a study on performance appraisal in ghani honda palakkad
TRANSCRIPT
A STUDY ON PERFORMANCE APPRAISAL IN GHANI HONDA PALAKKAD
MINI PROJECT
2011-2013
SUBMITTED BY
VIPINDAS.A
Under the Guidance of
Mr. M.JEGANATHAN, MSc (Stat), PGDCA
Ms. C.V. SUGANTHAMANI, MBE, M. Phil
GURUVAYURAPPAN INSTITUTE OF MANAGEMENT
(AFFILIATED TO BHARATHIAR UNIVERSITY)
COIMBATORE – 641105
CONTENTS
1. INTRODUCTION
2. OBJECTIVES OF THE STUDY
3. DATA COLLECTION
4. RESEARCH METHODOLOGY
5. LIMITATION OF THE STUDY
6. ANALYSIS & FINDINGS
7. CONCLUSION
INTRODUCTION
In country like India the demand for two wheelers is high .Now a days most of the people have two wheelers. Youth have high craze in bikes. Ghani Honda is the one of the leading Honda bike distributors in Palakkad District.
COMPANY PROFILE :
HONDA MOTORS
Honda Motor Co., Ltd., together with its subsidiaries, engages in the development, manufacture, and distribution of motorcycles, automobiles, and power products primarily in North America, Europe, and Asia. Its motorcycle line consists of business and commuter models, as well as sports models, including trial and Moto-cross racing; all terrain vehicles; personal watercrafts; and multi utility vehicles. The company also produces various automobile products, including passenger cars, minivans, multi-wagons, sport utility vehicles, and mini cars; and power products comprising tillers, portable generators, general-purpose engines, grass
cutters, outboard marine engines, water pumps, snow throwers, power carriers, power sprayers, lawn mowers and lawn tractors, home-use cogeneration units, and thin film solar cells for home, public, and industrial uses. In addition, it sells spare parts and provides after sales services are through retail dealers, as well as offers retail lending and leasing to customers, and wholesale financing to dealers. The company was founded in 1946 and is based in Tokyo, Japan.
Objectives of the study
• Primary Objective:
• To study the attitude of workers towards the ways adopted to appraise them.
• Secondary objective
• To analyze the level of satisfaction of workers
• To analyze how the performance appraisal is done in
HONDA concerns.
Data Collection
PRIMARY DATA
- The primary data has been collected in Questionnaire & Observation method.
- The questionnaire was consist of 15 questions.
RESEARCH METHODOLOGY
SAMPLING METHODOLOGY
SAMPLE SIZE – 50 Respondent
SAMPLINGTECHNIQUE-Random sampling technique.
Limitations of the study
• Respondents unwillingness to reveal qualitative information.
• Time constraints.
ANALYSIS & FINDINGS
Table showing the number of training program attend after appraisal
Sl.no purpose No. of respondent %
1
2
3
4
Nil
1-3
3-5
5$ above
15
25
7
3
30
50
14
6
total 50 100
30
50
14
6
nil
3-Jan
5-Mar
5 & above
INTERPRETATION – 30% of the respondents have undergoes the training programs after appraisal and 30% of the respondents have not. 50% of the respondents have attend 1-3 training programs after appraisal, 14% of the respondents have attend 3-5 training programs and only 6% of the respondents have attend more than five training programs after appraisal.
Table showing the knowledge acquired through training
Sl.no opinion No. of respondent %
1
2
3
4
Agree
Neutral
Disagree
Non answerable
20
23
5
2
40
46
10
4
total 50 100
40
46
104
agree neutral
disagree non answerabe
INTERPRETATION – 40% of the respondents felt that the training given after the appraisal helped them acquire knowledge. 10% of the respondents had the opinion that did not help in acquiring knowledge.
Table showing the improvement of job related skill
Sl.no opinion No. of respondent %
1
2
3
4
Agree
Neutral
Disagree
Non answerable
25
15
7
3
50
30
14
6
total 50 100
50
30
14
6
Agree
Neutral
Disagree
Non answerable
INTERPRETATION – 50% of the respondents said that that the training given after appraisal had improved their job related skill. 14% of the respondents said training did not help in improving their job related skill. 36% of the respondents did not have any opinion about this.
Table showing the improvement of interpersonal and problem solving skill.
Sl.no opinion No. of respondent %
1
2
3
Agree
Neutral
Disagree
40
8
2
80
16
4
total 50 100
80
164
Agree
Neutral
Disagree
INTERPRETATION – 80% of the respondents felt that the training given after appraisal has improved their interpersonal and problem solving skill. 16% of the respondents had no opinion. 4% of the respondents said that the training has not improved their interpersonal and the problem solving skill.
Table showing the development team building and the leadership qualities
Sl.no opinion No. of respondent %
1
2
3
Agree
Neutral
Disagree
30
10
10
60
20
20
total 50 100
6020
20
Agree Neutral
Disagree
INTERPRETATION – 60% of the respondents said that the training given after appraisal has developed their team building and the leadership qualities. 20% of the respondents said training has not helped in the developing team building and the leadership qualities and the same percentage of the respondents had no opinion.
Table showing monetary benefit received
Sl.no opinion No. of respondent %
1
2
Yes
no
15
35
30
70
total 50 100
30
70
yes no
INTERPRETATION – 30% of the respondents said they received monetary benefits after appraisal whereas 70% of the respondents said that they have not received any monetary benefit.
Table showing the identification of the abilities through performance appraisal
Sl.no opinion No. of respondent %
1
2
3
Agree
Neutral
Disagree
35
13
2
70
26
4
total 50 100
Agree Neutral
Disagree
INTERPRETATION – 70% of the respondents feel that the present appraisal system has helped them in identifying their abilities. 26% of the rspondents had no opinion. 4% of the respondents had no opinion. 4% of the respondents feel that the present appraisal system has not helped them in identifying their abilities.
Table showing the identification of responsibilities through appraisal
Sl.no opinion No. of respondent %
1
2
3
Agree
Neutral
Disagree
38
10
2
76
20
4
50 100
76
20 4
agree
neutral
disagree
INTERPRETATION – 76% of the respondents said that the present appraisal system has helped them in identifying their responsibilities. 20% of the respondents did not have any opinion. 4% of the respondents said it does not help in identifying their responsibilities.
Table showing the performance appraisal based on performance and future potential
Sl.no opinion No. of respondent %
1
2
Yes
no
40
10
80
20
total 50 100
80
20
yes no
INTERPRETATION - 80% of the respondents feel that the appraisal of current performance and the future potential is necessary, while 20% of the respondents feel that the appraisal of current performance and the future potential is not necessary.
FINDINGS
• 70% of the respondents said that that the training given after appraisal had improved their job related skill. 14% of the respondents said training did not help in improving their job related skill.
• 80% of the respondents felt that the training given after appraisal has improved their interpersonal and problem solving skill
• 76% of the respondents said that the present appraisal system has helped them in identifying their responsibilities.
• 60% of the respondents said that the appraisal would increase productivity whereas 40% of the respondents said that the appraisal system would not increase productivity.
CONCLUSION
The study was conducted among the 50 employees of Ghani Honda Palakkad. From among these samples the current performance appraisal system is more effective and the employees are satisfied with the current performance appraisal system.
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