A SYNOPSIS ON

EFFECTIVENSS OF PERFORMANCE MANAGEMENT SYSTEM & ITS IMPACT UPON JOB SATISFACTION
SUBMITTED IN PARTAIL FUFILLMENT OF DEGREE OF MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

Year(2011-2013) Faculty of Commerce and Management Studies Jai Narayan Vyas University, Jodhpur Supervised by Prof.Shishupal Singh Bhadu
MBA (RMAT) (Sem 4th)

Submitted by Ashok Kumar Meena

INTRODUCTION:Performance management
Performance management is the process through which managers ensure that employees activities and outputs are congruent with the organizations goals. It is process for improving organizational performance by developing the performance of individuals and teams. It is a means of getting better results by understanding and managing performance within an agreed framework of planned goals, standards and competency requirements. 1. Performance appraisal is only part of the broader process of performance management. 2. Performance management is more encompassing process. It involves more general set of activities carried out by the organization to change (improve) employee performance. 3. Performance management is the ultimate goal of performance appraisal activities. 4. Pm occurs all the time on the job. It is continuous and more natural process of management. 5. It focuses on the future. 6. It is central to gaining competitive advantage. 7. It is designed to enhance employee capability and facilitate productivity. 8. PM clarifies mutual expectation, emphasizing the support role of managers who are expected to act as coaches rather than judges. Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product of service, as well as many other areas.

PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities. Performance management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals. Employee performance management includes:

planning work and setting expectations, continually monitoring performance, developing the capacity to perform, periodically rating performance in a summary fashion, and rewarding good performance.

The revisions made in 1995 to the Governmentwide performance appraisal and awards regulations support sound management principles. Great care was taken to ensure that the requirements those regulations establish would complement and not conflict with the kinds of activities and actions practiced in effective organizations as a matter of course.

Job satisfaction
Job satisfaction is how content an individual is with his or her job. Scholars and human resource professionals generally make a distinction between affective job satisfaction and cognitive job satisfaction. Affective job satisfaction is the extent of pleasurable emotional feelings individuals have about their jobs overall, and is different to cognitive job satisfaction which is the extent of individuals satisfaction with particular facets of their jobs, such as pay, pension arrangements, working hours, and numerous other aspects of their jobs. At its most general level of conceptualization, job satisfaction is simply how content an individual is with his or her job. At the more specific levels of conceptualization used by academic researchers and human resources professionals, job satisfaction has varying definitions. Affective job satisfaction is usually defined as an unidimensional subjective construct representing an overall emotional feeling individuals have about their job as a whole. Hence, affective job satisfaction for 3

individuals reflects the degree of pleasure or happiness their job in general induces. Cognitive job satisfaction is usually defined as being a more objective and logical evaluation of various facets of a job. As such, cognitive job satisfaction can be unidimensional if it comprises evaluation of just one aspect of a job, such as pay or maternity leave, or multidimensional if two or more facets of a job are simultaneously evaluated. Cognitive job satisfaction does not assess the degree of pleasure or happiness that arises from specific job facets, but rather gauges the extent to which those job facets are judged by the job holder to be satisfactory in comparison with objectives they themselves set or with other jobs. While cognitive job satisfaction might help to bring about affective job satisfaction, the two constructs are distinct, not necessarily directly related, and have different antecedents and consequences.

OBJECTIVIES OF PM:The major objectives of performance management are discussed below:

To enable the employees towards achievement of superior standards of work performance.

To help the employees in identifying the knowledge and skills required for performing the job efficiently as this would drive their focus towards performing the right task in the right way.

Boosting the performance of the employees by encouraging employee empowerment, motivation and implementation of an effective reward mechanism.

Promoting a two way system of communication between the supervisors and the employees for clarifying expectations about the roles and accountabilities, communicating the functional and organizational goals, providing a regular and a transparent feedback for improving employee performance and continuous coaching. 4

Identifying the barriers to effective performance and resolving those barriers through constant monitoring, coaching and development interventions.

Creating a basis for several administrative decisions strategic planning, succession planning, promotions and performance based payment.

Promoting personal growth and advancement in the career of the employees by helping them in acquiring the desired knowledge and skills.

RESEARCH METHODOLOGY:-

Primary Data
Questionnaire, Personal Interview, Interview with Marketing Professional

Secondary Data
These Sources contain data, which have collected and compiled for detailed study of the topic. The secondary data was collected from books, reports, articles, websites and other sources.

Sample size
The sample size of 50 peoples were taken for the survey.

Sampling Procedure
Random sampling

Area of research
Jodhpur

CHAPTER SCHEME :1. Introduction of PM 2. Evoluation of PM 3. Need for PM 4. Benefits of PM 5. Performance management Requisites Development & Implements approaches 6. Objective of PM & job satisfaction 7. Findings 8. Limitations 9. Recommendations 10. Bibliography

BIBLIOGRAPHY: 1. BOOKS
HUMAN RESOURCE MANAGEMENT K.ASWATHAPPA PERFORMANC MEASURMENT AND EVALUATION J.ED. HOLLOWAY

2.

WEBSITES http://www.google.com http://www.managementstudyguide.com/performance-reviews.htm http://www.indiana.edu/~uhrs/training/performance_management/intro.htm