ASSIGNMENT

On
HR policy of performance management

Submitted
by
Sarayu Prasad dubey

Roll No : PGDM09047

I-Business institute
35,Knowledge Park II ,Greater Noida

To
Mr. M.K.Ravi
H.O.D. (HRD)
I- Business Institute, Greater Noida
 TABLE OF CONTENT

S.NO. TITLE PAGE NO.

1. LITERATURE REVIEW
1.1MEANING
1.2CHARACTERISTICS
1.3ROLE
1.4PERFORMANCE MANAGEMENT CYCLE
1.5OBJECTIVES
1.6TYPES
1.7PERFORMANCE APPRAISAL CYCLE
1.8METHODS
1.9BENEFITS
COMPANY PROFILE
2.1 OVERVIEW OF THE SERUM
2.2 PRODUCT PROFILE OF SERUM
2.3 SWOT ANALYSIS
2.4 INFRASTUCTURE
2.5 PROCESS
2. RESEARCH METHODOLOGY
3.1OBJECTIVES OF STUDY
3.2COLLECTION OF DATA
3.3SELECTING THE METHODOLOGY FOR
EMPLOYEE
3.4LIMITATION OF STUDY
3. DATA ANALYSIS

4. FINDINGS

RECOMMENDATIONS AND RESULTS

ANNEXURE

BIBLIOGRAPHY
CHAPTER-1
INTRODUCTION
PERFORMANCE APPRAISAL

Performance appraisal may be defined as a structured

formal interaction between a subordinate and supervisor,
that usually takes the form of a periodic interview (annual or
semi-annual), in which the work performance of the
subordinate is examined and discussed, with a view to
identifying weaknesses and strengths as well as
opportunities for improvement and skills development.
Performance appraisal, also known as employee appraisal,
is a method by which the job performance of an employee is
evaluated (generally in terms of quality, quantity, cost and
time). Performance appraisal is a part of career
development.

Performance appraisals are regular reviews of employee

performance within organizations.

Generally, the aims of a performance appraisal are to:

• Give feedback on performance to employees.
• Identify employee training needs.
• Document criteria used to allocate organizational rewards.
• Form a basis for personnel decisions: salary increases,
promotions, disciplinary actions, etc.
• Provide the opportunity for organizational diagnosis and
development.
• Facilitate communication between employee and
administration

Validate selection techniques and human resource policies

to meet federal Equal Employment Opportunity
requirements.

Performance Appraisal Summary

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
• Job design error detection
CHARACTERISTICS OF AN APPRAISAL SYSTEM

Performance appraisal cannot be implemented successfully

unless it is accepted by all concerned. There should be a
common and clear understanding of the distinction between
evaluation and appraisal. As Patten (1982) argues,
evaluation aims at 'objective' measurement, while appraisal
includes both objective and subjective assessment of how
well an employee has performed during the period under
review. Thus performance appraisal aims at 'feedback,
development and assessment.' The process of performance
appraisal should concentrate on the job of an employee, the
environment of the organization, and the employee him- or
herself. These three factors are inter-related and inter-
dependent. Therefore, in order to be effective, the appraisal
system should be individualized, subjective, qualitative and
oriented towards problem-solving. It should be based on
clearly specified and measurable standards and indicators of
performance. Since what is being appraised is performance
and not personality, personality traits which are not relevant
to job performance should be excluded from the appraisal
framework.

Some of the important considerations in designing a

performance appraisal system are:

 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

 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.

 Impersonal feedback Feedback must be impersonal if it

is to have the desired effect. Personal feedback is usually
rejected with contempt, and eventually de-motivates the
employee.

 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.
 Relevance and responsiveness Planning and appraisal
of performance and consequent rewards or punishments
should be oriented towards the objectives of the programme
in which the employee has been assigned a role. For
example, if the objectives of a programme are directed
towards a particular client group, then the appraisal system
has to be designed with that orientation.

 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.

WHAT IS THE ROLE OF PERFORMANCE APPRAISAL?

We've seen from previous discussions, that people are one

of a company's most valuable assets. While most assets
depreciate over time, people, viewed as assets, may actually
appreciate. One of the manager's major responsibilities is to
improve and update the knowledge and skills of employees
-- appreciation of assets. Performance appraisal plays a
significant role as a tool and technique of organizational
development and growth. In essence, effective appraisal
systems provide both evaluation and feedback.

The main aim of the evaluation is to identify performance

gaps -- when performance does not meet the organizational
standards -- whereas feedback is necessary to inform
employee about those performance gaps.

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.

Performance Appraisal and Motivation

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

Performance appraisals identify performance gaps. As such,
they provide an excellent opportunity for a supervisor and
subordinate to recognize and agree upon individual training
and development needs.

Performance appraisal discussion may identify the presence

or absence of work skills. Further, the need for training can
be made more relevant if attaining the requisite job skills is
clearly linked to performance outcomes. Consolidated
appraisal data can also help form a picture of the overall
organizational training requirements.

Performance Appraisal and Recruitment

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.

Performance Appraisal and Employee Evaluation

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.

Performance Appraisal and Total Quality Management

(TQM)

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.

However, there is no doubt that, without safeguards such as

appropriate design, adequate administrative support,
comprehensive job analysis / description and training for
appraisers, conventional performance appraisal processes
risk becoming just another of the many bureaucratic rituals
supervisors and subordinates must endure.

THE PERFORMANCE MANAGEMENT

CYCLE
 T h e P e rfo r
M anagem
C y c le
Objectives of appraisal
 • To review the performance of the employees over a
given period of time.

• To judge the gap between the actual and the desired

performance.

• To help the management in exercising organizational

control.

• Helps to strengthen the relationship and communication

between superior – subordinates and management –
employees.

• To indentify the need of training and development programs

for the employees. To review the performance of the
employees over a given period of time.
• To judge the gap between the actual and the desired
performance.
• To help the management in exercising organizational
control.
• Helps to strengthen the relationship and communication
between superior – subordinates and management –
employees.
• To diagnose the strengths and weaknesses of the
individuals so as to identify the training and development
needs of the future.
• To provide feedback to the employees regarding their past
performance.
• Provide information to assist in the other personal decisions
in the organization.
• Provide clarity of the expectations and responsibilities of the
functions to be performed by the employees.
• To judge the effectiveness of the other human resource
functions of the organization such as recruitment, selection,
training and development.
• To reduce the grievances of the employees.

Some specific positive objectives of performance

appraisal are:

 To review past performances

 To assess training needs
 To help develop individuals
 To audit the skills within an organization
 To set targets for future performance
 To identify potential for promotion
 Types of Appraisals
The following is a description of the types of performance
appraisals:
 1. Probationary/Trial - End of probation or trial period.
 2. Extension of Probation Period - At time of request for
extension.
 3. Annual - One year from date of last review.
 4. Special - Beginning at end of special probation or when
performance substantially dropped during a review period.
 5.Change in Classification Promotion/ demotion/ transfer,
etc.
 6. Separation - Separation from County service, when it has
been more than nine (9) months since the affected
employee's performance has been evaluated
 DIFFERENCE BETWEEN PERFORMANCE APPRAISAL
AND
PERFORMANCE MANAGEMENT SYSTEM:

 Performance Appraisal Performance management

 No customer involvement
 Static format
 Activities Based
 Results Only
 Job Description Focus
 Annual Event
 Top down Evaluation
 Retrospective Evaluation
 Direct customer involvement
 Flexible Format
 Objective/ Competencies Based
 Result/ process Measurement
 Linked To Strategic Priorities
 Team Participation
 On Going Interaction
 Multiple Resources of feedback
 Retrospective and Prospective
 Performance Appraisal is related to the targets assigned to
the employee.

PERFORMANCE APPRAISAL PREPARATION

Appraisal systems should be job-related, have standards, be

practical, and use dependable measures. Considering that
progression along pay scales might be effected by appraisal
outcomes, any such system must be perceived to be (and
actually be) fair and objective.

Some characteristics to look for in an appraisal process are:

• Objectivity / measurability
• Work relatedness of measures
• Measures are within the appraisee's control
• Measures are attainable
• Contains an appeal mechanism
• Management commitment to the entire process -- training
provided where necessary
• Be simple and not take appraisers nor appraisees unduly
away from their core tasks
• Be sophisticated enough to ensure appraisees' perceptions
of fairness
• Measuring clear competencies only
• Provides a feedback mechanism with a link to training and
development

PERFORMANCE STANDARDS

Performance standards are the benchmarks against which

performance is measured. These standards must be based
on job analyses and be directly related to the desired results
of each job.

If pay increases are dependent upon the outcome of the

performance appraisal, there can be no room for subjective,
nebulous performance indicators. Great divisiveness,
jealousy and demotivation can be caused by poor
performance pay systems using inadequate or inappropriate
benchmarks.

THE PERFORMANCE APPRAISAL CYCLE

 Discussion
 Informal
 Review
 Preparation
 The preparation section of the cycle covers the pre-meeting
work of the appraisal and the appraise who both review
results in the light of previously agreed objectives and decide
on any matters they want to raise at the appraisal
discussion.
 The formal appraisal section of the cycle is concerned with:
 Conducting the appraisal discussion;
 Overcoming any problem emerging during the appraisal.
 Concluding the appraisal by recording the results, agreeing
action plans and, as necessary, obtaining another view from
the appraiser’s manager to ensure that a fair and thorough
appraisal has taken place.
The information review section of the cycle consists of:
 Information discussions that take place as and when
required and may involve updating objectives or
performance plans;
 The process of coaching and counseling, which help to
implement the development and performance improvement
programme.
 When appraisal should take place?

Formal appraisal discussions are often held annually but

some fast moving organizations prefer to have them twice a
year or even more frequently, say at quarterly intervals.
When employees are working on some projects, as in a
consultancy firm, there may be an appraisal after every
assignment. Ensuring that appraisal is a continuing process.
To ensure that appraisal is not just seen as a one- a-year
event to be got over as quickly as possible it is necessary to
emphasize the continuing nature of the process in briefing
and training. Appraiser & appraiser should understand that
feedback & appraisal are in effect everyday occurrences.

PERFORMANCE APPRAISAL METHODS

1. Graphic rating scale

2. Paired Comparison
3. Forced choice approach
4.Easy Appraisal
5. BARS
6. Checklist method
7. Critical incident method
8. 3600 appraisal
9.Mixed method

Methods
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.

3)The rate usually receives a score of 1 to 5, with 5

representing excellent performance.

4)Some forms allow for additional comments.

Paired-comparison Approach: A performance appraisal

that measures the relative performance of employees in a
group.

1)This is a method of performance evaluation that results in

a rank ordering of employees to come up with a best
employee.

2)This type of approach measures the relative performance

of employees in a group.

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 employee’s 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.

The dis-advantage of this method is that their quality

depends on the supervisor’s writing skills.

Behaviorally Anchored Rating Scales:

A performance appraisal in which the employee is rated on
scales containing statements describing performance in
several areas.

This is a method of performance appraisal that is tailored to

the organization and positions with in that organization.

Some organizations pay behavioral scientists or

organizational psychologists to create behaviorally anchored
rating scales.

A checklist appraisal is a record of performance, not an

evaluation by the supervisor.

It contains a series of questions about the employee’s

performance.

The supervisor checks boxes to answer the questions yes or

no.
The human resources department has a key for scoring the
items resulting in a rating of the employee’s performance.

Critical-incident Appraisal: A performance appraisal in

which the supervisor keeps a record of incidents that show
positive and negative ways the employee has acted; the
supervisor uses this record to assess the employee’s
performance.

Some of the important forms of ranking for performance

appraisal are given below, based on Oberg, 1972; and
Monga, 1983:
(a) Alteration ranking method The individual with the best
performance is chosen as the ideal employee. Other
employees are then ranked against this employee in
descending order of comparative performance on a scale of
best to worst performance. The alteration ranking method
usually involves rating by more than one assessor. The
ranks assigned by each assessor are then averaged and a
relative ranking of each member in the group is determined.
While this is a simple method, it is impractical for large
groups. In addition, there may be wide variations in ability
between ranks for different positions.

(b) Paired comparison The paired comparison method

systematizes ranking and enables better comparison among
individuals to be rated. Every individual in the group is
compared with all others in the group. The evaluations
received by each person in the group are counted and
turned into percentage scores. The scores provide a fair idea
as to how each individual in the group is judged by the
assessor.

(c) Person-to-person rating In the person-to-person rating

scales, the names of the actual individuals known to all the
assessors are used as a series of standards. These
standards may be defined as lowest, low, middle, high and
highest performers. Individual employees in the group are
then compared with the individuals used as the standards,
and rated for a standard where they match the best. The
advantage of this rating scale is that the standards are
concrete and are in terms of real individuals. The
disadvantage is that the standards set by different assessors
may not be consistent. Each assessor constructs their own
person-to-person scale which makes comparison of different
ratings difficult.

(d) Checklist method The assessor is furnished with a

checklist of pre-scaled descriptions of behaviour, which are
then used to evaluate the personnel being rated (Monga,
1983). The scale values of the behaviour items are unknown
to the assessor, who has to check as many items as she or
he believes describe the worker being assessed. A final
rating is obtained by averaging the scale values of the items
that have been marked.

(e) Behaviourally anchored rating scales (BARS) This is a

relatively new technique. It consists of sets of behaviourial
statements describing good or bad performance with respect
to important qualities. These qualities may refer to inter-
personal relationships, planning and organizing abilities,
adaptability and reliability. These statements are developed
from critical incidents collected both from the assessor and
the subject.

(f) Assessment centres This technique is used to predict

future performance of employees were they to be promoted.
The individual whose potential is to be assessed has to work
on individual as well as group assignments similar to those
they would be required to handle were they promoted. The
judgment of observers is pooled, and paired comparison or
alteration ranking is sometimes used to arrive at a final
assessment. The final assessment helps in making an order-
of-merit ranking for each employee. It also involves
subjective judgment by observers.
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?"

Using internal and external clients

360-degree performance appraisals offer an alternative by

which organizations may gain more useful performance
information about employees. Because all clients/customers
an employee comes into contact with can conceivably have
input into the performance appraisal, this methodology can
also makes them more accountable to their customers.

Using a courtroom metaphor, one could say that, rather than

having a single person play judge, a 360-degree appraisal
acts more like a jury. People who actually deal with the
employee each day have an opportunity to create a pool of
information from which the appraisal is written. Internal
clients may include supervisors, subordinates, co-workers,
and representatives from other departments. External
customers may include clients, suppliers, consultants and
customers.

Perceived fairness

Given the use of a wide variety of sources for information in

the 360-appraisal process, this method provides a broader
view of the employee's performance. Frequently, the
employee on whom the appraisal is being done (the ratee)
will feel that the process is more fair.

Validity

Very often, an employee's peers know their behaviors best.

Consequently, employees cannot hide as easily in 360-
degree appraisals.

Employee development

360-degree appraisal enables an employee to compare his

or her own perceptions of their work performance with the
perception of others. As such, the method facilitates
employee self-development. Feedback from one's peers is
more likely to lead to changed behaviors.

Accountability to customers

A 360-degree appraisal process provides a formalized

communication link between the employee being evaluated
and their customers. These people now have feedback into
the employee's performance rating. As such, the process is
likely to make the employee more accountable to his or her
various internal and external customers. Furthermore,
organizations can also use this feedback to create more
customer-oriented goals for the following year.

The raters: how many and who?

One issue employers must solve in implementing a 360-

degree appraisal program is determining how many raters
should be involved. Next, the organization must decide who
should do the rating. Generally speaking, less than five
raters limits the perspective while more than ten raters is
likely to make the appraisal system complex and time
consuming. A firm would be well advised to develop a
workable definition of what constitutes a peer, an internal
customer, an external customer, a supervisor, etc. For
example, to be useful, the customer ought to be one who
has significant interactions with the ratee.

Some organizations permit the ratee to develop a list of key

internal and external customers that he or she interacts with.
The ratee then recommends five to ten of these individuals
to serve as raters. In this process, the supervisor still retains
the ultimate responsibility for the appraisal and therefore
ensures that appropriate raters are selected. The ratee is
thus prevented from stacking the deck with supportive
customers.

Another option has the raters selected at random from the

ratee's team by a computer-generated system. Those
selected are then notified by E-mail to participate in the
appraisal.

Limitations on the use of external clients

An organization contemplating the use of the 360-degree

process must keep in mind that reviewing that organization's
employees' performance is not the customer's business. To
ensure the customers' cooperation, the process should be a
mutually beneficial process.

Furthermore, the various external customers would ideally

evaluate the ratee only on the behaviors or work incidents
that they have directly observed. This, of course, also holds
for internal raters.

Summarizing the data

Once all raters have supplied their appraisals, the

employee's supervisor is generally responsible for
summarizing the data and determining the final performance
rating.

After summarizing the data, the supervisor conducts the

formal appraisal interview with the ratee.

Another variation of the summary process makes the ratee

responsible for summarizing the feedback data from the
raters. The ratee then submits a summary analysis to his or
her supervisor. The ratee and the supervisor then meet to
determine the ratee's final performance rating and
development plan.

Rater confidentiality

Organizations must decide whether the feedback from the

various raters should be kept anonymous or be identified to
the employee. Sometimes raters give fuzzy feedback
because of the fear that the feedback might come back to
them.
One rule rule might be that no rater can give negative
feedback in the appraisal unless that rater has previously
given the feedback directly to the ratee. Most organizations
should start with a policy of confidentiality until sufficient
understanding, maturity and organizational trust is achieved.
 Benefits of Performance appraisal

For the organization:

The organization comes to know the true position of the

employees working capacities and the problems they face
while working in the organization. This performance
appraisal system also acts as a motivating factor for the
employees, which helps the organization to get better
results.

For the appraise:

The appraise fells themselves an important part of the

organization, they get a chance to express their views in
front of their superiors; they get a platform to express their
ideas. The employee comes to know the truth about:
 To what extent they have achieved their objectives.
 In what respect their work has been most successful.
 Are there any aspects of their work, which they have not
completed?
 Are many other question, which make them assess
rightly. ..
Guidelines for effective performance evaluation interviews...

• emphasize positive aspects of employee performance

• tell employee that the purpose is to improve performance,
not to discipline
• conduct the review in private
• review the performance formally at least annually (more
frequently for those performing poorly)
• make criticisms specific
• focus on performance, not personality
• stay calm; do not argue
• identify specific actions the employee can take to improve
performance
• emphasize the evaluator’s willingness to assist the
employee’s efforts to improve performance
• end by stressing positive

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
company’s 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 “WHAT”OF APPRAISAL

It is considered with

 Creating and maintaining a satisfactory level of

performance of employees in their present job.
 Highlighting employee’s needs and opportunities of for
personal growth and development.
 Aiding in decision making for promotions, transfers,
layoff and discharges.
 Promoting understanding between supervisors and his
subordinates.
 Providing a useful criterion for determining the validity
of selections and training methods for attracting individuals
of higher caliber to the organization.

THE ‘WHEN’ OF APPRAISAL

The ‘when’ answers the query the frequency of appraisal?

The informal counseling should occur continuously but the
manager should discuss an employee’s 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’ OF APPRAISAL

The where indicates the location where employee

should be evaluated? It is usually done at work place or
office of the supervisor.

THE ‘HOW’ OF APPRAISAL

Under this, the organization must decide what different

kinds of methods are available and which of these may be
used for performance appraisal. On the basis of comparative
advantages and disadvantages, the nature and philosophy
of management and the needs of an organization; the
method of appraisal is decided.

The performance appraisal process at the companies has

been stated by The Corporation as consisting of four inter-
related steps. The first step was to establish a common
understanding between the manager (evaluator) and
employee (evaluatee) regarding work expectations; mainly,
the work to be accomplished and how that work was to be
evaluated. The second step was an ongoing assessment of
performance and the progress against work expectation.
Provisions were made for the regular feedback of
information to clarify and modify the goals and expectations,
to correct unacceptable performance before it was too late,
and to reward superior performance with proper praise and
recognition. Step three was the formal documentation of
performance through the completion of a performance and
development appraisal form appropriate to the job family.

The final step being the formal performance and

development appraisal

discussion, based on the completed appraisal form and

ending in the construction of a Development Plan. Also
noted was that The Corporation considered the performance
appraisal process to have been within the larger content of
the other performance related processes of work planning
and salary action.
Reasons for Performance Appraisal Failures

Where performance appraisal fails to work as well as it

should, lack of support from the top levels of management is
often cited as a major contributing reason.

Opposition may be based on political motives, or more

simply, on ignorance or disbelief in the effectiveness of the
appraisal process.

It is crucial that top management believe in the value of

appraisal and express their visible commitment to it. Top
managers are powerful role models for other managers and
employees.

Those attempting to introduce performance appraisal, or

even to reform an existing system, must be acutely aware of
the importance of political issues and symbolism in the
success of such projects.

Employee Participation

Employees should participate with their supervisors in the

creation of their own performance goals and development
plans. Mutual agreement is a key to success. A plan wherein
the employee feels some degree of ownership is more likely
to be accepted than one that is imposed. This does not
mean that employees do not desire guidance from their
supervisor; indeed they very much do.

Performance Management

One of the most common mistakes in the practice of

performance appraisal is to perceive appraisal as an isolated
event rather than an ongoing process.

Employees generally require more feedback, and more

frequently, than can be provided in an annual appraisal.
While it may not be necessary to conduct full appraisal
sessions more than once or twice a year, performance
management should be viewed as an ongoing process.

Frequent mini-appraisals and feedback sessions will help

ensure that employees receive the ongoing guidance,
support and encouragement they need.

Of course many supervisors complain they don't have the

time to provide this sort of ongoing feedback. This is hardly
likely.What supervisors really mean when they say this is
that the supervision and development of subordinates is not
as high a priority as certain other tasks.
In this case, the organization may need to review the
priorities and values that it has instilled in its supervisory
ranks. After all, supervisors who haven't got time to monitor
and facilitate the performance of their subordinates are like
chefs who haven't got time to cook, or dentists who are too
busy to look at teeth. It just doesn't make sense.

If appraisal is viewed as an isolated event, it is only natural

that supervisors will come to view their responsibilities in the
same way. Just as worrying, employees may come to see
their own effort and commitment levels as something that
needs a bit of a polish up in the month or two preceding
appraisals.

Performance appraisals purpose - and how to make it

easier

Performance appraisals are essential for the effective

management and evaluation of staff. Appraisals help
develop individuals, improve organizational performance,
and feed into business planning. Formal performance
appraisals are generally conducted annually for all staff in
the organization. Each staff member is appraised by their
line manager. Directors are appraised by the CEO, who is
appraised by the chairman or company owners, depending
on the size and structure of the organization.
Annual performance appraisals enable management and
monitoring of standards, agreeing expectations and
objectives, and delegation of responsibilities and tasks. Staff
performance appraisals also establish individual training
needs and enable organizational training needs analysis and
planning.

Performance appraisals also typically feed into

organizational annual pay and grading reviews, which
commonly also coincides with the business planning for the
next trading year.

Performance appraisals generally review each individual's

performance against objectives and standards for the trading
year, agreed at the previous appraisal meeting.

Performance appraisals are also essential for career and

succession planning - for individuals, crucial jobs, and for the
organization as a whole.

Performance appraisals are important for staff motivation,

attitude and behaviour development, communicating and
aligning individual and organizational aims, and fostering
positive relationships between management and staff.
Performance appraisals provide a formal, recorded, regular
review of an individual's performance, and a plan for future
development.

Job performance appraisals - in whatever form they take -

are therefore vital for managing the performance of people
and organizations.

Managers and appraisees commonly dislike appraisals and

try to avoid them. To these people the appraisal is daunting
and time-consuming. The process is seen as a difficult
administrative chore and emotionally challenging. The
annual appraisal is maybe the only time since last year that
the two people have sat down together for a meaningful one-
to-one discussion. No wonder then that appraisals are
stressful - which then defeats the whole purpose.

Appraisals are much easier, and especially more

relaxed, if the boss meets each of the team members
individually and regularly for one-to-one discussion
throughout the year.
Meaningful regular discussion about work, career, aims,
progress, development, hopes and dreams, life, the
universe, the TV, common interests, etc., whatever, makes
appraisals so much easier because people then know and
trust each other - which reduces all the stress and the
uncertainty.

Put off discussions and of course they loom very large.

So don't wait for the annual appraisal to sit down and talk.

The boss or or the appraisee can instigate this.

If you are an employee with a shy boss, then take the lead.

If you are a boss who rarely sits down and talks with people -
or whose people are not used to talking with their boss - then
set about relaxing the atmosphere and improving
relationships. Appraisals (and work) all tend to be easier
when people communicate well and know each other.

So sit down together and talk as often as you can, and then
when the actual formal appraisals are due everyone will find
the whole process to be far more natural, quick, and easy -
and a lot more productive too.
 Chapter-2

Company Profile
 PROFILE 2008

COMPANY PROFILE - 2007

 WELCOME TO HOLLAND L.P

On behalf of all our employees, the following overview is intended

to familiarize you with the history, accomplishments, goals, and
visions of our company.

In addition to maintaining our domestic market leadership position

in electric flash butt rail welding systems and proprietary freight car
components, Holland has also been busy expanding its presence
in new areas.

In 2007 we continued to progress our Quality Initiative as our

Welding Group begins ISO 9001:2000 Quality Assurance program
implementation with the Mobile Operations Division. Most
recently, in the first quarter of 2007, the Welding Group’s Fixed
Plant Division achieved ISO 9001:2000 registration. The Fixed
Plant Division joins the current list of our business groups working
busily to provide improved services & products to our customers -
the Transportation Technology Division (HoTT – ISO 9001:2000 &
AAR M-1003), the Railway Measurement Systems & Services
Division (RMSS – ISO 17025:2005), the M-Bar-D Division (ISO
9001:2000 & AAR M-1003) and the Holland Equipment Division
(HED – ISO 9001:2000).

We continued to aggressively expand our mobile welding

contracting fleet to meet ever-increasing demands for these
services. By early 2008, we will have 63 Mobile welders and 54
puller lites in our already world’s largest rail welding fleet.
We are now operating ten TrackSTAR® Track Testing Vehicles in
the Railway Measurement Systems and Services Division. In
conjunction with our TrackSTAR® business we also now offer
Rangecam track planning software and Internet data management
services to our customers.

Global rail expansion and modernization programs progressed at

an unprecedented pace in 2007, led by growth of the two Asian
giants, China and India.

Holland’s Equipment Division, with its unparalleled combination of

equipment options, application knowledge and sale & service
support, provide solutions and support for railroads and railway
construction contractors across the world.
As part of Holland’s commitment to provide the most reliable flash
butt-welding equipment and to help our customers achieve
maximum output in each welding application, Holland introduced
its Super Rail Puller technology into Europe in 2006.

In other areas of the world, Holland provided an integrated welder

and puller machine, low rail consumption welding technology and
other options.

Our HOTT Division, a long term supplier of freight car parts that
eliminate wear and secure loads, has made a major commitment
to product protection systems that are designed to eliminate
damage, minimize the use of dunnage and provide a safer
environment for loading personnel. From a strategic perspective,
over the past few years this division has transitioned itself from a
supplier of railcar components to a business that provides
“engineered solutions for railcars.” In 2006, the HOTT Division
introduced its Cargo Sled product offering intended to provide
damage free shipping of various commodities in 20 containers via
intermodal unit trains. 2007 also saw the initiation of testing of our
Automatic Twist Lock in China with the Ministry of Rail (MOR) for
both normal and high-speed freight train applications. Holland’s
Automatic Twist Lock is already an industry standard in North
America and India.

In 2007 our M-Bar-D Division embarked on an aggressive

locomotive retrofit plan with BNSF in Bakersfield, CA by equipping
Smart Start Systems in their equipment. This program is expected
to continue and expand to other sites in 2008.

Holland is a third generation family owned and operated business.

Our work force, which was the subject of a recent Chicago Tribune
article, is experienced and possesses great technical and
operating skills. Our professional management is committed to the
long-term strategic view. It is through the efforts of our employees
that we will meet our long-term goals.

We welcome the opportunity to meet your needs and earn your

business.

Sincerely,
Philip C. Moeller
President
 COMMITMENT

Holland will work in partnership with our customers,

employees, and owners to meet their requirements.

We will not be satisfied with anything less, and we will

continually improve our processes until those
requirements are met.

We will achieve these objectives with the highest

degree of integrity and professionalism, and in a
manner that will earn the respect of each group to
which we are committed.

Commitment to Customers

Holland will understand and conform to our customer’s

requirements by providing defect-free products and
services.

We will provide our customers with products and

services that are of the highest available value.

Commitment to Employees

Holland will provide our employees with a secure, safe,

and enjoyable work environment.
In order to meet commitments to our customers and
owners, we require employees who continually improve
their performance levels. To attract and retain this
caliber employee, we will offer a competitive
compensation and benefits package, including profit
sharing funded by the company based upon company
profitability, and individual incentive compensation
plans based on performance where appropriate.

In addition, we will provide opportunities for career

advancement. Filling these positions from within the
organization will be the preferred option.

Commitment to Owners

Holland will steadily increase pre-tax profits over the

long term while maintaining a reasonable return on
investment.

We will safeguard the assets of the company by

exercising a high level of risk control.

Above all, Holland will be an organization - its products,

its people, and its reputation – in which our owners can
take pride.

HISTORY
In 1935, Cyrus Holland founded the Holland Company. The
company’s first product was a tightly wound volute for freight cars.
Over the past half-century, many other products have been
developed by the Holland Company. These include the line of
Holland resilient airbrake hose supports, the Hollube® line of
freight car anti-wear, anti-friction products, twist-lock load
securement devices, and product protection systems.

The Hollube® product offering has become an industry standard.

The principle of using a tough, low co-efficient of friction polymer
material versus steel components has greatly minimized wear and
enhanced product life. This performance, coupled with extensive
warranties of up to 10 years in length, provide the most
economical choice in the industry.

In 1966, Holland acquired the assets and personnel of Matisa

Railweld, Inc., who pioneered the use of electric flash butt-welded
rail in the United States and Canada.

This welding system, originally designed and built abroad, is now

manufactured and assembled by the Holland Company. Over the
years the system has proven to be the most reliable and
productive in the industry, enabling Holland to set the standard for
mobile welding on a worldwide basis.
Under Holland management, the newly formed Railweld Division
went on to become the leading railwelding contractor designing
and building railwelding facilities, rail reclamation facilities, and a
full line of support equipment.

1972 saw Holland distinguish itself by being the first to

commission a self-propelled rail car, which carried a portable
electric flash butt welding machine. Since 1972, the Holland
Company has remained the leader in mobile flash butt welding.

In 1979, Holland introduced the first road/rail mobile welding unit

dubbed the "MobileWelder’s”. Since then, the MobileWelder has
evolved through several major model changes including the
versatile hi-rail version.

In 1985, an additional advancement of the flash butt welding

process was the welding of overhead crane and stacker crane rail
welding.

In 1986, Holland acquired the railway product portion of the

McLean-Fogg Company. This product line of securement
systems is now an important part of the Holland Company's
extensive line of products serving the mechanical segments of the
railway industry.
In 1992, Holland introduced a line of high capacity pullers that are
used in repair and closure welding. We also acquired Lewis Rail
Service and combined our rail welding plant operations with those
of Lewis to establish the Lewis Rail Service Division.

Holland’s success has come from its commitment to quality and

innovation. Our track record in railwelding is highlighted below.

< Since 1966 we have made over 26 million welds, which

set the standard for railwelding on a worldwide basis.
< Developed 72, 90 and 130-ton capacity welder heads to
meet the ever changing needs of the marketplace.
< Developed a wide range of independently operated
High Capacity Pullers including 80, 160, and 280-ton
machines.
< Applied the technology, quality, and productivity of
Plant Welding to In-Track Welding and Porta-Plant
Welding.
< Perfected a technique for year-round Flash Butt
Welding along with the development of Repair Welding.
< Developed and marketed the hi-rail or road/rail welding
system, including a 40-foot, ISO, intermodal
containerized unit.
< Introduced weld monitoring and computer control
systems, Intelliweld®, that assure highest quality and
21st century data analysis capability.
< Increased safety on the job site by designing an out-of-
the-way overhead Jib Crane.
1995 saw Holland broaden its product by offering TrackSTAR®, a
patented road/rail track testing inspection vehicle have served
over 80 Class 1 railroads, regionals, short lines and transits
throughout North America and Mexico. Holland's track testing
capabilities include inertial based geometry, rail profile and gauge
restraint (GRMS) testing.

In 1999 Holland introduced the first digitally controlled flash butt

rail welding control system, the Intelliweld®. We also introduced
the Data Locker for mobile welders that replace the paper, pen
and ink chart recorder.

In early 2000, our HOTT Division, in conjunction with our Mobile

Operations Team, embarked on one of the most ambitious
projects in Holland history. Based on a commitment from the
Burlington Northern Santa Fe, Holland Company set up an
operation in Modesto, California to equip 1300 plus insulated box
cars with Holland’s patented mini snugger product protection
system. This system not only significantly reduced costs
throughout the distribution channel, but most importantly insured
damage free shipments on a consistent basis. Ten months later
the project was completed resulting in a satisfied customer while
meeting our projected budget and time frames; a testimony to the
varied capabilities of the Holland Company.
On January 2, 2002, M-BAR-D Rail Car Tech, Inc. and General
Leasing Corporation were acquired by Holland. M-BAR-D Rail
Car Tech, Inc. and General Leasing Corporation are
headquartered in Fargo, North Dakota and were founded in 1992
by William G. Dahlin and William S. Pladson. M-Bar-D along with
the HOTT Division now comprise Holland’s Mechanical Railway
Group.

In December 2002, Holland’s Track Testing Services Division

accomplished FRA acceptance of TrackSTAR’s® Gauge
Restraint Measurement System (GRMS) for use by railroads for
“waiver” track. TrackSTAR® is the only GRMS FRA accepted hi-
rail vehicle in the world. This technology coupled with capability
to provide full geometry and rail profile measurement makes
Holland’s TrackSTAR® unique in the rail industry.

In 2004, Holland Track Testing Services Division introduced the

TrackSTAR-TTV (transit testing vehicle) that has the capability to
test standard or wide gauge properties, through subway tunnels
and sharp curves, and the TrackSTAR® -Heavy testing units build
on the Brandt solid axle hi-rail system for higher speed testing
and improved productivity for our freight customers. The division
also achieved ISO 17025:1999 accreditation – the first GRMS
testing company in North America to do so.
Through Infostar, customers access their truck testing data over
the Internet to Holland data storage computers in Crete, IL and
have full access to Rangecam Analyst Software.

In 2004, Holland acquired the assets of E.O. Paton International

Holding, Inc., a Canadian based worldwide supplier of flash-butt
rail welding equipment; thus complementing and expanding the
Holland Equipment Division product line. Holland now offers the
most comprehensive line of flash butt rail welding equipment in
the world. Only Holland offers customers the choice of selecting
welding equipment that is most suitable for their specific
application requirements.

In 2005 the M-Bar-D Division designed, constructed, and began

operating a coal unloading, storage, and trucking operation in
Ardoch, ND that services 5 American Crystal Sugar plants with
deliveries in excess of 700,000 tons of coal annually.

In 2007 our Fixed Plant Welding Division achieved ISO

9001:2000 registration.

In 2007 the Railway Measurement Systems & Services Division

(RMSS) completed all requirements for reaccredidation for ISO
17025-2005. The division was renamed recognizing the growth of
the business beyond its origins as only Track Testing Services.
Additionally, in early 2008 RMSS completed the acquisition of
Industrial Metrics and the Rangecam rail and track planning
software.
 HOLLAND COMPANY OPERATING DIVISIONS

RAILWELDING DIVISION:

Responsible for all in-track Mobile rail welding and related

operations, including turnkey labor support to meet customers
requirements. This division is also responsible for crane and
industrial application rail welding operations. A total of 64 Mobile,
Porta Plants and an All Terrain Mobile unit plus 70 rail pullers
provide the largest contracting rail welding service in the world.

This division is also responsible for all Fixed plant rail-welding

operations. Holland has five of it's own rail trains and three CWR
unloader units which provide efficient and timely service to our
valued customers.

The fixed plants are ISO 9001:2000 certified.

Plants locations include:

Markham, IL
Denison, TX
Pueblo, CO
Independence, OR
RAILWAY MEASUREMENT SYSTEM & SERVICES DIVISION:

Responsible for all track testing, software, data management

services and related operations. RMSS provides track strength
(GRMS), track geometry, and rail profile measurement contract
services with it’s heavy-hi-rail TrackSTAR® units to Class 1,
Regional, Shortline and Transit owners throughout North America
and Mexico. The Track Testing Services Group of RMSS has a
fleet of operating TrackSTAR® vehicles with skilled crews that
deliver both electronic and hard copy strip charts, exception
reports, and post-processing/planning reports. TrackSTAR®
vehicles can test track at speeds up to 40 mph delivering
the potential to test over 100 track miles in a normal workday.
TrackSTAR-TTV (transit testing vehicle) provides full geometry,
rail profile and active gauge testing of standard and wide-gauge
transit properties. RMSS also provides Rangecam track, rail and
wheel measurement and planning software and Infostar data
management services including data storage, protection, and
access via the Internet.

RMSS is ISO 17025:2005 certified.

RAILROAD MECHANICAL GROUP

0.0.1.1.1 THIS GROUP IS COMPRISED OF OUR HOTT AND

M-BAR-D DIVISIONS

TRANSPORTATION TECHNOLOGY DIVISION (HOTT):

This division is committed to providing engineered solutions to

railcar builders, owners and shippers, with quality products and
services developed in anticipation of their needs.

Utilizing the latest technologies the division designs,

manufactures and markets railroad car components and systems
that minimize wear, reduce weight, secure containers/equipment
and protect ladings. Popular trade names include Hollube®,
Automatic Twist Lock®, Mini-Snuggers™, Coil Snugger, Load
Snuggers, Door Edge Protection, (DEP) and Cargo Sled.

Holland railcar components can be found on most freight cars in a

variety of applications. Our automatic twist locks and low profile
locks possess unlimited approval from AAR and are built in
conformance to AAR Spec M 952-04. Together they represent
the “lock” of choice in the intermodal industry whether moving
valuable cargo or refuse throughout North America and selected
international markets.

Our Hollube® composite product offering minimizes wear

providing extended component life, provides reduced weight
allowing greater car capacity at prices equal to or below
equivalent steel components.

Holland’s patented “load snugger” system features unique anchor

designs, layouts and web strapping to protect various lading while
eliminating the need for expensive to maintain bulkheads.
Currently, in excess of 10,000 boxcars have been equipped with
this patented system.

The division has been awarded TTX’s preferred supplier award

(SECO) several times and is M-1003 and ISO-9001-2000
certified.
M-BAR-D DIVISION (MBD)

M-BAR-D is a diverse division serving the rail and industrial

markets with services that range from railcar cleaning, repair and
inspection, locomotive service, derailment material recovery, as
well as bulk material transfer and building of specialized
equipment.

M-BAR-D FACILITIES INCLUDE:

Car Repair and Inspection

Gregg’s, OH Newport WA
Norfolk, NE Wichita Falls TX

Car Cleaning
Greggs OH Newport WA
Birmingham AL Lehigh ND
Kansas City MO

Locomotive Servicing
Chicago IL
 Green Bay WI

Material Handling (Transloading)

Ardoch, ND Hillsboro ND
Fargo-Moorhead Drayton ND
Crookston MN East Grand Forks ND

Special Projects
Bakersfield, CA Spokane, WA

M-BAR-D services its customer base via 19 locations and

continues to grow throughout North America. Major customers
include all major Class 1 railroads, regionals, short lines, private
car owners and industrial processing plants.

The division is ISO-9001:2000 registered as well as M-1003

certified for car repair.
EQUIPMENT DIVISION (HED):

Responsible for the design, development, and manufacture of rail

welding equipment, rail and CWR handling and processing
equipment, track testing services equipment, and railroad
maintenance of way equipment for both internal and external
customers. Products manufactured by the Equipment Division
include Holland's MobileWelder® in track flash-butt welding
machine, containerized welding units, All-Terrain MobileWelders®
(ATMW), rail pullers, slow bend press machines, welding plant
equipment, rail grinders and polishers, CWR Unloader units,
Railtrains, Pick-Up units and TrackSTAR®.

The HED division is responsible for equipment start-up, customer

training, field service and customer support.

Operating under an accredited quality program meeting the

requirements of ISO 9000:2001, the Holland Equipment Division
is registered to provide “Design, Manufacture, and Supply of
Equipment, Parts, and Services for the Railroad Industry”.
INTERNATIONAL SALES

Over the last 10 years, Holland has expanded its marketing

beyond North America. Holland now maintains a global presence
by providing electric flash butt welding and rail testing services as
well as welding and testing equipment, rail delivery trains,
consulting services, and freight car components to customers
around the world.

1 Argentina Guinea, West Africa

Australia Hong Kong
Brazil Hungary
Canada India
Chile Indonesia
China Iran
Columbia Iraq
England Japan
Estonia Kenya
France Korea
 Malaysia Singapore
Mexico South Africa
Mauritania Switzerland
Netherlands Taiwan
New Zealand Thailand
San Juan Puerto Rico Venezuela

DOMESTIC MOBILE RAIL WELDING PLANTS

1.1.1.1 MANUFACTURED, SOLD AND SERVICED

BY HOLLAND L.P.
 MobileWelder®

2 BNSF
Canadian National
CSX
QNS&L
Union Pacific

2.1.1.1 HIGH CAPACITY PULLER

3 BNSF
Canadian National
Union Pacific

3.1.1.1 PALLETIZED PLANTS

4 New York City Transit Authority

Southeastern Pennsylvania Transportation Authority
 CONTRACT WORK EXPERIENCE
HOLLAND MobileWelder® VEHICLES
(Sampling of our customers)

RAILROADS

Alaska Railroad Canadian Pacific

5 Allegheny Railroad Chicago Central & Pacific

Amtrak Chicago & Illinois Midland
Australian National Railroad Chicago South Shore & South
Barclay Mowlem Bend
(Construction Australia) Consolidated RailCorp.
Bay Line Railroad (Conrail)

Belt Railway Company of CSX

Chicago D&O Railroad
Black Mesa and Lake Powell DM & E
Boke Mining, West Africa DMIR
Boston & Maine Elgin, Joliet & Eastern
Burlington Northern Santa Fe F.E.C.
Canadian National
 Grand Trunk Western New York Susquehanna &
Railroad Western Railroad
Illinois Central NICTD
Indiana Harbor Belt Railroad Norfolk Southern
Kansas City Southern Pacific Northern Rail
Railroad (Canada)
Long Island Railroad Paducah & Louisville Railroad
MidSouth Peoria and Pekin Railway
Midwest Railroad Quebec North Shore &
Labrador
Monongahela Railroad
6 Quebec Cartier Mining
Montana Rail Link
7 Red River Valley
Union Pacific Railroad

8
 WELDING FOR CONTRACTORS
(Sampling of contractors)

8.1.1.1 Member of National Railroad Contractor’s

Association

A&K Railroad Material Emecon Construction

Acme Construction Gantrex
Amtrac RR Contractor Green Construction
Atlas RR Contractors Fluor Daniel
Armond Cassil Ford Motor Co.
Baker Heavy & Highway Fox Contracting Co.
Balfour Beatty H & H Engineering
California Engineering Herzog Contracting Co.
Cameron Monterrey Hollier Engineering &
Construction Construction Co.
Carillion Homer J. Olsen
Central Engineering Ispat Inland Steel
Central Maintenance Corp. Jarvis
Comtrak J.M.Foster
Crane America J.A.Placek
Delta Construction J.F.White
 Railroad Construction Corp.
Railroad Service
Corporation
Republic Steel
Shell Oil
Stacy & Witbeck
Steel Dynamics
Sumitomo
Kvaerner Songer
Swanson Contracting
Kiewit Pacific
Timken
L.B.Foster
Track Rail UK
MARTA Contractors
United States Air Force
McLean Construction Co.
Volker Stevin Rail & Traffic
Merit Railroad Contractors
Western Erectors
Midwest Construction
Yonkers Construction
Morris Material Handling
9
Modern Continental
Morrison Knudsen 10

O’Keefe Contracting 11

Olsen Corporation
P.E.L.I.
Queen City Railroad
Contractor
 RAIL WELDING FOR
TRANSITS/PORT AUTHORITIES/GOVERNMENT AGENCIES
(Sampling of customers)

Calgary Transit NYCTA

Chicago Transit Authority PATH
Construmetro (Monterrey Mex. Port Authority of Baltimore MD
Transit)
Sacramento LRT
DART
San Juan, P.R. Transit
Long Island Railroad
San Diego LRT
MARTA Transit (Atlanta)
Southeastern Pennsylvania
Massachusetts Bay Transit Transit Authority
Authority
TTC
Metra - Chicago
Tri-County Metro Transit
New Jersey Transit District of Oregon
Network Rail U.S. Naval Shipyard
NIRC-RTA-Chicago W.M.A.T.A. (Washington, D.C.)
 INDUSTRIAL/UTILITIES
(Sampling of customers)

Abex
Alcoa MITSUI
Armco Steel Namato
Austeel National Steel
Bethlehem Steel Northwestern Steel & Wire
Chapparel Steel Nucor Steel
Dofasco Steel Orlando Public Utility
Geneva Steel Robe River Mining (Australia)
Houston Power & Light Timken Bearing Company
Inland Steel Corporation U.S. Catalytic
International Paper U.S. Steel
Kennedy Space Center Western Fuels
Lone Star Steel WCI Steel
LTV Steel Weyerhauser

12 Yankeetown Dock
12.1.1 HOLLAND TrackSTAR® CONTRACT TRACK TESTING
VEHICLES
(We have over 150 Customers to date. Below is a sampling)

12.2

12.3

12.4 RAILROADS

IC & E

13 Alberta Railnet Chemin df Charlevox

Alaska Chemin dfd la Matapedia
14 Arizona California Chemin df Baie des Chaleurs
B & LE
Chemin dfQ Ottowa Central
BCR
Chemin du Fer Quebec
Birmingham Southern
CN System
BNSF
Conrail
California Northern
CSX
Cape Breton Central
DMIR
Cape Breton
EJ&E
Central Michigan
Ferromex
 Ferrosur Providence and Worchester
Georgetown QNS&L
Hudson Bay Quebec Cartier Mining
Illinois Midland Rail America Properties
INCO RailTerm
Indiana RR Rock & Rail
KCS St. Lawrence & Atlantic
MIP Rail Sydney Coal
Nebraska, Kansas, Colorado Tex Mex
Nebraska NE TFM
New Brunswick East UPRR
New Brunswick Southern Western Group
NS Corp Wisconsin Central
Ontario Northern Willamette & Pacific
Paducah & Louisville
14.1 TrackSTAR® TESTING FOR CONTRACTORS

15

16 Aberdeen & Rockfish Kiewit Pacific

17 Baker Marta Metroplex

Canac Marta Track Contractors
Candu Contractors Mountain States
Cedar American Rail Holdings PNR
CR Construction Queen City
Farmrail Railworks
H&H RailTerm
Harsco (VTA) Savage Alberta
Kelly Hill VHB Engr. (Maine DOT)

17.1 TrackSTAR® TESTING FOR TRANSITS/GOVERNMENT

AGENCIES
18 Amtrak

19 Bi-State
Caltrain
Chicago Transit Authority
City of Columbia
DART
GMAEC (Puerto Rico)

20 GO Transit
Houston Metro

21 MBTA (Boston)

Metro North
Metro Water Chicago
MRS
National Radio
NICTD
Port of Tillomook
SEPTA
Staten Island
Tri-Met
UTA
21.1 INDUSTRIAL

21.1.1.1.1.1.1.1.1 Electric Energy

KC Power & Light
Kelly Hill

22 Navajo Power
Nebraska Power District

22.1.1.1.1.1.1.1.1 Texas Utilities

US Steel

23 Weyerhauser

Chapter -3
 Research methodology

RESEARCH DESIGN

The present research is exploratory; therefore the research

design adopted is Flexible, flexible enough to include any
information that can give new insight into the subject or change
the scope of the study. Also termed Formulative Research
studies, it involves formulating a problem for a more precise
investigation or of developing the working hypothesis from an
operational point of view. This research have inbuilt flexibility.
The problem, initially defined broadly, is transformed into one
with more precise meaning in exploratory studies.
 So the methods adopted to collect the data are
Questionnaire, and relevant secondary data was also consulted.

The place chosen to gather data is offices, where everyone

would be an Investor. Any other place would not have been
that efficient as time and money effort required would have
been substantially high.

**PUT THE APPRAISAL FORMS WHICH WERE

DOWNLOADED IN THE CLASS **
 OBJECTIVES

1.To apply my theoretical knowledge in real working

situations.

2. To know about the role of HR department an organization.

3. To study the real performance appraisal process.

4. To develop my abilities like communication skills, decision

making and problem solving power.

5. If employees understand their roles well, they are likely to

be more effective on the job.

To achieve the objectives of the research the data

collected is of two types:
 1.Primary data is collected by questionnaire, interview and
observations
 2.Secondary data is collected from the company records.
 Selection of samples is based on RANDOM
REPRESENTATIVE SAMPLING from all the departments
and categories of employees
 The sample size is 100 EMPLOYEES
 Most of the questions are objective type except a few on
comment and suggestions regarding training
 A few respondents were interviewed to counter check their
response in the questionnaire to assess the clarity of
questions and validity of answers.

Limitations

1. Some employees were not ready to fill the self appraisal

part of the form.

2. Making of KRA’s for me was not easy because it was first

attempt of my self.
3. Some of the employees had not enough time for filling my
forms due their business.

4. My theoretical knowledge of first & second semester was

not enough for this project.

CHAPTER-4
DATA ANALYSIS
Analysis and Interpretation

In order to covert collected data to meaningful information,

the collected must be

coded in graphical and in some general formats. One

important use of coding and

graphical is to easily understand the relationships with

different variables.
1)Analysis of appraisal of workers

1. Attendance-:

After appraising the employees I found that 95% of workers

attains above 95% attendance. The left 5%are job hoppers.

2. Job Knowledge-:

All the employees have good job knowledge and meets

expectations.

3. Behavior-:

Behavior of 98% employees is excellent & good.

4. Behavior-:

- I am taking these performance standards both because

these are interrelated as the target is for a team not of an
individual. So a good team player is a good achiever. In
these two categories 90% employees are good team players
and 90% employees are target achievers.

2)Analysis of staff employee’s appraisal

I had taken five rating scales i.e.

OVERALL RATING
O =Outstanding = 100-91
A = Good = 90-76
B= Average = 75-51
C =Below Average = 50-35
D = Poor = Below 35

1. In outstanding category there is 5% employee

2. In category A i. e. good 60% employees falls

3. Most of the employees are under category of average and

the % is 25.

4. Employees having below average are 10%.

5. In the poor category no employee I found.

95
 Learning

1. Function of HR department in a manufacturing firm.

2. Solving hurdles in the process of appraisal

3. Paper manufacturing process.

4. Manpower required for the company.

5. Solving employees’ problems.

6. Organizational structure
 CHAPTER-5

FINDINGS & SUGGESTIONS

 Findings

• Include supervisors and managers responsible for

conducting performance appraisals and the executive to
whom they report.

• Meeting should be led by experienced facilitator, such as

organization’s head of HR, internal HR person trained as
a facilitator or an external consultant

• Core of the meeting:

• Discussion of each employee’s performance rating and

the supervisor’s reasons for that rating.

• Start with the outliers (extreme lows or highs)

• ID high performers and why

• Should be done before all performance ratings and

compensation decisions are finalized.
 Suggestions

1. To improve attendance there should be rewards for those

employees who attains above 95% attendance.

2. There should be training sessions to improve team

building.

3. There should be proper training for appraisal to the

employees.

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.
 Conclusion

• Finding job responsibilities of employees is easy but

making of KRA’s is quite challenging.

• Performance appraisal is a vehicle to validate and refine

organizational actions (e.g. selection, training);
• Performance appraisal provides feedback to employees
with an eye on improving future performance.

• Performance of almost all employees is good.

• Environment of the company is very good.

 Annexure

1. Appraisal form for workers

2. Appraisal form for staff

(These are attached with this report)

Performa

org/division/dept

Name:

Year or period co
Employee
Name:
Contents
Competency map

1. Introducti
2. Meaning
3. Behavior
4. Categorie
 PE

PURPOSE

To institutionaliz
process of objec
Employee
Employee
Name:
Department:
Division:

Reviewing
 PER

Name of the
 PERFOMA

1. Name:………

2. Designation:…

3. Date of Joining
Name

Designation

Location
Performance E
Name of Employee
Designation
Department
Principal Evaluator
Please enter your g
Annual

Appraisal Sco
EMPLOYEE IN
 G

EMPLOYEE IN
Name:

Manager Name:
 Perfo
Appraisal S
Name:
 SELF APPR

Employee name

Evaluation
 Re: What is

Performance Ap

The history of p
be traced to Tay
the same may be
management.
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.

Human Resources Management by P.Subarao

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