CHAPTER:-1

INTRODUCTION TO

THE STUDY

1
 PERFORMANCE MANAGEMENT SYSTEM

In the present scenario, the organizations have shifted their focus from performance

appraisals to performance management as a result of internationalization of human

resources and globalization of business. The functions of HRM have become far more

complicated as today the major focus of strategic HRM practices is on the management

of talent by implementing such development programmes which enhance the

competencies of the employees. The performance management approach focuses more on

observed behaviors and concrete results based on the previously established smart

objectives. By adopting techniques like Management by Objectives (MBO), smart

objectives are established in terms of either facts and figures and in the entire process the

superior plays the role of a coach or a facilitator. The objectives are mutually decided at

the beginning of the performance season and serve as a standard of performance for

evaluation. In this method, the employees can offer a feedback on their contributions by

filling up a self appraisal form. Performance management is a much broader term in

comparison with performance appraisal as it deals with a gamut of activities which

performance appraisals never deal with. This system is a strategic and an integrated

approach which aims at building successful organizations by developing high

performance teams and individuals and improving the performance of people. This

process starts when a job is defined. Performance management emphasizes on front end

planning instead of looking backward unlike performance appraisals and the focus is on

ongoing dialogue instead of appraisal documents and ratings. Thus, performance

management may be regarded as a continuous process.

2
A table depicted below shows a comparison between performance appraisal and

performance management:

Performance Appraisal Performance Management

Focus is on top down Stresses on mutual objective setting through a process of

assessment joint dialogue

Performed annually Continuous reviews are performed

Usage of ratings is very Usage of ratings is less common

common

Focus is on traits Focus is on quantifiable objectives, values and behaviors

Monolithic system Flexible system

Are very much linked with Is not directly linked with pay

pay

3
 IMPORTANCE OF PERFORMANCE

MANAGEMENT SYSTEM

 Performance Management System offers a valuable opportunity to focus on work

activities and goals, to identify and correct existing problems, and to encourage
better future performance.

 It offers a rare chance for a supervisor and subordinate to have ―time out‖ for a
one-on-one discussion of important work issues that might not otherwise be
addressed.

 PMS provides employees with recognition for their work efforts.

 The existence of an appraisal program indicates to an employee that the

organization is genuinely in his/her individual performance and development.

4
 PERFORMANCE MANAGEMENT SYSTEM

-KEY SUCCESS FACTORS

Must reflect company’s performance values-

 Defines the company‘s position on competing priorities such as recognizing team

vs. individuals, achieving results vs. demonstrate valued behaviors, management
accountability vs. employee self management.

 The performance management system reinforces the messages that the

organization wants to send out about its busin4ess, talent, performance, rewards,
and careers.

Get commitment and active participation of employees: One of the enablers

of a successful performance management process is active engagement at all levels, the
more successful the system will be.

Focus on the ‘right’ performance measures: A good performance plan should

clearly define the performance measures in terms of results and behaviors that are critical
to the business. An effort should be made to keep the measures simple enough for
employees to use. The measures used should be supports by actual work deliverable.

Make supervisors accountable for performance feedback and

differentiation: for an appraisal system to be successful, the supervisors should be
made accountable to seek, give and obtain honest feedback. Supervisors should also be
able to differentiate between high and low performance.

Integrate Performance Management System with business and Human

Resource Processes: For the system to be a success, there should be proper
integration with the business planning/goals and with the HR processes of talent
acquisition, talent development, and reward systems.

5
Provide necessary training and communication: It is critical that requisite
training be imparted in the areas of goal setting, feedback skills, evaluation and
development etc. Since many employees resist accepting the full range of their
performance management responsibilities, they must be made to realize the importance of
good performance management. This requires strong communication from the top
management.

Measure and track success: There should be systems to support the measurement
to how successful the performance management system is. One should be able to track
whether it is being followed, whether stakeholders are satisfied with the system, whether
reviews are being done I the right manner whether the system will be able to assess the
impact of the business performance and so on.

PMS in MBIL

WHY PMS

6
 PERFORMANCE
PLANNING

REWARDS HIGH PERFORMING COACHING

CULTURE &

FEEDBACK

PERFORMANCE
REVIEW

7
 CHARACTERISTICS OF PMS

1. Performance cycle is annual, spanning April-March. The cycle for 2017-18 starts in
April‘12 & would end in the month of March‘13.

2. It has 3 distinct phases:

 Performance planning

 Midyear review

 Year end appraisal

3. Individual performance planning follows corporate & functional goal. Setting

process to ensure alignment of individual effort to organizational strategy.

4. Midyear review is stock taking time is thus restricted to mid course correction
(revisiting the action planning) & qualitative feedback.

5. Feedback and coaching is ongoing to facilitate real time course correction.

6. The yearend appraisal mainly has 3 components:

 Self appraisal

 Appraisal & final rating by the immediate manager.

 Review and final recommendations by the reviewer.

Purpose

 Performance Review and deciding the increment for the current cycle.

 Giving feedback to the employees regarding his/her areas of improvements and

planning the training needs.

8
  Evaluating the potential for development, growth and role-change possibilities.

Objectives of PMS

Moser Baer is committed to a performance driven culture, which is transparent & fair.

 To align everyone‘s objectives and hence their effort into achieving the corporate
goals & objectives are defined in annual basis plan. This is done by framing the
corporate balance scorecard & cascading these objectives in the functional
scorecard of different functions & KRA‘s individuals.

 To provide clarity to each individual about his/her role profile. In the process of
scorecard cascade, the areas where each function, & thereafter each individual
needs to support other functions is spelled out & clarified apart from one‘s own
focus areas within the function. This lends completeness to the focus areas of each
individual & provides a clear-cut direction to each employee. Also the mutual
clarification of the expectations between the employee & manager with regard to
the work & performance would build in transparency & fairness on the system‘s
this would also build in accountability & responsibility for one‘s work.

 Through this system the process of development & growth of employees is also
addressed through the linkage to the development planning process.
Comprehensive performance dialogue between the employee and the a manager at
the goal setting stage; the mid year review stage; as well as the end of the period
performance review stage; & ongoing feedback and coaching by the manager
would help the development process of the employee. The development planning
process will be linked to the PMS formally to ensure consistency

 Self-Appraisal by the Appraisee (For DET & above).

 Appraisal by Departmental Head/In charge.

9
 Review by Functional Head.

 Joint discussion between appraiser and appraisee.

 Final evaluations/recommendations.

 To enable the employees towards achievement of superior standards of work

performance.

 To help the employees in identifying the knowledge and skills required for
performing the job efficiently as this would drive their focus towards
performing the right task in the right way.

 Boosting the performance of the employees by encouraging employee

empowerment, motivation and implementation of an effective reward
mechanism.

 Promoting a two way system of communication between the supervisors and

the employees for clarifying expectations about the roles and accountabilities,
communicating the functional and organizational goals, providing a regular and
a transparent feedback for improving employee performance and continuous
coaching.

 Identifying the barriers to effective performance and resolving those barriers

through constant monitoring, coaching and development interventions.

 Creating a basis for several administrative decisions strategic planning,

succession planning, promotions and performance based payment.

 Promoting personal growth and advancement in the career of the employees by

helping them in acquiring the desired knowledge and skills.

10
 Basis of rating/Scoring

Appraiser Section -60%

(On-the-job Performance)
Reviewer Section -40%
(Potential/Capability Appraisal)

Basis of rating/Scoring

 The score for Appraiser section will be arrived at by calculating the

average of the individual scores under different characteristics and the
total weightage of this section will be 60% of the average score.
 Likewise the score for the Reviewer section will be arrived at and the total
weightage of this section will be 40% of the average score.
 The Composite score will be arrived at by adding both the appraiser score
and reviewer score.

Rating scale is 1 to 10

9 & 10 - Excellent
8 - Very Good
6&7 - Good
4&5 - Average
1, 2 & 3 - Marginal

11
 BELL CURVE

-Excellent - 20%

-Very Good - 30%

-Good - 35%

-Average - 13%

-Marginal - 0-2%

Bell Curve Distribution to be maintained by each department.

BELL CURVE – After the Data is received it is fit into the bell curve as given the details

earlier.

Each and every department maintains this bell curve.

12
 GUIDELINES FOR APPRAISER

1. Bell Curve Distribution to be maintained by each department.

2. The Appraiser would be the immediate superior & the reviewer superior‘s superior.

3. Rating scale should be kept in mind during appraisal process.

4. Date schedule be adhered.

5. Everyone has to sign & own the process while assessing the employee.

Evaluation of On-the-job performance

1. To be done against pre-determined measurable targets.

2. Performance or output records of all operatives to be attached as an annexure, by
the concerned HOD, as an evidence for Measured Performance Rating.
3. For Indirect support functions this can be done by evaluating:
 Quality of work done/Resultant Output.
 Achieving the targets on time.
 Operating within resource budgets.
 Conformance to company policy and rules.

Do’s & Don’ts for filling up the Appraisal form

Do’s

 Compare actual performance with previously agreed standards.

 List major differences.
 List of significant achievements and contributions to be submitted for Non-
Operatives category.
 Analyze differences for possible causes.

13
  Your appraisal must reflect overall assessment of the appraisee over the entire
period including areas of improvement and the feedback given periodically so that
there are no surprises.

Don’ts

1. Don‘t approach with preconceived ideas-keep an open mind.

2. Don‘t fail to appreciate that team performances are interdependent and complex; a
bad or good performance may not lie entirely within the control of any single
team member. Appreciate his singular contribution or lack of it.

3. Don‘t allow past performance appraisal rating to unjustly influence current

ratings. People can improve.

4. Don‘t adopt different standards of appraisal for different employees. Be

consistent.

5. Don‘t rate appraisee on impressions, or ―feedback‖ from others.

6. Investigate ―success‖ and ―failures‖ and weigh employee contribution.

7. Don‘t make commitments, which cannot be fulfilled, It reduces your credibility.

8. Don‘t play favorites and base assessment on other than on-the-job behavior and
achievements.

9. Don‘t share your appraisal rating with the Appraisee. It may get moderated and
then you may have difficulty justifying the change.

14
 PERFORMANCE FEEDBACK GUIDELINES

 Agree on firm time and date for the Review Discussion.

 Arrange for privacy with no interruptions.

 Prepare notes for use during discussion.

 Seating should be different than normal.

 First few minutes are very important for setting the tone of the meeting.

 Let the appraisee do most of the talking.

 Use open questions to draw out the appraisee.

 Praise ad criticize as and when needed immediately. Do not postpone it. Your
hesitation to critical evaluation may make an employee a dead wood tomorrow.

 Consider possible solutions/action plans.

 Act mature and balanced.

 Understand that ‗extra generousness‘ causes problems.

 Must ensure that ratings are not shared with the associate before finalization, as
there may be some moderation required during the process and revealing rating
before finalization may have a negative impact.

DATE SCHEDULE

For all senior officers/engineers & below, the appraisal system is applicable which has 2
cycles, the April-march cycle and the October-September cycle For Assistant manager &
above, the PMS, reflection is applicable which is carried out in the April-march cycle.

15
 Under which employee has to fill the following information: Employee details- Name,
Designation, department, age, qualification, total experience grade, joining date, etc.

-Manager‘s and reviewer‘s details

-Target dates & Appraisal period.

Performance Cycle

April:
Setting Corporate Goals for the
year

April/ May
Pay Action April:
Setting Departmental
Goals for the year

May:
Individual
Performance planning
End April: Ongoing coaching and October:
Performance Ratings feedback on Performance Mid-Year Review
after Normalization
and Development March:
Needs Final Review

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 TERMS YOU SHOULD KNOW

KEY RESULT AREAS

KRA‘s or Key Result areas are the key performance parameters for a role. These are
defined as critical outcomes toward which effort is directed to support achievement of
desired business results.
1. KRA Setting is a top-down process.
2. It should be jointly between the manger & incumbent.
3. KRA‘S have to be in line with the functional scorecard.
4. Maximum no.s of KRA‘s should be 5-6 in no.s.
 3-4 KRA‘s should be functional in nature.
 1-2 KRA‘s systemization, processes/cross functional.
 1-2 should be on the organization related initiatives (PMS, Driving
Values, & Employee Engagement).
5. The weightage for the KRA‘s should be based on the importance/ significance of
the activity from an organization‘s context.
6. For each KRA; targets should be defined along with the measure of success.
7. Rating 1-4, should also be defined along with the manager & it should be
documented in the reflection form. This is to ensure objectivity in the system.
8. For each KRA on action plan should be defined.
 This ensures the vision of success
 Defines milestones for te given activity
 Identifies resources for the task to be achieved.

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KRA’s Should be SMART

S – SPECIFIC

M – MEASURABLE

A – ACTIONABLE/ACHIEVABLE

R – RELEVANT

T – TIME BOUND

BASELINE RESPONSIBILITIES – These are ongoing job responsibilities which are

integral to one‘s particular job. They are responsibilities which one fulfills on a daily
basis as part of the job.

COMPETENCIES
 Combination of Knowledge (what to do?), Skill (how to do?) & Attitude (why
to do?)
 Demonstrated behaviour at work that ensures sustained effective performance
as per business requirements (current and future).

VALUES
RATING SCALE: 1-4
4: Targets exceeded
3: Targets fully achieved
2: Targets partially achieved
1: Targets not achieved

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APPRAISEE: Any person who would be rolls of the company.

MANAGER: Your immediate boss.

REVIEWER: This is your boss’s boss.

BALANCED SCORECARD: Balanced scorecard is a comprehensive framework that

translates a company‘s vision and strategy into coherent set of performance measures.

The balanced scorecard can be used as a strategic management system to manage

company‘s strategy over its long run.

The scorecard provides ―balance‖ between external measures (e.g. meeting customers‘

needs) and internal measures (e.g., improving organizational effectiveness) and between

―lagging‖ measures (e.g., return on net assets) and ―leading‖ indicators (e.g., staff

development versus plan). The balanced scorecard serves as the focal point to define and

communicate business imperatives to the organization, employees, and customers.

The primary benefits of using the balanced scorecard include:

 Links performance with business performance; shows contributions to the

business.

 Tailored to meet business needs of each business, division, and /or location.

 Measures include forward- looking indicators of success.

 Process guards against sub-optimization of measures; allows the organization to

consider all important measures in an integrated manner.

 Measures focus on effectiveness of outcomes, not just efficiencies of processes.

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 Performance can be tracked, monitored, and reported regularly to stakeholders.

 Process provides common language for communicating performance to the

organization, employees, and customers.

PERFORMANCE MANAGEMENT SYSTEM –Pitfalls

No matter how good a system, it will fail to deliver if the following are not watched

out for: ----

Lack of support from Top Management – This may happen because the top
management fails to see any link between the performance management system
and the business goals of the Organization.

Fear of failure – There is a suspicion among many appraisers that a poor

appraisal result tends to reflect badly upon them also, since they are usually the
employee‘s supervisor. Many appraisers have a vested interest in making their
subordinates ―look good‖ on paper.

Judgment aversion- Many people has a natural reluctance to ―play judge‖ and
create a permanent record, which may affect an employee‘s future career. This is
the case especially where there may be a need to make negative appraisal
remarks. Training in the techniques of constructive evaluation (such as self
auditing) may help. Appraisers need to recognize that problems left unchecked
could ultimately cause more harm to an employee‘s career than early detection
and correction.

Ritual –One of the most common mistakes in the practice of performance

appraisal is to perceive appraisal as an isolated event rather than an ongoing

20
process. Frequent mini appraisals and feedback sessions will help ensure that
employees receive the ongoing guidance support and encouragement they need.

Lack of Ownership- Often, line managers tend to believe that performance

appraisal is not their responsibility but the responsibility of HR. All supervisors
need to recognize that they are responsible for the performance and development
of their subordinate.

Lack of skills – Many times employees does not know how to do objective
setting, how to assess people and give and receive feedback these skills are very
important for any performance management system to succeed.

Delay in Completion- Feedback is effective when it is timely, if the performance

assessment or the feedback exercise is delayed, and then it has little meaning for
the employee and the organization.

21
 CHAPTER-2

INDUSTRY & COMPANY

PROFILE

22
 CHAPTER-2 INDUSTRY PROFILE

Optical disc:-

In computing and optical disc recording technologies, an optical disc (OD) is a flat,
usually circular disc which encodes binary data (bits) in the form of pits (binary value of
0 or off, due to lack of reflection when read) and lands (binary value of 1 or on, due to a
reflection when read) on a special material (often aluminium[1] ) on one of its flat
surfaces. The encoding material sits a top a thicker substrate (usually polycarbonate)
which makes up the bulk of the disc and forms a dust defocusing layer. The encoding
pattern follows a continuous, spiral path covering the entire disc surface and extending
from the innermost track to the outermost track. The data is stored on the disc with
a laser or stamping machine, and can be accessed when the data path is illuminated with
a laser diode in an optical disc drive which spins the disc at speeds of about 200 to
4,000 RPM or more, depending on the drive type, disc format, and the distance of the
read head from the center of the disc (inner tracks are read at a higher disc speed). Most
optical discs exhibit a characteristic iridescence as a result of the diffraction
grating formed by its grooves.[2][3] This side of the disc contains the actual data and is
typically coated with a transparent material, usually lacquer. The reverse side of an
optical disc usually has a printed label, sometimes made of paper but often printed or
stamped onto the disc itself. Unlike the 3½-inch floppy disk, most optical discs do not
have an integrated protective casing and are therefore susceptible to data transfer
problems due to scratches, fingerprints, and other environmental problems.

Collection of various optical disc and cassette tape formats

23
Optical discs are usually between 7.6 and 30 cm (3 to 12 in) in diameter, with 12 cm
(4.75 in) being the most common size. A typical disc is about 1.2 mm (0.05 in) thick,
while the track pitch (distance from the center of one track to the center of the next)
ranges from 1.6 µm (for CDs) to 320 nm (for Blu-ray discs).

The optical lens of a compact disc drive

An optical disc is designed to support one of three recording types: read-only (e.g.: CD
and CD-ROM), recordable (write-once, e.g. CD-R), or re-recordable (rewritable, e.g. CD-
RW). Write-once optical discs commonly have an organic dye recording layer between
the substrate and the reflective layer. Rewritable discs typically contain
an alloy recording layer composed of a phase change material, most often AgInSbTe, an
alloy of silver, indium, antimony, and tellurium.

The bottom surface of a compact disc, showing characteristic iridescence.

24
Optical discs are most commonly used for storing music (e.g. for use in a CD player),
video (e.g. for use in a Blu-ray player), or data and programs for personal
computers (PC). The Optical Storage Technology Association (OSTA) promotes
standardized optical storage formats. Although optical discs are more durable than earlier
audio-visual and data storage formats, they are susceptible to environmental and daily-
use damage. Libraries and archives enact optical media preservation procedures to ensure
continued usability in the computer's optical disc drive or corresponding disc player.

For computer data backup and physical data transfer, optical discs such as CDs and
DVDs are gradually being replaced with faster, smaller solid-state devices, especially
the USB flash drive.] This trend is expected to continue as USB flash drives continue to
increase in capacity and drop in priceAdditionally, music purchased or shared over the
Internet has significantly reduced the number of audio CDs sold annually. The first
recorded historical use of an optical disc was in 1884 when Alexander Graham
Bell, Chichester Bell and Charles Sumner Tainterrecorded sound on a glass disc using a
beam of light.[6]

An early optical disc system existed in 1935, named Lichttonorgel.[citation needed]

An early analog optical disc used for video recording was invented by David Paul
Gregg in 1958[7] and patented in the US in 1961 and 1969. This form of optical disc was
a very early form of the DVD (U.S. Patent 3,430,966). It is of special interest that U.S.
Patent 4,893,297, filed 1989, issued 1990, generated royalty income for Pioneer
Corporation's DVA until 2007 —then encompassing the CD, DVD, and Blu-ray systems.
In the early 1960s, the Music Corporation of America bought Gregg's patents and his
company, Gauss Electrophysics.

American inventor James T. Russell has been credited with inventing the first system to
record a digital signal on an optical transparent foil which is lit from behind by a high-
power halogen lamp. Russell's patent application was first filed in 1966 and he was
granted a patent in 1970. Following litigation, Sony and Philips licensed Russell's patents
(then held by a Canadian company, Optical Recording Corp.) in the 1980s.[8][9][10]

25
Both Gregg's and Russell's disc are floppy media read in transparent mode, which
imposes serious drawbacks. In the Netherlands in 1969, Philips Research physicist, Pieter
Kramer invented an optical videodisc in reflective mode with a protective layer read by a
focused laser beam U.S. Patent 5,068,846, filed 1972, issued 1991. Kramer's physical
format is used in all optical discs. In 1975, Philips and MCA began to work together, and
in 1978, commercially much too late, they presented their long-
awaited Laserdisc in Atlanta. MCA delivered the discs and Philips the players. However,
the presentation was a commercial failure, and the cooperation ended.

In Japan and the U.S., Pioneer succeeded with the videodisc until the advent of the DVD.
In 1979, Philips and Sony, in consortium, successfully developed the audio compact disc.

In 1979, Exxon STAR Systems in Pasadena, CA built a computer controlled WORM

drive that utilized thin film coatings of Tellurium and Selenium on a 12" diameter glass
disk. The recording system utilized blue light at 457nm to record and red light at
632.8nm to read. STAR Systems was bought by Storage Technology Corporation (STC)
in 1981 and moved to Boulder, CO. Development of the WORM technology was
continued using 14" diameter aluminum substrates. Beta testing of the disk drives,
originally labeled the Laser Storage Drive 2000 (LSD-2000), was only moderately
successful. Many of the disks were shipped to RCA Laboratories (now David Sarnoff
Research Center) to be used in the Library of Congress archiving efforts. The STC disks
utilized a sealed cartridge with an optical window for protection U.S. Patent 4,542,495.

The CD-ROM format was developed by Sony and Denon, introduced in 1984, as an
extension of Compact Disc Digital Audio and adapted to hold any form of digital data.
The same year, Sony demonstrated a LaserDisc data storage format, with a larger data
capacity of 3.28 GB.[11]

In the late 1980s and early 1990s, Optex, Inc. of Rockville, MD, built an erasable optical
digital video disc system U.S. Patent 5,113,387 using Electron Trapping Optical Media
(ETOM)U.S. Patent 5,128,849. Although this technology was written up in Video Pro
Magazine's December 1994 issue promising "the death of the tape", it was never
marketed.

26
In the mid-1990s, a consortium of manufacturers (Sony, Philips, Toshiba, Panasonic)
developed the second generation of the optical disc, the DVD.[12]

Magnetic disks found limited applications in storing the data in large amount. So, there
was the need of finding some more data storing techniques. As a result, it was found that
by using optical means large data storing devices can be made which in turn gave rise to
the optical discs.The very first application of this kind was the Compact Disc (CD) which
was used in audio systems.

Sony and Philips developed the first generation of the CDs in the mid-1980s with the
complete specifications for these devices. With the help of this kind of technology the
possibility of representing the analog signal into digital signal was exploited to a great
level. For this purpose, the 16-bit samples of the analog signal were taken at the rate
of 44,100 samples per second. This sample rate was based on the Nyquist rate of 40,000
samples per second required to capture the audible frequency range to 20 kHz without
aliasing, with an additional tolerance to allow the use of less-than-perfect analog audio
pre-filters to remove any higher frequencies.[13] The first version of the standard allowed
up to 75 minutes of music which required 650MB of storage.

The DVD disc appeared after the CD-ROM had become widespread in society.

The third generation optical disc was developed in 2000–2006 and was introduced as
Blu-ray Disc. First movies on Blu-ray Discs were released in June 2006.[14] Blu-ray
eventually prevailed in a high definition optical disc format war over a competing format,
the HD DVD. A standard Blu-ray disc can hold about 25 GB of data, a DVD about 4.7
GB, and a CD about 700 MB.

Comparison of various optical storage media

27
First-generation

Initially, optical discs were used to store broadcast-quality analog video, and later digital
media such as music or computer software. The LaserDisc format stored analog
video signals for the distribution of home video, but commercially lost to
the VHSvideocassette format, due mainly to its high cost and non-re-recordability; other
first-generation disc formats were designed only to store digital data and were not
initially capable of use as a digital video medium.

Most first-generation disc devices had an infrared laser reading head. The minimum size
of the laser spot is proportional to the wavelength of the laser, so wavelength is a limiting
factor upon the amount of information that can be stored in a given physical area on the
disc. The infrared range is beyond the long-wavelength end of the visible light spectrum,
so it supports less density than shorter-wavelength visible light. One example of high-
density data storage capacity, achieved with an infrared laser, is 700 MB of net user data
for a 12 cm compact disc.

Other factors that affect data storage density include: the existence of multiple layers of
data on the disc, the method of rotation (Constant linear velocity (CLV), Constant
angular velocity (CAV), or zoned-CAV), the composition of lands and pits, and how
much margin is unused is at the center and the edge of the disc.

 Compact disc (CD) and derivatives

 Audio CD
 Video CD (VCD)
 Super Video CD
 LaserDisc
 GD-ROM
 Phase-change Dual
 Double Density Compact Disc (DDCD)
 Magneto-optical disc
 MiniDisc

28
 Write Once Read Many (WORM)

Second-generation

Second-generation optical discs were for storing great amounts of data, including
broadcast-quality digital video. Such discs usually are read with a visible-light laser
(usually red); the shorter wavelength and greater numerical aperture[15] allow a narrower
light beam, permitting smaller pits and lands in the disc. In the DVD format, this allows
4.7 GB storage on a standard 12 cm, single-sided, single-layer disc; alternatively, smaller
media, such as the DataPlay format, can have capacity comparable to that of the larger,
standard compact 12 cm disc.[16]

 DVD and derivatives

 DVD-Audio
 DualDisc
 Digital Video Express (DIVX)
 DVD-RAM
 Nintendo GameCube Game Disc (miniDVD derivative)
 Wii Optical Disc (DVD derivative)
 Super Audio CD
 Enhanced Versatile Disc
 DataPlay
 Universal Media Disc
 Ultra Density Optical

29
Third-generation

Third-generation optical discs are in development, meant for distributing high-definition

video and support greater data storage capacities, accomplished with short-wavelength
visible-light lasers and greater numerical apertures. Blu-ray Disc and HD DVD uses blue-
violet lasers and focusing optics of greater aperture, for use with discs with smaller pits
and lands, thereby greater data storage capacity per layer.[15] In practice, the effective
multimedia presentation capacity is improved with enhanced video data
compression codecs such as H.264/MPEG-4 AVC and VC-1.

 Blu-ray (up to 400 GB - experimental[17][18])

 Wii U Optical Disc (25 GB per layer)
 HD DVD (discontinued disc format, up to 51 GB triple layer)
 CBHD (a derivative of the HD DVD format)
 HD VMD
 Digital Multilayer Disk
 Fluorescent Multilayer Disc
 Forward Versatile Disc
 Professional Disc

Fourth-generation

The following formats go beyond the current third-generation discs and have the potential
to hold more than one terabyte (1 TB) of data and meant for distributing Ultra HD video :

 Archival Disc
 Holographic Versatile Disc
 LS-R
 Protein-coated disc
 Ultra HD Blu-ray
 Stacked Volumetric Optical Disc

30
Recordable and writable optical discs:-

There are numerous formats of optical direct to disk recording devices on the market, all
of which are based on using a laser to change the reflectivity of the digital
recording medium in order to duplicate the effects of the pits and lands created when a
commercial optical disc is pressed. Formats such as CD-R and DVD-R are "Write once
read many", while CD-RW and DVD-RW are rewritable, more like a magnetic
recording hard disk drive (HDD). Media technologies vary, M-DISC uses a different
recording technique & media versus DVD-R and BD-R.

Home video:-

Home video pre-recorded video media that is either sold, rentedor streamed for home
entertainment. The term originates from the VHS/Betamax era, when the predominant
medium was videotape, but has carried over into optical disc formats like DVD and Blu-
ray and, since the 2000s, into methods of digital distribution such as Netflix, Hulu,
and Amazon Video.

The home video business distributes films, telemovies and television series in the form
of videos in various formats to the public. These are either bought or rented and then
watched privately from the comfort of consumers' homes. Most theatrically released
films are now released on digital media, both optical (DVD and Blu-ray) and download-
based, replacing the largely obsolete VHS (Video Home System) medium.
The VCD format remains popular in Asia, although DVDs are gradually gaining
popularity.

Prior to the arrival of home video as a popular medium, most feature films were
essentially inaccessible to the public after their original theatrical runs were over. Some
very popular films were given occasional theatrical re-releases in urban revival
houses and the screening rooms of a handful of archives and museums, and beginning in
the 1950s, most could be expected to turn up on television eventually. During this era, it
was also the norm that television programs could only be viewed at the time of broadcast.
Viewers were accustomed to the fact that there was no normal way to record TV shows at
home and watch them whenever desired.

31
It was possible to purchase a 16 mm or 8 mm film projector and rent or buy home-use
prints of some cartoons, short comedies and brief "highlights" reels edited from feature
films. In the case of the 16 mm format, most of these were available with an
optical soundtrack, and even some entire feature films in 16 mm could be rented or
bought. 8 mm films almost never ran longer than ten minutes and only a few were
available with a magnetic soundtrack late in the life of the format. The Super 8
film format, introduced in 1965,[1] was marketed for making home movies but it also
boosted the popularity of show-at-home films. Eventually, longer, edited-down versions
of feature films were issued, increasingly with a magnetic soundtrack and in color. But,
these were quite expensive and served only a small niche market of very dedicated or
affluent film lovers.

The Betamax and VHS home videocassette formats were introduced in 1975 and
1976[2] respectively, taking several years and reducing in cost before they started to
become a widespread household fixture. Film studios and video distributors assumed that
consumers would not want to buy prerecorded videocassettes, just rent them. They also
felt that virtually all of the sales would be to video rental stores, setting prices appropriate
to this as a business model. Eventually it was realized that many people did want to build
their own video libraries as well as rent if the price was right, and found that a title which
had sold a few hundred copies at $99 might sell tens or even hundreds of thousands of
copies at $19.99 or $9.99.

The first company to duplicate and distribute home video was Magnetic Video in 1977.
Magnetic Video was established in 1968 as an audio and video duplication service for
professional audio and television corporations in Farmington Hills, Michigan, United
States, although Avco's 1972 Cartrivision system preceded Magnetic Vision's expansion
into home video by a few years.

Special-interest video production

Until the mid-1980s feature film theatrical releases such as The Wizard of Oz, Citizen
Kane and Casablanca were the mainstay of video marketing and helmed by large studios
like Universal, 20th Century Fox and Disney. At that time, not many consumers owned

32
a VCR, and those who did tended to rent rather than buy videos. Toward the end of that
decade, a rise of smaller companies began creating special interest videos, also known as
"non-theatrical programming" and "alternative programming," and "selling-through" to
the consumer.

"Home video is an exciting new area of opportunity for adventuresome publishers willing
to produce new programs. Today's limitations within the video marketplace may be gone
tomorrow. More people are finding innovative ways to create visually stimulating
entertainment and information for the video tape player... Like contemporary book
publishing, you can produce and distribute yourself to very narrow markets or seek
broad-based distributors for mass-oriented appeal

Special Interest Video is a huge and steadily increasing venue for products exposing new
and old subjects through the medium of camera and tape. It is a new form of publishing, a
specialty line of products for vertical "readership" and an exploding territory of subjects,
audiences and new uses. Six years ago, dog handling videos, back pain videos and
cooking videos were suppositions on a drawing board. Three years ago these took life.
Now, along with golf and skiing tapes these S.I. videos are beginning to claim a market
share. The wild part of this new video publishing adventure is the wide diversity of
support with which each product comes to the market. New technology has changed the
territory.

Time gap until home video release:-

A time period is usually allowed to elapse between the end of theatrical release and the
home video release to encourage movie theater patronage and discourage piracy. Home
video release dates usually follow five or six months after the theatrical release, although
recently more films have been arriving on video after three or four
months. Christmas and other holiday-related movies were generally not released on home
video until the following year when that holiday was celebrated again,[6] but this practice
ended starting with 2015 movies.

Exceptions to the rule include the Steven Soderbergh film Bubble. It was released in 2006
to theaters, cable TV and DVD only a few days apart.

33
Tv Programs:-

Many television programs are now also available in complete seasons on DVD. It has
become popular practice for discontinued TV shows to be released to DVD one season at
a time every few months and active shows to be released on DVD after the end of each
season. Prior to the television DVDs, most television shows were only viewable
in syndication, or on limited 'best of' VHS releases of selected episodes. These
copyrighted movies and programs generally have legal restrictions on them preventing
them from, among other things, being shown in public venues, shown to other people for
money or copied for other than fair use purposes (although such ability is limited by
some jurisdictions and media formats: see below).

Pre-certs:-

After the passage of the Video Recordings (Labelling) Act of 1985 in the United
Kingdom, videotapes and other video recordings without a certification symbol from
the British Board of Film Classification (BBFC) on their covers - or on the tapes
themselves - were no longer allowed to be sold or displayed by rental shops.[8] These
tapes are called "Pre-Certs" (e.g., Pre-certification tapes). Recently these tapes have
generated a cult following, due to their collectability.

DVD AWARDS:-

Every year since 2004, the film festival Il Cinema Ritrovato holds the DVD Awards,
where they award the highest quality DVDs (and later Blu-rays) released by home media
companies around the world.

Best DVD (later

Year The Peter von Company Best Blu-ray Company
Bagh Award)

2004 "Pier Paolo Pasolini - Carlotta Films N/A

34
 Best DVD (later
Year The Peter von Company Best Blu-ray Company
Bagh Award)

Les Années 60"

"Alexandre
2005 Arte N/A
Medvedkine"

Österreichisches
2006 Entuziazm N/A
Filmmuseum

"Ernst Transit Film-

2007 N/A
Lubitsch Collection" Murnau Stiftung

L'argent Carlotta Films

2008 The Threepenny The Criterion N/A
Opera Collection

European
"Joris
2009 Foundation Joris N/A
Ivens Wereldcineast"
Ivens

"By Brakhage: An
The Criterion La Rosa di
2010 Anthology, Volume Cinecittà Luce
Collection Bagdad [Mention]
Two"

35
 Best DVD (later
Year The Peter von Company Best Blu-ray Company
Bagh Award)

Filmoteca de "America Lost and

"Segundo de Catalunya and Found: The Criterion
2011
Chomón 1903 – 1912" Cameo Media The BBS Story" Collection
s.l. [Mention]

"The
Complete Humphrey British Film "A Hollis The Criterion
2012
Jennings Volume 2: Institute Frampton Odyssey" Collection
Fires Were Started"

La Cineteca del The Criterion

2013 Gli ultimi Lonesome
Friuli Collection

"Džim Švantė (Sol'

Edition British Film
2014 Svanetii) & Gvozd' v Underground
Filmmuseum Institute
sapoge"

"The Connection:
Flicker Alley, Project Shirley,
"The House of
LLC
2015 Mystery (La Maison Volume One" Milestone
The Blackhawk "Portrait of Jason: Film & Video
du mystère)"
Films Collection Project Shirley,
Volume Two"

36
 Best DVD (later
Year The Peter von Company Best Blu-ray Company
Bagh Award)

"Ornette: Made in
America: Project
Shirley, Volume 3"

"Frederick
2016 Wiseman Intégrale Blaq Out N/A
Vol. 1"

Edition
2017 The Salvation Hunters N/A
Filmmuseum

"Arne Sucksdorff: Studio S

2018 N/A
Samlade Verk" Entertainment

37
TARGRAY COMPANY

Optical Disc Manufacturing Materials

Established in 1989, Targray‘s Optical Media division is one of the world‘s largest single
source suppliers of materials for the optical disc manufacturing sector. Dating back to the
inception of the compact disc, the division has continuously grown its product portfolio
and industry expertise through collaborations with some of the industry‘s leading
technology developers including Philips, Dow Plastics, and Entegris. Today, drawing on
three decades of industry experience, we develop value-added optical disc manufacturing
material solutions for leading optical media replicators throughout Europe, Asia, and the
Americas.

Optical Disc
Our high-performance electronic materials and plastics are used to manufacture a variety
of optical disc products.

Materials Solutions for Optical Disc Manufacturing:-

In a market where optical disc manufacturers are seeking innovative solutions to remain
competitive, Targray provides a significant edge. For nearly three decades, our company
has worked alongside the sector‘s largest producers, providing replication & mastering

38
 materials, consumables and supply chain solutions engineered to help overcome unique
challenges pertaining to the industry‘s rapid growth and subsequent downsizing.

Lower Transaction and Freight Costs | By consolidating shipments into regular

intervals and streamlining the procurement process, we create significant efficiencies that
reduce the freight and transaction costs of our customers.

Decreased Inventory | Our optimized material procurement process enables customers

to take on smaller quantities of the manufacturing materials they require, reducing their
in-house inventory by up to 50%. This helps decrease inventory and financing cost while
minimizing the amount of warehouse space needed to operater.

Higher Quality Products | Our highly certified products deliver industry-leading

quality, performance and durability. This contributes to reducing the production of bad
discs, which in turn lowers manufacturing cost.

Optical Media Product Lines:-

As one of the world‘s largest single-source distributors of optical disc manufacturing
materials, we provide all the materials required for optical disc manufacturing processes,
including:
 Mastering & Electroforming
 Packaging
 Mastering Filters & Targets
 Sanding Discs
 Protective Stamper Cases
 Nickel S-Pellets
 Wafer Cases
 Mastering & Electroforming Chemicals
 Electroforming Contact Rings
 Glass Master Substrates

39
 Liquid Detergents

D&B HOOVERS

Magnetic & optical media manufacturing & reproducing industry

Companies in this industry manufacture optical discs, hard drive disks, and magnetic tape
storage, and provide mass duplication of data on such media. Major companies include
media makers CMC Magnetics (Taiwan) and Sony (Japan); US-based integrated disk
drive manufacturers Seagate and Western Digital; and reproducers Arvato (Germany),
Sony DADC (Japan), and Technicolor (France).

Competitive Landscape:-
Demand for magnetic and optical media manufacturing and reproduction is driven by
expanding data storage needs of businesses and consumers. However, demand for
particular storage formats can decline rapidly as new technologies are developed. The
profitability of individual companies depends on production speed, manufacturing
quality, rapid technological advancements, and efficient distribution. Large companies
enjoy economies of scale in manufacturing and distribution. Small companies can
compete effectively by developing new products. The US industry is highly concentrated:
the 50 largest companies generate more than 80% of revenue.

Products, Operations & Technology:-

Major products include recordable, rewritable, and blank optical discs; hard drive disks;
and magnetic tape storage, including cartridges, blank audio and video tapes, and floppy

40
disks. In addition to mass duplication, companies involved in media reproduction
commonly offer services such as package design and production, as well as distribution.

Geographic Segmentation:-

See where the Magnetic & Optical Media Manufacturing & Reproduction industry is
concentrated geographically and research companies by financials and key corporate data.

Vicitor advance india co ltd

This summer, Victor Advanced Media Company, a major manufacturer of optical

recording media that markets its products under the JVC brand, announced it is
exiting the optical recording media business by year‘s end. ―As the larger storage
capacity of hard disc drives (HDDs) and the use of cloud computing is driving
changing market conditions, the market for optical media products has been
diminishing,‖ said Hiroki Okamatsu, the president of Victor Advanced Media.In
October 2008, JVC and Taiyo Yuden Co., a pioneer in helping develop CD-R optical
media with Sony and Philips, set up Victor Advanced Media, then a new joint
venture. It produced CDs, DVDs and launched the world‘s first recordable Blu-ray
Disc using an organic dye recording layer.

Optical media may see less use for live recording, but it remains popular for archive
purposes.
Now, JVC‘s disc manufacturing and distribution of these optical recording media
products will end in the U.S., Europe and China by the end of 2015. The fallout
doesn‘t stop there. Start Labs, a joint venture between Sony and Taiyo Yuden since
1987, also announced it will stop selling optical disks at the end of February, 2016.

41
It‘s no secret that the market for optical media products has been diminishing
worldwide for quite a while. As of March, 2015, Taiyo Yuden‘s revenue fell 9.6
percent below that of the previous year. The company tried to improve profitability by
accelerating cost reduction efforts, enhancing productivity and promoting the
archiving business. However, as the market continued to shrink and raw materials
became more expensive, Taiyo Yuden finally decided to pull the plug.It‘s not just
major manufacturers of optical media that are failing. A factory in eastern Indiana that
makes CDs and DVDs, for example, closed its doors at the end of June — idling
nearly 40 workers. Optical Disc Solutions Inc. began making CDs when it opened its
Richmond plant in 1987 in the city about 65 miles east of Indianapolis. The company
later began making DVDs. Fred Austerman, owner of Optical Disc Solutions, told his
local newspaper, the Palladium-Item, that the market for CDs and DVDs shrunk in
recent years as online video and audio streaming grew in popularity. He sold his
company to WTS Media of Chattanooga, Tenn. ―It‘s very nostalgic right now because
we have been here for 27 years and a lot of our employees and our customers have
been with us since day one,‖ Austerman said. ―But the industry has changed.
Everybody knows that. It has gotten smaller and smaller over the years." A trend
away from the use of optical media for CD music distribution and consumer
recording is a problem for both the consumer and professional optical media markets.
In fact, the two markets are intertwined. As with so many professional electronic
products, large consumer revenue eases the cost and viability of development for
more expensive pro level equipment. When that consumer revenue dries up, costs for
professional users increases. Dave Walton, assistant vice president of marketing
communications at JVC Professional Video, said JVC had long been a major
manufacturer and distributor of blank CDs, DVDs and Blu-ray for consumer use. But,
he said, optical recording technology has aged and has been declining in both
consumer and professional markets as improved technologies have come along.

Dave Walton, Assistant VP of marketing communications, JVC Professional Video.

―We don‘t use optical media with any of our broadcast gear,‖ Walton said. ―Solid

42
state is now the way to go. There‘s no need any more for the complexity of optical
media. It still has moving parts and most manufacturers are getting away from that.
There‘s less maintenance with solid state. From a cost standpoint, optical no longer
makes any sense.―The world marches on,‖ Walton continued. ―We‘ve moved from
MPEG-2 to H.264 compression. As compression becomes more efficient and as
storage becomes more affordable, the old systems that used to record MPEG-2 on a
spinning optical disc are in the past.‖After attempts to interview someone at Sony,
one of the pioneers in optical media, our requests were declined. The Broadcast
Bridge was provided a written statement about optical media, which addressed only
the manufacturer‘s continuing support for optical products. Sony did not address the
industry‘s general declining sales or the future of optical technology.Rob Willox,
Sony‘s director of marketing for content creation, said Sony is continuously
enhancing its XDCAM line-up and its optical workflow to support the needs of video
production professionals, including: continued expansion of Professional Disc-based
products; new codecs to match users‘ storage; bandwidth and quality needs; new
wireless workflows that move footage from the field to the edit suite faster and
improved audio integration.‖

Rob Willox, Sony's director of marketing for content creation. Willox cited XDCAM
disc-based products that include the new PDW-850 XDCAM disc camcorder, and
continued support for the PDW-F800 and PDW-700 camcorders and optical disc-
based decks and drives — including the PDW-HD1550 recorder which supports both
three-layer (100 GB) and four-layer (128 GB) high-capacity Professional
Discs.Clearly, however, where Sony is betting big is the use of optical technology in
the archival storage market. A year and a half ago, Sony and Panasonic announced a
joint venture on Archival Disc technology that uses optical recording media for long
term storage. Archival Disc is a near-line and deep archive storage solution with turn-
key and customized media management packages ranging from large size scalable
robotics down to standalone archival systems. It is designed for use in sports, news,
mezzanine level video, film, audio and disaster recovery.

43
One primary advantage of optical storage, unlike spinning disks (HDs), no power is
required while they are at rest. In large archive libraries, this is a key benefit.
―Optical discs have excellent properties to protect themselves against the
environment, such as dust-resistance and water-resistance, and can also withstand
changes in temperature and humidity when stored,‖ Sony and Panasonic wrote jointly
in a 2014 news release announcing the technology. ―They also allow inter-
generational compatibility between different formats, ensuring that data can continue
to be read even as formats evolve. This makes them robust media for long-term
storage of content.‖

Looking ahead, Sony‘s Willox said the second generation of the Archival Disc will
achieve 3.6TB capacity, with the third generation achieving high-capacity of 6TB and
ongoing inter-generational compatibility. Sony said Archival Disc supporters include
the Golf Channel, Carolina Panthers, WRAL, Wells Fargo and the San Diego
Padres.Though optical media sales continues to decline in the consumer markets and
is considered obsolete in specific professional applications, it still has supporters in
emerging new applications such as archival storage. Like many mature storage
technologies, it is in a state of change. Whether the technology will survive long term
is really up to customers deciding on the technology they choose along the way.The
Storage.com newsletter reports that about one hundred mostly small companies in
Taiwan and China are still making optical media. They include CMC Magnetics,
Falcon Technologies, Gigastorage, Infodisc, LeadData, Mitsubishi Verbatim, Moser
Baer, Optodisc, Ritek and, of course, Sony.Editor‘s Note: Additional information on
optical storage can be found in the articles listed below.

44
 COMPANY PROFILE

The company was founded in New Delhi in 1983 with a clear vision— to operate in
products with high entry barriers, from the technology as well as capital point of view.
Given the fact that high obsolescence usually goes hand in hand with high technology,
the risk and reward equation had to make sense. It started as a Time Recorder unit in
technical collaboration with Maruzen Corporation, Japan and Moser Baer Sumiswald,
Switzerland.

However, it was in 1986 that Moser Baer found its true calling. This was the time when
the data storage field—the marvel of creating a memory second only to the human brain
out of some plastic, specialty chemicals and dyes— caught the attention of an engineer
with a masters degree in mechanical engineering from the Imperial College, London. So
what if this meant breaking into what was till then the exclusive preserve of Japanese and
Taiwanese manufacturers, questioning the paradigm that no Indian manufacturer could be
competitive in the global space and fighting the image that India was a country that
borrowed technology and did not create it? Such challenges only further inspired Moser
Baer founder and managing director Deepak Puri to take the company to the forefront of
the optical media industry.

Undertaking its first and only diversification into the data storage industry, Moser Baer
initially manufactured 5.25" Floppy Diskettes, graduating to 3.5" Micro Floppy Diskettes
(MFD) in 1993. Today, Moser Baer is the world's fifth-largest manufacturer of MFDs. Its
unique strength in diskette manufacturing comes from products conforming to stringent
international quality standards with a cost-effectiveness that few can match.

In 1999, Moser Baer spread its wings into Recordable Optical Media, setting up a 150-
million unit capacity plant to manufacture Recordable Compact Disks (CD-Rs) and
Recordable Digital Versatile Disks (DVD-Rs). The strategy for the optical media project
was identical to what had successfully been implemented in the diskette business—
creating a facility that matched global standards in terms of size, technology, quality,

45
product flexibility and process integration. The company is today the only large Indian
manufacturer of magnetic and optical media data storage products, exporting
approximately 90% of its production.

Since inception, Moser Baer has always endeavored to create its space in the international
market, something that very few Indian manufacturers have been able to achieve. Aiding
the company in its efforts has been a carefully-planned and sustainable model—low
costs, high margins, high profits, reinvestment and capacity growth. Along the way, deep
relationships have been forged with leading OEMs, with the result that today there are
hardly any players in the field that Moser Baer is not associated with. Moser Baer India
Ltd., is one of the largest optical media manufacturers in the world, supplying to over 82
countries across the globe. IT have a large variety of optical discs (CD-R, CD-RW,
DVD+/-R, DVD+/-RW, DVD+R Double Layer, HD-DVD, BDR, BDR-E, 8cm CD-R
and 8cm DVD-R), and now upcoming with USB data storage. All of which can be
supplied with a surface finish of your choice, be it printed or printable. Moser Baer is a
world leader in the development and manufacture of removable data storage media.
Incorporated in 1983, it is today one of India's leading technology companies and ranks
among the top three optical storage media manufacturers in the world. Headquartered in
New Delhi, India, it has a broad and robust product range of floppy disks, compact discs
(CDs) and digital versatile discs (DVDs).

A pioneer among globalizing Indian firms, Moser Baer has a presence in over 82
countries, serviced through six marketing offices in India, the US and Europe, with strong
tie-ups with all major global technology brands. Simultaneously, with the launch of the
'Moser Baer' label in India, the company has emerged as the preferred choice in this
burgeoning captive market. The result: strong growth, with revenues growing at a five-
year CAGR of over 42 per cent. No wonder Moser Baer has attracted and retained best-
in-class global strategic investors including the International Finance Corporation (IFC),
War burg Pincus Singapore LLC and Electra Partners.

46
Our continuous emphasis on efficient and integrated manufacturing, coupled with the
India-specific advantage of high-quality and best- value human resources and lower per-
unit capital cost, has made Moser Baer one of the most successful manufacturers of
optical storage media in the world. By developing in-house resources and technologies,
we have mastered the art of process-intensive high-quality precision manufacturing.
Today, we conform to standards specified by both the American National Standards
Institution (ANSI) and the European Manufacturers Association (ECMA).

Moser Baer has displayed foresight and sharp business acumen in investing in the right
products at the right time. We fuel innovation through our formidable R&D capabilities,
with the company today employing nearly 100 people in R&D. Our efforts are already
reaping benefits: Moser Baer has been one of the first companies in the world to launch
52x CDR and has also received the acclaimed Philips certification for its multi-read 40x
media. We have also tied up with Hewlett-Packard to manufacture optical storage media
using its 'Light scribe' technology.

Going forward, Moser Baer recognize the need to make the most of its strong research,
development and engineering capabilities to deliver even higher value-added products,
while continuing to focus on increasing production efficiencies and yields to extend our
cost leadership globally.

Vision
Touching every life across the globe through high technology products and services.

Mission
We will drive growth through our excellence in mass manufacturing.
We will move up the value chain through rapid development of technology, products and
services.

We will leverage our relationships, distribution, cost leadership and "can do" attitude to
become a global market leader in every business.

47
Value-System

Teamwork

Thinking and working together across functional silos, hierarchies, businesses and
geographies. Cooperating and supporting each other towards common goals.

Integrity

Consistently behaving and taking decisions in an ethical, trustworthy and fair manner in
all spheres of life.

Passion

Missionary zeal coming out of one's heart to drive to the goal which gives one a feeling
of "do it with pride" and "love to be there". A feeling that encourages one to dream &
realize the dreams. Self-commitment to give more than 100% & create value.

Speed
Meeting and exceeding customer's expressed or implied expectations by a "do it" attitude
and by doing right, first time, on time and every time

At Moser Baer we believe the long-term success of our business is intertwined with the
success of our customers. As leaders in the area of data storage, we take the responsibility
of providing an innovative and secure depository for your vital information very
seriously. Over the past two decades, as we proactively evolved with the storage media
market from Magnetic Media to Optical Compact Discs and now Digital Video Discs, the
shape and format of what we make may have changed but our pledge to provide 'quality
at best value' has never wavered. This approach has helped us build what is today our
most valuable asset - the trust of our customers and stakeholders.

48
It is this focus on building relationships responsibly that places us at the forefront of
digital media technology.

Quality

(Quality for us is not a feat - it is a habit.)

At Moser Baer we believe that our consistent ability to deliver quality products has been
our key differentiator. We have instituted a continuous quality improvement culture and a
strong systems driven focus to ensure that the quality of our products consistently meet or
exceed international benchmarks. The company's processes are certified under ISO
9001:2000 Quality Management System Standard, ISO 14001:2004 Environment
Management System Standard and OHSAS 18001:1999 for Occupational Health and
Safety Management System Standard.

We define quality as 100% conformance to customer requirement. It's like an attitude

with us, a part of every process. This is because we realize that even one in a million
error prone disc can spell disaster for the user. So, nothing but 'zero defect' manufacturing
is what we target for our products.

Strictly dust free working environments in all of our six state-of-the-art climate controlled
plants, the top of line machinery & equipment and benchmarked processes & practices
assist us in giving quality products consistently. A strong use of statistical techniques and
in-house developed process control methods has enabled defects to approach six sigma
levels.

On average, we invest close to 50 man-hours per year in quality training across all
manufacturing disciplines to create a high quality conscious culture. Our quality strategy
is not control oriented, but preventive in nature thereby enabling us to minimize the cost
of quality while simultaneously achieving one of the lowest defect rates within the
industry.

49
Excellence

Moser Baer since inception has consistently strengthened its competitiveness by

enhancing capacity at lower incremental expenditure, declining conversion cost,
progressive vertical integration and improving material efficiency. As a result we have
emerged as one of the lowest cost manufacturers of optical media in the world.

What makes us who we are? A fierce commitment to quality, a dogged determination to

take the 'Made in India' Label to the world, constant efforts to offer the best to our
customers, our efficiency in manufacturing, our agile change management ability or our
love for innovation?

It is all of the above and much more that helps set Moser Baer apart. We believe it is our
endeavor to outpace change on the basis of the unique result-oriented systems we have in
place.

 Efficient Manufacturing: The capabilities of our engineering and design,

production lines, processes and manufacturing facilities allow us to move quickly
from the concept stage to the finished product.
 Speed to Market: Using our expertise we develop new technologies rapidly that's
to our decentralized yet cohesive organizational structure that makes it easy to
take decisions.
 Strong Research and Engineering Base: Whether it is producing products with
the help of proprietary technologies or developing products that glove-fit our
customers' needs, our R&D provides the needed backbone.
 Providing High Quality at Optimal Cost: At any point of time, you will find
several QICR - quality implementation and cost reduction - programs running
simultaneously across our operations.

50
 Customer Focus: As a supplier we aim to be both flexible and innovative when
it comes to our customers. We integrate and align ourselves with our
customers to understand their requirements and develop programs that exceed
expectations.
 Supply Chain and Logistics: We were the first Indian company to have
dedicated export trains, the first to push for a round-the-clock customs clearance
facility at ICDs and one of the few to provide total logistics solutions to our
customers. We have even built our own in-house software for managing inbound
and outbound shipments to help track documents and containers instantly.
 People Skills: The power of our intellectual capital is reflected in process
efficiencies, reengineered equipment, enhanced productivity, low manufacturing
cost and new product launches amongst others.
 Marketing Strategy: Our global marketing offices, subsidiaries and logistical
and distribution centers make it possible for us to react quickly to customer
requirements. In India, we launched the Moser Baer brand of storage media and
are now enjoying a 25 per cent domestic market share in high value branded
segments.
 Financial Strategy: Our prudent mix of equity, debt and internal accruals to
finance our expansion plans has yielded significant returns and has helped us
achieve a conservative risk to cost ratio.

51
 QUALITY AND EXCELLENCE

At Moser Baer, we have been global in our outlook since our very inception. Each time
we enter a market, it is with a long-term strategic approach, vision and plan. As a result,
along with a strong presence in over 82 countries spread across six continents, we have
built an international reputation for quality and long-lasting relationships with all our
customers, services the requirements of all the leading storage media brands in the world.

Our sincerity and obsession with detail and accuracy—whether it be product quality,
documentation, logistics or service—has helped us forge strong tie-ups with all major
global technology brands. We have today created a global footprint of marketing offices,
subsidiaries and logistical and distribution centers to enable us to quickly react to
customer requirements and provide a local flavor to our marketing efforts. We have in
place multi-lingual and multi-cultural sales teams that enable us to better service
individual customer requirements.

In February 2003, Moser Baer entered into a strategic long-term sourcing deal with
Imation Corp—one of the largest players in the optical media industry worldwide.
Imation is sourcing a substantial part of its optical media requirement from Moser Baer.
In addition to sourcing media, the companies have entered into a strategic joint venture to
carry out R&D for and market optical storage media products in growth markets.

This venture will focus on customer servicing, long-term technology transfer and joint
R&D.

Imation Corp will significantly enhance Moser Baer‘s global reach and presence by
helping grow its market share in the US, which is one of the largest and relatively more
lucrative markets for optical storage media. Additionally, the JV Company will
effectively and efficiently target new

52
High-growth markets like Africa, the Middle East and South America, as also address

new market segments.

HR in MBIL

HR Vision

To facilitate development & growth of our people to leverage their fullest potential &

create a spirit of customer intimacy & service excellence for driving rapid business

growth.

HR Goals

Improve employee engagement across the organization.

Maintaining industrial harmony.

Recruitment policy and system alignment.

53
 HR IN MOSERBAER INDIA LTD.

HR IN MBIL

Human Industrial Training and

Resource Relations Development

HUMAN RESOURCE

INDUSTRIAL RELATIONS
SUPPORTING MAIN

RECRUITMENT PERFORMANCE
HR HELPDESK MANPOWER & SELECTION MANAGEMENT
PLANNING SYSTEM

JOINING FORMALITIES

54
PREVENTIVE CORRECTIVE

WELFARE
DISCIPLINARY

OPEN HOUSE
CHARGE SHEET

MISCONDUCT

55
 TRAINING & DEVELOPMENT

IN THE BEGINNING TRAINING

INDUCTION BEHAVIORAL
TRAINING UST TRAINING
ON JOB TRAINING

BUDDY IDENTIFICATION

PERSONNEL

TIME OFFICE

ATTENDANCE/LEAVE RECORD COMPENSATION

56
 HUMAN RESOURCE IN MBIL

The Human resource department of Moser Baer has many tentacles. I will give in brief
about each though I would like to make it clear that Moser Baer India limited Human
resource is broadly divided into Four departments they are Industrial Relations, Training,
HR and Personnel Department .Each department has a different set of functions .
I would like to give a bird‘s eye view on Human Resource department first; it has
recruitment section, Joining Formalities Support team, Performance Management System
team, ERP and Management information team.
Training and Industrial relations are autonomous department as far as Moser Baer is
concerned due to the large human capital working in this organization.

57
SUPPORTING FUNCTIONS OF HR

JOINING FORMALITIES

After the Candidate is selected in the process of Recruitment, there is joining formalities
which takes place in order to have all the details regarding the candidate /employee so he
is verified as well as with the process aware about whatever things are requisite from this
organization point of view, so he gets a ID Card for punching for his/her attendance,
Medi-claim insurance or ESI card as per the employee salary this thing is made, then
various forms need to be filled for gratuity for shareholdings etc and then a MIS is also
maintained for this which is maintained in Microsoft Excel as well as the ERP software .

HR HELPDESK

If employees have any issues, queries and concerns are properly captured, evaluated and
promptly addressed/resolved and feedback is provided on issues not covered under the
prevalent guidelines/policies, Moser Baer have launched HR&ADMN HELPDESK.

HR& ADMIN.. Shall have a dedicated resource at ―HELPDESK‖ for addressing such
concerns/issues. Each and every query can be raised through intranet and the process
owners shall resolve the raised query and communicate to the concerned employee with
the copy marked to the Helpdesk dedicated resource within the predefined timeframe.

And the help-desk –dedicated resource shall present MIS & percentage compliance to
defined service level agreement in the plant monthly HR review meeting.

58
 MAIN FUNCTIONS

RECRUITMENT

Recruitment is dynamic and very much required as far as any organization is concerned
and Moser Baer tries to take the best candidates out of the numerous employees
curriculum vitae .The recruitment process of Moser Baer happens by three modes either
from Naukri.Com Resdex, through Walk-in or Through employee referrals but all have to
go through a strict procedure .The recruitment happens at all levels from the Level of
DET to Engineer, Managers, General managers etc. HR executives looked after the
recruitment process. And the department head takes the main interview, HR executives
need to maintain a MIS for the process as the top management is aware regarding the
same.

PERFORMANCE MANAGEMENT SYSTEM

This team takes care of the performance appraisal of the employee it is very important as
this is the team which finds whatever training and Appraisals increments and promotion
has to be given to the particular employee it maintains all the database as well as
complete authorization. The entire process is looked after by them .This is important as
people can never be satisfied with their salary as well as the position. Therefore, with
respect to the performance they are promoted or given increment so that they can work in
the present organization with enthusiasm. Even the employees are given production
incentive by which they feel very motivated as their salary keeps on increasing annually.

59
INDUSTRIAL RELATIONS

This department is very important as it is concerned with the relationship between the
management and the workers and the role of regulatory mechanism in resolving any
industrial dispute.

It involves the following areas: -

 Role of Management, Government

 Machinery of resolution for industrial disputes.

 Individual grievance and disciplinary policy and practice.

 Labor legislation.

 Industrial relations training like Know your Policy programmes.

This department has also welfare programmes like in-house sports activities, various
behavioral programmes as well as Open House, which are conducted by HR and IR
together.

The family Visit inside the plant, and various programmes like Long Service Awards
arrangement and organization is taken care by IR and HR together.

TRAINING

This department looks after different types of training happening in Moser Baer India
Limited.

The different types of training involves:-

Induction Training

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Behavioral Training

Buddy Identification

UST Training etc.

There are different types of training that happens in this organization.

Behavioral training includes ―staying ahead‖ Programmes which is done for employee‘s
motivation.

Values and Vision for Moser Baer know how

TRAINING DEPARTMENT

The training department maintains all the requisites which are required whether
stationary or arrangement of an external Trainer to impart Particular Training to the
selected set of employees.

Training department takes care of Training need identification form by which it comes to
know that what training has to be imparted to the particular employee then it makes
arrangement for the particular training by using its trainers whether the trainers required
are internal or external.

As per the Requirement of a particular department the requisite training module is

developed some are online in nature also. It is also going to introduce web-based training
like Knowledge based data for its users, which is regularly updated by a set of employees
in the Training department for all its employee users including.

TIME OFFICE

In brief this team looks after the attendance of all the employees working in the plant.
Secondly, it solves all the issues related to the same and also takes care of all the

61
grievances regarding the leaves applicable to the employees whether it is sick leave or
casual leave.

OBJECTIVES OF PERFORMANCE APPRAISAL

 To effect promotions based on competence and performance.

 To confirm the services of probationary employees upon their completing the

probationary period satisfactorily.

 To assess the training and development needs of employees.

 To decide upon a pay raise where (as in the organized sector) regular pay scales
have not been fixed.

 To let the employees know where they stand in so far as their performance is
concerned and to assist them with constructive criticism and guidance for the
purpose of their development.

 To improve communication. Performance appraisal provides a format for

dialogue between the superior and the subordinate, and improves understanding
of personal goals and concerns. This can also have the effect of increasing the
trust between the rater and the ratee.

Finally, Performance appraisal can be used to determine whether HR programmes such,

as selection and training and transfers have been effective or not.

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MULTIPLE PURPOSE OF PERFORMANCE ASSESSMENT

General Applications Specific Purpose

Developmental uses Identification of individual needs.

Performing feedback

Determining transfers and job assignments.

Identification of individual strength and

developmental needs

Administrative Uses Salary, Promotion, retention or termination,

Recognition of individual performance, lay

offs, identification of poor performance.

Organizational Objectives HR Planning, Determining of

Organizational training needs, Evaluation

of Organizational goal achievement,

Information of goal identification,

Evaluation of HR Systems, Reinforcement

of organizational developmental needs.

Documentation Criteria for validation research,

Documentation of HR decisions , helping

to meet legal requirements

63
CHAPTER-3

REVIEW OF

LITERATURE

64
 Performance Management - Meaning, System and Process

Definition of Performance Management

The role of HR in the present scenario has undergone a sea change and its focus is on
evolving such functional strategies which enable successful implementation of the major
corporate strategies. In a way, HR and corporate strategies function in alignment. Today,
HR works towards facilitating and improving the performance of the employees by
building a conducive work environment and providing maximum opportunities to the
employees for participating in organizational planning and decision making process.

Today, all the major activities of HR are driven towards development of high
performance leaders and fostering employee motivation. So, it can be interpreted that the
role of HR has evolved from merely an appraiser to a facilitator and an enabler.

Performance management is the current buzzword and is the need in the current times of
cut throat competition and the organizational battle for leadership. Performance
management is a much broader and a complicated function of HR, as it encompasses
activities such as joint goal setting, continuous progress review and frequent
communication, feedback and coaching for improved performance, implementation of
employee development programmes and rewarding achievements.

The process of performance management starts with the joining of a new incumbent in a
system and ends when an employee quits the organization.

Performance management can be regarded as a systematic process by which the overall

performance of an organization can be improved by improving the performance of
individuals within a team framework. It is a means for promoting superior performance
by communicating expectations, defining roles within a required competence framework
and establishing achievable benchmarks.

65
According to Armstrong and Baron (1998), Performance Management is both a strategic
and an integrated approach to delivering successful results in organizations by improving
the performance and developing the capabilities of teams and individuals.

The term performance management gained its popularity in early 1980‘s when total
quality management programs received utmost importance for achievement of superior
standards and quality performance. Tools such as job design, leadership development,
training and reward system received an equal impetus along with the traditional
performance appraisal process in the new comprehensive and a much wider framework.
Performance management is an ongoing communication process which is carried
between the supervisors and the employees through out the year. The process is very
much cyclical and continuous in nature. A performance management system includes the
following actions.

 Developing clear job descriptions and employee performance plans which

includes the key result areas (KRA') and performance indicators.
 Selection of right set of people by implementing an appropriate selection process.
 Negotiating requirements and performance standards for measuring the outcome
and overall productivity against the predefined benchmarks.
 Providing continuous coaching and feedback during the period of delivery of
performance.
 Identifying the training and development needs by measuring the outcomes
achieved against the set standards and implementing effective development
programs for improvement.
 Holding quarterly performance development discussions and evaluating employee
performance on the basis of performance plans.
 Designing effective compensation and reward systems for recognizing those
employees who excel in their jobs by achieving the set standards in accordance
with the performance plans or rather exceed the performance benchmarks.
 Providing promotional/career development support and guidance to the
employees.

66
  Performing exit interviews for understanding the cause of employee
discontentment and thereafter exit from an organization.

A performance management process sets the platform for rewarding excellence by

aligning individual employee accomplishments with the organization‘s mission and
objectives and making the employee and the organization understand the importance of a
specific job in realizing outcomes. By establishing clear performance expectations which
includes results, actions and behaviors, it helps the employees in understanding what
exactly is expected out of their jobs and setting of standards help in eliminating those
jobs which are of no use any longer. Through regular feedback and coaching, it provides
an advantage of diagnosing the problems at an early stage and taking corrective actions.

To conclude, performance management can be regarded as a proactive system of

managing employee performance for driving the individuals and the organizations
towards desired performance and results. It‘s about striking a harmonious alignment
between individual and organizational objectives for accomplishment of excellence in
performance.

Process of Performance Management System

Any effective performance management system includes the following components:

1. Performance Planning: Performance planning is the first crucial component of

any performance management process which forms the basis of performance
appraisals. Performance planning is jointly done by the appraisee and also the
reviewee in the beginning of a performance session. During this period, the
employees decide upon the targets and the key performance areas which can be
performed over a year within the performance budget., which is finalized after a
mutual agreement between the reporting officer and the employee.
2. Performance Appraisal and Reviewing: The appraisals are normally performed
twice in a year in an organization in the form of mid reviews and annual reviews
which is held in the end of the financial year. In this process, the appraisee first

67
 offers the self filled up ratings in the self appraisal form and also describes his/her
achievements over a period of time in quantifiable terms. After the self appraisal,
the final ratings are provided by the appraiser for the quantifiable and measurable
achievements of the employee being appraised. The entire process of review seeks
an active participation of both the employee and the appraiser for analyzing the
causes of loopholes in the performance and how it can be overcome. This has
been discussed in the performance feedback section.
3. Feedback on the Performance followed by personal counseling and
performance facilitation: Feedback and counseling is given a lot of importance
in the performance management process. This is the stage in which the employee
acquires awareness from the appraiser about the areas of improvements and also
information on whether the employee is contributing the expected levels of
performance or not. The employee receives an open and a very transparent
feedback and along with this the training and development needs of the employee
is also identified. The appraiser adopts all the possible steps to ensure that the
employee meets the expected outcomes for an organization through effective
personal counseling and guidance, mentoring and representing the employee in
training programmes which develop the competencies and improve the overall
productivity.
4. Rewarding good performance: This is a very vital component as it will
determine the work motivation of an employee. During this stage, an employee is
publicly recognized for good performance and is rewarded. This stage is very
sensitive for an employee as this may have a direct influence on the self esteem
and achievement orientation. Any contributions duly recognized by an
organization helps an employee in coping up with the failures successfully and
satisfies the need for affection.
5. Performance Improvement Plans: In this stage, fresh set of goals are
established for an employee and new deadline is provided for accomplishing
those objectives. The employee is clearly communicated about the areas in which
the employee is expected to improve and a stipulated deadline is also assigned

68
 within which the employee must show this improvement. This plan is jointly
developed by the appraisee and the appraiser and is mutually approved.
6. Potential Appraisal: Potential appraisal forms a basis for both lateral and vertical
movement of employees. By implementing competency mapping and various
assessment techniques, potential appraisal is performed. Potential appraisal
provides crucial inputs for succession planning and job rotation.

METHODS OF PERFORMANCE APPRAISAL

RANKING METHOD

In this the superior ranks his or her subordinates in the order of their merit starting from
the best to the worst. All that the HR department knows is that A is better than B. The
‗how‘ and ‗why‘ are not questioned, nor answered. No attempt is made to fractionalize
what is being appraised into component element. This method is subject to the Halo
effect, although ranking by two or more raters can be averaged to help reduce biases. Its
advantages include ease of administration and explanation.

PAIRED COMPARISON METHOD

Under this method, the appraiser compares each employee with other employee, one at a
time. For example there are five employees named A, B, C, D, E. The Performance of A
is first compared with the performance of B and a decision is made about whose
performance is better. Then A is compared with C, D and E in that order. The same
procedure is repeated for other employees. The number of comparisons may be
calculated with the help of a formula which reads thus :-

N (N-1)/2 Where N stands for the number of employees to be compared. If there are 10
Employees, the number of comparisons will be
{10(10-1)}/2 =45. After the completion of comparison, the results can be tabulated, and a
rank is created from the number of times each person is considered to be superior.

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RATING SCALES
This is the simplest and most popular technique for appraising employee performance.
The typical rating-scale system consists of several numerical scales, each representing a
job – related performance criterion such as dependability, initiative, output, attendance,
attitude, cooperation and the like. Each scale ranges from excellent to poor. The rater
checks the appropriate performance level on each criterion, then computes the employees
total numerical score .The number of points scored may be linked to salary increases ,
whereby so many point equal a rise of some percentage .
Rating scales offer the advantages of adaptability, relatively easy use and low cost.
Nearly every type of job can be evaluated with the rating scale, the only requirement
being the job performance criteria should be changed. This way a large number of
employees can be evaluated in a short time, and the rater does not need any training to
use the scale.
The disadvantages of this method are several .The raters‘ biases are likely to influence
evaluation, and the biases are particularly pronounced on subjective criteria such as
cooperation, attitude and initiative. Furthermore numerical scoring gives an illusion of
precision.

FORCED CHOICE METHOD

In this method, the rater is given a series of statements about an employee. These
statements are arranged in blocks of two or more, and the rater indicates which statement
is most or least descriptive of the employee.

Typical statements are:-

1) Learns fast ---------------------------------Works Hard.

2) Work is reliable ----------------Performance is good example for.

3) Absents often--------------------others usually tardy.

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 This approach is known as the forced choice method because the rater is forced to
select statements which are readymade .The advantage of this method is the absence
of personal bias in rating .The disadvantage is that the statements may not be properly
framed –they may not be precisely describe the employees‘ traits.

FORCED DISTRIBUTION METHOD

One of the errors in rating is leniency –clustering a large number of employees around a
high point on a rating scale .The forced distribution method seeks to overcome the
problem of compelling the rater to distribute the ratees on all points on the rating scale .

This method operates under an assumption that the employees performance level
conforms to a normal statistical distribution. Generally it is assumed that employees
performance levels conforms to a bell shaped curve .For example, the following
distribution might be assumed to exist –excellent 10% ,good 20% ,average 40% , below
average 20% , and unsatisfactory 10% .

71
The Figure Below illustrates the distribution: ---

Forced Distribution on a bell curve

The major weakness of the forced distribution method lies in the assumption that
employee performance levels always conform to a normal (or some other) distribution. In
Organizations that have done a good job of selecting and retaining only the good
performers, the use of forced distribution approach would be unrealistic, as well as
destructive to the employee morale.

The error of central tendency may also occur, as the rater resists from placing an
employee in the lowest or in the highest group. Difficulties also arise for the rater to
explain to the ratee why he or she has been placed in a particular group .One merit of this
approach is that it seeks to eliminate the error of leniency.

72
However, the forced choice method is not acceptable to raters and the ratees , especially
in small groups or when group members are all of high ability.

FIELD REVIEW METHOD

This is an appraisal by someone outside the assessor‘s own department, usually someone
from the corporate office or the HR department .The outsider reviews employee records
and holds interviews with the ratee and his or her superior .This method is primarily used
for making promotional decision at the managerial level.

Field reviews are also useful when comparable information is needed from employees in
different units or locations. Two disadvantages of this method are:

1. An ―Outsider ―is usually not familiar with conditions in an employee‘s work

environment which may affect the employee‘s ability or motivation to perform.

2. An ‗Outsider‘ review does not have the opportunity to observe employee behavior
of performance over a period of time and in a variety of situations, but only in an
artificially structured interview situation which extends over a very short period
of time.

360- DEGREE FEEDBACK

Where multiple raters are involved in evaluating performance, the technique is called
360-degree appraisal. The 360-degree technique is understood as systematic collection of
performance data on an individual or group, derived from a number of stakeholders – the
stakeholders being the immediate supervisors, team members, customers, peers and self.
In fact anyone who has useful information on ‗how an employee does the job‘ may be
one of the appraisers.

The 360 degree appraisal provides a broader perspective about an employee‘s

performance. In addition, the technique facilitates greater self-development of the
employees. For one‘s development, multi source feedback is highly useful. It enables an

73
employee to compare his or her perceptions about self with perceptions of others.
Besides, the 360 degree appraisal provides formalized communications links between
employee and his or her internal or external customers. The technique is particularly
helpful in assessing soft skills possessed by employees. By design the 360 degree
appraisal is effective in identifying and measuring interpersonal skills, customer
satisfaction and team building skills.

However, there are drawbacks associated with the 360 degree feedback. Receiving
feedback on performance from multiple sources can be intimidating. It is essential that
the Organizations create a non- threatening environment by emphasizing the positive
impact of the technique on an employee‘s performance and development. Further, firms
that use the technique take a long time on selecting the rater, designing questionnaires
and analyzing the data. In addition, multiple raters are less adept at providing at providing
a balanced and objective feedback than the supervisors who are sought to be replaced.
Raters can have enormous problems separating honest observations from personal
differences and biases.

Pitfalls, notwithstanding, more and number of firms are using the 360 Degree appraisal
technique to assess the performance of their employees.

CHALLENGES OF PERFORMANCE APPRAISAL

With the increased significance of performance Appraisal, Challenges confronting the

system are mounting. One serious challenge facing the performance .One serious
challenge facing the performance appraisal system relates to assessment of self managed
teams. Popularly called empowered teams, these self managed teams create special
challenges for performance appraisal –empowered teams perform without supervisors.
Historically, if one recalls, it is the supervisor who assesses the performance of his or her
subordinates. Another challenge is that both individual and team performance need to be
measured. A suitable device needs to be developed to assess the performance of
empowered teams because more and more firms use such teams to enhance productivity.

74
 Set Tangible targets for Determine
Identify KRA’s each KRA. Incorporate intangible
crucial to business Stretch elements for parameters (like
during the year each target. Fix the initiative) which
minimum acceptable indicate pockets of
target individual’s
excellence with the
team.
Evaluate Communicate the
Performance of the results to ensure Measure the
team against pre transparency Performance of the
determined targets team (actual versus
targets) every month
Identify individuals who have excelled
Discount subjective factors by including
assessors from outside the team to
identify outstanding individuals

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OTHER CHALLENGES OF PERFORMANCE APPRAISAL

Create a culture of excellence that inspires every employee to improve and lend
himself or herself to be assessed.
Align organizational objectives to individual aspirations.
Clear growth paths of talented individuals.
Provide new challenges to rejuvenate careers that have reached the plateau stage.
Forge a partnership with people for managing their careers.
Empower employees to make decisions without the fear of failing.
Embed teamwork in all operational processes.
De-bureaucratize the organization structure for ease of flow of information.

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 LEGAL ISSUES ASSOCIATED
WITH
PERFORMANCE APPRAISAL

Performance appraisal data are used to make many important HR decisions (e.g. pay,
promotion, training, transfer and termination). The appraisal system is a common target
of legal disputes by employees involving charges of unfairness and bias. An employee
may seek the legal recourse to obtain relief from a discriminatory performance appraisal.

There are several recommendations to assist employees in conducting fair performance

appraisal and avoiding legal suits. Gleaned from case laws, these recommendations are
intended to be perspective measures that employers should take to develop fair and
legally defensible performance appraisal systems.

1. Legally defensible appraisal procedures.

All personnel decisions should be based on a formal standardized performance

appraisal system.

Any performance appraisal process should be uniform for all employees within a
job group, and decisions based on those performance appraisals should be
monitored for differences according to race, sex, national origin, religion, or age
of the employees. While obtained differences as a function of any of these
variables are not necessarily illegal, an organization will have more difficulty
defending an appraisal system with rating related to these variables.

All specific performance standards should be formally communicated to

employees.

All employees should be able to review their appraisal results.

There should be a formal appeal process for the rate to rebut rater judgments.

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 All raters should be provided with written instructions and training on how to
conduct appraisals properly to facilitate systematic, unbiased appraisals.

All personnel decision-makers should be well informed of anti-discrimination

laws.

They should be made aware of the fine distinctions between legal and illegal activities
regarding decisions based on appraisals.

2. Legally defensible appraisal content

Any performance appraisal content should be based on a job analysis.

Appraisals based on traits should be avoided.

Objectively verifiable performance data (e.g. productivity, not ratings)

should be used whenever possible.

Constraints on an employee‘s performance that are beyond the employee‘s

control should be prevented from influencing the appraisal to ensure that
the employee has an equal opportunity to achieve any given performance
level.

Specific job-related performance dimensions should be assigned weights

to reflect their relative importance in calculating the composite
performance score.

3. Legally defensible documentation of appraisal results

A thoroughly written record of evidence leading to termination decision

should be maintained (e.g. performance appraisals and performance

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 counseling to advise employees of performance deficit, and to assist poor
performers in making needed improvements).

Written documentation (e.g. specific behavioral examples) for extreme

ratings should be required and they must be consistent with the numerical
ratings.

Documentation requirements should be consistent among the raters.

4. Legally defensible raters

The raters should be trained in ‗how to use an appraisal system‖.

The raters must have opportunity to observe the rate first-hand or to
review important rate performance products.
Use of more than one rater is desirable in order to lessen the amount of
influence of any one rater and to reduce the effects of biases. Peers,
subordinates, customers, and clients are possible sources.

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 CHAPTER-4

RESEARCH

METHODOLOGY

80
 RESEARCH METHODOLOGY

The Concept-
The term ‗Research Methodology‘ indicates an exhaustive and searching investigating
into some accepted principles and conclusions, so as to bring into light some new and
novel facts .The first step towards any research is to identify the problem and look at it
objectively. One problem to be studied is decided, the steps to be finalized as follows:-

 The Sample is to be surveyed as to get the reliable result.

 Methods to be used for collecting required information.
 Interpretation of data to get the required result through an analysis.
 Provide the necessary recommendations and suggestions.

The methodology is based on the extensive experience in qualitative and quantitative

interview methods with both workers and factory managers .The Study solicits and
examines Performance Appraisal System and offers insight into the ethical and business
perspective of the issue through a survey for its analysis .The study relied on trained
interviews using a structured interview to gather a broad range of information regarding
the Appraisal system prevailing in the organization .The Study emphasizes on both
engineers and senior engineers interview s conducted at Moser Baer India Limited At
Greater Noida Plant employees .

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 OBJECTIVES OF THE STUDY

An analysis of Performance Management System in

Moser Baer India Limited

The strategic intent of the project was to do an overall analysis of Performance

Management System of Engineers and Senior Engineers in Moser Baer India Limited,
where the purpose was to focus on the reasons for checking the grievances and gaps of
the Performance Appraisal Process and giving suitable recommendations for the increase
in efficiency of the system.

The main objectives identified were: -

 To Understand the Present Performance Management System and its strategic

framework and policies.
 To interview and discuss the area of focus with engineers and senior engineers
and other employees regarding the Appraisal Process.
 To find the various reasons for its pitfalls.

 To effect promotions based on competence and performance.

 To assess the training and development needs of employees.

When mapped into a pictorial representation, the objectives translated into the following
framework.

Research design

A. Problem defining

To study the present Performance Management System of Moser Bear Pvt. Ltd.

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 B. Literature survey

The literature used in this project is taken from websites and books.

C. Type of research

The research is both exploratory & descriptive in nature as the researcher has
explored the PMS of the company and its shortcomings. It is descriptive in nature
as the researcher has used pie charts to describe the analysis of the project.

D. Data collection design

1. Source of data.
Primary data through questionnaire and interview.

2. Sampling size
The sample size of the study is 100.

3. Sampling Technique
 Deliberate & Convenience Sampling

4. Sampling units

The researcher has done the survey in 10 departments with 100 Engineers/Senior
Engineers filled up the questionnaire and was interviewed.

Interviews were conducted and the Questionnaires were filled from 25th March 2018 to
5th April 2018. All the Engineers were interviewed with convenience from the available
list from the different departments. Onsite interviews were also conducted at random for

83
further clear picture prevailing in the organization. The aggregate result of the interviews
presents a Clear picture of the Performance Appraisal System in the Organization.

Tools of Data Collection

Methods refer to the designing of evaluation instrument .Evaluation instrument is a data

collection device administered at the appropriate stage of any analysis. Data Collection is
a major ingredient of any research project.
To get the data quite a few methods can be used like –
 Questionnaires
 Personal Interviews and Discussions
 Records of the Organization
 Internet and Intranet

I have used all the four above tools to get along with research project, but the main
emphasis is given to the responses collected through questionnaires, personal interviews
and discussions. The numerous official records of the past and the present, intranet sight
are also referred for the collection of exact information and statistical data.

LIMITATIONS OF STUDY

Sample size is too small to reflect the opinion of the whole organization
Any organization should not reveal all the details of the company
There is a time limitation, as no one can study exhaustively in a very less time
period of 8 weeks.
Lack of cooperation on part of the respondents.

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 CHAPTER-5

DATA ANALYSIS &

INTERPRETATION

85
NO. OF EMPLOYEES USED IN THIS SURVEY

TRAINING
No of Em ployees

OMG

JB

CDR

PRODUCTION

DVD
PRODUCTION
PRODUCTION
PLANT 2
CDR
MAINTAINENCE
QUALITY

PRINTING

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Question 1:- DO YOU HAVE CLEAR UNDERSTANDING OF THE KRAs(Key
Result Areas) ?

TABLE 5.1 KEY RESULT AREAS

YES NO CANT’SAY TOTAL

5% 17% 78% 100%

DIAGRAM 5.1

DO YOU HAVE CLEAR UNDERSTANDING OF

THE KRAs(Key Result Areas) ?

5%
17%

Yes
No
Can't Say

78%

DATA ANALYSIS & INTERPREATATION: - The above pie chart shows the
percentage of employees who has clear understanding of the KRAs. This chart depicts
that only 5% of the employees understand the KRAs of the organization. 78% of the
employees don‘t have understanding of the KRAs. From the responses the pie chart
illustrates that most of the employees are not aware regarding the Key result Areas, then
why it is given in the Self Appraisal form and TNI form to write the KRA of the

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Particular individual and Check himself/herself whether it is being fulfilled or not. So it is
just for name sake or really the Employees are not aware regarding the same.

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Question 2 :-IS THE PRESENT PERFORMANCE PLANNING WELL?

TABLE 5.2 PERFORMANCE PLANNING

YES NO CANT’SAY TOTAL

17% 18% 65% 100%

DIAGRAM 5.2

IS THE PRESENT PERFORMANCE PLANNING

WELL?

Yes
17% 18%
No

Can't Say

65%

DATA ANALYSIS & INTERPREATATION: - This chart depicts that 18% of the
employees are satisfied with the present performance planning of MBIL. 65% of the
employees are not satisfied with the present performance planning of the organization.
17% of the employees have no clear idea about the performance planning of the MBIL.
You can find from the Pie chart that the response to the Particular Question is not
encouraging as it clearly shows that the Present Performance planning is not up to the

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mark so there is a need to check the same and then identify whether there is present target
prevailing for the Employees and if it is exists why it is not up to the mark.

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Question 3:- IS YOUR KPA RELEATED TO YOUR COMPANY’S GOALS AND

OBJECTIVES

TABLE 5.3 COMPANY'S GOALS AND OBJECTIVES

YES NO CANT’SAY TOTAL

5% 32% 63% 100%

DIAGRAM 5.3

IS YOUR KPA RELATED TO YOUR COMPANY'S

GOALS AND OBJECTIVES

5%

32% Yes
No
Can't Say
63%

DATA ANALYSIS & INTERPREATATION: - The above charts depicts that 5% of

the employees think that the KPAs are related to the company‘s goals and objectives.
Most of the employees don‘t have clear idea about the link between the KPAs and the
objectives of the company. As far as the response to this Question is Concerned most of
the employees are unaware whether their KPA is related to the Company Goal. The

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Second Question ask what are the Specific contributions in last Six Months and there are
two parts 1) Quantity output against target set 2) Quality of output -ratings as you, don‘t
you think they are contradictory in nature As if they are not aware they must be filling
whatever they think ?So in know your policy programmes this thing should be made
mandatory so the employees are aware of the same , if this rule is not followed then also
they should be known their tasks well then only they will be able to fill their forms
properly otherwise the opinion of the appraiser or the reviewer of that particular
employee will not come up to the mark.

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Question 4:- DOES YOUR MANAGER DISCUSS ANY MID TERM
DOES YOUR MANAGER DISCUSS ANY MID TERM CHANGES IN YOUR
TASKS?

TABLE 5.4 MID TERM

YES NO CANT’SAY TOTAL

17% 20% 63% 100%

DIAGRAM 5.4

DOES YOUR MANAGER DISCUSS ANY MID TERM

CHANGES IN YOUR TASKS?

17% 20%

Yes
No
Can't Say

63%

DATA ANALYSIS & INTERPREATATION: - 20% of the employees agree that

midterm changes are being discussed to them by the HR manager. 63% of the employees
don‘t agree that mid term changes are being discussed. As per the responses you can see
that most of the employees have said that the manager does not discuss any mid term

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changes that means that if the employee has done anything wrong at a particular time
he/she has not given any feedback. It is the Duty of the manager so the employee will
also see that my manager takes me seriously and the employee will also motivated at the
particular context whichever department he/she belongs.

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Question 5:- WHICH APPRAISAL METHOD IS PREFERED BY YOU?

TABLE 5.5 APPRAISAL METHOD

Appraisal by Appraisal Self Appraisal TOTAL

reviewer by
Manager

5% 32% 63% 100%

DIAGRAM 5.5

WHICH APPRAISAL METHOD IS PREFERED BY YOU?

5%
Appraisal by reviewer
32% Appraisal by Manager
Self Appraisal

63%

DATA ANALYSIS & INTERPREATATION: - 63% of the employees prefer self

appraisal method. 32% of the employees prefer to the appraisal to manager and only few
are comfortable by reviewer. Most of the employees are comfortable with self appraisal
method and rest of them are preferring appraisal by manager and reviewer. This depicts
that employees are not comfortable with interference from the management.

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Question 6:- ARE YOU GIVEN REGULAR FEEDBACK ON YOUR
PERFORMANCE

TABLE 5.6 REGULAR FEEDBACK

YES NO CANT’SAY TOTAL

10% 12% 78% 100%

DIAGRAM 5.6

ARE YOU GIVEN REGULAR FEEDBACK ON

YOUR PERFORMANCE?

10% 12%

Yes
No
Can't Say

78%

DATA ANALYSIS & INTERPREATATION: - This chart shows that only 12% of
employees think that regular feedback on performance is being given to them by
management. 78% of the employees are not happy with the feedback given to them.
The graph clearly shows that almost 8 out of 10 employees are not given any feedback
which is a very bad thing as far as any organization is concerned at least if he / she is

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given feedback they will improve or whatever there grievances and problems are there
can be sorted out and their frequency of work would be increased.

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Question 7:- DOES THE PERFORMANCE MANAGEMENT SYSTEM
IDENTIFY AND ADDRESS YOUR TRAINING & DEVELOPMENT NEEDS?

TABLE 5.7 PERFORMANCE MANAGEMENT SYSTEM

YES NO CANT’SAY TOTAL

8% 27% 65% 100%

DIAGRAM 5.7

DOES THE PERFORMANCE MANAGEMENT

SYSTEM IDENTIFY AND ADDRESS YOUR TRAINING &
DEVELOPMENT NEEDS?

8%
27%
Yes
No
Can't Say

65%

DATA ANALYSIS & INTERPREATATION: - Most of the employees that is 65% are
not happy with the training need assessment by the management. 27% are comfortable
with the training and development needs assessed by the management. The Graph shows
that the current performance management system is unable to identify and address the

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Development needs of the Employee which can cause high attrition. If this is true then
may be company is having a good name but if it is so then the employees will run away
and they will not work for many years, So there is a need to identify this and it is possible
only when we go through the Current PMS and identify its shortcomings and try to work
upon it.

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Question 8:-DOES YOUR PRESENT PERFORMANCE MANAGEMENT
SYSTEM MEET YOUR CAREER ADVANCEMENT /EXPECTATIONS

TABLE 5.8 PERFORMANCE MANAGEMENT SYSTEM

YES NO CANT’SAY TOTAL

13% 32% 55% 100%

DIAGRAM 5.8

DOES YOUR PRESENT PERFORMANCE

MANAGEMENT SYSTEM MEET YOUR CAREER
ADVANCEMENT /EXPECTATIONS ?

13%

Yes
No
32% 55% Can't Say

DATA ANALYSIS & INTERPREATATION: - 55% of the employees are happy with
the PMS with respect to career advancement The responses shows that they are happy
with the Performance Management System as it is giving them their career advancement,
but the responses earlier were not up to the mark as per me I think that they see that
Moser Baer has a good name in the market so they are working for some time they are

100
getting appraised and jumping to another company for their advancement but I am only
saying as per the data collected from the engineers in the response. Because this
organization is a very good learning organization and everyone thinks that lets take some
experience and learn & than after 1-2 yrs go for some other organization.

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Question 9:-HOW WOULD YOU RATE PRESENT PMS ON FAIRNESS AND

EQUITY ASPECTS

TABLE 5.9 FAIRNESS AND EQUITY ASPECTS

NOT FAIR SATISFACTORY GOOD FAIR HIGHLY FAIR TOTAL

3% 10% 3% 38% 46% 100%

DIAGRAM 5.9

HOW WOULD YOU RATE PRESENT PMS ON

FAIRNESS AND EQUITY ASPECTS

10% 3%
3% Not Fair
38%
Satisfactory
Good
Fair
Highly Fair
46%

DATA ANALYSIS & INTERPREATATION: - The employees survey of engineers

and senior engineer shows that it is satisfactory the Current performance System we
should try to increase it more by training programs and other activities like appreciation,

102
motivational and behavioral programs for these employees which will give them value
addition to their job and it should happen just after the appraisal process then the
employees will take it in the Positive Sense.

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 Question 10:-WHICH IS THE SATISFACTION LEVEL FROM THE PRESENT
PMS?

TABLE 5.10 SATISFACTION LEVEL

HIGHLY SATISFIED AVERAGE LESS NOT TOTAL

SATISFIED SATISFIED SATISFIED

7% 2% 10% 32% 49% 100%

DIAGRAM 5.10

WHAT IS THE SATISFACTION LEVEL FROM THE

PRESENT PMS?

7% 2% 10%
Highly satisfied
Satisfied
Average
32% Less Satisfied
49%
Not Satisfied

DATA ANALYSIS & INTERPREATATION: - As per the Graph Most of the People

are not satisfied and 7% people are there out of the survey of 40 Engineers who are not at

all satisfied so it is an area of deep concern and should be taken it carefully.

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 CHAPTER-6

CONCLUSION &

SUGGESTIONS

105
 CONCLUSION

The Performance Appraisal process working for a large organization like Moser Baer is
fine but it do have some shortcomings which if not taken into account could lead to
serious imbalances in the organization so it is better to find ways to work upon it. To
reduce or eliminate these shortcomings and it be the perfect system to rely upon and
maximum efficiency and output is there in it. Certain gaps you would have come to know
through the pie charts but there are more, which I am listing it down.

1. Documented PMS Policy

a. Assessment on characteristics instead of KPA‘S
b. Characteristics redefined as competencies
2. Assessment for values
3. Potential Assessment
4. Job Rotation
5. Additional Qualification
6. Stretch Target
7. Training need identification
8. Past data creates bias

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 SUGGESTIONS

After doing the research on Performance Management System and done its analysis it is
very clear what are the Gaps and what should be done though I would like to suggest
something that the Performance management System should be fair enough so that the
employee doesn‘t say a word or discuss regarding the same.

The performance Management System should be made robust in order to avoid the
loopholes as it looks good on paper it should be done practically also. People should be
made aware regarding their Target and Goals so they try to achieve the same.

Past data should not be there in the appraisal form otherwise it makes biased opinion
regarding the employee at that point of time. Employees should be given performance
benefit by being promoted to upper level if they do get a higher qualification.

There should be potential assessment and employee should be moved from one job to
another on the basis of the caliber and moreover should be given a chance so it will not
create monotonous environment in the eye of the employee.

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CHAPTER-7
BIBLIOGRAPHY

108
 BIBLIOGRAPHY

BOOKS

 K.aswathappa, Human Resource Personal Management.

 V.S.P Rao, Human Resource Management.
 C.R.Kothari ,Methods & Techniques,New Delhi, Age International publications.
 D.N.Venkatesh ,H uman Resource Management.
 Shekharan Uma, Business Research Method, John Wiley Publications.
 Zikmud ,Business Research Methods, Cenage Publications.
 Copper, Business Research Methods, Tata MCGraw Hill.

WEBSITES

 WWW.CITE HR.COM
 WWW.HRDNETWORK.COM
 WWW.AIMA-IND.ORG
 WWW.STANFORD.EDU
 WWW.IGNOU.AC.IN
 WWW.HRCOMMUNITY.COM

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 CHAPTER-8

ANNEXURE
 QUESTIONNAIRE

110
 ANNEXURE

Questionnaire

SURVEY ON PERFORMANCE APPRAISAL PROCESS AND ITS ANALYSIS

IDENTIFICATION/ID NO (OPTIONAL)-

DEPARTMENT -

AGE -

SEX - MALE / FEMALE

QUALIFICATION-

Please answer the following questions; your responses will be kept confidential

1) Do you have clear understanding of the Key performance Areas/Key Result Areas?

1) Yes 2) No 3) Can‘t Say

2) Is the present performance planning mechanism well?

1) Yes 2) No 3) Can‘t Say

111
3) Is your KPA (key Performance Area) related to your company goals and

objectives?

1) Yes 2) No 3) Can‘t Say

4) Does your manager discuss any mid term changes in your tasks?

1) Yes 2) No 3) Can‘t Say

5) Which yearend appraisal do you prefer?

1) Self Appraisal

2) Appraisal by immediate manager

3) Appraisal by reviewer

6) Are you given regular feedback on your performance?

1) Yes 2) No 3) Can‘t Say

7) Does the Performance Management System identify and address your training and

development needs?

1) Yes 2) No 3) Can‘t Say

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8) Does the Present Performance Management System meet your career advancement

/expectations?

1) Yes 2) No 3) Can‘t Say

9) Does the organization provide adequate reward after the appraisal?

1) Yes 2) No 3) Can‘t Say

10) What is your satisfaction level from the present Performance Management System?

Tick (√) the Appropriate Box

Highly Satisfied Neutral Unsatisfied Highly

Satisfied unsatisfied

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