SUMMER TRAINING AT

THROUGH

CHAPTER 1

STRUCTURE OF THE REPORT

STRUCTURE OF THE REPORT

To analyze and of study the the

effectiveness

present

performance appraisal system. To get insight about the current appraisal system of MCSPL and transform it if re uired to a definitely better system. To find the most suitable !ay to appraise the employees of MCSPL.

"

CHAPTER 2

EXECUTIVE SUMMARY

EXECUTIVE SUMMMARY OF PERFORMANCE APPRAISAL The topic for my summer internship is

Performance $ppraisal% !hich is an effective tool for the evaluation of the overall performance of the employees of any organization. $ppraisal means to &fi' the value( and Performance means &the accomplishment of the tas)(. This is an effective !ay to appraise the candidates. This is one of the most important functions of the *+ department !here the involvement of all other functionalities is re uired mainly because it
,

relates !ith the performance of the individual in turn and in turn the organization. This is done on the basis of the very basic )no!ledge and s)ills re uired for a specific -ob and the actual performance of the employee in any given performance year. There are parameters set and the ratings defined and each employee is rated against these parameters by their supervisors% peers and subordinates. Certain organizations evaluating themselves% !hich gives them a chance to -ustify and reason out their performance.

CHAPTER 3

INTRODUCTION

INTRODUCTION
----------------------------------------------012343T354S
&P1+25+M$4C1 $PP+$3S$L( is a formal% structured system of measuring and evaluating the employee6s -ob% related behaviours and outcomes to discover ho! and !hy the employee is presently performing on the -ob and ho! the employee can perform more effectively in the future so that the employees% organization and society all benefits. &Performance $ppraisal( is a systematic evaluation of the individual !ith respect to his7her performance on the -ob and his7her potential for development. Performance $ppraisal is a most significant and indispensable tool for an organization. The employer is interested in getting best possible performance from his employees.
8

Setting standards of performance 1. 2. ". #. Measuring actual performance of the employee Comparing it !ith standards Ta)ing corrective actions to eliminate these reasons +evising performance standard

What is Per !r"a#$e Ma#a%e"e#t S&ste"'

$ccording to $merican Compensation $ssociation an effective performance management system aligns individual performance !ith the organization6s mission% vision and ob-ective.

The ai"s ! (er !r"a#$e "a#a%e"e#t are t!)

91: $cts as a catalyst for change in developing a more performance; oriented culture. 92: *elp in achieving sustainable improvements in organizational performance. 9": 3ncrease the motivation and commitment of employees. 9#: 1nhance the development of team cohesion and Performance.

Pri#$i(*es ! Per !r"a#$e "a#a%e"e#t)

The principle of performance appraisal management is as follo!s< 3t translates corporate goals into individual% team% departmental and divisional goals.
=

 3t helps to clarify corporate goals. 3t is a continuous and evolutionary process in !hich performance improves over time. 3t measures and assesses all performance against -ointly agreed goals. 3t should apply to all staff. 3t is not primarily concerned !ith lin)ing performance to financial re!ard.

CHAPTER + COMPANY PROFLE

1>

C!"(a#& Pr! i*e

,,,,,,,,,,,,,,,,,,,,,,,,,,,,
MAHINDRA CONVEYOR SYSTEMS PRIVATE Materia*

LIMITED -MCSPL. is a *ea/i#% s0((*ier !

Ha#/*i#% E10i("e#t a#/ S&ste"s2 MCSPL (r!/0$t ra#%e i#$*0/es 30*4 Ha#/*i#% S&ste"s as a*s! U#it Ha#/*i#% S&ste"s !r 5ari!0s s(e$ia*i6e/ a((*i$ati!#s2 MCSPL is a !holly o!ned subsidiary of Mahindra and Mahindra Limited% a premier ?usiness *ouse in 3ndia having diverse business interests. *aving introduced various high efficiency Conveying 1 uipment for the Cement 3ndustry in the year 2>1>% MCSPL has no! come a long !ay to establish itself as a complete solution provider for the Material *andling re uirements of the Cement 3ndustry% Po!er Plants% *eavy Chemicals @ Mineral Processing Plants etc. MCSPL offers 1 uipment and Systems at optimal prices ; combining advantage of the latest technology !ith high !or)manship
11

uality

Material *andling 1 uipment constitutes a bac)bone of any process industry. MCSPL boasts of a supply record of more than 1>>> 1 uipment and continues to fulfill the critical conveying re uirements of a large number of customers. .

M$*340+$ C54A1B5+SBST1MS P+3A$T1 L3M3T10% an 3S5 =>>1 company% is a !holly o!ned subsidiary of Mahindra @ Mahindra Ltd. 1stablished in 2>1>% the company has t!o divisions< M;Seal division !hich is engaged in manufacturing and mar)eting products for energy sector% and 1ngineering division !hich manufactures material handling e uipment MCSPL is among the first companies% in 3ndia% to be accredited !ith ISO-7888 uality management certification. The company has a full;fledged uality assurance set;up ; manned by trained engineers. MCSPL has Technical Collaboration !ith M7s Ts09a4i"!t! 30*4 S&ste"s C!r(2: ;a(a#% a !ell;respected
12

company having global presence and over ,> years of e'perience in ?ul) Material *andling

PRODUCTS ) a. 3UL< HANDLIN= SYSTEM --

?ul) material handling e uipment are used to load% unload%convey% store and reclaim bul) materials li)e coal% cement% chemicals etc.

TYPES OF INDUSTRIES SERVED

CEMENT POWER MINERAL PROCESSIN= HEAVY CHEMICALS

1"

a. UNIT HANDLIN= SYSTEM -MCSPL has ; together !ith Material *andling 0ivision of Tsuba)imoto Chain Company% been instrumental in supply and installation of conveyor system for paint shop of Toyota Cirlos)ar Motor Ltd. 9TCML:% ?angalore% 3ndia. Paint Shop at TCML is e uipped !ith TSD?$C3 5verhead Conveyors for pre; treatment and undercoating lines and traverser type floor conveyors for surface and final spray coating.

The complete system comprises of 1MS for Dndercoating and 10 process% 10 5ven Conveyors% 4ight Storage Conveyors% Paint ?ooth Conveyors for Primer and Top Coat% 5ven Conveyors and Storage Conveyors. The transportation of car body from one conveyor to another is automatically performed using traverser system.

TYPES OF INDUSTRIES SERVED ) $utomobiles Ehite Foods Steel Plants 1lectronics

1#

TYPES OF SYSTEM SERVED ) 2loor Conveyor 5verhead conveyor

COLLA3ORATION
MCSPL has an on;going technical collaboration !ith TSU3A<IMOTO 3UL< SYSTEMS CORP2 9T?S:% 5sa)a% Gapan. T?S is a subsidiary of TSU3A<IMOTO CHAIN CO.% a global leader in manufacturing variety of industrial chains% po!er transmission products and material handling systems. TSU3A<I has more than ,> years e'perience in design% engineering and supply of chain based conveying e uipment. Chain ?uc)et 1levators and 2C 2lo! Conveyors% manufactured by TSU3A<I% are being used in the Cement Plants% !orld;over. MCSPL and TSD?$C3 have had a synergistic association for the last
1,

several years. TSD?$C36s solid technical bac);up has complemented MCSPL6s e'tensive efforts in business development. 4ot only there is regular e'change of critical technical )no!;ho! but also there are -oint strategy sessions conducted H aimed at developing ne! business avenues. Teams comprising of TSD?$C3 and MCSPL engineers -ointly visit various critical 3nstallations% periodically ; in order to assess the performance of the e uipment supplied and also to guide the customers H regarding the correct operations @ maintenance practices. To summarize% the ultimate beneficiary of this association% has been MCSPLIs valued customers !ho have been able to reap the advantage of being able to use state;of;the;art technology products.

C*ie#ts

1.

END USER CUSTOMERS

1. Frasim 3ndustries Ltd. 2. $CC Limited ". DltraTech Cement Ltd. #. Magaldi 3ndustries% s.r.l.% 3taly ,. $lstom Pro-ects 3ndia Limited .. Shriram 1PC Limited /. Therma' Limited 8. Fu-arat $mbu-a Cement Ltd. =. GC Cement Ltd. 1>. 4irma Ltd. 11. Cesoram Cement 12. 5rient Cement 1". ?inani Cement 2actory 9L.L.C.:% 0ubai% D.$.1.

1/

Or%a#i6ati!# Str0$t0re
MCSPL OR=ANISATION CHART

DIRECTOR

CHIEF OPERATIN= OFFICER ACCOUNTS: FINANCE > EXCISE

18

MANUFACTURIN=

PURCHASE > STORES

ASS Y-?

ASSY-2

FEEDER SHOP

PPC

MAINTENAN CE

SU3CONTRACT

EN=INEERIN=

Q.A.

SALES & BH

CUSTOMER P&P SUPPORT

P&A

Sr2 N!2 1. 2. ".

DEPARTMENTS $ccount and 2inance Personnel and $dministration Ma#0 a$t0ri#%) $ssembly;3 $ssembly;33 2eeder Shop Production Planning and Control 9PPC: Maintenance
1=

Sub;contract #. ,. .. /. 8. 1ngineering Juality $ssurance Sales and ?* Customer Support Pro-ect and Procurement

CHAPTER 5 CONCEPTUAL THEORY

2>

CONCEPTUAL THEORY ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,

Per !r"a#$e Ma#a%e"e#t Pr!$ess

Life cycle of e!fo!"#$ce "#$#%e"e$& !oce''(

21

M$4$F34F

+1A31E34F

PL$4434F

=0i/e*i#es !r a# e e$ti5e Per !r"a#$e A((raisa* Pr!%ra""e 3t is important to )eep in mind the follo!ing guidelines for an effective performance appraisal programme< 91: DETERMININ= THE O3;ECTIVES< 3t is advisable to set the ob-ectives of the performance appraisal% !hich may be easier to evaluate the actual performance of an individual on the -ob or to determine the potential of individuals to higher -ob or both. 92:ESTA3LISIN= THE STANDARDS OF PERFORMANCE< 3t is necessary to establish the standards of the performance against
22

!hich their performance may be compared. These should be laid do!n in clear cut terms and put in !riting. These should be communicated to the subordinates !ell in advance so that they may )no! the e'pectations of the management. 9": SELECTION OF APPRAISER< 3n most situations the appraiser is immediate supervisor of the men to be appraised because he is most familiar to them !ell. 9#: COLLECTION OF DATA< The rater or raters or committee starts collecting the necessary information relating to the -obs and !or)ers. $ppraisal forms should be different for each -ob family as clerical% mechanical% technical etc. $ll the information collected should be depicted in the forms especially designed for the purpose. Separate forms may be used for different ob-ectives of appraisal. @. RATIN= THE EMPLOYEE< $fter collecting the information and filling up 2orms% the rater evaluates the !orth of the employees by applying any 5f the methods of performance appraisal discussions in an earlier uestion and estimates their potential for future development. 9.:CONSULTATION REPRESENTATIVE WITH SUPERVISOR AND UNION

2"

$fter collecting the process the rater discusses the situations !ith the supervisor and union representatives. *e defines the performance level and incorporates the valuable suggestions% if any% advised by them. 9/: FOLLOW UP< The performance appraisal should be revie!ed fre uently. The follo! up program should be most probably made yearly or half yearly. 4e! employees should be rated more fre uently than the older ones.

FEATURES OF PERFORMANCE APPRAISAL 3t is a systematic process. This leads to uniformity !hile evaluating employees. 3t provides an ob-ective description of an employee6s -obs relevant strengths and !ea)nesses. 3t tries to provide further plan of performance improvement on the basis of the strengths and !ea)nesses 3t may be formal or informal. 3t is totally different from -ob evaluation as !ell as merit rating.
2#

 O9Ae$ti5es
O3;ECTIVES OF PERFORMANCE APPRAISAL 1valuate the performance of the employees over the year. 0etermine the individual training and development needs of the employees for better and improved performance or handle greater responsibilities. 3t is a tool% !hich can be a good source for motivation of the employees.

2,

To facilitate communication bet!een the seniors and the subordinates through the appraisal.

WHY SHOULD COMPANY APPRAISE PERFORMANCE' There are several reasons to appraise performance. $ppraisal provides information upon !hich promotion and salary decision can be made. They provide an opportunity for the senior and the subordinates to revie! the subordinates !or) related behavior. This in turn lets both to develop a plan for correcting any deficiencies the appraisal might have unearthed and reinforce the things subordinates6 does right. 2inally% the appraisal should be the central to the firm6s career planning process because it provides good opportunity to revie! a person6s career plans in light of his 7her e'hibited strengths and !ea)nesses.

Objective Of the Performance Appraisal

PERSONNEL DECISION 2.

TRAININ= PRO=RAMME

O3;ECTIVES

EMPLOYEE FEED3AC<

OR=ANISATIONAL PRO3LEMS

Meth!/s

Per !r"a#$e a((raisa* is !#e ! the t!!*s i# the ha#/s ! (er !r"a#$e "a#a%e"e#t2 Esse#tia*s ! a %!!/ a((raisa* (*a#) Purpose of the plan should be defined clearly
2/

 The plan should be acceptable to the union +elating scales should be constructed ade uately and in accordance !ith the ob-ectives $fter appraisal there should be private intervie! bet!een appraiser and appraise The standards of performance should be communicated to the appraise The plan should be revie!ed from time to time

METHODS OF PERFORMANCE APPRAISAL

$ brief mention of the some important methods of performance appraisal !ill give an insight on !hy 3 designed ".>;degree appraisal forms and also help in mentioning a part of e'planatory study done during the internship. 2ollo!ing are the most successful and applied methods of performance appraisal

RATIN= SCALES) This is the simplest and the most popular techni ue !here there is typical rating scale system consisting some numerical scales system consisting some numerical scales% each representing a -ob related performance criterion. 3t is adaptable and relatively easy and of lo! cost. 4ot there variances of bias and the scores gives an illusion of precision that is really unfounded.
28

CHEC<LIST) 3n this% a chec)list of statement on the traits of the employees and his7her -ob is prepared in t!o columns;KBes6 and K4o6 one of !hich is to be tic)ed if correct. This system fails as there is no relatively in it and it does not give scope for a middle ans!er. FORCED CHOICE METHODS) This approach is so )no!n because the raters are forced to select statements% !hich are readymade. The advantage of this method is the absence of personal bias. The disadvantage is that the statement may not be properly framed and not be precisely descriptive of the rater6s scale. FORCED DISTRI3UTION METHOD) This method

operates under an assumption that the employee performance level confirms to a normal statistical distribution. Thus% this method has all the advantages as !ell as disadvantages of the central tendency. This is a complicated as !ell as unrealistic approach. 3EHAVIOURALLY ANCHORED RATIN= SCALES) Fenerally )no!n as ?$+S. 3t !as developed to provide results that subordinates could use to improve the performance. 3n this the emphasis is on the various critical behaviors6 of the employees.

2=

METHOD) 3n this% the superior ran)s his7her subordinates in order of the merit% starting from the best to the !orst. The K*o!6 and KEhy6 are not uestioned. This is sub-ect to halo and regency effects. PAIRED COMPARISION METHOD <Dnder this method the appraiser compares each employee !ith every other employee one at a time. The number of comparisons are 9n7n;1:72.$fter the completion of the comparison the results can be tabulated and a ran) is created from the number of times each person is considered superior. .MANA=EMENT 3Y O3;ECTIVES) This method is completely dependent. The ob-ectives and the targets met by the employee. 3t more li)e a control and has been criticized as this method cannot be applicable to all -obs in all organization.

3B8-DE=REE APPRAISAL) 3n this method a person is appraised by all the people he is directly lin)ed !ith may it be his7her senior% subordinate or peer. This method has been able to do a!ay !ith bias to a remar)able e'tent. This is a very
">

effective method as it does a!ay !ith various shortcoming of the performance appraisal li)e bias% lop;sided nature of the appraisal programs% failure to appraise the personality of the sub-ect etc. This is one of the reasons for designing the ne! form on the base of a ".>;degree appraisal pattern.

"1

CHAPTER ) PRO*ECT REPORT

PERFORMANCE APPRAISAL SYSTEM AT MCSPL

"2

PRO;ECT REPORT -----------------------------------------------PERFORMANCE APPRAISAL SYSTEM AT MCSPL2 $t MCSPL% performance appraisal is considered necessary as far as *uman +esource planning .The management of MCSPL has heavily relied upon the system of performance appraisal for the evaluation and effective development of its employee. There is only types of performance appraisal forms% for all grades of employee. +ating method is used to appraise the employees on the basis of !hat he did in his present -ob during the year under report. The rating on the traits measured varies from outstanding to very good% good% fair or poor.

""

RATIN=S) - Performance is rated !ith reference to the tas)s or activities assigned or underta)en and the achieved thereof% during the period under revie! as can be identified or described. The rati#% are /e i#e/ as !**!Cs ) 5utstanding Aery good Food 2air Poor

PERFORMANCE MANA=EMENT MCSPL primary ob-ective is to sustain performance culture. Cey success factor !ill be the ability to move coherently in the same direction by developing and fully utilizing the significant diversity of everyone6s s)ills and potential. 3t combines annual ob-ectives settings @ performance revie! based on both result and value and behaviour. MCSPL has made a conscious efforts to!ards creating @ fostering a strong performance driven culture in the organization.Through% position description is a result of discussion bet!een employee and his superior regarding his

"#

e'pected role and perceived role @ at end driving at an e'pected role @ responsibility of the <

1mployee 0ivision *ead Peers Superior

Per !r"a#$e "a#a%e"e#t s&ste"

3t !ould also act as guideline for ;L Calculating performance pay ;L Calculating salary revision 9as one of the inputs: ;L 3dentifying employees for promotions and rotation 9as one of the inputs: Set goals for every employee in consultation !ith their superiors < 0epartmental goals !ith uantitative parameters are set in alignment !ith the company goals.
",

 The departmental goals are shared !ith respective employees for setting individual goals ?ased upon the importance of each C+$ !eightage is assigned to them. $n action plan is created for each of the goals accounting for contingencies9applicable for M# @ above: $lso the areas in !hich the employee might re uire support are identified. Conduct Mid;year revie! H The level of accomplishment for each of the goals is captured. Corse correction if re uired is done .The same has to be shared !ith *+. 0iscussion !ith the employees on any support re uired from the manager7organization.

A##0a* a((raisa* t! 9e $!#/0$te/ i# A!i#t a%ree"e#t Cith 9!th the assess!r a#/ assesses a: Performance revie! form is filled -ointly by the assessor and assesses !herein the actual performance against the each C+$ is captured b: ?oth upon the uantitative @ ualitative indicators of performance are mapped in -oint discussion

A##0a* (er !r"a#$e rati#% is %i5e# 9& the assess!r -!# a s$a*e ! ?-@ Cith @ 9ei#% the hi%hest.

".

1ach department rating are then normalized by the moderation committee @ finalized 1mploy the rating to < a: 0etermine Performance pay 9based upon the distribution bet!een individual goals @ company goals for each grade of employee: b: 0etermine salary revision c: 3dentify employees for promotion7rotation

PERFORMANCE PAY C!"(a#&Ds Per !r"a#$e 9ase/ 0(!# the !**!Ci#% !0r a$t!rs 3: 33: 333: 3A: $nnual Sales 2ree cash flo! 5perating Profit $ny further parameter agreed year on year

"/

=RADE Eshare ! $!"(a#&Ds Eshare ! i#/i5i/0a*s (er !r"a#$e (er !r"a#$e M-F M-B M-@ M-+ M-3 M-2 M-? MCA MTG=ET-trai#ees

I#/i5i/0a* (er !r"a#$e 9ase/ 0(!# the i#/i5i/0a* %!a*s set ) Ceeping into consideration the brea) up bet!een company @ individual goals. *igher the grade the !eight age of personal and business performance is almost ,>;,>. Lo!er the grade the business performance !ill attribute as lo! as 1>M and personal performance !ill attribute as high as =>M.

"8

PROCEDURE IN CASE OF RATIN= H?I

3f a manager perceives that his subordinates are heading to!ards a &1( rating then he must inform the employees by September of the current year i.e. at least si' months before the annual appraisal to be done in april. 2resh C+$6s for the ne't si' months i.e. 5ctober to march !ith a clear action should be set and discussed !ith the employee in presence of *+ personnel in order to provide a fair chance to the employee to prove his performance.$ mid term revie! !ill be carried out in 0ecember. 3n annual appraisal in april if the employee6s performance sho!s no significant improvement and still merits a 1 rating then he !ill be given a grace period of si' months !ith full salary / benefits !ithin !hich he !ill have to leave the organization. 2or all &1( rating cases there !ill be no increase in the mar)et revision and the performance pay !ill be nil.

"=

PROCEDURE IN CASE OF RATIN= H2I 3f a manager perceives that his subordinates is heading to!ards a 2 rating then he must inform the employees by September of the current year i.e. at least si' months before the annual appraisal to be done in april. 2resh C+$6s for the ne't months i.e. 5ctobers to march !ith a clear action plan should be set and discussed !ith the employee in the presence of *+ personnel in order to provide him a fair chance to prove his performance .$ midterm revie! !ill be carried out in 0ecember. 3n the annual appraisal in $pril% if the employees performance sho!s no significant improvement and still merits an 2 then the employees is given another si' months to improve .$lso his performance rating for the last " year are ta)en into consideration. 3f re uired efforts to be made to relocate the appraise either through -ob rotation or to another sector !here he !ould be able to deliver ma'imum performance. 3n September if there is an improvement in the performance to at least " levels% then the employees are retained in the organization. 3n case the performance still continues to remains at 2 level then the employees is given a grace period of . months !ith full salary and benefits !ithin !hich he !ill have the organization

#>

2or all 2 cases less than the minimum increase in he mar)et revision !ill be given !hile performance pay !ill be nil.

IMPEMENTATION CYCLE S.4o Steps in performance appraisal 1 2 " +esponsibility Timelines $pril $pril $pril

process Set company goals for the year !ith Leadership uantitative measures Set departmental goals !ith uantitative measures 3nform employees on the departmental goals @ guide them to their individual goals Train the assessors on performance coaching counseling @ feedbac) Conduct mid year revie! Conduct annual appraisal 2inalise on the performance rating Five out performance pay %compensation team 0epartmental heads *+ @ departmental heads *+ $ssessor%*+ $ssessor%

# , . / 8

September 5ctober $pril

assessee *+% +evie!ing% $pril committee *+ 1st august

#1

PERFORMANCE PAY PAYOUT+

Performance level 1'pectations surpassed Superior Food Must improve Dnacceptable

+ating , # " 2 1

PayoutM 1./ 1"" 1>> ,> >;1.

#2

CHAPTER , RESEARCH METHODOLOGY

#"

Resear$h Meth!/!*!%& A#/ Sa"(*e Desi%#

____________________________________________

Resear$h Meth!/!*!%&) +esearch is defined as human activity based on intellectual application in the investigation of matter. The primary purpose for applied research is discovering% interpreting% and the development of methods and systems for the advancement of human )no!ledge on a !ide variety of scientific matters of our !orld and the universe.

S!0r$es ! Data ) b: Primary 0ata c: Secondary 0ata

##

Meth!/ ! /ata $!**e$ti!# . 1. The Juestionnaire is developed for the purpose of collecting the data for carrying out research. The uestionnaire is to design so as to cover all aspect of ob-ectives !ith open; ended and close; ended uestions. 2. $nother mode of collecting the data is a personal interaction !ith the officers !ho are being evaluated annually. Personal interaction !ith the staff in the method of entertaining the customer and to motivate them in fulfilling their needs. Pri"ar& /ata C!**e$ti!# $ set of 1, uestions !ere prepared and distributed among the officers of the company. The survey uestions !ere intended to get the )no!ledge about the effectiveness of the process of Performance appraisal. The feedbac) from the ManagersN 5fficers !as analyzed in detail by using mathematical N statistical tools and finally the conclusion !ere dra!n. Se$!#/ar& /ata $!**e$ti!# The entire process !as studied before doing the actual survey to get ac uainted !ith the process. Then the company6s *+ record !as analyzed. Several boo)s% magazines and internet and internet sites !ere e'plored to get more insight over the pro-ect.

#,

Area ! the st0/&) To get the right information regarding Performance $ppraisal% 3 have gone through the si' departments of MCSPL. A$$!0#t a#/ Fi#a#$e Pers!##e* a#/ A/"i#istrati!# Ma#0 a$t0ri#%) $ssembly;3 $ssembly;33 2eeder Shop Production Planning and Control9PPC: Maintenance Sub;contract E#%i#eeri#% Sa*es C!""er$ia* Sa"(*e Desi%# ) Sample population of "> officers !ere ta)en in random from each of the 8 0epartments of MCSPL out of !hich 2 from sales% , from engineering% 1 from maintenance% 2 from purchase%2 from J$%2from PPC%1 from customer support%2from stores%" from accounts %1 from feeder shop%2 from P@$%1 from e'cise%" from sub;contract etc. This population !as intervie!ed and their responses !ere captured and tabulated and analyzed and have been represented graphically. The graph is general representation of the vie!s of the officers in all. Sample size !ere ta)en from the various grade of employee% T!!*s ! a#a*&sis)

#.

$ Survey !as conducted by visiting and interacting !ith the officers personally. The basic tool of analysis uestionnaire that !as prepared for the officers.

To get the insight about the current performance appraisal scene of MCSPL. To find the most suitable !ay to appraise the diverse employees of MCSPL. 0esign a ne! appraisal program as and if re uired. 2ind the various re uirements of the different department Some of the limitations of the study are as follo!s< 1. The respondents vie!ed the uestions as)ed !ith suspicion% as they !ere !orried about the lea)age of their identity to the management. 2. There !as difficulty in e'tracting @ getting information from fe! of the respondent. ". Some of the members !ere hesitant in giving correct information. Juestionnaires used for getting the respondents feedbac) are li)ely to give inaccurate information either deliberately or because of non a!areness% although attempts have been made to eliminate this limitation as far as possible !ith the help of personal -udgment. #. Time period given for the pro-ect is not sufficient.

#/

CHAPTER DATA ANALYSIS AND INTERPRETATION .UESTIONNAIRES

DATA ANALYSIS
#8

AND INTERPRETATION .UESTIONNAIRES

J1: 0o you )no! !hat is meant by Performance $ppraisalO

YES
30 100%

No
0 0%

To&#l
30 100%

1/ 05 0/ 15 1/ 5

1/

YES NO

INTERPRETATION)

2rom the above analysis its clear that all the employee of MCSPL )no!s the meaning of P$ that sho!s they are a!are of each function of P$.

#=

J2: !hat )ind of appraisal you suggest for your organizationO

S09Ae$ti5e O9Ae$ti5e 3*e#/ 3B8/e%re ! e 9!th

AS 0 0% 0 0% > >M / 2"."" M

EJisti#% t! $!#ti#0e
23 76.66%

T!ta*

30 100%

1/ 05 0/ 15 1/ 5 / / ,

1/ 01
S234ec&i5e O34ec&i5e 6le$7 of 3o&8 1)/ 7e%!ee

,>

INTERPRETATION)
3n M1CP /....M employee !ant the e'isting type of appraisal system to be continued 2+ating method is used to appraise the employee.

M#$#%e"e$& 30%

E" loyee 0 0

6o&8 21 70%

C#$& '#y 0

J": Performance $ppraisal is important for !hom% to the management or to the employeeO

,1

INTERPRETATION)
2rom the above graph% it is visible that />M said that P$ is important for both Management and for the employee. 3n MCSPL performance appraisal is more important for the employee.

J#: 3s the assessment areas based on achievementsO

Yes "> 1>>M

N! > >

T!ta* "> ;;;;

,2

INTERPRETATION)
2rom the above analysis 3% come to )no! that 1>>M employee said that assessment areas are based on achievement from the above graph.

J,: *o! !ell a!are are you of the appraisal processO

F2lly A9#!e 2! !.33%

No& f2lly #9#!e 2 6.66%

No& #& #ll 0 0

,"

INTERPRETATION )
2rom the above graph !e see that% =".""M are fully a!are about P$ system accept .M people. 3n MCSPL employees are fully a!are about the performance appraisal process that helps the organization a lot.

J.: The performance appraisal system in this organization help you to discover your hidden potential.

Yes

N!
,#

T!ta*

"> 1>>M

> >,

"> ;;;;

INTERPRETATION)
?y appraising the employee the organization !ants to increase the potential of the employee2 2rom the above graph !e found that 1>>Msaid that P$ system help to find out the hidden potential of the employee.

J/: Eho appraises the individualO

,,

Se*
> >M

I""e/iate C!""ittee 3!ss

2, 8,.""M , 1....

Peer
> >M

INTERPRETATION)
There are various !ays to appraise the employees and it can be done by self appraisal% immediate boss% committee and peer. 3n MCSPL appraisal is mainly done by immediate boss. 2rom the above graph !e found that 8".""M said immediate boss and only 1....M said committee appraise the employee.

,.

J8: 0o you thin) that performance appraisal could help in ma)ing you a!are of your strength @ !ea)nessesO

Yes
2, 8".""M

N!
, 1....M

Ca#t sa&
> >M

05

05

0/

15

Ye' No C#$& S#y

1/

INTERPRETATION "

,/

The performance appraisal helps in ma)ing a!are of employees strength @ !ea)nesses. 2rom the above graph it is clear that 8"."", said that P$ help in ma)ing them a!are of their strength @ !ea)nesses.

=: *o! many times employee should be appraised in a yearO

A##0a**&
"> 1>>M

SiJ "!#th*&
> >M

K0arter*&
> >M

,8

INTERPRETATION )
$ppraisal helps to bring the effectiveness in the organization. So it6s should be annual. 2rom the analysis it is found that 1>>M !ant annual appraisal system in MCSPL.

J1>: 0o you thin) that the performance appraisal helps management to improve organizational performanceO

A*Ca&s
28 =".""M

S!"eti"es
2 ....M

Ne5er
> >M

,=

INTERPRETATION)
To create facilities and opportunities for individual or group development =".""M employee said that P$ helps management to improve organizational performance2

.>

J11: 5n given a choice !ould you prefer a self appraisal or appraisal by supervisors or bothO

Se* A((raisa*

S0(eri!r A((raisa*
2

3!th
1 63.33%

30%

6.66%

INTERPRETATION (
5rganizations need to measure employee performance to determine the actual performance of the employee. $fter analysis it is found that .".""M employees said that self appraisal and superior appraisal both should be prefer.">M said self appraisal and most of them are from M and M;1 grade employee
.1

J12: The performance appraisal system in this organization facilitates ne! learning @ gro!th.

Yes 2/ "

N! =>M 1>M

INTERPRETATION )
3n M1CP the performance appraisal system facilitates ne! learning @ gro!th %out of 1>>M%=>M employees said yes and only 1>M said no.
.2

J1": 3s performance appraisal is an effective tool for the evaluation of performanceO Yes N! Ca#t sa&

22 /".""M

> >M

8 2....M

INTERPRETATION)
."

Performance appraisal is a systematic evaluation of present capabilities of personnel and employees by superiors% superiors superior or a professional from outside. 3t has been found from the analysis that /".""M people said that P$ is an effective tool for the evaluation of performance n 2....M are not able to say. J1#: +an) the follo!ing traits according to the importance they have in the performance of the -ob betterment. Specific to your organization.1;9most imp.:%"; 9least imp.:

<#!C*e/%e

3eha5i!r

Attit0/e

A**

8 2....M

2 ....M

> >M

2> .....M

.#

INTERPRETATION )
2rom the above graph !e see that 2....M people said that in P$ system )no!ledge is important% ....M people out of 1>> said behavior is less important than )no!ledge n attitude and .....M said that for the P$ system all have same importance2

.,

CHAPTER 7 RESULTS OF THE STUDY

RESULTS OF THE STUDY ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,

+esults of the study<

$fter doing the detail study of the topic P1+25+M$4C1 $PP+$3S$L SBST1M in MCSPL. 2ollo!ing 2indings !ere concluded H

..

1. $ll the employee of MCSPL )no!s the meaning of P$ that sho!s they are a!are of each function of P$. 2. +esources are provided by the superiors to the officers for achieving their

targets. ". 3n MCSPL the performance appraisal system facilities ne! learning @ gro!th is very good. #. 3nterpersonal relationship has to be developed and the *+ has to play ma-or role to ma)e this process effective. ,. 2rom the $ppraisal process in MCSPL most of the employees are satisfied. .. 3n MCSPL Performance $ppraisal help management to improve organizational performance2

./

CHAPTER ?8 SU==ESTIONS AND RECOMENDATIONS

Suggestions and +ecommendations ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;

$fter studying the performance $ppraisal System of MCSPL and there are certain suggestions that certain suggestions that can be considered% to ma)e the present PMS System more effective. The suggestions are ass follo!s<

.8

 Paper work is a lengthy process so it consume more time. Thus in order to save the precious time of the organisation online system should be introduced. Employee should maintain performance diary which can be viewed by superior on the weekly or monthly basis so that they give their feedback which help in improving the performance of the employees. There is no self evaluation form for all the employees of MCSPL.So ! recommended them for this form so that employee can also rank them easily.

.=

CHAPTER ?? CONCLUSION

C!#$*0si!#
The Summer Pro-ect at MCSPL !as a very rich educational -ourney .3t !as observed that% a systematic process of setting the !or) plans% performance monitoring and performance revie! is the base of a good performance appraisal system.
/>

$ good performance appraisal system is a highly effective means of improving the uality of performance of the employee. 3t has been found from the analysis that the employees from various grade and departments they !ant the e'isting P$ system to be continued 1. $s per the analysis the company6s performance appraisal system seems to be very effective both for the employer as !ell as the employees. 2. The findings sho! that the current appraisal system is very effective and does not need any change. ". The e'isting method i.e. +ating System of the performance appraisal is the easy @ the best !ay to appraise the employees.

/1

CHAPTER ?2 3I3LIO=RAPHY

/2

3OO<S )
C. $sh!athappa.% &Human Resource Management text and cases(% the Tata McFre! *ill publication Company Ltd.% 92>>8:. L.M. Prasad% &Human Resource Management( Sultan Chand and Sons publication%92>>,: Chotari.C.+.

WE3SITES )
1. ###.$%SP&.com ' Accesse( on 20th ma)* 23r( of ma)* 6th of j+ne*10th of ,+ne* j+l)*1-th of ,+l) 2. ###.mahin(ra . mahin(ra.com Accesse( on1 th of ma)*27th of ma)* 20th of ,+ne *21th of ,+ne * 27th of ,+ne* 2n( of ,+l)*12th of ,+l)
th

of

/"

CHAPTER ?3 ANNEXURES

/#

E"(*!&ee Sa"(*e S0r5e& F!r The Fee/9a$4 O# PA I# MCSPL NAME -!(ti!#a*. ) -------------------------------=RADE A=E ) ) ) ---------------------------------------------------------------------------------------------------------------------------------------------------------TO<EN NO2

DEPARTMENT ) DESI=NATION) ?2 a: Bes 2 !r%a#i6ati!#' 9a: Sub-ective 9b: 5b-ective 9c: ?lend of both

D! &!0 4#!C Chat is "ea#t 9& (er !r"a#$e a((raisa*' b: 4o c: Cannot say.

What 4i#/ ! a((raisa* &!0 s0%%est !r &!0r

9d: ".> 0egree $ppraisal System 9e: 1'isting to continue 32 Per !r"a#$e A((raisa* is i"(!rta#t !r Ch!": t! the "a#a%e"e#t !r t! the e"(*!&ee'

/,

a: Management

b: 1mployee

c: ?oth

d: Can6t say

+2 Is the assess"e#t areas 9ase/ !# a$hie5e"e#ts' a: Bes b: 4o

@2 H!C Ce** aCare are &!0 ! the a((raisa* (r!$ess' a: 2ully a!are B2 b: 4ot fully a!are c: 4ot at all

The (er !r"a#$e a((raisa* s&ste" i# this !r%a#i6ati!# he*( &!0 t! /is$!5er &!0r hi//e# (!te#tia*2 a: Bes b: 4o

F2 Wh! a((raises the i#/i5i/0a*' a: Self b: 3mmediate boss c: Committee d: Peer

L2 D! &!0 thi#4 that (er !r"a#$e a((raisa* $!0*/ he*( i# "a4i#% &!0 aCare ! &!0r stre#%th a#/ Cea4#esses' a: Bes b: 4o c: Cannot Say

72 H!C "a#& ti"es e"(*!&ee sh!0*/ 9e a((raise/ i# &ear' a: $nnually b: Si' monthly c: Juarterly

?82D! &!0 thi#4 that the Per !r"a#$e A((raisa* he*(s "a#a%e"e#t t! i"(r!5e !r%a#i6ati!#a* (er !r"a#$e' a: $l!ays b: Sometimes
/.

c: 4ever

??2 =i5e# a $h!i$e C!0*/ &!0 (re er a se* a((raisa* !r a((raisa* 9& s0(er5is!rs !r 9!th' a: Self app. *ear#i#% > %r!Cth2 a: Bes b: 4o b: Superior app. c: ?oth. ?22The (er !r"a#$e a((raisa* s&ste" i# this !r%a#i6ati!# a$i*itates #eC

?32Is (er !r"a#$e a((raisa* is a# e e$ti5e t!!* !r the e5a*0ati!# ! (er !r"a#$e' a: Bes b: 4o c: Cannot say

?+2Ra#4 the !**!Ci#% traits a$$!r/i#% t! the i"(!rta#$e the& ha5e i# the (er !r"a#$e ! the A!9 9etter"e#t2 -S(e$i i$ t! &!0r !r%a#i6ati!#2 ?-"!st i"(!rta#t: 3-*east i"(!rta#t. a: Cno!ledge b: ?ehaviour c: $ttitude d: $ll have e ual importance ;;;;;;;;;;; ;;;;;;;;;;; ;;;;;;;;;;;; ;;;;;;;;;;;

?@2D! &!0 Ca#t t! %i5e a#& s0%%esti!# re%ar/i#% a((raisa* s&ste" ! MECP Lt/2

//

S1L2 H1A$LD$T354 25+M

Na"e) E"(*!&ee N!2 3ra#$h)

De(art"e#t) Desi%#ati!#)

Des$ri9e i# s(e$i i$ &!0r A!9 /es$ri(ti!# i# the $!"(a#& :

What (arts ! the A!9 /! &!0 ee* &!0 /! Ce** a#/ Chat are the reas!#s'

What (arts ! the A!9 /! &!0 ha5e /i i$0*ties Cith a#/ there a#& !9sta$*es Chi$h ha5e $a0se/ &!0 (arti$0*ar (r!9*e"s'

List /!C# &!0r a$$!"(*ish"e#ts /0ri#% the &ear a#/ "e#ti!# Chether the& Cere (*a##e/ !r #!t2

/8

 D! &!0 $!#si/er &!0rse* it !r a hi%her (!siti!# i# the $!"(a#&' A*s! "e#ti!# Chether &!0 C!0*/ /esire a A!9 r!tati!# !r tra#s er2

D! &!0 thi#4 &!0 ha5e i"(r!5e/ si#$e the *ast a((raise/' I# Chat Ca&s a#/ Chat are the reas!#s !r it'

P*ease i#/i$ate the e#a9*i#% a#/ hi#/eri#% eJter#a* a$t!rs: Chi$h i# *0e#$e &!0r (er !r"a#$e2

ENA3LIN= FACTORS

HINDERIN= FACTORS

Are &!0r C!r4 e !rts Ce** s0((!rte/ 9& &!0r s0(er5is!rs'

Are there a#& !ther (!i#ts: Chi$h &!0 C!0*/ *i4e t! raise at &!0r a((raisa*'

OVERALL PERFORMANCE APPRAISAL ) -Rate &!0r !5era** (er !r"a#$e a$$!r/i#% t! &!0r /is$reti!#.

/=

Hi%hG!0tsta#/i#% Re%0*ar*&GeJ$ee/s Meets re10ire"e#t

O$$asi!#a**& Fai*s t! "eets "eet

P*ease te** 0s a9!0t the areas i# Chi$h &!0 #ee/ trai#i#% t! a$hie5e &!0r tar%et C!r4 %!a*s2

TAR=ET WOR<SHEET

P*ease i/e#ti & &!0r C!r4 %!a*s

P*ease i/e#ti & the 4e& (er !r"a#$e areas

P*ease i#/i$ate the tar%et /ate 9& Chi$h <PADS C!0*/ 9e a$hie5e/

Si%#at0re -A((raiser. Date

Si%#at0re -A((raisee.

8>

MAHINDRA CONVEYOR SYSTEMS PVT LTD: Fo!" fo! Pe!fo!"#$ce A !#i'#l fo! All G!#7e' A''e''"e$& Pe!io7( 1'& A !il &o 11'& "#!c8 /; NAME) DESI=NATION) =RADE) DEPARTMENT) EMP2 NO2

S.no.

Parameter

Self/atin0 in the +ating Comment if any scale of 10 assessment by 9by *50: *50

1 2 " #

2unctional -ob )no!ledge Juality of output7!or) $ccomplishment of tas) @ target Customer satisfaction 9internal7e'ternal: , Problem solving analytical ability . 0ependability / Communication7team !or) 8 0iscipline = Cost control 1> Potential for handling of additional responsibility 9$: Total +ating Points 9?: $verage +ating Points 9$71>:

81

1mployee Signature

*50

Special Acheivement if an) (+rin0 the )ear "

8ra(e

$eanin0

Points Sec+re(

OVERALL PERFORMANCE RATIN=

1 4 % 7 A

Poor 5ee(s improvement Avera0e Performance 8oo('Above avera0e 19cellent

1 63 66 67 6

2o 2o 2o 2o 2o

3 6 7 10

/ecommen(ation"

/emar:s Si0nat+re %OO 4;

82

PERFORMANCE APPRAISAL FORM 4ame < 1mployee no. ?ranch < S.4o. 1. 2. ". #. ,. .. /. 8 =. 0epartment < 0esignation <

Parameters !ith relevant !eight attached Cooperation and adaptability 9EP1,: Team !or) 9E;1,: Communication 9E1,: Co;ordination 9EP1,: Competency 9!P1>: 3nitiative 9EP1>: +elationship Management9EP1>: 0iscipline and !or) habits 9EP1>: Problem solving 9EP1>:

Score

APPRAISER<S COMMENT <hat #ere the appraiser=s main accomplishments (+rin0 the appraisal )ear> 1. 2. ". #. APPRAISEE COMMENTS =IF ANY>
8"

APPRAISEES SIGNATURE APPRAISERS SIGNATURE

M$*340+$ C54A1B5+ SBST1MS PAT. LT0 $44D$L P1+25+M$4C1 +1A31E The purpose of this form is to guide the employee and manager to!ards establishing a common understanding of goals by documenting the agreed performance plan. 1MPL5B11 4$M1 < P5S3T354 9-ob title: < 01P$+TM14T < $ppraiser name @ designation < 1MPL5B11 4DM?1+ < 0$T1 $SS3F410 T5 P5S3T354< P1+25+M$4C1 P1+350 2+5M< +1A31E1+6S 4$M1 @ 01S3F4$T354 <

WEI=TA=E NO <RA MEASURE OF ASSI=NED PERFORMANCE -TOTAL ?88E.

ACTUAL PERFORMANCE

PERFORMANCE RATIN=

-TO 3E FILLED 3Y SELF APPRAISER. APPRAISER ASSESSMENT ASSESMENT

8#

Total individual performance pay percentage

1MPL5B11 C5MM14TS <

1MPL5B11 S3F4$TD+1 <

0$T1<

8,

MAHINDRA CONVEYOR SYSTEMS PVT2 LTD

Go#l Se&&i$% P!oce''

1$P&O?11 5A$1 " POSA2AO5 Bjob titleC" 41PA/2$152 " Appraiser name . (esi0nation"

1$P&O?11 5@$71/" 4A21 ASSA8514 2O POSA2AO5" P1/DO/$A5%1 P1/AO4 D/O$" /1EA1<1/=S 5A$1 . 41SA85A2AO5"

BAC Please list your -ob responsibilities as understood by you9to be filled by the appraiseeC

5o

Fe) /es+lt Areas

$eas+resofPerformanc e

<ei0ta0e assi0ne(

8.

Appraiser Si0nat+re " 1mplo)eeSi0nat+re "

4ate " 4ate "

8/