Professional Documents
Culture Documents
Project report On
Submitted By-
Miss Ajita Mohanty
B.B.A 2008 Batch
Roll no- 56303UT08033
ACKNOWLEDGEMENT
research work conducted by me has been possible under the able and
Date:
This report has not been submitted for the awards of any
Date:
Project Title:
To help each employee to understand more about their role and become clear
about their functions;
To be involved in helping employees to better understand their strengths and
weaknesses with respect to their role and functions in the organization;
To help in identifying the developmental needs of employees, given their role
and function;
To increase mutuality between employees and their supervisors so that every
employee feels happy to work with their supervisor and thereby contributes
their maximum to the organization;
To act as a mechanism for increasing communication between employees
and their supervisors. In this way, each employee gets to know the
expectations of their superior, and each superior also gets to know the
difficulties of their subordinates and can try to solve them together, thus they
can better accomplish their tasks;
To provide an opportunity to each employee for self-reflection and individual
goal setting, so that individually planned and monitored development takes
place;
To help employees internalize the culture, norms and values of the
organization, thus developing an identity and commitment throughout the
organization.
To help in preparation of employees for higher responsibilities in the future by
continuously reinforcing the development of the behavior and qualities
required for higher-level positions in the organization.
To be instrumental in creating a positive and healthy climate in the
organization that drives employees to give their best while enjoying doing so;
and to assist in a variety of personnel decisions by periodically generating
data regarding each employee.
ORGANIZATION STRUCTURE
Jyote Motors Pvt. Ltd. Is a premium Maruti Suzuki showroom in Orissa. The CEO of
Jyote Motors Pvt. Ltd. Is Mr. Devijyoti Pattnaik. Having a energetic personality and
applying the new strategy to increase the sales force and stand number one in orissa
market.
In Jyote Motors Pvt. Ltd. There are various departments which are interlink in
between them. First from the entrance the Lobby manager dept. then Accessories
dept. and the GM chamber. Then in first floor first the Finance dept. then the
accounts dept. having excellent experienced persons who are maintaining the
financial position of the Jyote Motors Pvt. Ltd. Then the customer care dept., process
dept, car loan dept, tele caller dept, HR Dept, then the Director dept and at the final
the CEO or MD chamber.
METHODS OF PERFORMANCE APPRAISAL
ESSAY APPRAISAL
In its simplest form, this technique asks the rater to write a paragraph or more
covering an individual's strengths, weaknesses, potential, and so on. In most
selection situations, particularly those involving professional, sales, or managerial
positions, essay appraisals from former employers, teachers, or associates carry
significant 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 quantity of his work (is he outstanding, above average, average, or
unsatisfactory?) 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 like oral and written communication.
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,
FORCED-CHOICE RATING
Like the field review, this technique was developed to reduce bias and
establish objective standards of comparison between individuals, but it does not
involve the intervention of a third party.
MANAGEMENT BY OBJECTIVE
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
The two most effective methods are alternation ranking and paired
comparison ranking.
1. “Alternation ranking”:
2. “Paired-comparison ranking”:
ASSESSMENT CENTERS
So far, we have been talking about assessing past performance. What about
the assessment of future performance or potential? In any placement decision and
even more so in promotion decisions, some prediction of future performance is
necessary. How can this kind of prediction be made most validly and most fairly?
3600 FEEDBACK
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,
rather than for pay increases. Most 360 Degree Feedback system contains several
common features. Appropriate parties – peers, supervisors, subordinates and
customers, for instance – complete survey, questionnaires on an individual. 360
degree feedback is also known as the multi-rater feedback, whereby ratings are not
given just by the next manager up in the organizational hierarchy, but also by peers
and subordinates. Appropriates 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 and the results communicated to the
manager concerned. 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 for a supervisor to "play God."
BALANCED SCORECARD
TEAM APPRAISAL
In the new economy era, where team work is essential for any venture to
succeed, team appraisal has emerged as one of the best tool for the performance
management. In the team appraisal method the individual team member evaluate
their colleagues in the team & provide feedback.
In this method of performance appraisal, the appraiser makes a note of all the
critical incident that reflect the performance & behavior of the employee during the
appraisal period. These are recoded as & when they occur & can demonstrate either
positive or negative traits or performance.
OVERCOME OF A PROBLEM
It was assumed that the information given by the respondents is authentic and
best of their knowledge.
Some of the view given was completely views by employees as they were in a
hurry and were not considered in the data analysis.
The result of the study is applicable to the survey area only.
Time is also one of the important limitations.
Dull process and unwilling respondent also affect the result of the study.
FINDINGS
1) They treat all the employees equally.
2) They tries there best to increase the efficiency of the employees by providing
them different motivation programs.
3) They make new recruits aware about the company and working pattern of the
company.
4) They focus on each and every department of the organization.
5) Having different recruitment process for different departments of the organization.
6) They provide different types of training to the different
departments according to the need of the people.
7) They take feedback from there employees on regular basis.
8) They adopts 360 degree method of performance appraisal for there employees.
CONCLUSION
NEWS PAPERS:
TIMES OF INDIA
BOOKS:
**Aswathappa,Kalyani publishers
MAGAZINES :
BUSINESS WORLD
BUSINESS TODAY
INDIA TODAY
WEB:
www.wikipedia.com
www.jyotemotors.pvtltd.com
www.citehr.com
www.google.com
SPECIFIC METHOD SUGGESTED FOR JYOTE MTORS
3600 method is the best method to rate the performances of the employees in
JYOTE MOTORS. Under the 360 Degree appraisal method the employee is rated
from all angles i.e., by the superiors, subordinates, peers, suppliers, distributors,
customers and clients. Under the Management by Objective method the employee
goals are set mutually by the employee's and the management. And the employees
are rated based on the accomplishment of these goals. Under the Rating Scale
method each employee trait or characteristic is rated on a scale that usually has
several points ranging from "poor" to "excellent" (or some similar arrangement).The
traits assessed on these scales include employee attributes such as work quality,
cooperation, initiative, punctuality and technical competence, etc. The selected traits
should be in some way relevant to the appraisee's job.
(i) Involve people-Ask them who should serve as raters, and give them an
opportunity to review and interpret the results. This will strengthen their commitment
to both the overall process and the specific decisions.
(ii) Ensure that relevant data are being collected -Focus on behaviors and
outcomes that raters are capable of observing and are competent to evaluate.
(iii) Ensure that no single rater can dramatically affect the outcome-Use a
large enough sample or eliminate the highest and lowest scores to ensure that no
one rater can skew the data.
(iv) Train raters in what and how to observe-The better people understand
what they look for and how to record”critical incidents” (specific things the person
said and did that can be used as examples to support their ratings, and better the
quality of the information that will be collected.
(v) Ask raters to support their evaluations- Whenever possible, raters should
discuss their observations and evaluations with other raters. These discussions
should trigger thoughts and combat selective memory. Raters should also be
required to provide a rationale for their rating to other raters. This would prevent
people from using the process to act on personal grudges.
(vi) Move slowly and start small-Any organization considering using 360 º
feedbacks in the appraisal process should begin by using it for development purpose
only and then gradually to make it a part of appraisal system. Even then, the focus
should be on the goal-setting portion of the appraisal. People need to get
comfortable with the idea of multisource feedback as a development tool before they
can accept it as part of the formal performance management process.
A lot of organizations seem to be hurrying to integrate 360º feedback into the
human resource management system. Multisource feedback really does have the
potential to enhance human resource management system. However, 360º feedback
won’t fix a system that does not work.
(ix) The users must support the system and be willing to invest the time
required to make it work-The introduction of 360º feedback makes an already time-
intensive appraisal process even more demanding. It means more data to collect
and more information to process for the additional feedback.
(x) Sound feedback process- While the way the data are collected and
presented are always important, two aspects of sound 360º feedback procedure are
particularly relevant when the data are used for appraisal purpose: the validity and
reliability of the practices for which people will be measured and the confidentiality of
the raters.