PAS at BEL

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PROJECT REPORT ONPERFORMANCE

MANAGEMENT SYSTEMAT

FOR THE PARTIAL FULFILLMENT OFMBA DEGREE

TWO-YEAR FULL TIME COURSE(SESSION 2009-2011)

Submitted By:

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RajKumar Khadka

RollNo. 10416603909MBA, Sem-III

CERTIFICATE

This is to certify that this Project report titled“Performance Management System atBEL” is prepared and completed successfullyby Raj Kumar Khadka, Roll no.10416603909 under my guidance and samehas been submitted to University School of

Management Studies, Guru Gobind SinghIndraprastha University.

The project report has been completed to mysatisfaction and I wish him all the best in hisfuture.

_________________________ (Mr. Amit Sharma)Associate Professor

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Acknowledgement

“For any successful work, it owes its thanks to many”

I take it as my pleasant duty to acknowledge the

valuable help I received from different sources in

completion of my project work. At the very outset, I

express my reverential regards and profound gratitude

to Mr. S R Tyagi, Assistant manager HR department,

BEL Sahibabad, for giving me his valuable time and for

providing me with the required information in the

context of this project.

I would also like to express my sincere gratitude to Mr.

Amit Sharma for his valuable guidance and

suggestions and for helping me complete this project

successfully.

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I also wish to give my sincere regards to my respected

teachers who guided me to build a concrete platform

before sending me on training so that I can land out

firmly in all respects.

Name-Raj Kumar KhadkaSignature-

Dated 10th Aug 2010

TABLE OF CONTENTS

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S. No Topic PageNo.

1. Company Profile 5

2. Significance of study 11

3. Objectives 12

4. Research Methodology 13

5. Methods of data collection 14

6. Performance Appraisal 15

7. Performance Appraisal System atBEL

21

8. Data analysis & Interpretation 26

9. Limitations 40

10. Major Findings 41

11. Recommendations 42

12. Questionnaire 43

13. Bibliography 46

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COMPANY PROFILE

About the company:

Bharat Electronics Limited (BEL) is a state-ownedelectronics company with about nine factories, and fewregional offices in India. It is owned by the IndianGovernment & primarily manufactures advancedelectronic products for the Indian Armed Forces. BEL isone of the eight PSUs under Ministry of Defence,Government of India. It has even earned thegovernment's Navratna status.

As of April 1, 2008, BEL's order book is estimated to bearound 9,450 crore (US$ 2.15 billion).

VISION

- To be a world-class enterprise in professional

electronics.

MISSION

- To be a customer focussed globally competitivecompany in defence electronics and in otherchosen areas of professional electronics, through

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quality, technology and innovation.

VALUES

- Putting customers first.- Working with transparency, honesty & integrity.- Trusting and respecting individuals.- Fostering team work.- Striving to achieve high employee satisfaction.- Encouraging flexibility & innovation.

- Endeavouring to fulfil social responsibilities.- Proud of being a part of the organization.

OBJECTIVES - To be a customer focussed company providing

state-of-the-art products & solutions at competitiveprices, meeting the demands of

quality, delivery & service.- To generate internal resources for profitable

growth.- To attain technological leadership in defence

electronics through in-house R&D, partnership withdefence/research laboratories &

academic institutions.- To give thrust to exports.- To create a facilitating environment for people to

realise their full potential through continuous learning& team work.- To give value for money to customers & create

wealth for shareholders.- To constantly benchmark company's performance

with best-in-class internationally.- To raise marketing abilities to global standards.- To strive for self-reliance through indigenisation

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HR VISION"To attain organizational excellence by developing andinspiring the true potential of company’s humancapital and providing opportunities for growth, well

being and enrichment".

HR MISSION"To create a value and knowledge based organizationby inculcating a culture of learning, innovation & teamworking and aligning business priorities with aspirationof employees leading to development of anempowered, responsive and competent humancapital".

HR OBJECTIVES➢ To develop and sustain core values➢ To develop business leaders for tomorrow➢ To provide job contentment through empowerment,accountability and responsibility➢ To build and upgrade competencies through virtuallearning, opportunities for growthnand providingchallenges in the job

➢ To foster a climate of creativity, innovation andenthusiasm➢ To enhance the quality of life of employees and theirfamily➢ To inculcate high understanding of 'Service' to agreater cause

History:Bharat Electronics Limited (BEL) was established atBangalore, India, by the Government of India under theMinistry of Defence in 1954 to meet the specializedneed of Indian defence services. Over the years, it hasgrown into a multi-product, multi-technology, multi-unit company serving the needs of customers indiverse fields in India and abroad.

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Products:

BEL Weapon Locating Radar

BEL Battle Field Surveillance Radar(BFSR-SR)

BEL designs, develops and manufactures products inthe fields of:

• Electronic Voting Machines• Radars

o BEL Weapon Locating Radaro BEL Battle Field Surveillance Radar

o Indian Doppler Radaro Samyukta Electronic Warfare Systemo Central Acquisition Radar (3D-CAR)

• Telecommunications• Sound and Vision Broadcasting• Opto-electronics• Information Technology• Semiconductors• Missile•

Sonars• CCS• FCS• Radar• Electronic Warfare Systems• Simulators• Tank electronics• Defence Communications• Solar systems•

Naval systems

Awards: The R&D Divisions of BEL have been receiving anumber of National R&D awards. A list showing thevarious R&D awards received by BEL since 2000 isgiven below:

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Award for Excellence in R&D for the year 1998(Sponsored by Ministry of Information Technology,Govt of India - for BEL-Ghaziabad's development of

various IFF Systems)

Award for Excellence in Professional Electronicsfor the year 1998(Sponsored by Ministry of Information Technology,Govt of India - for BEL-Kotdwara's excellentperformance in Production, R&D & its commitment toQuality & Service)

DSIR National R&D Award for 2001(For in-house R&D efforts under Electronic IndustriesSector - for D&E project handled at BEL-GAD & CRL-

Delhi)

FICCI Award for Research in Science &Technology for 2003-04(For Corporate initiative for R&D)

Raksha Mantri’s Award for Excellence underGroup and Individual category for DesignEfforts / Innovation / Import Substitution for theyears 2002-03, 2003-04, 2004-05 & 2005-06

DSIR National Award for R&D Efforts in Industryfor 2005(For successful commercialisation of the Battle FieldSurveillance Radar -ShortRange (BFSR-SR) by BEL-Bangalore, designed by LRDE)

9th IETE Corporate Award for PerformanceExcellence in the field of development of software

Society for Defence Technologists (SODET)Award for innovation and award for TechnologyDevelopment for the R&D engineers for 2006-07& 2007-08

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Gold Trophy of SCOPE Meritorious Award forR&D, Technology Development & Innovation forthe year 2006-07

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SIGNIFICANCE OF STUDY

Human Resource Development is the basis of successof any organization. HRD helps to enhance employee’seffectiveness and helps to achieve organizationalgoals. Now with the emergence of so-called “NEW ECONOMY” , the increasing role of knowledge inindustry is becoming obvious. In the emergingknowledge age, incessant learning by employeesthrough effective Training and Development is going tobe a key to survival and growth for organizations.Without effective Training and Development noenterprise can claim to be giving due importance toHRD. Performance appraisal in the real sense can becarried out only when the employees are provided withthe required amount of training. In the unfoldingeconomic scenario it is increasingly being realized thatemployees are the most precious assets of anycompany. Any investment in introducing performanceappraisal techniques is worth only when the abovementioned criterion is fulfilled. Every organizationnowadays is using various methods for appraising theperformance of the employees so that the realpotential of the human asset can be known and utilizedin the proper way. Performance appraisal not onlyevaluates the work done by the employees but alsotries to boost the morale and motivate them to do theirbest. The methods used by the organization should becommunicated to all the employees who come under

its purview. They should be satisfied with theprocedure and if they are not then it should be lookedupon that what are the reasons behind it and whatchanges are to be brought about. Performanceappraisal has a very important aspect to it and that isdevelopment of the employees.

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OBJECTIVES:

1) To study the performance appraisalsystem of BEL, SahibabadBranch.

2) To assess the training and

development needs of employees.

3) To find out the strength andweakness of the appraisal system.

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RESEARCH METHODOLOGY

The approach used for the study was Survey Method.For this Literature and Diagnostic Survey were carriedout:

LITERATURE SURVEY

Secondary sources were referred to get the basicculture and working pattern of BEL. All the requiredinformation was collected from the in-house journals,magazines, web pages, reference books, manuals andthe other related sources.

DIAGNOSTIC SURVEY

It was done with the help of a questionnaire to checkthe efficiency and effectiveness of the system.

Scope of the Study The scope of the study is limited to Ghaziabad.

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Population of the StudyAll those persons who are working in BEL,Ghaziabad are the population of this study.

Sample Size The sample size is 60.

METHOD OF DATA COLLECTION

PRIMARY DATA

The primary data to be selected was basedupon the response of the respondents to the

questionnaire designed. The questionnaireconsists of closed ended questions.

A part of Questionnaire was targeted to knowthe personal details of the respondents. Secondpart consists of closed ended questions on thescale of 1 to 5. Third part comprised of questions to be answered in Yes or No.

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SECONDARY DATA

The secondary data was collected by referringthrough manuals, journals and intra net, websites, and the final data was analyzedsystematically to achieve the desired result.

PERFORMANCE APPRAISAL

Performance appraisal can be defined as the processof evaluating the performance of an employee &communicating the result of the evaluation to him forthe purpose of rewarding & developing the employee.According to Michael Armstrong, “Performanceappraisal is a formal assessment & rating of individualby their managers at usually at annual review

meeting.” Performance can be defined as the degreeof accomplishment of tasks by an employee in his job.In some organizations it is measure of the resultachieved & target accomplished whereas in others, itis a measure of employee efforts & behavior. Howevermost organizations use a combination of both efforts &results. Performance appraisal is also termed asperformance review, annual review & annual appraisal.

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THE APPRAISAL PROCESS

1. The first step in the appraisal performance

process is the determination of standard of performance based on the organizationalobjectives & job descriptions.

2. The next step of performance appraisal is themeasurement of employee performance againstthe pre-determined goal & standards.

3. The next step is the actual process of

measurement. Performance appraisal has to be acontinuous process & feedback should be given tothe employee at regular intervals.

4. The next step is the very critical step & involvescommunicating the result of the appraisal to theemployee concerned.

5. Once appraisal is finalized after discussing it with

the employees, it has to be put effective use.

THE APPRAISER

The appraiser is that person who access the

performance of a person or an employee. In morerecent concept like 360 degree feedback, thepeer/colleagues of the employee, his supplier, hiscustomer, & even his subordinate play a role inassessing his performance.

SELF-APPRAISAL

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As has been discussed earlier self appraisal is thecommon practice today, with the employee beinggiven a role in evaluating their own performance. Theemployee himself is best equipped to evaluate his

performance because he understands his strengths &weaknesses the best.

SUPERVISOR

It is the responsibility of the supervisor to ensure thathis subordinate perform their jobs well. Hence theauthority to evaluate the employees’ performance hastraditionally been with the supervisor.

PEERS

Peer evaluation is very sensitive area as it may lead tofalse & unhealthy appraisal because of competitionamong peers. The organization has to reach anadvanced stage of development before it can handlepeer appraisal.

CUSTOMERS

The performance of an employee has a direct &immediate impact on his customer either internal orexternal. In service organization like banks & hotelscustomer feedback has become the most importanttool in evaluating the employee’s performance.

SUBORDINATES

The concept of subordinate evaluating theperformance of his supervisor yet to gain acceptance

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in most Indian companies. The Indian culture does notencourage the idea of subordinate appraisal.

PERFORMANCE APPRAISAL METHODS

1. Management by objective or goal setting.

2. Graphic rating scale.

3. Work standard approach.

4. Essay appraisal.

5. Critical incidence method.

6. Forced choice rating method.

7. Point allocation method.

8. Ranking method.

9. Check list.

10. Behavioral anchored rating scale(BARS).

11. 360 degree performance appraisal.

12. Team appraisal.

13. Balanced scorecard method.

MANAGEMENT BY OBJECTIVE (MBO)

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The main aspect of MBO is clear & well defined goals, adefinite time span to achieve the goals, action plan &finally, timely & constructive feedback. It is also called

a goal setting approach; MBO is more commonly usedfor managers & professionals.

GRAPHIC RATING SCALE

This method of appraisal requires the rater to rate theemployee on factors like quantity & quality of work, jobknowledge, dependability, punctuality, attendance etc.

This method is also used for performance appraisal of employees. They check their employees daily by usingthis method.

WORK STANDARD APPROACH

This method of appraisal is more suitable in amanufacturing scenario, where the goals arepredetermined work standard. These work standards

can be set based on the average output of a typicalemployee in the organization or by bench markingagainst the work standard of a competitor in a similarbusiness.

ESSAY APPRAISAL

In the essay appraisal method, the appraiser preparesa document describing the performance of theemployees. Questions or guidelines are provider to theappraiser based on which analyses & describes theemployees’ performance.

CRITICAL INCIDENT METHOD

In this method of performance appraisal, the appraisermakes a note of the critical incident that reflect the

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performance & behavior of the employee during theappraisal period. These are recoded as & when theyoccur & can demonstrate either positive or negativetraits or performance.

FORCED CHOICE RATING METHOD

In this method the appraiser is required to assign ranksto different attributes are all seemingly positive, buthave different weights which are unknown to theappraiser. Once the employees’ attributes are rankedthe human resource department applies the weights &arrives at a score which is the final appraisal score.

POINT ALLOCATION MATHOD

In this method of appraisal, the appraiser has toallocate points to different members in his team. Hehas at disposal, a specific number of points which hehas to distribute among his team members, based ontheir performance during the appraisal period.

RANKINNG METHOD

There are three commonly used methods of rankingnamely alternation, paired comparison & forceddistribution. The first two methods are used whenthere are only a few employees to be ranked, whereasforced distribution method is used in large companieswhich have thousands of employees.

CHECKLIST

In this method the rater has to respond ‘yes’ or ‘no’ toa set of questions which assess the employee’sperformance & behavior. Normally weights areattached to each of these questions based on whichthe final appraisal score of the employee is calculated.

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BEHAVIOR ANCHORED RATINGSYSTEM (BARS)

BARS concentrates on the behavioral traitsdemonstrated by the employees instead of his actualperformance. Some of the other methods like graphicrating scale & checklist also measure the behaviorbased on the assumption that desirable behavior resultin effective performance.

360 DEGREE PERFORMANCE

APPRAISALS

A 360 degree appraisal system aims at acomprehensive & objective appraisal of employeeperformance. In a 360 degree appraisal system theemployees’ performance is evaluated by hissupervisor, his peers, his internal external customers,his internal external suppliers & his subordinates. This

system reduces the subjectivity of a traditionalsupervisor appraisal.

TEAM APPRAISAL

In the new economy era, where team work is essentialfor any venture to succeed, team appraisal hasemerged as one of the best tool for the performancemanagement. In the team appraisal method the

individual team member evaluate their colleagues inthe team & provide feedback.

BALANCED SCORECARD

The balanced scorecard as a method of measuringperformance channelizes the efforts of people toachieve organizational goals. The implementation of balanced scorecard involve formulating a strategy &

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deciding what each employee needs to do to achievethe objectives based on strategy.

PERFORMANCE APPRAISALSYSTEM AT BEL

Performance appraisal report is an index of anemployee’s work performance over a given period of time. It is crucial for his or her career growth as itindicates the strengths, weaknesses, training needs,nature of job being performed and problems faced inwork situation.

The objectives of the performanceappraisal system at BEL are:

To set norms and targets of work performance, aswell as, to monitor the work progress of employees.

To facilitate placement of employees inaccordance with their suitability for differenttypes of assignments.

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To provide an objective basis for determination of merit, efficiency and suitability for the purpose of promotion.

To identify areas requiring exposure for training

and development.

The performance appraisal system seeksto evaluate:

The work performance of an employee on thepresent job in relation to the expected levels of performance, both qualitative and quantitative.

The extent of development achieved by the

employee during the period under review. Evaluation of behavioural attributes attitudes and

abilities.

Evaluation of potentials for assuming higherresponsibility.

The appraisal covers:

Performance during the period from 1st April to31st march of every year.

All regular employees of the company.1. Non Executives.2. Executives

The appraisal form PAR/ACR is filled in respect of all such employees who have served for a periodof at least four months in the organization duringthe relevant year.

Procedure

PAR/ACR in respect of an employee is required tobe assessed by levels indicated below:

By the reporting officer under whom employee isworking.

By the reviewing officer.

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The reporting officer for writing PAR of anemployee of class III/IV and E-0 level category willbe the executive under whose control theemployee is working. The reviewing officer will be

of one grade above the grade of reviewing officer. The PAR’s in respect of class III/IV employees dulyreviewed is maintained atRegion/Institute/Headquarters group wise in theconcerned establishment section/PAR sections.

The PAR in respect of E-0 to E-6 level executivesis being maintained in PAR departments atheadquarters of R&P division.

As regards E-7 and above all such reports which

are received fromRegions/Institutes/Headquarters are maintainedat Chairman-cum-managing Director’s office. Thereviewing officer will be the officer to whom theexecutive reports for his day to day work. Reviewof the PAR will be done by the executives towhom the reporting officer is responsible for hisfunctions. Accepting authority will be theexecutive higher than the reviewing officer at

different levels depending upon the nature of thegrades as per delegation of powers in PAR rules. The performance appraisal reports of executives

of E-6 level i.e. Deputy general manager andabove will be submitted to concern functionalDirector for final review and acceptance.

The performance appraisal reports of executivesof E-5 level i.e. chief manager and equivalent willbe reviewed by the RD/ED/Nominee of theDirector concerned.

The performance appraisal of the executive up toE-4 level i.e. manager and equivalent would bereviewed by the functional head/GM/CGM not lessthan E-7.

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Performance Appraisal Format forExecutives

1. Personal Data This includes personal details of the individual beingappraised.

2. Self AppraisalIn this section the appraisee is required to mention thetasks achieved in the appraisal period includingenabling and constraining factors. These achievementsare then rated by the individual itself and theappraiser.

3. Performance AppraisalPerformance appraisal is done on the basis of KeyResult Areas and a certain weightage is assigned toeach. Following are the Key Result Areas:

Performance in respect to volume….. 40Quality of output…..30

Timeliness of jobs completed…..30

The total of the score gained by the individual is notedand termed as P.

B. Potential AppraisalPotential of the candidate is appraised on the scale of 1 to 5 keeping the existing role as well as futurepositions in perspective.

Scale 1 to 5 is given for (1-poor, 2-fair, 3-good, 4-verygood, 5-excellent)

Potential is appraised on the basis of following traits:· Result oriented approach· Willingness to accept challenges· Diligence and reliability· Initiative· Professional competence

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· Communication skills· Commitment and dedication· Personal conduct and discipline· Leadership

· Inter personal relationship Total of score gained by an individual in this section isagain noted and termed as Q.

C. Overall Grade

Total score(S) is calculated asS = a * P + b * 2 * Q

Where a & b are weightages for performance andpotentials. This weightage is as per the level.

Level A bE1 0.9 0.1E2 0.8 0.2E3 0.7 0.3E4 0.6 0.4E5 0.5 0.5

E6 0.4 0.6

The grading system:

A+ 95 and aboveA 85 and above but less than

95

A- 75 and above but less than85

B+ 65 and above but less than75

B 55 and above but less than65

C 45 and above but less than55

D D less than 45

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4. Assessment by ReviewingOfficer

Training Needs The appraisee himself mentions the trainingrequirements which are then remarked by theappraiser.

Co- Review

5. Moderation

6. Assessment by acceptingofficer

Final grade with score

7. Communication to executive

8. Counselling

The final grade given by the accepting authorityafter detailed and due consideration to therating by the 1st and 2nd appraisers, will be thedecisive grade of the appraisee executive. Incase this final rating is different from those of the 1st and 2nd appraiser, adequate

justification must be mentioned by theaccepting authority. There must be adequateexplanation by the 1st and 2nd appraisers andthe accepting authority for any grade assignedto the appraisee. In the absence of adequateexplanation the report will be consideredincomplete and returned back to the appraisers

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for confirming to the directives contained in theinstructions.

DATA ANALYSIS &

INTERPRETATION

COUNT OF SAMPLE SIZE DESIGNATION WISEAnalysis based on Designation:

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Designation No. of employeesManagers 21Executives 24Coach 6Department Heads 9

Our total sample size for the survey was 60. We took employees from different departments

as our Population. 75% of sample size consisted of managers &

executives.

COUNT OF SAMPLE SIZE ACCORDING TO

WORK EXPERIENCE

Analysis based on the following question:

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DESIGNATION

Executives40%

Coach

10%

Managers

35%

Department Heads15%

Managers

Executives

Coach

Dept. Heads

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Q. Since how long you have been a part of BEL

Ghaziabad?

0

2

4

6

8

10

12

14

16

18

4y 5y 6y 7y 8y 9y 10y 11y 12y

No. of Emp

32

Work Experience No. of employees4 Years 65 years 36 years 3

7 years 98 years 39 years 18

10 years 611 years 712 years 5

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In the sample size people with different work

experience were considered. 51.67% of the sample

size consisted of people with 9-11 months of

experience.

(Response in YES or NO only)

Q1. Individual feedback should be provided after

the appraisal.

Responses YES - 87%NO - 13%

As of now the system of providing the appraisalfeedback to every individual is not there in BEL.However 87% of the respondents want that thereshould be such system. The general opinion of theemployees is that the basic purpose of the appraisalprocess is not fulfilled until or unless one gets to knowhow he has performed. Ultimately the aim of theperformance appraisal is to develop the individualthrough proper monitoring and feedback system.13% of the respondents feel that the individualfeedback should not be provided. They are still of theopinion that the performance appraisal should betreated as confidential report only. They consider that

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the individual feedback system will give rise todiscrepancies.

Q.2 The management helps provide an

atmosphere where all are encouraged forteamwork and comradeship.


Majority of the respondents feel that the managementhelps provide an atmosphere where all are encouraged

for teamwork and comradeship. This thing is necessarybecause you can expect the performance only whenyou provide the suitable atmosphere for it. It has beenproved that the office atmosphere plays a critical rolein the overall performance of the individuals and inturn of the organisation. Providing congenialenvironment fuel up the performance. Throughpersonal interaction I came to know the kind of environment prevailing in the organisation. Though

management is not putting much efforts to do so, it isthere in the system. People help out each otherwithout any expectations. However still 31% of respondents feel that the management doesn’t helpproviding an atmosphere where everybody isencouraged for teamwork. What I feel is that theteamwork is only possible when everybody in the teamor a group is willing to put in effort and this thing can’tbe enforced upon somebody. So I would suggest tothese respondents to take the plunge and rest willautomatically follow and comradeship will develop.

Q.3 My Superior appreciates me when I do agood job.


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86% of the respondents responded as YES. This thingmay appear to be very small but the fact is that thisthing helps an individual to give its best. A small tokenof appreciation or just a pat on the back is enough to

keep that individual motivated for the next weekatleast. Praise is such a thing that can make the kingto work provided that should be genuine one. There isa difference between praise and flattery. And if thisdifference is not clearly understood it can prove fatal.But exceptions are always there so here also 14% of the respondents don’t feel the same. They don’tconsider that their superiors appreciate them whenthey do a good job. Some of the

respondents are of the opinion that the superiorseldom appreciates their work and if at all theyappreciates, it is not genuine one.

Q.4 The employees are provided with theopportunity to respond to the feedback of theappraisal.

Responses

YES - 37%NO - 63%

Majority of the respondents don’t agree with the abovestatement. According to them they are not providedwith the opportunity to respond to the appraisalfeedback. However 37% respondents says that theycan respond to the feedback. As such there is noprocedure to respond to the appraisal result in thecurrent performance appraisal system of BEL. Thereason being that the result itself is not shared withthe individual appraised. Why some people then thinkthat they do get the opportunity to respond to theappraisal result? This is because the system in BEL issuch that in case an individual gets very poor rating orvery excellent rating then individual counselling isprovisioned to confirm the ratings and the reasonbehind such ratings.

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Q.5 Are you rated on your competencies-Knowledge, skills, and attributes?

Responses

YES - 72%NO - 28%

72% respondents believe that they are rated on theircompetencies- knowledge, skills and attributes.However 28% deny the same. In the appraisal sheetitself there is one section called potential appraisal. Inthis section the appraisee is rated on the various traitskeeping the existing role as well as future positions in

perspective. One of the traits is ProfessionalCompetence, which I think covers knowledge as well asskill part of an individual.

Q.6 There should be some incentives based onthe individual and group performance?

Responses

YES - 88%NO - 12%

Majority of the respondents want that there should besome incentives based on the individual and groupperformances. They agree to the point that a starperformer and a low performer of same manageriallevel are getting paid exactly the same. Thissometimes acts as a demotivating factor for the starperformer as well. A slight differentiation should bethere for the performer and non performer. Furtherincentives on group performance increases the groupcohesiveness and boost up the integrity.

Q.7 Are you provided with the genuinefeedbacks?

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Majority feels that they are not given genuinefeedbacks. On the basis of personal interaction I cansay that people are not satisfied with the kind of feedbacks they get. They say that the appraisal resultis confidential but apart from the appraisal feedback,otherwise also they are not provided with the routinefeedback on their performance. They are of the opinionthat if they are provided with the genuine feedbackthen they can improve their performance manifolds.

But there are 27% people who think they are providedwith the genuine feedback. In that case I would saythat they are lucky to have those sort of superiors.

8. Do you think management take a serious noteof training requirements shown in the appraisal?

Responses YES - 38%

NO - 62%

38% respondents feel that the management takes aserious note of training requirements shown in theappraisal. At the same time 62% respondents are of the opinion that the management doesn’t pay anyheed to the training requirements shown in theappraisal sheet.In performance appraisal sheet every individual has tomention the training requirements which is thenassessed by the reviewing officer and then byaccepting officer. Once it is over the requirements aresent to the Academy. In my opinion if this thing ismentioned in the performance sheet then it should betaken care of properly. But the respondents say that itis mere formality.

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(1-5 Scale Rating)

SATISFACTION WITH PERFORMANCE RATING

PROCEDURE


Q.1 Are you happy with the procedure of rating

the performance at BEL, Ghaziabad?

0

5

10

15

20

25

ES S US EUS DN

No. of Emp

38

Satisfaction WithPerformance Rating

Number of Employees

Extremely Satisfied 6Satisfied 16

Unsatisfied 21Extremely

Unsatisfied 11Don’t Know 6

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Only 36.67% of the sample size is extremely

satisfied & satisfied with the performance rating

procedure in the BEL, Ghaziabad whereas

53.33% of the sample population is unsatisfied &

extremely unsatisfied.

AWARENESS ABOUT PIP (PERFORMANCE IMPROVEMENT

PLAN)


Q.2Do you know about PIP?

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YesNo

0

5

10

15

20

AWARENESS ABOUT PIP

Number of Employees

Awareness about PIPNumber of Employees

Yes 18No 2

90% of the employees are aware about the PIP

(Performance Improvement Plan) whereas 10%

are unaware.

SATISFACTION WITH PIP


Q.3 Do you think PIP is an effective improvement plan?40

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0

5

10

15

20

25

EE E IE EIE DN

No. of Emp

Satisfaction withPIP Number of EmployeesExtremely Effective 19Effective 25Ineffective 8Extremely Ineffective 5Don’t Know 3

73.33% of the sample size agrees that PIP is an

extremely effective & effective Performance

Improvement Tool whereas only 21.67% of sample size

thinks it is ineffective & extremely ineffective.

NEED FOR TRAINING AND DEVELOPMENT

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Q.4Do you think training and development helps in

improving your performance?

0

5

10

15

20

25

EH N DH PTR DK

No. of Emp

Need for Training &Development

Number of Employees

Extremely Helpful 16

Natural 22Don’t Helpful 8People Themselves Responsible for

T&D 10Don’t Know 4

63.33% of the sample size found that training and

development extremely & naturally helpful for

performance appraisal.

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IMPACT ON PERFORMANCE


Q.5 Rank them in the order you feel they had animpact on your performance?

IMPACT ON PERFORMANCE

0

2

4

6

8

10

12

14

Training Positive

Environment

HR awareness

session

R & R Feedback From

Manager

Rank 1

Rank 2

Rank 3

Rank 4

Rank 5

Preference OrderIMPACT ON

PERFORMANCE

Ran

k 1

Ran

k 2

Ran

k 3

Ran

k 4

Ran

k 5 Training 24 21 12 3 0Positive Environment 36 12 9 3 0HR awareness session 0 0 9 24 27R & R 0 27 9 15 9Feedback FromManager 0 0 21 15 24

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TRAINING

40% of the employees consider training as themost effective factor for improving performanceamongst the given preferences.

POSITIVE ENVIRONMENT

60% of the employees consider training as the

most effective factor for improvingperformance.

HR AWARENESS SESSIONS

45% of the sample size considers it the leasteffective factor for improving the performance.

R&R

45% of the employees consider R&R as thesecond most effective factor for enhancing theperformance.

FEEDBACK FROM THE MANAGER

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40% of the employees consider it the leasteffective factor for enhancing the performance.

ENHANCE PERFORMANCE


Q.6 To what extend the following factors enhance yourperformance?

a. Maintaining regular records and feedbackb. Setting goalsc. Unity in teamworkd. On-job activitiese. Adapting to changing circumstances

Enhance Performance

02468

1012141618

M a i n t a i n i n g

r e c o r d s a n d

f e e d b a c k

S e t t i n g G o a l s

U n i t y i n

t e a m w o r k

O n - J o b

A c t i v i t i e s

A d a p t i n g t o

c h a n g i n g

c i r c u m s t a n c e s

To Some extend

To Large extend

Not at all

ENHANCE To Some To Large Not at all

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PERFORMANCE extend extendMaintaining records andfeedback 9 51 0Setting Goals 12 48 0

Unity in teamwork 15 45 0On-Job Activities 12 48 0Adapting to changingcircumstances 9 51 0

INTERPRETATION

Based on the above analysis 36.67% of the

employees are happy with the procedure of

rating the performance. 90% of the employees

are aware about the PIP. 41.67% of the

employees found that PIP is an effective

improvement plan. 36.67% of the sample size

found that there is need for training and

development. 40% of the people considers

training and development as the most effective

tool for enhancing performance and 45% of the

total population found that R&R the least

effective tool for performance improvement.

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LIMITATIONS

Due to time constraint and hectic schedule of BELemployees some time I found difficulty in

interaction with employees.

Organization being very large an effort was madeto do the tasks effectively and efficiently butmore detailed study could have done by havinglarge sample size.

Employees delayed in submitting the feedback

form so it effected the time in compiling andanalyzing data for findings and suggestions.

Many questions were responded as “Don’t Know”due to the subjectivity of the topic and someinformation was not revealed due to certainreasons like being confidential in nature.

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MAJOR FINDINGS

Performance Appraisal System in BEL is nottransparent.

Appraisers are usually unbiased.

The management is serious about theappraisal process.

The appraisal process provides them anopportunity for development and growth.

Relations with the superior affect theevaluation.

There are fixed standards to evaluate theperformance but those are not clear due tothe subjectivity of the topic.

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Superior-subordinate relations are good.Superior helps them set and achievemeaningful goals. This makes theenvironment amiable and congenial.

Performance appraisal sheet is lucid andeasy to understand and fill.

Individual feedback is not provided.

Employees are not provided with thegenuine feedback.

Appraisal counselling is consideredbeneficial for future developments.

Management doesn’t bother much aboutthe training requirements mentioned in theappraisal sheet.

RECOMMENDATIONS

The performance appraisal system of BEL is of goodquality. With the introduction of new e-PAR system, thePMS system is refined further. On the basis of the

analysis of responses and findings I have reached tosome conclusions. So taking them into considerationfew steps may be considered to strengthen theperformance appraisal system.

The system should be made more transparent. This can be achieved by creating awarenessamong the employees regarding each and everyaspect of the appraisal process. They should be

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made aware about the standards and thecriterions for evaluation.

The appraiser and appraisee should sit together

and then the appraiser should rate the appraiseefor his performance and should state the reasonfor the same. This will increase the level of transparency.

The genuine feedback should be provided to theemployees. So that they may be in a position toknow where they stand exactly. So that they canidentify their performance gaps and prepare

accordingly for the future.

The general belief among employees is that therelations with the superior affect the evaluationprocess. This is not good as this creates a senseof favoritism in the organization. For this theraters should always consider the performance asthe only measure for the evaluation.

Management should take serious note of thetraining requirements shown by the individual inthe appraisal sheet. Training plays a vital role inthe development of an individual and helpsimprove the performance.

Some incentives should be introduced on theperformances basis. This thing creates a sense of healthy competition among employees whichboost up the growth of the individual as well asthe organization.

ANEXXURE

QUESTIONNAIRE

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Name (Optional):Designation:

1) Since how long you have been a part of BEL,Ghaziabad?

_______________________________

2) Are you happy with the procedure of rating

the performance at BEL, Ghaziabad?

a)Extremely Satisfiedb)Satisfiedc) Unsatisfiedd)Extremely Unsatisfiede)Don’t know

3) Do you know about the PIP (PerformanceImprovement Plan)?

a) Yes b) No

4) Do you think PIP is an effective improvementplan?

a)Extremely Effectiveb)Effectivec) Ineffectived)Extremely Ineffectivee)Don’t Know

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5) Do you think training and development helpsin enhancing your performance?

a)Extremely Helpfulb)Naturalc) Don’t Helpfuld)People themselves Responsible for T&De)Don’t Know

6) Rate them in the order you feel they had animpact on your performance?

a)Training

b)Positive Environment

c) HR awareness sessions

d)R&R

e)Feedback from the Manager

7) Please encircle the appropriate column:

To someextend

To largeextent

Not atall

1 2 3

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a) Do you think that maintaining regularrecords and feedback will help improve yourperformance?

( 1 2 3)

b) Setting goals will enable me to achieve abetter work life balance.

( 1 2 3)

c)Maintaining unity in our teamwork improvesefficiency and able to finish the task within aperiod

( 1 2 3)

d) I firmly believe that one can improve oneself

by involving in on-job activities and activeparticipation.

( 1 2 3)

e) Adapting to changing circumstances is thekey for my success

( 1 2 3)

8) Suggestions? If any, to enhance yourperformance.

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“Thank You”.

BIBLIOGRAPHY

1. http://www.bel-india.com/

2. http://www.google.co.in/

3. http://en.wikipedia.org/wiki/Bharat_Electronics_Li mited

4. http://humanresources.about.com/od/retention/Retention_of_Employees_Tips_and_Tools_for_Employee_Retention.htm

5. Mathis, R. L & Jackson, J. H. (2004). Human

Resource Management. Thomson Asia Pte. Ltd.,Singapore

6. Chadha, P. (2003). Performance Management: It’sAbout Performing – Not Just Appraising. McMillanIndia Ltd.

54

http://www.bel-india.com/

http://www.google.co.in/

http://en.wikipedia.org/wiki/Bharat_Electronics_Limited



http://humanresources.about.com/od/retention/Retention_of_Employees_Tips_and_Tools_for_Employee_Retention.htm



http://www.bel-india.com/

http://www.google.co.in/






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