STUDENT DECLARATION

I am GARIMA BANSAL student of MBA here by declares that the summer training report titled PERFORMANCE APPRAISAL IN HCL INFOSYSTEM is completed and submitted under the guidance of Mr. Gopal Saraswat is my original work.

The imperial finding in this report are based on the data collected by me. This project has submitted to !M"IMT# Modinagar for the purpose of compliance of re$uirement this e%amination.

GARIMA BANSAL M.B.A. I& em !oll 'o. " ()*+,(++)*

ACKNOWLEDGEMENT
-resenting a summer training project of this type is an arduous task# demanding a lot of time. I cannot in full measure appreciate and acknowledgement the kindness shown and help e%tended by .arious persons in this endea.or. I will remember all of them with gratitude. My sincere thanks are also due to Dr. N.C. Ba sal /0.1.2.# Management3 4 Mr. Gopal Saraswat# for their significant help e%tended for the successful completion of the project. I highly the help I got from them in pro.iding me and lot of information regarding the functioning of this organi5ation. I am always beholden to my 6od# for always being with me and showing me the right ways# my family# for always doing fa.ors to me and my friends and colleagues consistently helped with encouragement and criticism throughout the project work# for always lifting my sights to higher .ision# raising my personality beyond normal limitation and for reali5ing me my strengths and potential# as I did not always welcome her e%hortation# try again7 you can do better. But this project owes a great deal to it 8 and so do I.

GARIMA BANSAL

PREFACE

Today:s market scenario is totally different from what it has been a few years ago. ;onsumers has a lot of choice for e.ery product because day by day companies are coming up with their new and inno.ati.e products. <ater there was limited choice for most of the products and companies didn:t ha.e to put much of the efforts to sell their products. But today:s scenario is totally different. ;onsumers ha.e choice because of a.ailability of .arieties and options. =e can say today:s consumer is the market ruler. o it is important to know his buying beha.ior and try to fulfill his demand. ;ompany:s aim should be customers delight not customer:s satisfaction.

This research was really good learning e%perience for me. I got opportunity to apply the theoretical knowledge to practical aspects of selling. =hat problems can arise and the way to tackle the difficulty during the sales as smartly as possible.

CONTENTS
tudent declaration Acknowledgement -reface Indian hardware industry ;ompany profile -roduct profile -erformance appraisal system in 0;< !esearch methodology 1bjecti.e of the study ;ollege of data 2ata analysis >indings ;onclusions uggestions ?uestionnaire

Bibliography

INDIAN HARDWARE INDUSTRY AND HCL INFOSYSTEMS LTD. The year 9++@ marked a turning point in the history of global trade in ser.ices# with growing acceptance of IT based global deli.ery model. =ith e.er increasing a.ailability of international bandwidth and powerful workflow management software# it is now possible to disaggregate any business process# e%ecute the sub"processes in multiple centres around the world# and reassemble it# in near"real time# at another location. This is dri.ing fundamental changes in the global IT ser.ices landscape7 .endors and customers are redefining the le.els of .alue creation in the industry. In the wake of changing global ser.ice landscape# Indian Information Technology /IT3 and IT enabled ser.ices /ITA " B-13 continue to chart remarkable growth. The Indian software and ser.ices e%port is estimated at !s. BC#9(+ crore /D E *B.9 billion3 in 9++@"+)# as compared to !s. )C#9@+ crore /D E *9.C billion3 in 9++("+@# an increase of (@ per cent both in rupee terms and dollar terms. This segment will continue to show robust growth in future also.

Indian ITA "B-1 sector industry continues to grow from strength to strength# witnessing high le.els of acti.ity 8 both onshore as well as offshore. <ast year witnessed .endors mo.ing up the .alue"chain to offer higher"end research and analytics ser.ices to their clients. Attrition le.els also remained high# between 9)"@+ per cent# as demand for trained talent outpaced supply. As e%port re.enues from ITA "B-1 grew from D E 9.) billion in year 9++9"+( to D E (.F billion in years 9++("+@# a year"on"year growth of @@ per cent was achie.ed. In year 9++("+@# ITA "B-1 e%ports accounted for o.er 9B per cent of the total e%port re.enue earned by the Indian IT"ITA industry. The .alue of ITA "B-1 e%ports from India is e%pected to e%ceed D E ) billion mark in the year 9++@"+).

The Indian IT success story has also highlighted India Gs attracti.eness as an in.estment destination 8 also beyond the IT sector. Another key impact of the global sourcing model populari5ed by the growth of IT"ITA has been the re.ersal of the brain drain 8 as people of Indian origin /who went to pursue careers abroad3# as well as young e%patriates# are now attracted to work in India.

Indian IT"ITA growth has had a significant multiplier effect on the Indian economy. Apart from the direct impact on national income and employment# the sector has also contributed to the growth of se.eral ancillary industries# a rise in direct"ta% collection and an increase in consumer spend due to the significantly higher disposable incomes.

The rapid growth of ITA "B-1 and the IT industry as a whole has made a deep impact on the socio"economic dynamics of the country. The sector has risen to become biggest employment generator with the number of jobs added almost doubling each year# has spawned a number of ancillary businesses such as transportation# real estate and catering# and has contributed to a rising class of young consumers with high disposable incomes.

COMPANY PROFILE

S!"# Na$ar C!a"r%a a $ CEO HCL T&'! olo("&s Lt$.

A)a" C!ow$!r* C!a"r%a a $ CEO HCL I +os*st&%s Lt$.

0;< Infosystems <td is one of the pioneers in the Indian IT market# with its origins in *,BF. >or o.er $uarter of a century# 0;< ha.e de.eloped and implemented solutions for multiple market segments# across a range of technologies in India. 0;< ha.e been in the forefront in introducing new technologies and solutions. 0;< Infosystems /0;<I3 draws itGs strength from 9, years of e%perience in handling the e.er changing IT scenario# strong customer relationships# ability to pro.ide the cutting edge technology at best".alue"for"money and on top of it# an e%cellent ser.ice 4 support infrastructure. Today 0;< is countryGs premier information enabling company. It offers one"stop"shop con.enience to its di.erse customers ha.ing an e$ually di.erse set of re$uirements. Be it a large multi"location enterprise# or a smallHmedium enterprise# or a small office or a home# 0;<I has a product range# sales 4 support capability to ser.ice the needs of the customer.

<ast 9, years apart from knowledge 4 e%perience ha.e also gi.en us continuity in relationship with the customers# thereby increasing the customer confidence in us. Their strengths can be summari5ed asI Ability to understand customerGs business and offer right technology <ong standing relationship with customers -an India support 4 ser.ice infrastructure Best".ale"for"money offerings Technology <eadership

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0;< Infosystems is known to be the harbinger of technology in the country. !ight from their inception 0;< ha.e attempted to pioneer the technology introductions in the country either through their !42 or through partnerships with the world technology leaders. Dsing their own !42# 0;< ha.e ;reated their own D'IJ 4 !2BM capability /in C+s3 2e.eloped firewalls for enterprise 4 personal system security <aunched their own range of enterprise storage products <aunched their own range of networking products 0;< stri.e to understand the technology from the .iew of supporting it post installation as well. This is one of the key ingredients that go into their strategic ad.antage. 0;< Infosystems has to its claim se.eral technology pioneering initiati.es. ome of them areI ;ountryGs first 2esktop -; " BusyBee in *,C) ;ountryGs first branded home -; " Beanstalk in *,,) ;ountryGs first -entium @ based -; at sub @+k price point ;ountryGs first Media ;enter -;

G,"$" ( Pr" '"pl&s -"s"o Stat&%& t KTogether we create the enterprises of tomorrowK

M"ss"o Stat&%& t **

KTo pro.ide world"class information technology solutions and ser.ices to enable 0;<:s customers to ser.e their customers betterK

.,al"t* Pol"'* K=e deli.er defect"free products# ser.ices and solutions to meet the re$uirements of 0;<:s e%ternal and internal customers# the first time# e.ery timeK

*9

HCL/s O0)&'t"#&s Ma a(&%& t O0)&'t"#&s To fuel initiati.e and foster acti.ity by allowing indi.iduals freedom of action and inno.ation in attaining defined objecti.es.

P&opl& O0)&'t"#&s To help people in 0;< Infosystems <td. share in the companyGs successes# which they make possible7 to pro.ide job security based on their performance7 to recogni5e their indi.idual achie.ements7 and help them gain a sense of satisfaction and accomplishment from their work.

Cor& -al,&s =e shall uphold the dignity of the indi.idual =e shall honor all commitments =e shall be committed to ?uality# Inno.ation and 6rowth in e.ery endea.or =e shall be responsible corporate citi5ens

P!"losop!* o+ .,al"t* K=e deli.er defect"free products# ser.ices and solutions to meet the re$uirements of 0;<:s e%ternal and internal customers# the first time# e.ery time.K

To e%ist as a market leader in a globally competiti.e marketplace# organi5ations need to adopt and implement a continuous impro.ement"based $uality policy.

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1ne of the key elements to 0;<Gs success is its ne.er"ending pursuit of superior $uality in all its endea.ors.

0;< Infosystems belie.es in the Total ?uality Management philosophy as a means for continuous impro.ement# total employee participation in $uality impro.ement and customer satisfaction. Its concept of $uality addresses people# processes and products.

1.er the last 9+ years# we ha.e adapted to newer and better ?uality standards that helped us effecti.ely tie ?uality with Business 6oals# leading to customer and employee satisfaction.

.,al"t* at HCL I +os*st&%s Lt$. The history of structured $uality implementation in 0;< Infosystems began in the late *,C+s with the focus on impro.ing $uality of its products by using basis ?; tools and >ailure !eporting and ;orrecti.e Acti.e ystems />!A;A 3. =e also

employed concurrent engineering practices including design re.iews# and rigorous reliability tests to unco.er latent design defects.

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In the early ,+s# the focus was not merely on the $uality of products but also the process $uality systems. 0;<:s manufacturing unit at '1I2A was certified initially to I 1 ,++9I*,,@ by B&?I in *,,@ and later on to I 1 ,++*I*,,@ in *,,B. As of now# all 0;<:s manufacturing units are certified by B&?I as per I 1 ,++*I9+++ In early *,,)# a major $uality initiati.e was launched across the company based on -hilip B. ;rosbyGs methodology of ?I-M /?uality Impro.ement -rocess Management3. This model was selected to because it considered the need and commitment by an organi5ation to impro.e but more importantly# the indi.idualGs need towards better $uality in his personal life.

Dnder 0;<:s ?uality Aducation ystem program# we train 0;<:s employees on the basic concepts and tools of $uality. A number of impro.ement projects ha.e been undertaken by 0;<:s employees# whereby process deficiencies and bottlenecks are identified# and ;orrecti.e Action -rojects /;A-s3 are undertaken. This reduces defect rates and impro.es cycle times in .arious processes# including personal $uality.

*)

=e ha.e recei.ed MAITGs G<e.el II recognition for Business A%cellenceG for 0;<:s initiati.es in the Information Technology Industry# adding another commendation to 0;<:s fold. MAITGs <e.el II recognition is based on the GAuropean >oundation for ?uality ManagementG /A>?M3# for gaining $uality leadership and business competiti.eness.

0;<:s certifications H awards in 9++( include I 1 ,++*"9+++ by B&?I for 0;<:s Info tructure er.ices and award of >irst -ri5e by A<;I'A /Alectronic

;omponent Industries Association3 for ?uality# 9++9"+(. The A<;I'A award criterion considers two aspects. /*3 Anablers /<eadership 4 Management commitment# !esource Management# -roduct !eali5ation# Measurement Analysis 4 Impro.ement3 and !esults /-roduct ?uality# ;ustomer H satisfaction# Business results3. take holder

The tryst for continuous $uality impro.ement is ne.er"ending in 0;< Infosystems. =e always stri.e to maintain high $uality standards# which help us fulfill 0;<:s mission to pro.ide world"class information technology solutions and ser.ices# to enable 0;<:s customers to ser.e their customers better.

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All"a '&s 1 Part &rs!"ps To pro.ide world"class solutions and ser.ices to all 0;<:s customers# we ha.e formed Alliances and -artnerships with leading IT companies worldwide.

0;< Infosystems has alliances with global technology leaders like Intel# AM2# Microsoft# Bull# Toshiba# 'okia# cansoft# un Microsystems# Aricsson# n&I2IA# A-#

;1# AM;# &eritas# ;itri%# ;I ;1# 1racle# ;omputer Associates#

!ed0at# Infocus# 2uplo# amsung and 'o.ell.

These alliances on one hand gi.e us access to best technology 4 products as well enhancing 0;<:s understanding of the latest in technology. 1n the other hand they enhance 0;<:s product portfolio# and enable us to be one stop shop for 0;<:s customers.

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ABOUT HCL
In the early B+:s# a group of young# enthusiastic and ambitious technocrats embarked upon a .enture that would make their .ision of IT re.olution in India a reality. hi. 'adar and fi.e of his colleagues got together and in *,B)# setup a new company called Micro comp. To start with they decided to capitali5e on their marketing skill Micro comp marketed calculators and within a few months of starting operations# company was outselling its major competitors. In *,BF# Micro comp approached D- A; /Dttar -radesh tate Alectronics ;orporation3 for help to setup a computer company. Impressed by their technical and marketing competence# D- A; agreed to setup a joint .enture. 1n the August **# *,BF 0industan ;omputers <imited was incorporated as a joint .enture between entrepreneurs and D- A; and with an initial e$uity of !s. *.C( <akhs.

L Ajai ;howdhry ;hairman and ;A1# 0;< Infosystems <td.

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Source: www.hclinfosystem.com

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0;< 8 A napshot The 0;< Anterprise comprises two companies listed in India# 0;< Technologies and 0;< Infosystems. 0;< Technologies is the IT and B-1 ser.ices arm focused on global markets# while 0;< Infosystems is the IT hardware and system integration arm focused on the Indian market. Together# these entities ha.e uni$uely positioned 0;< as an enterprise with ser.ice offerings spanning the IT er.ices and -roduct spectrum.

Source: www.hcl.in

9+

The range of offerings span -roduct Angineering and Technology 2e.elopment# Application er.ices# B-1 er.ices# Infrastructure er.ices# IT 0ardware# ystems Integration# and 2istribution of Technology and Telecom products in India.

0;< Infosystems <td. /0;< Infosystems3 has now become India:s one of big technology integration company. 1.er the years# 0;< Infosystems has positioned its business operations to fulfill its .ision statement Together we create enterprise of tomorrow. The o.erarching theme for the company:s swift progression into the software and ser.ice arena# in India and globally# is e.ol.ing. ignifying a state of constant growth# the e.ol.e theme is .isible in the many ways that 0;< Infosystems has undergone a metamorphosis into becoming a complete IT solutions company.

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Source: www.hcl.in

99

The menu of 0;< Infosystems global ser.ices broadly co.ers IT consulting and professional ser.ice in the area of .ertical applications# technology integration# A!- implementation and software de.elopment. This also includes a complete portfolio of systems and network ser.ices for de.elopment. This also includes a complete portfolio of systems and network ser.ices for >inancial Management# 0elpdesks# ystem upports and network and Internet Implementation. 0;<

Infosystems global customers include amsung# 6o.t. of ingapore and AMA< Insurance# Murong -ort in ingapore# Malaysian:s B ' ;ommercial Bank# IA#

2B Bank# Maybank <ife Assurance# ;harted emiconductors# Asia Matsushita and hell Malaysia. ome of its global customers in go.ernment sector are Inland !e.enue Authority of ingapore# ;i.il A.iation Authority of ingapore# ingapore -ower# Ministry of Aducation# 0ealth and 'ational 2e.elopment# Telecom Authority of ingapore and -enang tate 6o.t.

0;< Infosystem:s chosen platform of total technology integration lends itself to some .ery significant alliances with global leaders. Among it:s partner are 0- for high end AI ;AHD'IJ ser.ices and workstation and 0- open .iew network management solution# Intel for -; and -; ser.er building blocks# Microsoft# 'o.ell# ;1 A6 olutions# !ed 0at# <inu%# amsung# -i.ota for ;!M solution and 1!A;<A ybase and Informi% for !BM platform.

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Key Business Associates o HCL

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ABOUT HCL FRONTLINE DI-ISION

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The 0;< >rontline 2i.ision of 0;< Infosystems <td. focuses on pro.iding solutions and .alue"added ser.ices to small and medium corporate# the small officeHhome office and the homebuyer. In.ol.ed in marketing and distributing national and international brands of computer systems and peripherals# the >rontline 2i.ision e.ol.es inno.ati.e channel strategies to widen its market reach# and offers .alue added support ser.ices to users. The e%tensi.e distribution network established by the 2i.ision encompasses more than C++ resellers and close to (++ retail outlets across (++ cities. Dsing its unmatched strength in distribution# >rontline has big plans to increase penetration of notebooks in 101H MA segments. The

organi5ation plans to use its already established retail network in big way for this. It has pro.ed its distribution might in the -; segment already where it has pioneered on se.eral fronts# with retail being just one.

9F

The 2i.isionGs singular mission has been to continuously anticipate and e%plore technologies that ha.e emerged as strong trends and established market standards in the computing world globally# and bringing these to the Indian user in as short a time as possible. =idely recogni5ed for opening up se.eral frontiers of the world of computing to Indian users# the 2i.ision has partnered 2ragon ystems# Inc.# the worldGs leading supplier of speech and language technology# to introduce speech recognition tools in the country.

In Nerala the >rontline 2i.ision is represented by its state franchisee Team >rontline -.t. <td.. It is an I 1 ,++* certified company and an e%tremely customer focused IT pro.ider.

2 S O++&r" (s +or B,s" &ss E%pow&r%& t o+ HCL I +os*st&%s N&&$ In the emerging net economy# IT infrastructure -lays the role of a -owerful business enabler to impro.e your business processes# to help you focus on your goals and strategies and more importantly# to help you ser.e your customers better. IT Infrastructure demands constant change latest technology# reliable operations and high a.ailability. <eaders like you# in the process of selecting the best of breed in technology# re$uire integrating different solutions from .arious .endors. Thus a situation where you need a strong reliable and trusted partner committed to deli.er beyond just ser.ices. 9B

9C

A$#a ta(& taying competiti.e in today:s dynamic business en.ironment means finding new ways to reduce costs while ma%imi5ing the .alue of your technology and personal resources. More than e.er# your ability to Kdo more with lessK determines how successful your organi5ation will be. That:s why 0;< Infosystems helps you achie.e. By channeling our in"depth e%pertise gained from o.er 9C years of IT 2omain e%perience. =e pro.ide a full bandwidth of ser.ices specifically designed to meet your complete IT needs. And as a single window for completing business solutions where.er you are located...

=e make IT possible to sa.e money...=A TA<< O1D =0A!A as well as time ...=A 01= O1D 01= T!e " S Sol,t"o s The one stop shop solution center for all your IT needs# customi5ed to meet and scale with your uni$ue Business 'eeds. S&r#"'&s A range of .alue added ser.ices in IT infrastructure operations and management. S,pport -an"India footprint of support and logistics locations. 1.er 9F+ 2irect ser.ice support locations. Technically sound workforce of o.er *B++ certified professionals.

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Sta $ar$s =orld ;lass ?uality standards maintained for --- /-eople# -rocesses 4 -erformance3. Alliance with global technology leaders. Sa#" (s =e help you find new ways to reduce costs 4 Kdo more with lessK by ma%imi5ing the .alue of your technology and personal resources# thereby reducing your total cost of ownership /T;13.

Sat"s+a't"o ;omplete atisfaction for the customers through the 0;< F offering that enables one to ma%imi5e system uptime through rapid response and resolution ser.ices# thereby optimi5ing your IT in.estments.

0;< -roduction >acility

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A'!"&#&%& ts " >oundation of the ;ompany laid 3452 " Introduces microcomputer"based programmable calculators with wide acceptance in the scientific H education community " <aunch of the first microcomputer"based commercial computer with a !1M "based Basic interpreter 3455 " Dna.ailability of programming skills with customers results in 0;< de.eloping bespoke applications for their customers " Initiation of application de.elopment in di.erse segments such as te%tiles# 3456 sugar# paper# cement# transport " >ormation of >ar Aast ;omputers <td.# a pioneer in the ingapore IT 3467 market# for I / ystem Integration3 solutions " oftware A%port 2i.ision formed at ;hennai to support the bespoke 3463 application de.elopment needs of ingapore " 0;< launches an aggressi.e ad.ertisement campaign with the theme G e.en a typist can operateG to make the usage of computers popular in the MA / mall 4 Medium Anterprises3 segment. This proposition in.ol.ed menu" 3468 based applications for the first time# to increase ease of operations. The response to the ad.ertisement was phenomenal. " 0;< de.elops special program generators to speed up the de.elopment of applications 3469 " Bank trade unions allow computeri5ation in banks. 0owe.er# a computer can only run one application such as a.ings Bank# ;urrent account# <oans etc.

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" 0;< sets up core team to de.elop the re$uired software " A<-M /Ad.anced <edger -osting Machines3. The team uses reusable code to reduce de.elopment efforts and produce more reliable code. A<-M becomes the largest selling software product in Indian banks " 0;< designs and launches Dni%" based computers and IBM -; clones " 0;< promotes (rd party -; applications nationally " Ponal offices of banks and general insurance companies adopt computeri5ation " -urchase specifications demand the a.ailability of !2BM products on the 3462 supplied solution /Dnify# 1racle3. 0;< arranges for such products to be ported to its platform. " 0;< assists customers to migrate from flat"file based systems to !2BM " 0;< enters into a joint .enture with 0ewlett -ackard " 0- assists 0;< to introduce new ser.icesI ystems Integration# IT consulting# packaged support ser.ices /basicline# teamline3 3443 " 0;< establishes a !esponse ;entre for 0- products# which is connected to the 0- !esponse ;entre in ingapore. " There is a .ertical segment focus on Telecom# Manufacturing and >inancial er.ices " 0;< ac$uires and e%ecutes the first offshore project from IBM Thailand 344: " 0;< sets up core group to define software de.elopment methodologies 3449 " tarts e%ecution of Information ystem -lanning projects (9

" A%ecution projects for 6ermany and Australia " Begins 0elp desk ser.ices " ets up the T- / oftware Technology -ark3 at ;hennai to e%ecute software projects for 3442 international customers " Becomes national integration partner for A" Nolkata and 'oida T-s set up 3445 " 0;< buys back 0- stake in 0;< 0ewlett -ackard 3446 " ;hennai and ;oimbatore de.elopment facilities get I 1 ,++* certification " Ac$uires and sets up fully owned subsidiaries in D A and DN 3444 " ets up fully owned subsidiary in Australia " 0;< ties up with Broad.ision as an integration partner " ets up fully owned subsidiary in Australia " ;hennai and ;oimbatore de.elopment facilities get AI <e.el @ certification " Bags Award for Top -; &endor In India

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" Becomes the *st IT ;ompany to be recommended for latest .ersion of I 1 ,++* I 9+++ " Bags MAITGs Award for Business A%cellence " !ated as 'o. * IT 6roup in India "<aunched -entium I& -;s at below !s @+#+++

;773 "I2; rated 0;< Infosystems as 'o. * 2esktop -; ;ompany of 9++* ;77; "2eclared as Top -; &endor by 2ata$uest ((

"0;< Infosystems 4 un Microsystems enters into a Anterprise 2istribution Agreement " !ealigns businesses# increasing focus on domestic IT# ;ommunications 4 Imaging products# solutions 4 related ser.ices " Became the first .endor to register sales of )+#+++ -;s in a $uarter

" >irst Indian company to be numero uno in the commercial -; market

" Anters into partnership with AM2

" <aunched 0ome -; for !s *,#,,, ;778 " 0;< InfosystemsG Info tructure er.ices 2i.ision recei.ed I 1 ,++*I9+++ certification

" <aunches Infiniti Mobile 2esktops on Intel -latform

" <aunched Infiniti -;s# =orkstations 4 er.ers on AM2 platform ;77: " *st to announce -; price cut in India# post duty reduction# offers A5eebee at !s. *B,,+

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" I2; India"2? ;ustomer atisfaction Audit rates 0;< as 'o.* Brand in 2esktop -;s

" Maintains 'o.* position in the 2esktop -; segment for year 9++(

" Anters into partnership with -ort =ise to support 4 distribute security 4 &-' solutions in India

" -artners with Microsoft 4 Intel to launch Beanstalk 'eo -;

" Becomes the *st company to cross * lac unit milestone in the Indian 2esktop -; market

" -artners with Dnion Bank to make -;s more affordable# introduces lowest e.er AMI for -; in India

" <aunched !-9 systems to o.ercome power problem for -; users

" !egisters a market share of *(.BQ to become 'o.* 2esktop -; company for year 9++@

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" ;rosses the landmark of E * billion in re.enue in just nine months " 0;< completes buy out of M&s with 2eutsche Bank and British Telecom

;779

" Boeing inks BCB 2reamliner design deal with 0;<

" 0;< infrastructure ranked 'o.* ser.ice pro.ider " ;M-

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MARKETING STRATEGY

Marketing trategy can be define as a businesses approach to marketing its products or ser.ices e%presses in broad terms# which forms the basis for de.eloping a marketing plan. In other words# Marketing trategy is nothing but a combination of decision bearing on .arious aspects of marketing mi% elements. There are basically fi.e -:s of marketing which play a .ital role in marketing of a product and they are -roduct# -rice# -lace# -romotion and -ackaging. 0;< concentrated on all aspects that:s the reason why 0;< has a .ery good and efficient market not only in 6ha5iabad but also in other regions of India. Pro$,'t Pla " (

0;< take good and effecti.e decision on the faith of their e%isting product along with their future products. This is a continuous process# which is taken into consideration by 0;<:s top management.

0;< ha.e an !42 2epartment# which focuses on to the continuous inno.ation in order to make 0;< the best in today:s cutthroat competition

Ma a(&%& t I +or%at"o S*st&% <MIS=

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0;< takes into consideration e.ery bit of information and ha.e a .ery strong MI . In order to ha.e the best knowledge about the market they study the market and to be the best among the competitors they study all the market players thoroughly like wise they collect the information regarding product# price# promotional strategy# etc. of the competitor

Mar>&t S&(%& tat"o Market egmentation means di.iding the market into distinct group of buyers keeping in mind demographics# psychographics and beha.ioral differences among the buyers. =ho might re$uire different products or marketing mi%esR

A market segment consists of a group of people who share similar set of wants. A segment is partly a fiction# in that not e.eryone wants e%actly the same thing. 0;< has classified people into the following segments as per their li.ing standardsI <ower Middle ;lass Middle ;lass Dpper Middle ;lass 0igher ;lass

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Pr"'" ( Pol"'"&s India a country where the price of a product can define its faith in the market# hence we can say that India is a .ery price sensiti.e market. -rice refers to the .alue of products attributes. A%pressed in monetary terms price is the .alue# which a customer pays to adhere or to a.ail a ser.ice or utility or a product At 0;<# pricing policy decisions are taken by the top management after following the prices of the components and prices $uoted by the competitors. After this a parallel pricing policy is de.eloped in whichI Bundles are created and products are marketed accordingly in e.ery region. -rofit margins are kept into consideration# etc. 0;< gi.es F to C percent margin to their ;hannel -artners or 2emo ;enters# and company gets JQ profit in return. 0;<:s main objecti.e is ser.ice rather than profit. 'o doubt there is profit but pricing policy is just to meet minimum margin to ha.e a competiti.e edge o.er the assembled -;s market. 0;< belie.es in wealth maximization rather than profit maximization.

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The all"new Bean talk

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PERFORMANCE APPRAISAL
OBBECTI-E OF PERFORMANCE APPRAISAL A (oo$ P&r+or%a '& Appra"sal !as +ollow" ( o0)&'t"#&sC D 0elp employee o.ercome his weakness 4 impro.e ones his strengths 4 thus enable him to impro.e his performance 4 that of the 2eptt. 6enerate ade$uate feedback 4 guidelines form the repotting officers to the employee. ;ontribution to the growth 4 de.elopment of the employee through helping him in realistic goal setting. 0elp in creating a desirable culture 4 traditions in the organi5ation. 0elp identifying employees for the purpose of moti.ating# training 4 de.eloping them. 6enerate significant# rele.ant# free 4 .alid information about employees. Thus# a good -erformance Appraisal 4 re.iew system should primarily focus an employee de.elopment.

@@

DEFINED
P&r+or%a '& appra"sal...

M&as,r" (E E#al,at" (E a $ I +l,& '" ( a &%plo*&&/s )o0Dr&lat&$ attr"0,t&sE 0&!a#"ors a $ outcomes.

0istorically# performance appraisal was linked to material outcomes with the assumption that a cut in pay# or a rise# should pro.ide the re$uired impetus for an employee to either impro.e or continue to perform well. ...a structured appraisal system is more likely to be lawful# fair# defensible# .alid and reliable performance appraisal a structured and formal interaction between a subordinate and hisHher super.isor <etGs begin our discussion of performance appraisal by defining the concept. -erformance appraisal is a formal system of measuring# e.aluating# and influencing an employee:s job"related attributes# beha.iors and outcomes. The objecti.e is to to determine how producti.e an employee is andHor to determine if an employee:s producti.ity can be impro.ed. As such# performance appraisals ser.e an important purpose in managing people and meeting company goals. The tendency to make judgments about oneself or about people one is working with# appears to be both ine.itable and uni.ersal. 0owe.er# without a carefully structured system of appraisal and e.aluation# people will judge the performance of coworkers "" subordinates# superiors# and peers "" arbitrarily and informally. This tendency to judge# without a systematic procedure# has the potential to create serious moti.ational# ethical @)

and legal problems within the firm. 1n the other hand# a structured appraisal system is more likely to be lawful# fair# defensible# .alid and reliable. W!at "s t!& rol& o+ p&r+or%a '& appra"salF -erformance appraisals telling subordinates how they are doing# and suggesting needed changes in beha.iors# attitudes# skills# or job knowledge. Affecti.e appraisal systems pro.ide both e.aluation and feedback the main aim of the e.aluation is to identify performance gaps feedback is necessary to inform employee about those performance gaps 1ne of the functions of performance appraisals is to ensure that people are accountable for their organi5ational =e ha.e seen from pre.ious discussions# that people are one of a companyGs most .aluable assets. =hile most assets depreciate o.er time# people# .iewed as assets# may actually appreciate. 1ne of the managerGs major responsibilities is to impro.e and update the knowledge and skills of employees "" appreciation of assets. -erformance appraisal plays a significant role as a tool and techni$ue of organi5ational de.elopment and growth. In essence# effecti.e appraisal systems pro.ide both e.aluation and feedback. The main aim of the e.aluation is to identify performance gaps "" when performance does not meet the organi5ational standards "" whereas feedback is necessary to inform employee about those performance gaps. >rom the employeeGs perspecti.e# performance appraisal informs them about what is re$uired of them in order to do their jobs# it tells them how well they ha.e achie.ed those objecti.es and helps them take correcti.e action to impro.e their performance# and# finally# it may reward them for meeting the re$uired standards. @F

The firm# on the other hand# needs a performance appraisal system in order to establish principles of managerial accountability. ;learly# where employees are gi.en responsibilities and duties# they need to be held accountable. 1ne of the functions of performance appraisals is to ensure that people are accountable for their organi5ational responsibilities. -erhaps the most significant benefit of performance appraisals is the opportunities they pro.ide super.isors and subordinates to ha.e one"on"one discussions of important work issues. 2uring appraisals# subordinates and super.isors can focus on work acti.ities and goals# identify and correct e%isting problems# and encourage better future performance. P&r+or%a '& Appra"sal a $ Mot"#at"o Moti.ational research has recogni5ed the power of recognition as an incenti.e /see Maslow and the A%pectancy Theory of Moti.ation3. -erformance appraisals pro.ide employees with recognition for their work efforts. The appraisal system pro.ides the super.isor with an opportunity to indicate to employees that the organi5ation is interested in their performance and de.elopment. This recognition can ha.e a positi.e moti.ational influence. on the indi.idualGs sense of worth# commitment and 0;< onging. P&r+or%a '& Appra"sal a $ Tra" " ( a $ D&#&lop%& t -erformance appraisals identify performance gaps. As such# they pro.ide an e%cellent opportunity for a super.isor and subordinate to recogni5e and agree upon indi.idual training and de.elopment needs. -erformance appraisal discussion may identify the presence or absence of work skills. >urther# the need for training can be made more rele.ant if attaining the re$uisite job skills is clearly linked to performance @B

outcomes. ;onsolidated appraisal data can also help form a picture of the o.erall organi5ational training re$uirements. P&r+or%a '& Appra"sal a $ R&'r,"t%& t !ecruitment and selection procedures need to be e.aluated. Appraisal data can be used to monitor the success of a firmGs recruitment and selection practices. >rom this data# the firm can determine how well employees who were hired in the past are performing. P&r+or%a '& Appra"sal a $ E%plo*&& E#al,at"o Amployee e.aluation is a major objecti.e of performance appraisal. 6i.en the major functions of management "" planning# organi5ing# leading and controlling it is clear that e.aluations /controlling3 need to be done. At its most basic le.el# performance appraisal is the process of e%amining and e.aluating the performance of employees. 0owe.er# the need to e.aluate is also a source of tension# as e.aluati.e and de.elopmental priorities appear to clash. ome management e%perts ha.e argued that

appraisal cannot ser.e the needs of e.aluation and de.elopment at the same time. P&r+or%a '& Appra"sal a $ Total .,al"t* Ma a(&%& t <T.M= =ith the ad.ent of T?M /Total ?uality Management3 and the e%tensi.e use of teams# traditional performance appraisal systems ha.e come under some criticism. >or e%ample# rather than moti.ating employees# conflict may be created when appraisals are tied to merit pay and when that merit pay is based on a forced ranking. =. Adwards 2eming# the founder of total $uality management /T?M3 has long been associated with the .iew that performance appraisals ought to be eliminated. Many T?M @C

proponents claim that performance appraisals are harmful. 0owe.er# there is no doubt that# without safeguards such as appropriate design# ade$uate administrati.e support# comprehensi.e job analysis H description and training for appraisers# con.entional performance appraisal processes risk becoming just another of the many bureaucratic rituals super.isors and subordinates must endure. P&r+or%a '& Appra"sal S,%%ar* -erformance appraisal# while enabling a manager to identify the training needs of employees# and e.ol.ing training plan for them# also# ser.es to meet other objecti.es. -erformance appraisal satisfies the psychological needs indi.iduals ha.e to know how they are performing their job and increases Amployees: job satisfaction and morale by letting them know that the manager is interested in their progress and de.elopment. ystematic performance appraisal also

pro.ides the firm and the employee a careful e.aluation# rather than a snap judgment of an employeeGs performance. Many firms use performance appraisals to plan placements and transfers and to pro.ide input into decisions regarding salary increases# promotions# and transfers. >inally# their superiors may use performance appraisals as a basis for the coaching and counseling of indi.idual employees by their superiors. P&r+or%a '& appra"sals pro#"$& a %&a s +or " +or%" ( &%plo*&&s o+ t!& G,al"t* o+ t!&"r wor> a $ "$& t"+*" ( ar&as o+ p&r+or%a '& t!at %a* &&$ "%pro#&%& t

ass&ss" ( t!& sta++ %&%0&rHs a$&G,a'* to p&r+or% tas>s !&lp s,p&r#"sors %a" ta" 'o trol o+ t!& wor> a $ %a>& t!& %ost &++&'t"#& ,s& o+ t!&"r sta++ r&so,r'&s a s,pporta0l& 0as"s +or %a>" ( p&rso &l $&'"s"o s @,

To s,%%ar"?& t!& ,s&s o+ p&r+or%a '& appra"salC

-erformance impro.ement ;ompensation -lacement Training 4 de.elopment needs assessment ;areer planning Mob design error detection 2etection of e%ternal factors influencing job performance
o

-erformance deficiencies may be due to family or other pressures before looking at specifics about performance appraisal programs# it might be useful to e%amine some deficiencies of e%isting programs.

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P&r+or%a '& M&as,r&s OBSER-ATION

DIRECT

INDIRECT

Rat&r s&&s t!& a't,al p&r+or%a '&

Rater evaluates substitutes (constructs) for actual performance o Less accurate

Co%parat"#& E#al,at"o M&t!o$s

!anking Methods >orced 2istributions -oint Allocation Method -aired ;omparisons !ating cales ummary

As we indicated abo.e# formal appraisal systems are necessary in order to introduce objecti.ity into the e.aluation process. !ating scales pro.ide appraisers a fairly high degree of structure. Dsing rating scales# employee traits and characteristics are rated on a scale that usually has se.eral points ranging from KpoorK to Ke%cellentK. >or e%ample# characteristics assessed might include cooperation# communications ability# initiati.e# punctuality and technical competence. It is# of course# important that the traits being e.aluated be job"related. In designing the scale# the human resource specialist must )*

make reference to the appropriate job descriptions. Dse of inappropriate traits could result in legal action on the grounds of discrimination. Dsing a rating scale# the rater pro.ides a subjecti.e e.aluation of an employeeGs performance along a scale from high to low. ince the method pro.ides a numerical .alue for each dimension or trait# an o.erall a.erage can be calculated for each employee. The rating scale is ine%pensi.e and easy to administer. A$#a ta(&s o+ Rat" ( S'al&s The greatest ad.antage of rating scales is that they are structured and standardi5ed. Thus# ratings can be easily compared and contrasted. Dsing rating scales# each employee is rated according to the same basic appraisal process. The process encourages e$uality in treatment for all employees. >urther# rating scales are easy to construct# to use and to understand.

)9

D"sa$#a ta(&s o+ Rat" ( S'al&s

!ater biases pecific performance criteria may be omitted to make form applicable to a .ariety of jobs in the organi5ation

2escripti.e e.aluations are subject to indi.idual interpretation

A.en though rating scales ought to be constructed with reference to the rele.ant job descriptions# $uestions must be asked about whether or not the selected traits are rele.ant to the jobs of all the appraisesR 1ften# when efforts are made to standardi5e an appraisal form across the entire organi5ation# certain traits that are included will ha.e a greater rele.ance for some jobs than others. >or e%ample# the trait Kinitiati.eK might not be .ery important in a job that is tightly defined and rigidly structured. In such cases# a low appraisal rating for initiati.e may not mean that an employee lacks initiati.e. !ather# it may reflect that fact that an employee has few opportunities to use and display that particular trait. In efforts to standardi5e the rating instrument# it is possible that factors that an employeeGs performance may depend on ha.e not been included in the selected list of rele.ant traits. Thus# some employees may end up with ratings that do not fairly reflect their effort or .alue to the organi5ation. electi.e perception is the human tendency. Although rating scales are designed to lend objecti.ity and empiricism to the e.aluation process# it is difficult to eliminate problems of selecti.e perception /biases and rater inconsistencies3. imilarly# the

reliability of rating instruments may be $uestioned if different appraisers would interpret )(

the rating traits /such as# KpunctualityK3 differently. =hat e%actly does K0;< ow a.erage skillK meanR 2ifferent appraisers could .ery likely interpret this KscoreK differently. ome errors are errors of perception. 1ther errors may in fact be deliberate. A .ery common rating error is that of central tendency. An appraiser# wary of confrontations or repercussions# may be tempted to gi.e too many passi.e# middle"of"the"road ratings. Thus the spread of ratings for all employees tends to be clumped around the middle of the scale. Narrat"#& Essa* The essay method of performance appraisal re$uires the appraiser to prepare a written statement about employees being appraised. The essay describes specific strengths and weaknesses in job performance. >urther# the essay may suggest actions the employee might take in order to remedy problem areas identified in the appraisal. The appraiser alone may write the essay# or it be prepared with input from the employee. =hile the rating scale is structured and confining# the narrati.e essay allows the appraiser to e%amine any rele.ant issue# attribute# or performance. Thus# appraisers are able to place emphasis on whate.er issues or attributes they feel are appropriate. In this sense# the narrati.e essay is open"ended and fle%ible. E++&'t"#& Appra"sal s*st&% <M,st !a#&= !eliability and .alidity Mob " relatedness tandardi5ation

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 -ractical .iability ability <egal anction Training to appraisers 1pen communication R&aso s +or P&r+or%a '& Appra"sal Fa"l,r&s =here performance appraisal fails to work as well as it should# lack of support from the top le.els of management is often cited as a major contributing reason. 1pposition may be based on political moti.es# or more simply# on ignorance or dis0;< ief in the effecti.eness of the appraisal process. It is crucial that top management 0;< ie.e in the .alue of appraisal and e%presses their .isible commitment to it. Top managers are powerful role models for other managers and employees. Those attempting to introduce performance appraisal# or e.en to reform an e%isting system# must be acutely aware of the importance of political issues and symbolism in the success of such projects. F&ar o+ Fa"l,r& There is a stubborn suspicion among many appraisers that a poor appraisal result tends to reflect badly upon them also# since they are usually the employeeGs super.isor. Many appraisers ha.e a .ested interest in making their subordinates Klook goodK on paper. =hen this problem e%ists /and it can be found in many organi5ations3# it may point to a problem in the organi5ation culture. The cause may be a culture that is intolerant of failure. In other words# appraisers may fear the possibility of repercussions " both for themsel.es and the appraisee. ))

That accuracy in performance appraisal is impossible to achie.e# since people play social and political games# and they protect their own interests. K'o sa..y manager... says <ongenecker# K... is going to use the appraisal process to shoot himself or herself in the foot.K 'o matter what safeguards are in place# K... when you turn managers loose in the real world# they consciously fudge the numbers.K =hat <ongenecker is saying is that appraisers will# for all sorts of reasons# deliberately distort the e.aluations that they gi.e to employees. Indeed# sur.eys ha.e shown that not only do many managers admit to a little fudging# they actually defend it as a tactic necessary for effecti.e management. The fudging moti.es of appraisers ha.e# at times# a certain plausibility. >or instance# a super.isor who has gi.en an o.erly generous appraisal to a marginal performer might claim that their KlegitimateK moti.e was the hope of encouraging a better performance. 1n the other hand# fudging moti.es can a lot less admirable and sometimes de.iousI the appraiser who fudges to a.oid the possibility of an unpleasant confrontation# the appraiser who fudges to hide employee difficulties from senior managers# the appraiser who fudges in order to punish or reward employees. B,$(%& t A#&rs"o Many people ha.e a natural reluctance to Kplay judgeK and create a permanent record# which may affect an employeeGs future career. This is the case especially where there may be a need to make negati.e appraisal remarks. Training in the techni$ues of constructi.e e.aluation /such as self"auditing3 may help. Appraisers need to recogni5e that problems left unchecked could ultimately cause more harm to an employeeGs career )F

than early detection and correction. 1rgani5ations might consider the confidential archi.ing of appraisal records more than# say# three years old. E%plo*&& Part"'"pat"o Amployees should participate with their super.isors in the creation of their own performance goals and de.elopment plans. Mutual agreement is a key to success. A plan wherein the employee feels some degree of ownership is more likely to be accepted than one that is imposed. This does not mean that employees do not desire guidance from their super.isor7 indeed they .ery much do. P&r+or%a '& Ma a(&%& t 1ne of the most common mistakes in the practice of performance appraisal is to percei.e appraisal as an isolated e.ent rather than an ongoing process. Amployees generally re$uire more feedback# and more fre$uently# than can be pro.ided in an annual appraisal. =hile it may not be necessary to conduct full appraisal sessions more than once or twice a year# performance management should be .iewed as an ongoing process. >re$uent mini"appraisals and feedback sessions will help ensure that employees recei.e the ongoing guidance# support and encouragement they need. 1f course many super.isors complain they donGt ha.e the time to pro.ide this sort of ongoing feedback. This is hardly likely. =hat super.isors really mean when they say this is that the super.ision and de.elopment of subordinates is not as high a priority as certain other tasks. In this case# the organi5ation may need to re.iew the priorities and .alues that it has instilled in its super.isory ranks. After all# super.isors who ha.enGt got time to )B

monitor and facilitate the performance of their subordinates are like chefs who ha.enGt got time to cook# or dentists who are too busy to look at teeth. It just doesnGt make sense. If appraisal is .iewed as an isolated e.ent# it is only natural that super.isors will come to .iew their responsibilities in the same way. Must as worrying# employees may come to see their own effort and commitment le.els as something that needs a bit of a polish up in the month or two preceding appraisals. P&r+or%a '& Appra"sal B"as E++&'ts 6abris 4 Mitchell ha.e reported a disrupti.e bias in performance appraisal known as the Matthew Affect. It is named after the Matthew of biblical fame who wrote# KTo him who has shall be gi.en# and he shall ha.e abundanceI but from him who does not ha.e# e.en that which he has shall be taken away.K In performance appraisal# the Matthew Affect is said to occur where employees tend to keep recei.ing the same appraisal results# year in and year out. That is# their appraisal results tend to become self" fulfillingI if they ha.e done well# they will continue to do well7 if they ha.e done poorly# they will continue to do poorly. 0e Matthew Affect suggests that no matter how hard an employee stri.es# there past appraisal records will prejudice their future attempts to impro.e. There is other research to support the theory that poor performers might not be gi.en a fair chance to impro.e. A study of super.isors in nearly @+ different organi5ations found that subordinates tend to be di.ided into two groupsI in"groupers and out"groupers. This study# by 0eneman# 6reen Berger 4 Anon you /*,C,3 reported that in groupers are subordinates who seem to be fa.ored by their super.isors. In their

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relationship with the boss# they enjoy Ka high degree of trust# interaction# support and rewards.K 1n the other hand# out groupers donGt do as well. They appear to be permanently out of fa.or and are likely to bear the brunt of super.isory distrust and criticism. The effect is therefore similar to the horns and halo effect7 super.isors tend to judge employees as either good or bad# and then seek e.idence that supports that opinion. It was found that when an in grouper did poorly on a task# super.isors tended to o.erlook the failure or attribute to causes such as bad luck or bad timing7 when they did well# their success was attributed to effort and ability. But when an out grouper performed well# it was rarely attributed to their effort or ability. And when an out grouper performed poorly# there was little hesitation it citing the cause as la5iness or incompetence. It is not clear how super.isors come to make the distinction between in groupers and out groupers. =hate.er the criteria# howe.er# it is clearly not objecti.e# e$uitable or reliable. This bias must ine.itably lead to a distortion of the appraisal process. It must also be a source of frustration for those employees who are discriminated against. uccess. A plan wherein the employee feels some degree of ownership is more likely to be accepted than one that is imposed. This does not mean that employees do not desire guidance from their super.isor7 indeed they .ery much do. Fr,strat"o The e%tent of this frustration was e%plored by 6abris 4 Mitchell. They studied an organi5ation with a $uarterly performance appraisal system. The workforce was di.ided into two groupsI those who had been gi.en high appraisal results consistently# and those ),

who had low results consistently. =hen the groups were asked if the appraisal system was fair and e$uitable# F( per cent of the high performers agreed# compared to only ) per cent of the lower performers. The groups were asked if their super.isors listened to them. 1f the high performers# F, per cent said yes# while among the low performers# ,) per cent said no. >inally# when asked if their super.isors were supporti.e# nearly half of the high performers agreed that they were# while none /nil# 5ilch# 5eroU3 of the low performers agreed. 1f course# not e.eryone who gets a poor appraisal result is a .ictim of super.isory bias. 'or are all super.isors prone to making the same degree of in"group and out"group distinction. The effects discussed here are tendencies# not immutable effects. But to some e%tent# it appears that certain employees may be unfairly ad.antaged# while others are disad.antaged# by bias effects in the judgments of super.isors. It is a cardinal principle of performance appraisal that employees should ha.e the chance to impro.e their appraisal results " especially if their past results ha.e not been so good. It is a .ery serious flaw in the process of appraisal if this principle is denied in practice. There are reasonable steps# which can be taken to limit the effects of super.isory bias. Awar& &ss Tra" " ( The first line of defence lies in raising awareness of the problem. uper.isors need to be informed of the types of subtle bias that can interfere with their performance as appraisers. They need to understand that the in"group H out"group bias# for instance# reduces the morale and moti.ation of their subordinates.

F+

D&#&lop" ( Poor P&r+or%&rs Incenti.es# financial or non"financial# may offered to encourage super.isors to make special efforts to help poor performers impro.e. uper.isory appraisals# for

e%ample# might stress the importance of working with poor performers to upgrade their performance. The possibilities are e%tensi.e. R&t& t"o o+ R&'or$s -erformance appraisal results should not become a permanent part of an employeeGs personnel record. Amployees should not feel that their employment history has been fore.er marred because of a poor appraisal result. If appraisal records are to be retained for long periods of time# they should be securely archi.ed and access to them restricted. 'ew super.isors should not be permitted to re.iew records that are older than a few years. Amployees should ha.e the chance to make a new impression. Co, s&l" (E Tra s+&rE T&r%" at"o There is always the possibility that an employee who recei.es poor appraisal results is in fact a chronic poor performer of course# no employer is bound to tolerate poor performance fore.er. ;onsistently poor appraisal results will indicate a need for counseling# transfer or termination. The e%act remedy will depend on the circumstances.

F*

Co%%o Appra"sal S*st&% Fa,lts ome of the most fre$uent faults employees find with performance appraisal systems areI *. The reported e.aluations tend to be non"specific /generalities cannot help an employee make impro.ement3 9. The comments in the appraisal document are inconsistent with actual performance /at least as percei.ed by the employees3 "" the obser.ations lack empirical e.idence (. The meetings are handled poorly and dominated by superiors who tend to use one"way communication @. <ittle or no constructi.e suggestions for impro.ement are made during the inter.iew ). ;onsistent with the obser.ation that superiors fre$uently engage in one"way communication# the indi.idual employee has little or no input F. The process is mechanical and contributes little to either the betterment of the organi5ation or the employee 6i.en the faults listed abo.e# the process engenders hostility in the employees I%pro#" ( Appra"sal S*st&%s The following suggestions might lead to a more rational performance appraisal processI

Ansure that all employees are subject to e.aluation /from the presidentHmanager down3

F9

People in the organization will feel more commitment to the performance evaluation process if the supervisors who give appraisals will also be u!ge!

The appraisals ought to be spread out throughout the year uper.isors faced with a pile of appraisals at any one period of time will feel o.erwhelmed and will likely not do a good job because they are rushed

<egal considerations and confidentiality issues must be considered

o

Policies with respect to where the appraisals will be "ept an! who has access to them must be implemente!

elf"e.aluation should be encouraged as part of the process

o o

This proce!ure may invite !isagreement #ost people rate themselves the same or lower than their manager will $nother benefit of self appraisal is that managers fre%uently !on&t "now all

that&s re%uire! to get the ob !one '' the manager thus learns more about the organization by rea!ing the employees& self'evaluation

0a.e peers conduct reciprocal re.iews 0a.e subordinates e.aluate their superiors Astablish a clear relationship between salary increments and performance appraisals

F(

Astablish a policy to determine how much of the re.iew will be based on personal obser.ation and interaction# and how much will rely on input recei.ed from others "" make sure all employees are aware of this policy

-ublici5e which performance appraisal methodology you intend to useI

o o o o o o o o o

#anagement by ob ectives (ssays )raphic rating scales *eighte! chec"lists +ehavioral anchore! ratings ,orce! choices -ritical inci!ents .an"ings Paire! comparisons

;onsider using e%ternal sources of information "" customers# clients Dse performance appraisals as a chance to clarify or communicate the intent of the employeesG job descriptions

Dse performance appraisals as a chance to re.ise job descriptions "" the inter.iew may make it clear that the job description is inconsistent with tasks actually re$uired of the employees

Include objecti.es for the coming year in the performance appraisals F@

>ollow up on the performance appraisal recommendations

827D$&(r&& P&r+or%a '& Appra"salC E#al,at" ( E%plo*&&s Fro% All A (l&s Traditional performance appraisals# as discussed abo.e# can be both subjecti.e and simplistic. At times# they can also be deemed to be KpoliticalK. In an attempt to impro.e this methodology# some companies ha.e turned to (F+"degree appraisals. (F+ appraisals pool feedback from a departmentGs internal and e%ternal customers to ensure a broader# more accurate perspecti.e of an employeeGs performance. (F+"degree performance appraisal is an attempt to answer the $uestionI K0ow can a super.isor e.aluate an employee he or she sees only a few hours each weekRK Us" ( " t&r al a $ &It&r al 'l"& tsCD (F+"degree performance appraisals offer an alternati.e by which organi5ations may gain more useful performance information about employees. Because all clientsHcustomers an employee comes into contact with can concei.ably ha.e input into the performance appraisal# this methodology can also makes them more accountable to their customers. Dsing a courtroom metaphor# one could say that# rather than ha.ing a single person play judge# a (F+"degree appraisal acts more like a jury. -eople who actually deal with the employee each day ha.e an opportunity to create a pool of information from which the appraisal is written. Internal clients may include super.isors# subordinates# co"workers# and representati.es from other departments. A%ternal customers may include clients# suppliers# consultants and customers.

F)

P&r'&"#&$ +a"r &ssCD 6i.en the use of a wide .ariety of sources for information in the (F+"appraisal process# this method pro.ides a broader .iew of the employeeGs performance. >re$uently# the employee on whom the appraisal is being done /the ratee3 will feel that the process is more fair. &alidity &ery often# an employeeGs peers know their beha.iors best. ;onse$uently# employees cannot hide as easily in (F+"degree appraisals. E%plo*&& $&#&lop%& t (F+"degree appraisal enables an employee to compare his or her own perceptions of their work performance with the perception of others. As such# the method facilitates employee self"de.elopment. >eedback from oneGs peers is more likely to lead to changed beha.iors. A''o, ta0"l"t* to ',sto%&rs A (F+"degree appraisal process pro.ides a formali5ed communication link between the employee being e.aluated and their customers. These people now ha.e feedback into the employeeGs performance rating. As such# the process is likely to make the employee more accountable to his or her .arious internal and e%ternal customers. >urthermore# organi5ations can also use this feedback to create more customer"oriented goals for the following year.

FF

T!& rat&rsC !ow %a * a $ w!oF 1ne issue employers must sol.e in implementing a (F+"degree appraisal program is determining how many raters should be in.ol.ed. 'e%t# the organi5ation must decide who should do the rating. 6enerally speaking# less than fi.e raters limits the perspecti.e while more than ten raters is likely to make the appraisal system comple% and time consuming. A firm would be well ad.ised to de.elop a workable definition of what constitutes a peer# an internal customer# an e%ternal customer# a super.isor# etc. >or e%ample# to be useful# the customer ought to be one who has significant interactions with the ratee. ome organi5ations permit the ratee to de.elop a list of key internal and e%ternal customers that he or she interacts with. The ratee then recommends fi.e to ten of these indi.iduals to ser.e as raters. In this process# the super.isor still retains the ultimate responsibility for the appraisal and therefore ensures that appropriate raters are selected. The ratee is thus pre.ented from stacking the deck with supporti.e customers. Another option has the raters selected at random from the rateeGs team by a computer"generated system. Those selected are then notified by A"mail to participate in the appraisal. L"%"tat"o s o t!& ,s& o+ &It&r al 'l"& ts An organi5ation contemplating the use of the (F+"degree process must keep in mind that re.iewing that organi5ationGs employeesG performance is not the customerGs business. To ensure the customersG cooperation# the process should be a mutually beneficial process. >urthermore# the .arious e%ternal customers would ideally e.aluate

FB

the ratee only on the beha.iors or work incidents that they ha.e directly obser.ed. This# of course# also holds for internal raters. S,%%ar"?" ( t!& $ata 1nce all raters ha.e supplied their appraisals# the employeeGs super.isor is generally responsible for summari5ing the data and determining the final performance rating. After summari5ing the data# the super.isor conducts the formal appraisal inter.iew with the ratee. Another .ariation of the summary process makes the ratee responsible for summari5ing the feedback data from the raters. The ratee then submits a summary analysis to his or her super.isor. The ratee and the super.isor then meet to determine the rateeGs final performance rating and de.elopment plan. !ater confidentiality 1rgani5ations must decide whether the feedback from the .arious raters should be kept anonymous or be identified to the employee. ometimes raters gi.e fu55y feedback because of the fear that the feedback might come back to them. 1ne rule might be that no rater can gi.e negati.e feedback in the appraisal unless that rater has pre.iously gi.en the feedback directly to the ratee. Most organi5ations should start with a policy of confidentiality until sufficient understanding# maturity and organi5ational trust is achie.ed. Pr&s'r"pt"o s +or l&(all* $&+& s"0l& appra"sal s*st&%s...

ystem should be formal Appraisal should be based on job analysis

FC

!ating should be on specific work dimensions rather than on o.erall or global measures

-erformance standards must be communicated to employees !aters should be trained A.aluators should be gi.en specific# written instructions about the standards and the process

Dse more than one independent e.aluator of performance A.aluators must ha.e ample time to e.aluate performance Dse objecti.e data whene.er possible 2ata should be empirically .alidated -rocedures for appraisal must not differ as a function of race# se%# color# national origin# marital status# or age

A.oid ratings on traits# personality# or aptitude Beha.ioral documentation should be gi.en for e%treme ratings /critical incidents3 Amployees should be gi.en an opportunity to re.iew their appraisals A formal appeal system should be a.ailable

Appra"sal M&t!o$s In a landmark study# <ocher 4 Teel /*,BB3 found that the three most common appraisal methods in general use are rating scales /)FQ3# essay methods /9)Q3 and results" oriented or MB1 methods /*(Q3. >or a description of each# follow the button F,

links on the left. ;ertain techni$ues in performance appraisal ha.e been thoroughly in.estigated# and some ha.e been found to yield better results E 'o,ra(& D"s',ss"o !esearch studies show that employees are likely to feel more satisfied with their appraisal result if they ha.e the chance to talk freely and discuss their performance. It is also more likely that such employees will be better able to meet future performance goals. Amployees are also more likely to feel that the appraisal process is fair if they are gi.en a chance to talk about their performance. This especially so when they are permitted to challenge and appeal against their e.aluation. Co str,'t"#& I t& t"o It is .ery important that employees recogni5e that negati.e appraisal feedback is pro.ided with a constructi.e intention# i.e.# to help them o.ercome present difficulties and to impro.e their future performance. Amployees will be less an%ious about criticism# and more likely to find it useful# when the 0;< ie.e that the appraiserGs intentions are helpful and constructi.e. In contrast# other studies ha.e reported that Kdestructi.e criticismK " which is .ague# ill"informed# unfair or harshly presented " will lead to problems such as anger# resentment# tension and workplace conflict# as well as increased resistance to impro.ement# denial of problems# and poorer performance.

B+

RESEARCH METHODOLOGY
!esearch methodology is a systematic way# which consists of series of actions or steps necessary to effecti.ely carry out research and the desired se$uencing of these steps. The research is a process of in.ol.es a number of interrelated acti.ities# which o.erlap and do rigidly follow a particular se$uence. It consists of the following steps

>ormulating the objecti.e of the study 2esigning the methods of data collection electing the sample plan

;ollecting the data -rocessing and analy5ing the data !eporting the findings

B*

O0)&'t"#& o+ St,$*

R&s&ar'! D&s"(

Sa%pl& D&s"(

Data Coll&'t"o

Data A al*s"s

R&port" ( o+ F" $" (s

B9

RESEARCH OBBECTI-ES
To study of about P&r+or%a '& Appra"sal S*st&% o+ HCL.

RESEARCH DESIGN
!esearch design specifies the methods and procedures for conducting a particular study. A !esearch design is the arrangement of conditions for collection and analysis of the data in a manner that aims to combine rele.ance to the research purpose with economy in procedure. !esearch 2esign is broadly classified into three types as

A%ploratory !esearch 2esign 2escripti.e !esearch 2esign 0ypothesis testing !esearch 2esign

1n the basis of the objecti.e of study# the study which is concerned with describing the characteristics of a particular indi.idual or of group of indi.idual under study comes under 2escripti.e !esearch design.

B(

D&s'r"pt"#& R&s&ar'! D&s"( CD

In this research design the objecti.e of study is clearly defined and has accurate method of measurement with a clear"cut definition of population that is to be studied. To steps are in.ol.ed in formulating the research problemI Dnderstanding the problem. !ephrasing the problem into meaningful terms form an analytical point of .iew. The training sessions are conducted in the beginning of training in order To make us clear about the tasks pro.ided and how handle the different situation The research design used in this study is descripti.e which includes inter.iewers. ?uestionnaire and unit fact"findings en$uiries with the employees SAMPLINGC ample is !esearcher collect needed information from .arious persons who are associated with this subject. =hen such associated persons are in new number research can get information from all of them in such some people among associated persons are selected and collect information from them. These selected persons represent the whole uni.erse and are called sample. ampling unit The sampling for this research was 0;< Amployees were a.ailable for inter.iew. ampling frame ampling frame for this sur.ey was least 377 officers 4 377 workmen:s

B@

ampling si5e ample si5e for the objecti.e /-erformance Appraisal system3 sample si5e co.er for the .arious departments such as ?uestionnaire 2esign The $uestionnaire for this sur.ey includes both open ended and close ended $uestions. =hy $uestionnaire 'ow a days $uestionnaire are commonly used to collect data that is specific are crucial to the success of business .enture. =ith out doubt $uestionnaire allow to gather information that can be found else where from say secondary information such as Manuals# Books and internet resources this is because information collected is fresh and uni$ue. ?uestionnaire helps in identifying the following key points. tudy about 1rgani5ation:s -erformance Appraisal system Amployee:s awareness about -erformance Appraisal system Amployee:s attitude towards e%isting -erformance Appraisal system

=ay of issuing $uestionnaire It was personal inter.iew /face to face3. It helped in directly asking the $uestion to data a.ailable through this is a time consuming processed inter.iewers ha.e little time to think. !esearch study A research study for the project on performance appraisal system this is done through $uestionnaire to employees. !esearch is a systematic and in depth study to find out the awareness and attitude towards -A! among employees.

B)

COLLECTION OF DATA
The procedure for collection of data depends upon .arious considerations A.ailability of resources like money time manpower etc also affects the choice of procedure. -rimary data 2irect personal obser.ation Indirect oral inter.iews Information through manuals4 websites Information through $uestionnaire filled by respondents ?uestionnaire The $uestionnaire a list of $uestion to be asked from the respondent s the it also contains a suitable space where the answer can be offered a better $uestionnaire form# which has completed# by an inter.iewer. Types of $uestionnaire tructured 8 non disguised tructured 8 disguised 'on structured 8 non disguised 'on structured 8 disguised econdary data econdary data mean that are already a.ailable that is they refer the data which ha.e already been collected and analy5ed by some one else when the researcher utili5es secondary data that has to look into .arious sources where he can obtain. In this case he certainly not confronted with the problems that are usually data nor unpublished data BF

associated data associated with the collection of original data secondary data may either be published.

BB

TOOLS OF ANALYSIS
Analysis may be categori5ed as descripti.e analysis and /inferential analysis is often known as statistical analysis3

D&s'r"pt"#& A al*s"sC D 2escripti.e analysis is largely the study of distribution of one .ariable this study pro.ide us profile of companies# workgroups and person 4 other subject on any of a multitude of characteristics such as si5e composition.

;orrelation AnalysisI " ;orrelation analysis studs the joint .ariation two or more .ariables for determining the amount of correlation between two or more .ariable.

Inferential AnalysisI " Inferential analysis is concerned with the .arious tests of significance for testing hypothesis in order to determine with what .alidity data can be said to indicate some conclusion.

BC

DATA ANALYSIS
2ATA =1!N 0AAT 1> 1>>I;A! .,&st"o No. 3 ; 8 : 9 2 5 6 4 37 33 3; 38 3: 39 32 35 36 <a= J ,+ B) (@ *) )+ ,) F) BC @9 C+ B+ F) C+ @+ )9 )) ,+ 9+ <0= J *+ *) F+ C) (+ ) 9C *+ (+ *C 9+ 9@ 9+ *+ 9) 9) *+ @+ Opt"o s <'= J + ) @ + *+ + 9 *+ *F + *+ *+ + @+ *9 *+ + *+ <$= J + ) 9 + C + ( + *+ + + + + *+ *+ *+ + (+ NIL + + + + 9 + 9 9 9 9 + * + + * + + + Total p&rso s *++ *++ *++ *++ *++ *++ *++ *++ *++ *++ *++ *++ *++ *++ *++ *++ *++ *++

B,

2ATA =1!N 0AAT 1> =1!NMA'

.,&st"o7 No. 3 ; 8 : 9 2 5 6 4 37

<a= J C+ B+ *+ )+ + BC F+ )+ C+ F)

Opt"o s <0= J <'= J 9+ + 9+ *+ *+ *+ )+ + *++ + *+ *+ 9+ *) (+ *+ 9+ + () +

<$= J + + B+ + + + ) C + +

NIL + + + + + 9 + 9 + +

Total p&rso s *++ *++ *++ *++ *++ *++ *++ *++ *++ *++

C+

.UESTIONNAIRE PRESENTATION WITH PIE CHART < FOR OFFICERS=

Question No. 01
0% 0% 10% 0% 1 2 3 4 90% 5

3CD

This pie chart is shows about ,+Q of officers are aware of current performance

appraisal ystem 4 *+Q are not aware of current -A! ystem.

Question No. 02
5% 5% 15% 0% 1 2 3 4 75% 5

;CD

According to B)Q the current -.A. ystem is two tire ystem #according *)Q
Question No. 18
0% 20% 1 2 3 4 40% 5

#Three tire system #)Q four tire system and )Q are not aware current performance
30%

appraisal ystem.
10%

C*

Question No. 03

2% 4%

0% 34%

1 2 3 4 5

60%

8CD

According to (@Q two tire systems consist of appraisee 4 Appraiser# F+Q IA 4

!A# @Q 012 4 6M 4 9Q immediate superior 4 012.

Question No. 04
0% 0% 0% 15% 1 2 3 4 5% 5

:CD

About C)Q of officers are performance appraisals assessed by point system# *+Q

through Mark ystem +Q are not aware any group.

C9

Question No. 05

10%

2%

1 2 50% 3 4 5

30%

9CD

About )+Q of 1fficers agree that task etting pro.ides objecti.ely in appraising

their performance less than (+Q of the officers are not fully agree with the statement *+Q are neutral 4 disagree 9Q are not fill the $uestionnaire.

Question No. 06
0% 0% 5% 0% 1 2 3 4 95% 5

2CD

About ,)Q officers are says yes for completing ?uarterly Task setting in time

#rest due to some reason its not completed in time# such cases7 lack of seriousness 4 ambiguity.

C(

Question No. 07
2% 3% 2% 2 % 1 2 3 65% 4 5

5CD

Abo.e F+Q of the officers agree that self appraisal system -ro.es to be effecti.e

4 rest of officers do not completely agree with it.

Question No. 08
2% 0% 10% 10% 1 2 3 4 7 % 5

6CD

About BCQ of officers are says that appraiser and appraisee should be responsible

for ensuring objecti.ity and reducing biasness the -erformance Appraisal system #*+Q are says appraiser 4 appraisee and peer 4 *+Q says appraiser 4 appraisee and peer 4 subordinate #9Q are not fill the $uestionnaire. C@

Question No. 09

10% 16%

2% 42%

1 2 3 4

30%

4CD

More than @+Q officers are agree that skill possessed by an officers .ary #(+Q

are partially agree and *FQ are 'eutral #less than *)Q are not agree with its.

Question No. 10
2% 0% 0% 1 % 1 2 3 4 0% 5

37CD

About C+Q officers are getting regular feedback on their performance but less

than 9+Q are not getting regular feedback.

C)

Question No. 11

0% 10% 20% 0% 1 2 3 70% 4 5

33CD

About B+Q of officers are agree that feedback is beneficial for impro.ing their

performance #9+Q are partially agree and *+Q are neutral.

Question No. 12
1% 0% 10% 24% 65% 1 2 3 4 5

3;CD

F)Q of the officers accepts that current -A! is an effecti.e tool for e.aluating the

employee performance#9+Q partially agree with this and *+Q are neutral.

CF

Question No. 13
0% 0% 20% 0% 1 2 3 4 0% 5

38CD

About C+Q of officers are accept that current -A! ystem reflect the training

need# 9+Q are not accepts this.

Question No. 14
10%

0% 40% 1 2 3 4 5 10%

40%

3:CD

@+Q of the officers consider that the rele.ance of -A! system in deciding

promotion# *+Q are says deciding incenti.es and @+Q agree with training and de.elopment# *+Q are accepting the programme succession planning. CB

Question No. 15

10% 12%

1% 1 2 3 4 52% 5

25%

39CD

According to )9Q of officers are accepts the e%isting -A! system ensure due

recognition talented employee in term of promotion #rewards and others# 9CQ are partially agree and *9Q are neural #*+Q are disagree.

Question No. 16

10% 10%

0% 1 2 3 4 5

25%

55%

32CD

More than ))Q of officers are completely agree that the e%isting -A! system is

helpful in wholesome de.elopment of employee and 9)Q are partially agree#*+Q disagree# *+Q are neutral. CC

Question No. 17
0% 10% 0% 0% 1 2 3 4 5 90%

35CD

About ,+Q of the officers are completely satisfied with the current -A! system#

rest *+Q are not satisfied with the current performance appraisal system.
Question No. 18
0%

30%

20% 1 2 3 4 5

10%

40%

36CD

About 9+Q of the officers are say management is responsible to your

inno.ati.eness and @+ Q are says only personal problem# *+Q are tell the official problem (+Q are says career aspiration.

C,

?DA TI1''AI!A -!A A'TATI1' =IT0 ;0A!T <FOR WORKMEN=

Question No. 02
0% 20% 0% 10% 70% 1 2 3 4 5

Question No. 01
20% "ot a!are 3 0% 5 0% 4 0% 1 2 3 4 0% a!are 5

3.

About C+ Q of workers are aware of current -erformance Appraisal system 4 9+

Q are not aware of current -A! ystem. ;. According to B+Q# the current -.A. ystem is two"tire system# according 9+Q#

three tire system# and *+Q four"tire system and )Q are not aware current -erformance Appraisal ystem

,+

Question No. 03

5 0%

Question No. 04
1 10% 2 10%

5 0%
1 2 3 4 5

3 0%

4 0% 1 2 3 4 5

4 70%

3 10%

2 50%

1 50%

8.

About *+Q of workers are performance appraisal assessed by point system# *+Q

through Mark system *+Q grade system and B+Q are not aware. @. About )+ Q of workers are says task setting is done by time bound and )+Q are not accepts time bound.

,*

SUGGESTION OF ANALYSIS OF .UESTIONNAIRE

S,((&st"o +ro% &%plo*&&s +or t!& &++&'t"#& "%pl&%& tat"o o+ PAR s*st&% Mob 2escription 4 key !esult Areas should be identified 4 appraisee should be answered accordingly. =hile doing job !otation a person:s core competence should be major criteria for decision. Ass&ss%& t &#& 0* p&&rE s,0or$" at&s 1 ',sto%&rs 827 $&(r&& PA s*st&%

s!o,l$ 0& "%pl&%& t&$ " or$&r to %a>& PAR s*st&% %or& +o',s&$E rat!&r t!a r&lat"o $r"#& . -roject based performance 4 measurements /si% sigma in work place 4 on personal le.el3 should be encouraged in Appraisal system. Ideation 4 .ision statement will interwea.n them7 strategy# transformation 4 leadership should be encouraged 4 assessed in -A! system. Affecti.e need based training programme must be conducted on regular inter.als like time bound task setting is formulated in -A! system# there must also be time made appraiser e$ually awakened. This will also help in making the e%isting -A! system more effecti.e 4 purposeful. 2eptts where work 4 task are not known# <ike"-lant Maintenance 4 0ospital# -A! system should be changed because jobs or tasks e%cept regular work can:t be assigned to indi.idual. ,9

uggestion point should be considered 4 implementation total. As seen that the suggestion are some times ignored by higher authorities. As IA is dealing with persons whose -A! is filled 4 knows form .ery near.

The present -A! system may be $uite effecti.e pro.ide the weakness strengths training re$uirements impro.ement suggestions are properly monitored for taking necessary remedial action measures 4 fro suitable placement in the organi5ation i.e. right person at right place. The task should be re.iewed 4 discussed systematically by IA 4 !A 4 necessary action should also be taken at proper time. !a should take necessary step in fulfilling Appraisee re$uest regarding training# job rotation. Based upon the feedback. The training 4 2e.elopment needs of an indi.idual should be met 4 should not be limited only to award promotion. There must be a pro.ision that appraisee may come to know the final rating after -!B i.e. more transparency is re$uired. Timely submission of $uarterly task may be included to each offer:s task 4 marks to be gi.en on that. Amployees must be gi.en proper knowledge 4 made aware of -A! system in 0;< .

,(

FINDINGS
The -A! system has been re.iewing time to time to impro.ise the ways to assess the effecti.eness# potential# de.elopment need 4 career sketch of the indi.idual for the management to formulate 0!2 programme into meet organi5ation needs.

There is problem in collecting the -A! forms back more often the forms were not recei.ed on time. The main problem is therefore of coordination.

Manager has to perform a .ery daunting list of time consuming tasks standing with recalling which worker need to be re.iewed each month# arranging appraisal meeting with them# collection the rele.ant performance data# filling out the appraisal forms 4 documenting the employees performance.

-A is not actually for workmen it:s basically for the officers. -re.iously workmen were judged on the ground of ability# attendance 4 conduct through gradation system but this time the new marking system is introduced.

The culture of confidentiality persists due to which -A will ne.er be a readily undertaken e%ercise. Ad.erse remarks are communicated to employees in writing confidentially by the reporting officers.

,@

 IA# !A 4 -!B consist of senior officers than the appraisee.

ubordinate# peer#

customer or suppliers are not included in the -A committee. Thus the Appraisal system is by higher le.el.

,)

CONCLUSION
Based on the .ast study 4 analysis I can say that the Top management role needs a tremendous change towards the role of facilitator. A.ery manager in the organi5ation hierarchy at his own position has the same role of facilitator. In fact in the present scene. The managers are facilitators. The role of facilitator has a high demand on indi.idual to be a continuous learner# i.e. there is a transition fromVVVVVVVV.owner. VVVVVVVVVManager VVVVVVVV<eader I conclude that for the <-6 /<iberali5ation# -ri.ati5ation and 6lobali5ation3 of business# Ampowerment strengthens the ongoing capacity for successful action under changing circumstances. Thus to de.elop self esteem# organi5ation has to satisfy the employees need for higher le.els of job satisfaction 4 an o.erall impro.ed $uality of work life consistent will the dignity of the employees as a human being. I hope that this project is of utmost .alue to all who are in this field 4 I also feel that the knowledge gained during this training would be helpful to me in future.

,F

SUGGESTIONS
=orkmen -A! should also be de.eloped as of officers 4 they should be made aware about it.

>or the technical one column should also be included in the -.A. format which should concern about the time a.ailability of facilities pro.isions re$uired for technical workmen# officers in order to carry out 4 completion of job if any.

This would turn make IA H !A e$ually responsible 4 transparency in -A! system.

Amphasis should be gi.en to measuring the employee:s performance i.e. what the man does rather than what he is /merit rating3. The important thing is to be aware of his strengths. =hat can he doR And what has he doneR

elf Appraisal system should thoroughly re.iewed by the I.A.# !A 4 enior !A as the appraisee would not be able to assess themsel.es but the concerned authorities assessment of the appraisee should be impartial 4 up to the mark.

A%tra care must be taken by the authorities while describing the performance of appraisee# as the attributes used in this section are not the part of specified traits for technical 4 non"technical personnel. 'ot only the deficiency should be pointed out in

,B

this section but if the appraisee ha.e fair better than usual it should also be mentioned.

Multirater >eedback Mechanism. !egular feedback must be gi.en to employees. Identify areas for both organi5ational 4 indi.idual impro.ement through (F+"degree process. -romote team building by using this Multirater feedback mechanism

(F+"degree appraisal is an e%cellent means of pro.iding feedback to employees because it entails obtaining information from more than one group of people. All those who form the role set member /those who has working relationship will the appraisee3 assess the appraisee on a standard format. The appraisees are taken form the superiors# subordinates 4 colleagues. This encourages $uality consciousness# teamwork orientation 4 more participati.e.

6i.e a man fish. 0e will eat it. Train a man to fish. 0e will his family# the techni$ue of training has been a key factor 4 a major tool used to achie.e the objecti.es of 0!2. Training should be base on an assessment of the needs of different groups 4 indi.iduals. The training needs should flow from -A! system. -A! helps in identifying directions in which indi.idual should be trained 4 de.eloped.

,C

 =hene.er an indi.idual is sponsored for training he should be told categorically the reasons for sponsoring him 4 the e%pectations of the organi5ation from him after he return form the programme.

-erformance analysis should be made before making any comment. -erformance Analysis is a sound alternati.e of finding ways 4 means of impro.ing the employee organi5ational performance 4 identifying de.elopment 4 growth needs.

A positi.e emotional 4 professional climate should be created in workplace for the employee to progress 4 re.iew himself through -erformance !e.iew /feedback 4 counseling3.

&irtual 0!I 0! 2eptt. ;an automate the -A! system with Internets. They can link corporate business with the goals of the indi.idual employee 4 generate meaningful information from the .ast data collected through out the organi5ation.

The system can sa.e managers the trouble of ha.ing to remember a whole lot of things. 1nce the manager completes the form# he H she can instantly route it to the central 0! information system where it is stored for all authori5ed parties to see.

uch automated systems are .ery handy in case of (F+"degree performance e.aluation. It frees 0! 2eptt. >rom needless paper work 4 allows human resource to de.ote its resources to far more important things. ,,

.UESTIONNAAIRE
PERFORMANCE APPRAISAL IN HCL D&s"( at"o . WWWWWWWWWWWWWWWWD&part%& t. WWWWWWWWWWWWWWWW Gra$&E s'al& WWWWWWWWWWWWWWWW

*.

Are you aware with the current -erformance Appraisal system of 0;< . /a3 yes /b3 'o

9.

The current -erformance Appraisal system isR /a3 /c3 Two tire system >our tire system /b3 /d3 Three tire system 'one aware

(.

Two tire system ;onsist 1f /a3 /c3 Appraisee 4Appraiser 0od 4 6m /b3 /d3 Ir 4 !a Immediate superior 4 0od

@.

-erformance Appraisal 1f Amployee Is Assessed By /a3 /c3 -oint system 6rade system /d3 /b3 Mark system

'ot aware

Op" "o A0o,t F&at,r&s O+ P&r+or%a '& Appra"sal S*st&% ). Task setting by appraisee and appraiser pro.ides objecti.e while appraising the performance appraisal of the appraisee /a3 /c3 Agree 'eutral /b3 /d3 partially agree disagree

*++

F.

=hether the $uarterly task setting assignment completed by the *)th of first month of each $uarter if no gi.e the reason /a3 Oes /b3 'o

B.

elf Appraisal ystem pro.es to be effecti.e while appraising the appraisee /a3 /c3 Agree 'eutral /b3 /d3 -artially agree 2isagree

C.

=ho in your opinion should be the responsible for ensuring objecti.ity and reducing baiasness the -erformance Appraisal systemR /a3 /b3 /c3 Appraiser and Appraisee. Appraiser# Appraisee 4 peer. Appraiser# Appraisee# peer# 4 subordinates.

,.

kill possessed by an Appraiser .ary as the mo.es from one grade to another. /a3 /c3 Agree 'eutral /b3 -artially agree /d3 2isagree

*+.

Are you getting regular feed back on your performance from your AppraisalR /a3 Oes /b3 'o

**.

>eed back is beneficial for impro.ing your performance /a3 /c3 Agree 'eutral /b3 -artially agree /d3 2isagree

*+*

E++&'t"#& &ss o+ KP&r+or%a '& Appra"salL s*st&% *9. ;urrent -erformance Appraisal system is an effecti.e tool for e.aluating the employeeXs performance /a3 /d3 *(. Agree 'eutral /b3 /d3 -artially agree 2isagree

2oes current -erformance Appraisal system reflect the training need of an employeeR /a3 Oes /b3 'o

RELE-ANCE OF KPERFORMANCE APPRAISALL SYSTEM *@. =hat is your opinion is the rele.ance -erformance Appraisal systemR 2eciding promotion /b3 2eciding incenti.es programme uccession planning

/c3 Training 4 de.elopment /d3 *).

The e%isting -erformance Appraisal system ensures due recognition talented employee in terms of promotion# rewards and others /a3 /c3 Agree 'eutral /b3 /d3 -artially agree 2isagree

*F.

2o you think that e%isting -erformance Appraisal system is help full in wholesome de.elopment of employeeR /a3 Agree /d3 'eutral /b3 /d3 -artially agree 2isagree

*+9

*B.

Are you satisfied with the current -erformance Appraisal system /a3 Oes /b3 'o

*C.

=ould you say management is responsible to your /a3 /c3 Inno.ati.eness 1fficial problem /d3 /b3 -ersonal problem

;areer aspiration

6i.e your suggestion for effecti.e implementation of -erformance Appraisal system in 0;< .

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BIBLIOGRAPHY
Boo>s Ma ,als A $ F"l&s O+ HCL !esearch methodology """"""""""" Dee+ , Dee+ #u-*ication #.t. Lt&. D&#a $ra T!a>,r Yea$ /0112.

-rinciples and Techni$ues of -ersonnel Management 8U$a" Par&&> Hi%a*ya #u-*is!in3 House De*!i Yea$ /4556

WEB. S"t&s

www.HCL D" $"a.'o% M

www.(oo(al.'o% M p&r+or%a '& appra"sal s*st&%.

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