Important 39569070 Performance Management Final Report

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PERFORMANCE MANAGEMENT

Introduction:

Performance managementincludes activities to ensure that goals are consistently being

met in an effective and efficient manner. Performance management can focus on the

performance of an organization, a department, employee, or even the processes to build a

product or service, as well as many other areas.

Performance management is the process of creating a work environment or setting in

which people are enabled to perform to the best of their abilities. Performance management is awhole work system that begins when a job is defined as needed. It ends when an employee

leaves the organization.

A performance management system includes the following actions.

1. evelop clear job descriptions.

!. "elect appropriate people with an appropriate selection process.

#. $egotiate re%uirements and accomplishment&based performance standards, outcomes,

and measures.

'. Provide effective orientation, education, and training.

(. Provide on&going coaching and feedback.

). *onduct %uarterly performance development discussions.

+. esign effective compensation and recognition systems that reward people for their

contributions.

8. Provide promotionalcareer development opportunities for staff - assist with eit

interviews to understand /0 valued employees leave the organization


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efinition

Performance management is an ongoing, continuous process of communicating and

clarifying job responsibilities, priorities and performance epectations in order to ensure mutual

understanding between supervisor and employee. It is a philosophy which values and encourages

employee development through a style of management which provides fre%uent feedback and

fosters teamwork. It emphasizes communication and focuses on adding value to the organization

by promoting improved job performance and encouraging skill development. Performance

2anagement involves clarifying the job duties, defining performance standards, and

documenting, evaluating and discussing performance with each employee.

Determine Major Job dutie:

3he first step in the process is to determine the major duties of the job. 2ajor job duties

are those job specific duties that are essential to a specified job. 3hese are the duties that the job

was really established to perform, and if they were not performed would severely impact the

nature of the job. 3hey are distinct from marginal functions, which are peripheral to the core

duties.


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4esources which are help to identify major job duties5

3he Position escription on file in each unit

6ob "pecifications on the 7niversity 0uman 4esources or specific campus web site

A recent job posting for that position.

Define !erformance tandard for eac" dut#:

/hile the list of Major Job Dutietells the employee whatis to be done, performance

standards provide the employee with specific performance epectations for each major duty.

3hey are the observable behaviors and actions which eplain howthe job is to be done, plus the

results that are epected for satisfactory job performance. 3hey tell the employee what a good

job looks like. 3he purpose of performance standards is to communicate epectations. "ome

supervisors prefer to make them as specific as possible, and some prefer to use them as talking

points with the specificity defined in the discussion. 8eep in mind that good performance

typically involves more than technical epertise. ou also epect certain behaviors 9e.g.

friendliness, helpfulness, courteousness, punctuality, etc.: It is often these behaviors that

determine whether performance is acceptable. Performance standards are5

;ased on the position, not the individual

pressed in terms of ?uantity, ?uality, 3imeliness, *ost, "afety, or valuate 6ob Performance:. ;e sure to make notes of good as well as unsatisfactory

performance. @ood documentation is important in justifying evaluations and resultant

administrative decisions. >ffective documentation is5
http://www.indiana.edu/~uhrs/training/performance_management/determine.htmhttp://www.indiana.edu/~uhrs/training/performance_management/determine.htmhttp://www.indiana.edu/~uhrs/training/performance_management/determine.htm


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Accurate

"pecific

*onsistent

A record of a discussion never done in isolation Bactual, not inferential

E$a%uate Job !erformance:

In evaluating performance, always compare actual performance to the performance

standards as determined at the beginning of the evaluation period.

Potentia% contraint on !erformance:

;efore discussing performance, always assess the potential constraints on performance.

"ome things to look for5

Cack of proper e%uipment

>cessive work load

Inade%uate working conditions

Inade%uate clerical support

Absenteeism of key personnel

"lowness of action from internal or eternal sources

Inade%uate performance of co&workers on whom individualDs work depends

Inade%uate performance of subordinates or managers

7nclear objectives or performance standards

Policy problems

Inade%uate communication within the organization

Pressure from co&workers to limit performance

Cack of authority to get things done


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&o%d !erformance dicuion:

3he Performance 4eview iscussion is one of the most important things that you as a

supervisor will do. 3his is a time to continue that all important feedback about duties,

epectations and performance. 3his is a time to have a more formalized discussion about the

employeeDs performance and it should reflect the day to day coaching that has transpired

throughout the year. It should be undertaken with great care and preparation, and the way you

handle it can have significant impact on the morale and future performance of your staff

members. Bormal performance discussions should be held at least once a year. *oaching should

occur on a fre%uent basis. Informal performance discussions are also valuable and should be held

at intervals throughout the year.

Pre!are for t"e dicuion:

1. >stablish date, time and suitable private location.

!. $otify employee, well in advance, of the date, time, location and what to prepare.

#. Provide the employee with %uestions to help prepare for the discussion.


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1. Performance management is considered a process, not an event. It follows good

management practice in which continualcoaching, feedback and communication are

integral to success.

!. 3he Performance 2anagement Plan is primarily a communication tool to ensure mutual

understanding of work responsibilities, priorities and performance epectations.

3. >lements for discussion and evaluation should bejob !ecific ' not generalized

personality traits. 3hemajor dutie and re!onibi%itie of t"e !ecific jobshould be

defined and communicated as the first step in the process.

4. Performance tandard for each major duty responsibility should be defined and

communicated.

(. >mployee involvement is encouraged in identifying major duties and defining

performance standards.

6. Profeiona% de$e%o!ment should be an important component of the plan.

+. 3he formal evaluation period should be long enough to allow for full performance and to

establish a history such that evaluations are fair and meaningful.


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"upervisorDs responsibilities

3he supervisorDs responsibilities are to5

1. *ommunicate and clarifymajor job dutie(priorities and epectations.2. >stablish and communicate!erformance tandard.

#. 2onitor employeesD performance through observation, discussion, etc.

4. Document good and unacceptable performance.

(. Provide continuous coaching and constructive feedback in a timely manner.

). 0old performance discussions 9at least annually:.

+. *orrect poor performance and reinforce good performance.

F. 0elp employees to develop skills and abilities for improved performance.

G. Provide necessary information, resources and opportunity to allow accomplishment of

key results.

)enefit

2anaging employee or system performance facilitates the effective delivery of strategic

and operational goals. 3here is a clear and immediate correlation between using performance

management programs or software and improved business and organizational results.

Bor employee performance management, using integrated software, rather than a

spreadsheet based recording system, may deliver a significant return on investment through a

range of direct and indirect sales benefits, operational efficiency benefits and by unlocking the

latent potential in every employees work day i.e. the time they spend not actually doing their job.

;enefits may include5

Direct financia% gain

@row sales

4educe costs

"top project overruns

Aligns the organization directly behind the *>


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ecreases the time it takes to create strategic or operational changes by communicating

the changes through a new set of goals

Moti$ated *or+force


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principles might lead to better results while designing performance management tools in an

organization.

1. Birstly it is important to identify the underlying priorities that should guide

decisions about performance. It is important to define the companyHs position on

competing priorities, such as recognizing the team vs. the individualK achieving

results vs. demonstrating valued behaviors.

!. 3he net step is to make sure that the performance management tools we choose

find the right fit with our strategy, structure, and culture. 3he performance

management process should reinforce the messages that the organization wants to

send about its business, talent, performance, rewards, advancement, and careers.

Perhaps the most important aspect of effective implementation of the performance

management tools would be to clearly communicate what kind of performance culture we are

trying to create.


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RE,IE- OF .ITERAT/RE

1. ue to rapidly changing business environment, 04 practitioners are unprecedentedly

demanded to actively participate in improving organizational effectiveness as

performance management specialist. 3he purpose of this study was to eamine and

discuss major elements and issues in performance management system through an

etensive literature review and provide some considerations for designing and

implementing effective performance management system in organizations. 9;ae, >ul&

8yoo !EE):

!. 3he main benefit of using an I3 platform for managing the P2" within an organization

is that the maintenance of the information contained within the systems becomes much

simpler. 3hey also set up some re%uirements for an I3 platform, which is suitable in such

a situation. 9;ititci et al. !EEE:

#. Performance management is what an organization does to realize its aspirations, to be

more specific, It is an interventionL targeted at individual employees with the aim of

directing and enhancing their performance so as to improve organizational performance.

9/illiams !EE!:

'. Performance management is the process of improving the %uality and %uantity of work

done and bringing all activity in line with an organizationHs objectives. 9/alters 1GG(:

(. 3he principle of setting goals for individuals which are linked to organizational goals has

a long history, evolving from merit&rating to management by objectives, through CockeHs

goal setting theory of 1G)F, and finally to performance management, which became

recognized process in the 1GFEHs. 9Armstrong - ;aron !EE!:


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). 3here are different views on what performance is. It can be regarded as simply the record

of outcomes achieved.


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1!. "ound P2" of an organization is directly related to the satisfaction of the employees.

Performance appraisal is always result based rather than be effort based. 3his sometimes

leaves the employees dissatisfied. 0owever in case of good P2, the appraisal process

must be transparent which allows the employees to interact with their managers and

clarify their ?ueries. 9r. 4 8 "ahu, !EE+:


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Objecti$e of t"e tud#

Primar# objecti$e:

3he objective of performance management is to identify, measure, and develop the

performance of employees while aligning to the organizational goals.

0econdar# objecti$e:

3he performance management links directly to rewards, recognitions - career

development.

3o analyze the growth of organization - employees based on performance.

3o highlight the rewards - recognitions for high performance level employees.

3o suggest ways of improving performance.

0co!e of t"e tud#

1: It is anticipated that information received from the study would assist management of the

organization to better understand the critical issues relating to performance management

and empower them to take corrective action where ever necessary.

!: 3he results of the study may also prove significant in altering management perceptions

on P2 which is to be managed as a business imperative.

#: 3he study will also provide a platform to assist the management of performance in an

industry that is constantly changing and where there is a shortage of applicable guidelines

and literature


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.imitation:

1. 3he conclusion derived does not have universal applicability as this study was

undertaken only within Pepsi co Cimited.

!. "ample size is limited.

#. "ome other limitations of performance management include risk of internal competition,

favoritism, epensive - time consuming.

Reearc" Met"odo%og#

T#!e of 0tud#:

3he study adheres to descriptive research design to gain valuable insight on the

effectiveness of employee engagement activities.

0am!%ing deign:

1. 3he "ample size taken is 11G.

!. 3he sampling design that was adopted for the study is "tratified random sampling

Met"od of Data co%%ection:

Primar# data:

3he primary data is collected by %uestionnaire method

0econdar# data:

3he secondary data was collected from the websites, books and the project work done by

research scholars


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About Pe!iCo India

Pepsi*o entered India in 1GFG and has grown to become one of the countryHs leading

food and beverage companies. vervess "oda,

ukes Cemonade and 2angola add to the diverse range of brands.

Pepsi*oHs foods company, Brito&Cay, is the leader in the branded salty snack market and

all Brito Cay products are free of trans&fat and 2"@. It manufactures CayHs Potato *hipsK

*heetos etruded snacks, 7ncle *hips and traditional snacks under the 8urkure and Cehar

brands. 3he companyHs high fibre breakfast cereal, ?uaker


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has # state&of&the&art plants. Pepsi*oHs business is based on its sustainability vision of making

tomorrow better than today. Pepsi*oHs commitment to living by this vision every day is visible

in its contribution to the country, consumers and farmers.

Performance *it" Pur!oe

At Pepsi*o, weDre committed to achieving business and financial success while leaving a

positive imprint on society delivering what we callPerformance with Purpose.

/e believe our financial success Performance must go hand&in&hand with our social

and environmental responsibilities Purpose. /e bring thatPurposeto every aspect of our

business.


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At the foundation of all is the Pepsi*o culture. It is our culture that supports our valuesand facilitates the achievement of the vision. /hile there is no official list of Pepsi*o cultural

attributes, there are many manifestations that %uickly become evident to new employees.

Bor eample, our business strategies and organizational structure place a heavy reliance

on our %uality people to make things happen. Pepsi*o employees are smart, creative, and

passionate about their work, and these talents are leveraged fully in our empowered workplace.

3here is an ownership culture that promotes individual initiative and responsibility.


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Pa%a++ad !%ant "itor#:

Pepsico India 0oldings Pvt Ctd, Palakkad was incorporated in the year !EE1, with its

manufacturing facility located at Pudussery panchayat , ist. Palakkad. /e manufacture the

worldwide popular carbonated softdrinks viz Pepsi, +up, 2irinda, 2ountain ew - and the

packaged water ;rand A%uafinaJ.

Pepsi*o Palakkad covers a total area of (E.'F acres. 3he manufacturing facilities of the

plant are designed and constructed as the "tate cellence AwardJ 9;ronze level: in !EE(

$ational Award for >cellence by *II in /ater 2anagement in !EE+ - !EEF

@olden peacock >nviron management in !EE(

/ater igest Award for *orporate "ocial 4esponsibility for /ater PracticesJ


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0taffing !o%ic#:

1. Recruitment and 0e%ection:

3he following are the different categories of employees working in the plant.

1. >ecutives and 2anagers

!. Associates

#. $P*I

As per the current status the following are details of the employees working in the plant

0%1No Categor# 0trengt"1

1. Administrators 9>ecutives - 2anagers: 'E

!. "upervisors 1(

#. 3echnicians 1(

'. 2anufacturing labours (!(

Tota% 232

3he selection of candidates

1. *ampus 4ecruitment

!. *onsultants

#. irect 4ecruitment

*onsidering the re%uirements, every year company visits the @overnment I3IH" across

8erala for recruiting trainee Associates. Initially, the candidates have to undergo a written test

after which they will be called for personal interviews that check both technical and

interpersonal aspects.


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screened for the personal interviews. If their proficiency in knowledge is found to be

satisfactory, they will be subjected to the Antecedent verification. After receiving a positive

report of the same, the candidates will be called for joining the


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Production Process& 1 day

Cines"87s& 1 day

"hipping epartment Q day

istribution of the stocks& 1 day

etails of products with 24P& 1 day

"hipping operation& 1 day

Binance and Purchase epartment Q day

0uman 4esource epartment Q day

3he $ew 6oiners would meet the respective department heads 9as given below: who would

ensure that their induction takes place appropriately as per schedule.

?uality 2anager & Anand 8umar

"hipping *oordinator 4avi *handran

Binance 2anager Ameya @atad

04 2anager & ipin hariwal

Production 2anager 8. Paramashivam


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Ana%#i 4 Inter!retation

Tab%e 516 re!reent t"e Age of t"e re!ondent

Decri!tion Fre7uenc# Percentage 89

!E to !( ears 5; 5>9

#1 to #( ears 6; 659

#) to 'E ears 6< 39

Above 'E ears 2 >9

Tota% 663 6>9 of t"e re!ondent are bet*een t"e age grou! of =; to 5> 5?9

)&G ears =2 =69

Above G ears 6= 6


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Tab%e 512 re!reent t"e functiona% area in Pe!iCo .imited *"ic" gi$ing to! !riorit# to

Performance Management1


0uman 4esources 5? 569

Binance 5< =29

Products - service development >< 5>9


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Tab%e 51; re!reent t"e re*ard 4 recognition fo%%o*ed in Pe!iCo %imited are

moti$ating factor of Performance Management1

Decri!tion Fre7uenc# Percentage 89"trongly Agree 5> =@9

Agree >3 >69

$eutral => =


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Tab%e 51? re!reent t"e %e$e% of O!!ortunitie for !erona% gro*t" and career

de$e%o!ment *"ic" em!%o#ee get1


"trongly Agree 5; 5>9$eutral 6< @9

isagree 6@ 629

"trongly isagree 5 59

Tota% 663 6>9 of t"e re!ondent are agreed to t"e %e$e% of

o!!ortunitie for !erona% gro*t" 4 career de$e%o!ment *"ic" t"e# get in t"eir

organiation( 5


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Tab%e 51@ re!reent t"e %e$e% of com!enation %in+ed on em!%o#ee !erformance1


"trongly Agree 56 =;

Agree 52 =3

$eutral =2 =6isagree =< 6?

"trongly isagree @ ?

Tota% 663 6


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Tab%e 513 re!reent t"e !erformance re%ated !a# i eentia% for !art of Performance

Management1


"trongly Agree =< 6?9

Agree >5 5;9$eutral =@ =59

isagree =6 6@9

"trongly isagree ? ;9

Tota% 663 6


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Tab%e 516< re!reent t"e !erformance management i about indi$idua% 4 t"eir %ong term

de$e%o!ment1


"trongly Agree 5; 5< 5>9$eutral 6@ 629

isagree =< 6?9

"trongly isagree 2 >9

Tota% 663 69 of t"e re!ondent are agreed to t"e !erformance

management i about indi$idua% 4 t"eir %ong term de$e%o!ment( 59 of t"e re!ondent are trong%# diagreed to t"e !erformance

management i about indi$idua% 4 t"eir %ong term de$e%o!ment1

Tab%e 5166 re!reent t"e !erformance management !ro$ide a *a# of +ee!ing a record of

an indi$idua% !rogre and !erformance1


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"trongly Agree 53 559

Agree >> 5?9

$eutral 6; 659

isagree 63 6;9

"trongly isagree 6 69Tota% 663 6


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"trongly Agree 5@ 5=9

Agree >5 5;9

$eutral == 6@9

isagree 65 669

"trongly isagree 5 59Tota% 663 6


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"trongly Agree =6 6@9

Agree 5< =29

$eutral 5= =?9

isagree =; ==9

"trongly isagree 6< @9

Tota% 663 6 re!reent t"e !erformance management "e%! em!%o#ee to do t"eir job in a

better *a#1


"trongly Agree 55 =@9

Agree >= 529


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$eutral == 639

isagree 6; 659

"trongly isagree ; 29

Tota% 663 6 "o*a t"at 529 of t"e re!ondent are agreed to t"e !erformance

management "e%! em!%o#ee to do t"eir job in a better *a#( =@9 of t"e re!ondent aretrong%# agreed to t"e !erformance management "e%! em!%o#ee to do t"eir job in a better

*a#( 639 of t"e re!ondent are neit"er agreed nor diagreed to t"e !erformance

management "e%! em!%o#ee to do t"eir job in a better *a#( 659 of t"e re!ondent are

diagreed to t"e !erformance management "e%! em!%o#ee to do t"eir job in a better *a#(

29 of t"e re!ondent are diagreed to t"e !erformance management "e%! em!%o#ee to

do t"eir job in a better *a#1

Tab%e 5162 re!reent time !ent of Performance management i *ort"*"i%e1


"trongly Agree 62 659

Agree @? ?59

$eutral ? ;9


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isagree 6< @9

"trongly isagree < >9

$eutral 62 659

isagree 6= 6


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"trongly isagree @ ;9

Tota% 663 6>9 of t"e re!ondent are agreed to t"e em!%o#ee training

goe be#ond tec"nica% +i%% to inc%ude ocia% +i%%( genera% !rob%emo%$ing +i%% 4

broader +no*%edge of t"e organiation( =?9 of t"e re!ondent are trong%# agreed to t"e

em!%o#ee training goe be#ond tec"nica% +i%% to inc%ude ocia% +i%%( genera% !rob%em

o%$ing +i%% 4 broader +no*%edge of t"e organiation( 659 of t"e re!ondent neit"eragreed nor diagreed to t"e em!%o#ee training goe be#ond tec"nica% +i%% to inc%ude

ocia% +i%%( genera% !rob%emo%$ing +i%% 4 broader +no*%edge of t"e organiation( 6


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ery effectively =2 =69

>ffectively 5@ 5=9

Bairly effectively 2= >>9

$ot effectively > 59

Tota% 663 6>9 of t"e re!ondent aid t"at creating 4 maintaining an

informa% and friend%# atmo!"ere in re$ie* meeting are fair%# effecti$e( 5=9 of t"e

re!ondent aid t"at creating 4 maintaining an informa% and friend%# atmo!"ere in

re$ie* meeting are effecti$e( =69 of t"e re!ondent aid t"at creating 4 maintaining an

informa% and friend%# atmo!"ere in re$ie* meeting are $er# effecti$e( 59 of t"e

re!ondent aid t"at creating 4 maintaining an informa% and friend%# atmo!"ere in

re$ie* meeting are not effecti$e1

Tab%e 516@ re!reent t"e em!%o#ee *or+ing to a c%ear tructure1

Decri!tion Fre7uenc# Percentage 89ery effectively =< 6?9

>ffectively >< 5>9

Bairly effectively >@ >


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Inter!retation:

Tab%e 516@ "o* t"at( > =@9

>ffectively >2 5@9

Bairly effectively 5= =?9

$ot effectively @ ?9

Tota% 663 6


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Inter!retation:

Tab%e 5163 "o* t"at( 5@9 of t"e re!ondent aid t"at +ee!ing contro% of t"e

meeting i in effecti$e manner( =@9 of t"e re!ondent aid t"at +ee!ing contro% of t"e

meeting i in $er# effecti$e manner( =?9 of t"e re!ondent aid t"at +ee!ing contro% of

t"e meeting in a fair%# effecti$e manner( ?9 of t"e re!ondent aid t"at +ee!ing contro% of

t"e meeting i not in effecti$e manner1

Tab%e 51=< re!reent t"e uing of !raie in t"e re$ie* meeting1

Decri!tion Fre7uenc# Percentage 89ery effectively 52 =39

>ffectively 25 >29

Bairly effectively =@ =>9

$ot effectively 5 =9

Tota% 663 6


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Inter!retation:

Tab%e 51=< "o* t"at( >29 of t"e re!ondent aid t"at uing of !raie in t"e

re$ie* meeting i in effecti$e manner( =39 of t"e re!ondent aid t"at uing of !raie in

t"e re$ie* meeting i in $er# effecti$e manner( =>9 of t"e re!ondent aid t"at uing of

!raie in t"e re$ie* meeting i in effecti$e manner( =9 of t"e re!ondent aid t"at uing

of !raie in t"e re$ie* meeting i not in a effecti$e *a#1

Tab%e 51=6 re!reent t"e *a# of "and%ing criticim in t"e re$ie* meeting1

Decri!tion Fre7uenc# Percentage 89ery effectively =@ =59

>ffectively 53 559

Bairly effectively >5 5;9

$ot effectively 3 @9

Tota% 663 6


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Inter!retation:

Tab%e 51== "o* t"at( 5@9 of t"e re!ondent aid t"at in$iting e%f

aement in t"e re$ie* meeting i in effecti$e manner( =29 of t"e re!ondent aid t"at

in$iting e%f aement in t"e re$ie* meeting i in $er# effecti$e manner( =69 of t"e

re!ondent aid t"at in$iting e%f aement in t"e re$ie* meeting i fair%# effecti$e

manner( 6;9 of t"e re!ondent aid t"at in$iting e%f aement in t"e re$ie* meeting i

not in effecti$e manner1

Tab%e 51=5 re!reent t"e focuing on fact and dicuing about !erformance not about

!erona%it# in t"e re$ie* meeting1


ery effectively 55 =@9

>ffectively >@ >


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Inter!retation:

Tab%e 51=5 "o* t"at( > re!reent t"e agreeing a !%an of action in t"e re$ie* meeting1


ery effectively >= 529

>ffectively >@ >


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Inter!retation:

Tab%e 51=> "o* t"at( >


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Inter!retation:

Tab%e 51=2 "o* t"at( >59 of t"e re!ondent aid t"at t"e efficienc# in t"e

ue of reource in t"e organiation i good( 559 of t"e re!ondent aid t"at t"e efficienc#

in t"e ue of reource in t"e organiation i ece%%ent( 639 of t"e re!ondent aid t"at t"e

efficienc# in t"e ue of reource in t"e organiation i a$erage( 29 of t"e re!ondent aid

t"at t"e efficienc# in t"e ue of reource in t"e organiation i unatifactor#1

Tab%e 51=; re!reent t"e aurance of 7ua%it# !erformance1


>cellent >5 5;9

@ood 26 >59

Average =2 =69

7nsatisfactory <


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Inter!retation:

Tab%e 51=; "o* t"at( >59 of t"e re!ondent aid t"at aurance of 7ua%it#

!erformance in t"e organiation i good( 5;9 of t"e re!ondent aid t"at aurance of

7ua%it# !erformance in t"e organiation i ece%%ent( =69 of t"e re!ondent aid t"at

aurance of 7ua%it# !erformance in t"e organiation i a$erage( None of t"e re!ondent

aid t"at aurance of 7ua%it# !erformance in t"e organiation i unatifactor#1

Tab%e 51=? re!reent t"e em!%o#ee atifaction in t"e organiation1

Decri!tion Fre7uenc# Percentage 89>cellent >6 5>9

@ood >3 >69

Average =2 =69

7nsatisfactory > >9

Tota% 663 6


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Inter!retation:

Tab%e 51=? "o* t"at( >69 of t"e re!ondent aid t"at t"e em!%o#ee atifaction

in t"e organiation i good( 529 of t"e re!ondent aid t"at t"e em!%o#ee atifaction in

t"e organiation i ece%%ent( =69 of t"e re!ondent aid t"at t"e em!%o#ee atifaction

in t"e organiation i a$erage( 59 of t"e re!ondent aid t"at t"e em!%o#ee atifaction

in t"e organiation i unatifactor#1

Tab%e 51=@ re!reent t"e 7ua%it# of !roduct1

Decri!tion Fre7uenc# Percentage 89>cellent >; 539

@ood 22 >;9

Average 6@ 629

7nsatisfactory <


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Inter!retation:

Tab%e 51=@ "o* t"at( >;9 of t"e re!ondent aid t"at t"e 7ua%it# of !roduct in

t"e organiation i good( 539 of t"e re!ondent aid t"at t"e 7ua%it# of !roduct in t"e

organiation i ece%%ent( 629 of t"e re!ondent aid t"at t"e 7ua%it# of !roduct in t"e

organiation i a$erage( None of t"e re!ondent aid t"at t"e 7ua%it# of !roduct in t"e

organiation i unatifactor#1

Tab%e 51=3 re!reent t"e 7ua%it# of tandard1

Decri!tion Fre7uenc# Percentage 89>cellent 52 =39

@ood 2> >29

Average =@ =>9

7nsatisfactory = =9

Tota% 663 6


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Inter!retation:

Tab%e 51=3 "o* t"at( >29 of t"e re!ondent aid t"at t"e 7ua%it# of

tandard in t"e organiation i good( =39 of t"e re!ondent aid t"at t"e 7ua%it# of

tandard in t"e organiation i ece%%ent( =>9 of t"e re!ondent aid t"at t"e 7ua%it# of

tandard in t"e organiation i a$erage( =9 of t"e re!ondent aid t"at t"e 7ua%it# of

tandard in t"e organiation i unatifactor#1

Tab%e 515< re!reent t"e afet# tandard in organiation1

Decri!tion Fre7uenc# Percentage 89>cellent >@ >3 >69

Average 63 6;9

7nsatisfactory 5 59

Tota% 663 6


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Inter!retation:

Tab%e 515< "o* t"at( >69 of t"e re!ondent aid t"at t"e afet# tandard

in organiation i good( >cellent >= 529

@ood 2@ >39

Average 6; 659

7nsatisfactory 5 59

Tota% 663 6


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Inter!retation:

Tab%e 5156 "o* t"at( >39 of t"e re!ondent aid t"at t"e rate of !roduct

de%i$er# i good( 529 of t"e re!ondent aid t"at t"e rate of !roduct de%i$er# i ece%%ent(

659 of t"e re!ondent aid t"at t"e rate of !roduct de%i$er# i a$erage( 59 of t"e

re!ondent aid t"at t"e rate of !roduct de%i$er# i unatifactor#1

Tab%e 515= re!reent t"e taff !unctua%it# and cor!orate ocia% re!onibi%it#1


>cellent 56 =;9

@ood 53 559

Average >2 5@9

7nsatisfactory > 59

Tota% 663 6


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Inter!retation:

Tab%e 515= "o* t"at( 5@9 of t"e re!ondent aid t"at t"e taff !unctua%it#

and cor!orate ocia% re!onibi%it# i a$erage( 559 of t"e re!ondent aid t"at t"e taff

!unctua%it# and cor!orate ocia% re!onibi%it# i good( =;9 of t"e re!ondent aid t"at

t"e taff !unctua%it# and cor!orate ocia% re!onibi%it# i ece%%ent( 59 of t"e re!ondent

aid t"at t"e taff !unctua%it# and cor!orate ocia% re!onibi%it# i unatifactor#1

Tab%e 5155 re!reent t"e en$ironment coner$ation1

Decri!tion Fre7uenc# Percentage 89>cellent =3 =>9

@ood 5= =?9

Average >3 >69

7nsatisfactory 3 @9

Tota% 663 6


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Inter!retation:

Tab%e 5155 "o* t"at( >69 of t"e re!ondent aid t"at t"e en$ironment

coner$ation in t"e organiation i a$erage( =?9 of t"e re!ondent aid t"at t"e

en$ironment coner$ation in t"e organiation i good( =>9 of t"e re!ondent aid t"at t"e

en$ironment coner$ation in t"e organiation i ece%%ent( @9 of t"e re!ondent aid t"at

t"e en$ironment coner$ation in t"e organiation i unatifactor#1

Finding

1. It is inferred that ''O of the respondents are between the age group of !)E years.

!. It is found )!O are 2ale respondents and #FO are female respondents. It is inferred that

organization are concentrating on the recruitment of the male candidates because they are fit


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enough to work in machineries and also in rotational shifts than comparing to female

employees.

#. It is inferred that !)O of the respondents are post graduates, !'O of the respondents are

under graduates, 1FO of the respondentsH falls under the category others, 1+O are diploma

holders, 1(O of the respondents are the engineers, so they are in need of graduates.

'. It is found that #+O of the employees are having work eperience from #&) years.

(. It is found that #'Oof the respondents said that Products - "ervice evelopment

department gives top priority to performance management, #1O of the respondents said that

0uman 4esources department gives top priority to performance management.

). It is inferred that '1O of the respondents are agreed to the rewards - recognitions

followed in their organization, !FO of the respondents are strongly agreed to the rewards -

recognitions followed in their organization, 1O of the respondents are strongly disagreed to

the rewards - recognitions followed in their organization. 3his indicates that still there are 1O

of the employees are not agreed with the rewards - recognition practices.

+. It is inferred that ''O of the respondents are agreed to the level of opportunities for

personal growth - career development which they get in their organization. 3his indicates that

they have the opportunity to develop them personally.


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F. It is found that !GO of the respondents are agreed to the level of compensation linked on

their performance followed in their organization and +O of the respondents are strongly

disagreed the level of compensation linked on their performance. 3his indicates that +O of the

employees are not satisfied with the compensation which they get.

G. It is found that #)O of the respondents are agreed to the performance related pay is

essential part of performance management and )O of the respondents are strongly disagreed to

the performance related pay is essential part of performance management. 3his indicates only

#)O are satisfied with their performance related pay.

1E. It is inferred that #'O of the respondents are agreed to the performance management is

about individual - their long term development, #EO of the respondents are strongly agreed

to the performance management is about individual - their long term development. 3his

indicates that they have their liberty to develop them personally - professionally.

11. It is inferred that #+O of the respondents are agreed to the performance management

provides a way of keeping a record of an individualHs progress and performance, this helps to

justify the individuals performance.

12. It is inferred that #)O of the respodents are agreed to the performance management

motivate people and make them to feel as the part of the organization, 3his indicates that most

of the individuals feel that they are getting motivated because of the performance

management.

1#. It is inferred that !+O of the respondents are neither agreed nor disagreed to the

employees are getting useful feedback from their performance management review, !(O of


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the respondents are agreed to the employees are getting useful feedback from their

performance management review. 3his helps to identify individualHs positive - negative skills

they have.

14. It is found that #(O of the respondents are agreed to the performance management helps

employees to do their job in a better way, !FO of the respondents are strongly agreed to the

performance management helps employees to do their job in a better way. 3his indicates that

most of them are happy to do their jobs in a better way.

15. It is inferred that +#O of the respondents are agreed to the time spent of Performance

management is worthwhile. 3his indicates time spending on performance management gives

more impact to the organization in all aspects.

16. It is found that ''O of the respondents are agreed to the employees training goes beyond

technical skills to include social skills, general problem&solving skills - broader knowledge of

the organization, +O do not agree with the training. 3his indicates they are getting not only

technical skills but also some social skills.

1+. It is inferred that ''O of the respondents said that creating - maintaining an informal

and friendly atmosphere in review meeting are fairly effective. 3his says that they need to

create even friendlier atmosphere than what they have now.


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18. It is found that 'EO of the respondents said that the employees working to a clear

structure in a fairly effective manner. 3his indicates they are working partly in a clear

structure.

19. It is found that !FO of the respondents said that keeping control of the meeting is in very

effective manner, this indicates there should be more control towards the meeting.

20. It is found that '(O of the respondents said that using of praise in the review meeting is

in effective manner. 3his indicates effectively individuals getting praises for what they

deserve.

21. It is found that #)O of the respondents said that the way of handling criticism in the

review meeting is in fairly effective manner. 3his shows that handling criticism is agreed

towards the policy.

22. It is inferred that #FO of the respondents said that inviting self assessment in the review

meeting is in effective manner. 3his indicates the individual get chances of their self

assessment.

23. It is found that 'EO of the respondents said that the focusing on facts and discussing

about performance not about personality in the review meeting is in effective manner. 3his

says that review is based only on talents - not on personalities.


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24. It is inferred that 'EO of the respondents said that the agreeing a plan of action in the

review meeting is in effective manner. 3his indicates most of the employees are agreeing for a

plan of action towards their structure.

25. It is found that '#O of the respondents said that the efficiency in the use of resources in

the organization is good. 3his indicates they can use the resources still in effective manner.

26. It is inferred that '#O of the respondents said that assurance of %uality performance in

the organization is good. 3his indicates that the assurance of %uality is over all good.

27. It is inferred that '1O of the respondents said that the employeeHs satisfaction in the

organization is good, #(O of the respondents said that the employeeHs satisfaction in the

organization is ecellent. 3his indicates the employee satisfaction is more in this organization.

28. It is inferred that ')O of the respondents said that the %uality of products in the

organization is good, #GO of the respondents said that the %uality of products in the

organization is ecellent. 3his indicates that, this organization is good in their %uality.

29. It is found that '(O of the respondents said that the %uality of standards in the

organization is good. 3his says that the standards of the %uality are agreed.

30. It is inferred that '1O of the respondents said that the safety standards in organization is

good, 'EO of the respondents said that the safety standards in organization is ecellent. 3his

indicates that, all are more concerned about safety - they got all the safety measures.


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31. It is found that 'GO of the respondents said that the rate of product delivery is good. 3his

indicates that timeliness holds good.

32. It is inferred that #FO of the respondents said that the staff punctuality and corporate

social responsibility is average. 3his says that, they have to improve in their staff punctuality

- corporate social responsibility.

33. It is inferred that '1O of the respondents said that the environment conservation in the

organization is average. 3his indicates there can be further improvement in the conservation of

environment.


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Ga! Ana%#i

;usiness gap analysis can be used to help achieve certain goals. 3his analysis

includes a description of the companyDs current situation, and what the company wants to

achieve in the future or what they have achieved in the past. 3he difference between these two

items is the gap. 3he analysis includes specific action steps the company must complete to close

this gap and achieve its goals.

In businessand economics, gap analysis is a tool that helps a company to compare its

actual performance with its potential performance. If a company or organization is not making

the best use of its current resources or is forgoing investment in capitalor technology, then it

may be producing or performing at a level below its potential.

3he goal of gap analysis is to identify the gap between the optimized allocation and

integration of the inputs, and the current level of allocation. 3his helps provide the company with

insight into areas which could be improved. 3he gap analysis process involves determining,

documenting and approving the variance between business re%uirements and current capabilities.

@ap analysis naturally flows from benchmarking and other assessments.


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3he following are dataHs taken from the year end results in some of the important areas

which are considered to be taken care by the organization for the good performance management

and to get over all profitability.

0%1No Im!ortant area for !erformance management of t"e

organiation

Reu%t in t"e #ear

=


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Com!arati$e tab%e for t"e #ear =mployee satisfaction # #.+(


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Ga! Ana%#i C"art


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Reaon for Ga! ana%#i difference:

3here are various reasons in the organization for the gap between the main factors

which decides the level of performance of the organization as a whole. "ome important reasons

are as follows5

61 Bua%it# of !roduct:

3he ?uality of product is increased by E.!( from the year !EEG&!E1E to till date, and the

reason for this increase is, the organization has the policy of no compromise in %uality -

concentrates more on %uality side to get all raw materials - other things from the reputed

suppliers rather than cheap one.

=1 0afet# tandard:

3he safety standards is increased by E.'( from the year !EEG&!E1E to till date, and the

reason for this increase is, the organization has studied the need of safety and now implemented

various new techni%ues of safety standards - upgraded some standards which are already in

process.

51 -or+ en$ironment:

3he work environment is decreased by E.G( from the year !EEG&!E1E to till date, and the

reason for this decrease is, there is no healthy relationship between the co&workers - there is no

optimum usage of working environment and there are many conflicts between colleagues due to

human mind perception about other workers in the same concern.

>1 Em!%o#ee atifaction:

3he employee satisfaction is increased by E.+( from the year !EEG&!E1E to till date, and

the reason for this increase is, the organization is making all the employees satisfied in all the

kinds of monetary - non&monetary terms. >mployees are satisfied to the great etent for their

individual development.


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21 Performance re%ated Pa# 4 com!enation %in+ed !erformance:

3he Performance related Pay - compensation linked performance is increased by E.(

from the year !EEG&!E1E to till date, and the reason for this increase is, the organization has high

incentive scheme to the high level performers and the pay is based on the performance so every

one is awarded to their performance, the minimum level of pay is common to all so every kind of

performer can get their minimum pay.

;1 Indi$idua% de$e%o!ment 4 !erona% gro*t":

3he Individual development - Personal growth of the employees is increased by 1.E(

from the year !EEG&!E1E to till date, and the reason for this increase is, the organization now

focuses more on each employeeHs development which helps us to achieve our organizational

goals. 3he organization is offering various trainings in need basis to develop them towards their

personal growth.

?1 Re*ard 4 recognition:

3he 4ewards - recognitions for the employees are increased by E.E( from the year !EEG&

!E1E to till date, and the reason for this increase is, the organization modifies the rewards -

recognitions schemes according to the employeeHs satisfaction - this system helps all the

employees to be rewarded - they will get motivated to do more job.

@1 Meauring indi$idua% !erformance 4 re$ie* meeting:

3he measuring of individual performance - review meetings are increased by E.)( from

the year !EEG&!E1E to till date, and the reason for this increase is, the organization tracks the

records of the performance of the employees from the start of the year to till the end which gives

the clear picture about their performance - the review based on documented records will be

justifiable for all the employees.

31 Training 4 de$e%o!ment:


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3he training - development of the employees are increased by E.(( from the year !EEG&

!E1E to till date, and the reason for this increase is, the organization gives more training

programs - workshops to the employees on the basis of their grade level and common training

programs is giving to all grade of employees. 3he training is offered on the need basis to all, if

necessary.

6


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0uggetion

ncouraging the incentive schemes for high performer.

7. Binally, the organization should evaluate its performance management system at

least every three 9#: years to determine how effectively the system is meeting the

purposes stated in the companyHs policy and take actions to improve the system if


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necessary. >valuation findings - improvement actions shall be reported to the

higher official.

Conc%uion

A Performance 2anagement "ystem enables a business to sustain profitability

and performance by linking the employeesD pay to competency and contribution. It provides

opportunities for concerted personal development and career growth. It brings all the employees

under a single strategic umbrella. 2ost importantly, it gives supervisors and subordinates an e%ual

opportunity to epress themselves under structured conditions. 2anaging this process effectively

isnDt easy. It calls for a high level of co&ordination, channeled information flow, and timely review.

/hether employees are at a single place, or spread across multiple locations, the use of

technology can help simplify the complete process for more effective information management.

Date post:	21-Feb-2018
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Important 39569070 Performance Management Final Report

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