department

for Promotion of Industry and Internal Trade approved Rs. 3 crore (US$
403,293.54) for the Atal Incubation Centre (AIC), Pondicherry Engineering
College Foundation (PECF), under the Start-up India Seed Fund scheme.

• In September 2021, Prime Minister Mr. Narendra Modi approved the

production-linked incentive (PLI) scheme in the textiles sector—for man-made
fibre (MMF) apparel, MMF fabrics and 10 segments/products of technical
textiles—at an estimated outlay of Rs. 10,683 crore (US$ 1.45 billion).

• India outlines a plan in August 2021 to reach its goal of US$ 1 trillion in
manufactured goods exports.

• In July 2021, the government launched six technology innovation platforms to

develop technologies and thereby, boost the manufacturing sector in India to
compete globally.

• To propagate Make in India, in July 2021, the Defence Ministry issued a tender
of Rs. 50,000 crore (US$ 6.7 billion) for building six conventional submarines
under Project-75 India.

• In May 2021, the government approved a PLI scheme worth Rs. 18,000 crore
(US$ 2.47 billion) for production of advanced chemical cell (ACC) batteries; this
is expected to attract investments worth Rs. 45,000 crore (US$ 6.18 billion) in
the country, and further boost capacity in core component technology and make
India a clean energy global hub.

8
 • The Mega Investment Textiles Parks (MITRA) scheme to build world-class
infrastructure will enable global industry champions to be created, benefiting
from economies of scale and agglomeration. Seven Textile Parks will be
established over three years.

• The government proposed to make significant investments in the construction

of modern fishing harbours and fish landing centres, covering five major fishing
harbours in Kochi, Chennai, Visakhapatnam, Paradip, and Petuaghat, along
with a multipurpose Seaweed Park in Tamil Nadu. These initiatives are
expected to improve exports from the textiles and marine sectors.

• The 'Operation Green' scheme of the Ministry of the Food Processing Industry,
which was limited to onions, potatoes and tomatoes, has been expanded to 22
perishable products to encourage exports from the agricultural sector. This will
facilitate infrastructure projects for horticulture products.

ROAD AHEAD

India is an attractive hub for foreign investments in the manufacturing sector. Several
mobile phone, luxury and automobile brands, among others, have set up or are looking
to establish their manufacturing bases in the country. The manufacturing sector of
India has the potential to reach US$ 1 trillion by 2025. The implementation of the
Goods and Services Tax (GST) will make India a common market with a GDP of US$
2.5 trillion along with a population of 1.32 billion people, which will be a big draw for
investors. The Indian Cellular and Electronics Association (ICEA) predicts that India
has the potential to scale up its cumulative laptop and tablet manufacturing capacity
to US$ 100 billion by 2025 through policy interventions.One of the initiatives by the
Government of India's Ministry for Heavy Industries & Public Enterprises is SAMARTH
Udyog Bharat 4.0, or SAMARTH Advanced Manufacturing and Rapid Transformation
Hubs. This is expected to increase competitiveness of the manufacturing sector in the
capital goods market. With impetus on developing industrial corridors and smart cities,
the Government aims to ensure holistic development of the nation. The corridors
would further assist in integrating, monitoring and developing a conducive environment
for the industrial development and will promote advance practices in manufacturing.

9
1.5 OBJECTIVES

PRIMARY OBJECTIVES

To understand the Effectiveness of 360 Degree Performance Appraisal System

practiced in Rorito International Pvt Ltd

SECONDARY OBJECTIVES

• To identify the factors inducing to increase the performance of an employee.

• To find out the employees’ awareness & level of satisfaction about the
Performance Appraisal practiced in the organization
• To analyse the factors necessary for appraising the employees.
• To provide suggestions to the management in improving Performance
Appraisal System.

1.6 NEED FOR THE STUDY

The study enables to have access on various facts of the business. This helps in
understanding the need for the importance and advantage of performance appraisal
system in the business firms, this study gives the exposure to our minds to the
integrated management of Human Resource in the various operations, techniques and
the methodologies adopted by the business firms.

Performance appraisal is a systematic process of assessing an individual employee’s

job performance. It is necessary to identify the strengths and weakness of employees
to place right place in right job.

The organization should perform performance appraisal to the employees so that it

increases their work efficiency and potential areas which gives effective results in
success of the organization.

10
1.7 SCOPE OF THE STUDY

The study was done to understand the performance system at Rorito international pvt
ltd. The study mainly concentrates on how the company helps in improving feedback
to employees so that they come to know where they stand and can also improve their
job performance. The present study is conducted in rorito ltd where in the matters
related to performance appraisal is taken into consideration. It covers the employees
belonging to various segments.The area within which the study was conducted
regarding the information of primary data which is collected from the employees of
rorito.To sum up the project had within the scope the study in the area of A study on
performance appraisal in rorito Chennai for a particular time period.

11
 CHAPTER 2

INTRODUCTION

360 Degree appraisal feedback is a process that allows an employee to

understand their strengths and weaknesses. In this Feedback system, the
employer and other staff members like co-workers,peers,subordinates,and
people that share the same work environment, provide feedback to an
employee. They analyse their performance and share tips to improve or better
it.

REVIEW OF LITERATURE

• Abteen Ijadi Maghsoodi (2018)The selection of appropriate Performance

Appraisal (PA) techniques and financing scales for organisations in today's
dynamic and agile environments is a challenging subject. Performance
appraisal has evolved into a strategic strategy to merging company policies with
human resource activities in modern enterprises.Finally, the selected optimal
method used in the case study and results are displayed and detailed with a
thorough example after determining the ideal PA technique, which is 360-
degree feedback.
• Ellen V Rubin and Amani Edwards (2018) analyzed that efficiency of
performance appraisal programs and connection among the appraisal
arrangement and appraisal prejudice complaint. For fulfillment of any
performance appraisal process worker perceptions of the fairness of critiques
of performances is fundamental and from performance appraisal and suitable
coaching and voice possibilities helps in growing of appraisal discrimination
complaints. So, for better efficiency appraisal process, the focus will have to be
on making improvements to the interpersonal verbal exchange as an alternative
than redesigning the appraisal systems.
• Sing and Vadivelu (2016) cite Sheelam and Ravindran’s (2014) research on
the formal and informal enterprises and offshore financial institutions in India,
intended to ascertain the validity of the present PA scheme. The survey

12
 revealed a strong relationship between evenhandedness in PA scoring and
contentment of employees in general. An evaluation scheme will be
unsuccessful if workers do not have confidence in its impartiality (Levy and
Williams, 2004), mentioned by Sing and Vadivelu (2016).
• Sing and Vadivelu’s (2016) view seems to be in line with Chowdhury’s. They
point to Jain and Ratnam (1994)) who maintain that ‘hierarchy and inequality’
characterize Indian custom and to Kanungo and Mendonca (1994) who
emphasize that in India, workers consider their ties with their supervisors more
important than the requirements of their tasks. What is more, they maintain a
dependency on their supervisors in their personal affairs. They refer to the work
of Varma et. al., on industries in India, which established that PA process, is
affected by the rapport between workers and their managers.
• Radebe (2015) referring to Maila (2006) posits that in South Africa, as
elsewhere, the people and the authorities are turning the screws on provincial
governments to improve their performance. Local councilors in South Africa are
consequently adopting PASs since it is assumed that they are effective in
enhancing the output and the progress of workers. Furthermore, PAs give
opinion about achievement to works and their establishments to enable them
address any reported shortcomings. The productivity of each individual worker
is essential in the overall achievement of the targets any institution (Seotlela
and Miruka, 2014).
• M. Z Iqbal, S Akbar & P. Budhawar (2015) analyzed that performance
appraisal techniques and their packages act as an administration manage tools
for attaining or for implementation of organizational targets and organizational
efficiency. Performance appraisal is worthwhile for making improvements to
worker performances and even reaching organizational pursuits.
• James R Harrington (2015) identified that human useful resource
administration establishes both an effective and a fair performance appraisal
process and it additionally deals with quite a lot of organizational and
psychological reasons which have an effect onemployee's notion of
performance appraisal equity, peculiarly in public companies. The study
additionally focuses on regards to the expectations between a worker and that
of a service provider and what each gives and expects in return from the other.

13
• Dwomoh et. al., (2014), citing Prahalad & Hamel (2010, maintain that in spite
of the long standing awareness of the significance of the labor force to the
progress of enterprises, over 80 percent of the companies reviewed in the UK
indicate a certain disappointment with the PAS, pointing out that it is unable to
inspire workers.
• Longenecker, Frink and Caldwell (2014) conducted a study on current US
trends in formal performance appraisal process in a cross section of
manufacturing firms and service firms in their study the authors identifiend the
current trends that have emerged from improved opportunities that exists for
companies that are currently engage in the practice of formally apprasing their
employess. Their study targeted 183 firms in the US that were reviewed by a
panel of three people and their contents were analyzed to indentify the formal
performance apprisal process, rating and procedure to opportunity for
improvement.The data obtained to form the actual formal performamce
appraisal process of organizations were rather limited and the researchers
provided critical insights into the current practice limiting pontential
generalizability. The social implication of the study suggest that companies can
do a much better job of equiping their staff to more effectively reap the
organizational benefits of this key practice (Longenecker, Frink, & Caldwell,
2014).
• Kanfer R., Sawyer & J Early (2014) studied in regards to the more than a few
goal settings in the performance appraisal interviews. In this study, quite a lot
of information was accrued through video - recording type of interviews
centered on the efficiency value determinations from public sector businesses.
This article usually makes a specialty of the function of writing and choosing the
fashioned targets for the progress of future.
• Manish Khanna(2014) Performance appraisal is significant since it is an
important part of any company's human resource strategy. Managing individual
and team performance to accomplish corporate goals has a clear value.
Performance appraisal is a significant instrument in the hands of personal
management because it achieves the department's major goal of appraising
the individual's worth, which is the major goal of the department of people
development. Employees and their supervisors can collaborate to improve job

14
 results and satisfaction through the performance management process. When
both the employee and the supervisor take an active role and work together to
achieve the organization's goals, this approach is most effective. The
management and the employee meet once a year for an appraisal. However,
various trends are altering the appraisal's style and interaction. The authors
reviewed certain unstructured appraisal methodologies, classic methodologies,
and new performance appraisal strategies in this paper.
• Angelo DeNisi & Caitlin E. Smith(2014)Researched the design and
implementation of performance assessment and management systems to
improve efficiency. The study focuses on a model that demonstrates how
enhanced performance requires solid HR practises, fair assessment systems,
effective performance management, and a clear understanding of an
organization's overall strategic goals. The model is supported by three pillars:
motivation, evaluation, and results management. The model depicts a
perception of a relationship between effort put in and expected outcomes, as
well as a perception of a relationship between the achieved result and the
expected level of assessment, and a perception of a link between the level of
evaluation and the evaluation's outcome.
• Ashima Aggarwal, Gour Sundar Mitra Thakur (2013) performed a review of
performance appraisal methods Ranking, Graphic Rating Scale, Critical
Incident, Narrative Essays, Management by Objectives, Assessment Centers,
BARS, 360 Degree, and 720 Degree are some of the performance appraisal
approaches discussed, as well as their benefits and drawbacks. The traditional
method of performance appraisal or the modern method of performance
appraisal are used by the organisations. After the research, the authors came
to the conclusion that determining whether methodology is better than another
is challenging because it relies on the nature and size of the organisation. Each
methodology has its advantages and disadvantages.
• Yoganandan, Saravanan and Priya (2013) A pilot study of 56 employees
focused on the performance evaluation system and the organization's growth.
It looked at how the present PAS aids employee career development as well as
employee participation in the performance evaluation process. The current
evaluation method, which uses the IBHAR software, is well received by

15
 employees. Participation of employees in the development of performance
assessment goals and priorities. The value of an employee's strengths and
faults is underlined during the appraisal process. The result is good, indicating
that employees are always improving in order to reach the company's growth
goals.
• Ashima Aggarwal, Gour Sundar Mitra Thakur (2013) conducted a review on
the methods of performance appraisal. After the research, the authors came to
the conclusion that determining whether one methodology is better than
another is challenging because it relies on the nature and size of the
organisation. Every methodology has its own pros and cons.
(AggarwalAshima&MitraThakurGour., 2013)
• Venclova Katerina (2013)The article focuses on employee performance
appraisal methods used in Czech agricultural enterprises. The first section of
the article looks into the theoretical underpinnings of the term "formal appraisal"
as well as employee performance appraisal methodologies as described by
Czech and international experts. Agricultural firms use these methods in
particular because the results are applied to other aspects of human resource
management, such as the reward system and staff planning. In statistical terms,
the relationship between agricultural organisations' approach of employee
performance appraisal based on predefined goals and personnel planning (a
human resources management area) has been established (p-value: 0.03, Phi
coefficient: 4.578).
• Zhang, Zheng and Li (2012), conducted a study on performance appraisal
process and organizational citizenship behaviour. The objective of their study
was examine how performance appraisal process is associated with
organizational citizenship behaviour, the study was anchored on two theories
namely impression management theory and social exchange theory, the study
used commitment as mediator and rating reward as moderator. The
researchers used a multi source sample of 777 and examined the mediating
role of affective commitment with structural equation modeling and Sobel tests
and the moderating role of rating – reward linkage with ordinary least squares
regression model. The study found out that there is a relationship between
performance appraisal process and organizational citizenship behaviour

16
 mediated by affective commitment and perceived rating reward linkage
strengthened the direct association between organizational citizenship and
performance appraisal process where as it weakened the relationship between
affective commitment and appraisal process (Zhang, Zheng, & Li, 2012)
• T. T. Selvarajan, Peggy A. Cloninger (2011) analyzed that employee’s
reaction with association linking performance appraisal traits and apparent
responses of employees to appraisal characteristics and appraisal outcomes.
As result hypothesized that multi-supply appraisals, value determinations used
for administrative and developmental value determinations and value
determinations that have a high degree of suggestions richness would lead to
extra alleged accuracy and perceived equity of appraisals.
• Kuvaas (2011) carried a research on the interactive role of performance
appraisal reactions and regular feedback and his intentions were to test the
relationship between performance appraisal reactions and staff outcomes in
terms of affective organizational commitment and workplace performance.His
study established that perceived helpfulness of performance appraisal was
directly related to affective commitment and the relations between performance
appraisal and work performance was significant only for employees reporting
higher levels of perceived regular feedback. At the same time the relationship
between performance appraisal reactions and work performance was
moderated by regular feedback that’s suggest formal performance appraisal
cannot compensate for low levels of regular feedback (Kuvaas, 2011).
• Michal Biron, Elaine Ferndale & Jape Paawwe (2011) analyzed that the
success of the performance appraisal method may rely on learn how to control
the workers’ perceptions of its fairness and no longer the fairness, so the
function of performance value determinations acts as a motivational software
for performance appraisal and it describes that efficiency of perceived fairness
of performance appraisal programs.
• David. E. Guest (2011) studied that utilization of performance appraisal
applications as an administration control device for actualizing hierarchical
objectives is intricate for the intent of growing performances within the
corporations and it explains various forms of plans and reasons that offers with
the performance appraisals.

17
• Rocio de Andres (2010) looked into Distance function approaches are used to
evaluate performance. Some companies use performance appraisal to analyse
their employees' efficiency and production in order to plan their promotion,
wage, and layoff policies, among other things. Initially, only the executive staff
carried out this procedure, but it has since grown into an evaluation process
based on the opinions of many reviewers, supervisors, collaborators,
consumers, and the employees themselves (360-degree method).In this way,
the authors suggested a mechanism for aggregating individual valuation in a
framework measure in order to achieve a global evaluation for each employee.
The underlying optimization problems can be simplified to a fairly simple
Extended Goal Programming formulation in this application.
• North (2010) stress that a number of professionals prefer to pay attention to
the skills advancement of employees in PA rather than on their salary, that they
consider any connection to remuneration as downplaying the vital role of staff
development. They observe that linking PA to pay is condemnatory, retaliatory
and distressing. For instance, North states that workers whose appraisal
reports are not satisfactory are likely to contest it as this would not support their
expectation of climbing up the staff ladder and getting a higher salary.
Unfavorable evaluation feedback could bring on bitterness, dampen spirits,
disturb harmony at the place of work and reduce output.
• Muslin Lee, Byoungo Son (2010) studied that whether or not an employee
appraisal evaluation honestly changes employees’ subsequent performance so
the influence for this was once longitudinal analyses to reap contradicting
outcome. Extra longitudinal reports have been done. A suite of knowledge
gathered from an electrical and power company was taken, and observed that,
although each and every of the three measures of appraisal overview content
that is the measure to which, for the duration of the appraisal assessment, (1)
staff have possibility to take part in discussion, (2) ambitions are certainly set
and (3) profession problems was once significantly regarding the staff’ reactions
to the overview, none of them had a positive impact on the next job
performance.
• Yee C. C. and Y.Y.Chen(2009)The Multifactorial Evaluation Model was studied
in relation to the Performance Appraisal System. Employee performance

18
 evaluation is critical in managing an organization's human resource.
Maintaining talented knowledge workers is crucial as the economy shifts to
information-based capitalism. However, deciding whether a performance is
"excellent," "bad," or "average" is a difficult issue for management.
Furthermore, in the absence of a formal appraisal system, superiors may prefer
to rate their subordinates' work performance informally and arbitrarily. The
proposed methodology is for assessing employee performance based on
predetermined performance appraisal criteria. The project was a partnership
with one of Malaysia's leading information and communication technology
companies on its performance rating procedure.
• Robinson and Fink (2009) established that there are a number of flaws in the
evaluation process. However, formal performance appraisal programmes have
often yielded disappointing and unsatisfactory results. According to Robinson
and Fink (2009) performance appraisal should be abandoned as the last hope
as they outline pitfalls and problems as evidence and at the same time consider
the potentials of performance appraisal programes. The issues should not dwell
on whether to scrap but rather it should be to make them better. The irony is
that time becomes an enemy when performance appraisal feedback are not
dealt with openly. In order to prevent the larger problem continuous feedback
and documentation are very important. One reason for failure is that firms often
select extensively from the wide battery of available performance appraisal
techniques without really thinking about which particular technique is best
suited to a particular appraisal objective.

19
 CHAPTER 3

RESEARCH METHODOLOGY

Fundamental to the success of any formal marketing research project is a sound

research design. A good research design has the characteristics of problem definition,
specific methods of data collection and analysis, time required for research project
and estimate of expenses to be incurred. The function of a research design is to ensure
that the require data are collected accurately and economically. A research design is
purely and simply the framework or plan for an analysis of data. It is a blue print that
is followed in completing a study. It resembles the architect`s blue-print (map) for
constructing a house. It may be worthwhile to mention here that a research design is
nothing more than the framework for the study ensures that the study will be relevant
to the problem and the study will employ economical procedures.

Claire seltizetal defines Research Design as “Research design is a catalogue

of the phases and facts relating to the formulation of a research effort. It is the
arrangement of collection and analysis of data in a manner that aims to combine
relevant to the research purpose with economy in procedure”.

Three important about research design are

1. The design of investigation should stem from the problem

2. Whether the designs are productive in a given problem setting depends on

how imaginatively they are applied. An understanding of the basic design is
needed so that they can be modified to suit specific purpose

3. The three basic designs are as follows

i. Exploratory Research design
ii. Descriptive Research design
iii. Casual Research design

The Research design used in the study is descriptive research design

20
3.1 RESEARCH DESIGN
Descriptive research design is also called explanatory design. This is the one
that simply describes something such as demographic characteristics. The descriptive
study is typically concerned with determining frequency with which something occurs
or how two variables vary together.

3.2 SAMPLE SIZE

It refers to the number of elements of the population to sample. The sample
size chosen for the survey is 150.

3.3 DATA SOURCES

After identifying and defining the research problem and determining specific
information required to solve the problem, the researcher`s task is to look the type and
sources of data which may yield the desired results. Data sources are of two types
through which data is collected.
Data sources may be classified as
1. Primary data
2. Secondary data
PRIMARY DATA
Primary data is the original data collected by the researcher first hand. It is
collected for the first time through field survey. These are those that are gathered
specifically, for the problem at hand. The various sources for collecting primary data
are questionnaire, observation, interview etc. The primary source used for the study
is questionnaire.

SECONDARY DATA
Secondary data is the information which is already available in published or
unpublished form. When the needed information is collected from the census of
population available in a library means then it is a secondary data. It is also used for
collecting historical data. The various sources of secondary data are books,
periodicals, journals, directories, magazines, statistical data sources etc. The
secondary source used for this study is company profile, scope, need, review of
literature.

21
3.4 RESEARCH INSTRUMENTS
Research instrument are the instruments which is used for gathering or collecting
information. The instruments used in the study are
1. Direct questions
2. Close end questions
3. Dichotomous questions
4. Multiple choice questions
DIRECT QUESTIONS
Direct questions are just what their names indicate. They explicitly ask for the
desired data. However, the directness of the question also relates to the way a
response is interpreted.

CLOSE END QUESTIONS

Such questions are also called fixed alternative questions they refer to those
questions in which the respondent is given a limited number of alternative response
frame which he/she is to select one that most closely matches his/her opinion or
attitude.

DICHOTOMOUS QUESTIONS
A dichotomous question refers to one which offers the respondent a choice
between only two alternatives and reduces the issue to its simple terms. The fixed
alternatives are of the type, yes/no, agree/disagree, true/false etc.

MULTIPLE CHOICE QUESTIONS

A multiple-choice question refers to one which provides several set alternatives
for its answers. Thus, it is a middle ground between free answers and dichotomous
question.

3.5 SAMPLING
Collecting data about each and every unit of the population is called census
method. The approach, where only a few units of population under study are
considered for analysis is called sampling method. There are two main categories
under which various sampling method can be put.
The two categories are
1. Probability sampling
2. Non-probability sampling

22
The sampling method adopted for the study is convenience sampling under non-
probability sampling.
NON-PROBABILITY SAMPLING
In non-probability sampling, the chance of any particular unit in the population
being selected is unknown, since randomness is not involved in the selection process.
But this does not mean that the findings obtained from non-probability sampling are of
questionable value. If properly conducted their findings can be accurate as those
obtained from probability sampling. The three frequencies used non-probability
designs are
1. Judgment sampling
2. Convenience sampling
3. Quota sampling
3.6 CONVENIENCE SAMPLING
In this method, the sample units are chosen primarily on the basis of the
convenience to the investigator. The units selected may be each person who comes
across the investigator.
3.7 SAMPLE FRAME
A Sample frame may be defined as the listing of the general components of the
individual units that comprise the defined population.

3.8 SAMPLE DESIGN

Sample design is the theoretical basis and the practice means by generalizing
from characteristics of relatively few of the comprising population. It is the method by
which the sample is chosen.

3.9 ANALYTICAL TOOLS

ANOVA
ANOVA is to test for differences among the means of the population by
examining the amount of variation within each sample, relative to the amount of
variation between the samples. Analyzing variance tests the hypothesis that the
means of two or more populations are equal.
F=MSB/MSE

23
T-TEST

A t test is a statistical test that is used to compare the means of two groups. It is
often used in hypothesis testing to determine whether a process or treatment
actually has an effect on the population of interest, or whether two groups are
different from one another.

PERCENTAGES
Percentages refer to a special kind of ratio. Percentages are used in making
comparison between two or more series of data. Percentages are used to describe
relationships; it is expressed as.
Percentage = (no of employees/total no of employees) 100

CHARTS
Charts are graphic displays of data for easy understanding of relative positions
that is not always possible with descriptive words or numbers. Types of charts
commonly used in business data presentation are: Bar and pie.

BAR CHARTS
The bar chart is commonly used for presentation of qualitative data. The data
can be continuous or discrete data, which are plotted against discrete data intervals.
The vertical bar diagram, also called bar chart where the length or height of bars
represent the numerical value of the event or measurement. Width or gap between the
bars is of no significance to the bar chart data, but they are uniform in a diagram.

24
 CHAPTER 4
DATA ANALYSIS AND INTERPRETATION

4.1 PERCENTAGE ANALYSIS

4.1.1 Table Showing Percentage of Age

AGE TOTAL PERCENTAGE

20-30 71 473.%

31-40 51 34%

41-50 24 16%

50&ABOVE 4 2.7%

TOTAL 150 100%

4.1.1 Chart Showing Percentage Of Age

Interpretation

Analysis clearly states that most of the respondents working in the company has an
years of experience in their field of work in the concerned department and the diagram
also shows the age of respondents, by this, we can analyze that 71 employees are
between the age group of 20-30, 4 employees are between the age of 50 years and
above and 51 number of employees are between the age of 31-40 years. Thus, a large
amount of the employees is experienced.

25
4.1.2 Table Showing Percentage of Gender

GENDER TOTAL PERCENTAGE

MALE 100 66.7%

FEMALE 50 33.3%

TOTAL 150 100%

4.1.2 Chart Showing Percentage of Gender

Interpretation

From the above table shows that 66.7% of the respondents are male employees
working at rorito and 33.3% of the respondents are Female employees working at
rorito.

4.1.3 Table Showing Percentage of Marital Status

26
 RESPONSES TOTAL PERCENTAGE

Married 81 46%

Unmarried 69 54%

Total 150 100%

4.1.3 Chart Showing Percentage of Marital Status

Interpretation

From the above table shows that 54% of the respondents are married and 46%
unmarried are working at Rorito.

4.1.4 Table Showing Percentage of Work Experience

27
 YEARS TOTAL PERCENTAGE

0-2 58 38.7%

3-5 51 34%

5&ABOVE 41 27.3

TOTAL 150 100%

4.1.4 Chart Showing Percentage of Work Experience

Interpretation

Most of the employees in the organization have a well verse experience in the
organization as they have been working for a greater number of years in the same
company and providing service to their company. It clears shows that employees
enjoy the work culture and ambiance of Rorito and hence have been working in the
company for years.

4.1.5 Table Showing Percentage of Educational Qualification

28
 QUALIFICATION TOTAL PERCENTAGE

SSLC/HSC 10 6.7%

DIPLOMA 32 21.3%

UNDER GRADUATE 62 41.3%

POST GRADUATE 46 30.7%

TOTAL 150 100%

4.1.5 Chart Showing Percentage of Educational Qualification

Interpretation

From the table it is observed that 41.3% of the employees are Under Graduates,
30.7% are Post Graduates, 21.3% are Diploma holders and the rest being Higher
Secondary respectively.

4.1.6 Table Showing Percentage of Awareness About 360 Degree Appraisal

Model

29
 RESPONSES NO OF RESPONDENTS PERCENTAGE

Yes 61 40.7%

No 70 46.7%

Maybe 19 12.7%

TOTAL 150 100%

4.1.6 Chart Showing Percentage of Awareness About 360 Degree Appraisal

Model

Interpretation

The above analysis infers that 61 of the respondents stated they are aware of workflow
of appraisal system in Rorito. And 70 of them are not aware of the system and 19 of
them are not sure.

4.1.7 Table Showing Percentage of Employees Aware of The Objectives of

Performance Appraisal
30
 RESPONSES NO OF RESPONDENTS PERCENTAGE

Yes 78 52%

No 72 48%

TOTAL 150 100%

4.1.7 Chart Showing Percentage of Employees Aware of the Objectives of

Performance Appraisal

Interpretation

From the above table it is observed that 52% are aware of the performance appraisal
in the organization, 48% are not aware of the appraisal.

4.1.8 Table Showing Percentage of Integrates with Individual Goals and

Organisational Goals

31
 RESPONSES NO OF RESPONDENTS PERCENTAGE

Strongly agree 24 16%

Agree 76 50.7%

Neutral 29 19.3%

Disagree 16 10.7%

Strongly disagree 5 3.3%

TOTAL 150 100%

4.1.8 Chart Showing Percentage of Integrates with Individual Goals and

Organisational Goals

Interpretation

From the above table it is evident that 50.7% of them agrees that performance
appraisal helps to integrate with individual goals and organizational goals and 19.3%
strongly feel performance appraisal helps to integrate with individual goals and
organizational goals.

4.1.9 Table Showing Percentage of Performance Appraisal Model in The

Organization

32
 RESPONSES NO OF RESPONDENTS PERCENTAGE

Simple 35 23.3%

Complicated 40 26.7%

Efficient 66 44%

Inefficient 9 6%

Total 150 100%

4.1.9 Chart Showing Percentage of Performance Appraisal Model in The

Organization

Interpretation

From the above table it is evident that 44% of them agrees that performance
appraisal is efficient and 26.7% feels performance appraisal is complicated .

4.1.10 Table Showing Percentage of Frequency Of Performance Appraisal Is

Carried Out In Organisation

33
 RESPONSES NO OF RESPONDENTS PERCENTAGE

Quarterly 22 14.7%

Half yearly 73 32%

Annually 32 48.7%

More than a year 7 4.7%

Total 150 100%

4.1.10 Chart Showing Percentage of Frequency Of Performance Appraisal Is

Carried Out In Organisation

Interpretation

From the above table 48.7% have agreed that the performance appraisal review is
carried out in half yearly and 32% have gave for annually.It also depends on the
project period for reviewing performance.

4.1.11 Table Showing Percentage of According To Employees, How Often

Should Performance Review Take Place

34
 RESPONSES NO OF RESPONDENTS PERCENTAGE

Once in a week 5 3.3%

Once a month 46 30.7%

Every 3 months 61 40.7%

Every 6 months 28 18.7%

Once a year 10 6.7%

Total 150 100%

4.1.11 Chart Showing Percentage of According To Employees, How Often

Should Performance Review Take Place

Interpretation

The majority want (i.e.40.7% which includes the frequency of the appraisal to every 3
months. The employees say that the longer the frequency between appraisals, the
more the chances of the appraisal not matching up to their expectations because many
performances get overlooked. If the appraisal is done on a more frequent basis, the
employee has a chance to find out the gaps in his / her performance on a more regular.

4.1.12 Table Showing Percentage of Does Appraisal Gives a Proper

Assessment Of Contribution To Organization

35
 RESPONSES NO OF RESPONDENTS PERCENTAGE

Yes 56 37.3%

No 58 38.7%

Maybe 36 24%

Total 150 100%

4.1.12 Chart Showing Percentage of Does Appraisal Gives A Proper

Assessment Of Contribution To Organization

Interpretation

The satisfaction level of the Appraisal system is quite high as can be seen from the
graph. This is a good sign as increased level of satisfaction is the main emphasis of
any appraisal system. The curve tops at the rating of high and this includes about
37.3% of the population. The high Satisfaction level in the System could also be due
to various reasons like monetary or non-monetary incentives or growth parameters.
The satisfaction level also brings to light the efficiency of the management in devising
an acceptable Appraisal system.

4.1.13 Table Showing Percentage of How Often Does Performance Assessment

Matches to Expectations of Employees

36
 RESPONSES NO OF RESPONDENTS PERCENTAGE

Never 5 3.3%

Often 47 31.3%

Rarely 45 30%

Every time 28 18.7%

Sometimes 25 16.7%

Total 150 100%

4.1.13 Chart Showing Percentage of How Often Does Performance Assessment

Matches to Expectations of Employees

Interpretation

The breakup of the data clearly shows that 31.3% of the entire sample state that their
appraisal matches their expectations and appraisal rarely matches up to their
expectations is about 30% of the population. That shows that 80% are satisfied with
the present system even though this includes satisfaction in varying degrees like the
appraisal matches up to the respondents expectations sometimes, often or every time.

4.1.14 Table Showing Percentage of Satisfaction Level with Current Appraisal

System

37
 RESPONSES NO OF RESPONDENTS PERCENTAGE

Very satisfied 14 9.3%

Satisfied 82 54.7%

Neutral 32 21.3%

Dissatisfied 13 8.7%

Very dissatisfied 9 6%

Total 150 100%

4.1.14 Chart Showing Percentage of Satisfaction Level with Current Appraisal

System

Interpretation

The satisfaction level of the Appraisal system is quite high as the curve tops at the
rating of high and this includes about 54.7% of the population. The high Satisfaction
level in the System could also be due to various reasons like monetary or non-
monetary incentives or growth parameters. The satisfaction level also brings to light
the efficiency of the management in devising an acceptable Appraisal system.

4.1.15 Table Showing Percentage of Areas That Should Be Improved

38
 RESPONSES NO OF RESPONDENTS PERCENTAGE

Standards 52 34.7%

Monetary Incentives 113 75.3%

Appraiser 60 40%

Analysis 72 48%

Freq of appraisal 65 43.3%

TOTAL 150 100%

4.1.15 Bar graph Showing Percentage of Areas That Should Be Improved

Interpretation

From the above table it is evident that 75.3% of them agrees that the company
should improve upon its monetary incentives and 43.3% for freq of appraisal i.e.
employees wants to have appraisal for every six months.

4.1.16 Table Showing Percentage of Importance of Performance Appraisal to

An Employees

39
 RESPONSES NO OF RESPONDENTS PERCENTAGE

5 25 16.7%

4 84 56%

3 32 21.3%

2 8 5.3%

1 1 0.7%

TOTAL 150 100%

4.1.16 Bar graph Showing Percentage of Importance of Performance Appraisal

to An Employees

Interpretation

This question was put in to find out and analyze the importance of the Appraisal system
to the productivity of the employee.A vast majority of the respondents (i.e., 56% which
includes ratings of very important or most important) affirm that their performance is
directly influenced by recognitions of their performance by the appraisal system.

4.1.17 Table Showing Percentage of Transparency Rating of Pa System

40
 RESPONSES NO OF RESPONDENTS PERCENTAGE

5 15 10%

4 55 36.7%

3 62 41.3%

2 13 8.7%

1 5 3.3%

TOTAL 150 100%

4.1.17 Bar graph Showing Percentage of Transparency Rating of Pa System

Interpretation

A majority of the employees have given a transparency rating of 3. The perception of

the employees is since the appraisal is done on a quarterly basis; the employee is not
in a position to actually evaluate the basis of the rating he / she has received. This
causes a lot of ambiguity in the ratings. This is the primary concern due which almost
3.3 % have given a rating of 1.

4.1.18 Table Showing Percentage of Difference Of Opinion About Rating With

Appraiser

41
 RESPONSES NO OF RESPONDENTS PERCENTAGE

YES 38 25.3%

NO 59 35.3%

MAYBE 53 39.3%

TOTAL 150 100%

4.1.18 Chart Showing Percentage of Difference Of Opinion About Rating With

Appraiser

Interpretation

The major reason for the decreased transparency rating might be due to the fact that
39.3 % of the respondents did not feel free to express their displeasure, if any, to the
rating given to them. This can be due to decreased comfort levels with the appraiser.
The appraisal system can only be efficient if it takes into consideration the employees’
side of the appraisal. There might be various aspects that the appraiser might have
accidentally overlooked or certain circumstances misinterpreted which can be clarified
if the employee is more open and comfortable with the employer.

4.1.19 Bar graph Showing Percentage of Necessary Factors for Appraising the
Employees

42
Interpretation

From the above bar graph, it is evident that 76 of them agrees communication skills
is an important factor for appraising the employees. And 77 of them strongly agrees
that job knowledge is very important factor too. 69 of them says decision making is
an important factor to consider for an employee.

4.1.20 Table Showing Percentage of Opportunity for Self-Review And

Reflection

43
 RESPONSES NO OF RESPONDENTS PERCENTAGE

Strongly agree 20 13.3%

Agree 80 53.3%

Neutral 39 26%

Disagree 6 4%

Strongly Disagree 5 3.3%

TOTAL 150 100%

4.1.20 Chart Showing Percentage of Opportunity for Self-Review And

Reflection

Interpretation

From the above chart it can be seen that 53.3%has agreed that performance appraisal
gives an opportunity for self-review and reflection. And 13.3% has strongly agreed that
it gives an opportunity for self-review and reflection.

4.1.21 Table Showing Percentage of Feedback Given Once Appraisal Is

Completed

44
 RESPONSES NO OF RESPONDENTS PERCENTAGE

YES 108 72%

NO 42 28%

TOTAL 150 100%

4.1.21 Chart Showing Percentage of Feedback Given Once Appraisal Is

Completed

Interpretation

From the above chart it can be analyzed that 72 % of the respondents are getting
feedback from their appraiser on their performance and 28 % of the respondents feel
that they are not getting feedback on their performance.

4.1.22 Table Showing Percentage of In What Way This Feedback Helps In To

Perform Effectively

45
 RESPONSES NO OF RESPONDENTS PERCENTAGE

Helps in knowing ones 90 60%

own potential

Helps to get proper 66 44%

guidance from superior

Increase productivity 76 50.7%

Sense if recognition 93 82%

Others 17 11.3%

TOTAL 150 100%

4.1.22 Chart Showing Percentage of In What Way This Feedback Helps In To

Perform Effectively

Interpretation

From the above graph it is evident that 93 people feel sense of recognition after
getting feedback and 90of them feels it helps them to know one’s potential. And 60 of
them agrees that it has increased productivity by proper planning with the team.

4.1.23 Table Showing Percentage of Pa Improves Motivation and Job

Satisfaction

46
 RESPONSES NO OF RESPONDENTS PERCENTAGE

Strongly agree 25 16.7%

Agree 84 56%

Neutral 27 18%

Disagree 8 5.3%

Others 6 4%

TOTAL 150 100%

4.1.23 Chart Showing Percentage of Pa Improves Motivation and Job

Satisfaction

Interpretation

From above chart clearly states that 56% of the respondents agree that system helps in
improving Motivation and Job satisfaction of the employees in the organization and 8% of
the employee's feels that performance appraisal system does not help in improving
Motivation and Job satisfaction of the employees in the organization.

4.1.24 Table Showing Percentage of Pa Accurately Evaluating the Performance

of Employees

47
 RESPONSES NO OF RESPONDENTS PERCENTAGE

Strongly agree 20 13.3%

Agree 84 56%

Neutral 32 21.3%

Disagree 8 5.3%

Strongly 6 4%

TOTAL 150 100%

4.1.24 Chart Showing Percentage of Pa Accurately Evaluating the Performance

of Employees

Interpretation

Chart shows that 56% of the respondents has an opinion regarding the performance
appraisal system accurately evaluating their performance, 21.3% of the respondents
neutral that performance appraisal system accurately evaluates their performance
whereas 5.3% of the respondents disagree & 4 % of the respondents strongly disagree
& 13.3 % of respondents Strongly agree that performance appraisal system accurately
evaluate their performance.

4.1.25 Table Showing Percentage of Performance Appraisal in Company Is

Used For

48
 RESPONSES NO OF RESPONDENTS PERCENTAGE

Promotion 116 77.3%

Job Enlargement 108 72%

Job Rotation 58 38.7%

Training Needs 57 38%

Other 11 7.3%

TOTAL 150 100%

4.1.25 Bar graph Showing Percentage of Performance Appraisal In Company Is

Used For

INFERENCE

From the above data it analysed that 77.3% of the respondents feel that appraisal in
the company is used for promotion purpose whereas 72% of the respondents feel that
performance appraisal system is used for job enlargement and the rest say that it is
used for job rotation and training needs.

4.1.26 Table Showing Percentage of Rate 360 Degree Performance Appraisal

Model

49
RESPONSES NO OF RESPONDENTS PERCENTAGE

10 10 6.7%

9 22 14.7%

8 32 21.3%

7 28 18.7%

6 19 12.7%

5 21 14%

4 11 7.3%

3 4 2.7%

2 3 2%

1 0 0%

TOTAL 150 100%

50
4.1.26 Bar graph Showing Percentage of Rate 360 Degree Performance
Appraisal Model

Interpretation

The respondents were specifically told to rate the Appraisal system by setting aside
any kind of human intervention present in it by just evaluating its inherent structure
and not efficiency in its execution. This helps to ascertain whether there are any flaws
in the Performance Appraisal system. About 80 % of the sample has given a rating of
7 points and above. This shows the system is generally acceptable to the employees
and is a good sign for Rorito company. The concern of the Organization should be to
find out why the remaining 20 % are not very highly satisfied with the system and find
out ways and means to increase their acceptability of the system.

51
4.2 ONE-WAY ANOVA

Null hypothesis (Ho):

There is no significance difference on the level of satisfaction with the current

appraisal system among the age group.

Alternate hypothesis (H1):

There is a significance difference on the level of satisfaction with current appraisal

system among the age group.

Descriptives
What is your Satisfaction level with the current Appraisal System?
95% Confidence Interval for
Mean
N Mean Std. Deviation Std. Error Lower Bound Upper Bound Minimum Maximum
1 69 2.17 .785 .095 1.99 2.36 1 4

2 51 2.57 1.100 .154 2.26 2.88 1 5

3 26 2.85 1.120 .220 2.39 3.30 1 5

4 4 2.25 1.258 .629 .25 4.25 1 4

Total 150 2.43 .999 .082 2.27 2.59 1 5

ANOVA
What is your Satisfaction level with the current Appraisal System?
Sum of Squares df Mean Square F Sig.
Between Groups 10.136 3 3.379 3.560 .016
Within Groups 138.557 146 .949
Total 148.693 149

52
Calculated value = 3.560

Tabulated value = 3.09

F = F cal >F tab F=3.560> 3.09

Hence, the Alternate hypothesis [H1] is accepted.

Interpretation

The calculated value of F is greater than the tabulated value. Hence, we reject the null
hypothesis and conclude that there is a significance difference on the level of
satisfaction with the current appraisal system among the age group.

53
4.3 ONE SAMPLE T-TEST

Ho - There is no significance difference between the mean level of effectiveness

towards 360 degrees (Rating method).

H1 - There is a significance difference between the mean level of effectiveness

towards 360 degrees (Rating method).

One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

Effectivenessleveltowards360de 150 6.85 1.943 .159
greeappraisal

One-Sample Test

Test Value = 7
95% Confidence Interval of the
Mean Difference
t df Sig. (2-tailed) Difference Lower Upper
Effectivenessleveltowards -.924 149 .357 -.147 -.46 .17
360degreeappraisal

Calculated value = 3.57

Tabulated value = 2.20

=cal value >tabulated value F=3.57> 2.20

Hence, the Alternate hypothesis [H1] is accepted.

Interpretation

The calculated value of sig.(2 tailed) is greater than the tabulated value. Hence, we
reject the null hypothesis and conclude that there is a significance difference
between the mean level of effectiveness towards 360 degrees (Rating method).

54
 CHAPTER 5
FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 FINDINGS

 Out of the total sample 66.7% of them are male and 33.3% of them are female.

 Most of them are in and around 20 – 30 years of age.

 41% of the sample size is Under Graduates.

 38.7% of the sample size is experienced around 0-2 years and 34% of them
ranging from 3 – 5 years.

 46.7% of employees were not informed about 360-degree appraisal during

induction.

 More than 50% of employees feels that performance appraisal system helps in
the integration of individual goals and organizational goals.

 44% of employees feels that appraisal model in the organization is an efficient

model.

 The performance appraisal is carried out during half yearly.

 38% employees feels that this system doesn’t give a proper assessment of their
contribution to the organization.

 54% of employees are satisfied with the current system.

 62 employees have gave 3 points for transparency of appraisal.

 More than half of the employees agreed that having discipline and job
knowledge is an important factor for appraising the employees.

 53.3% employees have agreed that performance appraisal gives an opportunity

for self-review reflection.

 56% of employees feels that appraisal improves job satisfaction and motivation.

 57% agrees that performance appraisal system is accurately evaluating their

performance.

 77% agrees appraisal is used for job promotion and 72% agrees for job
enlargement.

55
  43.3% employees agrees that this system is helpful to increase their self-
development.

 72% agrees that they will receive feel feedback once the appraisal is
completed.

 This feedback helps in to know the potential and sense of recognition.

 21.3% gave highest rating of 360-degree performance appraisal.

5.2 SUGGESTIONS

93% of the respondents agree that appraisal system has provided a good
communication between top management and staff. The management should
continue to retain this stage which will lead to team work and thereby improve
the productivity. And 47.4% of employees are not aware about the appraisal
system that is followed in the company and 26% of employees feels that this
model is complicated for them so during induction or appraisal period the
company should explain about its objectives and how the system works this
would give clear idea for an employee to work more efficient.

As appraisal takes place annually but the employees suggests that the
appraisal should takes place every 6 months. And 38% of employees agrees
that this model doesn’t gives a proper assessment of their contribution to the
company that is because 30% feels that it rarely matches their expectations. I
would suggest that the top managers and the subordinates should make a goal
that should align with individuals and organization goals.36% of employees
don’t feel comfortable discussing any difference of opinion about the
Performance Rating with their appraiser, I would suggest that the HR team
need to take consider of its employees request and see that the model is
properly evaluating the performance.Regarding the timing of appraisals
majority of the respondents opted for yearly, few of them opted for quarterly
and half yearly. From this it is evident that employees are very much interested
in increasing the frequency of appraisal. And 73.5% of feels that the company
should improve in its monetary incentives, so based on the performance the
company should give incentives to motivate the employees.

56
5.3 LIMITATIONS OF THE STUDY

For anything there should be some limitations like that my project also have
certain limitations. The following are some limitations what I faced:

• The information provided by majority of the respondents could also be biased

or inaccurate. No independent verification of the data was possible.

• Time is one major constraint, which limits the effective data collection.
• The information provided by the respondents is spontaneous and they may not
be consistent.
• The sample size is only 150 so the sample may not be truly representative of
the total population
• Reliability and accuracy of the analysis depends on the respondents’ openness
and trueness towards each question in the questionnaire.

5.4 CONCLUSION

In the whole company performance appraisal system framework is essential

keeping in mind the end goal to know how well the representatives are been
performing out their employments which is assigned to them so it is important
for every one of the organizations requires to take after a viable execution
examination framework. Human Resource is the central wellspring of each
association. Each worker in a business expands the profitability and altruism of
each organization. A representative, being an individual is dealt with as
resources in the association. So the association ought to chiefly accentuation
execution examination strategies and its improvement programs. Both the
appraiser and assess ought to understand the standard and utilize the
apparatus of evaluation framework valuably for the thriving of the association.
Workers are happy with the present performance appraisal frameworks many
as new evaluation methods have developed. So, by making performance and
development designs the appraisers enhances the general performance of the
workers and later they are given appropriate job for that specific employee to
be successful. In the event that the proposed measures are taken into
consideration it will expand the viability of performance appraisal system.

57
REFERENCE

 Aggarwal, A., & Thakur, G. S. M. (2013). Techniques of performance

appraisal-a review. International Journal of Engineering and Advanced
Technology (IJEAT), 2(3), 617- 621.
 David.E. Guest. (2011). Human Resource Management and Performance.
International Journal of Human Resource Management, 8(3), 263-276.
 De Andres, R., García-Lapresta, J. L., & González-Pachón, J. (2010).
Performance appraisal based on distance function methods. European
Journal of Operational Research, 207(3), 1599-1607.
 Denis, A., & Smith, C. E. (2014). Performance appraisal, performance
management, and firm-level performance: A review, a proposed model, and
new directions for future research. Academy of Management Annals, 8(1),
127-179.
 Ellen V Rubin & Amani Edwards. (2018). Linkage between appraisal
system and appraisal discrimination complaints. International journal of
Project Management, 10(8), 557-560.
 Khanna, M., & Sharma, R. K. (2014). Employees performance appraisal
and its techniques: a review. Asian Journal of Advanced Basic Sciences,
2(2), 51-58. Yoganand an, G., Saravanan, R., Priya, N., & Ruby, N. (2013).
A study on performance appraisal system in EID Parry (India) Ltd, Peglar,
Tamil Nadu, India. IJSR-International Journal of Scientific Research, 2(8),
142-145.
 M.Z.Iqbal, S Akbar & Bhawar. (2015). Effectiveness of performance
appraisal: an integrated framework. International Journal Of Management
Review, 17(4), 510533.
 Mahmoodi, A. I., Abuladze, G., Khalil Zadeh, M., & Zawada’s, E. K. (2018).
Ranking and selecting the best performance appraisal method using the
MULTIMOORA approach integrated Shannon’s entropy. Frontiers of
Business Research in China, 12(1), 1-21.
 Michael Biron, Elaine Ferndale & Jaap Paauwe. (2009). Performance
Management Effectiveness. International Human resource management,
22(6), 1294-1311.

58
  R.D.Staciu. (2015). Performance Management a strategic tool. Business
and Management Journal, 3(2), 5-12.
 T.T. Selvarajan & Peggy A. Cloninger, (2012). Can performance appraisals
motivate employees to improve performance? American study. The
International Journal of Human Resource Management, 23(15), 3063-
3084.
 Thompson, David & Snape, Ed & Redman, Tom & Stokes, Coryn. (2014).
Public Sector Reform. Asian Journal of Public Administration, 21(3), 114-
144.
 Venclová, K., Salkova, A., & Kolackova, G. (2013). Identification of
employee performance appraisal methods in agricultural organizations.
Journal of Competitiveness, 5(2)
 Yee, C. C., & Chen, Y. Y. (2009). Performance appraisal system using
multifactorial evaluation model. World Academy of Science, Engineering
and Technology, 53(2009), 231- 235.

WEBSITES
 http://www.answerbag.com/q_view/1969680
 http://www.managementstudyguide.com/performance-appraisal.htm
 http://www.roritoworld.com/
 https://www.hrhelpboard.com/performance-management/360-degree-
performance-appraisal.htm
 https://www.indeed.com/career-advice/career-development/360-degree-
appraisal
 https://www.investopedia.com/what-is-a-performance-appraisal-4586834
 https://www.marketresearchreports.com/industry-manufacturing
 https://www.whatishumanresource.com/360-degrees-performance-appraisal
 http://www.humanresources.hrvinet.com/benefits-of-performance-appraisal/
 http://www.managementparadise.com/
 http://www.performance-appraisal.com/methods.htm
 http://en.wikipedia.org/wiki/Performance_appraisal

59
 ANNEXURE 1

QUESTIONNARE

A Study on Effectiveness of 360 Degree Performance Appraisal System at

Rorito International Pvt Ltd

1. Name:

2. Age

3. Gender:

Male ( )
Female ( )

4. Marital Status:

Married( )
Unmarried ( )

5. Experience (in years):

6. Educational Qualification:
Secondary ( )
Diploma ( )
UG ( )
PG ( )

1. Were you informed about the 360 Degree Performance Appraisal model, used
in the Organization, during your induction?
Yes
No

60
2. Are you aware of the objectives of performance appraisal system in your
organization?
Yes[]
No[]

3. How do you find the Performance Appraisal Model in this Organization? (Mark
all the relevant options)
1) Simple
2) Complicated
3) Efficient
4) Inefficient

4. According to you, how often should the Performance Review take place?
1) Once in a week
2) Every 6 Months
3) Once a month
4) Once a Year
5) Every 3 months

5. In your opinion, does the Performance Appraisal System give a proper

assessment of your contribution to the Organization?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

6. How often does your Performance assessment match to your expectations?

1) Never
2) Often
3) Rarely

61
 4) Every time
5) Sometimes

7. What is your Satisfaction level with the current Appraisal System?

Highly satisfied[]
Satisfied[]
Moderate[]
Dissatisfied[]
Highly dissatisfied

8. Which are the areas that should be improved upon?

1) Standards
2) Monetary Incentives
3) Appraiser
4) Analysis
5) Freq of Appraisal

9. How important do you think is Performance Appraisal to your Performance?

1) Not Important - 0
4) Very Important –
2) Less Important - 2 5)
Most Important - 12 4
3) Important 5 14

10. Transparency Rating of the Performance Appraisal system (rate)

11. Do you feel comfortable discussing any difference of opinion about your
Performance Rating with your appraiser? Yes or no

12. Performance Appraisal Model Rating(rate)

62
13. Do 360-degree performance appraisals help to create an environment where
everyone is encouraged to share their work burdens?
Yes
No

14. Do you think the following factors are necessary for appraising the
employees?
Commitment of work
Discipline
Attendance
Job Knowledge
Relation with superior and subordinates
Plan of Work
Decision Making
Leadership qualities
Communication skills

15. Do you think performance appraisal improves motivation and job Satisfaction?

Yes [ ]

No [ ]

16. The performance appraisal in company is used for?

a. Promotion [ ]

b. Job-Enlargement [ ]

c. Job Rotation

d. Training Needs [ ]

17. what level Does the performance appraisal system facilitate to increase your
self-development?
Very high[]
High[]

63
 Moderate[]
Poor[]

18. As an appraisee ,are you given feedback,once the appraisal is completed?

Yes[] No[]

19. In what way this feedback helps you to perform effectively?

Helps in knowing ones own potential[]
Helps to get proper guidance from superior[]
Increase productivity[]
Sense of recognition[]
Others

64
 ANNEXURE 2 - ARTICLE

A Study on Effectiveness of 360 Degree Performance Appraisal System at Rorito International Pvt Ltd

Ms.S.JASMIYA ROSHINI,B.COM(CS),MBA.,
School of Management Studies,Sathyabama Institute of Science and Technology
Chennai,Tamilnadu,South India

Dr.D. Velumoni MBA.,M.Phil.,N.E.T.,S.E.T.,Ph.D.,

Assistant Professor, Sathyabama Institute Of Science And Technology
Chennai,Tamilnadu,South India

ABSTRACT
Performance Appraisal has been considered as the most significant an indispensable tool for an organization, for
the information it provides is highly useful in making decisions regarding various personnel aspects such as
promotion and merit increases. Performance measures also link information gathering and decision-making
processes which provide a basis for judging the effectiveness of personnel sub-divisions such as recruiting,
selection, training and compensation. Accurate information plays a vital role in the organization as a whole. They
help in finding out the weaknesses in the primary areas. Once the employee has been selected, trained and
motivated, he is then appraised for his performance. Performance Appraisal is the step where the Management
finds out how effective it has been at hiring and placing employees. If any problems are identified, steps are taken
to communicate with the employee and remedy them.

INTRODUCTION
A performance appraisal is a quarterly or annual evaluation of employee performance and productivity against
company goals and objectives. The purpose of the appraisal is to help each employee succeed. The results of the
appraisal can help determine promotions and raises or gauge areas where an employee needs to improve their
skills.After setting clear goals, managers and subordinates periodically discuss the progress made to control and
debate on the feasibility of achieving those set objectives. At the end of the review period (quarterly, half-
yearly, or annual), employees are judged by their results. Success is rewarded with promotion and a salary hike
whereas failure is dealt with transfer or further training.It includes a self-service portal for employees, a question
library and tools for taking surveys and giving feedback.The software’s Employee Recognition feature allows
everyone to check how they’re progressing with the goals they’ve been assigned.The Employee Recognition
feature also permits peer-to-peer recognition for when other employees recognize someone’s doing a good job.

COMPANY PROFILE
Rorito International Private Limited is 28 years 1 month old Private Limited Indian Non-Government Company
incorporated on 10 Feb 1995. Its registered office is in Chennai, Tamil Nadu, India.Rorito International has been
a pioneer in scripting revolution in the writing industry for the last three decades. Inking success with every brand
and helping others ink their own success stories, is the saga of Rorito International. They have brought into the

65
country, renowned brands from across the world in collaboration with global players. Over the years, they have
equipped ourselves with the best of resources.

INDUSTRY PROFILE
A globally competitive manufacturing sector is India's greatest potential to drive economic growth and job
creation this decade. Due to factors like power growth, long-term employment prospects, and skill routes for
millions of people, India has a significant potential to engage in international markets. Several factors contribute
to their potential. First off, these value chains are well positioned to benefit from India's advantages in terms of
raw materials, industrial expertise, and entrepreneurship.

REVIEW OF LITERATURE
• Abteen Ijadi Maghsoodi (2018)The selection of appropriate Performance Appraisal (PA) techniques
and financing scales for organisations in today's dynamic and agile environments is a challenging subject.
Performance appraisal has evolved into a strategic strategy to merging company policies with human
resource activities in modern enterprises.Finally, the selected optimal method used in the case study and
results are displayed and detailed with a thorough example after determining the ideal PA technique,
which is 360-degree feedback.
• Ellen V Rubin and Amani Edwards (2018) analyzed that efficiency of performance appraisal programs
and connection among the appraisal arrangement and appraisal prejudice complaint. For fulfillment of
any performance appraisal process worker perceptions of the fairness of critiques of performances is
fundamental and from performance appraisal and suitable coaching and voice possibilities helps in
growing of appraisal discrimination complaints. So, for better efficiency appraisal process, the focus will
have to be on making improvements to the interpersonal verbal exchange as an alternative than
redesigning the appraisal systems.
• Kanfer R., Sawyer & J Early (2014) studied in regards to the more than a few goal settings in the
performance appraisal interviews. In this study, quite a lot of information was accrued through video -
recording type of interviews centered on the efficiency value determinations from public sector
businesses. This article usually makes a specialty of the function of writing and choosing the fashioned
targets for the progress of future.
• Ashima Aggarwal, Gour Sundar Mitra Thakur (2013) performed a review of performance appraisal
methods Ranking, Graphic Rating Scale, Critical Incident, Narrative Essays, Management by Objectives,
Assessment Centers, BARS, 360 Degree, and 720 Degree are some of the performance appraisal
approaches discussed, as well as their benefits and drawbacks. The traditional method of performance
appraisal or the modern method of performance appraisal are used by the organisations. After the
research, the authors came to the conclusion that determining whether methodology is better than another
is challenging because it relies on the nature and size of the organisation. Each methodology has its
advantages and disadvantages.
• Rocio de Andres (2010) looked into Distance function approaches are used to evaluate performance.
Some companies use performance appraisal to analyse their employees' efficiency and production in

66
 order to plan their promotion, wage, and layoff policies, among other things. Initially, only the executive
staff carried out this procedure, but it has since grown into an evaluation process based on the opinions
of many reviewers, supervisors, collaborators, consumers, and the employees themselves (360-degree
method).In this way, the authors suggested a mechanism for aggregating individual valuation in a
framework measure in order to achieve a global evaluation for each employee. The underlying
optimization problems can be simplified to a fairly simple Extended Goal Programming formulation in
this application.

OBJECTIVES
PRIMARY OBJECTIVES
To understand the Effectiveness of 360 Degree Performance Appraisal System practiced in Rorito International
Pvt Ltd

SECONDARY OBJECTIVES
• To identify the factors inducing to increase the performance of an employee.
• To find out the employees’ awareness & level of satisfaction about the Performance Appraisal
practiced in the organization
• To analyse the factors necessary for appraising the employees.
• To provide suggestions to the management in improving Performance Appraisal System.

RESEARCH DESIGN
Descriptive research design is also called explanatory design. This is the one that simply describes
something such as demographic characteristics. The descriptive study is typically concerned with determining
frequency with which something occurs or how two variables vary together.

SAMPLE SIZE
It refers to the number of elements of the population to sample. The sample size chosen for the survey is 150.

PERIOD OF STUDY
The period of study is from February 2023 to April 2023

DATA SOURCES
After identifying and defining the research problem and determining specific information required to solve the
problem, the researcher`s task is to look the type and sources of data which may yield the desired results. Data
sources are of two types through which data is collected.
Data sources may be classified as
1. Primary data

67
 2. Secondary data
PRIMARY DATA
Primary data is the original data collected by the researcher first hand. It is collected for the first time through
field survey. These are those that are gathered specifically, for the problem at hand. The various sources for
collecting primary data are questionnaire, observation, interview etc. The primary source used for the study is
questionnaire.

SECONDARY DATA
Secondary data is the information which is already available in published or unpublished form. When the needed
information is collected from the census of population available in a library means then it is a secondary data. It
is also used for collecting historical data. The various sources of secondary data are books, periodicals, journals,
directories, magazines, statistical data sources etc. The secondary source used for this study is company profile,
scope, need, review of literature.

SAMPLE DESIGN
Sample design is the theoretical basis and the practice means by generalizing from characteristics of relatively
few of the comprising population. It is the method by which the sample is chosen.

ANALYTICAL TOOLS
ANOVA
ANOVA is to test for differences among the means of the population by examining the amount of variation
within each sample, relative to the amount of variation between the samples. Analyzing variance tests the
hypothesis that the means of two or more populations are equal.
F=MSB/MSE

T-TEST
A t test is a statistical test that is used to compare the means of two groups. It is often used in hypothesis
testing to determine whether a process or treatment actually has an effect on the population of interest, or
whether two groups are different from one another.

LIMITATIONS OF THE STUDY

For anything there should be some limitations like that my project also have certain limitations. The
following are some limitations what I faced:

• The information provided by majority of the respondents could also be biased or inaccurate. No
independent verification of the data was possible.

• Time is one major constraint, which limits the effective data collection.
• The information provided by the respondents is spontaneous and they may not be consistent.
• The sample size is only 150 so the sample may not be truly representative of the total population

68
 • Reliability and accuracy of the analysis depends on the respondents’ openness and trueness towards each
question in the questionnaire.

DATA ANALYSIS AND INTERPRETATION

1) Table Showing Percentage of Satisfaction Level with Current Appraisal System

RESPONSES NO OF RESPONDENTS PERCENTAGE

Very satisfied 14 9.3%

Satisfied 82 54.7%

Neutral 32 21.3%

Dissatisfied 13 8.7%

Very dissatisfied 9 6%

Total 150 100%

Chart Showing Percentage of Satisfaction Level with Current Appraisal System

Interpretation

The satisfaction level of the Appraisal system is quite high as the curve tops at the rating of high and this
includes about 54.7% of the population. The high Satisfaction level in the System could also be due to various
reasons like monetary or non-monetary incentives or growth parameters. The satisfaction level also brings to
light the efficiency of the management in devising an acceptable Appraisal system.

69
2)Table Showing Percentage of Rate 360 Degree Performance Appraisal Model

RESPONSES NO OF RESPONDENTS PERCENTAGE

10 10 6.7%

9 22 14.7%

8 32 21.3%

7 28 18.7%

6 19 12.7%

5 21 14%

4 11 7.3%

3 4 2.7%

2 3 2%

1 0 0%

TOTAL 150 100%

Bar graph Showing Percentage of Rate 360 Degree Performance Appraisal Model

70
Interpretation

The respondents were specifically told to rate the Appraisal system by setting aside any kind of human intervention
present in it by just evaluating its inherent structure and not efficiency in its execution. This helps to ascertain
whether there are any flaws in the Performance Appraisal system. About 80 % of the sample has given a rating of
7 points and above. This shows the system is generally acceptable to the employees and is a good sign for
Champion Voyager Designers Pvt Ltd. The concern of the Organization should be to find out why the remaining
20 % are not very highly satisfied with the system and find out ways and means to increase their acceptability of
the system.

ONE-WAY ANOVA

Null hypothesis (Ho):

There is no significance difference on the level of satisfaction with the current appraisal system among the
age group.

Alternate hypothesis (H1):

There is a significance difference on the level of satisfaction with current appraisal system among the age
group.

Descriptives
What is your Satisfaction level with the current Appraisal System?
95% Confidence Interval for
Mean
N Mean Std. Deviation Std. Error Lower Bound Upper Bound Minimum Maximum
1 69 2.17 .785 .095 1.99 2.36 1 4
2 51 2.57 1.100 .154 2.26 2.88 1 5
3 26 2.85 1.120 .220 2.39 3.30 1 5
4 4 2.25 1.258 .629 .25 4.25 1 4
Total 150 2.43 .999 .082 2.27 2.59 1 5

ANOVA
What is your Satisfaction level with the current Appraisal System?
Sum of Squares df Mean Square F Sig.
Between Groups 10.136 3 3.379 3.560 .016
Within Groups 138.557 146 .949
Total 148.693 149

71
Calculated value = 3.560

Tabulated value = 3.09

F = F cal >F tab F=3.560> 3.09

Hence, the Alternate hypothesis [H1] is accepted.

Interpretation

The calculated value of F is greater than the tabulated value. Hence, we reject the null hypothesis and conclude
that there is a significance difference on the level of satisfaction with the current appraisal system among the age
group.

ONE SAMPLE T-TEST

Ho - There is no significance difference between the mean level of effectiveness towards 360 degrees (Rating
method).

H1 - There is a significance difference between the mean level of effectiveness towards 360 degrees (Rating
method).

One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

Effectivenessleveltowards360de 150 6.85 1.943 .159
greeappraisal

One-Sample Test

Test Value = 7
95% Confidence Interval of the
Mean Difference
t df Sig. (2-tailed) Difference Lower Upper
Effectivenessleveltowards -.924 149 .357 -.147 -.46 .17
360degreeappraisal

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Calculated value = 3.57

Tabulated value = 2.20

=cal value >tabulated value F=3.57> 2.20

Hence, the Alternate hypothesis [H1] is accepted.

Interpretation

The calculated value of sig.(2 tailed) is greater than the tabulated value. Hence, we reject the null hypothesis and
conclude that there is a significance difference between the mean level of effectiveness towards 360 degrees
(Rating method).

FINDINGS

 54% of employees are satisfied with the current system.

 21.3% gave highest rating of 360-degree performance appraisal.

 Most of them are in and around 20 – 30 years of age.

 About 80 % of the sample has given a rating of 7 points and above.

 2 employees have gave 3 points for transparency of appraisal.

 More than half of the employees agreed that having discipline and job knowledge is an important factor
for appraising the employees.

 53.3% employees have agreed that performance appraisal gives an opportunity for self-review reflection.

 56% of employees feels that appraisal improves job satisfaction and motivation.

 57% agrees that performance appraisal system is accurately evaluating their performance.

 77% agrees appraisal is used for job promotion and 72% agrees for job enlargement.

CONCLUSION

In the whole company performance appraisal system framework is essential keeping in mind the end goal to
know how well the representatives are been performing out their employments which is assigned to them so it is
important for every one of the organizations requires to take after a viable execution examination framework.
Human Resource is the central wellspring of each association. Each worker in a business expands the
profitability and altruism of each organization. Being an individual is dealt with as resources in the association.
So the association ought to chiefly accentuation execution examination strategies and its improvement
programs. Both the appraiser and assess ought to understand the standard and utilize the apparatus of evaluation
framework valuably for the thriving of the association.

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