Professional Documents
Culture Documents
Performance Appraisal at Jindal Brothers Pvt. LTD: A Dissertation Report ON
Performance Appraisal at Jindal Brothers Pvt. LTD: A Dissertation Report ON
DISSERTATION REPORT
ON
PERFORMANCE APPRAISAL
AT JINDAL BROTHERS Pvt. Ltd
FROM
INSTITUTE OF MANAGEMENT AND TECHNOLOGY
SUBMITTED TO: SUBMITTED BY:
Mrs. ESHA BATHLA ASHUTOSH PANDEY
(Internal Guide) M.B.A 4th Sem.
Session: 2010-2012
I hereby declare that the work presented herein is genuine work done originally by me and
has not been published or submitted elsewhere for the requirement of a degree programme.
Any literature, data or works done by others and cited within this dissertation has been given
due acknowledgement and listed in the reference section.
(Ashutosh Pandey)
Acknowledgement
In the completion of this project report, I have received encouragement and support from
various quarters, which need special mention.
I am also thankful to all those people of Institute of Management & Technology, who helped
me directly or indirectly during this period.
ASHUTOSH PANDEY
TABLE OF CONTENTS
Title
1. Chapter I
Acknowledgement
Profile of the Project Guide
Executive Summary
2. Chapter II
Company profile
Scope & Objective
3. Chapter III
Research methodology
4. Chapter IV
Performance management
5. Chapter V
Data analysis
6. Chapter VI
Findings
7. Chapter VII
Recommendations
8. Chapter VIII
Limitations
9. Chapter IX
Bibliography
10. Chapter X
Appendix
INTRODUCTION
PERFORMANCE APPRAISAL
Validate selection techniques and human resource policies to meet federal Equal Employment
Opportunity requirements.
Performance appraisal, while enabling a manager to identify the training needs of employees,
and evolving a training plan for them, also, serves to meet other objectives. Performance
appraisal satisfies the psychological needs individuals have to know how they are performing
their job and increases employees' job satisfaction and morale by letting them know that the
manager is interested in their progress and development. Systematic performance appraisal also
provides both the firm and the employee a careful evaluation, rather than a snap judgement of an
employee's performance. Many firms use performance appraisals to plan placements and
transfers and to provide input into decisions regarding salary increases, promotions, and
transfers. Finally, performance appraisals may be used as a basis for the coaching and
counselling of individual employees by their superiors. To summarize the uses of performance
appraisal:
Performance improvement
Compensation
Placement
Training & development needs assessment
Career planning
Goal The job description and the performance goals should be structured, mutually decided
and accepted by both management and employees.
Reliable and consistent Appraisal should include both objective and subjective ratings to
produce reliable and consistent measurement of performance.
Practical and simple format The appraisal format should be practical, simple and aim at
fulfilling its basic functions. Long and complicated formats are time consuming, difficult to
understand, and do not elicit much useful information.
Regular and routine While an appraisal system is expected to be formal in a structured
manner, informal contacts and interactions can also be used for providing feedback to
employees.
Participatory and open An effective appraisal system should necessarily involve the
employee's participation, usually through an appraisal interview with the supervisor, for feedback
and future planning. During this interview, past performance should be discussed frankly and
future goals established. A strategy for accomplishing these goals as well as for improving future
performance should be evolved jointly by the supervisor and the employee being appraised. Such
participation imparts a feeling of involvement and creates a sense of belonging.
Rewards Rewards - both positive and negative - should be part of the performance appraisal
system. Otherwise, the process lacks impact.
Feedback should be timely Unless feedback is timely, it loses its utility and may have only
limited influence on performance.
Feedback must be noticeable The staff member being appraised must be made aware of the
information used in the appraisal process. An open appraisal process creates credibility.
Commitment Responsibility for the appraisal system should be located at a senior level in
the organization so as to ensure commitment and involvement throughout the management
hierarchy.
From the employee's perspective, performance appraisal informs them about what is required of
them in order to do their jobs, it tells them how well they have achieved those objectives and
helps them take corrective action to improve their performance, and, finally, it may reward them
for meeting the required standards.
The firm, on the other hand, needs a performance appraisal system in order to establish
principles of managerial accountability. Clearly, where employees are given responsibilities and
duties, they need to be held accountable. One of the functions of performance appraisals is to
ensure that people are accountable for their organizational responsibilities.
Perhaps the most significant benefit of performance appraisals is the opportunities they provide
supervisors and subordinates to have one-on-one discussions of important work issues. During
appraisals, subordinates and supervisors can focus on work activities and goals, identify and
correct existing problems, and encourage better future performance.
Motivational research has recognized the power of recognition as an incentive (see Maslow and
the Expectancy Theory of Motivation). Performance appraisals provide employees with
recognition for their work efforts. The appraisal system provides the supervisor with an
opportunity to indicate to employees that the organization is interested in their performance and
development. This recognition can have a positive motivational influence. on the individual's
sense of worth, commitment and belonging.
Performance Appraisal and Training and Development
Recruitment and selection procedures need to be evaluated. Appraisal data can be used to
monitor the success of a firm's recruitment and selection practices. From this data, the firm can
determine how well employees who were hired in the past are performing.
Employee evaluation is a major objective of performance appraisal. Given the major functions of
management -- planning, organizing, leading and controlling -- it is clear that evaluations
(controlling) need to be done.
At its most basic level, performance appraisal is the process of examining and evaluating the
performance of employees. However, the need to evaluate is also a source of tension as
evaluative and developmental priorities appear to clash. Some management experts have argued
that appraisal cannot serve the needs of evaluation and development at the same time.
With the advent of TQM (Total Quality Management) and the extensive use of teams, traditional
performance appraisal systems have come under some criticism. For example, rather than
motivating employees, conflict may be created when appraisals are tied to merit pay and when
that merit pay is based on a forced ranking.
W. Edwards Deming, the founder of total quality management (TQM) has long been associated
with the view that performance appraisals ought to be eliminated. Many TQM proponents claim
that performance appraisals are harmful.
4.Easy Appraisal
5.3600 appraisal
Graphic Rating Scale: A performance appraisal that rates the degree to which the employee
has achieved various characteristics.
1)The graphic rating scale is the most common type of appraisal used.
2)Various characteristics such as job knowledge or punctuality are rated by the degree of
achievement.
Forced-choice Approach: A performance appraisal that presents the appraiser with sets of
statements describing employee behavior; the appraiser must choose which statement is most
characteristic of the employee and which is least characteristic.
Easy Appraisal: Sometimes the supervisor must write a description of the employees
performance. The easy appraisal is often used along with other types of appraisals, notably
graphic rating scales. They provide an opportunity for supervisors to describe aspects of
performance not thoroughly covered by an appraisal questionnaire.
360-degree Performance Appraisal: Evaluating Employees From All Angles
Traditional performance appraisals, as discussed above, can be both subjective and simplistic.
At times, they can also be deemed to be "political". In an attempt to improve this methodology,
some companies have turned to 360-degree appraisals. 360 appraisals pool feedback from a
department's internal and external customers to ensure a broader, more accurate perspective of an
employee's performance.
360-degree performance appraisal is an attempt to answer the question: "How can a supervisor
evaluate an employee he or she sees only a few hours each week?"
review the performance formally at least annually (more frequently for those performing
poorly)
Appraisal Process
In order to obtain a better understanding of how the performance appraisal has been put together
by The Corporation, the researcher has provided an overview of the companys performance
appraisal process. The researcher felt that the overview of the performance appraisal process
would be necessary, since the process provided a framework for the performance appraisal.
PRE-APPRASIAL STEPS
The performance evaluation can be made for variety of reasons counseling, promotions, salary
increases, administration or combination of these. It becomes very necessary to begin by stating
the objectives of evaluation programs very clearly and precisely. The personal appraisal system
should address the question who, what, how of performance appraisal.
These questions are the components of these appraisal systems which are discussed below
individually.
WHO OF THE APPRAISAL OR WHO IS TO RATE.
The immediate superior, the head of the department or any other can rate the performance of an
individual. In addition to this, sum organizations follow the system of self appraisal and /or
appraisal by peers. A group, consisting of his senior, peers and subordinates, can do appraisal,
whoever is rating; he should be trained and impartial. In most of the organizations the ratings is
done by his immediate superior who is considered the best person to understand his subordinates
strengths and weaknesses. Now a day some organizations are following the method of self-
appraisal.
The when answers the query the frequency of appraisal? The informal counseling should occur
continuously but the manager should discuss an employees work as soon as he gets an
opportunity to provide positive reinforcement and use poor work as basis of training. The time
and period of appraisal differs according to the need and nature of the organization.
The where indicates the location where employee should be evaluated? It is usually done at
work place or office of the supervisor.
COMPANY PROFILE
Jindal Brothers Pvt. Ltd. specializes in Design, Engineering, Fabrication and Erection of Pre-
Engineered Metal Building Systems. The Group is well known in the Middle East & India for
the quality of the products and services offered. In 1998, Jindal Brothers Pvt. Ltd started its
journey in India by setting up State of Art manufacturing facility at Manesar, Gurgaon. Design
and Detailing work is carried out by highly skilled Engineers with computed aided design and
drafting facilities at the Companys Head Office at New Delhi. Their objective is to deliver cost
effective, quality Pre-Engineered Metal Buildings within agreed time schedules to their
Customers. Jindal Brothers Pvt. Ltd. maintains high degree of professionalism at all levels, a
commitment needed to maintain highest possible standards. Every project is executed with
Micro Planning, to achieve the Milestones set out in the contract. This combined with quality of
their products has earned us reputation in the Market Place. Corporate giants, both National and
Multinational, have complimented their strategy of providing single point responsibility for
Supply and Erection with highly motivated and trained In House Project Management Team to
handle projects, whether it is small or big, simple or complex. More than 500 Pre-Engineered
Buildings have been installed across the length and breadth of their Country. This experience
corroborates their claim. Regional / Area offices across the Country are fully equipped to provide
pre-order and post order service to their valued Customers. Organizational effectiveness depends
upon the level of performance of its employees. Hence the level of performance has to be
ensured. Periodic stock taking of the qualitative state of the man power is of vital importance to
an organization and the organization tries to collect the relevant data through the tool of
performance appraisal reports. Thus performance appraisal is essential for performance
effectiveness and efficiency of the organization and also for carrying out administrative decisions
regarding human resources. The correctness of the decision will depend heavily upon the validity
of the data gathered through appraisal system.
The JINDAL BROTHERS is a relatively an older organization and has been restructuring its
Human Resources Systems and Policies in alignment with the current business environment. I
have therefore taken up this project with an aim to study the existing system of performance
appraisal so that this might help other organizations to follow the same.
Services
Pre-Engineered steel buildings are designed and fabricated to clients requirements in accordance
with the Universal standards. A pre-engineered steel building consists of four major groups of
components namely primary members, secondary members, metal roofing/wall cladding and
connection fasteners. These components are designed that they are compatible with each other.
The fabrication of these components is carried out in factory under strict quality control as per
detailed shop drawing. These components are transported to site with proper markings and
assembled at site as per erection drawings.
They call this the knowledge Hub, a world class Design & Engineering Office manned with
team of experienced professionals and equipped with latest sophisticated design tools which
distinguishes Jindal Brothers Pvt. Ltd. from others.
Stadd Pro, MBS, AUTOCAD, Primavera, MS Projects are among the few Engineering &
execution tools in use at Jindal Brothers Pvt. Ltd. that delivers the fastest solution at the best of
engineering practices applied in a true international design environment.
The Brain House offers intelligent engineering solutions and supports post order functions with
general arrangement, fabrication and erection drawings. The computerized drafting, detailing and
logic programs enable user friendly details to simplify manufacturing process and erection
methods.
The Jindal Brothers Pvt. Ltd. knowledge archives has vanity of standards and design codes such
as AISC, AISI, MBMA, AWS, UBC, ASCE, IBC, IS and many others to suit customers need of
a Pre-Engineered building at any place or country.
The Jindal Brothers Pvt. Ltd.s consistent efforts in research & development and global sourcing
of material have positioned the Organization as a lead runner in introducing innovative ideas and
products in the market place.
Manufacturing Facility:
The welding process is as per American Welding Society Standards. (AWS). All welders are
qualified to required standards.
Well defined process on the shop floor ensures smooth flow of material and productivity.
All structural components to complete Pre-engineered building are produced in-house and go
through stringent quality checks prior to dispatch.
All major raw materials and bought out items are sourced from a Panel of approved supplier
to ensure quality and timely supplies.
Automatic Purlin Roll
Roofing Profile
Welding Forming
Line
Machine Machine
Location Client
Washim ITC
Grain Godown
Cafeteria
Dept. Store
Jagdishpur ITC
Grain Godown
Cafeteria
Mandsour ITC
Grain Godown
Cafeteria
Dept. Store
Amaravati ITC
Dept. Store
Gurgaon SMCC
Chandouli ITC
Daman Enercon
Delhi Food Processing Equipment
GreenPly Industries
While on the job, performance reviews of every employee are done every quarter. The reviews
are done with a view to helping the individual excel at his/her workplace. In case there are any
training requirements, these are noted and acted upon in the coming quarter. Also, the goals and
These are done so as to motivate the employee and improve his performance level. The method
is as follows:
d) After measuring of the actual performance, the same is compared with the standards set
f) And finally, if need arises corrective action is initiated. For this purpose the corrective action
all the Jindal Brothers. It is then measured as a tool to evaluate the past performances of the
employees.
3. Paired Comparisons
It is based on the performance level of the employee generally classified on the basis of:
Targets achieved
Thus we can observe that the appraisal system is not a biased one but based on performance and
productivity basis. All the respective heads of the employee together with the senior persons at
Thus the feedback given by these members at Jindal Brothers is considered under a holistic view
and then the employee is given a performance appraisal. This evaluation method involves 40%
feedback from the coworkers which says that the employee should not only maintain good
rapport with the senior or junior but majorly with the coworkers also.
3. Paired Comparisons
The evaluator compares all possible pairs of subordinates on their overall ability to do the job.
numerical scale that is anchored by the seniors of the organization at various centers. This is
highly confidential and the information is sent in sealed envelopes and opened only at the time of
the final evaluation. There is no further discussion regarding this scaling, thus it is not given
enough weightage.
To identify the technique of Performance Appraisal followed in Jindal Brothers Pvt. Ltd.
To study how the employees are rated against these parameters
To identify how the performance of the employees is improved and enhanced
RESEARCH METHODOLOGY
In order to accomplish the objectives of the study, it is essential to articulate the manner in which
Primary data was collected by questionnaire and interview in the organizations. The
questionnaire comprised of closed and attitude questions. The opinion on existing Performance
Appraisal practices and their affectivity were collected through questionnaire which was
circulated to all the employees at all levels and the results have been analysed on the basis of
agree and disagree. The methodology for collection of data also included interviews and
discussion with the top management of the organization.
Secondary data: It was collected by reviewing different literatures, from published books,
management journals, articles published by the other researchers on 360 Degree Appraisal.
Sampling:
The total sample size for this project was 4 HR people at Jindal Brothers.
The information collected through above methods has been tabulated, analysed and interpreted.
Finally an overall assessment of the contribution of top management has been made towards
improving the effectiveness of the organization.
TYPES OF RESEARCH
Explorative Research:- To gain familiarity with phenomenon or to achieve an insight into it.
Diagnostic Research:-To determine the frequency with which something occurs or with which it
is associated with something else.
The present project is Descriptive cum Explorative in nature. It is done to poetry accurately
the characteristics of a particular individual situation or a group. The major purpose of the
descriptive research is the description of the state of the affairs as it exits at resent. The main
characteristics of this method are that the researcher has no control over the variables; he can
only report what has happened or what is happening.
LITERATURE REVIEW
Organizations exist to achieve goals. Goals are only met when individual employees efforts
matches with policy of the organization and thus bringing out success and effectiveness. The
assessment of how successful employees have been at meeting their individual goals therefore
becomes a critical part of HRM and here comes Performance Appraisal System.
Is an organizational necessity
The present study explored the moderating effects of organizational variables on the appraisal
characteristic-appraisal satisfaction relationship. Analyses indicated that the appraisal
characteristics of action plans, frequency, and rater training were more positively related to
appraisal satisfaction when subordinates experienced role conflict, were not closely monitored,
and supervisors had a large span of control. The results provide substantial support for
conceptualizing appraisal satisfaction as a contingent function of both appraisal characteristics
and organizational variables. Implications of the findings for the design of appraisal systems,
appraisal effectiveness, and future research are discussed.
Performance appraisal ratings of 125 first-level managers were analyzed to investigate the degree
to which the criteria used to evaluate the overall job performance of black managers differs from
that used to evaluate white managers. The performance appraisal form included items that
measured both the social behavior dimension and task/goal accomplishment dimension of job
performance. The appraisal ratings of both groups on each dimension were correlated with
measures of overall job performance and promote ability. Results indicated that social behavior
factors are more highly correlated with the overall job performance of black ratees than for white
ratees. Implications of these results for both black managers and organizations are discussed.
A Restatement of the Satisfaction
Journal of Performance Hypothesis,Vol.59,Sept 2010,Pages 45 by Dennis W. Organ,
This article reviews recent evidence in support of Organs (1977) argument that satisfaction more
generally correlates with organizational prosaically or citizenship-type behaviors than with
traditional productivity or in-role performance. An attempt is then made to interpret just what it is
in satisfaction measures that provides this correlation, leading to the suggestion that fairness
cognitions comprise the major factor. Implications of this interpretation for theory, research, and
management practice are offered.
This chapter deals in tabular presentation results and their analysis for the purpose of easy
2* Inference
Not true 37 74
80
70
60
50 Very true
40 True
30 Partly true
20
Not true
10
0
No. of responses Percentage
Inference: Most of the respondents (74%) found the above statement to be Not True. This was
followed by 18% of the respondents feeling that this statement was Partly True for their
organization. Only 8% of the people found it to be True.
Remarks: Although the appraise does not have a clear understanding of what is expected of him
at the beginning of the year (Inference I), both he and the appraiser know what his job is all
about. This also shows that although an employee knows what his current to do to be rated
higher by the reporting officer. The responsiveness in category of Partly True and Not True may
be due to the face that job content in Jindal Brothers is flexible and not well defined and some
people find it difficult to define their jobs. However, most of the people have a general idea of
the scope of their jobs.
2. There are mechanisms that help employees develop their potential for the next round of
job?
Not true 20 40
50
45
40
35
30 Very true
25 True
20
Partly true
15
10 Not true
5
0
No. of responses Percentage
Inference: Quite a large number of respondents (40%) shared the view that the appraisal system
did not give a clear understanding of all appraisals, job to both appraiser and appraise by saying
that it was Not True. Only 50% and 10% of the respondents felt that the statement was True
and Partly True respectively.
Remarks: Although the appraise does not have a clear understanding of what is expected of him
at the beginning of the year (Inference I), both appraise and the appraiser know what his job is all
about. This also shows that although an employee knows what his current to do to be rated
higher by the reporting officer. The responsiveness in category of Partly True and Not True may
be due to the face that job content in Jindal Brothers is flexible and not well defined and most
people find it difficult to define their jobs. However, most of the people have a vague idea of the
scope of their jobs.
3. Employees regularly receive feedback about their potential for higher level jobs?
Not true 35 70
70
60
50
Very true
40
True
30
Partly true
20
Not true
10
0
No. of responses Percentage
Inference: 70% of the respondents agreed that the appraisal system did not helped them to know
their potential to perform at higher levels. Plan their performance well by saying that it was Not
True. Only 16% and 14% people felt that this statement was True and Partly True.
Remarks: The above inference shows that the PA system in Jindal Brothers does not give
feedback about planning for performance to its employees. It helps anticipating work needs in
order to arrange work in logical order. It also helps in devising efficient methods to attain pre-
determined plans. Again due to flexibility in job content, some people may have found problems
in planning their performance systematically.
4. Job rotation is practiced widely to help people develop their potential in new areas?
Not true 0 0
50
45
40
35
30 Very true
25 True
20
Partly true
15
10 Not true
5
0
No. of responses Percentage
Inference: About 50% of the respondents felt that the above statement was Partly True. It was
followed by 36% people feeling that it was True with 14% believing that it was Very True.
Remarks: Job rotation is the most economical way of providing training to the employees. It
facilitates both organization and individual development. Job rotation gives an individual hand
on experience for carrying out various different functional activities. The performance appraisal
system should include this process in the training need identification performance.
5. The appraisal system provides an opportunity for self-review and reflection?
Not true 37 74
80
70
60
50 Very true
40 True
30 Partly true
20
Not true
10
0
No. of Responses Percentage
Inference : There is a general agreement on then fact that the PA system in Jindal Brothers does
provide ample opportunity for self-review and reflection. 74% of the people felt that
it was Partly True with 26% agreeing.
Very true 0 0
True 4 8
Partly true 25 50
21 42
Not true
50
45
40
35
30 Very true
25 True
20
Partly true
15
10 Not true
5
0
No. of Responses Percentage
Inference : 50% of the respondents believe that the above statement is Partly True
This was closely followed by 42% of the respondents rating it as Not
True and 8% of the respondents feeling that it was True.
7. The appraisal system gives each appraisee an idea of what is expected of him next year?
True 10 20
Partly true 26 52
14 28
Not true
60
50
40
Very true
30 True
20 Partly true
Not true
10
0
No. of Responses Percentage
Inference : 52% of the respondents felt that the above statement was Partly
True. This was followed by 28% and 20% of the respondents
feeling that it was Not True and True respectively.
Very true 0 0
True 14 28
Partly true 22 44
14 28
Not true
45
40
35
30
Very true
25
True
20
15 Partly true
10 Not true
5
0
No. of Responses Percentage
Inference : There was a mixed response to the given statement. 44% of the responses
consisted of Partly True ratings. 28% respondents believed that this was
Not True whereas 28% believed that this was True.
Remarks : The above inference implies that Jindal Brothers PA system does not score
well in the aspect of transparency in communicating an employees
performance through performance review and discussion. The discussions
between appraisal processes. The interaction on self appraisals is not a
common feature and is only done on certain occasions (exceptionally good or
bad performance etc.) The presence of 44% responses as True may be due
to good relationship and open communication shared by some of the
appraiser appraise pairs.
9. The performance appraisal provides an opportunity for self review and reflection?
50
45
40 very true
35
30
25
20 true
15
partly true
10
5
not true
0
No. of Responses Percentage
Inference : Most of the respondents agreed that the appraisal system catered to their
development needs (50% believed that it was Partly True) and it was very
closely followed by 46% saying it was Not True. There were 4% cases, which
believed that it was True.
Remarks : Although the inference indicates that the PA system allowed mutuality, trust and
open communication between superior and subordinates, there may be chances
of biases in employees while rating this statement. The answers may have
varied depending on proximity etc.
10. The appraisal procedure allows the appraisee to express his developmental needs?
60
50
very true
40
30
True
20
partly true
10
not true
0
No. of Responses Percentage
Inference : The most common response on above statement was an astounding Not
True with 52% people agreeing that the PA system was free of any biases. It
was followed by 32% saying that it was True and 16% saying that it was
Partly True.
Remarks : The above inference implies that people are satisfied with the PA system in
Jindal Brothers and believe that it provides scope for developing their
potential. This may be due to the fact that the self appraised of the appraise
invites suggestions on job enrichment, training needs and steps to be taken to
improve individuals effectiveness.
11. The system has scope to correct the biases of the assessor through a super review?
70
60
very true
50
40
30 true
20
partly true
10
not true
0
No. of Responses Percentage
Inference : 68% of the people rated the above statement as Not True 28% believed it was
Partly True with 4% disagreeing by saying that it was True.
12. The appraisal system provides for a frank discussion between appraiser and appraisee?
Response Category No. of Responses Percentage
very true 0 0
True 6 12
partly true 0 0
not true 44 88
90
80
70 very true
60
50
40 True
30
20 partly true
10
not true
0
No. of Responses Percentage
Inference: An astounding 88% rated the above statement as not true with 12% that it was
true.
Remarks Although, most of the people felt that there was mutuality and trust between
appraiser and appraise, it may again depend on the proximity and relationship
shared by an employee and his/her boss. The ratings may be based, as the
employees may have felt that a negative answer may adversely affect them. The
reason behind this conclusion is that a low score on extent of communication and
discussion between appraisers and appraise and high score on mutuality and trust
give a contradictory view.
13. What kind of an appraisal system will bring out the best of an employee?
40
appraisal by all
35 superiors
30
appraisal by
25 immediate
superior
20
15 appraisal by
reference team
10
5 appraisal by
reference team
0 and self.
No. of Responses Percentage
Remarks : This shows that the relationship between appraiser and appraise, in Jindal
Brothers, with respect to planning the performance is quite good. The
subordinate in planning his performance. The appraiser helps the appraise
in testing the soundness of his goals as well as of his plans for achieving
them. This implies that there is active participation of both appraiser and
appraise in performance planning. The reason behind Not True answer
may be due to the fact that many jobs in Jindal Brothers are not well
defined and therefore an elaborate planning on them is not done.
FINDINGS
1- Jindal Brothers is a young, dynamic organization and is going strong on the stock market.
2- The company is well aware of the dynamic environment of software, it is operating and
in order to keep it with the pace of the environment it believes in constant up gradation of
courses. Organization structure and design of the company is such that it supports this
change.
3- Jindal Brothers has a matrix kind of a structure wherein it takes the form of combination
of structures. Matrix structures are adopted became there is more than one factor around
4- This matrix structure at Jindal Brothers improves the quality of decision-making where
5- . This increases the motivation of the managers and development of wider involvement in
strategies. Although at times the company faces high risk of dilution of priorities became
1. To improve attendance there should be rewards for those employees who attains above
95% attendance.
4. In the beginning of the year employee must know the performance standards on which
his/her performance will be judged in end of year.
5. More stress relieving packages should be offered to the mentally stressed staff.
6. Overtime should be taken care of at time of performance appraisal, which would motivate
the employees to perform better for longer hours.
Performance appraisal is the process of reviewing employee performance vis--vis the set
expectations in a realistic manner, documenting the review, and delivering the review verbally in
a face-to-face meeting, to raise performance standards year over year through honest and
constructive feedback. In the process management expects to reinforce the employees strengths,
identify improvement areas so that one can work on them and also set stretched goals for the
coming year.
I have undertaken a project on PERFORMANCE APPRAISAL SYSTEM. The information furnished by you
will help knowing the effectiveness of the present appraisal and reward system and if need be designing
of a new appraisal system. The data will be kept confidential and will be used for academic purpose only.
1. In your company, the key competencies required for each job are already identified.
2. There are mechanisms that help employees develop their potential for the next rung of job.
3. Employees regularly receive feedback about their potential for higher level jobs
4. Job rotation is practiced widely to help people develop their potential in new areas.
5. Your companys promotion policies are clearly defined and shared with all employees.
7. The appraisal system gives each appraisee an idea of what is expected of him next year?
8. It is designed to aid the appraisee and appraisers jointly understand the formers job?
9. The performance appraisal provides an opportunity for self review and reflection?
10. The appraisal procedure allows the appraisee to express his developmental needs?
11. The system has scope to correct the biases of the assessor through a super review?
13. The procedure allows for the communication of CEOs goal to the workforce?
14. The appraisal system brings out the training needs of the employees.
15. The performance appraisal system clarifies the career prospects, aspirations and intentions.
16. The appraisal system provides a rational basis for salary recommendations.
_____________________________________________________________________________________
_____________________________________________________________________________________
____________________________________.
Bibliography
Aswathappa K, Human Resource & Personnel Management, Tata McGraw- Hill
Publishing Co. Ltd., New Delhi, Sixth edition 2001
Kothari C.R., Research methodology methods & techniques, Wishwa Prakasan ublishing
Co. Ltd., New Delhi, Sixth edition 2001.
Search engines
1. www.google .com
2. citehr.com
3.www.msn.com
4.www.wikipaedi.com