22009663 performance appraisal project report (1)

8/11/2019 22009663 Performance Appraisal Project Report (1)

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CHAPTER 1

a. Human Resources Management

A Theoretical framework

The Human Resources Management (HRM) function includes a

variety of activities, and key among them is deciding what stang

needs you have and whether to use independent contractors or hire

employees to ll these needs, recruiting and training the est

employees, ensuring they are high performers, dealing with

performance issues, and ensuring your personnel and management

practices conform to various regulations! "ctivities also include

managing your approach to employee enets and compensation,employee records and personnel policies! #sually small usinesses (for$

prot or nonprot) have to carry out these activities themselves

ecause they can%t yet a&ord part$ or full$time help! However, they

should always ensure that employees have $$ and are aware of $$

personnel policies which conform to current regulations! These policies

are often in the form of employee manuals, which all employees have!

'ote that some people distinguish a di&erence etween HRM (a

maor management activity) and HR (Human Resource evelopment,

a profession)! Those people might include HRM in HR, e*plaining that

HR includes the roader range of activities to develop personnel

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inside of organi+ations, including, e!g!, career development, training,

organi+ation development, etc!

There is a long$standing argument aout where HR$related

functions should e organi+ed into large organi+ations, e!g!, should HR

e in the -rgani+ation evelopment department or the other way

around.

The HRM function and HR profession have undergone

tremendous change over the past /0$10 years! Many years ago, large

organi+ations looked to the 2ersonnel epartment, mostly to manage

the paperwork around hiring and paying people! More recently,

organi+ations consider the HR epartment as playing a maor role in

stang, training and helping to manage people so that people and the

organi+ation are performing at ma*imum capaility in a highly fullling

manner!

"fter you have invested considerale time and money recruiting

and training your employees, you must now determine how to make

sure those valuale employees are productive and get them to remain

loyal to your rm! Retention of employees is essential to maintain

client relationships and keep recruiting and training costs in line!

3osing an e*perienced employee almost always results in signicant

costs to your rm! The keys to employee satisfaction and retention are

founded on strong leadership and sound management practices! 4f you

can master these arts, you should have happy, loyal employees and

clients, resulting in growth, prots and personal gratication! This

article will discuss key factors in motivating and retaining good people!

Operating Sstems

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The foundation of an ecient and e&ective workplace is the

structure, discipline and consistency provided y well$conceived

systematic operating methods! 5orld$class companies like isney,

Mconalds and Rit+ 6arleton all have well dened operating methods!

" policies and procedures (272) manual is critical to ensure that

employees understand what is e*pected of them and know how they

should handle the myriad of duties and responsiilities in the day$to$

day operation of the oce! The 272 manual spells out how you would

like things done in your oce and your e*pectations for the ehavior of

your employees! "s your operation grows larger, the system ecomes

more important ecause your aility to oversee and communicate

directly and fre8uently with each employee ecomes more dicult!

5ritten operating systems are asolutely essential when you e*pand to

more than one oce location!

Training

2re$work training should include a review of your policies and

procedures, with special emphasis on the most important suects!

(9ach employee should receive a personal copy of your 272 Manual to

read efore coming to the training class!) 4n addition to training in your

policies and procedures, customer service and marketing should e

covered at length! :pecial emphasis should e placed on your

corporate culture! 'ew employees need more training than priors, ut

all employees should receive training each year! 'ew employees

should also have several days of on$the$o training with the oce

manager or e*perienced employees efore eginning their position;

and they should not e left on their own in the oce until they are

e*perienced enough to feel condent! Many of the frustrations

employees feel on the o$$as well as most errors and client prolems$$

are due to inade8uate training! 6omprehensive training will make your

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life as a manager much easier, and your employees and clients will e

happier!

Tool

9mployee costs constitute the greatest e*pense in any service

usiness! 'ot giving your employees ade8uate tools to do the o is

penny wise and pound foolish! 6omputersneed not e state$of$the$art,

ut they do need to e fast and reliale enough to minimi+e down time

and reduce employee and client frustration! 4f your oce is not

operating with a 3ocal "rea 'etwork (3"'), you should set one up

without delay! " 3"' manages printer sharing and centrali+es clientles for easy computer cross$checking, e$ling!, and report writing!

6opiers should e reliale and fast, with automatic feed, and ample

supplies always on hand! " fa* is no longer a costly lu*ury for most

oces, ut a necessity! 4nternet access is almost as important as the

phone for e&ective communication and is ecoming more essential for

research! on%t forget to provide the little things, like reliale staplers,

staple removers, scissors, pens, post$its, usiness card holders, etc! "n

appointment ook, a Rolode* (or software address ook), and

reference ooks and resources should also e provided! 6omfortale,

functional oce furnitureand ade8uate shelving and storage are also

essential! on%t forget aids for employees with special needs, such as

under$desk computer drawers and keyoard 7 mouse cushions! "t

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2eoples 4ncome Ta*, we use checklists of oce furnishings, e8uipment

and supplies used to take inventory and re8uest missing or shortage

items! "ttention to detail and providing ade8uate tools to do the o

will eliminate a key source of employee frustration and increase

employee productivity and satisfaction!

O!ce atmosphere

How your employees feel aout their os is greatly in


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manager or veteran employee or y telephone or e$mail when on$site

help is not availale! Having ade8uate help to properly serve all clients

in the oce is also essential for employee morale! The important point

is that your people should not feel like they are out there on their own

with no one to turn to when they need help! 4f they feel this way, they

might as well go into usiness on their own!

Corporate Culture

5orld$class companies always have in common 5orld$class

cultures! 3eaders of such usinesses recogni+e that their companies

e*ist to satisfy a social need! 2rots are not the goal, ut are ayproduct of meeting the needs of customers and employees!

Ausinesses also have a responsiility to give ack to the communities

in which they operate! Most employees also have a need to make

meaningful contriutions to society through their work! They also like

to take pride in their work and deliver 8uality products and services!

"nd they need to continue to learn and grow professionally! " good

corporate culture enales employees to comine their strengths to

meet these mutual needs as part of a dynamic team!

?our company=s culture starts with your company=s mission and values,

which should e well thought$out and articulated in writing! " mission

statement and set of guiding principles is typically developed y the

company=s owner or 69- to re


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Compensation

" performance$ased compensation plan should e designed to

encourage your employees to ehave in ways that will result in

attainment of the goals of your 6ompany, while also meeting your

employees= personal oectives! 6ompany goals usually include

growth, protaility, 8uality service, eciency, e&ectiveness, and

image and reputation! To attract desirale employees, your ase pay

and earnings potential should e competitive within your industry

(e8ual to or etter than your main competitors for employees)! The

pay plan must e oective and fair to all employees! Rewards should

e commensurate with contriutions! The ehaviors and attitude your

pay plan should encourage include honesty, professional pride,

continuing professional education, loyalty, thoroughness, accuracy,

eciency, teamwork, salesmanship, courtesy, concern for clients, self$

direction, frugality and long$term thinking! 2eoples= compensation plan,

devised with these factors in mind, includes a competitive guaranteed

wage as a draw against commissions for individual and oce

production! "dditional commissions are paid for e*perience, helping togenerate oce revenue growth, and attaining and maintaining

professional! 9stalishing a sound compensation plan is one of the

most important proects you will undertake! -nce the plan is

estalished, it is dicult to make radical changes! ?our compensation

plan is an essential element of your aility to compete e&ectively!

"ene#ts

2roviding whatever enets you can put you in a etter

competitive position to attract and retain seasonal employees! " prot

sharing plan could e adopted for all employees to share in the prot

pool in proportion to their annual earnings relative to total earnings of

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all employees! The prot pool could e some percentage (e!g! B0$/0C

as determined y management) of the increase in preta* prots over

the prior year! 2eoples 4ncome Ta* has a Didelity E0Bk plan through its

memership with the #!:! 6hamer of 6ommerce that permits all year$

round and seasonal employees to participate, and the company makes

1C contriutions!

:ome of 2eoples= seasonal ta* associates who work part$time

during the o&$season providing client service and teaching an income

ta* school work enough hours to 8ualify for the company=s group

health insurance plan! Froup life and disaility insurance and other

enets can e otained through professional associations! 9ven if theemployee pays the full premium, group rates tend to e lower than

individual coverage! Froup discounts for products and services are

often e*tended to employees through professional associations and

company memership in the local 6hamer of 6ommerce! 2eoples

4ncome Ta*, as a small employer, was ale to ecome a memer of the

Girginia 6redit #nion, making all of 2eoples= employees eligile for the

enets of credit union memership! 2eoples also provides paid time

o& for its associates to volunteer for company approved charitale

activities such as providing free ta* service for welfare$to$work

program participants and residents of homeless and attered women

shelters! Ae creative! 3ittle perks, like uying pi++a for the sta& of the

oce on the usiest days of the work week, help to make your

employees appreciate their os! Ae creative@

Recognition

'umerous studies and surveys have documented the fact that

money is not always the primary motivator for most employees!

Recogni+e your people fre8uently for their good work and they will

repeat the performance fre8uently! 2raise must e sincere and should

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e distriuted e8uitaly, if warranted! 5hen possile, praise people

pulicly in meetings or employee newsletters! Ae sure to give people

credit and rewards for good ideas they come up with that enet the

company! Reinforce the right ehaviors! "void saying Freat ut!I 3ook

for key measures to recogni+e employees, such as production, client

retention rate, etc! 6ome up with contests to recogni+e your

employees, such as the most referrals for another service you o&er, or

the most new clients rought in! Five recognition certicates, pla8ues

and pri+es and other than money, such as tickets for movie rental or

sports events, or gift certicates for merchandise or dinner! Fiving

something tangile makes a more lasting impression! 2raising your

est performers (the top B0$/0C) will raise the ar for your weaker

people! The goal is to encourage ehaviors that uild your usiness

and recogni+e your people for practicing those ehaviors as often as

possile!

Communication

3ack of e&ective communication from management is usually the

greatest cause for employee dissatisfaction and premature departure!

The est managers listen to and communication fre8uently with all

employees; and they make it easy for employees to tell them aout

prolems and concerns! 6ommunication should include training, group

and individual meetings and, most important, daily discussions

etween you and your employees! The larger your organi+ation

ecomes, the more dicult it is to keep in touch with all of your

employees, especially if you have multiple oces! ?et, as the manager,

you must make the time to regularly talk with everyone! 9$mail is a

good communication vehicle, ut the phone is more personal; and

neither can replace face$to$face meetings! 2ulishing employee

newsletters is a good way for larger organi+ations to enhance

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communication! "n 4ntranet can also e an e&ective internal

communication vehicle! >eep communication simple, provide ade8uate

information and provide e*amples for clarity! :how your trust in your

people and make them feel included y sharing with them nancial

and other company inside information! Management can make much

etter decisions y getting input from front$line employees! 4f your

people know that their voices are heard and they feel like they are part

of the decision making process, they will e much happier, loyal and

more likely to support new ideas and programs!

Empowerment

9ngage your employees in decision$making; give them the

authority to act in the est interests of the company! 2rovide training in

resolving client prolems and then trust them to make the right

decisions! Five your people some time to think and plan y uilding in

some slack through ade8uate stang and y providing clerical

support! on=t critici+e employee= mistakes; instead celerate honest

mistakes! Recogni+e that making decisions naturally results in making

mistakes ecause no one is perfect! 4f you critici+e honest mistakes,

your people will stop making decisions! Dailure is also ->, ecause it is

a normal part of the road to success! 'othing is more gratifying than to

see your people develop the skills and condence to act independently

and to make sound decisions that are in the est interests of the

company and your clients!

$ea%ership

Much has een written aout leadership and you should take the

time whenever the opportunity arises to read ideas on how to e a

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more e&ective leader! Here are ten asic keysJ (B) 4ntegrityJ always tell

the truth and always keep your promise, even if it hurts to do so! (/)

TrustJ ?ou must rst demonstrate your trust in people y making

yourself vulnerale efore you can e*pect them to place their trust in

you! (1) RespectJ 4f you really don=t care aout your people they will

sense your lack of concern and will not have respect for you! (E)

DairnessJ Treat all employees fairly and e8ually (including family

memers) regardless of your personal feelings! (K) GisionJ To e a true

leader, you must have an unfaltering vision, e ale to communicate it

to your people, and get them to understand and share in your

e*citement for the vision! (L) -ptimismJ ?ou must always e positive

and condent that the company will succeed; ut you should also e

realistic! () ecisiveJ " leader must make decisions and stick with

them as long as they make sense! 6onsensus is not always etter than

an individual decision, particularly in a crisis situation! Rememer, the

uck stops with you@ Trust your intuition! 4ntuition draws upon your

e*perience, stored knowledge and information you may not even

reali+e you have in your head! (N) 9*ampleJ ?ou must practice what

you preach or you will have little crediility! (O) TeamworkJ 4nsist on

mutual respect, courtesy and cooperation among your people! This

fundamental attitude was crucial in shaping our nation and is also

essential to uild your company! (B0) "uthorityJ Rememer that

authority is not vested in your position as the oss! "uthority resides

with the people who report to you and they have the power grant it to

you or not!

Ha&ing 'un

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2eople like to work in an environment that is enoyale; they can

get urned out if the work environment is totally serious and strictly

usiness! Freat companies like :outhwest "irlines have come up with

creative ways for employees to have fun! 4 think every manager should

read the estseller ook, NUTS!, Ay :outhwest chairman, Her

>elleher! 4f you=re not naturally good at getting people to have fun,

designate a key employee to assume this role! " friend, Hugh

Foldthorpe, who is a top e*ecutive with -wens and Minor of Richmond,

Girginia, has adopted (and had printed on his usiness cards) his

ocial o title asJ Head 6heerleader!

Motivating and keeping employees re8uires e&ectivemanagement practices and strong leadership skills! " good operating

system and ade8uate training are essential! ?our people need the

proper tools and support to do the o! " performance$ased

compensation plan should e designed very carefully to ensure that

your employees are encouraged to help uild the usiness and are

rewarded for their contriutions, and provide as many e*tra enets as

possile! :creening new employment prospects to insure they t in and

uy into your culture will prevent future prolems! 9mployment

agreements are a must and should e reviewed y and e*plained to

new hires! " valuale proect is to identify the /$1 greatest frustrations

of your employees and your clients and devise ways to eliminate these

irritations! 9mployees should e trusted, included and empowered to

make decisions and act autonomously! They also need to e part of a

harmonious team working for the mutual enet of the clients, the

company and themselves! "nd they would enoy eing at a fun place

to work@ #ltimately, your management and leadership skills and e&orts

will determine your success in providing an atmosphere where your

employees will e motivated to e e&ective and will remain loyal to

your company!

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(. Concepts Relate% to Performance Appraisal

Sstem

TA$E)T MA)A*EME)T

Talent management is a professionalterm that gained popularity

in the late BOO0s! 4t refers to the process of developing and fostering

new workers through on oarding, developing and keeping current

workers and attracting highly skilled workers at other companies to

come work for your company! Talent management in this conte*t does

not refer to the management of entertainers!

6ompanies that are engaged in talent management (human

capital management) are strategic and delierate in how they source,

attract, select, train, develop, promote, and move employees through

the organi+ation! This term also incorporates how companies drive

performance at the individual level (performance management)!

The term talent management means di&erent things to di&erent

people! To some it is aout the management of high$worth individuals

or the talentedI whilst to others it is aout how talent is managed

generally P i!e! on the assumption that all people have talent which

should e identied and lierated!

This term is usually associated with competency$ased human

resource management practices! Talent management decisions are

often driven y a set of organi+ational core competencies as well as

position$specic competencies! The competency set may include

knowledge, skills, e*perience, and personal traits (demonstrated

through dened ehaviors)!

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-lder competency models might also contain attriutes that

rarely predict success (e!g! education, tenure, and diversity factors that

are illegal to consider in many countries)!

4n the late BOO0s, technology companies engaged in a Qwar for talent=!

O(+ecti&es,

To identify, nurture, groom and motivate talented M6:

(management carder sta&)!

6areer and succession planning to uild in$house pool of talent

(grow your own timer) for our future needs of H-=s and FMQs!

etermine talent strength (numers) and 8uality (competencies),future re8uirements and ideal organi+ational structureI, identify

gaps and take actions!

Competiti&e a%&antage,

9mrace a talent mindset!

6raft a winning employee value proposition!

Reuild your recruiting strategy! 5eave development into your organi+ation!

i&erentiate and arm your people!

$imitations,

Retention rates in marketing are a prolem! 4t was suggested to

consider the leadership issues, careful selection, increased

motivation and performance incentives!

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EMP$O-EE )/O$/EME)T

0e#nition, 9mployee involvement is creating an environment in

which people have an impact on decisions and actions that a&ect their

os!

9mployee involvement is not the goal nor is it a tool, as practiced

in many organi+ations! Rather, it is a management and leadership

philosophy aout how people are most enaled to contriute to

continuous improvement and the ongoing success of their work

organi+ation!

My ias, from working with people for E0 years, is to involvepeople as much as possile in all aspects of work decisions and

planning! This involvement increases ownership and commitment,

retains your est employees, and fosters an environment in which

people choose to e motivated and contriuting!

How to involve employees in decisionmaking and continuous

improvement activities is the strategic aspect of involvement and can

include such methods as suggestion systems, manufacturing cells,

work teams, continuous improvement meetings, >ai+en (continuous

improvement) events, corrective action processes, and periodic

discussions with the supervisor!

4ntrinsic to most employee involvement processes is training in

team e&ectiveness, communication, and prolem solving; the

development of reward and recognition systems; and fre8uently, the

sharing of gains made through employee involvement e&orts!

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Emploee n&ol&ement Mo%el

Dor people and organi+ations who desire a model to apply, the est

4 have discovered was developed from work y Tannenaum and

:chmidt (BOKN) and :adler (BO0)!

Tell, the supervisor makes the decision and announces it to

sta&! The supervisor provides complete direction!

Sell, the supervisor makes the decision and then attempts togain commitment from sta& y sellingI the positive aspects of

the decision!

Consult, the supervisor invites input into a decision while

retaining authority to make the nal decision herself!

oin,the supervisor invites employees to make the decision with

the supervisor! The supervisor considers her voice e8ual in the

decision process!

To round out the model, 4 add the followingJ

0elegate,

The supervisor turns the decision over to another party!

9mployee involvement consists of those practices which are initiated

principally y management and are designed to increase the employee

information aout, and commitment to the organi+ation fostering trust!

4nvolvement assumes recognition that employees have great untapped

potential which can e used to the organi+ations advantage y

securing commitment of the employees to the success of the

organi+ation!

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The action plan,

9mployee involvement focus in on correcting the alance

towards an employee contriuting also his rain powers in terms of

ideas and initiative for improvement in the areas of his workS his

responsiilities and not only his rains! The concept is application to

workers, sta&s and managers alike!

O(+ecti&e,

Helping employees to contriute etter on their os!

Daster and higher 8uality of prolem resolution!

6ompanies gaining etter competitive edge!

9mployees gaining greater o satisfaction, oy and pride in

work!

9mployees displaying greater identication with changes in

policies, practices, systems, structures and work methods!

)02STRA$ RE$ATO)S

The term industrial relation in practice has come to mean

primarily the relations etween the management and the unions in an

industrial enterprise! 4t ought to include employee relationsI,

irrespective of whether a union e*ists in a particular unit or not!

5e all know that unions came into eing, since for ages an

individual employee has tented to e e*ploited y the employer! To e

sure, most of us in 4ndia are even today partners in this process of

e*ploitation! The reference is to the institution of domestic servants,

whether we look at their wages, at their working hours or their health

care and so on!

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The same is y and large for laors employed on construction

proects or on farms! 4t must therefore e accepted that the trade

unions does serve a social purpose through the practice of collective

argaining!

4t never pays to delay or postpone a constructive confrontation

to demand performance e it in the volume or 8uality of the output!

$aw an% penalties

3egislation, acts, regulations, standards, codes of practice,

prosecutions, enforceale undertakings, nes, improvement and

prohiition notices

Rights an% o(ligations

?our rights as a consumer, worker, employer, manufacturer,

5H:-; manage your risks; meet your oligations

3orkplace inci%ents an% inspections

'otify of an incident, in an emergency, inspections, inspectors=

role, workers= compensation

Training4 licenses an% registrations

"ccreditation, training providers, tickets, licenses, plant

registrations, seminars, educational tools, apprenticeships and

traineeships

3orkers5 compensation an% reha(ilitation

5orkers= compensation and rehailitation legislation, rights and

oligations, other urisdictions, claiming workers= compensation and

rehailitation

Pu(lications an% forms

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ownership, a commitment to action and consistency of practice!

"ccountaility also involves very specic tasksJ

$$setting goals,

$$clarifying e*pectations,

$$dening roles and responsiilities,

$$monitoring progress and measuring results,

$$gathering feedack, and

$$formulating action goals!

"lignment! "lignment focuses on the consistency of mentoring

practices within an institution=s culture! 4t uilds on the assumption

that a cultural t already e*ists etween mentoring and theorgani+ation and that mentoring initiatives are also are tied to goals

larger than ust initiating a program! 5hen mentoring is aligned

within the culture, it is part of its '"! " shared understanding and

vocaulary of mentoring practice e*ists that ts naturally with the

organi+ation=s values, practices, mission, and goals!

6ommunication! 6ommunication is fundamental to achieving

mentoring e*cellence and positive mentoring results! 4ts e&ects are

far$reaching; it increases trust, strengthens relationships, and helps

align organi+ations! 4t creates value, visiility and demand for

mentoring! 4t is also the catalyst for developing mentoring

readiness, generating learning opportunities, and providing

mentoring support within an organi+ation!

Galue and Gisiility! :haring personal mentoring stories, role

modeling, reward, recognition, and celeration are high leverage

activities that create and sustain value and visiility! 3eaders who

talk aout formative mentoring e*perience, share est practices,

and promote and support mentoring y their own e*ample add to

the value proposition for mentoring!

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COMM2)CATO)

6ommunication is one of the toughest issues in organi+ations!

9&ective communication re8uires four components interworking

perfectly for shared meaning,I my favorite denition of

communication!

The individual sending the message must present the message

clearly and in detail, and radiate integrity and authenticity!

The person receiving the message must decide to listen, ask

8uestions for clarity, and trust the sender of the message!

The delivery method chosen must suit the circumstances and the

needs of oth the sender and the receiver!

The content of the message has to resonate and connect, on some

level, with the already$held eliefs of the receiver!

5ith all of this going on in a communication, 4 think it=s a wonder that

organi+ations ever do it well!

6hange management practitioners have provided a road range of

suggestions aout how to communicate well during any organi+ational

changes!

$EA0ERSHP A)0 MA)A*EME)T

3eaders of organi+ations, especially people with high level titles

and ownership positions, estalish and maintain the level of comfort

that other employees e*perience when they are asked to speak up! 4n

most organi+ations, the willingness of employees, even managers, to

speak up in disagreement with the higher level person is appallingly

ad! 5hy is this so. 4s it ecause people lack personal and professional

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courage at work. -r, are they too eholden to these e*ecutives for

their o.

4n any case, it is the leader who estalishes the tone and the

work environment in which people chooses P or chooses not P to

e*ercise personal courage and freedom of e*pression! 4f the leader has

traditionally proved to e genuinely open to comments and criticism,

people are willing to agree, disagree, and e*press opinions!

The good leader, who wants to take advantage of the

e*perience, knowledge, and thoughtfulness of talented sta&,

rememers this! The good leader is aware of their power to encourage

or sti


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working conditions, tools; e8uipment used knowledge and skills

needed, and relationships with other positions!

:till uncertain aout the value of o descriptions. 6onsider

these tips aout employee o descriptions!

Positi&es a(out o( 0escriptions

Uo descriptions provide an opportunity to clearly communicate

your company direction and they tell the employee where he or she ts

inside of the ig picture!

5hether you=re a small usiness or a large, multi$site

organi+ation, well$written o descriptions will help you align employeedirection!

"lignment of the people you employ with your goals, vision, and

mission spells success for your organi+ation! "s a leader, you assure

the interfunctioning of all the di&erent positions and roles needed to

get the o done for the customer!

Uo descriptions set clear e*pectations for what you e*pect frompeople!

"ccording to Derdinand Dournies in Why Dont Employees Do What

Theyre Supposed to Do and What to Do about It4 this is the rst

place to look if people aren=t doing what you want them to do! He says

you need to make certain that they clearly understand your

e*pectations! This understanding starts with the o description!

Uo descriptions help you cover all your legal ases!

5hether you=re recruiting new employees or posting os for

internal applicants, o descriptions tell the candidate e*actly what you

want in your selected person!

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6lear o descriptions can help you select your preferred

candidates and address the issues and 8uestions of those people who

were not selected!

5ell$written o descriptions help organi+ation employees, who

must work with the person hired, understand the oundaries of the

person=s responsiilities!

2eople who have een involved in the hiring process are more

likely to support the success of the new employee or promoted

coworker! eveloping o descriptions is an easy way to involve people

in your organi+ation=s success

c. Re&iew of literature

'letcher C4 Performance appraisal an% management4

)o&em(er 64 7881J 2erformance appraisal has widened as a concept

and as a set of practices and in the form of performance management

has ecome part of a more strategic approach to integrating HR

activities and usiness policies! "s a result of this, the research on the

suect has moved eyond the limited connes of measurement issues

and accuracy of performance ratings and has egun to focus more of

social and motivational aspects of appraisal! This article identies and

discusses a numer of themes and trends that together make up the

developing research agenda for this eld! 4t reaks these down in

terms of the nature of appraisal and the conte*t in which it operates!

The former is considered in terms of contemporary thinking on thecontent of appraisal (conte*tual performance, goal orientation and self

awareness) and the process of appraisal (appraiserPappraisee

interaction, and multi$source feedack)! The discussion of the conte*t

of appraisal concentrates on cultural di&erences and the impact of new

technology!

24


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*regor H. 0o((ins4 Performance Appraisal as E9ecti&e

Management or 0ea%l Management 0isease4 1::8,

#nderstanding person and system sources of work variation is

fundamental to performance appraisal! Two divergent perspectives on

this issue, the traditional human resource management view and the

statistical process control view (eming, BONL), are contrasted! Two

studies are reported that investigate two specic 8uestions that arise

from a roader view of the appraisal process! Results indicate that

managers and suordinates elieve thattypical poor performance has

di&erent causes and that actualproductivity levels far outweigh person

or system sources ofperformancevariance in appraisal udgments!

*regor H. 0o((ins4 A Contingenc Approach to Appraisal

Satisfaction4 1::8, The present study e*plored the moderating

e&ects of organi+ational variales on the appraisal characteristic$

appraisal satisfactionrelationship! "nalyses indicated that the appraisal

characteristicsof action plans, fre8uency, and rater training were more

positively related to appraisal satisfaction when suordinates

e*periencedrole con


26/80

included items that measured oth the social ehavior dimension and

taskSgoal accomplishment dimension of o performance! The appraisal

ratings of oth groups on each dimension were correlated with

measures of overall o performance and promot aility! Results

indicated that social ehavior factors are more highly correlated with

the overall o performance of lack ratees than for white ratees!

4mplications of these resultsfor oth lack managers and organi+ations

are discussed!

0a&i% A. 3al%man4 Pre%ictors of Emploee Preferences for

Multirater an% *roup>"ase% Performance Appraisal4 1::?,This

study conceptuali+es and measures user preferences for 1L0$degree

appraisals and group$level performance management (2M)! #sers are

dened as either recipients of 2M processesor those whose o it is to

administer the process! "spectsof individual users, their work design,

and current appraisal conte*t were used to predict preferences! Two

studies were conducted involving data collection in a large 6anadian

telecommunications conglomerate and a department of the 6anadian

government, respectively! 2redictors e*plained signicant amounts of

variance in userpreferences, especially those pertaining to group$level

2M! 2ractical implications are suggested with regard to collecting and

using user preferences! 4n addition, suggestions for future

research areo&ered concerning the need to e*amine a road range of users in

di&erent organi+ational settings and to measure actual system design

features and their e&ectiveness!

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0ennis 3. Organ4 A Restatement of the Satisfaction>

Performance Hpothesis4 1: 2aper Mills 2vt! 3td; to know what strategies are

eing implied and how far they are e&ective!

O(+ecti&es of the stu%,

To analy+e and apply performance appraisal strategies to

improve the performance of the individual employees!

To know aout the re8uirements of the employees!

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To know the est performance appraisal strategy of the company!

4mprove the performance of the employees and there y

improving the overall performance of the company, y providing

suggestions if any!

To verify the standard of U> 2aper Mills when compared to other

paper industries present in the market!

Scope of stu%,

4t is a systematic procedure of collecting information in order to

analy+e and verify a phenomenon!

The collection of information has een done through two maor

sourcesJ

B! 2rimary ata!

/! :econdary ata!

Primar 0ata,

4t is the information collected directly without any

reference! 4n this study, it is gathered through interviews with

various employees, human resource ocers and other concerned

people! :ome of the information were veried and supplemented

through personal oservation!

Secon%ar 0ata,

The :econdary data was collected from already

pulished sources such as pamphlets, annual reports, various

ournals and internal records! The data collection includesJ

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6ollection of re8uired data from annual report of U>! 2apers

3td!

Reference from te*tooks and ournals relating to the paper

industry in 4ndia!

"nnual reports of the company!

Presentation of the stu%,

Chapter , This chapter deals with the history and the gloal

prospective of the 2aper industry! 4t also tells us aout the other

important world markets for paper and the future prospects in

these markets!

4t also tells us aout the various concepts that are

related to performance appraisal strategies!

Chapter , This chapter deals with the methodology of the

study along with the needs, oectives and limitations of thestudy!

This chapter also deals with how the survey was

carried out y taking the primary data and the secondary data,

that is y carrying out a survey and also taking the ndings of

other surveys and documents into account!

4t talks aout the need and oective of the study

that is to nd out how the company is faring in regard to its

performance! 4t also nds out the limitations that 4 encountered

during the period of study!

Chapter ,This chapter deals with the prole of the company!

4t gives a rief history of the company! 4t goes on to talk aout

29


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the progress and also the innovations and technological progress

that the company has e*celled in papers over the years! 4t tells

us aout the 8uality legacy of the company, in the end it talks

aout the uni8ue performance appraisal strategy of the company

and a few of the products that the company sells!

Chapter /, This chapter deals with the analysis of the survey

that 4 had conducted during the period of my study! The survey

tries to nd out various aspects like the satisfaction of the

employees, performance of the employees, awareness in the

organi+ation, performance appraisal strategies used y the

company and various other aspects!

Chapter /,This chapter includes the summary of the proect! 4t

also includes my ndings and suggestions and conclusions

during my proect period!

$imitations of the stu%,

The study is focused on a very general level rather than a full

scale detailed report!

The study does not get information from an in depth prospective!

The study is not necessarily the solution to the prolem that

e*ists!

There were a lot of reaks and hindrances while the study took

place!

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The feedack given y recipients is not necessarily right!

CHAPTER @

a. Profile of Paper Industry

3HAT S PAPER

2aper has played a vital role in the development of mankind,

since times immemorial, as a means of communication, as the most

versatile material for packing of goods, as a medium of preserving

knowledge for progeny!

2aper is dened as " mat of cellulose ers arranged in crises Pcross

fashion with hydrogen ond and other forcesI!

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)TRO02CTO)

2aper is derived from the word papyrusI! Today, paper includes

a wide range of products with very di&erent applicationsJ

communication, cultural, educational , artistic, hygienic, sanitary as

well as storage and transport of all kinds of goods! 4t=s almost

impossile to imagine a life without paper!

There is a degree of consensus that the art of making paper was rst

discovered in 6hina and its origin in that country is traced ack to / nd

6entury! 4n aout "!!B0K Ts= 3un , an ocial attached to imperial

court of 6hina , created a sheet of paper using Mulerry and other

ast ers along with shnets, old rags and hemp waste! (/nd

6entury A!6)

6hinese considered paper a key invention and kept this a closely

guarded secret for over Dive 6enturies until the technology slowly

made it way westward! The "ras captured 6hinese city containing a

paper mill in the early 00=s and from this started their own paper

making industry!(9arly 00=s )4nvention of printing in BEK0=s rought a

vastly increased demand for paper !

$ST O' SATE3SE )0A) PAPER )02STR-

Ta(le 1,

:T"T9'-!-D 2"29R M433:

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"'HR" 2R"9:H

"::"M

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F#U"R"T

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U"MM# 7 >":HM4R

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M"H?" 2R"9:H

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:-#R69J 4ndian 2ress :ervices 'ews Aulletin!

B OR*A)ATO) > HO3 T A$$ "E*A)

uring the later half of the BNth 6entury , :hri Ainodia Ram

:inghania of village :inghana, which lies in the :hekavati region of

Raasthan, migrated to #ttar 2radesh! The family settled down in

>anpur and slowly spread its roots there! U> -rgani+ation was orn

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under the leadership of 3ala >amlapati and his father 3ala Uuggilali!

Hence the name P U!>!

A /SO) TABE SHAPE

The foundation of U> -rgani+ation was laid when the nation was

passing through turulent times! 4t was the time when 4ndians were

discriminated against, in their own home land! Aorn on th'ovemer,

BNNE, 3ala >amlapati, the worthy son of 3ala Uuggilal :inghania, set up

the rst 6otton Mill in 'orthern 4ndia in BO/B, e*clusively using 4ndian

capital, Management and 3aour! -ne after another, other enterpriseswere started y him! U> Uute Mills 6o! 3td!, U> 4ron 7 :teel 6o! 3td!, U>

-il Mills, U> 6otton Manufacturers, U> Hosiery Dactory, U> Hosiery Dactory

(6alcutta), >amlapat Motilal :ugar Mills, >amla 4ce Dactory P were few

of the initiatives of 3ala >amlapat :inghania!

$E*AC- O' E)TREPRE)E2RSHP CO)T)2E0

>eeping alive the spirit of entrepreneurship, the three sons of

:hri! >amlapat :inghania P :ir 2adampat :inghania, 3ala >ailashpat

:inghania and 3ala 3akshmipat :inghania P started up a numer of

industries across 4ndia and further consolidated the e*isting

usinesses! They were the pioneers in setting up a mini steel plant in

BO/E, and rst 4ndian Uute Mill in BO/O in #ttar 2radesh!

'ROM HSTOR- TO CO)TEMPORAR-

The :inghanias of today and their generation ne*t have inherited

the spirit of meeting the entrepreneurial challenges of the times from

their forefathers! #nder the visionary leadership of :hri Hari :hankar

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:inghania, 2resident, U> -rganisation, supported y his rothers, the

organi+ation has shown e*emplary growth in diversied usinesses!

*RO2P COMPA)ES

Chart 1,

5ith a century of multi$usiness, multi$product and multi$

location usiness operations, the Froup has 6ompanies with a diverse

portfolio including "utomotive Tyres 7 Tues, 2aper 7 2ulp, 6ement, G$

Aelts, -il :eals, 2ower Transmission :ystems, Hyrid :eeds, 5oollen

Te*tiles, Readymade "pparels, :ugar, Dood 7 airy 2roducts,

6osmetics, etc! "ll products of the Froup are not only strong rand

names ut also reputed market leaders in their respective segments!

5ith its operations spread in almost every state of 4ndia, the

Froup employs over 10,000 people along with a nationwide sales and

service network of over B0,000 distriutors and a large numer of

retailers and service centers!

:ome of the leading Froup 6ompanies includeJ

U> TyreP U> 4ndustries 3td! 4s a leading Tyre manufacturer in 4ndia!

35
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U> 2aper P 4t is one of the 4ndia=s foremost paper manufacturers!

U> 3akshmi 6ementP 4t is a renowned and well$estalished name in

the 4ndian 6ement 4ndustry!

Denner 4ndiaP 4t is the leading manufacturer of G$elts, -il :eals and

2ower Transmission :ystems!

U> :eedsP U> "gri Fenetics 3td! 4s one of the most reliale and well$

known names in Hyrid :eeds!

U> airyP 4t is engaged in the production and sale of Milk 2owders

and Fhee!

U> :ugar P 4t is one of the leading producers of high 8uality :ugar in

4ndia!

(. Pro#le of B Paper Mills P&t. $t%.

B PAPER $T0.

U> 2aper 3td!, 4ndia=s largest producer of Aranded papers is a

leading player in the 2rinting and 5riting segment! 4t operates two

plants in 4ndia, one in the 9ast P U> 2aper Mills (U>2M) in Rayagada,

-rissa with a capacity of B/,000 tonnes per year and the other in the

36
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5est P 6entral 2ulp Mills (62M), located in :ongadh, Fuarat with a

production capacity of KK,000 tonnes per year!

B PAPER M$$S

Chart 7,

U> 2aper Mills, a #nit of U> 2aper 3td! 4s a premier integrated 2ulp

and 2aper Mill located at Uaykaypur, ist! Rayagada, -rissa! U>2M was

commissioned in the year BOL/ with an integrated pulp and paper

plant with BK000 T2" installed capacity for manufacturing high 8uality

writing and printing papers! -ver the years, the production capacity

has een enhanced to a level of B/,000 T2" with the addition of E

more paper machines manufacturing diversied product range from /O

F:M to 100 F:M of di&erent grades of paper! 4n /00K, an oVine

coating machine has also een set up to manufacture premium grades

of coated papers!

:ince its inception, U> 2aper Mills has strived for e*cellence and

consistently set high standards in 8uality, productivity, conservation of

energy and water, industrial safety as well as pollution control and

environment protection which are indicated y achievements likeJ

37

A View of J K Paper Mills, Jaykaypur, Rayagada


38/80

Manufacture of surface si+ed Maplitho for the rst time in the

country with indigenous raw material!

6apacity utili+ation of B/0C

Dirst 2aper Mill in 4ndia to get 4:- O00B and 4:- BE00B!

"dudged Dirst Freenest 2aper Mill in 4ndia in BOOO!

Most modern and largest pulp mill in the country!

Dirst 2aper Mill not only in 4ndia ut also in :outh$9ast "sia to have

received T2M 9*cellence "ward from Uapanese 4nstitute of 2lant

Maintenance, Uapan!

OR*A)SATO)A$ CHART

Chart @,

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PRO02CTO) CAPACT- O' B PAPER M$$S

Ta(le 7,

MACH)E -EAR O'

)STA$$ATO)

)STA$$E0

CAPACT-4 TPA2aper Machine P4 BOL/ 1K,000 tpa2aper Machine$ 44 BO0 E,00 tpa2aper Machine P444 BO/ /L,000 tpa

2aper Machine P4G BONO N,000 tpa2aper Machine PG BOOE BL,000 tpaT-T"3 O0,000 tpa

B PAPER M$$S PH$OSOPH-

Headquarters

Strategy Department

Finance Department

I Department

!dministrati"n

#ar$eting Department

%u&'ic (e'ati"ns Department

)ega' Department

%ers"nne' Department

Sa'es Department

(esearc* Department

)"gistics Department

%r"ducti"n

Security Department

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U> 2aper Mills elieve that leadership is not merely a matter of

si+e! 5ith leadership, comes the responsiility to drive growth in all its

possile dimensions! 3eadership demands transformation! "nd to that

e*tent, leadership shapes the very 8uality of growth!

"t U> 2aper Mills, it is this ceaseless 8uest for holistic growth that

has shaped its operations in the present as well as in2M=s investments are

focused on continuous and consistent up$gradation of processes,

people and nature! Ae it converting wastelands into productive

plantations to produce world$class pulp, or scouting for and mentoring

professionals who can drive the technology movement at U> 2aper

Mills!

/SO)

To e a dynamic enchmark and leader in the 4ndian paper industry

MSSO)

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To achieve growth and leadership through the U> rand e8uity,

customer osession, technological innovation and cost leadership,

with a clear focus on environment, while continuously enhancing

shareholder value!

D2A$T- PO$C-

To provide Qcustomer delight= P oth internal and e*ternal P through

our products and services at lowest cost y continuous

improvement in processes, productivity, 8uality and management

systems!

$EA0ERSHP ) "RA)0S

The secret of success of the U > 2aper Mills is attriuted to its

policy for sustained e&orts for 8uality, new product development and

continuous o&ering of value added products to customers!

U> 2aper Mills has een consistently consolidating its leadershipposition in the 4ndian 2aper 4ndustry y continuously focusing on

8uality upgradation and productivity increase! Aeyond this, U> 2aper

Mills has een investing continuously in ArandingI of its products,

resulting in almost half of its revenues coming from randed products!

'ot only has the 6ompany retained its dominant leadership in the

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randed paper market ut has een introducing premium new rands

like U> 9*cel AondI, U> 6opier 2lusI and U> :avannaI year after year

in 4nternational 8uality consumer friendly packs! Aoth U> 6opier and U>

9asy 6opier are the country=s two largest paper rands!

PRO02CTS O''ERE0 "- B PAPER M$$S

Ta(le @,

S2R'ACE SE0 MAP$THO

A)0 S2R'ACE0 SE0 S2PER

H*H "R*HT MAP$THO

:uper grade of writing 7 printing

paper with high nish and rightness!

B COPER " paper most suited in all Wero*

Machines!

S2R'ACE SE0 P2$P "OAR0

S2R'ACE SE0 S2PER

H*H "R*HT P2$P "OAR0

:uper grade of Aoard for printing 7

paching with high nish and

rightness!

CHA)CE$$OR "O)0 " superior variety Aond and writing

and printing!

B "O)0 " normal grade of Aond 2aper

3OO0 'REE PR)T)* " writing and printing paper with good

nish and rightness meant for e*port

market!

ARMA$ " lower grammar writing 7 printing

paper used for Aills Aooks as well as

"irmail!

B $ASER PR)T)* :uitale for 3aser 2rinter

TTA)2M 0OF0E $OA0E0

TSS2E PAPER

" etter grade food packaging paper

OPAD2E PR)T)* PAPER " common food packaging

3HTE O''SET "OAR0 " high right oard supplied to cigarette

industries

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/AR)SHA"$E MAP$THO 6atering laels and 8uality printing os

with varnishing

-E$$O3 PR)T)* #sed for yellow pages in Telephone

irectory as well as for other 8uality

printing3AF MATCH TSS2E #sed for match sticks of etter 8uality

O''SET PR)T)*

G)AT2RA$ SHA0E

" paper used for coating ase

"lock centere% art (oar% Dor playing cards

)/OR- "OAR0 " superior coated oard used for Gisiting

cards and invitation cards!

E)AME$ "OAR0 " superior coated oard used for visiting

CHROMO PAPER " coated Aoard used for printing

maga+ine covers!

B PAPER SOCET-

U> 2aper has always een a front runner in taking initiatives for

improving the 8uality of life of the community, especially in the vicinity

of its manufacturing plants! :ome of the initiatives taken in the last few

years towards 6ommunity evelopment and enhancing 6ommunity

Relations includeJ

E02CATO)

/ full


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"dult literacy programme for local community!

'ight schools for adults, which are eing run y unemployed youths

from the villages!

')A)CA$ ASSSTA)CE 'OR I

:chool construction 7 Durnishing

2roviding educational aids 7 school uniform, te*t ooks, lack

oards etc!

:cholarship to students!

:chools for mentally challenged with residential care facilities!

HEA$TH

U>2M has its own dispensary, which, in addition to the employees,

also attend to residents of the communities in the vicinity!

Health awareness programme, doctors and renowned e*perts are

invited to organi+e camps for awareness and also for cardiology,

gynecology, dental, eye and family planning programmes in

collaoration with Fovernment hospitals, local clus etc!

SPORTS A)0 OTHER RECREATO)A$ ACT/TES

Fames and sports are promoted among the village youth

through local tournaments!

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:imilarly, to promote sports, apart from organi+ing rural

tournaments, sports kits are distriuted free of cost to over /K

villages in -rissa every year!

E)/RO)ME)T

U> 2aper Mills ensures that not only are its eVuents well within the

notied parameters ut it also takes proactive measures to

continuously improve them further!

The 6ompany has signed a voluntary 6harter on 6orporate

Responsiility for 9nvironment 2rotection (6R92) with Ministry of

9nvironment 7 Dorests and is investing in the re8uired facilities

for environment protection!

2roects for conservation of energy and water are regularly taken

up at oth Mills!

Treated eVuent water is eing used for irrigation purpose!

)'RASTR2CT2RE

4nfrastructure development proects like uilding approach roads

to neary villages, providing pipe water supply, construction of

5ater storage tank, Town Fate! 2olice 6howki, etc! are regularly

taken up around U > 2aper Mills!

A)C$$AR- 0E/E$OPME)T

Realising that apart from development programmes, the

communities also need source of livelihood, the 6ompany is

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promoting various ancillary industries like alum, carton, core

pipe, dry oard,


47/80

6hhattisgarh, 5est Aengal, Fuarat and Maharastra! "longwith

environmental enets, distriution of high yield 6lonal plants

developed at U>2M=s in$house R 7 6entre has helped farmers to

sustantially increase the returns from their farms! Teams from

the 6ompany travel across the rural hinterland encouraging,

educating and advising farmers aout the merits of farm forestry

and the latest farming techni8ues!

"dvanced research in high$yield saplings has resulted in

enhancing raw material availaility and 8uality, greening of

surroundings and generating nearly /N million man$days of

employment among the rural masses! 4t has put U> 2aper ahead,

oth in terms of product 8uality and cost competitiveness!

5hat sets eco$commitment apart is U > 2aper=s uni8ue corporate

vision to protect the environmental through process innovations

rather than end$of$process treatments! Thus, U > 2aper=s

environmental friendly practices are designed to go eyond our

operational re8uirements and work towards ensuring a etter

and greener tomorrow for the society as a whole!

THE SPRT O' PEOP$E J

U> 2aper Mills today continues to e the 4ndustry=s 6hange "gent

and enchmark, thanks to the indomitale spirit of its people!

3eadership, at all levels in the organi+ation has enaled U > 2aper Mills

to scale new heights in various facets of the Ausiness! Ae it rands,8uality of products and services, technology and innovative strategies,

people management practices, U > 2aper Mills stands out as an

undisputed leader!

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The common perception that with increasing mechani+ation and

automation, the value of the human touch reduces could not e farther

form the truth! 4n today=s world, human decisions have a far greater

impact over a larger interlinked process, making it even more critical to

deploy the right talent at the right place to manage the operations! To

address this challenge, U > 2aper Mills have invested sustantially in

continuous improvement of processes and human skills! This e&ort

involves identifying the grooming individuals, who can drive the

technology movement at U > 2aper, through time$tested practices such

as Xuality 6ircles P a dynamic shop 2aper has gone well eyond ust strategic

investments in technology, y implementing a series of dynamic HR

practices so that Team U> is more empowered than its peers in making

the most of technology!

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c. Performance Appraisal practices in BPM

PER'ORMA)CE APPRASA$

ntro%uction,

The appraisal system is a key human resources management

system! 5hile the system enales the setting of oectives and

facilitates the review of performance against these oectives, it can

also e e&ectively used to uild customer focus and enhance

competitiveness! This is possile if the nature of oectives and the

manner in which they are achieved answers the following 8uestions$

5hen achieved, to what e*tent will customer value e

enhanced.

5hen achieved, to what e*tent will it help the company respond

to change.

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5hen achieved, to what e*tent will the company=s

competitiveness e enhanced.

Setting o(+ecti&es,

-ectives must reKuisites of an e9ecti&e appraisal process,

2urpose of the o$ The overall rate of the o from organisation=s

point of view; why the o e*ists and what contriution it is

e*pected to make!

" statement of the key result areas that


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Dor oectives to e meaningful, they must e specic,

measurale, attainale, relevant and time ound!

The appraisal process must focus on performance against agreed

oectives, enale the individual to give feedack to the

organi+ation his own feelings, aspirations, diculties, etc and

serve as a forum for dialogue etween the individual and the

organi+ation!

The process must focus on performance, not personality; on

facts, not perception and demonstrated ehaviour, not hunches!

Performance appraisal process,

Chart 4:

$Ratings

$Review

51

Planning for

performance

Goals

Standards

P!"S#$!"S

Periodic

re%iefeedbac'

(bser%ations

)eedbac'

Support


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$"ction

A%&antagesL"ene#ts,

To Appraisers,

More productive$ "llows the appraiser to concentrate e&orts on

the more productive managerial tasks and activities!

!nnual performance

e%aluation#re%ie&

$atings

$e%ie& discussions

!ction plans

+

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3ess stressful$ 6reates a more harmonious, less adversarial,

working relationship etween appraiser and appraisee!

More rewarding$ 4mproved productivity of the work group!

To Appraisees,

Deedack

-pportunity

"utonomy

PER'ORMA)CE CO2)SE$)*

0e#nition,

2erformance counseling can e dened as the help provided y

a manager to his suordinate in analy+ing his performance and other

o ehaviors in order to increase his o e&ectiveness! There are three

processes involved in counseling$ communication, in


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9ncouraging him to set meaningful goals for further

improvements!

9ncouraging him to generate alternatives for dealing with

various prolems!

2roviding him an empathic atmosphere for sharing and

discussing his tensions, con


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Esta(lishing for %ialoguing,

The appraisal interview is also an ideal opportunity for the oss

and the o holder to dialog on his career! Here are some sample

8uestions that can constitute the asis for a dialog on an individual=scareer$

Current assignment,

5hat do nd challenging and e*citing aout your current

assignment.

o you feel you are eing fully utili+ed in your current

assignment.

*oals an% aspirations,

5hat oective have you set for your personal and professional

growth.

How do you intend to pursue these.

How can an organi+ation assist in the process.

Career plan,

5hat responsiilities do you see yourself capale of assuming.

5hat do you see yourself doing three years from now.

Performance ratings,

"ppraisal system re8uires an overall performance rating$

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-utstanding performance!

Food performance!

:atisfactory performance!

Aarely ade8uate performance!

2oor performance!

An ongoing process,

4t is necessary to engage in a formal appraisal process once a

year! However we must guard against the process degenerating into a

year$end ritual$ something to e got over with for the sake of the rm!

-nce oectives are set at the eginning of the year, any time is agood enough time for the o holder and his oss to engage in a review

of how things are going!

2eriodic review and feedack on performance as well as the

process of dialoguing wherey the individual feeds ack his overall

feelings, diculties, challenges, etc! spurs on performance and enales

the achievement of results against agreed oectives as well as

reinforces Qdesired ehaviors= which in turn enhances the

competencies of the usiness!

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CHAPTER 6

Analsis of the stu% on Performance Appraisal

Sstem in BPM

0uration for which the respon%ent has (een working

in BPM.

This 8uestion was asked to the employees working in U>2M to nd out

the duration for which they have een working in the organi+ation,

ased upon which we can know if the employees are satised with

their o in the company or not!

Ta(le 6,0uration of work perio% in BPM.

Particulars )o. of respon%ents Percentage of

respon%ents

0$B yrs / 1CB$K yrs 11 KKC

K$B0 yrs BK /KC

B0 yrs B0 BC

Total =8 188

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Chart , 0uration of work in BPM.

1 percent of the respondents are dealing with U> 2aper Mills for

less than a year!KK percent of the respondents are dealing in U> 2aper

Mills from B$K yrs! /K percent of the respondents are dealing in U>

2aper Mills from K$B0 yrs!B percent of the respondents are dealing in

U> 2aper Mills for over B0 yrs!

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E;tent of satisfaction in setting goalsLo(+ecti&es in

the (eginning of the ear.

This 8uestion was asked to the employees of U>2M to nd out the

e*tent of satisfaction of the employees in setting goalsSoectives in

the eginning of the year to know if they are eing given opportunities

to e*press their views!

Ta(le , E;tent of satisfaction


respon%ents

Gery satised 1N L1C:atised BN 10Cissatised E C

Total =8 188

Chart =, E;tent of satisfaction.

L1 percent of the respondents are very satised in setting their

goals and oectives in the eginning of the year! 10 percent of the

respondents are satised in setting their goals and oectives in theeginning of the year! percent of the respondents are dissatised in

setting their goals and oectives in the eginning of the year!

Ratings of the PA strategies an% programmes in the

compan.

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This 8uestion was asked to the employees of U>2M to rate the standard

of various 2" strategies and programmes that take place in the

organi+ation!

Ta(le =,Ratings of PA strategies.


respon%entsFood E/ 0C

"verage BN 10C

Aad 0 0C

Total =8 188

Chart ?, Ratings of PA strategies.

0 percent of the respondents rate the 2erformance "ppraisal

strategies as good! 10 percent of the respondents rate the

2erformance "ppraisal strategies as average!'one of the respondents

rates the 2erformance "ppraisal strategies as ad!

Performance Appraisal strategies are fair an%

o(+ecti&e.

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This 8uestion was asked to the employees to know if the performance

appraisal strategies are fair and oective to the employees!

Ta(le ?, PA strategies are fair or not.


respon%ents?es 1E NEC

'o /L BLC

6an=t say 0 0C

Total =8 188

Chart


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Ta(le


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Ta(le :, Clarit in what is e;pecte% from the emploee.


respon%ents?es L0 B00C

'o 0 0C

Total =8 188

Chart 18, Clarit in what is e;pecte% from the emploee.

B00 percent of the respondents say that they are clear with what is

e*pected of them!'one of the respondents say that they are not clear

with what is e*pected of them!

'ee%(ack is gi&en to the Management Ca%re Sta9 for

the task accomplishe% ( them.

This 8uestion was asked to the employees to know if they are provided

with proper feedack for the task they accomplish, ased upon which

they can work etter in future!

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Ta(le 18, 'ee%(ack is gi&en to MCS.


respon%ents?es 1 L/C

'o /1 1NC

Total =8 188

Chart 11, 'ee%(ack is gi&en to MCS.

L/ percent of the respondents say that the feedack is given to the

M6: for the task accomplished y them!1N percent of the respondentssay that the feedack is not given to the M6: for the task

accomplished y them!

Suggestions an% inno&ations are rewar%e%.

This 8uestion was asked to the employees to know if they are

motivated y accepting their suggestions and innovations in the form

of rewards!

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Ta(le 11, Suggestions an% inno&ations are rewar%e%.


respon%ents?es /B 1KC

'o 1O LKC

Total =8 188

Chart 17, Suggestions an% inno&ations are rewar%e%.

1K percent of the respondents say that their suggestions and

innovations are rewarded!LK percent of the respondents say that their

suggestions and innovations are not rewarded!

Super&isors take interest in sharing an emploee5s

personal concern.

This 8uestion was asked to the employees to know if the employees=

prolems are dealt well y their supervisors so that their morale

increases and they are satised with their o!

Ta(le 17, Super&isors share an emploee5s personal concern.


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respon%ents

?es E1 /C

'o B /NC

Total =8 188

Chart 1@, Super&isors share an emploee5s personal concern.

/ percent of the respondents say that the supervisors take interest in

sharing their personal concern!/N percent of the respondents say that

the supervisors do not take interest in sharing their personal concern!

Annual incrementsLpromotions are (ase% on

performance.

This 8uestion was asked to the employees to know if the annual

incrementsSpromotions are ased on their performance or not!

Ta(le 1@, ncrements promotions (ase% on performance.


respon%ents?es EO N/C

'o O BKC

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6an=t say / 1C

Total =8 188

Chart 16, ncrements promotions (ase% on performance.

N/ percent of the respondents say that the annual

incrementsSpromotions are ased on their performance! BK percent of

the respondents say that the annual incrementsSpromotions are not

ased on their performance! 1 percent of the respondents can=t say or

their answers are inapplicale!

E;tent of satisfaction in inter%epartmental teamwork.

This 8uestion was asked to the employees to know the e*tent of

satisfaction in interdepartmental teamwork ased on which their

e&ectiveness in work can e known!

Ta(le 16, Satisfaction in inter %epartmental team work.


respon%entsGery satised B /NC

:atised 10 K0C

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issatised B1 //C

Total =8 188

Chart 1, Satisfaction in inter %epartmental team work.

/N percent of the respondents are very satised with

interdepartmental teamwork! K0 percent of the respondents are ust

satised with interdepartmental teamwork! // percent of the

respondents are dissatised with interdepartmental teamwork!

E;tent of help of training an% %e&elopment

programmes in impro&ing emploees5 performance.

This 8uestion was asked to the employees to know how far the training

and development programme is helping the employees to learn

and work etter!

Ta(le 1,


respon%entsTo great e*tent B1 //C

To some e*tent E/ 0C

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To very little e*tent K NC

Total =8 188

Chart 1=,

// percent of the respondents say that the training and development

programmes help to a great e*tent to improve their performance! 0

percent of the respondents say that the training and development

programmes help to some e*tent to improve their performance! N

percent of the respondents say that the training and development

programmes help to a very little e*tent to improve their performance!

Performance Appraisal Sstem is use% in +o( rotation.

This 8uestion was asked to the employees to know the e*tent of use of

performance appraisal system in o rotation!

Ta(le 1=,


respon%entsMostly B/C

2artially K1 NNC

'il 0 0C

Total =8 188

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Chart 1?,

B/ percent of the respondents say that performance appraisal system

is mostly used in o rotation! NN percent of the respondents say that

performance appraisal system is partially used in o rotation! 'one of

the respondents say that performance appraisal system is not at all

used in o rotation!

E;tent of the purpose of performance appraisal

sstem (eing ful#lle%.

This 8uestion was asked to the employees to know how far the

performance appraisal system is actually helping them in their work!

Ta(le 1?,


respon%ents6ompletely 1O LKC

2artially /B 1KC

Total =8 188

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Chart 12M always strives for continuous individual

improvements!

Ta(le 1


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Chart 1:,

// percent of the respondents strongly agree that U>2M always strives

for continuous individual improvements!KN percent of the respondents

agree that U>2M always strives for continuous individual improvements!

BK percent of the respondents disagree that U>2M always strives for

continuous individual improvements! K percent of the respondents

strongly disagree that U>2M always strives for continuous individual

improvements!

CHAPTER 6

a. 'in%ings

B) 2resence of a rmly implemented career plan$ good sense of

growth!

2, High proportion of routine work$ during training and immediatelyafter!

1) -rgani+ation climate$

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5ell analy+ed goals are set!

Food and e&ective performance appraisal strategies applied!

"ll the strategies are fair and oective!

The employees are well aware of what is e*pected of them!

2roper feedack is not given to the management cadre sta&!

:uggestions and innovations are not rewarded!

:upervisors are patient with the employees= prolems!

Food performance leads to annual increments and promotions!

Training and development programs are not very e&ective and

helpful!

The purpose of 2erformance "ppraisal :ystem followed in the

company is fullled!

(. Suggestions

9*tensive of the o training!

Dree hand in decision making!

Docused o responsiility!

Transparent career planning of all ocers!

Five tangile advantages!

9*emplary rewards should e given for uni8ue achievements of

the employees!

4nformal were calling as and when they need!

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Fiving chance in decision making!

Reward for employee work!

2roper interactions with seniors!

9&ective training and development programs should e held!

2roper feedack should e given to the management cadre sta&

at *ed time periods!

:uggestions and innovations should e encouraged!

2erformance appraisal system should e e*tensively used in o

rotation!

#p gradation of asic 8ualication of all workers to e taken in

future ased on their performance!

4mprove competency of the workers!

The company should concentrate more on individual

development!

c. Summar

Chapter , This chapter gives us insight into the world Human

Resource Management in general and talks aout all the related topics

which e&ect the Human Resource Management in myriad ways! 4t also

gives us proper introduction and denitions of Human Resource

Management!

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This chapter includes the review of literature of performance

appraisal! 4t also includes the various articles which are referred for the

accomplishment of the proect!

Chapter , This chapter deals with Methodology of the study and also

its needs and oective of the study!

4t deals with how the survey was carried out y taking the

primary data and secondary data that is y carrying out survey and

also taking the nding of other surveys and document into account!

4t talks aout the needs and oective of the study to nd out

how the company is faring in and around its region and how it can

improve its retention strategies! 4t also nd out the limitation that 4

encountered during the period of study!

Chapter ,This chapter deals with the 2role of the company it tells

us the history of the company, it goes on to talk aout the progress

and all innovations and technological progress that the company has

made over the years, it also talks aout how the company has e*celled

in retaining its employees over the years, it tells us aout the 8uality

legacy of the company, it gives us an insight aout the top

management of the company, it end it talks aout the uni8ue retaining

strategies of the company and few of the products that the company

sells!

Chapter /,This 6hapter deals with the analysis of the survey that 4

had conducted during the period of my study! This survey tries to nd

out how the performance appraisal strategies e&ects the employees in

the organi+ation!

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""$O*RAPH-

"ooks,

onald 3! >irkpatrick, /00L, Improving Employee Performance

through Appraisal and Coaching!

Richard Rudman, /001, Performance Planning and Revie

Roger 9! Herman, BOO, The Process of e"celling, oak Hill press!

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2! :ua Rao, /00L, Essentials of #uman Resource $anagement

and Industrial Relations, Himalaya 2ulishing House!

ournals,

Fitam Uournal of Management!

Uournal of -ccupational and 9nvironmental medicine!

4ndian Uournal of :ocial 5ork!

4ndian Uournal of Human Resource!

3e(sites /isite%,

www!korg!in

www!google!com

www!answers!com

www!wikipedia!org

Duestionnaire on Performance

Appraisal for

appraisees an% appraisers

GTick our choice

1 Since how long ha&e ou (een working in B Paper MillsN

77
http://www.jkorg.in/http://www.google.com/http://www.answers.com/http://www.wikipedia.org/http://www.jkorg.in/http://www.google.com/http://www.answers.com/http://www.wikipedia.org/


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Y0$B yrs Y B$K yrs YK$B0 yrs YB0 yrs

7 How satis#e% are ou in setting our goals an% o(+ecti&es in

the (eginning of the earN

Gery satised

:atised

issatised

@ How are the Performance Appraisal strategies an%

programmes in the compan

Y Food

Y "verage

Y Aad

6 0o ou consi%er Performance Appraisal strategies fair an%

o(+ecti&eN

Y ?es

Y 'o

Y 6an=t say

s it necessar to appraise an emploeeN

Y ?es

Y 'o

= Are ou clear with what is e;pecte% of ouN

Y ?es

Y 'o

? Are the Management Ca%re Sta9 pro&i%e% with regular

performance fee%(ackN

Y ?es

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Y 'o


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Y 2artially

Y 'il

16 To what e;tent is the purpose of Performance Appraisal

ful#lle%N

Y 6ompletely

Y 2artially

Y 'il

22009663 performance appraisal project report (1)

Documents