Only In for Nation

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INTRODUCTION

ABOUT HUMAN RESOURCES

William R. Tracey, in The Human ResourcesGlossary defines Human Resources as: The people

that staff and operate an organization as

contrasted with the financial and material

resources of an organization. The organizational

function that deals with the people ... Long a term

used sarcastically by individuals in the line

organization, because it relegates humans to thesame category as financial and material resources,

human resources will be replaced by more

customer-friendly terms in the future.

Every organization wants to attract, motivate, and

retain the most qualified employees and match

them to jobs for which they are best suited, the

human resources field demands a range of

personal qualities and skills. Human resources,

training, and labor relations managers and

specialists must speak and write effectively.

In a small organization, a human resources

generalist may handle all aspects of human

resources work, and thus require an extensiverange of knowledge. The responsibilities of human

resources generalists can vary widely, depending

on their employer's needs.

In a large corporation, the director of human

resources may supervise several departments,

each headed by an experienced manager who

most likely specializes in one human resources

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activity, such as employment and placement,

compensation and benefits, training and

development, or labor relations. The director may

report to a top human resources executive. Workenvironment of Human resources personnel usually

work in clean, pleasant, and comfortable office

settings

The role of the Human Resource Manager isevolving with the change in competitive marketenvironment and the realization that Human

Resource Management must play a more strategicrole in the success of an organization.Organizations that do not put their emphasis onattracting and retaining talents may findthemselves in dire consequences, as theircompetitors may be outplaying them in thestrategic employment of their human resources.

With the increase in competition, locally orglobally, organizations must become moreadaptable, agile, and customer-focused tosucceed. And within this change in environment,the HR professional has to evolve to become astrategic partner, an employee sponsor oradvocate, and a change mentor within theorganization. In order to succeed, HR must be a

business driven function with a thoroughunderstanding of the organizations big picture andbe able to influence key decisions and policies. Ingeneral, the focus of todays HR Manager is onstrategic personnel retention and talentsdevelopment. HR professionals will be coaches,counselors, mentors, and succession planners tohelp motivate organizations members and their

loyalty. The HR manager will also promote and

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fight for values, ethics, beliefs, and spiritualitywithin their organizations, especially in themanagement of workplace diversity.

This will highlight on how a HR manager can meetthe challenges of workplace diversity, how tomotivate employees through gain-sharing andexecutive information system through properplanning, organizing, leading and controlling theirhuman resources.

The Challenges of Workplace Diversity

The future success of any organizations relies onthe ability to manage a diverse body of talent thatcan bring innovative ideas, perspectives and viewsto their work. HR managers have to undergocultural-based Human Resource Managementtraining to further their abilities to motivate agroup of professional that are highly qualified butculturally diverse. Furthermore, the HRprofessional must assure the local professionalsthat these foreign talents are not a threat to theircareer advancement .In many ways, theeffectiveness of workplace diversity managementis dependent on the skilful balancing act of the HR

manager.In order to effectively manage workplace diversity,suggests that a HR Manager needs to change froman ethnocentric view ("our way is the best way") toa culturally relative perspective ("let's take thebest of a variety of ways"). This shift in philosophyhas to be ingrained in the managerial framework ofthe HR Manager in his/her planning, organizing,leading and controlling of organizational resources.

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One of the best ways to handle workplace diversityissues is through initiating a Diversity MentoringProgram. This could entail involving differentdepartmental managers in a mentoring program tocoach and provide feedback to employees who aredifferent from them. More importantly, the purposeof a Diversity Mentoring Program seeks toencourage members to move beyond their owncultural frame of reference to recognize and takefull advantage of the productivity potentialinherent in a diverse population.

With this trend in place, a HR Manager must beable to organize the pool of diverse talentsstrategically for the organization. He/She mustconsider how a diverse workforce can enable thecompany to attain new markets and otherorganizational goals in order to harness the fullpotential of workplace diversity.

Leading.

A HR Manager needs to advocate a diverseworkforce by making diversity evident at allorganizational levels. Otherwise, some employeeswill quickly conclude that there is no future forthem in the company. As the HR Manager, it ispertinent to show respect for diversity issues and

promote clear and positive responses to them.He/She must also show a high level of commitmentand be able to resolve issues of workplace diversityin an ethical and responsible manner.

Control and Measuring

A HR Manager must conduct regular organizationalassessments on issues like pay, benefits, workenvironment, management and promotional

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opportunities to assess the progress over the longterm. There is also a need to develop appropriatemeasuring tools to measure the impact of diversityinitiatives at the organization through organization-wide feedback surveys and other methods. Withoutproper control and evaluation, some of thesediversity initiatives may just fizzle out, withoutresolving any real problems that may surface dueto workplace diversity.

Motivational Approaches

Workplace motivation can be defined as theinfluence that makes us do things to achieveorganizational goals: this is a result of ourindividual needs being satisfied (or met) so that weare motivated to complete organizational taskseffectively. As these needs vary from person toperson, an organization must be able to utilizedifferent motivational tools to encourage their

employees to put in the required effort andincrease productivity for the company.

Why do we (HR manager) need motivatedemployees?

In our changing workplace and competitive marketenvironments, motivated employees and their

contributions are the necessary currency for anorganizations survival and success. Motivationalfactors in an organizational context includeworking environment, job characteristics, andappropriate organizational reward system and soon.

The development of an appropriate organizational

reward system is probably one of the strongest

motivational factors. This can influence both job

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satisfaction and employee motivation. The reward

system affects job satisfaction by making the

employee more comfortable and contented as a

result of the rewards received. The reward systeminfluences motivation primarily through the

perceived value of the rewards and their

contingency on performance.

Introduction about the Hospital industry

A hospital is an institution for health care

providing patient treatment by specialized staff

and equipment, and often, but not always

providing for longer-term patient stays.

Today, hospitals usually are funded by the public

sector, by health organizations, (for profit or

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nonprofit), health insurance companies or

charities, including by direct charitable donations.

In history, however, hospitals often were founded

and funded by religious orders or charitable

individuals and leaders. Similarly, modern-day

hospitals are largely staffed by professional

physicians, surgeons, and nurses, whereas in

history, this work usually was performed by the

founding religious orders or by volunteers.

Departments

Hospitals vary widely in the services they offer and

therefore, in the departments they have. They may

have acute services such as an emergency

department or specialist trauma centre, burn unit,

surgery, or urgent care. These may then be backed

up by more specialist units such as cardiology or

coronary care unit, intensive care unit, neurology,

cancer center, and obstetrics and gynecology.

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Some hospitals will have outpatient departments

and some will have chronic treatment units such as

behavioral health services, dentistry, dermatology,

psychiatric ward, rehabilitation services, and

physical therapy

PROJECT TITLE

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Study on analyzing 360degree Performance

Appraisal on HR-Dept. @ WOCKHARDT HOSPITAL (a

network of FORTIS HOSPITAL LTD) Nagarbhavi.

SCOPE OF THE STUDY

The scope of the study is to find out the performance and

functional level of HR-department.

OBJECTIVE OF THE STUDY

TO review the current performance andfunctions done by the HR-dept on theirjob.

To find out the feedback on HR-dept @WOCKHARDT (a network of FortisHOSPITALS Ltd).

To identify the relationship between theHR-dept and other employees.

To improve the current performance levelof HR-department.

To reveal the various obstacles and

loopholes in the HR-Dept.

To find the communication between HR-dept and other department employees

METHODOLOGY OF STUDY:

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The chief criteria for the validity of any research

study lies in its methodology. An inquiry would

prove a failure if it is not done along certain

methodical lines. The method of study adoptedto carry out this project work is mainly

through the research approaches by Survey

Method.

TOOLS FOR DATA COLLECTION

PRIMARY DATA : Questionnaire.

SECONDARY DATA: The secondary data has

been collected from various published sources like

journals, magazines etc. It was also obtained from

published sources like annual reports, company

profile, books of accounts, other relevant text

book etc.

The study comprises of the HR-department

operations and their level of performance followed

by them.

The data extracted from the employees of the

Fortis health care ltd.

To make it pictorial and easier to grasp and

understand the data was represented in graphical

forms.

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FORTIS HOSPITALS COMPAMY PROFILE

FORTIS HEALTHCARE GROUP:

Fortis Healthcare has a vision to set up a network

of world - class super specialty hospitals linked

with a larger network of multi-specialty hospitals to

provide high quality healthcare to the people of

India, through a hub and spoke model.

39 hospitals across the country, over 5000 beds

48000 surgical procedures in the last year, this

revolution is brought by the Fortis Healthcarenetwork- one of the Indias largest and Asias

fastest growing healthcare network.

In line with its growth strategy and with the recent

acquisition of the Escorts Heart Institute &

Research Centre, Fortis Healthcare has taken its

total operational hospital strength to 29 hospitals(including 12 satellite/heart command centers).

The Fortis Healthcare group has progressive plans

to change the healthcare delivery landscape in

India by being the premier healthcare provider in

the region driven by quality and most importantly

"patient-centricity".

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Late Dr. Parvinder Singh,

F Founder Chairman of Fortis Healthcare Ltd.

Vision & Values

Vision

"To create a world-class integrated healthcare

delivery system in India, entailing the finest

medical skills combined with compassionate

patient care.

Virtuous Values:

Vision: Imbibe and share the vision. Integrity: Lead through honesty and integrity. Respect: Earn respect. Trust: Gain patient trust. Understanding: Commit to compassion, care

and understanding. Own: Own quality excellence. Uphold: Uphold innovation and continuous

improvement. Share: Develop and share success.

Future Plans:

Fortis Healthcare intends to have 40 hospitals with

6000 beds by 2012. Two Green-field hospitals areunder-construction, these are:

A super-specialty hospital in Shalimar Bagh,West Delhi, with specialization in cardiac care,orthopedics, neuro-sciences, renal sciences,mother and child care and gastroenterology(first phase - 250 beds).

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FIIMBS Medicity- a super-specialty hospital inGurgaon, with a focus on trauma, oncology,mother and child care, cardiac care,orthopedics, organ transplants and neuro-sciences (first phase -350 beds)

Board of Directors:

Mr. Malvinder Mohan Singh (is the Non-Executive

Chairman of the Company.)

Mr. Shivinder Mohan Singh (is the Managing

Director of Fortis Healthcare Limited

Mr. Sunil Godhwani, ( a Non-ExecutiveDirector)

Mr. Balinder Singh Dhillon,( a Non-Executive,Independent Director)

Mr. Harpal Singh, (a Non-Executive Director,) Justice S.S. Sodhi, a Non-Executive,

Independent Director, Mr. Gurcharan Das, a Non-Executive,

Independent Director Dr. P.S. Joshi, a Non-Executive, Independent

Director, Mr. Rajan Kashyap, a Non-Executive,

Independent Director Mr. V.M. Bhutani, a Non-Executive,

Independent Director Mr. Ramesh L. Adige, a Non-Executive,

Independent Director, Lt. General Tejinder Singh Shergill (PVSM), a

Non-Executive, Independent Director,

Management Team

Fortis Healthcare Ltd. Management team holds

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professional qualifications, enriched with vast

experience.

Mr. Shivinder Mohan Singh, ManagingDirector.

Mr. Daljit Singh President - Strategy &Organizational Development.

Mr. Bhavdeep Singh, Chief Executive Officer. Dr. Narottam Puri ,President - Medical

Strategy and Quality Mr. Yogesh Sareen

Background of Fortis Healthcare.

Fortis Healthcare was founded in 1996, but

commenced hospital operations only in 2001. In

addition, Fortis Healthcare Limited acquired the

Escorts hospitals in September 2005.

Fortis Healthcare, the largest private healthcareplayer based on the number of hospital beds,

currently has a network of 11 hospitals primarily in

north India, 15 satellites and heart command

centers in hospitals across the country and one

heart command center in Afghanistan. In addition,

the company-owned Escorts Heart Institute &

Research Centre at New Delhi (EHIRC) and EscortsHeart Centre at Raipur (EHCR), primarily focus on

cardiac patients, with EHIRC serving as a super-

specialty centre for cardiac-care.

All hospitals across the region are linked through a

strong IT backbone and will have high-end IT

services. This will allow all Fortis hospitals to

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access the cumulative capabilities of internal

medical fraternity and its knowledge base.

The company have limited experience in operating

the facilities, it acquires transaction and in the

operations and management of hospitals in

general. As a result, it makes difficult to evaluate

on operations and other prospects.

Fortis Healthcare incurred cumulative restated

consolidated net losses of approximately Rs.

200.37crore as of December 31, 2006. The netlosses for FHL increased significantly in Fiscal 2006

and the nine months ended December 31, 2006,

IHL and OBPL have incurred losses during the same

period.

UNIVERSAL CAUSES

The Fortis Healthcare group is committed to

fostering the universal causes of Environmental

Protection, Human Rights and Health for all. A

Fortis Healthcare group Company shall strive to

contribute actively to these causes where possible

and, minimally, shall ensure that no sphere of its

activity impacts detrimentally upon any of these

causes.

NATIONAL INTERESTS

A Fortis Healthcare group Company is committed

to contribute to the economic and social

development of India and other countries in which

it operates. It shall strive to align its activities to

the economic development and foreign policies,

objectives and priorities of the nations

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government and conduct its business affairs within

the legal and statutory framework. The company

will respect the socio-cultural and religious mores

of the country in which it operates.

POLITICAL NON-ALIGNMENT

The Fortis Healthcare group is committed to and

shall support a functioning democratic system in

India. A Fortis Healthcare group Company shall not,

directly or indirectly, support any specific political

party or candidate for political office.

COMMUNITY SERVICES

A Fortis Healthcare group Company shall actively

engage in, and contribute to, improving the quality

of life of people in the communities in which it

operates, through specifically identifies initiatives.

It shall also encourage and support volunteeractivities for community service by its employees.

INDUSTRIES DEVELOPMENT

The Fortis Healthcare group shall actively engage

with policy makers and industry associations

towards developing the regulatory framework of

the industry, establishing quality benchmarks for

products and services and promoting ethical

business and trade practices.

A Fortis Healthcare group Company shall promote

and support an open market economy. It shall

compete on its own strengths and merits and will

manifest respect for its competitors in all dealings

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and activities.

SHAREHOLDERS

A Fortis Healthcare group Company is committedto enhance shareholder value. The company shall

comply with all regulations and laws that govern

shareholders rights. The board of directors of the

company shall duly and fairly inform its

shareholders about all relevant aspects of the

companys business.

CUSTOMERS

A Fortis Healthcare group Company shall position

the customer as the central focus of all its business

activities and providing value to customers as its

central premise. It shall provide high quality

products and services towards meeting identified

needs and requirements of its customers and striveto continually upgrade the benchmarks of

customer value and experience.

A Fortis Healthcare group Company shall adhere to

the highest standards of legal and ethical behavior

in creating and developing its relationships with

customers.

EMPLOYEES

The Fortis Healthcare group recognizes its people

as the key source and drivers of its endeavors. It is

committed to upholding its core HR values in all

dealings with employees and other significant

associates human dignity, respect, trust and

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empowerment.

A Fortis Healthcare group Company shall be an

equal opportunity employer, with merit being theprime consideration in both recruitment and

advancement, and will not discriminate on the

basis of race, caste, religion or sex. It will be an

affirmative action employer and will actively foster

diversity in employment.

A Fortis Healthcare Group Company shall demand,demonstrate and promote professional behavior

and respectful treatment of all employees.

A Fortis Healthcare group Company shall provide a

safe, healthy, gender-unbiased and supportive

work environment to its employees, free from any

type of harassment, sexual or otherwise, physicalor verbal abuse or intimidation.

A Fortis Healthcare group Company shall base its

HR management systems and processes on the

value of meritocracy, equity, objectivity, teamwork,

collaboration and empowerment.

The Fortis Healthcare group shall provide

opportunities for, and support employees in

exploring, developing and utilizing their potential

and acquiring new knowledge and skills.

The Fortis Healthcare group encourages and

supports its employees in following the code of

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conduct laid down by their professional

associations and accrediting agencies.

SUPPLIERSThe Fortis Healthcare group recognizes that

suppliers are important contributors to its business

activities and is committed to partnering suppliers

in mutually beneficial and respectful relationships.

A Fortis Healthcare group Company shall comply

with agreements and conditions of engagement

with suppliers, in letter and spirit.

GOVERNMENT AGENCIES

A Fortis Healthcare group Company and its

employees shall not offer or give any company

funds or properly as donation to any government

agencies or their representatives, directly or

through intermediaries, in order to obtain afavorable decision in any matter.

Fortis Healthcare Ltd Partners .

Fortis Healthcare is affiliated with the best in the

world delivering quality infrastructure and medical

skills to healthcare in India.

Fortis Healthcare Ltd is pleased to consider the

companies listed below as Fortis Healthcare

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Partners. Fortis Healthcare Ltd. alliance with Fortis

Healthcare Ltd. International partners ensures

seamless healthcare coverage for members while

living, studying or travelling throughout India.Fortis Healthcare Ltd. relationships, guarantee

timely access to world-class quality, cost effective

healthcare, medical expertise, and related health

services.

FORTIS COMPLETES WOCKHARDT HOSPITAL

ACQUISITION:

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Expands pan India footprint to 39 hospitals

Fortis consummates the acquisition of Greenfield

Hospitals Division of Wockhardt Hospitals Ltd.

comprising of 10 hospitals in metro cities of

Mumbai, Bangalore and Kolkata (including 2 under

construction), on a going-concern basis.

The acquisition augments Fortis bed capacity by

1902 beds (including 534 beds in 2 under

construction projects) and provides significant

presence in Southern, Western and Eastern India.The aggregate bed capacity of Fortis Network shall

now stand at 5180 beds.

The binding agreement for the deal valued at Rs.

909 Crore including Rs. 190 Cores towards capital

work-in-progress for projects under construction,

was earlier Executed on August 24, 2009.

The acquisition has been part-funded through the

recently closed Rights issue of Rs 997 Cores of the

company, internal accruals and debt.

Highly competent team of Clinicians and

Management of Wockhardt will continue in their

current roles. Mr. Vishal Bali will continue to be the

CEO of the acquired business. New Delhi,

December 18, 2009: Fortis Healthcare Ltd. today

announced the successful completion of the Rs.

909 Cores Wockhardt hospitals acquisition. The

acquisition has been made under a wholly owned

subsidiary, Fortis Hospitals Ltd and funded partly

by the recently concluded Rights issue, internal

accruals and debt.

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Bangalore Locations

Wockhardt Hospitals

154/9, Bannerghatta Road,

Opp. IIM-B, Bangalore - 560 076.

Tel: +91-80-66214444 / 22544444/9663367253

Wockhardt Hospitals

No 14, Cunningham Road

Sheriffs Chamber

Bangalore -560052

Phone: +91-80-41994444/9663367253

Wockhardt Hospitals

No.23 80 feet Road,

Guru Krupa Layout

2nd stage Nagarbhavi

Bangalore-560072

Phone: +91-80-23014444/9663367253

Wockhardt Hospitals

No.111, west of chord road

opp Rajajinagar,

1st block Junction

Bangalore-560086

Phone: +91-80-23004444/9663367253

Mumbai Locations

Wockhardt Hospitals,

Mulund Goregaon Link Road,

Mumbai 400078

Tel no: +91-22- 67994187 / 67994100 Email:

[email protected]

Wockhardt Kalyan Hospitals

Bail Bazaar, Shill Road,

Kalyan West

pin: 421301

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Tel no: +91-0251 - 669 4444 / 4100

With the addition of the ten Wockhardt hospitals,

Fortis will now have 6 hospitals in Bangalore, 4

hospitals in Mumbai and 3 hospitals in Kolkatta

apart from a vast presence in NCR and a major

facility in Chennai.

This positions Fortis strongly as a quality

destination of choice for Medical Value Travel.

The existing talented team of medical and non-

medical professionals will transition to Fortis and

will continue to run the operations to consistently

deliver compassionate and high quality patient

care.

Commenting on the announcement Mr.

Shivinder Mohan Singh, Managing Director of

Fortis Healthcare said, Fortis is now poisedto leverage its national footprint and

leadership position to take healthcare

delivery in India to another level.

We will be able to demonstrate the benefit of

scale to our customers through quality, cost

and accessibility.

Mr. Malvinder Mohan Singh, Group Chairman

Fortis Healthcare and Religare Enterprises,

while welcoming the employees of the ten

newly acquired hospitals to the Fortis family

said, This acquisition is an important

milestone in our efforts to establish Fortis in

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a leadership position in the Indian Healthcare

delivery space.

Fortis Healthcare group is confident that shared

values of Wockhardt Hospitals and Fortis

Healthcare will form the basis for our continued

success in the future. He added, This acquisition

further reinforces Fortis position of being one of

the fastest growing healthcare providers in the

country.

With the closure of the deal, Fortis has establishedits presence across India with a network of 39

hospitals. The acquisition has enhanced Fortis

footprint in Southern, Western and Eastern India

thereby strengthening the Fortis brand as being

one of the leading healthcare services providers in

the country.

The acquisition of the Wockhardt hospitals along

with the existing Escorts Network of hospitals gives

Fortis a rich legacy and experience of over 20

years in the Indian healthcare industry.

Speaking on the occasion, Mr. Vishal Bali, CEO,

Fortis Hospitals Ltd said We are excited to be part

of the dynamic Fortis Group and look forward tosharing the expertise and passion of the combined

network to better serve the patients.

Fortis Healthcare Limited, a leading healthcare

consultant in India has a vision of "creating a

world-class integrated healthcare delivery system

in India, entailing the finest medical skills

combined with compassionate patient care".

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Finally we can say that Fortis Healthcare Limited, a

leading healthcare consultant in India has a vision

of "creating a world-class integrated healthcare

delivery system in India, entailing the finestmedical skills combined with compassionate

patient care".

Fortis Healthcare Limited is one of the leading

chains of Hospitals and a leader in healthcare

consultancy in India which is benchmarked to

International standards - achieving quality through

the relentless adherence to the protocols observedin some of the world's leading hospitals.

The hallmark of Fortis hospitals, distinguishing

them from their

contemporaries, is the 'patient-centricity' that you

will discern all over: in hospital design, services,

and programmes and most significantly in the

caring approach of people.The Fortis Healthcare circle of caring is fast

expanding, spreading the name of Fortis

Healthcare, India... reaching out to distant

communities, welcoming patients from beyond

India's shores. In its continuous effort to be the

number one in healthcare consultancy, Fortis has

expanded its wings into foreign shores with an aimto provide quality and affordable healthcare

starting its journey from

Mauritius.

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WOCKHARDT HOSPITAL (a network of FORTIS

HOSPITAL LTD) Nagarbhavi

Wockhardt hospital now a Network of FORTIS health careltdNo. 23, 80 feet Road,Guru Krupa Layout2nd stage NagarbaviBangalore-560072

Phone: +91-81-23014444/9663367253.

It is a 55 bedded Hospital, followed by the department are

as follows:-

Nursing department Customer care Pathology Radiology

OT department Pharmacy Store department House keeping Maintenance department Marketing department HR department Finance and accounts department BIO-medical department

Medical records Hospital Administration department

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Dietetics

Fortis healthcare is committed to providing the best

guidance and care to help to handling effectively forleading a hale and hearty life. People can meet Fortishealthcare experts.

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Introduction to project topic;

In Human Resource department of anyorganization, generally used Performance

Appraisal methods to appraise the employees are;

Graphic rating scale this performance appraisal

method uses a scale to rate an employee on his or

her level of performance for each job trait. This is

supposed to indicate that is better. I have used this

method for annual 360 degree performanceappraisals.

Those employees listed in the top percentages are

normally given raises, while those at the lowest

percentages may not be given raises. anchoring

good and poor behavior of HR-department

examples. 360-degree feedback - This method

of appraisal gives the employees feedback fromthe immediate supervisor, peers, subordinates and

customers. Management by objectives - This

method requires manager and employee to set

measurable goals. These goals are discussed on a

periodic basis. Clear expectations and feedback

are important because if the employee is not

meeting their target, the manager is able to

discuss and get them back on track to reach the

year-end goal.

The supervisor usually does the actual appraising.

The HR department serves a policy making and

advisory role. The forced ranking system is an

excellent method for rewarding top performers andsetting specific deadlines for improvement for poor

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previous appraisal. This may be six-monthly or

annually, depending on your organization.

Nonetheless, the performance appraisal is not only

a means to review performance standards and

specific targets. It is a means to:

Identify current job performance levels.

Identify individual employee or adepartment strengths and weaknesses. Motivate and encourage the individualemployee. Reward employees for their contributionto organizational objectives.

Identify training and development needs.

Identify potential performance standards.

Plan future development of the individual.

Discuss salary, promotion and training.A performance appraisal begins with an interview

between manager and employee, an appraisalform is completed, and action is agreed. The action

plan will specify targets to improve job

performance, and indicate what the reward for

improvement is. This reward may be a salary

increase, job promotion, an opportunity to join a

management development scheme, or to enroll in

a new training program.

360 Degree Appraisal

In 360-degree performance reviews, many

different types of people are consulted about an

employee's performance. This includes customers,

suppliers, peers and direct reports. In the case of a

manager, employees are often asked to give

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"upward feedback" on how well they are being

managed.

While the benefits of multiple points of view are

obvious, there are also some challenges to these

types of performance reviews. Employees almost

never give "true" feedback about their managers

(out of fear that the manager finds out) and

outside contacts may be simply too busy, or

unqualified to effectively rate a specific employee

(customer satisfaction surveys may be a better

way to gauge this type of feedback).

If 360-degree performance reviews are performed,

a Human Resources manager should coordinate

the process, so that subordinate reviewers (i.e.,

employees) are assured that their performance

reviews are kept anonymous.

The 360-degree appraisal significantly differs from

the traditional supervisor subordinate performance

evaluation. Rather than having a single person play

judge, a 360-degree appraisal acts more like a jury.The people who actually deal with the employee

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each day create a pool of information and

perspectives on which the supervisor may act. This

group of individuals is made up of both internal

and external customers.

Using 360-degree appraisals provides a broader

view of the employee's performance. The most

obvious benefit of the 360-degree appraisal is its

ability to corral a range of customer feedback.

A new, unique view, it produces a more complete

picture of an employee's performance. Unlike withsupervisors, employees can't hide as easily in 360-

degree appraisals because peers know their

behaviors best and insist on giving more valid

ratings. In addition to providing broader

perspectives, the 360-degree appraisal facilitates

greater employee self-development. It enables an

employee to compare his or her own perceptionswith the perception of others on the employee's

skills, styles, and performance.

Introduction of 360 degree appraisals

Here is a simple guide for introducing 360 degree

appraisals into an organization (and any other

management system for that matter):

Consider and decide what you need the 360

degree system to achieve. What must it be? How

must it work? What difference must it make?

Choose/design a system (or system provider), i.e.,

research and investigate your options (other local

or same-sector companies using 360 already are a

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helpful reference point, or your trade association

HR group, or a specialist HR advisory body such as

CIPD in the UK if you are a member).

Check the legal and contractual issues for your

situation - privacy, individual choice, acceptable

practices and rules, training, data protection,

individual rights, adoption guide, etc. (360 degree

systems are now well-developed and established.

Best practice and good reference case-studies are

more widely available than in the early years of

360 feedback development.

When you've decided on a system, pilot it with a

few people to make sure it does what you expect.

(It's best to establish some simple parameters or

KPI's by which you can make this assessment,

rather than basing success on instinct or subjective

views.)

When satisfied with the system, launch it via a

seminar or workshop, preferably including role-

plays and/or practical demonstration.

Support the implementation with ongoing training,

(include an overview in your induction training as

well), a written process guide/booklet, and alsopublish process and standards on your intranet if

you have one.

Establish review and monitoring responsibility.

Ensure any 360 degree appraisal system is

introduced and applied from top down, not

bottom up, so everyone can see that the CEO is

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happy to undertake what he/she expects all the

other staff to do. As with anything else, if the CEO

and board agree to undertake it first, the system

will have much stronger take-up and credibility. Ifthe plan for 360 feedback introduction is likely to

be seen as another instrument of executive

domination then re-thinks your plans.

Differences between a 360 degree feedback

and a Performance appraisal

An effective performance appraisal is basicallydone between the employee and however she

reports to. The employee does not come to a

performance appraisal to find out how much she

met co-worker, subordinate or customer

expectations.

When the manager calls her into the office for a

performance appraisal meeting the focus is on theactual performance of her job between the last

review and the current one. There are different

expectations in a 360 degree feedback. 360

degree evaluations involve how those around you

perceive your level of

skill

practice (the way you apply yourself to the task)

competency(know-how)

behavior (actions or deeds)Each of these areas is then measured to determine

where improvement is needed. Thus a 360 degree

evaluation is used for ongoing personal and

professional development. A traditional staff

performance appraisal highlights a set of tasks

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performed satisfactorily in a specific period of time.

There are other differences between a

performance appraisal and 360 degreefeedback. Typical performance appraisal methods

involve the following

pay increases or decreases

merit raises

promotions

demotions

separations or transfers

guidelines to calculate effective progressin training and decisions

A 360 degree feedback system by design should

not deal with employee compensation.

Performance appraisal systems

Issues like promotions, demotions, bonuses andpay will affect the success or failure of a 360

degree performance appraisal. Keep in mind that

performance appraisal systems are used to

define employee goals, employee contributions

and determine the employees results in meeting

those goals and contributions. It is a genuine

review of past employee performance.

360 degree feedback system

Remember, a 360 degree feedback system is

designed to develop and discover and employees

level of skill, how capable and knowledgeable she

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is and look for ways to improve how she does her

job.

What Is a 360 Degrees Performance

Appraisal?

A 360-degree appraisal or "360" incorporates input

from people in different relationships to the

employee being appraised, and not just from the

individual's boss. Direct reports, peers, and even

customers may be asked to contribute their

feedback.

360 Degree Feedback is a system or process in

which employees receive confidential, anonymous

feedback from the people who work around them.

360-Degree systems are gaining popularity

because they tend to reduce the problems of

previous generations of assessment methods. 360-

Degree appraisal moves the manager (as

appraiser) back into the comfort zone as she or

he is now only one among a number of assessors.

It greatly reduces the problems of central

tendency, positive skewness, and halo effects in

ratings that plague the boss-subordinate approach.

360-Degree appraisal reduces defensiveness on

the part of the appraise because there are a

variety of assessors, feedback is presented as

more balanced, and it is said to have greater face

validity. It requires organizations to resolve the

issue of what is meant by job effectiveness and

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what behaviors are causally related to it. It

recognizes that subordinates are best placed to

assess leadership or people management

skills.

The technique is helpful in defending legal

challenges of the outcome of appraisals, it is

presented as important in meeting the demands

for employee empowerment and involvement, and

finally, it is a useful tool in tapping employee

opinions and attitudes.

Who should conduct 360 degree performance

appraisal?

Subordinates.

Peers.

Managers (i.e. superior).

Team members.

Customers.

Suppliers/ vendors.

Anyone who comes into contact with the

employee and can provide valuable insights

and information.

What are 360 degree measures?

360 degree measures behaviors and

competencies

360 degree provides feedback on how others

perceive an employee.

360 degree addresses skills such as listening,

planning, and goal-setting.

360 degree focuses on subjective areas such as

teamwork, character, and leadership effectiveness.

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360 degree appraisal has four components:

Self appraisal

Superiors appraisal

Subordinates appraisal

Peer appraisal.

Understanding Employee Performance

Appraisal

The traditional employee appraisal is an

evaluation of an employee over a specific period of

time. This can be a few months or a year. Appraisal

of employee performance is frequently performed

in written and verbal form. A single manager or

immediate supervisor of the employee usually

conducts job performance appraisals.

The employee is evaluated on how well she

completed the functions and duties of the job. An

important part of the employee performance

measure process is the communication between

the supervisor and the employee.

I have encountered few managers who were

effective communicators. Im talking about 30 plus

years in various workplaces. I have heard other

employees mention poor management

communication as well,Effective

communication is critical because it allows

for employees and managers to share input

about how to improve employee and HR

management performance.

It also provides for mutual trust and respect of the

employee performance improvement process.

Employers should acknowledge a satisfactory job

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40/71

0

5

10

15

20

25

30

35

40

1

45% 55%

Responds employees from FORTIS HOSPITALS

Male

Female

Interpretation:

To conduct a study on 360 degree performanceappraisal on HR-department I have taken 65 i.e.

100% respondent.

Male employees 29 i.e. 45%.

Female employees 36 i.e. 55%.

1.Employees satisfaction regarding job done by

the HR-Department @ WOCKHARDT HOSPITAL (anetwork of FORTIS HOPITALS LTD) Nagarbavi

Branch.

Strongly

agree

Agree

Neutral

Disagree

Strongly

Disagree

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No ofemployees

10 49 06 00 00

Percentagerating

15% 76% 9% 0% 0%

0

5

10

15

20

25

30

35

40

45

50

115% 76% 9% 0% 0%

Staffs opinion regarding performance of Hr-Dept

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

Interpretation:

From the above graph we can find that the performance ofHR is

1. Strongly agreed by 10-respondent i.e. 15%,2. Agree by 49 i.e.76%3. Neutral by 06 i.e.9%4. Disagree and e) strongly disagree is 0 i.e. 0%.

From the above graph it can be seen that majority of therespondents are agreed and satisfied with workperformance of HR- department.

2. The opinion of employees that HR givessufficient opportunities to the internalapplicants.

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3. Opinion that HR-dept is required to meet @ the

end of the year to discuss the overall performance

over the period.

Stron

gly

agre

e

Agr

ee

Neut

ral

Disagr

ee

Strongl

y

disagr

ee

No of

employees

19 41 05 00 00

Percentage

rating

29% 63% 8% 0% 0%

0

5

10

15

20

25

30

35

40

45

129% 63% 8% 0% 0

Employees performance discussion by

Department

Strongly agr

Agree

NeutralDisagree

Strongly disa

Interpretation:

1. Strongly agreed by 19-respondent i.e. 29%,2. Agree by 49 i.e.63%

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3. Neutral by 05 i.e.8%4. Disagree and e) strongly disagree is 0 i.e. 0%.

Most of the responded employees give feedback that HR-

manager is required to meet @ the end of the year to

discuss the overall performance over the period.

4. The opinion about HR-Department that provides

right information regarding employees queries.

Stron

gly

Agree

Agre

e

Neutr

al

Disagr

ee

Strong

ly

Disagr

ee

No of

employees

12 47 06 00 00

Percentage

rating

18% 73% 9% 0% 0%

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0

510

15

20

25

30

35

40

45

50

118% 73% 9% 0% 0%

Hr- responding for employees queries

Strongly agree

Agree

Neutral

Disagree

Strongly disagre

Interpretation:

1. Strongly agreed by 12-respondent i.e. 18%,2. Agree by 47 i.e.73%

3. Neutral by 06 i.e.9%4. Disagree and e) strongly disagree is 0 i.e. 0%.This graph shows that the most of employees agrees that

the HR- manager gives right information regarding their

(employees) queries.

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5. The opinion about the team of HR-Dept is doingtheir job within given time schedule.

Stron

gly

agree

Agre

e

Neutr

al

Disagr

ee

Strong

ly

Disagr

ee

No of

employees

04 51 09 00 00

Percentage

rating

6% 78% 14% 2% 0%

0

10

20

30

40

50

60

1

6% 78% 14% 2% 0%

Time schedule of HR-department

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

Interpretation:

1. Strongly agreed by 4-respondent i.e. 6%,2. Agree by 51 i.e.78 %3. Neutral by 9 i.e.14 %4. Disagree by 1 i.e. 2% and e) strongly disagree is 0

i.e. 0%.From the above graph we can find that majority of the

employees agrees HR-department is doing their job within

given period.

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48/71

7. Ability of HR-dept is ready to look into the

grievances and Complaints of employees.

Y

es

No

No of

employees

47 18

Percentage

rating

82% 18%

0

10

20

30

40

50

60

1

82% 18%

Sloving grievances of employees by

Hr dept

Yes

No

Interpretation:

From the above graph we can find that

1. 53 i.e. 72% employees says Yes.2. 12 i.e. 28% employees says No.

From above information we can find that HR-dept is ready

to look into the grievance and complaints of employees

and ready to solve it.

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8. HR-dept recognizing individual persistence when

employees faced with difficult problems or

challenges.

Yes No

No of employees 52 13

Percentage rating 80% 20%

0

10

20

30

40

50

60

1

80% 20%

Recognization of individual persistence of

employees by HR-dept

Yes

No

Interpretation:



From this we can find majority of employees opinion is

that HR-dept recognizes the individual persistence when

they are facing a difficulties, problems and challenges.

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51/71

10. HR-dept maintains proper records and polices

which is related to the employees of (WOCKHARDT

HOSPITAL a network of FORTIS HOPITAL LTD.

Yes No



Interpretation:



From this we can clearly say that HR-department

maintains a proper flow of records and polices which is

related to the employees...

51

0

10

20

30

40

50

60

70

197% 3%

Maintaing records and polices by HR- dept

Yes

No


52/71

11. Changes should be required from current HR-

dept regarding their functions and performance.

Yes No



0

5

10

15

20

25

30

35

40

45

50

1

28% 72%

Changes required in current HR-Dept in their

performance and function

Yes

No

Interpretation:



By this information we can say that no big changes are

required regarding in the current performance functions of

HR-department.

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12. Employees suggestions related to the work will

be considered by the HR-Dept.

Yes No

No of

employees

56 09

Percentage

rating

86% 14%

0

10

20

30

40

50

60

186% 14%

employees suggestions accepted

by HR-dept

Yes

No

Interpretation:



HR-dept considers the employees suggestions which is

necessarily related to the work.

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13. HR-dept takes initiatives in organizing

TRAINING and DEVELOPMENT program to

employees.

Yes

No

No of

employees

62 03

Percentage

rating

96

%

4%

0

10

20

30

40

50

60

70

195% 3%

Organizing Training and Development programs

by Hr-Dept

Yes

No

Interpretation:


1. 62 i.e. 96% employees says Yes.2. 03i.e. 04% employees says No.

By this we can say majority of the employees responses

that the HR-department takes sufficient initiative in

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organizing Training and Development program for the

welfare of employees and hospital.

14. The support and encouragement given by HR-dept regarding work activities for the employees.

Excellen

t

Good Satisfacto

ry

Po

or

No of

employees

15 38 11 0

1

Percentage

rating

23% 58% 17% 2

%

0

5

10

15

20

25

30

35

40

123% 58% 17% 2%

The rating of encouragement given by HR-Dep

Excellent

Good

Satisfactory

poor

Interpretation:

Here employees are asked to rate the regarding support

and encouragement given by the HR-department so most

of them were prefers for:

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1. Excellent is 15 i.e. 23%.2. Good is 38 i.e. 58%.3. Satisfactory is 11 i.e. 17%.4. Poor is 01 i.e. 02%. So we can say that HR

provides good encouragement to employees to work.

15. The work progress and performance appraisal

process @ the WOCKHARDT HOSPITALS (a network

of FORTIS HOSPITALS LTD)

Excell

ent

Goo

d

Satisfact

ory

Poor

No of

employees

1

1

31 17 06

Percentage

rating

1

7%

48

%

27% 9%

0

5

10

15

20

25

30

35

117% 48% 27% 9%

Performance apprasial procedure and progress

Excellent

Good

Satisfactory

poor

Interpretation:

1. Excellent is 11 i.e. 17%.

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2. Good is 31 i.e. 48%.3. Satisfactory is 17 i.e. 27%.4. Poor is 06 i.e. 09%.

From the above graph we can find out that the

performance appraisal process for employees is good.

16. The relationship with HR-dept by theemployees.

Excel

lent

Go

od

Satisfact

ory

Po

or

No of

employees

1

4

38 13 00

Percentage

rating

2

2%

58

%

20% 0

%

57


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0

5

10

15

20

25

30

35

40

122% 58% 20% 0%

Employees relationship with Hr-dept

Excellent

Good

Satisfactory

poor

Interpretation:

Employees replys for which is related to the relationship

with HR-dept is

1. Excellent is 14 i.e. 22%.2. Good is 38 i.e. 58%.

3. Satisfactory is 13 i.e. 20%.4. Poor is 0 i.e. 0%.5. From this information we can say that the

relationship between employees and HR-people isgood.

17. The working environment of HR-dept @WOCKHARDT HOSPITAL (a network of FORTIS

HOSPITAL LTD).

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Exc

ellent

G

ood

Satisfac

tory

Poo

r

No of

employees

1

4

4

8

0

3

00

Percentage

rating

2

2%

7

3%

5

%

0

%

0

5

10

15

20

25

30

35

40

45

50

1

22% 73% 5% 0%

Working Environment of Hr-de

Excellent

Good

Satisfactory

poor

Int

erpretation:

An employee responding regarding working environment

of HR-department is

1. Excellent is 14 i.e. 22%.2. Good is 38 i.e. 58%.3. Satisfactory is 13 i.e. 20%.4. Poor is 0 i.e. 0%.

From this information we can find that the majority of

employees accepted as good related to working

environment of HR-department.

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Over all on a 0% to 100% scale, how effectivelywould HR-department performance.

74.81%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

175% 25%

Over all Hr-dept effective performance in %

calculation

A

B

Interpretation:

By calculating in percentage over all effective

performance of HR-department is 75%.

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Over all on a 0% to 100% how well employeessatisfied with the member of the HR-dept ofWOCKHARDT HOSPITAL

77.4%........................................................

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

1

78% 22%

Overall satisfied employees by Hr-dept

performance

A

B

Interpretation:

By calculating in percentage over all satisfied employees

regarding performance, work efficiency, alertness of HR-

manager in Fortis hospital ltd is 78%.

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FINDINGS..

360 DEGREE PERFORMANCES APPRAISAL

MANAGEMENT

Maintaining details of timely reportingregarding performance of employees.

Generating details of reminders for 360degree performance appraisal reports andemployees suggestions.

The 360 degree performance appraisal on HR-dept that exists in

Fortis Healthcare Ltd is completelyconfidential and clear.

Fortis Healthcare Ltd as adopt the appraisalsystem where in skills sets are given much

important for appraising the HR manager.

The appraisal is done once in a year.

The performance appraisal system on HR-deptin the organization has been satisfied most ofthe employees in Fortis hospitals.

The appraisal system in the Fortis hospitalshas succeeded in motivating both the HR-deptand employees to some extent only.

While conducting the survey there was alsoopinion from the employees side that theyneed individual HR-manger for every branch of

Fortis hospitals.

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The findings suggest that for success ofAppraisal system the credibility of appraiser isof utmost importance.

Analyzing ones own strengths andweaknesses is the best way of identifying thepotentials available, rather than the otherperson

telling. Self-appraisal is a tool to analyzeoneself. One of the most importantfindings was that almost all the employeeswanted self-rating to be a part of performanceappraisal program carried out by theorganization.

BENEFITS OF THE STUDY:

The study would help the management infinding out the strengths and weakness of the

HR-department by 360 degree performancefeedback from existing employees.

Based on this study it can find better ways toimproving the morale of the of the HR-deptmanager.

As this study would help in knowing strength

of the system, the organization can developstrategies to retain the employees.

The study would also facilitates themanagement to come out with new strategyand feedback policies in developing effectiveman power in order to sustain competency inthe hospital industry.

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The study would help the management to takeeffective steps in proper utilization of manpower by placing a right person on the right

job which would also eliminate unnecessarystaff costs.

RECOMMENDATION AND SUGGESTIONS

Recommendation:

The parameter based on which the department isassessed should

be made clear which help individual to develop

on that.

Organization has to adopt schemes forrecognizing good work of staffs.

Adopting of innovative and creative techniques tomake the system much more effective must befocused by the management of Fortis health careltd.

Since single persons opinion is might not be in aright way, hence more people should be involvedwhile rating the employee (HR-manager).

It is an established fact that change is fasterwhen it is self initiated, if any employee has toimprove or do better, he must first feel the needto do so. Reflection and review is a process thatenables him to feel the need and improve moreupon his strengths and weaknesses.

HR-dept should concentrate both employees andmanagement demand and quires which are

related to work force.

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In normal appraisal the performance is beingevaluated by the immediate boss or it will be

evaluated by another person.Hence if we bring in PMS the appraisal continues

on going and unbiased.

CONCLUSION

The role of the HR manager must parallel the

needs of the changing organization. Successful

organizations are becoming more adaptable,

resilient, quick to change directions, and customer-

centered. Within this environment, the HR

professional must learn how to manage effectively

through planning, organizing, leading and

controlling the human resource and be

knowledgeable of emerging trends in training and

employee development.

360 DEGREE PERFORMANCE APPRAISAL is

considered as in important tool of personnelmanagement and used for variety of purposes,which would help the management making majordecision.

By conducting this survey we can find out theability, performance, strength and weakness ofthe HR-Dept.

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According to this survey HR-dept is functioningwell and good towards their job, and theemployees are agreed and satisfied with theperformance of HR-department.

Analyzing form sheet. 65

A SURVEY ON 360DEGREE PERFORMANCE

APPRAISAL FORM

ON HR-DEPARTMENT @

WOCKHART HOSPITAL (a network of FORTIS

HOSPITAL LTD)

QUESTIONNAIRE

PERSONAL INFORMATION:-

EMPLOYEES

AGE

GENDER

EDUCATIONALQUALIFICATION

DESIGNATION

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Gender Male Female


Percentage

rating

45% 55%

Stron

gly

Agre

e

Agr

ee

Neutr

al

Disagr

ee

Stron

gly

Disa

gree

1. Are you satisfied

with the job done by

HR-dept @

WOCKHARDT

HOSPITAL (a network

of FORTIS HOPITAL

LTD)?

10 49 06 0 0

2. Do you agree that

HR gives sufficient

opportunity for the

internal applicants?

11 49 05 0 0


HR-dept is required to

meet @ the end of the

year to discuss the

overall performance

over the period?

19 41 05 0 0


HR-dept gives right

information regarding

your queries?

12 47 06 0 0

5. Is The team of HR-

dept is doing their job

with in given time

4 51 09 01 0

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schedule.

Yes No

6.Have HR-dept ever recognized your

performance

47 18

7. Is HR-dept is always ready to look into the

grievances and complaints of employees?

53 12

8. Does the HR-dept recognize individual

persistence when you faced with difficult

problems or challenges?

52 13

9. Does Each members of HR-dept are clearly

fulfils the role he/she is expected to play.

60 05

10. Is this dept maintains proper records and

polices which is related to employees and

HOSPITAL?

63 02

11. Do you feel that any changes should be

made in the current (HR-dept) functions and

performance?

18 47

12. Will HR-dept consider your suggestions

related to work.

56 09

13. Does HR-dept takes initiative in

organizing Training and Development

process?

62 03

Excelle

nt

Good Satisfac

tory

Poo

r

14. How will you rate

the support or

encouragement given

by the HR-dept?

15 38 11 01

15. How will you rate

the progress and

performance

appraisal procedure @

11 31 17 06

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your hospital?

16. How is your

relation with HR-

dept?

14 38 13 0

17. How is the

working environment

of HR-dept in your

WOCKHARDT

HOSPITAL (a network

of FORTIS HOPITAL

LTD)?

14 48 03 0

18. Any comments regarding HR-dept function and

performance?

19. Your suggestions for improvement in HR-department?

Finally, please provide two overall rating of HR-dept..

Over all on a 0% to 100% scale, how effectivelywould you rate the HR-department?

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74.8%

Over all on a 0% to 100% how well yousatisfied with the member of the HR-dept ofWOCKHARDT HOSPITAL?

77.4%..............................................................

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Chapter -

VIIIBibliograp

hy

REFERNCE BOOKS.

Human resource management -> P.SubbaRao 4th edition.

Human resource management -> GaryDessler 10th edition.

Performance Management System ->Pearson Herman Aguinis, 2nd edition.

INTERNET WEBSITES REFFERED

www.Fortishealthcare.in http://www.google.com http://www.wikipedia.org

Brochures of Fortis Health care Ltd
http://www.fortishealthcare.in/http://www.google.com/http://www.wikipedia.org/http://www.fortishealthcare.in/http://www.google.com/http://www.wikipedia.org/

Date post:	07-Apr-2018
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