Professional Documents
Culture Documents
PROJECT REPORT
ON
SUBMITTED TO
UNIVERSITY OF MUMBAI
In the partial fulfilment of the requirement for the award of the
Degree
Of
Master of Management Studies (MMS)
Through
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ACKNOWLEDGEMENT
I express my gratitude to college for arranging the summer training in good schedule. I
also extend my gratitude to my project guide PROF. DIVYESH NAGARKAR, who assisted
I would also like to thank all the faculty members of “MADANBHAI SURA
guidance without which this project would not have been possible.
Last but not the lease I place a deep sense of gratitude to my family members and my
friends who have been constant source of inspiration during the preparation of this project
work.
PLACE- KHED
2
DECLARATION
I Am MR. SAURABH SHIRISHKAR hereby declare that the project report entitled
The Project is original and the conclusions drawn herein are based on the data collected
Date:
Place:
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CERTIFICATE
This is to certify that “MR. MR. SAURABH SHIRISHKAR” has submitted
Summer Internship Report titled “PERFORMANCE MANAGEMENT SYSTEM”
completed as per requirement of the two years full time Master of Management studies
(MMS) course of Mumbai University for III Semester of the academic year 2018-2020.
Date : / /2020
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INDEX
____
2-17
2 Introduction
18
3 Objective of the study
19
4 Research Methodology
20-27
5 Project Work Undertaken
28-29
6 Recommendations and
Conclusions
30
7 Bibliography
5
EXECUTIVE SUMMARY
the process running in the company. For doing this, I preferred Questionnaire
method as a source for collecting primary data from the employees and at the
organization as a whole.
6
INTRODUCTION
teams and individuals. The terms performance managements gained its popularity
between the supervisors and the employees throughout the year. The process is
process.
of performance.
programs or improvement.
8
The major objectives of performance management:-
work performance.
❖ To help the employees in identifying the knowledge and skills required for
performing the job efficiently as this would drive their focus towards
mechanism.
and the employees for clarifying expectations about the roles and
interventions.
9
Some of the key concerns of a performance management system in an
organization are:-
required for reaching the results and also the inputs (knowledge, skills and
attitudes).
successful future.
10
PROCESS OF PERFORMANCE MANAGEMENT SYSTEM
The process of performance management starts with the joining of a new
carried between the supervisors and the employees throughout the year.
Figure.1.Process of PMS
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1)Planning: -
The Planning phase starts with companies deciding on the necessary employee
jobs and task that need to be completed in the work place. Mangers will decide
on the specific task and wages for each job prior to hiring employees. Once a
suitable employee is hired, the employee performance management system
moves into the monitoring phase.
2)Monitoring: -
The Monitoring phase of employee management involves managers training
and watching how the employees perform his job.
3)Developing: -
The monitoring phase dovetails with the development phase of the employee
performance management system. As managers monitor each employee, they
will usually offer tips and advice for completing task more effectively and
efficiently. These two phases usually make up the bulk of employee
management, as they address the actual task and job performance of each
employee in the company. These two phase are followed the rating portion of
employee management.
4) Rating:-
The rating phase of the employee performance management system is created
by each company according to their management style and company culture.
Most companies will explain the rating system to employees while scoring the
employee appropriately based on his job performance and productivity. Rating
employee is completely on the periodic basis, depending on the company and its
employee performance management system.
5)Rewarding: -
After an employee is rated for his performance, the company will reward the
employee. Rewards can be monetary or incentive based. Common monitory
rewards include bonuses, merits pay increases for gift, cards; incentive style
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rewards include banquets with recognition plaques or trophies, extra vacation
days or physical gifts of goods or services. Companies may use a mix of
rewards on tiered basis; allowing employees to strive for the best rewards
available for their job performance.
equally ascertaining whether the employees possess the required skills and
employees.
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❖ Providing ample learning and development opportunities by
etc.
14
WHAT CAN HR DO TO DRIVE HIGH
PERFORMANCE IN YOUR ORGANIZATION?
Set clear goals and expectations – Ensure personal goals in some way contribute
to the achievement of the organization’s high level goals. Give your managers
and employees (since they should participate in writing their own goals) annual
training on how to write effective goals. It’s not an easy skill to master, and we
regularly communicate the progress and status for high level organizational goals
goals set for the year. Use organizational and job-specific competencies to
what they are doing well, and why the behavior is valued (impact on team,
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include a specific example of when the behaviour in question was demonstrated
(no generalizations!).
you ensure your organization has the built-in knowledge skills and experience it
needs to succeed, both today and tomorrow. It’s also a critical way to drive up
employee retention.
(and HR) should engage employees to identify the learning activities most
16
TRAIN YOUR MANAGERS TO BE BETTER LEADERS
facilitate work through others, then managers need to effectively direct and
should be working hard to build trusting relationships with each employee they
supervise.
17
KEY RESULT AREA:-
employees.
18
An effectively implemented performance management system can benefit the
given below:
competencies and the major skill gaps which may in turn serve as a useful input
19
for designing the training and development plans for the employees. A sound
Evaluation Objectives
responsibilities.
Developmental Objectives
the employees based on the results of the reviews and diagnosis of the
besides strengthening the relationship between the superior and the subordinate.
20
in an organization both vertically and horizontally across all job categories and
the levels and thus helps in driving all the activities right from the bottom level
2. Measurable: States how the performance for this goal will be measured.
4. Relevant: The KRA (Goal) is relevant to the job and the performance on this
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How to WRITE SMART Goals (KRAs)?
Here are the steps how anyone can write Goals (KRAs) from Job Descriptions:
3. Based on your reading and discussions, make a list of the functions and responsibilities
8. If you plan to follow BSC (Balanced Score Card) Pattern, then categorize each goal into
one of the following categories: Customer, Financial, Internal Business Process, Learning
and Growth.
9. There after describe each Goal (KRA). Make sure you mention a measurable target to be
22
OBJECTIVES OF THE STUDY
management process.
23
RESEARCH METHODOLOGY
organisation.
24
PROJECT WORK UNDERTAKEN
of the skills and capabilities of an individual put in the context of a job. Some
In some cases, systems can take an inordinate amount of time. They end
3. The system should elevate performance; not just measure against lower
limits:
looking at the potential upper limits. An effective system should clearly link the
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individual’s performance to the organization’s strategic objectives and current
management:
Compensation decisions should not be the main reasons for its existence,
nor should compensation be in the driver’s seat. We would argue that only one
discussion each year should deal with compensation. Furthermore, the reality is
that the great bulk of salary increases are driven by the changes in cost of living.
The differences in increases for the great bulk of people in the middle of the
curve are miniscule. Yes, there are a few people at the extremes whose
system. A few poorer performers will get minimal or no raises. At the other end,
a few top performers will get large raises. Organizations are beginning to realize
that many groups of people inside their firm are not neatly distributed on a
normal curve.
Every system should use some form of multi-rater feedback. Managers who
certain amount of “rater bias.” The manager can informally collect multiple
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inputs. The manager can also use some instruments to collect this data. When
the manager’s view is augmented with two peers and two subordinates, ratter
However, coaching and providing feedback to others are skills that don’t come
naturally to everyone. The good news is that managers can acquire these skills
• Practicing and rehearsing those skills until you gain competence and
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HOW TO TRIANGULATE FOR EFFECTIVE MANAGEMENT
SYSTEM?
leadership
Support
optimal
Balance=Effective
performance
management
Execution by
Program Design
Managers
28
Effective Performance Management Solution
Leadership Support:
commitment from leadership. Even a very ordinary system can work well
decision.
The most effective organization are those with champion at the line
29
Program Design:
accessable.
Execution by managers:
Although it is some times said that managerial fortitude is the week link in
performance management, some managers have more “guts” than others. They
coach and give feedback on a more regular basis and more regularly complete
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HR KRA FORMAT
Sr. Focus Area Category Definitions and Weigh- Self Managers Final Remark
No
Measures tage Rating Rating Rating
Out
Out of
Of 5
5
1 Policies & Human To set the policies & 20 %
Process Resource Process as per business
requirement. To review the
existing policies and process
& Clear overcome the
process gaps. To track HR
Polies of other companies
and target- to have HR
manual on cloud until 31st
July 2014, this is to be
shared with all employees
including interns
31
Sr. Focus Area Category Definitions and Weigh- Self Managers Final Remark
Measures
tage Rating Rating Rating
No
Out
Out of
Of 5
5
32
Findings
employees are doing well and following the instruction from the
manager.
❖ The company has proper co-ordination between the manager and the
employees.
33
CONCLUSIONS
1) Instead of providing feedback to the employees in oral they can do the same
in hand written format.
2) The Company should also take feedback from the employee about how they
find the running performance management system.
34
BIBILOGRAPHY
1)Books:
Anurag Jain
2) Internet Sites:
❖ www.managementstudyguide.com
❖ www.opm.gov
❖ www.sibson.com
❖ www.goldfieldws.com
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