Yamaha HR
Content
Performance Appraisal System at YAMAHA
COMPANY PROFILE Yamaha Motors Escorts Ltd. was a joint venture company formed by the alliance of Escorts Ltd. and Yamaha. The flagship company of Rs. 3!! crore Escorts group a major plant in the engineering industry in "ndia including two wheeler business and Yamaha Motors #orporation$ %apan. &$'!! crore global giant in two wheeler with ! facilities in '( countries. The company started operating in )*+( as Escorts Ltd. ,Yamaha Motor #ylinderits first product in road. "n )** it became a joint venture with eual share of (!/(! (!/ (! wi with th Esco Escorts rts group. group. "ndia "ndia and YM#$ YM#$ %apan %apan and and was was named named Escor Escorts ts Yamaha Ltd. "n 0ugust &!!!$ Escorts group sold its &'1 sta2es to YM# %apan and the joint venture again changed to one sided domination and the name of the company became Yamaha company Yamaha Motors Motors Escorts Escorts Ltd. Though Though not an "4 certifie certified d compa com pany ny but but sti stillll the the compa company ny has 2ept 2ept and and sust sustain ained ed very very good good uali uality ty standards in its wor2ing and products. The company became )!!1 %apanese on )st 0ugust &!!) and the name finally changed to Yamaha Motor "ndia 5vt. Ltd. "mportant facts about urajpur and 6aridabad 5lant. ).
urajp jpu ur pla plan nt wa was es establis blish hed iin n )* )*+(.
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6arid ida abad pl plan antt wa was es establis blish hed in in )* )*(.
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The The tur turno nove verr of of ur uraj ajpu purr pla plant nt is arou around nd 7!& 7!& cro crore res s as comp compar ared ed to &!+ &!+ crores in 6aridabad plant.
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The The volu volume me of Moto Motorc rcy ycles cles proc procur ure ed in numbe umbers rs is &)) &))*)3 *)3 in ur uraj ajpu pur r plant in the year ending 3)st 8ec &!!) and in 6aridabad plant it was 77$&!!.
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Manp Manpow ower er in in ura urajp jpur ur pla plant nt is is )!'+ )!'+ and and com compa pare red d to to )*' )*' in in 6ar 6arid idab abad ad plant. 1
Performance Appraisal System at YAMAHA
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The The aver averag age e age age of of emp emplo loy yee in in ura urajp jpur ur is is 3( year years s wher where e as '( yea years rs in 6aridabad plant.
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There are about *(! *(! mac machine ines use used in urajp rajpu ur plant lant whe wherreas !! !! machines in 6aridabad plant.
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Tota tall land land area area in in ura urajp jpur ur is is 3( 3()3 )3+( +( s. s.mt mtrs rs.. in 6ari 6arida daba bad d it is )$&) )$&)$ $7' 7' s.mtrs.
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The build ilding ing area of ur urajpur pur in ('$+)( +)( mts mts. 0n 0nd d the bui buildin lding g area of 6aridabad plant is (!7+ s.mtrs.
OBJECTIVES OF THE COMPANY
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#hie #hieff pro profi fita tabl ble e cond condit itio ions ns in mid mid ter term m pla plan. n.
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9o further in investmen ment in in mid term.
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#onti #ontinu nuou ous s impr improv oveme ement nt in in dail daily y pro produc ductio tion n ,u ,uali ality ty distr distribu ibutio tion n and and cost-. cost-.
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Motiv ivat ate ed and char arg ged up em empl ploy oye ees.
The strength of YM"L lies in being a customer driven company. The country:s largest networ2 networ2 of nearly )!*(+ dealers in two wheeler industry starting with R;< )!!$ R;=$ R><)3($ Y?; )&($ Y8)&($ Y8))! ,#[email protected] it came up with a recently launched model Enticer A 6raBer
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Performance Appraisal System at YAMAHA
YAMAHA'S Y AMAHA'S MISSION MISSION THE MORE HEARTS YOU REACH. THE MORE HEARTS YOU TOUCH
YM"5L is a new company serving the customer needs by following Yamaha Motors corporate mission of creating CDandoC< a %apanese word that means <CTouching <CTo uching peoples people s FeartsC. "t is best way to describe an [email protected] that both moves and inspires. Dando also describes our spirit of challenge to create new value surpassing customer [email protected] YM"5L is committed to ma2e products that benefit from the s2ills and technology used by the Yamaha world wide. To fulfill customer satisfaction and meet the needs of "ndian mar2et YM" plans to produce one or more model m odel in the first year$ four models in three years. To achieve this goals YM" will pursue 3 major objectives within the company. The first is customers satisfaction. YM" is trying to do whatever is necessary to improve their dealer networ2 to ma2e its customers comfortable while dealing with Yamaha Yamaha Motors. The second is strengthening research and development "t is the mission of YM" to constantly produce what customers are loo2ing for by analyBing mar2et trends and changes. "n this regard its motto is Cpeed$ Guality$ Yamahas original designH. The third objective is optimiBing the internal wor2ing system. 4ne of the policy of YM" is that all its employee wor2 together as one$ aiming at a common goal. Y0M0F0 / The Dando #ompany is aiming to ma2e a significant contribution to the "ndian society and create products that the people of "ndia will ta2e to their hearts.
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Performance Appraisal System at YAMAHA
The company strive to be the strongest and most respected engineering concern in the country. This Th is is achiev achieved ed by clearl clearly y positi positioni oning ng its itself elf in a compet competiti itive ve envir environm onment ent enhance its brand euality products$ mar2et leadership$ enlarged customer base$ better cost controls and pricing opportunities. They feel responsible towards their employees. They believe to respect their dignit dig nity y and and re reco cogni gniBe Be its merit. merit. Each Each employ employee ee uphol upholds ds the the core core value values s of professionalism$ commitment and integrity in 2eeping with the highest traditions of the company Wage and Salary Ad!n!"#ra#!$n $% YMIL
0t YM"L YM"L there there are two two types of of employees employees ). The hourly rated wor2ers ,FRIs&. The monthly rated employees ,MREsThe FRIs are given salary on the basis of the number of hours they wor2. They are further divided into /< ). 8irect FRIs &. "ndirect FRIs 8irect FRIs are those which are directly involved with the production. "ndirect FRIs are those employees who are not directly involved with the production. The Th e FRIs FRIs belon belong g to the bargai bargaina nable ble categ category ory.. They They are are wor2 wor2ers ers and and the contract labourers who come under the trade unions. The MREs are given the salary on the basis of the number of days they wor2. The MREs bargainable are the peons$ cler2s and junior wor2ers. The MREs non< bargainable are staff members$ managers and officers.
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Performance Appraisal System at YAMAHA
The Iages and alary of the wor2ers depend on their basic. The FRIs and MREs are given grades as per the 4? done by them. 0t YM"L$ the basic for every grade is increased after negotiations with the trade union of the company and the management. The basic wages and salary can be computed as follows. FRI ?asic Iages J 9o. of hours of wor2 K IagesFour. MRE ?asic alary J 9o. of days of wor2 K alary8ay. 9o. of hours of wor2 in a month for FRI is &!+. 9o. of hours wor2 for MRE is )* hours.,certain departments- and for some it is &!+ hours. The following are the grades given to employees along with their wage scales. alary cales of MRE =rade ?asic alarymonth E& &&&' E3 &7)' E' &7)' E( &+) E &7)7 E7 &7)7 E+ &&&$ &+(& E* &7)* E)! 3)(3$ 3'7)
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Performance Appraisal System at YAMAHA
S#a#een# "&$!ng E$l(en#") W$r*en and "#a%%)
s.no 1.
Particulars Basic (/month)
Amount (Rs.)
2.
Night Shift Allowance(/day)
15
3. . 5.
Washing Allowance (/month) !ea Allowance (/month) "il# Allowance (/month)
20 25 35
$ '..
% eAsonal ay (/month)
23&1$..&5%iect *in# With od+ction , $00 2. -n -ndi die ect ct *in *in## With With
&.
od+ction , 23 1. %iect *in# With
-ncenties (/month)
od+ction (100) , 3&50 2. in indi die ect ct *in# *in# Wit With h
A (/month) oneyance Allowance (/month) 4a. Allowance 4d+cational Allowance (/month) *!A (/ann+m) "edical Allowance (/ann+m) 6etime
od+ction ('0 ) , 2$5 1$10/1$20/1$30 '0 550 200 5112 3300 !wice of Basic 7 7 %A (as
1$.
Bon+s
8e factoy act) As 8e the com8any
1'. 1&. 1. 20.
anteen Allowance "onthly Attendance Bon+s 9nifom : cotton Shoes
8efomance. NA NA 3 8ais a yea. 2 8ais a yea.
. 10. 11. 12. 13. 1. 15.
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Performance Appraisal System at YAMAHA
Supervisors : S.no
Particulars
Amount(Rs.)
1. 2. 3. .
A oneyance Allowance (/month) Night shift Allowance %A (/month)
50 of the ;asic 7%A 7 1&00 50 (10 " : 5 A") 3'00
5. $. '.
"edical Allowance (/ann+m) *!A (/ann+m) Bon+s
6ne month ;asic 1 < of ;asic As 8e com8any 8efomance
OBJECTIVE OF THE STU+Y The main objective of the study is/ 7
Performance Appraisal System at YAMAHA
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To critically analyBe the performance appraisal system in Yamaha Motors "ndia 5vt. Ltd.
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To gain familiarity with the organiBational environment and the wor2 culture [email protected] [email protected] in the organiBation.
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To study the personnel environment
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The The purp purpos ose e of the the stud study y is to to evalu evaluat ate e the the impa impact ct of of perfo performa rmanc nce e appraisal system carried out in this organiBation.
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"t is to see how the present performance appraisal system has contributed to the efficiency and effectiveness of the employees in the organiBation.
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The objective objective of the study is also to feel the pulse of the employees employees views and other suggestions.
6inally$ to observe the short comings of the appraisal system in the organiBation and suggest ways to overcome them so as to enhance the performance of the employees in the organiBation.
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Performance Appraisal System at YAMAHA
RESEARCH METHO+OLO,Y The research was carried out by 2eeping in mind the objective of the study for this purpose both the primary data and the secondary data was collected so that a proper analysis can be done. 6orr secon 6o seconda dary ry data data the the refer referenc ence e from from the prev previou ious s years years resea research rch files files A employees handboo2$ and the material provided by the company was ta2en but for primary primary data a uestionn uestionnaire aire
was prepar prepared ed and distribut distributed ed both to the
managers and wor2ers. 0 sample of (! was collected more over some personal interviews were also done with the employees to get the proper insight of the system.
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Performance Appraisal System at YAMAHA
INTRO+UCTION TO PERFORMANCE APPRAISAL
HISTORY OF PERFORMANCE APPRAISAL SYSTEM
Employee appraisal techniues are said to have used for the first time during the first world war$ when at the instance of Ialter 8ill cott$ the army adopted the man to man rating system for evaluation of military personnel. 8uring )*&!<3! period per iod$$ relati relation onal al wage wage struct structure ures s for hour hourly ly paid paid wor2e wor2ers rs were were adop adopted ted in industrial units. nder this system$ the policy of giving grades wage increments on the basis of merit was accepted. These early employee plans were called CMerit rating programsC which continued to be so called up to mid <(!s. ?y then$ most of these plans were of the rating scale type$ where emphasis was given to factors$ degrees and points. "n the early (!s however$ attention began to be devoted dev oted to performa performance nce appraisa appraisall of technic technical$ al$ professi professiona onall and manager managerial ial personnel. ince then$ as a result of [email protected] and a great deal of study$ the philoso phil osophy phy of perform performanc ance e appraisa appraisall has under under gone gone a tremend tremendous ous change. change. #onseuently$ a change has also ta2en place in the terminology used. 9ow$ the older old er phra phrase se CMerit CMerit rating ratingCC is largel largely y restr restrict icted ed to the ratin rating g of hourl hourly y paid paid employees and is used freuently in developing criteria for salary adjustments$ promot pro motio ions$ ns$ transf transfers ers etc.. etc.. The The later later phra phrase$ se$ C5ers C5erson onne nell appr apprais aisal al
place place
emphasis on the development of the individual as and widely used to evaluate$ technical$ professional and managerial personnel. MEANIN,
5erformance 5erforman ce appraisal is a method of evaluating the behaviour of employees on the wor2 spot$ normally including both the uantitative and ualitative aspects of job performance. performance. 5erformance 5erformance here refers to the degree of accomplishment accomplishment of the tas2 that ma2e up an individuals job. "t indicates how well an individual is fulfil ful fillin ling g the job job dema demand nds. s. ome ome of the impor importan tantt featu features res of perf perform orman ance ce appraisal may be captured as follows/
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Performance Appraisal System at YAMAHA
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5erformance 5erformance 0ppraisal 0ppraisal is a systematic systematic description description of an employees employees job relevant strengths and wea2nesses.
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The basic purpose is to find out how well an employee employee is performing performing the job and establish establish a plan of improvement. improvement.
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0ppraisals are arranged periodically according to a definite plan.
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"t is a continuous process in every large scale organiBation.
+EFINITIONS C5erformance 0ppraisal has many facets. "t is an [email protected] in observation and judgment. "t is a feedbac2 process and it is organiBational organiBational intervention. intervention. "t is a measurement process as well as an intensely emotional process. 0bove all$ it is an [email protected]$ human process. Ihile it is fairly easy to prescribe how the process sh shou ould ld wor or2$ 2$ desc descri ript ptio ions ns of how how it actu actual ally ly wor2 wor2s s in prac practi tice ce are are rath rather er discouraging.C Iayne 6. #ascio Managers often believe that the most significant performance of FR outcome involves the contribution employees ma2e to the organiBations goal attainment These contributions are called employee performance$ meaning how effectively employees carry out their job responsibilityC Ferbert =. Feneman
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Performance Appraisal System at YAMAHA
NEE+ OF PERFORMANCE APPRAISAL Per%$ran-e ara!"al !" needed !n $rder #$ )
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5r 5rov ovide ide info informa rmatio tion n about about the the perfo performa rmanc nce e ran ran2s 2s basin basing g on which which decisions regarding decisions regarding salary [email protected]$ confirmation$ promotion$ transfer and demotion are ta2en.
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5rov 5rovid ide e feed feedba bac2 c2 infor informa mati tion on about about the level level of achi achiev evem emen entt and and beha be havi viou ourr of subo subord rdin inat ates es.. This This info inform rmat atio ion n help helps s to rev review iew the the performance of subordinates$ rectifying performance deficiencies and to set new standards of wor2$ if necessary.
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5rovide information which helps to counsel the subordinates.
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5rovide information information to diagnose diagnose deficiency deficiency in employees employees regarding regarding s2ill$ 2nowledge$ 2nowle dge$ determine training and developmental developmental needs and to prescribe prescribe th the e means means for for employ employee ee growt growth$ h$ provi provides des infor informat mation ion for for corre correct cting ing placement
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To pr prev even entt gri griev evan ance ces s and and indi indisc scip ipli lina nary ry acti activi viti ties es..
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Performance Appraisal System at YAMAHA
PURPOSE 5erformance appraisal aims at attaining different purposes. They are/ )-
To create and maintain a satisfactory level of performance.
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To contribute contribute to the employees employees growth and development development through training$ training$ self and management development programs.
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To help help the supe superi rior ors s to have have a prop proper er unde unders rsta tand ndin ing g about about their their subordinates.
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To guide the job changes with the help of continuous ran2ing.
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To facilitate fair and euitable compensation based on performance.
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To facilitate for testing and validating validating selection selection tests$ interview interview techniues techniues through comparing their scores with performance appraisal ran2s.
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To provide information for ma2ing decisions regarding layoff$ retrenchment etc.
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To ensure organiBational organiBational effectiveness effectiveness through correcting correcting employee employee for st stand andar ard d and and improv improved ed perfo performa rmance nce$$ and and sugg suggest esting ing the change change in employee behaviour.
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Performance Appraisal System at YAMAHA
CONTENT OF PERFORMANCE APPRAISAL Every organiBation has to decide upon the content to be appraised before the program is approved. =enerally content to be appraised is determined on the basis of job analysis. #ertain contents to be appraised for an officers job are/ )-
Regularity of attendance
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elf [email protected] <written and oral
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0bility to wor2 with others
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Leadership styles and abilities
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"nitiative
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Technical s2ill
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Technical ability2nowledge
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0bility to grasp new things
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0bility to reason
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4riginality and resourcefulness
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#reative s2ills
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0rea of interest
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0rea of suitability
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%udgment s2ills
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"ntegrity
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#apability for assuming responsibility
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Level of acceptance by subordinates
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Performance Appraisal System at YAMAHA
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Fonesty and sincerity
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Thoroughness in job and organiBational 2nowledge
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Dnowledge of systems and procedures
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Guality of suggestions offered for improvement
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Performance Appraisal System at YAMAHA
METHO+S OF PERFORMANCE APPRA APPRAISAL ISAL Iith the evolution and development of appraisal system$ a number of methods or techniues of performance appraisal have been developed.
METHO+S OF PERFORMANCE APPRAISAL APPRAISAL
Traditional Methods
Modern Methods
=raphic rating scales
?ehaviourally anchored rating sc scales ,?0R-
Ran2ing method
0ssessment center
5aired comparison method
Fuman resource accounting
6orced
distribution
method Management by objectives ,M?4-
Management by objectives #hec2list methods a
imple chec2list
b
Ieighted chec2list
c
5sychological appraisal
#ritical "ncident method
Essay or free from appraisal =roup appraisal #onfidential reports
USES OF PERFORMANCE APPRA APPRAISAL ISAL )-
5erformance improvement
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Performance Appraisal System at YAMAHA
5erform 5er formanc ance e feedbac feedbac2 2 allows allows the employe employee$ e$ manager manager and personn personnel el specialist the employee$ manager and personnel specialist to intervene with appropriate actions to improve performance. &-
#ompensation adjustment 5erform 5er formanc ance e evaluat evaluation ion helps helps decisio decision n ma2ers ma2ers determi determine ne who should should receive pay rises. Many firms grant part or whole of their pay increases and an d bonus bonuses es base based d upon upon merit merit which which is deter determin mined ed mostly mostly throu through gh performance appraisal.
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5lacement decisions 5r 5romo omotio tions$ ns$ transf transfers ers and demot demotio ions ns are us usua ually lly based based on past past and and anti an tici cipa pate ted d perf perfor orma manc nce. e. 4fte 4ften n prom promot otio ions ns are are a rewa reward rd for for past past performance.
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Training and development needs 5oor performance may indicate the need for retraining. Li2e wise good performance may indicate untapped potential that should be developed.
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#areer planning 5erform 5er formanc ance e feedba feedbac2 c2 guides guides career career decisio decisions ns about about specifi specific c car career eer paths one should investigate.
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taffing process deficiencies =ood =o od or bad bad perf perfor orma manc nce e im impl plie ies s stre streng ngth ths s or wea2n ea2nes esse ses s in the the personnel departments staffing procedures.
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"nformational inaccuracies 5oorr performa 5oo performance nce may indicat indicate e errors errors in the job analysi analysis s informat information$ ion$ huma hu man n reso resour urce ce play plays s or othe otherr part parts s of perso erson nnel nel man managem agemen entt 17
Performance Appraisal System at YAMAHA
information system. Reliance on inaccurate information may have led to inappropriate hiring$ training and counseling decisions. +-
%ob design errors 5oor 5o or perf perform orman ance ce may be a sympt symptom om of ill conc conceiv eived ed job desig designs ns.. 0ppraisals 0pprais als help diagnose diagnose these errors. errors.
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Eual employment opportunities 0ccurate 0ccurat e performance performance appraisals appraisals that accurately accurately measures measures job related perfo pe rforma rmance nce ensu ensure re that that inter interna nall place placemen mentt decis decision ions s are are not not ta2en ta2en inaccurately.
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[email protected] challenges ome o meti time mes s perf perfor orma manc nce e is infl influe uenc nced ed by fact factor ors s outs outsid ide e the the wor2 wor2 envir en viron onmen mentt such such as famil family y$ finan financia cial$ l$ healt health h or pers persona onall matter matters. s. "f uncovered through appraisals$ the human resource development may be able to provide assistance.
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6eedbac2 to human resources =oodbad performance through out tile organiBation indicates how well the human resource function is performing.
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Performance Appraisal System at YAMAHA
LIMITATIONS OF PERFORMANCE APPRAISAL The major problems in performance appraisal are/ ".
The halo effect or error The halo effect is a tendency to led the assessment of an<individual one trait influence the evaluation of that person on other specific traits. There is this effect in appraisal when the appraiser assigns the same rating to all traits regardless of an employees actual performance on this traits.
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Leniency or strictness tendency or constant errors Every evaluators evaluators has his own value system which acts a standard against against which he ma2es his appraisals. The leniency bias crops when some raters have a tendency to be liberal in their ratings by assigning high rates considerably. uch ratings do not serve any purpose.
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#entral tendency problem "t is the most commonly found error. "t assigns average ratings to all employees with a view to avoiding commitment or involvement or when the rater is in doubt or has inadeuate information or lac2 of 2nowledge about the behaviour of the employee.
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imilarity error This type of error occurs when evaluators rates other people in the same way he perceive himself. 6or e.g.$ the evaluator who perceives himself as aggressive may evaluate others by loo2ing for aggressiveness. Those who show this characteristic may be benefited while others may suffer.
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Performance Appraisal System at YAMAHA
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5ersonal prejudice "f the rater disli2es any employee or any group$ he may rate them at a lower end which may distort the rating purpose and effect the career of this employees.
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The regency effect The raters generally remember the recent actions of the employee employee ate the time tim e of rating rating and rate rate on the basis basis of these these action actions$ s$ favo favoura urabl ble e or unfavourable rather than on the whole activities.
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ocial differentiation Rating is sometimes impeded by the evaluators style of rating behaviour. There can be high high differentiators differentiators who use all or most of the scale or low differentiators <who use a limited range of the scale
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Performance Appraisal System at YAMAHA
LAUNCHIN, A APPRAISAL PRO,RAM 5erformance appraisal form a line responsibility to be accomplished with advice and help of personnel department. "t is li2ely to be an utter failure if it lac2s the support of management$ if the superiors are not adeuately trained or have no trusts in its value$ if the results of performan performance ce appraisal is not used to serve the purpose for which it is meant. Therefore$ several steps may be ta2en to develop and administer the program effectively. ).
The personnel department may attempt to obtain the [email protected] agreement of line management in respect of needs and objectives of the program.
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The
perso rsonne nnel
depa epartme rtmen nt
has to
[email protected] mine
the
plan lans
of
other
organiBations as well as the relevant literature applicable in the field to formulate the most suitable plan for the appraisal program. 3.
0t 0ttem tempt pt sho should uld be mad made e to obta obtain in the the coo cooper perati ation on of of supe superv rviso isors rs in in devising the appraisal form and to discuss with them different factors to be inc incor orpo pora rate ted$ d$ weigh eights ts and and poin points ts to be give given n to each each fact factor or and and descriptions or instructions to be indicated on the form.
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The personnel personnel manager should tend to [email protected] the purpose and nature of the program to all superiors and subordinates$ to be involved and affected by it. #are #are shou should ld be ta2en ta2en to ta2e ta2e into into confi confiden dence ce the the trade trade union union representatives of the company.
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0ttempt should be made to provide intensive training to all the supervisors with a view to obtain unbiased$ uniform appraisal of their subordinates.
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#are #are shou should ld be ta2en ta2en to acuire acuire line and staff staff coord coordinat ination ion and mutual mutual chec2ing of appraisals to obtain intra departmental and inter<departmental consistency and uniformity.
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There should be an arrangement arrangement for periodic discussion discussion for appraisal appraisal by the superiors with each of the subordinates where attempts may be made 21
Performance Appraisal System at YAMAHA
to st stre ress ss good good poin points ts$$ indi indica cate te diff diffic icul ulti ties es and and enco encour urag age e im impr prov ove e performance. +.
0s soon as the appraisal appraisal has been duly discussed discussed attempt may be made to recommend for salary increases and promotions.
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There should be a provision provision for challenge challenge and review of the appraisal appraisal if th the e employ employees ees or their their union union repre represen sentat tativ ive e are are dissa dissatis tisfie fied d wi with th the the personnel decisions which the management has ta2en on the basis of these appraisals.
These steps if followed carefully are li2ely to help the superiors to evaluate their subordinates effectively.
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Performance Appraisal System at YAMAHA
STU+Y OF PERFORMANCE APPRAISAL IN THE OR,ANI/ATION PERF PE RFOR ORMA MANC NCE E AN+ POTE POTENT NTIA IAL L +E +EVE VELO LOPM PMEN ENT T SYST SYSTEM EM 0PP+S PHILOSOPHY1 558 is based on the following philosophy and premises/ ).
5erformance 5erformance appraisal appraisal is the most crucial element off the overall process of perf perform orman ance ce plann planning ing both both at organ organiBa iBatio tional nal level level and and at level level i.e. i.e. between the appraiser and appraisee.
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0chievement of results by itself is only half the picture unless the appraisal is benched mar2ed against appraisees contribution to the company.
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The process process of achi achievin eving g resu results lts is as importan importantt as as tthe he achieve achievement ments s themselves to 2eep in focus both the short term and long term costs and benefits.
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nleashing nleashing the human potential potential in any collaborative collaborative endeavour endeavour rests on the process of opening opportunities$ providing challenges$ involvement$ continuing continui ng feedbac2 and guidanc guidance. e. This$ however$ however$ must be in conjunction with the assumption of responsibility for/ development and growth by the individual himself.
PERFORMANCE REVIEW AN+ POTENTIAL A ASSESSMENT SSESSMENT ).
0ll 0ll conf confirm irmed ed empl employ oyees ees as as at the the end end of of the the fina financi ncial al year year will will be be appraised by their designated appraiser.
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Ihere Ihere an an emplo employe yee e ha has s wor2 wor2ed ed und under er two two or or more more off offic icers ers in any any financial year$ the appraisal will be done by the last officer subject to the minimum mini mum service service under the apprais appraiser er being being 3 months. months. 4therw 4therwise$ ise$ the appr ap prais aisal al wi willll be done done by the the previo previous us report reporting ing offi officer cer.. Ihere Ihere the the 23
Performance Appraisal System at YAMAHA
previous reporting officer has left the service of the company and the appraisee<appraiser relationship is less than3 months$ the appraisal will be done jointly by the current reporting officer and his superior. 3.
5erform 5erformanc ance e revie review w is a joint joint process process betwee between n the apprais appraisee ee and the appraiser. This joint process will also focus on the emerging training needs and development plans.
PERFORMANCE COUNSELLIN, "n the above [email protected]$ the role of performance feedbac2 and counseling is the most critical component of the appraisal process in enhancing the effectiveness of the total [email protected] for triggering higher levels of performance. "t is therefore envisaged that the performance reviewed will not be complete until and unless counseli coun seling ng has ta2en ta2en place. place. The appraiser appraiser and apprais appraisee ee may record record their their reactions to the counseling process$ if they wish so.
PERFORMANCE OBJECTIVES The climate of sharing arrived in performance counseling will be used for at least tentatively identifying the$ [email protected] years performance objectives$ these objectives however may be revisited and fine tuned incase of delayed finaliBation business plans or any other factor subseuently necessitates so. This must be followed by at least one mid<year review. To distinguish performance objectives from the various activities being carried out by an in indi divi vidu dual al duri during ng the the cour course se of his his wor2 wor2$$ it is nece necess ssar ary y that that thes these e objectives be restricted to a [email protected] of five. To assist managers$ a sample list of indicators on the basis of which these objectives should be firmed up in various functions is being enclosed in [email protected] C0C. This list is only illustrative and not [email protected] 9or is it applicable every where. "dentification of objectives for each positions will ta2e into account the specific nature of the job$ performance [email protected] and so on. #are must also
24
Performance Appraisal System at YAMAHA
be ta2en to include at least one performance objective which should focus on some innovative effort$ for e.g. modifying the systemprocess and the li2e.
PERFORMANCE RATIN, 5erformance rating will be$ done on the following scale/
VERY ,OO+) A The Th e empl employ oyee ee has has far far [email protected] [email protected] eded ed acce accept ptab able le leve levels ls of perf perfor orma manc nce e wi with th [email protected] [email protected] llen ence ce and and crea creati tivi vity ty.. Fi Fis s cont contri ribu buti tion on to the the co comp mpan any y far far [email protected] [email protected] eds s target tar getse s[email protected] @pec ectat tation ions s and and such such an employ employee ee is a very very valua valuable ble as asse sett to the company.
,OO+) B2 The Th e empl employ oyee ee gene genera rall lly y [email protected] [email protected] eds s acce accept ptab able le leve levels ls of perf perfor orma manc nce. e. Fi Fis s contri con tribu butio tion n
gener generall ally y
[email protected] [email protected] eds target targetse s[email protected] @pec ectat tation ions. s.
uch uch
an
employ employee ee
contributes substantially to the company.
ACCEPTABLE) B The employee meets acceptable level of performance. Fis contributions meets [email protected] [email protected] pectat tation ions s but but needs needs occas occasion ional al guidan guidance cefo follo llow w up. up. uch uch an employ employee ee contributes reasonably to the company.
BARELY ACCEPTABLE) ACCEPTABLE) C2 The Th e employ employee ee need needs s urgent urgent impro improve vemen mentt to achie achieve ve accept acceptab able le levels levels of performance. Ior2 is often accomplished by unduly relying on others to solve 5roblems and reuires considerable guidance$ supervision and follow up.
25
Performance Appraisal System at YAMAHA
NOT ACCEPTABLE) C The employee slips despite guidance and follow up. Fe is clearly a burden on the compa com pany ny in th the e sens sense e that that his his contri contribu butio tion n does does not not justi justify fy his cost to the company.
POTENTIAL ASSESSMENT 5otential assessment will be based on certain 2ey competencies relevant to the appraisees present job and the li2ely higher responsibilities he may occupy. These competencies are as follows. Even though all competencies may not be relevant for all positionsfunctions and wherever the appraiser is convinced that any particular competency is not relevant$ he may choose not to appraise on the same. The appraiser may also add any other relevant competencies not listed. The appraiser should rate appraisee in terms of highmediumlow and should also give specific reasons for such ratings. ).
0chievement orientation The degree to which an employee is result focused and has the desire to achieve in the face of difficultiesobstacles$ through creative use of mind$ time and resources.
&.
Leadershipman<management Leadershipman<managem ent ability The degree degree to which an employe employee e has the capabi capability lity to motivat motivate e and energiBe his subordinates and colleagues for achievements of goals <the degree to which he is able to resolve man management problems of his gr grou oup. p. Lead Leaders ership hip abili ability ty will will be specia specially lly more more impor importan tantt than than man management ability at relatively senior levels.
26
Performance Appraisal System at YAMAHA
3.
8ecisiveness The [email protected] to which the employee has the willingness and the ability as well as the trac2 record of ta2ing his own decisions$ rather than waiting for guidanceinstructions from higher ups.
'.
8eveloping others To what [email protected] does the employee ta2e appropriate steps to develop his subordinates including delegating challenging tas2$ counseling$ mentoring$ and involving them in developing team goals.
(.
Team wor2 and networ2ing Fow good is the employee a team player rather than a soloistO 8oes he have ha ve a good good netw networ2 or2 of produc productiv tive e conta contacts cts wi with thin in and and outsi outside de the the organiBation which may help ill achievement of his wor2 goalsO
.
4ptimism To what [email protected] the employee essentially and "nstinctively focuses on the brighter side of the possibilities rather than getting upset. .
7.
5ro<action"nitiative Fow good is the employees anticipation of developments and how does he initiates preventiveP 5re<emptive actions to better manage emergent situations.
+.
Listening s2ills Fow active and patient listener the appraisee isO Fow do his subordinates and colleagues perceive his competency as a listenerO
*.
5resentation s2ills To what [email protected] is the employee able to effectively$ vividly and persuasively present his ideas to superior$ subordinates$ colleague and customer. 27
Performance Appraisal System at YAMAHA
)!.
triving for learning To what what [email protected] [email protected] the the employ employee ee has has insat insatiab iable le desir desire e to learn learn more more on aspects related to his job and beyondO 8oes he have been inuisitive mindO
)).. ))
0nalytical 0bility To what what [email protected] [email protected] tent nt is employ employee ee able able to see see the the big picture picture and and analy analyBe Be mostall implications in detailO
)&.
#ustomer orientation To what [email protected] is the employee oriented to the needs of his internal inte rnalult ultimat imate e customer customer rather rather than focusing focusing on achieve achievement ment of his results only. onl y.
)3.
Limiting factors. 8oes the employee suffer from any physicalmental infirmity which may be a handicap in performance of higher responsibilityO 6or e.g. if his future responsibilities may reuire [email protected] touring$ does he suffer from any healthP personal problems which may prevent him from doing soO "f his job involves public dealing then is he uic2ly irritated.
The appraiser may also note down for consideration of the concerned$ if he feels that the employee is adversely placed vis<a<vis colleagues in view of his capabilities$ ualifications$ [email protected] etc. due to historical or any other reasons.
28
Performance Appraisal System at YAMAHA
SAMPL SA MPLE E
IN IN+I +ICA CAT TOR ORS S
FOR
+E +EVE VELO LOPI PIN, N,
OBJECTIVES Mar*e#!ng) ).
ales uantity.
&.
[email protected]short fall in contribution.
3.
Revenue realiBation in average no. of days.
'.
Fit rate,conversion of prospects into orders-
(.
Territorychannel development
Ser3!-e) ).
#ustomer complaint satisfaction ratio.
&!.
Response time.
!3.
Return ratio of defects rectified in field.
'.
ervice camps
.
Mechanical training
Pr$d(-#!$n) ).
Guantity
&.
Rejection uantitycost percentage.
3.
Manpower utiliBation per euipmentproduct.
'.
Material utiliBation.
(.
8elivery schedules.
.
6irst time pass rate. 29
PERF PERFOR ORMA MANC NCE E
Performance Appraisal System at YAMAHA
HR4IR) ).
Response time for servicesfacilities servicesfacilit ies rendered.
&.
Man hour lost due to unrestwor2 stoppage.
3.
Labour cost
'.
0bsenteeismdisciplineturnover.
(.
tatutory compliances.
F!nan-e) ).
Response time and error rate in services rendered.
&.
tatutory compliances.
3.
0ccounts closing schedule.
'.
?udget formulationadherence. formulationadher ence.
(.
Timely M"
.
6unds management< cost of procurement$ funds availability.
7.
[email protected] savingplanning
+.
0udit chec2scompliance
R5+) ).
9o. of ideas generatedconverted based on feedbac2own ideas. &. Nalue Nalue engineering <savings made.
3.
5rototypeproduct development
'.
5atents applied.
(.
8ocumentation 30
Performance Appraisal System at YAMAHA
6(al!#y) ).
Guality cost "ncluding man power.
&.
8efect rate in passed uality
3.
Iarranty cost
'.
=augesinstruments calibration
(.
9ew 9ew syst system emp pro roce cess ss dev devel elop opme ment nt for for bet bette terr ual ualit ity y
.
Turn out rate for incoming uality inspection.
Ma!n#enan-e) ).
MT?6
&.
Machine down <time percentage.
3.
0verage turn out time.
'.
0dherence to schedule.
(.
8efect rate attributable to poor maintenance
.
Maintenance cost including spares inventory.
Legal) ).
5ercentage cases lost.
&.
9o of litigation pending
3.
Legal payouts
'.
5rocess improvementmonitoring improvementmoni toring for reducing the above
31
Performance Appraisal System at YAMAHA
Se-(r!#y) ).
Response time
&.
Theftpilferage control
3.
"ntelligence sources developed
'.
=ate movement control
(.
9ight round freuency
Se-re#ar!al)
).
Response
time ime
erro rror
rate
in
typi typing ng
word
telecommunication$ information retrieval etc. &.
9ew software pac2ages learnt. .
3.
5ercentage rate of independent correspondence.
'.
[email protected] time management
,eneral) ).
#ost reduction percentage.
&.
uccession schedule.
3.
avingsprocess improvementsinnovation. improvementsin novation.
32
proc rocess essing$
filin ling$
Performance Appraisal System at YAMAHA
FACT FA CTOR ORS S TA7E 7EN N IN INTO TO ACCO CCOUN UNT T WHIL WHILE E APP PPRA RAISI ISIN, N, AN EMPLOYEE The Th e employ employee ees s in the orga organiB niBat ation ion are appra appraise ised d ta2ing ta2ing into into accou account nt the the following factors/ ).
5erformance level.
&.
#ompetence level.
3.
#ontribution to last three years profits of the organiBation
'.
Gualification
(.
0ge
Then a suitable rating of all the employees is done ,i.e. 0$?Q$?$#Q$#-. 0lso$ important decisions relating to transfer$ promotion and demotion are ta2en only after assessing the employees performance on a regular basis.
PERFORMANCE E8CELLENCE A WAR+ "t is awarded to employees who have performed [email protected] through out the year. C
THE WHO OF APPRA APPRAISAL ISAL 3! degree degree performa performance nce apprais appraisalC alC is carried carried out in Yamaha amaha Escorts Escorts.. The appraiser may be any person who has a thorough 2nowledge of the job content$ contents to be appraised$ standards of contents and who observes the employee while performing a job. Typical appraisers are/ ).
upervisors upervisors include superiors of the employees$ other superiors having 2nowledge 2nowle dge about the wor2 of the employee employee and the departmental departmental head or
33
Performance Appraisal System at YAMAHA
manager. The immediate supervisor appraise the performance which in turn is reviewed by the departmental headmanager. &.
5eers 5eers appraisal may be reliable if the wor2 group is stable reasonably for a long period of time and performs tas2s that reuire interaction
3.
ubordinates. ubo u bord rdin inat ates es rati rating ngs s ca can n be uit uite e usef useful ul in iden identi tify fyin ing g co comp mpet eten entt superiors.
'.
elf appraisal "f the individuals understand the objectives they are [email protected] to achieve and the standards they are to be evaluated on$ they are to a great [email protected] in th the e best best posit position ion to appr apprais aise e their their own own perfo performa rmance nce.. 0lso$ lso$ since since empl em ploy oyee ee
deve develo lopm pmen entt
mean means s
se self lf<d <dev evel elop opme ment nt$$
empl employ oyee ees s
who
appraise their own performance become highly motivated. (.
sers of services Employe Empl oyee e performa performance nce in service service organiB organiBatio ations ns relating relating to behavio behaviours$ urs$ promptness$ promptne ss$ speed in doing the job and accuracy can be better judged by the customers.
.
#onsultants ometimes consultants may be engaged for appraisal when employees or employers do not trust supervisor appraisal and management does not trust the self appraisal or peer appraisal. Fead of the department verifies th the e appr apprai aisa sall from from time time to time time so as to comp comply ly with ith the the spec specif ifie ied d standards reuired for the appraisal system to be in the organiBation.
34
Performance Appraisal System at YAMAHA
THE WHEN OF APPRAISAL
6or 8=Ms/ "ncrementspromotions from )st %uly to 3)st %une. 6or grades M& to M+ / lit 0pril to 3))t March. 6or supervisory staff and M&M3 grade/ lit %an "nform "nf ormal al appra appraisa isals ls are are cond conduct ucted ed whene wheneve verr the supe superv rviso isorr or perso personn nnel el managers feel it necessary. Fowever$ systematic appraisals are conducted on a regular basis of one year. 0ppraisall of employees 0ppraisa employees on deputation deputation "n case one is wor2ing on a deputation in a different company or a division of
Escorts$ his appraisal will be carried out by the company or division and not by the present company.
CONFIRMATION APPRAISAL Traine Trainees es on completi completion on of training training period and empl employe oyees es on completi completion on of probation period are appraised for confirmations. .
35
Performance Appraisal System at YAMAHA
M+ 0M.S&!9(ya1
E:e-(#!3e +!re-#$r Mr. S.Tane;a
V!-e Pre"!den# Mr. +.7$ley
C&!e% ,.M. HR 5 Per"$nal Mr. M.L. +eea*
,.,.M. < F!nan-e F!nan-e ,.,.M.
+,M < Per"$nnel Mr. B.P. S&ara
C&!e% Mgr. = HR Mr. R.7. C&ellan!
Manager
A""#. Mgr.
J(n!$r Mgr.
36
,.,.M. = M*#g.
S#a%%
Performance Appraisal System at YAMAHA
ANALYSIS4FIN+IN,S OF THE SURVEY 0 survey was conducted conducted among a sample siBe of (! wor2ers. wor2ers. The objective objective of the survey was to highlight highlight the performance performance appraisal policy of the company and the feedbac2 of the employees regarding it. The survey brings to light the grass root level awareness of the wor2ers regarding the 5.0. policy. The findings of the survey is environmented as follows/
G).
0re yo you aw aware of of tth he pe performance ap appraisal sy system be being ca carried out by the companyO
0nalysis/ 0nalysi s/
The survey brought to light that the awareness awareness level of the employees towards the performance appraisal system is low. '!1 of the wor2ers are not aware about it and the rest !1 said that there were aware of the system.
Aware
Not Aware 40%
Not Aware
Aware 60%
37
Performance Appraisal System at YAMAHA
G&.
0ccording to to yo you $ wh which is is th the mo most im important p pe erformance fa factor among the following in performance appraisalO
0nalysis/ 0nalysi s/
'!1 of the wor2ers agreed that productivity productivity output in the most impor imp orta tant nt facto factorr which which influe influenc nce e perfor performan mance ce appra appraisa isal. l. 3!1 3!1 believed that uality of output to be the most important factors rest 3!1 were divided between attendance ,&!1- and punctuality )!1.
Quality of Output 30%
Productivity output 40%
Productiv Produ ctiv ity out output put Punctuality Attendance
Attendance 20%
Punctuality 10%
38
Quality of Output Output
Performance Appraisal System at YAMAHA
G3.
"n
your
opinion$
how
important
in
attendance$
punctuality$
Guantit Gua ntityp yprodu roductiv ctivity ity$$ uality uality of output output a factor factor for performa performance nce appraisal.
0nalysis/ 0nalysi s/
The graph graph below depicts depicts the the result of the survey survey..
Att Attenda endance nce Pu Puncu ncuttalit alityy Pr Prod oduc ucttivity ivity output
39
Qualitityy of Qual Ouput
Performance Appraisal System at YAMAHA
G'.
0re th the at attitudinal fa factors de desire to to le learn ne new te techniues$ s2 s2ills an and practices$ cooperation with others$ contribution of new ideas$ saving consciousness mentioned in your format sufficient for judging your appraisal$ if not then what other factors should be included.
0nalysis/ 0nalysi s/
To this uestion +!1 of the wor2ers wor2ers thought that the above parameter were sufficient in measuring the performance appraisal while wh ile &!1 of the wor2er wor2ers s said said that
the the para paramet meters ers were were not
sufficient.
&!1
"nsufficient
3eries) +!1
3ufficient
!1
&!1
'!1
!1
40
+!1
Performance Appraisal System at YAMAHA
G(.
8o yo you th thin2 pe performance ap appraisal ad adopted by by th the co company is is baised in any wayO
0nalysis/ 0nalysi s/
Most of the wor2ers wor2ers ,*!1- agreed that the performance performance appraisal appraisal system adopted by the company is baised and only miniscule ,)!1 thought otherwise-.
Not Agreed 10% Agreed Not Agreed Agreed 90%
41
Performance Appraisal System at YAMAHA
G.
"f yo you ha have be been po positively ap appraised$ wh which re recommendation yo you personally identify withO
0nalysis/ 0nalysi s/
The following following diagrams elucidate$ elucidate$ which recommendation recommendation you personally identified withO
"pecial ncre!ent
Annual
10%
ncre!ent 30%
Annual ncre!ent Pro!otion "pecial ncre!ent
Pro!otion 60%
42
Performance Appraisal System at YAMAHA
G7.
"s th the pe performan mance appraisal sh sheet sh shown to to yo you or or di discussed wi with youO
0nalysis/ 0nalysi s/
(1 of the wor2ers wor2ers said that that the performance performance appraisal appraisal sheet is not not shown to them$ where as 3(1 said that it is shown and discussed with them.
PA "#eet "#own 3$ 3$% % PA "#eet No
PA "#eet "#ow n PA "#eet "#eet No "#own "#ow n
"#own 6$% 6
%$43
Performance Appraisal System at YAMAHA
G+.
8o you thin2 performance appraisal should have a negative recommendation$ if yes$ which one do you suggest the most.
0nalysis/ 0nalysi s/
(!1 of the wor2ers were were in favour of increment being stopped stopped and the rest rest (!1 (!1 sugge suggeste sted d that that promo promotio tion n could could also also be stopp stopped ed where as no one was in favour of demotion or separation
"#ould not &e topped $0% $0%
ncre!ent topped $0% $0% ncre!ent %topped "#ould not &e %topped
44
Performance Appraisal System at YAMAHA
G*.
"n yo your op opinion yo your pe performance sh should be be re reuired ,a ,a- u uarterly. ,b- ?i<annually ,c- 0nnually.
0nalysis/ 0nalysi s/
9early all the wor2ers wor2ers believed that the performance performance should be reviewed uarterly.
G)!.
0re you satisfied with your performan mance appraisalO
0nalysis/ 0nalysi s/
+!1 of the wor2ers wor2ers said that they were not satisfied with their performance appraisal system whereas only &!1 of the wor2ers were satisfied with the performance performance appraisal system being carried out by the company.
&!1
3atisfied
3eries) 9ott 9o
+!1
3atisfied
!1
&!1
'!1
!1
45
+!1
Performance Appraisal System at YAMAHA
JUNIOR MANA,EMENT 0 similar similar survey was conducted conducted among among (! junior management management cadre cadre to get a feel feel of their opinion regarding the performance appraisal policy of the company. The observations are as follows/
G).
0re yo you aw aware of of tth he pe performance ap appraisal sy system be being ca carried out by the company O
0nalysis/ 0nalysi s/
0lmost every manager is aware about their performance apprais appraisal al system.
'naware $% Aware 'naware
Aware 9$ 9$% %
46
Performance Appraisal System at YAMAHA
G&.. G&
0ware 0warene ness ss of the the syste system m of perform performanc ance e appra appraisa isall being being carri carried ed out out by the companyO
0nalysis/ 0nalysi s/
7!1 of the management management cadres were aware of the system of the performance appraisal being carried out the by the company.
G3.
"s the performan mance appraisal sheet shown to you or discussed with youO
0nalysis/ 0nalysi s/
The diagram diagram would would demonstrate demonstrate the results.
"#own &ut not dicued
"#ow "#o w n ( )icued )icued
30% 30%
"#own "#o wn ( )icued $0% $0%
Neit#er "#ow n nor )icued "#ow n &ut not dicued
Neit#er "#own nor )icued 20% 20%
47
Performance Appraisal System at YAMAHA
G'.
"f yo you ha have be been po positively ap appraised wh which re recommendation yo you personally identify withO
0nalysis/ 0nalysi s/
(!1 of the management cadres cadres favoured favoured in response to this uery. uery. Iher Ih erea eas s '!1 '!1 A )!1 )!1 favo favour ured ed annu annual al incr increm emen entt A sp spec ecia iall increment respectively.
Annual ncre!ent 40%
Pro!otion $0% "pecial
Pro!otion
ncre!ent
"pecial ncre!ent
10%
Annual ncre!ent
48
Performance Appraisal System at YAMAHA
G(.
8o yo you th thin2 pe performance ap appraisal ad adopted by by th the co company is is biased in any wayO
0ppraisal/ 0ppraisa l/
+!1 of the management management cadres feel the performance performance appraisal appraisal sy syst stem em of the the comp compan any y is bias biased ed wher wherea eas s only only &!1 &!1 a thin thin2 2 otherwise.
G.
8o you thin2 performance appraisal should have a negative recommendation$ if yes$ which one do you suggest the mostO
0nalysis/ 0nalysi s/
7!1
managers
said
that
there
should
be
a
negative negative
recommendation whereas 3!1 managers said that there should not be a nega negati tive ve reco recomm mmen enda dati tion on.. 4ut 4ut of 7!1 7!1 who who su supp ppor orte ted d nega ne gativ tive e reco recomme mmend ndati ation on were were &! &!1. 1. Iho belie believe ved d incre incremen mentt should be stopped and )!1 who believed promotion should be stopped.
No Negative *eco!!enda tion 30%
Negative *eco!!endation
Negative *eco!!enda tion +0%
49
No Negativ Negativ e *eco!!endation
Performance Appraisal System at YAMAHA
10% ncre!ent "topped Pro!otion "topped 20%
G7.
0re yo you sa satisfied wi with th the pr present performance ap appraisal sy systemO
0nalysis/ 0nalysi s/
The following following diagram diagram would would demonstrate demonstrate the the results. results.
!1
3atisfied
3eries) 9ot
'!1
3atisfied
!1
&!1
'!1
50
!1
Performance Appraisal System at YAMAHA
G+.
8o yo you th thin2 th the pr present pe performance ap appraisal s sy ystem iis se efffectiveO "f not then what changes would you suggest.
0nalysis/ 0nalysi s/
Most of the employees employees were of the opinion$ that the present performance appraisal was effective but wanted some changes to be made. The changes are as follows/
).
The pe performance ap appraisal sy system sh should be be mo more pe performance oriented.
&.
Guarterly as assessments of of iin ndividual sh should be be do done ra rather th than yearly.
3.
"t should be more transparent in its operation.
'.
Efforts sh s hould be b e ma m ade to t o rre educe ch c hances of o f bi b iasness wh while appraising an employee.
51
Performance Appraisal System at YAMAHA
G*.
8o yo you 2n 2now the Yardstic2s ac according to to w wh hich yo you ar are appraisedO
0nalysis/ 0nalysi s/
The following following diagram diagram depicts depicts the result.
!1
0ware 0war e
3eries) '!1
Mnaware
!1
&!1
'!1
52
!1
Performance Appraisal System at YAMAHA
G)!.
8o you thin2 the weigh ightage age give iven to variou rious s factor tors baise isedO
0nalysis/ 0nalysi s/
7!1 of the management cadre agrees that the weightage given to various performance factors are baised whereas 3!1 believe that they are not baised.
G)).
"n your our opinion your performance should be reviewedO
0nalysis/ 0nalysi s/
To this uery$ uery$ +!1 of the managers strongly felt that their performa perf ormance nce should should be review reviewed ed uarter uarterly ly and the rest &!1 of them annual and bi<annual system of performance appraisal.
G)&.
4nce
you
have
been
positively
appraised$
does
the
recommendation come to you immediatelyO 0nalysis/ 0nalysi s/
*!1
of
the
sample
siBe
were
of
the
opinion
that
the
recommendation of the performance appraisal follow immediately were as only )!( were of the view that recommendations are slow to follow.
53
53
Performance Appraisal System at YAMAHA
Questionnaire Questionnai re For Workmen. Workmen. !1
A"# Y$% A&A"# A&A"# $' (H# P#"'$"MA)*# P#"'$" MA)*# APP"A+SA, SYS(#M -#+). *A""+#/ $%( -Y (H# *$MPA)Y
a Y#S !2
)$
&H+*H SYS(#M $' P#"'$"MA)*# APP"A+SA, +S *A""+#/ $%( -Y (H# *$MPA)Y
a -A"S c "A)+). M#(H$/
!3
&#+.H(#/ A#"A.# 360 /#."##
A**$"/+). A**$"/+) . ($ Y$% &H+*H +S (H# M$S( +MP$"(A)( +MP$"(A)( P#"'$"MA)*# 'A*($" 'A*($" AM$). (H# '$,,$&+). +) P#"'$"MA)*# APP"A+SA,
a A((#)/A)*# c P"$/%*(++(Y $%(P%(
P%)*(%A,+(Y P%)*(%A ,+(Y %A,+(Y $' $%(P%(
!4!
+) Y$%" Y$%" $P+)+$) $P+)+$) H$& +MP$"( +MP$"(A)( +S A( A((#)/A)*# (#)/A)*# A 'A*($" 'A*($" '$" '$" P#"'$"MA)*# APP"A+SA,
a #"Y +MP$"(A)( +MP$"(A)(
+MP$"(A)( +MP$"(A)(
c S$M#&HA( +MP$"(A)( +MP$"(A)(
,$$S#,Y +MP$"(A)( +MP$"(A)(
e%)+MP$"(A)(
!5!
+) Y$%" Y$%" $P+)+$ $P+)+$) ) H$& +MP$" +MP$"( (A)( A)( +S P%)*(%A P%)*(%A,+( ,+(Y Y A 'A*($ 'A*($" " '$" P#"'$"MA)*# APP"A+SA,
a #"Y +MP$"(A)( +MP$"(A)( +MP$"(A)( +MP$"(A)(
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54
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Questionnaire for Junior Management Cadre. 1
Are Yo; A<are A<are $f (=e Performance Performa nce Appraisal System -ein> *arrie $;t -y (=e *ompany
A Yes Yes
!2
- )o
&=ic= System $f Performance Appraisal +s *arrie $;t -y (=e *ompany
A -ars * "[email protected]> Met=o
!3!
- &ei>=te &ei>=te A?era>e A?era>e / 360 /e>ree
+s (=e Performance Appraisal S=eet S=o<n (o Yo; $r /isc;ss &it= Yo;
A Yes
4!
- )o
+f Yo; Ha?e -een Positi?ely Appraise &=ic= "ecommenation Yo; Yo; Personally +entify &it=
A Promotion
- Special +ncrememnt
* Ann;al +ncrement
!5!
/o Yo; ([email protected] Performance Appraisal Aopte -y (=e *ompany +s -aise +n Any &ay
A Yes Yes
- )o
57
Performance Appraisal System at YAMAHA
6!
/o Yo; ([email protected] Performance Appraisal S=o;l Ha?e A )e>ati?e "ecommenation +f Yes Yes &=ic= &=ic= $ne /o Yo; Yo; S;>>est (=e Most
A +ncrement Stoppe
- Promotion Stoppe
* /emotion
/ Sepration
!7! Are Yo; Yo; Satisfie &it= &it= (=e Present Performance Appraisal System
A Yes Yes
8!
- )o
/o Yo; ([email protected] (=e Present Performance Appraisal System +s #ffecti?e ++ff )ot (=en &=at *=an>es &o;l Yo; S;>>est )ote
!9!
+s Yo;r Performance Apprasal System ,[email protected] &it= &it= M!-!$! S=eet +f Yes Yes (=en &=et=er +t S=o;l -e ,[email protected] $r Yo; Yo; S;>>est Any *=an>es
)ote
10!
/o Yo; no< (=e Yar[email protected] Accorin> (o &=ic= Yo; Yo; Are Appraise
A Yes
- )o
11! /o Yo; ([email protected] (=e &ei>=ta>e .i?en (o ario;s 'actors -aise
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Performance Appraisal System at YAMAHA A Yes
- )o
!12! +n Yo;r Yo;r $pinion Yo;r Yo;r Performance Performance S=o;l -e "e?ie<e !
A ;arterly
- -iAnn;ally
* Ann;ally
!13! $nce Yo; Yo; Ha?e Ha?e -een Positi?ely Positi?ely Apprai Appraise se /oes (=e "ecommen "ecommenation ation *ome (o (o Yo; +mmeiately
A Yes
- )o
59
Performance Appraisal System at YAMAHA
BIBLIO,RAPHY
#.? Mamoria/ C5ersonnel ManagementC 5. ubba Rao/ CEssentials of Fuman Resource Management and "ndustrial RelationsC Edwin ?. 6lippo/ C5ersonnel ManagementC Fandboo2 for Managers/ CEscorts motors "ndia Ltd.C EYM"L Reporter$ magaBines.
