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PREFACE At ACME TELE POWER LT .! PA"T"A#AR! the e$ployees are consi%ere%
as $ost &al'a(le asset an% stren)th for s'staine% )rowth in the %e&elop$ent of the co$pany.*t (elie&es in testin) contin'o'sly the h'$an reso'rces for e$ployee+s personal )rowth. ,o'n) professional lea%s the co$pany.*t has the open wor- en&iron$ent! which is achie&e$ent oriente% an% its %ri&en (y a'tono$y an% recepti&e to inno&ations. Li-e any other or)ani.ation! ACME TELE POWER LT .! PA"T"A#AR has fra$e% R'les! Re)'lations! Policies! /yste$s an% /che$es etc. for r'nnin) its ('siness s$oothly. Ac$e Tele Power Lt%.! Pantna)ar has also intro%'ce% &ario's sche$es for the welfare of e$ployees 0or s$ooth ('siness operations an% to ta-e a%&anta)e of the (enefits 'n%er these sche$es! it is necessary that e&ery e$ployee 'n%erstan% that these R'les! Re)'lations! Policies! /yste$s an% /che$es f'lly an% clearly.
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ACKNOWLEDGEMENT
“In difficult moments, e!"#e li$e duc$, $ee% c"lm "nd un&uffled on t!e su&f"ce, ut $ee% %"ddlin' "(") li$e c&"*) unde&ne"t!+
0irst of all * wo'l% li-e to than- Mr. 1././herawat 23R4 for )rantin) per$ission to $e for the s'$$er trainin) at ACME TELE POWER LT .!Pantna)ar. * wo'l% also li-e to than-s to Mr.5ai%eep /in)h 2 A%$inistrati&e 3ea%4 who pro&i%e% $e sincere )'i%ance at e&ery possi(le j'nct're..
Last ('t not the least6 * than- $y instit'te *C0A* ! Pantna)ar! for pro&i%in) $e with the e7perience of perfor$in) $y project at a rep'te% co$pany li-e ACME TELE POWER LT .!Pantna)ar .
"a$e
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CONTENT C1APTER 2
8.8 8.9 8.: 8.; 8.< 8.= 8.> 8.? *ntro%'ction O(jecti&es of the st'%y Research Metho%olo)y /cope of the st'%y Li$itations of the st'%y Operational %efinition of the concept Learnin)+s in the E7ec'ti&e trainin) Awar%s/ Rewar%s recei&e% %'rin) the E.T
C1APTER 3
9.8 9.9 9.: Co$pany Profile 3'$an Reso'rce e&elop$ent2Perfor$ance Appraisal4 1ell /hape% C'r&e
C1APTER 4
:.8 :.9 :.: ata Analysis *nterpretations an% fin%in)s /'))estions
C1APTER 5
;.8 ;.9 Reco$$en%ations Concl'sion
6i lio'&"%!)
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C1APTER I INTROD7CTION
*n the so hi)hly co$petiti&e an% rapi%ly chan)in) en&iron$ent to s'r&i&e the co$panies nee% well traine% an% s-ille% wor-er. *n%ia is a &ery rich co'ntry in the ter$ of reso'rces! weather nat'ral or technical an% scientific .1't it is &ery sa% to state that *n%ia! till now! has not perfectly learnt how to %e&elop its $an power an% tap its h'$an reso'rces for the (etter$ent of its citi.enry an% ('siness )oal. 0or s'$$er trainin) * )ot an opport'nity to %o $y s'$$er trainin) in ACME TELE POWER LTD., PANTNAGAR (eca'se it is one of the (i))est! well esta(lishe% an% renowne% in its fiel% an% serio's a(o't trainin) its wor-er an% intent to $a-e it 'n%erstoo% that they really care for the$.
O68ECTI9E: OF :T7D;
@ To 'n%erstan% the Perfor$ance Appraisal acti&ities of ACME TELE POWER LT .! PA"T"A#AR. @ To fin% o't if the Perfor$ance Appraisal acti&ities help the e$ployee in his perfor$ance. @ Ta-e the response of e$ployees towar%s the Perfor$ance Appraisal acti&ities carrie% on 'pon the$.
:AMPLE :I<E
The sa$ple si.e is of 8AA e$ployees! fro$ ACME TELE POWERLT ! PA"T"A#AR.
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RE:EARC1 MET1ODOLOG;
T!e stud) ("s done (it! t!e !el% of %&im"&) "s (ell "s second"&) d"t". Pri$ary %ata were collecte% thro')h the B'estionnaire while secon%ary %ata were collecte% thro')h: @ *nternet @ Co$pany report @ 1roch'res etc.
:COPE OF T1E :T7D;
The topic chosen Perfor$ance appraisal was ai$e% for the (etter$ent of the or)ani.ation in ter$s of B'ality as well as B'antity. The scope of the st'%y 'n%er $entione% points %epicts the sa$e. 8. To increase the pro%'cti&ity (y increasin) the le&el of perfor$ance. 9. The pro)ra$$e wo'l% help the or)ani.ation in $eetin) it f't're personal nee%. :. The pro)ra$$e will help the e$ployee in their personal )ro'p (y i$pro&in) their -nowle%)e as well as s-ill.
LIMITATION: OF T1E :T7D; 8. Lac- of e7pertise trainer han%e% in the prosec'tion of Perfor$ance Appraisal
pro)ra$$e. 9. Lac- of feelin) in people of a)ainst the awareness for the Perfor$ance Appraisal pro)ra$$e. :. /earch for the e7act Appraisal was also %iffic'lt to %efine.
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OPERATIONAL DEFINITION OF T1E CONCEPT
PER0ORMA"CE APPRA*/AL /,/TEM
Pe&fo&m"nce "%%&"is"l is " %&ocess of e#"lu"tin' em%lo)ee %e&fo&m"nce fo& the p'rpose of place$ents! selections for pro$otions! career plannin)! financial rewar%s! $oti&ation etc! an% perfor$ance appraisal see-s to achie&e followin) o(jecti&e.
@ To assess the perfor$ance! personal attri('tes an% potential of the e$ployee. @ Perfor$ance (ase% rewar%s in ter$s of pro$otion! incre$ents etc. @ To i%entify trainin) nee%s. @ To assess stren)ths! areas of i$pro&e$ents an% )i&e fee%(ac- to the e$ployee.
PERFORMANCE APPRAI:AL PROCE::
8. 3R to prepare the Appraisal 0or$ of in%i&i%'al e$ployee to (e appraise% an% sen% it to concerne% Re&iewin) Officer/3O . 9. Re&iewin) A'thority/3O will arran)e% %istri('tion of for$ to in%i&i%'al e$ployee thro')h Appraisin) Officer//.3.
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:. E$ployee shall fill his part in the Appraisal for$ in the appraisal for$ an% shall han% o&er the sa$e to Re&iewin) Officer//.3.
C1APTER II
COMPAN; PROFILE
ACME Tele Power Lt%. was incorporate% in 9AA:. The co$pany was esta(lishe%
with a $ission to pro&i%e inno&ati&e an% creati&e sol'tion to hltherto 'na%%resse% infrastr'ct're Can% power Crelati&e pro(le$s face% (y the teleco$ operators in the co'ntry. The i%ea was to pro&i%e sol'tions that are cost effecti&e! en&iron$ent frien%ly! relia(le an% %eli&ere% a B'ic- RO*.
1ase% on the co$$it$ent to RD inno&ation! ACME Tele Power con&erte% its &ision an% $ission into tan)i(le ('siness reality (y la'nchin) a spate of 'niB'e an% ori)inal pro%'cts that clearly a%%resse% the pain points of the teleco$ operators. Their s'ccess in this en%ea&or is (orn o't the fact that so$e of the lar)est Teleco$ co$panies in the worl% li-e "o-ia an% Airtel are 'sers of their passi&e infrastr'ct'res sol'tions.
ACME Tele Power Lt%. 2ATPL4! pro&i%es co$prehensi&e passi&e infrastr'ct're
sol'tions to wireless teleco$ players (oth in *n%ia as well as o&erseas. *t has three $ain policies. These are
Eero %efect pro%'cts @ Total c'sto$er foc's @ *$ple$entation of Fai.en ACME (elie&es its principal %ifferentiator is its a(ility to pro&i%e en%-to-en% sol'tions as co$pare% to partial sol'tions pro&i%e% (y $ost other co$panies. *t la'nche% the G G&een :!elte&s+! which is a co$plete pac-a)e to fit &ario's en&iron$ent an% te$perat're para$eters at teleco$ sites! a&oi%in) the r'nnin) of (ac- 'p syste$s li-e %iesel )enerators. One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
The co$pany to%ay enjoys an international presence in se&eral co'ntries aro'n% the worl%! thro')h its own esta(lish$ents! channel partners an% associates.
PROD7CT: OF T1E COMPAN;,/ As on %ate! ACME Tele Power Lt%. (oasts of a rich an% &arie)ate% portfolio of cost effecti&e an% inno&ati&e pro%'cts (ase% on the $o%ern technolo)ies. These incl'%e :G&een :!elte& Po(e& Inte&f"ce unit Line Conditione& unit T!e&m"l M"n"'ement
stem (it! PCM AC (it! f&ee coolin' 1e"t E=c!"n'e& 6"tte&) Life En!"nce& Fuel Cells 6"tte&) coole&s NACC Com%&esso& less Ai& Conditione& Mic&o Tu& ine Each of the or)ani.ation+s pro%'cts consi%era(ly re%'ce the %epen%ence on %iesel )enerators for coolin) reB'ire$ents %'rin) power o'ta)es an% pro&i%e sta(le power s'pply.
M*//*O" /TATEME"T
/TR*HE TO 1R*"# HALIE A
*T*O" /EL0 D OR#A"*EAT*O"
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@ total c'sto$er foc's @ $ini$i.in) errors an% wasta)e of scarce reso'rce
T3*/ W*LL 1E AC3*EHE 1,
@ positi&e attit'%e @ (ein) sensiti&e an% responsi&e @ contin'o's self 'p )ra%ation @ positi&e approach @ (ein) creati&e !analytical! an% o(jecti&e
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17MAN RE:O7RCE DE9ELOPMENT Pe&fo&m"nce "%%&"is"l
Co$pany consi%ers its h'$an reso'rces as the $ost &al'a(le reso'rces for its )rowth D %e&elop$ent. Perfor$ance appraisal see-s to achie&e the followin). 8. To set realistic D challen)in) tar)ets/ -ey perfor$ance area on ann'al (asis for the in%i&i%'al. 9. To assess e$ployee+s perfor$ance (ase% on person attri('tes. 5o( perfor$e% tar)ets achie&e%/ specific achie&e$ents. :. To assess the stren)ths! wea-nessD potential of the e$ployee. ;. Perfor$ance (ase% rewar% in ter$s of incre$entD pro$otion etc.
A%%&"is"l %e&iod
Appraisal perio% is fro$ April to March. E&ery e$ployee is appraise% at the en% of the Appraisal perio%. E$ployees joinin) %'rin) appraisal are appraise% on co$pletion of their one year ser&iceD e$ployees joinin) after March are appraise% in ne7t appraisal.
Met!od of "%%&"is"l
The e$ployee+s perfor$ance is appraise% (y the %epart$ent D sectional hea% in cons'ltation with his i$$e%iate s'per&isor on personal attri('tes! jo( perfor$e% tar)ets achie&e%/ specific achie&e$ent. 0inally the appraisal is re&iewe% D appro&e% (y the re&iew co$$ittee to ens're 'nifor$ityD o(jecti&e.
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A%%&"is"l feed "c$
8. The appraisal is (ein) %isc'sse% with the e$ployee (y the appraisee to. 9. 0ee% (ac- a(o't his perfor$ance! stren)thD wea-ness e$ployee is also s'))este% area of consoli%ationD i$pro&e$ent.
Em%lo)ee>s co/o%e&"tion
The appraisal syste$ reB'ires acti&e (eca'se its effecti&eness %epen%s on realistic self assess$ent D positi&e approach towar%s the fee% (ac-.
T&"inin' ? de#elo%ment
Trainin) D %e&elop$ent is an i$portant aspect of the 3.R. . The co$pany (elie&es in trainin) D %e&elop$ent of its e$ployees. To ta-e hi)her responsi(ility an% to $eet the challen)es of the in%i&i%'al e$ployee is assesse% (y his sectional D %epart$ental hea% in consolation with e$ployee. *n ho'r D o'tstation pro)ra$s are arran)e% for e$ployees (y 3.R. . on reco$$en%ation of sectional D %epart$ental hea%.
PERFORMANCE APPRAI:AL :;:TEM
Perfor$ance appraisal is a process of e&al'atin) e$ployee perfor$ance for the p'rpose of place$ents! selections for pro$otions! career plannin)! financial rewar%s! $oti&ation etc! perfor$ance appraisal see-s to achie&e followin) o(jecti&e. @ To assess the perfor$ance! personal attri('tes an% potential of the e$ployee.
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@ Perfor$ance (ase% rewar%s in ter$s of pro$otion! incre$ents etc. @ To i%entify trainin) nee%s. @ To assess stren)ths !areas of i$pro&e$ents an% )i&e fee%(ac- to the e$ployee.
INDI9ID7AL COMPONENT: DEFINED ATTRI67TE:
There are se&en specific an% $ajor attri('tes that ha&e (een (ro-en into s'( co$ponents a)ainst which ratin)s to (e pro&i%e%. The &ario's attri('tes are e7plaine%.
WORK PLANNING
@ A1*L*T, TO PLA" @ OR#A"*/E @ EJECITE @ MEET EA L*"E/ @ *"TE#R*T,
@ RE/PO"/*1*L*T,
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COMM7NICATION
@ ART*CILAT*"# @ PER/IA/*O" @ /IPPORT @ CO"0* E"CE
CONCEPT7AL DEPT1
@ H*/*O" @ LO"# RA"#E PLA""*"# @ HER/AT*L*T, @ CREAT*H*T, A" *""OHAT*O"
O9ERALL 67I:NE:: APPROAC1
@ TEC3"*CAL 1A/*/ appreciates the technical 'p )ra%ations an% the technolo)ical applications in the or)ani.ation.
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@ 0*"A"C*AL F"OWLE #E has (een appreciate% of the financial ratios an% instr'$ents.
@ /TRATE#*C PR*OR*T*E/ has appreciation of sit'ations an% strate)ies (ase% on those sit'ations
@ CO"/IMER R*HE" has a c'sto$er frien%ly approach to (oth internal an% e7ternal c'sto$er.
AREA: OF :TRENGT1
As a part of the perfor$ance re&iew %isc'ssions! the appraisee! section 3ea% an% 3O sho'l% in%i&i%'ally list o't three $ost i$portant stren)ths in the appraisee! in or%er to 'tili.e the sa$e opti$ally an% %e&elop it for f't're pro%'cti&ity.
AREA: OF IMPRO9EMENT
The appraisee! section 3ea% an% the 3O sho'l% in%i&i%'ally list o't three $ost
i$portant areas reB'irin) i$pro&e$ent! of the apparisee. This will %e&elop the e$ployee in i%entifyin) his own %e&elop$ent nee%s an% $a-e s'ita(le learnin) processes to o&erco$e these areas.
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KE; TRAINING AND DE9ELOPMENT
The appraisee! /ection 3EA
an% the 3O
sho'l% in%i&i%'ally list o't i$portant
trainin) nee%s of the appraisee for hi$ to i$part his specific f'nctions of his jo( effecti&ely an% in the $anner that )enerates opti$'$ o'tp't. This section of for$ can also help the epart$ental 3ea%s an% the 3R Mana)er to plan a trainin) calen%ar for the e$ployee an% effecti&ely con%'ct the sa$e.
RATING:
Ratin)s in the ter$s are to (e awar%e% to the in%i&i%'al! (y his i$$e%iate s'perior an% the %epart$ental hea% in the specific col'$ns. The points are )i&en as: OIT/TA" *"# 2O/4 COMME" A1LE 2CO4 MEET EJPECTAT*O"/ 2ME4 "EE / *MPROHEME"T 2"*4 I"/AT*/0ACTOR,2I/4
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Scale
0.05 0.2 0.5 0.15 0.1
Rating
OS CO ME NI US
Standard
3 12 31 9 6 61
Actual
2 15 29 11 4 61
piu stores
Standard Actual
35 30 25 numbers 20 15 10 5 0 3 2 OS CO 15 12 11 31 29
A
ratings
9
6 4 US
ME NI PRO8ECT REPORT
ON
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M7LTIPLE P7RPO:E: OF PERFORMANCE APPRAI:AL
#eneral applications /pecific p'rpose *%entification of in%i&i%'al nee%s. Perfor$ance fee%(ac-. e&elop$ental 'ses eter$inin) transfers an% jo( assi)n$ent. *%entification of in%i&i%'al stren)ths an% %e&elop$ental nee%s.
/alary Pro$otion A%$inistration 'ses Retention an% ter$ination Reor)ani.ation of in%i&i%'al perfor$ance. Lay off *%entification of poor perfor$ance
3R plannin) %eter$inin) trainin) nee% Or)ani.ational $aintenance/o(jecti&e E&al'ation of )oal achie&e$ent *nfor$ation of )oal i%entification e&al'ation of 3R syste$
criteria for e&al'ation research oc'$entation oc'$entation for 3R %ecision helpin) to $eet le)al reB'ire$ent
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I::7E: IN APPRAI:AL PROGRAMME:
Fo&m"l #-s info&m"l
W!"t met!ods
W!ose
%e&fo&m"nce
W!en to e#"lu"te
A%%&"is"l desi'n
W!o "&e t!e %"&tne&s
W!"t to e#"lu"te
W!"t %&o lems
1o( to sol#e
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PERFORMANCE APPRAI:AL :;:TEM
Perfor$ance appraisal syste$ in any or)ani.ation %epen%s s'(stantially on fi&e factors C concept! criteria! conte7t! c'lt're an% contin)ency.
Conce%t ,- The perfor$ance %i$ensions are se&eral. They incl'%e %'ties!
responsi(ilities! (eha&ior an% traits. Perfor$ance appraisal in&ol&es at least two persons/parties: the appraiser 2who %oes the appraisal4 an% the appraise 2Whose perfor$ance is (ein) appraise%4. A%%&"ise e=%ect @ To -now what his %'ties an% responsi(ilities are @ To -now what is e7pecte% of hi$ an% whether the e7pectations are reasona(le eno')h @ To -now how he is %oin) @ To ha&e appraiser+s help! if nee%e% @ Rewar%s to (e co$$ens'rate with perfor$ance @ Analy.e res'lts with appraisee @ A%&ice! )'i%e! coach D co'nsel @ Rewar% for )oo% res'lts @ 0acilitate appraisee to set )oals/tar)ets A%%&"ise& s!ould @ Prepare jo( %escriptions
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C&ite&i", - /e&eral perfor$ance $eas'res s'ch as o'tp't! B'ality! p'nct'ality! cost
control contri('tion! jo( -nowle%)e! %iscretion! initiati&e! tea$ wor-! reso'rcef'lness honestly! an% lea%ership B'alities are 's'ally rec-one% as so$e of the criteria a)ainst which perfor$ance is assesse%.
Conte=t, / The top $ana)e$ent philosophy &al'es an% (elief syste$ in the
or)ani.ation infl'ence the notions a(o't people in the or)ani.ations an% the type of control! $oti&ation an% co$$'nication syste$s.
Cultu&e, / The c'lt'res of people in )eneral see$ to affect appraisal syste$. /t'%ies
an% co$$entaries on *n%ian or)ani.ations see$ to point to a pattern where the loyalties of e$ployees are $ore to the people than to the tas-s or to or)ani.ations.
Contin'enc), / There is a syste$atic effort to lin- perfor$ance appraisal to other s'(syste$s of h'$an reso'rce $ana)e$ent s'ch that all personnel %ecisions 'se the perfor$ance appraisal %ata as a critical inp't! it (eco$es %iffic'lt to i$part serio'sness in to the syste$. The res'lt wo'l% (e apathy on the point of (oth the appraiser an% the appraisee to the entire process.
Met!ods of "%%&"is"l/
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The last to (e a%%resse% in the process of %esi)nin) an appraisal pro)ra$$e is to %eter$ine $etho%2s4 of e&al'ation. All the approaches to appraisal can (e classifie% into:2i4 2ii4 past-oriente% $etho%s f't're oriente% $etho%s
Ratin) /cale Cost acco'ntin) Chec-lists Essay Tests an% O(ser&ation 0iel% re&iew 1AR/ 0orce% Choice 0orce% %istri('tion critical inci%ent
A%%&"is"l met!ods
A%%&"is"l Tec!ni@ues
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ifferent techniB'es are 'se% for perfor$ance appraisal. They incl'%e:-
Met!ods
Futu&e o&iented
Appraisal (y o(jecti&es Trait Appraisal Ratin) /cales DRan-in) TechniB'e /i$ple or strai)ht Ran-in) 0orce% %istri('tion Ran-in) Paire% co$parison The Critically inci%ent $etho%
Mana)e$ent (y o(jecti&es
Psycholo)ical appraisals Assess$ent Centers
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PA:T ORIENTED APPRAI:AL:
A%%&"is"l ) o 0ecti#es : - The o(jecti&es for the e&al'ation perio% 2's'ally 89 $onths4 are %eter$ine% thro')h joint %isc'ssion an% ne)otiation (etween the s'perior an% s'(or%inate. This syste$ is followe% e&en in or)ani.ation which %oes not ha&e a for$al pro)ra$$e of GMana)e$ent (y O(jecti&es+. *n&aria(ly! in $any or)ani.ations where the o(jecti&es are pre%eter$ine%! Fey perfor$ance Areas 2FPAs4 or Fey Res'lt Areas 2FRAs4 are also %eci%e% in a%&ance thro')h joint effort. Confidenti"l Re%o&t :- A confi%ential report is a report on the s'(or%inate (y the i$$e%iate s'perior an% co&ers a li$ite% ran)e of aspects li-e the can%i%ate+s stren)ths! wea-ness! $ajor achie&e$ents or fail'res an% infor$ation on so$e personality traits an% (eha&ior aspects. The confi%ential report syste$ is 's'ally a %escripti&e one an% per$its a lot of s'(jecti&ity. T&"it A%%&"is"l :- Co$$only 'se% in%i&i%'al traits incl'%e se&eral %istin)'ishin) characteristics fir$ly anchore% in h'$an (eha&ior that $anifest the$sel&es on the jo( an% infl'ence perfor$ance. These characteristics incl'%e the followin) liste% (elow.
A(ility for s'staine% har% worAcceptance of responsi(ility A%apta(ility Analytical a(ility Appearance Atten%ance Attit'%e towar%s criticis$ Capacity to train Co$$it$ent to tasCo$$'nication Con%'ct Confi%ence
ri&e Effort Efficiency 3onesty *n%'strio'sness *nitiati&e *nte)rity *ntelli)ence 5'%)$ent Lea%ership Loyalty Moti&ation
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R"tin' :c"les ,/ These are techniB'es where perfor$ance is $eas're% thro')h assi)nin) n'$(ers 2A to ;! 8 to < or 8 to K4! 2A to or E4 or wor%s which are %escripti&e a%jecti&es 2e.).! o'tstan%in)! &ery )oo%! )oo%! fair! poor4 to ite$s or e&ents to %escri(e %ifferences. *n all ratin) scales! $ost or)ani.ations are fin%in) it 'sef'l to ha&e an e7tra col'$n ot recor% ".A. 2not applica(le4 or ".O. 2"ot o(ser&e%4 or any other co$$ent as appropriate.
R"n$in' Tec!ni@ue :- Ran-in) techniB'es enco'ra)e s'perior or peers to ran--or%er all their s'(or%inates or peers as the case $ay (e. This is a for$ of co$parati&e $eas're$ent. :im%le o& st&"i'!t R"n$in' :- This techniB'e pro&i%es for an or%inal scorin)6 first! secon%! thir% an% so on. Fo&ced Dist&i ution R"n$in' :- This is ran-in) techniB'e where raters are reB'ire% to allocate a certain percenta)e of rates to certain cate)ories 2e.).! s'perior! a(o&e a&era)e! etc.4 or percentiles 2e.). Top 8AL! 1otto$ 9AL etc.4 1oth the n'$(er of cate)ories an% percenta)e of e$ployees to (e allotte% to each cate)ory are a f'nction of the perfor$ance appraisal %esi)n an% for$at. P"i&ed Com%"&ison :- This techniB'e reB'ires the rater to appraise which of the two e$ployees is s'perior! instea% of ha&in) to ran- or%er all the e$ployees in the sa$e wor'nit %oin) the sa$e jo(. This is wi%ely 'se% when one is co$parin) a s$all n'$(er of people. N"&&"ti#e o& Desc&i%ti#e Met!ods :- The on)oin) search for newer an% (etter techniB'es of appraisin) e$ployees perfor$ance le% to se&eral %escripti&e $etho%s. These incl'%e the essay an% the critical inci%ent $etho%s a$on) others.
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T!e Ess") met!od :- *n this $etho%! the rater %escri(es the ratee in ter$s of se&eral (roa% cate)ories s'ch as the person+s stren)ths an% wea-ness! $ajor achie&e$ents an% fail'res! potential trainin) an% %e&elop$ent nee%s an% o&erall perfor$ance of the rater.
T!e C&itic"l Incident met!od, - This $etho% reB'ires the rater to $aintain a recor% of $ajor o(ser&ations of what he feels are wor- (eha&iors critical to the %ifference (etween s'ccess an% fail're. *t pro&i%es infor$ation (ase% on syste$atic o(ser&ation of act'al jo( perfor$ance. 6e!"#io&"ll) Anc!o&ed R"tin' :c"les A6AR:B,/ These are %escriptions of &ario's %e)rees of (eha&ior relatin) to an aspect of perfor$ance %i$ension. The (eha&iors are %escri(e% for a set of inter&als ran)in) fro$ the $ost ne)ati&e to $ost positi&e.
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F7T7RE ORIENTED APPRAI:AL:
M"n"'ement ) o 0ecti#es :- *t was peter 0. p'(lishe%. Application of M1O in the fiel% of perfor$ance appraisal is a recent thin-in). r'c-er who first )a&e the concept of
M1O to the worl% way (ac- in 8K<; when his The Practice of Mana)e$ent was first
M6O (o&$s c"n e desc&i ed in fou& ste%s :8. To esta(lish the )oals for each s'(or%inate that he has to attain. 9. *n&ol&es settin) the perfor$ance stan%ar% for the s'(or%inates in a pre&io'sly arran)e% ti$e perio%. :. The act'al le&el of )oal attain$ent is co$pare% with )oals a)ree% 'pon. ;. Esta(lishin) new )oals an%! possi(ly! new strate)ies for )oals not pre&io'sly attaine%.
Ps)c!olo'ic"l
A%%&"is"ls
:-
Lar)e
or)ani.ation
e$ploy
f'll-ti$e
in%'strial
psycholo)ists. When psycholo)ists are 'se% for e&al'ations! they assess an in%i&i%'al+s f't're potential an% not past perfor$ance. The appraisal nor$ly consists of in-%epth inter&iews! psycholo)ical tests! %isc'ssions with s'per&isions an% a re&iew of other e&al'ations. The psycholo)ist then writes an e&al'ation of the e$ployee+s intellect'al! e$otional! $oti&ational an% other wor--relate% characteristics that s'))est in%i&i%'al potential an% $ay pre%ict f't're perfor$ance. 0ro$ these e&al'ations! place$ent an% %e&elop$ent %ecisions $ay (e $a%e to shape the person+s career. Assessment Cent&es :- An assess$ent Centre is a central location where $ana)ers $ay co$e to)ether to ha&e their participation in jo( relate% e7ercises e&al'ate% (y traine% o(ser&ers. The principal i%ea is to e&al'ate $ana)ers o&er a perio% of ti$e! say one to three %ays! (y o(ser&in) 2an% later e&al'atin)4 their (eha&io'r across a series of selecte% e7ercises or wor- sa$ples. One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
DE:IGN OF AN EFFECTI9E APPRAI:AL :;:TEM
*t is 'sef'l to foc's on aspects s'ch as the followin) so that the appraisal syste$ can (e effecti&e: 8. Appraisal o(jecti&es an% 'ses sho'l% (e specific! clear! rele&ant! ti$ely! a%eB'ate! open an% fair. *t sho'l% (e a%eB'ately an% appropriately lin-e% with the other s'(syste$s of h'$an reso'rce $ana)e$ent an% capa(le of (ein) p't to 'se in a $anner (eneficial to the in%i&i%'al e$ployee an% the or)ani.ation. 9. *t sho'l% (e an on)oin) process of $ana)in) perfor$ances with e$ployee acti&ely participatin) an% s'per&isor playin) the role of coach an% %e&eloper. :. The infor$ation )enerate% sho'l% (e tailore% to the nee%s of the or)ani.ation! perfor$ance reB'ire$ents an% nor$s of (eha&io'r. ;. Reco)ni.e in%i&i%'al %ifferences in syste$ %esi)n. *%entify the nee%s of rates in ter$s of fee% (ac-! $o(ility! /elf estee$ etc. <. The o&erall p'rpose sho'l% (e %e&elop$ental than j'%)$ental. *t is i$portant to separate e&al'ation of perfor$ance an% potential.
Moti&ation
J
A(ility
Perfor$ance
o'tco$e Attain$ent an% jo( satisfaction
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IMPLICATION: FOR PERFORMANCE AND :ATI:FACTION
:election P&"ctices :- An or)ani.ation+s selection practices will %eter$ine who )ets hire%. *f properly %esi)ne%! it will i%entify co$petent can%i%ates an% acc'rately $atch the$ to the jo(. The 'se of the proper selection %e&ice will increase the pro(a(ility that the ri)ht person will (e chosen to fill a slot. T&"inin' "nd De#elo%ment P&o'&"ms :- Trainin) pro)ra$s can affect wor- (eha&io'r in two ways. The $ost o(&io's is (y %irectly i$pro&in) the s-ills necessary for the e$ployee to s'ccessf'lly co$plete his her jo(. An increase in a(ility i$pro&es the e$ployee+s potential to perfor$ at a hi)her le&el. Of co'rse! whether that potential (eco$es reali.e% is lar)ely an iss'e of $oti&ation. A secon% (enefit fro$ trainin) is that it increases an e$ployee+s self-efficacy. :elf/ effic"c) is a person+s e7pectations that he or she can s'ccessf'lly e7ec'te the (eha&io'r reB'ire% to pro%'ce an o'tco$e. Or)ani.ations that pro&i%e for$al career %e&elop$ent acti&ities an% $atch the$ to nee%s that e$ployees e7perience at &ario's sta)es in their careers re%'ce the li-elihoo% that pro%'cti&ity will %ecrease as a res'lt of o(solescence or that jo( fr'strations will create re%'ce% satisfaction. Pe&fo&m"nce E#"lu"tion :- A $ajor )oal of perfor$ance e&al'ation is to assess acc'rately an in%i&i%'al+s perfor$ance contri('tion as a (asis for $a-in) rewar% allocation %ecision: if the perfor$ance e&al'ation process e$phasi.es the wron) criteria or inacc'rately appraises act'al jo( perfor$ance! e$ployees will (e o&er- or 'n%er rewar%e%. This can lea% to ne)ati&e conseB'ences s'ch as re%'ce% effort! increases in a(senteeis$! or search for alternati&e jo( opport'nities.
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Re("&d s)stems :- *f e$ployees percei&e that their efforts will (e acc'rately apprise% an% if they f'rther percei&e that the rewar%s they &al'e are closely lin-e% to the e&al'ations! the or)ani.ation will ha&e opti$i.e% the $oti&ational properties fro$ its e&al'ation an% rewar% proce%'res an% policies. We can concl'%e that rewar%s are li-ely to lea% to hi)h e$ployee perfor$ance an% satisfaction when they are 284 Percei&e% as (ein) eB'ita(le (y the e$ployee. 294 Tie% to perfor$ance an% 2:4 Tailore% to the nee%s of in%i&i%'al
7nion C M"n"'ement Inte&f"ce :- The e7istence of a 'nion in an or)ani.ation a%%s another &aria(le in o'r search to e7plain an% pre%ict e$ployee (eha&ior. The 'nion has (een fo'n% to (e an i$portant contri('tion to e$ployees+ perceptions! attit'%es! an% (eha&ior. The infor$al nor$s that 'nion cohesi&eness fosters can enco'ra)e or %isco'ra)e hi)h pro%'cti&ity! or)ani.ational co$$it$ent! an% $orale.
LEARNING: IN T1E EDEC7TI9E TRAINING E IND7CTION E F>s A8"%"nese Tec!nolo')B E KRA E G7ALIT; CIRCLE: E COMPETANC; MAPPING E PRACTICAL WORK ON EDCEL
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C1APTER III DATA ANAL;:I:
Guestion no 2, "'$(er of ser&ice years in this or)ani.ation. 2a4 <-8A years 2(4 8A-8< years Less ,ears 8AA ?; 8= A than 2c4 More than 8< years < <-8A ,ears 8A-8< years More 8< A than
Guestion /a$ple /i.e
E$ployees
0 16 0 e!!"t#an"5"$ear! 5%10"$ear! 10%15"&ear! M're"t#an"15 84
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0i). 8.A8
Findings: The response collecte% is (ase% on the perio% of their ser&ice
in the or)ani.ation. As co$pany was set 'p in 9AA: so the years of ser&ice in the or)ani.ation of $ost of the e$ployees is less than < years.
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Guestion no 3, Are yo' aware a(o't yo'r perfor$ance appraisal or any e&al'ation %one (y yo'r s'perior. 2a4 ,es 2(4 "o ,es ?A "o 9A
Guestion /a$ple /i.e 8AA E$ployees
20( $e! N' 80(
0i). 8.A9
Findin's ,/ ?A L the e$ployees ha% respon%e% in fa&or of that they were aware a(o't perfor$ance appraisal. Guestion no 4, Are yo' aware a(o't the $o%ern techniB'es 'se% in perfor$ance appraisalM One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
2a4 ,es N'estion /a$ple /i.e 8AA ,es =A
2(4 "o "o ;A
E$ployees
.
40 $e! N' 60
0i). 8.A:
Findin's, "ear a(o't =AL of the e$ployees ha% not aware a(o't $o%ern perfor$ance appraisal techniB'es.
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Guestion no 5: Perfor$ance appraisal techniB'es $a-e yo' (etter eli)i(le for pro$otion! %e$otion! D transfer. 2a4 A)ree% 2 4 2(4 "ot A)ree% 2 4
A)ree%
"ot a)ree%
Guestion /a$ple /i.e E$ployees
8AA
?A
9A
0i). 8.;
20
Agreed N't"agreed
80
0i). 8.A; Findin's, The ?AL of the respon%ent+s shows that PARs as a )oo% strate)y to )o ahea% with pro$otion while ;AL of respon%ents %o not a)ree with it.
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Guestion no F, o yo' thin- perfor$ance appraisal is 'sef'l or j'st a waste of ti$eM 2a4 Isef'l 2 4 2(4 Waste of ti$e 2 4
Guestion /a$ple E$ployees /i.e 8AA
Isef'l K9
Waste of ti$e ?
0i). 8.<
0i). 8.A<
Findin's, More than KAL of the e$ployees say that perfor$ance appraisal is 'sef'l for there self-assess$ent an% pro$otions. Th's! they cannot i)nore it. An% rest of the e$ployees thin-s it as a waste of ti$e.
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Guestion no H: Proper an% a%eB'ate perfor$ance appraisal plays a cr'cial role in yo'r career %e&elop$ent. 2a4 A)ree% 2 4 2(4 "ot A)ree% ,es 8AA K9 2 "o ? 4
Guestion /a$ple /i.e E$ployees
8
Agreed N't"agreed
92
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0i). 8.A=
Findin's, K9L of the responses show that Perfor$ance Appraisal Report helps a lot in the pro$otional acti&ities.
Guestion no I:
oes perfor$ance appraisal report is helpf'l in i%entifyin) Trainin) an%
e&elop$ent nee% or it lay %e&elop$ent plan for yo'M 2a4 To a lar)e e7tent 2(4 To so$e e7tent N'estion /a$ple /i.e 8AA To a lar)e e7tent =A 2c4 "ot at all To so$e e7tent :A "ot at all 8A
E$ployees
0i). 8.>
10
)'"a"large"e*tent )'"!'+e"e*tent 50 40 N't"at"all
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0i). 8.A>
Findin's, <AL of the respon%ents are satisfie% (y the perfor$ance appraisal report as it helps the$ to 'n%erstan% the jo( profile an% helps in trainin) nee% i%entification.
Guestion no J: Perfor$ance appraisal is $ost of the ti$e fair an% 'n(iase%. 2a4 A)ree% 2 4 2(4 "ot A)ree% 2 4
Guestion /a$ple /i.e E$ployees
A)ree% 8AA ?<
"ot a)ree% 8<
15
Agreed N't"agreed
85
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0i). 8.A?
Findin's: =< L of the respon%ents show that Perfor$ance Appraisal report is ti$e fair D 'n(iase%.
Guestion no K, 3a&e yo' 'n%erstoo% clearly! as to what is e7pectin) fro$ yo'M 2a4 ,es 2(4 "o 2c4 Cant+ say
Guestion /a$ple /i.e E$ployees
,E/ 8AA ;A
"o 99
Cant+ say :?
38
40 $ES * N' Cant,"!a&
22
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0i). 8.AK Findin's, There is a close response fro$ the respon%ents on Perfor$ance appraisal report where on one han% 2near a(o't ;AL4 say that it $a-es feel refreshe% D -now there (etter responsi(ility. On the other han% so$e say that it has helpe% the$ in i$pro&in) their s-ills not to %efine there f't're responsi(ility an% perfor$ance. Guestion No 2L, oes the or)ani.ation pro&i%e co'nselin) after appraisalM 2a4 ,es 2(4 "o
Guestion /a$ple /i.e E$ployees
,es 8AA >;
"o 9=
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26( $e! N' -4(
0i). 8.8A
Findin's, "ear a(o't ><L of the respon%ents! say that Or)ani.ation pro&i%es co'nselin) after perfor$ance appraisal report.
FINDING:
8. The response collecte% is (ase% on the perio% of their ser&ice in the or)ani.ation. As co$pany was set 'p in 9AA: so the years of ser&ice in the or)ani.ation of $ost of the e$ployees is less than < years.
9. ?A L the e$ployees ha% respon%e% in fa&or of that they were aware a(o't perfor$ance appraisal.
:. "ear a(o't =AL of the e$ployees ha% not aware a(o't $o%ern perfor$ance appraisal techniB'es. One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
;. The ?AL of the respon%ent+s shows that PARs as a )oo% strate)y to )o ahea% with pro$otion while ;AL of respon%ents %o not a)ree with it.
<. More than KAL of the e$ployees say that perfor$ance appraisal is 'sef'l for there self-assess$ent an% pro$otions. Th's! they cannot i)nore it. An% rest of the e$ployees thin-s it as a waste of ti$e.
=. K9L of the responses show that Perfor$ance Appraisal Report helps a lot in the pro$otional acti&ities.
>. <AL of the respon%ents are satisfie% (y the perfor$ance appraisal report as it helps the$ to 'n%erstan% the jo( profile an% helps in trainin) nee% i%entification.
?. =< L of the respon%ents show that Perfor$ance Appraisal report is ti$e fair D 'n(iase%.
K. There is a close response fro$ the respon%ents on Perfor$ance appraisal report where on one han% 2near a(o't ;AL4 say that it $a-es feel refreshe% D -now there (etter responsi(ility. On the other han% so$e say that it has helpe% the$ in i$pro&in) their s-ills not to %efine there f't're responsi(ility an% perfor$ance.
8A. "ear a(o't ><L of the respon%ents! say that Or)ani.ation pro&i%es co'nselin) after perfor$ance appraisal report.
CONCL7:ION
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*t is tr'th that no wor- is co$plete% in itself. *nfact! co$pletion of one jo( is act'ally the (e)innin) of another jo(. Li-ewise! perfor$ance Appraisal is ne&er en%in) process. *t is essential for personal D professional %e&elop$ent. This project has (een consi%erin) all possi(le aspects $entione% in the project (oo-let. The project is $a%e &ery clear an% precise with the help of the rele&ant %ata )athere% fro$ the co$pany! co$pany we(site D thro')h &ario's anne7're. *n the concl'%in) re$ar- of $y project report! * wo'l% li-e to state that at ACME TELE POWER LT . ! PA"T"A#AR! the e$ployees are consi%ere% as $ost &al'a(le assets D stren)th for s'staine% )rowth D %e&elop$ent of the co$pany. They (elie&e in in&estin) contin'o'sly in h'$an reso'rce for their )rowth. The co$pany is le% (y yo'n) professionals. They ha&e an open wor- en&iron$ent which is achie&e$ent oriente%. *n spite of these $erits! there are so$e %e$erits also in the co$pany that the )oals of the co$pany are not %eci%e% in a%&ance an% no fee%(ac- fi7e% for wor-ers an% e7ec'ti&es in ACME TELE POWER LT .! PA"T"A#AR.
:7GGE:TION: GI9EN 6; EMPLO;EE: D7RING :7R9E;
@ Perfor$ance Appraisal sho'l% (e e7perience! wor- s-ill! la(o'ris$ sincerity. @ E&al'ation sho'l% (e as per perfor$ance an% shall not (e (iase%. @ Hal'ation of perfor$ance sho'l% (e %one in each B'arter.
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@ Appraisal sho'l% not (e 1ell C'r&e. *t sho'l% (e (ase% on %epart$ent/ in%i&i%'al either 8AA< or AL. @ E$ployee is the -ey reso'rce of the or)ani.ation. 3ence e$ployee satisfaction is the -ey to s'ccess for the or)ani.ational )rowth. 0or e$ployee satisfaction there sho'l% (e )oo% incre$ental an% pro$otional policies. @ Thin)s carrie% o't on paper sho'l% (e followe%/ i$ple$ente% or at least can (e trie%. @ Perfor$ance Appraisal sho'l% (e %one (y M1O 2Mana)e$ent 1y O(jecti&e4 / MDM $etho% of appraisal. @ E&ery e$ployee sho'l% ha&e a ri)ht of j'stification for his own roles ! responsi(ilities an% %esi)nation. @ Or)ani.ation $'st 'se :=A %e)ree appraisal $etho% (eca'se this $etho% not only incl'%es the perfor$ance of an e$ployee ('t his interpersonal s-ills also.
C1APTER I9 RECOMMENDATION:- :7GGE:TION:
8. This sit'ation reali.es that there were 9AL of the e$ployee who are 'naware of the perfor$ance appraisal report which will (e re%'ce% (y pro&i%in) the$ co'nselin).
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
9. They sho'l% ha&e to (e aware a(o't the perfor$ance appraisal techniB'es (eca'se they ha&e to pass thro')h it for ta-in) (etter pro$otions D )reater responsi(ility. :. This shows there ne)li)ence towar%s there career D awareness. Th's! it can a&oi% (y pro&i%in) eno')h infor$ation to e$ployee with the help of trainin) D %e&elop$ent e7ercise. ;. The 9AL of respon%ent+s responses shows that they are not aware a(o't i$portance of perfor$ance appraisal report. They sho'l% (e aware a(o't that how they can ta-e pro$otion an% )reater responsi(ility thro')h (etter perfor$ance. <. They ha&e to intro%'ce% career %e&elop$ent )raphs an% necessary s-ills to reach that position after e7periencin) so$e years. =. Respon%ents sho'l% ha&e to (etter 'n%erstan% the jo( responsi(ility an% trainin) nee% i%entification thro')h sche%'le chart or thro')h the jo( analysis.
.
6I6LOGRAP1;
84
3'$an Reso'rce Mana)e$ent (y F. Aswathapa
94
3'$an Reso'rce Mana)e$ent
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(y L. M. Prasa% :4 3'$an Reso'rce Mana)e$ent (y /. F. #'pta ;4 3'$an Reso'rce Mana)e$ent (y Ro((inson <4 3'$an Reso'rce Mana)e$ent (y C. 1. #'pta =4 3'$an Reso'rce Mana)e$ent (y C. H. Me$oria >4 3'$an Reso'rce Mana)e$ent (y R. /har$a ?4 3'$an Reso'rce Mana)e$ent (y 1. #hosh
Do #isit "'"in ,/!tt%,--(((.fin"l/)e"&%&o0ects.co.ccOne place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
P.T.O
,es /a$ple /i.e 8AA E$ployees ?A
"o 9A
0i). 8.9
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Findin's,
?A L the e$ployees ha% respon%e% in fa&or of that they were aware a(o't
perfor$ance appraisal.
Guestion no 4, Are yo' aware a(o't the $o%ern techniB'es 'se% in perfor$ance appraisalM 2a4 ,es 2(4 "o
C.A/)ER"I0
RECOMMENDATION- :7GGE:TION:
This sit'ation reali.e that there were 9AL of the e$ployee who are 'naware of the perfor$ance appraisal report which will (e re%'ce% (y pro&i%in) the$ all co'nselin) They sho'l% ha&e to (e aware a(o't the perfor$ance appraisal techniB'es (eca'se they ha&e to passes thro')h it for ta-in) (etter pro$otions D )reater responsi(ility. One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
This shows there ne)li)ence towar%s there career D awareness. Th's! it can a&oi% (y pro&i%in) eno')h infor$ation to e$ployee with the help of trainin) D %e&elop$ent e7ercise. The <AL of respon%ent+s responses shows that they are not aware a(o't i$portance of perfor$ance appraisal report. They sho'l% (e aware a(o't that how they can ta-e pro$otion an% )reater responsi(ility thro')h (etter perfor$ance. They ha&e to intro%'ce% career %e&elop$ent )raphs an% necessary s-ills to reach that position after e7periencin) so$e years. Respon%ents sho'l% ha&e to (etter 'n%erstan% the jo( responsi(ility an% trainin) nee% i%entification thro')h sche%'le chart or thro')h the jo( analysis.
.
6I6LOGRAP1;
K4
3'$an Reso'rce Mana)e$ent
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(y F. Aswathapa 8A4 3'$an Reso'rce Mana)e$ent (y L. M. Prasa% 884 3'$an Reso'rce Mana)e$ent (y /. F. #'pta 894 3'$an Reso'rce Mana)e$ent (y Ro((inson 8:4 3'$an Reso'rce Mana)e$ent (y C. 1. #'pta 8;4 3'$an Reso'rce Mana)e$ent (y C. H. Me$oria 8<4 3'$an Reso'rce Mana)e$ent (y R. /har$a 8=4 3'$an Reso'rce Mana)e$ent (y 1. #hosh
Pe&fo&m"nce A%%&"is"l Guestionn"i&e M/s. ACME TELE POWER LT .! PA"T"A#AR APPENDICE: "a$e: esi)nation/Post: /alary #ra%e: N'alification: One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
E7perience: 284"o. of years of ser&ice in the or)ani.ation: 2a4 Less than < 2(4 <-8A 2c4 8A-8< 2%4 More than 8< 294 o yo' aware a(o't yo'r perfor$ance appraisal or any e&al'ation %one (y yo'r s'perior. 2a4 ,es 2(4 "o 2:4Are yo'r aware a(o't the $o%ern techniB'es 'se% in yo'r perfor$ance appraisalM 2a4 ,es 2(4 "o 2;4Perfor$ance appraisal techniB'es $a-e yo' (etter eli)i(le for pro$otion! %e$otion! D transfer. 2a4 A)ree% 2 4 2(4 "ot A)ree% 2 4 2<4 o yo' thin- perfor$ance appraisal is 'sef'l or j'st a waste of ti$eM 2a4 Isef'l 2 4 2(4 waste of ti$e 2 4 2=4Proper an% a%eB'ate perfor$ance appraisal plays a cr'cial role in yo'r career %e&elop$ent. 2a4A)ree% 2 4 2(4 "ot A)ree% 2 4 2>4 oes perfor$ance appraisal report is helpf'l in i%entifyin) trainin) D %e&elop$ent nee% or it lay career %e&elop$ent plan for yo'M 2a4 To a lar)e e7tent 2(4 To so$e e7tent 2c4 "ot at all 2?4Perfor$ance appraisal is $ost of the ti$e fair an% 'n(iase%. 2a4A)ree% 2 4 2(4 "ot A)ree% 2 4 2K43a&e yo' 'n%erstoo% clearly! as to what is e7pectin) fro$ yo'M 2a4 ,es 2(4 "o 28A4 oes the or)ani.ation pro&i%e co'nselin) after appraisalM 2a4 ,es 2(4 "o Any s'))estions: OOOOOOOhttp://www.final-yearprojects.co.cc/ OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO OOOOOOOOOO.. . o &isit a)ain for $ore:-
http://www.final-yearprojects.co.cc/
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doc_703816908.doc
PREFACE At ACME TELE POWER LT .! PA"T"A#AR! the e$ployees are consi%ere%
as $ost &al'a(le asset an% stren)th for s'staine% )rowth in the %e&elop$ent of the co$pany.*t (elie&es in testin) contin'o'sly the h'$an reso'rces for e$ployee+s personal )rowth. ,o'n) professional lea%s the co$pany.*t has the open wor- en&iron$ent! which is achie&e$ent oriente% an% its %ri&en (y a'tono$y an% recepti&e to inno&ations. Li-e any other or)ani.ation! ACME TELE POWER LT .! PA"T"A#AR has fra$e% R'les! Re)'lations! Policies! /yste$s an% /che$es etc. for r'nnin) its ('siness s$oothly. Ac$e Tele Power Lt%.! Pantna)ar has also intro%'ce% &ario's sche$es for the welfare of e$ployees 0or s$ooth ('siness operations an% to ta-e a%&anta)e of the (enefits 'n%er these sche$es! it is necessary that e&ery e$ployee 'n%erstan% that these R'les! Re)'lations! Policies! /yste$s an% /che$es f'lly an% clearly.
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ACKNOWLEDGEMENT
“In difficult moments, e!"#e li$e duc$, $ee% c"lm "nd un&uffled on t!e su&f"ce, ut $ee% %"ddlin' "(") li$e c&"*) unde&ne"t!+
0irst of all * wo'l% li-e to than- Mr. 1././herawat 23R4 for )rantin) per$ission to $e for the s'$$er trainin) at ACME TELE POWER LT .!Pantna)ar. * wo'l% also li-e to than-s to Mr.5ai%eep /in)h 2 A%$inistrati&e 3ea%4 who pro&i%e% $e sincere )'i%ance at e&ery possi(le j'nct're..
Last ('t not the least6 * than- $y instit'te *C0A* ! Pantna)ar! for pro&i%in) $e with the e7perience of perfor$in) $y project at a rep'te% co$pany li-e ACME TELE POWER LT .!Pantna)ar .
"a$e
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CONTENT C1APTER 2
8.8 8.9 8.: 8.; 8.< 8.= 8.> 8.? *ntro%'ction O(jecti&es of the st'%y Research Metho%olo)y /cope of the st'%y Li$itations of the st'%y Operational %efinition of the concept Learnin)+s in the E7ec'ti&e trainin) Awar%s/ Rewar%s recei&e% %'rin) the E.T
C1APTER 3
9.8 9.9 9.: Co$pany Profile 3'$an Reso'rce e&elop$ent2Perfor$ance Appraisal4 1ell /hape% C'r&e
C1APTER 4
:.8 :.9 :.: ata Analysis *nterpretations an% fin%in)s /'))estions
C1APTER 5
;.8 ;.9 Reco$$en%ations Concl'sion
6i lio'&"%!)
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C1APTER I INTROD7CTION
*n the so hi)hly co$petiti&e an% rapi%ly chan)in) en&iron$ent to s'r&i&e the co$panies nee% well traine% an% s-ille% wor-er. *n%ia is a &ery rich co'ntry in the ter$ of reso'rces! weather nat'ral or technical an% scientific .1't it is &ery sa% to state that *n%ia! till now! has not perfectly learnt how to %e&elop its $an power an% tap its h'$an reso'rces for the (etter$ent of its citi.enry an% ('siness )oal. 0or s'$$er trainin) * )ot an opport'nity to %o $y s'$$er trainin) in ACME TELE POWER LTD., PANTNAGAR (eca'se it is one of the (i))est! well esta(lishe% an% renowne% in its fiel% an% serio's a(o't trainin) its wor-er an% intent to $a-e it 'n%erstoo% that they really care for the$.
O68ECTI9E: OF :T7D;
@ To 'n%erstan% the Perfor$ance Appraisal acti&ities of ACME TELE POWER LT .! PA"T"A#AR. @ To fin% o't if the Perfor$ance Appraisal acti&ities help the e$ployee in his perfor$ance. @ Ta-e the response of e$ployees towar%s the Perfor$ance Appraisal acti&ities carrie% on 'pon the$.
:AMPLE :I<E
The sa$ple si.e is of 8AA e$ployees! fro$ ACME TELE POWERLT ! PA"T"A#AR.
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RE:EARC1 MET1ODOLOG;
T!e stud) ("s done (it! t!e !el% of %&im"&) "s (ell "s second"&) d"t". Pri$ary %ata were collecte% thro')h the B'estionnaire while secon%ary %ata were collecte% thro')h: @ *nternet @ Co$pany report @ 1roch'res etc.
:COPE OF T1E :T7D;
The topic chosen Perfor$ance appraisal was ai$e% for the (etter$ent of the or)ani.ation in ter$s of B'ality as well as B'antity. The scope of the st'%y 'n%er $entione% points %epicts the sa$e. 8. To increase the pro%'cti&ity (y increasin) the le&el of perfor$ance. 9. The pro)ra$$e wo'l% help the or)ani.ation in $eetin) it f't're personal nee%. :. The pro)ra$$e will help the e$ployee in their personal )ro'p (y i$pro&in) their -nowle%)e as well as s-ill.
LIMITATION: OF T1E :T7D; 8. Lac- of e7pertise trainer han%e% in the prosec'tion of Perfor$ance Appraisal
pro)ra$$e. 9. Lac- of feelin) in people of a)ainst the awareness for the Perfor$ance Appraisal pro)ra$$e. :. /earch for the e7act Appraisal was also %iffic'lt to %efine.
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OPERATIONAL DEFINITION OF T1E CONCEPT
PER0ORMA"CE APPRA*/AL /,/TEM
Pe&fo&m"nce "%%&"is"l is " %&ocess of e#"lu"tin' em%lo)ee %e&fo&m"nce fo& the p'rpose of place$ents! selections for pro$otions! career plannin)! financial rewar%s! $oti&ation etc! an% perfor$ance appraisal see-s to achie&e followin) o(jecti&e.
@ To assess the perfor$ance! personal attri('tes an% potential of the e$ployee. @ Perfor$ance (ase% rewar%s in ter$s of pro$otion! incre$ents etc. @ To i%entify trainin) nee%s. @ To assess stren)ths! areas of i$pro&e$ents an% )i&e fee%(ac- to the e$ployee.
PERFORMANCE APPRAI:AL PROCE::
8. 3R to prepare the Appraisal 0or$ of in%i&i%'al e$ployee to (e appraise% an% sen% it to concerne% Re&iewin) Officer/3O . 9. Re&iewin) A'thority/3O will arran)e% %istri('tion of for$ to in%i&i%'al e$ployee thro')h Appraisin) Officer//.3.
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:. E$ployee shall fill his part in the Appraisal for$ in the appraisal for$ an% shall han% o&er the sa$e to Re&iewin) Officer//.3.
C1APTER II
COMPAN; PROFILE
ACME Tele Power Lt%. was incorporate% in 9AA:. The co$pany was esta(lishe%
with a $ission to pro&i%e inno&ati&e an% creati&e sol'tion to hltherto 'na%%resse% infrastr'ct're Can% power Crelati&e pro(le$s face% (y the teleco$ operators in the co'ntry. The i%ea was to pro&i%e sol'tions that are cost effecti&e! en&iron$ent frien%ly! relia(le an% %eli&ere% a B'ic- RO*.
1ase% on the co$$it$ent to RD inno&ation! ACME Tele Power con&erte% its &ision an% $ission into tan)i(le ('siness reality (y la'nchin) a spate of 'niB'e an% ori)inal pro%'cts that clearly a%%resse% the pain points of the teleco$ operators. Their s'ccess in this en%ea&or is (orn o't the fact that so$e of the lar)est Teleco$ co$panies in the worl% li-e "o-ia an% Airtel are 'sers of their passi&e infrastr'ct'res sol'tions.
ACME Tele Power Lt%. 2ATPL4! pro&i%es co$prehensi&e passi&e infrastr'ct're
sol'tions to wireless teleco$ players (oth in *n%ia as well as o&erseas. *t has three $ain policies. These are
Eero %efect pro%'cts @ Total c'sto$er foc's @ *$ple$entation of Fai.en ACME (elie&es its principal %ifferentiator is its a(ility to pro&i%e en%-to-en% sol'tions as co$pare% to partial sol'tions pro&i%e% (y $ost other co$panies. *t la'nche% the G G&een :!elte&s+! which is a co$plete pac-a)e to fit &ario's en&iron$ent an% te$perat're para$eters at teleco$ sites! a&oi%in) the r'nnin) of (ac- 'p syste$s li-e %iesel )enerators. One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.The co$pany to%ay enjoys an international presence in se&eral co'ntries aro'n% the worl%! thro')h its own esta(lish$ents! channel partners an% associates.
PROD7CT: OF T1E COMPAN;,/ As on %ate! ACME Tele Power Lt%. (oasts of a rich an% &arie)ate% portfolio of cost effecti&e an% inno&ati&e pro%'cts (ase% on the $o%ern technolo)ies. These incl'%e :G&een :!elte& Po(e& Inte&f"ce unit Line Conditione& unit T!e&m"l M"n"'ement
stem (it! PCM AC (it! f&ee coolin' 1e"t E=c!"n'e& 6"tte&) Life En!"nce& Fuel Cells 6"tte&) coole&s NACC Com%&esso& less Ai& Conditione& Mic&o Tu& ine Each of the or)ani.ation+s pro%'cts consi%era(ly re%'ce the %epen%ence on %iesel )enerators for coolin) reB'ire$ents %'rin) power o'ta)es an% pro&i%e sta(le power s'pply.M*//*O" /TATEME"T
/TR*HE TO 1R*"# HALIE A
*T*O" /EL0 D OR#A"*EAT*O"
@ i$pro&in) B'ality @ i%entifyin) opport'nities One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
@ total c'sto$er foc's @ $ini$i.in) errors an% wasta)e of scarce reso'rce
T3*/ W*LL 1E AC3*EHE 1,
@ positi&e attit'%e @ (ein) sensiti&e an% responsi&e @ contin'o's self 'p )ra%ation @ positi&e approach @ (ein) creati&e !analytical! an% o(jecti&e
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17MAN RE:O7RCE DE9ELOPMENT Pe&fo&m"nce "%%&"is"l
Co$pany consi%ers its h'$an reso'rces as the $ost &al'a(le reso'rces for its )rowth D %e&elop$ent. Perfor$ance appraisal see-s to achie&e the followin). 8. To set realistic D challen)in) tar)ets/ -ey perfor$ance area on ann'al (asis for the in%i&i%'al. 9. To assess e$ployee+s perfor$ance (ase% on person attri('tes. 5o( perfor$e% tar)ets achie&e%/ specific achie&e$ents. :. To assess the stren)ths! wea-nessD potential of the e$ployee. ;. Perfor$ance (ase% rewar% in ter$s of incre$entD pro$otion etc.
A%%&"is"l %e&iod
Appraisal perio% is fro$ April to March. E&ery e$ployee is appraise% at the en% of the Appraisal perio%. E$ployees joinin) %'rin) appraisal are appraise% on co$pletion of their one year ser&iceD e$ployees joinin) after March are appraise% in ne7t appraisal.
Met!od of "%%&"is"l
The e$ployee+s perfor$ance is appraise% (y the %epart$ent D sectional hea% in cons'ltation with his i$$e%iate s'per&isor on personal attri('tes! jo( perfor$e% tar)ets achie&e%/ specific achie&e$ent. 0inally the appraisal is re&iewe% D appro&e% (y the re&iew co$$ittee to ens're 'nifor$ityD o(jecti&e.
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A%%&"is"l feed "c$
8. The appraisal is (ein) %isc'sse% with the e$ployee (y the appraisee to. 9. 0ee% (ac- a(o't his perfor$ance! stren)thD wea-ness e$ployee is also s'))este% area of consoli%ationD i$pro&e$ent.
Em%lo)ee>s co/o%e&"tion
The appraisal syste$ reB'ires acti&e (eca'se its effecti&eness %epen%s on realistic self assess$ent D positi&e approach towar%s the fee% (ac-.
T&"inin' ? de#elo%ment
Trainin) D %e&elop$ent is an i$portant aspect of the 3.R. . The co$pany (elie&es in trainin) D %e&elop$ent of its e$ployees. To ta-e hi)her responsi(ility an% to $eet the challen)es of the in%i&i%'al e$ployee is assesse% (y his sectional D %epart$ental hea% in consolation with e$ployee. *n ho'r D o'tstation pro)ra$s are arran)e% for e$ployees (y 3.R. . on reco$$en%ation of sectional D %epart$ental hea%.
PERFORMANCE APPRAI:AL :;:TEM
Perfor$ance appraisal is a process of e&al'atin) e$ployee perfor$ance for the p'rpose of place$ents! selections for pro$otions! career plannin)! financial rewar%s! $oti&ation etc! perfor$ance appraisal see-s to achie&e followin) o(jecti&e. @ To assess the perfor$ance! personal attri('tes an% potential of the e$ployee.
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
@ Perfor$ance (ase% rewar%s in ter$s of pro$otion! incre$ents etc. @ To i%entify trainin) nee%s. @ To assess stren)ths !areas of i$pro&e$ents an% )i&e fee%(ac- to the e$ployee.
INDI9ID7AL COMPONENT: DEFINED ATTRI67TE:
There are se&en specific an% $ajor attri('tes that ha&e (een (ro-en into s'( co$ponents a)ainst which ratin)s to (e pro&i%e%. The &ario's attri('tes are e7plaine%.
WORK PLANNING
@ A1*L*T, TO PLA" @ OR#A"*/E @ EJECITE @ MEET EA L*"E/ @ *"TE#R*T,
@ RE/PO"/*1*L*T,
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COMM7NICATION
@ ART*CILAT*"# @ PER/IA/*O" @ /IPPORT @ CO"0* E"CE
CONCEPT7AL DEPT1
@ H*/*O" @ LO"# RA"#E PLA""*"# @ HER/AT*L*T, @ CREAT*H*T, A" *""OHAT*O"
O9ERALL 67I:NE:: APPROAC1
@ TEC3"*CAL 1A/*/ appreciates the technical 'p )ra%ations an% the technolo)ical applications in the or)ani.ation.
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@ 0*"A"C*AL F"OWLE #E has (een appreciate% of the financial ratios an% instr'$ents.
@ /TRATE#*C PR*OR*T*E/ has appreciation of sit'ations an% strate)ies (ase% on those sit'ations
@ CO"/IMER R*HE" has a c'sto$er frien%ly approach to (oth internal an% e7ternal c'sto$er.
AREA: OF :TRENGT1
As a part of the perfor$ance re&iew %isc'ssions! the appraisee! section 3ea% an% 3O sho'l% in%i&i%'ally list o't three $ost i$portant stren)ths in the appraisee! in or%er to 'tili.e the sa$e opti$ally an% %e&elop it for f't're pro%'cti&ity.
AREA: OF IMPRO9EMENT
The appraisee! section 3ea% an% the 3O sho'l% in%i&i%'ally list o't three $ost
i$portant areas reB'irin) i$pro&e$ent! of the apparisee. This will %e&elop the e$ployee in i%entifyin) his own %e&elop$ent nee%s an% $a-e s'ita(le learnin) processes to o&erco$e these areas.
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KE; TRAINING AND DE9ELOPMENT
The appraisee! /ection 3EA
an% the 3O
sho'l% in%i&i%'ally list o't i$portant
trainin) nee%s of the appraisee for hi$ to i$part his specific f'nctions of his jo( effecti&ely an% in the $anner that )enerates opti$'$ o'tp't. This section of for$ can also help the epart$ental 3ea%s an% the 3R Mana)er to plan a trainin) calen%ar for the e$ployee an% effecti&ely con%'ct the sa$e.
RATING:
Ratin)s in the ter$s are to (e awar%e% to the in%i&i%'al! (y his i$$e%iate s'perior an% the %epart$ental hea% in the specific col'$ns. The points are )i&en as: OIT/TA" *"# 2O/4 COMME" A1LE 2CO4 MEET EJPECTAT*O"/ 2ME4 "EE / *MPROHEME"T 2"*4 I"/AT*/0ACTOR,2I/4
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Scale
0.05 0.2 0.5 0.15 0.1
Rating
OS CO ME NI US
Standard
3 12 31 9 6 61
Actual
2 15 29 11 4 61
piu stores
Standard Actual
35 30 25 numbers 20 15 10 5 0 3 2 OS CO 15 12 11 31 29
A
ratings
9
6 4 US
ME NI PRO8ECT REPORT
ON
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M7LTIPLE P7RPO:E: OF PERFORMANCE APPRAI:AL
#eneral applications /pecific p'rpose *%entification of in%i&i%'al nee%s. Perfor$ance fee%(ac-. e&elop$ental 'ses eter$inin) transfers an% jo( assi)n$ent. *%entification of in%i&i%'al stren)ths an% %e&elop$ental nee%s.
/alary Pro$otion A%$inistration 'ses Retention an% ter$ination Reor)ani.ation of in%i&i%'al perfor$ance. Lay off *%entification of poor perfor$ance
3R plannin) %eter$inin) trainin) nee% Or)ani.ational $aintenance/o(jecti&e E&al'ation of )oal achie&e$ent *nfor$ation of )oal i%entification e&al'ation of 3R syste$
criteria for e&al'ation research oc'$entation oc'$entation for 3R %ecision helpin) to $eet le)al reB'ire$ent
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I::7E: IN APPRAI:AL PROGRAMME:
Fo&m"l #-s info&m"l
W!"t met!ods
W!ose
%e&fo&m"nce
W!en to e#"lu"te
A%%&"is"l desi'n
W!o "&e t!e %"&tne&s
W!"t to e#"lu"te
W!"t %&o lems
1o( to sol#e
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PERFORMANCE APPRAI:AL :;:TEM
Perfor$ance appraisal syste$ in any or)ani.ation %epen%s s'(stantially on fi&e factors C concept! criteria! conte7t! c'lt're an% contin)ency.
Conce%t ,- The perfor$ance %i$ensions are se&eral. They incl'%e %'ties!
responsi(ilities! (eha&ior an% traits. Perfor$ance appraisal in&ol&es at least two persons/parties: the appraiser 2who %oes the appraisal4 an% the appraise 2Whose perfor$ance is (ein) appraise%4. A%%&"ise e=%ect @ To -now what his %'ties an% responsi(ilities are @ To -now what is e7pecte% of hi$ an% whether the e7pectations are reasona(le eno')h @ To -now how he is %oin) @ To ha&e appraiser+s help! if nee%e% @ Rewar%s to (e co$$ens'rate with perfor$ance @ Analy.e res'lts with appraisee @ A%&ice! )'i%e! coach D co'nsel @ Rewar% for )oo% res'lts @ 0acilitate appraisee to set )oals/tar)ets A%%&"ise& s!ould @ Prepare jo( %escriptions
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C&ite&i", - /e&eral perfor$ance $eas'res s'ch as o'tp't! B'ality! p'nct'ality! cost
control contri('tion! jo( -nowle%)e! %iscretion! initiati&e! tea$ wor-! reso'rcef'lness honestly! an% lea%ership B'alities are 's'ally rec-one% as so$e of the criteria a)ainst which perfor$ance is assesse%.
Conte=t, / The top $ana)e$ent philosophy &al'es an% (elief syste$ in the
or)ani.ation infl'ence the notions a(o't people in the or)ani.ations an% the type of control! $oti&ation an% co$$'nication syste$s.
Cultu&e, / The c'lt'res of people in )eneral see$ to affect appraisal syste$. /t'%ies
an% co$$entaries on *n%ian or)ani.ations see$ to point to a pattern where the loyalties of e$ployees are $ore to the people than to the tas-s or to or)ani.ations.
Contin'enc), / There is a syste$atic effort to lin- perfor$ance appraisal to other s'(syste$s of h'$an reso'rce $ana)e$ent s'ch that all personnel %ecisions 'se the perfor$ance appraisal %ata as a critical inp't! it (eco$es %iffic'lt to i$part serio'sness in to the syste$. The res'lt wo'l% (e apathy on the point of (oth the appraiser an% the appraisee to the entire process.
Met!ods of "%%&"is"l/
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The last to (e a%%resse% in the process of %esi)nin) an appraisal pro)ra$$e is to %eter$ine $etho%2s4 of e&al'ation. All the approaches to appraisal can (e classifie% into:2i4 2ii4 past-oriente% $etho%s f't're oriente% $etho%s
Ratin) /cale Cost acco'ntin) Chec-lists Essay Tests an% O(ser&ation 0iel% re&iew 1AR/ 0orce% Choice 0orce% %istri('tion critical inci%ent
A%%&"is"l met!ods
A%%&"is"l Tec!ni@ues
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ifferent techniB'es are 'se% for perfor$ance appraisal. They incl'%e:-
Met!ods
Futu&e o&iented
Appraisal (y o(jecti&es Trait Appraisal Ratin) /cales DRan-in) TechniB'e /i$ple or strai)ht Ran-in) 0orce% %istri('tion Ran-in) Paire% co$parison The Critically inci%ent $etho%
Mana)e$ent (y o(jecti&es
Psycholo)ical appraisals Assess$ent Centers
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PA:T ORIENTED APPRAI:AL:
A%%&"is"l ) o 0ecti#es : - The o(jecti&es for the e&al'ation perio% 2's'ally 89 $onths4 are %eter$ine% thro')h joint %isc'ssion an% ne)otiation (etween the s'perior an% s'(or%inate. This syste$ is followe% e&en in or)ani.ation which %oes not ha&e a for$al pro)ra$$e of GMana)e$ent (y O(jecti&es+. *n&aria(ly! in $any or)ani.ations where the o(jecti&es are pre%eter$ine%! Fey perfor$ance Areas 2FPAs4 or Fey Res'lt Areas 2FRAs4 are also %eci%e% in a%&ance thro')h joint effort. Confidenti"l Re%o&t :- A confi%ential report is a report on the s'(or%inate (y the i$$e%iate s'perior an% co&ers a li$ite% ran)e of aspects li-e the can%i%ate+s stren)ths! wea-ness! $ajor achie&e$ents or fail'res an% infor$ation on so$e personality traits an% (eha&ior aspects. The confi%ential report syste$ is 's'ally a %escripti&e one an% per$its a lot of s'(jecti&ity. T&"it A%%&"is"l :- Co$$only 'se% in%i&i%'al traits incl'%e se&eral %istin)'ishin) characteristics fir$ly anchore% in h'$an (eha&ior that $anifest the$sel&es on the jo( an% infl'ence perfor$ance. These characteristics incl'%e the followin) liste% (elow.
A(ility for s'staine% har% worAcceptance of responsi(ility A%apta(ility Analytical a(ility Appearance Atten%ance Attit'%e towar%s criticis$ Capacity to train Co$$it$ent to tasCo$$'nication Con%'ct Confi%ence
ri&e Effort Efficiency 3onesty *n%'strio'sness *nitiati&e *nte)rity *ntelli)ence 5'%)$ent Lea%ership Loyalty Moti&ation
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R"tin' :c"les ,/ These are techniB'es where perfor$ance is $eas're% thro')h assi)nin) n'$(ers 2A to ;! 8 to < or 8 to K4! 2A to or E4 or wor%s which are %escripti&e a%jecti&es 2e.).! o'tstan%in)! &ery )oo%! )oo%! fair! poor4 to ite$s or e&ents to %escri(e %ifferences. *n all ratin) scales! $ost or)ani.ations are fin%in) it 'sef'l to ha&e an e7tra col'$n ot recor% ".A. 2not applica(le4 or ".O. 2"ot o(ser&e%4 or any other co$$ent as appropriate.
R"n$in' Tec!ni@ue :- Ran-in) techniB'es enco'ra)e s'perior or peers to ran--or%er all their s'(or%inates or peers as the case $ay (e. This is a for$ of co$parati&e $eas're$ent. :im%le o& st&"i'!t R"n$in' :- This techniB'e pro&i%es for an or%inal scorin)6 first! secon%! thir% an% so on. Fo&ced Dist&i ution R"n$in' :- This is ran-in) techniB'e where raters are reB'ire% to allocate a certain percenta)e of rates to certain cate)ories 2e.).! s'perior! a(o&e a&era)e! etc.4 or percentiles 2e.). Top 8AL! 1otto$ 9AL etc.4 1oth the n'$(er of cate)ories an% percenta)e of e$ployees to (e allotte% to each cate)ory are a f'nction of the perfor$ance appraisal %esi)n an% for$at. P"i&ed Com%"&ison :- This techniB'e reB'ires the rater to appraise which of the two e$ployees is s'perior! instea% of ha&in) to ran- or%er all the e$ployees in the sa$e wor'nit %oin) the sa$e jo(. This is wi%ely 'se% when one is co$parin) a s$all n'$(er of people. N"&&"ti#e o& Desc&i%ti#e Met!ods :- The on)oin) search for newer an% (etter techniB'es of appraisin) e$ployees perfor$ance le% to se&eral %escripti&e $etho%s. These incl'%e the essay an% the critical inci%ent $etho%s a$on) others.
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T!e Ess") met!od :- *n this $etho%! the rater %escri(es the ratee in ter$s of se&eral (roa% cate)ories s'ch as the person+s stren)ths an% wea-ness! $ajor achie&e$ents an% fail'res! potential trainin) an% %e&elop$ent nee%s an% o&erall perfor$ance of the rater.
T!e C&itic"l Incident met!od, - This $etho% reB'ires the rater to $aintain a recor% of $ajor o(ser&ations of what he feels are wor- (eha&iors critical to the %ifference (etween s'ccess an% fail're. *t pro&i%es infor$ation (ase% on syste$atic o(ser&ation of act'al jo( perfor$ance. 6e!"#io&"ll) Anc!o&ed R"tin' :c"les A6AR:B,/ These are %escriptions of &ario's %e)rees of (eha&ior relatin) to an aspect of perfor$ance %i$ension. The (eha&iors are %escri(e% for a set of inter&als ran)in) fro$ the $ost ne)ati&e to $ost positi&e.
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F7T7RE ORIENTED APPRAI:AL:
M"n"'ement ) o 0ecti#es :- *t was peter 0. p'(lishe%. Application of M1O in the fiel% of perfor$ance appraisal is a recent thin-in). r'c-er who first )a&e the concept of
M1O to the worl% way (ac- in 8K<; when his The Practice of Mana)e$ent was first
M6O (o&$s c"n e desc&i ed in fou& ste%s :8. To esta(lish the )oals for each s'(or%inate that he has to attain. 9. *n&ol&es settin) the perfor$ance stan%ar% for the s'(or%inates in a pre&io'sly arran)e% ti$e perio%. :. The act'al le&el of )oal attain$ent is co$pare% with )oals a)ree% 'pon. ;. Esta(lishin) new )oals an%! possi(ly! new strate)ies for )oals not pre&io'sly attaine%.
Ps)c!olo'ic"l
A%%&"is"ls
:-
Lar)e
or)ani.ation
e$ploy
f'll-ti$e
in%'strial
psycholo)ists. When psycholo)ists are 'se% for e&al'ations! they assess an in%i&i%'al+s f't're potential an% not past perfor$ance. The appraisal nor$ly consists of in-%epth inter&iews! psycholo)ical tests! %isc'ssions with s'per&isions an% a re&iew of other e&al'ations. The psycholo)ist then writes an e&al'ation of the e$ployee+s intellect'al! e$otional! $oti&ational an% other wor--relate% characteristics that s'))est in%i&i%'al potential an% $ay pre%ict f't're perfor$ance. 0ro$ these e&al'ations! place$ent an% %e&elop$ent %ecisions $ay (e $a%e to shape the person+s career. Assessment Cent&es :- An assess$ent Centre is a central location where $ana)ers $ay co$e to)ether to ha&e their participation in jo( relate% e7ercises e&al'ate% (y traine% o(ser&ers. The principal i%ea is to e&al'ate $ana)ers o&er a perio% of ti$e! say one to three %ays! (y o(ser&in) 2an% later e&al'atin)4 their (eha&io'r across a series of selecte% e7ercises or wor- sa$ples. One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
DE:IGN OF AN EFFECTI9E APPRAI:AL :;:TEM
*t is 'sef'l to foc's on aspects s'ch as the followin) so that the appraisal syste$ can (e effecti&e: 8. Appraisal o(jecti&es an% 'ses sho'l% (e specific! clear! rele&ant! ti$ely! a%eB'ate! open an% fair. *t sho'l% (e a%eB'ately an% appropriately lin-e% with the other s'(syste$s of h'$an reso'rce $ana)e$ent an% capa(le of (ein) p't to 'se in a $anner (eneficial to the in%i&i%'al e$ployee an% the or)ani.ation. 9. *t sho'l% (e an on)oin) process of $ana)in) perfor$ances with e$ployee acti&ely participatin) an% s'per&isor playin) the role of coach an% %e&eloper. :. The infor$ation )enerate% sho'l% (e tailore% to the nee%s of the or)ani.ation! perfor$ance reB'ire$ents an% nor$s of (eha&io'r. ;. Reco)ni.e in%i&i%'al %ifferences in syste$ %esi)n. *%entify the nee%s of rates in ter$s of fee% (ac-! $o(ility! /elf estee$ etc. <. The o&erall p'rpose sho'l% (e %e&elop$ental than j'%)$ental. *t is i$portant to separate e&al'ation of perfor$ance an% potential.
Moti&ation
J
A(ility
Perfor$ance
o'tco$e Attain$ent an% jo( satisfaction
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IMPLICATION: FOR PERFORMANCE AND :ATI:FACTION
:election P&"ctices :- An or)ani.ation+s selection practices will %eter$ine who )ets hire%. *f properly %esi)ne%! it will i%entify co$petent can%i%ates an% acc'rately $atch the$ to the jo(. The 'se of the proper selection %e&ice will increase the pro(a(ility that the ri)ht person will (e chosen to fill a slot. T&"inin' "nd De#elo%ment P&o'&"ms :- Trainin) pro)ra$s can affect wor- (eha&io'r in two ways. The $ost o(&io's is (y %irectly i$pro&in) the s-ills necessary for the e$ployee to s'ccessf'lly co$plete his her jo(. An increase in a(ility i$pro&es the e$ployee+s potential to perfor$ at a hi)her le&el. Of co'rse! whether that potential (eco$es reali.e% is lar)ely an iss'e of $oti&ation. A secon% (enefit fro$ trainin) is that it increases an e$ployee+s self-efficacy. :elf/ effic"c) is a person+s e7pectations that he or she can s'ccessf'lly e7ec'te the (eha&io'r reB'ire% to pro%'ce an o'tco$e. Or)ani.ations that pro&i%e for$al career %e&elop$ent acti&ities an% $atch the$ to nee%s that e$ployees e7perience at &ario's sta)es in their careers re%'ce the li-elihoo% that pro%'cti&ity will %ecrease as a res'lt of o(solescence or that jo( fr'strations will create re%'ce% satisfaction. Pe&fo&m"nce E#"lu"tion :- A $ajor )oal of perfor$ance e&al'ation is to assess acc'rately an in%i&i%'al+s perfor$ance contri('tion as a (asis for $a-in) rewar% allocation %ecision: if the perfor$ance e&al'ation process e$phasi.es the wron) criteria or inacc'rately appraises act'al jo( perfor$ance! e$ployees will (e o&er- or 'n%er rewar%e%. This can lea% to ne)ati&e conseB'ences s'ch as re%'ce% effort! increases in a(senteeis$! or search for alternati&e jo( opport'nities.
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Re("&d s)stems :- *f e$ployees percei&e that their efforts will (e acc'rately apprise% an% if they f'rther percei&e that the rewar%s they &al'e are closely lin-e% to the e&al'ations! the or)ani.ation will ha&e opti$i.e% the $oti&ational properties fro$ its e&al'ation an% rewar% proce%'res an% policies. We can concl'%e that rewar%s are li-ely to lea% to hi)h e$ployee perfor$ance an% satisfaction when they are 284 Percei&e% as (ein) eB'ita(le (y the e$ployee. 294 Tie% to perfor$ance an% 2:4 Tailore% to the nee%s of in%i&i%'al
7nion C M"n"'ement Inte&f"ce :- The e7istence of a 'nion in an or)ani.ation a%%s another &aria(le in o'r search to e7plain an% pre%ict e$ployee (eha&ior. The 'nion has (een fo'n% to (e an i$portant contri('tion to e$ployees+ perceptions! attit'%es! an% (eha&ior. The infor$al nor$s that 'nion cohesi&eness fosters can enco'ra)e or %isco'ra)e hi)h pro%'cti&ity! or)ani.ational co$$it$ent! an% $orale.
LEARNING: IN T1E EDEC7TI9E TRAINING E IND7CTION E F>s A8"%"nese Tec!nolo')B E KRA E G7ALIT; CIRCLE: E COMPETANC; MAPPING E PRACTICAL WORK ON EDCEL
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C1APTER III DATA ANAL;:I:
Guestion no 2, "'$(er of ser&ice years in this or)ani.ation. 2a4 <-8A years 2(4 8A-8< years Less ,ears 8AA ?; 8= A than 2c4 More than 8< years < <-8A ,ears 8A-8< years More 8< A than
Guestion /a$ple /i.e
E$ployees
0 16 0 e!!"t#an"5"$ear! 5%10"$ear! 10%15"&ear! M're"t#an"15 84
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0i). 8.A8
Findings: The response collecte% is (ase% on the perio% of their ser&ice
in the or)ani.ation. As co$pany was set 'p in 9AA: so the years of ser&ice in the or)ani.ation of $ost of the e$ployees is less than < years.
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Guestion no 3, Are yo' aware a(o't yo'r perfor$ance appraisal or any e&al'ation %one (y yo'r s'perior. 2a4 ,es 2(4 "o ,es ?A "o 9A
Guestion /a$ple /i.e 8AA E$ployees
20( $e! N' 80(
0i). 8.A9
Findin's ,/ ?A L the e$ployees ha% respon%e% in fa&or of that they were aware a(o't perfor$ance appraisal. Guestion no 4, Are yo' aware a(o't the $o%ern techniB'es 'se% in perfor$ance appraisalM One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
2a4 ,es N'estion /a$ple /i.e 8AA ,es =A
2(4 "o "o ;A
E$ployees
.
40 $e! N' 60
0i). 8.A:
Findin's, "ear a(o't =AL of the e$ployees ha% not aware a(o't $o%ern perfor$ance appraisal techniB'es.
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Guestion no 5: Perfor$ance appraisal techniB'es $a-e yo' (etter eli)i(le for pro$otion! %e$otion! D transfer. 2a4 A)ree% 2 4 2(4 "ot A)ree% 2 4
A)ree%
"ot a)ree%
Guestion /a$ple /i.e E$ployees
8AA
?A
9A
0i). 8.;
20
Agreed N't"agreed
80
0i). 8.A; Findin's, The ?AL of the respon%ent+s shows that PARs as a )oo% strate)y to )o ahea% with pro$otion while ;AL of respon%ents %o not a)ree with it.
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
Guestion no F, o yo' thin- perfor$ance appraisal is 'sef'l or j'st a waste of ti$eM 2a4 Isef'l 2 4 2(4 Waste of ti$e 2 4
Guestion /a$ple E$ployees /i.e 8AA
Isef'l K9
Waste of ti$e ?
0i). 8.<
0i). 8.A<
Findin's, More than KAL of the e$ployees say that perfor$ance appraisal is 'sef'l for there self-assess$ent an% pro$otions. Th's! they cannot i)nore it. An% rest of the e$ployees thin-s it as a waste of ti$e.
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
Guestion no H: Proper an% a%eB'ate perfor$ance appraisal plays a cr'cial role in yo'r career %e&elop$ent. 2a4 A)ree% 2 4 2(4 "ot A)ree% ,es 8AA K9 2 "o ? 4
Guestion /a$ple /i.e E$ployees
8
Agreed N't"agreed
92
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
0i). 8.A=
Findin's, K9L of the responses show that Perfor$ance Appraisal Report helps a lot in the pro$otional acti&ities.
Guestion no I:
oes perfor$ance appraisal report is helpf'l in i%entifyin) Trainin) an%
e&elop$ent nee% or it lay %e&elop$ent plan for yo'M 2a4 To a lar)e e7tent 2(4 To so$e e7tent N'estion /a$ple /i.e 8AA To a lar)e e7tent =A 2c4 "ot at all To so$e e7tent :A "ot at all 8A
E$ployees
0i). 8.>
10
)'"a"large"e*tent )'"!'+e"e*tent 50 40 N't"at"all
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
0i). 8.A>
Findin's, <AL of the respon%ents are satisfie% (y the perfor$ance appraisal report as it helps the$ to 'n%erstan% the jo( profile an% helps in trainin) nee% i%entification.
Guestion no J: Perfor$ance appraisal is $ost of the ti$e fair an% 'n(iase%. 2a4 A)ree% 2 4 2(4 "ot A)ree% 2 4
Guestion /a$ple /i.e E$ployees
A)ree% 8AA ?<
"ot a)ree% 8<
15
Agreed N't"agreed
85
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
0i). 8.A?
Findin's: =< L of the respon%ents show that Perfor$ance Appraisal report is ti$e fair D 'n(iase%.
Guestion no K, 3a&e yo' 'n%erstoo% clearly! as to what is e7pectin) fro$ yo'M 2a4 ,es 2(4 "o 2c4 Cant+ say
Guestion /a$ple /i.e E$ployees
,E/ 8AA ;A
"o 99
Cant+ say :?
38
40 $ES * N' Cant,"!a&
22
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
0i). 8.AK Findin's, There is a close response fro$ the respon%ents on Perfor$ance appraisal report where on one han% 2near a(o't ;AL4 say that it $a-es feel refreshe% D -now there (etter responsi(ility. On the other han% so$e say that it has helpe% the$ in i$pro&in) their s-ills not to %efine there f't're responsi(ility an% perfor$ance. Guestion No 2L, oes the or)ani.ation pro&i%e co'nselin) after appraisalM 2a4 ,es 2(4 "o
Guestion /a$ple /i.e E$ployees
,es 8AA >;
"o 9=
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
26( $e! N' -4(
0i). 8.8A
Findin's, "ear a(o't ><L of the respon%ents! say that Or)ani.ation pro&i%es co'nselin) after perfor$ance appraisal report.
FINDING:
8. The response collecte% is (ase% on the perio% of their ser&ice in the or)ani.ation. As co$pany was set 'p in 9AA: so the years of ser&ice in the or)ani.ation of $ost of the e$ployees is less than < years.
9. ?A L the e$ployees ha% respon%e% in fa&or of that they were aware a(o't perfor$ance appraisal.
:. "ear a(o't =AL of the e$ployees ha% not aware a(o't $o%ern perfor$ance appraisal techniB'es. One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
;. The ?AL of the respon%ent+s shows that PARs as a )oo% strate)y to )o ahea% with pro$otion while ;AL of respon%ents %o not a)ree with it.
<. More than KAL of the e$ployees say that perfor$ance appraisal is 'sef'l for there self-assess$ent an% pro$otions. Th's! they cannot i)nore it. An% rest of the e$ployees thin-s it as a waste of ti$e.
=. K9L of the responses show that Perfor$ance Appraisal Report helps a lot in the pro$otional acti&ities.
>. <AL of the respon%ents are satisfie% (y the perfor$ance appraisal report as it helps the$ to 'n%erstan% the jo( profile an% helps in trainin) nee% i%entification.
?. =< L of the respon%ents show that Perfor$ance Appraisal report is ti$e fair D 'n(iase%.
K. There is a close response fro$ the respon%ents on Perfor$ance appraisal report where on one han% 2near a(o't ;AL4 say that it $a-es feel refreshe% D -now there (etter responsi(ility. On the other han% so$e say that it has helpe% the$ in i$pro&in) their s-ills not to %efine there f't're responsi(ility an% perfor$ance.
8A. "ear a(o't ><L of the respon%ents! say that Or)ani.ation pro&i%es co'nselin) after perfor$ance appraisal report.
CONCL7:ION
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
*t is tr'th that no wor- is co$plete% in itself. *nfact! co$pletion of one jo( is act'ally the (e)innin) of another jo(. Li-ewise! perfor$ance Appraisal is ne&er en%in) process. *t is essential for personal D professional %e&elop$ent. This project has (een consi%erin) all possi(le aspects $entione% in the project (oo-let. The project is $a%e &ery clear an% precise with the help of the rele&ant %ata )athere% fro$ the co$pany! co$pany we(site D thro')h &ario's anne7're. *n the concl'%in) re$ar- of $y project report! * wo'l% li-e to state that at ACME TELE POWER LT . ! PA"T"A#AR! the e$ployees are consi%ere% as $ost &al'a(le assets D stren)th for s'staine% )rowth D %e&elop$ent of the co$pany. They (elie&e in in&estin) contin'o'sly in h'$an reso'rce for their )rowth. The co$pany is le% (y yo'n) professionals. They ha&e an open wor- en&iron$ent which is achie&e$ent oriente%. *n spite of these $erits! there are so$e %e$erits also in the co$pany that the )oals of the co$pany are not %eci%e% in a%&ance an% no fee%(ac- fi7e% for wor-ers an% e7ec'ti&es in ACME TELE POWER LT .! PA"T"A#AR.
:7GGE:TION: GI9EN 6; EMPLO;EE: D7RING :7R9E;
@ Perfor$ance Appraisal sho'l% (e e7perience! wor- s-ill! la(o'ris$ sincerity. @ E&al'ation sho'l% (e as per perfor$ance an% shall not (e (iase%. @ Hal'ation of perfor$ance sho'l% (e %one in each B'arter.
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
@ Appraisal sho'l% not (e 1ell C'r&e. *t sho'l% (e (ase% on %epart$ent/ in%i&i%'al either 8AA< or AL. @ E$ployee is the -ey reso'rce of the or)ani.ation. 3ence e$ployee satisfaction is the -ey to s'ccess for the or)ani.ational )rowth. 0or e$ployee satisfaction there sho'l% (e )oo% incre$ental an% pro$otional policies. @ Thin)s carrie% o't on paper sho'l% (e followe%/ i$ple$ente% or at least can (e trie%. @ Perfor$ance Appraisal sho'l% (e %one (y M1O 2Mana)e$ent 1y O(jecti&e4 / MDM $etho% of appraisal. @ E&ery e$ployee sho'l% ha&e a ri)ht of j'stification for his own roles ! responsi(ilities an% %esi)nation. @ Or)ani.ation $'st 'se :=A %e)ree appraisal $etho% (eca'se this $etho% not only incl'%es the perfor$ance of an e$ployee ('t his interpersonal s-ills also.
C1APTER I9 RECOMMENDATION:- :7GGE:TION:
8. This sit'ation reali.es that there were 9AL of the e$ployee who are 'naware of the perfor$ance appraisal report which will (e re%'ce% (y pro&i%in) the$ co'nselin).
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
9. They sho'l% ha&e to (e aware a(o't the perfor$ance appraisal techniB'es (eca'se they ha&e to pass thro')h it for ta-in) (etter pro$otions D )reater responsi(ility. :. This shows there ne)li)ence towar%s there career D awareness. Th's! it can a&oi% (y pro&i%in) eno')h infor$ation to e$ployee with the help of trainin) D %e&elop$ent e7ercise. ;. The 9AL of respon%ent+s responses shows that they are not aware a(o't i$portance of perfor$ance appraisal report. They sho'l% (e aware a(o't that how they can ta-e pro$otion an% )reater responsi(ility thro')h (etter perfor$ance. <. They ha&e to intro%'ce% career %e&elop$ent )raphs an% necessary s-ills to reach that position after e7periencin) so$e years. =. Respon%ents sho'l% ha&e to (etter 'n%erstan% the jo( responsi(ility an% trainin) nee% i%entification thro')h sche%'le chart or thro')h the jo( analysis.
.
6I6LOGRAP1;
84
3'$an Reso'rce Mana)e$ent (y F. Aswathapa
94
3'$an Reso'rce Mana)e$ent
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
(y L. M. Prasa% :4 3'$an Reso'rce Mana)e$ent (y /. F. #'pta ;4 3'$an Reso'rce Mana)e$ent (y Ro((inson <4 3'$an Reso'rce Mana)e$ent (y C. 1. #'pta =4 3'$an Reso'rce Mana)e$ent (y C. H. Me$oria >4 3'$an Reso'rce Mana)e$ent (y R. /har$a ?4 3'$an Reso'rce Mana)e$ent (y 1. #hosh
Do #isit "'"in ,/!tt%,--(((.fin"l/)e"&%&o0ects.co.ccOne place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
P.T.O
,es /a$ple /i.e 8AA E$ployees ?A
"o 9A
0i). 8.9
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
Findin's,
?A L the e$ployees ha% respon%e% in fa&or of that they were aware a(o't
perfor$ance appraisal.
Guestion no 4, Are yo' aware a(o't the $o%ern techniB'es 'se% in perfor$ance appraisalM 2a4 ,es 2(4 "o
C.A/)ER"I0
RECOMMENDATION- :7GGE:TION:
This sit'ation reali.e that there were 9AL of the e$ployee who are 'naware of the perfor$ance appraisal report which will (e re%'ce% (y pro&i%in) the$ all co'nselin) They sho'l% ha&e to (e aware a(o't the perfor$ance appraisal techniB'es (eca'se they ha&e to passes thro')h it for ta-in) (etter pro$otions D )reater responsi(ility. One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
This shows there ne)li)ence towar%s there career D awareness. Th's! it can a&oi% (y pro&i%in) eno')h infor$ation to e$ployee with the help of trainin) D %e&elop$ent e7ercise. The <AL of respon%ent+s responses shows that they are not aware a(o't i$portance of perfor$ance appraisal report. They sho'l% (e aware a(o't that how they can ta-e pro$otion an% )reater responsi(ility thro')h (etter perfor$ance. They ha&e to intro%'ce% career %e&elop$ent )raphs an% necessary s-ills to reach that position after e7periencin) so$e years. Respon%ents sho'l% ha&e to (etter 'n%erstan% the jo( responsi(ility an% trainin) nee% i%entification thro')h sche%'le chart or thro')h the jo( analysis.
.
6I6LOGRAP1;
K4
3'$an Reso'rce Mana)e$ent
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
(y F. Aswathapa 8A4 3'$an Reso'rce Mana)e$ent (y L. M. Prasa% 884 3'$an Reso'rce Mana)e$ent (y /. F. #'pta 894 3'$an Reso'rce Mana)e$ent (y Ro((inson 8:4 3'$an Reso'rce Mana)e$ent (y C. 1. #'pta 8;4 3'$an Reso'rce Mana)e$ent (y C. H. Me$oria 8<4 3'$an Reso'rce Mana)e$ent (y R. /har$a 8=4 3'$an Reso'rce Mana)e$ent (y 1. #hosh
Pe&fo&m"nce A%%&"is"l Guestionn"i&e M/s. ACME TELE POWER LT .! PA"T"A#AR APPENDICE: "a$e: esi)nation/Post: /alary #ra%e: N'alification: One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
E7perience: 284"o. of years of ser&ice in the or)ani.ation: 2a4 Less than < 2(4 <-8A 2c4 8A-8< 2%4 More than 8< 294 o yo' aware a(o't yo'r perfor$ance appraisal or any e&al'ation %one (y yo'r s'perior. 2a4 ,es 2(4 "o 2:4Are yo'r aware a(o't the $o%ern techniB'es 'se% in yo'r perfor$ance appraisalM 2a4 ,es 2(4 "o 2;4Perfor$ance appraisal techniB'es $a-e yo' (etter eli)i(le for pro$otion! %e$otion! D transfer. 2a4 A)ree% 2 4 2(4 "ot A)ree% 2 4 2<4 o yo' thin- perfor$ance appraisal is 'sef'l or j'st a waste of ti$eM 2a4 Isef'l 2 4 2(4 waste of ti$e 2 4 2=4Proper an% a%eB'ate perfor$ance appraisal plays a cr'cial role in yo'r career %e&elop$ent. 2a4A)ree% 2 4 2(4 "ot A)ree% 2 4 2>4 oes perfor$ance appraisal report is helpf'l in i%entifyin) trainin) D %e&elop$ent nee% or it lay career %e&elop$ent plan for yo'M 2a4 To a lar)e e7tent 2(4 To so$e e7tent 2c4 "ot at all 2?4Perfor$ance appraisal is $ost of the ti$e fair an% 'n(iase%. 2a4A)ree% 2 4 2(4 "ot A)ree% 2 4 2K43a&e yo' 'n%erstoo% clearly! as to what is e7pectin) fro$ yo'M 2a4 ,es 2(4 "o 28A4 oes the or)ani.ation pro&i%e co'nselin) after appraisalM 2a4 ,es 2(4 "o Any s'))estions: OOOOOOOhttp://www.final-yearprojects.co.cc/ OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO OOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOOO OOOOOOOOOO.. . o &isit a)ain for $ore:-
http://www.final-yearprojects.co.cc/
One place for Projects! Presentation! se$inar! s'$$er trainin) report an% lot $ore. "OTE:-This wor- is copywrite to its A'thors. This is only for E%'cational P'rpose.
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