A PROJECT REPORT ON “AN ANALYTICAL STUDY OF PERFORMANCE MANAGEMENT SYSTEM AS A TOOL FOR EFFECTIVE PERFORMANCE : A STUDY OF SELECTED EMPLOYEES IN VISAYJYOT SEATS PRIVATE LIMITED (SAMSONS GROUP OF COMPANY)”. (& wal idagexa Submitted by MR. IRSHADHUSEN INAYATHUS! ROLL NO: HR4000004 in Partial Fulfillment for the Award of the Degree of MASTER OF COMMERCE (SPECIALIZATION IN HUMAN RESOURCE MANAGEMENT) Under the Guidance of Dr. Umesh R. Dangarwata Associate Professor Department of Commerce and Business Management Faculty of Commerce ‘The Maharaja Sayajirao University of Barodao9TH May 2014 BONAFIDE CERTIFICATE Date: This is to certify that this Project Report entitled “An Analytical Study of Performance Management System as tool for effective performance: A study of selected employees in Vijayjyot Seats Private Limited® which is to be submitted to the office of the Registrar (Examination), The Maharaja Sayajirao University of Baroda, has been prepared by Mr. Irshadhusen Inayathusen Shekh (Exam Seat No. HR4000094) as a partial fulfillment of the award of the Master of Commerce Degree with specialization in Human Resource Management for the Academic year 2013-14 for the evaluation in lieu of the Annual Examination to be held in March/April, 2014, He has carried out this work under my personal supervision and guidance. (Signature of the Guide) Dr. Umesh R. Dangarwala Associate Professor Department of Commerce and Business Management Faculty of Commerce, The Maharaja Sayajirao university of Baroda, VadodaraACKNOWLEDGEMENT At the outset, | would like te articulate this project as small journey which was a remarkable learning experience for me. The successfiel completion of this project is only because of the extraordinary support, guidance, counselling and motivation from my respectable guides, staff of the M.S, University, and my organization, This joumey was also could not be completed without support of my family and friends. | firstly express my hearted thankfulness 10 Associate Professor and Project Guide Dr. Umesh R, Dangarwala in this project who mace me felt his presence during all those crucial and decision making moments this project went thorough. The deep insight in to the subject given by him are believed the root caused in completing this project must qualitative and timely. Also, I express my deep gratitude to Mr. Bhavin Helaiya & Manubhai Solanki (HR Executives), my training officer and mentor for this project. Thorough the support provided by him, [ have imparted knowledge om the avenues which this project have opened and explored . His directions in making me think about unique conceptual and practical aspects of Performance Management System which has lifled this project at this stage of successful completion, I extend my gratitude to Vijayjyot Seats Private Limited and My Manager and all my colleagues , friends for their encouragement, support, guidance and assistanee for undergoing industrial training and for preparing the praject report.CERTIFICATE OF ORIGINALITY Date I, Mr. Irshadhusen Inayathusen Shekh (Exam Seat No. HR4000094), the undersigned hereby declare that the project report entitled, “An Analytical Study of Performance Management System as tool for eflective Performance: A. study of selected employees in Viiayjyiot Seats Private Limited” submitted in partial fulfillment for the award of the Master of Commerce Degree with specialization in Human Resource Management for the Academic year 2013-14 for the evaluation in licu of the Annual Examination to be held in March/Apri is my own work and has been carried under the guidance of Dr. Umesh R. Dangarwala. ‘The work is an original one and has not being submitted earlier to this university or to any other institution! organization for fulfillment of the requirement of a course or for award of any Degree/ Diploma/ Certificate, All the sources of information used in this Project Report have been duly acknowledged in it. (Signature of the Student) Mr. Irshadhusen Inayathusen Shekh Exam Seat No: HR4900094 Master of Commerce (Specialization in Human Resource Management) Department of Commerce and Business Management Faculty of Commerce, The Maharaja Sayajirao University of Baroda, Vadodara.Today we are at the doorstep of 215 Century, competition at the various levels is increasing day by day, New and new developments are taking place and these days in all fields all over India to make the life of the people more comfortable a luxurious. Those in order to survive in market on should practical as well as theoretical knowledge about all different fields existing market, In today’s competitive world edges is more significant than theoretical knowledge. Today practical training and knowledge also plays an important role. Master education brings its students in direct contact with the real corporate world thorough industrial training. The Master programmes provides its students with an in depth study of Various maiagerial activities that are performed in any organization,I hereby declare that the entire work embadied in the Project Report entitled “An Analytical Study of Performance Management System as a tool for Effective Performance at Vijayjyot Seats Private Limited", has been carried out by me under the supervision and guidance of Dr. Umesh R, Dangarwala, Associate Professor , Department of Commerce and Business Management, Faculty of Commerce, The Maharaja Sayajiran University of Baroda, Vadodara. The matter presented in this report incorporates the results of independent tions carried out by me. To the best of my knowledge, no part of this report has been submitted for any Degree or Diploma to The Maharaja Sayajirao University of Baroda or any other University/Institution in India or Abroad. Date: 09/05/2014 Mr. SHEKH IRSHADTABLE OF CONTENTS ‘CHAPTER NUMBER TITLE OF THE CHAPTER, PAGE NUMBER Bonafide Certificate ‘Acknowledgements ‘Certificate of Originality ‘Declaration ‘Student — Project Guide Interaction Report INTRODUCTION ; 1.1 History of Performance Management 1.2 What is Performance Management 13 Definitions of Performance Management 4 Aims of Performance Management 3 Principles of Performance Management 1.6 Concerns of Performance Management 1.7 Scope of Performance Management 8 Benefits of Performance Management 9 Defining Performance 1.10 Factors affecting Performance 1-11 Process for Managing Performance 1712 Meaning of Performance Management System 1.13 Contribution of Performance Management System1.13 Characteristics of an Ideal PMS 1.16 Performance Review 1-17 Tips for Successful Performance Review 1-18 Successful Performance Review Conversation Neods 1.19 Different techniques of Performance Review ‘COMPANY PROFILE, REVIEW OF L ATUR 33 to 42 RESEARCH METHODOLOGY, 43 10 47 | 4.1 Title of the Research Study 4.2 Duration of the Research Study 4.3 Basic Terms of Present Research Study. 4.4 Rationale of the Research Study 4,5 Scope & Coverage of Research Study 4.6 Objectives of Research Study 4.7 Research Design 4.8 Sources of Information 4.9 Sampling Design 4.10 Data Collection, Analysis & Interpretation 4.11 Significance of Research Study 4,12 Limitations of Research Study. DATA ANALYSIS & INTERPRETATIONS FINDINGS, SUGGESSTIONS AND CONLUSION BIBLIOGRAPHY QUESTIONNAIRE,CHAPTER -1 INTRODUCTIONkt. CHAPTER-1 INTRODUCTION istory of Performance Management : No one knows precisely when formal methods of reviewing performance were first introduced. According to Koontz (1971), the emperors of the Wei dynasty (AD 221-265) in China had an ‘Imperial Ratter” whose task was to evaluate the performance of the official family. Centuries tater, Ignatius Loyola(1491-1556) established a system for formal rating of the members of the Soviety of Jesus (the Jesuits). The first formal monitoring systems, however, evolved out of the work of Federick Taylor and his followers before World War I. Rating for officers in the US armed services was introduced in the 1920s, & this spread to the UK, as did some of the factory-based US systems. Meritsrating came to the fore in the USA & the UK in the 1950s & 1960s, when it was sometimes rechristened performance appraisal. Management by objectives then came & went in the 1960s & 1970s and simultancously, experiments were made with the critical incident technique & behaviourally anchored rating scales. A revised form of results-oriented performance appraisal emerged in the 1970s, which still exists today. The first recorded use of the term ‘performance management’ is in Beer and Ruh (1976), thesis was that ‘performance is best developed through practical challenges & experiences on the job with guidance and feedback from superiors’. They described the Page | 10managers give feedback in a helpful & constructive way, and to aid in the creation of a developmental plan. The concept of performance management then lay fallow for some years, but began to emerge in the USA in the mid-19805 a8 a new approach to managing performance. However, one of the first books exclusively devoted to performance managements was not published until 1987(Plachy 1987), In the UK the first published reference to performance management was made at a meeting of the Institute of Personnel Management (IPM) Compensation Forum in 1987 by Don Beattie, then personnel director, ICL, who described how it was used as ‘an essential contribution to a massive & urgent change programme in the organisation’ and had become a part of the fabric of the business. Full recognition of the existence of performance management was provided by the research project conducted by the Institute of Personnel Management (1992), 2 What is Performance Management ? There are few comprehensive definitions of Performance Management. HM Treasury describe Performance Management as “Managing the Performance of an organisation or indivielwat”. Whilst this is not a precise definition grounded in literature it demanstrates the breadth of performance management and hence the difficulties in defining its scope, activities and practices. It demoitsteates that performance management is concerned with the management of performance throughout the organisation and as a result is a multidiseiplinary activity. Further, in their Glossary of Performance Terms the Improvement Development Agency further suggest that — “it involves you understanding asd acting on performance issues at each level of your organization, from individuals, teams aurd directorates, through to the organization itself As well as involving performance measurement, systems and processes, performance management is about managing people aid “the way peaple within an arganisadion operate and work together. Issues such as leadership. decision making, involving others, uiimprovement ‘This definition further demonstrates the breadth of the subject highlighting some of the activities involved in managing performance, requiring a range of different skills and functional approaches. This provides challenges of terminology when we discuss the subject. Academic research in particular tend to be undertaken in functional subject areas and often within organisations managers sit in funetions andl take a functional perspective on the subject of performance. Despite this the clear multidisciplinary, the field of performance management has developed fom diverse origins. Different measurement and management techniques and approaches have developed independently, Financial and particularly management accounting have been concerned with measuring and controlling the financial performance of organisations, operations have been concerned with “shop floor” performance often focusing on improving throughput and efficiency whether that be from a manufacturing or a service perspective, strategy have been concerned with developing plans to deliver future objectives (including planned performance) and personnel (or HR) have been concerned with managing the performance of people. It is relatively recently that performance management from these disparate disciplines has begun to converge and recognise the need for integration into. a multidisciplinary approach to managing performance. L3 Definitions of Performance Management : aoe om os tr oe ng fg Performance management is « process for establishing shared understanding about what is to be achieved, and an approach to managing and developing people in a way which increases the probability that it will be achieved in the short and longer term.American Compensation Association (1996):- An effective performance management system aligns individual performance with the organisation's mission, vision and objectives. Armstrong & Murrlis (1994): Performance management is a means of getting better result from the a and individuals within and agreed framework of planned goals, objectives and standards. Bitici, Carrie & MeDeviri (1997): The performance management process is the process by which the company manages its performance in line with its corporate & functional strategies and objectives. The objective of this process is to provide a pro-active closed loop system, where the corporate and functional strategies are deployed to all business process, activities, tasks and personnel, and feedback is obtained through the performance measurement system to enable appropriate management decisions, Locket (19% The essence of performance mitnagement is the development of individuals with the competence and commitment, working towards the achievement of sharéd: meaningful objectives within an organization which supports and encourages their achievement. Hendry, Bardley and Perkins (1997, ‘A systematic approach to improving individuals and team performance in order to achieve organizational goals. ‘IDS £1997) ‘A clear facus on how each employee can contribute to the overall success of the organization lies at the heart of performance management systems. IRS Management Review (1996) :~ Performance management is a way of translating corporate goals in to achievable objectives that easeade down throughout the organization to produce optinwm results.Philpott & Sheppard (1992) Performance management aims to improve strategic focus and organizational eflectivencss throughout continuously securing improvements in the performance of individuals and teams, Walters (1995) Performance management is about ‘directing and supporting employees to work as effectively as possible in line with the needs of the organization’, is of Performance Management :- The Basic Aim Two simple propositions provide the fouridation upon which performance management is built - (1) When people (individuals & teams) know and understand what is expected of them, and have taken part in forming these expectations, they will use their best endeavours to meet them. (2) The capacity to meet expectations depends on the levels of capability that can be achieved by individuals and teams, the levels of support they are given by management and the processes, systems, and resources made available to them by the organization. ‘These propositions imply that the basic aims of performance management are to share understanding about what is to be achieved, to develop the eapacity of people and the organization to achieve it and to provide the support and guidance individuals and teams need to improve their performance, Another way of putting the overall and performance management is that it exists to establish a culture int which individuals and group take responsibility for the continuous improvement of the business process and of their own skitls and contributions, It is about sharing expectations. Managers can clarify their expectations of what they want individuals team members and their teams as a whole to do, and individuals and groups can communicate their expectations of what they should be able to do, af how they should be we | 14aim is to achieve consensus because, as Fletcher (1993) put it, ‘our perceptions of what is real and valid in the world depend on a consensus of shared beliefé.” One of the aims of performance management could be expressed as being to clarify the psychological contract Detailed Aims In more details, the aims of performance management are two ‘= (1) Help to achieve sustainable improvements in organizational performance. (2) Act as a lever for change in developing a more performance oriented culture. (3) Increase the motivation and commitment of employees. (4) Enable individuals to develop their abilities, increase their job satisfaction and achieve their full potential to their own benefit and that of the organization as a whole, (5) Enhance the development of the team cohesion and performance. (6) Develop the constructive and open relationship between individuals and their managers in a process of continuing dialogue which is linked to the work actually being done throughout the year. (7) Provide opportunities for individuals to express their aspirations and expectations about their work. Aims Suggested by other Commentat The American Compensation Association (1996) states that organizations rely on performance management to :- (1) Bocument job responsibilities (2) Help define performance expectations. (3) Provide a framework for supervisors and employees to communicate with each other. (4) Provide ongoing opportunities for supervisors to coach and encourage personal development,Principles of Performance Management :- The principles of performance management have been well summarized by JRS (1996) as It translate corporate goals into individuals, teams, department and divisional goals, It help to clarify corporate goals. It is a continuous and evolutionary process, in which performance improves over time. I relies on consensus and cooperation rather than control on coercion, It encourages self: management of individual performance. It requires a management style that is open and honest and encourages to two-way communication between superiors and subordinate It requires continuous feedback Feedback loops enable the experience and knowledge and gained on the job by individuals to modify corporate objectives. It measures and assesses all performance against jointly agreed goals It should apply to all staff, and it is not primarily concerned with linking performance to financial reward Performance management should operate in accordance with the following ethical principles as defined by Winstanely and Stuart- Smith (1996) := © Respect for the individuals — people should be treated as ‘ends in themselves’ and not merely as ‘means to other ends"; © Mutual respect- the parties involved in performance management processes should respect each other's need and preoccupations;should be operated fairly to limit the adverse effect on individuals; Transparency- people affected by decisions emerging from the performance management process should have the opportunity to scrutinize the basis upon which decisions were made. (5)6 Management :- Performance management is basically concerned with performance improvement in order to achieve organizational, team and individual effectiveness. Organizations, as stated by Lawson (1995), have “to get the right things done successfully’ Secondly, performance management is concemed with employee development, Performance improvement is not achievable unless there are effective pracesses of the continuous develapment, This addresses the core competences of the organisation and the capabilities of individuals and teams. Performance management stiould really be called performance and development management, Thirdly, Performance management is concerned with satisfying the needs and expectations of all organization's stakeholders- owners, management, employees, customers, suppliers and the general public. In particular, employees are treated as a partners in the enterprise whose interests are respected and who have a voice on a matters that concerns them, whose opinions are sought and listened 10, Performance management should respect the needs of individuals and teams as well as those of the organization, fecognizing that they Will not always coincide, Finally, performance management is concemed with comnnication and fuvolvement. It creates climate in which a continuing dialogue between managers and the members of their teams takes place to define expectations and shared information on the organization's mission, values and objectives. This establishes mutual understanding of what is to. be achieved and framework for managing and developing people to ensure that it will be achieved, Performance management cin contribute to the development of the high- involvement organization by getting teams and individuals to participate in defining thei objectives and the means to achieve them, (517 Scope of Performance Managementmanagement, not a system or a technique (Fowler, 1990). It is a also about managing within the context of the business (its imernal & external environment), This will affect how it is developed, what is sets out to do and how it operates. The context is very important, and Jones (1995) goes as fur as to say “manage context, not performance’ Performance management concems everyone in the business not just managers, It rejects the cultural assumptions that only managers are accountable for the performance of their teams and replaces it with the belief that responsibility is shared between managers and team members. In a sense, managers should regard the people who report to them as a customers for the managerial contribution and services they ean provide. Managers and their teams are jointly accountable for results and are jointly involved in agreeing what they need to-do and how they need to do it, in monitoring performance & in taking action. (58 Benefits of Performance Management := The benefits to the organisation, managers and individuals of well- conceived and well-run performance management processes are summarised below = For the Organisation : Align corporate, individual and team objectives. Innprove performance. Motivate employee: Increase commitment Underpin core values. Improve training and development process Help to develop a leaming organi Enlarge the skill base. Provide for continuous improvement and development. Provide the basis for eareer-planning.Support total quality and customer servi Support culture- change programmes, For Managers Provide the basis for clarifying performance and behaviour expectations. Afford a framework for reviewing performance and competence levels. Inyprove team and individual performance, Support leadership, motivating and teambuilding processes. Provide the basis for helping underperformers, May be used to develop ar coach individuals. Offer the opportunity to spend structured ‘quality’ time with teams and team members. Provide the basis for providing non-financial rewards to staff, For Individuals (9 Greater clarity of roles and objectives, Encouragement and support to perform well ‘The provision of guidance and help in developing abilities and performance, Opportunities to spend ‘quality time* with their managers. Opportunities to contribute to the formulation of objectives and plans and to improvements in the way work is managed and carried out An objective and fair basis for assessing performance. Defining Performance :~ Ifyou can't define performance, you can't measure or manage it, It has been pointed out by Bates & Holton (1995) that ‘Performance is a multi-dimensional construct, the 19important to determine whether the measurement objectives is to assess. performance outeomes or behaviour, There are of course different views on what performance is, It can be regarded as simply the record of outcomes achieved. On an individual basis, it is a record of a person's accomplishments. Kane (1996) argue that performance ‘is something that the person leaves behind and that exists apart from the purpose’. Bernadin, Kane, Ross, Spina and Johnson (1995) are concerned that- Performance should be defined ax the outcomes of work because they provide the sirongest linkage 0 the strategic goals of the organisation, customer satisfaction, aud economic: contributions, The Oxford English Dictionary defines performance as the ‘accomplishment, execution, carrying out, working out of anything ordered or undertaken’, This refers to outputs! outcomes, but also states that performance is about doing the work, as well as being about the results achieved, Performance could therefore be regarded as behaviour- the way in ganisations, teams and individuals get work done. Campbell (1990) believes that ‘performance is behaviour they can be contaminated by systems factors’. ‘A more comprehensive view of performance is achieved if it is defined as embracing both behaviour and outcomes. This is well put by Brumbrach (1988) : Performance means bath behaviours and results. Behaviours emanate from the performer and transform performance fram absiraction to action. Not just the instruments for results, behaviours are also outcomes in their own riglit- the product of metal and physical effort applied to tasks- and cau be judged apart from results. 1.10 Factors affecting Performance :- Performance is affected by a number of factors, all of which should be taken into account. These Comprise =Personal factors« the individual's skill, competence, motivation and commitment. Leadership factors- the quality of encouragement, guidance and support provided by managers and team leaders Team factors- the quality of support provided by colleagues. Systems fasctors» the system of work and facilities provided by the organisation, Contextual fectors- internal and external environmental pressures and changes. 1.11 Process for Managing Performance It has been well said by Mohrman and Mohrman (1995) that managing performance is “running the business’, It is not a set of techniques and it is certainly pot all about performance management systems’, Kermally (1997) believes that ‘performance management should support corporate strategy formulation and monitor value drivers, i.e. those elements that really make the business profitable’ If an all embracing or holistic approach to the management of performance is adopted, the following aspects of what makes organisations, teams and individuals perform well must be considered: The context of the organisation, Cult Functionality. Job design Teamwork Organisational development Purpose and value statements Strategic management, Human resource management 1,12 Meaning of Performance Management System :- Performance management system (PMS) is the heart of any “people management in organization, Organizations exist to perform, If properly designed and 21people do not perform organizations don't survive. If people perform at their peak level organization can compete and ereate waves. In the past organizations as well as the HR function have wasted a lot of time by wrongly focusing on performance appraisals rather than performance management. Effective performance management require: Identifying the parameters of performance and stating them very clearly. Setting performance standards, Planning in participative ways where appropriate, performance of all constituents, Identifying competencies and competency gaps that contribute/hinder to performance. Planning performance development activities. Creating ownership. systematically deciding and communicating what needs to be done (aims, objectives, priorities and targets) a plan for ensuring that it happens (improvement, action or service plans) some means of assessing if this has been achieved (performance measures) information reaching the right people at the right time (performance reporting) so decisions are made and actions taken, A Performance Management System enables a business to sustain profitability and performance by linking the employee's pay to competency and contribution, It provides ‘opportunities for concerted personal development and career growth. It brings all the employees under a single strategic umbrella, Most importantly, it gives supervisors and subordinates an equal opportunity to: express themselves under structured eanditions, Managing this process effectively isn't easy. It calls for a high level of co-ordination, channelled information flow, and timely review. Whether employees are at a single place,process for more effective information management. Performance management could be defined as it begins when the job is defined and ends when an employee leaves the company. Between these points, the following should be understood for a working performance management system :- Developing clear job descriptions: Job descriptions are the first step in selecting the right person for the job, and setting that person up to sueceed Job descriptions provides a framework so the applicants and new employces understand the expectations for the position. Selection: Jobs have different requirements, This is the process of matching the skills and interests of a person to the requirements of a job. Finding a good job "fit" is exceptionally important, Use of @ selection process maximizes input from potential co-workers and the person to whom the position will report. Providing effective orientation, education, and training ; Before a person can do the best job, he or she must have the information necessary to perform. This includes job-related, posilion-related, and company-related information; an excellent understanding of product and process use and requirements: and complete knowledge about customer needs and requirements. Providing on-going couching and feedback : People need ongoing, consistent feedback that addresses both their strengths and the weaker areas of their performanee, Effective feedback focuses more intensely on helping people build on their strengths. Feedback is a two-way process that encourages the employee to seek help, Conducting quarterly _or_annual_performance development discussions: If supervisors are: giving employees frequent feedback and coaching, performance reviews can change from negative, evaluative, one-sided presentations to positive, planning meetings. Designing effective compensation and recognition systems : that reward people for their contributions; The power of an effective compensation system is frequently ‘overlooked and downplayed in some emplayee motivation-rekited literature, Providing promotional/career development opportunities for staff: The supervisor plays a key role in helping staff develop their potential, Growth goals, changing and Page |23development of a more effective staff member. Assisting with exit interviews to understand WHY valued emplovee: ¢ the organization: When a valued person leaves the company, it is necessary to understand why the person is leaving, This feedback will help the company improve its work environment for people. An improved work environment for people results in the retention of valued staff, Contribution of Performance Management System : ‘There are many advantages associated with implementation of a performance management system. A performance management system can make the following iinportant contributions ; (1) Motivation to perform is increased : Receiving feedback about one’s performance increases the motivation for future performance . Knowledge about how one is doing & recognition about one’s past success provide the fuel for future accomplishment 2) Self-esteem is inereased > Receiving feedback about one’s performance basie human need to be recognized & valued at work, This in tum is likely to inerease employee's self-esteem. (G) Managers gain insight about subordinates > Direct supervisors & other managers in charge of the appraisal gain new insights into the person being appraised. Also, ‘supervisors gain a better understanding of each individual's contribution to the organization, (A) The definitions of job & criteria are clarified : The job of the person being appraised may be clarified and defined more clearly. In other words, employees gain a better understanding of the behaviours and results required of their specific position. GB) Selfsinsight & development are enhanced : The participants in the system are to develop a better understanding of themselves and of the kind of development activities that are of value to them as they progress through the organization, Administrative actions are more fair d appropriate : Performance management systems provide valid information about performance that can be used far administrative actions such as merit increases, promotions and transfer as well as terminations, (2) Organizational goals are made clear ; The goals of the unit and the organisation are made clear, and the employee understands the link between what she does and‘goals, (8) Emplovees become more competent + An obvious contribution is that employee performance is improved. In addition, there is a solit foundation for helping employees become more successfully by establishing developmental plans, 1.14 Disadvantages/ Dangers of poorly implemented PM Systems : (Linereased turnover + If the process is not seen as fair, employees. may become upset and leave the organization, They can leave physically or with draw psychologically. 2) Use of misleading infarmation : Wt a standardized system i8 not in place, there are multiple opportunities for fabricating information about an employee's performance, (a)L_Lowered seiPesteem ; Selfesteet may be lowered if feedback is provided in an inappropriate and inaccurate Way. This in tun can create erhployee resentment, (4). Wasted time and money : Performance management systems cost money and quite a bit of time. These resources are wasted when systems are poorly designed. and implemented. (Damaged relationships : As a consequence of a deficit system, the relationship among the individuals involved may be damaged, often permanently. ()_Decreased motivation 19 perform : Motivation may be lowered for many reasons including the feeling that superior performance is not translated into meaningful tangible or intangible rewards, Employee benout_c& job dissatisfaction : When the performance assessment iment is not seen as valid and the system is not perceived as fair, employees are likely to feet increased levels of job burnaut & jab dissatisfaction (A) Hiereased rish of litigation : Expensive lawsuits inay be filed by individuals who feel they have been appraised unfairly 1.15 Characteristics of an Ideal PM System: (1) Strategic congruence: The sysiém should be congruent With the unit and organisation's strategy. In other words, individual goals must be aligned with unit and organizational goals. 2) Thoroughnesc : The system should be thorough regarding four elements -all employees should be evaluated, all major job responsibilities shouild be evaluated, the evaluation should include performance spanning the entire review period, mot just the few weeks or months before the review and feedback should be given on positive perftirmance aspects as well those that are in need of improvement‘obviously not be effective. Good, easy-to- use systems are available for managers to help them make decisions, (4) Specificity : A good system should be specific: it should provide detailed and concrete guidance to employees about what is expected of them an how they can meet these © os op e¢ © bt @ t i oO Mm 8s. (3) densification of effective & ineffective performance : The performance management system should provide information that allows for the identification of effective and in effective performance. @ Retiabitisy : A good system should include measures of petformance that are consistent and free of error. For example, if two supervisors provided ratings of the same employee and performance dimensions, rating should be similar. 2) Validity : The measures of performance should also be valid. In this context, validity refers to the fact that the measures include all relevant performance facets and do not include inrelevant performance facets. 1.16 Performance Review : Everybody who works for you needs to know where they stand and how they are doing compared to your expectations of them. Many companies have formal review systems to let employees know how their performances stack up. Reviews may be conducted as ofien as every three months, but annual reviews are most popular. Each review should go over the goals that were set when the employee started the job or during the last performance evaluation, Then the review should examine how well the eimployee has done toward reaching these goals, The employee should be asked to Fate his or her performance, in addition to relying on objective measurements such as sales figures You and the employee should then discuss the desirability of trying to reach goals that haven't yet been achieved, and you should bath set goals for the future. But reviews and evaluations are often justifiably viewed as little more than formalities that accomplish little or nothing in the way of true feedback. To make formal evaluations 20 more smoothly, and to eliminate any surprises on the employee's part, give feedback at the time something occurs to warrtint it Formal performance reviews are a crucial part of the ongoing dialogue between managers and their employees. The objectives of the review conversation are to make sure that the employee and manager share a clear definition of the job, an understanding of performance expectations for the position, and an assessment of the employee's performance. Properly designed and realized process of employee's appraisal is not only the necessary basis of successfill eiployce performarice management, but also. provides: valuable 26Jinformation for other human resource management functions, Performance Appraisal is nportant because it helps in Performance Feedback, Employee Training and Development Decisions, Validation of Selection process, Promotions & Transfers, Layoff Decisions, Compensation Decisions, Human Resource Planning (HRP), Career Development and Develop Interpersonal Relationship. 1.17 Tips for Successful Performance Review : © Frequent Conversations Prepare Managers and Employees for the Annual Review, Keep Job/Position Descriptions Up-to-Date, Document the Conversations. Create a Reciprocal Process a Self@Appraisal. 1.18 Successful Performance Review Conversation Needs : Careful planning by manager and employee. Constructive communication. Collaborative attitude. Openness to giving and receiving feedback, Commitment to “continuous improvement”. hn level of accountal conversation, —good follow-through on commitments made during Openness to redefining or readjusting goals as needed (for the department and/or for the employee). 1,19 Different Techniques of Performance Review : ‘Sr. No. schnique Key Idea Disadvantages Ranking employees from best to | 1. Fastest. Less objective. worst on a particular trait, 2. Transparent 2. Morale problems, who 1, | Ranking Method | chovsing highest then lowest, | 3, Cost effective, are not rated at or near the until all ranked 4. Simple & easy to use. | tp ofthe lis. 3, Suitable for seal work foros. ‘Aceale that lists anumber of | f, Simple 1 Ra tits & arange of performance | 2, Easily Constructed. | subject foreach, the employee is then iE May be Graphic Rating 3, Bagy touce 2. Bach characteristics is 7 Paperated by identifying the best score that best describes his or her performance foreach trait 4 Reduce the personal equally important in ‘valuation of the ‘employee's performance. Recping a record of uncommonly good or undesirable examples of employee's work related behaviour & reviewing it with the employee at predetermined 1. Easy & economic wo develop & administer, 2, Based on direct ‘observations, 3. Ht istime tested & provides more fics time, 1. Time consuming & laborious to summarize & analyze the data, ‘2Difficult to convince people to shre tir critical incidents through a narvey. Narrative Essays [Evalustor writes an explanation shout employee's strength & weakness poimts, previous performance, positional & suggestion for his or her improvement atthe end of ‘evaluation time 1. Report actually shows emplayse"s performance, 2. Can cover all factors 43, Examples are given, 4, Provides feedback, 1. Time consuming. 2. Supervisor may write 3 biased essay. 3. Bective writers are very dificult to fin, Management by Objectives Behaviorally, Anchored Rating ‘Scale (ARS) Employees are evaluated bow ‘well they accomplished a specific set of objectives that have been determined to critical in the successful tion of job. TBARS combines elements from ‘erica incident & graph rating sale approach. The supervisors rates employee's _acooeding items on a numerical scale, 1. Easy toimplement& 2, Employee mativated ashe tsaware of expected roles & accountability. 43, Facilitates employee counseling & guidance. Ty Job behavior decode ‘employee performance in a better way. 2, More objective, 3, More acceptances due T.Difficaltto emplayees agree on goals. 2.Misses intangibles ike honesty, integrity, quality ete, 3. Time cons ‘complicated, ‘expensive. T. Stale independence may not be validicliable, 2. Behaviors are activity ‘orinted rather than result oriented. 2. Very time consuming for -wencrating BARS, 4. Bach job require ‘rcating separate BARS. scale. Employees are: T. Concepts are simple 1. Expensive & difficult 10 Page | 28Acsesement ofthe: say one or three days, by observing their behaviors across a series of sclested exereises or work samples. 2 Highly exible methodology 3. Helps in selection & me ad for diagnosing employee development needs, 4, Enatese is hand to fake 2. Requires 3. Requires 4, Only limited no. of [People can be processed at Welies on he input ofan employee's, superior, colleagues, subordinates, sometimes customers, supplies and/or spouses Ty Excellent eimplogee eystopmet too 2. Accurate reliable & rede system, 3. Legally more Aefensible 4. More objective being Tr Fime consuming & very ‘organization & national culture 3. May damage selfestcem of employees ifthe fecathack is brat 4.DinBEal to implement in ‘ross-fnctional teams. S.Prone to political & social games played by poeple, CHAPTER- 2PROFILE CHAPTER ye Sell Jisons The two Ironmen, in its true pioneering spirit, contemplated the manufacture of Artificial Leather in 1954 and initiated manufacturing of Arti eather cloth in Mala marketing it all over the country through Ahmedabad, Bangalore, Kolkata and Chenu In 1962 a plot was acquired at Kandivli, Mumbai and the manufacturing base was shifted here by the name of The National Leather Manufacturing Company (NLC). They imported Dornbusch coating lines and the best quality of Artificial Leathereloth became a re The years passed by and there was no looking back as the Groups was growin bounds, It was just a be; Gandalal’s son, Late Mr.Kantilal Shah and Late Mr.Amautlal Motasha joined the business.Later, Mr.Arvind Motasha, son of Late Mr.Vadilal Motasha also joined and the team was further strengthened. DIFFERENT COMPANIES OF SAMSONS GROU Roget About VinyRoyalPlasticoates Private Limited (VPPL’ The pionecting entrepreneur of the group staried the flagship company NLC in 1962, It is engaged in manufacturing of Artificial L hercloth and is one of the largest manufacturers in the world with installed capacity of 13.5 million square meters with 3 Coating lines Infiastructur © Specializes in Manufacturing PVC artificial leather to various Indian and International standards for automobile seat upholstery and trims, © Collection of designs in natural leather like grains and fabric type patterns in a wide range of colours, © Choice of PVC Artificial, Leather with knit, woven and non woven backing fubrie to suit a range of end users. ‘© A.Well equipped. laboratory for testing raw material and the finished products, Modern and well aid out plant for production and storage,www. joyrideindia.com About Joyride ;- Joyride seat covers made from superior grade of leather cloths, Joyride offers better protection from harsh UV rays and keeps the seats cooler. The produet is specially designed for Indian climate keeping in mind essential factors such as heat management, durability, environment and the value for money. Durability and Jong life Joyride offers all weather protection and comes with 3 years warranty. About Royal Cushion Vinyl Products Lt Royal Cushion Vinyl Produets Lid. has two plants spread across 130 acres of land, at Garadia, Halol, Gujarat, for manufacturing of Vinyl Floorings of different types for various end-users and Rigid Films. RCVPL eaters to customers in over 40 countries workdwide, Juality Policy To achieve customer satisfiction by providing international quality produets in all our product - _|UAWNOT to ad Auditorium seal, The prides The nc and $5), Polyurethane (PU) Foam and Upholstery / Trim Covers. We also manufacture and supply fully assembled Railway seats, Its seating components division provides one-stop solution to customers from design inception, proto-type sample, product development to commercial supplies, Facilities include Design center, Tool room, Weld shop with advanced technology like Multi Axis Bending Machine, Cutting & Sewing Machines and PU Machines. The plant is located in Halol, near Vadodara in state of Gujarat, INDIA.About Royal Knitting :- Initially Royal Knitting Pvt. Lid (RKPL] established in 1983, produced knitted fibrics to meet the in-house requirements for leather cloth backing, for our sister concern - National Leather cloth Mfg. Co. and Vinyroyal Plasticoates Pvt. Lid, Today RKPL's installed capacity stands at 175 tones‘month of circular knitted fabrics and 20 tones!month of warp knitted fabric: Only 30% of the capacity is utilized to make supplies to group company, 50% supplies are made to other local Artificial Leathercloth manufacturers & exports and remaining 20% supplies go to OE customers such as Melba, Faze 3, Reliance, Shamkeen, In OE the fabric is applied for back serim application in automotive upholstery, Production facility consists of 28 circular knitting machines (Single Jersey, Terry, Interlock) of Mayer & Cie make, 4 Orizio make, 2 Taifan make and | Fukuhara. Warp Knitting machines of Karl Mayer; of which 2 are KS-3 and 1 HKS-3M, Raising machine of Daintipaolo, Future plans inclide setting up of in-house dyeing & finishing " VISAYJYOT COMPANY OVERVIEW Vijayjoyt is leading manufacturer and marketer of automotive, cinema / auditorium, bus & railways seating systems of India, Its products are marketed under the brand name VUAYIYOT. They are 2 decades old company in seating system having clienteles at home (India) and abroad. Design & Development Facility Its design & development ficility is located in plant in Baska, near Baroda, Gujarat and plant in Pune, Maharastra, They have state of art of technology development centre where 20 dedicated engineers! staff are involved in development of new products and applications round the clock for various segments of seating systems, They are an ISO/TS 16949:2000 certified company. Its People ‘Theit main focus is furure growth of company lies with its human resource people, The human skills are updated with training inputs on a regular basis and also have a HR practices in our organisation, Our top management is involved in HR policy within the organization, that a clear indication that we are people performance organization. Marketing & Dist“They have a very wide spread sales and marketing network covering 4 regions of the country, Our representation is very strong even in overscas market like Middle East, Russia, Europe and North America, After sales service to all our customers are being monitored in the form of Customer Satisfitction Index. This is to assess and improve various parameters of services within our setup on the basis of customer's feedback. a ‘The journey of samsons group started way back in 1932 by the confluence of wo families Shahs' and Motashas' in the form of small trading house. Subsequently, National Leathercloth was in 1954, Royal Knitting (fabric) in 1978 & Vijayjyot Seats Pvt. Ltd. (VSPL) in 1989. Group turnover is around Rs, 200 erores (US 45 MIO). INDUSTRIAL CERTIFICATION Verification Type: | Third-party verification service provider Company Name: VIUJAYJYOT SEATS PVT LTD. Couniry/Territory: India Registered Address: | 60 CD, "SHLOK"GOVT. INDUSTRIAL ESTATE,CHARKOP, KANDIVLI (WEST), Mumb: Maharashtra, India Zip: 400067 Legal Form: Private Organization Registration No.: 053554 Issuing Authority: Ministry of Corporate Affairs Date of Issue: 1989-09-20 Applicant Information Name: ‘Suvrat Mahesh Shah. Job Title: CEOion Aniificia| Leather Cloth PYC Artificial Leather Cloth PVC Coated Fabric Cinema Debonair PVC Leather Cloth Artificial Leather Cloth 2 Upholstery Vinyl Leisure Leather Cloth PVC Textile Leather Cloth, PVC Foam Leather Cloath Resine Cloth Autoniobile Seats Vinyl PVE Synthetic Leather Leisiire PlusCHAPTER -3 REVIEW OF LITERATURECHAPTER -3 REVIEW OF LITERATURE Study by DDI (1997), Performance Management Practices is the most recent performance management study. It proves that successfiel organizations realize that petformance management is a critical business too! in translating strategy into results, ‘The CEOs in the majority of the 88 Organizations surveyed say their performance management system drives the key factors associated with both business and cultural strategies. Performance management systems directly influence five critical organizational outcomes : Financial performance, productivity, product or service customer satisfuction & employee job satisfaction. When performance ement systems are flexible & linked to strategic goals, organization are more likely to sce improvement in the five critical areas ; team objectives, non- manager training, appraiser accountability & links to quality management are the specitie Practices most strongly associated with positive outcomes. Watkins (2007) puts it, most public sector business organization like those in Delta State of Nigeria have not given adequate attention to performance management review as a tool for improving performance even when recent studies suggest that performance review benefit organizational performance in both private & public sectors. Performance management has been described as a systematic approach to the management of people, using performance goal measurement, feedback and recognition as a means of motivating them to realize their maximum potentials. Public sector business organizations that strive to deliver quality services at competitive prices are those that embrace various performance review practices to assess their employee performance & motivate them with incenti Robert & Angelo (2001), The suecess or failure of public seetor business o depends on the ability to attract, develop, retain, empower & reward a din appropriately skilled people sind is the key to improving organizational performance. ‘The explanation therefore is that human resource managers in the public sector business concers should embark on periodic performance management reviews of their employees in order to re-position their business organizations though owned by government for better performance & improved competitiveness.Study by Win, Sehiemann & Associates (1996), this national survey of cross-section of executives concluded thal measureinent-inanaged companies especially those that measure employee performance- outperform those that downplay measurement. ‘These research studied 122 organizations making between $27 million and $50 billion in sales. A higher percentage of measurement-managed companies were identified as industry leaders, as financially in the top third of their industry, and as suecessfillly managing their change efforts. The research examined performance in six strategic performance areas deemed crucial to long-term success: Financial performance, operating efficiency, customer satisfaction, employee performance, innovatior’change, itylenvironment, The findings revealed that the biggest measurement arca Separating successful from less successfull firms is employee measurement, Successful industry leaders simply do a better job than non-leaders at measuring their workforee, which the study say is where real change won or lost. Study by Hewitt Associates (1994), The impact of performance management on organizational success substantiates that performance management system can have a significant impact on financial performance and productivity. The study used the Boston Consulting Group/HOLT financial database to track the financial performance of 437 publically held U.S. companies from 1990 through 1992.The study results showed that: Companies with performanice programs have higher profits, better cash flows, stronger stock market performance and a greater stock value than companies without performance management. Productivity in firms without performance management is significantly below the industry average, while productivity in firms with performance management is om par with the industry average. Companies with performance management significantly improved their financial performarice and productivity after implementing performance management. Williaans (2002) identifies globalization, increased competition and the increas tic rather than collective employee relationship as some of the major drivers contributing to the increased visibility of performance management systems (PMS), Faced with fast moving and competitive environments, companies are constantlyand are increasingly looking to their “human resources” to provide this difleremtiation, This has led to much interest in the performance of employees, or more importantly, how to get the most out of employees in order to sustain competitive success. ‘The study by Eleni 7. Stavrow, Christakis Charalambous and Stelios Spitiotis utilizes an innovative research methodology (kohonen’s Self-organizing Maps (SOMs), Neural Network Analysis) to explore the connection between human resource management as a source of competitive advantage and perceived organizational performance in the European Union's private and public sectors. While practices in these two sectors did not differ significantly, three diverse but overlapping HRM models did emerge. cach of which involved a different set of EU member states. ‘Training & Development practices were strongly related performance in all three models and communication practices in two. These results show the usefulness of an innovative technique when applied to research so far conducted through traditional methadologies, and brings to the surfiee questions about the universal applicability of the widely accepted relationship between superior HRM and superior business Sharmistha Bhattacharjee and Santoshi Sengupta (2001) studicd that employees are the most valuable and dynamic assets of an organization. Far achieving the strategie objective of sustained & speedy growth, managing human resource has been featured as a vital requirement in all organizations. It is a challenge to monitor the entire eycle of defining the competence requirement of the business, accessing existing competence in the organization and bridging the gap between the two. HR practices are crucial for any organization, Every phase from recruitment to exit interview is under the HR department. It is a challenge to monitor the entire eycle of defining the competence requirement of the business, accessing existing competence in the organization and bridging the gap between the two. In a manufacturing industry, with every technical advancement business opportunities can show up. These opportunities can be converted into business suecess only with performance alignment and competence management,evaluation of the rote of performance management sysiem in shaping psychological opmiract at Sainsbury’s UK by a ease study approach, Sainsbury's has adopted the performance management system to utilize the potential of their employees but result of data analysis indicates that line managers have failed to achieve the objective of the performance management system. This research analysis reveals how the line managers of Sainsbury's focus an short term goal i. financial success instead of long term goal ie. cmployee development. However, the performance management system of Sainsbury's comprises all the necessary components to play a significant role in developing employees as well as facilitating the formation of a positive psychological contract. But partial and inattentive implementation of the system makes the situation unfivourable for the psychological contract to develop at Sainsbury's UK. ‘The article of Javed Ighil , Sarina Naz, Mahniaz Astam, Saba Arshaid (2012), offers a survey of selected literattire on perfirmarice management. Purpose is to identify key themes that govern the topic in the contemporary turbulent economic and business environment where employees are more uncertain that anything else because every day they face downsizing, volunteer retirement and “golden hand shakes” to get rid of them. Under these circumstances it is worthwhile to look into the ways by which they can be ‘motivated to work under hard conditions, It is found that performance management processes, evaluation, its impact and factors are key themes, Researchers apply popular research approaches for data collection analysis and communication. The paper of Akwa Asautewaa Afuro and Kerdjo Asafo-Adjed Anewi (2012) shows that academic libraries have a performance appraisal system Comprising setting of goals, feedback, participation and incentives for performance. This study aimed at evaluating the performance appraisal system in the KNUST and GIMPA ‘libraries in Ghana. and. give recommendations on improving the system. Questionnaires were randomly administered 10-46 stall members of these libraries, ‘The aim of this study of Akinyele S, T. (2010) was to evaluate the effectiveness of performance appraisal system al private universities in Nigeria. The focus of the stucly wax on the administrative staff of Crawford University. The study evaluated the purpose of performance appraisal in private universities and Wentifies relevant fietors for achieving an effective performance appraisal. A eross- sectional survey was selected for this study because it was easy to undertake compared: to longitudinal survey and the results from the same ean be inferred to the larger population, The we | 40.populations of staff were selected as respondents, A. structured questionnaire was used to collect the data for analysis. The effectiveness of performance appraisal systems in Private universities are only based on training the members of staff involved in the rating/ appraising process and are multi- rating systems. Conclusively because the performance appraisal systems used in private universities ate not eflective and that they exist just as a matter of formalities, the private universities cannot measure members of staff performance, hence making it difficult to achieve the intended human resource management objective. ‘The paper of AI Bento and Regina Bento (2006) proposes and tests a model to explain three critical outcomes of Performance Management Systems: information quality, effectiveness, and usefulness of the PMS to. managerial decision-making, Diawing from Organizational Information Processing Theory (OIPT). we examined how those three outcomes may be influenced by factors that affect OIP requirements (industry, size, and geographic scope of operations) and by organizational and technological factors that affect OIP capabilities. Organizational factors. included management's decision-making style and organizational structure. Technological factors included the types of technology used in the PMS (ERP; specialized tools such as BIS and DSS; and generic tools such as Excel, Access and Lotus Notes), and the degree of use of e-commerce and Internet technologies. ‘The study of George Ndemo Ochoti, Elijah Maronga, Stephen Muathe, Robert Nvamao Nyabwanga, Peter Kibet Ronoh (2012) investigated the multifieeted factors influencing employee Performance Appraisal System in the Ministry of State for Provincial Administration, Nyamira District, Kenya, A target population of 76 employees was surveyed. A structured questionnaire was self-administered to the employees to collect data. Multiple regression analysis technique was used to explain the nature of the relationship between PAS and the factors that influence it, Results of the study showed that all the five factors: Implementation process (X1), interpersonal relationships (X2), rater accuracy (X3), informational factors (X4), arid employee attitudes (XS) had a significant positive relationship with the performance appraisal system (Y); It shows that if these factors are taken into consideration by the ratees, the raters and the government policy makers, the PAS can be a good performance management tool, ‘The paper of dawaria Andleeb Queeshi, Asad Shahjchan, Zia-ur-Rehinan and Bilal Afsar (2020) notifies that many organizations install Performance Management Systems (PMS) fisrmally and informally in their organizations, with the motivation to achieve better organizational results. In practice, organizations have difficulty in implementing a performance manageinent system because its different dimensions are we | 4comparative analyses conducted between a standard performance management model and performance management systems as applied by Local Development Organization (LDQ), Data was collected from $0 employees of the organization with a Cronbach Alpha (0.935), Results identified barriers to implementation of effective PMS, also recommendations and viable solutions are presented. Research of Leena Toppo, Twinkle Prusty (2012) informs that performance appraisal and performance management were one of the emerging issues since last decade, Many organizations have shifted from employee"s performance appraisal system to employee's perfarmance management system. This paper has focused to study the evolution of employee's performance appraisal system, erities the system suffered and how the performance management system came to the practice. The main purpose of this paper is to differentiate these two systems, employee"s performance appraisal and management system. This paper uses a review of the literature to evaluate the development of appraisal system and argues the critic areas of appraisal system. Performance management eliminates the shortcomings of performance appraisal system to the some extent There are, however, several models which have attempied to explain how HR policies have an impact on firm performance, one such model adopted as a conceptual framework in this paper is the “People Process Framework” (Gratton 1996). This Framework focuses on individual performance linked to organizational performance and is designed to deliver short term business objectives ax well as long term sustainable success. The model clearly identifies a set of HR practices which have been designed to link individual effort to the overall objectives of the business and also strikes a balance between achieving short tcrm goals and preparing the company for its future long term success. The major focus of the research will be on the processes which contribute to short term business success, given their direct relevance to PMS and the crucial role of line managers in their implementation, These short term Processes are critical to the overall success of the business as they provide the foundations to encourage sustained performance through clear identification of objectives, continuous assessment of performance against those objectives, reward strategies that emphasize the required behaviors and the provision of training and skills which will improve performance. Implemented ‘correctly, these processes. shoud enhance the individuals confidence in themselves and their company creating an environment where employees “want to” perform rather than feeling like they “have to” perform, Long term success is only possible therefore when the short term processes generate this type of response, Whittaker and Marchington (2003) found evidence in their study that line managers spent very little time on people management issues, preferring instead to concentrate on financial or business objectives. Hope Hailey et a/ (2005) report that tine managers are only measured on their technical role and not their people management responsibilities. The appraisal process is therefare of secondary importance to them and the appraisal is generally approached with little preparation, training or enthusiasm (Cook and Crossman 2004, Holt-Larsen and Brewster 2003). To address this,Beihai OO ii tit nk el di Ns i te etter management process but that they should be involved in-its design, and only by involving them at this stage will they “buy-in” to the process, Lack of management “buy-in” can potentially frustrate the whole purpose of a performance management systert, leading to an inability 10 meet short-term goals as well as failure to address longer term developmental opportunities (Weeks; 2005). Lohr (1981) had stated that even Abraham Taylor (1886-1915) widely regarded as the father of Scientific Management in his legendary thesis on performance improvement in organizations had reeognized the negative influences of groups on performance and sought to break-up informal group activities through spatial and work-flow designs and individual piece rate systems of pay. Taykor had! based his management system on Production-tine time studies. Instead of relying on traditional work methods, he analyzed and timed steelworkers” movements on a series of jobs. Using time study as his base, he broke each job down into its components and designed the quickest and best methods of performing each component (Idemobi et al 2010). In this way he established how much workers should be able to do the equipment and materials at hund, He also encouraged employers to pay more productive workers at a higher rate than others, using a “sciemtitically correct” rate that would benefit both company and worker. Thus, workers were urged to surpass their previous performance standards to earn more pay. Taylor called his plan the differential rate system. Rather than quariel aver profits, both management and workers should try to increase production and by so doing, he believed, profits would rise to such an extent that labour and tratnagement would no longer have to fight over them. Timmons (1992) had opined that competitiveness is a major issue in foreign competition, und if'a country’s export promotion drive is to yield the desired results, competitiveness in particular must be optimized. He further posited that the dectining. productivity in business organizations which leads to un-competitiveness is a major cause of monetary problems and inflation, and governments obviously should be interested in the level of competitiveness arising from productivity improvement. Although the use of goal setting is primarily used to improve performance, there are other benefits such as: 10 clarify expectations, to improve job satisfaction, to enhance self-esteem through attainment of goals and to iniprove quality of work (Lacke dnd Latham 1984). Appraisal provides the mechanism to provide effective feedback on achievement of which is an important factor in improving performance (Williams 2002), Fletcher (2004) describes it as a “high risk activity’ for managers, given the many pitfalls associated with it and Newton and Findlay (1996) highlight the ullbility of appraisals as they are open to manager manipulation. Despite the criticisns, the use of performance appraisal is widespread and perceived to be an effective part of a performance management system (CIPD 2005a), Many orgehizations Iuive looked (0 itnprove performance by linkiig it 1 pay; performance related pay (PRP) can take many different forms (Williams 2002) and the Page| 43.(IDS 2003). There are many differing views on the effectiveness of PRP (Williams 2002) and whether or not it contributes to improved performance, It has been argued that PRP is a process of control, rather than contributing to real development (Hendry et al 2000). {Gratton 1996) There bas been a change in scope of the appraisal process in recent years, with an increasing focus on employee development, as more and more businesses focus on how targets are achieved rather than just the achievement itselE This has led 10 a combination of both objectives (outputs) and competencies (inputs, ‘Taylor, 2003) and the recognition that personal development planning (PDPs) are a fundamental part of a PMS. By offering employees the opportunity of enhancing their skills through training, levels of self-confidence will improve and performance will be enhanced (Witite 1999), Wiltcaxson, (2000) High performance is considered to be achievable in different ways, two of which are the humanistic and rational process perspectives. According to proponents of the humanistic perspective, high performance is attributed to investment in the “softer” people aspects of organizational life, Through valuing, trusting, developing and empowering employees, encouraging cooperative modes of operating and stakeholder engagement, organizations can achieve high performance. Emphasis is also placed on organizational culture as a key clement of success or failure (Willeoxson, 2000) In essence the productivity of an organization is jointly determined by the e with which the organization utilizes several available factars of production which invariably are scarce relative to the demand for them, As it were therefore, one can conceive of an equilibrium condition in. productivity terms within given and stated constraints in an organization, Like the price scenario, several factors operate to make it difficult to optimize the use of human and other resources in the organization such that the equilibrium condition is not achieved easily. Ouchi (1981) clearly pointed this out when he addressed the issue of what he labelled “the organizational dilemma” meaning that the organization's search for rationality (technological determinism) and the human beings search for happiness (as in the Doctrine of Hedonism). Robert and Angeto, (2001) The success or failure of public sector business organizations hinges on the ability to attract, develop, retain, empower and reward & diverse array of appropriately skilled people and is the key to improving organizational performance The explanation therefore is that hunwn resource managers in the public sector business concems should embark on periodie performance management reviews of their employees in order to re-position their business organizations though owned by government for better performance and improved competitiveness.$ Sung & Ashton, (2005 is the business strategy that gives the high performance, working practices their dynamism and provides the framework against which perlormance can be evaluated and improved. Thus, the concer is not with the specific type or number of practices employed, but the way they are linked to organizational performance. Results from the Watson Wyatt Worldwide (2004) study suggest that PM systems should recognize high performers and confront poor performers as soon as possible, eliminate paper forms, and utilize a user-friendly automation. Rescarchers from Watson Wyatt Worldwide also assert that if PM systems. are designed and implemented properly, they can lead to positive impact on individual performance as well as better financial results for the organization (ie. improvement in shareholder value). ‘A common weakness in the implementation of performance management systems noted by de Waal (2004) is the focus only on the “structural side”, that is, “the structure that needs to be in place 10 be able to use performance management such as critical success factors & key performance indicators, possibly supported by a balance scorecard”. De Waal (2004) argues that suecessful implementation also requires attention to the “behavioral side" that is, the necessary performance-driven, behavior required from organizational members to achieve the desired objectives. According to de Waal (2004), appropriate behaviors, including attitudes and beliefs, depend on a range af factors including management style, the perceived relevance of performance indicators, the degree to which employees feel they can influence change, and the quality of communication within the organization. (Source : hitp://eprints,jeu.eduaw26275 ). A study conducted by McDonald and Shicld of Hewitt Associates found that companies that used performance management programs had greater profits, better cash flow, stronger stock market performance and greater stock value than companies that did not. Not only performance management improved financial performance, but it also improved productivity: companies with such programs had higher sales per employees (Rheem, 1995). Nonetheless, performance matiagement has been mistaken as performarice evaluation. As a matter of fact, both performance management and performance evaluation are related but they are not exactly the same concept, Performance management is a systematic process for improving organizational performance by developing the performance of individuals and teams; it is a mean of getting better results from the organization, teams, and individuals by understanding and managing performance within an agreed framework of planned goals, standards, and competence requirement (Armstrong, 2006), While performance evaluation is a process of assess and rate past performance of individuals or groups (Oct 2004), Performance evaluation is just a part of performance management.RESEARCH METHODOLOGY (LE OF THE RESEARCH STUDY ; “An Analytical Study of Performance Manage! A study of Selected employees in V 4.2 DURATION OF THE RESEARCI This study was earried out for duration of 2 month 4.3 BASIC TERMS OF PRESENT RI RC Performance : Performance means both behaviours and results. Behaviours emanate from the performer and transform performance from abstraction to action, Not Page| 48right- the product of metal and physical effort applied to tasks- and can be judged apart from results (Brumbrach, 1988). Management :Management is the art of getting things done through and with people in formally organized group (According to Harold Koontz). System: An organized, purposeful structure that consists of interrelated and interdependent elements (components, entilies, factors, members, parts etc.). These elements continually influence one another (directly or indirectly) to maintain their activity and the existence of the system, in order to achieve the goal of the system, (www.businessdictomary.com) 4.4 RATIONALE OF THE RESEARCH STUDY ; When it comes to performance, employee's performance is one the main in organisational success, Therefor, it is an need of the hour where organizational has to make very specific efforts for improving employee's performance to optimally utilize knowledge and skills of their employees. The proposed research study also would report on employee's feedback ats well as expectations & experiences with regard to selected performance management system, It also list out suggestions for an overall improvement for employees effective performance, The research study would make an attempt to find the impact of performance management system on effective emplayee’s performance. RAGE OF RESEARCH The research was conducied in Vijayjyot Seats Private Limited. The research study was focus on performance management system in Vijayjyot seats private limited. It also measure & evaluate the effective performance on the basis of emplayec’s overall awareness, expectations & satisfaction of dissatisfaction as an outcome of offering various kinds of incentives & employee's morale as offered by the performance management system of Vijayjyot seats (P) Ltd.4.6 OBJECTIVES OF RESEARCH STUDY : The objectives of the study are.. To empirically assess performance management as a tool for improving performance, To study the process and methods of existing performance management systems. To identify the effects of performance review techniques on employee's performance To study of performance review techniques; employee's performance; performance incentives and employee"s morale 4.7 RESEARCH DESIGN ; The research design of this study considering its objectives, scope & coverage was exploratory as well as deseriptive in nature. 4.8 SOURCES OF INFORMATION : 4.8.1 PRIMARY DATA ‘The primary data has been obtained from the selected employees & senior executive at various departments of Vijayjyot Seats Private Limited through circulation of the structured non-disguised questionnaire, 4.8.2 SECONDARY DATA : The secondary data has been obtained fiom published as well as unpublished literature on the topic and from Books, Joumals, News Papers, Research Articles, Thesis, Websites, Magazines etc. 4.9 SAMPLING DECISIO’Appropriate number of sample size (ie. 60) was put to used for the purpose of collecting primary data from the selected employees of different departments of the Viiayiyot Seats Private Limited. 4.9.2 SAMPLING METHO! Non-probability sampling design based on convenient sampling method has been used for this research study. 4.9.3 SAMPLING FRAM The representative sampling units in appropriate & justified size has been conveniently drawn from amongst different employees across various heterogeneous socio- economic age groups, occupations, educational qualifications, gender who have availed incentives & employee's morale as offered by the performance management system of the Vijayjyot Seats Private Limited 4.9.4 RESEARCH INSTRUMENT ; A structured non-disguised questionnaire has been prepared to get the relevant information from the respondents, The questionnaire consists of variety of questions presented to the respondents for their responses. The researcher has. been used questionnaire with the support & coop. of the selected respondents of various departments at managerial and non-managerial level of Vijayjyot Seats Private Limited, 4.9.5 SAMPLING MEDIA ; Sampling media has been in the form of Filling up of questionnaire.The collected information and primary data has been subjected to data analysis and interpretation, content analysis and statistical analysis. The collected primary data has been pre-coded considering the designing of the structured non-dtisguised questionnaire, The primary data has been scrutinized, edited and validated and thereafter it has been presented in the forms of tables, charts, graphs and diagrams as the case may be. CE OF THE RESEARCH STUDY : “This researeh study has covered the performance management system which help to find effective performance of the employees. The employees has been aware of the performance standard of the company. It has been create awareness of performance management system to improve eflective performance and also to the diferent criteria of the Vijayjyot Seats Private Limited. This research study also assists to Vijayiyot Seats Private Limited authorities in the designing of the performance management system for tion will be able to develop performance review techniques to control the performance of the employees. ‘The researcher has been use selected statistical tools which are relevant to research study & thus having limited generalizability. ‘The employees were reluctant to give correct information. The investigator intended to cover only few areas of performance management system ‘The sample size selected by the researcher is limited, ‘The time factor in collecting the responss in conducting the research study has limited factor.rent departments of Vijayjyot Seats Pri cy of the responses given by them,CHAPTER-5 DATA ANALYSIS & INTERPRETATIONS CHAPTER — 5 DATA ANALYSIS & INTERPRETAION Section A_: General Profile of Respondents:TABLE: 1 | Gender | Frequeney | Percentage | |e) [L Male 52 87 2. Female O8 B | Total oo 0 Interpretation : From the above table, 87% of employees lies under the male category and 13% employees lies under the Female category, Majority of the employees lies under the Male category.TABLE: 2 Frequency | Percentage (%) 12 21 24 4 20 35 30 above 2 3 ‘Total 60 100% Interpretation : The chart depicts that : 41% respondents tend to age between 26-35, 35% respondents tend to age between 36-30, 21% respondents tend to age between 20-25 and; (03% responilents tend to age between 50 above Majority of the respondents tend to age between 2(3) Qualification : TABLE: 3 Educational Qualification Frequency | Percentage (%) Under Graduate 6 10 Graduate 2 37 Post Graduate 2 20 Diplona 6 10 Others la 23 oo 100% Interpretation : The chart depiets that 37% respondents are Graduate, 23% respondents are others, 20% respondents are Post Graduate, 10% responslents are Diploma and; 10% respondents are Under Graduate. Majority respondents are Graduate, (4) Job Experience : TABLE: 4 Job Experience | Frequency [Percentage (%) Less than one year 4 07 (0 years 4 36 More than 10 years 22 37 Total 60Interpretation ; From the above table, 56% of the respondents have work experience of 2-10 years, 37% of the respondents have work experience of more than 10 years, and 7% of the respondents have work experience of less than one year. Majority of the employees in the organization have a work experience of 1-5 (1) Do your Organization operate formal performance management system? TABLE: 5 Response Frequency | Percentage (%) Yes 32 No 08 Total 60Interpretation: From the above table, 87% respondents are in favour of organization operate formal performance management system, 13% respondents are not in favour of organization operate in formal performance management system, (2) Ifyes, which of the following groups of employees do this processes apply to?Manual’ Blue-collar Total Interpretation : From the above table, out of 52 respondents, 40 respondents from Technical! clerical employees do this process applied, 10 respondents from other ave | 61gersteam leaders doth senior managers) do this process applied. Mostly this process applied to Technical’ clerical group of employees. (3) What are the techniques that are used in your organisation for assessing performance? TABLE: Techniques ‘Frequency | Percentage (%) Ob: n 10 ‘Assessment ‘Checklist 87 “Total 100) Interpretation : From the above table, 87% respondents are in fivour of checklist techniques that are used in organisation for assessing perfirmance,10% respondents are in favour of observation techniques that are used in organisation for assessing performance, and 3% respondents are in favour of assessment & development centres techniques that are used in organisation for assessing performance. Majority respondents believed in Checklist techniques that are used in organisation for assessing performance, (4) Please indicate which of the following methods of performance appraisal from a part of your system? TABLE: 8 Methods Frequency Percentage (%) Written Essay Method 30 83 Graphical Rating Seale of T Ranking Method =| 04 T 360 Degree Appraisal 00 Self Appraisal 02 Critical Incident AssessmentInterpretation : From the above table, out of 60 responder spondents that are believed in Written essay method of performance appraisal from a part ofsystem, 04 respondents are believed in graphical rating scale of performance appraisal from a part of system, 04 respondents are believed in ranking method of performance appraisal from a part of system and; 02 respondents are believed in self-appraisal of performance appraisal froma part of system, None of the respondents are believed in 360 degree appraisal & critical incidemt assessment of performance appraisal from a part of system. Majority of respondents are believed in Written essay method of performance appraisal from a part of system. (5) Please rate your satisfaction with the following part of your current performance management system : L. Performance Planning? Goal Sen TABLE: 9 Particulars Frequeney | Percentage (%) Very Satisfied 32 873 Neutral 00. 00, 4 Unsatisfied 00. 00 5 Very Unsatistied 00. 00 ‘Total oo 100% Interpretat 3 From the above table, 87% respondents are very satisfied about performance planning/ goal setting of current performance management system, 13% respondents are satisfied about performance planning/goal seiting of current performance management system, 2. Performance Evaluation TABLE: 10 Sr.No Particulars Frequeney | Percentage (%) 1 Very Satisfied 32 a? 2 Satisfied 00. 00 3 Neutral 00. 00 4 Unsatisfied os. 3 s ‘Very Unsatisfied 00. 00 Total oo. 100%Interpretation ; From the above table, 87% respondents are very satisfied about performance evaluation of current performance management system, 13% respondents are unsatisfied about performance evaluation of current performance management system. 4 Development Planning TABLE: 11 Particulars Frequency | Percentage (Yo) Very Satisfied 30 83 Satisfied oD 3 Neutral 00 Unsatisfied os 14 Very Unsatisfied 00 ‘00 ‘Total 60Interpretation : From the above table, 83% respondents arc very satisfied about development planning of current performance management system, 3% respondents are satisfied about development planning of current performance management system, 14% respondents are unsatisfied about development planning of current performance management system. Majority respondents are very satisfied about development planning of current performance management system 4, 360 Degree Feedback ‘ABLE: 12 Particulars Frequeney | Percentage (%) ‘Very Satisfied 42 70 Satisfied 08. 14 Neutral 08. 3 Unsatisfied 08 Very Unsatistied 00, ‘TotalInterpretation ; From the above table, 70% respondents are very satisfied about 360 degree feedback of current performance management system, 14% respondents are satisfied about 360 degree feedback of current performance management system, 13% respondents are neutral about 360 degree feedback of current performance management system. Majority of respondents are very satisfied about 360 degree feedback of current performance management system. i Coaching &/or Men TABLE: 13 Particulars | Frequeney | Pereentage (%) Very Satisfied 32 a7 Satisfied 00 00) Neutral Ox 3 Unsatisfied 00 00 Very Unsatisfied 00. 00. Total ooInterpretation: From the above table, 87% respondents are very satisfied about coaching & mentoring of current performance management system,13% respondents are neutral about coaching & mentoring of current performance management system, Majority respondents are very satisfied about coaching & mentoring of current performance management system. TABLE: 14 Particulars Percentage (%) ‘Very Satisfied 87 Satisfied 00, ‘Neutral 00, Unsatisfied 3 ‘Very Unsatisfied 10 ‘TotalInterpretation ; From the above table, 87% respondents are very satisfied about training of current performance management system, 10% respondents are very unsatisfied about training of current performance management system, 3% respondents are unsatisfied about training of current performance management system. Majority respondents are very satisfied about training of current PMS, 7. Leadership Development Particulars Frequency | Percentage (%) Very Satisfied 50 83 Satisfied oD 4 Neutral 00 00 Unsatisfied @ 3 Very Unsatisfied 06 10 ‘Total 60Interpretation ; From the above table, 83% respondents are very satisfied about leadership development of eurrent performance management system, 10% respondents are very unsatisfied about leadership development of current performance management system, 4% respondents are satisfied and 3 % respondents are unsatisfied about leadership development of current performance management system, Majority respondents are very satisfied about leadership development of curren performance management syst 8. Rewards : ‘ABLE: 16 Particulars Frequeney | Percentage (%) ‘Very Satisfied 48. 80 Satisfied 4 Neutral 00. Unsatisfied 4 Very Unsatistied 04 ‘Total ooInterpretation : From the above table, 0% respondents are very satisfied about rewards of current performance management system, 6% respondents are satisfied about rewards of current performance management system, 7 % respondents are unsatisfied about rewards of current performance management system, 7% respondents are very unsatisfied about rewards of current performance management system. Majority of respondents are very satisfied about rewards of current PMS, 9. Discip TABLE: 17 Particulars Frequency | Percentage (Ye) ‘Very Satisfied 2 B Satisfied 15 Neutral 00 Unsatisfied 9 Very Unsatisfied 3 ‘TotalInterpretation; From the above table,73% respondents are very satisfied about discipline of current PMS.15% respondents are satisfied about discipline of eurrent performance management system, 9% respondents are unsatisfied about discipline of current performance management system,3% respondents are very unsatisfied about discipline of current performanee management system. Majority of respondents are very satisfied about discipline of current PMS. TABLE: 18 Particulars Frequency | Percentage (%) Very Satisfied 30. Satisfied Neutral Unsatisfied Very Unsatisfied TotalInterpretation : From the above table, 83% respondents are very satisfied about effectiveness of current PMS, 7%. respondents are unsatisfied about effectiveness of current PMS, 10% respondents are very unsatisfied about effectiveness of current PMS, Majority of respondents are very satisfied about effectiveness of current PMS. (6) What are the major elements of your business strategy al present? (give rank in order of importance, with one being most importance). TABLE: 19 Ran | Business Strategy Frequene k 1 Increase Productivity | __40 2_| Increase Ef 50 3 42 4 | Reduce production time 50 5 6 Expand Market 2 Reduce cost 42Interpretation ; From the above table, 40 respondems give rank 18 to the Increase Productivity, 50 respondents give rank 26 to the Increase Efficiency,42 respondents give rank 3°d to the improve quality, 50 respondents give rank 4th to the reduce production time, 42 respondents give rank Sth to the expand market, 42 respondents give rank 6th to, the reduce cost. Increase productivity is major elements of business strategy at present, (7) Are you believe the current performance management system improving performance? TABLE: 20 Frequency | Percentage (%) 50 83 10 7 60 100Interpretation : From the above table, $3% respondents are believed the current Performance management system improving performance, 17% respondents are believed the current performance management system not improving performance. Majority of them are believed the eurrent PMS improving performance (1) Performance management helps me to motivate my team:[Particulars y_| Percentage (%) [Strongly Agree 100 | Agree _ 0) Neutral 00 Disagree 00 Strongly Disagree 00 (otal 100 Interpretation : From the above table, all HIR professionals are strongly agree with PM helps to them motivate team. (2) Performance management helps me decide what to pay members of my teams : TABLE: 22 [P Frequeney_| Percentage (%) Strongly Agree 05 100 ‘Agree 00 00. Neutral 00 00, 00. 00 Strongly Disagree 00. 00. Total 0s. 100Interpretation : From the above table, all HR professionals are strongly agree with PM helps to decide what to pay members of their teams. (3) Performance management helps me to develop the skills & capabilities of my team: TABLE: 23 Particulars Frequency | Percentage (Yo) Strongly Agree 05 100 Agree 00 00. 00 00 Ee Strongly Disagree 00 Total OS Interpretation : From the above table, all HR professionals are strongly agree with PM helps them to develop the skills & capabilities of their team.(4) Performance management helps my team to perform better = TABLE: 24 Particulars Frequeney Pereentage (%) Strongly Agree 05, [Agree Neutral Disagree Strongly Disagree ‘Total Interpretation ; From the above table, all HR professionals are strongly agree with PM helps their team perform better. (5) Performance management helps me to communicate to my team what is expected of them: TABLE; 25 Particulars Frequency Percentage (Ya) Strongly Agree 05 100 Agree 00 00, Neutral 00 00 Disagree 00 0 Strongly Disagree 00, 00, Total 05 100Interpretation ¢ From the above table, all HR professionals are strongly agree with PM helps them to communicate their team what is expected of them. (6) lam not comfortable with conducting performance reviews TABLE: 26 Particulars Frequeney | Percentage (%) Strongly Agree ol 20 ‘Agree Oo 20 Neutral 00 00 isagree 00 00 Strongly Disagree 03. 60 100perception strongly disagree about performance review is they are not comfortable with conducting performance reviews, 20% HR professionals are strongly agree with the comfortable of conducting performance review, and 20% HR professionals are agree about they are comfortable with conducting performance review, Majority are comfortable with conducting performance review. (7) Performance management is generally only of use to the personnel department, not ividual line managers : Particulars TABLE: 27 | Frequency | Percentage (%) Agree Strongly Agree 00. 00, 00 00, Neutral Disagree I | [0 00, I 20 Strongly Disagree 80, Total Interpretation: From the above table,80% of the HR professionals are strongly disagree about the PM is generally use to the only personnel department, not individual line managers and 20% of HR professionals are fot individual line managers. yaree about the PM is use to only personnel department,the personnel department but also to the individual line managers. (8) The information generated from performance reviews is unproductive & of no value : TABLE: 28 [Particula Frequency | Percentage (%) Strongly Agree 0 00 Agree 00 00 Neutral OL 20 Disagree 6 60 Strongly Disagree a 20 (Total 05 100 Interpretation : From the above table, 60% HR professionals are disagree about information generated from performance review is unproductive & of no value, 20% HR professionals are strongly disagree about information generated from performance review is unproductive & of no value; and 20% are neutral about information generated fom performance review is unproductive & of no value. Majority are strongly disagree about info, generated from performance review is unproductive &of no value. (9) The time I spend on performance reviews could be more productively elsewhere:Particulars Percentage (%) Strongly Agree 00. [Agree 60. Neutral 00 Disagree 40. ‘Strongly Disagree ) 00, Total 100 Interpretation : From the above table, 60% HR professionals are agree about time spend by them on performance review is more productively elsewhere, 40% HR professionals are disagree about time spend by them on performance review is more productively elsewhere (10) The current performance management system works well & does not need to change : TABLE: 30 Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree TotalInterpretation ; The above charts shows that, all HR professionals strongly agree with current performance management system works well & does not need to change. (1) Lam satisfied that I give consistent & fair rating to members of my team : TABLE: 31 Particulars Frequency | Percentage (%) Strongly Agree 00 00 Agree 05 100 Neutral 00 00 Disagree 00. | Strongly Disagree 00 ‘Total 0sInterpretation ; The above chart shows that, all HR professionals are agree with they are satisfied about they give consistent & fair rating to members of their team. (12) Lam satisfied that performance review techniques use in assessing employee's performance more effective : TABLE: 32 Particulars Frequency | Percentage (%) | Strongly Agree 00 00 [Agree on 20 | [Neutral 00 00. ] | [Disagree 00 04Interpretation: The above chart shows that, 80% HR professionals are strongly disagree with they are satisfied that performance review techniques use in assessing employee's performance more effective, and 20% HR professionals are agree with that (13) Performance review techniques more impact on employee's performance, employee's incentive & morale : TABLE: 33 Particulars Frequency _ | Pereentage (%) Strongly Agree or 20 Agree 03 60 ‘Neuiral oo 00 ‘Disagree m 20 Strongly Disagree 00 00. Total 05 Interpretation : From the above table, 60% HR professionals are agree about performance review techniques more impact on employee’s performance, employee's incentive & morale, 20% are strongly agree and 20 % are disagree about performance review techniques more npact on employce’s performance, employee’s incentive & morale,(14) The documentation associated with performance management is unclear & unhelpful TABLE: 34 Particulars Frequency | Percentage (%) Strongly Agree 00. 00 oo 00 00 00 Disag oO 20 Strongly Disagree o4 80 Total 05 100 Interpretation : From the above table,80% HR professionals are strongly disagree about documentation associated with performance management is unclear & unhelpful, 20% HR professionals are disagree about documentation associated with performance management is unclear & unhelprialSection D : Perception of Employees/ Individuals (1) Thave authority to determine my work objectives TABLE: 35 [Particulars Frequency | Percentage (%) Strongly Agree 46 84 00 00 Neutral 00 00. Disagree oo 16 Strongly Disagree 00. 00. Total 55 100 Interpretation : From the above table, 84% respondents are strongly agree about they have authority to determine their work objectives , 16% respondents are disagree about they have no authority to determine their work object Majority of them have authority to determine their work objectives. (2) [receive a lot of feedback on my performance :Particulars Frequeney_| Percentage (%) Strongly Agree 80. Agree I 4 Neutral 00 Disagree 16 Strongly Disagree 00. Total 100 Interpretation : From the above table, 80% respondents are strongly agree for they have received a lot of feedback on their performance, 4% respondents are agree for they have recived a lot feedback on their performance :and 16% respondents are disagree for they have not received a lot of feedback on their performance, Majority respondents are received a lot feedback on their performance. (3) The most important thing about my job is the pay: TABLE: 37 Particulars Frequency _| Percentage (%) [Strongly Agree 44 80 Agree os 4 Neutral 00 00 Disagree 00 00. Strongly Disagree 09 16. Total 55Interpretation : The above chart shows that, 80% respondents are strongly agree for the most important thing about their job is the pay,4% respondents are agree for the most nportant thing about their jab is the pay and: 16% respondents are strongly disagree for the most important thing about their job is the pay. Majority respondents are in favour of the most important thing about their job is the pay. (4) Hard work is not necessarily recognized or rewarded ; Strongly Agree Agree Neutral Disagree Strongly Disagree ‘TotalInterpretation : The above chart depicts that, 76% respondents are strongly disagree about hard work is not necessarily recognized or rewarded,4% respondents are disagree; and 4% respondents are agree and 16% respondents are strongly agree about hard wark is not necessarily recognized or rewarded, Majority respondents are not in favour of hard work is not necessarily recognized or rewarded, (5) [fully understand my organization's business goals & objectives : TABLE: 39 [Particulars Frequency _ Strongly Agree 44 Agree 00 Neutral 00 Disagree 4 ‘Strongly Diss Total 55Interpretation From the above table, 80% respondents are strongly agree about they fully understand their organization's business goals & objectives, 7% respondents are disagree and 13% respondents are strongly disagree about they fully understand their organization's business goals & objectives, Majority respondents are fully understand their organization's business goals & objectives. (6) My work objectives are unrealistic & difficult to achieve : TABLE: 40 Particulars Frequency | Percentage (%o) Strongly Agree | 09 16 ‘Agree 02 4 Neutral 00 00 Disag 00 00 Strongly Disagree 44 80 Total 55 100Interpretation : Above chart depicts that, 80% respondents are strongly disagree about their work abjectives are unrealistic & difficult to achieve, 16% respondents are strongly agree and; 4% respondents are agree about their work objectives are unrealistic & difficult to achieve, Most of the respondents are know their work objectives are not unrealistic & difficult to achieve. (7) have autonomy over the way I perform my work TABLE: 4 [Particulars Frequency | Percentage (%) | Strongly Agree 44 80. “Agree 00 00 Neutral 00 00 Disagree 2 4 Strongly Disagree a Total 58Interpretation : From the above table, 44 respondents are strongly agree for they have autonomy over the way they perform their work, 04 respondents are disagree; and 09 respondents are strongly disagree for they have autonomy over the way they perform their work, Majority respondents have autonomy aver the way they perform their work. (8) My organization communicates well : TABLE: 42 Particulars Frequeney_| Percentage (%) Strongly Agree a2 76 Agree 2 4 eutral 00 00, u 00. 55Interpretation ; From the above table, 76% respondents are strongly agree about their organization communicates well, 4% respondents are agree ;and 20% respondents. are disagree about that Majority of them believed in their organization communicates well. (9) Performance management helps me to do my job better : TABLE: 42 Particulars [Frequency | Percentage (%) Strongly Agree | 80 ‘Agree Newt Disagr Strongly Disagree TotalInterpretation : The above chart depiets that, 80% respondents are strongly agre performance management helps them to do their job better, 7% respondents are disagree and; 13% respondents are strongly disagree about performance management helps them to do job better, (10) Performance management helps me to develop my skill & potential : TABLE: 43 ‘Particulars [ Frequency | Percentage (%) Strongly Are 44 80 Agree 00 00 Neutral 00 Disagree 4 Strongly Disagree 16 TotalInterpretation : From the above table,44 respondents are strongly agree about performance management helps them to develop their skill & patential,09 respondents are strongly disagree and 02 respondents are disagree about performance management helps them to develop their skill & potential, (11) [get useful feedback from my performance management review : TABLE: 44 Frequency | Percentage (%) B Disagree_ Strongly Disagree TotalInterpretation : The above chart shows that, 40 respondents are strongly agree with they get useful feedback from their performance management review,4 respondents are agree and another Od respondents are disagree ; and remaining 07 respondents are strongly disagree with they get useful feedback from their performance management review. (12) Fam not satisfied with the way my manager/ team leader conducts my performance review : TABLE: 45 Particulars Frequency | Percentage (%) Strongly Agree 07, 13 Agree 4 7 Neutral 00 0 Disagree oF 7 Strongly Disagree 40 B ‘Total 55 Interpretation The above chats depicts that, 73% respondents are strongly disagree,7% respondents are disagree, 7% respondents are agree; and 13% respondents are strongly agree about they are not satisfied with the way their manager’ team leader conduct performance review. Majority of them satisfied with the way their manager/ team leader conduct performance review.(13) Performance management helps me to improving performance TABLE: 46 Particulars Frequeney | Percentage (%) Strongly Agree 80 [ Agree 00 00 a 4 Strongly 16 ‘Total 100 Interpretation : From the above table,80% respondents are strongly agree,4% respondents are disagree and; 16% respondents are strongly disagree about performance management helps them to improving performance. Majority respondents are believed performance management helps them to improving performance. (14) Assessments of my performance are consistent, fair & unbiased : TABLE: 47 Particulars Frequency _| Percentage (%) Strongly Agree 00. 00.| Neutral i 00 f Disagree 4 Strongly Disagree 96 Total 55 100 Interpretation : The above chart depicts that, 96% respondents are strongly disagree and 4 ‘Ye respondents are disagree about the assessment of their performance are consistent, fir & unbiased, Majority respondents are nat satisfied with assessments of their performance are consistent, fair & unbiased. (15) The system of performance management used here works well & does not need to change : TABLE: 48 Particulars Frequency _| Percentage (%) Strongly Agree a4 80 00 00 Neutral 00 00 Disagree oF 7 | Strongly Disagree 07 13 Total 35 100