Professional Documents
Culture Documents
A Theoretical framework
1
inside of organizations, including, e.g., career development, training,
organization development, etc.
Operating Systems
2
The foundation of an efficient and effective workplace is the
structure, discipline and consistency provided by well-conceived
systematic operating methods. World-class companies like Disney,
McDonalds and Ritz Carleton all have well defined operating methods.
A policies and procedures (P&P) manual is critical to ensure that
employees understand what is expected of them and know how they
should handle the myriad of duties and responsibilities in the day-to-
day operation of the office. The P&P manual spells out how you would
like things done in your office and your expectations for the behavior
of your employees. As your operation grows larger, the system
becomes more important because your ability to oversee and
communicate directly and frequently with each employee becomes
more difficult. Written operating systems are absolutely essential when
you expand to more than one office location.
Training
3
life as a manager much easier, and your employees and clients will be
happier.
Tool
4
Peoples Income Tax, we use checklists of office furnishings, equipment
and supplies used to take inventory and request missing or shortage
items. Attention to detail and providing adequate tools to do the job
will eliminate a key source of employee frustration and increase
employee productivity and satisfaction.
Office atmosphere
Support
5
manager or veteran employee or by telephone or e-mail when on-site
help is not available. Having adequate help to properly serve all clients
in the office is also essential for employee morale. The important point
is that your people should not feel like they are out there on their own
with no one to turn to when they need help. If they feel this way, they
might as well go into business on their own.
Corporate Culture
6
Compensation
Benefits
7
all employees. The profit pool could be some percentage (e.g. 10-20%
as determined by management) of the increase in pretax profits over
the prior year. Peoples Income Tax has a Fidelity 401k plan through its
membership with the U.S. Chamber of Commerce that permits all year-
round and seasonal employees to participate, and the company makes
3% contributions.
Recognition
8
be distributed equitably, if warranted. When possible, praise people
publicly in meetings or employee newsletters. Be sure to give people
credit and rewards for good ideas they come up with that benefit the
company. Reinforce the right behaviors. Avoid saying “Great but.”
Look for key measures to recognize employees, such as production,
client retention rate, etc. Come up with contests to recognize your
employees, such as the most referrals for another service you offer, or
the most new clients brought in. Give recognition certificates, plaques
and prizes and other than money, such as tickets for movie rental or
sports events, or gift certificates for merchandise or dinner. Giving
something tangible makes a more lasting impression. Praising your
best performers (the top 10-20%) will raise the bar for your weaker
people. The goal is to encourage behaviors that build your business
and recognize your people for practicing those behaviors as often as
possible.
Communication
9
communication. An Intranet can also be an effective internal
communication vehicle. Keep communication simple, provide adequate
information and provide examples for clarity. Show your trust in your
people and make them feel included by sharing with them financial
and other company inside information. Management can make much
better decisions by getting input from front-line employees. If your
people know that their voices are heard and they feel like they are part
of the decision making process, they will be much happier, loyal and
more likely to support new ideas and programs.
Empowerment
Leadership
Much has been written about leadership and you should take the
time whenever the opportunity arises to read ideas on how to be a
10
more effective leader. Here are ten basic keys: (1) Integrity: always tell
the truth and always keep your promise, even if it hurts to do so. (2)
Trust: You must first demonstrate your trust in people by making
yourself vulnerable before you can expect them to place their trust in
you. (3) Respect: If you really don’t care about your people they will
sense your lack of concern and will not have respect for you. (4)
Fairness: Treat all employees fairly and equally (including family
members) regardless of your personal feelings. (5) Vision: To be a true
leader, you must have an unfaltering vision, be able to communicate it
to your people, and get them to understand and share in your
excitement for the vision. (6) Optimism: You must always be positive
and confident that the company will succeed; but you should also be
realistic. (7) Decisive: A leader must make decisions and stick with
them as long as they make sense. Consensus is not always better than
an individual decision, particularly in a crisis situation. Remember, the
buck stops with you! Trust your intuition. Intuition draws upon your
experience, stored knowledge and information you may not even
realize you have in your head. (8) Example: You must practice what
you preach or you will have little credibility. (9) Teamwork: Insist on
mutual respect, courtesy and cooperation among your people. This
fundamental attitude was crucial in shaping our nation and is also
essential to build your company. (10) Authority: Remember that
authority is not vested in your position as the boss. Authority resides
with the people who report to you and they have the power grant it to
you or not.
Having Fun
11
People like to work in an environment that is enjoyable; they can
get burned out if the work environment is totally serious and strictly
business. Great companies like Southwest Airlines have come up with
creative ways for employees to have fun. I think every manager should
read the bestseller book, NUTS!, By Southwest chairman, Herb
Kelleher. If you’re not naturally good at getting people to have fun,
designate a key employee to assume this role. A friend, Hugh
Goldthorpe, who is a top executive with Owens and Minor of Richmond,
Virginia, has adopted (and had printed on his business cards) his
official job title as: Head Cheerleader.
12
b. Concepts Related to Performance Appraisal
System
TALENT MANAGEMENT
13
Older competency models might also contain attributes that
rarely predict success (e.g. education, tenure, and diversity factors
that are illegal to consider in many countries).
Objectives:
• To identify, nurture, groom and motivate talented MCS
(management carder staff).
• Career and succession planning to build in-house pool of talent
(grow your own timber) for our future needs of HOD’s and GM‘s.
• Determine talent strength (numbers) and quality (competencies),
future requirements and ideal “organizational structure”, identify
gaps and take actions.
Competitive advantage:
• Embrace a talent mindset.
• Craft a winning employee value proposition.
• Rebuild your recruiting strategy.
• Weave development into your organization.
• Differentiate and affirm your people.
Limitations:
• Retention rates in marketing are a problem. It was suggested to
consider the leadership issues, careful selection, increased
motivation and performance incentives.
EMPLOYEE INVOLVEMENT
14
Definition: Employee involvement is creating an environment in
which people have an impact on decisions and actions that affect their
jobs.
15
Employee Involvement Model
For people and organizations who desire a model to apply, the best
I have discovered was developed from work by Tannenbaum and
Schmidt (1958) and Sadler (1970).
Delegate:
16
The action plan:
Employee involvement focus in on correcting the balance
towards an employee contributing also his brain powers in terms of
ideas and initiative for improvement in the areas of his work/ his
responsibilities and not only his brains. The concept is application to
workers, staffs and managers alike.
Objective:
• Helping employees to contribute better on their jobs.
• Faster and higher quality of problem resolution.
• Companies gaining better competitive edge.
• Employees gaining greater job satisfaction, joy and pride in
work.
• Employees displaying greater identification with changes in
policies, practices, systems, structures and work methods.
INDUSTRIAL RELATIONS
The term industrial relation in practice has come to mean
primarily the relations between the management and the unions in an
industrial enterprise. It ought to include “employee relations”,
irrespective of whether a union exists in a particular unit or not.
We all know that unions came into being, since for ages an
individual employee has tented to be exploited by the employer. To be
sure, most of us in India are even today partners in this process of
exploitation. The reference is to the institution of domestic servants,
whether we look at their wages, at their working hours or their health
care and so on.
17
The same is by and large for labors employed on construction
projects or on farms. It must therefore be accepted that the trade
unions does serve a social purpose through the practice of collective
bargaining.
18
Reports, research, newsletters, submissions, conference papers,
codes and standards, forms, blitzes, audits, subject index A-Z
MENTORING
More than ever before, organizations, large and small, are looking
outside traditional mentoring paradigms to raise the bar on the
practice of mentoring by creating a mentoring culture.
19
ownership, a commitment to action and consistency of practice.
Accountability also involves very specific tasks:
--setting goals,
--clarifying expectations,
--defining roles and responsibilities,
--monitoring progress and measuring results,
--gathering feedback, and
--formulating action goals.
20
COMMUNICATION
• The delivery method chosen must suit the circumstances and the
needs of both the sender and the receiver.
21
courage at work? Or, are they too beholden to these executives for
their job?
In any case, it is the leader who establishes the tone and the
work environment in which people chooses – or chooses not – to
exercise personal courage and freedom of expression. If the leader has
traditionally proved to be genuinely open to comments and criticism,
people are willing to agree, disagree, and express opinions.
JOB DESCRIPTION
22
working conditions, tools; equipment used knowledge and skills
needed, and relationships with other positions.
Alignment of the people you employ with your goals, vision, and
mission spells success for your organization. As a leader, you assure
the interfunctioning of all the different positions and roles needed to
get the job done for the customer.
Job descriptions set clear expectations for what you expect from
people.
According to Ferdinand Fournies in Why Don’t Employees Do What
They’re Supposed to Do and What to Do about It, this is the first
place to look if people aren’t doing what you want them to do. He says
you need to make certain that they clearly understand your
expectations. This understanding starts with the job description.
23
Clear job descriptions can help you select your preferred
candidates and address the issues and questions of those people who
were not selected.
c. Review of literature
24
context of appraisal concentrates on cultural differences and the
impact of new technology.
25
• Taylor Cox, Differential Performance Appraisal Criteria,
1986 : Performance appraisal ratings of 125 first-level managers
were analyzed to investigate the degree to which the criteria
used to evaluate the overall job performance of black managers
differs from that used to evaluate white managers. The
performance appraisal form included items that measured both
the social behavior dimen sion and task/goal accomplishment
dimension of job performance. The appraisal ratings of both
groups on each dimension were correlated with measures of
overall job performance and promot ability. Results indicated that
social behavior factors are more highly correlated with the
overall job performance of black ratees than for white ratees.
Implications of these results for both black managers and
organizations are discussed.
26
preferences, especially those pertaining to group-level PM.
Practical implications are suggested with regard to collecting and
using user preferences. In addition, suggestions for future research
are offered concerning the need to examine a broad range of users
in different organizational settings and to measure actual system
design features and their effectiveness.
CHAPTER 2
METHODOLOGY
27
This study has been carried out in order to learn the Performance
Appraisal System of JK Paper Mills Pvt. Ltd; to know what strategies are
being implied and how far they are effective.
Scope of study:
It is a systematic procedure of collecting information in order to
analyze and verify a phenomenon.
The collection of information has been done through two major
sources:
1. Primary Data.
2. Secondary Data.
Primary Data:
28
people. Some of the information were verified and supplemented
through personal observation.
Secondary Data:
Chapter I: This chapter deals with the history and the global
prospective of the Paper industry. It also tells us about the other
important world markets for paper and the future prospects in
these markets.
It also tells us about the various concepts that are
related to performance appraisal strategies.
29
that is by carrying out a survey and also taking the findings of
other surveys and documents into account.
It talks about the need and objective of the study
that is to find out how the company is faring in regard to its
performance. It also finds out the limitations that I encountered
during the period of study.
Chapter III: This chapter deals with the profile of the company.
It gives a brief history of the company. It goes on to talk about
the progress and also the innovations and technological progress
that the company has excelled in papers over the years. It tells
us about the quality legacy of the company, in the end it talks
about the unique performance appraisal strategy of the company
and a few of the products that the company sells.
Chapter IV: This chapter deals with the analysis of the survey
that I had conducted during the period of my study. The survey
tries to find out various aspects like the satisfaction of the
employees, performance of the employees, awareness in the
organization, performance appraisal strategies used by the
company and various other aspects.
30
• The study does not get information from an in depth prospective.
• There were a lot of breaks and hindrances while the study took
place.
CHAPTER 3
a. Profile of Paper Industry
31
WHAT IS PAPER
INTRODUCTION
Paper is derived from the word “papyrus”. Today, paper includes
a wide range of products with very different applications:
communication, cultural, educational , artistic, hygienic, sanitary as
well as storage and transport of all kinds of goods. It’s almost
impossible to imagine a life without paper.
There is a degree of consensus that the art of making paper was first
discovered in China and its origin in that country is traced back to 2 nd
Century. In about A.D.105 Ts’ Lun , an official attached to imperial
court of China , created a sheet of paper using Mulberry and other
bast fibers along with fishnets, old rags and hemp waste. (2 nd
Century B.C)
Chinese considered paper a key invention and kept this a closely
guarded secret for over Five Centuries until the technology slowly
made it way westward. The Arabs captured Chinese city containing a
paper mill in the early 700’s and from this started their own paper
making industry.(Early 700’s )Invention of printing in 1450’s brought a
vastly increased demand for paper .
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LIST OF SATEWISE INDIAN PAPER INDUSTRY
Table 1:
TOTAL 594
SOURCE: Indian Press Services News Bulletin.
33
J K ORGANIZATION - HOW IT ALL BEGAN
During the later half of the 18th Century , Shri Binodia Ram
Singhania of village Singhana, which lies in the Shekavati region of
Rajasthan, migrated to Uttar Pradesh. The family settled down in
Kanpur and slowly spread its roots there. JK Organization was born
under the leadership of Lala Kamlapatji and his father Lala Juggilalji.
Hence the name – J.K.
34
FROM HISTORY TO CONTEMPORARY
GROUP COMPANIES
Chart 1:
35
service network of over 10,000 distributors and a large number of
retailers and service centers.
36
J K PAPER LTD.
JK Paper Ltd., India’s largest producer of Branded papers is a
leading player in the Printing and Writing segment. It operates two
plants in India, one in the East – JK Paper Mills (JKPM) in Rayagada,
Orissa with a capacity of 127,000 tonnes per year and the other in the
West – Central Pulp Mills (CPM), located in Songadh, Gujarat with a
production capacity of 55,000 tonnes per year.
JK PAPER MILLS
Chart 2:
37
Since its inception, JK Paper Mills has strived for excellence and
consistently set high standards in quality, productivity, conservation of
energy and water, industrial safety as well as pollution control and
environment protection which are indicated by achievements like:
ORGANISATIONAL CHART
Chart 3:
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Headquarters
Strategy Department
Finance Department
IT Department
Administration
Marketing Department
Legal Department
Personnel Department
Sales Department
Research Department
Logistics Department
Production
Security Department
Table 2:
MACHINE YEAR OF INSTALLED
INSTALLATION CAPACITY, TPA
Paper Machine –I 1962 35,000 tpa
Paper Machine- II 1970 4,700 tpa
Paper Machine –III 1972 26,000 tpa
Paper Machine –IV 1989 8,000 tpa
Paper Machine –V 1994 16,000 tpa
TOTAL 90,000 tpa
39
JK Paper Mills believe that leadership is not merely a matter of
size. With leadership, comes the responsibility to drive growth in all its
possible dimensions. Leadership demands transformation. And to that
extent, leadership shapes the very quality of growth.
VISION
To be a dynamic benchmark and leader in the Indian paper industry
MISSION
40
To achieve growth and leadership through the JK brand equity,
customer obsession, technological innovation and cost leadership,
with a clear focus on environment, while continuously enhancing
shareholder value.
QUALITY POLICY
To provide ‘customer delight’ – both internal and external – through
our products and services at lowest cost by continuous
improvement in processes, productivity, quality and management
systems.
LEADERSHIP IN BRANDS
41
Not only has the Company retained its dominant leadership in the
branded paper market but has been introducing premium new brands
like “JK Excel Bond”, “JK Copier Plus” and “JK Savanna” year after year
in International quality consumer friendly packs. Both JK Copier and JK
Easy Copier are the country’s two largest paper brands.
Table 3:
SURFACE SIZED MAPLITHO Super grade of writing & printing
AND SURFACED SIZED SUPER paper with high finish and brightness.
HIGH BRIGHT MAPILTHO
JK COPIER A paper most suited in all Xerox
Machines.
SURFACE SIZED PULP BOARD Super grade of Board for printing &
& SURFACE SIZED SUPER paching with high finish and
HIGH BRIGHT PULP BOARD brightness.
CHANCELLOR BOND A superior variety Bond and writing
and printing.
JK BOND A normal grade of Bond Paper
WOOD FREE PRINTING A writing and printing paper with good
finish and brightness meant for export
market.
42
WHITE OFFSET BOARD A high bright board supplied to cigarette
industries
VARNISHABLE MAPLITHO Catering labels and quality printing jobs
with varnishing
YELLOW PRINTING Used for yellow pages in Telephone
Directory as well as for other quality
printing
WAX MATCH TISSUE Used for match sticks of better quality
OFFSET PRINTING A paper used for coating base
(NATURAL SHADE )
Block centered art board For playing cards
INVORY BOARD A superior coated board used for
Visiting cards and invitation cards.
EDUCATION
43
children of Company employees as well as from the community of
nearby villages.
Adult literacy programme for local community.
Night schools for adults, which are being run by unemployed youths
from the villages.
HEALTH
44
Games and sports are promoted among the village youth
through local tournaments.
ENVIRONMENT
JK Paper Mills ensures that not only are its effluents well within the
notified parameters but it also takes proactive measures to
continuously improve them further.
INFRASTRUCTURE
ANCILLARY DEVELOPMENT
45
Realising that apart from development programmes, the
communities also need source of livelihood, the Company is
promoting various ancillary industries like alum, carton, core
pipe, dry board, fly ash bricks and other industries in the vicinity
of the Mills, generating local employment opportunities.
AN EVERGREEN VISION
46
Today, J K Paper Mills high tech farm forestry movement is
53,000 hectares vast and has become a People’s Movement involving
thousands of farmers across Orissa, Andhra Pradesh, Chhattisgarh,
West Bengal, Gujarat and Maharastra. Alongwith environmental
benefits, distribution of high yield Clonal plants developed at JKPM’s in-
house R & D Centre has helped farmers to substantially increase the
returns from their farms. Teams from the Company travel across the
rural hinterland encouraging, educating and advising farmers about
the merits of farm forestry and the latest farming techniques.
47
people management practices, J K Paper Mills stands out as an
undisputed leader.
48
c. Performance Appraisal practices in JKPM
PERFORMANCE APPRAISAL
Introduction:
The appraisal system is a key human resources management
system. While the system enables the setting of objectives and
facilitates the review of performance against these objectives, it can
also be effectively used to build customer focus and enhance
competitiveness. This is possible if the nature of objectives and the
manner in which they are achieved answers the following questions-
49
• When achieved, to what extent will customer value be
enhanced?
• When achieved, to what extent will it help the company respond
to change?
• When achieved, to what extent will the company’s
competitiveness be enhanced?
Setting objectives:
Objectives must flow from the business and functional plans and
address the key result areas of the job. Objectives must be-
• Specific: The appraisee must understand them clearly.
• Measurable: In term of quality, quantity, cost and time.
• Attainable: Targets must have inbuilt stretch but yet be within
the capabilities of the appraisee.
• Relevant: to the role and responsibilities with the job and link up
with the unit, business and functional plans.
• Time bound: agree to the timeframe within which the objectives
must be achieved, which will also help prioritization.
Remember , objectives must be S.M.A.R.T
50
• Having listed the key result areas, it is necessary to clearly state
the objectives for the year. These objectives must flow from the
business, functional and unit plans.
• For objectives to invoke commitment, they must be agreed
between the job holder and his boss and not set unilaterally.
• For objectives to be meaningful, they must be specific,
measurable, attainable, relevant and time bound.
• The appraisal process must focus on performance against agreed
objectives, enable the individual to give feedback to the
organization his own feelings, aspirations, difficulties, etc and
serve as a forum for dialogue between the individual and the
organization.
• The process must focus on performance, not personality; on
facts, not perception and demonstrated behaviour, not hunches.
Chart 4:
51
Planning for
-Ratings
performance Periodic
Goals -Review review/feedback
Standards Observations
KPA’S/KRA’S -Action
Feedback
Support
Annual performance
evaluation/review
Ratings
Review discussions
Action plans
-
52
Advantages/Benefits:
To Appraisers:
• More productive- Allows the appraiser to concentrate efforts on
the more productive managerial tasks and activities.
• Less stressful- Creates a more harmonious, less adversarial,
working relationship between appraiser and appraisee.
• More rewarding- Improved productivity of the work group.
To Appraisees:
• Feedback
• Opportunity
• Autonomy
PERFORMANCE COUNSELING
Definition:
Performance counseling can be defined as the help provided by
a manager to his subordinate in analyzing his performance and other
job behaviors in order to increase his job effectiveness. There are three
processes involved in counseling- communication, influencing and
helping.
Objectives:
53
• Helping the counselor to realize his potential as an employee.
• Helping him to understand himself- his strengths and his
weaknesses.
• Helping him to have better understanding of the environment.
• Encouraging him to set meaningful goals for further
improvements.
• Encouraging him to generate alternatives for dealing with
various problems.
• Providing him an empathic atmosphere for sharing and
discussing his tensions, conflicts, concerns and problems.
Counseling process:
A formal counseling process is of three phases-
PHASE I: Rapport building.
a) Attending.
b) Listening.
c) Acceptance.
PHASE II: Exploring.
a) Problem identification.
b) Diagnosis.
54
a) Searching.
b) Decision making.
c) Supporting.
Current assignment:
• What do find challenging and exciting about your current
assignment?
• Do you feel you are being fully utilized in your current
assignment?
Career plan:
• What responsibilities do you see yourself capable of assuming?
• What do you see yourself doing three years from now?
55
Performance ratings:
Appraisal system requires an overall performance rating-
Outstanding performance.
Good performance.
Satisfactory performance.
Barely adequate performance.
Poor performance.
An ongoing process:
It is necessary to engage in a formal appraisal process once a
year. However we must guard against the process degenerating into a
year-end ritual- something to be got over with for the sake of the firm.
Once objectives are set at the beginning of the year, any time is a
good enough time for the job holder and his boss to engage in a review
of how things are going.
Periodic review and feedback on performance as well as the
process of dialoguing whereby the individual feeds back his overall
feelings, difficulties, challenges, etc. spurs on performance and
enables the achievement of results against agreed objectives as well
as reinforces ‘desired behaviors’ which in turn enhances the
competencies of the business.
56
CHAPTER 4
This question was asked to the employees working in JKPM to find out
the duration for which they have been working in the organization,
based upon which we can know if the employees are satisfied with
their job in the company or not.
57
Chart 5: Duration of work in JKPM.
35
30
25
20
15 no. of respondents
10
5
0
0-1 yrs 1-5 yrs 5-10 yrs 10+ yrs
58
Extent of satisfaction in setting goals/objectives in
the beginning of the year.
This question was asked to the employees of JKPM to find out the
extent of satisfaction of the employees in setting goals/objectives in
the beginning of the year to know if they are being given opportunities
to express their views.
40
35
30
25
20
no. of respondents
15
10
5
0
very satisfied satisfied dissatisfied
59
Ratings of the PA strategies and programmes in the
company.
This question was asked to the employees of JKPM to rate the standard
of various PA strategies and programmes that take place in the
organization.
45
40
35
30
25
20 no. of respondents
15
10
5
0
Good Average Bad
60
Performance Appraisal strategies are fair and
objective.
35
30
25
20
15 no. of respondents
10
5
0
Yes No Can't say
61
This question was asked to the employees to know how important it is
to appraise an employee.
60
50
40
30 no. of
respondents
20
10
0
Yes No
62
There is clarity in what is expected from the
employee.
This question was asked to the employees to know if they are made
clear on what is expected of them so that they can work accordingly.
60
50
40
30 no. of
respondents
20
10
0
Yes No
100 percent of the respondents say that they are clear with what is
expected of them. None of the respondents say that they are not clear
with what is expected of them.
63
This question was asked to the employees to know if they are provided
with proper feedback for the task they accomplish, based upon which
they can work better in future.
40
35
30
25
20 no. of
15 respondents
10
5
0
Yes No
64
This question was asked to the employees to know if they are
motivated by accepting their suggestions and innovations in the form
of rewards.
40
35
30
25
20 no. of
15 respondents
10
5
0
Yes No
65
This question was asked to the employees to know if the employees’
problems are dealt well by their supervisors so that their morale
increases and they are satisfied with their job.
45
40
35
30
25
no. of
20
respondents
15
10
5
0
Yes No
66
Table 13: Increments & promotions based on performance.
50
40
30
no. of respondents
20
10
0
Yes No Can't say
67
Table 14: Satisfaction in inter departmental team work.
30
25
20
15
no. of respondents
10
0
very satisfied satisfied dissatisfied
68
This question was asked to the employees to know how far the training
and development programme is helping the employees to learn
and work better.
Table 15:
Chart 16:
45
40
35
30
25
20
15 no. of respondents
10
5
0
great extent some extent very little
extent
69
This question was asked to the employees to know the extent of use of
performance appraisal system in job rotation.
Table 16:
Chart 17:
60
50
40
30
no. of respondents
20
10
0
Mostly Partially Nil
70
This question was asked to the employees to know how far the
performance appraisal system is actually helping them in their work.
Table 17:
Chart 18:
40
35
30
25
20
no. of respondents
15
10
5
0
Completely Partially
71
This question was asked to the employees to know how far they agree
with the fact that JKPM always strives for continuous individual
improvements.
Table 18:
Chart 19:
35
30
25
20
15
no. of respondents
10
5
0
Strongly Agree Disagree Strongly
agree disagree
CHAPTER 4
72
a. Findings
3) Organization climate-
73
b. Suggestions
74
c. Summary
Chapter II: This chapter deals with Methodology of the study and also
its needs and objective of the study.
It deals with how the survey was carried out by taking the
primary data and secondary data that is by carrying out survey and
also taking the finding of other surveys and document into account.
It talks about the needs and objective of the study to find out
how the company is faring in and around its region and how it can
improve its retention strategies. It also find out the limitation that I
encountered during the period of study.
Chapter III: This chapter deals with the Profile of the company it tells
us the history of the company, it goes on to talk about the progress
and all innovations and technological progress that the company has
made over the years, it also talks about how the company has excelled
in retaining its employees over the years, it tells us about the quality
75
legacy of the company, it gives us an insight about the top
management of the company, it end it talks about the unique retaining
strategies of the company and few of the products that the company
sells.
Chapter IV: This Chapter deals with the analysis of the survey that I
had conducted during the period of my study. This survey tries to find
out how the performance appraisal strategies effects the employees in
the organization.
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BIBLOGRAPHY
Books:
Journals:
Websites Visited:
• www.jkorg.in
• www.google.com
• www.answers.com
• www.wikipedia.org
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Questionnaire on Performance
Appraisal for
appraisees and appraisers
78
□ No
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12) To what extent do training and development programmes
help in improving your performance?
□ To great extent
□ To some extent
□ To very little extent
13) How far is the Performance Appraisal system used for job
rotation?
□ Mostly
□ Partially
□ Nil
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