Performance Appraisal Impact on Compensation

The Impact of Performance Appraisal in Compensation & Benefit
Summer Internship Project Report
Rana Modak
19-Oct-12
SUMMER INTERNSHIP PROGRAM REPORT
On The Impect of Performance Appraisal in Compensation & Benefit Under The Guidance Of
Mr Amitabha Gupta Faculty (Swami Vivekananda Institute of Science & Technology)
&
Mr. Abhijit Biswash HR Manager ( CARNATION INDUSTRIES LIMITED )
By
Rana Modak
Roll No: 24100911049 MBA III Semester To
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WEST BENGAL UNIVERSITY OF TECHNOLOGY
Understanding human nature is the highest knowledge, and only by knowing

it can we know God? It is also a fact that the knowledge of God is the highest knowledge, and only by knowing God can we understand human nature
Swami Vivekananda Institute of Science & Technology Dakshin Gobindapur Sonarpur, Kolkata 700 145, INDIA Ph : +91 33 2437-9913 , Fax : +91 33 2437-9913, +91 33 30085351 Mobile : +91 9831084446 / +91 9831012072 / +91 9831179844 / +91 9831004445 E-mail : info@svist.org
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TO WHOM IT MAY CONCERN

This is to certify that Mr. Rana Modak has completed his summer internship for preparing a project on The Impact of Performance Appraisal in Compensation & Benefit under my guidance and supervision from 15/06/2012 to 16/08/2012. This has been done as part of his project work, in part fulfillment of the requirement for the Master of Business Administration degree from the WEST BENGAL UNIVERSITY OF SCIENCE & TECHNOLOGY (Roll No: 24100911049) Mr. Abhijit Biswash. Date :
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ACKNOWLEDGEMENTS
I acknowledge the overwhelming support, exalted guidance and all the patience that was best owed to me throughout the entire span of the project.
First and foremost I must express my profound gratitude for the constant supervision and guidance provided by my internal guide, Mr.Amitabha Gupta: Faculty (Swami Vivekananda Institute of Science & Technology),with whom teaching was a creed and not a profession.
I pay my grateful acknowledgement with sincere regards to my external guide , Mr. Abhijit Biswash: HR Manager of (CARNATION INDUSTRIES LIMITED),for his continuous guidance and suggestion for successful completion for the project work in between his pre-occupation and tight work schedule.
I am very much thankful to Mr. Rajendra Nath Das(HR & ADMIN Executive), and to all the executive and staff of CARNATION INDUSTRIES LIMITED for their cooperation and suggestion.
I also own special word of thanks to the Director,principal,the Head of the department,Cource co-ordinator, and all the faculty members of the Swami Vivekananda Institute of Science & Technolgy who directly and indirectly supported me in the successful completion of the project .
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I express my thanks to my friends and family member for their encouragement and support ,which helped me to complete this project work, in time.
In spite of my best effort to make the project comprehensive and justify the faith of my respected guide and superior, any error that may be there is sincerely.
Place:
(Rana Modak )
Date:
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TABLE OF COTENTs
Chapter : Title
Page no.
Introduction.......8 Objective of study..10 Scope and Importance of the study..11 Company Profile.12 Organization structure chart.........20 The Business process cycle24 Foundry Process..26 Performance Appraisal-28 process map....30 Description About Performance appraisal....32 Definition.....33 Elements of performance appraisal.......33 The effect of performance appraisal on organizational performance....35 How to Outline a Performance Appraisal Program.......36 Modern Methods of Performance Appraisal...38 The Performance Appraisal Build Pay Structure43 Compensation & Benefits..45 What is Compensation & Benefits46 Type Of Compensation..47 Advantages of Compensation & Benefits..49 Compensation Related To Performance.51 Linking Compensation To Performance...52 Implementing a pay-for-performance management System...55 How to Structure Performance-based-pay.....57 Questioners.60 SUGGESTIONS & RECOMMENDATION...71 A Format of Performance Appraisal form For Factories75 Conclusion79 Bibliography80
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Introduction
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Introduction ----------------------Almost every organization in one way or another goes through a periodic
ritual, formally or informally, knows as performance appraisal. Performance appraisal has been called many things. The formal performance appraisal been a called a tool of management, a control process, an activity and a critical element in human resources allocation. Use of performance appraisal is also help to apply the compensation plan in an organization. Human Resource Management (HRM) has never been as significant as it is today. Companies want to attract, retain and motivate brains to meet objectives. Today Humans are regarded as one of every companys assets so they need to be efficiently and effectively managed. One of the tools companies use to attract, retain and motivate its people is Compensation Management.
In my project report i shall try to developed the relation of performance

appraisal with compensation and benefits, along with their advantages for a company and its workers Mr. Abhijit Biswash ,Hr Manager of CARNATION INDUSTRIES LIMITED, having a discussion with him of the project. I have conduct a survey on the project of this particular issue which clarified that why performance appraisal is important in CARNATION INDUSTRIES LIMITED . Mr. A. Biswash gives permission to the proposal to do the project and title as The Impact of Performance Appraisal in Compensation & Benefit. He not only assured the researcher his personal support but also ensured best cooperation from all part relating to this project.
As per advice of
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OBJECTIVE OF THE SYUDY

-----------------------------------------------------------------------------1. To examine why an appraisal system is important. 2. To Understand the Importance of performance appraisal. 3. To understand the importance of the system of carnation industries ltd. 4. To understand the concept of compensation & benefits in an management. 5. To understand employees own strengths and weakness with respect to his role and functions. 6. To Understand the link between performance and compensation management in general and Carnation Industry in specific. 7. To Understand How to motivate employees by giving compensation in measure of their own performance. 8. To developed a effective model in order to show direct relationship between performance appraisal & Compensation benefits.
SCOPE AND IMPORTANCE OF THE STUDY

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To help in understanding more about role of performance appraisal and become clear about their functions. To help in understanding functions of performance appraisal in terms of employees strengths and weakness with respect to their performance in the organization. To understand how it helps in identifying the developmental needs of employees, given their role and function. To analyze its impact on industrial relationships. To find out what tools it implies for bridging the communication gap between employees and their supervisors. To study its role in creating a positive and healthy climate in the industry. To understand its decision making power regarding employees. The salaries or bonuses are extremely important for the motivation of employees and managers. Generally, the motivation is not about the compensations, but the compensation should be design or redesign in order to motivate the employees.
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Company Profile
In the winter of 1982 amalgamated the combination of a few dynamic working men all successful in their respective fields to form CARNATION ENTERPRISE Pvt. Ltd. which later in 1995 changed the name to CARNATION INDUSTRIES LIMITED.
Starting off as a merchant exporter the Company recorded a steady growth each year, the Company went into manufacturing in the mid-eighty's and is running two Grey iron foundries and ductile Iron Unit all in West Bengal. Both the Grey Iron production units and the Ductile Iron production unit are certified by SGS (India) Ltd. as per BS-EN-124 require for systems approval & specific product approvals. CARNATION is the country's first Conventional Grey Iron foundry to be certified ISO 9002 by KPMG (USA). Currently it holds the BS EN ISO 9001:2000 certificate from BSI (UK). UL Certification from Underwriters Laboratories Inc., USA. CARNATION, today, has a professional set up backed by a group of highly experienced and Technically qualifed shop staff in different departments working under professional managers. We have a work force strength of 40 experienced personnel & a labour strength of over 400 persons. Product development, technology upgradation and providing more for the value of money are CARNATION's forte. A front runner today, CARNATION has established itself as one of the top exporters of castings from India and it takes the toil and sweat of the whole team ably supported by juniors and the labour force to keep CARNATION at top. Having attained status in the exports field, CARNATION is now moving ahead with its plans to establish itself as a front runner in the Domestic Market with its new products and the changing scenarios in the Indian infrastructure development is bound to see a surge in its domestic Sales in the coming years. "Together we make things happen. Come let's join hands to take up the 21st Century's challenge - let's work together."
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PRODUCT RANGE Ductile & Grey Iron Sanitary Castings e.g. Manholes, Catch basins Frames, Grates etc. Ductile & Grey Iron valve boxes, meter boxes, surface boxes, Service boxes, Step Iron. Ductile & Grey Iron Gulley Gratings, Syphones, Hydrants. Ductile Iron Railway Castings. Ductile Iron M J Fittings, Push on fittings, related products. Ductile Iron glands, Flanges, anchor flanges, Brackets.
Accessories for Fittings Ductile Iron Industrial and auto casting. Marine items e.g., mushroom anchors, naval anchors, river anchors, cleats of wide variety. Counter weights for fork lifts. MS, SS Bolts, Rubber gaskets, GRP Plates, Brass fittings, Industrial leather gloves.
SPECIFICATION
SPECS
IS210 : 1993
INDIAN
FG 150 FG 200 FG 220 FG 260
IS 1865 : 1974
A. GREY CAST IRON

o o o o ASTM A 48 CLASS 20 Equivalent BSS/DIN/IS GR 15 ASTM A 48 CLASS 25 Equivalent BSS/DIN/IS GR 20 ASTM A 48 CLASS 30 Equivalent BSS/DIN/IS GR 22 ASTM A 48 CLASS 35 Equivalent BSS/DIN/IS GR 25
BS EN 124 FLAKE GRAPHITE ISO 1083
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B. DUCTILE IRON
o o o ASTM A 536, 60-42-10 And 65-45-12 DIN 1693 GGG 40, GGG 50 ISO 1083, 400 / 12 / 500 / 7
An Iron having a chemical composition such that after solidification , a large portion of its carbon is distributed throughout the casting as free or graphic carbon in " flake form". Grey cast iron always presents a grey sooty surface when fractured. Because of a fortunate combination of engineering properties , availability , excellent casting characteristics , and favorable cost , grey irons are produced in tonnages exceeding all other casting. The basic foundry operations of pattern making, molding , coring , sand conditioning , melting , clearing , etc. have been highly developed because of the tremendous amount of material and work involved in grey iron castings production. In fact , it is undoubtedly true that much of the engineering and mechanization which has developed in the foundry industry came through the needs for these improvements in order to meet the production demand of manufacturers for grey iron castings.
Nodular Cast Iron is also known as ductile cast iron , or spheroidal graphite cast iron. A specially prepared iron treated in the molten condition with a small percentage of magnesium , cerium , or other agent that will cause the large proportion of its carbon to occur as spheroids of graphite rather than as flakes.
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Ductility is obtained in the iron as a result of the spheroidal type of graphite formed. This type of cast iron presents a bright steely surface when fractured. Ductile cast iron was first announced to the foundry industry as a new engineering material at the 1984 annual meeting of the American Foundrymen's Society. This revolutionary material , discovered independently by the British Cast Iron Research Association (BCIRA) and the International Nickel Company (INCO), is also referred to as nodular, or spheroidal, graphite cast iron. Essentially , ductile cast iron consists of graphite spheroids dispersed in a matrix similar to that of steel. The only significant difference between grey cast iron and ductile cast iron is in the shape of the graphite phase ; the matrix can be similar. Ductile iron requires foundry operations which are similar to those for other cast metals. Process control is critical , however , and the development of graphite as spheroids is of principal concern in this material.
The most important property of DUCTILE IRON In promoting ductile iron, emphasis is often given to its ductility and toughness. Yet, cast steel , and, occasionally , malleable iron, surpass the ductility and toughness of ductile iron. One finds that the above properties are seldom needed or utilized. The vast majority of castings must retain their shape in service however severe this service may be. Ductility, that is the capability of the material to bend, warp, or otherwise plastically deform without failure, is considered, at the best, safety measure. For some parts, such as gears , breakage may even be the safer failure mechanism.
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The one property which is valued the most in the majority of designs is strength. As a rule, not short, ultimate but yield strength, with a safety factor, will enter into engineering calculations. This is most fortunate because ductile irons are generally superior to both grey and malleable irons as well as to unalloyed steel, regarding their yield strength.
PRODUCT CERTIFICATION, QUALITY CONTROL & ASSURANCE The majority of our Ductile Iron range of products are certified by BSI (Kitemark) AND UL (Approval). The BSI Kitemark scheme is based on the design, type testing, mark and quality control requirements of BS EN 124, the 1994 British and European standard for gully tops and manhole tops for vehicular and pedestrian areas. The UL Approval scheme is also based on the design type testing, mark and quality control requirements of ASTM A536 / 60-42-10 & AWW A/C - 153 / 94 for pipe fittings required for water line, sewage and gases. We also offer an alternative third party accreditation under a similar approved scheme, enabling us to comply with the requirements of specification for Highway Works Appendix B. Under KPMG certified ISO 9002(1994) and now BSEN ISO9001:2000 BSI certified Quality Management System, we control full traceability of product from source of manufacture through to ultimate point of delivery, to satisfy any possible specified product liability requirements. CARNATION is proud to be associated with BSI- KITEMARK & also UL APPROVAL and carries a large range of KITEMARKED and UL APPROVAL Products.
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OUR GLOBAL PRESENCE
Country - USA Capital - Washington D. C Population - 249,632,692 Currency - US Dollar
Country - Australia Capital - Canberra Population - 19,268,000 Currency - Aus. Pound
Country - Canada Capital - Ottawa Population - 30,787,000 Currency - Canadian
Country - Greece Capital - Athens Population -10,259,900 Currency - Euro . (Greek Drachma) Country - Saudi Arabia Capital - Riyadh Population - 21,295,000 Currency - Saudi Riyal
Country - Mexico Capital - Mexico City Population -95,365,000 Currency -Mexico Pesos
Country - U. K. Capital - London Population -59,80,000 Currency -Pound Sterling Country-Northem Ireland Capital Population Currency -
Country - Bahrain Capital - Manama Population -668,000 Currency - Dinar Country - Quatar Capital - Doha Population -551,000 Currency - Quatar Riyal
Country - Belgium Capital - Brussels Population - 10,087,000 Currency - Euro
Country - U. A. E. Capital - Abu Dhabi Population - 2,007,000 Currency - Dirham
Country - France Capital - Paris Population -58,939,000 Currency -Euro
Country - Oman Capital - Muscat Population -2,656,000 Currency -Omani rial
Country - Germany Capital - Berlin Population -82,765,000 Currency - Euro
Country - Yemen Capital - Sana Population -16,956,000 Currency - Yemen Riyal
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Carnation looks forward to facing the challenges of the new millennium. As our company grows, we are looking for new direction and vision of the 21st century. While expanding horizons , management and company wise we deeply understand our increasingly important role in the development of society & our country as a whole. As we continue to grow, our company is also guided by a social Mission : TO contribute to the lives of the people by creating new values by means of innovative technologies. Where we are today is a result of this consciousness. We have recently introduced a new standard of customer service unrivalled in the covers & greetings industry called the 4c's - continuous excellence, continuity of brand image, consistency in quality, credibility with awards. It is the goal of Carnation Industries Limited with the participation of all employees to produce & market only quality products and also to make continuous improvement so that customer confidence in our capabilities is enhanced. It is also our aim to improve quality management system by reviewing quality objectives on a continuous basis and willingness to embrace new ideas. Best regards,
(R. P. Sehgal) Managing Director)
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ORGANIZATION STRUCTURE CHART
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ORGANIZATION STRUCTURE CHART FOR DUCTILE IRON OF ULUBERIA UNIT
CHAIRMAN BORD OF DIRECTOR

MANAGING DIRECTOR HHH HJGUJGUJGJUJ DIRECTOR OCCUPIER/ MANAGEMENT REPRESENTATIVE JOINT MANAGING DIRECTOR
MGR HRD MGR FINANCE ADMINISTRATION
DESIGN ENG. GENARAL MANAGER CUM CUSTOMER SUPORT

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FINANCE DEPT
MGR FINANCE
Hr DEPT
MGR HRD ADMINISTRATION
MGR LOGISTIC DEPT EDP
ADMIN
STATUTORY ASST. EDP

IN-CHARGE ACCOUNTS
(ESI+PF)
ASST. PERSONNEL
HRD ASST.
ASST ACCOUNT/ CASHER
MGR PURCHASE
ASST. PURCHASE
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SUMMER INTERNSHIP PROGRAM REPORT GENARAL MANAGER
(Uluberia Plant)
INCHARGE STORE HOD MAINTENANCE
HOD PRODUCTION INCHARGE SAND PLANT
IN-CHARGE DEVELOPMENT
IN-CHARGE MOULDING
ASST. INCHARGE STORE
SR. ENGINEER PATTERN SHOP

SUPERVISOR CORE SHOP SUPERVISOR PETTERN SHOP
SUPERVISOR MOULDING
ENG. MAINTENANCE (ELECTRICAL)
HELPERS IN-CHARGE MELTING IN-CHARGE LAB
SR. CHEMIST OPERATORS DRYER SUPERVISORS MELTING HELPERS OPERATORS SAND PLANT POURERS MELTER OPERATORS CRANE HELPERS 22 | P a g e ASST. CHEMIST
The Business Process Cycle Of Carnation Industries Ltd ===========================================

ENQUERY
QUOTATION SALES ORDER RECEIVE
ORDER ACCEPTANCE ORDER ENQUARY & PREPARING WORK ORDER PREPARING JOB ORDER
(AFTER CHECKING FINISHED GOODS STOCK & PATTERN)
PROCESS FINISHED PRODUCT DESPATCHED

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FREIGHT NEGOTIATION ARRANGING TRANSPORTER CONTANING TO FOUNDARY FOLLOW UP FOR CARTING ORDER FOLLOW UP TO RELEASE THE CARGO/CONTENING
FOLLOW UP AND RECEVING B/L PREPARED DOCUMENT TO BANK PAYMENT AS PER TERMS SHIPMENT INFORMATION SENDING TO BUYER
FINALY THE FINISHED PRODUCT DELIVERED TO BUYERS
Foundry process
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=====================
COMPANYS TURNOVER.
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8000 7000 6000 5000 4000 3000 2000 1000 0 2007-08 2008-09 2009-10 2010-11 2011-12 0 6941.53 5835.93 5964.45 5368.12 1 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0
Volume High Low Close
DISTRIBUTION OF EXPORT SALES

Sales
28% 37% USA MIDDLE EAST ASIA EUROPE
35%
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Performance appraisal
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Objective Of Performance Appraisal

There are mainly two purpose for which performance appraisal is used by an Organization: (1) To improve the work performance of employees by helping them realize and use their full potential in carrying out the firms missions; and (2) To provide information to employees for use in making work related decisions, More specifically, appraisals serve the following purposes. (1) Appraisal generate information to support administrative decisions. Promotions transfers and reassignments, demotions and terminations are action based at least in part of performance. (2) Appraisals provide feedback to employees and thereby serve as vehicle for personal or career development because feedback provides. Reassurance that they are contributing and doing the right thing. Awareness of the impact on the desired results. A measure of the adequacy of performance( quality, quantity, speed etc) Recognition of the importance and value of their performance. (3) Once the development needs of employees identified appraisals can help establish objectives for training programs. Thus evaluations provide a basis for changing performance plans, including objectives and standards of behaviors as business plans and conditions change. (4) As a result of proper specifications of performance levels , appraisals can help diagnose organizational problems. They do so by identifying training needs and the knowledge, abilities, and other characteristics to consider to hiring, and they also provide a basis for distinguishing between, effective and ineffective performers. (5) Appraisals are used as criteria in test evaluations.
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Performance Appraisal Process Map

Review Corporate Values.
Step 1
Corporate Culture Documents- Vision, Philosophy, mission, and goals. Corporate Business Strategies.
Step 2
Determine Corporate Competencies Step 3
Determine Employee Competencies
Step 4
PERFORMANCE APPRISAL
Reinforce Employee Competencies. Out line in job description. Set Performance standards and goals. Established development plans. Established coaching plans.
DEVELOPMENT PLANNING
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Step 5
Integrate with Existing Processes and Systems.

Utilize technology to streamline process and ease administrative load. Employee hand book and company policies. Job descriptions. Performance appraisals. Performance improvement plans and coaching. Training and development. Recruiting and selection. Employee assistance program (EAP).
Step 6
Recognition And Rewords. (Compensation And

Benefit Plan) Determined performance levels. Base compensation. Incentive plan or bonuses. Awards and recognitions. Other employee motivators.
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Step 7
Train supervisors to monitor, Document and Coach. Step 8
Review And Revise. Business cycle and stages. Changes to corporate values or corporate employee compensation. Description about performance appraisal
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Definition:
Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization.
Elements Of Performance appraisal:

We consider five elements that form the foundation of an effective definition of performance appraisal. 1. A performance appraisal needs to be a series of constructive, developmental discussions, between line managers and their reports. They should focus on helping people to realize their potential. To be effective, appraisals need to be a series of conversations that culminate in the performance appraisal review. It's much more effective (and easier) to appraise performance by regular meetings to discuss progress and provide support, rather than to wait for a single, annual appraisal meeting.
2. An appraisal should not be a top-down process, where one side asks questions and the other responds. An effective appraisal meeting should consist of an open dialogue, more of a two-way conversation. Performance appraisal needs to be a joint effort - it's as much about self-appraisal as it is about the manager's view.
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SUMMER INTERNSHIP PROGRAM REPORT 3. Appraisals are a shared assessment of performance, where performance is appraised jointly and goals are agreed together. The individual's goals need to be aligned with those of the team or organization.
4. Performance appraisals should be based on trust and mutual respect. An appraisal works best when manager and employee know each other and there is mutual respect between the two. Such conditions need to be built over time with the manager taking the lead.
5. Appraisals are a key part of the performance management cycle. Appraisals are an important part of performance management, but an appraisal in itself is not performance management. Performance management is a broader process of which an appraisal is only one stage. For example, in the performance management cycle, the review and planning elements typically form an appraisal. However, the development and performance stages are part of the broader performance management process. To manage performance requires more than just a performance appraisal!
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The effect of performance appraisal on organizational performance..

The aim of Performance appraisal is to give benefits to employees. Organizations that use the results of performance appraisal to identify areas of strength and opportunity can benefit as well. Performance appraisal can provide an indication of areas of training need as well as direction for leadership development, performance improvement and succession planning.
Identifying Areas of Strength

The results of performance appraisal can be assessed to identify areas of strong performance across all employees, by department or by demographics. Standardized performance assessments allow companies to aggregate, calculate and analyze results to show where performance is strong. These areas of strength then can serve as benchmarks and opportunities for sharing of best practices for other areas of the organization.
Identifying Training Needs

Evaluating the results of performance appraisals can provide managers, human resources departments and organizations with an indication of where additional training and development may be necessary. These may become target areas for the creation and implementation of training programs designed to boost employee competence and performance. Results also may be assessed at the individual, department and division levels.
Leadership Development and Succession Planning

Performance appraisal can provide an indication of employees with leadership potential or leadership development needs. In both cases, the manager and HR department then can develop programs and interventions to either offer employees an opportunity to exercise their leadership competencies or build skills.
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Performance appraisal can serve as an input to succession planning by identifying employees with specific competencies that the organization knows it will need in the future due to turnover and retirement; it can highlight external factors affecting the need for new skills. To maximize the use of performance appraisals in this manner, it is important that the appraisals be standardized and that appraisal results be reviewed, assessed and analyzed to identify competencies and development needs across all departments.
How to Outline a Performance Appraisal Program

Outlining a performance appraisal program is the easy part of performance management. Putting it into practice takes much more time and effort; however, with a well-constructed outline that describes your program's components, implementing your company's performance appraisal program can be a cinch. Step 1 Assess your work force, including the number of employees and their varied occupations. Step 2 Draft a disciplinary policy or corrective action methods. An organization would be more likely to use corrective action that encourages coaching, positive reinforcement and guidance for matters that need employees' attention or improvement. Determine how your supervisors and managers will handle performance issues that arise and what documents the company uses to track performance that falls below the company's expectations. Step 3 Review job descriptions and create performance standards for the duties listed within each description. A performance standard indicates what an employee must do to meet performance expectations. It also indicates what
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SUMMER INTERNSHIP PROGRAM REPORT level of performance falls short of the company's expectations. Performance standards are measuring tools to evaluate employees' performance -- they lend objectivity to the evaluation process. Step 4 Determine what type of performance appraisal form is best suited for your workforce. A production-oriented work environment generally is fast-paced; supervisors would find lengthy narrative-essay appraisals too timeconsuming. Difficult and complex performance appraisals simply encourage supervisors to procrastinate, which can cause frustration among employees who want to know how they're doing. Graphic rating scales are simple to complete; however, employees in leadership positions may benefit from using management by objectives (MBOs). MBOs identify goals, the steps they need to achieve those goals and periodic measurements for rating performance and goal attainment. Step 5 Draft training modules for supervisors and managers. Leadership training for performance appraisal programs includes discussion about why performance management is essential in the workplace; how to evaluate employees objectively and absent supervisor bias or error; and how to conduct face-toface meetings with employees to deliver their performance appraisals. Step 6 Develop employee training for the performance appraisal program. Train employees how to provide self-assessments about their performance, as well as how to interact with supervisors during a performance appraisal meeting. Employee training in performance management includes elements on how to learn from constructive feedback and how to dispute an unfair appraisal in a professional manner that gets results.
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Modern Methods of Performance Appraisal
Performance appraisal is a vital part of an employees development and helps assure that an organization's staff is moving in the right direction. Organizations typically perform performance appraisal annually or biannually or quarterly. The goal is to assess how well an employee is doing his/her job; a variety of methods are used.
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One-on-One Method
The most common method of employee evaluation is a one-on-one approach; an employee meets with his/ her supervisor to discuss her progress over a given period of time. Typically the employee rates his/her own performance in designated areas, his supervisor does the same, and they meet to discuss their ratings. Whether they agree completely or not, this meeting is an opportunity to set new goals for areas where the employee has excelled and determine steps to improve performance in less satisfactory areas. All ratings and feedback should be documented in a written review. The employee and her supervisor should sign the review, file a copy with the human resources department and keep copies for themselves.
360-Degree Method
To gather valuable most information about an employee's performance, an evaluation can be performed using the 360-degree method, which evaluates three aspects of the employee's working relationships: those with his supervisor, his peers and his subordinates. This method can be implemented by meeting with staff members in person or asking them to submit their feedback in writing or complete a survey. Responses must be kept confidential to protect the identity of the staffers who submitted them and the working relationship with the person being evaluated. Areas of evaluation can include communication, supervisory skills, ability to provide direction, project management and organization.
Behaviorally Anchored Rating Scales (BARS)

Behaviorally Anchored Rating Scales (BARS) is a relatively new technique which combines the graphic rating scale and critical incidents method. It consists of predetermined critical areas of job performance or sets of behavioral statements describing important job performance qualities as good or bad (for eg. the qualities like inter personal relationships, adaptability and reliability, job knowledge etc). These statements are developed from critical incidents.
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In this method, an employees actual job behavior is judged against the desired behavior by recording and comparing the behavior with BARS. Developing and practicing BARS requires expert knowledge.
Management by objective (MBO)
The concept of Management by Objectives (MBO) was first given by Peter Drucker in 1954. It can be defined as a process whereby the employees and the superiors come together to identify common goals, the employees set their goals to be achieved, the standards to be taken as the criteria for measurement of their performance and contribution and deciding the course of action to be followed.
The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employees actual performance with the standards set. Ideally, when employees themselves have been involved with the goal setting and the choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.
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THE MBO PROCESS..
UNIQUE FEATURES AND ADVANTAGES OF MBO

The principle behind Management by Objectives (MBO) is to create empowered employees who have clarity of the roles and responsibilities expected from them, understand their objectives to be achieved and thus help in the achievement of organizational as well as personal goals.
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Some of the important features and advantages of MBO are:
Clarity of goals With MBO, came the concept of SMART goals i.e. goals that are: Specific Measurable Achievable Realistic, and Time bound. The goals thus set are clear, motivating and there is a linkage between organizational goals and performance targets of the employees.
The focus is on future rather than on past. Goals and standards are set for the performance for the future with periodic reviews and feedback.
Motivation Involving employees in the whole process of goal setting and increasing employee empowerment increases employee job satisfaction and commitment.
Better communication and Coordination Frequent reviews and interactions between superiors and subordinates helps to maintain harmonious relationships within the enterprise and also solve many problems faced during the period.
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The Performance Appraisal Build Pay Structure
In order for wage levels to be effective and fair, you must establish a scale you use to rate jobs in your organization. The job evaluation is the tool employers use to measure each position's contribution level to the company. Perform a job evaluation in order to have a basis for the pay structure in your company.
Classify the Jobs in Your Company

Divide all jobs in your company into categories based on importance. This means the extent to which the company could not function without the position. Establish a scale with increasingly important jobs grouped at the high end of your pay scale and decreasingly important jobs approaching the low end of your pay scale. Rate importance on a scale of 1 to 100.
Rate Jobs by Responsibility

Determine how much responsibility is required for each position. Responsibility can be measured by the extent to which the position requires the employee to work without
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supervision or make decisions without conferring with others. Assign numbers on a scale of 0 to 100 to represent your appraisal of the responsibility level of each position.
Rate Jobs by Education Level Required

Determine how much education is necessary for each position. Assign points from 0 to 100 for elementary, high school diploma, bachelor's degree, master's degree, and Ph.D. You can give extra points for professional development courses and seminars.
Rate the Amount of Physical Labor Required

Decide how you rank physical labor. Many firms pay the least for jobs that require physical effort, and the most for jobs that rely more on thinking. Establish a scale that represents your thinking on this subject. Use the same 0 to 100 scale. If you do not want to pay higher for physical labor, lifting and carrying jobs will receive the lower numbers. The jobs requiring thinking would get the higher numbers in this case.
Add Up Numbers for Each Position

Use all your criteria: importance, responsibility, education level and physicality. Add the numbers you have assigned to each job in these four areas, and you will have a position ranking. This completes your job evaluation, and you can assign compensation ranges to each position. This is your pay structure.
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Compensation & Benefits
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What is compensation & Benefits
Compensation is the total amount of the monetary and non-monetary pay provided to an employee by an employer in return for work performed as required. Compensation is based on:

Market research about the worth of similar jobs in the marketplace, Employee contributions and accomplishments, The availability of employees with like skills in the marketplace, The desire of the employer to attract and retain a particular employee for the value they are perceived to add to the employment relationship, and The profitability of the company or the funds available in a non-profit or public sector setting, and thus, the ability of an employer to pay market-rate compensation. Compensation also includes payments such as bonuses, profit sharing, overtime pay, recognition rewards and checks, and sales commission. Compensation can also include non-monetary perks such as a company-paid car, stock options in certain instances, company-paid housing, and other non-monetary, but taxable, income items.
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Types Of Compensation..
There are Two Type Of Compensation..
(1) Direct Compensation Alternatives
Basic Pay: Cash wage paid to the employee. Because paying a wage is a standard practice, the competitive advantage can only come by paying a higher amount. Incentive Pay: A bonus paid when specified performance objectives are met. May inspire employees to set and achieve a higher performance level and is an excellent motivator to accomplish farm goals. Stock Options: A right to buy a piece of the business which may be given to an employee to reward excellent service. An employee who owns a share of the business, or just a few animals or acres, is far more likely to go the extra mile for the operation. For example, very few people leave their own gates open. Bonuses: A gift given occasionally to reward exceptional performance or for special occasions. Bonuses can show an employer appreciates his/her employees and ensures that good performance or special events are rewarded. Some indirect compensation elements are required by law: social security, unemployment and disability payments. Other indirect elements are up to the employer and can offer excellent ways to provide benefits to the employees and the employer as well. For example, a working mother may take a lower-paying job with flexible hours which will allow her to be home when her children get home from school. A recent graduate may be looking for stable work and also an affordable place to live. Both of these individuals have different needs and, therefore, would appreciate different compensation elements.
In a tight labor market, indirect compensation becomes increasingly important. Businesses that cannot compete with high cash wages can offer very individualized alternatives that meet the needs of the people you want to employ. Such creative compensation alternatives are the small business's competitive advantage.
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(2) Indirect Compensation Alternatives

flexible working schedules elder care retirement programs moving expenses insurance (health, dental, eye) subsidized housing paid leave (sick/holiday/personal days) subsidized utilities tickets to events (ball games, concerts) magazine subscriptions boots and clothing laundry service company parties use of farm trucks, machinery farm produce/foods/meals cellular phones/pagers child care use of farm pastures and gardens
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ADVANTAGES OF COMPENSATION & BENEFITS
Advantages to an Organization: A well designed compensation and benefits plan helps to attract, motivate and retain talent in your firm. A well designed compensation & benefits plan will benefit an Organization in the following ways. 1. Job satisfaction: Employees would be happy with their jobs and would love to work for you if they get fair rewards in exchange of their services. 2. Motivation: We all have different kinds of needs. Some of us want money so they work for the company which gives them higher pay. Some value achievement more than money, they would associate themselves with firms which offer greater chances of promotion, learning and development. A compensation plan that hits workers needs is more likely to motivate them to act in the desired way.
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SUMMER INTERNSHIP PROGRAM REPORT 4. Low Turnover: Employees would not work for any other organization if they offered fair rewards. Rewards which they thought they deserved? Advantage to Employees: 1. Peace of Mind: if any organization offering of several types of insurances to its workers relieves them from certain fears. As a result workers now work with relaxed mind. 2. Increases self-confidence: Every human being wants his/her efforts to get acknowledgment. Employees gain more and more confidence in them and in their abilities if they receive just rewards. As a result, their performance level should be up.
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Compensation related To Performance
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Linking compensation to performance:
One of the latest strategies being followed in all sectors through out the world for retention and talent management is "linking compensation to performance". Commonly known as "Performance pay" or "Performance based pay", it links the compensation of the employees to their performance and their contribution to the organizational goals. Therefore, periodic performance reviews play a vital role and provide the basis of performance related pay.
Like commissions, incentives and bonuses, piece rate pay help the employer to pay the employee according to their productivity and hard work. The process of performance based pay involves:

Deciding and clearly defining the performance goals and the performance measures Setting the target bonus for different levels of performances
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Measuring the performance of the employee Giving rewards and bonus according to performance
Organizations are also designing variable compensation plans for various roles and positions in the organization. Types of Performance Pay
Merit pay The first step to performance pay, merit pay means setting some basic salary according to the position and the rank of the employee and the variable part of the salary is based on the periodic performance reviews. Profit Sharing Sharing the profits of the enterprise with the employees as bonus. Gain sharing - Sharing of gains as a result of the increased performance of the employees with them.
Although performance related pay has always been a topic of discussions and controversies with many arguments against it, but it has also been proved that performance based pay motivates employees to perform better and earn, and encourages learning, innovation, creativity, problem solving and empowerment which can be facilitated through proper performance measurement and reviews.
Should performance reviews be linked to compensation?

Companies commonly prepare and conduct annual performance reviews, to ensure each staff member receives feedback on job performanceto determine whether employees are meeting the requirements of their jobs, but also to improve the working environment so that employees can do their jobs better. Because employee performance affects company performance, many employers link performance reviews to pay raises. However, linking pay to job performance is quite controversial. Some HR experts dont believe it is a good idea because of the negative impact it may have on actual employee productivity and morale, and it does not necessarily drive better performance.
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SUMMER INTERNSHIP PROGRAM REPORT Others feel they need an objective method of measure to decide if they should award pay raises. However, proponents of pay for performance assert that people respond constructively to financial rewards. The concept of aligning the contributions of individual employees with corporate goals is one of todays hottest business topics. Pay-for-performance plays an essential role. What does it mean to link pay raises to performance? In general, pay-for-performance systems are systems in which pay decisions are based on defined performance levels rather than entitlement, tenure or other non-performance related factors. Pay for performance is offered for specific performance results rather than simply for time worked.
Should pay be linked to job performance?

According to global compensation specialist George Milkovich, Making Payfor-Performance a Reality, employers want employees to perform in ways that advance organizational performance. He says, The way people are paid affects the quality of their work; their attitude toward customers; their willingness to be flexible or learn new skills or suggest innovation. This potential to influence employees behavior, and subsequently the productivity and effectiveness of the organization, is another reason it is important to be clear about the meaning of compensation. However, he further states Without a connection to compensation, performance management lacks the element of executionhow can companies ensure that employees will actually be financially rewarded for meeting performance objectives? Adding compensation to the equation brings the required element of execution to performance management, ensuring that it is a true pay-for-performance strategy that can deliver tangible business results. According to other HR experts, pay-for-performance plays an essential role in aligning the contributions of individual employees with corporate goals. This compensation management discipline is practiced with varying degrees of successby many leading companies, which typically rate their employees annually on a bell curve, assigning an overall performance rating from Exceeds objectives to Does not meet objectives. At many companies, the
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SUMMER INTERNSHIP PROGRAM REPORT employee that Does not meet objectives has to go, while others are awarded bonuses, raises and stock option grants commensurate with their rating. Those who argue against linking pay to performance state that most wage increase and bonus programs only reward or punish what was or wasnt done, as opposed to driving performance. According to some experts, it robs the employee of the intrinsic satisfaction of doing their work. They argue that pay-for-performance directly interferes with the true intention of performance management: if an employee knows that their raise or bonus is directly affected by their performance rating, they are much more likely to argue over criticisms and squabble over ratings. When trying to give constructive feedback to an employee, it is almost impossible to get a person to accept that they need to improve when admitting to such also means admitting they should be paid less or not receive a raise.
Implementing a pay-for-performance management system

Whatever system you decide to implement, if you communicate it properly, and provide clear guidelines, it has a better chance of succeeding. Moreover, it is important to have an understanding of all aspects of the systems implementation: how it is done, when it is done, and the basis on which it is done, can make all the difference in whether your efforts will succeed. A pay-for-performance management system has three key objectives: (1) to provide candid and constructive feedback to help individual employees maximize their potential, through understanding and realizing the goals and objectives of the organization; (2) to provide management with the objective and fact-based information it needs to reward top performers; and (3) to provide the necessary information and documentation to deal with poor performers. If your organization is seeking to create a pay, incentive and reward system based on valid, reliable and transparent performance data, with adequate safeguards, and to link employee knowledge, skills and contributions to organizational results, you may want to consider implementing a pay-forperformance system. Here are some elements to consider:
Using competencies can provide an objective basis to evaluate employee performance. Organizations use validated core competencies in two
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SUMMER INTERNSHIP PROGRAM REPORT ways: (1) as a key part of comparing individual contributions to organizational results; or (2) based on the individual employees position. Example 1 core competencies applied organization-wide can reinforce employee behaviors and actions that support the organizations mission, goals and values, and can provide a consistent message to employees about how they are expected to achieve results. Competencies include: problem solving, teamwork/cooperation, customer relations, leadership/supervision, communication, and resource management. Supervisors can supplement the competencies to further describe what is expected of employees. Example 2 core competencies based on the individual employees position. Each employees performance plan will have between two and six critical elements, along with the major activities required to accomplish the element. Supervisors assign a weight to each element on the basis of its importance, the time required to accomplish it, or both. You might also develop an employee performance plan that includes criteria tailored to individual responsibilities. The criteria must be consistent with the employees work units goals and objectives, and can be set in two ways, depending on the nature of the position: the task approach defines an individuals output; the function approach defines the required skills and how well they are to be performed. Employees and supervisors choose from a menu of skills, such as planning, analysis, coordination and reporting/documentation.
Translating employee performance ratings into pay increases and awardsestablished predetermined pay increases or awards, depending on a given performance rating. Example a numerical rating determines how many increments the employee will receive. An increment is a permanent pay increase of about 1.5 percent of an employees base salary. Or you can delegate the flexibility to individual pay pools to determine how ratings translate into pay increases and awards.
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SUMMER INTERNSHIP PROGRAM REPORT For Example- supervisors evaluate employees on a range of performance elements on a scale of 0 to 100. Employees with scores below 40 are rated as unsatisfactory, and are not eligible to receive performance pay increases, awards, the CPI or local pay adjustment. Employees with scores over 40 are rated as eligible, receive the full CPI and local pay adjustment, and may receive a performance pay increase, award, or both. According to HR experts who believe in the pay-for-performance management system, individual performance objectives are measurable and based on prioritized goals that support the accomplishment of the overall goals of the total organization. With this type of system. the performance of your organization is ensured because you focus on developmental plans and opportunities for each employee. Whats Challenging About Pay-for-Performance Models? Performance-related pay models have their supporters and detractors. The detractors state that more pay-for-performance models have been attempted and failed than have ever succeeded. Many, including Dan Pink, notable author and business consultant, go as far as to state that pay-for-performance models just dont work. Dan states that performance compensation plans actually hurt performance for most tasks and that for tasks requiring creativity and unknown solutions (basically knowledge work), performance actually decreases with traditional carrot and stick management.
How to Structure Performance-Based Pay So It Works

These models are most effective when the goals and performance measures are related to the overall enterprise goals and expected performance and to outcomes versus tasks. This is the part that is not easy for most organizations and the part where most failed pay-for-performance models completely missed the boat. This is the nexus the place where human behavioral science and business meet. Making this work involves providing clearly articulated goals, a sense of purpose, and increased individual, group, and overall enterprise accountability. Achieving complete organizational alignment mission, goals, objectives, performance, and pay - is much easier to talk or write about it than to do.
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SUMMER INTERNSHIP PROGRAM REPORT This type of alignment takes commitment because it means starting from the highest aspiration for your organization and working your way down to identifying and inspiring the smallest outcome and/or behavior that will get you there. Organizations must ask themselves, What is it that we really, really, want to be? How do we get to be that? What will we need to do? Who will we need to do it? And, how will they do it? It is that final question How will they do it?- that becomes the basis for managing, measuring, and compensating your people for performance.
Helpful Guidance from the Expectancy Theory

Todays pay-for-performance models are essentially a reiteration and application of Victor Vrooms expectancy theory (1964) on motivation and management, in fewer words, of course. An understanding of expectancy theory is important as organizations begin to determine what it is that they are to tie compensation to. As stated earlier, I believe linking to tasks is a nonthinking, guaranteed-to-fail approach. Vroom states that individuals have different sets of goals and can be motivated if they believe that:

There is a positive correlation between efforts and performance. Favorable performance will result in a desirable reward. The reward will satisfy an important need. The desire to satisfy the need is strong enough to make the effort worthwhile.
To get to the level of motivation Vroom describes requires an in-depth examination of each component and performance outcome needed to achieve the organizations aspired level of performance. This is why an approach to pay-for-performance that focuses on outcomes is far superior to tasks. Performance Appraisals - Without preparation from both supervisor and employee, a performance appraisal will most likely fail. In this article I advise supervisors to help their employees prepare for their interview. Here are specific questions that employees should answer for themselves prior. Performance Management and Appraisal:
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SUMMER INTERNSHIP PROGRAM REPORT PREPARING EMPLOYEES FOR THE PERFORMANCE APPRAISAL INTERVIEWS: Remind employees to give some thought to the purpose of performance appraisal: it is a means to learn from the past, plan for the future, and improve effectiveness and work satisfaction. The performance appraisal discussion is an opportunity to motivate, recognize, and reward your employee. It is a time for you and your employee to share perceptions about the employee's accomplishments during the performance period. It is meant to be a culmination of all previous communications made during the performance period.
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DESCRIPTION AND PURPOSE OF QUESTIONNAIRE USED
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Purpose:
The title of the Questionnaire is Questioner For The Employees Of Carnation Ind Ltd. The main purpose of the questionnaire is to get the information about job satisfaction level of the employees of carnation ind ltd. The Questioner has provided an in-detail examination for analysis the data. The questionnaire is given bellow.
SAMPLING METHOD The research has taken the random Sampling method.
SAMPLE SIZE The research has taken the sample size of Ten employee after consulting my external guide.
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DESCRIPTION All part of the questionnaires deals with 1) Individual factor 2) job context or work profile 3) Environment in the work place 4) knowledge of company profile.
Questioner For The Employees Of Carnation Ind Ltd:

1) Name Male
6) Department : STUDY FACTORS (Rating): STRONGLYAGREE AGREE NEITHER AGREE NOR DISAGREE NN 3 DISAGREE STRONGLY DISAGREE
SA 1
A 2
DA 4
SD 5
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SUMMER INTERNSHIP PROGRAM REPORT SL. NO 1 2 3 4 5 FEED BACK FROM EMPLOYEES: Do you know what are the major roll areas or responsibilities in your job? Are you satisfied with the current Increment policy of the company? Are you satisfied with the current position of yours in this company? Do you think, Performance Appraisal is the process by which employee can be reworded for his/her better performance? Do you think that performance appraisal can help you to Identified your strength & weakness and help you to improve your performance better? How was your past year in this organization -Good? Is there any most important achievements of past year? Do you Have any plan or aim in the next year to improve your job performance better? Do you like your working environment in your organization? Is your supervisor / mentor provide more guidance and assistance for you? Do you think that any elements of your job will most difficult for you? Do you think, if any training conduct for you, it will be improve your performance more better then past? Is Performance appraisal system is needed in this Organization? S A N D S A N A D
6 7 8 9 10 11 12 13
The following Pie Chart shows the responses regarding the Satisfaction level of the Employee:-
:ANALYSIS:
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1.Do you know what are the major role areas or responsibilities in your job?
Ratio
0 20% 40% SA A NN 40% DA SD
2.Are you satisfied with the current Increment policy of the company? Ratio
00 20% SA A NN 80% DA SA
3. Are you satisfied with the current position of yours in this company?
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Ratio
20% SA A NN 80% DA SD
4.Do you think, Performance Appraisal is the process by which employee can be reworded for his/her better performance? Ratio
20% SA A NN 80% DA SD
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5.Do you think that performance appraisal can help you to Identified your strength & weakness and help you to improve your performance better? Ratio
0 20% SA 20% A 60% NN DA SD
6.How was your past year in this organization -Good? Ratio

00
40%
SA A 60% NN DA SD
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7.Is there any most important achievements of past year? Ratio

00
40%
SA A
60%
NN DA SD
8.Do you Have any plan or aim in the next year to improve your job performance better? Ratio
0 0 20% SA A NN 80% DA SD
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9.Do you like your working environment in your organization? Ratio

00 20% SA A NN 80% DA SD
10.Is your supervisor / mentor provide more guidance and assistance for you? Ratio
0 0 20% 40% SA A NN 40% DA SD
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11.Do you think that any elements of your job will most difficult for you? Ratio
20% 40% SA A NN 40% DA SD 0
12.Do you think, if any training conduct for you, it will be improve your performance more better then past? Ratio
0 20% SA A NN 80% DA SD 0
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13. Is Performance appraisal system is needed in this Organization?
Ratio
0 20% SA A NN 80% DA SD 0
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SUGGESTIONS & RECOMMENDATIONS
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Some Strategies for Appling Performance Appraisal

Basis Compensation pay Process In Carnation Industries Ltd:
A. Discuss the appraisal plan with the employees by open-warehouse policy or group meeting. B. Established the performance standards with the employees. C. Established the technical standards by discussion with the Employees & technical team . D. The Goals are set mutually as per measurable standards . E. Decide the incentive or increment by collective bargaining with the employee. F. The incentive/increment plans should be transparent to all. G. Must be maintain the documentation of daily performance. H. The actual performance is hence measured. I. After measuring of the performance, the same is compared with the standards set. J. The appraisal is then discussed with the employees.
I. Performance Assessment:
1. Rating between 1 to 5 are given to the appraises by the reporting officer and reviewing officer individually on the basis of performance factors and potential factors.
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2. Different weight age are given to each factor. 3. There is a different incentive rate plan in different assessment percentage. 4. Final scores are calculated by multiplying rating and weight age by adding these total factor score is calculated. 5. Comments on over all performance and potential are written by both reporting and reviewing officers individually. 6. There should be a limitation in incentive plan. And incentive should be measured by the Time management, Quantity, Quality, and also HR roles & regulation.
II. Performance Factors: Quality of out-put. Job knowledge and skill. Team spirit and Lateral. Coordination. Discipline. Development & Quality of assessing subordinates. Special Relevant factor. Performance on the job. Job knowledge & skill. Multi-skill utilization. Conduct & Behavior. Punctuality & availability on job. Innovativeness.
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III. Potential Factors: Communication skill Initiative. Commitment and Sense of Responsibility. Problem Analysis and Decision making. Planning & Organizing. Management of human Resources.
A Format Of Performance Appraisal Form For Factories..

The Form Is Prepared for Carnation Industries limited Due to Understand The Requirement Needs Of Performance Appraisal Of This Company
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Carnation Industries limited
: PERFORMANCE APPRAISAL FORM: Name: Appraisal Date: Name Of HOD:
Designation:
Appraisers Name & Designation:
Employee ID: Period covered for this appraisal
Employee Date Of Joining In The Company : From: To:
Unsatisfactory 1
Marginal 2
Satisfactory 3
Highly Satisfactory 4
Exceptional 5
*Note: Ratings can be given according to the above mentioned assessment scale.
S. No A. Approach to work: 1 2 3 4 5
Rating Factors
Ratings
Comments(Optional)
Follows instruction Proactive approach Planning & Organizing Accepts constructive criticism Flexible & adaptable
B. Technical skills: 74 | P a g e

6 7 8 9 10 11 Job knowledge Application of skills Analyzing the problem area Follows proper procedures Follows Standards Learning New Skills
C. Quality of work: 12 13 14 15 Accuracy of work Presentation Liability Errorless work
D. Handling targets and deadlines: 17 18 19 Completion of work on-time Ability to work under pressure Priority setting
E. Interpersonal skills: 20 21 22 23 24 25 Relationship with colleagues Cooperation Coordination Team work Problem-solving ability Decision-making ability
S. No
Rating Factors
Ratings
Comments(Optional)
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F. Communication skills: 26 27 Communication Skill with Others Shares information/knowledge willingly Reporting or Documentation of work properly/ regularly.
28
H. Personality: 29 30 31 32 Enthusiastic, Fair and mature Trustworthy Volunteer in Infronics Activity Behavior with others
I. Code of conduct: 33 34 35 36 Work place etiquette Attendance Punctuality Follow Roles & Regulation
J. Leadership Skills: 37 38 39 40 41 Coach and Develop others Team Building Task Acumen New Strategy and Direction Colleague interaction & Coordination Total:
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Percentage:
OVERALL ASSESSMENT
Category 1 Category 2 Category 3 Category 4 Category 5 Category 6 0% - 35% 36% - 50% NOT ACCEPTABLE Shall be given 1 month notice of termination IMPROVEMENT NEEDED Shall be under observation for 1 more month. After which he/she may fall in Category 1 or Category 3 based on their performance MARGINAL Shall be given nominal increment and should be under the observation of HOD always ACHIEVES EXPECTATIONS Shall be recommended for regular increment EXCEEDS EXPECTATIONS Shall be promoted and given increment OUTSTANDING Additionally with promotion and increment also incentives can be provided.
51% - 75% 76% - 90% 91% - 95% 96% - 100%
==================================================================== Signature Of Appraiser: Date:
Approved by Hr Manager or Hr Representative:
Date:
Approved by General Manager:
Date:
==========================================================================
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:CONCLUTION:
Organizations need some means of ensuring performance standards are being achieved and objectives are being met. They also need to plan for the future by setting organizational objectives. These should be achieved through personal objectives agreed at the appraisal. This is vital for all employees in order to maintain a competitive position, and it is important that the method for doing this is successful. All the material in the Skills of Appraisal and Performance Review resource is dedicated to that end. However, underlying the methods, practices and techniques there must be crucial managerial thoughts, attitudes and activities.
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BIBLIOGRAPHY
WWW.CITEHR.COM WWW.SLIDESHARE.COM WWW.SCRIBD.COM HUMEN RESOURCE MANAGEMENT By: V.S.P.Rao
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Performance Appraisal Impact on Compensation

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The Impact of Performance Appraisal in Compensation & Benefit

Summer Internship Project Report

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WEST BENGAL UNIVERSITY OF TECHNOLOGY

Understanding human nature is the highest knowledge, and only by knowing

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TO WHOM IT MAY CONCERN

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In my project report i shall try to developed the relation of performance

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OBJECTIVE OF THE SYUDY

SCOPE AND IMPORTANCE OF THE STUDY

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FG 150 FG 200 FG 220 FG 260

A. GREY CAST IRON

BS EN 124 FLAKE GRAPHITE ISO 1083

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OUR GLOBAL PRESENCE

Country - USA Capital - Washington D. C Population - 249,632,692 Currency - US Dollar

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(R. P. Sehgal) Managing Director)

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ORGANIZATION STRUCTURE CHART

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ORGANIZATION STRUCTURE CHART FOR DUCTILE IRON OF ULUBERIA UNIT

CHAIRMAN BORD OF DIRECTOR

MGR HRD MGR FINANCE ADMINISTRATION

DESIGN ENG. GENARAL MANAGER CUM CUSTOMER SUPORT

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MGR LOGISTIC DEPT EDP

STATUTORY ASST. EDP

ASST ACCOUNT/ CASHER

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INCHARGE STORE HOD MAINTENANCE

HOD PRODUCTION INCHARGE SAND PLANT

SR. ENGINEER PATTERN SHOP

HELPERS IN-CHARGE MELTING IN-CHARGE LAB

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The Business Process Cycle Of Carnation Industries Ltd ===========================================

QUOTATION SALES ORDER RECEIVE

PROCESS FINISHED PRODUCT DESPATCHED

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FINALY THE FINISHED PRODUCT DELIVERED TO BUYERS

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