The largest and India s fastest growing electrical and power distribution equipment manufacturer with a strong global footprint. Havells owns some of the prestigious global brands like Crabtree, Sylvania, Concord, Luminance, Linolite, & SLI Lighting Its global network constitutes 91 branches and representative offices and with over 8000 professionals in over 50 countries across the globe, the Group has achieved rapid success in the past few years. With a total turnover exceeding billion-plus dollars

Havells enjoy enviable market dominance across a wide spectrum of products and services, that includes‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Industrial & Domestic Circuit Protection Switchgear Cables & Wires Motors Fans Power Capacitors CFL Lamps Luminaries for Domestic, Commercial & Industrial application Modular Switches covering the entire gamut of household, commercial and industrial electrical needs

COMPANY OBJECTIVES
‡ To ensure that business is run with professional standards and ethics ‡ Modernity blends with tradition ‡ To ensure quality in process of productivity & an excellent brand product ‡ To continuously upgrade product through attain collaboration and in house research and development ‡ To strive for continuous improvement in all other areas of activity to achieve the highest level of efficiency

Vision: To be a globally recognized corporation that provides best
electrical & lighting solutions, delivered by best-in-class people.

Mission: To achieve our vision through fairness, business ethics, global
reach, technological expertise, building long term relationships with all our associates, customers, partners, and employees.

Values:
Customer Delight : A commitment to surpassing our customer expectations. Leadership by example. A commitment to set standards in our business and transactions based on mutual trust. Integrity and Transparency : A commitment to be ethical, sincere and open in our dealings. Pursuit of Excellence : A commitment to strive relentlessly, to constantly improve ourselves, our teams, our services and products so as to become the best in class

Chairmen Profile
The group's phenomenal success over the years Has been due to Mr. Qimat Rai Gupta's mantra of "growth through quality, innovation and market consolidation". His focus on research and development has enabled the group to develop products for consumers that offer great value for money. His constant emphasis on promoting energy conservation and environmental preservation coupled with his philanthropic service to the economically weaker section of the society is his way of giving back in return to the society that has helped this organization realize its true potential.

Work Culture
QRG Group is continuously applying modern management techniques such as Kaizen to enable employees to improve their day to day functioning in small steps, one at a time. QRG has also implemented Japanese version of 5S which stands for "a place for everything and everything in its place". The company has introduced these techniques as it firmly believes that small changes add up to large results and the only way for a corporation to grow, is to make its people grow. The Group is driven by qualified and experienced professionals backed by a work force of over 8000 employees. All branches and manufacturing facilities are computerized and networked with each other. An open door policy at all levels encourages employees to be participative, innovative and creative. Empowering employees helps the organization in harnessing individual talents to the fullest. Emphasis is laid on building team spirit which helps employees to realize collective potential.

Performance Appraisal
The Key to Effective Performance Management

Performance Management process encompassing all activities related to improving employee performance, Productivity and effectiveness

The Performance Appraisal Process
The Performance Appraisal Process consist of three steps: 
Setting work standards  Assessing actual performance relative to standards  Providing feedback to employee regarding performance

Why Should Performance Be Appraised?
Provides information for promotion and salary decisions Provides opportunity for reinforcement and/or corrective action regarding performance  Provides opportunity to review career plans 


Performance Appraisal Problems 
   

Lack of standards; irrelevant, subjective, unrealistic standards Poor measures of performance Rater errors Poor feedback to employees E.g. Arguing Failure to use evaluation results for decision making

Defining Performance Expectations 


Job description is often insufficient to clarify performance expectations Measurable standards should be developed for each position

Appraisal Methods
Graphic Rating Scale Alternation Ranking Scale Paired Comparison Method Forced Distribution Method Critical Incident Method Narrative Forms

Graphic Rating Scale

Alternation Ranking Scale

Trait:
Outstanding Very Good Good Improvement Needed Unsatisfactory Not Rated

Trait:

Highest Ranking employee
Gary Heather Ryan Kim Alison David

Lowest Ranking employee

Appraisal Methods
Graphic Rating Scale Alternation Ranking Scale Paired Comparison Method Forced Distribution Method Critical Incident Method Narrative Forms

Paired Comparison Method

Forced Distribution Method

Trait:
As compared to

Trait: Ryan Kim Gary Alison

Employees
15% 20% 15% 20%

High Performers High-Average Performers Average Performers Low-Average Performers Low Performers

Ryan Kim Gary Alison
Ranking Total

+ + 2 + 1

+ + + 3

0

30%

Gary ranks highest with Ranking Total 3

Appraisal Methods
Graphic Rating Scale Alternation Ranking Scale Paired Comparison Method Forced Distribution Method Critical Incident Method Narrative Forms

Critical Incident Method

Narrative Forms 

keep a record of: ‡uncommonly good ‡undesirable work-related behaviours review with employee at predetermined times 

Rate performance  Note performance analysis and examples  Create improvement plan, including a timetable and follow-up process  Discussion with employee

Performance Appraisal:
Problems and Solutions
Reliability - criteria must be precise enough to result in consistent measures when applied across many employees by many different raters Validity - criteria must be accurate to be valid; must be relevant to the job; broad enough to cover all aspects of job; specific

Rating Scale Problems 
  

Unclear standards Halo effect Central tendency Leniency/strictness 

Appraisal bias  Recency effect  Similar-to-me bias

Avoiding Appraisal Problems 
Ensure rater awareness of problems  Choose the right appraisal tool  Train supervisors to eliminate rating errors

Who Should Do the Appraising? 
    

Immediate supervisor Peers Rating committees Self Employees/subordinates 360-degree appraisal (all of the above)

Types of Appraisal Interview 
Performance is satisfactory; employee is promotable  Performance is satisfactory; employee is not promotable  Performance is unsatisfactory, but correctable

How to Conduct an Appraisal Interview 
      

Be direct and specific Don t get personal Encourage the person to talk Develop an action plan Recognize that defensive behaviour is normal Never attack a person s defenses Postpone action Recognize human limitations

How to Handle a Defensive Employee

Role of Appraisals in Managing Performance 
Central role in performance management  Quality-based appraisals: Avoid forced distribution Use objective performance criteria 360-degree feedback Atmosphere of partnership and constructive advice

RESEARCH METHODOLOGY 
RESEARCH DESIGN : DESCRIPTIVE STUDY  DATA TYPE: PRIMARY /SECONDARY DATA  RESEARCH INSTRUMENT:QUESTIONNAIRE  SAMPLE :MANAGEMENT EMPLOYEES  SAMPLE SIZE:100  SAMPLE PROCEDURE:JUDGEMENTAL SAMPLING  SAMPLING METHOD:PERSONAL SURVEY

FINDINGS 
AS AFTER GOING TO ANSWERS GIVEN BY THE VARIOUS EMPLOYEES ,AS COMPANY WAS USING FORCE DISTRIBUTION METHOD FOR APPRAISL BUT MOST OF 80% EMPLOYEES WERE WANTING CHANGE, AS THEY SAID THAT NEW METHOD WILL DEFENITELY BE BENEFICIAL FOR THE COMPANY.  EMPLOYEES WANTED THE METHOD TO BE REPLACED BY 360-DEGREE PERFORMENCE APPRAISAL.  UNDER THIS METHOD PEERS, MANAGERS ETC HAVE TO RATE EMPLOYEES PERFORMANCE.  THERE IS LEAST CHANCE FOR THE BIASNESS TO OCCUR.

LIMITATIONS OF THE PROJECT 
DUE TO LACK OF TIME AND INTEREST THE RESPONDENTS ,WERE NOT VERY COOPERATIVE IN FILLING THE QUESTIONNAIRE AS RESULT OF WHICH THE RESULT COULD BE BAISED TO AN EXTENT  SOME RESPONDENTS GIVE VAGUE INFORMATION.  DISINTEREST SHOWN BY RESPONDENTS TO GIVE RESPONSE TO QUESTIONNAIRE  THE INTERVIEW SCHEDULED PREPARED FOR THE MANAGEMENT PEOPLE WAS A SHORT ONE WITH ALL OPEN ENDED QUESTIONS SO THAT THEIR IDEAS CAN EASILY BE KNOWN.

RECCOMENDATIONS 
AS COMPANY SHOULD GO FOR THE 360-DEGREE PERFORMANCE APPRAISAL.  THEY SHOULD KEEP CHANGING THE RATERS FOR THE PERFORMANCE APPRAISAL SYSTEM FROM TIME TO TIME SO THAT THEY DON T BECOME BIAS AT ANYTIME FOR ANY EMPLOYEES.  THE CRETERIA SHOULD BE DECIDED UPON WHICH THE PERFORMANCE HAS TO BE RATED  SHOULD NOT BE FIXED IT SHOULD BE CHANGED FROM TIME TO TIME.  FOR LOWER GROUP THE COMPANY CAN INCREASE THEIR WAGES,GIVE THEM PENSION SCHEMES,PROVIDES THEM THE MEDICAL FACILITIES ETC.

CONCLUSION 
AS IN HAVELLS ,WE ARE USING THE RATING SCALES MOSTLY TO GRADE THE PERFORMANCE OF EMPLOYEES.THE METHOD USED BY THE COMPANY IS VERY FAIR AND ITS IS VERY EASY TO BE ADOPTED BY THE PERSONNEL S.  THIS METHOD IS CONVENIENT TO BE USED,BUT THE DRAW BACK ASSOCIATED WITH METHOD IS THAT IT HAS NOW BECAME AN OUT DATED METHOD TO BE USED BECAUSE THERE ARE FIFTY PERCENT CHANCES OF BAISNESS TO OCCUR FOR A PARTICULAR EMPLOYEE BY RATERS  BUT AFTER THE SURVEY ,THEY REALIZED THAT THEY ARE HAVING COMPLAINS FROM THE WORKERS ,STAFFS ETC THEY DECIDED TO GO FOR A CHANGE AND NOW THEY INCORPORATED 360 DEGREE PERFORMANCEAPPRAISAL.  THE RESULT OF USING THIS METHOD IS THAT EVERYONE IN COMPANY IS SATISFIED BY IT.  ACCORDIND TO MY VIEWS ,I WOULD ALSO SUGGEST THE COMPANY TO GO FOR THE CHANGE IN THE METHOD ADOPTED BY THEM FOR BETTER RESULTS AND EMPLOYEES SATISFACTION.