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PREFACE At ACME TELE POWER LTD., PANTNAGAR, the employees are considered
as most valuable asset and strength for sustained growth in the development of the company.It believes in testing continuously the human resources for employees personal growth. Young professional leads the company.It has the open work environment, which is achievement oriented and its driven by autonomy and receptive to innovations. Like any other organization, ACME TELE POWER LTD., PANTNAGAR has framed Rules, Regulations, Policies, Systems and Schemes etc. for running its business smoothly. Acme Tele Power Ltd., Pantnagar has also introduced various schemes for the welfare of employees For smooth business operations and to take advantage of the benefits under these schemes, it is necessary that every employee understand that these Rules, Regulations, Policies, Systems and Schemes fully and clearly.
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ACKNOWLEDGEMENT
In difficult moments, behave like duck, keep calm and unruffled on the surface, but keep paddling away like crazy underneath
First of all I would like to thank Mr. B.S.Sherawat (HR) for granting permission to me for the summer training at ACME TELE POWER LTD.,Pantnagar. I would also like to thanks to Mr.Jaideep Singh ( Administrative Head) who provided me sincere guidance at every possible juncture..
Last but not the least; I thank my institute ICFAI , Pantnagar, for providing me with the experience of performing my project at a reputed company like ACME TELE POWER LTD.,Pantnagar .
Name
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CONTENT CHAPTER 1
1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 Introduction Objectives of the study Research Methodology Scope of the study Limitations of the study Operational definition of the concept Learnings in the Executive training Awards/ Rewards received during the E.T
CHAPTER 2
2.1 2.2 2.3 Company Profile Human Resource Development(Performance Appraisal) Bell Shaped Curve
CHAPTER 3
3.1 3.2 3.3 Data Analysis Interpretations and findings Suggestions
CHAPTER 4
4.1 4.2 Recommendations Conclusion
Bibliography
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CHAPTER I INTRODUCTION
In the so highly competitive and rapidly changing environment to survive the companies need well trained and skilled worker. India is a very rich country in the term of resources, weather natural or technical and scientific .But it is very sad to state that India, till now, has not perfectly learnt how to develop its man power and tap its human resources for the betterment of its citizenry and business goal. For summer training I got an opportunity to do my summer training in ACME TELE POWER LTD., PANTNAGAR because it is one of the biggest, well established and renowned in its field and serious about training its worker and intent to make it understood that they really care for them.
OBJECTIVES OF STUDY
To understand the Performance Appraisal activities of ACME TELE POWER LTD., PANTNAGAR. To find out if the Performance Appraisal activities help the employee in his performance. Take the response of employees towards the Performance Appraisal activities carried on upon them.
SAMPLE SIZE
The sample size is of 100 employees, from ACME TELE POWERLTD, PANTNAGAR.
RESEARCH METHODOLOGY
The study was done with the help of primary as well as secondary data. Primary data were collected through the questionnaire while secondary data were collected through: Internet Company report Brochures etc.
LIMITATIONS OF THE STUDY 1. Lack of expertise trainer handed in the prosecution of Performance Appraisal
programme. 2. Lack of feeling in people of against the awareness for the Performance Appraisal programme. 3. Search for the exact Appraisal was also difficult to define.
To assess the performance, personal attributes and potential of the employee. Performance based rewards in terms of promotion, increments etc. To identify training needs. To assess strengths, areas of improvements and give feedback to the employee.
1. HR to prepare the Appraisal Form of individual employee to be appraised and send it to concerned Reviewing Officer/HOD. 2. Reviewing Authority/HOD will arranged distribution of form to individual employee through Appraising Officer/S.H. 3. Employee shall fill his part in the Appraisal form in the appraisal form and shall hand over the same to Reviewing Officer/S.H.
CHAPTER II
COMPANY PROFILE
ACME Tele Power Ltd. was incorporated in 2003. The company was established
with a mission to provide innovative and creative solution to hltherto unaddressed infrastructure and power relative problems faced by the telecom operators in the country. The idea was to provide solutions that are cost effective, environment friendly, reliable and delivered a quick ROI.
Based on the commitment to R&D innovation, ACME Tele Power converted its vision and mission into tangible business reality by launching a spate of unique and original products that clearly addressed the pain points of the telecom operators. Their success in this endeavor is born out the fact that some of the largest Telecom companies in the world like Nokia and Airtel are users of their passive infrastructures solutions.
PRODUCTS OF THE COMPANY:As on date, ACME Tele Power Ltd. boasts of a rich and variegated portfolio of cost effective and innovative products based on the modern technologies. These include :Green Shelter Power Interface unit Line Conditioner unit Thermal Management System with PCM AC with free cooling Heat Exchanger Battery Life Enhancer Fuel Cells Battery coolers NACC Compressor less Air Conditioner Micro Turbine Each of the organizations products considerably reduce the dependence on diesel generators for cooling requirements during power outages and provide stable power supply.
MISSION STATEMENT
improving quality identifying opportunities total customer focus minimizing errors and wastage of scarce resource
positive attitude being sensitive and responsive continuous self up gradation positive approach being creative ,analytical, and objective
Appraisal period
Appraisal period is from April to March. Every employee is appraised at the end of the Appraisal period. Employees joining during appraisal are appraised on completion of their one year service& employees joining after March are appraised in next appraisal.
Method of appraisal
The employees performance is appraised by the department & sectional head in consultation with his immediate supervisor on personal attributes, job performed targets achieved/ specific achievement. Finally the appraisal is reviewed & approved by the review committee to ensure uniformity& objective.
Appraisal feedback
1. The appraisal is being discussed with the employee by the appraisee to. 2. Feed back about his performance, strength& weakness employee is also suggested area of consolidation& improvement.
Employees co-operation
The appraisal system requires active because its effectiveness depends on realistic self assessment & positive approach towards the feed back.
Performance based rewards in terms of promotion, increments etc. To identify training needs. To assess strengths ,areas of improvements and give feedback to the employee.
WORK PLANNING
RESPONSIBILITY
COMMUNICATION
ARTICULATING PERSUASION SUPPORT CONFIDENCE
CONCEPTUAL DEPTH
VISION LONG RANGE PLANNING VERSATILITY CREATIVITY AND INNOVATION
TECHNICAL BASIS appreciates the technical up gradations and the technological applications in the organization.
FINANCIAL KNOWLEDGE has been appreciated of the financial ratios and instruments.
STRATEGIC PRIORITIES has appreciation of situations and strategies based on those situations
CONSUMER DRIVEN has a customer friendly approach to both internal and external customer.
AREAS OF STRENGTH
As a part of the performance review discussions, the appraisee, section Head and HOD should individually list out three most important strengths in the appraisee, in order to utilize the same optimally and develop it for future productivity.
AREAS OF IMPROVEMENT
The appraisee, section Head and the HOD should individually list out three most important areas requiring improvement, of the apparisee. This will develop the employee in identifying his own development needs and make suitable learning processes to overcome these areas.
The appraisee, Section HEAD and the HOD should individually list out important training needs of the appraisee for him to impart his specific functions of his job effectively and in the manner that generates optimum output. This section of form can also help the Departmental Heads and the HR Manager to plan a training calendar for the employee and effectively conduct the same.
RATINGS
Ratings in the terms are to be awarded to the individual, by his immediate superior and the departmental head in the specific columns. The points are given as: OUTSTANDING (OS) COMMENDABLE (CO) MEET EXPECTATIONS (ME) NEEDS IMPROVEMENT (NI) UNSATISFACTORY(US)
Scale
0.05 0.2 0.5 0.15 0.1
Rating
OS CO ME NI US
Standard
3 12 31 9 6 61
Actual
2 15 29 11 4 61
piu stores
Standard Actual
35 30 25 numbers 20 15 10 5 0 OS CO ratings 3 2 15 12 11 31 29
A ON
6 4 US
ME NI PROJECT REPORT
Salary Promotion Administration uses Retention and termination Reorganization of individual performance. Lay off Identification of poor performance
HR planning determining training need Organizational maintenance/objective Evaluation of goal achievement Information of goal identification evaluation of HR system
criteria for evaluation research Documentation Documentation for HR decision helping to meet legal requirement
Whose
performance
When to evaluate
Appraisal design
What problems
Context: - The top management philosophy values and belief system in the
organization influence the notions about people in the organizations and the type of control, motivation and communication systems.
Culture: - The cultures of people in general seem to affect appraisal system. Studies
and commentaries on Indian organizations seem to point to a pattern where the loyalties of employees are more to the people than to the tasks or to organizations.
Contingency: - There is a systematic effort to link performance appraisal to other subsystems of human resource management such that all personnel decisions use the performance appraisal data as a critical input, it becomes difficult to impart seriousness in to the system. The result would be apathy on the point of both the appraiser and the appraisee to the entire process.
Methods of appraisalThe last to be addressed in the process of designing an appraisal programme is to determine method(s) of evaluation. All the approaches to appraisal can be classified into:(i) (ii) past-oriented methods future oriented methods
Rating Scale Cost accounting Checklists Essay Tests and Observation Field review BARS
Appraisal methods
Appraisal Techniques
Different techniques are used for performance appraisal. They include:-
Methods
Future oriented
Appraisal by objectives Trait Appraisal Rating Scales &Ranking Technique Simple or straight Ranking Forced distribution Ranking Paired comparison The Critically incident method
Management by objectives
Ability for sustained hard work Acceptance of responsibility Adaptability Analytical ability Appearance Attendance Attitude towards criticism Capacity to train Commitment to task Communication Conduct Confidence
Drive Effort Efficiency Honesty Industriousness Initiative Integrity Intelligence Judgment Leadership Loyalty Motivation
Rating Scales :- These are techniques where performance is measured through assigning numbers (0 to 4, 1 to 5 or 1 to 9), (A to D or E) or words which are descriptive adjectives (e.g., outstanding, very good, good, fair, poor) to items or events to describe differences. In all rating scales, most organizations are finding it useful to have an extra column ot record N.A. (not applicable) or N.O. (Not observed) or any other comment as appropriate.
Ranking Technique :- Ranking techniques encourage superior or peers to rank-order all their subordinates or peers as the case may be. This is a form of comparative measurement. Simple or straight Ranking :- This technique provides for an ordinal scoring; first, second, third and so on. Forced Distribution Ranking :- This is ranking technique where raters are required to allocate a certain percentage of rates to certain categories (e.g., superior, above average, etc.) or percentiles (e.g. Top 10%, Bottom 20% etc.) Both the number of categories and percentage of employees to be allotted to each category are a function of the performance appraisal design and format. Paired Comparison :- This technique requires the rater to appraise which of the two employees is superior, instead of having to rank order all the employees in the same work unit doing the same job. This is widely used when one is comparing a small number of people. Narrative or Descriptive Methods :- The ongoing search for newer and better techniques of appraising employees performance led to several descriptive methods. These include the essay and the critical incident methods among others.
The Essay method :- In this method, the rater describes the ratee in terms of several broad categories such as the persons strengths and weakness, major achievements and failures, potential training and development needs and overall performance of the rater.
The Critical Incident method: - This method requires the rater to maintain a record of major observations of what he feels are work behaviors critical to the difference between success and failure. It provides information based on systematic observation of actual job performance. Behaviorally Anchored Rating Scales (BARS):- These are descriptions of various degrees of behavior relating to an aspect of performance dimension. The behaviors are described for a set of intervals ranging from the most negative to most positive.
MBO works can be described in four steps :1. To establish the goals for each subordinate that he has to attain. 2. Involves setting the performance standard for the subordinates in a previously arranged time period. 3. The actual level of goal attainment is compared with goals agreed upon. 4. Establishing new goals and, possibly, new strategies for goals not previously attained.
Psychological
Appraisals
:-
Large
organization
employ
full-time
industrial
psychologists. When psychologists are used for evaluations, they assess an individuals future potential and not past performance. The appraisal normly consists of in-depth interviews, psychological tests, discussions with supervisions and a review of other evaluations. The psychologist then writes an evaluation of the employees intellectual, emotional, motivational and other work-related characteristics that suggest individual potential and may predict future performance. From these evaluations, placement and development decisions may be made to shape the persons career. Assessment Centres :- An assessment Centre is a central location where managers may come together to have their participation in job related exercises evaluated by trained observers. The principal idea is to evaluate managers over a period of time, say one to three days, by observing (and later evaluating) their behaviour across a series of selected exercises or work samples.
Motivation
Ability
Performance
Reward systems :- If employees perceive that their efforts will be accurately apprised and if they further perceive that the rewards they value are closely linked to the evaluations, the organization will have optimized the motivational properties from its evaluation and reward procedures and policies. We can conclude that rewards are likely to lead to high employee performance and satisfaction when they are (1) Perceived as being equitable by the employee. (2) Tied to performance and (3) Tailored to the needs of individual
Union Management Interface :- The existence of a union in an organization adds another variable in our search to explain and predict employee behavior. The union has been found to be an important contribution to employees perceptions, attitudes, and behavior. The informal norms that union cohesiveness fosters can encourage or discourage high productivity, organizational commitment, and morale.
LEARNINGS IN THE EXECUTIVE TRAINING INDUCTION 5s (Japanese Technology) KRA QUALITY CIRCLES COMPETANCY MAPPING PRACTICAL WORK ON EXCEL
Employees
Fig. 1.01
Findings:
organization. As company was set up in 2003 so the years of service in the organization of most of the employees is less than 5 years.
Question no 2: Are you aware about your performance appraisal or any evaluation done by your superior. (a) Yes (b) No Yes 80 No 20
Fig. 1.02
Findings :- 80 % the employees had responded in favor of that they were aware about performance appraisal.
Question no 3: Are you aware about the modern techniques used in performance appraisal? (a) Yes Question Sample Size 100 Yes 60 (b) No No 40
Employees
.
40 Yes No 60
Fig. 1.03
Findings: Near about 60% of the employees had not aware about modern performance appraisal techniques.
Question no 4: Performance appraisal techniques make you better eligible for promotion, demotion, & transfer. (a) Agreed ( ) (b) Not Agreed ( )
Agreed
Not agreed
Fig. 1.4
20
80
Fig. 1.04 Findings: The 80% of the respondents shows that PARs as a good strategy to go ahead with promotion while 40% of respondents do not agree with it.
Question no 5: Do you think performance appraisal is useful or just a waste of time? (a) Useful ( ) (b) Waste of time ( )
Useful 92
Waste of time 8
Fig. 1.5
Useful Waste of time
92
Fig. 1.05
Findings: More than 90% of the employees say that performance appraisal is useful for there self-assessment and promotions. Thus, they cannot ignore it. And rest of the employees thinks it as a waste of time.
Question no 6: Proper and adequate performance appraisal plays a crucial role in your career development. (a) Agreed ( ) (b) Not Agreed Yes 100 92 ( No 8 )
92
Fig. 1.06
Findings: 92% of the responses show that Performance Appraisal Report helps a lot in the promotional activities.
Question no 7: Does performance appraisal report is helpful in identifying Training and Development need or it lay development plan for you? (a) To a large extent (b) To some extent Question Sample Size 100 To a large extent 60 (c) Not at all To some extent 30 Not at all 10
Employees
Fig. 1.7
10
Fig. 1.07
Findings: 50% of the respondents are satisfied by the performance appraisal report as it helps them to understand the job profile and helps in training need identification.
Question no 8: Performance appraisal is most of the time fair and unbiased. (a) Agreed ( ) (b) Not Agreed ( )
Agreed 85
Not agreed 15
15
85
Fig. 1.08
Findings: 65 % of the respondents show that Performance Appraisal report is time fair & unbiased.
Question no 9: Have you understood clearly, as to what is expecting from you? (a) Yes (b) No (c) Cant say
YES 40
No 22
Cant say 38
38
22
Fig. 1.09 Findings: There is a close response from the respondents on Performance appraisal report where on one hand (near about 40%) say that it makes feel refreshed & know there better responsibility. On the other hand some say that it has helped them in improving their skills not to define there future responsibility and performance.
Question No 10: Does the organization provide counseling after appraisal? (a) Yes (b) No
Yes 74
No 26
Fig. 1.10
Findings: Near about 75% of the respondents, say that Organization provides counseling after performance appraisal report.
FINDINGS
1. The response collected is based on the period of their service in the organization. As company was set up in 2003 so the years of service in the organization of most of the employees is less than 5 years.
2. 80 % the employees had responded in favor of that they were aware about performance appraisal.
3. Near about 60% of the employees had not aware about modern performance appraisal techniques.
4. The 80% of the respondents shows that PARs as a good strategy to go ahead with promotion while 40% of respondents do not agree with it.
5. More than 90% of the employees say that performance appraisal is useful for there self-assessment and promotions. Thus, they cannot ignore it. And rest of the employees thinks it as a waste of time.
6. 92% of the responses show that Performance Appraisal Report helps a lot in the promotional activities.
7. 50% of the respondents are satisfied by the performance appraisal report as it helps them to understand the job profile and helps in training need identification.
8. 65 % of the respondents show that Performance Appraisal report is time fair & unbiased.
9. There is a close response from the respondents on Performance appraisal report where on one hand (near about 40%) say that it makes feel refreshed & know there better responsibility. On the other hand some say that it has helped them in improving their skills not to define there future responsibility and performance.
10. Near about 75% of the respondents, say that Organization provides counseling after performance appraisal report.
CONCLUSION
It is truth that no work is completed in itself. Infact, completion of one job is actually the beginning of another job. Likewise, performance Appraisal is never ending process. It is essential for personal & professional development. This project has been considering all possible aspects mentioned in the project booklet. The project is made very clear and precise with the help of the relevant data gathered from the company, company website & through various annexure. In the concluding remark of my project report, I would like to state that at ACME TELE POWER LTD. , PANTNAGAR, the employees are considered as most valuable assets & strength for sustained growth & development of the company. They believe in investing continuously in human resource for their growth. The company is led by young professionals. They have an open work environment which is achievement oriented. In spite of these merits, there are some demerits also in the company that the goals of the company are not decided in advance and no feedback fixed for workers and executives in ACME TELE POWER LTD., PANTNAGAR.
BIBLOGRAPHY
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8)
P.T.O
No 20
Fig. 1.2
Findings:
80 % the employees had responded in favor of that they were aware about
performance appraisal.
Question no 3: Are you aware about the modern techniques used in performance appraisal? (a) Yes (b) No
CHAPTER IV
RECOMMENDATION/ SUGGESTIONS
This situation realize that there were 20% of the employee who are unaware of the performance appraisal report which will be reduced by providing them all counseling They should have to be aware about the performance appraisal techniques because they have to passes through it for taking better promotions & greater responsibility. This shows there negligence towards there career & awareness. Thus, it can avoid by providing enough information to employee with the help of training & development exercise. The 50% of respondents responses shows that they are not aware about importance of performance appraisal report. They should be aware about that how they can take promotion and greater responsibility through better performance. They have to introduced career development graphs and necessary skills to reach that position after experiencing some years. Respondents should have to better understand the job responsibility and training need identification through schedule chart or through the job analysis.
BIBLOGRAPHY
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10)
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16)
Performance Appraisal Questionnaire M/s. ACME TELE POWER LTD., PANTNAGAR APPENDICES Name: Designation/Post: Salary Grade: Qualification: Experience: (1)No. of years of service in the organization: (a) Less than 5 (b) 5-10 (c) 10-15 (d) More than 15 (2)Do you aware about your performance appraisal or any evaluation done by your superior. (a) Yes (b) No (3)Are your aware about the modern techniques used in your performance appraisal? (a) Yes (b) No (4)Performance appraisal techniques make you better eligible for promotion, demotion, & transfer. (a) Agreed ( ) (b) Not Agreed ( ) (5)Do you think performance appraisal is useful or just a waste of time? (a) Useful ( ) (b) waste of time ( ) (6)Proper and adequate performance appraisal plays a crucial role in your career development. (a)Agreed ( ) (b) Not Agreed ( ) (7)Does performance appraisal report is helpful in identifying training & development need or it lay career development plan for you? (a) To a large extent (b) To some extent (c) Not at all (8)Performance appraisal is most of the time fair and unbiased. (a)Agreed ( ) (b) Not Agreed ( ) (9)Have you understood clearly, as to what is expecting from you? (a) Yes (b) No (10)Does the organization provide counseling after appraisal? (a) Yes (b) No Any suggestions: http://www.finalyearprojects.co.cc/
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