Final Usha Lexus
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Transcript of Final Usha Lexus
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CHAPTER
1
COMPANY
PROFILE
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1.1)INDUSTRY PROFILE
My project report revolves around consumer goods industry.
Retailing, distribution, manufacturing and the supply chain that links them together have seen
recent significant change. New sales channels, particularly web-based e-tailing, and the
continuing drive for globalization have placed increasing pressure on the consumer goods
industry.
Consequently there has been a continuing drive to re-engineer consumer goods supply chains
with the aim of establishing major efficiencies. This investment has affected strategies, structures,
operations, and systems throughout retailing. However, whether supply chains are responsive
enough to handle the continuing changes in markets and consumer demand is still questioned.
Our consultants help clients achieve closer end-to-end integration of their supply chains. The
indications are that there will be even tighter linkages between suppliers, distributors and
resellers and we have developed specialized services to achieve this, including:
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Competitive supply chain resilience (CSCR) We identify key supply chain (and wider
supply network) processes and classify them using a method that links with business
strategy so that their vulnerability can be effectively identified and prioritized.
Improvement projects and potential scenarios are established and an effective business
case produced.
Health check/review of IT processes and systems Our consultants conduct an
objective review of I.T. strategy, architecture and alignment to business efficiency and
effectiveness including benchmarking against recognized standards of best practice.
Delivering value from ERP This service allows organizations to achieve the greatest
return from their investment in ERP systems. Cornwell consultants help effect benefits at
the adoption, realization and optimization phases leading to the identification and delivery
of advantages beyond the original business case, achieving true ERP.
Packaged software evaluation and selection Cornwell is totally independent from all
software and hardware vendors so our consultants are able to provide objective advice in
the process of evaluating and selecting software packages for financials, purchasing and
supply chain, and CRM.
Enterprise content management Emails, word documents and other unstructured
information within organizations are increasingly used to communicate with suppliers and
customers. Our enterprise service is designed to help organizations identify andimplement solutions that let them improve productivity, support their staff and customers
and risks associated with incomplete or inconsistent information.
Business/IT function outsourcing advice We assess the business function outsourcing
opportunity and examine the viability of forming an outsourcing relationship. Our
consultants assist with the selection and implementation, including the structure of service
level agreements, and provide help in subsequent management of the outsourcing
arrangement. We also offer health checks and reviews of existing arrangements.
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Consumer Products
The consumer products industry is comprised of a variety of products, such as toiletries and
cosmetics, small appliances, consumer durables, consumer electronics, and other household
items. This industry has seen steady growth since the Industrial Revolution, and with the rising
markets of Russia, China, and India starting to demand more commodities, this growth is
expected to continue into the future.
There are 685 members in the E- Networkfor this industry.
Highly
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Highly
FragmentedConcentrated
The Consumer Products industry is concentrated. The production in this industry is dominated by
a many large firms that are capable of shaping the industrys direction and price levels.
Primary Demand Drivers:
Consumer income and spending
Home sales
Domestic economic activity
Profitability Drivers:
Effective marketing
Efficient operations
Increasing store traffic
Efficient inventory management
Adequate order fulfillment
operations
1.2) Company Profile
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VISION
The Companys vision is to set a benchmark in the hospitality industry by providing high
standards of comfort and luxury for the discerning business and leisure travelers.
MissionTo be recognized as household and trusted Brand of home furnishings that brings total
satisfaction to the customers through its quality, utility and affordability.
Its specialties areproviding international quality consumer electronics products at Indian prize.
The LEXUS brand name is known around the country and is reputed to provide latest life style
products of international quality. The Siddharth Shriram Group The Siddharth Shriram Group
is the company behind one of India's best loved brand, Usha.Today, the group is poised to build
on its heritage and deliver on the Usha promise of trust and durability. The Usha Team Bringing in
expertise from diverse backgrounds, Usha's team of directors contribute in focusing the company's
potential along the right direction
Board of Directors
Mr. Krishna Shriram (Executive Chairman)
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Mr. Siddharth Shriram (Co Chairman)
Ms. Chhaya Shriram (Whole Time Director)
Mr. Pramod Kumar Bhalla
Mr. Anil Kumar Jain
Mr. Vinod K. Wazir
Mr. Anand Kumar Chowdhury
Mr. Nandan Kumar Goila
Usha Lexus Electronics is a division of General Sales Limited , a company established in
1965, and a part of the Usha Shriram Group. The company introduced its range of LEXUS
mobile phones in the Indian market in 2003 with the objective of providing affordable and
reliable Mobile Handsets to the Indian consumer, backed up with a reliable and efficient after
sales service network.
Usha Lexus Electronics
(Usha Sriram Group) is a Private Sector Organization that offers services in Telecommunication/
Mobile with Annual Total Turnover of 100-250 Crs and with Employee Strength of 501-1000.
Usha Lexus Electronics is one of the leading electronics companies in the industry, established in
1965, and has a diverse industry portfolio. It is a branch of Usha Shriram Group and a division of
General Sales Limited. In 2003, the company introduced their mobile phones to the Indian
market with the idea of providing inexpensive and superior quality handsets.
Usha Lexus Electronics (Usha Sriram Group) Head Office Address :
Block A DDA Commercial Complex Naraina RingRoad
New delhi: 110028
Delhi ,India .
Usha Lexus Electronics (Usha Sriram Group) Phone Number: (11) 25770990 25770991
Usha Lexus Electronics (Usha Sriram Group) Website: www.ushalexus.com
Usha Lexus Electronics (Usha Sriram Group) Financial Details :
No ofEmployees 501-1000
Turnover in Crs 100-250 Crs.
Sector- Private Sector.
USHA LEXUS FURNITURE
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The very principle of Usha Lexus furniture is based on customer satisfaction. They are utility-
centric, fine looking and the easiest to live with. We at Usha Lexus, feel that furniture should not
overpower the room it is in, would much rather enhance the space quietly
To achieve this proposition we keep our designs sophistically straight and simple. Usha Lexus
carries forward its tradition with its unwavering focus on consumer satisfaction and total value
for money they pay for.
USHA LEXUS HOTELS & RESORTS
Since 1992, the Usha-Lexus Hotels and Resorts has been delighting guests with the legacy of
legendary Indian hospitality. Usha-Lexus Hotels and Resorts epitomize the philosophy of this
hospitality and provide impeccable service and best in class facilities to guests. Usha-Lexus
Hotels and Resorts are recognized as one of India's premier hospitality providers with properties
across India, providing a unique opportunity for travelers to enjoy important cities, historical
centers and leisure destinations.
Usha-Lexus Hotels and Resorts are part of India's reputed "The Usha-Lexus Group." Over the
years, the company has won acclaim for offering excellence in hospitality, business and leisure
services. Usha-Lexus Hotels and Resorts operate seven well located boutique hotels across India
at Mysore, Bangalore, Goa, Hassan, Khajuraho, Manali and Shimla.
Designed to accommodate both business and leisure travelers alike, the hotels boast of modern
facilities, elegant dcor, warm service and discreet luxury.
Usha-Lexus Hotels and Resorts offer best in class conference & banquet facilities and have
hosted some of the most important social events and business meetings. The courteous and
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The whole essence of the management activities of an organization culminates in the system of
performance appraisal adopted in that organization. This, in turn, reflects the extent of the
individual contributions and commitment of the employees in different hierarchical levels toward
the achievement of organizational objectives/goals. It goes without saying that an effective
performance appraisal system can lead an organization to take strides towards success and growth
by leaps and bounds. Conversely, an ineffective performance appraisal system can seal the fate of
an organization by creating chaos and confusion from top to bottom in the administrative
hierarchy. As a consequence the chances of success and growth of that organization are doomed.
Performance Appraisal Defined:
Performance appraisal is the periodic evaluation of an employees performance measured against
the jobs stated or presumed requirements. One way to review the performance and potential of
staff is through a system of performance appraisal. It is important that members of the
organization know exactly what is expected of them, and the yardsticks by which their
performance and results will be measured. Laurie J. Mullins substantiate the necessity of an
effective appraisal scheme by saying that it can identify an individuals strengths and weaknesses
and indicate how such strengths may best be utilized and weaknesses overcome.
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Evolution of Performance Appraisal
The evolution of performance Appraisal can be traced back to the reign of second caliph of Islam,
Hazrat Umar (634- 644 A.D /13-23 AH). Hazrat Umar laid the foundations of many State
institutions and enunciated several administrative laws that are being followed and adopted by
many nations of the world till today as a role model of true administration. Hazrat Umar, before
appointing an officer for any duty, would thoroughly investigate his potentials and capabilities
for the assignment. Prime importance would be given to the honesty and integrity of the officer/
official. But, when an officer of any status, was found to have demonstrated any kind of
negligence or dereliction from his duty, or if his unsuitability for the job in question would come
to light, no expediency could forestall / prevent his removal from the post assigned to him.
Ammar bin Yasir was a pious companion of the Holy Prophet (PBUH). His general popularity in
public convinced Umar to appoint him as Governor of Kofah, but taking into account his
weakness in political affairs, Umar removed him from his position, after a few days
of his appointment.
The Governor of a province was a representative of the caliph in the province. He was bound to
perform all those functions in his areas the caliph did in Medina, (capital City). However, apart
from several other government functionaries, each District had a district Officer, called Aamil.
His domain of activities was mainly concerned with collection of land-tax, Zakat or poor tax,
sadaqat or voluntary arms. Significance of Performance Appraisal. The fundamental objective of
performance appraisal is to facilitate management in carrying out administrative decisions
relating to promotions, firings, layoffs and pay increases. For example, the present job
performance of an employee is often the most significant consideration for determining whether
or not to promote the person. Managers must recognize that an employees development is a
continuous cycle of setting performance goals, providing training necessary to achieve the goals,
assessing performance as to the accomplishment of the goals and then setting new and highergoals.
A performance improvement plan consists of the following components:
a) Where are we now? The answer to this question is found in the performance appraisal process.
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b) Where do we want to be? This requires the evaluator and the person being evaluated to
mutually agree on the areas that can and should be improved.
c) How does the employee get from where he or she is now to he or she wants to be? This step is
critical to the performance improvement plan. The appraiser and appraisee must have mutual
consensus on the specific steps to be taken. These steps may include training the employee so as
to improve his or her performance. It should also contain the mechanism adopted by the
appraiser/ evaluator to assist employee in the achievement of performance goals.
Potential Rating Scale Appraisal Errors/ Problems
A brief description of appraisal errors is given in the following In most of the organizations/
departments rating scales are predominantly used for conducting performance appraisal of their
employees. It is essential that human observer is free from the element of subjectivity and he
should be reasonably objective and accurate in his assessment. Research shows that raters
memories are quite fallible and in most of the cases they resort to their own sets of liking and
disliking, and expectations about people, expectations that may or may not be reasonable and
tenable. These biases breed rating errors, or deviation between the true rating an employee
deserves and the actual rating assigned.
Central Tendency
Central tendency takes place when appraisal statistics show that most employees are appraised as
being near the middle of the performance scale.
Unclear Standards
Different appraisers would probably derive different meanings from the phrases, good
performance, fair performance and so on. Similarly, traits such as quality of work,creativity, or integrity may carry different meanings for different appraisers
Hallo Effect
A hallo effect is a process in which a general impression which is favorable or unfavorable is
used by judges to evaluate several specific traits.
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The Rusty Hallo Effect
This is where general judgments about a person are formulated from the perception of a negative
characteristic.
Personal Biases
Racial, sexual, religious and other biases result in unfavorable considerations for promotions and
pay.
Lack of Feedback
The extent to which an individual receives direct and clear information about how effectively he
or she is performing on the job is termed feedback.
Internal rewards are obtained by individuals when they learn (knowledge of results) that they
personally (experienced responsibility) have performed well on task that they care about
(experience meaningfulness). The more that these three psychological states are present, the
greater will be employees motivation, performance, and job satisfaction, and the lower their
absenteeism and likelihood of leaving the organization. Productivity and total quality experts
have reached at the conclusion that the need of the hour is to work smarter, not harder. No doubt
sound education and appropriate skill training are needed if one is to work smarter, but the not
end there. Employees of present era need instructive and supportive feedback and designed
rewards if they are to translate their knowledge into improved productivity and superior quality.
The importance of Feedback can better be understood by carefully examining the following
diagram. Unfortunately, in most of the public sector organizations no positive feedback is given
to the employees to improve their performance. Mostly negative feedback is given to harass or
punish the employees. Negative feedback is typically misperceived or rejected. Feedback needs
to be tailored to the recipient.
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Modern
Methods
of
Performance Appraisal
ASSESSMENT CENTRES -
An assessment center typically involves the use of methods like social/informal events, tests
and exercises, assignments being given to a group of employees to assess their competencies
to take higher responsibilities in the future. Generally, employees are given an assignment
similar to the job they would be expected to perform if promoted. The trained evaluators
observe and evaluate employees as they perform the assigned jobs and are evaluated on job
related characteristics.The major competencies that are judged in assessment centers are interpersonal skills, intellectual
capability, planning and organizing capabilities, motivation, career orientation etc. assessment
centers are also an effective way to determine the training and development needs of the
targeted employees.
BEHAVIORALLY ANCHORED RATING SCALESBehavioral Anchored Rating Scales is a relatively new technique which combines the graphic
rating scale and critical incidents method. It consists of predetermined critical areas of job
performance or sets of behavioral statements describing important job performance qualities as
good or bad (for e.g. the qualities like inter personal relationships, adaptability and reliability, job
knowledge etc). These statements are developed from critical incidents.
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In this method, an employees actual job behavior is judged against the desired behavior by
recording and comparing the behavior with BARS. Developing and practicing BARS requires
expert knowledge.
HUMAN RESOURCE ACCOUNTING METHOD
Human resources are valuable assets for every organization. Human resource accounting method
tries to find the relative worth of these assets in the terms of money. In this method the
Performance of the employees is judged in terms of cost and contribution of the employees. The
cost of employees include all the expenses incurred on them like their compensation, recruitment
and selection costs, induction and training costs etc whereas their contribution includes the total
value added (in monetary terms). The difference between the cost and the contribution will be the
performance of the employees. Ideally, the contribution of the employees should be greater than
the cost incurred on them.
360 Degree Performance Appraisals
360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive
appraisal where the feedback about the employees performance comes from all the sources that
come in contact with the employee on his job.
360 degree respondents for an employee can be his/her peers, managers (i.e. superior),
subordinates, team members, customers, suppliers/ vendors - anyone who comes into
contact with the employee and can provide valuable insights and information or feedback
regarding the "on-the-job" performance of the employee.
360 degree appraisal has four integral components:
1. Self appraisal
2. Superiors appraisal
3. Subordinates appraisal
4. Peer appraisal
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Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses, his
achievements, and judge his own performance. Superiors appraisal forms the traditional part of
the 360 degree performance appraisal where the employees responsibilities and actual
performance is rated by the superior.
Subordinates appraisal gives a chance to judge the employee on the parameters like
communication and motivating abilities, superiors ability to delegate the work, leadership
qualities etc. Also known as internal customers, the correct feedback given by peers can help to
find employees abilities to work in a team, co-operation and sensitivity towards others.
Self assessment is an indispensable part of 360 degree appraisals and therefore 360 degree
Performance Appraisal have high employee involvement and also have the strongest impact on
behavior and performance. It provides a "360-degree review" of the employees performance and
is considered to be one of the most credible performance appraisal methods.
360 degree performance appraisal is also a powerful developmental tool because when
conducted at regular intervals (say yearly) it helps to keep a track of the changes others
perceptions about the employees. A 360 degree appraisal is generally found more suitable for the
managers as it helps to assess their leadership and managing styles. This technique is being
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effectively used across the globe for performance appraisals. Some of the organizations following
it are Wipro, Infosys, and Reliance Industries etc.
MANAGEMENT BY OBJECTIVES
The concept ofManagement by Objectives (MBO) was first given byPeter Druckerin 1954.
It can be defined as a process whereby the employees and the superiors come together to identify
common goals, the employees set their goals to be achieved, the standards to be taken as the
criteria for measurement of their performance and contribution and deciding the course of action
to be followed.
The essence of MBO is participative goal setting, choosing course of actions and decision
making. An important part of the MBO is the measurement and the comparison of the
employees actual performance with the standards set. Ideally, when employees themselves have
been involved with the goal setting and the choosing the course of action to be followed by them,
they are more likely to fulfill their responsibilities.
THE
MBO
PROCSES
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THE
MBO
PROCESS
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UNIQUE FEATURES AND ADVANTAGES OF MBO
The principle behind Management by Objectives (MBO) is to create empowered employees who
have clarity of the roles and responsibilities expected from them, understand their objectives to be
achieved and thus help in the achievement of organizational as well as personal goals.
Some of the important features and advantages of MBO are:
Clarity of goals With MBO, came the concept of SMART goals i.e. goals that are:
Specific
Measurable
Achievable
Realistic, and
Time bound.
The goals thus set are clear, motivating and there is a linkage between organizational
goals and performance targets of the employees.
The focus is on future rather than on past. Goals and standards are set for the performance
for the future with periodic reviews and feedback.
Motivation Involving employees in the whole process of goal setting and increasing
employee empowerment increases employee job satisfaction and commitment. Better communication and Coordination Frequent reviews and interactions between
superiors and subordinates helps to maintain harmonious relationships within the
enterprise and also solve many problems faced during the period.
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Traditional Methods of Performance Appraisal
1.ESSAY APPRAISAL METHOD
This traditional form of appraisal, also known as "Free Form method"involves a description of
the performance of an employee by his superior. The description is an evaluation of the
performance of any individual based on the facts and often includes examples and evidences tosupport the information. A major drawback of the method is the inseparability of the bias of the
evaluator.
2.STRAIGHT RANKING METHOD
This is one of the oldest and simplest techniques of performance appraisal. In this method, the
appraiser ranks the employees from the best to the poorest on the basis of their overall
performance. It is quite useful for a comparative evaluation.
3.PAIRED COMPARISON
A better technique of comparison than the straight ranking method, this method compares each
employee with all others in the group, one at a time. After all the comparisons on the basis of the
overall comparisons, the employees are given the final rankings.
4.CRITICAL INCIDENTS METHODS
In this method of Performance Appraisal, the evaluator rates the employee on the basis of critical
events and how the employee behaved during those incidents. It includes both negative and
positive points. The drawback of this method is that the supervisor has to note down the critical
incidents and the employee behavior as and when they occur.
5.FIELD REVIEW
In this method, a senior member of the HR department or a training officer discusses and
interviews the supervisors to evaluate and rate their respective subordinates. A major drawbackof this method is that it is a very time consuming method. But this method helps to reduce the
superiors personal bias.
6.CHECKLIST METHOD
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The rater is given a checklist of the descriptions of the behavior of the employees on job. The
checklist contains a list of statements on the basis of which the rater describes the on the job
performance of the employees.
7.GRAPHIC RATING SCALE
In this method, an employees quality and quantity of work is assessed in a graphic scale
indicating different degrees of a particular trait. The factors taken into consideration include both
the personal characteristics and characteristics related to the on the job performance of the
employees. For example a trait like Job Knowledge may be judged on the range of average,
above average, outstanding or unsatisfactory.
8.FORCED DISTRIBUTION
To eliminate the element of bias from the raters ratings, the evaluator is asked to distribute the
employees in some fixed categories of ratings like on a normal distribution curve. The rater
chooses the appropriate fit for the categories on his own discretion.
METHOD OF PERFORMANCE APPRAISAL USED IN USHA LEXUS
STRAIGHT RANKING METHOD
This is one of the oldest and simplest techniques of performance appraisal. In this method, the
appraiser ranks the employees from the best to the poorest on the basis of their overall
performance. It is quite useful for a comparative evaluation
Performance Appraisal Process
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The performance appraisal process is a process that evaluates employee performance. Normally
it compares quality, quantity, cost, and time. Some of the things that performance appraisal are
used to do would be.
Give something tangible to the employee regarding their work performance.
Shows what training employees need.
Determines what the employees raise might be.
There are some other things that performance appraisals do, these are just some of them.There are
some procedures that you should put in work at your work place. This will help the employees
know what you are expecting of them, and also establish a standard within your work that
everyone will be able to understand and follow. Some of these things would be listed here.
Establishing performance standards
Communicate standards and expectations
Set up a system that measures actual performance
Compare employee with the standards implemented
Discuss results with employee
Make a decision on what you are going to do, or take corrective action.
JOB SATISFACTION
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Job satisfaction is associated with how well our personal expectations at work are in line with
outcomes. The idea of organization as a social system requires that some benefits are received by
its participants as well as by its customers and clients. Satisfaction and morale are similar
terms referring to the extent to which the organization meets the needs of employees. Measures
of satisfaction include employee attitudes, turnover, absenteeism and grievances.
A lack of personal satisfaction is a frequent reason many people speak of when quitting a job.
What is personal satisfaction? What can a manager do to develop levels of satisfaction in
people on jobs? Fortunately, there are many things that can be done to provide working
conditions where satisfaction can develop. There are no assurances that it will develop but at
least conditions encouraging the development of satisfaction can be maintained in the work
place.
Employees should be able to understand where they fit into the business. They should know
the importance of what they do, how it affects other people, parts of the business and the
consequences on other people of both good and bad performances of their duties. This can be
accomplished by requesting them to work a day or more at a variety of tasks as part of an
orientation process. Some production units require a person to work one day each month in
some other part of the business other than their normal duties.
Encourage regular contacts with other employees suppliers and customers. As people become
aware of their needs in a position, they should also understand the needs, pressures and
concerns of the people they work with, buy from and sell to. The learning possibilities from
this type of situation are endless and the opportunities for the development of ideas, people
and methods are much greater where communication is open and encouraged. Do everything
possible to develop a persons skills. While someone may have been hired for a particular
position or task, they may have especially good skills or abilities to do other things. Allowing
the full range of skills to develop and encouraging a person to change can lead to increasedjob performance and personal satisfaction.Initiative and independence must be developed as
well. People need to be allowed to choose how their work should be organized and done. The
concept of "we do it this way here", does not lead to job or personal satisfaction. For instance,
if a person is left-handed, they are far better off doing things in a method that suits their
abilities rather than trying to convert to the prescribed way of carrying out procedures.
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Similarly, if a person wishes to do the scheduling or book work entries at the start of the day
rather than at the end of the day, management should try to make the arrangements necessary
to make this happen. The opportunity for the individual to manage their own time and work is
a large part of job satisfaction.
There must be standards of comparison. People need to know how well they are doing at their
jobs and where they could improve. This is usually the reason for a performance appraisal, but
it is important to keep in mind that appraisals do not equate to criticism. It may be necessary
to explain the importance of completing tasks within timelines or changing the technique of
doing a task. Unfortunately, many performance appraisals only frustrate the employee by
adding more tasks to what appears to be an already overloaded agenda.
Job satisfaction needs to include an opportunity for growth and development. As people
develop new attitudes and skills, their wants, needs and performance will change. An astute
manager will be aware of these changes occurring and will be willing to provide training, job
reclassification or a totally new position to take full advantage of the development of the
employee.
We watch our kids go through school and are amazed at their changes and development, but
rarely do we ever look at an employee in the same light.
THE RELATIONSHIP BETWEEN PERFORMANCE AND JOB SATISFACTION
This relationship may be explained in terms of the operation of two factors:
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Effect of job performance on satisfaction and organizational expectations from individuals for job
performance.
1. Job performance leads to job satisfaction and not the other way round. The basic factor for this
phenomenon is the rewards (a source of satisfaction) attached with performance. There are two
types of rewards intrinsic and extrinsic.
2. The intrinsic reward stems from the job itself which may be in the form of growth potential,
challenging job, etc. The satisfaction on such a type of reward may help to increase productivity.
The extrinsic reward is subject to control by management such as salary, bonus, etc. Any increase
in these factors does not help to increase productivity though these factors increase job
satisfaction.
3. A happy worker does not necessarily contribute to higher productivity because he has to
operate under certain technological constraints and, therefore, he cannot go beyond certain
output. Further, this constraint affects the managements expectations from the individual in the
form of lower output. Thus, the work situation is pegged to minimally acceptable level of
performance. However, it does not mean that the job satisfaction has no impact o productivity. A
satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads
to lower productivity.
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CHAPTER
2
RESEARCH
OBJECTIVE
And
RESEARCH
METHODOLOGY
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RESEARCH 0BJECTIVE OF THE STUDY
OBJECTIVES
T h e o b j e c t i v e o f t h e s t u d y i s t o f i n d o u t t h e s a t i s f a c t i o n l e v e l o f
e m p l o y e e i n U S H A L E X U S .
To find that whether the employees are satisfied or not
To check the Degree of satisfaction of employees.
To find that they are satisfied with their job profile or not.
PRIMARY OBJECTIVES
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How can company use performance appraisal technique to promote and give
rewards to its employees?
To provide a feedback to employees regarding their performance and related
status.
SECONDARY OBJECTIVES-
To include myself in the corporate world.
To observe work environment in the organization.
To enhance communication and confidence.
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood has a
science of studying how research is done scientifically. In it we study the various
steps that all generally adopted by a researcher in studying his research problem
along with the logic behind them. The scope of research methodology is wider than that of
research method.
Meaning of Research
Research is defined as a scientific & systematic search for pertinent i is an art of scientific
investigation. Research is a systemized effort to gain new knowledge. It is a careful inquiry
especially through search for new facts in any branch of knowledge. The search for knowledge
through objective and systematic method of finding solution to a problem is a research.
RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and analysis of the data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
Research Design Can Be Categorized As-:
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The study carried out for my project is exploratory in nature, as it seeks to discover ideas and
insight to bring out new relationship. Research design is flexible enough to provide opportunity
for considering different aspects of problem under study. It helps in bringing into focus some
inherent weakness in enterprise regarding which in depth study can be conducted by
management.
Sampling
An integral component of a research design is the sampling plan. Specifically, it addresses three
questions whom to survey (The Sample Unit). How many to Survey (The Sample Size) & How
to select them (The Sampling Procedure). Making a census study of the whole universe will be
impossible on the account of limitations of time. Hence sampling becomes inevitable. A sample
is only a portion of the total employee strength. According to Yule, a famous statistician, the
object of sampling is to get maximum information about the parent population with minimum
effort.
Method of Sampling
Probability Sampling: is also known as random sampling or chance sampling. Under this
sampling design every individual in the organization has an equal chance, or probability, of
being chosen as a sample. This implies that the section of sample items is independent of the
persons
making the study that is, the sampling operation is controlled objectively so that the items will be
chosen strictly at random.
Sampling Design
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Convenie nce Sampling, as the name implies, is based on the convenience of the researcher
who is to select a sample. Respondents in the sample are included in it merely on account of
their being available on the spot where the survey was in progress.
DATA COLLECTION
Data collection is an instrument for analysis and interpretation which can be collected through
primary and secondary source,
Primary Data: during the course of the study or research can be through observations or through
direct communication with respondents on one form or another or through personal interviews.
I have collected primary data by the means of a Questionnaire. The Questionnaire was formulated
keeping in mind the objectives of the research study.
Personal Investigation
Observation Method
Information from correspondents
Information from superiors of the organization
Secondary Data: means data that is already available i.e., they refer to data, which has already
been collected and analyzed by someone else. When a secondary data is used, the researcher
has to look into various sources from where he can obtain data. This includes information from
various books, periodicals, magazines etc
Published Sources such as Journals, Government Reports, Newspapers and Magazines
etc.
Unpublished Sources such as Company Internal reports prepare by them given to their
analyst & trainees for investigation.
Websites like USHA LEXUS official site, some other sites are also searched to find data.
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Source of Data
a) Primary Data:Structured Questionnaire
b) Secondary Data:Journals, Booklets, Company Data, etc
Research Methodology Adopted
Research Design: Descriptive research
Research Instrument: Structured Questionnaire
Sampling Plan:
i) Sample Method:Probability Sampling
(Convenience Sampling)
ii) Sample Size:50
iii) Sample Unit:Employees who do not hold a supervisory position
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CHAPTER
3
SWOT
ANALYSIS
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SWOT ANALYSIS
S- Strength
W- Weakness
O- Opportunities
T- Threats
SWOT is the tool to see that where organization stands, which areas required improvement,
which areas require serious consideration, which would be the source of growth, which things
need avoidance and so on. The SWOT of USHA LEXUS will help to understand the position of
Usha Lexus in the market.
3.1 Strengths
o Usha Lexus is a multinational company and a recognized brand around the world. It has
successfully established not only in developed countries but also in developing countries.
o Usha products are reliable, easy to use, and have simple designs which satisfy customers
thats why Usha have the advantage of having loyal customers.
o In Usha Lexus the research and development has given greater importance because to
satisfy the customers and provide the customers what they want the research and
development is required.
o Usha tries to keep products innovative to attract the customers and to capture more market
share.
o Usha is at its growing stage and its growing quickly. It is producing solid products which
rapidly satisfying the customers.
3.2 Weaknesses
o The biggest weakness of Usha is that it has very few competent employees mostly are not
skilled
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o There is no training and development concern for employees.
o Lack of Quick Availability of Raw Materials at the workplace.
o High Sensitivity of some products (like insulators)
o Inherent weakness of public sector undertakings.
o Political interference.
o Remote Locations
.
o Limited Capacity of Plants
3.3 Opportunities
o The electronic market is expanding rapidly which is a great opportunity for Usha to
expand itself in new market and to capture more market share.
o It also can expand its target market geographically and socially both by introducing new
products in existing market and existing products in new markets.
o Through the innovation in existing products it can attract more customers because at
present it is behind the market leadership so to become a leader it has to make innovations
to attract potential buyers and retain existing customers.
o Managing Working Capital and Financial Sources.
o Managing Human Resource (Main Power).
o Expansion of Plant.
o Increasing Workers Participation in Management.
o Compete to Private Sector Firms.
o Provide better Quality Products to the Industry
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3.4 Threats
o As the competitors of Usha are more dominant in the market and continuously improving
their products so they can take away the existing customers of Usha, so it has to work
very hard to retain and attract customers.
o The condition of economy all around the world is not good and it is affecting the
purchasing power and priorities of the customers, people are facing difficulties in
satisfying basic needs so how they can spend on electronics which is considered as items.
This situation can affect the sales of the company.
o Increasing labor cost.
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CHAPTER
4
FINDINGS
And
ANALYSIS
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DATA ANALYSIS
Q1. Is performance appraisal done without any bias behavior on part of appraiser?
Options Respondents Percentage
Yes 30 60
No 20 40
Total 50 100
DATA- 60%-YES 40%-NO
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ANALYSIS-This graph shows that 60% of employees said yes performance appraisal can done
without any bias behavior on part of appraiser, and 40% said no performance appraisal cannot be
done without any bias behavior on part of appraiser.
Q2. Are you satisfied a nature of the present job?
DATA- 50%-YES 50%-NO
ANALYSIS-This graph shows that 50%of employees are satisfied with their job and 50%
Are not satisfied.
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Options Respondents Percentage
Yes 25 50
No 25 50
Total 50 100
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Q3. Are you satisfied with the way in which grievance are resolved in the organization?
Options Respondents Percentage
Yes 35 70
No 15 30
Total 50 100
DATA- 70%-YES 30%-NO
ANALYSIS- This graph shows that 70%of employees are satisfied with the way in which
conflicts are resolved in the organization and 30% are not satisfied.
Q4. Do you think performance appraisal system forms a basis for job satisfaction?
Options Respondents Percentage
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70%
30%
Respondents
YES
NO
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Yes 25 50
No 25 50
Total 50 100
DATA- 50%-YES 50%-NO
ANALYSIS-This graph shows that 50%of employees think yes, performance appraisal system is
preferred for job satisfaction, and 50% of employees think no, performance appraisal system is
not preferred for job satisfaction.
Q5. How do you feel about the level of job security in your present job?
39
Options Respondents Percentage
Excellent 30 60
Good 18 36
Satisfactory 2 4
Total 50 100
50%50%
Respondents
YES
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DATA- EXCELLENT-60% GOOD-36% SATISFACTORY-4%
ANALYSIS- This graph shows that 60% of employees feel excellent about the level of job
security in their present job, 36% feel good and, 4% feel satisfactory about the level of job
security in their present job.
Q6. How do you feel about the appraisal done by your supervisors?
Options Respondents Percentage
Good 32 64
Very Good 14 28
Satisfactory 4 8
Total 50 100
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DATA- GOOD-64% VERY GOOD-28% SATISFACTORY-8%
ANALYSIS-This graph shows that 64% of employees feel excellent about the supervision used
by their supervisors, 28% feel very good and, 8% feel satisfactory about the supervision used by
their supervisors.
Q7. ARE transfer, demotion, suspension and dismissal based on performance appraisal?
Options Respondents Percentage
Yes 22 44
No 28 56
Total 50 100
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DATA- 56%-YES 44%-NO
ANALYSIS-
This graph shows that 56%of employees said yes, transfer,demotion,suspension and dismissal
based on performance appraisal and 44% said no, transfer,demotion,suspension and
Dismissals are not based on performance appraisal.
Q8. How long you have been working in thecompany?
Options Respondents Percentage
Less than 3 yrs 10 20
3-5 yrs 10 20
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More than 5 yrs 30 60
Total 50 100
DATA-
LESS THAN 3 YEARS-20%
3-5 YEARS-20%
MORE THAN 5 YEARS-60%
ANALYSIS-This graph shows that 20% of employees have been working in the industry, less
than 3 yrs, 20% of employees have been working from 3-5 yrs, and 60% of employees have been
working from more than 5 yrs
Q9. Have you ever observed or experience any of the following forms of discrimination inthe company?
Options Respondents Percentage
Racial discrimination0 0
Age discrimination25 50
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Gender discrimination20 40
None of the above5 10
Total50 100
DATA- RACIAL DISCRIMINATION-0% AGE DISCRIMINATION-50%
GENDER DISCRIMINATION-40% NONE OF THE ABOVE-10%
ANALYSIS-This graph show that 0%of employees have observed or experience racial
discrimination in the company, 50% observed age discrimination, 40% observed gender
discrimination, and 10% of the employees observed none of the above forms.
Q10. Are you satisfied with the appreciation or reward system provided by your
management?
Options Respondents Percentage
Highly
Satisfied 20 40
Satisfied 15 30Needs
Improvement 15 3050 100
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Total
DATA- HIGHLY SATISFIED-40% SATISFIED-30%
NEEDS IMPROVEMENT-30%
DATA ANALYSIS-This graph shows that 40%of employees are highly satisfied with the
appreciation or reward system provided by the management, 30% are satisfied and, 30% ofemployees needs improvement.
Q11. Is promotion purely based on performance appraisal?
Options Respondents Percentage
Yes 30 60
No 20 40
Total 50 100
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DATA- YES-90% NO-10%
ANALYSIS- This graph shows that 90%of employees said yes, promotion is purely based on
performance appraisal and 10% said No, promotion is not purely based on performance appraisal.
Q12. Does your motivation increases by good performance appraisal?
Options Respondents Percentage
Yes 49 98
No 1 2
Total 50 100
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Total
50 100
DATA- STRONGLY AGREE-70% AGREE-20%
NEITHER AGREE NOR DISAGREE-6% DISAGREE-4%
ANALYSIS-This graph shows that 70% of employees are strongly agree about the point, 20% of
employees are agree on the point, 6% are neither agree nor disagree, and rest 4% are disagree.
Q14. According to you how often should the performance review takes place.
Options Respondents Percentage
Quaterly
35 70
Yearly
15 30
Total
50 100
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DATA- QUATERLY-70% YEARLY-30%
ANALYSIS- This graph shows that 70% of employees performance review should quarterly
takes placeAnd 30% of employees performance review yearly takes place.
Q15. Do you think supervisor are competent enough to appraise you?
Option Respondents Percentage
YES
25 50
NO
25 50
Total
50 100
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DATA- YES-50% NO-50%
ANALYSIS-This graph shows that 50%of employees said yes, performance appraisal give a
proper assessment of your contribution to the organization and 50% said no, performance
appraisal does not give a proper assessment of your contribution to the organization.
CHAPTER
5
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CONCLUSION,
LIMITATION
And
SUGGESTION
5.1 CONCLUSION
I can conclude that performance appraisal is an important task for management and for the
development of the organization.
o Employees are not completely satisfied with their job.
o Employees are not getting value to their work.
o Most of the employees think that the organization havent fulfill their
o
Promises, what they do in beginning especially regarding Promotion.o They often feel overworked.
o Mostly respondent say that method used in USHA LEXUS to appraise their performance
is GOOD.
o Mostly respondent say that performance appraisal done without any bias behavior on part
of appraiser.
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o 50%respondent is satisfied with nature of the present job.
o Mostly respondent are satisfied with the way in which conflicts are resolved in the
organization.
o 50% respondent say performance appraisal system is preferred for job satisfaction.
o Mostly respondent feel Excellent about the level of job security in their present job.
o Mostly respondent feel Good about the supervision used by their supervisor.
o Mostly people say that transfer, demotion, suspension and dismissal are not based on
performance appraisal.
o Mostly people say that their superioralways helps them to achieve their action plan.
o 60% people have been working in the industry for more than 5 years.
o Mostly people say that they are always able to transfer their learning to others.
o Mostly people have experience the various forms of discrimination in the company.
o Mostly people say that all suggested points for the improvement of feedback form should
be added in feedback form.
o Mostly people are highly satisfied with the appreciation or reward system provided by
the management.
o 90% respondent says that promotion is purely based on performance appraisal.
o Mostly people say that motivation increases by performance appraisal.
o Mostly people find their job repetitive and boring.
o Mostly people say that performance review should Quarterly takes place
5.2 LIMITATIONS OF STUDY
However I shall try my best in collecting the relevant information for my research report,
Yet there are always some problems faced by the researcher. The prime difficulties which
I face in collection of information are discussed below:-
1. Short time period: The time period for carrying out the research was short as a result52
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of which many facts have been left unexplored.
2. Lack of resources: Lack of time and other resources as it was not possible to conduct
survey at large level.
3. Unwillingness of respondents: While collection of the data many consumers were
unwilling to fill the questionnaire. Respondents were having a feeling of Wastage
time for them.
4. Sensitive company information cannot be displayed in the project report.
5. Most respondents might be influenced by their peers in answering the questions.
6. Due to the fact that most of the respondents were young, the questions might not have
been answered with due sincerity.
5.3 SUGGESTIONS
To increase the job satisfaction level of the employees the company should concentrate
mainly on the incentive and reward structure rather than the motivational session.
Ideal employees should concentrate on their job.
Educational qualification can be the factor of not an effective job.
Company should give promotion to those employees who deserve it.
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Job profile should be made in such a manner which helps in increasing the satisfaction
level of employees.
Job rotation and job enrichment be implemented so as to decrease the monotous of the
employees.
BIBLIOGRAPHY
Website
http://www.google.co.in/#sclient=psy-
ab&hl=en&source=hp&q=usha+lexus&pbx=1&oq=usha&aq=1&aqi=g4&aql=1&gs_sm=c&gs_upl=3200
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l3860l0l6324l4l4l0l0l0l0l919l2272l3-
1.1.1.1l4l0&bav=on.2,or.r_gc.r_pw.,cf.osb&fp=4af2d9e6c889c72a&biw=1366&bih=667
http://www.ushainternational.com/Company/6/#!/page24
http://www.ushalexushotels.com/profile.html
http://www.ushafurniture.com/about.asp
Book referrals
1) Gupta C.B. Human Resource Management, 12th edition, 2010, Educational publishers,
New Delhi.
2) Ginka Toegel, Jay A Conga, Academy of Management Learning and Education. 2003.
Vol. 2, No. 3, 297-311.
3) DeNisi, A., & Kluger, A. 2000. Feedback effectiveness; Can 360-degree appraisals be
improved? Academy of Management Executive. 14(1): 129-139.
4) Conway, J. 1996. Analysis and design of multitrait-multirater performance appraisal
studies. Journal of Management, 22, 139-162
ANNEXURE
QUESTIONNAIRE
NAME OF RESPONDENT:
GENDER:..
CONTACT NUMBER:.
AGE:..
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RESERCHER NAME: Shikha Sharma
Q1. Is performance appraisal done without any bias behavior on part of appraiser?
YES NO
Q2. Are you satisfied with nature of the present job?
YES NO
Q3.Are you satisfied with the way in which griveance are resolved in the organization?
YES NO
Q4.Do you think performance appraisal system is preferred for job satisfaction?
YES NO
Q5. How do you feel about the level of job security in your present job?
EXCELLENT GOOD SATISFACTORY
Q6. How do you feel about the appraisal done by your supervisors?
GOOD SATISFACTORY VERY GOOD
Q7. ARE transfer, demotion, suspension and dismissal based on performance appraisal?
YES NO
Q8. How long you have been working in the industry?
LESS THAN 3 YEARS 3-5 YEARS MORE THAN 5 YEARS
Q9. Have you ever observed or experience any of the following forms of discrimination in
the company?
RACIAL DISCRIMINATION AGE DISCRIMINATION
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GENDERDISCRIMINATION NONE OF THE ABOVE
Q10. Are you satisfied with the appreciation or reward system provided by your
management?
HIGHLY SATISFIED SATISFIED NEEDS IMPROVEMENT
Q11. Is promotion purely based on performance appraisal?
YES NO
Q12. Is your motivation increases by good performance appraisal?
YES NO
Q13. Do you find your job repetitive and boring?
STRONGLY AGREE AGREE
NEITHER AGREE NOR DISAGREE DISAGREE
Q14. According to you how often should the performance review takes place.
QUATERLY YEARLY
Q15. Do you think supervisors are competent enough to appraise you?
YES NO
Remarks
.
.
Date-
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__________________
Respondent signature