r

FINDINGS CONCLUSION AND

SUGGESTIONS

5.1 Role of Findings

5.2 Findings regarding Scenario of PAS
----------------~
5.3 Findings regarding EPMS
5.4 Findings regarding Competency Level

5.5 Findings regarding parameters of Competency Level

5.6 Findings regarding relationship between Efficiency
and Performance A raisal
5. 7 Findings regarding relationship between Efficiency
and Performance Appraisal
 I

Findings, Conclusion & Suggestions

PI:NtDI:JVqS, CO:JVCLVSIO:JV etsVqqESqJO:JVS

ac:: ::smzmm:&&wt& a:: == ===
5.1 ROLE OF FINDINGS

In this chapter, the writing of research findings is usually the

concluding task endeavor (attempt to achieve something). It is a matter of
communicating what has been done? What has occurred? and What are the final
results of the study?

In a scientific process of research, to summarize the findings to

draw the valid conclusion and suggestions is the last step. On the basis of analysis
and interpretation of data presented in fourth chapter, the researcher draws the
interesting findings about the Performance Appraisal of Employees in I.O.C.L
(with special reference to Panipat Refinery).

Today's corporate world demands sustainability in strategic

growth retaining and expanding market share, attracting nurturing, developing
and retaining talent for delivering high quality performance to all the
stakeholders. To retain a competitive edge, organisations need s to improve their
subsystem and boost performance of their people contributing to the different
subsystem. . Different organisations visualized the performance appraisal
differently. Some take it as a system to measure the of employees' contributions
whereas, others considers it as a potential assessment tool, a tool of organisational
support system, a tool of HR, motivation & development and also a strategic tool
of dynamic management.

Now, it has been widely realized that in order to have an effective

performance system in the organisations, the system should be HRD oriented. The
effectiveness of PAS depends on the extent to which the HRD components are the
part of system and however, it is being implemented in the organisation

113
 Findings, Conclusion & Suggestions

Findings of any research work is nothing, it is simply the inferences

drawn from the results of analysis work. In the present work whatever, analysis
work has been performed, on the basis of that the researcher draws the following
results and findings safely.

5.2 FINDINGS REGARDING SCENARIO OF PERFORMANCE

APPRAISAL SYSTEM.

After analysis and interpretation of data, the researcher draws

the various findings (as per table 4.20 regarding the Scenario of performance
Appraisal System in IOCLfor Officers and Non- Officers as follows:

• Overall Mean Score of Officers = 3.568, Mean Score of Non- Officers =

3.533, and calculated t value = 0.576 (1.96 at 0.05 level of significance).
Here, the researcher observes that Hypothesis (H0 ) is accepted as
calculated t value > 1.96 (table value).Which shows that there is no
significance difference in the opinion of officers and non officers
regarding scenario of PAS in IOCL. The reason behind the insignificance
difference could be that both categories of employees are familiar with
their appraisal system.

• Further analysis of research reveals the Rank Correlation between the

Officers and Non- Officers (r = 0.923) as per table 4.3.Which shows that
there is very high positive correlation exists between the officers and non
officers regarding the Scenario of PAS in IOCL. Thus, (r ) value shows
that both the group has their agreement on the variables taken in this
section.

114
 Findings, Conclusion & Suggestions

5.3 FINDINGS REGARDING EPMS

In respect of objective-2 which is meant for officers only, the

researcher reveals the different mean score and preference of officecrregarding
EPMS (Electronic Performance Management System) as per ranking order.
Here, analysis work reveals the following results and findings as per table 4.4.

• Feedback is an important aspect of appraisal system in organisation

(IOCL) because it has got the highest mean score which indicate that there
is regular feedback in organisation as it is top most preference of the
officers among the stated statements.

• The second preference as per analysis reveals that KPI & KRA plays an
important role in EPMS because it leads to reduce the role conflicts among
employees.

• It's true that EPMS is strictly meant for officer only in organisation which
is the third preference of the officers.

• Forth preference as per analysis shows that EPMS makes the appraisals
activity more effective as compared to earlier one in organisation.

• There is regular weightage for each KPI which becomes the fifth
preference of the officers.

• As per analytical work sixth preference reveals that EPMS plays vital role
in finding weaknesses and helps to overcome by providing corrective
action taken by the system prevailing in the organisation.

115
 Findings, Conclusion & Suggestions

• Researcher can say that officers of IOCL are in favour of adopting EPMS
and believe that this system is effective and systematic as mean score of
both are same and got the seventh preference.

• Researcher draws the inferences that mostly officers perceive that there is
no. of reasons for adopting EPMS in the organisation (IOCL) which is the
ninth preference of the officers.

• Researcher's study reveals that, appraisal system is not biased and true
evaluation is taken into consideration for appraisal activity in the
organisation which is the tenth preference of the offices.

• EPMS is costly affair with eleventh preference.

• EPMS monitored over performance on continuous basis m the

organisation.

• Under thirteenth preference there is existence of 360 degree appraisal and

feedback in the organisation (IOCL).

• There is number of shortcomings in the earlier system. Therefore, EPMS

is adopted in the organisation to overcome the shortcomings of that earlier
system which is the fourteenth preference of the officers.

• Under fifteenth preference most of the officers believe that there are
various challenges faced by EPMS in the organisation.

• In concern with sixteenth preference EPMS provide aid in taking prompt

decision in the IOCL.

116
 Findings, Conclusion & Suggestions

• Officers perceive that performance and incentives are linked with each
other, which is the last but not the least preference of the officers.

5.4 FINDINGS REGARDING COMPETENCY LEVEL

From the analysis regarding (objective-3) overall competency

level of officer and non officers, the researcher frames the following findings.

• Overall Mean Score of Officers= 3.789, Mean Score of Non Officers =

3.600 with calculated t value = 6.837 (1.96 at 0.05 level of significance). ·
Thus, Hypothesis (H0 ) is rejected because calculated t value (6.8370) >
1.96 as per table.4.6 which shows that there is significant difference in the
competency level of officers and non officers. The factor behind the
significance difference may be that, non officers are not capable enough to
.1>-~--

initiate and complete their task independently.

_ _ _ _ . . . _ . - . : . . - - -~--- - :1~

• Further, researcher found the Rank Correlation (r = 0.762) between the

officers and non officers. The result reveals (as per table 4.7) that, there is
high positive correlation exist between the officers and non officers,
regarding the competency level. Which clearly indicate their agreement on
variables contain under table 4.5 regarding competency level

117
 Findings, Conclusion & Suggestions

5.5 FINDINGS REGARDING PARAMETERS OF COMPETENCY LEVEL

Findings regarding competency level of officers and non officers

on the basis of (parameters) Managing Ability & Skills, Behavioural &
Functional Competency, Responsibility Performed and Potential give the clear
picture of inferences given by the researcher as follows:

• Overall Mean Score of Officers= 3.919, Mean Score of Non Officers=

3.658 with calculated t value= 4.423 (1.96 at 0.05 level of significance).
Hypothesis (Ho) is rejected as calculated t value (4.423) > 1.96 as per table
4.8. This shows that there is significance difference between the
competency level of officers and non officers on the basis of parameter-! .
Thus, officers possess more Managing Ability_and S~~~ as compared to
non officers.

• Overall Means of Mean Score of Officers = 3.707, Mean Score of Non

Officers = 3.665 with calculated t value = 1.076 (1.96 at 0.05 level of
significance). Hypothesis (H0 ) is accepted as calculated t value (1.076) <
1.96 as per table 4.9. This shows that there is difference between the
competencies level of officers and non officers but not significant on the
basis of parameter-2. Here behind the insignificant difference, may be
because of good communication between superior and subordinate
regarding decision taking and operational work. Thus, officers and non
officers both possess almost same level of competency on the basis of
Behavioural & Functional Competency.

118
 Findings, Conclusion & Suggestions

• Overall Mean Score of Officers= 3.708, Mean Score of Non Officers=

3.541 with calculated t value= 2.609 (1.96 at 0.05 level of significance).
Hypothesis (Ho) rejected as calculated t value (2.609) > 1.96 as per table
4.1 0. This shows that there is significant difference between the
competency level of officers and non officers on the basis of (parameter-
3). Here, when it comes to responsibility, the lower competency found in
non officers, it is due to lack of willingness in them to be responsible and
accountable for result as well as inconsistency in achieving the assigned
task. Thus, officers are more responsible than non officers on the basis of
------ -._.....,.__-
Responsibility Performed.
..... .~·- - ...-......
.. ~-

• Overall Mean Score of Officers= 3.752, Mean Score of Non Officers =

3.535 with calculated t value= 4.931 (1.96 at 0.05 level of significance).
So, Hypothesis (H0 ) is rejected as calculated t value (4.931) > 1.96. As per
table 4.11. There is significant difference between the competency level of
officers and non officers on the basis of parameter-4. the reasons behind
the significance difference between the officers and non officer's potential
may be that , subordinate don't seems to take initiative for solving the
problems nor they are willing to come with innovative ideas for
improvement in their own potential and organisation as a whole. Thus,
officers possess more potential than non officers on the basis of Potential.

5.6 FINDINGS REGARDING EFFICIENCY AND PERFORMANCE

APPRAISAL RELATIONSHIP

Findings of II part of Questionnaire which is mainly focus over

the testing of over all hypothesis of research i.e. efficiency and performance
appraisal are independent to each other or not.

119
 Findings, Conclusion & Suggestions

Further, test the significance of overall efficiency of the

employees on the basis of all four parameters collectively calculated and than
ranking level of efficiency at different level of parameter shows the following
results and findings.

• X2 = 1.34.91, table value =3.84 with D.O.F = 1 (as per table 4.13)
Hypothesis (Ho) is rejected as X2 (134.91) > table value (3.84). This
shows that there is significant difference between the link of efficiency
and performance appraisal of employees of IOCL between two
categories. Thus, researcher can say that Efficiency (E) and Performance
Appraisal (P A) are dependent to each other.
- --·-------·-· ·-
• Overall Mean Score of Efficiency (Officers) = 3.771, Mean Score of
Efficiency (Non- Officers)= 3.599 with calculated t value= 23.879 (1.96
at 0.05 level significance). Hypothesis (Ho) is rejected as calculated t
value (23.879) > 1.96. (As per table 4.14). This shows that there is
significant difference between the overall efficiency level of officers and
non officers on the basis of all four parameters (MA, BFC, RP, and P).
Thus, researcher's study reveals that on the basis of collectively study of
parameters, officers are more efficient than non officers.

• Ranking order of Managing Ability & Skill (M.A), Behavioural &

Functional Competency (B & FC), Responsibility Performed (RP) and
Potential (P) are I, IV, III, and II respectively. (r = -0.4), researcher's
study reveals that there is Low (-) Correlation in the efficiency of officers
and non- officers. Thus, officers are more efficient than other one. The
reason could be that, in case of non officer there is too much concern are
given to Behavioural aspect rather than potential and managing ability.

120
 Findings, Conclusion & Suggestions

·== s zzmmrmma W E! ==

5.2 CONCLUSION:

It is universal fact that no findings can be perfect. Every aspect of

changing surround affects the human behaviour, so as to reach any perfect
conclusion in behavioral science is not possible. The practice of development of
human resources in an organisation has the aim to bring out the best in every
employee. Each person in the organisation shall take pride to work there and
contribute his/her best to the organisation so, that the organisation is able to
achieve the objectives for which it stands.

With the entry of an individual in an organisation, an employer

starts expecting good performance from the employees. The employer also
suggests continuous addition in the employees. At present, Indian Oil Corporation
Limited using EPMS (Electronic Performance Management System) which is also
known as online appraisal. In the present study, the researcher analyses the
present performance appraisal system in IOCL and finds that both officers and
non officers are satisfied with it.

In order to make the system efficient, organisation (IOCL) is

presently using the technique like- MBO, self appraisal and 360- degree appraisal
and feedback. A good performance appraisal system can definitely be
instrumental in achieving the organisational objectives.

In the present study reveals that, application of t- test brought out

significance difference in Managerial Ability, Behavioural & Functional
Competency, Responsibility Performed and Potential which are considered to be
effective determinants of the employee' s efficiency level.

121
 Findings, Conclusion & Suggestions

As per the view of employees of IOCL Electronic Performance

Management System (EPMS) leads to reduce the role conflicts and make the
appraisal system more effective and systematic. Therefore, keeping in view of
present appraisal system and regular feedback review are favorable practice in the
organisation. Switching over from earlier appraisal system to new one (EPMS),
the present system leads to attaining overall effectiveness and gaining competitive
advantage in the present dynamic industrial society

When the nature of relationship between efficiency and

performance appraisal system were analysed the researcher observed the
interesting findings (stated in present study) that facilitate the development of the
theory which explain the relationship between the efficiency and performance

---
appraisal are depended on each other. It may ultimately have significance impact
on overall organisational performance.

Effective performance appraisal system contain to system

operating in conjunctions on evaluation system and a feedback system. Finally,
the EPMS is considered as to be performance appraisal software solution that
replace today's time consuming ' computerized paper' performance appraisal
with a simple to used web based system for employees.

Thus, the present study reveals that, if the PAS is adopted by the
organisation in effective and efficient manner ultimately leads to increase in the
level of efficiency.

122
 .Findings, Conclusion & Suggestions

ltiEC S W&t1fii!JiQJkii%&4&4&S m s=·~= ·

5.3 SUGGESTIONS:

The statement ''we live on the past in present for future" is very
pertinent in relation to any research whatever, explored in this study was
assisted by past researches and it is assumed that few suggestions by researcher
may be given for future investigating in the light of present study which may
prove worthwhile.

Therefore, the present study expected to add something of value to

the body of existing knowledge on the concern subject of employees'
performance. It is also assumed that the result of this study would be of interest to
managers, HRD officers, investors, academicians and other interested
personalities who care for organisational growth and increase in productivity.

Indian organisations have begun to realize the need of

professionalism. Although, the PAS at IOCL has many plus points but certain
changes need to be introduced as per suggestions given below offered by the
researcher to make the system more effective. Thus, proper implication of the
system is important for having good format.

In the light of various findings of the present study some

suggestions have been drawn bv researcher as follows:

~ Regarding the scenario of PAS in organisation (IOCL) the organisation

should recall their employees time to time for their appraisal system and
its variables. So, that the employer may focus all the aspects of
Performance Appraisal System in due course.

123
 Findings, Conclusion & Suggestions

};;> The organisation should be very critical in plus and negatives points, to
provide the feedback to employees at the right in due course. This
feedback should be provided to employee at right time. In feedback
process, employee's personal traits should match with the organisational
goal.

};;> The feedback providing authority should not be prejudice.

};;> As the organisation has E-PMS for officers, on the same guidelines with
due changes such system may be develop for non officers also.

};;> Regarding EPMS, a group of officers thinks that some times biasness is
exist in true evaluation, which is not good for the organisation. Thus, the
organisation should reduce this apprehension at minimum level to create
the confidence in the PAS.

};;> A formal Mid- Year Review should be conduct on continuous basis to

keep the track of Appraisee's progress.

};;> The organisation should follow the KPI and KRA on continuous basis so;
the role conflicts can be reducing among the employees at lowest level
which leads to enhance the performance.

};;> The organisation should adopt the regular practice of EPMS for not only
in finding out the weaknesses but also, providing the corrective actions.
So, it will more helpful to the organisation to reduce the negatives points.

124
 Findings, Conclusion & Suggestions

);;> The organisation should follow some technique by which the EPMS' s cost
can be reducing, so that small organisation may also motiva,te to adopt
such system which ultimately leads to economic development of the
country.

);;> As study shows that there is low level of competency in non officers
regarding responsibility performed. So, the organisation should provide
them some responsibility for which only they are responsible and
accountable. This would leads to enhance the feeling of sense of
belongingness and generate the feeling of part of organisation.

);;> The organisation should emphasis on the practice of self development and
leadership enhancement programme specially for non officers so that they
can develop their skill of tackling the problem even in the absence of their
upper authority.

);;>
...---------··----·~·--- ... ·- --
Initiate ability should be develop at all levels of the organisation. So, the
employee can able to take their own decision and develop their
competency skill.

);;> The organisation should emphasis to find out the potential m each
employee especially for non officers.

);;> Due consideration has to be given to personal problems of employees and

steps should be taken to redress them.

);;> The organisation should give the chance to employees to suggest the way
to enrich their job. This enables them to be creative and thinks out of box.
Though this higher authorities get the picture of employees satisfaction.

125
 Findings, Conclusion & Suggestions

~ Career path planning should be implemented by the organisation for

employee which shows the concern of management for employee's
development.

~ There should be provision for appraisee to mention the constraints faced in

the achievement of target. This is essential as sometime due to certain
environmental factor, the employee is unable to achieve his target.

Although the study attempted to examine compressively the

performance Appraisal of the employees of IOCL, which leaves behind many
research avenues which may be explored in further study

Here, the researcher is suggesting the areas open for further

research as follows:

• The researcher can analysis the different types of data to study the
relationship between performance and work culture.

• The similar study can be carried out to get better and more authentic
results on a large group.

• This can be carried out on other dependent variable such as incentive and
performance, Training and effectiveness etc.

• This study can also be conducted as different age group I grade wise I
gender wise etc. separately.

• Present study can be conducted on collective basis of all refineries of

IOCL.

126