PROJECT REPORT

ON

PERFORMANCE MANAGEMENT

SYSTEM

OF

DISH TV

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TABLE OF CONTENTS:

1. ACKNOWLEDGEMENT

2. EXECUTIVE SUMMARY

3. OBJECTIVE

4. INTRODUCTION

5. DISH TV- AN OVERVIEW

6. SWOT ANALYSIS OF DISH TV

7. PMS AT DISH TV

8. FOCUS OF PMS

9. VARIOUS PERFORMANCE MEASURES

10. COMPETENCIES& EVALUATION

11. COMPETENCIES& RATINGS

12. VALUES

13. POTENTIAL APPRAISAL

14. RATINGS ON POTENTIAL

15. REMOVAL OF DIFFICULTIES OF THE SYSTEM

16. GENERAL

17. FEEDBACK

18. DEVELOPEMENTAL NEEDS

19. SPECIMEN

20. QUESTIONNAIRE ANALYSIS

21. BIBLIOGRAPHY

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ACKNOWLEDGEMENT

I am very grateful to Mr. shivaji singh (manager HR) my company guide for his guidence and support for making this project.I would also like to thanks Mr. ashish singh for his encouragement and many useful suggestion.This project was very interesting and a learning experience for me.

The satisfaction and euphoria that accompanies the successful completion of any task would be incomplete without the mention of the people who made it possible and whose constant guidance and encouragement served as the beacon of the lightened crowned my effort with success.

It is my privilege to express through the page of report a few word of gratitude to all those who have guided and inspired me along.

I would also like to thank him for giving me relevant information for this project.

Yours Sincerely,

Shikha singh

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EXECUTIVE SUMMARY:

WHAT IS HUMAN RESOURCE:

Human Resource have at least two meanings depending on context. The original usage derives from political economy and economics, where it was traditionally called labor, one of three factors of production. The more common usage within corporations and businesses refers to the individual within the firm’s organization that deals with hiring, firing, training, and other personnel issues. This article addresses both definitions.

HUMAN RESOURCE MANAGEMENT SERVES THESE KEY FUNCTIONS::

1. Hiring (Recruitment)2. Compensation3. Evaluation and Management(of performance)4. Promotions5. Managing Relations6. Planning

It is the responsibility of human resource managers to conduct these activities in an effective, legal, fair, and consistent manner.

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OBJECTIVE OF HUMAN RESOURCE

The objective of Human Resource is to maximize the return on investment from the organization’s human capital and minimize financial risks. Here I have done an in depth analysis of Performance Management System at Dish TV, Noida and tried to find out whether employees are satisfied with the performance management system being practiced in Dish TV. This report is formulated after a thorough research and is based on the information given by the company personal and through questionnaire filled by the Employees. In due course of my project I have interacted with the employees working in this company. Here I also got the opportunity to learn about the Training programme provided to the employees by an organization.

I could find out that most of the Employees are satisfied with the Performance Management System which is being done at Dish TV twice i.e. at 6 months and yearly. Some of the Employees were dissatisfied also with the PMS at Dishtv and wanted few changes which could prove beneficial for them from heir point of view.

OBJECTIVE:

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The main aim of my Project is to find out whether the Employees are satisfied with the Performance Management System at Dish TV.

I also tried to find out the important factors that people consider for the PMS and whether the employees are able to align their personal goals with that of the organization.

One of the best strategy as adopted by Dish TV is escalation Matrix for employee Satisfaction which is as follows:

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INTRODUCTION:

dishtv is a division of Zee Network Enterprise (Essel Group Venture). EGV has national and global presence with business interests in media programming, broadcasting & distribution, speciality packaging and entertainment. Zee Network incorporated dishtv to modernize TV viewing.

BENEFITS: Going the DTH way has a lot of benefits. You are automatically upgraded to a host of world class features that makes television viewing a pleasurable experience.Have a look at some of the key add on benefits that dishtv brings to your home.

.

Digital Picture Quality The exceptional digital and direct-to-home transmission ensures you watch all your Favourite programmes in true DVD quality.

Stereophonic SoundThe Direct-to-Home satellite transmission treats your ears to a true theatre experience by providing awesome stereophonic sound.

Geographic Mobility No matter which part of the country you are in or moving to, dishtv with its all India coverage ensures direct signals wherever you are.

Uninterrupted Viewing With dishtv at your home, as long as your equipment is connected to a power source you can enjoy uninterrupted transmission of your favourite programmes.

Capacity up to 400 Channels dishtv can offer you up to 400 entertaining channels. And that's not all, every month more channels will be added to provide complete entertainment to your family.

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Dyna Boost dishtv is using the NSS6 satellite at 95.0°E designed specifically for DTH operations. It is equipped with Automatic Level Control (ALC) feature that

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enables the satellite to maintain constant satellite EIRP even in case of uplink signal degradation due to weather conditions such as rain, fog or clouds.

Instaflip DISHTV’S Instaflip technology helps you change channels quickly and conveniently. Our efficient processors make it possible for you to browse through all 240+ channels and services in less than 2 seconds.So get set browsing all the channels on DISHTV with fast scrolling, intuitive navigation and quick flip surfing.

COMPANY PROFILE:

Dishtv is India’s first direct to home entertainment service that has digitalized Indian entertainment to bring to your home the best in television viewing through the latest in digital technology.

It not only broadcasts high quality programmes straight from the satellite to your home, but also gives you absolute and complete control of what you watch and pay for.

It is almost like having your own satellite up in the sky. With Dish TV one can unleash the true potential of your high-end

television set and complete your TV viewing experience with true DVD quality.

Dish TV takes television viewing to the next level as it supports various futuristic features like Electronic Programme Guide, Parental Lock, and Capacity up to 400 channels, Games, Interactive TV, Movie on Demand etc.

Brought to you by a Zee Network Enterprise, Dish TV has changed the face of the Indian television home, bringing it at par with the global entertainment industry.

Dish TV has more than doubled since last November. Dish TV is one of the five DTH service providers and has 75 lakh

customers; it wants to add another 25 lakh inFY10. The revenue is expected to grow to Rs 1,000 crore by then. Dish TV

which currently offers 240 channels, plans to increase that number to 400 by the end of this fiscal.

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Dish TV – An Overview:

The DTH Industry in India continued to grow from strength to strength with widespread awareness and product penetration aided by the entry of three new players.

The annualized marketing spends of about Rs.550 crores collectively by all players of the category, led to swift expansion of numbers with the subscribers near doubling, over the previous year.

The aggregate subscriber base in the category touched around 11 million out of the total universe of cable and satellite households of 78 million.

Despite an overall slowdown in the economy that impacted most industries, the DTH category remained almost unfazed with consistent growth rate being experienced, throughout the year.

The industry is expected to add up another ten million new subscribers during the current financial year due to aggressive marketing efforts of all players, which will be further boosted by forthcoming sporting events like a busy cricket calendar and the commonwealth games.

Key challenges for the industry, in the near future will be to seek a moderation in the multiple taxation regime including reduction of License Fee & abolition of Entertainment Tax, faster roll out of CAS to the next layer of towns, coping with a high subscriber acquisition cost, building content capacity under a dearth of availability of fresh transponder space, dealing with emerging category competition from Digital Cable and IPTV etc.

Dishtv added in the last year, two million new subscribers into its fold, as against one million in the previous year, representing a 100% growth despite heightened competition from three new players.

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The key focus areas included revenue enhancement, augmentation of content, roll out of new services and cost containment.

The same trend of run rate of subscriber aggregation is expected to continue in the current financial year too, thus building the user base exponentially, over the year gone by.

Going forward, the emphasis for Dish TV will be on building diversified content, preparation for the convergence of digital services, continually leading the curve with product innovations and services, improvised collection mechanisms aiding faster and higher recharges and producing customer delight for its subscribers at all touch points.

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SWOT ANALYSIS OF DISH TV:

STRENGTHS:

Dish TV is the first DTH service provider in India. Being a part of the Essel Group, there is strong promoter backing and committed investment. Dish TV is also India’s only truly national DTH brand, with presence in over 4,000 towns and with an equality strong representation in both Urban and Rural markets. Sales and Distribution infrastructure is one of the Company’s key strengths. Spread of parent group as follows adds to its values.

Big Brother!

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The Company has an extremely cost conscious culture that has resulted in multiple cost management initiatives making it one of the lowest cost service providers. Strong technology partnerships with organizations like Conax (Norway) and open TV (USA) have helped/continue to help in providing cutting edge features and in maintaining technological leadership.

Advance planning has resulted in adequate transponder capacity to meet the new channel launch requirements of the Company.

This is an area where all other operators are likely to feel challenged over the next two years.

Very strong brand strategy which is reflected by the brand ambassador in terms of Shahrukh Khan.

WEAKNESSES:

The subscriber acquisition cost is still very high. However, compared to the current industry benchmarks, it stands at the lowest by far.

The cost towards acquiring consumers is under constant scrutiny in an endeavor to bring it down.

In a market trend of consumers down sliding on the packaging tiers, due to more value being packaged at the lowest packs, Dish TV has exhibited a growth in ARPU.

However, ARPU continues to be an area of concern with the constant endeavor to monitor, upgrade and enhance the revenues.

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OPPORTUNITIES :

GDP growth of almost 9% over the last four years has resulted in India’s huge middle class flexing its muscles and an explosion in consumerism.

With net disposable incomes on the rise, Indians are spending like never before on acquiring the latest products and products

That are aspirational in nature. DTH, with its superior quality and wide ranging maneuverability and flexibility- Active services, Interactive services, multiple channels viewing, gaming, Electronic Programme Guide etc – is increasingly being adopted by those who want great quality TV viewing experience.

So far the company has concentrated on household customers but a wide scope exists in areas relating to Multi Dwelling Units, Institutions, Guest Houses, Restaurants, Hotels and other Commercial establishments.

Further, the emergence of large retail format stores across the country is creating a totally new opportunity.

These will become more important as the retail industry in India goes through a consolidation phase, from its current highly fragmented disposition.

As the industry matures, value added services will give a boost to ARPU.

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THREATS:

DTH is currently a five player market. Price cuts and reduced margins, spurred by severe competition, can pose a

threat to revenue enhancement. Improved quality of services by digital cable and IPTV players are potential

threats. Churn management and retention costs can negatively impact bottom-lines

unless constant attention and strategy is deployed to manage and control the subscribers’ base.

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PERFORMANCE

MANAGEMENT

SYSTEM

AT

DISH TV

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PERFORMANCE MANAGEMENT SYSTEM:

INTRODUCTION:

Dish TV has accordingly reviewed the existing Appraisal System of senior

executive levels. The revised Performance Management System having

components of Performance Planning, Monitoring, Review, and Development

through involvement of the Appraise is being introduced.

OBJECTIVES:

To accomplish organizational goals through a system of performance

assessment linked to company's objectives.

To facilitate fulfillment of individual aspirations and promotion of

professional excellence.

To encourage a two-way communication process between the Appraise

and the Reporting Officer for bringing objectivity in Performance Appraisal

System.

To evaluate the potential of the executive to assume higher

responsibilities along the hierarchy.

To involve the Appraise through various stages of Performance

Management, thereby reducing the Performance gaps.

To map competencies and potential of executives for enabling the

organization to source the talent generally from within the company for

meeting organizational growth.

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To involve the executive to share the responsibility and become

accountable for efficient management of the business for result oriented

performance through mutual involvement.

To provide a transparent system to help each executive to evaluate his

own performance and develop himself with the help of Reporting Officer

To provide for removal of differences, if any, in performance appraisal

through intervention of the Reviewing Officer.

Organizational Structure at Dish TV:

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FOCUS OF PERFORMANCE MANAGEMENT:

The focus of the Performance Management System for senior executives is to appraise them on different components of managerial responsibilities, consisting of Performance, Generic Managerial Competencies, Values and Potential, totaling to 100 marks.

The Performance Component as identified and measures evolved would have 50% weight age in total appraisal.

Generic Managerial competencies exhibited by an Appraise while discharging duties have been given 20% weight age in appraisal.

The Company’s concern for actualization of organizational Core Values is reflected in the Performance Management and is assigned a weight age of 15% in appraisal.

The Performance Management System provides for appraisal of the executive’s Potential to assume higher responsibility and has a weight age of 15% in appraisal.

The Performance Management System brings to focus important managerial attributes and strikes a balance between ‘Performance’ and other aspects of managerial talents/skills. Executives will have a set of Key Performance Areas to be identified through discussion and achieve them during the performance period.

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The system is to develop the competencies by involving the executive in setting targets and identifying Key Performance Areas.

The System aims to bring the concept of ownership and accountability on both Appraise and Appraiser to create mutual trust and confidence.

To utilize the Performance Management System for facilitating individual career development and bring organization-wide HR intervention at senior levels to bridge competency gaps.

VARIOUS PERFORMANCE MEASURES:

  PART I – PERFORMANCE PART II – COMPETENCIES PART III - VALUES

PART IV – POTENTIAL APPRAISAL PART V – PERFORMANCE & POTENTIAL APPRAISAL

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PART I- PERFORMANCE

Part IA: First Half Year Performance:  

The System provides for the Reporting Officer (Appraiser) and the executive (Appraise) to identify through discussion and agree upon a set of Key Performance Areas (KPAs) in brief at the beginning of the first half-year.

  While identifying KPAs, actual ‘Measures’ for each KPA is to be defined and

written. The Measure could have Quantitative Targets, Time Schedule for achieving KPAs fully/partially, Qualitative Improvements etc., based on the nature of the KPA item.

  The KPA Targets may be having different weight ages and limited to 8 Key

Performance Areas only. The idea is to enable the executive to focus on given deliverables and not miss important critical areas.

  The KPAs should be more focused, concrete and measurable. They should be

more than the “Norm” i.e. normal standard of performance expected. The KPAs reflect ‘Stretch Standard’ which is in excess of “Norm”. The KPAs should be ‘SMART’ i.e. Specific, Measurable, Agreed (mutually arrived at by the Appraiser and the Appraise), Realistic and Time-Bound.

One of the KPAs should be “Staff Development”, as building a performing team is an essential target for senior executives. The measures for this could be of training & development activities for the Unit/ Department/function vis-à-vis the Company’s training targets, HR initiatives like Professional Circles, Quality Circles, and Suggestion Scheme etc.

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The Appraiser and Appraise jointly evolve KPAs, define measures and allocate marks for each KPA at the beginning of first half-year by 15th to 25th March.

The Performance is jointly reviewed and performance evaluated at the beginning of 2nd half year and not later than 15th October.

  At the time of joint review, actual achievement is briefly recorded against

each KPA and marks obtained w.r.t. each KPA is indicated in relevant column.

  The aggregate of marks obtained for different KPAs is worked out and

indicated as aggregate of IA. Both the Appraise and the Reporting Officer sign the Part IA.

PART IB: SECOND HALF PERFORMANCE:

The System helps to review the Key Performance Area Targets for the Second Half-Year based on the evaluation of 1st half-year KPAs depending on actual achievements.

 

The reworked KPA targets are briefly recorded, ‘Measures’ for each KPA defined and Marks allocated. KPAs which extend beyond the 1st half year may be re-recorded in the targets of the 2nd half-year.

  

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PART 1D: COMMENTS ON PERFORMANCE:

Part I related to Performance gets completed on filling up of Part ID by the Reporting Officer at the end of Appraisal year.

 

In Part ID the Reporting Officer offers comments w.r.t. KPAs, Measures, Achievements and sums up in brief the Performance profile of the appraise in writing. It would provide a pictorial description on the performance of the appraise for the year.

 

While summarizing the performance, the Reporting Officer would bring out summary of Key Performance Areas achieved in the year; point out positive personality factors that were observed during the performance, unfavorable situations that were encountered by the appraise during the period, favorable conditions that prevailed in the situation and finally mention the negative personality factors which were observed and which came in the way of achieving KPAs, if any.

 

The Reporting Officer should base the evaluation of the performance based on the data collected during the performance period. It is therefore desirable to maintain a diary for monitoring the performance and providing feedback from time to time during the relevant performance period.

 

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DETERMINATION OF INPUT FOR PART IA AND PART IB:

Key Performance Areas (KPAs) are such critical areas of performance, which though constitute few in number, would have major impact on Business/Targets of the Units/Functions.

The input for identification of Key Performance Areas, Measures and allocation of marks to different KPAs will have to be derived and worked out from the Annual Performance Targets of the Project, Station, Division, Department and Function as the case may be.

  Similarly, the KPA inputs and measures are also derived from the

MOU Targets set for the financial year which flows down from corporate level to different Units and Functions across the Organization.

Another source for KPAs is the functional role & responsibility being discharged as Unit Head, Functional Head, Head of Department, etc. In addition, KPAs could be arrived from the Business Plans for the Unit/Function, Corporate Plan, Recommendations of Study Groups, Task Forces, R&M Plans, Long Term and Short Term Plans etc. These are only indicative.

  The various activities/sub-activities associated with KPAs

should be separately discussed including ‘Measures/Standards’ for each of them. Therefore a separate diary for details and for monitoring periodically is preferred.

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KPA-Measures should be preferably fixed on a reasonable range of performance target instead of a fixed target, so that other factors affecting performance could be accounted for and a reasonable assessment is made.

  The range of performance measurement could be ‘Good’ which

amounts to meeting the ‘Norm’, ‘Very Good’ would be a range of performance which would be superior to the ‘Norm’ but cannot be classified as ‘Outstanding’. The range of measure for ‘Outstanding’ is a stretch target which could be achieved by best efforts, optimal utilization of resources. Similarly, allotment of marks should be on a range linked to the extent of achievement of targets whether it is in range of ‘Good’, ‘Very Good’ or ‘Outstanding’. For performance below ‘Good’ also, marks are allotted commensurate with performance level.

Therefore, at the beginning of the year, it is essential to discuss the KPAs, Measures and Marks awarded to different KPAs by the Reporting Officer with the appraise for 1st half-year performance..

Similarly, at the beginning of 2nd half-year, the KPAs and Measures are assessed and Marks allotted for the 1st half-year, and a new set of KPAs, Measures and Marks are arrived at for 2nd half-year Performance period.

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Alteration of KPAs under Special Circumstances: 

Circumstances may arise when due to the revision of business plans, certain KPAs may lose relevance in spite of the best efforts put in by the appraise, as the target may be abandoned. For example, new project identified may be abandoned and or may be relegated to lower priority after substantial activities undertaken. Under such circumstances, the following system may be followed:

  If the KPA was substantially achieved before abandoning of the

target/the area of activities, then the appraise should be assessed based on the results achieved by him. Suitable remark should be reflected in the achievement column, against the KPA and fair assessment of KPA may be made and marks awarded judiciously.

COMPETENCIES AND EVALUATION:

To reward Appraises not solely on the performance but also on the competencies, as performance may be influenced by several other factors on which executive has no direct control.

  Competency based evaluation would help the organization to take

systematic steps for bridging the competency gaps.

 

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COMPETENCIES AND RATINGS:

  Competencies:

The competencies and the ascribed meaning/ability to be assessed are as under:

 A. Technical Knowledge:

Knowledge and understanding of all aspects of the work of the organization, as well as, the present assignment which the executive is presently doing.

B. Business Attitude:

The ability to identify opportunities, use data for making effective business decisions on time, identify the strengths and weaknesses of the existing system and take action as required. Considers all departmental/division’s performance in line with the targets and goals of the company.

 C. Strategic Thinking:

The ability to understand situations and to generate alternate strategies, plans and tactics. Capacity to conceptualize long term role based on operational analysis and assessment of policies and procedures having impact on business strategies of the company.

 

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D. Resource Management:

The ability to allocate and optimally utilize the resources in a cost effective way.

 E. Communication Skills:

Ability to communicate ideas and information effectively through both written and oral presentations, to convert ideas into action plans after ensuring their acceptability to present company’s policies and objectives to groups within and outside.

 F. Systematic Thinking:

Ability to see linkages between situations that are not obviously related, using common sense, past experience and rules to identify key underlying issues in their proper perspective for taking necessary action.

 G. Interpersonal Competence:

To promote open and constructive relationships with all; the ability to understand the nature and dynamics of interaction with others; respecting individuals as they are and exhibiting tolerance for differences and disagreements based on rational and objective grounds.

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H. Empowering Skills:

The ability to delegate authority to the subordinates while retaining responsibility thus, contributing to the development of the subordinates. Willingness to consult and involve subordinates in decision making thereby espousing confidence in subordinates.

 RATINGS OF COMPETENCIES:

The competencies are evaluated annually on a five-point rating scale-1, 2, 3, 4 & 5 - the rating 1 being the lowest end of the scale and 5 being the highest on the scale.

  Based on the competencies observed, the Reporting Officer would

classify each competency on a scale of 1 to 5.

  The Reporting Officer would discuss each competency (A to H) with

the Appraise and plot the rating.

  The competencies all together have a weight age of 20% in the total

Performance Appraisal.

 

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VALUES:

 Value Actualization:

Adoption of the Company’s Core Values in the business dealings is one of the essential duties of employees at all levels.

Especially Senior Executives who occupy leadership positions in the Company, have a major role in the actualization of Core Values by being ‘Role Models’ in observing and practicing them and thereby leading by example.

Hence due emphasis is laid on the Core Values demonstrated by the executive in his day-to-day business dealings and 15% weight age has been ascribed in the Performance Appraisal to the process of Value actualization exhibited by the executive.

 

COMPANY VALUES & RATINGS:

The Corporate Values ‘COMMIT’ and the indicative observable behavior in respect of each value is as under:

A. Customer Focus:

The Executive has conviction that the customer (Internal & External) is the center of all activity; he is courteous, sincere, patient and sensitive to the customers and honors commitments on time.

 B. Organizational Pride:

The Executive holds the company in high esteem and rejoices in belonging to it; he demonstrates loyalty and commitment to the organization and has a sense of ownership and belongingness with it.

 

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C. Mutual Respect and Trust:

The Executive has high regard for and faith in the fellow organizational members; he believes in collaboration and openness and has good team spirit.

 

D. Initiative and Speed:

The Executive believes in taking the first step, thinking new and ahead and being swift without compromising on quality; he is creative and innovative and has the willingness to experiment and take risks.

E. Total Quality:

The Executive believes in pursuing excellence in all spheres of activity; he makes continuous efforts in improving standards of performance, systems and processes.

  Each value has to be evaluated through discussion on a rating

scale of 1 to 5 the rating 1 being the lowest and 5 being the highest.

  The Reporting Officer would evaluate the Appraise on each of

the Value and mark the rating for each value. The ratings are then aggregated at the bottom of the rating column out of maximum of 25.

 

 

The ratings so obtained would be converted by the conversion formula given.

  The marks obtained out of total marks are written in the Box.

  The Part III is signed jointly by the Reporting Officer and the

Appraise.

 

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The evaluation of Values and completion of Part III for the previous appraisal year is done at the end of Performance Appraisal Year, not later than 25th March.

 

POTENTIAL APPRAISAL: Evaluation of Potential: 

Potential is a component related to “Competencies” of Part II. It seeks to achieve one of the major objectives of the Performance Appraisal System, namely evaluating the suitability of the executive to assume higher responsibilities along the hierarchy.

  In due course of time, the appraisal of ‘Potential Component’ may

be done through Assessment Centers or with the help of such other means, to make the appraisal more broad-based.

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The personality profile of each individual based on the Assessment Centre or with the help of other process can become available to the Reporting Officer to enable him to evaluate potential of the appraise with more objectivity.

 

That would also provide a more detailed prescription of ‘development’ initiatives. This would be possible once the Assessment Centers or any such other systems are institutionalized and all senior executives are covered.

  Pending institutionalization of such systems, the Reporting Officer

would objectively evaluate the potential of the assessee based on factual information observed during assessment year.

 

RATINGS ON POTENTIAL:

The following generic competencies are covered for potential evaluation of Executives:

A. Team Building:

The executive demonstrates ability to cooperate and interact with others in a team environment, is able to work collaboratively instead of competitively, is able to reorganize his own department while managing diverse and divergent views without loosing sight of the objectives. 

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B. Conceptual Ability:

The executive demonstrates the ability to understand and forecast result, sensitive to environment, able to respond to situations quickly and predict changes.

C. Strategic Vision:

The executive demonstrates the ability to build future scenarios and to handle change with a focus on long term issues.

D. Leadership Abilities:

The executive demonstrates ability for guiding and facilitating decision making for achieving goals generates enthusiasm, pride and commitment amongst all levels of the organization, setting an example for others to emulate.

The evaluation of Generic Competencies for potential Appraisal is done through discussion on a rating scale of 1 to 5. Rating 1 being lowest and rating 5 being the highest.

 

COUNTERSIGNING THE APPRAISAL:

The Appraisal of the Reporting Officer is duly countersigned by the Reviewing Officers above in the hierarchy.

 

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The Reviewing Officers in the hierarchy would go through the performance of the appraise in totality as finally brought out by the Reporting Officer inter-alia indicating details of marks scored under Performance, Competencies, Values and Potential before countersigning & offering comments if any.

  In case the first Reviewing Officer in hierarchy feels the necessity of

reviewing the appraisal written by the Reporting Officer he would have a detailed discussion with the Reporting Officer on each of the items and arrive at a fair decision accounting for the views of Reporting Officer.

Thereafter he should offer comments in the relevant column including different ratings for each of the items duly substantiated by the facts.

 

Similarly if the Second Reviewing Officer has any comments with respect to the performance and other parameters of evaluation he would duly discuss with the first Reviewing Officer and arrive at a fair decision, accounting for the views of the first Reviewing Officer.

Thereafter offer comments and ratings on the Performance of the appraise in the relevant column.

Similarly, countersigning authority who is the final authority will offer considered comments in the final appraisal by him taking into account the appraisal of the Reporting Officer and the Reviewing Officers.

The decision of the countersigning authority is final.

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The Reviewing Officer / countersigning officer while undertaking review would be guided by such factors like situations/circumstances that may have bearing on the overall performance evaluation of the appraise.

He would endeavor to have uniform approach with respect to assessments brought out by different Reporting Officers under his control.

REMOVAL OF DIFFICULTIES OF THE SYSTE M:

Implementation of Performance Management System is very sensitive and needs to be done with utmost objectivity.

Difficulties may crop up in its implementation while completing the Form.

  Any difficulty or difference that may arise between the Reporting

Officer and the Appraise in the process of implementation of the system needs to be sorted out through mandatory intervention of the immediate Reviewing Officer in the hierarchy.

PITFALLS TO BE AVOIDED:

The fact that the Performance Management System is implemented by human beings, there is likelihood of prejudice, bias and other pitfalls that may influence appraisal.

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It is important that one should be aware of the problems that can affect the validity and dependability of the Appraisal System.

HALO EFFECT:

It is the tendency to base the overall assessment of an individual on the basis of a specific trait/characteristic of the appraise.

 BIAS:

Many a times, appraisal may become invalidated because of biases carried as an appraiser.

Biases may creep in for several reasons such as social background, regional or religious backgrounds, inter-personal conflicts, dislike etc.

 INFLATION OF RATING:

It is a tendency to inflate ratings. Some appraisers may resort to this for sometime, but some are generally prone to give inflated ratings without giving regard to Performance.

 LENIENCY ERROR:

It occurs when the appraiser artificially assigns all or certain group of employee’s high performance ratings and consequently all or certain scores cluster at the top of the rating scales.

 

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STRICTNESS ERROR:

It occurs when the appraiser artificially assigns all or certain group of employees low performance ratings and consequently all or certain scores cluster at the bottom of the rating scales.

 

CENTRAL TENDENCY:

It is the tendency of the appraiser to avoid using the extremes of rating scales and to cluster the ratings around the mid point.

SPILL OVER EFFECT:

It is the tendency of the appraiser to carry in mind the past performance of the appraise in view while making evaluation on the present Performance.

 RECENCY EFFECT:

Some times the raters assign ratings on the basis of recent behavior they have seen in their appraises forgetting about past behavior over a period. This is called recency effect.

 IMPLEMENTATION OF THE SYSTEM:

Regional HR and Unit HR are responsible for implementation by communicating down the line and facilitating smooth implementation by extending logistic support, monitoring and retrieval of completed form.

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Regional Head and Project Head would facilitate implementation by monitoring progress, remove difficulties and ensure completion of appraisal report and sending to Corporate Centre by 15th of March every year.

  The primary responsibility for making available of Performance

Appraisal Form and setting the process in motion rests jointly with the Reporting Officer and the Appraise as per the time frame provided in the System.

GENERAL:

Performance Discussion:

Performance discussion is one of the important activities to be undertaken by the Reporting Officer with the Appraise. The process of discussion needs to be given utmost importance and carried out in a conducive atmosphere in order to remove any anxiety or tension in the Appraise.

The Performance Discussion calls for creating conducive atmosphere by putting the Appraise at ease and hence exclusive time and energy is to be spent on this important activity of discussion and feedback.

The Reporting Officer need to establish rapport with the Appraise by spending initially 5-10 minutes for discussion on positive aspects, accomplishments, understanding the problems faced by the appraise and actions taken by him for overcoming the same.

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The process of performance discussion is to enable the Reporting Officer to gather all possible data with the respect to performance viz. positive and negative aspects, situations which contributed to the performance etc.

Therefore, active listening is essential. The Reporting Officer would facilitate the Appraise to reflect on the performance and on related issues.

FEEDBACK:

Providing performance feedback is a delicate matter and the Reporting Officer should lead the performance discussion to create a condition for providing Performance Feedback in the best possible manner.

The feedback should be focused on the specific performance actions and not on the personality of the employee. Similarly, feedback should be a regular feature of performance review rather than reserving it for the end of the performance year. Therefore regular performance monitoring review and feedback should be carried out during each half year.

The continuous feedback based on the facts gathered during the period would provide adequate opportunity to the employee to take corrective steps during the remaining part of the performance period.

Feedback should be aimed more at improving and developing the person and should be provided with sufficient descriptive way based on data collected in a non-hurting manner.

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DEVELOPMENTAL NEEDS:

The Performance Management System is a tool to be utilized for identifying the developmental needs of the appraises. The Reporting Officer while evaluating Performance, Competencies, Values and Potential would specifically address the developmental needs in order to overcome the competency gaps in the appraise 

 

The developmental needs identified by the Reporting Officer will be shared with the Appraise and the same would be reflected by him while offering the comments in Part V.

  The Reporting Officer should suggest specific competency gaps

and developmental initiative/training and time frame for the same.

  SPECIMEN:

In order to acquaint the Appraiser and Appraise with KPAs, Measures allotment of Marks, two Specimens are enclosed as Annexure I and II.

  The KPAs, Measures, Marks allocated and Marks obtained are all

illustrative in character.

  The Appraiser and Appraise will have to evolve KPAs, Measures,

and Standards etc., based on their business plans, condition and situations, and they are to be specific to their job roles and responsibilities.

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QUESTIONNAIRE ANALYSIS:

Ques1. Please indicate the extent to which you Agree/Disagree with the following stat- ements:

A. PERFORMANCE RELATED PAY IS AN ESSENTIAL PART OF PERFORMANCE MANAGEMENT (PM):

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B. THE FOCUS OF PM SHOULD BE DEVELOPMENTAL :

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C. THE MAIN OBJECTIVE OF PM SHOULD BE TO MOTIVATE INDIVIDUALS:

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D. PM DISTRACTS PEOPLE FROM MORE IMPORTANT CORE ACTIVITIES:

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E. PM SHOULD BE DISTANCED AS FAR AS POSSIBLE FROM COMPENSATION:

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F. PM IS ABOUT INDIVIDUAL AND THEIR LONG TERM DEVELOPMENT:

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G. DOES NOT HELP TO DEVELOP CAREER ONLY BUT ALSO IMPROVE WORK PERFORMANCE:

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H. PM IS ABOUT DECIDING HOW MUCH TO PAY:

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I. PM PROVIDES A WAY OF KEEPING RECORD OF AN INDIVIDUALS PERFORMANCE AND PROGRESS:

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FINDINGS & RECOMMENDATIONS:

FINDINGS:

From the various graphs and diagrams we are able to judge a few things that employees feel about the current performance appraisal process. These findings are based on the total research process and the analysis. These findings will help to make recommendations that could be implemented to improve and increase efficiency of the system.

According to employees:

Pay is an important part of performance management. Performance management slightly distracts people from

more important core activities. They feel that Performance Management should not be distanced as

far as possible from compensation. Performance Management helps improve performance also along with

developing careers. People strongly agree that Performance Management has value for

individuals along with the organization. Performance Management motivates people. They think that annual appraisals are more effective than bi-annual

appraisals. Self-appraisal plays a very important role. The first and foremost step of Performance Management System

should be objective setting. Coaching and mentoring should be introduced in a system.

Performance management according to them includes:

Performance appraisal

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Assessment of training and developmental needs

Personal development plans

Pay based on performance ratings.

Around 90% of the employees surveyed carried out the requirements related to performance management and as a result received a pay, raise, agreed improvements to be done.

Employees at Jubilant have the authority to determine their work objectives.

Employees disagree that the most important thing about their job is the way.

They agree that hard work is recognized or rewarded in their organization.

Employees slightly disagree that the organization is committed to their training and development.

Employees agree that performance management develops their skills and potential.

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RECOMMENDATIONS:

From the survey it is found that most of the employees are satisfied with the current performance appraisal system.

Based on the findings made in the previous pages and also the findings that have been drawn during the process lead to the following recommendations.

Firstly, the management must stress upon objective setting as the first step towards performance management system.

According to the survey, the most important thing lacking in the organization is setting of objectives.

The next important thing that needs to be administered is the training programmes so as to enhance the skill sets of the employees.

Employees feel that initiative with respect to training programmes are lacking.

One of the findings is that the KRAs are not definite for a definite person and they are not being revised on a regular basis.

The organization needs to inculcate the policy of coaching and mentoring in their performance management. This helps improve an employee’s efficiency.

It has been observed that employees are unaware of the basis on which they have been rated so there should be review meetings in order to sort out this ambiguity.

Concrete action plans should be drawn for the individual’s development and a review mechanism.

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It is very important to form a review committee to chart out a career plan of the individual.

Authority with respect to determination of work objectives should be imparted to the employee to certain extent.

The present appraisal process should be made less complicated.

LIMITATIONS:

No study is free from limitations, which are caused by constraints of time, money, knowledge base and similar factors. An attempt was made to broad base the study as far as possible, however it is but naturals that this study also suffers from some limitations which are broadly mentioned below:

It was practically impossible to cover all the regions in a short span of six months. Hence time constraint was one of the limitations.

The attitude of employees regarding filling the questionnaire was a limiting factor

The availability of data was limited and I had no access to confidential files etc.

The conservative attitude of some of the employees was a limiting factor in gaining information.

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BIBLIOGRAPHY:

1. Performance Management By Michael Armstrong & Angela Baron

2. Performance Appraisal By T. V. Rao 3. www.citehr.com

4. Human Resource and Personnel Management By K. Aswathappa 5. www.dishtv.in

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