ON
Study of Performance
Appraisal System
AT YAMAHA
1
ACKNOWLEDGEMENT
Ms. Snehlata, HIMT, Greater Noida. without whom the completion of this
I also thank my friends who helped me a lot while doing the research
work.
Last but not the least, I would like to thank persons for putting in their time
or indirectly.
Amir Ali
2
PREFACE
The basic need of the study is to analyze how far the performance appraisal in
this organization has been successful in assessing the effectiveness and
efficiency of the employees and to what extent it has helped in linking
professionalism and commitment to the organization. With this objective the
research has been undertaken.
3
INDEX
Acknowledgement
Preface
Company Profile
• Yamaha’s Philosophy
• Environmental Policy
Research Methodology
Major Findings.
Suggestions
Bibliography
4
Annexure
5
Company Profile
6
COMPANY PROFILE
Yamaha Motors Escorts Ltd. was a joint venture company formed by the alliance
of Escorts Ltd. and Yamaha. The flagship company of Rs. 3600 crore Escorts
group a major plant in the engineering industry in India including two wheeler
business and Yamaha Motors Corporation, Japan. 26,400 crore global giant in
two wheeler with 60 facilities in 45 countries.
The company started operating in 1985 as Escorts Ltd. (Yamaha Motor Cylinder)
its first product in road. In 1996 it became a joint venture with equal share of
50:50 with Escorts group. India and YMC, Japan and was named Escorts
Yamaha Ltd. In August 2000, Escorts group sold its 24% stakes to YMC Japan
and the joint venture again changed to one sided domination and the name of the
company became Yamaha Motors Escorts Ltd. Though not an ISO certified
company but still the company has kept and sustained very good quality
standards in its working and products.
The company became 100% Japanese on 1st August 2001 and the name finally
changed to Yamaha Motor India Pvt. Ltd.
7
5. Manpower in Surajpur plant is 1048 and compared to 1946 in Faridabad
plant.
7. There are about 950 machines used in Surajpur plant whereas 600
machines in Faridabad plant.
9. The building area of Surajpur in 54,815 mts. And the building area of
Faridabad plant is 50678 sq.mtrs.
The strength of YMIL lies in being a customer driven company. The country’s
largest network of nearly 10958 dealers in two wheeler industry starting with RX-
100, RXG, RZ-135, YBX 125, YD125, YD110 (Crux) it came up with a recently
launched model Enticer & Frazer
8
YAMAHA'S PHILOSOPHY
What is KANDO ?
Kando is a Japanese word for the simultaneous feelings of deep satisfaction and
intense excitement that we experience when we encounter something of
exceptional value.
Yet for all the emotional elevation Kando provides, the feeling can be short lived,
and people may be touched only for a moment. There fore, our challenge is to
make sure that all our products and services genuinely thrill, impress and touch
customer's heart at the first time and every time. We strive to achieve our
corporate mission by adhering to these principles.
9
YAMAHA'S MISSION
THE MORE HEARTS YOU REACH. THE MORE HEARTS YOU TOUCH
It is best way to describe an experience that both moves and inspires. Kando
also describes our spirit of challenge to create new value surpassing customer
expectations.
YMIPL is committed to make products that benefit from the skills and technology
used by the Yamaha world wide. To fulfill customer satisfaction and meet the
needs of Indian market YMI plans to produce one or more model in the first year,
four models in three years.
To achieve this goals YMI will pursue 3 major objectives within the company.
The third objective is optimizing the internal working system. One of the policy of
YMI is that all its employee work together as one, aiming at a common goal.
10
The company strive to be the strongest and most respected engineering concern
in the country.
They feel responsible towards their employees. They believe to respect their
dignity and recognize its merit. Each employee upholds the core values of
professionalism, commitment and integrity in keeping with the highest traditions
of the company
11
Wage and Salary Administration of YMIL
The HRW's are given salary on the basis of the number of hours they work.
1. Direct HRWs
2. Indirect HRWs
Direct HRWs are those which are directly involved with the production. Indirect
HRWs are those employees who are not directly involved with the production.
The HRWs belong to the bargainable category. They are workers and the
contract labourers who come under the trade unions.
The MREs are given the salary on the basis of the number of days they work.
The MREs bargainable are the peons, clerks and junior workers. The MREs non-
bargainable are staff members, managers and officers.
The Wages and Salary of the workers depend on their basic. The HRWs and
MREs are given grades as per the OB done by them. At YMIL, the basic for
every grade is increased after negotiations with the trade union of the company
and the management. The basic wages and salary can be computed as follows.
12
No. of hours work for MRE is 196 hours.(certain departments) and for some it is
208 hours.
The following are the grades given to employees along with their wage scales.
Salary Scales of MRE
E2 2224
E3 2714
E4 2714
E5 2681
E6 2717
E7 2717
E8 2622, 2852
E9 2719
2894
2988
13
s.no Particulars Amount (Rs.)
1. Basic (/month)
Production = 600
Production = 423
8. Incentives (/month) 1. Direct Link With
Production (100%) =
3850
Production (70 %) =
2695
9. HRA (/month) 1610/1620/1630
10. Conveyance Allowance (/month) 740
11. Eqva. Allowance 550
12. Educational Allowance (/month) 200
13. LTA (/annum) 5112
14. Medical Allowance (/annum) 3300
15. Overtime Twice of Basic + PP + DA (as
performance.
17. Canteen Allowance NA
18. Monthly Attendance Bonus NA
19. Uniform – cotton 3 pairs a year.
20. Shoes 2 pairs a year.
14
Supervisors :
performance
Environment Policy
15
1. Strengthening environmental awareness.
2. Preventive action by organizational management.
4. Systematic documentation.
Departmental Functions
1. Future projects
16
released for information and necessary action to the following
departments.
I). Marketing/Service.
All product design before being released are completely tested on prototype for
endurance and other functional aspects in this department.
• Value Engineering
The main functions of this department are to suggest ways to reduce the cost
of the product without affecting the quality.
• Projects
17
imports, coordination with various agencies like architects, contractors for
building, state electricity board, machinery selection etc.
2. Manufacturing Operations
• Manufacturing Engineering.
18
Further, this department prepares a five year investment plan taking into
consideration capacity enhancement, replacement of old machines and
technology upgradations.
This department plays a vital role in the complete manufacturing activities VII.
This section further has two sub-sections, project planning and tool planning.
Project planning involves implementation of new projects, material planning
and deciding on own manufactured parts and bought out parts, release of
monthly and annual production targets to shop planning and manufacturing
department. This section also implements process alterations made by
process engineering sections.
Tool Planning involves planning tool loading / reloading, tool modification. tool
storage and tool reworking.
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A). Scheduling and loading.
The operation sequence is tried out in the shop by the process engineers and
problems which arise are sorted out Necessary alterations are made in
process specifications sheets and released to all concern departments for
necessary actions.
The section also prepares "Purchase Purpose Drawings" of bought out parts
and assist vendors in solving their technical problems which arise from time to
time. Process engineering section also approves design of machinery
conducts machine trial, cutting tool trials and scrap analysis.
This section designs jigs, fixture, cutting tools, functional gauges, dimensional
gauges, tool setting gauges, tool layouts as required in the process
sequence. The design drawing are released for tool fabrication in tool room
through process engineering and production planning and control.
20
drawing are released for tool fabrication in tool room through process
engineering and production planning and control. The tools manufactured by
the tool room are tried out by the try out section for their performance and if
the necessary information for tool modification is .conveyed to the tool design
section and tool room. The tools are handed over to the production planning
and control department, which then issues the tool to the respective
production shops.
• Tool Room
Tool room manufactures various tools, design by the tool design section like
press tools, jigs and fixtures, gauges, templates, games, boring bars, quill
assembly etc.
• Tool Maintenance
Tool Breakdown wears out after certain amount of production. The tool are
repaired in this section, if beyond economical repair, information is fed to
production planning and control for new loading of tools.
The section has been created to take care of all CNC machines in the plant
covering the following aspects:
21
I. Process Planning
V. Program providing
• SPM section
This section plans and procures the machine identified in the process
specification sheet. These machines are mostly purchased from outside
sources such as HMT, XLO, Electro pneumatics, Coopers etc. or imported
from abroad if no suitable indigenous resources exist. In addition, some of the
machines are also developed In our SPM section depending on cost,
sophistication and urgency.
• Manufacturing
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• Manufacturing comprises machine shop, heat treatment shop, magneto shop,
engine room, welding shop, chassis shop, press shop and sheet metal shop,
paint shop and assembly line.
The main function of this department is to ensure that the quality of the
product is maintained. It is the responsibility of this department to see that
what has been produced meets the product specifications before assembly or
23
dispatch. In order to maintain the quality of the product, they also keep a
constant check on all the activities responsible for manufacturing.
• B.O.P Inspection
2. Publicity of product.
3. Sales forecasting.
4. Sales distribution.
6. Dealers development.
24
• Finance
This department controls the flow of cash and provides the means to carry out
the objectives and meet company obligations. It is divided into the following
sections to meet its objectives:
Various Functions carried out under the personnel department at Escorts ltd.
25
The planning of manpower as carried out by Escorts YMD is done with the
job analysis that is procedure by which pertinent information obtained
about a job or It can also be said that it is a detailed and systematic study
of information relating to the operations and responsibilities of specific
jobs. This process of obtaining all pertinent job fact is carried out through
job description and job specification. Job description and specification is
written record where in job description responsibility and requirements of a
particular job where as in job specification the requirement sought in an
individual worker in a given job.
2. Employment
26
are sent to every department to introduce himself to the staff that
department, to get him accustomed to the work environment and providing
him an insight of how work is done in that department.
5. Personnel Research
ii. Absenteeism
1. Personnel Budget
27
This budget is prepared by the personnel department which takes into
account all the costs, expenses and profits to be generated in the year.
1. Performance Appraisal
2. Confirmation/Increment/Promotion
3. Maintain personal files of all employees
4. Data bank of all employees and individual history sheet
6. Industrial Relations
28
3. Submission of returns under various labour laws.
• Workmen Committee
• Canteen
• Safety
7. Disciplinary Proceeding
9. Grievance handling/counseling
The welfare activities carried out by the personnel department of YMIPL are
1. Canteen
2. Uniform
3. Medical Facilities
29
The company gives free medical facilities to all its employees. It has a
dispensary with in the premises of the company. The dispensary has all
basic emergency equipment, medicine, oxygen facility with four beds
capacity dorm. There are two doctors and four male experienced
compounders who are always present during the working hours. In case of
serious Illness, there is an ambulance which can take the patient to one of
the best hospitals located in Delhi engaged by Escorts YMD.
4. Cultural Activities
The company conducts sports activities and cultural or picnic tours for its
employees.
Fair price shop, rest room, welfare fund scholarship are some of the
welfare activities which are carried out by the company.
6. Transport Office
This office of the company provides transport facility to all its employees
for coming and going to or from the company.. This office manages 44
buses which are on contractual basis. It makes sure that the buses
operate at the right time to and from the company and also welcome
suggestions and complaints regarding the buses. This futility has been
provided to the employees on subsidized rates.
7. Security
• Intelligence report-Internal/External
30
• Liaison with police/Fire station and local administration
• Records of visitors
• Horticulture
The senior manager, industrial relation, safety and health occupies a very
critical position in the company. His function starts from supervisors of
safety heads of man and material to the provision of various accessories
and their maintenance. Some of his important functions are:
• Pollution Control
• Safety Head
• Sale of scrap
In addition to this, he makes sure that medical examination is carried out for
those who are operating in such places or who are handling such materials or
tools which might be hazardous to health like workers of paint shop, welding
shop, nickel shop etc.
31
In case of fire fighting, he coordinates with chief security officer for supply of
various fire fighting equipment and material and also investigate into the cause of
fire etc.
9. Time Office
Time office is an office under personnel department and the main function
of this office is to mark the attendance of the workers to make -the record
regarding leave, absenteeism, overtime etc.
• Daily Attendance
The name of every worker shall be 'entered on the muster roll clearly
indicating the classification to which he belongs. Every workmen is given
an attendance card which contains his particulars. It will be the
managements discretion to categorize and designate the classes of
employees either on clock punch card system or have them mark their
attendance on the attendance register or define any other media.
The employees on the punch card system shall punch in their cards for
marking attendance and shall punch out at the close of shift and during
the lunch break if going out. The employees are required to sign in the
attendance register at the time of coming in and going out. All workmen
shall be at their respective workstations at the timings notified and
commence their work with the commencement of shift timings.
• Leave Records
The time office maintains the leave records of the workers. This record is
maintained basically to calculate pay. This is in the case of any employee
taking leave more than what is authorized.
• Overtime Records
32
It also maintains the records of the workers for the overtime.
The time office prepares the reports of salary/wages with the help of data
provided in the attendance register, leave records, overtime and out pass
records
This record is maintained for those employees who go out of the factory
on official duty/personal work. If an employee goes out on a out pass for
more times, then corresponding deduction on the basis of the duration he
is going out of the factory on the personal gate pass will be calculated and
deducted and from his salary
The other job of the timekeeper is the allocation of casuals. After making
the attendance, he counts the number of employees absent and then
absenteeism report is prepared by the time office in charge who then
sends it to all the departmental heads and the industrial engineering
casuals. This department require authorization from department head.
Advance payment forms (for employees) are also given by the timekeeper
33
to the employees. Some times, the personnel department may ask him to
prepare some statements. He has to do some weekly and monthly jobs.
• Weekly Jobs
b) Notice for working Sundays and weekly offs and posting of these
into booking sheets
• Monthly jobs
d) Preparing the attendance register for the next month for both casuals
and permanent staff
Leave
1. Casual Leave:
34
a. Intended for urgent work or unforeseen circumstances.
b. It is of7 working days
2. Sick Leave
3. Earned Leave.
House Loan
Scholarship Scheme
Applicable to the employees up to grade of M8
To recognize the performance and subsidized the cost of education of children
of all regular employees.
PF Scheme
Provident Fundable salary = basic salary + special allowance
Pension Scheme
It is a part of PF act.
The rate of contribution towards employees pension scheme is 8.33% of the pay
which is diverted from lD employees share of PF.
35
Pesionable service is a service rendered by the workers for which contributions
have been received in employee's pension scheme.
Gratuity
36
Objective of the Study
37
OBJECTIVE OF THE STUDY
6. The objective of the study is also to feel the pulse of the employees views
and other suggestions.
Finally, to observe the short comings of the appraisal system in the organization
and suggest ways to overcome them so as to enhance the performance of the
employees in the organization.
38
Research Methodology
39
RESEARCH METHODOLOGY
The research was carried out by keeping in mind the objective of the study for
this purpose both the primary data and the secondary data was collected so that
a proper analysis can be done.
For secondary data the reference from the previous years research files &
employees handbook, and the material provided by the company was taken but
for primary data a questionnaire was prepared and distributed both to the
managers and workers. A sample of 50 was collected more over some personal
interviews were also done with the employees to get the proper insight of the
system.
40
Introduction to
Performance Appraisal
41
INTRODUCTION TO PERFORMANCE
APPRAISAL
Employee appraisal techniques are said to have used for the first time during the
first world war, when at the instance of Walter Dill Scott, the US army adopted
the man to man rating system for evaluation of military personnel. During 1920-
30 period, relational wage structures for hourly paid workers were adopted in
industrial units. Under this system, the policy of giving grades wage increments
on the basis of merit was accepted. These early employee plans were called
most of these plans were of the rating scale type, where emphasis was given to
factors, degrees and points. In the early 50s however, attention began to be
personnel. Since then, as a result of experiments and a great deal of study, the
Consequently, a change has also taken place in the terminology used. Now, the
older phrase "Merit rating" is largely restricted to the rating of hourly paid
42
MEANING
the work spot, normally including both the quantitative and qualitative aspects of
the task that make up an individuals job. It indicates how well an individual is
2. The basic purpose is to find out how well an employee is performing the
DEFINITIONS
an inexact, human process. While it is fairly easy to prescribe how the process
discouraging."
43
Wayne F. Cascio
Herbert G. Heneman
44
NEED OF PERFORMANCE APPRAISAL
placement
45
PURPOSE
subordinates.
etc.
employee behaviour.
46
CONTENT OF PERFORMANCE APPRAISAL
Every organization has to decide upon the content to be appraised before the
program is approved. Generally content to be appraised is determined on the
basis of job analysis. Certain contents to be appraised for an officer's job are:
1) Regularity of attendance
5) Initiative
6) Technical skill
7) Technical ability/knowledge
9) Ability to reason
47
14) Judgment skills
15) Integrity
48
METHODS OF PERFORMANCE APPRAISAL
a) Simple
checklist
b) Weighted
checklist
c) Critical
Incident method
Group appraisal
49
Confidential reports
1) Performance improvement
2) Compensation adjustment
3) Placement decisions
Poor performance may indicate the need for retraining. Like wise good
performance may indicate untapped potential that should be developed.
5) Career planning
50
Good or bad performance implies strengths or weaknesses in the
personnel department's staffing procedures.
7) Informational inaccuracies
Good/bad performance through out tile organization indicates how well the
human resource function is performing.
51
LIMITATIONS OF PERFORMANCE APPRAISAL
Every evaluators has his own value system which acts a standard against
which he makes his appraisals. The leniency bias crops when some raters
have a tendency to be liberal in their ratings by assigning high rates
considerably. Such ratings do not serve any purpose.
This type of error occurs when evaluators rates other people in the same
way he perceive himself. For e.g., the evaluator who perceives himself as
aggressive may evaluate others by looking for aggressiveness. Those
who show this characteristic may be benefited while others may suffer.
52
V. Personal prejudice
If the rater dislikes any employee or any group, he may rate them at a
lower end which may distort the rating purpose and effect the career of
this employees.
The raters generally remember the recent actions of the employee ate the
time of rating and rate on the basis of these actions, favourable or
unfavourable rather than on the whole activities.
53
LAUNCHING AND APPRAISAL PROGRAM
4. The personnel manager should tend to explain the purpose and nature of
the program to all superiors and subordinates, to be involved and affected
by it. Care should be taken to take into confidence the trade union
representatives of the company.
6. Care should be taken to acquire line and staff coordination and mutual
checking of appraisals to obtain intra departmental and inter-departmental
consistency and uniformity.
54
7. There should be an arrangement for periodic discussion for appraisal by
the superiors with each of the subordinates where attempts may be made
to stress good points, indicate difficulties and encourage improve
performance.
8. As soon as the appraisal has been duly discussed attempt may be made
to recommend for salary increases and promotions.
These steps if followed carefully are likely to help the superiors to evaluate their
subordinates effectively.
55
Study of Performance
Appraisal in the
Organization
56
STUDY OF PERFORMANCE APPRAISAL IN THE
ORGANIZATION
1. Performance appraisal is the most crucial element off the overall process
of performance planning both at organizational level and at level i.e.
between the appraiser and appraisee.
2. Achievement of results by itself is only half the picture unless the appraisal
is benched marked against appraisee's contribution to the company.
57
appraisal will be done by the previous reporting officer. Where the
previous reporting officer has left the service of the company and the
appraisee-appraiser relationship is less than3 months, the appraisal will
be done jointly by the current reporting officer and his superior.
PERFORMANCE COUNSELLING
In the above context, the role of performance feedback and counseling is the
most critical component of the appraisal process in enhancing the effectiveness
of the total exercise for triggering higher levels of performance. It is therefore
envisaged that the performance reviewed will not be complete until and unless
counseling has taken place. The appraiser and appraisee may record their
reactions to the counseling process, if they wish so.
PERFORMANCE OBJECTIVES
The climate of sharing arrived in performance counseling will be used for at least
tentatively identifying the, next years performance objectives, these objectives
however may be revisited and fine tuned incase of delayed finalization business
plans or any other factor subsequently necessitates so. This must be followed by
at least one mid-year review.
58
specific nature of the job, performance expectations and so on. Care must also
be taken to include at least one performance objective which should focus on
some innovative effort, for e.g. modifying the system/process and the like.
PERFORMANCE RATING
VERY GOOD-A
GOOD -B
ACCEPTABLE-B
NOT ACCEPTABLE -C
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The employee slips despite guidance and follow up. He is clearly a burden on the
company in the sense that his contribution does not justify his cost to the
company.
POTENTIAL ASSESSMENT
1. Achievement orientation
The degree to which an employee is result focused and has the desire to
achieve in the face of difficulties/obstacles, through creative use of mind,
time and resources.
2. Leadership/man-management ability
3. Decisiveness
The extent to which the employee has the willingness and the ability as
well as the track record of taking his own decisions, rather than waiting for
guidance/instructions from higher ups.
60
4. Developing others
To what extent does the employee take appropriate steps to develop his
subordinates including delegating challenging task, counseling, mentoring,
and involving them in developing team goals.
How good is the employee a team player rather than a soloist? Does he
have a good network of productive contacts within and outside the
organization which may help ill achievement of his work goals?
6. Optimism
7. Pro-action/Initiative
8. Listening skills
How active and patient listener the appraisee is? How do his subordinates
and colleagues perceive his competency as a listener?
9. Presentation skills
61
To what extent the employee has insatiable desire to learn more on
aspects related to his job and beyond? Does he have been inquisitive
mind?
To what extent is employee able to see the big picture and analyze
most/all implications in detail?
62
12. Customer orientation
Does the employee suffer from any physical/mental infirmity which may be
a handicap in performance of higher responsibility? For e.g. if his future
responsibilities may require extensive touring, does he suffer from any
health! personal problems which may prevent him from doing so? If his job
involves public dealing then is he quickly irritated.'
The appraiser may also note down for consideration of the concerned, if
he feels that the employee is adversely placed vis-a-vis colleagues in view
of his capabilities, qualifications, experience etc. due to historical or any
other reasons.
Marketing:
1. Sales quantity.
5. Territory/channel development
63
Service:
2. Response time.
4. Service camps
6. Mechanical training
Production:
1. Quantity
4. Material utilization.
5. Delivery schedules.
HR/IR:
3. Labour cost
4. Absenteeism/discipline/turnover.
5. Statutory compliances.
64
Finance:
2. Statutory compliances.
4. Budget formulation/adherence.
5. Timely MIS
7. Tax saving/planning
8. Audit checks/compliance
R&D:
3. Prototype/product development
4. Patents applied.
5. Documentation
Quality:
3. Warranty cost
4. Gauges/instruments calibration
65
5. New system/process development for better quality
Maintenance:
1. MTBF
4. Adherence to schedule.
Legal:
2. No of litigation pending
3. Legal payouts
Security:
1. Response time
2. Theft/pilferage control
66
Secretarial:
General:
2. Succession schedule.
3. Savings/process improvements/innovation.
67
FACTORS TAKEN INTO ACCOUNT WHILE APPRAISING AN
EMPLOYEE
The employees in the organization are appraised taking into account the
following factors:
1. Performance level.
2. Competence level.
4. Qualification
5. Age
Then a suitable rating of all the employees is done (i.e. A,B+,B,C+,C). Also,
important decisions relating to transfer, promotion and demotion are taken only
after assessing the employee's performance on a regular basis.
1. Supervisors
68
Supervisors include superiors of the employees, other superiors having
knowledge about the work of the employee and the departmental head or
manager. The immediate supervisor appraise the performance which in
turn is reviewed by the departmental head/manager.
2. Peers
Peers appraisal may be reliable if the work group is stable reasonably for
a long period of time and performs tasks that require interaction
3. Subordinates.
4. Self appraisal
5. Users of services
6. Consultants
69
the appraisal from time to time so as to comply with the specified
standards required for the appraisal system to be in the organization.
Escorts, his appraisal will be carried out by the company or division and not by
the present company.
CONFIRMATION APPRAISAL
70
MD (M.Shibuya)
Executive Director
Mr. S.Taneja
Vice President
Mr. D.Koley
DGM - Personnel
Mr. B.P. Sharma
Chief Mgr. – HR
Mr. R.K. Chellani
Junior Mgr.
71
Staff
Major Findings
72
ANALYSIS/FINDINGS OF THE SURVEY
Analysis: The survey brought to light that the awareness level of the
employees towards the performance appraisal system is low. 40%
of the workers are not aware about it and the rest 60% said that
there were aware of the system.
Aware
NotAware Not Aware
40%
Aware
60%
73
Analysis: 40% of the workers agreed that productivity / output in the most
important factor which influence performance appraisal. 30%
believed that quality of output to be the most important factors rest
30% were divided between attendance (20%) and punctuality 10%.
Quality of
Output Productivity
30% output Productivity output
40%
Punctuality
Attendance
Attendance Punctuality Quality of Output
20% 10%
74
Q. Are the attitudinal factors desire to learn new techniques, skills and
practices, cooperation with others, contribution of new ideas, saving
consciousness mentioned in your format sufficient for judging your
appraisal, if not then what other factors should be included.
Analysis: To this question 80% of the workers thought that the above
parameter were sufficient in measuring the performance appraisal
while 20% of the workers said that the parameters were not
sufficient.
20%
Insufficient
Series1
Sufficient 80%
Analysis: Most of the workers (90%) agreed that the performance appraisal
system adopted by the company is baised and only miniscule (10%
thought otherwise).
75
Not Agreed
10%
Agreed
Not Agreed
Agreed
90%
Special
Increment Annual
10% Increment
30% Annual Increment
Promotion
Special Increment
Promotion
60%
76
Q. Is the performance appraisal sheet shown to you or discussed with
you?
Analysis: 65% of the workers said that the performance appraisal sheet is not
shown to them, where as 35% said that it is shown and discussed
with them.
PA Sheet
Shown
35%
PA Sheet Shown
PA SheetNo PA Sheet No Shown
Shown
65%
Analysis: 50% of the workers were in favour of increment being stopped and
the rest 50% suggested that promotion could also be stopped
where as no one was in favour of demotion or separation
77
Shouldnotbe Increment
stopped stopped
50% 50%
Increment stopped
Should not be stopped
Analysis: Nearly all the workers believed that the performance should be
reviewed quarterly.
Analysis: 80% of the workers said that they were not satisfied with their
performance appraisal system whereas only 20% of the workers
were satisfied with the performance appraisal system being carried
out by the company.
20%
Satisfied
Series1
Not
80%
Satisfied
78
JUNIOR MANAGEMENT
A similar survey was conducted among 50 junior management cadre to get a feel
of their opinion regarding the performance appraisal policy of the company. The
observations are as follows:
Unaware
5%
Aware
Unaware
Aware
95%
Analysis: 70% of the management cadres were aware of the system of the
performance appraisal being carried out the by the company.
79
Q. Is the performance appraisal sheet shown to you or discussed with
you?
Shownbutnot
discussed
Shown & Discussed
30%
Shown&
Discussed Neither Shown nor
Discussed
50%
Neither Shown Shown but not
nor Discussed discussed
20%
Annual
Increment
40%
Promotion
50%
Special
Promotion
Increment
Special Increment
10%
Annual Increment
80
Q. Do you think performance appraisal adopted by the company is
biased in any way?
No Negative
Recommenda
tion
30%
Negative
Recommendation
No Negative
Negative Recommendation
Recommenda
tion
70%
81
10%
Increment Stopped
Promotion Stopped
20%
60%
Satisfied
Series1
Not
40%
Satisfied
82
Analysis: Most of the employees were of the opinion, that the present
performance appraisal was effective but wanted some changes to
be made. The changes are as follows:
60%
Aware
Series1
Unaware 40%
83
Q. Do you think the weightage given to various factors baised?
Analysis: 70% of the management cadre agrees that the weightage given to
various performance factors are baised whereas 30% believe that
they are not baised.
Analysis: To this query, 80% of the managers strongly felt that their
performance should be reviewed quarterly and the rest 20% of
them annual and bi-annual system of performance appraisal.
Analysis: 90% of the sample size were of the opinion that the
recommendation of the performance appraisal follow immediately
were as only 105 were of the view that recommendations are slow
to follow.
84
Suggestions
85
SUGGESTIONS
After analyzing the collected data, the following suggestions are recommended to
improve the present performance review scenario in the organization:
4. The salary structure of the employees should be revised from time to time.
9. The HR policies should be clear to all employees i.e. the policies should
be more result oriented in approach.
11. The employee's interest should be taken into account while allocating the"
work department to him.
12. Data and information which an employee. enters in the appraisal form
should be correct and true i.e. entered honestly.
86
13. Employee should take the entire discussion of feedback session positively
and look at the opportunity to improve.
14. Prior to feedback and counseling session the manager should remember
that performance appraisal is the most important thing for an employee.
16. The managers should not delay the discussion as it loses value.
17. The results of performance rather than personality trait." should be given
due weight.
20. The appraisal program should be less time consuming and costly.
87
Bibliography
88
BIBLIOGRAPHY
89
Annexure
90
Questionnaire For Workmen
( a ) YES ( b ) NO
Q.2 WHICH SYSTEM OF PERFORMANCE APPRAISAL IS
CARRIED OUT BY THE COMPANY ?
( a ) ATTENDANCE ( b ) PUNCTUALITY
( c ) PRODUCTIVITY / OUTPUT (d ) QUALITY OF OUTPUT
91
FOR PERFORMANCE APPRAISAL ?
NOTE:
92
Q.9. DO YOU THINK PERFORMANCE APPRAISAL ADOPTED BY THE
COMPANY IS BAISED IN ANY WAY ?
93
Q.15. ARE YOU SATISFIED WITH YOUR PERFORMANCE APPRAISAL ?
1. NAME :
…………………………………………………………………
….
2. DESIGNATION:
……………………………………………………………
3. DEPARTMENT:
……………………………………………………………
4. DATE OF JOINING:
……………………………………………………….
94
Questionnaire for Junior Management
Cadre
( a ) YES ( b ) NO
95
Q.5. DO YOU THINK PERFORMANCE APPRAISAL ADOPTED BY THE
APPRAISAL SYSTEM ?
96
Q.8. DO YOU THINK THE PRESENT PERFORMANCE APPRAISAL SYSTEM IS
NOTE :
NOTE:
ARE APPRAISED ?
97
Q.11. DO YOU THINK THE WEIGHTAGE GIVEN TO VARIOUS FACTORS
BAISED ?
1NAME :
…………………………………………………………………….
2DESIGNATION:
……………………………………………………………
3DEPARTMENT:
……………………………………………………………
4.DATE OF JOINING:…………………………
98
Questionnaire for Junior Management
Cadre.
Q.1 ARE YOU AWARE OF THE PERFORMANCE APPRAISAL
SYSTEM BEING CARRIED OUT BY THE COMPANY ?
( a ) YES ( b ) NO
99
Q.7. ARE YOU SATISFIED WITH THE PRESENT PERFORMANCE
APPRAISAL SYSTEM ?
NOTE :
NOTE:
100
FOR OPTIMUM RESULT KINDLY FILL US WITH THE
FOLLOWING DETAILS :
1 NAME :
…………………………………………………………………….
2DESIGNATION:
……………………………………………………………
3 DEPARTMENT:
……………………………………………………………
4 DATE OF JOINING:
……………………………………………………….
101