To achieve our goals, we will need to select the best personal management goals method, make commitments to it,

and use performance management information system to remain flexible enough dealing with changes and new opportunities. If we don't apply personal management solutions, we will hardly reach success. Personal management systems help we create a detailed plan for our everyday life and specify short-term and long-term goals and ways to reach these goals. Personal management system in combination with multiple personal management tips, our personal management skills and personal management training that we can attend will define how well we can set and achieve our goals. One of the greatest opportunities that personal management system delivers to us is to make right decisions in less time and in an effective manner. Since personal management system lets us rationally consider all pros and cons of our decisions, we can set personal management goals clearly, do things more efficiently, complete tasks faster and get always up-to-date information for further decision making. Personal management system can be applied to management of both personal life and office work. You can efficiently plan weekends, holidays, birthdays and any kind of events that make our life better and more beautiful. Personal management system helps improve our personal management skills and create schedules of personal management training courses that we can attend. When we need to plan our office duties, we can use personal management solutions as they will help us create categorized to-do lists, schedule our next phone calls, design meeting agendas and keep our current work on track. As a result, personal management information system will let us find work-life balance and get the most out of our life and work.

Performance Management System

PERFORMANCE APPRAISAL
Performance Appraisal is the formal, systematic assessment of how well employees are performing their jobs in relation to established standards and the communication of that assessment to employees. It emphasises individual development. Performance appraisal is the step where the management finds out how effective it has been at hiring and placing employees. It is the process of evaluating the performance and qualification of the employees in terms of the requirements of the job for which he is employed, for purposes of administration including placement, selection for promotions, providing financial rewards and other action which require differential treatment among the members of a group as distinguished from actions affecting all members equally.

Performance Appraisal has been considered as a most significant and indispensable tool for an organisation, for the information it provides is highly useful in making decisions regarding various personal aspects such as promotions and merit increases. It is the method of evaluating the behaviour of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. It is a systematic and objective way of evaluating both work-related behaviour and potential of employees. It is a process that involves determining and communicating to an employee how he is performing the job and ideally establishing a plan of improvement. Performance appraisal emphasises individual development.

Objectives of Performance Appraisal

Performance appraisal plans are designed to meet the needs of the organisation and the individual. It is increasingly viewed as central to good human resource management. It could be taken either for evaluating the performance employees or for developing them.

1. Compensation decisions
The first and most common use of appraisal is a basis for pay raises. It provides inputs to system of reward. The approach to compensation is the heart of the idea that raises should be given for merit rather than for seniority. Under merit system, employees receive raises based on performance. Managers need performance appraisal to identify employees who are performing at or above expected levels.

2. Placement
Appraisal information also is used for placement decisions. When merit is the basis for reward, the person doing the best job receives the promotion. An individual doing a poor job may be subject to discharge or demotion. Either placement decision requires an appraisal of the employees performance.

3. Personal development
Performance appraisal can help reveal the causes of good and poor employee performance. Through discussion with individual employees, a line manager can find out why they perform as they do and what steps can be initiated to improve their performance.

4. Training and development

Performance appraisal information identifies the weakness and potentials of subordinate, and can identify training needs. Performance appraisal can inform employees about their progress and tell them what skills they need to develop to become eligible for pay rises and promotions.

5. Diagnose organisational problems

Appraisal can help diagnose organisational problems as a result of the proper specifications of performance levels. They do so by identifying training needs and the knowledge, abilities, skills and other characteristics to consider in hiring and they also provide a basis for distinguishing between effective and ineffective performers.

6. Promotion decisions
It can serve as a useful basis for job change or promotion. By establishing whether the worker can contribute still more in a different or a higher job it helps his suitable promotion and placement if relevant work experts are measured properly, it helps in minimising feelings of frustration of those who are not promoted.

7. Improve supervision
The existence of a regular appraisal system tends to make the supervisors more observant of their subordinates because they know that they will be expected periodically to fill out rating forms and would be call upon to justify their estimate this improves supervision.

Performance appraisal helps to have comparative worth of employees. Appraising employee is, thus useful for compensation, placement and training and development purposes.

Uses of performance appraisal

Performance appraisal is a significant element of the information and control system in organisation. Performance appraisal is used in order to: 1. Provide valuable information for personal decisions such as pay increases, promotions, demotions, transfers and terminations. 2. Provide feedback about the level of achievement and behaviour of subordinates, rectifying performance deficiencies and to set new standards of work. It also identifies individuals with high potentials who can be groomed for high positions. 3. Tell a subordinate how he is doing and suggesting necessary changes in his knowledge behaviour and attitudes. It thus provides information, which helps to counsel the subordinate. It also serves to stimulate and guide employees development. 4. Performance appraisal serves as a means for evaluating the effectiveness of devices used for the selection and classification of employees. It therefore, helps to judge

5.

6.

7.

8.

the effectiveness of recruitment, selection, placement and orientation systems of the organisation. Analyse training and development needs. These needs can be assessed because performance appraisal shows people who require further training how to remove their weaknesses. Performance appraisal facilitates human resource planning and career planning; permanent performance appraisal records of employees help management to do human resource planning without relying upon personal knowledge of supervisors. Performance appraisal promotes a positive work environment, which contributes to productivity. Performance appraisal therefore, provide the rational foundation for incentives, bonus etc. The existence of regular appraisal system tends to make the supervisors and executives more observant of their subordinates because, they know that they will be expected periodically to fill out rating forms and would be called upon to justify their estimates. This knowledge helps in improved supervision.

Performance appraisal records protect management from charges of favouritism and discrimination. Employees grievance can also be reduced as it helps to develop confidence among employees.

METHODS OF PERFORMANCE APPRAISAL

1. 2. 3. 4.

Unstructured method Straight ranking method Paired comparison method Man to man comparison method 5. Grading method 6. Graphic rating method 7. Check list method 8. Confidential reports

1. BARS Behavioural Anchored Rating Scale method 2. Result Oriented Appraisal or MBO method 3. Assessment centre method 4. Human Resource

PURPOSES OF PERFORMANCE APPRAISAL

ADMINISTRATIVE

EMPLOYEE DEVELOPMENT PROGRAMME ASSESSMENT

There are basically three types of purposes of performance appraisal in an organization. These are as follows..

ADMINISTRATIVE: It commonly serves as an administrative tool by providing employers with

a rational for making many personnel decisions, such as decisions relating to pay increases, promotions, demotions, terminations and transfers.

EMPLOYEE DEVELOPMENT: It provides feedback on an employees performance.

Appraisal data can also be used for purposes in helping specific training needs of individuals.

PROGRAMME ASSESSMENT: Programme assessment requires the collection and storage of

performance appraisal data for a number of uses. The records can show how effective recruitment, selection and placement have been in supplying a qualified workforce.

LIMITATION OF PERFORMANCE APPRAISAL

In the words of W. Edwards, Annual performance review leaves people bitter, dejected, depressed and in despair for months. Both the appraiser and the appraised consider it an unpleasant task as no performance appraisal system can be perfect and free from personal biases and other defects. Performance appraisal may not yield the desired results because of the following elements:

1. Halo Error: halo error or effect is a tendency to evaluate a person on the basis of one
trait of characteristic. The appraiser judges a person on the strength on a specific trait and does not base his inference on his overall performance. An individual may be consistently rated high, average or low on various traits depending upon the ratter s overall judgement of the person. If the ratter friendly to a worker, he may consistently rate him outstanding, on the other hand if a person is unfriendly then he may be rated billow average even if his performance of the job is very good.

2. Central Tendency: it is the most commonly found error merit rating. The error arises
when the ratter is not sure about the performance of a person, may not be well conversant

with his work or may have less time at his disposal. He will like to play safe in evaluating persons and will rate them as average. Neither he will rate them having poor performance not he will rate them outstanding.

3. Leniency or Strictness: The evaluators have their own value system which acts as a
standard for evaluation. Some evaluators may be lenient and will give high rating to everyone. On the other hand an evaluator may be strict and will give low ratings to all persons. The tendency of giving high rating known as positive leniency error and the tendency of giving low ratings is called negative leniency error. Both the trends can arise from varying standards of performance observed by supervisors and from different interpretations of what they observe in employee performance. The ratters should be trained for evaluation purpose and be told of what is expected from ratings.

4. Similarity Error: This error arises from the mental makeup of an evaluator an
evaluator. The evaluator uses his own trait as a basis for assessing the employees. If the ratter is aggressive then he will try to find this trait in subordinates. Those who have this will be rated high and those who do not have it will be ratted low. This error can be washed out if the same ratter appraised all employees in the organisation. 5.

Miscellaneous Biases: Bias may exist on the ground of sex, race, religion, position etc.
The person on higher positions may be given higher ratings. A ratter may also give high ratings to his group because persons in other groups may not get higher pay rises than his subordinates. A ratter may have preference for persons belonging to his own sex, religion, etc.

About S Tel Pvt Ltd A better way to communicate

S Tel Private Limited (S Tel), a new telecom operator in the lndian marketplace, is a joint venture between Siva Group (formerly Sterling Infotech Group) and Bahrain Telecommunications Company (Batelco).

S Tel has acquired Unified Access Services Licenses (UASL) and spectrum to operate in six Category C circles Orissa, Bihar, Himachal Pradesh, North East, Assam and Jammu & Kashmir. These licenses will enable the company to provide Unified Mobile service, wireless broadband and innovative Value Added Services (VAS) covering a population of over 226 million across these circles.

Headquartered in NCR region of Delhi, the company plans to launch its mobile telephony service in India before close of 2009. Siva Group is a USD 3 billion group (about Rs.14,000 crores), with diversified business interests in verticals such as wind energy, shipping & logistics, hospitality & realty, media, EPC, education and agro business.

Bahrain headquartered Batelco is a diversified, integrated telecommunications operator with Mobile, fixed and wireless broadband, Datacom and fixed line services. It has operations in 7

markets across the Middle East, North Africa and Asia.

Vision & Mission A higher aim Vision

They will be among the top 5 wireless telecom brands by 2015, in the markets they operate in.

Mission
They will realize our vision through: In depth understanding of customer requirements and staying connected with the customer. Constantly benchmarking ourselves to scale new heights in customer satisfaction. Building a culture of operational excellence and innovation through a driven and continually learning organization. First Time Right Approach, process discipline, Root cause analysis of problems identified and elimination of the root cause. Upholding the highest ethical standards in their dealings and transparency in their processes relating to customers, employees and all stakeholders. Demonstrating their care for the community around them.

Infrastructure
S Tel has set up a state of the art Data Centre in Bhubaneswar, Orissa catering to all its businesses. S Tel has built its own dedicated MSC situated in the respective state capitals for each of its Telecom Circles.

Investors A partnership between the best Batelco(Bahrain Telecommunications Company)

Established in 1981, BATELCO has evolved from a local telephone company to become a regionally diversified, integrated telecommunications operator with Mobile, fixed and wireless broadband, Datacom and fixed line services. Batelco Group, listed on the Bahrain Stock Exchange, is the leading integrated communication provider in the Kingdom of Bahrain and a company of reference among the regions key telecommunications players for innovation and customer experience. Batelco serves both the corporate and consumer markets in the most liberalised and competitive environment in the Middle East Africa region. It delivers cutting-edge fixed and wireless telecommunications services to its customers in Bahrain, Kuwait, Saudi Arabia, Jordan, Yemen, Egypt and India. The Batelco Group of companies offers end-to-end telecommunications solutions for its residential, business and government customers in Bahrain on Next Generation, all IP fixed and 3.5G wireless networks, MPLS based regional data solutions and, GSM mobile and WiMax broadband services across the countries in which it operates.

Siva Group
ITS A RARE BREED THAT KNOWS WHAT THE FUTURE HOLDS.

Foresight is a gift. And when you combine it with skill and commercial acumen, the result is often breathtaking. That in a nutshell is the story of the Siva Group, a future spotter, early entrant, market makera story of vision, speed, consolidation and operational excellence. Started in 1986 by Mr. C Sivasankaran, the Group today is a US$ 3 billion conglomerate, with operations in Realty, Telecom, Project Engineering, Shipping, Energy, Agri exports and e-education / software. As early as 1988, Mr Sivasankaran recognized the enormous potential of personal computers. Way back then, Siva PCs went on to become the benchmark value definers and trend setters for the nascent industry. In the following years, the groups reputation as a pioneer and Nextpert grew rapidly as it went on to build leading brands in broadband connectivity, mobile telephony and food & beverages, proving with each venture, the core competencies of the group in terms of entrepreneurial spirit, operational capability and unmatched skill in scaling. The mobile brand Aircel created by the Siva Group was one of the major players in the mobile market then, changing the rules of the game from the word go. Post its divesture in March 2006, the Group has been making its presence felt in the fields of Realty, Project

Engineering, Shipping, Energy, Agri exports and e-education / software initiatives, both in India and abroad. While the Siva Group has grown to become one of the most successful business houses in the country, it has stayed rooted to the guiding business principles and beliefs of its founder promoter Mr. C. Sivasankaran, viz.
Identify unfulfilled needs of society Convert such needs into business opportunities, seizing the first mover advantage Offer high quality products and services at reasonable prices while enhancing wealth for all the stakeholders Create wealth with social responsibility

Methods of Performance Appraisal

1. Traditional method 2. Modern method

Traditional Method
Traditional approach is also known as trait approach. It is based on the evaluation of traits in a person and personal qualities like knowledge, capacity, judgement, initiative, attitude, loyalty, leadership etc. There may also be added work related characteristics such as job knowledge, ability to complete an assignment, success in carrying out plans, efforts in cost reduction etc. In the resent past personal traits have outnumbered work related characteristics. The ratter appraises subordinates on the basis of these standards and gives his rating. Since there may be different methods of ratings people on the basis of such dimensions, there are several methods based on this approach. Some such methods are discussed as follows a. Straight ranking methodIt is the simplest and oldest method of merit ranking. In this technique, the evaluator assigns relative ranks to all the employees in the same work unit doing the same job. Employees are ranked from the best to the poorest on the basis of overall performance. Every employee is judged as a whole without distinguishing the rates from his performance. A list is then prepared for ranking the workers in order of their performance on the job so that an excellent employee is at the top and the poor at the bottom. The difficulty of this method is that it is very difficult to prepare persons on the whole when they differ in qualities, attitudes etc. This method only tells us about the standing of various persons and not the actual difference among them. This method is suitable only when there are limited persons in an organisation. b. Paired comparison methodIn this method every person is compared trait-wise with other persons, one at a time, the number of times one person is compared with others is tallied on a piece of paper. Ranking becomes more reliable and easier under this method. This method is an attempt to improve upon the simple ranking method. For example- if there are five persons to be compared. As performance is first compared with that of B to find out who has better performance, the A is compared with C, D and E in turn and performance is recorded. Then B is compared to C, D and E, since he has already been compared with A. In turn C is compared with D and E and so on. The results of this comparison are tabulated and a rank is assigned to each employee. The number of rank order in this would be n(n-2) where n represents the number of persons to be compared. This method gives more reliable rating than straight ranking but it will be suitable only when the number of persons is small. c. d. Grading system-

Under this system certain features like analytical ability, cooperativeness, dependability, job knowledge etc are selected for evaluation. The employees are given grades according to the judgement of the rater. The grades may be such as Grade A for outstanding Grade B for very good Grade C for average Grade D for poor etc These grades are based on certain selected features such as knowledge, judgement, analytical ability, leadership qualities, self-expression etc. the actual performance of employees is compared with the above grades and employees are allotted grades that speak for their performance.

Poor

average

good

excellent

e. Graphic ratingGraphic rating is the simplest and the most popular method for appraising performance. A rating scale list traits and a range of performance values for each trait. The supervisor rates each performance for each subordinate by circling or checking the score that best describes his performance for each trait. The assigned values for the trait are then totalled. The selection of factors to be measured on the graphic rating scale is an important point under this system. These are of two types (i) characteristics such as initiative and dependability (ii) contribution such as quantity and quality of work. Since certain areas of job performance cannot be objectively measured, it is likely that graphic scale will continue to use a mixture of both characteristics and contribution. f. Forced choice methodThis method was developed during World War ll for evaluating the performance of American army personnel. The evaluators rate the performance as high, moderate or low and escape the important responsibility assigned to them. The primary purpose of forced choice method is to correct the tendency of a rater to give consistently high or low ratings to all the employees. This system is based on the presumption that all employees can be divided into five categories i.e outstanding, above average, average, below average and poor. The rater is asked to place 10% persons in outstanding group; 20% in above average; 40% in average; 20% below average and 10% in poor category. The main idea in this system is to spread ratings in a number of grades. g. Check list method:

A check list is a list of statements that describes the characteristics and performance of employees on the job. The ratter checks to indicate whether the behaviour of an employee is positive or negative to each statement. The performance of the employee is rated on the basis of numbers of positive checks. h. Confidential report: In most of the government departments and public enterprises, performance appraisal is done through annual confidential reports. These reports differ from department to department and from level to level. It is a descriptive report prepared, generally at the end of every year, by the employees immediate superior. A very casual attitude is found among ratters while filling confidential re[ports of the employees working under them. The report is not data based but subjective. No feedback is provided to the employee bring appraised and therefore, its credibility of this system is very low. The method focuses on evaluating rather than developing the employee.

Modern method
In telecom context they mainly follow the modern methods. They are basically involved in MBO and 360 degree methods. Modern methods are an improvement over the traditional methods. Moderns methods are an attempt to remove defects from old methods.

a. 360 Degree Performance Appraisal

BOSS

In telecom context 360 Degree Performance Appraisal Method is most commonly used method. It is a method of appraisal in which employees receive their performance from their boss, colleagues, customers, peers and their own subordinates in the organisation. It is understood as systematic collection of performance data on an individual or group, derived from a number of stakeholders- the stakeholders being the immediate

supervisors, team members, customers, peers and self . In fact, anyone who has used full information on how an employee does the job may be one of the appraisers. The appraiser should be capable of determining what is more important and what is relatively less important. He should assess the performance without bias. This form of performance evaluation can be very beneficial to managers because it typically gives them a much wither range of performance- related feedback than a traditional evaluation. This method helps individuals to know their strength and weakness and thus, helps them to develop their interpersonal skills. It also communicates between employees and their customers as they will be able to know what the customers think about them.

S Tel
From Wikipedia, the free encyclopedia S Tel PVT LTD

Type Industry

Limited Telecommunication

Headquarters India Products Mobile

Telecommunication operator Parent Website Bahrain Telecommunications Company / SIVA Group S Tel.in[1]

S Tel, is a GSM based cellular operator in India. It has a unified services access license in Orissa, Bihar, Himachal Pradesh, North East, Assam and Jammu & Kashmir. It is owned jointly by C Sivasankaran (51%) and Bahrain Telecommunications (49%).[1] S Tel has acquired Unified Access Services Licenses (UASL) and spectrum to operate in six Category C circles Orissa, Bihar, Himachal Pradesh, North East, Assam and Jammu & Kashmir. These licenses will enable the company to provide Unified Mobile service, wireless broadband and innovative Value Added Services (VAS) covering a population of over 226 million across these circles. Headquartered in NCR region of Delhi, the company plans to launch its mobile telephony service in India before close of 2009. Siva Group is a USD 3 billion group (about Rs.14,000 crores), with diversified business interests in verticals such as wind energy, shipping & logistics, hospitality & realty, media, EPC, education and agro business. Bahrain headquartered Batelco is a diversified, integrated telecommunications operator with Mobile, fixed and wireless broadband, Datacom and fixed line services. It has operations in 7 markets across the Middle East, North Africa and Asia.

[edit] Subscriber Statistics

S Tel's subscriber base at the end of March,2011 according to the [2] is as follows;

Himachal Pradesh- 429007 Orissa- 788652 Bihar- 1510671 Assam- 61008 North East- 31553

PROCESS OF PERFORMANCE APPRAISAL

JOB ANALYSIS JOB DESCRIPTION AND JOB SPECIFICATION

ESTABLISHING STANDARDS OF PERFORMANCE

COMMUNICATING PERFIRMANCE STNDERDS TO EMPLOYEES

MEASURING ACTUAL PERFORMANCE