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CHAPTER 1
a. Human Resources Management
A Theoretical framework
The Human Resources Management (HRM) function includes a
variety of activities, and key among them is deciding what stafng
needs you have and whether to use independent contractors or hire
employees to fll these needs, recruiting and training the est
employees, ensuring they are high performers, dealing with
performance issues, and ensuring your personnel and management
practices conform to various regulations! "ctivities also include
managing your approach to employee enefts and compensation,
employee records and personnel policies! #sually small usinesses (for$
proft or nonproft) have to carry out these activities themselves
ecause they can%t yet a&ord part$ or full$time help! However, they
should always ensure that employees have $$ and are aware of $$
personnel policies which conform to current regulations! These policies
are often in the form of employee manuals, which all employees have!
'ote that some people distinguish a di&erence etween HRM (a
ma(or management activity) and HR) (Human Resource )evelopment,
a profession)! Those people might include HRM in HR), e*plaining that
HR) includes the roader range of activities to develop personnel
1
inside of organi+ations, including, e!g!, career development, training,
organi+ation development, etc!
There is a long$standing argument aout where HR$related
functions should e organi+ed into large organi+ations, e!g!, ,should HR
e in the -rgani+ation )evelopment department or the other way
around.,
The HRM function and HR) profession have undergone
tremendous change over the past /0$10 years! Many years ago, large
organi+ations looked to the ,2ersonnel )epartment,, mostly to manage
the paperwork around hiring and paying people! More recently,
organi+ations consider the ,HR )epartment, as playing a ma(or role in
stafng, training and helping to manage people so that people and the
organi+ation are performing at ma*imum capaility in a highly fulflling
manner!
"fter you have invested considerale time and money recruiting
and training your employees, you must now determine how to make
sure those valuale employees are productive and get them to remain
loyal to your frm! Retention of employees is essential to maintain
client relationships and keep recruiting and training costs in line!
3osing an e*perienced employee almost always results in signifcant
costs to your frm! The keys to employee satisfaction and retention are
founded on strong leadership and sound management practices! 4f you
can master these arts, you should have happy, loyal employees and
clients, resulting in growth, profts and personal gratifcation! This
article will discuss key factors in motivating and retaining good people!
Operating Sstems
2
The foundation of an efcient and e&ective workplace is the
structure, discipline and consistency provided y well$conceived
systematic operating methods! 5orld$class companies like )isney,
Mc)onalds and Rit+ 6arleton all have well defned operating methods!
" policies and procedures (272) manual is critical to ensure that
employees understand what is e*pected of them and know how they
should handle the myriad of duties and responsiilities in the day$to$
day operation of the ofce ! The 272 manual spells out how you would
like things done in your ofce and your e*pectations for the ehavior of
your employees! "s your operation grows larger, the system ecomes
more important ecause your aility to oversee and communicate
directly and fre8uently with each employee ecomes more difcult!
5ritten operating systems are asolutely essential when you e*pand to
more than one ofce location!
Training
2re$work training should include a review of your policies and
procedures, with special emphasis on the most important su(ects!
(9ach employee should receive a personal copy of your 272 Manual to
read efore coming to the training class!) 4n addition to training in your
policies and procedures, customer service and marketing should e
covered at length! :pecial emphasis should e placed on your
corporate culture! 'ew employees need more training than priors, ut
all employees should receive training each year! 'ew employees
should also have several days of on$the$(o training with the ofce
manager or e*perienced employees efore eginning their position;
and they should not e left on their own in the ofce until they are
e*perienced enough to feel confdent! Many of the frustrations
employees feel on the (o$$as well as most errors and client prolems$$
are due to inade8uate training! 6omprehensive training will make your
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life as a manager much easier, and your employees and clients will e
happier!
Tool
9mployee costs constitute the greatest e*pense in any service
usiness! 'ot giving your employees ade8uate tools to do the (o is
penny wise and pound foolish! 6omputers need not e state$of$the$art,
ut they do need to e fast and reliale enough to minimi+e down time
and reduce employee and client frustration! 4f your ofce is not
operating with a 3ocal "rea 'etwork (3"'), you should set one up
without delay! " 3"' manages printer sharing and centrali+es client
fles for easy computer cross$checking, e$fling!, and report writing!
6opiers should e reliale and fast, with automatic feed, and ample
supplies always on hand! " fa* is no longer a costly lu*ury for most
ofces, ut a necessity! 4nternet access is almost as important as the
phone for e&ective communication and is ecoming more essential for
research! )on%t forget to provide the little things, like reliale staplers,
staple removers, scissors, pens, post$its, usiness card holders, etc! "n
appointment ook, a Rolode* (or software address ook), and
reference ooks and resources should also e provided! 6omfortale,
functional ofce furniture and ade8uate shelving and storage are also
essential! )on%t forget aids for employees with special needs, such as
under$desk computer drawers and keyoard 7 mouse cushions! "t
4
2eoples 4ncome Ta*, we use checklists of ofce furnishings, e8uipment
and supplies used to take inventory and re8uest missing or shortage
items! "ttention to detail and providing ade8uate tools to do the (o
will eliminate a key source of employee frustration and increase
employee productivity and satisfaction!
O!ce atmosphere
How your employees feel aout their (os is greatly in<uenced y
your ofce atmosphere! 9*travagance is not necessary, ut the ofce
should e attractively decorated and a pleasant place to work! 3ittle
things like a fresh coat of paint and a wallpaper order make a ig
di&erence! " stereo (with ceiling speakers) tuned to a soft neutral
music enhances the ofce atmosphere and creates an illusion of
privacy! )on=t neglect the ack room and the rest room! 5e pay as
much attention to decorating and appointing our rest rooms as we do
our client reception areas! 5e also provide a microwave and
refrigerator for the ack room of every ofce and, space permitting, a
tale and chairs where our associates can eat! The impression you
make on your employees is (ust as important as the image you pro(ect
to your clients! >eeping the ofce clean and uncluttered re8uires the
cooperation of all employees, and you should insist that every
employee pitches in to help! However, you should regularly hire
contractors for heavy cleaning (e!g!, carpet, windows and restroom)!
?our employees= attitudes are a&ected y their physical work
environment; make sure it is positive@
Support
?our employees will appreciate having ade8uate support! They
need someone readily availale to help when they have 8uestions or
encounter prolems! :upport can e provided on$site y an ofce
5
manager or veteran employee or y telephone or e$mail when on$site
help is not availale! Having ade8uate help to properly serve all clients
in the ofce is also essential for employee morale! The important point
is that your people should not feel like they are out there on their own
with no one to turn to when they need help! 4f they feel this way, they
might as well go into usiness on their own!
Corporate Culture
5orld$class companies always have in common 5orld$class
cultures! 3eaders of such usinesses recogni+e that their companies
e*ist to satisfy a social need! 2rofts are not the goal, ut are a
yproduct of meeting the needs of customers and employees!
Ausinesses also have a responsiility to give ack to the communities
in which they operate! Most employees also have a need to make
meaningful contriutions to society through their work! They also like
to take pride in their work and deliver 8uality products and services!
"nd they need to continue to learn and grow professionally! " good
corporate culture enales employees to comine their strengths to
meet these mutual needs as part of a dynamic team!
?our company=s culture starts with your company=s mission and values,
which should e well thought$out and articulated in writing! " mission
statement and set of guiding principles is typically developed y the
company=s owner or 69- to re<ect his or her usiness philosophy!
4nput should also e solicited from key employees! The mission
statement and guiding principles of 2eoples 4ncome Ta* is provided as
an e*ample (9*hiit /)! 5hen hiring new employees, it is essential to
confrm their understanding of and agreement with your company
philosophy! ?our values must not merely e lip service, ut should e
internali+ed and practiced daily y all employees! "s the owner or 69-,
you must set the standard for your people!
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Compensation
" performance$ased compensation plan should e designed to
encourage your employees to ehave in ways that will result in
attainment of the goals of your 6ompany, while also meeting your
employees= personal o(ectives! 6ompany goals usually include
growth, proftaility, 8uality service, efciency, e&ectiveness, and
image and reputation! To attract desirale employees, your ase pay
and earnings potential should e competitive within your industry
(e8ual to or etter than your main competitors for employees)! The
pay plan must e o(ective and fair to all employees! Rewards should
e commensurate with contriutions! The ehaviors and attitude your
pay plan should encourage include honesty, professional pride,
continuing professional education, loyalty, thoroughness, accuracy,
efciency, teamwork, salesmanship, courtesy, concern for clients, self$
direction, frugality and long$term thinking! 2eoples= compensation plan,
devised with these factors in mind, includes a competitive guaranteed
wage as a draw against commissions for individual and ofce
production! "dditional commissions are paid for e*perience, helping to
generate ofce revenue growth, and attaining and maintaining
professional! 9stalishing a sound compensation plan is one of the
most important pro(ects you will undertake! -nce the plan is
estalished, it is difcult to make radical changes! ?our compensation
plan is an essential element of your aility to compete e&ectively!
"ene#ts
2roviding whatever enefts you can put you in a etter
competitive position to attract and retain seasonal employees! " proft
sharing plan could e adopted for all employees to share in the proft
pool in proportion to their annual earnings relative to total earnings of
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all employees! The proft pool could e some percentage (e!g! B0$/0C
as determined y management) of the increase in preta* profts over
the prior year! 2eoples 4ncome Ta* has a Didelity E0Bk plan through its
memership with the #!:! 6hamer of 6ommerce that permits all year$
round and seasonal employees to participate, and the company makes
1C contriutions!
:ome of 2eoples= seasonal ta* associates who work part$time
during the o&$season providing client service and teaching an income
ta* school work enough hours to 8ualify for the company=s group
health insurance plan! Froup life and disaility insurance and other
enefts can e otained through professional associations! 9ven if the
employee pays the full premium, group rates tend to e lower than
individual coverage! Froup discounts for products and services are
often e*tended to employees through professional associations and
company memership in the local 6hamer of 6ommerce! 2eoples
4ncome Ta*, as a small employer, was ale to ecome a memer of the
Girginia 6redit #nion, making all of 2eoples= employees eligile for the
enefts of credit union memership! 2eoples also provides paid time
o& for its associates to volunteer for company approved charitale
activities such as providing free ta* service for welfare$to$work
program participants and residents of homeless and attered women
shelters! Ae creative! 3ittle perks, like uying pi++a for the sta& of the
ofce on the usiest days of the work week, help to make your
employees appreciate their (os! Ae creative@
Recognition
'umerous studies and surveys have documented the fact that
money is not always the primary motivator for most employees!
Recogni+e your people fre8uently for their good work and they will
repeat the performance fre8uently! 2raise must e sincere and should
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e distriuted e8uitaly, if warranted! 5hen possile, praise people
pulicly in meetings or employee newsletters! Ae sure to give people
credit and rewards for good ideas they come up with that eneft the
company! Reinforce the right ehaviors! "void saying HFreat ut!I 3ook
for key measures to recogni+e employees, such as production, client
retention rate, etc! 6ome up with contests to recogni+e your
employees, such as the most referrals for another service you o&er, or
the most new clients rought in! Five recognition certifcates, pla8ues
and pri+es and other than money, such as tickets for movie rental or
sports events, or gift certifcates for merchandise or dinner! Fiving
something tangile makes a more lasting impression! 2raising your
est performers (the top B0$/0C) will raise the ar for your weaker
people! The goal is to encourage ehaviors that uild your usiness
and recogni+e your people for practicing those ehaviors as often as
possile!
Communication
3ack of e&ective communication from management is usually the
greatest cause for employee dissatisfaction and premature departure!
The est managers listen to and communication fre8uently with all
employees; and they make it easy for employees to tell them aout
prolems and concerns! 6ommunication should include training, group
and individual meetings and, most important, daily discussions
etween you and your employees! The larger your organi+ation
ecomes, the more difcult it is to keep in touch with all of your
employees, especially if you have multiple ofces! ?et, as the manager,
you must make the time to regularly talk with everyone! 9$mail is a
good communication vehicle, ut the phone is more personal; and
neither can replace face$to$face meetings! 2ulishing employee
newsletters is a good way for larger organi+ations to enhance
9
communication! "n 4ntranet can also e an e&ective internal
communication vehicle! >eep communication simple, provide ade8uate
information and provide e*amples for clarity! :how your trust in your
people and make them feel included y sharing with them fnancial
and other company inside information! Management can make much
etter decisions y getting input from front$line employees! 4f your
people know that their voices are heard and they feel like they are part
of the decision making process, they will e much happier, loyal and
more likely to support new ideas and programs!
Empowerment
9ngage your employees in decision$making; give them the
authority to act in the est interests of the company! 2rovide training in
resolving client prolems and then trust them to make the right
decisions! Five your people some time to think and plan y uilding in
some slack through ade8uate stafng and y providing clerical
support! )on=t critici+e employee= mistakes; instead celerate honest
mistakes! Recogni+e that making decisions naturally results in making
mistakes ecause no one is perfect! 4f you critici+e honest mistakes,
your people will stop making decisions! Dailure is also ->, ecause it is
a normal part of the road to success! 'othing is more gratifying than to
see your people develop the skills and confdence to act independently
and to make sound decisions that are in the est interests of the
company and your clients!
$ea%ership
Much has een written aout leadership and you should take the
time whenever the opportunity arises to read ideas on how to e a
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more e&ective leader! Here are ten asic keysJ (B) 4ntegrityJ always tell
the truth and always keep your promise, even if it hurts to do so! (/)
TrustJ ?ou must frst demonstrate your trust in people y making
yourself vulnerale efore you can e*pect them to place their trust in
you! (1) RespectJ 4f you really don=t care aout your people they will
sense your lack of concern and will not have respect for you! (E)
DairnessJ Treat all employees fairly and e8ually (including family
memers) regardless of your personal feelings! (K) GisionJ To e a true
leader, you must have an unfaltering vision, e ale to communicate it
to your people, and get them to understand and share in your
e*citement for the vision! (L) -ptimismJ ?ou must always e positive
and confdent that the company will succeed; ut you should also e
realistic! (M) )ecisiveJ " leader must make decisions and stick with
them as long as they make sense! 6onsensus is not always etter than
an individual decision, particularly in a crisis situation! Rememer, the
uck stops with you@ Trust your intuition! 4ntuition draws upon your
e*perience, stored knowledge and information you may not even
reali+e you have in your head! (N) 9*ampleJ ?ou must practice what
you preach or you will have little crediility! (O) TeamworkJ 4nsist on
mutual respect, courtesy and cooperation among your people! This
fundamental attitude was crucial in shaping our nation and is also
essential to uild your company! (B0) "uthorityJ Rememer that
authority is not vested in your position as the oss! "uthority resides
with the people who report to you and they have the power grant it to
you or not!
Ha&ing 'un
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2eople like to work in an environment that is en(oyale; they can
get urned out if the work environment is totally serious and strictly
usiness! Freat companies like :outhwest "irlines have come up with
creative ways for employees to have fun! 4 think every manager should
read the estseller ook, NUTS!, Ay :outhwest chairman, Her
>elleher! 4f you=re not naturally good at getting people to have fun,
designate a key employee to assume this role! " friend, Hugh
Foldthorpe, who is a top e*ecutive with -wens and Minor of Richmond,
Girginia, has adopted (and had printed on his usiness cards) his
ofcial (o title asJ Head 6heerleader!
Motivating and keeping employees re8uires e&ective
management practices and strong leadership skills! " good operating
system and ade8uate training are essential! ?our people need the
proper tools and support to do the (o! " performance$ased
compensation plan should e designed very carefully to ensure that
your employees are encouraged to help uild the usiness and are
rewarded for their contriutions, and provide as many e*tra enefts as
possile! :creening new employment prospects to insure they ft in and
uy into your culture will prevent future prolems! 9mployment
agreements are a must and should e reviewed y and e*plained to
new hires! " valuale pro(ect is to identify the /$1 greatest frustrations
of your employees and your clients and devise ways to eliminate these
irritations! 9mployees should e trusted, included and empowered to
make decisions and act autonomously! They also need to e part of a
harmonious team working for the mutual eneft of the clients, the
company and themselves! "nd they would en(oy eing at a fun place
to work@ #ltimately, your management and leadership skills and e&orts
will determine your success in providing an atmosphere where your
employees will e motivated to e e&ective and will remain loyal to
your company!
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(. Concepts Relate% to Performance Appraisal
Sstem
TA$E)T MA)A*EME)T
Talent management is a professional term that gained popularity
in the late BOO0s! 4t refers to the process of developing and fostering
new workers through on oarding, developing and keeping current
workers and attracting highly skilled workers at other companies to
come work for your company! Talent management in this conte*t does
not refer to the management of entertainers!
6ompanies that are engaged in talent management (human
capital management) are strategic and delierate in how they source,
attract, select, train, develop, promote, and move employees through
the organi+ation! This term also incorporates how companies drive
performance at the individual level (performance management)!
The term talent management means di&erent things to di&erent
people! To some it is aout the management of high$worth individuals
or Hthe talentedI whilst to others it is aout how talent is managed
generally P i!e! on the assumption that all people have talent which
should e identifed and lierated!
This term is usually associated with competency$ased human
resource management practices! Talent management decisions are
often driven y a set of organi+ational core competencies as well as
position$specifc competencies! The competency set may include
knowledge, skills, e*perience, and personal traits (demonstrated
through defned ehaviors)!
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-lder competency models might also contain attriutes that
rarely predict success (e!g! education, tenure, and diversity factors that
are illegal to consider in many countries)!
4n the late BOO0s, technology companies engaged in a Qwar for talent=!
O(+ecti&es,
To identify, nurture, groom and motivate talented M6:
(management carder sta&)!
6areer and succession planning to uild in$house pool of talent
(grow your own timer) for our future needs of H-)=s and FMQs!
)etermine talent strength (numers) and 8uality (competencies),
future re8uirements and ideal Horgani+ational structureI, identify
gaps and take actions!
Competiti&e a%&antage,
9mrace a talent mindset!
6raft a winning employee value proposition!
Reuild your recruiting strategy!
5eave development into your organi+ation!
)i&erentiate and afrm your people!
$imitations,
Retention rates in marketing are a prolem! 4t was suggested to
consider the leadership issues, careful selection, increased
motivation and performance incentives!
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EMP$O-EE .)/O$/EME)T
0e#nition, 9mployee involvement is creating an environment in
which people have an impact on decisions and actions that a&ect their
(os!
9mployee involvement is not the goal nor is it a tool, as practiced
in many organi+ations! Rather, it is a management and leadership
philosophy aout how people are most enaled to contriute to
continuous improvement and the ongoing success of their work
organi+ation!
My ias, from working with people for E0R years, is to involve
people as much as possile in all aspects of work decisions and
planning! This involvement increases ownership and commitment,
retains your est employees, and fosters an environment in which
people choose to e motivated and contriuting!
How to involve employees in decisionmaking and continuous
improvement activities is the strategic aspect of involvement and can
include such methods as suggestion systems, manufacturing cells,
work teams, continuous improvement meetings, >ai+en (continuous
improvement) events, corrective action processes, and periodic
discussions with the supervisor!
4ntrinsic to most employee involvement processes is training in
team e&ectiveness, communication, and prolem solving; the
development of reward and recognition systems; and fre8uently, the
sharing of gains made through employee involvement e&orts!
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Emploee .n&ol&ement Mo%el
Dor people and organi+ations who desire a model to apply, the est
4 have discovered was developed from work y Tannenaum and
:chmidt (BOKN) and :adler (BOM0)!
Tell, the supervisor makes the decision and announces it to
sta&! The supervisor provides complete direction!
Sell, the supervisor makes the decision and then attempts to
gain commitment from sta& y HsellingI the positive aspects of
the decision!
Consult, the supervisor invites input into a decision while
retaining authority to make the fnal decision herself!
1oin, the supervisor invites employees to make the decision with
the supervisor! The supervisor considers her voice e8ual in the
decision process!
To round out the model, 4 add the followingJ
0elegate,
The supervisor turns the decision over to another party!
9mployee involvement consists of those practices which are initiated
principally y management and are designed to increase the employee
information aout, and commitment to the organi+ation fostering trust!
4nvolvement assumes recognition that employees have great untapped
potential which can e used to the organi+ations advantage y
securing commitment of the employees to the success of the
organi+ation!
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The action plan,
9mployee involvement focus in on correcting the alance
towards an employee contriuting also his rain powers in terms of
ideas and initiative for improvement in the areas of his workS his
responsiilities and not only his rains! The concept is application to
workers, sta&s and managers alike!
O(+ecti&e,
Helping employees to contriute etter on their (os!
Daster and higher 8uality of prolem resolution!
6ompanies gaining etter competitive edge!
9mployees gaining greater (o satisfaction, (oy and pride in
work!
9mployees displaying greater identifcation with changes in
policies, practices, systems, structures and work methods!
.)02STR.A$ RE$AT.O)S
The term industrial relation in practice has come to mean
primarily the relations etween the management and the unions in an
industrial enterprise! 4t ought to include Hemployee relationsI,
irrespective of whether a union e*ists in a particular unit or not!
5e all know that unions came into eing, since for ages an
individual employee has tented to e e*ploited y the employer! To e
sure, most of us in 4ndia are even today partners in this process of
e*ploitation! The reference is to the institution of domestic servants,
whether we look at their wages, at their working hours or their health
care and so on!
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The same is y and large for laors employed on construction
pro(ects or on farms! 4t must therefore e accepted that the trade
unions does serve a social purpose through the practice of collective
argaining!
4t never pays to delay or postpone a constructive confrontation
to demand performance e it in the volume or 8uality of the output!
$aw an% penalties
3egislation, acts, regulations, standards, codes of practice,
prosecutions, enforceale undertakings, fnes, improvement and
prohiition notices
Rights an% o(ligations
?our rights as a consumer, worker, employer, manufacturer,
5H:-; manage your risks; meet your oligations
3orkplace inci%ents an% inspections
'otify of an incident, in an emergency, inspections, inspectors=
role, workers= compensation
Training4 licenses an% registrations
"ccreditation, training providers, tickets, licenses, plant
registrations, seminars, educational tools, apprenticeships and
traineeships
3orkers5 compensation an% reha(ilitation
5orkers= compensation and rehailitation legislation, rights and
oligations, other (urisdictions, claiming workers= compensation and
rehailitation
Pu(lications an% forms
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Reports, research, newsletters, sumissions, conference papers,
codes and standards, forms, lit+es, audits, su(ect inde* "$T
ME)TOR.)*
More than ever efore, organi+ations, large and small, are looking
outside traditional mentoring paradigms to raise the ar on the
practice of mentoring y creating a mentoring culture!
" mentoring culture continuously focuses on uilding the mentoring
capacity, competence, and capaility of the organi+ation! " mentoring
culture encourages the practice of mentoring e*cellence y
continuouslyJ
creating readiness for mentoring within the organi+ation,
facilitating multiple mentoring opportunities, and
Auilding in support mechanisms to ensure individual and
organi+ational mentoring success!
4n a mentoring culture, eight hallmarks uild on and strengthen
each other! "ll are present, at least to some degree; however they
manifest themselves di&erently depending on the organi+ation=s
previous success with mentoring!
The Eight Hallmarks of a Mentoring Culture
"ccountaility! "ccountaility enhances performance and produces
long$lasting results! 4t re8uires shared intention, responsiility and
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ownership, a commitment to action and consistency of practice!
"ccountaility also involves very specifc tasksJ
$$setting goals,
$$clarifying e*pectations,
$$defning roles and responsiilities,
$$monitoring progress and measuring results,
$$gathering feedack, and
$$formulating action goals!
"lignment! "lignment focuses on the consistency of mentoring
practices within an institution=s culture! 4t uilds on the assumption
that a cultural ft already e*ists etween mentoring and the
organi+ation and that mentoring initiatives are also are tied to goals
larger than (ust initiating a program! 5hen mentoring is aligned
within the culture, it is part of its )'"! " shared understanding and
vocaulary of mentoring practice e*ists that fts naturally with the
organi+ation=s values, practices, mission, and goals!
6ommunication! 6ommunication is fundamental to achieving
mentoring e*cellence and positive mentoring results! 4ts e&ects are
far$reaching; it increases trust, strengthens relationships, and helps
align organi+ations! 4t creates value, visiility and demand for
mentoring! 4t is also the catalyst for developing mentoring
readiness, generating learning opportunities, and providing
mentoring support within an organi+ation!
Galue and Gisiility! :haring personal mentoring stories, role
modeling, reward, recognition, and celeration are high leverage
activities that create and sustain value and visiility! 3eaders who
talk aout formative mentoring e*perience, share est practices,
and promote and support mentoring y their own e*ample add to
the value proposition for mentoring!
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COMM2).CAT.O)
6ommunication is one of the toughest issues in organi+ations!
9&ective communication re8uires four components interworking
perfectly for Hshared meaning,I my favorite defnition of
communication!
The individual sending the message must present the message
clearly and in detail, and radiate integrity and authenticity!
The person receiving the message must decide to listen, ask
8uestions for clarity, and trust the sender of the message!
The delivery method chosen must suit the circumstances and the
needs of oth the sender and the receiver!
The content of the message has to resonate and connect, on some
level, with the already$held eliefs of the receiver!
5ith all of this going on in a communication, 4 think it=s a wonder that
organi+ations ever do it well!
6hange management practitioners have provided a road range of
suggestions aout how to communicate well during any organi+ational
changes!
$EA0ERSH.P A)0 MA)A*EME)T
3eaders of organi+ations, especially people with high level titles
and ownership positions, estalish and maintain the level of comfort
that other employees e*perience when they are asked to speak up! 4n
most organi+ations, the willingness of employees, even managers, to
speak up in disagreement with the higher level person is appallingly
ad! 5hy is this so. 4s it ecause people lack personal and professional
21
courage at work. -r, are they too eholden to these e*ecutives for
their (o.
4n any case, it is the leader who estalishes the tone and the
work environment in which people chooses P or chooses not P to
e*ercise personal courage and freedom of e*pression! 4f the leader has
traditionally proved to e genuinely open to comments and criticism,
people are willing to agree, disagree, and e*press opinions!
The good leader, who wants to take advantage of the
e*perience, knowledge, and thoughtfulness of talented sta&,
rememers this! The good leader is aware of their power to encourage
or sti<e opinions and deate! They use this power to genuinely
appreciate and encourage input, deate, and di&ering opinions!
1O" 0ESCR.PT.O)
9&ectively developed, (o descriptions are communication tools
that are signifcant in your organi+ation=s success! 2oorly written (o
descriptions, on the other hand, add to workplace confusion, hurt
communication, and make people feel as if they don=t know what is
e*pected from them!
Uo descriptions are written statements that descrie the duties,
responsiilities, re8uired 8ualifcations, and reporting relationships of a
particular (o! Uo descriptions are ased on o(ective information
otained through (o analysis, an understanding of the competencies
and skills re8uired to accomplish needed tasks, and the needs of the
organi+ation to produce work!
Uo descriptions clearly identify and spell out the responsiilities
of a specifc (o! Uo descriptions also include information aout
22
working conditions, tools; e8uipment used knowledge and skills
needed, and relationships with other positions!
:till uncertain aout the value of (o descriptions. 6onsider
these tips aout employee (o descriptions!
Positi&es a(out 1o( 0escriptions
Uo descriptions provide an opportunity to clearly communicate
your company direction and they tell the employee where he or she fts
inside of the ig picture!
5hether you=re a small usiness or a large, multi$site
organi+ation, well$written (o descriptions will help you align employee
direction!
"lignment of the people you employ with your goals, vision, and
mission spells success for your organi+ation! "s a leader, you assure
the interfunctioning of all the di&erent positions and roles needed to
get the (o done for the customer!
Uo descriptions set clear e*pectations for what you e*pect from
people!
"ccording to Derdinand Dournies in Why Dont Employees Do What
Theyre Supposed to Do and What to Do about It4 this is the frst
place to look if people aren=t doing what you want them to do! He says
you need to make certain that they clearly understand your
e*pectations! This understanding starts with the (o description!
Uo descriptions help you cover all your legal ases!
5hether you=re recruiting new employees or posting (os for
internal applicants, (o descriptions tell the candidate e*actly what you
want in your selected person!
23
6lear (o descriptions can help you select your preferred
candidates and address the issues and 8uestions of those people who
were not selected!
5ell$written (o descriptions help organi+ation employees, who
must work with the person hired, understand the oundaries of the
person=s responsiilities!
2eople who have een involved in the hiring process are more
likely to support the success of the new employee or promoted
coworker! )eveloping (o descriptions is an easy way to involve people
in your organi+ation=s success
c. Re&iew of literature

'letcher C4 Performance appraisal an% management4

)o&em(er 64 7881J 2erformance appraisal has widened as a concept
and as a set of practices and in the form of performance management
has ecome part of a more strategic approach to integrating HR
activities and usiness policies! "s a result of this, the research on the
su(ect has moved eyond the limited confnes of measurement issues
and accuracy of performance ratings and has egun to focus more of
social and motivational aspects of appraisal! This article identifes and
discusses a numer of themes and trends that together make up the
developing research agenda for this feld! 4t reaks these down in
terms of the nature of appraisal and the conte*t in which it operates!
The former is considered in terms of contemporary thinking on the
content of appraisal (conte*tual performance, goal orientation and self
awareness) and the process of appraisal (appraiserPappraisee
interaction, and multi$source feedack)! The discussion of the conte*t
of appraisal concentrates on cultural di&erences and the impact of new
technology!
24

*regor H. 0o((ins4 Performance Appraisal as E9ecti&e

Management or 0ea%l Management 0isease4 1::8,
#nderstanding person and system sources of work variation is
fundamental to performance appraisal! Two divergent perspectives

on
this issue, the traditional human resource management view

and the
statistical process control view ()eming, BONL), are

contrasted! Two
studies are reported that investigate two specifc

8uestions that arise
from a roader view of the appraisal process!

Results indicate that
managers and suordinates elieve that

typical poor performance has
di&erent causes and that actual

productivity levels far outweigh person
or system sources of

performance variance in appraisal (udgments!

*regor H. 0o((ins4 A Contingenc Approach to Appraisal

Satisfaction4 1::8, The present study e*plored the moderating
e&ects of organi+ational

variales on the appraisal characteristic$
appraisal satisfaction

relationship! "nalyses indicated that the appraisal
characteristics

of action plans, fre8uency, and rater training were more
positively

related to appraisal satisfaction when suordinates
e*perienced

role con<ict, were not closely monitored, and supervisors
had

a large span of control! The results provide sustantial support

for
conceptuali+ing appraisal satisfaction as a contingent function

of oth
appraisal characteristics and organi+ational variales!

4mplications of
the fndings for the design of appraisal systems,

appraisal
e&ectiveness, and future research are discussed!
Talor Co;4 0i9erential Performance Appraisal Criteria4
1:<= , 2erformance appraisal ratings of B/K frst$level managers were
analy+ed to investigate the degree to which the criteria used

to
evaluate the overall (o performance of lack managers di&ers

from
that used to evaluate white managers! The performance appraisal

form
25
included items that measured oth the social ehavior dimen

sion and
taskSgoal accomplishment dimension of (o performance!

The appraisal
ratings of oth groups on each dimension were

correlated with
measures of overall (o performance and promot

aility! Results
indicated that social ehavior factors are

more highly correlated with
the overall (o performance of lack

ratees than for white ratees!
4mplications of these results

for oth lack managers and organi+ations
are discussed!

0a&i% A. 3al%man4 Pre%ictors of Emploee Preferences for
Multirater an% *roup>"ase% Performance Appraisal4 1::?, This
study conceptuali+es and measures user preferences for

1L0$degree
appraisals and group$level performance management

(2M)! #sers are
defned as either recipients of 2M processes

or those whose (o it is to
administer the process! "spects

of individual users, their work design,
and current appraisal

conte*t were used to predict preferences! Two
studies were conducted

involving data collection in a large 6anadian
telecommunications

conglomerate and a department of the 6anadian
government, respectively!

2redictors e*plained signifcant amounts of
variance in user

preferences, especially those pertaining to group$level
2M!

2ractical implications are suggested with regard to collecting

and
using user preferences! 4n addition, suggestions for future

research are
o&ered concerning the need to e*amine a road

range of users in
di&erent organi+ational settings and to measure

actual system design
features and their e&ectiveness!
26
0ennis 3. Organ4 A Restatement of the Satisfaction>
Performance Hpothesis4 1:<<, This article reviews recent
evidence in support of -rgan=s (BOMM)

argument that satisfaction more
generally correlates with organi+ational

prosocial or citi+enship$type
ehaviors than with traditional

productivity or in$role performance! "n
attempt is then made

to interpret (ust what it is in satisfaction
measures that provides

this correlation, leading to the suggestion that
fairness cognitions

comprise the ma(or factor! 4mplications of this
interpretation

for theory, research, and management practice are
o&ered!

CHAPTER 7
METHO0O$O*-
)ee% of the stu%,
The study concentrates on the HR a&airs of the company! 4t
involves the study of performance standards of the employees of U>
2aper Mills!
This study has een carried out in order to learn the 2erformance
"ppraisal :ystem of U> 2aper Mills 2vt! 3td; to know what strategies are
eing implied and how far they are e&ective!
O(+ecti&es of the stu%,
To analy+e and apply performance appraisal strategies to
improve the performance of the individual employees!
To know aout the re8uirements of the employees!
27
To know the est performance appraisal strategy of the company!
4mprove the performance of the employees and there y
improving the overall performance of the company, y providing
suggestions if any!
To verify the standard of U> 2aper Mills when compared to other
paper industries present in the market!
Scope of stu%,
4t is a systematic procedure of collecting information in order to
analy+e and verify a phenomenon!
The collection of information has een done through two ma(or
sourcesJ
B! 2rimary )ata!
/! :econdary )ata!
Primar 0ata,
4t is the information collected directly without any
reference! 4n this study, it is gathered through interviews with
various employees, human resource ofcers and other concerned
people! :ome of the information were verifed and supplemented
through personal oservation!
Secon%ar 0ata,
The :econdary data was collected from already
pulished sources such as pamphlets, annual reports, various
(ournals and internal records! The data collection includesJ
28
6ollection of re8uired data from annual report of U>! 2apers
3td!
Reference from te*tooks and (ournals relating to the paper
industry in 4ndia!
"nnual reports of the company!
Presentation of the stu%,
Chapter ., This chapter deals with the history and the gloal
prospective of the 2aper industry! 4t also tells us aout the other
important world markets for paper and the future prospects in
these markets!
4t also tells us aout the various concepts that are
related to performance appraisal strategies!
Chapter .., This chapter deals with the methodology of the
study along with the needs, o(ectives and limitations of the
study!
This chapter also deals with how the survey was
carried out y taking the primary data and the secondary data,
that is y carrying out a survey and also taking the fndings of
other surveys and documents into account!
4t talks aout the need and o(ective of the study
that is to fnd out how the company is faring in regard to its
performance! 4t also fnds out the limitations that 4 encountered
during the period of study!
Chapter ..., This chapter deals with the profle of the company!
4t gives a rief history of the company! 4t goes on to talk aout
29
the progress and also the innovations and technological progress
that the company has e*celled in papers over the years! 4t tells
us aout the 8uality legacy of the company, in the end it talks
aout the uni8ue performance appraisal strategy of the company
and a few of the products that the company sells!
Chapter ./, This chapter deals with the analysis of the survey
that 4 had conducted during the period of my study! The survey
tries to fnd out various aspects like the satisfaction of the
employees, performance of the employees, awareness in the
organi+ation, performance appraisal strategies used y the
company and various other aspects!
Chapter /, This chapter includes the summary of the pro(ect! 4t
also includes my fndings and suggestions and conclusions
during my pro(ect period!

$imitations of the stu%,
The study is focused on a very general level rather than a full
scale detailed report!
The study does not get information from an in depth prospective!
The study is not necessarily the solution to the prolem that
e*ists!
There were a lot of reaks and hindrances while the study took
place!
30
The feedack given y recipients is not necessarily right!
CHAPTER @
a. Profile of Paper Industry
3HAT .S PAPER
H2aper has played a vital role in the development of mankind,
since times immemorial, as a means of communication, as the most
versatile material for packing of goods, as a medium of preserving
knowledge for progeny!
2aper is defned as H" mat of cellulose fers arranged in crises Pcross
fashion with hydrogen ond and other forcesI!
31
.)TRO02CT.O)
2aper is derived from the word HpapyrusI! Today, paper includes
a wide range of products with very di&erent applicationsJ
communication, cultural, educational , artistic, hygienic, sanitary as
well as storage and transport of all kinds of goods! 4t=s almost
impossile to imagine a life without paper!
There is a degree of consensus that the art of making paper was frst
discovered in 6hina and its origin in that country is traced ack to /
nd
6entury! 4n aout "!)!B0K Ts= 3un , an ofcial attached to imperial
court of 6hina , created a sheet of paper using Mulerry and other
ast fers along with fshnets, old rags and hemp waste! (/
nd
6entury A!6)
6hinese considered paper a key invention and kept this a closely
guarded secret for over Dive 6enturies until the technology slowly
made it way westward! The "ras captured 6hinese city containing a
paper mill in the early M00=s and from this started their own paper
making industry!(9arly M00=s )4nvention of printing in BEK0=s rought a
vastly increased demand for paper !
$.ST O' SATE3.SE .)0.A) PAPER .)02STR-
Ta(le 1,
:T"T9
'-!-D 2"29R M433:
32
"')HR" 2R")9:H
"::"M
A4H"R
F#U"R"T
H"R?"'"
H4M"6H"3 2R")9:H
U"MM# 7 >":HM4R
>"R'"T">"
>9R"3"
M")H?" 2R")9:H
M"H"R":HTR"
'"F"3"')
-R4::"
2-')46H9RR?
2#'U"A
R"U":TH"'
T"M43 '")#
#TT"R 2R")9:H
59:T A9'F"3
//
0/
0E
LN
BK
0L
0B
BE
0K
/B
MB
0B
0O
0B
1M
0M
1B
BL

TOTA$ A:6
:-#R69J 4ndian 2ress :ervices 'ews Aulletin!
1 B OR*A).CAT.O) > HO3 .T A$$ "E*A)
)uring the later half of the BN
th
6entury , :hri Ainodia Ram
:inghania of village :inghana, which lies in the :hekavati region of
Ra(asthan, migrated to #ttar 2radesh! The family settled down in
>anpur and slowly spread its roots there! U> -rgani+ation was orn
33
under the leadership of 3ala >amlapat(i and his father 3ala Uuggilal(i!
Hence the name P U!>!
A /.S.O) TABE SHAPE
The foundation of U> -rgani+ation was laid when the nation was
passing through turulent times! 4t was the time when 4ndians were
discriminated against, in their own home land! Aorn on M
th
'ovemer,
BNNE, 3ala >amlapat(i, the worthy son of 3ala Uuggilal :inghania, set up
the frst 6otton Mill in 'orthern 4ndia in BO/B, e*clusively using 4ndian
capital, Management and 3aour! -ne after another, other enterprises
were started y him! U> Uute Mills 6o! 3td!, U> 4ron 7 :teel 6o! 3td!, U>
-il Mills, U> 6otton Manufacturers, U> Hosiery Dactory, U> Hosiery Dactory
(6alcutta), >amlapat Motilal :ugar Mills, >amla 4ce Dactory P were few
of the initiatives of 3ala >amlapat :inghania!
$E*AC- O' E)TREPRE)E2RSH.P CO)T.)2E0
>eeping alive the spirit of entrepreneurship, the three sons of
:hri! >amlapat :inghania P :ir 2adampat :inghania, 3ala >ailashpat
:inghania and 3ala 3akshmipat :inghania P started up a numer of
industries across 4ndia and further consolidated the e*isting
usinesses! They were the pioneers in setting up a mini steel plant in
BO/E, and frst 4ndian Uute Mill in BO/O in #ttar 2radesh!
'ROM H.STOR- TO CO)TEMPORAR-
The :inghanias of today and their generation ne*t have inherited
the spirit of meeting the entrepreneurial challenges of the times from
their forefathers! #nder the visionary leadership of :hri Hari :hankar
34
:inghania, 2resident, U> -rganisation, supported y his rothers, the
organi+ation has shown e*emplary growth in diversifed usinesses!
*RO2P COMPA).ES
Chart 1,
5ith a century of multi$usiness, multi$product and multi$
location usiness operations, the Froup has 6ompanies with a diverse
portfolio including "utomotive Tyres 7 Tues, 2aper 7 2ulp, 6ement, G$
Aelts, -il :eals, 2ower Transmission :ystems, Hyrid :eeds, 5oollen
Te*tiles, Readymade "pparels, :ugar, Dood 7 )airy 2roducts,
6osmetics, etc! "ll products of the Froup are not only strong rand
names ut also reputed market leaders in their respective segments!
5ith its operations spread in almost every state of 4ndia, the
Froup employs over 10,000 people along with a nationwide sales and
service network of over B0,000 distriutors and a large numer of
retailers and service centers!
:ome of the leading Froup 6ompanies includeJ
U> Tyre P U> 4ndustries 3td! 4s a leading Tyre manufacturer in 4ndia!
35
U> 2aper P 4t is one of the 4ndia=s foremost paper manufacturers!
U> 3akshmi 6ement P 4t is a renowned and well$estalished name in
the 4ndian 6ement 4ndustry!
Denner 4ndia P 4t is the leading manufacturer of G$elts, -il :eals and
2ower Transmission :ystems!
U> :eeds P U> "gri Fenetics 3td! 4s one of the most reliale and well$
known names in Hyrid :eeds!
U> )airy P 4t is engaged in the production and sale of Milk 2owders
and Fhee!
U> :ugar P 4t is one of the leading producers of high 8uality :ugar in
4ndia!
(. Pro#le of 1B Paper Mills P&t. $t%.
1 B PAPER $T0.
U> 2aper 3td!, 4ndia=s largest producer of Aranded papers is a
leading player in the 2rinting and 5riting segment! 4t operates two
plants in 4ndia, one in the 9ast P U> 2aper Mills (U>2M) in Rayagada,
-rissa with a capacity of B/M,000 tonnes per year and the other in the
36
5est P 6entral 2ulp Mills (62M), located in :ongadh, Fu(arat with a
production capacity of KK,000 tonnes per year!
1B PAPER M.$$S
Chart 7,

U> 2aper Mills, a #nit of U> 2aper 3td! 4s a premier integrated 2ulp
and 2aper Mill located at Uaykaypur, )ist! Rayagada, -rissa! U>2M was
commissioned in the year BOL/ with an integrated pulp and paper
plant with BK000 T2" installed capacity for manufacturing high 8uality
writing and printing papers! -ver the years, the production capacity
has een enhanced to a level of B/M,000 T2" with the addition of E
more paper machines manufacturing diversifed product range from /O
F:M to 100 F:M of di&erent grades of paper! 4n /00K, an oVine
coating machine has also een set up to manufacture premium grades
of coated papers!
:ince its inception, U> 2aper Mills has strived for e*cellence and
consistently set high standards in 8uality, productivity, conservation of
energy and water, industrial safety as well as pollution control and
environment protection which are indicated y achievements likeJ
37
A View of J K Paper Mills, Jaykaypur, Rayagada
Manufacture of surface si+ed Maplitho for the frst time in the
country with indigenous raw material!
6apacity utili+ation of B/0C
Dirst 2aper Mill in 4ndia to get 4:- O00B and 4:- BE00B!
"d(udged Dirst Freenest 2aper Mill in 4ndia in BOOO!
Most modern and largest pulp mill in the country!
Dirst 2aper Mill not only in 4ndia ut also in :outh$9ast "sia to have
received T2M 9*cellence "ward from Uapanese 4nstitute of 2lant
Maintenance, Uapan!
OR*A).SAT.O)A$ CHART
Chart @,
38
PRO02CT.O) CAPAC.T- O' 1B PAPER M.$$S
Ta(le 7,
MACH.)E -EAR O'
.)STA$$AT.O)
.)STA$$E0
CAPAC.T-4 TPA
2aper Machine P4 BOL/ 1K,000 tpa
2aper Machine$ 44 BOM0 E,M00 tpa
2aper Machine P444 BOM/ /L,000 tpa
2aper Machine P4G BONO N,000 tpa
2aper Machine PG BOOE BL,000 tpa
T-T"3 O0,000 tpa
1 B PAPER M.$$S PH.$OSOPH-
Headquarters
Strategy Department
Finance Department
I Department
!dministrati"n
#ar$eting Department
%u&'ic (e'ati"ns Department
)ega' Department
%ers"nne' Department
Sa'es Department
(esearc* Department
)"gistics Department
%r"ducti"n
Security Department
39
U> 2aper Mills elieve that leadership is not merely a matter of
si+e! 5ith leadership, comes the responsiility to drive growth in all its
possile dimensions! 3eadership demands transformation! "nd to that
e*tent, leadership shapes the very 8uality of growth!
"t U> 2aper Mills, it is this ceaseless 8uest for holistic growth that
has shaped its operations in the present as well as in<uenced their
investments in the future P in world$class technologies for enhancing
customer e*perience, esides enaling to fulfll social responsiilities!
"t U> 2aper Mills, technology up$gradation has meant more
than (ust etter usiness sense! U> 2aper Mills have moved eyond
enhanced productivity, wider product range and etter value, to
investing in and nurturing a future ready organi+ation that is driven y
its two core growth engines P 6ustomers and 9nvironment!
U > 2aper Mills frmly elieve that much more than the
technology, it=s how well e8uipped we are to harness it that determines
the road to transformation! "nd therefore, U>2M=s investments are
focused on continuous and consistent up$gradation of processes,
people and nature! Ae it converting wastelands into productive
plantations to produce world$class pulp, or scouting for and mentoring
professionals who can drive the technology movement at U> 2aper
Mills!
/.S.O)
To e a dynamic enchmark and leader in the 4ndian paper industry
M.SS.O)
40
To achieve growth and leadership through the U> rand e8uity,
customer osession, technological innovation and cost leadership,
with a clear focus on environment, while continuously enhancing
shareholder value!
D2A$.T- PO$.C-
To provide Qcustomer delight= P oth internal and e*ternal P through
our products and services at lowest cost y continuous
improvement in processes, productivity, 8uality and management
systems!
$EA0ERSH.P .) "RA)0S
The secret of success of the U > 2aper Mills is attriuted to its
policy for sustained e&orts for 8uality, new product development and
continuous o&ering of value added products to customers!
U> 2aper Mills has een consistently consolidating its leadership
position in the 4ndian 2aper 4ndustry y continuously focusing on
8uality upgradation and productivity increase! Aeyond this, U> 2aper
Mills has een investing continuously in HArandingI of its products,
resulting in almost half of its revenues coming from randed products!
'ot only has the 6ompany retained its dominant leadership in the
41
randed paper market ut has een introducing premium new rands
like HU> 9*cel AondI, HU> 6opier 2lusI and HU> :avannaI year after year
in 4nternational 8uality consumer friendly packs! Aoth U> 6opier and U>
9asy 6opier are the country=s two largest paper rands!
PRO02CTS O''ERE0 "- 1B PAPER M.$$S
Ta(le @,
S2R'ACE S.CE0 MAP$.THO
A)0 S2R'ACE0 S.CE0 S2PER
H.*H "R.*HT MAP.$THO
:uper grade of writing 7 printing
paper with high fnish and rightness!
1B COP.ER " paper most suited in all Wero*
Machines!
S2R'ACE S.CE0 P2$P "OAR0
E S2R'ACE S.CE0 S2PER
H.*H "R.*HT P2$P "OAR0
:uper grade of Aoard for printing 7
paching with high fnish and
rightness!
CHA)CE$$OR "O)0 " superior variety Aond and writing
and printing!
1B "O)0 " normal grade of Aond 2aper
3OO0 'REE PR.)T.)* " writing and printing paper with good
fnish and rightness meant for e*port
market!
AR.MA$ " lower grammar writing 7 printing
paper used for Aills Aooks as well as
"irmail!
1B $ASER PR.)T.)* :uitale for 3aser 2rinter
T.TA).2M 0.OF.0E $OA0E0
T.SS2E PAPER
" etter grade food packaging paper
OPAD2E PR.)T.)* PAPER " common food packaging
3H.TE O''SET "OAR0 " high right oard supplied to cigarette
industries
42
/AR).SHA"$E MAP$.THO 6atering laels and 8uality printing (os
with varnishing
-E$$O3 PR.)T.)* #sed for yellow pages in Telephone
)irectory as well as for other 8uality
printing
3AF MATCH T.SS2E #sed for match sticks of etter 8uality
O''SET PR.)T.)*
G)AT2RA$ SHA0E H
" paper used for coating ase
"lock centere% art (oar% Dor playing cards
.)/OR- "OAR0 " superior coated oard used for Gisiting
cards and invitation cards!
E)AME$ "OAR0 " superior coated oard used for visiting
CHROMO PAPER " coated Aoard used for printing
maga+ine covers!
1B PAPER E SOC.ET-
U> 2aper has always een a front runner in taking initiatives for
improving the 8uality of life of the community, especially in the vicinity
of its manufacturing plants! :ome of the initiatives taken in the last few
years towards 6ommunity )evelopment and enhancing 6ommunity
Relations includeJ
E02CAT.O)

/ full <edged schools at Uaykaypur, Rayagada (-rissa)! /N00
children is the strength of the students at present, which include
children of 6ompany employees as well as from the community of
neary villages!
43
"dult literacy programme for local community!
'ight schools for adults, which are eing run y unemployed youths
from the villages!
'.)A)C.A$ ASS.STA)CE 'OR I
:chool construction 7 Durnishing
2roviding educational aids 7 school uniform, te*t ooks, lack
oards etc!
:cholarship to students!
:chools for mentally challenged with residential care facilities!
HEA$TH
U>2M has its own dispensary, which, in addition to the employees,
also attend to residents of the communities in the vicinity!
Health awareness programme, doctors and renowned e*perts are
invited to organi+e camps for awareness and also for cardiology,
gynecology, dental, eye and family planning programmes in
collaoration with Fovernment hospitals, local clus etc!
SPORTS A)0 OTHER RECREAT.O)A$ ACT./.T.ES
Fames and sports are promoted among the village youth
through local tournaments!
44
:imilarly, to promote sports, apart from organi+ing rural
tournaments, sports kits are distriuted free of cost to over /K
villages in -rissa every year!
E)/.RO)ME)T
U> 2aper Mills ensures that not only are its eVuents well within the
notifed parameters ut it also takes proactive measures to
continuously improve them further!

The 6ompany has signed a voluntary 6harter on 6orporate
Responsiility for 9nvironment 2rotection (6R92) with Ministry of
9nvironment 7 Dorests and is investing in the re8uired facilities
for environment protection!
2ro(ects for conservation of energy and water are regularly taken
up at oth Mills!
Treated eVuent water is eing used for irrigation purpose!
.)'RASTR2CT2RE
4nfrastructure development pro(ects like uilding approach roads
to neary villages, providing pipe water supply, construction of
5ater storage tank, Town Fate! 2olice 6howki, etc! are regularly
taken up around U > 2aper Mills!
A)C.$$AR- 0E/E$OPME)T
Realising that apart from development programmes, the
communities also need source of livelihood, the 6ompany is
45
promoting various ancillary industries like alum, carton, core
pipe, dry oard, <y ash ricks and other industries in the vicinity
of the Mills, generating local employment opportunities!
ASS.STA)CE 'OR )AT2RA$ CA$AM.T.ES
U> has always een in the forefront of meeting the challenges of
natural calamities! Ae it the recent <ood in :urat, drought or
super$cyclone in -rissa or the Fu(arat 9arth8uake, or other
tragedies like tsunami elsewhere! "part from cash contriutions
y the -rgani+ation, employees have also contriuted
generously from their salaries! "dditionally, immediate relief
material in terms of medicines, lankets, tents etc! have also
een sent to the relief camps for distriution!

U>2M opened a special nursery at Ahuaneswar to enale new
plants to e planted in places where super$cyclone had uprooted
the e*isting trees!
A) E/ER*REE) /.S.O)
Responsile paper making demands a holistic environmental
vision and U > 2aper Mills see trees as not (ust a critical raw
material resource ut also the means to transform the lives of
the rural community while also promoting a greener 4ndia!
Today, U > 2aper Mills high tech farm forestry movement is
K1,000 hectares vast and has ecome a 2eople=s Movement
involving thousands of farmers across -rissa, "ndhra 2radesh,
46
6hhattisgarh, 5est Aengal, Fu(arat and Maharastra! "longwith
environmental enefts, distriution of high yield 6lonal plants
developed at U>2M=s in$house R 7 ) 6entre has helped farmers to
sustantially increase the returns from their farms! Teams from
the 6ompany travel across the rural hinterland encouraging,
educating and advising farmers aout the merits of farm forestry
and the latest farming techni8ues!
"dvanced research in high$yield saplings has resulted in
enhancing raw material availaility and 8uality, greening of
surroundings and generating nearly /N million man$days of
employment among the rural masses! 4t has put U> 2aper ahead,
oth in terms of product 8uality and cost competitiveness!
5hat sets eco$commitment apart is U > 2aper=s uni8ue corporate
vision to protect the environmental through process innovations
rather than end$of$process treatments! Thus, U > 2aper=s
environmental friendly practices are designed to go eyond our
operational re8uirements and work towards ensuring a etter
and greener tomorrow for the society as a whole!
THE SPR.T O' PEOP$E J
U> 2aper Mills today continues to e the 4ndustry=s 6hange "gent
and enchmark, thanks to the indomitale spirit of its people!
3eadership, at all levels in the organi+ation has enaled U > 2aper Mills
to scale new heights in various facets of the Ausiness! Ae it rands,
8uality of products and services, technology and innovative strategies,
people management practices, U > 2aper Mills stands out as an
undisputed leader!
47
The common perception that with increasing mechani+ation and
automation, the value of the human touch reduces could not e farther
form the truth! 4n today=s world, human decisions have a far greater
impact over a larger interlinked process, making it even more critical to
deploy the right talent at the right place to manage the operations! To
address this challenge, U > 2aper Mills have invested sustantially in
continuous improvement of processes and human skills! This e&ort
involves identifying the grooming individuals, who can drive the
technology movement at U > 2aper, through time$tested practices such
as Xuality 6ircles P a dynamic shop <oor level participative
management system! Uishu Ho+en 6ircles within the T2M (Total
2roductive Maintenance) est practices, :uggestion :cheme,
9*emplary 5ork "ward and several T2M related "wards! -n the
process front, the 6ompany has adopted an 9R2 (9nterprise Resource
2lanning) system to ensure seamless <ow of information and enhance
managerial efciency! This also aids U > 2aper Mills personnel in
ultimately enhancing 6ustomer :atisfaction!
6learly, U > 2aper has gone well eyond (ust strategic
investments in technology, y implementing a series of dynamic HR
practices so that Team U> is more empowered than its peers in making
the most of technology!
48
c. Performance Appraisal practices in 1BPM
PER'ORMA)CE APPRA.SA$
.ntro%uction,
The appraisal system is a key human resources management
system! 5hile the system enales the setting of o(ectives and
facilitates the review of performance against these o(ectives, it can
also e e&ectively used to uild customer focus and enhance
competitiveness! This is possile if the nature of o(ectives and the
manner in which they are achieved answers the following 8uestions$
5hen achieved, to what e*tent will customer value e
enhanced.
5hen achieved, to what e*tent will it help the company respond
to change.
49
5hen achieved, to what e*tent will the company=s
competitiveness e enhanced.
Setting o(+ecti&es,
-(ectives must <ow from the usiness and functional plans and
address the key result areas of the (o! -(ectives must e$
SpecifcJ The appraisee must understand them clearly!
MeasuraleJ 4n term of 8uality, 8uantity, cost and time!
AttainaleJ Targets must have inuilt stretch ut yet e within
the capailities of the appraisee!
RelevantJ to the role and responsiilities with the (o and link up
with the unit, usiness and functional plans!
Time oundJ agree to the timeframe within which the o(ectives
must e achieved, which will also help prioriti+ation!
Remem(er 4 o(+ecti&es must (e S.M.A.R.T
Pre>reKuisites of an e9ecti&e appraisal process,
2urpose of the (o$ The overall rate of the (o from organisation=s
point of view; why the (o e*ists and what contriution it is
e*pected to make!
" statement of the key result areas that <ow from the purpose of
the (o$ statements of the continuing end results and outcomes
re8uired of the (o, statements which identify what the (o
achieves and why!
Having listed the key result areas, it is necessary to clearly state
the o(ectives for the year! These o(ectives must <ow from the
usiness, functional and unit plans!
Dor o(ectives to invoke commitment, they must e agreed
etween the (o holder and his oss and not set unilaterally!
50
Dor o(ectives to e meaningful, they must e specifc,
measurale, attainale, relevant and time ound!
The appraisal process must focus on performance against agreed
o(ectives, enale the individual to give feedack to the
organi+ation his own feelings, aspirations, difculties, etc and
serve as a forum for dialogue etween the individual and the
organi+ation!
The process must focus on performance, not personality; on
facts, not perception and demonstrated ehaviour, not hunches!
Performance appraisal process,
Chart 4:
$Ratings
$Review
51
Planning for
performance
Goals
Standards
P!"S#$!"S
Periodic
re%ie&#feedbac'
(bser%ations
)eedbac'
Support
$"ction
A%&antagesL"ene#ts,
To Appraisers,
More productive$ "llows the appraiser to concentrate e&orts on
the more productive managerial tasks and activities!
!nnual performance
e%aluation#re%ie&
$atings
$e%ie& discussions
!ction plans
+
52
3ess stressful$ 6reates a more harmonious, less adversarial,
working relationship etween appraiser and appraisee!
More rewarding$ 4mproved productivity of the work group!
To Appraisees,
Deedack
-pportunity
"utonomy
PER'ORMA)CE CO2)SE$.)*
0e#nition,
2erformance counseling can e defned as the help provided y
a manager to his suordinate in analy+ing his performance and other
(o ehaviors in order to increase his (o e&ectiveness! There are three
processes involved in counseling$ communication, in<uencing and
helping!
O(+ecti&es,
Helping the counselor to reali+e his potential as an employee!
Helping him to understand himself$ his strengths and his
weaknesses!
Helping him to have etter understanding of the environment!
53
9ncouraging him to set meaningful goals for further
improvements!
9ncouraging him to generate alternatives for dealing with
various prolems!
2roviding him an empathic atmosphere for sharing and
discussing his tensions, con<icts, concerns and prolems!
Con%itions for e9ecti&e counseling,
Feneral climate of openness and mutuality!
Feneral helpful and empathic attitude of the counselor!
#ninhiited participation of the suordinate!
Uoint goal$setting and performance review!
Docus on work ehavior!
:olving work related prolems!
Counseling process,
" formal counseling process is of three phases$
PHASE ., Rapport (uil%ing.
a) "ttending!
) 3istening!
c) "cceptance!
PHASE .., E;ploring.
a) 2rolem identifcation!
) )iagnosis!
PHASE ..., Action planning.
a) :earching!
) )ecision making!
c) :upporting!
54
Esta(lishing for %ialoguing,
The appraisal interview is also an ideal opportunity for the oss
and the (o holder to dialog on his career! Here are some sample
8uestions that can constitute the asis for a dialog on an individual=s
career$
Current assignment,
5hat do fnd challenging and e*citing aout your current
assignment.
)o you feel you are eing fully utili+ed in your current
assignment.
*oals an% aspirations,
5hat o(ective have you set for your personal and professional
growth.
How do you intend to pursue these.
How can an organi+ation assist in the process.
Career plan,
5hat responsiilities do you see yourself capale of assuming.
5hat do you see yourself doing three years from now.
Performance ratings,
"ppraisal system re8uires an overall performance rating$
55
-utstanding performance!
Food performance!
:atisfactory performance!
Aarely ade8uate performance!
2oor performance!
An ongoing process,
4t is necessary to engage in a formal appraisal process once a
year! However we must guard against the process degenerating into a
year$end ritual$ something to e got over with for the sake of the frm!
-nce o(ectives are set at the eginning of the year, any time is a
good enough time for the (o holder and his oss to engage in a review
of how things are going!
2eriodic review and feedack on performance as well as the
process of dialoguing wherey the individual feeds ack his overall
feelings, difculties, challenges, etc! spurs on performance and enales
the achievement of results against agreed o(ectives as well as
reinforces Qdesired ehaviors= which in turn enhances the
competencies of the usiness!
56
CHAPTER 6
Analsis of the stu% on Performance Appraisal
Sstem in 1BPM
0uration for which the respon%ent has (een working
in 1BPM.
This 8uestion was asked to the employees working in U>2M to fnd out
the duration for which they have een working in the organi+ation,
ased upon which we can know if the employees are satisfed with
their (o in the company or not!
Ta(le 6, 0uration of work perio% in 1BPM.
Particulars )o. of respon%ents Percentage of
respon%ents
0$B yrs / 1C
B$K yrs 11 KKC
K$B0 yrs BK /KC
B0R yrs B0 BMC
Total =8 188M
57
Chart A, 0uration of work in 1BPM.
1 percent of the respondents are dealing with U> 2aper Mills for
less than a year! KK percent of the respondents are dealing in U> 2aper
Mills from B$K yrs! /K percent of the respondents are dealing in U>
2aper Mills from K$B0 yrs! BM percent of the respondents are dealing in
U> 2aper Mills for over B0 yrs!

58
E;tent of satisfaction in setting goalsLo(+ecti&es in
the (eginning of the ear.
This 8uestion was asked to the employees of U>2M to fnd out the
e*tent of satisfaction of the employees in setting goalsSo(ectives in
the eginning of the year to know if they are eing given opportunities
to e*press their views!
Ta(le A, E;tent of satisfaction
Particulars )o. of respon%ents Percentage of
respon%ents
Gery satisfed 1N L1C
:atisfed BN 10C
)issatisfed E MC
Total =8 188M
Chart =, E;tent of satisfaction.
L1 percent of the respondents are very satisfed in setting their
goals and o(ectives in the eginning of the year! 10 percent of the
respondents are satisfed in setting their goals and o(ectives in the
eginning of the year! M percent of the respondents are dissatisfed in
setting their goals and o(ectives in the eginning of the year!
Ratings of the PA strategies an% programmes in the
compan.
59
This 8uestion was asked to the employees of U>2M to rate the standard
of various 2" strategies and programmes that take place in the
organi+ation!
Ta(le =, Ratings of PA strategies.
Particulars )o. of respon%ents Percentage of
respon%ents
Food E/ M0C
"verage BN 10C
Aad 0 0C
Total =8 188M
Chart ?, Ratings of PA strategies.
M0 percent of the respondents rate the 2erformance "ppraisal
strategies as good! 10 percent of the respondents rate the
2erformance "ppraisal strategies as average! 'one of the respondents
rates the 2erformance "ppraisal strategies as ad!
Performance Appraisal strategies are fair an%
o(+ecti&e.
60
This 8uestion was asked to the employees to know if the performance
appraisal strategies are fair and o(ective to the employees!
Ta(le ?, PA strategies are fair or not.
Particulars )o. of respon%ents Percentage of
respon%ents
?es 1E NEC
'o /L BLC
6an=t say 0 0C
Total =8 188M
Chart <, PA strategies are fair or not.
NE percent of the respondents say that the 2erformance "ppraisal
strategies are fair and o(ective! BL percent of the respondents say
that the 2erformance "ppraisal strategies are not fair and o(ective!
'one of the respondents are there who can=t say anything!
.t is necessar to appraise an emploee.
This 8uestion was asked to the employees to know how important it is
to appraise an employee!
61
Ta(le <, )ecessit to appraise an emploee.
Particulars )o. of respon%ents Percentage of
respon%ents
?es L0 B00C
'o 0 0C
Total =8 188M
Chart :, )ecessit to appraise an emploee.
B00 percent of the respondents say that it is necessary to appraise an
employee! 'one of the respondents says that it is necessary to
appraise an employee!
There is clarit in what is e;pecte% from the
emploee.
This 8uestion was asked to the employees to know if they are made
clear on what is e*pected of them so that they can work accordingly!
62
Ta(le :, Clarit in what is e;pecte% from the emploee.
Particulars )o. of respon%ents Percentage of
respon%ents
?es L0 B00C
'o 0 0C
Total =8 188M
Chart 18, Clarit in what is e;pecte% from the emploee.
B00 percent of the respondents say that they are clear with what is
e*pected of them! 'one of the respondents say that they are not clear
with what is e*pected of them!
'ee%(ack is gi&en to the Management Ca%re Sta9 for
the task accomplishe% ( them.
This 8uestion was asked to the employees to know if they are provided
with proper feedack for the task they accomplish, ased upon which
they can work etter in future!
63
Ta(le 18, 'ee%(ack is gi&en to MCS.
Particulars )o. of respon%ents Percentage of
respon%ents
?es 1M L/C
'o /1 1NC
Total =8 188M
Chart 11, 'ee%(ack is gi&en to MCS.
L/ percent of the respondents say that the feedack is given to the
M6: for the task accomplished y them! 1N percent of the respondents
say that the feedack is not given to the M6: for the task
accomplished y them!
Suggestions an% inno&ations are rewar%e%.
This 8uestion was asked to the employees to know if they are
motivated y accepting their suggestions and innovations in the form
of rewards!
64
Ta(le 11, Suggestions an% inno&ations are rewar%e%.
Particulars )o. of respon%ents Percentage of
respon%ents
?es /B 1KC
'o 1O LKC
Total =8 188M
Chart 17, Suggestions an% inno&ations are rewar%e%.
1K percent of the respondents say that their suggestions and
innovations are rewarded! LK percent of the respondents say that their
suggestions and innovations are not rewarded!
Super&isors take interest in sharing an emploee5s
personal concern.
This 8uestion was asked to the employees to know if the employees=
prolems are dealt well y their supervisors so that their morale
increases and they are satisfed with their (o!
Ta(le 17, Super&isors share an emploee5s personal concern.
Particulars )o. of respon%ents Percentage of
65
respon%ents
?es E1 M/C
'o BM /NC
Total =8 188M
Chart 1@, Super&isors share an emploee5s personal concern.
M/ percent of the respondents say that the supervisors take interest in
sharing their personal concern! /N percent of the respondents say that
the supervisors do not take interest in sharing their personal concern!
Annual incrementsLpromotions are (ase% on
performance.
This 8uestion was asked to the employees to know if the annual
incrementsSpromotions are ased on their performance or not!
Ta(le 1@, .ncrements E promotions (ase% on performance.
Particulars )o. of respon%ents Percentage of
respon%ents
?es EO N/C
'o O BKC
66
6an=t say / 1C
Total =8 188M
Chart 16, .ncrements E promotions (ase% on performance.
N/ percent of the respondents say that the annual
incrementsSpromotions are ased on their performance! BK percent of
the respondents say that the annual incrementsSpromotions are not
ased on their performance! 1 percent of the respondents can=t say or
their answers are inapplicale!
E;tent of satisfaction in inter%epartmental teamwork.
This 8uestion was asked to the employees to know the e*tent of
satisfaction in interdepartmental teamwork ased on which their
e&ectiveness in work can e known!
Ta(le 16, Satisfaction in inter %epartmental team work.
Particulars )o. of respon%ents Percentage of
respon%ents
Gery satisfed BM /NC
:atisfed 10 K0C
67
)issatisfed B1 //C
Total =8 188M
Chart 1A, Satisfaction in inter %epartmental team work.
/N percent of the respondents are very satisfed with
interdepartmental teamwork! K0 percent of the respondents are (ust
satisfed with interdepartmental teamwork! // percent of the
respondents are dissatisfed with interdepartmental teamwork!
E;tent of help of training an% %e&elopment
programmes in impro&ing emploees5 performance.
This 8uestion was asked to the employees to know how far the training
and development programme is helping the employees to learn
and work etter!
Ta(le 1A,
Particulars )o. of respon%ents Percentage of
respon%ents
To great e*tent B1 //C
To some e*tent E/ M0C
68
To very little e*tent K NC
Total =8 188M
Chart 1=,
// percent of the respondents say that the training and development
programmes help to a great e*tent to improve their performance! M0
percent of the respondents say that the training and development
programmes help to some e*tent to improve their performance! N
percent of the respondents say that the training and development
programmes help to a very little e*tent to improve their performance!
Performance Appraisal Sstem is use% in +o( rotation.
This 8uestion was asked to the employees to know the e*tent of use of
performance appraisal system in (o rotation!
Ta(le 1=,
Particulars )o. of respon%ents Percentage of
respon%ents
Mostly M B/C
2artially K1 NNC
'il 0 0C
Total =8 188M
69
Chart 1?,
B/ percent of the respondents say that performance appraisal system
is mostly used in (o rotation! NN percent of the respondents say that
performance appraisal system is partially used in (o rotation! 'one of
the respondents say that performance appraisal system is not at all
used in (o rotation!
E;tent of the purpose of performance appraisal
sstem (eing ful#lle%.
This 8uestion was asked to the employees to know how far the
performance appraisal system is actually helping them in their work!
Ta(le 1?,
Particulars )o. of respon%ents Percentage of
respon%ents
6ompletely 1O LKC
2artially /B 1KC
Total =8 188M
70
Chart 1<,
LK percent of the respondents say that the purpose of performance
appraisal is completely fulflled! 1K percent of the respondents say that
the purpose of performance appraisal is partially fulflled!
1BPM alwas stri&es for continuous in%i&i%ual
impro&ements.
This 8uestion was asked to the employees to know how far they agree
with the fact that U>2M always strives for continuous individual
improvements!
Ta(le 1<,
Particulars )o. of respon%ents Percentage of
respon%ents
:trongly agree B1 //C
"gree 1K KNC
)isagree O BKC
:trongly disagree 1 KC
Total =8 188M
71
Chart 1:,
// percent of the respondents strongly agree that U>2M always strives
for continuous individual improvements! KN percent of the respondents
agree that U>2M always strives for continuous individual improvements!
BK percent of the respondents disagree that U>2M always strives for
continuous individual improvements! K percent of the respondents
strongly disagree that U>2M always strives for continuous individual
improvements!
CHAPTER 6
a. 'in%ings
B) 2resence of a frmly implemented career plan$ good sense of
growth!
2, High proportion of routine work$ during training and immediately
after!
1) -rgani+ation climate$
72
5ell analy+ed goals are set!
Food and e&ective performance appraisal strategies applied!
"ll the strategies are fair and o(ective!
The employees are well aware of what is e*pected of them!
2roper feedack is not given to the management cadre sta&!
:uggestions and innovations are not rewarded!
:upervisors are patient with the employees= prolems!
Food performance leads to annual increments and promotions!
Training and development programs are not very e&ective and
helpful!
The purpose of 2erformance "ppraisal :ystem followed in the
company is fulflled!

(. Suggestions
9*tensive of the (o training!
Dree hand in decision making!
Docused (o responsiility!
Transparent career planning of all ofcers!
Five tangile advantages!
9*emplary rewards should e given for uni8ue achievements of
the employees!
4nformal were calling as and when they need!
73
Fiving chance in decision making!
Reward for employee work!
2roper interactions with seniors!
9&ective training and development programs should e held!
2roper feedack should e given to the management cadre sta&
at f*ed time periods!
:uggestions and innovations should e encouraged!
2erformance appraisal system should e e*tensively used in (o
rotation!
#p gradation of asic 8ualifcation of all workers to e taken in
future ased on their performance!
4mprove competency of the workers!
The company should concentrate more on individual
development!
c. Summar
Chapter ., This chapter gives us insight into the world Human
Resource Management in general and talks aout all the related topics
which e&ect the Human Resource Management in myriad ways! 4t also
gives us proper introduction and defnitions of Human Resource
Management!

74
This chapter includes the review of literature of performance
appraisal! 4t also includes the various articles which are referred for the
accomplishment of the pro(ect!
Chapter .., This chapter deals with Methodology of the study and also
its needs and o(ective of the study!

4t deals with how the survey was carried out y taking the
primary data and secondary data that is y carrying out survey and
also taking the fnding of other surveys and document into account!

4t talks aout the needs and o(ective of the study to fnd out
how the company is faring in and around its region and how it can
improve its retention strategies! 4t also fnd out the limitation that 4
encountered during the period of study!
Chapter ..., This chapter deals with the 2rofle of the company it tells
us the history of the company, it goes on to talk aout the progress
and all innovations and technological progress that the company has
made over the years, it also talks aout how the company has e*celled
in retaining its employees over the years, it tells us aout the 8uality
legacy of the company, it gives us an insight aout the top
management of the company, it end it talks aout the uni8ue retaining
strategies of the company and few of the products that the company
sells!
Chapter ./, This 6hapter deals with the analysis of the survey that 4
had conducted during the period of my study! This survey tries to fnd
out how the performance appraisal strategies e&ects the employees in
the organi+ation!
75
"."$O*RAPH-
"ooks,
)onald 3! >irkpatrick, /00L, Improving Employee Performance
through Appraisal and Coaching!
Richard Rudman, /001, Performance Planning and Revie!
Roger 9! Herman, BOOM, The Process of e"celling, oak Hill press!
76
2! :ua Rao, /00L, Essentials of #uman Resource $anagement
and Industrial Relations, Himalaya 2ulishing House!
1ournals,
Fitam Uournal of Management!
Uournal of -ccupational and 9nvironmental medicine!
4ndian Uournal of :ocial 5ork!
4ndian Uournal of Human Resource!
3e(sites /isite%,
www!(korg!in
www!google!com
www!answers!com
www!wikipedia!org
Duestionnaire on Performance
Appraisal for
appraisees an% appraisers
GTick our choiceH
1H Since how long ha&e ou (een working in 1B Paper MillsN
77
Y0$B yrs Y B$K yrs YK$B0 yrs YB0R yrs
7H How satis#e% are ou in setting our goals an% o(+ecti&es in
the (eginning of the earN
O Gery satisfed
O :atisfed
O )issatisfed
@H How are the Performance Appraisal strategies an%
programmes in the compan
Y Food
Y "verage
Y Aad
6H 0o ou consi%er Performance Appraisal strategies fair an%
o(+ecti&eN
Y ?es
Y 'o
Y 6an=t say
AH .s it necessar to appraise an emploeeN
Y ?es
Y 'o
=H Are ou clear with what is e;pecte% of ouN
Y ?es
Y 'o
?H Are the Management Ca%re Sta9 pro&i%e% with regular
performance fee%(ackN
Y ?es
78
Y 'o
<H Are our suggestions an% inno&ations rewar%e%N
Y ?es
Y 'o
:H 0o our super&isors take interest in sharing our personal
concernN
Y ?es
Y 'o
18H Are our annual incrementsLpromotions (ase% on our
performanceN
Y ?es
Y 'o
Y 6an=t say
11H How satis#e% are ou in inter%epartmental teamworkN
Y Food
Y "verage
Y Aad
17H To what e;tent %o training an% %e&elopment programmes
help in impro&ing our performanceN
Y To great e*tent
Y To some e*tent
Y To very little e*tent
1@H How far is the Performance Appraisal sstem use% for +o(
rotationN
Y Mostly
79
Y 2artially
Y 'il
16H To what e;tent is the purpose of Performance Appraisal
ful#lle%N
Y 6ompletely
Y 2artially
Y 'il
1AH 0oes 1BPM alwas stri&e for continuous in%i&i%ual
impro&ementN
Y :trongly agree
Y "gree
Y )isagree
Y :trongly disagree
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reports, notes etc.
)ame of the respon%ent ,
A%%ress , Phone no. ,
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