SUMMARY

The project is an extensive report on how the T.T.L. makes its strategy and how the company has been able in tackling the present tough competition and how it is cooping up by the allegations of the quality of its products. The report begins with the history of the product and the introduction of the .T.T.L. Ltd. This report also contains the basic marketing strategies that are used by the T.T.L. Ltd. of manufacturing process, production policy, advertising, future prospect, The report includes some of the key salient features of market trend issues. In todays world of cutthroat fierce competition, it is very essential to not only exist but also to excel in the market. Todays market is enormously more complex. Hence forth, to survive in the market, the company not only needs to maximize its profit but also needs to satisfy its customers and should try to build upon from there.

ABOUT THE T.T.L. LTD

Towers & Transformer Limited is one of the associate of the Havells group. T.T.L. Ltd has innovative skills emerged as one of the manufactures and supplier of the electronic energy meter. The company was originally incorporated on 20th Dec. 1971 by Qimat Rai Gupta under the name of Towers & Pvt. Ltd. There after it was converted in to a Public Ltd Co. with its registered office in Delhi. The name of the company was changed to T.T.L. Ltd on 3rd Feb 1998. 1- As per the memorandum of association of T.T.L. Ltd. the main objective of the company are To undertake and carry on all or any of the following industries, trades or business in all are any of there branches and process and to do such acts and things as are necessary or usually done or implied in undertaking or carrying on such trades or business, namely: 1) To manufacture and produces, distributors transformers, voltage regulator, battery charges, battery eliminators, voltage testing sets, voltage stabilizers, conductors, enamel wires, cotton/paper cover conductors and other instruments and things required for or capable of being used for in connection with wires. 2) In pursuance to the above objectives the company is presently engaged in manufacturing single and three phase residential and commercial KWH meters at its plant located in Sahibabad Industrial Area, Ghaziabad. The company is one of the largest manufactures of single and three phase meters in India producing annually over 3 million numbers. Further with a view to serve the discerning customers all over the world. It has put up a separate world class plant for high quality single phase and three phase meters at Faridabad.

3) In line with its constant aim of expanding its scope of capabilities and marketing off rings, the company has entered into a strategic alliance with another major player in high end electronic energy meters like M/S Duke Arnics Electronics Ltd. With this alliance the Havells has become the only company in India to have complete range of energy meters, thus taking it to the category of the leading manufacturing in the world. It shall target international market for a rapid growth in volume and company stature.

4) The meters can be put to industrial application for calibration and testing HT grid metering. The company has increased its product range to include three phase multifunction meters, LT trivector meters, HT trivector meters, portable reference meters and complete meter networking solution for industrial applications.

5) The company is now investing heavily in new technology development in solution for communication with energy meters.

Associates of Havells Group

Switch Gear and Cables division :-

Havells India Ltd. Havells Industries Ltd. ESC Pvt. Ltd. Standard Electricals Ltd. Crabtree India Ltd. Havells Switch Gears Ltd. Havells Dorman Smith Ltd.

COMPANYS OBJECTIVES

1- To ensure that business is run with professional standards and ethics. 2- Modernity blend with tradition. 3- To ensure quality in process of productivity. 4- To ensure an excellent brand product. 5- To continuously upgrade product through attain collaboration and in house research and development. 6- To strive for continuous improvement in all other areas of activity to achieve the highest level of efficiency.

COMPANY QUALITY POLICY

Building customer confidence by providing wide range of quality product and service through teamwork by efficient management of resources.

QUALITY SYSTEM CERTIFICATE

Company having DET NORSKEVERTAS quality system certificate. Company also having ISO 9001, 9002, 9003 quality system certificate.

PLANT AT A GLANCE

NAME OF THE COMPANY HEAD OFFICE

: T.T.L. LTD. : 1, Raj Narain Marg, Civil Lines Delhi 110054

PRODUCTION UNIT Sahibabad

Plot no. 6, Site - 4, Industrial Area, Sahibabad, Ghaziabad

QUALIFICATION DATE OF INCORPORATION

: Public Ltd Co. : Originally in 20th Dec. 1971 Converted in 3rd Feb. 1998 to T.T.L.

EMPLOYMENT

: 500 Employees

CUSTOMER Citi

Cochin International Airport, Bank, I.T.C. Welcome Group, Infosys, Hotel Inter

Continental, Sahara India, Reliance Industry, Delhi Stock Exchange, P.V.R., Priya etc.

A SYSTEMATIC APPROACH TO TRAINING

Organizational Analysis : > Identification of organization objectives/needs/growth, potential and resources. Task/Role Analysis : required. > Identification of knowledge, skills and attitude

Manpower Analysis : > Identification of target population and performance analysis. Statement of Training Needs : > Idea of gap between existing and required level of knowledge, skills and attitudes. > Isolate problem areas amenable to revolution through training. Setting Training Objectives : > In terms of behavioral changes. > In terms of output/results.

Develop Measures of Job Proficiency Develop Training Policy, Plan Procedure, Records Plan and Design Training Programs : > Course construction > Arrange resources Conduct Learning Programs : > Individual > Group > On the job Follow up and Evaluation : > Carry out evaluation at various phases. > Develop follow up measures for monitoring. Validate : > Against measure of job profocoency. Ensure Feedback of Results Revise if Necessary

TYPES OF TRAINING

a)

Orientation training
Orientation training seeks to adjust newly appointed employee to the work environment. Every new employees needs to be made fully familiar with his job, his superiors and subordinates or organization. It is also known as prejob training.

b)

Job Training
It refers to training provided with a view to increase the knowledge and skills of an employee for improving performance on the job.

c)

Safety Training
Training is provided to minimize accidents and damages to machinery is known as safety training.

d)

Promotions Training
It involves training of existing employees to enables them to perform higher level jobs.

e)

Remedial Training
Such training is arranged to overcome the shortcoming in the behavior and performance of all employees. Remedial training should be conducted by psychological experts.

EMPLOYEES TRAINING IN TTL LTD., SAHIBABAD

(i) (ii) (iii) (iv) (v) Distribution of fire leaflets. Fire leaflets are as per need of organization and requirement of factory are tailored. Safety awareness programs are conducted from time to time. Experts from outside are called to deliver lectures and demonstrations are given to fight focus. Staff is sent to learn and acquaint themselves of latest techniques of safety awareness. Unforeseen situations and abnormality is always thought and discussed with regard to safety.

DISCLOSURE OF INFORMATION TO WORKERS AND PUBLIC AND PUBLIC AWARENESS SYSTEM IN EXISTENCE OR AN ANTICIPATED

Lectures Seminar and workshops Practical Exercises Public Awareness and Disclosure of Information to Public Public Awareness System

TRAINING METHODS AND TECHNIQUES

The methods employed for training of operative may be described as under

1.

On-the-Job Training (OJT)

In this method, the trainee is placed on the regular job and taught the skills necessary to perform it. The trainee learns under the guidance and supervision of the superior. A popular form of on the job training is job-instruction training (JIT) or step by step learning. JIT method provides immediate feedback, permit quick correction of errors, etc. Merits: (i) (ii) (iii) The trainee learn on the actual machine in use and in the real environment of job. Method is very economical because no additional space, equipment are required for training. Line supervisors take an active part in training their subordinates.

Demerits: (i) (ii) In this method, the learner find difficult to concentrate due to noise of actual work place. In this method, the trainee may cause damage to costly equipment and materials.

2.

Vestibule Training
In this method a training center called vestibule is set up and actual job conditions are duplicated or stimulated in it. Expert trainers are employed to provide training with the help of equipment and machines which are identical with those is used at work place. Merits: (i) (ii) (iii) In this method, trainee can concentrate on learning without any disturbance of workplace noise. The interest and motivation of trainee are high as the real job conditions are duplicated. This method is essential in cases where on the job training might result in a serious injury, a costly event etc.

Demerits: (i) (ii) It is most expensive method. The training situation is somewhat artificial and the trainee does not get fact of real job.

3.

Apprenticeship Training
In this method, theoretical instructions and practical learning are provided to trainee in training institutes. In India, the government has established industrial training institutes (ITI) for this purpose. Under the Apperenticeship Act 1962, employees in specified industries are required to train the prescribed number of persons in designated trades . It is an earn when you learn scheme.

4.

Class Room Training

Under this method, training is provided in company classroom or in educational institutions. Lectures, case studies, group discussions and audio-visual aids are used to explain knowledge and skills to the trainees. Class room training is suitable for teaching concepts and problem solving skills. It is also useful for orientation and safety learning programs.

5.

Internship Training
It is a joint program of training in which educational institutional and business firms cooperate. Selected candidates carry on regular studies for the prescribed period. This method of training is used in professional work e.g. MBBS, CA, ICWA etc. All of these methods are employed in Towers & Transformers Ltd. to train their employees.

EVALUATION CRITERIA OF TRAINING

1.

Reactions A training program can be evaluated in terms of the trainee reactions to the objectives, content and methods of training.

2.

Learning The extent to which the trainees have learnt the desired knowledge during training periods.

3.

Behavior Improvement in the job behavior of trainee reflects the manner and extent to which the learning has been applied to the job.

4.

Results The ultimate results in terms of productivity improvement, quality improvement, cost reduction, etc.

 Retraining
Retraining is the process of providing training to persons who underwent training earlier in their job. Retraining programs are generally arranged for employee who have long been in service of an organization. Retraining is required on account of the following factors: (i) (ii) (iii) (iv) (v) Some employees concentrate on a narrow task and look knowledge and skills. Employees who are called back to work after layoff are given training so as to handle skilled jobs. Retraining is necessary to develop a versatile workforce capable of performing more than one job. Due to changes in demand for goods and services, some new jobs are created. Retraining becomes necessary when the knowledge and skills of employees become obsolete due to rapid changes in technology.

More About the Strength of the Company

A key element in the groups fast and steady growth has been mergers, acquisitions and joint ventures. Share prices guoting around Rs. 144 (face value Rs. 10). Havells group which has nine companies under its fold has not been reported loss. The group worked on its two level to achieve its objective. It invested in its own modernization plan as well as scouted for foreign technologies partners. DZG of Germany which is a medium size company and Havells group have a joint venture, now to manufacture high accuracy and precision products. Havells collaboration with foreign company is responsible for making it market leader in MCB products in India. Groups turnover as return of this move pole vaulted from Rs. 230 crore in 2000 to over Rs. 400 crore by the end of 2001. The strategy of during domestic sales coupled with a renewed thrust and export has paid off in terms of both top and bottom line growth.

 History of Performance Appraisal

The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies. As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of the Second World War - not more than 60 years ago. Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of things historical, it might well lay claim to being the world's second oldest profession! The human inclination to judge can create serious motivational, ethical and legal problems in the workplace. Without a structured appraisal system, there is little chance of ensuring that the judgments made will be lawful, fair, defensible and accurate. The observations and understanding of the performance appraisal process helped reduce a monumental task into something much more manageable. Also, performing performance appraisals on highly technical people is much more difficult than doing them for employees that are performing routine or production oriented tasks. For production employees, developmental aspects and expectations for job growth are typically not as great. This is not always the rule. There are always a few employees who come along who want and need developmental planning.

What is Performance Appraisal? Performance appraisal is a systematic and objective way of judging the relative worth or ability of an employee in performing the task. Performance appraisal helps to identify those who are performing their assigned tasks and those who are not and the reasons for such performance.

Modern Appraisal

Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development. In many organizations - but not all - appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions. By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay.) Whether this is an appropriate use of performance appraisal - the assignment and justification of rewards and penalties - is a very uncertain and contentious matter.

 Purpose
A major responsibility of a supervisor is that of coaching and counseling those under his/her supervision so that employees are able to achieve higher levels of job performance while experiencing a greater sense of individual job satisfaction and accomplishment. The collective and effective performance of employees assists the University in accomplishing strategic goals and fulfilling its mission. Individual performance appraisals serve as important tools to facilitate professional job growth while providing relevant information to management regarding compensation and other personnel related decisions. Performance appraisal is an on-going processthe essence of which is to enhance open, honest and timely communication between employees and supervisors. While supervisory feedback about individual performance is best communicated at the time of the specific observation, a formal written appraisal is required annually to reinforce, summarize and document the informal discussions that have occurred over the evaluation period. A mid-year performance assessment is recommended and is intended to enhance communication and review progress to date on goals and action plans. Goal setting is an important element of the performance appraisal system. Both employee and supervisor should actively participate in this process so that meaningful and relevant goals are developed for the subsequent appraisal period. Goals should be explicit, measurable, attainable, and realistic and time specific.

Performance appraisal is used for: 1. Identifying employees for salary increases, promotion, transfers and layoff or termination of services. 2. Determining training needs for further improvement in performance. 3. Motivating employees by indicating their performance levels 4. .Establishing a basis for research and reference for personnel decisions in future.

 Goals of the Performance Appraisal System

For supervisors, the process of performance management is one of the most important leadership responsibilities. The performance appraisal system has three primary goals: 1. To provide a formal means of constructive, open and honest communication between the employee and his/her supervisor 2. To enhance employee development through performance feedback and through the identification of future professional development activities 3. To measure and document job performance as a basis for making promotion, compensation and other personnel management decisions.

Who Should Conduct the Appraisal

The individual (supervisor) who has the authority to make hiring recommendations and to assign work to the employee should be the person responsible for completing the appraisal. Supervisors who do not directly observe or otherwise measure the outcomes of a given employees job performance should seek input from individuals who do directly observe the employee (e.g., a crew leader, group leader, area coordinator, other workers). This may be the case, especially in larger departments/units. It is the responsibility of department/unit heads and supervisors to prepare written performance appraisals and to conduct timely appraisal meetings. If a given supervisor should delay or neglect to conduct an appraisal, the affected employee is encouraged to initiate such or may contact the Department of Human Resources for assistance.

Performance Standards and Goals

Performance standards and goals are the basis from which employee performance is measured. The written performance appraisal should reflect how well the employee performed against defined job responsibilities and previously established goals and objectives. Effective goals and objectives must be specific, measurable, and reasonable and have a time frame.

Specific- Objective and precise language is essential when developing performance goals and objectives. Supervisors should use terms and descriptions, which have the same meaning to the supervisor and the employee. Detailed points rather than vague descriptions are important for clear understanding and documentation.

Measurable- Goals and objectives should be written so that accomplishment, non-accomplishment or degrees of accomplishment can be objectively measured.

Reasonable- Goals and objectives which are too high or too rigid may actually inhibit an employees performance. Individuals may become discouraged and give up if they perceive expectations to be unattainable. Goals and objectives should be reasonable given time frames, circumstances and departmental/unit expectations.

Time Frame- A specific period of time for accomplishment should be identified with each goal and objective.

Terms
Terms used to describe the various type of rating systems as well as a definition for performance appraisal is as follows:

Behavioral Anchored Rating Scales. - The term used to describe a performance rating that focused on specific behaviors or sets as indicators of effective or ineffective performance, rather than on broadly stated adjectives such as "average, above average, or below average". Other variations were: 1. Behavioral observation scales 2. Behavioral expectations scales 3. Numerically anchored rating scales

Checklists. - The term used to define a set of adjectives or descriptive statements. If the rater believed the employee possessed a trait listed, the rater checked the item; if not, the rater left the item blank. rating score from the checklist equaled the number of checks.

Critical Incident Technique. - The term used to describe a method of performance appraisal that made lists of statements of very effective and very ineffective behavior for employees. The lists have been combined into categories, which vary with the job. Once the categories had been developed and statements of effective and ineffective behavior had been provided, the evaluator prepared a log for each employee. During the evaluation period, the evaluator recorded examples of critical behaviors in each of the categories, and the log has been use to evaluate the employee at the end of the evaluation period.

Forced Choice Method. - This appraisal method has been developed to prevent evaluators from rating employees to high. Using this method, the evaluator has to select from a set of descriptive statements, statements that apply to the employee. The statements have been weighted and summed to at, effectiveness index.

Forced Distribution. - The term used to describe an appraisal system similar to grading on a curve. The evaluator had been asked to rate employees in some fixed distribution of categories. One way to do this has been to type the name of each employee on a card and ask the evaluators to sort the cards into piles corresponding to rating.

Graphic Rating Scale. - The term used to define the oldest and most widely used performance appraisal method. The evaluators are

given a graph and asked to rate the employees on each of the characteristics. The number of characteristics can vary from one to one hundred. The rating can be a matrix of boxes for the evaluator to check off or a bar graph where the evaluator checked off a location relative to the evaluators rating.

Narrative or Essay Evaluation. - This appraisal method asked the evaluator to describe strengths and weaknesses of an employee's behavior. Some companies still use this method exclusively, whereas in others, the method has been combined with the graphic rating scale.

Management by Objectives. - The management by objectives performance appraisal method has the supervisor and employee get together to set objectives in quantifiable terms. The appraisal method has worked to eliminate communication problems by the establishment of regular meetings, emphasizing results, and by being an ongoing process where new objectives have been established and old objectives had been modified as necessary in light of changed conditions.

Paired Comparison. - The term used to describe an appraisal method for ranking employees. First, the names of the employees to be evaluated have been placed on separate sheets in a predetermined order, so that each person has been compared with all other employees to be evaluated. The evaluator then checks the person he or she felt had been the better of the two on the criterion for each comparison. Typically the criterion has been the employees over all ability to do the present job. The number of times a person has been preferred is tallied, and the tally developed is an index of the number of preferences compared to the number being evaluated. Ranking. - The term ranking has been used to describe an alternative method of performance appraisal where the supervisor has been asked to order his or her employees in terms of performance from highest to lowest.

Weighted Checklist. - The term used to describe a performance appraisal method where supervisors or personnel specialists familiar with the jobs being evaluated prepared a large list of descriptive statements about effective and ineffective behavior on jobs.

Approaches to Performance Appraisals

There have been two prevalent approaches to performance appraisal. The first approach has been the traditional approach. This approach has also been known as the organizational or overall approach. The traditional approach has been primarily concerned with the overall organization and has been involved with past performance. The second approach to performance appraisal has been the developmental approach. This approach viewed the employees as individuals and has been forward looking through the use of goal setting.

Purposes of Traditional Performance Appraisals

Performance appraisal for evaluation using the traditional approach has served the following purposes: Promotion, separation, and transfer decisions. Feedback to the employee regarding how the organization viewed the employee's performance. Evaluations of relative contributions made by individuals and entire departments in achieving higher level organization goals. Criteria for evaluating the effectiveness of selection and placement decisions, including the relevance of the information used in the decisions within the organization. Reward decisions, including merit increases, promotions, and other rewards. Ascertaining and diagnosing training and development decisions.

 Criteria for evaluating the success of training and development decisions. Information upon which work scheduling plans, budgeting, and human resources planning can be used. Two serious flaws in the traditional approach to performance appraisal exist. The flaws are: Organizational performance appraisal is typically primarily concerned with the past rather than being forward looking through the use of setting objectives or goals. Performance appraisal is usually tied to the employees' salary review. Dealing with salary generally overwhelmed and blocked creative, meaningful, or comprehensive consideration of performance goals.

Developmental Performance Appraisal Purposes

The developmental approach to performance appraisal has been related to employees as individuals. This approach has been concerned with the use of performance appraisal as a contributor to employee motivation, development, and human resources planning. The development approach contained all of the traditional overall organizational performance appraisal purposes and the following additional purposes: Provided employees the opportunity to formally indicate the direction and level of the employee's ambition Show organizational interest in employee development, which was cited to help the enterprise retain ambitious, capable employees instead of losing the employees to competitors Provided a structure for communications between employees and management to help clarify expectations of the employee by management and the employee Provide satisfaction and encouragement to the employee who has been trying to perform well.

 Expectations of a Manager in doing a Performance Appraisal

The following is typically expected from company managers when doing performance appraisals: Translate organizational goals into individual job objective. Communicate management's expectations regarding employee performance. Provide feedback to the employee about job performance in light of management's objectives. Coach the employee on how to achieve job objectives/requirements. Diagnose the employee's strengths and weaknesses. Determine what kind of development activities might help the employee better utilize his or her skills improve performance on the current job.

The Performance Appraisal Process

The performance appraisal process typically consists of four inter-related steps as follows: 1. Establish a common understanding between the manager (evaluator) and employee (evaluatee) regarding work expectations; mainly, the work to be accomplished and how that work is to be evaluated. 2. Ongoing assessment of performance and the progress against work expectation. Provisions should be made for the regular feedback of information to clarify and modify the goals and expectations, to correct unacceptable performance before it was too late, and to reward superior performance with proper praise and recognition. 3. Formal documentation of performance through the completion of a performance and development appraisal form appropriate to the job family. 4. The formal performance and development appraisal discussion, based on the completed appraisal form and ending in the construction of a Development Plan.

 Problem of criterion
A broad definition of criterion is that which is to be predicted. This definition refers to the evaluative standards, which measure a persons performance, attitudes etc. identifying performance measures is easy if the job is clearly defined but difficult if it is broad. At lower levels of an organization there are specific jobs and certain tangible and objective standards of performance can be identified. Further up in the hierarchy, jobs become more complex and clear-cut, tangible standards of performance are difficult to specify. Irrespective of the level by and large most companies use eleven performance measures: Quantity of work Quality of work Waste and brokerage Money earned Job knowledge Job tenure Absenteeism Rate of advancement Self judgment Judgment by peers Judgment by supervisors

 Instructions for using performance appraisal system

1. PURPOSE: The performance evaluation system is used to evaluate employees past work performance, develop a work plan for the next review period, and determine what resources are needed for improving performance to become more effective. Evaluations also develop employees potential through training and counseling. The process is designed to be interactive between the employee and the supervisor with the following objectives in mind: a) Use to recognize and reward employees for positive work behavior. Use the results as a basis for appropriate personnel actions. b) Encourage employees to continuously improve, support team endeavors, develop professionally, and perform at their maximum potential. c) Communicate and clarify the goals and objectives of the division, department, and the City in relation to the employees work expectations. d) Involve employees in improving their effectiveness and performance. e) Provide an employee improvement plan where performance is rated below standard. 2. PERFORMANCE EVALUATION SYSTEM: The performance evaluation form is used for all performance reviews. This includes probationary evaluations (except Police and Fire have their own process), annual evaluations, and special evaluations for regular full time and regular part time employees. The evaluation periods are generally twelve months, except for special evaluations, which may be for shorter periods of time. Merit step increases are conducted on the employees anniversary date (assuming satisfactory performance) and not during the annual performance review.

1. SUPERVISOR RESPONSIBILITY: Each Department will conduct employee evaluations for all employees in the Department during the same month. Human Resources will notify Department Heads 30 days prior to when evaluations are due. Each supervisor completing the performance evaluation should review the following instructions, the rating criteria definitions, and familiarize him or herself with the procedure prior to completing the evaluations. Upon completion of the evaluation form by the supervisor (rater) and the reviewer (one level above the rater), then the rater will meet with the employee to review the ratings, discuss each rating and submit the completed form for signatures. Supervisors should provide written comments on the evaluation form for each performance criteria and list specific examples. Use N/A if the rating criteria are not applicable. The Supervisor is responsible for completing the evaluation process at the beginning of the rating period and again at 6 months to monitor progress and adjust time lines if necessary. At that time, a new 12month work plan is established with the employee and the process repeats itself. Supervisors shall coordinate the discussion of performance evaluations with employees in a manner that allows privacy. The supervisor shall have the employee to complete the Self Performance Evaluation Form as a discussion tool. However, the final ratings on the Performance Evaluation Form are those of the supervisor after discussion with the employee. 2. FORMS: There two performance evaluation forms you will always use (a and b):
a) The actual Performance Evaluation form which includes the cover page called the Summary Worksheet, and

b) The Employee Self-Evaluation form. There are two other forms you may need to use: c) The Performance Improvement Plan form (used when a rating is #1 Unacceptable or

#2 Improvement needed), and attached to Performance Evaluation form. d) Performance Goals form (used by department to follow up mid-year on goals set in evaluation), optional and not returned to Human Resources.

3. RATING PROCESS AND CRITERIA: 5 = outstanding performance 4 = exceeds expectations 3 = meets expectations 2 = needs improvement 1 = unacceptable

A rating of 1 or 2 requires the supervisor to complete a Performance Improvement Plan form to document the problem, including specific examples, guidance on improvement, a specific time table for improvement, and a follow up evaluation to monitor progress.

4. SIGNATURES ON THE EVALUATION FORM: After the supervisor completes the performance evaluation with the employee, both the supervisor and employee sign the form. The next level of review is the Reviewer, one level above the supervisor performing the evaluation (the rater). Depending on the Department structure, the reviewer could be the Department Head, Deputy Director, or a Division Manager. The mid-year review will only involve the employee and his/her supervisor with their signatures and the mid-year process does not go into the personnel file.

5. EVALUATION WHEN A NEW SUPERVISOR IS APPOINTED: If the employee has an evaluation due, and a new supervisor is appointed, the new supervisor likely has not had the opportunity to properly evaluate the employees performance. In this instance the new supervisor will evaluate the employee after 90 days. If possible, the supervisor that is leaving will do a close out evaluation for his/her employees prior to leaving.

Steps to Complete the Annual Performance Evaluation Procedures

Step 1: Notice to Department Heads: Human Resources will notify department heads 30 days prior to when performance evaluations are due for full-time and part-time regular employees in their department. Managers/supervisors have 30 days to complete the performance evaluations, obtain signatures, and provide the original to the Human Resources Office for filing in the employees personnel file. The supervisor shall also retain a computer copy/file copy for the midyear review process. Human Resources will remind supervisors to schedule probationary evaluations on their calendar.

Step 2: Blank Performance Evaluation Forms: Managers/Supervisors obtain the performance evaluation forms

Step 3: Review Job Description: Review the employees job description to see if any changes are necessary. If there are increased responsibilities/scope of work or a change in qualifications, forward your edits to Human Resources for review. Minor differences in work load or added assignments that are industry or technology changes do not require a change to the job description. (Individual employees do not amend their job descriptions, this task is for the manager.)

Step 4: Self Evaluation Form: Provide a copy of the Self Evaluation Form to the employee. If the employee does not want to complete the form, he/she shall check the box and sign at the bottom of the form and return it to the supervisor. This completed form is used as a tool for discussion while the supervisor is completing the employees evaluation. Step 5: Complete the Performance Evaluation Rating Forms: The Manager/Supervisor completes each section in Performance Evaluation form (pages 2 to 3 plus). If a section does not apply note N/A for not applicable. Written comments are required and should include examples that support the rating for the specific job element. Sections 1-3 (technical knowledge, customer service and quality/quantity of work) apply to all positions. For Section 4 (Attendance), the supervisor should review the employee attendance record, scheduled time away from the job and the use of breaks. Section 5 (Safety and Risk Management) applies to all jobs and should include notice of any accidents, injuries, equipment usage or other safety related issues. Section 6 is only for department heads, managers, supervisors, and lead-workers. Next, complete the section Work Plan for the next rating period including completion dates. This lists achievable goals and projects as well as areas to improve upon. Next, complete the Training and Development section. The rater then completes the summary worksheet cover page for the evaluation form. This is done last and is an overall rating considering all the rating factors. The Performance Goals form (optional based on Department Head discussion) is a departmental tool used during the mid-year review to monitor progress, completion dates, or make comments concerning the goals. Keep goals to a realistic number (3-5) and ones that are achievable. We all have a tendency to put down more goals that we can reasonably achieve. Also, some employees in entry-level jobs may have only one or two goals or a training course to complete during the review period. The supervisor should use their judgment and discussion with the employee to arrive at goals for the work plan.

Step 6: Unacceptable or Improvement Needed Ratings: If you rate an employee with a 1" Unacceptable or 2" Improvement needed, you must complete the Performance Improvement Plan form. Have this completed form reviewed by the department head and Human Resources prior to presenting it to the employee. This form is used to document performance and behavior problems that need corrective action and that may lead to possible disciplinary action. Documentation is critical for this type of rating. Note: in the event the employee does not improve, the documentation is important for corrective action. The notice of Improvement Needed or Unacceptable rating must include: a) The problem areas of performance that are determined to be unacceptable. b) Identify performance standards that must be achieved to meet acceptable standards. c) Provide a reasonable period of time to demonstrate improved performance. d) Provide assistance to the employee to help them achieve the performance standards (training, counseling and coaching, closer supervision, feedback). e) Communicate with employee of the consequences if their performance does not improve and provide a deadline, such as 30-90 days for a follow up review. However, this time line does not preclude immediate disciplinary action at any time by the department head if the employees performance worsens during the rating period. f) A rating of #2 or #1 shall be reviewed and approved by the department head before being communicated to the employee.

Step 7: Mid-Year Review: Mid-point through the 12-month rating period, the manager or supervisor will meet with the employee to review his/her progress. This does not require any new information to be prepared, merely review their performance, goals, and deadlines with the employee. At this step, you may adjust the deadlines as necessary

Standards of Performance

Standards of performance are written statements describing how well a job should be performed. Performance standards are developed collaboratively with employees, whenever possible, and explained to new employees during the first month on the job.

The performance standard provides a benchmark against which to evaluate work performance. While the job description describes the essential functions and the tasks to be done, the performance standard defines how well each function or task must be performed in order to meet or exceed expectations. The University also establishes general criteria for evaluating work performance.

Standards of performance are usually: Developed in collaboration with the employees who do the tasks or functions Explained to new employees within the first month on the job. The ratings describe the level of performance of the individual employee compared to a job description and standard of performance. E = Exceptional: Performance well exceeds expectations and is consistently outstanding. A = Above Expectations: Performance is consistently beyond expectations. S = Solid Performance: Performance consistently fulfills expectations and at times exceeds them. I = Improvement Needed: Performance does not consistently meet expectations. U = Unsatisfactory: Performance is consistently below expectations. Deficiencies should be addressed as noted in the performance appraisal. As a performance manager, you will use these criteria to rate the employee's performance. At the beginning of the appraisal period, review these ratings and the performance standards for each position, which reports to you so that you can fairly evaluate the employee's performance.

 Guidelines for Performance Standards

Keep in mind the following guidelines when writing your performance standards: Performance standards should be related to the employee's assigned work and job requirements. Your reporting systems should be adequate to measure and report any quantitative data you list. Quantifiable measures may not apply to all functions. Describe in clear and specific terms the characteristics of performance quality that are verifiable and that would meet or exceed expectations. Accomplishment of organizational objectives should be included where appropriate, such as cost-control, improved efficiency, productivity, project completion, process redesign, or public service.

Checking Your Standards

After you have written your performance standards, check them against the questions in the following list: 1. Are the standards realistic? Standards should be attainable and consistent with what is necessary to get the job done. Standards for performance, which meets expectations, represent the minimum acceptable level of performance for all employees in that position

2. Are the standards specific? Standards should tell an employee exactly which specific actions and results he or she is expected to accomplish.

3. Are the standards based on measurable data, observation, or verifiable information? Performance can be measured in terms of timeliness, cost, quality and quantity.

4. Are the standards consistent with organizational goals? Standards link individual (and team) performance to organizational goals and should be consistent with these goals.

5. Are the standards challenging? Standards may describe performance that exceeds expectations. Recognizing performance that is above expectations or outstanding is crucial to motivating employees.

6. Are the standards clear and understandable? The employees whose work is to be evaluated on the basis of the standards should understand them. Standards should use the language of the job.

7. Are the standards dynamic? As organizational goals, technologies, operations or experiences change, standards should evolve.

Use of Books and Software for Performance Appraisals

There are a number of low cost paperbacks that can be handed out to the managerial staff to help them with their appraisals. Since the advent of the use of computers, a number of educational organizations are now using Performance Appraisal software.

Performance Now Enterprise is a software tool for logging events, tracking goals; providing effective feedback, and writing employee reviews that maximize the potential of your team. Flexible enough to adapt to your present review system, Performance Now helps you become a better manager and get the best from your employees. For a little more upscale package, Performance Impact Workplace is easy to use to set goals for employees, but are having trouble following up on those goals. Other software such as The Administrative Observer for school systems is one of the more configurable stand-alone database packages, rather than filling out and keeping hard copy records. Another software package, with an intuitive graphic interface, geared towards the business environment is MINDSOLVE (MVP). MVP is designed as an enterprise level performance management software, incorporating appraisal, development resources, 360 degree feedback, performance logging, etc.. While the use of configurable software based tools are certainly making life easier, the use of such tools are much more valuable.

MANAGEMENT PROFILE
The spiraling success of Havells is due to the untiring efforts of its Chairman Shri Quimat Rai Gupta and the entire workforce, which makes the organization. It is mainly due to his vision and deep insight that Havells is posed today to forge ahead and meet all the challenge of the 21st century. Mr. Quimat Rai Gupta is ably assisted by a team of directors which include Mr. Surjit Gupta, Mr. Anil Gupta, Mr. Ameet Gupta and Mr. Rajesh Gupta.

WORK CULTURE
Havells is continuously applying modern management techniques such as kaizen to enables employees to improve their day to day functioning in small steps one at a time. Havells has also implemented 5 S which stands for a place for every thing and every thing in its Place. The company has introduced these techniques as it firmly believes that small changes add up. To large results and the only way for a corporation to grow is to make its people grow a group of motivated people that is what Havells is all about. The people are charged with an unending urge to do something beyond the ordinary, the expected and the routine.

ABOUT THE HAVELLS GROUP

Havells a leading electrical engineering group engaged in manufacture of low voltage electrical distribution product is catering to the need of both domestic and industrial customers for over 40 years. Havells began as trading concern in 1958. In 1971 trading company convert in manufacturing company. This company consists of ten state of the art unit at Delhi, Sahibabad, Faridabad and Alwar. 1- Havells emerged as an independent medium size company with uncompromising ethical standards and definite global prospective. Havells believe in providing the latest and the best to the electrical goods. Its never ending quest for synergic and forward integration has resulted in number of significant collaboration and joint venture. 2- Havells group corporate / marketing offices is located at (i) (ii) CORPORATE OFFICE :- RAJNARAIN MARG , CIVIL LINES , DELHI 110054 BRANCH OFFICE :- Jamshedpur , Mumbai , Pune , Ahmedabad , Indore , Bangalore , Chennai , Hyderabad , Cochin , Coimbatore , Delhi , Chandigarh , Jaipur , Kanpur , calcutta , Guwhati. REPRESENTATIVE OFFICE :- Jalandhar , Ludhiana , Bhubneshwar , Patna , Ranchi , Siliguri , Tinsukia , Kohlapur , Madurai , Trivendrum , Vijaywada.

(iii)

3- Trust placed upon Havells by its customers in due to a country wide presence through its vast network of offices,

dealers and retailers with 15 branch and 16 representative offices over five hundred auhorized dealers and thousands of approved outlet. Havells reaches out to the door step of its customer 4- Havells also have an anviable clientale not only in the domestic market but also in international market like Malaysia , Bangladesh , SriLanka , Dubai , Russia , Yugoslavia , Iran and Nepal. 5- Havells has been growing at a healthy rate of 30%. The secret of this ever increasing graph of success is the trust that the company enjoys of its customer.

With Havells gains are always mutual

ELECTRICAL EXCELLENCE FOR OVER 40 YEARS

6- With a view to serve the human kind the havells has started a movement named ORGFOUNDATION. It has started a mobile dispensary which goes each day of week to different areas of Delhi , Yamunapusta , Sakarpur , Nandlal colony , Majnukatila and Havells own factories to provide free medical checkup and medicine to 130 to 150 patient each day. The foundation has applied and is in the process of getting a piece of land from Delhi Govt. to start and constructing a hospital to serve patient who can not afford to pay for their treatment. Last year Havells contributed Rs 17 lakhs for the kargil fund for the soldiers who suffered during the war and donated many trucks, volume of clothes for cyclone victims in Orrissa through this foundation.

Organisation Set Up
The company has two separate wings administrative and production. While administrative wing is responsible for catering to the personnel / manpower recruitment , the production wing ia responsible for the actual production of the complete range of products of the company. The administrative wing has the following sections :-

Personnel and Administration

This department has the following sections : (1) (2) (3) (4) (5) (6) (7) Establishment Welfare Industrial relations Security H.R.D. Recruitment Coordination

 Establishment:
This section deals with matters relating to promotion , transfer , grant of annual increment to all the employees of the company.

Welfare:
This section looks after the welfare facilities being provided by the company to its employees. These include uniforms , canteen , medical , maternity benefits , community development programes , sports and cultural activities.

Industrial relations:
The aim of this section is to maintain good relationship between the employees and the management. The bargaining points are welfare facilities , change in existing policy , enhancement of the existing facilities , wages.

Security:
This section is responsible for the over all security of the complex , all the staff members clerical as well as the technical have been issued identity card , all the vehicle entering the premises are subjected to the checking by the security staff posted at the entry gate.

 H.R.D.
This section controls the following function 1- Training of skilled and unskilled task force 2- Training of supervisory staff

Recruitment:
This section is responsible for selection / recruitment at all levels in the company. They finalize the QRS for employment at different levels.

Coordination:
This section is responsible for coordination between the different sections in the administrative as well as production wings of the company.

Finance & Accounts

This section keeps an account of all the finances of the company. Its basic functional outline is as follows: o Budget o Purchase o Sales o Inventory o Pay rolls o Compilation of statistic data

Production department
Of such type of product which are maintain in memorandum and article of association, this section is responsible for production.

Q.C. Department:
In this department all the product checked according the quality norms. If product are not satisfactory products are rejected. Only those product are marketed who are according to quality norms.

Personal Computer:

Computer is one of the most important office machines which facilitates not only accurate typing but also advance features of the computer are of great help in maintaining up-to-date data of an organization. With the help of computer one can select and retrieve significant information out of the mass data available in the memory of the computer. Possibility of human error is eliminated to a great extent through computer. Computer can produce information at a fast rate and in large magnitude. Now a days one can not think of an office without a computer. At company complete work is being carried out on computer with the help of M.S. Excel. Excel offers many features and enhancement that help in creating not only the data but also scientific calculations and graphics.

PRODUCT RANGE
DZG KWH ENERGY METERS
HIGH END POLYPHASE FERRARIS METERS SINGLE PHASE &

> Specification : > Features :

IS:13010/IEC:521

Class 1.0/2.0 Direct & transformer connected versions 3 & 4 wire versions Loss capitalized Load factor from 125% to 1000% Multi tariff options Import export versions Pulse device Guaranteed for sustained accuracy of 20 years

SOLID STATE METERS

SINGLE PHASE & POLY PHASE > Specification: IS:13779/IEC:1036 > Features:
Class 1.0/2.0 Direct connected complete current

range

3 & 4 wire versions Loss capitalized Load factor from 400% to 1600% Mechanical register / LCD options Tamper proof, Earth temper recording, DC immune

POLYPHASE MULTI-FUNCTION
>

Features:
Multi-tariff active/reactive meters Import-export versions Pulse outputs and controls inputs Maximum demand registration Tamper proof power supply/current sensing path Four-quadrant measurement

METER TEST BENCHES

> Features:
To test all kind of electricity meters (Ferraris meters, electronics meters) Fully automatic operations Fully electronics test source Computer controlled Software operated Quick connectors Robust engineering Training and after sales service

PORTABLE TEST EQUIPMENT

> Features:
CALPORT 400 (Class 0.02) TPM (Class 0.05) CALPORT 100 (Class 0.2) 3 phase measurement Test and calibration of all meters type Circuit testing , vector diagram Error compensated clip on CTs Data storage & printouts

ELECTRONICS TEST SOURCES

> Features:
Fully electronics 7 portable poly phase generation of current and voltage Single phase mains supply 3x0.1v3x120v -180 degree+180 degree 30Hz660Hz

Product Range of Havells Group

Domestic Switch Gears:
Miniature circuit breakers (M.C.Bs) Residual current circuit breakers (ELCBs) Distribution boards (DBs) Modular plate switches & accessories PVC wires & domestic cables

Industrial Switch Gears:

On load change over switches Off load change over switches Panel mounting fuse switches HBC fuse links and bases Moulded case circuit breakers (MCCBs) Load banks Control switches and on load four pole switches type hifo Plug and sockets

Motor Control Gear:

Contractors Over load relays Motor starter Switch board PVC/XPLE power and control cables DZG energy meters Solid state meters Meter test benches Portable test equipment Electronic test sources

Energy Meter Division:

TTL Ltd Duke arnics electronics Ltd Precision meters Ltd

OBJECTIVE OF TRAINING

The objective of the training is to know the work environment and which type of facilities provided by the organization and clear all the doubt about the organization functioning. How the rule and regulation implement and to know how employees and management relation. This training develop confidence for handling the assigned in a better way and enhance problem solving ability. This project switch over from college life to actual working environment is a really vast and thrilling experience. Main objective of this project ia know how H.R department run smoothly. Which type of H.R policy adopted by organization because present scenario is totally different from olden days. In olden days administrative officers controlled whole organization but now a days personnel and H.R department play different role. Personnel department maintain all the record work like wages and salary , recruitment and selection , bonus , promotion , transfer but H.R dept provide a training , make a plan for managing human resources. In my case main exposure to know how the corporation manages all the managerial function. The summer training helped me enhance my professional skills , develop confidence and ability to tackle the problem , which face in actual life and know the work culture at TTL Ltd Sahibabad.

RESEARCH METHODOLOGY
Research Design: Descriptive Study

Data Type: Primary Data/ Secondary Data

Research Instrument: Questionnaire

Sample: Factory campus

Sample Size: 100

Sample Procedure: Judgement Sampling

Sampling Method: Personal survey method through

preparation of questionnaire

Representation of replies by graph

Does your company go for performance appraisal program?

10%

30% 60%

1 2 3

1- Replied Yes

2- Replied Unaware

3- Replied No.

Which Method of performance appraisal dos your company adopts?

80% 70% 60% 50% 40% 30% 20% 10% 0% 1 20% 6% 4% Series1 Series2 Series3 Series4 70%

1- Confidential Report Rating Scales

2- Fair Comparison

3- Ranking System 4-

Are you satisfied with the method used?

20%

50%

30% 1 2 3

1- Replied Yes

2- Replied Partly

3- Replied No

Why your company is using this method?

35% 30% 25% 20% 15% 10% 5% 0% 1 5% 20% 15% 30% 25%

Series1 Series2 Series3 Series4 Series5

1- To give incentive 2- To rate the overall performance 3To increase overall output 4- To develop kills to compete 5- No reply

Who are performance raters?

60% 50% 40% 30% 20% 10% 0% 1 20% 15% 10% Series1 Series2 Series3 Series4 55%

1- Said Supervisors 2- Group Leaders 4- Peers

3- Managers

What are the main criterias while doing performance appraisal?

45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 1 20% 15%

40%

25%

Series1 Series2 Series3 Series4

1- Employee work in that period 2- Employees past work 3Output given by them 4- Cant disclose Do you get any kind of benefit?

30%

70% 1 2

1- Replied Yes

2- Replied No

What are your views for companies present performance appraisal program?

45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

40% 35%

15% 10%
Series1 Series2

Series3 Series4

1- Satisfied 2- For training

3- For Motivating 4- Didnt Replied

Can you suggest any new method, which can be used for performance appraisal?
80% 70% 60% 50% 40% 30% 20% 10% 0% 1 20% 10% Series1 Series2 Series3 70%

1-360- degree performance appraisal 2- Critical Incident Method 3- Rating Scales

Do you think new method will be beneficial for the company?

20%

80% 1 2

1- Replied Yes

2- No Comments

Is your basic goal fulfilled?

10%

90%

1 2

1- Goal fulfilled

2- Said No

What are benchmarks for measuring the performance?

45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

40%

40%

20%

Series1 1 Series2 Series3

1- Employees work policy and returns

2- Time spent in factory

3- Companies

 Analysis of result obtained after questioning

After going through the answers given by the various personnels working in the company one thing is very clear that the people working in it are satisfied with the company. There are only 15% to 20% of the people who are not satisfied with the company and this is very negligible amount.

The method, which is been used mostly by the company, is confidential report. This method is very confidential and is very useful, it is been the matter between the top management and the raters only. This is mostly unbiased but at times some sort of biasness arises in between, due to which it lacks behind.

Employees want the method to be replaced by 360-degree performance appraisal as it is very new method and most of the people are unaware of it. But it really works to make the system to be successful.

Under this method the peers, managers etc have to rate the employees performance. There is least chance for the biasness to occur. Here employee whose rating is to be done is in center and all other rates are around him who rates him based upon various predefined criterias.

Performance appraisal is done by the company in order to provide them with the incentives seek to the need for training among the employees, to motivate the employees and to develop their skills to work better.

 50% of the raters are the supervisors of the company and 20% are the group leaders. People are partly satisfied with their raters.

The basic criteria kept in mind while doing the performance appraisal is the output, which is been given by the employee and the overall work done by him during the period.

After the performance is been rated the various kind of benefits are given to the employees as 70% said yes.

People are not satisfied by the present performance appraisal method used they want to go for a change and 80% said that the new method will definitely be beneficial for the company.

90% of the companys basic goal is been fulfilled by the performance appraisal of the employees.

Above is the overall analysis of the questionnaire as answered by the personnels of the company.

CONCLUSION
Performance appraisal is very important for any company. It helps to make the companies employee work better and show good result for the company too. This helps the company to turn out to be a profit making company. As in T.T.L. Ltd., we are using the Rating scales or Fair comparison method mostly to grade the performance of the employees. The method used by the company is very fair and it is very easy to be adopted by the personnels. This method is very convenient to be used. But the drawback associated with the method is that it has now became an out dated method to be used because there are fifty percent chances of biasness to occur for a particular employee by the raters. After the survey and the conversation by the people of other company we came to know that they have introduced the 360-degree performance appraisal in the company. Before they were using the same method as used by T.T.L. Ltd., at times they used Forced choice method also to rate the per formance, which affected the companies working to a great extent. But when they realized that they are having complains from the workers, staff etc they decided to go for a change and now they incorporated 360degree performance appraisal, the result of using this method is that everyone in the company is satisfied by it.

Hence, according to my views I would also suggest the company to go for the change in the method adopted by them for better results and employee satisfaction.

As we know Performance appraisal is a systematic and objective

way of judging the relative worth or ability of an employee in performing the task. Performance appraisal helps to identify those who are performing their assigned tasks and those who are not and the reasons for such performance.
The company should go for the 360degree performance appraisal. Under this method the person whose performance is to be judged is in between and his peers, supervisor, head and the manager of the company is around him who rate the performance of the employee based upon certain predefined criterias. The system is like: 360-degree Performance Appraisal

Head

Supervisors

Person whose performance to rate

Peers

Manager

 The company should appraise the performance of the workers by giving them some incentives, which motivate them to work to their fullest capacity and to motivate them to work more and show good and better results.

For the top management of the company it should offer them holiday package, appraise performance by recognizing there work in meetings etc. this will help to raise their moral and they can work better. They dont want financial help as they earn enough to maintain their status. They want their work recognition.

For the lower group the company can increase their wages, give them pension schemes, provide them the medical facilities etc because they want financial help from the company to insure their proper living.

The should keep changing the raters for the performance appraisal system from time to time so that they dont become bias at anytime for any employee.

The method of the company should be changed periodically so that the emploies have no chance to complain for the method.

The criteria decided upon which the performance has to be rated should not be fixed it should be changed from time to time. Above are few recommendations, which can be looked over while doing the performance appraisal of the company.

Limitations of the project:

The size of sample should be large to ensure statistical reliability

under random sampling. In the present survey the sample size is of 99, which could be not be enough from statistical reliability point of view. Due to lack of time and interest the respondents, were not very cooperative in filling the questioner as a result of which the results could be biased to an extent. Some respondents give vague information. Disinterest shown by few respondents to give response to the questionnaire.

Preparations done for the Survey

The questionnaires prepared for the workers were very simple that too in Hindi language so that they can easily understand the questions & reply. The questionnaires provided to the executives were a lengthy one.

The interview schedule prepared for the management people was a

short one with all open-ended questions so that their ideas can easily be known.

 For filling of the questionnaires classrooms sessions were organized for the workers, where 5 to 6 workers were called at a time. All the questions were explained to them. If they were able to mark on their own, so they were allowed to do so, else we asked for their responses and marked them accordingly in the questionnaire, as many of the workers were illiterate.

Sometimes we also conducted on the job survey where we asked questions to the workers while they were doing their job because there were many workers who were busy all the time and they did not want to leave their work. They also felt that such surveys are useless so why should they leave their work for it.

For getting the responses from the management we interviewed them through a very small interview schedule after seeking their permission and at the time, which suited them.

Then all these questionnaires & interviews were analyzed.

BIBLIOGRAPHY
BOOKS REFERENCE
Human resource & Personnel Management
Edition) (K.Aswathaooa) Performance Appraisal, Page-223; Appraisal Process, Page 224, Organization Strategy and Performance Appraisal, Page -247 (Second

MANAGING HUMAN RESOURCE -, 6th Edition (Wyne F. Cascio)Purpose of performance Appraisal, Page-247; The Strategic Dimension of Performance Appraisal, Page 340

BUSINESS STRATEGIC -, 10th Edition (S.P. Gupta)- Presentation of Data

Page-43

INTERNET WEBSITE: www.performance appraisal.com www.havells.com

Performance Evaluation Form

Questionnaire
(For lower group)
1. Name: 2. Age: 3. Nature of work: 4. Job Title: 5. Department Name: 6. Monthly Income: Below 5000 5000 - 8000 8000 10,000 7. Do you know about performance appraisal? Yes No 8. Does your company go for performance appraisal program? Yes No Unaware

9. Which Method of performance appraisal dos your company adopts? Confidential Report Rating Scales Ranking System Fair Comparison Method Forced Choice Method Critical Incident Method 360-Degree Performance Method Checklist Method Graphic Rating Scale Paired Comparison 10. Are you fully aware of the method used to measure the performance? Yes No 11. Are you satisfied with the method used? Yes No Partly

12. Performance appraisal is conducted at interval of 90 Days Annually 13. Who are performance raters? Manager Group Leader Coordinator Supervisor Peers 14. Are you satisfied with them? Yes No 15. Do you want it to be held regularly by your company? Yes No 16. Is there any increase in salary after the performance appraisal is held? Yes No 17. Do you get any other kind of benefit after performance appraisal is held? (Mention)

18. Your view for the companies present performance

appraisal program?

19. Any other suggestions you would like to give seniors in respect of performance appraisal program?

Signature:

Date:

Questionnaire
(For senior group)
1. Name: 1. Age: 2. Nature of work: 3. Job Title: 4. Department Name: 5. Monthly Income: Below 15000
15,000 20,000

20,000 30,000 30,000 40,000 40,000 50,000

6. Does your company go for performance appraisal program? Yes No

7. Which Method of performance appraisal does your company adopts? Confidential Report Rating Scales Ranking System Fair Comparison Method Forced Choice Method Critical Incident Method 360-Degree Performance Method Checklist Method Graphic Rating Scale Paired Comparison 8. Are you satisfied with the method used? Yes No 9.Why this method is used by your company?

10. Performance appraisal is conducted mostly at intervals of 90 Days Annually

11. Who are performance raters? Manager Peers 12. What are the main criteria you look while doing performance appraisal?

13. Do you get any other kind of benefit after performance appraisal is held?

14. Your view for the companies present performance appraisal program?

15. Can you suggest any new method of performance appraisal in the company?

16. Do you think the new method will be beneficial? How?

17. Basic goal behind doing performance appraisal?

18. Is your goal fulfilled? If yes then how? If no then why not?

19. What is the bench marks for measuring the performance?

20. what improvements you would like to be implemented in the

organization to improve the performance?

21. Any suggestions for further improvement in the company?

Signature:

Date:

Performance Evaluation Form

SUMMARY WORKSHEET COVER PAGE Name:

Department:

Division:

Job Title:

Rating Period/From To:

Performance Evaluation

Completed Mid-year Progress Review

Signature Employee Rater Reviewer

Date

Signature

Date

 Rating Record: (check one)

______ Outstanding #5: Performance is rated outstanding on all or a majority of the critical elements with no element rated less than Exceeds Expectations . This is the highest overall rating possible. ______ Exceeds Expectations #4: Majority of the critical elements are rated Exceeds Expectations or higher and all the other ratings are at least Meets Expectations . ______ Meets Expectations #3: All critical elements are rated at least Meets Expectations . ______ Improvement Needed #2: One or more critical elements are rated as Improvement Needed. This rating requires the supervisor to use the Performance Improvement Plan Form. ______ Unacceptable #1: At least one or more critical elements is rated as Unacceptable. This rating requires the supervisor to use the Performance Improvement Plan Form. Is the job description for the position current and accurate: YES ___ NO ____ If not, the supervisor should forward any changes to the Department Head and Human Resources for review.

Supervisor Summary Comments Employee Summary Comments

o Instructions to Supervisor/Rater: This form is to be used for

probationary evaluations, annual review and special evaluations (except for Police and Fire). Read the critical job element definitions prior to conducting the evaluation. These job elements are rated from 1-5: 1= Unacceptable, 2 = Improvement Needed, 3 = Meets Expectations, 4 = Exceeds Expectations, and 5 = Outstanding. If the rating dimension is not applicable, indicate N/A. Provide written examples whenever possible to support the rating and evaluation.

1. Technical Job Knowledge: Measures technical job knowledge, skills, and understanding of daily work activities and assignments, retention of essential skills and the ability to learn new methods and skills to produce work consistently and effectively. o Employee Rating o Raters Comments

2. Customer Service: Measures the employees commitment to excellent customer service, which is responsive, competent and complete to both internal and external customers. Anticipates needs of customer, strives to treat all respectfully, with understanding and empathy; and conveys confidence and knowledge of customer service processes and procedures. Employee makes an extra effort to follow through in a positive manner and maintains a professional demeanor. Employee recognizes cultural differences and respects others culture, ideas, beliefs and lifestyle. Employee is an effective team player and demonstrates commitment to a harmonious working environment with co-workers and the public. Employee Rating Raters Comments

3. Quality and Quantity of Work: Measures ability and willingness to accept responsibility and accountability for work performance, initiative, decision making, consequences of error, accuracy, attention to detail, and extent they meet their goals and deadlines. Measures productivity. Provide examples of the employees work product to illustrate quality and quantity. Includes verbal and written communications skills. Employee Rating Raters Comments

4. Attendance: Measures consistency, promptness and dependability in adherence to work hours. Arrives at work before starting time so they are ready to begin work; breaks are scheduled based on customer needs and are limited to no more than is allowed. Employee Rating: Raters Comments:

5. Risk Management and Safety: (Every employee of the City from entry-level to senior management has a responsibility for some level of safety and managing risks.) Measures participation in department safety programs and continued support to reduce or eliminate potential hazards from employees and the public. Routinely adheres to safe practices and procedures. Any incidents, accidents or workplace injuries are reflected in this rating category. For supervisory/management personnel, measures their active support and participation in safety and risk management are reflected in this performance criteria. Employee Rating: Raters Comments:

6. Leadership: [Use this section only if the employee is in a supervisory position delete if not.] Measures behavioral characteristics of managers, supervisors, and leadworkers leadership qualities and effectiveness. A higher standard is expected of managers and department heads that should take on greater responsibility for achieving goals and supporting the overall direction of the City. Includes meeting performance objectives, supporting City policy, establishing cooperative relationships between departments and coworkers, and creating an effective environment to provide a high level of service to the public and other departments. Employee Rating: Raters Comments:

Work Plan For The Next Rating Period: (specific achievable goals, projects, deadlines)

Training & Development to be completed:

The Performance Appraisal Report

EMPLOYEE:

SUPERVISOR:

DATE:

REVIEW OF EMPLOYEE'S BACKGROUND Skills:

Work Experience:

Training/Education:

PERFORMANCE STRENGTHS

Areas of strength in terms of the job description:

Significant events of outstanding performance:

 PERFORMANCE WEAKNESSES Areas of weakness in terms of the job description:

Significant events of negative or unsatisfactory performance or behavior:

PLAN FOR IMPROVEMENT/DEVELOPMENT

___________________________ Employee's Signature Signature

________________________ Supervisor's

(Employee may attach comments, if desired.)

Performance Improvement Plan

Name: Position Title: Department/Division: Rater: Dates For Work Plan: From: To:

Instructions: Performance improvement plans will be established for any performance factor rated #1 (unacceptable) or #2 (improvement needed). The purpose here is to identify specific areas that need improvement and establish a specific work plan to improve performance. Provide expected outcomes and date for follow-up review. Performance Criteria not met: (list problem in specific terms, give examples)

Activity Designed To Improve Performance: (training, desired goals, specific tasks)

Give completion dates for each task and when you expect performance improvement.

Expected Performance and Behavioral Changes To Improve Performance:

Follow up review Date(s):

1______________ 2______________ 3______________

Supervisor/Raters Signature: __________________________ Date: ___________________

Employees Signature: _______________________ Date: _______________________

Reviewers Signature:________________________ Date: _______________________

Department Head Signature:__________________ Date: _______________________