Professional Documents
Culture Documents
Cknowledgment
Cknowledgment
THE
TIME , COMPLETING A PROJECT LIKE THIS ONE TAKES THE EFFORT AND COOPERATION OF MANY PEOPLE .
ALTHOUGH
SEVERAL &
PERSONS
WITH WHOM I INTEGRATED HAVE CONTRIBUTED SIGNIFICANTLY TO THE SUCCESSFUL COMPLETION OF THE PROJECT STUDY .
IN
THE SUCCESSFUL
TROUBLE FREE
PERFORMANCE
MANAGEMENT , I
AM GRACEFUL TO INSTITUTE OF MANAGEMENT AND TECHNOLOGY , GHAZIABAD FOR HELPING US TOWARDS THE COMPLETION OF THE PROJECT .
RAM
KRISHN AND OTHER HR EXECUTIVES HPL ADDITIVES LTD FOR THE UNFLINCHING SUPPORT AND GUIDANCE THROUGH OUT THE PROJECT
WOULD ALSO LIKE TO THANK ALL THE EXECUTIVES WHO SHARED THEIR PRECIOUS
LAST
BUT NOT THE LEAST , I EXTEND MY SINCERE THANKS TO ALL THE STAFF
EXECUTIVE SUMMARY
PERFORMANCE
ORGANIZATION MAKING VERY SURE THAT NEW ENTRANTS HAVE THE POTENTIAL AND WILLINGNESS TO CONTRIBUTE TO ORGANIZATIONAL SUCCESS . I N TODAY S SCENARIO WITHOUT EFFECTIVE PERFORMANCE MANAGEMENT THE ORGANIZATION WILL MEET THE CONSIDERABLE RESISTANCE WHEN INTRODUCING CHANGE .
WITHOUT
ORGANIZATIONAL CHANGE AND DEVELOPMENT SURVIVAL BECOME VERY UNCERTAIN SO IN ORDER TO MAKE THE INDUSTRY SURVIVE IT IS VERY IMPORTANT TO ADOPT THE DIFFERENT PERFORMANCE MANAGEMENT PRACTICES IN ALL ORGANIZATIONS SO AS TO UNDERSTAND THE EMPLOYEES OR WORKERS NEED AND SATISFY THEM . SHOULD BE EFFECTIVE PEOPLE UTILIZATION IN EVERY INDUSTRY .
THERE
THESE
ALL
THE
DONE BY USING THE QUESTIONNAIRE WHICH WILL ADMINISTER TO SALES , SERVICE AND SUPPORT FUNCTION EMPLOYEE .
THE
DATE
WILL
BE
COLLECTED
AND
ASSIMILATED BY USING STATISTICAL TOOL LIKE MEDIAN AND DATE WILL BE ANALYZED BY USING
ANALYSIS
WILL
BE
TO
FIND
THE
EFFECTIVENESS OF CURRENT
EXECUTIVE SUMMARY
THE
PROJECT TITLED
HPL ADDITIVES LTD, A CHEMICAL MANUFACTURING UNIT FARIDABAD, HARYANA. HPL A DDITIVES THE
WAS ESTABLISHED IN1964.
DISTRICT
1700
AND IT
THIS
PROJECT IS
TRAINING
SYSTEM ON THE
PROCEDURE .THE
WOULD BE IMMENSE HELP TO THE COMPANY TO KNOW THE EFFECTIVENESS OF TRAINING SYSTEM AND CORRECTION TO BE MADE ON IT, IF REQUIRED .
THE EMPLOYEES
THE SAMPLES
ARE TAKEN AS
16 QUESTIONS
SAMPLE EMPLOYEE AND COLLECTED THE DATA REQUIRED FOR THE STUDY .
PILOT
PERCENTAGE
THE DATA .
IT
IS FOUND THAT THE EMPLOYEES AGREE THAT THE CURRENT TRAINING SYSTEM IS
EFFECTIVE .
AND
AND
COMPANY PROFILE
HISTORY HPL ADDITIVES LIMITED
MANUFACTURER OF
WAS INCEPTED IN
1964
BIOCIDES, POLYMERISATION CATALYSTS , PHOTOGRAPHIC CHEMICALS , PHARMA & AGRO INTERMEDIATES . HPL ADDITIVES LIMITED
IN
NORTH INDIA
TWO AT
BALLABHGARH ,
ONE AT
DUDHOLA
AND ONE AT
DERA
BASSI . THE
FACILITIES TO CONTROL AND MONITOR THE PROCESSES TO ENSURE FLAWLESS , UNSWERVING QUALITY AND SAFETY .
THE
GROUP HAS
80%
SHARE IN THE
42
PRODUCTS ONLY AND HAS ADDED MANY PRODUCTS IN THE SAME GROUP AND HAS GONE FOR DIVERSIFICATION AT APPROPRIATE OPPORTUNITIES . THERE ARE AROUND MORE IN PIPE LINE .
AT
PRESENT ,
60
ALL
WORKFORCE
750
PERSONNEL
COMPRISING
ENGINEERS ,
SCIENTISTS ,
TECHNICIANS AND MANAGEMENT EXPERTS , COMMERCIAL AND MARKETING STAFF AMONGST OTHERS .
WORKING
THE
GROUP S
R&D
CUSTOMER
PERIODIC THESE
INITIATIVES
TO
MAP
DYNAMIC
CUSTOMER
HPLA
HPLA
AND
SAFETY
AND
ENVIRONMENTAL
CONSCIOUSNESS .
THIS
LEADER. SCIENTISTS
AND
ENGINEERS
AND TECHNOLOGIES .
INCLUDING DISTRIBUTORS AND OWN OFFICES IN MANY COUNTRIES TO RUN ITS SUPPLY CHAIN MANAGEMENT .
LOGISTICS PARTNER IN
EUROPE
ENSURES
SMOOTH SUPPLY - LINE TO LARGE CUSTOMERS WITH DEPOT INVENTORIES . COMPANY ALSO HAS AN OFFICE IN
THE
USA.
COUNTRY S
HPL
ADDITIVES
LIMITED
WAS
ONE
OF
FIRST IN
CHEMICAL
QMS
AND GOT
ISO 9001
1996. I N 2001
ITS
ENVIRONMENT
AS A RESPONSIBLE WITH
EMS
ACCREDITATION FROM
DNV
ISO 14001. N OT
COMMITMENT TO SAFETY , HEALTH AND SOCIAL RESPONSIBILITY AND HAS GOT ACCREDITATION FOR
OHSAS 18001
IN
MARCH, 2006.
IS A TECHNOCRAT CORPORATION . RANGE , TECHNOLOGIES ,
RIGHT THERE
OF
PRODUCT
TECHNICAL SUPPORT .
THE
MILESTONES
1964 ESTABLISHED 10000/1966 SHIFTED 1970 SHIFTED
AT BY
RS
MODEL TOWN, NEW DELHI. TIGAON ROAD , BALLABHGARH .. DNPT WAS THE FIRST PLOT NO. 8, SECTOR 25, BALLABHGARH . LATER
NOW THE SPREAD OVER IS UNIT IS CHEMICAL PRODUCT
TO TO
ON ACQUIRED
THE
MAJOR
THIS
BLOWING
ESPECIALLY
AT
ACRES OF AS THE
GUAR GUM
AND
UNIT OF
HPL,
KNOWN AS
STARTED AT AS
TO MANUFACTURE
THE SPREAD
WAS
CHEMICAL FOR
QMS
ISO 9001
FOURTH UNIT ,
SPREAD OVER IS
23
FOR
R&D 2003
CHEMICAL
AND OF
GOVERNMENT
FOR INDUSTRIAL
DEVELOPMENT OF
INDIGENOUS TECHNOLOGY
2005-06
GOLDEN TROPHY
2006.
LABS LTD. TO HPL ADDITIVES LTD. GOT FIRST GRADE AWARD 2006-07
CONFERRED BY FOR ITS
EXPORT
BASIC
CHEMICALS
&
COSMETICS
OF
EXPORT
PROMOTION
COMMERCE &
HPL C HEMICAL LTD, HPL I NDUSTRIES PVT. LTD, HPL ADDITIVES LTD. ANTI-OXIDANTS
ENGINEERING)
AND
R&D
EFFORTS IN
CHEMICAL
AND
ALLIED INDUSTRIES
OF I NDIA .
THE
COMPANY
ALSO
BAGGED
FOR BY
DEVELOPMENT OF
INDIGENOUS TECHNOLOGY
2005-06
FOR ITS
EXPORT
2006-07
COSMETICS MINISTRY
OF
EXPORT
PROMOTION
COUNCIL
(CHEMEXCIL),
THE RENOWNED
GOLDEN TROPHY
2006. 2009.
MISSION
TO
BUILD A SUCCESSFUL BUSINESS ENTERPRISE ON THE KEY FUNDAMENTALS OF
OBJECTIVES TO
ENSURE CUSTOMER SATISFACTION THROUGH CONSISTENT QUALITY ,
TO
TO
TO
DELIVERY OF MATERIAL .
TO
BE
FINANCIALLY
SUCCESSFUL
AND
PROFITABLE
BUSINESS
ENTERPRISE .
PHILOSOPHY
BELIEVES
THAT
ALL
ITS
ACHIEVEMENTS
ARE
THROUGH
INTERACTIVE OR INTERNAL
RELATIONSHIP CUSTOMERS .
WITH
CUSTOMERS .
BE
IT
EXTERNAL
CUSTOMER
HPL
WE
- ALWAYS.
AT
HONESTLY,
WE COULD NOT
IT IT
INDUSTRIAL
AND
WELFARE SCHEMES
THE
STRENGTHENED
IT
NEW
OBJECTIVE
OF THE
STUDY
PERFORMANCE APPRAISAL OBJECTIVES OF THE STUDY: OBJECTIVES OF THE STUDY THE FOLLOWING ARE THE OBJECTIVES 1. TO
DEVELOP MY OF THE STUDY OF
THE SUBJECT .
UNDERSTANDING
PERFORMANCE
VARIES
APPRAISAL SYSTEM
IMPLEMENTED IN VARIOUS
ORGANIZATIONS
MY RESEARCH ,
THROUGH
HAVE AND
APPRAISAL
USED IN THE
ORGANIZATION
2.
TO
SOCIAL
BEHAVIOR IS A VERY
UNPREDICTABLE ASPECT OF HUMAN LIFE BUT SOCIAL RESEARCH IS AN ATTEMPT TO ACQUIRE KNOWLEDGE AND TO USE THE SAME FOR SOCIAL DEVELOPMENT .
3.
OF EMPLOYEES .
MANAGEMENT
BUT MOSTLY
DOESN T TAKE INTO CONSIDERATION THE OPINION OF THE EMPLOYEES . CAN LEAD TO ADVERSE PROBLEMS IN THE THIS STUDY
THIS
BY
ORGANIZATION . THEREFORE
PERFORMANCE
THE
THE BEHAVIOR OF INDIVIDUALS BY STUDYING THE FACT ORS THAT GOVERN AND GUIDE THEM.
5.
TO
STUDY
PERFORMANCE PERFORMANCE
APPRAISAL APPRAISAL
SYSTEM
TO
IN
UNDERSTAND OPERATION .
AND
EVALUATE
MECHANISM
TO
EVALUATE THE EFFECTIVENESS AND SATISFACTION LEVEL OF THE EMPLOYEES TOWARDS PERFORMANCE APPRAISAL SYSTEM IN
HAMUL
OBJECTIVES:
TO
IDENTIFY NURTURE
CARDER STAFF
TALENT (GROW YOUR TIMBER) FOR OUR FUTURE NEED TALENT , STRENGTH AND QUALITY .
HOD
AND
DETERMINE
TO SEARCH THE
PROCESS
HPL
ADDITIVES LTD. MY
ANOTHER OBJECTIVE IS TO APPLY MY LEARNING IN THE AREA OF SO THAT
HUMAN
RESOURCES
NATURE
GAIN SIGNIFICANT PRACTICAL AND UNDERSTAND THE OF TRAINING AND DEVELOPMENT ANY
AND
IMPORTANCE
PROGRAMME .
EXPLAIN
UNDERSTAND SCOPE
OF THE STUDY
THIS
APART
INTERACT WITH THE HIGH PROFILE MANAGERS AS WELL AS WORKERS OF THE COMPANY .
THIS THIS
RESEARCH
PROVIDES
ME
THE
WAY
TO
FACE
ACTUAL
WORK
ENVIOURNMENT AT THE WORK PLACE . WILL HELP ME TO KNOW THE BEST METHOD OF THE TRAINING WHICH
TARGETS AND IDENTIFYING OPPORTUNITIES FOR IMPROVEMENT LOOKING BACK AT PAST PERFORMANCE . IS THE FUTURE
THE
THINGS BETTER ?
MANAGING
PERFORMANCE -BASED
DEMONSTRATE THAT
YOU KNOW WHAT YOU ARE AIMING YOU KNOW WHAT YOU HAVE YOU KNOW HOW
FOR
WHY IS IT IMPORTANT ?
THE MODERNIZING GOVERNMENT
AGENDA SETS CHALLENGING NEW PERFORMANCE
OBJECTIVES FOR ORGANIZATIONS , FROM THE DELIVERY OF HIGH QUALITY SERVICES THAT MEET THE NEEDS OF THEIR CUSTOMERS AND STAKEHOLDERS , TO DOING MORE WITHIN THE CONSTRAINTS OF AVAILABLE RESOURCES , THROUGH TO CONTINUOUS IMPROVEMENT IN HOW THE ORGANIZATION ITSELF OPERATES .
PERFORMANCE
MANAGEMENT UNDERPINS THE OPERATIONS AND PROCESSES WITHIN A STRATEGIC CHANGE PROGRAM FRAMEWORK .
SOUND
THE
IN
RESPONSE
TO
THE
PRESSURES
AND
OPPORTUNITIES
FOR
IMPROVING
ORGANIZATIONAL PERFORMANCE , YOU NEED TO UNDERSTAND HOW TO DEFINE AND MEASURE PERFORMANCE AS PART OF A CONCERTED STRATEGY FOR RELEVANT , SUCCESSFUL AND COST - EFFECTIVE OPERATIONS .
THAN OUTPUTS
MEASURING
EFFECTIVENESS ( DOING THE RIGHT THINGS ) AND EFFICIENCY RIGHT ) IN PARALLEL REWARD AND REMUNERATION WITH
INDIVIDUALS '
ACHIEVEMENT OF OUTCOMES .
WHO IS INVOLVED?
BUSINESS
MANAGERS ARE RESPONSIBLE FOR SETTING TARGETS AND MANAGING AGAINST THOSE TARGETS ; CONTRACT MANAGERS MONITOR
PERFORMANCE
SERVICE PERFORMANCE FROM THE CUSTOMER VIEWPOINT ; SERVICE PROVIDERS SUPPLY PERFORMANCE INFORMATION .
PRINCIPLES
PERFORMANCE
MANAGEMENT SHOULD BE AN INTEGRATED PART OF A BUSINESS LIFECYCLE HELPING AN ORGANIZATION TO MATURE THROUGH EVOLVING AND CHANGING PERFORMANCE MEASURES , FROM THEIR DEFINITION THROUGH TO MONITORING AND REVIEW IN ADDITION , BY INCLUDING THE
IS/IT
IT AS A 'DOWNSTREAM ' COST OF PROVISION , THERE SHOULD BE ENHANCED BENEFITS FROM AN INCREASED AND MORE EFFECTIVE CONTRIBUTION FROM ANY INVESTMENT MADE IN
IS/IT.
YOU
WILL NEED TO ENSURE THAT YOU HAVE ADOPTED SOUND PRACTICES IN AND ACQUIRING
COMMISSIONING IMPROVEMENT .
IS/IT
SERVICES
TO
ACHIEVE
PERFORMANCE FOR
PERFORMANCE
MANAGEMENT
IDENTIFIES
OPPORTUNITIES
PERFORMANCE
ROUTES , AFFORDABILITY AND SETTING INVESTMENT PRIORITIES IN THE FACE OF COMPETING DEMANDS FOR RESOURCES .
TOGETHER
THESE
OUTPUTS
WILL
CONTRIBUTE
TO
THE
ACHIEVEMENT OF THE OUTCOMES DESIRED BY THE ORGANIZATION AND THOSE OF THE GOVERNMENT AS A WHOLE.
1. THE
THERE
ARE THREE
OR FOUR LEVELS OF PERFORMANCE MANAGEMENT IN THE MODEL FRAMEWORK BELOW, SOME ORGANIZATIONS MAY COMBINE THE STRATEGIC LEVEL WITH THE ORGANIZATION S PRIORITIES LEVEL .
2. ORGANIZATION S
MANAGEMENT STRATEGY .
PRIORITIES :
AT
THE
HIGHEST
LEVEL
PERFORMANCE
IS ROOTED IN THE ORGANIZATION S LONG TERM BUSINESS AT THIS LEVEL ARE OF IMPACT , RESOURCE UTILIZATION
MEASURES
3. STRATEGIC
PERSPECTIVE . SERVICE
LEVEL
PERFORMANCE
MANAGEMENT :
AT
THIS
LEVEL
THE
"OUTSIDE
MEASURES
ARE OF OUTCOME , SUCH AS VOLUME AND VALUE OF TRENDS FOR INCLUSION , STAFF AND USERS '
TAKE -UP,
UPWARD
SATISFACTION .
4. PROGRAM
THIS LEVEL IS FOCUSED ON THE DESIRED RESULTS OF PROGRAMS OF CHANGE , TO DEMONSTRATE WHAT HAS BEEN ACCOMPLISHED .
THE
INCLUDE THOSE STATED IN INDIVIDUAL BUSINESS CASES . WOULD HELP TO DETERMINE IF THESE ARE ACHIEVED .
BENEFITS
MANAGEMENT
5. TACTICAL
THE MANAGEMENT FOCUS IS CONCERNED WITH SERVICE DELIVERY AND OUTPUTS , USING CONVENTIONAL SERVICE LEVEL AGREEMENT APPROACHES AND RELATED MEASURES OF ASPECTS SUCH AS VOLUMES AND QUALITY .
ALTHOUGH
WORTHWHILE -
VALUE
HAVING REGARD TO APPROPRIATE QUALITY THE RELATIONSHIP BETWEEN OUTPUTS , IN TERMS OF GOODS ,
EFFECTIVENESS AN ACTIVITY .
USING THE
SMART
TEST
TIMELY)?
THE
DEPEND , AMONG OTHER FACTORS , ON THE TYPE OF BUSINESS PROCESS WHICH IS BEING MEASURED .
OF ACTIVITIES WHICH TRANSFORM INPUTS INTO OUTPUTS AND CONTRIBUTE TO THE REALISATION OF OUTCOMES .
THE
(FOR
OPPOSED TO AUTOMATED
WHETHER
THE ACTIVITIES ARE PRIMARILY 'FRONT -OFFICE ' OR 'BACK - OFFICE '
THAT IS, THE AMOUNT OF DIRECT CONTACT WHICH THE STAFF HAVE WITH THE CUSTOMERS OR RECIPIENTS OF THE PROCESS
WHETHER
THE
THE AMOUNT
OF DISCRETION WHICH NEEDS TO BE EXERCISED IN THE ACTIVITIES OF THE CONTACT WITH THE CUSTOMER .
THE DURATION
PROCESSES
YOU WILL NEED TO REVIEW THE EFFECTIVENESS SETTING
PERFORMANCE TARGETS MEASURES OF PERFORMANCE RELEVANT TO THE TARGETS OUTCOMES OF YOUR PROCEDURES FOR :
DESIGNING
USING
IMPROVING
RESEARCH
SHOWS
THAT
MOST
ORGANIZATIONS
HAVE
THE
COMPONENTS
OF
PERFORMANCE MANAGEMENT IN PLACE , BUT THEY ARE NOT ALWAYS USED TO OVERALL ADVANTAGE .
POSSIBLE
FIVE -STEP
APPROACH
THAT
COULD
HELP
ORGANIZATIONS IN IMPROVING THE PERFORMANCE MANAGEMENT OF THE CONTRIBUTION IS OUTLINED BELOW , WITH SUGGESTED TECHNIQUES .
IS/IT
PERFORMANCE MANAGEMENT
DO
ESTABLISH
WHERE YOU ARE NOW AS A SERIES OF BASELINES , LOOKING AT MANAGEMENT AT STRATEGIC PROGRAM , TACTICAL AND
PERFORMANCE
OPERATIONAL LEVELS .
BOTTOM -UP
REASONABLY STRONG AND HAVE GOOD MANAGEMENT . WELL DEVELOPED FOR EFFECTIVENESS MEASURES
THIS
MAY NOT BE SO
INNOVATION ,
PROCESS
IMPROVEMENT ,
CUSTOMER
SATISFACTION ,
AND
MOST
UNDERSTANDING OF FINANCIAL MEASURE ; THIS LEVEL OF UNDERSTANDING NEEDS TO BE DEVELOPED FOR OTHER MEASURES .
STEP 2: IDENTIFY
ORGANIZATION
IS
OR IMPROVING THE ALIGNMENT , PERFORMANCE AND CONTRIBUTION OF THE INTERNAL AND EXTERNAL RESOURCES USED BY THE ORGANIZATION ?
IDENTIFY KEY
FLOWS
TECHNIQUES :
VALUE
CHAIN
ANALYSIS ;
BENCHMARKING
WITH
OTHER
BETWEEN STEPS
1 AND 2 -
PERFORMANCE
MANAGEMENT
AT
EACH
OF
THE
FOUR
LEVELS
(ORGANIZATION , TECHNIQUES : TO
ARE
THERE WEAKNESSES
IN AREAS THAT ARE IMPORTANT TO YOUR ORGANIZATION ? TO BECOME MORE OUTWARD LOOKING AND CUSTOMER - FOCUSED ,
USE THE WELL ESTABLISHED BALANCED SCORECARD AND ANSWER QUESTIONS ABOUT WHERE AND
IT
QUESTIONS
STEP 4: ESTABLISH
THE
THINGS THAT THE BUSINESS CONSIDERS IMPORTANT SUCH AS PRODUCT , PROCESS , SERVICE AND STAFF .
YOU
YOUR PARTICULAR PERSPECTIVE ON EFFECTIVENESS , EFFICIENCY AND ECONOMY AND AGAINST YOUR VALUES .
USE
DATABASES TO COLLECT
TECHNIQUES
ANALYSE TRENDS
INCLUDE
PROJECT LIFECYCLE
ON:
WE ACHIEVE WHAT WE SET OUT TO DO? WHERE ARE THE OPPORTUNITIES WHAT WHAT WHAT WHAT
CAN WE DO TO IMPROVE ? IS ACHIEVABLE ? IS IMPORTANT FOR OUR ORGANIZATION ? WAS ACHIEVED ? TO IMPROVE ?
ANSWERS TO:
TECHNIQUES :
PROCESS
ASSESSMENT ;
YOUR
OWN
TARGETS ,
LOOKING
AT
OBJECTIVES
OF A
PERFORMANCE
ITS
OBJECTIVE IS TO MAXIMIZE
INDIVIDUALS ' PERFORMANCE AND POTENTIAL WITH A VIEW TO ATTAINING ORGANIZATIONAL PRODUCTIVITY . GOALS AND ENHANCING OVERALL EFFECTIVENESS AND
DEPARTMENTS
VISION ,
MISSION
TO
ACHIEVE
THESE
BROAD
OBJECTIVES ,
DEPARTMENTS HAVE TO TURN THEM INTO SPECIFIC OBJECTIVES AND TARGETS FOR THE DIVISIONS , SECTIONS , UNITS AND SUBSEQUENTLY INDIVIDUAL JOB OBJECTIVES AND TARGETS FOR IMPLEMENTATION .
AS
INDIVIDUAL
JOB
OBJECTIVES ARE LINKED TO THOSE OF DEPARTMENTS ', THE PERFORMANCE OF INDIVIDUAL OFFICERS CONTRIBUTES TO THE DELIVERY OF DEPARTMENTAL OBJECTIVES .
TO THE
EVALUATE
PERFORMANCE
AND
IMPROVE
COMMUNICATION
BETWEEN
MANAGERS AND STAFF ON MANAGING PERFORMANCE STAFF PERFORMANCE MANAGEMENT SYSTEM PROVIDES A MECHANISM TO
PERFORMANCE
OBJECTIVES ARE
SET AT THE BEGINNING OF THE PERFORMANCE MANAGEMENT CYCLE THROUGH OPEN DISCUSSION BETWEEN THE SUPERVISORS AND THE APPRAISEES .
PROGRESS
IS MONITORED REGULARLY AND FEEDBACK FROM STAFF AND SUPERVISORS IS COLLATED TO HELP CLARIFY OBJECTIVES AND OUTPUT EXPECTATION ; AND TO ENHANCE PERFORMANCE .
TO PROVIDE THE
MANAGEMENT TOOL.
IT
INDIVIDUAL TRAINING NEEDS SO AS TO ENHANCE PERFORMANCE AND TO DEVELOP THE POTENTIAL OF THE STAFF FOR FURTHER ADVANCEMENT .
THE
ORGANIZATION AND
EMPLOYEES , ETC .) ARE WORKING TOGETHER IN AN OPTIMUM FASHION TO ACHIEVE THE RESULTS DESIRED BY THE ORGANIZATION .
AND ALIGNMENT OF ALL SUBSYSTEMS TO ACHIEVE THE OVERALL RESULTS OF THE ORGANIZATION , ORGANIZATION ANY FOCUS OF PERFORMANCE MANAGEMENT WITHIN THE
(WHETHER
IDENTIFICATION AND PRIORITIZATION OF DESIRED RESULTS , ESTABLISHING MEANS TO MEASURE PROGRESS TOWARD THOSE RESULTS , SETTING STANDARDS FOR ASSESSING HOW WELL RESULTS WERE ACHIEVED , TRACKING AND MEASURING PROGRESS TOWARD RESULTS , EXCHANGING ONGOING FEEDBACK AMONG THOSE PARTICIPANTS WORKING TO ACHIEVE RESULTS , PERIODICALLY REVIEWING PROGRESS , REINFORCING
ACTIVITIES THAT ACHIEVE RESULTS AND INTERVENING TO IMPROVE PROGRESS WHERE NEEDED .
NOTE:
ETC.
PERFORMANCE
MANAGEMENT
BRINGS FOCUS ON OVERALL RESULTS , MEASURING RESULTS , FOCUSED AND ONGOING FEEDBACK ABOUT RESULTS , AND DEVELOPMENT PLANS TO IMPROVE RESULTS .
THE
RESULTS MEASUREMENTS THEMSELVES ARE NOT THE ULTIMATE PRIORITY AS MUCH AS ONGOING FEEDBACK AND ADJUSTMENTS TO MEET RESULTS .
THE
DESIGNED TRAINING PROCESS , WHEN THE PROCESS CAN BE INTEGRATED WITH THE OVERALL GOALS OF THE ORGANI ZATION . RESULTS FOR PERFORMANCE .
TRAINERS
MANY
BASIC STEPS
VARIOUS
AUTHORS PROPOSE VARIOUS STEPS FOR PERFORMANCE MANAGEMENT .
THE
TYPICAL PERFORMANCE MANAGEMENT PROCESS INCLUDES SOME OR ALL OF THE FOLLOWING STEPS , WHETHER IN PERFORMANCE MANAGEMENT OF ORGANIZATIONS , SUBSYSTEMS , PROCESSES , ETC.
NOTE
VARY WIDELY , DEPENDING ON THE FOCUS OF THE PERFORMANCE EFFORTS AND WHO IS IN CHARGE OF CARRYING IT OUT .
FOR
AN
INDUSTRIAL PSYCHOLOGIST MIGHT IDENTIFY MORE HUMAN - BASED RESULTS , SUCH AS EMPLOYEE PRODUCTIVITY .
THE
PLAN ,
EXAMPLE APPLICATION .
THE
RESULTS
FOR
EXAMPLE , THE
PERFORMANCE PLAN ITSELF MAY BE UPDATED AS A RESULT OF LESSONS LEARNED DURING THE ONGOING OBSERVATION , MEASUREMENT AND FEEDBACK STEP.
NOTE: THE
EXAMPLE ,
GEARED TOWARDS PERFORMANCE IMPROVEMENT IN AN ORGANIZATION , FOR ACTIVITIES SUCH AS MANAGEMENT DEVELOPMENT , PLANNING ,
1. REVIEW
RESULTS IN TERMS OF UNITS OF PERFORMANCE , THAT IS, QUANTITY , QUALITY , COST OR TIMELINESS (NOTE THAT THE RESULT ITSELF IS THEREFORE A MEASURE )
2. SPECIFY
--
NEEDED BY OTHER DOMAINS (E. G., PRODUCTS OR SERVICES NEED BY INTERNAL OR EXTERNAL CUSTOMERS )
3. ENSURE
THE
RESULTS
DIRECTLY CONTRIBUTE
TO THE
4. WEIGHT , OR
5. IDENTIFY
DESIRED
FIRST -LEVEL MEASURES TO EVALUATE IF AND HOW WELL THE DOMAIN 'S RESULTS WERE ACHIEVED MORE SPECIFIC MEASURES FOR EACH FIRST -LEVEL MEASURE IF
6. IDENTIFY 7. IDENTIFY
NECESSARY STANDARDS FOR EVALUATING HOW WELL THE DESIRED RESULTS WERE
ACHIEVED (E. G., "BELOW EXPECTATIONS ", " MEETS EXPECTATIONS " AND " EXCEEDS EXPECTATIONS ")
A PERFORMANCE PLAN
--
(SOMETIMES
CALLED PERFORMANCE
12. IF 13. IF
FOR PERFORMANCE (THE NATURE OF THE REWARD DEPENDS ON THE DOMAIN ) PERFORMANCE DOES NOT MEET THE DESIRED PERFORMANCE STANDARDS , THEN
14. REPEAT
ETC.
STEPS
TO
NOTE 1: INADEQUATE
PERFORMANCE
SIMILARLY, THE
OVERALL STRATEGIES
OR THE ORGANIZATION , OR ITS MEANS TO ACHIEVING ITS TOP-LEVEL GOALS , MAY BE UNREALISTIC OR WITHOUT SUFFICIENT RESOURCES .
NOTE 2: WHEN
E.G.
A.
WHEN
B.
TO "BENCHMARK "
EFFORT
C.
AS
"GROWTH
D.
GAP
AS
PLANNED CHANGE IN ROLE IN THE ORGANIZATION , IN WHICH CASE THERE ALSO IS NOT A PERFORMANCE GAP AS MUCH AS AN " OPPORTUNITY GAP"
E.
TO "PILOT",
SYSTEM .
INVOLVES ITS EMPLOYEES , AS INDIVIDUALS AND MEMBERS OF A GROUP , IN IMPROVING ORGANIZATIONAL EFFECTIVENESS IN THE ACCOMPLISHMENT OF AGENCY MISSION AND GOALS .
CONTINUALLY DEVELOPING
PERFORMANCE ,
PERIODICALLY
THE
1995
TO THE
GOVERNMENT
SUPPORT
APPRAISAL PRINCIPLES .
REGULATIONS
SOUND
GREAT
THOSE REGULATIONS ESTABLISH WOULD COMPLEMENT AND NOT CONFLICT WITH THE KINDS OF ACTIVITIES AND ACTIONS PRACTICED IN EFFECTIVE
ADDITIONAL
PLANNING
IN
AN EFFECTIVE ORGANIZATION , WORK IS PLANNED OUT IN ADVANCE .
PLANNING
MEANS SETTING PERFORMANCE EXPECTATIONS AND GOALS FOR GROUPS AND INDIVIDUALS TO CHANNEL THEIR EFFORTS TOWARDS ACHIEVING IN OF THE THE THE
ORGANIZATIONAL PLANNING
GETTING
THEM
EMPLOYEES
PROCESS
UNDERSTAND
ORGANIZATION , WHAT NEEDS TO BE DONE , WHY IT NEEDS TO BE DONE , AND HOW WELL IT SHOULD BE DONE .
THE
REGULATORY
REQUIREMENTS
FOR
PLANNING
EMPLOYEES '
PERFORMANCE
INCLUDE ESTABLISHING THE ELEMENTS AND STANDARDS OF THEIR PERFORMANCE APPRAISAL PLANS .
PERFORMANCE
ELEMENTS , WORK
AND
STANDARDS AND
SHOULD
BE
MEASURABLE ,
UNDERSTANDABLE ,
ACHIEVABLE . AS
THROUGH
CRITICAL FOR
ACCOUNTABLE
INDIVIDUALS
ASSIGNMENTS
RESPONSIBILITIES .
EMPLOYEE
PERFORMANCE PLANS SHOULD BE FLEXIBLE SO THAT THEY CAN BE ADJUSTED FOR CHANGING PROGRAM OBJECTIVES AND WORK REQUIREMENTS .
WHEN
USED
EFFECTIVELY , THESE PLANS CAN BE BENEFICIAL WORKING DOCUMENTS THAT ARE DISCUSSED OFTEN , AND NOT MERELY PAPERWORK THAT IS FILED IN A DRAWER AND SEEN ONLY WHEN RATINGS OF RECORD ARE REQUIREMENT
MONITORING
IN
AN EFFECTIVE ORGANIZATION , ASSIGNMENTS AND PROJECTS ARE MONITORED CONTINUALLY .
MONITORING
AND PROVIDING ONGOING FEEDBACK TO EMPLOYEES AND WORK GROUPS ON THEIR PROGRESS TOWARD REACHING THEIR GOALS .
REGULATORY
REQUIREMENTS
FOR
MONITORING
PERFORMANCE
INCLUDE
CONDUCTING PROGRESS REVIEWS WITH EMPLOYEES WHERE THEIR PERFORMANCE IS COMPARED AGAINST THEIR ELEMENTS AND STANDARDS .
ONGOING
MONITORING
PROVIDES THE OPPORTUNITY TO CHECK HOW WELL EMPLOYEES ARE MEETING PREDETERMINED STANDARDS AND TO MAKE CHANGES TO UNREALISTIC OR
PROBLEMATIC STANDARDS .
AND
PERFORMANCE CAN BE IDENTIFIED AT ANY TIME DURING THE APPRAISAL PERIOD AND ASSISTANCE PROVIDED TO ADDRESS SUCH PERFORMANCE RATHER THAN WAIT UNTIL THE END OF THE PERIOD WHEN SUMMARY RATING LEVELS ARE ASSIGNED .
DEVELOPING EMPLOYEES
IN
AN EFFECTIVE ORGANIZATION , EMPLOYEE DEVELOPMENTAL NEEDS ARE EVALUATED AND ADDRESSED .
DEVELOPING
THE CAPACITY TO PERFORM THROUGH TRAINING , GIVING ASSIGNMENTS THAT INTRODUCE NEW SKILLS OR HIGHER LEVELS OF RESPONSIBILITY , IMPROVING WORK PROCESSES , OR OTHER METHODS .
PROVIDING
DEVELOPMENTAL OPPORTUNITIES ENCOURAGES GOOD PERFORMANCE , STRENGTHENS JOB - RELATED SKILLS AND COMPETENCIES , AND HELPS EMPLOYEES KEEP UP WITH CHANGES IN THE WORKPLACE , SUCH AS THE INTRODUCTION OF NEW TECHNOLOGY .
CARRYING
DURING
PLANNING
AND MONITORING OF WORK , DEFICIENCIES IN PERFORMANCE BECOME EVIDENT AND CAN BE ADDRESSED .
AREAS
AND ACTION CAN BE TAKEN TO HELP SUCCESSFUL EMPLOYEES IMPROVE EVEN FURTHER .
RATING
FROM
TIME TO TIME, ORGANIZATIONS FIND IT USEFUL TO SUMMARIZE EMPLOYEE
PERFORMANCE .
THIS
CAN
BE
HELPFUL
FOR
LOOKING
AT
AND
COMPARING NEED
ORGANIZATIONS
TO KNOW WHO THEIR BEST PERFORMERS ARE . W ITHIN THE CONTEXT OF FORMAL PERFORMANCE APPRAISAL REQUIREMENTS , RATING MEANS EVALUATING
EMPLOYEE OR GROUP PERFORMANCE AGAINST THE ELEMENTS AND STANDARDS IN AN EMPLOYEE 'S PERFORMANCE PLAN AND ASSIGNING A SUMMARY RATING OF RECORD .
THE
INCLUDED IN THE ORGANIZATION 'S APPRAISAL PROGRAM . IT IS BASED ON WORK PERFORMED DURING AN ENTIRE APPRAISAL PERIOD .
THE
A BEARING ON VARIOUS OTHER PERSONNEL ACTIONS ; SUCH AS GRANTING WITHIN -GRADE PAY INCREASES AND DETERMINING ADDITIONAL RETENTION
NOTE: ALTHOUGH
GROUP
PERFORMANCE
MAY
HAVE
AN
IMPACT
ON
AN
EMPLOYEE 'S SUMMARY RATING , A RATING OF RECORD IS ASSIGNED ONLY TO AN INDIVIDUAL , NOT TO A GROUP .
REWARDING
IN
AN EFFECTIVE ORGANIZATION , REWARDS ARE USED WELL.
REWARDING
MEANS
RECOGNIZING EMPLOYEES , INDIVIDUALLY AND AS MEMBERS OF GROUPS , FOR THEIR PERFORMANCE AND ACKNOWLEDGING THEIR CONTRIBUTIONS TO THE AGENCY 'S MISSION .
THOSE
CONSEQUENCES CAN
AND SHOULD BE BOTH FORMAL AND INFORMAL AND BOTH POSITIVE AND NEGATIVE .
GOOD
RECOGNITION
OF THE YOU"
LOT
LIKE SAYING
"THANK
REGULATORY AUTHORITY .
NONETHELESS,
RANGE OF FORMS THAT MORE FORMAL REWARDS CAN TAKE , SUCH AS CASH , TIME OFF , AND MANY NO MONETARY ITEMS . CONTRIBUTIONS THAT CAN BE
THE
REWARDED ,
ACCOMPLISHMENTS .
KEY
COMPONENT
PROCESS
WELL .
GOALS
ARE
SET
AND
WORK
IS
PLANNED
ROUTINELY . FEEDBACK .
PROGRESS HIGH
FORMAL
ALL
FIVE -
COMPONENT PROCESSES WORKING TOGETHER AND SUPPORTING EACH OTHER ACHIEVE NATURAL , EFFECTIVE PERFORMANCE MANAGEMENT .
FOLLOWING FEATURES :
OF
APPRAISES .
THESE
CAN
BE
ACHIEVED
PROVIDING
PERMITTING WHERE
REVIEW THE APPRAISAL BEFORE THE APPRAISAL INTERVIEW ; AND NECESSARY AN ASSESSMENT PANEL SHOULD BE FORMED TO ENSURE
ADOPTING
SPIRIT OF THE
COMPETENCY-BASED
COMPETENCY
REFERS TO THE KNOWLEDGE , ATTRIBUTES , ATTITUDE AND SKILLS REQUIRED TO PERFORM A JOB EFFECTIVELY . COMPETENCIES : CORE COMPETENCIES
THERE
AND
FUNCTIONAL
CORE
COMPETENCIES ARE THE GENERIC COMPETENCIES ASSOCIATED WITH EFFECTIVE PERFORMANCE REQUIRED BY A GROUP OF JOB HOLDERS IN A DEPARTMENT ACROSS DIFFERENT DIVISIONS /SECTIONS .
AN
EXAMPLE
IS
MANAGERIAL
COMPETENCIES
FUNCTIONAL
COMPETENCIES ARE
THE COMPETENCIES SPECIFIC TO CERTAIN JOB FUNCTIONS , SUCH AS COMPUTER PROGRAMMING SKILLS FOR PROGRAMMERS IN THE
COMPUTER SECTION
AND
TRAINING DIVISION
OF A DEPARTMENT .
COMPETENCIES
DEVELOPING
TO USE A COMMON LANGUAGE AND STRUCTURED WAY TO DEFINE AND DESCRIBE APPROPRIATE JOB BEHAVIORS AT DIFFERENT RANKS AS OFFICER S PROGRESS
THE
PROMO ABILITY TO THE NEXT HIGHER RANK AND IDENTIFY DEVELOPMENT NEEDS OF THE STAFF .
IT
ALSO
ENHANCES
THE
OBJECTIVITY
AND
TRANSPARENCY
OF
PERFORMANCE ASSESSMENT .
WHEN
ALIGNING SECURING
INDIVIDUAL PERFORMANCE OBJECTIVES WITH DEPARTMENTAL ONES , SENIOR MANAGEMENT 'S COMMITMENT , AND STAFF IN THE PROCESS .
INVOLVING
FURTHERMORE
AN
UNDULY LONG
FOR
SHOULD BE DEPARTMENT -SPECIFIC AND REFLECT THE MISSIONS , VALUES AND CULTURE OF THE DEPARTMENT .
ANY
LIST
OF
COMPETENCIES
CANNOT
BE
EXHAUSTIVE . I T ONLY PROVIDES THE COMMON LANGUAGE AND UNDERSTANDING OF THE KEY DIMENSIONS AND DESCRIPTIONS THAT WARRANT ATTENTION .
UPON
PERFORMANCE
OFFICER AND
PLANNING STARTS WITH A SESSION BETWEEN THE APPRAISING THE APPRAISEE TO AGREE ON THE LIST OF
THE
AGREED
LIST WILL INCLUDE THE OBJECTIVES OF THE SECTION /UNIT AND THE BROAD AREAS OF RESPONSIBILITIES OF THE APPRAISEES , THAT IS KEY RESULT AREAS
(KRAS).
A CONTINUOUS PROCESS
STAFF
PERFORMANCE MANAGEMENT CYCLE IS A CONTINUOUS PROCESS WHICH
INVOLVES
:
PLANNING
PERFORMANCE CONTINUOUS
PERFORMANCE PLANNING
PERFORMANCE
OFFICER AND PLANNING STARTS WITH A SESSION BETWEEN THE APPRAISING THE APPRAISEE TO AGREE ON THE LIST OF
THE
AGREED
LIST WILL INCLUDE THE OBJECTIVES OF THE SECTION /UNIT AND THE BROAD AREAS OF RESPONSIBILITIES OF THE APPRAISEES , THAT IS KEY RESULT AREAS
(KRAS).
SPECIFIC,
KRAS. THE
TARGETS ARE IN ALIGNMENT WITH THE OVERALL DEPARTMENTAL OBJECTIVES AND THAT THEY ARE CLEARLY UNDERSTOOD BY THE APPRAISEE .
DEPENDING
AGREE
ON THE NATURE OF THE JOB , APPRAISING OFFICERS MAY ALTERNATIVELY APPRAISES A LIST OF KEY RESPONSIBILITIES WITH SPECIFIC
WITH
PERFORMANCE RESULTS .
THIS
OFFICERS WITH THE YARDSTICK TO OBJECTIVELY DISCUSS , MONITOR AND ASSESS PERFORMANCE .
THE
AFTER
WORK
TARGETS AND STANDARDS HAVE BEEN DECIDED AND PERFORMANCE OBJECTIVES AGREED UPON , THE APPRAISING OFFICER SHOULD START THE COACHING AND DEVELOPMENT REGULAR APPRAISAL . PROCESS WHICH THREADS THROUGH PERFORMANCE AND PLANNING ,
FEEDBACK
AND
GUIDANCE ,
INTERIM
REVIEWS
PERFORMANCE
COACHING
PERFORMANCE . I T AIMS AT :
THROUGH
AND FOLLOWED .
INTERIM REVIEW
AN
INTERIM REVIEW IS A SCHEDULED , FORMAL DISCUSSION BETWEEN THE
APPRAISING OFFICER AND THE APPRAISEE TO REVIEW THE LATTER'S PROGRESS IN MEETING THE AGREED OBJECTIVES /RESPONSIBILITIES . THE MIDDLE OF THE APPRAISAL PERIOD .
THIS
AN
PROVIDE AN OPPORTUNITY FOR ADDITIONAL COACHING , FOR PROBLEM SOLVING , AND FOR UPDATING OBJECTIVES /RESPONSIBILITIES .
AN INTERIM
IDENTIFY
DETERMINE APPROPRIATE RESPONSES ON CORRECTIVE MEASURES . SHOULD USE THIS OCCASION TO RECOGNIZE AND
SUPERVISORS
GOOD
ENCOURAGE
PERFORMANCE .
ON
ASSESS
ASCERTAIN
APPRAISER S PERFORMANCE IN THE LATTER HALF OF THE REPORTING CYCLE AND PUT IN PLACE PREVENTIVE MEASURES ; AND
REVIEW
ARE REQUIRED .
PERFORMANCE APPRAISAL
PERFORMANCE
PERFORMANCE ASPECTS : APPRAISAL IS THE FORMAL ASSESSMENT ON THE APPRAISEE S FOR THE APPRAISAL PERIOD .
IT
COVERS
THE
FOLLOWING
HOW
WHETHER THE
AND
WHAT
SORT
OF
PERSONAL /CAREER
DEVELOPMENT
AND
TRAINING
COUNTERSIGNING AN INTERVIEW
FORM BEFORE THE APPRAISAL INTERVIEW IS CONDUCTED ; AND RECORD HAS TO BE PREPARED AND SIGNED BY BOTH PARTIES .
FOR
APPRAISAL , THE GRADE MANAGEMENT MUST TAKE THE INITIATIVE TO ENSURE ANY NECESSARY FOLLOW UP ACTIONS ARE TAKEN IN A TIMELY AND APPROPRIATE MANNER .
THESE
SUPERVISORS TO DEVELOP THE STAFF 'S COMPETENCIES . TRAINING AND DEVELOPMENT IDENTIFIED INTO THE TRAINING AND
COMMON
INCORPORATION
TO
ENSURE
CONSISTENCY
IN
ASSESSMENT
STANDARDS
AND
FAIRNESS
IN
PERFORMANCE RATING IN STAFF APPRAISALS , HEADS OF DEPARTMENTS /GRADES MAY CONSIDER IF AN ASSESSMENT PANEL SHOULD BE SET UP.
AN
ASSESSMENT
AN
AT
THE
START OF A REPORTING CYCLE , THE ASSESSMENT PANEL WILL MEET TO DISCUSS THE MARKING CRITERIA AND STANDARD .
STAFF
CRITERIA AND STANDARD AND CLEAR GUIDELINES WILL BE ISSUED TO APPRAISING OFFICERS .
THE
OF
ASSESSMENT PANEL WILL REVIEW THE COMPLETED REPORTS ON THE BASIS PANEL MEMBERS ' KNOWLEDGE ABOUT THE PERFORMANCE OF THE
APPRAISEES . IF THE ASSESSMENT PANEL DISAGREES WITH THE ASSESSMENT OF A REPORT , THE REVIEWING OFFICER AND THE APPRAISING /COUNTERSIGNING
AMENDMENTS
2. PROJECT
OBJECTIVE OF THE PROJECT INTRODUCTION OF THE PROBLEM PRIMARY OBJECTIVE TO UNDERSTAND THE BASIC FEATURES OF PERFORMANCE
MANAGEMENT PLAN OR PERFORMANCE ASSESSMENT IN
HPL
ADDITIVES LTD
SUCCESS OF PREVIOUS YEARS .
SECONDARY OBJECTIVE
TO
IDENTIFY WHICH OF THE FUNCTIONAL ASPECTS / ASPECTS /
PARAMETERS
WHICH DYSFUNCTIONAL
PARAMETERS
SOME SUGGESTION FOR INCREASING THE FORMER AND REDUCING THE LATTER IN OTHER WORDS TO MOVE FROM DYSFUNCTIONAL TO FUNCTIONAL PERFORMANCE ASSESSMENT .
OPPORTUNITY TO EXPLORE THE REALITIES OF INDIA S LEADING COMPANIES AS A RESEARCHER EXPERIENCE . AND GATHER KNOWLEDGE FROM ITS VAST REPERTOIRE OF
IT
RESPONSIBILITIES TAKEN AND THE SKILL REGAINED BY THE EXECUTIVES OF THE ORGANIZATION TO REFORM HEIR JOBS EFFECTIVELY AND EFFICIENTLY .
THE
PROJECT NOT ONLY HELPS ME TO ENHANCE MY PRACTICAL KNOWLEDGE BUT IT ALSO HELP ME TO UNDERSTAND HOW PERFORMANCE MANAGEMENT WORK INTO THE ORGANIZATION AND HOW EXECUTIVES ASSESS THEIR OWN EMPLOYEE INTO THE ORGANIZATION .
THE
HR
MANAGER .
IN
PERFORMANCE MANAGEMENT
SYSTEM
1. DEVELOPMENT
JOB DESCRIPTION
2. SELECT APPROPRIATE
3. NEGOTIATE
STANDARDS
REQUIREMENT
AND
ACCOMPLISHMENT
BASED
PERFORMANCE
MEASURES .
7. CONDUCT 8. DESIGN
INFECT
PROCESS IS TOO TIME CONSUMING ONES THE FUNCTION OF DEVELOPMENTAL GOAL IS IN PLACE HOWEVER TIME TO AN ADMINISTRATOR THE SYSTEM DECREASES .
EACH
OF
THESE STEPS TO TAKEN WITH THE PARTICIPATION AND COOPERATION OF THE EMPLOYEE FOR BEST RESULTS .
A GOAL .
HOLD
INTERIM
DISCUSSIONS
AND
PROVIDE
FEEDBACK
ABUTS
EMPLOYEE
PERFORMANCE .
MAINTAIN
PROVIDE
USE 360`
PERFORMANCE
FEEDBACK SYSTEM .
DEVELOP
PRIOR TO FILLING THE FORM PLEASE READ CAREFULLY INSTRUCTIONS TO THE APPRAISER
APPRAISE
THE EMPLOYEE IN RELATED TO THE POSITIONS HELD DURING THE
PREJUDICE .
CONSIDER THIS
OTHER FACTORS . FROM WILL NOT BE TREATED AS COMPLETE AND PROCESSED FURTHER
THE
NORMALLY ATTENDED BY THE EMPLOYEE AND MANAGER ONLY ; BUT WHEN RELEVANT , ANOTHER MANAGER WILL ALSO PARTICIPATE ( E. G. FUNCTIONAL HEAD
/ HR PERSON ).
EXEMPLARY
PERFORMANCE
- FAR
GROWTH
POTENTIAL UNLIMITED .
EMPLOYEE .
GENERAL
KEY
RESPONSIBILITY AREAS RELATE TO THE KEY RESULT AREA ON GOING AND IN THE ACHIEVEMENTS AND PERFORMANCE AGAIN EACH ONE.
INHERENT
TARGETS
THE MANAGER .
TARGET
WITHIN THE KEY RESPONSIBILITY AREAS . THE MANAGER AND THE SUBORDINATE .
TARGET
EACH
SUCH A WAY THAT IT WILL BE CLEAR WHEN IT IS MET AND MUST INCLUDE THE TIME FRAME IN WHICH IT ELEMENTS TO ENSURE CONSISTENCE AS SUMMARIZED
T-TIMER
ALTHOUGH
IT
IS
ANTICIPATED
THE
PERFORMANCE AGAINST THE TARGET WILL BE ASSESSED QUARTERLY , IT IS RESPONSIBILITIES QUARTERLY . ARE REVIEWED AT APPROPRIATE ENSURE THAT IN AT TRAVELS ALL EVERY THE
THE
MANAGER
SHOULD
TIMES
TARGET.
1 KRA/
STATED .
IN
SOME CASES IT WILL BE NECESSARY FOR THE OBJECTIVE TO BE ON A SEPARATE SHEET AND THIS DOCUMENTS SHOULD BE
AMPLIFIED
b)
WERE
COMMENTS
c) AT
SECTION 1. THE
ENTER
D)
THIS
APPRAISEE /MANAGER S
VIEW
OF
THE
OVERALL
PERFORMANCE .
ASSESSMENT
THE
AIM IS TO
OR
a)
RATING
FUNCTIONAL HEAD
/ SALARY
DISCREPANCY
/ REWARDS / MOVEMENT
IS RECOMMENDED .
B)
SIGNATURE
MANAGERS AND EMPLOYEES SHOULD SIGN THE FORM AT THE END OF THE
THE
DISCUSSION ACKNOWLEDGING THAT THE OBJECTIVES OF THE APPRAISAL HAVE BEEN ACHIEVED AND EMPHASIZING A JOINT COMMITMENT TO IMPLEMENT AND ACTIONS
AGREED UPON .
SIGNATURES
THE HR
TRAINING IDENTIFICATION FORM HAS TO BE FILLED AND RETURNED TO THE DEPARTMENT . IN THE MONTH OF THE
APRIL
THE
MANAGER SHOULD RETURN THE COMPLETE FIELD FORM WITHIN TEN DAYS
ANNUAL REVIEW
PERIOD TO THE
HRD
DEPT.
RELEVANT FOLLOW
UP ACTION.
IT
IS ONE MANNER IN
WHICH ONE PROCEEDS WITH HIS RESEARCH DESIGN ADOPTED . DONE IS EXPLORATORY AND ANALYTICAL IN NATURE .
THE
RESEARCH
THE
MAJOR EMPHASIS IN
RESEARCH
IS DONE
FIRSTLY
MANAGEMENT ?
IN
WHAT
DID
30.IT
WAS CONDUCTED
SUPPORT
AND
SERVICE ?
DID
ANALYSIS
AND
PREPARED
COLUMN
CHARTS
ACCORDING
TO
THE
THE
FOLLOWED IN
PERFORMANCE MANAGEMENT .
COLLECTED , THE SECONDARY DATA , WHICH HAS BEEN USED TO CARRY OUT THIS
* PERFORMANCE
EVIDENCE ,
IN THE FORM OF A
HYPOTHESIS TEST ,
INDICATES OTHERWISE
RESEARCHER HAS A CERTAIN DEGREE OF CONFIDENCE , USUALLY THE DATA DOES NOT SUPPORT THE NULL HYPOTHESIS . EXPERIMENT TO FAIL TO REJECT THE NULL HYPOTHESIS .
95%
99%,
THAT
IT
IS POSSIBLE FOR AN
IN
THIS
INCLUDES
SETTING PERFORMANCE EXPECTATION AND GOALS FOR INDIVIDUAL IN ORDER TO CHANNEL EFFORT TOWARDS ACHIEVING THE ORGANIZATIONAL OBJECTIVES .
INVOLVINNG
EMPLOYEE
IN
PLANNING
PROCESS
IS
ESSENTIAL
TO
THEIR
UNDERSTANDING OF THE GOALS OF THE ORGANIZATION , WHAT NEEDS TO BE DONE , WHY IT NEEDS TO BE DONE , AND EXPECTATION OF ACCOMPLISHING THE GOALS .
2.9 2.8 2.7 Score 2.6 2.5 2.4 2.3 2.2 Overall Sales Service Support 2.61 2.47 2.89 2.83 Series1
Function
THE PMS
WAY.
IN TERMS OF PLANNING IN
FAIRS AROUND
THEY
NEED TO DESIGN THE ENTIRE PLANNING SESSION TAKING INTO THE ASPIRATION AND NEED OF THE PEOPLE WHOSE
CONSIDERATION
3.1.1.
DESIGNING
MONITORING
EFFECTIVE FEEDBACK INTO A PERFORMANCE MANAGEMENT
PROGRAMME WILL IMPROVE INDIVIDUAL AND TEAM PERFORMANCE AND WILL MAKE YOUR ORGANIZATION MORE EFFECTIVE .
WITH
EFFECTIVE FEEDBACK
PROCESS , EMPLOYEES CAN SEE THEIR PROGRESS AND THAT MOTIVATES THEM TO REACH THEIR PERFORMANCE GOALS EFFECTIVELY .
3.1 3 2.9 2.8 Score 2.7 2.6 2.5 2.4 2.3 Overall Sales 3.02 2.93 2.54 Service Support 2.95 Series1
Function
THE PMS
OF
WHERE THEY NEED TO DEVELOP A FEEDBACK CHANNEL INTO THE SYSTEM , WHICH WILL CAPTURE THE FEEDBACK IN HOLISTIC WAY AND MUST BE PART OF ORGANIZATIONAL CULTURE .
3.1.2.
PROVIDING
DEVELOPING EMPLOYEES
EMPLOYEES WITH TRAINING AND DEVELOPMENT OPPORTUNITIES
ENCOURAGES THE GOOD PERFORMANCE , STRENGTHEN JOB RELATED SKILLS AND COMPETENCIES PLACE .
1.84 1.53
1.52
1.37
Series1
Overall
Sales
Service
Support
Function
PMS IS
AND
TRAINING
WHERE
ORGANIZATION
EQUIPS
3.1.3.
RATING
EMPLOYEE PERFORMANCE AGAINST THE ELEMENT AND STANDARD IN AN EMPLOYEE PERFORMANCE APPRAISAL PLAN AND ASSIGNING A RATING OF RECORD .
3.5 3 2.5 Score 2 1.5 1 0.5 0 Overall Sales Service Support 2.99 2.56 3.00 3.25 Series1
Function
THE RATING OF PERFORMANCE APPRAISAL SYSTEM IN HPL ADDITIVES LTD IS SATISFACTORY , RATINGS ARE MORE
OBJECTIVE FOR SALES
THOSE
CONSEQUENCES SHOULD BE BOTH FORMAL AND INFORMAL AND BOTH POSITIVE AND NEGATIVE . REWARDS
POSITIVE
AND
CONSEQUENCES
INCLUDE
CONSEQUENCES REASSIGNING ,
REMOVING OR DOWNGRADING .
1.78
Overall
Sales
Service
Support
Function
THE
PRINCIPLE
OF
EXECUTION ACHIEVES THE END WITH BEST MEANS AND DELIVERS THE BEST RESULT .
3 2.5 2 Score 1.5 1 0.5 0 Overall Sales Service Support 1.61 2.57 1.82 1.64 Series1
Function
NEED TO WORK FOR SALES , WHERE THEY NEED TO DESIGN THE NEW
PMS SYSTEM.
WHICH
SHOWS
HPL
ADDITIVES
LTD
HIGHLY
ORGANIZATION
WHICH
CONTINUALLY
, MID YEAR REVIEW , AND NEED TO TEACH THEY KRA SESSIONS FOR EACH
APPRAISER AND
APPRAISEE
4. RECOMMENDATIONS RECOMMENDATIONS
1. THOUGH
MORE
EMPLOYEE EMPOWERMENT .
2. EMPLOYEES
3. WHILE
4. EXECUTIVES
5. THE
TERM BASIS .
6. THE (CANDIDATES )
7. SEPARATE
KRA
BE DISCUSSED AND SIGNED JOINTLY BETWEEN THE APPRAISER AND THE APPRAISEE .
SHOULD INTRODUCE MID YEAR REVIEW INTO THE THE EMPLOYEE AND PROVIDE THEM WITH
RATE
5. CONCLUSION
HPL ADDITIVES LTD THERE
THOUGH SEEMS TO BE AN OPEN ORGANIZATION BUT HAS A
CONSERVATIVE APPROACH TOWARDS ITS PERFORMANCE MANAGEMENT POLICIES . ARE MANY WORKER POLICIES PROVIDED FOR THEM.
BESIDES
THIS, THEIR
THERE
ONLY
BASIC AMENITIES
THUS
STRENGTHS
DEVELOPMENT OF WORKFORCE .
LEVEL .
6. BIBLIOGRAPHY
BOOKS
ORGANIZATIONAL - ROBBINS , STEPHEN P HUMAN RELATIONS - VENKATA RATNAM ,
BEHAVIOR
AND
WEB SITES
WWW . GOOGLE . COM WWW . HRMGUIDE . NET WWW . MANAGEMENTSCIENCE . ORG WWW . LONDONEXTERNAL . AC. UK WWW . HR. COM WWW . WIKIPEDIA . COM
THE
FUTILE IF THE APPRAISALS ARE NOT DONE OBJECTIVELY BASED ON ACTUAL PERFORMANCE DURING THE ASSESSMENT PERIOD .
SCANT
REGARD TO THIS
EXERCISE MAY DENOTATIVE THE WILLING AND COMMITTED EMPLOYEES AND RATED THEIR GROWTH AND DEVELOPMENT IN THE ORGANIZATION .
NAME: GRADE: DESIGNATION : REGION: LAST CHANGE OF GRADE IN (MM/YY): PERSONAL & EDUCATIONAL 1. 2. 3.
QUALIFICATION (WITH
TO
QUART PERIO
E R
1. 2. 3. 4. ANNUAL
RATING
GOAL
(TO
SETTING
BE FILLED AFTER DISCUSSING WITH YOUR MANAGER . I N CASE YOU HAVE HAD
CHANGE IN THE ASSIGNMENT , OR MANAGER , HAVE THE FIGURE ATTESTED BY YOUR FORMER MANAGER WHEREVER POSSIBLE .)
NAME OF APPRAISEE : APPRAISAL PERIOD : QTR (JAS/OND/JFM/AMJ) TICK WHICHEVER QTR IS APPLICABLE KRAS/ASSIGNMENTS TARGET FOR QTR ACHIEVEMENTS
EC. N O.:
THE
RATING
GUIDE FOR ACHIEVEMENT RATING (1) OUTSTANDING , (2) VERY GOOD , (3) GOOD, (4) NOT EXPECTATION
UP TO THE
EXPECTATIONS
II.
IN
CASE
OF
SHORTFALLS
(IF
ANY ),
LIST
THE
QUARTER.
III.
MEMBERS .
PERFORMANCE
RATING
DURING
THE
Signature
of
the
NAME OF APPRAISEE : ____________________________ EC. NO.: ___________________ APPRAISAL PERIOD FROM: __________________T O: ______________________________ SELF-APPRAISAL : 1. DOES YOUR ROLE FULLY UTILIZE QUALITATIVELY
YOUR KNOWLEDGE SKILLS ?
QUALITATIVELY
2. WHAT ADDITIONAL
3. LIST
REVIEW .
OF THE
BY THE
Q UALITIES/AREAS QUALITY OF WORK COST SAVING ASSIST OTHERS CREATIVE THINKING TEAM LEADER /TEAM PLAYER INDEPENDENT WORKING
EXPENDABILITY INTERNAL CUSTOMERS SATISFACTION FARSIGHTEDNESS ANALYTICAL /LOGICAL APPROACH INTERACTION WITH SENIORS /CROSS FUNCTION PROBLEM SOLVING CAPABILITY COMMUNICATION PROFESSIONAL /TECHNICAL KNOWLEDGE
RATING
BEHAVIOR/ATTITUDE
GUIDE FOR RATING (1) OUTSTANDING , (2) VERY GOOD , (3) GOOD, (4) NOT UP TO THE EXPECTATION
2. LIST
SPECIFIC
STRENGTHS /
AREAS
TO
BE
FOCUSED
FOR
INDIVIDUAL S
DEVELOPMENT .
STRENGTHS
AREAS OF DEVELOPMENT
3. What are the other areas where individuals potential can be explored?
OF
THE
APPRAISE _________________
S IGNATURE
OF
THE
APPRAISER ___________
RATING :
BOTTOM 5%
IF
25%
(AUTHORIZED SIGNATORY )
(Please tick whichever is applicable) Final Recommended with respect to (If any): 1 2 3 4 Promotion: Salary Discrepancy: Exceptional reward: Movement:
New Structure (To be filled by HRD) Confirmation/probation/increment w.e.f. :_____________________ Compensation level/basic/designation: ________________________
SECTION-5 ASSESSEMENT FOR DEVELOPMENT AND GROWTH (Identification of training and Development Need .To be sent to HRD in the first week of April) (For the use of HRD) NAME: DEPARTMET: DESIGNATION: EC.NO. GRADE: LOCATION:
ON THE
UNDERTAKEN BY THE APPRAISE IN THE PREVIOUS YEARS ) COURSES/TRAINING UNDERWENT E FFECTIVENESS /IMPACT ON THE APPRAISER S PERFORMANCE
1. 2. 3. 4. Training Needs Identification (Specify on the type of Soft Skills like Communication/ Presentation skills, supervisory Development, selling skills, Motivation & team building, attitudinal skills and Technical Training you will like the appraise to under to order To improve his/ her performance on the job to meet future needs) 1. 2. 3. 4. 5. 6.