Ntcc Rough.docx

INTRODUCTION HUMAN RESOURCE MANAGEMENT (HRM) It is the function within an organisation that focuses on recruitment of management and providing direction for the people who work in the organisation. HRM can be performed by line managers. Organisation’s most valuable assets to the management is strategic and coherent approach. The people working there individually and collectively contribute to the achievement of the objectives of the business. It means employing people , developing their capacities, utilising, maintaining and compensating their services in tune with the job and organisational requirement. Human Resource Management is the organisational function that deals with issues related to people such as compensation, hiring, performance management, organisation development, safety, wellness, benefits, employee motivation, communication, administration, and training. Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and “ human resources " (HR) have 1

largely replaced the term “ personnel management " as a description of the processes involved in managing people in organisations. In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.

PERFORMANCE APPRAISAL SYSTEM

It refers to all the formal procedures used to evaluate an individual , his contributions and potential. In other words , it is to plan and measure the performance of an individual in terms of the requirement of the job or it is a process of finding out how effective the organisation has been at hiring and placing an employee.

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Performance appraisal is a formal system of review and evaluation of individual or team task performance. While evaluation of team performance is critical when teams exist in an organization, the focus of performance appraisal in most firms remains on the individual employees. Regardless of the emphasis, an effective appraisal evaluates accomplishments and initiates plans for development, goals and objectives. It is a formal system of review and evaluation of Individual or team task performance. While evaluation of team performance is critical when team exist in an organisation , the focus of performance appraisal in most firms remains on the individual employees.

COMPANY The DELTA PAPER MILLS LIMITED was established as a public limited company on 23 may 1975. In 1978 the initial production capacity was 30 tones per day. In 1986, delta paper mills limited under Took an expansion project to double its capacity to 60 tones per day. Now the capacity of the plant is 115 tones per day.

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NEED FOR THE STUDY

Appraising the performance of individuals , groups and organisations is a common practise of all societies. While in some instance these appraisal processes are structured and formally sanctioned, in other instance they are an informal and integral part of daily activities. Consciously or unconsciously evaluate our own actions from time to time. In social interactions , performance is conducted a systematic and planned manner to achieve widespread popularity in recent years. Performance appraisal is important to understand and improve the performance through HR department. In fact performances appraisal is the basis for HRD. It was viewed that performance appraisal was useful to decide upon employee promotion/ transfer , salary determination and the like.

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But the recent development in HRM indicate that performance appraisal is the basis for employee development. Performance appraisal indicates the rank of desired performance and actual performance and the gap between the two of them. This gap can be fulfilled with the help of human resource development techniques. According to the past survey it was noticed that the performance appraisal system in this company was not up to the mark. Hence there would be scope for giving few suggestions as per my knowledge to improve the performance appraisal system which was quite essential for the better performance of the employees.

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IMPORTANCE OF THE STUDY The term performance appraisals provide both employees as well as managers a chance or an opportunity to get to know where the employee is good at and where he needs improvement. Performance appraisal should be conducted on after every month and promotion opportunities should not be attached to it. Why it is important in an organisation? There are several factors which makes performance appraisal important in the organisation 1. Communicating goals - performance appraisal gives or provides the opportunity to managers to explain the employees about the organisational goals and also the ways through which they can participate in the achievement of those goals. 2. Accountability of employees - when employees get the idea of there regular evaluation they will realise that they are accountable for their job performance.

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3. Feedback - it is important for every employee to know when their job duties are being fulfilled and when issues can be there with their work performance. This can be done on regular basis. 4. Career path - performance appraisal helps both employees as well as managers to have a discussion on the fulfilment of the goals of the company. This can include identifying skills that must be acquired and also tells where one should improve. 5. Giving personal attention - while discussing about the performance of the employee, manager come to know about the strengths and weaknesses of the employee so that he can tell him about where to improve and where to remain consistent.

OBJECTIVE OF THE STUDY • To study the importance and need of performance appraisal system. • To portray the profile of delta paper mills ltd. 7

• To know about the implementation of performance appraisal system in the above organisation. • Based on the views and perception of employees data analysis and interpretation is prepared. • To know about the kinds of limitations present in it. • To find appropriate suggestions and summarise the need of performance appraisal system in an organisation.

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METHODOLOGY OF THE STUDY After the objective of the study has been clearly stated , the next in formal research project is to determine the source from which the data is required to be collected. The data collection is an interesting spect of the study achieving data effectively the information consists of 2 types of data which is primary data and secondary data. The data collected for this project is primary data. PRIMARY DATA

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A structured questionnaire is prepared and distributed among 40 employees and personal interview and interaction was also done. SIZE A sample of 40 employees has been selected. Although it looks to be a small sample keeping in view of large number of employees which has to be limited due to less time and even then the sample size is not considered to be that small. It is enough to draw suggestions and conclusions. TYPE Since all the employees from all levels that is upper level, middle level and lower level are bound to experience stress, the sample size has to include all employees. Stratified random sampling technique was selected while preparing questionnaire as this was the only technique that will help to draw appropriate conclusions.

COMPANY PROFILE DELTA PAPER MILLS LTD. VENDRA 10

Delta Paper Mills Limited was established in 1975 and situated at Vendra Village, West Godavari Dist., Andhra Pradesh. The Company manufactures Writing and Printing Papers of different cultural varieties such as Creamwove, White Printing, Azurewove, Azurelaid, Duplicating etc.The Company uses unconventional Raw Materials like Paddy Straw and Bagasse. It went into commercial production in 1978 with an initial installed capacity of 9000 MTs per Annum. Subsequently in 1982, the Company envisaged expansion of the capacity to 18000 MT, successfully completed the same and started the commercial production during 1988.The main objective of this Establishment was to use Agro residues and cater to the needs of the farmers. It is the first Company to utilize Natural Gas supplied by Oil & Natural Gas Corporation in entire South India. To keep the environmental balances, the Company has taken up plantation of trees in and around the Mill Premises. It has got full-fledged Effluent Treatment Plant. The Company has developed superior quality of paper called “Super Delux Creamwove” and penetrated into the market with good results. It has a strong marketing network. The majority of Sales comprises to the Government Department viz., Government Text Book Corporation of Andhra Pradesh, Maharastra, Madhya Pradesh, Tamilnadu, Kerala, and other Central/State 11

Government Agencies through DGS&D Rate Contract. The Company enjoys patronage of private market distributors and also having a brand name and image. It’s “Delta Hasti Duplicating Paper and Note Books” are very popular.

In the year 1988, Sri Gokaraju Ganga Raju, Promoter. Head of Laila Group, Managing partner of M/s. Chemiloids, Herbal Pharma Extract Unit and an Eminent Industrialist in Andhra Pradesh has taken over the Management of the Company and turned the corner and achieved its capacity utilization to an extent pf 144% . The Management has installed one more Paper Machine and commissioned the same during December 2004. With this, the Company’s production level is increased to 42,000 MT per Annum of Writing & Printing papers. For Further development of the quality of paper, full utilization of capacity and for pollution abatement, the Company has embarked Mill Development Programme under which the Pulp Mill is upgraded for pulping Bagassee by installing Continuous Digester System. This has to be done since for abating pollution. Straw pulp can not be used as the waste liquor form paddy straw pulping can not recover the chemical, as well as the fuel value and hence the Company has switched over to Bagasse pulping. This has increased the requirement of Bagasse substantially with 12

a simultaneous drastic reduction in paddy straw usage. Though all effort that are required for procuring Bagasse from other Sugar Mills are made its availability has become difficult in view of fact that most of the Sugar Mills are using their Bagasse for their Captive Power Generation. The Management had the foresight and vision and anticipation such a situation, have procured Sugar Mills, when the AP Govt. started disinvesting in Co-Operative Sugar Mills. Delta Sugars Ltd is one such Mill. The Management has also installed coal fired boiler in Delta Sugars Limited. Hanuman Junction so that Bagasse can be released for use as raw material for the Paper Mills. Thus, the Company is procuring almost 40-50% of its bagasse requirement from its sister concern, M/s Delta Sugars Limited, Hanuman Junction, besides the procurement of Bagasse from other Sugar Mills in and around West Godavari District.

Personnel Philosophy of Management:

Delta Paper Mill is professionally managed result oriented company. The personal or with outstanding experience in paper manufacturing and other major industries with proven track record in their respective professions with outmost dedication to achieve the company’s objective. 13

The company adopted modern management philosophy and believes in human resources development as a pre-requisite for optional growth of the organization. To the growth and development of the employees opportunities are provided to improve their performance and professional competence by appropriate exposure to nee based training and development programs. Welfare, sports and recreation facilities are provided to the employees in best traditions of the organization. The plant provides direct employment to around 3000 persons. The trust of the policies of directed towards the adoption of appropriate systems of management for providing security to share holders, speed in decision making, service to the customer and success of the employees exposes in the achievement of companies objectives. Environment Policy: Delta paper Mills shall continue to pursue the policy of modifying and upgrading the existing technologies and processes. Implementing eco-friendly measures for minimizing waste generation, resource conservation and prevention of pollution of contribute to wars environmental improvement. Reduction in Water Consumption: 14

With the commitment of the employees and the support of the management towards energy conservation, continuous In-house R&D and energy conservation cell studies, the company is able to substantially reduce the water consumption.

Paper Making Process: The manufacture different type of writing printing, packaging papers and Boards using Sulphate process. The principal raw materials are Bamboo and wood. The Bamboo and wood are chipped in chippers and coved to chip silos. From the chip silos, the chip are fed to batch digesters with cooking, the pulp that comes out of the diggers is unbleached pulp and then passed through pulp Knitters to remove Knots and then passed through four stage counter current washer for screening the foreign matters and separating the spend liquor is collected in big storage tanks from where it goes to soda recovery for converting into white liquor for use cooking chemical in diggers. The unbleached pulp fitter through screening to separate out the foreign materials is processed in bleaching plant to make it white for manufacturer of white/color paper. The pulps bleached in three stages consisting of chlorination. Cause extraction and hypochlorite in Bleach Plant No.2 and in addition chlorine Dioxide Bleaching is taking place in Bleach plant no.03 as per requirement. 15

The bleached and unbleached pulp are send to stock preparation section, where the same is suitably refined to impart strength to the paper to be produced and suitable chemicals/dyes are added to give desirable chemicals generally used are Talcum, Alum, Rosin clay, Whitening agent.Various dyes for tinting & colorings. The wet web of paper is taken passed through roller presses with Woolen/Synthetic felts acting as cushion between the set paper and rolls. The function of the press is to extract future water as far as possible from the wed paper sheet and impart the required texture and when the paper comes out of the press it contains around in series to give dry paper. The sheet is then passed through highly polished rolls stacked one over the other. This process of calendaring imparts smooth finish to the paper. Then the paper sheet is wound around rotating shaft and rolls of paper are built up. These rolls converted into sheets on sheet cutters to meet the sheet orders. The rewound small reels and bundles of reams are packed with Hessian/HDPE cloth and transferred to go down for dispatch to customers. At corporate level, the Vice President (Finance) executes the overall responsibility for finance activities Viz., Management of Budgetary Activities, Electronic Media Data Control and through the respective Managers. At corporate level, the Vice President (Commercial) executes the overall 16

responsibility for Marketing activities and contract reviews, Marketing Co-ordination, Conversion activities put side the works. At Factory level, the Vice President (Personnel &Administration) executes maintenance, plant accounting, material management and technical service though the General Manager (works) and other respective Managers for implementation of Corporate Production plans and Plant Management. At Factory level, the General Manager (works), execute the overall responsibility for Planning of Production and Maintenance though the Deputy General Manager (production), Deputy General Manager (PD&CS). At factory level, the Deputy General Manager (Tech.), executes the overall responsibility for quality and formulates Norms for quality.

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CONCEPT OF PERFORMANCE APPRAISAL SYSTEM Introduction: Appraising the performance of individuals, groups and organizations is a common practice of all societies. While in some instances these appraisal processes are structured and formally sanctioned, in 18

other instances they are an informal and integral part of daily activities. Thus, teachers evaluate the performance of students, bankers evaluate the performance of creditors, parents evaluate the behaviour of their children, and all of us, consciously or unconsciously evaluate our "own actions from time to time. In social interactions, performance is conducted in a systematic and planned manner to achieve widespread popularity in recent years.

Meaning: Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of hob performance. Performance here refers to the degree of accomplishment of the tasks that make up an individual's job. It indicates how well an individual is fulfilling the job demands. Often the term is confused with effort, but performance is 19

always measured in terms of results and not efforts. Some of the important features of performance appraisal given, they are: 1. Performance appraisal is the systematic description of an employee's jobrelevant strengths and weaknesses. 2. The basic purpose is to find out how well the employee is performing the job and establish a plan of improvement. 3.Appraisals are arranged periodically according to a definite plan. 4. Performance appraisal is not job evaluation. Performance appraisal refers to how well someone is doing the assigned job. Job evaluation determines how much a job is worth to the organization and, therefore, what range of pay should be assigned to the job. USES OF PERFORMANCE APPRAISAL 20

• Performance appraisal is helpful in assessing a firms human resources data must be available that describe the promobility and potential of all employees. •A well designed appraisal system provides a profile of the organisation's human resource strengths and weaknesses to support this effort. •Performance evaluation ratings may be helpful in predicting the performance of job applicants. •Performance appraisal will point out employee specific needs for training and development. •Performance appraisal is useful in career planning and development. •Performance appraisal results provide a basis for rational decisions regarding compensation programmes. 21

•Performance appraisal data are also frequently used for decisions in several areas of internal employee relations, including promotion, demotion, termination, lay-off. and transfer. •Performance appraisal is useful in assessment of employee potential. •Performance appraisal can be used to determine whether HR programmes such as selection, training, and transfers have been effective or not.

Objectives of Appraisal: Objectives of appraisal include effecting promotions and transfers, assessing training needs, awarding pay increases, and the like. The emphasis in all these is to correct the problems. 2. Establish job expectations: The second step in the appraisal process is to establish job expectations. This includes informing the employee what is expected of him or her on the job. 3. Design appraisal programme: 22

Designing an appraisal programme posses several questions which need answers. They are (i) Formal versus informal appraisal; (ii) Whose performance is to be assessed? (iii) Who are the raters? (iv)What problems are encountered? (v) How to solve the problems? (vi) What should be evaluated? (vii) When to evaluate? (viii) What methods of appraisal are to be used? 4.Performance Interview: Performance interview is another step in the appraisal process. Once appraisal has been made of employees, the raters should discuss and review the performance with the rates, so that they will receive feedback about where they stand in the eyes of superiors.

5.Use of Appraisal data: The final step in the evaluation process is the use of evaluation data. The data and information generated through performance evaluation must be used by the HR department. 23

Methods of Performance Appraisal: With the evaluation and development of appraisal system, a number of methods or techniques of performance appraisal have been developed.The important among them. Traditional Methods 1) Graphic Rating Scales: Graphic rating scales compare individual performance to an absolute standard. In this method, judgments about performance are recorded on a scale. This is the oldest and widely used technique. This method is also known as linear rating scale or simple rating scale. The appraisers are supplied with printed forms, one for each employee. These forms contain a number of objectives, behavior and trait - based Qualities and characters to be rated like quality and volume of work, job knowledge, dependability, initiative, attitude etc., in the case of workers and analytical ability, creative ability, initiative, leadership qualities, emotional stability in the case of managerial personnel. These forms contain rating of scales. Rating scales are of two types, viz., continuous rating scale and discontinuous rating scales. In continuous order like o, 1, 2, 3, 4 and 5 and in discontinuous scale the appraiser assigns the point to each degree. 24

The points given by the rater know performance regarding each character. The points given by the rater to each character are added up to find out the overall performance. Employees are ranked on the basis of total points assigned to each one of them.

One reason for the popularity of the rating scales is its simplicity, which permits many employees to be quickly evaluated. Such scales have relatively low Design cost and high in case of administration. They can easily pinpoint significant dimensions of the job. The major draw back to these scales is their subjectivity and low reliability. Another limitation is that the descriptive words often used in such lies may have different meanings to different raters. 2) Ranking Method: Under this method the employees are ranked from best to worst on some characteristics. The rater first finds the employee with the highest performance and the employees with the lowest performance in that particular job category and rates the former as the best and the later as the poorest. Then the rater selects the next highest and next lowest and so on until he rates all the employees in that group. Ranking can be relatively easy and inexpensive, but its reliability and validity may be open to doubt. It may be affected by rater bias or varying performance standards. Ranking also means that somebody would always be in the backbench. It is 25

possible that the low ranked individual in one group may turnout to be superstar in another group. One important limitation of the ranking method is that size of the different between individuals is not well defined. For instance, there may be little difference between those ranks third and fourth. 3) Paired Comparison Method: This method is relatively simple. Under this method, the appraiser ranks the employees by comparing one employee with all other employees in the group, one at a time. As illustrated, this method results in each employee being given a positive comparison total and a certain %age total positive evaluation. 4) Forced Distribution Method: The rater may rate his employees at the higher or at the lower end of the scale under the earlier methods. Forced distribution method is developed to prevent the raters from rating too high or too low. Under this method, the rater after assigning the points to the performance of each employee has to distribute his ratings in a pattern to conform to normal frequency distribution. Thus, similar to the ranking technique, forced distribution requires the raters (supervisors) to spread their employee evaluation in a prescribed distribution. This method eliminates central tendency and leniency biases. However, in this method employees are placed in certain ranked 26

categories but not ranked within the categories. Quite often work groups do not reflect a normal distribution or individual performance. This method is based on the questionable assumption, as group of employees will have the same distribution of excellent, average and poor performers. If one department has all outstanding employees, the supervisor would find it extremely difficult to decide who should be placed in the lower categories. Difficulties can also arise when the raters most explain to the employee why he was placed in one grouping and others were placed in higher groupings. 5) Checklist Methods: The Checklist is a simple rating technique in which the supervisor is given a list of statement or words and asked to check statements representing the characteristics and performance of each employee. There are three types of checklist methods, viz, simple checklist, weighted checklist and forced choice method. Checklist of Qualities: 1. Behavior is the employee punctual in attending the office? 27

A) Yes B)No 2. Does the employee behave courteously with his superiors? A) Yes B) No 3. Does the employee maintain sound customer relations’? A) Yes B) No 4. Is the employee sincere in doing his job? A) Yes B) No The rater checks to include if the behavior of an employee is positive or negative to each statement. Employee performance is rated on the basis of number of positive checks. The negative checks are not considered in this method. A difficulty often arises because the statements may appear to be virtually identical in describing the employee. The words or statements may have different meanings to different raters. (b)Weighted Checklist: The weighted checklist method involves weighting different items in the checklist having a series of statements about an individual, to indicate that some are more important than 28

others. The rater is expected to look into the questions relating to the employee's behavior, the attached rating scale (or simply positive /negative statements where such a scale is not provided) and tick those traits that closely describe the employee behavior. Often the weights are not given to the supervisors who complete the appraisal process, but are computed and tabulated by someone else, such as a member of the personnel unit. In this method the performance ratings of the employee are multiplied by the weights of the statements and coefficients are added up. The cumulative coefficient is the weighted performance score of the employee. Weighted performance score is compared with the overall assessment standards in order to find out the overall performance of the employee. The weighted checklist, however, is expensive to design to design, since checklist for each different job in the organization must be produced. This may prove time consuming also in the end. Though the weighted checklist method is evaluative as well as development, it has the basic problem of the evaluator not knowing the items, which contribute mostly of successful performance. (C) Forced Choice Method: This method was developed at the close of World War II. Under this method, a large number of statements in groups are prepared. Each group consists of four descriptive statements (treated) concerning employee behavior. Two statements are most descriptive (favorable) and two are least descriptive (unfavorable) of each m tetrad. Sometimes there may be five statements in each group out of which 29

one would be neutral. The actual weightings of the statements are kept secret. The appraiser is asked to select one statement that that mostly describes employee's behavior out of the two favorable statements are kept secret. The appraiser is asked to select one statement that mostly describes employee's behavior out of the two unfavorable statements. The items are usually a mixture of positive and negative statements. The intent is to eliminate or greatly reduce the rater's personal bias, specially the tendency to assign all high or low ratings. The items are designed to discriminate effective from ineffective workers as well as reflect valuable personal qualities. 6) Critical Incident Method: Employees are rated discontinuously, i.e., once in a year or six months under the earlier methods. The performance rated may not reflect real and overall performance, as the rater would be serious about appraisal method, i.e., critical incident method has been developed. Under this method, the supervisor continuously records the critical incidents of the employee performance or behavior relating to all characteristics (both positive and negative) in a specially designed notebook. The supervisor rates the performance of his subordinates on the basis of notes taken by him. Since 30

the critical incident method does not necessarily have to be a separate rating system, it can be fruitfully employed as documentation of the reasons why an employee was rated in a certain way. The critical incident method has the advantage of being objective because the rater considers the records of performance rather than the subjective points of opinion. 7) Essay or Free From Appraisal: This method requires the manager to write a short essay describing each employee’s performance during the rating period. This format emphasizes evaluation of overall performance, based on strengths weakness of employee performance, rather than specific job dimensions. By asking supervisors to enumerate specific examples of employee behavior, the essay technique minimizes supervisory bias and halo effect. 8) Group Appraisal: Under this method, an employee is appraised by a group of appraisers. This group consists of the immediate supervisor of the employee, to other supervisors who have close contact with employee's work, manager or head of the department and consultants. The head of the department or manager may be the chairman of the group and the immediate supervisor may act as the coordinator for the 31

group activities. This group uses any one or multiple techniques discussed earlier. The immediate supervisor enlightens others members about the job characters, demands, standards of performance etc. Then the group appraises the performance of the employee, compares the actual performance with standards, find out the deviations, discusses the reasons therefore, suggests ways for improvement of performance, prepares action plans, studies the need for change in job analysis and standards and recommends change, it necessary. This method is widely used for purpose of promotion, demotion and retrenchment appraisal. 9) Confidential Report: Assessing the employee's performance confidentially is a traditional method of performance appraisal. Under this method, superior appraises the performance of his subordinates based on his observations, judgments and institutions. The superior keeps his judgment and report confidentially. In other words the superior does not allowed the employee to know the report and his performance. Superior writes the report about his subordinates, strengths. Weakness, intelligence, attitude to work, sincerity, commitment, punctuality, attendance, conduct, character, friendliness, etc, Though confidential report is a traditional method, most of the public sector organizations still follow this method in 32

appraising the employee's performance. This method suffers from a number of limitations. DATA ANALYSIS AND INTERPRETATION

Human Resources are the greatest assets for any organisation. These recourses should be developed to their fullest extent for the efficient functioning of an organisation and their performance needs to appraise continuously. The present study is aimed at analysing the “Performance Appraisal system” at DELTA PAPER MILLS at VENDRA. There is a felt, need and justification to conduct surveys and to know the perceptions of employees regarding existing practices. A structured questionnaire has been surveyed among 40 respondents by adopting strata technique. And their perceptions are analysed and interpreted in this chapter.

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LIMITATIONS As the study revolves around the performance appraisal of human resources aspects the overall organisation performance cannot be ascertained. In spite of giving honest and sincere efforts there are several limitations, which are as follows:

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• The period of study is only for about 2months, which is a major constraint. • The perception bias or attitude of the respondents may also act as hurdles to the study. • The study is only confined to performance appraisal. • The study cannot be oriented with all HRM practices followed by • DELTA PAPER MILLS Ltd. because of the paucity of time requirements. • The sample size taken for the research is small due to the constraint of time.

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SUMMARY Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. Performance appraisal refers to all the formal procedures used to evaluate an individual, his contributions and potential. In other words, it is to plan and measure the performance of an individual in terms of the requirement of the job or it is a process of finding out how effective the organization has been at hiring and placing an employee. Performance appraisal is a formal system of review and evaluation of individual or team task performance. While evaluation of team performance is critical when teams exist in 36

an organization, the focus of performance appraisal in most firms remains on the individual employees. Regardless of the emphasis, an effective appraisal evaluates accomplishments and initiates plans for development, goals and objectives. The mill initially started 1975 by SRI B.H VIJAYA KUMAR RAJU garu and had tone into commercial production in 1978 The Krishna, Godavari delta known as the rice- bowl of Indian and more particularly W.G.Dist comes under the well known networks of canal from the Godavari Anacut. Almost all parts of the district have wet land. Cultivation with to paddy, crops per year since paddy straw can be used to the 60% of the total raw material of delta paper mills and as it also is the most economical of all the available inputs, one could not have asked suitable location.

FINDINGS More than half of the employees (72.5%) agree that Performance Appraisal is the assessment of individual potential.

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Some of the employees (30%) neutral that Performance Appraisal system followed in the organization is rational and fair. Some of the employees (25%) neutral that Job expectations are informed and the superiors set the tasks. Most of the employees (67.5%) agree that Performance Appraisal followed in the Organization helps to the Training and development needs of employee. Some of the employees (5%) disagrees that The Performance appraisal in the organization helps to recognize the competence and potential of an individual. Less than half of the employees (35%) disagrees that they are happy with the assessment of performance followed in the organization. most of the employees (32.5%) neutral that they have been appraised fairly according to the company's policies. Most of the employees (30%) disagrees that Advises and suggestions are given to the employees during the appraisal process. 38

Most of the employees (37.5%) uninterestingly accept the appraisal feedback.

Most of the employees (62.7%) feel that appraisal should be given by HOD. Most of the employees (52.5%) that they need to be assessed as once in a year. All most of the employees (95%) feels that the performance appraisal followed in the organization makes the employees Motivated. Most of the employees (40%) think that attitude have impact on performance rating in the Organization. Most of the employees (52.5%) do not agree that Performance is communicated after assessment of the Performance.

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SUGGESTIONS As per the study the following are the suggestions: The Performance Appraisal in the organization should be in a full fledge way so that the others will be accepting this. As the Performance Appraisal is helpful to the employees by the assignment of superiors task by training & development which should be more effective so that the other employees will also be attracted. 40

The Performance Appraisal should be assist effectively to the employees as it recognizes the competence and potential of an individual. Employee’s appraisal should be fairly done according to the companies policies so that it will assist the performance of the employees.

The company should give some advises and suggestions to the employees during the process and should get there feedbacks about the process. The employees should assess and appraised by their HOD once in a year. The employees should be aware of 360 degrees appraisal and the organization should follow this to motivate the employees.

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CONCLUSION - The options required strong motivation to face the challenges. - Proper training and satisfaction at all levels will be the strongest foundation to launch an assault on the challenges and convert the challenges to opportunities through effective performance appraisal measures in the organization. Industry most response like wise In future performance appraisal measures will have to be planned in relation to the changes taking place. The performance measures leads exist both at fresh entry level as well as to continuing education level for working personnel. An effective safety measures based on emerging trends suggests model for achieving the targets which will make paper industry in India truly competitive.

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ANNEXURE Demographic Details Salary Gende ratio

-

Male Female 43

Age 21-30 31-40 41-50 51-60 Joining date -

Q.1 Is assessment

performance appraisal helps in the of individual potential?

Strongly

agree

Agree Neutral Disagree Strongly 44

disagree

Q.2 Does followed in

the performance appraisal system the organisation is rational and fair?

Strongly

agree

Agree Neutral Disagree Strongly disagree

Q.3 Whether the job expectations are informed and the superiors set the tasks? 45

Strongly

agree

Agree Neutral Disagree Strongly disagree

Q.4 Does the performance appraisal followed in the organisation helps to assess he training and development needs of the employee? Strongly

agree

Agree Neutral Disagree 46

Strongly disagree

Q.5 Does the performance appraisal followed in the organisation helps to recognise the competence and potential of an individual ? Strongly

agree

Agree Neutral Disagree Strongly disagree

Q.6 Whether the employees are happy with the assessment of performance followed in the organisation? 47

Strongly

agree

Agree Neutral Disagree Strongly disagree

Q.7 Does the advises and suggestions are given to employees during the appraisal process?

Strongly

agree 48

Agree Neutral Disagree Strongly disagree

Q.8 How feedback?

do the employees accept the appraisal

Positive

way

Negative

way Uninteresting

Neutral

49

Q.9 Who

should be the appraiser?

Superior HOD Subordinate Peer group Other

Q.10 How

often should an employee be assessed?

Once in 3 months Once in 6 50

months Once in a

year

Other

Q.11 What types of error/ problems have impact on performance rating in the organisation?

Influence Biased Subjectivity 51

Status

effect

Attitude Personal Grudge

Q.12 Whether the feedback and performance communicated after assessment of the performance?

Yes No Maybe

52

Q.13 Are

you aware about the methods of performance appraisal?

Yes No Maybe

Q.14 Are

you aware of 360- degree appraisal?

Yes No Maybe Q.15 Is the

method applied was helpful?

Yes No Maybe 53

54

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