Anda di halaman 1dari 76

Bharati vidyapeeth University, Pune.

A STUDY OF PERFORMANCE APPRAISAL SYSTEM IN KIRLOSKAR FERROUS INDUSTRIES PVT LTD, SOLAPUR
SUBMITTED IN PARTIAL FULFILLMENT OF THE CURRICULAM REQUIREMENTS OF MASTER OF BUSINESS ADMINISTRATION BHARTI VIYAPEETH UNIVERSITY, PUNE SUBMITTED BY ROOPA.SIDDHARAM.CHALAGERI UNDER THE GUIDENCE OF Prof. Mr. AVINASH DHAVAN (Faculty Guide) Mr. HRUSHIKESH KULKARNI (Industry Guide)

DEPARTMENT OF MBA THROUGH THE DIRECTOR BHARATI VIDYAPEETH ABHIJIT KADAM INSTITUTE OF MANAGEMENT AND SOCIAL SCIENCES, 2009-2010

CERTIFICATE
AKIMSS, SOLAPUR. 1

Bharati vidyapeeth University, Pune.

This is to certify that the project report entitled A STUDY OF PERFORMANCE APPRAISAL SYSTEM BY ROOPA CHALAGERI. In partial fulfillment of submission work for the post graduation course leading to Master Degree in Business Administration is carried out under the supervision and guidance of MR. AVINASH DHAVAN sir and the same is forwarded to the university. I also wish her all the best for her career & success to every step she moves in life.

Place: Solapur.

Date:

Prof. Sorab Sadri (PhD. London) Director


Abhijit Kadam Institute of Management Social Science, Solapur

CERTIFICATE
AKIMSS, SOLAPUR. 2

Bharati vidyapeeth University, Pune.

This is to certify that the project report entitled A STUDY OF PERFORMANCE APPRAISAL SYSTEM is a bonafide report of project work done by Mrs. ROOPA SIDDHARAM CHALAGERI in partial fulfillment of the requirement for the Trimester-IV of MBA (HR) under my guidance and direction. To the best of knowledge and belief the matter presented in this report has not been submitted earlier.

PLACE: SOLAPUR DATE:

Prof. Mr. Avinash Dhavan (B.Sc, MBA, M.Phil)

ACKNOWLEDGEMENT
AKIMSS, SOLAPUR. 3

Bharati vidyapeeth University, Pune.

The project Title A study of performance appraisal system has been conducted by Roopa Chalageri for 45 days at KFIL, SOLAPUR. I have completed this project, under the guidance of Mr. Hrushikesh M. Kulkarni (Industry Guide) and Mr. Avinash Dhavan (Faculty Guide). I owe the enormous intellectual debt towards my guides Mr.Hrushikesh M. Kulkarni and Prof. Mr. Avinash Dhavan, who have augmented my knowledge in the field of Insurance & Finance. They have helped me learn about the process and giving me valuable insight into the Project time to time. I would like to thank Prof. Mr. Avinash Dhavan for his guidance and enriching my thoughts in this field from different perspectives. I wish to express my gratitude to Kirloskar Management for giving me the opportunity to be a part of the esteem organization and enhance my knowledge by granting permission to do my winter training project under their guidance. Once again, I feel indebted to all those persons and organization that have helped directly or indirectly in the successful completion of this study.

Date:

Mrs. Roopa Chalageri

DECLARATION
AKIMSS, SOLAPUR. 4

Bharati vidyapeeth University, Pune.

I have undersigned here by declare that this Project report is genuine and benefited work prepared by me and submitted to BHARATI VIDYAPEETH UNIVERSITY, SOLAPUR as the partial fulfillment of the award of MBA. This Project work is original and conclusion drawn in this are based on the data and information collected by myself. The best of my knowledge and belief, the Matter which is present in this project report has not been submitted for the award of any degree either to BHARATI VIDYAPEETH UNIVERSITY, SOLAPUR.

Place: Solapur

DATE:

Mrs. Roopa Chalageri


MBA (HR)-II

INDEX

AKIMSS, SOLAPUR.

Bharati vidyapeeth University, Pune.

PAGE TOPIC INTRODUTION OF THE STUDY & RESEARCH METHODOLOGY COMPANY PROFILE TIME OFFICE FUNCTIONS THEROTICAL BACKGROUND DATA PRESENTATION AND ANALYSIS FINDINGS, CONCLUSION & SUGGESTIONS BIBLIOGRAPHY NO. 8-10 12-41 43-44 46-56 58-70 72-75 77

CHAPTER 1

AKIMSS, SOLAPUR.

Bharati vidyapeeth University, Pune.

INTRODUCTION TO STUDY & RESEARCH METHODOLOGY

INTRODUCTION:
This project report is an attempt made to study the performance appraisal AKIMSS, SOLAPUR. 7

Bharati vidyapeeth University, Pune. system of a particular organization in detail. Now- a -days the work performance is very important for employees & organizations also. An organizations goals can be achieved only when people put in their best efforts. Employee assessment is one of the fundamental jobs of HRM. Performance appraisal is essential to understand and improve the employees performance through HRD. Performance appraisal was useful to decide upon employee promotion/transfer, salary determination and the like. The recent developments in HRM indicate that performance appraisal the basis for employee development. Performance appraisal indicates the level of desired performance level, level of actual performance. performance appraisal is a formal, structured system of measuring and evaluating an employees job related behaviors and outcomes to discover how and why the employee is presently performing on the job and how the employee can perform more effectively in the future so that the employee, organization, and society all benefit. Performance appraisal is a continuous process in every large scale organization.

SCOPE:
This study is to know about the performance of the employees procedure of the HRD department. In KFIL for performance appraisal to know which method is practicing. AKIMSS, SOLAPUR. 8

Bharati vidyapeeth University, Pune.

OBJECTIVES OF THE STUDY:


Main objective is to study performance appraisal in Kirloskar Ferrous Industries Ltd, Solapur. To study the actual procedure in regarding the performance appraisal system. To study the method which they had adopted for performance appraisal.

LIMITATIONS:
This study is limited to the performance appraisal system of KFIL. The data collected consists of all the general information, which is available freely. Conclusion and generalization drawn may be applicable only to a particular area of the organization and may not be true for the whole organization. The suggestion and conclusions obtained from the studies are not binding upon the organization. The study was conducted in a limit period.

Research Methodology
Definition of research methodology AKIMSS, SOLAPUR. 9

Bharati vidyapeeth University, Pune. According to Thomas Kinnear A research design is the basis plan which guides the data collection, analysis & place of the provide it is a frame work which specifies the types of the information to be collected the sources of data & the data collection produces . The study is empirical in nature as it is based on data personally observed & collected. The data is collected through primary & secondary method. METHODS: Primary data Secondary data

1.

Primary data : It is the collection of data collected by the first hand i.e. discussion
with the relating officers and then getting the information required for project.

2.

Secondary Data: The data was collected by going through files and records of the
company. Some information was collected from the records HR department like performance appraisal process, appraisal sheets, incentive schemes & rewards for the employees form the manual books of the company.

AKIMSS, SOLAPUR.

10

Bharati vidyapeeth University, Pune.

CHAPTER 2 COMPANY PROFILE

Kirloskar Ferrous Industries Limited


AKIMSS, SOLAPUR. 11

Bharati vidyapeeth University, Pune.

GOALS OF THE COMPANY


Safety in working areas. No metallurgical complaints throughout the year. 5S implementations as per defined plans. Kaizen activities Kaizen/month/employee. ISO documentation. Status report on monthly basis for customer satisfaction. Strengthening of in process activities on audits findings. Review of above points planned at the end of each quarter.

AKIMSS, SOLAPUR.

12

Bharati vidyapeeth University, Pune.

GLANCE AT:

Foundation: Employee: Turnover: Production: Certification:

Established at 1900 520 persons 2006-07: 702.08 Million 2007-08: 863.74 Million As cast, machined and Assembled Grey Iron Alloyed Grey iron, S.G. Iron castings and ISO 9001: 2000, Recommendation of TS 16949: 2002 & EMS 14000: 2004 in August 2008.

AKIMSS, SOLAPUR.

13

Bharati vidyapeeth University, Pune.

Organisation Profile
The Kirloskar story, It has now been more than a century since the kirloskar story started. They started with an aim of becoming the pioneers in field in which our country needed innovation. In the 100years & more that they have been in existence as a family & as an organization, They have been seminal to India agricultural & industrial development. They gave to India its first iron, plough, pump & engine; inventions that were devised from the need of the hour & went on to become signs of the time which is why their group history in many ways can be considered a history of the economic & industrial revolution in India. Kirloskar Ferrous Industries Limited, Solapur Plant (KFIL-S) Shivashahi, Solapur, formerly known as Kirloskar Oil Engines Ltd., Casting Division (KCD) erstwhile Shivaji Works Ltd. (SWL), was founded in 1900 by Dr. Vasudeorao Kirloskar. During the initial years, SWL was engaged in the manufacture of Iron Ploughs, Vices and other Agricultural implements. From 1934, SWL started manufacturing of Grey Iron castings.SWL became a part of Kirloskar Group in 1959, to expand its foundry activities for manufacturing of self priming pumps and Vices. SWL modernized its foundry facilities in 1969 with a semi mechanized mould handling line and electrical induction furnaces. In 1979 SWL collaborated with M/s Hitchiner Mfg. Co. Inc.USA to add Investment Casting facility in the plant. SWL was severely affected during past decade due to unprecedented slowdown in the Indian economy and went into heavy losses. It had to restructure and downsize its operations and workforce in 1997. It was then amalgamated with KOEL, Pune in 2000 and was operating as its Castings Division i.e. - KCD. In the recent past KCD has been making consistent progress in stabilizing its operations. Looking at the excellent growth potentials in the foundry industry due to growth of automobile and tractor industry in India, the group Chairman Mr.Atul Kirloskar, in Jan 2005, envisioned Kirloskar Group to become one of the leading foundry group in India and accordingly planned the synergy of the two big foundries in K-Group, KFIL and KCD. The two entities merged into one company in January 2007, with KFIL Hospet acquiring the interests of KCD and designating it as KFIL Solapur Plant. (KFIL-S) Kirloskar ferrous industries limited (KFIL), was born with the unique advantage of having been conceived with ideas accumulated through experience & expertise of the kirloskar group AKIMSS, SOLAPUR. 14

Bharati vidyapeeth University, Pune. in the field of foundry business at a time when the de-licensing & liberalization polices of the G mechanization sectors. KFILs state of the art foundry was the answer to the high volume demands of these sectors which require thin walled casting with very small machining allowance & above all accurate dimensional accuracies absolutely essential for matching centers in a single pass. KFILs simultaneously went in for a pig Iron Plant started commercial production in 1994. KFIL operates at location. One at Bevinahlls in koppal district near Hospet, on the banks of the Tungabhadra reservoir in Karnataka, which is near to the Iron ore belt, another one at Solapur in maharashtra come into the fold of KFIL on 1st January, 2007, KFIL, the only foundry in asia with backward integration to liquid metal, has global capacities to meet high volumes at consistent quality. KFIL, Solapur Plant on ISO9002 Company since 2007, which operated for 100 years, as Shivaji works Ltd is well known for its quality casting for automobile industries. Factory is built over a sprawling area of 77 hectors of land near Aerodrome at Solapur.
KFIL-S has three manufacturing plants (Grey Iron foundry, Investment Casting Plant & Assembly Dept.), a Pattern Shop, and a well equipped metallurgical & physical testing lab. To cater to the expanding requirements of the castings and ever increasing demand on the Quality, Cost and Delivery elements of the business KFIL S decided to put up a high pressure moulding line in 2008-09 with the latest technologies available in the industry. This facility is now ready and in the process of stabilization. Ideally located in Maharashtra, KFIL- S is well connected to the industrial areas by road and rail. Today, it is one of the leading jobbing foundries in the country, manufacturing intricate Grey Iron, S.G.Iron castings and near net shape steel castings through Investment Casting Process.

rnment come forth in the year 1992 resulting in rapid growth in Automotive & farm

We are a 1.20 billion us dollars engineering conglomerate driving critical industries. We are century old pioneers in our areas of specialization like power construction & transport, oil & gas & environment protection with a range of world-class industrial products & turnkey services. We are made up of 8 major group companies, each led by the best engineering & managerial talent in India. In addition to civic utility systems & in information technology & communication. Our multi-unit, multi-product, multi-location conglomerate is built on the plinths of experience, expertise, Quality, Innovation & values in the business. Our best play in successful AKIMSS, SOLAPUR. 15

Bharati vidyapeeth University, Pune. work & creation of a new industrial order where we can provide tailor made solutions to the customers.
PRODUCTS AND SERVICES:

The product mix has been changed to manufacture intricate value added castings like Cylinder Heads, Crank Cases and Housings for automobile, tractor, diesel engines and other general engineering industry in as cast as well as in machined condition. KFILS also exports castings to South Africa and USA for rail components like Brake housings and Loco heads amounting to about 5% of the sales. Some of the components are partially and fully machined at our machine shop.

At Kirloskar, listening to the customer& his needs is a tradition as old as the gr. itself for it is they who drive us further, making us reach higher & engineer better solution. In the customers often unspoken with for better implements lies the need for new inventions, a path breaking industrial concept. Today the KFIL Solapur plant is one of most experienced foundry in the country, Grey Iron & pig Iron foundry, Investment castings plant, a well equipped pattern & lies Manufacturing shop with well equipped laboratory & testing facilities also the company is having a machining line for cylinder Heads & cylinder liners. We are made up of gr. companies who are players in major sectors like manufacturing , oil & gas, power, construction & mining ,agriculture, industry & transport each led by the best engineering & managerial talent in India .In addition to engineering , we also have interests in civil utility system & in IT & communication. These form a companies the core & kirloskar gr. Each company is a renowned name in its own area of operation & is respected world wide for its services & products. For us manufacturing is just not limited to our factors premises & our products. It is also about world-class service ORGANISATIONAL CULTURE:
Keeping in line with the needs of the customers and the stake holders, KFIL-S has set up its Vision, Mission and values. The vision, mission and the values are translated into individual department goals and the same culture percolated down the organization. These are communicated in the vernacular language Marathi to all concerned.

AKIMSS, SOLAPUR.

16

Bharati vidyapeeth University, Pune.

COMPETITIVE ENVIRONMENT: Competition for both Grey iron and Investment castings is high in domestic and international market. Domestic competitors are M/s. DCM Ltd., Ennore Ltd., Nelcast Ltd; Bhagwati Auto cast Ltd, Ashok Iron Works, Menon & Menon Ltd, GPI Ltd, etc. for Grey Iron castings. KFIL-S is an established major player in the market segments it services and also has achieved self-certification status and good quality rating from some of its present customers. KFIL-S has an advantage due to diversified products like, Grey Iron and Investment castings, and its synergy with KFIL-H plays a major role in balancing the cash flow requirements. It also has an edge over competitors in its ability to produce quality castings in bulk when required.

STRATEGIC CHALLENGES: One of the key strategic challenge to KFIL-S foundry is the fast productionisation of the new moulding line where substantial investment has been made and there are recessionary trends in the market economy. This is being done through aggressive marketing strategy and efficiency of operations even at lower volumes. New items are being developed to expand the customer and items base, to retain the market share. Raising the competencies of the people through training and strengthening the critical areas of operation with adequate resources is being done. Right people at right job and right sizing of the organization have been done to minimize the overheads. Upgrading systems with adequate technology base will ensure required quality level.

AKIMSS, SOLAPUR.

17

Bharati vidyapeeth University, Pune.

Turnaround Management
In 1995 the Kirloskar ferrous industries limited planted in Solapur that was gone in loss since the organization try to manage the turnaround condition these are as following: They are using VRS Scheme. (means voluntary retirement scheme) In 1995 on that time the 3000 workers were working minimizes the workers number in the man power planning. To minimizes the payment from the employees salary at 10% each. To using the developed the machinery. There is no change in the any management system. Now the industry is on growth stage, but profit is marginal. For this coverage to industry there are seven (7) years are required..

AKIMSS, SOLAPUR.

18

Bharati vidyapeeth University, Pune.

About Company:

S.B. Unit: Address: Registered office: -

Kirloskar FIL, Solapur Plant. Shivshashi, Solapur - 413224. (India) 13, Laxmanrao kirloskar Road, Khadki, Pune-411003.

Telephone No.: Fax no:Type of company: Email:Website:No. of directors: No. of shareholder:

91202581, 5341, 2581 91202581,3208 2581 0209. Public Limited Company. Spr-swl@sancharnet.in http://www.kirloskar industriesltd.com. 13 12,000

Capital of the company:- 250 cr.

Administration office at:

Administration office & works Shivshahi, Solapur. 413224.

Tel. STD Code: Telephone no.:Fax no:-

0217 2600211(5lines). 91217 2600220

AKIMSS, SOLAPUR.

19

Bharati vidyapeeth University, Pune.

HISTORY

1900 : Manufacturing of household utensil and brassware 1934: Grey Iron foundry started 1941: Manufacturing of vices, export to USA ,Australia , Canada 1951: Manufacturing self-priming pumps 1980: Investment casting plant in collaboration with Hitcher Inc.USA 1993: ISO 9002 certification trough BVQI 1993: Started ceramic moulding technology at IC plant 1997: Restructuring / downsizing was effected to become competitive in the changed circumstance 2000: Merged with KOEL, Pune 2001: ISO 9001 Certification trough BVQI 2003: ISO 9001 Re- Certification through BVQI and Implementation of Oracle 11 i 2005: Synergy with KFIL and restructuring 2007: Merger with KFIL and ISO 9001 Certification through IRQS , Formation of Parivartan team 2008: Certified for TS & EMS trough IRQS , High Pressure moulding project line , completed Oracle 11 I implementation along with Hexaware

AKIMSS, SOLAPUR.

20

Bharati vidyapeeth University, Pune.

Land marks of kirloskar Group


Year 1888 1901 1924 1927 1940 1953 1962 1964 1973 1976 1988 1992 1999 Achievement Kirloskar brothers established. Indias first fodder cutter made. Export ploughs to Britain begins. Kirloskar becomes the first manufacturer of Indias first HP electric motor. Indias first vertical diesel engine manufactured. Kirloskar manufactures Indias first transformer. Hotel blue diamond started, Diversification in Hospitality industry. First DC motor made. First over seas office established in Malaysia. Kirloskar Kenya set up in Nairobi. Kirloskar group completes a 100 years in operation the centenary year. Kirloskar ferrous industries Ltd established. Hotel blue diamond, Pune & Hotel City Inn, Baramati, undertakings of Poona Industrial Hotel Ltd were sold to Taj group of Hotels. Shivaji works Ltd merged with kirloskar oil engines limited. All India trophy of largest exporter of pumps for 11th successive 2001 2002 year. Toyota corporate Japan forms a joint venture with Kirloskar to manufacture multi-utility vehicle QUALIS. Toyota Kirloskar introduces its latest offering in India the luxury Sedan CAMRY.

PRODUCTS OF THE COMPANY:


PRODUCTS TKAP BRG. CAP SGI BODY BRAKE CYL. AKIMSS, SOLAPUR. USED IN INNOVA CAR INNOVA CAR 21

Bharati vidyapeeth University, Pune. TKAP DIFFERENCE CASE TKAP STIFFNER KOEL 3R1040 CYL.HEAD KOEL 4R1040CYL.HEAD SGI NP HEAD DVHSG DLW 251 ULTRA PLUS CYL.HEAD PTL(KOEL) F/W HSG KAMCO CYL. FRAME KAMCO M.G.CASE KOEL 6R1040 CR.CASE KOEL 4R1040 CR CASE KOEL 3R1040 CR CASE KOEL HA2 CR. CASE DLW FP. SUPPORT DLW CYL. LINER & CYL.HEAD INNOVA CAR TRUCK/TEMPOENGINE INNOVA CAR TRUCKS, TEMPO ENGINE TRUCKS, TEMPO ENGINE TOYOTO CAR MOTOR PUMP MOTOR PUMP TRACTOR TRACTOR TRACTOR / TEMPO TRACTOR / TEMPO TRACTOR / TEMPO MARINE ENGINE RLY ENGINE RLY ENGINE

KFIL-S CUSTOMERS:
Sr.No 1 2 3 4 5 Name of the Customer K.O.E.L (Kirloskar Oil Engines Ltd.) TATA Motors Indian Railways L&T Mahindra & Mahindra Product supplied Oil Engine parts Cylinder Heads, Liners Flywheel Casing DLW, Cylinder head Cylinder Heads, Liners Cylinder Heads, Crank case, Cylinder 22

AKIMSS, SOLAPUR.

Bharati vidyapeeth University, Pune. Lines DLW Cylinder Liners Revolver casting Joints of artificial Body Organs Double Decker break drum, 4R 1040 cylinder Head, Differential case, Transmission plate, Stiffness etc.

6 7 8 9 10

Bajaj Force Motors Ministry of Defense, India Medical Services TKAP (Toyota Kirloskar Auto Parts)

Vision
To be a world class product leader through the state-of art manufacturing technologies & processes.

Mission:
Cost reduction by Innovating without compromising on quality policies & values Introduce high values business by new product development Increases productivity by implementing TRM in critical areas AKIMSS, SOLAPUR. 23

Bharati vidyapeeth University, Pune. Create a team culture for improvement action & build teams across it. Have a growth of foundry from 15330 M.T.in years 2006-2007 to 50000 M.T by 201112. Supply minimum40% of the casting produced from foundry in machined condition by 20M. Top the opportunity of global business M C.I, S.G., &investment casting Achieve growth in exports every year. Continually up date the technologies & adopt state-of-art manufacturing technologies & processes.

Values of KFILs
Customer orientation Vendor Development (Critical link in the business) Development of HR (Trust, positive attitudes Integrity Team work , respect of Industrial, concern for quality, cost, 5s safety, a personal habit, Being proactive, solving problem MS Networking, working for win win agreement continuous improvement & result oriented.) AKIMSS, SOLAPUR. 24

Bharati vidyapeeth University, Pune. Process& producer excellent Responsible corporate neighbour.

Quality policy
Quality policy of the company is to make continues improvement in all the process by implementing , Appropriation technology to whenever the specialized & implied product quality in most cost effective manner , coupled with consistent & timely supplies, as per agreed terms to the satisfaction of the customers.

Quality &Environment objectives


AKIMSS, SOLAPUR. 25

Bharati vidyapeeth University, Pune.

1. Enhance customer satisfaction 2. Reduce process & customer end Rejection 3. Conservation of Energy 4. Re use Recycle Natural resources like unit sand casting runner risers, boring , water , paper etc. 5. Implement efficient pollution control equipment for dust funs noise control.
.

Environmental &Safety policy


In according with our vision, To be a world class product leader through the state-of art manufacturing technologies & processes. We at Kirloskar ferrous Industries Limited ,Solapur plant (KFIC-S), Manufacturing & Supplies of cast & machined Grey Iron , Alloyed Grey Iron, S.G. Iron castings, are committed to protect &upgrade our Environment &safety of Humane lives through : 1. Systematic & cost effective methods for waste management. 2. Providing safe environment to prevent accidents. AKIMSS, SOLAPUR. 26

Bharati vidyapeeth University, Pune. 3. Optical utilization & conservation of resources through effective recycling & are use practices. 4. Prevention of pollution covering all environment aspects & continues improvement in Environment management system performance. 5. Complying with all applicable legal & other requirements of Environment & safety concerns. 6. Improving Environment & safety awareness to all employees through Training. 7. For this awareness on 5th June they are environment day celebrating. This policy shall be communicated to all Date -05-04-2008 interested parties on regulation.

DEPARTMENT IN COMPANY

DEPARTMENT

ADMINISTRATION DEPARTMENT AKIMSS, SOLAPUR.

MANUFACTURING DEPARTMENT 27

Bharati vidyapeeth University, Pune.

PERSONNEL DEPARTMENT

R& D DEPARTMENT

FINANCE DEPARMENT PURCHASE DEPARTMENT MARKETING DEPARTMENT SECURITY DEPARTMENT

PRODUCTION DEPARTMENT QUILITYASSURNANCE DEPARTMENT MAINTENANCE DEPARTMENT

PERSONNEL DEPARTMENT:
In this department the 5s technique is adopted which is given as follows: Leader

AKIMSS, SOLAPUR.

28

Bharati vidyapeeth University, Pune. Deputy Leader Member Member Member Member Member

FUNCTIONS: Selection & recruitment procedure. Maintenance of labour supply. Education training. To maintenance of friendly relationship between the employees & to keep in touch with them. Provision of welfare facilities. Provision of safety measures.

FINANCE DEPARTMENT:
This department is one of the most important departments in the industries maintaining expenses for capital, advertising and manufacturing. FUNCTIONS: AKIMSS, SOLAPUR. 29

Bharati vidyapeeth University, Pune.

To prepare the balance sheet, maintain the profit & loss account of the industry. To prepare the annual report for the company for distribution among the management people, shareholders and wherever related to the industry. To invest the part of capital to gain profit fort the industry To decide the cost of the products considering all the expenses made for manufacturing. To decide the wages or pay structure of employees, raise funds & use price of profit to pay them and audit it. PNL balance sheet monthly preparing. New productivity cost analysis making. Internal check on the all activities. Goods Reporting Rating (GRR). Viable to integrate recommend. Fix asset capitalization. To make collect the payment from the customer by forcing the market department. To make the all payment maintaining cash flow on daily basis.

PURCHASING DEPARMENT:
Purchasing is a function of procuring goods and services from sources external to the organization. In the words of Alford and Beaty, Purchasing is the procuring of materials supplies, machine tools and service required for the equipment, maintenance and operation if a manufacturing plant. AKIMSS, SOLAPUR. 30

Bharati vidyapeeth University, Pune. Purchase is one of the major task during the commencement of business, industrial working or manufacturing, generally industry has to purchase almost every thing from the market such as raw materials, tools, machinery & some times technology too. An activity performed by the department basically depends on 5 RS principles.

5 R Principles of purchasing:i. ii. iii. iv. v. Right Quality Right Quantity Right Time .Right price & from RightSupplier

Process of Purchasing

Need Identification Order Requisition Supplier Identification Invite Quotations Filling Tender Order Receiving Follow up

MARKETING DEPARTMENT:
The term market represents mechanism of exchange of a product which may be homogeneous or differentiated. It does not suggest & specific place or locality where goods are exchange. Rather it refers to exchange of a particular commodity between buyers and sellers agreed to price. AKIMSS, SOLAPUR. 31

Bharati vidyapeeth University, Pune. FUNCTIONS: Selling the finished products. Buying raw material & other equipments. Transportation. Market research and analysis. Advertisement.

SECURITY DEPARTMENT:
It is one of the important departments in the industry; this department ensures security of available facility as well of the goods in the industry. A special team of guards is hired by the industry, employed for security purpose. FUNCTIONS: AKIMSS, SOLAPUR. 32

Bharati vidyapeeth University, Pune.

Checking & maintaining the record visitors and employees entering or leave the industry. Checking & maintaining the record of the vehicle of carrying the goods and empty vehicles entering or leaving the industry. Keeping the records of visitors and ensuring that they have got the permission for visit by querying to the respective concern.

RESEARCH & DEVELOPMENT DEPARTMENT:

Advance countries spend considerable amount on research and development for further advancement of technology. Germany spends 50% of its R & D budget on product innovation and the remaining 50% on process innovation. Japan spends only 30% on product innovation and AKIMSS, SOLAPUR. 33

Bharati vidyapeeth University, Pune. the remaining 70% on process innovation. In contrast, USA spends 70% on product innovation and only 30% on process innovation. Japanese companies introduce the products in three year whereas US firms need five years for the same job.

FUNCTION:Casting division has its own pattern shop to cater to the needs of the foundry and offer services like In house, core box & tool manufacturing. Manufacturing of aluminum, cast iron & polyurethane patterns. Foundry engineering with latest techniques. Complete development of the jobs from processing of the enquiry to approval of the trial production at the customer. Casting division efforts to weave the quality in its products A well equipped metallurgical & chemical lab. A vacuum emission spectrometer. A standard room in the machine shop to ensure the process quality. Various non destructive testing equipments to ensure quality. Operation plan: 1. Focus on cost reduction activities. 2. New pattern manufacturing. 3. New casting development. 4. Re conditioning of patterns. 5. Yield improvement plans. 6. Process improvement plans. 7. Kaizens. 8. Expectations & expenses.

PRODUCTION DEPARTMENT:
This is one of the most important functions in the industries. To getting the raw material and make the finished goods. There are three production plants: Investment casting plant. Assembly plant. Foundry plant.

Process Flow Chart for casting Production: AKIMSS, SOLAPUR.

34

Bharati vidyapeeth University, Pune.

Receive part drg.from customer

Process Owner: In charge Foundry Operations Receive core raw materials Receive mould raw materials Receive melt raw materials

Study by MDT

Insp ect Make Cores (Sub-Process)

Inspe ct Make Moulds (Sub-Process)

Inspe ct Prepare Metal (Sub-Process)

Make Pattern Equipments

Inspe ct Shift to core & mould shops Dispatch to customer

Inspec t

Inspe ct

Inspe ct

Washing, Drying & core Assembly Inspe ct

Assemble Moulds & Cores Shot-blasting, Fettling, Painting & averaging (Sub-Process) Knockout

Pour Metal into moulds Cooling for 1 hour.

QUALITY ASSURANCE DEPARTMENT:


Quality assurance refers to the assurance to customers that the products, parts, components, tools, raw materials and equipment, production process etc. are also determined in advance so as to manufacture quality products as per the predetermined standard. FUNCTIONS: Quality specifications. 35

AKIMSS, SOLAPUR.

Bharati vidyapeeth University, Pune. Quality standards. Inspection and testing. Periodical evaluation. Introduce the modern slab-casting technology. Reduce the cost of construction by reducing the total time period.

Quality assurance means assurance of the existence of physical and chemical properties in a product as prescribed in advance, assurance of the fitness of a product for intended use and assurance of the rated performance by a product as claimed

MAINTENANCE DEPARTMENT:
Maintenance is so important in the industries for maintaining the all machinery& equipments, due to then frequency of use & strategic position in the entire production function prevention is the butter then cure maintenance extends a use full life of assets by reducing wear & tear. FUNCTIONS:

AKIMSS, SOLAPUR.

36

Bharati vidyapeeth University, Pune. To maintaining the all machineries and equipments according to planning and schedule. Preventive maintenance. (Repair maintenance.) Breakdown maintenance. Mechanical maintenance. Electric maintenance. Foundry maintenance. Manufacturing division maintenance. It prevents wastage of spares, tools & materials. More automation calls for sophisticated maintenance. Maintenance keeps up operational readiness of all equipments required for emergencies. Maintenance in modern plans requires a multi-dimensional approach in these days of computer controls.

ORGANISATION CHART
Chairman and Managing Director
(CMD)

Vice President, Finance & MIS & IT

Managing Director (MD) Vice President, Marketing Vice President (SBU Head)

Directors

Corporate Mgmt.

Senior Manager, Finance *

Senior General Manager, R&D & Q.A, *

AKIMSS, SOLAPUR.

General Manager, Commercial *

37

Bharati vidyapeeth University, Pune.

Deputy Manager, MIS & IT

Senior General Manager, HPML, Plant B & Plant Engineering. * General Manager, HPML and Plant B General Manager, HR *

General Manager, Assembly Dept., and I.C.Plant *

HOD

KFIL-S ORGANISATIONAL PROFILE

ORGANIZATIONAL CHART AND EMPLOYEES BASE


Kirloskar ferrous industries limited is run by professionals with AOP targets (Annual operating plan) which are reviewed on a monthly basis by top management as well as the directors of kirloskar group.

THE WORKFORCE OF KFIL-S IS AS FOLLOWS


Top management ( D.G.M. and above) AKIMSS, SOLAPUR. 38

Bharati vidyapeeth University, Pune. Managerial staff, Supervisors, Operators, Contract operators.

The key positions of KFIL-S are managed by the professionals in the field and are ably supported by a group of well motivated young and energetic managers with good academic background. KFIL-S has a total workforce of 507 employees, divided in to 3 categories viz-daily rated, monthly rated and managerial. KFIL-S used contract labour for activities like canteen, security, gardening cleaning and , material handling. The workers have a recognized union, which not only taken care of their welfare but also motivates them to achieve the targets of the company. The contractual employees wherever deployed are again due importance in safety, health and other essential welfare aspects.

COMPANY ADOPTED MODERN TECHNOLOGY:


KFIL-S has been always on the lookout for improvement in the technologies consistent with the latest state-of-art in the field. It had modernized the foundry with A Plant in 1964, with B Plant in 1974 and as per the vision of the company and is once again modernizing the facilities with a new green field foundry with latest technologies available in the Foundry field. Some of the modern machinery and the technologies are listed below. These are already operational from August 2008 and are in the process of stabilization. Other Important Equipments are: Spectrometer, Photomicroscope, Video- endoscope, Universal testing machine and a well equipped sand testing laboratory.

AKIMSS, SOLAPUR.

39

Bharati vidyapeeth University, Pune. Synergy with KFIL Hospet ensures the availability of good quality Pig Iron, the main raw material at all times. Other raw materials are procured from reputed suppliers. The strategic location of the plant at Solapur facilitates raw material availability as required.

TECHNOLOGY AND RAW MATERIAL :


KFIL-S has been always on the lookout for improvement in the technologies consistent with the latest state-of-art in the field. It had modernized the foundry with A Plant in 1964, with B Plant in 1974 and as per the vision of the company and is once again modernizing the facilities with a new green field foundry with latest technologies available in the Foundry field. Some of the modern machinery and the technologies are listed below. These are already operational from August 2008 and are in the process of stabilization.

Modern Machineries
Sand cooler with conditioning plant Kunkel Wagner-Germany High Pressure Moulding Machine Kunkel Wagner-Germany High Productive Core shooters Fritz Hans berg Italy, Susha-India Core packaging and washing Robots ABB, Sweden Vision Pour Automatic press pour, Induclothem,India Casting Manipulator Andromet Germany Casting cooling Conveyors vinar systems, India Machining centers

Other Important Equipments are: Spectrometer, Photomicroscope, Video- endoscope, Universal testing machine and a well equipped sand testing laboratory. Synergy with KFIL Hospet ensures the availability of good quality Pig Iron, the main raw material at all times. Other raw materials are procured from reputed suppliers. The strategic location of the plant at Solapur facilitates raw material availability as required.

Modern technologies and processes


Sand temperature control for consistent moulds. High pressure moulding Shoot squeeze process Making, Packaging of all cores of a component from a single machine and handling them. AKIMSS, SOLAPUR. 40

Bharati vidyapeeth University, Pune. 3Conversion of all jacket and port cores of the blocks and heads from shell to Cold box process. Assembly and wash method for all heads and blocks. Defined pouring time and improved yield. Handling of the castings after shake out to avoid damages and mixing up of the core sand with green sand. Improved handling of the hot castings to minimize the damages. Machining set up for Cylinder Heads.

CHAPTER 3
AKIMSS, SOLAPUR. 41

Bharati vidyapeeth University, Pune.

TIME OFFICE FUNCTIONS

Time office working:1. Maintaining Attendance Register /Muster. 2. Entry of leave / Absenteeism Muster Roll Computer Entry

3. Absenteeism Report Correction In punching In punching Out punching

4. Daily Attendance Report Consolidateds for nightly Shift Change AKIMSS, SOLAPUR. 42

Bharati vidyapeeth University, Pune. Muster Entry Computer Entry

1. Salary Days To be prepared, checked & sent to Finance for process. Entry Trance Manually Attendance Computer Entry Once in a month for payment Heal Allowance Night shift Allowance Recording of hours of work. Calculation of working hours / working days with taking into consideration the half days & leave. 2. Monthly Holiday Notice 3. Monthly Report Mandays worked Dept. Wise Shift wise Leave Availed.

4. Updating of Attendance information in respective of absent employees in department. 5. Issuing Gate pass for ping outside. Office work Personal work

6. Annually preparation of Bonus 7. Preparation of privilege leave information /collation 8. Leave balance information at year end for carry forward- P.L.encastiment of CL, SL PL. 9. Issue of warning/ Samaj for Absenteeism. 10. The reporting of joining & living.

AKIMSS, SOLAPUR.

43

Bharati vidyapeeth University, Pune.

CHAPTER 4
AKIMSS, SOLAPUR. 44

Bharati vidyapeeth University, Pune.

THEOROTICAL BACKGROUND

PERFORMANCE APPRAISAL
DEFINATIONS: 1. The process of performance appraisal help the employee and the management to know the level of employeees performance compared to the standard/ predetermined level. . 2. It is the systematic evalution of the individual with respect to his or her performance on the job and his or her potential for development

Need for Performance Appraisal


AKIMSS, SOLAPUR. 45

Bharati vidyapeeth University, Pune.

Performance appraisal is needed in order to: Provide information about the performance ranks. Decisions regarding salary fixation, confirmation, promotion, transfer and demotion are taken based on performance. Provide feedback information about the level of achievement and behavior of the subordinate. This information helps to review the performance of the subordinate, rectifying performance deficiencies and to set new standards of work. Provide information which helps to counsel the subordinate. Provide information to diagnose deficiency in the employee regarding skill, knowledge, determine training and developmental needs and to prescribe the means for employee growth provides information for correcting placement. To prevent grievances and in disciplinary activities.

Purposes/Objectives
Performance appraisal aims at attaining the different purposes. They are: To create and maintain a satisfactory level of performance. To contribute to the employee growth and development through training, self and management development programmes. To help the superiors to have a proper understanding about their subordinates. To guide the job changes with the help to continuous ranking. To facilitate fair and equitable compensation based on performance. To facilitate for testing and validating selection tests, interview techniques through comparing their scores with performance appraisal ranks. To facilitate for making decisions regarding lay-off, retrenchment etc.

AKIMSS, SOLAPUR.

46

Bharati vidyapeeth University, Pune.

Methods of Performance Appraisal


With the evolution and development of the appraisal system, a number of methods or technique performance appraisal has been developed. The important among them are presented of

Methods of Performance Appraisal


Traditional Methods Graphic Rating Scale Ranking Method Paired Comparison Method Forced Distribution Method AKIMSS, SOLAPUR. 47 Modern Methods Behaviourally Anchored Rating Scales

Bharati vidyapeeth University, Pune. Checklist Methods i. ii. iii. Simple Checklist Weighted Checklist Critical Incident Method Human Resources Accounting Management by Objectives Psychological Appraisals Assessment Centre

Essay or Free Form Appraisal Group Appraisal Confidential Reports

Traditional Methods
11. Graphic Rating Scale: i. ii. iii. Graphic rating scales compare individual performance to an absolute standard. Judgments about performance are recorded on a scale. The appraisers are supplied a forms one for each employee contain a number of objectives, behavior & trail based qualities & character to be rated like quality & volume of work, job knowledge, dependability, initiative attitude etc. in the case of workers iv. v. vi. And analytical ability, creative ability, initiative, leadership qualities emotional stability in the case of managerial personnel. These forms contain rating of scales. Rating scales are of two types i. ii. Continuous rating scale 0, 1, 2, 3, 4& 5. In discontinuous rating scale the appraiser assigns the points to each degree.

AKIMSS, SOLAPUR.

48

Bharati vidyapeeth University, Pune.

12.Raking Method:i. ii. The employees are ranked from best to worst on some characteristics. The rater first finds the employee with the highest performance & the employees with the lowest performance in that particular job category & rates the former as the best & the flatter as the poorest iii. iv. v. The same producer is continued in that group Ranking can be relatively easy & inexpensive, but its reliability & validity may be open to doubt One important limitation of the ranking method that the size of the different between individuals is not well defined.

Paired comparison Method:The appraiser ranks the employees by comparing one employee with all other employees in the group, one at a time. For example, there are employees named A, B, C, D and E. The performance of A is first compared with the performance is better. Then A is compared with C, D and E in that order. The same procedure is repeated for other employees. The number of comparisons may be calculated with the help of a formula which reads thus. N (N -1) 2 where N stands for the number of employees to be compared. If there are 10 employees, the number of comparisons will be 10(10-1) =45.

4. Forced Distribution Method:Forced distribution method is developed to prevent the raters from rating too high or too low. Under this method, the rater after assigning the points to the performance of each employee has to distribution his ratings in a pattern to conform to normal frequency distribution. Thus, similar to the ranking technique, forced distribution requires the raters (supervisors) to spread their employee evaluations in a prescribed distribution. This methods eliminates central tendency and leniency biases.

Checklist Methods :

AKIMSS, SOLAPUR.

49

Bharati vidyapeeth University, Pune. The checklist is a simple rating technique in which the supervisor is given a list of statement or words and asked to check statements representing the characteristics and performance of each employee. There are three types of checklist methods, 1. Simple Checklist Method: The checklist consists of a large number of statements concerning an employee behavior. The rater checks to indicate if the behavior of an employee is positive or negative to each statement. Employee performance is rated on the basis of the number of positive checks. The negative checks are not considered in this method.

2. Weighted Checklist Method: The weighted checklist method involves weighting different items in the checklist, having a series of statements about an individual, to indicate that some are more important than others The rater is expected to look into the questions relating to the employees behavior, the attached rating scale (or simply positive/negative statements where such a scale is not provided) and tick those traits that closely describe the employee behaviour. Often, the weighted are not given to the supervisors who complete the appraisal process, but are computed and tabulated by someone else, such as a member of the personnel unit. The performance ratings of the employee are multiplied by the weights of the statements and the coefficient are added up. 3. Forced Choice Method: This method was developed at the close of World War II. Under this method, a large number of statements in groups are prepared. Each group consists of four descriptive statements (tetrad) concerning employee behavior. Two statements are most descriptive (favorable) and two are least descriptive (un-favorable) of each tetrad. The appraiser is asked to select one statement that mostly describes employees behavior out of the two favorable statements and one statement from the two unfavorable statements. The items are usually a mixture of positive and negative statements. It is difficult to construct and validate the statements under the forced-choice method, especially for relatively small organizations. Further, it may be time consuming to prepare statements that suit the demands of a particular job or company. AKIMSS, SOLAPUR. 50

Bharati vidyapeeth University, Pune.

Critical Incident method :


Employees are rated discontinuously, i.e. once in a year or six months under the earlier methods. Under this method, the supervisor continuously records the critical incidents of the employee performance or behavior relating to all characteristics (both positive and negative) in a specially designed note book. The supervisor rates the performance of his subordinates on the basis of notes taken by him. The critical incident method has the advantage of being objective because the rater considers the records of performance rather than the subjective points of opinion, for example, mood, emotional balance, relationship between superior and subordinate. Recording events (critical) continually over a period of time may be presented by the raters. The question of discounting precious time of the executive is also involved here. Because of the time required to write complete profiles of critical incidents, managers can be asked instead to record sketchy notes of their observations nothing the date and some other reminder of the event. More often than not the employee might have done something critically good and excellent but the supervisor concerned may not have been present and hence the concern was not recorded.

Essay or Free Form Appraisal:


This method requires the manager to write a short essay describing each employees performance during the rating period. This format emphasizes evaluation of overall performance, based on strengths/weaknesses of employee performance rather than specific job dimensions. By asking supervisors to enumerate specific example of employee behavior, the essay technique minimizes supervisory bias and the halo effect. Essays are not amenable for evaluation and analysis; fifty essays describing different employees performance cannot be tied to merit increases and promotion possibilities because there is no common standard. Another inherent limitation of this method is that the evaluators may have unequal skills in writing the essays. A skilful writer can present a more dramatic case about an employee than an awkward writing by the supervisor. Thus, the quality of the ratings depends, not actually on employee performance, but on the writing ability of the rater. .

Group Appraisal:
This group consists of the immediate supervisor of the employee to other supervisors who have close contact with the employees work, manager or head of the department and AKIMSS, SOLAPUR. 51

Bharati vidyapeeth University, Pune. consultants. The head of the department or manager may be the Chairman of the group and the immediate supervisor may act as the Coordinator for the group activities. This group uses any one or multiple techniques discussed earlier. The immediate supervisor enlightens other members about the job characters, compares the actual performance with standards, finds out the deviations, discusses the reasons therefore, suggests ways for improvement of performance, prepares action plans, studies the need for change in the job analysis and standards and recommends change, if necessary. This method is widely used for purposes of promotion, demotion and retrenchment appraisal. Confidential Reports: Assessing the employees performance confidentially is a traditional method of performance appraisal. The superior appraises the performance of his subordinates based on his observations, judgment and intuitions. The superior keeps his judgment and report confidentially. The superior writes the report about his subordinates strengths, weaknesses, intelligence, attitude to work, sincerity, commitment, punctuality, attendance, conduct, character, friendliness etc.

MODERN METHODS
Behaviourally Anchored Rating Scales (BARS)
The Behaviourally Anchored Rating Scales (BARS) method combines elements of the traditional rating scales and critical incident methods. Using BARS, job behaviours from critical incidents effective and ineffective behaviours are described more objectively. The method employs individuals who are familiar with a particular job to identify its major components. They then rank and validate specific behaviours for each of the components. How to Construct BARS? Step I: Collect Critical Incidents. Step II: Identify Performance Dimensions. Step III: Reclassification of Incidents. Step IV: Assigning Scale Values to the Incidents. Step V: Producing the Final Instrument.

Assessment Centre
This method of appraising was first applied in the German Army in 1930. Later, business and industrial houses started using this method. This is not a technique of performance appraisal by AKIMSS, SOLAPUR. 52

Bharati vidyapeeth University, Pune. itself. In fact, it is a system or organization, where assessment of several individuals is done by various experts by using various techniques.

Human Resources Accounting


Human Resources Accounting deals with cost of and contribution of human resources to the organization. Cost of the employee includes cost of manpower planning, recruitment, selection, induction, placement, training, development, wages and benefits etc. Employee contribution is the money value of employee service which can be measured by labour productivity or value added by human resources. Cost of human resources may be taken as standard. Employee performance can be measured in terms of employee contribution to the organization. Employee performance can be taken as positive when contribution is more than the cost and performance can be viewed as negative if cost is more than contribution. Positive performance can be measured in terms of percentage of excess of employee contribution over the cost of employee.

Management By Objectives: This method is adopted by the KFIL.


Management by objectives (MBO) is a process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individuals major areas of responsibility in terms of results expected of him and use these measures of guides for operating the unit and assessing the contribution of its members. MBO focuses attention on participative set goals that are tangible, verifiable and measurable. The MBO process is undertaken along the following lines: - The subordinate and superior jointly determine goals to be accomplished during the appraisal period and what level of performance is necessary for the subordinate to satisfactorily achieve specific goals. - During the appraisal period, the superior and subordinate update and alter goals as necessary due to changes in the business environment. Both superior and subordinate jointly discuss whether the subordinate achieved the goals or not. If not, they should identify the reasons for deviation like strike/ lock-out, market change.

Psychological Appraisal

AKIMSS, SOLAPUR.

53

Bharati vidyapeeth University, Pune. Psychological appraisals are conducted to assess the employees potential. Psychological appraisals consist of:In depth interviews, Psychological tests, Consultations and discussions with the employee, Discussions with the superiors, sub-ordinates and peers and Reviews of other evaluations. Evaluation is conducted in the areas of i. ii. iii. iv. v. vi. vii. viii. i. Employees intellectual abilities, Emotional stability, Motivational responses. Reasoning and analytical abilities, Interpretation and judgment skills, Sociability, Employees ability to comprehend the vents and Ability to foresee the future.

The psychological appraisal results are useful for decision-making about Employee placement, Career-planning and development and Training and development.

ii.

iii.

APPRAISAL PROCESS:
Each step in the process is crucial and is arranged logically. The process as shown in the figure some what idealized. Many organizations make every effort to approximate the ideal process , resulting in first rate appraisal systems. unfortunately, many others fail to consider one or more of the steps and , therefore, have less effective appraisal system. Objectives of performance appraisal

Establish job expectations

Design an appraisal programme

AKIMSS, SOLAPUR.

54

Bharati vidyapeeth University, Pune.

Appraise Performance

Performance Interview

Use appraisal data for appropriate purpose

The performance appraisal process.

USES OF PERFORMANCE APPRAISAL ii. The use of performance appraisal is that it enables the management to make effective decisions and/or correct or modify their earlier decision relating to the following issues of HRM: Organisation planning based on potentialities of its human resources. Human Resources planning based on weakness, strengths and potentialities of human resources. Organisation effectiveness through performance improvement. Fixation and refixation of salary, allowances, incentives and benefits. Original placement or placement adjustment decisions. Identifying training and development needs and to evaluate effectiveness of training and development programme. Career planning and development and movement of employees. 55

AKIMSS, SOLAPUR.

Bharati vidyapeeth University, Pune. iii. Another use of performance appraisal is that it helps to evaluate the existing plans, information system, and job analysis, internal and external environmental factors influencing employee performance like relations with supervisors, working conditions, personal problems of the worker like family, financial problems and health. This evaluation suggests and results in improvement in plans, information system, and job analysis, creating the conductive work environment and controlling the controllable environmental variables. iv. v. It helps the employee to improve his performance and for his self-development. Further, it improves superior-subordinate relations through close interaction and proper understanding.

CHAPTER 5
AKIMSS, SOLAPUR. 56

Bharati vidyapeeth University, Pune.

DATA PRESENTATION AND ANALYSIS

TABLE: 1 Table is showing the awareness of performance appraisal in the industry. Aware of the performance appraisal A: Yes B: No Total No. of Employees 45 05 50 Percentage (%) 90% 10% 100%

performance appraisal

10% No 10% Yes 90% 90%

The above table shows that out of the 50 employee, 45 are aware about performance 57

AKIMSS, SOLAPUR.

Bharati vidyapeeth University, Pune. appraisal (i.e.90% ) & only 5 employees is not aware about the performance appraisal (i.e. 10% ).

TABLE: 2 Table showing the satisfaction of the performance appraisal system: Satisfaction of the performance appraisal system. A: Yes B: No Total No. of Employees 45 05 50 Percentage (%) 90% 10% 100%

performance appraisal

10% No 10% Yes 90% 90%

AKIMSS, SOLAPUR.

58

Bharati vidyapeeth University, Pune.

The above table shows that out of the 50 employees, 45 employees are satisfied with the performance appraisal system in the organization (i.e.90%) & only 5 employees is not satisfied with the performance appraisal system in the organization (i.e.10% ).

TABLE: 3 Table showing the performance appraisal is important for organization. Performance appraisal is the important for organization. A: Yes B: No Total No. of Employees 50 00 50 Percentage (%) 100% 00% 100%

performance appraisal

Yes 100% 100%

AKIMSS, SOLAPUR.

59

Bharati vidyapeeth University, Pune.

The above table shows that out of the 50 employees, totally 50 employees are agreed with the performance appraisal is important to the organization (i.e. 100%).

TABLE: 4 Table showing the performance appraisal is help to improve the performance in the organization. Performance appraisal is help to improve the performance. A: Yes B: No Total No. of Employees 43 07 50 Percentage (%) 86% 14% 100%

performance appraisal

No 14% No 14% Yes 86%

AKIMSS, SOLAPUR.

Yes 86%

60

Bharati vidyapeeth University, Pune.

The above table shows that out of the 50 employee, 43 are agreed with the performance appraisal is help to improve their performance (i.e. 86%) & only 7 employees are not agreed with the performance appraisal is help to improve their performance (i.e. 14%).

TABLE: 5 Table showing the performance appraisal done in fair & justifiable manner in the organization Performance appraisal done in fair & justifiable manner. A: Yes B: No Total No. of Employees 42 08 50 Percentage (%) 84% 16% 100%

performance appraisal

16% No 16% Yes 84%

AKIMSS,

SOLAPUR. 84%

61

Bharati vidyapeeth University, Pune.

. The above table shows that out of the 50 employee, 42 are agreed with the performance appraisal is done in fair & justifiable manner (i.e. 84%) & only 8 employees are not agreed with the performance appraisal is done in fair & justifiable manner(i.e.16%).

TABLE: 6 Table showing the organization reward for high performance Aware of the performance appraisal A: Yes B: No Total No. of Employees 50 00 50 Percentage (%) 100% 00% 100%

performance appraisal

Yes 100% 100%

The above table shows that out of the 50 employees, totally 50 employees are agreed with the organization rewards for high

performance (i.e. 100%).

AKIMSS, SOLAPUR.

62

Bharati vidyapeeth University, Pune.

TABLE: 7 Table showing the satisfaction with the rewards given by the organization The satisfaction with the rewards. A: Yes B: No Total No. of Employees 45 05 50 Percentage (%) 90% 10% 100%

performance appraisal

10% No 10% Yes 90% 90%

The above table shows that out of the 50 employee, 45 are satisfied the rewards which given by the organization (i.e. 90%). & only 5 employees are not satisfied with the rewards in the performance appraisal (i.e. 10%).

AKIMSS, SOLAPUR.

63

Bharati vidyapeeth University, Pune.

TABLE: 8 Table showing the performance appraisal is in transferancy. The performance appraisal is in transferancy. A: Yes B: No Total No. of Employees 38 12 50 Percentage (%) 76% 24% 100%

performance appraisal

24% No 24% Yes 76% 76%

The above table shows that out of the 50 employee, 38 are agreed with the performance appraisal is in transferency (i.e. 76%) & only 12 employees are not agreed with the performance appraisal is in transferency.

AKIMSS, SOLAPUR.

64

Bharati vidyapeeth University, Pune.

Table :
The table is showing the result of survey about performance appraisal in KFIL. For performance appraisal in KFIL the modern Management By Objective method is using. Serial no. 1 Questions No. of employees Yes 19 No 1 In percentage (%) Yes 95% No 5%

2 3

5 6

Employee awareness of the performance appraisal Satisfaction with organizational appraisal For development performance appraisal is important Performance appraisal is help to improve a performance Performance appraisal done in fair & justifiable Reward for high performance Satisfied with the rewards Performance appraisal is in transferancy.

19 20

1 00

95% 100%

5% 00%

18

90%

10%

17 20 19

3 00 1

85% 100% 95%

15% 00% 5%

7 8 15 5 75% 25%

According to the survey the performance appraisal is so very well maintained. Because the result shows above 75% employees are satisfied with the organizational facilities which are providing by them the higher percent of employees are experienced in between 5 to 20 years. In this organization the attrition rate is very less. AKIMSS, SOLAPUR. 65

Bharati vidyapeeth University, Pune.

KFIL ADOPTEDMANAGEMENT BY OBJECTIVE METHOD:


At Kirloskar Company for performance appraisal modern method that is Management by objectives (MBO) is being practiced. First of all they prepare appraisal sheets consisting targets of each department separately per quarterly then the targets have been achieved by the employees then the review of performance is been held yearly 4 times. And the final review will be held only once in a year and ranking will be given to employees and rewards, promotions and bonus are given on the basis of performance appraisal made at the end of the year. Four steps in the MBO process The first step is to establish the goals each subordinate is to attain. In some organizations there is a superiors and subordinates work together to establish goals. In others, superiors establish goals for subordinates. The goals typically refer to the desired outcome to be achieved. These goals can then by used to evaluate employee performance. The second step involves setting the performance standard for the subordinates in a previously arranged time period. As subordinates perform, they know fairly well what there is to do, what has been done, and what remains to be done. In the third step, the actual level of goal attainment is compared with the goals agreed upon. The evaluator explores reasons for the goals that were not met and for the goals that were exceeded. This step helps determine possible training needs. It also alerts the superior to conditions in the organization that may affect a subordinate but over which the subordinate has no control. The final step involves establishing new goals and, possibly, new strategies for goals not previously attained. At this point, subordinate and superior involvement in goal-setting may change. Subordinates who successfully reach the established goals may be allowed to participate more in the goal-setting process the next time. The process is repeated.

AKIMSS, SOLAPUR.

66

Bharati vidyapeeth University, Pune.

PROCESS OF EVALUATING THE PERFORMANCE APPRAISAL IN KFIL

PERFORMANCE APPRAISAL
Sending Blank Appraisal to Concerned SBU/Dept Writing down parameters by Employees Personal Development

AQIP AOP

LRP

Submission of Appraisal Form to HRM by respective employees

Sending the Appraisal back to the concerned employee at the end of the each quarter for quarterly assessment

Self Appraisal by Employee/Appraisee

Assessment by Appraiser Review by Reviewer

Customer Assessment

Continue Continue

AKIMSS, SOLAPUR.

67

Bharati vidyapeeth University, Pune.

Continue

Rating the Performance

Annual Assessment

Appraisers assessment of Performance parameters

Customers assessment of Performance parameters

Assessment of Critical Role attributes

Overall Assessment by Appraiser

Review by Reviewer

Rating the performance

Increment

Promotion

PERFORMANCE IMPROVEMENT SYSTEMS:


AKIMSS, SOLAPUR. 68

Bharati vidyapeeth University, Pune.

KFILS is an ISO 9000 certified company since 1993, in its quest to continuously upgrade its quality system. To be able to face challenges that the future holds for KFIL-S, it is imperative that it improves the quality culture and work culture of its employees. The strategic challenges before KFIL-S, emerge from its intention of becoming export worthy and becoming a major supplier of quality castings and cylinder assemblies in domestic as well as global market. In consideration of the market competition and with a view to control internal and external losses, reduction of process variations, elimination of wastages and enhancement of customer satisfaction, the existing Quality Management System is upgraded to be upgraded to meet the requirements of TS16949: 2002 in the month of October 2008. This system lays emphasis on the key processes monitoring, control and continual improvements. All the process measurable is analyzed each month by the respective departmental heads and the SBU Head and corrective measures are taken. CFT meeting forums enable collective decision making and learnings. Meetings are called after important visits to customers, seminars, competitors etc. along with tour reports where the knowledge is shared with the rest of the staff. Networking has also been expanded so that the information dissemination is fast and effective. Oracle ERP has been implemented in the manufacturing to sales, procurement, and finance Project Parivartan has been implemented to systematically drive performance through systems and controls. Management Action Teams have been formed to carry the initiatives by identifying the key performance indicators and continuously monitoring them. Weekly SCG meetings are chaired by MD / SBU head to review the progress. Training programmes are conducted to improve the attitudinal and technical skills and this has improved the competency levels of the people which are evidenced by the improved parameters. The company is certified for ISO 14001: 2004 certification in the month of September 2008, for setting up a system to continuously protect & upgrade the environmental infrastructure at KFILS.

AKIMSS, SOLAPUR.

69

Bharati vidyapeeth University, Pune.

CHAPTER 6
FINDINGS, CONCLUSION, SUGGESTION & BIBLIOGHRAPHY

AKIMSS, SOLAPUR.

70

Bharati vidyapeeth University, Pune.

FINDINGS
Based on the data collection following observations are received in generally: Almost all employees are aware of performance appraisal methods. Employees are fully satisfied with these facilities which company is providing them. Almost all employees feel performance appraisal is essential for an organization. Almost all employees agree performance appraisal will improve their performance. Almost all employees agree that performance appraisal is done in fair and justifiable manner. Almost all employees agree that they are satisfied with rewards given by the organization. Almost all employees agree that performance appraisal is in transferancy.

AKIMSS, SOLAPUR.

71

Bharati vidyapeeth University, Pune.

CONCLUSION:
1. It is concluded that the employees were satisfied with the present performance appraisal system. 2. It is concluded that the employees attrition rate were very less. 3. It is concluded that workers were getting medical facilities ESI & privilege leaves properly. 4. It is concluded that according to the Factories act 1948 all facilities were providing like safety & health provisions. 5. It is concluded that there were good relation in between employee & workers to each other.

AKIMSS, SOLAPUR.

72

Bharati vidyapeeth University, Pune.

SUGGESTION
On the basis of findings observations and conclusion researcher has made following suggestions The organization may arrange some lecture and seminar on HR audit for employees knowledge. The organization may arrange some social and cultural programme for maintain the relationship with employees. The organization may keep regular follow up about the employees performance.

AKIMSS, SOLAPUR.

73

Bharati vidyapeeth University, Pune.

SURVEY FOR PERFORMANCE APPRAISAL!!!!S


Name:Department:Experience:1. Are you aware of the performance appraisal? Yes No

2. Who conducts the performance appraisal?

3. Are you satisfied with your organization performance appraisal? Yes 4. No

Do you feel Performance appraisal is important for the organization? Yes No

5. Does performance appraisal help to improve your performance? Yes No

6. Is performance appraisal done in fair & justifiable manner? Yes No

AKIMSS, SOLAPUR.

74

Bharati vidyapeeth University, Pune.

7. Does the organization reward for high performance? Yes No

8. The organization rewards in which manner?

9. Are you satisfied with the rewards given by the organization? Yes No

10. Is performance appraisal made in your presence? Yes No

AKIMSS, SOLAPUR.

75

Bharati vidyapeeth University, Pune.

BIBLIOGRAPHY:

Sr.no
1 2

Title
Human Resources & Personnel Management Author Essential of Human Resources & personnel Management Guideline on project report manager of KFIL Website: www.kirloskar.com

Author
K. Ashwathppa P. Subba Rao

publisher
T.M.H. H.P.H.

Year
1998-1999 1999-2000

3 4

KFIL KFIL

AKIMSS, SOLAPUR.

76

Anda mungkin juga menyukai