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INTRODUCTION Human Resources Management A Theoretical framework

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. ctivities also include managing your approach to employee benefits and compensation, employee records and personnel policies. !sually small businesses (for"profit or nonprofit) have to carry out these activities themselves because they can#t yet afford part" or full"time help. However, they should always ensure that employees have "" and are aware of "" personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. $ote that some people distinguish a difference between HRM (a ma%or management activity) and HR& (Human Resource &evelopment, a profession). Those people might include HRM in HR&, e'plaining that HR& includes the broader range of activities to develop personnel inside of organi(ations, including, e.g., career development, training, organi(ation development, etc. There is a long"standing argument about where HR"related functions should be organi(ed into large organi(ations, e.g., )should HR

be in the *rgani(ation &evelopment department or the other way around+) The HRM function and HR& profession have undergone

tremendous change over the past ,-".- years. Many years ago, large organi(ations looked to the )/ersonnel &epartment,) mostly to manage the paperwork around hiring and paying people. More recently, organi(ations consider the )HR &epartment) as playing a ma%or role in staffing, training and helping to manage people so that people and the organi(ation are performing at ma'imum capability in a highly fulfilling manner. fter you have invested considerable time and money recruiting and training your employees, you must now determine how to make sure those valuable employees are productive and get them to remain loyal to your firm. Retention of employees is essential to maintain client relationships and keep recruiting and training costs in line. 0osing an e'perienced employee almost always results in significant costs to your firm. The keys to employee satisfaction and retention are founded on strong leadership and sound management practices. 1f you can master these arts, you should have happy, loyal employees and clients, resulting in growth, profits and personal gratification. This article will discuss key factors in motivating and retaining good people.

Operating

S stems

The foundation of an efficient and effective workplace is the structure, discipline and consistency provided by well"conceived systematic operating methods. 2orld"class companies like &isney, Mc&onalds and Rit( 3arleton all have well defined operating methods. policies and procedures (/4/) manual is critical to ensure that employees understand what is e'pected of them and know how they

should handle the myriad of duties and responsibilities in the day"to" day operation of the office. The /4/ manual spells out how you would like things done in your office and your e'pectations for the behavior of your employees. s your operation grows larger, the system becomes more important because your ability to oversee and communicate directly and fre5uently with each employee becomes more difficult. 2ritten operating systems are absolutely essential when you e'pand to more than one office location.

Training
/re"work training should include a review of your policies and procedures, with special emphasis on the most important sub%ects. (6ach employee should receive a personal copy of your /4/ Manual to read before coming to the training class.) 1n addition to training in your policies and procedures, customer service and marketing should be covered at length. 7pecial emphasis should be placed on your corporate culture. $ew employees need more training than priors, but all employees should receive training each year. $ew employees should also have several days of on"the"%ob training with the office manager or e'perienced employees before beginning their position8 and they should not be left on their own in the office until they are e'perienced enough to feel confident. Many of the frustrations employees feel on the %ob""as well as most errors and client problems"" are due to inade5uate training. 3omprehensive training will make your life as a manager much easier, and your employees and clients will be happier.

Tool
6mployee costs constitute the greatest e'pense in any service business. $ot giving your employees ade5uate tools to do the %ob is penny wise and pound foolish. 3omputers need not be state"of"the"art, but they do need to be fast and reliable enough to minimi(e down time and reduce employee and client frustration. 1f your office is not operating with a 0ocal without delay. rea $etwork (0 $), you should set one up 0 $ manages printer sharing and centrali(es client

files for easy computer cross"checking, e"filing., and report writing. 3opiers should be reliable and fast, with automatic feed, and ample supplies always on hand. fa' is no longer a costly lu'ury for most offices, but a necessity. 1nternet access is almost as important as the phone for effective communication and is becoming more essential for research. &on#t forget to provide the little things, like reliable staplers, staple removers, scissors, pens, post"its, business card holders, etc. n appointment book, a Rolode' (or software address book), and reference books and resources should also be provided. 3omfortable, functional office furniture and ade5uate shelving and storage are also essential. &on#t forget aids for employees with special needs, such as under"desk computer drawers and keyboard 4 mouse cushions. t /eoples 1ncome Ta', we use checklists of office furnishings, e5uipment and supplies used to take inventory and re5uest missing or shortage items. ttention to detail and providing ade5uate tools to do the %ob

will eliminate a key source of employee frustration and increase employee productivity and satisfaction.

Office atmosphere
How your employees feel about their %obs is greatly influenced by your office atmosphere. 6'travagance is not necessary, but the office should be attractively decorated and a pleasant place to work. 0ittle things like a fresh coat of paint and a wallpaper border make a big difference. stereo (with ceiling speakers) tuned to a soft neutral music enhances the office atmosphere and creates an illusion of privacy. &on9t neglect the back room and the rest room. 2e pay as much attention to decorating and appointing our rest rooms as we do our client reception areas. 2e also provide a microwave and refrigerator for the back room of every office and, space permitting, a table and chairs where our associates can eat. The impression you make on your employees is %ust as important as the image you pro%ect to your clients. :eeping the office clean and uncluttered re5uires the cooperation of all employees, and you should insist that every employee pitches in to help. However, you should regularly hire contractors for heavy cleaning (e.g., carpet, windows and restroom). ;our employees9 attitudes are affected by their physical work environment8 make sure it is positive<

Support
;our employees will appreciate having ade5uate support. They need someone readily available to help when they have 5uestions or encounter problems. 7upport can be provided on"site by an office manager or veteran employee or by telephone or e"mail when on"site help is not available. Having ade5uate help to properly serve all clients in the office is also essential for employee morale. The important point 5

is that your people should not feel like they are out there on their own with no one to turn to when they need help. 1f they feel this way, they might as well go into business on their own.

Corporate

Culture

2orld"class companies always have in common 2orld"class cultures. 0eaders of such businesses recogni(e that their companies e'ist to satisfy a social need. /rofits are not the goal, but are a byproduct of meeting the needs of customers and employees. =usinesses also have a responsibility to give back to the communities in which they operate. Most employees also have a need to make meaningful contributions to society through their work. They also like to take pride in their work and deliver 5uality products and services. nd they need to continue to learn and grow professionally. meet these mutual needs as part of a dynamic team. ;our company9s culture starts with your company9s mission and values, which should be well thought"out and articulated in writing. mission statement and set of guiding principles is typically developed by the company9s owner or 36* to reflect his or her business philosophy. 1nput should also be solicited from key employees. The mission statement and guiding principles of /eoples 1ncome Ta' is provided as an e'ample (6'hibit ,). 2hen hiring new employees, it is essential to confirm their understanding of and agreement with your company philosophy. ;our values must not merely be lip service, but should be internali(ed and practiced daily by all employees. owner or 36*, you must set the standard for your people. s the good corporate culture enables employees to combine their strengths to

Compensation

performance"based compensation plan should be designed to encourage your employees to behave in ways that will result in attainment of the goals of your 3ompany, while also meeting your employees9 personal ob%ectives. 3ompany goals usually include growth, profitability, 5uality service, efficiency, effectiveness, and image and reputation. To attract desirable employees, your base pay and earnings potential should be competitive within your industry (e5ual to or better than your main competitors for employees). The pay plan must be ob%ective and fair to all employees. Rewards should be commensurate with contributions. The behaviors and attitude your pay plan should encourage include honesty, professional pride, continuing professional education, loyalty, thoroughness, accuracy, efficiency, teamwork, salesmanship, courtesy, concern for clients, self" direction, frugality and long"term thinking. /eoples9 compensation plan, devised with these factors in mind, includes a competitive guaranteed wage as a draw against commissions for individual and office production. dditional commissions are paid for e'perience, helping to generate office revenue growth, and attaining and maintaining professional. 6stablishing a sound compensation plan is one of the most important pro%ects you will undertake. *nce the plan is established, it is difficult to make radical changes. ;our compensation plan is an essential element of your ability to compete effectively.

!enefits
/roviding whatever benefits you can put you in a better competitive position to attract and retain seasonal employees. profit sharing plan could be adopted for all employees to share in the profit pool in proportion to their annual earnings relative to total earnings of all employees. The profit pool could be some percentage (e.g. >-",-? as determined by management) of the increase in preta' profits over

the prior year. /eoples 1ncome Ta' has a @idelity A->k plan through its membership with the !.7. 3hamber of 3ommerce that permits all year" round and seasonal employees to participate, and the company makes .? contributions. 7ome of /eoples9 seasonal ta' associates who work part"time during the off"season providing client service and teaching an income ta' school work enough hours to 5ualify for the company9s group health insurance plan. Broup life and disability insurance and other benefits can be obtained through professional associations. 6ven if the employee pays the full premium, group rates tend to be lower than individual coverage. Broup discounts for products and services are often e'tended to employees through professional associations and company membership in the local 3hamber of 3ommerce. /eoples 1ncome Ta', as a small employer, was able to become a member of the Cirginia 3redit !nion, making all of /eoples9 employees eligible for the benefits of credit union membership. /eoples also provides paid time off for its associates to volunteer for company approved charitable activities such as providing free ta' service for welfare"to"work program participants and residents of homeless and battered women shelters. =e creative. 0ittle perks, like buying pi((a for the staff of the office on the busiest days of the work week, help to make your employees appreciate their %obs. =e creative<

Recognition
$umerous studies and surveys have documented the fact that money is not always the primary motivator for most employees. Recogni(e your people fre5uently for their good work and they will repeat the performance fre5uently. /raise must be sincere and should be distributed e5uitably, if warranted. 2hen possible, praise people publicly in meetings or employee newsletters. =e sure to give people 8

credit and rewards for good ideas they come up with that benefit the company. Reinforce the right behaviors. void saying DBreat but.E 0ook for key measures to recogni(e employees, such as production, client retention rate, etc. 3ome up with contests to recogni(e your employees, such as the most referrals for another service you offer, or the most new clients brought in. Bive recognition certificates, pla5ues and pri(es and other than money, such as tickets for movie rental or sports events, or gift certificates for merchandise or dinner. Biving something tangible makes a more lasting impression. /raising your best performers (the top >-",-?) will raise the bar for your weaker people. The goal is to encourage behaviors that build your business and recogni(e your people for practicing those behaviors as often as possible.

Communication
0ack of effective communication from management is usually the greatest cause for employee dissatisfaction and premature departure. The best managers listen to and communication fre5uently with all employees8 and they make it easy for employees to tell them about problems and concerns. 3ommunication should include training, group and individual meetings and, most important, daily discussions between you and your employees. The larger your organi(ation becomes, the more difficult it is to keep in touch with all of your employees, especially if you have multiple offices. ;et, as the manager, you must make the time to regularly talk with everyone. 6" mail is a good communication vehicle, but the phone is more personal8 and neither can replace face"to"face meetings. /ublishing employee newsletters is a good way for larger organi(ations to enhance communication. n 1ntranet can 9 also be an effective internal

communication vehicle. :eep communication simple, provide ade5uate information and provide e'amples for clarity. 7how your trust in your people and make them feel included by sharing with them financial and other company inside information. Management can make much better decisions by getting input from front"line employees. 1f your people know that their voices are heard and they feel like they are part of the decision making process, they will be much happier, loyal and more likely to support new ideas and programs.

"mpowerment
6ngage your employees in decision"making8 give them the authority to act in the best interests of the company. /rovide training in resolving client problems and then trust them to make the right decisions. Bive your people some time to think and plan by building in some slack through ade5uate staffing and by providing clerical support. &on9t critici(e employee9 mistakes8 instead celebrate honest mistakes. Recogni(e that making decisions naturally results in making mistakes because no one is perfect. 1f you critici(e honest mistakes, your people will stop making decisions. @ailure is also *:, because it is a normal part of the road to success. $othing is more gratifying than to see your people develop the skills and confidence to act independently and to make sound decisions that are in the best interests of the company and your clients.

#ea$ership
Much has been written about leadership and you should take the time whenever the opportunity arises to read ideas on how to be a more effective leader. Here are ten basic keysF (>) 1ntegrityF always tell the truth and always keep your promise, even if it hurts to do so. (,) TrustF ;ou must first demonstrate your trust in people by making 10

yourself vulnerable before you can e'pect them to place their trust in you. (.) RespectF 1f you really don9t care about your people they will sense your lack of concern and will not have respect for you. (A) @airnessF Treat all employees fairly and e5ually (including family members) regardless of your personal feelings. (G) CisionF To be a true leader, you must have an unfaltering vision, be able to communicate it to your people, and get them to understand and share in your e'citement for the vision. (H) *ptimismF ;ou must always be positive and confident that the company will succeed8 but you should also be realistic. (I) &ecisiveF leader must make decisions and stick with them as long as they make sense. 3onsensus is not always better than an individual decision, particularly in a crisis situation. Remember, the buck stops with you< Trust your intuition. 1ntuition draws upon your e'perience, stored knowledge and information you may not even reali(e you have in your head. (J) 6'ampleF ;ou must practice what you preach or you will have little credibility. (K) TeamworkF 1nsist on mutual respect, courtesy and cooperation among your people. This fundamental attitude was crucial in shaping our nation and is also essential to build your company. (>-) uthorityF Remember that uthority resides authority is not vested in your position as the boss. you or not.

with the people who report to you and they have the power grant it to

Ha%ing &un
/eople like to work in an environment that is en%oyable8 they can get burned out if the work environment is totally serious and strictly business. Breat companies like 7outhwest irlines have come up with creative ways for employees to have fun. 1 think every manager should read the bestseller book, NUTS!, =y 7outhwest chairman, Herb :elleher. 1f you9re not naturally good at getting people to have fun,

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designate a key employee to assume this role.

friend, Hugh

Boldthorpe, who is a top e'ecutive with *wens and Minor of Richmond, Cirginia, has adopted (and had printed on his business cards) his official %ob title asF Head 3heerleader. Motivating and keeping employees re5uires effective

management practices and strong leadership skills. proper tools and support to do the %ob.

good operating

system and ade5uate training are essential. ;our people need the performance"based compensation plan should be designed very carefully to ensure that your employees are encouraged to help build the business and are rewarded for their contributions, and provide as many e'tra benefits as possible. 7creening new employment prospects to insure they fit in and buy into your culture will prevent future problems. 6mployment agreements are a must and should be reviewed by and e'plained to new hires. valuable pro%ect is to identify the ,". greatest frustrations of your employees and your clients and devise ways to eliminate these irritations. 6mployees should be trusted, included and empowered to make decisions and act autonomously. They also need to be part of a harmonious team working for the mutual benefit of the clients, the company and themselves.

Concepts Relate$ to 'erformance Appraisal S stem


TA#"NT MANA("M"NT Talent management is a professional term that gained popularity in the late >KK-s. 1t refers to the process of developing and fostering new workers through on boarding, developing and keeping current workers and attracting highly skilled workers at other companies to

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come work for your company. Talent management in this conte't does not refer to the management of entertainers. 3ompanies that are engaged in talent management (human capital management) are strategic and deliberate in how they source, attract, select, train, develop, promote, and move employees through the organi(ation. This term also incorporates how companies drive performance at the individual level (performance management). The term talent management means different things to different people. To some it is about the management of high"worth individuals or Dthe talentedE whilst to others it is about how talent is managed generally L i.e. on the assumption that all people have talent which should be identified and liberated. This term is usually associated with competency"based human resource management practices. Talent management decisions are often driven by a set of organi(ational core competencies as well as position"specific competencies. The competency set may include knowledge, skills, e'perience, and personal traits (demonstrated through defined behaviors). *lder competency models might also contain attributes that rarely predict success (e.g. education, tenure, and diversity factors that are illegal to consider in many countries). 1n the late >KK-s, technology companies engaged in a Mwar for talent9. O)*ecti%es+ To identify, nurture, groom and motivate talented M37 (management carder staff). 3areer and succession planning to build in"house pool of talent (grow your own timber) for our future needs of H*&9s and BMMs. 13

&etermine talent strength (numbers) and 5uality (competencies), future re5uirements and ideal Dorgani(ational structureE, identify gaps and take actions.

Competiti%e a$%antage+ 6mbrace a talent mindset. 3raft a winning employee value proposition. Rebuild your recruiting strategy. 2eave development into your organi(ation. &ifferentiate and affirm your people.

#imitations+ Retention rates in marketing are a problem. 1t was suggested to consider the leadership issues, careful selection, increased motivation and performance incentives.

"M'#O,"" IN-O#-"M"NT Definition+ 6mployee involvement is creating an environment in which people have an impact on decisions and actions that affect their %obs. 6mployee involvement is not the goal nor is it a tool, as practiced in many organi(ations. Rather, it is a management and leadership philosophy about how people are most enabled to contribute to continuous improvement and the ongoing success of their work organi(ation.

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My bias, from working with people for A-N years, is to involve people as much as possible in all aspects of work decisions and planning. This involvement increases ownership and commitment, retains your best employees, and fosters an environment in which people choose to be motivated and contributing. How to involve employees in decisionmaking and continuous improvement activities is the strategic aspect of involvement and can include such methods as suggestion systems, manufacturing cells, work teams, continuous improvement meetings, :ai(en (continuous improvement) events, corrective action processes, and periodic discussions with the supervisor. 1ntrinsic to most employee involvement processes is training in team effectiveness, communication, and problem solving8 the development of reward and recognition systems8 and fre5uently, the sharing of gains made through employee involvement efforts. "mplo ee In%ol%ement Mo$el @or people and organi(ations who desire a model to apply, the best 1 have discovered was developed from work by Tannenbaum and 7chmidt (>KGJ) and 7adler (>KI-). Tell+ the supervisor makes the decision and announces it to staff. The supervisor provides complete direction. Sell+ the supervisor makes the decision and then attempts to gain commitment from staff by DsellingE the positive aspects of the decision. Consult+ the supervisor invites input into a decision while retaining authority to make the final decision herself.

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.oin+ the supervisor invites employees to make the decision with the supervisor. The supervisor considers her voice e5ual in the decision process.

To round out the model, 1 add the followingF Delegate+ The supervisor turns the decision over to another party. 6mployee involvement consists of those practices which are initiated principally by management and are designed to increase the employee information about, and commitment to the organi(ation fostering trust. 1nvolvement assumes recognition that employees have great untapped potential which can be used to the organi(ations advantage by securing commitment of the employees to the success of the organi(ation. The action plan+ 6mployee involvement focus in on correcting the balance towards an employee contributing also his brain powers in terms of ideas and initiative for improvement in the areas of his workO his responsibilities and not only his brains. The concept is application to workers, staffs and managers alike. O)*ecti%e+ Helping employees to contribute better on their %obs. @aster and higher 5uality of problem resolution. 3ompanies gaining better competitive edge. 6mployees gaining greater %ob satisfaction, %oy and pride in work.

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6mployees displaying greater identification with changes in policies, practices, systems, structures and work methods.

INDUSTRIA# R"#ATIONS The term industrial relation in practice has come to mean primarily the relations between the management and the unions in an industrial enterprise. 1t ought to include Demployee relationsE, irrespective of whether a union e'ists in a particular unit or not. 2e all know that unions came into being, since for ages an individual employee has tented to be e'ploited by the employer. To be sure, most of us in 1ndia are even today partners in this process of e'ploitation. The reference is to the institution of domestic servants, whether we look at their wages, at their working hours or their health care and so on. The same is by and large for labors employed on construction pro%ects or on farms. 1t must therefore be accepted that the trade unions does serve a social purpose through the practice of collective bargaining. 1t never pays to delay or postpone a constructive confrontation to demand performance be it in the volume or 5uality of the output. #aw an$ penalties 0egislation, acts, regulations, standards, codes of practice, prosecutions, enforceable undertakings, fines, improvement and prohibition notices Rights an$ o)ligations

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;our rights as a consumer, worker, employer, manufacturer, 2H7*8 manage your risks8 meet your obligations /orkplace inci$ents an$ inspections $otify of an incident, in an emergency, inspections, inspectors9 role, workers9 compensation Training0 licenses an$ registrations ccreditation, registrations, traineeships /orkers1 compensation an$ reha)ilitation 2orkers9 compensation and rehabilitation legislation, rights and obligations, other %urisdictions, claiming workers9 compensation and rehabilitation 'u)lications an$ forms Reports, research, newsletters, submissions, conference papers, codes and standards, forms, blit(es, audits, sub%ect inde' M"NTORIN( More than ever before, organi(ations, large and small, are looking outside traditional mentoring paradigms to raise the bar on the practice of mentoring by creating a mentoring culture. mentoring culture continuously focuses on building the mentoring capacity, competence, and capability of the organi(ation. culture encourages the practice of mentoring continuouslyF mentoring by e'cellence "P training providers, tickets, licenses, plant and seminars, educational tools, apprenticeships

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creating readiness for mentoring within the organi(ation, facilitating multiple mentoring opportunities, and =uilding in support mechanisms to ensure individual and

organi(ational mentoring success. 1n a mentoring culture, eight hallmarks build on and strengthen each other. ll are present, at least to some degree8 however they manifest themselves differently depending on the organi(ation9s previous success with mentoring. The "ight Hallmarks of a Mentoring Culture ccountability. ccountability enhances performance and produces

long"lasting results. 1t re5uires shared intention, responsibility and ownership, a commitment to action and consistency of practice. ccountability also involves very specific tasksF ""setting goals, ""clarifying e'pectations, ""defining roles and responsibilities, ""monitoring progress and measuring results, ""gathering feedback, and ""formulating action goals. lignment. lignment focuses on the consistency of mentoring

practices within an institution9s culture. 1t builds on the assumption that a cultural fit already e'ists between mentoring and the organi(ation and that mentoring initiatives are also are tied to goals larger than %ust initiating a program. 2hen mentoring is aligned within the culture, it is part of its &$ . shared understanding and vocabulary of mentoring practice e'ists that fits naturally with the organi(ation9s values, practices, mission, and goals.

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3ommunication.

3ommunication

is

fundamental

to

achieving

mentoring e'cellence and positive mentoring results. 1ts effects are far"reaching8 it increases trust, strengthens relationships, and helps align organi(ations. 1t creates value, visibility and demand for mentoring. 1t is also the catalyst for developing mentoring readiness, generating learning opportunities, and providing mentoring support within an organi(ation. Calue and Cisibility. 7haring personal mentoring stories, role modeling, reward, recognition, and celebration are high leverage activities that create and sustain value and visibility. 0eaders who talk about formative mentoring e'perience, share best practices, and promote and support mentoring by their own e'ample add to the value proposition for mentoring. COMMUNICATION 3ommunication is one of the toughest issues in organi(ations. 6ffective perfectly communication for Dshared re5uires meaning,E four my components favorite interworking definition of

communication. The individual sending the message must present the message clearly and in detail, and radiate integrity and authenticity. The person receiving the message must decide to listen, ask 5uestions for clarity, and trust the sender of the message. The delivery method chosen must suit the circumstances and the needs of both the sender and the receiver. The content of the message has to resonate and connect, on some level, with the already"held beliefs of the receiver.

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2ith all of this going on in a communication, 1 think it9s a wonder that organi(ations ever do it well. 3hange management practitioners have provided a broad range of suggestions about how to communicate well during any organi(ational changes. #"AD"RSHI' AND MANA("M"NT 0eaders of organi(ations, especially people with high level titles and ownership positions, establish and maintain the level of comfort that other employees e'perience when they are asked to speak up. 1n most organi(ations, the willingness of employees, even managers, to speak up in disagreement with the higher level person is appallingly bad. 2hy is this so+ 1s it because people lack personal and professional courage at work+ *r, are they too beholden to these e'ecutives for their %ob+ 1n any case, it is the leader who establishes the tone and the work environment in which people chooses L or chooses not L to e'ercise personal courage and freedom of e'pression. 1f the leader has traditionally proved to be genuinely open to comments and criticism, people are willing to agree, disagree, and e'press opinions. The good e'perience, leader, who wants to take advantage of and thoughtfulness of talented the staff,

knowledge,

remembers this. The good leader is aware of their power to encourage or stifle opinions and debate. They use this power to genuinely appreciate and encourage input, debate, and differing opinions.

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.O! D"SCRI'TION 6ffectively developed, %ob descriptions are communication tools that are significant in your organi(ation9s success. /oorly written %ob descriptions, on the other hand, add to workplace confusion, hurt communication, and make people feel as if they don9t know what is e'pected from them. Qob descriptions are written statements that describe the duties, responsibilities, re5uired 5ualifications, and reporting relationships of a particular %ob. Qob descriptions are based on ob%ective information obtained through %ob analysis, an understanding of the competencies and skills re5uired to accomplish needed tasks, and the needs of the organi(ation to produce work. Qob descriptions clearly identify and spell out the responsibilities of a specific %ob. Qob descriptions also include information about working conditions, tools8 e5uipment used knowledge and skills needed, and relationships with other positions. 7till uncertain about the value of %ob descriptions+ 3onsider these tips about employee %ob descriptions. 'ositi%es a)out .o) Descriptions Qob descriptions provide an opportunity to clearly communicate your company direction and they tell the employee where he or she fits inside of the big picture. 2hether direction. lignment of the people you employ with your goals, vision, and mission spells success for your organi(ation. 22 s a leader, you assure you9re a small business or a large, multi"site organi(ation, well"written %ob descriptions will help you align employee

the interfunctioning of all the different positions and roles needed to get the %ob done for the customer. Qob descriptions set clear e'pectations for what you e'pect from people. ccording to @erdinand @ournies in Why Dont Employees Do What Theyre Supposed to Do and What to Do about It 0 this is the first place to look if people aren9t doing what you want them to do. He says you need to make certain that they clearly understand your e'pectations. This understanding starts with the %ob description. Qob descriptions help you cover all your legal bases. 2hether you9re recruiting new employees or posting %obs for internal applicants, %ob descriptions tell the candidate e'actly what you want in your selected person. 3lear %ob descriptions can help you select your preferred candidates and address the issues and 5uestions of those people who were not selected. 2ell"written %ob descriptions help organi(ation employees, who must work with the person hired, understand the boundaries of the person9s responsibilities. /eople who have been involved in the hiring process are more likely to support the success of the new employee or promoted coworker. &eveloping %ob descriptions is an easy way to involve people in your organi(ation9s success

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SNA' SHORT
Date of "sta)lishment Re%enue Market Cap Corporate A$$ress Management Details >K.A >KJ.G. ( !7& in Millions ) >KK-.IA.,--IG ( Rs. in Millions ) Bat $o >G,,0akhmpur,Taluka &indori$ashik"A,,,-,, Maharashtra www.everestind.com Chairperson " C 7omani MD " Manish 7anghi Directors " C 7omani, ditya Cikram 7omani, mitabh &as Mundhra, =havna B &oshi, =0 Taparia, M 0 Bupta, M 0 $arula, Manish 7anghi, Mohanlal =handari, $eera% :ohli, 7andeep Qunnarkar, ; 7rinivasa Rao 3ement 4 3onstruction Materials 6verest 1ndustries (610) is one of 1ndia9s fastest growing building solutions company. @ounded in >K.A, this company is one of the most respected and renowned business entities in 1ndia, and has dominated the market ever since. 610 provides the world"class building solutions to meet construction re5uirements, in the 1ndustrial, commercial and residential sectors. Historically, this company has provide Total Income " Rs. >-,,J.JGA Million ( year ending Mar ,->.) Net 'rofit " Rs. G,A.KKI Million ( year ending Mar ,->.) $eera% :ohli &=7 =ank, :otak Mahindra =ank

!usiness Operation !ackgroun$

&inancials

Compan Secretar !ankers Au$itors

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COM'AN, HISTOR,
6verest 1ndustries (610) is one of 1ndia9s fastest growing building solutions company. @ounded in >K.A, this company is one of the most respected and renowned business entities in 1ndia, and has dominated the market ever since. 610 provides the world"class building solutions to meet construction re5uirements, in the 1ndustrial, commercial and residential sectors. Historically, this company has provided rural shelters by making corrugated roofing sheets available to farmers at a competitive price. The company is poised to capitali(e on the opportunities in rural 1ndia w here various housing and infrastructure initiatives are envisaged by the Bovernment. Today, this company offers a complete range of building solutions which includes ceilings, w alls, flooring, cladding, doors, roofing and pre"engineered steel buildings. These are produced at 6verest#s state"of"the"art with 17*F >A--- certified manufacturing facilities at =hagwanpur, :ymore, $ashik, 3oimbatore, :olkata and Roorkee. 2ith over H--- retail points spread across the nation together with the strength of over >,JG highly 5ualified and e'perienced engineers, designers and technicians, 6verest provides you building solutions that successfully meet the highest standards of 5uality and durability. fter successfully catering to the 1ndian market, 610 has widened its hori(ons in the international arena. 2ith consistent e'ports to 6urope, frica, ustralia and sia, this company is all set to scale new heights and establish a strong foundation in the global market. =anking on its IG years of e'perience and highly sophisticated technology, it assures that all its products live up to its promise of strength, speed and safety.

25

'ro$uct $etails
Roofing solutions9 business w ill be one billion s5uare meters of roofing in 1ndia. 1t9s roofing solutions include 6verest cement corrugated roofing sheets, is 3 roofing and 6verest hi" being used e'tensively tech, 6verest roof light and metal roofing 6verest roofing, which is fiber throughout the country for factories, power plants, stadiums, schools, urban and rural houses, to name a few . 6verest Hi"Tech is a high impact resistance non"asbestos corrugated modern roofing system. 6verest rooflight "another high 5uality polycarbonate roofing sheet and 6verest metal roofing are available in Balvalume (bare and colored), prepainted galvani(ed iron. 6verest also offers a standing seam profile w hich ensures the use of large length sheets without end laps.

'lants $etails+
=hagwanpur 6verest 1ndustries has established a green field, ultra" modern manufacturing unit, spread over an area of ,> acres at =hagwanpur, (Haridwar district), Roorkee (!ttrakhand) . The plant manufactures the following products " roofing sheets, 6verest @ibre cement boards, pre engineered steel buildings and smart steel buildings. This plant has an installed capacity of G-,--- tonnes of fibre cement boards, A-, --- metric tonns of steel fabrication products and >"lakh tonnes of roofing products per annum. :ymore plant established in >K.A, in :atni, Madhya /radesh is the first plant in 1ndia that w as setup to manufacture fiber"cement roofing 7heets and accessories. :olkata plant established in >K.J, this is second plant of 6verest that w as setup to manufacture fiber"cement roofing sheets and accessories.

26

$ashik 0akhmapur plant 2orks established in the year >KKA"KG, is about .G kms. away from holy city of $ashik. This plant has advanced manufacturing facility for manufacturing 3 corrugated roofing sheets, flat boards, compressed boards, and solid wall panels. This plant w as the first unit to manufacture $on"asbestos roofing sheet and @lat boards in 1ndia. /odanur plant 2orks established in the year >KG. is about >- kms. way from south 1ndian industrial tow n of 3oimbatore and is w ell connected by road and rail. This plant commenced production in >KG. with manual corrugation of 3 sheets and other molded goods, and over the years, it gradually transformed itself into a moderni(ed plant, with vacuum corrugation. Today, /2 had two lines for manufacturing 3 corrugated roofing sheets of 3=7 and 3T7 profiles, and non" asbestos roofing (hitech) sheets and *MB accessories. The hitech products are manufactured adapting the H1// technology (high impact polypropylene) with its uni5ue feature of inherent fle'ibility and ensures safety for the roofers.

Awar$s
17O17* K-->F,--17O17* >A-->F,--A &evelopment of Breen =elt Rain 2ater Harvesting 6ffluent Treatment /lant for >--? recycling of process effluents 7ew age Treatment /lant for treatment of 3anteen wastes O &omestics waste 6nergy 3onservation Cermiculture /lant RM7 F 17O17*"K-->F,--6M7"17O17* >A-->

27

S4No
> . , A H G I J K >>>

Name
C 7omani Manish 7anghi $eera% :ohli M 0 Bupta =0 Taparia =havna B &oshi ; 7rinivasa Rao Mohanlal =handari 7andeep Qunnarkar M 0 $arula mitabh &as Mundhra

Designation
3hairman Managing &irector 3ompany 7ecretary Cice 3hairman dditional &irector dditional &irector 6'ecutive &irector " *perations 1ndependent $on"6'ecutive &irector 1ndependent $on"6'ecutive &irector 1ndependent $on"6'ecutive &irector 1ndependent $on"6'ecutive &irector

2", "3"CUTI-"S

28

COM'"TITORS
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30

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31

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R"-I"/ O& #IT"RATUR"


&letcher C0 'erformance appraisal an$ management0

No%em)er ;0 9<<=F /erformance appraisal has widened as a concept and as a set of practices and in the form of performance management has become part of a more strategic approach to integrating HR activities and business policies. s a result of this, the research on the sub%ect has moved beyond the limited confines of measurement issues and accuracy of performance ratings and has begun to focus more of social and motivational aspects of appraisal. This article identifies and discusses a number of themes and trends that together make up the developing research agenda for this field. 1t breaks these down in

32

terms of the nature of appraisal and the conte't in which it operates. The former is considered in terms of contemporary thinking on the content of appraisal (conte'tual performance, goal orientation and self awareness) and the process of appraisal (appraiserLappraisee interaction, and multi"source feedback). The discussion of the conte't of appraisal concentrates on cultural differences and the impact of new technology. (regor H4 Do))ins0 'erformance Appraisal as "ffecti%e or Dea$l Management Disease0 =>><+

Management

!nderstanding person and system sources of work variation is fundamental to performance appraisal. Two divergent perspectives on this issue, the traditional human resource management view and the statistical process control view (&eming, >KJH), are contrasted. Two studies are reported that investigate two specific 5uestions that arise from a broader view of the appraisal process. Results indicate that managers and subordinates believe that typical poor performance has different causes and that actual productivity levels far outweigh person or system sources of performance variance in appraisal %udgments. (regor H4 Do))ins0 A Contingenc Approach to Appraisal Satisfaction0 =>><+ The present study e'plored the moderating effects of organi(ational variables on the appraisal characteristic" appraisal were satisfaction positively relationship. related to nalyses appraisal indicated that the when appraisal characteristics of action plans, fre5uency, and rater training more satisfaction subordinates e'perienced role conflict, were not closely monitored, and supervisors had a large span of control. The results provide substantial support for conceptuali(ing appraisal satisfaction as a contingent function of both appraisal characteristics and organi(ational variables. 1mplications of the findings for the design of appraisal systems, appraisal effectiveness, and future research are discussed. 33

Ta lor Co?0 Differential 'erformance Appraisal Criteria0

=>@A + /erformance appraisal ratings of >,G first"level managers were analy(ed to investigate the degree to which the criteria used to evaluate the overall %ob performance of black managers differs from that used to evaluate white managers. The performance appraisal form included items that measured both the social behavior dimen sion and taskOgoal accomplishment dimension of %ob performance. The appraisal ratings of both groups on each dimension were correlated with measures of overall %ob performance and promot ability. Results indicated that social behavior factors are more highly correlated with the overall %ob performance of black ratees than for white ratees. 1mplications of these results for both black managers and organi(ations are discussed.

Da%i$ A4 /al$man0 're$ictors of "mplo ee 'references for

Multirater an$ (roup:!ase$ 'erformance Appraisal0 =>>B+ This study conceptuali(es and measures user preferences for .H-"degree appraisals and group"level performance management (/M). !sers are defined as either recipients of /M processes or those whose %ob it is to administer the process. spects of individual users, their work design, and current appraisal conte't were used to predict preferences. Two studies were conducted involving data collection in a large 3anadian telecommunications conglomerate and a department of the 3anadian government, respectively. /redictors e'plained significant amounts of variance in user preferences, especially those pertaining to group"level /M. /ractical implications are suggested with regard to collecting and 34

using user preferences. 1n addition, suggestions for future research are offered concerning the need to e'amine a broad range of users in different organi(ational settings and to measure actual system design features and their effectiveness.

Dennis /4 Organ0 A Restatement of the Satisfaction: H pothesis0 =>@@+ This article reviews recent

'erformance

evidence in support of *rgan9s (>KII) argument that satisfaction more generally correlates with organi(ational prosocial or citi(enship"type behaviors than with traditional productivity or in"role performance. n attempt is then made to interpret %ust what it is in satisfaction measures that provides this correlation, leading to the suggestion that fairness cognitions comprise the ma%or factor. 1mplications of this interpretation for theory, research, and management practice are offered.

R"S"RCH M"THODO#O(,
Nee$ of the stu$ +
The study concentrates on the HR affairs of the company. 1t involves the study of performance standards of the employees of 6verest 0td.. This study has been carried out in order to learn the /erformance ppraisal 7ystem of Roofing/vt. 0td8 to know what strategies are being implied and how far they are effective.

35

O)*ecti%es of the stu$ +


To analy(e and apply performance appraisal strategies to improve the performance of the individual employees. To know about the re5uirements of the employees. To know the best performance appraisal strategy of the company. 1mprove the performance of the employees and there by improving the overall performance of the company, by providing suggestions if any. To verify the standard of Roofingwhen compared to other paper industries present in the market.

Scope of stu$ +
1t is a systematic procedure of collecting information in order to analy(e and verify a phenomenon. The collection of information has been done through two ma%or sourcesF >. /rimary &ata. ,. 7econdary &ata.

'rimar

Data+ 1t is the information collected directly without any

reference. 1n this study, it is gathered through interviews with various employees, human resource officers and other concerned people. 7ome of the information were verified and supplemented through personal observation.

36

Secon$ar

Data+ The 7econdary data was collected from already

published sources such as pamphlets, annual reports, various %ournals and internal records. The data collection includesF 3ollection of re5uired data from annual report of Q:. /apers 0td. Reference from te'tbooks and %ournals relating to the paper industry in 1ndia. nnual reports of the company.

'resentation of the stu$ +


Chapter I+ This chapter deals with the history and the global prospective of the /aper industry. 1t also tells us about the other important world markets for paper and the future prospects in these markets. 1t also tells us about the various concepts that are related to performance appraisal strategies. Chapter II+ This chapter deals with the methodology of the study along with the needs, ob%ectives and limitations of the study. This chapter also deals with how the survey was carried out by taking the primary data and the secondary data, that is by carrying out a survey and also taking the findings of other surveys and documents into account. 1t talks about the need and ob%ective of the study that is to find out how the company is faring in regard to its performance. 1t also finds out the limitations that 1 encountered during the period of study.

37

Chapter III+ This chapter deals with the profile of the company. 1t gives a brief history of the company. 1t goes on to talk about the progress and also the innovations and technological progress that the company has e'celled in papers over the years. 1t tells us about the 5uality legacy of the company, in the end it talks about the uni5ue performance appraisal strategy of the company and a few of the products that the company sells. Chapter I-+ This chapter deals with the analysis of the survey that 1 had conducted during the period of my study. The survey tries to find out various aspects like the satisfaction of the employees, performance of the employees, awareness in the organi(ation, performance appraisal strategies used by the company and various other aspects. Chapter -+ This chapter includes the summary of the pro%ect. 1t also includes my findings and suggestions and conclusions during my pro%ect period.

#imitations of the stu$ +


The study is focused on a very general level rather than a full scale detailed report. The study does not get information from an in depth prospective.

38

The study is not necessarily the solution to the problem that e'ists.

There were a lot of breaks and hindrances while the study took place.

The feedback given by recipients is not necessarily right.

DATA ANALYSIS AND INTERPRETATION


C4= Duration for which the respon$ent has )een working in "%erest #t$4

39

This 5uestion was asked to the employees working in 6C6R67T 0T&. to find out the duration for which they have been working in the organi(ation, based upon which we can know if the employees are satisfied with their %ob in the company or not. Ta)le =+ Duration of work perio$ in "-"R"ST #TD4 'articulars -"> yrs >"G yrs G">- yrs >-N yrs Total No4 of respon$ents , .. >G >A< 'ercentage of respon$ents .? GG? ,G? >I? =<<D

Chart =+ Duration of work in "-"R"ST #TD4 4


35 30 25 20 15 10 5 0 0-1 yrs 1-5 yrs 5-10 yrs 10+ yrs no. of respondents

Interpretation+ . percent of the respondents are dealing with Roofing for less than a year. GG percent of the respondents are dealing in Roofing from >"G yrs. ,G percent of the respondents are dealing in Roofing from G">yrs. >I percent of the respondents are dealing in Roofing for over >yrs.

40

C49 "?tent of satisfaction in setting goals7o)*ecti%es in the )eginning of the ear4


This 5uestion was asked to the employees of 6C6R67T 0T&. to find out the e'tent of satisfaction of the employees in setting goalsOob%ectives in the beginning of the year to know if they are being given opportunities to e'press their views.

41

Ta)le 9+ "?tent of satisfaction 'articulars Cery satisfied 7atisfied &issatisfied Total No4 of respon$ents .J >J A A< 'ercentage of respon$ents H.? .-? I? =<<D

Chart 9+ "?tent of satisfaction4

40 30 20 10 0 very satisfied satisfied dissatisfied no. of respondents

Interpretation+ H. percent of the respondents are very satisfied in setting their goals and ob%ectives in the beginning of the year. .- percent of the respondents are satisfied in setting their goals and ob%ectives in the beginning of the year. I percent of the respondents are dissatisfied in setting their goals and ob%ectives in the beginning of the year.

C4E Ratings of the 'A strategies an$ programmes in the compan 4


This 5uestion was asked to the employees of 6verest 0td. to rate the standard of various / in the organi(ation. Ta)le E+ Ratings of 'A strategies4 'articulars No4 of respon$ents 'ercentage of strategies and programmes that take place

42

respon$ents Bood verage =ad Total A, >J A< I-? .-? -? =<<D

Chart E+ Ratings of 'A strategies4


45 40 35 30 25 20 15 10 5 0 Good Average Bad

no. of respondents

Interpretation+ I- percent of the respondents rate the /erformance strategies as good. .percent of the respondents /erformance ppraisal rate the

ppraisal strategies as average. $one of the respondents ppraisal strategies as bad.

rates the /erformance

C4; 'erformance Appraisal strategies are fair an$ o)*ecti%e4


This 5uestion was asked to the employees to know if the performance appraisal strategies are fair and ob%ective to the employees.

43

Ta)le ;+ 'A strategies are fair or not4 'articulars ;es $o 3an9t say Total No4 of respon$ents .A ,H A< 'ercentage of respon$ents JA? >H? -? =<<D

Chart ;+ 'A strategies are fair or not4


35 30 25 20 15 10 5 0 Yes No Can't say no. of respondents

Interpretation+ JA percent of the respondents say that the /erformance that the /erformance ppraisal

strategies are fair and ob%ective. >H percent of the respondents say ppraisal strategies are not fair and ob%ective. $one of the respondents are there who can9t say anything.

C48 It is necessar

to appraise an emplo ee4

This 5uestion was asked to the employees to know how important it is to appraise an employee. Ta)le 8+ Necessit to appraise an emplo ee4

44

'articulars ;es $o Total

No4 of respon$ents HA<

'ercentage of respon$ents >--? -? =<<D

Chart 8+ Necessit
0 50 40 30 20 10 0 Yes No

to appraise an emplo ee4

no. of respondents

Interpretation+ >-- percent of the respondents say that it is necessary to appraise an employee. $one of the respondents says that it is necessary to appraise an employee.

C4A There is clarit emplo ee4

in what is e?pecte$ from the

This 5uestion was asked to the employees to know if they are made clear on what is e'pected of them so that they can work accordingly.

45

Ta)le A+ Clarit in what is e?pecte$ from the emplo ee4 'articulars ;es $o Total No4 of respon$ents HA< 'ercentage of respon$ents >--? -? =<<D

Chart A+ Clarit in what is e?pecte$ from the emplo ee4


0 50 40 30 20 10 0 Yes No no. of respondents

Interpretation+ >-- percent of the respondents say that they are clear with what is e'pected of them. $one of the respondents say that they are not clear with what is e'pected of them.

C4B &ee$)ack is gi%en to the Management Ca$re Staff for the task accomplishe$ ) them4
This 5uestion was asked to the employees to know if they are provided with proper feedback for the task they accomplish, based upon which they can work better in future.

46

Ta)le B+ &ee$)ack is gi%en to MCS4 'articulars ;es $o Total No4 of respon$ents .I ,. A< 'ercentage of respon$ents H,? .J? =<<D

Chart B+ &ee$)ack is gi%en to MCS4


40 35 30 25 20 15 10 5 0 Yes No no. of respondents

Interpretation+ H, percent of the respondents say that the feedback is given to the M37 for the task accomplished by them. .J percent of the respondents say that the feedback is not given to the M37 for the task accomplished by them.

C4@ Suggestions an$ inno%ations are rewar$e$4


This 5uestion was asked to the employees to know if they are motivated by accepting their suggestions and innovations in the form of rewards.

47

Ta)le @+ Suggestions an$ inno%ations are rewar$e$4 'articulars ;es $o Total No4 of respon$ents ,> .K A< 'ercentage of respon$ents .G? HG? =<<D

Chart @+ Suggestions an$ inno%ations are rewar$e$4


40 35 30 25 20 15 10 5 0 Yes No no. of respondents

Interpretation+ .G percent of the respondents say that their suggestions and innovations are rewarded. HG percent of the respondents say that their suggestions and innovations are not rewarded.

C4>

Super%isors

take

interest

in

sharing

an

emplo ee1s personal concern4

48

This 5uestion was asked to the employees to know if the employees9 problems are dealt well by their supervisors so that their morale increases and they are satisfied with their %ob. Ta)le >+ Super%isors share an emplo ee1s personal concern4 'articulars ;es $o Total No4 of respon$ents A. >I A< 'ercentage of respon$ents I,? ,J? =<<D

Chart >+ Super%isors share an emplo ee1s personal concern4


45 40 35 30 25 20 15 10 5 0

no. of respondents

Yes

No

Interpretation+ I, percent of the respondents say that the supervisors take interest in sharing their personal concern. ,J percent of the respondents say that the supervisors do not take interest in sharing their personal concern.

C4=< Annual increments7promotions are )ase$ on performance4


This 5uestion was asked to the employees to know if the annual incrementsOpromotions are based on their performance or not. 49

Ta)le =<+ Increments F promotions )ase$ on performance4 'articulars ;es $o 3an9t say Total No4 of respon$ents AK K , A< 'ercentage of respon$ents J,? >G? .? =<<D

Chart =<+ Increments F promotions )ase$ on performance4


50 40 30 20 10 0 no. of respondents

Yes

No

Can't say

Interpretation+ J, percent of the respondents say that the annual

incrementsOpromotions are based on their performance. >G percent of the respondents say that the annual incrementsOpromotions are not based on their performance. . percent of the respondents can9t say or their answers are inapplicable.

C4==

"?tent

of

satisfaction

in

inter$epartmental

teamwork4

50

This 5uestion was asked to the employees to know the e'tent of satisfaction in interdepartmental teamwork based on which their effectiveness in work can be known. Ta)le ==+ Satisfaction in inter $epartmental team work4 'articulars Cery satisfied 7atisfied &issatisfied Total No4 of respon$ents >I .>. A< 'ercentage of respon$ents ,J? G-? ,,? =<<D

Chart ==+ Satisfaction in inter $epartmental team work4


30 25 20 15 10 5 0 very satisfied satisfied dissatisfied no. of respondents

Interpretation+ ,J percent with of the respondents are very ,, satisfied percent of with the

interdepartmental teamwork. G- percent of the respondents are %ust satisfied interdepartmental teamwork. respondents are dissatisfied with interdepartmental teamwork.

C4=9 "?tent of help of training an$ $e%elopment programmes in impro%ing emplo ees1 performance4

51

This 5uestion was asked to the employees to know how far the training and development programme is helping the employees to learn and work better. Ta)le =9+ 'articulars To great e'tent To some e'tent To very little e'tent Total No4 of respon$ents >. A, G A< Chart =9+
45 40 35 30 25 20 15 10 5 0 great e!tent so"e e!tent very #itt#e e!tent

'ercentage of respon$ents ,,? I-? J? =<<D

no. of respondents

Interpretation+ ,, percent of the respondents say that the training and development programmes help to a great e'tent to improve their performance. Ipercent of the respondents say that the training and development programmes help to some e'tent to improve their performance. J percent of the respondents say that the training and development programmes help to a very little e'tent to improve their performance.

C4=E 'erformance Appraisal S stem is use$ in *o) rotation4

52

This 5uestion was asked to the employees to know the e'tent of use of performance appraisal system in %ob rotation. Ta)le =E+ 'articulars Mostly /artially $il Total No4 of respon$ents I G. A< 'ercentage of respon$ents >,? JJ? -? =<<D

Chart =E+
0 50 40 30 20 10 0 $ost#y %artia##y Ni# no. of respondents

Interpretation+ >, percent of the respondents say that performance appraisal system is mostly used in %ob rotation. JJ percent of the respondents say that performance appraisal system is partially used in %ob rotation. $one of the respondents say that performance appraisal system is not at all used in %ob rotation.

C4=; "?tent of the purpose of performance appraisal s stem )eing fulfille$4

53

This 5uestion was asked to the employees to know how far the performance appraisal system is actually helping them in their work. Ta)le =;+ 'articulars 3ompletely /artially Total No4 of respon$ents .K ,> A< 'ercentage of respon$ents HG? .G? =<<D

Chart =;+
40 35 30 25 20 15 10 5 0 Co"p#ete#y %artia##y

no. of respondents

Interpretation+ HG percent of the respondents say that the purpose of performance appraisal is completely fulfilled. .G percent of the respondents say that the purpose of performance appraisal is partially fulfilled.

C4=8

"%erest

lt$4

alwa s

stri%es

for

continuous

in$i%i$ual impro%ements4
This 5uestion was asked to the employees to know how far they agree with the fact that 6C6R67T 0T&. always strives for continuous individual improvements. 54

Ta)le =8+ 'articulars 7trongly agree gree &isagree 7trongly disagree Total No4 of respon$ents >. .G K . A< Chart =8+
40 30 20 10 0 &trong#y agree Agree 'isagree &trong#y disagree no. of respondents

'ercentage of respon$ents ,,? GJ? >G? G? =<<D

Interpretation+ ,, percent of the respondents strongly agree that 6C6R67T 0T&. always strives for continuous individual improvements. GJ percent of the respondents agree that 6C6R67T 0T&. always strives for continuous individual improvements. >G percent of the respondents disagree that 6C6R67T 0T&. always strives for continuous individual improvements. G percent of the respondents strongly disagree that 6C6R67T 0T&. always strives for continuous individual improvements.

&INDIN(S
>) /resence of a firmly implemented career plan" good sense of growth. ,) High proportion of routine work" during training and immediately after. .) *rgani(ation climate"

55

2ell analy(ed goals are set. Bood and effective performance appraisal strategies applied. ll the strategies are fair and ob%ective. The employees are well aware of what is e'pected of them. /roper feedback is not given to the management cadre staff. 7uggestions and innovations are not rewarded. 7upervisors are patient with the employees9 problems. Bood performance leads to annual increments and promotions. Training and development programs are not very effective and helpful. The purpose of /erformance company is fulfilled. ppraisal 7ystem followed in the

SU(("STIONS
6'tensive of the %ob training. @ree hand in decision making. @ocused %ob responsibility.

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Transparent career planning of all officers. Bive tangible advantages. 6'emplary rewards should be given for uni5ue achievements of the employees. 1nformal were calling as and when they need. Biving chance in decision making. Reward for employee work. /roper interactions with seniors. 6ffective training and development programs should be held. /roper feedback should be given to the management cadre staff at fi'ed time periods. 7uggestions and innovations should be encouraged. /erformance appraisal system should be e'tensively used in %ob rotation. !p gradation of basic 5ualification of all workers to be taken in future based on their performance. 1mprove competency of the workers. The company should concentrate more on individual

development.

CONC#USION
Chapter I+ This chapter gives us insight into the world Human Resource Management in general and talks about all the related topics 57

which effect the Human Resource Management in myriad ways. 1t also gives us proper introduction and definitions of Human Resource Management. This chapter includes the review of literature of performance appraisal. 1t also includes the various articles which are referred for the accomplishment of the pro%ect. Chapter II+ This chapter deals with Methodology of the study and also its needs and ob%ective of the study. 1t deals with how the survey was carried out by taking the primary data and secondary data that is by carrying out survey and also taking the finding of other surveys and document into account. 1t talks about the needs and ob%ective of the study to find out how the company is faring in and around its region and how it can improve its retention strategies. 1t also find out the limitation that 1 encountered during the period of study. Chapter III+ This chapter deals with the /rofile of the company it tells us the history of the company, it goes on to talk about the progress and all innovations and technological progress that the company has made over the years, it also talks about how the company has e'celled in retaining its employees over the years, it tells us about the 5uality legacy of the company, it gives us an insight about the top management of the company, it end it talks about the uni5ue retaining strategies of the company and few of the products that the company sells.

58

Chapter I-+ This 3hapter deals with the analysis of the survey that 1 had conducted during the period of my study. This survey tries to find out how the performance appraisal strategies effects the employees in the organi(ation.

!I!#O(RA'H,
!ooks+

59

&onald 0. :irkpatrick, ,--H, Improving Employee Performance through Appraisal and Coaching. Richard Rudman, ,--., Performance Planning and Revie ! Roger 6. Herman, >KKI, The Process of e"celling, oak Hill press. /. 7ubba Rao, ,--H, Essentials of #uman Resource $anagement and Industrial Relations, Himalaya /ublishing House.

.ournals+
Bitam Qournal of Management. Qournal of *ccupational and 6nvironmental medicine. 1ndian Qournal of 7ocial 2ork. 1ndian Qournal of Human Resource.

/e)sites -isite$+
www.%korg.in www.google.com www.answers.com www.wikipedia.org

CU"STIONNAIR" Cuestionnaire on 'erformance Appraisal for appraisees an$ appraisers (Tick your choice)
60

=6 Since how long ha%e S-"> yrs

ou )een working in "%erest #t$4G SG">- yrs S>-N yrs

S >"G yrs

96 How satisfie$ are the )eginning of the H Cery satisfied H 7atisfied H &issatisfied E6 How are the

ou in setting earG

our goals an$ o)*ecti%es in

'erformance

Appraisal

strategies

an$

programmes in the compan S Bood S verage S =ad ;6 Do S ;es S $o S 3an9t say 86 Is it necessar S ;es S $o A6 Are S ;es S $o B6 Are the Management Ca$re Staff pro%i$e$ with regular performance fee$)ackG 61 ou clear with what is e?pecte$ of ouG to appraise an emplo eeG ou consi$er 'erformance Appraisal strategies fair an$

o)*ecti%eG

S ;es S $o @6 Are S ;es S $o >6 Do S ;es S $o =<6 Are S ;es S $o S 3an9t say ==6 How satisfie$ are ou in inter$epartmental teamworkG S Bood S verage S =ad our annual increments7promotions )ase$ on our our super%isors take interest in sharing our personal our suggestions an$ inno%ations rewar$e$G

concernG

performanceG

=96 To what e?tent $o training an$ $e%elopment programmes help in impro%ing S To great e'tent S To some e'tent S To very little e'tent our performanceG

62

=E6 How far is the 'erformance Appraisal s stem use$ for *o) rotationG S Mostly S /artially S $il =;6 To what e?tent is the purpose of 'erformance Appraisal fulfille$G S 3ompletely S /artially S $il =86 Does "%erest #t$4 alwa s stri%e for continuous in$i%i$ual impro%ementG S 7trongly agree S gree S &isagree S 7trongly disagree

63