Professional Documents
Culture Documents
PARTIAL
SUBMITTED BY:
Name- RITESH MEENA
M.B.A.-(2009-11)
Enrollment No-A30101909110
INDUSTRY GUIDE:
FACULTY GUIDE
AMITY GLOBAL BUSINESS SCHOOL,
NOIDA
AMITY UNIVERSITY-UTTAR
PRADESH
ACKNOWLEDGEMENT
Last but not least I feel indebted to all those persons and organizations
whose/which have provided help directly or indirectly in successful
completion of this study.
Date:
RITESH MEENA
MBA (3RD SEM)
Enr
ollment No- A30101909110
TABLE OF CONTENTS
2.0 Introductions
4.0
6.0
5.0 Data
Collection
Primary Data
Secondary Data
8.0 Recommendations
9.0 Bibliography
10.0 Annexures
a. Tables
b. Graphs
c. Forms
CHAPTER 2
INTRODUCTION
Human Resource (or personnel) management, in the sense of getting things
done through people, is an essential part of every manager’s responsibility,
but many organizations find it advantageous to establish a specialist division
to provide an expert service dedicated to ensuring that the human resource
function is performed efficiently.
History:
The history of performance appraisal is quite brief. Its roots in the early 20th
century can be traced to Taylor's pioneering Time and Motion studies. But
this is not very helpful, for the same may be said about almost everything in
the field of modern human resources management.
Yet in a broader sense, the practice of appraisal is a very ancient art. In the
scale of things historical, it might well lay claim to being the world's second
oldest profession!
There is"... a basic human tendency to make judgments about those one is
working with, as well as about oneself." Appraisal, it seems, is both inevitable
and universal. In the absence of a carefully structured system of appraisal,
people will tend to judge the work performance of others, including
subordinates, naturally, informally and arbitrarily.
The human inclination to judge can create serious motivational, ethical and
legal problems in the workplace. Without a structured appraisal system,
there is little chance of ensuring that the
Sometimes this basic system succeeded in getting the results that were
intended; but more often than not, it failed.
For example, early motivational researchers were aware that different people
with roughly equal work abilities could be paid the same amount of money
and yet have quite different levels of motivation and performance.
OBJECTIVE
1. To know the various types of performance appraisal methods being
used at SFC Kota
7. To judge the effectiveness of the other human resource functions of the organization such
as recruitment, selection, training and development
5. To suggest improvement in the existing system & the tools used in the
appraisal process.
CHAPTER 3
INDUSTRY PROFILE
Manufacturing sector is the backbone of any economy. It fuels growth,
productivity, employment, and strengthens agriculture and service sectors.
Astronomical growth in worldwide distribution systems and IT, coupled with
opening of trade barriers, has led to stupendous growth of global
manufacturing networks, designed to take advantage of low-waged yet
efficient work force of India. ' Indian Manufacturing ' sector is broadly divided
into - Capital Goods &Engineering, Chemicals, Petroleum, Chemicals &
Fertilizers, Packaging, Consumer non-Durables, Electronics, IT Hardware &
peripherals, Gems & Jewelry, Leather & Leather Products, Mining, Steel &
non-Ferrous Metals, Textiles & Apparels and Water Equipment.
FERTILIZER SECTOR
CHEMICAL SECTOR
CHAPTER 4
COMPANY PROFILE
DSCL- An Overview
Founded by Sir Shriram in 1889 (as DCM limited), today DCM Shriram Consolidated
Limited (DSCL) is a large scale industry with turnover of Rs. 3523 crores.
DSCL has strong brand equity reflective of credibility, ethical values and consistent
high quality product image. With over 30 years of experience in managing large
scale process industries with sustained high level of performance, DSCL meets the
needs of a wide range of customers from farmers to industrial users, from house
builders to business owners. Fostering enduring relationships is at the core of
DSCL's business philosophy - with vendors, business partners, and customers and
within the organization between employees.
In a major IT initiative the company has networked all its locations on a Wide Area
Network (WAN) and implemented SAP R/3 Enterprise Resource Package (ERP) across
the Company. The key IT enabling initiatives are Customer Relationship
Management (CRM) and Business Information Warehousing (BIW).
The Hariyali division of the company was awarded “ACE-Best Customer Award” for
successful implementation of the SAP IS retail package.
All its main line locations/products have ISO 9000, 14000 certification and OHSAS
18001: 1999 system of Occupational Health and Safety certifications. The Kota
complex of the company was given 5 Star rating for last 4 years & instituted in 2006
& 2008 with the prestigious “ Sword of Honor” by British Safety Council for
implementing and practicing the best safety standards.
The company had launched value added UPVC window system business under the
Fenesta TM brand in India. This product has very attractive design and insulation
attributes that makes it strong business proposition as the concept is gaining
acceptability.
DSCL strongly believes in socially responsible business activity. DSCL has made
significant contribution to the society in the fields of Environment, Health Care,
Family Planning, Education, Cultural Heritage, Rural Development and in promoting.
For its social contributions DSCL's Chlor-Alkali facility at Bharuch has been
recognized with a SA 8000:2001 certification by RINA (Registro Italiano Navale),
making it amongst the few companies in India to get this recognition.
DSCL's core values and beliefs are a reflection of its commitment to build a world
class, learning organization, striving for excellence in all its endeavors.
Customer Focus:
People Development:
Continuously improve and upgrade the skills and competencies of our people
Support people to realize their potential
Team work:
Chemicals
Calcium Carbide & PVC Resin
Cement
Agri Businesses:
Sugar
Urea
Agri Inputs
Shriram Bio seeds
Hariyali Kissan Bazaar
Other Businesses
Textiles
CHAPTER 5
QUESTIONNAIRES TO VICE PRESIDENT R.C.MODI
RELATED TO PERFORMANCE APPRAISAL PROCESS
IN DCM SRIRAM FERTILIZERS & CHEMICALS LTD.
• To judge the gap between the actual and the desired performance.
•To judge the effectiveness of the other human resource functions of the
organization such as recruitment, selection, training and development.
• Identifying the gaps in desired and actual performance and its cause –
76%
3. Managerial Skills
4. Inter-personal skills
8. Emotional Stability
9. Achievement Orientation
11. Commitment
Answer- After the performance standards are set and accepted, the
next step is to measure actual performance .This requires the use of
dependable performance measure, the ratings used to evaluate
performance. Performance measures – to be helpful – must be easy to
use reliable, and report on the critical behaviors that determine
performance .For common sources of information which are generally
used by managers regarding how to measure actual performance and
personal observation , statistical reports, oral reports and written
reports.
Data..................................
Quantity of work: Unsatisfact Fair Satisfact Goo Outstandi
Volume of work under ory ory d ng
normal working
conditions
Quality of work:
Neatness,
thoroughness and
accuracy of work
Knowledge of job
A clear understanding
of the factors
connected with the job
Attitude: Exhibits
enthusiasm and
cooperativeness on
the job
Dependability:
Conscientious,
thorough, reliable,
accurate, with respect
to attendance, reliefs,
lunch breaks, etc.
Cooperation:
Willingness and ability
to work with others to
produce desired goals.
From the graphic rating scales, excerpts can be obtained about the
performance standards of employees. For instance, if the employee has
serious gaps in technical-professional knowledge (knows only rudimentary
phases of job); lacks the knowledge to bring about an increase in
productivity; is reluctant to make decisions on his own (on even when he
makes decisions they are unreliable and substandard); declines to accept
responsibility; fails to plan ahead
Effectively; wastes and misuses resources; etc., then it can safely be inferred
that the standards of the performance of the employee are dismal and
disappointing.
Features
On the other hand the bad critical incident may appear as under:
July 20 – The sales assistant stayed 45 minutes over on his break during the
busiest part of the day. He failed to answer the store manager’s call thrice.
He is lazy, negligent, stubborn and uninterested in work.
Research Methodology:
The data source: Primary as well as Secondary.
The research approach: Survey Method.
The research instrument: Questionnaire.
The respondents: The Managers & Employees of various organizations.
The primary data was collected with the help of survey information. A concise questionnaire was
prepared keeping in mind the information specifications.
3.RESULTS
Overall
Particular Score
Rank
From the above table it can be seen that employees expect “Salary
Administration and Benefits” to be the main reason for conducting a
Performance Appraisal. “Decision to layoff” is of least importance as per the
appraisee.
2. Awareness about Responsibilities :
From the graph it can be seen that majority of employees are aware about
their responsibilities, which implies that the appraisers have efficiently
communicated to the appraisees all the parameters that will be taken into
account during appraisal.
3. Satisfaction Level among appraise regarding Appraisal System :
From graph it can be seen that majority of the respondents are satisfied with
the appraisal system. Only a meager 30% were dissatisfied with the
Performance Appraisal programs.
4. Awareness about performance ratings :
This clearly shows that majority of the employees are not aware about the
performance ratings that are taken into account while conducting a
performance appraisal.
5. Alowing Self ratings :
From graph it can be seen that majority of respondents want self rating to be
a method of conducting the appraisals .
6. Chance to rate your own performance
From the graph we can see that majority of the employees are not given a
chance to rate their own performance in the organization.
7. Timing of Appraisals
This shows that there is no proper complaint channel existing in the organisations for the
employees who are dissatisfied with the performance appraisal system
.
1. Purpose of Appraisal
Determination of promotion or 24 1
transfer
Decision to layoff 42 3
Assistance in goal 72 5
In this question appraiser was asked to rate how helpful the appraisal system
is, from the graph it can be seen that majority of appraisers have rated 5,4 &
3 which implies that Performance Appraisal system is very helpful in Planning
their work. Also most of the appraisers are satisfied with the appraisal
system.
3. Support from subordinate
This question was asked to find out how helpful appraisal system is in
communicating the support that apprasier needs from appraisee. From results
it is seen that the performance appraisal system is very helpful in
communicating the support and help needed by the appraiser from the
appraisee.
4. Type of Appraisal System
From results its clear that majority of companies prefer to use “360 degree
feedback” system for Performance Appraisal. As 360 degree feedback gives
feedback of appraisee from everyone interacting with him, it is more reliable
and hence most preferred.
6. Timing of Appraisals
From graphs we can see that most of companies conduct appraisals on
annual basis. Some companies conduct quaterly also.
7. Effect of poor Appraisal System
It can be seen from results that most of the employees get De-motivated
because of a poorly conducted appraisal. To some extent employees dont
coordinate with their team members. Thus resulting in reduction of output.
From this it is clearly seen that according to appraiser there is a clear and
joint understanding of the appraisee’s job.
From results it can be clearly seen that the Appraisee is not given a chance to
rate his own performance.
15. Action after Performance Appraisal
This shows that most of the companies act upon the results of their Performance
Appraisal program.
COMPARATIVE STUDY OF 5 COMPANIES
IN PERFORMANCE APPRAISAL SYSTEM
WITH DCM SHRIRAM FERTILIZERS &
CHEMICALS.
ESSAY APPRAISAL
In its simplest form, this technique asks the rater to write a paragraph or
more covering an individual's strengths, weaknesses, potential, and so on. In
most selection situations,
This technique may not yield the depth of an essay appraisal, but it is more
consistent and reliable. Typically, a graphic scale assesses a person on the
quality and quantity of his work (is he outstanding, above average, average,
or unsatisfactory?) and on a variety of other factors that vary with the job but
usually include personal traits like reliability and cooperation. It may also
include specific performance items like oral and written communication.
FIELD REVIEW
The field review is one of several techniques for doing this. A member of the
personnel or central administrative staff meets with small groups of raters
from each supervisory unit and goes over each employee's rating with them
to (a) identify areas of inter-rater disagreement, (b) help the group arrive at a
consensus, and (c) determine that each rater conceives the standards
similarly. .
FORCED-CHOICE RATING
Like the field review, this technique was developed to reduce bias and
establish objective standards of comparison between individuals, but it does
not involve the intervention of a third party.
MANAGEMENT BY OBJECTIVES
To avoid, or to deal with, the feeling that they are being judged by unfairly
high standards, employees in some organizations are being asked to set - or
help set - their own performance goals. Within the past five or six years, MBO
has become something of a fad and is so familiar to most managers that I will
not dwell on it here.
RANKING METHODS
The two most effective methods are alternation ranking and paired
comparison ranking.
1. “Alternation ranking”:
2. “Paired-comparison ranking”:
ASSESSMENT CENTERS
So far, we have been talking about assessing past performance. What about
the assessment of future performance or potential? In any placement
decision and even more so in promotion decisions, some prediction of future
performance is necessary. How can this kind of prediction be made most
validly and most fairly?
Many firms have expanded the idea of upward feedback into what the call
360-degree feedback. The feedback is generally used for training and
development, rather than for pay increases.
Another technique that is useful for coaching purposes is, of course, MBO.
Like the critical incident method, it focuses on actual behavior and actual
results, which can be discussed objectively and constructively, with little or
no need for a supervisor to "play God."
4. Essay appraisal.
8. Ranking method.
9. Check list.
The main aspect of MBO is clear & well defined goals, a definite time span to
achieve the goals, action plan & finally, timely & constructive feedback. It is
also called a goal setting approach; MBO is more commonly used for
managers & professionals.
ESSAY APPRAISAL
Attributes are ranked the human resource department applies the weights &
arrives at a score which is the final appraisal score.
RANKINNG METHOD
In this method the rater has to respond ‘yes’ or ‘no’ to a set of questions
which assess the employee’s performance & behavior. Normally weights are
attached to each of these questions based on which the final appraisal score
of the employee is calculated.
In the new economy era, where team work is essential for any venture to
succeed, team appraisal has emerged as one of the best tool for the
performance management. In the team appraisal methods the individual
team members evaluates their colleagues in the team & provide feedback.
BALANCED SCORECARD
TRADITIONAL METHOD:
5. FIELD REVIEW:
6. CHECKLIST METHOD:
8. FORCED DISTRIBUTION:
To eliminate the element of bias from the rater’s ratings, the evaluator is
asked to distribute the employees in some fixed categories of ratings like
on a normal distribution curve. The rater chooses the appropriate fit for
the categories on his own discretion.
MODERN APPRAISAL:
1. Self appraisal
2. Superior’s appraisal
3. Subordinate’s appraisal
4. Peer appraisal.
The evaluator assigns relative ranks to all the employees in the same
work unit doing the same job. Employees are ranked from the best to
the poorest on the basis of overall performance.
5. MANAGEMENT BY OBJECTIVE –
2. ESSAY APPRAISAL –
3. CHECKLISTS –
MARUTI DSCL,
S.No. Performance Appraisal Parameters B.S.N.L O.N.G.C TCS WIPRO
UDHYOG Kota
1 Essay Appaisal a a - a - a
2 Graphic Rating Scale a a a a a a
3 Field Review a - - a - -
4 Forced Choice Rating a a - - a -
5 Management By Objective a - a - a a
6 Rankings Method a a a a - -
7 Assessment Centres a - - - - -
8 360 Degree Feedback a a - a a a
9 Work Standard Approach - a - - a -
10 Critical Incident Method - a a a - a
11 Point Allocation Method - a - - - -
12 Check List - a - a a -
13 Behavioral Anchored Rating Scale - a a - a a
14 Team Appraisal - a - a a -
15 Balanced Scorecard Method - a a - - -
16 Straight Ranking Method - - - a - -
17 Paired Comparison - - - a - -
CHAPTER 6
ISSUES AND CHALLENGES FACING THE
ORGANISATION
CHAPTER 7
RECOMMENDATIONS
The appraiser and appraisee should sit together and then the appraiser
should rate the appraisee for his performance and should state the
reason for the same. This will increase the level of transparency and
the employee will feel satisfied as he will have an opportunity to
respond at that very moment itself.
The general belief among employees is that the relations with the
superior affect the evaluation process. This is not good as this creates a
sense of favoritism in the organization. No doubt one should be in
pleasing terms with the superior but that should not affect the
evaluation at all. For this the raters should always consider the
performance as the only measure for the evaluation.
BIBLIOGRAPHY
WEBSITES
www.dscl.com
www.wikipedia.org
Business.mapsofindia.com
www.performance-appraisal.com/intro.html
JOURNALS
Method
Productivity.
CHAPTER 10
ANNEXURES
Performance Appraisal Forms
CHAPTER 11
CASE STUDY
Overview
Communicating messages in ways that fit the local culture and local
sensibilities has helped the program capture the attention of the target
audience. It has also helped the program gain acceptance among the local
population.
Business background
DSCL's decision to initiate an HIV and AIDS program was motivated largely
by its belief that AIDS is a public health challenge that could affect its
workforce, its supply chain, its value chain partners, and the broader
community. Looking at the experience of other countries, the company
recognized that the business community, particularly in manufacturing
needed to contribute to the fight against HIV and AIDS. Thus while no HIV-
positive cases have yet been reported at the company's sites, advocacy
efforts by industry associations in India convinced senior management that
DSCL, as a responsible corporate citizen, needed to take part.
The company has adopted an HIV and AIDS policy out of a belief that the
policy could serve as a key driver in initiating intervention program.
The program
DSCL identified two potential target groups for its program: Its own
steadily growing employee base, a large captive audience that could be
informed about HIV and AIDS at the workplace and the large number of
truckers who came to its factories (particularly in the sugar division,
where many truckers offloaded sugarcane).
At an initial meeting to allocate responsibility for the program, DSCL
decided to assign the program to an official who volunteered his efforts.
The human resources unit normally would have led the program. But the
official's demonstrated eagerness to be involved in an HIV program made
him a promising choice.
The program began in January 2005 by gathering information about
the issue, identifying resources such as organizations providing technical
services, and developing information, education, and communication
material. As many programs have done, DSCL's has created pamphlets
containing information about HIV and AIDS, but much of its material
shows unusual innovation. Cassettes intersperse HIV and AIDS messages
with popular Hindi film songs. And songs are written in the local dialect to
appeal to the diverse community working in the plant and living around it.
DSCL does not have its own medical facilities for HIV and AIDS. But the city
of Kota has a government-established blood testing and detection center.
And DSCL’s medical staff has on HIV and AIDS, on such issues as primary
care, visual diagnosis and management of opportunistic infections, lab
diagnosis, and antiretrovi-ral therapy. The staff conducts regular medical
checkups on employees and is trained to notice symptomatic indicators of
HIV and AIDS.
While DSCL reports having no HIV-positive employees, it can arrange for
antiretroviral therapy at the Kota government hospital. The company now
covers the cost of treatment for some AIDS patient in the city of Kota even
though they are not DSCL employees.
DSCL also conducts awareness sessions beyond the shop floor, for truckers
who transport material to and from the company. The method is the same as
that for employees: in a group session the company doctor shares
information on HIV and AIDS, and then free condoms are distributed. The
sessions for the truckers take place while their goods are being loaded or
unloaded.
DSCL has sometimes faced challenges in implementing its HIV and AIDS
program while managing the varying expectations of the local community.
But the company plans to reach out to the wider community through similar
programs for local slum dwellers and drug addicts and through programs in
commercial areas.
Partnerships
The DSCL program has relied on partnerships from the outset. In designing
the initial strategy, the official taking responsibility for the program
consulted with area organizations that deal with HIV and AIDS, including
industry associations and government entities. And those in the company
who have implemented the program have often benefited from inputs from
partners. These partners include
• The Rajasthan State AIDS Control Society, the government organization
responsible for the state AIDS program in Rajasthan.
• The Confederation of Indian Industry and its Social Development Council
in the northern region. The council interacts with companies that are
confederation members on issues of corporate social responsibility.
• The Energy and Resource Institute.
Funding –
Outreach
The program has identified key factors in its success as well as key
challenges and other lessons.
Key challenges
Future plans
The company's future plans for its HIV and AIDS program, outlined in its
initial strategy, cover several areas of effort.
The HIV prevention and detection plan calls for:
OBJECTIVE;-
To know the various types of performance appraisal methods being
used at SFC Kota
FINDINGS;-
The appraisal process provides them an opportunity for development
and growth.
The management helps provide an atmosphere where all are
encouraged for comradeship and teamwork.
The appraisers are generally aware about their subordinates and
their talents and potential.
CONCLUSIONS;-
The HR Department is responsible for the Performance Appraisal
system along with the
Manager and Supervisors. They evaluate a person on their overall
performance, efficiency,
Satisfied customers and productivity. They say that Performance
Appraisal’s main purpose is
to shape criterion for salary, increments and promotions.