28. Ultrateck Cement-HR-Puri-12.docx

8/11/2019 28. Ultrateck Cement-HR-Puri-12.docx

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IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF DEGREE OF

MASTER OF BUSINESS ADMINISTRATION.

Under the guidance of: Submitted By:

Mrs. ARCHANA CHOUDHARY SANAT KUMAR PRADHAN

(Company Guide) Regd. No. : 23/583/09

Roll No. : 10MBA660

K. PALANI NICE, TALCHER

(Faculty Guide)

Subm it ted To:

DDCE,SAMBALPUR UNIVERSITY


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GUIDE CERTIFICATE

This is to certify that Sanat Kumar Pradhan, MBA, has done her project, under the

guidance and assistance of the undersigned. Her study was on A SYSTEMATIC

APPROACH TOWARDS AN EFFECTIVE PERFORMANCE APPRISAL-A PROJECT

REPORT ON ULTRATECT CEMENT LIMITED, JHARSUGUDA CEMENT WORKS.

She has done all the field work as assigned to him by the company authorities and completed

the project with sound data analysis and good conclusions.

I find all the implications of her study have some insights to the companys goal.

Sanat Kumar Pradhan has done her job with full sincerity and disciplined effort.

I wish all success in her career and future endeavors.

Mrs. Archana Choudhary

(Company Guide)


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ACKNOWLEDGEMENT

At the very outset I am much grateful to God for his blessing showed up on me to complete

my project. I hereby thank the authority of department of MBA, NICE, TALCHER for

providing me an opportunity of doing our project with UltraTech cement works, Jharsuguda,

which has definitely helped us in understanding the application of HR from the industry

prospective. I would also like to pay my gratitude to UltraTech cement works, Jharsuguda

which had given me a chance to undergo the project. I acknowledge my gratitude to

Mrs. Archana Chaudhary for her help & support in preparing the report and for her kind,

valuable guidance, suggestion and advices she extended to me.

I am also grateful to my friends whose in valuable assistance and guidance help me in making

this report.

Finally, I would thank all those who have been directly or indirectly connected with my

venture. Especially my parents and my family members whose keen interest, encouragement,

prayers and blessings were always there as source of strength and without which I would

never have reached this point.

Sanat Kumar Pradhan

Regd. No. 23/583/09

Roll No. : 10MBA660


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DECLARATION

I do hereby declare solemnly that this project report, A SYSTEMATIC APPROACH

TOWARDS AN EFFECTIVE PERFORMANCE APPRISAL - A PROJECT REPORT ON

ULTRATECH CEMENT LTD.JHARSUGUDA CEMENT WORKS.

Is confined to JHARSUGUDA CEMENT WORKS, JSG jurisdiction is my own and neither

been or published elsewhere.

Sanat Kumar Pradhan


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EXAMINERS CERTIFICATE

This project is submitted by Sanat Kumar Pradhan of MBA bearing the

Roll No. 10MBA660 under DDCE, Sambalpur University and forwarded for

evaluation.

Internal Examiner External Examiner


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CERTIFICATE OF APPROVAL

This is to Certify that the Project Entitled:

A SYSTEMATIC APPROACH TOWARDS AN EFFECTIVE PERFORMANCE APPRISAL

Submitted by Sanat Kumar Pradhan(Enr. No 23/583/09), Sambalpur University, Burla

towards partial fulfillment of the requirements for the award of the degree of Master of

Business Administration (MBA) is a bona fide record of the work carried out by him under

the able guidance ofK. Palani, Faculty, NICE, Talcher.

(Approval of the Center Director)


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CONTENTS

CHAPTER : 1

Introduction to Performance appraisal.

Process.

Methods.

Review of literature.

CHAPTER : 2

The present study/methodology of Performance appraisal.

Need significant of study.

Objective of study.

Scope of study.

Research methodology .

Effective & successful Performance appraisal .

Limitation of study.

CHAPTER : 3

Organization profile.

Industry profile.

PA Process Adopted By Ultra Tech Cement .

CHAPTER : 4

Data analysis.

CHAPTER : 5

Findings and suggestions.

Conclusion.

Bibliography.


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CHAPTER-1

INTRODUCTION OF PERFORMANCE APPRAISAL

The history of performance appraisal is quite brief. Its roots in the

early 20thcentury can be traced to Taylors pioneering time and motion studies. But

this is not very helpful, for the same may be said about almost everything in the field

of modern human resource management.

As a distinct and formal management procedure used in the evaluation of work

performance, appraisal really dates from the time of the Second World War not

more than 60 years ago.

Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of

things historical, it might well lay claim to being the worlds second oldest profession!

The meaning of the word appraisal is to fix a price or value for something. This

is used in finance in terms such as project appraisal or financial appraisal where a

value is attached to a project. Similarly performance appraisal is a process in which

one values the employee contribution and worth to the organisation.

Performance appraisal is an important part of performance management. In itself

its not performance management but it one of the range of tools that can be used

to performance.

People differ in their abilities and aptitudes. There will be some differences in

their quality and quantity of work done by different employee even on the same jobs.

So its important to know for management, talking these differences the employees

having better abilities may be rewarded and the wrong placement of employees may

be rectified through transfer. The individual employee may also like to know the level

of his performance in comparison to his fellow employee so that he may improve

upon it.

Performance measures the qualitative and quantitative aspects of job

performance. An appraisal evaluates not only the employees performance but also

his potential for development. The primary objectives of an appraisal are to asses

past performance, to identified training needs, to set and agree on future objectives

and standard and facilitate the achievement of these goals.


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In simple words, performance appraisal is a systematic evaluation of the

individual with respect to his performance on the job and his potential for

development. Its formal programmed in an organisation which is concern not only

the contribution of the members who form part of the organisation but aims at

spotting the potential also.

The satisfactory performance is only a part of the system as and the

management needs more information than mere performance ratings of the

subordinates. There are two opinions about the necessity of performance appraisal

which can meet these requirements of the management to achieve the

organisational goals.

Thus there is a great need to have suitable performance appraisal system to

measure the relative merit of each employee. Performance appraisal is often the

central pillar of performance management because performance appraisal usually

reviews past behaviour and so provides an opportunity to reflect on performance.

Performance appraisal always assumes that the employee understood what his

performance standards were and that the supervisor also provides the employee

with the feedback, development and initiatives required to help the person eliminated

performance deficiencies or to continue to perform above par. The aim should be to

performance.

Performance appraisal may be defined as a structural formal interaction

between a subordinates and supervisors that usually takes the form of periodic

interviews either annual or semi-annual, in which the work performance of the

subordinates is examines and discussed, with a view to identifying weakness and

strengths as well as opportunity for improvement and skill development.

Five elements of performance appraisal are:

1. Measurement

2. Feedback

3. Positive reinforcement

4. Exchange of views

5. Agreement


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PROCESS

Employee performance appraisal process:-

The purpose of this process is to ensure that an organisation is able to provide

high quality service to meet the service needs of customers. This achieved by

promoting employee competence and development. It should ensure that all new

employees are competent to perform the basic responsibility of the job, held

accountable for job expectations and that all current employees continue to learn

new information and develop new skills.

The first step in the process of performance appraisal is the setting up of the

standards which will be used to as the base to compare the actual performance of

the employees. This step requires setting the criteria to judge the performance of the

employees as successful or unsuccessful and degrees of their contribution to the

organisational goals and objectives.

Establishing performance standards

Communicating standards and expectation

Measuring the actual performance

Comparing with standards

Discussing with results (providing feedback)

Decision making (taking corrective action)

Now, if the above process occurs, the formal, annual performance appraisal process

should be more of a formality. There should be no surprises at this session. If

ongoing performance review has occurred, this session can concentrate on a

thorough review of your overall performance, but more importantly can concentrate

on setting goals for the coming year. Those should include specific areas of

improvement, project goals, and specific learnings that should take as your move

forward. The components of an effective process are:-


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GOALS:-

Along with your supervisor, you should establish key goals on a regular basis.

A few points to keep in mind are: make sure the goals are few in number (3-5) so

that you can focus on them. Some of these will be in common with other employees

and others will be specific to you.

ON-GOING LEARNING:-

To support your goals, learning that will be required to achieve these goals

should be defined and should provide continual development and growth. Focus on

knowledge and skills you will need to be effective now and in the future.

COMPETENCIES:-

For every employee expected competencies should be defined. They fall into

two categories.

1. Those that apply to all employees and are important for the organisation to

remain successful.

2. These may be things like customer service and employee satisfaction or

engagement.

The performance appraisal form must be completed by the employees MPP.

Once completed, the appraisal should be reviewed with the employee. Once the

appraisal finalised, it should be signed by both the MPP (management personnel

plan employees) and the employee and then forwarded directly to the office of the

director of human resources; depending on the departments normal processing

procedures.

The performance appraisal form must be completed by the employees MPP.

The MPP can obtain information for the evaluation the employees working

supervisor or lead person. Once the appraisal is completed in draft form, it should be

disscussed with the employees.


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METHODS OF PERFORMANCE APPRAISAL

A number of methods are now available to assess the performance of the

Employees.

1. Critical Incident Method

Critical incident appraisal focuses the raters attention on those critical or key

behaviors that make the difference between doing a job effectively and doing it

ineffectively. What the appraiser does is write down little anecdotes that describe

what the employee did that was especially effective or ineffective. In this approach to

appraisal, specific behaviors are cited, not vaguely defined personality traits. A

behaviorally based appraisal such as this should be more valid than trait-basedappraisals because it is clearly more job related. It is one thing to say that an

employee is aggressive or imaginative or relaxed, but that does not tell anything

about how well the job is being done. Critical incidents, with their focus on behaviors,

judge performance rather than personalities. Additionally, a list of critical incidents on

a given employees provides a rich set of examples from which the employee can be

shown which of his or her behaviors are desirable and which ones call for

improvement. This method suffers from following two drawbacks:

(a) Supervisors are reluctant to write these reports on a daily or even weekly asis

for all of their subordinates as it is time consuming and burdensome for them

(b) Critical incidents do not lend themselves to quantification. Therefore the

comparison and ranking of subordinates is difficult.

2. Checklist

In the checklist, the evaluator uses a bit of behavioral descriptions and checksof those behaviors that apply to the employee. The evaluator merely goes down the

list and gives yes or no responses. Once the checklist is complete, it is usually

evaluated by the staff of personnel department, not the rater himself. Therefore the

rater does not actually evaluate the employees performance; he/she merely records

it. An analyst in the personnel department then scores the checklist, often weighting

the factors in relationship to their importance. The final evaluation can then be

returned to the rating manager for discussion with the subordinate, or someone from

the personnel department can provide the feedback to the subordinate.


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3. Graphic Rating Scale

One of the oldest and most popular methods of appraisal is the graphic rating

scale. They are used to assess factors such as quantity and quality of work, job

knowledge, cooperation, loyalty, dependability, attendance, honesty, integrity,

attitudes, and initiative etc. However, this method is most valid when abstract traits

like loyalty or integrity are avoided unless they can be defined in more specific

behavioral terms. The assessor goes down the list of factors and notes that point

along the scale or continuum that list of factors and notes that point along the scale

or continuum that best describes the employee. There are typically five to ten points

on the continuum. In the design of the graphic scale, the challenge is to ensure that

both the factors evaluated and the scale pints are clearly understood andunambiguous to the rater. Should ambiguity occur, bias is introduced. Following are

some of the advantages of this method:

a) They are less time-consuming to develop and administer.

b) They permit quantitative analysis.

c) There is greater standardization of items so comparability with other individuals

in diverse job categories is possible.

4. Forced Choice Method

The forced choice appraisal is a special type of checklist, but the rater has to

choose between two or more statements, all of which may be favorable or

unfavorable. The appraisers job is to identify which statement is most (or in some

cases least) descriptive of the individual being evaluated. To reduce bias, the right

answers are not known to the rater. Someone in the personnel department scores

the answers based on the key. This key should be validated so management is in a

position to say that individuals with higher scores are better-performing employees.

The major advantages of the forced choice method are:

a) Since the appraiser does not know the right answers, it reduces bias.

b) It looks at over all performance.

c) It is based on the behavior of the employees.


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5. Behaviourally Anchored Rating Scales

These scales combine major elements from the critical incident and graphic

rating scale approaches. The appraiser rates the employees based on items along

continuum, but the points are examples of actual behavior on the given job rather

than general descriptions or traits. Behaviorally anchored rating scales specify

definite, observable, and measurable job behavior. Examples of job-related behavior

and performance dimensions are generated by asking participants to give specific

illustrations on effective and ineffective behavior regarding each performance

dimension. These behavioral examples are then retranslated into appropriate

performance dimensions. Those that are sorted into the dimension for which they

were generated are retained. The final group of behavior incidents are thennumerically scaled to a level of performance that each is perceived to represent. The

incidents that are retranslated and have high rater agreement on performance

effectiveness are retained for use as anchors on the performance dimension. The

results of the above processes are behavioral descriptions, such as anticipates,

plans, executes, solves immediate problems, carries out orders, and handles

emergency situations.

This method has following advantages:

a) It does tend to reduce rating errors.

b) It assesses behavior over traits.

c) It clarifies to both the employee and rater which behaviors connote good

performance and which connote bad.

6. Group Order Ranking

The group order ranking requires the evaluator to place employees into a

particular classification, such as top one-fifth or second one-fifth. Evaluators are

asked to rank the employees in the top 5 per cent, the next 5 per cent, the next 15

per cent. So if a rater has twenty subordinates, only four can be in the top fifth and,

of course, four must also be relegated to the bottom fifth. The advantage of this

method is that it prevent raters from inflating their evaluations so everyone looks

good or from homogenizing the evaluations for everyone is rated near the average

outcome that are usual with the graphic rating scale. It has following disadvantages:


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a) It is not good if the number of employee being compared is small. At the extreme,

if the evaluator is looking at only four employees, it is very possible that they may all

be excellent, yet the evaluator may be forced to rank them into top quarter, second

quarter, third quarter, and low quarter!

b) Another disadvantage, which plagues all relative measures, is the zero-sum

game: consideration. This means, any change must add up to zero. For example, if

there are twelve employees in a department performing at different levels of

effectiveness, by definition, three are in the top quarter, three in the second quarter,

and so forth. The sixth-best employee, for instance, would be in the second quartile.

Ironically, if two of the workers in the third or fourth quartiles. leave the department

and are not replaced, then our sixth best employee now fit into the third quarter.

c) Because comparison are relative, an employee who is mediocre may score high

only because he or she is the best of the worst Similarly, an excellent performer

who is matched against stiff competition may be evaluated poorly,when in absolute

terms his or her performance is outstanding.

7. Individual Ranking

The individual ranking method requires the evaluator merely to list all the

employees in an order from highest to lowest. Only one can be the best. If the

evaluator is required to appraise thirty individuals ranking method carries the same

pluses and minuses as group order ranking.

8. Paired Comparison

The paired comparison method is calculated by taking the total of [n (n-1)]/2

comparisons. A score is obtained for each employee by simply counting the number

of pairs in which the individual is the preferred member. It ranks each individual in

relationship to all others on a one-on-one basis. If ten people are being evaluated,

the first person is compared, with each of the other nine, and the number of items

this person is preferred in any of the nine pairs is tabulated.

Each of the remaining nine persons, in turn, is compared in the same way,

and a ranking is evolved by the greatest number of preferred victories. This method

ensures that each employee is compared against every other, but the method can

become unwieldy when large numbers of employees are being compared.


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9. Management by Objectives

Management by objectives (MBO) is a process that converts organizational

objectives into individual objectives. It can be thought of as consisting of four steps:

goal setting, action planning, self-control, and periodic reviews:-

a) In goal setting, the organizations overall objectives are used as guidelines from

which departmental and individual objectives are set. At the individual level, the

manager and subordinate jointly identify those goals that are critical for the

subordinate to achieve in order to fulfill the requirements of the job as determined in

job analysis. These goals are agreed upon and then become the standards by which

the employees results will be evaluated.

b) In action planning, the means are determined for achieving the ends established

in goals setting. That is, realistic plans are developed to attain the objectives. This

step includes identifying the activities necessary to accomplish the objective,

establishing the critical relationships between these activities, estimating the time

requirement for each activity, and determining the resources required to complete

each activity.

c) Self-control refers to the systematic monitoring and measuring of performance.

Ideally, by having the individual review his or her own performance. The MBO

philosophy is built on the assumptions that individuals can be responsible, can

exercise self-direction, and do not require external controls and threats of

punishment.

d) Finally, with periodic progress reviews, corrective action is initiated when behavior

deviates from the standards established in the goal-setting phase. Again, consistent

with MBO philosophy, these manager-subordinate reviews are conducted in a

constructive rather than punitive manner. Reviews are not meant to degrade the

individual but to aid in future performance. These reviews should take place at least

two or three times a year motivation.

e) Employees know exactly what is expected of them and how they will beevaluated.

f) Employees have a greater commitment to objectives that they have participated in

developing than to those unilaterally set by their bosses.


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10. 360 degree appraisal

The 360 degree feedback process involves collecting perceptions about a persons

behaviour and the impact of that behaviour from the persons boss or bosses, direct

reports, colleagues, fellow members of project teams, internal ad external

customers, and suppliers. Other names for 360 degree feedback are multi-rater

feedback, multisource feedback, full-circle appraisal, and group performance review.

360 degree feedback is a method and a tool that provides each employee the

opportunity to receive performance feedback from his or her supervisor and four to

eight peers, subordinates and customers. 360 degree feedback allows each

individual to understand how his effectiveness as an employee, co-worker, or staff

member is viewed by others. The most effective processes provide feedback that isbased on behaviours that other employees can see. The feedback provides insight

about the skills and behaviours desired in the organization to accomplish the mission

, vision, goals and values. The feedback is firmly planted in behaviours needed to

exceed customer expectations. People whoe are chosen as raters are usually those

that interact routinely with the person receiving feedback.

The purpose of the feedback is to:

a) assist each individual to understand his or her strengths and weaknesses.

b) contribute insights into aspects of his or her work needing professional

development.

Following are some of the major considerations in using 360 degree feedback.

These are basically concerned with how to:

a) select the feedback tool and process;

b) select the raters;

c) use the feedback

d) review the feedback; and

e) manage and integrate the process into a larger performance management

system.

Features of 360 degree appraisal


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Organizations that are using with the 360 degree component of their performance

management systems identify following positive features of the process. These

features will manifest themselves in well-managed, well-integrated 360 degree

processes.

a) Improved Feedback from more sources: Provides well-rounded feedback

frompeers, reporting staff, co-workers, and supervisors. This can be a definite

improvement over feedback from a single individual. 360 feedback can also save

managers time in that they can spend less energy providing feedback as more

people participate in the process. Co-worker perception is important and the process

helps people understand how other employees view their work.

b) Team Development: Helps team members learn to work more effectively

together. Team members know more about how other members are performing than

their supervisor. Multirater feedback makes team members more accountable to

each other as they share the knowledge that they will provide input on each

members performance. A well-planned process can improve communication and

team development.

c) Personal and Organizational Performance Development: 360 degree feedback

is one of the best methods for understanding personal and organizational

developmental needs.

d) Responsibility for Career Development: For many reasons, organizations per

se are no longer responsible for developing the careers of thei employees. Multirater

feedback can provide excellent information to individuals about what they need

to do to enhance their career. Additionally, many employees feel 360 degree

feedback is more accurate, more reflective of their performance, and more validating

than feedback from the supervisor along. This makes the information more useful for

both career and personal development.

e) Reduced Discrimination Risk: When feedback comes from a number of

individuals in various job functions, biases because of varying reasons are reduced.

The judgemental errors of the supervisors are eliminated as the feedback comes

from various sources.

f) Improved Customer Services: Feedback process involves the internal orexternal customer. Each person receives valuable feedback about the quality of his


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product or services. This feedback should enable the individual to improve the

quality, reliability, promptness, and comprehesiveness of these products and

services to his/her customers.

g) Training Needs Assessment: Multirater feedback provides comprehensive

information about organization training needs and thus helps in mounting relevant

training programmes. Such programmes add value to the contribution made by the

individual employee.

Benefits of 360 degree Appraisal:

Following benefits of 360 degree Appraisal accrue to the individual, team and

organization:

To the individual:

a) This process helps individuals to understand how others perceive them

b) It uncovers blind spots

c) It provides feedback that is essential for learning

d) Individuals can better manage their own performance and careers

e) Quantifiable data on soft skills is made available.

To the team:

a) It increases communication between team members

b) It generates higher levels of trust ad better communication as individuals identify

the causes of breakdowns

c) It creates better team environment as people discover how to treat others and

how they want to be treated

d) It supports teamwork by involving team members in the development process

e) It increased team effectiveness.

To the Organization:

a) It reinforces corporate culture and openness and trust

b) It provides better opportunities for career development for employees


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c) Employees get growth and promotional opportunities

d) It improves customer service by having customers contribute to evaluation

e) It facilitates the conduct of relevant training programmes.

Approaches and techniques in performance appraisal

Performance appraisal is a multistage process involving several activities, which can

be administered using a variety of approaches. Some of these approaches are

considered below, based on Einstein and LeMere-Labonte, 1989; and Monga, 1983:

Intuitive approachIn this approach, a supervisor or manager judges the employee

based on their perception of the employee's behaviour.

Self-appraisal approachEmployees evaluate their own performance using a

common format.

Group approachThe employee is evaluated by a group of persons.

Trait approachThis is the conventional approach. The manager or supervisor

evaluates the employee on the basis of observable dimensions of personality, such

as integrity, honesty, dependability, punctuality, etc.

Appraisal based on achieved resultsIn this type of approach, appraisal is based on

concrete, measurable, work achievements judged against fixed targets or goals set

mutually by the subject and the assessor.

Behaviourial methodThis method focuses on observed behaviour and observable

critical incidents.

OBSTACLE OF PERFORMANCE APPRAISAL:

The challenges of performance measurements are:

Raters errors and biases

The influence of likings

Organizational politics

Whether to focus on individuals or groups

Legal issues


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Rating Biases:The problem with subjective measure has the opportunity for bias.

The rater biases include:

a) Halo Effect: it is the tendency of the raters to defend excessively on the

rating of one trait or behavioural consideration in rating all other traits orbehavioural considerations. One way of minimizing the halo effect is

apprising all the employees by one trait before going to rate on the basis of

another trait.

b) The Error of Central Tendency: Some raters follow play safe policy in rating

by rating all the employees around the middle point of the rating scale and

they avoid rating the people at both the extremes of the scales. They follow

play safe policy because of answerability to management or lack of

knowledge about the job and person he is rating or least interest in his job.

c) The leniency and strictness: The leniency bias crops when some raters have

a tendency to be liberal in their rating by assigning higher rates consistently.

Such rating does not serve any purpose. Equally damaging one is assigning

higher rates consistently. Such ratings do not serve any purpose. Equally

damaging one is assigning consistently low rates.

d) Personal Prejudice: If the rater dislikes any employee or any group, he may

rate them at the lower end, which may distort the rating purpose and affect

the career of these employees.

e) The Recency Effect: The raters generally remember the recent actions of the

employee at the time of rating and rate on the basis of these recent action-

favorable or unfavorable- rather than on the whole activities.

Some other constrains of performance appraisals are:

A work culture not so conductive to proper giving and receiving of feedback

Lack of appreciation about the philosophy and benefits of performance

feedback

Lack of willingness of superiors/top management in adopting this practice

Fears and apprehensions about the use of performance feedback outcomes

Confidentiality in the existing performance appraisal system


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Interference by the trade unions in case of workers

Lack of proper system/procedure

Lack of accountability

Lack of clarity on role, goal, job demands, etc.

No direct linkages of performance feedback system with rewards/punishment

Lack of proper skill in performance analysis and giving feedback

Constraint of time availability

Personal bias and subjectivity

Non-uniformity in the criteria of performance analysis

Lack of trust and openness in people and conservativeness

Heterogeneous interest

Low motivation

Target achievement oriented system

Non recognition of the effort in subordinate development.

Designing performance Appraisal for better result

How do we know whether what is appraised is what was supposed to be appraised.

As long as appraisal format and procedure continues to involve subjective judgment,

this question cannot be fully answered and perhaps, will not be answered completely

because no matter how objective a system is designed it will continue to be

subjective. Perhaps, the following steps can help improve the system.

a) The supervisors should be told that performance appraisal is an integral part of

their job duties and that they themselves would be evaluated on how seriously they

have taken this exercise.

b) To help them do this task well, they should be provided systematic training on

writing performance reports and handling performance interviews.

c) Conduct job evaluation studies and prepare job descriptions/roles and developseparate forms for various positions in the organization.


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d) Design the system as simple as possible so that it is neither difficult to understand

nor impossible to practice

e) Generally after the appraisal interview the employee is left alone to improve his

performance on the dimensions. The supervisor should monitor now and thenwhether the improvement in performance in the areas found weak is taking place or

not and, if not, help the employee to achieve the required improvement.

f) Finally, reviewing, the appraisal systems every now and then help updating it, and

making suitable evolutionary changes in it. This is the most important factor in

making performance appraisal effective. As time passes changes in technology and

work environment necessitate changes in tasks, abilities and skills to perform these

tasks. If changes in the format are not incorporated the reports may not generate the

kind of date needed to satisfy appraisal objectives.

In addition, following can also help in improving the effectiveness of an appraisal:

a) Behaviorally Based Measures

The evidence strongly favors behaviorally based measures over those

developed around traits. Many traits often considered to be related to good

performance may, in fact have little or no performance relationship. Traits like loyalty,initiative, courage, reliability, and self-expression are intuitively appealing as

desirable characteristics in employees. But the relevant question is, Are individuals

who are evaluated as high on those traits higher performers than those who rate

low? Traits like loyalty and initiative may be prized by managers, but there is no

evidence to support that certain traits will be adequate synonyms for performance in

large cross-section of jobs. Behaviorally derived measures can deal with this

objection. Because they deal with

specific examples of performance-both good and bad, they avoid the problem of

using inappropriate substitutes.

b) Ongoing Feedback

Employees like to know how they are doing. The annual review, where the

manager shares the subordinates evaluations with them, can become a problem. In

some cases, it is a problem merely because managers put off such reviews. This is

particularly likely if the appraisal is negative. The solution lies in having the manager


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share with the subordinate both expectations and disappointments on a day-today

basis. By providing the employee with frequent opportunities to discuss performance

before any reward or punishment consequences occur, there will be no surprises at

the time of the annual formal review. In fact, where ongoing feedback has been

provided, the formal sitting down step should not be particularly traumatic for either

party.

c) Multiple Raters

As the number of raters increase, the probability of attaining more accurate

information increases. If rater error tends to follow a normal curve, an increase in the

number of raters will tend to find the majority congregating about the middle. If a

person has had ten supervisors, nine having rated him or her excellent and one

poor, we can discount the value of the one poor evaluation.

d) Peer Evaluations

Periodically managers find it difficult to evaluate their subordinates

performance because they are not working with them every day. Unfortunately,

unless they have this information, they may not be making an accurate assessment.

One of the easiest means is through peer evaluations. Peer evaluations are

conducted by employees coworkers, people explicitly familiar with the jobs involved

mainly because they too are doing the same thing, they are the ones most aware of

co-workers day to-day work behavior and should be given the opportunity to provide

the management with some feedback.

The main advantages to peer evaluation are that (a) there is tendency for co-workers

to offer more constructive insight to each other so that, as a unit, each will improve;

and (b) their recommendations tend to be more specific regarding job behaviors-

unless specificity exists, constructive measures are hard to gain.


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REVIEW OF LITERATURE

The performance management is very helpful for top management to evaluate

a person performance in a year. The continuous process of performance appraisal

helps the management to know an employee monthly performance. Now in every

organisation the management by objective method are applied first of all they set the

goal and they are start working upon that and they gives PMS (personal

management system) every individual. And according to that they are started their

work.

Career planning is the another thing which is help in the performance

management of the employee when they do the critical job in the initial stage and ifthey will success then its easy to grow in vertically to the top position by showing top

management of your good performance.

In essence the performance appraisal has been using the critical incident

approach where the performance factors were evaluated against critical incidents

and goals that were worked out between the manager and employee. The goals

were set by using the management-by-objective technique. The performance

factors were derived from job analysis where the behaviour have been studied, thenwritten as performance factors. In reviewing the performance appraisal, the

researcher rated the performance appraisal as doing as good job in meeting its

multiple objectives. The researcher noted that at times some of the objectives did

conflict, for e.g. the employees freedom in goal setting may have been stifled by the

manager and the departments planning effort. The organisation showed an interest

in development of employees. The interest has been more for improvement of the

employee at his current job. Rather for developing employees career. Proficiency at

the employees current. The performance appraisal has provided a structure for

communications between employees and management that could help clarify

expectations of the employee by management and the employee. However the

researcher noted that performance appraisal has been predominately concerned

with the employees past performance. The performance appraisal has state relative

strength of the employee before stating the relating weaknesses of the employee.

The researcher can only venture an opinion that this has been done with the purpose

of providing the employee with satisfaction in to encourage the employee. Another


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purpose of stating relative strengths before weaknesses would be softer the blow of

criticism.

The performance appraisal used by the corporation has been determined by

the researcher to be for organisational development with an emphasis on theemployees individual performance. The appraisal has placed a great deal of

importance on improving the employees at his or her current job. Corporation had

expected proficiency as a criteria for promotion or career advancement.

The duration of training programmed should be increased the ways

communication between the employer and the employees should be carried out. For

effective rating of employee, it is necessary to establish standards of performance

against which their performance should be compared.


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CHAPTER-2

PURPOSE OF STUDY

The study has attempted to accomplish several purposed by the

organisation of the concept of using performance appraisal as a means of employee

development. These purposes have hopefully been accomplished through the use of

a comparison of the performance appraisal techniques used by the corporation as

compared to other known as appraisal methods and techniques. The first goal has

been to determine the methods used within the performance appraisal form provided

by the corporation. The performance Appraisal has been developed by the

corporation for internal use. The performance appraisal has been examined by

sections and a determination has been made by the researcher as to which known

methods of performance appraisal were used in those sections. The next goal has

been to determine whether the performance appraisal has been used to further

develop the organisation, to develop employees by providing for the employees

career development needs or both. This purpose has been accomplished by

comparing the purposes of the traditional (overall) and developmental approaches of

performance appraisal to the purposes for performance appraisal that were given by

the corporation. Another aspect of the study has been to see whether the

development aspect of performance appraisal could be applied to all employees or

just to chosen a few. The study has not attempted to go beyond recognising different

treatments for the different group of employees and the researcher considered this

issue to have been beyond the scope of the study. The corporation has integrated

many methods and techniques performing performance appraisal into a practical

performance appraisal in a general sense. The purpose of this study has been has

been to determine whether the performance appraisal was used for employee

development and whether the appraisal was emphasised as an important part of the

performance appraisal process. Hypothesis used in the study.

The study examined the following hypothesis:

1. The corporations performance appraisal, when used properly, has not met

the criteria of a developmental performance appraisal.


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2. The use of an employee performance appraisal for developmental purposes

has not served to make the employees more effective, as compared to a

performance appraisal that has not attempted to develop employee.

The study will attempt to prove the first hypothesis by comparing the criteriaused by the corporation for performance appraisal as compares with performance

appraisal being used for developmental purposes. As a means of verifying the

hypothesis, the purposes for a developmental performance appraisal were compared

to the purposes of corporations performance appraisal. In attempting to prove the

second hypothesis; the study required the use published information supplied by

independent surveys and research groups. Information concerning the employees

attitudes towards the corporations performance appraisal has been provided by thecorporation, but has been found to be limited by offering insight into the effectiveness

of the appraisal.

NEED OF STUDY:-

Performance appraisal has been approached from two view points. Both

approaches have intended to increase the organisation effectiveness. The first

approaches has been used to rate the overall organisational performance. The

overall organisational approach has been concerned primarily with personnel

decisions about employees with little regard for the employee as individuals. The

second approach involved using the performance appraisal technique as contributor

to employee motivation development and human resources planning. The second

approached has placed the emphasis on the overall organisational view. More

importantly, the emphasis has been placed on treating the employee as an

individual. In assessing the need for the study, the researcher considered the known

methods into a performance appraisal. The prime consideration has been whether

the performance appraisal had been used for employee career development

purposes. The researcher has been of the opinion that this study would provide an

example of the application of known performance appraisal methods and techniques

to determine whether the corporations performance appraisal had been used for

developmental has also been given.


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OBJECTIVE OF APPRAISAL:-

Almost all organisations practice performance appraisal in one form or another

to achieve certain objectives. These objectives may vary from organisation to

organisation or even within the same organisation from time to time. It has been

found that there are two primary objectives behind the use of this methodology. One

is to use it asan evaluation system and second, to use it as a feedback system.

The aim of the evaluation system is to identify the performance gap. This

means that it helps to determine the gap between the actual performance of

the employee and that required or desired by the organisation.

The aim of the feedback system is to inform the employee about the quality of

his work or performance. This is an interactive process by which the

employee can also speak about his problems to his superiors.

An effective performance appraisal system should emphasis objectives,

organisational objectives and also mutual objectives. From the view point of

individual objectives the performance appraisal should talk about...

a) What task the individual is expected to do?

b) How well the individual has done the task?c) How can his performance be further improved?

d) His reward for doing well.

From the organisational view point a performance appraisal should

generate manpower information, improve efficiency and effectiveness serve as a

mechanism or control and provide a rational compensation structure. In short the

appraisal system establishes and upholds the principle of accountability in the

absence of which organisation failure is the only possible outcome. Finally, talkingabout mutual goals, the emphasis is on growth and development, harmony,

effectiveness and profitability.

SCOPE OF STUDY:-

This study focuses on executives performance appraisal system as JCW as a

unit of ULTRA TECH CEMENT. Here we are conducting survey to find out the

performance appraisal of employee at JCW plant this new of executives were taken

from primary and secondary data.


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RESEARCH METHODOLOGY:-

In this research methodology both Primary & Secondary sources of data have

been used. Various techniques like questionnaire method, rating method, etc are

being used. These techniques help us in collecting various data about the

employees which ultimately indicates about their perception on Performance

Appraisal adopted by Ultra Tech Cement.

EFFECTIVE AND SUCCESSFUL PERFORMANCE APPRAISAL:-

The effective and successful performance appraisal can be done by the several

ways those are as follows....

Documentation:- continuous document of performance and take ratingsystem.

Goal:- always target to achieve the goal and show the employee.

Practical:- give clear, practical and understandable answer.

Evaluate:- evaluate their performance by the help f surveys and by using

ranking and several method.

Communicate:- the message should be communicate to all, means from top

to bottom. Feedback:-giver feedback as the performance and try to attach 1st

emotionally.

Personal relation:- it also a way that helps to give the negative feedback and

tells to them for the improvement.


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LIMITATIONS:-

1. The researcher was requested not to publish the name of the major

corporation. That provided their performance appraisal information and

appraisal instrument in this study.

2. Because of a recent decision by the corporation to market their performance

appraisal system, the researcher has referred to the firm providing the

performance appraisal information and appraisal instruments as the

corporation.

3. The study has been confined to the formal performance and employee

development portion of the appraisal system of the company that provided the

performance appraisal instruments for the study. The coaching,communication interview, and salary determination portion have been omitted.

4. Information regarding the effectiveness of the performance appraisals for

most companies and government agencies was not a matter of public record.

Therefore, the effectiveness of an employee developmental performance

appraisal technique could only be determined from published information

supplied by independent surveys and research groups.

5. The study has been limited to only the appraisal instrument and how theappraisal has been intended to be used, not with potential evaluator problems

or biases arising from the use of the performance appraisal.


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CHAPTER-3

COMPANY PROFILE AND HISTORY

Ultratech cement limited, Jharsuguda cement works, a part of Aditya Birla

Group was previously under the L&T group of companies. The cement division of

L&T was demerged in 2004 after Grasim made the 30% open offers for Equity

shares gained control over the company, Christened Ultratech.

Aditya Birla Group is the first truly multinational corporation of India. Global in

Vision: rooted in Indian Values the group is driven by a performance ethic pegged on

value within for its multiple share holders.

A US $29.2 billion corporation, the Aditya Birla Group is in the league of

Fortune 500. It is anchored by an extraordinary force of 130,000 employees,

belonging to 30 different nationalities. In India, the Group has been adjudged "The

Best Employer in India and among the top 20 in Asia" by the Hewitt-Economic Times

and Wall Street Journal Study 2007. Over 50 per cent of its revenues flow from its

overseas operations.

The Group operates in 25 countries India, UK, Germany, Hungary, Brazil,Italy, France, Luxembourg, Switzerland, Australia, USA, Canada, Egypt, China,

Thailand, Laos, Indonesia, Philippines, Dubai, Singapore, Myanmar, Bangladesh,

Vietnam, Malaysia and Korea.

Globally the Aditya Birla Group is:

:: A metals powerhouse, among the world's most cost-efficient aluminium and

copper producers.Hindalco-Novelis is the largest aluminium rolling company. It is

one of the three biggest producers of primary aluminium in Asia, with the largest

single location copper smelter

:: No.1 inviscose staple fibre

:: The fourth largest producer ofinsulators

:: The fourth largest producer ofcarbon black
http://www.hindalco.com/http://www.novelis.com/http://www.grasim.com/http://www.adityabirlainsulators.com/http://www.birlacarbon.com/http://www.birlacarbon.com/http://www.adityabirlainsulators.com/http://www.grasim.com/http://www.novelis.com/http://www.hindalco.com/


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:: The 11th largestcement producer globally, the seventh largest in Asia and the

second largest in India

:: Among the world's top 15BPO companies and among India's top four

:: Among the best energy efficientfertilizer plants In India

:: A premierbranded garments player

:: The second largest player inviscose filament yarn

:: The second largest in the chlor-alkali sector

:: Among the top fivemobile telephony companies

:: A leading player inlife insurance andasset management

:: Among the top three supermarket chains in theretail business

Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success

does not come in the way of the need to keep learning afresh, to keep

experimenting.

Beyond business the Aditya Birla Group is:

:: Working in 3,700 villages

:: Reaching out to seven million people annually through theAditya Birla Centre for

Community Initiatives and Rural Development,spearheaded by Mrs. Rajashree

Birla

:: Focusing on: health care, education, sustainable livelihood, infrastructure and

espousing social causes

:: Running 42 schools and 18 hospitals

Transcending the conventional barriers of business to send out a

message that "We care".
http://www.grasim.com/http://www.minacs.adityabirla.com/http://www.adityabirlanuvo.com/indogulf/index.aspxhttp://www.adityabirlanuvo.com/maduragarments/index.aspxhttp://www.adityabirlanuvo.com/indianrayon/index.aspxhttp://www.ideacellular.com/http://www.birlasunlife.com/BirlaSunLife/Insurance/BSLI_MP/index5.aspxhttp://www.birlasunlife.com/BirlaSunLife/Mutual_Fund/BSLAMC_MP/index.aspxhttp://www.morestore.com/http://www.morestore.com/http://www.birlasunlife.com/BirlaSunLife/Mutual_Fund/BSLAMC_MP/index.aspxhttp://www.birlasunlife.com/BirlaSunLife/Insurance/BSLI_MP/index5.aspxhttp://www.ideacellular.com/http://www.adityabirlanuvo.com/indianrayon/index.aspxhttp://www.adityabirlanuvo.com/maduragarments/index.aspxhttp://www.adityabirlanuvo.com/indogulf/index.aspxhttp://www.minacs.adityabirla.com/http://www.grasim.com/


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A NATIONAL PRESENCE

The Aditya Birla Group is the 11thlargest cement producer in the World and the 7th

largest in Asia.

As part of the eighth biggest cement manufacturer in the world, UltraTech Cement

has five integrated plants, five grinding units as well as three terminals of its own

(one overseas, in Colombo, Sri Lanka). These facilities gradually came up over the

years, as indicated below:

2006

:: Narmada Cement Company Limited amalgamated with UltraTech pursuant to a

Scheme of Amalgamation being approved by the Board for Industrial & Financial

Reconstruction (BIFR) in terms of the provision of Sick Industrial Companies Act

(Special Provisions)

2004

:: Completion of the implementation process to demerge the cement business of

L&T and completion of open offer by Grasim, with the latter acquiring controlling

stake in the newly formed company UltraTech

2003

:: The board of Larsen & Toubro Ltd (L&T) decides to demerge its cement business

into a separate cement company (CemCo). Grasim decides to acquire an 8.5 per

cent equity stake from L&T and then make an open offer for 30 per cent of the

equity of CemCo, to acquire management control of the company.

2002

:: The Grasim Board approves an open offer for purchase of up to 20 per cent of

the equity shares of Larsen & Toubro Ltd (L&T), in accordance with the

provisions and guidelines issued by the Securities & Exchange Board of India

(SEBI) Regulations, 1997.

:: Grasim increases its stake in L&T to 14.15 per cent


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:: Arakkonam grinding unit

2001

:: Grasim acquires 10 per cent stake in L&T. Subsequently increases stake to 15.3

per cent by October 2002

:: Durgapur grinding unit

1998-2000

:: Bulk cement terminals at Mangalore, Navi Mumbai and Colombo

1999

:: Narmada Cement Company Limited acquired

:: Ratnagiri Cement Works

1998

:: Gujarat Cement Works Plant II

:: Andhra Pradesh Cement Works

1996

:: Gujarat Cement Works Plant I

1994

:: Hirmi Cement Works

1993

:: Jharsuguda grinding unit

1987

:: Awarpur Cement Works Plant II

1983

:: Awarpur Cement Works Plant I


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FEATURES

We see the future

Building a better world for all: UltraTech is proud to be the preferred cement

supplier for the Bandra-Worli Sea Link

:: UltraTech brand power

In step with its global agenda, the cement business of the Aditya Birla Group, is

orchestrating a contemporary brand makeover

:: Guts and glory

The Aditya Birla Group Corporate Sporting Challenge team of the Standard

Chartered Mumbai Marathon 2008 raced to the victory stand to finish second

:: A leader for the youth of India

The leader should leverage his understanding of critical issues to connect people

across divides, while he himself communicates and connects with the diverse

segments of society

:: UltraTech concrete we make good concrete better

UltraTech Concrete is produced and delivered through stringent quality measures

to ensure absolute strength and durability

:: Aditya Birla Group is Hewitt Best Employer 2007

The Aditya Birla Group was ranked number one in India and among the best in

Asia by Hewitt in their Best Employers

:: Every mile counts

A large team of enthusiasts from the Aditya Birla Group are running at the

Standard Chartered Mumbai Marathon 2007

:: The Aditya Birla Group acquires Trinethra Super retail

The Aditya Birla Group makes its first move into the retail sector

::2006: The year that was
http://www.adityabirla.com/media/features/abg_marathon_team08.htmhttp://www.adityabirla.com/media/features/A_leader_for_the_youth.htmhttp://www.adityabirla.com/media/features/hewitt_best_employer_2007.htmhttp://www.adityabirla.com/media/features/marathon.htmhttp://www.adityabirla.com/media/features/trinethra_superretail.htmhttp://www.adityabirla.com/media/features/year_that_was.htmhttp://www.adityabirla.com/media/features/year_that_was.htmhttp://www.adityabirla.com/media/features/trinethra_superretail.htmhttp://www.adityabirla.com/media/features/marathon.htmhttp://www.adityabirla.com/media/features/hewitt_best_employer_2007.htmhttp://www.adityabirla.com/media/features/A_leader_for_the_youth.htmhttp://www.adityabirla.com/media/features/abg_marathon_team08.htm


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The year 2006 saw the Aditya Birla Group consolidate its position as India's first

truly multinational

:: Aditya Birla Group companies to give ESOPs

The Aditya Birla Group is introducing ESOPs as a long-term employee-incentive

and talent-retention plan

:: A roof over their head

The Aditya Birla Group has helped resettle tsunami-struck villagers in Tamil Nadu

by building 119 quakeproof houses for them

:: Bihar Caustic bags ICMA Award for the best responsible care committed

company

Bihar Caustic and Chemicals Ltd. has been recognized as best responsible care

committed company by ICMA

:: Aditya Birla Minerals on a growth trajectory

Aditya Birla Minerals is poised to become the fourth largest producer of copper in

Australia

::

Engineering prowessWith the unveiling of UltraTech, the Aditya Birla group is implementing one of the

largest brand transition exercises in India
http://www.adityabirla.com/media/features/esops_story.htmhttp://www.adityabirla.com/media/features/roof_over_head.htmhttp://www.adityabirlachemicals.com/news_event/features/icma_award.htmhttp://www.adityabirlachemicals.com/news_event/features/icma_award.htmhttp://www.hindalco.com/media/features/growth_trajectory.htmhttp://www.hindalco.com/media/features/growth_trajectory.htmhttp://www.adityabirlachemicals.com/news_event/features/icma_award.htmhttp://www.adityabirlachemicals.com/news_event/features/icma_award.htmhttp://www.adityabirla.com/media/features/roof_over_head.htmhttp://www.adityabirla.com/media/features/esops_story.htm


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STRONG AND STURDY

Ultratech cement limited has an annual capacity of 17.2 million tones. It

manufactures and markets Ordinary Portland cement, Portland Blast Furnace Slagcement and Portland Pozzalana cement. It also manufactures ready mix concrete

(RMC). Ultratech cement limited has five integrated plants, six grinding Units and two

terminals- Two in India and One in Sri Lanka.

Ultratech cement is the countrys largest exporter of cement clinker. The export

market spans countries around the Indian Ocean, Africa, Europe and Middle East.

Ultratechs subsidiaries are Dakshin Cement Limited and Ultratech Ceylinco

(P) Limited.

Details of UltraTech's production capacities

Location of units Capacity

A Composite plants 17.0 million tpa

Andhra Pradesh cement works 2.3

Awarpur cement works 3.3

Gujarat cement works 5.3Hirmi cement works 1.6

Narmada cement works 0.4

B Grinding units

Arakkonam cement works 1.2

Jharsuguda cement works 0.8

Narmada cement (Ratnagiri) works 0.4

Narmada cement (Magdala) works 0.7

West Bengal cement works 1.0

TOTAL 17.0


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FIVE VALUES

As a part of Aditya Birla Group, which lays stress on values, JCW is driven by the so-

called five values i.e. Integrity, Commitment, Passion, Seamlessness, and Speed.

Even from the chairpersons desk the values found importance.

INTEGRITY:-

Acting and taking decisions in a manner that these are fair, honest, following the

highest standards of professionalism and are also perceived to be so. Integrity

means not only financial and intellectual but in all other forms as are commonly

understood. Key words that connote integrity are truthful, principled, ethical,

transparent, upright & respectful.

COMMITMENT:-

On the foundation of Integrity, see commitment as doing whatever it takes to deliver

as promised. Key words of commitment are accountability, discipline, responsibility,

results-orientation, self-confidence & reliability.

PASSION:-

Passion is defined as missionary zeal arising out of an emotional engagement with

work, which inspires each one to give his or her best. Relentless pursuit of goals &objectives with the highest level of energy and enthusiasm, that is voluntary and

spontaneous. Key words that connote passion are intensity, innovation,

transformational, firenthebelly & inspirational, deep sense of purpose.

SEAMLESSNESS:-

Seamlessness is thinking & working together across functional silos, hierarchy

levels, across business lines and geographies. Leveraging the available diversity to

garner synergy benefits and promote oneness through sharing & collaborative

efforts. Key words that connote seamlessness are teamwork, integration,

involvement, openness, global learning from the best and empowering.

SPEED:-

Speed is the response to the external and internal customers with a sense of

urgency. Continuously seeking to crash timelines and choosing the right rhythm to

optimize organizational effencies. Key words that connote speed are response time,

agile, accelerated, timelines, nimble, prompt, proactive and decisive.


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ULTRATECH QUALITY POLICY

We are committed to produce and deliver our customers cement of consistent

quality to use. Quality means not only conformation to specific product

characteristics, but meeting customers expectations as well.

It shall be our commitment to maintain quality product, while striving

continuously for productivity improvement and cost effectiveness.

We believe that our employees are our strength and hence we shall endeavor

to create a harmonious work environment resulting in employees achievement of

organizational objectives and goals.


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ULTRATECHS VISION

"To actively contribute to the social and economic development of thecommunities in which we operate.

In so doing, build a better, sustainable way of life for the weaker sections of

society and raise the country's human development index."


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PERFORMANCE APPRAISAL PROCESSADOPTED BY ULTRA TECH CEMENT LTD.

DEFINE ORGANIZATIONAL

GOALS

DEFINING EMPLOYEE

OBJECTIVES

CONTINUOUS MONITORING

OF PERFORMANCE &

PROGRESS

PERFORMANCE

EVALUATION/ REVIEW

PROVIDING FEEDBACK

PA REWARD/PUNISHMENT


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UNIQUE FEATURES AND ADVANTAGES

The principle behind the process is to create empowered employees who have

clarity of the roles and responsibilities expected from them, understand their

objectives to be achieved and thus help in the achievements of organisational as

well as personal goals.

Some of the important features and advantages are:-

Clarity of goals-

With this Process, came the concept of SMART goals i.e. goals that are:

1. Specific

2. Measurable

3. Achievable

4. Realistic and

5. Time bound

The goals thus set are clear, motivating and there is a linkage between

organisational goals and performance targets of the employees.

A. The focus is on future rather than on past-

Goals and standards are set for the performance for the future with periodic

reviews and feedback.

B. Motivation-

Involving employees in the whole process of goal setting and increasing

employees empowerment increases employee job satisfaction and commitment.

C. Better communication and coordination-

Frequent reviews and interactions between superiors and subordinates help

to maintain harmonious relationships within the enterprise and also solve many

problems faced during the period.


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Ratings system used by this process

Beyond Expectation (60% - 89%)

Exceed Expectation (110%-119%)

Far Beyond Expectation (Less than 60%)

Far Exceed Expectation (=120%)

Meet Expectation (90%-109%)


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QUESTIONNAIRE ON

PERFORMANCE APPRAISAL SYSTEM

1. Is performance appraisal system needed in organization ?

2. The performance appraisal system helps to improve co-operation & work?

3. The performance appraisal system is helpful in reducing grievances among

employees ?

4. The performance appraisal system is helpful for improving personal skill &

organizational development?

5. The performance rating is helpful for the management to provide employee

counseling?

6. Performance appraisal increases employee motivation?

7. Are you acquainted with the procedure of performance appraisal system

adopted by ultra tech cement ltd.?

8. Are you satisfied with the existing performance appraisal system?

9. If no then what are the suggestion for improve the present performance

appraisal system?

Question 1-6 options

-Strongly Agree -Agree -Niether Agree Nor Disagree -Disagree -Strongly

Disagree

Question 7-8 options

-Yes -No


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CHAPTER-4

DATA ANALYSIS

Q.NO.1

DEPARTMENT NO. OF RESPONDENTSHR&A 5

PRODUCTION 20

ACCOUNTS 4

R&D 0

OTHERS 1

TOTAL 30

8%

33%

7%

0%2%

50%

Chart Title

HR&A PRODUCTION ACCOUNTS R&D OTHERS TOTAL


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Q.NO.2

YEAR OF SERVICE NO. OF RESPONDENTS

UPTO 2 YRS 3

2-6 YRS 8

6-10 YRS 4

ABOVE 10 YRS 15

TOTAL 30

5%13%

7%

25%

50%

NO. OF RESPONDENTS

UPTO 2 YRS 2-6 YRS 6-10 YRS ABOVE 10 YRS TOTAL


48/59

Q.No.3

NEED OF PA IN ORGANIZATION NO.OF RESPONDENTSSTRONGLY AGREE 20

AGREE 10

NEITHER AGREE NOR DISAGREE 0

DISAGREE 0

STRONGLY DISAGREE 0

TOTAL 30

33%

17%

0%

0%0%

50%

NO. OF RESPONDENTS

1 STRONGLY AGREE

2 AGREE

3 NEITHER AGREE NOR DISAGREE

4 DISAGREE

5 STRONGLY DISAGREE

5 TOTAL


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Q.NO.4

EFFECTIVENESS OF PA IN IMPROVING CO-OPERATION & WORK NO. OFRESPONDENTS

STRONGLY AGREE 13

AGREE 12


DISAGREE 1

STRONGLY DISAGREE 1

TOTAL 30

22%

20%

5%

1%2%

50%

Chart Title

STRONGLY AGREE

AGREE

NEITHER AGREE NOR DISAGREE

DISAGREE

STRONGLY DISAGREE

TOTAL


50/59

Q.NO.5

PA SYSTEM IS HELPFUL IN REDUCING GRIEVANCES AMONG

EMPLOYEESNO. OF RESPONDENTS

STRONGLY AGREE 6

AGREE 11


DISAGREE 3

STRONGLY DISAGREE 1

TOTAL 30

10%

18%

15%

5%2%

50%

Chart Title

STRONGLY AGREE AGREE

NEITHER AGREE NOR DISAGREE DISAGREE

STRONGLY DISAGREE TOTAL


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Q.NO.6

PA SYSTEM IS HELPFUL FOR IMPROVING PERSONAL SKILL &

ORGN. DEVELOPMENT

NO. OF RESPODENTS

STRONGLY AGREE

7AGREE 18


DISAGREE 1

STRONGLY DISAGREE 1

TOTAL 30

11%

30%

5%

2%2%

50%

Chart Title





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Q.NO.7

PERFORMANCE RATING IS HELPFUL FOR MANAGEMENT TO PROVIDE

EMPLOYEE COUNSELLING

NO. OF RESPONDENTS

STRONGLY AGREE 9

AGREE 14


DISAGREE 1

STRONGLY DISAGREE 0

TOTAL 30

15%

23%

10%2%

0%

50%

Chart Title





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Q.NO.8

PA INCREASES EMPLOYEE MOTIVATION NO. OF RESPONDENTSSTRONGLY AGREE 3

AGREE 18


DISAGREE 1

STRONGLY DISAGREE 1

TOTAL 30

5%

30%

11%

2%2%

50%

NO. OF RESPONDENTS





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Q.NO.9

AQUINTION WITH THE PA SYSTEM ADOPTED BY ULTRA TECHCEMENT LTD.

NO. OF RESPONDENTS

YES 29

NO 1

TOTAL 30

48%

2%

50%

Chart Title

YES NO TOTAL


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Q.NO.10

ARE U SATISFIED WITH THE EXISTING PA SYSTEM NO. OF RESPONDENTS

YES 18

NO 12

TOTAL 30


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FINDINGS

As Jharsuguda Cement Works is a grinding unit a small sample size was taken for thisproject. After the data analysis the following findings can be drawn out.

The employees of JCW are well acquainted with the procedure of performance

appraisal system.

Both financial and non-financial reward system of JCW is attractive and given at

the end of all year, which motivate the employees to work effectively and efficiently.

The whole Performance Appraisal System is transparent.

A well designed Appraisal system called Poornata is being used for a systematic

Performance Appraisal.

As the Performance Appraisal System is done basically once in a year, which is

very long period for the employee to know where they are standing, so UltraTech

Cement Limited is adopting a Mid-Year review for the betterment of their

employees.

The top management is creating a positive and proactive climate of reliable

appraisal throughout the organization. Goal orientation, open communication,

informal relationships are the major area focused by ULTRATECH CEMENT LTD.


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SUGGESTION

Although the Performance Appraisal System at UltraTech Cement

Limited is a excellent, still we can improvise the present system by the

following suggestions;

360 degree PERFORMANCE APPRAISAL System can be introduced

in the organization which will enhance the effectiveness of performance

appraisal system of ULTRA TECH CEMENT LTD.

The PERFORMANCE APPRAISAL system can be more interlinked

with the training and development program of the organization.

A mechanism for review against the present rating should be provided.

The review may be made by a committee consisting of line executives

and personnel experts.


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CONCLUSION

As it is known that performance appraisal system is an essential

part of management of any organization for deciding the effectiveness of

employees.

Hence, it was concluded that Ultra Tech cement ltd. (JCW)

Performance Appraisal System policy is excellent as it is fruit full for both

the organization as well as employees. It is excellent in the perspective

that the performance appraisal system is transparent, Goal setting is

decided by both the employees and their concerned department heads,

& also the PA system is interlinked with Training & Development

Programs for betterment of their employees which helps in bridge the

gap between the present and required Skills, Knowledge & Attitude,

required for the future period of the organization.


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Documents

28. Ultrateck Cement-HR-Puri-12.docx