XML Security By Rami Amar January 2003 By Rami Amar January 2003.
PA by AMar
Transcript of PA by AMar
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SUMMER TRAINING REPORT
PERFORMANCE APPRAISAL
(SUMMER TRAINING REPORT SUBTTED TO MD UNIVERSITY, ROHTAK
FOR THE AWARD OF MBA DEGREE)
BATCH (2011-2013)
Supervised by: Submitted BY
MR.JAI DEEP SHARMA TARACHAND
MS.GURMEETKAUR MBA IInd SEM
NGF COLLAGE OF ENGI NEERING & TECHNOLOGY PALWAL
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Declaration
I TARA CHAND hereby declares that the project work entitled PERFORMANCE
APPRAISAL an authenticated work carried by me at HPL ADDITIVES LTD under the
guidance of AMARESH ANAND for the award of the degree of Master of Business
Administration & this work has been submitted to MAHRSHI DAYANAND UNIVERSTY,
ROHTAK,HARYANA.
(TARA CHAND)
MBA IInd SEM
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Acknowledgment
I am highly indebted to Mr. Amaresh Anand for their guidance and constant supervision as well
as for providing necessary information regarding the project & also for their support in
completing the project.
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Table of contents
S.NO PAGE.NO
1 INTRODUCTION
2 OBJECTIVES OF THE STUDY (RESEARCH
METHODOLOGY)
3 SCOPE OF THE STUDY
4 LIMITATIONS OF THE STUDY
5 COMPANY PROFILE
6 REVIEW OF THE LITERATURE
7 RESEARCH METHODOLOGY
8 DATA ANALYSIS AND INTERPRETATION
9 FINDINGS
10 SUGGESTIONS
11 CONCLUSION
12 ANNEXURE
13 BIBLIOGRAPHY
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Executive summary
The project titled TO STUDY PERFORMANCE APPRAISAL PROCESS IN HPL
Additives Ltd, A CHEMICAL MANUFACTURING UNIT in District FARIDABAD,
HARYANA. HPL Additives was established in1964.
The total employees strength of the organization is around 1700 and it follows different new
technology for manufacturing. This project is done to know the Training system on the HPL
Additives Ltd and also to know about the employees opinion on training Procedure .the studywould be immense help to the company to know the effectiveness of training system and
correction to be made on it, if required.
The employees are taken at stratified sampling. The samples are taken as 50. The questionnaire
containing 16 questions is prepared and given to the sample employee and collected the data
required for the study. Pilot study is carried out to identify the weakness in the questionnaire.
Percentage analyses and chi square test is used as tools for analyzing the data.
It is found that the employees agree that the current training system is effective. And it needs
some kind of regulation to be made on the current set of rules and regulation. And they also
suggest some rules to make it more effective.
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COMPANY PROFILE
HISTORY
HPL Additives Limited was incepted in 1964 and had started as a manufacturer of Polymer
Additive, it has successfully diversified into Biocides, Polymerisation Catalysts,
Photographic Chemicals, and Pharma & Agro intermediates.
HPL Additives Limited has four state-of-the-art manufacturing units in North India two at
Ballabhgarh, one at Dudhola and one at Dera Bassi. The plants have a high degree of
automation and laboratory facilities to control and monitor the processes to ensure flawless,
unswerving quality and safety. The group has 80% share in the domestic market and exports
to more than 42 countries across the world.
HPL Additives Limited believes in providing solutions rather than products only and has
added many products in the same group and has gone for diversification at appropriate
opportunities. At present, there are around 60 products for different applications and many
more in pipe line.
All this has been made possible by a competent and dedicated workforce of 750 personnel
comprising engineers, scientists, technicians and management experts, commercial and
marketing staff amongst others. Working in a congenial environment, the team members are
empowered to make decisions so as to effectively respond to market dynamics.
The groups R&D centre is fitted with the requisite testing equipments, bench scale facilities
and a multi-functional pilot plant. Customer satisfaction is of paramount importance to HPL
Additives Limited. Periodic initiatives to map dynamic customer needs and their satisfaction
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levels with HPLA products and services are undertaken. These precious inputs, form the
basis of the companys continuous improvement plans to deliver value offering. HPLA has
its values high levels of Quality, Service Efficiency, and Safety and Environmental
consciousness.
HPL Additives Limited believes in continual improvement to meet the changing
requirements of the customer. This philosophy has helped us to keep ahead of competition
and to emerge as a Leader. Scientists and Engineers are always working on to improve the
products, processes and technologies.
HPL Additives Limited has a well established distribution network including distributors and
own offices in many countries to run its supply chain management. A logistics partner in
Europe ensures smooth supply-line to large customers with depot inventories. The company
also has an office in USA.
HPL Additives Limited was one of countrys first chemical manufacturing units to establish
QMS and got ISO 9001 in 1996. In its quest to meet obligations towards Environment as a
responsible corporate, an EMS system was set up successfully in 2001 with accreditation
from DNV for ISO 14001. Not satisfied with status quo, HPL Additives Limited continued in
its journey towards fulfilling its commitment to safety, health and social responsibility and
has got accreditation for OHSAS 18001 in March, 2006.
Right from the top, HPL Additives Limited is a technocrat corporation. There is a lot of focus
on new product range, technologies, environment friendly and safe processes, product
application and technical support. The management of the group has created a self-sufficient
technology infrastructure.
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MILESTONES
1964 Established by Mr. Harcharan Singh with a meager capital of RS 10000/- at Model Town,
New Delhi.
1966 Shifted to Tigaon Road, Ballabhgarh.. DNPT was the first product
1970 Shifted to Plot No. 8, Sector 25, Ballabhgarh. Later on acquired Plot No. 6 & 7, now
the spread over is 6 acres of land. The major product of this unit is chemical blowingagent especially Azodicarbonamide (ADC)
1976 HPL started its sister concern Mona Agro Chemicals at 3 acres of land Plot No. 72,
Sector 25, Ballabhgarh with Guar Gum as the First product.
Later on its name had been changed as HPL Industries Pvt. Ltd and DNPT is its major
product.
1994 The Third unit of HPL, known as HPL Chemicals Ltd., started at Derabassi, Dist
Mohali to manufacture Hydrazine Hydrate as major product. The spread over of this unit
is 20 acres of land.
1996 HPL Additives Limited was one of countrys first chemical manufacturing units to
establish QMS and got ISO 9001 for Quality.
1998 HPL started its Fourth Unit, spread over is 23 acres of land, at Village Dudhola, Tehsil
Palwal, Distt. Faridabad to manufacture anti-oxidants and U-V Absorbers.
2001 Got ISO 14001 certificate for Environment.
2003 HPL got DSIR National Award for R&D efforts in Chemical and Allied Industries Sector
for the year 2003 from the Government of India
2006 Certified OHSAS 18001 for Industrial Health & Safety.
HPL R & D section got the prestigious Dr. P. C. Ray Award for development of
Indigenous Technology for the year 2005-06 by Indian Chemical Council.
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The renowned business magazine (Business Sphere has awarded HPL Golden Trophy
for the year 2006.
2007 The name of the company has been changed from High Polymers Labs Ltd. to HPL
Additives Ltd.
Got First Grade Award for its Export performance during year 2006-07 conferred by
Basic Chemicals & Cosmetics Export promotion Council (CHEMEXCIL), Mumbai,
Ministry of Commerce & Industry, Govt. of India
2009 These 2 sister concerns, HPL Chemical Ltd, HPL Industries Pvt. Ltd, merged with the
parent company HPL Additives Ltd.
Got the Best Research Award (Polymer Science, Technology & Engineering) for
commercializing Anti-oxidants product by Plastindia Foundation.
AWARDSAND ACHIEVEMENTS
HPL Additives Limited is the proud recipient of DSIR National Award for R&D efforts
in Chemical and Allied Industries sector for the year 2003 from the Government of India.
The company also bagged ICC Acharya PC Ray Award for development of Indigenous
Technology for the year 2005-06 by Indian Chemical Council.
The company has also received First Grade Award for its Export performance during
year 2006-07 conferred by Basic Chemicals & Cosmetics Export promotion Council
(CHEMEXCIL), Mumbai, Ministry of Commerce & Industry, Govt. of India
The renowned business magazine (Business Sphere has awarded HPL Golden Trophy
for the year 2006.
Plasticon Award for the best research in 2009.
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MISSION
To build a successful business enterprise on the key fundamentals of quality, delivery and
service.
OBJECTIVES
To ensure customer satisfaction through consistent quality, timely delivery and a high level of
service.
To continuously invest in modernization, product development and research to improve
productivity and efficiency.
To maintain and build high employee morale through human resource development
programmers.
To develop a reliable supply base to ensure quality and timely delivery of material.
To be a financially successful and profitable business enterprise.
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PHILOSOPHY
Customer Care
HPL believes that all its achievements are through interactive relationship with customers. Be it
external customer or internal customers. HPL is even thankful to its competitors who have a
significant contribution to its success. We owe our success to our customers and shall strive to
deliver the best to them - Always.
Vendor Development
We at HPL, feel that vendor is a partner to our strength and occupies a seat only next to our
customer. A closer interaction with vendors has given us a competitive edge in sourcing our
needs. Honestly, we could not be fair to our customers without the support of our vendors.
Employee Care
HPL is a professional corporation. It believes that it is the people who make an organization
successful. It enjoys very cordial Industrial Relations. Motivation, Rewards and Welfare
Schemes for employees and their families have further strengthened the relationship and
professional commitment.
Socially Responsible Business
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It is our constant effort to make our products, processes, installations safer and environment
friendly. New environment friendly technologies, processes are being researched constantly.
Objective of the Study
Performance Appraisal Objectives Of The Study:
Objectives Of The Study
The following are the objectives of the study
1. To develop my understanding of the subject. Performance Appraisal System implemented in
various Organizations varies according to the need and suitability. Through my research,
I have tried to study the kind of Appraisal used in the Organization and the various pros
and cons of this type of system.
2. To conduct a study on social behavior. Social behavior is a very unpredictable aspect of human
life but social research is an attempt to acquire knowledge and to use the same for social
development.
3. To enhance the welfare of employees.
The Appraisal system is conceived by the Management but mostly doesnt take into
consideration the opinion of the employees. This can lead to adverse problems in the
Organization. Therefore by this study I have attempted to put forth the opinion of the
employee with respect to the acceptability of the Performance Appraisal System.
4. To exercise social control and predict changes in behavior.
The ultimate object of my research is to make it possible to predict the behavior of
individuals by studying the factors that govern and guide them.
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OBJECTIVES OF THE STUDY:
To study performance appraisal system To understand and evaluate performance
appraisal mechanism in operation. To evaluate the effectiveness and satisfaction level of
the employees towards performance appraisal system in HAMUL
OBJECTIVES:
To identify nurture , groom and motivate talented MCS (management carder staff ) career and
succession planning to built in house pool of talent (grow your timber) for our future need HOD
and GMS determine talent, strength and quality.
PRIMARY OBJECTIVE
The primary objective of my study at HPL ADDITIVES LTD to search the foundation of
performance appraisal.
SECONDARY OBJECTIVE
The objective of my study about employees performance appraisal to study the current Process
of employees performance appraisal at HPL ADDITIVES LTD.
My another objective is to apply my learning in the area of Human Resources so that I gain
significant practical and understand the nature and importance of training and development any
programme.
Explain the different stages in a performance appraisal programme and describe each step.
Understand the need of the performance and its effectiveness.
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SCOPEOFTHESTUDY
This research also provides the feedback of people involved in the performance appraisal
process.
Apart from that it would provide me a great deal of exposure to interact with the high
profile managers as well as workers of the company.
This research provides me the way to face actual work enviournment at the work place.
This will help me to know the best method of the training which could improve the
company and workers performance.
LIMITATIONS OF THE STUDY
The result depends upon the status of the employee regarding the output of the work,
designation.
The result depends upon the information given by the employees. Hence the information
provided by subjected to satisfaction about the training.
Due to constraint of time only a specific sample size from the entire population of
employees have been calculated for the study.
The sample of the study is very small to know the actual result of the study.
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PERFORMANCE APPRAISAL
INTRODUCTION:-
Performance Appraisal is a process of evaluating the work performance of the
employees. It refers to the contribution made by an individual in the
accomplishment of organizational objectives. Other aspects of individual
employees are considered as well, such as behavior in an organisational set
up, accomplishments, potential for future improvement, strengths and weaknesses,
etc
PA is the process of altering employee behaviour and attitudes in a way that increase
the probability of goal attainment.
PA is concerned with imparting developing specific skills for a particular purpose.
PA is the act of increasing the skills of an employee for doing a particular job.
PA is the process of learning a sequence of programmed behaviour.
PA is normally viewed as a short process. It is applied to technical staff, lower, middle,
senior level management. When applied to lower and middle management staff it is
called as training and for senior level it is called managerial development
program/executive development program/development prog
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Objectives/Purpose/Goals of Performance Appraisal
1.Improving quality of work force
Performance appraisals help companies to improve the quality of work done by their employees.
Training programs concentrate on specific areas. There by improving the quality of work in that
area.
2.Enhance employee growth
Every employee who takes development program becomes better at his job. Training provides
perfection and required practice, therefore employees area able to develop them professionally.
4.Assisting new comer
Performs appraisal programs greatly help new employees to get accustomed to new methods of
working, new technology, the work culture of the company etc.
5. Bridging the gap between planning and implementation
Plans made by companies expect people to achieve certain targets within certain time limit withcertain quality for this employee performance has to be accurate and perfect. Training helps in
achieving accuracy and perfection
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Appraisal Tools and Techniques`
Following are the tools used by the organizations for Performance Appraisals of their
employees.
1. Ranking
2. Paired Comparison
3. Forced Distribution
4. Confidential Report
5. Essay Evaluation
6. Critical Incident
7. Checklists
8. Graphic Rating Scale
9. BARS
10. Forced Choice Method
11. MBO
12. Field Review Technique
13. Performance Test
We will be discussing the important performance appraisal tools and techniques in detail.
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Ranking Method
The ranking system requires the rater to rank his subordinates on overall performance. This
consists in simply putting a man in a rank order. Under this method, the ranking of an employee
in a work group is done against that of another employee. The relative position of each employee
is tested in terms of his numerical rank. It may also be done by ranking a person on his job
performance against another member of the competitive group.
Advantages of Ranking Method
Employees are ranked according to their performance levels.
It is easier to rank the best and the worst employee.
Limitations of Ranking Method
The whole man is compared with another whole man in this method. In practice, it is
very difficult to compare individuals possessing various individual traits.
This method speaks only of the position where an employee stands in his group. It does not
test anything about how much better or how much worse an employee is when compared to
another employee.
When a large number of employees are working, ranking of individuals become a difficult
issue.
There is no systematic procedure for ranking individuals in the organization. The rankingsystem does not eliminate the possibility of snap judgments.
Forced Distribution method
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This is a ranking technique where raters are required to allocate a certain percentage of rates to
certain categories (e.g.: superior, above average, average) or percentiles (eg: top 10 percent,
bottom 20 percent etc). Both the number of categories and percentage of employees to be allotted
to each category are a function of performance appraisal design and format. The workers of
outstanding merit may be placed at top 10 percent of the scale; the rest may be placed as 20 %
good, 40 % outstanding, 20 % fair and 10 % fair.
Advantages of Forced Distribution
i. This method tends to eliminate raters bias
ii. By forcing the distribution according to pre-determined percentages, the
problem of making use of different raters with different scales is avoided.
Limitations of Forced Distribution
iii. The limitation of using this method in salary administration, however, is that
it may lead low morale, low productivity and high absenteeism.
Employees who feel that they are productive, but find themselves in lower
grade (than expected) feel frustrated and exhibit over a period of time
reluctance to work.
Critical Incident techniques
Under this method, the manager prepares lists of statements of very effective and
ineffective behavior of an employee. These critical incidents or events represent the
outstanding or poor behavior of employees or the job. The manager maintains logs of
each employee, whereby he periodically records critical incidents of the workers
behaviour. At the end of the rating period, these recorded critical incidents are used in the
evaluation of the workers performance. Example of a good critical incident of a
Customer Relations Officer is : March 12 - The Officer patiently attended to a customers
complaint. He was very polite and prompt in attending the customers problem.
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Advantages of Critical Incident techniques
iv. This method provides an objective basis for conducting a thorough
discussion of an employee performance.
v. This method avoids regency bias (most recent incidents are too much
emphasized)
Limitations of Critical Incident techniques
vi. Negative incidents may be more noticeable than positive incidents.
vii. The supervisors have a tendency to unload a series of complaints about the
incidents during an annual performance review sessions.
viii. It results in very close supervision which may not be liked by an employee.
ix. The recording of incidents may be a chore for the manager concerned, who
may be too busy or may forget to do it.
Checklists and Weighted Checklists
In this system, a large number of statements that describe a specific job are given. Each
statement has a weight or scale value attached to it. While rating an employee the
supervisor checks all those statements that most closely describe the behaviour of the
individual under assessment. The rating sheet is then scored by averaging the weights of
all the statements checked by the rater. A checklist is constructed for each job by having
persons who are quite familiar with the jobs. These statements are then categorized by the
judges and weights are assigned to the statements in accordance with the value attached
by the judges.
Advantages of Checklists and Weighted Checklists
x. Most frequently used method in evaluation of the employee performance.
Limitations of Checklists and Weighted Checklists
xi. This method is very expensive and time consuming
xii. Rater may be biased in distinguishing the positive and negative questions.
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xiii. It becomes difficult for the manager to assemble, analyze and weigh a
number of statements about the employee characteristics, contributions and
behaviors.
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Importance of Performance Appraisal
1. Performance Feedback
Most employees are very interested in knowing how well they are doing at present and how they
can do better in a future. They want this information to improve their performance in order to get
promotions and merit pay. Proper performance feedback can improve the employee's future
performance. It also gives him satisfaction and motivation.
2. Employee Training and Development Decisions
Performance Appraisal information is used to find out whether an employee requires additional training
and development. Deficiencies in performance may be due to inadequate knowledge or skills. For e.g. A
professor may improve his efficiency by attending workshops or seminars about his subject. Performance
appraisal helps a manager to find out whether he needs additional training for improving his current job
performance. Similarly, if the performance appraisal results show that he can perform well in a higher
position, then he is given training for the higher level position.
3. Validation of Selection Process
Performance appraisal is a means of validating both internal (promotions and transfers) and
external (hiring new employees from outside) sources. Organizations spend a lot of time and
money for recruiting and selecting employees. Various tools used in the selection process are
application blanks, interviews, psychological tests, etc. These tools are used to predict (guess)
the candidate's performance on the job. A proper performance appraisal finds out the validity
of the various selection tools and so the company can follow suitable steps for selecting
employees in future.
4. Promotions
It is a way of finding out which employee should be given a promotion. Past appraisals, together
with other background data, will enable management to select proper persons for promotion.
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5. Transfers
Involve changes in job responsibilities, and it is important Performance appraisal is also useful
for taking transfer decisions. Transfers often to find out the employees who can take these
responsibilities. Such identification of employees who can be transferred is possible through the
performance appraisal.
6. Layoff Decisions
Performance appraisal is a good way of taking layoff decisions. Employees may be asked to lay
off, if the need arises. The weakest performers are the first to be laid off. If there is no
performance appraisal, then there are chances that the best men in the department may be laid
off.
7. Compensation Decisions
Performance appraisal can be used to compensate the employees by increasing their pay and
other incentives. This is truer in the case of managerial jobs and also in the case of employees in
non-unionized organizations. The better performances are rewarded with merit pay.
8. Human Resource Planning (HRP)
The appraisal process helps in human resource planning (HRP). Accurate and current appraisal
data regarding certain employees helps the management in talking decisions for future
employment. Without the knowledge of who is capable of being promoted, demoted, transferred,
laid off or terminated, management cannot make employment plans for the future.
9. Career Development
Performance appraisal also enables managers to coach and counsel employees in their career
development
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Performance Appraisal
Performance appraisal (PA) orperformance evaluation is a systematic and periodic process
that assesses an individual employees job performance and productivity in relation to certain
pre-established criteria and organizational objectives. Other aspects of individual employees are
considered as well, such asbehaviour in an organisational set up, accomplishments, potential for
future improvement, strengths and weaknesses, etc. To collect PA data, there are three main
methods: objective production, personnel, and judgmental evaluation. Judgmental evaluations
are the most commonly used with a large variety of evaluation methods. A PA is typically
conducted annually. The interview processcould be used for providing feedback to employees,counseling and developing employees, and conveying and discussing compensation, job status,
or disciplinary decisions. PA is often included in performance management systems.
Performance management systems are employed to manage and align" all of an organization's
resources in order to achieve highest possible performance. How performance is managed in an
organization determines to a large extent the success or failure of the organization
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are to be taken before conducting an appraisal program. On the employers part, communicating
the companys objectives strongly to the employees while taking suggestions from them or
considering their performance is very essential for a truly effective appraisal.
Performance appraisals purpose - and How to make it easier
Performance appraisals are essential for the effective management and evaluation of staff.
Appraisals help develop individuals, improve organizational performance, and feed into business
planning. Formal performance appraisals are generally conducted annually for all staff in the
organization. Each staff member is appraised by their line manager. Directors are appraised by
the CEO, who is appraised by the chairman or company owners, depending on the size and
structure of the organization.
Annual performance appraisals enable management and monitoring of standards, agreeing
expectations and objectives, and delegation of responsibilities and tasks. Staff performance
appraisals also establish individual training needs and enable organizational training needsanalysis and planning.
Appraisals are much easier, and especially more relaxed, if the boss meets each of the team
members individually and regularly for one-to-one discussion throughout the year.
Are performance appraisals still beneficial and appropriate?
It is sometimes fashionable in the 'modern age' to dismiss traditional processes such as
performance appraisals as being irrelevant or unhelpful. Be very wary however if considering
removing appraisals from your own organisational practices. It is likely that the critics of the
appraisal process are the people who can't conduct them very well. It's a common human
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response to want to jettison something that one finds difficult. Appraisals - in whatever form, and
there are various - have been a mainstay of management for decades, for good reasons.
Think about everything that performance appraisals can achieve and contribute to when they are
properly managed, for example:
performance measurement - transparent, short, medium and long term
clarifying, defining, redefining priorities and objectives
motivation through agreeing helpful aims and targets
motivation though achievement and feedback
training needs and learning desires - assessment and agreement
identification of personal strengths and direction - including unused hidden strengths
career and succession planning - personal and organisational
team roles clarification and team building
Types of performance and aptitude assessments, including formal performance
appraisals
Formal annual performance appraisals
Probationary reviews
Informal one-to-one review discussions
Counseling meetings
Observation on the job
Skill- or job-related tests
Assignment or task followed by review, including secondments (temporary job cover or
transfer)
Assessment centres, including observed group exercises, tests presentations, etc.
Survey of opinion of others who have dealings with the individual
Psychometric tests and other behavioural assessments
360 DEGREE PERFORMANCE APPRAISALin HPL ADDITIVIES LTD
360 degreeperformance appraisal
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1. Definition of 360 degree performance appraisal
In the formatted from of 360-degree performance appraisals, the performance of an employee
will be assessed based on ideas of many other different people, for example customers, suppliers,
peers and direct reports. If the assessed is a manager, his/her staff will be often asked for
feedback on how that manager is doing his task. In case of using 360-degree performance
appraisal, it is vital that the process be implemented by the manager of Human Resources
Department so that the subordinate reviewers (or staff) are made sure that all their assessments
on performance are kept anonymous.
2. Whats 360 degree measures?
360 degree measures manners and capacities.
360 degree improves such skills as listening, planning and goal-setting.
360 degree concentrates on subjective areas, for example efficiencies of teamwork, character,
and leadership.
360 degree supplies on the way others think about a specific staff.
3. Advantages of 360 degree appraisal
Offer a more comprehensive view towards the performance of employees.
Improve credibility of performance appraisal.
Such colleagues feedback will help strengthen self-development.
Increases responsibilities of employees to their customers.
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The mix of ideas can give a more accurate assessment.
Opinions gathered from lots of staff are sure to be more persuasive.
Not only manager should make assessments on its staff performance but other colleaguesshould do, too.
People who undervalue themselves are often motivated by feedback from others.
If more staff takes part in the process of performance appraisal, the organizational culture of the
company will become more honest.
4. Disadvantages of 360 degree appraisal
Taking a lot of time, and being complex in administration
Extension of exchange feedback can cause troubles and tensions to several staff.
There is requirement for training and important effort in order to achieve efficient working.
It will be very hard to figure out the results.
Feedback can be useless if it is not carefully and smoothly dealt.
Can impose an environment of suspicion if the information is not openly and honestly
managed.
5. Who should conduct 360 degree performance appraisal?
Subordinates.
Peers.
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Managers (i.e. superior).
Team members.
Customers.
Suppliers/ vendors.
Anyone who comes into contact with the employee and can provide valuable insights and
information.
6. 360 degree appraisal has four components:
Self appraisal
Subordinates appraisal
Peer appraisal.
Superiors appraisal7. Related 360 degree performance appraisal.
Different Types of employee performance appraisal Techniques
Depend upon who s doing appraisal method of performance appraisal could be classified
into five categories
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Rating by superiors:- in this system supervisors apprise the performance of subordinates
without involving the latter. This method s mostly common used n government organization. The
various methods which are used under this system are:
Ranking method
Paired comparison method
Graphing rating method
Forced choice list method
Critical incidence
Forced distribution method
Feedback On appraisal system:- In this system, the appraise is informed about this strong and
weak point and afforded an opportunity to defend himself in term
Rating by self and the peer group:- in this method the employee appraisal is done
independently at three level employee, peergroup,and that superior.
Field group technique:- In this technique the appraiser goes to the field and obtained the
information about work performance of the employee by way of questioning the said individual
his peer group, and his superiors.
360 degree appraisal:- this is new concept in PA. Where the feedback is collected from all
around- the employee, the superior, the subordinate, peer group, and the customers.
Research Methodology
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The stepwise details of the researchMeaning of The Research
Research as the manipulation of things, concepts of symbols for the purpose of generalizing to
extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in
the practice of an art.
The Research Methodology followed for further work can be primarily classified
into two stages namely:-
I. Exploratory study
II. Descriptive study
Stage - I
Exploratory Study
1) Since we always lack a clear idea of the problems one will meet during the study, carrying
out an exploratory study is particularly useful. It helped develop my concepts more clearly,
establish priorities and in improve the final research design.
2) Exploratory study will be carried out by conducting secondary data analysis which included
studying the website (www.hpladditives.com) of the company.
3) Also going through the various articles published in different sources (magazines, books,
internet, newspapers) on Small and Medium Scale Enterprises and training and development
process.
4) Experience surveys also conduct with senior human resources Manager and Assistant-
Manager of HPL ADDITIVES LTD to gain knowledge about the nature of Training and
development process followed in the organization.
Stage II
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Descriptive Study
After carrying out initial Exploratory studies to bring clarity on the subject under study,
Descriptive study will be carried out to know the actual Training and Development methodbeing followed at HPL ADDITIVES LTD. The knowledge of actual performance appraisal
process is needed to document the process and suggest improvements in the current system to
make it more effective. The tools used to carry out Descriptive study included both monitoring
and Interrogation.
Research Methodology
KEY ISSUES OPTION SELECTED
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Data source Primary and secondary data
Research approach Interview survey
Instrument Questionnaire
Contact method Personal contact
DATA COLLECTION
The work does not end by framing the design. It is necessary to acquire various details. The
collected information is aimed at getting a truthful and clear result. The result can be further
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analyzed selection of best possible method for collecting data becomes very vital for this type of
study.
The two types of data used for the purpose and study are
1. Primary data
2. Secondary data
1. Primary Data
The relating study was collected from the staff and executive level in the company. It was
collected through questionnaire method. The other methods such as observation, indirect oral
interview and detailed discussion with the employees had been conducted for the purpose of data
collection.
Questionnaire Design
The questionnaire used for collecting the data is a structured one. It was a mixer of open ended,
closed ended and multiple industry choices. The words used were simple and helps in avoiding
confusion and misunderstanding among the respondents.
Various questionnaires were avoided in order to make sure that the questions were arranged in a
logical order. So that, the respondents would not find the questions confusing.
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2. Secondary Data
Secondary data are those which have already been collected by some other agency and whichhave already been processed. Secondary data for the study has complies from the reports and
official publications of the organizations, which have helped in getting and insight present
scenario existing in the operation of the company.
SAMPLING PROCEDURE
KEY ISSUES OPTION SELECTED
Sampling unit Employee
Sampling 50
The first step of research design is used to formulate the objectives of research plan, which will
specify the ways of achieving research objectives. Questionnaire was used to collect the needed
information. The sampling method was convenience sampling and it is made in such a way
freely without any hesitation.
Tools Used For Analysis
1. Percentage analysis
2. Chi-square test
3. Weighted average method
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It mean in which each item being averaged is multiplied by a number (weight) based on the
items relative importance. The result is summed and the total is divided by the sum of the
weights. Weighted averages are used extensively in descriptive statistical analysis such as index
numbers also called weighted mean.
SUGGESTIONS
Most employees, even top performers, walk in with a sense of dread to that one meeting with
their manager, the performance appraisal session', which is the formal evaluation process of an
employee's performance on the job. It is every employee's dream to have an ideal review where
their work is valued and they are praised for the project's success and their individual
contributions along with a career goal for the coming year. Unfortunately, the reality check is
that very few employees come out from a performance appraisal session feeling that they had a
productive meeting. Instead, they come out with a sense of being blamed for poor performance
and not having had a chance to explain about the impediments they faced when delivering their
duties. This situation can be avoided if the managers and the HR department of the organisation
work together to make the appraisal process more meaningful.
Here are some tips for a meaningful performance appraisal session:
Start positive
Providing feedback, both positive and negative is an important part in the performance appraisal
process. As a manager, you can start by talking about the positive aspects of your employee's
performance on the job. It is good to offer praise and accolades when appropriate so that your
employee will know that good performance is appreciated and will be motivated to continue the
same in the future.
Then, talk about areas for improvement, instead of blaming or pointing fingers on how the
employee did something wrong. You could also help the employee understand what those areas
are and illustrate how they can develop their skills to show improvement in the future. For
instance, if your employee did not make a timely decision in a project that involved his or her
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decision making skills, explain that and work with the staff member on improving their decision
making abilities in the future.
Establish clear expectations
This is the perfect time and opportunity to communicate to your employee in terms of what is
expected from them on the job, the deliverables and quality of work being done.
Talk about how the employee's performance is being measured and your basis for evaluating the
same. This will ensure that your employee understands how they received the rating that was
given to them.
Include a self-review
A self-review is a useful document that can be included as part of the performance appraisal
process. This form is completed by the employee as an honest appraisal of his/her work during
the given year and lets the employee talk about his/her accomplishments and areas for growth.
This is an effective method of understanding what the employee achieved and also provides an
opportunity to describe the job from his/her perspective.
Set goals
Goal-setting is the final part of the appraisal process and is an engaging interaction between the
employee and the manager to chart out objectives for the coming year. Both short term and long
term goals can be jotted down in conjunction with the employee's interest, capacity and
manager's approval.
A SMART (Specific, Measurable, Attainable, Realistic and Timely) goal is a great tool that is
used by several managers to facilitate their employees to achieve their goals easily. Here is an
example of how you can convert an ordinary goal into a SMART goal.
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Goal: My goal is to get promoted next year.
SMART Goal:
Specific: My specific goal is to get promoted from an Associate position to a Team Leadposition.
Measurable: Each month, I will work on taking up additional responsibilities within my team to
expand my abilities and will share status updates with my manager.
Attainable: My manager will work with me and provide feedback for improvement.
Realistic: From my monthly status updates, my manager will be able to track my progress.
Timely: I am allowing 12 months to prove myself that I can handle additional responsibilities
and am qualified to get promoted.
Finally, remember that conducting a fair and proactive performance appraisal session once a year
is worth your time as a manager and also has a direct impact on your employee's performance on
the job. It also serves as the measuring tool for salary increases and bonuses. When you have
completed an unbiased evaluation of your employees and have given them constructive
feedback, the outcome will translate into improved morale, better productivity and quality work
from your staff.
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BIBLIOGRAPHY
NAME OF THE BOOK AUTHOR
1.) PERSONNEL MANAGEMENT C.B.MAMORIA
2.) HUMAN RESOURCE MANAGEMENT DEVOLOPMENT A.ASWATHAPPA
3) Internet
4) www.hpladditives
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Research has shown specific benefits that a small business receives from
Performance appraisal its workers, including:
- Increased productivity.
- Reduced employee turnover.
- Increased efficiency resulting in financial gains.
- Decreased need for supervision.
Limitations
In view of the limited time available for the study, only the Training and
Development process could be studied.
The sample size is too small to reflect the opinion of the whole organization.
The answers given by the respondents have to be believed and have to be taken
for granted as truly reflecting their perception.
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ANNEXURE
QUESTIONNAIRE
NAME (OPTION) :
EDUCATION : SSLC/HSC/ITI/DIPLOMA
DEPARTMENT : TECHNICAL/NONTECHNICAL
AGE : 50
GENDER : MALE/FEMALE
MARITALSTATUS :
MARRIED/UNMARRIED/WIDOW/SEPARATE
EXPERIENCE :
DESIGNATION : WORKMAN/SUPERVISOR/EXECUTIVE
1) Do you Think performance appraisal is essential to enhance/upgrade your skills
a.) yes (4-10 )
b.) No (1-3 )
2.) Do you think behavioral appraisal is also required similar to technical training for
organizational growth & individual growth?
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c.) Yes ( )
d.) No ( )
3.) What is your opinion about the PA you have attended?
e.) Very good ( )
f.) Good ( )
g.) Average ( )
h.) Below average ( )
i.) Poor ( )
4.)Is the PA interested
a.) Very good ( )
b.) Good ( )
c.) Average ( )
d.) Below average ( )
e.) Poor ( )
5.) Is the PA Matching your expectations
a.) Very good ( )
b.) Good ( )
c.) Average ( )
d.) Below average ( )
e.) Poor ( )
6.) What is your opinion about PA hall
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a.) Very good ( )
b.) Good ( )
c.) Average ( )
d.) Below average ( )
e.) Poor ( )
7.) What would be your rating of the faculty/trainer
a.) Very good(9-10) ( )
b.) Good (7-8) ( )
c.) Average (6-5) ( )
d.) Below average (3-4) ( )
e.) Poor (0-2) ( )
8.) In your opinion the appraisal approach is
a.) Very good ( 15)
b.) Good ( 14)
c.) Average (10 )
d.) Below average (6 )
e.) Poor ( 5)
9.) Do you think the trainers knowledge on the subject is
a.) Very good ( )
b.) Good ( )
c.) Average ( )
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d.) Below average ( )
e.) Poor ( )
10.) Is the topics of the training is help full to your carrier
a. Yes ( )
b. No ( )
11.) Do you think the inputs given by the trainer during the training is beneficial to your carrier
a.) Very good ( )
b.) Good ( )
c.) Average ( )
d.) Below average ( )
e.) Poor ( )
12.) Supervisors effort to identify your strength & weakness
a.) Very good ( )
b.) Good ( )
c.) Average ( )
d.) Below average ( )
e.) Poor ( )
13.) The facilities in the training room is
a.) Very good ( )
b.) Good ( )
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c.) Average ( )
d.) Below average ( )
e.) Poor ( )
14.)Do you think the inputs of the course will benefit you and your organization
a.) Very good ( )
b.) Good ( )
c.) Average ( )
d.) Below average ( )
e.) Poor ( )
15.) On the scale of 10, what would be your overall rating of your training
a.) Very good (9-10) (3 )
b.) Good (7-8) ( 5)
c.) Average (5-6) (7 )
d.) Below average (3-4) (3 )
e.) Poor (0-2) ( 11111111111)
16.) Do you think the time given for your training program was
a.) Sufficient ( )
b.) Too short ( )