PERFOMANCE APPRAISAL

GURNEET SINGH-55/16(MCOM 2ND SEM)

Research project

D-151, Phase 7, Industrial Area, Sector 73, Sahibzada Ajit

INDIANA FERRO ALLOYS LTD. |
Singh Nagar, Punjab 140308
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INDEX
SR.NO. Particulars PAGE
NO.
Chapter 1 : Introduction OF the Study
1.1 Meaning of organizational development
1.2 Characteristics
1.3 Objectives
1.4 Organizational development in human resources
1.5 What does Organizational Development In human Resource mean
1.6 Talent management: HR Functions to enable organizational
development
1.7 The importance of organizational development
1.8 Advantages & Disadvantages OF organizational development
Chapter 2 : Industry Profile
Chapter 3 : Company profile
3.1 About company
3.2 Fact sheet
3.3 What we are doing
3.4 Our values
3.5 Products
3.6 Our infrastructure
3.7 Research & development
3.8 Quality Assurance
3.9 Awards & Accreditations
3.10 Customers
3.11 Team JREW
3.12 Competitors
3.13 Interview
Chapter 4 : Review of literature
Chapter 5 : Research methodology
5.1 Objectives
5.2 Methodology
5.3
Chapter 6 : Analysis and Interpretation
Chapter 7 : Findings
7.1 Findings & Recommendations
7.2 Conclusion
Appendices
1 Bibliography
2 Questionnaire
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PREFACE
I had the privilege to do my summer training under JREW Engineering, wherein I was
responsible to evaluate and study about the organizational development practices in the company
among its employees. It had been a brilliant learning experience for me in which I learnt about
various aspects of Human resource such as calculation of performance appraisal, recruitment
procedure, employee’s incentives, etc.

I was assigned the project to study middle management level employees, about their perception
regarding:

1. Their own performance level

2. Their relations with seniors
3. Their relations with their subordinates.

It is meant to study, to increase organization effectiveness through planned change in processes

and systems. This planned change supports the overall strategies and the department strategies
and goals.
The thing about this organization which I loved the most was employees here may be the blue
collar workers or white collar were treated very well and many incentives and facilities were
being provided to them. Alas it means that human resource i.e. the employees of any
organization matter and their satisfaction should be one of the main motives of the organization.
The research methodology included gathering Primary data through personal interviews
(Questionnaire) method. The duration of the study was 4 weeks.

SELF DECLARATION
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I GURNEET SINGH (Roll no. 1601055/16) studying M.Com final year in GOVERNMENT
COLLEGE OF COMMERCE AND BUSINESS ADMINSTRATION, Sector-50,
Chandigarh, hereby declare that this summer project report by name “A Study on
organizational development practices on JREW Engineering Limited” has been prepared with
due diligence maintaining full originality, as a part of partial fulfillment for the award of the
Master Of Commerce.

Date: Gurneet Singh

Place: Chandigarh (1601055/16)

Signature of:

Project Guide:………… Head of Department:…………..

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Executive
summary
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The human resources are the most important assets of an

organization. The employee satisfaction level and productivity is
dependent on effective performance appraisal methods. The
study aims to measure the satisfaction of the managerial
employees on the performance appraisal system in INDIANA
Ferro Alloys Ltd., Mohali.
Performance appraisal is an important management tool to audit
human capital. In many organizations, appraisal results are used
as a tool to fix the reward. The appraisal results are used to
identify better performing employees for placement to higher post
in the hierarchy of organizational structure. The satisfaction of
employee towards the appraisal system of the company depends
on many factors such as communication, measurement, policies
and post review policies. The total output of the organization
depends on satisfaction level of employees. Hence, relationship
between employee satisfaction and performance appraisal is an
important area of research.
The questionnaire method is adopted for the collection of data.
The level of agreement of 17 statements are allowed to mark in 5
points score likert - scale. The sample has been drawn from the
population based on the judgment method. The duly filled
questionnaire is collected from the respondents in the form of
‘Google Forms’. The frequency and descriptive statistical analysis
of responses are carried out. The influence of age, education and
company experience is studied.
A fair performance appraisal is a key factor in order to develop an
organization effectively and efficiently. Individual performance
appraisal is very beneficial for the growth dynamics of the
organization as a whole. The willingness to invest additional
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effort of towards enhancing production and there by market and

financial position increases with employee satisfaction. The
performance appraisal accounting for the individual and team
performance of the members will help to increase the plant
output. Based on the questionnaire survey conducted, it can be
concluded that most employees of INDIANA Ferro Alloys are
satisfied with the performance appraisal process.
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Introduction of the
study
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Meaning:
Different people have defined OD differently. According to Koonz et. al, “OD is a systematic

integrated and planned approach to improve the effectiveness of the enterprise. It is designed to

solve problems that adversely affect the operational efficiency at all levels”.

Burke’ has defined OD as “a planned process of change in an organization’s culture through the

utilization of behavioral science technology, research and theory”.

In the opinion of French and Bell “OD is a systematic approach to organizational improvement,
that applies behavioral science theory and research in order to increase individual and

organizational well-being and effectiveness”. Now, OD can be defined as a long-term, more

encompassing change approach meant to improve individual as well as organizational well-being

in a changed situation”.

Characteristics of OD:
The salient characteristics of OD implied in its definitions are gleaned as follows:

1. First, OD is a systematic approach to the planned change. It is structured style of

diagnosing organizational problems and opportunities and then applying expertise to

them.

2. Second, OD is grounded in solid research and theory. It involves the application of our

knowledge of behavioral science to the challenge that the organizations face.

3. Third, OD recognizes the reciprocal relationship between individuals and organizations.

It acknowledges that for organizations to change, individuals must change.

4. Fourth, OD is goal oriented. It is a process that seeks to improve both individual and

organizational well- being and effectiveness.

5. Fifth, OD is designed to solve problems.

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Objectives of OD:
The main objectives of OD are to:
1. Improve organizational performance as measured by profitability, market share,

innovativeness, etc.

2. Make organizations better adaptive to its environment which always keeps on changing.

3. Make the members willing face organizational problems and contribute creative solutions to

the organizational problems.

4. Improve internal behavior patterns such as interpersonal relations, intergroup relations, level

of trust and support among the role players.

5. Understand own self and others, openness and meaningful communication and involvement in

planning for organizational development.

Douglas McGregor, who was working in the Union Carbide, is considered one of the first

behavioral scientists to systematically talking about and advocating for the implementation of

OD for organizational improvement. OD as a subject is relatively new. Notwithstanding, it is

becoming increasingly popular and visible in USA, UK, Japan, Norway, Sweden and even in

India.

In India, OD is in scene since 1968. Since then, many public and private sector organizations like

HAL, HMT, IDPL, LIC, SAIL, TELCO and TISCO have been applying the interventions of OD

to solve the organizational problems.

Organizational Development in human resources

Organizational development is a planned effort for a work group and/or the organization,
managed by leadership and supported by employees, to increase organization effectiveness
through planned change in processes and systems. This planned change supports the overall
strategies and the department strategies and goals.
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What does Organizational Development in HR mean?

OD includes various areas pertaining to growth in terms of physical assets and talent
management. Job designing, Organizational/hierarchy structures, performance & productivity
analysis and developing a collaborative learning environment comes under Organizational
development.

Apart from regular HR activities, HR managers contribute to an organization most through these
functions of Organizational Development. The most impactful and successful organizations are
deliberate about how they are organized, how their work is carried out and how they use and
develop their talent to achieve effectiveness. The most successful HR leaders are also deliberate
about driving forward organizational effectiveness for the benefit of the staff, leadership and the
community.

Talent Management: HR functions to enable Organizational Development

→ Recruiting highly skilled resources apt for current and future needs with diversified talents.

→ Develop a system or a process to analyze and improve existing talents to comprehend with
their current weakness and sharpen strengths.

→ Educate employees about organizational goals and drive them with passion for aligning
accordingly

→ Address workplace issues and resolve them without procrastinating.

The Importance of Organizational Development

Organizational development is the use of organizational resources to improve efficiency and

expand productivity. It can be used to solve problems within the organization or as a way to
analyze a process and find a more efficient way of doing it. Implementing organizational
development requires an investment of time and money. But when you understand its
importance, you can justify the costs.
a. Organizational Change

The process of organizational development identifies areas of company operations where change
is needed. Each need is analyzed, and the potential effects are projected into a change
management plan. The plan outlines the specific ways in which the change will improve
company operations, who will be affected by the change and how it can be rolled out efficiently
to employees. Without organizational development as part of change management, a company
would have a difficult time developing effective change management programs.
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b. Growth

Organizational development is an important tool in managing and planning corporate growth. An

organizational development analysis brings together sales projections and consumer demand to
help determine the rate of company growth. This information is used to alter the company
business plan and plan the expansion and use of company resources such as personnel and the
distribution network to accommodate future growth.
c. Work Processes

When a company is involved in organizational development, it analyzes work processes for

efficiency and accuracy. Any quality control measures required to attain company standards are
put in place. Evaluators analyze duplicate process, or processes that can be combined for greater
efficiency, and develop and implement detailed plans on how to improve company methods.
d. Product Innovation

Product innovation requires the analysis of several kinds of information to be successful.

Organizational development is critical to product innovation because it can help analyze each
element of product development and create a method for using it effectively. Some of the
processes that come together in organizational development to assist in product innovation are
competitive analysis, technology development, consumer preferences, and target market
research, manufacturing capabilities analysis and patents and trademarks.

Organizational Development Advantages & Disadvantages

Organizational development is the ongoing attempt to improve overall company productivity and
efficiency by creating a nurturing atmosphere for employees. It can be used to effect
organizational change, or it can be implemented to improve specific operations. Some of the
elements of organizational development include training, performance rewards, team-building
exercises and improving workplace communication. There are advantages and disadvantages to
using the organizational development method of company growth and change.
 Interpersonal Relationships

Organizational development works with employees individually and in groups to facilitate

stronger interpersonal relationships between team members. The process of team building and
developing productive work groups is a significant part of the organizational development
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process. Improving employee relationships boosts morale and reduces employee turnover. It
helps employees to better understand what is expected of them and supplies employees the
resources they need to be successful.
 Adaptability

A company that uses the organizational development model has developed an extensive network
of contact and communication with all employees. When the company needs to make changes to
adapt to challenges in the marketplace, the personal contact with employees makes adaptability
easier. The company has stable methods in place of communicating and implementing change
that make it better equipped to stay proactive in the marketplace.
 Administrative Challenges

Organizational development adds responsibility to the employees and managers to maintain open
communication and constantly reevaluate the needs of the organization. Because organizational
development tends to add elements to the corporate structure, such as managing workplace
diversity, the formation of work groups to address issues and changes in the company's strategic
planning to meet the needs of the staff, it can be a challenge to maintain an efficient
organizational development program.
 Time-Consuming

When a company engages in organizational development, there are processes that can become
time-consuming and slow its productivity. Surveying employees on the effectiveness of internal
processes, waiting for customer feedback on a marketing program before moving forward with
changes and evaluating logistics plans to improve shipping efficiency are important to company
growth, but they can also slow down the company's ability to make changes and react to pressing
issues.
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Need for study:

Indiana Ferro alloys is a large organization having many clients. It
is an esteem organization operating in ‘Tricity’ providing
calibration services to many renowned companies like Godrej,
Indian railways, Ranbaxy, Apollo hospital, Swaraj,etc.
Sometimes it is not able to fulfill its Monthly target, it may be due
to technical reasons, but also to the level of satisfaction of
employees. The performance appraisal system is one of the
components that influence the employee satisfaction. The
influence of performance appraisal system of Indiana Ferro alloys
has not been studied earlier in the company. Present study
attempts to fill the want and also tries to find out if the
performance appraisal system provided is sufficient enough to
improve their performance level and mainly to understand the
employee’s perception regarding the effectiveness of
performance appraisal system.

Objectives of the study:

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Primary objective

 To study the employees perception regarding the

effectiveness of performance appraisal system.

Secondary objective

 To identify the employees expectation from the performance

appraisal system.
 To evaluate the managerial attributes about their managers.
 To study employee’s perception regarding the present
performance appraisal system.

Problem statement
For any organization employees are the main party to receive
more concentration so that the business organization has a
successful future. Her the management of ‘Indiana Ferro Alloys’
suspects that there lies some sort of defects in their
performance appraisal methods followed by the organization.

Scope of study:
The benefit of the study for the researcher is that it helped to
gain knowledge and experience and also provided the
opportunity to study and understand the “human resource
management’ system like recruitment procedures, etc.
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ACKNOWLEDGMENT

First and foremost, I thank the almighty god for bestowing me with good health and confidence
to complete the project on time. It gives me immense pleasure presenting “performance
appraisal’ project report as part of the curriculum of ‘master of commerce’ (MCOM- EXAM
-MC207). I wish to thank all the people who gave me unending support.

I would like to express my heart gratitude to Mrs. Aarti kaushal ma’am who taught us the subject
‘RESEARCH METHODOLOGY”, provided moral support, and to my guide Miss. Subina Syal
ma’am for guiding me very politely and taking out her precious time on the research aspects of
the thesis.

I am extremely thankful to Mr.Balbir Singh, HR department Head of “JREW Engineering

Limited ” to keep me as a trainee, facilitating to carry out the research work on the organization
and giving me knowledge related to ‘HUMAN RESOURCE’ carried on his company.
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INDUSTRY PROFILE
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India Is Expecting A CAGR of 10 % In 2016 To 2020 in the Material Handling

Sector
Press Release: 28 November 2016

The world market for material handling equipment and systems is projected to increase
more than 5 per cent per year and exceed $120 billion (including price increases)

A recent study reveals that the Indian MHE industry is expected to grow steadily. The
improvement in the Indian economy will result in accelerated demand for goods movement and
create opportunities for suppliers of goods handling products and services of all types.

With the Prime Minister’s ambitious plan of “Make in India” taking root, the industry is
expecting to see good growth in manufacturing and consequently in logistics and distribution
activities for the next few years.

India is emerging as a key market for material handling equipment with a spurt in the number of
warehouses and container freight stations. This will, in turn, boost the demand for MHE like
forklifts, pallet trucks, stackers, order pickers and reach trucks.

The need for MHE is directly related to the amount of cargo and freight traffic. India will see a
major pull in the demand for these equipment’s. With a wide production capacity base, India is
perhaps the only developing country, which is totally self-reliant in such highly sophisticated
equipment.

Warehousing Industry – Market Trends

Total warehousing space requirement in India expected to grow at a CAGR of 9% from 919 mn
sq. ft. in 2014 to 1,439 mn sq. ft. by 2019.

 Manufacturing will continue to remain one of the biggest demand drivers of the
warehousing sector with an annual requirement of 61 mn sq. ft. of incremental space
between 2014 and 2019
 With the government’s renewed focus on incentivizing the manufacturing sector, the
logistics market will reap the benefits in the coming years
 Investment in warehouse can provide an opportunity of realizing returns in the range of
12%-20% per annum to investors willing to explore this sector
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Logistic Industry – Market Trends

Logistics spend in India is 13% of GDP whereas globally it is in range of 9% to 10%.

 As India’s nominal GDP could grow from $1.8 trillion currently to $3.6 trillion by 2020,
the overall export-import cargo at Indian ports is projected to increase to around 2,800
million metric tons (MMT) by 2020 from approximately 890 MMT now.
 India logistic industry accounts for 2% (100 billion US$) of 5000 billion US$ global
logistics industry and expected to grow at 15% to 20% per annum reaching revenue of 280
billion US$ by 2016 according to Cushman & Wakefield.
 “India has the capacity of only 30 million tons of cold storage and it requires another 62
million tons,” the former bureaucrat said.
 Every retailer relies on strong logistics & warehousing infrastructure for success of his
business. Robust growth in foreign trade, (Imports and Exports) demands availability of
quality and timely logistics and warehousing services.
 The current economic loss due to poor logistics infrastructure is $45 billion, which is 4.3
per cent of the GDP and is expected to increase to $140 bn — over 5 per cent of the GDP by
2020.
 The contribution of ports situated in TN and West Bengal is set to increase significantly.
Overall, India is expecting a CAGR of 10 per cent in the period 2016 to 2020 in the material
handling sector. Customers typically look at solutions to their material handling needs to transfer
materials (mostly in pallets) from Point A to Point B. As the goods are mostly palletized, this
leads to high productivity and reduces overall costs in the system.

Challenges in Material Handling Industry

One of the biggest challenges faced by the material handling industry is related to the plethora of
taxes and duties across various states in India. Introduction of GST will be a game changer for
this industry as it will enable the customers to consolidate and build warehouses and distribution
centers where it makes economic sense rather than having them sub-optionally spread across
various states.
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Other challenges faced by MHE manufacturers in India are the sharp practices followed by some
global players who avoid payment of taxes in India by utilizing methods such as high sea sale,
etc. This method enables the seller to sell the equipment in India in INR without paying VAT. At
the same time, Indian manufacturers have to bear incidence of VAT on their sales, thus putting
Indian manufacturers at a disadvantage vis-à-vis such imports. State Governments have to be
vigilant to stop these kind of practices and only allow genuine cases to happen.

There is also discrimination by various states for manufacturing in India with the application of
Entry Tax on goods manufactured in India. This Entry Tax is not applicable on products
imported. All the above taxes on Indian manufacturers flies in the face of the Prime Minister’s
ambitious “Make in India” initiative and needs to be addressed expeditiously.
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Company Profile

About company:
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Established in the year of 1973, JREW Steels Limited has become a prominent name as a
leading manufacturer and exporter of an encompassing range of Industrial Machinery
Equipment. Our range includes forks, hooks, special steel profiles, front axle class harvestor,
carriage assembly and mast assembly. In addition, we also offer a product range for
dynapack compactor which includes eccentric weight assy, splined shaft, wearing sleeve
ecel, unbalanced mass complete ecel, suspension bearing and steering link ecel. These
lucratively meet the demands of varied industries like earth moving and construction,
material handling, agriculture and railways.

We are proud owners of 5 manufacturing units which are strategically located across 3 states in
the country, which has enabled us to meet the requirements of precisely fabricated components
and sub-assemblies for backhoe loaders, excavators, vibratory compactors, cranes, forklift
trucks, stackers, harvest combines and railways. All the manufacturing units are equipped
with requisite amenities which has facilitated the delivery of a zero defect range within the
stipulated time frame.

We are the forerunners in our domain and therefore our clients have vested their trust in our
organization and the quality of our products. Leveraging on our industry experience we have
attained the status of “Sole Supplier/Direct-On-Line” from some well-known clients such
as JCB, Knorr-Bremse, Terex-Vectra, ACE, CLAAS, Godrej, Voltas and Maini Materials.
Our team of professionals is firmly committed towards upholding this status in a responsible
manner.

Fact Sheet:

Year of establishment: 1973

Nature of business: Manufacturer

Additional business: Exporter

Total Number of employees: 187

Ownership Type: public limited company

Annual turnover: Rs.100-500 Crore

Contact details:

Company name: JREW Engineering limited

Contact no. : 0172 651 0276

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Address: Plot No.C-99, SAS Nagar, Phase 7, Industrial Area, Sector 73, Sahibzada Ajit Singh
Nagar, Punjab 160055

Website: jrew.co.in

What We are Doing

JREW now prides itself in providing high quality engineering solutions dealing in light &
medium fabricated and/or precision-machined components that are vital to the functioning
of a multitude of machines catering to various sectors that can broadly be classified as:
material handling, construction equipment, agricultural machinery and railways.
The industry leaders in abovementioned categories have rightly put their trust in our products by
forging and continually nurturing their business relationship with us. No wonder we have been
bestowed with the status of the “sole supplier/Direct-On-Line” status by some of customers like
JCB, Knorr-Bremse, Terex-Vectra, ACE, CLAAS, Godrej, Voltas, Maini Materials etc.

We cherish this status with a great deal of humility and a fervent sense of responsibility to ensure
that we stay that way in foreseeable future too. To that end we have invested heavily into state-
of-the-art machines –
Commissioned, tactically, in manufacturing units spread across 3 states to ensure proximity to
our customers & our operational scalability in handling present & future customers’ growing
volume and variety of products.

We are committed to moving up the value chain by providing heavier fabricated/machined

components & sub-assemblies to our customers from our newly developed manufacturing unit in
Faridabad which is strategically located to serve the needs of our valued customers whose utmost
satisfaction is our only Raison d’être.

Vision Statement: “JREW’s vision is to be the country’s best company for engineering
product and components. Being the best means providing outstanding services to the customers
in terms of quality, price and delivery. We will earn this position in customer’s mind through
continual improvement driven by the core values of the JREW People.”
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OUR VALUES

JREW believes in its five core values which are defined by “I CARE”. “I CARE” reflects and
works as a call to everyone working at JREW to care for the safety and well being of co-workers,
workplace, Customers, Supplier Partners, Bankers, Consultants and the entire society at large.
Our founder Chairman Sh. Ram Ratan Agarwal follows the philosophy of “Look beyond
Yourself”, and wishes everyone to follow the core values at JREW premises and outside. JREW
believes to preserve the Core Values/ Core Purpose of Existence and change Cultural and
Operating Practices, Specific Goals and Strategies’I CARE’ stands for, Integrity, Commitment,
Aspiration, Responsibility and Environment.

INTEGRITY
Every successful organization, be it for commercial Every successful organization, be it for
commercial purpose or social welfare is built on one basic principle, Integrity. At JREW,
everyone, right from our Chairman to a semi-skilled worker is expected to maintain integrity.
Every employee has a personal code of conduct in his life that reflects the person’s individual
and social values. JREW fosters a culture of integrity and every employee is encouraged to live
with this value at work and beyond.

COMMITMENT
The dictionary meaning of commitment is ‘to show loyalty towards duty’. Commitment is one
value without which no organization can succeed in the long term. We at JREW are committed to
producing high quality goods, reducing costs, increasing efficiency, delivering on time,
improving and modernising the workplace, uplifting socio-economic status of the workers as
well as doing our bit for the society and our environment. At JREW we are committed to
everyone’s success.
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ASPIRATION
At JREW we value aspiration and understand that it is only dreams and aspirations that help an
individual, an organization and the two of them to grow together.However, aspirations never end
and it is a continuous, lifelong process of raising the bar every time a goal has been achieved. We
appreciate this quality in our employees and have also ensured that JREW as a whole too follows
this principle in a holistic manner. Our aspirations are based on SWOT analysis and it is what
helps us improve the workplace every day in terms of efficiency, safety standards, production
capacity, economy and other parameters.

RESPONSIBILITY
Responsibility is a trait that has to be developed over a period of time. At JREW we understand
that the responsibility for products, delivery and quality lies in the hands of the decision makers.
However, in order to ensure highest quality products every time, we have ensured that every
employee at JREW takes a certain role and owns up the responsibility for the same. This division
of decision making process makes an employee not just responsible for a task but more mature in
his outlook and an indispensable part of the organization.

ENVIRONMENT
At JREW we are committed towards improving our environment in whichever way possible. We
regularly organize tree planting drives, awareness programs for conservation of energy and water
and their benefits. JREW is also committed to reduce its load on the grid and utilize renewable
source of energy like solar power. We are coming up with a 100 KW solar energy power plant at
our latest unit in Faridabad, Haryana which will meet not just our own energy needs but will also
feed power to the main grid.

Products:

1. OEM Products: The following products are covered under our OEM range and our
available in the market with our own brand name and currently being used extensively by
leading manufacturers of heavy earth moving and material handling machinery world
over. Like FRONT AXLE FOR BACKHOE – JCB, MAST ASSEMBLY FOR FORK
LIFT TRUCK, FRONT AXLE FOR HARVESTER – CLAAS INDIA.etc.
2. NON OEM Products: The following products are covered under our NON OEM range
and our available in the market with our own brand name and currently being used
extensively by leading manufacturers of heavy earth moving and material handling
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machinery world over. Like LIFTING HOOK BOOM ATTACHEMENT,FORKS,

LIFTING HOOKS, ETC.
3. ATTACHEMENTS: The following products are covered under Special attachments
range and our available in the market with our own brand name and currently being used
extensively by leading manufacturers of heavy earth moving and material handling
machinery world over. Like MANURE FORK, POWER GRAB, etc.

OUR INFRASTRUCTURE

We have set up a state-of-the-art infrastructure which helps us in meeting our client’s

requirements within the given time frame. It has been tactically segregated into the enlisted

department in order to ensure a streamlined production process:

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 Manufacturing

 Quality control

 Research & development

We have fitted our manufacturing unit with requisite machines and amenities required for the

production of Industrial Machine Equipment. To cater to our client’s bulk and immediate

requirements, we have five manufacturing units spread across 3 states. This has enabled us to

work in close proximity to our clients and cater to customer’s growing demands.

RESEARCH & DEVELOPMENT

Our research and development unit is an imperative element of our organization that facilitates

the delivery of an innovative range of Industrial Machine Equipment. To manage this unit, we

have employed a research and development experts. They make use of modern equipment and

tools to carry out research studies. These studies are aimed towards improving the quality of

products and finding cost effective techniques of the production process.

Further, the R&D experts are involved in conducting market surveys which helps in improvising

the design as per the upcoming demands of the market. They come up with viable business

solutions which facilitate the effective utilization of resources and making the products cost

effective. Further, we stay in touch with our clients in order to attain their feedback on the

products and rectify the flaws in our product range.

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QUALITY ASSURANCE

Being a quality conscious organization, our foremost objective is to offer a qualitative range of

Industrial Machine Equipment. Our team of quality inspectors perform stringent checks at all

stages of the production process which start right from the time of procurement of raw material

and last till the delivery of the finished products. We procure raw material from reliable and

trusted vendors only.

The team of quality inspectors checks the end products on the following parameters:

 Durability

 Performance

 Corrosion resistance

 Tensile strength
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 Performance

We aim towards establishing new levels of quality standards by ensuring quality is maintained

at all levels of our business activity.

AWARDS & ACCREDITATIONS

Backed by a team of experts and wide industry experience, we have been widely appreciated for

the quality of our products. We have been rewarded with the following:

 Performance Appreciation Award by Chd Admn

 Appreciation Award by Voltas

 Best Performance Award to JREW by CEO Escorts Construction Equipment Ltd

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CUSTOMERS

We have garnered a strong foothold in both domestic and international market owing to the

ethical business practices and transparency in business dealings. To make sure that our complete

range is in compliance with international quality standards, we use high grade raw material and

perform strict inspections at all levels of production. We have 5 manufacturing spread across 3

states in the country which enables us to cater to the bulk requirements of our clients at any

locale. Adherence to delivery deadlines and competitive pricing has garnered us a huge client

base around the globe. Some of our reputed and devoted clients are as follows:

 Ace, Atlet, Bomag, Caterpillar, Claas, Escorts, Godrej, JCB, Jost, Knorr, L&T, Mahindra,

Maini, MEL, Stiller, Puma, Swaraj, Telecon, Terex/ Vectra, Voltas.

TEAM JREW

Our workforce is our strength and we appreciate all that they do for us every day. Every
once in a while we bring all of our employees and their families together for a gala event
where they can enjoy various cultural programs and other events with their colleagues and
their families.
Such events help in bringing our employees and the management team closer to each other and
helps strengthen the bonds that tie JREW’s workforce together. On such occasions we felicitate
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our employees who have shown exceptional leadership qualities, done more than what their
duties entail and helped JREW become more efficient, safer and stronger. Here are some of the
photographs from our annual day function held recently at one of our premises in Mohali.

Competitors:

1. A S Precision Machines Pvt. LTD, Chandigarh

2. A 1 Agro Equipment’s Pvt. Ltd, Chandigarh

3. A.B. Motors PVT. Ltd, Chandigarh

4. A.K. Spares & Machines PVT. Ltd, Chandigarh

5. A.V. Springs Pvt. LTD, Chandigarh

Interview:

The interview Board consists of:

 H.R. Head

 Senior Employee/ Supervisor

The Applicant is judged on the basis of following points:

 Fully aware of his projects exposure. Full explanation of his project he has worked on.

 Way of Speaking

 Confidence level

 Body Language

 Way of handling situations

 His knowledge matrix

Training & Development:

Both Internal & External training.

Performance Appraisal:
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It is done both on technical as well as non- technical staffs. They are appraised for the
performance on some following points:

 Skills such as communication

 House keeping

 Safety Self & keeping

 Quality Consciousness

 Attendance/ Punctuality

 Discipline/ Co-Ordination? Obedience

 Efficiency

Working hours:

 7- 8 hours i.e. from 9.00 a.m. to 6 p.m. (no Shifts) for white Collar Workers

 For blue Collar Workers- 3 Shifts i.e. 1. 6 a.m. to 2 p.m. 2. 2 p.m. to 10 p.m. 3. 10p.m.
to 6 a.m.

Working Days: Monday to Saturday

Leave:

 Casual Leave: 7 Days per year

 Sick leave: & Days per year

 Earned Leave: 15 Days per year

Bonus/Gratuity: included in CTC (cost to company)

Allowances:

 Home Travel Allowance For blue Collar workers- Train Sleeper

 Best employee of the month

 Gifts On Diwali

 Profit Linked bonus (all employees)

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 For White Collar employees- Travel Allowance For official Purposes

Literature review
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1. Afiouni, (2007) focused on “Integrating human capital resources and organizational

capital resources in establishing effective knowledge management systems”. The Study
Highlighted human capital resources as including “the training, experience, judgment,
intelligence, relationships, and insight of individual managers and workers in a firm” (pp.
124-125), and organizational capital resources as “a firm’s formal reporting structure, its
formal and informal planning, controlling, and coordinating systems, as well as informal
relations among groups within a firm and between a firm and those in its environment”
(p. 125). “The personal nature of knowledge means that the agency of the person who
possesses it is required for it to be shared” (Afiouni, 2007 p.126). Knowledge sharing
systems are thus key aspects of knowledge management systems within organizations.
The Study concluded that In order to motivate knowledge workers to share their skills,
knowledge and talents with others, organizational leaders and managers show how the
potential loss of knowledge could affect organizational performance. The knowledge
worker must become the key resource around which the entire system is built and
revolves. This stands to reason, since knowledge is the creative power of learning and
market driving organizations where innovation and creativity are tools of progress. This
is acknowledged by Mujtaba and McFarlane (2007) and Hislop (2003) who state that
knowledge represents an important potential power resource inclining one to be
straightforward in requesting knowledge sharing.

2. Rode et al., (2007) examined “the direct and moderated effects of an ability-based
measure of emotional intelligence on individual performance in a sample of business
undergraduates”. The Study Found that Controlling for general mental ability and
personality, emotional intelligence explained unique incremental variance in performance
ratings on only one of two measures of interpersonal effectiveness (public speaking
effectiveness). However, the interaction of emotional intelligence with conscientiousness
explained unique incremental variance both in public speaking and group behavior
effectiveness, as well as academic performance (cumulative GPA).The Study concluded
that the effects of emotional intelligence on performance are more indirect than direct in
nature. Individuals must not only have emotional intelligence, but also must be motivated
to use it.

3. Donovan A. McFarlane, (2008) focused on his research titled “Effectively Managing

The 21 Century Knowledge Worker”, this study pinpoints the relationships between the
st

knowledge workers, leadership roles and organizational capability by attempting to

describe and discuss the effects of leadership and organizational-based knowledge
management strategies on the knowledge worker as a value-added to organizational
innovativeness and competitiveness. The study concluded that Organizational
performance is seen from the perspective of knowledge-sharing resulting from effective
human resource planning practices that integrate knowledge worker needs-considerations
into organizational development processes.

4. Yeol Kim et al., (2009) proposed and examined a model where “emotional competence
influences work performance through employees' proactive behaviors toward their
supervisors”. The study found that Results from 196 supervisor-employee pairs
supported that emotional competence was positively associated with proactive behaviors
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and proactive behaviors were positively associated with both task effectiveness and social
integration. The study concluded that In addition, proactive behaviors significantly
mediated the relationships between emotional competence and work performance,
although this was mostly true of followers who had a higher degree of autonomy in their
work.

5. O'Boyle et al., (2011): This meta-analysis builds upon a previous meta-analysis by (1)
including 65 per cent more studies that have over twice the sample size to estimate the
relationships between emotional intelligence and job performance; (2) using more current
met analytical studies for estimates of relationships among personality variables and for
cognitive ability and job performance; (3) using the three-stream approach for classifying
emotional intelligence research; (4) performing tests for differences among streams of
emotional intelligence research and their relationships with personality and cognitive
intelligence; (5) using latest statistical procedures such as dominance analysis; and (6)
testing for publication bias. They classified the emotional intelligence studies into three
streams: (1) ability-based models that use objective test items; (2) self-report or peer-
report measures based on the four-branch model of emotional intelligence; and (3)
“mixed models” of emotional competencies. The three streams have corrected
correlations ranging from 0.24 to 0.30 with job performance. The three streams correlated
differently with cognitive ability and with neuroticism, extraversion, openness,
agreeableness and conscientiousness. Streams 2 and 3 have the largest incremental
validity beyond cognitive ability and the Five Factor Model (FFM). Dominance analysis
demonstrated that all three streams of emotional intelligence exhibited substantial relative
importance in the presence of FFM and intelligence when predicting job performance.
Publication bias had negligible influence on observed effect sizes. The results support the
overall validity of emotional intelligence.

6. Timothy and Mueller, (2012) provide a review of general issue and some specific
Recommendations for researchers on organizational behavior research. The authors begin
by discussing whether the general versus specific issue is an important debate and by
discussing other underlying issues. Building on Chen's analysis of core self-evaluations,
they first discuss how the general–specific debate has progressed in core self-evaluations
research. They then discuss three other important areas in which this debate has played
out namely intelligence, five factor model of personality and job attitudes. Finally, the
authors offer a framework to help guide decisions about whether to utilize general
measure or specific measures or both and conclude by providing recommendations for
the use of general and specific measures in organizational behavior research.

7. Engbers R, de Caluwé LI, Stuyt PM, Fluit CR, Bolhuis S {2013} studied “the
professional development of academic hospitals towards sustainable high-quality medical
teaching” is a very complex challenge, and should be considered, next to being a strategic
cultural change, as an organizational transformation. The case study has revealed that,
according to the framework for organizational development, medical teaching at the
RUNMC is moving away from its low and informal status, as organizational initiatives
are supporting a development towards a position of medical teaching similar to medical
research. For the professional role of the medical teacher to develop and to ultimately
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become institutionalized, the faculty development programme needs to be more strongly

embedded in the organization, and the organizational development has to be shaped,
taking into account the relevant insights from organization sciences. The presented
framework can be a helpful tool for this, but challenging and sharpening the professional
organization development framework for sustainable high-quality medical teaching is
recommended. The study Concluded that future research can be the following:
 Structurally evaluating how departments benefit from the faculty development
and organizational development initiatives.

 Further investigating and validating the presented framework. Is it sufficient? Is it

applicable in other situations (other academic and teaching hospitals)?

8. Sandip Gohil, Prakash Deshpande Dr. {2014} studied on “ A framework to map as

Organizational development”

The study highlighted that interpretation of guidelines for empirically testing the
framework should be proposed. Further refinement of the framework based on the
empirical testing could be explored. The study could be extended global organizations.
The study concluded that Proposed framework needs to be evaluated empirically to test
its efficacy and to improve it further. The researchers invite OD researchers and
practitioners to carry out similar study in other countries and provide further insights into
the differing perspectives on OD. The researchers also invite OD practitioners to
implement this framework and compare how OD is practiced globally. There is a need to
study recent OD practices globally using the proposed framework, to draw important
lessons on current OD practices to explore the possibility of standardization of OD
practices.

9. Steiber, A & Alange, S. Triple Helix {2015} aimed to study “ to develop a

comprehesnsive model for studying and better understanding the creation, diffusion and
sustaining of organizational innovations by using a system perspective. The study found
that organizational innovations are important for organizations’ long term competitive
advantage and for technical innovations. In spite of this conclusion, organizational remain
poorly managed and poorly understood, especially the processes through which
organizational innovations are created, diffused and sustained. There is thus a need for a
more comprehensive understanding of mechanisms catalyzing organizational
development and change. The Study Concluded that the model could be visualized as
five steps(desirability, feasibility, first trial, implementing and sustaining) that are turn
influenced by three main sets of influencing factors: the characteristics of the innovation
itself, the internal context, and the external context together with different types of
diffusion channels transferring knowledge from external sources to the organization.
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10. Jessica Mackenzie and Rebecca Gordon {2016} Aimed to “Study on Organizational
development”. People often don’t know what is meant by ‘organizational development’
and yet, if they work in international development, it is very likely that they will have
been involved in it. Essentially it is a planned, organization wide effort to achieve
strategic goals more effectively and efficiently. This report draws on current literature,
good practice examples, interviews and case studies on organizational development, to
distil useful frameworks and recommendations for future work. It is structured to address
the different stages and components of the organizational change process. The study
found Different good practice models from the literature on how to measure OD.
 How to measure behavioral changes in three easy steps
 How to collect stories of significance to demonstrate what you have achieved.
 How to enable organizations to learn from their experience and adjust
 Consolidated guidance and checklists.
The study concluded and recommended models that are highlighted within the report.
These include:
 Kotter’s model (chapter-3)
 The institute for govt. framework.( chapter -3)
 WBI’s guidance notes (Chapter-4)
The institute for government framework may be particularly useful as it integrates different
approaches to form a comprehensive analysis. This includes Kotter’s framework and McKinsey’s
diagnostic tools. Importantly, the framework is context- specific, emphasizing the importance of
recognizing OD as a political process.
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Research
methodology
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Introduction:

Work performance appraisal systems assess the employee’s effectiveness, work habits and also
the quality of work produced. The research methodology used is to evaluate the accuracy and
effectiveness of the appraisal instrument and its influence on employee satisfaction. The
quantitative data is collected by questionnaire method from convenience sample. The responses
are analyzed and arrived at conclusions. Questionnaires are in the form of ‘”Google forms”.

Type of the study:

The research design used for this study is the descriptive type. Descriptive type research studies
are those which are concerned with describing the characteristics of a particular individual or a
group. In descriptive research, it deals with everything that can be counted and studied. The
research must have an impact to the employees for their work.

Population:

the total element of the universe from which sample is selected for the purpose of study is known
as population. Here the population constitutes the total number of employees in Indiana Ferro
Alloys ltd.

Sampling unit:

The study was conducted among the employees in Indiana Ferro Alloys Ltd.

Sampling size:

All the items consideration in any field of inquiry constitutes a universe of population. In this
research only a few items are selected to from the population for our study purpose. The items
selected constitute what is technically called a dample. Here sample size is employees from
the total population.

Sampling method:

Sampling method used for this study is convenience sampling. When population elements are
selected for inclusion in the sample based on the ease of access, it can be called convenience
sampling.
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Type of data & sources:

The data source: Primary & secondary

PRIMARY DATA:

Primary data is the first hand data collection from the EMPLOYEES. It collects through
questionnaire.

The method used for data collection was “questionnaire method”. The questionnaire is a
structured one, using a close ended questionnaire for our research study. Questionnaire survey
method was adopted for completing the data collection in this research.

SECONDARY DATA:

The data has been collected from company’s profile, journals, websites, reference book and past
record.

Tools for data collection:

Questionnaire method (Google Forms)

Tools for analysis:

 Simple percentage analysis

The percentage refers to the special kind of ratio. Percentage is used in making
comparisons between two or more series data. Percentage can also be used to compare
the relative teams, the distribution of two or more series data.

The easy and simplicity calculating the general understanding of its purpose and the
universal application of the personal static have made it, most widely and standardized
tool in researchers. The percent really need everything to a common base and there by
meaningful comparison to be made with the data. The percentage analysis is calculated
by dividing number of respondents with total population of sample.
 Central tendency:
A measure of central tendency is a single value that attempts to describe a set of data by
identifying the central position within that set of data. As such, measures of central
tendency are sometimes called measures of central location. They are also classed as
summary statistics. The mean (often called average) is most likely the measure of central
tendency. The mean, median and mode are all valid measures of central tendency but,
under different conditions, some measures of central tendency become more appropriate
to use than others.
MEAN (Arithmetic)
The mean (or average) is the most popular and well known measure of central tendency.
It can be used with both discrete and continuous data, although its use is most often with
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continuous data. The mean is equal to the sum of all the values in the data set divided by
the number of values in the data set.
 Ranking method:
A method of handling data which has the same observed frequency occurring at two or
more consecutive ranks, it consists of assigning the average of the ranks as the rank for
common frequency.

LIMITATIONS OF THE STUDY

 Some of them did not fill questionnaire due to lack of time & lack of interest.
 Some of the employees didn’t respond in a positive manner.
 Most of the employees failed to disclose the fact.
 The questionnaire contained mostly multiple- choice questions; therefore many
respondents may not have given a proper thought before answering the questions.
 Most respondents might be influenced by their peers in answering the questions.
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DATA ANALYSIS
&
INTERPETATION
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Gender No. Of respondents % Of respondents

Male 50 100
Female 0 0
Total 50 100

Object 3
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Age No. OF % of
respondents respondents
20-30 19 38%
30-40 16 32%
40 & above 15 30%
Total 50 100

Object 5

Marital status No. of % of

respondents respondents
Married 21 42%
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Unmarried 29 58%
Total 50 100

Object 7
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Work Shifts No. of %

respondents
Day shift 0 0
Night shifts 0 0
Rotation shifts 0 0
No shifts 50 100%
Total 50 100

Object 9

Years of No. of %
experience respondents
Less than 2 12
2-5 17 50
More than 5 21 33
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total 6 100

Object 11

Opinion No. of %
respondents
Yes 6 100
No 0 0
total 6 100
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Object 13

Opinion No. of %
respondents
Wage 0 0
determination
For promotion 6 100
Improve 0 0
performance
Others, if any 0 0
Total 6 100
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Object 15

Opinion No. of %
respondents
Job knowledge 0 0
Quality of work 4 67
Output 0 0
Work related 2 33%
skill
total 6 100
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Object 17

Opinion No. of %
respondents
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Object 20
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Object 23
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Object 25
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Object 27
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Object 30
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Object 32
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Object 34
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Object 36
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Object 38
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Object 40
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Object 42
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Object 44
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Object 46
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Object 48