abhishreshthaa
Abhijeet S
Human Resource Management of Syntel : Syntel, Inc. (NASDAQ: SYNT) is a global provider of Information Technology (IT) and Knowledge Process Outsourcing (KPO) solutions, with global development centers in India, and US.
Syntel was founded in Troy, Michigan in 1980 by Indian Bharat Desai, a graduate of University of Michigan’s Stephen M. Ross School of Business and Neerja Sethi with an initial investment of $2,000. Originally named “Systems International,” the company began providing software staffing services to local corporations, earning $30,000 in its first year.
On February 1, 2010, Syntel announced the promotion of Prashant Ranade to the position of CEO. Founder and former CEO Bharat Desai will continue to serve as Chairman of the Board, and is the majority shareholder.
As of June 30, 2010, Syntel has over 14,900 employees and annual revenues in excess of $419 million.
1* Reasons to measure white-collar work
1. performance management
2. Corporate direction
3. Pay for performance
4. Evaluation
5. Job ROI (return on investment)
*2* Reasons of difficulty in measurement
1. Fear
2. Creative work
3. Nature of work
4. Lack of knowledge
*3* Technique to create performance standards for white-collar work
This procedure consists of three steps
1. Identifying the results
This step helps to decide what to measure in a job
o Behavior
or
o Results
2. Defining the measures
This step decides the factors to evaluate how well a result has been done.
Two kinds of measures are
o Numeric
o Descriptive
3. Setting standards
Here we assume that each measure is a yardstick. The employee should know what point on the yardstick represents meeting expectations.
Parco is the biggest oil refinery in Asia. Parco stands for Pakarab Refinery Limited. Parco is incorporated in MAY 1974 as a public limited company. Pakarab refinery limited (Parco) is a joint venture of Government of Pakistan (GOP) & Abu Dhabi.
Its authorised capital is Rs.5 billion and paid up capital of Rs.2.16 billion of which 60% is held by GOP and 40% by ABU DHABI PETROLEUM INVESMENT COMPANY (ADPI) .In the last 25 years the company has expanded a phenomenal 24 times and has achieved an equity base of Rs. 13 billion and an asset base exceeding Rs.68 billion or just over US$ 10 billion in current dollar terms.
PERFORMANCE MOTIVATION FACTORS IN PARCO
1. Commit fully to your job.
2. Accept ambiguity and uncertainty. Create and play your
role for clarity.
3. Hold yourself accountable for outcomes.
4. See yourself as a service centre.
5. Behave like you are in business for yourself.
6. Manage your own morale.
7. Be a fixer, not a fin ger-pointer.
8. Alter your expectations.
Human Resource Departmnt Introduction In Parco
Parco has its HR department in head quarter Karachi , but its subunit is working at the site with the name of Personnel Department. All the policies regarding Human Resource are developed in Karachi and further they are communicated to the Personnel Department at the site. Personnel Department implement these policies to the human resource at there.
Among these policies , one main policy is n the area of Performance Appraisal which is the main function of Human Resource Department. At Parco Qasba Gujrat ,Mahmood kot ,Personnel Department does the performance appraisal of employees and sends its evaluation with its suggestions to HR department , Karachi.
In HR department , the development programs are made on the basis of performance appraisal’s evaluation and personnel department’s suggestions.
Analysis of Parco
Type of organization Manufacturing
Categories of employees Senior executive , line managers, mangers, Engineer and technical staff, operating staff, Sales force
Existence of Hr department yes
Purpose of performance appraisal promotion, guide to job changes, salary decision, employee development, supervisory understanding.
Performance appraisal approach comparison against standards, direct performance measure
Who does performance appraisal immediate supervisor
Feedback to employee about
resultsyes upto some extent
Methods of appraisal rating scale(personal trait and behavior scale, job dimension rating scale)
Problems organizational influence, personal biasness, difficult to set qualitative standard
Evaluation of performance appraisal
accuracy up to some extent
Reason for inaccurate evaluation subjective standard, rate error, negative communication
Syntel was founded in Troy, Michigan in 1980 by Indian Bharat Desai, a graduate of University of Michigan’s Stephen M. Ross School of Business and Neerja Sethi with an initial investment of $2,000. Originally named “Systems International,” the company began providing software staffing services to local corporations, earning $30,000 in its first year.
On February 1, 2010, Syntel announced the promotion of Prashant Ranade to the position of CEO. Founder and former CEO Bharat Desai will continue to serve as Chairman of the Board, and is the majority shareholder.
As of June 30, 2010, Syntel has over 14,900 employees and annual revenues in excess of $419 million.
1* Reasons to measure white-collar work
1. performance management
2. Corporate direction
3. Pay for performance
4. Evaluation
5. Job ROI (return on investment)
*2* Reasons of difficulty in measurement
1. Fear
2. Creative work
3. Nature of work
4. Lack of knowledge
*3* Technique to create performance standards for white-collar work
This procedure consists of three steps
1. Identifying the results
This step helps to decide what to measure in a job
o Behavior
or
o Results
2. Defining the measures
This step decides the factors to evaluate how well a result has been done.
Two kinds of measures are
o Numeric
o Descriptive
3. Setting standards
Here we assume that each measure is a yardstick. The employee should know what point on the yardstick represents meeting expectations.
Parco is the biggest oil refinery in Asia. Parco stands for Pakarab Refinery Limited. Parco is incorporated in MAY 1974 as a public limited company. Pakarab refinery limited (Parco) is a joint venture of Government of Pakistan (GOP) & Abu Dhabi.
Its authorised capital is Rs.5 billion and paid up capital of Rs.2.16 billion of which 60% is held by GOP and 40% by ABU DHABI PETROLEUM INVESMENT COMPANY (ADPI) .In the last 25 years the company has expanded a phenomenal 24 times and has achieved an equity base of Rs. 13 billion and an asset base exceeding Rs.68 billion or just over US$ 10 billion in current dollar terms.
PERFORMANCE MOTIVATION FACTORS IN PARCO
1. Commit fully to your job.
2. Accept ambiguity and uncertainty. Create and play your
role for clarity.
3. Hold yourself accountable for outcomes.
4. See yourself as a service centre.
5. Behave like you are in business for yourself.
6. Manage your own morale.
7. Be a fixer, not a fin ger-pointer.
8. Alter your expectations.
Human Resource Departmnt Introduction In Parco
Parco has its HR department in head quarter Karachi , but its subunit is working at the site with the name of Personnel Department. All the policies regarding Human Resource are developed in Karachi and further they are communicated to the Personnel Department at the site. Personnel Department implement these policies to the human resource at there.
Among these policies , one main policy is n the area of Performance Appraisal which is the main function of Human Resource Department. At Parco Qasba Gujrat ,Mahmood kot ,Personnel Department does the performance appraisal of employees and sends its evaluation with its suggestions to HR department , Karachi.
In HR department , the development programs are made on the basis of performance appraisal’s evaluation and personnel department’s suggestions.
Analysis of Parco
Type of organization Manufacturing
Categories of employees Senior executive , line managers, mangers, Engineer and technical staff, operating staff, Sales force
Existence of Hr department yes
Purpose of performance appraisal promotion, guide to job changes, salary decision, employee development, supervisory understanding.
Performance appraisal approach comparison against standards, direct performance measure
Who does performance appraisal immediate supervisor
Feedback to employee about
resultsyes upto some extent
Methods of appraisal rating scale(personal trait and behavior scale, job dimension rating scale)
Problems organizational influence, personal biasness, difficult to set qualitative standard
Evaluation of performance appraisal
accuracy up to some extent
Reason for inaccurate evaluation subjective standard, rate error, negative communication
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