Performance Management-Final Report

8/8/2019 Performance Management-Final Report

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PERFORMANCE MANAGEMENT

Introduction:

Performance management includes 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. Develop clear job descriptions.

2. Select appropriate people with an appropriate selection process.

3. Negotiate requirements and accomplishment-based performance standards, outcomes,

and measures.

4. Provide effective orientation, education, and training.

5. Provide on-going coaching and feedback.

6. Conduct quarterly performance development discussions.

7. Design effective compensation and recognition systems that reward people for their

contributions.

8. Provide promotional/career development opportunities for staff & assist with exit

interviews to understand WHY valued employees leave the organization


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Definition

Performance management is an ongoing, continuous process of communicating and

clarifying job responsibilities, priorities and performance expectations 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 frequent 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

Management involves clarifying the job duties, defining performance standards, and

documenting, evaluating and discussing performance with each employee.

Determine Major Job duties:

The first step in the process is to determine the major duties of the job. Major job duties

are those job specific duties that are essential to a specified job. These 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. They are distinct from marginal functions, which are peripheral to the core

duties.


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Resources which are help to identify major job duties:

The Position Description on file in each unit

Job Specifications on the University Human Resources or specific campus web site

A recent job posting for that position.

Define performance standards for each duty:

While the list ofMajor Job Dutiestells the employee whatis to be done, performance

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

They are the observable behaviors and actions which explain how the job is to be done, plus the

results that are expected for satisfactory job performance. They tell the employee what a good

job looks like. The purpose of performance standards is to communicate expectations. Some

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. Keep in mind that good performance

typically involves more than technical expertise. You also expect certain behaviors (e.g.

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

determine whether performance is acceptable. Performance standards are:

Based on the position, not the individual

Observable, specific indicators of success

Meaningful, reasonable and attainable

Describe "fully satisfactory" performance once trained

Expressed in terms of Quantity, Quality, Timeliness, Cost, Safety, or Outcomes

Document Job performance:

It is important to document performance over the entire year. Good documentation

procedures help to reduce the possibility of many rating errors (contained in next section,

Evaluate Job Performance). Be sure to make notes of good as well as unsatisfactory

performance. Good documentation is important in justifying evaluations and resultant

administrative decisions. Effective documentation is:
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Accurate

Specific

Consistent

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

Evaluate Job performance:

In evaluating performance, always compare actual performance to the performance

standards as determined at the beginning of the evaluation period.

Potential constraints on performance:

Before discussing performance, always assess the potential constraints on performance.

Some things to look for:

Lack of proper equipment

Excessive work load

Inadequate working conditions

Inadequate clerical support

Absenteeism of key personnel

Slowness of action from internal or external sources

Inadequate performance of co-workers on whom individual's work depends

Inadequate performance of subordinates or managers

Unclear objectives or performance standards

Policy problems

Inadequate communication within the organization

Pressure from co-workers to limit performance

Lack of authority to get things done


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Hold performance discussions:

The Performance Review Discussion is one of the most important things that you as a

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

expectations and performance. This is a time to have a more formalized discussion about the

employee's 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. Formal performance discussions should be held at least once a year. Coaching should

occur on a frequent basis. Informal performance discussions are also valuable and should be held

at intervals throughout the year.

Prepare for the discussion:

1. Establish date, time and suitable private location.

2. Notify employee, well in advance, of the date, time, location and what to prepare.

3. Provide the employee with questions to help prepare for the discussion.

Objectives

The objectives of Performance Management are to:

1. Increase two-way communication between supervisors and employees

2. Clarify mission, goals, responsibilities, priorities and expectations

3. Identify and resolve performance problems

4. Recognize quality performance

5. Provide a basis for administrative decisions such as promotions, succession and strategic

planning, and pay for performance

Principles of developing a performance management plan

Development of a performance management plan should be consistent with the following

principles:


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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.

2. The Performance Management Plan is primarily a communication tool to ensure mutual

understanding of work responsibilities, priorities and performance expectations.

3. Elements for discussion and evaluation should bejob specific not generalized

personality traits. Themajor duties and responsibilities of the specific jobshould be

defined and communicated as the first step in the process.

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

communicated.

5. Employee involvement is encouraged in identifying major duties and defining

performance standards.

6. Professional development should be an important component of the plan.

7. The formal evaluation period should be long enough to allow for full performance and to

establish a history such that evaluations are fair and meaningful. One year is a common

evaluation period.

8. Documentation of performance will occur as often as needed to record the continuum

of dialogue between supervisor and employee.

9.

If formalratings are included, they should reflect the incumbent's actual performance inrelation to the performance standard for that major duty.

10. The supervisor should be evaluated on the successful administration of the plan and

ongoing performance management responsibilities.

11.Training for supervisors and employees is encouraged and will be provided by

University Human Resource Services.

The Performance Management Plan should be consistent with federal and state laws which

address non-discrimination.
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Supervisor's responsibilities

The supervisor's responsibilities are to:

1. Communicate and clarifymajor job duties, priorities and expectations.2. Establish and communicateperformance standards.

3. Monitor employees' performance through observation, discussion, etc.

4. Document good and unacceptable performance.

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

6. Hold performance discussions (at least annually).

7. Correct poor performance and reinforce good performance.

8. Help employees to develop skills and abilities for improved performance.

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

key results.

Benefits

Managing employee or system performance facilitates the effective delivery of strategic

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

management programs or software and improved business and organizational results.

For 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.

Benefits may include:

Direct financial gain

Grow sales

Reduce costs

Stop project overruns

Aligns the organization directly behind the CEO's goals
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Decreases the time it takes to create strategic or operational changes by communicating

the changes through a new set of goals

Motivated workforce

Optimizes incentive plans to specific goals for over achievement, not just business as

usual

Improves employee engagement because everyone understands how they are directly

contributing to the organizations high level goals

Create transparency in achievement of goals

High confidence in bonus payment process

Professional development programs are better aligned directly to achieving business level

goals

Improved management control

Flexible, responsive to management needs

Displays data relationships

Helps audit / comply with legislative requirements

Simplifies communication of strategic goalsscenario planning

Provides well documented and communicated process documentation

Performance management tools:

The effectiveness of any human resource performance management tools depends most

on its fit within the broader internal organizational system in which it operates. The most

powerful performance management tools are organization-specific and respond to an

organizations unique business and human capital context. Once the right performance

management tools are in place within any organization, they can operate as a cohesive systemand create a significant financial return that competitors will find difficult to replicate.

There are no quick fix methods for enhancing the performance management tools.

However, specific steps can be taken to maximize their effectiveness. The following design
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principles might lead to better results while designing performance management tools in an

organization.

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

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

competing priorities, such as recognizing the team vs. the individual; achieving

results vs. demonstrating valued behaviors.

2. The next step is to make sure that the performance management tools we choose

find the right fit with our strategy, structure, and culture. The 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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REVIEW OF LITERATURE

1. Due to rapidly changing business environment, HRD practitioners are unprecedentedly

demanded to actively participate in improving organizational effectiveness as

performance management specialist. The purpose of this study was to examine and

discuss major elements and issues in performance management system through an

extensive literature review and provide some considerations for designing and

implementing effective performance management system in organizations. (Bae, Eul-

Kyoo 2006)

2. The main benefit of using an IT platform for managing the PMS within an organization

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

simpler. They also set up some requirements for an IT platform, which is suitable in such

a situation. (Bititci et al. 2000)

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

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

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

(Williams 2002)

4. Performance management is the process of improving the quality and quantity of work

done and bringing all activity in line with an organizations objectives. (Walters 1995)

5. The 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 Lockes

goal setting theory of 1968, and finally to performance management, which became

recognized process in the 1980s. (Armstrong & Baron 2002)


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6. There are different views on what performance is. It can be regarded as simply the record

of outcomes achieved. On the individual basis, it would then be the record of a persons

accomplishments (Bernadine et al, 1995; Kane, 1996).

7. It has also been suggested that performance is behavior and should be distinguished from

the outcomes because the outcomes can be contaminated by systems prevalent in the

organization (Campbell, 1990).

8. Performance means both Behavior and result Behavior, emanates from the performer

and transforms performance from abstraction to action. Not just the instrument for result,

behavior is also the outcome in its own right and can be judged apart from the result

(Brumbrach, 1988).

9. Performance Management is a continuous process of identifying, measuring, and

developing the performance of individuals and teams and aligning performance with the

strategic goals of the organization (Herman Aguinis, 2007)

10. The concept of performance management has been one of the most important and

positive developments in the sphere of Human Resource Management in recent years.The phrase Performance Management was first coined by Beer and Ruth in 1976. It

became recognized, as a distinctive approach in mid 1980s, because of the growing

realization that a more continuous and integrated approach was needed to manage and

reward performance. (Carolyn Stringer, 2007)

11. Performance Management System is the process of performance planning, Performance

Monitoring and Coaching, Measuring Individual Performance linked to organizational

goals, giving him/her feedback, rewarding the individual based on his/her achievements

against set performance goals and required competencies, and working out a plan for

his/her development. (Dr. R K Sahu,2007)


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12. Sound PMS of an organization is directly related to the satisfaction of the employees.

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

leaves the employees dissatisfied. However in case of good PM, the appraisal process

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

clarify their Queries. (Dr. R K Sahu, 2007)


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Objective of the study

Primary objective:

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

performance of employees while aligning to the organizational goals.

Secondary objective:

The performance management links directly to rewards, recognitions & career

development.

To analyze the growth of organization & employees based on performance.

To highlight the rewards & recognitions for high performance level employees.

To suggest ways of improving performance.

Scope of the study

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.

2) The results of the study may also prove significant in altering management perceptions

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

3) The 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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Limitations:

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

undertaken only within Pepsi co Limited.

2. Sample size is limited.

3. Some other limitations of performance management include risk of internal competition,

favoritism, expensive & time consuming.

Research Methodology

Type of Study:

The study adheres to descriptive research design to gain valuable insight on the

effectiveness of employee engagement activities.

Sampling design:

1. The Sample size taken is 119.

2. The sampling design that was adopted for the study is Stratified random sampling

Method of Data collection:

Primary data:

The primary data is collected by questionnaire method

Secondary data:

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

research scholars


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About PepsiCo India

PepsiCo entered India in 1989 and has grown to become one of the countrys leading

food and beverage companies. One of the largest multinational investors in the country, PepsiCo

has established a business which aims to serve the long term dynamic needs of consumers in

India.

PepsiCo India and its partners have invested more than U.S.$1 billion since the company

was established in the country. PepsiCo provides direct and indirect employment to 150,000

people including suppliers and distributors.

PepsiCo nourishes consumers with a range of products from treats to healthy eats that

deliver joy as well as nutrition and always, good taste. PepsiCo Indias expansive portfolio

includes iconic refreshment beverages Pepsi, 7 UP, Mirinda and Mountain Dew, in addition to

low calorie options such as Diet Pepsi, hydrating and nutritional beverages such as Aquafina

drinking water, isotonic sports drinks - Gatorade, Tropicana100% fruit juices, and juice based

drinks Tropicana Nectars, Tropicana Twister and Slice. Local brands Lehar Evervess Soda,

Dukes Lemonade and Mangola add to the diverse range of brands.

PepsiCos foods company, Frito-Lay, is the leader in the branded salty snack market and

all Frito Lay products are free of trans-fat and MSG. It manufactures Lays Potato Chips;

Cheetos extruded snacks, Uncle Chips and traditional snacks under the Kurkure and Lehar

brands. The companys high fibre breakfast cereal, Quaker Oats, and low fat and roasted snack

options enhance the healthful choices available to consumers. Frito Lays core products, Lays,

Kurkure, Uncle Chips and Cheetos are cooked in Rice Bran Oil to significantly reduce saturatedfats and all of its products contain voluntary nutritional labeling on their packets.

The group has built an expansive beverage and foods business. To support its

operations, PepsiCo has 36 bottling plants in India, of which 13 are company owned and 23 are

franchisee owned and 5 co packer units. In addition to this, PepsiCos Frito Lay foods division


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has 3 state-of-the-art plants. PepsiCos business is based on its sustainability vision of making

tomorrow better than today. PepsiCos commitment to living by this vision every day is visible

in its contribution to the country, consumers and farmers.

Performance with Purpose

At PepsiCo, we're committed to achieving business and financial success while leaving a

positive imprint on society delivering what we callPerformance with Purpose.

We believe our financial success Performance must go hand-in-hand with our social

and environmental responsibilities Purpose. We bring thatPurpose to every aspect of our

business.

Our approach to superior financial performance is straightforward drive shareholder

value. By integrating a commitment to social and environmental performance into all of our

businesses, we're able to manufacture our products more efficiently and economically, attract

even more of the world's best talent, and sharpen our competitive edge in markets all over the

world.

Our Performance with Purpose agenda is comprised of three platforms:

Human Sustainability

Nourish consumers with a broad range of convenient, great-tasting foods and drinks

from treats and simple refreshments to positive nutrition; make the healthy choice an easier

choice to make.

Environmental Sustainability

Conserve our natural resources; operate in a way that minimizes our environmental

footprint with the goal of reaching a net-neutral impact.

Our commitment


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At the foundation of all is the PepsiCo culture. It is our culture that supports our valuesand facilitates the achievement of the vision. While there is no official list of PepsiCo cultural

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

For example, our business strategies and organizational structure place a heavy reliance

on our quality people to make things happen. PepsiCo employees are smart, creative, and

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

There is an ownership culture that promotes individual initiative and responsibility.


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Palakkad plant history:

Pepsico India Holdings Pvt Ltd, Palakkad was incorporated in the year 2001, with its

manufacturing facility located at Pudussery panchayat , Dist. Palakkad. We manufacture the

worldwide popular carbonated softdrinks viz Pepsi, 7up, Mirinda, Mountain Dew & and the

packaged water Brand Aquafina.

PepsiCo Palakkad covers a total area of 50.48 acres. The manufacturing facilities of the

plant are designed and constructed as the State Of the Art Technology.

It runs three lines namely:

600 BPM Glass Line (Sassib)

300 BPM Pet Line (Sassib)

180 BPM Water Line (KHS)

Palakkad Plant under the umbrella of Pepsico India Business unit is one of the leading plants

in India business operations. The Plant enjoys the below mentioned achievements in the past:-

First plant in India BU to successfully implement Self Managing Teams (SMT)

learning and fully integrated team, willing to take additional responsibility and

challenges.

Professional and scientific selection of associates mix of males and females.

Introduction of Female associates being sustained with success.

ISO 14001:2004 certified in 2009

HACCP certification in 2008

PepsiCo International Quality Excellence Award (Bronze level) in 2005

National Award for Excellence by CII in Water Management in 2007 & 2008

Golden peacock Environ management in 2005

Water Digest Award for Corporate Social Responsibility for Water Practices


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Staffing policy:

1. Recruitment and Selection:

The following are the different categories of employees working in the plant.

1. Executives and Managers

2. Associates

3. NPCI

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

Sl.No Category Strength.

1. Administrators (Executives & Managers) 40

2. Supervisors 15

3. Technicians 15

4. Manufacturing labours 525

Total 595

The selection of candidates

1. Campus Recruitment

2. Consultants

3. Direct Recruitment

Considering the requirements, every year company visits the Government ITIS across

Kerala 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. Only, those candidates score at least 50% marks in the written test will be


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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 Organization. A pre-employment

medical check up is done before they start with the machines.

2. Salary and Wage Administration:

Associates are appointed as two categories:

1. Trainees

2. Laterals

The training period for the employees joined as trainees from ITI is two years and they

will be getting a stipend of Rs.2750/pm in the first year and Rs.2900/-pm in the second year.

For diploma holders the stipend will be Rs.2900/pm in the first year and Rs.3150/-pm in the

second year.

Over and above, trainees will be eligible for Variable pay based on the daily productivity

and monthly performance of the plant. The variable pay scheme is as follows,

Plant Incentive scheme

Line Incentive Scheme

Productivity linked bonus scheme

Attendance Incentive during season time.

Induction schedule:

All New joiners are required to undergo an induction period for 4-6 days at the Plant in

every department with a view to get thorough understanding of the plant operations, as follows:-

Quality Department day

Production/Maintenance Department - 1 day

Power/utilities - 1 day

Briefing R&M- 1 day


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Production Process- 1 day

Lines/SKUs- 1 day

Shipping Department day

Distribution of the stocks- 1 day

Details of products with MRP- 1 day

Shipping operation- 1 day

Finance and Purchase Department day

Human Resource Department day

The New Joiners would meet the respective department heads (as given below) who would

ensure that their induction takes place appropriately as per schedule.

Quality Manager - Anand Kumar

Shipping Coordinator Ravi Chandran

Finance Manager Ameya Gatad

HR Manager - Vipin Dhariwal

Production Manager K. Paramashivam


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Analysis & Interpretation

Table 3.1 represents the Age of the respondents

Description Frequency Percentage (%)

20 to 25 Years 36 30%

26 to 30 Years 52 44%

31 to 35 Years 16 13%

36 to 40 Years 10 9%

Above 40 Years 5 4%

Total 119 100

Interpretation:

Table 3.1 shows that 44% of the respondents are between the age group of 26 to 30

years, 30% are between 20 to 25 years, 13% between 31 to 35 years, 9% between 36 to 40

years and 4% of the respondents are above 40 years.


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Table 3.2 represents the Gender of the respondents


Male 74 62

Female 45 38

Total 119 100

Interpretation:

Table 3.2 shows that 62% are Male respondents and 38% are female respondents.

It is inferred that organization are concentrating on the recruitment of the male candidates

because they are fit enough to work in machineries and also in rotational shifts than

comparing to female employees.


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Table 3.3 represents the Qualification of the respondents


Diploma 20 17%

Engineer 18 15%

Under Graduate 28 24%

Post Graduate 31 26%

Others 22 18%

Total 119 100

Interpretation:

Table 3.3 shows that 26% of the respondents are post graduates, 24% of the

respondents are under graduates, 18% of the respondents falls under the category others,

17% are diploma holders, 15% of the respondents are the engineers.


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Table 3.4 represents the No. of work experience in PepsiCo Limited.


0-3 Years 38 32%

3-6 Years 44 37%

6-9 Years 25 21%

Above 9 Years 12 10%

Total 119 100

Interpretation:

Table 3.4 shows that, 37% of the employees are having work experience from 3-6

years, 32% of the employees are having work experience from 0-6 years, 21% of the

employees are having 6-9 years of work experience and 10% of the employees are having

above 9 years of work experience.


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Table 3.5 represents the functional area in PepsiCo Limited which giving top priority to

Performance Management.


Human Resources 37 31%

Finance 30 25%

Products & service development 40 34%

Others please specify 12 10%

Total 119 100

Interpretation:

Table 3.5 shows that 34%of the respondents said that Products & Service

Development department gives top priority to performance management, 31% of the

respondents said that Human Resources department gives top priority to performance

management, 25% of the respondents said that Finance department gives top priority to

performance management, 10% of the respondents said that other departments gives top

priority to performance management.


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Table 3.6 represents the rewards & recognitions followed in PepsiCo limited are

motivating factors of Performance Management.

Description Frequency Percentage (%)Strongly Agree 34 28%

Agree 49 41%

Neutral 24 20%

Disagree 12 10%

Strongly Disagree 1 1%

Total 119 100

Interpretation:

Table 3.6 shows that 41% of the respondents are agreed to the rewards &

recognitions followed in their organization, 28% of the respondents are strongly agreed to

the rewards & recognitions followed in their organization, 20% of the respondents are

neither agreed nor disagreed to the rewards & recognitions followed in their organization,

10% of the respondents are disagreed to the rewards & recognitions followed in their

organization, 1% of the respondents are strongly disagreed to the rewards & recognitions

followed in their organization.


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Table 3.7 represents the level of Opportunities for personal growth and career

development which employees get.


Strongly Agree 36 30%

Agree 52 44%Neutral 10 8%

Disagree 18 15%


Total 119 100

Interpretation:

Table 3.7 shows that 44% of the respondents are agreed to the level of

opportunities for personal growth & career development which they get in their

organization, 30% of the respondents are strongly agreed to the level of opportunities for

personal growth & career development which they get in their organization, 15% of the

respondents are disagreed to the level of opportunities for personal growth & career

development which they get in their organization, 8% of the respondents are neitheragreed nor disagreed to the level of opportunities for personal growth & career

development which they get in their organization, 3% of the respondents are strongly

disagreed to the level of opportunities for personal growth & career development which

they get in their organization.


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Table 3.8 represents the level of compensation linked on employees performance.


Strongly Agree 31 26

Agree 35 29

Neutral 25 21Disagree 20 17

Strongly Disagree 8 7

Total 119 100

Interpretation:

Table 3.8 shows that 29% of the respondents are agreed to the level of

compensation linked on their performance followed in their organization, 26% of the

respondents are strongly agreed to the level of compensation linked on their performance

followed in their organization, 21% of the respondents are neither agreed nor disagreed to

the level of compensation linked on their performance followed in their organization, 17%

of the respondents are disagreed to the level of compensation linked on their performance

followed in their organization, 7% of the respondents are strongly disagreed the level of

compensation linked on their performance followed in their organization.


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Table 3.9 represents the performance related pay is essential for part of Performance

Management.




Disagree 21 18%


Total 119 100

Interpretation:

Table 3.9 shows that 36% of the respondents are agreed to the performance related

pay is essential part of performance management, 23% of the respondents are neither

agreed nor disagreed to the performance related pay is essential part of performancemanagement, 18% of the respondents are disagreed to the performance related pay is

essential part of performance management, 17% of the respondents are strongly agreed to

the performance related pay is essential part of performance management, 6% of the

respondents are strongly disagreed to the performance related pay is essential part of

performance management.


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Table 3.10 represents the performance management is about individual & their long term

development.




Disagree 20 17%


Total 119 100

Interpretation:

Table 3.10 shows that, 34% of the respondents are agreed to the performance

management is about individual & their long term development, 30% of the respondents

are strongly agreed to the performance management is about individual & their long term

development, 17% of the respondents are disagreed to the performance management is

about individual & their long term development, 15% of the respondents are neither

agreed nor disagreed to the performance management is about individual & their long

term development, 4% of the respondents are strongly disagreed to the performance

management is about individual & their long term development.

Table 3.11 represents the performance management provides a way of keeping a record of

an individuals progress and performance.


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Agree 44 37%

Neutral 16 13%

Disagree 19 16%

Strongly Disagree 1 1%Total 119 100

Interpretation:

Table 3.11 shows that 37% of the respondents are agreed to the performance

management provides a way of keeping a record of an individuals progress and

performance, 33% of the respondents are strongly agreed to the performance management

provides a way of keeping a record of an individuals progress and performance, 16% of

the respondents are disagreed to the performance management provides a way of keeping

a record of an individuals progress and performance, 1% of the respondents are strongly

disagreed to the performance management provides a way of keeping a record of an

individuals progress and performance.

Table 3.12 represents the performance management motivates people and makes them to

feel as the part of the organization.


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Agree 43 36%

Neutral 22 18%

Disagree 13 11%

Strongly Disagree 3 3%Total 119 100

Interpretation:

Table 3.12 shows that, 36% of the respodents are agreed to the performance

management motivate people and make them to feel as the part of the organization, 32% of

the respondents are strongly agreed to to the performance management motivates people

and makes them to feel as the part of the organization, 18% of the respondents are neither

agreed nor disagreed to to the performance management motivates people and makes them

to feel as the part of the organization, 11% of the respondents are disagreed to to the

performance management motivates people and makes them to feel as the part of theorganization, 3% of the respondents are strongly disagreed to to the performance

management motivates people and makes them to feel as the part of the organization.

Table 3.13 represents the employees are getting useful feedback from their performance

management review.



35/70


Agree 30 25%

Neutral 32 27%

Disagree 26 22%


Total 119 100

Interpretation:

Table 3.13 shows that 27% of the respondents are neither agreed nor disagreed to

the employees are getting useful feedback from their performance management review,

25% of the respondents are agreed to the employees are getting useful feedback from their

performance management review, 22% of the respondents are disagreed to the employees

are getting useful feedback from their performance management review, 18% of the

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

performance management review, 8% of the respondents are strongly disagreed to the

employees are getting useful feedback from their performance management review.

Table 3.14 represents the performance management helps employees to do their job in a

better way.



Agree 42 35%


36/70

Neutral 22 19%

Disagree 16 13%


Total 119 100

Interpretation:

Table 3.14 showa that 35% of the respondents are agreed to the performance

management helps employees to do their job in a better way, 28% of the respondents arestrongly agreed to the performance management helps employees to do their job in a better

way, 19% of the respondents are neither agreed nor disagreed to the performance

management helps employees to do their job in a better way, 13% of the respondents are

disagreed to the performance management helps employees to do their job in a better way,

5% of the respondents are disagreed to the performance management helps employees to

do their job in a better way.

Table 3.15 represents time spent of Performance management is worthwhile.



Agree 87 73%

Neutral 7 6%


37/70

Disagree 10 8%


Total 119 100

Interpretation:

Table 3.15 shows that, 73% of the respondents are agreed to the time spent ofPerformance management is worthwhile, 13% of the respondents are strongly agreed to

the time spent of Performance management is worthwhile, 8% of the respondents are

disagreed to the time spent of Performance management is worthwhile, 6% of the

respondents are neither agreed nor disagreed to the time spent of Performance

management is worthwhile and no respondent is disagreed for the time spent of

Performance management is worthwhile.

Table 3.16 represents the employees training goes beyond technical skills to include social

skills, general problem-solving skills & broader knowledge of the organization.



Agree 52 44%

Neutral 15 13%

Disagree 12 10%


38/70


Total 119 100

Interpretation:

Table 3.16 shows that, 44% 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, 27% of the respondents are strongly agreed to the

employees training goes beyond technical skills to include social skills, general problem-

solving skills & broader knowledge of the organization, 13% of the respondents neitheragreed nor disagreed to the employees training goes beyond technical skills to include

social skills, general problem-solving skills & broader knowledge of the organization, 10%

of the respondents are disagreed to the employees training goes beyond technical skills to

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

organization, 7% of the respondents are strongly disagreed to the employees training goes

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

knowledge of the organization.

The following are the tables showing the effectiveness of the review meeting conducted in

each of the areas listed below:

Table 3.17 represents creating & maintaining an informal and friendly atmosphere in

review meeting.



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Very effectively 25 21%

Effectively 38 32%

Fairly effectively 52 44%

Not effectively 4 3%

Total 119 100

Interpretation:

Table 3.17 shows that, 44% of the respondents said that creating & maintaining an

informal and friendly atmosphere in review meeting are fairly effective, 32% of the

respondents said that creating & maintaining an informal and friendly atmosphere in

review meeting are effective, 21% of the respondents said that creating & maintaining an

informal and friendly atmosphere in review meeting are very effective, 3% of the

respondents said that creating & maintaining an informal and friendly atmosphere in

review meeting are not effective.

Table 3.18 represents the employees working to a clear structure.

Description Frequency Percentage (%)Very effectively 20 17%

Effectively 40 34%



Total 119 100


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Interpretation:

Table 3.18 shows that, 40% of the respondents said that the employees working to a

clear structure in a fairly effective manner, 34% of the respondents said that the employees

working to a clear structure in a effective manner, 17% of the respondents said that the

employees working to a clear structure in a very effective manner, 9% of the respondents

said that the employees working to a clear structure is not in effective manner.

Table 3.19 represents the keeping control of the meeting.


Effectively 45 38%



Total 119 100


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Interpretation:

Table 3.19 shows that, 38% of the respondents said that keeping control of the

meeting is in effective manner, 28% of the respondents said that keeping control of the

meeting is in very effective manner, 27% of the respondents said that keeping control of

the meeting in a fairly effective manner, 7% of the respondents said that keeping control of

the meeting is not in effective manner.

Table 3.20 represents the using of praise in the review meeting.


Effectively 53 45%



Total 119 100


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Interpretation:

Table 3.20 shows that, 45% of the respondents said that using of praise in the

review meeting is in effective manner, 29% of the respondents said that using of praise in

the review meeting is in very effective manner, 24% of the respondents said that using of

praise in the review meeting is in effective manner, 2% of the respondents said that using

of praise in the review meeting is not in a effective way.

Table 3.21 represents the way of handling criticism in the review meeting.


Effectively 39 33%



Total 119 100


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Interpretation:

Table 3.21 shows that, 36% of the respondents said that the way of handling

criticism in the review meeting is in fairly effective manner, 33% of the respondents said

that the way of handling criticism in the review meeting is in effective manner, 23% of the

respondents said that the way of handling criticism in the review meeting is in very

effective manner, 8% of the respondents said that the way of handling criticism in the

review meeting is not in effective manner.

Table 3.22 represents inviting self assessment in the review meeting.


Very effectively 30 25%Effectively 45 38%



Total 119 100


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Interpretation:

Table 3.22 shows that, 38% of the respondents said that inviting self

assessment in the review meeting is in effective manner, 25% of the respondents said that

inviting self assessment in the review meeting is in very effective manner, 21% of the

respondents said that inviting self assessment in the review meeting is fairly effective

manner, 16% of the respondents said that inviting self assessment in the review meeting is

not in effective manner.

Table 3.23 represents the focusing on facts and discussing about performance not about

personality in the review meeting.



Effectively 48 40%Fairly effectively 31 26%


Total 119 100


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Interpretation:

Table 3.23 shows that, 40% of the respondents said that the focusing on facts

and discussing about performance not about personality in the review meeting is in

effective manner, 28% of the respondents said that the focusing on facts and discussing

about performance not about personality in the review meeting is in very effective manner,

26% of the respondents said that the focusing on facts and discussing about performance

not about personality in the review meeting is in fairly effective manner, 6% of the

respondents said that the focusing on facts and discussing about performance not aboutpersonality in the review meeting is not in effective manner.

Table 3.24 represents the agreeing a plan of action in the review meeting.



Effectively 48 40%


Not effectively 2 2%Total 119 100


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Interpretation:

Table 3.24 shows that, 40% of the respondents said that the agreeing a plan

of action in the review meeting is in effective manner, 35% of the respondents said that the

agreeing a plan of action in the review meeting is in very effective manner, 23% of the

respondents said that the agreeing a plan of action in the review meeting is in fairly

effective manner, 2% of the respondents said that the agreeing a plan of action in the

review meeting is not in effective manner.

The following are the tables representing the satisfaction level in the various areas of the

organization.

Table 3.25 represents the efficiency in the use of resources.

Description Frequency Percentage (%)Excellent 39 33%

Good 52 43%

Average 23 19%

Unsatisfactory 6 5%

Total 119 100


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Interpretation:

Table 3.25 shows that, 43% of the respondents said that the efficiency in the

use of resources in the organization is good, 33% of the respondents said that the efficiency

in the use of resources in the organization is excellent, 19% of the respondents said that the

efficiency in the use of resources in the organization is average, 5% of the respondents said

that the efficiency in the use of resources in the organization is unsatisfactory.

Table 3.26 represents the assurance of quality performance.


Excellent 43 36%

Good 51 43%

Average 25 21%

Unsatisfactory 0 0%Total 119 100


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Interpretation:

Table 3.26 shows that, 43% of the respondents said that assurance of quality

performance in the organization is good, 36% of the respondents said that assurance of

quality performance in the organization is excellent, 21% of the respondents said that

assurance of quality performance in the organization is average, None of the respondents

said that assurance of quality performance in the organization is unsatisfactory.

Table 3.27 represents the employees satisfaction in the organization.


Good 49 41%

Average 25 21%

Unsatisfactory 4 4%

Total 119 100


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Interpretation:

Table 3.27 shows that, 41% of the respondents said that the employees satisfaction

in the organization is good, 35% of the respondents said that the employees satisfaction in

the organization is excellent, 21% of the respondents said that the employees satisfaction

in the organization is average, 3% of the respondents said that the employees satisfaction

in the organization is unsatisfactory.

Table 3.28 represents the quality of products.


Good 55 46%

Average 18 15%

Unsatisfactory 0 0%

Total 119 100


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Interpretation:

Table 3.28 shows that, 46% of the respondents said that the quality of products in

the organization is good, 39% of the respondents said that the quality of products in the

organization is excellent, 15% of the respondents said that the quality of products in the

organization is average, None of the respondents said that the quality of products in the

organization is unsatisfactory.

Table 3.29 represents the quality of standards.


Good 54 45%

Average 28 24%

Unsatisfactory 2 2%

Total 119 100


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Interpretation:

Table 3.29 shows that, 45% of the respondents said that the quality of

standards in the organization is good, 29% of the respondents said that the quality of

standards in the organization is excellent, 24% of the respondents said that the quality of

standards in the organization is average, 2% of the respondents said that the quality of

standards in the organization is unsatisfactory.

Table 3.30 represents the safety standards in organization.


Good 49 41%

Average 19 16%

Unsatisfactory 3 3%

Total 119 100


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Interpretation:

Table 3.30 shows that, 41% of the respondents said that the safety standards

in organization is good, 40% of the respondents said that the safety standards in

organization is excellent, 16% of the respondents said that the safety standards in

organization is average, 3% of the respondents said that the safety standards in

organization is unsatisfactory.

Table 3.31 represents the rate of product delivery.


Good 58 49%

Average 16 13%

Unsatisfactory 3 3%

Total 119 100


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Interpretation:

Table 3.31 shows that, 49% of the respondents said that the rate of product

delivery is good, 35% of the respondents said that the rate of product delivery is excellent,

13% of the respondents said that the rate of product delivery is average, 3% of the

respondents said that the rate of product delivery is unsatisfactory.

Table 3.32 represents the staff punctuality and corporate social responsibility.


Excellent 31 26%

Good 39 33%

Average 45 38%

Unsatisfactory 4 3%

Total 119 100


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Interpretation:

Table 3.32 shows that, 38% of the respondents said that the staff punctuality

and corporate social responsibility is average, 33% of the respondents said that the staff

punctuality and corporate social responsibility is good, 26% of the respondents said that

the staff punctuality and corporate social responsibility is excellent, 3% of the respondents

said that the staff punctuality and corporate social responsibility is unsatisfactory.

Table 3.33 represents the environment conservation.


Good 32 27%

Average 49 41%

Unsatisfactory 9 8%

Total 119 100


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Interpretation:

Table 3.33 shows that, 41% of the respondents said that the environment

conservation in the organization is average, 27% of the respondents said that the

environment conservation in the organization is good, 24% of the respondents said that the

environment conservation in the organization is excellent, 8% of the respondents said that

the environment conservation in the organization is unsatisfactory.

Findings

1. It is inferred that 44% of the respondents are between the age group of 26-30 years.

2. It is found 62% are Male respondents and 38% 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.

3. It is inferred that 26% of the respondents are post graduates, 24% of the respondents are

under graduates, 18% of the respondents falls under the category others, 17% are diploma

holders, 15% of the respondents are the engineers, so they are in need of graduates.

4. It is found that 37% of the employees are having work experience from 3-6 years.

5. It is found that 34%of the respondents said that Products & Service Development

department gives top priority to performance management, 31% of the respondents said that

Human Resources department gives top priority to performance management.

6. It is inferred that 41% of the respondents are agreed to the rewards & recognitions

followed in their organization, 28% of the respondents are strongly agreed to the rewards &

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

the rewards & recognitions followed in their organization. This indicates that still there are 1%

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

7. It is inferred that 44% of the respondents are agreed to the level of opportunities for

personal growth & career development which they get in their organization. This indicates that

they have the opportunity to develop them personally.


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8. It is found that 29% of the respondents are agreed to the level of compensation linked on

their performance followed in their organization and 7% of the respondents are strongly

disagreed the level of compensation linked on their performance. This indicates that 7% of the

employees are not satisfied with the compensation which they get.

9. It is found that 36% of the respondents are agreed to the performance related pay is

essential part of performance management and 6% of the respondents are strongly disagreed to

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

36% are satisfied with their performance related pay.

10. It is inferred that 34% of the respondents are agreed to the performance management is

about individual & their long term development, 30% of the respondents are strongly agreed

to the performance management is about individual & their long term development. This

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

11. It is inferred that 37% of the respondents are agreed to the performance management

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

justify the individuals performance.

12. It is inferred that 36% of the respodents are agreed to the performance management

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

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

management.

13. It is inferred that 27% of the respondents are neither agreed nor disagreed to the

employees are getting useful feedback from their performance management review, 25% of


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

performance management review. This helps to identify individuals positive & negative skills

they have.

14. It is found that 35% of the respondents are agreed to the performance management helps

employees to do their job in a better way, 28% of the respondents are strongly agreed to the

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

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

15. It is inferred that 73% of the respondents are agreed to the time spent of Performance

management is worthwhile. This indicates time spending on performance management gives

more impact to the organization in all aspects.

16. It is found that 44% 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, 7% do not agree with the training. This indicates they are getting not only

technical skills but also some social skills.

17. It is inferred that 44% of the respondents said that creating & maintaining an informal

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

create even friendlier atmosphere than what they have now.


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18. It is found that 40% of the respondents said that the employees working to a clear

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

structure.

19. It is found that 28% 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 45% of the respondents said that using of praise in the review meeting is

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

deserve.

21. It is found that 36% of the respondents said that the way of handling criticism in the

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

towards the policy.

22. It is inferred that 38% of the respondents said that inviting self assessment in the review

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

assessment.

23. It is found that 40% of the respondents said that the focusing on facts and discussing

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

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


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24. It is inferred that 40% of the respondents said that the agreeing a plan of action in the

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

plan of action towards their structure.

25. It is found that 43% of the respondents said that the efficiency in the use of resources in

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

26. It is inferred that 43% of the respondents said that assurance of quality performance in

the organization is good. This indicates that the assurance of quality is over all good.

27. It is inferred that 41% of the respondents said that the employees satisfaction in the

organization is good, 35% of the respondents said that the employees satisfaction in the

organization is excellent. This indicates the employee satisfaction is more in this organization.

28. It is inferred that 46% of the respondents said that the quality of products in the

organization is good, 39% of the respondents said that the quality of products in the

organization is excellent. This indicates that, this organization is good in their quality.

29. It is found that 45% of the respondents said that the quality of standards in the

organization is good. This says that the standards of the quality are agreed.

30. It is inferred that 41% of the respondents said that the safety standards in organization is

good, 40% of the respondents said that the safety standards in organization is excellent. This

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


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31. It is found that 49% of the respondents said that the rate of product delivery is good. This

indicates that timeliness holds good.

32. It is inferred that 38% of the respondents said that the staff punctuality and corporate

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

& corporate social responsibility.

33. It is inferred that 41% of the respondents said that the environment conservation in the

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

environment.


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Gap Analysis

Business gap analysis can be used to help achieve certain goals. This analysis

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

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

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

this gap and achieve its goals.

In business and 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 capital or technology, then it

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

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

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

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

documenting and approving the variance between business requirements and current capabilities.

Gap analysis naturally flows from benchmarking and other assessments. Once the general

expectation of performance in the industry is understood, it is possible to compare that

expectation with the company's current level of performance. This comparison becomes the gap

analysis. Such analysis can be performed at the strategic or operational level of an organization.
http://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Capital_(economics)http://en.wikipedia.org/wiki/Operations_researchhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Benchmarkinghttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Capital_(economics)http://en.wikipedia.org/wiki/Operations_researchhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Benchmarking


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The following are datas 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.

Sl.No Important areas for performance management of the

organization

Result in the year

2009-2010

(In 5 point scale)

1 Quality of product 4

2 Safety standards 3.6

3 Work environment 3.54 Employee satisfaction 3

5 Performance related Pay & compensation linked

performance

2.2

6 Individual development & personal growth 2.5

7 Rewards & recognition 3.4

8 Measuring individual performance & review meetings 2.6

9 Training & development 3

10 Staff punctuality & corporate responsibility 2

Current year data taken from the results of the questionnaire:

Sl.No Important areas for performance

management of the organization

Result for the year Jan 2010 to till

date(In 5 point scale)

1 Quality of product 4.25

2 Safety standards 4.05

3 Work environment 2.55

4 Employee satisfaction 3.75

5 Performance related Pay & compensation

linked performance

2.7

6 Individual development & personal growth 3.55

7 Rewards & recognition 3.45

8 Measuring individual performance & review

meetings

3.25

9 Training & development 3.55

10 Staff punctuality & corporate responsibility 2.95


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Comparative table for the year 2009 & 2010 with the difference:

Sl.

No

Important areas for

performance management of

the organization

Result in

the year

2009-2010

(In 5 pointscale)

Result for

the year Jan

2010 to till

date(In 5point scale) Difference/gap

1 Quality of product 4 4.25 0.25

2 Safety standards 3.6 4.05 0.45

3 Work environment 3.5 2.55 -0.95

4 Employee satisfaction 3 3.75 0.75

5 Performance related Pay &compensation linked performance

2.2 2.7

0.5

6 Individual development &personal growth

2.5 3.551.05

7 Rewards & recognition 3.4 3.45 0.05

8 Measuring individualperformance & review meetings

2.6 3.250.65

9 Training & development 3 3.55 0.55

10 Staff punctuality & corporateresponsibility

2 2.950.95

Note:

5 - Excellent

4 - Good

3 - Average

2 - Need to improve

1 - Need more attention

(This is common for all the tables)


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Gap Analysis Chart


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Reasons for Gap analysis differences:

There 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. Some important reasons

are as follows:

1. Quality of product:

The Quality of product is increased by 0.25 from the year 2009-2010 to till date, and the

reason for this increase is, the organization has the policy of no compromise in quality &

concentrates more on quality side to get all raw materials & other things from the reputed

suppliers rather than cheap one.

2. Safety standards:

The safety standards is increased by 0.45 from the year 2009-2010 to till date, and the

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

various new techniques of safety standards & upgraded some standards which are already in

process.

3. Work environment:

The work environment is decreased by 0.95 from the year 2009-2010 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.

4. Employee satisfaction:

The employee satisfaction is increased by 0.75 from the year 2009-2010 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. Employees are satisfied to the great extent for their

individual development.


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5. Performance related Pay & compensation linked performance:

The Performance related Pay & compensation linked performance is increased by 0.5

from the year 2009-2010 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.

6. Individual development & personal growth:

The Individual development & Personal growth of the employees is increased by 1.05

from the year 2009-2010 to till date, and the reason for this increase is, the organization now

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

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

personal growth.

7. Rewards & recognition:

The Rewards & recognitions for the employees are increased by 0.05 from the year 2009-

2010 to till date, and the reason for this increase is, the organization modifies the rewards &

recognitions schemes according to the employees satisfaction & this system helps all the

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

8. Measuring individual performance & review meetings:

The measuring of individual performance & review meetings are increased by 0.65 from

the year 2009-2010 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.

9. Training & development:


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The training & development of the employees are increased by 0.55 from the year 2009-

2010 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. The training is offered on the need basis to all, if

necessary.

10. Staff punctuality & corporate responsibility:

The staff punctuality & corporate responsibility of the employees are increased by 0.95

from the year 2009-2010 to till date, and the reason for this increase is, the organization gives

more corporate responsibility to the employees to tackle the corporate problems & the staff

punctuality has been increased due to new HR policies related to the punctuality & the reward

scheme for perfect individuals.


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Suggestions

Organizations shall adopt performance management practices that are consistent with the

requirements of the companys policy and that best fit nature of the work performed and themission of the organization.

As per the findings of agreed level of performance management of the PepsiCo limited,

still they can improve their performance management system by updating some small things in the

existing performance management system.

1. Communicating employee performance expectations. This helps the employee to

give out their best with available resources & time.

2. The organization can conduct regular fun activities and some sports activities to

the employees.

3. The organization can initiate some of the community development programs to

improve the social skills of the individuals.

4. The organization can identify & recognize the persons not only for the

performance but also for various factors like creativity, best employee award, etc.

5. More training in the optimum usage of resources & the good knowledge to the

employees about the cost cutting factor. More training to employees to develop

their empathy towards others so that they can avoid conflicts.

6. Encouraging the incentive schemes for high performer.

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

least every three (3) years to determine how effectively the system is meeting the

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


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necessary. Evaluation findings & improvement actions shall be reported to the

higher official.

Conclusion

A Performance Management System enables a business to sustain profitability

and performance by linking the employees' 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. Most importantly, it gives supervisors and subordinates an equal

opportunity to express themselves under structured conditions. Managing this process effectively

isn't easy. It calls for a high level of co-ordination, channeled information flow, and timely review.

Whether 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:	10-Apr-2018
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Performance Management-Final Report

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