1

HISTORY

The Apollo group of companies of which Apollo Industrial Products Ltd., (ISO-

goal) was incorporated under the companies Act, during 1973 and was initially engaged

in the manufacture of drilling rig but during 1978, it switched over to manufacturing

activities in sphere of road construction equipment such as hot mix plant, paver finisher

etc. the group offers almost the entire range of road construction equipments to make the

road safer, smoother and durable at every economical price.

The company is very good in quality consciousness, after sales & services,

Scheduled delivery and strong supports repairs/spare base, because of its reliable

products; it has gained acceptances and popularity with central and state Govt.

Organizations.

Though the company is medium size but has achieved 60% market share of

whole Indian market and the paver’s finisher population is over 2000 all over the Indian

and abroad. The company is in sphere of road construction on equipment from about 31

years and has reached to the present by advanced manufacturing process, expansion and

domestication.

The company has latest and modern manufacturing facility latest machinery, quality

assurance control department, adequate inventory, experienced staff and network

marketing officers in all cosmopolitans’ cities of the country.

LET’S BUILD…………..BETTER ROADS.

2

NAME AND ADDRESS OF THE COMPANY

NAME OF THE ORGANIZATION

Apollo Industrial Products Ltd.

ADDRESS

Apollo Industrial Products Ltd.

State Highway,

Mehsana-384002

Phone- (O)(02762) 251790,257978

Fax- (02762) 251609

Website: www.the-apollo.com

REGISTERED OFFICE.

Apollo Industrial Products Ltd.

State Highway,

Mehsana-384002

Phone- (O)(02762) 251790,257978

Fax- (02762) 251609

Website: www.the-apollo.com

CORPORATE OFFICE

“Parishram”,

5-B, Rashmi Society,

Near Mithakhali Circle, Navrangpura,

Ahmedabad-380009.

3

OTHER RELATED UNITS OF THE COMNPANY

Gujarat Apollo Industries. Ditasan

Apollo Earthmover Ltd. Mehsana

Road Tech Equipments Pvt. Ltd. Mehsana

Apollo Construction Equipments Pvt .Ltd .Mehsana

BOARD OF DIRECTORS

FOUNDER OF COMPANY

Mr.Anilbhai Patel

STATUTORY AUDITORS

ARVIND A.THAKKAR & CO.

Charted Accountants

Ahmedabad

4

OBJECTIVE OF THE COMPANY

Apollo Industrial Product Ltd was established to give the customer with best service

and quality products. Company’s main aim is customer satisfaction and also sales service.

The goal of Apollo group is to retain leadership & building state of the cart road

construction equipments with the best and proven technology in the world available by

license & joint ventures with its quality road construction.

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ORGANIZATION CHART: -

PRODUCTION PERSONNEL MARKETING

FINANACE

DEPARTMENT DEPARTMENT DEPARTMENT DEPARTMENT

SENIOR SENIOR SENIOR SENIOR

MANAGER MANAGER MANAGER MANAGER

PRODUCTION PERSONNEL MARKETING FINANCIAL

MANAGER MANAGER MANAGER MANAGER

OFFICERS EXECUTIVE MARKETING ACCOUNTING

MANAGER

SUPERVISOR TIME KEEPER SALES ENG. OFFICERS

STAFF

(WORKER)

CHAIRMAN

MANAGING DIRECTOR

DIRECTOR

6

NAME OF THE MACHINE: -

MECHANICAL PAVER FINISHERS - (RM 6)

MECHANICAL PAVER FINISHERS - (WM 6)

7

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INTRODUCTION OF PERFORMANCE APRAISAL SYSTEM

The function and principle of management have been undergoing a

significance change since announcement of economic liberalization in the country in

1991. In fact, the practice of management has been increasingly humanized in the process

of globalization and the human resource management is increasingly become almost vital

faction of a modern manager.

Human resources take active role in the modern economic scenario of any country

the abundant physical resources alone cannot benefit the growth of the country without

human resource component, which transfer physical resources, in fact, the difference in

the level of economic development of the country is largely a reflection of the various

difference in quality of their human resources the key dements in this proposition are

country’s and that determination its economic development.

Out of the fundamental areas of the management, HRM is adjusted as the most

important area in the management of four ms: men, machine, money and material, it id

needless to the management to be our the obvious point that-considering the nature of the

human is not only fundamental but also dynamic and challenging in to challenging

organization that attains its objectives with a high degree of moral and to the satisfaction

of those concerned with a it. Fort attainment of organization goals performance of its

human resources ifs very important one of the most demanding and continuing

responsibilities facing a human resource manager is appraising the performance of his

subordinates. It is an essential day to day

Management activity fort without appraising he can not truly manage. What must every

manage know about appraisals? Almost every company has sort of employee appraisal

system. For most, managers complete a single form once or twice yearly. This is

supposed to determine pay decision, help and an employees personality problems,

identity his potential for future growth and more. Appraising the performance of

individuals groups and organizations in a common practice of all societies while in some

instances their appraisal process is an informal and integral part of daily activities. Thus,

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teachers evaluate the performance of students, bankers evaluate the performance of

creditors, parents evaluate the behavior of their children, and all of us, consciously or

unconsciously evaluate our own action from time to time. In social interaction,

performance is conducted in a systematic and planned manager to the achieve wide

spread popularity in recent year.

The performance appraisal system in the modern industrial and business

organization have the following three primary objectives to achieve.

To facilitate effective utilization of existing human resources.

To identify human potential for future replacement and movements.

To provide inputs for launching care planning programs.

In this examine, the linkage between human growth, development and appraisal system,

it explores the issue involved in designing and inlopementing performance

communication and the desire changes and post appraisal action strategies.

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IMPORTANT FEATURES OF PERFORMANCE APPRAISAL

SYSTEMSYSTEM

Performance appraisal is the systematic description of and employee’s job

relevant strengths and weaknesses.

The basic purpose is to find out how well the employee is performing the job

and establish plan of improvement.

Appraisals are arranged periodically according to definite plan.

Performance appraisal is not job evaluation. Performance appraisal refers to

how well someone is doing the assigned job. Job evaluation determines now

much a hob is worth to the organization and therefore, what range of pay

should be assigned to the job.

Performance appraisal is a continues process in very large –scale organization.

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NEED FOR PERFORMANCE APPRAISAL SYSTEM

Apollo Industrial Products Ltd. REQUIRE PERFORMANCE APPRAISAL IN ORDER TO:

Provide information about the performance ranks basing an which decision regarding

salary, fixation, confirmation promotion, transfer and demotion are taker

Provide feed back information about the level of achievement and behavior of

subordinates. This information helps to review the performance of the subordinates

rectifying performance deficiencies and to set new standards of work, if necessary.

Provide information, which helps to counsel the subordinate.

Provide information diagnose deficiency in employee regarding skill, knowledge,

determine training and development needs and to prescribe the means to employee

growth provides information for correcting placement.

To prevent grievances and in disciplinary activities.

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PURPOSE OF PERFORMANCE APPRAISAL SYSTEM

The main aims of are to be below:Performance appraisal aims to attaining the different purpose.

To create and maintain a satisfactory level of performance.

To contribute to the employee growth and development throw training self

management programs.

Top guide help superior to have a proper understanding about their subordinate.

To guide the job changes with the help to continuous ranking

To facilitate for testing and validating selection test, interview

Technical through comparing their score with performance appraisal ranks

To provide information for making decision regarding lay off, retrenchment etc.

To ensure organization effectiveness through correcting employee for standard

and improve performance and suggesting the changes in employee behavior

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OBJECTIVE OF PERFORMANCE BE APPRAISAL SYSTEM

A number of important objectives can be achieved simultaneously by APOLLO

INDUSTRIAL PRODUCTS LTD with well-designed performance appraisal system. In

the APOLLO INDUSTRIAL PRODUCTS LTD objective of P.A. can be classified

broadly into four categories

Performance planning

Development.

Monitoring and control

Culture building

Performance planning

Enable managers in APOLLO INDUSTRIAL PRODUCTS LTD to develop role clarity

for continuously and consequently do the right things and avoid wastage o time.

Develop a discipline of systematic planning and review of one’s own performance such

planning and review forms a basis for subsequent development efforts

Performance development

Help identify developmental needs of appraises.

Increase mutuality between each employee and his supervising officer and strength

relation ships.

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Can be mechanisms of increased up ward down ward communications reinforcing the

development of qualities required to handle higher level responsibilities in employees of

the APOLLO INDUSTRIAL PRODUCTS LTD”

Enable manager in APOLLO INDUSTRIAL PRODUCTS LTD” to gain more insights in

to their own competences strengths, weakness etc in relation to their jobs.

Culture building

In APOLLO INDUSTRIAL PRODUCTS LTD” the culture building can be instrument

for promoting self appraisal, reflection and motivation.

In APOLLO INDUSTRIAL PRODUCTS LTD” the culture building can help employee

to international the norms culture and values of the organization.

In APOLLO INDUSTRIAL PRODUCTS LTD” the culture building can be instruments

for creating a positive problem solving collaborative and healthy culture in the

organization.

Performance monitoring and control

In APOLLO INDUSTRIAL PRODUCTS LTD” performance monitoring and control can

be instruments to ensure that every employee gives a desired level of performance by

attaching rewards and punishment for variations in performance level.

In APOLLO INDUSTRIAL PRODUCTS LTD” performance monitoring and control can

be used by senior/ higher executive as instruments to control the behaviors of out put of

subordinates for to control over assessment and ratings.

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COMPONANTS COMPONANTS OF PERFORMANCE APPRAISAL SYSTEM

The components that should be used in performance appraisal system flow directly from

the specific objectives of appraisal. The following components are being used by

APOLLO INDUSTRIAL PRODUCTS LTD”.

KPAS for role clarity and KRAS for accounts ability.

It continuous clarity of role and expectation is and objective then some from of

discussion as expectation, accountability etc. should from a part of the appraisal process.

In fact it is desirable to appraise performance year. Only after planning for it at the

beginning of the performance. Identifying KPAS/KRAS/TASKS/TARGET etc are

mechanisms, which facilitate such a planning process, while key performance areas stress

what main function the appraise as an individual.

ATTRIBUTES/QUALTIES/TATS

Another component of the appraised system which in used in APOLLO INDUSTRIAL

PRODUCTS LTD” is identification and assessment of critical attributes (qualities,

competences, traits etc) required to be shown by the executive of APOLLO

INDUSTRIAL PRODUCTS LTD” in the job.

Attributes as a part of the appraised help in reinforcing the

behaviors/qualities/competencies that are required or are to be developed by the

executive. Hence it is useful to have them us a part of performance appraisals.

There are many ways of identifying the attributes and including them in the formats

Level it to each appraiser-appraise pair to identify the perform job.

The APOLLO INDUSTRIAL PRODUCTS LTD” conducts a study of the attributes

required at all level and identities a few attribute critical to each level.

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The top management of APOLLO INDUSTRIAL PRODUCTS LTD” identities an few

characteristics the organization values in its employee. (Loyalty, teamwork, initiative etc)

Whatever the methodology used by APOLLO INDUSTRIAL PRODUCTS LTD”, the

attributes are identified, Important is to provide a clear picture or outline of these

attributes. Both appraiser and appraise of APOLLO INDUSTRIAL PRODUCTS LTD”

should have a shared understanding of what each quality means, how important it is for

the appraise job or for the APOLLO INDUSTRIAL PRODUCTS LTD” and exhibited

and measured in a given job of APOLLO INDUSTRIAL PRODUCTS LTD”.

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SELF APPRAISAL

Development or change such takes place only if the appraises is interested in

development or change such a desire is normally an outcome of self review or reflection.

Self-appraisal as a component of performance appraisal aims at promoting such are view

and sets the stage for development in addition, it is an opportunity and list down his

accomplishment and failures during the performance period and analyze the extent to

which helps responsible and the extent to which other factor have contributed to his

successes or failures.

The most important of self appraisal is the process of review and reflection through

performance and analysis should be done both by the appraiser separately and exchanged

during review discussions.

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PERFORMANCE ANALYSIS

In the APOLLO INDUSTRIAL PRODUCTS LTD” Review discussion aims at

making the appraiser and the appraise under stand each other better by communicating to

the appraiser and analysis of his performance. It is in this discussion that the appraiser

should.

Compliment the appraise for his accomplishments and good qualities.

Understand and appreciate his difficulties and make action plan for the future with a

view to help him.

Understand the appraise perception of the situation and correct some perceptions if

necessary.

Help him to recognize his strong points and weak points.

Communication the appraiser’s expectations from the appraise.

Identify developmental needs of the appraise and chalk out a course for action for

meeting these.

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PERFORMANCE RATING

One of the useful outcomes of an appraisal is the rating assigned to the appraise at the

end of the appraisal. These ratings may be on the TASKS/Targets or on attributes

normally these to five rate scales ate used in APOLLO INDUSTRIAL PRODUCTS

LTD”.

Poor

Less satisfactory

Satisfactory

Good

Out standing

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IDENTIFICATION OF TRAINING/DEVELOPMENT/NEEDS

In APOLLO INDUSTRIAL PRODUCTS LTD” appraisals provide a good

opportunity to identify the development needs of an employee. Development needs

should flow performance analysis. Performance gap may be indicative of developmental

needs it is important to identify the ‘company’ or ‘capability’ the appraise needs to

develop in order to perform a give task better.

In APOLLO INDUSTRIAL PRODUCTS LTD” , There are many ways in which

employee development can be planned for example on job coaching by boss out training,

filed visits, job rotation etc.

Final assessment

In APOLLO INDUSTRIAL PRODUCTS LTD” final ratings gives by the appraise

because this lead to compare performance of other in department.

Reviewing officer’s role

Reviewing officer is given an important role in APOLLO INDUSTRIAL PRODUCTS

LTD”, as moderator or approver of recommendations. As the reviewing officer has much

larger responsibility, span of control, authority and accountability over a period of time.

In such situations the appraise may develop direct linkages with the reviewing officer and

ignore the reporting officer this role should be:

To review the performance, trends in the identify opportunity for improvements.

To examine the rating behavior of the reporting office.

Give recommendation on developmental needs in the light of departmental priorities.

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Potential appraisal

In APOLLO INDUSTRIAL PRODUCTS LTD” combine potential appraisal with

performance appraisal. These organizations provide a separate column where the

appraiser is required to indicate the potential of the appraise to handle higher level jobs.

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HOW TO AVOID APPRAISAL PROBLEMS

Learn and understand the problems

Use the right appraisal tool

Train supervisors

Reduce outside factors: time constraints, union pressures & turnover

Keep a diary of critical incidents

LEGAL ISSUES IN APPRAISALS

Title VII and the courts have found that inadequate appraisal systems often lie at the root

of discriminatory layoffs, promotions, discharges or merit pays

They are held illegal if appraisals are:

Based on subjective observations

Not administered and scored consistently

Based on evaluators who did not have daily contact

WHO TO APPRAISAL?

In the APOLLO INDUSTRIAL PRODUCTS LTD” information are conducted

whenever the supervisor of personnel managers of APOLLO INDUSTRIAL

PRODUCTS LTD” feel necessary. However, systematic appraisals are conducted on a

regular basis, say for example, every six month or annually.

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METHODS OF APPRAISAL

The last to be addressed in the process of designing an appraisal program is to

determine methods of evaluation. Numerous methods have been devised to measure the

quantity and quality of employees’ job performance. Each of the methods discussed

could be effective for some purposes, for some organizations. None should be dismissed

or accepted as appropriate except as they relate to the particular needs of the organization

or of a particular type or employees. Broadly, all the approaches to appraisal can be

classified int

I) Past-oriented methods

II) Future-oriented methods

Each group has several techniques as shown below:

Past-oriented Methods:

• Rating scales

• Checklists

• Forced choice method

• Forced distribution method

• Critical incident method

• Behaviorally anchored scales

• Field review method

• Performance tests and observations

• Annual confidential reports

• Essay method

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• Cost accounting approach

• Comparative evaluation approach

Future Oriented tests:

• Management by objectives

• 360-Degree appraisal

• Psychological appraisals

• Assessment centers

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PAST ORIENTED METHOD:

1. Rating scale:

Rating scales offer the advantages of adaptability, relatively easy use and low cost.

Nearly every type of job can be evaluated with the rating scale, the only requirement

being that the job-performance criteria should be changed. This way, a large number of

employees can be evaluated in a short time, and the rater does not need any training to

use the scale.

The disadvantages of this method are several. The rater’s biases are likely to influence

evaluation, and the biases are particularly pronounced on subjective criteria such as

cooperation, attitude and initiative, furthermore, numerical scoring gives an illusion of

precision that is really unfounded.

2. Checklist:

Here a checklist of behavior descriptions is prearranged and each person is evaluated

against such list. Rater merely record the list and a separate group can allocate weight

ages for each list and finally arrive at total points or marks obtained.

3. Forced Choice method:

This is a special type of checklist. Rater has to choose between two statements or more,

all of which may be favorable or unfavorable. Appraiser’s job is to select that statement

which is most appropriate to describe the employee. Sample statements for a salesman

may be framed as follows:

• Slow but steady

• Avoid risks

• Consult headquarters on important decisions

• Meet the customer with confidence

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• Friendly and informal

• Plain speaking.

Here the rater does not know the desirable answer for a particular job. This is available in

the ‘key’ kept confidential either in computer or files. The answers of rating are fed into

the computer and marks obtained with the help of keys.

Adv: Since appraiser does not know the “correct answer”, the bias is minimized.

Limitations: appraisers as well raters dislike this method, since they feel they are not

taken into confidence by giving them the right answers.

4. Forced distribution method:

One of the errors in rating is leniency- clustering a large number of employees around a

high point on a rating scale. The forced distribution method seeks to overcome the

problem by compelling the rater to distribute the rates on all points on the rating scale.

5. Critical incidents method:

The critical incidents method of employee assessment has generated a lot of interest these

days. The approach focuses on certain critical behaviors of an employee that make all the

difference between effective and non-effective performance of a job. The supervisors and

when they occur cord such incidents.

6. Behaviorally Anchored Rating Scales (BARS):

Behaviorally anchored scales, sometimes called behavioral expectation scales, are rating

scales whose scale points are determined by statements of effective and ineffective

behaviors. They are said to be behaviorally anchored in that the scales represent a range

of descriptive statements of behavior varying from the least to the most effective. BARS

have the following features:

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1. Areas of performance to be evaluated are identified and defined by the people who will

use the scales.

2. The scales are anchored by descriptions of actual job behavior that, supervisors agree,

represent specific levels of performance. The result is a set of rating scales in which both

dimensions and anchors are precisely defined.

3. All dimensions of performance to be evaluated are based on observable behaviors and

relevant to the job being evaluated since BARS are tailor-made for the job.

4. Since the raters who will actually use the scales are actively involved in the

development process, they are more likely to be committed to the final product.

The procedure for BARS is usually five stepped.

]

Generate Critical Incidents: Persons with knowledge of the job to be appraised (job

holders/supervisors) are asked to describe specific illustrations (critical incidents) of

effective performance behavior.

Develop Performance Dimensions: These people then cluster the incidents into a smaller

set (or say 5 or 10) of performance dimensions. Each cluster (dimension) is then defined.

Reallocate Incidents: Any group of people who also know the job then reallocate the

original critical incidents. They are given the cluster’s definitions, and critical incidents,

and asked to redesign each incident to the dimension it best describes. Typically a critical

incident is retained if some percentage (usually 50 to 80%) of this group assigns it to the

same cluster as the previous group did.

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Scale of Incidents: This second group is generally asked to rate (7 or 9 point scales are

typical) the behavior described in the incident as to how effectively or ineffectively it

represents performance on the approximate dimension

Develop Final Instrument: Subsets of incidents (usually 6 or 7 per cluster) used as

“behavior anchors” for the performance dimensions.

BARS were developed to provide results that subordinates could use to improve

performance. Superiors would feel comfortable to give feedback to the rates.

Further, BARS help overcome rating errors. Unfortunately, this method too suffers from

distortions inherent in most rating techniques.

This is an appraisal by someone outside the assessee’s own department, usually someone

from the corporate office or the HR Dept. The outsider reviews employee records and

holds interviews with the rates and his or her supervisor. The method is primarily used

for making promotional decision at the managerial level. Field reviews are also useful

when comparable information is needed form employees in different units or locations.

Though BARS technique is more time-consuming and expensive than other appraisal

tools, yet it has got certain advantages, such as:

1. A more accurate gauge, since person’s expert in the technique does BARS, the results

are sufficiently accurate.

2. Clear Standards: The critical incidents along the scale help to clarify what is meant by

“extremely good” performance, “average” performance and so forth.

3. Feedback: The use of critical incidents may be more useful in providing feedback to

the people being appraised.

4. Independent dimension: Systematically clustering the critical incidents into 5 or 6

performance dimensions, helps in making the dimensions more independent of one

another.

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5. Rater – Independence: The technique is not biased by the experience and evaluation of

the rater

.

7. Performance Tests and observations:

With a limited number of jobs, employee assessment may be based upon a test of

knowledge or skills. The test may be of the paper-and-pencil variety or an actual

demonstration of skills. The test must be reliable and validated to be useful. Even then,

performance tests are apt to measure potential more than actual performance. In order for

the test to the job related, observations should be made under circumstances likely to be

encountered. Practically may suffer if costs of test development or administration are

high.

8. Confidential Records:

Confidential records are maintained mostly in government departments, though its

application in the industry is not ruled out.

9. Essay method:

In the essay method, the rater must describe the employee within a number of broad

categories, such as (i) the rater’s overall impression of the employee’s performance, (ii)

the profitability of the employee, (iii) the jobs that the employee is now able or qualified

to perform, (iv) the strengths and weakness of the employee, and (v) the training and the

development assistance required by the employee. Although this method may be used

independently, it is most frequently found in combination with others. It is extremely

useful in filing information gaps about the employees that often occur in the better-

structured checklist method.

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10. Cost Accounting method/ Human asset accounting method:

This method evaluates from the monetary returns the employee yields to his her org.

A relationship is established between the cost included in keeping the employee and the

benefit the org derives from him or her. Performance of the employee is then evaluated

based on the established relationship between the cost and the benefit.

The current value of a firm’s human organization can be appraised by developed

procedures, by undertaking periodic measurements of “key casual” and “intervening

enterprise” variables. They key causal variables include the structure of an organization’s

management policies, decisions, business leadership, strategies, skills and behaviors. The

intervening variables reflect the internal state and health of an organization. They include

loyalties, attitudes, motivations, and collective capacity for effective interaction,

communication and decision-making. These two types of variable measurements must be

made over several years to provide the needed data for the computation of the human

asset accounting.

On the basis of these factors rater’s especially HR department used to make appraisal of

the employees in the organization.

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FUTURE ORIENTED METHOD

Assessment Center Method:

This concept is first started in German Army to evaluate the performance the

soldiers’ .The purpose of this method is to test candidates in a social situation using a

number of assessors and a variety of procedures. The most important feature of the

assessment center is job-related stimulations. This stimulation includes the characteristics

that managers feel are important for the job. On this basis the evaluators evaluate the

employees.

Psychological Appraisals:

Large organizations employ full-time industrial psychologists. When psychologists are

used for evaluations, they assess and individual’s future potential and not past

performance. The appraisal normally consists of in-depth interviews, psychological tests,

discussions with supervisors and a review of other evaluations. The psychologists the

writes an evaluation of the employee’s intellectual, emotional, motivational and other

related characteristics that suggest individual potential and may predict future

performance.

The evaluation by the psychologist may be for a specific job opening for which the

person is being considered, or it may be a global assessment of his or her future potential.

From these evaluations, placement and development decisions may be made to shape the

person’s career. Because this approach is slow and costly, it is usually required for bright

young members who, think, may have considerable potential within the org. Since the

quality of the appraisal depends largely on the skills of the psychologists, some

employees object to this type of evaluation, especially if cross-cultural differences exist.

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Assessment Centers:

Mainly used for executive hiring, assessment centers are now being used for evaluating

executive or supervisory potential. As assessment center is a central location when

managers may come together to have their participation in job-related exercise evaluated

by trained observers. The principal idea is to evaluate managers over a period of time, say

one to three days, observing their behavior across a series of select exercises or work

samples. After recording their observations of rate behaviors, the raters meet to discuss

these observations. The decision regarding the performance of each assesses in based

upon this discussion of observations. Self-rating and peer evaluation are also thrown in

for final rating.

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Use of appraisal data:

The final step in evaluation process is the use of appraisal data. The data and information

generated through performance evaluation must be used by the HR dept.

In one way or the other, data and information outputs of performance-appraisal

programmer can critically influence these coveted employer-employee reward

opportunities. Specifically, the data and information will be useful in the following areas

in HRM:

• Remuneration administration

• Validation of selection programmer

• Employee training and development programmers

• Promotion, transfer and lay-off decisions

• Grievance and discipline programmers

• HR planning

From the above methods of performance appraisal, the APOLLO INDUSTRIAL

PRODUCTS LTD use weighted checklist method of performance appraisal, and forced

choice method of performance appraisal, the APOLLO INDUSTRIAL PRODUCTS

LTD” also used ranking method of performance appraisal.

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APPRAISAL PROCESS

The performance appraisal process in APOLLO INDUSTRIAL PRODUCTS LTD is as

below.

Now let us discuss about the Performance Appraisal Process, each step in the process is

crucial and is arranged logically. The process as shown below is somewhat idealized.

Many organizations make every effort to approximate the ideal process, resulting in first-

rate appraisal systems. Unfortunately, many others fail to consider one or more of the

steps and, therefore, have less-effective appraisal system.

1. Objectives of Appraisal:

2. Establish job Expectation

3. Design Appraisal programmed

4. Appraise performance

5. Performance review

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1. Objectives of Appraisal:

Objectives of appraisal, as stated above, include effecting promotions and transfers,

assessing training needs, awarding pay increases, and the like. The emphasis in all these

is to correct the problems. These objectives are appropriate as long as the approach in

appraisal is individual. Appraisal, in future, would assume systems orientation .In the

systems approach, the objectives of appraisal stretch beyond the traditional ones.

In the systems approach, appraisal aims at improving the performance, instead of merely

assessing it. Towards this end, appraisal system seeks to evaluate opportunity factors.

Opportunity factors include the physical environment such a s noise, ventilation and

lightings, available resources such as human and computer assistance; and social process

such as leadership effectiveness. These opportunity variables are more important than

individual abilities in determining work performance.

2. Establish Job Expectations:

The second step in the appraisal process is to establish job expectations. This

includes informing the employee what is expected of him or her on the job. Normally, a

discussion is held with his or her superior to review the major duties contained in the job

description. Individuals should not be expected to begin the job until they understand

what is expected of them.

3. Design appraisal Programme:

Designing an appraisal programme poses several questions which nee answers. They are,

i) Formal versus informal appraisal; ii) whose performance is to be assessed? Iii) Who are

the raters? iv) What problems are encountered? V) How to solve the problems? Vi) What

should be evaluated? Vii) When to evaluate? Viii) What methods of appraisal are to be

used

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Formal versus Informal Appraisal:

The first step in designing an appraisal programmed is to decide whether the appraisal

should be formal or informal. Formal appraisals usually occur at specified time periods-

once or twice a year. Formal appraisals are most often required by the organization for

the purpose of employee evaluation. Informal performance appraisal can occur whenever

the supervisor feels the need for communication. For example, if the employee has been

consistently meeting or executing standards, and informal appraisal may be in order to

simply recognize this fact. Discussions can take to be ensuring that the discussion in held

in private.

Many organizations encourage a mixture of both formal and informal appraisals. The

formal appraisal is most often used as primary evaluation. However, the informal

appraisal is very helpful for more performance feedback. Informal appraisals should not

take the place of formal performance evaluation.

4. Appraise performance and performance review:

Answering the following questions can look into these two aspects:

Whose performance should be rated?

To the question whose performance should be rated, the answer is obvious-employees.

When we say employees, is it individuals or teams? Specifically, the rate may be defined

as the individual, work group, division, or organization. It is also possible to define the

rate at multiple levels. For example, under some conditions, it may be desirable to

appraise performance both at the work-group level for merit pay increases and at the

individual level tosses training needs.

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HUMAN RESOURECES PHILOSOPHY OF COMPANY

Human resources philosophy of APOLLO INDUSTRIAL PRODUCTS LTD is “mutual

interdependent growth”.

Believes that human resources is not driving force. Handpicked from the very best across

the industry over 900 strong human resources bring with them a vast repertoire of

experience and expertise.

The “mutual interdependent growth” policy of HRD ensures that the employee’s progress

is as rapid s the organization. Innovation management techniques and professional

excellence guide the people as the company moves towards the common goal the shared

vision.

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PERFORMANCE APPRAISAL SYSTEM IN APPOLO

Industrial product ltd production

The performance appraisal system in APOLLO INDUSTRIAL PRODUCTS LTD” ltd is

on the belief that “the strength of an organization ultimately depends on its people and

human resources which is the most valuable asset”

A development oriented performance appraisal system is implemented by APOLLO

INDUSTRIAL PRODUCTS LTD”. The system is based on the philosophy of the

company that the main strength of the company is its human resources and there should

be conscious efforts put to develop them thought a transparent and unbiased appraisal

system so as it help the employees to improve their performance and their self-

development.

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OBJECTIVES OF PERFORMANCE MANAGEMENT

SYSTEM IN COMPANY

Create awareness of corporate and business goals.

Translate such goals in to tangible objective and measures for individuals though

discussion between appraiser and appraise.

Identify managerial attributes necessary to achieve business vision goals.

Initiate process of continues feedback on performance.

Identify development plans to enhance performance.

Map career paths to meet employee aspirations.

The performance management system on place today currently looks after the executive

of employees.

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EXPLANATION

APOLLO INDUSTRIAL PRODUCTS LTD” defines its corporate goals for every

financial year and on the basis of corporate goals every individual SBU define there area

of contribution that will add value to enhance overall corporate goals.

Every individual establish their objective/KRA, which linked to overall corporate goals

these objectives approve by functional head and HR department of APOLLO

INDUSTRIAL PRODUCTS LTD” do the quarterly review an devaluate the progress.

Functional head and HR department of APOLLO INDUSTRIAL PRODUCTS LTD”

done annual review and find performance rating in of settled objective as well as job

performance to reward of follow up action like promotion, increment or identification of

need for training and further developments of APOLLO INDUSTRIAL PRODUCTS

LTD” engineering employees.

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DO PERFORMANCE APPRAISAL REALLY HELPFUL TO

EMPLOYEE?

Particular Respondent Percentage

Yes 26 86.66

No 4 13.34

Total 30 100

From the above table following graph has been drawn.

From the above information we can see that the employee of the APOLLO

INDUSTRIAL PRODUCTS LTD thing that the performance appraisal is really helpful

for the employee.

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MOST COMMONLY USED APPRAISAL METHODS IN THE

COMPANY

Society for Human Resource Management reports about 89% of surveyed managers use

performance appraisal for all their employees.

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Which methods are mostly used by the APOLLO INDUSTRIAL

PRODUCTS LTD?

Particular Respondent Percentage

use weighted checklist 38 38

forced choice method 24 24

ranking method 18 18

Critical incident method 12 12

Essay method 8 8

total 100 100

From the above table following graph has been drawn.

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CONCLUSION OF THE STUDY

Performance management required willingness and a commitment to focus in

improving performance of the level of the individual or team everyday. Like a compares,

on ongoing performance system provides instantaneous, real time information that

describes the difference between ones current and desired courses. To practice sound

performance management, managers must do the same thing provide timely feedback

bout performance while constantly focusing everyone’s attention on the ultimate

objectives.

At a general level, the broad process of performance management requires that

managers of three things well. Define performance (through goals, measures and

assessment), facilitate performance (by identifying obstacles to good performance and

proving resources to accomplish objectives) and encourage performance (by providing a

sufficient number of rewards that people care about and doing so in a timely and fair

manner).

APOLLO INDUSTRIAL PRODUCTS LTD” ltd is rapidly expanding company

and reputed customers like LTPC, Jinda, AEC, and TISXO. Not only had the customs of

the company but also employees satisfied with their job. As there present performance on

the basis of systematic performance appraisal process.

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BIBLIOGAPHY

Personnel management by C.B. Memoria

Appraisal and development by T.V. Rao

Performance planning analysis and review by T.V. Rao

Web site.

www.theapollo.com

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