Performance Appraisal -Employee Review And Response

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Study on Performance Appraisal At F M C India Private Limited FMC Corporation

A PROJECT REPORT Submitted in partial fulfillment of requirements to For the award of the degree MBA

By Under esteemed Guidance Of Dr. Akash Gupta MBA, B Com, Economics, Commerce, Accounts [email protected]

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CERTIFICATE

This is to certify that the Project work entitled “Study on Performance appraisal at Fmc Corporation” has carried out and submitted by Ms. Neeru under my guidance by in partial and fulfillment of his Masters of Business Administration at Pranveer Singh Institute of Technology.

MS. NEHA AWASTHI

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DECLARATION

I hereby declare that this project entitled “Study on Performance appraisal at Fmc Corporation” has been done by me under guidance of MS. NEHA AWASTHI.This project partial fulfillment of the award of degree in ‘Masters in Business Administration’.

Place :

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ACKNOWLEDGEMENT

The first and foremost words of gratitude go to my faculty guide, MS. NEHA AWASTHI, Pranveer Singh Institute of Technology for her invaluable support. .I thank cordially for her guidance provided for the completion of project successfully.

I extend my sincere thanks to FMC Corporation providing me an opportunity to do this project work entitled “Study on Performance appraisal –employee response and review at Fmc Corporation”, and I also thank Mrs.kaveramma keerthi who guided me for successful completion my project at FMC Corporation.

I specially thank to the Dean and the faculty members of the School of Management Studies for having equipped me with the skill set and ability through their inputs, which assisted me in the completion of the project.

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EXECUTIVE SUMMARY

Performance appraisal in is the basic activity of human resource management of which employee will assess their strengths and weakness for the sake of providing compensation, like increments and salaries. This concept adopted by the most of the organizations as an important part of the organization. As a manufacturing unit FMC Corporation adopted the performance appraisal technique to assess their employees for the better growth organization standards. To determine the satisfaction level of the employee and level of knowledge to the people in the organization a study has been conducted and results obtained were descriptively analyzed. To crosscheck the results interaction with the employee was also done. The objective of study was designed to consider the fallowing objectives: • • • To study the performance appraisal method conducting by the FMC Corporation To analyze the awareness and satisfaction of the employee in. To identify how far organization succeed in conducting performance appraisal.

A sample of 80 employees was taken from different levels such as engineers, supervisors, and operators. The data was collected from questionnaire which was prepared on the basis of appraisal form of the company. And analysis of data was carried out basis of questionnaire data and interview method. It could be concluded that employee were little satisfied with the system and methodology of system found strictly fallowed by the organization.

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INDEX CHAPTER 1.1 1.2 CHAPTER 2.1 2.2 CHAPTER 3.1 3.2 CHAPTER 4.1 CHAPTER 5.1 5.2 I II 1 1 3

Human Resource Management Performance appraisal 2

Company profile Business and Strategies 3

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9 15

Research Research Methodology 4

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21 22

Analysis 5

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Findings Suggestions and conclusion

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49 50 51 54

Questionnaire Bibliography

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CHAPTER-1 INTRODUCTION
Human Resource Management Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business “Human resource management is a collective implementation of managerial functions such as planning, organizing, directing and, controlling to reach the organization goals”

Human Resource Management: Scope

1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions, facilities and amenities such as canteens, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, workers participation in management etc.

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Functions of HRM:

Based on the organization of task and implementation of methods we have two types of functions, they are: • • Managerial functions and Objective functions

Managerial functions are also called the core functionalities of human resource management, which will be deals with the planning, organizing, Directing and, Controlling. Among these directing is also called the leading. Objective functions are the active functionalities of human resource management which has substantially organizing capability in according to requirements of the organization. These are drawn from the managerial functions for successful achievement of the organizational tasks. These includes the... • • • • • • Employee planning. Staffing. Training and Development. Employee evolution. Pay roll management. Welfare of the employee.

Employee evolution is the major task for an organization because employee performance will be done and motivation factor to the extent of the employee requirement. It includes the Conducting the performance appraisal, feedback generation, giving the extra inputs that requires for the employee, compensation planning, Reviewing and auditing manpower management in the organization… etc.
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PERFORMANCE APPRAISAL

Performance appraisal is a formal system that evaluates the quality of a worker’s performance; an appraisal should not be viewed as an end in itself, but rather as an important process within a broader performance management system that links: • Organizational objectives • Day-to-day performance • Professional development • Rewards and incentives

What is the purpose of performance appraisal?

• Professional development such as identifying strengths and weaknesses in performance, implementing strategies for improvement • Determining organizational training and development needs • Making and validating administrative decisions like pay, promotion, placement, and termination.etc. • Identifying systemic factors that are barriers to, or facilitators of, effective performance.

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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.



To reduce the grievances of the employees

Scope of Performance appraisal

• •

Provide employees with a better understanding of their role and responsibilities. Increase confidence through recognizing strengths while identifying training needs to improve weaknesses.

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Improve working relationships and communication between supervisors and subordinates.



Increase commitment to organizational goals; develop employees into future supervisors. • Assist in personnel decisions such as promotions or allocating rewards, and allow time for self-reflection, self-appraisal and personal goal setting.

Effects of Performance appraisal On Careers of Employee:

Performance appraisal helps to identify the hidden talents and potential of the individuals. Identifying these potential talents can help in preparing the individuals for higher responsibilities and positions in the future. The performance appraisal process in itself is developmental in nature. It is also closely linked to other HR processes like helps to identify the training and development needs, promotions, demotions, changes in the compensation etc. A feedback communicated in a positive manner goes a long way to motivate the employees and helps to identify individual career developmental plans. Based on the evaluation, employees can develop their career goals, achieve new levels of competencies and chart their career progression. Performance appraisal encourages employees to reinforce their strengths and overcome their weaknesses

Fundamentals of an appraisal system

To develop a successful performance appraisal system, two criteria need to be met • Relevance and applicability to everyday work practice • Acceptability to appraisers and workers.

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A systematic approach to performance appraisal can help ensure that these two important criteria are met. How to conduct a performance appraisal The following five-step approach to conducting a systematic performance appraisal is recommended: 1. Identify key performance criteria 2. Develop appraisal measures 3. Collect performance information from different sources 4. Conduct an appraisal interview 5. Evaluate the appraisal process. Step 1: Identify key performance criteria Perhaps one of the most challenging aspects of setting up a performance appraisal is deciding what to assess. In essence, four key dimensions of performance should be considered in a performance appraisal. Key Dimensions of Performance: Competencies Behaviors Results / outcomes Organizational citizenship Behaviors : Actions that are over and above usual job responsibilities To ensure that the performance criteria are relevant to work practice and acceptable to appraisers and workers: i. Base the performance criteria on an up-to-date job description ii. Develop criteria in consultation with appraisers and workers Step 2: Develop appraisal measures
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: Knowledge, skills, and abilities relevant to performance : Specific actions conducted and / or tasks performed : Outputs, quantify able results, measurable outcomes and achievements, objectives attained

Once clear and specific performance criteria have been developed, the next step is to decide how to assess workers’ performance. It is recommended that a structured and systematic approach is taken to assessing performance. Problems that arise when an unstructured “blank sheet” approach is used include: • Increased chance of appraiser errors • Knowledge, skills and abilities most critical to job performance may be overlooked • Reduced consistency between appraisers • Perceptions of “subjectivity” in evaluations, which may in turn, reduce workers’ satisfaction with, and acceptance of, appraisals.

Step 3: Collect performance information from different sources

Once the appraisal measures are developed, the next step involves collection of accurate performance information. A common trap is to begin noting observations of workers just before conducting appraisals. This is likely to give an inaccurate picture of a worker’s performance. Ideally, workers’ performance should be observed in a systematic way over time .This method ensures the accuracy of information about their performances. Traditionally, it has been the sole responsibility of managers / supervisors to assess performance. However, other organizational members can be a valuable source of information as they are likely to have exposure to different aspects of a worker’s performance. This approach is known as 360-degree feedback. For instance, coworkers can provide valuable information on teamwork skills, and subordinates can provide useful information on leadership style. Five different sources of performance appraisal information are considered here: i. Manager / supervisor appraisals ii. Self appraisals
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iii. Coworker appraisals iv. Subordinate appraisals v. Client appraisals. Step 4: Conduct an appraisal interview The next step in a performance appraisal is to conduct the appraisal interview. The two central purposes of the appraisal interview are to: • Reflect on past performance to identify major achievements, areas that require further performance • Identify goals and strategies for future work practice. Step 5: Evaluate the appraisal process As with any organizational system, the performance appraisal process should undergo regular review and improvement. development, and barriers / facilitators to effective

CHAPTER-2 Company Profile:
FMC Corporation

F M C India Private Limited 8, Palace Road, Near-Hotel Le Meridian, Vasanth Nagar,
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Bangalore, Karnataka 560052 Ph: 080 4009 9300

FMC Corporation is one of the world’s foremost, diversified chemical companies with leading positions in agricultural, industrial and consumer markets. From our inception in 1883, FMC has been providing solutions to the world’s best companies and their customers. Today, we use an array of advanced technologies in research and development to improve the delivery of medications; enhance foods and beverages; power batteries; protect crop yields, structures and lawns, and advance the manufacture of glass, ceramics, plastics, pulp and paper, textiles and other products. Feeding the world, protecting health, and providing the conveniences of life. That is the mission of FMC. With our superior technology and strong partnerships with customers, FMC's people are finding solutions that are helping to change people's lives for the better. Today, FMC maintains leading positions in three chemical markets: Agricultural, Specialty and Industrial. Ever since our beginning in California in 1883 when John Bean invented the first piston sprayer for agriculture, FMC has continued a proud heritage of pioneering solutions for our customers. Today, we use an array of advanced technologies in research and development, mining and manufacturing to produce customized products and solutions for the many markets we serve. As a global leader utilizing advanced technologies and customer-focused research and development, FMC provides innovative and cost-effective solutions to food and agriculture, pharmaceutical, healthcare, pulp and paper, textiles, glass and ceramics, rubber and plastics, lubricants, structural pest control, turf & ornamental markets, specialty and related industries. FMC Corporation is a diversified chemical company serving agricultural, industrial and consumer markets globally for more than a century with innovative solutions, applications and quality products. In 2010, FMC had annual sales of approximately $3.1 billion. The company employs approximately 5,000 people
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throughout the world, and operates its businesses in three segments: Agricultural Products, Specialty Chemicals and Industrial Chemicals. We are proud that our chemistries are today helping to grow the world’s food, enabling new innovations in pharmaceutical delivery, contributing to a more sustainable energy supply, facilitating the remediation of our environment, and advancing the manufacture of hundreds of essential industrial products. Our commitment to technological innovation and improvement is a core value. So, too, is our commitment to ensuring that we operate our businesses ethically, safely, securely and in a sustainable manner. FMC believes we have a responsibility: To conduct business with integrity and comply with all applicable laws, adhering to a strict Code of Ethics and Business Conduct; To protect the health and safety of our employees, our communities and the public, and to operate our facilities in a manner that prevents harm to the environment; To minimize the vulnerability and ensure the security of our manufacturing and storage sites; and To conduct our operations in a way that promotes the long-term social and economic development of the communities in which we operate. From our beginnings, we have sought to serve our customers’ changing needs, understanding that we must earn their confidence and trust by performing to the highest standards and delivering on our commitments. These values extend to all aspects of our business conduct.









FMC Agricultural Products provides crop protection and pest control products
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for worldwide markets. The global business offers a strong portfolio of insecticides and herbicides. FMC is also a leader in innovative packaging for the industry. In the Specialty Chemicals Group, FMC Biopolymer is the world’s leading producer of alginate, carrageenan and microcrystalline cellulose. For more than half a century, manufacturers around the world have turned to FMC Biopolymer for the uncompromising performance and quality of these products. Also in the Specialty Chemicals Group, FMC Lithium is one of the world’s leading producers of lithiumbased products and is recognized as the technology leader in specialty organolithium chemicals and related technologies. In the Industrial Chemicals Group, FMC Alkali Chemicals is the world’s largest producer of natural soda ash and the market leader in North America. Downstream products include sodium bicarbonate, sodium cyanide, sodium sesquicarbonate and caustic soda. FMC Peroxygens is the market leader in North America for hydrogen peroxide and is the world’s leading supplier of persulfate products and a major producer of peracetic acid and other specialty oxidants. Risk Factors Safe Harbor Statement under the private Securities Act of 1995: Statements in this news release that are forward-looking statements are subject to various risks and uncertainties concerning specific factors described in FMC Corporation’s 2010 Form 10-K and other SEC filings. Such information contained herein represents management’s best judgment as of the date hereof based on information currently available. FMC Corporation does not intend to update this information and disclaims any legal obligation to the contrary. Historical information is not necessarily indicative of future performance.

FMC History
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In the beginning, there were pumps… 1883 Retired inventor John Bean set out to build a better insecticide spray pump. 1884 Bean patents his high-pressure continuous action spray pump and sets up shop behind his house. 1888 Bean's son-in-law David Crummey becomes the first president of the Bean Spray Pump Company. 1901 At the age of 82, John Bean creates the Magic Pump, a vertical pump that yields a higher pressure than any other pump on the market. 1904 On May 20, the Bean Spray Pump Company is incorporated. 1928 Stock for the newly renamed John Bean Manufacturing Company is introduced on the San Francisco Exchange on Sept. 14. On Oct. 1, the acquisitions of AndersonBarngrover Co. and Sprague-Sells (canning machinery) make the Bean Company the world's largest food machinery manufacturer. A contest is held for a new company name; the winning entry is Food Machinery Corporation. 1929 FMC opens export department offices in New York and San Francisco.

Corporate Governance Maintaining the moral, ethical and law-abiding heritage that has been a cornerstone of FMC’s success for more than 120 years begins with a strong commitment from the Board of Directors. Our directors bring integrity, successful business experience, stature in their own fields of endeavor, and diversity of perspective to FMC’s Board. They have been selected based upon their ability to render careful, thoughtful, independent and logical judgments on difficult and complex issues, while being able to assimilate relevant information and arrive at firm conclusions quickly when circumstances require

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FMC CORPORATION STATEMENT OF GOVERNANCE PRINCIPLES, POLICIES AND PROCEDURES

The Board of Directors of FMC Corporation is responsible for overseeing the affairs of the Corporation, either directly or indirectly through delegation to management, for the primary benefit of the shareholders. GOVERNANCE PHILOSOPHY In carrying out its responsibilities to the shareholders, the fundamental roles of the Board of Directors are (1) To ensure continuity of leadership; (2) To ensure that a sound strategy for the success of the enterprise is in place, understood and being pursued; and, (3) To ensure that financial and management resources are available and control systems are in place to carry out that strategy. The Board will represent the shareholders best by supporting a strong Chief Executive Officer and top management team, who in turn provide leadership throughout the Company. The Board will provide accountability, objectivity, perspective, judgment and in some cases, specific industry or technical knowledge or experience. Relevant diversity of experience, background and perspective among Board members is desirable, but representation of specific constituencies is not. Much of the administrative work of the Board will be done by Board Committees, which should be led by Directors who know the company well.

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The Board should exercise selectivity and restraint in governing the Corporation, and review FMC's governance requirements periodically, recognizing that these change over time. Too little governance does not allow responsible shareholder representation; too much governance hampers leadership and distracts management. The Board and its members should take care not to act...or appear to act...in a way that supplants or under cuts the Chief Executive Officer in leading and managing the business. In like manner, the Chief Executive Officer has an obligation to deal openly and directly with the Board of Directors. This Governance summary, accordingly, sets forth statements of principle, policy, and procedure that relate to the responsibilities and activities of the Board of Directors and the Nominating and Corporate Governance Committee of FMC Corporation. It covers: • The responsibilities of the FMC Nominating and Corporate Governance Committee • • FMC Directorship qualifications Procedures related to Director-candidate screening and nomination, performance evaluation, and • policies related to Director retirement

RESPONSIBILITIES AND PROCEDURES OF FMC CORPORATION Specifically, the Committee shall: 1. Review and determine directorship qualifications.
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2. Review, recommend and prioritize criteria for Board composition (size, proportion of “independent” Directors and timing of additions and changes). 3. Search out, screen and recommend candidates for Board membership, and consider candidates for Board membership submitted by shareholders or other interested parties. 4. Establish Board retirement policies, subject to full Board approval 5. Review annually Committee performance; ensure that overall evaluation of Board and Committees is undertaken annually. 6. Recommend the number, function, composition and Chairmen of Board Committees. 7. Recommend Board meeting format and modus operandi. 8. Approve Board meeting schedules (and review management recommendations for Board field trips). 9. Review and approve Board and Board Committee compensation (levels, elements, form and process of review); ensure that there is sufficient stock ownership by the Directors. 10. Review annually governance principles and current corporate governance issues and recommend positions to the full Board. 11. Review at least annually, or more frequently as circumstances dictate, the “independence” of each director (as such term is defined by the SEC and the NYSE and the attached Corporate Governance Principles) and report its determination to the full Board for review and approval. 12. Recommend to the Board within ninety days after certification of the election results, whether to accept or reject an incumbent Director’s resignation, or whether other action should be taken, in the event such incumbent Director nominee fails to receive the required
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number of votes for reelection. The Committee shall meet as scheduled by the Chairman, no less than three times annually. Recommendations for items to be addressed by the Committee may be made by any Board member to the Committee Chairman. The Committee shall have the authority to retain executive search firms to find potential Director nominees and shall have the sole authority to approve the fees and terms of the engagement. The Corporate Secretary will serve as the Executive Secretary to the Committee.

FMC DIRECTORSHIP QUALIFICATIONS The following statements of policy and preference will provide guidance to the Nominating and Corporate Governance Committee in its considering, selecting and recommending candidates for approval by the full Board of Directors of FMC Corporation. Directors will be selected based on integrity, successful business experience, stature in their own fields of endeavor and diversity of perspectives they bring to the Board. In seeking candidates who possess diversity of perspective, the Committee shall consider candidates whose diversity is based on race, gender, industry experience, type of position held, or other corporate board experience. A substantial representation of the independent Directors should be active or retired senior executives. Outside Directors also will be chosen based on recognized experience in FMC's lines of business, and leadership in such areas as government service, academia, finance and international trade. Every Director shall be capable of careful, thoughtful, independent and logical judgments on difficult and complex issues, but also able to assimilate relevant information and arrive at firm conclusions quickly when circumstances require. He or she shall examine issues
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with an inquiring mind and with objectivity, but always toward the interest of the Corporation. A Director should be inquisitive, generally supportive of the Corporation and management, but not blindly so; able and willing to enter into intelligent and probing discussion to seek out and sufficiently understand basic issues and facts. However, a Director should also be cooperative and not unduly argumentative, except in matters of principle, after the Board has reached a proper consensus on issues. A Director should view issues FMC faces from the shareholders' perspective, and thus should be in compliance with the Corporation’s Director Stock Ownership Policy. In addition to attending meetings, a director should be expected to devote the "outside" time necessary to the problems, opportunities and progress of the Corporation. A Director must also be willing to commit the time required for normal attendance at all meetings of the Board and assigned Board Committees, and to give appropriate attention to materials and information provided between meetings. Any outside Director should be sufficiently independent financially (through means not associated with the Corporation) so that his or her independence is not compromised by remuneration paid by the Corporation for Director services. More specifically: 1. The appropriate Board size is from 7 to 12 Directors 2. A range in Director age is desirable to allow staggered retirement and replacement of desired skills on a planned basis with appropriate continuity. Additionally, a new Director should be enough below the Board's retirement age to provide the Director and the Corporation a sufficient period of service to justify the involvement. 3. "Inside" Directors will generally be limited to the Chief Executive Officer, although some flexibility is to be expected at the time of executive succession. A substantial
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majority of Directors (at least two- thirds) shall at all times meet the definition of “independent” set forth in the attached Addendum. 4. Exclusions: We will not generally seek new Board members who do not meet the definition of “independent” , or who are associated with potential competitors, major suppliers or major customers, or service firms; relatives of the Chief Executive Officer or other Directors will not generally be considered.

Commitment to Ethics

As part of FMC’s commitment to conduct business with integrity and comply with all applicable laws, we maintain a strict Code of Ethics and Business Conduct – a set of legal and ethical principles that is periodically reviewed and approved by the Board of Directors. Although laws and standards vary from country to country and culture to culture, our common goal and continuing commitment is to maintain equally high standards wherever FMC operates. For more details, see FMC Corporation’s Code of Ethics and Business Conduct. Ethical behavior is an individual responsibility. Regardless of position or location, behavior reflecting the highest ethical standards is expected of all directors, employees and others who are bound by the FMC Code. No one at FMC has the authority to violate or require conduct by another employee or any other person that violates the Code, other FMC policies, or the law. FMC’s commitment to the Code starts at the top of the corporation; directors, officers, all employees and others bound by the Code are responsible for becoming familiar with and abiding by it. This includes FMC Corporation, its subsidiaries, affiliates, joint ventures and all other entities, that, in each case, are directly or indirectly controlled or managed by FMC; the employees and directors of these entities (to the extent applicable to their work for FMC); and consultants and other independent contractors in their work on behalf of FMC. We understand that no Code could anticipate every possible ethical or legal
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situation. That is why we insist that wisdom, discretion and sound judgment also serve as reliable guides. Failure to carry out the Code’s responsibilities can lead to disciplinary action, including discharge. FMC provides an Ethics Response Line which operates “24/7” and is accessible from nearly every point on the globe. The Ethics Response line ensures anonymous and confidential reporting of violations Worker Respect FMC believes that all employees have the right to work in an environment that is free from harassment, intimidation and discrimination. FMC is free of discriminatory conduct. All management personnel are responsible and accountable for assuring that the environment at Any form of harassment will not be tolerated. And throughout the world, in the 26 countries in which the company operates, we treat our employees fairly, respecting their collective bargaining rights, consistent with local laws.

CHAPTER-3 RESEARCH METHODOLOGY
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“Research is simply a systematic and refined technique of thinking, employing specialized tools, instruments, and procedures in order to obtain a more adequate solution of a problem than would be possible under ordinary means. It starts with a problem, collects data or facts, analysis these critically and reaches decisions based on the actual evidence. It evolves original work instead of mere exercise of personal. It evolves from a genuine desire to know rather than a desire to prove something. It is quantitative, seeking to know not only what but how much, and measurement is therefore, a central feature of it.” OBJECTIVES: • • • To study the performance appraisal method conducting by the FMC Corporation To analyze the awareness and satisfaction of the employee in. To identify how far organization succeed in conducting performance appraisal.

HYPOTHESIS: Does the Performance Appraisal at FMC Corporation give the positive and effective response from employee? STUDY AREA AND PROBLEM DEFINITION: Conducting study on Performance appraisal at FMC Corporation, which is having all type of employees as it is manufacturing unit for different products. Rating Scale Performance appraisal is using by the company by the last few years with effective and deliberate response form the employees. Performance Appraisal is one of the key factor for analyzing the employee strength and weakness to provide compensation according to their performance which is for the growth of the organization. TYPE OF RESEARCH: The present project is Descriptive in nature, the data based on facts collected with the help of the tools and presented in the form of pie chart and bar-charts, and percentages, describing present status of the appraisal technique adopted by the organization. • Sample size : 80 employees(Engineers, Supervisors, and operators)
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• •

Mode of data collection : Questionnaire and interview method Data collection tool : Questionnaire.

RESEARCH APPROACH: There are basically two types of approaches to research: Qualitative and Quantitative. Quantitative: This approach involves generation of data in the quantitative forms, which is subjected to rigorous analysis, this approach was includes the statistical analysis. Quantitative: This approach is more subjective with respect to attitudes and opinions. This approach has been adopted by administering a questionnaire to collect the data for study. SOURCE OF DATA COLLECTION: Data is the collection of the individual records in the form of numerical, words…etc for the evidence of research. This can be done using the collection from different methods. PRIMARY DATA: The data that has been analyzed and observed by the researcher for the first time to their knowledge. It is considered more reliable. • Primary data collected form Engineers, Supervisors and Operators, with respect to the content like their satisfaction, knowledge, feedback, Objectives of appraisal form…etc. SECONDARY DATA: This data is the statistics not gathered form immediate study at hand but for some other purpose. The secondary data for the study was collected mainly from appraisal form, website. SAMPLE DESIGN: It is definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting items for the sample. POPULATION: It refers to the aggregate of data source or any aggregate from which data is collected .Unrevised is the target group of study and is finite. SAMPLE SIZE: A sample is a small portion of the population. In the study a sample of 80 employees who are engineers, supervisors and operators.

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TOOLS AND TECHNIQUES USED FOR ANALYSIS: The basic tools used for the study were questionnaire and interview methods. QUESTIONNAIRE: A questionnaire handed with engineers, supervisors, and operators based on the various aspects of performance appraisal form. Questionnaire was prepared on the basis content in appraisal form of the company which is helpful to understand and brings the awareness about the technique. INTERVIEW: Continuous interaction with various industry people provided me knowledge on various helpful industry activities. And satisfaction and assessment level employee, training programs within in the organization came to figure in mind. The following are the techniques used to analyze the data collected. PIE DIAGRAM: The circle is divided into number of sectors representing the values of the data in identifying the accurate distribution. TABULATION: The classified data is represented in an orderly way and this calls for systematic representation of data. DATA ANALYSIS: The analysis of data took place form the questionnaire and company appraisal form. And questionnaire date has been analyses on the basis of the pie-charts and tabulation. The quality factor has been converted into quantity factor to measure and presented the data and the inference has provided.

CHAPTERISATION: The chapterisation has been done according to the design of the study and it has been carefully divided into five chapters. 1. The first chapter describes the introduction to the topic of the training and also elaborates the importance of appraisal for the organization. It also provides major objects and scope of the study. 2. The second chapter gives the organizational, providing vision and mission of the organization and business strategies and philosophy’s.
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3.

Third chapter describes the research methodology, the types of research conducted, the source of data collection, and techniques used in the analysis.

4. The fourth chapter displays the data analysis 5. Final conclusions and findings are dealt with in the fifth chapter.

DATA TABULATION

CAPTER-4 DATA ANALYSIS ANALYSIS OF APPRAISAL FORM:
Rating scales of performance appraisal form: As FMC Corporation using the method of rating scale mechanism for conducting appraisal of the employee the questionnaire was designed on the basis of the content in the appraisal form. CONTENTS OF PERFORMANCE APPRAISAL FORM: 1. Quality of work • Consider accuracy, thoroughness, effectiveness. • Pressure, ability to meet standards of quality. • Use of time and volume of work accomplished. • Work output matches the expectations established. 2. Quantity of work • Competence, thoroughness, and efficiency of work regardless of volume. • Neatness and accuracy.

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3. Teamwork: • Establish and maintain effective working relationship with others. • Shares information and resources with others • Follows instructions of supervisor and respond to requests from others in the team in a helpful manner. • Contributing work and effort to group performance to meet agreed upon objectives and achieve team success 4. Job knowledge • Application of appropriate level of technical and procedural knowledge in specific field • Degree of technical competence • Understanding of job procedures, methods, facts and information related to assignments. • Perform duties with minimal supervision but seek guidance where and when appropriate to the job, consults the appropriate staff

5. Initiative • Consider the extent to which the employees sets own constructive work practice and recommends and creates own procedures. • Self-starter, develop and implement new methods, procedures, solutions, concepts, designs and/or applications of existing designs or procedures. • Accepts additional challenges and responsibilities and willingly assist others, self-reliant. • Completes assignment on time. 6. Interpersonal relations • Consider the extent to which the employee is cooperative, considerate, and tactful in dealing with supervisors, subordinates, peers, faculty, students and others.

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7. Health and safety compliance • The degree to which he or she complies with or over sees the compliance with university safety rules. • The following are also to be completed for supervisory personnel and members of the administrative staff.

8. Communications abilities Performance appraisal of communications includes elements as: • Ability to listen and understand information; • Presents information in a clear and concise manner. • Knows appropriate way of communicating with immediate superiors and the management • Demonstrates respect for all individuals in all forms of communication 9. Planning and organizing: • Adapting to changes and using resources effectively; • Maintains confidentiality as appropriate. • Setting objectives, establishing priorities, developing plans; • Arranging work schedules and prioritizing work to meet deadlines. • Know when to ask for clarification before proceeding on a work project.

10. Problem analysis and decision making • Anticipating problems and facilitate problem resolution. • Willingness to make necessary and immediate decisions given incomplete information. • Understanding practical and workable solutions. 11. Staff development
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• The extent to which the individual provides guidance and opportunities to his or her staff for their development and advancement in the university. 12. Dependability • Starts work at appropriate time. • Respects time allowed for breaks and lunch. • Helps ensure work duties are covered when absent.

QUESTIONNAIRE ANALYSIS:

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Analysis of data has taken out based on the data collected with questionnaire methodology of 80 employees as sample size.it is the interpretation of the data for the evaluation of performance appraisal system with the organization. 1. Do you have knowledge on performance appraisal system fallowed by your organization?

Parameters Yes Responses 43 Percentages 53.75

Partly 35 43.75

No 0 0

Well-known 2 2.5

Performance appraisal system is which for calculating employee strengths and weaknesses of the employee. The above inference shows that awareness of PA system in the organization which is 54% people known about this and 44% people known partly, which is required much awareness among the employees. Because employees will assess on the basis of their performance and they get compensation on the basis of this, which is helps to improve the productivity.

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2. Why performance appraisal system required?

Responses To give the promotions To increase the salaries To evaluate the employee ability To give the training where it needed For job rotations

yes 68 77 68 40 33

% 85 96.2 5 85 50 41.2 5

No 12 3 12 40 47

% 15 3.75 15 50 58.75

Company will conduct the performance appraisal to give the promotions, increments, and training assessments where it required, which gives the clear idea about the employee status at the workforce. From the above inference training requirements based capturing is less in the employee during appraisal it has balanced opinion about the training.

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3. Who will appraise you?

Parameters Responses Percentage s

supervisor immediate superior 18 44 22.5 55

HR department 7 8.75

others 11 13.75

Performance appraisal conducted by the different people on the basis of employee designation and cadre of the employee in the company. Form the above inference the performance appraisal will conduct by the supervisors superiors HR department and by the
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head of the departments. As it is manufacturing based company 22% are supervisor for asst. operators, 55% are immediate superiors for operators, and 9% are HR department for the mangers.

4. On what basis does performance appraisal will conduct?

Parameters

based on

relationship superiors 12 15

with presence productivity 5 6.25

and Others 4 5

work Responses 59 Percentages 73.75

38

Performance appraisal will conduct on the basis work and productivity of the employee. From the inference we can observe that 74% employees binding towards the work appraisal but it has to consider the productivity, because these two are the proportional to each other. When the strategic enlargement is required in a company should focus on the work, presence of the employee with the productivity.

5. What kind of performance appraisal will conduct?

Parameters

raking scale

check method

list confidential report

critical incident

performance test

easy method
39

Responses

67

1 1.25

5 6.25

7 8.75

0 0

0 0

Percentages 83.75

FMC Corporation is following the grading mechanism which suitable for the manufacturing unit. Here the employee will give the grading to their performance and presence which will helps to identifying the key positioning roles with their roll. This type of mechanism will gives the employee frequency towards the work this will be given on the basis of qualification, work position, experience...Etc.

40

6. How often performance appraisal does conducts?

Parameters

once in a once months 10 12.5

in

6 every week 2 2.5

once months 2 2.5

in

3

year Responses 66 Percentages 82.5

FMC Corporation conducts the appraisal yearly once to give the increments and promotions. From the above inference the company will conducts the appraisal yearly once is 82% will is the reliable. Company wants to conduct the appraisal for estimation of the employee increments, which is the better way for giving the increments.

41

7. What do you feel about this system?

Above Parameters Responses Percentages good 35 43.75 average 38 47.5 bad 6 7.5 aveg. 1 1.25

42

Although the appraisal will conducts to estimate the employee capability but the company appraisal among the employee is satisfactory, we can know from the inference of the employee.

8. Does performance appraisal give the potential to your work?

Parameters true Responses 31 Percentages 38.75

partly 36 45

not true 9 11.25

very true 4 5

43

`

The above inference implies that people are satisfied with the PA system in FMC Corporation believe that it provides scope for developing their potential. This may be due to the fact that the self-appraised of the appraise invites suggestions on job enrichment, training needs and steps to be taken to improve individual’s effectiveness. Whereas the above inference showing that potential level of increment is 45% partly so company has to improve in the sense of giving complete backup to the employee.

44

9. 9.Do you have self-appraisal system?

Parameters yes Responses 44 Percentages 55

no 36 45

The presence of self-appraisal procedure in the PA appraisal system is an important reason for the above inference. The self-appraisal includes questions on major achievements, constraints in performance, type of training required, tasks or activities undertaken successfully during the year, problems faced etc. It also includes suggestions on making the job interesting and challenging and plans to improve effectiveness. Due to this fact, most of the employees may have felt that they were participating actively in their own appraisal by self -review and reflection on various issues.

45

10. Does employee get the regular feedback?

Parameters Yes Responses 35 Percentages 43.75

no 45 56.25

The above inference shows that the PA system Company does not giving the feedback about performance to its employees. It helps anticipating work needs in order to arrange work in logical order. It also helps in devising efficient methods to attain predetermined plans. Again due to flexibility in job content, some people may have found problems in planning their performance systematically.

46

11. How much you have satisfied with the system? . Parameters a.10-30% Responses 14 Percentages 17.5 b.40%60% 28 35 c.60%-80% d.100% 30 8 37.5 10

47

The employees do not want a fixed increment for their great performance. The company should make recommendations related to salary on the basis of regular performance feedback about every employee since the frequency of performance measurement varies from department to department; it is difficult to carry out this work smoothly so the satisfaction level low.

12. Do you feel the fallowing are necessary for employee appraisal?

Discipline Attendance Job knowledge Relation with employee Plan of work Decision making Guidance Performance Absenteeism Integration Dependency

Yes 80 79 78 80 78 75 74 80 57 74 75

% 100 98.75 97.5 100 97.5 93.75 92.5 100 71.25 92.5 93.75

No 0 1 2 0 2 5 6 0 23 6 5

% 0 1.25 2.5 0 2.5 6.25 7.5 0 28.75 7.5 6.25
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Participation

80

100

0

0

A performance appraisal system, which is perceived as bias -free by its executives, is an achievement for the organization. In the PA system the reporting officer appraises a section of people whereas the reviewing officer appraises the performance of an entire department. Also the reviewing officer is the immediate superior of reporting officer. Any disagreement between the assessments of an employee has to be duly discussed and recorded. Also, any noticeable difference of opinion between self-appraisal and appraisal by reporting officer has to be accounted for. All the above factors help in correcting the biases, if any of reporting officer.

13. Are you facing any fallowing problem during appraisal?

Analysis of skill Usage of logics Self-opinion description Participation in decision making Unable to reveal self description

yes 17 8 12 6 15

% 21.25 10 15 7.5 18.75

No 63 72 68 74 65

78.75 90 85 92.5 81.25

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FMC CorporationPerforming the appraisal in a sequential manner like appraisal by the supervisor, immediate superiors which makes the proper meaning like ordering in the top to bottom which is a correct in the sense of analyzing the employee by the their superios.

14. Do you think performance appraisal system gives the real justice?

50

Parameters yes Responses 18 Percentages 22.5

partly 50 62.5

no 12 15

Performance appraisal will give the employee ability to the organization and compensation in the form of increments and promotions. If the implementation reaches the in the parallel level this system will gives the real justices for every employee. From the inference 65% of the people are satisfied with their appraisal.

51

15. Have been selected for any training after PA system conducted?

Parameters yes Responses 29 Percentages 36.25

no 51 63.75

52

Performance appraisal is major asset for employee estimation it gives the employee status whether he require the training or not and the require areas for training. So performance appraisal will choose the employee for training.

16. Does training will effects your performance?

Parameters yes Responses 52 Percentages 65

no 28 35

53

For every employee training is required to take the right job at the right place at the same time when the new work is entered in the organization training is needed for analyzing the new operations. So the company needs training to increase the efficiency and to polish the work where they are in.

17. Does Performance appraisal give the improvement in promotions and salaries?

Parameters Responses

Yes 28

Partly 43 53.75

No 9 11.25

Percentages 35

54

The performance appraisal is completely need based the organization recognizes and promotes high achievers only if there are vacancies available in the organization by finding their strengths and weaknesses. This has a negative impact on people who are not rewarded and promoted duly for their good performance. There should be a system of rewarding employees either in monetary terms or in terms of recognition.

18. Does your company conduct the counseling after the appraisal?

55

Parameters yes Responses 18 Percentages 22.5

partly 36 45

no 26 32.5

For growth of the company employee counseling is more important to reach the organization goals, FMC Corporationis providing the counseling on safety measurements and welfare activities only.

56

19. What kind of an appraisal system will bring out the best of you?

Parameters

Appraisal

by Appraisal

by Appraisal

by Appraisal by reference

all superiors Responses 8 Percentages 10

immediate superior 50 62.5

reference team team and self 10 12 12.5 15

This shows that the relationship between appraiser and appraise, in Jocil Ltd, with respect to planning the performance is quite good. The subordinate in planning his performance. The appraiser helps appraise in testing the soundness of his goals as well as of his plans for achieving them. This implies that there is active participation of both appraiser and appraise in performance planning. The reason behind ‘Not True’ answer may be due to the fact that many jobs in Jocil are not well defined and therefore an
57

elaborate planning on them is not done.

CHAPTER-5 OBSERVATIONS AND FINDINGS
1) Presence of a firmly implemented career plan- good sense of growth. 2) High proportion of routine work- during training and immediately after. 3) Organization climate• • • • • • • • • Well analyzed goals are set. Good and effective performance appraisal strategies applied. All the strategies are fair and objective. The employees are well aware of what is expected of them. Proper feedback is not given by management. Supervisors are patient with the employees’ problems. Good performance leads to annual increments and promotions. Training and development programs are not very effective and helpful. The purpose of Performance Appraisal System followed in the company is fulfilled.

58

CONCLUSIONS
The FMC Corporation adopted the rating scale performance appraisal mechanism which most suitable for the manufacturing unit, since it is an agro based manufacturing company. The employee satisfaction average compare to the executive level employees. The certainty in the technique is being maintained from the last 10 years in the company. Organization is widely using the appraisal method for the beneficiary of
59

the employee in the sense of promotions and increment in salary. The finding can be found from the analysis of data collected in FMC Corporation 1. The knowledge on performance appraisal to the employee is good and some of them are having just knowledge on the technique. 2. Most of the employees are known that who will conduct the appraisal and when it will conduct but reaching the knowledge of appraisal system to every employee is required. 3. Majority of the employee satisfaction is 47.5% average on the technique used within the organization. 4. Employees are feeling the performance appraisal technique will gives the good result if the utilization is implements perfectly. 5. The chance for improving the self-appraisal should be more because 45% of the employee feeling there is no chance for self-appraisal, it will increase potential to the organization. 6. Proper feedback should be given to the management cadre staff at fixed time periods, so that the employee increase the performance based on their remarks. 7. Training and counseling classes are less in according to the data; it should be improved for the befit of the organization goals and Effective training and development programs should be held. 8. Exemplary rewards should be given for unique achievements of the employees. 9. Employees are facing some problem with decision making in the work culture and in the Free hand in decision making.

10. Performance appraisal system should be extensively used in job rotation AND up gradation of basic qualification of all workers to be taken in future based on their performance.

60

11. Uniform growth is required in the salaries and promotions, because it will gives the employee satisfaction in high level which is for the achievement of the organization. Performance appraisal technique is meant for assessing the employee strengths and weakness, to provide compensation to the employee. So that company should concentrate more on individual development and reward for employee work should be there. If implementation and analysis on the paper implements in more physical activity the satisfaction level of the employee will increase as well as path to reach the organization goal also easy.

RECOMMENDATION LIMITATIONS

61

Questionnaire Employee details: Name Sex Job details : : : Age Experience : :

1. Are you aware that your organization fallowing the performance appraisal system? a) c) yes no b) d) partly well known

2. Why performance appraisal system required? Yes a) To give the promotions b) To increase the salaries c) To evaluate the employee ability d) To give the training where it needed e) For job rotations ( ( ( ( ( ) ) ) ) ) No ( ( ( ( ( ) ) ) ) )
62

3. Who will appraise you? a) c) supervisor HR department b) d) immediate superior others

4. On what basis does performance appraisal will conduct? a) c) based on work presence and productivity b) d) relationship with superiors others

5. What kind of performance appraisal will conduct? a) raking scale c) confidential report e) critical incident b) d) f) check list method performance test easy method

6. How often performance appraisal does conducts? a) once in a year c) every week 7. What do you feel about this system? a) good c) bad b) d) average above average b) d) once in 6 months once in 3 months

8. Does performance appraisal give the potential to your work? a) c) true not true b) partly

9. Do you have self appraisal system? a) Yes b) no

10. Does employee get the regular feed back?
63

a)

Yes

b)

no

11. How much you have satisfied with your company PA system? a) c) 10-30% 60-80% b) d) 40-60% 100%

12. Do you feel the fallowing are necessary for employee appraisal? Yes a) Discipline b) Attendance c) Job knowledge d) Relation with employee e) Plan of work f) Decision making g) Guidance h) Performance i) Absenteeism j) Dependency k) Integration l) Participation ( ( ( ( ( ( ( ( ( ( ( ( ) ) ) ) ) ) ) ) ) ) ) ) ( ( ( ( ( ( ( ( ( ( ( ( No ) ) ) ) ) ) ) ) ) ) ) )

13. Are you facing any fallowing problem during appraisal? Yes a) Analysis of skill b) Usage of logics ( ( ) ) ( ( No ) )
64

c) Self-opinion description d) Participation in decision making e) Unable to reveal self description

( ( (

) ) )

( ( (

) ) )

14. Do you think performance appraisal system gives the real justice? a) c) yes no b) partly

15. Have been selected for any training after the appraisal conducted? a) yes b) no

16. Does training will effects your performance? a) yes b) no

17. Does Performance appraisal give the improvement in promotions and salaries? a) c) true not true b) d) partly very true

18. Does your company conduct the counseling after the appraisal? a) c) yes no b) partly

19. What kind of an appraisal system will bring out the best of you? a) c) appraisal by all superiors b) appraisal by immediate superior appraisal by reference team c) appraisal by reference team and self
65

REFERENCES AND BIBLIOGRAPHY • • •


T V Rao, 1999, Appraisal & Development ,Managerial Performance , T V Rao Learning systems Pvt. Ltd, Excel Books Carey and Janice Keefe, 2003, Performance appraisal Phrase Book , Adams Media Carl G.Thor ,2004, Designing Feedback , Viava Management Library. Angelo S.DeNisi, 1996, A Cognitive approach to performance appraisal, published in the Taylor & Francis e-Library. Jan Jonker & Bartjan Pennink, 2010, The Essence of Research Methodology, Springer-Verlag Berlin Heidelberg .
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P. Subba Rao, 2006, Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing House.

Web Resources: • • • • www.google.com www.gigapedia.com www.performance-appraisal.com www.appraisals.naukrihub.com

APPENDICES

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