The Job Training Report

8/4/2019 The Job Training Report

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A PROJECT REPORT ON

ANALYSIS OF PERFORMANCE APPRAISAL

FINAL RESEARCH PROJECT

SUBMITTED TO:

Swami Vivekanand Institute of Management(Women)

Ramnagar Banur

in partial fulfillment for the award of degree of

MASTER OF BUSINESS ADMISTRATION

SUBMITTED BY : Vishakha

Regd. No. 80906317231

Sem. 3rd

DECLARATION


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TO

The Director,

Swami Vivekananda Institute Of Management (Women)

Banur (Punjab)

Respected Sir

I hereby declare that the training Report, which is entitled on

analysis of Performance Appraisal System, is compiled andsubmitted by me is the original frame work. I have not copied thedata from any previous report. However, my Project Guiderespected Mrs. Manjula S. Thakur helped me at various pointwhile preparing this report

VISHAKHA


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CERTIFICATE OF

COMPLETION

Is the certify that the Final Project Report entitled Analysis of Performance Appraisal Submitted Training Report of therequirement for the degree of M.B.A, affiliated to Punjab TechnicalUniversity, is work carried out by Vishakha under my supervisionand guidance.

Project Guide:

(Mrs. Manjula S. Thakur)


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ACKNOWLEDGMET

Any accomplishment requires the efforts of many people and this work is not

different. Regardless of the source, I wish to express my gratitude to those

who may have contributed to this work, even though anonymously.

I extend my sincere thanks Mr.O.P.Thapliyal for providing me this

opportunity to undergo training in Ind-Swift of Chandigarh. I have been

fortunate enough to get all the support, encouragement and guidance from

him needed to explore, think new and initiate.

I express my great thanks to Mrs.Manjula s. Thakur(Project Guide) under

whose guidance I was able to complete my project successfully. Her valuable

advice and guidance at various stages of the project will always be

cherished.

Also, I am grateful to the authorities and employee of Analysis Of

Performance Appraisal System who by giving their responses provided the

base of my research.

My final thanks go to my parent, family members, teachers who encourage

me countless time to persevere though this entire process.


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Preface

The well planned properly executed and evaluated training helps a lot in including good culture.

It provides linkage between the student and the institution in order to develop the awareness of

approach to problem solving based on broad understanding of process and mode of operation of

an organization.

This report serves the purpose of elaborating the analysis and the implementation phases of the

above-mentioned project. All the features that have been included in the final implementation

have been clearly explained to make the project easy to understand. It has been taken care that

this document elicits the system development process in a clear and well-documented manner.

In the beginning we have provided an abstract into the general features of the project. As

we proceed, well delve into more intricate details regarding the working of the project.

During our stay here we learnt how an actual project progresses, what sort of problems

actually occur during the development of such projects, how to produce quality products and so

on.


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CONTENTSCHAPTER 1

INTRODUCTION

COMPANY PROFILE1. Vission

2. Mission

3. Objective

4. Management structure

Specialization

1 H R in India

2 department of H R function

Project work

1 Problems in selection

2 Introduction of performance appraisal

3 Need to study

4 Objective of study

6 Performance appraisal in Ind-Swift

7 Research methodologies

8 Data analysis & interpretation


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9 Finding

10 Limitation of project

11 Conclusions

12 Recommendations

REVIEW OF LITERATURE


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COMPANY OVERVIEW


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IND SWIFT LTDAs the name reflects fast growing pharmaceutical company in north India.

The foundation of company is based on acquisition and retaining of global

customers.

The principle is based on optimum utilization of resources.

One of the leading research driven pharmaceutical group of India having

presence across 45 countries of the globe with two listed entities Ind-Swift

limited (manufactures of finished dosages) and Ind Swift laboratories

limited and Ind swift pharmaceutical ltd.

A long committed journey started with a small step in 1983. Slowly,

steadily and assuredly, ind swift created a place (for ourselves) under

the sun. Ind shift grew as it marched, ind swift defined and redefined its

goals and refined knowledge of the pharmaceutical manufacturing.

Today are poised decisively to grow abundantly, to translate our vision

and dream. Today Ind-swift is recognized as a vitally pulsing new forte in

the pharmaceutical world.


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Ind swift liken its multifarious activities to the playing massive symphony

orchestra. Spearheading, conducting, welding the baton is its chairman, Dr.

Gopal Munjal ; sticking to the transcribed score, of the cadences, pauses,

tumbles and percussion, improving every day to create a masterpiece that

speaks of titanic strength. Each member of ind swift is a player in that

symphonic poem. A perfect coordination leading to a flawless and rapturous

rendition and performance. This supportive teamwork, highest quality of

produce and dedication to task has taken Ind swift are poised for a proper

lebensraum. Poised to reach INR 1000 crores in year 2007 as envisaged.

Incorporated in 1986, Ind swift limited is the flagship company of India

based Ind-swift group. Ind-swift has emerged as a key contender in the

domestic pharmaceutical market. To meet ever growing market demands,

the company continuously updated and modernized its manufacturing

facilities, and ind swift gathered stiff competition to cement its place in the

competitive Indian market.


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At present, ind-swifts multipurpose ; multi location manufacturing set up is

spread across the north Indian states. The company has facilities to

manufacturing various dosage forms including oral solutions and

suspensions, dry syrups and hard gelatin capsules (general and beta

lactam), tablets (general, coated, sustained release and effervescent

forms ),dermatological comprising of creams , ointments and gels , eye and

ear drops and injectables(ampoules and vials).

Ind-swift enjoys contemporary, Manufacturing Facilities which are in line with

the highest international regulatory standards. The company has geared up

its activities towards formulation (finished dosage forms) exports, both in

regulated as well as non regulated markets. In the first phase, non

regulated markets were selected. Product registration process is already

complete for CIS, SAARAC, Middle East and Southeast Asian countries.

To capitalize on the future opportunities, the company has set up a

manufacturing facility [comprising of all the sections], conforming to US

FDA,MCA TGA standards. This facility will be utilized for contract as ind

swift as companys own manufacturing, for the purpose of export to

regulated markets. The existing manufacturing facilities as per WHO GMP

standards will take care of the domestic market needs.


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Today indswift command the research and development spawning facilities

offered by state of art drug formulation, chemical research and analytical

development center; equipped with latest equipments needed for

combinational synthesis, ultramodern HPLC&GC system etc. Our facility is

recognized by the ministry of science and technology, Government of India.

A well knit team committed, enthused and brilliant scientists drawn from

different streams, pursuing interesting, commercially alluring pharmaceutical

leads for ind swift. A comprehensive and flexible pilot plant is there to

translate our hunches and insights into money spinners.

Ind swift are high on researching such AUERVEDIC medicinal plants which

show a promise in treating chronic ailments and life style disorder.

All these developments have allowed us to successfully market our finished

formulations, generics in incremental amounts, both nationally and

internationally.

The company markets formulations, through its different divisions, focusing

on the needs of various therapeutic segments, which include Cardiology,

Diabetology, Pediatrics, Gynecology, Surgery, Orthopedics, Ophthalmology,

Neuropsychiatry, Anesthesiology. Formulations (finished dosage forms) are


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marketed through Ethical division, super specially division and bio sciences

division. A talented team of research scientists, formulation experts, clinical

development and regulatory affairs professionals support the companys

marketing efforts across the company.

Infrastructure of ISLL manpower -100 scientists including 25 PhDs . chemical

research labs (4). Analytical research lab(instruct) (3).A small kilo lab(1). Wet

analysis lab (1) stability studies lab (1) special equipment lab (1) Office for

regulatory department office of the IPR cell. Office for purchase and

administration Library Conference room.

VISSION

Vision involves -

Concentrating on increase in export in order

To contribute 25% of revenue.


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Emphasizing on CRAMS i.e.(contract research and

manufacturing Services) which would

contribute30%

profit

Gaining necessary profits and revenues through

acquisition In the market

MISSON

Wining global Customers through

Innovative quality


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Pharmaceutical Product

OBJECTIVE OF THECOMPANY

Focused on developing

pharmaceutical product with


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specialized product portfolio

covering high growth therapeutic

index and developing innovative patient complain drug delivery

system

Other objective of company

To be responsible towards environment

safety and health

To nurture good partnership with customer


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To provide helpful and healthy organization

climate

To treat all the employees equal.

ACHIEVEMENTS

Our R&D centre is recognized by the Government of Indias Ministry of

Science & Technology

Taste masking (coated granulation) technology in macrolides,

especially in clarithromycin ,azithromycin and roxithromycin.

A grant of us patientfor development of non infringing process for

clarithromycin dispersible tablets and clarithromycin- once a day , a


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controlled release formulation completely developed in- house at its

R & D centre.

Developing of different nitazoxanide dosage forms.

Developing of fexofenadine(latest antiallergic) disprrsible tablets and

ready to file patient for the same.

Sustained release form of isoxsuprine HCL .

Mouth dissolving tablet of betamethasone.

Development of tablets in tablet technology.

3 patents for API s for non infringing process filed.

A new saperate wing in harbel extract.


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NDDS products developed by the company

Product Therapeutic

segment

Clarie DT (dispersible tablets) Macrolide

Clarie OD Macrolide

ClarieSR(sustained release) Macrolide

ExcefDT(dispersible tablet) Antibiotic

Suprox SR(sustain release) Vasodilator

Fexidine kid tablet Anti histamine

Netazox DT(Dispersible Tablet) Anti diarrhea

Agile SR Tab (Sustained Release) Anti inflammatory

Askil tablet (mouth dissolving) Anti inflammatory

Roxy Kid Tab Macrolide

Montelukast chewable tablet Anti asthmatic


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Specialization

DIMENSIONS OF HUMANRESOURCE


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MANAGEMENT

PERFORMANCE

APPRAISAL

PERSONAL

ASPECT

WELFARE ASPECT INDUSTERIAL

RELATION ASOECT

PERSONAL ASPECT

Recruitment, selection, placement, training, appraisal, compensation,

productivity

WELFARE ASPECT

Working conditions amenities, facility, benefits.

INDUESTRIAL RELATION ASPECT

Union management relationship, disputes settlement, grievance handling,

discipline collective bargaining


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HUMANRESOURCE

FUNCTION

MAIN FUNCTION OF HUMAN RESOURCE

MANAGEMENT.


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STAFFING

Both the job description and the job specification are used tool for staffing

process. The first of seven HR functions to be discussed. Someone (e.g., a

department manager) or some event (e.g., an employees leaving) within the

organization usually determines a need to hire a new employee. In large

organization, an employee requisition must be submitted to hr department

that specifies the job title, the department and the date employee is needed.

From there , the job description can be referenced for specific job related

qualifications to provide more detail when advertising the position either

internally , externally, or both (Monday and Noe,1996).

Not only must the HR department attract qualified applicants through job

postings or other forms of advertising, but it also assists in screening

candidates resumes and bringing those with the proper qualification in for

an interview. The final say in selecting the candidate will probably be the line

manager assuming all the Equal Employment Opportunity Commission

(EEOC) requirements are met. Other ongoing staffing responsibilities involve

planning for new or changing positions and reviewing current job analyses

and job descriptions to make sure they accurately reflect the current

position.

PERFOMANCE APPRAISAL


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Once a talented individual is brought in to an organization, another

function of HRM comes in to play-creating an environment that will motivate

and reward performance. One way to asses performance is through a formal

review on a periodic basis, generally annually, know as performance

appraisal. Because line managers are in daily contact with the employees

and can best measure performance, they are usually the ones who conduct

the appraisals. Other evaluators of the employees performance can include

subordinates, peers, group and self or a combination of one or more.

Just as there can be different performance evaluators, depending on the job,

several appraisal systems can be used. Some of the popular appraisal

method include(1) ranking of all employees in a group(2) using rating scale

to define above-average, average and below average performance(3)

recording favorable performance, know as critical incidents(4)managing by

objectives

Cherrington (1995) illustrate how performance appraisals serve several

purposes including (1) guiding human resource action such as hiring , firing

and promoting,(2)rewarding employees through bonuses, promotion and so

on (3)providing feedback and loading areas of improvement(4) identifying

training and development need in order to improve the individuals

performance on the job(5)providing job related data useful in human

resource planning.

COMPENSATION AND BENEFIT


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Compensation (payment in the form of hourly wages or annual salaries ) and

benefits (insurance, pensions, vacation, modified sick days, stock options,

etc.) can be catch 22 because an employees performance can be influenced

by compensation and benefits, and vice versa. In the idle situation,

employees feel they are paid what they are worth, are rewarded with

sufficient benefits, and receiving some satisfaction (good work environment,

interesting work, etc.). Compensation should be legal and ethical, adequate,

motivating, fair and cost effective, and able to provide employment security

(Cherrington, 1995).

TRAINING AND DEVELOPMENT

Performance appraisals not only assist in determining compensation and

benefits, but they are also instrumental in identifying ways to help

individuals improve their current position and prepare for future

opportunities. As the structure of organization continues to change through

or expansion the need for training and development programs continues to

grow. Improving or obtaining new skills is part another area of HRM, known

as training and development.

Training focuses on learning the skills, knowledge and attitude to require to

initially perform a job or task or to improve upon the performance of current

job or task, while development activities are not job related, but concentrate

on broadening the employees horizons. Education, which focuses on


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learning new skills, knowledge and attitudes to be use n future work, also

deserve mentions(Nadler and Wiggs, 1986).

Because the focuses is on the current job, only training and development

will be discussed. Training can be used in a variety of ways, including (1)

orienting and informing employees,(2) developing desired skills (3)

preventing accident through safety training, (4) supplying professional and

technical education, and (5) providing training and executive education.

Each of the training method mentioned has benefits to individual as ind

swift will as to organization. Some of the benefits are reducing the learning

time for new hires, teaching employees how to use new or update

technology, decreasing the number and cost of accident because employees

know how to operate a machine properly , providing better customer

services, improving quality and quantity of productivity, and obtaining

management involvement in the training process(Cherrington,1995). When

manager go through the training, they are showing others that they are

taking the goals of training seriously and are committed to the importance of

human resource development.

Training focuses on the current job, while development concentrate on

providing activities to help employee expand their current knowledge and to

allow for growth. Types of development opportunities include mentoring,

career counseling, management and supervisory development, and training



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EMPLOYEE AND LABOUR RELATION

Just as human resource developers make sure employees have proper

training, there groups of employees organized as union to address and

resolve employment related issues. Union have been around since the time

of the American Revolution (Mondy and noe, 1996). Those who join unions

usually do so for one or both of two reasons- to increase wage and/or to

eliminate condition. Some of the out comes of the union involvement include

better medical plans, extended vacation time, and increased wages

(Cherrington,1995).

Today , unions remain a controversial topic. Under the provision of the Taft-

Hartley Act, the closed shop arrangement states employees(outside the

construction industry) are not required to join a union when they are hired.

Union-shop arrangements permit employers to hire non-union workers

contingent upon their joining the union once they are hired. The Taft-Hartley

Act gives employers the right to file the complaints against the union and to

express their views concerning unions (Cherrington, 1995).

Not only do HR managers deal with union organization, but they are also

responsible for resolving issues-namely, the contract. The contract defines

employment related issues such as compensation and benefits, working

condition job security, discipline procedures, individuals rights , management

rights, and contract length. Collective bargaining involves management he


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union trying to resolve any issues peacefully-before the union finds it

necessary to strike or management decides ti institute a(Cherrington, 1995)

SAFETY AND HEALTH

Not only must an organization see to it that employees rights are not

violated, but it must also provide a safe and healthy working environment.

Mody and Noe(1996)define safety as protecting employees from injuries

caused by work-related accident and the health as keeping employees

free from physical or emotional illness. In order to prevent injury or illness,

the Occupational Safety and Health Administration (OSHA) was created in

1970. Through workplace inspection, citations and penalties, and on-site

consultations, OSHA seeks to enhance safety and health and to decrease

accident, which lead to decrease productivity and increased operating costs


Human resource

function

Description

Human resource

provisioning

This includes human resource planning ,

recruitment, election, placement, transfer,

promotions, & dismissals


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Training & development This include induction , training , management

development, and career planningHuman resource

utilization

This includes performance appraisal , productivity,

and motivationIndustrial welfare This include safety health, welfare services,

housing recreation and adviceOrganizational

Development

This include organizational structure, job design,

and organizational personnel planningIndustrial Relation This include communication, negotiation,

consultation, agreement, grievances and

disciplinary proceduresRemuneration This includes job analysis, job evaluation, salary

and wage structuring, fringe benefit scheme, and

incentive systemsAdministration This includes personal records, statistics about

personnel, and information processingResearch This include analysis of information , system

development, investigations, surveys, and applied

personnel researchManagement This include the planning, organizing, directing

and controlling the personnel function, and

coordination with other functions


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PROJECT

WORK


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Problem selection

I have selected performance appraisal as my topic for project work

To know that what is the best method to assess the work of employees

To know the problem faced by employees in relations to job


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To know the level of satisfaction of the employees

INTRODUCTION

OF


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PERFORMANCE

Appraisal

Performance appraisal

The history of performance appraisal is quite brief. Its roots in the early

20 th century can be traced to taylors pioneering Time and Motion studies.

But this is not very helpful, for the same may be said about almost

everything in the field of modern human resources management. As a

distinct and formal management procedure used in the evaluation of work

performance, appraisal really dates from the time of time of second World

War-not more than 60 years ago. Yet in a broader sense, the practice of

appraisal is a very ancient art. In the scale of things historical it might lay

claim to being the world second oldest profession. A basic human

tendency to make judgements about one is working with as about oneself.

Appraisal, it seems is both inevitable and universal. In the absence of a

carefully structured system of appraisal, people will tend to judge the

work performance of others including subordinate, naturally, informally

and arbitrarily. The human inclination to judge can create serious


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motivational, ethical and legal problems in the work place. Without a

structured appraisal system , there is a little chance of ensuring that the

judgements made will be lawful ,fair, defensible, and accurate.

Performance appraisal system began as simple methods of income

justification. That is, appraisal was used to decide wheather or not the

salary or wage of an individual employee was justified. The process was

firmly linked to material outcomes. If an employees performance as

found to be less than ideal, a cut in pay would follow. On the other hand,

if there was better than the supervisor expected, a pay rise was in order.

Little consideration, if any ,was given to the developmental possibilities of

appraisal. If was felt that a cut in pay, or a rise, should provide the only

required impetus for an employee to either improve or continue to

perform well. Sometimes this basic system succeeded in getting the

results that was intended, but more often than not. It failed. For example,

early motivational researcher were aware that different people with

roughly equal work abilities could be paid the same amount of money and

yet have quite different levels of motivation and performance. Pay rates

were important yes but they were not the only element that held an

impact on employee performance .It was found that other issues, such as

morale and self-esteem, could also have a major influence. As a result,

the traditional emphasis on reward outcomes was progressively rejected.

In the 1950s in the United States, the potential usefulness of appraisal as

tool motivation and development was gradually recognized. The general


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model of performance appraisal, as it is known today, began from that

time.

Modern Appraisal performance appraisal may be defined as a structured

formal interaction between a subordinate and supervisor, that usually

takes the form of a periodic interview (annual or semi- annual), in which

the work performance of the subordinate is examined and discussed, with

a view to identifying weaknesses or strengths as well as opportunities for

improvement and skills development. In many organizations- but not all

appraisal results are used, either directly or indirectly, to help determine

reward outcomes. That is, the appraisal result are used to identify the

better performing employees who should get the majority of available

merit pay increases, bonuses, and promotions. By the same token,

appraisal results are used to identify the poorer performers who may

require some form of counseling, or in extreme cases, demotion dismissalor decrease in pay.(Organization need to be aware of laws in their country

that might restrict their capacity to dismiss employees or decrease pay).

Weather this is an appropriate use of performance appraisal-the

assignment and justification of rewards and penalties- is a very uncertain

and contentious matter.


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Objective of study

To measure the satisfaction level of the employees after appraisal.

To choose the effective method of appraisal.


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To diagnose the strength and weaknesses of the individuals so as to

identify the training and development needs of future.

To provide feedback to the employees regarding their past

performance.

Provide clarity of the expectation and responsibilities of the functions

to be performed by the employee.

NEEDS OF STUDY

Performance Appraisal is an objective system to judge the ability of an

individual employee to perform his task. A good performance appraisal


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system should focus on the individual and his development, besides helping

him to achieve the desired performance. This means that while the results

are important the organization should also examine and prepare its human

capital to achieve this result. This holds true even for new inductees.

There is strong linkage between induction, training and appraisal. In large

number of firm worldwide, a new recruit is expected to discuss his schedule

work in achieving his induction objective. This schedule of work becomes a

part of his job for the next few months.

Need To The Employee

To help improve current performance of employees.

To asses or identify development needs of employees.

To asses future potentials of workers for promotional and

advancement.

To counsel employees on career prospects and opportunities.

To give feedback on their performance i.e, identifying the strength or

weakness of an employee.

To rate the employee performance for salary review purposes.

To evaluate present supply of human resources for replacement and

planning purpose.


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To motivate and reduce employee turns-over.

To reduce and eliminate frustration form not knowing where is start in

the organization .

Need To The Organization

Improve organization development by exposing efficient, average and

inefficient staff and recommending appropriate training programmes

or incentives for them.

Reduce losses resulting from ineffective performance, gross negligence

and withful misconduct.

Improve overall productivity following more effective uses of

personnel;


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Provides necessary information/data for manpower planning and

personnel decision like promotion, transfers, pay increases,

retracement, redundancy.

Reduce labour turn-over and motivate the work force


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Scope of study Provide information to assist in the HR decision like promotions,

transfers etc.

Provide clarity of expectations and responsibilities of the function to be

performed by employees.

To judge the effectiveness of other human resources

To help the HR personnel to chose the best appraisal system


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To help the organization for providing basis for fixing wages, salaries

and increase in pay scale.

METHODS OF

PERFOMANCE

APPRAISAL

In ind-swift limited

SELF APPRAISAL: FOR EXECUTIVE &

ABOVE


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PERIOD: YEAR-

NAME:

DEPT:

DESIGA NATION:

QUALIFICATION:

DATE OF JOINING:

TOTAL EXPERIENCE:

A: EVALUATE OF PRIMARY JOB

SR

.N

O.

TASK

COMPLETI

ON

CRITERA

RESULT

ACHIEVED

APPRAISE

R

REMARKS

& RATING

REVIEWE

R

REMARKS

& RATINGA B C D E F


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B: SPECIAL/NON-ROUTINE ASSIGNMENTS

A B C D E F

APPRAISEE TO FILL IN COLUMNS A,B,C&D ONLY

C: FACTORS WHICH INFLUENCED EMPLOYEES PERFORMANCE(BOTH

POSITIVELY & NEGATIVELY)

FACTOR

S

WHAT YOU

INTEND TO

WHAT SUPPORT

YOU NEED FROM

THE

ORGANISATION

APPRAISERS

COMMENTS


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1. Are there any major contribution made by you during the

period, in your role or outside it?

2. How do you plan to improve your performance, develop

yourself during the coming year?

3. Do you desire the job rotation? Please specify area/function?


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4. Please specify if you would like to undergo training in any

area/function?

Apprisees Appraisers

Reviewers

Signature Signature & date

Singnatuer&Date

Doc.No.:HRD/F/20(01)


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Eff.Date:10 th March 200-

IND SWIFT LIMITED

PROBATIONERS CONFERMATION APPRAISAL

(FOR EXICUTIVE & STAFF)

Name:

Designation:

Department:

Location:

D.O.J

D.O.C

Gross:

Total work exp;

Basic:

Experience in Present Job:

H.R.A:

C.A:

APPRAISAL

FACTOR

MARKINGS

Work Knowledge Need Lot of

Direction

General

Direction

Good

Knowledge

Excellent

Knowledge


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Kind of Work Not Good Below Level Good Excellent

Personality Not Good Not Good Very Good Excellent

Attitude Bad Satisfactory Seldom

Cooperativ

e

Cooperative

Communication Not Good Not Good Very Good Excellent

Remarks/Recommendation by the Appraiser:

Please marks any one of the following recommendations:

1. Confirmation: Yes/No

2. Termination:

3. Extension of Probation: Yes/No

Name of the Appraiser:

Designation:

Signature of Appraiser:

Date


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Remarks of Corporate HR Head:

Signatuer of Corporate HR Head:

Date:

Date:

ORDER OF THE CORPORATE HR HEAD, REMARKS IF ANY

Above appraisal approve for :

a) Confirmation & Promotion as

b) Confirmation as

c) Probation as

d) Total Increment of Rs.:


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Signature of HR HEAD (Corporate); ..

Date:

For HRD use:

Confirmation/Increment

Letter issued on: .

Next review due on:

..

Doc. No.: HRD/F/19(00)

IND-SWIFT LIMITED

PERFORMANCE APPRAISAL-YEAR

NAME PERIOD UNDER

REVIEW.

DEPTT DESIGNATION

..

GRADE SALARY

BASIC .


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HRA

.

QUALIFICATION C.A.

.

DATE OF APPRAISAL .. C.E.A

TOTA

L ..

DATE OD JOINING ....... EXPERIENCE

..

PERFORMANCE RATING

The following performance rating to be applied while following Rating chart

Rating is on 4 points scale as below:

EXCELLENT A GOOD CVERY GOOD B SATISFACTORY D

Personality & potential (By the Appraiser)

PARTICULAR

S

APPRAISER

COMENTS RATING

REVIEWER

A : KNOWLEDGE

1) Assigned Job

(Theoretical)


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2) Assigned Job

(Practical)3) Ancillary to Job

4) Professional

Development

B : WORKING PROCESS

1) Planning2) Organizing3) Leadership4) Team work5) Delegation6) Development of

Subordinates7) Time

managementC: BEHAVIORAL

1) Initiative2) Dependability3) Maturity4) Ambition5) Stable under

pressure6) Human relation

D : PERSONALITY PROFILE

1) Honesty &

intergrity2) Punctuality3) Company culture

& philosophy4) Communication5) Appearance6) Interest & hobbies


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7) MannersE: POTENTIAL

1) Trainable2) Perspective

3) LeadershipF: DEVELOPMENT & GROWTH PLAN ( CONFIDENTIAL)

1) Achievements of the year :

2) Training programs attended during the period

..

3) Area of improvements :

.

4) Training needs

..

5) Growth potential

.

Capable of handling additional responsibility (specify details and time frame)

Promotable (specify position & time frame)


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Feedback : Has the appraisal been discussed with appraise and feedback

given, please briefly indicate the appraises comments/ reaction.

.

FINAL REMARKS OVERALL

PERFORMANCE

A B C D

APPRAISER

REVIEWERS

SIGNATURE OF APPRAISER & DATE

SIGNATURE OF REVIEWERS & DATE

Remarks & Signature of Location HR/Personnel Head:

Date :

ORDER OF THE CORPORATE HR HEAD , REMARKS IF ANY :

LAST INCRIMENT AMT:

Above appraisal is approved for :


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a) Promotion as

b) Total increment of Rs.

Approval of head H.R

Date :

Traditional Method of Performance

appraisal


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ESSAY APPRAISAL METHOD

The traditional form of appraisal, also known

as Free From Method involves a description of performance of an

employee by his superior. The description is an evaluation of the

performance of any individuals based on the facts and often includes

example and evidences to support the information. A major drawback

of the method is inseparability of the bias of the evaluator.

STRAIGHT RANKING METHOD

This is one of the oldest and simplest

techniques of performance appraisal. In this method, the appraiser ranks

the employee from the best to poorest on the basis of their overall

performance. It is a quite useful for comparative evaluation.

PAIRED COMPARISON

A technique of comparison than the straight

ranking method. This method compares each employee with all other in

the group, one at a time. After all comparison on the basis of overall

comparisons, the employees are given final rankings .


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In this method employee quality and quantity of work

is assessed in a graphic scale indicating different degree of particular

trait. The factor taken in to consideration include both the personal

characteristics and characteristics related to the on job performance

of the employees. For example a trait like Job Knowledge may be

judged on the range of average, above average, outstanding or

unsatisfactory.

FORCE DISTRIBUTION

To eliminate the element of bias from the rater rating, the

evaluator is asked to distribute the employees in some fixed categories

of rating like on a normal distribution curve. The rater chooses the

appropriate fit for the categories on his own discretion.

MODERN METHOD

ASSESSMENT CENTERS

An assessment center typically involves the use of

methods like social employees are given an assignments similar to job

they would be expected to perform if promoted. The trained evaluator

observe and evaluate employee as they perform the assigned jobs and


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are evaluate on job related characteristic. The major competence that

are judged in assessment centers are interpersonal skills, intellectual

capability, planning and organizing capabilities, motivation, career

orientation etc. assessment centers are also an effective way to

determining the training and development needs of the targeted

employees.

BEHAVIORALLY ANCHORED RATING SCALES

Behaviorally Anchored Rating Scales(BARS) is

relatively new technique which combines the graphic rating scale and

critical incidents method. It consists of predetermined critical area of

job performance or sets of behavioral statements describing important

job performance qualities as good or bad (for e.g. the qualities like

inter-personal relationships, adaptability and reliability, job knowledgeetc). These statements are developed from critical incidents.

In this method, an employees actual job behavior is judged against

the desired behavior by recording and comparing the behavior with

BARS. Developing and practicing BARS requires expert knowledge.


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HUMAN RESOURCE ACCOUNTING METHOD

Human resources are valuable assets for every

organization. Human resource accounting method tries to find the

relative worth of these assets in the term of money. In this method of

the employees is judged in terms of cost and contribution of the

employees. The cost of employees include all the expenses incurred

on them like their compensation ,recruitment and selection costs,

induction and training cost etc where as their contribution includes the

total value added (in monetary terms). The difference between the

cost and the contribution will be the performance of the employees.

Ideally, the contribution of the employees should be greater than the

cost incurred on them.

360 DEGREE APPRAISAL

360 degree feedback, also known as multi-rater

feedback, is the most comprehensive appraisal where the feedback

about the employees, performance comes from all the sources that

come in contact with the employee on his job.360 degree respondents

for an employee can be his peers, managers(i.e.

superior),subordinates ,team members ,customers, suppliers/vendors-


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anyone who comes into contact with the employee and can provide

valuable insights and information or feedback regarding the on-the-

job performance of the employee.

360 DEGREE APPRAISAL HAS FOUR INTEGRAL COMPONENTS

1. Self appraisal

2. Superiors appraisal

3,. Subordinates appraisal

4. Peer appraisal

Self appraisal gives a chance to look at his/her strengths and

weaknesses, his achievements, and judge his own performance.

Superiors appraisal forms the traditional part of the 360 degree

appraisal where the employees responsibilities and

actual performance is rated by the superior.

Subordinates appraisal gives a chance to judge the employee on the

parameters like communication and motivating abilities, superiors ability to


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delegate the work, leadership qualities etc. Also known as internal customers

, the correct feedback given by peers can help to find employees abilities to

work in a team ,co-operation and sensitivity toward others.

MANAGEMENT BY OBJECTIVES (MBO)

The concept of Management by objectives (MBO) was

first given by Peter Ducker in 1954. It can be defined as a process

whereby the employees and the superior come together to identify

common goals, the employees set their goals to be achieved , the

standard to be taken as the criteria for measurement of their

performance and contribution and deciding the course of action to be

followed. The essence of MBO is participative goal setting, choosing

course of action and decision

making. An important part of MBO is the measurement and the

comparison of the employees actual performance with the standard

set .Ideally, when employees themselves have been involved with the

goal setting and the choosing the course of action to be followed by

them, they are likely to fulfill their responsibilities.

UNIQUE FEATURES AND ADVANTAGES OF MBO

The principle behind Management By

Objectives (MBO) is to create and empowered employees who have

clarity of the roles and responsibilities expected from them,


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understand their objectives to be achieved and thus help in the

achievement of organizational as well as personal goals.

Some of the important features and advantages of MBO are:-

1. Clarity of goals- With MBO came the concept of SMART goals i.e.

goals that are:

Specific measurable

Achievable

Realistic, and

Time bound.

The goals thus set are clear , motivating and there is a linkage

between ind swiften organizational goal and performance targets of

employees. (2). The focus is on future rather than on past. Goals and

standards are set for the performance for the future with periodic reviews

and feedback. (3) Motivation- Involving employees in the whole process of

goal setting and increasing employee empowerment increases employee job

satisfaction and commitment. (4) Better communication and coordination.


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How to conduct performance

appraisal

The five key element of performance appraisal are:

Measurement assessing performance against agreed targets and

objectives.

Feedback providing information to individual on their performance and

progress.

Positive reinforcement emphasizing what has been done well and

making only constructive criticism about what might be improved.

Exchange the views a frank exchange of views about what has

happened, how appraises can improve their performance, the supports they

need from their managers to achieve this and their aspiration for their future

career.

Agreement jointly coming to an understanding by all parties about what

needs to be done to improve performance generally and overcome any

issues raised in the course of the discussion.

There is no one right way to conduct an appraisal. Some company develop

an appraisal form with space of appraisers to rate appraises on aspect of

their work such as their contribution to the team, role development,


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effectiveness, etc. the approaches depend on the nature of the business and

the people involved. However as a minimum it is helpful to have a form to

collect consistent information on the appraisal. This may be in the form of a

free dialogue from appraiser with opportunity for appraises to reply and

comment.

As general rule it is helpful to have some information on the

following:

Objectives weather they were achieved and if not the reason why.

Competence whether individuals are performance below, with in or above

the requirement of the role.

Training what training the individual has received in the review period and

what training and development they would like to receive in the future.

Actions a note of any actions that need to be carried out the individual or

appraiser.

There is the view that the content of appraisal discussions should be

confidential to the individuals and the appraiser. But increasing pressure to

provide information to assess the contribution of the people to organizational


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value makes it desirable that performance data be recorded and stored in

such a way that it can be used to feel in to indicators of human capital value

Increasingly organization is putting more emphasis on the kind of behavior

they want their employees to exhibit. Behaviors, particularly management

behavior, has been identify as significant source of value.

Preparing for the meeting

Both parties should prepare for the meeting beforehand if a successful

outcome is to be delivered. The person conducting the meeting or the

appraiser should:

Considered how well individual have performed since the last meeting .

Considered to what extent any agreed development plans from the last

meeting have been implemented.

Think about the feedback to be given at the meeting and the evidence

that will used to support it.

Review the factor that has been affected performance both those

within and outsides the individuals control.


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Consider the point for discussion n the possible action that can be

taken by both parties to develop or improve performance.

Consider possible direction the individuals career might take.

Consider possible objectives for the next review period.

The individual or appraise should consider the following points:

What they have achieved during the review period, with example and

evidence

Any example of objectives not achieved with explanations.

What they most enjoy about the job and how they might want to

develop the role.

Any aspects of the work in which improvement is required and how this

might be achieved.

Their learning and development needs with argument to support their

case for specific training.

What level of support and guidance they require from their manager.

Their aspiration for the future both in the current role in possible future

roles.

Objective for next few periods.


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Self -assessment

In some instances it may be helpful to guide appraises through a self-

assessment process encouraging them to assess and analyse their own

performance as the basis for discussion and action. This can improve the

quality of the appraisal discussion because individuals feel actively involved

in the process and is encourages them to work through the points above

beforehand. This can be particularly useful with more junior staff or those not

used to appraisals.

However, self assessment can only work if individuals have clear targets and

standards against which to assess themselves. It can also be effective in

climate of trust where individuals believe their appraisers will not take

advantages of an open self-assessment

What a good appraisal looks like

A good constructive appraisal meeting is one in which:

Appraises do most of the talking

Appraisers listen actively to what they say

There is a scope for reflection and analysis

Performance is analysed not personality


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The whole period is reviewed and not just recent or isolated events

Achievement is recognized and reinforced

Ends positively with agreed action plans.

A bad appraisal meeting:

Focuses on a catalogue of failures and omissions

Is control by appraiser

Ends with disagreement between appraiser and appraise.

Appraisal skills

All managers expected to carry out performance appraisal should have some

training. Ideally this should not be just be on the skills of performance

appraisal- the how to do it, but also on the reasons for performance

appraisal the why we do it. Managers should understand how it fits in to the

wider strategic process of performance management and how the


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information and data generated contributes to understanding of the capacity

of the human capital of the organization to contribution to business strategy

and value.

The basic requirement is that appraisers have the skills to carry out an

effective appraisal as described above. This mean they ask right questions,

listen actively and provide feedback.

Asking the right questions

The two main issues are to ensure that appraisers ask open and probing

questions. Open questions are general rather than specific; they enable

people to decide how they should be answered and encourage them to talk

freely, Example include:

How do you feel things have been going?

How do you see the job developing?

How do you feel about that?

Tell me, why do you think that happened?


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Probing questions dig deeper for more specific information on what

happened or shy.

They can should support for the individuals answer and encourage them to

provide more information about their feelings and attitudes and they can

also be used to reflect back to the individual and check information. Example

would be:

Thats very interesting. Tell me more about.?

To what extent do you think that.........?

Have I got the right impression? Do you mean that.?

Listening

Good listener:

Concentrate on the speakers and are aware of behavior, body

language and nuances that supplement what is being said.


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Respond quickly when necessary but dont interrupt.

Ask relevant questions to clarify meaning.

Comment on points to demonstrate understanding but keep them

short and do not inhibit the flow of the speaker.

Giving feedback

Feedback should be based on facts not subjective opinion and should

always be backed up with evidence and examples. The aim of

feedback should be to promote the understanding of the individual so

that they are aware of the impact of their actions and behavior. It may

require corrective action where the feedback indicates that something

has gone wrong. However, wherever possible feedback should be used

positively to reinforce the good and identify opportunities for the

further action. Giving feedback is a skill and those with no training

should be discouraged from the giving feedback.


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Feedback will work best when the following conditions are met :

Feedback is built in with individuals being given access to readily

available information on their performance and progress.

Feedback is related to actual events, observed behavior s oractions.

Feedback describes events without judging them.

Feedback is accompanies by questions soliciting the individuals

opinion why certain things happened.

People are encouraged to come to their own conclusions about

what happened and why.


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Performance appraisal system

Objectives

Performance appraisal is a continuous process of evaluating

performance. The specific objective of the system is:-

a. To assess the employees performance are assessed the

present system.

b. To assess the potential areas for the development in the

employees and identify specific training needs to realize the

assessed potential.

Coverage

The following categories of the employees are assessed under

the present system.


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1. Staff and manager (specific formats for the manager )

2. Employees at other branch offices & factories.

Note:-

Appraisals for field staff are handled by the head/marketing

department.

Workers and staff at the factory are appraised by the

department head at branch

Heads of departments reporting directly to the MD/Director

are appraised by the MD/Director.

Details of the system

CATEGORY WHO APPRAISES WHO APPROVES

Peons Immediate Senior Dept. Head

Staff Do Do

Probationers Concerned Sr. Manager Dept. Head

Manager Concerned Sr. Mgr Dept. Head/ MD

Sr. Managers Dept. Head MD


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ACTIVITY FLOW

1. One and half months prior to the appraisal time, i.e. January the

personal departments send appraisal forms to the respective

departmental heads , after filling in the base data of the employee.

2. Forms are forwarded by the heads to the respective appraisers.

3. At the discussion between the appraiser and appraisee the

performance of the appraisee, the areas of the improvement, his

strengths and weaknesses are discussed , the appraisal form is filled

and the signature of the appraise is obtained on the same.

4. The appraiser makes the recommendations and writes down his

remarks on the same to be forwarded to departmental heads by 01

December or one month before appraisal in due.

5. The form is completed by the departmental head approving the same

along with his comments.

6. Filled in forms are then sent back to the Personnel Department by 10

December or Within ten days after receiving the same form.

7. The recommendations made in the annual appraisal are tabulated and

presented to the increment Committee by the personnel department

By 20 December.


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8. The finalization arrived at by the Increment committee are

implemented on communication , by the Personnel Department by 30

December.

THE INCREMENT COMMITTEE

The Increment Committee discusses and approves the reward

recommended.

This committee whose decision is final consists of:

a. The CM/MD/ Executive Director.

b. Heads of Departments

c. Manager Personnel

APPRAISAL OF NEW EMPLOYEES

a. All categories of employees will be on probation for a period

of six months from the date of joining .The period of

probation could be extended by minimum of three months

in case of unsatisfactory performance and the same can be


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further extended for a period of another 3 months

depending by the report by their head of department.

b. On completion of probation period , a decision on

confirmation or otherwise shall be taken depending on the

appraisals filled in during this period.

c. A new employee becomes eligible for his first annual

increment on completion of one years service with the

Company.

d. The review for the first annual increment , shall however be

done in January. The increment shall have retrospective

effective exactly after completion of one year, as the case

may be.

Instructions

This form is designed to help you to make a thorogh .

objectives and factual appraisal of the people under your

supervision. Such appraisals carried out in semantic fashion

will help you in making more effective use of your personal

and in motivating then to help themselves and improvetheir performance.

Please assess only on performance under review period .

a. Evaluation of primary job.


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This section reviews on the dimensions of routine job description.

b. Evaluation of special /non-routine assignments.

This section reviews any extra ordinary contribution over and above

which is expected from the employee in his lob.

c. Evaluations of performance influence/enhancing factors.

d. Evaluation of personality and potential.

e. Development & growth plan.

Sections a, b, and c should be first filled in by the appraises as self

apprisee. The appraiser should then fill in the entire form. This should be

followed by a feedback session, where the appraiser discloses the filled

column with appraisee if desired. The appraisal is finally reviewed by the

reviewer.

Performance dimension has to be rated on a 5 point scale:

a. Outstanding

b. Very good

c. Good fair

d. Unsatisfactory


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please keep in mind that the performance rating has to be normally

distributed and the majority of the employees will fall at the point of central

tendency i.e. c. the rating is not bad. Qualitative comments should be

given for each factor.

B. PERFORMANCE REVIEW &FEEDBACK

The performance of each individual against his defined KRAs should be

reviewed periodically (ideally 6 months ).It must be emphasized and made

clear to each individual that the primary objective of the review exercise is to

analyse the performance and to provide feedback for improvement. This

review exercise may or may not be linked into the promotion/ increment

system.


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It is proposed that every employee will have an annual performance review

which will be a three stage process:

(a)Self Appraisal

(b)Appraisal by immediate superior

(c) Review by the next superior.

The appraisal would be on three parameters with different weightages:

Normal Job Responsibilities 70%

Non-routine /Special achievements 15%

Potential 15%

A sample appraisal form is enclosed in Annexure:

Based on the appraisal along the three parameters listed above, a

consolidated performance rating will be allotted to each employee.

REWARD SYSTEM

An employee is rewarded primarily in two forms i.e. increment and

promotions. The policy for the two is given below:


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INCREMENT

Increments will be based on performance .Each employee will be awarded

a consolidated performance on a 5- point scale (A-E) based on the annual

performance Review System. The annual increments will have two

components:

(a)A fixed component compensating for inflation, which should be fixed

for each grade

(b)A performance related factor (Y) which would be a percentage of fixed

component or different level of performance. It is proposed that the

percentage be as under:

INDIVIDUAL PERFORMANCE RATING (Y)

FACTOR

A

100%

B 60%

C 30%

D 10%


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PROMOTION

The general policy governing promotions are as under:

Promotion within a sub grade (e.g. 01 to 02 or E3 to E4)will be performance

based , while promotion to the next grade will necessarily involve an

enhancement in the job content and responsibility, i.e. such promotions will

take place only if there is a vacancy for a job with additional responsibility.

To be eligible for promotion a person must accumulate a minimum number

of points based on the previous years performance rating, a person must

consolidate acquired points in the previous $ tears along with the following

conditions.

The current years rating must be A or B

There must not be any E in the last 4 years


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Problems of performance appraisal

Bias and favoritism of raters based on social, religious, economic, political

and other factors.

Most supervisors see the exercise or process as time consuming.

Halo effect : e.g. being influenced by a particular trait of an employee


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Lack of management commitment to the system.

Lack of objectives target.

Lack of feedback to appraise e.g. Post appraisal interview.

Creates validity problems as some raters object to standardized and ideal

rating methods.


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RESEARCH METHODOLOGY

Research is a search for knowledge. It is organized and systematic

way of finding answers to the questions. Research methodology is a

way to systematic solve the research problem.

Research is any form of systematic and arranged investigation to

organize facts or gather data, and is often related to a problem that

has to be solved .Research is the study of materials, sources, and data

in order to get conclusions. Any research is at that centre of the

process of learning about the world, and it is important that the people

understand how good research is organized. People depend on

accumulated knowledge and experience of the civilization.

A research project starts from an idea, usually in the mind of a

researcher who has done other investigations in the field. The idea


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may have come from a research done by others .The ideas occur to

researchers with a bulk of experience in some field by means of a

process of intitutive creative intelligence. A good research differs from

a research that falls short of professional quality by set of processes

closely connected with each other. There exist fifteen steps for

conducting a good research.


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RESEARCH DESIGN

It is a plan of action to be carried out in connection with research

project. It is a guideline for researcher to unable him to keep track of

his project and to know whether he was moving in the right direction ornot the economies of research design based on time, energy,

manpower and other cost involved in the study.

TYPE OF RESEARCH DESIGN

Basically descriptive and diagnostic type of research design is used

,descriptive research aims at fact finding and more often based on

survey. Here we collect fact and figure analyze them and evaluate

critically.


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Then begins with diagnostic research which aims to identify the cause

of problem and its possible solution this includes interpretation and

findings.

TYPE OF DATA COLLECTION

Generally there are two types of data collection these are primary and

secondary type of data collection.

In primary data collection, you collect the data yourself using methods

such as interviews and questionnaires. The key point here is that the

data you collect is unique to you and your research and until you

publish no one else has access to it. It calls for planning and

coordination.

There are many methods of collecting primary data and the main

methods include:

1. Questionnaires

2. Interviews

3. Focus group interviews

4. Observation


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5. Case-studies

SECONDARY DATA

It may be defined as data that has been collected earlier for some purpose

other than the purpose of present study.

METHODS OF DATA COLLECTION

Questionnaires

Questionnaires are a popular means of collecting data, it means set

of questions asked to the company by the researcher for the

purpose of analysis.

Observation Method

In this method the researcher personally study the phenomenon

and obtain information.


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DATA ANALYSIS

On the basis of questions data can be presentedas-

What area would u prefer for appraising theemployees?


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INTERPRETATION

The area preferred by most of H.O.Ds in indswift ltd isATTITUDE

Performance area affects the area like

Productivity

Performance

Attitude

All the above


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INTERPRETATIONPerformance appraisal in ind swift affect productivity,

performance, attitude

The performance appraisal provided to the employee inInd-Swift in most of the case is related to

Salary

Designation

Benefit

Rewards


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INTERPRETATION The performance appraisal provided to the employee in

ind swift in the most of cases is related to salary , benefitand rewards

Do you give any preference to self appraisal of employees? If yes, then weight age given to that is

10-20%

20-30%

40-50%

100%


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On what basis an employee can get special incrementapart from annual increment?

Additional knowledge

Any special achievement

Up gradation of qualification

Sincerity and hard working


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INTERPRETATIONIn ind swift most of the employee think that they getspecial increment by any special achievement andsincerity and hard working

What are the other ways you can follow up for appraisingan employee?

Transfer

Job rotation

Special reward


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INTERPRETATION The other way of appraising the employees in ind swift inmost of cases is special rewards and job rotation.

DO YOU THINK THAT APPRAISE ARE SATISFIED WITH THEAPPRAISAL?

YES

NO


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INTERPRETATIONS

MOST OF EMPLOYEES OF IND-SWIFT ARE SATISFY WTHAPPRAISAL.

ARE YOU TAKING IN TO CONSIDERATION EMPLOYEESEXPECTATION WHIL APPRAISING AN EMPLOYEE?

YESNO


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INTERPRETATIONSAT IND-SWFT 72% HOD OE APPRAISERS TAKING INTOCONCIDERATION EXPECTATIONS WHILE 22% ARE NOTINTERESTED IN EMPLOYEES EXPECTATIONS.

DO YOU THINK PROMOTION OF EMPLOYEES CREATES JEALOUSLY OR GRIEVANCE AMONG OTHER EMPLOYEES

OF SAME DEPARTMENT?

YES

NO


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INTERPRETATIONS60% OF HODs IN IND-SWIFT THINK THAT PROMOTION OFAN EMPLOYEE DO NOT CREATE JEALOUSY OR GRIEVANCEAMONGST OTHER EMPLOYEES OF SAME DEPARTMENT.

DO YOU THINK THAT APPRAISAL HELPS TO CREATEMOTIVATION AMONG THE EMPLOYEES?

YES

NO


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INTERPRETAIONSIT WAS FOUND IN ANALYSIS THAT MOST OF THEEMPLOYEES MOTIVATED THROUGH PERFORMANCEAPPRAISAL.

CAN YOU RECOMMEND A BOOK TO HELP WITH SETTINGEMPLOYEE PERFOMANCE GOAL AND OBJECTIVE?

YES

NO


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IS PERFORMANCE MANAGEMENT RELATED TO EMPLOYEEEMPOWERMENT?

YES

NO


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INTERPRETATIONSACCORDING TO EMPLOYEE OF IND-SWIFT PERFORMANCEMANAGEMENT RELATD TO EMPLOYEE EMPOWERMENT.

Conclusion


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The method used by company is graphic rating method. The company takes

in to consideration the areas like knowledge, behaviouor, job performance,

personality etc. an employee is rewarded primarily in two forms increment

and promotions. The performance of each individual is reviewed against his

KRAs. It is proposed every employee will have annual performance review

which wills three stages process Self Appraisal, Appraisal by immediate

superior, and Review by next superior. The time period of appraisal system is

fixed i.e. annually which should be decreased. The system should include

360 degree appraisal system.

FINDINGSAnalysis of performance appraisal in Ind-Swift gave us a lot of idea of

performance appraisal, the following things was found in the analysis


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Company adopts an effective method of performance appraisal which

is graphic rating method.

The company also gave weight age to self appraisal of employee which

helps to satisfy the expectation of employees.

The company practices appreciation of good performance and

motivating the rest to achieve higher level.

The reward system at Ind-Swift in most of cases is related to increment

and promotion.

The company also provides special rewards to the employees like

Ubharta Sitara Puruskar, Chadra har purskar, bhanu puruskar.

Key results arrears of employees are fixed up by mutual discussion

between the immediate senior and employees itself.

The area selected for assessing the performance are knowledge,

working process, behavior, personality and potential.

The performance is appraised on quarterly basis to assess the

employee progress and to provide him support. At the end of year

performance of employee is analysed.


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Recommendations

On the basis of information and analysis the following solutions are

suggested to the company:

The company should use 360 degree method of performance appraisal

for making the system more effective.

Performance appraisal t the company is yearly basis it should be

reduced or at the time of extra achievement so that employee get

feedback at time.

Some member from employees should also be add up in the

performance appraisal committee.

Employee expectation should be taken more in to consideration in

order to sustain them in the company.


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pec

The company should revise it pay scale from time to time.

The company should also provide rewards to employees in case of sial

achievement.

Limitation of the project

The collection of data from some of the respondents was difficult.

Getting the appointment of head of department was not easy.

Population size was too small so less chance of accuracy in result.

Company doesnt provide confidential data.


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BibliographyAntonioni, David. The Effect of feedback Accountability on Upward Appraisal

Ratings.

Morgan, David L.Focus Groups Thousand Oaks: Sage Publications,

Human Resource Management by Maheshwari

Management Objectives by S.Robbinsons

www.peargroup.com

www.workteam.com

www.indswift.com
http://www.peargroup.com/http://www.workteam.com/http://www.indswift.com/http://www.peargroup.com/http://www.workteam.com/http://www.indswift.com/


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www.npr.com

ANNEXURE
http://www.npr.com/http://www.npr.com/


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IND-SWIFT LTDName of respondent

Designation

Department

Age

QuestionnaireQ1 What area would you prefer for appraising theemployees?


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a skills c jobperformance

b attitude d knowledge

Q2 Performance appraisal affects the area like

a productivity b performance

c attitude d all the aboveQ3 The performance appraisal provided to the employeein Ind-Swift in most of the case is related to

a salary b designationc benefits d rewards

Q4 Do you give any preference to self appraisal of employees? If yes, then weight age given to that is

a 10-20% b 20-30%c 40-50% d 100%

Q5 On what basis an employee can get special incrementapart from annual increment?

a additional knowledge b any specialachievement

c up gradation of qualification d sincerity andhard working

Q6 what are the other ways you can follow up forappraising an employee?


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a Transfer b job rotation

c Special rewards

Q7 What are the consequences of poor communicationabout performance?

Q8 Is it possible to make employee reviews objective?

Give answer in yes /no

Q1 Do you think that appraise are satisfied with theappraisal?

Yes

No

Q2 Are you taking in to consideration employeesexpectation while appraising an employee?


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Yes

No

Q3 Do you think promotion of employees create jealouslyor grievance among other employees of samedepartment?

Yes

No

Q4 Do you think that appraisal helps to create motivationamong the employees?

Yes

No

Q5 Can you recommend a book to help with settingemployee performance goal and objective?

Yes

No

Q6 Is performance management related to employeeempowerment?

Yes

No


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Date post:	07-Apr-2018
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