EXECUTIVE SUMMARY
The importance of personnel management is being increasingly realized in industrial and industrial organization both In India I ndia and abroad. This realization has come about because of increasing complexity of the task of managers and administrators. So far the personnel function was confined to recruitment, salary administration and industrial relations. It was regarded as necessary evil. However, organizations organizations today have realized the human resources as most valuable than any other resource and therefore proper maintenance and development is needed of them. anagement can tremendously help the organizations organizations to maximize m aximize the utilization of other resources.
!ne step forward in this direction is the proper maintenance of performance appraisal system in an organization. "erformance appraisal is a step where management finds out how effective it has been hiring and placing an employee. The appraisal plans serves as a basis for counseling the employees about their strengths and weaknesses, for
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improving the productivity, productivity, efficiency and for enhancing employee relations through development of mutual confidence among them.
The basic need of the study is to analyze how far the performance appraisal in the organization has been successful in the assessing the effectiveness and efficiency of the employees and to what extend it has helped in linking professionalism and commitment to the organization. $ith this ob%ective the research is undertaken.
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TABLE OF CONTENTS
&. 'xec 'xecut utiv ivee Summa Summary ry (. )omp )ompan any y "rofi "rofile le *. + our ourney ney from from -' -' to -I" -I" /. T0S1 T0S1ss "hilo "hiloso soph phy y 2. iss issio ion n of the the )omp )ompan any y 3. $age and Salary Salary +dmin +dminist istrat ration ion 4. 'nvi 'nviro ronm nmen entt "olicy "olicy 5. 6uncti 6unctions ons of H7 H7 8epar 8epartme tment nt 9. !b%ect !b%ective ive and and Scope Scope of the the Study Study &#.7esearch ethodology &&.Introduction to "erformance +ppraisal &(.Study of the +ppraisal +ppraisal system in the organization &*.+nalysis of data and conclusion &/.a%or 6indings &2.7ecommendation &3.:ibliography
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)H+"T'7 ;I
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COMPANY PROFILE
COMPANY PROFILE
T0S otor )ompany is the third largest two;wheeler manufacturer in India, with a revenue of &2&(9 )r I<7 =(#&4;&5>. The company has an annual production capacity of / million ( wheelers ? &(#,### * wheelers. T0S @roup spans across industries like +utomobile, +viation, 'ducation, 'lectronics, 'nergy, 6inance, Housing, Insurance, Investment, ogistics, Service and Textiles. Has over 9# )ompanies under the umbrella. T0S otor )ompany td =T0S otor>, a member of the T0S @roup =7evenue around I<7. /#,### )r >, is the largest company of the group in terms of size and turnover. + 0ehicle for 'veryone T0S otor currently manufactures a wide range of two;wheelers. Take your pick from mopeds to racing inspired motorcycles. otorcyclesA =+pache Series, 0ictor, Sta7 )ityB, Sport, ax/7> ScootersA =
opedsA =E &##, E &## )omfort and E &## Heavy 8uty>
anufacturing ocations
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The company has four manufacturing plants, three located in India =Hosur in Tamil and one in Indonesia at Farawang. Innovation at the Helm T0S otorGs strength lies in design and development of new products. $e at T0S deliver total customer satisfaction by anticipating customer need and presenting Cuality vehicles at the right time and at the right price. The customer and his everchanging need is our continuous source of inspiration. $e have proved time and again that this sense of responsiveness along with a penchant for Cuality is a winning formula. The company has many firsts to its credit including the fact that we launched seven vehicles on the same day ; a rare feat in +utomotive history.
Inspiring illions of Smiles T0S has always stood for innovative, easy;to;handle, and environment;friendly products, backed by reliable customer service. ore than ** million customers have bought a T0S product to date. T0S products give you only reasons to smile TVS Motor Company - Mission
$e are committed to being a highly profitable, socially responsible, and leading manufacturer of high value for money, environmentally friendly, lifetime personal transportation products under the T0S brand, for customers predominantly in +sian markets and to provide fulfillment and prosperity for employees, dealers, and suppliers.
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0ision Statement
8riven by the customer T0S otor will be responsive to customer reCuirements consonant with its core competence and profitability. T0S otor will provide total customer satisfaction by giving the customer the right product, at the right price, at the right time. The Industry eader T0S otor will be one among the top two two;wheeler manufacturers in India and one among the top five two;wheeler manufacturers in +sia. @lobal overview T0S otor will have profitable operations overseas especially in +sian markets, capitalizing on the expertise developed in the areas of manufacturing, technology and marketing. The thrust will be to achieve a significant share for international business in the total turnover. +t the cutting edge T0S otor will hone and sustain its cutting edge of technology by constant benchmarking against international leaders. )ommitted to Total uality T0S otor is committed to achieving a self;reviewing organization in perpetuity by adopting T as a way of life. T0S otor believes in the importance of the process. "eople and pro%ects will be evaluated both by their end results and the process adopted. The Human 6actor T0S otor believes that people make an organization and that its well;being is dependent on the commitment and growth of its people. There will be a sustained effort through systematic training and planning career growth to develop employeesG talents and enhance %ob satisfaction. T0S otor will create an enabling ambience where the maximum self;actualisation of every employee is achieved. T0S otor will support and
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encourage the process of self;renewal in all its employees and nurture their sense of self; worth. 7esponsible )orporate )itizen T0S ot otor or fi firml rmly y bel believ ieves es in the int integr egrati ation on of Saf Safety ety,, Hea Health lth and 'nv 'nviro ironme nmenta ntall aspe as pect ctss wi with th al alll bus busin ines esss ac acti tivi viti ties es and en ensu sure ress th thee pr prot otec ecti tion on of em empl ploye oyees es an and d environment including development of surrounding communities. T0S otor strives for long lo ng;t ;ter erm m re rela lati tions onshi hips ps of mu mutu tual al tr trus ustt and in inte terd rdep epend enden ence ce wi with th it itss cu cust stom omer ers, s, employees, dealers, and suppliers. Innovation in Motion
$e have always been at the forefront of bringing new and relevant technology. $e stay ahead of the curve when it comes to meeting customer expectations. +ll our technological innovations are attributed to meeting customer expectations from our constant interactions with them. ThatGs where the story begins. :ack at our 7 ? 8 lab, a small idea gets transformed into a machine ; one that will compl com plet etel ely y fu fulf lfil illl th thee ne need edss of th thee ma mark rket etc cus usto tome merr and th that at is su sure re to exc excee eed d expectations. $hile the primary focus is on superior handling and experience, we also keep in mind the style and other aspects that make our 0ehicles 0ehicles one of a kindfeature rich. 'co eadership
@reen :ikes. @reener Tomorrow. Tomorrow.
Tech echnol nologi ogical cal Inn Innovat ovation ionss mus mustt sup suppor portt gro growin wing g con concer cerns ns on glo global bal war warmin ming g and pollution. +t T0S otor, we have always been the pioneers in bringing )leaner @reener technol tec hnology ogy to two two;wh ;wheel eelers ers.. T0S ot otor or )om )ompany pany was the fir first st to use a cat cataly alytic tic converter in its bike, in India way back in &993 ; the T0S Shogun.
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+ll our vehi vehicle cless are 52J rec recycl yclabl able. e. !ur veh vehicl icles es com comply ply wit with h wor world ld sta standar ndards ds of recyclabili recycl ability ty.. This is of utmos utmostt impor importance tance in a scenar scenario io where countries countries like apan and @ermany have laws on the recyclability of the vehicle.
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Sop! an" O#$!tiv! o% st&"y
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OB'ECTIVES OF T(E STU)Y
To critically analyze the performance appraisal system in T0S otors India "vt. td.
To gain familiarity with the organization1s environment and the work culture existing in the organization.
The purpose of the study is to evaluate the impact of performance appraisal system carried out in the organization.
It is to view that how the present appraisal system has contributed towards the efficiency and effectiveness of the employees in the organization.
The ob%ective of the study is also to feel the pulse of the employee1s views and their suggestions.
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C(APTER- II
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RESEARC( MET(O)OLO*Y
7esearch in common parlance refers to research for knowledge or it can be defined as a research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In this we study various steps that are generally adopted by a researcher in studying research problem along with the logic behind them.
In fact, research is an art of investigation. It is academic activity and as such the term should be used in a technical sense.
It comprises defining and redefining problems, formulating hypothesis or suggested solutionsK collecting, organizing and evaluating dataK making deductions and reaching conclusions either in the form of solutions towards the concerned problem or in certain generalizations for some theoretical formulation.
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7esearch, is thus, an original contribution to the existing stock of knowledge making for its advancement. It is the pursuit of truth with the help of study, observation, comparisons and experiment.
It refers to the systematic method consisting of enunciating the problem, formulating a hypothesis, collecting the facts of data, analyzing the facts and reaching certain conclusions either in the form of solutions towards the concerned problem or in certain generalizations for some theoretical formulation. The purpose of research is to discover answers to Cuestions through the application of scientific procedures. The main aim of research is to find out which is hidden and which has not been discovered yet.
7esearch also defines as the manipulations of things, concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge.
It is necessary for the researcher to know not only the research methodstechniCues but also the methodology. 7esearchers not only need
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to know how to develop certain indices or tests, how to calculate mean, the median, or the standard deviation or chi;sCuare, how to apply particular research techniCues, but they also need to know which of these methods or techniCues, are relevant and which are not, and what would they mean and indicate and why.
7esearcher also needs to understand the assumptions underlying various techniCues and they need to know the criteria by which they can decide that certain techniCues and procedures will be applicable to certain problems and others will be not. +ll this means that it is necessary for the researcher to design methodology for the problem as the same may differ from the problem to problem.
In research, scientist has to expose the research decisions to evaluation before they are implemented.
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6orm above, 7esearch ethodology has many dimensions and research methods do constitute a part of the research methodology. It is wider than that of research methods.
Thus, when we talk of research methodology we not only talk of the methods but also consider the logic behind the methods we use in the context of our research study and explain why we are using a particular method or technique and why we are not using others so that research results are capable of being evaluated either by the researcher or by the others
+ research methodology concerning a research problem or study includesA
+ research study undertaken.
8efinition of research problem =how>.
6ormulation of hypothesis development =in what way and how>.
8ata collection =what data>.
+doption of particular method =what method>.
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"articular techniCue of analyzing data that is used in research =why>.
Interpretation and recommendation given for the research problem.
RESEARC( )ESI*N )ESCRIPTIVE
These are studies concerned with describing the characteristics of a particular individual or a group. It helps a researcher to define clearly what, heshe wants to measure and must find adeCuate methods for measuring it along with a clear of definition of LpopulationM under study. It helps in defining the ob%ectives to ensure that the data collection is relevant. SAMPLE )ESI*N
It is definite plan for obtaining a sample from a given sample. It refers to the techniCue the researcher would adopt in selecting an item from the sample.
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$hile developing a sample design, the researcher must pay attention to the universe, sample design, place boundary, and time boundary. MET(O)LO*Y
The methodology includes personal interaction with workers through Cuestionnaire, interviewing and observation. + sample Cuestionnaire was drawn up detailing about the survey that was carried out in T0S, Nttarakhand of convenience and correction were incorporated in the Cuestionnaire wherever reCuired. SELECTION OF SAMPLE SI+E AN) COMPOSITION
The profile of the respondents was based on the age group, tenure of the %ob, %ob experiences, challenges faced and %ob satisfaction, etc. )ATA COLLECTION
It is one of the methodologies of conducting research. It can be described as a collection of data, which is nothing but the raw material for analysis, which when processed, generates useful information to take corrective decisions.!ur database constitutes of primary data, which are collected afresh, and for the first time and thus happens to be original in character. TOOLS FOR )ATA COLLECTION
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The study based on information and feedback given by the respondents. This is done with the getting information from the documents and files, feedback asked along with the Cuestionnaire, personal interaction. The primary preparation is from the different books.
uestionnaire
,&!stionnair! A It is one of the important sources of collecting
information. + list of Cuestionnaire prepared for the specific sub%ect as the name indicates there is a set of selected Cuestions whose answer the investigator seeks from respondents in order to get knowledge about the matter. Structured Cuestionnaire is prepared with the data concerns and guidance of the management of company. The Cuestionnaire was used for different category mentioned. RESEARC( MET(O)OLO*Y
Feeping the ob%ective of the study in mind carries out the research. 6or the purpose of the study data was collected fromA . Primary So&r! /. S!on"ary So&r! Primary So&r! includes personal interviews and filling up of
Cuestionnaire by the employees of the company. &5
S!on"ary so&r! of data was collected through previous years research
files and employees handbook and company1s annual reports. Samp0! Si1!2
The sample size was 2# employees of Nttarakhand plant of the company, most of the workers and few supervisors.
MET(O)OLO*Y INVOLVE) 3r!s!ar452
The methodology includes personal interaction with workers through Cuestionnaire, interviewing and observation. + sample Cuestionnaire was drawn to achieve the ob%ective and the workers were asked to fill it .
SAMPLIN* MET(O)S 3PLAN5 AN) SAMPLE SI+E
It is definite plan for obtaining a sample from a given sample. It refers to the techniCue the researcher would adopt in selecting an item from the sample. $hile developing a sample design, the researcher must pay attention to the universe, sample design, place boundary, and time boundary. Typ! o% Univ!rs!A set of ob%ectsA ; finite Samp0!2 workers of T0S I<8I+ "0T T8,Nttarakhan Samp0! Si1!2 The total of sample size covered is 2# Samp0in6 M!t4o" O )onvenience ? 7andom Sampling =Survey Sampling>
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MET(O)S OF )ATA PROCESSIN* AN) TOOLS 7 TEC(NI,UES ANALYSIS
The entire data was fed in the 'xcel sheet and the statistics was calculated. Simple statistics like Tally ethod, )ounting, Tabulations and graphs are used. 8ata +nalysis is done using @raphical 7epresentation on "ercentage basis. ANALYSIS AN) INTERPRETATION OF T(E )ATA
The analysis of data reCuires a number of closely related operations such as establishment of categories. The application of these categories to raw data through coding, tabulations and then drawing statistical inferences. !ne should always try to classify data into some purposeful and usable categories. EXECUTION OF T(E PRO'ECT
'xecution of the pro%ect is a very important step in the research process. The researcher of the pro%ect should see that his pro%ect is executed in a systematic manner and in time, for example if there is a survey to be conducted by means of a structured Cuestionnaire data can be readily machine processed and more important data should be properly coded. If the data is to be collected through interviews, then proper arrangements should be made for proper selection and training of the interviewers +nalysis of data basically reCuires, coding, editing and tabulation of the data collected.
CO)IN* 8
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)oding operation usually involves the transformation of data into various symbols that can be tabulated and counted. E)ITIN* -
'diting is a procedure that improves the Cuality of a data for coding. TABULATION 8
Tabulation is a part of technical procedure whereinK the classified data are put in form of tables. +nalysis work is generally based on computation of various percentages and coefficients by applying various well;defined statistical formulae.
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C(APTER-III
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An Intro"&tion to P!r%orman! Appraisa0
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(istory o% P!r%orman! Appraisa0 Syst!m
'mployee appraisal techniCues are said to have used for the first time during the first world war, when at the instance of $alter 8ill Scott, the NS army adopted the man to man rating system for evaluation of military personnel. 8uring &9(#;*# period, relational wage structures for hourly paid workers was adopted in industrial units. Nnder this system, the policy of giving grades wage increments on the basis of merit was accepted. These early employed plans were called Lerit rating programsM which continued to be so called up to mid;2#s. :y then most of these plans were of the rating scale type, where emphasis was given to factors, degrees and points. In the early 2#s however, attention begin to be devoted to performance appraisal of technical, professional and managerial personnel. Since then, as a result of the experiments and a great deal of study, the philosophy of performance appraisal has undergone a tremendous change. )onseCuently the change has also taken place in the terminology used.
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the development of the individual as and widely used to evaluate, technical, professional and managerial personnel. Important %!at&r!s o% P!r%orman! Appraisa02
It is a systematic description of an employee1s %ob relevant strengths and weaknesses. It helps in determining how well an employee is performing the %ob and establishes a plan for improvement. +ppraisals are arranged periodically according to a definite plan. It is a continuous process in every large;scale organization. N!!" o% P!r%orman! Appraisa0
It is to provide information about the performance ranks on the basis of which decisions regarding salary fixations, confirmation, promotion, transfers and demotions are taken.
It provides information about the level of achievement and
behaviour of subordinates. This information helps to review the performance of subordinates, rectifying performance deficiencies and to set new standards of work if necessary.
It provides information that helps to counsel the subordinates.
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It also provides information to diagnose deficiency in employee regarding skills, knowledge and determining the training needs.
It is to prevent grievances and in disciplinary activities
Cont!nts o% P!r%orman! Appraisa0
'very organization has to decide upon the content to be appraised before program is approved. @enerally the content to be appraised is determined on the basis of the %ob analysis. )ertain contents to be appraised in a %ob are as mentioned belowA
7egularity of attendance
Self expression; written and oral
+bility to work with others
eadership styles and abilities
Initiative
Technical skills
Technical abilityknowledge
+bility to grasp new things
+bility to reason (3
!riginality and resourcefulness
)reative skills
+rea of interest
+rea of suitability
udgment skills
Integrity
)apability for assuming responsibility
evel of acceptance by subordinates
Honesty and sincerity
Thoroughness in %ob and organizational knowledge
Fnowledge of systems and procedures
uality of suggestions offered for improvement
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MET(O)S OF PERFORMANCE APPRAISAL
TRA)ITIONAL MET(O)S
MO)ERN MET(O)S
@raphic rating scales
:ehaviourally anchored rating scales =:+7S>
7anking method
+ssessment center
"aired comparison method
Human resource accounting
6orced distribution method
anagement by ob%ectives
anagement by ob%ectives
=:!>
)hecklist methodA
"sychological appraisal
Simple and weighted Incident method 'ssay or free from appraisal @roup appraisal )onfidential reports
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Limitations o% an Appraisa0 Syst!m
The ma%or problems in the +ppraisal system areA The 9(a0o !%%!t: The PHalo effect1 is a tendency to lead the assessment of individual one; trait influences the evaluation of that person on the other specific traits. There is this effect in appraisal when the appraiser assigns the same rating to all traits regardless of an employee1s actual performance on the traits. L!ni!ny or stritn!ss t!n"!ny or onstant !rrors
'very evaluator has his own value system that acts as a standard against which he makes appraisals. The leniency bias crops when to be liberal in their ratings by assigning high rates considerably. Such ratings do not serve any purpose. C!ntra0 t!n"!ny pro#0!m
It is the most commonly found error. It assigns average rating to all employees with a view to avoid commitment when the rater is in doubt or has inadeCuate information or lack of knowledge about the behaviour of the employee.
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Simi0arity !rrors
This type of error occurs when evaluators rates other people in the same way he perceives himself. 6or e.g. the evaluator who perceives himself as aggressive may evaluate others by looking for aggressiveness. Those who show this characteristic may be benefited while other may suffer. P!rsona0 pr!$&"i!
If the evaluator likes or dislikes any employee or a group then he may rate him rate him accordingly and therefore the purpose of appraisal won1t be achieved.
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STU)Y OF PERFORMANCE APPRAISAL IN T(E OR*ANI+ATION
PERFORMANCE AN) POTENTIAL )EVELOPMENT SYSTEM 3PP)S P(ILOSOP(Y5
""8S is based on the following philosophy and premises. "erformance appraisal is the most crucial element of the overall process of performance planning both at organizational level and at level i.e. between the appraiser and appraisee. +chievement of results by itself is only half the picture unless the appraisal is benched marked against the appraisee1s contribution to the company. The process of achieving results is as important as the achievements themselves to keep in focus both the short term and the long term costs and benefits. Nnleashing the human potential in any collaborative endeavour rests on the process of opening opportunities, providing challenges, involvement, continuing feedback and guidance. This, however, must be in *&
con%unction with the assumption of responsibility for development and growth by the individual himself. PERFORMANCE REVIE; AN) POTENTIAL ASSESSMENT
&. +ll confirmed their designated appraiser as at the end of the financial year would appraise employees. (.$here an employee has worked under two or more officers in any financial year, the last officer sub%ect to the minimum services under the appraiser being three months will do the appraisal. !therwise, the previous reporting officer will do the appraisal. $here the previous reporting officer has left the service of the company and the appraisee;appraiser relationship is less than three months, the appraisal will be done %ointly by the current reporting officer and his superior. "erformance review is a %oint process between the appraisee and the appraiser. This %oint process will also focus on the emerging training needs and development plans. PERFORMANCE COUNSELIN*
In the above context, the role of performance feedback and counseling is the most crucial component of the appraisal process in enhancing the effectiveness of the total exercise for triggering higher levels of
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performance. It is therefore envisaged that the performance reviewed will not be complete until and unless counseling has taken place. The appraiser and appraisee may record their reaction to the counseling process, if they wish so. PERFORMANCE OB'ECTIVES
The climate of sharing arrived in performance counseling will be used for at least tentatively identifying the, next year1s performance ob%ectives, these ob%ectives however may be revisited and fine tuned in case of delayed finalisation business plans or any other factor subseCuently necessitates so. This must be followed by at least one mid; year review. To distinguish performance ob%ectives from the various activities being carried out by an individual during the course of his work, it is necessary that these ob%ectives be restricted to a maximum of five. To assist managers, a sample list of indicators on the basis of which these ob%ectives should be firmed up in various functions is being enclosed in +nnexure. This list is only illustrative and not exhaustive.
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performance expectations and so on. )are must be taken to include atleast one performance ob%ective should focus on some innovative effort, for e.g. modifying the system process and the like. PERFORMANCE RATIN*
"erformance rating will be done on the following scaleA VERY *OO)-A
The employee has far exceeded acceptable levels of performance with excellence and creativity. His contribution to the company far exceeds targets expectations and such an employee is a very valuable asset to the company. *OO) 8B
The employee generally exceeds the acceptable levels of performance. His contribution generally exceeds targets expectations. Such an employee contributes substantially to the company. ACCEPTABLE 8B
The employee meets acceptable levels of performance. His contributions meet expectations but needs occasional guidancefollow up. Such an employee contributes reasonably to the company.
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BARELY ACCEPTABLE - C<
The employee needs urgent improvements to achieve acceptable levels of performance. $ork is often accomplished by unduly relying upon others to solve problems and reCuires considerable guidance, supervision and follows up. NOT ACCEPTABLE 8C
The employee slips despite guidance and follow up. He is clearly a burden on the company in the sense that his contribution does not %ustify his cost to the company. POTENTIAL ASSESSMENT
"otential assessment will be based on certain key competencies relevant to the appraisee1s present %ob and the likely higher responsibilities he may occupy. These competencies are as follows. 'ven though all competencies may not be relevant for all positionsfunctions and wherever the appraiser is that any particular competency is not relevant, he may choose not to appraise on the same. The appraiser may also add any other relevant competencies not listed. The appraiser should rate appraisee in terms of highmedium low and should also give specific reasons for such ratings.
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"otential assessment can be made through the listed pointsA;
+chievement !rientation
eadership man;management ability
8ecisiveness
8eveloping others
Team work and networking
!ptimism
"ro;action initiative
istening skills
"resentation skills
Striving for learning
+nalytical +bility
)ustomer orientation
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SAMPLE IN)ICATORS FOR )EVELOPIN* PERFORMANCE OB'ECTIVES Mar=!tin6
Sales Cuantity
'xtra shortfall in contribution.
7evenue realization in average no. of days.
Hit rate =conversion of prospects into orders>
Territory channel development.
S!rvi!s2
)ustomer complain satisfaction ratio.
7esponse time.
7eturn ratio of defects rectified in field.
Service camps
echanical training
Pro"&tion
uantity
7e%ection Cuantity cost percentage.
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anpower utilization per eCuipment product.
aterial utilization.
8elivery schedules.
6irst time pass rate.
(R> IR2
7esponse time for services facilities rendered.
an hour lost due to unrest work stoppage.
abour cost
+bsenteeism discipline turnover.
Statutory compliances.
Finan!2
7esponse time and error rate in services rendered.
Statutory compliances.
+ccounts closing schedule.
:udget formulation adherence.
Timely IS
6unds management; cost of procurement, funds availability.
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Tax saving and planning
+udit checks compliances
R 7 )2
0alue engineering O saving made.
"rototype product development
"atents applied.
8ocumentation
,&a0ity2
uality cost including manpower.
8efect rate in passed Cuality
$arranty cost
@auges instruments calibration
Maint!nan!2
achine down O time percentage.
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+verage turnout time.
+dherence to schedule.
8efect rate attributable to poor maintenance.
aintenance cost including spares inventory.
L!6a02
"ercentage cases lost.
egal payouts
"rocess improvement monitoring for reducing the above.
S!&rity2
7esponse time
Theft pilferage control
Intelligence sources developed
@ate movement control
/#
S!r!taria02
7esponse time error rate in typing word processing, filling, telecommunication, information retrieval etc.
"ercentage rate of independent correspondence.
'xecutive time management.
*!n!ra02
)ost reduction percentage.
Succession schedule.
Saving process improvements innovation .
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Ana0ysis o% )ata
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ANALYSIS OF )ATA AN) FIN)IN*S OF T(E STU)Y
+ survey was conducted among a sample size of 2# workers. The ob%ective of the study was to highlight the performance appraisal system of the company and the feedback of the employees regarding it. The findings of the survey are as followsA
ues.;& +re you aware of the performance appraisal system being carried out by the companyQ +nalysisA The survey brought into light that the awareness level of the
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employees towards the appraisal policy was lowA
aware not aware
40%
60%
ues.;(
+ccording to you, which is the most important factor among
the following in the performance appraisal systemQ +nalysisA /#J agreed on productivity *#J believed Cuality of the output (#J believed attendance
//
&#J punctuality
40%
30%
20%
quality attendance punctuality output
10%
ues.;* +re the attitudinal factors desire to learn new techniCues, skills and practices, cooperation with others, contribution of new ideas, saving consciousnessK mentioned in your format sufficient for %udging your performance Q +nalysisA
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20%
insufficient
80%
sufficient 0%
10%
20%
30%
40%
50%
60%
70%
80%
ues;/. 8o you think the performance appraisal system adopted is biased in any way Q +nalysisA 9#J disagreed &#J agreed
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agreed disagreed
10% 90%
ues.;2 If you were being positively appraised, which recommendation do you personally identify withQ +nalysisA The following diagrams elucidate, which recommendation the employees have identifiedA
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promotion special increment annual increment
30% 60%
10%
ues.;3
Is the performance appraisal sheet shown to you or discussed
with youQ +nalysisA *2J say it is shown 32J say it is not shown
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70%
60%
65%
50%
40%
35%
30%
20%
10%
0%
shown
ues.;4
not shown
8o you think performance appraisal should have negative
recommendation, if yes then which one of the followingA
+nalysisA 2#J of the workers were in favour and 2#J were against itA 2#J say increment should be stopped and the rest 2#J say it /9
should not be .
50%
50% 40%
50%
30% 20% 10% 0%
faour
ues.;5
disfaour
In your opinion your performance should be appraised after
how much timeQ +nalysisA
organization.
2#
ues.;9
+re you satisfied with your performance appraisalQ
+nalysisA ost of the workers were found dissatisfied with their appraisals.
20%
satisfied
80%
dissatisfied 0%
10%
20%
30%
40%
50%
60%
70%
80%
ASSUMPTIONS
$hile conducting the studies over this topic certain assumptions were thereA The data collected from secondary sources such as annual reports of the company are correct and reliable.
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The data collected through conducting of structured personal interviews and Cuestionnaires is reliable because whole of the analysis and interpretations are drawn from them.
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R!omm!n"ations
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RECOMMEN)ATIONS
+fter analyzing the collected data, the following recommendations were made to improve the present performance review scenario in the organization.
The performance appraisal system should be more performance oriented.
uarterly assessment of individuals should be done instead of yearly.
Individual should be informed about the actual criteria on the basis of which his work potential assessed.
The appraisal system should provide two;way communication between the assessor and the assessee.
The salary structure of the employees should be revised timely as per the performance s.
It should be more transparent in its working.
'fforts should be made to reduce the chances of biasness.
+n employee1s appraisal should be discussed with him in order to remove his weaknesses.
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The H7 policies should be clear to all employees i.e. the policies could be more result oriented in approach.
There should be uniformity of appraisal process in all departments.
The employee1s interest should be taken in account while allocating the work department to him.
8ata and information, which an employee enters in the appraisal form, should be correct and authentic.
'mployee should take the entire discussion of feedback session positively and look at the opportunity to improve.
"rior to feedback and counseling session the manager should remember that the performance appraisal is the most important thing for the employee.
+ppraisal system also gives the manager an opportunity to get a constructive feedback of their own performances from their team members.
The managers should not delay the discussions as it may lose value.
The results of the performance rather than the personality traits should be given due weight.
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The existence of an atmosphere of confidence and trust should prevail
between the supervisor and employee.
The supervisor should analyze the weaknesses and strengths of an employee and advice him to take corrective measures.
The appraisal program should be less time consuming and costly.
It should be used as a motivational tool.
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Bi#0io6rap4y
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BIBLIO*RAP(Y
+swathappa, LHuman 7esource and "ersonnel anagementM. '-I 7eport agazines. 6lippo :.'dwin, L"ersonnel anagementM. Hand :ook of anagers, L'scorts otors India tdM. amoria ).:., L"ersonnel anagementM.6lippo :.'dwin, L"ersonnel anagement 7ao ".Subba, L'ssentials of Human 7esource anagement and Industrial 7elationsM. REFERENCE BOO?S2
Fothari ).7 K L7esearch ethodologyMK
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Ann!@&r!
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,UESTIONNAIRE
;& +re you aware of the performance appraisal system being carried out by the companyQ -es
;( +ccording to you, which is the most important factor among the following in the performance appraisal systemQ "roductivity!utput
"unctuality
+ttendance uality of output
;* +re the attitudinal factors desire to learn new techniCues, skills and practices, cooperation with others, contribution of new ideas, saving consciousnessK mentioned in your format sufficient for %udging your performance Q -es
=if no than what other factors are
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to be included please mention>
;/ 8o you think the performance appraisal system adopted is biased in any way Q -es
;2 If you were being positively appraised, which recommendation do you personally identify withQ Special Increment +nnual Increment
"romotion
;3 Is the performance appraisal sheet shown to you or discussed with youQ -es
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