A

PROJECT REPORT

ON

PERFOMANCE MANAGEMENT SYSTEM

OF
KOHINOOR STEEL (P) LIMITED

BY:

DHIRAJ KUMAR

A Report submitted in partial fulfillment of

The requirement of PUNE UNIVERSITY

SINHGAD INSTITUTE OF BUSINESS ADMINISTRATION &

COMPUTER APPLICATION
Lonavala (Pune)
 ACKNOWLEDGEMENT
I, hereby, deeply express my gratitude to KOHINOOR STEEL (P) Ltd for
giving me an opportunity to work as a trainee at their corporate office under
Summer Internship Program. I am thankful to my Company guide Mr.
Dhiraj Patro HR Manager. I would also like to thank the other members of
the department for providing their knowledge and assistance with the
reference materials, guidance and support.

I also take this opportunity to thank our faculty guides Mr. B.V.Anigree,
Class Coordinator Prof Smita S. Kumar and Director of SIBACA, who
helped me immensely in my project.

At the end of my summer training I feel enriched with the knowledge given
to me at KOHINOOR STEEL (P) Ltd from time to time.

Dhiraj Kumar
 TABLE OF CONTENTS

Certificate:-

Acknowledgement:-

Executive Summary:-

Organizational History:-

Trends in Global and Indian Steel Industry:-

Profile of KOHINOOR STEEL (P) LTD:-

Objectives:-

Scope & Limitations:-

Performance Management System:-

Data Analysis:-

Conclusion:-

Recommendations:-

Bibliography:-
 Trends in Global
and Indian Steel
Industry

TRENDS IN GLOBAL STEEL INDUSTRY

The volume of steel consumed has been the barometer for measuring
development and economic progress. Whether it is construction or
industrial goods, steel is the basic raw material. Lighter metals and stronger
alloys have been developed; plastics and synthetics have replaced steel in
many areas.
Steel is made from ores still found in abundance around the world.
Technological developments have brought down the time for transformation
from iron ore to steel to within a day. Even after decades of use, it can be
sent back to the furnaces as scrap, melted and remade into new qualities
of steel. It is the most recycled material in the world. In developed
countries, recycling accounts for almost half of the steel produced.

After being in the focus in the developed world for more than a century,
attention has now shifted to the developing regions. In the West, steel is
referred to as a sunset industry. In the developing countries, the sun is still
rising, for most it is only a dawn.
What's next for world steel? Expect yet more consolidation that will make
the industry more efficient. Despite recent high-profile mergers, the global
steel industry remains fragmented along national lines. And size has its
advantages. Larger companies have more power to negotiate with
suppliers. The recovery has largely been led by increased demand for steel
in China as the country focuses on strong infrastructure led growth and
prepares for Olympics 2008.

STEEL PRODUCTION OF DIFFERENT COUNTRIES

Countries Production Countries Production

CHINA 394.9 Mton FRANCE 19.5 Mton
JAPAN 112.5 Mton TAIWAN 18.6 Mton
UNITED STATES 94.9 Mton SPAIN 17.8 Mton
RUSSIA 66.1 Mton MEXICO 16.2 Mton
SOUTH KOREA 47.8 Mton CANADA 15.3 Mton
GERMANY 44.5 Mton UK 13.2 Mton
UKRAINE 38.6 Mton BELGIUM 10.4 Mton
INDIA 38.1 Mton SOTH AFRICA 9.5 Mton
BRAZIL 31.6 Mton IRAN 9.4 Mton
ITALY 29.3 Mton POLAND 8.4 Mton
TURKEY 21.0 Mton TOTAL (WORLD) 1131.8 Mton

SCENARIO OF INDIAN STEEL INDUSTRY

The Indian steel industry is poised for massive expansion. Dramatic
consumption growth over the last few years has stimulated enormous
expansion plan, facilitated by unexploited iron ore raw material base. India
is now being hailed as the new China, where crude steel production soared
from less than 100 million tones in 1995 to over 400 million tones in
2006.India has recently established a long-term goal of raising crude steel
production to 100 million tones per annum by 2020.

The Indian iron and steel industry is nearly a century old with Tata Iron &
Steel Co. (Tata Steel) being the first integrated steel plant to be set up in
1907.The International Iron and Steel Institute (IISI) ranked India as the seventh
largest steel producer in the world with an overall production of about 40 million
tone (MT) in 2006.

In such a short span of time, there has been tremendous growth in this
sector. Today, there are numerous steel manufacturers, stainless steel,
mild steel, metal suppliers, building material manufacturers and suppliers
etc. that constitute the steel industry of India.

India's steel production during April 2006-February 2007 grew 10.1 per
cent at 44.3 MT as against 40.237 MT in the corresponding period of
previous fiscal. Crude steel production of Tata Steel Ltd for 2006-07
crossed five MT; production of hot metal touched 5.55 MT, crude steel 5.05
MT and saleable steel 4.93 MT.

The grand total of 24.9 million MTPA places India among the top ten
producers and suppliers of steel in the world, the per capita steel
production of only 26 Kg is much below the world average of 150 Kg.

Over the last few years the performance of the Indian steel industry has
been adversely affected due to overcapacity, cheap imports, economic
slowdown, declining global steel prices and also anti dumping duty
imposed by USA on Indian exports.

Of late there has been some revival in the automobile sector. The demand
for two-wheelers, passenger cars and HCV segment are witnessing a
recovery. This recovery in the automobile sector is expected to benefit the
steel industry. The government is also talking about pump priming the
economy. Any step up in government expenditure on infrastructure projects
is also likely to benefit the steel sector.

Projected Demand and Supply of Steel in India

Profile of Kohinoor steel
About Company

Inception

Kohinoor Steel (p) Ltd, the flagship of the Rs 600-crore Dugar Groups of Nepal
and Bothra Groups of India Group, is now on the threshold of a major expansion in
value added steel, alloy steel and stainless steel products. It is now achieving a
major milestone in the steel cycle with the commissioning of the steel-melting
complex at Kochidih in Kharsawan district of Jharkhand.

The company was among the first few in the private sector to sign a MoU with the
Jharkhand government in 2003 for setting up an integrated steel plant. Since then a
slew of steel projects have been announced both by existing and new entrants into
the steel industry..

Kohinoor Steel (P) Limited was incorporated in 2005 as a joint venture of Dugar
Groups of Nepal and Bothra Groups of India. It was set up for the production of
sponge iron and power.

The first phase of the project is in an advanced stage of completion. Facilities

already completed are:

The plant is ideally located and is well connected to other towns and cities of the
country through rail and highway routes. Some of the major advantages include:

• Iron ore, non-coking coal, manganese ore, limestone, dolomite are all
available in nearby regions.
• Transportation facilities to access various markets available through road
and rail.
• Both skilled/unskilled labors are available
• Water is being drawn from the Koel River which is 7 km away via
company's own pipeline.

The company is now in the midst of a major expansion programmed which

includes addition of a coke oven plant, rolling mill along with development of
captive iron ore and coal mines, a private railway siding, a 17 MW captive power
plant based on waste heat recovery based boiler from DRI and a 18 MW fluidized
based power plant utilizing coal rejects from washer.

The new project will help the company to produce high quality premium steel,
which will be consumed by the Automobile and Heavy Engineering Sector. The
captive mines along with captive power and railway siding will enable the
company to drastically reduce its cost of production and thereby compete with the
best of firms in this sector.

Board of Director

Chairman & managing director MR.Vijay Bothra

Ex. Director MR.K.S.Dugar

Director MR.Parekh Dugar

Director MR.Prasant Bothra

GM MR.Pranav Singh

Quality

Having benchmarked our products as international quality standards and

supplementing them with strong ISO systems. A commitment to quality in all
the operations of Kohinoor Steel (P) Limited is carried out through a rigorous
method of checks and control. ISO 9001 standards have been implemented at
plants and in all our processes.
Quality Policy

We, at KSPL are committed to meet the needs and expectations of customers
and other interested parties. To accomplish this, we will:
• Produce quality products and provide services to all customers to earn
their confidence and their delight.

• Achieve quality of the products by following systematic approach

through planning, documented procedures and timely review of quality
objectives.

• Continuously improve the quality of all materials, process and products.

• Maintain an enabling environment, which encourages teamwork and

active involvement of all employees with total commitment.

Environmental Policy

We, at KSPL while carrying out its operations reaffirm our commitment to
preserve the environment. To accomplish this, we will
• Prevent environmental pollution by documenting, implementing,
maintaining and continuously reviewing the environmental management
system.

• Ensure healthy environment by complying with all the relevant

environmental legislations, regulations and other requirements.

• Ensure continuous improvement in the environmental management and

prevention of pollution by minimizing the emissions and discharges.

• Maintain a high level of environmental consciousness amongst

employees through different means including HRD effort.

• Review the environmental objectives and targets on a continuous basis.

Ideally Located
Kohinoor Steel (P) Ltd. is located at Kuchidih, in the Kharsawan District of
Jharkhand. From the point of view of raw materials availability, infrastructure
facilities and accessibility to the market, the plant is ideally located in the close
proximity of iron ore mines and sponge iron consumers of Eastern region.

Product: Sponge Iron

The process of sponge iron making aims to remove oxygen from iron ore.
When that occurs, the departing oxygen causes micro pores in the ore body
making it porous. The final product, when observed under a microscope,
resembles a honeycomb structure looking spongy in texture, hence the name
sponge iron.

High Quality
The quality of sponge iron is primarily ascertained by the percentage of
metallization (removal of oxygen), which is the ratio of metallic iron to the
total iron present in the product. The properties of sponge iron typically
produced at KSPL are as shown below:
 Constituent Percentage

A Chemical

Fe, Total 90-92

Fe, Metallic 81-84

Metallization 90 (±2)

Sulphur 0.03 max

Phosphorus 0.05 max

Carbon 0.10 max

Gangue content 6-8

B Physical

Size Lump +3 mm

Fines -3 mm

Bulk density 1.6-2.0 MT/m3

Inherent density 3.5 MT/m3 (approx)

Sponge iron produced at KSPL is distinct due to its high metallic iron content
and consistent chemical and physical characteristics. This provides secondary
steel makers flexibility in preparing their furnace charge to produce finer
quality steels than what is possible using steel scrap only. Some of the
features of the sponge iron produced at KSPL are:

• High iron content and high degree of metallization

• Uniform and consistent quality
• Lower sulphur and phosphorus content
• Negligible tramp element
• Minimum dust generation during material handling
• Good flow ability in bins, pipes and conveyors for continuous and
trouble free charging
• Superior technical support to induction furnace operators

SOCIAL RESPONSIBILITY

The company considers the community around its manufacturing facilities as

one of its most important groups of stakeholders.
It holds regular interactive sessions with a cross section of the local people to
inform them of the activities in its plants, how it can affect them and steps to be
taken by them in the unlikely event of any emissions from the factory. This also
helps the company to get feedback from the local community and take
corrective actions wherever necessary.
The primary approach for the social activities carried out by the Company is to
“empower” the local people to look after their interests rather than “helping”
them to ensure sustainability of the effort put in.
OBJECTIVE
OBJECTIVE

The last year has seen the organizations giving increased attention to Performance
Management. The objective has been to develop Performance Management System
that focus on optimizing employee’s performance and their potential. Organization,
whether they are private company, public bodies
As small business, regard the process of Performance Management as a practical
and mostly effective way to address human resource and productivity issues.

The fact is that people want to know what to do in their job and how to do it.
Increasingly, organizations are developing Performance Management System to
help to meet these needs through clarifying goals and monitoring progress. Indeed,
people want to know what is expected by them, how they are program progressing
what their manager or boss links of their performance and generally where they fit
into the organization, both now and in the future. A well designed performance
management system should address all these needs and concern of employees.

Successful organization in overseas have in performance management system that

is “integrated” that is, they effectively link individual performance with corporate
strategy. The fundamental elements of this integrated system are:-

• The identification and communication of the organization’s strategic goals,

• The translation of strategic goals and
• Their application at them team and individual levels.

Both the team and individuals can therefore see how their jobs and their efforts
contribute to the overall performance and achievements of the organization. These
elements provide the framework for.
• The cascading of goals and objective through the organization
• The setting of performance targets and
• The review of achievements against this agreed objectives for employees at
all level in the organization.

The knowledge which does not deal with its practical application is said to be
unscientific since participant are taught only the theoretical aspect is classroom
they are not exposed to practical knowledge. Therefore participants are required to
visit in order to garner practical knowledge.
Thus, the very first objective of summer training is to bridge the gap between the
theoretical knowledge and practical application.
SCOPE AND LIMITATIONS
OF STUDY
SCOPE AND LIMITATIONS OF STUDY

SCOPE

The scope of HRD practices is very wide. Performance management system is a

major part of the HRD practices of an organization .HRD practices include
recruitment and selection ,promotion ,transfer ,training and development of
employees, personnel policy of an organization ,particulars of manpower
,distribution of salary ,increment etc.
A good performance management system leads to overall development of
employees. It provides motivation to the employees and a sort of encouragement to
them. It brings a sense of belongingness among the employees that they are the
part of the organization. As the times have been changed and so the importance of
employee’s management relations has also taken drastic change.

LIMITATIONS

Some of the limitations

• I would have liked to spend more time on studying the HRD practices of
company and understanding of the performance management system.
• The employees in their comments may not have been absolutely frank in
their opinion as I was a student and not a management consultant.
• Although I tried my best to get information from employees, their home
magazines, websites, internet sites, library etc. I felt that some very confidential
data may have been restricted.
WAGE AND SALARY
ADMINISTRATION
WAGE AND SALARY ADMINISTRATION

“Wage and salary administration” refers to the establishment and implementation

of sound policies practices of employee compensation. It includes such areas as job
evaluation, surveys of wage and salaries, analysis or relevant organizational
problems, development and maintenances of wage structure, establishing rules for
administering wages, wage payments incentives, profit sharing, wage changes and
adjustments, supplementary, control of compensation costs and other related items.

The basic purpose of wage and salary administration is to establish and maintain an
equitable wages and salary structure.

Its secondary objective is the establishment and maintenance of an equitable labor

cost structure, i.e. an optimal balancing of conflicting personnel interest so that the
satisfaction of employees is maximized and conflicts minimized.

Wage and Salary programmers have four major purposes:

• To recruit persons for a firm

• To control payroll costs
• To satisfy people, to reduce the incidence of quitting grievances, and
fractions over pay and
• To motivate people to perform better.

A “wage” is the remuneration paid for the service of labor in production, to an

employee or a worker.

“Wage” usually refers to the hourly rate or daily rate paid to such groups as
production and maintenance employees (“blur-collar workers”).

“Salary” normally refers to the weekly or monthly rates paid to clerical,

administrative and professional employees (“white-collar workers”).
WAGE AND SALARY ADMINISTRATION AT
KOHINOOR STEEL (P) LIMITED

“FOUR YEARS WAGE SETTLEMENT” governs the wage system for the
unionized category of workers at Kohinoor Steel (P) Ltd.
This includes amount of wages for different category of workers, allowances and
other types of facilities for workers, mode of payment etc.

Workers of Kohinoor Steel (P) Ltd are daily rated and monthly paid. If they
have 100% attendance, they are paid for 26 days in a month i.e. Daily rate x 26
days.

Officers of Kohinoor Steel (P) Ltd are monthly rated and monthly paid. They
are paid for 30 days in a month.

ATTENDANCE

There is an “Electronic Punching Card System” for keeping the

attendance record of the employees of Kohinoor Steel. All the
employees are required to punch there cards at time of coming in at the
start as well as while going out at the end of their respective shifts. The
employee who fails to punch his card is not given attendance and he is
treated as absent.

WORKING HOURS

The employees of Kohinoor Steel (P) Ltd work in shift. There are three shifts. In
each shift the employees have to work for eight hours.

Arrival Time Departure Time

General Shift 9.00am 6.00pm
Shift A 6.00am 2.00pm
Shift B 2.00pm 10.00pm
Shift C 10.00pm 6.00am
The worker have to come half an hour earlier before the shift starts so that they
can be handled their charge and the work can be explained to them. For this extra
half an hour per day, the workers are paid Rs.80 per month.
The employees may be required to work for overtime also. The workers are paid
for their overtime work. Double payment is given to the workers for their extra
working hours. No extra payment is given to the officers for their overtime work.

DEATH RELIEF FUND

The management of Kohinoor Steel (P) Ltd, as per the latest wage settlement,
agreed that the management and the workman (staff and workers) would contribute
as a financial assistance to the nominee of the deceased workman through the death
Relief Fund in the event of a workman expiring while in service in the following
manner:

Management: Rs 20,000/-

Workers: Rs 20/-

BENEVOLENT FUND

The management decided to contribute in the following ways, as benevolent fund

in case of normal or critical disease of the employee.

NORMAL DISEASE

Workers: Rs 5/- per employee

Management: Equal amount of gross money, collected from the employees

CRITICAL DISEASE

Workers: Rs 10/- per employee

Management: Equal amount of gross money, collected from the employees

 LEAVE
LEAVE RULES

Subject to the provisions of any agreement or award to the subject, the workmen
will be entitled to annual leave with wages in accordance with the provisions of the
Factories Act, 1948, i.e. a workmen who has worked for a period of 240 days or
more during a calendar year, shall be allowed during the subsequent calendar,
leave with wage at the rate of one day for every 20 days for the work performed by
him during the calendar year.

An additional advantage is provided to the employees of Kohinoor steel (P) Ltd i.e.
instead of 240 days if they work for 200 days also then they are eligible for the
privilege leave.

Calculation of P.L. = Number of days worked

20

The officers of Kohinoor steel (P) Ltd get 21 days privilege leave for 1 year.

Calculation of P.L. = 365 days x Number of days worked

21

CASUAL LEAVE

The workman of Kohinoor steel (P) Ltd is entitled to casual leave in accordance
with the provision. The entire employees are entitled to 7 days in a year.
Employees are allowed to carry unveiled are casual leave up to 31st May of the
subsequent year.

Any period of absence for 4 hours availed by the officers is to be treated as half-
day casual leave. If the period of absence is more than 4 hours than full day leave
is taken as leave.
SICK LEAVE

The officers are entitled to 10 days sick leave in a year and the staff is
entitled is entitled to 5 days sick leave in a year.

Category Accumulation limit Encashment

P.L C.L S.L P.L C.L S.L P.L C.L S.L

Officers 30 7 10 180 7+7 90 Yes No No

Staff 21 7 5 N.A 7 N.A Yes Yes Yes

Workers 15 7 - 45 7 Nil Yes Yes Yes

INDUSTRIAL RELATION
INDUSTRIAL RELATION

Industrial Relation refers to the inter-related relationship between the

employer, employees and external agencies. It does not constitute a
simple relationship but are a set of functional, inter-department
complexities involving historical, economic, social, psychological,
demographic, technological, occupational, political, legal and other
variables.

For maintaining good industrial relation, social, economical and

psychological satisfaction of workers should be kept in mind.
• There is a proper wage system, which is governed by 4 years wage
settlement programmed.
• Frequent meetings are held by the organizational heads with the
workers to know their psychological about the company.
• Employee Perception Surveys conducted every alternate year
indicates good Industrial Relation.
• The employees also equally participate in management process and
give their suggestion through suggestion schemes.

WELFARE FACILITIES PROVIDED TO ITS EMPLOYESS

• There is a highly subsidized canteen.

• The company organizes frequent health check-up camps for its
employees.
• It provides milk to those who work in furnace.
• Bus facilities are provided to employees.
• Uniform is provided to the employees.
• Other facilities are also provided to the employees and their.
Arguments water resources through watershed management.
STRATEGIC HRD PRACTICES
 Strategic Human Resource Management
In Kohinoor steel (P) Ltd

H.R. Philosophy

• Human Resources are heterogeneous. They consist of many

different individuals, each of whom has a unique personality, a
combination of different emotional responses to different stimuli and
different values, attitude, motives and mode of thoughts.

• It is very difficult to predict their behavior especially in an

organization where they work in a group.
Modern employees better educated posses greater skills have more
sophisticated technology available for their use and enjoy higher
standards of life than previous generation.

• A human being himself determines what he contributed. If he is

motivated he will work for an organization more efficiently and
effectively.
KOHINOOR STEEL PERSONNEL AND HUMAN RESOURCE
POLICY

• In Kohinoor Steel other than the person who are on the

managerial position, the employees who are also working have the right
and freedom to be in union and associations and do have right to appear
before such institution with their issue through a unanimously elected
leaders, in front of the management so that the ambiguity is solved
peacefully by table to table negotiation.

• The company also gives an equal importance or stress on equality

of life of workers and employees and also on their life in the
organization.

• An equal opportunity is provided to every employee and according

to his or her performance they are also benefited. They are given equal
opportunity to identify their skills and competencies and also to reach
carrier goals effectively.

• There is an immense equality of personnel and professional

potential in most of the employees and the organization is always trying
to increase and make realize the employees their potential through their
HR policies.

• Due to significant HRD and Personnel policies its employees at all

the level are capable of building an excellent company producing value
packet product that fully met the expectation of the organization to
become the leader in the international market.
• It has very effectively implemented policies for the employees and
the HR personnel executive very efficiently performs their job for the
employees with their innovative efforts which are always beneficial to
the employees.

• Main HRD objectives are to develop different efficient skills

among the employees to perform new functions and roles in the
organization.

• Kohinoor Steel always tries to encourage new capabilities and

skills among the employees so that they perform their task for the
organization in a better way.

• HRD and Personnel department always try to develop an

organizational structure of effectiveness and excellence by strengthening
teamwork, interpersonal relationship and collaboration.

• All this is carried out in a systematic and a planned manner to get

the maximum outcome which would be beneficial for the organization
and the individual himself they are more specific towards their
employees all round development and for which they carry out many
statutory benefits for the employees.

RECRUITMENT SYSTEM IN KOHINOOR STEEL

The right recruitment system is concerned with amplifying the demand
of the organization and to advise the right methods to meet the demand
of the organization.
In Kohinoor steel (P) Ltd, the annual manpower planning is done by the
corporate HR & and top Management. According to need of the
organization, it makes the planning of the kind of work force required in
different categories.

1. Recruitment of worker and staff.

2. Recruitment of officer.

The process of recruitment starts with the “In principle approval” of the
Joint Managing Director and to fulfill requirement to phases are
followed:-

There is an internal search for most appropriate candidate within the

group companies and if the search is fulfilled the person is transferred to
the department where required, then he undergoes INDUCTION
/ORIENTATION programmed where he is made acquainted with the
work culture of that department and job training is also given .
If the criteria are not fulfilled within then is goes for external method for
recruitment.
The candidates who are finally selected have sand for training.
After completing their training as well the others undergo and
INDUCTION / ORIENTATION programs followed by Job training.
After this their performance is evaluated, if it found satisfactory they get
the final placement otherwise they are given retraining.
 PERFOMANCE
MANAGEMENT SYSTEM

PROJECT KIM
• A Strategic tool to facility Employees to align their personal objectives
and efforts to the organization objectives.

• The Essence of this programmed is to help Employees

Become more accountable for the result those are to be achieved.

PERFORMANCE MANGEMENT SYSTEM

The company developed their performance management system in

consultation with various exports and;
• Extensive study across the company.
• Having constant dialogue with the key people in the organization.
• Keeping in the view organization structure, culture & objectives.

And the end result was the emergence of performance management

system “KIM”. Project KIM is a program designed to help the
employees achieve performance excellence. It stands for “Kohinoor
Management’ Investment in its managers”. KIM achieves by this
continues process of sating performance targets, providing feedback
and rewarding employees for their results.
• KIM is to recognize individual performance.
• KIM is to create focus on target setting and planning.
• KIM is to make the employees more accountable for the results
that are to be achieved.
• KIM is to maintain records of individual performance and
contribution.
• KIM is to raise the performance bar of the company.
• KIM is to open dialogue channels between the employees and
superior.
• KIM is to help employees grow not just within the organization but
also the organization.
 PERFORMANCE MANAGEMENT SYSTEM

1. Create common 2.Ensure Clear Expectations

Understanding

Where are we going? Performance What part do I play?

Planning

Rewards KIM Part Appraisal

Performance
4. Ensure Commitment Review 3.Create Capacities

What’s in it for me? What will it take?

Who All Are Involved In the KIM Process:

The Employee! This is their performance review!

The Manager A key role of the manager is to guide the employees

in fulfilling theirs goals, provide assistance, and
Give regular feedback. In case we report. To two
people- one administratively (direct line) and
one functionally (dotted line) – the performance
Planning meeting would take place with the person with
whom we have a direct-line reporting relationship.
However, the employees have to get their performance
plan approved by the person with whom they a
dotted-line reporting relationship.

The manager’s role is facilitative In nature.

He ensures that the performance review has been
The manager’sconducted objectively and disagreements voiced by the
manager! employees during the process.

HR! HR ensures that performance review has been carried

out in a valid manner keeping in mind the norms and
regulations of the organization.

THE KIM PROCESS

The KIM process consists of three steps:-

• Performance Planning
• Periodic Feedback
• Performance Review

KPS CLANDER: -

Jan-Fab: - Performance Planning

Jun-July: - Part Appraisal

Dec: - Review and Feedback

Step 1
Performance Planning

- Performance Planning helps us to answer the question: What

is expected of me?
- What is expected of us is, of course, cascaded from what is
expected of the organization, the Division and the BA/BU

Company Targets

Division Targets

BA Targets

BU Targets

Employee Targets

Time Frame
The performance planning process takes place in the beginning of the KIM
calendar, after the organizational, division, BA and BU target have been set.

Initiating the performance planning process

The process gets initiated with a formal mail from the Managing Director (MD) to
the entire organization announcing the start of process. Employees are apprised of
the KSPL targets, Division targets, BA targets and BU targets through the
Manager.

Once this has been done the employees and the Managers meet to discuss their
performance plans. It is both the employees and Managers responsibility to arrange
for a meeting date. Before going for the meeting everyone should prepare for it
appropriately so as to derive the maximum benefit.

Steps In Performance Planning Meeting

• Set Targets
• Write Action Plans
• Assign Weights
• Document BRs

During The Performance Planning Meeting

• Set targets
Employees and managers jointly cascade the organization – Division – BA-
BU Targets to their individual targets. Out of this five-six targets at least one
has to be Development target. How to set a good target. A good / SMART
target is one that is:
1. Simple
2. Measurable
3. Attainable
4. Realistic
5. Time-bound
How do we make our targets Smart?

We can take the help of an example:

Target A: Improve sales in my territory.
Target B: Increase sales of wire ropes in my territory.

Now we need to see whether target A meet our SMART criteria? It is simple
but not exactly measurable. On the other hand. Target B: It is not only
simple, It is also measurable (25%), attainable, realistic, and time-bound.

What is a Developmental Target?

A Development Target is one which is focused on personnel department. It may

not have and immediate and – or direct impact to business results but it would
surely have along term impact.

In other words suppose be make an excellent sales pitch that results in business for
the organization, our efforts would have and immediate, direct and visible impact
on that year’s financial results. On the other hand, if we acquire some new skills or
competences the organization would enjoy its benefits for a long time, although the
results may not be immediately apparent. While it is important organizations
perform well in the present, it is also important that they prepare for the future.

Employees Development Targets help the organization to prepare for the future.
These Target need to belong to the sake of training-it is a waste of both our time
and the organization’s resources. Development targets can be extremely powerful,
for they could result in our attaining skills that could differentiate performance.

Write Action Plans

After setting our Targets we need to write our Action Plans against each.

What is an Action Plan?

It is a structured approach to realizing our Targets. What are the most important
actions we would undertake to realize our targets? An Action Plan helps us think
through the entire Process of achieving our target and ensured that we have
planned for the resources that we would require in the future. Thinking through the
process also helps us avoid setting unrealistic targets for the year.
Assign Weights

It is obvious that not all the targets would be equally critical from both the
organizations and our personal development perspective. Therefore we need to
assign weight to each target. While assigning weight Manager has to keep three
things in mind. One, he should take a collaborative approach to setting weight.
Two, the sum of the weight cannot exceed 100%. And three, that the weight should
be indicative of priority attached to the target and of the time and effort that it’s
achievement would involve.

Document Baseline Responsibilities

Baseline Responsibilities are the tasks to be done a regular basis, not necessarily
daily. focus is mainly on tracking only those BRs that are considered critical to the
employee’s role, in times of the spent on them or the priority accorded to them .for
the purpose of the Performance Planning process, where the main aim is to answer
the question “What is expected of me” the employees and their managers should
jointly list our the five or six most critical tasks that we perform on a regular basis.

Ending the Performance Planning Meeting at

At the end of the performance planning meeting the employees has to make three
photocopies of the UIM form.
• The employees keep the original themselves….it is their performance after
all!
• One photocopies each to their managers and to the receivers, and gives one
to the HR department.
STEP 2

Periodic Feedback or (Part Appraisal)

Improving Your Aim

Time Frame

There is part appraisal in June July. Between the time targets are time targets are
set at the beginning of the UIM cycle and the time they are to be received.
It would take 6 months after the period 1 feedback. While these are formal meeting
for the specific purpose of providing feedback, the manager are expected to give
the company information feedback all the time .the company is also expected to
ask for feedback at suitable intervals or specific instance.

The Role of Information Feedback

Informal feedback cannot and should not replace the periodic feedback meeting.
The reason is that informal feedback tends to be unstructured. More over, while
informal feedback tends to be about the immediate past, formal feedback makes
one take a longer term, and hence much more objective view. However, this is not
to down play the importance of informal feedback, the idle combination or self
development is regular informal feedback coupled with formal periodic feedback.

The Part Appraisal process or (periodic feedback) Process

The dates for the periodic feedback are agreed upon during the formal planning
session. Any changes made will have to be agreed upon by both the company and
its manager.

Planning for the periodic feedback Meeting

Before the periodic feedback meeting the managers are expected to do the
following things:

• Gather Data about the performance. Sometimes we tend to miss out

important facts so is a good idea to document our thoughts.
• The employees need to think how they could have bettered their
performance in the last 6 months period. What went wrong, what went right and
what could have gone better and where we might want some guidance from our
managers?
 During the Periodic Feedback Meeting

During the Appraisal meeting, the managers give to the employees structured
feedback on their performance in the last 6 month. The employees need to
inform the managers about their performance against each of their target. Both
need to discus what went well, what did not go well and what could have been
gone better. The aim of the feedback meeting is to find a common solution to
the employee’s performance and the development issue. The managers also
have to give feedback to the employee on their performance in their baseline
responsibilities. And the end the mutual discussion, the manager fills up their
comments in the appropriate space in the employee UIM form.

Ending the Part Appraisal Meeting

At the end of periodic feedback meeting the employees make free copies of
their UIM form and do the following:

• Keep the original copy of the UIM form.

Give one photo copy each to the respective managers, reviewers and to the HR
Department
 Step 3

Performance Review (Final Appraisal)

- Score Target
- Score BRs
- Performance Summary
- Self Appraisal
- Developmental Plan
- Attestations

During the performance meeting

Score Target

The employee and the manager together discuss the employee performance on
each of the Targets. On the basis performance the managers give adequate
feedback and score the employees on the basis of five / Six Targets using the
four points scale. There is a visual depiction of the scale along with the
description of the four points. This is to facilitate scoring by the managers. e.g.:
How would the managers score the employees if he achieves 89% of their
targets. And what they achieve 91%?. The answer is provided by the visual
scale. In the first case, the score is 2 and in the second 3. Next the managers
multiply these scores with the weights that had been decided during the
performance planning meeting and arrive at the weighted score. (5point scales)

0- Does not meet expectations

1- Meets few expectations
2- Meets most expectations
3- Meets all expectations
4- Exceeds all expectations

Score base line Responsibilities

Here the managers provide a detailed feedback to the employees on their

performance on each of their Baseline Responsibilities. Based on their
performance on their Baseline Responsibilities, the managers give them a
composite score using the 5 point scale.
 Performance Summary

The performance summary gives the employees a consolidated picture of their

Performance and tablatures their Total Performance Racing. The procedure is
as follows:

• Copy all the weighted scores from the various pages to the Performance
summary.
• Add up the weighted scores to Arrive at the Total Weight Score.
• Multiply the Total weighted Score by the Weight to arrive at the Target
setting. (Same procedure for Baseline Responsibilities).

Calculation Performance Rating

The sum of Target Rating and Baseline Responsibilities Rating give us our
Performance Rating.

Self Appraisal

After the managers have finished scoring the employees on the basis of their
performance, the employees have to do their own Self
Appraisal.

Development Plan

Now the employees need to create their own Developmental. What is a

Developmental Plan.? Developmental plan refers to a structured plan to help the
employees to enhance their performance in their current role and prepare for
new roles.

Attestations

This is last of the performance review process. All the managers, the reviewer
and the employees have a different role to plan in this.

Role of the employee

Is to attest whether or not the Performance Management process was conducted

to the employee‘s satisfaction? Do they think it was fair and timely? Did they
receive adequate feedback? If they are satisfied they need to sign below and if
not then need to explain the reasons for dissatisfactions.
Role of the Manager

In case that the Performance Review process was conducted to the employee’s
satisfaction and they indicated that to the managers then the manager just need to
sign, in case the employees have expressed dissatisfaction, the managers need to
explain the reason for their dissatisfaction and their comments thereon.

Ending the Performance Review Meeting

At the end of the performance review meeting, the employees send a copy of their
form to the reviewer.

Role of Reviewer

The role of the reviewer is essentially quality control. Has the manager conducted
the Performance exercise as per norms? The Reviewer may go over the scores
awarded by the manager and check the validity. In case he/she is not satisfied,
he/she may suggests are evaluation of performance. This evolution takes place
between the employees, their manager and the reviewer.

The Reviewer has another major role: adjudication. What happens if the employees
disagree with the Manager’s Score and indication it as much? In such a case, they
Reviewer could ask for a re evolution of performance based on his assessment of
reasons of dissatisfaction.

After the Reviewer is satisfied with the validity of the Scores, he would sign.
Thereafter, the reviewer makes three copies of the UIM form, and:

• Send the original to the HR Department.

• Give one photocopy each to the Managers and their Manager and keep
with him/her.

The officially close the performance Review process.

Final Appraisal – Scores

The performance appraisal template will adopt the new global 5-point scale for
evaluation.
0- Does not meet expectation
1- Meets few expectations
2- Meets most expectations
3- Meets all expectations
4- Exceeds all expectations

BEHAVIOURAL GRID

• Along with Performance appraisal the employees are also appraised with the
behavior grid.
• Behavior grid and Performance has given equal weight age.

Final Appraisal-Rating

• Results – Behavioral Grid

o Results grid guides the supervisor in assessing the performance of
the employee against every target. (what has been done)
o Behavior Grid guides the supervisor in evaluating the performance of
the employees with respect to his behavior. (how the results were achieved)

Result- Behavioral Grid

R
E

Superior Results,
Exceeds
Behavior needs Superior Results Exceptional Performer
Expectations
S

improvement
U
L

GoodResults,
Fully,Meets
Behaviourneeds Strong Performer Superior Performer
T

Expectations
Improvement
S

Good Behavior,
Partly meets
Unsatisfactory Superior Behavior,
Results needs
Expectations Performar results needs improvement
Improvement

Needs Improvement Good Superior

B E H A V I O UR S

Rating outcome Color code KPS RATING

Rating 1
Does not meet expectations

Rating 2
Meets few expectations

Rating 3
Meets most expectations

Rating 4
Meets all expectations

Rating 5
Exceeds all expectations
Performance
rating and its relation to the results behavior matrix indicator
 Behavior Checklist

• Results orientation

• Strategic orientation

• Teamwork &collaboration

• People development

• Personal leadership

• Change leadership

• Intercultural sensitivity &effectiveness

• Customer &markets orientations

Detailed Expiations:
• Results Orientations

- Top line orientation

- Cost management
- Risk management
- Drive to meet or exceed targets- “delivers on promises”
- Achievement in the face of unforeseen obstacles

 Strategic Orientations:

- Linking of business objectives to the wider organization’s strategic

- Contribution to strategy outside own area of influence.
- Develops strategic approach for own area of influence

• Team Work and Collaboration

- Demonstrates “ One KSPL” behaviors

- Contribution to the results of others
- Sharing of information and ideas outside own area
- A “Giver” –shares talent outside own area
 Data Analysis
1. Good Performance Management System is highly required for the organization
effectiveness.

Neutral
Agree
16%
38%

Disagree
13%

strongly
disagree Neutral
6%
Disagree
Strongly Agree strongly disagree
27%
Strongly Agree

Agree

Key Findings:
The above data shows that 70% of total employees surveyed in favour of having a good
performance management system for the organization effectiveness.
2. Six-monthly PMS is good
Neutral
21%
Agree
47%

Disagree
13%

Neutral
strongly
disagree Disagree

Strongly Agree 10% strongly disagree

9%
Strongly Agree

Agree

Key Findings:
The above data shows that 68% agree with 6 monthly PMS

3. The communication between superior and subordinates is good

 Agree Neutral
22% 29%

Strongly Agree
34%
Disagree
8%
Neutral
strongly
Disagree
disagree
7% strongly disagree

Strongly Agree

Agree

Key Findings:
The above data shows that 74% agree with this.

4. It should be applicable to all employees

Neutral
Agree
24%
33%

Disagree
10%
Strongly Agree
26% Neutral
strongly
disagree Disagree
7% strongly disagree

Strongly Agree

Agree

Key Findings:
The above data shows 60% disagree with this.

5. The objective of carrying out PMS in organization is for salary increment,

promotion, job enrichment, rewards and incentives.
 Neutral
Agree 24%
36%

Strongly Agree
14% Disagree
16%
Neutral

strongly Disagree
disagree strongly disagree
10%
Strongly Agree

Agree

Key Findings:
The above data shows that 50% of the people agree with this.

6. Employee’s performance is rewarded by adequate monetary & non-

monetary benefits.
Agree Neutral
24% 18%

Disagree
Strongly Agree
16%
34%

Neutral
strongly
disagree Disagree
8% strongly disagree

Strongly Agree

Agree

.
Key Findings:
The above data shows that 58% agree with this.

7.PMS is necessary in the organization.

 Agree Neutral
26% 27%

Disagree
Strongly Agree 4%
37% strongly
disagree Neutral
6% Disagree

strongly disagree

Strongly Agree

Agree

Key Findings:
The above data shows that 64% agree with this.

8. The system is useful to access/evaluate the performance.

Agree Neutral
22% 14%

Strongly Agree
21%
Disagree
23%

Neutral

Disagree
strongly
disagree strongly disagree
20% Strongly Agree

Agree

Key Findings:
The above data shows that 36% agree with this.
9. The system provides you an opportunity for open discussion on mutual
expectations, achievements.
Agree Neutral
26% 36%

Neutral
Strongly Agree
Disagree
18% Disagree
strongly
15% strongly disagree
disagree
5% Strongly Agree

Agree

Key findings:

The above data shows that 54% agree with this.

Agree Neutral
31% 15%

Disagree
20%
Neutral
Strongly Agree strongly Disagree
22% disagree
12% strongly disagree

Strongly Agree

Agree

10. The system satisfies Future developmental needs of employees.

Key Findings:
The above data shows that 56% agree with this.
11. The systems provide an opportunity to the employee for the further insight into
his strength and weaknesses.
Agree Neutral
33% 13%

Disagree
17%

strongly
disagree
5% Neutral

Disagree
Strongly Agree
strongly disagree
32%
Strongly Agree

Agree

Key Findings:
The above data shows that 68% agree with this.

12. PMS in your organization gives more weight age to task assigned to individual.

Neutral
Agree
15%
40%

Disagree
11%

strongly
disagree
5%
Neutral

Strongly Agree Disagree

29% strongly disagree

Strongly Agree

Agree

Key Findings:
The above data shows that 80% agree with this.
13. PMS is effective in identifying training needs.
Agree
30% Neutral
8% Disagree
8%

strongly
disagree
4%

Neutral

Disagree
Strongly Agree
strongly disagree
50%
Strongly Agree

Agree

Key Findings:
The above data shows that 80% agree with this.

14. The present PMS is effective in assessing employee’s abilities in relation to

their tasks.
Agree Neutral
24% 22%

Disagree
8%

Neutral
strongly
disagree Disagree
Strongly Agree 2%
strongly disagree
44%
Strongly Agree

Agree

Key Findings:
The above data shows that 68% agree with this.
15. The systems help in identifying the hidden talents of any individual
Agree Neutral
26% 23%

Disagree
9%

Neutral

Disagree
strongly
disagree strongly disagree
11%
Strongly Agree Strongly Agree
31%
Agree

Key Findings:
The above data shows that 62% agree with this.

16. The Managers spends time and discuss with their subordinates about their
performance.
Agree Neutral
27% 20%

Disagree
13%

Neutral

Disagree
strongly
disagree strongly disagree
Strongly Agree 8%
Strongly Agree
32%
Agree

Key Findings:
The above data shows that 60% agree with this.
17. PMS helps in critical identification or improvement in areas through
constructive feedback:
Agree Neutral
28% 14%
Disagree
19%

Neutral

Disagree
strongly
disagree strongly disagree
16% Strongly Agree
Strongly Agree
23% Agree

Key Findings:
The above data shows that 42% agree with this.

18. PMS help in judging employees competency and also leads to self appraisal.
Agree Neutral
27% 31%

Neutral
Disagree
strongly Disagree
22%
disagree
Strongly Agree strongly disagree
11%
9%
Strongly Agree

Agree

Key Findings:
The above data shows that 42% agree with this.
19. PMS is use full for better and harmonious industrial relations.
Agree Neutral
28% 28%

Disagree
14%
Neutral

Strongly Agree Disagree

16%
strongly disagree
strongly
disagree Strongly Agree
14%
Agree

Key Findings:
The above data shows that 52% agree with this.

20. The process of PMS evaluation is transparent.

Neutral
14%
Disagree
12%

Agree
54%
strongly
disagree
11%

Neutral

Disagree
Strongly Agree strongly disagree
9%
Strongly Agree

Agree

Key Findings:
The above data shows that 64% agree with this.
21. Negative feedback reduces the persons motivations and performance.
Neutral
Strongly Agree Agree 22%
18% 10%

Disagree
Neutral
30%
Disagree

strongly disagree
strongly
Strongly Agree
disagree
20% Agree

Key Findings:
The above data shows that 50% disagree with this.

22. PMS is a systematic and scientific approach.

Neutral
Agree
24%
34%

Disagree
10%

Neutral

Disagree
strongly
Strongly Agree
disagree strongly disagree
20%
12%
Strongly Agree

Agree

Key Findings:
The above data shows that 54% agree with this.

23. PMS is fir deciding promotion and motivating the employees.

 Neutral
Agree 29%
37%

Disagree
10%
Neutral

Disagree
Strongly Agree strongly
strongly disagree
14% disagree
10% Strongly Agree

Agree

Key Findings:
The above data shows that 50% agree with this.

24. PMS is full of favoritisms, partialities and bias.

Agree
Neutral
33%
44%

Neutral

Disagree

Strongly Agree Disagree strongly disagree

strongly
9% 9%
disagree Strongly Agree
5%
Agree

Key Findings:
The above data shows that 56% neutral with this.

25. Behaviors grid leads to results and strategic orientation.

 Neutral
Agree 15% Disagree
48% 10%

strongly
disagree
6%

Neutral

Disagree
Strongly Agree
strongly disagree
21%
Strongly Agree

Agree

Key Findings:
The above data shows that 68% agree with this.

26. Behaviors grid leads to team work and inter cultural sensitivity and
effectiveness.
Neutral
22%
Agree
47% Disagree
4%

strongly
disagree
2%

Neutral

Disagree
Strongly Agree
strongly disagree
25%
Strongly Agree

Agree

Key Findings:
The above data shows that 72% agree with this.

27. Behaviors grid leads to customer and market orientation.

 Agree Neutral
35% 16%
Disagree
12%

strongly
disagree
5%

Neutral

Disagree

Strongly Agree strongly disagree

32% Strongly Agree

Agree

Key Findings:
The above data shows that 70% agree with this.

28. PMS is essential in organizational development.

Neutral
Agree
13%
41%
Disagree
20%

strongly
disagree
4% Neutral

Disagree

Strongly Agree strongly disagree

22%
Strongly Agree

Agree

Key Findings:
The above data shows that 68% agree with this.
Overall Evaluation of PMS from Employees point of view:

Neutral
Agree
21%
36%

Disagree
11%

Neutral

strongly Disagree
disagree
Strongly Agree strongly disagree
10%
22%
Strongly Agree

Agree

Key Findings:
The above data shows that 57% agree that PMS is good for organizations as well
as employees overall development.
CONCLUSION
 CONCLUSION
• Good HRD practices are a sign of an organization’s success.
• Its industrial peace and harmony are both dependent on it, as it leads to good
industrial relations.
• Full involvement of employees, promoting individual career development,
honoring of commitments are some of the features of good HR practices.
• A good performance management system is of benefit to both individual and
the organizations they work for.
• Organizations need to create a culture that will value achievement, an
appraisal or review that is result oriented helps to create and maintain such a
culture.
• Employees are given proper job descriptions so that some of his questions
are answered like, do I know what’s expected of me? Or Do I understand company
policies and code of conduct?
• The grade less organization structure motivates the employees they feel they
are treated as equals.
• The basic question answered through a good performance management
system are, when and how the individual receives feedback and coaching about
progress he or she is making against these targets, how these targets are reviewed,
what assistance he or she needs to meet these targets, and what specific training
and development he or she needs, both in the short and in the longer term.
• Objectives set were clear, definite, and measurable in terms of quality and
quantity, consistent with the desired end result of the organization.
RECOMMENDATIONS AND
SUGGESTION

RECOMMENDATIONS AND SUGGESTOINS

As per my analysis the feedback should be conducted quarterly rather than six
monthly reviews.

1. More interaction is needed between the employees and also between

employees.

2. More awareness among the employees regarding the ongoing the

performance management system in the organization. The performance
managements system constitutes only 15% weight age of the total salary in my
suggestion it needs to be increased at least to 40%of total salary weight age.

3. As this would give encouragement to employees to perform better.

4. Give motivation to the employees and high moral as well.

5. Training should be given to mostly to those who are less efficient and
weak in their job areas.
 RESEARCH
METHODOLOGY

Research Methodology
Research Methodology is a way to systematically show the research problem. It
may be understood as a science of how research is done scientifically. We can say
that research Methodology has many dimensions and research Method do
constitute a part of research methodology is a wider.

The study of research methodology gives the student the necessary training in
gathering materials and arranging or coordinating them, participation in the field
work when required, and also training in the techniques for the collection of data
appropriate to particular problems, in the use of statistics, questionnaires and
controlled experimentation and in recording evidence, sorting it out and
interpreting it Research Methodology is helpful in various field. It consists of
series of action or steps necessary to carry out research and the desired sequencing
of these steps.

Research Methodology includes various steps. There should be a systematic way

of collection of data and presentation of the project report. Proper decisions have to
be taken based on the data collection. A researcher may select any of the following
data:

• Primary data.
• Secondary data.

Primary data

Primary Method is the method, which uses primary data in other words when data
are collected afresh and for the First Time and thus happens to be original in
character. There are various methods by which data can be collected. The
important ones are

1. observation method
2. Interview method
3. Questionnaire method

In this project I have used questionnaire method.

Secondary data
The study has used secondary data that was taken from secondary like company
internet-site ,company’s in library and various internal report published by
Kohinoor Steel (p) Ltd.

This study comprises of HRD practice and study of the Performance Management
System of the company KOHINOOR STEEL (P) LIMITED. By understanding
the existing system, analysis and inference were on their efficiency and
effectiveness.

Research Design

Research design facilities the smooth sailing of the various research operation
,these by making research as efficient as possible fielding maximal information
with minimal expenditure of effort, with to achieving the objectives the study a
relevant questionnaire was prepared and circulated among a random sample of 50
employees mainly consisting of officers. The views on each part raised in the
questionnaire.

The data thus obtained formed the basis of information regarding the existing level
of employee satisfaction regarding the Performance Management System and
analysis in done of the results.

Sampling plan

The sampling plan consists of sampling units which mainly consisted of officers
.They are the people being appraised through the Performance Management
System , so the study helps us to analysis the satisfaction level of the employees.

Sampling size

It refers to the numbers of items to be selected from the universe to constitutes a

sample .I have selected a sample of 75 people for my analysis.
BIBLIOGRAPHY
 BIBLIOGRAPHY

Book Referred:-

Human Resource Management by:-

V.S.P.Rao
C.B.Gupta
K.Ashwathappa

Personnel Management by: - C.B.Manoriya

Internet:-

www.zigonperf.com

http://humanresource.about.com/od/performancemanagement

www.google.com

PMS Questionnaire: -
Sr. Strongly Strongly
Agree Neutral Disagree
No.Questions Agree Disagree

Good Performance management system is

highly required for the organizations
1 effectiveness.
Six-monthly PMS is good.
2

The communication between superior and

3 subordinates is good.

4 It should be applicable to all employees.

The objective of carrying out PMS in
organization is for salary increment,
promotion, job enrichment, rewards and
5 incentives.

Employee’s performance is rewarded by

6 adequate monetary & non monetary benefits.

7 PMS is necessary in the organization.

The system is useful to access/evaluate the
8 performance.

The system provides you an opportunity for

9 open discussion on the achievement.

The system satisfies future developmental

10 needs of employees.

The system provides an opportunity to the

employee for the further insight into his
11 strength and weakness.

PMS in your organization gives more weight

12 age to task assigned to individual.

13 PMS is effective in identifying training need.

The present PMS is effective in assessing

14 employees abilities in relation to their tasks.
The system helps in identifying the hidden
15 talent of the individual.

The manager spends time and discuss with

16 their subordinates about their performance.
 PMS helps in critical identification or
improvement in areas trough constructive
17 feedback.

PMS helps in judging employee competency

18 and also leads to self appraisal
PMS is useful for better and harmonious
19 industrial relations.

20 The process of PMS evolution is transparent.

Negative feedback reduces the person

21 motivation and performance.

22 PMS is a systematic and scientific approach

23 PMS is full of favoritism, partialities and bias.

Behavior grid leads to better result and
24 strategic orientation.

Behavior grid leads to team work and inter

25 cultural sensitivity and effectiveness.
Behavior grids to customer and market
26 orientation.
PMS is essential in organizational
27 development.