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PROJECT REPORT
ON
PERFORMANCE APPRAISAL
(SESSION – 2009-2011)
SUBMITTED TO
BILASPUR, GURGAON
CONTENTS
Preface
Declaration
Acknowledgement
Introduction 1
Significance of the Study 15
Company Profile 16
Focus of the Study
• Research Design
PREFA
CE
True learning is born out of experience and observation practical experience is one of the best
types of leanings that one can remember throughout the life. After III semesters in learning
theoretical aspects of administration and management, the day come to apply these in
corporate world in content of modern industrial enterprise that has to go through its different
terminal to achieve that corporate goals. The main object of practical training is to develop
practical knowledge and experience and awareness about industrial environment and business
practices in the student as a supplement to theoretical studies of administration and
management in specific area like HRM. It increases the skill, ability and attitude of a student
to perform specific job in industrial environment.
Fortunately, I got golden opportunity to visit at THE LUMAX. Here, I got chance to see the
functioning HRD departments and imbibe a lot learning of the subjects.
DECLARATION
I PAWAN KUMAR, Roll no.09-MBA-132, Class MBA 4TH SEM. Of the GITM
Countersigned
Forwarded by
I would like to thank all those people who helped and provided their support and to
complete this Training Report successfully.
I am thankful to Mr. L.m.. Yadav (Manager Personnel), and all the employees of
(PAWAN KUMAR)
CHAPTER-1
INTRODUCTION
INTRODUCTION
This report was made during the summer vacation after the end of the II semester at GITM.
This duration is also said as the training period for us. During the summer training I had gone
to Bhiwadi in Lumax.
I had completed my training with Human Resource Management also known as Personnel
Department. I had chosen this topic because I wanted to know that how a company works and
while working with personnel department I find that the desire of my heart was fulfilled
because I was able to know the company in a better way.
Secondly I had chosen my topic, which consists of Performance Appraisal , which is directly
related to company’s performance and the workers performance respectively.
PERFORMANCE APPRAISAL
Performance appraisal is the process of obtaining, analyzing and recording information about
the relative worth if an employee. The focus of the performance appraisal is measuring and
improving the actual performance of the employee and also the future potential of the
employee. Its aim is to measure what an employee does.
It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps
to analyze his achievements and evaluate his contribution towards the achievement of the
overall organizational goals.
People differ in their abilities and their aptitudes. There is always some difference between
the quality of the same work on the same job being done by two different people. Therefore,
performance management and performance appraisal is necessary to understand each
employee’s abilities, competencies and relative merit and worth for the organization.
Performance appraisal rates the employees in terms of their performance.
Performance appraisals are widely used in the society. The history of performance appraisal
can be dated back to the 20th century and then to the Second World War when the merit rating
used for the first time. An employer evaluating their employees is a very old concept.
Performance appraisals are an indispensable part of performance measurement.
Performance appraisal is necessary to measure the performance of the employees and the
organization to check the progress towards the desired goals and aim.
The latest mantra being followed by organizations across the world being –“get paid
according to what you contribute” – the focus of the organizations is turning performance
management and specially to individual performance. Performance appraisal helps to rate the
performance of the employees and evaluate their contribution.
Towards the organizational goals. If the process of performance appraisal is formal and
properly structured, it helps the employees to clearly understand their roles and
responsibilities and give direction to the individual’s performance. It helps to align the
individual performance with the organizational goals and also review their performance.
Performance Appraisal takes into account the past performance of the employees and focuses
on the improvement of the future performance of the employees. Here at naukrihub, we
attempt to provide an insight into the concept of performance appraisal, the methods and
approaches of performance appraisal, sample performance appraisal forms and the appraisal
software’s available etc. An attempt has been made to study the current global trends in
performance appraisal.
OBJECTIVE OF Performance appraisal :
• To judge the gap between the actual and the desired performance.
• To judge the effectiveness of the other human resources functions of the organization
such as recruitment, selection, training and development.
APPROACHES TO PERFORMANCE DEVELOPMENT
Traditionally, performance appraisal has been used as just a method for determining and
justifying the salaries of the employees. Than it began to be used a tool for determining
rewards (a rise in the pay) and punishment (a cut in the pay) for the past performance of the
employees.
This approach was a past oriented approach, which focused only on the past performance of
the employees i.e. during a past – specified period of time. This approach did not consider the
development needs or career developmental possibilities. The primary concern of the
traditional approach is to judge the performance of the organization as a whole by the past
performances of its employees.
Therefore, this approach is also called as the overall approach. In 1950’s the performance
appraisal was recognized as a complete system in itself and the Modern Approach to
performance appraisal was developed.
The modern approach to performance development has made the performance appraisal
process more formal and structured. Now, the performance appraisal is taken as a tool to
identify better performing employees from others, employees training needs, career
development paths, rewards and bonuses and their promotions to the next levels.
Appraisal have become a continuous and periodic activity in the organizations. The results of
performance appraisals are used to take various other HR decisions like promotions,
demotions, transfers, training and development, reward outcomes. The modern approach to
performance appraisals includes a feedback process that helps to strengthen the relationship
between superiors and subordinates and improves communication throughout the
organization.
o Lack of competence
Top management should choose the raters or the evaluators carefully. They should
have the required expertise and the knowledge to decide the criteria accurately. They
should have the experience and the necessary training to carry out the appraisal
process objectively.
Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait
influencing the evaluator’s rating for all other traits) etc. may creep in the appraisal
process. Therefore the rater should exercise objectivity and fairness in evaluating and
rating the performance of the employees
o Resistance
The appraisal process may face resistance from the employees and the trade unions for
the fear of negative ratings. Therefore, the employees should be communicated and
clearly explained the purpose as well the process of appraisal. The standards should be
clearly communicated and every employee should be made aware that what exactly is
expected from him/her.
PERFORMANCE ASSESSMENT GUIDELINES
1) Self-Assessment
All Appraises will make a Self-Assessment of their own performance and fill in the
following information in the Performance Assessment Worksheet:
1. Key Result Area (KRA) These are critical functions of a job. Performance
with respect to defined KRAs lead to distinct
contributions/ outcomes towards organizational
objectives.
3) Assessment by Appraiser
Post discussion with the employees, the Appraiser will fill in the following information:
Definition of Level
Assessed Description of Typical %
Level Level Achievement KRA Performance Overall Performance
of Results
Performance exceeds
Expectation, consistently
DE Demonstrates Greater than Achieving challenging and
Overall performance exceeds all
Excellence 120% Stretch goals and meets Job expectations and is “visible”
Industry/ organizational Across the organization.
Standards of excellence.
4) Performance Review
The Appraiser will forward the Worksheet duly assessed and completed by him/her to the
Reviewer (the immediate supervisor of the Appraiser) for his/her review and validation.
Based on discussion with the Reviewer, the Assessed Level of Overall Performance for
the employee will be documented in the Worksheet (based on the guidelines in the above
table).
The reviewer and the appraiser shall document their overall comments relating to the
assessment of employee and sign off at respective places in the worksheet.
After the completion of performance review, the Overall Performance as assessed will be
taken through the Performance Calibration Process by the Functional Directors. This
process would aim at reviewing performance levels across the functional area and apply
necessary changes in line with structured guidelines, if any.
Assessed DE EE ME NI SME
Level
Appraising the performance of managers is very important, but at the same time, it is one of
the most difficult tasks in the organization. It is difficult because most of the managerial work
cannot be quantified i.e. it is qualitative in nature like leading his/her team, guiding,
motivating, planning etc.
Therefore, the two things to be noted and evaluated for the purpose of appraisals are:
• Performance as managers
Managers are responsible for the performance of their teams as a whole. Performance in
accomplishing goals would mean to look at the completion or achievement of the goals set for
a team of employees which is being assigned to or working under a particular manager. The
best measuring criteria for a manager are high goals, his plans of course of action to achieve
them and the extent of achievement of the goals.
Performance as managers
The responsibilities of managers include a series of activities, which are concerned with
planning, organizing, directing, leading, motivating and controlling. Managers can be rated on
the above parameters or characteristics.
“ A SUCCESSFUL MAN IS ONE WHO CAN LAY A FIRM FOUNDATION WITH THE
BRICKS OTHERS HAVE THROWN AT HIM.”
Therefore, on the part of the person receiving the feedback, the following points important to
be taken care of:
o The employee should have a positive attitude towards the feedback process.
o He should listen to the suggestions of the appraiser calmly and try to incorporate them
in his plans.
o Should not judge the appraiser as a person on the basis of the feedback.
On the part of the appraiser or the manager/person giving the feedback, the following points
are to be taken care of:
o The appraiser should make the receiver feel comfortable during the feedback meeting.
o The appraiser should make it a two – way conversation i.e. let the employee speak.
o Listen to the employee and note his points, suggestions, problems etc.
o The appraiser should not adopt a confrontational approach towards the meeting. The
goal is not to criticize the employee.
o Provide a constructive feedback to the employee i.e. in a way, which motivate him to
perform better.
Make the appraisal feedback meeting useful and productive for the organization and the
employee.
• This study very helpful to know about how to appraise the employees.
• Performance appraisal system also motivate the employee for better performance.
• This study also helpful to know about how personal department work and how it
adjust with lower level and upper level ?
COMPANY PROFILE
COMPANY PROFILE
Lumax Industries Ltd. was incorporated in 1945, promoted by S C Jain has grown from
success to success since its in Lumax in the year 1994 .
foundation. The company went public in the year 1984 , and thus in the same year embarked
on its highly successful technical collaboration with Stanley, Japan .Ten years of highly
rewarding partnership resulted in Stanley picking up financial stake Lumax signifies
‘LUMINOSITY MAXIMA’ for today’s demanding automobile users. It has taken automotive
lighting to an entirely new level. Today Lumax accounts for over 60% market share in the
Indian automobile lighting business, catalyzed by its over two decades strong technical and
financial collaboration with Stanley Electric Company Ltd, Japan, a world leader in vehicle
lighting and illumination products for automobiles.
As the most experienced automotive lighting solutions company in South Asia, Lumax ,
enjoys a history of more than half a century of innovation, technology, manufacturing and
market leadership. Today, Lumax Industries Limited is a full-capability provider of high
quality automotive lighting solutions for four wheelers and two wheeler applications, serving
automobile manufacturing in India as-well-as worldwide.
Lumax became an ISO 9002 certified company in 1995 , attained its QS 9000 certification in
the year 1998 and achieved the ISO/TS 16949 : 2002 and ISO 14001 in 2003. In the same
year Lumax Industries Ltd de-merged from its Mirror and Filter Division , there-by focusing
on its core competency of producing stellar automotive lighting products.
Lumax has seven ultra modern manufacturing plants in India. Of these, two are located in
cities of Gurgaon , Dharuhera in the state of Haryana, near New Delhi and three plants in
Pune, near Mumbai in Maharashtra and one plant near Chennai . These facilities have been
laid out to match world's best plant engineering standards, their plants are busy producing
automotive lighting products in large quantities to customer's exacting standards.
Lumax has a futuristic vision with an experienced and customer focused management team.
This is clearly evident from their financial growth which has seen a steady upward trend right
since their inception. Lumax posted a growth of over 39% in 2004-05, despite a de-merger
from its mirror and filters businesses. automotive lighting now enjoys a singular focus at
Lumax Industries.
Lumax facilities are manned by over a 2000 highly skilled and specialized personnel
composed of associates, executives and managers. Lumax is listed on major stock exchanges
in India and depicts a shareholding holding of 26% by Indian promoters, and 46% by public
and corporate bodies .
Lumax Industries offers a wide array of complete automobile lighting systems and solutions,
which includes; stellar quality Head Lamps and Tail Lamps, Sundry and Auxiliary Lamps and
other related products and accessories for four wheeler, two wheeler, trucks, buses, earth-
movers, tractors and a variety of diverse applications.
Clients
The company is having a highly diversified customer base its clientele includes global as well
as domestic automotive majors like, John Deere, Nissan, TruckLite, Vignal, Maruti Suzuki,
Hero Honda, Tata, Bajaj, Ford, Volvo Fiat and many more.
Technical Alliance:
• Lumax, Japan
• Valeo lighting Systems, France
• Truck Lite, Europe
Milestones:
LITERATURE REVIEW
I. Rationale
Performance appraisals are one of the most important requirements for successful business
and human resource policy (Kressler, 2003). Rewarding and promoting effective performance
in organizations, as well as identifying ineffective performers for developmental programs or
other personnel actions, are essential to effective to human resource management (Pulakos,
2003). The ability to conduct performance appraisals relies on the ability to assess an
employee’s performance in a fair and accurate manner. Evaluating employee performance is a
difficult task.
Once the supervisor understands the nature of the job and the sources of information, the
information needs to be collected in a systematic way, provided as feedback, and integrated
into the organization’s performance management process for use in making compensation, job
placement, and training decisions and assignments (London, 2003).
After a review of literature, a performance appraisal model will be described in detail. The
model discussed is an example of a performance appraisal system that can be implemented in
a large institution of higher education, within the Student Affairs division. The model can be
applied to tope level, middle-level and lower level employees. Evaluation instruments (forms)
are provided to assist you with implementation the appraisal system.
II. Introduction
Performance evaluations have been conducted since the times of Aristotle (Landy,Zedeck,
Cleveland, 1983). The earliest formal employee performance evaluation program is thought to
have originated in the United States military establishment shortly after the birth of the
republic (Lopez, 1968). The measurement of an employee’s performance allows for rational
administrative decisions at the individual employee level. It also provides for the raw data for
the evaluation of the effectiveness of such personnel- system components and processes as
recruiting policies, training programs, selection rules, promotional strategies, and reward
allocations (Landy,Zedeck, Cleveland, 1983). In addition, it provides the foundation for
behaviorally based employee counseling. In the counseling setting, performance information
provides the vehicle for increasing satisfaction, commitment, and motivation of the employee.
Performance measurement allows the organization to tell the employee something about their
rates of growth, their competencies, and their potentials. There is little disagreement that if
well done, performance measurements and feedback can play a valuable role in effecting the
grand compromise between the needs of the individual and the needs of the organization
(Landy, Zedeck, Cleveland, 1983).
III. Purpose
When conducting performance appraisals on any level, it is important to keep in mind the
common pitfalls to avoid.
2. Trait assessment. Too much attention to characteristics that have nothing to do with the job
and are difficult to measure.
5. Holding the employee responsible for the impact of factors beyond his/her control.
6. Failure to provide each employee with an opportunity for advance preparation (Maddux,
1993).
V. Legal Implications
Any performance appraisal system used to make employment decisions about a member of a
protected class (i.e. Based on age, race, religion, gender, or national origin) must be a valid
system (an accurate measure of performance associated with job requirements). Otherwise, it
can be challenged in the courts based on Title VII of the 1964 Civil Rights Act, the Civil
Rights Act of 1991 and the Age Discrimination in Employment Act of 1975 (London, 2003).
Uniform Guidelines on Employee Selection 1978 is the controlling federal law in the area of
performance appraisals. The Equal Employment Opportunity Commission (EEOC) requires
that any measurement used to differentiate between employees must be valid and fairly
administered. The Americans with Disabilities Act (ADA) suggests that performance
appraisals for people with disabilities for people with disabilities will not be conducted any
differently than those for other employees.
Another important aspect to consider is the employee’s right to privacy. Employees must have
complete access to their personnel files, but others should have controlled access. The records
should be accurate, relevant, and current.
VI. Rewards
Effective reward systems are often hard to establish when creating performance appraisals.
The question of how specific the reward, when the reward should be given, and how to
reward group efforts can be a tricky subject to master.
Our advice on this is to keep it simple. It is important to have an established reward system.
However, rewards can be as simple as more autonomy on the job, praise for progress,
additional professional development funding, and vacation time.
RESEARCH METHODOLOGY
Research is an art of scientific investigation, the pursuit of truth with the help of study,
observation, comparison and experiment. The Advanced Learner’s dictionary of current
English, lays down the meaning of research as a careful investigation or inquiry especially
through search for new facts in any branch of knowledge. Some people consider research as a
movement, a movement from the known to the unknown. It is actually a voyage of discovery.
Research aims to analyze interrelationship between variables and to drive explanations and
thus enables us to have a better understanding of the world in which we live. It aims at
developing new tools, concepts and theories for a better study of unknown phenomena.
• The main motto of the study is to learn about the performance appraisal system of the
company.
• To gain the practical knowledge about the personnel relations of employer and
employee.
• What are the various methods to appraise any employee so as to make him work for
the good sake of the company?
• How to train the employee so he could be able to catch the goals ineffective way.
• What are the rights enjoyed by the employee while working in the company?
• To gain the knowledge of the industry and to know the structure of the company.
• My area of interest was personnel department because I want to know about my ability
while being in the organization.
SAMPLE SIZE
The questionnaire in the company was circulated between the workers working in the
company at different posts. The questionnaire was conducted for 50 members. All these 50
members were the workers working within the company
• Primary data
• Secondary data
The information and data relating to the project was taken form certain selected
magazines, relevant websites, reference book and other details provided by the
company.
• Observation
• Questionnaire
• Interview
Sources of secondary data collection were:
• Various publications
In all two approaches were adopted to collect data and information regarding this study. The
strategy applied was to have a wide coverage of the organization, and at the same time, ensure
an in –depth perspective of the study.
The first step involved the administering of the various questionnaires to the relevant people
within the organization, of different department and designation.
The second step was the collection of data from documents and manuals, which provided the
details of HR matters, training and its programs, and requisite organizational information
pertinent to the study.
The sample size were limited due to some unavoidable reasons; namely, the number of
training programs and external to the regional office was dependent on the
participative level of the programs; the third phase sample was restricted to 50 on
suggestion of the training supervisor.
Further some programs have been recently launched and therefore not many people
had attended it. This was also a serious limitation in expanding the sample size.
CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
DATA ANALYSIS AND INTERPRETATION
Respondents Percentage
20-40 15%
40-60 25%
60-80 40%
80-100 20%
Total 100%
TABLE:-1
40%
35%
30%
20-40
25%
40-60
20%
60-80
15%
80-100
10%
5%
0%
Chart-1
INTERPRETATION
15% respondents are under 20-40 respondents.25% respondents are under 40-60
respondents.40% respondents are under 60-80 respondents
Respondents Percentage
Excellent 44%
Good 44%
Average 12%
Total 100%
TABLE:-2
Chart-2
INTERPRETATION
Respondents Percentage
Yes 55%
No 35%
Total 100%
TABLE:-3
Can’t say
Can’t
No
say Yes
No
Yes
0% 20% 40% 60%
Chart-3
INTERPRETATION
55%person give their fruitful work,35% person don t give their fruitful work and can
not be told about 10%person
4. Do workers help in maintaining the cleanliness of the company?
Respondents Percentage
Yes 45%
No 55%
Total 100%
TABLE:-4
60%
50%
40%
Yes
30% No
Can’t say
20%
10%
0%
Yes No
Can’t say
Chart-4
INTERPRETATION
45% person help in maintaing cleanness in the company 55%person don t help in
maintaing cleanness and 5%preson can not say
Respondents Percentage
Yes 50%
No 50%
Total 100%
TABLE:-5
50%
40%
30% Yes
No
20% Can’t say
10%
0%
Yes No Can’t
say
Chart-5
INTERPRETATION
50%person work according their rules and 50%person don t work according their rules
and 0% can not say
6. Do the workers complete the work in given time period?
Respondents Percentage
Yes 45%
No 35%
Total 100%
TABLE:-6
45%
40%
35%
30%
Yes
25%
No
20%
Can’t say
15%
10%
5%
0%
Yes No
Can’t say
Chart-6
INTERPRETATION
45% person complete the work in given time period.35% person don tcomplete their
work in given time period and can not be said about the 20% person
Respondents Percentage
Excellent 75%
Good 25%
Average 00%
Total 100%
TABLE:-7
80%
Excellent
60%
Good
40% Average
Average
20% Good
Excellent
0%
Chart-7
INTERPRETATION
75% person give the excellent quality of work output,25%person give their good quality
of work output
8. Can workers work or face the compliance and the buyers of the company?
Respondents Percentage
Yes 20%
No 75%
Total 100%
TABLE:-8
80%
Yes
60% No
Can’t say Can’t say
40%
No
20%
Yes
0%
Chart-8
INTERPRETATION
20% worker face the compliance and and 75%worker don’t face the compliance and
can not be said about the 5% person
9. Do the workers use the company’s resources effectively?
Respondents Percentage
Yes 80%
No 20%
Total 100%
TABLE:-9
90%
80%
70%
60%
Yes
50%
No
40%
Can’t say
30%
20%
10%
0%
Chart-9
INTERPRETATION
80% worker uses the company resources effectively,20% worker don’t use the resources
effectively
10. How do workers act to their fellow men and supervisors?
Respondents Percentage
Excellent 65%
Good 25%
Average 10%
Total 100%
TABLE:-10
80%
Excellent
60% Good
40% Average
Average
20% Good
Excellent
0%
Chart-10
INTERPRETATION
65%worker work excellent to their fellowman and supervisors and 25% worker act
good to their fellowman and supervisors and 10% person act average to their fellowman
and supervisors
CHAPTER-5
FINDING,CONCLUSION &,SUGGESTION
FINDING
• 15% respondents are under 20-40 respondents.25% respondents are under 40-60
respondents.40% respondents are under 60-80 respondents
• 55%person give their fruitful work,35% person don t give their fruitful work and can
not be told about 10%person
• 55%person give their fruitful work,35% person don t give their fruitful work and can
not be told about 10%person
• 80% worker uses the company resources effectively,20% worker don’t use the
resources effectively
• 65%worker work excellent to their fellowman and supervisors and 25% worker act
good to their fellowman and supervisors and 10% person act average to their
fellowman and supervisors
CONCLUSION
In Lumax there is very large number of the workers working for the company and a company
is an export house so it requires a large number of human resources to work over. The
company is earning good name and fame in the international market because of its ability of
completing the consignment given to them. This is all because of the effective Personal
Department, which is always there to help the environment of the company.
Secondly, it is the skilled labour that works very effectively to reach the desired goals. This
man power helps Lumax to achieve what it wants from the market so for keeping this power
in closed hands to utilized it well the company has the Human Resources Department which is
their to compromise the fight of the rights of the workers along with the profit of the
company.
So we can say that only the Human Resources Department has the ability to bridge the gap
between the top management sitting over to earn profit and the workers in the company
working to earn livelihood.
So it is quite clear that for smooth run of the company it is necessary to have a Personal
Department to cope up between the workers and the management.
SUGGESTION
1. Proper treatment should be given to the workers of the company by middle order
management.
2. Top level management should try to communicate the workers directly sometimes.
3. All the accessories required by the job must properly provided not only by the time
when compliance their on the field.
4. Workers should be given the good response to the quality of work they give to the
organization.
5. Though the cleanliness of the organization is good but as per my observation more
precautionary measures must be there to overcome the unsafe environment.
6. It was good t see the proper usage of the water, which the outcome of the water used
for the washing purpose.
7. The technique of using this Performance appraisal is good and some more techniques
must also be practiced as like Training programs and the teaching the workers how to
get control various disasters like fire fighting and so on.
CHAPTER-VI
APPENDIX & BIBLIOGRAPHY
QUESTIONNAIRE
Name:-________________________________
Age:-__________________________________
Gender:-______________________________
Designation:-________________________
Department:-________________________
Date of joining:-____________________
Note: This questionnaire would be kept as confidential document as it’s for Survey
Purpose, and would not be revealed to Lumax Management.
QUESTIONS
( ) Regular ( ) Irregular
( ) Fully ( ) Party
( ) Averaged
( ) Excellent ( ) Good
( ) Average
( ) Excellent ( ) Good
( ) Average
( ) Occasionally
6. Are the workers able to complete the task in given time period?
( ) Yes ( ) No
( ) Can’t say
( ) Excellent ( ) Good
( ) Average
8. Are the workers capable of facing the compliance and buyers in effective way?
( ) Yes ( ) No
( ) Can’t say
( ) Yes ( ) No
( ) Can’t say
10. How does a worker act towards his fellow men and towards his superior?
( ) Pleasantly ( ) Impolitely
BIBLIOGRAPHY
P.C. Tripathi, Human Resource Development, Sultan Chand and Sons, 2001.
P.V. Rao, Readings in Human Resource Development, Oxford and I.B.M. Publishers
Net surfing.
W.W.W.WIKIPEDIA.COM