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Chapter Vi

Chapter Vi

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Published by Saumya Ranjan Kar

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Published by: Saumya Ranjan Kar on Aug 23, 2012
Copyright:Attribution Non-commercial


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In the foregoing chapter we have discussed different components relating to theperformance appraisal system in OHPC. In this chapter, an attempt have been made togive an integrative or comparitive picture of OHPC on the basis of the analysis and somesuggestions are made by the researcher for improving the existing Performanceappraisal system in OHPC and to overcome the barriers relating to performanceappraisal.Findings of this survey are as follows:
From the study it is found that the corporation has a well-furnished trainingcenter, which has been conducted at Chandaka Industrial Estate with thefinancial assistance of DFID.
The training center takes care of managerial, supervisory, induction, technicaland other specific training requirements of the employees.
Modern methodologies of classroom presentations with the use of OHP and LCDprojects/panel get supplemented with well-equipped labratories andworkshops.
The corporation has made compulsory for every officer to undergo training,conducted either in house or outside.
The corporation had organized several training programs for managers,supervisors and staff.
The organization had also invited executive from other states and from privatecompanies for conducting short term workshop and seminars for trainees.
The organization is also conducting some test for recognizing the need of training by the employees.
Every organization having strong willed and efficient manpower can always hope toreach the zenith of success. For this purpose training and development of the employeesis very essential and this is normally decided on the basis of performance appraisal.Hence we see that implementing a well thoughtout, well-designed and plannedappraisal system can do proper utilization of human resources. In this study, theperception of the respondents on the existing system. i.e. self-appraisal, acceptance of thep revailing system, desire for a new system etc. are analyzed statistically andpresented in a systematic manner. Its effectiveness is judged from the opinion of thesample executives at OHPC.Most of the executives consider the appraisal process as an evaluation process useful forthe employees and for the organization. Majority of them are satisfied with the self-appraisal system but due to lack of proper implementation and knowledge regardingthe system the executives show some amount of dissatisfaction. They admit there is nosystem of 360-degree appraisal, and no feedback is provided to enhance theeffectiveness of the employees.Organizations have to be alert and be in position to anticipate change and development strategies to counter change. While we always identify areas of growth and highperformers in the organization, one must be conscious of those people who needimprovement. Strategic plans must be in place to enhance the performance level of employees who are below par. It may not be due to skill mismatch but due todifferences in integrating into the organizational culture. The system should alsoconstantly identify and bridge the gaps, which arises from time to time. In addition, asuccessful performance evaluation system will need a well-defined succession plan. Thismust be carefully prepared by evaluating the skill set of the incumbent, based on whichmanagers have to make an assessment to the possible successor.

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