Executive Summary: Performance Management System

PERFORMANCE MANAGEMENT SYSTEM
EXECUTIVE SUMMARY
Effective management of people is a key to ensure that the organization makes the best use
of the talent it has at its disposal and the contribution of every employee towards the achievement of
corporate goals and objectives is maximized.
Our approach to performance management is to focus on establishing meaningful

conversations and relationships between manager and employee, thus creating an enabling
environment in which the employee can succeed and fulfill their potential.
Employee performance management system is built around the essential ingredients of

motivation and engagement: trust, meaning, identity, relationship and growth. In addition, people
need Clarity around the contribution that is expected of them, they need to have the capability
necessary to be effective and they need to be given the Opportunity to demonstrate their potential-
only then will truly sustained high performance result could be achieved.
Mahindra and Mahindra groups is a leading industry with a manpower of around 22000
employees. With such a large manpower existing in the company the HR department of such a
company plays a major role. I selected performance management system as my topic as it is the
one of the unique processes practiced in Mahindra and Mahindra groups.
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INTRODUCTION
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AIM OF THE PROJECT:
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OBJECTIVES OF THE PROJECT:
The study has two objectives:
1. Primary objectives:
• Study of performance management system at Mahindra First Choice Services
ltd.
• Conduct survey for understanding overall effectiveness of PMS target setting
process and give recommendations.
1. Secondary objectives:
• Observing Performance Review discussions and their effectiveness in Target
setting process.
• Understanding operational issues at Target setting process and helping
employees through training support.
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LIMITATIONS TO THE PROJECT
• Confidential information:
Few areas where it is found that company is not ready to disclose their policies, that
puts some sort of restriction to my project work.
• Sample size:
Mahindra first choice services ltd .being a very large organization the sample size
adopted was random stratified sampling. So it was not possible to interview each and
every employee.
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Research
Methodology
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RESEARCH METHODOLOGY:
Research as defined by Redman and Mory refers to a “systematized effort to gain new
knowledge”. It is actually a voyage of discovery. Research is an academic and such should be used
in a technical sense. It is thus, an original contribution to the existing reserve of knowledge making
for its achievements. It is aptly the pursuit of truth with the help of study, observation, comparison
and experience. As such the term ‘research’ refers to the systematic method consisting of
formulation of hypothesis, collecting the facts or data, analyzing the facts and reaching conclusions
either in the form of solution towards the concerned problem in certain generalization for some
theoretical formulation.
TYPES OF RESEARCH EMPLOYED:
The research carried out could be cited out as descriptive, qualitative and quantitative.
PRIMARY DATA:
 Observation:
Observing the target setting process discussion and taking active
participation in it.
 Telephone:
Solving of the PMS queries while the process is ongoing or
online and providing required details.
 Questionnaires:
Survey feedback of target setting process through preparation of
questionnaires.
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SECONDARY DATA:
 Intranet:
The secondary data was taken from the intranet site
 Newspapers:
Some of the information regarding the current importance of
PMS was taken from Indian express.
 Periodicals:
Data from the periodicals was used to understand the whole PMS
process specially the mid-term review and final review.
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QUESTIONNAIRE:
1. According to you what is the PMS?

2. Is there any PMS design / delivery process?
3. What is the process flow chart for PMS evaluation?
4. What are the Training & development program undertaken for the non performing
employees?
5. What are the problems faced during the PMS process?
6. Is there any reward in your organization?
7. How is the overall rating done? Do they have any specific margins?
8. What developments has the PMS process undergone in the recent years?
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HUMAN RESOURCE MANAGEMENT
Human resource management is an art for businesses, science for

corporations and a subject for others………..
Human resource management acts as a catalyst for overall development of nation’s

economy. Human resource management is a way of management that links people related activities
to the strategy of a business or organization. Human resource management is often referred to as
strategic HRM.
It has several goals:
 To meet the needs of the business and the management. {Rather than just serve the
interests of the employees}.
 To link human resource strategies or policies to the business goals and objectives.
 To find ways for human resources to “add value” to the business.
 To help a business gain the commitment of its employees to its values, goals and
objectives.
It is an approach to the management of people in an organization. Organizations are made up

of people i.e. employees and function through them. It is the human resource that brings success and
prosperity to a business enterprise. Human resource management is also called as personnel
management, deals with various problems relating to manpower employed. Such problems include
personal planning, recruitment and selection, induction, performance appraisal, employee training
and development, promotions and transfers of employees, compensation payment, career planning
and participative management. The person who looks after personnel functions / problems is called
as personnel / human resource manager.
HRM is relatively a new term what was earlier called as personnel management. This is a
management function which helps managers to plan, recruit, select, train, develop, remunerate and
maintain members for an organization. Human resource management, in the sense of getting things
done through people. It’s an essential part of every manager’s responsibilities, but many
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organizations find it advantageous to establish a specialist division to provide an expert service

dedicated to ensuring that the human resource function is performed efficiently.
“People are our most valuable assets” is a cliché which no member of any senior
management would disagree with. Yet, the reality of many organizations is that their people remain
 under valued
 under trained
 under utilized
 poor motivated, and consequently
 perform well below their true capability.
According to Edwin flippo “ Personnel management is the planning, organizing, directing

and controlling of the procurement, development, compensation, integration, maintenance and
separation of human resources to the end that individual, organizational and social objectives are
accomplished.”
The objectives of HRM are basically drawn from and contribute to the accomplishment of
the organizational objectives. The other objectives of HRM are to meet the needs, aspirations,
values and dignity of individual employees having due concern for the socio-economic problems of
the community and the country.
The objectives of HRM are as follows:
 To create and utilize an able and motivated workforce to accomplish the basic organizational
goals.
 To establish and maintain sound organizational structure and desirable working relationships
among all the members of the organization.
 To secure the integration of individual or groups within the organization by co-ordination of
the individual and group goals with those of the organization.
 To create facilities and opportunities for individual or group development so as to match it
with the growth of the organization.
 To attain an effective utilization of human resources in the achievement of the
organizational goals.
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 To identify and satisfy individual and group needs by providing adequate and equitable
wages, incentives, employee benefits and social security and measures for challenging work,
prestige, recognition, security and status.
 To maintain high employee morale and sound human relations by sustaining and improving
the various conditions and facilities.
 To strengthen and appreciate the human assets continuously by providing training and
development programs.
 To provide fair, acceptable and efficient leadership.
 To provide facilities and conditions of work and creation of favorable work atmosphere for
maintaining stability of employment.
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HRM CHALLENGES FACED BY MANAGERS.
The HR managers of today may find it difficult because of the rapidly changing business
environment and therefore they should update their knowledge and skills by looking at the
organization’s needs and objectives. The HRM challenges are:
 Managing the vision:

Vision of the organization provides the direction to business strategy and helps
managers to evaluate management practices and make decisions. So vision
management becomes the integral part of man management in future.
 Internal environment:
Creating an environment which is responsive to external changes, providing
satisfaction to the employees and sustaining through culture and systems is a
challenging task.
 Changing industrial relations:
Both the workers and the managers have to be managed by the same HRM
philosophy and this is a daunting task for the managers.
 Building organizational capability:
Even in the adverse circumstances the employees have to be made to live in
psychological state of readiness to continuous change.
 Job design and organizational structure:
Instead of depending on foreign concepts we need to focus on understanding
the job, technology and the people involved in carrying out the tasks.
 Managing the large workforce:
Management of the large workforce poses the biggest problem as the workers
are conscious of their rights.
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 Psycho-social environment:
Nowadays employee participation is required not only in performing job but
also in democratizing humanizing the institution.
 Employee satisfaction:
Managers should be aware of techniques to motivate their employees so that
their higher level need can be satisfied.
 Modern technology:
There would be unemployment due to modern technology and this could be
corrected by assessing manpower needs and finding alternate employment.
 Computerized information system:
This is revolutionary in managerial decision making and is having impact on
coordination in the organization.
 Legal environment:
To meet the changes in the legal environment, adjustments have to be made to
the maximum utilization of human resources.
 Managing human relations:
As the workforce comprises of educated and uneducated, managing the
relations will be of great challenge.
In spite of all the problems the HR managers are able to overcome all these problems with
the support of the management and employees. In the current business world managing employees
is becoming a complex task and this can be handled effectively only by our great HR leaders.
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LIMITATIONS OF HUMAN RESOURCE MANAGEMENT.
Human resources management has its own limitations also. Though personnel management
has been in practice for quite some time now, Human resource management is of recent origin.
Some companies already have their personnel management departments while some have taken
initiative to appoint human resource managers to look after their personnel function. What is
actually needed is the fundamental change in attitudes, approaches and the very management
philosophy.
At least some HRD people hold the view that HRM is something very distinct from
personnel management and neglect the importance of personnel management. This is very
dangerous approach. It must be understood that a balanced and integrated approach is necessary.
Actually speaking the philosophy outlook, attitude, and approach to the company own people may
undergo a change not only for top management but other levels of management. Then an integrated
approach to HRM is necessary i.e. it becomes the part of the personnel management, while the
whole personnel function must be viewed through the human resource angle.
HRM philosophy and thrust must come from the top and accepted by people at all levels. But
unfortunately in many organizations top bosses remain passive leaving the HRD functions to be
carried out by the personnel manager waiting for the result to come. If good result emerges the
credit will go to the magnanimity of the boss and all the discredit remains with the personnel
manager. Hence the personnel manager will look at the HRD program with suspicion. This is a very
serious limitation.
Management must not be satisfied with the few training program as it happens in some
organizations now. HRM functions must constantly strive to determine the actual needs and an
aspiration of the companies own people and plans to satisfy them, develop their potentiality and use
them. But unfortunately management’s productivity and profitability approach still remains
undisturbed in many organizations. HRM is of recent origin as it lacks universally approved
academic base.
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Most of the HRD programmers are limited to the classroom training in many organizations.
This is another drawback of HRD. On the job training developmental programmers, career planning
and career counseling are used to develop people. Actually speaking, unless a proper learning
atmosphere is created no training program would be able to produce expected results.
In many organizations adequate information and database may be lacking. This is serious
threat to accuracy of information without HRM practice is difficult. Collection storing and retrieval
of information must therefore be given first priority which many manager neglect.
In many organizations even the personal professionals misunderstand HRM synonymous to

HRD. Some classroom training programmers are generally arranged which are called HRD
programmers. These programmers are understood as Human Resource Management. Such cursory
classrooms are not the actual HRD programmers even a well planned and well executed HRD
program is not Human Resource Management. HRD is only the part of HRM, which is the
integrated approach to management. Human resource management suffers from such limitation.
However, the impact, it has made on the managerial effectiveness has been spectacular where ever it
was introduced. Actually speaking a real need exists in every Indian organization for an HRM
approach.
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Key functions in human resource management:
 Recruitment and selection.

 Training and development. {people and organization}
 Promotions/ transfers.
 Redundancy. {layoff}
 Industrial and employee relations.
 Record keeping of all personal data.
 Compensations, pensions, bonuses etc in liaison with payroll.
 Career development and Competency mapping.
 Confidential advice to internal “customers” in relations to problems at work.
 Time motion study is related to HR function.
 Performance evaluation and management.
 Performance appraisal.
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Performance management can be defined as “The periodic formal evaluation of

employee performance for the purpose of making career decisions”.
Someone somewhere will always be monitoring or evaluating your performance at

something. May be it’s your roommate, classmate, or team member, a friend, lover, spouse, or boss.
Someone is assessing your behavior and appraising your abilities, whether informally or formally.
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Throughout your career, your performance will be monitored and appraised, and your
level of salary, rank, and responsibility will depend on how well you satisfy the established
criteria for job performance. Of course, the performance management of your work is not
new to you. It has been going on since we started school. Our performance has been
appraised through class room examinations, term papers, standardized tests and oral
presentations- all techniques designed to assess the quality of our work. In principle, they are
similar to the techniques used on the job, and the results of these evaluations obviously have
an important bearing on your future.
Although you may not take formal examinations during your years with an
organization, performance management at work are just as important as those in college. Our
pay raises, promotions, and job duties affect not only our income and standard of living but
also our self esteem, emotional security, and general satisfaction with life. In a sense we are
never finished passing tests; once we have been evaluated and hired by a company, our
performance will continue to be assessed.
We should always keep in mind that performance management is as beneficial to us as

to our company. Just as classroom tests show where we stand and where we need
improvement, so the effective performance management program can help us assess our
competence and personal development on the job. Performance management program will
reveal our strengths and weaknesses, thereby enhancing our self confidence in some areas
and motivating us to improve our performance in others.
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PURPOSE OF PERFORMANCE MANAGEMENT
The overall purpose of performance management is to provide an accurate and

objective measure of how well a person is performing the job. On the basis of this
information, decisions will be made about the employee’s future with the organization. In
addition, performance evaluations are often used to validate specific selection techniques.
Thus, there are two broad purposes for conducting performance management programs:
• Administrative, for use with personnel decisions such as pay increases and promotions.
• Research, usually for validating selection instruments.
Let us consider the purposes of performance management in more detail:
• Validation of selection criteria: In

order to establish the validity of employee selection devices, the devices must be correlated
with some measure of job performance. Whether psychologists are concerned with
psychological tests, interviews, application blanks, or some other technique, they cannot
determine the usefulness of these measures until they examine the subsequent performance
of the workers who were selected and hired on the basis of those techniques. Therefore, a
major purpose of performance management is to provide information foe validating
employee selection techniques.
• Training requirements: A
careful evaluation of employee performance can uncover weaknesses or deficiencies in
knowledge, skills, and abilities. Once these are identified, they can be corrected through
additional training. Occasionally, an entire work crew or section is found to be deficient on
some aspect of the work routine. Information of this sort can lead to the redesign of the
training program for new workers and the retraining of current workers to correct the
shortcomings. Performance management can also be used to assess the worth of a training
program by determining whether job performance improved after the training period.
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• Employee improvement:
Performance management programs should provide feedback to employees about their
job competence and their progress within the organization. Psychologists have found that this
kind of information is crucial to maintaining employee morale. Appraisals can also suggest
how employees change certain behaviors or attitudes to improve their work efficiency. This
purpose of performance management program is similar to that of improving training. In this
instance, however a worker’s shortcomings can be altered through self – improvement rather
than through formal retaining. Workers have a right to know what is expected of them – what
they are doing well and how they might improve.
• Pay, Promotions, and other Personnel decisions:

Most people believe they should be rewarded for average or excellent performance.
For example, in your college work, fairness dictates that if your performance on an exam or
term paper is superior to that of others taking the course, you should receive a higher grade.
If everyone received the same grade regardless of academic performance, there would be
little incentive for continued hard work.
In employing organizations, rewards are in the form of salary increases, bonuses,

promotions, and transfers to positions providing greater opportunity for advancement. To
maintain employee initiative and morale, these changes in status cannot depend on a
supervisor’s whim or personal bias; rather, such changes must be based on a systematic
evaluation of employee worth. Performance management programs provide the foundation
for these career decisions and help to identify employees with the potential and talent for
contributing to the company’s growth.
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OPPOSITION TO PERFORMANCE MANAGEMENT SYSTEMS
Not everyone is in favor of formal performance management systems. Many

employees especially those affected most directly by such ratings are less than enthusiastic
about them. The list of critics also includes labor unions and managers.
LABOR UNIONS:
Labor unions require that seniority (length of service) rather than assessment of
employee merit be taken as the basis for promotion. However, length of job experience alone
is no indication of the ability to perform a higher level job. Senior people must be given the
first opportunity for promotion, but they must qualify for that promotion because of their
abilities, not solely because of length of service. Performance evaluations can provide a
reliable basis for decisions.
EMPLOYEES:
Few people like to be tested or evaluated, particularly if they anticipate an unfavorable
rating. Not many people are so confident of their skills that they expect consistently to
receive praise from their superiors. And few of us welcome criticism, no matter how
objective it is or how tactfully it is offered. Because many of us would rather not be assessed
and be told of our weaknesses or deficiencies, we may react with suspicion or hostility to the
idea of performance management.
MANAGERS:
Managers who have had unsatisfactory experiences with inadequate and poorly
designed performance programs may be skeptical about their usefulness. Some managers
dislike playing the role of judge and are unwilling to accept responsibility for making
decisions that affect the future of their subordinates. This tendency can lead managers to
inflate their assessments of the workers’ job performance, giving higher ratings than
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deserved. Also, managers may be uncomfortable providing negative feedback to employees

and may lack the skills to conduct the post appraisal interview properly. Despite these
sources of opposition to performance management it remains a necessary activity in
organizational life.
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PERFORMANCE APPRAISAL TECHNIQUES
Industrial – organizational psychologists have developed a number of techniques to

measure job performance. The specific technique used depends on the type of work being
evaluated. The abilities needed to work satisfactorily on an assembly line differ from those
required on a sales job or a high level administrative position. The performance measures
chosen must reflect the nature and complexity of the job duties. For e.g. repetitive assembly
line work can be assessed more objectively than the daily activities of a bank executive.
Performance measures may be described as either OBJECTIVE or

JUDGEMENTAL. Proficiency on production jobs is more readily appraised by objective
performance and output measures. Assessing competence on non- production, professional,
and managerial jobs, however, requires more judgmental and qualitative measures.
The measurement of performance on production jobs is relatively easy in principle. It

typically involves recording the number of units produced in a given time period. Such
measures of quantity are widely used in industry in part because production records are
readily available. In practice, performance appraisal of production jobs is not so simple,
particularly for non repetitive jobs. Quality of job must also be assessed.
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OBJECTIVE PERFORMANCE APPRAISAL TECHNIQUES:
• OUTPUT MEASURES:
Consider the productivity of two employees doing word processing. One

enters 70 words a minute and the other enters 55 words a minute. If we use quantity as the
sole measure of job performance, we must give the first worker the higher rating. However
when we examine the quality of their work, we find that the first worker averages 20 errors a
minute and the second makes none. We must now adjust the performance evaluations to
reflect the quality of output, and the second worker should receive the higher rating.
Even though we have corrected the output data to compensate for the
different quality of performance, we must also consider the possibility that other factors can
influence or distort performance measure. Perhaps the employee who made so many
keyboard errors works in a vast, open room surrounded by many other employees and a lot
of noisy equipments. The other employee being evaluated may have a private office and
office distractions. Or perhaps one is responsible only for short, routine business letters and
the other transcribes technical reports from the engineering department. It would be unfair to
assign performance ratings without correcting for differences in office environment and level
of difficulty of the job tasks.
Another possible contaminating factor is length of job experience. In

general the longer employees are on a job the greater is their productivity. The performance
appraisals of two otherwise identical workers doing the same job may be expected to differ if
one has 2 years of experience and the other 20 years.
Therefore, many factors have to be recognized in evaluating

performance on production jobs. The more of these influences that must be taken in to
account, the less objective is the final appraisal. The impact of these extraneous factors
requires raters to make personal judgments. Thus, even with production jobs in which a
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tangible product can be counted, performance appraisal may not always be completely
objective. In repetitive jobs, such as assembly – line work, subjective judgments may have
less impact on the final appraisal. In these instances, a straight forward record of quantity and
quality of output may suffice as a measure of job performance.
• COMPUTERIZED PERFORMANCE MONITORING
Computers are a part of the work environment for millions of people

the world over, largely in word processing, data entry, insurance, and customer service jobs.
Many organizations have programmed their computers to monitor employees on the job
activities. Every time a worker produces a unit of work such as a keystroke, it is
automatically counted and stored, providing an objective measure of job performance.
Computers can record the number of keystrokes per unit of time, the incidence of errors, the
pace of work over the course of a shift, and the number and length of work breaks or rest
pauses. Man workers who use computer terminals are subject to this continuous monitoring
and evaluating of their job performance by the so called electronic supervisor, the machine
that is always watching. It detects and remembers everything.
Computers are also being used to assess workers in telecommunication

jobs, such as airline and hotel reservation agents. An airline based in San Diego, California,
monitors its reservations agents throughout the work period, timing their calls and comparing
their performance with company standards for the number of seconds spent on each inquiry
and the number of minutes allotted for rest breaks. Employees who exceed the standards
receive demerits and unfavorable ratings.
ATTITUDES TOWARD COMPUTERIZED MONITORING
How would you like to have every moment of your behavior throughout the workday
monitored and recorded? Would it bother you? It may surprise you to learn that a lot of
employees, perhaps the majority, are not bothered by electronic performance monitoring.
Some of them like it and prefer it to other forms of performance appraisals. Psychologists
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have found that a person’s reaction to electronic monitoring depends on how the data
compiled on their job performance are ultimately applied. When the information is used to
help employees develop and refine job skills, most workers report a favorable attitude toward
computerized monitoring.
Many employees like this high tech performance appraisal technique because it
ensures that their work will be evaluated objectively, not on the basis of how much their
supervisor may like or dislike them. Also, employees believe that such objective measures
can provide support for their requests for pay raises or promotions.
STRESS AND COMPUTERIZED MONITORING
Having noted that many employees like computerized performance monitoring, it may
seem contradictory to report that they also find it stressful, or so they claim in surveys asking
whether the technique causes stress. Keep in mind, in trying to reconcile these disparate
findings, that research results may not be contradictory after all. It is quite conceivable that
many employees prefer computerized monitoring over other, more subjective, forms of
appraisal, yet still found it stressful. Indeed, it would be surprising if some workers did not
claim that all forms of appraisal are stressful to some degree.
The monitoring of an individual’s job performance is far more stressful for that
employee than is monitoring the performance of the work group as a whole. In the latter
case, each workers performance is combined with that of other group members. Also, both
field studies and laboratory studies show that people who work as part of a cohesive group,
even when the group members are monitored individually. The social support provided by
the other members of a close- knit work group helps to reduce the stress.
The knowledge of continuous monitoring, of knowing that every action one takes or
fails to take is being recorded, can lead workers to focus more on the quantity of their output
than the quality. Thus the stress of computerized monitoring may result in a reduction of
work quality, which has a negative effect on overall job performance and satisfaction.
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As with many innovations in the workplace, computerized performance monitoring

has both advantages and disadvantages. As advantages, the technique provides immediate
and objective feedback, reduces rater bias in performance evaluations, helps identify training
needs facilitates goal setting, and may contribute to increases in productivity. However
computerized performance monitoring also invades workers privacy, may increase stress and
reduce job satisfactions and may lead workers to focus on quantity of output at the expense
of quality.
• JOB RELATED PERSONAL DATA
Another objective approach to performance appraisal involves the use of

personal data, such as absenteeism, earnings history, accidents, and advancement rate. It is
usually easier to compile job related personal information from the files in the human
resources office than it is to measure and assess production on the job. I – O psychologists
have found that personal data may provide little information about an individual worker’s
ability on the job, but these data can be used to distinguish good from poor employees. The
emphasis here is on the distinction between workers and employees.
Highly skilled and experienced machine operators who are to prone to

excessive absenteeism and tardiness may be outstanding workers when they are actually on
the job. They may be considered poor employees, however, because the company cannot rely
on them to show up regularly and contribute the efficiency of the organization. Job – related
personal data are useful in assessing the relative worth of employees to an organization, but
they are not a substitute for measures of job performance.
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JUDGMENTAL (SUBJECTIVE) PERFORMANCE APPRAISAL TECHNIQUES
Jobs on which employees do not a produce a countable product – or one that makes
sense to count are more difficult to assess. How would you evaluate the performance of fire
fighters? Count the number of fires they put out in a day? How would you appraise brain
surgeons? By the number of brains they operate in each week? For business executives, tally
the number of decisions they make each month?
And what about football players? Their jobs also differ in complexity from ordinary
jobs as psychologists demonstrated in a study of 106 NFL players. Quarterbacks, for
example, must quickly process information and make decisions for themselves and their
teammates on every play. Wide receivers on the team have a less complex job. They engage
in very little information processing as they carry out the specific assignments given to them
for each play. The study showed that worker performance in complex jobs is more strongly
influenced by environmental factors, including the actions of other people, over which they
have little control. This means that it is much more difficult to evaluate this performance as
objectively as performance in less complex jobs.
In such situations, I-O psychologists must find some way to assess the merit of the
persons work, not counting by or keeping a precise record of output but by observing work
behavior over a period of time and rendering a judgment about its quality. To determine how
effective or ineffective an employee is, the assessors must ask people who are familiar with
the person and the work, usually a supervisor; but sometimes they must also colleagues, sub-
ordinates, and even the employee being evaluated.
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• Written narratives: Although

some organization use written narratives, which are brief essays describing employee
performance, to appraise performance, most apply numerical rating procedures. Although
both narrative and rating approaches are subjective, the narrative technique is more prone to
personal bias. An essay written by a supervisor can be ambiguous or misleading when
describing an employee’s job performance. Sometimes misstatements are inadvertent, but
sometimes they are deliberate to avoid giving a negative appraisal.
In an attempt to reduce ambiguity and personal
bias, various merit rating techniques have been developed to provide greater objectivity for
judgmental performance appraisals.
• Merit rating techniques: In

many everyday situations we make judgments about the people with whom we come in
contact. We assess them in terms of their appearance, intelligence, personality, sense of
humor or athletic skills. On the basis of these informal judgments we may decide whether to
like or dislike them, hire them, become friends with them or marry them. Errors in judgments
occur because the process is subjective and unstandardized. We do not always judge people
on the basis of meaningful or relevant criteria.
The process of judgment in merit rating technique is considerably
more formalized and specific because job related criteria are established to serve standards
for comparison. Opportunity still exists for raters to impose personal prejudices on the
process, but that is not the fault of the method. Merit rating is designed to yield an objective
evaluation of work performance compared with established standards.
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➢ Rating technique:
Performance rating scales are the most frequently used merit rating
technique. The supervisor’s task is to specify how or to what degree the work
possesses each of the relevant job characteristics. To rate work quality based on
observations of the worker‘s performance. The supervisor expresses a judgment on
a rating scale. Some companies rate employees on specific job duties and on
broader factors such as co – operation, supervisory skills, time
Management, communication skills, judgment and initiative, and attendance. In
addition, many organizations compare current performance with their past
evaluations, asking supervisors to indicate whether employees have improved,
worsened, or shown no change since the last appraisal.
Rating scale
1 2 3 4 5
{Poor} {Average} {Excellent}

Supervisors may also be asked to note any particular strength and to explain
extenuating circumstances that might have affected a workers performance. Some
companies allow employees to add their own written comments to the evaluation
form. Ratings are a popular way of evaluating performance for two reasons: a}
they are relatively easy to construct. b }they attempt to reduce personal bias.
However it is difficult to eliminate totally the influence of personal bias
against the person being rated; it is still possible for a rater to make an unduly
harsh evaluation or an undeserved positive one.
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➢ Ranking technique:
In the ranking technique, supervisors list their workers in order from
highest to lowest or best to worst on specific characteristics and abilities and on
overall job proficiency. You can see that there is a a major conceptual difference
between rating and ranking. In ranking each employee is compared with all others
in the work group or department. In rating, each employee is compared with his or
her past performance or with a company standard. Thus ranking is not as direct a
measure of job performance as is rating.
An advantage of the ranking technique is its simplicity. No elaborate
forms or complicated instructions are required. Ranking can be accomplished
quickly and the technique is usually accepted by supervisors as a routine task.
Supervisors are not being asked to judge workers on factors such as initiative or
cooperation, qualities they may not be competent to assess. Ranking has its
limitations, however, when there are a large number of employees to appraise.
Supervisors would have to know all the workers on their shifts quite well to make
comparative judgments of their efficiency.
With a work group of 50 or 100 subordinates, it becomes difficult and
tedious to rank them in order of ability or merit. Another limitation is that because
of its simplicity, ranking less evaluative data that does rating. Worker strength and
weaknesses cannot be readily determined by ranking, and there is little feedback or
information to provide to workers about how well they are doing or how they
might improve their task performance. The ranking technique for performance
appraisal also makes s it difficult for supervisors to indicate similarities among
workers. It is usually applied only when a small number of workers are involved
and when little information is desired beyond an indication of their relative
standing.
Page33
➢ Paired comparison technique:

The paired comparison technique requires that each worker be compared
with every other worker in the work team. It is similar to ranking, and the result is
a rank ordering of workers, but the comparative judgments are more systematic
and controlled. Comparisons are made between two people at a time, and a
judgment is made about which of the pair is superior.
An advantage of paired comparison approach over the ranking technique
is that the judgmental process is simpler. The supervisor has to consider only one
pair of workers at a time. Another advantage is that it is possible to give the same
rank to those of equal ability. A disadvantage leads in the large number of
comparisons that are required when dealing with many employees.
➢ Forced distribution technique:

The forced distribution technique is useful with somewhat larger groups.
Supervisors rate their employees in fixed proportions, according to the
predetermined distribution of ratings. The standard distribution is as follows:
✔ Superior 10%
✔ Better than average 20%
✔ Average 40%
✔ Below average 20%
✔ Poor 10%
A disadvantage of the forced distribution technique is that it compels a

supervisor to give predetermined rating categories that might not fairly represent
that particular group of workers.
All workers in a group may be better than average or supervisor in job
performance, and all deserve good rating. However the forced distribution
Page34
technique dictates that only 30% can be rated as above average.
➢ Forced choice technique:

In the forced choice technique, raters are presented with groups of
descriptive statements and are asked to select the phrase in each group that best
describes an employee or is least applicable to that employee. The phrases within
each group are designed to appear equally positive or equally negative. The forced
choice technique prevents raters from knowing how favorable or unfavorable the
ratings they are giving their employees are.
When I – O psychologists develop statements for forced choice rating
scales, they correlate each item with a measure of job success. Although the
statements in each pair may appear to be favorable or unfavorable, they have been
found to discriminate between more efficient and less efficient workers.
Although the forced choice technique limits the effect of personal bias
and controls for deliberate distortion, it has several disadvantages and is unpopular
with raters. Considerable research is necessary to determine the predictive validity
for each item. Thus, the technique is more costly to develop other methods of
merit ratings. The instructions can be difficult to understand, and the task of
choosing between similar alternatives in a large number of pairs is tedious.
➢ Behaviorally anchored rating scale:

Behaviorally anchored rating scale attempts to evaluate job performance
in terms of specific behaviors that are important to success or failure on the job
rather than in terms of general attitudes or factors such as communication skills,
cooperation, or common sense. The usual way to develop behavioral criteria is
through the critical incidents technique.
BARS items can be scored objectively by indicating whether the
employee displays that behavior or by selecting on a scale the degree to which the
employee displays that behavior. Much of the success of the BARS approach
depends on the observational skill of the supervisor in identifying behaviors that
are truly critical to successful or unsuccessful performance on the job. If the list of
Page35
critical incidents is inadequate, any performance appraisal based on these

behaviors may be misleading.
One advantage of BARS is that they meet federal fair employment

guidelines. The criteria on which workers are assessed are job related because
they derive from actual job behaviors.
➢ Management by objectives {MBO}:

MBO involves a mutual agreement between employees and managers
on goals to be achieved in a given time period. Instead of focusing on abilities or
traits as in merit rating, or on job behaviors as in BARS, MBO focuses on results
on how well employees accomplish specified goals.
MBO consists of two phases: goal setting and performance review. In
goal setting employees meet individually with supervisors to determine the goals
for which they will strive in the time before the next appraisal, usually 1 year, and
to discuss ways of reaching those goals. The goals must be realistic, specific and
as objective as possible. In performance review, employees and supervisors
discuss the extent to which the goals were met.
This is a mutual process involving both the parties. The performance

appraisal is based on job results, not on characteristics such as initiative or
general skills. MBO is not useful for jobs that cannot be quantified. The MBO
technique satisfies fair employment guidelines and has been found to be
effective in increasing employee motivation and productivity.
Page36
PERFORMANCE APPRAISAL METHODS FOR MANAGERS
The performance appraisal of managerial personnel presents problems not

faced in the assessment of other employees. Merit rating techniques are often used to
evaluate low and middle level managerial personnel, but additional appraisal methods
are required. Senior executives are rarely evaluated. Interviews with top executives
have shown that at higher levels of management, performance reviews are less
systematic and informative.
Evaluation techniques:
➢ Assessment centres:
Assessments centres are a popular method of managerial performance
appraisal. Managers participate in simulated job tasks such as management games,
group problem solving, leaderless group discussions, in – basket tests, and
interviews. Recall that assessment centers do not assess actual job behavior but,
rather, a variety of activities that are like those encountered on the job.
Assessments center evaluations appear to have high validity when used for
performance appraisal purposes.
➢ Evaluation by Superiors:
The most frequently used technique for the performance appraisal of managers
is assessments by their superiors in the organization. Standard rating sheets are
rarely used. Typically the rater writes a brief descriptive essay about the person’s
job performance. An evaluation by an immediate superior is often supplemented
by the judgments of the executives at the higher levels.
➢ Evaluation by colleagues:
It is a technique for having managers or executives at the same level assess one
another in terms of their general ability to perform the jobs and their specific traits
and behaviors. Although ratings given by peers and colleagues tend to be higher
than ratings assigned by superiors, research shows a positive co – relation between
Page37
high peer ratings and subsequent promotion. Attitudes towards peer rating among
managers are generally positive.
➢ Self evaluation:
Another approach to managerial performance appraisal is to ask people to
assess their own abilities and job performance. One technique is similar to
management by objectives (MBO). Managers and their superiors meet to establish
goals for managerial performance – not specific production targets but personal
skills to be developed or deficiencies to be corrected. After a time, the mangers
meet again with their superiors to discuss their progress.
Self – ratings tend to be higher than evaluations by superiors and to greater
leniency. Self ratings focus more on interpersonal skills, whereas ratings by
superiors emphasize initiative and specific job skills.
➢ Evaluation by subordinates:
Another approach to performance appraisal of managers involves evaluation by
subordinates. The technique, sometimes described as upward feedback, is similar
to having students evaluate their classroom instructors.
In a research conducted over a 5 yr period, psychologists found that managers
who received poor to moderate ratings from subordinates at the beginning of the
period showed far more improvement in subsequent ratings than managers who
received higher initial ratings. Managers who met with subordinates to discuss
their ratings improved more than managers who did not meet with subordinates.
➢ 360 – Degree feedback:
Another approach to managerial performance appraisal involves combining
evaluations from several sources into an overall appraisal. Any number of
individual ratings can be so combined, but the ultimate multisource approach is
called 360 degree feedback. It combines the full circle of ratings from all sources –
superiors, subordinates, peers, self, and evaluations by the organization’s
customers or clients who have dealings with the person being rated.
Multisource feedback may also reduce many forms of bias. Also if ratings
show a high level of agreement, a manager may be more willing to accept criticism
because it comes from sources other than the immediate supervisor.
Page38
WAYS TO IMPROVE PERFORMANCE APPRAISALS:
The fact that performance appraisals can be easily biased is no reason to abandon hope of
achieving more objective evaluations. We have noted steps that can be taken to reduce some sources
of error. Providing training and feedback to raters, and allowing subordinates to participate, can also
decrease errors, and increase accuracy, and promote satisfaction with the evaluation process.
➢ TRAINING:
Training the persons who conduct performance appraisals involves two
elements: 1) creating an awareness that abilities and skills are usually distributed in
accordance with the normal curve, that is acceptable to find broad differences within a
group of workers. 2) Developing the ability to define objective criteria for worker
behaviors – the standards or average performance levels against which workers can be
compared.
I – O psychology research supports the idea that rater training can reduce errors
in performance appraisals, particularly leniency and halo errors. The more active rates
are involved in the training process, the greater the positive effects. Having raters
participate in group discussions and in practice sessions about providing feedback to
subordinates generally produces greater results than having raters attend lectures
about the rating process.
➢ PROVIDING FEEDBACK TO RATERS:
Providing feedback to raters can also improve performance appraisals. In a
classic study, marketing managers in a large high – Tech Company received
feedback from trained raters about the evaluations those managers had given
their subordinates. The feedback included information about how each
manager ratings differed from the ratings given by other managers. When these
marketing managers evaluated their subordinates a year later, they assigned
lower ratings than did a control group of marketing managers who had received
no feedback about their earlier ratings. More than 90% of the managers in the
experimental group said that the feedback had influenced their second set of
Page39
ratings. The researchers concluded that the feedback had reduced the leniency
error.
➢ SUBORDINATE PARTICIPATION:
Allowing employees to participate in the evaluation of their own hob
performance has been shown to lead to improvements in the appraisal process.
Allowing employees to have a say in how their job performance is assessed
significantly increases satisfaction with and acceptance of the organizations
performance appraisal system. Employee participation also leads to a heightened
belief in the fairness and the usefulness of the appraisal process and to an increase in
motivation to improve job performance.
Page40
OBJECTIVES OF PERFORMANCE MANAGEMENT SYSTEM
 To establish and agree upon individual goals aligned to organizational goals.
 To provide opportunity for two-way communication between superior and subordinate for
the period of appraisal.
 To review performance and leader attributes established expectations
 To provide feedback for personal effectiveness and self improvement through career
discussion.
 To identify areas which require improvement.
 To recommend and provide development opportunities within present job.
 To identify employees with potential for higher levels of job responsibility with supportive
development opportunities.
 To serve as an instrument for an objective reward and development system.
 To provide data for organizational development processes, this will evolve and sustain a
productive and challenging work culture.
 To improve managerial performance and business performance by instilling accountability.
Page41
 To identify non-performers so that they can be improved
INDUSTRY
PROFILE.
Page42
AUTOMOBILE INDUSTRY IN INDIA:
• The automotive industry is the industry involved in the design, development,

manufacture, marketing, and sale of motor vehicles. In 2008, more than 75
million motor vehicles, including cars and commercial vehicles were produced
worldwide.
• India is the second – biggest market for cars after Japan. It accounts for 60% of
the domestic market.
• Mahindra motors ltd:
Mahindra motors are India’s largest automobile company. It is the
largest utility vehicle and light commercial vehicle, including three wheeler
vehicles manufacturer in India. It is the market leader in utility vehicles in
India since inception, and currently accounts for about half of India’s market
for utility vehicles. The group exports its products to several countries in
Europe, Africa, South America, South Asia and Middle East.
OVERVEW OF THE INDIAN AUTOMOTIVE INDUSTRY:
The Indian automotive industry includes dominant players like Mahindra and
Mahindra, Tata Motors, Maruti Udyog. It is a fast growing industry in terms of size and
future aspects.
• The automobile industry’s contribution to the India’s current GDP is ~5% and is
expected to be ~10% by 2016.
• Currently it provides employment to ~10 million people in the country and this is
expected to rise to 25 million by 2016.
• Mahindra is a dominant player in the automobile industry in India, with a 28% market
share.
Page43
COMPANY
PROFILE.
Page44
MAHINDRA & MAHINDRA
Page45
Page46
INTRODUCTION
The US $ 6.7 billion Mahindra group is among the top 10 industrial houses in India. With
about 62 years of manufacturing experience, the Mahindra group has built a strong base in the
business world. The Mahindra group has ambitious global aspirations and has a presence on five
continents. Mahindra and Mahindra LTD was incorporated on October 2, 1945 as a private limited
company Mahindra and Mohammed by two brothers. Mr. J.C Mahindra and Mr. K.C Mahindra
along with Ghulam Mohammed. It was converted in to a public limited company on June 5, 1955.
Mahindra and Mahindra one of the largest private sector company in India is the flagship company
of the Mahindra Group.
Page47
VALUES:
“We don’t have a group – wide statement. Our core purpose is what makes all of us want to
get up and come to work in the morning.” Our core values are influenced by our past, tempered by
our present, and will shape our future. They are an amalgam of what we have been, what we are,
and what we want to be.
 Good Corporate Citizenship:

As in the past we will continue to seek long term success, which is in alignment with
our country’s needs. We will do this without comprising ethical business standards.
 Professionalism:
We have always sought the best people for the job and give them the freedom and the
opportunity to grow. We will continue to do so. We will support innovation and well
reasoned risk taking, but will demand performance.
 Customer First:
We exist and prosper only because of the customer. We will respond to the changing
needs and expectations of our customers speedily, courteously and effectively.
 Quality Focus:
Quality is the key to delivering value for money to our customers. We will make a
driving value in our work, in our products, in our interactions with others. We will do it
“First Time Right”.
 Dignity of the individual:
We will value individual dignity, uphold the right to express disagreement and respect
the time and efforts of others. Through our actions. We will nurture fairness, truth and
transparency.
These values are the compass that will guide our actions, both personal and corporate.
BOARD OF DIRECTORS:
The board of directors of the company has, as its members, eminent persons from
Industry, Investment, Finance and other branches of business, who bring diverse experience and
expertise to the board.
Page48
Mr. Keshub Mahindra Chairman
Mr. Anand G Mahindra Vice Chairman and Managing director.
CORE BUSINESS AREAS:
 Automotive sectors.
 Two – wheelers.
 Farm equipments.
 After – market.
 Financial services.
 Mahindra partners division.
 Information technology.
 Infrastructure development.
 Systech sector.
 Speciality business.
Page49
THE AFTER MARKET SECTOR:
The business units in the aftermarket sector include:
➢ Mahindra Spare business

➢ Mahindra first choice ltd. { purchase and sale of pre – owned cars}
➢ Mahindra first choice services ltd. {multi – brand service chain}
Mahindra first choice services ltd. {multi brand service chain}
Mahindra First Choice Services Ltd. operates as a used car retailer. It offers cars
through its outlets and a superstore. The company was founded in 2008 and is based in
Mumbai, India. It operates a superstore in Goregaon, India. Mahindra First Choice Services
Ltd. operates as a subsidiary of Mahindra and Mahindra ltd.
Key Developments for Mahindra First Choice Services ltd.
Mahindra First Choice Services limited to increase service outlets to 450 in the next
four years.
12.08.2010
Mahindra First Choice Services limited plans to ramp up its service outlets to 450 – India
from the present nine in the next four years. At present the company has nine outlets in four
cities in the country. The company plans to ramp it up to 450 outlets in the next 450 years.
The outlets will come up on company owned franchise basis. The first franchised outlet has
come up in Hyderabad
Mahindra First Choice plans IPO in next three years
26.05.2010
Mahindra First Choice Services ltd. stated that it is launching an initial public offering {IPO}
In the next three years. M & M ltd. president for HR, after market and corporate services and
member of the group executive board, Rajeev Dubey stated that the company has its sight on
Page50
the IPO option for the Indian market and is likely to hit the capital markets in the next 2 to 3
years.
AWARDS AND RECOGNITIONS
 The Mahindra group was honored with nine communication awards at the 48th annual
Association of Business Communicators of India. {ABCI} awards night in Mumbai on
Friday, 7th November 2008. These are among the most prestigious communication awards in
India.
 Mr. Anand Mahindra received the CEO of the year award at the Asia Pacific HRM congress
held at Land’s End Bandra, Mumbai on February 13, 2008. Mr. Mahindra was felicitated for
his “Outstanding and unparalleled contribution for providing strong, efficient, ethical and
visionary leadership”.
 On January 19, Mr. Anand Mahindra, Vice Chairman and Managing Director of Mahindra
and Mahindra, was honored with Business India’s Businessman of the year 2007.
Mahindra has also won awards in the following categories:
 External Magazine. {HELLO}

 Indian Language Publications. {INGENIOUS}
 Newsletter Design. {Mahindra Newsletter}
 Brochure Design. {Systech Brochure design}
 Photo Features. {Refresh}
 Social Responsibility Communication. {Lifeline Express}
 E – zine.{Mahindra Spectrum}
 Web Communication. {Monsoon Special On Intranet & One Mahindra}
 Corporate Website. {Nanhi Kali}.
Page51
PMS PROCESS
AT
MAHINDRA
FIRST CHOICE
Page52
SERVICES.
PERFORMANCE MANAGEMENT PROCESS AT MAHINDRA FIRST CHOICE

SERVICES:
Page53
Page54
STAGES OF PMS
Performance Management Process at Mahindra first choice services consists of four key stages:
➢ Performance Planning and Charting Development Plan

➢ Mid-Term Review and Corrections
➢ Annual Review, Rating and Feedback
➢ Normalization and Rewards
Performance planning & Charting Development Plan (A)
Normalization and Rewards Mid-term Review & Correction

( D) (B)
Set
Objectives
Annual Review , Rating & Feedback.

( C)
Page55
A: Performance Planning and Charted Development Plan
Target setting and facilitate development plan.
Define expectations, what an individual has to achieve in the form of the objectives how
performance will be measured and the capabilities needed to deliver the required result. Proper
development plan are made to set the target.
Target setting is done through MPA (Major Performance Areas). Following are the major
parts of the MPA form.
I. Results: KRA
II. CFT
III.NPI
IV. Development Plan
Through this form Appraisee and the Appraiser set the Targets and prepare the development plan,
through mutual consultation. It is a document, which all three parties, the Appraisee, the Appraiser
as well as reviewer need to agree on.
Page56
I. RESULTS: KEY RESULT AREAS (KRA):
KEY RESULT AREAS, (KRA’s) are the critical functions that are distinct characteristic of
a job or role.
Individual target are based on the current assignments. The result expected of the individual are
linked not only to the specific parameters of the jobs, but are also aligned to business and corporate
target by using balanced score card.
Departmental plan, which is developed through Balance Score Card, is cascaded down to arrive at
individual plans where the employee and the immediate superior jointly determine, the major
performance areas and targets for achievement.
Following are the major element of the KRA based on which performance evaluation takes place.
KEY RESULT AREAS (ACTIVITY)
This defines the scope of the activity that is going to be performed by the employee. This is
similar to the objective, which gets defined through balanced scorecard.
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REF OF Balance Score Card
The activity maintained above is expected to have linkage with the higher –level balanced
scorecard so as to align the outcome of the activity to organization achievement.
WEIGHTAGE%
Weight age indicates the time in terms of % that is required to perform the task or activity.
This out of 100% of total time that is available to the employee.
Difficulty Level
Page58
Degree of Difficulty of every target is based on achievability of Target and Resource

Optimization. Every division needs to set difficulty levels for the different jobs carried out.
Degree of Difficulty
Achievability Resource optimization
Skill & effort required

Level of Interdependency Resource Constraints
Uncontrollable Factors
Rating for degree of difficulty
Simpl Eas Moderat Difficul Very Exceptiona

e y e t difficult l
0 -0.5 0.6 - 1.0 1.1 – 1.5 1.6 - 2.0 2.1 – 2.5 2.6 - 3.0
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Measuring Index
Every activity needs to be assessed based on its deliverables, which are measurable.
Measuring index define the key performance measure (for example-cost reduction achieved –
Rs .crores-is a measuring index)
Page60
Target Performance
This is target given achievement of the activity with respect to key performance
measure. In above case target performance could be RS. In crores
Page61
II. Cross - Functional Teams (CFT) :
CFT’s working on the achievement of the strategic objective of the organization is

enrolled in the system. These CFT’s are based on the following criterions and approved by the Plant
head/ Executive Director.
• The Team members must hail from more than one function.
• The CFT should have a strategic intent.
• It should be operational for more than 7 months.
• The team leader should be a very senior officer {to ensure credibility of the
appraisal process}.
I. NPI:
Page62
The teams which are working on introduction of new vehicle/ variants are
called NPI teams. These comprise of members from different functional areas
like, NPI, ERC, Manufacturing, ADD, SQIG, Auto Matl, QA etc.
The employees working in CFT’s / NPI’s need to fill up the Key result areas
for the CFT activity consultation with CFT Head.
II. DEVELOPMENT PLANS:
The development plan sheet is to be filled in by the appraisee in consultation with the
appraiser depending upon the Developmental needs in the present and any future
assignments the appraisee is required to take up.
1. Development needed in Present Assignment:

Training needed in order to fulfill the KRA’s or targets.
2. Development needed for the next higher responsibility level:

Training needed in order to take up the next higher responsibility level. The list
is enclosed for reference (Unit specific).
3. Areas in which the appraisee has potential:

Cross functional assignments or teams or Rotations that would be suitable for
the candidate. Strengths, which make the appraisee suitable for these
assignments.
4. Development needed for the new assignment:

Development is needed for the Rotation.
Page63
The Development Plan helps in deriving:
 Training needs:
Development Plans help in identifying the Training

Needs of individuals and provides them for achieving their targets.
 Career Planning :
By providing exposure to the candidates through Special assignments,
their career planning can be done. Assignments helps a lot create new ideas
that in turn help them to groom their overall personality.
 Job Rotation:
The appraiser and the appraisee have to decide and indicate the job
changes contemplated for the appraiser and the specific developmental needs
that would be fulfilled by such changes and mention them in the column
provided in the form.
 Succession Planning:
The Development Plan helps in deriving the Succession Plans for the
individuals and thus helps in grooming them for the future.
 Suitability for Cross functional teams/ Cross location teams:

The appraiser and the appraisee have to decide and indicate the Cross
functional/ location teams that are contemplated for the appraisee and the
specific developmental needs that would be fulfilled by such changes and
mention them in the column provided in the form.
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B: MID TERM REVIEW AND CORRECTION TO KRA’s:
This is formal evaluation stage when a review of performance over a period takes
place. This stage covers achievements, progress and problems as the basis for a revised
performance agreement and personal development plan. It also leads to performance rating.
While doing these processes, there is the creation of new ideas in terms of taking additional
responsibility which at times is not beneficial to the employee but to the company as well.
Mid -term review enables mainly following:
• Review of mid- term achievements and achievement percentage.

• Review and refinement of targets.
• Addition of new assignments including NPI/ CFT participation.
• Review of development plan etc.
Mid-term review is done between appraisee, appraiser {including CFT/ NPI Head if
applicable} and reviewer, formally agreed and approved by all of them.
Page65
C: ANNUAL REVIEW, RATING AND FEEDBACK:
Review of the employee performance is taken in order to check end analyze the
appraisee’s performance in the given period. The potential of the employee is assessed from the
review and feedback is given to them on their performance.
 Appraisee updates annual achievements and percentage achievements and

forwards the key result areas to appraiser through system.
 If the appraisee is CFT/NPI member, then the key result areas go to the
CFT/NPI head first and once it is reviewed and appraised by him with merit
rating, only then it becomes available to prime appraiser and reviewer.
 The appraiser including CFT heads and reviewer must ensure that all
appraisee’s under him are appraised and the appraisal forms are forwarded to
the HR department through on-line system as per the target date.
 Appraiser / Reviewer should plan for the performance review discussions

with appraisee and record the same.
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OVERALL PERFORMANCE REVIEW AND RATING:
[Based on performance plans / key result areas] This is directly derived from the
RESULTS section in A i.e. the key result areas. Following guideline is referred while
evaluating the performance level of the appraisee and the proposed merit rating.
PERFORMANCE RATING MATRIX
DIFFICULTY OF TARGETS
RESULTS ACHIEVED
HIGH MEDIUM LOW
[ 2.5 - 3.0] [1.1 – 2.4] [ 0 – 1]
Targets substantially
surpassed.
A B+ B
>110%
Targets achieved
90 – 110% B+ B C+
Targets not fully achieved
75 – 90% B C+ C
Targets not achieved
< 60% C D D
60 – 75%
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This starts by reviewing at goals that were set for the past year, and other key events that shaped up
this year’s performance.
Page68
D: NORMALISATION AND REWARDS:
NORMALISATION: Linking
of performance evaluation to employee development and rewards to motivate and reinforce
desired behavior. Special Normalization process is also carried out for review.
Normalization Curve prevailing presently
X- Axis: - % of managerial population
Y – Axis: - Rating
5% 20% 35% 20% 15% 5%
A B+ B C+ C D
Normalization is the process, which aims at:
• Ensuring consistency across the organization in terms of similar rating for

similar performance.
• Providing alignment of the individual performance to the function/
company performance.
• Clearly identifying the high performers.
Page69
This process helps in deriving:
○ Merit increase:
Increase in the consolidated salary based on the person’s
performance in the previous year. It is based on the performance review of
the employee in the company and his potential to complete his goals and
his devotion towards to it.
○ Market correction:
Increase based on a survey of compensation trends to ensure
that the highest rated person would get compensated in line with the best
in the industry.
○ Performance pay:
Increase in pay based on the overall performance rating of
the person and the performance of the company. Increase in the pay is
basically on the potential of the employee and this is basically a reward
given to the employee.
Page70
REWARDS:
NON - MONETARY REWARDS:
 WOW
 THANK YOU NOTE
Page71
MONETARY REWARDS:
 INCENTIVES FOR EXECUTIVES

 LAKSHYA
 TROPHIES
DATA ANALYSIS
Mahindra First Choice Services:
Q.1) Awareness of the overall PMS process prevailing in Mahindra First choice services Ltd.
Interpretation: From the above graph it can be stated that HUMAN RESOURCE division and
QUALITY ASSURANCE division were more aware about the PMS process than FINANCE
division. In the company as a whole the overall awareness is 3.84.
Page72
Q.2) Awareness of the divisional level objectives and initiatives developed and deployed
through the divisional Balanced Scorecard.
Interpretation: From the above graph it can be stated that QUALITY ASSURANCE division is
more aware about the divisional level objectives and initiatives developed and deployed through the
divisional Balanced Scorecard than FINANCE division. In the company as a whole the overall
awareness is 3.56.
Page73
Q.3) Are the Key Result Areas and corresponding Targets decided in discussion with
appraiser.
Interpretation: From the above graph it can be stated that in FINANCE division and QUALITY
ASSURANCE division the Key Result Areas and corresponding targets are decided in discussion
with the appraiser. In the whole company the overall awareness is 3.76.
Page74
Q.4) Are you given a chance to participate in cross - functional team assignments and take
improvement initiatives.
Interpretation: From the above graph it can be stated that in FINANCE division the chance to
participate in cross – functional team assignments and take improvements initiative is more. In the
company as a whole the overall awareness is 3.49.
Page75
Q.5) Target setting discussions were value added.
Interpretation: From the above graph it can be stated that in FINANCE division and the target
setting discussions are value added. In the company as a whole the overall awareness is 3.16.
Page76
Q.6) Discussion of training and development needs between appraiser and appraisee.
Interpretation: From the above graph it can be stated that in HUMAN RESOURCE division the
discussion of training and development needs between appraiser and the appraisee are more
affective in this division. In the company as a whole the overall awareness is 3.26.
Page77
Q.7) Are there any Discussions on Job rotation options before recommendation.
Interpretation: From the above graph it can be stated that in FINANCE division and HR division
the discussions on Job rotation options before recommendation was greater than the QUALITY
ASSURANCE division. In the company as a whole the overall awareness is 3.02.
Page78
Q.8) On-line PMS system is user-friendly
online PMS system is found to be more user – friendly than in the QUALITY ASSURANCE
division. In the company as a whole the overall division is 3.02.
Page79
Q.9) What is the Overall satisfaction of the employees on PMS process.
overall satisfaction on PMS process is more than in the FINANCE division. In the company as a
whole the overall awareness is 3.24.
Page80
OVERALL RESPONSE:
Fully agree Agree to a Somewhat Totally Not Total

large extent agree disagree applicable
Q.1 126 39 6 0 0 171
Q.2 106 58 7 0 0 171
Q.3 113 50 3 5 0 171
Q.4 74 78 13 4 2 171
Q.5 76 71 17 7 0 171
Q.6 63 76 24 8 0 171
Q.7 41 56 41 20 13 171
Q.8 80 72 13 5 1 171
Q.9 43 97 23 7 0 170
Average 80.2 66.3 16.3 6.2 1.8 170.9
Interpretation: From the above pie-chart it can be stated that 85% of sample size agree to overall
PMS process prevailing in the company. Thus the overall satisfaction about the process can be
sensed.
MAHINDRA FIRST CHOICE SERVICES, MUMBAI: PMS EFFECTIVENESS SURVEY

FORM 2010 - 2011
Name of the Participant:

Personal ID {6 digit no}:
Designation: No of years service in
MFCS
Page81
Divn # Dept#
# Division / Department are mandatory fields as these will help us in co – relating the analysis.
4.Fully agree 3. Agree to a large 2. Somewhat agree 1. Totally disagree

extent
Sr. Please select the

appropriate box below.
No Parameters
4 3 2 1
1. I am aware of the overall PMS system prevailing in our company.
2. I am aware of the divisional level objectives and initiatives

developed and deployed through my divisional balanced scorecard.
3. My Key Result Areas and corresponding targets are decided in
discussion with the appraiser.
4. I was allowed to take improvement initiatives or cross – functional
Team assignments.
5. I found my target setting discussions adding value.
6. Training and development needs are discussed between me and my

immediate superior.
7. Job rotation options are discussed with me before recommendation.
8. On – line PMS system is user-friendly
9. Rate your overall satisfaction on PMS process
10 In case your KRA is rejected, please mention reason for rejection

.
Page82
Lack of data available Lack of training inputs Refinements in

on PMS process. targets.
No adequate time for making plan Other specify
ANY SPECIFIC SUGGESTIONS:
Date:
Thank you for spending your precious time
Page83
CONCLUSION
Page84
PERFORMANCE MANAGEMENT SYSTEM is about aligning individual goals

to organization’s performance. Presently PMS is run on global server through web enabled system,
developed by Mahindra and Mahindra Groups. This system is common across all the locations. The
workflow of the system is available on the website.
The Performance Management process is a unique process practiced in Mahindra

and Mahindra Groups. The rate of satisfaction regarding the PERFORMANCE MANAGEMENT
process prevailing in the company is as high as around 85%. This can be justified by the correlation
used between the similar questions. All set of questions show high degree of positive correlation
which depict the success of the process.
Like all other processes the Performance Management process too has a few
shortcomings. I have listed a few key measure points like Final Rating, HR communication,
Training need Identification etc and a course of action plan is suggested. There should not be any
difference between the Grading / Rating given by the superior and the actual Grading / Rating
received. The stages i.e. Target Setting, Mid Term Review etc should be strictly adhered to the time
lines. Mutual understanding and cooperation between the Cross – Functional Team Head and the
Cross – Functional Team Member. These were the suggestions made by me in order to make the
process more appealing to the employees and the HR department to carry it out in a more smooth
way.
Page85

Executive Summary: Performance Management System

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PERFORMANCE MANAGEMENT SYSTEM

Our approach to performance management is to focus on establishing meaningful

Employee performance management system is built around the essential ingredients of

AIM OF THE PROJECT:

OBJECTIVES OF THE PROJECT:

The study has two objectives:

LIMITATIONS TO THE PROJECT

TYPES OF RESEARCH EMPLOYED:

1. According to you what is the PMS?

HUMAN RESOURCE MANAGEMENT

Human resource management is an art for businesses, science for

Human resource management acts as a catalyst for overall development of nation’s

It has several goals:

It is an approach to the management of people in an organization. Organizations are made up

organizations find it advantageous to establish a specialist division to provide an expert service

According to Edwin flippo “ Personnel management is the planning, organizing, directing

The objectives of HRM are as follows:

HRM CHALLENGES FACED BY MANAGERS.

 Managing the vision:

LIMITATIONS OF HUMAN RESOURCE MANAGEMENT.

In many organizations even the personal professionals misunderstand HRM synonymous to

Key functions in human resource management:

 Recruitment and selection.

PERFORMANCE MANAGEMENT SYSTEM

Performance management can be defined as “The periodic formal evaluation of

Someone somewhere will always be monitoring or evaluating your performance at

We should always keep in mind that performance management is as beneficial to us as

PURPOSE OF PERFORMANCE MANAGEMENT

The overall purpose of performance management is to provide an accurate and

Let us consider the purposes of performance management in more detail:

• Validation of selection criteria: In

• Pay, Promotions, and other Personnel decisions:

In employing organizations, rewards are in the form of salary increases, bonuses,

OPPOSITION TO PERFORMANCE MANAGEMENT SYSTEMS

Not everyone is in favor of formal performance management systems. Many

deserved. Also, managers may be uncomfortable providing negative feedback to employees

PERFORMANCE APPRAISAL TECHNIQUES

Industrial – organizational psychologists have developed a number of techniques to

Performance measures may be described as either OBJECTIVE or

The measurement of performance on production jobs is relatively easy in principle. It

OBJECTIVE PERFORMANCE APPRAISAL TECHNIQUES:

Consider the productivity of two employees doing word processing. One

Another possible contaminating factor is length of job experience. In

Therefore, many factors have to be recognized in evaluating

• COMPUTERIZED PERFORMANCE MONITORING

Computers are a part of the work environment for millions of people

Computers are also being used to assess workers in telecommunication

ATTITUDES TOWARD COMPUTERIZED MONITORING

STRESS AND COMPUTERIZED MONITORING

As with many innovations in the workplace, computerized performance monitoring

• JOB RELATED PERSONAL DATA

Another objective approach to performance appraisal involves the use of

Highly skilled and experienced machine operators who are to prone to

JUDGMENTAL (SUBJECTIVE) PERFORMANCE APPRAISAL TECHNIQUES

• Written narratives: Although

• Merit rating techniques: In

{Poor} {Average} {Excellent}

➢ Paired comparison technique:

➢ Forced distribution technique:

A disadvantage of the forced distribution technique is that it compels a

technique dictates that only 30% can be rated as above average.

➢ Forced choice technique: