Professional Documents
Culture Documents
ON
PERFORMANCE APPRAISAL
IN
HINDUSTAN AERONAUTICS LIMITED
IN LUCKNOW CITY
best of my knowledge.
Lucky Rawat
BBA Vth Sem.
Roll No. 17109000753
ii
ACKNOWLEDGEMENT
of God, My parents, elders, teachers, nears and dears and of course by the
to all of them.
Guide and all faculty of BBA Department for accomplishment of this project report as
well as for every sphere pertaining to successful occupation of this course. Finally, I
editing and other related works for accomplishment of this project study.
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PREFACE
A project is a scientific and systematic study of real issues on a problem with the
application of management concept and skills. The study can deal with small or big
issues in any division of an organization. It can be case study where a problem has
been dealt with, through the process of management. The essential equipment of a
project this that, it should contain scientific collection of data, analysis and
The study & report is based on Performance Appraisal of the organization. It presents
some information regarding the basics of Performance Appraisal along with details of
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TABLE OF CONTENT
1. Introduction 1-16
6. Conclusion 90-91
7. Limitation 92-93
8. Recommandation 94-95
Bibliography
Questionnaire
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Company Profile
INTRODUCTION
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INTRODUCTION
An Overview
(PAR) System. It is an annual exercise, with quarterly task setting and evaluation. The
criteria of appraisal are the evaluation of job performance and traits of the appraisee.
The system is based on work planning, self review and performance analysis.
Appraisal is done at more than two levels. A critical analysis of the system has been
them to understand the way in which the employees are expected to perform their
job.
Oral Reports. These documents are actually basic record to appraise the
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the Organization. This will become a judgment of the potential of the growth of
the deficiencies if any pointed out and to generate effective performance in future.
This will help the employees to improve their performance in future in a better
way. Moreover, the weak points, difficulties with them will be known to them in a
work job by means of various measures that are adopted by the Management to
Performance appraisal is not only about evaluating and judging the performance of
the employees. The process of performance appraisal starts with setting the objectives
of the performance appraisal, using methods for performance appraisal which are
important to reach the objectives and then finally the enhancement of the performance
In HAL, the process for the performance appraisal of the employees is as follows:
the same objectives across all the organisations. HAL too, has almost the same
objectives but it still has certain shortcomings which need to be overcome. Basically
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Company Profile
the objectives of the performance appraisal system which are being met by HAL are
the following:
actions, etc.
2. Establishing job expectations: In HAL, the job is clearly defined for the employee
and the targets are set mutually by the senior and the subordinate with a mutual
consent of both. In fact, the quarterly tasks those are assigned and evaluated on a
quarterly basis also known as MATI. In this system the senior and the subordinate sit
down and discuss about the quarterly task and targets for the 3 months.
following are the points taken care of while designing an effective appraisal program:
a. Clear and achievable targets are set for the employees with mutual consent.
b. Various scales and methods are used to avoid any kind of biasedness.
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d. The appraisal program is held once in a production year with quarterly task
settings.
Note: In case of any discrepancy between the decision of the initiating authority and
the reviewing authority, the decision of the reviewing authority is considered as final.
set the targets with a mutual consent while after the appraisal is done, the superior
tries to interact with the employee and tell him the area of his weakness and strength.
The performance appraisal of the employees in HAL is taken care of by the Human
Resource Cell. The human resource cell takes care of other activities like
competency ranking etc. In short, it deals with the employee data and makes
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In HAL, the performance appraisal is done once in a year though the task setting are
done quarterly or once in every three months. The scores given to an employee
throughout the four quarters in a year are averaged out and are considered as the final
The performance appraisal reports in HAL are annual and were therefore initially
kind of report which is known as Probationary Report. This report is for those
employees who are neither trainee nor are they permanent employees. They are under
a probationary period and at any time, can be taken off for any misconduct.
1. Quarterly task setting and MATI: MATI, also known as Mutually Agreed Task
and Improvement is done once in every quarter of the production year. This is done
with a mutual consent of both the senior and the subordinate. The subordinate is
marked by his immediate superior based on his achievements in the tasks set for him
MBO, specific measurable goals are set with each employee and then there is a
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A rough sketch of MATI quarterly task setting and its review is given.
Note: This is not an official format but has been given just for the basic understanding
2. The two tier system: In the two tier system, there is an initiating authority and a
reviewing authority. The initiating authority includes the immediate superior of the
employee who is in direct contact with the employee. He is from the same department
as the employee. The reviewing authority is the head of the department in most of the
cases. In certain cases, the reviewing authority may be from different department but
it rarely happens.
and even mark himself for the same. Once an employee has marked himself, the
initiating authority and the reviewing authority mark him for the same and even
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In high level (that is in higher grades) the planning attribute is given the maximum
weightage while in lower level or lower grades the operational excellence is given
more weightage.
a. Qualitative Assessment: In the first section, the basic objective was to analyse
the performance of the employee. In the second section, the objective is to assess
this assessment, the weak areas or better known as areas requiring improvements
are judged. The main objective is to categories individuals into three categories:
The PRB rates employees by giving them grades and not marks for their
performances. The actual reason behind calling PRB is to eliminate any kind of
leniency effect.
Thus, all the above five characteristics of the performance appraisal system helps in
eliminating any kind of anomaly and keeping the system fair and just.
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Introduction
Performance Review Board, commonly known as PRB is called for the final
evaluation of the scores of the employees. Not only are the scores decided in the PRB
In case of PRB scores, there are certain rules that have to be necessarily followed
i. Less than 5% of the employees in the division should fall in the range of score of
85% to 89%.
ii. Less than 5% of the employees in the division should fall in the range of score of
80% to 84%.
iii. At least 20% of the employees should have a score of below 50%.
iv. Not more than 5% employees of the division should fall in score range of more
than 90%.
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a) Departmental Promotions
It is important to know that PRB scores are the final scores base on which the
have any say in this matter and in this case, acts as a titular head. In fact, whenever
General Manager has to take any decision, it is taken after consultation with the
COM.
employee should have scored at least 85% in that year in which it has been decided to
promote him/her.
Under the Management Review Categorisation, the employees falling under B and
C category are declared as ineligible for the IMS. Only category A is eligible for the
IMS.
Once an employee clears the standard for the eligibility in IMS, he/she has to appear
for a written entrance test. The written test takes place in June. In this written test,
he/she has to score a minimum of 75%. In case, the employee doesn’t score 75%
Once the interview is over, the Average Performance Index of employees is formed.
This Average Performance Index which is formed is based on the preceding three
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year score of the employee, his written test and his interview. Weightage given to
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COMPANY PROFILE
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COMPANY PROFILE
Came into existence on 1st October 1964. The Company was formed by the
merger of Hindustan Aircraft Limited with Aeronautics India Limited and Aircraft
The Company traces its roots to the pioneering efforts of an industrialist with
extraordinary vision, the late Seth Walchand Hirachand, who set up Hindustan
Today, HAL has 19 Production Units and 9 Research and Design Centers in 7
locations in India. The Company has an impressive product track record – 12 types of
aircraft manufactured with in-house R & D and 14 types produced under license.
HAL has manufactured over 3550 aircraft , 3600 engines and overhauled over 8150
HAL has been successful in numerous R & D programs developed for both
Defense and Civil Aviation sectors. HAL has made substantial progress in its current
projects.
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Various military and civil upgrades. Dhruv was delivered to the Indian Army,
Navy, Air Force and the Coast Guard in March 2002, in the very first year of its
production. HAL has played a significant role for India's space programs by
Apart from these seven, other major diversification projects are Industrial
Marine Gas Turbine and Airport Services. Several Co-production and Joint Ventures
HAL's supplies / services are mainly to Indian Defence Services, Coast Guards
and Border Security Forces. Transport Aircraft and Helicopters have also been
supplied to Airlines as well as State Governments of India. The Company has also
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HAL has won several International & National Awards for achievements in
Rating Leaders 2003), London, UK by M/s Global Rating, UK in conjunction with the
Innovation. At the National level, HAL won the "GOLD TROPHY" for excellence in
Enterprises cope). The Company scaled new heights in the financial year 2006-07
Strategy of HAL
by a paradigm shift from licensed production to R&D based production duly balanced
customer demand, focused diversification to civilian and export markets, the overall
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objective of the Human Resource Development plan is to build a vibrant and learning
retention of competent human resources and develop high commitment and a sense of
Strategy
2) Maintain Human Resource at optimum level to meet the objectives and goals
of the Company.
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1) Competence Building
2) Commitment
3) Motivation
4) Employee Relations
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INDUSTRY PROFILE
development, production of aircraft and aeronautical equipment and thus meet the
country’s need in the future. Also conduct business economically and efficiently. So
1) Customer satisfaction
7) Integrity
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office.
Organization
HAL has eleven production division they are spread over seven locations of
divisions/units of HAL.
no. of employees who possess a wide variety of skills. The manufacture of aircraft has
Company has to face the challenge of updating the skills of its manpower and
Governing council
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Fig. No. 1
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Su 30 MKI
Aircraft
MiG-27 M
Ejection Seat
The Ejection Seat is installed to provide safe escape to the Pilot from the
Aircraft while catapuling is effected with the help of a combined Ejection Gun. The
Division has the facilities and expertise in the manufacture and overhaul of ejection
Jaguar International
and battlefield tactical Support Aircraft in 1979 under license from British Aerospace,
including the engine, accessories and avionics.Jaguar aircraft is designed with 7 hard
points ( 4 under wing, 2 over wing and 1 under fuselage) capable of.
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helicopters and its components, the Helicopter Division commenced series production
multi-mission helicopter in 5.5 ton class, fully designed and developed by HAL. Built
Major Features
Exports :
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HAL SERVICES
Aircraft
Rotary Wing
Aircraft Upgrade
Transport Aircraft
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Strategic Electronics
In the year 1951, when HT-2 the first indigenously designed primary trainer
made its first flight, it heralded the era of Research & Design at HAL This aircraft
served as the back bone of IAF's training fleet for more than three decades.
Subsequently, HAL's R&D capabilities have grown from strength to strength and
have been harnessed to achieve greater heights of self reliance. The Advanced Light
Helicopter - ALH (DHRUV) is the latest new generation helicopter designed and
developed by HAL. It is under production since 2002. The test flights on Technology
Demonstrators (TD-I and II) and Prototype Vehicles (PV-1 and 2) of Light CoBBAt
Aircraft - LCA (Tejas) are progressing satisfactorily. The Intermediate Jet Trainer
integration tasks. HAL has 9 Research & Design Centres engaged in the design and
accessories.
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Clearance (IOC) and the first batch of aircraft has been delivered. First flight test on
Jaguar Nav WASS upgraded aircraft with indigenously developed mission computer
with weapon delivery capabilities has been carried out and retromod of fleet has been
taken up.
Equipped with the latest facilities, the company is backed by high profile,
highly skilled manpower with an impressive track record of more than five decades of
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HAL DIVISIONS
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Fig. No. 2
INTRODUCTION
done through people, is an essential part of every manager’s responsibility, but many
expert service dedicated to ensuring that the human resource function is performed
efficiently.
his / their potential for future development. It consists of all formal procedures used in
potentials of employees.
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pay increase. It is an underlying motivation for all employees to work harder and be
more efficient in order to climb the ladder of success in turn adding growth to the
working and life of the organization. To study this area is to study and have a deeper
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a specialist division to provide an expert service dedicated to ensuring that the human
“People are our most valuable asset” is a cliché, which no member of any
senior management team would disagree with. Yet, the reality for
The market place for talented, skilled people is competitive and expensive.
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Management that are essential for the effective functioning of the organization:
1. Recruitment
2. Selection
3. Induction
4. Performance Appraisal
RECRUITMENT
terms of quality through job analysis and quantity through forecasting and planning.
SELECTION
The selection is the process of ascertaining whether or not candidates possess the
INDUCTION
changed surroundings and introduced to the practices, policies and purposes of the
organization.
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an employee’s excellence in matters pertaining to his present job and his potential for
a better job.”
Characteristics
3. It is scientific and objective study. Formal procedures are used in the study.
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Process
3. Measuring Performance
Limitations
1. Errors in Rating
2. Lack of reliability
3. Negative approach
4. Multiple objectives
5. Lack of knowledge
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even considering the available battery of appraisal techniques. But attempting to avoid
these pitfalls by doing away with appraisals themselves is like trying to solve the
problems of life by committing suicide. The more logical task is to identify those
appraisal practices that are (a) most likely to achieve a particular objective and (b)
performance appraisal stated at the outset of the article, I shall briefly review each,
Essay Appraisal
In its simplest form, this technique asks the rater to write a paragraph or more
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weight.
This technique may not yield the depth of an essay appraisal, but it is more
consistent and reliable. Typically, a graphic scale assesses a person on the quality and
and on a variety of other factors that vary with the job but usually include personal
traits like reliability and cooperation. It may also include specific performance items
Field Review
The field review is one of several techniques for doing this. A member of the
personnel or central administrative staff meets with small groups of raters from each
supervisory unit and goes over each employee's rating with them to (a) identify areas
of inter-rater disagreement, (b) help the group arrive at a consensus, and (c) determine
Forced-Choice Rating
Like the field review, this technique was developed to reduce bias and
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Management by Objectives
To avoid, or to deal with, the feeling that they are being judged by unfairly
high standards, employees in some organizations are being asked to set - or help set -
their own performance goals. Within the past five or six years, MBO has become
something of a fad and is so familiar to most managers that I will not dwell on it here.
Ranking Methods
who work for different supervisors, individual statements, ratings, or appraisal forms
judgment.
The two most effective methods are alternation ranking and paired comparison
ranking.
1. “Alternation ranking”:
Ranking of employees from best to worst on a trait or traits is another method for
evaluating employees. Since it is usually easier to distinguish between the worst and
the best employees than to rank them, an alternation ranking method is most popular.
Here subordinates to be rated are listed and the names of those not well enough to
rank are crossed. Then on a form as shown below, the employee who is highest on the
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characteristic being measured and the one who is the lowest are indicated. Then chose
the next highest and the next lowest, alternating between highest and lowest until all
2. “Paired-comparison ranking”:
more so. But with large numbers of employees it becomes extremely time consuming
and cumbersome.
(i.e., when two or more people are asked to make independent rankings of the same
work group and their lists are averaged), are among the best available for generating
Assessment centers
So far, we have been talking about assessing past performance. What about the
How can this kind of prediction be made most validly and most fairly?
Many firms have expanded the idea of upward feedback into what the call
360-degree feedback. The feedback is generally used for training and development,
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as the multi-rater feedback, whereby ratings are not given just by the next manager up
customer ratings are also included, along with the element of self appraisal. Once
gathered in, the assessment from the various quarters are compared with one another
Another technique that is useful for coaching purposes is, of course, MBO.
Like the critical incident method, it focuses on actual behavior and actual
results, which can be discussed objectively and constructively, with little or no need
ADVANTAGES
If the employee meets or exceeds the set objectives, then he or she has demonstrated
outcomes, and not on their potential for success, or on someone's subjective opinion
of their abilities.
The guiding principle of the MBO approach is that direct results can be
observed easily. The MBO method recognizes the fact that it is difficult to neatly
dissect all the complex and varied elements that go to make up employee
performance.
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into so many constituent parts, but to put all the parts together and the performance
DISADVANTAGES
This approach can lead to unrealistic expectations about what can and cannot
"Reality Checking" skills to use MBO appraisal methods. They will need these
skills during the initial stage of objective setting, and for the purposes of self-auditing
and self-monitoring.
misunderstandings.
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biases referred to as 'rating errors'. These errors can seriously affect assessment
Leniency Or Severity: - Leniency or severity on the part of the rater makes the
a) The rater may feel that anyone under his or her jurisdiction who is rated
b) He/She may feel that a derogatory rating will be revealed to the rate to detriment
c) He/She may rate leniently in order to win promotions for the subordinates and
Central Tendency: - This occurs when employees are incorrectly rated near the
average or middle of the scale. The attitude of the rater is to play safe. This safe
playing attitude stems from certain doubts and anxieties, which the raters have been
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Halo Error: - A halo error takes place when one aspect of an individual's
performance influences the evaluation of the entire performance of the individual. The
halo error occurs when an employee who works late constantly might be rated high on
popular personality might be given a high overall rating. Rating employees separately
on each of the performance measures and encouraging raters to guard against the halo
Rater Effect: -This includes favoritism, stereotyping, and hostility. Extensively high
or low score are given only to certain individuals or groups based on the rater's
attitude towards them and not on actual outcomes or behaviors; sex, age, race and
Primacy And Regency Effects: - The rater's rating is heavily influenced either by
behavior exhibited by the ratee during his early stage of the review period (primacy)
or by the outcomes, or behavior exhibited by the ratee near the end of the review
just before the completion of the appraisal, the timing of the incident may inflate his
or her standing, even though the overall performance of the sales person may not have
been encouraging. One way of guarding against such an error is to ask the rater to
consider the composite performance of the rate and not to be influenced by one
incident or an achievement.
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instrument follow each other and both describe or rotate to a similar quality. The rater
rates the first dimensions accurately and then rates the second dimension to the first
unjustifiably influence current ratings. Past ratings, good or bad, result in similar
rating for current period although the demonstrated behavior docs not deserve the
a) Reporting Manager
process
the reviewer
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Discuss with the reporting managers on the behavioral traits of all the employees
Where required, independently assess employees for the said behavioral traits;
such assessments might require collecting data directly from other relevant
employees
Presents the proposed Performance Rating for every employee of his / her
d) HR Head
e) Normalization Committee
Decides on the final bell curve for each function in the respective Business Unit /
Circle
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each employee
concepts need to be explained which play a very important role in using the PMS
on the KRA score achieved by the employee during that particular year. Thus, it is
What are the guidelines for setting the KRA’s for an employee?
How does an employee write down his KRA’s for a particular financial year?
How is the KRA score calculated for an employee on the basis of the targets sets
combined with the general behavioral traits displayed by the employee during a
year constitutes his behavior traits. An employee is assigned the rating on the
basis of the intensity of the behavior displayed by him. They play a very important
role in the deciding the final performance rating for an employee as is even
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required to perform a role effectively. This framework also tries to assess the
The Performance Rating Process: The rating process tries to explain the four
different types of rating that an employee can achieve i.e. EC, SC, C and PC. It
also explains the criteria, which is considered for awarding any of these ratings to
the employee.
appraisal process has to work. It is very important that the HR department pays
due attention to these guidelines while preparing the bell curves for various
functions and the consolidated bell curve for all the functions. These guidelines
Human Resource (or personnel) management, in the sense of getting things done
performed efficiently.
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“People are our most valuable asset” is a cliché, which no member of any
senior management team would disagree with. Yet, the reality for many organizations
are that their people remain under valued, under trained and under utilized.
Following are the various functions of Human Resource Management that are
1. Recruitment
2. Selection
3. Induction
4. Performance Appraisal
employees and the organization to check the progress towards the desired goals and
aims.
The latest mantra being followed by organizations across the world being –
"get paid according to what you contribute" – the focus of the organizations is turning
appraisal helps to rate the performance of the employees and evaluate their
understand their roles and responsibilities and give direction to the individual’s
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employees.
Beyond Training
How to Complete a Performance
conversation Performance
SELF APPRAISAL
the employee himself gives the feedback or his views and points regarding his
performance. Usually this is done with the help of a self appraisal form where the
employee rates himself on various parameters, tells about his training needs, if any,
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employee about his appraisal and his performance. But the way of giving as well as
receiving the feedback differs from person to person and their way of handling and
Therefore, On the part of the person receiving the feedback, the following points
The employee should have a positive attitude towards the feedback process
He should listen to the suggestions of the appraiser calmly and try to incorporate
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Should not judge the appraiser as a person on the basis of the feedback.
On the part of the appraiser or the manager / person giving the feedback, the
The appraiser should make the receiver feel comfortable during the feedback
meeting.
The appraiser should make it a two – way conversation i.e. let the employee
speak.
Listen to the employee and note his points, suggestions, problems etc.
The appraiser should not adopt a confrontational approach towards the meeting.
Provide a constructive feedback to the employee i.e. in a way which will motivate
Make the appraisal feedback meeting useful and productive for the organization and
the employee.
trained and developed workforce is also increasing. One of the major objectives and
benefits of the performance appraisal is that it helps in identifying the training needs
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of the employee and reducing the gap between the actual and the desired performance
of the employees. But Performance appraisal also facilitates the other decisions like:
Performance Feedback
Manpower planning
Performance improvement
HR Documentation
the human resource departments of the organizations throughout the world are
moving away from the traditional and the theoretical training methods. The
the employee training and what the employees should do to achieve the organizational
goals.
Performance consulting refers to the actual transfer of the new skills, competencies
acquired through the training to the job, focusing on the employees’ performance
on ones, you should give feedback in your one on ones on the same criteria that you
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The diagram below shows both your performance appraisals and your one on
ones to highlight that this is one process, rather than two processes.
Bangalore Complex
Aircraft Division
HAL has designed and development various types of aircraft- VIZ, HT-2(a
piston engined elementary trainer), HJT_16 (kIRAN) (a basic get trainer), HF-24
Agreement. Jaguar international aircraft and kIRAN MK-2 are currently under
manufacture at HAL.
Engine Division
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Helicopter Division
Helicopter Division manufactures Cheetah and Chetak helicopters for use by IAF
and Navy.
Overhaul Division
The overhaul division carries out repair/overhaul of a variety of aircraft ranging from
The Foundry & Forge Division supplies a large range of sophisticated radio graphical
quality castings both ferrous and non-ferous to the different Divisions of HAL.
Accessories Complex
Hyderabad Division
HAL Hyderabad division has designed and developed advanced radio and
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for various types of aircraft produced at HAL as well as for Army, Navy and P & T
Lucknow Division
The division was set up with the objective of supplying six types of systems
Equipment of KIRAN and MARUT aircraft. The Division has diversified its product
range subsequently and presently manufactures over 500 products for all types of
aircraft manufactured at HAL. The Division has also built up design and development
capability and indigenously developed electrical, hydraulic and other items which are
Korwa Division
A new Division has been set up at Korwa for manufacture of advanced Navigation
and Weapon Aiming System, Display Systems, Flight Data Recorder etc.
Kanpur Division
The division now manufactures HPT-32 trainer aircraft and the latest version of
Dernier ( light transport aircraft) aircraft under license agreement with M/s Dernier
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Nasik Division
The Nasik division currently manufactures the MIG-27 and MIG-21 BIS aircraft,
Koraput Division
aircraft & R-25 engines for MIG BIS aircraft is done here.
HAL has designed and developed a variety of aircraft, which includes HT-2,
design and development of the IJT as a replacement of the Kiran and Light coBBAt
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FRB blades for winds powered turbines. The prototype testing and flight
certification of the multi role multi mission helicopter the Advanced Light
Helicopter is in progress.
Hal Exports
Helicopters
ALH
Engines
Avionics
Aero structures
Soft wares
Dornier – 228
International Customers
APPH Bolton, UK
BAE Systems, UK
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Chelton, UK
EADS, France
ELTA, Israel
Hampson, UK
MOOG, USA
Smiths Industries, UK
Snecma, France
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Strongfield Technologies, UK
Domestic Customers
Air India
Air Sahara
Bharat Electronics
Coal India
Govt. of Karnataka
Govt. of Maharashtra
Govt. of Rajasthan
Indian Airforce
Indian Airlines
Indian Army
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Indian Navy
Jet Airways
NALCO
Ordnance Factories
Reliance Industries
United Breweries
Hal Today
, HAL has 16 Production /Overhaul /Service Divisions and 9 Research and Design
Centers at 7 location in India. The Company has an impressive product track record
produced under license . HAL has manufactured 3550 aircrafts ( which includes
aircrafts and 27300 engines . HAL is now ranked 45th in the list of world’s top
Core Business
Design and development of fixed and rotator wing aircraft , avionics and
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aeronautical software.
Over the last 6 decades , HAL has grown progressively into an integrated
The ongoing major projects and programs include : ALH ( both in military
and civil roles), IJT , LCA ,Pilot less Target Aircraft (PTA) , SU- 30 MKI and
Aligning with the emerging future requirements , HAL has initiated the
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Joint Ventures
components .
International markets.
Further, several co-production and joint ventures with International participation are
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meet the country’s changing and growing needs with special emphasis on military
requirement.
Responsible for design and development, relying, however upon such relevant
facilities as are available in other national institution but always holding itself
basically responsible for the growth and furtherance of the country’s aeronautical
capability.
3. To so conduct its business economically and efficiently that it can contribute its
economy.
4. Towards this end, to develop and maintain an organization which will readily
and each employee will be encouraged to grow in accordance with his potential
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objectives of manufacturing system & accessories for various aircrafts & engines &
attains self sufficiency in this area. The division started with manufacturing various
system & accessories to meet the requirement of the aircrafts & engines being
CHETAK helicopters.
This was followed up with subsequent license agreement with the USSR for
manufacturing the same range of accessories OG MIG series of aircraft and their
engines & there after similar arrangement were made for the present aircraft jaguar,
The division also plans to manufacture similar range of items of latest aircraft ,
inducted by air force ie. SUKHOI. In addition the division manufactured system for
The division has laid a lot of emphasis on developing indigenous capability for
design & development of various system & accessories, which have been developed
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DIVISION
The personnel and administration department has been divided into the following
sections:
1) Recruitment Section
2) Establishment Section
3) HRD Section
4) General Administration
6) Legal Section
7) Rajbhasha Section
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Recruitment Sectio
Recruitment forms the first stage in the process, which continues with
selection and placement. It is the discovering of the potential applicants for the
organizational vacancies. Over the last 4 decades, the company has grown
tremendously, new divisions have established & new lines of manufacture setup and
new technologies have been introduced. All this led to acquire highly skills and
suitable personnel for different jobs. The person comes in the organizations has to
contact with this department firstly, then only he can join the organization.
reports, salary etc. There may be external & internal sources of recruitment. Internal
means vacancies are filled through transfers and promotions while external sources
The process of the recruitment through external sources is too long, firstly the
H.A.L. publish a notice for vacancy in the newspapers. Then after screening 20
nominees would be called for the written test and then an interview will be organized
for 5 selected nominees & after this only one would be selected for that particular
post.
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Company Profile
is such that as far as the executives are concerned their recruitment process is
controlled and is done by corporate office while for supervisors & workers. The
recruitment is done at the unit level itself. MPP is also dealt with this section.
The most important function of this section is to deal with the promotion of
the employees. Its primary objective lies in providing all employees equal
opportunity.
o) Promotions from grade v & above are dealt by corporate office at Bangalore.
The premise of PAR which takes into account various factors like performance of
Notification of advertisement
Screening of applications
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Company Profile
Grant of annual increment after obtaining details from the accounts Department
Grievances
Allocation of drivers for V.I.P.’s , ambulances and for routine factory work
Maintenance of vehicles
VVIP references
Prescribed span of service for workmen from group b to scale 10 for promotion under
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Company Profile
SWOT ANALYSIS
Strengths
capable of managing the organization by getting the work load from Indian Air
Force, Navy, Army and Coast Guard for its financial growth and management.
9) The technological knowhow are very confidential and have the best – suited for
making and overhauling the Defenses Aircraft that is incomparable with any
technologies.
10) H.A.L. is a very good pay-master to its employees as it is very much financially
11) The monitoring of the Finance and the manufacturing and delivery of Aircraft to
12) The reputation of HAL being the Defenses organization has its importance and
Navratna and carries ISO: 14001 company .Quality in the world/Internal Business
Organization.
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Company Profile
Weaknesses
1) IAF is fully satisfied with the performance of HAL so far as the following of
licensees Technical know how are concerned, but due to recent Air crashes of
MIG Aircraft and few other Aircrafts there are few problems which are minor.
2) Sometimes the foreign vendors on whom HAL depends for procuring raw
materials for Research are not in a position to deliver the same in time this
Customers.
procurement of raw-material because there are some parties who can not
4) Sometimes H.A.L. does not get the approval from IAF against the items
respect of the items where it is much more than permissible limit can put to
5) Machineries required from Foreign vendor take abnormal time leading to-
delay in the normal manufacturing function, hence now H.A.L. wants get
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Company Profile
Opportunities
1) H.A.L. is the only manufacturer of the Defenses Aircrafts; hence the job
opportunities as well as profit earning opportunities are more to day and in the
forthcoming years.
4) As H.A.L. has developed its own R & D centers so now it would not have to
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Company Profile
Threats
aircrafts.
same inspected by the authorized officials of Air force. There is a fear that during
testing there should not be any unwanted happening / rejections of Aircrafts which
3) During war, H.A.L. has its fear of attack by enemy – countries as H.A.L. is very
famous for a very good supporting organization with arms / fighter aircraft.
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Research Methodology
76
Research Methodology
OBJECTIVE
Firing
Promotion/Demotion/Compensation
Improvement
77
Research Methodology
RESEARCH
METHODOLOGY
78
Research Methodology
RESEARCH METHODOLOGY
Research Design
Research Design refers to "framework or plan for a study that guides the
collection and analysis of data". A typical research design of a company basically tries
e. Developing Questionnaires
Explorative studies are undertaken with a view to know more about the
problem. These studies help in a proper definition of the problem, and development of
specific hypothesis is to be tested later by more conclusive research designs. Its basic
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Research Methodology
Conclusive Research Studies are more formal in nature and are conducted
with a view to eliciting more precise information for purpose of making marketing
decisions.
a) Descriptive or
b) Experimental
Thus, it was mix of both the tools of Research Design that is, Explorative as well
as Conclusive.
1. Primary Data
Primary data are those which are collected fresh and for the first time and thus
through personal interviews. Through observation method I was able to record the
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Research Methodology
2. Secondary Data
Secondary data are those data which are being already collected by someone
else and which have already been passed through the statistical process.
Universe
Sample Size
Sample size relates to how many people to pick for the study.
Sample Unit
This is that element or set of elements that are considered for selsction in some
stage sample, the sampling unit could be blocks, households, and individuals within
the households.
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Research Methodology
Statistical tools
In this research report several statistical tools are being used. Some of them are pie
Sampling Plan:
82
Data Analysis & Interpretation
83
Data Analysis & Interpretation
2%
30% 24%
Fully Satisfied
Satisfied
Cant Say
44% Dissatisfied
Figure No. 3
Interpretation
There is a difference in the view of employees regarding the present appraisal system,
only 2% of the employees interviewed are fully satisfied with the present appraisal
system, while 24% are satisfied, 44% employees can’t say and 30% are dissatisfied
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Data Analysis & Interpretation
0%
Continuous
Never
100%
Figure No. 4
Interpretation
From the above chart we may decipher that none of the employees who were
interviewed, prefer to be appraised only once during their service period, neither is it
acceptable to never be appraised at all. All the employees interviewed, that is 100%
85
Data Analysis & Interpretation
3 - Employees' opinion about who should be the people appraising them (in %)
12%
6% Superior
48% Peer
Subordinate
Consultant
0%
Figure No. 5
Interpretation
While almost half of the employees (48%) are comfortable in being appraised by their
superiors, only 4% think its fine being appraised by their peers. 30% feel that the
appraisal should be self because they themselves know their contribution to the
organization. 6% feel that the consultants would appraise them best while none think
that subordinates appraising them is a good idea. 12% of the employees interviewed,
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Data Analysis & Interpretation
16%
10%
Yes
No
74% Somewhat
Figure No. 6
Interpretation
If the process of appraisal does not lead to the improvement of the skills and
proficiency of the employees, the very purpose of appraisal becomes illogical. In the
survey conducted it was observed that nearly 74% of the respondents agree that
hold the view that it does not serve this purpose while 16% are of the opinion that it
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Data Analysis & Interpretation
appraisal (in %)
18%
Yes
No
82%
Figure No. 7
Interpretation:
In the process of appraising, both parties are human beings, that is, the one who is
being apprised and the other who is appraising. Thus, there bound to be subjectivity
involved, be it an objective way of appraising. Thus, when asked from among the
sample size of 50 respondents, as huge as 82 % respond ended that personal bias does
likings do not come in the process of appraisal. It is the extent to which the appraiser
88
Data Analysis & Interpretation
reviewed (in %)
28%
Yes
54%
No
Figure No.8
Interpretation
On being given the opportunity, 54% of the employees interviewed said that they
would prefer the appraisal system to be reviewed, while 9% are fine with it, 28%
89
Data Analysis & Interpretation
22%
Yes No
78%
Figure No. 9
Interpretation
Its can be clearly deciphered from the above chart, that 78% of the employees
hidden potential in them, while only 22% feel that it does not solve any such purpose.
90
Conclusion
CONCLUSION
91
Conclusion
CONCLUSION
After having analyzed the data, it was observed that practically there was no
basis. This is the thing that has been mentioned time and again in the report, as, in the
drafting what should be the kind of appraisal the following things should be taken
care of:
throughout the organization. Unless this is done, people would not accept it, be
started by the initiative of the top management. This would help in percolating
down the concept to the advantage of all, which includes the top management
as well as those below them. This means that the top management has to take a
brought.
Ideally in the present day scenario, appraisal should be done, taking the views of all
the concerned parties who have some bearing on the employee. But, since a change in
the system is required, it cannot be a drastic one. It ought to be gradual and a change
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Recommendation
LIMITATIONS
93
Recommendation
LIMITATIONS
present study, under which the researcher had to work are as follows:
Although all attempts were made to make this an objective study, biases on the
Though, no effort was spared to make the study most accurate and useful, the
“sample Size” selected for the same may not be the true representative of the
This being the maiden experience of the researcher of conducting study such as
94
Recommendation
RECOMMENDATION
95
Recommendation
RECOMMENDATION
1. It should be noted that the appraisal form for each job position should be
different as each job has different knowledge and skill requirements. There
should not be a common appraisal form for every job position in the
organization.
decided well in advance and that too with the consensus with them.
4. The time period for conducting the appraisal should be revised, so that the
5. Transparency into the system should be ensured through the discussion about
the employee’s performance with the employee concerned and trying to find
out the grey areas so that training can be implemented to improve on that.
96
Bibliography
BIBLIOGRAPHY
97
Bibliography
BIBLIOGRAPHY
Books:
Journal
Websites:
www.hal_india.com
www.wikipedia.com
98
Appendices
APPENDICES
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Appendices
QUESTIONNAIRE
Questionnaire
a) Fully Satisfied
b) Satisfied
c) Can’t Say
d) Dissatisfied
b) Continuous
c) Never
responsibility?
a) Superior
b) Peer
c) Subordinate
d) Self- appraisal
e) Consultant
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Appendices
a) Yes
b) No
c) Somewhat
performance appraisal?
a) Yes
b) No
a) Yes
b) No
c) Can’t Say
a) Yes
b) No
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