Summer Internship Project - Performance Appraisal
Short Description
A completely original project report on Performance Appraisal System of IKIWL (govt.) for MBA-HR Summer Internship Proje...
Description
DECLARATION
I do hereby declare that the summer internship program with the report entitled “A Study on Performance Appraisal System at IKIWL” submitted by me to the Academy of Management Studies, Prasanti Vihar,Pubasasan, Kousalya Ganga, Bhubaneswar is of my own. This project report is a result of my original work and not any
...
part of the said report has been copied or duplicated nor has any project report similar to this one ever been submitted to any of the
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universities or any other organizations. This report has been prepared for the partial fulfillment of the Master in Business
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Administration (MBA) program (2009-2011), under BPUT.
Sudeep Chhotaray Regd. No.-0906272065 MBA (4th Trimester) AMS, BBSR
Academy of Management Studies, Bhubaneswar
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ACKNOLEDGEMENT I feel very happy to take the opportunity to extend my heartily thanks to Managing Director, IDCOL Kalinga Iron Works Limited and Personnel Management, IKIWL for allowing me to conduct my
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studies over the concern. I am also thankful to all the executives of Personnel and other
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departments of IDCOL Kalinga Iron Works Limited for their cooperation, advise and suggestion and those who contribute to
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complete this research project paper in time. I extend my heartily thanks to Mrs. SnehaLata Baliarsingh, Dy. Manager Personnel for her timely guidance to prepare this research
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project paper.
Sudeep Chhotaray
Academy of Management Studies, Bhubaneswar
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CONTENTS CHAPTER 1 INTRODUCTION OF THE STUDY IMPORTANCE OBJECTIVE OF THE STUDY METHODOLOGY
CHAPTER 2 COMPANY PROFILE
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CHAPTER 3
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INTRODUCTION TO THE INDUSTRY
MEANING & IMPORTANCE OF PERFORMANCE APPRAISAL ADVANTAGES &LIMITATIONS
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METHODS OF APPRAISAL
CHAPTER 4
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APPRAISAL RULES OF IKIWL
SUBMISSION OF APPRAISAL FORMS WEIGHTAGE ON REMARKS CUSTODIAN OF FORMS
CHAPTER 5 DATA ANALYSIS INTERPRETATIONS AND FINDINGS SUGGESTIONS
CHAPTER 6 CONCLUSION ANNEXTURE & BIBILOGRAPHY Academy of Management Studies, Bhubaneswar
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CHAPTER – I 1.1 Introduction
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1.2 Importance
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1.3 Objective
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1.4 Research Methodology
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INTRODUCTION HRM
is
a
new
concept
came into use in early
1970s. Early
human beings war, referred may not have significant do they
stand
Management
in
to
management
literature,
the
which dealt
section,
as personnel
different
in
department. Both
which with terms
their meanings. However,
what
for? is
the process
of efficiently
with and through
Human
management
is a
process
and organization together so that the goals
of
of bringing people each
one
is met,
the skill and will are properly applied
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effectively and efficiently. If
the objectives
people.
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of the organization Resource
achieving
...
1.1
wonderful things can be happen. According functions and
resource
management
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human
to Carnell, Kuzonils and
organizational
activities
and
Elbert (HRM) personnel and
are defined
designed
as “a set of programs,
to minimize both
personal
goals.
According to Flippo “IT is the planning organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individual, societal and organizational goals are accomplished”.
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1.2 IMPORTANCE / REQUIREMENT OF HRM: Organizations
effectiveness has always been a focal point of
interest. But what exactly makes an organization effective? Is it land, buildings, capital, patents or technology? The four factors were considered as very important. But now a days it has become clearly evident that people (Human Resources) in an organization is the most critical asset. Human
resources
is
measured from a number of aspects,
knowledge, skill, creativeness, talents, attitudes as well as values and organization. For achievement
goals, human resources has to be acquired, treated and utilized
in a particular practices
to
manner. Thus, arises
facilitate
acquiring
developing and utilizing
The
the
right
and
policies and
people, maintaining,
them maximum while at
satisfaction
Importance
and
of
HRM
retain
the
sometimes
security.
Train people for
is:
talent
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Attract
of
need for
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the people get
the
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of
an
...
benefits from individual towards
challenging
Develop, skills
and competition
Promote team
spirit
Develop loyalty
and
commitment
Production and
profile
Improve job satisfaction Generate employment
opportunities
Enhance
living.
standard
of
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Therefore, Human planning find
what
Resource
kind
of
management
people
are
could
required
be
said to
be
and
where
to
them, acquiring and organizing them, directing and controlling their
performance while ensuring their satisfaction.
Modern human resource management is quite different from that of decades ago. At the beginning of the 19th century both scientific and
...
human relations approach appeared. However, today what has gained more popularity as human resource approach, which is based on scientific
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techniques, has come to stay.
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1.3 SCOPE:
1. Human resource determines the number and kinds of personnel
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required to fill various positions in the organizations. 2. Recruitment, selection and placement of personnel, i.e. employment function.
3. Training and development of employees for their efficient performance and growth. 4. Review and audit of personnel policies producer and practices of organization.
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1.4 OBJECTIVES:
The subject of the study is to prepare a detail field report on the performance appraisal procedure of Kalinga Iron Works and its linkage with other system of human resource management (training, promotion, transfer, etc.).
Purpose of the Study:
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1. In general, the purpose of the study is to know the system of impact.
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performance appraisal in Kalinga Iron Works and to search out its 2. Besides, the purpose of the study is to fulfill the partial
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requirement.
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1.5 RESEARCH METHODOLOGY
Research in common parlance refers to a research for knowledge.
Research is also a Scientific and systematic search for pertinent information on a specific topic. Clifford Woolly defined, “research comprises of defining and redefining problem, formulating by procurer suggested calculation, collecting organising, evaluating data making deduction and reaching conclusion.”
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1. Analysis of Performance Appraisal system, which exists for actual practice at IKIWL: Special session was conducted for us by Employee Development Center in which we were told why and how IKIWL conducts performance appraisal. (As KIW is a subsidiary of Industrial Development Corporation of Orissa Ltd. (IDCOL) its rules and guidelines were set by IDC itself.) 2. Literature Survey:
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All the original files which contain the existing rules for performance appraisal was provided for literary survey in which all the aspects were
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been covered which is required to conduct appraisal program successfully.
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3. On spot survey for data collection to obtain actual feedback: Questionnaires were made of 10 questions for data collection.
b)
Interviews were conducted to get actual feedback.
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a)
4. Target Group:
Executive
Supervisors
Workers
Total permanent employee at IKIWL is around 1000, out of which 10% of the total populations were interviewed and questionnaires were given.
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CHAPTER – II
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2.1 Introduction to Industry
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2.2 Company Profile
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2.1 INTRODUCTION TO THE INDUSTRY
HISTORY AND DEVELOPMENT OF IKIWL: After independence there is a realization of the need for a planned development of Steel, Iron & other Industries to increase Export capacity in Iron product to foreign countries. It was realized by both State Govt. & Central Govt. for the advancement of Iron Industries.
...
The IDCOL, Industrial Development Corporation of Orissa Ltd., Reflects Orissa‟s determination to accelerate industrial growth sponsored March‟1962.
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by the Govt. of Orissa & registered as a Public Limited Company in
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IDCOL is pioneer in modernization Orissa‟s Industrial outlook magnificent success as entrepreneur & promoter has let to emergence of
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a huge number of Industrial units in the private sectors. The IDCOL Kalinga Iron Works Ltd as the part of Industrial
Development Corporation was established in 1950 & was known as Kalinga Industries Limited and the foundation stone was laid by out former Chief Minister of Orissa Mr. Biju Pattnaik on 3rd January 1959. The total investment in beginning of such organization was Rs.176 lakhs. The IDCOL was incorporated in the year 1962 as a Govt. Company to promote heavy & medium scale industries with in the state of Orissa. Its first step was to take over the Engineering Workshop from Hirakud Dam project during November‟1962. This was followed by taking over low shaft furnace of Kalinga Industries in the year 1963. After that Kalinga Iron Works is directly managed by IDICOL under the Company Act.1956. Academy of Management Studies, Bhubaneswar
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GEOPGRAPHICAL LOCATION: IDCOL Kalinga Iron Works Limited is situated in the midst of the richest Iron Ore deposit of the country in Keonjhar District of Orissa within Municipal area of Barbil town. On 01.04.1963 IDC took over IKIWL from Kalinga Industries. There are two divisions in IKIWL i.e. (a) Spun Pipe Division (b) Pig Iron Division. Spun Pipe Division:
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(a)
The Spun Pipe Plant was set up adjacent to the premises of IKIWL
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with installed capacity 36,000 MT of both Cast Iron & Ductile Iron Pipe per annum. The Unit was gone into commercial production of C.I. Spun Pipe in the year 1982 & in 15.04.1983 the company has got the DGS&D rate
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contract & in the year 01.04.1990.
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The Spun Pipe Division has incorporated in March1982. It has licensed capacity of 31,200 MT per year. There are five Spinning Machines capable of producing C.I. Pipes of size 80 to 400 mm nominal diameters as per ISI1536/1979 & amended thereof . The Division obtained quality raw material (Pig Iron) from Pig Iron Division & convert the same into pipe after necessary composition. The total licensed capacity is 31,200 MT. The total capital investment is Rs.737.70 lakhs.
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INDUSTRY SNAPHOT 1. CAPITAL INVESTMENT UPTO 31.03.04
:Rs.729.95 Lakhs
2. COMMISSIONING OF THE PLANT
: March.1982
3. LICENSED CAPACITY
: 31,200 MT
4. No. OF SPINNING MACHINE
: 5 Nos.
(Product range 80 mm to 400 mm as Per ISI 1536/1979) 5. No. OF INDUCTION FURNACE
: 4(Four) Nos.
(3 of them having 3.5 MT Capacity each & one having 18 MT capacities) 7. Hydraulic Testing Machine
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8. Tar Dipping Mechanism.
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6. Continues Annealing Furnace.
9. Loading bays for Stock yard.
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10. Well equipped Lab.
The Division obtains molten metal (Foundry Grade from PID and
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converts the same into Pies after necessary composition correction using Induction Furnaces. The method of manufacturing consists of pouring molten metal into a revolving water-cooled steel mould. Centrifugal force holds the metal in contract with the mould during solidification and a Pipe is quickly formed. Casting is followed heal treatment in an oil fired furnace, after which the Pipes pass through the various finishing operations which include inspection, hydrostatic testing, cleaning and between coating.
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Manufacturing & sale of C.I. Spun Pipes are done as per BIS Specification. The documented Quality Management Systems has been established and maintained in accordance with the requirement of International Standard ISO9001:2000 to continue the Improvement of effectiveness. The Quality Control Department is headed by an executive in the rank of Dy. General Manager. Top management
ensure that
customer requirements are determined and are met to enhance customer satisfaction These
process are reviewed by the top management
periodically to identify needs & expectation of customer and to translate
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them to requirement. The customer feedback are obtained in defined interval through report/suggestions
and
direct
communication
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customer‟s
with
the
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customer and analyzed for improving performance of the Organization.
Quality Policy:” At IDCOL Kalinga Iron Works Limited, we look forward
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to achieve customer satisfaction by manufacturing & sale of Pig Iron & Spun Pipes as per customer‟s requirement. WE are aiming at limiting off grade/non-confirming product and achieving production efficiency by reducing input cost & producing as per budgeted target We are committed to achieve customer‟s satisfaction by timely delivery. Employees are the strength of this Organization; we shall try to improve upon meeting customer‟s requirement by active involvement of our employees through training. WE shall periodically reviews sour achievement against objectives and Quality Policy continuing suitability”
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Internal Audit: The internal audits are planned and conducted at least once every 6 months to determine whether quality management system:(a)
Conforms
to
planned
arrangement,
to
the
requirement
of
international Standard ISO 9001:2000 and to the Quality Management System requirement established by the Organization and (b)
Is implemented and maintained effectively.
Follow-up activities are carried out by auditor to verify that actions are
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taken and results of such verifications are reported.
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Monitoring & Measurement of product: - The monitoring and measurement of characteristic of the product is carried out to verify that requirements have been met at different stages of product realization
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such as incoming in process and final stage. Records, evidencing conformity with the acceptance criteria kalong with authorization of
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release of products are maintained, Products are not released for delivery or further processing until the panned arrangements are satisfactorily completed, unless otherwise approved by the Managing Pattern & where applicable by customers representative.
RAW MATERIAL i) Molten Iron/Pig Iron ii) Ferro-Silicon iii) Furnace Oil iv) Petroleum cake
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ABOUT COMPETITORS: There are around 20 Spun Pipe Divisions in India now and the prime competitors are: 1. Electro Steel Casting, Bokaro. 2. Tata Metaliks, 3. Jindal, Gujrat. 4. Jai Balaji Spun Pipe, Durgapur. 5. Indocto Theme, Gujrat. 6. Lanco (ECL), Tirupati.
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MAIN CONSUMER OF C.I.PIPES
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7. Electro Steel Casting, W.B.
1. Public Health Eng. Dept.
2. Sanitary Bodies in Charge ph Rural & Urban Development.
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3. Industrial effluent & sewerage Treatment Plant.
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4. Industrial & other housing projects. SPECIAL FEATURES OF THE PALNT & EXPANSION PROGRAMME: 1. Project report on ductile Iron pipe production already submitted. 2. To produce pipe up to 750 mm Nominal Bore. HOURS OF WORK & SHIFT TIMING: Each worker of SPD & PID has to work for a period of at least 8 hours, half an hour rest in a day. The working hours for workers engaged in field side are divided into three shifts A.B.C. & for the official staffs; the working shift is called General Shift. It starts from 7am to 12 noon and rest of 2 hours & then 2 pm to 5 pm. Academy of Management Studies, Bhubaneswar
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SHIFT
TIMING
A
6AM TO 2 PM
B
2PM TO 10PM
C
10PM TO 6AM
NUMBER OF EMPLOYEES: -
230
ii) Contract Labor
-
122
iii) Job contract Labor
-
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(b) PIG IRON DIVISIONS:
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i) Regular Employee
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Foundry Industry in India is one of the most developed & ancient industries & forms the backbone of the Engineering Sector in the country. Today, our country has 6000 or more foundries with an installed
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production capacity of over 4 million tons per annum where as the actual production is below 3 million tons annually 90%
of the units belong to
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the SSI sector employing more or less 6 lakhs worker. PIG IRON is the basic input of the foundry Industry. In the beginning the only source of supply of pig Iron as the country‟s integrated steel plants likes SAIL. This leads to the scarcity of quality grade pig iron to the Industry. No attention was also paid to improve the quality of Pig Iron due to this draw back may Pvt. Sectors come to
picture & leads to
tremendous increase in the production of Pig Iron. Today 30 Pvt. Sector Plants are producing different grades of Pig Iron. Some 5 years ago the Govt. had announced that the public sector steel plants will gradually gives up the production of Pig Iron & entire requirement are meet by our sector. So as to help the Pvt. Sector this is however not happen. The IISCO continued to be the main producer of Pig Iron. Academy of Management Studies, Bhubaneswar
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The unit (IKIWL) with a installed capacity of 1, 00,000 metric tons per annum produces superior foundry grade Pig Iron as per India standard specification. In addition to the normal grades, Grade IV to Grade I the unit also produced special grade Pig Iron with silicon contains about 3.25% with eliminates the use of Ferro silicon while making casting & there by reducing the cast sulpher contents is properly controlled & kept well below0.05% which eliminates the possibility of mental becoming sluggish.
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INDUSTRY SNAPHOT: 1. Capital investment up to 31.03.2007 - Rs.9897.82 lakhs
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2. Commission of the plant. Furnace No.1-
05.10.1999(After Modernization)
II.
Furnace No.2 -
01.09.1969
III.
Furnace No.3 -
01.02.1971
IV.
Furnace No.4 -
29.09.1991
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I.
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3. License Capacity – 1, 80, 000 MT Foundry Grade Pig Iron 4. No. of Low Shaft furnace existing:
4 (Four)
5. Product - Foundry grade Pig Iron as per IS 224-1979. RAW MATERIAL: I. II. III.
Hard coke from own conversion. Imported coke from China. Other indigenous coke from steel plant & private supplier as per availability.
IV. V.
Limestone & D0lomite procured from Rourkela area. Manganese Ore from captive mines.
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MAIN CONSUMERS: The demand of the foundry Industry are mainly done by 1. Defense Purpose 2. Spun Pipe Production 3. Export Purpose 4. Steel Plant Production 5. Railways and P & T 6. Construction & Sanitary Purpose 7. Automobiles Production
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8. Eng. Sectors, Govt. Dept. etc.
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Research and Development (works taken up):
i) Trial production of Chromites overburden sinter for production of alloys Pig Iron taken up by M/s MECON
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ii) Coke and Iron Ore briquette project has already been taken up by
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Rourkela & Bhubaneswar.
Expansion and Modernization Program: Since the liberalization of Indian economy from 1991 a number of Pig Iron companies have been commissioned in India which is equipped with mini Blast furnaces of higher sizes and as a result competition in the domestic market
has
aggravated
significantly due
to
increased.
substantial
The
reduction
competitions in
import
has
further
duties
under
liberalization program resulting in availability of materials of international standard in Indian market at cheaper price. Today it is difficult for any Pig Iron producer to survive unless the cost of production is brought down by a significant extent and/ or value addition to the product-mix is taken up.
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Considering the above, IKIWL has already assigned MECON during Apri‟08 to prepare Prospective Plan Report (PPR) to tide over the above problems. Accordingly MECON has submitted the PPR where in they have suggested modernizing the plant in two phases i.e. Phase –I Installation of new Blast Furnace of 350 m3 capacity in place of Blast Furnace No. - IV to match with new PCM facilities. In phase –II it has been envisaged to convert the entire basic grade hot metal from new 350 m3 Blast Furnace in to steel by installation of new auxiliary facilities. Besides the existing, CISP shop will be augmented for with a capacity of 1.00 lakhs MT per year or more by
...
DISP production
installation of new Centrifugal Casting Machine
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equipments.
with its ancillary
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Work Force
The activity of Pig Iron Division is expanded. Its Work force is job.
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also changes proportionately according to the need the requirement of the i)
Regular Employ
-
893
ii)
Contract Labor
-
358
iii)
Job
-
569
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SL.
GRAND
NO.
JOB DESIGNATION
DESCRIPTION/ NO OF EMPLOYEE PID SPD MINES
1
1
3
A
P.A., Foremen, Sr. Chemist, Jr. Officer 94
41
3
3
B
Security Inspector, Head Typist
12
4
1
4
C
Sr. Asst., Sr. Supervisor
5
1
5
E
Personal Secretary, Asst. Manger
77
23
7
6
E1
Dy. Manager, Medical Officer
22
6
2
7
E2
Sr. Dy. Manger
8
E3
Manager, Sr. Medical Officer
8
1
9
E4
Sr. Manager
8
1
10
E5
Dy. General Manager
3
1
11
E6
General Manager
1
12
WA
Clerk-cum-Typist, Time Keeper
106 40
3
WB
All Skilled Workers Grade II
64
13
2
WC
All Skilled Workers Grade III
50
9
1
15
WD
All Skilled Workers
133 46
1
16
WE
Peon, Mali, Mazdoor, Sr. Security 134 64 Guard
2
14
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13
...
2
TOTAL
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1
724 250
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21
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CHAPTER – III
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Theoretical Frame work 3.1 Meaning
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3.2 Importance & Purposes 3.3 Advantages
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3.4 Limitations
3.5 Methods of Appraisal
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3.1 MEANING OF PERFORMANCE APPRAISAL
The effectiveness of staffing functions needs to be ascertained by evaluation the performance of employees in terms of the job requirement. Performance appraisal or employee appraisal is the systematic process of measuring and evaluating employees with respect to their performance on the job and their potential for development. Although performance appraisal if often described as merit rating, strictly speaking, rating is only one form of personnel evaluation. Performance appraisal is a more
...
comprehensive process which combines formal rating with supplementary observations, records and evaluation (Dale Yeder).
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Performance Appraisal is the process of assessing the performance and progress of an employee or of a group of employees on a given job
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and his potential for future development.
According to FLIPPO “performance appraisal is the systematic, periodic and an impartial rating of an employee‟s excellence in matters
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pertaining to his present job and his potential for a better job” Heyle observes; “it is the process of evaluating the performance and
qualifications of the employees in terms of the requirement of the job for which he is employed, for purpose of administration including placement, selection for promotions, providing financial rewards and other actions which require differential treatment among the members of a group as distinguished from actions affecting all members equally.”
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3.2 IMPORTANCE AND PURPOSE OF PERFORMANCE APPRAISAL Performance appraisal has been considered as a most significant and indispensible tool for an organization, for the information it provides is highly useful in making decisions regarding various personal aspects such as promotions and merit increases. Performance measures also link information gathering and decision making processes which provides a basis for judging the effectiveness of personnel sub-divisions such as recruiting, selection, training and compensation. Below are given views of some experts which will bring out the importance and
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purpose of PA. According to Barret, PA is concerned mainly with three things.
rewards.
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i. Administrative decisions i.e. promotion, transfer and allocation of financial
ii. Employee development i.e. identification of training and development
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needs and performance feedback.
iii. Personnel research i.e. generation of manpower information besides salary
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and wage distribution.
Mc Gregor says: Formal performance appraisal plans are designed to meet three needs, one of the organization and the other two of the individual, namely i. This provides systematic judgment to back up salary increases, transfer, demotion or termination. ii. They are means of telling a subordinate how he is doing and suggesting changes needed in his behavior, attitude, skills or work knowledge. They let him know where he stands with the boss. iii. They are used as a base for coaching and counseling the individual by the superior. Academy of Management Studies, Bhubaneswar
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3.3 ADVANTAGES OF PERFORMANEC APPRAISAL Performance appraisal basically offers the following main advantages to the organization and its employees: i. Employee performance: It provides a yardstick by which both accomplishment and needs for further improvement in respect of an individual can be measured. The use of system of performance appraisal contributes towards more effective and improved performance on the part of many individual. development:
It
is
used
to
highlight
...
ii. Employee
needs
and
opportunities for growth and development of employees by focusing
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attention on their deficiencies and potentials. It is particularly useful in discovering needs of training to employees. and
Salary
Adjustment:
It
is
also
used
by
certain
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iii. Wages
organizations to grant merit increases in pay to employees in certain categories of jobs.
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iv. Evaluation of Supervisor & Manager: Performance appraisal also provides
valuable
yardstick
to
measure
the
effectiveness
of
supervisors and managers in developing the team members who work under their direction. In addition to the above, performance appraisal make available the relevant information to management for purposes of employee transfer, promotions, counseling, determination of training needs, human recourse planning etc. so that they should be able to frame suitable personnel policies to optimally utilize human and other recourses and achieve organizational goals.
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3.4 LIMITATIONS OF PERFORMANCE APPRAISAL
i. Performance appraisal is a record of opinion and personal judgment. ii. It can‟t be the last word for an employee as there is always a zone of uncertainty in the system. iii. It doesn‟t give comprehensive picture of employee performance.
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iv. Its effectiveness depends upon the rates expertise and ability.
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1. The Halo Effect
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FACTORS DETERRING OBJECTIVE EVALUATION
2. Leniency or Strictness Tendency or Constant Error
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3. The Central Tendency Problem 4. Similarity Error
5. Miscellaneous Biases
6. Social Differentiation 7. Stereotyping
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3.5 METHODS OF PERFORMANCE APPRAISAL Several
methods
and
techniques
of
appraisal
are
available
for
measurement of the performance of an employee. The methods and scales differ for obvious reasons. First, they differ in the source of traits or qualities to be appraised. The qualities may differ because of differences in job requirements,
statistical requirements and the
opinions of
the
management. Second, they differ because of the different kinds of workers who are being rated, viz., factory workers, executives or salesmen. Third, the variations may be caused by the degree of precision attempted in an
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de
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weightings for various traits.
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evaluation. Finally, they may differ because of the methods used to obtain
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1. Confidential Report & Essay Evaluation: In this method the assessor writes a brief essay providing an assessment of the strengths, weaknesses and potential of the subject. Factors to be considered while preparing the essay: Job Knowledge & potential of employee
•
Employee‟s understanding of company‟s policies, objectives etc.
•
Employee‟s relations with coworkers & superiors
•
Employee‟s general planning, organizing & controlling abilities.
•
Attitudes & perceptions of employee in general.
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•
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2. Critical Incident Method:
In case of critical incident method supervisor keeps log of particularly good & poor examples of work behaviors. A panel of judges evaluates the
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collection of potential critical incidents. Supervisor & subordinate discuss the latter‟s performance, using incidents as examples.
3. Checklist: In checklist method evaluator uses a list of behavioral descriptions & checks off those that apply to employee or gives „Yes‟/‟No‟ responses. Checklist scored according to the weights assigned. The final rating of the employee is taken as the average of the scale values of all statements that the rater has checked.
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4. Forced Choice Rating: In the form of forced choice rating several sets of pair phrases, two of which may be positive & two negative is used. The rater needs to indicate which of the four phrases is the most & least descriptive of a particular worker. Items are grounded in such a way that the rater cannot easily judge which statements apply to the most effective employee.
5. Graphic Rating: The appraise lists a number of traits and a range of performance values for
...
each trait. The rater or supervisor rates each subordinate by checking the score that best describes the subordinate‟s performance for each trait.
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Then the total is calculated with the assigned values for the traits.
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6. Behaviorally Anchored Rating Scale (BARS): BARS method combines the benefits of narrative critical incidents &
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quantitative ratings by anchoring a quantified scale with specific narrative examples of good & poor performance. Five Steps of developing BARS 1. Generate critical incidents 2. Develop performance dimensions 3. Reallocate incidents 4. Scale the incidents 5. Develop a final instrument
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7. Ranking Method: This is simplest of all methods. The appraisal consists of ranking employees as more or less efficient by inter-personal comparison of overall qualities. This method is conveniently adopted if the number of employees is small and work performance is measurable. Thus ranking involves subjective appraisal of employees without any common standard.
8. Paired Comparison: In paired comparison method each employee is compared with every
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other employee in the comparison group and rated as either the superior (+) or weaker (-) member of the pair. Each employee is assigned a summary
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ranking based on the number of superior scores achieved.
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9. Management by Objectives (MBO):
In MBO the manager requires to set specific measurable goals with each
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employee and then periodically discuss progress toward these goals. Six Steps: 1.
Set the organization‟s goals
2.
Set departmental goals
3.
Discuss departmental goals
4.
Define expected results
5.
Conduct performance reviews & measure results
6.
Provide feedback
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10. 360-degree Appraisal: In simple words 360-degree appraisal means collecting performance information on an employee from all angles i.e. subordinates, supervisors, peers, and internal and external customers.
11. Human Resource Accounting: Human recourse accounting means to measure (in financial terms) the effectiveness of HR activities & the use of people in the organization. HRA shows the investments the company makes in it people and how the hiring,
training,
compensating,
...
value of these people change over time. Costs incurred on employees (in developing)
are
compared
to
the
ep
contributions of employee to the company (labor productivity).
12. Field Review Method:
de
In field review method a trained and skilled representative of HR department goes into the field and assists line supervisors with their ratings of their respective subordinates. Here ratings done on standardized
Su
forms. HR specialist requests from the immediate supervisor specific information about the employee‟s performance. Then experts prepare report, which is sent to supervisor for review, changes, approval & discussion with ratee.
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31
Benefits of Performance appraisal For the organization: The organization comes to know the true position of the employees working capacities and the problems they face while working in the organization. This performance appraisal system also acts as a motivating factor for the employees, which helps the organization to get better results.
...
For the appraise: The appraise fells themselves an important part of the organization,
ep
they get a chance to express their views in front of their superiors; they get a platform to express their ideas. The employee comes to
de
know the truth about:
To what extent they have achieved their objectives.
Su
In what respect their work has been most successful. Are there any aspects of their work, which they have not completed?
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32
Are many other question, which make them assess rightly… Guidelines for effective performance evaluation interviews...
emphasize positive aspects of employee performance
tell employee that the purpose is to improve performance, not to discipline
conduct the review in private
review the performance formally at least annually (more
...
frequently for those performing poorly) make criticisms specific
focus on performance, not personality
stay calm; do not argue
identify specific actions the employee can take to improve
de
ep
Su
performance
emphasize the evaluator‟s willingness to assist the employee‟s efforts to improve performance
end by stressing positive
APPRAISAL PROCESS In
order
to
obtain
a
better
understanding
of
how
the
performance appraisal has been put together by The Corporation, the researcher has provided an overview of the company‟s performance appraisal process. The researcher felt that the overview of the performance appraisal process would be necessary, since the process provided a framework for the performance appraisal. Academy of Management Studies, Bhubaneswar
33
PRE-APPRASIAL STEPS The performance evaluation can be made for variety of reasons counseling,
promotions,
salary
increases,
administration
or
combination of these. It becomes very necessary to begin by stating the objectives of evaluation programs very clearly and precisely. The personal appraisal system should address the question who, what, how of performance appraisal.
...
These questions are the components of these appraisal systems
ep
which are discussed below individually.
de
“WHO “OF THE APPRAISAL OR „‟WHO‟‟ IS TO RATE. The immediate superior, the head of the department or any other can rate the performance of an individual. In addition to this,
Su
sum organizations follow the system of self-appraisal and /or appraisal by peers. A group, consisting of his senior, peers and subordinates, can do appraisal, whoever is rating; he should be trained and impartial. In most of the organizations the ratings is done by his immediate superior who is considered the best person to understand his subordinates strengths and weaknesses. Now a day some organizations are following the method of self-appraisal.
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34
THE “WHAT”OF APPRAISAL It is considered with Creating and maintaining a satisfactory level of performance of employees in their present job. Highlighting employee‟s needs and opportunities of for personal growth and development. Aiding in decision making for promotions, transfers, layoff and
understanding
subordinates.
between
supervisors
and
his
ep
Promoting
...
discharges.
Providing a useful criterion for determining the validity of
de
selections and training methods for attracting individuals of higher
Su
caliber to the organization.
THE ‘WHEN’ OF APPRAISAL The „when‟ answers the query the frequency of appraisal? The informal counseling should occur continuously but the manager should discuss an employee‟s work as soon as he gets an opportunity to provide positive reinforcement and use poor work as basis of training.
The time and period of appraisal differs according to the
need and nature of the organization.
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35
THE ‘WHERE’ OF APPRAISAL The where indicates the location where employee should be evaluated?
It is usually done at work place or office of the
supervisor. THE ‘HOW’ OF APPRAISAL Under this, the organization must decide what different kinds of methods are available and which of these may be used for performance appraisal. On the basis of comparative advantages and
...
disadvantages, the nature and philosophy of management and the
ep
needs of an organization; the method of appraisal is decided. The performance appraisal process at the companies has been stated by The Corporation as consisting of four inter-related steps. manager
de
The first step was to establish a common understanding between the (evaluator)
and
employee
(evaluate)
regarding
work
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expectations; mainly, the work to be accomplished and how that work was to be evaluated. The second step was an ongoing assessment
of
performance
and
the
progress
against
work
expectation. Provisions were made for the regular feedback of information to clarify and modify the goals and expectations, to correct unacceptable performance before it was too late, and to reward superior performance with proper praise and recognition. Step three was the formal documentation of performance through the completion of a performance and development appraisal form appropriate to the job family.
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36
The final step being the formal performance and development appraisal discussion, based on the completed appraisal form and ending in the construction of a Development Plan. Also noted was that The Corporation considered the performance appraisal process to have been within the larger content of the other performance related processes of work planning and salary action. Reasons for Performance Appraisal Failures Where performance appraisal fails to work as well as it should,
...
lack of support from the top levels of management is often cited as a major contributing reason. Opposition may be based on political or
more
simply,
on
ignorance
ep
motives,
or
disbelief
in
the
effectiveness of the appraisal process.
de
It is crucial that top management believe in the value of appraisal and express their visible commitment to it. Top managers
Su
are powerful role models for other managers and employees. Those attempting to introduce performance appraisal, or even to
reform an existing system, must be acutely aware of the importance of political issues and symbolism in the success of such projects. Employee Participation Employees should participate with their supervisors in the creation of their own performance goals and development plans. Mutual agreement is a key to success. A plan wherein the employee feels some degree of ownership is more likely to be accepted than one that is imposed. This does not mean that employees do not desire guidance from their supervisor; indeed they very much do.
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37
Performance Management One
of
the
most
common
mistakes
in
the
practice
of
performance appraisal is to perceive appraisal as an isolated event rather than an ongoing process. Employees
generally
require
more
feedback,
and
more
frequently, than can be provided in an annual appraisal. While it may not be necessary to conduct full appraisal sessions more than once or ongoing process.
...
twice a year, performance management should be viewed as an
Frequent mini-appraisals and feedback sessions will help ensure employees
receive
the
ongoing
ep
that
guidance,
support
and
encouragement they need. Of course many supervisors complain they
de
don't have the time to provide this sort of ongoing feedback. This is hardly likely. What supervisors really mean when they say this is that the supervision and development of subordinates is not as high a
Su
priority as certain other tasks.
In this case, the organization may need to review the priorities
and values that it has instilled in its supervisory ranks. After all, supervisors who haven't got time to monitor and facilitate the performance of their subordinates are like chefs who haven't got time to cook, or dentists who are too busy to look at teeth. It just doesn't make sense. If appraisal is viewed as an isolated event, it is only natural that supervisors will come to view their responsibilities in the same way. Just as worrying, employees may come to see their own effort and commitment levels as something that needs a bit of a polish up in the month or two preceding appraisals. Academy of Management Studies, Bhubaneswar
38
PERFORMANCE APPRAISALS PURPOSE - AND HOW TO MAKE IT EASIER Performance management
appraisals
are
and evaluation of
essential
for
the
effective
staff. Appraisals help develop
individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. Each staff member is appraised by their line manager. Directors are appraised by the CEO, who is appraised by the chairman or company owners,
performance
appraisals
enable
ep
Annual
...
depending on the size and structure of the organization. management
and
monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals
de
also establish individual training needs and enable organizational training needs analysis and planning.
Su
Performance appraisals also typically feed into organizational annual pay and grading reviews which also commonly coincides with the business planning for the next trading year. Performance
appraisals
generally
review
each
individual's
performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance
appraisals
are
also
essential
for
career
and
succession planning - for individuals, crucial jobs, and for the organization as a whole.
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39
Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development. Job performance appraisals - in whatever form they take - are therefore
vital
for
managing
performance
of
people
and
...
organizations.
the
Managers and appraisee commonly dislike appraisals and try to
ep
avoid them. To these people the appraisal is daunting and timeconsuming. The process is seen as a difficult administrative chore and
de
emotionally challenging. The annual appraisal is maybe the only time since last year that the two people have sat down together for a meaningful one-to-one discussion. No wonder then that appraisals
Su
are stressful - which then defeats the whole purpose. Appraisals are much easier, and especially more relaxed,
if the boss meets each of the team members individually and regularly for one-to-one discussion throughout the year.
Meaningful
regular
discussion
about
work,
career,
aims,
progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which reduces all the stress and the uncertainty.
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40
Put off discussions and of course they loom very large. So don't wait for the annual appraisal to sit down and talk. The boss or appraise can instigate this. If you are an employee with a shy boss, then take the lead. If you are a boss who rarely sits down and talks with people - or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and
...
work) all tend to be easier when people communicate well and know each other.
ep
So sit down together and talk as often as you can, and then when the actual formal appraisals are due everyone will find the whole process
Su
too.
de
to be far more natural, quick, and easy - and a lot more productive
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41
CHAPTER – IV Performance Appraisal at IKIWL
...
4.1 Appraisal Rules
ep
4.2 Submission of Appraisal Forms
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4.3 Procedure for Communication of Adverse Remarks 4.4 Weightage on Remarks
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4.5 Custodian of Appraisal Forms 4.6 Other Rules
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42
4.1 REVISED APPRAISAL RULES 1988:
1.
These rules may be called the appraisal rules for the employee of the Industrial Development Corporation of Orissa Ltd.
2.
Definitions: In these rules unless the content otherwise required. a) “Corporation” means the Industrial Development Corporation of
...
Orissa Ltd.
ep
b) “Board” means the Board of Directors of the Corporation.
de
c) “Officer” means an employee of the Corporation which in the Corporations grade of E and above or coming under the
Su
nomenclature of the said grade.
d) “Employee” other than “Officer” means an employee of the Corporation who is in Corporations grade A and below or coming under the nomenclature of the said grade.
e) “Reporting Officer” means the “immediate” superior officer under whose control or supervision an employee works and they have been specifically declared by the management to act as such.
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43
f) “Reviewing Officer” means all officers above the reporting officers and they have been specifically declared by the management to act as such. Note: No Reviewing Officer is required for the case in which managing director does the function of the Reporting Officer.
g) “Co-Reviewing Officer” means officers heading the respective functions at corporate office and has been specifically declared by
...
the management to act as such.
ep
h) “Management” means Managing director, E.D., G.M., unit heads or any other authorized by the managing director to act on behalf of
de
the Industrial Development Corporation of Orissa Ltd.
Su
i) “Custodian of Appraisal Forms” means the officer authorized by the management to keep in custody the appraisal forms of the project or corporate office as the case may be.
j) “Form” means a form appended to these rules.
k) “Financial Year” means the period commencing from the first day of April of a calendar year and ending with 31st of March of the following calendar year.
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44
3.
SUBMISSION OF APPRAISAL FORMS:
A. The appraisal shall be maintained in the form prescribed by the management for different categories of employees from time to time. B. The appraisal form for a financial year, duly filled it shall be submitted by the reporting Officer to the Reviewing Officer before the 30th April of the next financial year. C. The Reviewing Officer after making necessary entries in the form shall be submitted to the Custodian before the 15th of May.
...
D. In case where the Reporting Officer is Executive Director / General Manager / Unit Head, the Reviewing Officer shall be the Managing
ep
Director or any other officer authorized by him in writing such authorization shall be either for all or for some employees.
de
E. An officer shall not fill up an appraisal form of an employee as Reporting Officer / Reviewing Officer unless the employee has worked under his control or supervision for a minimum period of 3 months
Su
during the year under report.
F. If an employee has not worked at least for a period of 3 months of the year under the control of supervision of the Reporting Officer / Reviewing Officer, then the officer under whose control or supervision he had worked previously for a period not less than 3 months of the year under report, should record his comments as Reporting Officer / Reviewing Officer. In case where an employee has worked under the control or supervision of different Reporting / Reviewing Officer for not less than 3 months of the year under report more than one report are to be maintained, in such cases each report shall include the period to which it pertains and in each report respective Reporting / Reviewing Officers Academy of Management Studies, Bhubaneswar
45
should record their comments as Reporting / Reviewing Officer. When the above procedure cannot be followed by Reporting Officer due to some unavoidable reason, (such as sudden death or quitting the organization or remaining on leave long leave) the Reviewing Officer and the officer above him will act as Reviewing Officer. G. All major punishment defined under the discipline and appeal rules of the corporation or the certified standing orders of the units, as the case may be awarded to an employee concern. However, when an employee is warned / cautioned followed by a disciplinary proceeding,
...
it should be open to the desertion of the disciplinary authority to order whether the same should be recorded in the appraisal report or
ep
not.
H. While recording the annual appraisal report during the period of suspension, pendency of disciplinary proceeding of an employee, the
de
Personnel department should mention the date of suspension and proceeding and progress of proceeding in the annual appraisal report of the employee reported open while forwarding their annual
Su
appraisal report at the end of the year. When the disciplinary proceeding is disposed off, the facts should also be brought on record in the appraisal report. Those will help the management in knowing the employee career from year to year while assessing his merits for promotion. I. In following managerial functions the performance appraisal of respective departmental heads of the unit shall be reviewed at corporate office by the co-reviewing officer. 1. FINANCE, ACCOUNTS & COST 2. SALES & COMMERCIAL 3. PERSONNEL Academy of Management Studies, Bhubaneswar
46
The custodian on receipt of the form from the Reviewing Officer shall send the same to the CO-reviewing Officer wherever necessary at corporate office immediately but not later than 20th May. J. Once the forms are submitted to the concerned authorities, it can‟t be taken back by the authority who submitted it. 4.
PROCEDURE FOR COMMUNICATION OF ADVERSE REMARKS:
A.
After the recording and reviewing of the annual appraisal reports
...
are over by the 15th of May every year at the latest, scripting of the same is to be made by the custodian. Adverse remarks entered in the
ep
annual appraisal report of the employee are to be communicated to the employee‟s concerned. So as to enable them to rectify the defects all such communication should be made to the employee by the custodian
de
with the approval of competent authority in close cover by the end of August every year. Competent for the purpose will be declared by the
Su
managing director from time to time. B. REMARKS WHICH ARE TO BE CONSIDERED AS ADVERSE REMARK: The question whether a particular remark is an adverse remark or not for the purpose of communication shall be decided by the competent authority. The custodian should put up the adverse remarks entered in the appraisal report of the concerned employee to the competent authority for decision. However, when the overall appraisal rating of an employee is „C‟ or „D‟ and in case of executive point 6 or below for a particular year as such rating does not entitled an employee to be considered promotion, the same should also be communicated to the appraise. So that he/ she will try to improve the performance in the succeeding year.
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47
C. REPRESENTATION: Representation against adverse remarks will not ordinarily be entertained as the very purpose of such communication is to enable an employee to know his failing to rectify them and the employee should profit bruit. The communication should not be taken as a matter of argument to enter into controversy in rare case, however, where the remark is based on fact and is obviously the result of a mistake on the part of the reporting officer; the management may consider the representation.
...
D. TIME LIMIT FOR MAKING REPRESENTATION: Representation against adverse remark shall not be entertained if it is the adverse remarks.
ep
made after one month from the date of receipt of the communication of
de
E. PROCEDURE OF MAKING REPRESENTATION: While submitting representation against adverse remarks the employees should furnish representation in triplicate to the custodian, so as to
Su
forward one copy each to the Reporting Officer and Reviewing Officer for their comments. Such representation should be objective pointed and well reasoned.
F. PROCEDURE FOR HANDLING THE REPRESENTATION: Immediately after receipt of the representation, the custodian should obtain views of the Reporting / Reviewing officer. The Reporting / Reviewing Officer should furnish their views on such representation within one month from the date of receipt of the representation to the custodian who shall place the same before the appropriate authority to expose the adverse remarks. These formalities should be completed by the end of January every year at the latest. So difficulty will not arise to process the recording of appraisal reports for the succeeding year in due time. Orders Academy of Management Studies, Bhubaneswar
48
of the competent authority to expose the adverse remarks or otherwise should be communicated to the employee concerned by the end of Feb. with copies to the Reporting/Reviewing Officer and expunction of adverse remarks should also be noted in the appraisal report. Competent authority to expose the adverse remarks will be declared by the managing director from time to time.
5.
WEIGHTAGE
ON
THE
REMARKS
OF
THE
REPORTING
/
...
REVIEWING OFFICER: A. In the system of performance appraisal the remarks of the Reviewing
ep
Officer shall prevail over the remarks of the Reporting Officer. B. Where there is more than one Reviewing Officer and there is divergent assessment, the remarks of Reviewing Officer holding the
de
highest status shall prevail.
C. Where the adverse remarks recorded by the Reporting Officer have
Su
been completely counter balanced by the Reviewing Officer, the remark shall not be treated as adverse remarks. The Reviewing Officer, if he does not agree with the adverse remarks recorded by the Reporting Officer, shall be required to state categorically while recording his remarks for which these adverse remarks have not been accepted. In case of remark of general nature, recorded by the Reporting / reviewing Officer on the work and conduct of an employee reported upon, the employee concerned should profit by the such observation rather enter into arrangement and represent against such remarks.
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49
6.
CUSTODIAN OF THE APPRAISAL FORMS:
A. The appraisal forms, except the appraisal form of the custodian and such other appraisal forms as may be specified, hereafter, shall be kept under lock and key under the strict control of the custodian of the unit / corporate office. B. The appraisal forms of the custodian in the case of the units shall be kept by the Executive Director/General Manager/Project Head/Unit Head
or
any
other
officer
authorized
in
this
behalf
by
the
management and in case of corporate office by the managing director
...
or any other officer, so authorized by the managing director.
ep
C. The appraisal form of all the officers and employee of the grade „A‟ shall be preserved in the corporate office with the custodian. D. The reviewing officer shall have to see that the appraisal form is
de
complete by the Reporting officer. Similarly the custodian shall see
7.
Su
that it is made complete by the Reporting and Reviewing Officer.
REGISTER/RECORD OF THE APPRAISAL FORMS:
A. The forms received by the custodian shall be recorded in the register in prescribed forms. Some pages shall be earmarked for each department to be maintained separately for officers and employees. One page should be allotted for each officers or employee.
B. There should be one file in the form for a guard file for each officer or employee. The form received for each year shall be posted to the file chronologically.
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50
C. In the case of transfer of an employee, the appraisal guard file will be sent
under
confidential
and
sealed
cover
to
the
M.D./E.D./G.M./Project Head/Unit Head varying according to the place to which the officer or employee is transferred. Such transfer of appraisal guard files shall take place only after prior permission of the management. D. The appraisal form maintained in the guard file shall be issued only on production of a written requisition of an officer, bearing, where
...
necessary. The endorsement of the sanctioning authority to issue. The sanctioning authorities are the M.D./G.M./Project Head/Unit Head
ep
in their respective units or an officer authorized in this regard. 8. A. Whenever any reporting officer/Reporting Officer is transferred,
de
resigns, retires or suspended in the middle of year and whatever the employee under such Reporting/Reviewing Officer have worked the period required for Reporting/Reviewing, the Reporting/Reviewing in
the
prescribed
Su
Officer
appraisal
form
before
leaving
the
organization or Project. B. Clearance and final payment to such officer will only be given after they have given their report in the appraisal form or review of the appraisal form as the case may be. Except when the service of such an officer is terminated or he is discharged or dismissed. 9.
Disclosing the content of the appraisal form in any manner or handling the form in such a manner as may cause leakage of the entries will amount to serious misconduct.
10. With regard to the interpretation or implementation of these rules the decision of M.D. will be final.
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51
11. If any doubt or difficulty arises in giving effect to the provisions of these rules, the M.D. may as occasion require, by order, do anything, not inconsistent with the provision of these rules, which appears to him necessary purpose of reviewing the doubt or difficulty. The Managing Director reserves the right either to amend these rules from time to time or to revolve the same at any time.
GUIDELINES
FOR
RECORDING
APPRAISAL
REPORT
BY
REPORTING AND REVIEWING OFFICER:
...
The Annual Appraisal Report is an important document. It provides the basic and vital inputs for assessing the performance of the employees and
ep
executives, and their further advancement in their career. The Reporting Authority and the Reviewing Authority should therefore, under take the objectivity.
de
duty of filling out the forms with a high sense of responsibility and
The Annual Performance report is used as tool for (Human Resource
Su
Management). Reporting authority is to realize that the objective is to develop an employee. So the employee realizes his/her true responsibility. Since it is not a FRUIT FINDING PROCESS but a DEVELOPMENTAL one, the reporting authority as well as reviewing authority should not shy away from giving correct assessment without any bias. Therefore, the columns/factors/attributes in the appraisal reporting form should be filled with due care and attention devoting adequate time. IKIWL have three Types of Forms: I. II. III.
Meant for Workers Meant for Clerical and Supervisory Staff Meant for Executives
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52
The form meant for workers and clerical/supervisory staffs are simple one, where as the form meant for executives has been designed to assess the performance and managerial potentiality while giving the executives the opportunity to record his/her self appraisal on the basis of specific achievements made by them during the year. Since the performance appraisal report meant for executives requires more care and diligence. The same has described in detail as follows: The form has three parts:
...
Parts I – Self appraisal to be recorded by appraise. Part II – To be filled by Reporting Authority.
ep
Part III – Has 17 factors/attributes.
I.
Performance factors from „ii‟ to „vi‟. Managerial Potential factors from „vii‟ to „xiv‟.
Su
II.
de
For performance assessment, Part II is divided into two groups.
Factor „I‟ is information regarding the duties assigned to the executive, factor „xv‟ is the comment on self appraisal recorded by appraise, and factor „xvii‟ is overall rating. Each factor has to be weighted in respect of its importance and overall assessment is to be decided at factor „xvii‟. Factor „iv‟ to „xii‟ are to be assessed on a „6 point‟ scale and the relevant scale point is to be tick marked. Factor „xiii‟ and „xiv‟ are in questionnaire form to be tick marked at appropriate column. Factor „ii‟, „iii‟, „xv‟ and „xvi‟ are to be written in narrative form.
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53
If there is any adverse remark or appreciation, care should to take to reflect the same under factor. Part III is meant for co-reporting (whenever specified). Part IV is meant for reviewing. Part V is Training need. Since factor from „iv‟ to „xii‟ are to be assessed on numerical point scale, „xiii‟ & „xiv‟ in questionnaire form and overall assessment is also on numerical point scale, it would be scientific and rational to develop a
...
system of co-relation between the both, by assigning Weightage to these factors, so that factor score can be found out as follows and all the factor assessment‟.
ep
scale added together can decide the score to be assigned under „overall
For example:
de
Factor Score=Scale Point tick marked * Weightage.
Su
Factor “Quality of Performance” is assigned Weightage of 0.5 point scale tick marked is 6. The factor score thus become 6*0.5=3. All the factor scores can be added up to arrive at overall rating which is on a 20 point scale. The factors which are of relevant importance have been assigned higher Weightage and factor has less importance with lesser Weightage.
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54
We have the following factors on point scale/questionnaire and Weightage is suggested as follows: FACTORS
WEIGHTAGE 0.5
2. Cost/Time control in Performance
0.3
3. Job Knowledge and Skill
0.5
4. Planning and Organizing
0.3
5. Incentive
0.3
6. Commitment and Sense of Responsibility
0.3
ep
7. Communication
...
1. Quality of Performance
0.2 0.3
9. Management of Human Resources
0.3
Su
de
8. Problem Analysis and Decision making
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55
Factors „xiii‟ i.e. LATERAL CO-OPERATION is in form of questionnaire which is to be marked at appropriate column and this may be assigned marks as follows: ATTRIBUTES
MARKS
1. Has a marked tendency to be unduly difficult with other Departments, regardless of overall Company Objective.
0 0.5
2. Reasonably co-operative. 3. Misses no opportunity to turn down other Departments.
0 0
5. Fully alive to Departments.
1
responsibility
towards
other
ep
his
...
4. Indifferent towards the needs and problems of other Departments.
Factor „xiv‟ i.e. SUBORDINATE DEVELOPMENT is also in the form of
de
questionnaire which is to be tick marked at appropriate column and this may be assigned marks as follows:
Su
ATTRIBUTES
1. Has an indifferent approach to the growth needs of subordinates. 2. Takes some Interest in subordinate development. 3. Thwarts the growth of subordinates. 4. Quite conscious of his responsibility to allow and encourage subordinate to grow.
MARKS 0
0.5 0 1
The total factor scores on above factors at highest point will come to 20. By the above exercise the overall rating can be found out at factor „xvii‟ where the point scale is 20. Academy of Management Studies, Bhubaneswar
56
ep
...
CHAPTER – V 5.1 Data Analysis
de
5.2 Interpretation and Findings
Su
5.3 Suggestions
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57
DATA ANALYSIS Question no 1: Number of service years in this organization. (a) 5-10 years
(b) 10-15 years
(c) More than 15 years
Less than 5 Years
5-10 Years
10-15 years
More than 15
Sample Size 87 Employees
21
38
17
11
...
Question
ep
Service Years
de
More than 15
Less than 5 Years
Su
10 - 15 Years
5 - 10 Years
Fig. 1.01
Findings: The response collected is based on the period of their service in the organization. As company was set up in 1950 so the years of service in the organization of most of the employees is more than 5 years. Which means most of the employees are well experienced.
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Question no 2: Are you aware about your performance appraisal or any evaluation done by your superior? (a) Yes
(b) No
Question 87
No
78
9
Su
de
ep
...
Sample Size Employees
Yes
Fig. 1.02
Findings :- 85 % the employees had responded in favor of that they were aware about performance appraisal.
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59
Question no 3: Are you aware about the modern techniques used in performance appraisal?
(a) Yes
(b) No
Yes
No
Sample Size 87 Employees
68
19
Su
de
ep
...
Question
Fig. 1.03
Findings: Near about 30% of the employees had not aware about modern performance appraisal techniques. Academy of Management Studies, Bhubaneswar
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Question no 4: Performance appraisal techniques make you better eligible for promotion, demotion, & transfer.
(a) Agreed (
)
(b) Not Agreed ( Agreed
Not agreed
72
15
)
Question 87
Su
de
ep
...
Sample Size Employees
Fig. 1.04 Findings: 80% of the respondent‟s shows that Performance Appraisal work as a good strategy to go ahead with promotion while 20% of respondents do not agree with it.
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Question no 5: Do you think performance appraisal is useful or just a waste of time? (a) Useful
(
)
(b) Waste of time
(
)
Question
82
5
...
87
Waste of time
Su
de
ep
Sample Size Employees
Useful
Fig. 1.05 Findings: More than 90% of the employees say that performance appraisal is useful for their self-assessment and promotions. Thus, they cannot ignore it. And rest of the employees thinks it as a waste of time.
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Question no 6: Proper and adequate performance appraisal plays a crucial role in your career development. (a) Agreed (
)
(b) Not Agreed
Question 87
No
92
8
)
Su
de
ep
...
Sample Size Employees
Yes
(
Fig. 1.06
Findings: More than 90% of the responses show that Performance Appraisal Report helps a lot in the promotional activities.
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Question no 7: Does performance appraisal report is helpful in identifying Training and Development need or it lay development plan for you? (a) To a large extent
To a extent
Sample Size 87 Employees
60
large
(c) Not at all
To some extent
Not at all
30
10
Su
de
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...
Question
(b) To some extent
Fig. 1.07 Findings: More than 65% of the respondents are satisfied by the performance appraisal report as it helps them to understand the job profile and helps in training need identification.
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Question no 8: Performance appraisal is most of the time fair and unbiased. (a) Agreed (
)
Question 87
Agreed
Not agreed
85
15
)
Su
de
ep
...
Sample Size Employees
(b) Not Agreed (
Fig. 1.08 Findings: More than 65 % of the respondents show that Performance Appraisal report is time fair & unbiased.
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Question no 9: Have you understood clearly, as to what is expecting from you? (a) Yes
(b) No
Question 87
YES
No
Cant‟ say
40
22
38
Su
de
ep
...
Sample Size Employees
(c) Cant‟ say
Fig. 1.09 Findings: There is a close response from the respondents Performance appraisal report where on one hand (near about 40%) that it makes feel refreshed & know there better responsibility. On other hand some say that it has helped them in improving their skills to define their future responsibility and performance.
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Question No 10: Does the organization provide counseling after appraisal? (a) Yes
(b) No
Question 87
No
71
16
Su
de
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...
Sample Size Employees
Yes
Fig. 1.10
Findings: Near about 80% of the respondents, say that Organization provides counseling after performance appraisal report.
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FINDINGS: 1. The response collected is based on the period of their service in the organization. As company was set up in 1950 so the years of service in the organization of most of the employees is more than 5 years, which means most of the employees are well experienced.
...
2. 85 % the employees had responded in favor of that they were aware about performance appraisal.
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3. Near about 30% of the employees had not aware about modern performance appraisal techniques.
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4. 80% of the respondent‟s shows that Performance Appraisal work as a good strategy to go ahead with promotion while 20% of respondents do not agree with it.
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5. More than 90% of the employees say that performance appraisal is useful for their self-assessment and promotions. Thus, they cannot ignore it. And rest of the employees thinks it as a waste of time.
6. More than 90% of the responses show that Performance Appraisal Report helps a lot in the promotional activities.
7. More than 65% of the respondents are satisfied by the performance appraisal report as it helps them to understand the job profile and helps in training need identification.
8. More than 65 % of the respondents show that Performance Appraisal report is time fair & unbiased. Academy of Management Studies, Bhubaneswar
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9. There is a close response from the respondents on Performance appraisal report where on one hand (near about 40%) say that it makes feel refreshed & know there better responsibility. On the other hand some say that it has helped them in improving their skills not to define their future responsibility and performance.
10. Near about 80% of the respondents, say that Organization provides counseling after performance appraisal report.
...
SUGGESTIONS:
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1. This situation realizes that there were 20% of the employees who are unaware of the performance appraisal report which will be reduced by providing them counseling.
Su
2. They should have to be aware about the performance appraisal techniques because they have to pass through it for taking better promotions & greater responsibility.
3. This shows there negligence towards their career & awareness. Thus, it can avoid by providing enough information to employee with the help of training & development exercise.
4. The 20% of respondent‟s responses shows that they are not aware about importance of performance appraisal report. They should be aware about that how they can take promotion and greater responsibility through better performance.
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...
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CHAPTER – VI
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2.1 Conclusion
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2.2 Annexure
2.3 Bibliography
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CONCLUSION:
It is truth that no work is completed in itself. In fact, completion of one job is actually the beginning of another job. Likewise, performance Appraisal is never ending process. It is essential for personal & professional development.
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This project has been considering all possible aspects mentioned in the project booklet. The project is made very clear and precise with the help of the relevant data gathered from the company, company website & through various annexure.
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In the concluding remark of my project report, I would like to state that at IDCOL KALINGA IRON WORKS LTD., the employees are considered as most valuable assets & strength for sustained growth & development of the company.
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They believe in investing continuously in human resource for their growth. The company is led by young professionals. They have an open work environment which is achievement oriented.
In spite of these merits, there are some demerits also in the company that the goals of the company are not decided in advance and no feedback fixed for workers and executives in IDCOL KALINGA IRON WORKS LTD.
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BIBLIOGRAPHY Aswathappa K, Human Resource & Personnel Management, Tata McGraw- Hill Publishing Co. Ltd., New Delhi, Sixth edition 2001 Kothari C.R., Research methodology methods & techniques, Wishwa Prakasan ublishing Co. Ltd., New Delhi, Sixth edition 2001. Human Resources Management by P.Subarao
...
Robinson Kenneth R., “A Handbook of Training Management” (Revised 2nd Edition), Aditya Books Private Ltd., New Delhi, 1992.
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SEARCH ENGINES
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Bajpai S. R., “Methods of Social Survey and Research”, Kitab Ghar, Kanpur, 2004.
1. www.google.com
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2. www.citehr.com
3. www.scribd.com
4. www.wikipaedia.org 5. www.performance-appraisal.com 6. www.performance-appraisal.org
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COPY OF QUESTIONNAIRES:
IDCOL KALINGA IRON WORKS LTD., KEUNJHAR Name:………………………………………………………………. Désignation / Post:………………………………………….. Salary Grade:……………………………………………………. Qualification:………………………………………………………
...
Experience (In Years):………………………………………
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1. No. of years of service in the organization: (a) Less than 5
(b) 5-10
(d) More than 15
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(c) 10-15
2. Do you aware about your performance appraisal or any evaluation done by your superior.
Su
(a) Yes
(b) No
3. Are your aware about the modern techniques used in your performance appraisal? (a) Yes
(b) No
4. Performance appraisal techniques make you better eligible for promotion, demotion, & transfer. (a) Agreed (
)
(b) Not Agreed (
)
5. Do you think performance appraisal is useful or just a waste of time? (a) Useful (
)
(b) waste of time (
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6. Proper and adequate performance appraisal plays a crucial role in your career development. (a)Agreed (
)
(b) Not Agreed (
)
7. Does performance appraisal report is helpful in identifying training & development need or it lay career development plan for you? (a) To a large extent (b) To some extent
(c) Not at all
)
(b) Not Agreed (
)
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(a)Agreed (
...
8. Performance appraisal is most of the time fair and unbiased.
9. Have you understood clearly, as to what is expecting from you? (b) No
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(a) Yes
10. Does the organization provide counseling after appraisal?
Su
(a) Yes
(b) No
Any suggestions:…………………………………………
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