A PROJECT REPORT ON PERFORMANCE MANAGEMENT CROMPTON GREAVES.

At

CROMPTON GREAVES LIMITED

Submitted to Jiwaji University Gwalior For the fulfillment of the award of Bachelor of Business Administration (2011-2014) Submitted by SUKHENDRA SINGH BBA V SEM

PREFACE
I did my summerPerformanceat the Crompton Greaves Limited. The topic allotted to me wasPerformance& Management The 8 week study was conducted under the guidance of Mr. Rakesh Arora (external guide) and ____________________(internal guide)

During the first few weeks I was asked to collect matter of relevance on the assigned topic This particularly involvedPerformance& Management at the different levels and how far they can be practically implemented in the organization The next step involved understanding thePerformanceprocess at the Crompton Greaves Limited.

DECLARATION
I Sukhendra Singh student of BBA V semester Prestige Institute Of Management, Gwalior declare that all the information, facts and figures presented in this report are actually based on my experience & my open market research During The Project Performance Management

Crompton Greaves With Special References To - Crompton Greaves Limited . I assure that this project is the result of my own
sincere efforts and has not been submitted in any other institute for the award of any degree or diploma.

Date: -

Sukhendra Singh

Place: -

BBA VTH SEM

ACKNOWLEDGEMENT
Project Report is a combined effort including this one also, so I would like to thank all who have helped me completion of this report purposeful. I am cardinally grateful to Mr. ,Performance Manager Gwalior. I also want to thank Prof. .. assisting me incompletion of this survey. Further I would like to thanks to all of my Teachers, Staff Members, Library Members, and Friends for their valuable support and advices which helps me a lot to completing this survey purposeful.

Date: -

Sukhendra Singh
BBA VTH SEM

Place: -

CERTIFICATE OF FACULTY GUIDE

This is to certify that Mr Sukhendra Singh student of BBA V SEM .program has completed his/her summerPerformanceof............28 ...........weeks (from............. to .............) and prepared this report under my guidance. ( Performance of Crompton Greaves Limited ).

(Signature.) Name:Prof. SANJAY GUPTA Faculty guide

TABLE OF CONTENTS
TOPIC
1.1 History of the organization & its objectives 1.2 Organization Structure 1.3 Financial Performance 1.4 Personnel Polices 1.5 Product and Operations 1.6 1.7 Layout and Quality Control Marketing

1.8 Strength Weakness 1.9 Special Points Chapter -1 introduction Introduction of the concept Chapter -2 object of the study Chapter-3results and discussion Chapter -4 suggestion and implication Chapter-5 conclusion Reference Annexure

.1 History of the organization & its objectives

History

The history of Crompton Greaves goes back to 1878 when Col. R.E.B. Crompton founded R.E.B.Crompton & Company. The company merged with F.A Parkinson in the year 1927 to form Crompton Parkinson Ltd., (CPL). Greaves Cotton and Co (GCC) was appointed as their concessionaire in India. In 1937, CPL established, it's wholly owned Indian subsidiary viz. Crompton Parkinson Works Ltd., in Bombay, along with a sales organization, Greaves Cotton & Crompton Parkinson Ltd., in collaboration with GCC. In the year 1947, with the dawn of Indian independence, the company was taken over by Lala Karamchand Thapar, an eminent Indian industrialist. Crompton Greaves is headquartered in a self-owned landmark building at Worli,

Mumbai

The origins of CG can be traced back to the pioneering work of Colonel REB Crompton, who, in 1878 founded a business at Chelmsford, Essex, England under the name of REB Crompton & Co., to engage in the manufacture and contracting of electrical equipment.

REB Crompton & Co. merged with F&A Parkinson Limited, thereby establishing Crompton Parkinson Limited (CPL) in England. In 1937, CPL established its wholly owned Indian subsidiary 'Crompton Parkinson Works Ltd.', in Mumbai, along with a sales organization, 'Greaves Cotton & Crompton Parkinson Ltd.'

In the year 1947, with the dawn of the independence of India, the Company was taken over by Lala Karamchand Thapar, an eminent Indian industrialist who formed the Thapar Group. In 1966, Crompton Parkinson Works Ltd and Greaves Cotton & Crompton Parkinson Ltd. merged to create Crompton Greaves Limited (CG) in its present form.

In the 1960s CG took its initial steps to revolutionize its portfolio, which till then comprised only motors and consumer products. It took a major leap in the electrical engineering segment, through the acquisition of transformer technology from Westinghouse Electric Corporation of USA, for manufacture of 400 kV transformers and aluminum wound transformers. This was followed by further expansion in the switchgear, vacuum interrupter and allied businesses. By 2005, the Company had emerged as one of the leading companies in the electrical engineering domain of India, in its three business areas of Power Systems, Industrial Systems and Consumer Products; and a serious contender in the global arena.

CG established its international manufacturing footprint in the year 2005 by acquisition of the Belgium based Pauwels Group, which gave CG additional manufacturing facilities for Power and Distribution transformers at Belgium, Ireland, USA, Canada and Indonesia. This was followed with a series of successful acquisitions - Ganz, Hungary in 2006; Microsol, Ireland in 2007; Sonomatra, France; MSE, USA in 2008 and PTS, UK in 2010 in its quest to establish a technology edge, increase its global market reach and enhance the product portfolio. The business domains of the new companies that joined the CG family, has charted the way for CG becoming a "full solutions provider" which has carved out for CG a position as a serious international player and a recognized transnational corporation.

Initially, CG`s foreign acquisitions operated their respective businesses under their individual Brand names. To integrate these new entrants into the CG family, the first step was integration of processes, systems and technologies across all the acquired companies worldwide. The next step was to articulate the one single idea that provided a common thread through all the CG Group companies. We discovered our shared philosophy as "our core strength is the value we place on relationships, and the ability to provide solutions, which, in turn, strengthen these relationships". This realisation and initiative gave birth to CG`s new Brand Identity which was launched on 15th October, 2009, succinctly conveying this shared philosophy.

Whilst the Company`s name in India will continue to be Crompton Greaves, the names of all the foreign companies in the CG family start with "CG", thus establishing their lineage and uniting every

company in the CG family with a common face to the internal as well as the external world, globally.

Today, CG is a public listed company, amongst the "A" (premier) category of listings on the Bombay and National Stock Exchanges of India and its GDRs are listed on the London Stock Exchange, with over 140,000 shareholders. Board of Directors Key Personnel Corporate Regional Management Power Systems Industrial Systems Consumer Products Telecom Group International

Board of Directors Mr. G. Thapar (Chairman) Mr. Gautam Thapar was appointed as Chairman of Crompton Greaves Limited on July 22nd, 2004. A student of Doon School, Mr. Gautam Thapar to U.S.A. to complete his Chemical Engineering in the Pratt Institute and joined the family business in 1986.

went

Mr. Gautam Thapar is currently, Chairman of Ballarpur Industries Limited, India's largest pulp and paper manufacturing company. He is also a Director in several other companies including Bata International, apart from serving as Chairman of Confederation of Indian Industry (CII), Northern Region in 2003-04. The successful turnaround of Ballarpur Industries Limited under his dynamic leadership and his other achievements are testimonies to his managerial experience, competence and expertise.

Mr. S. M. Trehan

(Managing Director)

SUDHIR MOHAN TREHAN is the Managing Director of Crompton Greaves Limited since May 2000. Prior to this, he was the President of CG - Digital and looked after the areas of Networking, Informatics and Telecommunications.

Mr. Trehan is an engineering graduate from the renowned Birla Institute of Technology at Ranchi and a gold medallist. Thereafter, he pursued Post Graduate studies (M.S.) at the State University in Stony Brook, NY, USA.

He began his career in the United Kingdom as a Management Trainee with Crompton Parkinson Ltd. at Guisely. In 1972, he joined Crompton Greaves Ltd. in India where he served in various Departments and Divisions like Transformers, Turbines and Switchgear. He is actively involved in various national industry forums like IEEMA, CII and AIMA - leading names in India. He is currently the Chairman of Maharashtra State Council of CII. He was the recipient of the Outstanding Chief Executive of the Year Award for 2000-2001, instituted by the Indian Institution of Industrial Engineering, for steps he took towards successfully implementing his vision of making Crompton Greaves a world-class manufacturing company. His leisure time activities include golfing and driving. Other Directors

Dr. O. Goswami Mr. S. Labroo Dr. Valentin A H von Massow Ms. M. Pudumjee Mr. S.P. Talwar Mr. K. Thapar

1.2 Organization Structure

1.3 Financial Performance

Balance Sheet of Crompton Greaves Mar '13 12 mths Sources Of Funds Total Share Capital Equity Share Capital Share Application Money Preference Share Capital Reserves Revaluation Reserves Networth Secured Loans Unsecured Loans Total Debt Total Liabilities ------------------- in Rs. Cr. ------------------Mar '12 12 mths Mar '11 12 mths Mar '10 12 mths Mar '09 12 mths

128.30 128.30 0.00 0.00 2,928.55 0.00 3,056.85 12.93 0.75 13.68 3,070.53 Mar '13 12 mths

128.30 128.30 0.00 0.00 2,572.58 0.00 2,700.88 0.20 2.06 2.26 2,703.14 Mar '12 12 mths

128.30 128.30 0.00 0.00 2,161.51 14.27 2,304.08 8.23 5.17 13.40 2,317.48 Mar '11 12 mths

128.30 128.30 0.00 0.00 1,622.00 14.42 1,764.72 13.82 12.96 26.78 1,791.50 Mar '10 12 mths

73.32 73.32 0.00 0.00 1,153.99 14.58 1,241.89 34.52 19.15 53.67 1,295.56 Mar '09 12 mths

Application Of Funds Gross Block Less: Accum. Depreciation Net Block Capital Work in Progress Investments Inventories Sundry Debtors Cash and Bank Balance Total Current Assets Loans and Advances Fixed Deposits Total CA, Loans & Advances Deffered Credit Current Liabilities Provisions Total CL & Provisions Net Current Assets Miscellaneous Expenses Total Assets Contingent Liabilities Book Value (Rs)

1,485.00 784.65 700.35 74.91 1,055.04 548.50 1,840.62 288.79 2,677.91 761.41 0.00 3,439.32 0.00 2,013.13 185.96 2,199.09 1,240.23 0.00 3,070.53 1,422.59 47.65

1,365.61 748.42 617.19 58.29 1,052.50 449.60 1,735.62 321.10 2,506.32 336.19 0.00 2,842.51 0.00 1,717.06 150.29 1,867.35 975.16 0.00 2,703.14 326.08 42.10

1,604.18 728.88 875.30 47.69 781.64 405.72 1,510.18 124.22 2,040.12 587.55 26.67 2,654.34 0.00 1,634.38 407.11 2,041.49 612.85 0.00 2,317.48 278.74 35.70

1,171.40 637.59 533.81 33.03 688.06 303.53 1,212.79 112.43 1,628.75 402.31 436.07 2,467.13 0.00 1,534.63 395.90 1,930.53 536.60 0.00 1,791.50 362.56 27.28

1,111.53 600.82 510.71 12.95 265.52 281.32 1,012.26 181.49 1,475.07 516.55 291.02 2,282.64 0.00 1,265.88 510.38 1,776.26 506.38 0.00 1,295.56 788.21 33.48

1.4 Personnel Polices

Key Personnel >> CorporateName S M Trehan B R Jaju W Henriques T P Govindan Designation Managing Director Chief Finance Officer - Finance & Admin. Company Secretary & Legal Vice President - Human Resources General Manager - R&D and Quality Telephone EPABX /Direct. 022 24237777 022 24237700 022 24237777 022 24382211

Counsel 022 24237777 022 24333399 022 67558803 022 25775180

Key Personnel >> Regional Management TELEPHONE EPABX/ DIRECT 011 30416300 011 23354879 033 22829681-85 033 22821312 022 67558000 022 25780234 044 42247500 044 28235533 / /

REGION

NAME

DESIGNATION LOCATION

NORTH EAST WEST SOUTH

SA Kane BS Bajwa AM Kamath KN Desai

General Manager Delhi General Manager Kolkatta Deputy General Mumbai Manager Deputy General Chennai Manager

Key Personnel >> Power Systems NAME DS Patil J.G Kulkarni DESIGNATION Vice President Vice President DEPARTMENT TELEPHONE EPABX/ DIRECT

Transformers & 022 67558000 Engineering Projects 022 67558201/02 Switchgear 0253 0253 2301103 2382271

Key Personnel >> Industrial Systems NAME SC Gupta JC Pant VK Salhotra AK Raina DESIGNATION Vice President Deputy General Manager General Manager Vice President DEPARTMENT LT Motors Commercial Motors Stampings TELEPHONE EPABX/ DIRECT 0241 2777372/500 0832 3983200 0832 3983205/213 022 022 25796866 67558000 233116

Large & 07480 Traction Machines 07480 503238

Key Personnel >> Consumer Products NAME Manoj Verma AN Ravichandran P Palaniappan DESIGNATION Vice President Vice President General Manager DEPARTMENT Lighting Fans & Appliances Pumps TELEPHONE EPABX/ DIRECT 022 022 67558425 0832 2331256/59 0241 0241 2777262 2777152 67558000

Key Personnel >> Telecom Group NAME KN Neelkant DESIGNATION General Manager DEPARTMENT Telecom TELEPHONE EPABX/ DIRECT 080 41292300 080 26787141

Key Personnel >> International NAME AC Rodrigues DESIGNATION Vice President DEPARTMENT International TELEPHONE EPABX/ DIRECT 022 67558000 022 67558931

1.5 Product and Operations

We are among the top 10 transformer manufacturers in the world, and one of the very few companies worldwide that designs and manufactures a wide range of power & distribution transformers and reactors. The range of Power Transformers offered is from 25 kVA to 600 MVA, and 11 kV to 765 kV class, and Reactors from 10 MVAr to 125 MVAr, and 33 kV to 765 kV class. These products are conforming to IEC, ANSI, IS, BS and other international standards. It has recently made a foray in the manufacture of 765 kV transformers with the execution of its maiden order for Power Grid Corporation of India. We emerged as a large supplier of a wide range of transformers and reactors for all critical applications. Our products are used in industries such as power utilities, process industries, railways, mines, electricity boards, industrial users, etc. in global markets.

We have pioneered the technology for manufacture of compact, reliable SLIM transformers with high overload capacity in collaboration with Duponts Nomex thermal insulating technology, rendering it a world leader in wind farm installations, where these transformers have extensive utility. Its Hungarian plant has over 125 years of experience in the production of power transformers.

1.6

Layout and Quality Control

The Quality focus is reflected in a number of company wide initiatives that include:

Corporate R&D and Quality Division of Crompton Greaves Ltd has been certified to ISO 27001:2005 by UL India Ltd. In accordance with plan, the second phase of Six Sigma implementation commenced during 2004-05 with increasing executives being trained in the methodology. Six Sigma methodology has been extended to the design activity of the products. Ten products have been covered in the first phase, while nine products would be included in the second phase. Increasing coverage of products with six sigma approach will progressively help the company achieve 'product quality as perceived by the customer'. Twenty-three divisions / regions have been accredited with ISO9001: 2000 Certification. Seven manufacturing units have been accredited for ISO 14001 and four units for OHSAS 18001 The Light sources division is one of the few business units in India in lighting industry to receive dual certificate of ISO 9000:2000 was well as ISO 14001 The company's Power Transformers and Switchgear are now compliant to international Euro/IEC norms and ANSI/NEMA standards for greater acceptance in international markets. The Industrial Transformer Division located at Malanpur is amongst the few units in India, to have been accredited both ISO 14001 and OHSAS 18001, Certification for Occupational Health and Safety Management System. The company's Fans, Motors, Automation and control products are approved by the CSA, BASEEFA, and CE

1.7

Marketing

CG's business operations consist of 22 manufacturing divisions spread across in Gujarat, Maharashtra, Goa, Madhya Pradesh and Karnataka, supported by well knitted marketing and service network through 14 branches in various states under overall management of four regional sales offices located in Delhi, Kolkata, Mumbai and Chennai. The company has a large customer base, which includes State Electricity Boards, Government bodies and large companies in private and public sectors. Crompton Greaves' strength emanates from its business operations consisting of 21 divisions spread across in Gujarat, Maharashtra, Goa, Madhya Pradesh, Karnataka and Tamil Nadu, supported by well knitted marketing and service network through 14 branches in state capitals under overall management of four regional sales offices located in Delhi, Kolkata, Mumbai and Chennai. CG-House Corporate Office

Transformers Plant, Mandideep

Transformers Plant, Malanpur

Alternators & DC Machines Plant, Ahmednagar

Switchgear Plant, Nashik

LT Motors Plant, Ahmednagar.

Transformers Plant, Kanjurmarg - Mumbai

Amorphous Core Transformers Plant, Mandideep

Ceiling Fans Plant, Goa

DC Machines Shopfloor, Mandideep.

Transformers Plant - Winding Bay, Kanjurmarg - Mumbai.

Research & Management Facility, Kanjurmarg - Mumbai

Light Sources Manufacturing Plant, Baroda.

Telecommunications Plant, Jigani - Bangalore

1.8 STRENGTH WEAKNESS

STRENGTH

Heavy range of products Brand awareness Best promotion by display. Advertisement. Training and Management

WEAKNESS
Lack of co-ordination of the demand put forth by dealers and the supply of appropriate greaves from the plant. The offerings given by the company are not enough for the business partners to make the market operating rates competitive The supply of truck radial greaves is not in proportion to the demand Mode of counseling is not co-operative. Monetory rewards are not given. Crompton greaves quality for the employees is not good.

1.9 Special Points

At Crompton Greaves there is always a passion for quality. A quality trust mark has emerged as Crompton's biggest brand ambassador. In fact, this is reflected through quality certifications for its products and services. Further, the commitment to responsible business through quality, technology and productivity has helped the company to achieve a turnover of over Rs.2700 crore and receive many certifications in the ISO 9000/9001:2000/14001 series. The company has the unique distinction of being the first one to receive an ISO 9000 certification for Finance and Administration. The company has made considerable progress towards integration of the Six Sigma methodology in its manufacturing processes with the ultimate aim of achieving 'Product Quality as Perceived By Consumer'. This methodology was actively pursued for 10 products for which Critical to Quality (CTQ) characteristics were identified based on market feedback. Regional team has also been trained in Six Sigma technology for capture of customer's voice. In addition to this, the company has also introduced stringent control measures with suppliers to ensure that inputs support the Six Sigma quality. In fact, all these measures have resulted in manifold improvement in the CTQs with substantial reduction in defects. The Quality focus is reflected in a number of company wide initiatives that include:

Corporate R&D and Quality Division of Crompton Greaves Ltd has been certified to ISO 27001:2005 by UL India Ltd.

In accordance with plan, the second phase of Six Sigma implementation commenced during 2004-05 with increasing executives being trained in the methodology. Six Sigma methodology has been extended to the design activity of the products. Ten products have been covered in the

first phase, while nine products would be included in the second phase. Increasing coverage of products with six sigma approach will progressively help the company achieve 'product quality as perceived by the customer'.

Twenty-three divisions / regions have been accredited with ISO9001: 2000 Certification. Seven manufacturing units have been accredited for ISO 14001 and four units for OHSAS 18001

The Light sources division is one of the few business units in India in lighting industry to receive dual certificate of ISO 9000:2000 was well as ISO 14001

The company's Power Transformers and Switchgear are now compliant to international Euro/IEC norms and ANSI/NEMA standards for greater acceptance in international markets.

The Industrial Transformer Division located at Malanpur is amongst the few units in India, to have been accredited both ISO 14001 and OHSAS 18001, Certification for Occupational Health and Safety Management System.

The company's Fans, Motors, Automation and control products are approved by the CSA, BASEEFA, and CE

CHAPTER -1 INTRODUCTION

INTRODUCTION Performance management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals.

Employee performance management includes:

planning work and setting expectations, continually monitoring performance, developing the capacity to perform, periodically rating performance in a summary fashion, and rewarding good performance.

The revisions made in 1995 to the Government wide performance appraisal and awards regulations support sound management principles. Great care was taken to ensure that the requirements those regulations establish would complement and not conflict with the kinds of activities and actions practiced in effective organizations as a matter of course. Additional background information on performance management can be found in the following articles:

Chronology of Employee Performance Management in the Federal Government Setting the Stage for Performance Management Today

In an effective organization, work is planned out in advance. Planning means setting performance expectations and goals for groups and individuals to channel their efforts toward achieving organizational objectives. Getting employees involved in the planning process will help them understand the goals of the organization, what needs to be done, why it needs to be done, and how well it should be done. The regulatory requirements for planning employees' performance include establishing the elements and standards of their performance appraisal plans. Performance elements and standards should be measurable, understandable, verifiable, equitable, and achievable. Through critical elements, employees are held accountable as individuals for work assignments or responsibilities. Employee performance plans should be flexible so that they can be adjusted for changing program objectives and work requirements. When used effectively, these plans can be beneficial working documents that are discussed often, and not merely paperwork that is filed in a drawer and seen only when ratings of record are required.

In an effective organization, assignments and projects are monitored continually. Monitoring well means consistently measuring performance and providing ongoing feedback to employees and work groups on their progress toward reaching their goals. Regulatory requirements for monitoring performance include conducting progress reviews with employees where their performance is compared against their elements and standards. Ongoing monitoring provides the opportunity to check how well employees are meeting predetermined standards and to make changes to unrealistic or problematic standards. And by monitoring continually, unacceptable performance can be identified at any time during the appraisal period and assistance provided to address such performance rather than wait until the end of the period when summary rating levels are assigned.

In an effective organization, employee Manage mental needs are evaluated and addressed. Developing in this instance means increasing the capacity to perform through training, giving assignments that introduce new skills or higher levels of responsibility, improving work processes, or other methods. Providing employees with Performance and Manage mental opportunities encourages good performance, strengthens job-related skills and competencies, and helps employees keep up with changes in the workplace, such as the introduction of new technology. Carrying out the processes of performance management provides an excellent opportunity to identify Manage mental needs. During planning and monitoring of work, deficiencies in performance become evident and can be addressed. Areas for improving good performance also stand out, and action can be taken to help successful employees improve even further.

From time to time, organizations find it useful to summarize employee performance. This can be helpful for looking at and comparing performance over time or among various employees. Organizations need to know who their best performers are. Within the context of formal performance appraisal requirements, rating means evaluating employee or group performance against the elements and standards in an employee's performance plan and assigning a summary rating of record. The rating of record is assigned according to procedures included in the organization's appraisal program. It is based on work performed during an entire appraisal period. The rating of record has a bearing on various other personnel actions, such as granting within-grade pay increases and determining additional retention service credit in a reduction in force. Note: Although group performance may have an impact on an employee's summary rating, a rating of record is assigned only to an individual, not to a group.

In an effective organization, rewards are used well. Rewarding means recognizing employees, individually and as members of groups, for their performance and acknowledging their contributions to the agency's mission. A basic principle of effective management is that all behavior is controlled by its consequences. Those consequences can and should be both formal and informal and both positive and negative. Good performance is recognized without waiting for nominations for formal awards to be solicited. Recognition is an ongoing, natural part of day-to-day experience. A lot of the actions that reward good performance like saying "Thank you" don't require a specific regulatory authority. Nonetheless, awards regulations provide a broad range of

forms that more formal rewards can take, such as cash, time off, and many nonmonetary items. The regulations also cover a variety of contributions that can be rewarded, from suggestions to group accomplishments.

Managing Performance Effectively. In effective organizations, managers and employees have been practicing good performance management naturally all their lives, executing each key component process well. Goals are set and work is planned routinely. Progress toward those goals is measured and employees get feedback. High standards are set, but care is also taken to develop the skills needed to reach them. Formal and informal rewards are used to recognize the behavior and results that accomplish the mission. All five component processes working together and supporting each other achieve natural, effective performance management. In their definitive text1 upon which this factsheet is based, Armstrong and Baron define performance management as 'a process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance. As such, it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure that it is achieved'. They go on to stress that it is 'a strategy which relates to every activity of the organization set in the context of its human resource policies, culture, style and communications systems. The nature of the strategy depends on the organisational context and can vary from organization to organization.' In other words performance management should be:

Strategic - it is about broader issues and longer-term goals Integrated - it should link various aspects of the business, people management, and individuals and teams.

It should incorporate:

Performance improvement - throughout the organization, for individual, team and organisational effectiveness

Management - unless there is continuous Management of individuals and teams, performance will not improve

Managing behaviour - ensuring that individuals are encouraged to behave in a way that allows and fosters better working relationships.

Armstrong and Baron stress that at its best performance management is a tool to ensure that managers manage effectively; that they ensure the people or teams they manage:

know and understand what is expected of them have the skills and ability to deliver on these expectations are supported by the organisation to develop the capacity to meet these expectations are given feedback on their performance

have the opportunity to discuss and contribute to individual and team aims and objectives.

It is also about ensuring that managers themselves are aware of the impact of their own behaviour on the people they manage and are encouraged to identify and exhibit positive behaviours. So performance management is about establishing a culture in which individuals and groups take responsibility for the continuous improvement of business processes and of their own skills, behaviour and contributions. It is about sharing expectations. Managers can clarify what they expect individual and teams to do; likewise individuals and teams can communicate their expectations of how they should be managed and what they need to do their jobs. It follows that performance management is about interrelationships and about improving the quality of relationships - between managers and individuals, between managers and teams, between members of teams and so on, and is therefore a joint process. It is also about planning - defining expectations expressed as objectives and in business plans - and about measurement; the old dictum is 'If you can't measure it, you can't manage it'. It should apply to all employees, not just managers, and to teams as much as individuals. It is a continuous process, not a one-off event. Last but not least, it is holistic and should pervade every aspect of running an organisation.

Over time, the focus and emphasis of performance has shifted away from individual output to inform Management or pay decisions, to individual contribution to organisational objectives through output, behaviour and capability. As such, performance management is now as much about driving engagement and collecting information and data to provide better insight into the drivers of performance as it is about providing information about individuals.

See our recent publications which review how the practice of performance management has evolved since the early 90s and look at the current trends and practice.

CHAPTER -2 OBJECT OF THE STUDY

Objectives
The objectives of Performance Management are to:
1. Increase two-way communication between supervisors and employees 2. Clarify mission, goals, responsibilities, priorities and expectations 3. Identify and resolve performance problems 4. Recognize quality performance 5. Provide a basis for administrative decisions such as promotions, succession and strategic planning, and pay for performance.

Objectives
The primary performance management objectives include uncovering the strengths and weaknesses of employees and departments and finding ways to remedy shortcomings. This can be done by having quarterly or annual evaluations of employee output as well as the company's overall ability to meet goals. Often, after an evaluation, there will be widespread company meetings where managers and employees can discuss concerns and solutions to problems. One of the main performance management objectives is to discover where a company and its employees are falling short. This can be done by looking at profits earned, new clients acquired, and which employees contributed the most to making these things happen. Workers who have not contributed enough may be counseled on how to improve performance. Performance management objectives also include the overall evaluation of a company and its ability to follow through with setting and reaching goals.

Where PM is applied The PM approach is used most often in the workplace, can apply wherever people interact schools, churches, community meetings, sports teams, health setting, governmental agencies, and even political settings - anywhere in the world people interact with their environments to produce desired effects. Armstrong and Baron (1998) defined it as a strategic and integrated approach to increasing the effectiveness of organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors. It may be possible to get all employees to reconcile personal goals with organizational goals and increase productivity and profitability of an organization using this process. It can be applied by organizations or a single department or section inside an organisation, as well as an individual person. The performance process is appropriately named the self-propelled performance process (SPPP).[citation
needed]

First, a commitment analysis must be done where a job mission statement is drawn up for each job. The job mission statement is a job definition in terms of purpose, customers, product and scope. The aim with this analysis is to determine the continuous key objectives and performance standards for each job position. Following the commitment analysis is the work analysis of a particular job in terms of the reporting structure and job description. If a job description is not available, then a systems analysis can be done to draw up a job description. The aim with this analysis is to determine the continuous critical objectives and performance standards for each job. Benefits Managing employee or system performance facilitates the effective delivery of strategic and operational goals. There is a clear and immediate correlation between using performance management programs or software and improved business and organizational results. For employee performance management, using integrated software, rather than a spreadsheet based recording system, may deliver a significant return on investment through a range of direct and indirect sales benefits, operational efficiency benefits and by unlocking the latent potential in every employees work day (i.e. the time they spend not actually doing their job). Benefits may include: Direct financial gain

Grow sales Reduce costs Stop project overruns Aligns the organization directly behind the CEO's goals Decreases the time it takes to create strategic or operational changes by communicating the changes through a new set of goals

Motivated workforce

Optimizes incentive plans to specific goals for over achievement, not just business as usual Improves employee engagement because everyone understands how they are directly contributing to the organizations high level goals

Create transparency in achievement of goals High confidence in bonus payment process Professional Management programs are better aligned directly to achieving business level goals

Improved management control

Flexible, responsive to management needs Displays data relationships Helps audit / comply with legislative requirements Simplifies communication of strategic goals scenario planning Provides well documented and communicated process documentation

6. PERFORMANCE MANAGEMENT - OBJECTIVES Performance management is the process of identifying, evaluating and developing the work performance of employees so that the agencys goals and objectives are more effectively achieved. Effective performance management is designed to enhance performance, identify performance requirements, provide feedback relevant to those requirements and assist with career Management. The primary objectives of performance management are:

employee or class of employees;

Efficiently; goals;

and skills and attitudes. The management of medical incapacity, inability to discharge duties and disciplinary processes are separate from an agencys performance management system and are to be seen as separate.

7. PERFORMANCE MANAGEMENT SYSTEMS Performance management systems are designed to clarify objectives, assist in the management of individual employee performance and plan relevantPerformanceand Management programs. Consistent with the primary objectives, performance management should be seen as a totally integrated system of personnel management. Personnel management includes job and work design, job descriptions, selection process, induction, identification of performance requirements, training, effective supervision, performance feedback and counselling. The following features should be considered by Chief Executive Officers for inclusion in performance management systems: agencys performance management system before participating in the program; st any individual on the basis of gender, cultural background or any other attribute not relevant to the workplace; with the planning and review of any employees performance (associated documentation should only be available to the employee, the employees supervisor and the supervisors manager, and is not to be placed on the employees personnel file);

and the employee;

each evaluation period and the provision of feedback on individual performance against the set objectives; kills for effective individual performance and plans for staff to undertake relevant training, education and Management programs; and

during the specified period based on the set objectives.

8. OTHER MATTERS TO BE CONSIDERED Many factors may be considered when seeking to enhance performance, such as:

evaluation and feedback;

edical considerations. A good performance management system will help identify such factors and an integrated approach to personnel management within an agency should provide mechanisms for dealing with them.

1. SCOPE AND PURPOSE This Employment Instruction sets out the minimum requirements for the Management and implementation of performance management systems in agencies. The structure of systems will differ between agencies and will reflect the needs of employees and the respective agencies. The Office of the Commissioner for Public Employment will provide advice and

assistance to agencies on performance management systems on request. 2. LEGISLATIVE BASIS Sections 24(f), 24(g) and 28(g) of the Public Sector Employment and Management Act (the Act).

Definition Performance management is an ongoing, continuous process of communicating and clarifying job responsibilities, priorities and performance expectations in order to ensure mutual understanding between supervisor and employee. It is a philosophy which values and encourages employee Management through a style of management which provides frequent feedback and fosters teamwork. It emphasizes communication and focuses on adding value to the organization by promoting improved job performance and encouraging skill Management. Performance Management involves clarifying the job duties, defining performance standards, and documenting, evaluating and discussing performance with each employee.

CHAPTER-3 RESULTS AND DISCUSSION

RESULTS AND DISCUSSION

1.

What types of Performance have you gone through? (i) Skill Enhancement (ii) Personality Enhancement (iii) IT Related

Chart Title

24% 43%

Skill enhancement Personality development Skill enhancement & personality development

33%

Total 45 workers have gone through these Performance programs. 2 out of them got the skill enhancement training, 4 got personality Management, and 6 got skill enhancement & personality Management program. Out of 45 workers 8 got skill enhancement & IT related training, 11 got personality Management & IT related Performance and rest 14 got all three, skill enhancement, personality Management & IT related training.

2.

Please indicate when should the study material be given to the trainees?

Before the Performance

After the Performance

Chart Title

33% Before the training After the training 67%

In any Performance program the material plays an important role. So it should be provided. But the question is that, "when should be the materials be given, before the Performance or after the training. In the responses of such Question, 30 out of 45 workers say that materials should be given before the Performance and 15 says that it should be given after the training.

3.

Before startedPerformanceprogramme should you go through any test? Yes No

Chart Title

40% Ready to face test Don't ready to face test 60%

A good trainee is essential for the successful completion of anyPerformanceprogram. A good trainee can be selected by the test. So a test is required for selecting appropriate trainees. Responding this 27 out of 45 workers tell that they dont want to go through any test and rest 18 want to go through such test process. The evolution of any program is very much require for the future. It can be done by asking the trainees.

4.

Rate thesePerformanceprogramme according to your Management.

Training Programme 1. Skill Enhancement 2. Personality Enhancement 3. IT Related

Poor

Good

Excellent

Skill Enhancement:

Chart Title

31%

25% Good Very good Excellent 44%

Responding to skill enhancement programs, 11 out of 45 workers say that thePerformanceprogram was good, 20 say that it ways very good and rest 14 trainees opine thatPerformanceprogram was very helpful to enhance their skills and perform their job in batter manner.

Personality Enhancement:

Chart Title
13%

47%

Good Very good Excellent 40%

Responding to the personality Management questions there are different views of the trainees, 6 out of 45 workers say that the program was good, 18 say that it was very good and 21 workers say that program was excellent.

IT related:

Chart Title

22% Good 49% Very good Excellent 29%

Responding to the IT related Management questions trainees are very much conscious about their improvement. 10 out of 45 have good experienced regarding IT Management, 13 say that program was very good and rest 22 have excellent experienced regarding IT in thePerformanceprogram.

5.

In your opinion what should be the frequency of thePerformanceprogramme in your company. Once in 3 Months Once in 12 Months

Once in a month Once in 6 months

Frequency ofPerformanceprogram:

Chart Title
13% 29% Every month 21% Every three month Every six month Once in a year

37%

The experienced of the Performance program is so impressive that all the trainees very much interested in these types of programs. They want more of such types of Performance programs. So 7, out of 24 trainees want this type of Performance in every month .On the other hand 9 trainees want such program once in every three month. 5 out of them want to hold such types of program twice in a year. Rest of them wants to hold this once a year. In my opinion it should be twice a year.

6.

In your opinion what should be the duration of this Performance

programmed?
4 Hours 8 Hours 16 Hours 20 Hours

4 hours 5% 8 hours 13% 4 hours 8 hours 20 hours 60% 16 hours 22% 16 hours 20 hours

The duration is an important factor for the successful completion of any program. It should be according the requirement of the trainees. 2 out of 45 trainees say that duration should be 4 hours, 6 say that duration can be 8 hours. 10 out of them want 16 hours and rest 27 wants 20 hours for thePerformanceprogram.

CHAPTER -4 SUGGESTION AND IMPLICATION

SUGGESTION
There is no gainsay regarding thePerformanceprograms enhance the quality of the performance. No one is perfect in his respective field. A full flazedPerformanceprogram makes trainees complete performer in their respective areas. Every company looks for a worker, who can work effectively. They are in search of a person who has the maximum skills required for the job. After selecting the right person, the companys main aim is to make that person a perfect workman. For this they provide them training. First of all the management should look for that areas where workers needs training. For this purpose management should keep eyes on each and every activity of the workers and staffs whosoever may need training. This is a long and time taking process. In this way the next step would be to select the trainees. There should develop a mechanism for selecting the trainees. There should be a test for this purpose. This will give the idea about the weak and strong points of trainees. It will be very fruitful in designing the contents ofPerformanceprogram. The printed material is very useful in training. These materials should be given before the training. Written material would provide the overall idea about the Performance and make the trainees understand better. Before developing the Performance contents some points should be taken care of. There should be some practical values in that. The Performance should include new ideas and should be helpful in the Management of trainees. It must be relevant to the hob of workers and staffs. In the Performance process the efficient use of time should be made as time is the most important factor in any job. The frequency ofPerformanceprogram is according to the requirement and convenience of the trainees as well as the management. Workers require more Performance so they need one in every six month. Staffs required less Performance in the compression of workers, so they required at least on Performance program every year. The duration of any event is the most important, which maker any program successful or fail. It should be according to the needs of the trainees of participants. In my opinion the duration of the Performance would be 16 hours.

CHAPTER-5 CONCLUSION

CONCLUSION
To conclude, it is very clear that Performance should be provided but not at the loss of the company. It is very costly and time taking affair. But it is most important for the Management of the company. So management cant avoid it at any cost.

BIBLIOGRAPHY

BIBLIOGRAPHY

BOOK NAME Human Resource Management Training & Management Internet

AUTHOR Dr. N.K. Chadda Dr. P.N. Singh

ANNEXURE
TRAINING & MANAGEMENT (QUESTIONNAIRE) Name Department Designation 1. What types ofPerformancehave you gone through? (i) Skill Enhancement (ii) Personality Enhancement (iii) IT Related (i) (ii) (iii)

2.

Please indicate when should the study material be given to the trainees? Before the Performance After the Performance

3.

Before started Performance programme should you go through any test? Yes No

4.

Rate these Performance programme according to your Management. Poor Fair Good Excellent

Training Programme 1. Skill Enhancement 2. Personality Enhancement 3. IT Related

5.

In your opinion what should be the frequency of thePerformanceprogramme in your company. Once in a month Once in 6 months Once in 3 Months Once in 12 Months

6. 7.

In your opinion what should be the duration of thisPerformanceprogramme?

4 Hours

8 Hours

16 Hours

20 Hours

8.

Would you like to suggest some thing for thePerformanceprogramme? _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________

Date :

Signature