360.performance appraisal

8/17/2019 360.Performance Appraisal

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CONTENTS

CHAPTER I Page No

INTRODUCTION 1 - 11

I.1 Objective of the stu!

I." Nee fo# the stu!

I.$ Sco%e of the Stu!

I.& 'ethoo(og!

I.) *i+itatio,s

CHAPTER II 1"-1

THEORETICA* RA'E /OR0

CHAPTER III "-$

CO'PAN2 PROI*E

CHAPTER I3

Data a,a(!sis $1-44

CHAPTER 3 45-5"

6.1 INDIN7S

6." SU77ESTIONS

6.$ CONC*USION

ANNE8URE

4.1 9I9*IO7RAPH2 5$

4." :UESTIONNAIRE 5&-5)


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INTRODUCTION

Hu+a, #esou#ce +a,age+e,t (HRM) is the strategic and coherent

approach to the management of an organization's most valued assets - the people

working there who individually and collectively contribute to the achievement

of the obectives of the business! "he terms #human resource management# and

#human resources# (HR) have largely replaced the term #personnel

management# as a description of the processes involved in managing people in

organizations! $n simple sense% HRM means employing people% developing their

resources% utilizing% maintaining and compensating their services in tune with

the ob and organizational re&uirement!

$n human resource management there are two functions i!e!% ! operating

function and ! managerial function.

Human resources management comprises several processes! "ogether they are

supposed to achieve the above mentioned goal! "hese processes can be performed

in an HR department% but some tasks can also be outsourced or performed by line-

managers or other departments! hen effectively integrated they provide

significant economic benefit to the company!

• orkforce planning

• Recruitment (sometimes separated into attraction and selection)

http://en.wikipedia.org/wiki/Strategichttp://en.wikipedia.org/wiki/Coherenthttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Workforce_planninghttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wikipedia.org/wiki/Strategichttp://en.wikipedia.org/wiki/Coherenthttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Workforce_planninghttp://en.wikipedia.org/wiki/Recruitment


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7lso during this time period% others e8plored the use of multi-rater feedback via

the concept of "-groups!

*ne of the earliest recorded uses of surveys to gather information about

employees occurred in the 591s at .sso Research and .ngineering ompany

(:racken% ;alton% organizational psychology% $6-eg#ee

feebac; % also known as #multi-rater feedback%# #multisource feedback%# or

#multisource assessment%# is feedback that comes from all around an employee!

#/01# refers to the /01 degrees in a circle% with an individual figuratively in the

center of the circle! 3eedback is provided by subordinates% peers% and supervisors!

$t also includes a self-assessment and% in some cases% feedback from e8ternal

sources such as customers and suppliers or other interested stakeholders! $t may be

contrasted with #upward feedback%# where managers are given

http://en.wikipedia.org/wiki/T-groupshttp://en.wikipedia.org/wiki/Human_Resourceshttp://en.wikipedia.org/wiki/Human_Resourceshttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Industrial_and_Organizational_Psychologyhttp://en.wikipedia.org/wiki/Degree_(angle)http://en.wikipedia.org/wiki/T-groupshttp://en.wikipedia.org/wiki/Human_Resourceshttp://en.wikipedia.org/wiki/Human_Resourceshttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Industrial_and_Organizational_Psychologyhttp://en.wikipedia.org/wiki/Degree_(angle)


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3eed back by their direct reports% or a #traditional performance appraisal%# where

the employees are most often reviewed only by their managers!

"he results from /01-degree feedback are often used by the person

receiving the feedback to plan training and development! Results are also used by

some organizations in making administrative decisions% such as pay or promotion!

hen this is the case% the /01 assessment is for evaluation purposes% and is

sometimes called a #/01-degree review!# However% there is a great deal of

controversy as to whether /01-degree feedback should be used e8clusively for

development purposes% or should be used for appraisal purposes as well (aldman

et al!% 55?)! "here is also controversy regarding whether /01-degree feedback

improves employee performance% and it has even been suggested that it may

decrease shareholder value!

http://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Traininghttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Training


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O9


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NEED OR THE STUD2

+tudy is need in order toB

• ,rovide information about the performance ranks

• ,rovide feedback information about the level of achievement and

behavior of the subordinates!

• ,rovide information% which helps to counsel the subordinates!

• ,rovide information to diagnose deficiency in the employee regarding

skills% knowledge% determine training and developmental needs and to

prescribe the means for employee growth provides information for

correcting placement!


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SCOPE O THE STUD2

"o know the function of the organization as a whole% work culture of the

organization and as well to know the policies are made and implemented and

conveyed to the employees! "he study is to know in brief about the following

departmentsB

• "raining and development center

• Human resource development department


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Research Methodology

Research methodology: The main aim of the research is to find out

whether the company is capable to retain its efficient employees in

organization. For this purpose there is a kind of methodology adopted

to ease the purpose of the study.

Steps:

• Research design,

• Sampling methods,

• Questionnaire,

• ata analyses and interpretation.

Research design

Data collection: ata is empowered information about the problem

chosen. !t is considered as raw material used in the interpretation part

of the pro"ect work which is used to find out the hidden problem of the

chosen topic. Thus the collected data is analyzed and interpreted to

find out the e#act reason for the problem and to gi$e out appropriatesuggestions to o$er come the problem. So in order to carry out the

analysis and interpretation as part of pro"ect work data collection with

rele$ance to the problem chosen is essential. ata is collected in two

ways:


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Primary data: The %uestionnaire is designed &circulated to personnel

across the company out of which we are recei$ed and it was aimed to

study the satisfactory le$el of employees in organization at both

super$isory and e#ecuti$e le$els in the organization. The

questionnaire and observation is used as the primary data in this

report.

a) Questionnaire: under this method a well'structured %uestionnaire

is prepared co$ered all aspects with respect to the related topic. This

may contain both open and close ended %uestions. The open'ended are

those where the respondents are free to gi$e their options. (hile in

close'ended the respondent has to answer the %uestions with in choice

specify by the richer. )y distributing it to the respondents the data is

collected.

b) Observation: here obser$ing the acti$ities being performed by the

organization collect the data. Focus should be on the employees who

are not satisfied and would lea$e the organization based on $arious

reasons.

Secondary data: the data that is already written and has gone

through some prior statistical analysis. This data can be collected from

$arious data banks, internet downloads, business articles business

periodicals, annual reports of the company etc.


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a* +s to meet the set ob"ecti$es, the personnel manual has been

used to get the information regarding the system and structure.

b* )rowsed through se$eral websites to gather further informationand ournal on -R ha$e been studied to help in understanding

the basic principle.

Sampling plan: Sampling is the techni%ue where a small sample

would be considered and each of them would be considered as the

uni$erse. This method is used o$er the sur$ey method because of its

many ad$antages.

!n this pro"ect the size of the uni$erse is around /// out of which my

sample size representing the uni$erse was 0/. The sampling method

used was random method. !t will be selected from the uni$erse at

random. The sample elements need not be related to each other.

Sample unit: 1eople belonging to all designation.

Sample size: The sample size for the study is 0/.

Sample technique: This techni%ue used was simple random

sampling.

Method o analysis: + statistical techni%ue used for the analysis of

%uestionnaire is by percentage analysis and is represented with the

use of tables and graphs. .


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*I'ITATIONS O THE STUD2

7s the study revolves around the performance appraisal of human

resources aspects the overall organization performance cannot be ascertained! $n

spite of giving honest and sincere efforts there are several limitations% which are

as followsB

• "he perception bias or attitude of the respondents may also act as hurdles to

the study!

• "he period of study is only for @9 days% which is a maor constraint!

• sample size taken for the research is small due to the constraint of time!

• "ime is maor limitation!

• +ome of the employees could not reveal much of the information for the fear

of the management!


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Cha%te#-"

THEORITICA* RA'E/OR0=

CONCEPT O PEROR'ANCE APPRAISA*=

7ppraisal is the evaluation of worth% &uality% or merit! $n the

organization conte8t performance appraisal is a systematic evaluation of

personnel by superiors or others familiar with their performance! ,erformance

appraisal is also described as merit rating in which one individual is raked as

better or worse in comparison to others! "he basic purpose in this merit rating is

to ascertain an employeeCs eligibility for promotion! However% performance

appraisal is more comprehensive term for such activities May be training and

development% salary increase% transfer% discharge% etc= besides promotion! 7

formal definition of performance appraisal is as follows=

Dit (performance appraisal) is the process of evaluating the

performance and &ualifications of the employee in terms of the re&uirements of

the ob for which he is employed% for the purpose of administration including

placement% selection for promotion% providing% financial rewards% and other

actions which re&uire differential treatment among the members of a group as

distinguished from actions affecting all members e&ually!E


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INTRODUCTION O $6-DE7REE APPRAISA*=

/01-degree feedback is a full circle system of obtaining information from peers%

subordinates% and internal and e8ternal customers% about the employee's

performance! /01-degree assessment is based on the assessment of an individual's

management styles% competencies and behaviour by colleagues horizontally and

vertically by involving his boss% peers and direct reports in the organization!

360-degree feedback

$s a multi source assessment% which includes

F +elf%

F +upervisor

F $nternal ustomers>peers>+taffs

F .8ternal ustomers


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Need of 360-degree feedback in organizations

:usiness is towards surplus generation! ithout surplus no organisation can grow!

Here the effort to grow the business and the surplus should come from employee

part! "he performance of the employees is at work here matters in business

development and organisational development! "he performance of the employees

should then align with the strategic decisions that integrate the business goals in

an increasingly competitive environment! $t is the responsibility of the Human

Resource Management to integrate the culture of the organisation with all

available resources to the optimum out put! "he /011 7ppraisal helps the HR

;epartment to have better understanding of the competitive advantage and

disadvantages of the current manpower resources and tune them towards

performance e8cellence and productivity!


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Prerequisites

F"op management +upport

F onfidence of employees on the appraisal methodology

F *bectives need to be measurable with performance

re&uirements clearly stated!

F 7 detailed plan of implementation

F ollaboration between superior and subordinates

F +ome prior e8perimentation and positive e8periences

lear organisational philosophy and policy obectives

Uses for 360 Degree Feedback include:

• Performance Araisal

o Recognition of performance!

o ,roviding feedback on individual performance!

o ,roviding a basis for self-evaluation!

• Assessing !mlo"ee De#eloment =

• Diagnosing training and career development needs.


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,roviding a basis for promotion% dismissal% ob enrichment% ob

enlargement% ob transfer% probation% etc!

Monetary and other rewards!

• $rganizational %limate &tud":

*rganisational environment improvement needs

hanges in the Managerial approaches% leadership% etc

• %ustomer &atisfaction &tud":

.mployees attitudinal change

ustomer satisfaction improvements

'o( 360-degree feedback s"stem adds #alue)

/01 degree feedback enables an organization to focus on developmental

efforts% at the individual and group level% in the present business environment

where the success of the company depends on continuous revolution% which is

possible through organizational development! /01-degree feedback facilitates the

alignment of individual capabilities and behaviors with organizational strategies!

$t adds value to the organization indifferent waysB-


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• /01-degree feedback provides a better understanding of individuals

performance at work

•

/01-degree feedback provides a multifaceted view about the

employees from different sources

• /01-degree feedback provides a better understanding of employed

developmental needs

• /01-degree feedback provides increased the understanding about

one's role e8pectations!

• /01-degree feedback provides increased the understanding of

competence and competency in various roles

• /01-degree feedback e8tends better morale to those who perform

and contribute well to the organisation

• /01-degree feedback reduces training costs by identifying common

development needs!

• /01-degree feedback increases the team's ability to contribute to

the organizations goals

•

/01-degree feedback helps everyone to work for a common

standard and institutionalize performance management!

• /01-degree feedback ensure better interpersonal relationship and

group cohesiveness


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• $t promotes self-directed learning and provides a road map for

employee's development planning!

• $t promotes better ommunication within departments!

• /01-degree feedback $ncreases the team's ability to contribute to

the organizations goals develop better bottom line through boosting

the capability of the organization to meet its obectives!

&tes ma" be taken to gauge t*e readiness of an organization

for 360-degree feedback:

• $dentification of the problem!

• 7nalysis of the organizational conte8t for finding a solution to the

problem!

• 7llocation of resources for the purpose in terms of time and

finances!

• 7 detailed plan of implementation!

• 3ollow up

Pitfalls of 360-degree feedback


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• 7 detailed plan of action% which ensure the transparent and clear

implementation of appraisal with employee accountability!

• .ffective follow-up is the prime re&uirement of /01-degree

feedback! 3ailure in follow-up may cause more harm than good!

• "he /01-degree feedback is time consuming and cost consuming

assessment process! ithout having ade&uate resource to

implement the process% it will end up nowhere and develop

financial burden to organisation!

• "he trust and confidence on the employees who undergo this

feedback assessment process is a determinant factor in its outcome!

Many consider this appraisal as tool for downsizing!

• "he process involves a lot of paper work!

• "here are high chances of subectivity from the management and

employee part in the feed back assessment!

• Many times the confidentiality of the appraisal cannot ensure from

the HR department!

• +ince the assessment is based on &ualitative data many times it

cannot ensure unambiguous% clear% specific% and observable and

&uantifiable formats!


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%onclusion

/01-degree feedback is sometimes referred to as multi-rater appraisals%

multi-source feedback or /01 degree profiling! $t is essentially a process%

which enables a person to receive feedback from a number of people

around them (see diagram)! "he purpose of the feedback is usually varied

from organisation to organisation! /01-degree feedback not only acts as

tool for organisational development but also to help an individual

determine areas they need to develop! "he success of the appraisal depends

on the transparency and clear obectives of its need and its clear cut

intimation to the employees even at the bottom level of the organisation!


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THE PROCESS O $6 DE7REE APPRAISA*S IN

DR*

+ntroduction of 360 degree araisal:

, Purose:

3eed back is essential to personal development! $t provides us with information

about the way we work with others! $t can act both as a stimulus to change

behavior %and as a catalyst to facilitate change!

"o be more effective% we need to be aware of the conse&uences of our behavior%

so that we can decide whether or not the conse&uences match our intentions!

. /lossar":

&elf: "he individual undergoing the /01 degree feedback process

&ueriors: "he individualCs functional>administrative supervisor

(reporting toBi!e!%AG) or person or more levels up identified as superior

without having a direct reporting relationship! $t can also include the AG


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Peers: olleagues of the individual from the same or other departments

(including internal customers) with whom the individual has a working

relationship &ubordinates: ;irect reports% those whom the individual is directly

supervising! $t may also include uniors from other functions>departments in

some cases! +ubordinates who have given an individual the /01 degree feedback

in the present cycle 360 degree1ie2 ot*ers: "he group of superiors% peers and subordinates

who have given an individual the feedback in the present cycle

%omarati#e /rouB 7ll the members in the same work-level (e!g!Bwork

level-@ or work level-9 or work level-0) who are receiving the /01 degree

feedback in the present cycle

3 4ating scale:

+cores by self and responses received together from superiors% peers and

subordinates (referred to as D/01 degreeE or othersC) to each of the &uestions

are shown as an average score on the five-point scale shown belowB

! Inacceptable


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! Jeeds improvement

/! .merging

@! .ffective

9! .8ceptional

"he self vs! the /01 degree groups scores shows the relative standing of the

individual with respect to the mean scores of his or her group of superiors% peers

and subordinates taken together on the parameters and elements of the ;RA

leadership model!

"he &ualitative remarks on your strengths>areas of improvement 4 suggestions

are also summarized (verbatim) towards the latter part of this report!

3 'o( t*e reort is organized :

$#erall icture of the scores (your self scores and how others have

scored you) on the parameters of the ;RA leadership model! $t also includes

your scores with reference to your comparative group!

/ra*ical reresentation of your self scores against the /01 degree

scores on the nine sub-parameters of the leadership model! 7ll scores are simple

averages% unless mentioned otherwise!

!lement-(ise 5360 degree0 scores and scoring trends

$en-ended feedback on strengths and areas of improvement captured

verbatim from self and othersC(/01degree) comments Anneure on 4ating &cales% which attempts to e8plain the meaning of

the scale

7 'o( to interret "our feedback)


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:egin with the overall representation! +tudy the gap between the self-

assessment and the feedback given by the relevant group!

Je8t% note the highest and lowest scoring parameters with reference to

the feedback given by the /01 degree group! "hese will comprise your relative

strengths ad areas of improvement! ,repare an action plan

o to leverage your strengths% and%

o to work towards reducing your weaknesses

*n some of the dimensions you may have been assessed by different

groups of respondents!

Kou are advised to discuss with your superior on ay of these parameters

or elements (DunacceptableE or Dneeds improvementE) where you are rated low!

$t could be indicative of very high e8pectations from your working environment!

$n case you feel that you are doing your best and yet% you have been rated low% it

could be indicative of a communication gap and>or a bias! "he best way to

clarify a bias is through a discussion clarifying the observations and

e8pectations! ommunication is crucial for effective feedback! Refer to the anne8ure on rating scales for an understanding of the same%

while reading this report!


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E8ECUTI3E SU''AR2B

. &cores (it* reference to t*e arameters of t*e D48 leaders*i

model

;rives

*rganizational

:uilding

Revels in

.ntrepreneurship 4

$nnovation

Aeads by

.8ample

Kour self-score !6 !? /

Kour /01 degree

score

!?6 !5? /

+cores of

your

comparative

group

(wrt! /01

degree

scores)

Min

!

!1 !16 !9

7vg

!

!65 !? !?0

Ma8

!

/!/5 /!@9 /9


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3 &cores (it* reference to t*e nine sub-arameters of t*e D48

leaders*i model

;rives *rganizational :uilding Revels in .ntrepreneurship 4

$nnovation

Aeads by .8ample

+ub-

parameter

+core +ub-

parameter

+core +ub-parameter +core

self /01

deg

ree

self /01

deg

ree

self /01

degree

ollaborate

s and

leverages

resources%

knowledge

and

relationship

s to achieve

organizatio

nal

priorities

!0 !?

@

Recognizes

opportunitie

s and takes

risks

intelligently

!5

9

7ccepts and

delivers on

stretch goals to

achieve

breakthrough

performance

/ !6?

oaches

and

develops

more

leaders

!9 !?

6

;isplays

fle8ibility

and drives

change

effectively

!/

/

!5

5

$nspirational

yet

unassuming

/!/


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7ligns and

adapts

structure%

processes

and

systems to

strategic

direction

/ !5

3osters a

climate of

innovation

and e8ecutes

on

opportunitie

s

!9 !5

5

Aives and

champions

;RACs value

/ /!

59 &elf #s 360 degree

+elf *thers

," !0 !?@

," !9 !?6,"/ / !5

,"@ !59

,"9 !// !55

,"0 !9 !55

,"6 / !6?

,"? / /!

,"5 / /!

8egend:

,"B ollaborates and leverages resources% knowledge and relationships to

achieve organizational priorities

,"B oaches and develops more leaders

,"/B 7ligns and adapts structure% processes and systems to strategic direction

,"@B Recognizes opportunities and takes risks intelligently,"9B ;isplays fle8ibility and drives change effectively

,"0B 3osters a climate of innovation and e8ecutes on opportunities

,"6B 7ccepts and delivers on stretch goals to achieve breakthrough performance,"?B $nspirational yet unassuming

,"5B Aives and champions ;RACs value


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5% &cores of 360 degree grou on !lements of t*e D48 8eaders*i odel in

descending order .

.lement!

Jo!

.A.M.J" /01

;.2R..

+*R.

;$M.J+$*J

(;>R>A)

3acilitates effective utilization of all

available resources across the

organization

!0 ;

reates and shares knowledge across

the organization

/!10 ;

/ onsciously attempts to induct%

engage and retain talented

employees

!?/ ;

@ :uilds and nurtures relationships 4

leverages knowledge% e8pertise and

resources to create greater value

across the organization

!0@ ;

9 3osters the spirit of collaboration 4

teamwork in organization

/!10 ;

0 ;elegates appropriately and allows

team members to take decisions with

an element of calculated risk

/!9 ;

6 $nvests time and effort in the growth

and development of team members

!?0 ;

5 ;rives perfect in letter and spirit to

get the best out of people

/ ;

1 Leeps abreast of the latest

developments and practices in the

industry! $ntroduces change wherever

appropriate

/!@ ;

Inderstands organization

communication priorities and drives

them appropriately

!6 ;

onsciously attempts to build thedesired culture in the organization

!@@ ;

/ $s able to spot trends>discontinuities

to identify immediate business

improvements and long

term>opportunities

/ R


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@ 2enerates creative alternatives when

faced with problems! "akes

calculated risks!

!5 R

9 :alances between systems and

innovation to gain &uantum growth

in business while having strategy in

place to mitigate downside risks

!?5 R

0 Aogically analyses available

information amidst high ambiguity

and uncertainty

/ R

6 Makes an effort to appreciate and

integrate cross cultural teams

!69 R

? hallenges complacency! ;oes not

shy away from taking tough

decisions

!6 R

5 elcome change and implements

initiatives with sincerity and

commitment

/!@ R

1 3osters a climate of innovation by

challenging status &uo! reates an

environment where new ideas are

welcomed! "olerates genuine

mistakes

/!9 R

"akes a result oriented approach%

leading to effective e8ecution

!6 R

Inderstands internal and e8ternal

customers>suppliers re&uirements!

Responds to their needs on priority

!5@ A

/ Motivates team to accept and deliver

on stretch goals! +trives for

breakthrough performance

!5@ A

@ ;elivers on stretch goals as

committed! orks towards

transferring skills to colleagues 4

e8ecutes on succession planning

!/0 A

9 Maintains consistency and a high

degree of obectivity while making

people decisions (rewards%

promotions% placements etc)

/!1? A


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0 Aeads by personal e8ample 4 walks

the talk

/ A

6 2ives full credit to contributing team

members

/!9 A

? +hows humility in word and action!;oes not use power inappropriately

/!6 A

5 +trives for e8cellence in everything

he thinks% says or does

!56 A

/1 $s dedicated to achieving the highest

levels of &uality of delight internal 4

e8ternal customers

!?/ A

/ Ipholds the self-esteem 4 dignity of

all colleagues! reates an open

culture conducive for e8pression of

views and ideas irrespective of

hierarchy

/!9? A

/ reates an environment of

innovation 4 learning! 3osters a

desire to e8cel and willingness to

e8periment

/!1? A

// +eeks opportunities to build

relationships 4 leverages

knowledge% e8pertise and resources

to create greater value across the

organization

!0@ A

/@ "akes utmost care to protect our

natural environment 4 initiatives to

serve the communities in which we

operate

/!10 A

/9 Maintains the highest ethical

standards of truth% integrity 4

transparency

/!9? A

; ;rives *rganizational :uilding RRevels in .ntrepreneurship 4

$nnovation A Aeads by

.8ample


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3 360 degree F!!D9A%; &U4-?+&! &%$4!&

@ >4!ND&

"his section displays the scores (as average) of self and respondents (/01degree)

and also gives a glimpse of the rating trends on each element of the parameters

of the ;RA leadership model

Rating scaleB 1Inacceptable= Jeeds improvement= .merging=

/.ffective= @.8ceptional

, Dri#es organizational 9uilding

5P>, %ollaborates and le#erages resources2 kno(ledge and relations*is to

ac*ie#e organizational riorities

+!

J

+uccess

7ttribute

;escription of

:ehavior

+elf /01

degree

(others)

Rating "rends of

/01degree (others)

Resource

*ptimizatio

n

3acilitates

effective

utilization of all

available

!0 +upNpeerNsubOsup


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resources across

the organization

Lnowledge

Management

reates and

sharesknowledge

across the

organization

/ !10 +upOpeerNsubOsup

/ .ye for

"alent

onsciously

attempts to

induct% engage

and retain

talented

employees

/ !?/ +upOpeerNsubOsup

@ Relationship

*rientation

:uilds and

nurtures

relationships

with key

e8ternal and

internal

stakeholders

!0@ +upNpeerNsubOsup

9 ollaboratio

n 4

"eamwork

3osters the

spirit of

collaboration 4

teamwork in

organization

/!10 /!10 +upOpeerNsubOsup

umulative

7verage score

!0 !?@

5P>. %oac*es and de#elos more leaders

+r!

Jo

!

+uccess

7ttribute

;escription of

:ehavior

+elf /01

degree

(others)

Rating "rends of

/01degree (others)


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0 ;elegation ;elegates

appropriately

and allows

team members

to take

decisions with

an element of

calculated risk

/ /!9 +uppeerNsubOsup

6 ,eople

development

$nvests time

and effort in

the growth and

development

of team

members

/ !?0 +upOpeerNsubOsup

? +uccession

planning

orks towards

transferring

skills to

colleagues 4

e8ecutes on

succession

planning

!/0 +upNpeerNsubOsup

5 ,erformance

oaching

;rives perfect

in letter andspirit to get the

best out of

people

/ +uppeersubsup

umulative

7verage +core

!9 !?6

5P>3 Aligns and adats structure2 rocesses and s"stems to

strategic direction

+r!

Jo

!

+uccess

7ttribute

;escription of

:ehavior

+elf /01degr

ee

(others)

Rating "rends of

/01degree

(others)

1 +ystems and Leeps abreast of the / /!@ +upOpeerNsubNs


35/72

process

orientation

latest developments and

practices in the

industry! $ntroduces

change wherever

appropriate

up

communicati

on

Inderstands

organization

communication

priorities and drives

them appropriately

/ !69 +upNpeerNsubOs

up

ulture

building

onsciously attempts to

build the desired culture

$n the organization

/ !9? +upOpeerNsubNs

up

umulative 7verage

+core

/ !5

. 4e#els in !ntrereneurs*i @ +nno#ation

5P>7 4ecognizes oortunities and takes risks intelligentl"

+!no +uccess

7ttribute

;escription of :ehavior +elf /01

degree

(others)

Rating "rends of

/01degree (others)

/ :usiness

7cumen

$s able to spot

trends>discontinuities to

identify immediate

business improvements

and long

term>opportunities

/ +uppeersubsup

@ Risk "aking 2enerates creative

alternatives when faced

with problems! "akes

calculated risks!

!5 +uppeerOsubNsup

9 Risk

Mitigation

:alances between

systems and innovation

to gain &uantum growth

in business while

!?5 +upOpeerNsubsup


36/72


37/72

5P>6 Fosters a climate of inno#ation and eecutes on

oortunities

+r!

Jo

!

+uccess

7ttribute

;escription of

:ehaviour

+elf /01 degree

(others)

Rating "rends of

/01degree (others)

1 $nnovation

orientation

3osters a climate of

innovation by

challenging status

&uo! reates an

environment where

new ideas are

welcomed!

"olerates genuine

mistakes


.8ecution "akes a result

oriented approach%

leading to effective

e8ecution

!6 +upNpeerNsubOsup

umulative

average score

!9 !55


38/72

3 8eads b" !amle

5P>B Accets and deli#ers on stretc* goals to ac*ie#e breakt*roug*

erformance

+r!

Jo

+uccess

7ttribute

;escription of

:ehavior

+elf /01

degree

(others)

Rating "rends of /01

degree (others)

ustomer

3ocus

Inderstands

internal and

e8ternal

customers>suppli

ers re&uirements!

Responds to their

needs on priority

/ !5@ +upOpeerNsubOsup

/ ,erforman

ce mindset

Motivates team

to accept and

deliver on stretch

goals! +trives for

breakthrough

performance


@ Result*rientatio

n

;elivers onstretch goals as

committed


umulative

7verage score

/ !6?


39/72

5P>C +nsirational "et unassuming

+r!

Jo

+uccess

7ttribute


degree

(others)

Rating "rends of

/01 degree (others)

9 3airness 4

impartiality

Maintains consistency and a

high degree of obectivity

while making people

decision (rewards%

promotions% placements etc)

/ /!1? +uppeerNsubOsup

0 $nspirational Aeads by personal e8ample

4 walks the talk

/ / +uppeersubsup

6 redit

sharing

2ives full credit to

contributing team members


? Inassuming +hows humility in word and

action! ;oes not use power

inappropriately


umulative 7verage score / /!


40/72

5P>1 8i#es and c*amions D48s #alue

+r!

Jo

+uccess

7ttribute


degree

(others)

Rating "rends of

/01 degree (others)

5 .8cellenc

e

+trives for e8cellence in

everything the thinks%

says or does

/ !56 +upOpeerNsubOsup

/1 Puality

*rientatio

n

$s dedicated to

achieving the highest

levels of &uality to

delight internal 4

e8ternal customers

/ !?0 +upOpeerNsubOsup

/ Respect

for the

individual

Ipholds the self-esteem

4 dignity of all

colleagues! reates an

open culture conducive

for e8pression of views

and ideas irrespective if

hierarchy

/ /!9? +upOpeerNsubNsup

/ $nnovatio

n

reates an environment

of innovation 4

learning! 3osters a

desire to e8cel and

willingness to

e8periment

/ /!1? +uppeerNsubOsup

// ollaborat

ion 4

"eamwork

+eeks opportunities to

build relationships 4

leverages knowledge%

e8pertise and resources

/ !0@ +upNpeerNsubOsup


41/72

to create greater value

across the organization

/@ Harmony

4 +ocial

responsibi

lity

"akes utmost care to

protect our natural

environment 4

initiatives to serve the

communities in which

we operate

/ /!10 +upOpeerOsubNsup

/9 "ruth 4

integrity

Maintains the highest

ethical standards of

truth% integrity 4

transparency

/ /!9? +upOpeerNsubNsup

umulative 7verage

+core

/ /!

OPEN ENDED EED9AC0 B

Kou and your respondents had the opportunity to write comments on your work

style in the 3eedback Puestionnaire! "hese comments have been &uoted

verbatim in se&uence!


42/72

+trengths 7reas of $mprovement

• illingness to

e8periment

• Aogical as well

as Aateral "hinking%

useful in problem

solving

• $s a good mentor

and a effective

• communicator!

• Respect for

individual

• Lnowledge in

,harma "rends 4

Marketing

• Qery strong on

concepts% strategy and

pharma industry

perspectives 4 insights!

• 2ood team

player

•

,roduct>Molecule>"herapy knowledge

• .8cellent

knowledge of the

concerned subect

• Humility

• ,eople

Management mentorship which is

complemented by

empathy

• 2ives full

freedom to work and

keeps a strong support

by constant feedbacks

and guidance!

• ommunication

• +hould improve on integrating

myself into the organization

• J7

• He should be more and more

assertive

• Result *rientation

• Jeed to be more decisive and

closureC and deliveryC oriented!

Aeverage skills of persuasion > influence

to get comple8 cross functional tasks

carried out in a matri8 environment!

$mprove sharpness of verbal

communication!

• ,ositive attitude

• :ack .nd Inderstanding

• "o use his position more

effectively to get best results

• :usiness realities in various

markets

• +hould stop cribbing about role

clarity and get into close for each

assignment>proect

• J7

• Risk taking ability

• "eam :uilding

• 7bility to shoulder responsibility

and self-priorities without too much

support from superiors!

• Managing contacts

• :etter team work involving

everyone

• ,eople management

• +hould stop to be udgmental

• J7


43/72

). ANNE8UREB

4A>+N/ &%A8!& B "he scores% range of ratings and the meanings associated

with each dimension is common to all the /9 elements of the ;RA Aeadership

model!

+cale

(score)

1 / @

Range of

ratings

unacceptable Jeeds

improvement

.merging .ffective .8ceptional

Jearest

meaning

in

actionable

of the

above

ratings

Resistant Inaware 7ware 7ware

and does

7ware and

does

consistently

/e(co+e to I,teg#a( Net>o#;

So(utio,s


44/72

*verview of +7, history and evolution of +7,

:>:$ product is briefed! $n a +7, life we are full

time user>developer of +7, and we have spent lot of

time in understanding the components and features

of +7, but in this competitive environment $ don't

know how many people tried to know about the

history of +7,!

urrently we operate as three strategic business units focusing on $" "raining% $"

+ervices and $" +taffing! *ur technological e8pertise% high &uality standards%

creativity and efficiency are combined in our services to deliver ma8imum value

to our customers!

Our Story so far

INS was founded by JDR in the year 200 based at the !"ity of Destiny#

$angalore and we aim to become one of the premium recruitment and

manpower solutions. %e provide talent management solutions across

a number of verticals and cater to range clients from young dynamic

companies to &ortune '00 companies. (ur result)oriented approach

has also helped us earn nearly *00+ clients referrals.

Our Strengths


45/72

INS speciali,es in helping clients -uicly within de/ned turn)around

time to cost)eectively meet their hiring needs for various levels across

all management disciplines and across industries with -uality

professionals on a permanent as well as contract basis. INS supportsclients with round 1the)cloc solutions in talent management solutions

covering all the core management disciplines across a multitude of

industry domains.

TRAININ7

INS has been established with primary obective in $" training services to support

in various ore business organizations!


46/72

training!

SER3ICES

Ou#Tea+

$J+% the leader provider of talent management solutions% prided itself in building

a team of recruitment professionals who have established a global reputation for

e8cellence! *ur recruitment specialists have been successfully providing &uality

placements in multiple markets and industries for over a decade! *ur team of

recruitment professionals% over the years% as built strong and time-tested

relationships with the best in class talent across verticals so that we can provide

the best &uality talent solutions on time and on demand!

As a (eai,g Ta(e,t 'a,age+e,t So(utio, fi#+? >e at INS Co,su(ti,g=

Recognize that each organization has uni&ue challenges and create "alent

Management solutions that are best suited for them! ,rovide an outside

perspective to complement your internal human resources (HR) efforts! ;eliver

innovative human resources and change management solutions that provide

measurable and cost-efficient results! ;esign solutions that recognize cultural

diversity inherent in global clients!

At INS Co,su(ti,g? >e %#ovie the fo((o>i,g ava,tages to each of ou# c(ie,ts

i, eve#! assig,+e,t >e u,e#ta;e.

*ur e8pertise% combined with our reputation for e8ceptional customer service has

one clear benefitB we are the people you can trust for desired results!

/e >o#; i, Pa#t,e#shi% >ith ou# c(ie,ts

e work closely with client companies% identifying needs% culture%

economic%factors% and market trends% and then shouldering the responsibility in


47/72

providing a "alent Management solution that will add value to the client! e

understand our customers need fast% efficient and cost effective people solutions!

7nd we deliver constantly and consistently!

OUR HR SER3ICES

/e %#ovie 'a,%o>e# Se#vices fo# fo((o>i,g Secto#s=

• ITES @ 9PO @ 0PO


48/72

• 9AN0IN7 INANCIA* SER3ICES

• EN7INEERIN7 'ANUACTURIN7

• 9IO TECHNO*O72 @ *IE SCIENCES

• ENTERTAIN'ENT @ 'EDIA @ PU9*ISHIN7

• HOTE*S @ RESTAURANTS

• HOSPITA*S @ HEA*THCARE

Ou# 'ethoo(og!

$J+ team works with clients to understand their needs and uses various strategic

ways to source 4 select candidates by synchronizing technology in each search!

*ur Recruiters use proprietary database with customized recruitment technology

solutions to pair the deserving candidates with matching client re&uirements! e

make sure that our Recruiters speak with candidates before sending their short-

listed profiles to respective clients! Hence% our clients benefit from dealing with

consultants who have detailed knowledge of the profession and the market place!

Ou#Tea+

$J+% the leader provider of talent management solutions% prided itself in building

a team of recruitment professionals who have established a global reputation for

e8cellence! *ur recruitment specialists have been successfully providing &uality

placements in multiple markets and industries for over a decade! *ur team of

recruitment professionals% over the years% as built strong and time-tested

relationships with the best in class talent across verticals so that w

DATA ANA*ISIS AND INTERPRETATION

1. E+%(o!ee iea about $6 eg#ee a%%#aisa( %#ocess.

,7R"$IA7R+ JIM:.R *3

R.+,*J;.J"+

,.R+.J"72. *3

R.+,*J;.J"+


49/72

Kes 61

Jo /

;oubt ful ? 6

"otalB /1 11

/4AP'+%A8 4!P4!&!N>A>+$N B

0

10

2030

40

50

60

70

80

Yes No Doubt ful

+nterretation:

"he above table reveals that the 61S of employees well aware of /01

degree appraisal system process!

".'ethoo(og! a%%(ie fo# a%%#aisa(.


R.+,*J;.J"+

,.R+.J"72. *3

R.+,*J;.J"+

M:* /

ompetency mapping /


50/72

3actor comparison method @

/01 degree appraisal method 6 51

"otalB /1 11

7RAPHICA* REPRESENTATIONB

0

10

20

30

40

50

60

70

80

90

100

MBO competency

mapping

factor

comparison

360 degree

appraisal

interretation: "he above table reveals that 51S of the employees said that

/01 degree appraisal system is used by the organization for measuring the

performance of the employees!

$.The facto# >hich is so goo of %e#fo#+a,ce a%%#aisa( s!ste+

ao%te b! the o#ga,iBatio,.


R.+,*J;.J"+

,.R+.J"72. *3

R.+,*J;.J"+* pen feedback ? 6

"ransparency in evaluation @ @6

Recognition for work 9 0

$mpartiality / 1

"otal B /1 11


51/72

0

510

15

2025

3035

4045

50

open feedback transparency

in evaluation

reconition for

!ork

i"partiality

I,te#%#etatio,=

"he above table reveals that @6S of the employees said that transparency

in evaluation is in their performance appraisal!

&. E+%(o!ee satisfactio, o, a%%#aisa( s!ste+ ao%te b! the

o#ga,iBatio, !


R.+,*J;.J"+

,.R+.J"72. *3

R.+,*J;.J"+

+atisfied 9 ?/

,artially satisfied 9 6

;issatisfied 1 1"otalB /1 11

/4AP'+%A8 4!P4!&!N>A>+$N:


52/72

0

10

20

30

40

5060

70

80

#0

satisfied partially

satisfied

dissatisfied

+nterretation:

"he above table reveals that ?/S of the employees satisfied with this

/01 degree appraisal system adopted by the organization!

) imact of 360 degree araisal on erformance of t*e emlo"ee


R.+,*J;.J"+

,.R+.J"72. *3

R.+,*J;.J"+

+trong ? 01

,artially @1

,oor 1 1

"otalB /1 11

/4AP'+%A8 4!P4!&!N>A>+$N:


53/72

0

10

20

30

40

50

60

70

stron partially poor

+nterretation:

"he above table reveals that the 01S of the employees said that the

impact of /01 degree appraisal on their performance is strong!

6t*e reasons for t*e organization *as adoted t*e 360 degree

araisal s"stem


R.+,*J;.J"+

,.R+.J"72. *3

R.+,*J;.J"+

7ccurate results 5 0/

:ecause it is modern

method of appraisal

system

5 /1

:ecause all MJCs are

following

6

"otalB /1 11


54/72

/4AP'+%A8 4!P4!&!N>A>+$N B

01020304050

6070

accurate

results

because it is

"odern

"et$od of

appraisal

because all

%N&'s are

follo!in

+nterretation: "he above table reveals that 0/S of the employees said that

the accurate results are possible through this /01 degree appraisal system thatCs

why the organization adopted this method!

B >raining rogrammes attended to imro#e erformance of t*e

emlo"ee B


R.+,*J;.J"+

,.R+.J"72. *3

R.+,*J;.J"+

Jone 5 /1

to / ? 01

/ to 9 / 1

"otalB /1 11

/4AP'+%A8 4!P4!&!N>A>+$N B


55/72

0

10

20

30

40

50

60

70

none 1 to 3 3 to 5 +

nterretation:

7bove the table reveals that 01S of the employees attended the training

programmes ( to /) to improve their performance!

CAe committee is in#ol#ed in deciding emlo"ees grades!


R.+,*J;.J"+

,.R+.J"72. *3

R.+,*J;.J"+

1-/9S / 1

/0-61S 5 0/

6-11S ? 6

"otalB /1 11

/4AP'+%A8 4!P4!&!>A>+$N B


56/72

0

10

20

30

40

50

60

70

0(35) 36(70) 71(100)

+nterretation:

7bove table reveals that 0/S of employees said that /0-61S% the ape8

committee involving in deciding employees grades!

1!mlo"ee agrees (it* t*e ae committee results


R.+,*J;.J"+

,.R+.J"72. *3

R.+,*J;.J"+

+trongly agree 6

7gree ? 5/

;isagree 1 1

"otalB /1 11

/4AP'+%A8 4!P4!&!N>A>+$N B


57/72

0

10

20

30

40

5060

70

80

#0

100

*tronly aree +ree Disaree

+nterretation:

"he above table reveals that 5/S of the employees said that they are

agree with the ape8 committee results!

,0 Araisal s"stem moti#ates t*e erformance of t*e emlo"ee!


R.+,*J;.J"+

,.R+.J"72. *3

R.+,*J;.J"+

Kes /1 11

Jo 1 1

"otalB /1 11

/4AP'+%A8 4!P4!&!N>A>+$N B


58/72

0

20

40

60

80

100

120

Yes No

+nterretation:

"he above table reveals that the 11S employees said thatemployees

performance is motivated by the (/01 degree) performance system adopted by

the organization!

,,Araisal s"stem is *elful to minimize t*e (eaknesses of t*e

emlo"ee


R.+,*J;.J"+

,.R+.J"72. *3

R.+,*J;.J"+

"o a great e8tent 6 /

Ip to some e8tent ? 017verage 9 6

:elow average 1 1

"otalB /1 11

/4AP'+%A8 4!P4!&!N>A>+$N:


59/72

0

10

20

30

40

50

60

70

,o a reat

e-tent

.p to so"e

e-tent

+verae /elo! averae

+nterretation:

"he above table reveals that the 01S of the employees said that the

appraisal system is helpful to minimize their weaknesses!

,.Performance of t*e emlo"ee is imro#ed b" 360 degree

araisal


R.+,*J;.J"+

,.R+.J"72. *3

R.+,*J;.J"+

1-/9S /1

/0-61S @ ?1

6-11S 9 6

"otalB /1 11

/4AP'+%A8 4!P4!&!N>A>+$N:


60/72

0

10

20

30

40

50

60

70

80

#0

0(35) 36(70) 71(100)

+nterretation:

"he above table reveals that ?1S of the employees said that their

performance is improved by /01 degree appraisal !

,3 !mlo"ee oinion on 360 degree araisal


R.+,*J;.J"+

,.R+.J"72. *3

R.+,*J;.J"+

Qery good @ /

2ood 0 ?6

7verage 1 1

,oor 1 1

"otalB /1 11

/4AP'+%A8 4!P4!&!N>A>+$N:


61/72


62/72

0)

10)

20)

30)

40)

50)

60)

70)

Yes No

+nterretation:

"he bove table reveals that 01S of the employees said that there is no

consideration to take the feedback of them while givining the appraisal of

superior .

Cha%te#-&

INDIN7S

o Most of the employees said that the /01 degree appraisal system

adopted by the organization is very good!

o "he /01 feedback process is well known to every employee in the

organization!


63/72

o "he weaknesses of the employees are minimizes by the /01 degree

appraisal adopted by the organization

o "he ape8 committee is involved in deciding the employees final

grades! "heir role is very important in this appraisal process

o $n ;RA the employees are attended the training programes to /

times in a month! "he organization is mainly focused on the training

programmes!

SU77ESTIONS

! Ise of counseling as a tool to improve performance can help the employees

provided it is devoid of severe criticisms% suppression of domination!

! 7ppreciation for good performance and proper guidance for improvement is

a must!


64/72

/! 7ppraisal linked to promotions and increments will motivate the employee

towards work culture!

@! 7s the appraisal is directly linked to promotions or career progressions of an

employee there should be transparency in discussing the appraisal report!

9! *bective and fair assessment can induce seriousness towards appraisal and

help increase motivation among employees!

0! Jew performance methods to be implemented in appraising the performance

of the employees!

6! 7 clear feedback should be given to the employees in knowing their

drawbacks!

?! .8ecutives should be provided some monetary benefits basing on their

performance!

5! +eparate methods to be used for managerial and non-managerial level!

7ccordingly content to be selected to measure!

SU''AR2

;r! ReddyCs works towards providing patients access to high &uality

generic medicines at affordable prices% and secondly% helps develop new

treatments that satisfy unmet medical needs and are improvements over

currently e8isting therapies!

$ncreased awareness% acceptance of generics and favorable legislation% have

together with the large volume of branded products losing patent protection over


65/72

the coming years% led to continued e8pansion of the generic pharmaceuticals

market

"he company using the H!R tools to strength its man power meets its

targeted goals and as a part of this% employeeCs performance appraisal utilized

for evaluation of its manpower potential and builds a good team! $n this activity

the company H!R department had chosen /01 degree appraisal method!

"he process of employeeCs performance appraisal in ;r! ReddyCs

pharmacy ltd% Hyderabad is carried out according to principleCs of /01 degree

appraisal method! "hese appraisal method would be evaluated by

superiors>managers of bottom to top rank effectively and appro8imately 59S of

the employees are being satisfied with good increments and promotions!

"he data generated on employees performance appraisal as well as

increment and promotion will be utilized in future for remuneration

administration% employee training and development programmers% transfers H!R

planning and validation of selection programmers!


66/72

CONC*USION

$n this growing competitive world it is very essential for any employee

to become more efficient! +o% it is the responsibility of the employee to increase

the efficiency of the employees! +o% in order to measure the efficiency of the

people various methods have come into e8istence! *ne such method is /01


67/72

degree appraisal! 7s the name itself indicator it appraises the overall

performance of the employee which will be satisfactory for him!

"o make this more successful a separate committee is being maintained

called D7pe8E committee! "hrough which they can be get motivated and in turn

improves their efficiency and finally leads to both personal and organizational

development!

9I9*IO7RAPH2

S.NO AUTHOR 9OO0NA'E EDITION PU9*ICATION 2EAR

,rof! "!Q! Rao Human resource;evelopment

th Himalaya publications

11

!:! Mamoria ,ersonnel and human

resource Management

/rd Himalaya

publications

116

/ ,! +ubba Rao Human Resource

Management

@th Himalaya

,ublications

110

@ R! "homas and !

Mabey

;eveloping Human

Resources

/rd Himalaya

,ublications

116

9 7run Monappa ,ersonnel Management 0th Himalaya 11@

http://s.no/http://s.no/


68/72

,ublications

.li8er of ;r!ReddyCs Aaboratories !Atd

www!drl!com

www!drreddys!com

:UESTIONNAIRE

! hat is your opinion regarding /01 degrees appraisal system ( )

http://www.drl.com/http://www.drreddys.com/http://www.drl.com/http://www.drreddys.com/


69/72

7! very good :! good ! average ;! poor

! ;o you know why organization has adopted the /01 degrees

7ppraisal ( )

7! 7ccurate results :! :ecause it is modern method of appraial

/! hich parties are involved in /01 degrees appraisal at your

organization ( )

7! Management by obective :! ompetency mapping

! 3actor compensation method ;!/01 degrees appraisal

@! hat is so good about your performance appraisal systems ( )

7! *pen feedback :! "ransparency in evaluation

! Recognition for work ;! $mportiality

9! $s there any impact of /01 degrees appraisal on your performance (

)

7 +trong :! ,artial


70/72

! ,oor

0! "o what e8tent the appraisal system is helpful to improve your

.fficiency by ( )

7! "o great e8tent :! Ipto some e8tent

! 7verage ;! :elow average

6! How much percentage of performance improved by this method

(/01 degrees ) of appraisal system ( )

7! 1 "* /9S :! /0 "o 61S

! 6 "o 11S

?! ;oes feedback system is effective in your organization ( )

7! Kes :! Jo

5! ;oes self appraisal system is there in your organization ( )


71/72

7! Kes :! Jo

1! ;o you feel that appraisal system motivates your performance ( )

7! Kes :! Jo

! ;oes performance reviewed by supervisor in your organization ()

7! Kes :! Jo

! ;ependency of management in taking decisions based on reports

(in

Kour organization) ( )

7! Kes :! Jo

/! hich of the obective is of performance appraisal system in your

*rganization ( )

7! ontrolling the behavior :! ;evelopment of employee managerial

decision

! Reward ;! ,romotion


72/72

@! 7re you satisfied by the appraisal system adopted by your

organization ( )

7! +atisfied :! ,artially satisfied ! dissatisfied

360.performance appraisal

Documents