Description
The doc describes about performance appraisal.
PROJECT REPORT ON
PERFORMANCE APPRAISAL
1
RAVIN CABLES LIMITED
ORGANIZATION CHART
C
M D D W
V W
G T E . M C . H G P R . M O . D M.
H
A I R
A
N E
I R
G C
M
I N G T O R D O
A
N
I R O
. P O
G
E R
C K
T S
O
R L
V . P A . R
I R E C C A L
T D O I RR E C T O R M P A U R R K C EH T A I S N E G
V T I NI N T G E . P R . N
.
R
. M &
K
.
S
G Q . M . C . . R N O . M R
L G O
. T R HW
O . M - O
C
L
M
A
R
K
E
G E . T U
A
T
I O
N
A
L
B
U
S
I N
E
M
C
D
I N
. T
A
R HE
T
E
. M A S
. M R
. G . M O M P IE D D
G . M . L A E F E R A I CS
TA
. M . R . M E S T S O U
ACHIEVEMNTS / MILESTONES
1951 – Established 1978 – Started Manufacturing 1997 – Commissioned plant in Pune 1999 – ISO 9002 Certificate 2000 – Export House Status 2002 – ISO 9001-2000 Certificate 2003 – Highest Exporters for Power Cables 2002-03 – Award For Highest Export
2
Objective / Title
“Study and Evaluation of Performance Appraisal System of an organization”
3
INDEX
Page No.
? SYNOPSIS ? METHODOLOGY ? COMPANY INFORMATION ? WHAT I HAVE DONE
7 8 9 11 12 13 16 19 20 21 22
? WHAT ACTUALLY HAPPENED
? SAMPLE QUESTIONNAIRE ? TABULATION OF FINDINGS ? ANALYSIS ? CONCLUSIONS ? RECOMMENDATIONS ? BIBLIOGRAPHY
4
SYNOPSIS:
Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development. In many organizations - but not all - appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions. By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. Whether this is an appropriate use of performance appraisal - the assignment and justification of rewards and penalties - is a very uncertain and contentious matter. In this project I have taken three different dimensions of Performance Appraisal namely Principles or Requirements, Purposes or Uses, and Limitations in Performance Appraisal system of today’s modern organization. With the medium of questionnaires and personal discussion, an attempt in evaluation of performance appraisal system is done.
5
What is the Methodology I have followed for this project?
•
Study and understand what exactly Performance Appraisal is from the course book.
• Based on understanding of subject preparing questionnaire. (Take help from web site)
•
Consulting with my professors and colleagues at ex-employer, about the project and taking their help in setting method for this project. Consulting with company employee (HR- Dept) about the project and taking their help in collecting data from employees.
•
• Visiting the company and taking opinion about the subject from the employees. • Taking response on the questionnaires. • Evaluating and analyzing data from questionnaires. • Preparing graph and charts. • Listing findings.
6
COMPANY INFORMATION
Name of company: - RAVIN CABLES LIMITED. Products offered: - Manufacturer and Supplier of Low and Medium Voltage Control and Power Cables up to 33 KV grade.
Executive Leadership
ramod Karia Chairman Nikhil P. Karia Director- Works Vijay P. Karia Managing Director Piyush Karia Director- Purchase Hemant K. T. Executive Director Vinayak Shirsat Company Secretary
WORK-OFFICES Administration office: Address Tel Mobile Fax E-mail FACTORY: Address Tel Fax E-mail : Gat. No. 227/230, Alandi-Markal Main Road, Markal Village, Taluka-Khed, District-Pune. : : : : : 302, 'Akruti Trade Center', MIDC Rd. No.7, Andheri (E), Mumbai - 400 093 +91 - (22)- 3081 6666 +91 - 9322213038 +91 - (22)- 3081 6661 [email protected]
: +91 -(2135) 232013/232014/232914 : +91 -(2135) 232498 : [email protected]
UAE Sales Office: Address Prime General Trading Company Ltd, : Office No - 19, Trading Office - B Block, Fujairah Freezone, Fujairah, UAE Tel : +971-9-2281088 Fax : +971-9-2281099 7
E-mail
: [email protected]
Some of the salient features of the Company and Product for your reference :
?
RAVIN CABLES LIMITED have one of the largest dedicated plants in the country devoted exclusively for manufacture of all types of cables up to 33 K.V, with floor up area exceeding 1,00,000 sq.ft.
? They are an ISO 9001-2000 company.
?
They are one of the largest EXPORTERS of cables from India. Also we are the only Cable Company in India enjoying distinction and status of “EXPORT HOUSE”.
? Their plant has been evaluated by various third party inspection agencies, consultants and Public sector companies viz- E.I.L, IRS, SGS, RITES, FEDO, H.P.C.L, B.A.R.C, N.P.C. etc. List of approvals, few registration certificates, reports and list of our elite customers are enclosed for your ready reference. ? All materials, from raw material to final stage are tested rigorously to applicable specifications. We have a team of Q.C. Engineers which carry out quality checks at every stage of manufacture, turning out quality product. ? They have all the facilities required for the testing in-house as per: IS:1554 [P-1&2], IS:7098 [P-1&2], IS:694, BS:6346, BS:5367 & IEC:60502. ? They offer sequential marking as well as size marking on the outer sheath of the cables. This helps in size verification as well as length verification at site without any mix-ups. ? Their products have been tested by various independent testing institutes viz- CPRI, ERDA, National Test House, etc.
Details of Man Power:
Managers Engineers Q.C. Staff Skilled Workers Unskilled Workers Production Design Administration : Sales Total : : : : : : : 15 : : 30 335 15 30 10 70 150 10 5
8
What I have done?
• I have read the subject from course book and visited some web sites, for more info.
•
Prepared questionnaires, took help from subject professor and visited google.com and few web sites. Through email contacted my ex-employer’s HR dept. Discussed the topic with Mr. Vishwas Dhal- HR Manager.
• •
• Took suggestions from him modified the project and questionnaire.
•
Visited their administrative office located at Andheri and took employee opinion on their System of Performance Appraisal.
9
What actually happened as against what I intended?
? I have decided to do this particular project with Ravin Cables Ltd. i.e my ex-employer because I, myself had gone through three Performance Appraisal during my tenure with them. On the day of project i.e on 15th December 2007 when I went to their Administrative office in Andheri at 10.30 am, I had a brief meeting with their HR-Head who gave me list of short-listed employees for this project. First I started with junior level employees but due to their busy working hours I could manage to get feedback from only 3 out of 5 employees selected for interview and questionnaire feedback. Next one by one I went to 7 top-management employees present on that day in the office. In each person’s cabin I spent around 10 minutes discussing their current Performance Appraisal System and getting their feedback on the questionnaire prepared. Finally getting the feedback from their HR Department and finished my work of Data Collection at around 2.30 pm.
?
?
?
?
?
10
Performance Appraisal- Questionnaire
Name of Employee: - _____________________ Designation: - _____________________________ Department: - ________________________ No. of Years of Service:- _______________ # Principles or Requirements of Employee Appraisal:
Do you think your appraisal system have the following essential elements in it? 1) Proper Evaluators: Yes No Can’t say No idea
2) Proper Timing: Yes No Can’t say No idea
3) Proper Feedback: Yes No Can’t say No idea
4) Proper Weightage: Yes No Can’t say No idea
5) Provision of Appeal: Yes No Can’t say No idea
6) Defined Job Dimensions: Yes No Can’t say No idea
7) Behaviour Based Dimensions: Yes 8) Reliability: Yes No Can’t say No idea No Can’t say No idea
11
COMMENT:
# Purposes and Uses of Performance Appraisal:
Do you think your appraisal system can satisfy or justify following needs? 1) Performance feedback: Yes No Can’t say No idea
2) Training and Development: Yes No Can’t say No idea
3) Validation of Selection Process: Yes 4) Promotions: Yes 5) Transfers: Yes No Can’t say No idea No Can’t say No idea No Can’t say No idea
6) Compensation Decisions: Yes No Can’t say No idea
7) Human Resource Planning: Yes No Can’t say No idea
8) Maintaining Good Management-Labour Relationship: Yes No Can’t say No idea
9) Documentary Evidence: Yes No Can’t say No idea
10) Effective Communication: Yes No Can’t say No idea
11) Career Development: Yes COMMENT: No Can’t say No idea
12
# Limitations of Performance Appraisal:
Do you think following is affecting your appraisal system? 1) Halo Effect: (Only on one positive quality or trait) Yes No Can’t say No idea
2) Horn Effect: (Only on one negative quality or perceived feature) Yes No Can’t say No idea
3) Central Tendency: (Extremely high or low evaluation avoided) Yes No Can’t say No idea
4) Problem of Leniency or Strictness: Yes No Can’t say No idea
5) Spillover effect: (Influenced by past performance) Yes No Can’t say No idea
6) Latest Behaviour: (Influenced by most recent behaviour) Yes 7) Personal Bias: Yes 8) Paper Work: Yes No Can’t say No idea No Can’t say No idea No Can’t say No idea
9) The Problem of Appropriate Technique: Yes No Can’t say No idea
10) Fear of Confrontations: (Giving above average score to below average personnel) Yes No Can’t say No idea
11) Fear of Spoiling Relations: Yes No Can’t say No idea
12) Violation of the Cordial Rule: (Person is evaluated rather than performance) Yes No Can’t say No idea
13) First Impression:
13
Yes
No
Can’t say
No idea
GRAPHICAL REPRESENTATION OF FINDINGS:
Below analysis based on sample size of 10 employees, age group ranging from 35 to 55, consisting of 7 top management and 3 Sub-ordinates. Data transformed into percentages. Q. Do you think your appraisal system have the following essential elements in it? Principle or Requirements of Employee Appraisal
Sr. No. 1 2 3 4 5 6 7 8 PRINCIPLES Proper Evaluators Proper Timing Proper Feedback Proper Weightage Provision of Appeal Defined Job Dimensions Behaviour Based Dimensions Reliability TOTAL: YES 7 4 7 4 5 4 4 6 41 NO 3 3 1 2 1 3 2 1 16 CAN'T SAY 0 3 1 2 3 3 4 3 19 NO IDEA 0 0 1 1 1 0 0 0 3
Principle s or Requireme nts of Employee Appraisal
4% 24% YES NO 52% 20% C AN 'T SAY N O IDEA
14
Q. Do you think your appraisal system can satisfy or justify following needs? Purposes and Uses of Performance Appraisal
Sr. No. 1 2 3 4 5 6 7 8 9 10 11 PURPOSES AND USES Performance Feedback Training and Development Validation of Selection Process Promotions Transfers Compensation Decisions Human Resource Planning Maintaining Good Management-Labour Relationship Documentary Evidence Effective Communication Career Development TOTAL: YES 6 5 5 7 3 4 4 3 3 7 6 53 NO 2 3 1 2 1 3 3 1 2 1 3 22 CAN'T SAY 2 2 4 1 6 3 3 6 5 2 1 35 NO IDEA 0 0 0 0 0 0 0 0 1 0 0 1
Purposes and Uses of Performance Appraisal
1% 32% 47% YES NO CAN'T SAY NO IDEA 20%
15
Q. Do you think following is affecting your appraisal system?
Limitations of Performance Appraisal:
Sr. No. 1 2 3 4 5 6 7 8 9 10 11 10 11 LIMITATIONS Halo Effect Horn Effect Central Tendency Problem of Leniency or Strictness Spillover Effect Latest Behaviour Personal Bias Paper Work The Problem of Appropriate Technique Fear of Confrontations Fear of Spoiling Relations Violation of Cordinal Rule First Impression TOTAL: YES 4 2 1 3 3 2 1 3 2 2 2 3 2 30 NO 5 6 5 6 6 7 7 6 2 7 8 6 6 77 CAN'T SAY 0 1 4 1 1 1 1 0 5 1 0 0 2 17 NO IDEA 1 1 0 0 0 0 1 1 1 0 0 1 0 6
Limitations of Performance Appraisal
13%
5%
23% YES NO CAN'T SAY NO IDEA
59%
16
ANALYSIS / FINDINGS:
Principle or Requirements of Employee Appraisal: Out of the 8 essential requirements of Performance Appraisal (PA), employees were agreeing to have 4 requirements satisfied by their current PA system. In the remaining 4 elements there was strong negative feedback on Proper Timing, Proper Weightage and Defined Job Dimension as more than 50% of the surveyed employees gave response of “Can’t Say” on these parts. Purposes or Uses of Performance Appraisal: Here there was no consensus among the employees on most of the parts. For example they were not very sure whether their Performance Appraisal is actually used for purposes like Transfers, Compensation Decisions, Human Resource Planning, Maintaining Good Management-Labour Relationship and Documentary Evidence. More than 75% surveyed employees marked option of “Can’t Say” on the questionnaire given to them. Limitations in Performance Appraisal: In this final segment all most everybody agreed that their current Performance Appraisal system is good enough to overcome almost all the frequent limitations or obstacles. The only concerned here was almost all the employees were not very sure about whether their current PA technique is the appropriate one or not as 90% of the surveyed employees marked option of “Can’t Say” on the questionnaire given to them.
17
CONCLUSIONS:
? First measure concern for all the junior level employees is the well defined job profile as they were not very clear about what kind of work they are performing at their respective departments and designations. We need to have proper weightage allocations to different aspects of employees work qualities as well as behavioural qualities. We need to have proper timings for carrying out these Performance Appraisals to get the Optimum utilization of this entire process. Employees specially the junior level need to be more aware of the importance of Performance Appraisal for that they need to be educated about the various aspects of PA. In smaller organizations Performance Appraisals can play a very important role in Maintaining Good Management-Labour Relationship. To have an effective Performance Appraisal System it is very essential to select an appropriate technique which can best suit your organization’s work culture.
?
?
?
?
?
18
RECOMMENDATIONS:
The HR Department should take some aggressive decisions to carry out the following changes:
? Change the current period of Performance Appraisal from the month of March (which is in the middle of a peak season for cable industry) to month of August or September (during their slack period of business) as employees can then devote sufficient time for their PA.
? There has to be some seminars conducted to make employees aware of the importance and various benefits of Performance Appraisals not only for organization but also for each individual.
? If possible try to implement 360° technique for PA in place of current MBO technique of PA which will be more appropriate and suitable to culture of the organization.
19
BIBLIOGRAPHY / REFERENCES:
1. Organization Behavior - Fred Luthans. 2. Organization Behavior – steven Robbins. 3. Organization Behavior - Ashwathapa. 4. Simon, H. A. 1945. Administrative Behavior. New York: Free Press. 5. Porter, M. 1980. "Competitive strategy in declining industries." In Competitive Strategy. Porter, M. (ed.) p. 254-274. New York: Free Press. 6. Drucker, P. F. 1974. Management: Tasks, Responsibilities, Practices. New York: Harper & Row. 7.http://www.marquette.edu 8.http://job.123oye.com 9.http://www.hcareers.com 10.http://wistechnology.com 11.http://www.workplacefairness.org
20
doc_220608848.doc
The doc describes about performance appraisal.
PROJECT REPORT ON
PERFORMANCE APPRAISAL
1
RAVIN CABLES LIMITED
ORGANIZATION CHART
C
M D D W
V W
G T E . M C . H G P R . M O . D M.
H
A I R
A
N E
I R
G C
M
I N G T O R D O
A
N
I R O
. P O
G
E R
C K
T S
O
R L
V . P A . R
I R E C C A L
T D O I RR E C T O R M P A U R R K C EH T A I S N E G
V T I NI N T G E . P R . N
.
R
. M &
K
.
S
G Q . M . C . . R N O . M R
L G O
. T R HW
O . M - O
C
L
M
A
R
K
E
G E . T U
A
T
I O
N
A
L
B
U
S
I N
E
M
C
D
I N
. T
A
R HE
T
E
. M A S
. M R
. G . M O M P IE D D
G . M . L A E F E R A I CS
TA
. M . R . M E S T S O U
ACHIEVEMNTS / MILESTONES
1951 – Established 1978 – Started Manufacturing 1997 – Commissioned plant in Pune 1999 – ISO 9002 Certificate 2000 – Export House Status 2002 – ISO 9001-2000 Certificate 2003 – Highest Exporters for Power Cables 2002-03 – Award For Highest Export
2
Objective / Title
“Study and Evaluation of Performance Appraisal System of an organization”
3
INDEX
Page No.
? SYNOPSIS ? METHODOLOGY ? COMPANY INFORMATION ? WHAT I HAVE DONE
7 8 9 11 12 13 16 19 20 21 22
? WHAT ACTUALLY HAPPENED
? SAMPLE QUESTIONNAIRE ? TABULATION OF FINDINGS ? ANALYSIS ? CONCLUSIONS ? RECOMMENDATIONS ? BIBLIOGRAPHY
4
SYNOPSIS:
Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development. In many organizations - but not all - appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions. By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. Whether this is an appropriate use of performance appraisal - the assignment and justification of rewards and penalties - is a very uncertain and contentious matter. In this project I have taken three different dimensions of Performance Appraisal namely Principles or Requirements, Purposes or Uses, and Limitations in Performance Appraisal system of today’s modern organization. With the medium of questionnaires and personal discussion, an attempt in evaluation of performance appraisal system is done.
5
What is the Methodology I have followed for this project?
•
Study and understand what exactly Performance Appraisal is from the course book.
• Based on understanding of subject preparing questionnaire. (Take help from web site)
•
Consulting with my professors and colleagues at ex-employer, about the project and taking their help in setting method for this project. Consulting with company employee (HR- Dept) about the project and taking their help in collecting data from employees.
•
• Visiting the company and taking opinion about the subject from the employees. • Taking response on the questionnaires. • Evaluating and analyzing data from questionnaires. • Preparing graph and charts. • Listing findings.
6
COMPANY INFORMATION
Name of company: - RAVIN CABLES LIMITED. Products offered: - Manufacturer and Supplier of Low and Medium Voltage Control and Power Cables up to 33 KV grade.
Executive Leadership
ramod Karia Chairman Nikhil P. Karia Director- Works Vijay P. Karia Managing Director Piyush Karia Director- Purchase Hemant K. T. Executive Director Vinayak Shirsat Company SecretaryWORK-OFFICES Administration office: Address Tel Mobile Fax E-mail FACTORY: Address Tel Fax E-mail : Gat. No. 227/230, Alandi-Markal Main Road, Markal Village, Taluka-Khed, District-Pune. : : : : : 302, 'Akruti Trade Center', MIDC Rd. No.7, Andheri (E), Mumbai - 400 093 +91 - (22)- 3081 6666 +91 - 9322213038 +91 - (22)- 3081 6661 [email protected]
: +91 -(2135) 232013/232014/232914 : +91 -(2135) 232498 : [email protected]
UAE Sales Office: Address Prime General Trading Company Ltd, : Office No - 19, Trading Office - B Block, Fujairah Freezone, Fujairah, UAE Tel : +971-9-2281088 Fax : +971-9-2281099 7
: [email protected]
Some of the salient features of the Company and Product for your reference :
?
RAVIN CABLES LIMITED have one of the largest dedicated plants in the country devoted exclusively for manufacture of all types of cables up to 33 K.V, with floor up area exceeding 1,00,000 sq.ft.
? They are an ISO 9001-2000 company.
?
They are one of the largest EXPORTERS of cables from India. Also we are the only Cable Company in India enjoying distinction and status of “EXPORT HOUSE”.
? Their plant has been evaluated by various third party inspection agencies, consultants and Public sector companies viz- E.I.L, IRS, SGS, RITES, FEDO, H.P.C.L, B.A.R.C, N.P.C. etc. List of approvals, few registration certificates, reports and list of our elite customers are enclosed for your ready reference. ? All materials, from raw material to final stage are tested rigorously to applicable specifications. We have a team of Q.C. Engineers which carry out quality checks at every stage of manufacture, turning out quality product. ? They have all the facilities required for the testing in-house as per: IS:1554 [P-1&2], IS:7098 [P-1&2], IS:694, BS:6346, BS:5367 & IEC:60502. ? They offer sequential marking as well as size marking on the outer sheath of the cables. This helps in size verification as well as length verification at site without any mix-ups. ? Their products have been tested by various independent testing institutes viz- CPRI, ERDA, National Test House, etc.
Details of Man Power:
Managers Engineers Q.C. Staff Skilled Workers Unskilled Workers Production Design Administration : Sales Total : : : : : : : 15 : : 30 335 15 30 10 70 150 10 5
8
What I have done?
• I have read the subject from course book and visited some web sites, for more info.
•
Prepared questionnaires, took help from subject professor and visited google.com and few web sites. Through email contacted my ex-employer’s HR dept. Discussed the topic with Mr. Vishwas Dhal- HR Manager.
• •
• Took suggestions from him modified the project and questionnaire.
•
Visited their administrative office located at Andheri and took employee opinion on their System of Performance Appraisal.
9
What actually happened as against what I intended?
? I have decided to do this particular project with Ravin Cables Ltd. i.e my ex-employer because I, myself had gone through three Performance Appraisal during my tenure with them. On the day of project i.e on 15th December 2007 when I went to their Administrative office in Andheri at 10.30 am, I had a brief meeting with their HR-Head who gave me list of short-listed employees for this project. First I started with junior level employees but due to their busy working hours I could manage to get feedback from only 3 out of 5 employees selected for interview and questionnaire feedback. Next one by one I went to 7 top-management employees present on that day in the office. In each person’s cabin I spent around 10 minutes discussing their current Performance Appraisal System and getting their feedback on the questionnaire prepared. Finally getting the feedback from their HR Department and finished my work of Data Collection at around 2.30 pm.
?
?
?
?
?
10
Performance Appraisal- Questionnaire
Name of Employee: - _____________________ Designation: - _____________________________ Department: - ________________________ No. of Years of Service:- _______________ # Principles or Requirements of Employee Appraisal:
Do you think your appraisal system have the following essential elements in it? 1) Proper Evaluators: Yes No Can’t say No idea
2) Proper Timing: Yes No Can’t say No idea
3) Proper Feedback: Yes No Can’t say No idea
4) Proper Weightage: Yes No Can’t say No idea
5) Provision of Appeal: Yes No Can’t say No idea
6) Defined Job Dimensions: Yes No Can’t say No idea
7) Behaviour Based Dimensions: Yes 8) Reliability: Yes No Can’t say No idea No Can’t say No idea
11
COMMENT:
# Purposes and Uses of Performance Appraisal:
Do you think your appraisal system can satisfy or justify following needs? 1) Performance feedback: Yes No Can’t say No idea
2) Training and Development: Yes No Can’t say No idea
3) Validation of Selection Process: Yes 4) Promotions: Yes 5) Transfers: Yes No Can’t say No idea No Can’t say No idea No Can’t say No idea
6) Compensation Decisions: Yes No Can’t say No idea
7) Human Resource Planning: Yes No Can’t say No idea
8) Maintaining Good Management-Labour Relationship: Yes No Can’t say No idea
9) Documentary Evidence: Yes No Can’t say No idea
10) Effective Communication: Yes No Can’t say No idea
11) Career Development: Yes COMMENT: No Can’t say No idea
12
# Limitations of Performance Appraisal:
Do you think following is affecting your appraisal system? 1) Halo Effect: (Only on one positive quality or trait) Yes No Can’t say No idea
2) Horn Effect: (Only on one negative quality or perceived feature) Yes No Can’t say No idea
3) Central Tendency: (Extremely high or low evaluation avoided) Yes No Can’t say No idea
4) Problem of Leniency or Strictness: Yes No Can’t say No idea
5) Spillover effect: (Influenced by past performance) Yes No Can’t say No idea
6) Latest Behaviour: (Influenced by most recent behaviour) Yes 7) Personal Bias: Yes 8) Paper Work: Yes No Can’t say No idea No Can’t say No idea No Can’t say No idea
9) The Problem of Appropriate Technique: Yes No Can’t say No idea
10) Fear of Confrontations: (Giving above average score to below average personnel) Yes No Can’t say No idea
11) Fear of Spoiling Relations: Yes No Can’t say No idea
12) Violation of the Cordial Rule: (Person is evaluated rather than performance) Yes No Can’t say No idea
13) First Impression:
13
Yes
No
Can’t say
No idea
GRAPHICAL REPRESENTATION OF FINDINGS:
Below analysis based on sample size of 10 employees, age group ranging from 35 to 55, consisting of 7 top management and 3 Sub-ordinates. Data transformed into percentages. Q. Do you think your appraisal system have the following essential elements in it? Principle or Requirements of Employee Appraisal
Sr. No. 1 2 3 4 5 6 7 8 PRINCIPLES Proper Evaluators Proper Timing Proper Feedback Proper Weightage Provision of Appeal Defined Job Dimensions Behaviour Based Dimensions Reliability TOTAL: YES 7 4 7 4 5 4 4 6 41 NO 3 3 1 2 1 3 2 1 16 CAN'T SAY 0 3 1 2 3 3 4 3 19 NO IDEA 0 0 1 1 1 0 0 0 3
Principle s or Requireme nts of Employee Appraisal
4% 24% YES NO 52% 20% C AN 'T SAY N O IDEA
14
Q. Do you think your appraisal system can satisfy or justify following needs? Purposes and Uses of Performance Appraisal
Sr. No. 1 2 3 4 5 6 7 8 9 10 11 PURPOSES AND USES Performance Feedback Training and Development Validation of Selection Process Promotions Transfers Compensation Decisions Human Resource Planning Maintaining Good Management-Labour Relationship Documentary Evidence Effective Communication Career Development TOTAL: YES 6 5 5 7 3 4 4 3 3 7 6 53 NO 2 3 1 2 1 3 3 1 2 1 3 22 CAN'T SAY 2 2 4 1 6 3 3 6 5 2 1 35 NO IDEA 0 0 0 0 0 0 0 0 1 0 0 1
Purposes and Uses of Performance Appraisal
1% 32% 47% YES NO CAN'T SAY NO IDEA 20%
15
Q. Do you think following is affecting your appraisal system?
Limitations of Performance Appraisal:
Sr. No. 1 2 3 4 5 6 7 8 9 10 11 10 11 LIMITATIONS Halo Effect Horn Effect Central Tendency Problem of Leniency or Strictness Spillover Effect Latest Behaviour Personal Bias Paper Work The Problem of Appropriate Technique Fear of Confrontations Fear of Spoiling Relations Violation of Cordinal Rule First Impression TOTAL: YES 4 2 1 3 3 2 1 3 2 2 2 3 2 30 NO 5 6 5 6 6 7 7 6 2 7 8 6 6 77 CAN'T SAY 0 1 4 1 1 1 1 0 5 1 0 0 2 17 NO IDEA 1 1 0 0 0 0 1 1 1 0 0 1 0 6
Limitations of Performance Appraisal
13%
5%
23% YES NO CAN'T SAY NO IDEA
59%
16
ANALYSIS / FINDINGS:
Principle or Requirements of Employee Appraisal: Out of the 8 essential requirements of Performance Appraisal (PA), employees were agreeing to have 4 requirements satisfied by their current PA system. In the remaining 4 elements there was strong negative feedback on Proper Timing, Proper Weightage and Defined Job Dimension as more than 50% of the surveyed employees gave response of “Can’t Say” on these parts. Purposes or Uses of Performance Appraisal: Here there was no consensus among the employees on most of the parts. For example they were not very sure whether their Performance Appraisal is actually used for purposes like Transfers, Compensation Decisions, Human Resource Planning, Maintaining Good Management-Labour Relationship and Documentary Evidence. More than 75% surveyed employees marked option of “Can’t Say” on the questionnaire given to them. Limitations in Performance Appraisal: In this final segment all most everybody agreed that their current Performance Appraisal system is good enough to overcome almost all the frequent limitations or obstacles. The only concerned here was almost all the employees were not very sure about whether their current PA technique is the appropriate one or not as 90% of the surveyed employees marked option of “Can’t Say” on the questionnaire given to them.
17
CONCLUSIONS:
? First measure concern for all the junior level employees is the well defined job profile as they were not very clear about what kind of work they are performing at their respective departments and designations. We need to have proper weightage allocations to different aspects of employees work qualities as well as behavioural qualities. We need to have proper timings for carrying out these Performance Appraisals to get the Optimum utilization of this entire process. Employees specially the junior level need to be more aware of the importance of Performance Appraisal for that they need to be educated about the various aspects of PA. In smaller organizations Performance Appraisals can play a very important role in Maintaining Good Management-Labour Relationship. To have an effective Performance Appraisal System it is very essential to select an appropriate technique which can best suit your organization’s work culture.
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RECOMMENDATIONS:
The HR Department should take some aggressive decisions to carry out the following changes:
? Change the current period of Performance Appraisal from the month of March (which is in the middle of a peak season for cable industry) to month of August or September (during their slack period of business) as employees can then devote sufficient time for their PA.
? There has to be some seminars conducted to make employees aware of the importance and various benefits of Performance Appraisals not only for organization but also for each individual.
? If possible try to implement 360° technique for PA in place of current MBO technique of PA which will be more appropriate and suitable to culture of the organization.
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BIBLIOGRAPHY / REFERENCES:
1. Organization Behavior - Fred Luthans. 2. Organization Behavior – steven Robbins. 3. Organization Behavior - Ashwathapa. 4. Simon, H. A. 1945. Administrative Behavior. New York: Free Press. 5. Porter, M. 1980. "Competitive strategy in declining industries." In Competitive Strategy. Porter, M. (ed.) p. 254-274. New York: Free Press. 6. Drucker, P. F. 1974. Management: Tasks, Responsibilities, Practices. New York: Harper & Row. 7.http://www.marquette.edu 8.http://job.123oye.com 9.http://www.hcareers.com 10.http://wistechnology.com 11.http://www.workplacefairness.org
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