A SUMMER TRAINING PROJECT REPORT ON

360 DEGREE APPRAISAL IN NIIT

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF MASTER OF BUSINESS ADMINISTRATION (MBA) IN PUNJAB TECHNICAL UNIVERSITY

Training Supervisor Mr. Saurabh Mittal (Manager - HR)

Submitted By KHUSHBU YADAV Enrolment No.: 19

Internal Faculty

External Faculty

SESSION- 2009 2011

PUNJAB TECHNICAL UNIVERSITY JALANDHAR (PUNJAB)

DECLARATION
This is to certify that the project Report entitled 360 DEGREE APPRAISAL IN NIIT is my original work and this has not been submitted in part or full to this or any other university/institution for the award of any degree or diploma.

Signature of candidate KHUSHBU YADAV Enrolment No.: 19

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TO WHOMSOEVER IT MAY CONCERN

This is to certify that Ms. Khushbu Yadav has done her summer training in 15th May till 1st July 2010. She worked on the project 360 degree appraisal of employees and was found sincere & hard working during this tenure. We wish her all the best for her future endeavors.

Saurabh Mittal (Manager HR)

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ACKNOWLEDGMENT
Completing a task is never one man effort. It is often the result of invaluable contribution of number of individuals in a direct or indirect manner that helps in sharing a making of success. I express my gratitude towards the management of NIIT for giving me the opportunity to undergo my project report in a Multinational concern of a great reports and allowing me to gain invaluable experience with subsequent exposure to the modern business world. I am extremely grateful to my project guide Mr. Saurabh Mittal (Manager - HR & Administration) for completing my project report successfully. His constant support as well as the guidance, which he gave to me, helped me tide over the difficulties. I further extend my thanks to all the employees for their appreciation & cooperation given by them to me in gathering information for the survey. Last but not least I bow my head before GOD who has been the ultimate source of the energy.

KHUSHBU YADAV

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EXECUTIVE SUMMARY
True learning is born out of experience and observation practical experience is one of the best types of leanings that one can remember throughout the life. After II semesters in learning theoretical aspects of administration and management, the day come to apply these in corporate world in content of modern industrial enterprise that has to go through its different terminal to achieve that corporate goals. The main object of practical training is to develop practical knowledge and experience and awareness about industrial environment and business practices in the student as a supplement to theoretical studies of administration and management in specific area like HRM. It increases the skill, ability and attitude of a student to perform specific job in industrial environment. Fortunately, I got golden opportunity to visit and complete my six week training at NIIT. Here, I got chance to see the functioning HRD departments and imbibe a lot learning of the subjects. NIIT is a leading Global Talent Development Corporation, building skilled manpower pool for global industry requirements. The company which was set up in 1981, to help the nascent IT industry overcome its human resource challenges, has today grown to be amongst worlds leading talent development companies offering learning solutions to Individuals, Enterprises and Institutions across 40 countries.

TABLE OF CONTENTS

S.NO. 1. 2. 3. 4. 5. 6. 7. 8. INTRODUCTION COMPANY PROFILE

TITLE

RESEARCH METHODOLOGY CONCEPTUAL DISCUSSION DATA ANALYSIS FINDINGS AND RECOMMENDATIONS ANNEXURE BIBLIOGRAPHY

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Chapter 1 INTRODUCTION

INTRODUCTION
OVERVIEW OF THE INDUSTRY
Computer education has caught up big time in India. Many institutes are operating in India with a focus to provide quality education in the field of computers. The online computer education directory is an endeavor to provide extensive information to our users regarding computer training institutes in India. Browse a website listing of leading computer education institutes of India providing quality basic and advance level courses in computers. Computer education web guide will serve as your one stop information resource on the leading computer education institutes of India.

BACKGROUND OF THE PROJECT

Performance Appraisal is a common system followed in every company when the annual or half yearly appraisal of employees come in. 360degree appraisal plays an important role as it brings out all needed and related functions of the human resources which can be used for either improving or deciding on the areas which are of negative impact. 360-degree feedback, also known as multi-rater feedback or 360 degree appraisal, is designed to get around this. You're rated on your performance by people who know something about you and your work. You complete your own self-assessment which is compared against feedback from your colleagues. Direct reports, peers, managers, customers or clients, in fact anybody whose opinion you respect and who is familiar with you and your work can be included in the feedback process. This multi-source approach can give real insight into how different groups. 360 degree feedback has been used by learning and development professionals for many years to help individuals and organizations improve their performance, effectiveness and profitability. It is a powerful tool that helps you become more effective by understanding how others see you, your performance, your behavior and your attitudes. Now with Appraisal360 you can do it for yourself without even leaving your desk!

This project would bring out the necessity of 360 degree appraisal which is not been taken in its real value.

Chapter 2 COMPANY PROFILE

COMPANY PROFILE
OVERVIEW

NIIT is a leading Global Talent Development Corporation, building skilled manpower pool for global industry requirements. The company which was set up in 1981, to help the nascent IT industry overcome its human resource challenges, has today grown to be amongst worlds leading talent development companies offering learning solutions to Individuals, Enterprises and Institutions across 40 countries. NIITs training solutions in IT, Business Process Outsourcing, Banking, Finance and Insurance, Executive Management Education, and Communication and Professional Life Skills, touch five million learners every year. NIITs expertise in learning content development, training delivery and education process management make it the most preferred training partner, worldwide.

Research-based Innovation, a key driver at NIIT, has enabled the organization to develop programs and curricula that use cutting-edge instructional design methodologies and

training delivery. NIITs Individual Learning Solutions include industry-endorsed IT training programs like GNIIT, Integrated programs for Engineers (NIIT Edgeineers) and Infrastructure Management programmes (NIIT GlobalNet+). For working professionals, NIIT Imperia, Centre for Advanced Learning, brings Executive Management Education Programs from premier B-schools in India, to their doorstep. NIIT Institute of Finance Banking & Insurance (IFBI), formed by NIIT with equity participation from ICICI Bank, offers programs for individuals and corporates in Banking, Financial Services and Insurance. NIIT Uniqua, Centre for Process Excellence, addresses the increasing demand for skilled workers in the business and technology services industry by providing training programs in relevant areas. This is a part of NIIT Institute of Process Excellence, a NIIT-Genpact venture. NIITs School Learning Solutions offers turnkey IT integration program for schools and has provided computer based learning in over 12,000 government and private schools. NIIT eGuru, is a comprehensive learning solutions for schools. To address the vast population of underprivileged, school-aged children, NIIT launched the Hole-in-the-Wall education initiative. Its achievements in the area of Minimally Invasive Education earned NIIT the coveted Digital Opportunity Award, by the World Information Technology Services Alliance (WITSA) in 2008. NIITs Corporate Learning Solutions offers integrated learning solutions, including strategic consulting, learning design, content development, delivery, technology, assessment and learning management to Fortune 500 companies, Universities, Technology companies, Training corporations and Publishing houses. Element K, delivers learning solutions for customers and partners through a tailored combination of catalog learning products, technology, and services. The offerings include: vLab: hands-on labs, instructor-led courseware, comprehensive e-reference libraries, technical journals, and KnowledgeHub , a hosted learning management platform. NIIT, together 6

with Element K, is now the first and the best choice for comprehensive learning solutions, worldwide. Ushering in a new model in higher education is the not-for-profit NIIT University, established in 2009 with a vision of being the leading centre of innovation and learning in emerging areas of the Knowledge Society. Nestled in the foothills of Aravali, in Neemrana, Rajasthan, the picturesque 100 acres fully residential green campus has been developed as an institute of excellence based on the four core principles of providing industry linked, technology based, research driven, seamless education. Global Learning Solutions NIIT offers a comprehensive range of learning solutions and services to address the needs of diverse audiences. We are today amongst worlds leading talent development companies offering learning solutions to individuals, enterprises and schools. We reach out to over 5 million learners across 40 countries. NIITs wide spectrum of services portfolio, comprising a mix of global solutions with a local flavor, are prevalent across varied domains. Driven by its vision of developing global talent, NIIT is helping to build a pool of employable, industry-ready professionals globally. NIIT together with Element K is the first and the best choice for comprehensive learning solutions, worldwide. As one of the leading training companies, we offer diverse portfolio of programs in areas like, IT, ITES, BFSI, Management education, School education and Professional Life Skills. NIITs Individual Learning Solutions include industry-endorsed programs in IT like- GNIIT, Integrated programs for Engineers (NIIT Engineers), Infrastructure Management programs (NIIT Global Net+). We provide technology-based learning solutions to leading corporate across the world. NIIT offers cutting-edge learning solutions to Fortune 100 companies, universities, technology majors, training corporations and publishing houses. The companys expertise in areas like strategic consulting, learning design, customized content, off-the-shelf

content (e-learning),training delivery, hi-end technology training, testing & assessment, and learning management enables large organizations to train cost effectively and efficiently. It facilitates a learning environment that meets their existing and emerging skills requirements. At NIIT, we are committed to deliver high end solutions with the right blend of knowledge, skills and expertise. The gamut of services offered ensures a complete end to end solution for training needs of corporate. Our venture in the Finance and Management Training (FMT) sector to address the learning needs of working professionals is an extension of our forte in IT training. NIIT Imperia, Centre for Advanced Learning, offers Executive Management Education Programmers in association with premier B schools in India. Institute of Finance Banking & Insurance (IFBI), formed by NIIT with equity participation from ICICI Bank offers programs for individuals and corporate in Banking, Financial Services and Insurance. Building a training manpower pool for business and technology services industry through NIIT Unique, Centre for Process Excellence, is another significant move by NIIT. This is a part of NIIT Institute of Process Excellence (NIPE), a NIIT-Genpact venture. We have been working closely with global leaders in Technology to provide training on state-of-the-art technology platforms. Our strategic alliances with partners like Adobe, Cisco, Comptia, EMC, Intel, Microsoft, Oracle, Prometric, SAS and Sun Microsystems ensures that the students capitalize on the latest skills and technology trends. NIITs School Learning Solutions offers turnkey IT integration program for schools and has provided computer-based learning to nearly 7.8 million students in over 9,500 government and private schools. We offer complete range of solutions for schools under the NIIT eGuru portfolio. The novel solution encompasses all the possible components required to service the present and future needs of a school, integrated into one package.

Whether it is about imparting training in English Language & soft skills and offering School Learning Solutions or about fostering talent in rural or semi urban India through District Learning Centres (DLC), NIIT houses it all. Global Delivery Systems

NIITs extensive delivery umbrella spread across 40 nations covers even the remotest parts of the globe and market segments. We have been providing learning solutions to individuals, institutions and enterprises by blending cutting-edge technology and education.

Further strengthening NIIT's vision of developing global talent, are its enduring relationships with leaders in the technology and content space. NIIT works closely with global leaders such as Adobe, Cisco, Citrix, EMC, Intel, Microsoft, Oracle, SAS, Sun and provides training on their platforms. These relationships bring state-of-the-art learning solutions, courseware, and reference materials in the NIIT portfolio. At the same time, we are also leveraging our learning tieups with international partners to distribute training material worldwide. Collaborations with over 100 leading academic institutions across India, China, New Zealand, UK, Malaysia, Australia, USA, Canada and Ireland facilitates global presence of famous NIIT inside model. These educational associations have enabled NIIT to provide locally relevant training to help nations build vital talent to empower the growth of various industries facing skilled manpower shortages. In line with these strategies, NIIT has emerged as a leading player in Nigeria, Ghana, Botswana, South Africa and as a most preferred IT training institute in China with over 170 centres in 24 provinces. NIIT through its subsidiaries Element K, worlds second largest e-learning library and Cognitive Arts, caters to the corporate training markets of US and Europe . The company is also leveraging the high quality infrastructure, technology tools and faculty of the best Universities in the world. Our alliances facilitates an unmatched delivery and unique educational experience that meets their existing needs and prepares them for the future. Awards and Acknowledgements

NIIT has been accorded the Business Super brand 2008 status for the second time by the Super brands Council, US. The first one being for the period 2003-2005.

Ranked as Top Training Company 2008, by Dataquest magazine, Indias leading ICT publication group Cyber media.

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NIIT, USA has been awarded the Gold for Excellence in E-learning Award by Chief Learning Officer magazine as part of its Learning In Practice Awards, one of the industrys highest honors.

NIIT ranked among the Top 20 Companies in the IT Training Industry in 2008 by TainingOutsourcing.com.

NIIT was recognized by UNESCO for innovation in ICT in Education in 2008. NIIT (HiWEL) has been conferred the coveted Digital Opportunity Award by World Information Technology Services Alliance (WITSA) in 2008.

Ranked amongst Indias Most Trusted Services Brand in a survey by India's one of the leading financial daily- The Economic Times Brand Equity Survey, in 2008.

NIIT is the only Indian Education company from India to be featured in "The BCG 50 Local Dynamos"in 2008.

Ranked amongst Indias Most Respected Companies in the IT sector in a survey done by Business World magazine in 2007.

NIIT was ranked as Indias Most Customer Responsive Educational Institution as per Avaya GlobalConnect Customer Responsiveness Awards in 2007 for the third consecutive year.

The company was awarded the Indian Franchisor of the Year Award in 2007 by Franchising Association of India.

Rated among Training Magazines Top 125 elite companies worldwide, for its innovative Training practices in the year 2007.

NIIT was ranked amongst the Top 10 Business Brands since 60 years of Independence, by a leading Indian magazine The Week in 2007.

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The company received the Award for Excellence in Innovative HR practices 2005 by Delhi Management Association and Watson Wyatt World.

China Information World, the Beijing-based IT weekly presented NIIT with awards for Best Contribution towards Vocational Education in China (2004) and Best Curricular Structure in China in 2004.

China Computer Weekly, the Chongqing-based publication with a base of over one million readers, recognized NIIT as the Most Influential Education Certificate Brand in China for 2004 and the Best IT training curriculum for the same period.

NIIT was voted as the Most Popular Education Brand by College and University students in China.

Innovation and Leadership Innovation has remained a growth catalyst for NIIT, leading us to think out-of-the-box, and bring to market products and training solutions that have often been global firsts. We have constantly transformed unique ideas into on-the-ground solutions that bring real benefits to learners. Our Franchisee network has earned us the soubriquet of McDonalds of the Training sector. One of the innovative solutions offered by NIIT is the synchronous learning based Executive Management programs from Indias top B schools through NIIT Imperia. The Industry-endorsed GNIIT curriculum has proved to be a trailblazing 12-month Professional Practice offering. Another epitome of novelty by NIIT was a breakthrough innovation in teaching strategies in schools for which it was honored by UNESCO for innovation in ICT in Education. The leading Global Talent Development Corporation is committed to create a large pool of well trained, industry ready, worldclass IT professionals through its presence in 40 countries. The unique NIIT Inside model allows us to offer industry acclaimed IT training programs in partnership with Universities and Colleges in countries like China and Nigeria.

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Our focus and investments in Research have led to initiatives that have earned us global acclaim. The HiWELs revolutionary experiment of Minimally Invasive Education launched in 1999 and termed as Hole in the Wall by media, brings learning to the disadvantaged. The experiment proved that any set of children can acquire computing skills through incidental learning and access to suitable computing facilities, even in the absence of a direct input. Besides India, Hole in the Wall kiosks dot the landscape of countries such as Egypt, Vietnam, Uganda and South Africa, among others. Following the tradition of innovation, NIIT conceptualized Model District Learning Center at Chhindwara, to provide high quality IT training for graduates from semi-rural towns. Leadership in Global Talent Development In todays globalised, fast-changing world, the importance of Global Talent Development can not be underscored. With time, the demand for skilled talent is expected to grow faster. The existing skills shortages, along with issues such as the quality, reach and relevance of our education system, have huge ramifications for the Indian economy. However, demographics are in Indias favor. As per a BCG study, by 2020 the world will have a shortage of 47 million working people and the Indian workforce will have a surplus of 56 million people. Whats needed is to develop skills, so that this surplus manpower is equipped to meet the needs of talent across geographies. Recognizing this opportunity NIITs mission is to attain leadership in Global Talent Development, by launching innovative, market-driven products and enhancing its reach globally. The Global Talent Development Corporation had set up its first overseas education centre in 1991 and today reaches out to 5 million learners across 40 countries. Our global presence facilitates cutting-edge Learning Solutions to Fortune 100 companies, universities, technology majors, training corporations and publishing houses through our subsidiary Element K. Through our subsidiary, CognitiveArts, we offer

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nearly three decades of experience and represent the highest achievement in research, education and experience in learning design architecture having developed over 300 innovative Experience Learning Solutions for major corporations and institutions. Initial Phase (1981 - 1990)
1981 1982

Incorporated on Dec 2, 1981. Sets up Education Centres in Bombay, Chennai Introduced Multimedia technology in education Education Centre set up in Bangalore Corporate Training programs introduced IT Consultancy services started Head Office integrated at New Delhi Software Product Distribution started under 'Insoft' brand Education Centre set up in Calcutta, Hyderabad Conceived the Franchising model of Education The birth of an NIIT-ian -- a branding for NIIT alumni Education Centre opens in Pune Created the Computer drome to provide "unlimited" computer time to students

1983

1984 1985 1986 1987

1988 1989 1990

1991

Bhavishya Jyoti Scholarships launched for meritorious and socially challenged students.

First overseas office set up in US

1992

Launched GNIIT, program with Professional Practice launched Created I-Write, a revolutionary computer software for people with special needs

1993

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International revenues touch Rs 50 million Achieved ISO 9001 for Tick IT for Instructional Software Exports NIIT becomes a listed company and launches a successful IPO

1994

Launched LEDA, a multimedia IT education program for Learning through Exploration, Discovery, and Adventure

1995

Revenue crosses Rs 1 billion mark NIIT becomes Microsoft's Premier Education and Training Partner Matrix Structure evolves with Geographies, Businesses and Organisations NIIT organizes Microsoft windows training program simultaneously in 4 countries on the day of the launch and becomes Microsoft's Premier Education & Training Partner Status

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Chapter 3 OBJECTIVE AND RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY

2.1

SIGNIFICANCE

Performance appraisal is a key HR process in any organization. If not handled properly, it could lead to several negative consequences for the employee as well as the organization. The consequences could range from drop in motivation and performance level to increase in the rate of attrition. The traditional methods of appraisal are subject to a number of biases and that leaves a lot to be desired. That is why, most of the organizations today are going for newer systems of performance appraisal that are more objective, impartial, and effective. 360 degree appraisal is one such modern method of appraisal which promises to be a highly effective tool for appraisal of performance. However, its early days and the effectiveness of this method needs to be assessed in an objective manner. Therefore, the present study is an attempt to evaluate the efficacy of this tool as perceived by the employees of the organization. Based on the research conducted, following suggestions could be offered for NIIT Ltd:

The performance appraisal system for the supervisors and the managers should be clubbed together into one i.e. there should be just one performance appraisal system for the organization.

The performance Appraisal should be taken up on a yearly basis as well as on a mid term basis.

For the initial stage of implementing this appraisal system, the senior level of employees should be taken up first.

The performance appraisal should be conducted on the basis of the objectives set by the appraisee along with his superior. The objectives should be at least 5 in number

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and may be job related or may be based upon the personal development area of the employee.

The employee should be appraised on the midterm as well as yearly basis. The progress should be noted down and the objectives for the next term should be set on the basis of this progress.

Besides this, the appraise should be evaluated on the basis of some core competencies as well as the leadership style of the appraise. For this teams comprising of the direct reports, colleagues, subordinates as well as the managers.

The core competencies to be evaluated and appraised, which are reflective of the means adopted by the employee to achieve higher objectives, are: Business and technical details Customer focus Teamwork and co-operation Setting and fulfilling Commitments Communicating with others Innovation and creativity.

2.2

MANAGERIAL USEFULNESS OF THE STUDY

To point out and suggest the organization to adopt remedial actions to remove those loopholes, aiming to improve the productivity and efficiency of the worker and increase the level of job satisfaction among them.

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2.3

OBJECTIVE

360 Degree Appraisal is a multi - rater Feedback System. Almost every Fortune 500 Company is using this in some form or the other. In this system the candidate is assessed periodically (once in a year and sometimes even every six months) by a number of assessors including his boss, direct reports (subordinates), colleagues , internal customers and external customers . The assessment is made on a questionnaire specially designed to measure behaviors considered as critical for performance. This appraisal generally supplements the traditional appraisal systems and does not replace the traditional appraisal systems and does not replace them. The following are the objectives of this project: To study what 360 - degree performance appraisal is all about. To find out the practically of the method. To evaluate the merits and demerits of the method. Benchmark - The effectiveness of the360 - degree performance Appraisal in the Indian context.

2.4

SCOPE OF THE STUDY

This project will helps to understand about the 360 degree performance appraisal system in the following ways: Most managers and employees hate the traditional one-to-one annual reviews with the boss. But by using 360-degree feedback as part of their staff appraisal and development process they can bring some serious benefits to both their business and their people. People gain much better self awareness by learning how their colleagues perceive them.

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People generally like 360 degree feedback. They take things less personally and are more likely to take on board what's been said. It helps people understand how their behavior influences both their own personal effectiveness and how they impact the smooth running of the organization. It improves communication within the organization and encourages a more open culture where giving and receiving constructive feedback is the norm. It is a very powerful driver for change both for individuals and organizations as a whole.

2.5

METHODOLOGY

RESEARCH DESIGN
There are different ways of research designs classified by various authors. Different types of research design have emerged on account of different perspective from which a research can be viewed. The three broad categories of research design are: Exploratory Research (2) Descriptive Research (3) Casual Research For this particular study I have used exploratory Research Method Exploratory Research: This is used in order to study the environment and give a direction to the study. The focus is on the discovery of ideas. It is generally based on secondary data that are readily available. It doesnt have a rigid and format design as the researcher may have to change his focus or direction depending on the variables. In exploratory research the first stage is I have done a basic and applied research which means- understanding about the topic through journals and magazines and by visiting Library. The project was conducted in the following way: 20

1. The methodology adopted was obtaining primary data from NIIT (Haus Khaz). Calculating all the secondary data on 360 degree appraisal as available in published works. Identifying the most significant and conclusive theory necessary. Analyzing to the above & creating a response sheet to obtain primary data on 360 degree appraisal. Personal visit to ensure that the primary data (unstructured). This is standing testimonial. Interpretation & Analyzing.

The information for the project was collected from the following sources: Primary sources -50% Secondary sources-50%

The primary sources included the conduction of interviews with the help of : Questionnaires

Sample Size: The total number of respondents was 50 employees of NIIT.

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FLOW DIAGRAM

Setting the Objectives

Secondary Data Collection

Primary Data Collection

Literature Review

Formation of Questionnaire

Questionnaire Distribution

Sample Data Collection

Inputting- Coding Response

Interpretation & Analyzing

Findings

Report Writing

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2.6

LIMITATION OF THE STUDY/ PROJECT WORK:

Sample size of the application (Limited). Time constraint. Reliability of the response. Problems while collecting the information through primary and secondary sources.

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Chapter 4 CONCEPTUAL DISCUSSION

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CONCEPTUAL DISCUSSION
INTRODUCTION
Performance Appraisal and 360 degree Performance Appraisal is a formal, structural way of measuring ,evaluating and influencing and employees job related attributes , behaviors and customs, as well as level of absenteeism, to discover how productive the employee is and whether he or she can perform as or more effectively in the future ,so that the employee and the organization, and society are at a benefit. Performance Appraisal System (PAS) organization to: To conduct a job analysis to identify job duties and responsibilities for which criteria need to be developed. Choose and appropriate and valid performance appraisal method to assess job behaviors or customers. Develop a process for conveying job expectations to employees prior to the appraisal periods . Establish a feedback System relating to the job performance . Evaluate how well the PAS is doing in relation to the stated objective and making necessary revisions .

Performance Appraisal Covers

Job Performance Absenteeism

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Theft Alcohol/drug use Unethical behavior

Major Purposes of Performance Appraisal are : Evaluative Developmental Evaluative includes performance measurement, compensation and motivation . Developmental includes management, development, identification of potential, feedback. Human resource planning, communications, performance improvement and research or legal compliance.

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 Working Together In Performance Appraisal

LINE MANAGER
Work within

HR PROFESSIONALS

EMPLOYEE

HR Work with line managers in May appraise the work of the appraisal other employees

professionals in developing developing the appraisal process process

Complete the appraisal form Coordinate the completion May Appraise their own on employees of Appraisal forms performance

Give

feedback

to

the Train

line

managers

in Participate in the feedback process .May appraise the boss

employees

giving feedback

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 Performance appraisal system and the choice of Raters / Who does the Appraising? While many different sources can be used together performance data, the relevance of these sources needs to be considered prior to the choice of rating method. Performance Appraisal raters include: Supervisors Peers Subordinates Self Customers Computer monitoring

Appraisal by supervisors The superior is the immediate boss of the subordinate being evaluated. The assumption is that the superior knows the subordinates job and performance better than anyone else. But appraisal by the superior has drawbacks. To counter these organization process. Allowing other people to gather performance appraisal data creates a greater openness in the appraisal process, thus helping to enhance the quality of the superior-subordinate relationship. Self Appraisal The use of self-appraisal was made popular as an important component in MBO. Subordinates who participate in the evaluation process may become more involved and committed to the goal. Subordinate participation can also clarify employee roles and reduce the uncertainty about what to do.

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At this time, Self Appraisals are effective tool for program focusing on self development, personal growth and the goal commitment. However, Self Appraisal are subject to systematic biases and distortions when used for evaluations. There is evidence that self rating are more lenient or higher than those obtained from supervisors. Self ratings will correspond more closely to the supervisor ratings when extensive performance feedback is given and when employees know that their performance ratings will be checked against objective criteria. It has been suggested that self-appraisals are particularly useful in small companies, especially when it is an employee initiated an demand appraisal. Team Member Appraisal Team member involvement in the appraisal process can take different forms. In addition to defining performance expectations, team members can commonly serve as evaluators, the co-worker who is at an individuals side all day has an excellent opportunity to observe that individuals behavior. Common performance dimensions on which team members have evaluations expertise include : Attendance and timeliness Interpersonal skills Group supportiveness Planning and coordination

Team members can also provide useful information for evaluating how well the team as a whole is functioning in terms of productivity, cohesiveness and motivation. Appraisal by Customers/Clients Appraisal of customers are appropriate in situations in a variety of contents.

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If all these sources are combined to receive information about an individual then the process is called 360-degree feedback Appraisal information from all directions give employees more information on their behaviors, thus enhancing the potential for improvement. The focus is on achievement and the fulfillment of the organization strategy. In contrast to the traditional approach, where a single supervisor rates employee performance, multiple source systems allow evaluations to be conducted by a group of colleagues and internal customers who form a circle around the employee. Employees are more likely to respond constructively to a groups suggestions on how to improve their performance. As a result, the evaluation process becomes more of a diagnostic tool for employee development and less of an instrument to judge and discipline employees. The evaluation process produces more valid results because it involves a group of people interact with the employee in many different ways. For the same reason, the process has proved to be less susceptible to gender and ethnicity biases than single source evaluations. As organizations become flatter and move towards team-based management structures, multiples source evaluation systems can play an integral role in facilitating participation and enhancing productivity. Establishing feedback criteria The first step in designing a multiple source assessment system is selecting evaluation criteria and developing a behavior profile, so employees can be assessed relative to a model and no relative to co-workers. The process of defining evaluation criteria should be participative. For the system to work effectively, shareholders in the organization must be given an opportunity to get involved upfront.

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 Select Evaluation team Do not limit evaluation team to employees closest colleagues. To get the most out of the multiple source assessments, the group should reflect the employees internal customers. Teams should reflect the employees internal customers. Teams should consist of five to eight members, including the employee being evaluated. Employees then have the opportunity to compare their self-evaluations with the groups assessment. Conduct the evaluations Evaluation forms can be distributed in the form of hardcopy or electronically. Using an electronic mail system is one very efficient method for carrying out this process. It is important, however, to establish procedures for ensuring the anonymity of evaluators and the confidentiality of their responses.

Analysis results
Along with the raw results of the evaluations provides employees with an analysis of the data that will clarify and focus areas of strength and weakness in the performance.

Intervene to improve behavior

Instead of focusing only on the problems, seek to identify structural constituents to improvement, and attempt to change those factors. For example, does the employee have the necessary training and tools to perform the job, and are internal procedures clearly communicated? In conclusion, there are four basic criteria employees should look for in a multiple source evaluation system : fairness, accuracy, simplicity and trustworthiness.

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THE 360 DEGREE- TECHNIQUE

The Indian Scenario
Its a reality check. You have assessed your managers performance using top-down evaluation systems. You have gauged their potential, using sophisticated psychometric tests. Now, you can have the persona of each - his talents, his behavioral quirks, his values, his ethical standards, his tempers, his loyalty - scanned, sorted, and stethoscope by those best - placed to carry out the diagnosis : his colleagues. This hot new form of assessment, known as 360-degee feedback, involves having a manager rated by everyone above, alongside, and below him. And the hoary hypothesis is that it is exploding : an evaluation can only be conducted by the boss. This how new thing has captured the Indian scenario in a big way. Says Tarun Sethi, Director, Shilputsi Consultants : Every organization wants to know everything about a man thats why 360-degree should be on top of a CEOs wish list. The technique originally started at General Electric, US, 1992. And now it has nabbed the Indian corporate scene to a great extent. Corporate like General Electrics (GE), Reliance Industries Ltd. (RIL), Crompton Greaves, Godrej Soaps, Wipro, Infosys, Thermax, American Express, Hewlet Packard, NIIT, Thomas Cook, Mafatlal Industries and the list keeps on increasing. They are all using tools to find out home truths about their manages. Although deployed mostly as a fact finding and self-correlation technique, 360-degree feedback is also beginning to be used to design promotion and reward. Just what makes 360-degree feedback, amulti-rater assessment, revolutionary? As the label suggests, it involves collecting responses through structured questionnaire about a manager from his bosses, peers, and subordinates. The technique pans over a several parameters: performance as well as behavior, how effectively a manager handles his boss and his juniors, how clearly he communicates, how deftly he delegates, how abrasively he administrators. Values, ethics, fairness, balance and courtesy - nothing is excluded

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from the ambit. And neither, crucially, is the question of how inspired the managers leadership is. The questions are formulated so as to elicit one of the five responses to the subjects rating on a parameter: significant strength, strength, meets requirements, development required, and cannot rate. Normally questions related to behavior are more effective than performance related queries. The latter requires judgment which cannot only be difficult, but also based. By contrast, the former elicit reportage which is the simpler and more reliable. Each manager is assessed by a minimum 15 colleagues: at least two of them being his bosses, four of them peers, and six of them as subordinates. While immediate supervisors are best-placed to evaluate performance parameters, peer judgment provides a comparative - and even competitive - perspective. And including juniors is crucial: many an ample of the bosss eye metamorphoses into a brutal bully with subordinates, often hording responsibility rather than delegating it. The best 360-degree system polls customers too. Crunched and graphed by a computer, the responses are presented collectively to the subject of the appraisal, with specific comments being presented later. Bar-charts for each parameter indicate what percentage of respondents in each category - boss, peer, or subordinate - rated the subject. Then, interpretations of what the findings are actually telling their subject follow. And finally, counseling sessions tackle ways to solve the specific problems and weaknesses identified by the 360-degree assessment.

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THE 360-DEGREE-AN ANALYSIS

How does 360-degree score over other form of performance appraisal. Normal performance appraisal systems judge the outcome of a managers efforts, but ignores the road taken. They focus on achievements rather than the intrinsic qualities that a manager must have in order to lead. But these qualities are what the appraisal reveals. Remember : it wont ell your manager whether theyve met their targets, but it will praise or warn them about their styles. Among the other benefits that will follow : Bridging the gap between self-assessment and colleagues views, the feedback will home in on managerial causes of organizational problems. Teamwork will thrive once assessmence by - peers is embedded in the fabric of your company. Your managers will manage people better after being 360-degreed. The method looks not just at whether managers achieve their goals, but also how they achieve them. Whom should you subject to a 360-degree assessment? Although applicable across functions and anywhere in the hierarchy, the tool is most effective when used from the top down. For, the effect that the CEO and the top managers have been administered the test convinces everyone else to go through it too. However, dont be surprised if the results are uneven. For, individual reactions can vary, and not every manager in your company will accept and benefit from the findings. Should your managers pay-cheque reflect their appraisals? Used to complement performance assessment, the feedback can be a useful compass for pointing out the directions to compensation. But dont deploy it as the sole arbiter of reward. After all, performance in terms of meeting targets must be fundamental to evaluation. But how can you ignore, when determining increments, the leadership ratings that a 360degee test gives your manager. To resolve the contradiction NIIT uses a target-based

34

performance bonus at the year-end. And the leadership ratings of the 360-degree assessment is linked to promotions and increments. So, managers have to make the numbers for a one-off reward, and earn high grades on the 360-degree test for permanent gains. Dont replace your current system with 360degree assessment, therefore, but do add it to your appraisal arsenal.

MERITS
Evaluates methods required to achieve the targets. Reveals strengths and weaknesses in managing style. Forces inflexible managers to initiate self-change. Creates an atmosphere of teamwork and empowerment. Unearths truths about organizational culture and ambience.

DEMERITS
Ignores performance in terms of reaching goals. Colleagues responses tend to be biased. Assesses deny the truth of negative feedback. The system can be utilized to humiliate people. Linking findings to rewards can prove to be unfair.

35

NIIT LIMITED
An introduction
Information Technology is the fastest growing industry world. It is probably the faster changing one as well. As technology drives change, elephants must tap-dance to survive. And smaller faster growing companies must swing and cartwheel their way to keep the lead. The real world is too dynamic, If we apply successful solutions often past to modern-day problems, we will be history even before we know it. NIIT has always been committed to quality. There are three pillars of quality in NIITIndividual Excellence, Team and Process Excellence and Customer Focus which, form a part of the vision document of NIIT. NIIT is the frontrunner and pioneer in Information Technology in India. Composite provider of IT training for audiences ranging from 6 to 60 years old. NIIT delivers education through Classrooms, automated learning centers, multimedia education software and the Internet. It is amongst the top six educational multimedia developers worldwide. Established one of the largest facilities in the world for developing educational multimedia. It has a strong presence in the software solutions market with an expertise in re-engineering solutions. It has got operations in India, USA, Singapore, Thailand, Indonesia, Malaysia, Philippines, Hong Kong, Japan, United Kingdom, Sweden, Germany, Belgium, Netherlands, and France. It has its offices in eight cities in India; training network covers over 400 outlets in India, Hong Kong, Kuwait, Mauritius and Nepal.

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It has got tie-ups with companies like Ansys, Cincom Systems, Datamine, ESRI, Moss Systems, Mechanical Dynamics Entor Graphics, Oracle, Piolot ROSS Systems, Sybase and Sherpa Corporation. It is interesting to study how NIIT, the computer learning centre, fosters this environment of learning and preparedness among its faculty. Says Sudha Raju, General Manager, NIIT, ``Our training programmers have to be standardized and replicated across the world. New recruits are taught how to handle students. There is a base level of training for everyone.'' Apart from this, NIIT has several training plans for all its staff members. No manager can wish away the need for constant up gradation of skills. This is particularly true in the IT sector where technical up gradation is the life-breath of the industry. NIIT's School for Employee Education and Development (SEED) seeks to foster a learning culture within the organization. Explains Sudha, ``Among IT executives, there is tremendous pressure to keep up with the Joneses. We want to tap into this healthy informal training.'' Its SEED centers are at Delhi and Chennai but people who cannot travel there can avail of the virtual SEED, an extension of the Net varsity. This is particularly useful if the need is urgent or employees have to learn small technical lessons (called skillets). Experts sitting at these centers will answer any technical queries. This is NIIT's way of deploying knowledge skills across the country. Apart from technical training, individual development programmes are also encouraged. NIIT's SPIRIT -- Self Propelled Initiatives for Renewed Individual Transformation -assesses an employee's performance in relation to inherent strengths. Claims Swarna, NIIT's HR Manager, ``It's not a post-mortem of our performances, but it identifies what kind of skills we would need two years down the line. It also caters to the individual desire to learn and helps keep individual spirits high.''

37

PERFORMANCE APPRAISAL AT NIIT

In the traditional factory, production takes place on a variety of machines. In the software industry, it takes place in the minds of the people not surprisingly human resource management is usually high on the agenda of any inspired software company. NIIT goes a step beyond. One of the biggest challenges that NIIT faces is how to unleash the intellectual and emotional potential of its employees to crate an institution that emerges a role model within its industry worldwide. From investing liberally in the minds of NIIT-ians fostering a culture of risk taking, to participating actively in their personal lives and recognizing exceptional contributions through innovative mechanisms. NIIT believes that when an organization pioneers in a new area mistakes can happen. NIIT strongly believes in creating an environment in which decision making is not stifled buy the fear of the retribution. The NIIT model for maintain competitiveness focuses on two aspects : MERIT and SPINNOVATION. MERIT (Meeting Every Requirement On Time) ensures that a customer requirements are captured, performance against these is measured and improvements brought about though corrective action at the ream level and the individual levels. Balancing work life and personal life is a key concern for most working people. NIIT regularly conducts personal effectiveness program (PEP) for all Mangers. A large majority of these managers have reported better health. Reduced stress and improved productivity as a result. Personal transformation is achieved through PQI (Personal Quality Initiative), a revolutionary movement conceptualized and developed within NIIT. PQI provides simple formats to identify habits that need to change. Since the launch in 1994, over 2,000 NIIT-

38

ians have been trained by their supervisors in this program, and have reported remarkable personal gains that are usually not considered part of conventional HR activity. These training needs are identified during the Performance Appraisal of the employees. The Performance Appraisal system at NIIT has been made in a way that its concern for people (the Vision Document) has been tailored and incorporated as a tool to aid in the development of the employee as well as the overall development of the organization as a whole. The PEP and the IEF (Individual Effectiveness Feedback) are based upon the 7HABITS given by Stephen K. At NIIT performance appraisal is used as a tool as well as a methodology to bring about changes in the organization. Besides an ongoing performance appraisal system, NIIT conducts the 360-degree PA at lest once in a year. This 270-degree performance appraisal ( so as to what they name it) covers the peers, the subordinates and the superiors; but it fails to consider the customers ( and so people at NIIT consider is as a 270-degree rather than 360-degree PAS). The purpose of PAS is developmental and is conducted generally once in year but may be conducted even after the issues. There are six basic Core Competencies that are evaluated. These basic core competencies assess the performance, values, behavior, attitudes as well as different things for different employees and different things for different input sources are also assessed. Besides this, the leadership styles of the employees is also evaluated. Teams are formed that comprise of the peers, the subordinates as well as the superiors; and the feedback is taken then. This kind of feed aback is taken for the managers at all levels , the senior (alphanumeric). The conclusion arrived at is then kept confidential and is given to the employee in an oral as well as written form and the sources are protected. After the feed back has been taken the employee is called by the personnel executive and is given the conclusions of the feedback that had been arrived at after processing them with the help of special software packages. The employee has full freedom to discuss his feedback with the management. The employee is them made to call up a meeting of the team members involved in the performance appraisal and is then supposed to discuss

39

issues with them. In the end the team members give their combined written comments to the employee. Besides this, different training needs of the employee are then identified and the relevant training programs are then conducted. Different personality development programs are conducted by the organization for the employees. It is after all this that a development plan is prepared for the employee wherein they identify their key performance areas and areas that need improvement. This is an all round development plan that exists round the year and it is upon this criteria that the employee is evaluated the next year when this performance appraisal is conducted. Appraisal systems these days offer employees a better chance of recognizing problem zones. A 360-degree appraisal system -- where individual weaknesses are recognized and necessary training requirements are identified -- is well-accepted in all companies. ``The onus of sustaining the benefits of the training programme must be taken upon by the individual himself.'' Training is effective only when carried over to the workplace. World-class organizations are not built overnight, they are sustained over a period of time in a carefully planned manner. ``If you do not plan it well, you cannot build excellence or nurture a climate of excellence. Organizations, therefore, have to build an appetite in individuals for seeking out opportunities. After all, opportunity hunger arises from appetite and not from starvation.'' Above everything else, there must be a clearly-laid path for individuals to survive the competition. This is where training helps.

40

The Analysis
The Human Resource Department is considered to be one the best in the country. NIIT in itself is involved in frequent in-house as well as outhouse training programs, personality development programs, performance appraisal, total quality management etc. The performance appraisal conducted over here is of two types. One is meant to evaluate employees regarding their performance and the other is regarding the feedback of the employee by different employees (i.e. the 270-degree feedback). These two appraisals are conducted on a half yearly basis i.e. one id conducted after every six months. The Key Performance areas for each employee are identified at least once every year which provide role clarity to employees in terms of their work as well as their behavior towards other employees. Line managers discuss performances and targets with their subordinates. Managers also practice self appraisal, reviewing and analyzing what affects their performance. There is also a considerable amount of communication existing in the organization at all levels. The IT industry has widely recognized 360 degree feedback as a useful developmental tool. The HR managers and employees have realized that professional success is not onedimensional but encompasses the entire spectrum of an individuals professional conduct. The 360 degree feedback is particularly significant in the knowledge economy since the companys wealth resides in each employee. Each asset can be a potential leader and the contribution of each asset in turn determines the success of the company. Theoretically, 360 degree feedback is the gap analysis between how one evaluates oneself on a set of criteria and the evaluation by the manager, peers and direct reports against the same set of criteria. The gap can then be overcome through counseling, training or coaching sessions.

41

The major drawbacks faced are : The educational background of the employees subordinates, peers or superiors sometimes makes a difference in the feedback they give. The whole method is too subjective and deals mainly with employees performance and not with the objectives to be achieved. Occurrence of errors like central tendency or Halo Effect. Sometimes the biases in the minds of the raters may effect their feedback regarding an employee.

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Chapter 5 DATA ANALYSIS

43

DATA ANALYSIS
At the primary data based on questionnaire response. Primary data for 360 degree has been presented. All data collected read in to the computer. Sample sheet are attached in Annexure I. The sample structure conducted 50 individual.
Q.1 = Career paths are laid down for every employee, with opportunities and limitations clearly specified?

Fig. 1

1= Never

16%

0% 32%
2= Rarely 3= Sometimes 4= Often

52%

5= Alw ays

Analysis: 68% people says that there are career paths for every employee, with opportunities and limitations. 32% people believes that sometimes there are career paths for every employees, with opportunities and limitations.

44

Q.2 = There are mechanisms in your company to identify potential leaders and motivate people?

Fig. 2

0% 36%

1= Never 2= Rarely 3= Sometimes 4= Often 5= Always

64%

Analysis:

Almost 100% people say that there are mechanisms in the company to identify potential leaders and motivate people.

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Q.3 = Key performance areas are identified for each employee at least once a year?

Fig. 3

22%

0% 44%

1= Never 2= Rarely 3= Sometimes 4= Often 5= Always

34%

Analysis: 44% people believe that sometimes key performance areas are identified for each employee at least once a year. 56% people says that key performance areas are identified for each employee at least once a year.

46

Q.4 = These areas provide role clarity and direction to employees in terms of their work?

0% 30%

1= Never 2= Rarely 3= Sometimes 4= Often 5= Always

70%

0%

Fig. 4

Analysis: 30% people believes that sometimes these areas provide role clarity and direction to employees in terms of their work. 70% people says that these areas provide role clarity and direction to employees in terms of their work.

47

Q.5 = Goal-setting exercises are used to stretch employee's capabilities to the limit?

Fig. 5

0% 30% 52% 18%

1= Never 2= Rarely 3= Sometimes 4= Often 5= Always

Analysis: 30% people believe that sometimes goal setting exercises are used to stretch employees capabilities to the limit. 70% people says that goal exercises are used to stretch employees capabilities to the limit.

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Q.6 = There is a mechanism by which performance plans for the company are prepared every year?

Fig. 6

0% 38% 46%

1= Never 2= Rarely 3= Sometimes 4= Often

16%

5= Always

Analysis: 46% people believes that sometimes there is mechanism by which performance plans for the company are prepared every year. 54% people says that there is mechanism by which performance plans for the company are prepared every year.

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Q.7 = Line managers always discuss performances and targets with their subordinates?

0%

16% 16%

1= Never 2= Rarely 3= Sometimes 4= Often 5= Always

68%

Fig. 7

Analysis: 16% people says that line managers sometimes discuss performance and targets with their subordinates. 84% people agree with the statement that line managers always discuss performance and targets with their subordinates.

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Q.8 = Managers practice self-appraisal, reviewing and analyzing what affects their performance?

Fig. 8

20%

0%

20%

1= Never 2= Rarely 3= Sometimes 4= Often 5= Always

30%

30%

Analysis: 20% people believe that managers rarely practice self-appraisal, reviewing and analyzing what affects their performance. 30% people believe that sometimes it happens. 50% people agree on this statement.

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Q.9 = There is a degree of horizontal communication across functions and people at the same level?

Fig. 9

18%

0%

18%

1= Never 2= Rarely 3= Sometimes 4= Often

64%

5= Always

Analysis: 18% people says that sometimes there is a degree of horizontal communication across functions and people at the same level. 82% people agree on this statement that there is a degree of horizontal communication across functions and people at the same level.

52

Q.10 = The circulars and news letters in your company keep every employee wellinformed? Fig. 10

0%

1= Never 2= Rarely 3= Sometimes 4= Often 5= Always

100%

Analysis: 100% people strongly agree that the circulars and news letter in the company keep every employee well informed. This figure clearly shows that the company is very much aware of the importance of the circulars and the news letters thats why the result of this statement is 100%.

53

Q.11 = There are mechanisms for employees at all levels to meet top managers if they wish? Fig. 11

24% 0%

18%

1= Never 2= Rarely 3= Sometimes 28% 4= Often 5= Always

30%

Analysis: 30% people says that sometimes they get opportunity to meet the top managers if they wish. 28% people says that rarely there are mechanisms for employees at all levels to meet the top managers if they wish. 24% people totally agree about the mechanisms for employees at all levels to meet the top managers if they wish. 18% people totally denying this statement.

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Q.12

= There are

constant investments in

improving your company's

communications infrastructure?

Fig. 12

0%

18%

1= Never 2= Rarely 3= Sometimes

54% 28%

4= Often 5= Always

Analysis: 18% people says sometimes there are constant investments in improving the companys communications infrastructure. 82% people agree with this statement that the there are constant investments in improving the companys communications infrastructure.

Q.13 = The company has adequate mechanisms by which it can project a good image of itself?

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Fig. 13

22%

0% 28% 1= Never 2= Rarely 3= Sometimes 4= Often 5= Always 50%

Analysis: 28% people says that the company sometimes use the adequate mechanisms by which it can project a good image of itself. 72% people believe that the company always use the the adequate mechanisms by which it can project a good image of itself.

56

Q.14 = Your company tries to organize itself around small cross-functional or functional teams?

Fig. 14

22%

0% 28% 1= Never 2= Rarely 3= Sometimes 4= Often 5= Always 50%

Analysis: 28% people says that the company sometimes tries to organize itself around small cross-functional or functional teams. 72% people believe that the company always tries to organize itself around small cross-functional or functional teams.

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Q.15 = Every employee is empowered and has the autonomy to plan, organize, and do his work?

Fig. 15

0% 28% 1= Never 2= Rarely 50% 18% 4% 3= Sometimes 4= Often 5= Always

Analysis: 54% people agree that every employee is empowered and has the autonomy to plan, organize and do his work. 18% people says that sometimes it happens. 28% people says that rarely it happens.

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Q.16 = Delegation is not confined to the top, but is intrinsic to the organization's culture?

Fig. 16

26%

0%

18%

1= Never 2= Rarely 3= Sometimes 4= Often 5= Always

56%

Analysis: 82% people agree on this statement that delegation is not confirmed to the top, but is intrinsic to the organizations culture. 18% people says sometimes it happens.

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Q.17 = Every senior manager in your company is seen by his subordinates as a role model to emulate?

Fig. 17

18%

6% 0%

1= Never 2= Rarely 3= Sometimes 4= Often 5= Always

76%

Analysis: 76% people agree that sometimes this situation is occurs when every senior manager in the company is seen by his subordinates as a role model to emulate. 18% people says always every senior manager in the company is seen by his subordinates as a role model to emulate. 6% people strongly disagree with the statement.

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Q.18 = Employee participation is sought in all matters that pertain to the work and the company's goals?

Fig. 18

0%

18%

1= Never 2= Rarely 3= Sometimes 18% 4= Often 5= Always

64%

Analysis: 82% people agree that employee participation is sought in all matters that pertain to the work and the companys goal. 18% people says sometimes it happens.

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Q.19 = Employees in your company believe that total quality is the only key to sustained success?

Fig. 19

24%

0% 28% 1= Never 2= Rarely 3= Sometimes 4= Often 5= Always 48%

Analysis: 72% people in the company believe that total quality is the only key to sustained success. 28% people sometimes believe on this statement.

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Q.20 = Every employee in the company has a sense of pride in the quality of the work they do?

Fig. 20

0% 34% 1= Never 2= Rarely 3= Sometimes 4= Often 66% 5= Always

Analysis: Approximately 100% people of the company has a sense of pride in the quality of the work they do.

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Chapter 6 FINDINGS AND RECOMMENDATIONS

64

FINDINGS
On the basis of the whole study, following conclusions can be derived: The Human Resource Department of NIIT Ltd could be considered as one of the best in the industry. NIIT is involved in frequent in-house as well as outhouse training programs, personality development programs, performance appraisal, total quality management and a variety of modern HR practices. Every employee in the company has a sense of pride in the quality of the work they do. In NIIT the circulars and the news letters keep aware every employee wellinformed. Individuals getting a broader perspective of how they are perceived by others than previously possible. 360 degree feedback Increases awareness of and relevance of competencies. More reliable feedback to senior managers about their performance. Encouraging more open feedback- new insights. Providing a clearer picture to senior management of individuals real worth. Clarified to employees critical performance aspects. Focused agenda for development. Forced line managers to discuss development issues. 360 degree feedback helps to raise the self-awareness of people managers of how they personally impact upon others- positively and negatively.

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 360 degree is basically a rounded view of the individuals/ teams/ organizations performance and what the strengths and weaknesses are. Key development areas could be identified for the individual, a department and the organization as a whole from 360 degree feedback.

RECOMMENDATIONS
Certain recommendations can be made after interviewing various employees at different levels with the help of my data sheet. Some recommendations are as follows : Good performer should not only be rewarded by promotion etc., but also by appreciation of their performance in public Workers opinion regarding their job should be given more priority. The work related benefits like overtime, production incentives expenses should be provided to the employees There should be proper utilization of existing manpower Employees should be given recognition at proper intervals. Suggestions from the employees should be welcomed with open arms and if found suitable should be implemented More opportunities should be given to the employees regarding, T&D, MDPs, participation in decision makings etcs.

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ANNEXURE

67

QUESTIONNAIRE
Dear Sir / madam, The information obtained through this questionnaire will kept strictly confidential and used only for academic purposes.

NAME OF THE RESPONDENT: ____________________________________________ (Optional)

AGE*:__________________________________________________________________

DESIGNATION*:________________________________________________________

ORGANIZATION*:_______________________________________________________

LEVEL OF MANAGEMENT: (a)UPPER

(b) MIDDLE

(c)LOWER

EXPERIENCE IN PRESENT ORGANIZATION*:______________________________

TOTAL EXPERIENCE*:___________________________________________________

(* indicated items must be filled up)

Please indicate your agreement/ disagreement with the following statements by encircling the appropriate choice.

1. Career paths are laid down for every employee, with opportunities and limitations clearly specified: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

68

2. There are mechanisms in your company to identify potential leaders and motivate people: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

3. Key performance areas are identified for each employee at least once a year: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

4. These areas provide role clarity and direction to employees in terms of their work: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

5. Goal-setting exercises are used to stretch employee's capabilities to the limit: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

6. There is a mechanism by which performance plans for the company are prepared every year: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

7. Line managers always discuss performances and targets with their subordinates: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

69

8. Managers practice self-appraisal, reviewing and analyzing what affects their performance: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

9. There is a degree of horizontal communication across functions and people at the same level: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

10. The circulars and news letters in your company keep every employee well-informed: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

11. There are mechanisms for employees at all levels to meet top managers if they wish: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

12. There are constant investments in improving your company's communications infrastructure: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

70

13. The company has adequate mechanisms by which it can project a good image of itself: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

14. Your company tries to organize itself around small cross-functional or functional teams: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

15. Every employee is empowered and has the autonomy to plan, organize, and do his work: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

16. Delegation is not confined to the top, but is intrinsic to the organization's culture: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

17. Every senior manager in your company is seen by his subordinates as a role model to emulate: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

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18. Employee participation is sought in all matters that pertain to the work and the company's goals: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

19. Employees in your company believe that total quality is the only key to sustained success: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

20. Every employee in the company has a sense of pride in the quality of the work they do: (a) Never (c) Sometimes (e) Always (b) Rarely (d) Often

21. Any other comments/ suggestions regarding the existing performance appraisal system in your company: _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

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REFERENCES

73

REFERENCES
HUMAN RESOURCE MANAGEMENT Human Resource Management & Personnel Management Human Resource Management - K. Aswathapa - T.N. Chabra

RESEARH METHODOLOGY Research Methodology - C.R. Kothari

MARKETING RESEARH Marketing Research - Rajendra Nargundkar

WEBSITES

www.niit.com www.niitindia.com www.google.com

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