HR guides the organization in the acquisition, maintenance, development, supervision and measurement of the human assets and the results of their work (quality, productivity and service) measurement. It manages the central and the most vital component of an organization i.e. employees and supports ongoing communication, feedback and dialogue about organizational goals between them and the supervisors. Thus, is easy to see why HR is one of the most vital functions in an organization. Performance can be defined as the extent to which individuals, groups or functional units are striving to meet company commitments, goals and other requirements. Management is an ongoing process involving: planning, communication, goal and objective setting, monitoring, modifying, evaluating, training, disciplining, measuring and learning from the lessons learned in the past. Performance Management is a systematic process that includes: 1. Planning 2. Monitoring 3. Rating 4. Rewarding Honda is a firm believer in using its Performance Management System as a business tool to gain a distinct competitive advantage with the ability to improve employee satisfaction and take organizational performance to new heights. Gone is the conventional once-a-year performance
review, today it´s all about coaching, mentoring, competency frameworks, 360-degree evaluation, self-assessments, continuous learning and a variety of other popular practices. To carry out these activities, individual performances have to be measured. Measurement must be based on a combination of strategic and operational measures.
1. Reflect the strategic goals. 2. Balanced in terms of financial, customer satisfaction, process effectiveness and workforce capacity measures. 3. Explicitly state / imply the strategic HR objectives.
PRINCIPLES OF PERFORMANCE MEASUREMENT
1. The productivity and effectiveness of any function can be measured by some combination of cost, time, quality, quantity or human relation indices. 2. A measurement system promotes productivity by focusing attention on issues important to the organization. 3. Performance should be measured a both individual and group levels. 4. The ultimate measurement is not efficiency, but effectiveness.
INTRODUCTION OF ORGANIZATION
HISTORY OF THE ORGANIZATION
Japan-based Honda Motor Company was founded in 1948 by Soichiro Honda and since its establishment; Honda has remained on the leading edge by creating new value and providing products of the highest quality at a reasonable price, for worldwide customer satisfaction. The Company has grown to become the world's largest motorcycle manufacturer and one of the leading automakers; models like the Civic and the Accord are considered benchmarks in their respective classes. In addition, the Company has conducted its activities with a commitment to protecting the environment and enhancing safety in a mobile society. Honda develops, manufactures and markets a wide variety of products, ranging from small general-purpose engines and scooters to specialty sports cars, from fuel-sipping hybrids, spacious minivans, reliable family sedans, rugged SUVs to even a pickup; Honda's lineup runs the gamut. HONDA NETWORK IN INDIA:
Honda Motorcycle & Scooter India (Private) Ltd Honda Siel Cars India Ltd Honda Siel Power Products Ltd. Honda R&D (India) Private Limited Hero Honda Motors Ltd. TATA Yutaka Autocomp Pvt. Ltd Goshi India Auto Parts Private Limited
Joint venture between Honda and Siel Ltd– Honda Siel Cars India Ltd (HSCI), was established in December 1995, to manufacture its passenger cars in India. The company is ISO 9002 & ISO 14001 certified and a top player in luxury car segment. The initial installed capacity of the plant was 30,000 cars per annum which has recently been increased to 100,000 cars. Currently, the plant is being run on two shifts. HSCI is now setting up its second manufacturing plant in Bhiwadi, Rajasthan. The company invested 7.8 billion in Bhiwadi for its second production plant with an annual production capacity of 50,000 units. It operates under the ISO 9001 standard for quality management and ISO 14001 for environment management. HCIL has 152 dealerships across 98 cities in 20 states and 3 Union Territories of India. It sold 55,884 units during the period April '09 - February '10 as against 45,052 units during the same period a year ago, recording an increase of over 24%. Honda jazz is known as Honda fit in other countries.
M Takedagawa 5th December 1995 Plot No.0L 2 WD and 2. 1997 Dec ’97 . CVT and VTEC Civic. of Associates Total Land Area 3500+ 150 Acres (Approx.1.8S & 1. Sector 40/41
Location of Unit
Surajpur-Kasna Road Greater Noida Industrial Development Area
Capital – Paid Up
Rs.) Honda City.57% (Startup) Indigenization % July ’05 – 82 % No. GXi.000 Units per Annum (2 shift basis) 15th December.Name of the Company CEO & President Established on
Honda Siel Cars India Ltd Mr. A-1. 16200 Million 100.0L 2 WD and 2. Japan: 99%
Equity Share Capital Siel Ltd: 1% (Current) Investment Installed Capacity Production Commencement Rs. 3600 Million Honda Motors.2.EXi.8V (A/T & M/T) Product Range Accord.4L 4WD CR-V.4L 4WD
The most valuable legacy which they gave to their company is the Honda philosophy.Soichiro Honda and Mr. Structure of Honda Philosophy
The Honda Company Principle
The purpose and reason for existence of the Honda group
The center of the philosophy for the Honda group
Guideline for associate in the performance of their daily responsibilities
Our Fundamental Beliefs
Honda Management Policies
. This Honda philosophy continues to serve as the basis of its daily business actions and judgment for all companies and associates within the Honda Group. Takeo Fujisawa.HONDA PHILOSOPHY
The driving force behind Honda’s growth was the leadership of its founders-Mr.
Underlying the company principle are two fundamental beliefs: 1. A) JOY OF BUYING: Achieved by providing products and services that exceed the needs and expectations of each customer. The goal is to provide joy through business for those who buy. ―Maintaining a global viewpoint.THE HONDA COMPANY PRINCIPLE The Honda Company Principle states the ultimate goal of Honda’s global activities – the reason why Honda conducts its business.‖ FUNDAMENTAL BELIEFS The center of Honda’s corporate philosophy is the Company Principle which was written in 1956. B) JOY OF CREATING: Occurs when Honda associates involved in the creation of products recognize a sense of joy in customers and dealers
. It is essentially establishment of relationship with customers initiated through sales and service experience. THE THREE JOYS: Each person coming in touch with Honda should share a sense of joy through that experience. This feeling is expressed well in what is called in Honda as ―The Three Joys‖. sell or are involved in the creation of its products. we are dedicated to supplying products of highest quality yet at a reasonable price for World-wide customer satisfaction.
By creating quality products which exceed expectations.
2. Think creatively and act on your initiative and judgment.
C) JOY OF SELLING: Occurs when sales and service associates develop relationships with customers based on mutual trust. INITIATIVE Not to be bound by preconceived notions. EQUALITY Recognize and respect individual differences. It recognizes the following core concepts: A. Take responsibility for the results of your action. and the ability to dream. Create equal opportunities for each individual. Associates and dealers experience pride in associating with Honda and representing Honda Products to customers. RESPECT FOR ALL INDIVIDUAL: Each individual is unique and has the capacity to think reason and create. All associates experience pride in a job well done. Treat each other fairly.
Trust is created by recognizing each other as individuals. An individual’s race. religion. helping others. age. national origin. Develop Fresh Ideas and make the Most Effective Use of Time. 4.
. Respect Sound Theories. Proceed always with Ambition and Youthfulness. sex. Be Ever Mindful Of the Value of Research and Endeavor. TRUST Relationship among Honda associates should be based on mutual trust. 5. 2. socio-economic status should not determine his opportunities. 3.
C. HONDA MANAGEMENT POLICIES 1. Enjoy Your Work and Encourage Open Communication. educational background. 3. Strive Constantly For A Harmonious Flow Of Work. accepting help from others and sharing our knowledge and making sincere efforts to fulfill our responsibilities.
(2 MEMBERS): .)
.VP and Director (Admin.Director (Marketing) .ORGANISATION STRUCTURE
1.Director (Materials) .Director
SIEL LTD.President and CEO .Chairman . BOARD OF DIRECTORS
HONDA (6 MEMBERS): .VP and Director (Works) .Director (Finance and Accounts) .
Payal Guha Thakurta
Misha Sharma Exec
Saadi Alvi Exec
Shailja Arya ET
Sonam Bhalla ET
. ORGANIZATION STRUCTURE OF HR DEPARTMENT
Raman Kr Sharma VP & Director
Sunil Ranjhan DGM
Anu Mehta M II
Jitender Teckchandani DM
Vineet Beniwal Sr. EXECUTIVES Rajdeep / EXECUTIVES
Tripathy Sr.2. Exec
Smeeksha Chadha Sr. Exec
Priya Singh AM
Engine Assembly: Assembly and testing of engines manufactured. Vehicle Quality: Finished product checked for quality.
Administration activities of manufacturing division. Material Service: Receipt of parts on line. HSCI LAYOUT DIVISIONS MANUFACTURING: DEPARTMENTS PPC: Production Planning and Control. Parts Quality: To ensure quality of local parts. Final Assembly: Manufacture of complete car unit with all assemblies and subassemblies after receiving painted body from Paint Shop. Paint Shop: Surface treatment and painting of white body and bumpers. Production Administration: Training. Imports: Logistics Planning and clearance of imports. Material Quality: Material testing and calibration of equipments.3. Utility: Operation and Maintenance of utilities and civil structure
. Safety. Weld Shop: Welding of parts onto the white body.
. INFORMATION TECHNOLOGY Information Technology: Maintenance and updation of website / webmail etc. Product development and
FINANCE & ACCOUNTS:
planning. Homologation. day to day banking etc Accounts: Maintaining the books of accounts.QUALITY:
Quality Engineering: Study / Control of drawings / specifications. Costing: Maintenance of cost records. Parts: Strategic planning of spare partsSales: Monitor the daily sales volume. AFTER SALES Service & CRM: Provides service to customers so as to maintain the reliability of product and build long term relationship with customer. Commercial: Deals with vehicle dispatch and activities thereon
monitoring of funds. targets set & achieved. finalization of Balance sheet. etc. dealer audit etc. software development. budget variances etc. Dealer Development: Infrastructure development and maintenance. Excise & Tax: Filing & filling of returns and assessment of cases.
product planning and public relations. merchandising. event management. market research. HR: Performs activities like manpower planning. payroll management and compliance to labour laws.
. AR: Personnel functions for line associates. recruitment and selection. performance management. security.
Administration: Provides administrative support to the organization which includes transportation. canteen etc. . CS & Legal: Looks after compliance with legal and company laws.
attendance. sales promotion. uniform.MARKETING
Marketing: Consists of activities like advertising. training and development etc.
The flat roof hatchback design appearance was shared with the incrementally larger supermini Honda City.295 mm (129. the Honda Civic. It was introduced at newly established Japanese dealerships called Honda Primo locations alongside
the Primo "headliner" sedan. Initially only available as a two-door.7 in). it was powered by a water-cooled two-cylinder Honda EH series OHC 545 cc engine . this unit was outdated and was replaced by a three-cylinder four-valve 547 cc by February 1988.
. in its place was a trunk lid that opened downwards to form a tailgate.7 in). The interior is not symmetrical: the driver's seat is slightly larger than the front passenger seat. named the Today Associe. Together with the new regulations in March.PRODUCT PERFORMANCE
The first generation Today was introduced in September 1985 as a three-door hatchback. with the entry model being model 'F'. Originally available with either a four-speed manual or a three-speed automatic. with little need for cargo space. These features were decided on after research indicated that the car's target audience were mostly single young women who often drove alone. came a permanent four-wheel drive version with an independent rear axle. 1990 the bumpers were enlarged to give the car a length of 3. and the compact Honda Accord AeroDeck. The Today was only intended for the Japanese domestic market. The car did not have ahatchback. in May 1993 a four-door version was added. In January 1993.the same as used in the Acty kei truck. and the engine was enlarged to 656 cc. The Today was initially launched with three different model specifications. like the 1991 Civic three-door (the Today's rear window does not open).In a market where three-cylinder engines were the norm. followed by a model 'M' and the top of the range 'G'. By April 1990.330 mm (91. the subcompact Honda Civic. on a wheelbase of 2. a redesigned Honda Today was announced. The rear axle was a torsion beam with coil springs.
and replaced it with a traditional hatchback door. Honda eliminated the tailgate rear door. The vehicle featured was a highly personalized minipato (police mini patrol car) with modifications such as nitrous oxide. borrowed from the Honda Beat.
. a standard 656 cc three-cylinder fuel engine. This necessitated some redesign in the rear end. while the Today. When the kei car regulations changed in October 1998. the Life received a redesign. and a high output version of the same engine with MTREC technology. necessitating a redesign. For the Today's early-1996 facelift. All wheel drive (using realtime 4WD technology) was available with the Q trim level. and with a Motocompo folding bike stowed in the back compartment. and reintroduced the Honda Life model name in 1997. Honda decided to introduce a modern version of its 1970s Honda Life "Step Van" micro van.The 1993 Today was available with two engines. Both engines were available with either a five-speed manual or a threespeed automatic gearbox.The Honda Today is also featured in Gran Turismo 4. One characteristic shared with both generations was the use of only one windshield wiper arm for the front windshield due to the vehicles small dimensions. was discontinued. In light of the Suzuki Wagon R's success. turbo and others. because the rear window had originally wrapped around to the sides. which was a modern interpretation of the first Honda Life three-door hatchback. The Honda Today featured frequently in Kōsuke Fujishima's anime and manga "You're Under Arrest!" as the main transport for the lead characters.
Honda's decision to invest in production facilities in Swindon came as a result of Honda's collaboration with Rover Group. engine assembly. In 1992 production of the Honda Accord began in Swindon. and raising production of vehicles at the site by 32% to 250. HUM operates a number of manufacturing plants at a site in Swindon. HUM opened a second car assembly plant in Swindon in September 2001. In February 2008 it was announced that Honda would be making an £80 million investment in new production facilities at the Swindon site for the manufacture of plastic car parts and metal castings for engines
. stated that Honda would maintain vehicle production in the UK irrespective of whether or not it joined the Eurozone. it was announced that Honda would be recruiting an additional 700 workers for the Swindon plants. pressing. and in October of that year Ken Keir. Honda has made a total investment of £1.423 cars. In 1994 production of the Honda Civic began in Swindon.400 people at the plants. HUM was established in 1985 and production at the engine plant began in 1989. In December 2001 workers at the Swindon plants voted to form a union and be represented by the Amalgamated Engineering and Electrical Union. In 2008 the Swindon site produced 230. which include casting. welding. In September 2006. and a second engine line was installed. creating an additional 200 jobs at the site.Honda of the UK Manufacturing Ltd. the then managing director of HUM.000. In 2002 production of the Honda Accord ended at Swindon. which started in 1979.38 billion in the Swindon plants. which occupy a site covering around 370 acres. painting and car assembly activities. HUM employs around 3. In August 2000 it was revealed that UK-manufactured Honda cars would be exported to Japan for the first time. (informally HUM) is a United Kingdom-based manufacturing subsidiary of the multinational automotive company Honda.
Honda CR-V (Imported since 2003. to support the introduction of new models of the Civic and CR-V and a new 1.500 HCIL produces the following vehicles in India for local and export markets 1. In September 2012.The investment will take total investment at the site to around £1. Production temporarily discontinued in early 2013 in anticipation of all-new model) 5. Honda Jazz (Launched 2009. In October 2009 HUM began production of the Honda Jazz. 2013 model locally assembled) 7.6-litre diesel engine.5 billion and will increase the workforce to 3. Honda amaze <family sedan> (launched April 2013)
. Honda Brio (Launched 2011) 6. Production discontinued in 2012 4. Honda announced a £267 million investment programme the Swindon site. with full-pay for the first two months of the period and about half-pay for the remainder. Honda Civic (Launched 2006. Honda Accord (Launched 2001) 3. Honda City (Launched 1998) 2.On 30 January 2009. it was announced that workers at the Swindon site would be laid off for four months until 1 June.
By mid-2009. European and Australasian markets. HONDA CITY The first generation Honda City was a subcompact car manufactured by the Japanese manufacturer Honda from 1981. which it shares with the Fit/Jazz (a five-door hatchback). the City was also sold as the Honda Fit Aria in Japan. From 2002 to 2008.1. the Airwave/Partner (a wagon/panel van version of the Fit Aria/City).
The nameplate was revived in 1996 for use on a series of compact four-door sedans aimed primarily at developing markets. the Mobilio. It is a subcompact sedan built on Honda's Global Small Car platform. Originally made for the Japanese. first mainly sold in Asia outside of Japan but later also in Latin America and Australia. and the Mobilio Spike—all of which share the location of the fuel tank under the front seats rather than rear seats. the City was retired in 1994 after the second generation. cumulative sales of the City has exceeded 1.2 million units in 45 countries around the world since the nameplate was revived in 1996
best known for its four-door sedan variant which has been one of the best-selling cars in the United States since 1989. HONDA ACCORD The Honda Accord /əˈkɔrd/ is a series of automobiles manufactured by Honda since 1976. including coupes.2.
In 1982. past and present. the Accord became the first car from a Japanese manufacturer to be produced in the United States when production commenced in Marysville. topping its class in sales in 1991 and 2001. The Accord nameplate has been applied to a variety of vehicles worldwide. hatchbacks and a crossover. Numerous road tests. rate the Accord as one of the world's most reliable vehicles. The Accord has achieved considerable success. Ohio at Honda's Marysville Auto Plant. The Accord has been on the Car and Driver 10Best list over 26 times. where it was the best-selling Japanese car for fifteen years (1982–97). especially in the United States. wagons.
. with around ten million vehicles sold.
The current ninth generation Accord for the North America market is again classified as a mid-size car. It debuted in 1976 as a compact hatchback. falls just short of fullsize car classification with the combined interior space of 119 square feet (11. with one basic platform but with different bodies and proportions to increase its competitiveness against its rivals in different international markets. Environmental Protection Agency (EPA) defines as a mid-size car to just above the lower limit of a full-size car. and often vehicles marketed under the Accord nameplate concurrently in different regions differ quite substantially. Honda has offered several different car body styles and versions of the Accord. By the Accord's sixth generation in the 1990s. Honda had again chosen to move the model further up-scale and increase its size. coupé. as the line-up was expanded to include a sedan. with the coupe still rated as a mid-size car.S.1 m2)
. though this style only lasted through 1981. For the eighth generation of the Accord released for the North America market in 2008. it evolved into an intermediate vehicle. This pushed the Accord sedan from the upper limit of what the U. and wagon.Since initiation.
It was introduced in July 1972 as a two-door model. and it currently slots between the Fit and Accord. With the transverse engine mounting of its 1169 cc engine and front-wheel drive like the British Mini. the car provided good interior space despite overall small dimensions. and painted steel rims with a chromed wheel nut cap. the Civic has become larger and more up market. heater. it
. when the model lineup was expanded.3. two-speed wipers. along with the Accord and Prelude. The Civic. foam-cushioned plastic trim. Early models of the Civic typically included a basic AM radio. HONDA CIVIC
of subcompact and
manufactured by Honda. As the years went by. comprised Honda's vehicles sold in North America until the 1990s. Having gone through several generational changes. followed by a three-door hatchback that September.
and Honda Verno locations. with Civic variants sold at Honda Clio. Civic has been the top-selling car in Canada for 14 years.3 million of them in the United States. the Honda Concerto.5 million Civics had been sold worldwide. and the Honda CR-V. With high gas prices and a weak economy in June 2008. production of non-hybrid Civic for domestic market ended in August 2010 and production of Civic hybrid for home market ended in December 2010. Starting in 1985 until 2006. By 2012. The Civic has been rebadged for international markets with such models as the Honda Ballade which became the British Leyland-produced Triumph Acclaim in Britain and Honda Domani/Acura EL. The Civic platform also served as the basis for the Honda. Honda launched Fit hybrid in October in Japan. In Japan. and a six-speed manual transmission. As of 2006. leather upholstery. Civic GTi and Civic SiR. customers shifted to minivans and compact cars like Honda Fit. production of Civic and Civic hybrid for export markets will continue. especially the Civic Type-R. However. satellite-linked navigation. power windows. the Civic was dedicated to Japanese dealership Honda Primo. and environmentally friendly. power locks.
. with 7. the first generation Honda Prelude. the Honda CR-X del Sol. the Civic supplanted the Ford F-Series to become the top-selling vehicle in the United States for that month. later iterations have become known for performance and sportiness. a total of 16. reliable.has become much more upscale with options such as air conditioning. Initially gaining a reputation for being fuel-efficient. In recent years. the Honda Civic Shuttle (later to become the Honda Orthia). Civic VTi.
. The Honda Fit EV. while the name "Fit" is used in Japan. China and the Americas. Marketed worldwide and manufactured at ten plants in eight countries. Airwave. was released in the United States in July 2012. HONDA JAZZ The Honda Fit. also known as the Honda Jazz. The name "Jazz" is used in Europe. Mobilio Spike. Australia and most parts of Asia. Africa.
Honda released hybrid gasoline-electric versions of the Fit in Japan in October 2010 and in Europe in early 2011. the Middle East.4. It was first introduced in June 2001 and is now in its second generation. a limited production all-electric version. Mobilio.Freed and Freed Spike. Oceania. its sales exceeded 3. It shares Honda's global small car platform with several other models of the manufacturer: City. is a subcompact car produced by the Japanese manufacturer Honda from 2001 to present.5 million by July 2010.
The initial markets were Thailand and India.5.
. Unique versions are developed for the Thai and Indian markets respectively. The car is developed to position in a class below Honda for emerging markets. The car is designed as a commuter with Honda's "man maximum. machine minimum" principle. HONDA BRIO
The Brio prototype was first shown at 2010 Thailand International Motor Show. The Brio's market expanded when it was launched in South Africa in December 2012.
The CR-V also is produced
. with availability differing by market. in late 2007. Ohio. UK. in 2012. There are discrepancies as to what "CR-V" stands for. manufactured since 1995 by Honda. adding North American manufacturing sites in East Liberty. Jalisco. El Salto. It was loosely derived from the Honda Civic. Canada. Japan. in 2007.
Honda began producing the CR-V in Sayama. Honda sales literature in UK reportedly made references to "Compact Recreational Vehicle". other Honda references (including the official Honda Japan CR-V Fact Book and Honda Worldwide) cite "Comfortable Runabout Vehicle". HONDA CR-V The Honda CR-V is a compact SUV (now called crossover in North America). Ontario. for worldwide markets. and Alliston. and Swindon.6. Mexico. It is produced in both fourwheel drive and front-wheel drive.
.in Wuhan (Hubei province) for the Chinese market by the Dongfeng Honda Automobile Company. and the HR-V sold in Europe. In size. the CR-V slots between
the Element and Pilot. but due to the Element's discontinuation during the 2011 model year. a joint venture with Dongfeng Motor Corporation. the CR-V has regained its status as Honda's entry-level SUV. The CR-V is Honda's smallest SUV other than the related Element sold in Canada and the United States.
7. Thailand. Honda launched the Amaze in India on April 11. The car will also be available with the 1. located in Bangkok. The Amaze will be a significant step for the company in India as it will be its first diesel car in India. 2013 which has been developed at Honda R&D Asia Pacific Co..
. with a localization level of more than 90%. The Amaze is available in petrol and diesel engine.
The Amaze is being manufactured at the company’s facility in Greater Noida.2 L (73 cu in) L12B i-VTEC petrol engine that is used in the Jazz and Brio hatchbacks. Ltd. The Amaze is the sedan version of the Brio. HONDA AMAZE The Honda Amaze is a four-door subcompact sedan produced by Honda.
This is an all-aluminum engine and Honda also claims it to be the lightest. the Amaze will also be slotted in that lucrative sub 4-meter entry-level sedan segment.3 L (79 cu in) oil burner on the Amaze.Apart from being the company’s first diesel car in India. Honda has put a new India specific 1. This India specific derivate was created to get around excise/taxation rules which offer a favorable tax regime for cars of sub 4-meter cars with engines of less than 1.6 L (98 cu in) Civic diesel engine that just got launched in Europe recently.5 L (92 cu in) capacity.
. This engine gets the i-DTEC moniker and it is a derivative of the new 1. where it will compete against the Maruti Suzuki Swift DZire and the Tata Indigo eCS.
Honda City ICICI Overdrive SUV of the Year 2004 . No 1 Entry Luxury Car (Honda Accord) and No 1 Premium SUV (Honda CR-V) by TNS
Best Mid-size Car in Initial Quality (Honda City) and Most Appealing Mid-size car (Honda City) by JD Power
CNBC Autocar CAR of the year 2004 .Honda City Business Standard Motoring Car of the Year 2004 .AWARDS WON BY HONDA
Best Indian Company (unlisted) by Business Standard Group Manufacturer of the Year by NDTV Profit-Car India Manufacturer of the Year by CNBC-TV 18 Autocar India No 1 Mid Size Car (Honda City).Honda City
.Honda CR-V ICICI Overdrive Car of the Year 2004 .
TITLE OF THE PROJECT Communication in Performance Management System OBJECTIVE OF THE PROJECT The primary objective of my project report is 1. I have also done the SWOT analysis of the HSCI's performance appraisal process.RESEARCH METHODOLOGY Proper research is essential to carry out any project. To analyze if effective use of communication can help in enhancing employee satisfaction and hence in better talent management and also curb problems like high attrition. their satisfaction levels and familiarity with the current appraisal process.
. To identify the main problem areas from the point of view of its employees. but selecting the right methodology for the particular project is absolutely indispensable. To study performance management at HSCI. 3. On the basis of my study and analysis I have also given some recommendations towards the improvement of performance appraisal process followed in HSCI. 2. My project report is based on how communication can be used as an effective tool in performance appraisal process. I interviewed various employees of HSCI. I asked them about their understanding. For doing my research.
STEP 3: Frame a list of unambiguous questions to be put to the employees.The step-wise break down of the project is: STEP 1: Examine the performance management system in HCII. This is necessary so as to enable the employees to answer the questions without any uncertainty. STEP 4: Analysis based on the collated replies of the employees. STEP 5: Findings based on the analysis done STEP 6: Conclusion on the basis of the findings
. The responses thus collected from the employees would be relevant and would help in churning out the right analysis. STEP 2: Scrutinize it to assess where the probable snag(s) could lie.
health setting. science imbedded in applications methods) for managing both behavior and results.e. social events and even political settings . two critical elements of what is known as performance. Performance management can focus on the performance of an organization. a department. or even the processes to build a product of service. as well as an individual person. sports teams. It can be applied by organizations or a single department or section inside an organization. PM is also known as a process by which organizations align their resources.
.‖ It may be possible to get all employees to reconcile personal goals with organizational goals and increase productivity and profitability of an organization using this process. as well as many other areas. churches. systems and employees to strategic objectives and priorities. community meetings. The performance process is appropriately named the self-propelled performance process (SPPP). employee. Aubrey Daniels in the late 1970s to describe a technology (i. governmental agencies. can apply wherever people interact — schools.PERFORMANCE MANAGEMENT AT HCIL Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner.anywhere in the world people interact with their environments to produce desired effects. This is used most often in the workplace. Performance management as referenced on this page in a broad term coined by Dr. Armstrong and Baron (1998) defined it as a ―strategic and integrated approach to increase the effectiveness of companies by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors.
The aim with this analysis is to determine the continuous key objectives and performance standards for each job position. a commitment analysis must be done where a job mission statement is drawn up for each job. the time they spend not actually doing their job). For employee performance management. Following the commitment analysis is the work analysis of a particular job in terms of the reporting structure and job description. Any discrepancy. In the public sector. using integrated software.First. Performance management and improvement can be thought of as a cycle:
. The job mission statement is a job definition in terms of purpose. where Actual is less than Desired. customers. Some proponents argue that there is a clear and immediate correlation between using performance management programs or software and improved business and organizational results. rather than a spreadsheet based recording system. the effects of performance management systems have differed from positive to negative. suggesting that differences in the characteristics of performance management systems and the contexts into which they are implemented play an important role to the success or failure of performance management.e. Managing employee or system performance and aligning their objectives facilitates the effective delivery of strategic and operational goals. performance can be thought of as Actual Results vs Desired Results. operational efficiency benefits and by unlocking the latent potential in every employees work day (i. The aim with this analysis is to determine the continuous critical objectives and performance standards for each job. could constitute the performance improvement zone. may deliver a significant return on investment through a range of direct and indirect sales benefits. product and scope. In organizational development (OD). then a systems analysis can be done to draw up a job description. If a job description is not available.
even those with well-made plans. Work is planned and expectations are set 2. Sure. Their problem lies in ineffectively managing their employees once their plan is in place.
. The U. Office of Personnel Management (OPM) indicates that Performance Management consists of a system or process whereby:
1. Performance is rated or measured and the ratings summarized 5. Performance of work is monitored 3. fail to implement their strategy. Performance planning where goals and objectives are established 2.but somewhere their plan fails. gone on management retreats to decide on their organization's direction-. Performance appraisal where individual performance is formally documented and feedback delivered A performance problem is any gap between Desired Results and Actual Results. Performance improvement is any effort targeted at closing the gap between Actual Results and Desired Results. collected data. Staff ability to perform is developed and enhanced 4. Performance coaching where a manager intervenes to give feedback and adjust performance 3. Other organizational development definitions are slightly different. Top performance is rewarded Erica Olsen notes that "Many businesses.1.even purchased expensive software to manage their process-. they've conducted surveys.S.
develops. and micro. or monthly basis. Yearly.the Emergent Employee . races. as most performance management techniques/styles predate use of computers. An employee life cycle is what the employees go through from the time they enter an organization till they leave. the employee is rewarded with a performance appraisal for his honest. this area is the one that has traditionally received the most attention. MICRO PERFORMANCE MANAGEMENT: Micro Performance management is generally done on a by-minute/hour/day basis. by-weekly. short-cycle. In light of social and economic changes. consistent and conscientious working and is also promoted to the next position so that he feels
. SHORT-CYCLE PERFORMANCE MANAGEMENT: Short-cycle Performance Management (which overlaps with principles of [Agile Software Development]) is usually done on a weekly. the current workforce has undergone a major shift in values.crosses all ages.Performance management and performance appraisals have a significant overlap. genders. The employee of just 5 years ago is very different than the employee of today. efficient. and geographies. manages. this sort of management is industry-specific. In there are three type of performance management: long-cycle. This is so for historical reasons. expectations.
Long-cycle Performance Management is usually done on an annual. is quickly changing the way organizations attracts. LONG-CYCLE PERFORMANCE MANAGEMENT:
general. Thus it becomes mandatory for an organization to monitor the entire life cycle of an employee. or quarterly basis. and tolerance. ]From the implementation standpoint. and retains top talent. From implementations standpoint. This new breed . every 6 months.
It can also be used as a tool to increase employee engagement. He would not part his way with the organization except if in case there are some circumstances which could lead to such a situation. Organizations carry out yearly surveys to know and to measure the level of employee engagement within the organization. just and accurate so as to build employees’ trust in the system and to avoid any sort of negative feelings in the minds of the employees. then is the yearly performance review done via the Performance Appraisal activity. his morale increases and he strives to work harder. Employee engagement is the level of commitment and involvement an employee has towards the organization and its values. Performance Management activities start right from the time a person is Recruited in an organization in terms of target setting through unambiguously designed Job Descriptions. the employees’ skills are developed through extensive training and workshops. A high level of employee engagement within an organization would mean that the employees are not only satisfied with their jobs but also are dedicatedly and faithfully working for the organization. At various occasions. This will help increase employee satisfaction and may also increase levels of Employee Engagement thus helping in Retention. Thus employee engagement is also one of ways for employee retention. This review must be fair.more responsible. Flexible scheduling.
. telecommuting and compressed work hours etc are few of the other techniques that companies follow to curb attrition. towards achieving the organization goals. An engaged employee will always try to improve his performance for the benefit of the organization. It is a positive attitude held by the employees towards the organization. job sharing. Such an employee would not leave the organization just because he is getting a better package in some other organization.
EMPLOYEE LIFE CYCLE
HEAD DIVISIONAL HEAD VP / HOD ADMIN
IF ACCEPTED SEND LOI
.RECRUITMENT IN HSCI PROCESS FLOW DIAGRAM OF RECRUITMENT
RECEIPT OF MPR BY HR
FROM DATABASE JOB PORTAL CONSULTANTS REFERRALS
FORWARD CVs TO HOD
SHORTLISTED CVs BACK TO HR
CONDUCT IQ TEST IF SELECTED INTERVIEWS IF SELECTED SCHEDULING PRE-EMPLOYMENT MEDICAL EXAMINATION IF SELECTED DECIDING THE SALARY AND DESIGNATION
FROM HR DEPTT.
the time given to fill this requirement is very less. 3. The recruitment process starts when a Man Power Requisition (MPR) is received by the recruitment team in the HR department.e. Budgeted: A budgeted MPR request signifies that the manpower requested for was foreseen while making the present year’s manpower budget right in the beginning of the year. It has to be done according to the manpower budget. Replacement: A replacement MPR raised means that an existing employee has unexpectedly resigned or due to some other reason is not working with the organization and thus a substitute has to be found for the position lying vacant. Additional: An additional MPR indicates that this manpower request has not been included in the manpower budget.
. It also helps in developing a database to meet the future human resource needs.Recruitment is a continuous process of searching the candidates for employment and stimulating them to apply for jobs in the organization. It is the activity that links the employers to capable candidates for employment. The process starts when new employees are requested for and the end result is the selection in adequate numbers of an efficient working force. it is over and above the budget. 2. i. The raised MPR can be three types: 1. Recruitment needs can be of three types: planned-those that we know of raising due to changes in policies etc. in the within the planned time interval. anticipated.those that can be studied and analyzed according to trends and unexpected. illness. Since the position is generally critical.arising out of death. A MPR is originally raised by the Head of the Department for position that is vacant or soon will be. unexpected resignation etc. It can be classified as under unexpected need.
e. Once it gets approved from the HR Head. job portals. Passing the pre-employment medical test is a pre-requisite of employment in HSCI i. On their selection their third round of interview with the Divisional Head is coordinated. the candidates are given an IQ test.Admin is coordinated. The Divisional Head approves of it if only he thinks that manpower is actually required at that time. it goes to the HR Head for the next level of approval. In the next step. Next starts the search of finding the right candidate for the desired position. referrals or even candidates who come in contact directly may be considered. the suitable CVs are sent to the departmental HOD for short listing. If only they pass the IQ test. The day of the interview. the ones that fit our requirements are selected. The HR personnel then coordinates their interview on the suitable date specified by the HOD. it goes to the divisional head. The CVs can be sourced from various resources like databases.After the MPR has been raised by the departmental HOD. employment in the organization is subject to the candidate’s passing the test. The designation is decided purely on his qualifying educational qualification and the number of years of experience he has had after completing his qualifying
. After getting approval from the Divisional Head. their next round of interview with the department head are conducted. The shortlisted CVs are then sent back the HR executive. From the sea of resumes. consultants. After clearing the test. The next day a pre-employment medical test is scheduled. his fourth and final round of interview with the HOD-HR or HR Divisional Head or VP & Director. If he passes the third round. it gets allocated to the concerned executive looking after recruitment for that division. next comes deciding the salary and designation. They would be sent further up the level for further short listing.
Based on their age.education. Next. It is not based on the concept of TCC currently prevalent in the Indian market. the Letter Of Intent is sent to the candidate to make the offer formal and legal. The salary structure is based on the one in Honda. Finally on the decided date. The salary is non-negotiable as it has to lie between the specific salary band without disturbing parity. experience and current salary. Salary is also decided so as to not disturb the parity in the organization as Honda is a big believer in equality.
. the salary at HSCI is offered to the candidate. Japan offering Total Fixed Increment as the salary to the candidate. There are age designed bands for every designation so as to maintain parity in the organization. The candidate has to send back an acceptance copy of the same to confirm his employment. If the offered salary and designation are accepted by the candidate. There are fixed salary bands pre-decided for each designation. his joining formalities are done. qualification. his joining date is decided upon and reference check done.
JOB DESCRIPTION IN HSCI
PROCESS FLOW DIAGRAM OF JOB DESCRIPTION
PREPARE A LIST OF ALL ASSOCIATES
DECIDE ON THE PROCEDURE TO BE FOLLOWED
EXPLAIN THE PROCESS TO ALL EMPLOYEES TO AVOID AMBIGUITY
FORWARD RESPECTIVE FORMS TO ALL
CONDUCT THE JD EXERCISE
STUDY THE FILLED IN JD FORMS
COMPARE WITH EXISTING
PUT FORWARD THE NEW JD STRUCTURE TO TOP MANAGEMENT
IF APPROVED COMMUNICATE THE REVISED JDs TO ALL
Relationship with coworkers and with other positions 8. Functions 5. It is then analyzed to find out the competencies and skills needed for that job. Tools 11. Whom the position reports to 7. which involves examining the sequence and the importance of the tasks required to carry out a job. Duties 3. Responsibilities of a position 6. Writing job descriptions is one of the most tedious but also one of the important processes in the organization if equality and consistency in the organization are to be achieved and maintained. Conditions 10. Equipment used. The result of this exercise helps in writing the job description. Required qualifications of candidates 4. General tasks 2. Salary range for the position 9.Job Description (JD) for a particular job is a written list of all the requirements that are associated with the job. etc A job analysis exercise is carried out. It specifies: 1. Job descriptions must be updated as and when responsibilities and skills
After all forms have been collected. guidelines etc. finalized JD forms are forwarded to all employees. They are compared with the existing job description of the position and up gradations are made if they are relevant and necessary. then starts the real analysis of the filled in forms. Once that is done.necessary to perform the job change. The form is divided into columns each having a different head of so as to enable easy classification of their duties and also to make the form more objective and self-explanatory. an updated list of all associates has to be prepared. performance appraisals and compensation management. JDs are then formally revised and the same gets communicated to all the employees. the procedure that was followed last year can be used in the current year or a new methodology can be adopted. Next the procedure to be followed for carrying on the exercise has to be decided upon i.e. all have to be explained to them so that they are able to fill out the Job Description forms without any ambiguity and to the best of their knowledge. If they get approved. procedure. The process.
. The new revised JD templates are then shown and discussed with the top management. The filled out forms are then collected and reviewed by the divisional head before forwarding the same to the HR department for final analysis. Before starting with the JD exercise. JDs are very useful in recruitment.
DESIGN THE QUESTIONNAIRE
EXPLAIN THE PROCEDURE TO FILL THE QUESTIONNAIRE
DISTRIBUTE THE QUESTIONNAIRE TO ALL
COLLECT THE QUESTIONNAIRE
ANALYSIS OF THE COMPILED RESULTS
EVALUATE THE RECOMMENDATIONS
ON THE BASIS OF FEASIBILITY IMPORTANCE EXECUTABILIY
.T NEW JOINEES SALARY DETAILS EXPERIENCE AGE ETC.EMPLOYEE ENGAGEMENT IN HSCI PROCESS FLOW DIAGRAM OF EMPLOYEE ENGAGEMENT
UPDATE THE LIST OF ALL EMPLOYEES IN DATABASSE
PREPARE SURVEY METHODOLOGY
there are three factors that determine the employee’s level of engagement with the organization. They have to be told what to do just so they can do it and say that they have finished it. The unique psychological makeup of each employee. Employees who are not-engaged end up feeling that their contributions are being overlooked. The employees can be classified on the basis of their levels of engagement as: 1. The organization’s ability to create an environment which promotes employee engagement. An engaged employee is someone who is committed. The level and the kind of interaction that exists between employees at all levels. 1. While an organization would always want to be associated with engaged employees and would try to create an environment encouraging this. They
. Engaged--Engaged employees want to know the expectations for their role so they can meet and exceed them. Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals that they are expected to accomplish. 3. They work with passion and they drive innovation and move their organization forward.Employee engagement is the level of commitment and involvement an employee has towards their organization and its values it is when the employee is physically. emotionally and intellectually attached to their work and organization. 2. They use their talents and strengths at work every day. hard-working and passionate about what they do. They're curious about their company and their place in it. and their potential is not being tapped. 2. They perform consistently at high levels.
or a modified version of that or if a consultant his doing the survey. clear.An actively disengaged employee will be consistently against everything. quantifiable and measurable. The questionnaire should be such that the analysis of the responses should not pose any kind of problem. it is distributed to all employees but not before explaining the steps and the procedure to everyone. a survey is carried out annually. This survey can be done in. Once the questionnaire is designed. It should not in any case be time consuming. The methodology can be on the bases of the survey conducted in the previous years. Actively Disengaged--. To estimate the level of employee engagement in the organization. self . Next comes designing the questionnaire. 3. to the point.house or a consultant can be hired to do the same. Once all the questionnaires are collected and the responses are compiled. No matter who does the survey.often feel this way because they don't have productive relationships at the workplace with their managers or even with their co-workers. They spread feeling of negativity at every opportunity. The next step is to decide the methodology to be adopted to conduct the survey. objective. It should be short. A fixed time is given to all for returning the filled in copies of the questionnaire. next step is the analysis. The problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning.
. the methodology suggested by the consultant will have to be reviewed before its approval.explanatory. crisp. They're unhappy at work and are busy acting out their unhappiness. an updated list of all employees to be surveyed is prepared.
importance and excitability of the recommendation. then it is the duty of the HR department to do the analysis.
. recommendations to improve employee engagement in the organization are made. On the basis of the analysis.If the survey is done in house. If not then the consultant collects the complied results and puts across its analysis regarding the level of employee engagement in the organization. The recommendations are then evaluated on the basis of feasibility.
RETENTION IN HSCI PROCESS FLOW DIAGRAM OF EXIT
HR CONDUCTS EXIT INTERVIEW
ANALYSIS OF EXIT INTERVIEW COMMENTS BY HR AND HOD
FEEDBACK ON THE EMPLOYEE BY CONCERNED HOD
EMPLOYEE FILLS IN THE EXIT FORM
FORM PROPERLY SIGNED BY HOD RETURNED TO HR DEPARTMENT
DEPARTMENTAL ANALYSIS OF EXITS BY HRD DONE ON A QUARTERLY BASIS
COUNTERMEASURE PLANNING BY HR
The retention of employees is one of the biggest challenges being faced by organizations in India today. The training provided here along with Honda’s brand name. Employee retention is beneficial for the organization as well as the employee. Employees here go through a strict selection process which ensures good quality of workforce. but for long term success. Environment 5. Performance evaluation
. Due to this curbing the growing attrition rate by retaining the key employees has become a very important task in HSCI. This threat has been posed by the opening of the economy. Growth 4. which is providing tremendous opportunities for employment to the deserving candidates. Organizations are devising various strategies to attract and retain competent and valuable employees. Compensation 2. Retention basically depends on five things 1. an organization needs more than half of its employees to stay for a relatively long period of time. Relationship 3.Employee retention can be defined as a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project. makes the employees very attractive prospective candidates to other organizations. While an attrition rate of 10 ~ 12 % is acceptable as it allows fresh ideas to enter in the organization.
. Based on the analysis. The main purpose of conducting an exit interview is to know the main reason behind the employee’s decision to quit. he undergoes an exit interview. All the exits in one particular department are compiled together and then their analysis is done. Along with the interview he also has to fill in an exit interview form. new retention strategies and countermeasures to curb attrition can be formalized. The employee then goes on to fill the exit interview form and submits it to the HR duly signed by the HOD.Also every time an employee gives his resignation. The interview is then analyzed by both the parties and relevant feedback is given to the employee by the concerned HOD. This also serves as a written record at the time of exit analysis which is done frequently. The form is designed so as to understand his point of view and his understanding of the organization. the HR coordinates and conducts the exit interview of the employee with the Head of the Department.
counseling and developing employees. first. ―How performance is managed in an organization determines to a large extent the success or failure of the organization. personnel. Judgmental evaluations are the most commonly used with a large variety of evaluation methods. PA helps the subordinate answer two key questions. etc. and conveying and discussing compensation.
. such as organizational citizenship behavior. and some have been moving into short-cycle (weekly. The interview could function as ―providing feedback to employees.Historically. strengths and weaknesses. To collect PA data. biweekly) PA . job status. and judgmental evaluation. Other aspects of individual employees are considered as well. "What are your expectations of me?" second. "How am I doing to meet your expectations?" Performance management systems are employed ―to manage and align" all of an organization's resources in order to achieve highest possible performance. every quarter). however many companies are moving towards shorter cycles (every six months. potential for future improvement. Therefore. Performance appraisals are a part of development and consist of regular reviews of employee performance within organizations. or employee appraisal is a method by which the job performance of an employee is evaluated. there are three main methods: objective production. or disciplinary decisions‖. (career) development discussion. accomplishments.PERFORMANCE APPRAISAL IN HSCI A performance appraisal (PA). improving PA for everyone should be among the highest priorities of contemporary‖ organizations. A performance appraisal is a systematic and periodic process that assesses an individual employee’s job performance and productivity in relation to certain pre-established criteria and organizational objectives. PA is often included in performance management systems. PA has been conducted annually (long-cycle appraisals). performance evaluation. performance review.
―as a means of documentation to aid in keeping track of decisions and legal requirements‖ and in wage and salary administration. test validation. PAs can benefit an organization’s effectiveness. and more. For example. terminations. PAs can aid in the formulation of job criteria and selection of individuals ―who are best suited to perform the required organizational tasks‖. promotions. A central reason for the utilization of performance appraisals (PAs) is performance improvement (―initially at the level of the individual employee. Here are a number of potential benefits of organizational performance management conducting formal performance appraisals (PAs). promotions. While there are many potential benefits of PA. however. termination. Additionally.g. PA may result in legal issues if not executed appropriately as many employees tend to be unsatisfied with the PA process. to establish personal objectives for training‖ programs. allowing employees to know how they are doing and organizational expectations).Some applications of PA are compensation. PAs can also be used to aid in work motivation through the use of reward systems. and ultimately at the level of the organization‖). One way is PAs can often lead to giving individual workers feedback about their
.g. there are also some potential drawbacks. for transmission of objective feedback for personal development.g. There has been a general consensus in the belief that PAs lead to positive implications of organizations. PAs created in and determined as useful in the United States are not necessarily able to be transferable cross-culturally. performance improvement. Other fundamental reasons include ―as a basis for emplo yment decisions (e. test validation). transfers). to aid with communication (e. A PA can be part of guiding and monitoring employee career development. Furthermore. PA can help facilitate management-employee
communication. as criteria in research (e.
management-employee communication can serve as a guide in job performance. Fundamentally.job performance. From this may spawn several potential benefits such as the individual workers becoming more productive. Collaboration can also be advantageous by resulting in employee acceptance and satisfaction of appraisal results.
Performance improvement: well constructed PAs can be valuable tools for communication with employees as pertaining to how their job performance stands with organizational expectations. PAs provide room for discussion in the collaboration of these individual and organizational goals. numerous studies have reported positive relationships between human resource management (HRM) practices" and performance improvement at both the individual and organizational levels. ―At the organizational level.
Goal setting and desired performance reinforcement: organizations find it efficient to match individual worker’s goals and performance with organizational goals.
. It has been proposed that feedback from PAs aid in minimizing employees’ perceptions of uncertainty.
Enhancement of employee focus through promoting trust: behaviors. and/or issues may distract employees from their work. Such factors that consume psychological energy can lower job performance and cause workers to lose sight of organizational goals. Properly constructed and utilized PAs have the ability to lower distracting factors and encourage trust within the organization. and trust issues may be among these distracting factors. thoughts. Other potential benefits include:
Facilitation of communication: communication in organizations is considered an essential function of worker motivation.
post-appraisal opportunities for training and development in problem areas. PAs can especially be instrumental for identifying training needs of new employees. One of the problems with formal PAs is there can be detrimental effects to the organization(s) involved if the appraisals are not used appropriately. Complications stemming from these issues are:
Detrimental to quality improvement: it has been proposed that the use of PA systems in organizations adversely affect organizations’ pursuits of quality performance. Generally. individuals have negative perceptions of PAs‖.
Determination of training needs: ―Employee training and development are crucial components in helping an organization achieve strategic initiatives‖. Finally. there are two overarching problems from which several complications spawn. as determined by the appraisal.
Negative perceptions: ―Quite often. there are also potential drawbacks. must be offered. Receiving and/or the anticipation of receiving a PA can be uncomfortable and distressful and potentially cause ―tension between supervisors and subordinates‖ If
. The second problem with formal PAs is they can be ineffective if the PA system does not correspond with the organizational culture and system. PAs can help in the establishment and supervision of employees’ career goals
Despite all the potential advantages of formal performance appraisals (PAs). It is believed by some scholars and practitioners that the use of PAs is more than unnecessary if there is total quality management. It has been argued that for PAs to truly be effective. It has been noted that determining the relationship between individual job performance and organizational performance can be a difficult task.
PAs are used in organizational disciplinary programs as well as for promotional decisions within the organization. Derail merit pay or performance-based pay: some researchers contend that the deficit in merit pay and performance-based pay is linked to the fundamental issues stemming from PA systems.
. challenging performance goals can impede on employees’ abilities to acquire necessary knowledge and skills. Especially in the early stages of training. Negative outcomes concerning the organizations can result when goals are overly challenging or overemphasized to the extent of affecting ethics. Moreover.the person being appraised does not trust their employer. or quality.e. legal requirements. Errors: Performance appraisals should provide accurate and relevant ratings of an employee’s performance as compared to pre-established criteria/goals (i. ―Inflated ratings are a common malady associated with formal" PA. The improper application and utilization of PAs can affect employees negatively and lead to legal action against the organization. legal issues could result that place the organization at risk. appraiser or believe that they will benefit from the process it may become a "tick box" exercise. Nevertheless. Performance goals: performance goals and PA systems are often used in association. supervisors will sometimes rate employees more favorably than that of their true performance in order to please the employees and avoid conflict. it would be more beneficial to instruct employees on outcome goals than on performance goals. organizational expectations). Legal issues: when PAs are not carried out appropriately.
they will find a wide range in difference of skills and abilities. there is employee-supervisor reciprocity in the discussion for any discrepancies between self ratings and supervisor ratings. including information on ratings from other managers.IMPROVING PERFORMANCE APPRAISALS Although performance appraisals can be so easily biased. increasing job satisfaction and motivation
.Trained raters provide managers who evaluated their subordinates with feedback.
Subordinate Participation .Creating an awareness and acceptance in the people conducting the appraisals that within a group of workers. This reduces leniency errors.By allowing employee participation in the evaluation process.
Providing Feedback to Raters . thus. there are certain steps that can be taken to improve the evaluations and reduce the margin of errors through the following:
not solely because of length of service. structured system of measuring and evaluating an employee's job related behaviors and outcomes to discover how
.S. LABOR UNIONS: Labor unions represent nearly 14% of the U. giving higher ratings than deserved.
Performance appraisal is a formal. Many employees.OPPOSITION TO PERFORMANCE APPRAISALS Not everyone is in favor of formal performance appraisal systems.
Many managers do not like to play the role of a judge and be responsible for the future of their subordinates. Performance appraisals can provide a reliable basis for these decisions. especially those most affected by such ratings are not very enthusiastic about them. workforce They require that seniority rather than assessment of employee merit be taken as the basis for promotion.
This tendency can lead them to inflate their assessments of the workers’ job performance. length of job experience alone is no indication of the ability to perform a higher level job. MANAGERS: Managers who have had unsatisfactory experiences with inadequate or poorly designed appraisal programs may be skeptical about their usefulness. There are many critics of these appraisals including labor unions and managers. However.
They are often uncomfortable about providing negative feedbacks to the employees. but they must qualify for that promotion because of their abilities. That is why senior people should be given the first opportunity for promotion.
a pay cut would follow. or less effective than their colleagues. measure and motivate performance. average performers. With the Ranking System it wasn't possible for
. and non performers.and why the employee is presently performing on the job and how the performance be improved. then you cannot improve it and no improvement translates to no growth for both the organization and the individual. both organizational and individual. establish a shared understanding of what is to be achieved and how it is to be achieved. performance appraisal concept has become a mandatory practice in all organizations. Over the years. The employees were given some number that supposedly indicates whether they are better than. If an employee's performance was found to be less than the benchmark. It is an organization wide management program that provides a structured approach to communicate business strategy. Measuring job performance is important because if you cannot measure it. This differentiation help in rewarding employees based on their performance. Also by measuring performance it becomes easy to differentiate between good performers. employees were compared against one another or one against many to rank their performance. This ranking was often used to determine who will receive pay raises from a limited pool of money rather than using it for people development. It was used to decide whether or not the salary of an individual employee was justified or not. about same. Performance appraisal system had begun as simple methods of income justification. Traditionally. facilitate management of self and others. On the other hand if their performance was better a pay rise was given.
.everyone to be ranked as excellent or many employees to get the same rank even if their performance were at the same level.
techniques like Key Result Area (KRA). employees fill up the self appraisal form which record what has been achieved in terms of quality. Methods like coaching and mentoring are also used to improve employee performance.PROCESS OF APPRAISAL
DEFINE THE OBJECTIVES OF APPRAISAL
ESTABLISHING JOB EXPECTATIONS
DESIGNING AN APPRAISAL PROGRAM
USING APPRAISAL DATA FOR APPROPRIATE PURPOSES Performance appraisal these days is future oriented with organizations using methods like Management by Objectives (MBO). Psychological appraisal. cost. 360 degree feedback techniques are used. quantity.
. employees are made aware about the goals they have to achieve. Also proposal for twice a year review is also being implemented. Apart from this. the Head of Department also gives his inputs about the employees’ performance. 360 degree appraisal. At the time of performance appraisals. Behaviorally Anchored Rating Scales (BARS) and Assessment centers for appraisal. In HSCI. By performing elaborate job description and KRA activities. delivery and execution.
PROCESS FLOW DIAGRAM OF PERFORMANCE APPRAISAL
MAKE A LIST OF ALL EMPLOYEES
DECIDE ON THE APPRAISAL METHOD
DESIGN THE APPRAISAL FORM
FORWARD RESPECTIVE FORMS TO ALL
ELUCIDATE THE PROCEDURE TO THEM
DECIDE INCREMENTS BASED ON GRADES
PREPARE APPRAISAL LETTER FOR EVERY INDIVIUAL
DISTRIBUTE LETTERS TO DIVISIONAL HEADS
COLLECT SIGNED COPIES OF APPRAISAL LETTERS
II 8. General Manager 3.I 7. Executive 12. Assistant Manager 10. Manager . Junior Executive 13. Deputy Manager 9. Senior Manager 6.LEVEL BAND
1. Manager . Senior General Manager 2. Senior Executive 11.IV
D C B A Level -I
Level . Assistant General Manager 5. Deputy General Manager 4.
Total marks are 100
Following table shows the marks and grades given as per the performance: MARKS > 90 75 ~ 90 60 ~ 75 45 ~ 60 30 ~ 45 < 30 CRITERIA OF PROMOTION ACCORDING TO GRADES GRADES S A+ A B+ B C
Years in present designation 1 year 2 YRS.All associates joining HSCI on or before 31st December of the year of Performance Appraisal are eligible for evaluation. 3 YRS. 4 YRS. 5 YRS. Rating is done on a scale of 1-10.
Minimum grade required for promotion S A A+ A A A B+ B+ A A B+ B+ B+ B+ A
. II) and from A. B+ on Level change (V. III. D in Level I. Exceptional cases of higher grade can be there. IV. B.For new joinees With 6 or less months at HSCI With m ore than6 months at HSCI : : not more than B+ regular first appraisal
Appraisal grade for A’s promoted last year Max. C.
thus communication can occur across vast distances in time and space. Communication may be intentional or unintentional. information. ◦Encoding: Next. a message. visuals. and may occur through spoken or other modes.
. One definition of communication is ―any act by which one person gives to or receives from another person information about that person's needs. or behavior. messages. signals. The communication process is complete once the receiver understands the sender's message. may take linguistic or non-linguistic forms. or affective states. This can be a concept. writing.‖ Communication requires a sender.COMMUNICATION IN PMS The single biggest problem in communication is the illusion that it has taken place. the receiver translates the words or symbols into a concept or information that a person can understand. or information. idea. although the receiver doesn't have to be present or aware of the sender's intent to communicate at the time of communication. as by speech. perceptions.” . or feelings. Communication requires that the communicating parties share an area of communicative commonality.George Bernard Shaw
Communication is the activity of conveying information through the exchange of thoughts. knowledge. and a recipient. Communicating with others involves three primary steps: ◦Thought: First. It is the meaningful exchange of information between two or more living creatures. information exists in the mind of the sender. ◦Decoding: Lastly. a message is sent to a receiver in words or other symbols. desires. may involve conventional or unconventional signals.
haptic communication. graphics. Languages seem to share certain properties although many of these include exceptions.
. human-reader. accessiblemultimedia. Braille. augmentative and alternative modes. including accessible information and communication technology Feedback is a critical component of effective communication. as well as written and plain language. The word "language" also refers to common properties of languages. Other examples are media content such as pictures. and various mathematical formalisms are not necessarily restricted to the properties shared by human languages. means and formats of communication. tactile communication. The Convention on the Rights of Persons with Disabilities also defines the communication to include the display of text. large print. These include body language. Most of the thousands of human languages use patterns of sound or gesture for symbols which enable communication with others around them. eye contact. Constructed languages such
as Esperanto.and chronemics. There are a variety of verbal and non-verbal forms of communication. sign language. Communication is the flow or exchange of information within people or a group of people. There is no defined line between a language and a dialect. programming languages.VERBAL COMMUNICATION Human spoken and pictorial languages can be described as a system of symbols (sometimes known as lexemes) and the grammars (rules) by which the symbols are manipulated. sound. and writing. Language learning normally occurs most intensively during human childhood.
. while primarily referring to spoken verbal communication. and aspects of interpersonal communication. haptics. facial expression and eye contact.gesture. architecture. Research has shown that up to 55% of spoken communication may occur through non verbal facial expressions. This type of communication also garners immediate feedback. spatial arrangement of words and the use of emoticons to convey emotional expressions in pictorial form. as well as through an aggregate of the above. hairstyles. and may have a greater impact upon the listener than informational content. infographics. As a type of face-to-face communication. can also employ visual aids and non-verbal elements to support the conveyance of meaning. Speech also contains nonverbal elements known as paralanguage. emotion and speaking style as well as prosodic features such as rhythm. symbols. Likewise. written texts include nonverbal elements such as handwriting style. and a further 38% through
paralanguage. body language or posture. presentations. discussions. These include voice lesson quality. body language and choice tonality play a significant role.
ORAL COMMUNICATION Oral communication. Oral communication includes speeches. and tone of voice.NONVERBAL COMMUNICATION Nonverbal communication describes the process of conveying meaning in the form of non-word messages. object communication such
as clothing. Some forms of non verbal communication include chronemics. intonation and stress.
and evaluating enables collaboration and cooperation.. listening. all the people of the organization must be able to convey their message properly. etc. Over time the forms of and ideas about communication have evolved through the continuing progression of technology. infrared) and other electronic signals. Advances include communications psychology and media psychology. wax. microwave. Written communication can be clarified by planning follow-up talks on critical written communication as part of the every-day way of doing business. speaking.BUSINESS COMMUNICATION A business can flourish only when all objectives of the organization are achieved effectively. papyrus. an emerging field of study. During the second stage. writing began to appear on paper. and stories of strategic talk. This process. which requires a vast repertoire of skills in interpersonal processing. The progression of written communication can be divided into three revolutionary stages called "Information Communication Revolutions". questioning. clay. written communication first emerged through the use of pictographs. with common alphabets. Misunderstandings can be anticipated and solved through formulations. gestures. The pictograms were made in stone. observing. hence written communication was not yet mobile. The third stage is characterized by the transfer of information through controlled waves of electromagnetic (i. A few minutes spent talking in the present will save valuable time later by avoiding
. paraphrasing. For efficiency in an organization. questions and answers. radio. examples. Communication is thus a process by which meaning is assigned and conveyed in an attempt to create shared understanding. analyzing. During the first stage.e.
factors such as barriers to communication are explored. which is interpreted between multiple entities and acted on in a desired way. with the intention being to discover how the communication has been ineffective. effective communication serves the purpose for which it was planned or designed. communication apprehension. generate action. Possible purposes might be to elicit change.misunderstandings in advance. gender differences and political correctness  This also includes a lack of expressing "knowledge-appropriate" communication. BARRIERS TO EFFECTIVE COMMUNICATION Barriers to effective communication can retard or distort the message and intention of the message being conveyed which may result in failure of the communication process or an effect that is undesirable. or descriptions of a situation or environment that is not understood by the recipient. medical jargon. language. create understanding. which occurs when a person uses ambiguous or complex legal words. with the potential to increase the effect of the message. selective perception. These include filtering. information overload. inform or communicate a certain idea or point of view. Effective communication occurs when a desired effect is the result of intentional or unintentional information sharing. silence. When the desired effect is not achieved. emotions. This effect also ensures the messages are not distorted during the communication process. Therefore. EFFECTIVE COMMUNICATION Effective communication should generate the desired effect and maintain the effect.
. A frequent method for this purpose is reiterating what one heard in one's own words and asking the other person if that really was what was meant.
and a lack of clarity in roles and responsibilities which can lead to staff being uncertain about what is expected of them.
. Staff shortages are another factor which frequently causes communication difficulties for an organization. SYSTEM DESIGN System design faults refer to problems with the structures or systems in place in an organization. brought about by insufficient training to enable them to carry out particular tasks. may also cause problems. a lack of supervision or training. it may be as a result delay in payment at the end of the month. Examples might include an organizational structure which is unclear and therefore makes it confusing to know whom to communicate with. personality conflicts which can result in people delaying or refusing to communicate. lack of consultation with employees. Other examples could be inefficient or inappropriate information systems. by such factors as poor management. which in turn interfere with effective communication. While distractions like background noise. or just resistance to change due to entrenched attitudes and ideas. These may be brought about. ATTITUDINAL BARRIERS Attitudinal barriers come about as a result of problems with staff in an organization. Likewise. poor lighting or an environment which is too hot or cold can all affect people's morale and concentration. particularly the failure of management to introduce new technology. An example of this is the natural barrier which exists if staff are located in different buildings or on different sites. the personal attitudes of individual employees which may be due to lack of motivation or dissatisfaction at work.PHYSICAL BARRIERS Physical barriers are often due to the nature of the environment. poor or outdated equipment. for example.
PRESENTATION OF INFORMATION Presentation of information is important to aid understanding. A communications director will typically manage internal communication and craft messages sent to employees. Media channels for business communication include the Internet. Simply put. INDIVIDUAL LINGUISTIC ABILITY The use of jargon. radio. It
. caused—for example—by ill health. Business communication can also refer to internal communication. difficult or inappropriate words in communication can prevent the recipients from understanding the message. Poorly explained or misunderstood messages can also result in confusion. PHYSIOLOGICAL BARRIERS These may result from individuals' personal discomfort.AMBIGUITY OF WORDS/PHRASES Words sounding the same but having different meaning can convey a different meaning altogether. the communicator must consider the audience before making the presentation itself and in cases where it is not possible the presenter can at least try to simplify his/her vocabulary so that the majority can understand. print
media. It is better if such words are avoided by using alternatives whenever possible. However. and word of mouth. research in communication has shown that confusion can lend legitimacy to research when persuasion fails. poor eyesight or hearing difficulties. television. Hence the communicator must ensure that the receiver receives the same meaning. ambient media.
Web-based communication . Presentations . which provide an instantaneous medium of written communication worldwide.important in documenting the activities of any department. forum boards.
suggestion box. Business communication is a common topic included in the curricula of Masters of Business Administration (MBA) programs of many universities. usually involving audiovisual material.very popular method of communication in all types of organizations. many community colleges and universities offer degrees in Communications. anytime anywhere video conferencing which allow people in different locations to hold interactive meetings. like copies of reports. which allow people to instantly post information at a centralized location.
.it is mainly for upward communication as because some people may hesitate to communicate to the to management directly so they can give suggestion by drafting suggestion in suggestion box. There are several methods of business communication. and
Face-to-face meetings. which are personal and should be succeeded by a written followup. which allow for long distance speech.for better and improved communication. AS well. Reports .
telephoned meetings. or material prepared in Microsoft PowerPoint or Adobe Flash.is vital that internal communications are managed properly because a poorly crafted or managed message could foster distrust or hostility from employees.
and face to face. pitch. Communicate what you need and then pause to let the recipient process and respond to the information. telephone. Information is easier to access and delivered immediately with these interactions rather than waiting for an email or phone call. and body language is observed. These interactions can portray a whole different message than written communication as tone. and committed You make an impression on everyone with the way you handle your communication skills from your voice to your body language. to be effective in business communication you need to be clear. and listen. brief.EFFECTIVE BUSINESS COMMUNICATION Communication is the top quality that employers look for. Conflicts are also easily resolved this way as verbal and non-verbal cues are observed and acted upon. With an average of 1800 messages being sent by workers through memos. FACE-TO-FACE COMMUNICATION: Face-to-face communication helps to establish a personal connection and will help sell the product or service to the customer. Speak clearly and ask questions to understand the needs and wants. it is important to listen and pay attention to the recipient and send your information clearly. One good tip would be to speak. All in all. Decisions are made more confidently during a face-to-face interaction as the recipient asks questions to understand and move forward with their decision. Communicating professional is very important as you are representing the company. focused. Effective business communication starts by asking the right questions to understand the customer’s needs and wants to be able to recommend a product or service customized to the customer. let the recipient respond as you resolve the issue. pause.
. email. faxes.
make sure you are clear and brief. Again. or expressions. When leaving a message. Miscommunication is very frequent as the reader doesn’t know what non-verbal cues you are giving off. If replying to a voicemail try to respond as soon as possible and take into consideration the time of day. make sure the information is clear and to the point so the recipient isn’t confused. title. Also be mindful of where you are and the noise level as well as the people you are around when trying to reach someone by phone. Don’t call to early or too late. State your name and who you are and why you are calling them as well as contact information. TELEPHONE COMMUNICATION: When making a business call make it clear who you are and where you are from as well as your message when on the phone. Before beginning an email make sure the email address you are using is appropriate and professional as well as the message you are going to send. tone. Make sure you include your signature. and date
. Smile and have a positive attitude as the recipient will be able to read you and that will effect how they react.EMAIL COMMUNICATION: When using email to communicate in the business world it is important to be careful how things are worded. Make sure the memo includes a subject and stays brief but to the point. MEMORANDUM COMMUNICATION: Memorandums are straight to the point and used within a company to communicate information to individuals or departments. from. and other contact information at the end. as it is important to respect other’s time. such as the pitch. Business memos should have a center title in uppercase and to. Include what the recipient needs to do after reading the memo and a signature or initials of whom it is from.
research. opinions and plans between various parts of an organization. and practitioners who share an interest in the effective communication of technical and business information. thoughts. state the problem. PCS's academic journal is one of the premier journals in Europe communication. ideas. However. Communication is one of the basic functions of management in any organization and its importance can hardly be overemphasized. originally called the Association of College Teachers of Business Writing. The journal’s readers are engineers. including business environments. scientific. is ―an international organization committed to fostering excellence in business communication scholarship. and then discuss the causes of the problem and why it exists. writers. and others working as scholars. information designers. education.
Founded in 1936 by Shankar with the Association for Business Communication (ABC).‖
The IEEE Professional Communication Society (PCS) is dedicated to understanding and promoting effective communication in engineering. and other environments. managers. It is a process of transmitting information. and end with what to do to solve the problem while offering assistance. and practice. The manager cannot get the work done from employees unless they are communicated effectively of what needs to be
. You cannot have human relations without communication. educators. Effective two–way communication of information and decision between the employee and manager is an essential component for management-employee relations.aligned to the left. good and effective communication is required not only for human relations but also for successful business. To begin.
done. roles. He should also be sure of some basic facts such as how to communicate and what results can be expected from that communication. Builds a better relation with the supervisor. Facilitates better understanding of duties. Increases self-esteem. 5. 4. 2. 2. Helps realize need for good performance.
. 3. Gives them an opportunity to motivate employees. 3. BENEFITS FOR EMPLOYEES 1. Helps institute a good working relationship with employees. Performance Management System should aim at encouraging communication so as to enable the employees to understand what is expected of them and how do they go about achieving it. Quick and effective dealing with problems in a opportune manner. Maintains and clarifies employee priorities. responsibilities and priorities. 5. more effective management and stronger performance. Lets employees know and understand where they stand. 4. Enables them to give clear guidelines to employees on their responsibilities and expectations. Better communication leads to better understanding. BENEFITS FOR SUPERVISORS 1.
BENEFITS FOR THE ORGANIZATION 1. 6. 7. Communication to people that they are valued. Identification of ideas for improvement. and issues of employees. 4. Creation and maintenance of a culture of continuous improvement. Effective communication of organization’s objectives and values. Improved overview of tasks performed by each member of a group. Increased sense of cohesiveness and loyalty. Managers are better equipped to use their leadership skills and to develop their staff. 8. Allows fearless communication of thoughts. 5.6.
. Improved performance throughout the organization due to: 2. ideas. 3.
The main purpose of the summer internship project is to familiarize us to real-life work situations that would require us to take decisions in unclear situations. The primary objective of my project report is: 1. To identify the main problem areas from the point of view of its employees. 2.
. To analyze if effective use of communication can help in enhancing employee satisfaction and hence in better talent management and also curb problems like high attrition. To study performance management at HSCI. involve analytical thinking and force us to process our thoughts which cannot be done so in the classroom. 3.
starting from short listing the CVs to their joining
. 2. attrition and retention. Understanding Job Descriptions and KRAs. 3. Working on the manpower data for recruitment. Gaining competency of recruitment.SCOPE
The scope of the project is widespread as it covers all activities of human resource that I’ve had a chance to gain practical experience in HSCI.
4. Studying Performance Management System. The scope of my project is cited below:
Employees are sometimes hesitant to provide complete and full information. 3.LIMITATIONS
While pursuing my project I encountered the following limitations: 1. 2. employees were not able to put in the picture all that they wanted to. Often due to pressure of meeting goals and achieving targets and day to day work.
. 4. A group discussion could also have helped in the research. Time was a main restricting factor while working the project. but could not be held due to various factors.
ANALYSIS AND DISCRIPTION
9. Also talking to the employees here helped me in examining the PMS in a greater detail. No documentation is done of the communication i. There is no formal. 7. studied and understood much about the Performance Management System of Honda Siel Cars India Ltd. by using KRAs and 360 degree appraisal. Based on it. 3. well structured model for improving employee performance which is being currently followed. 6. equality and impartiality. Honda is a believer in parity and its Performance Management system is based on the framework of fairness.e. Performance communication is not frequent enough.ANALYSIS AND DISCRIPTION
During my 7 weeks stay at HSCI. 5. It has bought another big improvement in its Performance Management System by making the performance review a bi-annual event. the feedback given. I have learnt. HSCI has employed very efficient and effective Performance Management System which was designed in-house. 2. I present my analysis as follows: 1. Employees are not very clear about concepts like variable pay and grades which are directly linked with performance. It is up-to-date with all the techniques and method to evaluate employee performance. 8. The Performance Management System is lacking though on the communication side. 4.
if yes then what was the result.
. was he able to implement the suggestion. if not then what else can be done etc.10. No follow-ups are done to keep a track of what was suggested to the employee. if it was helpful.
The technique is credited to Albert Humphrey. These can be explained well with the help of SWOT Analysis SWOT analysis (alternatively SWOT Matrix) is a structured planning method used to evaluate the Strengths. Setting the objective should be done after the SWOT analysis has been performed. place. in the same way there are various good and bad aspects of any process.SWOT ANALYSIS
Every coin has to phases. The degree to which the internal environment of the firm matches with the external environment is expressed by the concept of strategic fit. Opportunities. who led a convention at the Stanford Research Institute (now SRI International) in the 1960s and 1970s using data from Fortune 500 companies. This would allow achievable goals or objectives to be set for the organization
Strengths: characteristics of the business or project that give it an advantage over others. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. Weaknesses.
Weaknesses: characteristics that place the team at a disadvantage relative to others Opportunities: elements that the project could exploit to its advantage Threats: elements in the environment that could cause trouble for the business or project
. A SWOT analysis can be carried out for a product. industry or person. and Threats involved in a project or in
a business venture.
Users of SWOT analysis need to ask and answer questions that generate meaningful information for each category (strengths. If the objective is not attainable a different objective must be selected and the process repeated. given the SWOTs. weaknesses. and threats) to make the analysis useful and find their competitive advantage. the decision makers should consider whether the objective is attainable. opportunities.Identification of SWOTs is important because they can inform later steps in planning to achieve the objective.
and so on. The external factors may include macroeconomic matters. INTERNAL organization
the strengths and weaknesses internal
2. What may represent strengths with respect to one objective may be weaknesses (distractions. technological change.SWOT analysis aims to identify the key internal and external factors seen as important to achieving an objective. SWOT analysis groups key pieces of information into two main categories: –
1. The importance of ind1ividual SWOTs will be revealed by the value of the strategies they generate. A SWOT
. and sociocultural changes. competition) for another objective. finance. manufacturing capabilities. for example. EXTERNAL FACTORS – the opportunities and threats presented by the environment external to the organization Analysis may view the internal factors as strengths or as weaknesses depending upon their effect on the organization's objectives. The factors may include all of the 4Ps. SWOT analysis is just one method of categorization and has its own weaknesses. as well as personnel. as well as changes in the marketplace or in competitive position. it may tend to persuade its users to compile lists rather than to think about actual important factors in achieving objectives. It also presents the resulting lists uncritically and without clear prioritization so that. The factors come from within a company's unique value chain. It is prudent not to eliminate any candidate SWOT entry too quickly. For example. legislation. weak opportunities may appear to balance strong threats. The results are often presented in the form of a matrix.
item that produces valuable strategies is important. SWOT analysis may also be used in pre-crisis planning and preventive crisis management. that organization will use a systematic/rigorous process known as corporate planning. this needs to include an assessment of the present situation as well as a portfolio of products/services and an analysis of the product/service life cycle
ANALYSIS OF EXISTING STRATEGIES: This should determine relevance from the results of an internal/external appraisal. business and
SWOT alongside PEST/PESTLE can be used as a basis for the analysis of environmental factors. SWOT analysis may also be used in creating a recommendation during a viability study/survey. The usefulness of SWOT analysis is not limited to profit-seeking organizations. Examples include: non-profit organizations. and individuals. This may include gap analysis which will look at environmental factors
. governmental units. SWOT analysis may be used in any decision-making situation when a desired end-state (objective) has been defined.
SET OBJECTIVES – defining what the organization is going to do ENVIRONMENTAL SCANNING:
Internal appraisals of the organization's SWOT. As part of the development of strategies and plans to enable the organization to achieve its objectives. A SWOT item that generates no strategies is not important.
and other factors. sources of profits. Marketing management often finds it necessary to invest in research to collect the data required to perform accurate marketing analysis. Accordingly. resources and competencies. such as focus groups
. management often conducts market research (alternately marketing research) to obtain this information. focusing especially on their relative competitive strengths and weaknesses using SWOT analysis. marketers build detailed profiles of each competitor in the market.
In many competitor analyses. resource. but some of the more common include:
Qualitative marketing research. Marketing managers will examine each competitor's cost structure. projects plans for strategy implementation
MONITORING results – mapping against plans. taking corrective action which may mean amending objectives/strategies. historical responses to industry developments. Marketers employ a variety of techniques to conduct market research. competitive positioning and product differentiation. degree of vertical integration.
STRATEGIC ISSUES DEFINED – key factors in the development of a corporate plan which needs to be addressed by the organization
DEVELOP new/revised strategies – revised analysis of strategic issues may mean the objectives need to change
ESTABLISH critical success factors – the achievement of objectives and strategy implementation
PREPARATION of operational.
such as statistical surveys Experimental techniques such as test markets Observational techniques such as ethnographic (on-site) observation Marketing managers may also design and oversee various environmental scanning and competitive intelligence processes to help identify trends and inform the company's marketing analysis.
Quantitative marketing research.
Reputation in marketplace
Shortage of consultants Well established at operating level rather than partner level position with a well defined market niche
Large consultancies operating at a minor level
Expertise at partner level in HRM consultancy
Unable to deal with multi-disciplinary
Identified market for consultancy in areas
Other small consultancies looking to invade the marketplace
assignments because of other than HRM size or lack of ability
Below is an example SWOT analysis of a market position of a small management consultancy with specialism in HRM.
. Goal setting should be done considering the opinions and views of subordinates also. Lack communication is an obvious weakness.
OPPORTUNITIES: There are various new and effective techniques of performance appraisal which may be opted for. Properly designed and framed forms are used for proper evaluation of the employees. Systematic promotion and increment criteria are followed.
WEAKNESSES : Various departments take long time in submitting the forms and details about employees. HODs and seniors do the fair evaluation of the employees. behavior are considered for appraising the employees.STRENGTHS : Performance Appraisal in HSCI is done in well planned and systematic way. capability. Performance appraisal reviewed twice in a year. and due to some other reasons performance appraisal process takes long time. Various aspects like performance/result.
but this will definitely help in tracking the improvement of the employees. Feedback can be given as praise in the form of reward and recognition.THREATS: The various improved and advance techniques of performance appraisal followed by other automobile companies. Feedback should be made a continuous feature in the organization as giving feedback only once or twice a year will not be of much use.
RECOMMENDATIONS After analyzing the PMS of HSCI. I would suggest a well structured and a well documented Communication Improvement Plan (CIP) for HSCI with the focus on improving performance through communication. The form should include:
. This would help them to plan accordingly. Feedback should be based on what is expected and what has been accomplished after the work is performed. Also important is to keep a proper documentation of all the communication that is taking place. Goals which are unattainable by the employees may be set. STEP 1: Feedback is a process by which effective performance is reinforced and nondesirable performance is corrected. Employees need to be given feedback at regular intervals so that they are aware of where they are going wrong and what are they doing right. or it can be corrective in the form of disciplinary or corrective action. Though this would mean filling up of another form and would take time and effort.
Description of the employee’s performance.
if any. b. What is expected in the future.
Date Time Place Remarks: Remarks should include: a. Suggestions. d. c. Time frame for improvement. Example of a communication record keeping document
2.Conversation No. 3.
Evaluation of Current Performance:
Suggested to Achieve Best Results 1. 3. 4. #
The following table identifies performance measures and major job responsibilities for _______________________________ as of ______________ at____________ (employee name) (date) (place)
Allotted Time: _________ days
_______________________________ (employee signature)
__________________________ (supervisor signature)
The discussion should focus primarily on performance and should be kept separate from the mention of salary issues. When giving feedback. 3. the employees should be encouraged to identify their most important achievements over the evaluation period.Employee Comments 1. or clarification of clear performance criteria. it is useful to focus first on the positive aspects of the employee's performance. To reinforce the two-way communication process of successful evaluations.
. The performance discussion should concentrate on the development. 2.
: At the start of each performance evaluation period to discuss the performance plans for the year. the employee will be frustrated. If the employee does not have a clear understanding of where his performance falls short. and will almost certainly fail to improve. it helps them to determine their own work progress. STEP 2: The second vital step to insure an increased communication between the supervisor and the employee would be scheduling meetings and interviews with the employee at regular time intervals. efforts should be made to make the employee himself indentify his shortcomings. or how he can correct any poor behavior. These meetings will also provide them the opportunity to discuss any concerns or problems that they may be having.
STEP 3: After the performance evaluation has taken place. and to improve overall job performance. When employees understand what their expectations are.g. unproductive. for e. to develop self-confidence. a few things should be taken care of
. At the end of the performance period to discuss the performance evaluation. the employee will become more aware of his job duties and expectations. When addressing these. At points throughout the year give coaching and feedback about their performance. In this way.But an employee must also be informed of any incidents of unsatisfactory performance and what to do about it.
The outcome should be noted down; follow-up agreements and commitments should be tracked.
Focus equal attention on all employees; show adequate concern for all, be it average and better employees or marginal or problem employees.
Follow up on training and development. Before the beginning of the next discussion, review progress made toward improvement and how effective the employee's efforts have been.
Apart from the communication point of view, these meeting are work in favor of employees because Employees would want to know from their supervisors where they stand. Honest and consistent feedback about individual job performance helps the employee know the performance that is being done well, what needs to be changed or corrected, and results or consequences of his performance. Employees who are self-motivated and consistent performers will give end up feeling frustrated and disappointed if there is no distinction between their performance and the performance of the mediocre or poor performer.
Performance evaluation meeting provides the employee and the supervisor with an opportunity to have a conversation about performance goals and objectives.
Honest and accurate performance feedback provides managers, supervisors and employees with an opportunity to set performance goals for individual employees and the team.
Diverting from the Communication Improvement Plan, I also strongly feel that the employees should be made more aware about the Performance Management System in their organization. They should be made more aware about concepts like Grades: Employees come to know of their grades in the appraisal letter that they receive from their divisional head and perceive grades in terms of excellent, very good, good, average, etc. They are generally not aware about what each grade signifies in terms of performance evaluation i.e. when does one get any specified grade, on what basis is the grading done, what parameters are considered for grading, etc. Two employees achieving 100% targets may get different grade as only work performance is not measured but there are other things as well. Since all these are not fully understood by the employee, they really do not know how to improve their grade. This leads to frustration, dissatisfaction and irritation on the job, leading to attrition as the employee dissatisfied with job would ultimately leave the job. Variable Pay: Again, like in the case of grades, employees really do not know or understand the variable pay structure. All they are aware of is that this component of their salary is linked to performance i.e. better the performance, better the variable pay. The
employees are not aware about the slabs being used i.e. what grade translated to how much percentage increase in variable pay. Though, being unaware about his does not pose any serious problem directly but, if the employees are made more aware about the same it would definitely help in uplifting the performance of the organization as a whole. Coming to the performance evaluation aspect of Performance Management System from the communication aspect, there is not much scope for improvement because the present one is already very well structured and serves it purpose well. They can probably opt for more future-oriented techniques for evaluating performance. The techniques could be: 1. Management By Objectives [MBO]: In this system, once a year, the management decides upon the objective which the company as a whole will try to attain. The problems which may hinder the accomplishment of these objectives and how to know when the objectives are being met are also decided. A regular series of review meetings are held at each level, for checking progress and making suitable adjustments where necessary. The appraisal system looks very much like MBO as both involve reviewing of past progress and setting of future targets. But they are in fact quite different. a. Performance appraisal is not dependent upon the downward systematic flow of information from top management. b. Performance appraisal interviews can happen at any time, without waiting for the management to begin the process. c. The objective in performance appraisal can may be individual and personal, without may reference to the objectives of the appraising manager whereas in MBO, a manager must not set objectives until his own have been set.
. The entire cyclic process then begins again with agreement and setting of goals for the next year. Thus. Subjectivity in ratings by superiors is reduced to a great extent because performance is judged on objectives-based criteria.At the end of the appraisal period. it can be seen that the whole purpose of the appraisal shifts from being a one-sided subjective judgment of performance to an interactive tool for individual growth and development. performance is measured against these clearly stated objectives and to what extent they have been achieved.
SUMMARY OF FINDINGS AND SUGGESTIONS
I asked them about their understanding. 3. There is no formal. On the basis of my study and analysis I have also given some recommendations towards the improvement of performance appraisal process followed in HSCI. No follow-ups are done to keep a track of what was suggested to the employee. if yes then what was the result. Hence there is a need for a well structured communication mode
. if not then what else can be done etc. 2. if it was helpful. Employees are not very clear about concepts like variable pay and grades which are directly linked with performance. well structured model for improving employee performance which is being currently followed. the feedback given. was he able to implement the suggestion.e. 4. No documentation is done of the communication i.
1. 5. their satisfaction levels and familiarity with the current appraisal process. I have also done the SWOT analysis of the HSCI's performance appraisal process. Performance communication is not frequent enough. I interviewed various employees of HSCI.SUMMARY OF FINDINGS AND SUGGESTIONS
For doing my research.
a) Are you a Honda car user?
Yes No (Thank you for for your time)
o o o o
20to30 31to40 41to50 51to60
d) How did you become aware of Honda?
.ANNEXURE QUESTIONNIRE FOR HONDA CAR USER
The purpose that I am doing that this questionnaire is to complete my findings for my report. All this information is just for academic use only.
e) How satisfied are you with Honda car?
o o o
Not satisfied Satisfied Very satisfied
f) What motivates you to buy Honda car?
g) How long you have been using Honda car?
h) Will you take a chance to buy others brand car apart from Honda?
I) What combination of factor influence that make you buy Honda car?
j) Are you likely to recommend Honda to a friend or colleague?
If no. why?