You are on page 1of 71

INTRODUCTION ABOUT HUMAN RESOURCES William R.

Tracey, in The Human Resources Glossary defines Human Resources as: The people that staff and operate an organization as contrasted with the financial and material resources of an organization. The organizational function that deals with the people ... Long a term used sarcastically by individuals in the line organization, because it relegates humans to the same category as financial and material resources, human resources will be replaced by more customer-friendly terms in the future. Every organization wants to attract, motivate, and retain the most qualified employees and match them to jobs for which they are best suited, the human resources field demands a range of personal qualities and skills. Human resources, training, and labor relations managers and specialists must speak and write effectively. In a small organization, a human resources generalist may handle all aspects of human resources work, and thus require an extensive range of knowledge. The responsibilities of human resources generalists can vary widely, depending on their employer's needs. In a large corporation, the director of human resources may supervise several departments, each headed by an experienced manager who most likely specializes in one human resources
1

activity, such as employment and placement, compensation and benefits, training and development, or labor relations. The director may report to a top human resources executive. Work environment of Human resources personnel usually work in clean, pleasant, and comfortable office settings The role of the Human Resource Manager is evolving with the change in competitive market environment and the realization that Human Resource Management must play a more strategic role in the success of an organization. Organizations that do not put their emphasis on attracting and retaining talents may find themselves in dire consequences, as their competitors may be outplaying them in the strategic employment of their human resources. With the increase in competition, locally or globally, organizations must become more adaptable, agile, and customer-focused to succeed. And within this change in environment, the HR professional has to evolve to become a strategic partner, an employee sponsor or advocate, and a change mentor within the organization. In order to succeed, HR must be a business driven function with a thorough understanding of the organizations big picture and be able to influence key decisions and policies. In general, the focus of todays HR Manager is on strategic personnel retention and talents development. HR professionals will be coaches, counselors, mentors, and succession planners to help motivate organizations members and their loyalty. The HR manager will also promote and
2

fight for values, ethics, beliefs, and spirituality within their organizations, especially in the management of workplace diversity. This will highlight on how a HR manager can meet the challenges of workplace diversity, how to motivate employees through gain-sharing and executive information system through proper planning, organizing, leading and controlling their human resources.

The Challenges of Workplace Diversity The future success of any organizations relies on the ability to manage a diverse body of talent that can bring innovative ideas, perspectives and views to their work. HR managers have to undergo cultural-based Human Resource Management training to further their abilities to motivate a group of professional that are highly qualified but culturally diverse. Furthermore, the HR professional must assure the local professionals that these foreign talents are not a threat to their career advancement .In many ways, the effectiveness of workplace diversity management is dependent on the skilful balancing act of the HR manager. In order to effectively manage workplace diversity, suggests that a HR Manager needs to change from an ethnocentric view ("our way is the best way") to a culturally relative perspective ("let's take the best of a variety of ways"). This shift in philosophy has to be ingrained in the managerial framework of the HR Manager in his/her planning, organizing, leading and controlling of organizational resources.
3

One of the best ways to handle workplace diversity issues is through initiating a Diversity Mentoring Program. This could entail involving different departmental managers in a mentoring program to coach and provide feedback to employees who are different from them. More importantly, the purpose of a Diversity Mentoring Program seeks to encourage members to move beyond their own cultural frame of reference to recognize and take full advantage of the productivity potential inherent in a diverse population. With this trend in place, a HR Manager must be able to organize the pool of diverse talents strategically for the organization. He/She must consider how a diverse workforce can enable the company to attain new markets and other organizational goals in order to harness the full potential of workplace diversity. Leading. A HR Manager needs to advocate a diverse workforce by making diversity evident at all organizational levels. Otherwise, some employees will quickly conclude that there is no future for them in the company. As the HR Manager, it is pertinent to show respect for diversity issues and promote clear and positive responses to them. He/She must also show a high level of commitment and be able to resolve issues of workplace diversity in an ethical and responsible manner. Control and Measuring A HR Manager must conduct regular organizational assessments on issues like pay, benefits, work environment, management and promotional
4

opportunities to assess the progress over the long term. There is also a need to develop appropriate measuring tools to measure the impact of diversity initiatives at the organization through organizationwide feedback surveys and other methods. Without proper control and evaluation, some of these diversity initiatives may just fizzle out, without resolving any real problems that may surface due to workplace diversity. Motivational Approaches Workplace motivation can be defined as the influence that makes us do things to achieve organizational goals: this is a result of our individual needs being satisfied (or met) so that we are motivated to complete organizational tasks effectively. As these needs vary from person to person, an organization must be able to utilize different motivational tools to encourage their employees to put in the required effort and increase productivity for the company. Why do we employees? (HR manager) need motivated

In our changing workplace and competitive market environments, motivated employees and their contributions are the necessary currency for an organizations survival and success. Motivational factors in an organizational context include working environment, job characteristics, and appropriate organizational reward system and so on. The development of an appropriate organizational reward system is probably one of the strongest motivational factors. This can influence both job
5

satisfaction and employee motivation. The reward system affects job satisfaction by making the employee more comfortable and contented as a result of the rewards received. The reward system influences motivation primarily through the perceived value of the rewards and their contingency on performance.

Introduction about the Hospital industry A hospital is an institution for health care providing patient treatment by specialized staff and equipment, and often, but not always providing for longer-term patient stays. Today, hospitals usually are funded by the public sector, by health organizations, (for profit or
6

nonprofit),

health

insurance

companies

or

charities, including by direct charitable donations. In history, however, hospitals often were founded and funded by religious orders or charitable individuals and leaders. Similarly, modern-day hospitals are largely staffed by professional physicians, surgeons, and nurses, whereas in history, this work usually was performed by the founding religious orders or by volunteers. Departments

Hospitals vary widely in the services they offer and therefore, in the departments they have. They may have acute services such as an emergency department or specialist trauma centre, burn unit, surgery, or urgent care. These may then be backed up by more specialist units such as cardiology or coronary care unit, intensive care unit, neurology, cancer center, and obstetrics and gynecology.

Some hospitals will have outpatient departments and some will have chronic treatment units such as behavioral health services, dentistry, dermatology, psychiatric ward, rehabilitation services, and physical therapy

PROJECT TITLE
8

Study on analyzing 360degree Performance Appraisal on HR-Dept. @ WOCKHARDT HOSPITAL (a network of FORTIS HOSPITAL LTD) Nagarbhavi. SCOPE OF THE STUDY The scope of the study is to find out the performance and functional level of HR-department. OBJECTIVE OF THE STUDY

TO review the current performance and functions done by the HR-dept on their job. To find out the feedback on HR-dept @ WOCKHARDT (a network of Fortis HOSPITALS Ltd). To identify the relationship between the HR-dept and other employees. To improve the current performance level of HR-department. To reveal the various obstacles loopholes in the HR-Dept. and

To find the communication between HRdept and other department employees

METHODOLOGY OF STUDY:
9

The chief criteria for the validity of any research study lies in its methodology. An inquiry would prove a failure if it is not done along certain methodical lines. The method of study adopted to carry out this project work is mainly through the research approaches by Survey Method. TOOLS FOR DATA COLLECTION PRIMARY DATA: Questionnaire. SECONDARY DATA: The secondary data has been collected from various published sources like journals, magazines etc. It was also obtained from published sources like annual reports, company profile, books of accounts, other relevant text book etc.

The study comprises of the HR-department operations and their level of performance followed by them. The data extracted from the employees of the Fortis health care ltd. To make it pictorial and easier to grasp and understand the data was represented in graphical forms.

10

FORTIS HOSPITALS COMPAMY PROFILE


FORTIS HEALTHCARE GROUP: Fortis Healthcare has a vision to set up a network of world - class super specialty hospitals linked with a larger network of multi-specialty hospitals to provide high quality healthcare to the people of India, through a hub and spoke model. 39 hospitals across the country, over 5000 beds 48000 surgical procedures in the last year, this revolution is brought by the Fortis Healthcare network- one of the Indias largest and Asias fastest growing healthcare network. In line with its growth strategy and with the recent acquisition of the Escorts Heart Institute & Research Centre, Fortis Healthcare has taken its total operational hospital strength to 29 hospitals (including 12 satellite/heart command centers). The Fortis Healthcare group has progressive plans to change the healthcare delivery landscape in India by being the premier healthcare provider in the region driven by quality and most importantly "patient-centricity".

11

Late Dr. Parvinder Singh, F Founder Chairman of Fortis Healthcare Ltd. Vision & Values Vision "To create a world-class integrated healthcare delivery system in India, entailing the finest medical skills combined with compassionate patient care. Virtuous Values:

Vision: Imbibe and share the vision. Integrity: Lead through honesty and integrity. Respect: Earn respect. Trust: Gain patient trust. Understanding: Commit to compassion, care and understanding. Own: Own quality excellence. Uphold: Uphold innovation and continuous improvement. Share: Develop and share success.

Future Plans: Fortis Healthcare intends to have 40 hospitals with 6000 beds by 2012. Two Green-field hospitals are under-construction, these are:

A super-specialty hospital in Shalimar Bagh, West Delhi, with specialization in cardiac care, orthopedics, neuro-sciences, renal sciences, mother and child care and gastroenterology (first phase - 250 beds).

12

FIIMBS Medicity- a super-specialty hospital in Gurgaon, with a focus on trauma, oncology, mother and child care, cardiac care, orthopedics, organ transplants and neurosciences (first phase -350 beds)

Board of Directors: Mr. Malvinder Mohan Singh (is the Non-Executive Chairman of the Company.) Mr. Shivinder Mohan Singh (is the Managing Director of Fortis Healthcare Limited

Mr. Sunil Godhwani, ( a Non-Executive Director) Mr. Balinder Singh Dhillon,( a Non-Executive, Independent Director) Mr. Harpal Singh, (a Non-Executive Director,) Justice S.S. Sodhi, a Non-Executive, Independent Director, Mr. Gurcharan Das, a Non-Executive, Independent Director Dr. P.S. Joshi, a Non-Executive, Independent Director, Mr. Rajan Kashyap, a Non-Executive, Independent Director Mr. V.M. Bhutani, a Non-Executive, Independent Director Mr. Ramesh L. Adige, a Non-Executive, Independent Director, Lt. General Tejinder Singh Shergill (PVSM), a Non-Executive, Independent Director,

Management Team Fortis Healthcare Ltd. Management team holds

13

professional qualifications, enriched with vast experience.


Mr. Shivinder Mohan Singh, Managing Director. Mr. Daljit Singh President - Strategy & Organizational Development. Mr. Bhavdeep Singh, Chief Executive Officer. Dr. Narottam Puri ,President - Medical Strategy and Quality Mr. Yogesh Sareen

Background of Fortis Healthcare.


Fortis Healthcare was founded in 1996, but commenced hospital operations only in 2001. In addition, Fortis Healthcare Limited acquired the Escorts hospitals in September 2005. Fortis Healthcare, the largest private healthcare player based on the number of hospital beds, currently has a network of 11 hospitals primarily in north India, 15 satellites and heart command centers in hospitals across the country and one heart command center in Afghanistan. In addition, the company-owned Escorts Heart Institute & Research Centre at New Delhi (EHIRC) and Escorts Heart Centre at Raipur (EHCR), primarily focus on cardiac patients, with EHIRC serving as a superspecialty centre for cardiac-care. All hospitals across the region are linked through a strong IT backbone and will have high-end IT services. This will allow all Fortis hospitals to
14

access the cumulative capabilities of internal medical fraternity and its knowledge base. The company have limited experience in operating the facilities, it acquires transaction and in the operations and management of hospitals in general. As a result, it makes difficult to evaluate on operations and other prospects. Fortis Healthcare incurred cumulative restated consolidated net losses of approximately Rs. 200.37crore as of December 31, 2006. The net losses for FHL increased significantly in Fiscal 2006 and the nine months ended December 31, 2006, IHL and OBPL have incurred losses during the same period.
UNIVERSAL CAUSES

The Fortis Healthcare group is committed to fostering the universal causes of Environmental Protection, Human Rights and Health for all. A Fortis Healthcare group Company shall strive to contribute actively to these causes where possible and, minimally, shall ensure that no sphere of its activity impacts detrimentally upon any of these causes.
NATIONAL INTERESTS

A Fortis Healthcare group Company is committed to contribute to the economic and social development of India and other countries in which it operates. It shall strive to align its activities to the economic development and foreign policies, objectives and priorities of the nations
15

government and conduct its business affairs within the legal and statutory framework. The company will respect the socio-cultural and religious mores of the country in which it operates.
POLITICAL NON-ALIGNMENT

The Fortis Healthcare group is committed to and shall support a functioning democratic system in India. A Fortis Healthcare group Company shall not, directly or indirectly, support any specific political party or candidate for political office.
COMMUNITY SERVICES

A Fortis Healthcare group Company shall actively engage in, and contribute to, improving the quality of life of people in the communities in which it operates, through specifically identifies initiatives. It shall also encourage and support volunteer activities for community service by its employees.
INDUSTRIES DEVELOPMENT

The Fortis Healthcare group shall actively engage with policy makers and industry associations towards developing the regulatory framework of the industry, establishing quality benchmarks for products and services and promoting ethical business and trade practices. A Fortis Healthcare group Company shall promote and support an open market economy. It shall compete on its own strengths and merits and will manifest respect for its competitors in all dealings
16

and activities.
SHAREHOLDERS

A Fortis Healthcare group Company is committed to enhance shareholder value. The company shall comply with all regulations and laws that govern shareholders rights. The board of directors of the company shall duly and fairly inform its shareholders about all relevant aspects of the companys business.
CUSTOMERS

A Fortis Healthcare group Company shall position the customer as the central focus of all its business activities and providing value to customers as its central premise. It shall provide high quality products and services towards meeting identified needs and requirements of its customers and strive to continually upgrade the benchmarks of customer value and experience. A Fortis Healthcare group Company shall adhere to the highest standards of legal and ethical behavior in creating and developing its relationships with customers.
EMPLOYEES

The Fortis Healthcare group recognizes its people as the key source and drivers of its endeavors. It is committed to upholding its core HR values in all dealings with employees and other significant associates human dignity, respect, trust and
17

empowerment. A Fortis Healthcare group Company shall be an equal opportunity employer, with merit being the prime consideration in both recruitment and advancement, and will not discriminate on the basis of race, caste, religion or sex. It will be an affirmative action employer and will actively foster diversity in employment. A Fortis Healthcare Group Company shall demand, demonstrate and promote professional behavior and respectful treatment of all employees. A Fortis Healthcare group Company shall provide a safe, healthy, gender-unbiased and supportive work environment to its employees, free from any type of harassment, sexual or otherwise, physical or verbal abuse or intimidation. A Fortis Healthcare group Company shall base its HR management systems and processes on the value of meritocracy, equity, objectivity, teamwork, collaboration and empowerment. The Fortis Healthcare group shall provide opportunities for, and support employees in exploring, developing and utilizing their potential and acquiring new knowledge and skills. The Fortis Healthcare group encourages and supports its employees in following the code of
18

conduct laid down by their professional associations and accrediting agencies.


SUPPLIERS

The Fortis Healthcare group recognizes that suppliers are important contributors to its business activities and is committed to partnering suppliers in mutually beneficial and respectful relationships. A Fortis Healthcare group Company shall comply with agreements and conditions of engagement with suppliers, in letter and spirit.
GOVERNMENT AGENCIES

A Fortis Healthcare group Company and its employees shall not offer or give any company funds or properly as donation to any government agencies or their representatives, directly or through intermediaries, in order to obtain a favorable decision in any matter.

Fortis Healthcare Ltd Partners . Fortis Healthcare is affiliated with the best in the world delivering quality infrastructure and medical skills to healthcare in India. Fortis Healthcare Ltd is pleased to consider the companies listed below as Fortis Healthcare
19

Partners. Fortis Healthcare Ltd. alliance with Fortis Healthcare Ltd. International partners ensures seamless healthcare coverage for members while living, studying or travelling throughout India. Fortis Healthcare Ltd. relationships, guarantee timely access to world-class quality, cost effective healthcare, medical expertise, and related health services.

FORTIS COMPLETES ACQUISITION:

WOCKHARDT

HOSPITAL

20

Expands pan India footprint to 39 hospitals Fortis consummates the acquisition of Greenfield Hospitals Division of Wockhardt Hospitals Ltd. comprising of 10 hospitals in metro cities of Mumbai, Bangalore and Kolkata (including 2 under construction), on a going-concern basis. The acquisition augments Fortis bed capacity by 1902 beds (including 534 beds in 2 under construction projects) and provides significant presence in Southern, Western and Eastern India. The aggregate bed capacity of Fortis Network shall now stand at 5180 beds. The binding agreement for the deal valued at Rs. 909 Crore including Rs. 190 Cores towards capital work-in-progress for projects under construction, was earlier Executed on August 24, 2009. The acquisition has been part-funded through the recently closed Rights issue of Rs 997 Cores of the company, internal accruals and debt. Highly competent team of Clinicians and Management of Wockhardt will continue in their current roles. Mr. Vishal Bali will continue to be the CEO of the acquired business. New Delhi, December 18, 2009: Fortis Healthcare Ltd. today announced the successful completion of the Rs. 909 Cores Wockhardt hospitals acquisition. The acquisition has been made under a wholly owned subsidiary, Fortis Hospitals Ltd and funded partly by the recently concluded Rights issue, internal accruals and debt.
21

Bangalore Locations Wockhardt Hospitals 154/9, Bannerghatta Road, Opp. IIM-B, Bangalore - 560 076. Tel: +91-80-66214444 / 22544444/9663367253 Wockhardt Hospitals No 14, Cunningham Road Sheriffs Chamber Bangalore -560052 Phone: +91-80-41994444/9663367253 Wockhardt Hospitals No.23 80 feet Road, Guru Krupa Layout 2nd stage Nagarbhavi Bangalore-560072 Phone: +91-80-23014444/9663367253 Wockhardt Hospitals No.111, west of chord road opp Rajajinagar, 1st block Junction Bangalore-560086 Phone: +91-80-23004444/9663367253 Mumbai Locations Wockhardt Hospitals, Mulund Goregaon Link Road, Mumbai 400078 Tel no: +91-22- 67994187 / 67994100 Email: enquiries@wockhardthospitals.net Wockhardt Kalyan Hospitals Bail Bazaar, Shill Road, Kalyan West pin: 421301
22

Tel no: +91-0251 - 669 4444 / 4100

With the addition of the ten Wockhardt hospitals, Fortis will now have 6 hospitals in Bangalore, 4 hospitals in Mumbai and 3 hospitals in Kolkatta apart from a vast presence in NCR and a major facility in Chennai. This positions Fortis strongly as a quality destination of choice for Medical Value Travel. The existing talented team of medical and nonmedical professionals will transition to Fortis and will continue to run the operations to consistently deliver compassionate and high quality patient care. Commenting on the announcement Mr. Shivinder Mohan Singh, Managing Director of Fortis Healthcare said, Fortis is now poised to leverage its national footprint and leadership position to take healthcare delivery in India to another level. We will be able to demonstrate the benefit of scale to our customers through quality, cost and accessibility. Mr. Malvinder Mohan Singh, Group Chairman Fortis Healthcare and Religare Enterprises, while welcoming the employees of the ten newly acquired hospitals to the Fortis family said, This acquisition is an important milestone in our efforts to establish Fortis in

23

a leadership position in the Indian Healthcare delivery space. Fortis Healthcare group is confident that shared values of Wockhardt Hospitals and Fortis Healthcare will form the basis for our continued success in the future. He added, This acquisition further reinforces Fortis position of being one of the fastest growing healthcare providers in the country. With the closure of the deal, Fortis has established its presence across India with a network of 39 hospitals. The acquisition has enhanced Fortis footprint in Southern, Western and Eastern India thereby strengthening the Fortis brand as being one of the leading healthcare services providers in the country. The acquisition of the Wockhardt hospitals along with the existing Escorts Network of hospitals gives Fortis a rich legacy and experience of over 20 years in the Indian healthcare industry. Speaking on the occasion, Mr. Vishal Bali, CEO, Fortis Hospitals Ltd said We are excited to be part of the dynamic Fortis Group and look forward to sharing the expertise and passion of the combined network to better serve the patients. Fortis Healthcare Limited, a leading healthcare consultant in India has a vision of "creating a world-class integrated healthcare delivery system in India, entailing the finest medical skills combined with compassionate patient care".
24

Finally we can say that Fortis Healthcare Limited, a leading healthcare consultant in India has a vision of "creating a world-class integrated healthcare delivery system in India, entailing the finest medical skills combined with compassionate patient care". Fortis Healthcare Limited is one of the leading chains of Hospitals and a leader in healthcare consultancy in India which is benchmarked to International standards - achieving quality through the relentless adherence to the protocols observed in some of the world's leading hospitals. The hallmark of Fortis hospitals, distinguishing them from their contemporaries, is the 'patient-centricity' that you will discern all over: in hospital design, services, and programmes and most significantly in the caring approach of people. The Fortis Healthcare circle of caring is fast expanding, spreading the name of Fortis Healthcare, India... reaching out to distant communities, welcoming patients from beyond India's shores. In its continuous effort to be the number one in healthcare consultancy, Fortis has expanded its wings into foreign shores with an aim to provide quality and affordable healthcare starting its journey from Mauritius.

25

WOCKHARDT HOSPITAL (a network of FORTIS HOSPITAL LTD) Nagarbhavi

Wockhardt hospital now a Network of FORTIS health care ltd No. 23, 80 feet Road, Guru Krupa Layout 2nd stage Nagarbavi Bangalore-560072 Phone: +91-81-23014444/9663367253. It is a 55 bedded Hospital, followed by the department are as follows:

Nursing department Customer care Pathology Radiology OT department Pharmacy Store department House keeping Maintenance department Marketing department HR department Finance and accounts department BIO-medical department Medical records Hospital Administration department
26

Dietetics

Fortis healthcare is committed to providing the best guidance and care to help to handling effectively for leading a hale and hearty life. People can meet Fortis healthcare experts.

27

Introduction to project topic;


In Human Resource department of any organization, generally used Performance Appraisal methods to appraise the employees are; Graphic rating scale this performance appraisal method uses a scale to rate an employee on his or her level of performance for each job trait. This is supposed to indicate that is better. I have used this method for annual 360 degree performance appraisals. Those employees listed in the top percentages are normally given raises, while those at the lowest percentages may not be given raises. anchoring good and poor behavior of HR-department examples. 360-degree feedback - This method of appraisal gives the employees feedback from the immediate supervisor, peers, subordinates and customers. Management by objectives - This method requires manager and employee to set measurable goals. These goals are discussed on a periodic basis. Clear expectations and feedback are important because if the employee is not meeting their target, the manager is able to discuss and get them back on track to reach the year-end goal. The supervisor usually does the actual appraising. The HR department serves a policy making and advisory role. The forced ranking system is an excellent method for rewarding top performers and setting specific deadlines for improvement for poor
28

performers. Despite its appeal, the system has several drawbacks. For instance, the system promotes individual performance over teamwork and often leads to dissatisfaction among average and poor performers. These reviews are mainly dependent on perceptions. But, Perception is the paradox of mind. Is there a way out to overcome the perception based evaluations? Through scientifically proved self assessment psychometric tools coupled with behavior psychologists interventions, the individuals can be evaluated and the data base can be captured. Performance appraisal is to be used for development of individuals by matching individual inventory to that of work and credit points based performance data base, by objective oriented humane administrators for long term gains. Employees across the entire organization are apprised of their performance. This could be done annually, twice a year, periodically depending the need of the organization a performance appraisal is a formal review of employee performance. At a performance appraisal, objectives or targets are agreed between manager and employee. At each subsequent appraisal, current and past performance is compared and targets are reviewed. It is a prescribed system with a meeting arranged after a set period to review the targets set by the
29

previous appraisal. This may be six-monthly or annually, depending on your organization. Nonetheless, the performance appraisal is not only a means to review performance standards and specific targets. It is a means to: Identify current job performance levels. Identify individual employee or a department strengths and weaknesses. Motivate and encourage the individual employee. Reward employees for their contribution to organizational objectives. Identify training and development needs. Identify potential performance standards. Plan future development of the individual. Discuss salary, promotion and training. A performance appraisal begins with an interview between manager and employee, an appraisal form is completed, and action is agreed. The action plan will specify targets to improve job performance, and indicate what the reward for improvement is. This reward may be a salary increase, job promotion, an opportunity to join a management development scheme, or to enroll in a new training program. 360 Degree Appraisal In 360-degree performance reviews, many different types of people are consulted about an employee's performance. This includes customers, suppliers, peers and direct reports. In the case of a manager, employees are often asked to give
30

"upward feedback" on how well they are being managed. While the benefits of multiple points of view are obvious, there are also some challenges to these types of performance reviews. Employees almost never give "true" feedback about their managers (out of fear that the manager finds out) and outside contacts may be simply too busy, or unqualified to effectively rate a specific employee (customer satisfaction surveys may be a better way to gauge this type of feedback). If 360-degree performance reviews are performed, a Human Resources manager should coordinate the process, so that subordinate reviewers (i.e., employees) are assured that their performance reviews are kept anonymous.

The 360-degree appraisal significantly differs from the traditional supervisor subordinate performance evaluation. Rather than having a single person play judge, a 360-degree appraisal acts more like a jury. The people who actually deal with the employee
31

each day create a pool of information and perspectives on which the supervisor may act. This group of individuals is made up of both internal and external customers. Using 360-degree appraisals provides a broader view of the employee's performance. The most obvious benefit of the 360-degree appraisal is its ability to corral a range of customer feedback. A new, unique view, it produces a more complete picture of an employee's performance. Unlike with supervisors, employees can't hide as easily in 360degree appraisals because peers know their behaviors best and insist on giving more valid ratings. In addition to providing broader perspectives, the 360-degree appraisal facilitates greater employee self-development. It enables an employee to compare his or her own perceptions with the perception of others on the employee's skills, styles, and performance. Introduction of 360 degree appraisals Here is a simple guide for introducing 360 degree appraisals into an organization (and any other management system for that matter): Consider and decide what you need the 360 degree system to achieve. What must it be? How must it work? What difference must it make? Choose/design a system (or system provider), i.e., research and investigate your options (other local or same-sector companies using 360 already are a
32

helpful reference point, or your trade association HR group, or a specialist HR advisory body such as CIPD in the UK if you are a member). Check the legal and contractual issues for your situation - privacy, individual choice, acceptable practices and rules, training, data protection, individual rights, adoption guide, etc. (360 degree systems are now well-developed and established. Best practice and good reference case-studies are more widely available than in the early years of 360 feedback development. When you've decided on a system, pilot it with a few people to make sure it does what you expect. (It's best to establish some simple parameters or KPI's by which you can make this assessment, rather than basing success on instinct or subjective views.) When satisfied with the system, launch it via a seminar or workshop, preferably including roleplays and/or practical demonstration. Support the implementation with ongoing training, (include an overview in your induction training as well), a written process guide/booklet, and also publish process and standards on your intranet if you have one. Establish review and monitoring responsibility. Ensure any 360 degree appraisal system is introduced and applied from top down, not bottom up, so everyone can see that the CEO is
33

happy to undertake what he/she expects all the other staff to do. As with anything else, if the CEO and board agree to undertake it first, the system will have much stronger take-up and credibility. If the plan for 360 feedback introduction is likely to be seen as another instrument of executive domination then re-thinks your plans. Differences between a 360 degree feedback and a Performance appraisal An effective performance appraisal is basically done between the employee and however she reports to. The employee does not come to a performance appraisal to find out how much she met co-worker, subordinate or customer expectations. When the manager calls her into the office for a performance appraisal meeting the focus is on the actual performance of her job between the last review and the current one. There are different expectations in a 360 degree feedback. 360 degree evaluations involve how those around you perceive your level of skill practice (the way you apply yourself to the task) competency(know-how) behavior (actions or deeds) Each of these areas is then measured to determine where improvement is needed. Thus a 360 degree evaluation is used for ongoing personal and professional development. A traditional staff performance appraisal highlights a set of tasks
34

performed satisfactorily in a specific period of time. There are other differences between a performance appraisal and 360 degree feedback. Typical performance appraisal methods involve the following pay increases or decreases merit raises promotions demotions separations or transfers guidelines to calculate effective progress in training and decisions A 360 degree feedback system by design should not deal with employee compensation. Performance appraisal systems Issues like promotions, demotions, bonuses and pay will affect the success or failure of a 360 degree performance appraisal. Keep in mind that performance appraisal systems are used to define employee goals, employee contributions and determine the employees results in meeting those goals and contributions. It is a genuine review of past employee performance.

360 degree feedback system Remember, a 360 degree feedback system is designed to develop and discover and employees level of skill, how capable and knowledgeable she
35

is and look for ways to improve how she does her job.

What Is a Appraisal?

360

Degrees

Performance

A 360-degree appraisal or "360" incorporates input from people in different relationships to the employee being appraised, and not just from the individual's boss. Direct reports, peers, and even customers may be asked to contribute their feedback. 360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. 360-Degree systems are gaining popularity because they tend to reduce the problems of previous generations of assessment methods. 360Degree appraisal moves the manager (as appraiser) back into the comfort zone as she or he is now only one among a number of assessors. It greatly reduces the problems of central tendency, positive skewness, and halo effects in ratings that plague the boss-subordinate approach. 360-Degree appraisal reduces defensiveness on the part of the appraise because there are a variety of assessors, feedback is presented as more balanced, and it is said to have greater face validity. It requires organizations to resolve the issue of what is meant by job effectiveness and
36

what behaviors are causally related to it. It recognizes that subordinates are best placed to assess leadership or people management skills. The technique is helpful in defending legal challenges of the outcome of appraisals, it is presented as important in meeting the demands for employee empowerment and involvement, and finally, it is a useful tool in tapping employee opinions and attitudes. Who should conduct 360 degree performance appraisal? Subordinates. Peers. Managers (i.e. superior). Team members. Customers. Suppliers/ vendors. Anyone who comes into contact with the employee and can provide valuable insights and information. What are 360 degree measures? 360 degree measures behaviors and competencies 360 degree provides feedback on how others perceive an employee. 360 degree addresses skills such as listening, planning, and goal-setting. 360 degree focuses on subjective areas such as teamwork, character, and leadership effectiveness.
37

360 degree appraisal has four components: Self appraisal Superiors appraisal Subordinates appraisal Peer appraisal. Understanding Employee Performance Appraisal The traditional employee appraisal is an evaluation of an employee over a specific period of time. This can be a few months or a year. Appraisal of employee performance is frequently performed in written and verbal form. A single manager or immediate supervisor of the employee usually conducts job performance appraisals. The employee is evaluated on how well she completed the functions and duties of the job. An important part of the employee performance measure process is the communication between the supervisor and the employee. I have encountered few managers who were effective communicators. Im talking about 30 plus years in various workplaces. I have heard other employees mention poor management communication as well, Effective communication is critical because it allows for employees and managers to share input about how to improve employee and HR management performance. It also provides for mutual trust and respect of the employee performance improvement process. Employers should acknowledge a satisfactory job
38

appraisal as well as discussing unsatisfactory job performance appraisals. All employees should know more about an employee performance appraisal. It is also called an employee performance review.

Responded employees from

WOCKHARDT HOSPITAL (a network of FORTIS HOPITAL LTD) for

the 360degree performance appraisal of HR-department. Gender


No employees Percentage rating

Male
of 29 45%

Female
36 55%

39

R ponds employees from FO TIS H SPITA es R O LS

40 35 30 25 20 15 10 5 0 1 M ale F ale em

45% 55%

Interpretation:

To conduct a study on 360 degree performance appraisal on HR-department I have taken 65 i.e. 100% respondent. Male employees 29 i.e. 45%. Female employees 36 i.e. 55%.

1.Employees satisfaction regarding job done by


the HR-Department @ WOCKHARDT HOSPITAL (a network of FORTIS HOPITALS LTD) Nagarbavi Branch. Stron gly agree Agr ee Neutr Disagr al ee Strong ly Disagr ee

40

No of employees Percentage rating

10 15%

49 76%

06 9%

00 0%

00 0%

Staffs opinion regarding performance of Hr-Dept

50 45 40 35 30 25 20 15 10 5 0 1 Strongly agree Agree Neutral Disagree Strongly disagree

15%

76%

9%

0%

0%

Interpretation: From the above graph we can find that the performance of HR is 1. 2. 3. 4. Strongly agreed by 10-respondent i.e. 15%, Agree by 49 i.e.76% Neutral by 06 i.e.9% Disagree and e) strongly disagree is 0 i.e. 0%.

From the above graph it can be seen that majority of the respondents are agreed and satisfied with work performance of HR- department.

2.

The opinion of employees that HR gives sufficient opportunities to the internal applicants.

41

Stron gly agree No of employees Percentage rating 11 17%

Agre Neutr e al

Disag ree

Stron gly disag ree

49 72%

05 8%

00 0%

00 0%

Opportunity for internal applicants

50 45 40 35 30 25 20 15 10 5 0 1 Strongly Agree Neutral Disagree Strongly disagree agree

17%

72%

8%

0%

0%

I 17%, i.e. 0%. the responded gives sufficient


42

nterpretation: 1. Strongly agreed by 11-respondent i.e. 2. Agree by 49 i.e.72% 3. Neutral by 05 i.e.8% 4. Disagree and e) strongly disagree is 0 From the above graph we can find that employees provides feedback that the HR opportunity for the internal applicant.

3. Opinion that HR-dept is required to meet @ the end of the year to discuss the overall performance over the period. Stron gly agre e No of employees Percentage rating 19 29% 41 63% 05 8% 00 0% Agr Neut Disagr ee ral ee Strongl y disagr ee 00 0%

Employees performance discussion by HRDepartment


45 40 35 30 25 20 15 10 5 0

Strongly agree Agree Neutral Disagree Strongly disagree

29%

63%

8%

0%

0%

Interpretation: 1. Strongly agreed by 19-respondent i.e. 29%, 2. Agree by 49 i.e.63%


43

3. Neutral by 05 i.e.8% 4. Disagree and e) strongly disagree is 0 i.e. 0%. Most of the responded employees give feedback that HRmanager is required to meet @ the end of the year to discuss the overall performance over the period.

4. The opinion about HR-Department that provides right information regarding employees queries. Stron gly Agree No of employees Percentage rating 12 18% 47 73% 06 9% 00 0% Agre Neutr e al Disagr ee Strong ly Disagr ee 00 0%

44

Hr- responding for employees queries


50 45 40 35 30 25 20 15 10 5 0 18% 73% 1 9% 0% 0% Strongly agree Agree Neutral Disagree Strongly disagree

Interpretation: 1. Strongly agreed by 12-respondent i.e. 18%, 2. Agree by 47 i.e.73% 3. Neutral by 06 i.e.9% 4. Disagree and e) strongly disagree is 0 i.e. 0%. This graph shows that the most of employees agrees that the HR- manager gives right information regarding their (employees) queries.

45

The opinion about the team of HR-Dept is doing their job within given time schedule.
5.

Stron gly agree No of employees Percentage rating 04 6%

Agre e

Neutr al

Disagr ee

Strong ly Disagr ee

51 78%

09 14%

00 2%

00 0%

Tim schedule of HR-departm e ent


60 50 40 30 20 10 0 6% 78% 1 14% 2% 0%

Strongly agree Agree N eutral Disagree Strongly disagree

Interpretation: Strongly agreed by 4-respondent i.e. 6%, Agree by 51 i.e.78 % Neutral by 9 i.e.14 % Disagree by 1 i.e. 2% and e) strongly disagree is 0 i.e. 0%. From the above graph we can find that majority of the employees agrees HR-department is doing their job within given period. 1. 2. 3. 4.

46

6. Opinion by employees that their performance


recognized by HR-Dept.

Yes
No of employees Percentage rating 47 72%

No
18 28%

Employees performance recocgnized by Hrdept

50 45 40 35 30 25 20 15 10 5 0 1 Yes No

72%

28%

Interpretation: From the above graph we can find that 1. 47 i.e. 72% employees says Yes. 2. 18 i.e. 28% employees says No. So from this we can find out that the majority employees tells HR-dept recognizes the current employee performance.

47

7. Ability of HR-dept is ready to look into the grievances and Complaints of employees.

Y es
No employees Percentage rating
S v gg ie a c so e p y e b lo in r v n e f m lo e s y Hdp r et
6 0

No
18 18%

of

47 82%

5 0

4 0

3 0

Ys e N o

2 0

1 0

8% 2

1% 8

Interpretation: From the above graph we can find that 1. 53 i.e. 72% employees says Yes. 2. 12 i.e. 28% employees says No. From above information we can find that HR-dept is ready to look into the grievance and complaints of employees and ready to solve it.

48

8. HR-dept recognizing individual persistence when employees faced with difficult problems or challenges.

Yes
No of employees Percentage rating 52 80%

No
13 20%

R o n tio o in ivid l p isten e o ec g iza n f d ua ers c f em lo ees b H -d t p y y R ep

6 0

5 0

4 0 Ye s N o

3 0

2 0

1 0

8% 0

20 %

Interpretation: From the above graph we can find that 1. 52 i.e. 80% employees says Yes. 2. 13 i.e. 20% employees says No. From this we can find majority of employees opinion is that HR-dept recognizes the individual persistence when they are facing a difficulties, problems and challenges.

49

9. The opinion that the member of HR-dept is clearly fulfils the he/she is expected to play.

Yes
No of employees Percentage rating 60 92%

No
05 8%

Jod perform ance fulfiled by HR-Dept

60

50

40 Yes No

30

20

10

92%

8%

Interpretation: From the above graph we can find that 1. 60 i.e. 92% employees says Yes. 2. 05 i.e. 08% employees says No. This graph SHOWS THAT HR-departments member is fulfilling the role of he/she (employee) is expected to play.
50

10. HR-dept maintains proper records and polices which is related to the employees of (WOCKHARDT HOSPITAL a network of FORTIS HOPITAL LTD.

Yes
No of employees Percentage rating 63 97%

No
02 3%

M aintaing records and polices by HR dept -

70 60 50 40 Yes 30 20 10 0 N o

97%

3%

Interpretation: From the above graph we can find that 1. 63 i.e. 97% employees says Yes. 2. 02 i.e. 03% employees says No. From this we can clearly say that HR-department maintains a proper flow of records and polices which is related to the employees...

51

11. Changes should be required from current HRdept regarding their functions and performance.

Yes
No of employees Percentage rating 18 28%

No
47 72%

Changes required in current HR-Dept in their perform ance and function

50 45 40 35 30 25 20 15 10 5 0 1 Yes N o

28%

72%

Interpretation: From the above graph we can find that 1. 18 i.e. 28% employees says Yes. 2. 47 i.e. 72% employees says No. By this information we can say that no big changes are required regarding in the current performance functions of HR-department.

52

12. Employees suggestions related to the work will be considered by the HR-Dept.

Yes
No employees Percentage rating
em ployees suggestions accepted by H -dept R

No
09 14%

of

56 86%

60

50

40 Yes N o

30

20

10

0 1 86% 14%

Interpretation: From the above graph we can find that 1. 56 i.e. 86% employees says Yes. 2. 09 i.e. 14% employees says No. HR-dept considers the employees suggestions which is necessarily related to the work.

53

13. HR-dept takes initiatives TRAINING and DEVELOPMENT employees.

in organizing program to

Ye s
No employees Percentage rating of 62 96 %

No
03 4%

Organizing Training and Development programs by Hr-Dept

70 60 50 40 30 20 10 0

Yes N o

95% 1

3%

Interpretation: From the above graph we can find that 1. 62 i.e. 96% employees says Yes. 2. 03i.e. 04% employees says No. By this we can say majority of the employees responses that the HR-department takes sufficient initiative in

54

organizing Training and Development program for the welfare of employees and hospital.

14. The support and encouragement given by HRdept regarding work activities for the employees. Excellen t No employees Percentage rating of
15 23%

Good
38 58%

Satisfacto ry
11

Po or
0 1 2 %

17%

The rating of encouragement given by HR-Dept

40 35 30 25 20 15 10 5 0 23% 58% 1 17% 2% Excellent Good Satisfactory poor

Interpretation: Here employees are asked to rate the regarding support and encouragement given by the HR-department so most of them were prefers for:
55

1. Excellent is 15 i.e. 23%. 2. Good is 38 i.e. 58%. 3. Satisfactory is 11 i.e. 17%. 4. Poor is 01 i.e. 02%. So we can say that HR provides good encouragement to employees to work. 15. The work progress and performance appraisal process @ the WOCKHARDT HOSPITALS (a network of FORTIS HOSPITALS LTD) Excell ent d No of employees Percentage rating
1 1 1 7% % 48 27% 9%

Goo
31

Satisfact ory
17

Poor
06

Performance apprasial procedure and progress

35 30 25 20 15 10 5 0 1 17% 48% 27% Excellent Good Satisfactory poor

9%

Interpretation: 1. Excellent is 11 i.e. 17%.


56

2. Good is 31 i.e. 48%. 3. Satisfactory is 17 i.e. 27%. 4. Poor is 06 i.e. 09%. From the above graph we can find out that the performance appraisal process for employees is good.

16. The relationship employees.

with

HR-dept

by

the

Excel Go Satisfact Po lent od ory or No of employees Percentage rating


1 4 2 2% % 58 20% % 0 38 13 00

57

Employees relationship with Hr-dept

40 35 30 25 Excellent 20 15 10 5 0 Good Satisfactory poor

22%

58%

20%

0%

Interpretation: Employees replys for which is related to the relationship with HR-dept is 1. 2. 3. 4.
5.

Excellent Good Satisfactory Poor From this relationship good.

is 14 i.e. 22%. is 38 i.e. 58%. is 13 i.e. 20%. is 0 i.e. 0%. information we can say that the between employees and HR-people is

17. The working environment of HR-dept @ WOCKHARDT HOSPITAL (a network of FORTIS HOSPITAL LTD).
58

Exc G Satisfac Poo ellent ood tory r No of employees Percentage rating


1 4 2 2% 3% 8 7 % 4 3 5 % 0 0 00

Working Environment of Hr-dept

50 45 40 35 30 25 20 15 10 5 0 1 Excellent Good Satis factory poor

22%

73%

5%

0%

Int erpretation: An employee responding regarding working environment of HR-department is 1. Excellent is 14 i.e. 22%. 2. Good is 38 i.e. 58%. 3. Satisfactory is 13 i.e. 20%. 4. Poor is 0 i.e. 0%. From this information we can find that the majority of employees accepted as good related to working environment of HR-department.

59

Over all on a 0% to 100% scale, how effectively would HR-department performance. 74.81%
Over all Hr-dept effective performance in % calculation
80.00% 70.00% 60.00% 50.00% 40.00% A 30.00% 20.00% 10.00% 0.00% 1 B

75%

25%

Interpretation: By calculating in percentage over performance of HR-department is 75%. all effective

60

Over all on a 0% to 100% how well employees satisfied with the member of the HR-dept of WOCKHARDT HOSPITAL

77.4%........................................................

Overall satisfied em ployees by Hr-dept perform ance

80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 1 A B

78%

22%

Interpretation: By calculating in percentage over all satisfied employees regarding performance, work efficiency, alertness of HRmanager in Fortis hospital ltd is 78%.

61

FINDINGS.. 360 DEGREE PERFORMANCES MANAGEMENT

APPRAISAL

Maintaining details of timely reporting regarding performance of employees. Generating details of reminders for 360 degree performance appraisal reports and employees suggestions.

The 360 degree performance appraisal on HRdept that exists in Fortis Healthcare Ltd is completely confidential and clear.

Fortis Healthcare Ltd as adopt the appraisal system where in skills sets are given much important for appraising the HR manager. The appraisal is done once in a year. The performance appraisal system on HR-dept in the organization has been satisfied most of the employees in Fortis hospitals. The appraisal system in the Fortis hospitals has succeeded in motivating both the HR-dept and employees to some extent only. While conducting the survey there was also opinion from the employees side that they need individual HR-manger for every branch of Fortis hospitals.
62

The findings suggest that for success of Appraisal system the credibility of appraiser is of utmost importance. Analyzing ones own strengths and weaknesses is the best way of identifying the potentials available, rather than the other person telling. Self-appraisal is a tool to analyze oneself. One of the most important findings was that almost all the employees wanted self-rating to be a part of performance appraisal program carried out by the organization.

BENEFITS OF THE STUDY:

The study would help the management in finding out the strengths and weakness of the HR-department by 360 degree performance feedback from existing employees. Based on this study it can find better ways to improving the morale of the of the HR-dept manager. As this study would help in knowing strength of the system, the organization can develop strategies to retain the employees. The study would also facilitates the management to come out with new strategy and feedback policies in developing effective man power in order to sustain competency in the hospital industry.
63

The study would help the management to take effective steps in proper utilization of man power by placing a right person on the right job which would also eliminate unnecessary staff costs.

RECOMMENDATION AND SUGGESTIONS Recommendation:

The parameter based on which the department is assessed should be made clear which help individual to develop on that. Organization has to adopt recognizing good work of staffs. schemes for

Adopting of innovative and creative techniques to make the system much more effective must be focused by the management of Fortis health care ltd. Since single persons opinion is might not be in a right way, hence more people should be involved while rating the employee (HR-manager). It is an established fact that change is faster when it is self initiated, if any employee has to improve or do better, he must first feel the need to do so. Reflection and review is a process that enables him to feel the need and improve more upon his strengths and weaknesses. HR-dept should concentrate both employees and management demand and quires which are related to work force.
64

In normal appraisal the performance is being evaluated by the immediate boss or it will be evaluated by another person. Hence if we bring in PMS the appraisal continues on going and unbiased.

CONCLUSION
The role of the HR manager must parallel the needs of the changing organization. Successful organizations are becoming more adaptable, resilient, quick to change directions, and customercentered. Within this environment, the HR professional must learn how to manage effectively through planning, organizing, leading and controlling the human resource and be knowledgeable of emerging trends in training and employee development. 360 DEGREE PERFORMANCE APPRAISAL is considered as in important tool of personnel management and used for variety of purposes, which would help the management making major decision.

By conducting this survey we can find out the ability, performance, strength and weakness of the HR-Dept.

65

According to this survey HR-dept is functioning well and good towards their job, and the employees are agreed and satisfied with the performance of HR-department.

Analyzing form sheet. 65


A SURVEY ON APPRAISAL FORM 360DEGREE PERFORMANCE

ON HR-DEPARTMENT @ WOCKHART HOSPITAL (a network of FORTIS HOSPITAL LTD) QUESTIONNAIRE PERSONAL INFORMATION:EMPLOYEES AGE GENDER EDUCATIONALQUALIFICATION DESIGNATION

66

Gender
No of employees Percentage rating

Male
29 45%

Female
36 55%

Stron gly Agre e


1. Are you with the job HR-dept WOCKHARDT HOSPITAL (a of FORTIS LTD)? satisfied 10 done by @ network HOPITAL

Agr ee

Neutr al

Disagr Stron ee gly Disa gree

49

06

2. Do you agree that 11 HR gives sufficient opportunity for the internal applicants? 3. Do you agree that 19 HR-dept is required to meet @ the end of the year to discuss the overall performance over the period? 4. Do you agree that 12 HR-dept gives right information regarding your queries? 5. Is The team of HR- 4 dept is doing their job with in given time

49

05

41

05

47

06

51

09

01

67

schedule.

Yes
6.Have HR-dept ever recognized your performance 7. Is HR-dept is always ready to look into the grievances and complaints of employees? 8. Does the HR-dept recognize individual persistence when you faced with difficult problems or challenges? 9. Does Each members of HR-dept are clearly fulfils the role he/she is expected to play. 10. Is this dept maintains proper records and polices which is related to employees and HOSPITAL? 11. Do you feel that any changes should be made in the current (HR-dept) functions and performance? 12. Will HR-dept consider your suggestions related to work. 13. Does HR-dept takes initiative in organizing Training and Development process?

No
18 12 13

47 53 52

60 63

05 02

18

47

56 62

09 03

Excelle nt
14. How will you rate 15 the support or encouragement given by the HR-dept? 15. How will you rate 11 the progress and performance appraisal procedure @

Good
38

Satisfac tory
11

Poo r
01

31

17

06

68

your hospital? 16. How is relation with dept? your 14 HR38 13 0

17. How is the 14 working environment of HR-dept in your WOCKHARDT HOSPITAL (a network of FORTIS HOPITAL LTD)?

48

03

18. Any comments regarding HR-dept function and performance?

19. Your suggestions for improvement in HR-department?

Finally, please provide two overall rating of HR-dept..

Over all on a 0% to 100% scale, how effectively would you rate the HR-department?

69

74.8%

Over all on a 0% to 100% how well you satisfied with the member of the HR-dept of WOCKHARDT HOSPITAL? 77.4%..............................................................

70

Chapter VIII Bibliograp hy


REFERNCE BOOKS.

Human resource management -> P.Subba Rao 4th edition. Human resource management -> Gary Dessler 10th edition. ->

Performance Management System Pearson Herman Aguinis, 2nd edition. INTERNET WEBSITES REFFERED

www.Fortishealthcare.in http://www.google.com http://www.wikipedia.org

Brochures of Fortis Health care Ltd

71

You might also like