Performance Appraisal Project Report

Visit hrmba.blogspot.com for more project reports, notes etc. CHAPTER 1 a. Human Resources Management A Theoretical framework    The Human Resources Management (HRM) function includes a variet variety y of activi activitie ties, s, and key among among them them is decidi deciding ng what what staffi staffing ng needs you have and whether to use independent contractors or hire empl employ oyee ees s to fill fill thes these e need needs, s, recr recrui uiti ting ng and and trai traini ning ng the the best best empl emplo oyees yees,,

ens nsur uriing

the they

are are

high high

per perfor formers,

deal dealiing

with ith

performanc performance e issues, issues, and ensuring ensuring your personnel personnel and management management prac practi tice ces s conf confor orm m to vari variou ous s regu regula lati tion ons. s. Ac Acti tivi viti ties es also also incl includ ude e managi managing ng your your approac approach h to employ employee ee benefi benefits ts and compen compensati sation, on, employ employee ee record records s and person personnel nel polici policies. es. Usuall Usually y small small busines businesses ses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they shoul should d alwa always ys ensu ensure re that that empl employ oyee ees s have have -- and and are are awar aware e of -personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includ includes es the broade broaderr range range of activi activitie ties s to devel develop op person personnel nel

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inside of organizations, including, e.g., career development, training, organization development, etc.   The There re is a long long-st -stand andin ing g argu argume ment nt abou aboutt wher where e HR-r HR-rel elat ated ed functions should be organized into large organizations, e.g., "should HR be in the Organi Organizat zation ion Develo Developme pment nt depart departmen mentt or the other other way around?"   The The

HRM

func functi tion on

and and

HRD HRD

prof profe essio ssion n

have ave

unde underrgone gone

tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the the paper paperwo work rk arou around nd hiri hiring ng and payin paying g peop people le.. More More rece recent ntly ly,, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. After you have invested considerable time and money recruiting and training your employees, you must now determine how to make sure those valuable employees are productive and get them to remain loyal loyal to your your firm. firm. Retent Retention ion of emplo employee yees s is essent essential ial to mainta maintain in client client relat relation ionshi ships ps and keep keep recrui recruitin ting g and traini training ng costs costs in line. line. Losing an experienced employee almost always results in significant costs to your firm. The keys to employee satisfaction and retention are founded on strong leadership and sound management practices. If you can master these arts, you should have happy, loyal employees and client clients, s, resul resultin ting g in growt growth, h, profit profits s and persona personall gratif gratifica icatio tion. n. This This article will discuss key factors in motivating and retaining good people.

Operating

Systems

2

  The The founda foundatio tion n of an effici efficient ent and effect effectiv ive e workpl workplace ace is the struc structu ture re,, disc discip ipli line ne and consi consist sten ency cy prov provid ided ed by well well-c -con once ceiv ived ed system systemati atic c operat operating ing metho methods. ds. WorldWorld-cla class ss compani companies es like like Disney Disney,, McDonalds and Ritz Carleton all have well defined operating methods. A poli polici cies es and and proc proced edur ures es (P&P (P&P)) manu manual al is crit critic ical al to ensu ensure re that that employees understand what is expected of them and know how they should handle the myriad of duties and responsibilities in the day-today operation of the office. office. The P&P manual spells spells out how you would like things done in your office and your expectations for the behavior of your your empl employ oyee ees. s. As your your oper operat atio ion n grow grows s larg larger er,, the the sy syst stem em beco become mes s more more impo import rtan antt beca becaus use e your your abil abilit ity y to over overse see e and and communicat communicate e directly directly and frequentl frequently y with each employee employee becomes more difficult. Written operating systems are absolutely a bsolutely essential when you expand to more than one office location.

Training Pre-work training should include a review of your policies and proced procedure ures, s, with with speci special al emphas emphasis is on the most most import important ant subjec subjects. ts. (Each employee should receive a personal copy of your P&P Manual to read before coming to the training class.) In addition to training in your policies policies and procedure procedures, s, customer customer service and marketing marketing should be cove covere red d at leng length th.. Spec Specia iall emph emphas asis is sh shou ould ld be plac placed ed on your your corporate culture. New employees need more training than priors, but all employ employees ees should should recei receive ve traini training ng each each year. year. New employ employees ees should also have several days of on-the-job training with the office manager manager or experienc experienced ed employee employees s before before beginning beginning their position; position; and they should not be left on their own in the office until they are expe experi rien ence ced d enou enough gh to feel feel conf confid iden ent. t. Many Many of the the frus frustr trat atio ions ns employees feel on the job--as well as most errors and client problems-are due to inadequate training. Comprehensive training will make your

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life as a manager much easier, and your employees and clients will be happier.

Tool Employee costs constitute the greatest expense in any service business. Not giving your employees adequate tools to do the job is penny wise and pound foolish. Computers need not be state-of-the-art, but they do need to be fast and reliable enough to minimize down time and redu reduce ce empl employ oyee ee and clie client nt frust frustra rati tion on.. If your your offi office ce is not not operating with a Local Area Network (LAN), you should set one up without delay. A LAN manages printer sharing and centralizes client files for easy computer cross-checkin cross-checking, g, e-filing., e-filing., and report report writing. writing. Copiers should be reliable and fast, with automatic feed, and ample supplies always on hand. A fax is no longer a costly luxury for most offices, but a necessity. Internet access is almost as important as the phone for effective communication and is becoming more essential for research. Don't forget to provide the little things, like reliable staplers, staple removers, scissors, pens, post-its, business card holders, etc. An appo appoin intm tmen entt book book,, a Rolo Rolode dex x (or (or software addr addres ess s book book), ), and and reference books and resources should also be provided. Comfortable, functional office off ice furnitur furn iture e and adequate shelving and storage are also essential. Don't forget aids for employees with special needs, such as underunder-des desk k comput computer er drawer drawers s and keyboa keyboard rd & mouse mouse cushio cushions. ns. At

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Peoples Income Tax, we use checklists of office furnishings, equipment and supplies used to take inventory and request missing or shortage items. Attention to detail and providing adequate tools to do the job will will elim elimin inat ate e a key sour source ce of empl employ oyee ee frus frustr trat atio ion n and and incr increa ease se employee productivity and satisfaction.

Office atmosphere How your employees feel about their jobs is greatly influenced by your office atmosphere. Extravagance is not necessary, but the office should be attractively decorated and a pleasant place to work. Little things like a fresh coat of paint and a wallpaper border make a big differ differenc ence. e. A stere stereo o (with (with ceili ceiling ng speake speakers) rs) tuned tuned to a soft soft neutra neutrall musi music c enhan enhance ces s the the offi office ce atmo atmosp sphe here re and and crea create tes s an illu illusi sion on of  privacy. Don’t neglect the back room and the rest room. We pay as much attention to decorating and appointing our rest rooms as we do our our clie lient recept ceptiion are areas. as. We also also prov provid ide e a microw crowav ave e and and refrigerator for the back room of every office and, space permitting, a table and chairs where our associates can eat. The impression you make on your employees is just as important as the image you project to your clients. Keeping the office clean and uncluttered requires the coop cooper erat atio ion n of all all empl employ oyee ees, s, and and you you sh shou ould ld insi insist st that that every very empl employ oyee ee pitc pitche hes s in to help help.. Howe Howeve ver, r, you you sh shou ould ld regu regula larl rly y hire hire contractors for heavy cleaning (e.g., carpet, windows and restroom).   You Yourr empl employ oyee ees’ s’ atti attitu tude des s are are affe affect cted ed by thei theirr phys physic ical al work work environment; make sure it is positive!

Support  Your employees will appreciate having adequate support. They need someone readily available to help when they have questions or encoun encounter ter proble problems. ms. Suppor Supportt can be provid provided ed on-site on-site by an office office

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manager or veteran employee or by telephone or e-mail when on-site help is not available. Having adequate help to properly serve all clients in the office is also essential for employee morale. The important point is that your people should not feel like they are out there on their own with no one to turn to when they need help. If they feel this way, they might as well go into business on their own.

Corporate

Culture

Worl World-c d-cla lass ss comp compan anie ies s alwa always ys have have in comm common on Worl Worldd-cl clas ass s cultures. Leaders of such businesses recognize that their companies exis existt to sati satisf sfy y a soci social al need need.. Prof Profit its s are are not not the the goal goal,, but but are are a bypr byprod oduc uctt of meet meetin ing g the the need needs s of cust custom omer ers s and and empl employ oyee ees. s. Businesses also have a responsibility to give back to the communities in which they operate. Most employees also have a need to make meaningful contributions to society through their work. They also like to take pride in their work and deliver quality products and services. And they need to continue to learn and grow professionally. A good corpor corporate ate cultur culture e enable enables s employ employees ees to combin combine e their their streng strengths ths to meet these mutual needs as part of a dynamic team.   You Yourr comp company any’s ’s cult cultur ure e star starts ts with with your your comp company any’s ’s miss missio ion n and and values, which should be well thought-out and articulated in writing. A mission statement and set of guiding principles is typically developed by the the compa ompany ny’s ’s owne wner or CEO CEO to refl eflect ect his his or her her busi busine ness ss philos philosoph ophy. y. Input Input should should also be solici solicited ted from from key emplo employee yees. s. The missio mission n statem statement ent and guidin guiding g princi principle ples s of People Peoples s Income Income Tax is provided as an example (Exhibit 2). When hiring new employees, it is essential to confirm their understanding of and agreement with your company philosophy. Your values must not merely be lip service, but should be internalized and practiced daily by all employees. As the owner or CEO, you must set the standard for your people. 6

Compensation A performance-based compensation plan should be designed to enco encour urage age your your empl employ oyee ees s to behav behave e in ways ways that that will will resul resultt in attainment of the goals of your Company, while also meeting your empl employ oyee ees’ s’ pers person onal al obje object ctiv ives es..

Comp Company any goal goals s

usual us ually ly incl includ ude e

growth growth,, profit profitabi abilit lity, y, qualit quality y servi service, ce, effici efficienc ency, y, effect effective ivenes ness, s, and image and reputation. To attract desirable employees, your base pay and earnin earnings gs potent potential ial should should be compet competiti itive ve within within your your indust industry ry (equal to or better than your main competitors for employees). The pay plan must be objective and fair to all employees. Rewards should be commensurate with contributions. The behaviors and attitude your pay plan plan sh shou ould ld enco encour urage age incl includ ude e hone honest sty, y, prof profes essi sion onal al prid pride, e, continuing continuing professiona professionall education, education, loyalty, loyalty, thoroughnes thoroughness, s, accuracy, accuracy, efficiency, teamwork, salesmanship, courtesy, concern for clients, selfdirect direction ion,, frugal frugality ity and long-t long-ter erm m thinki thinking. ng. People Peoples’ s’ compen compensat sation ion plan plan,, devi devise sed d with with thes these e fact factor ors s in mind mind,, incl includ udes es a comp compet etit itiv ive e guaranteed wage as a draw against commissions for individual and office office produc productio tion. n. Additi Additiona onall commis commissio sions ns are paid paid for experi experienc ence, e, help helpin ing g

to gene genera rate te offi office ce reve revenu nue e

grow growth th,,

and and

atta attain inin ing g

and and

maintaining professional. Establishing a sound compensation plan is one of the most important projects you will undertake. Once the plan is established, it is difficult to make radical changes. Your compensation plan is an essential element of your ability to compete effectively.

Benefits Provi oviding ding whate hatev ver bene benefi fits ts you can put put you you in a bett better er competitive position to attract and retain seasonal employees. A profit sharing plan could be adopted for all employees to share in the profit pool in proportion to their annual earnings relative to total earnings of 

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all employees. The profit pool could be some percentage (e.g. 10-20% as determined by management) of the increase in pretax profits over the prior year. Peoples Income Tax has a Fidelity 401k plan through its membership with the U.S. Chamber of Commerce that permits all yearround and seasonal employees to participate, and the company makes 3% contributions. Some of Peoples’ seasonal tax associates who work part-time during during the off-season providing providing client service and teaching teaching an income income tax sc scho hool ol work work enou enough gh hour hours s to qual qualif ify y for for the the comp company any’s ’s grou group p health insurance plan. Group life and disability insurance and other benefits can be obtained through professional associations. Even if the employee pays the full premium, group rates tend to be lower than indiv individu idual al covera coverage. ge. Group Group dis discou counts nts for produc products ts and servic services es are often extended to employees employees through professional professional associations associations and company company membe membersh rship ip in the local local Chamber Chamber of Commer Commerce. ce. Peopl Peoples es Income Tax, as a small s mall employer, was able to become a member of the Virginia Credit Union, making all of Peoples’ employees eligible for the benefits of credit union membership. Peoples also provides paid time off for its its associ associate ates s to volunt volunteer eer for compan company y approv approved ed charit charitabl able e activ activit itie ies s su such ch as prov provid idin ing g free free tax tax serv servic ice e for for welf welfar aree-to to-w -wor ork k program participants and residents of homeless and battered women shelters. Be creative. Little perks, like buying pizza for the staff of the offi office ce on the the busi busies estt day days of the the work work week week,, help help to make ake your your employees appreciate their jobs. Be creative!

Recognition Numerous studies and surveys have documented the fact that mone money y is not not alwa always ys the the prim primar ary y moti motiva vato torr for for most most empl employ oyee ees. s. Recognize your people frequently for their good work and they will repeat the performance frequently. Praise must be sincere and should 8

be distributed equitably, if warranted. When possible, praise people publicly in meetings or employee newsletters. Be sure to give people credit and rewards for good ideas they come up with that benefit the company company.. Reinfo Reinforce rce the right right behavi behaviors ors.. Avoid Avoid saying saying “Great “Great but.” but.” Look for key measures to recognize employees, such as production, client client reten retentio tion n rate, rate, etc. etc. Come Come up with with contes contests ts to recogn recognize ize your your employees, such as the most referrals for another service you offer, or the most new clients brought in. Give recognition certificates, plaques and prizes and other than money, such as tickets for movie rental or sports sports events events,, or gift gift certif certifica icates tes for merch merchandi andise se or dinner dinner.. Giving Giving someth something ing tangib tangible le makes makes a more more lastin lasting g impre impressi ssion. on. Praisi Praising ng your your best performers (the top 10-20%) will raise the bar for your weaker people. The goal is to encourage behaviors that build your business and recognize your people for practicing those behaviors as often as possible.

Communication Lack of effective communication from management is usually the greatest cause for employee dissatisfaction and premature departure.   The The best best manager managers s lis listen ten to and commun communica icatio tion n freque frequentl ntly y with with all employees; and they make it easy for employees to tell them about problems and concerns. Communication should include training, group and indi indivi vidu dual al meet meetin ings gs and, and, most most impo import rtant ant,, dail daily y disc discus ussi sion ons s betw betwee een n you you and and your your empl employ oyee ees. s. The The larg larger er your your organ organiz izat atio ion n becomes, the more difficult it is to keep in touch with all of your empl employ oyee ees, s, espe especi cial ally ly if you you have have mult multip iple le offi office ces. s. Yet, Yet, as the the manager, you must make the time to regularly talk with everyone. Email is a good communication vehicle, but the phone is more personal; and neither neither can replace replace face-to-fac face-to-face e meetings. meetings. Publishing Publishing employee employee news newsle lett tter ers s is a good good way way for for larg larger er orga organi niza zati tion ons s to enha enhanc nce e

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com communic unicat atio ion. n. An Intr ntrane anet

can also also be an

effe effect ctiive

inte nternal nal

communication vehicle. Keep communication simple, provide adequate information and provide examples for clarity. Show your trust in your people and make them feel included by sharing with them financial and other company inside information. Management can make much better better decisi decisions ons by gettin getting g input input from from front-l front-line ine employ employees ees.. If your your people know that their voices are heard and they feel like they are part of the decision making process, they will be much happier, loyal and more likely to support new ideas and programs.

Empowerment Enga Engage ge your your empl employ oyee ees s in deci decisi sion on-m -maki aking ng;; give give them them the the authority to act in the best interests of the company. Provide training in resolving client problems and then trust them to make the right decisions. Give your people some time to think and plan by building in some some slac slack k thro throug ugh h adequ adequat ate e staf staffi fing ng and and by prov provid idin ing g cler cleric ical al support. Don’t criticize employee’ mistakes; instead celebrate honest mistakes. Recognize that making decisions naturally results in making mistakes because no one is perfect. If you criticize honest mistakes, your people will stop making decisions. Failure is also OK, because it is a normal part of the road to success. Nothing is more gratifying than to see your people develop the skills and confidence to act independently and to make make soun sound d deci decisi sion ons s that that are are in the the best best inte intere rest sts s of the the company and your clients.

Leadership Much has been written about leadership and you should take the time whenever the opportunity arises to read ideas on how to be a

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more effective leader. Here are ten basic keys: (1) Integrity: always tell the truth and always keep your promise, even if it hurts to do so. (2)   Trust Trust:: You must must first first demonst demonstrat rate e your your trust trust in people people by making making yourself yourself vulnerable vulnerable before you can expect them to place their trust in you. (3) Respect: If you really don’t care about your people they will sens sense e your your lack lack of conc concer ern n and will will not not have have respe respect ct for for you. you. (4) (4) Fairn Fairnes ess: s: Trea Treatt all all empl employ oyee ees s fair fairly ly and equal equally ly (inc (inclu ludi ding ng fami family ly members) regardless of your personal feelings. (5) Vision: To be a true leader, you must have an unfaltering vision, be able to communicate it to your your peop people le,, and and get get them them to unde unders rsta tand nd and and sh shar are e in your your excitement for the vision. (6) Optimism: You must always be positive and confident that the company will succeed; but you should also be realistic. (7) Decisive: A leader must make decisions and stick with them as long as they make sense. Consensus is not always better than an individual decision, particularly in a crisis situation. Remember, the buck stops with you! Trust your intuition. Intuition draws upon your experi experienc ence, e, stored stored knowled knowledge ge and inform informati ation on you may not even even realize you have in your head. (8) Example: You must practice what you preach or you will have little credibility. (9) Teamwork: Insist on mutual mutual respec respect, t, court courtesy esy and cooper cooperati ation on among among your your people people.. This This fundam fundament ental al attitu attitude de was crucia cruciall in shapin shaping g our nation and is also also esse essent ntia iall to buil build d your your comp company any.. (10) (10) Au Auth thor orit ity: y: Reme Rememb mber er that that authority is not vested in your position as the boss. Authority resides with the people who report to you and they have the power grant it to you or not.

Having Fun

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People like to work in an environment that is enjoyable; they can get burned out if the work environment is totally serious and strictly business. Great companies like Southwest Airlines have come up with creative ways for employees to have fun. I think every manager should read the bestseller book, NUTS!, NUTS!, By Southwest chairman, Herb Kelleher. If you’re not naturally good at getting people to have fun, designate a key employee to assume this role. A friend, Hugh Goldthorpe, who is a top executive with Owens and Minor of Richmond, Virginia, has adopted (and had printed on his business cards) his official job title as: Head Cheerleader. Motivating

and and

keeping

employees

requires

effective

management practices and strong leadership skills. A good operating system system and adequat adequate e train training ing are are essent essential ial.. Your Your people people need need the pro proper per tool ools and and su supp ppor ortt to do the job. ob. A per perfor formance ance-b -ba ased sed compensation plan should be designed very carefully to ensure that your employees are encouraged to help build the business and are rewarded for their contributions, and provide as many extra benefits as possible. Screening new employment prospects to insure they fit in and buy into your culture will prevent future problems. Employment agreements are a must and should be reviewed by and explained to new hires. A valuable project is to identify the 2-3 greatest frustrations of your employees and your clients and devise ways to eliminate these irritations. Employees should be trusted, included and empowered to make decisions and act autonomously. They also need to be part of a harmonious team working for the mutual benefit of the clients, the company and themselves. And they would enjoy being at a fun place to work! Ultimately, your management and leadership skills and efforts will determine your success in providing an atmosphere where your employees will be motivated to be effective and will remain loyal to your company.

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b. Concepts Related to Performance Appraisal System TALENT MANAGEMENT  Talent management is a professional term that gained popularity in the late 1990s. It refers to the process of developing and fostering new workers workers through through on board boarding ing,, develo developin ping g and keepin keeping g curren currentt workers and attracting highly skilled workers at other companies to come work for your company. Talent management in this context does not refer to the management of entertainers of entertainers.. Compan Companies ies that are engage engaged d in talent talent manage managemen mentt (human (human capital management) are strategic and deliberate in how they source, attract, select, train, develop, promote, and move employees through the organi organizat zation ion.. This This term term also also incorp incorpor orate ates s how compani companies es drive drive performance at the individual level (performance management).  The term talent management means different things to different people. To some it is about the management of high-worth individuals or “the talented” whilst to others it is about how talent is managed generally – i.e. on the assumption that all people have talent which should be identified and liberated.   This term is usually associated with competency-based human resource resource management management practices. practices. Talent Talent management management decisions decisions are often driven by a set of organizational core competencies as well as positio position-sp n-speci ecific fic compet competenc encies ies.. The compet competenc ency y set may includ include e knowled knowledge, ge, skill skills, s, experi experienc ence, e, and persona personall traits traits (demon (demonstr strate ated d through defined behaviors).

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Older Older compet competenc ency y models models might might also also contai contain n attri attribut butes es that that rarely rarely predict predict success success (e.g. education, education, tenure, tenure, and diversit diversity y factors factors that are illegal to consider in many countries). In the late 1990s, technology companies engaged in a ‘war for talent’.

Objectives: •

  To To

ident dentiify, fy,

nur nurture, ure,

groo groom m

and and

moti motiva vate te

tale talent nte ed

MCS

(management carder staff). •

Career and succession planning to build in-house pool of talent (grow your own timber) for our future needs of HOD’s and GM‘s.

•

Determine talent strength (numbers) and quality (competencies), future requirements and ideal “organizational structure”, identify gaps and take actions.

Competitive advantage: •

Embrace a talent mindset.

•

Craft a winning employee value proposition.

•

Rebuild your recruiting strategy.

•

Weave development into your organization.

•

Differentiate and affirm your people.

Limitations: •

Retention rates in marketing are a problem. It was suggested to consid consider er the leade leadersh rship ip iss issues ues,, carefu carefull select selection ion,, incre increased ased motivation and performance incentives.

EMPLOYEE INVOLVEMENT 14

Definition: Employ Employee ee involv involveme ement nt is creati creating ng an enviro environme nment nt in which people have an impact on decisions and actions that affect their  jobs. Employee involvement involvement is not the goal nor is it a tool, as practiced in many many organi organizat zation ions. s. Rather Rather,, it is a manage managemen mentt and leader leadershi ship p phil philos osop ophy hy abou aboutt how how peop people le are are most most enabl enabled ed to cont contri ribu bute te to cont contin inuo uous us impr improv ovem emen entt and and the the ongo ongoin ing g succe success ss of thei theirr work work organization. My bias, from working with people for 40+ years, is to involve peop people le as much much as poss possib ible le in all all aspec aspects ts of work work deci decisi sion ons s and and planni planning. ng. This This involv involveme ement nt increa increases ses owners ownership hip and commi commitme tment, nt, retain retains s your your best best employ employees ees,, and foster fosters s an enviro environme nment nt in which which people choose to be motivated and contributing. How to involv involve e employ employees ees in decisi decisionm onmaki aking ng and contin continuou uous s improvement activities is the strategic aspect of involvement and can includ include e such such method methods s as sugges suggestio tion n system systems, s, manufac manufactur turing ing cells, cells, work teams, teams, continuous continuous improvem improvement ent meetings, meetings, Kaizen Kaizen (continuou (continuous s impr improv ovem emen ent) t) even events ts,,

corr correc ecti tive ve acti action on proc proces esse ses, s, and and

peri period odic ic

discussions with the supervisor. Intrinsic to most employee involvement processes is training in team team

effe effect ctiv iven enes ess, s,

comm commun unic icat atio ion, n,

and and

prob proble lem m

solv solvin ing; g;

the the

development of reward and recognition systems; and frequently, the sharing of gains made through employee involvement efforts.

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Employee Involvement Model For people and organizations who desire a model to apply, the best I have have disc discov over ered ed was was deve develo lope ped d from from work work by Tanne Tannenb nbaum aum and and Schmidt (1958) and Sadler (1970). •

Tell: the superv superviso isorr makes makes the decisi decision on and announ announces ces it to staff. The supervisor provides complete direction.

•

Sell: the supervisor makes the decision and then attempts to gain commitment from staff by “selling” the positive aspects of  the decision.

•

Consult: the the su supe perv rvis isor or invi invite tes s inpu inputt into into a deci decisi sion on whil while e retaining authority to make the final decision herself.

•

 Join: the supervisor invites employees to make the decision with the supervisor. The supervisor considers her voice equal in the decision process.

 To round out the model, I add the following:

Delegate:   The The su supe perv rvis isor or turn turns s the the deci decisi sion on over over to anot anothe herr part party. y. Employee involvement consists of those practices which are initiated principally by management and are designed to increase the employee information about, and commitment to the organization fostering trust. Involvement assumes recognition that employees have great untapped pote potent ntia iall whic which h can can be us used ed to the the orga organi niza zati tion ons s adva advant ntag age e by secu securi ring ng comm commit itme ment nt of the the emplo mploye yees es to the the su succ cces ess s of the the organization.

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The action plan: Empl Employ oyee ee invo involv lvem emen entt focu focus s in on corr correc ecti ting ng the the bal balance ance towards an employee contributing also his brain powers in terms of  idea ideas s and and init initia iati tive ve for for impr improv ovem emen entt in the the area areas s of his his work work// his his responsibilities and not only his brains. The concept is application to workers, staffs and managers alike.

Objective: •

Helping employees to contribute better on their jobs.

•

Faster and higher quality of problem resolution.

•

Companies gaining better competitive edge.

•

Employ Employees ees gainin gaining g greate greaterr job satisf satisfact action ion,, joy and pride pride in work.

•

Employ Employees ees dis displa playin ying g greate greaterr identi identific ficatio ation n with with change changes s in policies, practices, systems, structures and work methods.

INDUSTRIAL RELATIONS   The The term term indu indust stri rial al rela relati tion on in prac practi tice ce has has come come to mean mean primarily the relations between the management and the unions in an indu indust stri rial al ente enterp rpri rise se..

It ough oughtt

to incl includ ude e

“emp “emplo loye yee e

rela relati tion ons” s”,,

irrespective of whether a union exists in a particular unit or not.

We all all know know that that unio unions ns came came into into bein being, g, sinc since e for for ages ages an individual employee has tented to be exploited by the employer. To be sure, most of us in India are even today partners in this process of  exploitation. The reference is to the institution of domestic servants, whether whether we look at their wages, wages, at their working hours or their health health care and so on.

17

  The same is by and large for labors employed on construction projects or on farms. It must therefore be accepted that the trade unions does serve a social purpose through the practice of collective bargaining.

It never pays to delay or postpone a constructive confrontation to demand performance be it in the volume or quality of the output.

Law and penalties Legi Legisl slat atio ion, n, acts acts,, regu regula lati tion ons, s, stan standar dards ds,, code codes s of pract practic ice, e, pros prosec ecut utio ions ns,,

enfo enforc rceab eable le

unde undert rtaki aking ngs, s,

fine fines, s,

impr improv ovem emen entt

and

prohibition notices

Rights and obligations   Your Your right rights s as a consum consumer, er, worker worker,, emplo employe yer, r, manufa manufactu cture rer, r, WHSO; manage your risks; meet your obligations

Workplace incidents and inspections Notify of an incident, in an emergency, inspections, inspectors’ role, workers’ compensation

Training, licenses and registrations registrations Accr Ac cred edit itat atio ion, n, regi registr strat atio ions ns,,

trai traini ning ng

semi semina nars rs,,

prov provid ider ers, s,

educ educat atio ional nal

tick ticket ets, s,

tool tools, s,

lice licens nses es,,

appre apprent ntic ices eshi hips ps

plan plantt and

traineeships

Workers’ compensation and rehabilitation rehabilitation Workers’ compensation and rehabilitation legislation, rights and obligations obligations,, other jurisdict jurisdictions, ions, claiming claiming workers’ workers’ compensati compensation on and rehabilitation

Publications and forms

18

Reports, research, newsletters, submissions, conference papers, codes and standards, forms, blitzes, audits, subject index A-Z

MENTORING More than ever before, organizations, large and small, are looking outs outsid ide e tradi traditi tion onal al ment mentor orin ing g parad paradig igms ms to rais raise e the the bar bar on the the practice of mentoring by creating a mentoring culture. A mentoring culture continuously focuses on building the mentoring capacity, competence, and capability of the organization. A mentoring cul cultur ture

enc encour ourage ages

the

prac practi tice ce

of

mentor ntoriing

exce excelllenc ence

by

continuously: •

creating readiness for mentoring within the organization,

•

facilitating multiple mentoring opportunities, and

•

Buil Buildi ding ng

in

supp su ppo ort

mecha echani nism sms s

to

ens nsur ure e

indi ndividua iduall

and and

organizational mentoring success. In a mento mentori ring ng cultur culture, e, eight eight hallma hallmarks rks build build on and streng strengthe then n each other. All are present, at least to some degree; however they mani manife fest st them themse selv lves es diff differ eren entl tly y depe depend ndin ing g on the the orga organi niza zati tion on’s ’s previous success with mentoring.

The Eight Hallmarks of a Mentoring Culture •

Accountability. Accountability enhances performance and produces long-lasting results. It requires shared intention, responsibility and

19

ownership, a commitment to action and consistency of practice. Accountability also involves very specific tasks: --setting goals, --clarifying expectations, --defining roles and responsibilities, --monitoring progress and measuring results, --gathering feedback, and --formulating action goals. •

Alignm Ali gnment ent.. Ali Alignm gnment ent focuse focuses s on the consis consisten tency cy of mentor mentoring ing practices within an institution’s culture. It builds on the assumption that that a cult cultur ural al fit fit alre alread ady y exis exists ts betw betwee een n mento entori ring ng and and the the organization and that mentoring initiatives are also are tied to goals larger larger than than jus justt initia initiatin ting g a progra program. m. When When mentor mentoring ing is aligne aligned d within the culture, it is part of its DNA. A shared understanding and vocabulary of mentoring practice exists that fits naturally with the organization’s values, practices, mission, and goals.

•

Commun Communica icatio tion. n.

Commun Communica icatio tion n

is

fundam fundament ental al

to

achiev achieving ing

mentoring excellence and positive mentoring results. Its effects are far-reaching; it increases trust, strengthens relationships, and helps alig align n organ organiz izati ation ons. s. It crea create tes s valu value, e, visi visibi bili lity ty and and dema demand nd for for ment mentor orin ing. g. It is read readin ines ess, s,

also also the the

gene generratin ating g

cata cataly lyst st for for

lear learni ning ng

deve develo lopi ping ng ment mentor orin ing g

oppo opport rtun unit itie ies, s,

and and

prov provid idin ing g

mentoring support within an organization. •

Valu Value e and and Visi Visibi bili lity ty.. Shar Sharin ing g pers person onal al ment mentor orin ing g stor storie ies, s, role role modeling, modeling, reward, reward, recogniti recognition, on, and celebrati celebration on are high leverage leverage activities that create and sustain value and visibility. Leaders who talk about formative formative mentoring mentoring experien experience, ce, share best practices, practices, and promote and support mentoring by their own example add to the value proposition for mentoring.

20

COMMUNICATION Comm Commun unic icat atio ion n is one one of the the toug toughe hest st issue issues s in orga organi niza zati tion ons. s. Effe Effect ctiv ive e perfectly

comm commun unic icat atio ion n for

“shared

requ requir ires es meaning,”

four four

comp compon onen ents ts

my

favorite

inte interw rwor orki king ng definition

of 

communication. •

  The The indivi individua duall sendin sending g the messag message e must must presen presentt the messa message ge clearly and in detail, and radiate integrity and authenticity.

•

  The The pers person on rece receiv ivin ing g the the mess messag age e must must deci decide de to list listen en,, ask ask questions for clarity, and trust the sender of the message.

•

 The delivery method chosen must suit the circumstances and the needs of both the sender and the receiver.

•

 The content content of the message has to resonate resonate and connect, connect, on some level, with the already-held beliefs of the receiver.

With all of this going on in a communication, I think it’s a wonder that organizations ever do it well. Change Change manage managemen mentt practi practitio tioner ners s have have provid provided ed a broad broad range range of  suggestions about how to communicate well during any organizational changes.

LEADERSHIP AND MANAGEMENT Leaders of organizations, especially people with high level titles and ownership positions, establish and maintain the level of comfort that other employees experience when they are asked to speak up. In most organizations, the willingness of employees, even managers, to speak up in disagreement with the higher level person is appallingly bad. Why is this so? Is it because people lack personal and professional

21

courage at work? Or, are they too beholden to these executives for their job? In any case, it is the leader who establishes the tone and the work work envi enviro ronm nmen entt in whic which h peop people le choo choose ses s – or choo choose ses s not not – to exercise personal courage and freedom of expression. If the leader has traditionally proved to be genuinely open to comments and criticism, people are willing to agree, disagree, and express opinions. The expe experi rien ence ce,,

good

leader,

who

want ants

to

take

know knowle ledg dge, e,

and and

thou though ghtf tful ulne ness ss

adv advant antage age of

tale talent nted ed

of

the

staf staff, f,

remembers this. The good leader is aware of their power to encourage or stif stifle le opin opinio ions ns and and debat debate. e. They They us use e this this powe powerr to genu genuin inel ely y appreciate and encourage input, debate, and differing opinions.

 JOB DESCRIPTION Effectively developed, job descriptions are communication tools that are significant in your organization’s success. Poorly written job descriptions, on the other other hand, hand, add to workpl workplace ace confus confusion ion,, hurt hurt communication, and make people feel as if they don’t know what is expected from them.  Job descriptions are written statements that describe the duties, responsibilities, required qualifications, and reporting relationships of a partic particula ularr job. job. Job descri descripti ptions ons are based based on object objectiv ive e inform informati ation on obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work.  Job descriptions clearly identify and spell out the responsibilities of a sp spec ecif ific ic job. job. Job Job desc descri ript ptio ions ns also also incl includ ude e info inform rmat atio ion n abou aboutt

22

work workin ing g cond condit itio ions, ns, tool tools; s; equi equipm pmen entt used used know knowle ledg dge e and and skil skills ls needed, and relationships with other positions. Still Still uncert uncertain ain about about the value value of job descr descript iption ions? s? Consid Consider er these tips about employee job descriptions.

Positives about Job Descriptions Descriptions  Job descriptions provide an opportunity to clearly communicate your company direction and they tell the employee where he or she fits inside of the big picture. Whether

you’re

a

small all

business

or

a

large,

multi-si -site

organization, well-written job descriptions will help you align employee direction. Alignment of the people you employ with your goals, vision, and mission spells success for your organization. As a leader, you assure the interfunctioning of all the different positions and roles needed to get the job done for the customer.  Job descriptions set clear expectations for what you expect from people. According to Ferdinand Fournies in Why Don’t Employees Do What 

They’re Supposed to Do and What to Do about It , this is the first place to look if people aren’t doing what you want them to do. He says you you

need need to make ake

certai tain

that that the they

clear learlly

unde underrstan stand d

your our

expectations. This understanding starts with the job description.   Job descriptions help you cover all your legal bases. Whethe Whetherr you’re you’re recrui recruitin ting g new employ employees ees or postin posting g jobs jobs for internal applicants, job descriptions tell the candidate exactly what you want in your selected person.

23

Clear job descriptions can help you select your preferred candidates candidates and address address the issues issues and questions questions of those people people who were not selected. Well-written job descriptions help organization employees, who must work with the person hired, understand the boundaries of the person’s

responsibilities. People who have been involved in the hiring process are more

like likely ly to su supp ppor ortt the the su succ cces ess s of the the new new empl employ oyee ee or prom promot oted ed coworker. Developing job descriptions is an easy way to involve people in your organization’s success

c. Review of literature

•

Flet Fl etch cher er

C,

Perf Perfor orma manc nce e

appr apprai aisa sall

and and

mana manage geme ment nt,,

Novemb November er 4, 2001 2001: Pe Perf rfor orma manc nce e ap appr prai aisal sal ha has s wi wide dene ned d as a concept and as a set of practices and in the form of performance manage man agemen mentt has bec become ome part of a mor more e str strate ategic gic approach approach to integrating HR activities and business policies. As a result of this, the research on the subject has moved beyond the limited confines of measurement issues and accuracy of performance ratings and has ha s be begu gun n to fo focu cus s mo more re of so soci cial al an and d mo moti tiva vati tion onal al as aspe pect cts s of  appraisal. This article identifies and discusses a number of themes and tren trends ds that toget together her make up the developing developing research agenda forr th fo this is fi fiel eld. d. It br brea eaks ks th thes ese e do down wn in te term rms s of th the e na natu ture re of  appra app rais isal al and th the e co cont ntex extt in wh whic ich h it op oper erate ates. s. Th The e fo form rmer er is consid con sidere ered d in ter terms ms of con contem tempor porary ary thi thinki nking ng on the con conten tentt of  appra app rais isal al

(con (c onte text xtua uall

perf pe rfor orma manc nce, e,

goal go al

orie or ient ntati ation on

and an d

self  se lf 

awar aw aren enes ess) s) and th the e pr proc oces ess s of app appra rais isal al (a (app ppra rais iser er–ap –appr prai aise see e inte in tera ract ctio ion, n, an and d mu mult ltii-so sour urce ce fe feed edba back ck). ). Th The e di disc scus ussi sion on of th the e

24

context of appraisal concentrates on cultural differences and the impact of new technology.

Gregory H. Dobbins, Performance Appraisal as Effective

•

Manag anagem emen entt

or

Dea Deadly dly

Manag nageme ement

Dis Diseas ease,

1990: 990:

Unde Unders rsta tand ndin ing g pers person on and and sy syst stem em sour source ces s of work work vari variati ation on is fundamental to performance appraisal. Two divergent perspectives on this issue, the traditional human resource management view and the statistical process control view (Deming, 1986), are contrasted.  Two studies are reported that investigate two specific questions that arise from a broader view of the appraisal process. Results indicate that that

manag anage ers

and and

subo su borrdina dinate tes s

beli belie eve

that that typi typica call

poor poor

performance has different causes and that actual productivity levels far outweigh person or system sources of performance of performance variance in appraisal judgments. •

Gregory H. Dobbins, A Contingency Approach to Appraisal Satisfaction, Satisfaction, 1990:   The present study explored the moderating effects effects of organizati organizational onal variables on the appraisal characteristicappraisal appraisal satisfactio satisfaction n rela relati tion onsh ship ip.. An Anal alys yses es indi indica cate ted d that that the the appraisal appraisal characteri characteristics stics of acti action on plan plans, s, freq freque uenc ncy, y, and and rate raterr training were more positively related to appraisal satisfaction when subordinates experienced role conflict, were not closely monitored, and supervisors had a large span of control. The results provide substantial support for conceptualizing appraisal satisfaction as a contin contingen gentt

functi function on

of

both

apprais aisal

chara aracteristics

and

organizational variables. Implications of the findings for the design of appraisal systems, appraisal effectiveness, and future research are discussed.

25

•

Taylor Taylor Cox, Differen Differential tial Performa Performance nce Appraisa Appraisall Criteria Criteria,, 1986 : Performance appraisal ratings of 125 first-level managers were analyz analyzed ed to invest investiga igate te the degre degree e to which which the criter criteria ia used to evaluate the overall job performance of black managers differs from from that hat

used sed

to evalu valuat ate e

whi white manag anage ers. The

performance appraisal form included items that measured both the social social behavi behavior or dimen dimen sion and task/goal task/goal accomplish accomplishment ment dimens dimension ion of job perfor performan mance. ce.   The The appr apprai aisal sal rati rating ngs s of both both groups groups on each each dimens dimension ion were were correl correlate ated d with with measur measures es of  overall job performance and promot ability. Results indicated that social social behavi behavior or factor factors s are more more high highly ly corr correl elate ated d with with the the overall overall job performan performance ce of black ratees than for white ratees. Impl Implic icat atio ions ns of thes these e resu result lts s for for both both blac black k mana manage gers rs and and organizations are discussed.

•

David A. Waldman, Predictors of Employee Preferences for Multirater and Group-Based Performance Appraisal, 1997:  This study conceptualizes and measures user preferences for 360degree appraisals and group-level performance management (PM). Users are defined as either recipients of PM processes or those whose job it is to administer the process. Aspects of individual users, their work design, and current appraisal context were used to predict preferences. Two studies were conducted involving data collection in a large Canadian telecommunications conglomerate and a depart departmen mentt of the Canadi Canadian an gover governme nment, nt, respe respecti ctivel vely. y. Pred Predic icto tors rs expl explai aine ned d sign signif ific icant ant amou amount nts s of vari varian ance ce in us user er

26

pref prefer eren ence ces, s,

espe especi cial ally ly

thos those e

pert pertai aini ning ng

to

grou group-l p-lev evel el

PM. PM.

Practical implications are suggested with regard to collecting and using user preferences. In addition, suggestions for future research are offered concerning the need to examine a broad range of users in different organizational settings and to measure actual system design features and their effectiveness.

•

Denn Dennis is W. Orga Organ, n, A Resta estate teme ment nt of the the Sati Satisf sfac acti tion on-Performanc Performance e Hypothes Hypothesis, is, 1988: 1988: This This articl article e review reviews s recen recentt evidence in support of Organ’s (1977) argument that satisfaction more more

gene genera rall lly y

corr correl elat ates es

with with

organ organiz izat atio ional nal pros prosoc ocia iall

or

citizenship-type behaviors than with traditional productivity or inrole performance. An attempt is then made to interpret just what it is in satisfaction measures that provides this correlation, leading to the suggestion that fairness cognitions comprise the major factor. Implic Implicati ations ons of this this inter interpre pretat tation ion for for theo theory ry,, rese resear arch ch,, and and management practice are offered.

CHAPTER 2 METHODOLOGY 

Need of the study:   The The study study concen concentra trate tes s on the HR affair affairs s of the company company.. It involves the study of performance standards of the employees of JK  Paper Mills. 27

 This study has been carried out in order to learn the Performance Appraisal System of JK Paper Mills Pvt. Ltd; to know what strategies are being implied and how far they are effective.

Objectives of the study: •

  To To anal analyz yze e and and appl apply y perf perfor orma manc nce e appr apprai aisal sal stra strate tegi gies es to

improve the performance of the individual employees. •

 To know about the requirements of the employees.

•

  To To know know the the best best perf perfor orma manc nce e appr apprai aisa sall str strateg ategy y of the the

company. •

Impr Improv ove e the the perf perfor orma manc nce e of the the empl employ oyee ees s and and ther there e by

improving the overall performance of the company, by providing suggestions if any. •

 To verify the standard of JK Paper Mills when compared to other

paper industries present in the market.

Scope of study: It is a systemati systematic c procedure procedure of collecti collecting ng informatio information n in order to analyze and verify a phenomenon.  The collection of information has been done through two major sources: 1. Prim Primar ary y Data Data..

2. Seco Second ndar ary y Dat Data. a.

Primary Data:

It is the information collected directly without any refere reference nce.. In this this study, study, it is gather gathered ed throug through h inter intervie views ws with with various employees, human resource officers and other concerned

28

people. Some of the information were verified and supplemented through personal observation.

Secondary Data:

 The Secondary data was collected from already publ publis ishe hed d sour source ces s such such as pamph pamphle lets ts,, annu annual al repo report rts, s, vari variou ous s  journals and internal records. The data collection includes:

Collection of required data from annual report of JK. Papers

•

Ltd. •

Reference from textbooks and journals relating to the paper

industry in India. •

Annual reports of the company.

Presentation of the study: Chapter I:  This chapter deals with the history and the global prospective of the Paper industry. It also tells us about the other important world markets for paper and the future prospects in these markets. It also tells us about the various concepts that are related to performance appraisal strategies.

Chapter Chapter II:   This This chapte chapterr deals deals with with the metho methodol dology ogy of the study study along along with with the needs, needs, object objective ives s and limita limitatio tions ns of the study. This chapter also deals with how the survey was carried out by taking the primary data and the secondary data,

29

that is by carrying out a survey and also taking the findings of  other surveys and documents into account. It talks about the need and objective of the study that is to find out how the company is faring in regard to its performance. It also finds out the limitations that I encountered during the period of study.

Chapter III:  This chapter deals with the profile of the company. It gives a brief history of the company. It goes on to talk about the progress and also the innovations and technological progress that the company has excelled in papers over the years. It tells us about the quality legacy of the company, in the end it talks about the unique performance appraisal strategy of the company and a few of the products that the company sells.

Chapter IV:  This chapter deals with the analysis of the survey that I had conducted during the period of my study. The survey trie tries s to find find out out vari variou ous s aspe aspect cts s like like the the sati satisfa sfact ctio ion n of the the employ employees ees,, perfor performan mance ce of the emplo employee yees, s, awaren awareness ess in the organ organiz izat atio ion, n, perf perfor orma manc nce e appr apprai aisal sal stra strate tegi gies es us used ed by the the company and various other aspects.

Chapter V:  This chapter includes the summary of the project. It also also incl includ udes es my find findin ings gs and and su sugg gges esti tion ons s and and conc conclu lusi sion ons s during my project period.

Limitations of the study: •

 The study is focused on a very general level rather than a full scale detailed report.

30

•

 The study does not get information from an in depth prospective.

•

  The study is not necessarily the solution to the problem that exists.

•

 There were a lot of breaks and hindrances while the study took place.

•

 The feedback given by recipients is not necessarily right.

CHAPTER 3 a. Profile of Paper Industry

31

WHAT IS PAPER “Paper has played a vital role in the development of mankind, since times immemorial, as a means of communication, as the most versatile material for packing of goods, as a medium of preserving knowledge for progeny. Paper is defined as “A mat of cellulose fibers arranged in crises –cross fashion with hydrogen bond and other forces”.

INTRODUCTION Paper is derived from the word “papyrus”. Today, paper includes a

wide wide ran range ge of prod produc uctts

communicat communication, ion, cultural, cultural,

with ith

ver very

diff differ ere ent

appl appliicati cation ons: s:

educationa educationall , artistic, artistic, hygienic, hygienic, sanitary sanitary as

well as storage storage and transport transport of all kinds of goods. It’s almost almost impossible to imagine a life without paper.  There is a degree of consensus that the art of making paper was first discovered in China and its origin in that country is traced back to 2 nd Century. Century. In about A.D.105 A.D.105 Ts’ Lun , an an offici official al attach attached ed

to imperial imperial

court of China , created created a sheet sheet of paper using Mulberry Mulberry and other bast fibers fibers along with fishnets, old rags and hemp waste. waste.

(2nd

Century B.C) Chin Chines ese e cons consid ider ered ed pape paperr a key key inve invent ntio ion n and kept kept this this a clos closel ely y guarded guarded secret secret for over over Five Five Centur Centuries ies until until the techno technolog logy y slowl slowly y made it way westward. The Arabs captured Chinese city containing a paper mill in the early 700’s and from this started their own paper making industry.(Early 700’s )Invention of printing in 1450’s brought a vastly increased demand for paper .

32

LIST OF SATEWISE INDIAN PAPER INDUSTRY  Table 1:

STATE

NO.OF PAPER MILLS

ANDHRA PRADESH

22

ASSAM

02

BIHAR

04

GUJARAT

68

HARYANA

15

HIMACHAL PRADESH

06

 JAMMU & KASHMIR

01

KARNATAKA

14

KERALA

05

MADHYA PRADESH

21

MAHARASHTRA

71

NAGALAND

01

ORISSA

09

PONDICHERRY

01

PUNJAB

37

RAJASTHAN

07

 TAMIL NADU

31

UTTAR PRADESH

16

WEST BENGAL

TOTAL

594

SOURCE: Indian Press Services News Bulletin.

33

  J K ORGANIZATION - HOW IT ALL BEGAN

Duri During ng the the late laterr half half of the the 18th Cent Centur ury y , Shri Shri Bino Binodi dia a Ram Ram Singhania of village Singhana, which lies in the Shekavati region of  Rajast Rajasthan han,, migrated migrated to Uttar Prade Pradesh. sh.

The family family settled settled down down in

Kanpur and slowly slowly spread spread its roots roots there. there.

JK Organizati Organization on was born

under the leadership of Lala Kamlapatji and his father Lala Juggilalji. Hence the name – J.K.

A VISION TAKE SHAPE

 The foundation of JK Organization was laid when the nation was passing passing through turbulen turbulentt times. It was the time time when Indians Indians were were discriminated against, in in their own home land.

Born on 7th November,

1884, Lala Kamlapatji, Kamlapatji, the worthy son of Lala Juggilal Singhania, set up the first Cotton Mill in Northern India in 1921, exclusively using Indian capital, Management and Labour. One after another, another, other enterprises enterprises were started started by him. him. JK Jute Mills Mills Co. Ltd., JK Iron Iron & Steel Co. Ltd., Ltd., JK  Oil Oil Mill Mills, s, JK Cott Cotton on Manu Manufa fact ctur urer ers, s, JK Hosi Hosier ery y Facto Factory ry,, JK Hosi Hosier ery y Factory (Calcutta), Kamlapat Motilal Sugar Mills, Kamla Ice Factory – were few of the initiatives of Lala Kamlapat Singhania.

LEGACY OF ENTREPRENEURSHIP CONTINUED Keeping alive the spirit of entrepreneurship, the three sons of  Shri. Kamlapat Kamlapat Singhani Singhania a

– Sir Padampat Padampat Singhania, Singhania, Lala Lala Kailashpat Kailashpat

Singhania and Lala Lakshmipat Singhania – started up a number of  indu indust strries

acr across oss

Indi India a

and and

fur further ther

cons consol oliidat dated

the the

existin sting g

businesses. They were the pioneers in setting up a mini steel plant in 1924, and first Indian Jute Mill in 1929 in Uttar Pradesh.

34

FROM HISTORY TO CONTEMPORARY 

 The Singhanias of today and their generation next have inherited the spirit of meeting the entrepreneurial challenges of the times from their forefathe forefathers. rs. Under the visionar visionary y leadership leadership of Shri Hari Shankar Shankar Singhania, President, JK Organisation, supported by his brothers, the organization has shown exemplary growth in diversified businesses.

GROUP COMPANIES Chart 1:

With With a cent centur ury y of mult multii-bu busi sine ness, ss, mult multii-pr prod oduc uctt and and mult multiilocation business operations, the Group has Companies with a diverse portfolio including Automotive Tyres & Tubes, Paper & Pulp, Cement, VBelts, Oil Seals, Power Transmission Systems, Hybrid Seeds, Woollen   Tex Texti tile les, s,

Read Readym ymad ade e

Appa Ap pare rels ls,,

Suga Sugar, r,

Food Food

&

Dair Dairy y

Prod Produc ucts ts,,

Cosmetics, etc. All products of the Group are not only strong brand names but also reputed market leaders in their respective segments.

With its operations spread in almost every state of India, the Group employs over 30,000 people along with a nationwide sales and

35

servi service ce networ network k of over over 10 10,00 ,000 0 dis distr tribu ibutor tors s and a large large number number of  retailers and service centers.

Some of the leading Group Companies include:

  JK Tyre – JK Industries Ltd. Is a leading Tyre manufacturer in India.   JK Paper – It is one of the India’s foremost paper manufacturers.   JK Lakshmi Cement – It is a renowned and well-established name in

the Indian Cement Industry.  Fenner India – It is the leading manufacturer of V-belts, Oil Seals

and Power Transmission Systems.   JK Seeds – JK Agri Genetics Ltd. Is one of the most reliable and well-

known names in Hybrid Seeds.   JK Dairy – It is engaged in the production and sale of Milk Powders

and Ghee.   JK Sugar – It is one of the leading producers of high quality Sugar in

India.

b. Profile of JK Paper Mills Pvt. Ltd. 36

 J K PAPER LTD.   JK Paper Ltd., India’s largest producer of Branded papers is a leading player in the Printing and Writing segment. It operates two plants in India, one in the East – JK Paper Mills (JKPM) in Rayagada, Orissa with a capacity of 127,000 tonnes per year and the other in the West – Central Pulp Mills (CPM), located in Songadh, Gujarat with a production capacity of 55,000 tonnes per year.

 JK PAPER MILLS Chart 2:

A View of J K Paper Mills, Jaykaypur, Rayagada

 JK Paper Mills, a Unit of JK Paper Ltd. Is a premier integrated Pulp and Paper Mill Mill located at Jaykaypur, Dist. Rayagada, Rayagada, Orissa. JKPM was commissioned in the year 1962 with an integrated pulp and paper plant with 15000 TPA installed capacity for manufacturing high quality writing and printing papers. Over the years, the production capacity has been enhanced to a level of 127,000 TPA with the addition of 4 more paper machines manufacturing diversified product range from 29 GSM GSM to 30 300 0 GSM GSM of diff differ eren entt grad grades es of paper paper.. In 20 2005 05,, an offl offlin ine e coating machine has also been set up to manufacture premium grades of coated papers. 37

Sinc Since e its its ince incept ptio ion, n, JK Pape Paperr Mill Mills s has has stri strive ved d for for exce excell llen ence ce and and consistently set high standards in quality, productivity, conservation of  energy energy and water, water, indust industri rial al safety safety as well well as pollut pollution ion contro controll and environment protection which are indicated by achievements like:

 Manu Manufa fact ctur ure e of su surf rfac ace e size sized d Mapl Maplit itho ho for for the the firs firstt time time in the the

country with indigenous raw material.  Capacity utilization of 120%  First Paper Mill in India to get ISO 9001 and ISO 14001.  Adjudged First Greenest Paper Mill in India in 1999.  Most modern and largest pulp mill in the country.  First Paper Mill not only in India but also in South-East Asia to have

receiv received ed TPM Excell Excellenc ence e Award Award from from Japane Japanese se Instit Institute ute of Plant Plant Maintenance, Japan.

ORGANISATIONAL CHART Chart 3:

38

Headquarters Strategy Department Finance Department IT Department Administration Marketing Department Public Relations Department Legal Department Personnel Department Sales Department Research Department Logistics Department Production Security Department PRODUCTION CAPACITY OF JK PAPER MILLS Table 2: MACHINE Paper Paper Paper Paper Paper TOTAL

Machine –I Machine- II Machine –III Machine –IV Machine –V

YEAR

OF INSTALLED

INSTALLATION 1962 1970 1972 1989 1994

  J K PAPER MILLS PHILOSOPHY 

39

CAPACITY, TPA 35,000 tpa 4,700 tpa 26,000 tpa 8,000 tp tpa 16,000 tpa 90,000 tpa

 JK Paper Mills believe that leadership is not merely a matter of  size. With leadership, comes the responsibility to drive growth in all its possible dimensions. Leadership demands transformation. And to that extent, leadership shapes the very quality of growth.

At JK Paper Mills, it is this ceaseless quest for holistic growth that has shaped its operations in the present as well as influenced their investments in the future – in world-class technologies for enhancing customer experience, besides enabling to fulfill social responsibilities.

At JK Paper Mills, Mills,

technology technology up-gradatio up-gradation n

has meant more

than just better business sense. JK Paper Mills have moved beyond enhan enhance ced d prod produc ucti tivi vity ty,, wide widerr prod produc uctt rang range e and and bett better er valu value, e, to investing in and nurturing a future ready organization that is driven by its two core growth engines – Customers and Environment.

J K Pape aper Mills firmly believe that much more than the tec technol hnolog ogy y, it’s t’s how how well equi equipp pped ed we are are to harne arnes ss it that that dete determ rmin ines es

the the

road road

to

tran transf sfor orma mati tion on..

And An d

ther theref efor ore, e,

JKPM JKPM’s ’s

investments are focused on continuous and consistent up-gradation of  proc proces esse ses, s, peop people le and and natur nature. e. Be it conv conver erti ting ng wast wastel elan ands ds into into productive plantations to produce world-class pulp, or scouting for and mentoring professionals who can drive the technology movement at JK  Paper Mills.

VISION   To be a dynamic benchmark and leader in the Indian paper industry

MISSION

40

   To achiev achieve e growth growth and leade leadersh rship ip throug through h the JK brand brand equity equity,,

customer obsession, technological innovation and cost leadership, with a clear focus on environment, while continuously enhancing shareholder value.

QUALITY POLICY    To provide ‘customer delight’ – both internal and external – through

our

products

a nd

services

at

lowest

cost

by

continuous

improvement in processes, productivity, quality and management systems.

LEADERSHIP IN BRANDS

 The secret of success of the J K Paper Mills is attributed to its policy for sustained efforts for quality, new product development and continuous offering of value added products to customers.

 JK Paper Mills has been consistently consolidating its leadership posi positi tion on in the the Indi Indian an Pape Paperr Indu Indust stry ry by cont contin inuo uous usly ly focu focusi sing ng on quality quality upgradatio upgradation n and produc productivit tivity y increase. increase.

Beyond Beyond this, this, JK Paper Paper

Mills Mills has been investing investing continuou continuously sly in “Branding” “Branding”

of its products, products,

resulting in almost half of its revenues coming from branded products.

41

Not only only has the Compan Company y retain retained ed its domina dominant nt leader leadershi ship p in the branded paper market but has been introducing premium new brands like “JK Excel Bond”, “JK Copier Plus” and “JK Savanna” year after year in International International quality consumer friendly packs. Both JK Copier Copier and JK  Easy Copier are the country’s two largest paper brands.

PRODUCTS OFFERED BY JK PAPER MILLS Table 3: SURF SU RFAC ACE E

SIZE SIZED D

MAPL MAPLIT ITH HO Supe Superr grad grade e of writ writin ing g & prin printi ting ng

AND SURFACED SIZED SUPER paper with high finish and brightness. HIGH BRIGHT MAPILTHO  JK COPIER

A pape paperr most ost su suiited ted in all all Xero erox

Machines. SURFACE SIZED PULP BOARD Super grade of Board for printing &

&

SURFACE

SIZED

SUPER paching

HIGH BRIGHT PULP BOARD CHANCELLOR BOND  JK BOND WOOD FREE PRINTING

with

high

finish

and

brightness. A superi superior or variet variety y Bond Bond and writi writing ng and printing. A normal grade of Bond Paper A writing and printing paper with good finish and brightness meant for export market.

ARIMAL

A lowe lowerr gram gramma marr writ writin ing g & prin printi ting ng pape paperr us used ed for for Bill Bills s Book Books s as well well as

 JK LASER PRINTING

Airmail. Suitable for Laser Printer

TITANIUM DIOXIDE LOADED A better grade food packaging paper TISSUE PAPER OPAQUE PRINTING PAPER

A common food packaging

42

WHITE OFFSET BOARD

A high bright board supplied to cigarette

VARNISHABLE MAPLITHO

industries Catering labels and quality printing jobs with varnishing

 YELLOW PRINTING

Used Used for for yell yellow ow page pages s in Tele Teleph phon one e Dire Direct ctor ory y as well well as for for othe otherr qual qualit ity y printing Used for match sticks of better quality

WAX MATCH TISSUE OFFSET

PRINTING A paper used for coating base

(NATURAL SHADE ) Block centered art board

For playing cards

INVORY BOARD

A

superior

coated

board

used

for

Visiting cards and invitation cards.

ENAMEL BOARD

A superior coated board used for visiting

CHROMO PAPER

A

coated

Board

used

for

printing

magazine covers.

 JK PAPER & SOCIETY 

 JK Paper has always been a front runner in taking initiatives for improving the quality of life of the community, especially in the vicinity of its manufacturing plants. Some of the initiatives taken in the last few few

year ears

towa towarrds

Com Commun munity ity

Dev Develop elopm ment ent

and and

enha enhanc nciing

Community Relations include:

EDUCATION

2

full full fled fledge ged d sc scho hool ols s at Jayk Jaykay aypu pur, r, Raya Rayagad gada a (Ori (Oriss ssa) a).. 28 2800 00 children is the strength of the students at present, which include

43

children of Company employees as well as from the community of  nearby villages.  Adult literacy programme for local community.  Night schools for adults, which are being run by unemployed youths

from the villages.

FINANCIAL ASSISTANCE FOR –



School construction & Furnishing



Provi Providin ding g educat education ional al aids aids & school school unifor uniform, m, text text books, books, black black boards etc.



Scholarship to students.



Schools for mentally challenged with residential care facilities.

HEALTH 

 JKPM has its own dispensary, which, in addition to the employees,

also attend to residents of the communities in the vicinity.



Health Health awareness awareness programme, programme, doctors and renowned renowned experts experts

are invited to organize organize camps for awareness awareness and also for cardiolog cardiology, y, gyne gyneco colo logy gy,,

dent dental al,,

eye eye

and and

fami family ly

plan planni ning ng

prog progra ramm mmes es

collaboration with Government hospitals, local clubs etc.

SPORTS AND OTHER RECREATIONAL ACTIVITIES

44

in



Game Games s and and sp spor orts ts are are prom promot oted ed amon among g the the vill villag age e yout youth h through local tournaments.



Similarly, to promote sports, apart from organizing rural tournaments, sports kits are distributed free of cost to over 25 villages in Orissa every year.

ENVIRONMENT 

 JK Paper Mills ensures that not only are its effluents well within the noti notifi fied ed

par parame ameter ters

but but

it

also also

take akes

pro proact active ive

measur asures es

to

continuously improve them further.



The

Company any

has

sig signed

a

voluntary ary

Charter

on

Corporate ate

Respon Responsib sibili ility ty for Enviro Environme nment nt Prote Protecti ction on (CREP) (CREP) with with Minist Ministry ry of  Environment & Forests and is investing in the required facilities for environment protection.



Projects for conservation of energy and water are regularly taken up at both Mills.



 Treated effluent water is being used for irrigation purpose.

INFRASTRUCTURE



Infrastructure development projects like building approach roads to nearby villages, providing pipe water supply, construction of  Water storage tank, Town Gate. Police Chowki, etc. are regularly taken up around J K Paper Mills.

ANCILLARY DEVELOPMENT

45



Real Realis isin ing g

that that

apar apartt

from from

deve develo lopm pmen entt

prog progra ramm mmes es,,

the the

commun communiti ities es also need need source source of liveli livelihoo hood, d, the Compan Company y is promot promoting ing variou various s ancill ancillary ary indust industri ries es like like alum, alum, carton carton,, core core pipe, dry board, fly ash bricks and other industries in the vicinity of the Mills, generating local employment opportunities.

ASSISTANCE FOR NATURAL CALAMITIES



  JJK K has has alwa always ys been been in the the fore forefr fron ontt of meet meetin ing g the the chal challe leng nges es of  natural calamities. Be it the recent flood in Surat, drought or supercyclone in Orissa or the Gujarat Earthquake, or other tragedies like tsunami elsewhere. Apart from cash contributions by the Organization, empl employ oyee ees s have have also also cont contri ribu bute ted d gene genero rousl usly y from from thei theirr sala salari ries es.. Additionally, immediate relief material in terms of medicines, blankets, tents etc. have also been sent to the relief camps for distribution.



  JKPM opened a special nursery at Bhubaneswar to enable new plants to be planted in places where super-cyclone had uprooted the existing trees.

AN EVERGREEN VISION



Respon Responsib sible le paper paper making making demands demands a holist holistic ic enviro environme nmental ntal vision vision and J K Paper Mills Mills see trees as not just a critical critical raw materi material al reso resour urce ce but but also also the the mean means s to tran transf sfor orm m the the live lives s of the the rura rurall community while also promoting a greener India.

46



  Tod Today ay,, J K Pape Paperr Mill Mills s high high tech tech farm farm fore forest stry ry move moveme ment nt is 53,000 hectares vast and has become a People’s Movement involving thousands thousands

of farmers farmers across across Orissa, Orissa, Andhra Andhra Pradesh, Pradesh, Chhattisgarh Chhattisgarh,,

West West Beng Bengal al,,

Guja Gujara ratt

and and

Mahar Maharast astra ra..

Alon Alongw gwit ith h

envi enviro ronm nmen enta tall

benefits, distribution of high yield Clonal plants developed at JKPM’s inhouse R & D Centre has helped farmers to substantially increase the returns returns from their farms. farms. Teams Teams from the Company Company travel across across the rural hinterland hinterland encouragin encouraging, g, educating educating and advising advising farmers farmers about the merits of farm forestry and the latest farming techniques.



Adva Ad vanc nced ed rese resear arch ch in high high-y -yie ield ld sapl saplin ings gs has has enha enhanc nciing

raw

surrround su oundiings ngs

mater ateriial

and and

avai availlabi ability ity

gene generrati ating

near early

resu result lted ed in

and and

qual qualiity, ty,

gree greeni nin ng

of 

28

million lion

manman-da day ys

of 

employment among the rural masses. It has put JK Paper ahead, both in terms of product quality and cost competitiveness.



What sets eco-commitment eco-commitment apart apart is J K Paper’s unique corporate corporate vision to protect the environmental through process innovations rather than end-ofend-of-pro proces cess s treatm treatment ents. s. fri friendly ndly prac practi tice ces s

are are

Thus, Thus, J K Paper Paper’s ’s environm environment ental al

desi design gned ed to

go beyo beyond nd

our our

oper peratio ationa nall

requ requir irem emen ents ts and and work work towa toward rds s ensu ensuri ring ng a bett better er and and gree greene nerr tomorrow for the society as a whole.

THE SPRIT OF PEOPLE …  JK Paper Mills today continues to be the Industry’s Change Agent and and benc benchm hmar ark, k, than thanks ks to the the indo indomi mita tabl ble e sp spir irit it of its its peop people le.. Leadership, at all levels in the organization has enabled J K Paper Mills to scale new new heights heights in various various facets of the Busines Business. s. Be it brands, brands, quality of products and services, technology and innovative strategies,

47

peop people le mana manage geme ment nt prac practi tice ces, s, J K Pape Paperr Mill Mills s stan stands ds out out as an undisputed leader.

 The common perception that with increasing mechanization and automation, the value of the human touch reduces could not be farther form the truth. In today’s world, human decisions have a far greater impact over a larger interlinked process, making it even more critical to deploy the right talent at the right place to manage the operations.  To address this challenge, J K Paper Mills have invested substantially in continuous continuous improvement improvement of processes processes and human skills. skills. This effort involves involves

identifyi identifying ng

the

grooming grooming individua individuals, ls, who can drive drive the

technology movement movement at J K Paper, through time-tested practices practices such as

Qual Qualit ity y

Cir Circles les

–

a

dyna dynami mic c

shop sh op floo floorr

level vel

par partici ticipa pati tive ve

mana manage geme ment nt sy syst stem em.. Jish Jishu u Hoze Hozen n Circ Circle les s with within in the the TPM TPM (Tot (Total al Prod Produc ucti tive ve

Main Mainte tena nanc nce) e)

best best

prac practi tice ces, s,

Sugg Sugges esti tion on

Exem Exempl plar ary y Work Work Awar Award d and and seve severa rall TPM TPM rela relate ted d Awar Awards ds..

Sche Scheme me,, On the the

process front, the Company has adopted an ERP (Enterprise Resource Planning) system to ensure seamless flow of information and enhance manage manageri rial al effic efficien iency. cy.

This This also also aids aids

J K Paper Paper Mill Mills s person personnel nel in in

ultimately enhancing Customer Satisfaction.

Clearly,

J

K

Pape aper

has

gone

well

beyond

just str strategic

investments in technology, by implementing a series of dynamic HR practices so that Team JK is more empowered than its peers in making the most of technology.

48

c. Performance Appraisal practices in JKPM PERFORMANCE APPRAISAL Introduction:  The appraisal system is a key human resources management system. While the system enables the setting of objectives and facilitates the review of performance against these objectives, it can also be effectively used to build customer focus and enhance competitiveness. This is possible if the nature of objectives and the manner in which they are achieved answers the following questions-

49

When achieved, to what extent will customer value be

•

enhanced? When achieved, to what extent will it help the company respond

•

to change? When achieved, to what extent will the company’s

•

competitiveness competitiveness be enhanced?

Setting objectives: Objectives must flow from the business and functional plans and address the key result areas of the job. Objectives must be•

Specific: The appraisee must understand them clearly.

•

Measurable: In term of quality, quantity, cost and time.

•

Attainable: Targets must have inbuilt stretch but yet be within the capabilities of the appraisee.

•

Relevant: to the role and responsibilities with the job and link up with the unit, business and functional plans.

•

Time bound: agree to the timeframe within which the objectives must be achieved, which will also help prioritization.

Remember , objectives must be S.M.A.R.T

Pre-requisites of an effective appraisal process: •

Purpose of the job- The overall rate of the job from organisation’s point of view; why the job exists and what contribution it is expected to make.

•

A statement of the key result areas that flow from the purpose of  the job- statements of the continuing end results and outcomes required of the job, statements which identify what the job achieves and why.

50

•

Having listed the key result areas, it is necessary to clearly state the objectives for the year. These objectives must flow from the business, functional and unit plans.

•

For objectives to invoke commitment, they must be agreed between the job holder and his boss and not set unilaterally.

•

For objectives to be meaningful, they must be specific, measurable, attainable, relevant and time bound.

•

 The appraisal process must focus on performance against agreed objectives, enable the individual to give feedback to the organization his own feelings, aspirations, difficulties, etc and serve as a forum for dialogue between the individual and the organization.

•

 The process must focus on performance, not personality; on facts, not perception and demonstrated behaviour, not hunches.

Performance appraisal process: Chart 4:

51

Planning for performance Goals Standards KPA’S/KRA’S

-Ratings

Periodic review/feedback  Observations Feedback  Support

-Review -Action

Annual performance evaluation/review Ratings Review discussions Action plans -

52

Advantages/Benefits: To Appraisers: •

More productive- Allows the appraiser to concentrate efforts on the more productive managerial tasks and activities.

•

Less stressful- Creates a more harmonious, less adversarial, working relationship between appraiser and appraisee.

•

More rewarding- Improved productivity of the work group.

To Appraisees: •

Feedback

•

Opportunity

•

Autonomy

PERFORMANCE COUNSELING Definition: Performance counseling can be defined as the help provided by a manager to his subordinate in analyzing his performance and other  job behaviors in order to increase his job effectiveness. There are three processes involved in counseling- communication, influencing and helping.

Objectives: 53

•

Helping the counselor to realize his potential as an employee.

•

Helping him to understand himself- his strengths and his weaknesses.

•

Helping him to have better understanding of the environment.

•

Encouraging him to set meaningful goals for further improvements.

•

Encouraging him to generate alternatives for dealing with various problems.

•

Providing him an empathic atmosphere for sharing and discussing his tensions, conflicts, concerns and problems.

Conditions for effective counseling: •

General climate of openness and mutuality.

•

General helpful and empathic attitude of the counselor.

•

Uninhibited participation of the subordinate.

•

 Joint goal-setting and performance review.

•

Focus on work behavior.

•

Solving work related problems.

Counseling process: A formal counseling process is of three phases-

PHASE I: Rapport building. a)

Attending.

b)

Listening.

c)

Acceptance.

PHASE II: Exploring. a) Prob Proble lem m iden identi tifi fica cati tion on.. b) Diagnosis.

PHASE III: Action planning.

54

a)

Searching.

b) Dec Decisio ision n maki aking. ng. c)

Supporting.

Establishing for dialoguing:  The appraisal interview is also an ideal opportunity for the boss and the job holder to dialog on his career. Here are some sample questions that can constitute the basis for a dialog on an individual’s career-

Current assignment: •

What do find challenging and exciting about your current assignment?

•

Do you feel you are being fully utilized in your current assignment?

Goals and aspirations: •

What objective have you set for your personal and professional growth?

•

How do you intend to pursue these?

•

How can an organization assist in the process?

Career plan: •

What responsibilities do you see yourself capable of assuming?

•

What do you see yourself doing three years from now?

55

Performance ratings: Appraisal system requires an overall performance rating

Outstanding performance.



Good performance.



Satisfactory performance.



Barely adequate performance.



Poor performance.

An ongoing process: It is necessary to engage in a formal appraisal process once a year. However we must guard against the process degenerating into a year-end ritual- something to be got over with for the sake of the firm. Once objectives are set at the beginning of the year, any time is a good enough time for the job holder and his boss to engage in a review of how things are going. Periodic review and feedback on performance as well as the process of dialoguing whereby the individual feeds back his overall feelings, difficulties, challenges, etc. spurs on performance and enables the achievement of results against agreed objectives as well as reinforces ‘desired behaviors’ which in turn enhances the competencies of the business.

56

CHAPTER 4 Analysis of the study on Performance Appraisal System in JKPM

Duration for which the respondent has been working in JKPM. This question was asked to the employees working in JKPM to find out the duration for which they have been working in the organization, based upon which we can know if the employees are satisfied with their job in the company or not.

Table 4: Duration of work period in JKPM. Part Partic icul ular ars s

No. No. of resp respon onde dent nts s

0-1 yrs 1-5 yrs

2 33

5-10 yrs 10+ yrs Total

15 10 60

Perc Percen enta tage ge of  respondents 3% 55% 25% 17% 100%

57

Chart 5: Duration of work work in JKPM. 35 30 25 20 no. of respondents

15 10 5 0 0- 1 yrs

1-5 yr s

5- 10 yrs

10+ yrs

3 percent of the respondents are dealing with JK Paper Mills for less than a year. 55 percent of the respondents are dealing in JK Paper Mills from 1-5 yrs. 25 percent of the respondents are dealing in JK  Paper Mills from 5-10 yrs. 17 percent of the respondents are dealing in  JK Paper Mills for over 10 yrs.

58

Extent of satisfaction in setting goals/objectives in the beginning of the year.  This question was asked to the employees of JKPM to find out the extent of satisfaction of the employees in setting goals/objectives in the beginning of the year to know if they are being given opportunities to express their views.

Table 5: Extent of satisfaction satisfaction Parti Particul culars ars Very satisfied Satisfied Dissatisfied Total

No. No. of respon responden dents ts

Percen Percentag tage e of 

38 18 4 60

respondents 63% 30% 7% 100%

Chart 6: Extent of satisfaction.

40 35 30 25 20

no. of respondents

15 10 5 0 very very satisf satisfie ied d

sati satisfi sfied ed

dissat dissatisf isfie ied d

63 percent of the respondents are very satisfied in setting their goals and objectives in the beginning of the year. 30 percent of the respondents are satisfied in setting their goals and objectives in the beginning of the year. 7 percent of the respondents are dissatisfied in setting their goals and objectives in the beginning of the year.

59

Ratings of the PA strategies and programmes in the company.  This question was asked to the employees of JKPM to rate the standard of various PA strategies and programmes that take place in the organization.

Table 6: Ratings of PA strategies. Part Partic icul ular ars s

No. No. of resp respon onde dent nts s

Perc Percen enta tage ge of 

Good

42

respondents 70%

Average Bad

18 0

30% 0%

Total

60

100%

Chart 7: Ratings of PA strategies. strategies. 45 40 35 30 25 20

no. of respondents

15 10 5 0 Good

Av erage

Bad

70 perc percen entt of the the resp respon onde dent nts s rate rate the the Perf Perfor orma manc nce e Ap Appr prai aisa sall str strategies

as

good.

30

percent

of

the

resp spo ondents

rate

the

Performance Appraisal strategies as average. None of the respondents rates the Performance Appraisal strategies as bad.

60

Performance Appraisal strategies are fair and objective.  This question was asked to the employees to know if the performance appraisal strategies are fair and objective to the employees.

Table 7: PA strategies are fair or not. Part Partic icul ular ars s

No. No. of resp respon onde dent nts s

Perc Percen enta tage ge of  respondents

Yes No Can’t say Total

34 26 0 60

84% 16% 0% 100%

Chart 8: PA strategies are fair or not. 35 30 25 20 no. of respondents

15 10 5 0 Ye s

No

Can't say

84 percen percentt of the respo responde ndents nts say that the Perfo Perform rmanc ance e Apprai Appraisal sal strategies are fair and objective. 16 percent of the respondents say that the Performance Appraisal strategies are not fair and objective. None of the respondents are there who can’t say anything.

It is necessary to appraise an employee.

61

 This question was asked to the employees to know how important it is to appraise an employee.

Table 8: Necessity to appraise an employee. Part Partic icul ular ars s

No. No. of resp respon onde dent nts s

Perc Percen enta tage ge of  respondents

Yes No Total

60 0 60

100% 0% 100%

Chart 9: Necessity to appraise an employee. 60 50 40 30

no. of  respondents

20 10 0 Ye s

No

100 percent of the respondents say that it is necessary to appraise an employee. None None of the the resp respon onde dent nts s says says that that it is nece necess ssar ary y to appraise an employee.

62

There is clarity in what is expected from the employee.  This question was asked to the employees to know if they are made clear on what is expected of them so that they can work accordingly.

Table 9: Clarity in what is expected from the employee. Part Partic icul ular ars s

No. No. of resp respon onde dent nts s

Perc Percen enta tage ge of  respondents

Yes No Total

60 0 60

100% 0% 100%

Chart 10: Clarity in what is expected from the employee. 60 50 40 no. of  respondents

30 20 10 0 Ye s

No

100 percent of the respondents say that they are clear with what is expected of them. None of the respondents say that they are not clear with what is expected of them.

Feedback is given to the Management Cadre Staff for the task accomplished by them. 63

 This question was asked to the employees to know if they are provided with proper feedback for the task they accomplish, based upon which they can work better in future.

Table 10: Feedback is given to MCS. Part Partic icul ular ars s

No. No. of resp respon onde dent nts s

Perc Percen enta tage ge of 

Yes

37

respondents 62%

No Total

23 60

38% 100%

Chart 11: Feedback is given to MCS. 40 35 30 25 20

no. of  respondents

15 10 5 0 Ye s

No

62 percent of the respondents say that the feedback is given to the MCS for the task accomplished by them. 38 percent of the respondents say that the feedback is not given to the MCS for the task accomplished by them.

Suggestions and innovations are rewarded.

64

 This question was asked to the employees to know if they are motivated by accepting their suggestions and innovations in the form of rewards.

Table 11: Suggestions and innovations are rewarded. Part Partic icul ular ars s

No. No. of resp respon onde dent nts s

Perc Percen enta tage ge of  respondents

Yes No Total

21 39 60

35% 65% 100%

Chart 12: Suggestions and innovations are rewarded. 40 35 30 25 20

no. of  respondents

15 10 5 0 Ye s

No

35 perc percen entt of the the resp respon onde dent nts s say say that that thei theirr su sugg gges esti tion ons s and and innovations are rewarded. 65 percent of the respondents say that their suggestions and innovations are not rewarded.

Supervisors take interest in sharing an employee’s personal concern.

65

 This question was asked to the employees to know if the employees’ problems are dealt well by their supervisors so that their morale increases and they are satisfied with their job.

Table 12: Supervisors share an employee’s personal concern. Part Partic icul ular ars s

No. No. of resp respon onde dent nts s

Perc Percen enta tage ge of  respondents

Yes No Total

43 17 60

72% 28% 100%

Chart 13: Supervisors share an employee’s personal concern. 45 40 35 30 25

no. of  respondents

20 15 10 5 0 Ye s

No

72 percent of the respondents say that the supervisors take interest in sharing their personal concern. 28 percent of the respondents say that the supervisors do not take interest in sharing their personal concern.

Annual increments/promotions are based on performance.  This question was asked to the employees to know if the annual increments/promotions increments/promotions are based on their performance or not.

66

Table 13: Increments & promotions based on performance. Part Partic icul ular ars s

No. No. of resp respon onde dent nts s

Perc Percen enta tage ge of  respondents

Yes No Can’t say Total

49 9 2 60

82% 15% 3% 100%

Chart 14: Increments & promotions based on performance. 50 40 30 no. of respondents

20 10 0 Ye s

82

percent

No

of

Can 't s ay

the

respondents

s ay

that

the

annual

increments/promotions are based on their performance. 15 percent of  the respondents say that the annual increments/promotions are not based on their performance. 3 percent of the respondents can’t say or their answers are inapplicable.

Extent of satisfaction in interdepartmental teamwork.  This question was asked to the employees to know the extent of  satisfaction in interdepartmental teamwork based on which their effectiveness in work can be known.

67

Table 14: Satisfaction in inter departmental departmental team work. Part Partic icul ular ars s

No. No. of resp respon onde dent nts s

Very satisfied

17

Satisfied Dissatisfied Total

30 13 60

Perc Percen enta tage ge of  respondents 28% 50% 22% 100%

Chart 15: Satisfaction in inter departmental team work.

30 25 20 15

no. of respondents

10 5 0 very very satis atisfied

28

percent

satisfied atisfied

of

the

diss dissatisfi atisfied ed

respondents

are

very

satisfied

with

interdepartmental teamwork. 50 percent of the respondents are just sati satisf sfie ied d

with with

inte interd rdep epar artm tmen enta tall

team teamwo work rk..

22

perc percen entt

of

the the

respondents are dissatisfied with interdepartmental teamwork.

Extent of help of training and development programmes in improving employees’ performance.

68

 This question was asked to the employees to know how far the training and development programme is helping the employees to learn and work better.

Table 15: Part Partic icul ular ars s

No. No. of resp respon onde dent nts s

To great extent

13

To some extent To very little extent Total

42 5 60

Perc Percen enta tage ge of  respondents 22% 70% 8% 100%

Chart 16: 45 40 35 30 25 20 15 10 5 0

no. of respondents

great exten extentt some ome ext exten entt

very ery lit little extent

22 percent of the respondents say that the training and development programmes help to a great extent to improve their performance. 70 percen percentt of the respo responde ndents nts say that that the traini training ng and develo developme pment nt progra programm mmes es help help to some some exten extentt to impro improve ve their their perfor performan mance. ce. 8 percen percentt of the respo responde ndents nts say that that the traini training ng and develo developme pment nt programmes help to a very little extent to improve their performance.

Performance Appraisal System is used in job rotation.

69

 This question was asked to the employees to know the extent of use of  performance appraisal system in job rotation.

Table 16: Part Partic icul ular ars s Mostly Partially N il Total

No. No. of resp respon onde dent nts s

Perc Percen enta tage ge of 

7 53 0 60

respondents 12% 88% 0% 100%

Chart 17: 60 50 40 30

no. of respondents

20 10 0 Mostl y

Pa rti a l l y

Ni l

12 percent of the respondents say that performance appraisal system is mostly used in job rotation. 88 percent of the respondents say that performance appraisal system is partially used in job rotation. None of  the respondents say that performance appraisal system is not at all used in job rotation.

Extent of the purpose of performance appraisal system being fulfilled.

70

 This question was asked to the employees to know how far the performance appraisal system is actually helping them in their work.

Table 17: Part Partic icul ular ars s Completely Partially Total

No. No. of resp respon onde dent nts s

Perc Percen enta tage ge of 

39 21 60

respondents 65% 35% 100%

Chart 18: 40 35 30 25 20

no. of respondents

15 10 5 0 Compl mpletel etely y

Parti artial allly

65 percent of the respondents say that the purpose of performance appraisal is completely fulfilled. 35 percent of the respondents say that the purpose of performance appraisal is partially fulfilled.

 JKPM always strives for continuous individual improvements.

71

 This question was asked to the employees to know how far they agree with the fact that JKPM always strives for continuous individual improvements.

Table 18: Part Partic icul ular ars s

No. No. of resp respon onde dent nts s

Strongly agree

13

Agree Disagree Strongly disagree Total

35 9 3 60

Perc Percen enta tage ge of  respondents 22% 58% 15% 5% 100%

Chart 19: 35 30 25 20 15

no. of respondents

10 5 0 Strongly agree

Agre e

Di sa gr gre e

S trongl y disagree

22 percent of the respondents strongly agree that JKPM always strives for continuous individual improvements. 58 percent of the respondents agree that JKPM always strives for continuous individual improvements. 15 percent of the respondents disagree that JKPM always strives for continuous continuous individual individual improvem improvements. ents. 5 percen percentt of the respo responde ndents nts strongly strongly disagree disagree that JKPM always always strives strives for continuous continuous individual individual improvements.

CHAPTER 4 72

a. Findings 1) Pres Presen ence ce of a firm firmly ly impl implem emen ente ted d care career er plan plan-- good good sens sense e of  growth.

2) High proportion of routine work- during training and immediately

after.

3) Organi Organizat zation ion clima climatete-

•

Well analyzed goals are set.

•

Good and effective performance appraisal strategies applied.

•

All the strategies are fair and objective.

•

 The employees are well aware of what is expected of them.

•

Proper feedback is not given to the management cadre staff.

•

Suggestions and innovations are not rewarded.

•

Supervisors are patient with the employees’ problems.

•

Good performance leads to annual increments and promotions.

•

 Training and development programs are not very effective and helpful.

•

  The purpose of Performance Appraisal System followed in the company is fulfilled.

73

b. Suggestions •

Extensive of the job training.

•

Free hand in decision making.

•

Focused job responsibility.

•

 Transparent career planning of all officers.

•

Give tangible advantages.

•

Exemplary rewards should be given for unique achievements of  the employees.

•

Informal were calling as and when they need.

•

Giving chance in decision making.

•

Reward for employee work.

•

Proper interactions with seniors.

•

Effective training and development programs should be held.

•

Proper feedback should be given to the management cadre staff  at fixed time periods.

•

Suggestions and innovations should be encouraged.

•

Performance appraisal system should be extensively used in job rotation.

•

Up gradation of basic qualification of all workers to be taken in future based on their performance.

•

•

Improve competency of the workers. The

company

should

concentrate

development.

74

more

on

individual

c. Summary Chap Chapte ter r I: This This chap chapte terr give gives s us insi insigh ghtt into into the the worl world d Huma Human n Resource Management in general and talks about all the related topics which effect the Human Resource Management in myriad ways. It also give gives s us prop proper er intr introd oduc ucti tion on and defi defini niti tion ons s of Huma Human n Reso Resour urce ce Management.

  This This chapte chapterr includ includes es the review review of liter literatu ature re of perfor performan mance ce appraisal. It also includes the various articles which are referred for the accomplishment of the project.

Chapter II: This chapter deals with Methodology of the study and also its needs and objective of the study.

It deal deals s with with how how the the su surv rvey ey was was carr carrie ied d out out by taki taking ng the the primary data and secondary data that is by carrying out survey and also taking the finding of other surveys and document into account.

It talks about the needs and objective of the study to find out how the company is faring in and around its region and how it can improve its retention strategies. It also find out the limitation that I encountered during the period of study.

Chapter III: This chapter deals with the Profile of the company it tells us the history of the company, it goes on to talk about the progress and all innovations and technological progress that the company has made over the years, it also talks about how the company has excelled in retaining its employees over the years, it tells us about the quality

75

legacy acy of the company, it gives us an insight about the top management of the company, it end it talks about the unique retaining strategies of the company and few of the products that the company sells.

Chapter IV: This Chapter deals with the analysis of the survey that I had conducted during the period of my study. This survey tries to find out how the performance appraisal strategies effects the employees in the organization.

76

BIBLOGRAPHY  Books:

•

Donald Donald L. Kirkpatri Kirkpatrick, ck, 2006, 2006, Improving Improving Employee Employee Perform Performance ance through Appraisal and Coaching. Coaching.

•

Richard Rudman, 2003, Performance Planning and Review.

•

Roger E. Herman, 1997, The Process of excelling, excelling, oak Hill press.

•

P. Subba Rao, 2006, Essentials of Human Resource Management  and Industrial Relations, Relations, Himalaya Publishing House.

 Journals:

•

•

Gitam Journal of Management.  Journal of Occupational and Environmental medicine.

•

Indian Journal of Social Work.

•

Indian Journal of Human Resource.

Websites Visited:

•

www.jkorg.in

•

www.google.com

•

www.answers.com

•

www.wikipedia.org

77

Questionnaire on Performance Appraisal for appraisees and appraisers (Tick your choice)

1) Since how long have you been working in JK Paper Mills? □0-1 □0-1 yrs yrs

□ 1-5 1-5 yrs yrs

□5-1 □5-10 0 yrs yrs

□10+ □10+ yrs yrs

2) How satisfied are you in setting your goals and objectives in the beginning of the year? □ Very satisfied □ Satisfied □ Dissatisfied

3)

How

are

the

Performance

Appraisal

strategies

and

programmes in the company □ Good □ Average □ Bad

4) Do you consider Performance Appraisal strategies fair and objective? □ Yes □ No □ Can’t say

5) Is it necessary to appraise an employee? □ Yes

78

□ No

6) Are you clear with what is expected of you? □ Yes □ No

7) Are Are the the Mana Manage geme ment nt Cadr Cadre e Staf Stafff prov provid ided ed with with regu regula lar r performance feedback? □ Yes □ No

8) Are your suggestions and innovations rewarded? □ Yes □ No

9) Do your supervisors take interest in sharing your personal concern? □ Yes □ No

10) Are your your annual annual increm increment ents/ s/pro promot motion ions s based based on your your performance? □ Yes □ No □ Can’t say

11) How satisfied are you in interdepartmental interdepartmental teamwork? □ Good □ Average □ Bad

79

12) To what extent do training and development programmes help in improving your performance? □ To great extent □ To some extent □ To very little extent

13) How far is the Performance Appraisal system used for job rotation? □ Mostly □ Partially □ Nil

14) To what extent is the purpose of Performance Appraisal fulfilled? □ Completely □ Partially □ Nil

15) 15)

Does Does

JKPM JKPM

alwa alway ys

str strive

for fo r

cont contiinuous uous

indi ndivid vidual ual

improvement? □ Strongly agree □ Agree □ Disagree □ Strongly disagree

Visit hrmba.blogspot.com for more project reports, notes etc. Name of the respondent :

Address :

Phone no. :

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