Rahul project(org)123

EXECUTIVE SUMMARY

INTRODUCTION OF PROJECT:-

With the rapidly changing technological, social, economic, political, legal environment &

the trend toward globalization of business & industry so effective management of human

resource has become a very challenging job. There is no denying the fact that human

element is at the center stage in all economic activities. In this project, an attempt has been

made to suggest various measures to serve as guidelines for the management of SIMPLEX

INFRASTRUCTURES LTD .

Performance appraisal procedure was studied at SIMPLEX INFRASTRUCTURES LTD.

The main objective of the project was to study the appraisal procedure & process of the

company.

This research is descriptive type it include primary data and secondary data. Primary data

is designing of questionnaire from where the data was collected. Secondary data was

collected through the extensive study of the company website and other related website

and books.

PROJECT TITLE:-

“Enhancing personnel effectiveness and workplace leadership for teamwork at SIMPLEX

INFRASTRUCTURES LTD.

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OBJECTIVES OF THE PROJECT:-

To study the performance appraisal system and method of performance appraisal at

SIMPLEX INFRASTRUCTURES LTD.

To study whether the identified training needs are fulfilled or not.

To find out the level of satisfaction of the employees through the Performance Appraisal.

To help organization to overcome its weakness & develop healthy workforce.

SCOPE OF THE STUDY:-

The scope of the project covers the study of performance appraisal system of

the SIMPLEX INFRASRUCTURES LTD. The study covers feedback from

senior and middle management officer of company on performance appraisal

and its impact on promotion, transfer, work attitude, career planning etc.

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COMPANY PROFILE

BRIEF HISTORY

Since 1924 when Simplex became the first company to introduce cast-in-situ-driven

piles in India and South East Asia, it has been on the forefront of technical

breakthroughs in the Indian construction industry.

1935 - Starts construction of steel plants, subsequently

building India's steel backbone with plants for SAIL,

Tata, Jindal, Essar, etc.

1940s - Constructs the prestigious King George Docks

(Jawaharlal Nehru Port) in Mumbai to be recognised

as one of the top construction engineers of India

1960s - Makes maiden foray into the urban utilities segment,

setting up sewage treatment plant in Howrah

1970 - Begins civil and structural construction of Thermal

Power Plants.

1972-73 - Install India's first 50m deep cast-in-situ driven piles

at Cochin.

1977-78 - Develops indigenous technique for soil densification

through stone columns by driven piling technique.

1982-83 - Develops breakthrough technique for jointed pre-cast

concrete piles.

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1990 - Constructs 2000mm dia pile foundation for the first

time in India.

1993-94 - Becomes first to install fully computerised geo-

technical laboratory in India.

1997 - (1) Enters the transport sector with road, bridge and

railway construction.

(2) Constructs the first housing complex using

Aarding 'Tunnel Forum' technology in the country.

1999 - Constructs Rail over-bridge with 50m span P. S. C.

Girder over running electrified section of rail-track

for the first time in India.

2002 - Begins civil and structural construction of Nuclear

Power Plants to establish comprehensive capabilities

in the power sector.

2004 - Begins civil and structural construction of hydro-

power plants.

2008 - Over 70 Mtr. deep Pile in Kochi.

2010 - Begins installation of steel using vibro technology at

Dahej Port in one of the world's most challenging

marine conditions.

ACHIVEMENTS

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Been in business since 1924 and present in almost all Indian States as well as Middle East.

Simplex combines financial robustness with technological competence. The Company enjoys an uninterrupted profit track record since inception.

Repeat orders from reputed & large clientele.

Recognized by World Confederation of Businesses as “Inspirational Company with all its Rights & Privileges” in 2010

POSITION IN INDIA

Ranked 7th among “India’s Top 10 Infrastructures Companies” by Construction Week.

Ranked among “Top 5 India’s Fastest Growing Large Companies” by Business Today in 2008.

AWARDS

Awarded by International BID Quality Summit, New York the “International Quality Summit Award in Gold Category” for achievement in Quality & Excellence in 2009.

Thrice nominated as “Most Admired Infrastructure Company” by NDTV Profit in 2006, 2008 & 2009.

Titled as “Overall Best Managed Company” by Asia Money in 2005 .

MARKET VALUE

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Present Order Book of Rs.14,707 Crores with over 150 Projects location in India and Overseas.

Its shares are listed on the NSE, BSE & CSE enjoying Market Capitalization of Rs.2500 Crores .

VISION

We have the vision to lead and win. To execute projects with consistent quality assurance,

cost control and adherence to milestones in a safe environment as per customer

requirements.

MISSION

To promote the culture of sharing rich and varied experience with staff members, as also with

clients. And thereby benefit and help the growth of the construction fraternity and society at

large.

Simplex serves those who build the nation. Our diverse clientele ranges from statutory bodies

to national and state governments to domestic and international conglomerates.

ORGANIZATIONAL STRUCTURE OF

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Chairman

Vice Chairman

Marketing Manager

Managing Director

Production Manager

Finance Manager

AdvertiseOfficer

SalesOfficer

ExecutiveOfficer

HROfficer

AdminOfficer

SafetyOfficer

HRManager

Consultant

Consultant

Technical Manager

MIS

Material Manager

R&D Manager

SIMPLEX INFRASTRUCTURES LTD

HUMAN RESOURCE DEPARTMENT

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Workers

Supervisor

OF SIMPLEX INFRASTRUCTURES LTD

HR DEPARTMENT

The HR department takes care of all process related to Human Resource in the company. The

process like performance management, pay roll, training and development, recruitment,

corporate and internal communication, community development.

1. PERFORMANCE MANAGEMENT

Handle appraisal of employees.

2. TRAINING DIVISION

This division trains the new entrants. Various faculties’ gives training on different topics like

on power products of the company, marketing, technical calls etc.

3. RECRUITMENT

Handle the recruitment, joining formalities etc of the employees.

4. COMMUNITY DEVELOPMENT

The company encourages its employees to spend their spare time in service to

society.

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HR MISSION STATEMENT

To find way to help the associates to do what they love and love what they do. The mission

statement of HR department stays as a constant reminder for associate’s wellbeing.

BRANCHES AND OFFICES

KOLKATA(Registered office)

MUMBAI

DELHI

CHENNAI

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PRODUCT PROFILE

PRODUCTS AND SERVICES

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EXPERTISE FIELDS

QUALITY POLICY OF THE COMPANY

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ABOUT PERFORMANCEAPPRAISAL

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Performance Appraisal is a systematic attempt to measure the performance of all

employees and take steps to ensure its continuous improvement. It entails:

1. Setting clear goals & desirable behavior for all employees

2. Evaluating i.e. comparing output with the goals set

3. Evaluating i.e. comparing behavior with the scale

4. Passing a feedback

5. Recommending rewards for performers

6. Recommending a Development Plan to address skill gaps

7. Counseling to address motivational issues.

Requirements for an Effective Performance Appraisal

The following competencies come in handy while conducting a Performance

Appraisal:

1. Goal Setting using the SMART Concept

2. Communication – Speaking, Writing & Listening Skills

3. Counseling

4. Discipline & Process Orientation

In addition, access to correct information, a simple & understandable appraisal form

and a transparent process contributes to making an appraisal effective

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DEFINITION OF THE TERM ''PERFORMANCEAPPRAISAL''

Afford and Beatty: ''Performance appraisal is the evaluation or appraisal of the

relative worth to the company of man's service on his job''.

''Performance appraisal is a formal structured system of measuring and evaluating an

employee's job related behaviors and outcomes to discover how and why the

employee is presently performing on the job and how the employee can perform

more effectively in the

future so that the employee, organization and society all benefits.

The last definition include employee's behaviour, as part of the assessment.

Behavior can be active or passive, do something or does nothing. Either

way ,behavior affects job results. The other term used for performance appraisal

are performance rating, employee assessment, employee performance review,

personal review, personal appraisal, performance evaluation, employee evaluation

and merit rating.

It is linked to job analysis as shown in the table.

RELATIONOFPERFORMANCEAPPRAISAL AND JOB ANALYSIS

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Job analysis Performance Standards Performance Appraisal

Describes work andpersonal requirement of a particular job

Translates job requirements into levels of acceptable or unacceptable performance

Describe the job relevant strength and weaknesses of

each individual

WHO WILL APPRAISE?

Supervisors

Peers

Subordinates

Self appraisals

consultants

WHEN TO APPRAISE?

Informal appraisals are conducted whenever the supervisor

or personnel manager feel it necessary. However ,systematic

appraisals are conducted on a regular basis, say for example,

every six months or annually.

OBJECTIVES OF PERFORMANCE APPRAISAL :

To increase productivity

To improve quality

To help company to fulfill its future personnel needs

To improve organizational climate

To improve health and safety

To secure optimum co attribution from employees

To prepare worker for higher level job

BENEFITS OF PERFORMANCE APPRAISALS

How Performance appraisal Benefits the

Organization:

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Improves the job knowledge and skills at all levels of the organization.

Improves the morale of the workforce

Helps people identify with organizational goals

Helps create a better corporate image

Improves relationship between boss and subordinate

Aids in understanding and carrying out organizational policies.

Provides information for future needs in all areas of the organization

Organization gets more effective decision-making and problem-

solving skills

Aids in increasing productivity and/or quality of work

Aids in improving organizational communication

Benefits to the Individual :

Helps the individual in making better decisions and effective problem

solving

Helps a person handle stress, tension, frustration and conflict

Increases job satisfaction and recognition

Moves a person towards personal goals while improving interactive

skills

Provides the trainee an avenue for growth and a say in his/her own

future

Improves communication between groups and individuals:

Improves interpersonal skills.

Improves morale

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Builds cohesiveness in groups

Provides a good climate for learning, growth, and co-ordination

Makes the organization a better place to work and live

THE PROCESS OF PERFORMANCE APPRAISALS

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PERFORMANCE GOAL SETTING

DETERMINING ACTION PLAN

PERFORMANCE FEEDBACK

PERFORMANCE REVIEW

PERFORMANCE COUNSELLING

COACHING

1. The Process of performance Goal Setting

PERFORMANCE goal setting is largely about bringing into focus the performance

expectations. The following, therefore, are the key components of performance goal

setting process.

1. Establishing Key Result Areas (KRAs)

2. Setting Agreed Objectives/Goals

3. Determining Action plans for objectives

2.Determining Action Plans for Objectives

The second component of performance goal setting is the action plan for the objectives,

which helps employees specify key actions and milestones.

There may not be enough time during the goal setting session to complete the action plans

for every objective that needs them. It is advisable to leave this job to the team member

who may submit them at a later date.

GOAL – 99% uptime for DG sets for the period June 2011 – Dec 2011.

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Organizational Vision & Mission

Business Strategy

Project’s KRAs

Department / Functional KRAs

Individual KRAs PerformanceMeasures

Individual KRAs

Action Plan

ACTION PLAN

Serial No. Activity Start End Responsibility01 Provide training to all operators 1.08.11 30.08.11 A Mohanty

02Carry out preventive maintenance on all sets .

1.08.11 30.08.11 B Das

03 Replace an old set with a new one 1.09.11 30.0911. A Ghosh

04Carry out preventive maintenance on all sets .

1.10.11 30.10.11 B Das

3. Performance Review

“If we want performance in the workplace, somebody has to have the courage and

confidence to determine whether we are getting it or not.”

Andrew Grove

What is Performance Review?

Performance review may be defined as - 'A systematic means of ensuring that managers

and their staff meet regularly to discuss past and present performance issues, and to agree

what future action is appropriate on both sides.'

Performance review must be seen as an intrinsic part of manager's responsibilities and not

as an unwelcome and time-consuming appendage. It is about improving performance and

ultimately effectiveness.

Objectives of Reviewing Performance

Motivation: to provide positive feedback, recognition, praise and opportunities for growth;

to clarify expectations

Development: to provide a basis for developing and broadening capabilities relevant both

to the current role and any future role that the employee may have the potential to carry

out;

Communicating Performance: to communicate to them exactly where they stand in terms

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Creating development planDelivering the message

Review Writing

of their performance.

THE PROCESS OF PERFORMANCE REVIEW

The Performance Review process, as shown in the figure in the following page, is

completed in the following steps:

1. Planning for Review

2. The Review Meeting

Delivering the Message Review Writing Creating Developmental Plan

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Review Meeting

Planning for Review

The Process of Performance Review

4. PERFORMANCE FEEDBACK “Feedback is the breakfast of champions.” -Ken Blanchard

Performance Feedback: An Overview

Feedback is 'Information about performance or behaviour that leads to an action to affirm

or develop that performance or behaviour, Performance feedback provides information that

helps employees to alter, change or maintain their behaviours and / or attitudes so that the

organization continues to operate smoothly. The key elements of performance feedback

are:

Description of behavior : Feedback should address the specific action or behaviour you

are trying to recognize or change.

Specific: Feedback must be detailed and individualized for the specific person with whom

you are addressing.

Non-evaluative: When providing feedback, one must not respond in a judgmental way but

only base it on facts.

Timely: It should be given as close to the performance event being addressed as possible.

Empathetic: feedback should acknowledge the feelings of both parties in the discussion.

Types of Feedback

Performance feedback can be delivered in the following three ways:

1. Positive feedback

2. Negative feedback

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3. Constructive feedback

1. POSITIVE FEEDBACK: Defined as: "providing feedback to someone who has

done something well and deserves praise for his or her efforts. This is feedback

given to a person which reinforces 'good 'performance or behavior, physical

appearance etc. The entire objective is appreciation and reinforcement. positive

feedback reinforces acceptable behavior with the signal that it can be repeated

again.

2. Negative feedback: Defined as: "corrective feedback given for improving 'poor'

performance or behavior.

3. Constructive feedback: This is feedback given with the basic assumption that it

builds on what is good and it plans further development. Constructive feedback

consists of positive feedback, which is given to reinforce acceptable behavior. It

also consists of feedback pertaining to corrective or unacceptable behavior but it is

delivered in a way which is not harsh or rude. The entire objective is to pinpoint

corrective areas with the intention of planning improvement towards growth and

development. Even if one is giving constructive feedback there is a need to word

the feedback carefully. Complete the next worksheet and read subsequent pages to

gain the skill of giving acceptable feedback.

4. PERFORMANCE COUNSELLING

The Institute of Personnel and Development (IPD) as have described counseling:

'Any activity in the workplace where one individual uses a set of skills and

techniques to help another individual to take responsibility for and to manage their

own decision-making whether it is work related or personal." The mantle of helping

individual, in the context of performance counseling is generally donned by the

manager. The purview of performance counseling essentially includes the

motivational aspect affecting professional growth and performance of a subordinate.

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Performance Counseling is about helping Subordinate Resolve the hindering issues:

Performance counseling always relies on the assumption that the subordinate has the skills,

knowledge and - deep down - the desire to find a solution. They may be too close to the

problem, or too immersed in emotion to be able to think rationally. The manager's role is to

help the subordinate step back and see it differently, so that they can find a new way

forward.

Performance Counseling is about Listening:

Counseling, more than any other managerial conversation, demands deep listening skills.

The manager must give this conversation his undivided attention and as much time as it

needs. It should be understood that the conversation should be private and completely free

from interruption. The manager should limit his responsibility to provide counseling in

areas that directly or indirectly affect subordinate's performance.

Performance Counseling is not about Giving Advice:

Counseling helps to resolve a situation that the person sees as a problem. Counseling is not

giving advice. As a counselor, the manager's role is to provide a different perspective from

which to try out ideas. The counseled person (henceforth referred as the 'subordinate') must

find their own solution and exercise their own responsibility.

The Four Stages of Performance Counseling:

The four stages of performance counseling are very like those of coaching. The main

difference between them is in emphasis. Coaching is about reaching a goal and improving

in some way; counseling is essentially about removing some performance obstacle or

difficulty and simply being able to move on.

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Stage I: DIAGNOSIS

This is the conversation for relationship. The manager needs to establish at the outset a

positive relationship with the subordinate. During this stage, both the manager and the

subordinate being counseled need to establish the following:

What is the subordinate's perception of the problem?

Where is the blockage?

Stage II: EXPLORATION

This is the conversation for possibility. The manager’s role here is to help the subordinate

to step back and examine the possibilities of the situation. During this stage, the following

questions may be useful:

'Why do you think you feel this way?’

'What kind of response do you think you might get if you told X about this?'

'Who else has contributed to the problem?'

'How do you think this has arisen?'

'What might be the cause of the problem?’

The manager might consider making the conversation more creative at this stage by asking

the subordinate to think about the problem in radically different ways:

'What does this problem look like?'

'If you were the problem, how would you feel?'

'Can you think of another way of expressing the problem?'

A subordinate may all too easily feel pressure at this point to take ownership of a problem

while lacking any desire to. The manager must use all his skill and sensitivity to manage

this most crucial part of the process.

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Stage III: OPPORTUNITIES

The conversation for opportunity should lead the subordinate to envisage possible courses

of action and their consequences. The subordinate should be moving from emotion to a

more considered attitude without any pressure from the manager.

They should be visualizing various results and the feelings these would evoke. The

subordinate should by now be feeling more enabled to choose a course of action.

Stage IV: ACTION

Now that the subordinate can see the situation more clearly and has assessed various

options, there is a need to make a move. If the manager has helped the subordinate being

counseled to make a clear plan, then the process of counseling has succeeded. Both the

manager and subordinate need to feel hat they have anticipated most of the likely outcomes

of the proposed action and that, between them, they have the resources to cope with the

consequences.

6.COACHING

correction wit“ A Coach is someone who can give hout causing resentment.”

-John Wooden

Coaching is undertaken to bring out the best in people. The first use of the word in the

English language was in reference to a particular kind of carriage. Hence, the basic

meaning is to "transporting a valued person from where he or she is to where he or she

wants to be."

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Coaching is an ongoing process designed to help the employee gain greater competence

and overcome barriers to improving performance. Coaching differs from training, which is

a structured process to provide employees with the knowledge and skills to perform job

tasks. Coaching is thus closer to practice while training is closer to theory.

Counseling vs. Coaching?

Coaching aims at augmenting performance by increasing the competence of the person to

deal with a given situation. Coaching probably makes a person more able.

Counseling aims at augmenting performance helping the person to overcome a problem

that is causing demonization. Counseling probably makes a person more willing. Both are

need-based interventions.

Qualities of a good Coach

Should be knowledgeable & skillful Should be analytical Good at Planning & Controlling Patience & Sensitivity Very good Communication

A Method of Coaching

Your coaching role becomes effective, when your behavior includes the following elements:

1. Explain & Demonstrate: The manager needs to work with the employees to identify the cause of the performance problem. He then demonstrates how the problem can be solved.

2. Reflect: The subordinate is then allowed to recall the demonstration. He or she is encouraged to ask questions incase there are doubts. All questions are answered.

3. Review Progress: The subordinate is now asked to practice. The performance is reviewed & corrective feedback given.

4. Planning to practice again: Subordinate keeps these inputs in mind and plans to practice again. This leads one back to step 3 and the subordinate’s skill level continues to rise towards the expected level.

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HOW PERFORMANCE APPRAISAL CAN CONTRIBUTE TO FIRM'S COMPETITIVE ADVANTAGES

METHOD OF PERFORMANCE APPRAISAL

The Performance Appraisal method may be classified into three categories, as shown in

figure.

PERFORMANCE APPRAISAL METHOD

Individual evaluation method Multi-person evolution Other method

1. Confidential report 1.Ranking method 1.Psychometric test

2 .Essay incidents 2.Paired comparison 2.Behavior testing

3. Critical incidents 3.Forced distribution

4. Checklists

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Strategy and Behavior

ImprovingPerformance

Value and Behavior

Making CorrectDecision

CompetitiveAdvantage

Ensuring LegalCompliance

MinimizingDissatisfaction & Turnover

5. Graphic rating scale

6. MBO

INDIVIDUAL EVALUATION METHOD

1. CONFIDENTIAL REPORTS

Confidential record are maintained mostly in government departments, though it’s the

performance

2. ESSAY EVOLUTION

Essay evolution is extremely useful in filling information gaps about the employee that

often occur in the better structured checklist method.

3. CRITICAL INCIDENTS

This method is useful for peers to maintains logs on each employee and its behavior.

4. CHECKLISTS

A set of objective or descriptive statements about the employee and the behavior.

5. GRAPHIC RATING SCALE

A printed form is to evaluate the performance of an employee. It is the most common

method of evaluation of an employees.

6. MBO

The MBO process seems to be most useful with managerial personnel & employees who

have a fairly wide range of flexibility & self control in their jobs.

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MULTIPLE PERSON EVALUATION TECHNIQUES

1.RANKING METHOD

In ranking method superior ranks his or her subordinates in the order of their merit, starting

from best to the worst.

2. PAIRED COMPARISON METHOD

Under this method the appraiser compares each employees with every other employee, one

at a time.

3. FORCED DISTRIBUTION METHOD

The forced distribution method operators under an assumption that employee performance

level conforms to a normal statically distribution..

OTHER TECHNIQUE

PSYCHOMETRIC TEST

The word psychometric is formed from the Greek words for mental and measurement.

Psychometric tests attempt to objectively measure aspects of your mental ability or our

personality. Psychometric test are most likely to encounter psychometric testing as part of

the recruitment or selection process and occupational psychometric tests are designed to

provide employers with a reliable method of selecting the most suitable job applicants or

candidates for promotion.

Psychometric tests are seldom used in isolation and represent just one of the methods used

by employers in the selection process. The usual procedures for selecting candidates still

apply, for example: A job is advertised and you are invited to send in your resume, which is

then checked to see if the organisation thinks that your experience and qualifications are

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suitable.

These tests aim to measure attributes like intelligence, aptitude and personality, providing a

potential employer with an insight into how well you work with other people, how well

you handle stress, and whether you will be able to cope with the intellectual demands of

the job.

There are two main types of psychometric tests:

1. Ability test

2. Aptitude test

1. ABILITY TESTS – Measure your ability to perform or carry out different tasks.

Personality Questionnaires - Measure your way of doing things, and specifically the way

you interact with your environment and other people.

2. APTITUDE TESTS - Aptitude test are designed to assess your logical reasoning or

thinking performance. They consist of multiple choice questions and are administered

under exam conditions. They are strictly timed and a typical test might allow 30 minute..

Verbal Ability - These include questions which test your ability to spell words correctly,

use correct grammar, understand analogies and follow detailed written instructions.

Numeric Ability - These include questions on basic arithmetic, number sequences and

simple mathematics. In more complex numerical critical reasoning questions, blocks of

information are provided that require interpretation.

Abstract Reasoning - These tests are usually based on diagrams and measure your ability

to identify the underlying logic of a pattern and then determine the solution.

Spatial Reasoning - These tests measure your ability to manipulate shapes in two

dimensions or to visualize three-dimensional objects presented as two-dimensional picture.

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PSYCHOMETRIC ASSESSMENT

Psychometric test is similar to psychological testing but usually involves a more

comprehensive assessment of the individual. Psychometric assessment is a process that

involves the integration of information from multiple sources, such as tests of normal and

abnormal personality, tests of ability or intelligence, tests of interests or attitudes, as well as

information from personal interviews. Collateral information is also collected about

personal, occupational, or medical history, such as from records or from interviews with

parents, spouses, teachers, or previous therapists or physicians. A psychometric test is one

of the sources of data used within the process of assessment; usually more than one test is

used.

TYPES OF PSYCHOMETRIC TESTS

1. FIRO-B

2. LOC

1. FIRO-B

FIRO-B stands for Fundamental Interpersonal Relations Orientation-Behavior.

Developed by William Schutz in 1958, Schutz first used the FIRO-B tool to assess how

teams performed in the US Navy.

The FIRO-B is an assessment tool used to help individuals and teams better understand

their preferences in satisfying three basic social needs:

Inclusion (the degree to which one belongs to a group, team or community)

Control (the extent to which one prefers to have structure, hierarchy and influence)

Affection (one's preference for warmth, disclosure and intimacy).

For each of these factors, FIRO-B assesses individuals as to:

How much they express the needs and

How much they want to have the needs expressed to them from others.

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In this respect, FIRO-B is measuring the three aspects of Inclusion, Control and

Affection, from two 'needs perspectives' of expressing (outwardly directed behavior

towards others) and wanting (behavior from others directed towards oneself).

The FIRO-B model and assessment tool can also provide information regarding

leadership styles and areas of potential conflict.

2 .LOC

A locus of control orientation is a belief about whether the outcomes of our actions are

contingent on what we do (internal control orientation) or on events outside our personal

control . It has two type

1. External Locus of Control

Individual believes that his/her behavior is guided by fate, luck, or other external

circumstances

Externals can lead easy-going, relaxed, happy lives.

2. Internal Locus of Control

Individual believes that his/her behavior is guided by his/her personal decisions & efforts.

Internals can be psychologically unhealthy and unstable. An internal orientation usually

needs to be matched by competence, self-efficacy and opportunity so that the person is

able to successfully experience the sense of personal control and responsibility. Overly

internal people who lack competence, efficacy and opportunity can become neurotic,

anxious and depressed. In other words, internals need to have a realistic sense of their

circle of influence in order to experience 'success'.

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CONDUCTING THE PERFORMANCE APPRAISAL

BEFORE THE APPRAISAL

Keep good record Both praise and criticism are most meaningful when supported by factual example.

Review previous goals

Use previous goal to evaluate progress.

Get input from Others

Seek feedback from others who work with the appraisee in areas they will have objective knowledge of and get example where available.

Prepare carefully Prepare in advance so that you can deliver the message that you intend to.

Prepare administrative details

Agree on a time, Select a location, Ask employee to prepare

DURING THE APPRAISAL

Encourage communication

I. Listen II. encourage two way communication. III. ask for ideas on how they can improve their performance. IV. ask for how they feel you can help them.

Communicating shortcoming

The employee expects and should know what he/she needs to improve.

Making promise Don't make promises you do not have control over salary increments,promotions,transfers etc.

Be open Be versatile and open-minded if you hear things that cause you to change your opinion.

Review goals Concentrate on a few areas things that make a difference. Try to encourage continuation and growth in areas of strength.

AFTER THE APPRAISAL

Follow-up Follow-up on agreements made during the appraisals.

Learning Review what you have learnt about the employee, your record and systems, yourself, the appraisal process and your management style.

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PERFORMANCE APPRAISAL SYSTEM IN SIMPLEX INFRASTRUCTURES

OBJECTIVE OF THE SYSTEM

To bring role clarity. Self assessment by the employee. Understanding strength and weakness. Identifying training and development needs. Identifying leadership quality. Goal setting Improving organizational performance. Better understanding between appraise and appraiser.

APPRAISAL SYSTEM IN SIMPLEX

Appraisal Form

To make performance appraisal simpler and transparent the new form has been developed.

The performance appraisal form consists of 2 parts.

1.Part A performance assessment based on psychometric test. It is the same for all Level.

2.Part B is a behavior and personnel assessment.

3.Part C is a skill and development plan. This is just development plan for the next coming

year.

Different forms are developed for 2 levels.

Level 1- Staff to executive

Level2- Asst Manager to Sr. manager

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Mark Weight age for 2 levels.

Levels Performance AssessmentPart A

Behavioral &PersonalAssessment.Part B

IndividualDevelopmentPlanPart c

Total Mark

Level 1 70 marks 30 marks - 100 marksLevel 2 70 marks 30 marks - 100 marks

PERFORMANCE ASSESSMENT

Part A is a psychological testing. Simplex used two type of method is used for checking the

activity of human behavior. FIRO-B and LOC was two type of different type of test which

was used for checking the leadership quality, external and internal control and also checking

the introvert and extrovert types. From this test also checking the job knowledge,

innovativeness, co-operation, leadership behavior,

JOB KNOWLEDGE(Knowledge of work gained through experience, general education, specialized training etc.)

1. Has knowledge which is superior to most employees in similar position (very good)2. Adequate job knowledge to do his job-(Average)3. Deficient in job Knowledge and needs to improve -(Poor)4. Totally lack of job knowledge-(Very poor)

INNOVATIVENESS(Ability to think and be creative)

1. Self starter -suggest and implements new ideas/changes-(Very good)2. Innovation on most aspect of work,upon being guided-(Average)3. Routine, passive on innovation-(Poor)4. No innovativeness-(Very poor)

CO-OPERATION:-(Attitude toward work, fellow employees)

1. Co-operative and linked, goes out of the way to help others constructively-(Good)

2. Had difficulty working with other, some tendency to be different, cannot take orders-

(Average)

3. Can not work with others-(Poor)

4. Dislikes others and discourteous-(Very Poor)

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LEADERSHIP BEHAVIOUR

5. Taking initiatives, responsibility & making decision-(Good)

6. Quite responsible-(Average)

7. Makes Occasionally responsible -(Poor)

8. Totally irresponsible and undependable-(Very poor)

FLEXIBILITY

(To deals effectively with changes in task and conditions of work)

9. Flexible takes up all type of task upon allotment -(Good)

10. Takes up all tasks and jobs on explanation-(Average)

11. Hesitate in taking up other tasks-(Poor)

12. Refuses to take up tasks other than his own area-(Very poor)

PART B: BEHAVIORAL AND PERSONAL ASSESSMENT

There are 5 parameter given on which the employee will be assessed.

For Level 1

13. Initiative

14. Time management

15. Continuous improvement

16. Enthusiasm

17. Planning

For Level 2

18. Delegation

19. Communication

20. Interpersonal relationship

21. Dependability

22. People Development

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PART C: INDIVIDUAL DEVELOPMENT PLAN

After having appraised the employee’s performance against objective and key competency area, you need to summarize the key strength and weakness of the individual.The performance appraisal has two objective. First its evaluation of performance against objective and second is employee development. It is important that the appraisal process process result in growth, development, and improvement.Part c is basically a development plan for the individual based upon his performance in the previous year and future requirements.There are no marked assigned to it. It consists of

1 .Training and development plan2 .career development plan

Computation of the overall score is obtained by adding the final part A and part B. Then the recommendation are to be given by the supervisor.

The immediate supervisor and the employee both sign and date this page to document that performance was discussed and evaluated.

The flow chart showing the detail schedule of performance appraisal process is attached herewith for ready reference. It is expected from all concerned to adhere with schedule for timely release of increment/promotion letters.

INCREMENT PERCENTAGE

Based on the performance of the company the exact percentage of increment for

each level shall be decide and communicated to all.

PROMOTION CRITERIA

There will be no specific percentage of the employee that can be promoted in

the organization. Following parameter should be considered while deciding a

promotion.:-

Minimum years in same grade.

Present and earlier performance appraisal rating.

Additional responsibilities he is handling.

Availability of position in the company.

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FAST TRACK EMPLOYEES

1 .No restriction of minimum year in the same grade for promotion.

2 .Appreciation/Reward

ENCOURRAGEMENT WITHIN THE GROUP:

To encourage the existing employee within the group for consideration for the

various vacancies in new plant head/position, the concerned plant head may

recommend the name of the employee, who has potential to grow further.

APPRAISAL SESSIONS:

Training session will be conduct by respective HR department for the benefits

of the appraisals. The session will help he appraisals to understand the

performance appraisals system.

APPRAISALS SCHEDULE

Sr Activity Target Date

1 The appraisals form to be forward to all concern. The

level appraisals committees to be formed by the head.

Last week of may

2 The process of self appraisals to be completed by all

eligible employees and submitted to the respective

authorities.

1st week of june

3 The annual appraisals and new settings for the next year,

to be completed by the respective appraisals.

1st june to 20th june

4 The plant review committee to submit it

recommendation and final rating to the plant HR.

25th june

5 Plant HR to submit the compiled appraisal report to the

apex committee.

27th june

6 The apex committee to finalize the appraisal result. 30th june

7 Promotion/increment to be declared. 1st august

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DETERMINE THE RESULTS OF FIRO-B & LOC

Person's behavior according to FIRO-B Test

Inclusion

Low 0-5 Introvert, Unsocial, Choosy, Prefer to work individually, Neither a joiner nor a meeting lover.

Mid 6-14 Comfortable around known people, Selective social

High 15-18 Looking for new relationship, always want to be a team , Extrovert.

Control

Low 0-5 Timid, Ineffective communicator.

Mid 6-14 Effective communicator, decision maker, have motivating and influencing skills

High 15-18 Dominant in nature, over confident, hard to convince

Affection

Low 0-5 Do not generally share feeling with other, Lonely in nature.

Mid 6-14 Support team in selective situation, maintain balance in forming close relationship, normally believe in professional relationship

High 15-18 Very supportive, highly affectionate, share warm relationships with co-worker.

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INCLUSION

INCLUSION CONTROL AFFECTION

Expressed Inclusion

Expressed Control Expressed Affection Total Expressed Behavior

7

Wanted Inclusion Wanted Control Wanted Affection Total Wanted Behavior

7

Total Need for Inclusion

Total Need for Control Total Need for Affection Overall Interpersonal Need

Results on Expressed Inclusion (7) and Wanted Inclusion (7) suggest that the following

pattern of behaviors may describe:-

23. You include others and like to be included.

24. You enjoy the opportunity to provide input

25. You don’t like to get cut off from information and updates

26. •You seek recognition and endorsement from colleagues and superiors.

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CONTROL


Expressed Inclusion


1


9


Total Need for Control Total Need for Affection

Overall Interpersonal Need

Results on Expressed Control (1) and Wanted Control (9) suggest the

following pattern of behaviors.

You may accept direction from those in authority.

You may not be interested in gaining influence.

You are a loyal and cooperative member of the organization.

You like to perform your work according to standard operating Procedures.

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AFFECTION


Expressed Inclusion


7


7


Total Need for Control Total Need for Affection Overall Interpersonal Need

Results on Expressed Affection (7) and Wanted Affection (7) suggest that the following pattern of behaviors.

27. You are friendly, open, and optimistic.

28. You value trustworthiness.

29. You prefer to motivate others by praise and support and are best motivated in

the same way

30. .You may enjoy resolving conflicts and negotiating.

31. You may feel sad when group projects involving regular contact with

colleagues end.

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LOC

SCORE TYPE OF LOC

0-3 ILOCThis person has strong locus of control and would generally perceive himself or herself as only responsible for certain occurrence, his or her action would have a direct bearing the result.

4-12 ILOCThis kind of people are those who controlled their destinies by their own action, They take charge of thing , assertive in nature, take responsibilities of work within their control.

13-23 ELOCLOC refers to how a person perceive the cause of life events. A person with an strong ELOC would only blame or thank fate, destiny, luck, society, or some other force beyond his or her control.

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RESEARCH METHODOLOGY

Definition of Research:-

By Clifford Woody-

“The process which includes defining and re-defining

problems, formulating hypothesis or suggested solution; collecting,

organizing and evaluating data; making deductions and reaching

conclusions and at last carefully testing the conclusions to determine

whether they fit the formulating hypothesis “

Research Design:-

The project report is based on following on research types:-

Descriptive Research: - It is fact finding investigation with adequate

interpretation. It focuses on particular aspects of problem being

studied. It is design to gather descriptive information. Data are

collected by using one or more appropriate methods like, observation,

interviews and questionnaire.

Analytical Research: - In these research facts, information used to

make critical evaluation. In analytical research detailed analysis of

facts is given.

The detailed information was collected by interviewing them

personally in the office with help of questionnaire.

Research technique

Method of survey was chosen for completion of the project.

Type of questions

The type of questions in the survey was close ended questions with

limited probing as well as open ended questions.

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Type of questionnaire

In this survey, structured questionnaire was used. The questions were

presented with exactly the same wording and in the same order to all

respondents. And the questions were prepared in advance and not on

the spot during the questioning period.

DATA COLLECTION:-

Facts, information or premises, systematically collected and formally

presented for the purpose of drawing inferences called as data.

There are two types of data:-

1 Primary Data-

For the purpose of the project the method of ''direct interview'' was

selected. The industry was selected as unit and selectively respondents

were chosen as representatives from each department. The manager

and the employee were questioned based on questionnaire. The data

was collected from each manager and employee chosen as respondents

and selectively respondents were chosen as representative from each

department.

Basic methods of collecting primary Data:-

Observation.

Interview.

Questionnaire and schedules.

For data collection we use following methods:-

QUESTIONNAIRE :-

The questionnaire is a form prepared and distributed to secure

responses to certain questions. In the questionnaire, questions are taken

with positive negative replies. The replies of the candidates are

analyzed on few parameters.

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The questionnaire can be of two types:-

a) Structured Questionnaire:

b) Unstructured Questionnaire:

Questionnaire is yet another method used by me to know more about

training program effectiveness. In this study most of the questions in

the questionnaire are closed ended questions.

Questionnaire was used as an instrument for the collection of primary

data because of the following reasons:-

1. Since the assignment involved studying the employee’s perception,

behavior & attitudes the questionnaire as a tool offered high versatility

and ease of administration

2. Face to face interaction is possible, which helps in observing and

noting the finer aspects of the respondent’s body language.

3. Queries from the respondents can be easily answered.

4. It provides more clarity to respondent regarding the purpose that

avoids the misinterpretation.

This was the most popular and useful method for conducting the

survey. It helped in collecting the information from the framed

questions to get maximum necessary data required for research. Thus

the questionnaire helped in various ways:-

Respondents had an adequate time to give well thought answers.

Through informal discussion much more information could be

obtained from the respondents.

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For this study observation is used as one of the tool:-

Interview method:-

An interview is technique for collection of primary data. In interview method participants as

well as superiors are interviewed after two months of training program, to know the

usefulness of training program.

2 Secondary Data -

The secondary data means data that is already available in various reports, dairies, books,

periodicals etc. the data presented in research report when used again for further research is

called secondary data.

Sources of secondary data can be classified as:

A. Published sources

B. Unpublished sources

SAMPLE SIZE:- 60 EMPLOYEES

Sample size: refers to determining how many elements (units) of the population should be

included in the sample

For the collection of data, we had taken 100 respondents of managerial grade which were

selected randomly.

SAMPLE DETAILS

Size 60 employee

Designation Officer, Manager, Asst. Manager, Supervisor

Department HR, Finance, MIS, Maintenance

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1. What should be the basic thrust of a current appraisal system ?

Sr.No ATTRIBUTES NO. OF EMPLOYEE PERCENTAGE

1 Performance 20 34%

2 Leadership 03 05%

3 Supportive & Affectionate 12 20%

4 All of the above 25 41%

34%

5%20%

41%

PerformanceLeadershipSupportive & AffectionateAll the above

INTERPRETATION

According to the graph 34% of the respondents believe that only performance should be the basic thrust of a current appraisal system. 41% of the respondent say that performance, personality traits & managerial skills, experience and seniority should be the basic thrust of current appraisals system. Whereas 20% of the respondents view that only experience and seniority should be the basic thrust. The rest 5% of the respondents believe that personality traits and managerial skill should be only basic thrust of a current appraisals system.

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2. The Purpose of performance appraisals in organization is :

Sr. No. ATTRIBUTES NO. OF EMPLOYEE PERCENTAGE

1 Determine salary increments 20 34%

2 Deciding on promotion 18 30%

3 Identifying training needs 09 15%

4 Identifying candidates for careers 07 11%

5 Providing feed back to individuals about their performance

06 10%

INTERPRETATION

As per the graph 34% respondents agree to the point that the purpose of performance appraisals is to determine salary increments, 30% respondents say that its purpose is deciding on promotions 15% respondents feel that the purpose of performance appraisals is to identifying training needs. Whereas 11% respondents say that the purpose is to identifying candidates for career or succession plan. Last but not least only 10% respondent view that it is for providing an opportunity for dialog between supervisors and subordinates.

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34%

30%

15%

11% 10%

SalaryPromotionTrainingCareersPerformance

1. Do such periodic appraisal motivates to do better ay your job?

OPINIONS PERCENTAGE

Yes 65

No 22

Can’t say 13

YesNoCan't say

INTERPRETATION

From the above graph it show that 65% employee’s think that performance appraisals

motivates their job and 22% people say that performance appraisals don’t help to motive their

job. 13% employee who are new in company says can’t say.

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2. The appraisals system in this organization according to you is-

Appraisal system Percentage

Very good 72

Satisfactory 17

Not satisfactory 7

Need of revision 4

Very goodSatisfactoryNot SatisfactoryImprovement

INTERPRETATION

From the above table and graph we can clearly find out that 72% of the employees say that

the system is excellent and hardly need any change, 17% feel it’s satisfactory and 7% think

that it can be improved further. But 4% think the system is average and definitely needs a

change or improvements and more than 50% think that the system is ok and don’t need any

change.

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5. Person's behavior according to LOC(Locus Of Control) Test :

Sr.No. ATTRIBUTES NO. Of EMPLOYEE PERCENTAGE

1 ILOC 40 66%

2 ELOC 20 34%

ILOC66%

ELOC34%

INTERPRETATION

According to the graph, 66% of the respondents have strong internal locus of control and

would generally perceive himself or herself as only responsible for certain occurrences,

his or her action would have a direct bearing on the result. 34% respondent has external

locus of control would most often blame or thank fate, destiny, society or some other force

beyond his or her control.

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6. Person's behavior according to FIRO-B test(Inclusion)

SR. NO. ATTRIBUTE NO. OF EMPLOYEE PERCENTAGE

1 Low 12 20

2 Medium 12 20

3 High 36 60

20%

20%60%

Low Medium High

INTERPRETATION

From the above graph & data approximately 20% employee are Unsocial & introvert, 20% of

the employee are Selectively social &the rest 60 % of the employee are Social and extrovert.

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32. Person's behavior according to FIRO-B test(Control) SR. NO ATTRIBUTE NO. OF EMPLOYEE PERCENTAGE

1 Low 6 10

2 Medium 36 60

3 High 18 30

Sales

LowMediumHigh

INTERPRETATION

From the above graph and data, approximately 10% employee are timid and ineffective

communicator.60% are effective communicator and decision maker and the remaining 30%

are dominant in nature and over confident.

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8. Person's behavior according to FIRO-B test(Affection)

SR. NO ATTRIBUTE NO. OF EMPLOYEE PERCENTAGE

1 Low 6 10

2 Medium 18 30

3 High 36 60

10%

30%

60%

Low Medium High

INTERPRETATION

From the above chart & data, approximately 10% of employee are sharing feelings with

others, Lonely in nature 30 % employee are maintain balance in forming close relationship,

normally believe in professional relationship. 60% employee are Very supportive, highly

affectionate, share warm relationships with co-worker.

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9. The program objectives were well covered

Strongly Agree Agree Disagree Strongly Disagree

Total

8 44 8 0 6013 74 13 0 100%

13%

74%

13%

Strongly agree Agree Disagree Strongly disagree

INTERPRETATION

It is found out that 13% participants strongly agree and 74 % just agree while 13 % were

disagree to the same.

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LIMITATION OF THE STUDY

Since, the duration of the summer internship was limited to only 60

days, this time period was not really sufficient for studying in depth

about the Training and Development.

The analysis was based on the views and opinion of respondents.

It can't be assure that the collected data has high degree of precision &

accuracy.

Some respondents could not respond due their busy schedule.

Limited availability and accessibility of secondary data.

Secrecy of the organization creates hesitance on the part of the

concerned authority to come out accurate response.

Two months project duration was one of the major limitation as I

could not cover all the aspect of my project.

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FINDINGS

1. It was observed that about 100% of employee are aware of

performance appraisal system carried out in an organization.

2. A survey conveys most of the employee plan and monitor their

performance, as they are aware of doing self planning and monitoring.

3. Survey conveys that the employee undertake their half yearly

performance review.

4. It was observed that, annual performance appraisal is undertaken by

the superior for measuring the performance of employees and

suggesting for improvements in the performance if any.

5. From the survey it was found that the employees are highly motivated,

because the reward given to them are satisfactory.

6. 60% employee are satisfied with the new technique of performance

appraisal.

7. 20% are not satisfied with psychometric tests.

8. 20% are against of this method.

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CONCLUSIONS

As per the employee's responses in exit interviews, communication

meet and other channels of formal and informal communication

provide input for measuring employee well being, satisfaction and

motivation.

The performance appraisal system is helpful for better understanding

between management and employee.

It brings role clarity among performer, so they can give their 100% for

organization to achieve their goals.

The system is effective to improve the skill level of employee and can

utilize their time and competencies well.

The current performance appraisals system creates the competitive

culture in the organization so it help to identify the potential of

performer /employee and it also help to improve the organizational

performance for attaining the organizational goals.

60% satisfied with psychometric tests.

66% of employees have ILOC they would generally perceive himself

as only responsible of their work.

Most of the employees are social, extrovert, effective communicator,

supportive and highly affectionate in company.(recognize by FIRO-B

TESTS and personal meeting).

The Performance appraisals system can identify the training and

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development needs, so the management helps to employee by giving

training and other strategies.

SUGGESTIONS

As some of employee are not aware of planning and monitoring of

their performance, they should be given training for the same.

There should be regular communication between superior and

employee, so that there can be more of transference for building

confidence among employees regarding performance appraisals

system and for showing better and improved performance.

There should be more of motivation to the employee by monitory and

non- monitory motivational factors. As they give annual increments,

they can give more of monitory incentive and the non-monetary factor

such as arranging the function for recognizing the employee's

performance so that the employee can be motivated.

To enhance the performance level, the company should support the

employee and there should be more of involvement of employee in

decision making for motivating them.

Promotion is an important non -monitory technique of motivation so

the company must use this motivation techniques efficiently by

reducing the consistency period to 2-3 years and consider the factor

like experience, skill, intelligence etc.

The performance appraisals should be conduct half yearly.

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BIBLIOGRAPHY

REFERENCE BOOKS

''PERSONNEL AND HUMAN RESOURCE MANAGEMENT''

- S.P.RAO

''HUMAN RESOURSE MANAGEMENT''

-K ASWATHAPPA

‘’PSYCHOLOGICAL ANALYSIS’’

-FREEMAN

COMPANY MANNUALS FILES AND FOLDER

WWW.SIMPLEXINFRASTRUCTURES.COM

WWW.GOOGLE.COM

WWW.CITEHR.COM

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Name of the employee:

Designation:

Employee code:

Location:

QUESTIONARIES

1. What should be the basic thrust of a current appraisal system ?

1.Performance 2.Leadership

3.Supportive &Affectionate 4.All the above

2. The Purpose of performance appraisals in organization is :

1.Determine salary increments 2.Deciding on promotion

3.Identifying training needs 4.Identifying candidates

for careers

5. Providing feed back to individuals about their performance

3. Do such periodic appraisal motivates to do better ay your job?

1.Yes 2.No 3.Can’t say

4.The appraisals system in this organization according to you is-

1. Very good

2. Satisfactory

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3. Not satisfactory

4. Needing immediate revision/improvement

(QUESTIONNAIRE)

LOCUS OF CONTROL

Circle the number to sow how strongly you agree/disagree with each statement. Numbers on the left always mean disagree and those on the right always mean agree.

1. Getting ahead is about what you can do, not who you know.Disagree Agree1 2 3 4 52. I am too old to change.Disagree Agree1 2 3 4 5

3. If someone hates me, there is not a lot I can do about it. Disagree Agree1 2 3 4 5

4. Most people can learn to be leaders- it’s not a matter of birth. Disagree Agree1 2 3 4 5

5. A good way to handle a problem is not to think about it.Disagree Agree1 2 3 4 5

6. Promotions are earned through hard work and persistence.Disagree Agree1 2 3 4 5

7. I am very persevering – and I usually accomplish what I set out to do.Disagree Agree1 2 3 4 5

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8. Because no one can predict the future there is little point in making plans.Disagree Agree1 2 3 4 5

9. I won’t make resolutions because I don’t usually keep them.Disagree Agree1 2 3 4 5

10. I believe we are masters of our own fates.Disagree Agree1 2 3 4 5

If your total score is 40 or higher you probably feel in

control of your life and what happens to you, the good

and the bad. You are likely to take initiative in

relationships, work and career.

A score of 30 to 39 also suggests an internal locus of

control, though less definitely.

If you scored 10 or lower the opposite is probably true –

you feel you don’t have much control over what

happens.

A score of 11 to 19 carries a similar, though less

pronounced meaning.

A score of 20-29 falls in between. There is real scope for

you to develop your internal locus of control further.

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INTERPERSONAL NEEDS QUESTIONNAIRE (FIRO-B)

For each statement below, decide which of the following answers best applies to you. Place the number of the answer at the left of the statement.

1.Usually 2. Often 3. Sometimes 4.Occasionally 5.Rarely 6.Never

1. I try to be with people.

2. I let other people decide what to do.

3. I join social groups.

4. I try to have close relationships with people.

5. I tend to join social organizations when I have and opportunity.

6. I let other people strongly influence my actions.

7. I try to be included in informal social activities.

8. I try to have close, personal relationships with people.

9. I try to include other people in my plans.

10. I let other people control my actions.

11. I try to have people around me.

12. I try to get close and personal with people.

13. When people are doing things together, I tend to join them.

14. I am easily led by people.

15. I try to avoid being alone.

16. I try to participate in group activities.

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For each of the next group of statements, choose

one of the following answers:

1. Most 2. Many 3. Some 4. A few 5. One or

two 6. Nobody

17. I try to be friendly to people.

18. I let other people decide what to do.

19. My personal relationships with people are cool and distant.

20. I let other people take charge of things.

21. I try to have close relationships with people.

22. I let other people strongly influence my actions.

23. I try to get close and personal with people.

24. I let other people control my actions.

25. I act cool and distant with people.

26. I am easily led by people.

27. I try to have close, personal relationships with people.



1. Most 2. Many 3. Some 4. A few 5. One or two 6. Nobody

28. I like people to invite me to things.

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29. I like people to act close and personal with me.

30. I try to influence strongly other people's actions.

31. I like people to invite me to join in their activities.

32. I like people to act close toward me.

33. I try to take charge of things when I am with people.

34. I like people to include me in their activities.

35. I like people to act cool and distant toward me.

36. I try to have other people do things the way I want them done.

37. I like people to ask me to participate in their discussions.

38. I like people to act friendly toward me.

39. I like people to invite me to participate in their activities.

40. I like people to act distant toward me.



1. Usually 2. Often 3. Sometimes 4. Occasionally 5.

Rarely 6. Never

41. I try to be the dominant person when I am with people.

42. I like people to invite me to things.

43. I like people to act close toward me.

44. I try to have other people do things I want done.

45. I like people to invite me to join their activities.

46. I like people to act cool and distant toward me.

47. I try to influence strongly other people's actions.

48. I like people to include me in their activities.

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49. I like people to act close and personal with me.

50. I try to take charge of things when I'm with people.

51. I like people to invite me to participate in their activities

52. I like people to act distant toward me.

53. I try to have other people to do things the way I want them

done.

54. I take charge of the things when I'm with people.

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Rahul project(org)123

Economy & Finance

Transcript of Rahul project(org)123