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INTRODUCTION
Today, Ambassador Hotels have a reputation not only for their physical
distinctiveness, incorporating local art and design, but also for the amenities
4
: 044-28554492
: Pallava@ambassadorindia.com
WEB SITE
: www.ambassadorindia.com
NO
PRODUCT
WITHOUT
LOCAL
LICENCE
TO
BE
- WELCOME
SOOCHANA
- INFORMATION
SUVIDHA
- FACILITATION
SURAKSHA
- SAFETY
SUHYOG
- COOPERATION
SAMRACHANAM
- INFRASTRUCTURE
SAFAI
- CLEANLINESS
Only while nail polish and lipstick either pink or maroon red. Brush
on & black eye - liners only
Nails to be properly shaped & not like claws with nail polish while on
duty. No chipped nail polish
GROOMING FOR MEN
Uniform to be changed everyday
Shoes to be polished everyday
Plain black shoes as per standard
Nails to be absolutely clean and short
Only wedding bands are permitted
Proper deodorant to be used - to cut off body odor
Name tags to be worn while on duty.
No. ear - rings allowed
Hair to be short and neat and should not touch the collar or ears
Shaving to be done every day without fail
Moustache to be trimmed properly and above lips
Side burns should not be shorter than the top of the ear and not longer
than the bottom on the ear lobe
10
HYGIENE
Ambassador pallava hotels prepare food under hygiene conditions and
renders services as per the requirements ensuring quality with minimal
prescribed production.
VISION STATEMENT
To be a leading player in Integrated facilities to build a fast growing
efficient and a world class service company utilizing the local advantage to
become the market leader in providing quality services for the Corporate
and Individuals.
MISSION STATEMENT
To create a special niche in the hospitality segment so that our
Customers utilize the services by experiencing the differences.
CORPORATE VALUES
PROFESSIONALISM
RESPONSIBILITY
SERVICE EXCELLENCE
CUSTOMER SATISFACTION
COMPANY
It is a private limited company.
WORK FORCE
In Ambassador pallava Hotels 225 employees are working.
11
REVIEW OF LITURATURE:
Introduction
Once the employee has been selected trained and motivated he is then appraised
to his performance. Performance appraisal is the step where the management will find
and put effective at hiring and placing employees.
Definition
A performance appraisal is a process of evaluating an employees performance
of a job in terms of its requirements water Dill Scott.
12
The reasons for these become crystal clear when you consider that any employee action,
like a promotion or termination, must be based on valued data-data prescribed from the
performance evaluation document. These objective data often support the legitimacy of
employee action.
14
PLANNING
PLANNING
MONITORING
MONITORING
REWARDING
REWARDING
DEVELOPING
DEVELOPING
RATING
RATING
Planning
In an effective organization, work is planned out in advance. Planning means
setting performance expectations and goals for groups and individuals to channel their
efforts towards achieve organizational objectives. Getting employees involved in the
planning process will make them understand the goals of the organization. Performance
elements should be measurable, understandable, verifiable, equitable and achievable.
Monitoring
In an effective organization, assignments and projects are monitored continually.
Monitoring well means consistently measuring performance, providing ongoing feedback
to employees and work groups on the progress towards reaching their goals.
Regulatory requirements for the monitoring performance include continuous
progress reviews with the employees. Ongoing monitoring provides opportunity to check
how well employees are meeting predetermined standards and to make changes to
unrealistic or problematic standards by monitoring continually, unacceptable performance
can be identified any time during the appraisal period.
Developing
In an effective organization, employee development needs are addressed.
Developing in this instance means increasing the performance through training, giving
assignments that introduce new higher levels of responsibility, improving work processes.
Providing employees with training and developmental opportunities encourages good
16
performance, strengthens job-related skills and competencies, and helps employees keep
up with changes in the environment such as the introduction of new technology.
Carrying out the processes of the performance management provide excellent
opportunity to identify developmental needs.
Rating
From time to time, organizations find it useful to summarize employee performance.
This can be helpful for looking at and comparing performance among various employees.
Rating of performance appraisal means evaluating employee or group performance
against the standards in an employees performance plan and assigning a suitable rating of
record. The rating of record is assigned according to process included in the organizations
appraisal program. It is based on what has been performed during an entire appraisal period.
Rewarding
In an effective organization, rewards are used well. Rewarding means recognizing
employees, individually and as members of groups, from performance and acknowledging their
contributions to the agency. A basic principal of effective management is that all behavior is
considered by its consequences. Those consequences can and should be both formal and informal
and both positive and negative.
Good performance is recognized without waiting for nominations and awards are
solicited. Recognition is an ongoing, natural part of experience. None of awards regulation
provides a broad range of forms that more formal rewards can take, such as cash, time off and
many non-monitory forms.
OBJECTIVES
1. To prevent grievances
2. To improve job performance
3. To increase analytical abilities of supervisors
4. To assist management in promotion demotion and transfer problems
5. To reveal areas where training is needed
17
10. To help the superiors to have a proper understanding about their subordinates.
11. To guide the job changes with the help to continuous ranking.
12. To facilitate fair and equitable compensation based on performance.
13. To provide information for making decisions regarding lay off, retrenchment etc.
14. To ensure organizational effectiveness through correcting employee for standard and
employee performance.
The objectives of performance appraisal could be described as
1. judgmental
2. developmental
Judgmental objectives focus on
Understanding more clearly how and where they fit within the wider picture
Opportunities to hear and exchange views and opinions away from the normal pressure
of work
An opportunity to plan for and set objectives for the next period
19
Information about training needs which can act as a bases for developing training plans
Carrier counseling
Communication of information
20
It is difficult to get consensus on what is a good, and it is even more difficult to get
agreement on what criteria will determine performance. As a result, the appraisal is frequently
made by using substitutes for performance. Many of the times substitutes are chosen and give a
good approximation. However, the substitutes chosen are not always appropriate. So, the
appropriate substitute in one job may be inappropriate in another.
7. Constant Error
Some appraisal tend to be lenient towards their subordinates and others tend to rate them
too strictly.
8. First Impression
Raters may identify some specific qualities and quickly form an overall impression
which may not provide an adequate base for appraisal.
9. Regency Error
The raters generally remember the recent actions at the time of rating and rate on the
basis of these actions.
10. Personal Prejudice
If the rater dislikes any employee he may rate him at the lower end and affect the career
of that employee.
11. Opportunity Bias
The amount of output is influenced by factors beyond the control of employees .hence
there output may be greater than others working on identical task.
12. Concerned With Self Protection
The rate is concerned with his own protection. If I rate him well he will rate me
well.
13. Spillover Effect
21
INAPPROPRIATE
SUBSTITUTES
INFLATIONARY
SUBSTITUTES
LENIENCY
ERROR
DISTORTIONS
CENTRAL
TENDENCY
HALO
ERROR
SIMILARITY
ERROR
22
Usually the immediate supervisor must be entrusted whit the task of rating the
assent because he is most familiar with his work supervisory rating are regarded as the
best possible assessment and they are often considered as the heart of the most appraisal
system
Appraisal is also done by the staff specialist the personnel officers they may advice the
supervisors while evaluating their subordinates stressing the need for evidence
.Sometimes self evaluation is also employed evaluating performance .But this approach
has his disadvantage individual may rate himself excessively.
What of Appraisal
Promote to understanding between supervisor and his subordinate Aiding in
decision-making for promotion. Transfer, lay-off and discharges .So the appraisal is
necessary.
When of Appraisal
In most of the organization employees or formally evaluated once of a year in
other twice a year .New employees are rated more frequently than the older ones. The
ideal thing is that employees should the rated three months and six months and every six
months thereafter.
Where of Appraisal
The where indicates the location where an employee may be evaluated? It is
usually done at the place of work of office of the supervisor.
How of Appraisal
Every organization must decide what different methods are available and which of
these may be used for performance appraisal on the basis of comparative advantages and
disadvantages it is decided which method would suit the best method.
METHODS FOR APPRAISING PERFORMANCE
23
24
25
This is the most commonly used method of performance appraisal. Under it, a
printed from person to be rated. In this method initiatives, attitude, leadership, quality of
work, regularity of attendance towards supervisors and associated versatile.
10
15
No interest in work
Carelessness
10
Interested in work
15
20
05
20
25
and the final rating is done by the personnel dept. a series of questions are presented
concerning employee to his behavior. The rater then checks to indicate if the answer to
the question about an employee is yes or no.
while choosing statements from each series. The rates are unable to introduce personnel
bias on hallo effect as only one of the favorable phrases in each series is related to
success of failure on the job.
07. Selection of Critical Incidents
The method was developed and conducted by the armed forces in the
United
States during World War 2. The essence of this system is that if attempt to measure
workers performance in terms of certain events or episodes that occur in the performance
of the rates job. These events are known as critical incidents.
The supervisor keeps a written record of the events that can easily be recalled and
used in the courses of a periodical or formal appraisal. Feedback is revived about the
incident during performance review session.
These critical incident methods are discovered after a thorough study of the personnel
working on a job. The collected incidents are than tanked in an order of frequency and
importance. The approach reduces the regency of most performance ratings.
08. Free Essay Method
Under this method the supervisor makes a freed from open-ended
Appraisal of an employee in his own words and puts down his impression about the
employee. There are several advantages of this method. An easy can provide a good deal
of information especially if the supervisors asked, for instance to give two or three
examples of each judgment he makes. The explanation will give specific information
about the employee and can reveal even more about the supervisors.
performance. The supervisor explains to the group the nature of subordinates duties. The
group then discusses standards of performance for that job. The actual performance of
job-holder and the causes of their particular level of performance and others suggestions
for future improvement.
10. Field Review Method
Under this method a trainer employee from the personnel department
Interviews line supervisors to evaluate their respective subordinates. The appraiser is
fully equipped with definite test questions. The supervisor is received to give his opinion
about the progress of his subordinates. The level of the performance of the subordinate is
his weaknesses. Good point outstanding ability, profitability and the possible plans of
action in cases require further consideration. The questions are asked and answered
verbally. The appraiser takes detailed notes of the answer placed in the employees
personal folder.
The success of this system is depends upon the competence of the interviewer.
He keeps supervisor on his toes by this evaluation and minimizes bias and Prejudice on
his part. This system is useful for a large organization.
De-Merits Of Traditional Techniques
Many of the above traditional performance evaluation techniques have
Internal weakness. Managers generally are not qualified to assess personality traits and
most managers are even not properly trained to conduct evaluation and performance
interviews. They name very notions of the purpose of evaluations. Hence, they do a poor
job.
Modern Methods of Appraisal
01. Appraisal by results or MBO
Peter Drucker has evolved this method. MBO is potentially a powerful
philosophy of managing and an effective way for operational sing the evaluation process.
It seeks to minimize through joint goal setting between the manager and the subordinate
and increasing the subordinates own control of his work.
28
Performance review
Feed back
Reallocate incidents
Scale of incidents
29
Team building
Performance management
Remuneration
Problems of Appraisal
The ideal approach to performance evaluation is that in which the
Evaluator is free from personal biases prejudices. This is because when an evaluation is
objective, it minimizes the potential capricious and functional goals. However a single
fool proof evaluation is not available. Inequality in evaluation often destroys the
usefulness of the performance system-resulting inaccurate, invalid appraisals. There are
many significant problems, these are:
Leniency
30
Similarity
Miscellaneous bias.
be given weigh
Jointly plans for the future must be developed after consultation with subordinates. The
individual as a person should never be criticized. The supervisor should try to analyze
the strengths and weakness of an employee. Which particular technique is to be adopted
for appraisal should be governed by such factors as the size. The results of the appraisal
particularly when they are negative should be immediately communicated to the
employees. So that they may try to improve their performance.
ETHICS OF APPRAISAL
31
32
33
CHAPTER-II
35
RESEARCH
METHODOLOGY
whether respondents
Primary data
The data is collected from the employees through questionnaires.
Secondary data
The data sources consists both the internal and external data. Internal data
was collected from the companies report and record. External data includes the
published data such as books on H.R and websites.
Sampling techniques
The type of sampling technique adopted in this project analysis is simple
random sampling. Employees from various departments were approached and data
was collected by administrating questionnaires to know their opinion about
performance appraisal in their organization.
Sample size
For a sample of 100 employees belonging to different functional
departments were given questionnaire to know their opinion with regard to
performance appraisal.
Data analysis
37
LIMITATIONS
1. Time is the major constrain as the study is limited to 50 days
2. Being the time is limited to cover all the areas in NARANGS
INTERNATIONAL HOTELS LTD
3. As the universe is vast it is a constraint to the study
4. Time is not sufficient for the study of such big organization
CHAPTER-III
DATA ANALYSIS
38
AND
INTERPRETATION
B
22
22
39
C
22
22
D
26
26
E
18
18
INTERPRETATION
From the above it can be interpreted that, 12 of the employees are
working between 0-2 yrs, 22% between 2-5 yrs, 22% are working between 5-8yrs,
26 between 8-10 yrs and 12% of the respondents are working from more than 10
yrs.
B
56
56
40
C
20
20
D
4
4
E
NIL
0
INTERPRETATION
From the above graph it can be interpreted that 20% of employees feel
that the format of perfect is very good, 56% feel it good, 20% feel that it is
average, 7.5% fell that it is not bad and none of them is totally dissatisfied with the
format of perfect in the organization.
NO.OF.RESPONDENTS
PERCENTAGE
A
30
75
B
10
25
INTERPRETATION
41
From the above analysis it is clear that 75% of the employees rated that
their superiors spend reasonable time dialoguing with them in enhancing their
performance and 25% of the employees disagree for the above. In the above graph
1 represents yes and 2 represents no.
A
80
80
B
20
20
INTERPRETATION
The above question is posed to the employees to know whether the halfyearly review is necessary or not. From the above analysis 80% rated that it is
required and 20% rated that there is no need for conducting the half-yearly review.
42
1 in the graph represents the employees who require half-yearly review and 2
represents who do not need it.
B
15
15
C
6
6
D
22
22
E
42
42
INTERPRETATION
The above graph is the continuation of the 4 th question. This gives the
analysis of the employees who require half-yearly review to say in what way it is
helpful to them. The analysis say that 15% of the employees says that it helps in
making the corrections that are required and also the feedback can be received
43
periodically, 6% feel problems can be solved more easily 22% feel that
communication between superior and subordinate can be increased and 42% says
that all the above helps in conducting the half-yearly review.
B
2
2
C
14
14
D
4
4
E
30
30
INTERPRETATION
From the above graph it can be interpreted that 50% of the employees feel
that both behavioral and functional aspects are taken into consideration at the time
of rating, 2% rated that both behavioral and functional aspects are not taken into
consideration, 14% rated that only behavioral aspects are taken into consideration,
4% rated that functional and other aspects are also taken into consideration.
44
B
15
15
C
20
20
D
15
15
E
18
18
INTERPRETATION
The above pie chart represents the analysis made on the continuous
feedback regarding the employees performance. This give the information that
32% are given monthly feedback, 15% rated quarterly feedback has been given,
20% rated that they are given half-yearly feedback, 15% rated they got annual
45
feedback and 18% rated that they have not been given any feedback. Thus most of
the respondents rated that monthly feedback is been given to them.
NO.OF.RESPONDENTS 16
14
55
PERCENTAGE
14
55
16
INTERPRETATION
The above pie chart represents the question regarding rating of employees
own skills. It gives the analysis that 16
the basis of work allotted to them, 14% rated on the basis of perfectness in their
work, 8% rated on the basis of their personnel attitude, other 7% rated on the basis
46
of their experience and 55% responded that they will rate on the basis of all the
above skills.
B
52
52
C
22
22
D
6
6
E
3
3
INTERPRETATION
The above pie chart represents the satisfaction of employees regarding the
apex review committee. The analysis say that 17% are highly satisfied, 52% are
satisfied, 22% have no idea, 6% are less satisfied and 3% are not satisfied with the
apex review committee. Thus the analysis says that most of them are satisfied with
apex review committee.
47
10. Do you think ARC is rating on the basis of unbiased and objective
facts?
NO.OF.RESPONDENTS
PERCENTAGE
A
60
60
B
40
40
INTERPRETATION
From the above pie chart it can be interpreted that 60% of the employees rated that
the apex review committee rates on the basis of unbiased and objective facts
whereas 40% of the employees feel that they do not rate on the basis of the above.
In the above chart 1 represents yes and 2 represents no.
48
11.Are the ratings given to you in past 5 years are up to your expectations?
A
NO.OF.RESPONDENTS NIL
PERCENTAGE
0
B
62
62
C
30
30
D
8
8
INTERPRETATION
From the above pie chart it can be interpreted that 62% responded that the
ratings given to them are to their expectations, 30% feel rating given to them is
below their expectations, 8% cant express their opinions in regard to this and no
one responded that the ratings are more than their expectations. Thus the above
analysis makes it clear that most of them are satisfied with their ratings.
49
12. Will you be given the training that is required after appraisal?
NO.OF.RESPONDENTS
PERCENTAGE
A
55
55
B
45
45
INTERPRETATION
The above question is put forward to employees to know whether they are
given the training required after appraisal or not and the analysis say that 55% say
that they have been given the training and 45% say that they have not been given
any training. Thus there is a small difference between the training provided and the
training not provided.
50
B
32
32
C
40
40
D
3
3
E
5
5
INTERPRETATION
From the above table and graph it can be visible that 20% of the
employees have given their feedback regarding training provided after appraisal is
more effective, 32% given their feedback as effective, 40% as average, 3% and 5%
as less effective and not effective.
51
14. How many times have you been given the training programs in
past 5 years?
A
NO.OF.RESPONDENTS 35
PERCENTAGE
35
B
15
15
C
20
20
D
0
0
E
30
30
INTERPRETATION
From the above graph it can be interpreted that 35% of the respondents
took the training programs for 0-2 times in past five years, 15% took 2-5 times,
20% took5-8 times, and30% of the employees have taken more than 10 times in
past five years.
15. In which area do you think you can improve your performance?
52
A
NO.OF.RESPONDENTS 13
PERCENTAGE
13
B
32
32
C
55
55
INTERPRETATION
The above analysis represents the area of work in which the employees
would like to improve their performance. The above graph interprets that 13%
would like to improve in the same area of work, 32% in more specialized areas
and 55% of the respondents wants to improve in cross-functional areas.
NO.OF.RESPONDENTS
PERCENTAGE
A
75
75
B
25
25
INTERPRETATION
From the above pie chart it is visible that most of the respondents have
been given good opportunity to discuss and clarify regarding training and
developmental needs. A nominal % of the respondents feel that the opportunity is
not given to them up to the mark.
54
CHAPTER-IV
FINDINGS
SUGGESTIONS
CONCLUSIONS
FINDINGS
Maximum no of employees in the organization are long-standing
employees. So, the company can make use of their services to train the
new consumers
55
56
Though most of the departmental heads are having good communication with their
subordinate, there are some departmental heads that are not providing proper
guidance to their subordinates and they should be revised as soon as possible.
The column of career aspirations in perfect form that should be filled by the
employees should be given more importance; superiors should take proper action
and make employees mention their career plans clearly. And help them to achieve
their plans by giving proper feedback.
Most of the employees in the organization are feeling that the rating given to
those by apex review committee are biased. So, it becomes the responsibility of
the organization to ensure the employees that the ratings given to them are based
on objective facts.
The employees should be given a chance to express their view fairly regarding the
ratings given to them.
The organization should take care to improve the skills of the employees in crossfunctional areas so that they can satisfy their internal desire to excel in various
fields.
It would be more beneficial for the employees if the review is done quarterly. This
would specially help the employees in getting an additional opportunity to get the
feedback and improve themselves in performing their job more effectively.
The organization should see that the impact of training is made to prevail at the
work place, so that the learned skills of the employees are efficiently utilized.
CONCLUSION
57
Performance
appraisal
is
known
as
Perfect
in
NARANGS
It also helps to identify the needed training programs which are required to
improve functional and behavioral skills, helps in planning the career aspirations,
helps in developing good communication between superiors and subordinates.
Evaluation of employees with perfect helps in detecting the loopholes which leads
to increase the success ratio. This continuous scrutiny by efficient seniors led to
great success of perfect. This made the employees work efficiently which led to
the growth of both the individual as well as the organization.
58
CHAPTER-V
BIBLIOGRAPHY
BIBILOGRAPHY
1.
P. SUBBA RAO
2.
T.V. RAO
59
MANAGEMENT
3.
3
4.
ORGANIZATIONAL BEHAVIOUR
PRINCIPALS AND PRACTICES OF
MANAGEMENT
V.S.P. RAO
TRIPATI &REDDY
5.
R. HENDERSON
6.
K. ASWATAPPA
7.
ANJALI
GHANEKAR
8.
PERFORMANCE APPRAISAL
9.
HRM REVIEW
WWW.HR-GUIDE.COM.
ICFAI UNIVERSITY
60
CHAPTER VI
ANNEXURE
DEPARTMENT:
DATE:
EMPLOYEE CODE:
PLACE:
[b] 2-5yrs
[c] 5-8yrs
[d] 8-10yrs
61
[b] Good
[c] Average
[e] Bad
3. Will your superior spend reasonable time dialoguing with you and take active part in
enhancing your performance?
[a] Yes
[b] No
[b] No
6. Does your superior give you continuous feedback regarding your Performance?
[a] Monthly
[b] Quarterly
[c]Half-yearly
[d] Annually
[b] Satisfied
[c] Neutral
[e]Not satisfied
9. Do you think ARC is rating on the basis of unbiased and objective facts?
[a] Yes
[b] No
10. Are the ratings given to you in past 5 years are up to your expectations?
[a] More than the expectations
[b] To the expectations
[c] Below the expectations
[d] Neutral
11. Will you be given the training that is required after appraisal?
[a] Yes
[b] No
[b] Effective
[c] Average
13. How many times have you been given the training programs in past 5 years?
[a] 0-2 times
[b] no
64