Introduction of performance management system

Performance appraisal
A performance appraisal, employee appraisal, performance review, or (career) development discussion is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgment of an employee's performance in a job based on considerations other than productivity alone. Performance appraisals of Employees are necessary to understand each employees abilities, competencies and relative merit and worth for the organization. Performance appraisal rates the employees in terms of their performance. Performance appraisal is necessary to measure the performance of the employees and the organization to check the progress towards the desired goals and aims. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does.

Definition
According to Flippo, a prominent personality in the field of Human resources, "Performance appraisal is the systematic, periodic and an impartial rating of an employees excellence in the matters pertaining to his present job and his potential for a better job." Performance appraisal is a systematic way of reviewing and assessing the performance of an employee during a given period of time and planning for his future.

Objectives Of Performance appraisal

To review the performance of the employees over a given period of time. To judge the gap between the actual and the desired performance. To help the management in exercising organizational control. Helps to strengthen the relationship and communication between superior subordinates and management employees. To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. To provide feedback to the employees regarding their past performance. Provide information to assist in the other personal decisions in the organization. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development.

Performance appraisals process

Prepare
Prepare all materials, notes agreed tasks and records of performance, achievements, incidents, reports etc - anything pertaining to performance and achievement. A good appraisal form will provide a good natural order for proceedings, so use one. If your organization doesn't have a standard appraisal form then locate one. Whatever you use, ensure you have the necessary approval from your organization, and understand how it works. Organize your paperwork to reflect the order of the appraisal and write down the sequence of items to be covered. If the appraisal form includes a self assessment section and/or feedback section (good ones do) ensure this is passed to the appraisee suitably in advance of the appraisal with relevant guidance for completion. Part of your preparation should also consider 'whole-person' development - beyond and outside of the job skill-set - as might inspire and appeal to the appraisee. Many people are not particularly interested in job skills training, but will be very interested, stimulated and motivated by other learning and development experiences. People's natural talents and passions often contain significant overlaps with the attributes, behaviors and maturity that are required and valued in the workplace. Use your imagination in identifying these opportunities to encourage 'whole-person' development and you will find appraisals can become very positive and enjoyable activities. Appraisals are not just about job performance and job skills training. Appraisals should focus on helping the 'whole person' to grow and attain fulfillment.

Inform
Inform the appraisee. The appraisee is informed of a suitable time and place (change it if necessary), and clarify purpose and type of appraisal. Give the appraisee the chance to assemble data and relevant performance and achievement records and materials. If the appraisal form does not imply a natural order for the discussion, then provide an agenda of items to be covered.

Venue
Ensure a suitable venue is planned and available - private and free from interruptions. Observe the same rules as with recruitment interviewing. Avoid hotel lobbies, public lounges, canteens. Privacy is absolutely essential (it follows also that planes, trains and automobiles are entirely unsuitable venues for performance appraisals......).

Layout
Room layout and seating are important elements to prepare also. Don't simply accept whatever layout happens to exist in a borrowed or hired room. Layout has a huge influence on atmosphere and mood - irrespective of content, the atmosphere and mood must be relaxed and informal, remove barrier. Don't sit in the boss's chair with the other person positioned humbly on the other side of the desk. You must create a relaxed situation, preferably at a meeting table or in easy chairs. Sit at an angle to each other, 90 degrees ideally - avoid face to face, it's confrontational.

Introduction
Relax the appraisee- open with a positive statement, smile, be warm and friendly - the appraisee may well be terrified. Its your responsibility to create a calm and non-threatening atmosphere. Confirm the timings, especially finishing time. Ask if there are any additional points to cover and note them down so as to include them when appropriate.

Review and measure

Review the activities, tasks, objectives and achievements one by one, keeping to distinct separate items one by one, avoid going off on tangents or vague unspecific views. If you've done your preparation correctly you will have an order to follow. If something off-subject comes up then note it down and say you'll return to it later (and ensure you do). Concentrate on hard facts and figures, solid evidence - avoid non-specific opinions, especially about the appraisee. Being objective is one of the greatest challenges for the appraiser - as with interviewing, resist judging the appraisee in your own image, according to your own style and approach.

Facts and figures are the acid test and provide a good neutral basis for the discussion, free of bias and personal views. For each item agree a measure of competence or achievement as relevant, and according to whatever measure or scoring system is built into the appraisal system. This might be simply a yes or no, or it might be a percentage or a mark out of ten, or an A, B, C. Reliable review and measurement requires reliable data - if you don't have the reliable data you can't review and you might as well re-arrange the appraisal meeting. If a point of dispute arises, you must get the facts straightened out before making an important decision or judgment, and if necessary defer to a later date.

Agree an action plan

An overall plan should be agreed with the appraisee, which should take account of the job responsibilities, the appraisers career aspirations, the departmental and whole organization's priorities, and the reviewed strengths and weaknesses. The plan can be staged if necessary with short, medium and long term aspects, but importantly it must be agreed and realistic.

Agree specific objectives

These are the specific actions and targets that together form the action plan. As with any delegated task or agreed objective these must adhere to the SMARTER rules - specific, measurable, agreed, realistic, time-bound, enjoyable, recorded. If not, don't bother. The objectives can be anything that will benefit the individual, and that the person is happy to commit to. When helping people to develop, you are not restricted to job-related objectives, although typically most objectives will be.

Agree necessary support

This is the support required for the appraisee to achieve the objectives, and can include training of various sorts (external courses and seminars, internal courses, coaching, mentoring, secondment, shadowing, distance-learning, reading, watching videos, attending meetings and workshops, workbooks, manuals and guides) anything relevant and helpful that will help the person develop towards the standard and agreed task. Also consider training and development that relates to 'whole-person development' outside of job skills.
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This might be a hobby or a talent that the person wants to develop. Developing the whole person in this way will bring benefits to their role, and will increase motivation and loyalty. The best employers understand the value of helping the whole person to develop. Be careful to avoid committing to training expenditure before suitable approval, permission or availability has been confirmed. If necessary discuss likely training requirements with the relevant authority before the appraisal to check. Raising false hopes is not helpful to the process.

Invite any other points or questions

Make sure you capture any other concerns.

Close positively
Thank the appraisee for their contribution to the meeting and their effort through the year, and commit to helping in any way you can.

Record main points, agreed actions and follow-up

Swiftly follow-up the meeting with all necessary copies and confirmations, and ensure documents are filed and copied to relevant departments, (HR, and your own line manager typically).

Methods

Modern methods
Assessment centres

An assessment centre typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. Generally, employees are given an assignment similar to the job they would be expected to perform if promoted. The trained evaluators observe and evaluate employees as they perform the assigned jobs and are evaluated on job related characteristics. The major competencies that are judged in assessment centres are interpersonal skills, intellectual capability, planning and organizing capabilities, motivation, career orientation etc. Assessment centres are also an effective way to determine the training and development needs of the targeted employees.

Behaviorally anchored rating scales

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 e.g. the qualities like inter personal relationships, adaptability and reliability, job knowledge etc). These statements are developed from critical incidents. 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.

Human resource accounting method

Human resources are valuable assets for every organization. Human resource accounting method tries to find the relative worth of these assets in the terms of money. In this method the Performance appraisal of the employees is judged in terms of cost and contribution of the employees. The cost of employees include all the expenses incurred on them like their compensation, recruitment and selection costs, induction and training costs etc whereas their contribution includes the total value added (in monetary terms). The difference between the cost and the contribution will be the performance of the employees. Ideally, the contribution of the employees should be greater than the cost incurred on them.

Management by objectives
Management by Objectives (MBO) is a process of defining objectives within an organization so that management and employees agree to the objectives and understand what they need to do in the organization. The term "management by objectives" was first popularized by Peter Drucker in his 1954 book 'The Practice of Management'. 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 choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.

360 degree feedback

360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive appraisal where the feedback about the employees performance comes from all the sources that come in contact with the employee on his job. 360 degree respondents for an employee can be his/her peers, managers (i.e. superior), subordinates, team members, customers, suppliers/ vendors -

anyone who comes into contact with the employee and can provide valuable insights and information or feedback regarding the "on-the-job" performance of the employee.

Traditional Methods
Essay appraisal method

This traditional form of appraisal, also known as Free Form method involves a description of the performance of an employee by his superior. The description is an evaluation of the performance of any individual based on the facts and often includes examples and evidences to support the information. A major drawback of the method is the inseparability of the bias of the evaluator.

Straight ranking method

This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation.

Paired comparison
A better technique of comparison than the straight ranking method. This method compares each employee with all others in the group, one at a time. After all the comparisons on the basis of the overall comparisons, the employees are given the final rankings.

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Critical incident method

In this method of Performance appraisal, the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents. It includes both negative and positive points. The drawback of this method is that the supervisor has to note down the critical incidents and the employee behavior as and when they occur.

Field review
In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce the superiors personal bias.

Checklist method
The rater is given a checklist of the descriptions of the behavior of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees.

Graphic rating scale

In this method, an employees quality and quantity of work is assessed in a graphic scale indicating different degrees of a particular trait. The factors taken into consideration include both the personal characteristics and characteristics related to the on the job performance of the employees. For example a trait like Job Knowledge may be judged on the range of average, above average, outstanding or unsatisfactory.

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Forced distribution
To eliminate the element of bias from the raters ratings, the evaluator is asked to distribute the employees in some fixed categories of ratings like on a normal distribution curve. The rater chooses the appropriate fit for the categories on his own discretion.

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Reasons For Performance Appraisal in a Firm

To provide feedback on individual performance in a given period

Firms employ because of the need they want met. During appraisals, firms find out if employees are adding value to the firm or not.

To plan for future Promotion

As a reward for performance, employees are promoted and given greater responsibilities and authorities. Performance appraisal or review is needed to know staff who are due for promotion.

As a succession Planning tool

Dynamic and future oriented firms plan for tomorrow leaders today by planning how to hand over power, authority, and running of the firm in advance. Performance appraisal exercise showcases employees who are future leaders.

To assess Training and Development needs of employees

A good performance appraisal exercise reveals training needs of employees.

Provides Information for salary planning

After appraisal, some staff are promoted to the next level, which attracts salary and allowances increment. Also some staff who are not promoted are rewarded with gifts or salary increment too. This assists in planning for staff salaries.

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Career Planning
Career planning is a corporate organizational issue. After appraisals, it is always found out that most employees are working in departments they have little or no flair for. This generally affects their individual as well as general corporate performance. Performance appraisal results help in planning and repositioning employees career.

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Types of performance appraisal

Types

Top down

Peer to peer

360 degree

Self assessment

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Top-Down Employee Performance Evaluations

Top-down employee performance evaluations tend to be the most common and most effective, because they involve the assessment of an employee by a direct manager. Someone who works with that employee everyday and knows his or her strengths and weaknesses. The top-down employee performance evaluation becomes less effective when given by a Human Resources manager who has only second-hand knowledge of an employee's performance.

One offshoot of top-down employee performance evaluations are "matrix" employee performance evaluations, where multiple managers rate the same employee. This is a good choice when the employee works for multiple managers, or engages in various fixed-time length projects.

Peer-to-Peer Employee Performance Evaluations

Peer-to-peer employee performance evaluations require employees at the same level to review each other. The thinking behind peer-to-peer employee performance evaluations is that nobody knows a worker's ability better than his or her co-workers. While this can be an effective review format for some groups of workers (for example, a team of doctors working on a research project together, where specific content knowledge is required), it can also cause controversy because of the way it affects future group dynamics. When evaluating the use of these types of employee performance evaluations, consider the maturity level of the employees involved and the longterm effects that could result from the source of negative reviews getting back to the team members.

360-Degree Performance Reviews

In 360-degree performance reviews, many different types of people are consulted about an employee's performance. This includes customers, suppliers, peers and direct reports. In the case of a manager, employees are often asked to give "upward feedback" on how well they are being

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managed. There are also some challenges to these types of performance reviews. Employees almost never give "true" feedback about their managers (out of fear that the manager finds out) and outside contacts may be simply too busy, or unqualified to effectively rate a specific employee (customer satisfaction surveys may be a better way to gauge this type of feedback).If 360-degree performance reviews are performed, a Human Resources manager should coordinate the process, so that subordinate reviewers (i.e., employees) are assured that their performance reviews are kept anonymous.

Self-Assessment Performance Reviews

Self-Assessment performance reviews are effective when combined with any of the other three types of performance reviews. With this type of review, employees are asked to rate themselves, often using the same form that a manager will use to review them. Self-assessment performance reviews help make the employees an active part of the process and provide a vehicle for them to reflect on their own performance prior to the formal review. Studies have shown that employees are usually harder on themselves in self-assessment performance reviews, than their managers and generally give themselves lower ratings. Having employees do self assessment performance reviews prior to a manager's review can set a positive tone for the meeting, as the manager will often have better things to say than the employee has said about him or herself.

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Performance management
Performance management (PM) includes activities that ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas. Performance management is an ongoing, continuous process of communicating and clarifying job responsibilities, priorities and performance expectations in order to ensure mutual understanding between supervisor and employee. It is a philosophy which values and encourages employee development through a style of management which provides frequent feedback and fosters teamwork. It emphasizes communication and focuses on adding value to the organization by promoting improved job performance and encouraging skill development. Performance Management involves clarifying the job duties, defining performance standards, and documenting, evaluating and discussing performance with each employee.

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Objectives

The objectives of Performance Management are to: 1. Increase two-way communication between supervisors and employees. 2. Clarify mission, goals, responsibilities, priorities and expectations. 3. Identify and resolve performance problems. 4. Recognize quality performance. 5. Provide a basis for administrative decisions such as promotions, succession and strategic planning, and pay for performance.

Principles of developing a performance management plan

Development of a performance management plan should be consistent with the following Principles: 1. Performance management is considered a process, not an event. It follows good management practice in which continual coaching, feedback and communication are integral to success. 2. The Performance Management Plan is primarily a communication tool to ensure mutual understanding of work responsibilities, priorities and performance expectations. 3. Elements for discussion and evaluation should be job specific. The major duties and responsibilities of the specific job should be defined and communicated. 4. Performance standards for each major duty/ responsibility should be defined and communicated. 5. Employee involvement is encouraged in identifying major duties and defining performance standards. 6. Professional development should be an important component of the plan.

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7. The formal evaluation period should be long enough to allow for full performance and to establish a history such that evaluations are fair and meaningful. One year is a common evaluation period. 8. Documentation of performance will occur as often as needed to record the continuum of dialogue between supervisor and employee. 9. If formal ratings are included, they should reflect the incumbent's actual performance in relation to the performance standard for that major duty. 10. The supervisor should be evaluated on the successful administration of the plan and ongoing performance management responsibilities. 11. Training for supervisors and employees is encouraged and will be provided by University Human Resource Services. 12. The Performance Management Plan should be consistent with federal and state laws which address non-discrimination.

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Introduction of khanna paper mill

Who we are?
The Indian Paper Industry is among the top 15 global players today, with an output of more than 6 millions tones annually. Paper Industry in India is riding on a strong demand and on an expanding mood to meet the projected demand of 8 million tons by 2010 & 13 million tons by 2020.

Demand for paper as well as paper board has increased considerably since independence thus resulting in the set up of a few major paper mills across the country. One of the major players who dominate the paper industry in the Indian sector is Khanna Paper Mills Private Limited.

Khanna Paper Mills Private Limited, is an ISO 9001:2000 certified company, manufacturing quality paper and board by recycling of waste paper as the feedstock for domestic consumption for a little over 4 decades. Although paper is traditionally identified with reading and writing, communication has now been replaced by packaging as the single largest category of paper use at 41% of all paper used. Khanna Paper Mills is the largest paper mill production house of its kind and is among the top ten in paper production in India. Khanna today produces around 3, 30,000 MT of board and writing and printing paper. Khanna has also become the first paper mill in India to produce high quality writing and printing board from 100% deinked wood free recovered paper. Khanna Paper Mills distribution network of 100+ dealers has a reach not only over the length and breadth of India but across the globe with a focus on demand markets and exporting their products to the SAARC countries, Africa and the Middle East.

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Mission
We envision to achieve our objective of becoming the market leader, using cutting edge technology for development of new and efficient products for long term sustainability, profit and growth pursuing strong business strategies and leveraging our core strengths of honesty, integrity and commitment to quality.

Vision
Be the global leader in recycled industry. Create benchmarks for value creation and corporate citizen ship. Set standards in using environmental friendly production methods and practices.

Logo of khanna paper mill

The green color signifies proud to be green.

CSR
At one level Corporate Social Responsibility, or CSR, sounds like a superfluous jargon. "CSR is about business giving back to society"

CSR practice at Khannas is an evidence of commitment to its stakeholders and manage the economic, social and environmental impacts of their operations to maximize the benefits and minimize the downsides and produce cost effective and quality products.

Khanna Paper Mills recognizes the leadership role of socio economic development for long term sustainability. As part of its Corporate Social Responsibility, Khanna Paper Mills has undertaken the following initiatives:

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Education

Khanna Paper Mills sponsors Siya foundation, an initiative to educate girls in the community who are economically deprived from education. Siya foundation has tied up with local schools for the education of young children. The foundation enrolls the students in these schools and bears the cost of fees, uniform, books and travel.

Health Care Services

The health of the employees and community around Khanna Paper Mills is a top priority. We organize free medical camps where specialized doctors are invited to conduct health checkups. Khanna Paper Mills also runs a Homeopathic clinic.

Spiritual Growth

Khanna Paper Mill's philosophy of "healthy soul in a healthy body" drives it to hold religious get together and discourses in the campus where every employee is encouraged to participate.

Resources Saved Per Ton of Paper Recycled:

17 trees 275 pounds of sulphur 350 lbs of limestone 9,000 lbs of steam 60,000 gallons of water 225 kilowatt hours 3.3 cubic yards of landfill space
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Our Customers

Paper

Thomson publicatio n

Naveen publicatio n

B.P.B. publicatio n

Evergreen publication

Oxford universit y press

Board

Nestle

Haldiram

Wal-Mart

Samsung phones

Cadbury

Hindustan liver

Ranbaxy

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Newsprint

Times Of India

Punjab kesri

Amar ujala

Hindustan Times

Dainik jagran

The tribune

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Products
Paper
Paper is a thin material mainly used for writing upon, printing upon or for packaging. It is produced by pressing together moist fibers, typically cellulose pulp derived from wood, rags or grasses, and drying them into flexible sheets. At Khanna Paper Mills we produce the finest quality coated paper for Brochures and magazines. We also cater to the day to day paper needs of our customers for Stationery, Playing cards, Currency notes, Copier Paper etc. Types of paper Eco Brite Optima Map litho Grafika Map litho Copier Paper

Board
Paperboard is (like paper) a 'vegetable-fiber web' formed from a water suspension. It is generally thick, similar in shape and composition to paper, but generally thicker, stronger, and more rigid. Paperboard can be made into a wide variety of items, including folding cartons, advertising displays, electrical insulators, and coasters. Types of board Optic Graphic Grey Back Optic Graphic White Back Absolute Folding Box Board

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News Print
Newsprint is a cost effective and inexpensive paper made from wood pulp and used chiefly for printing newspapers, flyers, and other printed material intended for mass distribution. It usually has an off-white cast and distinctive feel. Newsprint mainly consists of ground wood.

Types of news print Impact Newsprint Paper

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Facilities
Paper
The Paper plant at Khanna Paper Mills is built with the most technologically advanced equipment to produce paper. The plant currently manufactures about 350 tons of paper per day with an operating speed of 825MPM. The products manufactured are Optima Map litho, Grafika Map litho, Eco Brite, Copier Paper.

Board
Khanna Paper Mills currently owns two board plants. The First plant uses latest state of the art equipments and currently produces about 250 tons of board per day which are used to make White Back, Grey Back, and Absolute Folding Box Board. The second plant manufactures Grey Back and produces nearly 150 tons board per day.

News Print
The Newsprint plant at Khanna Paper Mills has been installed with highly advanced technology and machinery and manufactures about 400 Tons of Newsprint Per Day with speed of 850MPM.

Power Generation
Khanna Paper Mills produces around 170 tons of super heated steam for power generation at the tune of 28 MW. Utilities are equipped with two AFBC boilers and two turbo generators of Siemens. Both boilers are equipped with ESP that ensure conformance to pollution norms.

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Infrastructure
Khanna Paper Mills believes that the workspace plays a very major role in the productivity of an employee therefore the campus has a unique state-of- the- art infrastructure well equipped with the latest technology. The sprawling 100 acre Khanna Paper Mills campus houses:

Two plants that produce Board with a daily capacity of 400 tons A plant that produces Newsprint with a daily capacity of 400 Tons A plant that produces writing and printing paper with daily capacity of 400 Tons Two plants that produce pulp by recycling of waste paper with a daily production capacity of 350 Tons

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Performance management system

join

Join

Passes

Push to

Panel

Results Compile

Yes

No

Yes

Yes Confirm

Extensio n of period

Grade + Salary

New application

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In the first step, after the selection of an employee an employee has joined the company or an organization. In the second step, after joining when 6 months are passed, the employees are appraised by their supervisors. In the third step, after appraising the results are passing to the panel. Panel is a group of persons. In the fourth step, results are compiled by the panel. In the fifth step, if there is yes from the side of panel, then the confirmation letter is prepared and the grades and salaries are decided. If there is no from the side of panel, then there is extension of some period.

In the seventh step, after extension of period the same procedure is followed from the top. And at last other new applications are received.

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Social security offered by khanna paper mills

There is much type of programs offered by Khanna paper mills like: Provident fund with survivor (deposit linked) insurance and pension fund; gratuity schemes for industrial workers and social assistance system, a voluntary old-age, disability, and survivors benefits scheme.

Provident fund and survivor insurance

Employees, including casual, part-time, daily wage workers, and those employed through contractors, with monthly earnings of 6,500 rupees or less working in establishments with a minimum of 20 employees in one of the 182 categories of covered industry (the establishment remains covered even if the number of employees falls below 20); employees of other establishments specified by law, including cooperatives with more than 50 employees and establishments with less than 20 employees; Voluntary coverage for employees of covered establishments with monthly earnings of more than 6,500 rupees, with the agreement of the employer. Voluntary coverage for employees to covered establishments with less than 20employees if the employer and majority of the employees agree to contribute.

According to this Insurance:

Pension scheme: Employees with monthly earnings of 6,500 rupees or less. Voluntary coverage is possible.

Gratuity scheme: Employees of factories, mills, oilfields, plantations, ports, railways, and shopswith at least 10 workers.

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Old-age benefits:
Provident fund: Age 55 and retired from covered employment; at any age if leaving the country permanently, if covered employment ends involuntarily, on the termination of service under a voluntary retirement scheme, on changing employment from an establishment covered by the scheme to one that is not, or after 2 months of unemployment. Early retirement: Age 54 or within one year before actual retirement, whichever is later. Drawdown payment: Partial drawdown is permitted before retirement for special purposes, including the purchase of life insurance; the purchase or construction of a home; loan repayment; to pay for childrens education fees, childs marriage, or care costs for a serious illness; to compensate for damage resulting from a natural disaster; or to meet costs relating to the onset of disability.

Pension scheme: Age 58 or retired with a minimum of 10 years coverage. Early pension: Age 50 with a minimum of 10 years coverage. Employment must cease.

Gratuity scheme: Five years of continuous employment.

Old-age pension (social assistance): Needy elderly persons aged 65 or older.

Disability benefits Provident fund: Permanent and total in capacity for normal work.

Pension scheme: Permanently and totally disabled as the result of an occupational injury. The insured must have at least 1 month of contributions.

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Gratuity scheme: A disability caused by a disease or an accident.

Survivor benefits Provident fund: Payable for the death of the provident fund member before retirement.

Survivor (deposit-linked) insurance scheme: Payable for the death of the provident fund member before retirement.

Pension scheme: The scheme member had at least 1 month of contributions (payable regardless of whether the insured was employed or retired at the time of death).

Gratuity scheme: Payable for the death of the insured as the result of an illness or an accident.

Survivor grant (social assistance): Payable to needy households (under the National Family Benefit Scheme) on the death of the primary breadwinner between ages 18 and 65.

Sickness and maternity:

Sickness benefit: The benefit varies but is around 50% of the average daily wage. The benefit is payable after a 2day waiting period for up to 91 days in any two consecutive designated 6-month periods. Family planning (sterilization): Cash sickness benefit is paid at double rate for 7days (men) or 14 days (women); may be extended in case of complications.

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Maternity benefit: 100% of average earnings according to wage class is payable for up to 12weeks (including a maximum of 6 weeks before the expected date of childbirth); 6 weeks in the case of a miscarriage. The benefit may be extended by 4 weeks for medical reasons. The minimum daily benefit is 10 rupees.

Cash sickness benefits (social insurance): In insured employment for 78 days during a 6-monthperiod within the last 15 months.

Cash maternity benefits (social insurance): In insured employment for 70 days during two designated and consecutive 6-month periods.

Cash maternity grant (social assistance): Payable to needy pregnant women aged 19 or older for the first two live births.

Funeral grant (social insurance): Payable for the death of the insured.

Medical benefits: Currently in insured employment or qualified for cash sickness benefit.

Type of program: Social insurance and social assistance system.

Social insurance: Employees with monthly earnings of 6,500 rupees or less, working in power-using manufacturing establishments with 10 workers or more or in non power-using establishments with 20 workers or more, including shops, hotels, restaurants, cinemas, road transport agencies, and newspaper establishments. Employees of establishments run by the government that are covered by equivalent private plans may contract out. Coverage is being extended gradually to different districts, with 677 industrial centers currently covered. (The scheme still does not apply
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to the states of Nagaland, Manipur, Tripura, Sikkim, Arunachal Pradesh, and Mizoram.) Voluntary coverage for medical benefits is available to previously insured retired persons through the payment of a flat-rate monthly contribution of 10 rupees.

Social assistance: Needy pregnant women may receive assistance for the first two births.

Workers medical benefits State governments arrange for the provision of medical care on behalf of the Employees State Insurance Corporation, except in Delhi and in the Noida area of Uttar Pradesh where the Corporation administers medical care directly. Services are provided in different states through social insurance dispensaries and hospitals, state government services, or private doctors under contract. Benefits include outpatient treatment; specialist consultations; hospitalization; surgery and obstetric care; imaging and laboratory services; transportation; and the free supply of drugs, dressings, artificial limbs, aids, and appliances. The scale of services provided varies among states. The duration of benefits is from 3 months to 1 year according to the insureds contribution record.

Dependents medical benefits Benefits are currently provided in most states and districts. Benefits are the same as those of the insured, except there is no coverage for hospitalization. Eligible dependents are the spouse, children until age 18 (age 21 if a student, no limit if disabled), a widowed mother, an unmarried daughter, and dependent parents.

Work injury benefits:

Temporary Disability Benefits The benefit is 40% more than would be payable for normal sickness benefit (approximately 85%of the average daily wage). The benefit is payable after a 3-day waiting period for the

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duration of the disability. Separate medical boards assess the loss of earning capacity resulting from a work injury or an occupational disease.

Permanent Disability Benefits Permanent disability pension: The pension is paid in proportion to the assessed loss of earning capacity. The duration of the pension is determined by the medical board. Separate medical boards assess the loss of earning capacity resulting from a work injury or an occupational disease. The maximum pension is equal to the temporary disability benefit. A pension equal to no more than 5 rupees a day may be paid as a lump sum provided the total value of the pension for the duration of the award period does not exceed 30,000 rupees. Partial disability: A percentage of the full pension in proportion to the loss of earning capacity. Benefit adjustment: Pensions are reviewed periodically by the Employees State Insurance Corporation and adjusted for inflation

Survivor pension:
Widow pension: 60% of the deceaseds total disability pension (the average pension is equal to 70% of the deceaseds earnings). Orphans pension: 40% of the deceaseds pension (the average pension is equal to 70% of the deceaseds earnings) for an orphan younger than age 18 (no limit if disabled) or until an orphaned daughter marries. Eligible dependents are the spouse, a child until age 18 (age 21 if a student, no limit if disabled), a widowed mother, an unmarried daughter without age conditions, and dependent parents. The maximum total survivor pension is 100% of the deceaseds pension.

Other eligible survivors (in the absence of the above): Parents, grandparents, and other dependents younger than age 18. The minimum daily benefit is 14 rupees. The maximum total pension for other eligible survivors is 50% of the deceaseds pension.

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Funeral grant: A lump sum equal to the funeral cost, up to a maximum of 2,500 rupees. The grant is payable to the oldest member of the family or to the person who pays for the funeral.

Competitors

Competitor s

BILT

TNPL

Century paper

ITC

Jk paper

Abhishe k industrie s

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BILT
The Ballarpur Group is the largest manufacturer of writing and printing paper in India. Of the Ballarpur Groups seven manufacturing facilities, six in India and one in Malaysia, three of the Indian facilities and the Malaysian facility will be operated by Bilt Paper PLC and the remaining three Indian facilities will be retained by the Ballarpur Group. Bilt Paper PLC is focused on the manufacture of bulk coated and uncoated paper and viscous grade fiber while the rest of the Ballarpur Group will focus on the manufacture of copier paper, specialty paper and tissue paper and Retail and OSSB.

Tamil Nadu Newsprint and Papers Limited

TNPL was established by the Government of Tamil Nadu to produce newsprint and writing paper using biogases, a sugarcane residue. The Government of Tamil Nadu listed the paper mill in April 1979 as one of the most environmentally compliant paper mills in the world under the provisions of the Companies Act of 1956. The factory is situated at Kagithapuram in the Koror of Tamil. The registered office of the company is located in Gundy, Chennai.

ITC Limited
This company headquartered in Kolkata, India. http://en.wikipedia.org/wiki/ITC_Limited - cite_note0Its turnover is $6 billion and a market capitalization of over $30 Billion. The company has its

registered office in Kolkata. It started off as the Imperial Tobacco Company, and shares ancestry with Imperial Tobacco of the United Kingdom, but it is now fully independent, and was rechristened to Indian Tobacco Company in 1970 and then to I.T.C. Limited in 1974. It employs over 26,000 people at more than 60 locations across India .ITC has a diversified presence in Cigarettes, Hotels, Paperboards & Specialty Papers, Packaging, Agri-Business, Packaged Foods & Confectionery, Information Technology, Branded Apparel, Personal Care, Stationery, Safety Matches and other FMCG products.

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Century Pulp & Paper

A Division of Century Textiles and Industries Ltd is a member of B.K. Birla Group of Companies. The company chairman is Syt. Basant Kumar Birla. Established in 1984. CPP has a well equipped and planned department for Environmental Conservation and Pollution Control. CPP pays sincere attention to the overall development of its employees and that of the community. It also has a well organized HRD Department for supervising these activities. CPP maintains an excellent infrastructural set up with modern facilities in order to carry out organizational activities.

Abhishek Industries Limited

It is engaged in the manufacture of terry towel, agro-based paper and yarn. The Company has five divisions: home textile, yarn, paper, chemicals and captive power. The Company operates in three segments: Yarns, Terry Towels, and Paper and Chemicals. Yarn segment is involved in yarn manufacturing. Terry Towel segment is engaged in towel and dyed yarn manufacturing. The segment's products were supplied to globally reputed retail chain stores across 32 countries. Paper and chemical segments include paper and sulphuric acid. The Company has manufacturing facilities in Barnala, Punjab and Budni, Madhya Pradesh.

Emami Paper
It is a part of Emami Group which possesses diverse business interests in FMCG, paper, writing instruments, health care, retail departmental stores and real estate. The Company specializes in the manufacture of newsprint and writing and printing paper. Emami Paper enjoys the position of being the largest manufacturer of newsprint in India, and the only manufacturer in eastern India. Emami Paper Mills Limited (established in 1982) is a paper mill based on recycled - fiber located in Bal sore (Orissa) and Kolkata (West Bengal). It manufactures newsprint from waste paper, which is not just environment-friendly as well as sustainable.

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SWOT Analysis
Strengths of Paper Industry
Large and growing domestic paper market India has the second most populous market for paper in the world. It is also the most demanding. Indian paper industry not only serves a public utility but fulfils a critical national requirement. It possesses an annual production capacity of five million tones. It generates an annual turnover of approximately 120 billion.

Non wood pulping At present about 60.8 per cent of the total production is based on non-wood raw material and 39.2 per cent based on wood.

Well developed printing industry Indian printing industry would grow from $12.1 billion in 2006 to $20.9 billion in 2011. The strong growth in printing industry would also fuel the demand for paper in the future.

Increase in employment level Paper manufacturing industries directly and indirectly employs nearly 1.3 million people.

Grade paper manufacturing The Company intends to manufacture the paper by using Twin Wire Technology and also plans to incorporate all latest equipments to have a cost effective production.

Local market knowledge The companies which are engaged in the paper manufacturing industry have a complete knowledge of local market.

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WTO impact on paper manufacturing industry WTO as discussed the implication of Indian Paper and Newsprint Industry as part of its negotiations and implications.

Weaknesses of Paper Industry

Small and fragmented industry There are large numbers of small scale industries in India whose production capacity is only 12, 90,382tonnes. Which is very low in comparisons to large scale industries?

Low standard of converting industry The manufacturing of paper involves matting these fibers into a sheet. Converted paper products are made from paper and other materials by various cutting and shaping techniques and include coating and laminating activities.

Poor Infrastructure, transportation: In India, the transportation facility is not good especially in villages. So it is very difficult to lift the heavy bamboos from forest to the manufacturing unit. Due to this the transportation cost is also very high.

High cost - raw material, energy and finance: The performance of the industry has been constrained due to high cost of production caused by inadequate availability and high cost of raw materials, power cost and concentration of mills in one particular area.

Obsolescence of technology: The small scales of production and out dated technology have been the main features of Indian paper units, and are still so. On an average, to produce 100,000 tons in a year, Indian mills manages five paper machines in one or more location, while abroad, paper-making machines of 500,000 tons per annum, or more, are the norm.

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Impact of high local taxes: Central Excise is levied @8% for the first 3500 MT production and thereafter @12% on the value of thein voice. VAT replaces the existing multipoint taxes levied by various states with effect from April 05. All the licenses required under Municipality Act, Factories Act are obtained and duly renew.

Opportunities of Paper Industry

Increase in demand and consumption Domestic demand for paper is expected to grow at a CAGR of 6-7%. Indias paper demand is expected to touch 8mn T.P.A by 2010. A leading global paper industry consultant projects a shortage of about 0.7mn T.P.A by 2010.

Forest plantation potential In India there is a vast forest area which is useful in paper manufacturing.

Increase in various usage of paper Now days the paper uses for various purpose. It is not for writing purpose but also now various types of vessels, napkins, packaging etc are highly demanded.

Increase in consumption of premium quality copier due to growth in corporate sector and educational levels Increased rates of literacy and improved school infrastructure would result in greater demand for paper.

Export potential The export of paper and paperboard is continuously increasing. In 2006-2007 the export is 0.27 million tones.

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Low labor cost In paper manufacturing industry the uneducated employee is required. So the income of the labor is very low.

Threats of Paper Industry

Internet threat Due to increase in the usage of internet the demand for paper is decrease. Internet is work as a substitute product.

Low per capital consumption The per capita consumption of paper in India is very low i.e. 7 Kgs in 2006, as compared to an average consumption of 28 Kgs and 58 Kgs in Asia and world respectively. The per capita consumption is expected to increase to 12 Kgs by 2020.

Decline in capacity due to environmental pressures The paper manufacturing industry creates lots of environmental disturbance. The raw material used by the industry is pulp which is come out from the bark of trees. Due to this production capacity is decline and import is increasing.

Fiber Deficit The raw material fiber which is used for manufacturing paper is continuously decreasing and due to the quality of paper is also decline.

Lack of international perspective in project development and implementation In India there is lack of international projects.

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Low Capacity Addition / Expansion In last 55 years, the number of paper mills has increased from just 17 mills in 1951 to more than 666units engaged in the manufacture of paper and paperboard, out of which nearly 568 are in operation by 2006.

Growth in Chinese paper and threats of cheap import Due increase in price of raw and growth in Chinese paper the import of paper continuously increases. Imports of paper and paper products were growing over the years. The Chinese papers are of high quality so the import of that paper is increasing.

Competition from existing players The domestic paper market is dominated by large players owing to their size, brand value and financial strength. In 2006-07, the top 10 players control around 60%of the market in term of capacity.

Paper industry is profitable again but faces challenges

A rebound in pulp prices and higher demand for paper products provided the industry with a much-needed boost in 2010 and continuing into this year. Moreover, in response to declining market demand and increasing international competition, the trend of mergers and acquisitions is expected to continue throughout the industry. On the other hand, the continued strength in the Canadian dollar and growing competition from Asian and South American producers will limit the industry's profit margins. Looking to the balance of the year," said chief executive Richard Garneau, "we expect improvement as a result of the implementation of previously announced price increases for our products, efficiency gains in our manufacturing costs and seasonally stronger demand.

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Review of literature
This chapter in the research is the most essential one. It provides the second hand information that is the information from the secondary sources that help the researcher in the research. The literature referred by the researcher and the finding implied in the research are mentioned and written under this chapter. This chapter gives a brief review of some of the researches conducted. I used secondary data for information. The review of literature is as follows:

Ismael D. Tabije (2011) planning, monitoring, developing, rating, rewarding components or processes triumphantly result to a natural and effective performance management executed in such a way that there exists coordination and support from these processes, to the supervisors, and to the subordinates. Practicing this includes setting goals; planning work routinely; measuring progress toward those goals and giving and accepting feedbacks to and from employees.

Nishchae suri (2011) companies focus on growing their businesses, sometimes they lose focus on employees growth. Traditional performance management systems neither inspire employees nor do they seem explicitly aligned to achieving organizational goals.now Dynamic and flexible systems are therefore called for. Companies can improve their traditional appraisal systems by addressing some key issuessuch as, Goal-setting, Vital Few , Behavioral change, Appraisal frequency, Flexible rating scale etc by these Companies demonstrate a commitment to their employees by continuously revamping and improving their performance management systems to tie them closer to reality so performance appraisal system directly affects employee morale and engagement.

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Bourne (2005)
This study suggest that while there has been a wide array of research on designing performance measurement and management system, there has been comparatively little focus on implementing and embedding system. In fact he suggest a large number, perhaps even the majority, of performance management systems ultimately fails to be implemented successfully. Bournes research suggested that the factors which were cited by organizations who embarkjed on establishing a new performance management system and completed the process as the reasons for continuing included the level of senior management commitment, alignment of the process with core managerial objectives and the sense of benefit that came from the project at an early stage. Where implementation failed, a lack of senior level commitment or changing organizational priorities was identified. In either case, the quality of project management and coordination in the process of embedding the system was also mentioned.

Michele and kennerley(2005)

This study was undertaken to review a range of different performance management frameworks in the public sector and conclude that the adoption of performance measurement and management is widespread and involves multiple designs. They also conclude that context and purpose need to be kept in mind and that the implementation of performance management can be problematic in the sense of changing the nature of the service in such a way as its outcome focus means that some intrinsic value inherent in the way in which the service interacted with the service user is lost.

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Neely and Adams(2000)

The Performance Prism (PPR), developed by Neely and Adams (2000), is aPMS organized around five distinct but linked perspectives of performance: stakeholder satisfaction, strategies, processes, capabilities, and stakeholder contributions (see also Kennerley, Neely, 2002). These perspectives are visualized by a three dimensional model in the shape of a prism.

Lynch and cross(1991)

Lynch and Cross (1991) claim that the performance pyramid is useful for describing how objectives are communicated down to the operational level and how measures are conveyed back up to higher levels. They also identify the use of the PPS in a feedback context, whereby it is used explicitly to monitor organizational performance. Finally, they argue that this model is equally useful for monitoring performance at the corporate, the SBU, the Business Operating Systems, and the departmental and work-centre levels of the organization. Although the original version of the PPS was not designed to cope with performance measurement at the individual level, later adaptations do specify its potential for measuring the performance of individuals and teams.

Thompson(2003)
For Thompson (2003) the key to the successful Implementation of HPM is reciprocity. That is, in return for employee participation in the micro-management of work and expanded responsibilities, employers should undertake commitment and trust building measures in the employment relationship (ibid, p. 363). The call is for investment in human capital through training, enhanced career structures, job stability and performance and skill based reward measures (ibid). The potential for the realization of this vision, however, is difficult to achieve

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within the constraints of contemporary neo-liberalism. Strong reservations are expressed with regard to the sustainability of the putative model under current modes of corporate governance, specifically short-term stock market pressures and the resultant pursuit of shareholder value. The overall prognosis is one of pessimism with Britain destined to remain considerably short of even the minimum conditions of a high-skilled ecosystem (ibid, p. 368). Ballenger One of the most cited accounts in support of the optimistic model is that provided by Appelbaum et al. (2000). This study investigated inter alia the effects of HPM in three manufacturing sectors: steel, clothing and medical products with data collated from around 4000 workers. HPM was associated with positive performance gains and evidence was found linking various HPM practices to job satisfaction. The results did, however, vary markedly by industry.

CLC(2002) CLC (2002) research indicates that performance management is not an easy process to get right. Despite this being widely acknowledged it would seem that few seek ways to rectify this situation through offering training in the skills of effective performance management. There are many elements of the manager-employee interaction that affect the outcomes of an employees performance. Elements that have a strongly positive impact on performance include: helping the employee to find solutions; helping the employee to find information, resources and technology; clear communication about expectations; the manager encouraging employees; the manager holding people accountable and measures performance. Frequent changes in assignments and projects have a significantly adverse impact on performance (CLC 2002). As these interactions are so important for changing employee performance the manager driving the performance management process should be appropriately trained in such techniques. Research suggests that those in management or supervisory positions trained in goal setting are more effective at performance management than those who remain untrained (Ivancevich & Smith 1981). Individuals who are promoted to the level of manager because they are good at the technical aspects of their job may not automatically have the skills to become good managers of people.

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Research methodology
A research design is a framework or a blue print, which is used in collecting the data. It provides an objective, which cannot be completed without a research design. It specifies the method by which the data has to be collected and it also provides the procedures to conduct the research effectively. It is an overall operational pattern of the project that stipulates what information has to be collected from what sources and methods.

Scope of the study

The scope of the study means the subject matter to be researched in the study. It defines the overall rationale of the study by explaining the geographical area of the study along with the type of the data. The scope of my study is performance management system in khanna paper mill in Amritsar. This project gives me ample scope to know how the performance should be managed by khanna paper of their employees. Performance management should Enable employees to increase their performance level. This project has allowed me to learn the various performance management systems which enable the employees to be more satisfied with the organization.

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Objectives
1. To check the system of how to manage the performance of employees in the khanna paper mill. 2. To check whether the promotional policy is linked with the performance management system. 3. To check the system of what remedial measures are taken in the khanna paper mill.

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Data source
While deciding about the methods of data collection, the researcher should keep in mind two types of data:1. Primary data 2. Secondary data Primary data Primary data are those, which are collected a fresh and for the first time, and thus happen to be original in character. Men collected by conducting survey through questionnaire, which include both open ended and close ended questions. Secondary data Secondary data are those which are already collected by someone else and which already have been passed through the statistical process. The data collected is secondary data through magazines, web sites, newspaper and journals. In my study, I have taken both the techniques to collect the data. To collect the primary data I have prepared the questionnaire which is filled by employees. It contains 12 questions. Questionnaire method This method of data collection is quite popular, particularly in case of big enquiries. In this method a questionnaire is sent to the persons with a request to answer and return the questionnaire. A questionnaire consists of a number of questions in a definite order or a form or a set of forms. The questionnaire was given to the respondents who were expected to read and understand the questions and write down the reply in the space meant for the purpose in the questionnaire itself. Sampling technique:Convenience sampling

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Sampling size This refers to the total number of respondents selected from the universe to constitute a sample. The size of the sample should neither be excessively large nor too small. It should be optimum. An optimum sample is one which fulfills the requirement of efficiency, representativeness, reliability and flexibility. The sample size for my research is hundred respondents. Sample design Questionnaire on level of managing of performance of employees by khanna paper mill. Statistical tools used Calculate the percentages of the responses. Formula used:Percentage = (number of responses/total responses)*100 Graphical analysis by means of bar graphs.

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Limitations
Report may be beneficial to company. But there are some limitations of the study:1. There was lack of time on the part of respondents. 2. Some of the respondents gave no response to some of the questions. 3. As the questionnaire was prepared as per my own knowledge so it may not be appropriate and some important aspects may be missing from it. 4. The results depend on the answers received from respondents which may be biased.

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1. Is the promotional policy well defined in your organization?

Table 1:Scale Yes No Cant say 36.54 19.23 44.23 % response

Interpretation: -

Majority of the employees was not able to say regarding the promotional

policy because there is lack of information about the promotional policy. Every employee need to be communicated about the existing promotion policy.

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2. Do you know the objectives of performance management system? If yes kindly specify?

Performance management relates with the performance of individual, how you contribute in the growth of the company and how you can with your knowledge and equipments in the growth of the company.

The objective of Performance management system is to evaluate the performance of an employee based on his or her achievements in the organization.

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3. Who manages you? Table 2:Scale Appraisal committee Your immediate supervisor Self management 360 degree appraisal Any other % response 28.85 36.54 23.08 11.54 0

Interpretation: - Majority of the employees say that their immediate supervisor manages them because by keeping an eye on them they know the strengths and weaknesses. They know how they perform their work like good, bad etc...

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4. What methods are used for performance management? Table 3:Scale Essay appraisal method Critical incident method Forced distribution method 360 degree appraisal Any other % response 26.92 21.15 26.92 11.54 11.54

Interpretation: - Majority of the employees say that essay appraisal method and forced distribution method is used because the appraiser wants to examine almost any relevant issue or attribute of performance and compelling the rater to distribute the rates on all points on the rating scale.

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5. In your opinion does it identify the training needs? Table 4:Scale To a large extent To a small extent Cant say Not at all 17.31 82.70 0 0 % response

Interpretation: - Majority of the employee says that the training needs are identified to a small extent because the training is provided to the employees when they are freshers in the organization.

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6. Is the promotional policy is linked with the performance management system? Table 5:Scale Yes No Can say 78.85 0 19.23 % response

Interpretation:- Majority of the employees say that the promotional policy is linked with the performance management system because the promotions of the employees are based on the performance management system of the company.

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7. Are the issues like career planning and succession planning a part of companys policy? Table 6:Scale Yes No Cant say 82.69 0 17.31 % response

Interpretation:- Majority of the employees say that career planning and succession planning a part of companys policy because it enables to identify talented employees and ensures that employees are recruited and developed to fill each key role within the company.

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8. Does the system helps you in a lightening your goals with those of the organization? Table 7:Scale Yes No Cant say 69.23 21.15 9.61 % response

Interpretation:- Majority of the employees say that performance management system helps in lightening the goals.

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9. What role does the top management play in the performance management? Kindly comment?

Performance management helps in identifying the objectives and targets on the basis of team performance. Targets and goals are set by the management.

Top management overviews the performance of the employees by interacting with the middle level management of an organization.

Keep an eye on the performance of the employees and measure it regularly.

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10. Are you a part of management committee? Table 8:Scale Yes No 23.08 76.92 %response

Interpretation:- Majority of the employees have no response regarding a part of management committee because it consist of a few members and those members are fully responsible to the organization.

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11. What kind of remedial measures are taken? Table 9:Scale Job rotation Sent to training programmes Counseled Any other 25 25 48.08 0 %response

Interpretation:- Majority of the employees say that counseling is taken as a remedial measure because with the help of counseling the panel has to know about the ideas or opinions of the appraise regarding the organization and counselor understand the causes for your problems.

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12. How far do you agree that the existing performance management system capture the entire skills and abilities of the team member? Table 10:Scale Strongly agree Agree Neutral Disagree Strongly disagree 32.69 13.46 53.85 0 0 %response

Interpretation:- Majority of the employees have neutral response regarding capture of the entire skills and abilities of the employees in performance management system because they doesnt have the proper information regarding this.

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13. On the scale of 1-5, how much would you rate the performance management system:

1 is being poor..5 is being excellent?

Table 11:-

Scale Poor Fair Good Very good Excellent 0 53.85 17.31 28.85 0

%response

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Interpretation:- The majority of the employees said that the performance management system in the Khanna paper mill is fair because it doesnt capture all the skills and abilities of the employees and the method used for evaluate performance is not satisfactory.

14. What do you feel are the positives in the performance management system in your organization? Kindly mention?

Organizing fun activities which is good for the health of the employees Performance management evaluates the performance of an employee only on the basis of achievements.

In this system, there is an involvement of the directors also. The performance management system is satisfactory.

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15.

What do you feel are the shortcomings of the performance management system

being followed in your organization? Kindly mention?

Counseling is not very good. Interaction with each employee is not very good. Because of no goal sheets, the review of performance is depending on the HOD feedback. Biasness sometimes. Frequently rotation.

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16. Suggestion towards improving the performance management system in your organization?

Top management should encourage or motivate each employee of an organization. So that the employee will be motivated and gives his/her best performance.

There should some motivational activities. There should some get together for recreation of employees. There should be a transparency. More control in HR hands. 360 degree appraisal approach should be used.

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Findings
Management plays an important role in an organization. Performance management helps in identifying the objects and targets on the basis of team performance. Performance management relates with the performance of individual, how they contribute in the growth of the company. Targets and goals are set by the management. . In KPM two types of appraisal system are used, one for new employees and second for old employees. They use one year appraisal system for old employees. Self appraisal use for old employees. For new employees they use six month appraisal system. In this, new employees present their presentation front of the panel. H.O.Ds of different departments also involves in panel system.

Majority of employee wants 360 degree appraisal.

Majority of employee wants appraisal should be transparent and more specify. They want to know which type of methods used in their appraisal.

Majority of employee wants Top management should encourage and motivate each employee of an organization, so that each employee will motivate and gives their best performance.

Some employee wants more control should be in HRs hands.

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Suggestions

Top management should encourage or motivate each employee of an organization. So that the employee will be motivated and gives his/her best performance.

There should some motivational activities. There should some get together for recreation of employees. There should be a transparency. More control in HR hands. 360 degree appraisal approach should be used.

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Conclusion
As we know that the human resources are the biggest assets of an organization. They are performing their work to achieve the objectives of an organization. It is essential for the organization to manage the performance of the employees. So relying upon this criteria, we can say that the objective of performance management system is relates with the performance of the individual. The employees are managed by the immediate supervisor of the employees. The performances of the employees are managed by the essay appraisal method and forced distribution method. Training is need to a small extent to perform a job. Promotions of the employees are based upon the performance management system of the organization. Top management keeps an eye on the performance of the employees and measures it regularly. if performance of any employee is not up to mark then counseling is made for that employee as a remedial measures. The directors are also involved in the performance management system of an organization. There is frequently rotation of the employees and biasness sometimes which is not good for the organization. From the analysis we concluded that there are some crucial topics on which they do not want to give any answer and remain neutral raising a state of confusing that they are in favor of management or against it.

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Questionnaire
Experience:Designation:Department:-

1. Is the promotional policy well defined in your organization? Yes No Cant say

2. Do you know the objectives of performance management system? If yes kindly specify?

3. Who manages you? Appraisal committee Your immediate supervisor Self management 360 degree appraisal Any other

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4. What methods are used for performance management? Essay appraisal method Critical incident method Forced distribution method 360 degree appraisal Any other

5. In your opinion does it identify the training needs? To a large extent To a small extent Cant say Not at all

6. Is the promotional policy is linked with the performance management system? Yes No Can say

7. Are the issues like career planning and succession planning a part of companys policy? Yes No Cant say

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8. Does the system helps you in a lightening your goals with those of the organization? Yes No Cant say

9. What role does the top management play in the performance management? Kindly comment?

10. Are you a part of management committee? Yes No

11. What kind of remedial measures are taken? Job rotation Sent to training programmes Counseled Any other

12. How far do you agree that the existing performance management system capture the entire skills and abilities of the team member? Strongly agree Agree

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Neutral Disagree Strongly disagree

13. On the scale of 1-5, how much would you rate the performance management system:

1 is being poor..5 is being excellent? Poor Fair Good Very good Excellent

14. What do you feel are the positives in the performance management system in your organization? Kindly mention?

15. What do you feel are the shortcomings of the performance management system being followed in your organization? Kindly mention?

16. Suggestion towards improving the performance management system in your organization?

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BIBLIOGRAPHY
www.wikipidea.com www.khanapaper.com www.scribd.com Search Engine (yahoo and google) Suri, Nishae, 2011, Making Performance Appraisal More Effective, Career Journal, Journal of Woodridge, 4/94/926/448. Tabije. Islamll D, 2011, Performance management, Journal of Woodridge. Michael Armstrong, Performance Management, 2005

Bourne, L. and Walker D.H.T. The Paradox Of Project Control "Team Performance Management Journal, 2005. Neely and Adams, The Performance Prism (PPM) 2000. Locher, Alan H.; Teel, Kenneth S.; 1988, Appraisal Trends, Personnel Journal, v - 67, 139-145. Pritchard, Robert D.; Roth, Philip L, 19 88, Designing A Goal-Setting System To Enhance Perform, Journal Of A Practical Guide, v.17,1, 69 -78. Jones, Steven D;Galgay. Watsen, Margaret D, Designing A Goal -Setting System To Enhance Perform, Organizational Dynamics, 17/1/69 -78

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