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A STUDY ON PERFORMANCE APPRAISAL

Contents
Chapters 1 List of contents Introduction to Performance Appraisal 2 Research Design Pg. No

Industry profile Company profile

4 5

Data Analysis & Interpretation Summary of Findings and Conclusion

6 7 8

Suggestions and recommendations Annexure Bibliography

A STUDY ON PERFORMANCE APPRAISAL

TABLE NO. 1.
2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.

LIST OF TABLES

PG NO

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TABLE NO. 1.
2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.

PG NO LIST OF GRAPHS

A STUDY ON PERFORMANCE APPRAISAL

HUMAN RESOURCE MANAGEMENT


Human Resource Management is concerned with the people dimension in management. Human Resource Management is the process consisting of the acquisition, development, motivation and maintenance of Human Resources. Human Resources Management is personnel management meaning optimum utilization of the human resources but the emphasis is doing it with more human touch.

In other words of FW VELTER, Human Resource Management is a process by which an organization should move from its current manpower position to its desired manpower position. Through planning management strives to have the right number and right kind of people at right places at right time, doing the things which results in both the organization and the individual receiving maximum long run benefits.

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OBJECTIVES OF HUMAN RESOURCE MANAGEMENT


To recruit and retain the human resources of required quality and quantity.

To foresee the employee turnover and make the arrangements for minimizing the turnover and filling up the consequent vacancies meet the needs of the program of expansion, diversification and merge.

To foresee the impact of technologies on work, employee and their requirements. To improve the standards, skills, knowledge, ability, etc. To access the surplus or human resources and take measures accordingly. To maintain healthy industrial relations by maintaining optimum level of human resources.

To minimize imbalance caused due to non-availability of human resources on requirement.

To make the best use of human resources. To establish cost of human resources.

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PERFORMANCE APPRAISAL
Once an employee is selected and trained for a job then management would like to see how he performs his work. It helps in evaluating the performance of employees and in assessing the hiring and training methods followed in an organization. The employees are recruited with some objectives in mind, whether these have been achieved or not has to be regularly evaluated. Merit rating is a process of evaluating an employees performance of a job in terms of its requirements. The rating of a man by another man is as old as mankind, but formal merit rating systems are of relatively origin. Merit rating is also termed as performance appraisal or employee appraisal. Moreover, people differ in their abilities and aptitudes. Even if the same basic education and training is given to them, these differences cannot be eliminated. There will always be difference in quantity and quality of work done by different employees even on same job. Thus, it is but imperative for the management to know these differences so that the employees having better abilities may be rewarded and wrong placement of employees may be rectified through transfers. The individual employees may also like to know their level of performance in comparison to the others, so that they can improve upon it. All

A STUDY ON PERFORMANCE APPRAISAL

this emphasize the need to have a suitable performance appraisal system to measure the relative merits of each employee.

HISTORY OF PERFORMANCE APPRAISAL


Robert Owen probably began performance appraisals in industries in 1800's in his cotton mills in Scotland. Over each employee workstation hung a wood denoting, according to shade from light to dark, different grades of ratings, white - excellent- good, blue- indifferent and black-bad. Formal appraisals began in the US in 1813 when Army General Lewis Cass submitted to the war department an evaluation of each of his men, as good natured of, knave-despised by all. Appraisals were started in the US Federal Government in 1842. Performance appraisals in the early 20.th C were practiced in the military and Government departments.

By 1950, performance appraisals were accepted in all industries.

A STUDY ON PERFORMANCE APPRAISAL

MEANING
Performance appraisal is the process of measuring quantitatively and qualitatively an employees past or present performance against the background of his expected role performance, the background of his work environment, and about his future potential for an organization. The evaluation of the performance and personality of each employee is done by his immediate superior or some other person trained in the techniques of merit rating. Various rating techniques are employed for comparing individual employees in a group in terms of personal qualities or deficiencies and the requirements of their respective jobs.

DEFINITION OF PERFORMANCE APPRAISAL


According to C. HEIGAL Performance appraisal is the process of evaluating the performance and qualifications of the employees in terms of the requirements of the job for which he is employed for purposes of administration including placement, selection for promotion. Providing financial rewards and other actions which require differential treatment among the members of a group as distinguished from actions affecting all members equally.
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METHODS OF PERFORMANCE APPRAISAL


There are a number of methods that are used to evaluate employee performance. An employee's performance may be evaluated on the basis of traits and attributes as well as on the basis of his work or results. All these methods have their own advantages and disadvantages, but the technique used should evaluate mainly the job related performance.

INDIVIDUAL APPRAISAL METHODS:


Listed below are some of the common techniques used to evaluate individual employee performance.
1.

Rating scale: This is the oldest and most popular method of evaluating individual performance. In this technique, the appraiser judges the employee along a scale from low to high. The appraiser rates the employee's traits and work, such as output, initiative etc. as poor, fair, acceptable good or excellent.

2.

Checklist Method: The appraisal form in this technique is a checklist of statements or words that may describe the employee's performance or behavior. The appraiser is required to 'read the statement and rate the employee against those statements. It is usually in the form of a yes-no response.
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3.

Critical Incident Method: The appraiser records an extreme or extraordinary behavior exhibited by the employee while working on the job, which may be helpful in appraising his performance. The incidents, as they occurred, may concern positive or good behavior or negative or bad behavior. These behaviors are recorded in a critical incident sheet.

4.

Field Review Method: In this method, a specialist from the personnel department goes into the field and helps the supervisor rate the employees. The specialist prepares an evaluation on the basis of information supplied by the immediate about the employee performance.

5.

Performance Test and Observation Method: This method aims at testing the knowledge and skills of the employee. The employee may be evaluated based on a test or by demonstrating his skill in a practical situation.

GROUP APPRAISAL METHODS:These methods are used to rank various employees as a group or groups according to their merit and are, therefore useful for deciding merit, promotion, pay increments, rewards etc.
1.

Ranking Method: This is a very simple and easy method for

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judging the work of employees in a group. Ranks are assigned in order of their performances. This method however suffers from the halo effect and is very subjective.
2.

Paired Comparison Method: This is a slight variation of the

ranking method. In this method, performance of each employee is compared with the performance of each of the others and the appraiser is required to select the better out of each pair taking only one pair at a time.
3.

Forced Distribution: The employees are rated and classified into

categories such as best 10%, next 20%, middle 40%, next 200/0 and lowest 10%. They may be categorized as outstanding, above average, satisfactory, below average or poor as shown by their percentages.
4.

MBO System: In an enterprise, the efforts of all the members or

the organization including management, supervisors and subordinates are directed towards realization of enterprise objectives. These overall objectives are further split into sub objectives, goals or end results to be achieved by various employees. The effectiveness or success of management is reflected in the accomplishment or achievement of objectives or end results set by the organization. Thus, the basis of appraisal by results is rooted in the concept 'Management by Objectives.

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SELF ASSESSMENT:Under this method the employee is required to evaluate himself against pre determined standards. This self-evaluation helps the employee know his strengths and weaknesses. He will be able to recognize areas requiring improvement. Thus, self-appraisal leads to self-improvement and selfdevelopment and helps in setting personal goals or objectives for future performance. Recent performance appraisals have also included self-appraisals, in which employees rate their own performance and skills development. Selfappraisals are often used to complement supervisor appraisals. However, selfappraisals offer limited information for employee improvement. 360-DEGREE PERFORMANCE APPRAISAL:-

Most businesses see performance appraisals as the best way to assess individual performance, compare employees for promotion, review

compensation and motivate employees. However, many companies are beginning to question the fairness and validity of the traditional one source, supervisor- employee appraisal. In the traditional supervisor employee appraisal, one person is responsible for reviewing the performance of employees in his or her department. A supervisor
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may not be able to effectively judge an employee if that supervisor doesn't spend much time dealing directly with that employee. An example would be a sales manager who doesn't know how well a salesperson deals with widespread accounts in a large region. Employees receiving their performance appraisal with input only from their supervisor are subject to a one-sided review. The supervisor is, in effect, judge and jury.

AIMS OF PERFORMANCE APPRAISALS:


Increase mutual understanding of performance requirements. Note achievements. Analyze problems in meeting requirements. Discuss career prospects. Define/refine future objectives. Self-development and training. Increase Quality of work life.

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REASONS FOR APPRAISAL:Human Resource Development: To ensure that staff abilities energies are being used effectively and that skills or aptitudes are not being neglected if there is a scope for their better use. Training: To identify training needs so that individual contributions may be developed to identify skill shortages, skill stocks. Promotion: Appraisal can assist decision-making in promotion, although direct links between appraisal and promotion are rare.

BENEFITS OF PERFORMANCE APPRAISAL:Organization: Improve performance; ideas for performance, training and development need clear, continuous improvement. Appraiser: Ideas for improvement, link individual and organizational and departmental objectives, clarify expectations, reprioritize targets. Appraise: Increased motivation, increased satisfaction, clear expectation, set out.

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PROBLEMS WITH APPRAISAL:Performance interview is another step in the appraisal process. Once appraisal has been made of employees, the raters should discuss and review the performance with the rates, so that they will receive feedback about where they stand in the eyes of superiors. Feedback is necessary to effect improvement in performance, especially when it is inadequate.

Job Performance Standards are the work requirements that are expected from an employee from a particular job. These are the criteria against which to judge results or performance. These standards may be of physical nature such as output, sales, revenue, and costs. Factors may also include the employee's performance, job knowledge, and its actual translation into knowledge; traits like co-operation, judgment, managerial capabilities, and leadership are other factors.

The second requirement is Performance measures. These are the ratings used to evaluate performance. They are the degree of achievement to be used for evaluating and measuring performance standards.

Performance is defining the characteristics of the profiles, or defining


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behavior and tasks or defining the results that are to be achieved, or defining the situations in which these should happen, or the entire above.

Act of doing that which is required by a contract. The effect of successful performance is to discharge the person bound to do the act from any future contractual liability. The literal meaning is that of stating a promise, and the requirement being to performance the true meaning and intent of the contract.

Appraisal or evaluation is a method of measuring achievement and the importance of proper evaluation cannot be overemphasized. The dictionary definition of appraisal or evaluation is - to decide the value of, judge the quality of, the determination or estimation of worth or merit of anything. Appraisal is done solely for the purpose of improving an individuals performance.

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CHAPTER II

RESEARCH DESIGN

TITLE:
A study conducted on performance appraisal techniques used for the employees and its impact at ADVAITH HYUNDAI.

STATEMENT OF THE PROBLEM:

The company is intended to know the performance appraisal system evaluation of employees in ADVAITH HYUNDAI from the employees point of view. This problem is being conducted to know if the employees are satisfied with the performance appraisal done in the company and if any changes are needed then it can be implemented.

OBJECTIVES OF THE STUDY:


To enhance the existing performance appraisal systems in the company.

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The study also aims at both the employees and the companys awareness for the need to develop a useful performance appraisal system. To help management in exercising organizational control. Management guide in employee counseling and discipline. To satisfy the employees with the existing performance appraisal system

SCOPE OF THE STUDY:

The study provides an analytical framework for the subject matter of investigation. It establishes the direct relationships between officials which can lead to valuable observations, generalization and conclusions.

The study conducted at ADVAITH HYUNDAI, can improve knowledge and understanding of the EXISTING PERFORMANCE

APPRAISAL POLICIES AND PROCEDURES in general. Gathering primary data for analytical purpose or using secondary data for first hand findings should be involved in the study. It stimulates the process of understanding on one hand and deepens the insight, on the other hand. Gathering information with a questionnaire and interview method to know about the human resources

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and also recruitment and selection techniques availed at this company to develop the officials with the suitable jobs and with right qualifications.

RESEARCH METHODOLOGY:
There are various methods of data collection. It is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. It is necessary for the researcher to know not only the research methods/techniques but also consider the logic behind the methods we use in the context of our research study and explain why we are using a particular method or technique and why we are not using others so that research results are capable of being evaluated either by the researcher himself or by others. It is a descriptive study.

METHODS OF DATA COLLECTION:

Data has been collected in two ways. They are as follows:

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Primary data: These are those which are collected afresh and for the

first time and thus happen to be original in character.

Secondary data: Data not originally collected for use in the research

project under consideration, but rather for use by some other person or for some other project are termed as secondary data. Secondary data are already published data collected for purposes other than the specific research needs at hand.

Sources of primary data:


Collection of data through questionnaire: Collection of data through interview method Collection of data through interaction with our classmates for more and better information. Collection of data by taking guidance from the organization.

Sources of secondary data:


By reference of books, company websites, project report guidelines.

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Gone through the companys magazines, advertisements, various reports and other relevant document.

SAMPLING:
The questionnaire is limited to 50 respondents, who have been interviewed and the data have been collected. The researcher selected a sample of 18 with stratified random sampling to collect the information. Type of sampling is random sampling.

PLAN OF ANALYSIS:
The study of Effectiveness of performance appraisal has been made through questionnaire method. 50 respondents are selected randomly and were asked to answer the questions based upon their answer the classification of respondents are done and are analyzed and interpreted. Wherever necessary to make the data presentable in a lucid manner tables, diagrams, charts to analyze the information. It is the duty of the researcher to specify how he has analyzed and interpreted the data

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LIMITATIONS OF THE STUDY:


Study is limited to 50 respondents working in a particular branch of the company. The correctness of the information furnished could not be verified from other records. Problems with confidential information. The responses would have also been affected by the amount of work and working conditions

Time constraint.

Human resource management


The most significant resource of any organization is often said to be its people. An organization is nothing but a collection of people where activities have been planned and coordinated to meet the organization objectives. Organizations encounter several obstacles in meeting their goals and in a similar way all employees report same problems in their jobs and to feel satisfied in their work lives the challenge of human resource management is to minimize these obstacles and problems.
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PERSONNEL MANAGEMENT
Human resources management even replacing the words of personnel management Personnel management is the planning, organization, directing, and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual organizational and society objectives are accomplished

HUMAN RESOURCE DEVELOPMENT


Human resource development is a framework for the expansion of human capital within an organization. It is a combination of training and education that ensures the continual improvement and growth of both the individual and the organization. The human resource development framework views employees, as an asset to the enterprise whose value will be enhanced by development, Its primary focus is on growth and employee development. It emphasizes developing individual potential and skills. It is the framework that focuses on the organizations

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competencies at the first stage, training and then developing the employee, through education, to satisfy the organizations long term needs and the individuals career goals and employee value to their present and future employers.

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CHAPTER 3

INDUSTRY PROFILE

INTRODUCTION TO INDUSTRIES

The Automotive industry


In India is one of the largest in the world and one of the fastest growing globally. India manufactures over 11 million vehicles (including 2 wheeled and 4 wheeled) and exports about 1.5 million every year. It is the world's second largest manufacturer of motorcycles, with annual sales exceeding 8.5 million in

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2009. India's passenger car and commercial vehicle manufacturing industry is the seventh largest in the world, with an annual production of more than 2.6 million units in 2009. In 2009, India emerged as Asia's fourth largest exporter of passenger cars, behind Japan, South Korea and Thailand. As of 2009, India is home to 40 million passenger vehicles and more than 2.6 million cars were sold in India in 2009 (an increase of 26%), making the country the second fastest growing automobile market in the world. According to the Society of Indian Automobile Manufacturers, annual car sales are projected to increase up to 5 million vehicles by 2015 and more than 9 million by 2020. By 2050, the country is expected to top the world in car volumes with approximately 611 million vehicles on the nation's roads A chunk of India's car manufacturing industry is based in and around the city of Chennai, also known as the "Detroit of India". With the Indian city accounting for 60 per cent of the country's hubs automotive all of

exports. Gurgaon and Manesarnear New

Delhi are

where

the Maruthi Suzuki cars in India are manufactured. The Chakan corridor near Pune, Maharashtra is another vehicular production hub with General

Motors, Volkswagen/ Skoda, Mahindra and Mahindra

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Tata Motors in the process of setting up or already set up facilities. Ahmadabad with Tata Motors in Gujarat, Aurangabad in Motors Nanoplantand Halol with General, Maharashtra, Kolkata in West Bengal are

some of the other automotive manufacturing regions around the country.

History
Following economic liberalization in India in 1991, the Indian

automotive industry has demonstrated sustained growth as a result of increased competitiveness manufacturers and such relaxed as Tata restrictions. Several Indian automobile and

Motors, Maruthi

Suzuki and Mahindra

Mahindra, expanded their domestic and international operations. Indias robust economic growth led to the further expansion of its domestic automobile market which has attracted significant India-specific investment by

multinational automobile manufacturers. In February 2009, monthly sales of passenger cars in India exceeded 100,000 units and have since grown rapidly to a record monthly high of 182,992 units in October 2009. From 2003 to 2010, car sales in India have progressed at a CAGR of 13.7%, and with only 10% of Indian households owning a car in 2009 (whereas this figure reaches 80% in Switzerland for example) this progression is unlikely to stop in the coming
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decade. Congestion of Indian roads, more than market demand, will likely be the limiting factor. The first car ran on India's roads in 1897. Until the 1930s, cars were imported directly. Embryonic automotive industry emerged in India in the 1940s. Following the independence, in 1947, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the

Automobile industry. However, the growth was relatively slow in the 1950s and 1960s due to nationalization and the license raj which hampered the Indian private sector. After 1970, the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment of Maruthi Udyog. A number of foreign firms initiated joint ventures with Indian companies. In the 1980s, a number of Japanese manufacturers launched joint-ventures for building motorcycles and light commercial-vehicles. It was at this time that the Indian government chose Suzuki for its joint-venture to manufacture small cars. Following the economic liberalization in 1991 and the gradual weakening of the license raj, a number of Indian and multi-national car companies launched

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operations. Since then, automotive component and automobile manufacturing growth has accelerated to meet domestic and export demands.

SUPPLY CHAIN OF INDIAN AUTOMOBILE INDUSTRY.


The supply chain of automotive industry in India is very similar to the supply chain of the automotive industry in Europe and America. The orders of the industry arise from the bottom of the supply chain i. e., from the consumers and go through the automakers and climbs up until the third tier suppliers. However the products, as channeled in every traditional automotive industry, flow from the top of the supply chain to reach the consumers. Automakers in India are the key to the supply chain and are responsible for the products and innovation in the industry. The description and the role of each of the contributors to the supply chain are discussed below. Third Tier Suppliers: These companies provide basic products like rubber, glass, steel, plastic and aluminum to the second tier suppliers. Second Tier Suppliers: These companies design vehicle systems or bodies for First Tier Suppliers and OEMs. They work on designs provided by the first tier

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suppliers or OEMs. They also provide engineering resources for detailed designs. Some of their services may include welding, fabrication, shearing, bending etc. First Tier Suppliers: These companies provide major systems directly to assemblers. These companies have global coverage, in order to follow their customers to various locations around the world. They design and innovate in order to provide black-box solutions for the requirements of their customers. Black-box solutions are solutions created by suppliers using their own technology to meet the performance and interface requirements set by assemblers. First tier suppliers are responsible not only for the assembly of parts into complete units like dashboard, breaks-axel-suspension, seats, or cockpit but also for the management of second-tier suppliers. Automakers/Vehicle Manufacturers/Original Equipment Manufacturers

(OEMs): After researching consumers wants and needs, automakers begin designing models which are tailored to consumers demands. The design process normally takes five years. These companies have manufacturing units where engines are manufactured and parts supplied by first tier suppliers and

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second tier suppliers are assembled. Automakers are the key to the supply chain of the automotive industry. Examples of These companies are Hyundai, Tata Motors, Maruthi Suzuki, Toyota, and Honda. Innovation, design capability and branding are the main focus of these companies. Dealers: Once the vehicles are ready they are shipped to the regional branch and from there, to the authorized dealers of the companies. The dealers then sell the vehicles to the end customers. Parts and Accessory: These companies provide products like tires, windshields, and air bags etc. to automakers and dealers or directly to customers. Service Providers: Some of the services to the customers include servicing of vehicles, repairing parts, or financing of vehicles. Many dealers provide these services but, customers can also choose to go to independent service providers. India's automobile exports have grown consistently and reached $4.5 billion in 2009, with United Kingdom being India's largest export market followed by Italy, Germany, Netherlands and South Africa. India's automobile exports are expected to cross $12 billion by 2014. According to New York Times, India's strong engineering base and expertise in the manufacturing of low-cost, fuel-efficient cars has resulted in the expansion
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of manufacturing facilities of several automobile companies like Hyundai Motors, Nissan, Toyota, Volkswagen and Suzuki. In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors plans to export 250,000 vehicles manufactured in its India plant by 2011. Similarly, General Motors announced its plans to export about 50,000 cars manufactured in India by 2011. In September 2009, Ford Motors announced its plans to setup a plant in India with an annual capacity of 250,000 cars for US$500 million. The cars will be manufactured both for the Indian market and for export. The company said that the plant was a part of its plan to make India the hub for its global production business. Fiat Motors also announced that it would source more than US$1 billion worth auto components from India. In July 2010, The Economic Times reported that PSA Peugeot Citroen was planning to re-enter the Indian market and open a production plant in Andhra Pradesh with an annual capacity of 100,000 vehicles, investing EUR 700M in the operation.]PSA's intention to utilize this production facility for export purposes however remains unclear as of December 2010. A Tata Safari on display in Poznan, Poland.

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In 2009 India (0.23m) surpassed China (0.16m) as Asia's fourth largest exporter of cars after Japan (1.77m), Korea (1.12m) and Thailand (0.26m) by allowing foreign carmakers 100% ownership of factories in India, which China does not allow. In recent years, India has emerged as a leading center for the manufacture of small cars. Hyundai, the biggest exporter from the country, now ships more than 250,000 cars annually from India; it also manufactures small cars for Nissan, which sells them in Europe. Nissan will also export small cars from its new Indian assembly line. Tata Motors exports its passenger vehicles to Asian and African markets, and is in preparation to launch electric vehicles in Europe in 2010. The firm is also planning to launch an electric version of its low-cost car Nano in Europe and the U.S. Mahindra & Mahindra is preparing to introduce its pickup trucks and small SUV models in the U.S. market. Bajaj Auto is designing a low-cost car for the Renault Nissan Automotive India, which will market the product worldwide. Renault Nissan may also join domestic commercial vehicle manufacturer Leyland in another small car project. While the possibilities are impressive, there are challenges that could thwart Future growth of the Indian automobile industry. Since the demand for automobiles in recent years is directly linked to overall economic expansion and rising personal incomes, industry growth will slow if the economy weakens.
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COMPANY PROFILE
Hyundai motor India ltd (hmil) is a wholly owned subsidiary of Hyundai motor company, South Korea and is the second largest and fastest growing car manufacturer in India. HMIL presently markets 16 variants of passenger cars in six segments. The Santro in the b segment, Getz in the B+ segment, the Accent and Verna in the c segment, the Elantra in the D segment, the sonata enter in the E segment and tuscon in the SUV segment. HMILS fully integrated state of the art manufacturing plant near Chennai boasts some of the most advanced production, quality and testing capabilities in the country. In continuation of its investment in providing the Indian customer global technology, HMIL is setting up its raising HMILS total production capacity to 600000 units per annum by end of 2007.

ORIGIN & GROWTH:

It all started October 1998 with thirty employees and one customer care center located at Bangalore. Today, Advaith Hyundai has over three hundred employees spread over three cities namely Bangalore, Shimoga and Davangere.

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A STUDY ON PERFORMANCE APPRAISAL At the Heart of the Operations in a Deep- Rooted Commitment, Bordering On Obsession towards Customer Satisfaction in a Line with the Advaith

Hyundai Philosophy of Caring For You Always.


In pursuit of this commitment ADVAITH has set many a benchmark in dealership operation &procedure that have widely been adapted by other automobile dealership in India. It is no wonder that since inception the dealership has won an enviable number of awards for excellence in all aspects of the business i.e., sales, service, spares and auto financing. The strength of ADVAITH is its people. They have amongst the lowest attraction rates in the industry. Freedom and responsibility coupled with prostaff policies provide a stimulating & rewarding environment that encourages people to excel tasks. Advaith Hyundai is the only dealer in India to win 4 awards in a yr. also, won several accolades for our committed service to various organizations. Our sales & service executives have been rated the best salesmanship award & the best service man for their excellent contribution in their respective fields.

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Advaith Hyundai has been declared the best dealer in the country consecutively for five yrs. One of the Hyundais strong selling points is the 10 yrs or 100,000 mile.

Awards

The benchmarks that we reached,


Over the period of association with Hyundai motors we have received recognition for all round performance that included functional excellence too. Our approach towards the various operations at a franchise has been one were each function is recognized has a critical & interconnected part of the entirely. The awards are recognition of the success in carrying this out across the organization. 1. Best sales award 1999 2. Best dealer award for sales, services & parts in southern India 2001 3. Award of maximum customer delight in southern 2001 4. Best dealer award for sales, service & parts in southern India 2002 5. Hyundai finance award for top performance in southern India 2002 6. Accessories top notched award for southern India 2002

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Rate as the best service center among all Hyundai dealers in JD power in 2002 at Bangalore, Their showroom located at palace residency road as become a landmark of one of the countries few multi level automobile dealership. The conveniently located customer care center at, rajajinagar, vasantnagar, &j.p.nagar are equipped with state of the art facilities & mannered by extensively trained technicians advaith is a organization committed to ensure the highest quality in all processes in interaction with their customer or associates to achieve total customer delight.

Advaith believes:
Caring for you . . . always.
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Team work Good employees are assets of the organizations Good work environment Continuous training and development Excellent performance appraisal Service centers: Advaith Hyundai services are a state of the art service facility in cooperating the latest equipment and technology Hyundai trained professionals men it with emphasis on quality workmanship. A part from scoring highest marks among all Hyundai service centers for customers satisfaction index, advaith Hyundai service centers as been winning the regional award for best service for the last two years in order to keep the customers vehicles in pristine condition they strongly recommend those periodic services schedules as suggested by manufacturer are following. Our competitors: Chevrolet Mahindra Maruthi Mercedes- Benz
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Mitsubishi Opel Premier Daewoo Skoda Tata Toyota

Duration for which the respondent has been working in Advaith Hyundai.
This question was asked to the employees working in Advaith Hyundai to find out the duration for which they have been working in the organization, based upon which we can know if the employees are satisfied with their job in the company or not.

Table 4.1: Duration of work period in Advaith Hyundai.

Particulars

No. of respondents

Percentage of respondents

0-1 yrs

10
40

17%

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1-5 yrs 5-10 yrs 10+ yrs Total

33 15 2 60

55% 25% 3% 100%

Chart 5.1: Duration of work in Advaith Hyundai.

17 percent of the respondents are dealing with Advaith Hyundai for less than a year. 55 percent of the respondents are dealing in Advaith Hyundai from 1-5 yrs. 25 percent of the respondents are dealing in Advaith Hyundai from 5-10 yrs. 3 percent of the respondents are dealing in for over 10 yrs.

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Extent of satisfaction in setting goals/objectives in the beginning of the year.


This question was asked to the employees of Advaith Hyundai to find out the extent of satisfaction of the employees in setting goals/objectives in the beginning of the year to know if they are being given opportunities to express their views.

Table 4.2: Extent of satisfaction

Particulars

No. of respondents

Percentage of respondents

Very satisfied Satisfied Dissatisfied

38 18 4

63% 30% 7%

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Total

60

100%

Chart 5.2: Extent of satisfaction.

63 percent of the respondents are very satisfied in setting their goals and objectives in the beginning of the year. 30 percent of the respondents are satisfied in setting their goals and objectives in the beginning of the year. 7 percent of the respondents are dissatisfied in setting their goals and objectives in the beginning of the year.

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A STUDY ON PERFORMANCE APPRAISAL

Ratings of the PA strategies and programmes in the company.


This question was asked to the employees of Advaith Hyundai to rate the standard of various Performance Appraisal strategies and programmes that take place in the organization.

Table strategies.
Particulars

4.3:

Ratings

of

PA

No. of respondents

Percentage of respondents

Good Average Bad Total

42 18 0 60

70% 30% 0% 100%

Chart strategies.

5.3:

Ratings

of

PA

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A STUDY ON PERFORMANCE APPRAISAL

70 percent of the respondents rate the Performance Appraisal strategies as good. 30 percent of the respondents rate the Performance Appraisal strategies as average. None of the respondents rates the Performance Appraisal strategies as bad.

Performance Appraisal strategies are fair and objective.

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A STUDY ON PERFORMANCE APPRAISAL

This question was asked to the employees to know if the performance appraisal strategies are fair and objective to the employees.

Table 4.4: PA strategies are fair or not.


Particulars No. of respondents Percentage of respondents Yes No Cant say Total 34 26 0 60 84% 16% 0% 100%

Chart 5.4: PA strategies are fair or not.

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A STUDY ON PERFORMANCE APPRAISAL

84 percent of the respondents say that the Performance Appraisal strategies are fair and objective. 16 percent of the respondents say that the Performance Appraisal strategies are not fair and objective. None of the respondents are there who cant say anything.

It is necessary to appraise an employee.


This question was asked to the employees to know how important it is to appraise an employee.

Table 8: Necessity to appraise an employee.

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A STUDY ON PERFORMANCE APPRAISAL

Particulars

No. of respondents

Percentage of respondents

Yes No Total

60 0 60

100% 0% 100%

Chart 9: Necessity to appraise an employee.

100 percent of the respondents say that it is necessary to appraise an employee. None of the respondents says that it is necessary to appraise an employee.

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There

is

clarity

in

what

is

expected from the employee.


This question was asked to the employees to know if they are made clear on what is expected of them so that they can work accordingly.

Table 9: Clarity in what is expected from the employee.


Particulars No. of respondents Percentage of respondents Yes No Total 60 0 60 100% 0% 100%

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A STUDY ON PERFORMANCE APPRAISAL

Chart

10:

Clarity

in

what

is

expected from the employee.

100 percent of the respondents say that they are clear with what is expected of them. None of the respondents say that they are not clear with what is expected of them.

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A STUDY ON PERFORMANCE APPRAISAL

Feedback

is

given

to

the

Management Cadre Staff for the task accomplished by them.


This question was asked to the employees to know if they are provided with proper feedback for the task they accomplish, based upon which they can work better in future.

Table 10: Feedback is given to MCS.


Particulars No. of respondents Percentage of respondents Yes No Total 37 23 60 62% 38% 100%

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A STUDY ON PERFORMANCE APPRAISAL

Chart 11: Feedback is given to MCS.

62 percent of the respondents say that the feedback is given to the MCS for the task accomplished by them. 38 percent of the respondents say that the feedback is not given to the MCS for the task accomplished by them.

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A STUDY ON PERFORMANCE APPRAISAL

Suggestions and innovations are rewarded.


This question was asked to the employees to know if they are motivated by accepting their suggestions and innovations in the form of rewards.

Table

11:

Suggestions

and

innovations are rewarded.


Particulars No. of respondents Percentage of respondents Yes No Total 21 39 60 35% 65% 100%

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A STUDY ON PERFORMANCE APPRAISAL

Chart

12:

Suggestions

and

innovations are rewarded.

35 percent of the respondents say that their suggestions and innovations are rewarded. 65 percent of the respondents say that their suggestions and innovations are not rewarded.

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A STUDY ON PERFORMANCE APPRAISAL

Supervisors sharing concern. an

take

interest

in

employees

personal

This question was asked to the employees to know if the employees problems are dealt well by their supervisors so that their morale increases and they are satisfied with their job.

Table 12: Supervisors share an employees personal concern.


Particulars No. of respondents Percentage of respondents Yes No Total 43 17 60 72% 28% 100%

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A STUDY ON PERFORMANCE APPRAISAL

Chart 13: Supervisors share an employees personal concern.

72 percent of the respondents say that the supervisors take interest in sharing their personal concern. 28 percent of the respondents say that the supervisors do not take interest in sharing their personal concern.

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A STUDY ON PERFORMANCE APPRAISAL

Annual

increments/promotions

are based on performance.


This question was asked to the employees to know if the annual increments/promotions are based on their performance or not.

Table

13:

Increments

&

promotions based on performance.


Particulars No. of respondents Percentage of respondents Yes No Cant say Total 49 9 2 60 82% 15% 3% 100%

Chart

14:

Increments

&

promotions based on performance.


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A STUDY ON PERFORMANCE APPRAISAL

82 percent of the respondents say that the annual increments/promotions are based on their performance. 15 percent of the respondents say that the annual increments/promotions are not based on their performance. 3 percent of the respondents cant say or their answers are inapplicable.

Extent

of

satisfaction

in

interdepartmental teamwork.
This question was asked to the employees to know the extent of satisfaction in interdepartmental teamwork based on which their effectiveness in work can be known.

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Table 14: Satisfaction in inter departmental team work.


Particulars No. of respondents Percentage of respondents Very satisfied Satisfied Dissatisfied Total 17 30 13 60 28% 50% 22% 100%

Chart 15: Satisfaction in inter departmental team work.

28 percent of the respondents are very satisfied with interdepartmental teamwork. 50 percent of the respondents are just satisfied with

interdepartmental teamwork. 22 percent of the respondents are dissatisfied with interdepartmental teamwork.

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Extent of help of training and development programmes in

improving employees performance.


This question was asked to the employees to know how far the training and development programme is helping the employees to learn and work better. Table 15: Particulars No. of respondents Percentage of respondents To great extent To some extent To very little extent Total 13 42 5 60 22% 70% 8% 100%

Chart 16:
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A STUDY ON PERFORMANCE APPRAISAL

22 percent of the respondents say that the training and development programmes help to a great extent to improve their performance. 70 percent of the respondents say that the training and development programmes help to some extent to improve their performance. 8 percent of the respondents say that the training and development programmes help to a very little extent to improve their performance.

Performance Appraisal System is used in job rotation.


This question was asked to the employees to know the extent of use of performance appraisal system in job rotation.

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Table 16:
Particulars No. of respondents Percentage of respondents Mostly Partially Nil Total 7 53 0 60 12% 88% 0% 100%

Chart 17:

12 percent of the respondents say that performance appraisal system is mostly used in job rotation. 88 percent of the respondents say that performance appraisal system is partially used in job rotation. None of the respondents say that performance appraisal system is not at all used in job rotation.

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Extent

of

the

purpose

of

performance being fulfilled.

appraisal

system

This question was asked to the employees to know how far the performance appraisal system is actually helping them in their work.

Table 17:
Particulars No. of respondents Percentage of respondents Completely Partially Total 39 21 60 65% 35% 100%

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A STUDY ON PERFORMANCE APPRAISAL

Chart 18:

65 percent of the respondents say that the purpose of performance appraisal is completely fulfilled. 35 percent of the respondents say that the purpose of performance appraisal is partially fulfilled.

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Advaith Hyundai always strives for continuous individual

improvements.
This question was asked to the employees to know how far they agree with the fact that Advaith Hyundai always strives for continuous individual improvements.

Table 18:
Particulars No. of respondents Percentage of respondents Strongly agree Agree Disagree Strongly disagree Total 13 35 9 3 60 22% 58% 15% 5% 100%

Chart 19:

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A STUDY ON PERFORMANCE APPRAISAL

22 percent of the respondents strongly agree that Advaith Hyundai always strives for continuous individual improvements. 58 percent of the respondents agree that Advaith Hyundai always strives for continuous individual improvements. 15 percent of the respondents disagree that Advaith Hyundai always strives for continuous individual improvements. 5 percent of the respondents strongly disagree that Advaith Hyundai always strives for continuous individual improvements.

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A STUDY ON PERFORMANCE APPRAISAL

FINDINGS

1) Presence of a firmly implemented career plan- good sense of growth. 2) High proportion of routine workduring training and

immediately after. 3) Organization climate Well analyzed goals are set. Good and effective performance appraisal strategies applied. All the strategies are fair and objective. The employees are well aware of what is expected of them. Proper feedback is not given to the management cadre staff. Suggestions and innovations are not rewarded. Supervisors are patient with the employees problems.

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A STUDY ON PERFORMANCE APPRAISAL

Good

performance leads

to

annual

increments

and

promotions. Training and development programs are not very effective and helpful. The purpose of Performance Appraisal System followed in the company is fulfilled.

SUGGESTIONS:
Extensive of the job training. Focused job responsibility. Transparent career planning of all officers. Give tangible advantages. Exemplary rewards should be given for unique achievements of the employees. Informal were calling as and when they need. Giving chance in decision making. Reward for employee work.

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A STUDY ON PERFORMANCE APPRAISAL

Proper interactions with seniors. Effective training and development programs should be held. Proper feedback should be given to the management cadre staff at fixed time periods. Suggestions and innovations should be encouraged. Performance appraisal system should be extensively used in job rotation. Up gradation of basic qualification of all workers to be taken in future based on their performance. Improve competency of the workers. The company should concentrate more on individual

development.

QUESTIONNAIRE

Dear respondents, I, Annie Jennifer, pursuing my B.B.M at Indian Academy Degree College and Specialization in Human Resource Management, would like to

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A STUDY ON PERFORMANCE APPRAISAL

conduct a survey for my project , as a part of my curriculum, titled A STUDY OF PERFORMANCE APPRAISAL WITH SPECIAL REFERENCE TO ADVAITH HYUNDAI BANGALORE. All information for the survey will be used only for academic purpose. I request you kindly fill the questionnaire and help me with my objective. Name of the Respondent : Designation: Qualification: Marital Status:

(Tick your choice)

1) Since how long have you been working in Advaith Hyundai? 0-1 years 1-5 years 5-10 years 10+ years

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A STUDY ON PERFORMANCE APPRAISAL

2) How satisfied are you in setting your goals and objectives in the beginning of the year? Very satisfied Satisfied Dissatisfied

3) How are the Performance Appraisal strategies and programmes in the company? Good Average Bad

4) Do you consider Performance Appraisal strategies fair and objective? Yes No Cant say
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A STUDY ON PERFORMANCE APPRAISAL

5) Is it necessary to appraise an employee? Yes No

6) Are you clear with what is expected of you? Yes No

7) Are the Management Cadre Staff provided with regular performance feedback? Yes No

8) Are your suggestions and innovations rewarded? Yes


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No

9) Do your supervisors take interest in sharing your personal concern? Yes No

10) Are your annual increments/promotions based on your performance? Yes No Cant say

11) How satisfied are you in interdepartmental teamwork? Good Average Bad

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A STUDY ON PERFORMANCE APPRAISAL

12) To what extent do training and development programmes help in improving your performance? To great extent To some extent To very little extent

13) How far is the Performance Appraisal system used for job rotation? Mostly Partially Nil

14) To what extent is the purpose of Performance Appraisal fulfilled? Completely Partially Nil
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A STUDY ON PERFORMANCE APPRAISAL

15) Does Advaith Hyundai always strive for continuous individual improvement? Strongly agree Agree Disagree Strongly disagree

REFERENCE BOOK
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A STUDY ON PERFORMANCE APPRAISAL

Human resource and personnel management: K.Aswathappa.

Human resource management:Appannaiah, Reddy, Aparna Rao.

Company magazines and books.

Donald L. Kirkpatrick, 2006, Improving Employee Performance through

Appraisal and Coaching.

Richard

Rudman,

2003,

Performance

Planning and Review.

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A STUDY ON PERFORMANCE APPRAISAL

Roger E. Herman, 1997, The Process of excelling, oak Hill press.

P. Subba Rao, 2006, Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing House.

WEBSITE

www.google.com

www.answers.com

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A STUDY ON PERFORMANCE APPRAISAL

www.wikipedia.org

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