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

MASTER OF BUSINESS ADMINISTRATION.

Under the guidance of: Submitted By:

Mrs. ARCHANA CHOUDHARY SANAT KUMAR PRADHAN
(Company Guide) Regd. No. : 23/583/09
Roll No. : 10MBA660
K. PALANI NICE, TALCHER
(Faculty Guide)


Submitted To:





DDCE,SAMBALPUR UNIVERSITY


GUIDE CERTIFICATE
This is to certify that Sanat Kumar Pradhan, MBA, has done her project, under the
guidance and assistance of the undersigned. Her study was on A SYSTEMATIC
APPROACH TOWARDS AN EFFECTIVE PERFORMANCE APPRISAL-A PROJECT
REPORT ON ULTRATECT CEMENT LIMITED, JHARSUGUDA CEMENT WORKS.
She has done all the field work as assigned to him by the company authorities and completed
the project with sound data analysis and good conclusions.
I find all the implications of her study have some insights to the companys goal.
Sanat Kumar Pradhan has done her job with full sincerity and disciplined effort.
I wish all success in her career and future endeavors.

Mrs. Archana Choudhary
(Company Guide)



ACKNOWLEDGEMENT
At the very outset I am much grateful to God for his blessing showed up on me to complete
my project. I hereby thank the authority of department of MBA, NICE, TALCHER for
providing me an opportunity of doing our project with UltraTech cement works, Jharsuguda,
which has definitely helped us in understanding the application of HR from the industry
prospective. I would also like to pay my gratitude to UltraTech cement works, Jharsuguda
which had given me a chance to undergo the project. I acknowledge my gratitude to
Mrs. Archana Chaudhary for her help & support in preparing the report and for her kind,
valuable guidance, suggestion and advices she extended to me.
I am also grateful to my friends whose in valuable assistance and guidance help me in making
this report.
Finally, I would thank all those who have been directly or indirectly connected with my
venture. Especially my parents and my family members whose keen interest, encouragement,
prayers and blessings were always there as source of strength and without which I would
never have reached this point.

Sanat Kumar Pradhan
Regd. No. 23/583/09
Roll No. : 10MBA660
DECLARATION
I do hereby declare solemnly that this project report, A SYSTEMATIC APPROACH
TOWARDS AN EFFECTIVE PERFORMANCE APPRISAL - A PROJECT REPORT ON
ULTRATECH CEMENT LTD. JHARSUGUDA CEMENT WORKS.
Is confined to JHARSUGUDA CEMENT WORKS, JSG jurisdiction is my own and neither
been or published elsewhere.




Sanat Kumar Pradhan

EXAMINERS CERTIFICATE

This project is submitted by Sanat Kumar Pradhan of MBA bearing the
Roll No. 10MBA660 under DDCE, Sambalpur University and forwarded for
evaluation.



Internal Examiner External Examiner


CERTIFICATE OF APPROVAL

This is to Certify that the Project Entitled:
A SYSTEMATIC APPROACH TOWARDS AN EFFECTIVE PERFORMANCE APPRISAL

Submitted by Sanat Kumar Pradhan (Enr. No 23/583/09), Sambalpur University, Burla
towards partial fulfillment of the requirements for the award of the degree of Master of
Business Administration (MBA) is a bona fide record of the work carried out by him under
the able guidance of K. Palani, Faculty, NICE, Talcher.




(Approval of the Center Director)




CONTENTS

CHAPTER : 1
Introduction to Performance appraisal.
Process.
Methods.
Review of literature.
CHAPTER : 2
The present study/methodology of Performance appraisal.
Need significant of study.
Objective of study.
Scope of study.
Research methodology .
Effective & successful Performance appraisal .
Limitation of study.
CHAPTER : 3
Organization profile.
Industry profile.
PA Process Adopted By Ultra Tech Cement .
CHAPTER : 4
Data analysis.
CHAPTER : 5
Findings and suggestions.
Conclusion.
Bibliography.



CHAPTER-1
INTRODUCTION OF PERFORMANCE APPRAISAL
The history of performance appraisal is quite brief. Its roots in the
early 20
th
century can be traced to Taylors pioneering time and motion studies. But
this is not very helpful, for the same may be said about almost everything in the field
of modern human resource management.
As a distinct and formal management procedure used in the evaluation of work
performance, appraisal really dates from the time of the Second World War not
more than 60 years ago.
Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of
things historical, it might well lay claim to being the worlds second oldest profession!
The meaning of the word appraisal is to fix a price or value for something. This
is used in finance in terms such as project appraisal or financial appraisal where a
value is attached to a project. Similarly performance appraisal is a process in which
one values the employee contribution and worth to the organisation.
Performance appraisal is an important part of performance management. In itself
its not performance management but it one of the range of tools that can be used
to performance.
People differ in their abilities and aptitudes. There will be some differences in
their quality and quantity of work done by different employee even on the same jobs.
So its important to know for management, talking these differences the employees
having better abilities may be rewarded and the wrong placement of employees may
be rectified through transfer. The individual employee may also like to know the level
of his performance in comparison to his fellow employee so that he may improve
upon it.
Performance measures the qualitative and quantitative aspects of job
performance. An appraisal evaluates not only the employees performance but also
his potential for development. The primary objectives of an appraisal are to asses
past performance, to identified training needs, to set and agree on future objectives
and standard and facilitate the achievement of these goals.
In simple words, performance appraisal is a systematic evaluation of the
individual with respect to his performance on the job and his potential for
development. Its formal programmed in an organisation which is concern not only
the contribution of the members who form part of the organisation but aims at
spotting the potential also.
The satisfactory performance is only a part of the system as and the
management needs more information than mere performance ratings of the
subordinates. There are two opinions about the necessity of performance appraisal
which can meet these requirements of the management to achieve the
organisational goals.
Thus there is a great need to have suitable performance appraisal system to
measure the relative merit of each employee. Performance appraisal is often the
central pillar of performance management because performance appraisal usually
reviews past behaviour and so provides an opportunity to reflect on performance.
Performance appraisal always assumes that the employee understood what his
performance standards were and that the supervisor also provides the employee
with the feedback, development and initiatives required to help the person eliminated
performance deficiencies or to continue to perform above par. The aim should be to
performance.
Performance appraisal may be defined as a structural formal interaction
between a subordinates and supervisors that usually takes the form of periodic
interviews either annual or semi-annual, in which the work performance of the
subordinates is examines and discussed, with a view to identifying weakness and
strengths as well as opportunity for improvement and skill development.
Five elements of performance appraisal are:
1. Measurement
2. Feedback
3. Positive reinforcement
4. Exchange of views
5. Agreement

PROCESS
Employee performance appraisal process:-
The purpose of this process is to ensure that an organisation is able to provide
high quality service to meet the service needs of customers. This achieved by
promoting employee competence and development. It should ensure that all new
employees are competent to perform the basic responsibility of the job, held
accountable for job expectations and that all current employees continue to learn
new information and develop new skills.
The first step in the process of performance appraisal is the setting up of the
standards which will be used to as the base to compare the actual performance of
the employees. This step requires setting the criteria to judge the performance of the
employees as successful or unsuccessful and degrees of their contribution to the
organisational goals and objectives.
Establishing performance standards
Communicating standards and expectation
Measuring the actual performance
Comparing with standards
Discussing with results (providing feedback)
Decision making (taking corrective action)

Now, if the above process occurs, the formal, annual performance appraisal process
should be more of a formality. There should be no surprises at this session. If
ongoing performance review has occurred, this session can concentrate on a
thorough review of your overall performance, but more importantly can concentrate
on setting goals for the coming year. Those should include specific areas of
improvement, project goals, and specific learnings that should take as your move
forward. The components of an effective process are:-
GOALS:-
Along with your supervisor, you should establish key goals on a regular basis.
A few points to keep in mind are: make sure the goals are few in number (3-5) so
that you can focus on them. Some of these will be in common with other employees
and others will be specific to you.
ON-GOING LEARNING:-
To support your goals, learning that will be required to achieve these goals
should be defined and should provide continual development and growth. Focus on
knowledge and skills you will need to be effective now and in the future.
COMPETENCIES:-
For every employee expected competencies should be defined. They fall into
two categories.
1. Those that apply to all employees and are important for the organisation to
remain successful.
2. These may be things like customer service and employee satisfaction or
engagement.
The performance appraisal form must be completed by the employees MPP.
Once completed, the appraisal should be reviewed with the employee. Once the
appraisal finalised, it should be signed by both the MPP (management personnel
plan employees) and the employee and then forwarded directly to the office of the
director of human resources; depending on the departments normal processing
procedures.
The performance appraisal form must be completed by the employees MPP.
The MPP can obtain information for the evaluation the employees working
supervisor or lead person. Once the appraisal is completed in draft form, it should be
disscussed with the employees.

METHODS OF PERFORMANCE APPRAISAL
A number of methods are now available to assess the performance of the
Employees.
1. Critical Incident Method
Critical incident appraisal focuses the raters attention on those critical or key
behaviors that make the difference between doing a job effectively and doing it
ineffectively. What the appraiser does is write down little anecdotes that describe
what the employee did that was especially effective or ineffective. In this approach to
appraisal, specific behaviors are cited, not vaguely defined personality traits. A
behaviorally based appraisal such as this should be more valid than trait-based
appraisals because it is clearly more job related. It is one thing to say that an
employee is aggressive or imaginative or relaxed, but that does not tell anything
about how well the job is being done. Critical incidents, with their focus on behaviors,
judge performance rather than personalities. Additionally, a list of critical incidents on
a given employees provides a rich set of examples from which the employee can be
shown which of his or her behaviors are desirable and which ones call for
improvement. This method suffers from following two drawbacks:
(a) Supervisors are reluctant to write these reports on a daily or even weekly asis
for all of their subordinates as it is time consuming and burdensome for them
(b) Critical incidents do not lend themselves to quantification. Therefore the
comparison and ranking of subordinates is difficult.
2. Checklist
In the checklist, the evaluator uses a bit of behavioral descriptions and checks
of those behaviors that apply to the employee. The evaluator merely goes down the
list and gives yes or no responses. Once the checklist is complete, it is usually
evaluated by the staff of personnel department, not the rater himself. Therefore the
rater does not actually evaluate the employees performance; he/she merely records
it. An analyst in the personnel department then scores the checklist, often weighting
the factors in relationship to their importance. The final evaluation can then be
returned to the rating manager for discussion with the subordinate, or someone from
the personnel department can provide the feedback to the subordinate.
3. Graphic Rating Scale
One of the oldest and most popular methods of appraisal is the graphic rating
scale. They are used to assess factors such as quantity and quality of work, job
knowledge, cooperation, loyalty, dependability, attendance, honesty, integrity,
attitudes, and initiative etc. However, this method is most valid when abstract traits
like loyalty or integrity are avoided unless they can be defined in more specific
behavioral terms. The assessor goes down the list of factors and notes that point
along the scale or continuum that list of factors and notes that point along the scale
or continuum that best describes the employee. There are typically five to ten points
on the continuum. In the design of the graphic scale, the challenge is to ensure that
both the factors evaluated and the scale pints are clearly understood and
unambiguous to the rater. Should ambiguity occur, bias is introduced. Following are
some of the advantages of this method:
a) They are less time-consuming to develop and administer.
b) They permit quantitative analysis.
c) There is greater standardization of items so comparability with other individuals
in diverse job categories is possible.
4. Forced Choice Method
The forced choice appraisal is a special type of checklist, but the rater has to
choose between two or more statements, all of which may be favorable or
unfavorable. The appraisers job is to identify which statement is most (or in some
cases least) descriptive of the individual being evaluated. To reduce bias, the right
answers are not known to the rater. Someone in the personnel department scores
the answers based on the key. This key should be validated so management is in a
position to say that individuals with higher scores are better-performing employees.
The major advantages of the forced choice method are:
a) Since the appraiser does not know the right answers, it reduces bias.
b) It looks at over all performance.
c) It is based on the behavior of the employees.

5. Behaviourally Anchored Rating Scales
These scales combine major elements from the critical incident and graphic
rating scale approaches. The appraiser rates the employees based on items along
continuum, but the points are examples of actual behavior on the given job rather
than general descriptions or traits. Behaviorally anchored rating scales specify
definite, observable, and measurable job behavior. Examples of job-related behavior
and performance dimensions are generated by asking participants to give specific
illustrations on effective and ineffective behavior regarding each performance
dimension. These behavioral examples are then retranslated into appropriate
performance dimensions. Those that are sorted into the dimension for which they
were generated are retained. The final group of behavior incidents are then
numerically scaled to a level of performance that each is perceived to represent. The
incidents that are retranslated and have high rater agreement on performance
effectiveness are retained for use as anchors on the performance dimension. The
results of the above processes are behavioral descriptions, such as anticipates,
plans, executes, solves immediate problems, carries out orders, and handles
emergency situations.
This method has following advantages:
a) It does tend to reduce rating errors.
b) It assesses behavior over traits.
c) It clarifies to both the employee and rater which behaviors connote good
performance and which connote bad.
6. Group Order Ranking
The group order ranking requires the evaluator to place employees into a
particular classification, such as top one-fifth or second one-fifth. Evaluators are
asked to rank the employees in the top 5 per cent, the next 5 per cent, the next 15
per cent. So if a rater has twenty subordinates, only four can be in the top fifth and,
of course, four must also be relegated to the bottom fifth. The advantage of this
method is that it prevent raters from inflating their evaluations so everyone looks
good or from homogenizing the evaluations for everyone is rated near the average
outcome that are usual with the graphic rating scale. It has following disadvantages:
a) It is not good if the number of employee being compared is small. At the extreme,
if the evaluator is looking at only four employees, it is very possible that they may all
be excellent, yet the evaluator may be forced to rank them into top quarter, second
quarter, third quarter, and low quarter!
b) Another disadvantage, which plagues all relative measures, is the zero-sum
game: consideration. This means, any change must add up to zero. For example, if
there are twelve employees in a department performing at different levels of
effectiveness, by definition, three are in the top quarter, three in the second quarter,
and so forth. The sixth-best employee, for instance, would be in the second quartile.
Ironically, if two of the workers in the third or fourth quartiles. leave the department
and are not replaced, then our sixth best employee now fit into the third quarter.
c) Because comparison are relative, an employee who is mediocre may score high
only because he or she is the best of the worst Similarly, an excellent performer
who is matched against stiff competition may be evaluated poorly, when in absolute
terms his or her performance is outstanding.
7. Individual Ranking
The individual ranking method requires the evaluator merely to list all the
employees in an order from highest to lowest. Only one can be the best. If the
evaluator is required to appraise thirty individuals ranking method carries the same
pluses and minuses as group order ranking.
8. Paired Comparison
The paired comparison method is calculated by taking the total of [n (n-1)]/2
comparisons. A score is obtained for each employee by simply counting the number
of pairs in which the individual is the preferred member. It ranks each individual in
relationship to all others on a one-on-one basis. If ten people are being evaluated,
the first person is compared, with each of the other nine, and the number of items
this person is preferred in any of the nine pairs is tabulated.
Each of the remaining nine persons, in turn, is compared in the same way,
and a ranking is evolved by the greatest number of preferred victories. This method
ensures that each employee is compared against every other, but the method can
become unwieldy when large numbers of employees are being compared.
9. Management by Objectives
Management by objectives (MBO) is a process that converts organizational
objectives into individual objectives. It can be thought of as consisting of four steps:
goal setting, action planning, self-control, and periodic reviews:-

a) In goal setting, the organizations overall objectives are used as guidelines from
which departmental and individual objectives are set. At the individual level, the
manager and subordinate jointly identify those goals that are critical for the
subordinate to achieve in order to fulfill the requirements of the job as determined in
job analysis. These goals are agreed upon and then become the standards by which
the employees results will be evaluated.
b) In action planning, the means are determined for achieving the ends established
in goals setting. That is, realistic plans are developed to attain the objectives. This
step includes identifying the activities necessary to accomplish the objective,
establishing the critical relationships between these activities, estimating the time
requirement for each activity, and determining the resources required to complete
each activity.
c) Self-control refers to the systematic monitoring and measuring of performance.
Ideally, by having the individual review his or her own performance. The MBO
philosophy is built on the assumptions that individuals can be responsible, can
exercise self-direction, and do not require external controls and threats of
punishment.
d) Finally, with periodic progress reviews, corrective action is initiated when behavior
deviates from the standards established in the goal-setting phase. Again, consistent
with MBO philosophy, these manager-subordinate reviews are conducted in a
constructive rather than punitive manner. Reviews are not meant to degrade the
individual but to aid in future performance. These reviews should take place at least
two or three times a year motivation.
e) Employees know exactly what is expected of them and how they will beevaluated.
f) Employees have a greater commitment to objectives that they have participated in
developing than to those unilaterally set by their bosses.
10. 360 degree appraisal
The 360 degree feedback process involves collecting perceptions about a persons
behaviour and the impact of that behaviour from the persons boss or bosses, direct
reports, colleagues, fellow members of project teams, internal ad external
customers, and suppliers. Other names for 360 degree feedback are multi-rater
feedback, multisource feedback, full-circle appraisal, and group performance review.
360 degree feedback is a method and a tool that provides each employee the
opportunity to receive performance feedback from his or her supervisor and four to
eight peers, subordinates and customers. 360 degree feedback allows each
individual to understand how his effectiveness as an employee, co-worker, or staff
member is viewed by others. The most effective processes provide feedback that is
based on behaviours that other employees can see. The feedback provides insight
about the skills and behaviours desired in the organization to accomplish the mission
, vision, goals and values. The feedback is firmly planted in behaviours needed to
exceed customer expectations. People whoe are chosen as raters are usually those
that interact routinely with the person receiving feedback.
The purpose of the feedback is to:
a) assist each individual to understand his or her strengths and weaknesses.
b) contribute insights into aspects of his or her work needing professional
development.
Following are some of the major considerations in using 360 degree feedback.
These are basically concerned with how to:
a) select the feedback tool and process;
b) select the raters;
c) use the feedback
d) review the feedback; and
e) manage and integrate the process into a larger performance management
system.
Features of 360 degree appraisal
Organizations that are using with the 360 degree component of their performance
management systems identify following positive features of the process. These
features will manifest themselves in well-managed, well-integrated 360 degree
processes.
a) Improved Feedback from more sources: Provides well-rounded feedback
frompeers, reporting staff, co-workers, and supervisors. This can be a definite
improvement over feedback from a single individual. 360 feedback can also save
managers time in that they can spend less energy providing feedback as more
people participate in the process. Co-worker perception is important and the process
helps people understand how other employees view their work.
b) Team Development: Helps team members learn to work more effectively
together. Team members know more about how other members are performing than
their supervisor. Multirater feedback makes team members more accountable to
each other as they share the knowledge that they will provide input on each
members performance. A well-planned process can improve communication and
team development.
c) Personal and Organizational Performance Development: 360 degree feedback
is one of the best methods for understanding personal and organizational
developmental needs.
d) Responsibility for Career Development: For many reasons, organizations per
se are no longer responsible for developing the careers of thei employees. Multirater
feedback can provide excellent information to individuals about what they need
to do to enhance their career. Additionally, many employees feel 360 degree
feedback is more accurate, more reflective of their performance, and more validating
than feedback from the supervisor along. This makes the information more useful for
both career and personal development.
e) Reduced Discrimination Risk: When feedback comes from a number of
individuals in various job functions, biases because of varying reasons are reduced.
The judgemental errors of the supervisors are eliminated as the feedback comes
from various sources.
f) Improved Customer Services: Feedback process involves the internal or
external customer. Each person receives valuable feedback about the quality of his
product or services. This feedback should enable the individual to improve the
quality, reliability, promptness, and comprehesiveness of these products and
services to his/her customers.
g) Training Needs Assessment: Multirater feedback provides comprehensive
information about organization training needs and thus helps in mounting relevant
training programmes. Such programmes add value to the contribution made by the
individual employee.
Benefits of 360 degree Appraisal:
Following benefits of 360 degree Appraisal accrue to the individual, team and
organization:
To the individual:
a) This process helps individuals to understand how others perceive them
b) It uncovers blind spots
c) It provides feedback that is essential for learning
d) Individuals can better manage their own performance and careers
e) Quantifiable data on soft skills is made available.
To the team:
a) It increases communication between team members
b) It generates higher levels of trust ad better communication as individuals identify
the causes of breakdowns
c) It creates better team environment as people discover how to treat others and
how they want to be treated
d) It supports teamwork by involving team members in the development process
e) It increased team effectiveness.
To the Organization:
a) It reinforces corporate culture and openness and trust
b) It provides better opportunities for career development for employees
c) Employees get growth and promotional opportunities
d) It improves customer service by having customers contribute to evaluation
e) It facilitates the conduct of relevant training programmes.
Approaches and techniques in performance appraisal
Performance appraisal is a multistage process involving several activities, which can
be administered using a variety of approaches. Some of these approaches are
considered below, based on Einstein and LeMere-Labonte, 1989; and Monga, 1983:
Intuitive approach In this approach, a supervisor or manager judges the employee
based on their perception of the employee's behaviour.
Self-appraisal approach Employees evaluate their own performance using a
common format.
Group approach The employee is evaluated by a group of persons.
Trait approach This is the conventional approach. The manager or supervisor
evaluates the employee on the basis of observable dimensions of personality, such
as integrity, honesty, dependability, punctuality, etc.
Appraisal based on achieved results In this type of approach, appraisal is based on
concrete, measurable, work achievements judged against fixed targets or goals set
mutually by the subject and the assessor.
Behaviourial method This method focuses on observed behaviour and observable
critical incidents.
OBSTACLE OF PERFORMANCE APPRAISAL:
The challenges of performance measurements are:
Raters errors and biases
The influence of likings
Organizational politics
Whether to focus on individuals or groups
Legal issues
Rating Biases: The problem with subjective measure has the opportunity for bias.
The rater biases include:
a) Halo Effect: it is the tendency of the raters to defend excessively on the
rating of one trait or behavioural consideration in rating all other traits or
behavioural considerations. One way of minimizing the halo effect is
apprising all the employees by one trait before going to rate on the basis of
another trait.
b) The Error of Central Tendency: Some raters follow play safe policy in rating
by rating all the employees around the middle point of the rating scale and
they avoid rating the people at both the extremes of the scales. They follow
play safe policy because of answerability to management or lack of
knowledge about the job and person he is rating or least interest in his job.
c) The leniency and strictness: The leniency bias crops when some raters have
a tendency to be liberal in their rating by assigning higher rates consistently.
Such rating does not serve any purpose. Equally damaging one is assigning
higher rates consistently. Such ratings do not serve any purpose. Equally
damaging one is assigning consistently low rates.
d) Personal Prejudice: If the rater dislikes any employee or any group, he may
rate them at the lower end, which may distort the rating purpose and affect
the career of these employees.
e) The Recency Effect: The raters generally remember the recent actions of the
employee at the time of rating and rate on the basis of these recent action-
favorable or unfavorable- rather than on the whole activities.
Some other constrains of performance appraisals are:
A work culture not so conductive to proper giving and receiving of feedback
Lack of appreciation about the philosophy and benefits of performance
feedback
Lack of willingness of superiors/top management in adopting this practice
Fears and apprehensions about the use of performance feedback outcomes
Confidentiality in the existing performance appraisal system
Interference by the trade unions in case of workers
Lack of proper system/procedure
Lack of accountability
Lack of clarity on role, goal, job demands, etc.
No direct linkages of performance feedback system with rewards/punishment
Lack of proper skill in performance analysis and giving feedback
Constraint of time availability
Personal bias and subjectivity
Non-uniformity in the criteria of performance analysis
Lack of trust and openness in people and conservativeness
Heterogeneous interest
Low motivation
Target achievement oriented system
Non recognition of the effort in subordinate development.

Designing performance Appraisal for better result
How do we know whether what is appraised is what was supposed to be appraised.
As long as appraisal format and procedure continues to involve subjective judgment,
this question cannot be fully answered and perhaps, will not be answered completely
because no matter how objective a system is designed it will continue to be
subjective. Perhaps, the following steps can help improve the system.
a) The supervisors should be told that performance appraisal is an integral part of
their job duties and that they themselves would be evaluated on how seriously they
have taken this exercise.
b) To help them do this task well, they should be provided systematic training on
writing performance reports and handling performance interviews.
c) Conduct job evaluation studies and prepare job descriptions/roles and develop
separate forms for various positions in the organization.
d) Design the system as simple as possible so that it is neither difficult to understand
nor impossible to practice
e) Generally after the appraisal interview the employee is left alone to improve his
performance on the dimensions. The supervisor should monitor now and then
whether the improvement in performance in the areas found weak is taking place or
not and, if not, help the employee to achieve the required improvement.
f) Finally, reviewing, the appraisal systems every now and then help updating it, and
making suitable evolutionary changes in it. This is the most important factor in
making performance appraisal effective. As time passes changes in technology and
work environment necessitate changes in tasks, abilities and skills to perform these
tasks. If changes in the format are not incorporated the reports may not generate the
kind of date needed to satisfy appraisal objectives.
In addition, following can also help in improving the effectiveness of an appraisal:
a) Behaviorally Based Measures
The evidence strongly favors behaviorally based measures over those
developed around traits. Many traits often considered to be related to good
performance may, in fact have little or no performance relationship. Traits like loyalty,
initiative, courage, reliability, and self-expression are intuitively appealing as
desirable characteristics in employees. But the relevant question is, Are individuals
who are evaluated as high on those traits higher performers than those who rate
low? Traits like loyalty and initiative may be prized by managers, but there is no
evidence to support that certain traits will be adequate synonyms for performance in
large cross-section of jobs. Behaviorally derived measures can deal with this
objection. Because they deal with
specific examples of performance-both good and bad, they avoid the problem of
using inappropriate substitutes.
b) Ongoing Feedback
Employees like to know how they are doing. The annual review, where the
manager shares the subordinates evaluations with them, can become a problem. In
some cases, it is a problem merely because managers put off such reviews. This is
particularly likely if the appraisal is negative. The solution lies in having the manager
share with the subordinate both expectations and disappointments on a day-today
basis. By providing the employee with frequent opportunities to discuss performance
before any reward or punishment consequences occur, there will be no surprises at
the time of the annual formal review. In fact, where ongoing feedback has been
provided, the formal sitting down step should not be particularly traumatic for either
party.
c) Multiple Raters
As the number of raters increase, the probability of attaining more accurate
information increases. If rater error tends to follow a normal curve, an increase in the
number of raters will tend to find the majority congregating about the middle. If a
person has had ten supervisors, nine having rated him or her excellent and one
poor, we can discount the value of the one poor evaluation.
d) Peer Evaluations
Periodically managers find it difficult to evaluate their subordinates
performance because they are not working with them every day. Unfortunately,
unless they have this information, they may not be making an accurate assessment.
One of the easiest means is through peer evaluations. Peer evaluations are
conducted by employees coworkers, people explicitly familiar with the jobs involved
mainly because they too are doing the same thing, they are the ones most aware of
co-workers day to-day work behavior and should be given the opportunity to provide
the management with some feedback.
The main advantages to peer evaluation are that (a) there is tendency for co-workers
to offer more constructive insight to each other so that, as a unit, each will improve;
and (b) their recommendations tend to be more specific regarding job behaviors-
unless specificity exists, constructive measures are hard to gain.
REVIEW OF LITERATURE
The performance management is very helpful for top management to evaluate
a person performance in a year. The continuous process of performance appraisal
helps the management to know an employee monthly performance. Now in every
organisation the management by objective method are applied first of all they set the
goal and they are start working upon that and they gives PMS (personal
management system) every individual. And according to that they are started their
work.
Career planning is the another thing which is help in the performance
management of the employee when they do the critical job in the initial stage and if
they will success then its easy to grow in vertically to the top position by showing top
management of your good performance.
In essence the performance appraisal has been using the critical incident
approach where the performance factors were evaluated against critical incidents
and goals that were worked out between the manager and employee. The goals
were set by using the management-by-objective technique. The performance
factors were derived from job analysis where the behaviour have been studied, then
written as performance factors. In reviewing the performance appraisal, the
researcher rated the performance appraisal as doing as good job in meeting its
multiple objectives. The researcher noted that at times some of the objectives did
conflict, for e.g. the employees freedom in goal setting may have been stifled by the
manager and the departments planning effort. The organisation showed an interest
in development of employees. The interest has been more for improvement of the
employee at his current job. Rather for developing employees career. Proficiency at
the employees current. The performance appraisal has provided a structure for
communications between employees and management that could help clarify
expectations of the employee by management and the employee. However the
researcher noted that performance appraisal has been predominately concerned
with the employees past performance. The performance appraisal has state relative
strength of the employee before stating the relating weaknesses of the employee.
The researcher can only venture an opinion that this has been done with the purpose
of providing the employee with satisfaction in to encourage the employee. Another
purpose of stating relative strengths before weaknesses would be softer the blow of
criticism.
The performance appraisal used by the corporation has been determined by
the researcher to be for organisational development with an emphasis on the
employees individual performance. The appraisal has placed a great deal of
importance on improving the employees at his or her current job. Corporation had
expected proficiency as a criteria for promotion or career advancement.
The duration of training programmed should be increased the ways
communication between the employer and the employees should be carried out. For
effective rating of employee, it is necessary to establish standards of performance
against which their performance should be compared.

CHAPTER-2
PURPOSE OF STUDY
The study has attempted to accomplish several purposed by the
organisation of the concept of using performance appraisal as a means of employee
development. These purposes have hopefully been accomplished through the use of
a comparison of the performance appraisal techniques used by the corporation as
compared to other known as appraisal methods and techniques. The first goal has
been to determine the methods used within the performance appraisal form provided
by the corporation. The performance Appraisal has been developed by the
corporation for internal use. The performance appraisal has been examined by
sections and a determination has been made by the researcher as to which known
methods of performance appraisal were used in those sections. The next goal has
been to determine whether the performance appraisal has been used to further
develop the organisation, to develop employees by providing for the employees
career development needs or both. This purpose has been accomplished by
comparing the purposes of the traditional (overall) and developmental approaches of
performance appraisal to the purposes for performance appraisal that were given by
the corporation. Another aspect of the study has been to see whether the
development aspect of performance appraisal could be applied to all employees or
just to chosen a few. The study has not attempted to go beyond recognising different
treatments for the different group of employees and the researcher considered this
issue to have been beyond the scope of the study. The corporation has integrated
many methods and techniques performing performance appraisal into a practical
performance appraisal in a general sense. The purpose of this study has been has
been to determine whether the performance appraisal was used for employee
development and whether the appraisal was emphasised as an important part of the
performance appraisal process. Hypothesis used in the study.
The study examined the following hypothesis:
1. The corporations performance appraisal, when used properly, has not met
the criteria of a developmental performance appraisal.
2. The use of an employee performance appraisal for developmental purposes
has not served to make the employees more effective, as compared to a
performance appraisal that has not attempted to develop employee.
The study will attempt to prove the first hypothesis by comparing the criteria
used by the corporation for performance appraisal as compares with performance
appraisal being used for developmental purposes. As a means of verifying the
hypothesis, the purposes for a developmental performance appraisal were compared
to the purposes of corporations performance appraisal. In attempting to prove the
second hypothesis; the study required the use published information supplied by
independent surveys and research groups. Information concerning the employees
attitudes towards the corporations performance appraisal has been provided by the
corporation, but has been found to be limited by offering insight into the effectiveness
of the appraisal.
NEED OF STUDY:-
Performance appraisal has been approached from two view points. Both
approaches have intended to increase the organisation effectiveness. The first
approaches has been used to rate the overall organisational performance. The
overall organisational approach has been concerned primarily with personnel
decisions about employees with little regard for the employee as individuals. The
second approach involved using the performance appraisal technique as contributor
to employee motivation development and human resources planning. The second
approached has placed the emphasis on the overall organisational view. More
importantly, the emphasis has been placed on treating the employee as an
individual. In assessing the need for the study, the researcher considered the known
methods into a performance appraisal. The prime consideration has been whether
the performance appraisal had been used for employee career development
purposes. The researcher has been of the opinion that this study would provide an
example of the application of known performance appraisal methods and techniques
to determine whether the corporations performance appraisal had been used for
developmental has also been given.


OBJECTIVE OF APPRAISAL:-
Almost all organisations practice performance appraisal in one form or another
to achieve certain objectives. These objectives may vary from organisation to
organisation or even within the same organisation from time to time. It has been
found that there are two primary objectives behind the use of this methodology. One
is to use it as an evaluation system and second, to use it as a feedback system.
The aim of the evaluation system is to identify the performance gap. This
means that it helps to determine the gap between the actual performance of
the employee and that required or desired by the organisation.
The aim of the feedback system is to inform the employee about the quality of
his work or performance. This is an interactive process by which the
employee can also speak about his problems to his superiors.
An effective performance appraisal system should emphasis objectives,
organisational objectives and also mutual objectives. From the view point of
individual objectives the performance appraisal should talk about...
a) What task the individual is expected to do?
b) How well the individual has done the task?
c) How can his performance be further improved?
d) His reward for doing well.
From the organisational view point a performance appraisal should
generate manpower information, improve efficiency and effectiveness serve as a
mechanism or control and provide a rational compensation structure. In short the
appraisal system establishes and upholds the principle of accountability in the
absence of which organisation failure is the only possible outcome. Finally, talking
about mutual goals, the emphasis is on growth and development, harmony,
effectiveness and profitability.
SCOPE OF STUDY:-
This study focuses on executives performance appraisal system as JCW as a
unit of ULTRA TECH CEMENT. Here we are conducting survey to find out the
performance appraisal of employee at JCW plant this new of executives were taken
from primary and secondary data.
RESEARCH METHODOLOGY:-
In this research methodology both Primary & Secondary sources of data have
been used. Various techniques like questionnaire method, rating method, etc are
being used. These techniques help us in collecting various data about the
employees which ultimately indicates about their perception on Performance
Appraisal adopted by Ultra Tech Cement.
EFFECTIVE AND SUCCESSFUL PERFORMANCE APPRAISAL:-
The effective and successful performance appraisal can be done by the several
ways those are as follows....
Documentation:- continuous document of performance and take rating
system.
Goal:- always target to achieve the goal and show the employee.
Practical:- give clear, practical and understandable answer.
Evaluate:- evaluate their performance by the help f surveys and by using
ranking and several method.
Communicate:- the message should be communicate to all, means from top
to bottom.
Feedback:-giver feedback as the performance and try to attach 1
st

emotionally.
Personal relation:- it also a way that helps to give the negative feedback and
tells to them for the improvement.

LIMITATIONS:-
1. The researcher was requested not to publish the name of the major
corporation. That provided their performance appraisal information and
appraisal instrument in this study.
2. Because of a recent decision by the corporation to market their performance
appraisal system, the researcher has referred to the firm providing the
performance appraisal information and appraisal instruments as the
corporation.
3. The study has been confined to the formal performance and employee
development portion of the appraisal system of the company that provided the
performance appraisal instruments for the study. The coaching,
communication interview, and salary determination portion have been omitted.
4. Information regarding the effectiveness of the performance appraisals for
most companies and government agencies was not a matter of public record.
Therefore, the effectiveness of an employee developmental performance
appraisal technique could only be determined from published information
supplied by independent surveys and research groups.
5. The study has been limited to only the appraisal instrument and how the
appraisal has been intended to be used, not with potential evaluator problems
or biases arising from the use of the performance appraisal.

CHAPTER-3
COMPANY PROFILE AND HISTORY
Ultratech cement limited, Jharsuguda cement works, a part of Aditya Birla
Group was previously under the L&T group of companies. The cement division of
L&T was demerged in 2004 after Grasim made the 30% open offers for Equity
shares gained control over the company, Christened Ultratech.
Aditya Birla Group is the first truly multinational corporation of India. Global in
Vision: rooted in Indian Values the group is driven by a performance ethic pegged on
value within for its multiple share holders.
A US $29.2 billion corporation, the Aditya Birla Group is in the league of
Fortune 500. It is anchored by an extraordinary force of 130,000 employees,
belonging to 30 different nationalities. In India, the Group has been adjudged "The
Best Employer in India and among the top 20 in Asia" by the Hewitt-Economic Times
and Wall Street Journal Study 2007. Over 50 per cent of its revenues flow from its
overseas operations.
The Group operates in 25 countries India, UK, Germany, Hungary, Brazil,
Italy, France, Luxembourg, Switzerland, Australia, USA, Canada, Egypt, China,
Thailand, Laos, Indonesia, Philippines, Dubai, Singapore, Myanmar, Bangladesh,
Vietnam, Malaysia and Korea.
Globally the Aditya Birla Group is:
:: A metals powerhouse, among the world's most cost-efficient aluminium and
copper producers. Hindalco-Novelis is the largest aluminium rolling company. It is
one of the three biggest producers of primary aluminium in Asia, with the largest
single location copper smelter
:: No.1 in viscose staple fibre
:: The fourth largest producer of insulators
:: The fourth largest producer of carbon black
:: The 11th largest cement producer globally, the seventh largest in Asia and the
second largest in India
:: Among the world's top 15 BPO companies and among India's top four
:: Among the best energy efficient fertilizer plants In India
:: A premier branded garments player
:: The second largest player in viscose filament yarn
:: The second largest in the chlor-alkali sector
:: Among the top five mobile telephony companies
:: A leading player in life insurance and asset management
:: Among the top three supermarket chains in the retail business
Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success
does not come in the way of the need to keep learning afresh, to keep
experimenting.
Beyond business the Aditya Birla Group is:
:: Working in 3,700 villages
:: Reaching out to seven million people annually through the Aditya Birla Centre for
Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree
Birla
:: Focusing on: health care, education, sustainable livelihood, infrastructure and
espousing social causes
:: Running 42 schools and 18 hospitals
Transcending the conventional barriers of business to send out a
message that "We care".

A NATIONAL PRESENCE
The Aditya Birla Group is the 11
th
largest cement producer in the World and the 7
th

largest in Asia.
As part of the eighth biggest cement manufacturer in the world, UltraTech Cement
has five integrated plants, five grinding units as well as three terminals of its own
(one overseas, in Colombo, Sri Lanka). These facilities gradually came up over the
years, as indicated below:
2006
:: Narmada Cement Company Limited amalgamated with UltraTech pursuant to a
Scheme of Amalgamation being approved by the Board for Industrial & Financial
Reconstruction (BIFR) in terms of the provision of Sick Industrial Companies Act
(Special Provisions)
2004
:: Completion of the implementation process to demerge the cement business of
L&T and completion of open offer by Grasim, with the latter acquiring controlling
stake in the newly formed company UltraTech
2003
:: The board of Larsen & Toubro Ltd (L&T) decides to demerge its cement business
into a separate cement company (CemCo). Grasim decides to acquire an 8.5 per
cent equity stake from L&T and then make an open offer for 30 per cent of the
equity of CemCo, to acquire management control of the company.
2002
:: The Grasim Board approves an open offer for purchase of up to 20 per cent of
the equity shares of Larsen & Toubro Ltd (L&T), in accordance with the
provisions and guidelines issued by the Securities & Exchange Board of India
(SEBI) Regulations, 1997.
:: Grasim increases its stake in L&T to 14.15 per cent
:: Arakkonam grinding unit
2001
:: Grasim acquires 10 per cent stake in L&T. Subsequently increases stake to 15.3
per cent by October 2002
:: Durgapur grinding unit
1998-2000
:: Bulk cement terminals at Mangalore, Navi Mumbai and Colombo
1999
:: Narmada Cement Company Limited acquired
:: Ratnagiri Cement Works
1998
:: Gujarat Cement Works Plant II
:: Andhra Pradesh Cement Works
1996
:: Gujarat Cement Works Plant I
1994
:: Hirmi Cement Works
1993
:: Jharsuguda grinding unit
1987
:: Awarpur Cement Works Plant II
1983
:: Awarpur Cement Works Plant I


FEATURES
We see the future
Building a better world for all: UltraTech is proud to be the preferred cement
supplier for the Bandra-Worli Sea Link
::
UltraTech brand power
In step with its global agenda, the cement business of the Aditya Birla Group, is
orchestrating a contemporary brand makeover
::
Guts and glory
The Aditya Birla Group Corporate Sporting Challenge team of the Standard
Chartered Mumbai Marathon 2008 raced to the victory stand to finish second
::
A leader for the youth of India
The leader should leverage his understanding of critical issues to connect people
across divides, while he himself communicates and connects with the diverse
segments of society
::
UltraTech concrete we make good concrete better
UltraTech Concrete is produced and delivered through stringent quality measures
to ensure absolute strength and durability
::
Aditya Birla Group is Hewitt Best Employer 2007
The Aditya Birla Group was ranked number one in India and among the best in
Asia by Hewitt in their Best Employers
::
Every mile counts
A large team of enthusiasts from the Aditya Birla Group are running at the
Standard Chartered Mumbai Marathon 2007
::
The Aditya Birla Group acquires Trinethra Super retail
The Aditya Birla Group makes its first move into the retail sector
::
2006: The year that was


The year 2006 saw the Aditya Birla Group consolidate its position as India's first
truly multinational
::
Aditya Birla Group companies to give ESOPs
The Aditya Birla Group is introducing ESOPs as a long-term employee-incentive
and talent-retention plan
::
A roof over their head
The Aditya Birla Group has helped resettle tsunami-struck villagers in Tamil Nadu
by building 119 quakeproof houses for them
::
Bihar Caustic bags ICMA Award for the best responsible care committed
company
Bihar Caustic and Chemicals Ltd. has been recognized as best responsible care
committed company by ICMA
::
Aditya Birla Minerals on a growth trajectory
Aditya Birla Minerals is poised to become the fourth largest producer of copper in
Australia
::
Engineering prowess
With the unveiling of UltraTech, the Aditya Birla group is implementing one of the
largest brand transition exercises in India
STRONG AND STURDY
Ultratech cement limited has an annual capacity of 17.2 million tones. It
manufactures and markets Ordinary Portland cement, Portland Blast Furnace Slag
cement and Portland Pozzalana cement. It also manufactures ready mix concrete
(RMC). Ultratech cement limited has five integrated plants, six grinding Units and two
terminals- Two in India and One in Sri Lanka.
Ultratech cement is the countrys largest exporter of cement clinker. The export
market spans countries around the Indian Ocean, Africa, Europe and Middle East.
Ultratechs subsidiaries are Dakshin Cement Limited and Ultratech Ceylinco
(P) Limited.
Details of UltraTech's production capacities



Location of units Capacity
A Composite plants 17.0 million tpa
Andhra Pradesh cement works 2.3
Awarpur cement works 3.3
Gujarat cement works 5.3
Hirmi cement works 1.6
Narmada cement works 0.4
B Grinding units
Arakkonam cement works 1.2
Jharsuguda cement works 0.8
Narmada cement (Ratnagiri) works 0.4
Narmada cement (Magdala) works 0.7
West Bengal cement works 1.0

TOTAL 17.0




FIVE VALUES
As a part of Aditya Birla Group, which lays stress on values, JCW is driven by the so-
called five values i.e. Integrity, Commitment, Passion, Seamlessness, and Speed.
Even from the chairpersons desk the values found importance.
INTEGRITY:-
Acting and taking decisions in a manner that these are fair, honest, following the
highest standards of professionalism and are also perceived to be so. Integrity
means not only financial and intellectual but in all other forms as are commonly
understood. Key words that connote integrity are truthful, principled, ethical,
transparent, upright & respectful.
COMMITMENT:-
On the foundation of Integrity, see commitment as doing whatever it takes to deliver
as promised. Key words of commitment are accountability, discipline, responsibility,
results-orientation, self-confidence & reliability.
PASSION:-
Passion is defined as missionary zeal arising out of an emotional engagement with
work, which inspires each one to give his or her best. Relentless pursuit of goals &
objectives with the highest level of energy and enthusiasm, that is voluntary and
spontaneous. Key words that connote passion are intensity, innovation,
transformational, firenthebelly & inspirational, deep sense of purpose.
SEAMLESSNESS:-
Seamlessness is thinking & working together across functional silos, hierarchy
levels, across business lines and geographies. Leveraging the available diversity to
garner synergy benefits and promote oneness through sharing & collaborative
efforts. Key words that connote seamlessness are teamwork, integration,
involvement, openness, global learning from the best and empowering.
SPEED:-
Speed is the response to the external and internal customers with a sense of
urgency. Continuously seeking to crash timelines and choosing the right rhythm to
optimize organizational effencies. Key words that connote speed are response time,
agile, accelerated, timelines, nimble, prompt, proactive and decisive.
ULTRATECH QUALITY POLICY



We are committed to produce and deliver our customers cement of consistent
quality to use. Quality means not only conformation to specific product
characteristics, but meeting customers expectations as well.

It shall be our commitment to maintain quality product, while striving
continuously for productivity improvement and cost effectiveness.

We believe that our employees are our strength and hence we shall endeavor
to create a harmonious work environment resulting in employees achievement of
organizational objectives and goals.




ULTRATECHS VISION

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

In so doing, build a better, sustainable way of life for the weaker sections of
society and raise the country's human development index."



PERFORMANCE APPRAISAL PROCESS
ADOPTED BY ULTRA TECH CEMENT LTD.





















DEFINE ORGANIZATIONAL
GOALS
DEFINING EMPLOYEE
OBJECTIVES
CONTINUOUS MONITORING
OF PERFORMANCE &
PROGRESS
PERFORMANCE
EVALUATION/ REVIEW
PROVIDING FEEDBACK
PA REWARD/PUNISHMENT
UNIQUE FEATURES AND ADVANTAGES
The principle behind the process is to create empowered employees who have
clarity of the roles and responsibilities expected from them, understand their
objectives to be achieved and thus help in the achievements of organisational as
well as personal goals.
Some of the important features and advantages are:-
Clarity of goals-
With this Process, came the concept of SMART goals i.e. goals that are:
1. Specific
2. Measurable
3. Achievable
4. Realistic and
5. Time bound
The goals thus set are clear, motivating and there is a linkage between
organisational goals and performance targets of the employees.
A. The focus is on future rather than on past-
Goals and standards are set for the performance for the future with periodic
reviews and feedback.
B. Motivation-
Involving employees in the whole process of goal setting and increasing
employees empowerment increases employee job satisfaction and commitment.
C. Better communication and coordination-
Frequent reviews and interactions between superiors and subordinates help
to maintain harmonious relationships within the enterprise and also solve many
problems faced during the period.

Ratings system used by this process
Beyond Expectation (60% - 89%)
Exceed Expectation (110%-119%)
Far Beyond Expectation (Less than 60%)
Far Exceed Expectation (=120%)
Meet Expectation (90%-109%)

QUESTIONNAIRE ON
PERFORMANCE APPRAISAL SYSTEM


1. Is performance appraisal system needed in organization ?
2. The performance appraisal system helps to improve co-operation & work?
3. The performance appraisal system is helpful in reducing grievances among
employees ?
4. The performance appraisal system is helpful for improving personal skill &
organizational development?
5. The performance rating is helpful for the management to provide employee
counseling?
6. Performance appraisal increases employee motivation?
7. Are you acquainted with the procedure of performance appraisal system
adopted by ultra tech cement ltd.?
8. Are you satisfied with the existing performance appraisal system?
9. If no then what are the suggestion for improve the present performance
appraisal system?


Question 1-6 options

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

Question 7-8 options

-Yes -No




CHAPTER-4
DATA ANALYSIS


Q.NO.1

DEPARTMENT NO. OF RESPONDENTS
HR&A 5
PRODUCTION 20
ACCOUNTS 4
R&D 0
OTHERS 1
TOTAL 30























8%
33%
7%
0%
2%
50%
Chart Title
HR&A PRODUCTION ACCOUNTS R&D OTHERS TOTAL
Q.NO.2


YEAR OF SERVICE NO. OF RESPONDENTS
UPTO 2 YRS 3
2-6 YRS 8
6-10 YRS 4
ABOVE 10 YRS 15
TOTAL 30

































5%
13%
7%
25%
50%
NO. OF RESPONDENTS
UPTO 2 YRS 2-6 YRS 6-10 YRS ABOVE 10 YRS TOTAL
Q.No.3

NEED OF PA IN ORGANIZATION NO.OF RESPONDENTS
STRONGLY AGREE 20
AGREE 10
NEITHER AGREE NOR DISAGREE 0
DISAGREE 0
STRONGLY DISAGREE 0
TOTAL 30
















33%
17%
0%
0%
0%
50%
NO. OF RESPONDENTS
1 STRONGLY AGREE
2 AGREE
3 NEITHER AGREE NOR DISAGREE
4 DISAGREE
5 STRONGLY DISAGREE
5 TOTAL
Q.NO.4

EFFECTIVENESS OF PA IN IMPROVING CO-OPERATION & WORK NO. OFRESPONDENTS
STRONGLY AGREE 13
AGREE 12
NEITHER AGREE NOR DISAGREE 3
DISAGREE 1
STRONGLY DISAGREE 1
TOTAL 30















22%
20%
5%
1%
2%
50%
Chart Title
STRONGLY AGREE
AGREE
NEITHER AGREE NOR DISAGREE
DISAGREE
STRONGLY DISAGREE
TOTAL
Q.NO.5















PA SYSTEM IS HELPFUL IN REDUCING GRIEVANCES AMONG
EMPLOYEES
NO. OF RESPONDENTS
STRONGLY AGREE 6
AGREE 11
NEITHER AGREE NOR DISAGREE 9
DISAGREE 3
STRONGLY DISAGREE 1
TOTAL 30
10%
18%
15%
5% 2%
50%
Chart Title
STRONGLY AGREE AGREE
NEITHER AGREE NOR DISAGREE DISAGREE
STRONGLY DISAGREE TOTAL
Q.NO.6

PA SYSTEM IS HELPFUL FOR IMPROVING PERSONAL SKILL &
ORGN. DEVELOPMENT
NO. OF RESPODENTS
STRONGLY AGREE
7
AGREE
18
NEITHER AGREE NOR DISAGREE
3
DISAGREE
1
STRONGLY DISAGREE
1
TOTAL
30
















11%
30%
5%
2%
2%
50%
Chart Title
STRONGLY AGREE AGREE
NEITHER AGREE NOR DISAGREE DISAGREE
STRONGLY DISAGREE TOTAL
Q.NO.7


PERFORMANCE RATING IS HELPFUL FOR MANAGEMENT TO PROVIDE
EMPLOYEE COUNSELLING

NO. OF RESPONDENTS

STRONGLY AGREE 9
AGREE 14
NEITHER AGREE NOR DISAGREE 6
DISAGREE 1
STRONGLY DISAGREE 0
TOTAL 30













15%
23%
10%
2%
0%
50%
Chart Title
STRONGLY AGREE AGREE
NEITHER AGREE NOR DISAGREE DISAGREE
STRONGLY DISAGREE TOTAL
Q.NO.8


PA INCREASES EMPLOYEE MOTIVATION NO. OF RESPONDENTS
STRONGLY AGREE 3
AGREE 18
NEITHER AGREE NOR DISAGREE 7
DISAGREE 1
STRONGLY DISAGREE 1
TOTAL 30















5%
30%
11%
2%
2%
50%
NO. OF RESPONDENTS
STRONGLY AGREE AGREE
NEITHER AGREE NOR DISAGREE DISAGREE
STRONGLY DISAGREE TOTAL

Q.NO.9


AQUINTION WITH THE PA SYSTEM ADOPTED BY ULTRA TECH
CEMENT LTD.
NO. OF RESPONDENTS
YES 29
NO 1
TOTAL 30

















48%
2%
50%
Chart Title
YES NO TOTAL
Q.NO.10











ARE U SATISFIED WITH THE EXISTING PA SYSTEM NO. OF RESPONDENTS
YES 18
NO 12
TOTAL 30

FINDINGS


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


The employees of JCW are well acquainted with the procedure of performance
appraisal system.
Both financial and non-financial reward system of JCW is attractive and given at
the end of all year, which motivate the employees to work effectively and efficiently.
The whole Performance Appraisal System is transparent.
A well designed Appraisal system called Poornata is being used for a systematic
Performance Appraisal.
As the Performance Appraisal System is done basically once in a year, which is
very long period for the employee to know where they are standing, so UltraTech
Cement Limited is adopting a Mid-Year review for the betterment of their
employees.
The top management is creating a positive and proactive climate of reliable
appraisal throughout the organization. Goal orientation, open communication,
informal relationships are the major area focused by ULTRATECH CEMENT LTD.



















SUGGESTION


Although the Performance Appraisal System at UltraTech Cement
Limited is a excellent, still we can improvise the present system by the
following suggestions;

360 degree PERFORMANCE APPRAISAL System can be introduced
in the organization which will enhance the effectiveness of performance
appraisal system of ULTRA TECH CEMENT LTD.

The PERFORMANCE APPRAISAL system can be more interlinked
with the training and development program of the organization.

A mechanism for review against the present rating should be provided.
The review may be made by a committee consisting of line executives
and personnel experts.








CONCLUSION


As it is known that performance appraisal system is an essential
part of management of any organization for deciding the effectiveness of
employees.

Hence, it was concluded that Ultra Tech cement ltd. (JCW)
Performance Appraisal System policy is excellent as it is fruit full for both
the organization as well as employees. It is excellent in the perspective
that the performance appraisal system is transparent, Goal setting is
decided by both the employees and their concerned department heads,
& also the PA system is interlinked with Training & Development
Programs for betterment of their employees which helps in bridge the
gap between the present and required Skills, Knowledge & Attitude,
required for the future period of the organization.













BIBLIOGRAPHY

HUMAN RESOURCE MANAGEMENT BY V.S.P. RAO
HUMAN RESOURCE PRACTICES BY GUPTA &JOSHI
HUMAN RESOURCE PRACTICES BY T.N.CHABBRA
COMPANY ANNUAL REPORTS
JOURNALS
NEWS PAPER
MAGAZINES
INTERNET, ETC