5 Naveen Project[2]

8/6/2019 5 Naveen Project[2]

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SUMMARY

The project is an extensive report on how the T.T.L. makes its strategy and

how the company has been able in tackling the present tough competition

and how it is cooping up by the allegations of the quality of its products.

The report begins with the history of the product and the introduction of

the .T.T.L. Ltd. This report also contains the basic marketing strategies that

are used by the T.T.L. Ltd. of manufacturing process, production policy,

advertising, future prospect, The report includes some of the key salient

features of market trend issues.

In todays world of cutthroat fierce competition, it is very essential to not

only exist but also to excel in the market. Todays market is enormously

more complex. Hence forth, to survive in the market, the company not only

needs to maximize its profit but also needs to satisfy its customers and

should try to build upon from there.


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ABOUT THE T.T.L. LTD

Towers & Transformer Limited is one of the associate of the Havells

group. T.T.L. Ltd has innovative skills emerged as one of themanufactures and supplier of the electronic energy meter. Thecompany was originally incorporated on 20th Dec. 1971 by Qimat RaiGupta under the name of Towers & Pvt. Ltd. There after it wasconverted in to a Public Ltd Co. with its registered office in Delhi.The name of the company was changed to T.T.L. Ltd on 3 rd Feb1998.

1- As per the memorandum of association of T.T.L. Ltd. the mainobjective of the company are -

To undertake and carry on all or any of the following industries,trades or business in all are any of there branches and process andto do such acts and things as are necessary or usually done orimplied in undertaking or carrying on such trades or business,namely:

1) To manufacture and produces, distributors transformers,voltage regulator, battery charges, battery eliminators,

voltage testing sets, voltage stabilizers, conductors, enamelwires, cotton/paper cover conductors and other instrumentsand things required for or capable of being used for inconnection with wires.

2) In pursuance to the above objectives the company ispresently engaged in manufacturing single and three phaseresidential and commercial KWH meters at its plant locatedin Sahibabad Industrial Area, Ghaziabad. The company isone of the largest manufactures of single and three phasemeters in India producing annually over 3 million numbers.Further with a view to serve the discerning customers all overthe world. It has put up a separate world class plant for highquality single phase and three phase meters at Faridabad.


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3) In line with its constant aim of expanding its scope of

capabilities and marketing off rings, the company has

entered into a strategic alliance with another major player in

high end electronic energy meters like M/S Duke Arnics

Electronics Ltd. With this alliance the Havells has become

the only company in India to have complete range of energy

meters, thus taking it to the category of the leading

manufacturing in the world. It shall target international market

for a rapid growth in volume and company stature.

4) The meters can be put to industrial application for calibration

and testing HT grid metering. The company has increased its

product range to include three phase multifunction meters,

LT trivector meters, HT trivector meters, portable reference

meters and complete meter networking solution for industrial

applications.

5) The company is now investing heavily in new technology

development in solution for communication with energy

meters.


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Associates of Havells Group

Switch Gear and Cables division :-

Havells India Ltd.

Havells Industries Ltd.

ESC Pvt. Ltd.

Standard Electricals Ltd.

Crabtree India Ltd.

Havells Switch Gears Ltd.

Havells Dorman Smith Ltd.


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COMPANYS OBJECTIVES

1- To ensure that business is run with professional standards

and ethics.

2- Modernity blend with tradition.

3- To ensure quality in process of productivity.

4- To ensure an excellent brand product.

5- To continuously upgrade product through attain collaboration

and in house research and development.

6- To strive for continuous improvement in all other areas of

activity to achieve the highest level of efficiency.


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COMPANY QUALITY POLICY

Building customer confidence by providing wide range ofquality product and service through teamwork by efficientmanagement of resources.

QUALITY SYSTEM CERTIFICATE

Company having DET NORSKEVERTAS quality systemcertificate.

Company also having ISO 9001, 9002, 9003 quality system

certificate.


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PLANT AT A GLANCE

NAME OF THE COMPANY : T.T.L. LTD.

HEAD OFFICE : 1, Raj Narain Marg, Civil Lines

Delhi 110054

PRODUCTION UNIT : Plot no. 6, Site - 4,

Sahibabad

Industrial Area, Sahibabad,

Ghaziabad

QUALIFICATION : Public Ltd Co.

DATE OF INCORPORATION : Originally in 20th Dec. 1971

Converted in 3rd Feb. 1998 to

T.T.L.

EMPLOYMENT : 500 Employees


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CUSTOMER : Cochin International Airport,

Citi

Bank, I.T.C. Welcome Group,

Infosys, Hotel Inter

Continental,

Sahara India, Reliance

Industry,

Delhi Stock Exchange, P.V.R.,

Priya etc.


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A SYSTEMATIC APPROACH TO TRAINING

Organizational Analysis :

> Identification of organizationobjectives/needs/growth, potential and resources.

Task/Role Analysis :

> Identification of knowledge, skills and attituderequired.

Manpower Analysis :

> Identification of target population and performanceanalysis.

Statement of Training Needs :

> Idea of gap between existing and required level ofknowledge, skills and attitudes.

> Isolate problem areas amenable to revolutionthrough training.

Setting Training Objectives :

> In terms of behavioral changes.> In terms of output/results.


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Develop Measures of Job Proficiency

Develop Training Policy, Plan Procedure, Records

Plan and Design Training Programs :

> Course construction

> Arrange resources

Conduct Learning Programs :

> Individual

> Group

> On the job

Follow up and Evaluation :

> Carry out evaluation at various phases.> Develop follow up measures for monitoring.

Validate :

> Against measure of job profocoency.

Ensure Feedback of Results

Revise if Necessary


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TYPES OF TRAINING

a) Orientation training

Orientation training seeks to adjust newly appointedemployee to the work environment. Every new employeesneeds to be made fully familiar with his job, his superiorsand subordinates or organization. It is also known as pre-

job training.

b) Job TrainingIt refers to training provided with a view to increase theknowledge and skills of an employee for improvingperformance on the job.

c) Safety Training

Training is provided to minimize accidents and damages to

machinery is known as safety training.

d) Promotions Training

It involves training of existing employees to enables themto perform higher level jobs.

e) Remedial Training

Such training is arranged to overcome the shortcoming inthe behavior and performance of all employees. Remedialtraining should be conducted by psychological experts.


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EMPLOYEES TRAINING IN TTL LTD., SAHIBABAD

(i) Distribution of fire leaflets. Fire leaflets are as per need of

organization and requirement of factory are tailored.

(ii) Safety awareness programs are conducted from time totime.

(iii) Experts from outside are called to deliver lectures anddemonstrations are given to fight focus.

(iv) Staff is sent to learn and acquaint themselves of latesttechniques of safety awareness.

(v) Unforeseen situations and abnormality is always thoughtand discussed with regard to safety.

DISCLOSURE OF INFORMATION TO WORKERS ANDPUBLIC AND PUBLIC AWARENESS SYSTEM IN

EXISTENCE OR AN ANTICIPATED

LecturesSeminar and workshopsPractical ExercisesPublic Awareness and Disclosure of Information to PublicPublic Awareness System


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TRAINING METHODS AND TECHNIQUES

The methods employed for training of operative may be describedas under

1. On-the-Job Training (OJT)

In this method, the trainee is placed on the regular job andtaught the skills necessary to perform it. The trainee learnsunder the guidance and supervision of the superior. Apopular form of on the job training is job-instruction training(JIT) or step by step learning. JIT method provides

immediate feedback, permit quick correction of errors, etc.

Merits:

(i) The trainee learn on the actual machine in use and inthe real environment of job.

(ii) Method is very economical because no additionalspace, equipment are required for training.

(iii) Line supervisors take an active part in training theirsubordinates.

Demerits:

(i) In this method, the learner find difficult to concentratedue to noise of actual work place.

(ii) In this method, the trainee may cause damage tocostly equipment and materials.


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2. Vestibule Training

In this method a training center called vestibule is set upand actual job conditions are duplicated or stimulated in it.

Expert trainers are employed to provide training with thehelp of equipment and machines which are identical withthose is used at work place.

Merits:

(i) In this method, trainee can concentrate on learningwithout any disturbance of workplace noise.

(ii) The interest and motivation of trainee are high as thereal job conditions are duplicated.

(iii) This method is essential in cases where on the jobtraining might result in a serious injury, a costly eventetc.

Demerits:

(i) It is most expensive method.

(ii) The training situation is somewhat artificial and thetrainee does not get fact of real job.

3. Apprenticeship Training

In this method, theoretical instructions and practicallearning are provided to trainee in training institutes. InIndia, the government has established industrial traininginstitutes (ITI) for this purpose. Under the ApperenticeshipAct 1962, employees in specified industries are required totrain the prescribed number of persons in designatedtrades . It is an earn when you learn scheme.


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4. Class Room Training

Under this method, training is provided in company class-room or in educational institutions. Lectures, case studies,

group discussions and audio-visual aids are used toexplain knowledge and skills to the trainees. Class roomtraining is suitable for teaching concepts and problemsolving skills. It is also useful for orientation and safetylearning programs.

5. Internship Training

It is a joint program of training in which educationalinstitutional and business firms cooperate. Selectedcandidates carry on regular studies for the prescribedperiod. This method of training is used in professional worke.g. MBBS, CA, ICWA etc.

All of these methods are employed in Towers &Transformers Ltd. to train their employees.


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EVALUATION CRITERIA OF TRAINING

1. Reactions

A training program can be evaluated in terms of thetrainee reactions to the objectives, content and methodsof training.

2. Learning

The extent to which the trainees have learnt the desired

knowledge during training periods.

3. Behavior

Improvement in the job behavior of trainee reflects themanner and extent to which the learning has beenapplied to the job.

4. Results

The ultimate results in terms of productivityimprovement, quality improvement, cost reduction, etc.


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Retraining

Retraining is the process of providing training to persons who

underwent training earlier in their job. Retraining programs aregenerally arranged for employee who have long been in service ofan organization. Retraining is required on account of the followingfactors:

(i) Some employees concentrate on a narrow task and lookknowledge and skills.

(ii) Employees who are called back to work after layoff aregiven training so as to handle skilled jobs.

(iii) Retraining is necessary to develop a versatile workforcecapable of performing more than one job.

(iv) Due to changes in demand for goods and services, somenew jobs are created.

(v) Retraining becomes necessary when the knowledge and

skills of employees become obsolete due to rapid changesin technology.


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More About the Strength of the Company

A key element in the groups fast and steady growth has beenmergers, acquisitions and joint ventures. Share prices guotingaround Rs. 144 (face value Rs. 10). Havells group which has ninecompanies under its fold has not been reported loss. The groupworked on its two level to achieve its objective. It invested in its ownmodernization plan as well as scouted for foreign technologiespartners.

DZG of Germany which is a medium size company and Havells

group have a joint venture, now to manufacture high accuracy andprecision products. Havells collaboration with foreign company isresponsible for making it market leader in MCB products in India.

Groups turnover as return of this move pole vaulted from Rs. 230crore in 2000 to over Rs. 400 crore by the end of 2001.

The strategy of during domestic sales coupled with a renewed thrustand export has paid off in terms of both top and bottom line growth.


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History of Performance Appraisal

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

20th century can be traced to Taylor's pioneering Time and Motion studies.

As a distinct and formal management procedure used in the evaluation ofwork 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 world's

second oldest profession!

The human inclination to judge can create serious motivational, ethical and

legal problems in the workplace. Without a structured appraisal system,

there is little chance of ensuring that the judgments made will be lawful,fair, defensible and accurate.

The observations and understanding of the performance appraisal process

helped reduce a monumental task into something much more manageable.

Also, performing performance appraisals on highly technical people is

much more difficult than doing them for employees that are performing

routine or production oriented tasks. For production employees,

developmental aspects and expectations for job growth are typically not as

great. This is not always the rule. There are always a few employees whocome along who want and need developmental planning.

What is Performance Appraisal?

Performance appraisal is a systematic and objective way of

judging the relative worth or ability of an employee inperforming the task. Performance appraisal helps to identify

those who are performing their assigned tasks and those who are

not and the reasons for such performance.


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Modern Appraisal

Performance appraisal may be defined as a structured formal interaction

between a subordinate and supervisor, that usually takes the form of a

periodic interview (annual or semi-annual), in which the work performance

of the subordinate is examined and discussed, with a view to identifying

weaknesses and strengths as well as opportunities for improvement and

skills development.

In many organizations - but not all - appraisal results are used, eitherdirectly or indirectly, to help determine reward outcomes. That is, the

appraisal results are used to identify the better performing employees who

should get the majority of available merit pay increases, bonuses, and

promotions.

By the same token, appraisal results are used to identify the poorer

performers who may require some form of counseling, or in extreme cases,

demotion, dismissal or decreases in pay. (Organizations need to be aware

of laws in their country that might restrict their capacity to dismiss

employees or decrease pay.)

Whether this is an appropriate use of performance appraisal - the

assignment and justification of rewards and penalties - is a very uncertain

and contentious matter.


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Purpose

A major responsibility of a supervisor is that of coaching and counselingthose under his/her supervision so that employees are able to achieve

higher levels of job performance while experiencing a greater sense of

individual job satisfaction and accomplishment. The collective and

effective performance of employees assists the University in

accomplishing strategic goals and fulfilling its mission. Individual

performance appraisals serve as important tools to facilitate professional

job growth while providing relevant information to management regarding

compensation and other personnel related decisions. Performance appraisal

is an on-going processthe

essence of which is to enhance open, honest and timely communication

between employees and supervisors. While supervisory feedback about

individual performance is best communicated at the time of the specific

observation, a formal written appraisal is required annually to reinforce,

summarize and document the informal discussions that have occurred over

the evaluation period. A mid-year performance assessment is

recommended and is intended to enhance communication and review

progress to date on goals and action plans. Goal setting is an important

element of the performance appraisal system. Both employee and

supervisor should actively participate in this process so that meaningful

and relevant goals are developed for the subsequent appraisal period. Goals

should be explicit, measurable, attainable, and realistic and time specific.

Performance appraisal is used for:

1. Identifying employees for salary increases, promotion, transfers and

layoff or termination of services.2. Determining training needs for further improvement in performance.

3. Motivating employees by indicating their performance levels

4. .Establishing a basis for research and reference for personnel

decisions in future.


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Goals of the Performance Appraisal System

For supervisors, the process of performance management is one of themost important leadership responsibilities. The performance appraisal

system has three primary goals:

1. To provide a formal means of constructive, open and honest

communication between the employee and his/her supervisor

2. To enhance employee development through performance feedback and

through the identification of future professional development activities

3. To measure and document job performance as a basis for makingpromotion, compensation and other personnel management decisions.

Who Should Conduct the Appraisal

The individual (supervisor) who has the authority to make hiring

recommendations and to assign work to the employee should be the person

responsible for completing the appraisal. Supervisors who do not directly

observe or otherwise measure the outcomes of a given employees job

performance should seek input from individuals who do directly observe

the employee (e.g., a crew leader, group leader, area coordinator, otherworkers). This may be the case, especially in larger departments/units. It is

the responsibility of department/unit heads and supervisors to prepare

written performance appraisals and to conduct timely appraisal meetings.

If a given supervisor should delay or neglect to conduct an appraisal, the

affected employee is encouraged to initiate such or may contact the

Department of Human Resources for assistance.

Performance Standards and Goals

Performance standards and goals are the basis from which employee

performance is measured. The written performance appraisal should reflect

how well the employee performed against defined job responsibilities and

previously established goals and objectives. Effective goals and objectives

must be specific, measurable, and reasonable and have a time frame.


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Specific- Objective and precise language is essential when

developing performance goals and objectives. Supervisors should

use terms and descriptions, which have the same meaning to the

supervisor and the employee. Detailed points rather than vague

descriptions are important for clear understanding and

documentation.

Measurable- Goals and objectives should be written so that

accomplishment, non-accomplishment or degrees of

accomplishment can be objectively measured.

Reasonable- Goals and objectives which are too high or too rigid

may actually inhibit an employees performance. Individuals may

become discouraged and give up if they perceive expectations to be

unattainable. Goals and objectives should be reasonable given time

frames, circumstances and departmental/unit expectations.

Time Frame- A specific period of time for accomplishment should

be identified with each goal and objective.

Terms

Terms used to describe the various type of rating systems as well as a

definition for performance appraisal is as follows:

Behavioral Anchored Rating Scales. - The term used to describe a

performance rating that focused on specific behaviors or sets asindicators of effective or ineffective performance, rather than on

broadly stated adjectives such as "average, above average, or below

average". Other variations were:

1. Behavioral observation scales

2. Behavioral expectations scales

3. Numerically anchored rating scales


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Checklists. - The term used to define a set of adjectives or

descriptive statements. If the rater believed the employee possessed

a trait listed, the rater checked the item; if not, the rater left the item

blank. rating score from the checklist equaled the number of checks.

Critical Incident Technique. - The term used to describe a method

of performance appraisal that made lists of statements of very

effective and very ineffective behavior for employees. The lists have

been combined into categories, which vary with the job. Once the

categories had been developed and statements of effective and

ineffective behavior had been provided, the evaluator prepared a logfor each employee. During the evaluation period, the evaluator

recorded examples of critical behaviors in each of the categories,

and the log has been use to evaluate the employee at the end of the

evaluation period.

Forced Choice Method. - This appraisal method has been

developed to prevent evaluators from rating employees to high.

Using this method, the evaluator has to select from a set ofdescriptive statements, statements that apply to the employee. The

statements have been weighted and summed to at, effectiveness

index.

Forced Distribution. - The term used to describe an appraisal

system similar to grading on a curve. The evaluator had been asked

to rate employees in some fixed distribution of categories. One way

to do this has been to type the name of each employee on a card andask the evaluators to sort the cards into piles corresponding to rating.

Graphic Rating Scale. - The term used to define the oldest and

most widely used performance appraisal method. The evaluators are


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given a graph and asked to rate the employees on each of the

characteristics. The number of characteristics can vary from one to

one hundred. The rating can be a matrix of boxes for the evaluator to

check off or a bar graph where the evaluator checked off a location

relative to the evaluators rating.

Narrative or Essay Evaluation . - This appraisal method asked the

evaluator to describe strengths and weaknesses of an employee's

behavior. Some companies still use this method exclusively,

whereas in others, the method has been combined with the graphic

rating scale.

Management by Objectives . - The management by objectives

performance appraisal method has the supervisor and employee get

together to set objectives in quantifiable terms. The appraisal

method has worked to eliminate communication problems by the

establishment of regular meetings, emphasizing results, and by being

an ongoing process where new objectives have been established and

old objectives had been modified as necessary in light of changed

conditions.

Paired Comparison. - The term used to describe an appraisal

method for ranking employees. First, the names of the employees to

be evaluated have been placed on separate sheets in a pre-

determined order, so that each person has been compared with all

other employees to be evaluated. The evaluator then checks the

person he or she felt had been the better of the two on the criterion

for each comparison. Typically the criterion has been the employees

over all ability to do the present job. The number of times a personhas been preferred is tallied, and the tally developed is an index of

the number of preferences compared to the number being evaluated.

Ranking. - The term ranking has been used to describe an

alternative method of performance appraisal where the supervisor

has been asked to order his or her employees in terms of

performance from highest to lowest.


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Weighted Checklist. - The term used to describe a performance

appraisal method where supervisors or personnel specialists familiar

with the jobs being evaluated prepared a large list of descriptive

statements about effective and ineffective behavior on jobs.

Approaches to Performance Appraisals

There have been two prevalent approaches to performance appraisal. The

first approach has been thetraditional approach. This approach has alsobeen known as the organizational or overall approach. The traditional

approach has been primarily concerned with the overall organization andhas been involved with past performance.

The second approach to performance appraisal has been the

developmental approach. This approach viewed the employees asindividuals and has been forward looking through the use of goal setting.

Purposes of Traditional Performance Appraisals

Performance appraisal for evaluation using the traditional approach has

served the following purposes:

Promotion, separation, and transfer decisions.

Feedback to the employee regarding how the organization viewed

the employee's performance.

Evaluations of relative contributions made by individuals and entire

departments in achieving higher level organization goals.

Criteria for evaluating the effectiveness of selection and placement

decisions, including the relevance of the information used in the

decisions within the organization.

Reward decisions, including merit increases, promotions, and other

rewards.

Ascertaining and diagnosing training and development decisions.


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Criteria for evaluating the success of training and development

decisions.

Information upon which work scheduling plans, budgeting, and

human resources planning can be used.

Two serious flaws in the traditional approach to performance appraisal

exist. The flaws are:

Organizational performance appraisal is typically primarily concerned with

the past rather than being forward looking through the use of setting

objectives or goals.

Performance appraisal is usually tied to the employees' salary review.

Dealing with salary generally overwhelmed and blocked creative,

meaningful, or comprehensive consideration of performance goals.

Developmental Performance Appraisal Purposes

The developmental approach to performance appraisal has been related to

employees as individuals. This approach has been concerned with the use

of performance appraisal as a contributor to employee motivation,

development, and human resources planning. The development approach

contained all of the traditional overall organizational performance appraisalpurposes and the following additional purposes:

Provided employees the opportunity to formally indicate the

direction and level of the employee's ambition

Show organizational interest in employee development, which was

cited to help the enterprise retain ambitious, capable employees

instead of losing the employees to competitors

Provided a structure for communications between employees and

management to help clarify expectations of the employee by

management and the employee

Provide satisfaction and encouragement to the employee who has

been trying to perform well.


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Expectations of a Manager in doing a Performance

Appraisal

The following is typically expected from company managers when doing

performance appraisals:

Translate organizational goals into individual job objective.

Communicate management's expectations regarding employee

performance.

Provide feedback to the employee about job performance in light of

management's objectives.

Coach the employee on how to achieve job objectives/requirements.

Diagnose the employee's strengths and weaknesses.

Determine what kind of development activities might help the

employee better utilize his or her skills improve performance on the

current job.

The Performance Appraisal Process

The performance appraisal process typically consists of four inter-related

steps as follows:

1. Establish a common understanding between the manager (evaluator)

and employee (evaluatee) regarding work expectations; mainly, the

work to be accomplished and how that work is to be evaluated.

2. Ongoing assessment of performance and the progress against work

expectation. Provisions should be made for the regular feedback of

information to clarify and modify the goals and expectations, to correct

unacceptable performance before it was too late, and to reward

superior performance with proper praise and recognition.

3. Formal documentation of performance through the completion of a

performance and development appraisal form appropriate to the job

family.

4. The formal performance and development appraisal discussion, based

on the completed appraisal form and ending in the construction of a

Development Plan.


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Problem of criterion

A broad definition of criterion is that which is to be predicted. This

definition refers to the evaluative standards, which measure a persons

performance, attitudes etc. identifying performance measures is easy if thejob is clearly defined but difficult if it is broad. At lower levels of an

organization there are specific jobs and certain tangible and objective

standards of performance can be identified. Further up in the hierarchy,

jobs become more complex and clear-cut, tangible standards of

performance are difficult to specify.

Irrespective of the level by and large most companies use eleven

performance measures:

Quantity of work Quality of work

Waste and brokerage

Money earned

Job knowledge

Job tenure

Absenteeism

Rate of advancement

Self judgment

Judgment by peers Judgment by supervisors


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Instructions for using performance

appraisal system

1. PURPOSE:

The performance evaluation system is used to evaluate employees past

work performance, develop a work plan for the next review period, and

determine what resources are needed for improving performance to

become more effective. Evaluations also develop employees potential

through training and counseling. The process is designed to be

interactive between the employee and the supervisor with the following

objectives in mind:

a) Use to recognize and reward employees for positive work behavior. Usethe results as a basis for appropriate personnel actions.

b) Encourage employees to continuously improve, support team endeavors,

develop professionally, and perform at their maximum potential.

c) Communicate and clarify the goals and objectives of the division,

department, and the City in relation to the employees work expectations.

d) Involve employees in improving their effectiveness and performance.

e) Provide an employee improvement plan where performance is rated

below standard.

2. PERFORMANCE EVALUATION SYSTEM:

The performance evaluation form is used for all performance reviews. This

includes probationary evaluations (except Police and Fire have their own

process), annual evaluations, and special evaluations for regular full time

and regular part time employees. The evaluation periods are generally

twelve months, except for special evaluations, which may be for shorterperiods of time. Merit step increases are conducted on the employees

anniversary date (assuming satisfactory performance) and not during the

annual performance review.


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1. SUPERVISOR RESPONSIBILITY:

Each Department will conduct employee evaluations for all employees

in the Department during the same month. Human Resources will notifyDepartment Heads 30 days prior to when evaluations are due. Each

supervisor completing the performance evaluation should review the

following instructions, the rating criteria definitions, and familiarize

him or herself with the procedure prior to completing the evaluations.

Upon completion of the evaluation form by the supervisor (rater) and

the reviewer (one level above the rater), then the rater will meet with

the employee to review the ratings, discuss each rating and submit the

completed form for signatures. Supervisors should provide written

comments on the evaluation form for each performance criteria and listspecific examples. Use N/A if the rating criteria are not applicable. The

Supervisor is responsible for completing the evaluation process at the

beginning of the rating period and again at 6 months to monitor

progress and adjust time lines if necessary. At that time, a new 12-

month work plan is established with the employee and the process

repeats itself. Supervisors shall coordinate the discussion of

performance evaluations with employees in a manner that allows

privacy. The supervisor shall have the employee to complete the Self

Performance Evaluation Form as a discussion tool. However, the final

ratings on the Performance Evaluation Form are those of the supervisorafter discussion with the employee.

2. FORMS:

There two performance evaluation forms you will always use (a and b):

a) The actual Performance Evaluation form which includes the cover

page called the Summary Worksheet, and

b) The Employee Self-Evaluation form.

There are two other forms you may need to use:

c) The Performance Improvement Plan form (used when a rating is #1

Unacceptable or


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#2 Improvement needed), and attached to Performance Evaluation form.

d) Performance Goals form (used by department to follow up mid-year on

goals set in evaluation), optional and not returned to Human Resources.

3. RATING PROCESS AND CRITERIA:

5 = outstanding performance

4 = exceeds expectations

3 = meets expectations

2 = needs improvement

1 = unacceptable

A rating of 1 or 2 requires the supervisor to complete a Performance

Improvement Plan form to document the problem, including specific

examples, guidance on improvement, a specific time table for

improvement, and a follow up evaluation to monitor progress.

4. SIGNATURES ON THE EVALUATION FORM:

After the supervisor completes the performance evaluation with theemployee, both the supervisor and employee sign the form. The next

level of review is the Reviewer, one level above the supervisor

performing the evaluation (the rater). Depending on the Department

structure, the reviewer could be the Department Head, Deputy Director,

or a Division Manager. The mid-year review will only involve the

employee and his/her supervisor with their signatures and the mid-year

process does not go into the personnel file.


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5. EVALUATION WHEN A NEW SUPERVISOR IS APPOINTED:

If the employee has an evaluation due, and a new supervisor is appointed,

the new supervisor likely has not had the opportunity to properly evaluatethe employees performance. In this instance the new supervisor will

evaluate the employee after 90 days. If possible, the supervisor that is

leaving will do a close out evaluation for his/her employees prior to

leaving.

Steps to Complete the Annual Performance Evaluation

Procedures

Step 1:Notice to Department Heads: Human Resources will notify

department heads 30 days prior to when performance evaluations are due

for full-time and part-time regular employees in their department.

Managers/supervisors have 30 days to complete the performance

evaluations, obtain signatures, and provide the original to the Human

Resources Office for filing in the employees personnel file. The supervisor

shall also retain a computer copy/file copy for the midyear review process.

Human Resources will remind supervisors to schedule probationary

evaluations on their calendar.

Step 2:Blank Performance Evaluation Forms: Managers/Supervisors

obtain the performance evaluation forms

Step 3: Review Job Description: Review the employees job description

to see if any changes are necessary. If there are increased

responsibilities/scope of work or a change in qualifications, forward your

edits to Human Resources for review. Minor differences in work load or

added assignments that are industry or technology changes do not require a

change to the job description. (Individual employees do not amend their

job descriptions, this task is for the manager.)


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Step 4: Self Evaluation Form: Provide a copy of the Self Evaluation

Form to the employee.

If the employee does not want to complete the form, he/she shall check thebox and sign at the bottom of the form and return it to the supervisor. This

completed form is used as a tool for discussion while the supervisor is

completing the employees evaluation.

Step 5: Complete the Performance Evaluation Rating Forms: The

Manager/Supervisor completes each section in Performance Evaluation

form (pages 2 to 3 plus). If a section does not apply note N/A for not

applicable. Written comments are required and should include examples

that support the rating for the specific job element. Sections 1-3 (technicalknowledge, customer service and quality/quantity of work) apply to all

positions. For Section 4 (Attendance), the supervisor should review the

employee attendance record, scheduled time away from the job and the use

of breaks. Section 5 (Safety and Risk Management) applies to all jobs and

should

include notice of any accidents, injuries, equipment usage or other safety

related issues. Section 6 is only for department heads, managers,

supervisors, and lead-workers. Next, complete the section Work Plan for

the next rating period including completion dates. This lists achievablegoals and projects as well as areas to improve upon. Next, complete the

Training and Development section. The rater then completes the

summary worksheet cover page for the evaluation form. This is done last

and is an overall rating considering all the rating factors.

The Performance Goals form (optional based on Department Head

discussion) is a departmental tool used during the mid-year review to

monitor progress, completion dates, or make comments concerning the

goals. Keep goals to a realistic number (3-5) and ones that are achievable.

We all have a tendency to put down more goals that we can reasonably

achieve.

Also, some employees in entry-level jobs may have only one or two goals

or a training course to complete during the review period. The supervisor

should use their judgment and discussion with the employee to arrive at

goals for the work plan.


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Step 6: Unacceptable or Improvement Needed Ratings: If you rate

an employee with a

1" Unacceptable or 2" Improvement needed, you must complete the

Performance Improvement Plan form. Have this completed form

reviewed by the department head and Human Resources prior to presenting

it to the employee. This form is used to document performance and

behavior problems that need corrective action and that may lead to possible

disciplinary action. Documentation is critical for this type of rating.

Note: in the event the employee does not improve, the documentation is

important for corrective action. The notice of Improvement Needed or

Unacceptable rating must include:

a) The problem areas of performance that are determined to beunacceptable.

b) Identify performance standards that must be achieved to meet acceptable

standards.

c) Provide a reasonable period of time to demonstrate improved

performance.

d) Provide assistance to the employee to help them achieve the

performance standards (training, counseling and coaching, closersupervision, feedback).

e) Communicate with employee of the consequences if their performance

does not improve and provide a deadline, such as 30-90 days for a follow

up review. However, this time line does not preclude immediate

disciplinary action at any time by the department head if the employees

performance worsens during the rating period.

f) A rating of #2 or #1 shall be reviewed and approved by the department

head before being communicated to the employee.


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Step 7: Mid-Year Review: Mid-point through the 12-month rating

period, the manager or supervisor will meet with the employee to

review his/her progress. This does not require any new information to

be prepared, merely review their performance, goals, and deadlines

with the employee. At this step, you may adjust the deadlines as

necessary


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Standards of Performance

Standards of performance are written statements describing how wella jobshould be performed. Performance standards are developed collaboratively

with employees, whenever possible, and explained to new employees

during the first month on the job.

The performance standard provides a benchmark against which to evaluatework performance. While the job description describes the essential

functions and the tasks to be done, the performance standard defines howwelleach function or task must be performed in order to meet or exceed

expectations. The University also establishes general criteria for evaluating

work performance.


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Standards of performance are usually:

Developed in collaboration with the employees who do the tasks or

functions

Explained to new employees within the first month on the job.

The ratings describe the level of performance of the individual employee

compared to a job description and standard of performance.

E = Exceptional: Performance well exceeds expectations and is

consistently outstanding.

A = Above Expectations: Performance is consistently beyond expectations.

S = Solid Performance: Performance consistently fulfills expectations and

at times exceeds them.

I = Improvement Needed: Performance does not consistently meet

expectations.

U = Unsatisfactory: Performance is consistently below expectations.

Deficiencies should be addressed as noted in the performance appraisal.

As a performance manager, you will use these criteria to rate the

employee's performance. At the beginning of the appraisal period, review

these ratings and the performance standards for each position, which

reports to you so that you can fairly evaluate the employee's performance.


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Guidelines for Performance Standards

Keep in mind the following guidelines when writing your performance

standards:

Performance standards should be related to the employee's assigned

work and job requirements.

Your reporting systems should be adequate to measure and report

any quantitative data you list.

Quantifiable measures may not apply to all functions. Describe in

clear and specific terms the characteristics of performance qualitythat are verifiable and that would meet or exceed expectations.

Accomplishment of organizational objectives should be includedwhere appropriate, such as cost-control, improved efficiency,

productivity, project completion, process redesign, or public service.

Checking Your Standards

After you have written your performance standards, check them against the

questions in the following list:

1. Are the standards realistic? Standards should be attainable and

consistent with what is necessary to get the job done. Standards for

performance, which meets expectations, represent the minimum

acceptable level of performance for all employees in that position

2. Are the standards specific? Standards should tell an employee

exactly which specific actions and results he or she is expected toaccomplish.


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3. Are the standards based on measurable data, observation, or

verifiable information? Performance can be measured in terms of

timeliness, cost, quality and quantity.

4. Are the standards consistent with organizational goals? Standards

link individual (and team) performance to organizational goals and

should be consistent with these goals.

5. Are the standards challenging? Standards may describe performance

that exceeds expectations. Recognizing performance that is above

expectations or outstanding is crucial to motivating employees.

6. Are the standards clear and understandable? The employees whose

work is to be evaluated on the basis of the standards should

understand them. Standards should use the language of the job.

7. Are the standards dynamic? As organizational goals, technologies,

operations or experiences change, standards should evolve.

Use of Books and Software for Performance

Appraisals

There are a number of low cost paperbacks that can be handed out to the

managerial staff to help them with their appraisals.

Since the advent of the use of computers, a number of educational

organizations are now using Performance Appraisal software.


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Performance Now Enterprise is a software tool for logging events,

tracking goals; providing effective feedback, and writing employee

reviews that maximize the potential of your team. Flexible enough to adapt

to your present review system, Performance Now helps you become a

better manager and get the best from your employees. For a little more

upscale package, Performance Impact Workplace is easy to use to set

goals for employees, but are having trouble following up on those goals.

Other software such as The Administrative Observer for school systems

is one of the more configurable stand-alone database packages, rather than

filling out and keeping hard copy records. Another software package, with

an intuitive graphic interface, geared towards the business environment is

MINDSOLVE (MVP). MVP is designed as an enterprise level

performance management software, incorporating appraisal, development

resources, 360 degree feedback, performance logging, etc.. While the useof configurable software based tools are certainly making life easier, the

use of such tools are much more valuable.


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MANAGEMENT PROFILE

The spiraling success of Havells is due to the untiringefforts of its Chairman Shri Quimat Rai Gupta and theentire workforce, which makes the organization. It is mainlydue to his vision and deep insight that Havells is posedtoday to forge ahead and meet all the challenge of the 21st

century. Mr. Quimat Rai Gupta is ably assisted by a team ofdirectors which include Mr. Surjit Gupta, Mr. Anil Gupta, Mr.

Ameet Gupta and Mr. Rajesh Gupta.

WORK CULTURE

Havells is continuously applying modern managementtechniques such as kaizen to enables employees toimprove their day to day functioning in small steps one at atime. Havells has also implemented 5 S which stands for a place for every thing and every thing in its Place. Thecompany has introduced these techniques as it firmlybelieves that small changes add up. To large results andthe only way for a corporation to grow is to make its peoplegrow a group of motivated people that is what Havells is allabout. The people are charged with an unending urge to dosomething beyond the ordinary, the expected and the

routine.


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ABOUT THE HAVELLS GROUP

Havells a leading electrical engineering group engaged in

manufacture of low voltage electrical distribution product is cateringto the need of both domestic and industrial customers for over 40years. Havells began as trading concern in 1958. In 1971 tradingcompany convert in manufacturing company. This companyconsists of ten state of the art unit at Delhi, Sahibabad, Faridabadand Alwar.

1- Havells emerged as an independent medium size companywith uncompromising ethical standards and definite global

prospective. Havells believe in providing the latest and thebest to the electrical goods. Its never ending quest forsynergic and forward integration has resulted in number ofsignificant collaboration and joint venture.

2- Havells group corporate / marketing offices is located at

(i) CORPORATE OFFICE :- RAJNARAIN MARG , CIVIL

LINES , DELHI 110054

(ii) BRANCH OFFICE :- Jamshedpur , Mumbai , Pune ,Ahmedabad , Indore , Bangalore , Chennai ,Hyderabad , Cochin , Coimbatore , Delhi ,Chandigarh , Jaipur , Kanpur , calcutta , Guwhati.

(iii) REPRESENTATIVE OFFICE :- Jalandhar , Ludhiana, Bhubneshwar , Patna , Ranchi , Siliguri , Tinsukia ,Kohlapur , Madurai , Trivendrum , Vijaywada.

3- Trust placed upon Havells by its customers in due to acountry wide presence through its vast network of offices,


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dealers and retailers with 15 branch and 16 representativeoffices over five hundred auhorized dealers and thousands ofapproved outlet.

Havells reaches out to the door step of its customer

4- Havells also have an anviable clientale not only in thedomestic market but also in international market likeMalaysia , Bangladesh , SriLanka , Dubai , Russia ,Yugoslavia , Iran and Nepal.

5- Havells has been growing at a healthy rate of 30%. Thesecret of this ever increasing graph of success is the trustthat the company enjoys of its customer.

With Havells gains are always mutual

ELECTRICAL EXCELLENCE FOR OVER 40 YEARS

6- With a view to serve the human kind the havells has starteda movement named ORGFOUNDATION. It has started a

mobile dispensary which goes each day of week to differentareas of Delhi , Yamunapusta , Sakarpur , Nandlal colony ,Majnukatila and Havells own factories to provide freemedical checkup and medicine to 130 to 150 patient eachday.

The foundation has applied and is in the process of getting apiece of land from Delhi Govt. to start and constructing ahospital to serve patient who can not afford to pay for their

treatment. Last year Havells contributed Rs 17 lakhs for thekargil fund for the soldiers who suffered during the war anddonated many trucks, volume of clothes for cyclone victims inOrrissa through this foundation.


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Organisation Set Up

The company has two separate wings administrative andproduction. While administrative wing is responsible for catering tothe personnel / manpower recruitment , the production wing iaresponsible for the actual production of the complete range ofproducts of the company.

The administrative wing has the following sections :-

Personnel and Administration

This department has the following sections :

(1) Establishment(2) Welfare(3) Industrial relations(4) Security(5) H.R.D.(6) Recruitment(7) Coordination


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Establishment:

This section deals with matters relating to promotion ,transfer , grant of annual increment to all the employees of thecompany.

Welfare:

This section looks after the welfare facilities being provided bythe company to its employees. These include uniforms ,canteen , medical , maternity benefits , community developmentprogrames , sports and cultural activities.

Industrial relations:

The aim of this section is to maintain good relationshipbetween the employees and the management. The bargainingpoints are welfare facilities , change in existing policy ,enhancement of the existing facilities , wages.

Security:

This section is responsible for the over all security of thecomplex , all the staff members clerical as well as the technicalhave been issued identity card , all the vehicle entering thepremises are subjected to the checking by the security staffposted at the entry gate.


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H.R.D.

This section controls the following function

1- Training of skilled and unskilled task force

2- Training of supervisory staff

Recruitment:

This section is responsible for selection / recruitment at all

levels in the company. They finalize the QRS for employment at

different levels.

Coordination:

This section is responsible for coordination between the

different sections in the administrative as well as production

wings of the company.


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Finance & Accounts

This section keeps an account of all the finances of the

company. Its basic functional outline is as follows:

o Budget

o Purchase

o Sales

o Inventory

o Pay rolls

o Compilation of statistic data

Production department

Of such type of product which are maintain in memorandumand article of association, this section is responsible for production.

Q.C. Department:

In this department all the product checked according thequality norms. If product are not satisfactory products arerejected. Only those product are marketed who are according toquality norms.


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Personal Computer:

Computer is one of the most important office machines which

facilitates not only accurate typing but also advance features of

the computer are of great help in maintaining up-to-date data of

an organization. With the help of computer one can select and

retrieve significant information out of the mass data available in

the memory of the computer.

Possibility of human error is eliminated to a great extent through

computer. Computer can produce information at a fast rate and

in large magnitude. Now a days one can not think of an office

without a computer.

At company complete work is being carried out on computerwith the help of M.S. Excel. Excel offers many features and

enhancement that help in creating not only the data but also

scientific calculations and graphics.


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SOLID STATE METERS

SINGLE PHASE & POLY PHASE

> Specification: IS:13779/IEC:1036

> Features: Class 1.0/2.0

Direct connected complete current

range

3 & 4 wire versions

Loss capitalized

Load factor from 400% to 1600%

Mechanical register / LCD options

Tamper proof, Earth temper recording, DCimmune


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POLYPHASE MULTI-FUNCTION

> Features:

Multi-tariff active/reactive meters

Import-export versions

Pulse outputs and controls inputs

Maximum demand registration

Tamper proof power supply/current sensing path

Four-quadrant measurement

METER TEST BENCHES

> Features:

To test all kind of electricity meters (Ferraris meters,

electronics meters)

Fully automatic operations

Fully electronics test source

Computer controlled

Software operated

Quick connectors

Robust engineering

Training and after sales service


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Product Range of Havells Group

Domestic Switch Gears:

Miniature circuit breakers (M.C.Bs)

Residual current circuit breakers (ELCBs)

Distribution boards (DBs)

Modular plate switches & accessories

PVC wires & domestic cables

Industrial Switch Gears:

On load change over switches

Off load change over switches

Panel mounting fuse switches

HBC fuse links and bases

Moulded case circuit breakers (MCCBs)

Load banks

Control switches and on load four pole switches type

hifo

Plug and sockets


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Motor Control Gear:

Contractors

Over load relays

Motor starter

Switch board

PVC/XPLE power and control cables

DZG energy meters

Solid state meters

Meter test benches

Portable test equipment

Electronic test sources

Energy Meter Division:

TTL Ltd

Duke arnics electronics Ltd

Precision meters Ltd


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OBJECTIVE OF TRAINING

The objective of the training is to know the work environment andwhich type of facilities provided by the organization and clear all the

doubt about the organization functioning. How the rule and

regulation implement and to know how employees and

management relation. This training develop confidence for handling

the assigned in a better way and enhance problem solving ability.

This project switch over from college life to actual working

environment is a really vast and thrilling experience. Main objective

of this project ia know how H.R department run smoothly. Which

type of H.R policy adopted by organization because present

scenario is totally different from olden days. In olden days

administrative officers controlled whole organization but now a days

personnel and H.R department play different role. Personnel

department maintain all the record work like wages and salary ,

recruitment and selection , bonus , promotion , transfer but H.R dept

provide a training , make a plan for managing human resources. In

my case main exposure to know how the corporation manages all

the managerial function. The summer training helped me enhance

my professional skills , develop confidence and ability to tackle the

problem , which face in actual life and know the work culture at TTLLtd Sahibabad.


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RESEARCH METHODOLOGY

Research Design: Descriptive Study

Data Type: Primary Data/ Secondary Data

Research Instrument: Questionnaire

Sample: Factory campus

Sample Size: 100

Sample Procedure: Judgement Sampling

Sampling Method: Personal survey method throughpreparation of questionnaire


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Representation of replies by graph

Does your company go for performance appraisal

program?

60%

30%

10%

1

2

3

1- Replied Yes 2- Replied Unaware 3- Replied No.

Which Method of performance appraisal dos your

company adopts?

70%

20%

6%4%

0%

10%

20%

30%

40%

50%

60%

70%

80%

1

Series1

Series2

Series3

Series4


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1- Confidential Report 2- Fair Comparison 3- Ranking System 4-

Rating Scales

Are you satisfied with the method used?

20%

30%

50%

1

2

3

1- Replied Yes 2- Replied Partly 3- Replied No

Why your company is using this method?

30%

20%

15%

25%

5%

0%

5%

10%

15%

20%

25%

30%

35%

1

Series1Series2

Series3

Series4

Series5


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1- To give incentive 2- To rate the overall performance 3-To increase overall output 4- To develop kills to compete5- No reply

Who are performance raters?

55%

20%

10%

15%

0%

10%

20%

30%

40%

50%

60%

1

Series1

Series2

Series3

Series4

1- Said Supervisors 2- Group Leaders 3- Managers4- Peers

What are the main criterias while doingperformance appraisal?


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20%

15%

40%

25%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

1

Series1

Series2

Series3

Series4

1- Employee work in that period 2- Employees past work 3-

Output given by them 4- Cant disclose

Do you get any kind of benefit?

70%

30%

1

2

1- Replied Yes 2- Replied No

What are your views for companies presentperformance appraisal program?


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40%

35%

15%

10%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

1

Series1

Series2

Series3

Series4

1- Satisfied 2- For training 3- For Motivating 4- Didnt Replied

Can you suggest any new method, which can be used

for performance appraisal?

70%

20%

10%

0%

10%

20%

30%

40%

50%

60%

70%

80%

1

Series1

Series2

Series3

1-360- degree performance appraisal 2- Critical Incident Method

3- Rating Scales

Do you think new method will be beneficial for the

company?


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40%

20%

40%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

1

Series1

Series2

Series3

1- Employees work 2- Time spent in factory 3- Companiespolicy and returns


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Analysis of result obtained after questioning

After going through the answers given by the various personnels working

in the company one thing is very clear that the people working in it are

satisfied with the company. There are only 15% to 20% of the people who

are not satisfied with the company and this is very negligible amount.

The method, which is been used mostly by the company, is

confidential report. This method is very confidential and is very

useful, it is been the matter between the top management and theraters only. This is mostly unbiased but at times some sort of

biasness arises in between, due to which it lacks behind.

Employees want the method to be replaced by 360-degree

performance appraisal as it is very new method and most of the

people are unaware of it. But it really works to make the system to

be successful.

Under this method the peers, managers etc have to rate the

employees performance. There is least chance for the biasness to

occur. Here employee whose rating is to be done is in center and

all other rates are around him who rates him based upon various

predefined criterias.

Performance appraisal is done by the company in order to provide

them with the incentives seek to the need for training among the

employees, to motivate the employees and to develop their skills to

work better.


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50% of the raters are the supervisors of the company and 20% are

the group leaders. People are partly satisfied with their raters.

The basic criteria kept in mind while doing the performance

appraisal is the output, which is been given by the employee and

the overall work done by him during the period.

After the performance is been rated the various kind of benefits are

given to the employees as 70% said yes.

People are not satisfied by the present performance appraisal

method used they want to go for a change and 80% said that the

new method will definitely be beneficial for the company.

90% of the companys basic goal is been fulfilled by the

performance appraisal of the employees.

Above is the overall analysis of the questionnaire as answered by the

personnels of the company.


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CONCLUSION

Performance appraisal is very important for any company. It helps to makethe companies employee work better and show good result for the

company too. This helps the company to turn out to be a profit making

company.

As in T.T.L. Ltd., we are using the Rating scales or Fair comparison

method mostly to grade the performance of the employees. The method

used by the company is very fair and it is very easy to be adopted by the

personnels. This method is very convenient to be used. But the drawback

associated with the method is that it has now became an out dated method

to be used because there are fifty percent chances of biasness to occur for a

particular employee by the raters.

After the survey and the conversation by the people of other company we

came to know that they have introduced the 360-degree performance

appraisal in the company. Before they were using the same method as used

by T.T.L. Ltd., at times they used Forced choice method also to rate the

per formance, which affected the companies working to a great extent.

But when they realized that they are having complains from the workers,staff etc they decided to go for a change and now they incorporated 360-

degree performance appraisal, the result of using this method is that

everyone in the company is satisfied by it.

Hence, according to my views I would also suggest the company to go for

the change in the method adopted by them for better results and employee

satisfaction.


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As we know Performance appraisal is a systematic and objective

way of judging the relative worth or ability of an employee in

performing the task. Performance appraisal helps to identifythose who are performing their assigned tasks and those who

are not and the reasons for such performance.

The company should go for the 360degree performance appraisal.

Under this method the person whose performance is to be judged is

in between and his peers, supervisor, head and the manager of the

company is around him who rate the performance of the employee

based upon certain predefined criterias.

The system is like:

360-degree Performance Appraisal

Person whoseperformance to

rate

Supervisors Peers

Head

Manager


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The company should appraise the performance of the workers by

giving them some incentives, which motivate them to work to their

fullest capacity and to motivate them to work more and show goodand better results.

For the top management of the company it should offer them holiday

package, appraise performance by recognizing there work in

meetings etc. this will help to raise their moral and they can work

better. They dont want financial help as they earn enough to

maintain their status. They want their work recognition.

For the lower group the company can increase their wages, give

them pension schemes, provide them the medical facilities etc

because they want financial help from the company to insure their

proper living.

The should keep changing the raters for the performance appraisalsystem from time to time so that they dont become bias at anytime

for any employee.

The method of the company should be changed periodically so that

the emploies have no chance to complain for the method.

The criteria decided upon which the performance has to be rated

should not be fixed it should be changed from time to time.

Above are few recommendations, which can be looked over while doing

the performance appraisal of the company.


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Limitations of the project:

The size of sample should be large to ensure statistical reliability

under random sampling. In the present survey the sample size is of

99, which could be not be enough from statistical reliability point of

view.

Due to lack of time and interest the respondents, were not very co-

operative in filling the questioner as a result of which the results

could be biased to an extent.

Some respondents give vague information.

Disinterest shown by few respondents to give response to the

questionnaire.

Preparations done for the Survey

The questionnaires prepared for the workers were very simple that

too in Hindi language so that they can easily understand the

questions & reply.

The questionnaires provided to the executives were a lengthy one.

The interview schedule prepared for the management people was a

short one with all open-ended questions so that their ideas can easily

be known.


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For filling of the questionnaires classrooms sessions were organized

for the workers, where 5 to 6 workers were called at a time. All the

questions were explained to them. If they were able to mark on their

own, so they were allowed to do so, else we asked for their

responses and marked them accordingly in the questionnaire, as

many of the workers were illiterate.

Sometimes we also conducted on the job survey where we asked

questions to the workers while they were doing their job because

there were many workers who were busy all the time and they did

not want to leave their work. They also felt that such surveys areuseless so why should they leave their work for it.

For getting the responses from the management we interviewed

them through a very small interview schedule after seeking their

permission and at the time, which suited them.

Then all these questionnaires & interviews were analyzed.


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BIBLIOGRAPHY

BOOKS REFERENCE

Human resource & Personnel Management (Second

Edition)

(K.Aswathaooa) Performance Appraisal, Page-223; Appraisal Process,

Page 224, Organization Strategy and Performance Appraisal, Page -247

MANAGING HUMAN RESOURCE -, 6th Edition (Wyne F. Cascio)-

Purpose of performance Appraisal, Page-247; The Strategic Dimension of

Performance Appraisal, Page 340

BUSINESS STRATEGIC-, 10th Edition (S.P. Gupta)- Presentation of Data

Page-43

INTERNET WEBSITE:

www.performance appraisal.com

www.havells.com
http://www.performance/http://www.performance/


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Performance Evaluation Form


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Questionnaire

(For lower group)

1. Name:

2. Age:

3. Nature of work:

4. Job Title:

5. Department Name:

6. Monthly Income:

Below 5000

5000 - 8000

8000 10,000

7.Do you know about performance appraisal?

Yes

No

8. Does your company go for performance appraisal program?

Yes

No

Unaware


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9. Which Method of performance appraisal dos your company

adopts?

Confidential Report

Rating Scales

Ranking System

Fair Comparison Method

Forced Choice Method

Critical Incident Method

360-Degree Performance Method

Checklist Method

Graphic Rating Scale

Paired Comparison

10. Are you fully aware of the method used to measure theperformance?

Yes

No

11. Are you satisfied with the method used?

Yes

No

Partly


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12. Performance appraisal is conducted at interval of

90 Days

Annually

13. Who are performance raters?

Manager

Group Leader

Coordinator

Supervisor

Peers

14. Are you satisfied with them?

Yes

No

15. Do you want it to be held regularly by your company?

Yes

No

16.Is there any increase in salary after the performanceappraisal is held?

Yes

No

17. Do you get any other kind of benefit after performanceappraisal is held? (Mention)


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18. Your view for the companies present performance

appraisal program?

19. Any other suggestions you would like to give seniors inrespect of performance appraisal program?

Signature:

Date:


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Questionnaire

(For senior group)

1. Name:

1. Age:

2. Nature of work:

3. Job Title:

4. Department Name:

5. Monthly Income:

Below 15000

15,000 20,000

20,000 30,000

30,000 40,000

40,000 50,000

6. Does your company go for performance appraisal program?

Yes

No


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7. Which Method of performance appraisal does your company

adopts?

Confidential Report

Rating Scales

Ranking System

Fair Comparison Method

Forced Choice Method

Critical Incident Method

360-Degree Performance Method

Checklist Method

Graphic Rating Scale

Paired Comparison

8. Are you satisfied with the method used?

Yes

No

9.Why this method is used by your company?

10. Performance appraisal is conducted mostly at intervals of

90 Days

Annually


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11. Who are performance raters?

Manager

Peers

12. What are the main criteria you look while doing performance

appraisal?

13. Do you get any other kind of benefit after performanceappraisal is held?

14. Your view for the companies present performance

appraisal program?


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15. Can you suggest any new method of performance

appraisal in the company?

16. Do you think the new method will be beneficial? How?

17. Basic goal behind doing performance appraisal?

18. Is your goal fulfilled? If yes then how? If no then why

not?

19. What is the bench marks for measuring the

performance?


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20. what improvements you would like to be implemented in the

organization to improve the performance?

21. Any suggestions for further improvement in the company?

Signature:

Date:


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Performance Evaluation Form

SUMMARY WORKSHEET COVER PAGE

Name:

Department:

Division:

Job Title:

Rating Period/From To:

Performance Evaluation Completed Mid-year Progress Review

Signature Date Signature Date

Employee

Rater

Reviewer


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Rating Record: (check one)

______ Outstanding #5: Performance is rated outstanding on all or a

majority of the critical elements with no element rated less than Exceeds

Expectations . This is the highest overall rating possible.

______ Exceeds Expectations #4: Majority of the critical elements are

rated Exceeds Expectations or higher and all the other ratings are at least

Meets Expectations .

______ Meets Expectations #3: All critical elements are rated at leastMeets Expectations .

______ Improvement Needed #2: One or more critical elements are rated

as Improvement Needed.

This rating requires the supervisor to use the Performance Improvement

Plan Form.

______ Unacceptable #1: At least one or more critical elements is rated as

Unacceptable. This rating requires the supervisor to use the PerformanceImprovement Plan Form.

Is the job description for the position current and accurate: YES ___ NO

____ If not, the supervisor should forward any changes to the Department

Head and Human Resources for review.

Supervisor Summary Comments

Employee Summary Comments


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o Instructions to Supervisor/Rater: This form is to be used for

probationary evaluations, annual review and special evaluations

(except for Police and Fire). Read the critical job element definitions

prior to conducting the evaluation. These job elements are rated

from 1-5: 1= Unacceptable, 2 =

Improvement Needed, 3 = Meets Expectations, 4 = Exceeds

Expectations, and 5 = Outstanding. If the rating dimension is not

applicable, indicate N/A. Provide written examples whenever possible to

support the rating and evaluation.

1. Technical Job Knowledge: Measures technical job knowledge, skills,

and understanding of daily work activities and assignments, retention ofessential skills and the ability to learn new methods and skills to produce

work consistently and effectively.

o Employee Rating

o Raters Comments

2. Customer Service: Measures the employees commitment to excellent

customer service, which is responsive, competent and complete to bothinternal and external customers. Anticipates needs of customer, strives to

treat all respectfully, with understanding and empathy; and conveys

confidence and knowledge of customer service processes and procedures.

Employee makes an extra effort to follow through in a positive manner and

maintains a professional demeanor. Employee recognizes cultural

differences and respects others culture, ideas, beliefs and lifestyle.

Employee is an effective team player and demonstrates commitment to a

harmonious working environment with co-workers and the public.

Employee Rating

Raters Comments


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3. Quality and Quantity of Work: Measures ability and willingness to

accept responsibility and accountability for work performance, initiative,

decision making, consequences of error, accuracy, attention to detail, and

extent they meet their goals and deadlines. Measures productivity. Provide

examples of the employees work product to illustrate quality and quantity.

Includes verbal and written communications skills.

Employee Rating

Raters Comments

4. Attendance: Measures consistency, promptness and dependability inadherence to work hours. Arrives at work before starting time so they are

ready to begin work; breaks are scheduled based on customer needs and

are limited to no more than is allowed.

Employee Rating:

Raters Comments:

5. Risk Management and Safety: (Every employee of the City from

entry-level to senior management has a responsibility for some level of

safety and managing risks.) Measures participation in department safety

programs and continued support to reduce or eliminate potential hazards

from employees and the public. Routinely adheres to safe practices and

procedures. Any incidents, accidents or workplace injuries are reflected in

this rating category. For supervisory/management personnel, measures

their active support and participation in safety and risk management are

reflected in this performance criteria.

Employee Rating:

Raters Comments:


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6. Leadership: [Use this section only if the employee is in a supervisory

position delete if not.]

Measures behavioral characteristics of managers, supervisors, and lead-workers leadership qualities and effectiveness. A higher standard is

expected of managers and department heads that should take on greater

responsibility for achieving goals and supporting the overall direction of

the City. Includes meeting performance objectives, supporting City policy,

establishing cooperative relationships between departments and co-

workers, and creating an effective environment to provide a high level of

service to the public and other departments.

Employee Rating: Raters Comments:

Work Plan For The Next Rating Period: (specific achievable goals,

projects, deadlines)

Training & Development to be completed:


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The Performance Appraisal Report

EMPLOYEE:

SUPERVISOR:

DATE:

REVIEW OF EMPLOYEE'S BACKGROUND

Skills:

Work Experience:

Training/Education:

PERFORMANCE STRENGTHS

Areas of strength in terms of the job description:

Significant events of outstanding performance:


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PERFORMANCE WEAKNESSES

Areas of weakness in terms of the job description:

Significant events of negative or unsatisfactory performance or

behavior:

PLAN FOR IMPROVEMENT/DEVELOPMENT

___________________________ ________________________

Employee's Signature Supervisor's

Signature

(Employee may attach comments, if desired.)


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Performance Improvement Plan

Name: Position Title:

Department/Division: Rater:

Dates For Work Plan: From: To:

Instructions: Performance improvement plans will be established for any

performance factor rated #1 (unacceptable) or #2 (improvement needed).

The purpose here is to identify specific areas that need improvement andestablish a specific work plan to improve performance. Provide expected

outcomes and date for follow-up review.

Performance Criteria not met: (list problem in specific terms, give

examples)

Activity Designed To Improve Performance: (training, desired goals,

specific tasks)

Give completion dates for each task and when you expect performance

improvement.

Expected Performance and Behavioral Changes To Improve

Performance:


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Follow up review Date(s):

1______________

2______________

3______________

Supervisor/Raters Signature: __________________________

Date: ___________________

Employees Signature: _______________________

Date: _______________________

Reviewers Signature:________________________

Date: _______________________

Department Head Signature:__________________

Documents

5 Naveen Project[2]