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On
SUBMITTED BY
Jyoti Yadav
Roll No: 55
CERTIFICATE
Performance
Comparative Study ,
Appraisal
Technique
Signature of Student
Signature
of Project Guide
( Mr. Sanjay Singh )
CONTENTS
Acknowledgement
Executive Summary
I. Introduction
a.
Sample Questionnaire
b.
Tabulation
AKNOWLEDGEMENT
Last but not the least I would like to thank my friends, and all
those who have helped me to complete this project.
(Jyoti Yadav)
EXECUTIVE SUMMARY
Performance Appraisal
After analyzing the results we see that the appraisal technique that are
used in HCL and EXL are not on par with the system that is used in
Polaris.
CHAPTER I
INTRODUCTION
PERFORMANCE APPRASIAL
A performance appraisal has been defined as any personnel decision
that
affects
the
status
of
employee
regarding
their
retention,
determine
whether
subordinates
responsibilities
can
be
expended,
-To identify future training and development needs,
-To review progress toward goals and objectives,
-To determine readiness for promotion,
-To motivate and guide growth and development.
Objectives Of
performance Appraisal
10
human
resource
management.
The
broad
objectives
of
generate
adequate
feedback
and
guidance
form
the
11
systematic
administration;
judgments
suggests
needed
to
backup
changes
wage
in
and
ones
salary
behavior,
12
Types of
organizations
and
public
enterprises,
and
2. Open
ended
appraisal
system-
In
this
system,
the
13
1. Traditional Performance Rating MethodA. Graphic Rating Scales method- In this method employee
are rated on a scale, usually from 1 to 10, on traits and/or
behavior such as intelligence, neatness, and quantity of work
accomplished. The term used to define the oldest and most
widely used performance appraisal method. The evaluators are
given a graph and asked to rate the employees on each of the
characteristics. The number of characteristics can vary from one
to one hundred. The rating can be a matrix of boxes for the
14
1. It is highly subjective,
2. Comparison
of
the
various
components
of
persons
15
of man to be rated.
C. Forced choice method- This method combines rating with
scoring system and requires the evaluator to choose among
descriptions of employee behavior-scored according to a key. This
appraisal method has been developed to prevent evaluators from
rating employees to high. Using this method, the evaluator has to
select from a set of descriptive statements that apply to the
employee. The statements have been weighted and summed to
at, effectiveness index. In this manner bias is removed from the
appraisal process. In a research study, it was found that the use
16
17
Since the rater does not know the value given to different
statements, he may resent the system as a whole and may
not give it his whole-hearted support.
identify
critical
positive
and
negative
employees
18
on a card and ask the evaluators to sort the cards into piles
corresponding to rating.
G. Paired Comparison-The term used to describe an appraisal
method
for
ranking
employees.
First,
the
names
of
the
weaknesses
of
an
employee's
behavior. The
biggest
2. Result-Oriented Appraisal
20
S.
Odiorne
whereby
Management
the
by objectives is a
superior
and
subordinates
define
each
individuals
major
areas
of
21
Organizational commitment
Mutual goal-setting
and
improve
performance.
It
helps
to
improve
implementation
of
MBO,
proper
planning
and
to
have
top
managements
full
support
and
22
commitment,
realistic
time-frame
for
implementation,
23
2.
3.
4.
24
increased
competence,
personal
growth
and
It
often
lacks
the
support
and
commitments
of
top
management.
25
Organizations
are
increasingly
taking
resource
to
newer
input
from
many
sources
in
an
employee's
environment.
This can be a powerful tool. Each of wants to know how we're
doing in our work. This method of collecting evaluative input is
26
their
performance.
27
more
accurate
assessment
of
an
employee's
feedback
is
submitted
anonymously,
it
provides
which
to
draw
performance
conclusions.
Most people are not able to see clearly how their performance
is either enhancing the work situation for others or detracting
from it. This performance evaluation method can help reveal
these areas and allow us to improve the way we do our job,
thereby creating greater harmony and better productivity in the
workplace. The 360-degree evaluation will help employees
identify their strengths so they can build on them at the same
time it addresses their skill gaps. It is a process that leads to
continuous learning, team building, growing self-confidence
and improved productivity.
Sounds like a winning system, right? It can be, but your
organization must be ready to accept the change from the
traditional method of employee evaluation. Your formal and
informal leaders must buy in to this idea and see the value of
28
Benefits
May improve service to customers if they are able to offer feedback
to the employee. 360 Degree Feedback offers a more complete
picture of the employee's performance. This feedback can provide
guidance on skills that an employee may need to develop.
How it is conducted:
1.Develop questionnaire A questionnaire used for 360 Degree
Feedback typically contains items that are rated on a 5 point scale.
These items may be developed to measure different dimensions of
29
job
teamwork,
leadership,
the
confidentiality
of
the
feedback
results.
The
training/orientation
use
of
one
or
Often
more
the
feedback
questionnaires,
process
confidential
the
feedback
questionnaire
Distribute
30
in
perceptions
and
value
system
influence
or
Constant
Error-
Depending
upon
the
31
32
for
evaluating
the
effectiveness
of
selection
and
33
Organizational
performance
appraisal
is
typically
primarily
meaningful,
or
comprehensive
consideration
of
performance goals.
Developmental approach-This approach viewed the employees as
individuals and has been forward looking through the use of goal
setting.
development,
approach
and
human
contained
all
resources
of
the
planning.
traditional
The
overall
34
to
help
clarify
expectations
of
the
employee
by
(evaluator)
common
and
understanding
employee
between
(evaluate)
the
manager
regarding
work
35
the
employee
on
how
to
achieve
job
objectives/requirements.
36
Managers fear the emotions that can be unleashed; may fear not
being able to defend ratings
37
Performance
appraisal
system
evaluated
and
refined
as
necessary
Employees are often less certain about where they stand after
the interview
Employees
evaluated
supervisors
less
favorably
after
the
38
subordinate
about
his/her
overall
evaluation
and
its
performance.
comprehensive
performance
management system might include MBO and behavioral ratings-which are, respectively, a means of managing what and how of
employee task-related behaviors.
39
Separate
Evaluations
of
Performance
and
Potential:
of
assessments
of
performance
and
potential
Recognize
Individual
Differences
in
System
Design:
their
environment,
supervisor;
and
this
may increases
allows
influencing
motivation to enter
their
the
40
41
on
Positivity,
Not
Flaws-Everyone
is
interested
in
42
Rating Tools- All the managers who use rating system need to
understand that it is a subjective mechanism and though it may be
a faster way of doing performance appraisals but it needs to be
handled carefully.
Measuring Essential Factors- Evaluating the least important
things with respect to doing a job is one of the easiest errors
committed by managers. What is difficult to evaluate but critical are
factors like overall quality of service that will get and keep
customers. So managers need to focus on critical issues and factors
that affect the role performed by an individual rather than
superficial behavioral issue.
Avoiding Appraisals- Managers need to display a sense of
sincerity and commitment to the process of performance appraisals
to ensure subordinates feel the same way. Canceling or postponing
appraisals is not in the best interest of either an individual or the
larger teams.
Surprising Employees- Poor communication between managers
and subordinates is a sure way to ensure a disastrous performance
appraisal process. This must be avoided at all costs.
Seeing Individuals & Tasks Independently- Many managers
believe that all subordinates and all functions can be evaluated in
43
exactly the same way using the same procedures. This can have
adverse
results
for
performance
appraisals.
higher
communication.
The
bottom
line
is
simple:
44
CHAPTER II
RESEARCH METHODOLOGY
45
REASEARCH METHODOLOGY
Problem
Rationale of problem
The following are the rationale behind the problem.
Variable
In this study, the main variable was performance appraisal. To know
the effectiveness of this technique, the present study was designed to
46
Objective
The main objective of this research is to study and compare the
Performance Appraisal Technique and measure the satisfaction
level of the employees with the Performance Appraisal Technique HSS,
and POLARIS.
Research Design
47
Area of Information
The study was to be done on certain specific area of information.
These could be classified into:
Organizational System
Supervision
Role Clarity
Psychological Tool
The following psychological tool used in this study:
Employees Performance Appraisal Satisfaction Level Questionnaire
(Investigated 2004).
The survey research was used in this project, because employees
feedback was necessary for obtaining the data.
48
Sample Size:
respondents
each
organization
(HCL
and
HSS)
and
15
The sampling used for this study was a simple random sampling
method.
49
CHAPTER III
COMPANY PROFILE
50
COMPANY PROFILE
51
Culture
HCL believes in "Leadership built on Trust". HCL has an open and
entrepreneurial environment. HCLites are synonymous with passion for
performance, high need for achievement and commitment to job. A
core value of high integrity with a Never-Say-Die approach is ingrained
and visible in their people, practices and processes.
Their
philosophy
of
Celebrating
Competition
and
Caring
OBJECTIVES
MANAGEMENT OBJECTIVES
To fuel initiative and foster activity by allowing individuals freedom of
action and innovation in attaining defined objectives.
PEOPLE OBJECTIVES
52
CORE VALUES
53
and
was
initially
focused
on
developing
software
wireless
telephony,
packet
switching
and
multi-protocol
at
six
state-of-the-art
facilities
near
New
Delhi,
54
HSS also won the coveted CIO Award 2001 for the usage of
Information Technology in Human Resource Management. The award
was in recognition of HSS' initiatives in using IT to create and drive its
people practices.
The CIO Awards instituted by Technology Media Group's CIO magazine
is a recognition for companies that have demonstrated innovation in
areas like - creation of new technology offerings for significant benefits
in the market place, refining, redefining and improving relationships
with outside technology partners and creation of internal processes for
continued success of the organization.
At HSS we bring together the best people and the best ideas. To show
how much we value our employees' contributions, we offer some of the
best rewards in the industry - a comprehensive package that adds up
to a lot more than just a paycheck.
Company Lease for Residential Accomodation
Car Plan
Medical Insurance Policy
Provident Fund
55
Gratuity
Internal Job Posting Program (IJPP)
Policy on Self Development
The
company
encourages
employees
to
undertake
educational
Polaris Software
56
banking,
retail
banking,
trade
finance,
credit/risk
towards
environment,
learning
providing
unlimited
opportunities,
our
scope
associates
for
opportunity
personal
to
with
terrific
growth,
work
in
work
tremendous
cutting
edge
57
technologies,
empowerment
to
charter
their
own
careers,
and
excellent rewards.
Lakshya Movement
Polaris prides itself, as a Lakshya-driven Organization. Lakshya is one
of the most powerful mechanisms that we have evolved for the
organizational goal setting process. The most remarkable feature of
the Lakshya process is that all associates of Polaris are involved in this
process of organizational introspection and collective visioning. Every
year, from the past 5 years, teams across the organisation come
together for brainstorming sessions and contribute to the refinement
of growth strategies
participation.Leading
Management
Consultants
too
58
59
CHAPTER IV
60
(1=strongly
disagree,
5=strongly
agree),
hence
61
= 2.52
EXL
= 2.9
Polaris = 1.57
62
Another dimension is Supervision which contains standard 3item measure designed to assess the extent that in which
organizations employee are satisfied with their supervision which is
given by manager/supervisor of the organization.
(1=strongly
disagree,
5=strongly
agree),
hence
63
a high score indicates that the employees are satisfied with their
supervision and a lower score indicates that they are not satisfied.
= 1.57
EXL
= 1.55
Polaris = 1.238
64
(1=strongly
disagree,
5=strongly
agree),
hence
Polaris is 12 which indicates that the employees are clear with their
role.
The Standard Deviation of the means is as follows
HCL
= 1.81
EXL = 1.13
Polaris = 1.8
Description of Results
The Sum of the means of all the three dimensions were taken and the
result is as shown above. This gives an indication of the overall
effectiveness of the performance appraisal system within the
organizations.
When the three organizations are compared, Polaris has a higher
rating of about 64.26 on a scale of 16 to 80, where as HCL and HSS
66
have scores of 50.16 and 55.48 respectively. This shows that the
appraisal system used in Polaris is more effective than HCL and HSS.
HCL
Dimensions
Mean
EXL
S.D.
Mean
Polaris
S.D.
Mean
S.D
Company's System
31.68
2.52
35.28
2.9
40.66
1.57
Supervision
9.08
1.57
10
1.55
11.6
1.238
Role Clarity
9.4
1.81
10.2
1.13
12
1.8
Total
50.16
55.48
64.26
67
CHAPTER V
CONCLUSION, LIMITATION
AND IMPLICATION
CONCLUSION
68
by
the
managers/superiors
and
about
their
roles
and
performance.
HCL and EXL use 360-feedback for evaluation of performance of
the individual. Adopted by a growing number of organizations, 360degree feedback is widely accepted as an effective performance
management tool. But new research shows that 360-degree feedback
programs may hurt more than they help. Unless everyone participating
in a 360-degree program is trained in the art of giving and receiving
feedback, the process can lead to uncertainty and conflict among team
members.
That
doesn't
necessarily
mean
360-degree
feedback
from
various
barriers,
we
cannot
change
the
whole
This research shows that the technique which is used by this company
(POLARIS) is very effective for the employees of this organization.
Employees rely on their companys system and strength to cope with
problems, and they feel free to interact or communicating with
manager/supervisor
on
important
issues
of
the
organization.
Employees feel satisfied with companys system, with their jobs and
roles in the organization.
LIMITATIONS
70
Sample Size taken was very small. It did not represent the
whole sample universe. For a very highly effective research
the sample size has to be very big. 65 (25 employees of
two companies and 15 employees of the other) chosen for
this research would not represent the whole sample.
represent
the
Performance
Appraisal
of
all
IMPLICATIONS
71
The results of HCL and EXL implies that even though the
satisfaction level is favorable since it is above average, but
when compared with Polaris, it is very low.
72
73
REFERENCES
Books
Harper W Boyd, Jr. Ralph Westfall, Stanley F. Starch, Marketing
Research (VII Edition), AITBS Publications
Rao V. S. P. Human Resource Management , Excel Books, 1st
Edition, 2000
Tripathi P C, Human Resource Development , Sultan Chand and
Sons, 3rd Revised Edition, 2002
SARMA A. M., Personal and Human Resource Management,
Himalaya Publishing house, 4th revised Edition, 2003
Magazines
Human Capital Magazine
Internet
www.hrresources.com
www.hclinfosystems.com
www.hssworld.com
www.polaris.co.in
www.hr-survey.com
74
ANNEXURE
75
Name (Optional):
Designation:
Age:
Gender: Male
Female
Please indicate the extent to which you agree with the following statements.
1=Strongly Disagree 2=Disagree 3=Cant Decide 4=Agree 5=Strongly Agree
S.No.
1 2
1.
Ihaveregulardiscussionswithmymanager/supervisoraboutmy
2.
performanceandmydevelopment
Ihaveconfidenceinmylinemanagersabilitytoassessmy
3.
performanceeffectively
Theannualappraisalhelpsmetoperformmyjobbetter
4.
Individualperformanceshouldinfluencetoincreaseinhispay
5.
Thepromotion/gradingprocessatcompanyisfairandtransparent
6.
basedonperformanceappraisal
Iamhighlymotivatedinmycurrentjob
7.
Ithinkmyappraisalisconductedfairly
8.
Mymanager/supervisoriseffectiveatcommunicatingimportant
9.
issuesthatmayaffectmeormyjob
Companygenerallyrecognizesindividualcontributiontoitssuccess
10.
IthinkIwillbelookingtoworksomewhereelseinthenearfuture
11.
Excellentperformersshouldreceivemorethanaverageperformers
12.
Ihavelimitedopportunitiestodevelopandprogressinmycareer
3 4 5
76
13.
Ienjoyworkingforthiscompany
14.
IgetallthetrainingIneedtodomyjobeffectively
15.
Iamclearaboutthedefinitionofmyjobandtheperformance
16.
whichisexpectedofme
Iknowandunderstandwhatthecompanysstrategicobjectivesare
77
Master
Chart
1=Strongly Disagree
System
2=Disagree
3=Cant Decide
4=Agree
QuestionQuestion-3
HCL
HSS
PLRS
Question-
5
1
0
0
0
2
0
0
0
3
24
16
13
4
76
64
67
5
0
20
20
HCL
HSS
PLRS
6
1
0
0
0
2
36
36
0
3
16
8
20
4
48
56
47
5
0
0
33
QuestionQn-10
HCL
HSS
PLRS
2
40
36
0
3
0
4
20
4
60
60
53
5
0
0
27
HCL
HSS
PLRS
2
36
72
47
3
40
16
13
4
24
12
13
5
0
0
0
HCL
HSS
PLRS
2
48
72
53
3
16
8
20
4
36
20
0
5
0
0
0
1
0
0
0
2
32
12
0
3
40
8
20
4
28
80
40
5
0
0
40
HCL
HSS
PLRS
2
36
32
0
3
20
8
20
4
44
60
53
5
0
0
27
1
0
0
0
2
44
32
13
3
20
8
20
4
36
60
33
5
0
0
33
HCL
HSS
PLRS
1
0
0
0
2
36
12
0
3
8
0
20
4
56
88
40
5
0
0
40
1
0
0
0
2
40
20
6.7
3
24
20
20
4
36
60
40
5
0
0
33
Question-
14
1
0
0
27
1
0
0
0
12
1
0
0
27
QuestionQn = 13
HCL
HSS
PLRS
Question-
11
1
0
0
0
5=Strongly Agree
15
1
0
0
0
2
16
40
0
3
0
0
20
4
84
60
47
5
0
0
33
HCL
HSS
PLRS
Qn-17
HCL
HSS
PLRS
Supervision
QuestionQuestion-1
HCL
HSS
PLRS
Feedback
Question-7
Question-
2
1
0
0
0
2
44
32
6.7
3
8
8
20
4
48
60
60
5
0
0
13
HCL
HSS
PLRS
Question-
9
1
0
0
0
2
40
28
0
3
12
12
20
4
48
60
60
5
0
0
20
HCL
HSS
PLRS
Question-
78
8
HCL
HSS
PLRS
1
0
0
0
2
44
40
0
3
0
0
27
4
56
60
40
5
0
0
33
HCL
HSS
PLRS
16
1
0
0
0
2
40
32
0
3
32
20
40
4
28
48
40
5
0
0
20
HCL
HSS
PLRS
1
0
0
0
79
2
24
0
0
3
12
16
27
4
64
84
53
5
0
0
20