Eedited Final Report - Roli Srivastava

7/31/2019 Eedited Final Report - Roli Srivastava

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A Project Report

on

Evaluation of Performance Appraisal System

in

YKK India, Pvt. Ltd.Bawal (Rewari), Haryana

Submitted in the Partial fulfillment of

Master Degree in Human Resource Development

Session 2010-2012

Submitted by Under the expert Guidance of

Roli Srivastava

IIIrd Semester

Mr. Neeraj Tripathi

(Senior HR Manager)

Department of HRD

VBS Purvanchal UniversityJaunpur


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ACKNOWLEDGEMENT

This project work shall not complete unless I do not extend my gratitude to those who directly or

indirectly has been a source of inspiration in the completion of this work.

At the outset I acknowledge my deep sense of gratitude to my project guide, Mr. Neeraj Tripathi,

HR head of YKK India Pvt. Ltd. Bawal (Rewari, Haryana) for his valuable guidance,

suggestions and constant encouragement in shaping this report.

I also want to express my deep thanks to Dr. Avinash Parthedikar, Head of Department-HRD, for

giving her precious time and valuable advices.

I also acknowledge the moral help and support of my teachers of my department Dr. Sangeeta

Sahu, Dr. Rashikesh Gupta (Training and Placement Head) and Mr. Neeraj Jaiswal for their

continuous help in developing this research work.

Last but not the least, this report would be incomplete without extending my special thanks to all

my family members and friends.


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PREFACE

To excel in any field practical training is an integral part to imply theoretical studies to a

practical approach. It make as the individuals to the actual practical condition, which could havebeen impossible to be taught in classroom. A trainee learns dealing with the client and

management-working environment along with today market, which is changing at

incredible pace.

In addition, technological changes, which we are witnessing, have shifted the old hectic and

weirs ways of doing businesses. These technological developments have brought revolutionary

change in the market and in the mindset of the people, which are positive, encouraging for as

section of society, and adverse for others.

The HR Professionals make up the strategies to cope up with challenges, and all these depends

upon their HRD professional knowledge, skill, personal attitudes and values.

This summer training report on the Evaluation on Performance Appraisal in YKK India Pvt.

Ltd. Bawal (Rewari), is the first step in finding out the merits of employees in a work group.

Performance Appraisal is the systematic evaluation of individual with respect to his performance

on the job and his potential for development.

Keeping this view, I have made an attempt to conduct study on performance appraisal system in

YKK India Pvt. Ltd.

Chapter I deals with the introductory part of the study based on evaluation of effectiveness of the

study. This includes Importance of the study, objective of the study, methodology of the study

etc.

Chapter II deals with the conceptual framework of performance appraisal and includes the

concepts, performance appraisal importance, appraisal methods, objectives, implementation etc.

Chapter III gives us an idea of YKK, what policies it runs, give an idea of industrial relations etc.

Chapter IV describes about the HR practices running in the organization.

Chapter V deals with performance appraisal system in the organization.

Chapter VI deals with the analysis of data and its interpretation by pie diagrams.

Chapter VII deals with summary and conclusion of the study as well as suggestion.


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CONTENTS

Certificate

Declaration

Acknowledgements

Preface

Page No.

CHAPTER I INTRODUCTION OF THE STUDY

CHAPTER II CONCEPTUAL FRAMEWORK

CHAPTER III COMPANY PROFILECHAPTER IV HR PRACTICES IN YKK

CHAPTER V PERFORMANCE APPRAISAL SYSTEM IN YKK

CHAPTER VI DATA ANALYSIS AND INTERPRETATION

CHAPTER VII SUMMARY,CONCLUSION & SUGGECTIONS

Bibliography

Annexure


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1.1.INTRODUCTION

1.2. ITS IMPORTANCE

1.3. SCOPE OF THE STUDY

1.4. RESEARCH PROBLEM OF THE STUDY

1.5.OBJECTIVE OF THE STUDY

1.6. METHODOLOGY

1.6.1. POPULATION1.6.2. SAMPLE1.6.3. PRIMARY DATA1.6.4. SECONDARY DATA

1.7. LIMITATIONS

1.8.PLAN OF THE STUDY


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CHAPTER - I

INTRODUCTION OF THE STUDY

1.1.Introduction of the study:

Simply put, it is the observation and evaluation of employees work behavior and

accomplishments for the purpose of making decisions about the staff member. These

decisions may include wage, salary, and benefit determinations; promotion, demotion,

transfer, or termination actions; and coaching and counseling, training, or career

development options.

There are three basic functions of an effective performance appraisal:

To provide adequate feedback to staff members on their performance. To serve as an opportunity to communicate face-to-face modifications or changes to

existing performance objectives.

To provide data to administrators so they can evaluate a staff member and judge futurejob assignments and compensation.

The notion of performance appraisal has become an almost universally accepted fact of life

in most organizations. It often serves as the basis for other human resource systems, such as

salary management, career development, and selection processes. Because of all of these

uses for the performance appraisal process, it is increasingly important that leaders more

than ever need to improve their managerial and supervisory skills in such areas as creating

individual performance standards, getting employee commitment to performance standards,

and conducting interim and end-of-year performance appraisal meetings.

This study is to help leaders not only to improve their ability in managing their employees

performance, but also to provide staff members with coaching tools that will target their

performance deficits. As the first step in any performance review process is to identify the

knowledge, skills, and abilities that are required in a specific position, this provides

administrators with unique job descriptions for most support staff and teaching positions.

This is not only beneficial for the administrator, but it is enormously important to the

employee, as specific performance outcomes are outlined and presented. Clear, stated

behaviors and outcomes for workplace performance must be outlined and discussed if the


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administrator and the support staff member can possibly have success in this process. Both

parties must have the same mental picture of their performance expectations.

Self-appraisal forms are also presented for the job-specific responsibilities, as well as self-

appraisal forms for more general, interpersonal skill areas that affect how employees interact

with colleagues, parents, administrators, and others.

After comparing the staff members expected performance with his or her actual

performance, the school administrator can select relevant coaching tools from the book that

the staff member can immediately use to help close the performance gap. These coaching

tools provide background information on each performance area, individual development

plan forms, and a suggested reading list. The information presented in each area is not

designed to be overwhelming, but rather to be practical and ready to use by an employee

who needs help in closing a performance gap.

The book also provides school leaders with clear directions on how to conduct initial,

interim, and formative coaching and summative performance appraisal meetings, as well as

presents templates that immediately provide the employee with beneficial feedback and

direction for improvement.

1.2.Its important

Performance appraisal Program is an essential part of the organization. To quote DaleYoder Performance Assessment includes all formal procedures use to evaluate

personalities and contributions and potentials of group members in a working organization.

It is continuous process to secure information necessary for making correct and objectives

decisions on employees.

The basic purpose of performance Assessment is to facilitate orderly determination of an

employees worth to the organization of which he is a part: However, affair determination of

the worth of an employee can take place only by appraising numerous factors some of which

are highly objective, as far instance attendance, while others are highly subjective, as for

instance personality. The objective factor can be assessed accurately on the basis of records

maintained by the objective factor precisely. Keeping the above view, the trainee has made

an attempt to conduct a study of Performance Assessment Program at YKK India Pvt. Ltd,

Bawal (Rewari), Haryana.


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1.3.Scope of the Study

Virtually, all companies have some formal or informal means of appraising their employees

performance. Performance assessment may be defined as evaluating an employees current

or past performance relative to his or her performance standards. The assessment process

therefore involves:

Setting work standard. Assessing the employees actual performance relative to these standards. Providing feedback to the employee with the aim of motivating that person to eliminate

Performance Deficiencies or to continue to perform above par.

The Performance Assessment Program grant help to the organization to set the work

standards and after assessing the employees actual performance relative to these standards

provide them incentives, increased pay scales and promotions. The organization can take the

decision about Training and development Programs and also rectify the problems, which are

the great hurdles in organizational success. So we can say that Performance Assessment

Program plays a very important role in the YKK India Pvt. Ltd. Bawal (Rewari, Haryana).

1.4.Research problem of the study

The researcher visited YKK India Pvt. Ltd. Bawal (Rewari, Hayana) and found PEP

(Performance Excellence Plan) under which the performance appraisal process was being

implemented but some problems were observed in this existing plan. The researcher has

selected four dimensions first dimension is superior-subordinate relation, second dimension

is awareness about performance appraisal system, third dimension is related with superior

and subordinate own thinking about appraisal system and fourth dimension is related with

area of improvement. First dimension includes six items, second, third and fourth dimension

includes three items individually. For the purpose of finding the problems in present

appraisal system, total 80 questionnaires were distributed 68 questionnaire were received out

of which only 50 were found suitable to conduct research work.

1.5.Objective of performance appraisal

Data relating to performance assessment of employees are recorded, stored, and used

for several purposes. The main purposes of employee assessment are:

To effect promotion based on competence and performance.


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To conf i rm the se rv ices o f p roba t ionary employees upontheir completing the probationary period satisfactorily.

To assess the training and development needs of employees. To decide upon a pay rise where (as in the unorganized sector) regular pay

scales have not been fixed.

T o l e t t h e e m p l o y e e s k n o w w h e r e t h e y s t a n d i n s o f a r a s t h e i rperformance is concerned and to assist them with constructive criticism

and guidance for the purpose of their development.

To improve communication. Performance appraisal provides a format fordialogue between the superior and the subordinate, and improves understanding of

personal goals and concerns .

This can also have the effect of increasing the trust between the rater and therate.

Fina l ly , Pe r fo rmance appra i sa l can be used to de te rmine whe ther HRpr ogr am such as selection, training, and transfers have been effective or not.

Broadly, performance appraisal serves four objectives -

Developmental uses, Administrative uses/decisions, Organizational maintenance/ objectives, and Documentation purposes

1.6.Methodology

In order to conduct a systematic inquiry one has to adopt certain methods and techniques.

Such methods indicate the trainee the way of carrying out of her report. The study is

designed to conduct an inquiry on Performance Assessment Program at YKK India Pvt. Ltd.

Bawal (Rewari, Haryana), Hariyana. In this study the following procedure in have been

adopted:

1.6.1.Population : The population for the present study are executives of YKK India Pvt. Ltd.

Bawal (Rewari, Haryana), Hariyana, consisting of executive levels including male and

female were around 200.

1.6.2.Sample : Since performance assessment exercise was in the process so trainee had an

opportunity to gather the data at that time from all executives. Total 80 questionnaire


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were distributed 68 questionnaire were received out of which only 50 were found suitable

to conduct project.

1.6.3.Primary Data: For collecting data the trainee has used the organizations structured

format of Performance Appraisal Questionnaire, which has been called Performance

Excellence Plan (PEP).

1.6.3.1.Questionnaire: The questionnaire has the questions related to the importance of

performance appraisal in employees of YKK India Pvt. Ltd. Bawal (Rewari, Haryana).

Questionnaire is based on four dimensions, first dimension is superior-subordinate relation,

second dimension is awareness about performance appraisal system, third dimension is

related with superior and subordinate own thinking about appraisal system and fourth

dimension is related with area of improvement.

1.6.4. Secondary data: For the purpose of secondary data collection several official records

have been referred and information collected relating to this problem relating to this

problem from HR department and other departments.

The data collected from primary and secondary sources were analyzed at the end of the

process. The conclusion and suggestions have been made and presented in the form of

report at the end of analysis. Percentage calculations were made to ascribe meaning to the

data. The data has been interpreted in the form of pie diagram.

1.7. Limitations

During the course of the study, the following limitations were faced.

a) Office hours were so tight, so that employees were not free to give proper time fordiscussion.

b) Time allotted to the trainee was too short to collect the data. Since other functions likePF, ESI and other HR back office operations were also looked after by the trainee.

In spite of these limitations, I tried to make the study more scientific and reliable. The

management and executives were helpful and extended their co-operation to me in data

collection and making understand some problems relating to the topic.


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1.8.Plan of the study

The project report on Evaluation Of Performance Appraisal System at YKK India Pvt. Ltd.

Bawal (Rewari, Haryana), has been divided into five chapters.

Chapter I deals with the introductory part of the study based on evaluation of effectiveness of

the study. This includes Importance of the study, objective of the study, methodology of the

study etc.

Chapter II deals with the conceptual framework of performance appraisal and includes the

concepts, performance appraisal importance, appraisal methods, objectives, implementation

etc.

Chapter III gives us an idea of YKK, what policies it runs, give an idea of industrial relations

etc.

Chapter IV describes about the HR practices running in the organization.

Chapter V deals with performance appraisal system in the organization.

Chapter VI deals with the analysis of data and its interpretation by pie diagrams.

Chapter VII deals with summary and conclusion of the study as well as suggestion.


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2.1.PERFORMANCE APPRAISAL :CONCEPT

2.2. OBJECTIVE OF PERFORMANCE APPRAISAL

2.3.METHODS OF PERFORMANCE APPRAISAL

2.3.1. TRADITIONAL METHOD2.3.2. MODERN METHOD

2.4. EVALUATION PROCESS

2.5.WHO SHOULD APPRAISE

2.5.1. IMMEDIATE SUPERVISOR2.5.2. PEER2.5.3. RATING COMMITTEE2.5.4. SELF RATING2.5.5. SUBORDINATES2.5.6. 360 DEGREE FEEDBACK


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CHAPTER - II

CONCEPTUAL FRAMEWORK

2.1.Performance Appraisal: Concept

A performance appraisal is a process of evaluating an employees performance of a job in

terms of its requirement. It refers to all the formal procedures used in working organizations

to evaluate the personalities and contributions of group members.

Employees appraisal techniques are said to have been used for the first time during the First

World War, when, at the instance of WALTER DILL SCOT, the US Army adopted, The

Man - toMan rating system for evaluating military personnel.

Once an employee has been selected, trained and motivated, he is then appraised for his

performance. Performance Appraisal is a step where the management find out effective it

has been at hiring and placing employees.

Heyel observes, It is process of evaluating the performance and qualifications of employees

in terms of the requirement of job for which he s employed, for purpose of administration

including placement, selection for promotions, providing financial rewards and other actions

which required differential treatment among the ember of a group as distinguished from

actions affecting all members equally.

According to Flippo, Performance Appraisal is systematic periodic and impartial rating of

an employees excellence in matter of pertaining to his present job and his potential for a

better job.

Performance appraisal system provides an instrument for measuring both an individuals

performance and his relationships to the goals and the structure of the organization. An

appraisal system should consist of all the formal processes used to identify, encourage,

evaluate and record contribution of employees. The trend now a days is in the direction of

attempting to measure what the man does rather than what he is, to measure what is the

output rather than what is the input.

2.2.Objective of Performance Appraisal:

Its main objectives are-

Facilitate two way communication between superior and subordinate


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2.3.1.5.Critical incident Technique: It attempts to measure workers performance in terms of

certain event or episode that occur in the performance of employees job. These events

are known as critical incidents. The basis of this method is the principle that there are

certain significant acts in each employees behavior and performance which make all the

difference between the success and failure of the job. The supervisor keeps a written record

of the events that can be easily recalled and used in course of periodical of formal

appraisal. The collected incidence is then ranked in order of frequency and its importance.

2.3.1.6.Essay Appraisal: Under this method the supervisor makes a free form, open ended

appraisal of an employee in his own words and puts down his impressions about the

employee.

2.3.1.7.Paired Comparison Technique: By this technique each employee is compared every

trait with the other entire person in pairs one at a time. With this technique, judgment is

easier and simpler than with the ordinary ranking method. The number of times each

individual is compared with another is tallied on a piece of paper. These numbers yield the

rank order of entire group.

2.3.2.Modern Methods: Appraisal by management by objectives: A popular development

oriented techniques of performance appraisal of managers nowadays is management by

objectives. The first original work on MBO can be fond in Peter Druckers the book The

Practice Of Management published in 1954. In 1965 George Odiorne made a major

contribution in MBO. MBO is a process whereby the superior and subordinates managers

of an organization jointly identify its common goals, define each individuals major area

of responsibility in terms of result expected of him, and use these measures of guides for

operating the unit assessing the contribution of its members.

2.3.2.1.Assessment Centers: This method of appraising was first applied in 1930 in Jerman

Army. Under this method many evaluators joint together to judge employee performance

in several situations with the used variety of criteria. It is used mostly to help selectemployees for the first level supervisory position. Assessments are made to determine

employee potential for purpose of promotion. It is not a technique of performance

assessment by itself; in fact it is system of organization where various experts do

assessments of several individuals various techniques.


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2.3.2.2.360 Degree Performance Appraisal System: The appraisal may be any person who

has thorough knowledge about the job done by contents to be appraised Standards of

contents and who observes the employee while performing a job. The appraiser should be

capable of determining what is more important and what is relatively less important. He

should assess the performance without bias. The appraiser are superiors, peers,

subordinates, employees themselves users of service and consultancy. Performance

appraisal by all these parties is called 360 degree appraisal.

2.3.2.3.Behaviorally Anchored Rating Scales (BARS): This method combine element of the

traditional rating scales and critical incident method. Using BARS , job behaviors from

critical incidents effective and ineffective behavior are described more objectively. The

method employs individuals who are familiar with a particular job to identify its measure

component. They can rank and validate specific behaviors shown by employees.

2.3.2.4.Human Resource Accounting: Human resource accounting deals with the cost of

contribution of human resource to the organization. Cost of employee includes manpower

planning, recruitment, selection, induction, placement, training, and development, wages

and benefits etc. Employee contribution is the money value of employee service, which

can be measured by lever productivity or value added by human resources.

2.4.Evaluation Process

The evaluation process: there are some steps in evaluation process-

Establishing Performance Standard- Performance standards is the expected levels ofperformance or the benchmark, based on which performance assessment has done. At the

time of designing a job and formulating a job description, performance standard are

usually developed for position. These standards must be clear and objective to

understand.

Communicate Performance Expectation too Employees- Performance standard shouldbe communicated and explained to the employees and evaluators so they come to know

what is expected and what should be done. To make communication effective feedback

is necessary from the sub-ordinate to the manager.

Measurement of Actual Performance- To determine what actual performance is, it isnecessary to acquire information about it. We should be concerned with hoe we measure


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and what we measure. Four source of information are frequently used to measure actual

performance, statistical reports, oral reports and written reports.

Compare Actual Performance with Standards- Actual performance is compared withthe predetermined performance standards such comparison will reveal the deviations

which may be positive or negative.

Discuss The Appraisal with the Employees- At this stage the results of appraisals arediscussed periodically with the employees, where good points and difficulties are

indicates and discussed so that performance is improved.

Corrective actions- The final step is the ignition of corrective action can be of two types.One is immediate and deals predominantly with symptoms and another is basic in which

corrective actions gets to the source of deviation and seeks to adjust the differences

permanently.

2.5.Who Should Appraise?

Several options of appraiser can be there in the organization as follows-

2.5.1.Immediate Supervisor- Getting supervisors assessment is relatively easy and also

makes a great deal of sense. The supervisors should be and usually is in the best position

to observe and evaluate his or her subordinates performance and is responsible for that

persons performance.

2.5.2.Peer- The assessment of employee by his or her peer can be effective in predicting future

management success.

2.5.3.Rating Committees- Many employers use rating committees to evaluate employees.

These committees are usually composed of the employees immediate supervisors and

three or four other supervisors.

2.5.4.Self Rating- Employees self rating or performance are also some times . The basic

problem with is that employees usually rate themselves higher than supervisors or peer

rate them.

2.5.5.Subordinates- More firms today let subordinates anonymously evaluate their superiors

performance, a process is called UPWARD FEEDBACK. When conducted throughout

the firm, the process helps top managers diagnose management style, identify problems


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and take corrective actions with individual managers as required, such subordinate ratings

are specially valuable when used for developmental rather than evaluate purpose.

2.5.6.360 Degree Feedback- In this process performance information is collected all around an

employee, from his or her supervisor, subordinate and peers and internal or external

customer. The feedback is generally used for training and development rather for pay

increment.


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3.1. HISTORY

3.2. LOCATIONS

3.3. TRAINING LOCATIONS

3.4. WORK ACTIVITIES

3.4.1. PRODUCTS

3.4.2. PRODUCTION FACILITIES

3.4.3. PRODUCTION CONTROL

3.5. YKK MANAGEMENT PRINCIPLES

3.6. YKK CYCLE OF GOODNESS


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Metallic & Non-Metallic Slide Fasteners

Zipper & Slider Hook & Loop Plastic Parts Snap & Button

3.4.2. Production facilities

Fully integrated manufacturing

Tape Weaving Dyeing Die-Casting & Slider Assembly Plating & Enameling Chain Making Zipper Assembly

3.4.3. Production Control

Computerized IBM AS-400 based integrated production control system Custom-Made

for YKK factories worldwide

3.5. YKK Management Principles

YKK Seeks Corporate Value Of Higher Significance.

Since its establishment in 1934, the YKK Group has advocated the "Cycle of

Goodness, the Group's philosophy conceived by YKK's founder Tadao Yoshida who

said, "No one prospers unless he renders benefit to others."

The cycle, in other words the circulation of benefits, begins with innovative ideas and

inventions that create value, which in turn leads to business expansion and then greater

benefits for society. Through this cycle, companies prosper while contributing to the

enrichment of all people. On August 1, 1994, Yoshida Kogyo K.K. became YKK

Corporation under a new management structure and Principle: "YKK Seeks Corporate


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Value of Higher Significance". This Principle, an expression of the management's

aspirations, complements the YKK spirit embodied in the "Cycle of Goodness". To

contribute to improved living standards and the prosperity of all people in the ever-

changing global economy, YKK will seek corporate value of higher significance bypursuing innovative quality in relation to customers, employees, society, products,

technology, management and fairness.

3.6. Ykk Cycle Of Goodness

At YKK, we believe that everything we do has an effect on everyone we work with,

whether they're customers or co-workers. It was with this in mind that our founder,

Tadao Yoshida, developed the Cycle of Goodness. This is a philosophy of mutualbenefit which, as expressed in Tadahiro Yoshida's management principle, leads to

everyone being treated with complete respect, in the belief that no one prospers unless

they help to bring prosperity to others. It is a way of doing business that extends far

beyond the conventional barriers of commerce.


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CHAPTER - IV

HR PRACTICES IN YKK

4.1. Adopting A HRD Philosophy: An Overview

YKK strongly believes that HUMAN RESOURCE is its most valuable asset. The success

or failure of an organization is largely dependent on the efforts of its human resources at

any given point of time. YKK therefore committed to the Human Resource Development

aspect of our employees. Some of their beliefs are:

Quality of manpower is important rather than quantity. A committed employee with appropriate skill is a most valuable resource. Every employee, irrespective of the type of job he is doing, or the organization level

he occupies, is extremely important to the company.

Promotion of basic human values and service orientation is precedent to creation ofgoods and services by application of skills.

Competitive remuneration package suitably designed for employee need constitutesstrong employee motivation.

Providing job challenge with adequate autonomy to achieve results that create highsense of job satisfaction.

Recruitment of employee is a two way process. The employer is in search for anappropriate match and the prospective employee is equally concerned to identify an

appropriate workplace.

Periodic review of performance and employee potential provide objective data toassess employee advancement.

While individual merits and brilliance is desirable, the company recognizes teameffort as the major prime over towards organization excellence.

Promote an open culture where the employee is free to give his views and opinionstowards organization growth and achievement.

HRD is concerned with execution of HRD policies. HRD policies are the course of

action HR uses to help the company achieve its objectives. HRD policies are observed

as a guide to the management towards the workforce so as to maintain amicable &

harmonious industrial relations within an organization.


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4.2. Recruitment:

The word Recruitment means discovering the source from where the potential

employees can be selected.

The objective of the companys recruitment policy is to:- Plan the manpower requirement in conjunction with the company goals and

objectives.

Hire matching people (right person for right job) for organizational growth. Ensure optimum utilization of present manpower, if needed, then only additional

hands to be hired.

Procedure Identification of the manpower requirement from respective department (before

the month of March of every year) or emergency requirement as & when required

by the HOD.

Compilation of manpower requirement. The compiled manpower requisitions are sending for approval to MD/Technical

Advisor

Recruitment of personnel is done by the following ways : Internal Recruitment

o Data banko Referenceso Transfers

External staffingo Placement agencieso Advertisements in leading newspapers/Media.o Campus recruitment

The short listed candidates are called for interview either by call letters or throughConsultants or telephonically.

Interview of short listed candidates is conducted by the panel of HRD, Q.A. Dept andthe concerned department and final approval is taken from MD/Technical Advisor for

suitable candidate.

Letter of intent is sent to selected candidates.


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Appointment letter is given within one week of the joining Personal files are maintained for the particular employees.

It contains information regarding:

Bio Data of an employee Application form Copy of appointment letter duly signed by the employee as a mark of acceptance. Testimonials Photographs (Five copies) Declarations (that the employee shall abide by the rules & regulations) Medical fitness certificate from company prescribed doctor. Two reference addresses with phone number from other than relation of the

Employee.

On joining of an employee his name & address, fathers name, date of appointment,nature of work is enrolled in the adult register.

Every employee is allotted a card no. to avoid the confusion of two persons with samename, by the personnel department.

Employee master form: is filled up containing information about the employee. Employee card no Employee name, fathers name, address & department Designation Date of joining Qualification Salary package as applicable

4.3. Orientation / Induction Programme:

To make new joinee familiar with the companys rules & regulations, processes andcompany culture.

Orientation of the new joinee in different departments as per the orientation programand afterwards placement in the allotted department.


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4.4. Training & Development: Training and development is a subsystem of an organization.

It ensures that randomness is reduced and learning or behavioral change takes place in

structured format.

4.4.1. Training

4.4.1.1. Purpose: To develop the employee knowledge & skills, attitude for the optimum

utilization of the resources in order to meet organizational goals and strategies with

the help of changed behavior.

4.4.1.2. Procedure: Training needs for the employees are identified by the HRD with other

department heads twice in year i.e. in the month of January and July.

4.4.1.3. Training Calendar: Based on the above identification of the training needs, a

consolidated training calendar is formulated by HRD twice in a year. The training

calendar contains the prospective dates of the training and the names of the internal

faculty. All participants will record their individual attendance in attendance sheet at

the beginning of every training program.

4.4.1.4. Evaluation: The participants at the end of each program will provide quality of the

content and delivery, duration and the topics covered. The above feedback is used to

improve future program.

4.4.1.5. Training effectiveness evaluation: Effectiveness of the technical training programs

is measured by taking pre & post training test, at the beginning & end of the

knowledge based training program. Training effectiveness index (TEI) is calculated

on the basis of the test score of the participants.

4.4.1.6. Grading Systems:

If MAX. Marks for test = 100

Then,

MARKS GRADE

above90 A+

75-89 A

60-74 B+

60 B


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For the above distribution of marks, a frequency chart is made for all the participants

according to the given format.

GRADE NO. OF PARTICIPANTS

A+

A

B+

B

If no. of participants are 100, to calculate TEI:

Excellent A+ Above 90percentage

V. Good A 75-89percentage

Good B+ 60-74percentage

Fair B 50-64percentage

For participants labeled with B grade, training is to be repeated and the same procedure

for TEI is to be applied again. After three months participants are again called and are

required to give the test i.e. a second round post training test is taken. Training

effectiveness index is calculated again for this second round post training test. If the

range of marks (max. Marks scored - min. Marks scored)is decreasing from the first

round post training test to second round post training test, it means training effectiveness

is showing positive trend.


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4.4.2. Training Budget:

4.4.2.1. Purpose:

To overview the complete expenditure occurring on the training and developmentactivities

To find out the actual implementations of training and developmental activities.4.4.2.2. Procedure: Every year HRD department identifies the training needs with the kind

consideration of all departmental heads. On the basis of that identified needs HRD

department prepares the training calendar twice in a year and the training

Programme are conducted on that basis. Training calendar includes in-house training

programmes, training programmes by outside sources and also the sponsorship

training programmes. Training budget has been prepared for the conduction of the

training and development activities.

4.4.2.3. Evaluation: On the basis of conducted training programmes during a year HRD

department analyze the expenditure occurred against the actual training budget and

according to that report has been prepared.

4.5. Employee Competency

4.5.1. Purpose:

To help the employee in career planning. To make every employee aware of knowledge, skills and attitudes. To make each and every employee competent in their respective areas.

4.5.2. Procedure: HRD department sent the prepared competency chart twice a year to all

departmental heads and they make their comments on that competency chart and

returned it to HRD Department in the given stipulated time.

4.5.3. Evaluation: HRD department analyze the entire competency charts properly.

4.6. Late Coming

Employee coming late by 5 minutes will be given special gate pass once in a month. Employees coming late by 10 minutes will have to submit an hour gate pass. Employees coming late by 15 minutes will have to submit 1 hr. gate pass and more

than 15 minutes will have to submit 2 hrs gate pass or balance gate pass or day

leave.


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For late comers the security staff maintains a register at the gate. The time of arrival of

late comers is recorded at the gate & its information is given to the HRD department,

from where the register is sent to MD / Technical Advisor.

4.7. Outdoor Duty

As per the requirement of company, company can depute any employee for outdoor duty.

Before proceeding for the outdoor duty, employee will have to fill up the outdoor duty

slip & get it approved by his HOD & submit the same at the security office. The security

people will keep a record & send the same to the HRD department for further action.

Further if imp rest is required for outgoing employee, he will have to fill the imprest slip

& get it sanctioned from the HOD & can collect the money from the accounts department

& by settling the account within 24 hrs of joining the duties in the company premises. No

outdoor duty commences from home without prior permission. In such cases the

employees have to get prior approval. The rest of the procedure is the same as mentioned

above.

4.8. Leave Policy

Employees of the company are entitled for the following leaves:

Leave can be calculated as under:

S. No. TYPE OF LEAVES ENTITLEMENT

1. Privilege / Earned 16

2. Casual 7

3. Sick 7

4. Compensatory Against rest day / extra work

Earned Leave Working days/18.75

Casual Leave Working days/43


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quarter. Deduction if any will be made after calculation of leaves of each quarter instead

of calculating monthly. This rule is only for staff category of employees. Staff can avail

leave in advance for one quarter.

4.8.1. Control on leaves:

An employee who wants to avail any leave has to fill the Leave application form

available in the time office and has to deposit the same after getting it recommended by

HOD.

4.8.1.1. Leave application form contains the following details:

a) Name of the employeeb) Designation of an employeec) Department of an employeed) Card no.e) Leave required from date to datef) No. of daysg) Sign of an employee & present addressh) Signature of the HOD (Recommendation)

The leave application forms are serialized as per the card no. of the employee and are

posted into the computer.

4.9. Leave With Wages Policy

As per the company policy, only earned leave and casual leave encashment is

permissible. Unutilized sick leave cannot be encased. At the end of every financial year,

the HRD department calculates the amount of leave with wages payable to each

employee using the data compiled in the LWW register. It is noted that any fraction is

rounded off upwards and any excess leave taken is deducted first from the CL and then

from the EL. As a convention in the company, leave taken is first adjusted against sick

leave and then against the casual leave and finally against the earned leave.


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4.10. Loan Policy

Employees of the company can avail this facility only in case of emergencies. Loan is

given to employees on 25th

of every month. Amount of loan taken by an employee is

deducted from the employees monthly salary in installments.

4.10.1.Fixation of installments: No. of installment is fixed by the approving authority for loan

at the time of sanctioning the loan.

4.10.2.Loan sanctioning authority: M D / Technical Advisor / Sr. VP (Finance) is the

sanctioning authority for loan to an employee.

4.10.3.Procedure of loan sanction: These are the following procedure:

The employee who is in need of loan has to fill the prescribed format. The completed application form is sent to the HRD department for filling in the

previous advance particulars (if any).

After this is the application is given to the HOD who then recommends the loan. The

application approved by the HOD is sent back to the HRD department before 20 th of

every month for approval by AVP (HRD). After 20 th these forms are sent to MD /

Technical Advisor / Sr. VP for final approval. Once the final approval is obtained, HRD

department enters the sanctioned amount (with the particulars of installments) in the loan

register maintained in the department and sent to accounts department for transferring the

amount into the bank.

The application for loan contains the following details:

a) Name of the employee

b) Amount needed

c) Last advance taken on & date

d) Sign of the employee.

4.10.4.Housing loan for staff: Permanent staff members who have completed 5 years ofconfirmed service. The employees are entitled for the loan as per the given structure:

Supervisor - 75,000.00

Sr. Supervisor to Dy. Manager - 1, 00,000.00

Manager to Sr. Manager - 1, 50,000.00

A.G.M. and above - 2, 00,000.00


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If 3 month or 4 month basic - 800 p.m.

If 6 month basic - 1200 p.m.

Maximum 30 employees can take loan in a month.

4.10.8.Housing loan for workers:

Minimum three years service:

Photocopy of registry of plot in his name or his wife name Limit as per the mentioned in the wage agreement/settlement

4.11. Conveyance allowance policy

The company facilitates its employees by providing conveyance allowance every month.

The allowance structure differs with regard to the mode of transportation by an employee.

4.11.1.Reimbursement structure: Those who bring their own conveyance for the official work

are entitled for the conveyance reimbursements as per the given structure:-

Rs. 6.75 per k.m for employees using there own four-wheelers.Rs. 2.80 per k.m for employees using there own scooters/motorcycle.

4.11.2.Reimbursement form: The conveyance reimbursement form contains the following

details.

i. Details of visitii. From ------ to

iii. Vehicle noiv. Total km conv. Usedv. Purpose of visit

vi. Sign of the employeevii. Sign of the HOD

4.11.3.Procedure: The employee has to fill a conveyance reimbursement form and has to get it

signed by HOD. In this conveyance reimbursement form the security person notes initial

reading of the vehicle before the employee leaves and after returning to the company the

final reading of the vehicle is again noted. This filled form is send to the D.G.M.

(Administration) from where it is send to the accounts department for payment.

4.12. House Rent Allowance


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4.12.1.Entitlement for HRA: All the employees (probationers & permanent) who are on

company payroll are entitled for HRA (Against the respective designations).

4.12.2.HRA structure: (ANNEXURE-XIII). The amount of HRA is paid along with the

salary, on 10th

of every month.

Note:

For the entitlement of HRA day present is required in particular month & HRA is

implemented to those employees who have got their leaves sanctioned. HRA is not

entitled to the absentee.

4.13. Medical Reimbursement

Employees earning over Rs. 10000/- per month (Basic+ HRA +Education+ Conveyance

+ Attendance) are entitled for medical reimbursement as per the company rules.

Employees covered under the ESI act are not entitled for medical reimbursement.

4.13.1.Medical reimbursement for the staff:

i. Sr. V.P. to Sr. Mgr. = 10percentage of the basic

ii. Mgr to Driver/Guard = 8percentage of the basic

iii. Workers = 6percentage of the basic

The employees who are not covered under ESI are covered under med claim policy.

Medical reimbursement will be calculated on the basic salary of an employee in every

month. Employee can get three months medical reimbursement in advance.

4.13.2.Procedure for claim: On production of a bill from a qualified doctor or a chemist of

medicines to the HRD department the department checks and verifies (AVP, HRD) the

same against his entitlement in the medical ledger maintained and then this

reimbursement form is send to the accounts department.

4.14. Shoe/ Uniform Allowance

Entitlement for the allowance: Employees working in the shop floor up to the level of

supervisor/foreman are entitled to get the allowance in cash.

Amount entitlement:

i. Workers are given a shoe payment per annum in the month of March.ii. Sr. Foreman to Assistant Supervisor of GDC, PDC, Alloy, Shell Core, and

Electrical are paid shoe allowance 200/- twice a year in the month of Jan. & July.


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4.17. First Aid

4.17.1.Facilities of Dispensary: Company provides free first aid & medical consultancy

services to its employees with a dispensary general medicines available within its

premises.

4.17.2.Caretaker: The dispensary is under the charge of qualified doctors & compounder.

4.17.3.Facilities Provided: The facilities are readily available during the working hours of the

factory.

4.17.4. Visit of the Doctors: Two doctors visit the factory on alternative days for one hour in

between 2:00pm3:00pm

4.17.5.First Aid:

In case of minor accidents first aid is provided by the compounder. In case of major accident patients are taken to the private clinics/ E.S.I.

dispensary.

Company ambulance is available 24 hrs in the company premises in case of anyemergency.

4.18. Canteen:

Canteen facility is provided for the permanent / trainee/authorized contractworkers

As a welfare measure, the company provides two cups tea per day to itsemployees.

Lunch is provided to the employees on subsidized rate of Rs 4/- and snacks on1.75 /-


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During the night shift tea, matthi & biscuits are provided to all employeesincluding the contract workers by the company.

During the extra time hours (O.T.) extra tea coupons are provided4.19. Statutory Bonus Scheme

Company employees are covered under the Payment of Bonus Act, 1965. Accounting

year for Bonus is April to March. To get bonus 30 working days is required in an

accounting year. Bonus will be paid on 22nd May of every year.

4.19.1.Bonus Calculation:

Bonus will calculate on earned Basic + VDA (variable dearness allowance) =3500.00 per month @ 20percentage i.e. the maximum amount will be Rs.

8,400.00 per year.

If Basic< 3500.00 and LWW amount paid to employee, the same amount will addfor bonus calculation.

If Basic> 3500.00 in the middle of financial year and LWW amount paid toemployee

The amount of LWW will add on proportionate for bonus calculation as perbelow formula:

Balance loan will be deducted from bonus for staff category or as per instructions of

seniors. On leaving of service bonus will be paid at the time of full & final of accounts. If

employee joins on 1st February he will not entitled for bonus if hasnt completed 30

working days in above said two months. This period will not carry over for next year.

4.20. Super ANNUATION Scheme

Superannuation scheme has launched in welfare of the employee through LIC.

Superannuation will be paid quarterly in advance. All managers after completing six

month service & above or employees who were continued in this scheme will

entitled/continued.

EARNED BASIC IN WHICH BASIC < = 2500.00 * LWW AMOUNT/ TOTAL AMOUNT

OF EARNED BASIC.


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To get Superannuation benefits/pension minimum five years service is required.

Superannuation premium will pay latest by 15th

of every quarter. Superannuation

premium will sent @ 10percentage of Basic.

On leaving of service before Five years from Superannuation scheme amount will be

claimed by company from LIC. If employee joins on or before 15th

in the month then this

month will included for eligibility and joins on or after 16 th in the month then this month

will excluded for eligibility.

4.21. Insurance Scheme

Some of the Insurance policies adopted by the company are as under:

a) Group Insurance

b) Employee Deposit Link Insurance (EDLI)

c) Group Gratuity

4.21.1.Group Insurance: All permanent employees are covered under this policy as mentioned

under:

i. Managerial Staff Rs. 50,000.00

ii. Supervisory Staff Rs. 30,000.00

iii. Others Rs. 20,000.00

4.21.2.Employee Deposit Link Insurance (EDLI): All employees who are covered under

Provident Fund scheme are entitled for this scheme after death. Present rate of EDLI is

Rs. 62,000.00 (As amended by the PF Act time to time).

4.22. Group Gratuity:

Gratuity is paid under the Gratuity Act, 1972 on completion of the 5 years of continuous

service or as prescribed under the act.

The Superannuation age is 58 years.

Calculation of Gratuity = Last Basic * 15 days of per year

26

4.23. Diwali Gifts

Another type of motivation is in the form of festival gifts such as Diwali, Holi, Lohri,

New Year etc. (ANNEXURE - XIV)


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Completion of 7 yrs Golden wrist watch

4.26. Suggestion Scheme

This has been implemented:

To increase the effectiveness of the organization by the implementation of newand innovating ideas

To increase the employee participation in solution of various work relatedproblems and to develop a feeling of worthiness among employees

In this regard separate Suggestion scheme has been drafted for the fulfillment of this

purpose.

4.27. Attendance Award

4.27.1.Workers: To minimize the rate of Absenteeism, management has introduced Attendance

award as mentioned under:

The eligibility for the attendance award is the complete full month attendancewith sanctioned ONE leave.

The amount for the attendance award is Rs. 175 per month and the attendanceaward payment paid quarterly.

4.28. Incentive Scheme

To minimize the rate of Absenteeism, management has introduced incentive deduction

policy for trainee and contractor workers as mentioned under:

Full month incentive will be paid to those trainee and contractor workers whoremain on authorized leave for two days in the month.

If above said category of workers remain on leave/absent due to accident incompany premises no incentive will be deducted.

If above said category of workers remain on leave/absent maximum for 7 daysonce in six months then full incentive will be paid after the recommendation of

HOD and approval of the Head of HR Department.

If above said category of workers remain on leave/absent once maximum for 7days and once maximum for 3 days in total span of six months then


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50percentage incentive will be paid after the recommendation of HOD and

approval of the Head of HR Department.

In any extreme emergency, if above said category of workers remain onleave/absent more than two days incentive will be paid as a special case after the

recommendation of the Head of The Department and approval of the Head of

HR Department.

4.29. Earned And Casual Leave Policy

All Staff members will be eligible for 16 Earned Leaves and 7 Casual Leaves in afinancial year. These leaves will be calculated on the basis of actual working days

worked by an employee.

One Earned Leave will be credited to the account of the employee after 18.75working days and one Casual Leave would be credited to the account of employee

after 43 working days.

If any employee could not avail his Earned Leaves and Casual Leaves duringfinancial year, the balance leaves will be carried forward to succeeding financial

year. The carry forward facility will be available for a period of three years which

would be carried forward as credit to the account of employee upto 60 days.

The Leaves would also be linked to encashment of LTA. The LTA would be paidto the employee on his actual proceeding of leaves. LTA would be given on

submission of bills after completion of journey and should justify travel

undertaken while claiming LTA.

The minimum leaves taken for availing LTA would be 5 days. After the third financial year, the accumulated leaves to the credit of employee

would be encashed to him. At the time of termination/resignation from services,

the unveiled leaves would be encashed to the employee.


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5.1. INTRODUCTION

5.2. RATING SCALE

5.2.1. POOR

5.2.2. BELOW AVERAGE

5.2.3. AVERAGE

5.2.4. ABOVE AVERAGE

5.2.5. GOOD

5.2.6. EXCELLENCE


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CHAPTERV

PERFORMANCE APPRAISAL

5.1.Introduction- As far as Performance Appraisal Exercise of YKK India Pvt. Ltd. Bawal

(Rewari, Haryana) is concerned; it plays a very crucial role for the sake of annual increments,

T&D Programs, Welfare and the Promotions of the employees of YKK India Pvt. Ltd. Bawal

(Rewari, Haryana). This exercise usually conducted once in a year in the month of (May-

June) at YKK India Pvt. Ltd. Bawal (Rewari, Haryana).

For assessing the performance of the HR department uses the method of simple rating scale

and makes the structured format and this format is called PEP (Performance Excellence

Plan).

First of all this plan is circulated to the entire departments employees and they bounded to

submit it till the designated time period to their respective immediate Superior/HODs.

The PEP(Performance Excellence Plan) of YKK India Pvt. Ltd. Bawal (Rewari , Haryana),

is basically based on 6 rating scale and the rating scale is given below.

5.2.Rating Scale.

5.2.1. Poor- The individual not only failed to meet the job requirement but also performed

much below expectation.

5.2.2. Below average- The individual failed to meet expected level or performance howeverhas shown the potential for improvement.

5.2.3. Average- The individual has been a mediocre performer who has by and large met most

of the job requirements. However, need further improvement to meet expected level of

performance.

5.2.4. Above Average- The individual met the expected level of performance and has taken

initiatives at times, still has potential to improve.

5.2.5. Good- The individual consistently met the expected level of performance and sometime

exceeded them. He/she demonstrate initiatives and efforts to better existing performance.

5.2.6. Excellence- The individual exceeded the expected level of performance and has

consistently performed over and above the expectation.

Performance Excellence Plan is divided into four parts and these sections are:

Section 1 learning from previous year.


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Section 2 Assessment of KRAs (Key Result Area)

Section 3 Quantitative and Qualitative Assessment.

Section 4 Employees feedback.

Section 1- Learning in Previous year: This section is to be filled by the employees. In

this section employees learning and improvements from previous year is checked. It is

shown by the information given by the information given by the employees themselves;

related with the learning in previous year. Afterwards what kind of improvements is there

in performance due to learning is also checked. And then the immediate supervisors give

the give the suitable rating to both Personal as well as Professional factors of the

employees.

Section 2-Assessment of Key Result Area: The section-2 is divided into three parts.

The first based on employees 3 key result areas and the second part is based on the Result

Achieved in Key result areas by the employees. In this section, the employees mention

their key result areas. In the second part they specify that how much they get success or

how much they achieve results in their designated the key result areas, at last in third part

the immediate superior just access the key result areas in which the employees are

providing their srevices. After the overall measurement the immediate superior give the

suitable performance reting to each areas one by one.

Section 3- Quantitative and Qualitative Assessment: The section three is based upon

quatitative and qualitative assessment. This section basically divided into skill areas of

employees.

i. Behavioural skill area.

ii. Professional skill area.

The Behavioural skill area is categorized into 5 dimensions, which are:

i. Interpersonal relationii. Communicationiii. Regularity and punctualityiv. Desire to learnv. Resource conciousness


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And the professional skill area is also categorized into 5 dimensions, which are:

i. Knowledge of workii. Outputiii. Problem solving and decision-makingiv. Delegation of workv. PlanningThe immediate supervisors give the suitable ratings on the behavioural skill areas as well

as professional skill areas of the employees. At last they put the average rating on the

above areas.

Section 4- Employee Feedback: The section 4 is mainly consists of three parts. In the

first part the employees give their valuable feedback regarding three positive features of

YKK, India Pvt. Ltd. Bawal (Rewari, Haryana) and in second part, the employees tell

about three important areas where the improvement is necessary. And in the last part they

got and open ended opprtunity to give their precious suggestion to make YKK, India Pvt.

Ltd. Bawal (Rewari, Haryana) a better workplace.

Once all the basic process of Performance Excellence Plan (PEP) has been completed

then the Departmental heads give their average rating to an individual. At last the

immediate supervisors and the HODs considered on the average rating of an individual,

which based on two level assessments, and after some calculation they finally take the

decision for the annual increments and the promotions of the employees.


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6.1. SAMPLE SIZE

6.2. EMPLOYEES RESPONSE

6.3. DATA ANALYSIS BY PIE DIAGRAMS

WITH INTERPRETATIONS


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CHAPTER - VI

DATA ANALYSIS & INTERPRETATION

6.1.Sample

The researcher visited YKK India Pvt. Ltd. Bawal (Rewari, Hayana) and found PEP(Performance Excellence Plan) under which the performance appraisal process was being

implemented but some problems were observed in this existing plan. The researcher has

selected four dimensions first dimension is superior-subordinate relation, second dimension

is awareness about performance appraisal system, third dimension is related with superior

and subordinate own thinking about appraisal system and fourth dimension is related with

area of improvement. First dimension includes six items, second, third and fourth dimension

includes three items individually. For the purpose of finding the problems in present

appraisal system, total 80 questionnaire were distributed 68 questionnaire were received out

of which only 50 were found suitable to conduct research work.

6.2.Employees Responses

The individual response on Induction in percentage in YKK India Pvt. Ltd. Bawal, (Rewari,

Haryana) are as follows:

Scale= A- Highly Agree, B.- Agree, C- Neutral, D- Disagree, E- Highly Disagree


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6.3.Data Analysis & Interpretation:-

6.3.1. Focus on the area of improvement. This statement is related to know whether the

present appraisal system focus on the area that should be improved.

Table 5.3.1. Percentagewise response on area of improvement.

OPINION OF RESPONDENDS RESPONSE IN PERCENTAGE

A HIGLY AGREE 21.38

B AGREE 34.52

C NEUTRAL 12.00

D DISAGREE 18.67

E HIGHLY DISAGREE 13.43

SOURCE: Collected by the researcher

Figure 5.3.1. Response on employee felt welcome

SOURCE : collected by the researcher.

Here 21.38 percentage of the employees are highly agreed, 34.52 percentage employees are

agreed whereas 13.43 percentage of the employees are highly disagreed and 12 percentage of the

employees are neutral in their response whereas 18.67 percentage of the employees are

disagreed.

21.38%

34.52%

12%

18.67%

13.43%

Focus on the area of improvement

A (21.38 %)

B (34.52 %)

C (12 %)

D (18.67 %)

E (13.43 %)


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6.3.2. Performance appraisal necessary for recognition and encouragement: This statement

has been added in the questionnaire to know the employees view about the performance

appraisal whether it is a mean of recognition and encouragement.

Table 6.3.2.: Percentagewise response on necessity of performance appraisal for recognition and

encouragement.


A HIGLY AGREE 49.18

B AGREE 32.47

C NEUTRAL 6.01

D DISAGREE 23.33



Figure 6.3.2.: Responses on necessity of performance appraisal for recognition and

encouragement.


According to the chart, it is clearly shown that 49.18 percentages of employees are highly

agreed, 32.47 percentage of employees are agreed, 6 percentage of the employees are

49.18%

32.47%

6.01%

23.33%

19.01%

Performance appraisal necessary for

recognition and encouragement

A (49.18 %)

B (32.47 %)

C (6.01 %)

D (23.33 %)

E (19.01 %)


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neutral.And 23.33 percentage of the employees are disagreed and 19.02 percentage of the

employees are highly disagreed with this statement.

6.3.3. Performance appraisal and transparency: This statement is asked to the employees to

check the transparency standard in the performance appraisal system in YKK India Pvt.

Ltd. Bawal (Rewari, Haryana).

Table 6.3.3.: Percentagewise response on performance appraisal and transparency.


A HIGLY AGREE 15.83

B AGREE 19.73

C NEUTRAL 34.72

D DISAGREE 17



Figure 6.3.3.: Responses on performance appraisal and transparency.


It was very surprising to get 34.72 percentage of employees are neutral about this statement

while 15.83 percentage of employees are highly disagreed, 19.73 percentage of the employees

15.83%

19.73%

34.72%

17%

12.72%

Performance appraisal and transparency.

A (15.83%)

B (19.73%)

C (34.72%)

D (17%)

E (12.72%)


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employees are neutral in their responses, 21.81 percentage of the employees are disagreed and

19.23 are agreed the this.

6.3.5. Basis of reward: the attempt has been made by the researcher to find out the basis of

reward, whether it is given on seniority basis or performance basis by asking this

question.

Table 6.3.5.: Percentagewise response on basis of reward..


A HIGLY AGREE 25.19

B AGREE 34.24

C NEUTRAL 6.29

D DISAGREE 18.81



Figure 6.3.5.: Responses on basis of reward.


In YKK India Pvt. Ltd. Bawal (Rewari, Haryana), majority of the employees think that get their

rewards on the basis of their performance because 34.24 percentage of employees are agreed and

25.19%

34.24%6.29%

18.81%

15.47%

Basis of reward

A (25.19 %)

B (34.24 %)

C (6.29 %)

D (18.81 %)

E (15.47 %)


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Data clearly indicates that only 13.26 percentage of the employees are highly agreed that their

superior do this job while 17.43 percentage of the employees are agreed and 7.54 percentage of

the employees are neutral and same place 32.41 percentage of the employees are disagreed and

24.36 percentage of the employees are highly disagreed with the fact that their superior help

them to improve their performance.

6.3.7. Appraisal and personal relation with superior: Personal relation of the subordinate

with his superior also affects the result of appraisal. To get the view of employees about

this fact in their present appraisal system, this has been asked.

Table 6.3.7.: Percentagewise response on appraisal and personal relation with superior.


(percentage)

A HIGLY AGREE 11.43

B AGREE 14.92

C NEUTRAL 5.72

D DISAGREE 27.37



Figure 6.3.7.: Responses on Appraisal and personal relation with superior.

Appraisal and personal relation with

superior.

A (11.43 %)

B (14.92 %)

C (5.72 %)

D (27.37 %)

E (40.54 %)


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As per the collected data, 37.24 percentage of the employees are highly disagreed, 29.43

percentage of the employees are agreed and 6.72 percentage of the employees are neutral about

this statement whereas 16.26 percentage of the employees are highly agreed and 11.34

percentage of the employees are agreed with this.

6.3.10.Performance improvement and appraisal system: This question shows the extent to

which employees performance is depend upon the appraisal result.

Table 6.3.10.: Percentagewise response on performance improvement and appraisal system..


A HIGLY AGREE 31.34

B AGREE 30.18

C NEUTRAL 7.37

D DISAGREE 12.26



Figure 6.3.10.: Responses on performance improvement and appraisal system..

Opportunity of self-reviw and reflection

A (16.26 %)

B (11.34 %)

C (6.72 %

D (29.43 %)

E (37.24 %)


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Figure 6.3.11.: Responses on Superiors review and feedback.


The views of the employees are very clear as 37.52 percentage of the employees are highly

disagreed, 28.17 percentage of the employees are disagreed and 8.2 percentage of the employees

are , where as 14.08 percentage of the employees are highly agreed and 12.02 percentage of the

employees are agreed with this statement.

6.3.12.Performance appraisal importance in performance improvement: This question

involves the importance of the appraisal for the improvement in the employees

performance.

Table 6.3.12.: Percentagewise response on importance of Performance Appraisal in performance

improvement.


A HIGLY AGREE 41.71

B AGREE 25.09

C NEUTRAL 64.43

D DISAGREE 14.85

Superiors review and feedback.

A (14.08 %)

B (12.02 %)

C (8.2 %)

D (28.17 %)

E (37.52 %)


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Figure 6.3.12.: Responses on performance appraisal importance in performance improvement.


The above chart shows that 41.71 percentage of the employees are highly agreed, 25.09

percentage of the employees are agreed and 6.43 percentage of the employees are neutral,

somewhere there are also some of the employees who do not think it is much important for

performance improvement as 14.85 percentage are disagreed and 11.92 percentage of the

employees are highly disagreed.

6.3.13.Comfort level with superior: subordinates must feel comfortable while discussing any

problem with their superior and how much comfortable they feel, its major responsibity is

on the superiors behavior. Therefore, the researcher has made an attempt to know what

the employees think of their in this regard.

Table 6.3.13.: Percentagewise response on comfort level with superior.


A HIGLY AGREE 13.08

B AGREE 12.61

Performance appraisal importance in

performance improvement.

A (41.71 %)

B (25.09 %)

C (64.43 %)

D (14.85 %)

E (11.92 %)


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C NEUTRAL 7.68

D DISAGREE 27.21



Figure 6.3.13.: Responses on comfort level with superior.


The data shows,39.42 percentage of the employees do not find themselves comfortable with

their superior because they are highly disagreed with this fact,27.21 percentage of the

employees are disagreed 27.21percentage of the employees are agreed and 7.68 percentage

of the employees are neutral. Same where 13.08 percentage of the employees are highly

agreed as well as 12.61 percentage of the employees are agreed.

6.3.14.Superiors spent time to know the subordinates; problem. This question involves the

concern of the superiors about their subordinates problem and performance. It will

reveal how much the superiors are interested to find out subordinates problem through

the response of the subordinate.

Table 6.3.14.: Percentagewise response on superiors spent time to know the subordinates;

problem.


A HIGLY AGREE 10.52

Comfort level with superior.

A (13.08 %)

B (12.61 %)

C (7.68 %)

D (27.21 %)

E (39.42 %)


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B AGREE 8.38

C NEUTRAL 6.17

D DISAGREE 33.17



Figure 6.3.14.: Responses on superiors spent time to know the subordinates; problem.


Now the vision is clear, 42.76 percentage of the employees are highly disagreed,33.17

percentage of the employees are disagreed and 6.17 percentage of the employees are neutral

while 8.38percentage of the employees are agreed and 10.52 percentage are highly agreed

with this.

6.3.15.Satisfaction with appraisal system: This is concluding statement which will show an

overall view about the existing appraisal system. It will reveal the fact that how much

employees considers this system fair and suitable and how much do not like this.

Table 6.3.15.: Percentagewise response on satisfaction with appraisal system.


A HIGLY AGREE 9.36

Superiors spent time to know the

subordinates; problem.

A (10.52 %)

B (8.38 %)

C (6.17 %)

D (33.17 %)

E (42.76 %)


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B AGREE 12.09

C NEUTRAL 17.82

D DISAGREE 24.26



Figure 6.3.15.: Responses on satisfaction with appraisal system.


Now the very important analysis is here as, 36.47percentage are highly disagree and

24.26percentage of the employees are disagreed with above statement and they are not satisfied.

Only 9.36percentage of the employees are highly agreed and 12.09percentage of the employees

are agreed and satisfied with existing appraisal system, whereas 17.82percentage of the

employees are neutral.

Satisfaction with appraisal system.

A (9.36 %)

B (12.09 %)

C (17.82 %)

D (24.26 %)

E (36.47 %)


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S.NO. CONTENTS PAGE NO.

7.1. SUMMARY

7.2. CONCLUSION

7.3. SUGGESTION


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Chapter - VII

7.1.Summary

The researcher conducted a study on Performance Appraisal System at YKK Pvt. Ltd. Bawal

(Rewari). The report on Evaluation of Performance Appraisal System in YKK India Pvt. Ltd.

Bawal (Rewari) is submitted towards partial fulfillment of the degree of MHRD from the

department of HRD, V.B.S. Purvanchal University Jaunpur. The main aim of the study is to

have a practical exposure of HR function carried out in organization. In this study the

researcher collected data and information on Performance Appraisal System in YKK India

Pvt. Ltd. Bawal (Rewari) and further analysed it and give suggestions for its improvements.

The methodology for project included, observation and personal interview. The researcher

interacted with the personnel from HRD Department and other departments too.Information

on the topic was collected from book, internet, and report from the organization, journals and

magazines.

Performance appraisal is the process of obtaining analyzing and recording about the relative

worth of an employee. A performance appraisal system provides an instrument for measuring

both an individuals performance and his relationship to the goals and structure of the firm.

The performance appraisal system focuses on performance at present and future potential of

the employee. The aim is not merely to decide about promotion, increase in salary, but also

to develop a rational basis for managing performance and preparing them for future

challenges. With the help of performance appraisal program, management comes to know

about its strong area as well as weak points of the organization.

YKK India Pvt.Ltd. Bawal is situated in Rewari (Haryana). It is one of the biggest Japanies

organizations in India. It gives employment to a large number of employees. In the

organization various Human Resource Management are selection, promotion and transfer etc.

there is an department to look after these HR functions. The Performance Appraisal process

at YKK India Pvt. Ltd. Bawal (Rewari) plays a crucial role to identify the weak point of itspersonnels competencies for future challenges and help in recommending them for training

and development program, welfare and annual increament of employees.

The performance is assessed by the supervisors through the plan know as Performance

Excellence Plan (PEP) with the help of HR department. This plan is based on simple rating

scale techniques of performance assessment. It consists of rating from one to six given on


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3. Appraisal should be conducted Twice in a Year as I found that most of the employeesfeel the need of performance appraisal should be followed twice in a year by personal

counseling which can be more helpful for assessing employees performance.

4. To make performance assessment program more effective in the organization shouldmake some effort for removing the feeling of Biasness from the superior while assessing

the subordinates. This can be done through establishing effective communication system

conducting sessions with subordinate.

5. The assessment Process should be Online as the most of the employees are equipped withcomputer and internet. It also saves the employees valuable time as well as paper work

and the completed within short period.

6. More T&D programs should be conducted covering all the employees who are going tobe assisted and all immediate superiors should be given a detailed on the system.

7. Instant reward/special allowances to the higher performer should be given as it canhelpful to motivate the employees.

8. HRD department should be more conscious about Training Need Identification duringappraisal. It will be helpful to both organization and employees too and by this right

employee will be chosen for training.

9. The appraisal data should be shown to the employees so that it may be used as input forthe recognition and encouragement of related employees. It may also be helpful in taking

corrective actions by the particular employee on his poor performance.

10.Periodic orientation programs should be conducted as they are helpful in explaining goal,objectives and other important t information related to performance appraisal system.

11.Knowledge criteria of concerned employee should also be involved in performanceappraisal system.

12.Performance appraisal system should be designed in such a way that it may give fullopportunity of self reflection and self review to employees.

13.Superior should give the time to their subordinate so that they may consult their problemswith superior. Superiors must regularly review subordinates performance and should

give them immediate feedback in YKK India Pvt. Ltd. Bawal (Rewari,Haryana).

14.As researcher find out that subordinate do not get the opportunity to express theirthoughts, view and problems while the process of performance appraisal. Superior must


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be flexible in their behavior so that subordinate can give new ideas and can improve their

performance.

15.The process of appraisal system should be very clear to every appraise so that they maytrust the result of appraisal and may improve the whole performance and a trust worthy

atmosphere can be prevailed.


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Arminio, J., & Creamer, D.G. (2001). What quality supervisors say about quality supervision.

College Student Affairs Journal, 21(1), 35-44.

Barr, M.J., and Associates (1993). The handbook of student affairs administration. San

Francisco: Jossey-Bass Publishers.

Brown, R.D. (1988). Performance appraisal as a tool for staff development. New Directions for

Student Services No. 43. San Francisco: Jossey-Bass.

Creamer, D.G., & Winston, R.B., Jr. (1999). The performance appraisal paradox: An essential

but neglected student affairs staffing function. NASPA Journal, 36, 248-263.

Cummings, L.L., & Schwab, D.P. (1973). Performance in organizations: Determinants and

appraisal. Glenview, IL: Scott, Foresman.

Daughtrey, A.S., & Ricks, B.R. (1988). Contemporary supervision: Managing people and

technology. New York: McGraw- Hill.

Gote, D., (1996). The complete guide to performance appraisal. New York: American

Management Association.

Henderson, R.I. (1984). Performance Appraisal (2nd ed.). Reston, VA: Reston Publishing.

Janosik, S.M., Creamer, D.G., Hirt, J.B., Winston, R.B., Saunders, S.A, & Cooper, D.L. (2003).

Supervising new professionals in student affairs: A guide for practioners. New York, NY:

Brunner-Routledge.

Jones, A.P., and James, L.R. (1979). Psychological climate: Dimensions and relations of

individual and aggregated work environment perceptions. Organizational behavior and human

performance, 23, 201-250.


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Kessler, H. W. (2003). Motivate and reward: Performance appraisal and incentive systems for

business success. Great Britian: Curran Publishing Services.

London, M. (2003). Job feedback: Giving, seeking, and using feedback for performance

improvement. Second Edition. London, England: Lawrence Erlbaum Associates.

McDade, S.A. (1987). Higher education leadership: Enhancing skills through professional

development programs. ASHE-ERIC Higher Education Report, no. 5, Washington D.C.:

Association for the Study of Higher Education.

Hodgkinson, H.L. (1974, Fall). Adult Development: Implications for faculty and administrators.

Educational Record. 55 (4), 263-274.

Landy, F., Zedeck, S., and Cleveland, J.(1983). Performance measurement and theory. New

Jersey: Lawrence Erlbaum Associates, Inc.

London, M. (2003). Job Feedback: Giving, seeking, and using feedback for performance

improvement, 2nd Edition. New Jersey: Lawrence Erlbaum Associates Publishers.

Lopez, F.M. (1968). Evaluating employee performance. Chicago, Illinois: Public Personnel

Association.

Maddux, R.B. (1993). Effective performance appraisals: Third edition. Menlo Park, California:

Crisp Publications Inc.

McKirchy, K. (1998). Powerful performance appraisals: How to set expectations and work

together to improve performance. National Press Publications: Franklin Lakes, NJ.


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QUESTIONNAIRE I

COMPANY PROFILE II

LOCATIONS III

TRAINING LOCATION IV

HRA STRUCTURE V


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4. Superior set the performance goal along with the

subordinate. 14.72 19.23 8.43 21.81 32.7

5. Rewards are given on the basis of performance not on the

basis of superiority. 25.19 34.24 6.29 18.81 15.4

6. My Superiors make effort to find out subordinates area

Documents

Eedited Final Report - Roli Srivastava