SUMMER TRAINING PROJECT REPORT ON PERFORMANCE APPRAISAL SYSTEM AT R-TEK MOULD

FOR THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF DEGREE OF M.Com Business Innovations OF PANJAB UNIVERSITY CHANDIGARH (Under the Innovative Programme Scheme of University Grants Commission )

UNDER THE GUIDANCE OF:

UNDER THE SUPERVISION OF:

MR. RAVINDER SINGH MATHARU

DR. ASHWANI BHALLA

SUBMITTED BY: SHAINA

M.COM BUSINESS INNOVATIONS (2011-2012) POST GRADUATE DEPARTMENT OF COMMERCE AND BUSINESS INNOVATIONS

S.C.D GOVERNEMENT COLLEGE LUDHIANA

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CERTIFICATE

This is to certify that the project work done on PERFORMANCE APPRAISAL SYSTEM AT R-TEK MOULD is a bonafide work carried out by Ms. SHAINA under my supervision and guidance. The project report is submitted towards the partial fulfillment of 2 year, full time DEGREE OF M.COM BUSINESS INNOVATIONS This work has not been submitted anywhere else for any other degree/diploma. The original work was carried during 1 JUNE to 14 JULY in R-TEK MOULD.

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ACKNOWLEDGEMENT

I express my sincere thanks to my project guide DR.ASHWANI BHALLA, Post Gradute Department Of Commerce & Business Innovations for guiding me right from the inception till the completion of the project. I sincerely acknowledge herfor extending their valuable guidance, support for literature,critical reviews of project and the report and above allthe moral support she hadprovided to me with all stages of this project. I would also like to thank the supporting staff of post Graduate Department Of Commerce & Business Innovations, for their help & cooperation throughout our project.

(SHAINA)

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DECLARATION

I SHAINA, a student of M.COM BUSINESS INNOVATIONS of S.C.D GOVT COLLEGE,LDH here by declere that the report titled PERFORMANCE APPRAISAL SYSTEM AT R-TEK MOULD is my original work and the same has not been submitted for the award of any other diploma or degree.

PLACE: LUDHIANA

NAME: SHAINA

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PREFACE

Managing human resources in todays dynamic environment is becoming more and more complex as well as important. Recognition of people as a valuable resource in the organization has led to increases trends in employee maintenance, job security, etc. My research project deals with Performance Appraisal as carried out at R-TEK MOULD. In this report, I have studied &evaluated theperformance appraisal process as it is carried out in the company. The first section of my report deals with a detailed company profile. It includesthe companys history: its activities and operations, organizational structure, etc. this section attempts to give detailed information about the company and the nature of its functioning. The second section deals with performance appraisal. In this section, I have given a brief conceptual explanation to performance appraisal. It contains the definition, process and significance of performance appraisal. In the third section of my report, I have conducted a research study to evaluate the process of performance appraisal a tR-TEK MOULD.;this section also contains my findings, conclusions, suggestions and feedback
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The forth and final section of this report consists of extra information that Irelated to the main contents of the report. These annexure include somegraphs and diagrams relating to the company, graphs relating to the researchstudy and important documents upon which the project is based.

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TABLE OF CONTENTS

INTRODUCTION

TO

HRM

&

PERFORMANCE APPRAISAL SYSTEM INTRODUCTION TO COMPANY REVIEW OF LITERATURE PERFORMANCE APPRAISAL SYSTEM AT R-TEK MOULD RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION CONCLUSIONS AND SUGGESTIONS SUMMARY BIBLIOGRAPHY AND ANNEXURES

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CHAPTER 1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT & PERFORMANCE APPRAISAL SYSTEM

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HUMAN RESOURCE MANAGEMENT (A THEORETICAL FRAMEWORK) The Human Resources Management (HRM) function includes avariety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policiesare often in the form of employee manuals, which all employees have. Note that some people distinguish a difference between HRM (amajor management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, e.g., career development, training,organization development, etc.

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There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g., "should HRbe in the Organization Development department or the other wayaround?" The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, largeorganizations looked to the "Personnel Department," mostly to managethe paperwork around hiring and paying people. More recently,organizations consider the "HR Department" as playing a major role instaffing, training and helping to manage people so that people and theorganization are performing at maximum capability in a highly fulfillingmanner. After you have invested considerable time and money recruitingand training your employees, you must now determine how to makesure those valuable employees are productive and get them to remainloyal to your firm. Retention of employees is essential to maintainclient relationships and keep recruiting and training costs in line. Losing an experienced employee almost always results in significantcosts to your firm. The keys to employee satisfaction and retention arefounded on strong leadershipand sound management practices. If youcan master these arts, you should have happy, loyal employees andclients, resulting in growth, profits and personal gratification. Thisarticle will discuss key factors in motivating and retaining good people.

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 OPERATING SYSTEMS The foundation of an efficient and effective workplace is the structure, discipline and consistency provided by well-conceived systematic operating methods. World-class companies like Disney,McDonalds and Ritz Carleton all have well defined operating methods. A policies and procedures (P&P) manual is critical to ensure that employees understand what is expected of them and know how they should handle the myriad of duties and responsibilities in the day-today operation of the office . The P&P manual spells out how you would like things done in your office and your expectations for the behavior of your employees. As your operation grows larger, the systembecomes more important because your ability to oversee and communicate directly and frequently with each employee becomes more difficult. Written operating systems are absolutely essential when you expand to more than one office location.

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 TRAINING Pre-work training should include a review of your policies and procedures, with special emphasis on the mostimportant subjects.(Each employee should receive a personal copy of your P&P Manual toread before coming to the training class.) In addition to training in yourpolicies and procedures, customer service and marketing should becovered at length. Special emphasis should be placed on yourcorporate culture. New employees need more training than priors, butall employees should receive training each year. New employeesshould also have several days of on-the-job training with the officemanager or experienced employees before beginning their position;and they should not be left on their own in the office until they areexperienced enough to feel confident. Many of the frustrationsemployees feel on the job--as well as most errors and client problems--are due to inadequate training. Comprehensive training will make yourlife as a manager much easier, and your employees and clients will behappier. TOOL Employee costs constitute the greatest expense in any

servicebusiness. Not giving your employees adequate tools to do the job ispenny wise and pound foolish. Computers need not be state-of-the-art,but they do need to be fast and reliable enough to minimize down timeand reduce employee and client frustration. If your office is notoperating with a Local Area Network (LAN), you
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should set one upwithout delay. A LAN manages printer sharing and centralizes clientfiles for easy computer cross-checking, efiling., and report writing. Copiers should be reliable and fast, with automatic feed, and amplesupplies always on hand. A fax is no longer a costly luxury for mostoffices, but a necessity. Internet access is almost as important as thephone for effective communication and is becoming more essential forresearch. Don't forget to provide the little things, like reliable staplers,staple removers, scissors, pens, post-its, business card holders, etc. Anappointment book, a Rolodex (or software address book), andreference books and resources should also be provided. Comfortable,functional office furniture and adequate shelving and storage are alsoessential. Don't forget aids for employees with special needs, such asunderdesk computer drawers and keyboard & mouse cushions. AT Peoples Income Tax, we use checklists of office furnishings, equipmentand supplies used to take inventory and request missing or shortageitems. Attention to detail and providing adequate tools to do the jobwill eliminate a key source of employee frustration and increaseemployee productivity and satisfaction.

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 OFFICE ATMOSPHERE How your employees feel about their jobs is greatly influenced byyour office atmosphere. Extravagance is not necessary, but the officeshould be attractively decorated and a pleasant place to work. Littlethings like a fresh coat of paint and a wallpaper border make a bigdifference. A stereo (with ceiling speakers) tuned to a soft neutralmusic enhances the office atmosphere and creates an illusion ofprivacy. Dont neglect the back room and the rest room. We pay asmuch attention to decorating and appointing our rest rooms as we doour client reception areas. We also provide a microwave andrefrigerator for the back room of every office and, space permitting, atable and chairs where our associates can eat. The impression youmake on your employees is just as important as the image you projectto your clients. Keeping the office clean and uncluttered requires thecooperation of all employees, and you should insist that everyemployee pitches in to help. However, you should regularly hirecontractors for heavy cleaning (e.g., carpet, windows and restroom).Your employees attitudes are affected by their physical workenvironment; make sure it is positive!

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 SUPPORT Your employees will appreciate having adequate support.

Theyneed someone readily available to help when they have questions orencounter problems. Support can be provided on-site by an officemanager or veteran employee or by telephone or email when on-sitehelp is not available. Having adequate help to properly serve all clientsin the office is also essential for employee morale. The important pointis that your people should not feel like they are out there on their ownwith no one to turn to when they need help. If they feel this way, they might as well go into business on their own.

CORPORATE CULTURE World-class companies always have in common World-

classcultures. Leaders of such businesses recognize that their companiesexist to satisfy a social need. Profits are not the goal, but are abyproduct of meeting the needs of customers and employees.Businesses also have a responsibility to give back to the communitiesin which they operate. Most employees also have a need to makemeaningful contributions to society through their work. They also liketo take pride in their work and deliver quality products and services.And they need to continue to learn and grow professionally. A goodcorporate culture enables employees to combine their strengths tomeet these mutual needs as part of
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a dynamic team.Your companys culture starts with your companys mission andvalues, which should be well thought-out and articulated in writing. Amission statement and set of guiding principles is typically developedby the companys owner or CEO to reflect his or her businessphilosophy. Input should also be solicited from key employees. Themission statement and guiding principles of Peoples Income Tax isprovided as an example (Exhibit 2). When hiring new employees, it isessential to confirm their understanding of and agreement with yourcompany philosophy. Your values must not merely be lip service, butshould be internalized and practiced daily by all employees. As theowner or CEO, you must set the standard for your people.

COMPENSATION A performance-based compensation plan should be designed toencourage your employees to behave in ways that will result inattainment of the goals of your Company, while also meeting youremployees personal objectives. Company goals usually includegrowth, profitability, quality service, efficiency, effectiveness, andimage and reputation. To attract desirable employees, your base payand earnings potential should be competitive within your industry(equal to or better than your main competitors for employees). Thepay plan must be objective and fair to all employees. Rewards shouldbe commensurate with contributions. The behaviors and attitude yourpay plan should encourage include honesty, professional pride, continuing
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professionaleducation,loyalty,thoroughness,accuracy,efficiency,te amwork,salesmanship,courtesy,concernforclients,selfdirection,fru gality devised and long-term these thinking. factors Peoples in compensationplan, includes a with mind,

competitiveguaranteed wage as a draw against commissions for individual andoffice production. Additional commissions are paid for experience,helping to generate office revenue growth, and attaining andmaintaining professional. Establishing a sound compensation plan isone of the most important projects you will undertake. Once the plan isestablished, it is difficult to make radical changes. Your compensationplan is an essential element of your ability to compete effectively.

RECOGNITION Numerous studies and surveys have documented the fact thatmoney is not always the primary motivator for most employees.Recognize your people frequently for their good work and they willrepeat the performance frequently. Praise must be sincere and shoulbe distributed equitably, if warranted. When possible, praise peoplepublicly in meetings or employee newsletters. Be sure to give peoplecredit and rewards for good ideas they come up with that benefit thecompany. Reinforce the right behaviors. Avoid saying Great but.Look for key measures to recognize employees, such as production,client retention rate,
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etc. Come up with contests to recognize youremployees, such as the most referrals for another service you offer, orthe most new clients brought in. Give recognition certificates, plaquesand prizes and other than money, such as tickets for movie rental orsports events, or gift certificates for merchandise or dinner. Givingsomething tangible makes a more lasting impression. Praising yourbest performers (the top 10-20%) will raise the bar for your weakerpeople. The goal is to encourage behaviors that build your businessand recognize your people for practicing those behaviors as often aspossible.

COMMUNICATION Lack of effective communication from management is usually thegreatest cause for employee dissatisfaction and premature departure.The best managers listen to and communication frequently with allemployees; and they make it easy for employees to tell them aboutproblems and concerns. Communication should include training, groupand individual meetings and, most important, daily discussionsbetween you and your employees. The larger your organizationbecomes, the more difficult it is to keep in touch with all of youremployees, especially if you have multiple offices. Yet, as themanager, you must make the time to regularly talk with everyone. Emailis a good communication vehicle, but the phone is more personal;and neither can replace face-to-face meetings. Publishing
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employeenewsletters is a good way for larger organizations to enhancecommunication. An Intranet can also be an effective internalcommunication vehicle. Keep communication simple, provide adequateinformation and provide examples for clarity. Show your trust in yourpeople and make them feel included by sharing with them financialand other company inside information. Management can make muchbetter decisions by getting input from front-line employees. If yourpeople know that their voices are heard and they feel like they are partof the decision making process, they will be much happier, loyal andmore likely to support new ideas and programs.

EMPOWERMENT Engage your employees in decision-making; give them

theauthority to act in the best interests of the company. Provide trainingin resolving client problems and then trust them to make the rightdecisions. Give your people some time to think and plan by building insome slack through adequate staffing and by providing clericalsupport. Dont criticize employee mistakes; instead celebrate honestmistakes. Recognize that making decisions naturally results in makingmistakes because no one is perfect. If you criticize honest mistakes,your people will stop making decisions. Failure is also OK, because it isa normal part of the road to success. Nothing is more gratifying than tosee your people develop the skills and confidence to act independentlyand to make sound
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decisions that are in the best interests of thecompany and your clients.

LEADERSHIP Much has been written about leadership and you should take thetime whenever the opportunity arises to read ideas on how to be amore effective leader. Here are ten basic keys: (1) Integrity: always tellthe truth and always keep your promise, even if it hurts to do so. (2)Trust: You must first demonstrate your trust in people by makingyourself vulnerable before you can expect them to place their trust inyou. (3) Respect: If you really dont care about your people they willsense your lack of concern and will not have respect for you. (4)Fairness: Treat all employees fairly and equally (including familymembers) regardless of your personal feelings. (5) Vision: To be a trueleader, you must have an unfaltering vision, be able to communicate itto your people, and get them to understand and share in yourexcitement for the vision. (6) Optimism: You must always be positiveand confident that the company will succeed; but you should also berealistic. (7) Decisive: A leader must make decisions and stick withthem as long as they make sense. Consensus is not always better than an individual decision, particularly in a crisis situation. Remember, thebuck stops with you! Trust your intuition. Intuition draws upon yourexperience, stored knowledge and information you may not evenrealize you have in your head. (8) Example: You must practice whatyou preach or you will have
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little credibility. (9) Teamwork: Insist onmutual respect, courtesy and cooperation among your people. Thisfundamental attitude was crucial in shaping our nation and is alsoessential to build your company. (10) Authority: Remember thatauthority is not vested in your position as the boss. Authority resideswith the people who report to you and they have the power grant it toyou or not.

HAVING FUN People like to work in an environment that is enjoyable; they canget burned out if the work environment is totally serious and strictlybusiness. Great companies like Southwest Airlines have come up withcreative ways for employees to have fun. I think every manager shouldread the bestseller book, NUTS!, By Southwest chairman, HerbKelleher. If youre not naturally good at getting people to have fun,designate a key employee to assume this role. A friend, HughGoldthorpe, who is a top executive with Owens and Minor of Richmond,Virginia, has adopted (and had printed on his business cards) hisofficial job title as: Head Cheerleader.Motivating and keeping employees requires effectivemanagement practices and strong leadership skills. A good operatingsystem and adequate training are essential. Your people need theproper tools and support to do the job. A performance-basedcompensation plan should be designed very carefully to ensure thatyour employees are encouraged to help
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build the business and arerewarded for their contributions, and provide as many extra benefits aspossible. Screening new employment prospects to insure they fit inand buy into your culture will prevent future problems. Employmentagreements are a must and should be reviewed by and explained tonew hires. A valuable project is to identify the 2-3 greatest frustrationsof your employees and your clients and devise ways to eliminate theseirritations. Employees should be trusted, included and empowered tomake decisions and act autonomously. They also need to be part of aharmonious team working for the mutual benefit of the clients, thecompany and themselves. And they would enjoy being at a fun placeto work! Ultimately, your management and leadership skills and effortswill determine your success in providing an atmosphere where youremployees will be motivated to be effective and will remain loyal toyour company.

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PERFORMANCE MANAGEMENT

1. INTRODUCTION In the business world investment is made in machinery, equipment and services. Quite naturally time and money is spent ensuring that they provide what their suppliers claim. In other words the performance is constantly appraised against the results expected. When it comes to one of the most expensive resources companies invest in, namely people, the job appraising performance against results is often carried out with the same objectivity. Each individual has a role to play and management has to ensure that the individuals objectives translate into overall corporate objectives of the company. PerformanceManagement includes the performance appraisal process which in turn helps identifying the training needs and provides a direction for career and succession planning.

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1.1 Understanding Performance Management

PERFORMANCE MANAGEMENT

CORPORATE GOALS

DETERMINE INDIVIDUAL OBJECTIVES LINKED TO CORPORATE GOALS ENSURE RESPONSIBILITY AND ACCOUNTABILITY

PERFORMANCE APPRAISAL

PERFORMANCE LINKED INCREMENTS/ INCENTIVES/REWARDS

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1.2 WHAT IS PERFORMANCE? growth and can be measured in terms of each individuals Performance is synonymous with behaviour; it is what people actually do. Performance includes those actions that are relevant to the organizational that is proficiency beyond the (level of contribution). or control of Effectiveness Performance refers to the evaluation of results of performance theindividual. 1.3 HOW IS PERFORMANCE MANAGED ? Good performance by the employees creates a culture of excellence, which benefits the organization in the long run. The activity includes evaluation of jobs and people both,managing gender bias, career planning, and devising methods of employee satisfaction etc. the efforts are to make to generate the individuals aspirations with the objectives of the organization. Organization has to clear the way of career advancements for talented and hardworking people. Fear of any kind from the minds of the employees should be removed so that they give best to their organization. Allow free flow of information. Communication network should be designed in such a way no one should be allowed to become a hurdle. This enables the managers to take correct decisions and that too quickly. 1.4 WHY PERFORMANCE APPRAISAL? Good performance by the employees creates a culture of excellence, which benefits theorganization in the long run. The
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influence

activity includes evaluation of jobs and people both, managing gender bias, career planning, and devising methods of employee satisfaction etc. the efforts are to make to generate the individuals aspirations with the objectives of theorganization. Organization has to clear the way of career advancements for talented and hardworking people. Fear of any kind from the minds of the employees should be removed so that they give best to their organization. Allow free flow of information. Communication network should be designed in such a way no one should be allowed to become a hurdle. This enables the managers to take correct decisions and that too quickly. Performance appraisal must be seen as an intrinsic part of a managers responsibility and not an unwelcome and timeconsuming addition to them. It is about improving performance and ultimate effectiveness.Performance appraisal is a systematic means of ensuring that managers and their staff meet regularly to discuss post and present performance issues and to agree what future isappropriate on both sides.This meeting should be based on clear and mutual understanding of the job in question andthe standards and outcomes, which are a part of it. In normal circumstances, employees should be appraised by their immediate managers on one to one basis. Often the distinction between performance and appraising is not made. Assessment concerns itself only with the past and the present. The staff is being appraised when they are encouraged to look ahead to improve effectiveness, utilize strengths, redress weaknesses and examine how potentials and aspirations should match up. It
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should also be understood that pushing a previously prepared report across and desk cursorily inviting comments, and expecting it to be neatly signed by the employee is not appraisal this is merely a form filling exercise which achieves little in terms of giving staff any positive guidance and motivation. THE APPRAISAL OF PERFORMANCE SHOULD BE GEARED TO: Improving the ability of the jobholder; Identifying obstacles which are restricting performance Agreeing a plan of action, that will lead to improved performance. It is widely accepted that the most important factor in organization effectiveness is theeffectiveness of the individuals who make up the organization. If every individual in the organization becomes more effective, then the organization itself will become more effective. The task of reviewing situations and improving individual performance must therefore be a key task for all managers. For appraisal to be effective, which means producing results for the company, each manager has to develop and apply the skills of appraisal. These are: Setting standards on the performance required, which will contribute to the achievement of specific objectives.
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 Monitoring performance in a cost effective manner, to ensure that previously agreed performance standards are actually being achieved on an ongoing basis. Analyzing any differences between the actual performance and the required performance to establish the real cause of a shortfall rather than assume the fault to be in the jot holder. Interviewing having a discussion with the jobholder to verify the true cause of a shortfall, a developing a plan of action, which will provide the performance, required.

Appraisal can then become a way of life, not concerned simply with the regulation of rewards and the identification of potential, but concerned with improving the performance of the company. The benefits of appraisal in these terms are immediate and accrue to the appraising manager, the subordinate manager/employee, and to the company as a whole.

1.5 PURPOSE OF PERFORMANCE APPRAISAL Performance Appraisal is being practiced in 90% of the organisations worldwide. Self-appraisal and potential appraisal also form a part of the performance appraisal processes.

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To review the performance of the employees over a given of time. To judge the gap between the actual and the

period desired

performance. To help the management in exercising organizational control. Helps to strengthen the relationship and communication between superior subordinates and management employees. To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. To provide feedback to the employees regarding their past performance. Provide information to assist in the other personal decisions in the organization. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development. To reduce the grievances of the employees.

The most significant reasons of using Performance appraisal are: Making payroll and compensation decisions 80% Training and development needs 71% Identifying the gaps in desired and actual performance and its cause 76% Deciding future goals and course of action 42%
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 Promotions, demotions and transfers 49% Other purposes 6% (including job analysis and providing superior support, assistance and counseling)

1.6 THE APPRAISAL PROCESS

1. ESTABLISHING PERFORMANCE STANDARDS The first step in the process of performance appraisal is thesetting up of the standards which will be used to as the base to compare the actual performance of the employees. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives. The standards set should be clear, easily understandable and in measurable terms. In case the performance of the employee cannot be measured, great care should be taken to describe the standards. 2. COMMUNICATING THE STANDARDS Once set, it is the responsibility of the management to communicate the standards to all the employees of the organization. The employees should be informed and the standards should be clearly explained to the. This will help them to understand their roles and to know what exactly is expected from them. The standards should also be communicated to the appraisers or the evaluators and if required, the standards can

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also be modified at this stage itself according to the relevant feedback from the employees or the evaluators.

3. MEASURING THE ACTUAL PERFORMANCE The most difficult part of the Performance appraisal process is measuring the actual performance of the employees that is the work done by the employees during the specified period of time. It is a continuous process which involves monitoring the performance throughout the year. This stage requires the careful selection of the appropriate techniques of measurement, taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an employees work. 4. COMPARING THE ACTUAL WITH THE DESIRED

PERFORMANCE The actual performance is compared with the desired or the standard performance. The comparison tells the deviations in the performance of the employees from the standards set. The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance. It includes recalling, evaluating and analysis of data related to the employees performance.

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5. DISCUSSING RESULTS The result of the appraisal is communicated and discussed with the employees on one-to-one basis. The focus of this discussion is on communication and listening. The results, the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus. The feedback should be given with a positive attitude as this can have an effect on the employees future performance. Thepurpose of the meeting should be to solve the problems faced and motivate the employees to perform better. 6. DECISION MAKING The last step of the process is to take decisions which can be taken either to improve the performance of the employees, take the required corrective actions, or the related HR decisions like rewards, promotions, demotions, transfers etc. 1.7 PERFORMANCE APPRAISAL METHODS 1. Management by objective or goal setting. 2. Graphic rating scale. 3. Work standard approach. 4. Essay appraisal. 5. Critical incidence method. 6. Forced choice rating method. 7. Point allocation method.
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8. Ranking method. 9. Check list. 10. Behavioral anchored rating scale.(BARS) 11. 360 degree performance appraisal. 12. Team appraisal. 13. Balanced scorecard method.

MANAGEMENT BY OBJECTIVE (MBO) The main aspect of MBO is clear & well defined goals, a definite time span to achieve the goals, action plan & finally, timely & constructive feedback. It is also called a goal setting approach; MBO is more commonly used for managers & professionals

GRAPHIC RATING SCALE This method of appraisal requires the rater to rate the employee on factors like quantity &quality of work, job knowledge, dependability, punctuality, attendance etc. This method is also used for performance appraisal of employees. They check their employees daily by using thismethod.

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WORK STANDARD APPROACH This method of appraisal is more suitable in a manufacturing scenario, where the goals are pre determined work standard. These work standards can be set based on the average output of a typical employee in the organization or by bench marking against the work standard of a competitor in a similar business.

ESSAY APPRAISAL In the essay appraisal method, the appraiser prepares a document describing the performance of the employees. Questions or guidelines are provider to the appraiser based on which analyses & describes the employees performance.

CRITICAL INCIDENT METHOD In this method of performance appraisal, the appraiser makes a note of all the critical incident that reflect the performance & behavior of the employee during the appraisal period. These are recoded as & when they occur & can demonstrate either positive or negative traits orperformance.

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FORCED CHOICE RATING METHOD In this method the appraiser is required to assign ranks to different attributes are all seemingly positive, but have different weights which are unknown to the appraiser. Once the employees attributes are ranked the human resource department applies the weights & arrives at a scorewhich is the final appraisal score.

POINT ALLOCATION METHOD In this method of appraisal, the appraiser has to allocate points to different members in his team. He has at disposal , a specific number of points which he has to distribute among his team members, based on their performance during the appraisal period.

RANKINNG METHOD There are three commonly used methods of ranking namely alternation, paired comparison & forced distribution. The first two methods are used when there are only a few employees to be ranked, whereas forced distribution method is used in large companies which have thousands ofemployees.

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CHECKLIST In this method the rater has to respond yes or no to a set of questions which assess the employees performance & behavior. Normally weights are attached to each of these questions based on which the final appraisal score of the employee is calculated.

BEHAVIOUR ANCHORED RATING SYSTEM (BARS) BARS concentrates on the behavioral traits demonstrated by the employees instead of his actual performance. Some of the other methods like graphic rating scale & checklist also measure the behavior based on the assumption that desirable behavior result in effective performance.

360 DEGREE PERFORMANCE APPRAISALS A 360 degree appraisal system aims at a comprehensive & objective appraisal of employee performance. In a 360 degree appraisal system the employees performance is evaluated by his supervisor, his peers, his internal external customers, his internal external suppliers & his subordinates. This system reduces the subjectivity of a traditional supervisor appraisal.

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TEAM APPRAISAL In the new economy era, where team work is essential for any venture to succeed, team appraisal has emerged as one of the best tool for the performance management. In the team appraisal method the individual team member evaluate their colleagues in the team & provide feedback

BALANCED SCORECARD The balanced scorecard as a method of measuring performance channelizes the efforts of people to achieve organizational goals. The implementation of balanced scorecard involve formulating a strategy & deciding what each employee needs to do to achieve the objectives based on strategy.

1.8 BENEFITS OF PERFORMANCE APPRAISAL

Measures an employees performance. Helps in clarifying, defining, redefining priorities and objectives. Motivates the employee through achievement and feedback. Facilitates assessment and agreement of training needs. Helps in identification of personal strengths and weaknesses. Plays an important role in Personal career and succession planning.

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 Clarifies team roles and facilitates team building. Plays major role in organizational training needs assessment and analysis. Improves understanding and relationship between the employee and the reporting manager and also helps in resolving confusions and misunderstandings. Plays an important tool for communicating the organizations philosophies, values, aims, strategies, priorities, etc among its employees. Helps in counseling and feedback.

1.9 RATING ERRORS IN PERFORMANCE APPRISAL Performance appraisals are subject to a wide variety of

inaccuracies and biases referred to as 'rating errors'. These errors can seriously affect assessment results. Some of the most common rating errors are: LENIENCY OR SEVERITY: - Leniency or severity on the part of the rater makes the assessment subjective. Subjective assessment defeats the very purpose ofperformance appraisal. Ratings are lenient for the following reasons: a) The rater may feel that anyone under his or her jurisdiction who is rated unfavorably will reflect poorly on his or her own worthiness.
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b) He/She may feel that a derogatory rating will be revealed to the rate to detriment the relations between the rater and the ratee. c) He/She may rate leniently in order to win promotions for the subordinates and therefore, indirectly increase his/her hold over him. CENTRAL TENDENCY: - This occurs when employees are incorrectly rated near the average or middle of the scale. The attitude of the rater is to play safe. This safe playing attitude stems from certain doubts and anxieties, which the raters have been assessing the rates. HALO ERROR: - A halo error takes place when one aspect of an individual's performance influences the evaluation of the entire performance of the individual. The halo error occurs when an employee who works late constantly might be rated high on productivity and quality of output as well ax on motivation. Similarly, an attractive or popular personality might be given a high overall rating. Rating employees separately on each of the performance measures and encouraging raters to guard against the halo effect are the two ways to reduce the halo effect. RATER EFFECT: -This includes favoritism, stereotyping, and hostility.Extensively high or low score are given only to certain individuals or groups based on the rater's attitude towards them and not on actual outcomes or behaviors; sex, age, race and friendship biases are examples of this type of error.
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PRIMACY AND REGENCY EFFECTS: - The rater's rating is heavily influenced either by behavior exhibited by the ratee during his early stage of the reviewperiod (primacy) or by the outcomes, or behavior exhibited by the ratee near the end of the review period (regency). For example, if a salesperson captures an important contract/sale just before the completion of the appraisal, the timing of the incident may inflate his or her standing, even though the overall performance of the sales person may not have been encouraging. One way of guarding against such an error is to ask the rater to consider the composite performance of the rate and not to be influenced by one incident or an achievement. PERFORMANCE DIMENSION ORDER: Two or more

dimensions on a performance instrument follow each other and both describe or rotate to a similar quality. The rater rates the first dimensions accurately and then rates the second dimension to the first because of the proximity. If the dimensions had been arranged in a significantly different order, the ratings might have been different. SPILLOVER EFFECT: -This refers lo allowing past performance appraisal rating loW unjustifiably influence current ratings. Past ratings, good or bad, result in similar rating for current period although the demonstrated behavior docs not deserve the rating, good or bad.

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1.10 CHALLENGES OF PERFORMANCE

APPRAISAL

In order to make a performance appraisal system effective and successful, an organization comes across various challenges and problems. The main challenges involved in the performance appraisal process are: 1. DETERMINING THE EVALUATION CRITERIA Identification of the appraisal criteria is one of the biggest problems faced by the top management. The performance data to be considered for evaluation should be carefully selected. For the purpose of evaluation, the criteria selected should be in quantifiable or measurable terms 2. CREATE A RATING INSTRUMENT The purpose of the Performance appraisal process is to judge the performance of the employees rather than the employee. The focus of the system should be on the development of the employees of the organization.

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3. LACK OF COMPETENCE Top management should choose the raters or the evaluators carefully. They should have the required expertise and the knowledge to decide the criteria accurately. They should have the experience and the necessary training to carry out the appraisal process objectively.

4. ERRORS IN RATING AND EVALUATION Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait influencing the evaluators rating for all other traits) etc. may creep in the appraisal process. Therefore the rater should exercise objectivity and fairness in evaluating and rating the performance of the employees 5. RESISTANCE The appraisal process may face resistance from the employees and the trade unions for the fear of negative ratings. Therefore, the employees should be communicated and clearly explained the purpose as well the process of appraisal. The standards should be clearly communicated .

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CHAPTER 2 COMPANY PROFILE

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R-TEK MOULD
(AN ISO 9001:2008 CERTIFIED ORGANISATION)

TYPE: DIE & MOULD/DIE CASTING AVAILABILITY: ALL OVER INDIA KEY PEOPLE: CHAIRMAN-SH.KULWANT SINGH MATHARU DIRECTOR-SH.RAVINDER SINGH MATHARU FOUNDED: 1975 WEBSITE: www.rtekmould.com

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OVERVIEW OF R-TEK MOULD

A young and dynamic organization, we have earned specialization in manufacturing and supplying a comprehensive range of Plastic Injection mould,Aluminium Die Casting Moulds, Aluminium Casting Products & Plastic Components. Our die casting machine capacity is from 40 to 250 Tons and also we have complete infrastructure to finish Pressure Die Casting Components.

In Plastic Injection Moulding Section our portfolio of products includes optimum quality Head Light Lens, and Wind Shield Glasses of Indian Bikes for replacement market. For this we are using worlds best injection moulding machines with a capacity from 60 to 440 Tons.

Fabricated

under

the

supervision

of

well

qualified

and

experienced professionals, our products are acclaimed for their outstanding attributes, such as dimensional accuracy, precise design and reliable service life.

We have developed a state-of-the-art infrastructure that aids us in efficiently meeting all our business objectives. Our Tool and Die manufacturing facility is furnished with Vertical Machining
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Centers, Precision Surface Grinders, E.D.M. and complete conventional tool room machines. To complete target from concept to finished Product we have 3D Scanner, Cad-Cam Software. An ISO 9001:2008 Certificate has been endowed to us and we are in process of getting TS 16949.

HISTORY OF R-TEK MOULD

R-TEK MOULD: Came into existence in 1975 under the very special guidance of Sh. Kulwant Singh Matharu. Started from a scratch, much more research and development work was done till 1990 and the lead was taken by Sh. Ravinder Singh Matharu who is the son of Sh. K.S. Matharu. Third generation Mr. Amrit Singh Matharu is very keen to get the company up to a higher mark.

The company has done some marvelous jobs like dealing with some of leading brands. We are dealing J.J.JONEX for Sports Die and Mould, INDIAN AIR FORCE for Spare Parts, tool and die,Aluminium Casting, With EASTMAN INDUSTRIES we are dealing Injection Moulds, HERO CYCLE LTD.is buying Tool and Die,EM CEE CEE SPORTS PVT LTD is dealing in Tool and
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Die.Weare enjoying a prestigious market all over the globe and working with a motive of "Customer Satisfaction". Our priorities are maintaining of quality, accuracy, competitive prices and professional work force. Quality At R-TekMould we strictly adhere to international quality and safety norms of the automobile industry followed by leading manufacturers and automobile giants and work to ensure zerodefect products. We have a dedicated quality assurance department along with a team of experienced quality control supervisors. They ensure quality at all levels of production process. Complete quality supervision ensures superior quality products each time, every time. We have been endowed with ISO 9001:2008 and in process to achieve much more in this line. Why Us? Our Products are known for accuracy in fitment and quality as per standards. State-of-the-art Plastic Moulding Infrastructure. Excellent distribution network. Completely safe packing with heavy ply cartoons and boxes to prevent any kind of damage Customer oriented services Our lenses are unbreakable and having no coloring effect. We care for environment safety. Our workshop is equipped with all safety norms.

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INFRASTRUCTURE Infrastructure is one of the reasons that we provide effective customization services to our clients. Our bulk investments in the infrastructure have ensured that it is equipped with all the requisites facilities in our various sections which are detailed as under:

In Designing Sector we have: 3D Scanner Intel. Xeon.Computer. Cad Cam Software.

In Plastic Moulding Section we have: Cincinnati Feromatic 80 Ton to 440. Water Chillers, Mould temperature controllers. Dehumidifiers Auto Loaders

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In Pressure Die Casting section we have: Machines from 80 Tons to 250 Ton Capacity. For Tensile test we have UTM machine.

In Tool and Die section we have: Surface Grinder IDROMIN -600 Tig Welding, Mig Welding Lathes Radial & Bench Drilling Machines. Vertical Milling H.M.T makes Hydraulic Planners. Diamond Polishing Machines. Lapping Machines. Complete Measuring Instruments. ? All these facilities are fully connected with each other to ensure smooth production of products. ? We design Moulds in our in-house design unit which is equipped with the latest CAD/CAM software.

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HIGHLIGHTS

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R-TEK VISION

TO HONOUR AND COMMIT DELIVERY SCHEDULE

R-TEK MISSION

Dedicated to excellence by leveraging competitive advantages in R&D and technology with involved people. Imbibe high standards of business ethics and organizational values. Abiding commitment to safety, health and environment to enrich quality of community life. Foster a culture of Trust, openness and mutual concern to make a stimulating and challenging experience for our people. Strive for customer delight through quality products and services

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HR VISION "To attain organizational excellence by developing and inspiring the true potential of companyshuman capital and providing opportunities for growth, well being and enrichment". HR MISSION "To create a value and knowledge based organization by inculcating a culture of learning,innovation & team working and aligning leadingto business priorities of with an aspiration of employees responsive development empowered,

andcompetent human capital". HR OBJECTIVES To develop and sustain core values To develop business leaders for tomorrow To provide job contentment through empowerment, accountability and responsibility To build and upgrade competencies through virtual learning, opportunities for growth and providing challenges in the job To foster a climate of creativity, innovation and enthusiasm To enhance the quality of life of employees and their family

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PRODUCTS

UNBREAKABLE HEADLIGHT LENS BAJAJ

MAKE : MODEL : ITEM: PART NO. :

BAJAJ PULSAR DTSI DIGITAL UNBREAKABLE HEADLIGHT LENS 7

UNBREAKABLE HEADLIGHT LENS HEROHONDA

MAKE : MODEL : ITEM: PART NO. :

HERO HONDA SPLENDOR PLUS UNBREAKABLE HEADLIGHT LENS 3

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 UNBREAKABLE HEADLIGHT LENS HONDA

MAKE : MODEL : ITEM: PART NO. :

HONDA ACTIVA UNBREAKABLE HEADLIGHT LENS 20-6-01

UNBREAKABLE HEADLIGHT LENS HEROHONDA

MAKE : MODEL : ITEM: PART NO. :

HERO HONDA PASSION UNBREAKABLE HEADLIGHT LENS 2

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 UNBREAKABLE HEADLIGHT LENS BAJAJ

MAKE : MODEL : ITEM: PART NO. :

BAJAJ PLATINA UNBREAKABLE HEADLIGHT LENS 4

UNBREAKABLE HEADLIGHT LENS HEADLIGHTLENS

MAKE : MODEL : ITEM: PART NO. :

Headlight lens CT-100/BOXER UNBREAKABLE HEADLIGHT LENS 6

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 VISOR GLASS BAJAJ

MAKE : MODEL : ITEM: PART NO. :

BAJAJ PULSOR VISOR GLASS 101

UNBREAKABLE VISOR GLASS HEROHONDA

MAKE : MODEL : ITEM: PART NO. :

HERO HONDA SUPER SPLENDOR UNBREAKABLE VISOR GLASS 109

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 INDICATOR GLASS- HERO HONDA

MAKE : MODEL : ITEM: PART NO. :

HERO HONDA SPLENDOR PLUS INDICATOR GLASS 51

INDICATOR GLASS- HONDA

MAKE : MODEL : ITEM: PART NO. :

HONDA ACTIVA OLD MODEL INDICATOR GLASS 55

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CONTACT INFORMATION

CONTACT : RAVINDER SINGH TELE FAX : +91-161-5083126 ADDRESS: INDUSTRIAL AREA-C,HARGOBIND NAGAR,SUA ROAD, NEAR JAIN COLONY,LDH.-141003(PUNJAB) INDIA WORKSHOP: +91-161-2539126 E-MAIL: autocratindia@gmail.com WEBSITE: www.rtekmould.com, www.autocrat.co.in

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CHAPTER 3 REVIEW OF LITERATURE

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REVIEW OF LITERATURE

Fletcher C, Performance appraisal and management,

November 4, 2001: Performance appraisal has widened as aconcept and as a set of practices and in the form of performance management has become part of a more strategic approach to integrating HR activities and business policies. As a result of this, the research on the subject has moved beyond the limited confines of measurement issues and accuracy of performance ratings and has begun to focus more of social and motivational aspects of appraisal. This article identifies and discusses a number of themes and trends that together make up the developing research agenda for this field. It breaks these down in terms of the nature of appraisal and the context in which it operates. The former is considered in terms of contemporary thinking on the content of appraisal (contextual performance, goal orientation and self awareness) and the process of appraisal (appraiser appraiseinteraction, and multi-source feedback). The discussion of the context of appraisal concentrates on cultural differences and the impact of new technology.

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 Gregory H. Dobbins, Performance Appraisal as Effective

Management or Deadly Management Disease, 1990: Understanding person and system sources of work variation is fundamental to performance appraisal. Two divergent perspectives on this issue, the traditional human resource management view and the statistical process control view (Deming, 1986), are contrasted. Two studies are reported that investigate two specific questions that arise from a broader view of the appraisal process. Results indicatethat managers and subordinates believe that typical poorperformance has different causes and that actual productivity levels far outweigh person or system sources of performance variance in appraisal judgments.

Gregory H. Dobbins, A Contingency Approach to Appraisal

Satisfaction, 1990: The present study explored the moderating effects of

organizational variables on the appraisal characteristicappraisal satisfaction relationship. Analyses indicated that the appraisal characteristics of action plans, frequency, and rater training were more positively related to role appraisal conflict, satisfaction were not when closely subordinates experienced

monitored, and supervisors had a large span of control. The results provide substantial support for conceptualizing appraisal satisfaction as acontingent function of both appraisal characteristics andorganizational variables. Implications of the

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findings

for

the

design

of

appraisal

systems,

appraisal

effectiveness, and future research are discussed.

Taylor Cox, Differential Performance Appraisal Criteria,

1986 : Performance appraisal ratings of 125 first-level managers were analyzed to investigate the degree to which the criteria used to evaluate the overall job performance of black managers differs from that used to evaluate white managers. The performance appraisal form included items that measured both the social behavior dimension and task/goalaccomplishment dimension of job performance. The appraisal ratings of both groups on each dimension were correlated with measures of overall job performance and promot ability. Results indicated that social behavior factors are more highly correlated with the overall job performance of black ratees than for white ratees. Implications of these results for both black managers and organizations are discussed.

David A. Waldman, Predictors of Employee Preferences for Multirater and Group-Based Performance Appraisal, 1997: This study conceptualizes and measures user preferences for 360-degree appraisals and group-level performance management (PM).Users are defined as either recipients of PM processes or thosewhose job it is to administer the process. Aspects of individualusers, their work design, and current appraisal context
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were usedto predict preferences. Two studies were conducted involving datacollection in a large Canadian telecommunications conglomerateand a department of the Canadian government, respectively.Predictors explained significant amounts of variance in userpreferences, especially those pertaining to group-level PM. Practical implications are suggested with regard to collecting andusing user preferences. In addition, suggestions for future researchare offered concerning the need to examine a broad range of usersin different organizational settings and to measure actual systemdesign features and their effectiveness.

Dennis W. Organ, A Restatement of the SatisfactionPerformance Hypothesis, 1988: This article reviews recentevidence in support of Organs (1977) argument that satisfactionmore generally correlates with organizational prosocial orcitizenship-type behaviors than with traditional productivityorinroleperformance. An attempt is then made to interpret just what itis in satisfaction measures that provides this correlation, leading tothe suggestion that fairness cognitions offered. comprise the major factor.Implications of this interpretation for theory, research, andmanagement practice are

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CHAPTER 4

PERFORMANCE APPRAISAL SYSTEM AT R-TEK MOULD

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PERFORMANCE APPRAISAL SYSTEM AT R-TEK MOULD

Performance appraisal report is an index of an employees work performance over a given period of time. It is crucial for his or her career growth as it indicates the strengths, weaknesses, training needs, nature of job being performed and problems faced in work situation. The objectives of the performance appraisal system at R-TEK MOULD are:

To set norms and targets of work performance, as well as, to

monitor the work progress of employees. To facilitate placement of employees in accordance with their suitability for different types of assignments. To provide an objective basis for determination of merit, efficiency and suitability for the purpose of promotion. To identify areas requiring exposure for training and

development.

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The performance appraisal system seeks to evaluate:

The work performance of an employee on the present job in

relation to the expected levels of performance, both qualitative and quantitative. The extent of development achieved by the employee during the period under review. Evaluation of behaviouralattributes, attitudes and abilities. Evaluation of potentials for assuming higher responsibility.

The appraisal

Pre-requisites of an effective appraisal process:

Purpose of the job- The overall rate of the job from

organisations point of view; why the job exists and what contribution it is expected to make. A statement of the key result areas that flow from the purpose of the job- statements of the continuing end results and outcomes required of the job, statements which identify what the job achieves and why.

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 Having listed the key result areas, it is necessary to clearly statethe objectives for the year. These objectives must flow from the business, functional and unit plans. For objectives to invoke commitment, they must be agreed between the job holder and his boss and not set unilaterally. For objectives to be meaningful, they must be specific, measurable, attainable, relevant and time bound. The appraisal process must focus on performance against agreed objectives, enable the individual to give feedback to the organization his own feelings, aspirations, difficulties, etc and serve as a forum for dialogue between the individual and the organization. The process must focus on performance, not personality; on facts, not perception and demonstrated behaviour, not hunches.

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Advantages/Benefits: To Appraisers: More productive- Allows the appraiser to concentrate efforts on the more productive managerial tasks and activities. Less stressfulCreates a more harmonious, less adversarial,working relationship between appraiser and appraisee. More rewarding- Improved productivity of the work group.

To Appraisees: Feedback Opportunity . Autonomy

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Observation and Feedback (One on One) Once performance objectives and standards are established, the Team Leader observes the employees' performance and provides feedback. The Team Leader has aresponsibility to recognize and reinforce strong performance by an employee, and identify and encourage improvement where it is needed. The Team Leader providesinformal feedback almost every day. By observing and providing detailed feedback, the Team Leader plays a critical role in the employee's continued success and motivation to meet performance expectations.

One On One Sessions One on One is a method of strengthening communication between the Team Leader and the employee. It helps to shape performance and increase the likelihood that the employee's results will meet expectations. One on One sessions provide the Team Leader and the employee the opportunity to discuss her progress toward meeting mutually established standards and goals. A One on One session focuses on one or two aspects of performance, rather than the total review that takes place in a performance evaluation.

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Guiding Principles Effective One on One can: Strengthen communication between the Team Leader and the employee Help the employee attain performance objectives Increase employee motivation and commitment Maintain and increase the employee's self-esteem Provide support

Key Elements of One on One

To make One on One sessions effective, the Team Leader keeps the following key elements of One on One in mind while conducting such a session: Observe the employee's work and solicit feedback from others. When performance is successful, take the time to understand why. Advise the employee ahead of time on issues to be discussed. Discuss alternative solutions. Agree on action to be taken. Schedule follow-up meeting(s) to measure results. Recognize successes and improvements. Document key elements of One on One session.
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Questions to Consider during One on One

To provide effective feedback the Team Leader must understand the elements of performance and analyze marginal performance. These questions are kept in mind: How is the employee expected to perform? Does the employee understand these expectations? If not, why not? Does the employee know what successful results look like? How does the Team Leader know? Does the employee know the performance is marginal? How does the Team Leader know? Are there obstacles beyond the employee's control? Can the Team Leader remove them? Has the employee ever performed this task satisfactorily? Is the employee willing and able to learn? Does satisfactory performance result in excessive work being assigned?

During the One on One Session When the Team Leader conducts a One on One session to provide positive feedback to the employee, he keeps the following points in mind:
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 Describe the positive performance result or work habit using specific details. Ask the employee's opinion of the same product or behavior. Ask the employee to identify elements that contributed to success (adequate time or resources, support from management or other employees, the employee's talent and interest in the project). Discuss ways in which the Team Leader and the employee can support continued positive results. Reinforce for the employee the value of the work and how it fits in with the goals of the work unit or department. Show your appreciation of the positive results and your confidence that the employee will continue to perform satisfactorily. If appropriate, document your discussion for the employee's file. When the Team Leader conducts a One on One session to improve performance, he uses the following format:

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 Describe behaviors.

the

issue

or

problem,

referring

to

specific

Involve the employee in the problem-solving process. Discuss causes of the problem. Identify and write down possible solutions. Decide on specific actions to be taken by each of the Team Leader. Agree on a follow-up date. Document key elements of the session.

Follow-Up Discussion During a follow-up discussion, the following steps are followed: Review the previous discussion(s). Discuss insufficient improvement and ask for reasons why. Indicate consequence of continued lack of improvement. Agree on action to be taken and set a follow-up date, if appropriate. Convey confidence in the employee.

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Chapter 5 RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY

Aim of the Research

To

ascertain

the

effectiveness

of

Performance

Appraisal

methodology used by the Organization.

Objectives of the study The following are the objectives of the study: To develop my understanding of the subject. Performance Appraisal System implemented in various Organizations varies according to the need and suitability. Through my research, I have tried to study the kind of Appraisal used in the Organization and the various pros and cons of this type of system To conduct a study on social behavior. Social behavior is a very unpredictable aspect of human life but social research is an attempt to acquire knowledge and to use the same for social development. To enhance the welfare of employees. The Appraisal system is conceived by the Management but mostly does not take into consideration the opinion of the employees. This can lead to adverse problems in the
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Organization. Therefore by this study I have attempted to put forth the opinion of the employee with respect to the acceptability of the Performance Appraisal System. To exercise social control and predict changes in behavior. The ultimate object of my research is to make it possible to predict the behavior of individuals by studying the factors that govern and guidethem.

Research Design A research design is a type of blueprint prepared on various types of blueprints available for the collection, measurement and analysis of data. A research design calls for developing the most efficient plan of gathering the needed information. The design of a research study is based on the purpose of the study. A research design is the specification of methods and procedures for acquiring the information needed. It is the overall pattern or framework of the project that stipulates what information is to be collected from which source and by what procedures. (1) EXPLORATIVE RESEARCH DESIGN: Explorative studies are undertaken with a view to know more about the problem. These studies help in a proper definition of
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the problem, and development of specific hypothesis is to be tested later by more conclusive research designs. Its basic purpose is to identify factors underlying a problem and to determine which one of them need to be further researched by using rigorous conclusive research designs. (2) CONCLUSIVE RESEARCH DESIGN: Conclusive Research Studies are more formal in nature and are conducted with a view to eliciting more precise information for purpose of making marketing decisions. These studies can be either: a) Descriptive or b) Experimental Thus, it was mix of both the tools of Research Design that is, Explorative as well as Conclusive.

Sampling An integral component of a research design is the sampling plan. Specifically, it addresses three questions: Whom to survey (The Sample Unit) How many to Survey (The Sample Size) & How to select them (The Sampling Procedure) Making a census study of the whole universe will be impossible on the account of limitations of time. Hence sampling becomes
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inevitable. A sample is only a portion of the total employee strength. According to Yule, a famous statistician, the object of sampling is to get maximum information about the parent population with minimum effort.

Methods of Sampling Probability Samplingis also known as random sampling or chance sampling .Under this sampling design every individual in the organization has an equal chance, or probability, of being chosen as a sample. This implies that the section of sample items is independent of he persons making the study that is, the sampling operation is controlled objectively so that the items will be chosen strictly at random.

Non Probability Samplingis also known as deliberate sampling , purposeful and judgmental sampling. Non-Probability Sampling is that which does not provide every individual in the Organization with a known chance of being included in the sample.

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Data collection method Collection of data is the first step in statistics. The data collection process follows the formulation for research design including the sample plan. The data can be secondary or primary.

Collection of Primary Dataduring the course of the study or research can be through observations or through direct communication with respondents on one form or another or through personal interviews. I have collected primary data by the means of a Questionnaire. The Questionnaire was formulated keeping in mind the objectives of the research study. Secondary datameans data that is already available i.e., they refer to data, which has already been collected and analyzed by someone else. When a secondary data is used, the researcher has to look into various sources from where he can obtain data. This includes information from various books, periodicals, magazines etc.

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 Research Methodology Adopted

Research Design :Descriptive research Research Instrument :Structured Questionnaire Sampling Plan i) Sample Method:Non-Probability Sampling (Convenience Sampling) ii) Sample Size:30 iii) Sample Unit: supervisory position Sampling Design Convenience Sampling, as the name implies, is based on the convenience of the researcher who is to select a sample. Respondents in the sample are included in it merely on account of their being available on the spot where the survey was in progress. Source of Data a) Primary Data :Structured Questionnaire b) Secondary Data :Journals, Booklets, Company Data, etc.
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Employees who do not hold a

CHAPTER 6

DATA ANALYSIS & INTERPRETATION

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DATA ANAYLSIS& INTERPRETATION

For the purpose of analyzing, raw data was summarized in a master table and from this table the results have been carried out the questions have multiple/alternative choices. In case of ranking questions the total score has been added and final ranking is given. In case of checklists questions the average of total no. of responses was calculated. In case of explanatory questions, the general suggestions were summarized.

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 EMPLOYEES AGE ANALYSIS

AGE

20-25 YRS

12 18

25-35 YRS

INFERENCES

The above pie

chart is a representation of employee;s age

working in an organization which shows that 18 employees are between the age of 20-25 years and 12 employees are between the age of 25-35 years. This is mainly due the expansion policy of the company that has taken on board a large number of newand young employees to fuel its growth plans.

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 Years of Experience within the Organization LESS THAN A YEAR ONE YEARS TWO YEARS THREE YEARS FOUR + YEARS TOTAL 5 7 9 5 4 30

YEARS OF EXPERIENCE
4

5
LESS YHAN A YEAR

5 7

ONE YEAR TWO YEARS THREE YEARS FOUR + YEARS

INFERENCES Most of the employees in the Organization are relatively new because a majority of them have between one and two years of experience in the Organization. This is mainly due to the fact that the Organization is in a constant mode of growth and is therefore recruiting in a big way.
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1) Have you worked in any other Company prior to joining this Organization? OPTIONS YES NO RESPONSE 22 8

26.67% YES NO 73.33%

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INFERENCES Twenty-two employees (i.e.73.33%) have some

amount of prior work experience before joining R TEK MOULD. Most of them are diploma holders in animation and were not aware of the existence of such an industry. They came to know about the same only after seeing the advertisements of the company in thenewspaper. This also means that even though most of them have worked prior to joining R TEK MOULD,they do not have any handson experience of the kind of work carried out by R TEK MOULD.. This fact can also be interpreted as having no valid work experience at all prior to joining the Organization.

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2) Were you informed about the Performance Appraisal model, used in the Organization, during your induction?
OPTIONS YES NO RESPONSE 16 14

46.47% 53.33%

YES

NO

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INFERENCES

Due to the fact that most of the employees have got no experience in this sector before,they did not ask about the Performance Appraisal modelused in the Organization. Therespondents that said that they were informed of the model during the interview were toldso at the discretion of the interviewer.The company has however made it a point to inform the employee about the model before he signs the acceptance letter. This prevents any ambiguities and misunderstanding about what is expected of the employee before he joins theOrganization.

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3) How do you find the Performance Appraisal Model in this Organization? (Mark all the relevant options)

OPTIONS SIMPLE COMPLICATED OBJECTIVE SUBJECTIVE EFFICIENT INEFFICIENT

RESPONSE 9 4 2 7 5 3

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10.00% 30% SIMPLE COMPLICATED OBJECTIVE SUBJECTIVE 23% 6.67% 13.33% EFFICIENT INEFFICIENT

16.67%

INFERENCES From the above chart it can be inferred that, a majority of the sample respondents have found the Appraisal Model to be simple and efficient on one hand but also subjective onthe other hand. The Appraisal model has been thoroughly dealt with during the training so the employees know exactly what is expected of them. The HR department follows an open door policy which ensures that any queries regarding the policy can be clarified to the employee s satisfaction. But the employees are of the opinion that the subjective nature of the Appraisal system is one of the main disadvantages. The fact remains that due to the kind of work carried out byR-TEK MOULD, it becomes quite irrelevant to appraise on an objective basis.

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4) In your opinion, does the Performance Appraisal System give a proper assessment of your contribution to the Organization?

OPTIONS YES NO

RESPONSE 17 13

43% 57% YES NO

INFERENCES About 57% of the respondents say that the Performance Appraisal System does give a true and fair view of their contribution to the Organization. This does include employees who think that their rating does not always turn up to be correct as per their opinion.
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The group of respondents who have replied in the negative, also include candidates who say that the appraisal does not turn out to be right most of the times but do show a fairview sometimes. Since the appraisal is done o a quarterly basis and most of the candidates have not gone through more than 2-3 rounds of appraisals, the data may not beentirely sufficient to reach any conclusions.

5) How often does your Performance assessment match to your expectations?

OPTIONS NEVER RARELY SOMETIMES OFTEN EVERYTIME

RESPONSE 3 6 5 10 6

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20%

10% NEVER 20% RARELY SOMETIMES OFTEN

33.33%

16.67%

EVERYTIME

INFERENCES From the above chart it can be inferred that, a majority of the sample respondents have found the Appraisal Model to be simple and efficient on one hand but also subjective onthe other hand. The Appraisal model has been thoroughly dealt with during the training so the employees know exactly what is expected of them. The HR department follows an open door policy which ensures that any queries regarding the policy can be clarified to the employee s satisfaction. But the employees are of the opinion that the subjective nature of the Appraisal system is one of the main disadvantages. The fact remains that due to the kind of work carried out by R-TEK MOULD, it becomes quite irrelevant to appraise on an objective basis.

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6) According to you, how often should the Performance Review take place? OPTIONS ONCE IN A WEEK ONCE A MONTH EVERY 3 MONTHS EVERY 6 MONTHS ONCE A YEAR RESPONSE 9 10 7 2 2

6.67% 6.67% 30% Once in a week Once a month 23.33% Every 3 months

Every 6 months
Once a year 33.33%

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INFERENCES

Performance appraisal review is a constant process and lesser the frequency between the appraisals, the better. The majority want (i.e. 86% which includes the first 3 options only) the frequency of the appraisal to less than 3 months. The employees say that the longer the frequency between appraisals, the more the chances of the appraisal not matching up to their expectations because many performances get overlooked. If the appraisal is done on a more frequent basis, the employee has a chance to find out the gaps in his / her performance on a more regular basis which will help them to improve more on their performance and thereby eliminate waste. The appraisal does not necessarily have to be a formal one. Even informal performance appraisals done between formal appraisals but on a more frequent level will most certainly help and go a long way in improvingperformance.

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7) What is your Satisfaction level with the current Appraisal System? OPTIONS VERY LOW LOW AVERAGE HIGH VERY HIGH RESPONSE 0 2 7 17 4

satisfaction level
6.67%

13.33%

VERY LOW
23.33% LOW AVERAGE HIGH

56.67%

VERY HIGH

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INFERENCES The satisfaction level of the Appraisal system is quite high as can be seen from the chart . This is a good sign as increased level of satisfaction is the main emphasis of any appraisal system.. The pie chart shows that 93% have rated the Appraisal system as average , high or very high . The high Satisfaction level in the System could also be due to various reasons like monetary or non-monetary incentives or growth parameters. The satisfaction level also brings to light the efficiency of the management in devising an acceptable Appraisal system.

8) Which are the areas that should be improved upon?

OPTIONS STANDARDS MONETARY INCENTIVES FREQ OF APPRAISAL APPRAISER

RESPONSE 4 10 14 2

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6.67%

13.33%
15.56%

STANDARDS MONETARY INCENTIVES FREQ OF APPRAISAL

33.33%

APPRAISER

INFERENCES This question breaks up the different phases of the appraisal system and tries to come to derive a conclusion as to the areas of improvement in the process of evaluation. 33.33% of the respondents say that there should be a change on the aspect of monetary incentives. This does not refer to an increase in the monetary incentives but a morereasonable incentive structure that will properly reward increased and efficient performance. The frequency of appraisal is another aspect that needed review. The present system is a quarterly one and the general opinion is that informal appraisals should be held on a more regular basis. Standards of performance (i.e. benchmarks) should be improved according to 13% of the respondents. Only 7 % have stated the there should be change in the appraiser, which is an inevitable sign of the operational efficiency of the system.

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9) How important do you think is Performance Appraisal to your Performance? OPTIONS NOT IMPORTANT LESS IMPORTANT IMPORTANT VERY IMPORTANT MOST IMPORTANT RESPONSE 0 1 10 12 7

3% 23% 33%

NOT IMPORTANT
LESS IMPORTANT IMPORTANT VERY IMPORTANT MOST IMPORTANT

40%

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INFERENCES

This question was put in to find out and analyze the importance of the Appraisal system to the productivity of the employee. The data clearly shows that the recognition of the employee s performance does have a direct impact on his / her efficiency. A vast majority of the respondents (i.e.73% which includes ratings of important or very important ) affirm that their performance is directly influenced by recognitions of their performance by the appraisal system. None of the respondents have stated that the appraisal system had no effect on their productivity. This points out to the fact that the Appraisal system goes a long way in determining the productivity of the employees in an Organization. Therefore it is very important for any Organization to devise their Performance Appraisal System carefully.

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10) Do you think the One on One sessions are effective in ironing out problems in the work environment?

OPTIONS YES NO

RESPONSE 14 16

47% 53%

YES NO

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INFERENCES

One on one sessions are conducted by R-TEK MOULDduring the appraisal system phase to tell the employee on an individual level as to the rating given tohim / her. Each session lasts between 10- 30 minutes. The team leader tries to justify his reasons on why he had given a particular rating to an employee. Fifty three percent of theemployees responded by saying that the one on one sessions are not efficient in ironing out problems mainly because since they are done on a formal basis so most employees consider it just as a formality which the appraiser uses to impose the rating he has alreadygiven to an employee. The employee therefore does not expect the rating to change aftera one on one session with the supervisor.

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11)Does

personal

bias

creeps-in

while

appraising

an

employee? OPTIONS YES NO RESPONSE 18 12

40%

YES
60%

NO

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INFERENCES In the process of appraising, both the parties are human being, that is, the one who is being apprised and the other who is appraising. Thus, there bound to be subjectivity involved, be it an objective way of appraising.Thus, when asked from among the sample size of 30 respondents, as huge as 60 % respondended that personal bias do creep in while appraising an individual. Hence, it is inevitable to say that personal likings do not come in the process of appraisal. It is the extent to which the appraiser manages it so that it does not become very partial and bias.

12)Who should do the appraisal?

OPTIONS SUPERIOR PEER SUBORDINATE SELF APPRAISAL CONSULTANT

RESPONSE 15 0 0 10 5

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17%

SUPERIOR PEER 50% SUBORDINATE SELF APPRAISAL CONSULTANT

33%

INFERENCES

Majority of the respondents i.e 50% responded by saying that the should be appraised by their superior only. And no one agrees with the appraiser by the peer and the subordinate.33% demanded that they should be given chance to do self appraisal and 17% goes with the appraiser by the consultant.

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13) Transparency Rating of the Performance Appraisal system

OPTIONS 4 POINTS 5 POINTS 6 POINTS 7 POINTS 8 POINTS 9 POINTS

RESPONSE 9 8 6 4 2 1

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7% 3% 13% 30%

4 POINTS 5 POINTS 6 POINTS 7 POINTS 8 POINTS 9 POINTS

20% 27%

INFERENCES This question is an attempt to analyze the perceived transparency of the rating among theemployees of the Organization. A majority of the employees have given a transparency rating of 4. The perception of the employees is since the appraisal is done on a quarterlybasis, the employee is not in a position to actually evaluate the basis of the rating he / shehas received. This causes a lot of ambiguity in the ratings. This is the primary concerndue which almost 70 % have given a rating of 6 and below. The respondents who havegiven a rating of 7 and above have mostly given this rating because they have got goodratings in the past and feel that there is not much required in terms of transparency aslong as they get good ratings themselves.

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14) Do you feel comfortable discussing any difference of opinion about your Performance Rating with your appraiser?

OPTIONS YES NO

RESPONSE 13 17

43%

57%

YES NO

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INFERENCES The major reason for the decreased transparency rating might be due to the fact that 57 % of the respondents did not feel free to express their displeasure, if any, to the rating given to them. This can be due to decreased comfort levels with the appraiser. The appraisal system can only be efficient if it takes into consideration the employee s side of the appraisal. There might be various aspects that the appraiser might have accidentally overlooked or certain circumstances misinterpreted which can be clarified if theemployee is more open and comfortable with the employer.

15) Performance Appraisal Model Rating

OPTIONS 5 POINTS 6 POINTS 7 POINTS 8 POINTS 9 POINTS

RESPONSE 1 2 6 10 11

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3% 7%

5 POINTS
37% 20%

6 POINTS 7 POINTS 8 POINTS 9 POINTS

33%

INFERENCES The respondents were specifically told to rate the Appraisal system by setting aside any kind of human intervention present in it by just evaluating its inherent structure and not efficiency in its execution. This helps to ascertain whether there are any flaws in the Performance Appraisal system. About 90 % of the sample has given a rating of 7 pointsand above. This shows the system is generally acceptable to the employees and is a good sign for R-TEK MOULD. The concern of the Organization should be to find out why the remaining 10 % are not very highly satisfied with the system and find out ways and means to increase their acceptability of the system.
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LIMITATIONS The following are the limitations faced by me during the course of the study: The sample consisted only of employees in the day shift. Employees of the night shift were not considered for the purpose of study. There is no concrete basis to prove the response given is a true measure of the opinion of all the employees as a whole. Convenient sampling was used as the mode of conducting the research. The questionnaire contained mostly multiple-choice

questions; therefore many respondents may not have given a proper thought before answering the questions. The response of the respondents may not be accurate thinking that the management might misuse the data.

Sensitive company information cannot be displayed in the project report.

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FINDINGS, SUGGESTIONS AND CONCLUSIONS Findings:

1) Presence of a firmly implemented career plan- good sense of growth. 2) High proportion of routine work- during training and immediately after. 3) Organization climate Well analyzed goals are set. Good and effective performance appraisal strategies applied. All the strategies are fair and objective. The employees are well aware of what is expected of them. Proper feedback is not given to the management cadre staff. Suggestions and innovations are not rewarded. Supervisors are patient with the employees problems.

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 Good performance leads to annual increments and promotions. Training and development programs are not very effective and helpful. The purpose of Performance Appraisal System followed in the company is fulfilled.

Suggestions: Extensive of the job training. Free hand in decision making. Focused job responsibility. Transparent career planning of all officers. Give tangible advantages. Exemplary rewards should be given for unique achievements of the employees. Informal were calling as and when they need. Giving chance in decision making. Reward for employee work. Proper interactions with seniors. Effective training and development programs should be held.

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 Proper feedback should be given to the management cadre staff at fixed time periods. Suggestions and innovations should be encouraged. Performance appraisal system should be extensively used in job rotation. Up gradation of basic qualification of all workers to be taken in future based on their performance. Improve competency of the workers. The company should concentrate more on individual development.

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Conclusion: With rewards being directly linked to achievement of objectives, goal setting andPerformance The Performance and it designed Appraisal is assumes has by utmost been HRD. importance. professionally AppraisalSystem monitored

Theimplementation is the responsibility of each and every employee along with theirsupervisor. There should be adequate training to the evaluator that will go a long wayin answering the quality of Performance Appraisal. In conclusion, a PerformanceAppraisal is a very important tool used to influence employees. A formal Performancereview is important as it gives an

opportunity to get an overall view of jobperformance and staff development. It encourages systematic and regular jointstocking and planning for the future. Good performance reviews therefore dont justsummarize the past they help determine future performance.

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SUMMARY:

Chapter I: This chapter gives us insight into the world Human Resource Management in general and talks about all the related topicswhich effect the Human Resource Management in myriad ways. It alsogives us proper introduction and definitions of Human ResourceManagement and the performance appraisal system. Chapter II: This chapter deals with the Profile of the company it tellsus the history of the company, it goes on to talk about the progressand all innovations and technological progress that the company hasmade over the years, it also talks about how the company has excelledin retaining its employees over the years, it tells us about the qualitylegacy of the company, it gives us an insight about the topmanagement of the company, it end it talks about the unique retainingstrategies of the company and few of the products that the companysells. Chapter III: This chapter includes the review of literature of performanceappraisal. It also includes the various articles which are referred for theaccomplishment of the project. Chapter IV: This chapter deals with Methodology of the study and alsoits needs and objective of the study.It deals with how the survey was carried out by taking theprimary data and secondary data that is by carrying out survey andalso taking the finding of other surveys and document into account.It talks about the
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needs and objective of the study to find outhow the company is faring in and around its region and how it canimprove its retention strategies. It also find out the limitation that Iencountered during the period of study. Chapter V: This Chapter deals with the analysis of the survey that Ihad conducted during the period of my study. This survey tries to findout how the performance appraisal strategies effects the employees inthe organization.

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QUESTIONNAIRE A STUDY ON PERFORMANCE APPRAISAL SYSTEM WITH REFRENCES OF R-TEK MOULD

1. Name of the respondent :

2. Age :

3. Gender : Male/Female

4. Have you worked in any other Company prior to joining this Organization? a. YES b. NO

5.Were

you

informed

about

the

Performance

Appraisal model, used in the Organization, during your induction? a. YES b. NO

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6.How do you find the Performance Appraisal Model in this Organization? (Mark all therelevant options) a.Simple b.Complicated c.Objective d.Subjective e.Efficient f.Inefficient 7. In your opinion, does the Performance Appraisal System give a proper assessment ofyour contribution to the organization? a. Yes b. No

8.How often does your Performance assessment match to your expectations? a.Never b. Rarely c.Sometimes d.Often e.every time

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9. According to you, how often should the Performance Review take place? a.Once a week b. Once a month c. Every 3 months d.Every 6 months e. Once a year

10. What is your Satisfaction level with the current Appraisal System? a.Very low b. Low Average c.High d.Very High

11. Which are the areas that should be improved upon? (Mark all the relevant options) a.Standards b. Monetary incentives c.Frequency of Appraisal d.Appraiser

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12.How important do you think is Performance Appraisal to your Performance? a.Not Important b.Less Important c.Important d.Very Important e.Most Important 13.Do you think the One on One sessions are effective in ironing out problems in the work environment? a.Yes b.No 14.Does personal bias creeps-in while appraising an

employee? a.Yes b.No 15.Who should do the appraisal? a. superior b.peer c. subordinate d. self appraisal e.consultant
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16. If you were given an opportunity to rate the transparency of the Appraisal System, what marks would you give? (On a scale of 1 to 10 with 1 being the lowest and 10 being the highest)

17.Do you feel comfortable discussing any difference of opinion about your Performance Rating with your appraiser? a.Yes b.No 18. How do you rate the Performance Appraisal System in your Organization? (On ascale of 1 to 10 with 1 being the lowest and 10 being the highest)

Thank you for your feedback

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Overall Experience

1. Punctuality: The staff in the organization is very punctual in terms of timings and never gets late. I have been adhering to this practice by reaching at least 5 minutes earlier than the regular timings. 2. Respect: All the employees respect their seniors. The seniors also earn this respect because of their concern for juniors. I respect all my seniors and in turn they help me in every way possible 3. Patience: I had to wait for a long time before I could clear my doubts or get instructions from my boss, since he was a very busy man. I showed patience and never got angry or frustrated. 4. Deadlines: All the people are assigned tasks of different nature with deadlines. All of them have to adhere to that deadline. I also tried to show same professionalism by completing the work assigned to me much before the deadlines. 5. Humility: The senior employees have a very humble attitude irrespective of their position. This is a very important part of any organization. I also tried to be as humble with the workers as possible. I tried to understand what they were trying to say even though they had little knowledge of technical terms.

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6. Teamwork: Most of the projects here are done in teams. Each person is working on a different aspect of same problems. They show full coordination and cooperation. I also worked on the same principles and was always ready to cooperate and be a part of the team rather than an observer. 7. Dress Code: Though there was no formal dress code for industry but still I used to wear Formal dress thus maintaining a level of decency at work. 8. Communication Skills: Most of the people in the

organization used Punjabi language and the workers could only understand Punjabi. Since I also know Punjabi, I tried to communicate with the workers in the language they were most comfortable with. 9. Devotion: All the employees were highly devoted to their work. Never did they waste time on meaningless talks or any other pastime. I also tried to inculcate same level of devotion and never tried to chat with others for pastime. 10.Friendly Atmosphere: There were many other trainees who were assigned different projects. We became very good friends in course of time and always helped each other in their projects.

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BIBLIOGRAPHY BOOKS: Performance Management, Concepts, Practices and Strategies forOrganisation success by S. K. Bhatia Organizational Behavior by Steve Robbins.

JOURNALS: Indian Journal of Human Resource. INTERNET WEBSITES: www.rtekmould.com www.autocrat.co.in www.google.com www.wikipedia.com www.answers.com

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