Professional Documents
Culture Documents
in
Project Guide
Head of the
dept.
Mrs. K. Lalitha Bhavani.
J.Nagendra Kumar
Mr.
DECLARATION
I hereby declare that the project report entitled A STUDY ON 360 DEGREE
PERFORMANCE
APPRAISAL
with
reference
DR.
REDDYS
Date:
Place :
(S.RAJARAJESWARI)
ACKNOWLEDGEMENT
I should take the responsibility to acknowledge the following
distinguished personalities who graciously allowed me to carry out this project
work successively.
I am also thankful to all other members of the staff for their kind
cooperation in this behalf. Mainly I am very much thankful to Mr. J.Nagendra
Kumar, M.B.A, and Head of the department of management studies.
I am highly thankful to my guide Mrs.K. Lalitha Bhavani madam,
MHRM faculty in management studies for her valuable advices and
encouragement throughout the course.
I express my deep sense of gratitude to Mr.Ramesh kumar
(Deputy Manager-HR Dpt.) , Mr. Arun Rubin (junior manager-HR), Mr. Shiva
Reddy (Senior Exicutive-HR), Mr, Chandrashekar Kurada (Senior ExicutiveHR) for his kind help and valuable suggestions in preparing this project and also
to office staff members.
I also express my sincere thanks to my friends and classmates for
their advice and suggestions in giving a proper shape to study.
(S.RAJARAJESWARI)
CONTENTS
CHAPTER I
INTRODUCTION
I.1
I.2
I.3
I.4
Methodology
I.5
Limitations
CHAPTER II
Page no
1-9
10-17
INDUSTRY PROFILE
CHAPTER III
18-28
COMPANY PROFILE
CHAPTER IV
29-64
65-78
FINDINGS
6.2
SUGGESTIONS
6.3
CONCLUSION
ANNEXURE
7.1
BIBLIOGRAPHY
79-82
7.2
QUESTIONNAIRE
INTRODUCTION
Human resource management (HRM) is the strategic and coherent
approach to the management of an organization's most valued assets - the
people working there who individually and collectively contribute to the
achievement of the objectives of the business.[1] The terms "human resource
management" and "human resources" (HR) have largely replaced the term
"personnel management" as a description of the processes involved in
managing people in organizations.[1] In simple sense, HRM means employing
people, developing their resources, utilizing, maintaining and compensating
their services in tune with the job and organizational requirement.
In human resource management there are two functions i.e., 1.
operating function and 2. managerial function.
Human resources management comprises several processes. Together they are
supposed to achieve the above mentioned goal. These processes can be
performed in an HR department, but some tasks can also be outsourced or
performed by line-managers or other departments. When effectively integrated
they provide significant economic benefit to the company.[8]
Workforce planning
Skills management
Personnel administration
Time management
Performance appraisal
2
Also during this time period, others explored the use of multi-rater feedback via
the concept of T-groups.
One of the earliest recorded uses of surveys to gather information about
employees occurred in the 1950s at Esso Research and Engineering Company
(Bracken, Dalton, Jako, McCauley, & Pollman, 1997). From there, the idea of
360-degree feedback gained momentum, and by the 1990s most Human
Resources and Organization Development professionals understood the concept.
The problem was that collecting and collating the feedback demanded a paperbased effort including either complex manual calculations or lengthy delays. The
first led to despair on the part of practitioners; the second to a gradual erosion of
commitment by recipients.
3
feedback by their direct reports, or a "traditional performance appraisal,"
where the employees are most often reviewed only by their managers.
The results from 360-degree feedback are often used by the person receiving the
feedback to plan training and development. Results are also used by some
organizations in making administrative decisions, such as pay or promotion.
When this is the case, the 360 assessment is for evaluation purposes, and is
sometimes called a "360-degree review." However, there is a great deal of
controversy as to whether 360-degree feedback should be used exclusively for
development purposes, or should be used for appraisal purposes as well
(Waldman et al., 1998). There is also controversy regarding whether 360-degree
feedback improves employee performance, and it has even been suggested that it
may decrease shareholder value.
METHODOLOGY
The project entitled employee performance appraisal was carried out
for eight weeks at DR. REDDYS pharmacy ltd. The data had been collected
primary data and secondary data.
Primary data was collected directly from people and organization via.
Questionnaire on project before being analyze to reach conclusion concerning
the issue covered in the project. The primary data is collected information
obtained during discussion with the head of the departments, the official and
The perception bias or attitude of the respondents may also act as hurdles
to the study.
sample size taken for the research is small due to the constraint of time.
Some of the employees could not reveal much of the information for the
fear of the management.
INDUSTRY PROFILE
The Indian Pharmaceutical industry is a success story providing
employment for millions and ensuring that essential drugs at affordable prices
are available to the vast population of this sub- continent.
The Indian Pharmaceutical Industry today is in the front rank of Indias
science-based industries with wide ranging capabilities in the complex field of
drug manufacture and technology. A highly organized sector, the Indian Pharma
10
The Indian Pharmaceutical sector is highly fragmented with more than 20,000
registered units. It has expanded drastically in the last two decades. The leading
250 pharmaceutical companies control 70% of the market with market leader
holding nearly 7% of the market share. It is an extremely fragmented market
with serve price computation and price control.
11
Control
Authority.Technologically
strong
and
totally
self-reliant,
the
pharmaceutical industry in India has low costs of production, low R&D costs,
innovative scientific manpower, strength of national laboratories and an
increasing balance of trade. The pharmaceutical industry, with its rich scientific
ADVANTAGE IN INDIA:
Competent workforce:
India has a pool of personnel with high managerial and technical
competence as also slowed workforce. It has an educated work force and English
is commonly used. Professional services are easily available.
12
and strong financial markets. There is already an established international
industry and business community.
13
developing countries. Over 20,000 registered pharmaceutical manufacturers exist
in the country. The domestic pharmaceuticals industry output is expected to
exceed Rs 260billion in the financial year 2002, which accounts for merely 1.3%
of the global pharmaceutical sector. Of this, bulk drugs will account for Rs 54
ban (21%) and formulations, the remaining Rs 210 ban (79%). In financial year
2001, imports were Rs 20 ban while exports.
14
regions and distributes risks, its forward and backward integration capabilities,
its R&D, its consolidation through mergers and acquisitions, co-marketing and
licensing agreements.
15
human trails. In such collaborations, harmonized standards of screening can be
assured following established good laboratory practices. The R&D expenditure
by the Indian pharmaceutical industry is around 1.9% of the industyrys
turnover. This obviously, is very low when compared to the investment on R&D
16
HIGHLIGHTS:
Indian companies have recognized pharma in search of lower costs and
higher profits, and are exploiting the low cost base and pool of highly skilled
17
COMPANY PROFILE
Dr Reddys is a global, vertically integrated pharmaceutical company
with a presence across the value chain, producing and delivering safe,
innovative, and high quality finished dosage forms, active pharmaceutical
ingredients and biological products. Our products are marketed across the
globe, with an emphasis on North America, Europe, India, Russia and other
emerging indications markets. We conduct NCE drug discovery research in the
areas of metabolic disorders and cardiovascular at our research facilities in
Atlanta (USA) and Hyderabad (India). Through our Custom Pharmaceutical
Services business unit, we provide drug substance and drug product
development and manufacturing services on a proprietary basis Pharmaceutical
Services & Active Ingredients (PSAI)
The Pharma Services & Active Ingredients business of Dr. Reddys
serves Generics and Innovator companies through the Active Pharmaceutical
Ingredients (API) and Custom Pharmaceutical Services (CPS) businesses
respectively.
Dr. Reddys began API operations in 1984 and started with a single
drug in a 60-tonne facility near Hyderabad, India. In 1986, the first
consignment of that drug, Methyldopa, was shipped to West Germany. Strong
18
Chemistry skills and our emphasis on high quality led to USFDA inspections
of our manufacturing facilities. Since then, Dr. Reddys has come a long way
and today has a wide portfolio of APIs.
Global Generics
Dr. Reddys works towards providing patients access to high quality
generic medicines at affordable prices, and secondly, helps develop new
treatments that satisfy unmet medical needs and are improvements over
currently existing therapies.
Increased awareness, acceptance of generics and favorable legislation,
have together with the large volume of branded products losing patent
protection over the coming years, led to continued expansion of the generic
pharmaceuticals market.
Dr Reddys capitalized this opportunity by leveraging its product
20
development capabilities, state of the art manufacturing capacities and
access to its own APIs, which offers significant supply chain efficiencies.
In Russia we are the largest Indian Company and the sixth largest
generic player. Russia is the fastest growing market amongst the
emerging countries.
In US we are in the top five in terms of the ANDA filings with 69 ANDA
pending approval of which 32 are Para IV
21
Proprietary Products
Proprietary Products includes Differentiated Formulations, and Generic
Biopharmaceuticals. The over a hundred-strong Biologics team is currently
dedicated to the development of Biosimilars, while its long term vision is to
also develop NBEs (New Biological Entities) in niche therapeutic areas.
Having
successfully
launched
Grafeel
(Filgrastim)
and
Reditux
Management council:
The Management Team
The Management Council is the top tier of our company's management
structure.
22
Dr.AnjiReddy
Chairman
Dr. Anji Reddy is the founder-Chairman of Dr. Reddy's Laboratories, and is
greatly respected by the Indian Pharmaceutical industry for his work in
developing affordable medicines and for sparking drug discovery efforts in the
23
private sector. A philanthropist, Dr. Anji Reddy has founded two not-for-profit
organizations that are focused on alleviating urban poverty and providing
primary education to underprivileged children.
GVPrasad
Vice-Chairman and Chief Executive Officer
GV Prasad drives the overall strategy for the organization, with particular
emphasis on innovation and growth. He spearheaded the company's foray into
the global generics markets and is now focused on the Innovative Products
business, which includes Discovery Research, Biologics and Specialty
Pharmaceuticals
24
SatishReddy
Managing Director and Chief Operating Officer
Satish Reddy drives operational excellence across the organization. He has
built the finished dosage business in the emerging markets, including India,
and is now focused on strengthening the global generic finished dosage
business and giving more attention to the Pharmaceutical Services and Active
Ingredients.
25
Board Of Directors
WHOLE TIME DIRECTORS
G V Prasad
Vice Chairman &
Chief Executive Officer
Satish
Reddy
Managing Director &
Chief
Operating Officer
Ravi Bhoothalingam
Anupam Puri
JP Moreau
Bruce Carter
26
BRAND Philosophy
LIFE
We are all bound by a common thread that gives a purpose to every heartbeat,
every breath, every thought. It is what we call life. A gift so unique and
precious that it needs to be constantly enriched and nurtured.
RESEARCH
For us, the spirit of human endeavor is best exemplified by the quality of our
research. Meaningful research that leads to innovative products. Discoveries
that make a significant impact on the life of everyone that needs them. All
tempered by the finest scientific minds across the world.
27
HOPE
It is hope that dwells eternally in the human heart. Hope that inspires us, as
humans, to strive, achieve and excel. When hope springs from the promise of a
healthy life, that joy of living is more than complete.
28
THEORITICAL FRAMEWORK:
29
individual with regard to his or her performance on the job and his potential for
development.
Merit rating:
Performance appraisal is also described as merit rating in which one individual
is ranked as better or worse in comparison to others. Therefore, conceptually,
both merit rating and performance appraisal are same though they differ in
terms of objectives and coverage of activities during appraisal process which
we shall see later. Flippo has defined merit rating as follows:
Merit rating is a systematic, periodic and, so far as humanly possible,
and impartial rating of an employees excellence in matters pertaining to hes
present job and to his potentialities for better job.
30
From the above difinition, it appears that merit rating has some elements
common to performance appraisal. It uses may of the techniques which are
31
the concept of appraisal was applied to technical and merit rating though more
factors were taken into consideration. The objectives behind such a rating were
salary adjustments, promotions, and transfers. When the need for training was
felt in business organizations, the appraisal system was extended to personnel
appraisal which emphasized overall appraisal of a person-his performance,
behavior, skills, and potentials. Various terms, which used to denote appraisal
have been performance appraisal, merit rating, behavioural assessment,
employee evaluation, personnel review, staff assessment, and employee annual
confidential report. However, the term performance appraisal is more common.
Dale Beach has traced the differences between earlier appraisal and present
appraisal as indicated in Table below:
32
Item
Technology
Earlier emphasis
Merit rating
Present emphasis
Employee
appraisal/performance
appraisal
Purpose
Determining
Development
qualifications
for
personnel, improved of
increase,
promotion,
wage
transfer,
Application
lay-off
Hourly-paid workers
security
Technical, professional,
and
Factors rated
Techniques
of
managerial
Heavy emphasis on
personnel
Results,
personal attributes
accomplishment,
Rating
performance
Mutual
goal-setting,
scals,
statistical
manipulation of dat
appraisal,
performance
for
standards,
less
comparison
Post-appraisal
purposes
Superior
quantitative
Superior
interview
communicates
his
employee
stimulates
to
analyse
rating to employee
evaluation to him;
job
seeks
to
have
employee conform to
his view
33
counselor.
requirements;
appraisal
practices
show
that
organizations
undertake
34
is workilng in his present job and what are hlis strong and weak pronts. In the
light of thsese, it can be decided whether he can be promoted to the next higher
position and what additional training will be necessary for him. Similarly
performance appraisal can be used for transfer, demotion, and discharge of an
employee.
2.
employees about their performance. It tells them where the stands. A persons
works better when he knows how he is working; how his efforts are
contributing to the achievement of organizational objectives. This works in two
ways; First, the person gets feedback about his performance and he may try to
overcome his deficiencies which will lead to better performance. Second, when
the person gets feedback about his performance, he relates his work is
meaningful. Thus, given the proper organizational climate, he will try his best
to contribute maximum to the organization.
35
36
37
Ranking Method
Ranking is the oldest and simplest method of appraisal in which a person is
ranked against others on the basis of certain traits and characteristics. This is
just like preparing ranks of various examinees in an examination. In the
ranking method, various persons are given ranks on the basis of their traits.
This is a very simple method when the number of persons to be ranked is small
because ranking has to be given on the basis of traits which are not easily
determinable, not like marks in an examination. Moreover, since differences in
ranks do not indicate absolute or equal differences of ability between
individuals, the method has limited value for performance appraisal.
Paired Cmparision
Paired comparison method is a slight variation of ranking system
designed to increase its value for use in the large groups. In this method, each
38
person is compared with other persons taking only one at a time. Usually, only
one trait, overall suitability to perform the job, is considered. The rater is
provided with a bunch of slips each containing a pair of names. The rater puts a
tick mark against the person whom he considers the better of the two, and final
ranking is determined by the number of times that person is judged better than
others. This method provides better comparison of persons. However, this
increases the work because of large number of comparisons. For example, to
rank 50 persons through paired comparison, there will be 1,225 comparisons.
This can be calculated by formula N(N-1)/2 where N is the total number of
persons to be compared.
Grading
In this method, certain categories of abilities or performances are
defined well in advance and persons are put in particular category depending
on their traits and characteristics. Such categories may be definitional like
outstanding, good, average, poor, very poor, or may be in terms of letters like
A, B, C, D, etc. with A indicating the best and D indication the worst.
The actual performance of the employees is measured against these
grades. This method, however, suffers from one basic limitation that the rater
may rate most of the employees at higher grades.
39
Forced-distribution method
Forced-choice method
The forced-choice rating method contains a series of group of
statements and the rater checks how effectively the statement describes each
individual being evaluated. there may be some variations in the methods and
statements used, but the most common method of forced-choice contains two
statements both of which may be positive or neative. Though both of them
describe the characteristics of an empoyee, the rater is rater is forced to tick
only one which appears to be more descriptive of the employee.
40
Out of these wo statemens, only one statement is considered for final analysis
of rating. For example, a rater may be given the following two statements:
1.
2.
Check-list method
In the check-list methos of appraisal, the rater provides appraisal report
by answering a series of questions related to the appraisee. These questions are
prepared by personnel department and are related to the behaviour of the
appraisee concerned. Each question has two alternatives, yes or no, as given
below:
1.is he/she interested in the job?
2.is he/she regular on the job?
Yes/no
Yes/no
41
Yes/no
Yes/no
Yes/no
Yes/no
Yes/no
42
43
one time and, thus, appear as a punishment to the ratee. More appropriately,
the management should use incidents of poor performance as oprtunities for
immediate training and counseling.
44
The degree of quality is measured on a scale which can vary from three points
to several points. However, most common practice is to have five-point scales.
Some organizations use even numbers in order to avoid the tendency of the
rater to tick mark central points. Degrees may be numbered of defined. Thus 5,
4, 3, 2, and 1 in that order can be used to denote points for various degrees of
excellent-poor, high-low, or good-bad, and so on. These numbers can be
expressed in terms of descriptions like excellent, very good, average, poor, and
very poor; or very high, high, average, low, and very low. Instead of numbers
showing barious degrees, sometimes definitions and descriptions of qualities
canbe used. A partial view of graphic scale used by Indian Hotels Limited is
provided in Exibit 21.1.
45
job knowledge
technical knowledge of
job and related work
2.
quality
accuracy, neatness
3. quality
output of good work
4. personal appearance
cleanliness, neatness
5. ability for teamwork
cooperative attitude,
good relations with others
6. common sense
thinks intelligently,
takes logical decisions
7. initiative
interested in making improvement,
seeks additional
responsibility
8. industriousness
ability to work hard,
conscientious on job
9. manners and obedience
general discipline
10. health level and absenteeism
46
Graphic scale method is good one in measuring various job behaviours
of an employee. However, it is not free from raters biases. Problem may
emerge in defining various traits and judging these.
Essay Method
Instead of using structured forms for performance appraisal, some companies
use free essay method, or sometimes, combine this with other methods. In
essay method, the rater assesses the employees on certain parameters in his
own words. Such parameters may be as follws:
1.work performance in terms of quality, quantity, and costs;
2.knowledge about the job;
3.knowledge about organizational policies, procedures, and
rules;
4.employees characterstics and behaviour;
5.employees strengths and weaknesses;
6.overall suitability of the employees;
7.employees potential and promotability; and
8.training and development needs of the employee.
The essay method is useful in providing useful information about an
employee on the basis of which he can be appraised. However, there may be
problems in free essay method. Each rater may use own style and perception in
describing a person which produces difficulty in analysis. Further, as
47
Henderson observes, the quality standard for the appraisal may be unduly
influenced by appearance rather than content. Thus, a high-qualit appraisal
may provide little useful information about the performance of the ratee.
2. The outsider does not have the opportunity to observe the employees
behaviour or performance over a period of time and in a variety of situations,
but only in an
Artificially structured interview situation which extends over a very short
period of time.
360-degree feedback
Is a multi source assessment, which includes
* Self,
* Supervisor
* Internal Customers/peers/Staffs
* External Customers
49
50
Prerequisites
*Top management Support
* Confidence of employees on the appraisal methodology
* Objectives need to be measurable with performance
requirements
clearly stated.
Performance Appraisal
o Recognition of performance.
o Providing feedback on individual performance.
o Providing a basis for self-evaluation.
51
52
53
Follow up
55
Conclusion
360-degree feedback is sometimes referred to as multi-rater appraisals,
multi-source feedback or 360 degree profiling. It is essentially a process,
which enables a person to receive feedback from a number of people
around them (see diagram). The purpose of the feedback is usually varied
from organisation to organisation. 360-degree feedback not only acts as
tool for organisational development but also to help an individual
determine areas they need to develop. The success of the appraisal
depends on the transparency and clear objectives of its need and its clear
cut intimation to the employees even at the bottom level of the
organisation.
56
2. Glossary:
57
subordinates who have given an individual the feedback in the present cycle
(e.g.:work level-4 or work level-5 or work level-6) who are receiving the 360
degree feedback in the present cycle
3. Rating scale:
Scores by self and responses received together from superiors, peers and
subordinates (referred to as 360 degree or others) to each of the questions
are shown as an average score on the five-point scale shown below:
58
1. Unacceptable
2. Needs improvement
3. Emerging
4. Effective
5. Exceptional
The self vs. the 360 degree groups scores shows the relative standing of the
individual with respect to the mean scores of his or her group of superiors,
peers and subordinates taken together on the parameters and elements of the
DRL leadership model.
The qualitative remarks on your strengths/areas of improvement & suggestions
are also summarized (verbatim) towards the latter part of this report.
Overall picture of the scores (your self scores and how others have
scored you) on the parameters of the DRL leadership model. It also includes
your scores with reference to your comparative group.
scores on the nine sub-parameters of the leadership model. All scores are
simple averages, unless mentioned otherwise.
59
the scale
Begin with the overall representation. Study the gap between the self-
Next, note the highest and lowest scoring parameters with reference to
the feedback given by the 360 degree group. These will comprise your relative
strengths ad areas of improvement. Prepare an action plan
o
groups of respondents.
60
61
EXECUTIVE SUMMARY:
2. Scores with reference to the parameters of the DRL leadership
model
Drives
Revels
Organizational
Entrepreneurship &
Example
Your self-score
Your 360 degree
Building
2.7
2.87
Innovation
2.28
2.98
3
3
score
Scores
2.01
2.07
2.15
2.79
2.81
2.86
3.39
3.45
351
of
your
Leads
comparative
group
(wrt.
Min
in
360
Avg
.
degree
scores)
Max
.
by
62
Leads by Example
Sub-
Innovation
Sub-
Sub-parameter
parameter
Score
self
360
parameter
Score
self
deg
Collaborate
s
2.6
and
360
self
deg
ree
2.8
Recognizes
opportunitie
degree
ree
2.9
Accepts
and
delivers
on
leverages
s and takes
stretch goals to
resources,
risks
achieve
knowledge
intelligently
breakthrough
and
Score
360
2.78
performance
relationship
s to achieve
organizatio
nal
priorities
Coaches
and
2.5
2.8
Displays
2.3
2.9
Inspirational
flexibility
yet
develops
and
drives
more
change
leaders
effectively
unassuming
3.132
Aligns and
adapts
2.9
Fosters
climate
of
structure,
innovation
processes
and executes
and
on
systems to
opportunitie
strategic
2.5
2.9
Lives
champions
and
DRLs value
direction
63
Self
2.6
2.5
3
2
2.33
2.5
3
3
3
Others
2.84
2.87
2.92
2.95
2.99
2.99
2.78
3.12
3.11
Legend:
PT1: Collaborates and leverages resources, knowledge and relationships to
achieve organizational priorities
PT2: Coaches and develops more leaders
PT3: Aligns and adapts structure, processes and systems to strategic direction
PT4: Recognizes opportunities and takes risks intelligently
PT5: Displays flexibility and drives change effectively
PT6: Fosters a climate of innovation and executes on opportunities
PT7: Accepts and delivers on stretch goals to achieve breakthrough
performance
3.11
64
(C) Scores of 360 degree group on Elements of the DRL Leadership Model in
descending order.
Element.
ELEMENT
360
No.
1
DIMENSION
DEGREE
Facilitates effective utilization of all
available
resources
across
(D/R/L)
SCORE
2.61
the
organization
Creates and shares knowledge across
3.06
the organization
Consciously attempts
2.83
2.64
engage
4
and
to
retain
induct,
talented
employees
Builds and nurtures relationships &
leverages knowledge, expertise and
resources to create greater value
3.06
teamwork in organization
Delegates appropriately and allows
3.25
2.86
10
3.42
latest
Introduces
wherever appropriate
change
11
Understands
organization
2.72
them appropriately
Consciously attempts to build the
2.44
13
2.92
2.89
to
identify
immediate
business
and
long
improvements
14
term/opportunities
Generates creative alternatives when
faced
15
with
problems.
calculated risks.
Balances between
Takes
systems
and
17
and uncertainty
Makes an effort to appreciate and
2.75
18
2.72
3.42
3.25
shy
19
away
taking
tough
decisions
Welcome change and implements
initiatives
20
from
with
sincerity
and
commitment
Fosters a climate of innovation by
challenging status quo. Creates an
environment where new ideas are
welcomed.
Tolerates
genuine
21
mistakes
Takes a result oriented approach,
2.72
22
2.94
2.94
customers/suppliers
23
requirements.
stretch
goals.
Strives
for
24
breakthrough performance
Delivers on stretch goals
committed.
Works
as
2.36
3.08
towards
decisions
(rewards,
26
27
the talk
Gives full credit to contributing team
3.25
28
members
Shows humility in word and action.
3.17
29
2.97
30
2.83
3.58
3.08
2.64
3.06
3.58
external customers
Upholds the self-esteem & dignity of
all colleagues. Creates an open
culture conducive for expression of
views and ideas irrespective of
32
hierarchy
Creates
an
environment
of
experiment
Seeks
opportunities
relationships
to
&
build
leverages
organization
Takes utmost care to protect our
natural environment & initiatives to
serve the communities in which we
35
operate
Maintains
the
highest
ethical
standards
of
truth,
integrity
&
transparency
L= Leads by
Example
scale:
0=Unacceptable;
1=Needs
improvement;
2=Emerging;
3=Effective; 4=Exceptional
68
S.
Success
Description
Attribute
of
Self
360
Rating Trends of
Behavior
degree
360degree (others)
Resource
Facilitates
(others)
2.61
Sup<peer<sub>sup
Optimizatio
effective
utilization of all
2.06
Sup>peer<sub>sup
2.83
Sup>peer<sub>sup
2.64
Sup<peer<sub>sup
3.06
3.06
Sup>peer<sub>sup
available
resources across
2
Knowledge
the organization
Creates
and
Managemen
shares
knowledge
across
Eye
for
Talent
the
organization
Consciously
attempts
induct,
to
engage
and
retain
talented
4
Relationship
employees
Builds
and
Orientation
nurtures
relationships
with
key
external
and
internal
5
Collaboratio
stakeholders
Fosters
the
spirit
&
Teamwork
of
collaboration &
teamwork
in
organization
Cumulative
2.6
2.84
Average score
Success
Description of
No
Attribute
Behavior
.
6
Delegation
Delegates
Self
360
Rating Trends of
degree
360degree (others)
(others)
3.25
Sup=peer<sub>sup
2.86
Sup>peer<sub>sup
2.36
Sup<peer<sub>sup
Sup=peer=sub=sup
2.5
2.87
appropriately
and
allows
team members
to
take
decisions with
an element of
7
People
calculated risk
Invests
time
development
and effort in
the growth and
development
of
team
Succession
members
Works towards
planning
transferring
skills
to
colleagues
&
executes
on
succession
9
Performance
planning
Drives perfect
Coaching
in letter and
spirit to get the
best
out
of
people
Cumulative
Average Score
Success
Description
of
No
Attribute
Behavior
.
10
Systems and
process
orientation
practices
in
industry.
Introduces
change
11
Self
360degr
Rating Trends of
ee
360degree
(others)
3.42
(others)
Sup>peer<sub<s
up
the
wherever
communicat
appropriate
Understands
ion
organization
2.75
Sup<peer<sub>s
up
communication
priorities
12
and
drives
Culture
them appropriately
Consciously attempts to
building
2.58
Sup>peer<sub<s
up
2.92
Score
71
Success
Description of Behavior
Self
Attribute
13
Business
Is
able
Acumen
trends/discontinuities to
identify
to
spot
immediate
business improvements
and
long
360
Rating Trends of
degree
360degree (others)
(others)
3
Sup=peer=sub=sup
14
Risk Taking
term/opportunities
Generates
creative
2.92
Sup=peer>sub<sup
2.89
Sup>peer<sub=sup
Sup=peer=sub=sup
2.95
Risk
calculated risks.
Balances
between
Mitigation
business
while
Dealing with
risks
Logically
analyses
ambiguity
available
information
72
Success
No
Attribute
.
17
Cross
Makes
cultural
sensitization
Improvemen
t orientation
18
Description of Behavior
an
effort
to
Self
360
Rating Trends of
degree
360degree (others)
(others)
2.83
Sup<peer<sub>sup
2.72
Sup<peer<sub>sup
3.42
Sup>peer<sub<sup
Flexibility &
tough decisions
Welcome change and
change
implements
initiative
management
with
sincerity
commitment
Cumulative
and
average
2.3
score
2.99
73
Success
Description
of
No
Attribute
Behaviour
.
20
Innovation
Fosters a climate of
orientation
innovation
Self
360
degree
Rating
Trends
(others)
360degree (others)
3.25
Sup=peer<sub>sup
2.72
Sup<peer<sub>sup
by
challenging status
quo.
Creates
an
environment where
new
ideas
are
welcomed.
Tolerates
21
Execution
mistakes
Takes a
genuine
result
of
oriented approach,
leading to effective
execution
Cumulative
2.5
2.99
average score
74
3. Leads by Example
(PT7) Accepts and delivers on stretch goals to achieve breakthrough
performance
Sr.
Success
Description
No
Attribute
Behavior
22
Customer
Understands
Focus
internal
of
Self
360
degree
degree (others)
(others)
2.94
Sup>peer<sub>sup
2.94
Sup>peer<sub>sup
and
external
customers/suppli
ers requirements.
Responds to their
23
Performan
needs on priority
Motivates team
ce mindset
to
accept
and
deliver on stretch
Result
performance
Delivers
on
Orientatio
stretch goals as
committed
Cumulative
2.94
2.78
Sup>peer<sub>sup
Average score
75
Success
No
Attribute
25
Fairness
Description of Behavior
&
impartiality
Self
360
Rating Trends of
degree
(others)
3.08
Sup=peer<sub>sup
making
decision
people
(rewards,
26
Inspirational
Sup=peer=sub=sup
27
Credit
to
3.25
Sup=peer<sub>sup
28
sharing
Unassuming
3.17
Sup=peer<sub>sup
3.12
76
Success
No
Attribute
29
Excellenc
Quality
says or does
Is
dedicated
Orientatio
levels
30
Description of Behavior
delight
31
to
internal
Rating Trends of
degree
(others)
2.97
Sup>peer<sub>sup
2.86
Sup>peer<sub>sup
3.58
Sup>peer<sub<sup
&
external customers
Upholds the self-esteem
for
&
individual
360
of quality to
Respect
the
Self
dignity
of
all
colleagues. Creates an
open culture conducive
for expression of views
and ideas irrespective if
32
Innovatio
hierarchy
Creates an environment
of
innovation
learning.
desire
2.64
Sup<peer<sub>sup
3.06
Sup>peer>sub<sup
3.58
Sup>peer<sub<sup
3.11
and
to
Collaborat
experiment
Seeks opportunities to
ion
&
Sup=peer<sub>sup
willingness
33
3.08
&
Fosters
to excel
Teamwor
leverages
knowledge,
34
Harmony
&
protect
Social
our
natural
responsibi
environment
&
lity
35
Truth
integrity
&
we operate
Maintains the highest
ethical
standards
of
truth,
integrity
&
transparency
Cumulative Average
Score
78
Strengths
Willingness to
Areas of Improvement
Communication
experiment
Logical as well
as Lateral Thinking,
NA
useful in problem
solving
assertive
Is a good mentor
and a effective
communicator.
Respect for
Result Orientation
individual
Knowledge in
Marketing
communication.
Very strong on
Positive attitude
pharma industry
Good team
player
Product/Molecul
Excellent
knowledge of the
concerned subject
Humility
People
Management
mentorship which is
complemented by
empathy
markets
e/Therapy knowledge
Gives full
NA
Team Building
Managing contacts
everyone
People management
by constant feedbacks
and guidance.
NA
5. ANNEXURE:
RATING SCALES: The scores, range of ratings and the meanings
associated with each dimension is common to all the 35 elements of the DRL
Leadership model.
Scale
(score)
Range of
unacceptable
Needs
Emerging
Effective
Exceptional
ratings
Nearest
Resistant
improvement
Unaware
Aware
Aware
Aware and
and does
does
meaning
in
consistently
actionable
of
the
above
ratings
80
PARTICULARS
NUMBER
OF
Yes
No
Doubt ful
Total:
RESPONDENTS
21
1
8
30
PERSENTAGE
OF
RESPONDENTS
70
3
27
100
GRAPHICAL REPRESENTATION:
80
70
60
50
40
30
20
10
0
Yes
No
Doubt ful
Interpretation:
The above table reveals that the 70% of employees well aware of 360
degree appraisal system process.
81
PARTICULARS
NUMBER
OF
MBO
Competency mapping
Factor comparison method
360 degree appraisal method
Total:
RESPONDENTS
1
1
1
27
30
PERSENTAGE
OF
RESPONDENTS
3
3
4
90
100
GRAPHICAL REPRESENTATION:
100
90
80
70
60
50
40
30
20
10
0
MBO
competency
mapping
factor
comparison
360 degree
appraisal
interpretation: The above table reveals that 90% of the employees said that
360 degree appraisal system is used by the organization for measuring the
performance of the employees.
82
NUMBER
Open feedback
RESPONDENTS
8
OF
PERSENTAGE
RESPONDENTS
27
OF
Transparency
in
evaluation
Recognition for work
Impartiality
Total :
14
47
5
3
30
16
10
100
50
45
40
35
30
25
20
15
10
5
0
open feedback
transparency
in evaluation
recognition for
work
impartiality
Interpretation:
The above table reveals that 47% of the employees said that
transparency in evaluation is in their performance appraisal.
83
NUMBER
Satisfied
Partially satisfied
Dissatisfied
RESPONDENTS
25
5
0
OF
PERSENTAGE
RESPONDENTS
83
17
0
OF
Total:
30
100
GRAPHICAL REPRESENTATION:
90
80
70
60
50
40
30
20
10
0
satisfied
partially
satisfied
dissatisfied
Interpretation:
The above table reveals that 83% of the employees satisfied with this
360 degree appraisal system adopted by the organization.
84
5. impact of 360 degree appraisal on performance of the
employee.
PARTICULARS
NUMBER
Strong
Partially
Poor
Total:
RESPONDENTS
18
12
0
30
GRAPHICAL REPRESENTATION:
OF
PERSENTAGE
RESPONDENTS
60
40
0
100
OF
70
60
50
40
30
20
10
0
strong
partially
poor
Interpretation:
The above table reveals that the 60% of the employees said that the
impact of 360 degree appraisal on their performance is strong.
85
6.the reasons for the organization has adopted the 360 degree
appraisal system.
PARTICULARS
NUMBER
Accurate results
Because it is modern
RESPONDENTS
19
9
RESPONDENTS
63
30
system
Because all MNCs are
following
Total:
30
100
method
of
OF
PERSENTAGE
appraisal
OF
GRAPHICAL REPRESENTATION:
70
60
50
40
30
20
10
0
accurate
results
because it is
modern
method of
appraisal
because all
MNC's are
following
Interpretation: The above table reveals that 63% of the employees said that
the accurate results are possible through this 360 degree appraisal system thats
why the organization adopted this method.
86
NUMBER
None
1 to 3
3 to 5
Total:
RESPONDENTS
9
18
3
30
GRAPHICAL REPRESENTATION:
OF
PERSENTAGE
RESPONDENTS
30
60
10
100
OF
70
60
50
40
30
20
10
0
none
1 to 3
3 to 5
Interpretation:
Above the table reveals that 60% of the employees attended the training
programmes
87
NUMBER
0-35%
36-70%
71-100%
Total:
RESPONDENTS
3
19
8
30
GRAPHICAL REPRESEMTATION:
OF
PERSENTAGE
RESPONDENTS
10
63
27
100
OF
70
60
50
40
30
20
10
0
0-35%
36-70%
71-100%
Interpretation:
Above table reveals that 63% of employees said that 36-70%, the apex
committee involving in deciding employees grades.
88
NUMBER
Strongly agree
Agree
Disagree
Total:
RESPONDENTS
2
28
0
30
GRAPHICAL REPRESENTATION:
OF
PERSENTAGE
RESPONDENTS
7
93
0
100
OF
100
90
80
70
60
50
40
30
20
10
0
Strongly agree
Agree
Disagree
Interpretation:
The above table reveals that 93% of the employees said that they are
agree with the apex committee results.
89
NUMBER
Yes
No
Total:
RESPONDENTS
30
0
30
GRAPHICAL REPRESENTATION:
OF
PERSENTAGE
RESPONDENTS
100
0
100
OF
120
100
80
60
40
20
0
Yes
No
Interpretation:
The above table reveals that the 100% employees said thatemployees
performance is motivated by the (360 degree) performance system adopted by
the organization.
90
NUMBER
To a great extent
Up to some extent
Average
Below average
Total:
RESPONDENTS
7
18
15
0
30
GRAPHICAL REPRESENTATION:
OF
PERSENTAGE
RESPONDENTS
23
60
17
0
100
OF
70
60
50
40
30
20
10
0
To a great
extent
Up to some
extent
Average
Below average
Interpretation:
The above table reveals that the 60% of the employees said that the
appraisal system is helpful to minimize their weaknesses.
91
NUMBER
0-35%
36-70%
71-100%
Total:
RESPONDENTS
1
24
5
30
GRAPHICAL REPRESENTATION:
OF
PERSENTAGE
RESPONDENTS
30
80
17
100
OF
90
80
70
60
50
40
30
20
10
0
0-35%
36-70%
71-100%
Interpretation:
The above table reveals that 80% of the employees said that their
performance is improved by 360 degree appraisal .
92
NUMBER
Very good
Good
Average
Poor
Total:
RESPONDENTS
4
26
0
0
30
GRAPHICAL REPRESENTATION:
OF
PERSENTAGE
RESPONDENTS
13
87
0
0
100
OF
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Very good
Good
Average
Poor
Interpretation:
The bove table reveals that 87% of the employees opinion on the 360
degree appraisal system is GOOD.
93
NUMBER
Yes
No
Total:
RESPONDENTS
12
18
30
GRAPHICAL REPRESENTATION:
OF
PERSENTAGE
RESPONDENTS
40
60
100
OF
70%
60%
50%
40%
30%
20%
10%
0%
Yes
No
Interpretation:
The bove table reveals that 60% of the employees said that there is no
consideration to take the feedback of them while givining the appraisal of
superior.
94
FINDINGS
o
Most of the employees said that the 360 degree appraisal system
adopted by the organization is very good.
95
SUGGESTIONS:
1. Use of counseling as a tool to improve performance can help the employees
provided it is devoid of severe criticisms, suppression of domination.
2. Appreciation for good performance and proper guidance for improvement
is a must.
3. Appraisal linked to promotions and increments will motivate the employee
towards work culture.
SUMMARY
Dr. Reddys works towards providing patients access to high quality
generic medicines at affordable prices, and secondly, helps develop new
treatments that satisfy unmet medical needs and are improvements over
currently existing therapies.
Increased awareness, acceptance of generics and favorable legislation, have
together with the large volume of branded products losing patent protection
97
The data generated on employees performance appraisal as well as
increment and promotion will be utilized in future for remuneration
administration, employee training and development programmers, transfers
H.R planning and validation of selection programmers.
98
CONCLUSION
of the people various methods have come into existence. One such method is
360 degree appraisal. As the name itself indicater it appraises the overall
performance of the employee which will be satisfactory for him.
99
BIBLIOGRAPHY
S.NO AUTHOR
BOOKNAME
EDITION PUBLICATION
th
YEAR
Human resource
Development
12
Himalaya
publications
2002
C.B. Mamoria
3rd
Himalaya
publications
2007
P. Subba Rao
Human Resource
Management
4th
Himalaya
Publications
2006
3rd
Himalaya
Publications
2007
Arun Monappa
Personnel Management
6th
Himalaya
Publications
QUESTIONNIER
Dear respondents,
I am S. RAJARAJESWARI doing MBA programme in Aditya PG studies, kakinada,
affiliated to Andhra University.
2004
a. Management by objective
b. competency mapping
b. transparency in evaluation
d. impartiality
)
a. satisfied
b. partially satisfie
c. dis satisfied
b. partial
c. poor
5.do you know why the oraganisation has adopted the 360 degree appraisal? (
a. accurate results
6. how many training programmes you have attended to improve your performance?
(
)
a. none
b. 1 to 3
c. 3 to 5
7. do you have any idea about the 360 degree appraisal process? (
a. yes
b. no
c. doubtful
b. 36 to 70%
c. 71 to 100%
b. agree c. disagree
10. do you feel that the appraisal system motivates your performance? (
a. yes, motivated
b. not motivated
11. to what extent the appraisal system is helpful to minise your weaknesses? (
a. to a great extent
b. up to some extent
c. average
d. below average
12. how much percentage of performance improved by this method (360 degree) of
appraisal system? (
a. 0 to 35%
b. 36 to 70%
c. 71 to 100%
a. average
b. very good
c. good
d. average
e. poor
14.while giving appraisal for superior does the subordinate feedback taken into
criteria?
(
a. yes
b. no