manshu project ion performance appraisal

8/9/2019 Manshu Project Ion Performance Appraisal

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A

Project Report

On

STUDY ON THE METHOD OF PERFORMANCE

APPRAISAL OF EMPLOYEES

Submitted towards partial fulfillment of the requirement for the award

of the degree of

Bachelor of Business Administration

2009-2012

Submitted to: Submitted by:

Ms. Neha Walia SAHIL SINGLA

BBA

AMITY GLOBAL BUSINESS SCHOOL, CHANDIGARH


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DECLARATION

I, SAHIL SINGLA roll noA30706409023 class BBA 2ND of theAMITY

GLOBALBUSINESS SCHOOL hereby declare the project entitled

Performance appraisal, in MANATEC ELECTRONICS LTD is an original

work and the same has not been submitted to any other institute for the

award of any other degree. The interim report was presented to the

supervisor on And the pre-submission of presentation was

made on ......the feasible suggestions have been duly incorporated

in consultation with the supervisor.

Countersigned Signature of candidate

Signature of the supervisor

Director/principal of the institute


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PREFACE

Knowledge without application is a waste, so it is necessary to provide the

practical knowledge along with the theoretical knowledge. It is very easy to

study fundamental of performance appraisal.

A person has to face a lot of problems when he goes through the actual

atmosphere of business, no doubts class room study is an important part of

knowledge of business environment, but practical exposure provide some

extra knowledge about the theoretical concepts. As time passes people

become experienced and skilled which is not so with the other resources that

generally depreciate as the time passes by. It is a matter of commonknowledge that every business organization for its effective functioning

depends not so much on its material or financial resource, which is able to

produce an output greater than its input. It is the human resource & its

performance on which all other resources are dependable.

The successful completion of this project was a unique experience for me

because getting in to some organization is itself a great opportunity for me as

achieved better practical knowledge about PERFORMANCE APPRAISAL the

experience which I gained is very essential at this turning Point.


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Acknowledgement

No big organization can long ignore the performance appraisals

needs of its employees without seriously inhibiting the performance.

So, it gives me great pleasure to submit this report on Performance

appraisal, in MANATEC ELECTRONICS LTD.

During the preparation of this report, I have taken help from many

executives ofMANATEC ELECTRONICS LTD..

I express my sincere gratitude to Ms. Neha Walia for providing me

an opportunity & Guidance for the project from time to time.

I thank to my parents due to whom I am able to reach at this level, lastly I

thank to all those who have helped me directly and indirectly in carrying

out this project work.


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EXECUTIVE SUMMARY

Performance appraisal is the process of obtaining, analyzing and recording

information about the relative worth of an employee. The focus of the

performance appraisal is measuring and improving the actual performance of

the employee and also the future potential of the employee. Its aim is to

measure what an employee does.

Performance appraisal is a systematic way of reviewing and assessing the

performance of an employee during a given period of time and planning for

his future.

Performance appraisal is necessary to measure the performance of the

employees and the organization to check the progress towards the desired

goals and aims.

The objective of this project work was to provide a broader outlook on

Performance Appraisal. The other objective of the study is to know the

purpose of performance appraisals.


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Table of Contents

Contents Page no.

Chapter-1

Introduction

Significance of Problem

Review of existing literature

Conceptualization

Operationalization of the concept

Focus of the study

Objectives of the study/Project

Hypothesis

Limitations

Chapterization

Notes (References)

Chapter-2

Research Methodology

Universe and Survey Population (Industry Profile)

Profile of the organization/Company

Research Design

Sample Size & Techniques

Data collection (Primary & Secondary) Identified independent and dependent variables

Content Analysis

Applied Statistical Tools (Analysis Pattern)


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Chapter-3

Objective Wise Systematic Analysis (Micro Analysis)

Chapter-4

Macro Analysis

Chapter-5

Summary of major Observations, findings & Recommendation

Bibliography

Appendices

Questionnaire

Raw analysis

List of Graphs


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SIGNIFICANCE OF PROBLEM

The study will be worth full for the industry to take some updated and

dedication and will make them competent within the existing dynamic

environment. The study will provide the industry clues about what the

employees expect or what modifications they want in the existing process of

performance appraisal measures in order to make the performance appraisal

programs more impact able on the employees. This will not only upgrade the

morale of employees but also will maintain the faith of the workers in the

organizations policies. This will make the employees to work with more

confidence.

This study is also helpful in knowing the Comparative analysis of Manatec

Electronics Ltd.

According to MANATEC Electronics Ltd. HRM is committed to using innovative

ideas and technology to provide the customer base skills, technology tools and

access to information they need to meet the goals and objectives. Therefore

the role of HR is of utmost importance.


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Its the focal point for technological change and improvement for the human

resources business process. HRM is responsible for the Personnel as well as

the other departments.

REVIEW OF EXISTING LITERATURE

The history of performance appraisal is quite brief. Its roots in the early 20th

century can be traced to Taylors pioneering Time and Motion studies. In

almost every company, every worker is subjected to periodic appraisal of his

performance.

An effective performance appraisal system brings rationality in management.

If it want to maximize its effectiveness then the enterprise must have tool by

which it can discriminate between an effective manager and a not-so-effective

manager.

Today, appraisal is not something of a choice left to the wishes of the corporate

bosses. Nor it is a privilege to be enjoyed by few conglomerates. Today it is a

must for every organization for its survival and growth. It is a formal exercisein which an organization makes an evaluation of its employees, in terms of

contributions made towards achieving organizational objectives and/or their

personal strengths and weaknesses, and it terms of attributes and behaviors

demonstrated for meeting whatever objective the originators may consider


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relevant.

Performance appraisal systems are widely used today. None is perhaps

perfect. Many advocate their discontinuance. More rational ones plead for

their improvement through continuous dialogue with line managers. However

some appraisal system fails, efforts to improve them notwithstanding. There

are several reasons for such a failure.

DEFINITIONS

Performance appraisal is a systematic assessment of an employee in

terms of the performance, aptitude and other qualities which are

necessary for successfully carrying out the job.

Performance appraisal is a regular review of employee performance

with in the organization.

The Salient Features Are :

The appraisal must be based on observed performance and behavior

on the job, which requires specific facts to be recorded before arriving

at qualitative appraisal of individuals.

The new system pre-supposes the practice of goal and target setting as

a part of Corporate/Divisional/Units plans.

Attention is also focused on the potential & development of each


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individual.

Where applicable, staff will be appraised by two Assessors. The

Assessee must have the opportunity to discuss his/her performance

with the Assessor at a formal appraisal interview.

The new Appraisal Form casts a serious responsibility on the part of the

Assessor for achieving objectivity, which alone can ensure the success of the

Whole Appraisal System.

Appraisal must not discriminate against anyone on the grounds of age, gender,

sexual orientation, race, religion, disability etc.

CONCEPTUALIZATION

Appraisals! The times when employees look forward to a raise and a

promotion and the bosses, may be, not quiet so. Most feel that for bosses, this

is the time to remind you again for all the times you failed to deliver!

On a more serious note, appraisals by and large mean reviewing your past

performance (achievements) and providing you feedback for improvements.

So, if there's been little or no performance, there'll be little or no appraisal in

your salary and position.

Appraisal cycles vary from organization to organization. Most have six-

monthly or annual reviews. Some also follow the process of a project-end

review along with the usual organization review cycle of six months or a year.

However, the important thing that some of us might discount is that appraisals

are as much about your future performance as they are about your past

performance.


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It is a powerful tool to calibrate, refine and reward the performance of the

employee. It helps to analyze his achievements and evaluate his contribution

towards the achievements of the overall organizational goals.

.

OPERATIONALIZATION OF THE CONCEPT

Performance appraisal in MANATEC Electronics Ltd:-

HR department of MANATEC Electronic Ltd has to decide upon the content

to be appraised before the programme is approved. Generally, the content to

be appraised is determined on the basis of Job analysis. The content to be

appraised may vary with the purpose of appraisal and type and level or

employees.

Appraisal factor used in MANATEC Electronics Ltd: -

There are various factor used for Appraisal in MANATEC Electronics Ltd

1) Ability to plan, delegate, control and coordinate.

2) Knowledge of the job.

3) Clarity about objectives.

4) Ability to take decisions.


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5) Power of expression, written and verbal.

6) Cooperation.

7) Manner and general bearing.

8) Initiative.

9) Communication skill.

10) Attitude to work

11) Loyalty

12) Sociability

However the content to be appraised varies from higher-level

employees to these of junior cadre employees. Such as work force

assistants. There are various factors to be appraised in junior cadre

employees.

They are

1) Knowledge of work.

2) Ability to learn.

3) Initiative

4) Personality

5) Hygiene

6) Attendance


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7) Ability to communicate

8) Loyalty.

Appraiser is the person who has through knowledge about the job

content. In MANTEC Electronics Ltd, Appraisal is mainly done by

HOD

The immediate senior

Employees appraise their own performance. (Self appraisal)

APPRAISAL PROCESS OF MANATEC ELECRONICS LTD:-

* MANATEC ELECTRONICS LTD stands for -

Emotion before Economics

Principles before Profits

Values before Wealth

Man before Money

Country before Religion

Quality before Quantity

Conscience before Corporation


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Family before Fortune

First of all performance standard is established and the employees are

rated on the basis of established standard.

The appraisal for is being rated by employees him/ her-self, and by the

immediate Superior and lastly by the HOD.

Various Scales are being used to rate the employees, Such as: -

a) Quality of work.

b) Interpersonal relation.

c) Confident.

d) Tidiness etc.

On the basis of this rate scales employees are either promoted or given any

increment etc or even dismiss.

The systematic appraisal is conducted on regular basis that is annually

here-


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Rating Process: -

Following rating process used to rate the employees

Over All Rating: -

Outstanding (46-50)

Very Good (36-45)

Good (25-35)

Average (20-25)

Below Average (19 or less)

The potential of the employees is also appraised in this way:-

1. Do he/ she have potential to assume?

2. Details of training undergone during the year.

3. Indicate your training needs.

4. Special remarks if any.


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FOCUS OF THE STUDY

As it is clear from the topic that the project is concerned with the evaluation &

analysis of the performance & appraisal system being followed on theemployees of MANATEC. As how they are rewarded and praised for their

performance. It is concerned with each & every department of MANATEC,

which is directly or indirectly related with personnel.

OBJECTIVES OF THE STUDY

To give feedback on performance to employees.

To identify employee training needs.

To make document criterias used to allocate organizational rewards.

To form a basis for personnel decisions-salary (merit) increases,promotions, disciplinary actions etc.

To provide the opportunity for organizational diagnosis and

development.

To facilitate communication between employee and administrator.

To validate selection techniques and human resource policies to meet

federal Equal Employment Opportunity requirements.

For developing and directing high-level projects and programs that have

major impact and to motivate the employees to take part in such

projects.

For establishing discipline guidelines and providing advice to


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department to check employees performance.

Providing budgetary, financial and facilities management for

performance appraisal of the employees.

ESSENTIALS OF A GOOD APPRAISAL SYSTEM

Following are the essentials of a good appraisal system:

It must be easily understandable and should not be too complex or

consuming.

It must have the support of all line people who administer it and a

similar goodwill & understanding between the rater and the rates.

The system should fit the organizations operations and structure, where

the operations are interdependent and interlinked. The system should be both valid reliable so that consistency & indicative

degree with the rating are made.

The system should have built incentive, that is, a reward should follow

satisfactory performance.

The system should be periodically evaluated to be sure that it is

continuing to meet its goals, it should not be rigid by its nature.


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HYPOTHESIS

The HR department with its deep concern for its employees aims to have a

better understanding of people, generating awareness among them of their

roles as a resource of the organization for the attainment of its goals and

objectives. With a challenge of developing a highly skilled and flexible

workforce, through continuous Performance appraisal, it seems that HR has

become an integral and indispensable part of any organization and its

presence is very much required for achievements of its organization goals and

its success.

The study examined the following hypothesis:

1. The Corporation's performance appraisal, when used properly, has not met

the criteria of a developmental performance appraisal.

2. The use of an employee performance appraisal for developmental purposes

has not served to make the employees more effective, as compared to a

performance appraisal that has not attempted to develop employees.

The study will attempt to prove the first hypothesis by comparing the

criteria used by the Corporation for performance appraisal as compares with

performance appraisal being used for developmental purposes. As a means of


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verifying the hypothesis, the purposes for a developmental performance

appraisal were compared to the purposes of The Corporation's performance

appraisal.

Limitations of the study

Every survey has some sort of limitations and this survey has also some

limitations:-

1. Time constraint: - Limited time available was not enough to convince the

people

2.Awareness: - People have not exact and appropriate knowledge about this.

3. Incorrect information: - Their might be wrong information provide in the

Questionnaire.

4. In updated data: - Data collected is secondary which is not afresh and

updated.


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1. Halo error: - The Halo Effect is a tendency to let the assessment of

an individual one trait influence the evaluation of that person on

other specific traits.

The Halo Effect refers to the tendency to rate an individual consistently high

or low or average on the various traits, depending upon whether the rate is

overall impression of the individual is favorable or not. This means that the

halo effect allows one characteristics, observation or occurrence (either good

or bad) to influence the rating of all performance factor.

This effect arises when traits are unfamiliar, ill-defined and involve personal

relations.

2. Leniency or Constant Errors: - Every evaluation has his own value

system, which acts as a standard against which he makes his

appraisals. Relative to the true or actual performance an individual

exhibits some supervisors have a tendency to be liberal in then

ratings i.e. they consistently assign high value the their employees,

while at other times they may have a tendency to assign consistently

low ratings. The former tendency is known as Positive leniency

error, while the later as negative leniency errors.


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3. Central Tendency Problem: - It assigns average ratings to all the

employees with a view to avoiding commitment or involvement, or

when the rater is in doubt or has inadequate information or lack of

knowledge about the behavior of employee or when he has not much

time at his disposal. Such tendency seriously distorts the evaluations

making them most useless for promotion, salary or counseling

purposes.

4. Similarity Error: - This type of error occurs when the evaluator

rates other people in the same way he perceives himself. For

example, the evaluation that perceives himself as aggressive many

evaluate others by looking for aggressiveness. Those who show this

characteristic may be benefited while others may suffer. This error

also washes out if the same evaluator appraises all the people in the

organization.


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CHAPTERIZATION

CHAPTER I: -Chapter one is introduction i.e., significance of the problem,

review of existing literature, conceptualization, Operationalization of the

concept, focus of the study, objectives, hypothesis, limitation, notes.

CHAPTER II:-Chapter two is explain the research methodology which

includes universe and survey population, profile of the organization, research

design, sample size and techniques, analysis pattern, data collection(primary

& secondary),identified independent & dependent variables and content

analysis.

CHAPTER III: - Chapter three explains the objectives wise analysis

CHAPTER IV: - Chapter fourth is all about macro analysis.

CHAPTER V: - Chapter fifth is summary of major observation &

recommendations

CHAPTER VI: -Chapter sixth includes questionnaires/schedule, raw analysis

& tables and

Bibliography.


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Notes (References)

Einstein, W. O., & LeMere-Labonte, J. 1989. Performance appraisal:

dilemma or desire? Sam Advanced Management Journal,54 (2): 26-30.

Monga, M. L. 1983. Management of Performance Appraisal. Bombay:

Himalaya Publishing House.

Oberg, W. 1972. Make performance appraisal relevant. Harvard Business

Review, January-February 1972: 61-67.

Patten, T. H., Jr. 1982.A Manager's Guide to Performance Appraisal.

London: Free Press.

Rao, T. V. 1985. Performance Appraisal Theory and Practice. New Delhi:

Vikas Publishing House.

Craig, S. E., Beatty, R. W., & Baird, L. S. 1986. Creating a performance

management system. Training and Development Journal, April: 38-42;

May: 74-79.


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RESEARCH METHODOLOGY

Research Methodology is a way to systematically solve the problem. It may be

understand as a science of studying research problem. In it, we study the

various steps that are generally adapted by a researcher in studying his

research problem along with the logic behind them. It is a carefully

investigation or inquiry especially through search for new facts in any branch

of knowledge.

My purpose for research is to know about the organizational climate and its

policies regarding PERFORMANCE APPRAISAL of the employees, being done

within the company. There is a Performa already been made by the HR

MANAGER for this purpose, to know about the performance of the employees

department wise, even then a Questionnaire is made & distributed to the

HODs of all the departments and the data is collected through survey?


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COMPANY PROFILE

MANATEC was the first company in Asia to manufacture Automobile Service

Station Equipments. Having sensed the huge potential and requirement in the

field of servicing automobile. MANATEC established a R&D Carry out Research

on the key products, like computerized Wheel Alignment Systems,

Computerized Wheel Balancers, and Pollution Checking Equipments etc.

In 20 years, the Company has established manufacturing set up to produce

high quality Garage Equipments. MANATEC has its Manufacturing facility at

Pondicherry, India, located 160 kilometers south of Chennai. MANATEC holds40 percent market share in India. Products not manufactured or being

imported and distributed in the domestic market.

The Products of MANATEC has been approved by all leading Car

Manufacturers and Tyre Manufacturers - MARUTI, TATA MOTORS, HYUNDAI,

FORD, MAHINDRA & MAHINDRA, SKODA, EICHER, HINDUSTAN MOTORS,

APOLLO TYRES, J.K. TYRE, GOODYEAR, BRIDGESTONE, CEAT, HPCL, IOCL,

BPCL, IBP, RELIANCE, ESSAR, etc., shows the investor confidence in our quality

and service.

On becoming very successful in Indian Market, MANATEC has entered the

Export Market in the year 2005. Today MANATEC is exporting to more than 12

countries and aiming to export to more than 50 countries by 2010.

Today MANATEC is emerging as a truly global player in the automotive

aftermarket with clear vision and goals towards Total Customer Satisfaction.


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COMPANY PRODUCTS

1.WHEEL CARE EQUIPMENTS

WHEEL ALIGENERS

WHEEL BALANCERS

TYRE CHANGER

AUTOMATIC TYRE INFLATOR

NITROGEN FILLING STATION

2. POLLUTION CHECK EQUIPMENTS

FOUR GAS ANALYSER DIESEL SMOKE METER

3. LIFTING EQUIPMENTS

TWO POST LIFT (ELECTRO MECHANICAL)

TWO POST LIFT (ELECTRO HYDRALUIC)

FULL RISE SCISSOR LIFT

LOW RISE SCISSOR LIFT

WHEEL ALIGENMENT SCISSOR LIFT

FOUR POST LIFT

4. BODY SHOP EQUIPMENTS

PAINT SPRAY BOOTH

WELDING MACHINE

PLASMA CUTTER

5. UTILITY EQUIPMENTS

HEAD LAMP ALIGENR

A/C RECYCLING EQUIPMENTS

AIR COMPRESSOR

VEHICLE WASHER


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PRODUCTION FACILITY

Wheel Aligner Production Wheel Balancer Production

Tyre Changer Production Gas Analyzer & Smoke Meter Production

Tool Room R&D


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SERVICE POLICY

MANATEC - "THE CLIENT PARTNER"

"We aim at customer delight - not just customer satisfaction"

Our dedicated Customer Support Department works scientifically with

constant interaction with customers even after the warranty periods,

acquiring feedbacks, generating Management Information System, which

enables us to achieve customer delight.

Very clear service policies are devised to ensure Uninterrupted Support.

OUR SERVICES HIGHLIGHTS

Strategic Services Network - all over India, service engineers are placed

in 50 locations to cater to the needs of valuable customers.

All the service engineers are provided with mobile phone for easy and

instant access.

Experienced Senior Managers at Zonal Offices to support the field

engineers for providing effective services to our clients.

System of regular analysis of field problems and interaction with R&D

and Production departments.


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Toll Free Customer help line

at corporate office.

PRE-INSTALLATION SITE PREPARATION

Necessary advises with technical drawings are provided to the

customers for the preparation of site, before the installation of

equipment.

INSTALLATION & COMMISSIONING

After preparation of the site, the equipments are installed,

checked and calibrated with the relevant vehicles data stored in the

system's memory, for the ease of customers to use the equipment for

various vehicles in the market.

TRAINING TO TECHNICIANS

Necessary training is provided to the technicians and users of the

equipment properly, safely and in commercially viable manner.

WARRANTY SUPPORT

1 year warranty support is provided to the customer from the date

of Installation & Commissioning of the equipment, on site. The warranty

covers, the breakdown services and replacement of spares, which fail

due to any manufacturing defect.


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POST WARRANTY SUPPORT

Annual Maintenance Contracto On expiry of warranty period, the customer is offered continued

support by way of Annual Maintenance Contract for a very nominal

charge. This covers the breakdown services and periodical preventive

maintenance for a period of one year from the date of entering into the

Maintenance Contract.

On Per call Basis

o For the customer, whose equipments, have crossed the warranty

period and not entered into AMC, the company still provides support on

Per call basis. As and when required by the customer, the services are

provided by charging for the services for each service call.

Spares at door stepso All Service Engineers carry a kit stock individually. Further Zonal

Spares stock is maintained at Zonal offices for immediate replacement.

All other major spares are stocked at the Head Office which would be

made available to the customer in less than 48 hours.


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AWARDSMANATEC has received many awards, recognitions & accreditations. Team

Work is the core factor that makes this organization an emerging leader in allfronts.

The awards, recognitions, associations & accreditations are self-explanatory.

The company believes in "success by motivation" and these awards are the

stepping stones for our ultimate objective.

Star Performer Regional Award for Export Excellence from EEPC,

for the year 2005 06

Best R&D Efforts Award National Award for Best Entrepreneur

from Prof. Murali Manohar Joshi, and Quality Product in SSI sector for thefor the year 1998-1999 1993


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RECENT ACTIVITY

20th

Anniversary Celebrations

MANATEC completed Twenty years of dedicated service and a 20th

Anniversary Function held at Pondicherry

on 05 - 05- 2007 with All Employees and Family Members.

Our Future Vision Training Centre

New Manufacturing facility - All under New Training Centre planned in

One roof - planned in Karikalampakkam -15 KarikalampakkamKms from Pondicherry.


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COMPETITOR

Safe-t

Engineers

Product

Category :

Automotive Parts & Equipments, Safety Products

Address : No 9 Park Street, Kattor,,

Coimbatore - 641009,Tamil Nadu

Tel. No. : 91-422-6548728

Yerik

Internation

al

ProductCategory : Automotive Parts & Equipments

Address : Village Rajgarh, G T Road, Doraha ,,

Punjab - 141421,Punjab

Tel. No. : 91-1628-259799

Yashka

Industries

ProductCategory :

Automotive Parts & Equipments, Steering AndSuspension System

Address : E-104-105, Focal Point,Ludhiana - 141010,

PunjabTel. No. : 91-161-2670016

Zenith Motors

Product

Category :

Automotive Parts & Equipments

Address : No. 1 / 127 Anna Salai, Palavakkam,

Chennai - 600041,Tamil Nadu

Tel. No. : 91-44-4925307


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RESEARCH DESIGN

a) NATURE OF STUDY:The nature of the study descriptive, so it is Descriptive Research that

studies the performances and opinions of individuals and their

behavior pattern at work place. It describes the human ability & work

efficiency of the employees.

b) SAMPLING DESIGN

The sampling design is basically the selection of any small unit from the

whole available universe. So Area of study The universe of study is the

Employee Associates, Supervisors, Line managers, Trainee engineers

and Jr. managers, Executives & HODs of various departments of

MANTEC.

SAMPLE TAKEN

Sample taken for research is the Skill Matrix being filled by the

HODs of all the departments.

The Performance Appraisal Performance Performa being filled by

the HODs of all the departments.

c) DATA COLLECTIONS:

It is the process of collecting data from various sources within as well as

outside the company.


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The data can be collected in two sources:

PRIMARY SOURCES:

i. By Personal visits

ii. Through Questionnaire

iii. Through Schedules

SECONARY SOURCES:

i. Performance Calendar made by HR Department

ii. Annual Journal & Reports

iii. Magazines

iv. Websites

RESEARCH & DEVELOPMENT

MANATEC is investing 3.0% of its turnover in Research & Development every

year. The R&D Centre has all required facilities, both Electronics & Mechanical,

to design & develop high quality Garage Equipments. There are highly


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qualified and experienced Engineers, Hardware & Software Specialists in the

R&D Centre. MANATEC also out sources specialty services to support the

design activities wherever necessary.

The softwares of Wheel Aligner and Wheel Balancer have been copy right

protected. Some of the special models of Wheel Aligner have been patented.

From 1992 onwards, extensive Research has been done in Wheel Aligners and

MANATEC has employed various measuring sensors and employed special

mathematical techniques to bring out many different Computerized Wheel

Alignment Systems to meet the customer requirements. Besides LCVs

MANATEC has developed Wheel Alignment Systems suitable for heavy dutytrucks and buses. The Research is continuing to develop a world class 3D

Wheel Aligner and also a Touch less Wheel Aligner with our own exclusive and

different technology.

MANATEC has also developed Pollution Checking Equipments, namely Diesel

Smoke Meters and Four Gas Analyzers. The Diesel Smoke Meter is 100%

indigenously designed and developed by the R&D Department. The Four Gas

Analyzers employs Gas Bench developed by our European Supplier.

The lightest PUC equipments weighing 6-7.5 kgs have been developed by the

MANATEC R&D Centre has received very good reception in the Market.

CE Marking:

All the products designed and developed in our R&D Centre are ensured

confirming to International Standards. The major products like Wheel Aligner,

Wheel Balancer, and Tyre Changer & Two post Lift comply with CE

requirements.


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PERFORMANCE APPRAISAL IN MANATEC

A companys work environment, employees work satisfaction and the

percentage of production are very much dependent upon the effectiveness of

the HRM/PERSONNEL department. As the term itself explains a lot, HRM

means Human Resource Management, i.e. managing the employees in an

establishment in such a manner that they may have a feeling of attachment

towards the establishment and may give 100% production in their jobs.

Man is a bundle of emotions and intelligence. Sometimes these emotions andintelligence create eluvia of problems for the man either at his home and

personal life or at his workstation and professional life. Being a part of an

organization, it is importance for the employee to follow rules and regulations

of the company and solve his problems. This is where the HRM department

works as a bridge between the employees and the management as it is said,

MANATEC is one of those companies who believe in taking its employees

together towards a brighter tomorrow. This is one of the reasons that it keeps

on praising its employees regularly.

MANATEC is a family of550 members and therefore, it is all the more very

important for the HRM department to keep all its employees together and

satisfied within the rules and regulations, and various acts as well as to utilize

their maximum output.


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A companys 100% production is only possible if the work place is under strict

discipline. In MANATEC maintaining of discipline is really very important.

Employees are supposed to report to their workstation at 9:00 a.m. and those

coming late are penalized. Every employee is provided with a card, which he is

supposed to punch every morning while reporting at his workstation. To

maintain discipline, uniformity and to give the employees an feeling of

belongingness towards the company every employee, including the

management is given a uniform that he is suppose to wear every day. Failing to

do so, the employee is penalized and his one-day salary is deducted & the

company rewards good performance, punctuality, discipline & work efficiencyof the employees.

Healthier the employees, healthier the organization. MANATEC believes in

this thought and thus has a provision a Health Card for every employee in

collaboration with a reputed hospital of India, Apollo Hospitals. Apart from

this a medical room facility is provided within the plant area itself for assisting

any kind of injury that an employee may sustain during his work. The HRM

department in MANATEC has taken care of these factors and is maintaining a

balance in catering the needs of the employees and the employees.

The activities of HRM department are wide spread. From recruitment to

compensation strategy, from leaves assessment to bonus payment, the HRM

has wide ranged job to cover. In this project we will be going through the

PERFORMANCE APPRAISAL process of MANATEC, the EMPLOYEE OF THE

MONTH SCHEME and the EMPLOYEE OF THE YEAR SCHEME and other

importance Labor laws applicable in MANATEC.


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Research Design

A research design is an arrangement for the analysis and the collection of

data in a manner that combine relevance to the research purpose with

economy in procedure.

Research design provides decisions regarding:

1. What is the study about?

2. Why is the study being made?

3. What type of data is required?

4. Where the required data can be found?

5. What will be the sample design?

6. How will the data be analyzed?

The design of this research is descriptive in nature because it is describing

the characteristics of a particular individual, or of a group.

In this study some facts are taken in to consideration which belongs to

MANATEC Electronics Ltd..

The descriptive design of the study obtains the information regarding full


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Questionnaire

Interview

Observation

Secondary Data Collection: -

Secondary data have been collected i.e. though

Websites

Company Journals

Dependent and Independent variables

Independent variables: -

If one variable is does not depend upon another variable, it is termed as

independent variable.

Such as:-

1) Types of research

2) Research variables

3) Consumer behaviors

4) Performance

5) No of employees


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Dependent variable: -

If one variable is depend upon or is a consequence of the other variable, it is

termed as dependent variable.

Such as: -

1) Employee behaviors.

2) Working condition.

3) Time constraints.

4) Organizational situations.

Analysis pattern

Cumulative consideration of factors (that may be subjective or objective) to

determine a representative indicator or appraisal of an individual or entity's

activity, or performance in reference to some subjective (or standard) over

some period of time. Factors to consider may include degree of goal

attainment, how items are measured, and what standards are to be applied.

Various charts, graphs & bar diagrams will be used to show the different

patterns of competencies of employees and the study will be of qualitative

aspect.


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CHAPTER: - 3

OBJECTIVE WISE

SYSTEMETIC ANALYSIS


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Ques 1. For performance appraisal some factors required to be discussed,

because these factors will affect the performance of the employee as well as

the other people working in an organization. So how these factors will affect

their performance?

Factors Like

(i) Relationship with superiors, peers, subordinates etc.

(ii) Environment factors.

(iii) Organizational factors.

(iv) Personal/Individual factors.

Strongly Disagree Agree Strongly Agree Disagree

4 25 13 8

Almost employees are agreed with the statement that factors like: interpersonal

relations, environment & organizational factors matters a lot and have a great

impact on performance.

Response

4

25

13

8

0

5

10

15

20

25

30

1

Strongly Disagree

Agree

Strongly Agree

Disagree


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Ques 2. Do the personal abilities affect the performance of an employee while

working in an organization?

The qualities like:

(i) Winning Capability

(ii) Ability control

(iii) Efforts

(iv) Decision Making


3 19 21 7

Personal abilities are considered as an important aspect during the evolution

of the performance of any employee as it affects the performance and most of

the employees are agreed with this statement.

Response

3

1921

7

0

5

10

15

20

25

1

Strongly Disagree

Agree

Strongly Agree

Disagree


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Ques 3. In an organization the motivational factor matters a lot for improving

the performance of the employees and top management has to consider this

factor seriously and should invest a reasonable time on this factor


6 28 11 5

It plays an important role in improving the performance of an employee as it

has a positive impact on the performance to get more rewards and top

management is considering this factor seriously in this organization & most of

respondents are agreed with this statement.

Response

6

28

11

5

0

5

10

15

20

25

30

1

Strongly Disagree

Agree

Strongly Agree

Disagree


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Ques 4. Performance appraisal is well planned and given adequate

importance in the organization to improve the performance and output of the

employees.

Do you agree with this statement?

Respondents Response

Yes 38

No 12

In the organization performance appraisal is given adequate importance and it

is well planned and almost 80% employees are agreed with this statement.

Response

38

12

Yes

No


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Ques 5. Do you know the about the MANATEC?

(A) Yes ( ) (B) No ( )


Yes 30

No 20

In this question Respondent have given a massive response in the favor of

company, it comes 60% knows about the company while only 40% dont

knows about the company.

Response

30

20Yes

N


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Ques 6. Are you satisfied by the services provided by the company?

(A) Fully Satisfied ( ) (B) Partial Satisfied ( )

(c) Not Satisfied ( )


Fully Satisfied 28

Partial Satisfied 14

Not Satisfied 8

According to this 38 Respondent are fully satisfied, 14 respondents are partial

satisfied and other are not satisfied by the services provided by the company.

28

14

8

0

5

10

15

20

25

30

Res se

Fully

atisfied

Pa tial

atisfied

Not

atisfied


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Ques 7. In which field companys R & D Department should take more

concern?

(A) Computerized Equipments ( ) (B) Quality of Products ( )

(C) Expansion in Product ( ) (D) Others ( )

Category


Computerized

Equipments

25

Quality of Products 20

Expansion in product

Category

5

More concern in two sides one computerized products and another is to

improve the quality of the products only few wants expansion in product

category.

25

20

5

0

5

10

15

20

25

Response

ComputerizedEquipments

Quality of Products

Expansion in product

Category


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Ques 8. Organization has a clear, unambiguous and transparent process of

performance appraisal.


Strongly Disagree 12

Agree 10

Strongly Agree 15

Disagree 13

The appraisal process followed in this organization is transparent, clear &

unambiguous, and most of employees are satisfied with this statement.

Response

Strong y D sagree

gree

Strong y

gree

D

sagree


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Ques 9. Top management is willing to invest a considerable part of its time,

money and other resources to ensure the development of employees.


Strongly Disagree 4

Agree 25

Strongly Agree 14

Disagree 7

Top managements contribution regarding the improvement of skills &

development of employees is very good in this organization and most are

employees are satisfied with their involvement.

Response

Strongly

s

gree

Agree

Strongly Agree

Dis

gree


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Ques. 10 Members in the organization have a high sense of responsibility and

accountability towards organization.


Strongly Disagree 3

Agree 22

Strongly Agree 15

Disagree 10

In this organization members have a high sense of responsibility and

accountability and most of the total employees are satisfied with this

statement.

Response

Strongly Disagree

Agree

Strongly Agree

Disagree


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Ques. 11 Performance Appraisal system is periodically evaluated and

improved in this organization.


Strongly Disagree 6

Agree 20

Strongly Agree 12

Disagree 12

According to the employees the periodically evaluation and improvement of

the appraisal system is not so good, it must be improved in coming days

according to the needs of employees.

Response

0

5

10

15

20

25

Strongly

Disagree

Agree Strongly

Agree

Disagree

Strongly Disagree

Agree

Strongly Agree

Disagree


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Ques. 12 In most cases there should be a counseling session at the end of the

performance appraisal, which helps in the development of members.


Strongly Disagree 7

Agree 17

Strongly Agree 13

Disagree 3

In most cases there is a counseling session at the end of the performance

Appraisal which helps in the development of members and all are in favor of

this.

Strongly

isagre

e

Agree

Strongly

Agree

Disagree Response

0

5

10

15

20

Response

Strongly Disagree

Agree

Strongly Agree

Disagree


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Performance appraisal system can serve the following purposes :-

To enable each employee to understand his role better and become

more effective on the job.

To understand his own strength and weakness with respect to his role in

the organization.

To identify the developmental needs of each employee.

To improve relationship between the superior and the subordinate

through the realization that each is dependent on the other for good

performance and success.

To serve as mechanisms for improving communication between the

superior and his subordinates.

To provide an opportunity to the employee to the for introspection, self

evaluation and goal setting so that he remains on the path of

development. To prepare employees for higher job by continuously reinforcing

development of behavior and qualities for these higher level positions.

To be an instrument for creating a positive and healthy climate in the

organization that moves people to give their best and enjoy doing so.


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BENEFITS OF PERFORMANCE APPRAISAL

It is sometimes fashionable in the modern age to dismiss traditional process

such as Performance appraisals as being irrelevant or unhelpful for the peoplewho cant conduct them very well. Appraisals in whatever form, and there

are various have been a mainstay of management for decades, for good

reasons.

Think about everything that Performance appraisals can achieve and

contribute to when they are property managed, for example:

Performance measurement transparent, short, medium and long term.

Clarifying, defining, redefining priorities and objectives.

Motivation through agreeing helpful aims and targets.

Motivation though achievement and feedback

Training needs and learning desires assessment and agreement.

Identification of personal strengths and direction including unused

hidden strengths.

Career and succession planning personal and organizational

Team roles clarification and team building

Organizational training needs assessment and analysis

Appraise and manager mutual awareness, understanding and relationship

Resolving confusions and misunderstandings

Reinforcing and cascading organizational philosophies, values, aims,

strategies, priorities etc

Delegation, additional responsibilities, employee growth and

development

Counseling and feedback.


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FACTORS AFFECTING PERFORMANCE

Ability:

Character traits, skills and knowledge, which are used in the performance. It is

always present and will not vary widely over short periods of time.

Effort:

The amount of manual or mental energy that a person is prepared to expendon a job to reach a certain level of performance. Can vary according to

incentive and motivation.

Motivation:

Many people who are not motivated keep their performance to an acceptable

level by expending only 20-30% of their ability Managers who know how to

motivate their employees can achieve 80-90% ability levels.And consequently higher levels of performance. There are other more detailed

notes on motivation elsewhere, but remember Maslows Motivational theory:

Basic needs food clothing

Safety needs security, avoidance of risk/harm

Social needs friendship, acceptance, group

Esteem needs responsibility, recognition

Self realization independence, creativity


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Equity & Expectation:

Basically, people expect to be treated equally, within the company and as

others are in similar companies: they expect to get a certain reward for a

certain efforts: and they expect to get promoted if they undergo training. All

these factors are inter-related and affect the amount of effort people are

prepared to put in.

Task or role, Perception:

The direction in which the person wishes to channel his or her effort andability. It varies according to such factors as

Whether or not the job is seen to be important or of value

o In itself,

o To the organization

o To workmates,

o To the individual

Whether or not there is an end in sight

o Is what I do simply lose in the larger organization?

o Can I see it as a finished entity in its own right, no matter how

small? Standards & job descriptions must be known and

understood.

Environment factors:

Those factors over which an individual has no control. E.g.: The job may have

been completed under severe time constraints, with a lack of adequate

resources, or by using obsolete equipment; There may have been conflicting


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priorities or information overload, such that the individual was confused and

under stress; other staff and departments may have been less than

cooperative; Cannot be used as excuses for poor performance, but they have a

modifying effect.

Quality Consciousness:

maintaining high standards

Quality at all time

Performance:

i) Knowledge of work understanding of job.

ii) Quality of work volume regardless of time & sacrifice.

iii) Leadership ability to lead, direct, manage, organize & achieve

independently.

iv) Communication ability to communicate effectively to bring mutual

understanding.

Character;

i) Personality

ii) Attitude

iii) Reliability

iv) Initiative

v) Co-operation


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Discipline & Attendance:

i) Time keeping punctuality of arrival, getting work done in time and

be in time for jobs.

ii) Obedience willingness to carry out legitimate instruction without

resistance & objections.

PROCESS OF PERFORMANCE APPRAISAL

ESTABLISHING PERFORMANCE STANDARDS:-

The first step in the process of performance appraisal is the setting up of the

standards which will be used to as the base to compare the actual

performance of the employees. This step requires setting the criteria to judge

the performance of the employees as successful or unsuccessful and the

degrees of their contribution to the organizational goals and objectives. The

standards set should be clear, easily understandable and in measurable terms.

In case the performance of the employee cannot be measured, great care

should be taken to describe the standards.

COMMUNICATING THE STANDARDS:-

Once set, it is the responsibility of the management to communicate the

standards to all the employees of the organization.

The employees should be informed and the standards should be clearly

explained to the. This will help them to understand their roles and to know

what exactly is expected from them. The standards should also be

communicated to the appraisers or the evaluators and if required, the


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standards can also be modified at this stage itself according to the relevant

feedback from the employees or the evaluators.

MEASURING THE ACTUAL PERFORMANCE:-

The most difficult part of the Performance appraisal process is measuring the

actual performance of the employees that is the work done by the employees

during the specified period of time. It is a continuous process which involves

monitoring the performance throughout the year. This stage requires the

careful selection of the appropriate techniques of measurement, taking care

that personal bias does not affect the outcome of the process and providing

assistance rather than interfering in an employees work.


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COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE

The actual performance is compared with the desired or the standard

performance. The comparison tells the deviations in the performance of the

employees from the standards set. The result can show the actual

performance being more than the desired performance or, the actual

performance being less than the desired performance depicting a negative

deviation in the organizational performance. It includes recalling, evaluating

and analysis of data related to the employees performance.

DISCUSSING RESULTS

The result of the appraisal is communicated and discussed with the

employees on one-to-one basis. The focus of this discussion is on

communication and listening. The results, the problems and the possible

solutions are discussed with the aim of problem solving and reaching

consensus. The feedback should be given with a positive attitude as this can

have an effect on the employees future performance. The purpose of the

meeting should be to solve the problems faced and motivate the employees to

perform better.

DECISION MAKING

The last step of the process is to take decisions which can be taken either to

improve the performance of the employees, take the required corrective

actions, or the related HR decisions like rewards, promotions, demotions,

transfers etc.


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METHODS OF PERFORMANCE APPRAISAL

TRADITIONAL METHODS MODERN METHODS

1. Essay Appraisal Method

2. Straight Ranking Method

3.Paired Comparison

4. Critical Incidents method

5. Field Review

6. Ckecklist Method

7.Graphic Rating Scale

8. Forced Distribution

1.Management by objective

2. Psychological appraisal

3.Human resource accounting

4.Assessment centers

TRADITIONAL METHODS

1.ESSAY APPRAISAL METHOD

This traditional form of appraisal, also known as Free Form method

involves a description of the performance of an employee by hissuperior. The description is an evaluation of the performance of any

individual based on the facts and often includes examples and evidences

to support the information. A major drawback of the method is the


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inseparability of the bias of the evaluator.

2.STRAIGHT RANKING METHOD

This is one of the oldest and simplest techniques of performance

appraisal. In this method, the appraiser ranks the employees from the

best to the poorest on the basis of their overall performance. It is quite

useful for a comparative evaluation.

3.PAIRED COMPARISON

A better technique of comparison than the straight ranking method, thismethod compares each employee with all others in the group, one at a

time. After all the comparisons on the basis of the overall comparisons, the

employees are given the final rankings.

4.CRITICAL INCIDENTS METHODS

In this method of Performance appraisal, the evaluator rates the employee

on the basis of critical events and how the employee behaved during those

incidents. It includes both negative and positive points. The drawback of

this method is that the supervisor has to note down the critical incidents

and the employee behaviour as and when they occur.

5.FIELD REVIEW

In this method, a senior member of the HR department or a training officer

discusses and interviews the supervisors to evaluate and rate their

respective subordinates. A major drawback of this method is that it is a

very time consuming method. But this method helps to reduce the


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superiors personal bias.

6.CHECKLIST METHOD

The rater is given a checklist of the descriptions of the behaviour of the

employees on job. The checklist contains a list of statements on the basis of

which the rater describes the on the job performance of the employees.

7.GRAPHIC RATING SCALE

In this method, an employees quality and quantity of work is assessed in a

graphic scale indicating different degrees of a particular trait. The factors

taken into consideration include both the personal characteristics and

characteristics related to the on-the-job performance of the employees. For

example a trait like Job Knowledge may be judged on the range of average,

above average, outstanding or unsatisfactory.

8.FORCED DISTRIBUTION

To eliminate the element of bias from the raters ratings, the evaluator is

asked to distribute the employees in some fixed categories of ratings like

on a normal distribution curve. The rater chooses the appropriate fit for

the categories on his own discretion.

MODERN METHODS

1. PSYCHOLOGICAL APPRAISAL

It is conducted to assess the employee potential. Psychological appraisal

consists of (a) Psychological tests, (b) consultations and discussions with the


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employee, (c) in-depth interviews, (d) discussion with superiors, subordinates

& peers, and (e) reviews of other evaluation etc, to evaluate employees

intellectual abilities, emotional stability, sociability, reasoning and analytical

abilities and the abilities to foresee the future.

2.HUMAN RESOURCE ACCOUNTING

It deals with cost of & contribution of resource organization. Cost of the

employee includes cost of manpower planning, recruitment, selection,

induction, placement training, development, wages and benefits etc.

Employees contribution is the money value of the employees service, which

can be measured by Labour productivity or value added by human resources.

3. MANAGEMENT BY OBJECTIVE

The concept of Management by Objectives (MBO) was first given by Peter

Drucker in 1954. It can be defined as a process whereby the employees and

the superiors come together to identify common goals, the employees set

their goals to be achieved, the standards to be taken as the criteria for

measurement of their performance and contribution and deciding the course

of action to be followed.

The essence of MBO is participative goal setting, choosing course of actions

and decision making. An important part of the MBO is the measurement and

the comparison of the employees actual performance with the standards

set. Ideally, when employees themselves have been involved with the goal

setting and the choosing the course of action to be followed by them, they

are more likely to fulfill their responsibilities.


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4. ASSESSMENT CENTRES

Assessment centre refers to a method to objectively observe and assess the

people in action by experts or HR professionals with the help of various

assessment tools and instruments. Assessment centers simulate the

employees on-the-job environment and facilitate the assessment of their on-

the-job performance.

An assessment centre typically involves the use of methods like

social/informal events, tests and exercises, assignments being given to a

group of employees to assess their competencies and on-the-job behaviour

and potential to take higher responsibilities in the future. Generally,

employees are given an assignment similar to the job they would be expected

to perform if promoted. The trained evaluators observe and evaluate

employees as they perform the assigned jobs and are evaluated on job related

characteristics.

An assessment centre for Performance appraisal of an employee typically

includes:

y Social/Informal Events An assessment centre has a group of

participants and also a few assessors which gives a chance to the

employees to socialize with a variety of people and also to share

information and know more about the organisation.

y Information Sessions information sessions are also a part of the

assessment centres. They provide information to the employees about

the organisation, their roles and responsibilities, the activities and the

procedures etc.


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Assignments- assignments in assessment centres include various tests

and exercises which are specially designed to assess the competencies

and the potential of the employees. These include various interviews,

psychometric tests, management games etc. all these assignments are

focused at the target job.

# 360 DEGREE PERFORMANCE APPRAISALS IN

MANATEC

360 degree feedback, also known as 'multi-rater feedback', is the most

comprehensive appraisal where the feedback about the employees

performance comes from all the sources that come in contact with the

employee on his job.

360 degree respondents for an employee can be his/her peers, managers (i.e.

superior), subordinates, team members, customers, suppliers/ vendors -

anyone who comes into contact with the employee and can provide valuable

insights and information or feedback regarding the on-the-job performance

of the employee.

360 degree appraisal has four integral components:

1. Self appraisal

2. Superiors appraisal

3. Subordinates appraisal

4.Peer appraisal.


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Self appraisal gives a chance to the employee to look at his/her strengths and

weaknesses, his achievements, and judge his own performance. Superiors

appraisal forms the traditional part of the 360 degree appraisal where the

employees responsibilities and actual performance is rated by the superior.

Subordinates appraisal gives a chance to judge the employee on the

parameters like communication and motivating abilities, superiors ability to

delegate the work, leadership qualities etc. Also known as internal customers,

the correct feedback given by peers can help to find employees abilities to

work in a team, co-operation and sensitivity towards others.

Self assessment is an indispensable part of 360 degree appraisals and

therefore 360 degree Performance appraisal have high employee involvement

and also have the strongest impact on behavior and performance. It provides

a "360-degree review" of the employees performance and is considered to be

one of the most credible performance appraisal methods.


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360 degree appraisal is also a powerful developmental tool because when

conducted at regular intervals (say yearly) it helps to keep a track of the

changes others perceptions about the employees. A 360 degree appraisal is

generally found more suitable for the managers as it helps to assess their

leadership and managing styles. This technique is being effectively used

across the globe for performance appraisals. Some of the organizations

following it are Wipro, Infosys, and Reliance Industries etc.

OBJECTIVES OF 360 DEGREE FEEDBACKS

It is possible to aim at the following through 360 Degree: -

y Insights into the strong and weak areas of the candidates in terms of

effective performance of roles, activities, styles, traits, qualities,

competence (knowledge, attitude and skills) and impact on others.

y Identification of development needs and preparing development plans

more objectively in relation to current or future roles & performance

improvements for an individual or a group of individuals.

y Data generation to serve as a more objective basis for rewards and

other personnel decisions.

y Reinforcement of other change management efforts & organization

effectiveness directed interventions.

y Basis for performance linked pay or performance rewards.


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BASIS OF 360 DEGREE ASSESSMENTS

HELPS IN: -

y Culture building

y Leadership development

y Potential Appraisal and Development

y Succession Planning and Development

y Team Building

y Planning Internal Customer satisfaction improvement measures

y Role clarity and increased accountability

IN HELPS IN DEVELOPMENT OF VARIOUS SKILLS LIKE : -

y Commercial Judgment

y Product/Technical Knowledge

y Time Management

y Communication Skills

y Delegation Skills

y IT/Equipment/Machinery Skills

y Creativity

y Problem solving and decision making

y Steadiness under pressure

y Adaptability, Flexibility and mobility

y Personal appearance and image


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ADVANTAGES OF 360 DEGREE FEEDBACKS

360 Degree appraisal systems have certain advantages. These advantages are

not substitutes for those of traditional appraisals but to them-

y It is more objective than a one-person assessment of traits and qualities.

y It adds objectivity and supplements the traditional appraisal system.

y It provides normally more acceptable feedback to employee.

y It helps focus on internal customers satisfactions.

y It is a good tool for enhancing customer service and quality inputs and

service to internal customers.

y It provides scope for the candidate to get multiple inputs to improve his

role, performance, styles and ideas & enhances the acceptability of the

individual.

y It is more participative and enhances the quality of HR decisions.

y It has the potential of pointing out the supervisory biases in the

traditional appraisal systems.

y It can serve all the purposes served by the traditional appraisal system

like identifying the development needs, reward management,

performance development etc.


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#STEP TO BE FOLLOWED IN MANATEC FOR

PERFORMANCE APPRAISAL

THE BEST EMPLOYEE OF THE MONTH

One of the most important jobs of the HRM department is to keep

motivating the employees so that they may perform well. This way not only

the company is benefited, but also expanding their knowledge and improving

their performance benefit the employees. Keeping this in mind MANATEC has

come up with the EMPLOYEE OF THE MONTH scheme. The associate staff and

the executive staff of each department come under this system. Let us have a

quick look over the whole system and its working.

Step 1 : All the associate and executive staff fill up the KAIZEN SUGGESTION

SHEET where the employees fill up the sheet giving at least two Kaizen and atleast two suggestions.

Step 2 : These employees go through LEVEL ONE analysis where their

monthly attendance and punctuality is checked, with 2 Kaizen and 2

suggestions if they fulfill the requirements, they will go to LEVEL TWO.

Step 3 : In the level two employees are tested on various pareameters.

(a)Cost Consciousness : Here it is checked whether the employee is

working in economically or not.


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(b)Safety Consciousness : Here it is seen whether the employee is

following all the safety measures that are to be taken while working in

the plant.

(c) Compliance of systems and Instructions : Here it is checked whether

an employee follows the procedure and the orders given by the

management and his superiors.

(d)General Attributes : Here the general behavior of the employee with

his colleagues, juniors and seniors is rated.

Step 4 : Now the employees are short listed and the list is send to the head of

the departments, in the cases where more than one employee is short listedfrom one department. Here the head decides which employee shall go for the

final list. The selection is done on the best of his behavior, value of his Kaizen

and suggestions, his working attitude, etc. the best is selected and the final

name is sent to the HRM department.

Step 5 : The final list is taken out, and all the H.O.D.S sit together in a meeting

and decide the best employee of the month from the Associate and executive

staff. An appreciation letter is then given the employee.

THE BEST EMPLOYEE OF THE YEAR

At the end of the year, BEST EMPLOYEE OF THE YEAR is selected from the

Month, throughout the year.

Thus every year MANATEC sees its employee coming out with fabulous

suggestions for improving the working conditions within their workstations


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and the factory. This will help in praising their performance positively and

effectively so that they can give their maximum performance to get such good

awards.


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CHAPTER:-

5

QUESTIONNAIRE

ANALYSIS


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SWOT ANALYSIS

STRENGTH

y The company maintains excellent relationships with its dealers and

distributors whom they treat as their partners.

y The company treats all its employees as the member of a same

family.

y Latest technology is used in all its departments.

y Its operations are spread all over in the world.

y MANATEC established a R&D Carry out Research on the key

products, like computerized Wheel Alignment Systems,

Computerized Wheel Balancers, and Pollution Checking Equipments

etc.

y It is being certified by the International Standards

y Manatec holds 40 percent market share in India.

y The Products of Manatec has been approved by all leading Car

Manufacturers and Tyre Manufacturers.

y Manatec is exporting to more than 12 countries and aiming to export

to more than 50 countries by 2010.


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WEAKNESS

y Companys infrastructure is not as good as compare to its name &

fame.

y If infrastructure is not good of any org. then most probably it would

badly affect its Human resources & if H.R. is not feeling well in the

organization then it will not good for the companys health.

y Though R & D is doing well for the organization but even then its

results are not so satisfactory.

OPPORTUNITY

y Company has its operation in many countries so it can handle every

problem at the spot.

y Company have 40% market share in its hands and there are better

chance to capture more market share.

y Today its the era of Computerization; Company can also make good

growth in this sector.


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THREATS

y Its major threat is from it competitors.

y As there are many new companies coming up in near future so there

is a tough competition ahead.

y Company have good market share but even then it has to do more

hard work to be ahead in future also to maintain the thing company

have to be more attentive in its way otherwise any body else will win

the race

y To make new researches company have to invest large amount of

money in these kind of operation which also a big thing to maintain.


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CHAPTER:-6

CONCLUSION


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To conclude the topic of my project I would like to say the PERFORMANCE

APPRAISAL is an important aspects to be discussed and followed in every

organization, because neither any company would get success without

praising the performance of its employees, not it can survive in the market

without retaining its work force. So it is very essential part of an organization

to be considered for its survival. In MANATEC the performance appraisal

process is very effective, impressive and efficient to retain its employees as

well as to motivate & encouraging them to devote up to their level best.

The policies of selecting the Best Employee of the month & employee of the

Year is the best one among all other policies that are followed in MANATEC.

So it was very good experience for me to learn so many new things in actual

working environment of an organization. From the findings of the study,

related issue to be resolved through prompt action in accordance of the

organizational goal, so as to minimize weakness and reinforce strength

observed during the process.


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CHAPTER:-7

SUGGESTIONS &

RECOMMANDATIONS


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SUGGESTIONS & RECOMMENDATIONS

y BT raining needs should be identified through appraisal.

y Proper training programs should be conducted for the up gradation of

knowledge of the employees, on regular basic.

y Every body should be given change to attend the training program as

soon as possible.

y There should be some motivational thoughts to be displayed specially in

the HR departments notice board.

y Top management should devote enough time to its employees to listen

their grievances & suggestions orally.

y All members should understand & accept their responsibilities as well

as their accountability by heart & not as a headache.

y Employee should be rewarded in as many possible ways without any

biasness.

y Regular seminars should be conducted for improving the

communications skills & on the other hand to motivate them to increase

their effectiveness and performance.

y Proper opportunities should be given to the executives to show their

creativity and implement their ideas.

y Certain modern techniques such as job rotation, job enrichment, quality

circle etc. should be used.y Time office should be well maintained timely.

y The employees with full interest & cooperation should take suggestion

policy seriously.

y There should be a counseling at the end of the performance appraisal.


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y Proper SWOTE and PESTE analysis of the executive should be done on

regular basis so that their strengths & weaknesses could be evaluated as

how effective & efficient they are? In their work.

y Future directions of the company must be clarified to the employees.

y Employees should be provided with the regular constructive feedback

concerning their performance during training and after completing

program.

y At last but not the least is that performance appraisal process should be

cost effective and convenient in other respects and should be an

expensive process for the organization.


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CHAPTER:-8

LIMITATIONS


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LIMITATIONS OF THE STUDY

yTime is the real factor, which affects the project work to conducteffective study.

y Employees need, expectations, performance and behavior vary from

one person to another. During study some employees show keen

interest in the topic and give their view and on the other hand some

employees doesnt show any interest & someone helped whole

heartedly in my study.

y All the employees and executives were found very busy in their working

hours.

y There are some members who were not interested in co-operating my

project.

y The control over questionnaire may be lost once it is sent, as there was

some politics being played inside the developments.

y There is also the possibility of ambiguous replies or omission of replies

to certain questions.

y The questionnaire method will be used only when respondents are

educated & cooperative.


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CHAPTER:-

9

ANNEXURE


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QUESTIONNAIRE

NAME OF COMPANY : .

NAME OF RESPONDENT : .....

AGE :

PLACE :

SEX :

DATE :


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Ques 1. For performance appraisal some factors required to be discussed,

because these factors will affect the performance of the employee as well as

the other people working in an organization. So how these factors will affecttheir performance.

Factors Like

y Relationship with superiors, peers, subordinates etc.

y Environment factors.

y Organizational factors.

y Personal/Individual factors.

a) Strongly Disagree ( ) b) Agree ( )

c) Strongly Agree ( ) d) Disagree ( )

Ques 2. Do the personal abilities affect the performance of an employee while

working in an organization?

The qualities like:

y Winning Capability

y Ability control

y Efforts

y Decision Making




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Ques 3. In an organization the motivational factor matters a lot for improving

the performance of the employees and top management has to consider this

factor seriously and should invest a reasonable time on this factor.



Ques 4. Performance appraisal is well planned and given adequate

importance in the organization to improve the performance and output of the

employees.

Do you agree with this statement?

a) Yes ( ) b) No ( )

Ques 5. Do you know the about the MANATEC?

a) Yes ( ) b) No ( )

Ques 6. Are you satisfied by the services provided by the company?

a) Fully Satisfied ( ) b) Partial Satisfied ( )

c) Not Satisfied ( )


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Ques 7. In which field companys R & D Department should take more

concern?

a) Computerized Equipments ( ) b) Quality of Products ( )

c) Expansion in Product ( ) d) Others Category ( )

Ques 8. Organization has a clear, unambiguous and transparent process of

performance appraisal.



Ques 9. Top management is willing to invest a considerable part of its time,

money and other resources to ensure the development of employees.



Ques10. Members in the organization have a high sense of responsibility and

accountability towards organization.




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Ques 11. Performance Appraisal system is periodically evaluated and

improved in this organization.



Ques12. In most cases there should be a counseling session at the end of the

performance appraisal, which helps in the development of members.




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BIBLIOGRAPHY

BOOKS:

y HUMAN RESOURCE DEVELOPMENT

By Annamalai University

yRESEARCH METHODOLOGY

By C.R. Kothari

y HUMAN RESOURCE MANAGEMENT

By Symbosis Center for Distance

Learning.

y COMPANY REPORT AND JOURNALS

WEBSITES:

manshu project ion performance appraisal

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