Project Report On Performance Appraisal System

CHALLENGE SKILLCOMMITMENTTEAMWORK 1
Founder of the
Bata Shoe Organization
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1876 1932
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Date : ______________
TO WHOM IT MAY CONCERN
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study the existing performance appraisal system in Bata India Ltd. And if necessary to
select an optimum process and technique for evaluating the performance and
qualification of employees in terms of requirements of the job for which he is
employed".
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Dated :
Place : J abalpur Dr. Anil Kumar Dhagat
( Director )
MBA Department
GGITS, Jabalpur
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Bata India Ltd. Is the organization that has been ruling the world
of shoe manufacturing in India for more thn 75 years now and its largest plant is
situated in Batanagar, 24 Parganas (s) West Bengal, on the banks of the river
Ganges. With manpower of nearly 2400, the unit is producing quality foot wares
hugely in demand all over the world. It has one of the oldest but excellent systems of
day to day operations and record keeping including production, planning, purchase,
costing, salary, personal audit etc. It also has been instrumental in starting its own
chain of retail stores which has crossed 3000 in number. Over the year it has become
a household home with millions of customers loyal to its brands. Its motto,
Challenge Skill Commitment Teamwork is yeilding great results even in
this era of fervent socio economic changes that are taking place globally.
My object here was to study the existing performance appraisal
system in Bata India Ltd. And if necessary to select an optimum process and
technique for evaluating the performance and qualification of employees in terms of
requirements of the job for which he is employed. This is to provide logical base for
placements, promotions, financial rewards etc. this tells the employees, what is
expected of him and where he presently stands, along with necessary suggestions to
minimize the difference.
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I hereby acknowledge the overwhelming help and support of the personnel
department of BATA INDIA LIMITED and specially Asst. Manager Personnel Mr. D. Sanyal whose
heartiest cooperation was the major source of motivation behind the completion of this project. I shall
also be thankful to other department heads some of whom are listed below:
All India Sr. V.P. : Mr. A. H. M. Ehsanuzzaman
Sr. Manager (Leather) : Mr. Shubham Kanti Mondal
Manager (Rubber) : Mr. Amar Nandi
Manager (Engineering) : Mr. Samarjeet Ghosh
Manager (R& D) : Mr. Supriya Kanji
GM (Purchasing group) : Mr. Atish Chandra Chatterjee
Manager (Commercial) : Mr. Sudip Dutta
Manager (Payroll & Accounts) : Mr. Prabhat Kumar Sur
Sr. Manager (Accounts) : Mr. Animesh Mukherjee
Manager (Accounts) : Mr. Anjan Kumar Chatterjee
Manager (Assembly Rubber) : Mr. Dilip Kumar Nandi
Asst. Manager (Admin. & Welfare) : Mr. Manoj Kumar Sarkar
Asst. Manager (Procurement Leather) : Mr. Kuharan Mukhopadhyay
Officer (SBU Leather) : Mr. Kartik Chandra Routh
At last but not the least I would like to thank Dr. Anil K. Dhagat, director,
M.B.A. department, GGITS, Jabalpur, for providing us with the opportunity of doing this project. My
sincere gratitude to all those who have directly or indirectly helped the cause of successfully
completing the project.
Dated:
ABHISHEK SHRIVASTAVA
Ic.vvion
I Abhishek Shrivastava student of M.B.A. (3
rd
semester), Gyan Ganga Institute of Technology and Sciences,
J abalpur (M.P.) , do hereby declare that this project has been
done as a partial fulfillment of the award of post graduate
degree in business administration, under Rani Durgawati
University, J abalpur (M.P.) .
I declare that this project is entirely based upon
my personal findings, analysis and judgments and is thus an
original piece of work, which has not been published before in
its present form any where in India or abroad.
Dated:
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1. Introduction
About the organization. 12
2. The existing system. 31
3. Positives and negatives. 49
4. The outlook. 51
5. Suggestions. 61
6. Summary and Conclusion. 85
7. Absenteeism in Bata India Ltd. 85
8. Research Methodology. 100
9. Datas and graphs. 104
10. Case studies and Experiences in B.I.L. 115
11. Bibliography. 123
1)I)OI+(I1O)
Inc Ovni.vion:
Bata India Limited
Bata India is the largest company for the Bata Shoe
Organization in terms of sales pairs and the second largest in terms of
revenues. With 1250 stores across the country, it also has the widest retail
network within the BSO. By the time Bata had come to India in 1931; it was
already recognized as a leading shoe brand.
Its manufacturing and marketing operations
heralded the rise and the development of a
modern footwear industry in India. Before
Bata, footwear was produced primarily in the
handicrafts and small enterprise segments.
Bata, over the decades, used the current
knowledge' from its international experience
to create adaptive and innovative baseline
standards for the shoe businesses in India.
Incorporated as Bata Shoe Company Private Limited in 1931,
the company was set up initially as a small operation in Konnagar (near
Calcutta) in 1932. In J anuary 1934, the foundation
Ive missed over 9,000 shots in my career. I've lost almost 300 games. 26 times I've been
trusted to take the game winning shot...and missed. I've failed over and over and over again
in my life. And that is why I succeed! "
- Michael J ordan
Stone for the first building of Bata's operation - now called the Bata. In the
years that followed, the overall site was doubled in area. This township is
popularly known as Batanagar. It was also the first manufacturing facility in the
Indian shoe industry to receive the ISO: 9001 certification.
The Company went public in 1973 when it changed its name
to Bata India Limited. Today, Bata India has established itself as one of Asia's
largest footwear retailer. It has cornered
around 35 per cent market share in the
organized sector (and approx. 8.5% of the
total footwear market) Almost 98 percent of
the company's revenue is from the domestic
market while the rest is from exports. The
company currently sells over 45 million pairs
of shoes every year and has an annual sales
turnover of more than Rs 8000 million (USD
178 million).
Over the years, Bata India
has established a leadership position in the footwear industry and is easily the
most trusted name in branded footwear. Its retail network of 1250 stores gives
it a reach/ coverage that no other footwear company can match. The stores are
present in good locations and can be found in all the metros and towns
The ultimate measure of a man is not where he stands in moments of comfort, but where
he stands at times of challenge and controversy
- Martin Luther King J r.
In terms of products, the company has now built a good, market-oriented
collection that is in line with fashion trends and offers a good quality to price
ratio. Its product range now encompasses classic shoes such as Ambassador
for Men and comfort shoes such as Comfit for ladies, as well as a more trendy
collection for ladies in the Marie Claire range and a sporty fashion collection for
young adults in the North Star range.
Bata's smart looking new stores supported by a range of
better quality products are aimed at offering a superior shopping experience to
its customers. And the new face of Bata India is now visible to the industry as
well as its customers. Today, backed by a brand perception of experience, the
company is working towards positioning itself as a vibrant and contemporary
young brand. It has significantly transformed its retail formats to become more
lifestyle-oriented, which has helped change consumer perceptions to a large
extent.
Inc Tin.ic.:
We provide quality for value.
We constantly improve in what we do.
Our strength is people.
We are partners in progress with the communities in which we deal.
We build respect and loyalty through service.
We practice A Step Ahead management.
It is common sense to take a method and try it. If it fails, admit it frankly and try another.
But above all, try something. "
- Franklin D. Roosevelt
Bata is divided into 6 regions:
1. Europe
2. North America
3. Africa
4. Pacific
5. Latin America
6. India
Bata operates in more than 70 countries worldwide with,
3000 retail outlets of its own
Producing 10,00,000 pair of shoes per day
Over 50,000 employees speaking 100 languages
BATA Headquarters,Toronto, Canada
Tvo.c :
To serve the whole BATA family of companies round the world.
To have the right shoe, at the right place, at the right time, at the right
price
î..ion :
With footware manufacturing and and marketing as its
core business to achieve success and become the biggestand most skillful
multiple retailing and distributing organisation with a dynamic, flexible and
Market responsive approach to present and future oppertunities for profitable
growth.Success will be measured by the Customers, employees, shareholders,
suppliers and community.
vnv. :
Hush Puppies
Dr. Scholls
North Star
Power
Marie Claire
Bubble Gummers
invvc (oc.ion. :
Ambassedor
Comfit
Wind
Inc nc. To]c.. :
While some mega-projects are still awaiting approval, Calcutta
Riverside and a few others have got the nod from the West Bengal
government, the project to develop the 262-acre Batanagar estate into a
modern township, with a nine-hole golf course, high-end apartments, villas,
condominiums, a hotel, mall, IT park, hospital and school.
To cost Rs.1,200 cr, Calcutta Riverside is perhaps the most
high profile project under Section-14(z) of the West Bengal land reforms
amendment bill passed in August 2005, which envisages that sick or closed
industries, which require investment to become functional again, may sell of
their unused land, if part of their sale proceeds is used to restructure the units
or for the labour's welfare. Riverbank Holdings Private Limited, the 50-50 joint
venture between Bata India Limited and Calcutta Metropolitan Group Limited
(an alliance between Kolkata Metropolitan Development Authority and United
Credit Bellani group), had a master plan ready combining commercial re-use of
land with socio-economic development of the areas in the Batanagar estate.
Its an equitable deal for the workers. The 1,097 families
living on the estate now are to be rehabilitated in new housing, with a built
space of 6,40,000 square feet. Further, the terms of Riverbank Holdings lay
down that within 30 days after the end of each calendar year, it must
contribute a sum of INR 35,00,000 for the benefit of the employees of BIL
"The great successful men of the world have used their imaginationthey think ahead
and create their mental picture in all its details, filling in here, adding a little there,
altering this a bit and that a bit, but steadily building - steadily building."
- Robert Collier
employed in the Batanagar factory. The existing Bata girls, boys and primary
school will be upgraded and a separate school on 6.65 acre and a 300-bed
hospital will be built. The 1.2 km riverfront will also be developed with
recreation facilities for residents and visitors. Post completion, Calcutta
Riverside will give employment to 30,570 people. No wonder the project was
cleared as part of the state's social infrastructure development programme.
BATAs Worldwide Network
You may deceive all the people part of the time and part of the people all the time, but
not all the people all the time. "
- Abraham Lincoln
Various departments operant in Bata India Ltd.
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Personnel department is the heart of the organization and is
one of the most important portfolios dealing with matters directly or indirectly
related to its human resource that is manpower. It acts as a connecting bridge
between the employees, trade unions and other external entities and the
management. Personal department plays a vital role in interconnecting various
departments to enable smooth operation of the organization.
In Bata India Ltd. The personnel department maintains
individual personnel audit records in its kartotek and uses it for important
decision makings related to the transfer, promotion, separation, performance
appraisal, welfare schemes, services and benefits, labouur relations, grievance
handeling etc. it is also responsible for the recruitment and selection of right
people for the right job.
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The accounts and payroll department is one of the busiest
department of the organization as it has to maintain each and every
transactional records in the book of account on a regular basis, based on
commonly used double entry system. The income statements, p/l account and
balance sheet are prepared on a quarterly basis for the management as well as
One needs to be slow to form convictions, but once formed they must be defended against
the heaviest odds. "
- Mahatma Gandhi
Shareholders to analyze the developments. As Bata India Ltd. Batanagar plant
is not a selling unit the profit earned by it is accrued profit not actual profit.
Accrued profit is acquired when production is completed below the estimated
production limits and it is in loss when production surpasses this limit. The
extent of transactions through this department can be expressed through these
facts:
Bata India Ltd. (Batanagar plant) pays tax to the Maheshtala municipality
in the volume of nearky Rs. 500000 per month.
Electricity charges for 24 hours 3 phase connection comes somewhere in
the vicinity of Rs. 6000000 per month.
Bonus paid to the employees once in every season (6 months) amounts
upto Rs. 12000000.
The payroll section is in charge of preparing the fortnightly as
well as monthly payslips for its different types of employees (such as fixed,
essential, hourly fixed, special hourly fixed, accrord) payment is made by
calculating many factors along with their basic pay, some of these factors are
DA, Night Allownce, Bonus, Production incentive, House rent, Providient fund,
insurance, medical cover etc. the pay structure of Bata India Ltd. I s very well
structured in relation to contemporary manufacturing units in the state of West
Bengal.
Do not be desirous of having things done quickly. Do not look at small advantages.
Desire to have things done quickly prevents their being done thoroughly. Looking at
small advantages
- Confucius
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The actual job of the product development department starts
with collecting informations from the marketing department about the design or
pattern expected to be in demand in the near future. Accordingly designs are
prepared for all types footwears along with the material to be used in a
particular article. This department is more concerned with providing comfort to
its customers rather than style. Sizes of the shoe to be manufactured are pre-
decided region wise e.g.:
- For eastern region sizes between 5 to 11 (gents)
- For southern region size is 7 onwards gents) and 4 to 5 general sizes for
ladies products.
This department consists of a separate CAD/CAM section.
Where designs are prepared and cutted through a computerized cutting
machine. The software used for this purpose Crispin Cad Suite prepares two-
dimensional view of designs. These designs along with the material are tested
in the Research & Development labs before reaching the production
department.
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Production planning and control section of management which
delivers the estimate for the production of particular style during a specific
Often the difference between a successful person and a failure is not one has better
abilities or ideas, but the courage that one has to bet on one's ideas, to take a
calculated risk and to act.
- Maxwel Maltz
Period so that they may serve the best possible service to the customer without
unwanted late in delivery or unwanted dumping of the produced goods.
The sales department sends the estimate for the volume of
the goods which is likely to sell, on the basis of statistical method, market
research, previous years performance and promotion of selling effort they
actual did. And accordingly volume of goods is projected for the production
department and costing department then the costing and production
department plan for the procurement of all the necessary materials,
machineries, grinderies etc. and their capacities of production in terms of
manpower they are having.
Another function of production planning and control
department:
This department also prepares the records the volume of product in the
production stream daily. This is called workshop production balance sheet.
Prepares the plan sheet for the different articles that has to be sent to either
the whole-seller or retailer article wise or the number of pairs of specific size
so that the box of packing completes their capacity. This is called production
invoice for whole sales and retails i.e. distribution of order plan wise.
Desire is the key to motivation, but it's the determination and commitment to an
unrelenting pursuit of your goal - a commitment to excellence - that will enable you to
attain the success you seek
- Mario Andretti
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Batanagar plant is one of the biggest manufacturing units in
the state. It is a well equipped with the best machines and safety equipments,
most of them imported from Korea and other countries. Some of the newly
installed machines are capable of producing high quality footwears round the
clock. This department is further divided into the:
1. The leather factory (producing leather shoes)
2. The rubber factory (producing rubber and canvas shoes, rubber chappals.)
Both within the Batanagar plant itself. Skilled employees
known as rink conveyor (leather) and sandal conveyor (rubber) carry out the
production through a chain of operations. Some of the operation involved in
shoe manufacturing is last preparation, upper insole, J aro molding, preforming,
force last etc. constant quality checks during the production process reduce the
number of pairs getting to the shops.
6 Stages in production:
- Manipulation (leather & other material cut and bundled)
- Prefabrication (stamping, punching, skiving, gimping, embossing)
- Sewing (components stitched together)
- Assembly (upper & lower components brought together)
- Warehousing (shoes checked, inspected, sorted, stored, shipped)
- Retail stores (receive goods, check for accuracy damage, promote)
When you have got an elephant by the hind leg, and he is trying to run away, it's
best to let him run.
- Abraham Lincoln
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The research and development department is responsible for
validating the products and designs prepared for production. Various
mechanical properties related to the materials to be used for the upper and
sole of the footwears are thoroughly checked using electronic machines these
include Tensile testing, flexural testing etc. designs are checked for its
durability. Suggestions to improve the overall quality of the finished products
are sent back to the product development department.
If you are going to achieve excellence in big things, you develop the habit in little
matters. Excellence is not an exception, it is a prevailing attitude
- Colin Powell
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Tomas Bata:
1894 The T. & A. Bata, T. & A. Bata Shoe Company registered in Zlin,
Austria-Hungary by Tomas, Anna and Antonin Bata.
1895 First business crises, Tomas takes over company's control, Antonin
leaves for the army, Anna gets married.
1897 The Baovka, the first fabric shoe, introduced and with it production
mechanization, first machine from Germany.
1900 First factory building constructed.
1904 Tomas' first journey to the USA.
1905 2,200 pairs per day produced by 250 employees, in two shifts, sales
department founded.
1906 Second factory building constructed, first of the "new type".
1908 Antonin died Tomas takes full company's control.
1909 First export sales, first sales agencies in Germany, the Balkans and the
Middle East; 3,400 pairs per day produced.
1911 Tomas' second journey to the USA.
1914 World War I breaks out, large orders by the Austro-Hungarian army for
military shoes.
1917 World War I large scale orders contributed to company's exponential
growth; 2 million pairs per year sold, 10,000 produced daily by 5,000
employees, advanced production equipment imported from Germany; "Bata
community" around factory with shops, housing, schools and hospitals.
1918 Second crises of the company, massive losses, non-paid deliveries for
the state (Austria-Hungary, the newly founded Czechoslovakia doesn't
recognize the debt); production down to 1,700 pairs daily.
1919 Tomas' third journey to the USA, getting acquainted with Henry Ford's
mass production.
1922 Currencies devalued due to World War I, consumer purchasing power
at an all time low, Bata cuts shoe prices by 50% to attract customers and to
expand into 160company shops throughout Czechoslovakia.
1923 Employee profit & loss sharing introduced.
1925 The Bata system organizes operations in autonomous workshops; the
"Bata School of Work" (Baova kola prce) founded education and practical
training to future Bata managers; 563 company shops throughout
Czechoslovakia.
1927 Assembly line production introduced.
1929 Customs tariffs introduced in the world, Baa builds factories in
Switzerland (Mohlin), Germany (Ottmuth), England (Tilbury), France
(Hellocourt), Yugoslavia (Borovo), Poland (Chelmek), Holland (Best), the USA
(Bel Camp) and India (Batanagar); the "House of Baa's service" (Dm Baovy
sluby) opens in Prague, replacing older premises
1930 100,000 pairs produced daily; five-day, 40 hours week introduced
1931 Bata a.s. founded, replacing the former "T. a A. Bata"; by the early
1930s, Bata becomes the worlds leading footwear exporter.
J an Antonin Bata:
1932 After Tomas Batas plane crash his half-brother J an Antonin Bata
becomes head of the company; at this time the company continues the
diversification into the production of tires, aircraft, bicycles, machineries; the
"House of Batas service" (Dm Baovy sluby) opens in Brno.
1939 Bata operates 63 companies in various industries with footwear
remaining the core business with 60 million pairs sold per year in over 30
countries; the Batas family leaves to the USA after Nazi occupation of the rest
of Czechoslovakia; J an Antonin Bata "subdues" to the plans of Nazis to save the
business, on the other hand supports the exile government of Edward Benes
and the Czechoslovak armed forces in Britain, he saves a large number of
countrymen, including J ews by using the Bata worldwide network.
1942 Tomas J . Bata (Thomas J . Bata) starts to operate from Batawa, near
Toronto, Canada. Instead of leading the Canadian subsidiary.
1945 All Bata companies in Eastern Europe "nationalized" by communist or
pro-communist governments, the company starts rebuilding itself from the
remaining entities outside Eastern Europe;
1946 - Two decades of litigation ensue members of the Bata family begin to
sue one another over ownership of the international subsidiaries of Bata. In
spite of conflicting decisions has never been fully resolved.
1947 - J an Antonin Bata accused by the Czechoslovak communists of various
"crimes" and sentenced to 15 years of hard labor in absentia and all of his
properties in Czechoslovakia are confiscated.
1960s Companys headquarters relocated to Toronto by Thomas J . Bata,
further expansions through new factories in local markets.
1970s Private labels created: Bubblegummers, Power, Marie Claire, North
Star.
1980s Bata develops retailing: Bata city stores, large format stores and sport
concept stores.
1989 Thomas J . Bata visits Czechoslovakia to check and negotiate on the
restitution possibilities, sets up his team to do the work, later on buys some of
the leftovers of the former company from the state and founds Bata a.s., now
as Czech retail subsidiary
1990s Bata enters the high-price segment: Bata Premium collection.
1995 Partnerships in Eastern Europe, Bata stores in Russia, Poland, Croatia,
and Slovenia.
1999 Bata concentrates on design marketing and distribution, manufacturing
moves to low-cost countries and subsidiaries.
2001 Thomas G. Bata, Tomas' grandson becomes the Groups chairman,
restructures the business into regional "4 meaningful business units".
2002 Bata Shoe innovation Centers for shoe development introduced
worldwide
2004 In China, Bata procurement centre in Guangzhou opens distribution
partnership for the opening of Bata retail stores established.
2006 a township construction began to modernize the Batanagar factory
complex (near Kolkata, to be completed by 2011, with 2500 housing for
employees, a hospital, a school, an IT park, a hotel and residential flats along
the riverside); Branded Business Division founded to consolidate all the branded
business activities.
2007 - J une 26, 2007, Communist Verdict Against J an A. Bata Overturned. The
City Court in Prague, Czech Republic has re-opened a 60-year-old case in which
an international businessman and Czech nationalist was falsely accused of
collaboration with the Nazis. J an Antonin Bata, brother of the world famous
shoemaker Tomas Bata, was sentenced in absentia in 1947 for collaboration
with the Nazis by the National Court in Prague. Thomas J . Bata, 91, nephew of
J an Bata, testified on Monday in court to achieve the cancellation of the verdict
against his uncle. He said that he believed that justice would win.
For the last decade his descendants, led by the sprightly 92-year-old Thomas J .
Bata, Son of the company's founder, have fought to clear his name. They say
far from being a collaborator, J an Antonin Bata financed the Czechoslovak
government-in-exile to the tune of a quarter of million dollars in secret
donations or roughly four-million of today's US dollars.
A former J ewish employee also testified that J an Bata had helped her and up to
80 J ewish families escape from Nazi-occupied Czechoslovakia. All of these facts,
say his family, were ignored by the court in 1947. They say the post-war
Czechoslovak state, buckling under Communist pressure, was primarily
interested in seizing the Bata Empire and its assets.
ORGANISATIONAL CHART
Managing Director
Deputy Managing Director
Executive Director Exports and Commercial
Vice President Sr. Vice President Sr. Vice President General Manager Vice President
Faridabad Patna Batanagar Makamahghat Bangalore &
Bata Shatak
Vice President Vice President
Product development Commercial
Senior Manager Senior Manager Senior Manager Senior Manager Senior Manager Senior Manager
Moulds & Purchase Quality assurance Training & Research & Tannery
Equipment Development Development
Senior Manager Senior Manager Senior Manager Senior Manager General Manager General Manager
Service Personnel Costing Procurement SBU (R) SBU (L)
Senior Manager
Manipulation
ov.c : Quality manual 2006, B.I.L. Batanagar
T1)IO)^/)(1 /TT)/1/:-
Performance appraisal is a process of evaluating the
performance of employee in terms of requirement of the job for which he is
employed and tell them what is expected of him and where he presently stands
and for the administration in making decision and to provide a logical base for
placements, promotions, financial rewards etc.
I11 1\1I1) I1^:
There are two types of performance rating systems that were
introduced by the management for leather factory from the week 01/2005. And
after analyzing the good response of these performances rating systems, a
modified version of these systems were introduced in the rubber factory also
from the week 37/2005.
These systems are: -
1. The departmental performance rating system.
2. The best employee of the month scheme.
Both the systems were introduced by the management to
involve employees (accord) for their active participation towards organizations
progress and also to improve departments better quantitative productivity and
consumer responsiveness.
Always bear in mind that your resolution to succeed is more important than
anything."
- Abraham Lincoln
DEPARTMENTAL PERFORMANCE RATI NG
SYSTEM ( LEATHER FACTORY) :
This system was initiated by the management in the leather
factory to measure the performance of departments and to create the healthy
competitive environment among the departments within the leather factory.
Objectives for introducing these schemes are as following:
Assess and monitor department performance with a view to rewarding
department that meets managements expectation.
Provide accurate feedback to departments so as to highlights their
strengths as well as their weaknesses, which can be used as an
effective continuous improvement tool.
Provide benchmark data, which will allow departments to establish
where they placed in relation to the best performance in the group.
This is a quantitative rating system in which maximum points
have been allotted to every factor. And points obtained by the department, are
the obtained percentage of points allotted to each respective factor. And total
points of each factor combined to obtained total marks earned by the
department.
Factors which are considered in the Total Department
Performance Rating System and their respective maximum points, allotted to
each factor as following:
Delivery 20 points
Quality 30 points
Attendance 30 points
House keeping 20 points
Total points 100 points
Total department performance measured in the following terms:
total department performance rating
(Delivery + Quality + Attendance + Housekeeping)
Score Rating Remarks
90-100 A Excellent
75-89 B Good
65-74 C Average, Improvement required
50-64 D
Poor, Immediate Improvement
required
< 50 E Very Poor
Points of above factors are calculated as following:
1. Delivery ratings:- maximum 20 points have been allotted to delivery
ratings. Target for the delivery are decided in advance and delivery
points are based on percentage of target achievement.
For example:
Delivery Target = 10000 pairs (for 5 days week)
Actual Delivery = 9500 pairs
Total % achieved = (9500/10000)*100 % =95 %
TOTAL DELI VERY POINTS= 95% OF 20 POI NTS
= 19 POI NTS
2. Quality Ratings: Maximum 30 points have been allotted to quality
ratings. This is based on defects score and rejects rate score. Here
three types of defects have been considered named as minor defects
(i.e. low impact) and major defect (i.e. high impact) and critical defect
(i.e. line stoppage etc.), And Reject rate score means percentage of
total defects (R-Pair) that occurs due to assembly and are avoidable
defects. Points for defects score and reject rate score are as following:
Quality ratings (max 30 points) = Defects score (max 20 points) + Reject rate
score (MAX 10 POINTS)
Each time there is a defect incident, and then each incident is scored as per
following formulae:
Defect Score
(max 20 points)
Minus 2 points for each minor defects (i.e. low impact)
Minus 5 points for each major defects (i.e. high impact)
Minus 10 points for each critical defect (i.e. line stoppage etc.)
R- PAIRS DUE TO ASSEMBLY AND AVOI DABLE DEFECTS
Score 0 - 2 - 4 - 6 -10
R- PAIRS <= 1.5 1.6-2.0 2.1-3.0 2.6-3.0 >3.0
3. Attendance Rating:- Maximum 30 points have been allotted to
attendance ratings. Attendance ratings are based on departments
attendance from salary statement. This is calculated on the basis of
mandays concept.
For example:- Departmental staff from salary statement = 37
Total achievable mandays in a week = (total staff * no. Of days in a week)
= (37*5) =185
Total absenteeism = 10 man days in a week
Total achieved mandays = 185-10 = 175 mandays
Total % achieved = (175/185)*100 % = 95 %
Total attendance points = 95 % OF 30 POI NTS = 28.5 points
4. House Keeping Rating:- maximum 20 points have been allotted to
house keeping rating. House keeping points are given by general
manager in consultation with group manager. House keeping points
are based on:
Racks & boxes are kept in order.
Machines are neat and clean.
Gang ways to be cleared.
After calculating each individual point, total points for the
department rating are calculated by adding all individual points.
Total marks obtained = (Delivery+Quality+Attendance+House keeping)
The department, which obtains maximum points, is awarded
as Best department of the month by the management receives rewards.
Rewards for the Best Department of the Month:
Shield / cup for the best department of the month.
Refreshment party with the contribution from management up to Rs.
1500.
The first and worst of all frauds is to cheat one's self
- Phillip J ames Bailey
DEPARTMENTAL PERFORMANCE RATI NG
SYSTEM( RUBBER FACTORY) :
After receiving good response from the leather factory.The
modified version of the departmental rating system is also introduced in the
rubber factory from week 37/2005. The main difference in the departmental
rating system between rubber and leather factory is that the system used in
rubber factory includes productivity as a factor.
Objectives for introducing these schemes are as following:
Assess and monitor department performance with a view to rewarding
department that meets managements expectation.
Provide accurate feedback to departments so as to highlights their
strengths as well as their weaknesses, which can be used as an
effective continuous improvement tool.
Provide benchmark data, which will allow departments to establish
where they placed in relation to the best performance in the group.
Factors which are considered in the Total Department Performance
Rating System and their respective maximum points, allotted to each factor as
following :
Delivery 20 points
Quality 20 points
House keeping 20 points
Productivity 15 points
Total department performance measured in the following terms:
Total Department Performance Rating
( Delivery + Quality + Attendance + Housekeeping )
Score Rating Remarks
90-100 A Excellent
75-89 B Good
65-74 C Average, Improvement required
50-64 D
Poor, Immediate Improvement
required
< 50 E Very Poor
1. Delivery ratings :- Maximum 20 points have been allotted to
delivery ratings. Target for the delivery are decided in advance and
delivery points are based on percentage of target achievement.
For example:
Delivery Target = 10000 pairs (for 5 days week)
Actual Delivery = 9500 pairs
Total % achieved = (9500/10000)*100 % =95 %
TOTAL DELI VERY POI NTS= 95% OF 20 POI NTS
= 19 POI NTS
2. Quality Ratings: Maximum 20 points have been allotted to quality
ratings. This is based on defects score and rejects rate score. Here
three types of defects have been considered named as minor defects
(i.e. low impact) and major defect (i.e. high impact) and critical defect
(i.e. line stoppage etc.). Reject rate score means percentage of total
defects (R-Pair) that occurs due to assembly and that are avoidable
defects.
Points for defects score and reject rate score are as following:
Quality ratings (20 points) = Defects score (max 10 points) + Reject rate score
(max 10 points)
Each time there is a diffect incident, and then incident is
scored as per following two formuale:
One case packed shoe are checked.
The points are given based on following table.
Defect Score (max
20 points)
Minus 2 points for each minor defects (i.e. low impact)
Minus 5 points for each major defects (i.e. high impact)
Minus 10 points for each critical defect (i.e. line stoppage etc.)
R- PAIRS DUE TO ASSEMBLY AND AVOIDABLE DEFECTS
Score 0 - 2 - 4 - 6 - 10
R- PAIRS 0 0.1-0.5 0.6-1 1.1-1.5 >1.5
3. Attendance Rating:- Maximum 25 points have been allotted to
attendance ratings. Attendance ratings are based on departments
attendance from salary statement. This is calculated on the basis of
mandays concept.
For example:- Departmental staff from salary statement = 37
Total achievable mandays in a week =
(total staff * no. of days in a week)
= (37*5) = 185
Total absenteeism = 10 man-days in a week
Total achieved mandays = 185 - 10 = 175 man-days
Total % achieved = ( 175 / 185 ) * 100 % = 95 %
Total attendance points = 95 % OF 25 POI NTS = 23.75 points
4. House Keeping Rating:- maximum 20 points have been allotted to
house keeping rating. House keeping points are given by general
manager in consultation with group manager. House keeping points
are based on:
Racks & boxes are kept in order.
Machines are neat and clean.
Gang ways to be cleared.
5. Productivity rating: - For productivity rating maximum 15 points has
been allotted achievement of marks on productivity are calculated on
pro-rata basis.
For example: - In sandal conveyor (B.G.M.) if a department achieves
9500 pairs in a week that is 900 pairs more than scheduled production.
Production points are calculated:
Productivity points = (900/1400)*15 = 9.64 points.
(Here 1400 pairs as per productivity agreement in sandal conveyor.)
After calculating each individual point, total points for the
department rating are calculated by adding all individual points.
Total marks obtained =
(Delivery + Quality + Attendance + House - keeping productivity)
The department, which obtains maximum points, is awarded
as Best department of the month by the management receives rewards.
Rewards for the Best Department of the Month:
Shield / cup for the best department of the month.
Refreshment party with the contribution from management up to Rs.
1500.
(iciv vnv )vc. ( Io on vc vnv cvnc {v.o, ) :
The departments are assessed on four-week basis.
The department should run at least three weeks out of four.
This is a monthly scheme.
Delivery targets are set in the beginning of the week by floor
managers.
No rewards are given to ratings D and E .
This reward scheme is sole discretion of the management and
management decision is final.
The best employee of the month scheme
The Best employee of the month scheme was first
introduced in the leather factory from week 1/2005 for the accord people,
and after receiving positive results it has also been introduced in rubber
factory.
This reward is given in the view of:
To give recognition to an individual who contributes to company
progress most.
To find and reward an individual who can be source of motivation to
others.
The reward for The best employee of the month
The reward up to Rs. 500 is given to the best employee of the month.
The photograph of the best employee is displayed with his brief service
history and contributions.
The individual performance incorporates the following:
Participation / attitude 30 points
Skill/Quality 30 points
Attendance :
Attendance rating is based on departments attendance from salary
statement.
Points are calculated as per following table on monthly basis.
Leave taken in a month
Leave taken up to 1 day 1.5 - 2 days 2.5 - 3 days > 3 days
Points Deducted nil 10 20 40
Participation/ Attitude:
Individual, who participate in departmental activities to run the
department smoothly and helps line manager for the same in day to
day activities. Floor manager in consultation with line manager
gives points.
Individual, with positive outlook, is a role model for employees.
Floor manager in consultation with group manager gives points.
E.g.
Present in department on time.
Helping department, manager in taking attendance. Allocation
from training and allocation cell etc.
Initiate interflows regarding quality etc. with department staff.
Skill/ Quality:
Individual, multiskilled, with thorough knowledge of his work
and does his work with quality. Help others to inculcate quality consciousness.
Floor manager in consultation with group manager gives points. E.g.
Analyzing R-pairs from tally sheets and rectify his faults (if
any)
Volunteering to work in other operations(if required)
Giving valuable inputs to solve quality problem in
department.
(iciv vnv )vc. (Io on vc vnv cvnc {v.o,) :
This is a monthly scheme.
No reward is given if management does not get suitable employee or
points scored are less than 65.
This reward scheme is sole discretion of the management and
management decision is final.
In the long run, we shape our lives, and we shape ourselves. The process
never ends until we die. And the choices we make are ultimately our own
responsibility.
- Eleanor Roosevelt
Performance appraisal system
( For managerial and clerical staff )
The current performance appraisal system for the clerical and
the managerial staff of Bata India Ltd, Batanagar plant, has been in
continuation since long. Performance appraisal form which is known here as the
Individual Progress Review is filled by the employee to be appraised in
consultation with his superior once in a year. The appraisee fills the detail about
his previously agreed specific or challenging task (including measurable
standards of performance) and actual achievements against standards of
performance. On the basis of which overall level of performance of the
appraisee is measured. The appraisee also gives detail about his individual
career planning including specific, challenging task for the next review period
(including target dates and standards of performance).
This performance appraisal system is a combination of critical
incidence method and grading method. This has been used specifically due to
the fact that performance of managerial and clerical staff is not measurable
(performance based), thats why critical incidents are included in this system,
which becomes performance standard for the performance review period and
on the basis of which appraisal is done.
Format of the performance appraisal system of Bata India Ltd,
Batanagar, which is being used as of now, has been given below:
Our greatest glory is not in ever falling, but in rising every time we fall
- Confucius
INDIVIDUAL PROGRESS REVI EW
PERSONAL DATA PAGE 1
FAMILY NAME
GIVEN
NAMES
DATE OF
BIRTH
SEX
COUNTRY OF
ORIGIN
PRESENT
CITIZENSHIP
EMPLOYEE NO.
EDUCATION
INDICATE SUB.
YEARS
LANGUAGES
%
BATA COURSES YEARS
OTHER COURSES /
ASSIGNMENTS - YEARS
PRESENT / PREVIOUS POSITION BSO/COY START DATE
COMPANY DEPT PRESENT POSITION JOB START DATE BSO START DATE
COMPANY DEPT PREVIOUS POSITION JOB START DATE
COMPANY START
DATE
REVIEW OF PERFORMANCE - PERIOD FROM TO ..
MAJOR ACHIEVEMENTS AND PERFORMANCE OF SPECIFIC / CHALLENGING TASKS
PREVIOUSLY AGREED SPECIFIC OR CHALLENGING
TASKS
( INCLUDING MEASURABLE STANDARDS OF PERFORMANCE )
LEVEL OF ACHIEVEMENT AGAINST
STANDARDS OF PERFORMANCE
%
ACH.
OVERALL LEVEL OF PERFORMANCE WHEN JOB DESCRIPTION WAS LAST UPDATED
UN
SATISFACTORY
FAIR SATISFACTORY GOOD VERY GOOD
OUT -
STANDING
MONTH YEAR
INDIVIDUAL CAREER PLANNING
PERSONAL CHARACTERISTICS PAGE 2
INITIATIVE : DESIRE TO SUCCEED :
WAITS TO BE
GUIDED
LIKES TO BE
BUIDED
OFTEN BRING
NEW IDEAS/
INITIATIVES
CONSTANTLY
PROVIDES NEW
IDEAS/ INITIATIVES
EASY GOING
AMBITION MUST
BE PROMPTED
AMBITIOUS
VERY AMBITIOUS
DETERMINED TO
SUCCEED
ENTHUSIASM : LEADERSHIP :
LACKS
ENTHUSIASM
WILLING BUT
UNDEMON-
STRATED
CAN BE
INSPIRED
VERY
ENTHUSIASTIC
A FOLLOWER
PROVIDES SOME
LEADERSHIP
TAKES LEADING
ROLE
EXCELLENT
LEADERSHIP
QUALITIES
SELF EXPRESSION : TEAM SPIRIT :
CAN NOT
EXPRESS
SELF
CLEARLY
NOT
EFFECTIVEL
Y
LACKS
TRAINING ONLY
GOOD COMMAND
OF LANGUAGE
DISLIKES
GROUP WORK
PREFERS
WORKING ALONE
GOOD
CONTRIBUTER
EXCELLENT TEAM
PLAYER
EMPLOYEES COMMENTS :
EXPRESSED CAREER GOALS SHORT / LONG TERM 1. 2.
WILLING TO RELOCATE ABROAD : YES/ NO PREFFERRED LOCATIONS : 1. 2. 3.
ASSESSORS ADDITIONAL COMMENTS
THE AREAS FOR IMPROVEMENT / STRENGTH & WEAKNESSES / PROMOTIONAL POTENTIAL
SPECIFIC DEVELOPMENT PLANS
TRAINING AND DEVELOPMENT / ASSIGNMENTS / SELF DEVELOPMENT, ETC
.
TIMING
SPECIFIC / CHALLENGING TASKS FOR NEXT REVIEW PERIOD
INCLUDING DATES & STANDARDS OF PERFORMANCE
TIMING
EMPLOYEES SIGNATURE ASSESSORS NAME - PLEASE PRINT ASSESSOR SIGNATURE DATE
COMPANY MANAGERS COMMENTS AND RECOMMENDATIONS RECOMMENDED LISTING BY COMPANY MGR.
COMPANY MANAGERS SIGNATURE DATE :
L1 SKIM MOL. SPEC NONE
To.ii.c. vnv ncvi.c. :
Positives:
1. Performance appraisal system for managerial staff is based on achievement
of target and it is easily measurable.
2. It is a combination of critical incidents and grading method which makes
performance of clerical and managerial staff easily measurable.
3. Personal characteristics like initiative, enthusiasm, leadership, self
expression, desire to succeed, and team spirit is taken into account for
evaluating the performance of appraisee.
4. Specific development plans of individuals (training and development,
assignments, self-development etc.) are also taken into consideration.
5. Specific challenging task for next review period is given by the appraisee
itself, which makes employee feel that they are a part of organization.
6. The department rating system and the best employee of the month
scheme both are quantitative system.
7. Recognition and reward, which an employee gets as a result of rating, is
work as a motivator for further improvement in performance.
8. Quality, attendance, productivity, delivery, house keeping these factors are
taken in to quantitative terms that makes it is easy to assess the
performance of department.
9. Attitude, skills, attendance etc. of employee is also taken into quantitative
terms that make easy to assess the performance of employee.
Resistance drains energy, acceptance saves it & cheerfulness sustains it
- Anonymous
Negatives:
1. Appraisees health condition and family problems have not been considered
in the performance appraisal system of managerial and clerical staff.
2. Personality traits of individuals are not taken into account.
3. More weightage is given to performance and not to potential of the
appraisee in the Performance appraisal system of managerial and clerical
staff.
4. In the department rating system productivity is given lowest point which
should be given more weightage in the rating system.
5. The effect of other factors (delivery, quality, and house keeping) overlaps
the effect of productivity and attendance.
We make a living by what we get; we make a life by what we give.
- Sir Winston Churchill
Inc Ovoo[:
The department rating system was introduced to assess and
monitor departments performance that meets managements expectation and
to provide feedback by highlighting their strength and weaknesses to improve
their performance. I have collected datas of diferent departments and their
appraisals, the datas and graphs are given here as following:
Department: 321
Months Delivery+Quality+House
keeping (max 60 points)
Attendance
(max 25 points)
Productivity (max
15 points)
Total points
(max 10 points)
J an-06
32.82 22.62 11.70 67.14
Feb-06 33.29 23.00 12.75 69.04
Mar-06 42.18 23.77 14.05 80.00
Apr-06 34.36 23.66 15.00 73.02
May-06 30.45 23.21 15.00 68.66
J un-06 34.97 21.75 13.22 72.00
Department: 322
Attendance
(max 25 points)
Productivity (max
15 points)
total points
(max 10 points)
J an-06 29.98 23.08 13.08 66.14
Feb-06 33.28 22.75 13.12 69.15
Mar-06 35.18 23.35 13.52 72.05
Apr-06 32.04 23.32 13.68 69.04
May-06 30.39 23.02 13.29 66.70
J un-06 38.50 21.59 13.01 73.10
Department : 323
Months
Delivery+Quality+House
Attendance
(max 25 points)
Productivity (max
15 points)
total points (max
10 points)
J an-06 31.96 23.76 12.62 68.34
Feb-06 35.18 23.35 13.52 72.05
Mar-06 33.28 22.75 13.12 69.15
Apr-06 35.85 23.09 13.40 72.34
May-06 40.46 22.95 13.25 76.66
J un-06 31.78 21.57 11.75 65.10
Department : 324
Attendance(max 25
points)
Productivity (max
15 points
total points (max
100 points)
J an-06 41.18 23.16 13.62 77.96
Feb-06 41.27 23.70 13.80 78.77
Mar-06 33.24 23.00 12.80 69.04
Apr-06 32.79 23.10 13.65 69.54
May-06 33.84 23.02 15.00 71.86
J un-06 38.91 20.87 12.82 72.60
Department: 325
Attendance
(max 25 points)
Productivity (max
15 points
total points (max
100 points)
J an-06
Feb-06 35.25 22.25 12.28 69.78
Mar-06 34.68 22.32 12.36 69.36
Apr-06 34.83 22.78 11.68 69.29
May-06 35.17 21.64 12.75 69.56
J un-06
Department: 326
Attendance
(max 25 points)
Productivity (max
15 points
total points (max
100 points)
J an-06 42.58 22.16 14.68 79.42
Feb-06 35.73 23.22 13.52 72.47
Mar-06 37.48 22.07 13.47 73.02
Apr-06 35.78 22.24 15.00 72.05
May-06 35.69 22.09 13.25 71.03
J un-06 34.83 20.62 12.55 68.00
Department: 327
Attendance
(max 25 points)
Productivity (max
15 points
total points (max
100 points)
J an-06 27.14 22.02 11.56 60.72
Feb-06 37.48 22.07 13.47 73.02
Mar-06 35.73 23.22 13.52 72.47
Apr-06 43.60 21.78 12.64 78.02
May-06 33.25 22.95 15.00 71.20
J un-06 36.30 21.45 12.02 69.70
" Honest differences are often a healthy sign of progress "
- Mahatma Gandhi
Department : 321
0.00
20.00
40.00
60.00
80.00
100.00
J an-
06
Feb-
06
Mar-
06
Apr-
06
M
ay-
06
J un-
06
Months
P
o
i
n
t
s
Attendance(max 25
points)
Productivity (max 15
points
total points (max
100 points)
Department : 322
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
J an-
06
Feb-
06
Mar-
06
Apr-
06
May-
06
J un-
06
Months
P
o
i
n
t
s
Attendance(max 25
points)
points
total points (max 100
points)
Department : 324
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
90.00
J an-
06
Feb-
06
Mar-
06
Apr-
06
May-
06
J un-
06
Months
P
o
n
i
t
s
Attendance(max 25
points)
points
points)
Department : 323
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
90.00
J an-
06
Feb-
06
Mar-
06
Apr-
06
May-
06
J un-
06
Months
P
o
i
n
t
s
Attendance(max 25
points)
points
points)
Department : 325
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
J an-
06
Feb-
06
Mar-
06
Apr-
06
May-
06
J un-
06
Months
P
o
i
n
t
s
Attendance(max 25
points)
points
total points (max
100points)
Department : 326
0.00
20.00
40.00
60.00
80.00
100.00
Jan-
06
Feb-
06
Mar-
06
Apr-
06
May-
06
Jun-
06
Months
P
o
i
n
t
s
Attendance(max 25
points)
points
points)
The graphs shown here with appraisal points obtained by
the departments on the one axis and months on the other axis, shows the
performance of departments in different months and their respective marks
of productivity and attendance obtained by departments.
According to the prescribed format of the monthly
departmental appraisal, the most important factors affecting the result
should be attendance followed by quality and house keeping whereas the
graphs shoe that:
1. The effect of quality and house keeping on the final score is more than
that of attendance.
2. Performance evaluation or appraisal ought to be based on productivity.
Graphs show that this effect on the final result is minimal.
3. The above two points indicate that the point difference between
departments regarding attendance and productivity are surpassed or
Department : 327
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
90.00
J an-
06
Feb-
06
Mar-
06
Apr-
06
May-
06
J un-
06
Months
P
o
i
n
t
s
Attendance(max 25
points)
points
points)
over shadowed by other factors.
4. The graphs show frequent ups and downs in the curves, which
indicates large difference in the ratings, this difference due to factors
other than attendance is a matter of concern.
1{{c. o{ /vi.v on Tovv.i.i,:
Dept
J anuary February
Appraisal
points
(J an)
Productivity
points
(J an)
Productivity
points
(Feb)
Appraisal
points (Feb)
Productivity
points (Feb)
Productivity
points
(mar)
321 67.14 11.70 12.75 69.04 12.75 14.05
322 66.14 13.08 13.12 69.15 13.12 13.52
323 68.34 12.62 13.52 72.05 13.52 13.12
324 77.96 13.62 13.80 78.77 13.80 12.80
325 12.28 69.78 12.28 12.36
326 79.42 14.68 13.52 72.47 13.52 13.47
327 60.72 11.56 13.47 73.02 13.47 13.52
Dept
March April
Appraisal
points
(Mar)
Productivity
points
(Mar)
Productivity
Points
(Apr)
Appraisal
points
(Apr)
Productivity
Points
(Apr)
Productivity
points
(May)
321 80.00 14.05 15.00 73.02 15.00 15.00
322 72.05 13.52 13.68 69.04 13.68 13.29
323 69.15 13.12 13.40 72.34 13.40 13.25
324 69.04 12.80 13.65 69.54 13.65 15.00
325 69.36 12.36 11.68 69.29 11.68 12.75
326 73.02 13.47 15.00 72.05 15.00 13.25
327 72.47 13.52 12.64 78.02 12.64 15.00
Dept
May
Appraisal
points
(Feb)
Productivity
points
(May)
Productivity
points
(J une)
321 68.66 15.00 13.22
322 66.70 13.29 13.01
323 76.66 13.25 11.75
324 71.86 15.00 12.82
325 69.56 12.75
326 71.03 13.25 12.55
327 71.20 15.00 12.02
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
1 2 3 4 5 6 7
Departments (321 to 327)
Effect of appraisal on productivity
(January 2006)
Appraisal points Jan
Productivity points Jan
Productivity points Feb
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
points
1 2 3 4 5 6 7
(February 2006)
Appraisal points Feb.
Productivity points Feb
Productivity points mar
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
points
1 2 3 4 5 6 7
(May 2006)
Appraisal points may.
Productivity points May
Productivity points J une
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
points
1 2 3 4 5 6 7
(March 2006)
Appraisal points Mar.
Productivity points Mar
Productivity Points Apr.
0.00
20.00
40.00
60.00
80.00
points
1 2 3 4 5 6 7
(April 2006)
Appraisal points Apr
Productivity Points Apr.
Productivity points May
The Bar graphs drawn to show the effect of appraisal
on the productivity and thus the change in the performance in the next
month indicate significantly important factors such as:
1. A better appraisal rating tends to decrease the productivity level of the
department in the following month.
2. On the other hand, relatively lower appraisal ratings tend to increase
the productivity levels of the department in the following month, which
is expected.
3. Inconsistent performance of every department results in dis-
proportionate change in appraisal ratings.
4. It is evident that here, direct motivation ( i.e. motivation from success ) is
less important from indirect motivation ( i.e. motivation from failures ).
The current performance appraisal system of managerial and
clerical staff in Bata India Ltd., Batanagar plant has been quiet effective for a
long time. The management is getting its sufficient required inputs, which are
useful for decision making regarding promotion, increment etc. Some other
factors such potential and other personal characteristics of individuals have not
been taken into account, for this purpose I have been made some efforts to
make it more effective and helpful for management in the long run.
Where you are headed is more important than how fast you are going.
Rather than always focusing on what's urgent, learn to focus on what is
really important
- Stephen Covey
vc.ion.:
(For the department rating system)
After the analysis of appraisals of departments ( 321 to 327 )
in the months of J an 06 to J une 06, I have found that there is a very small
difference between the points of different factors (delivery, quality, house
keeping, attendance, and productivity). So the effect of some factors ( delivery,
quality, and house keeping ) overlaps the effect of the other important factors
i.e. productivity and attendance. To minimize these differences between the
points of different factors and to make this system more effective, here are
some suggestions:
1. Points on productivity ought to be 30 points, because department rating
system needs to be more dependent on productivity i.e. actual performance.
2. Points to be given to departments on percentile basis, where the maximum
scorer is supposed to be standard and is allotted 100 % marks.
3. Attendance points ought to be 20 points, the department should not be
penalize due to the legal or illegal absence of some individuals.
4. Delivery points ought to be 15 points, because delivery does not depend
solely on the one department.
5. Quality marks ought to be 20 points, because there is very small difference
between the obtained quality points of departments and it was not able to
make considerable effect on the final appraisal points. There should be some
changes in calculation of quality points. One suggestion has been given
here:
Calculate the average of the percentage shoes with defects
and percentage shoes which are rejected, let this value be X. Find the
cumulative value of X in all departments of a particular unit / group, now to
calculate individual departments quality ratings. Find the percentage of X in
the cumulative value and subtract it from 20, this is the final quality score.
Example 1 : If defective pairs are (D
p
) 20 out of 12,000 and R - pairs (R
p
)
are 15 out of 12,000, then for that particular department :-
D
p
= 0.16 %
R
p
= 0.13 %
X = ( 0.16 + 0.13 ) / 2 = 0.142 %
Suppose, the cumulative value of X in the unit is 2.42 then,
Quality points = [ 20 - ( 0.142 / 2.42 ) * 100 ] = 14.13
Example 2 : Similarly, if the defective pieces are 45 out of 10,000 & R-pairs
are 53 out of 10,000, then for that particular department :-
D
p
= ( 45 / 10000 ) * 100 = 0.45 %
R
p
= ( 53 / 10000 ) * 100 = 0.53 %
X = ( 0.45 + 0.53 ) / 2 = 0.49 %
Suppose, the cumulative value of X in the unit is 4.9 then,
Quality points = [ 20 - ( 0.49 / 4.9 ) * 100 ] = 10
6. House keeping points ought to be 15 points, because all other factors should
given more weightage than housekeeping.
7. If productivity of the current month is positive in respect to previous month,
even by 1 % than only the department should be eligible for the best
department.
vc.ion.
( For performance appraisal system of managerial and clerical staff )
The performance appraisal system of Bata India Ltd.,
Batanagar plant for its managerial and clerical staff has been quiet effective for
a long time. The management is getting its sufficient required inputs which are
useful for decision making regarding promotion increments etc. although it has
been quiet effective for a long time but there is a need to make amendments,
because it is based on the performance of employee, other factors such as
potential, and other personal factors has not been taken in to account. For this
purpose, I have been made some efforts to include these factors into current
performance appraisal system.
To live a creative life, we must lose our fear of being wrong .
- J oseph Chilton Pearce
The following table shows the reasons for including other
factors and their respective allotted marks in performance appraisal system.
Particulars Description
A (1 to 8)
B (1 to 2)
C(1 to 2)
D
This section contains the personal data of appraisee i.e. employee
identity, qualifications etc. A(7) shows information about
appraisees qualifications and their achievements, maximum 10
marks have been allotted to this section.
Section B (1 to 2) shows information regarding employee health
and major family problems such as major disease like Asthma,
Cancer, Diabetes, Blood pressure, Hepatitis-B, HIV +ve and
others. This section is included for giving relaxation in appraisal to
those employee who suffering from major diseases. Maximum 5
% of the total marks obtained.
Section C (1) shows information about present position of
appraisee in the organization and C (2) shows information
regarding previous position of the appraisee in the organization
with their job start date.
Section (D) shows detail about major achievements and
performance of specific/challenging tasks of appraisee including
previously agreed specific or challenging tasks, level of actual
achievements against standards of performance, % achieved, and
observations of immediate superior about % achieved. maximum
75 marks have been allotted to this section.
E (1 TO 10)
This section shows information about appraisees personal traits.
E (1 to 2) represents the trait of extraversion in the appraisee.
These people are full of energy and often experiences positive
emotions. They tend to be enthusiastic, actin-oriented individuals
who are likely to say yes! or lets go! to opportunities for the
excitements. In group they like to talk, assert themselves and draw
attention to themselves. Maximum marks are allotted to each
yes and 0 mark for each no.
E (3 to 4) represents the trait of conscientiousness. Conscientious
people avoid trouble & achieve high levels of success through
purposeful planning and persistence. They are also positively
regarded by others as intelligent and reliable. Maximum mark is
allotted to each yes and 0 mark for each no.
E (5 to 6) indicates the trait of neuroticism. Neuroticism refers to
the tendency to experience negative feelings such as anxiety,
anger, or depression, but are likely to experience several of these
emotions. These problems in emotional regulation can diminish a
neurotics ability to think clearly, make decision and cope effectively
with stress. Here maximum mark is allotted to each no and 0
mark for each yes.

F ( 1 to 5 )
E (7 to 8) indicates the trait of openness to experience. This
describes a dimension of personality that distinguishes imaginative,
creative people from down-to-earth, conventional people, open
people are intellectually curious, appreciative of art, and sensitive to
beauty. they tend to be compared to closed people, more aware of
their feelings. Maximum mark is allotted to each yes and 0
mark for each no.
E (9 to 10) indicates the trait of agreeableness. this reflects
individual differences in concern with co-operation and social
harmony. Agreeable individual values getting along with others.
They are therefore considerable, friendly, generous, helpful, and
willing to compromise their interests with others. Agreeable people
also have an optimistic view of human nature. They believe people
are basically honest, decent and trustworthy. Maximum mark is
allotted to each yes and 0 mark for each no.
F (1 TO 5) indicates personal skills of appraisee. This will be filled
by the immediate superior of that appraisee. These skills are:
F (1) represents the skill of appraisees to take initiative. maximum
2 points have been allotted to this skill, distribution of marks as
following:
LOW AVG. ABOVE AVG. EXCELLENT
1 1 2

F (2) represents the enthusiasm in the appraisee. maximum 2
points have been allotted to this skill, distribution of marks as
following:
1 1 2
F (3) represents apraisees desire to succeed. maximum 2 points
have been allotted to this skill, distribution of marks as following:
1 1 2
F (4) represents the appraisees skill of leadership. maximum 2
points have been allotted to this skill, distribution of marks as
following:
1 1 2
F (5) represents the skill of team spirit in the appraisee. maximum
2 points have been allotted to this skill, distribution of marks as
following:
1 1 2

G

H

I

J
K

L
M ( 1 to 3 )
Section (G) contains appraisees comment.
This section (H) contains information about appraisees specific
development plans including training & development, self-
development etc. along with due dates.
In this section (I ) appraisee fills information regarding specific/
challenging tasks for next review period (including target dates
and standards of performance).
This section (J ) contains employees last 3 years performance
datas/ marks. This will be filled by immediate superior of the
appraisee. This is just to help the appraiser to evaluate the
appraisee.
Section (K) shows the last years highest obtained marks of the
same cadre employee, this is also include to help the appraiser to
evaluate the appraisee.
This section (L) contains assessors comments about the
appraisee
M (1) Marks obtained by appraiser in the current review period
are recorded here. Marks of each section i.e. performance,
potential, and relaxation (if any). is recorded in the table of
performance appraisal form 0n the basis of which overall rating is
given to appraisee.
N
M (2) contains information about highest performance marks
achieved in the particular grade for calculating percentile of the
performance of the appraisee.
M (3) contains overall rating of the appraisee.
the ratings are as following:
95-100 = Excellent, 90-94 = V. Good, 85-89 = Good,
80-84= Satisfactory, 75-79 = Fair, <75 = Unsatisfactory.
In this section company manager puts his comments and
recommendations.

There is a separate form for training and development
needs, which will be filled by the immediate superior of the appraisee for
appraisees training needs with the performance appraisal form. This form is to
be detached and kept in a separate training requirement file. This section
includes the type of training needs of the employee and their description,
prepared by his / her superiors.
The format of the suggested performance appraisal system
is as follows :
PERFORMANCE APPRAISAL FORM (CONFIDENTIAL) PAGE 1 OF 4
(A) PERSONAL DATA REVIEW PERIOD FROM .. TO ..
(1) EMPLOYEE NAME (2) EMPLOYEE NO. (3) AGE (4) SEX (5) COUNTRY
OF ORIGIN
(6) PRESENT
CITIZENSHIP
(7) MAX. 10 MARKS
EDUCATIONAL
QUALIFICATIONS
YEAR BSO COURSE YEAR OTHER COURSES/
ASSIGNMENTS
YEAR
(8)
EXTRA
CURRICULAR
ACTIVITIES
SOCIAL
ACCOMPLISHMENTS
HONOURS
AND AWARDS
YEAR OTHER INTEREST
AREAS (RELATED
TO ACADEMICS)
LANGUA
GES
KNOWN
(B) MAXIMUM RELAXATATION 5 % ( FROM B1 TO B3 )
(1) DO YOU HAVE A HISTORY OF PROLONGED ILLNESS OF SERIOUS NATURE?
..
(2) DO YOU PRESENTLY SUFER FROM ANY OF THE FOLLOWING DESEASES ?
1. ASTHMA
2. CANCER
3. HIGH / LOW BLOOD PRESSURE
4. HEPATITIS - B
5. HIV +
6. OTHERS ( PLEASE SPECIFY )
(3) ANY OF YOUR FAMILY MEMBERS PRESENTLY SUFFER FROM ABOVE DESEASES? PAGE 2 OF 4
(C) PRESENT / PREVIOUS POSITION :

(1) COMPANY DEPARTMENT PRESENT POSITION JOB START DATE BSO START DATE
(2) COMPANY DEPARTMENT PREVIOUS POSITION JOB START DATE COM. START DATE
(D) MAJOR ACHIEVEMENTS AND PERFORMANCE OF SPECIFIC/ CHALLENGING TASKS
(MAXIMUM MARKS 75)
(1)PREVIOUSLY AGREED SPECIFIC OR
CHALLENGING TASK
(INCLUDING MEASURABLE STANDARDS
OFPERFORMANCE)
(2) LEVEL OF ACTUAL
ACHIEVEMENTS
AGAINST STANDARDS
OF PERFORMANCE
(3)
% ACHIEVED
(FILLED BY
APPRAISEE)
(4)
%
ACHIEVED
(OBSERVED
BY
IMMEDIATE
SUPERIOR)
AVERAGE PRFORMANCE % ACHIEVED
(E) PRSONAL CHARESTERISTICS (TRAITS) (MAXIMUM MARKS 5)
(1) DO YOU LIKE BEING THE CENTRE OF ATTENTION? YES NO
(2) DO YOU FEEL COMFORT AROUND PEOPLE? YES NO
(3) DO YOU PAY ATTENTION TO DETAILS? YES NO
(4) DO YOU EXACTING IN YOUR WORK? YES NO
(5) DO YOU CHANGE YOUR MOOD A LOT? YES NO
(6) DO YOU WORRY ABOUT THINGS A LOT? YES NO
(7) DO YOU QUICKLY UNDERSTAND THINGS? YES NO
(8) DO YOU ALWAYS HAVE EXCELLENT IDEAS? YES NO
(9) DO YOU FEEL OTHERS EMOTIONS? YES NO
(10) DO YOU TAKE TIME OUT FOR OTHERS? YES NO
PAGE 3 OF 4
(F) PERSONAL SKILLS OF APPRAISEE (FILLED BY IMMEDIATE SUPERIOR) (MAXIMUM 10 MARKS)
(1) INITIATIVE LOW AVERAGE ABOVE AVG. EXCELLENT
(2) ENTHUSIASM LOW AVERAGE ABOVE AVG. EXCELLENT
(3) DESIRE TO SUCCEED LOW AVERAGE ABOVE AVG. EXCELLENT
(4) LEADERSHIP LOW AVERAGE ABOVE AVG. EXCELLENT
(5) TEAM SPIRIT LOW AVERAGE ABOVE AVG. EXCELLENT
(G) APPRAISEES COMMENTS
(H) SPECIFIC DEVELOPMENT PLANS (TRAINING AND DEVELOPMENT/ ASSIGNMENTS) TIMINGS
(I) SPECIFIC/ CHALLENGING TASKS FOR NEXT REVIEW PERIOD (INCLUDING TARGET DATES
& STANDARDS OF PERFORMANCE)
TIMINGS
APPRAISEES NAME (APPRAISEES SIGNATURE) DATE
PAGE 4 0F 4
(J) APPRAISAL DATA / MARKS OF THE APPRAISEE OF LAST 3 YEARS
YEAR MARKS / DATAS
(K) LAST YEARS HIGHEST OBTAINED MARK OF THE SAME GRADE APPRAISEE
(L) ASSESSORS COMMENTS
M(1) MARKS ACHIEVED BY THE APPRAISEE IN THE CURRENT YEAR
PERFORMANCE (MAX. 75) POTENTIAL (MAX. 25) RELAXATION (MAX. 5%) TOTAL MARKS
M (2) HIGHEST PERFORMANCE MARKS ACHIEVED IN THE SAME GRADE
M (3) OVERALL RATING
UNSATISFACTORY FAIR SATISFACTORY GOOD V. GOOD EXCELLENT
ASSESSORS NAME : ASSESSORS SIGNATURE DATE:
(N) COMPANY MANAGERS COMMENTS AND RECOMMENDATIONS
(COMPANY MANAGERS SIGNATURE) (DATE)
RECOMMENDED LISTINGS BY COMPANY MANAGER
PLANNED NEXT POSITION YEAR
POTENTIAL HIGHEST POSITION
FORM FOR TRAINING AND DEVELOPMENT NEEDS
( THIS PAGE SHOULD BE DETACHED AND KEPT IN A SEPARATE TRAINING REQUIREMENT FILE )
(A) PERSONAL DATA
(1) EMPLOYEE NAME (2) EMPLOYEE NO. (3) AGE (4) SEX (5) COUNTRY OF
ORIGIN
(6) PRESENT
CITIZENSHIP
EDUCATIONAL
QUALIFICATIONS
ASSIGNMENTS
YEAR
EXTRA
CURRICULAR
ACTIVITIES
SOCIAL
ACCOMPLISH
MENTS
HONOURS AND
AWARDS
YEAR OTHER INTEREST
AREAS (RELATED TO
ACADEMICS)
LANGUAGE
S KNOWN
TRAINING AND DEVELOPMENT NEEDS OF THE EMPLOYEE (FILLED BY IMMEDIATE SUPERIOR)
TRAINING (TECHNICAL/ BEHAVIOURAL) DESCRIPTION
SUPERIORS NAME SUPERIORS SIGNATURE DATE
PERFORMANCE APPRAISAL FORM(SAMPLE-1) PAGE 1 OF 4
(A) PERSONAL DATA REVIEW PERIOD FROM JAN 06 TO DEC 06
(1) EMPLOYEE NAME (2) EMPLOYEE NO. (3)
AGE
(4) SEX (5) COUNTRY OF
ORIGIN
(6) PRESENT
CITIZENSHIP
AMIT KUMAR 248568 45 M INDIA INDIA
(7) MAX. 10 MARKS
EDUCATIONAL
QUALIFICATIONS
ASSIGNMENTS
YEAR
B. Sc.
1982 In factory course 1996
(8)
EXTRA
CURRICULAR
ACTIVITIES
SOCIAL
ACCOMPLISHMEN
TS
HONOURS
AND AWARDS
YEAR OTHER INTEREST
AREAS (RELATED
TO ACADEMICS)
LANGUAGE
S KNOWN
Athlete
SOCIAL
WORKING
BANGLA
ENG.
(B) MAXIMUM RELAXATATION 5% (FROM B1 TO B3)
NO
(2) DO YOU PRESENTLY SUFER FROM ANY OF THE FOLLOWING DESEASES?
1. ASTHMA
2. CANCER
3. BLOOD PRESSURE
4. HEPATITIS-B
5.HIV POSITIVE
6.OTHERS (PLEASE SPECIFY)
Wife suffering from cancer
(C) PRESENT/ PREVIOUS POSITION
(1)COMPANY DEPARTMENT PRESENT POSITION JOB START DATE BSO START DATE
BATA 999 SECY. STENO. 01/02/2003 02/05/1982
(2)COMPANY DEPARTMENT PREVIOUS POSITION JOB START DATE COM. START DATE
BATA 999 CONF. STENO. 05/05/1998 02/05/1982
(D) MAJOR ACHIEVEMENTS AND PERFORMANCE OF SPECIFIC/ CHALLENGING TASKS (MAXIMUM MARKS 75)
(1)PREVIOUSLY AGREED SPECIFIC OR
CHALLENGING TASK
(INCLUDING MEASURABLE STANDARDS
OFPERFORMANCE)
(2) LEVEL OF ACTUAL
ACHIEVEMENTS
AGAINST STANDARDS
OF PERFORMANCE
(4)
% ACHIEVED
(FILLED BY
APPRAISEE)
(4)
% ACHIEVED
(OBSERVED BY
IMMEDIATE
SUPERIOR)
Typing and documentation of iso 9000 First phase done, contd. 84 79
Saving in 33 a/c, saving 4 lakhs
First phase done, contd. 86 82
Control of labor contract payment
AVERAGE PRFORMANCE % ACHIEVED 85 80
PAGE 3 OF 4
Looking for opportunity in wider area of costing and efficiency.
Courses on packaging May 2007
(I) SPECIFIC/ CHALLENGING TASKS FOR NEXT REVIEW PERIOD (INCLUDING TARGET
DATES & STANDARDS OF PERFORMANCE)
TIMINGS
Complete documents of ISO 9000
Review of contract labor rates and suggestions on improvement
Mar 2007
June 2007
Amit Kumar 12/1/2007
APPRAISEES NAME (APPRAISEES SIGNATURE) DATE:
(J) APPRAISAL DATA/ MRKS OF THE APPRAISEE OF LAST 3 YEARS PAGE 4 0F 4
YEAR MARKS/ DATAS
2003 94
2004 93
2005 91
(K) LAST YEARS HIGHEST OBTAINED MARK OF THE SAME GRADE EMPLOYEE 95
M (1) MARKS ACHIEVED BY THE APPRAISEE IN THE CURRENT YEAR
72 14 2% 95.88
M (2) HIGHEST PERFORMANCE MARKS ACHIEVED IN THE SAME GRADE 98
< 75 75-79 80-84 85-89 90-94 95-100
ASSESSORS NAME (ASSESSORS SIGNATURE) DATE:
PERFORMANCE APPRAISAL FORM(SAMPLE-2) PAGE 1 OF 4
(A) PERSONAL DATA REVIEW PERIOD FROM JAN 06 TO DEC 06
(1) EMPLOYEE NAME (2) EMPLOYEE NO. (3) AGE (4) SEX (5) COUNTRY OF
ORIGIN
(6) PRESENT
CITIZENSHIP
AMIT KUMAR 248555 05 M INDIA INDIA
(7) MAX. 10 MARKS
EDUCATIONAL
QUALIFICATIONS
ASSIGNMENTS
YEAR
B. Sc.
1972 In factory course 1986
(8)
EXTRA
CURRICULAR
ACTIVITIES
SOCIAL
ACCOMPLISHMEN
TS
HONOURS AND
AWARDS
YEAR OTHER INTEREST
AREAS (RELATED
TO ACADEMICS)
LANGUA
GES
KNOWN
Singer
BANGLA
ENG.
(B) MAXIMUM RELAXATATION 5% (FROM B1 TO B3)
Yes
(6) DO YOU PRESENTLY SUFER FROM ANY OF THE FOLLOWING DESEASES?
ASTHMA
CANCER
BLOOD PRESSURE
HEPATITIS-B
HIV POSITIVE
OTHERS (PLEASE SPECIFY)
No
(C) PRESENT/ PREVIOUS POSITION
(1)COMPANY DEPARTMENT PRESENT POSITION JOB START DATE BSO START DATE
BATA 999 SECY. STENO. 03/05/2002 02/05/1973
(2)COMPANY DEPARTMENT PREVIOUS POSITION JOB START DATE COM. START DATE
BATA 999 CONF. STENO. 05/05/1996 02/05/1973
(D) MAJOR ACHIEVEMENTS AND PERFORMANCE OF SPECIFIC/ CHALLENGING TASKS (MAXIMUM MARKS 75)
(1)PREVIOUSLY AGREED
SPECIFIC OR CHALLENGING TASK
(INCLUDING MEASURABLE
STANDARDS OF PERFORMANCE)
(2) LEVEL OF ACTUAL
ACHIEVEMENTS
AGAINST STANDARDS
OF PERFORMANCE
(7)
% ACHIEVED
(FILLED BY
APPRAISEE)
(4)
% ACHIEVED
(OBSERVED BY
IMMEDIATE
SUPERIOR)
Typing and documentation of iso 9000 First phase done, contd. 88 81
Saving in 33 a/c, saving 4 lakhs
Control of labor contract payment
AVERAGE PRFORMANCE % ACHIEVED 90 82
AGE 3 OF 4
Looking for opportunity in wider area of costing and efficiency.
Courses on packaging APR 2007
(I) SPECIFIC/ CHALLENGING TASKS FOR NEXT REVIEW PERIOD (INCLUDING TARGET DATES
& STANDARDS OF PERFORMANCE)
TIMINGS
Complete documents of iso 9000
Review of contract labor rates and suggestions on improvement
MAY 2007
MAR 2007
Sumit Kumar
10/1/2007
APPRAISEES NAME (APPRAISEES SIGNATURE) DATE
(J) APPRAISAL DATA/ MRKS OF THE APPRAISEE OF LAST 3 YEARS
YEAR MARKS/ DATAS
2003 89
2004 88
2005 93
(K) LAST YEARS HIGHEST OBTAINED MARK OF THE SAME GRADE EMPLOYEE 95
M (1) MARKS ACHIEVED BY THE APPRAISEE IN THE CURRENT YEAR
69.72 10 4% 90.18
M (2) HIGHEST PERFORMANCE MARKS ACHIEVED IN THE SAME GRADE 98
< 75 75-79 80-84 85-89 90-94 95-100
ASSESSORS NAME (ASSESSORS SIGNATURE) DATE:
vnnv, vnv .on.v.ion:
Performance appraisal is not only to measure the performance
of an employee in terms of requirement of the job for which he is employed,
but also it is a process of estimating or judging the value, excellence and
quality of employee. The current appraisal system is based on performance of
employees, so some suggestions have been made to include the potential and
quality of employee, and also the provision for training needs of employee
which will make the performance appraisal system more effective. I think it will
be helpful for management and the organization in long run.
Tocn o{ /.cncci.n in vv 1nviv v.:
Apart from our regular project work in Bata India Ltd,
Batanagar plant, we were fortunate enough to get an opportunity to work on
the problem of absenteeism which is hampering the rate of growth of the
organization to a great deal. It has been observed that the phenomenon of
absenteeism does not exist only in Indian industries but it is a universal fact,
the only difference is in terms of magnitude. Reports show that some
engineering based industries in West Bengal, suffer from absenteeism in the
vicinity of 10.1 % to 17.3 % which is slightly on the higher side in the all India
perspective.
Random absenteeism data collected by me from a few
departments of the rubber factory shows a trend of employees in access of 9 %
being absent from work place. The actual figures might be more alarming.*
If we add 1 % of the employees coming late from scheduled start and 2 % of
employees taking one hour emergency leave, to the absenteeism figure of 9 %
the total man hours lost per day stands approximately at 1,900 hours out of
20,400 hours that is 9.3 %, it should be noted that the figures given here are
not accurate but only approximate indications.
If you are going to achieve excellence in big things, you develop the habit in little
matters. Excellence is not an exception, it is a prevailing attitude
- Colin Powell
Week - 1 Week - 2
Working days 5 Working days 5
Dept Absentee Total staff Total Man-days % Absenteeism Dept Absentee Total staff Total Man-days % Absenteeism
321 19 51 255 7.45 321 21 66 330 6.36
322 6 47 235 2.55 322 25 47 235 10.64
323 12 52 260 4.62 323 22 52 260 8.46
324 14 47 235 5.96 324 22 47 235 9.36
325 0 46 230 0.00 325 0 46 230 0.00
326 22 47 235 9.36 326 29 47 235 12.34
327 16 72 360 4.44 327 43 72 360 11.94
Week - 3 Week - 4
321 26 51 255 10.20 321 35 51 204 17.16
322 9 47 235 3.83 322 14 47 188 7.45
323 5 52 260 1.92 323 29 52 208 13.94
324 18 47 235 7.66 324 16 47 188 8.51
325 0 46 230 0.00 325 0 46 184 0.00
326 15 47 235 6.38 326 24 47 188 12.77
327 30 72 360 8.33 327 33 46 184 17.93
Week - 5 Week - 6
321 18 51 204 8.82 321 37 51 255 14.51
322 20 47 188 10.64 322 34 47 235 14.47
323 9 52 208 4.33 323 36 52 260 13.85
324 15 47 188 7.98 324 34 47 235 14.47
325 0 46 184 0.00 325 0 46 230 0.00
326 23 47 188 12.23 326 40 47 235 17.02
327 18 46 184 9.78 327 38 46 230 16.52
Week - 7 Week - 8
321 31 51 255 12.16 321 16 51 255 6.27
322 24 47 235 10.21 322 17 47 235 7.23
323 24 52 260 9.23 323 16 52 260 6.15
324 16 47 235 6.81 324 18 47 235 7.66
325 0 46 230 0.00 325 37 46 230 16.09
326 29 47 235 12.34 326 28 47 235 11.91
327 39 49 245 15.92 327 21 49 245 8.57
" From what we get, we can make a living; what we give, however, makes a life "
- - - Arthur Ashe
Week - 9 Week - 10
321 20 51 255 7.84 321 17 51 255 6.67
322 19 47 235 8.09 322 5 47 235 2.13
323 21 52 260 8.08 323 11 52 260 4.23
324 23 47 235 9.79 324 31 47 235 13.19
325 38 46 230 16.52 325 39 46 230 16.96
326 25 47 235 10.64 326 20 47 235 8.51
327 27 49 245 11.02 327 16 49 245 6.53
Week - 11 Week - 12
321 62 71 355 17.46 321 17 71 355 4.79
322 62 47 235 26.38 322 13 47 235 5.53
323 58 52 260 22.31 323 27 52 260 10.38
324 47 47 235 20.00 324 17 47 235 7.23
325 56 46 230 24.35 325 30 46 230 13.04
326 45 47 235 19.15 326 23 47 235 9.79
327 75 49 245 30.61 327 18 49 245 7.35
Week - 13 Week - 14
321 18 71 355 5.07 321 18 71 355 5.07
322 18 47 235 7.66 322 14 47 235 5.96
323 21 52 260 8.08 323 19 52 260 7.31
324 18 47 235 7.66 324 19 47 235 8.09
325 27 46 230 11.74 325 29 46 230 12.61
326 24 47 235 10.21 326 28 47 235 11.91
327 25 64 320 7.81 327 39 66 330 11.82
Week - 15 Week - 16
321 21 71 355 5.92 321 19 71 355 5.35
322 19 47 235 8.09 322 12 47 235 5.11
323 17 52 260 6.54 323 22 52 260 8.46
324 14 47 235 5.96 324 20 47 235 8.51
325 34 46 230 14.78 325 28 46 230 12.17
326 16 47 235 6.81 326 15 47 235 6.38
327 38 66 330 11.52 327 45 70 350 12.86
Theres no such thing as Perfection. But, in striving for it, we can achieve excellence
- Vince
Lombardi
Week - 17 Week - 18
321 16 71 284 5.63 321 26 71 355 7.32
322 15 47 188 7.98 322 31 47 235 13.19
323 11 52 208 5.29 323 32 52 260 12.31
324 18 47 188 9.57 324 24 47 235 10.21
325 32 46 184 17.39 325 43 46 230 18.70
326 18 47 188 9.57 326 30 47 235 12.77
327 16 70 280 5.71 327 28 70 350 8.00
Week - 19 Week - 20
321 35 71 355 9.86 321 14 49 245 5.71
322 18 47 235 7.66 322 7 47 235 2.98
323 23 52 260 8.85 323 16 52 260 6.15
324 13 47 235 5.53 324 15 47 235 6.38
325 28 46 230 12.17 325 13 46 230 5.65
326 18 47 235 7.66 326 39 47 235 16.60
327 33 49 245 13.47 327 35 70 350 10.00
Week - 21 Week - 22
321 10 49 245 4.08 321
322 5 47 235 2.13 322
323 8 52 260 3.08 323
324 9 47 235 3.83 324 A C P L
325 22 46 230 9.57 325
326 21 47 235 8.94 326
327 24 49 245 9.80 327
Week - 23 Week - 24
321 41 62 310 13.23 321 27 62 310 8.71
322 56 47 235 23.83 322 35 47 235 14.89
323 49 52 260 18.85 323 27 52 260 10.38
324 65 47 235 27.66 324 32 47 235 13.62
325 38 46 230 16.52 325 35 46 230 15.22
326 53 47 235 22.55 326 58 47 235 24.68
327 80 49 245 32.65 327 48 49 245 19.59
The man who removes a mountain begins by carrying away small stones.
- William Faulkner
Week - 25 Week - 26
321 22 49 245 8.98 321 26 49 245 10.61
322 31 47 235 13.19 322 21 47 235 8.94
323 13 52 260 5.00 323 15 52 260 5.77
324 26 47 235 11.06 324 14 47 235 5.96
325 23 46 230 10.00 325 27 46 230 11.74
326 38 47 235 16.17 326 32 47 235 13.62
327 31 66 330 9.39 327 26 66 330 7.88
Week - 27 Week - 28
321 31 46 230 13.48 321 28 49 245 11.43
322 19 47 235 8.09 322 21 47 235 8.94
323 22 52 260 8.46 323 18 52 260 6.92
324 20 47 235 8.51 324 22 47 235 9.36
325 32 46 230 13.91 325 27 46 230 11.74
326 17 47 235 7.23 326 14 47 235 5.96
327 24 46 230 10.43 327 31 46 230 13.48
Week - 29 Week - 30
321 9 71 355 2.54 321 17 49 245 6.94
322 17 43 215 7.91 322 13 47 235 5.53
323 16 52 260 6.15 323 6 52 260 2.31
324 11 47 235 4.68 324 5 47 235 2.13
325 25 46 230 10.87 325 23 46 230 10.00
326 16 47 235 6.81 326 22 47 235 9.36
327 26 46 230 11.30 327 22 49 245 8.98
Week - 31 Week - 32
321 20 49 245 8.16 321 16 49 245 6.53
322 14 47 235 5.96 322 35 47 235 14.89
323 28 52 260 10.77 323 30 52 260 11.54
324 12 47 235 5.11 324 16 47 235 6.81
325 27 46 230 11.74 325 36 46 230 15.65
326 21 47 235 8.94 326 36 47 235 15.32
327 23 49 245 9.39 327 26 45 225 11.56
Obstacles are those frightful things you see when you take your eyes off your goal
- Henry Ford
Week - 33 Week - 34
321 29 51 204 14.22 321 15 46 230 6.52
322 36 47 188 19.15 322 40 47 235 17.02
323 24 52 208 11.54 323 19 52 260 7.31
324 21 47 188 11.17 324 12 47 235 5.11
325 33 43 172 19.19 325 37 46 230 16.09
326 27 47 188 14.36 326 30 47 235 12.77
327 35 51 204 17.16 327 40 40 200 20.00
Week - 35 Week - 36
321 13 46 230 5.65 321 15 51 255 5.88
322 16 47 235 6.81 322 0 47 235 0.00
323 10 52 260 3.85 323 7 52 260 2.69
324 8 47 235 3.40 324 4 47 235 1.70
325 16 46 230 6.96 325 0 46 230 0.00
326 5 47 235 2.13 326 8 47 235 3.40
327 5 49 245 2.04 327 7 49 245 2.86
Week - 37 Week - 38
321 18 46 230 7.83 321 35 71 355 9.86
322 0 47 235 0.00 322 0 47 235 0.00
323 4 52 260 1.54 323 16 52 260 6.15
324 6 47 235 2.55 324 17 47 235 7.23
325 0 46 230 0.00 325 0 46 230 0.00
326 7 47 235 2.98 326 23 44 220 10.45
327 14 55 275 5.09 327 11 44 220 5.00
Week - 39 Week - 40
321 16 71 284 5.63 321
322 0 47 188 0.00 322
323 7 52 208 3.37 323
324 6 47 188 3.19 324 A C P L
325 0 46 184 0.00 325
326 16 47 188 8.51 326
327 6 44 176 3.41 327
" When you are not practicing, remember, someone somewhere is practicing, and when
you meet him he will win " - Ed Macauley
Week - 41 Week - 42
321 321 27 71 355 7.61
322 322 0 47 235 0.00
323 323 18 52 260 6.92
324 A C P L 324 42 47 235 17.87
325 325 0 46 230 0.00
326 326 25 47 235 10.64
327 327 25 47 235 10.64
Week - 43 Week - 44
321 68 71 355 19.15 321 21 66 330 6.36
322 0 47 235 0.00 322 0 47 235 0.00
323 34 52 260 13.08 323 15 52 260 5.77
324 73 47 235 31.06 324 28 47 235 11.91
325 0 46 230 0.00 325 0 46 230 0.00
326 61 47 235 25.96 326 18 47 235 7.66
327 63 47 235 26.81 327 32 47 235 13.62
Week - 45 Week - 46
321 21 71 355 5.92 321 15 71 355 4.23
322 0 47 235 0.00 322 0 47 235 0.00
323 11 52 260 4.23 323 5 52 260 1.92
324 22 47 235 9.36 324 13 47 235 5.53
325 0 46 230 0.00 325 0 46 230 0.00
326 20 47 235 8.51 326 23 47 235 9.79
327 20 47 235 8.51 327 11 48 240 4.58
Week - 47 Week - 48
321 17 46 230 7.39 321 23 71 355 6.48
322 0 47 235 0.00 322 0 47 235 0.00
323 13 52 260 5.00 323 11 52 260 4.23
324 12 47 235 5.11 324 22 43 215 10.23
325 0 46 230 0.00 325 0 46 230 0.00
326 31 47 235 13.19 326 27 43 215 12.56
327 24 48 240 10.00 327 24 47 235 10.21
" A cynic is a man who knows the price of everything but the value of nothing. "
- Oscar Wilde
Week - 49 Week - 50
321 17 66 330 5.15 321 85 71 284 29.93
322 0 47 235 0.00 322 0 47 188 0.00
323 23 52 260 8.85 323 71 52 208 34.13
324 16 47 235 6.81 324 58 47 188 30.85
325 0 46 230 0.00 325 0 46 184 0.00
326 26 47 235 11.06 326 71 47 188 37.77
327 16 46 230 6.96 327 66 46 184 35.87
Week - 51 Week - 52
321 11 66 330 3.33 321 12 66 330 3.64
322 0 47 235 0.00 322 0 47 235 0.00
323 18 52 260 6.92 323 21 52 260 8.08
324 12 47 235 5.11 324 19 47 235 8.09
325 0 46 230 0.00 325 0 46 230 0.00
326 16 47 235 6.81 326 17 43 215 7.91
327 10 46 230 4.35 327 11 46 230 4.78
Absenteeism data Summary 2006 ( Dept 321 to 327 )
Weeks
Departments
321 322 323 324 325 326 327
1 7.45 2.55 4.62 5.96 0.00 9.36 4.44
2 6.36 10.64 8.46 9.36 0.00 12.34 11.94
3 10.20 3.83 1.92 7.66 0.00 6.38 8.33
4 17.16 7.45 13.94 8.51 0.00 12.77 17.93
5 8.82 10.64 4.33 7.98 0.00 12.23 9.78
6 14.51 14.47 13.85 14.47 0.00 17.02 16.52
7 12.16 10.21 9.23 6.81 0.00 12.34 15.92
8 6.27 7.23 6.15 7.66 16.09 11.91 8.57
9 7.84 8.09 8.08 9.79 16.52 10.64 11.02
10 6.67 2.13 4.23 13.19 16.96 8.51 6.53
11 17.46 26.38 22.31 20.00 24.35 19.15 30.61
12 4.79 5.53 10.38 7.23 13.04 9.79 7.35
13 5.07 7.66 8.08 7.66 11.74 10.21 7.81
14 5.07 5.96 7.31 8.09 12.61 11.91 11.82
15 5.92 8.09 6.54 5.96 14.78 6.81 11.52
16 5.35 5.11 8.46 8.51 12.17 6.38 12.86
17 5.63 7.98 5.29 9.57 17.39 9.57 5.71
18 7.32 13.19 12.31 10.21 18.70 12.77 8.00
19 9.86 7.66 8.85 5.53 12.17 7.66 13.47
20 5.71 2.98 6.15 6.38 5.65 16.60 10.00
21 4.08 2.13 3.08 3.83 9.57 8.94 9.80
22 A C P L
23 13.23 23.83 18.85 27.66 16.52 22.55 32.65
24 8.71 14.89 10.38 13.62 15.22 24.68 19.59
25 8.98 13.19 5.00 11.06 10.00 16.17 9.39
26 10.61 8.94 5.77 5.96 11.74 13.62 7.88
27 13.48 8.09 8.46 8.51 13.91 7.23 10.43
28 11.43 8.94 6.92 9.36 11.74 5.96 13.48
29 2.54 7.91 6.15 4.68 10.87 6.81 11.30
30 6.94 5.53 2.31 2.13 10.00 9.36 8.98
31 8.16 5.96 10.77 5.11 11.74 8.94 9.39
32 6.53 14.89 11.54 6.81 15.65 15.32 11.56
33 14.22 19.15 11.54 11.17 19.19 14.36 17.16
34 6.52 17.02 7.31 5.11 16.09 12.77 20.00
35 5.65 6.81 3.85 3.40 6.96 2.13 2.04
36 5.88 0.00 2.69 1.70 0.00 3.40 2.86
37 7.83 0.00 1.54 2.55 0.00 2.98 5.09
38 9.86 0.00 6.15 7.23 0.00 10.45 5.00
39 5.63 0.00 3.37 3.19 0.00 8.51 3.41
40 A C P L
41 A C P L
42 7.61 0.00 6.92 17.87 0.00 10.64 10.64
43 19.15 0.00 13.08 31.06 0.00 25.96 26.81
44 6.36 0.00 5.77 11.91 0.00 7.66 13.62
45 5.92 0.00 4.23 9.36 0.00 8.51 8.51
46 4.23 0.00 1.92 5.53 0.00 9.79 4.58
47 7.39 0.00 5.00 5.11 0.00 13.19 10.00
48 6.48 0.00 4.23 10.23 0.00 12.56 10.21
49 5.15 0.00 8.85 6.81 0.00 11.06 6.96
50 29.93 0.00 34.13 30.85 0.00 37.77 35.87
51 3.33 0.00 6.92 5.11 0.00 6.81 4.35
52 3.64 0.00 8.08 8.09 0.00 7.91 4.78
Absenteeism Dept. - 321
0.00
10.00
20.00
30.00
40.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
%

A
b
s
e
n
t
e
e
i
s
m
0.00
5.00
10.00
15.00
20.00
25.00
30.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
%

A
b
s
e
n
t
e
e
i
s
m
0.00
10.00
20.00
30.00
40.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
%

A
b
s
e
n
t
e
e
i
s
m
0.00
10.00
20.00
30.00
40.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
%

A
b
s
e
n
t
e
e
i
s
m
We may have to fight a battle more than once to win it.
- Margaret Thatcher
0.00
5.00
10.00
15.00
20.00
25.00
30.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
%

A
b
s
e
n
t
e
e
i
s
m
0.00
10.00
20.00
30.00
40.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
%

A
b
s
e
n
t
e
e
i
s
m
0.00
10.00
20.00
30.00
40.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
%

A
b
s
e
n
t
e
e
i
s
m
Fantasy is a necessary ingredient in living; it's a way of looking at life through the
wrong end of a telescope, which enables you to laugh at life's realities.
- Pinkey Dangi
In-depth analysis of department wise absenteeism datas and
graphs suggests hidden information and reasons that can be utmost
importance in organizational planning and decision-making. Clearly evident
suggestions include:
1. All departments show an increase or decrease in absenteeism in the same
time periods. It can be thus be said that the factors leading to absenteeism
are affect most people and most departments equally. Individual problem
goes out of the picture.
2. Absenteeism tends to be higher upto alarming levels (above 20%) 3 to 4
times in a year. In 2006 all department showed a steep rise in absenteeism
during 11
th
week, 23
rd
week, 43
rd
week, and 50
th
week.
3. It should be specially noted that week following holidays (ACPL) showed
high rate of absenteeism, this suggests the role of religious ceremonies and
employees going to their home towns is significant in determining the
causes of absenteeism.
4. It should be specifically noted that in 2006 weeks no. 21
st
, 29
th
, 35
th
, 44
th
,
and 51
st
showed tremendous decline in absenteeism (less than 5%) in all the
departments. The interesting fact here is that the difference between these
lowest tips is more or less equal (in the vicinity of 6 to 7 weeks).
Here we have tried to find out a few possible reasons for the
employees practice or habit of staying away from his scheduled work:
1. Maladjustment with colleagues coming from different religions and tastes
speaking different languages belonging to different socio economic
status.
2. Social and religious ceremonies.
3. Sickness, accidents and maternity.
4. For those staying far from their homes, frequent visits to their village are
a major cause of absenteeism.
5. Industrial fatigue.
6. Working conditions, heat, moisture, noise, vibrations, dust, fumes,
overcrowding etc.
7. Inadequacy to meet the performance standards.
8. Indebtedness.
9. Alcoholism.
10. Lack of commitment towards industrial growth.
11. Over identification with family affairs.
12. Dissatisfied with the status, importance or authority and responsibility
involved in his job.
Specifically the problem of absenteeism in Bata India Ltd,
Batanagar plant is a mere combination of all these factors. Out of these points
2, 3, 6, 8, 10 seem to be more effective and deeper causes for high rate of
absenteeism than the others. A few remedies or measures for control of
absenteeism have also been listed below:
The past is like a river flowing out of sight; the future is an ocean filled with
opportunity and delight
- Anna Hoxie
1. A well defined recruitment procedure that stresses on the employees
adaptability or the ability to change.
2. Study the level of motivation of workers and push them to thrive for
more.
3. Improved communication within various levels of organization and prompt
redressal of grievances.
4. Education programs for personal developments of individual employees.
5. Spread awareness of employees rights and obligations.
6. Trained the employees in group dynamics along with interpersonal skills.
7. Take measures to improve employees loyalty and devotion towards his
work and work place.
8. Regularity in attendance can be transformed in to monetary rewards and
other pecuniary inducements.
9. Provision for ever developing working conditions.
Above all, the employees should be communicated that it is
the religion of insects and animals to procure, eat and reproduce. If we are
born as human being it is our moral responsibility to do more.
Being happy doesn't mean everything's perfect. It means that you have decided to
see beyond the imperfections
- Frank Kaiser
)11/)(1 ^1I1OIOO
Research refers to the systematized approach to gain new
knowledge concerning generalization and formulation of a theory. Research
work carried out for this project is basically what is known as library research
which includes analysis of historical records and documents, statistical
compilations and manipulations. This is a scientific method of solving the
research problem as it,
Is committed only to objective considerations.
Presumes neutrality and aims at nothing but making only adequate and
correct statements about population objects.
Results into probabilistic predictions.
Realize on factual empirical evidence.
)11/)(1 T)O1^
The objective of this particular research work by collecting data (secondary)
achieved by various departments is to relate them with another variable time.
It can than be utilized to draw the learning curve which shall again
be analyzed with respect to the effect of appraisals or training programs on
them.
)11/)(1 I11)
The research design appropriate for this particular research problem involves
the following considerations: -
Motivation determines what you do, attitude determines how well you do it.
- Anon
Means of obtaining the information:- Bata India Ltd, (Batanagar
plant), where this research work was based has a unique system of
maintaining production details in their record book saldo and re-entered
to the salary controlling statements in order to calculate the production
incentives. All datas were to be collected from these documents :
Time available for obtaining the information:- the sampling design
as described below made it possible to extract adequate data in the
stipulated time period.
/^T1) I11)
The items under consideration in this field of enquiry or the
universe (also known as population) stretched over the production details of
7 departments, 274 employees and 33 months (143 weeks). The volume of
data required the use of a sampling design which must result in a truly
representative sample, must result in a small sampling error and systematic
bias can be controlled in a better way. The most practical way of sampling in
this specific case as the systematic cluster sampling where groups of 6
months were considered as sample. The sample size happened to be 50.35
% of the total population.
I/I/ (O1(I1O)
The relevant datas were collected from the salary controlling
statement volume 3 B of the respective weeks listed below, all data
belonged to the
There are two kinds of failures: Those who thought and never did, and those who
did and never thought.
General shift. The said documents were provided by the payroll
departments record room. Datas were also collected from the saldo
provided by the rubber factory. Datas were collected for:
I. October 2004 to march 2005 (6 months)
II. J anuary 2006 to J une 2006 (6 months)
III. J anuary 2007 to J une 2007 (6 months)
(Total- 18 months)
^/)1T+/I1O) /)I /)/1 OI I/I/
Weekly data obtained for the research purpose was converted
into a monthly average so as to reduce the amount of data for analysis
purpose. The weeks containing less than 5 working days were extrapolated
to a 5 working days week standard. The monthly average basically
constituted of the first 4 weeks of that particular month. The external factors
effecting production were considered to be stable during the period in
question or various (if any) being negligible.
Individual departments ability to cope up with changing
production targets, periodical appraisals and training/ development
programs is to be determined by comparing these datas with other events
information and factual evidences.
Please refer to the segment Datas and Graphs for further information.
" A great attitude does much more than turn on the lights in our worlds; it seems to
magically connect us to all sorts of serendipitous opportunities that were somehow
absent before we changed. "
- Earl Nightingale
Ivv. vnv vn. :
2004 Dept : 321 Dept : 322 Dept : 323 Dept : 324 Dept : 325 Dept : 326 Dept : 327
Weeks
%
Achievement
%
Achievement
%
Achievement
%
Achievement
%
Achievement
%
Achievement
%
Achievement
41 128 136 148 145 122
42 110 112 133 120
43
44
45 122 110 130 132 140 122
46 100 100 110 101 110 105
47 134 125 120 136 125 125
48 121 125 138 146 127 127
49 112 117 120 144 131 125
50 121 115 116 125 121 113
51 117 124 143 136 118
52 130 112 125 130 127
Weeks
%
Achievement
%
Achievement
%
Achievement
%
Achievement
%
Achievement
%
Achievement
%
Achievement
1 115 105 117 135 120 128
2 129 127 135 145 133
3
4
5 125 120 126 145 145 100
6 130 115 134 134 140 123
7 150 134 140 140 135
8 125 108 124 133 140 121
9 126 115 134 141 147 135
10 124 127 140 150 147 147
11 136 125 143 150 140 147
12 160 122 129 150 143 142
19 132 134 134 150 150 150
20 160 134 134 150 147 142
21 150 113 106 134 120 119
22
23 150 128 128 150 140
24 150 127 123 150 140
Weeks
%
Achievement
%
Achievement
%
Achievement
%
Achievement
%
Achievemen
t
%
Achievement
%
Achievement
1 160 130 140 137 140 144
2 172 123 125 130 140 170
3 172 144 134 139 147 160
4 111 115 107 110 116 101
5 120 107 117 118 118 104
6 172 137 145 148 147 134
7 171 139 123 150 141 140
8 180 134 134 148 134 150 150
9 175 123 120 147 128 150 150
10 185 140 134 142 134 150 150
11 180 121 96 136 123 145
12 190 126 110 140 136 150 140
13 195 117 121 112 140 120
14 190 120 112 123 116 134 129
15 170 116 125 130 109 147 188
16 180 132 143 150 122 144 200
17 135 119 100 120 91 101 160
18 150 114 120 140 120 134 200
19 180 134 134 147 137 150 200
20 150 134 134 140 140 134 190
21 118 115 115 134 120 134 160
22
23 135 128 134 134 125 190
24 170 124 128 142 134 205
Weeks
%
Achievement
%
Achievement
%
Achievement
%
Achievement
%
Achievement
%
Achievement
%
Achievement
1 170 155 150 150 154
2 200 150 147 150 155
3 190 110 150 140 147 150
4 148 100 118 108 101 120
5 101 90 93 141 90
6 180 147 150 150 204
7 195 150 150 155 215
8 193 152 154 147 215
9 182 152 150 150 215
10 127 147 150 154 177
11 172 143 150 122 170
12 155 150 147 150 155
13 195 130 195 150 158
14 161 166 177 150 166
15 130 139 147 147 143
16 152 166 163 179 169
17 136 130 149 141 140
18 143 120 108 140 140
19 155 117 134 134 140
20 180 134 142 147 113
21 160 120 118 134 106
22
23 165 126 127 115
24 175 136 134 147 134
Monthly Performance Summary (Oct 2004 to Jun 2007 )
Departments
Month 321 322 323 324 325 326 327
Oct-04 119.00 124.00 - 140.50 - 132.50 121.66
Nov-04 119.25 115.00 124.50 128.75 126.00 125.00 119.75
Dec-04 121.00 115.25 121.25 137.33 - 129.56 120.75
Jan-05 122.00 116.00 126.00 135.00 - 132.50 130.50
Feb-05 132.50 114.33 129.50 138.00 - 141.25 119.75
Mar-05 136.50 122.30 136.50 147.75 - 144.25 142.75
May-05 146.00 134.00 134.00 150.00 - 148.50 146.00
Jun-05 150.00 122.00 119.00 144.66 - 133.33 119.00
Jan-06 153.75 128.00 126.50 129.00 - 135.75 143.75
Feb-06 160.75 129.25 129.75 141.00 134.00 139.00 132.00
Mar-06 182.50 127.50 115.00 141.25 130.25 148.75 146.66
Apr-06 183.75 121.25 125.25 128.75 115.66 141.25 159.00
May-06 153.75 125.18 122.00 136.75 122.00 129.75 187.50
Jun-06 141.00 122.33 125.66 136.66 120.00 131.00 185.00
Jan-07 177.00 100.50 143.25 136.00 - 137.16 144.75
Feb-07 167.25 - 134.75 136.83 - 148.25 181.00
Mar-07 159.00 - 148.00 149.25 - 144.00 179.00
Apr-07 159.50 - 150.25 170.50 - 156.50 159.00
May-07 153.50 - 125.25 133.00 - 140.50 133.25
Jun-07 166.66 - 127.33 126.00 - 136.00 118.33
Monthly Performance Dept. - 321
0.00
50.00
100.00
150.00
200.00
O
c
t
-
0
4
D
e
c
-
0
4
F
e
b
-
0
5
A
p
r
-
0
5
J
u
n
-
0
5
A
u
g
-
0
5
O
c
t
-
0
5
D
e
c
-
0
5
F
e
b
-
0
6
A
p
r
-
0
6
J
u
n
-
0
6
A
u
g
-
0
6
O
c
t
-
0
6
D
e
c
-
0
6
F
e
b
-
0
7
A
p
r
-
0
7
J
u
n
-
0
7
Months
%

P
e
r
f
o
r
m
a
n
c
e
0.00
20.00
40.00
60.00
80.00
100.00
120.00
140.00
160.00
O
c
t
-
0
4
D
e
c
-
0
4
F
e
b
-
0
5
A
p
r
-
0
5
J
u
n
-
0
5
A
u
g
-
0
5
O
c
t
-
0
5
D
e
c
-
0
5
F
e
b
-
0
6
A
p
r
-
0
6
J
u
n
-
0
6
A
u
g
-
0
6
O
c
t
-
0
6
D
e
c
-
0
6
F
e
b
-
0
7
A
p
r
-
0
7
J
u
n
-
0
7
Months
%

P
e
r
f
o
r
m
a
n
c
e
0.00
20.00
40.00
60.00
80.00
100.00
120.00
140.00
160.00
O
c
t
-
0
4
D
e
c
-
0
4
F
e
b
-
0
5
A
p
r
-
0
5
J
u
n
-
0
5
A
u
g
-
0
5
O
c
t
-
0
5
D
e
c
-
0
5
F
e
b
-
0
6
A
p
r
-
0
6
J
u
n
-
0
6
A
u
g
-
0
6
O
c
t
-
0
6
D
e
c
-
0
6
F
e
b
-
0
7
A
p
r
-
0
7
J
u
n
-
0
7
Months
%

P
e
r
f
o
r
m
a
n
c
e
0.00
20.00
40.00
60.00
80.00
100.00
120.00
140.00
160.00
180.00
O
c
t
-
0
4
D
e
c
-
0
4
F
e
b
-
0
5
A
p
r
-
0
5
J
u
n
-
0
5
A
u
g
-
0
5
O
c
t
-
0
5
D
e
c
-
0
5
F
e
b
-
0
6
A
p
r
-
0
6
J
u
n
-
0
6
A
u
g
-
0
6
O
c
t
-
0
6
D
e
c
-
0
6
F
e
b
-
0
7
A
p
r
-
0
7
J
u
n
-
0
7
Months
%

P
e
r
f
o
r
m
a
n
c
e
0.00
20.00
40.00
60.00
80.00
100.00
120.00
140.00
160.00
O
c
t
-
0
4
D
e
c
-
0
4
F
e
b
-
0
5
A
p
r
-
0
5
J
u
n
-
0
5
A
u
g
-
0
5
O
c
t
-
0
5
D
e
c
-
0
5
F
e
b
-
0
6
A
p
r
-
0
6
J
u
n
-
0
6
A
u
g
-
0
6
O
c
t
-
0
6
D
e
c
-
0
6
F
e
b
-
0
7
A
p
r
-
0
7
J
u
n
-
0
7
Months
%

P
e
r
f
o
r
m
a
n
c
e
0.00
20.00
40.00
60.00
80.00
100.00
120.00
140.00
160.00
180.00
O
c
t
-
0
4
D
e
c
-
0
4
F
e
b
-
0
5
A
p
r
-
0
5
J
u
n
-
0
5
A
u
g
-
0
5
O
c
t
-
0
5
D
e
c
-
0
5
F
e
b
-
0
6
A
p
r
-
0
6
J
u
n
-
0
6
A
u
g
-
0
6
O
c
t
-
0
6
D
e
c
-
0
6
F
e
b
-
0
7
A
p
r
-
0
7
J
u
n
-
0
7
Months
%

P
e
r
f
o
r
m
a
n
c
e
0.00
50.00
100.00
150.00
200.00
O
c
t
-
0
4
D
e
c
-
0
4
F
e
b
-
0
5
A
p
r
-
0
5
J
u
n
-
0
5
A
u
g
-
0
5
O
c
t
-
0
5
D
e
c
-
0
5
F
e
b
-
0
6
A
p
r
-
0
6
J
u
n
-
0
6
A
u
g
-
0
6
O
c
t
-
0
6
D
e
c
-
0
6
F
e
b
-
0
7
A
p
r
-
0
7
J
u
n
-
0
7
Months
%

P
e
r
f
o
r
m
a
n
c
e
These graphs shown here with percentage performance on
one axes and time duration (in months) on another is also known as the
learning curve as it represents the effect of learning through training
programs or by sheer experience on the performance (productivity) of
individuals, groups, departments and even organizations. Analysis of the
following graphs suggests that:
1. Departments fail to stick to their performance standards due to many
external factors such as absenteeism, frequent change in articles to be
produced etc.
2. Frequent ups and downs in the curve are visible which indicates variable
levels of efforts from the employees.
3. Pointed peaks and means that increase in level of performance or
decreased are short-lived. This indicates the involvement of a sense of
self-satisfaction at times and motivation from failure.
4. Unstable productivity levels tend to indicate the absence of training and
motivation programs, which constantly tries to improve performance of its
employees.
5. Curves of all the departments show a more or less similar trend, more
efficient production scheduling is possible when approximate improvement
or decrease in departments performance is predictable.
STORY OF A BUTTERFLY
A man found a cocoon of a butterfly. One day a small opening
appeared. He sat and watched the butterfly for several hours as it struggled to force
its body through that little hole. Then it seemed to stop making any progress. It
appeared as if it had gotten as far as it could, and it could go no further. So the man
decided to help the butterfly. He took a pair of scissors and snipped off the remaining
bit of the cocoon.
The butterfly then emerged easily. But it had a swollen body and
small, shriveled wings.
The man continued to watch the butterfly because he expected
that, at any moment, the wings would enlarge and expand to be able to support the
body, which would contract in time. Neither happened! In fact, the butterfly spent the
rest of its life crawling around with a swollen body and shriveled wings. It never was
able to fly.
What the man, in his kindness and haste, did not understand
was that the restricting cocoon and the struggle required for the butterfly to get
through the tiny opening were God's way of forcing fluid from the body of the
butterfly into its wings so that it would be ready for flight once it achieved its freedom
from the cocoon.
(/1 I+I11 /)I 1\T1)11)(1 1) .1..
1. (v.c o{ /.cncci.n
Mr. NRS (actual name not disclosed) is an accord employee
of BATA INDIA LTD. BATANAGAR. He is directly involved in the shoe
manufacturing conveyor. He was known to be a regular absentee, but at the
same time a multi skilled worker with lots of experience the organizations
personnel department looked at the possible option to solve this problem.
During the first half of 2007, NRS surpassed his casual and medical leaves
available by more than 125 (days), as per organizations SOR (Standing Orders
and Rules as in agreement with Bata Mazdoor Union). Show cause notices were
issued under section 15(h), requiring him to explain in writing, the reasons for
his continuous absence from work.
NRS replied within the stipulated time along with a Medical
Certificate proving his illness. An in depth scrutiny of the Medical Certificate
proved that the documents were fake under the provision of 19(A) of the SOR.
The guilty can be terminated from his present job. However the management
decided to give him one last chance to mend his ways (and not to lose a skilled
employee) and handed him three days suspension without pay. The personnel
manager planned the process to regularize his unauthorized absence and
fraudulent means by creating an atmosphere where NRS should fully recognize
What is expected of him in the future?
Success does not consist in never making blunders, but in never making the same
one a second time.
- J osh Billings
He was scaled by one manager and was
by another as was planned before to make him aware of his last golden
opportunity provided to him. As of date NRS is still an employee in BATA INDIA
LTD. And his problem has relatively minimized to a great deal. This incidence
proves that human resource planning is not only to follow the rulebook but also
to invent complimentary ways to solve such type of problems in long run
interest of the organization.
2. (v.c o{ î..onvv.
A permanent line cutter of a production department in BATA INDIA LTD,
Batanagar plant, Mr. SKR (actual identity not disclosed) was involved in a
particular job for sometime. As he was trailing behind his colleagues working in
the same conveyor, hampering the rate of production, was allotted a new job
by his immediate boss (Asst. officer) Mr. DKB (actual identity not disclosed for
obvious reasons) unable to mentally adapt to this decision to shift him to
another job. Mr. SKR started abusing his superior Mr. DKB and attempted to
physically assault him. He also threatened to cause him harm outside the
factory.
The case was reported to the personnel department the very
same day and a show cause notice issued to the defaulter Mr. SKR, to be
answered within 48 hours as per clauses D and K under section 21 (A) of the
It is the mark of an educated mind to be able to entertain a thought without
accepting it
- Aristotle
Standing orders and rules (SOR) of Bata India Ltd. And clause 14 of the model
standing orders applicable to all industrial establishments of India. The said
employee pleaded guilty and was ashamed of his act and promised not to
repeat the same. The serious nature of the offence demanded disciplinary
action but considering it as his first minor offence was let of with a warning and
written undertaking.
This case is another fine example that the organization
provides ample opportunity to rectify their improper acts and every opportunity
provided to him to put forward his version of the unwanted event. Thus the
disciplinary policy is preventive, corrective, reformative rather than punitive.
Although one important information missing here is that whether the Asst.
officer Mr. DKB was advised to forgive and forget, which would have been the
perfect way to conclude this natural justice?
. (v.c o{ Icninvion ()i.c o{ /.cncci.n o vn vnonv c.c)
Mr. PKM (actual identity not revealed) was an employee of Bata India Ltd.
Batanagar plant for more than 19 years. He was terminated for prolonged
unauthorized absence in 1993. But reinstated in 1995 through a special request
by the Bata Mazdoor Union (B.M.U.). This opportunity provided to him by the
organization was not fully utilized as his unauthorized, unexplained, and
avoidable
Some succeed as they are destined to, but most succeed because they are
determined to - Anonymous
And willful absence from work continued there after. According to the leave and
absence card 2004 and 2005-
S No.
LEAVE AND ABSENCE CARD 2004
From To C/L Ordinary leave Sick Leave
1 1/1/2004 20/01/2004 5 15
2 9/2/2004 7/4/2004 62
3 23/04/2004 30/04/2004 8
4 12/5/2004 25/06/2004 40
5 28/07/2004 3/8/2004 6
6 31/08/2004 29/09/2004 30
7 1/11/2004 31/12/2004 61
S No.
LEAVE AND ABSENCE CARD 2005
From To C/L Ordinary leave Sick Leave
1 1/1/2005 18/05/2005 123 15
2 30/05/2005 23/09/2005 116
3 25/10/2005 26/10/2005 2
4 7/11/2005 31/12/2005 41
Mr. PKM once again remained absent without notice from
7/11/2005 to 17/3/2006 and was issued registered show cause notices under
clause 15(H) of the Standing Order and Rules (SOR). He was asked to report
within 2 weeks, his case was forwarded to the chief medical officer (C.M.O.)
We are what we repeatedly do. Excellence, therefore, is not an act but a habit
- Aristotle
Who declared him fit to join his duties but he did not. Further show causes
were not replied. Finally the management decided to terminate him with effect
from 14/04/2006.
This highlights the peculiar and abnormal magnitude of
absenteeism prevailing in Indian industries. Thus the importance of taking such
decisions in the longer interest of the organization becomes absolutely
necessary at times. In order to send a clear message to the employees that
organizations tolerance has a limit. As such serious problems regarding
absenteeism involves heavy expenses including overhead costs of reserves as
well as of the idle equipments.
^, 1_cicn.c.:
Bata India Ltd, Batanagar plant was the first instance our
career where the practical applications of managerial functions in an
organization were displayed before us. We got ample exposure to the versatility
of the managers role as a figurehead meeting the routine, obligatory, social &
legal duties, as a leader, maintaining, developing and motivating the human
resources, as a disseminator distributing selected information to others outside
the unit, as an entrepreneur developing the unit, to take advantage of existing
opportunities and anticipated threats, as a resource allocator integrating the
activities and resources utilization, as a negotiator, bridging the gap between
Our lives begin to end the day we become silent about things that matter
The management and employee unions and as a spokes
person to us, distributing selected information and conveying the
appropriate image of the unit.
Asst. Manager (Personnel) who guided me throughout this
project was instrumental in providing opportunities to directly get involved in
the day to day functioning of the department. He said books make manager,
but practical experiences make them successful. I worked on absenteeism,
late coming, early going, union demands on major organizational issues etc.
where the manager act as disturbance handler and has to take many
aggressive, unwanted decisions at times along with initiating some creating
ideas, keeping in view the long term interest of the organization.
I was invited at one of Bata India Ltd. Retirement/farewell
party to get ourselves acquainted with the organizational culture and
managements perspective towards its human resources. In a simply organized
program in the seminar hall of the personnel department, the organization bid
adieu to three of its employees after a long and dedicated service period in the
vicinity of 30-35 years. A soul touching speech was given by one of their pro-
colleague which touched the soul of everyone present on the occasion. He
said,This is not only to recognize their contribution over the years, but also to
learn from their experiences. Mementoes and gifts were given to the
departees and refreshments served to the gathering. The event was significant
in specifying the importance of a formal and planned separation of employees
from the organization.
If people never did silly things nothing intelligent would ever get done.
- Ludwig Wittgenstein
I cherish the time spend in the leather factory, actually seeing
for the very first time, the step by step evolution of the various discrete parts
transformed into the final product, a shoe. Every shoe has to pass through
many hands, machine setup as a chain known as rink conveyors. Experienced
hands along with creative brains have elevated shoe manufacturing up to the
level of art. Its for sure now, that I shall value, each and every shoe that I am
going to buy in the near future. The finished goods after passing the quality
checks are tagged with quality symbols which Bata people call the ornament
of the shoes. They are than packed and travel hundreds and thousands of miles
to reach your feet.
Another experience worth sharing is visiting the Batanagar
estate. Stretching over 303 acres on the banks of the river Ganges, the area is
16 kilometers from kolkata. Developed during the 1930s under the British
colonial powers it has its own ferry-ghat, cinema-hall, sports-stadium, market,
hospital, residential colonies, community halls, auditorium, schools, children-
parks etc. this self sufficient estate is well connected with public conveyance
facilities to nearby towns. Maintenance of such a huge fixed asset infrastructure
for providing every possible facility to its employees is worth appreciating &
admittingly rarer these days. J ust as a fact, Batanagar once owned a Territorial
Army for security purposes, which adds a sense of nostalgia to the name of
Bata .
All that we are is the result of what we have thought. The mind is everything. What
we think we become. "
- Buddha
iiovn,
oo[. :
1. Kothari C.R., Research methodology methods and techniques, New age
international publishers, New Delhi, 2007.
2. Mamoria C.B., Gankar S.V., Personnel management text and cases,
Himalaya publishing house, Mumbai, 2001.
3. Blanchard P.N., Thacker J .W., Effective training systems strategies and
practices, Pearson education, Delhi. 2007.
4. Sikula A.F., Personnel administration and human resource management,
J ohn Wiley and sons, New York, 1976.
+c.ic. :
1. www.wikipedia.org
2. www.ggits.org
3. www.google.org
4. www.rdvunijbpin.org

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