Escolar Documentos
Profissional Documentos
Cultura Documentos
TRAINING REPORT
OF
AT
Page92
This assistance and help received during the course of this research has been fully
acknowledged.
Dated:
Page92
This study has not been submitted to any other institution or university for the award
of any other degree.
Page92
It is a pleasant aspect that I have now the opportunity to express my gratitude for all
of them.
The first person I would like to thank is Mr. V.K.Malhotra, Chief Welfare Officer,
Federal Mogul Goetz (India) limited, Patiala. I have known Mr. V.K.Malhotra as a
sympathetic and principle-centered person. His overly enthusiasm and integral view
on research and his mission for providing 'only high-quality work and not less', has
made a deep impression on me. I owe him lots of gratitude for having me shown this
way of research. He could not even realize how much I have learned from him. I am
Page92
really glad that he had accepted to be my guide for this project. He took me on the
process of learning and made himself available even through his very heavy work,
I would like to thank my parents, who gave me the confidence and support to begin
my Master’s program in Business Administration. They challenged me to set my
benchmark even higher and to look for solutions to problems rather than focus on the
problem. I learned to believe in my future my work and myself. Thank you so much.
My deepest and sincere gratitude to all those who were directly or indirectly
responsible for inspiring and guiding this humble being.
Page92
CHAPTER-1
CHAPTER-2
1) INTRODUCTION…………………………………………………………………………..………….…36
2) OBJECTIVES OF THE STUDY………………………………………………………………….…..37
Page92
CHAPTER-3
CHAPTER-4
CHAPTER-5
1) POLICY…………………………………………….……………………………………………..……....54
2) PURPOSE OF PERFORMANCE APPRAISAL ACCORDING TO SURVEY
AT FMGI………………………………………………………………………………………….……….54
3) AIMS OF APPRAISAL AT FMGI…………………………………………………………..……...55
4) PROCEDURE………………………………..…………………………………….…………………….55
5) APPRAISAL FOR EMPLOYEES AT DIFFERENT LEVEL………………..……………….56
6) PROBLEMS ENCOUNTERED DURING PERFORMANCE
APPRAISAL………………………………………………………………………………………………57
7) WORKING HOURS AT FEDERAL MOGUL………………………………………………….58
CHAPTER-6
Page92
CHAPTER-7
RESEARCH METHODOLOGY………………………………………………………………….63
1) INTRODUCTION…………………………………………………………………………………...…64
2) STATEMENT OF THE PROBLEM………………………………………….……………………64
3) CONCEPTUAL DEFINITION……………………………………………………………………..64
4) OPERATIONAL DEFINITION…………………………………………………………………...64
5) TYPE OF STUDY………………………………………………………………………………………64
6) METHODOLOGY………………………………………………………………………………….….64
7) SOURCE OF INFORMATION…………………………………………………………….….…..65
8) SAMPLING DESIGN……………………………………………………………...………………...65
9) SAMPLE SIZE……………………………………………………………………………………….…65
10) RESPONDENTS……………………………………………………………………..………………..66
11) TOOLS FOR DATA COLLECTION AND ANALYSIS………………………………………66
12) PRE- TESTING………………………………………………………...……………………….……..66
13) PILOT STUDY…………………………………………………………….…………………………….66
14) SURVEY…………………………………………………………………………………….………….…66
15) LIMITATIONS OF THE STUDY……………………………………………….…….………..….66
16) STUDY DESIGN…………………………………………………………………………….……….…67
CHAPTER-8
DISTRIBUTION OF RESPONDENTS BY
(I) AGE……………………………………………..……………………………………………………69
(II) MARITAL STATUS………………………………..…………………………………………….70
(III) LOCATION…………………………………………………...…………………………………….71
(IV) EDUCATIONAL QUALIFICATION……………………………………………………..…72
CHAPTER-9
CHAPTER-10
RESEARCH FINDINGS………………………………………………………………………..….93
CHAPTER-11
Page92
CHAPTER-12
CHAPTER-13
BIBLIOGRAPHY……………………………………………………………………………………100
CHAPTER-14
QUESTIONAIRE……………………………………………………………………………………102
Excellence is an attitude that the whole of the human race is born with. It is the
environment that makes sure that whether the result of this attitude is visible or
otherwise. A well planned, properly executed and evaluated industrial training helps a
lot in inculcating a professional attitude. It provides a linkage between the student and
industry to develop an awareness of industrial approach to problem solving, based on
broad understanding of process and mode of operation of organization. During this
period, the students get the real, firsthand experience for working in the actual
environment.
The quest for knowledge can never end. The deeper we dig, the greater the
unexplored seems to be. No man can honestly say that he has learned all that this
Page92
world has to offer. We cannot achieve anything worthwhile in any field only on the
basis of theoretical knowledge from books.
Page92
THE COMPANY
Page92
Our globally-networked engineering and technical centers in the U.S., Europe and
Asia enable us to bring to our customers breakthroughs in advanced technology and
innovation.
For more than a century, we have developed the innovative products our customers
need to produce the next generation of vehicles. Now, as we write the history of our
next 100 years, we continue to build on our position status as a market leader in
product and service solutions to set ever higher standards and continually exceed
customer, shareholder and employee expectations.
Page92
• Widest range of piston rings and pistons varying from 30mm to 300mm
diameter.
• The most modern production facilities at Bangalore, Patiala and Bhiwadi are
certified TS 16949, ISO14001 and OHSAS 18001.
COMPANY PROFILE
1996 Escorts (automotive division) hived off into joint venture with m/s
Mahle, Germany.
C h a i r m a n
E x e c u t i v e
D i r e c t o r
M a r Hk e . Ot iP n . l g a n H t . O .
M a t C e r h i ai F e l if s n a n c e
P l a Fn t i n M a n a c n e I u . Q f a P . c C e t ur , sI r no i n cn g o n me l i n g
S e r v &i c e s L A F & & I n s p e c t i o n
S t o r e s T o oT l r a i n i n g
R o o m
C y C l i n y d l R i e n i r dn R ge i r n L g i gI n h s t p Q e . c CF t i on P ni us h r P c Ph T aC e s ce h a n i
L i n L e i r n F e o r uM n a d A c r yh l l iR o n yi e n & g s A r tP i c a l t D e i as e l Dp a a e r p t a. r t .
F o uM n a d &c r yh iS n h e F o op u & n d I r . yE S . t o P r el a s n t
S h Go p I L L a b C y l . L i n e r s
Page92
Page92
BOARD OF DIRECTORS
Designation Name
Chairman & Director Mr. K.N. Subramaniam
Managing Director & President Mr. Jean de Montlaur
Whole Time Director & CFO Mr. Rustin Ray Murdock
Director Mr. Rainer Jueckstock
Director Mr. Mukul Gupta
CORPORATE LEADERS
Page92
Goetze (I) Ltd., Bahadurgarh, Patiala was set up in 1954 with the collaboration of
M/s. Goetze Werke, Germany which started its production of Piston Rings for
automobile industry in 1957. The plant is situated at Bahadurgarh, about 10 kms.
From Patiala on the Patiala-Rajpura Road.
Considering the need of complete Piston assembly, Escorts Ltd. ventured into
manufacturing of Pistons in 1958 with the collaboration of M/s. Mahle GmbH,
Germany, which delivered the Indian automobile industry its Pistons in 1960.
Escorts entered in collaboration with M/s. SUKO GmbH, Germany for Piston Rings
in 1967 and manufacturing started in 1968. To meet the increasing demand of market,
in 1977, a parallel unit for manufacturing Pistons and Piston Pins was set up in
Bangalore.
From 1 October 1996, Escorts Ltd. entered into joint venture with M/s. Mahle GmbH,
Germany with the formation of the new company Escorts Mahle Ltd. in 1998, Goetze
also became a part of Federal Mogul, a well-known group of USA. In June 2000, both
Escorts Mahle Ltd. and Goetze have become QS-9000 certified companies.
The present capacity of the plant is 285.09 lacs nos. Piston Rings and 52.68 lac nos.
Pistons (on 302 working days). The total capital employed as on 31 March 2004 is
134.46 crores in Ring Activity and Piston Activity. The workforce including
managers and supervisors is 1131 nos. in Ring Activity and 1304 in Piston Activity as
on 31 March 2004. The turnover of the Patiala Plants is 159 crores excluding Excise
(combined in Ring Activity and Piston Activity) as on 31 March 2004.
Page92
The Patiala plant is located in the north of India about 250 km from the capital - New
Delhi. It is connected by road and rail routes. This plant manufactures a wide range of
pistons, piston rings, cylinder liners and light alloy castings
POLICY
We shall continue to manufacture all our products in conformity with accepted
international norms/ standards.
MR.CHARLES B.GRANT
FMGI has the distinction of pioneering exports and collaborations with following
countries:
EXPORT DESTINATION
Dubai
Bangladesh
Singapore
Egypt
Mauritius
U.S.A
Germany
Nepal
Sri Lanka
Uganda
COLLABORATIONS
A. GERMANY
Faun
Class
B. JAPAN
Yamaha
Kayaka
C. UK
JCB (Goetze)
Ford
D. USA
HUGHES
E. FRANCE
Bosch
Page92
STRENGTH
• Latest technology
• Established product
• Established market
• Strong finance
• Experienced and committed personnel.
• 95 % capacity utilization.
• State of the art quality assurance.
• Foreign collaboration.
• Stock of raw materials for 5-6 months.
• Decades of experience
WEAKNESS
OPPORTUNITIES
• Expanding exports.
• Availability of cheap labor.
• Forward as well as backward integration.
THREAT
Federal Mogul Goetze (I) Limited manufactures wide range of Liners, Brackets,
Shock Absorber, Gudgeon Pins, Light Alloy casting & Sintered Products.
Piston, Piston rings, Piston Pins, Cylinder blocks, Cylinder Liners, Brackets, Shock
Absorber, Gudgeon Pins, Light Alloy casting & Sintered Products.
PISTONS
Federal-Mogul Goetze India has state-of-the-art test bed facilities, design facilities for
products and dies and tooling with CAD/PRO-E.
Tractors,
Heavy commercial vehicles,
Gasoline engines
PISTON RINGS
Goetze piston rings of OEMs and Aftermarket in India have state-of-the-art design
facilities for products, tooling with CAD/PRO-E/GLIDE SOFT and test bed facilities.
CYLINDER LINERS
Page92
Features: Thin-walled
Plateau honed
With and without flanges
Coating: Phosphating
METAL CASTINGS
Federal-Mogul Goetze (India) Ltd. makes a wide variety of light metal castings,
including cylinder blocks; cylinder heads for single cylinder engines; and aluminum
Page92
o Telco
BI-WHEELERS
o Bajaj Auto Ltd.
TRACTORS
o Eicher Tractors Ltd.
o HMT Ltd.
DEFENCE
o Vehicles Factory, Jabalpur
COMPRESSORS
o Telco
STATIONERY ENGINES
o Kirloskar Oil Engines Ltd.
LOCATION OF DEPOTS
Page92
Goetze 36.5
IP Ring 16.5
Goetze
9 3.5 Perfect Circle
36.5
22.5 IP Rings
Shriram Piston
16.5 12 SAMKRG Piston
Menon Piston
Page92
ORGANISATION GOALS
The company has laid down for itself goal of improving the “value” to the customers
through:
Market share: to maintain its status as brand leaders in the country for Piston
and Piston Pins.
Product Development: To develop Piston and Piston Pins for all new
applications as identified.
2. CUSTOMER SATISFACTION:
3. TECHNICAL REQUIREMENT:
4. QUALITY:
5. DELIVERY:
ORGANISATION SET UP
The organizational set up of the following departments is studied in detail:
1. HR Department
2. Finance Department
3. Purchase and Store Department
4. Production Department
1. HR DEPARTMENT
HR department advises the management on all matters relating to HR administration.
The top management takes into account its advice before arriving at final decisions on
human resources and administrative matters. HR Policies in FEDERAL MOGUL
GOETZE (INDIA) LIMITED have been divided into three parts:
2. FINANCE DEPARTMENT
The realization of cash for the purpose of raw materials components and spares to pay
wages and salaries to incur day to day expenses and overhead costs, to meet selling
costs to provide credit facilities to customers and to maintain inventories is also the
Page92
a. Raw materials
b. Components
c. Standard items or patent items
4. PRODUCTION DEPARTMENT
The Department is responsible for production of various items fixed on basis of
production budget, which includes:
a. Raw material budget
b. Labor budget
c. Plant utilization budget
GOETZE (INDIA) LIMITED turns out a wide variety of Piston Rings for Bi-
Wheelers, Heavy Light Commercial Vehicles and Motor Cars etc. The Company has
maintained steady growth in Piston Rings in view of ready acceptability of its
products. Form modes production of 22517 rings in 1957 it touched a figure of 24
million in 2003-04.
Page92
THE PROJECT
Page92
Down the ages in some or the other form Performance Appraisal has always been in
vogue in mundane forms and features. Even today in the era of globalization
Performance Appraisal has become very important and a dire necessity for the
employees, both in the private as well as public sector organizations. This is basically
a process which evaluates the performance of an employee from time to time. There
are various parameters or yardsticks to measure the efficiency and capabilities of the
employee and his dedication towards the organization.
We particularly chose this company also because we happen to know people who
work for the organization and can effectively help us in getting meaningful
information. Federal Mogul has come a long way as a huge organization, a trend-
setter. So our field of interest for research was Federal Mogul Goetze (India) limited,
Patiala
Performance Appraisal has different measures to judge the capabilities and efficiency
of an individual in an organization- how far the targets have been achieved, how has
his performance been! It plays a very important role in their analysis as it keeps the
employees motivated towards their jobs. This assessment also helps in the overall
growth of the organization. So Performance Appraisal today plays a very important
role in keeping a track of various employees for different kinds of jobs in the
organization.
Page92
Human Resource (or personnel) management, in the sense of getting things done
through people, is an essential part of every manager’s responsibility, but many
organizations find it advantageous to establish a specialist division to provide an
expert service dedicated to ensuring that the human resource function is performed
efficiently.
“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.
A literature review is a body of text that aims to review the critical points of current
knowledge on a particular topic. Literature reviews are secondary sources, and as
such, do not report any new or original experimental work.
Most often associated with science-oriented literature, such as a thesis, the literature
review usually precedes a research proposal, methodology and results section. Its
ultimate goal is to bring the reader up to date with current literature on a topic and
forms the basis for another goal, such as future research that may be needed in the
area.
A good literature review is characterized by: a logical flow of ideas; current and
relevant references with consistent, appropriate referencing style; proper use of
terminology; and an unbiased and comprehensive view of the previous research on
the topic.
According to Cooper (1988) "a literature review uses as its database reports of
primary or original scholarship, and does not report new primary scholarship itself.
The primary reports used in the literature may be verbal, but in the vast majority of
cases reports are written documents. The types of scholarship may be empirical,
theoretical, critical/analytic, or methodological in nature. Second a literature review
seeks to describe, summarize, evaluate, clarify and/or integrate the content of primary
reports".
Research (Bannister & Balkin, 1990) has reported that appraisees seem to have
greater acceptance of the appraisal process, and feel more satisfied with it, when the
process is directly linked to rewards. Such findings are a serious challenge to those
who feel that appraisal results and reward outcomes must be strictly isolated from
each other.
There is also a group who argues that the evaluation of employees for reward
purposes, and frank communication with them about their performance, are part of
the basic responsibilities of management. The practice of not discussing reward issues
while appraising performance is, say critics, based on inconsistent and muddled ideas
of motivation.
Performance management
By Robert Bacal
You can achieve performance levels once thought unattainableÐbut only when
managers and workers establish clear lines of communication, and understand how
their jobs contribute to the goals of both themselves and the organization.
Performance Management is the comprehensive guidebook on how to establish a
communication system to get top performance and value from each employee. It will
show you how to conduct goals-focused performance planning meetings and
performance appraisals and foster a true commitment to success within each
employee. A meaningful tool for stimulating workplace cooperation, Performance
Management will benefit the employee, the manager, and the organization itself.
context.
Paul E. Levy
Department of Psychology, The University of Akron, 290 East Buchtel Avenue,
Akron, OH44325-4301, USApelevy@uakron.edu
Jane R. Williams
Psychology Department, Indiana University-Purdue University Indianapolis, 402 N.
Blackford St., Indianapolis, IN 46142, USAjrwillim@iupui.edu
Performance appraisal research over the last 10 years has begun to examine the
effects of the social context on the appraisal process. Drawing from previous
theoretical work, we developed a model of this process and conducted a systematic
review of the relevant research. This review of over 300 articles suggests that as a
field we have become much more cognizant of the importance of the social context
within which the performance appraisal process operates. First, research has
broadened the traditional conceptualization of performance appraisal effectiveness to
include and emphasize ratee reactions. Second, the influence that the feedback
environment or feedback culture has on performance appraisal outcomes is an
especially recent focus that seems to have both theoretical and applied implications.
Finally, there appears to be a reasonably large set of distal variables such as
technology, HR strategies, and economic conditions that are potentially important for
understanding the appraisal process, but which have received very little research
attention. We believe that the focus of recent performance appraisal research has
widespread implications ranging from theory development and enhancement to
practical application.
Journal of Management, Vol. 30, No. 6, 881-905 (2004)
DOI: 10.1016/j.jm.2004.06.005
Page92
PERFORMANCE APPRAISAL
HISTORY:
The history of performance appraisal is quite brief. Its roots in the early 20th century
can be traced to Taylor's pioneering Time and Motion studies. But this is not very
helpful, for the same may be said about almost everything in the field of modern
human resources management.
As a distinct and formal management procedure used in the evaluation of work
performance, appraisal really dates from the time of the Second World War - not
more than 60 years ago.
Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of
things historical, it might well lay claim to being the world's second oldest profession!
There is"... a basic human tendency to make judgments about those one is working
with, as well as about oneself." Appraisal, it seems, is both inevitable and universal.
In the absence of a carefully structured system of appraisal, people will tend to judge
the work performance of others, including subordinates, naturally, informally and
arbitrarily.
The human inclination to judge can create serious motivational, ethical and legal
problems in the workplace. Without a structured appraisal system, there is little
chance of ensuring that the judgments made will be lawful, fair, defensible and
accurate.
Performance appraisal systems began as simple methods of income justification. That
is, appraisal was used to decide whether or not the salary or wage of an individual
employee was justified.
For example, early motivational researchers were aware that different people with
Page92
roughly equal work abilities could be paid the same amount of money and yet have
quite different levels of motivation and performance.
These observations were confirmed in empirical studies. Pay rates were important,
employee.
4. CHECKLIST METHOD:
The rater is given a checklist of the descriptions of the behavior of the
employees on job. The checklist contains a list of statements on the basis of which the
rater describes the on the job performance of the employees.
OTHER METHODS
The performance appraisal process has become the heart of the human resource
management system in the organizations. Performance appraisal defines and
measures the performance of the employees and the organization as a whole. It is a
tool for accessing the performance of the organization.
The important issues and points concerning performance appraisal in the present
world are:
• The focus of the performance appraisals is turning towards career
development relying on the dialogues and discussions with the superiors.
• Performance measuring, rating and review system have become more
detailed, structured and person specific than before.
• Performance related pay is being incorporated in the strategies used by the
organizations.
• Trend towards a 360-degree feedback system
• The problems in the implementation of the performance appraisal
processes are being anticipated and efforts are being made to overcome
them.
• In India, the performance appraisal processes are faced with a lot of
obstacles, the most prominent being the lack of quantifiable indicators of
the performance. GLOBAL TRENDS
The emergence of following concepts and the following trends related to
Performance appraisal can be seen in the global scenario:
performance.
Also known as the “Up or out policy”, the rank and yank strategy refers to the
performance appraisal model in which best-to-worst ranking methods are used to
identify and separate the poor performers from the good performers. Then the
action plans and the improvement opportunities of the poor performers are
discussed and they are given to improve their performance in a given time period,
after which the appropriate HR decisions are taken. Some of the organizations
following this strategy are Ford, Microsoft and Sun Microsystems
Page92
Keeping in mind the growing attrition rates and the employee dissatisfaction
among the employees, the HR professionals are approaching and using the
performance appraisal as a fuel to motivate employees. The latest trend being
followed by the HR professionals is to use the performance appraisal and review
process as a motivating mechanism. Various surveys and studies have testified the
relationship between performance review, pay and motivation.
One of the most motivating factors for the employees, in the performance
appraisal processes is to receive a fair an accurate assessment of their performance.
Inaccurate evaluation is one reason because of which most employees dread going
through performance appraisals. An employee always expects his appraiser to
recognize and appreciate his achievements, support him to overcome the problems
and failures.
• Identifying the gaps in desired and actual performance and its cause – 76%
PROCEDURE
Periodicity of appraisal will be half yearly for all categories of staff and
annual for workers.
The performance appraisal from will be maintained by personnel department
and it will be responsible for sending and collecting it timely.
The appraisal below second line in command will be done by heads of the
department.
Executive director will be appraising the top category.
The objective and expectations should be clearly defined in the beginning of
the year and well communicated to the appraisee.
The performance is based on factor analysis and appraises has to select the
best suited in front of each anchor (activity) according to the performance of
the appraisal based on the objective determined and norms set by the
company.
For officer and above appraisal has to fill critical incident form. This form will
be retained by the appraisal and he will make nothing of extra ordinary
Page92
performance and not up to mark round the year. He will make the help of this
data during appraising the appraise and while conducting the appraisal
APPRAISAL
Judgment errors
• First impressions
• Halo effect
• Horn effect
• Leniency
• Central tendency
• Stereotyping
• Recency effect
The factory runs round the clock in three shifts, namely- Morning, Afternoon and
Night.
TIMINGS SHIFTS
2. Improvement Statement:
A written statement will be prepared by the technicians/ team members in
consultation with the team leader & PMS Facilitator detailing how they intend
to improve their performance in the next appraisal period. This improvement
statement will be noted down in the space provided in the form.
3. Review Session:
The review session will be attended by appraisee, the HR Manager and the
Function Head. The HR Manager and the Function Head will briefly discuss
the achievements and the shortcomings of the appraisee and will also discuss
the special points raised in the ranking meeting, if any. Thereafter the ratings
will be revealed to the appraisee and the form will be duly signed by all
concerned. The purpose of this session is to reinforce the feedback given in
the counseling session and to discuss things beyond performance appraisal.
The ratings assigned in the ranking meeting will not be changed during this
review. Once the Employee Satisfaction Survey has been instituted in the
factory, its findings can also be discussed at this stage.
Rationale
The performance based wage increment is based on the following rationale:
• Results in permanent change in Income Level – Strong Motivator
• Clear difference in pay level of consistent performers & non performers in
long run
• Helps recognize & retain the best talent
2. PRODUCTIVITY BONUS
The second component of performance reward system, Productivity Bonus, will be
linked to the overall plant performance. It will be decided as follows:
• Flat rate of bonus for all technicians and team members on basis of Plant AU
Page92
The performance appraisal results so obtained will be used to determine the training
and development needs of employees. The following three step process will be
followed to ensure that Performance Appraisal results are actively linked with
Training & Development:
2. The forms so filtered out will then be analyzed to establish any possible trend
in lack of competencies. If more than 10 people exhibit the lack of same
competency, a mass training need exists. For example, if 13 people are scoring
“Below Expectation” in the Making department, there exists a specific need for
refresher training in the making concepts.
3. The list of the employees in need of training along with established trend, if
any, will be forwarded to the Training & Development department for further
action.
Page92
INTRODUCTION
The word research refers to finding the truth about something through a systematic
study.
Research may be done to
-Gain familiarity with a phenomenon or to achieve new insights into it:
-Portray accurately the characteristics of the particular individual, situation or a
group:
-Determination the frequency with which phenomenon occurs or with which it is
associated with another:
-Test a hypothesis of a casual relationship between variables
CONCEPTUAL DEFINITION:
OPERATIONAL DEFINITION:
TYPE OF STUDY:
METHODOLOGY:
Page92
The relevant data in the subject under study was collected from the
following sources.
1. Primary data: These data were collected from the workmen of the
company.
SAMPLING DESIGN:
SAMPLE SIZE:
The tool used for data collection was interview scheduled for workers
(Questionnaire). The schedule was prepared to collect the data on areas, which
affect quality of work life. The investigator conducted personal interview with
all the respondents chosen as sample. The tools used for data analysis include
diagrams like Pie diagram, bar diagram etc.
PRE- TESTING:
PILOT STUDY:
Pilot study was conducted in order to check the feasibility of the study
and availability of data. During the pilot study it was evident that the workers
were ready to give any information and they offered their full co-operation.
SURVEY:
1. Primary data
Sources of information
2. Secondary data
1. Questionnaire
Tools for data collection
2. Personal interviews
1. Bar diagram
Tools for data analysis
2. Pie diagram
Page92
OF
THE WORKMEN
The study on the personal data is necessary for a research study. In the case of
this study also investigator study the personal details of the workmen of the FMGI.. A
sample was fixed as 100 from workmen category. This was deliberately fixed because
the preliminary study shows that the workers had the same aspirations and desire and
they all had almost the same opinion. The profiles of the workmen were categorized
according to age, location, educational qualification, experience & marital status. The
details are given below.
Page92
Out of the 100 workers, 8 workers come under the category of 28-38
years, and 28 workers come under the category of 38-48 years. A maximum
of 64 workers are in the age group of 48-58 years. This points out that a
majority of 64 % were highly experienced workers. This can be represented
with the help of following figure.
FIGURE 2
18-28
0%
28-38
8%
38-48 18-28
28%
48-58 28-38
64%
38-48
48-5 8
Page92
From the above table it is clear that all the respondents were settled
down with their family. This can be represented by the following diagram.
FIGURE 3
Bachelor
0%
Married
Bachelor
Married
100%
Page92
Location Distribution
Village 62
Town 28
Corporation 10
Total 100
Out of the 100 workers, majority of workers, i.e., 62% were coming
from village. From the remaining 38%, 10% were coming from corporation
and 28% were coming from town. This is represented in the following figure.
FIGURE 4
Corporation
10%
Town Village
28% 62% Village
T own
Corporation
Page92
Among the workmen majority of 74% come under the category of 8-10. There were 8
diploma holders and 8PDC holders. 10% of workers were educated below 8th
standard. This is illustrated in the following figure
FIGURE 5
Degree/Graduate 10-12/Diplom a
28%
10-12/Diploma Degree/Graduate
54%
Post Gradu ate
Page92
INTERPRETATION
Page92
TABLE 6
0-2 1
2-5 2
5-10 11
>10 16
Total 30
FIGURE 6
0--2
2%
2--5
6% 0--2
2--5
5--10
>10 36% 5--10
56%
>10
INTERPRETATION
It can be seen that 56% of the workers at FMGI are working for more than 10 years
whereas 36% are working for more than 5 yrs.
Page92
TABLE 7
FIGURE 7
A v er a ge, 10%
No, 23%
Yes
No
A v er a ge
Yes, 67%
INTERPRETATION
Job satisfaction is a major indicator of employee morale. 82% of the represents are
satisfied with their job. 16% of the respondents are not satisfied with their job. 2% of
them have average satisfaction. This can be represented with the help of the following
figure
Page92
Yes 21
No 9
Total 30
FIGURE 8
No
28%
Yes
No
Yes
72%
INTERPRETATION
72% of the respondents agree that they are aware of performance appraisal
system in their organization. But 28% of the respondents were of the view that they
don’t have any knowledge about the appraisal system.
Page92
TABLE 9
Employees’ opinion as to Responses (in %)
the present appraisal
system
Fully Satisfied 1
Satisfied 10
Can’t Say 15
Dissatisfied 4
Total 30
FIGURE 9
EMPLOY EES OPINION T O PERFORMANCE APPRAI SAL
Fully
Satisfied
2%
Dissatisfied Satisfied
30% 24%
Fu lly Satisfied
Satisfied
Can't Say
INTERPRETATION
Majority of respondents do not possess any opinion about the present appraisal
system. Whereas only 24% are satisfied and 30% are those who are completely
dissatisfied.
Page92
TABLE 10
Employee perception as to Response (in %)
the frequency of appraisal
Continuous 24
Never 0
Can’t Say 4
Total 30
FIGURE 10
Once During T h e
0% 6% 2%
Serv ice Period
Continuou s
Nev er
INTERPRETATION
92% of the respondents agree that they continuously go through the appraisal
process.
Page92
Opinion Response
Positive Feedback 14
Negative Feedback 9
Indifferent 7
Total 30
FIGURE 11
Indifferent
24%
INTERPRETATION
64% of the respondents feel that Performance Appraisal helps in increasing their
productivity as they get motivated while 12% of the respondents feel that
Performance Appraisal decreases their productivity. 24% of the respondents feel that
Performance Appraisal doesn’t affect their productivity.
Page92
Options Response ( in % )
Superior 8
Peer 0
Subordinate 0
Self Appraisal 4
Consultant 2
Superior + Peer 4
Total 30
FIGURE 12
Who sh ould do th e appraisal?
Superior
16 24 Peer
0 Subordinate
Self Appraisal
8 Consu ltant
4
48 All of the abov e
Superior + Peer
INTERPRETATION
48% of the respondents feel that performance appraisal can be done by their superior,
peer, subordinate, or it can be self appraisal, or by consultant whereas 24% of the
respondents feel that the appraisal would be done by their superior at work and 16%
of the respondents feel that appraisal would be done by both the superior and peer.
Page92
Yes 21
No 5
Somewhat 4
Total 30
FIGURE 13
DOES APPRAISAL HELPS I N POLISHI NG SKILLS AND
PERFORMANCE AREA
Somewhat
1 6%
No
1 0%
Y es
Y es
No
7 4%
Som ewh at
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
Performance Appraisal does leads to polishing the skills of the employees. Nearly 10
% of the respondents view that it does not serve this purpose and around 16 % were
not able to respond as to whether it serve any such purposes or not.
TABLE 14
Options Response ( in % )
No 6
Total 30
FIGURE 14
No
18%
Yes Y es
82%
No
INTERPRETATION
In the process of appraising, both the parties are human being, 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 100 respondents, as huge as 82 %
respond ended that personal bias do creep in while appraising an individual. Hence, it
is inevitable to say that personal likings do not come in the process of appraisal. It is
the extent to which the appraiser manages it so that it does not become very partial
and bias.
Q10. If given a chance, would employees like to review the current appraisal
technique?
Page92
TABLE 15
Yes 16
No 2
Can’t Say 12
Total 30
FIGURE 15
Can't Say
24%
Y es
No No
4%
Yes Can't Say
72%
INTERPRETATION
72% of the respondents are in favor of reviewing the current appraisal technique
whereas 24% of the respondents can’t find any answer while answering to this
question.
Options Response ( in % )
Ranking Method 2
Critical Incidents 5
MBO 4
Assessment Centre 2
360 degree 17
Total 30
FIGURE 16
APPROPRIAT E MET HOD OF CONDUCT I NG
PERFORMANCE APPRAISAL
6% 0% Ranking Method
20% Paired Comparison
Critical Incidents
MBO
58%
12% Assessment Centre
4%
360 degree
INTERPRETATION
58% of the respondents feel that the appropriate method of conducting the
performance appraisal is through 360 degree approach whereas 20% of the
respondents feel that critical incidents is the best method.
TABLE 17
Yes 26
No 4
Total 30
FIGURE 17
No
4%
Y es
No
Yes
96%
INTERPRETATION
96% of the respondents feel that performance appraisal leads to identification of the
hidden potential.
TABLE 21
FIGURE 21
no
7 2%
y es
no
y es
28%
INTERPRETATION
72% of the workers have the opinion that the organization does not facilitate
any programs for their self-improvement.
TABLE 22
Evaluation of employees 18
Total 30
FIGURE 22
OPINION ABOUT PERFORMANCE APPRAI SAL
Pa r t of
ca r eer
0%
dev el opm en t
16%
Ev alu ation of
em ploy ees
Ev a l u a t i on Part of c areer
of em pl oy ees dev elopm ent
84%
INTERPRETATION
TABLE 23
Very important 30
Important 0
Least important 0
Total 30
FIGURE 23
IMPORT ANCE OF PERFORMANCE
APPRAISAL
100
Very im portant
80
60 Im portant
40 Least
im portant
20
Not at all
0 im portant
Distribution
INTERPRETATION
100% people agree to the fact that Performance Appraisal is extremely important in
utilizing the optimal skills, knowledge and abilities of the employees. Performance
appraisal motivates the employees to perform their best by utilizing their knowledge
and abilities to fullest.
TABLE 24
Experience 0
Individual performance 11
Individual potential 19
Current performance 0
Total 30
FIGURE 24
ESSENT I AL FOR PERFORMANCE APPRAISAL
Experience Current
0% performance
0%
Ex perience
Individual Individual
potential performance Indiv idual
49% 51% perform ance
Indiv idual
potential
Current
perform ance
INTERPRETATION
51% i.e. the majority feels that the most essential thing for Performance Appraisal is
an individual’s performance even more than the Team or Group performance.
Individual performance is taken into account, that, has the employee met his given
targets, their attitude towards seniors and colleagues and attendance.
TABLE 25
FIGURE 25
OPPORT UNIT Y GI VEN T O EMPLOY EES T O MAKE A N
INPUT T O T HEIR OWN PERFORMANCE APPRAI SAL
No
0%
Y es
Y es No
100%
INTERPRETATION
100% employees are given opportunities to make inputs to their own Performance
Appraisal by filling the employee Self-Assessment Questionnaire. The employees can
document not only their achievements, but also the difficulties encountered while
working.
TABLE 26
Yes 17
No 13
Total 30
FIGURE 26
ARE APPRAISAL REPORT S FREELY ACCESSIBLE
AND COMMUNICAT ED T O EMPLOY EES
0%
No
17 %
Y es
Y es
No
83%
INTERPRETATION
In Federal Mogul, the Performance Appraisal reports are freely available to the
employee which is a good thing. Only few team leaders think that performance
appraisal reports are not so easily accessible. The employees can easily check what
ratings they have got from their superiors and also what their weaknesses are and
what are their strengths.
Majority of employees feel that effective Performance Appraisal helps a great deal in
Page92
retention of employees. They get monetary benefits which enhance their confidence
and motivate them to work towards organizational goal. Performance Appraisal
helps in the personal development of the employees and thus the employees in
Q20. What are the parameters that determine the Performance Appraisal of an
individual?
Most say that the major parameters that determine Performance of an individual are
whether he has met the targets (CPM) or not. It depends a lot on customer
satisfaction. Rest of the parameters is like their attitude towards seniors and
colleagues and attendance, how they work in a team and also last years records also
affect the Performance Appraisal system.
Q21. What do you like or dislike about the Performance Appraisal policy of
your company?
Most employees dislike the fact that Performance Appraisal happens yearly
and in that also the salary hike is minimal. They get no incentives to be loyally
attached to the organization. The employees want that the performance
appraisal cycle should be half- yearly or quarterly and not yearly and the
increments given should be more.
But they like the trend that the feedback of previous year’s Performance is
given to them by their supervisors and also self-assessment performance
appraisal system is there. They think that self-assessment brings more
motivation and they are happy that it is a part of Performance Appraisal.
Q22. If given a chance what changes would you like to bring in the Performance
Appraisal policies of your company?
Almost all the employees feel that Performance Appraisal should be done on
individual ground instead of team or group capabilities. They would really like to
change the Appraisal Cycle from yearly to half-yearly or quarterly. Last but not the
least they would like salary hikes and loyalty bonuses.
Q23. Who are the persons involved in performance appraisal system of your
company?
RESEARCH
FINDINGS
Page92
1. Among the 16% of the respondents who are not satisfied with the present job,
the job satisfaction is the least in the age group 38-58. This shows that the
company has failed in motivating those workers.
2. 56% of the workers at FMGI are working for more than 10 years whereas
36% are working for more than 5 yrs.
3. Those who are educated beyond matriculation agree that they are quite aware
of appraisal system in the organization. As against this 28% of the
respondents were of the view that they don’t have any knowledge about the
appraisal system. Generally more educated employees tend to be more
satisfied with their appraisal system probably due to their higher job
aspirations
9. When asked from among the sample size of 100 respondents, as huge as 82 %
respond ended that personal bias do creep in while appraising an individual.
Hence, it is inevitable to say that personal likings do not come in the process
of appraisal. It is the extent to which the appraiser manages it so that it does
not become very partial and bias.
10. 72% of the respondents are in favor of reviewing the current appraisal
technique whereas 24% of the respondents can’t find any answer while
answering to this question.
11. 100% employees are given opportunities to make inputs to their own
Performance Appraisal by filling the employee Self-Assessment
Questionnaire. The employees can document not only their achievements, but
also the difficulties encountered while working.
Page92
1. Performance appraisal should not be perceived just as a regular activity but its
importance should be recognized and communicated down the line to all the
employees. New methods of appraisal should be adopted so that both
appraiser and the appraisee take interest in the appraisal process. online-
appraisal can be introduced
2. There should be a review of job analysis, job design and work environment
based on the performance appraisal.
3. It should bring more clarity to the goal and vision of the organization and
provide more empowerment to the employees by providing them feedback
regarding their appraisal
6. The frequency of training program for the appraiser should be increased and
these sessions should be made interactive.
CONCLUSION
Page92
The result shows that most of the employees in the company have principally
faith in the system which is a positive sign and leave scope for easy adoption.
The promotion rules though defined need to be communicated to every
employee before appraisal process is done and also justifies the promotion as
a result of the appraisal. That the promotion policy followed differs at
different position and category. Uniformity has to be there in the
implementation of promotion policy at all levels.
The appraisal outcome has to be used frequently for the purpose of reward on
performing well together with the feedback on the performance. Also when
performance goes down employee has to be given feedback and motivated to
do better.
In Federal Mogul (India) Ltd. feedback is being provided to the employee
though on a few occasion and Appraisal System focuses on the performance
and future potential of the employee
The result of the appraisal is used for the overall development of the
employee. Training needs of an individual employee are assessed from his
performance rating in respect of various parameters based on which the
performance of an employee is appraised.
Page92
Page92
www.goetzeindia.com
federalmogulgoetzeindia.net
www.benifits.org
www.employer-employee.com
www.citehr.com
www.management-issues.com
Page92
www.e-days.com
www.performance-appraisal.com
http://www.bizhelp24.com/employment-and-personal-
development/employee-appraisal.html
www.hr-guide.com
performance-appraisals.org/
www.managementparadise.com
Page92
QUESTIONNAIRE
Q1. For how many years you are working with FMGI ?
a) 0-2 yrs
b) 2-5 yrs
c) 5-10 yrs
d) >10 yrs
Yes No Average
Continuous
Never
Can’t Say
Q6. How Performance Appraisal affects the productivity of the employees
Positive Feedback
Indifferent
Negative Feedback
Superior Peer
Yes No Somewhat
Yes No
Q10. If given a chance, would employees like to review the current appraisal
technique?
Paired Comparison
Page92
360 degree
Assessment Centre
Critical Incidents
Yes No
Yes No
Evaluation of employees
Very important
Not at all important
Least important
Important
Individual performance
Current performance
Individual potential
Yes No
Yes No
…………………………………………………………………………..
…………………………………………………………………………..
Q20. What are the parameters that determine the Performance Appraisal of an
individual?
…………………………………………………………………………..
…………………………………………………………………………..
Q21. What do you like or dislike about the Performance Appraisal policy of
your company?
…………………………………………………………………………..
…………………………………………………………………………..
Q22. If given a chance what changes would you like to bring in the Performance
Appraisal policies of your company?
…………………………………………………………………………..
…………………………………………………………………………..
Q23. Who are the persons involved in performance appraisal system of your
company?
…………………………………………………………………………..
…………………………………………………………………………..
Page92
…………………………………………………………………………..
Date --/--/--
Page92