54933741 Performance Appraisal Project Report (2)123

8/13/2019 54933741 Performance Appraisal Project Report (2)123

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INTRODUCTION

Human Resources Management

A Theoretical framework

The Human Resources Management (HRM) function includes a

variety of activities, and key among them is deciding what staffing

needs you have and whether to use independent contractors or hire

employees to fill these needs, recruiting and training the best

employees, ensuring they are high performers, dealing with

performance issues, and ensuring your personnel and management

practices conform to various regulations. ctivities also include

managing your approach to employee benefits and compensation,

employee records and personnel policies. !sually small businesses

(for"profit or nonprofit) have to carry out these activities themselves

because they can#t yet afford part" or full"time help. However, they

should always ensure that employees have "" and are aware of ""

personnel policies which conform to current regulations. These policies

are often in the form of employee manuals, which all employees have.

$ote that some people distinguish a difference between HRM (a

ma%or management activity) and HR& (Human Resource &evelopment,

a profession). Those people might include HRM in HR&, e'plaining that

HR& includes the broader range of activities to develop personnel

inside of organiations, including, e.g., career development, training,organiation development, etc.

There is a long"standing argument about where HR"related

functions should be organied into large organiations, e.g., should HR

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be in the *rganiation &evelopment department or the other way

around+

The HRM function and HR& profession have undergone

tremendous change over the past -"- years. Many years ago, large

organiations looked to the /ersonnel &epartment, mostly to manage

the paperwork around hiring and paying people. More recently,

organiations consider the HR &epartment as playing a ma%or role in

staffing, training and helping to manage people so that people and the

organiation are performing at ma'imum capability in a highly fulfilling

manner.

fter you have invested considerable time and money recruiting

and training your employees, you must now determine how to make

sure those valuable employees are productive and get them to remain

loyal to your firm. Retention of employees is essential to maintain

client relationships and keep recruiting and training costs in line.

0osing an e'perienced employee almost always results in significant

costs to your firm. The keys to employee satisfaction and retention are

founded on strong leadership and sound management practices. 1f you

can master these arts, you should have happy, loyal employees and

clients, resulting in growth, profits and personal gratification. This

article will discuss key factors in motivating and retaining good people.

Operating Sstems

The foundation of an efficient and effective workplace is the

structure, discipline and consistency provided by well"conceived

systematic operating methods. 2orld"class companies like &isney,

Mc&onalds and Rit 3arleton all have well defined operating methods.

policies and procedures (/4/) manual is critical to ensure that

employees understand what is e'pected of them and know how they

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should handle the myriad of duties and responsibilities in the day"to"

day operation of the office. The /4/ manual spells out how you would

like things done in your office and your e'pectations for the behavior

of your employees. s your operation grows larger, the system

becomes more important because your ability to oversee and

communicate directly and fre5uently with each employee becomes

more difficult. 2ritten operating systems are absolutely essential when

you e'pand to more than one office location.

Training

/re"work training should include a review of your policies andprocedures, with special emphasis on the most important sub%ects.

(6ach employee should receive a personal copy of your /4/ Manual to

read before coming to the training class.) 1n addition to training in your

policies and procedures, customer service and marketing should be

covered at length. 7pecial emphasis should be placed on your

corporate culture. $ew employees need more training than priors, but

all employees should receive training each year. $ew employees

should also have several days of on"the"%ob training with the office

manager or e'perienced employees before beginning their position8

and they should not be left on their own in the office until they are

e'perienced enough to feel confident. Many of the frustrations

employees feel on the %ob""as well as most errors and client problems""

are due to inade5uate training. 3omprehensive training will make your

life as a manager much easier, and your employees and clients will be

happier.

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Tool

6mployee costs constitute the greatest e'pense in any service

business. $ot giving your employees ade5uate tools to do the %ob is

penny wise and pound foolish. 3omputersneed not be state"of"the"art,

but they do need to be fast and reliable enough to minimie down time

and reduce employee and client frustration. 1f your office is not

operating with a 0ocal rea $etwork (0$), you should set one up

without delay. 0$ manages printer sharing and centralies client

files for easy computer cross"checking, e"filing., and report writing.

3opiers should be reliable and fast, with automatic feed, and ample

supplies always on hand. fa'is no longer a costly lu'ury for most

offices, but a necessity. 1nternet access is almost as important as the

phone for effective communication and is becoming more essential for

research. &on#t forget to provide the little things, like reliable staplers,

staple removers, scissors, pens, post"its, business card holders, etc. n

appointment book, a Rolode' (or software address book), and

reference books and resources should also be provided. 3omfortable,

functional officefurniture and ade5uate shelving and storage are also

essential. &on#t forget aids for employees with special needs, such as

under"desk computer drawers and keyboard 4 mouse cushions. t

/eoples 1ncome Ta', we use checklists of office furnishings, e5uipment

and supplies used to take inventory and re5uest missing or shortage

items. ttention to detail and providing ade5uate tools to do the %ob

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will eliminate a key source of employee frustration and increase

employee productivity and satisfaction.

Office atmosphere

How your employees feel about their %obs is greatly influenced by

your office atmosphere. 6'travagance is not necessary, but the office

should be attractively decorated and a pleasant place to work. 0ittle

things like a fresh coat of paint and a wallpaper border make a big

difference. stereo (with ceiling speakers) tuned to a soft neutral

music enhances the office atmosphere and creates an illusion of

privacy. &on9t neglect the back room and the rest room. 2e pay asmuch attention to decorating and appointing our rest rooms as we do

our client reception areas. 2e also provide a microwave and

refrigerator for the back room of every office and, space permitting, a

table and chairs where our associates can eat. The impression you

make on your employees is %ust as important as the image you pro%ect

to your clients. :eeping the office clean and uncluttered re5uires the

cooperation of all employees, and you should insist that every

employee pitches in to help. However, you should regularly hire

contractors for heavy cleaning (e.g., carpet, windows and restroom).

;our employees9 attitudes are affected by their physical work

environment8 make sure it is positive-"-?

as determined by management) of the increase in preta' profits over

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the prior year. /eoples 1ncome Ta' has a @idelity A->k plan through its

membership with the !.7. 3hamber of 3ommerce that permits all year"

round and seasonal employees to participate, and the company makes

? contributions.

7ome of /eoples9 seasonal ta' associates who work part"time

during the off"season providing client service and teaching an income

ta' school work enough hours to 5ualify for the company9s group

health insurance plan. Broup life and disability insurance and other

benefits can be obtained through professional associations. 6ven if the

employee pays the full premium, group rates tend to be lower than

individual coverage. Broup discounts for products and services areoften e'tended to employees through professional associations and

company membership in the local 3hamber of 3ommerce. /eoples

1ncome Ta', as a small employer, was able to become a member of the

Cirginia 3redit !nion, making all of /eoples9 employees eligible for the

benefits of credit union membership. /eoples also provides paid time

off for its associates to volunteer for company approved charitable

activities such as providing free ta' service for welfare"to"work

program participants and residents of homeless and battered women

shelters. =e creative. 0ittle perks, like buying pia for the staff of the

office on the busiest days of the work week, help to make your

employees appreciate their %obs. =e creative-"-?) will raise the bar for your weaker

people. The goal is to encourage behaviors that build your business

and recognie your people for practicing those behaviors as often as

possible.

Communication

0ack of effective communication from management is usually the

greatest cause for employee dissatisfaction and premature departure.

The best managers listen to and communication fre5uently with all

employees8 and they make it easy for employees to tell them about

problems and concerns. 3ommunication should include training, group

and individual meetings and, most important, daily discussions

between you and your employees. The larger your organiation

becomes, the more difficult it is to keep in touch with all of your

employees, especially if you have multiple offices. ;et, as themanager, you must make the time to regularly talk with everyone. 6"

mail is a good communication vehicle, but the phone is more personal8

and neither can replace face"to"face meetings. /ublishing employee

newsletters is a good way for larger organiations to enhance

communication. n 1ntranet can also be an effective internal

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communication vehicle. :eep communication simple, provide ade5uate

information and provide e'amples for clarity. 7how your trust in your

people and make them feel included by sharing with them financial

and other company inside information. Management can make much

better decisions by getting input from front"line employees. 1f your

people know that their voices are heard and they feel like they are part

of the decision making process, they will be much happier, loyal and

more likely to support new ideas and programs.

"mpowerment

6ngage your employees in decision"making8 give them theauthority to act in the best interests of the company. /rovide training

in resolving client problems and then trust them to make the right

decisions. Bive your people some time to think and plan by building in

some slack through ade5uate staffing and by providing clerical

support. &on9t criticie employee9 mistakes8 instead celebrate honest

mistakes. Recognie that making decisions naturally results in making

mistakes because no one is perfect. 1f you criticie honest mistakes,

your people will stop making decisions. @ailure is also *:, because it is

a normal part of the road to success. $othing is more gratifying than to

see your people develop the skills and confidence to act independently

and to make sound decisions that are in the best interests of the

company and your clients.

#ea$ership

Much has been written about leadership and you should take the

time whenever the opportunity arises to read ideas on how to be a

more effective leader. Here are ten basic keysF (>) 1ntegrityF always tell

the truth and always keep your promise, even if it hurts to do so. ()

TrustF ;ou must first demonstrate your trust in people by making

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yourself vulnerable before you can e'pect them to place their trust in

you. () RespectF 1f you really don9t care about your people they will

sense your lack of concern and will not have respect for you. (A)

@airnessF Treat all employees fairly and e5ually (including family

members) regardless of your personal feelings. (G) CisionF To be a true

leader, you must have an unfaltering vision, be able to communicate it

to your people, and get them to understand and share in your

e'citement for the vision. () *ptimismF ;ou must always be positive

and confident that the company will succeed8 but you should also be

realistic. (I) &ecisiveF leader must make decisions and stick with

them as long as they make sense. 3onsensus is not always better than

an individual decision, particularly in a crisis situation. Remember, the

buck stops with you< Trust your intuition. 1ntuition draws upon your

e'perience, stored knowledge and information you may not even

realie you have in your head. (J) 6'ampleF ;ou must practice what

you preach or you will have little credibility. (K) TeamworkF 1nsist on

mutual respect, courtesy and cooperation among your people. This

fundamental attitude was crucial in shaping our nation and is also

essential to build your company. (>-) uthorityF Remember that

authority is not vested in your position as the boss. uthority resides

with the people who report to you and they have the power grant it to

you or not.

Ha%ing &un

/eople like to work in an environment that is en%oyable8 they can

get burned out if the work environment is totally serious and strictly

business. Breat companies like 7outhwest irlines have come up with

creative ways for employees to have fun. 1 think every manager should

read the bestseller book, NUTS!, =y 7outhwest chairman, Herb

:elleher. 1f you9re not naturally good at getting people to have fun,

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designate a key employee to assume this role. friend, Hugh

Boldthorpe, who is a top e'ecutive with *wens and Minor of Richmond,

Cirginia, has adopted (and had printed on his business cards) his

official %ob title asF Head 3heerleader.

Motivating and keeping employees re5uires effective

management practices and strong leadership skills. good operating

system and ade5uate training are essential. ;our people need the

proper tools and support to do the %ob. performance"based

compensation plan should be designed very carefully to ensure that

your employees are encouraged to help build the business and are

rewarded for their contributions, and provide as many e'tra benefits aspossible. 7creening new employment prospects to insure they fit in

and buy into your culture will prevent future problems. 6mployment

agreements are a must and should be reviewed by and e'plained to

new hires. valuable pro%ect is to identify the " greatest frustrations

of your employees and your clients and devise ways to eliminate these

irritations. 6mployees should be trusted, included and empowered to

make decisions and act autonomously. They also need to be part of a

harmonious team working for the mutual benefit of the clients, the

company and themselves.

Concepts Relate$ to 'erformance Appraisal

Sstem

TA#"NT MANA("M"NT

Talent management is a professionalterm that gained popularity

in the late >KK-s. 1t refers to the process of developing and fostering

new workers through on boarding, developing and keeping current

workers and attracting highly skilled workers at other companies to

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come work for your company. Talent management in this conte't does

not refer to the management of entertainers.

3ompanies that are engaged in talent management (human

capital management) are strategic and deliberate in how they source,

attract, select, train, develop, promote, and move employees through

the organiation. This term also incorporates how companies drive

performance at the individual level (performance management).

The term talent management means different things to different

people. To some it is about the management of high"worth individuals

or Dthe talentedE whilst to others it is about how talent is managed

generally L i.e. on the assumption that all people have talent which

should be identified and liberated.

This term is usually associated with competency"based human

resource management practices. Talent management decisions are

often driven by a set of organiational core competencies as well as

position"specific competencies. The competency set may include

knowledge, skills, e'perience, and personal traits (demonstrated

through defined behaviors).

*lder competency models might also contain attributes that

rarely predict success (e.g. education, tenure, and diversity factors

that are illegal to consider in many countries).

1n the late >KK-s, technology companies engaged in a war for talent9.

O)*ecti%es+

To identify, nurture, groom and motivate talented M37

(management carder staff).

3areer and succession planning to build in"house pool of talent

(grow your own timber) for our future needs of H*&9s and BMs.

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&etermine talent strength (numbers) and 5uality (competencies),

future re5uirements and ideal Dorganiational structureE, identify

gaps and take actions.

Competiti%e a$%antage+

6mbrace a talent mindset.

3raft a winning employee value proposition.

Rebuild your recruiting strategy.

2eave development into your organiation.

&ifferentiate and affirm your people.

#imitations+

Retention rates in marketing are a problem. 1t was suggested to

consider the leadership issues, careful selection, increased

motivation and performance incentives.

"M'#O,"" IN-O#-"M"NT

Definition+ 6mployee involvement is creating an environment in

which people have an impact on decisions and actions that affect their

%obs.

6mployee involvement is not the goal nor is it a tool, as practiced

in many organiations. Rather, it is a management and leadership

philosophy about how people are most enabled to contribute to

continuous improvement and the ongoing success of their work

organiation.

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My bias, from working with people for A-N years, is to involve

people as much as possible in all aspects of work decisions and

planning. This involvement increases ownership and commitment,

retains your best employees, and fosters an environment in which

people choose to be motivated and contributing.

How to involve employees in decisionmaking and continuous

improvement activities is the strategic aspect of involvement and can

include such methods as suggestion systems, manufacturing cells,

work teams, continuous improvement meetings, :aien (continuous

improvement) events, corrective action processes, and periodic

discussions with the supervisor.

1ntrinsic to most employee involvement processes is training in

team effectiveness, communication, and problem solving8 the

development of reward and recognition systems8 and fre5uently, the

sharing of gains made through employee involvement efforts.

"mploee In%ol%ement Mo$el

@or people and organiations who desire a model to apply, the best

1 have discovered was developed from work by Tannenbaum and

7chmidt (>KGJ) and 7adler (>KI-).

Tell+ the supervisor makes the decision and announces it to

staff. The supervisor provides complete direction.

Sell+ the supervisor makes the decision and then attempts togain commitment from staff by DsellingE the positive aspects of

the decision.

Consult+ the supervisor invites input into a decision while

retaining authority to make the final decision herself.

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.oin+the supervisor invites employees to make the decision with

the supervisor. The supervisor considers her voice e5ual in the

decision process.

To round out the model, 1 add the followingF

Delegate+

The supervisor turns the decision over to another party.

6mployee involvement consists of those practices which are initiated

principally by management and are designed to increase the employee

information about, and commitment to the organiation fostering trust.

1nvolvement assumes recognition that employees have great untapped

potential which can be used to the organiations advantage by

securing commitment of the employees to the success of the

organiation.

The action plan+

6mployee involvement focus in on correcting the balance

towards an employee contributing also his brain powers in terms of

ideas and initiative for improvement in the areas of his workO his

responsibilities and not only his brains. The concept is application to

workers, staffs and managers alike.

O)*ecti%e+

Helping employees to contribute better on their %obs.

@aster and higher 5uality of problem resolution.

3ompanies gaining better competitive edge.

6mployees gaining greater %ob satisfaction, %oy and pride in

work.

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6mployees displaying greater identification with changes in

policies, practices, systems, structures and work methods.

INDUSTRIA# R"#ATIONS

The term industrial relation in practice has come to mean

primarily the relations between the management and the unions in an

industrial enterprise. 1t ought to include Demployee relationsE,

irrespective of whether a union e'ists in a particular unit or not.

2e all know that unions came into being, since for ages an

individual employee has tented to be e'ploited by the employer. To be

sure, most of us in 1ndia are even today partners in this process of

e'ploitation. The reference is to the institution of domestic servants,

whether we look at their wages, at their working hours or their health

care and so on.

The same is by and large for labors employed on construction

pro%ects or on farms. 1t must therefore be accepted that the trade

unions does serve a social purpose through the practice of collective

bargaining.

1t never pays to delay or postpone a constructive confrontation

to demand performance be it in the volume or 5uality of the output.

#aw an$ penalties

0egislation, acts, regulations, standards, codes of practice,prosecutions, enforceable undertakings, fines, improvement and

prohibition notices

Rights an$ o)ligations

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;our rights as a consumer, worker, employer, manufacturer,

2H7*8 manage your risks8 meet your obligations

/orkplace inci$ents an$ inspections

$otify of an incident, in an emergency, inspections, inspectors9

role, workers9 compensation

Training0 licenses an$ registrations

ccreditation, training providers, tickets, licenses, plant

registrations, seminars, educational tools, apprenticeships and

traineeships

/orkers1 compensation an$ reha)ilitation2orkers9 compensation and rehabilitation legislation, rights and

obligations, other %urisdictions, claiming workers9 compensation and

rehabilitation

'u)lications an$ forms

Reports, research, newsletters, submissions, conference papers,

codes and standards, forms, blites, audits, sub%ect inde' "P

M"NTORIN(

More than ever before, organiations, large and small, are looking

outside traditional mentoring paradigms to raise the bar on the

practice of mentoring by creating a mentoring culture.

mentoring culture continuously focuses on building the mentoring

capacity, competence, and capability of the organiation. mentoring

culture encourages the practice of mentoring e'cellence by

continuouslyF

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creating readiness for mentoring within the organiation,

facilitating multiple mentoring opportunities, and

=uilding in support mechanisms to ensure individual and

organiational mentoring success.

1n a mentoring culture, eight hallmarks build on and strengthen

each other. ll are present, at least to some degree8 however they

manifest themselves differently depending on the organiation9s

previous success with mentoring.

The "ight Hallmarks of a Mentoring Culture

ccountability. ccountability enhances performance and produces

long"lasting results. 1t re5uires shared intention, responsibility and

ownership, a commitment to action and consistency of practice.

ccountability also involves very specific tasksF

""setting goals,

""clarifying e'pectations,

""defining roles and responsibilities,

""monitoring progress and measuring results,

""gathering feedback, and

""formulating action goals.

lignment. lignment focuses on the consistency of mentoring

practices within an institution9s culture. 1t builds on the assumption

that a cultural fit already e'ists between mentoring and the

organiation and that mentoring initiatives are also are tied to goalslarger than %ust initiating a program. 2hen mentoring is aligned

within the culture, it is part of its &$. shared understanding and

vocabulary of mentoring practice e'ists that fits naturally with the

organiation9s values, practices, mission, and goals.

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3ommunication. 3ommunication is fundamental to achieving

mentoring e'cellence and positive mentoring results. 1ts effects are

far"reaching8 it increases trust, strengthens relationships, and helps

align organiations. 1t creates value, visibility and demand for

mentoring. 1t is also the catalyst for developing mentoring

readiness, generating learning opportunities, and providing

mentoring support within an organiation.

Calue and Cisibility. 7haring personal mentoring stories, role

modeling, reward, recognition, and celebration are high leverage

activities that create and sustain value and visibility. 0eaders who

talk about formative mentoring e'perience, share best practices,

and promote and support mentoring by their own e'ample add to

the value proposition for mentoring.

COMMUNICATION

3ommunication is one of the toughest issues in organiations.

6ffective communication re5uires four components interworking

perfectly for Dshared meaning,E my favorite definition of

communication.

The individual sending the message must present the message

clearly and in detail, and radiate integrity and authenticity.

The person receiving the message must decide to listen, ask

5uestions for clarity, and trust the sender of the message.

The delivery method chosen must suit the circumstances and the

needs of both the sender and the receiver.

The content of the message has to resonate and connect, on some

level, with the already"held beliefs of the receiver.

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2ith all of this going on in a communication, 1 think it9s a wonder that

organiations ever do it well.

3hange management practitioners have provided a broad range of

suggestions about how to communicate well during any organiational

changes.

#"AD"RSHI' AND MANA("M"NT

0eaders of organiations, especially people with high level titles

and ownership positions, establish and maintain the level of comfort

that other employees e'perience when they are asked to speak up. 1n

most organiations, the willingness of employees, even managers, to

speak up in disagreement with the higher level person is appallingly

bad. 2hy is this so+ 1s it because people lack personal and professional

courage at work+ *r, are they too beholden to these e'ecutives for

their %ob+

1n any case, it is the leader who establishes the tone and the

work environment in which people chooses L or chooses not L to

e'ercise personal courage and freedom of e'pression. 1f the leader has

traditionally proved to be genuinely open to comments and criticism,

people are willing to agree, disagree, and e'press opinions.

The good leader, who wants to take advantage of the

e'perience, knowledge, and thoughtfulness of talented staff,

remembers this. The good leader is aware of their power to encourage

or stifle opinions and debate. They use this power to genuinely

appreciate and encourage input, debate, and differing opinions.

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.O! D"SCRI'TION

6ffectively developed, %ob descriptions are communication tools

that are significant in your organiation9s success. /oorly written %ob

descriptions, on the other hand, add to workplace confusion, hurt

communication, and make people feel as if they don9t know what is

e'pected from them.

Qob descriptions are written statements that describe the duties,

responsibilities, re5uired 5ualifications, and reporting relationships of a

particular %ob. Qob descriptions are based on ob%ective information

obtained through %ob analysis, an understanding of the competencies

and skills re5uired to accomplish needed tasks, and the needs of the

organiation to produce work.

Qob descriptions clearly identify and spell out the responsibilities

of a specific %ob. Qob descriptions also include information about

working conditions, tools8 e5uipment used knowledge and skills

needed, and relationships with other positions.

7till uncertain about the value of %ob descriptions+ 3onsider

these tips about employee %ob descriptions.

'ositi%es a)out .o) Descriptions

Qob descriptions provide an opportunity to clearly communicate

your company direction and they tell the employee where he or she

fits inside of the big picture.

2hether you9re a small business or a large, multi"site

organiation, well"written %ob descriptions will help you align employee

direction.

lignment of the people you employ with your goals, vision, and

mission spells success for your organiation. s a leader, you assure

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the interfunctioning of all the different positions and roles needed to

get the %ob done for the customer.

Qob descriptions set clear e'pectations for what you e'pect from

people.

ccording to @erdinand @ournies in WhyDont Employees Do What

Theyre Supposed to Do and What to Do about It0 this is the first

place to look if people aren9t doing what you want them to do. He says

you need to make certain that they clearly understand your

e'pectations. This understanding starts with the %ob description.

Qob descriptions help you cover all your legal bases.

2hether you9re recruiting new employees or posting %obs for

internal applicants, %ob descriptions tell the candidate e'actly what you

want in your selected person.

3lear %ob descriptions can help you select your preferred

candidates and address the issues and 5uestions of those people who

were not selected.

2ell"written %ob descriptions help organiation employees, who

must work with the person hired, understand the boundaries of the

person9s responsibilities.

/eople who have been involved in the hiring process are more

likely to support the success of the new employee or promoted

coworker. &eveloping %ob descriptions is an easy way to involve people

in your organiation9s success

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http://erclk.about.com/?zi=3/skfhttp://erclk.about.com/?zi=3/skfhttp://erclk.about.com/?zi=3/skfhttp://erclk.about.com/?zi=3/skfhttp://erclk.about.com/?zi=3/skf


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SNA' SHORT

Date of "sta)lishment >KA

Re%enue >KJ.G ( !7& in Millions )Market Cap >KK-.IA--IG ( Rs. in Millions )Corporate A$$ress Bat $o >G,0akhmpur,Taluka

&indori$ashik"A-, Maharashtrawww.everestind.com

Management Details Chairperson " C 7omaniMD" Manish 7anghiDirectors" C 7omani, ditya Cikram7omani, mitabh &as Mundhra, =havna B&oshi, =0 Taparia, M 0 Bupta, M 0 $arula,Manish 7anghi, Mohanlal =handari, $eera%

:ohli, 7andeep Qunnarkar, ; 7rinivasa Rao!usiness Operation 3ement 4 3onstruction Materials!ackgroun$ 6verest 1ndustries (610) is one of 1ndia9s

fastest growing building solutionscompany. @ounded in >KA, this companyis one of the most respected andrenowned business entities in 1ndia, andhas dominated the market ever since. 610provides the world"class building solutionsto meet construction re5uirements, in the1ndustrial, commercial and residential

sectors. Historically, this company hasprovide&inancials Total Income " Rs. >-J.JGA Million

( year ending Mar ->)Net 'rofit" Rs. GA.KKI Million ( yearending Mar ->)

Compan Secretar $eera% :ohli!ankers &=7 =ank, :otak Mahindra =ankAu$itors

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COM'AN, HISTOR,

6verest 1ndustries (610) is one of 1ndia9s fastest growing building

solutions company. @ounded in >KA, this company is one of the mostrespected and renowned business entities in 1ndia, and has dominated

the market ever since. 610 provides the world"class building solutions

to meet construction re5uirements, in the 1ndustrial, commercial and

residential sectors. Historically, this company has provided rural

shelters by making corrugated roofing sheets available to farmers at a

competitive price.

The company is poised to capitalie on the opportunities in rural 1ndia

w here various housing and infrastructure initiatives are envisaged by

the Bovernment. Today, this company offers a complete range of

building solutions which includes ceilings, w alls, flooring, cladding,

doors, roofing and pre"engineered steel buildings. These are produced

at 6verest#s state"of"the"art with 17*F >A--- certified manufacturing

facilities at =hagwanpur, :ymore, $ashik, 3oimbatore, :olkata and

Roorkee. 2ith over --- retail points spread across the nation

together with the strength of over >JG highly 5ualified and

e'perienced engineers, designers and technicians, 6verest provides

you building solutions that successfully meet the highest standards of

5uality and durability.

fter successfully catering to the 1ndian market, 610 has widened its

horions in the international arena. 2ith consistent e'ports to 6urope,

frica, ustralia and sia, this company is all set to scale new heights

and establish a strong foundation in the global market. =anking on its

IG years of e'perience and highly sophisticated technology, it assures

that all its products live up to its promise of strength, speed and

safety.

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'ro$uct $etails

Roofing solutions9 business w ill be one billion s5uare meters of roofing

in 1ndia. 1t9s roofing solutions include 6verest 3 roofing and 6verest hi"

tech, 6verest roof light and metal roofing 6verest roofing, which is fiber

cement corrugated roofing sheets, is being used e'tensively

throughout the country for factories, power plants, stadiums, schools,

urban and rural houses, to name a few . 6verest Hi"Tech is a high

impact resistance non"asbestos corrugated modern roofing system.

6verest rooflight "another high 5uality polycarbonate roofing sheet and

6verest metal roofing are available in Balvalume (bare and colored),

prepainted galvanied iron. 6verest also offers a standing seam profile

w hich ensures the use of large length sheets without end laps.

'lants $etails+

=hagwanpur 6verest 1ndustries has established a green field, ultra"

modern manufacturing unit, spread over an area of > acres at

=hagwanpur, (Haridwar district), Roorkee (!ttrakhand) . The plant

manufactures the following products " roofing sheets, 6verest @ibre

cement boards, pre engineered steel buildings and smart steel

buildings. This plant has an installed capacity of G-,--- tonnes of fibre

cement boards, A-, --- metric tonns of steel fabrication products and

>"lakh tonnes of roofing products per annum. :ymore plant established

in >KA, in :atni, Madhya /radesh is the first plant in 1ndia that w as

setup to manufacture fiber"cement roofing 7heets and accessories.

:olkata plant established in >KJ, this is second plant of 6verest that w

as setup to manufacture fiber"cement roofing sheets and accessories.

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$ashik 0akhmapur plant 2orks established in the year >KKA"KG, is

about G kms. away from holy city of $ashik. This plant has advanced

manufacturing facility for manufacturing 3 corrugated roofing sheets,

flat boards, compressed boards, and solid wall panels. This plant w as

the first unit to manufacture $on"asbestos roofing sheet and @lat

boards in 1ndia.

/odanur plant 2orks established in the year >KG is about >- kms.

way from south 1ndian industrial tow n of 3oimbatore and is w ell

connected by road and rail. This plant commenced production in >KG

with manual corrugation of 3 sheets and other molded goods, and

over the years, it gradually transformed itself into a modernied plant,

with vacuum corrugation. Today, /2 had two lines for manufacturing

3 corrugated roofing sheets of 3=7 and 3T7 profiles, and non"

asbestos roofing (hitech) sheets and *MB accessories. The hitech

products are manufactured adapting the H1// technology (high impact

polypropylene) with its uni5ue feature of inherent fle'ibility and

ensures safety for the roofers.

Awar$s17O17* K-->F---

17O17* >A-->F--A

&evelopment of Breen =elt

Rain 2ater Harvesting

6ffluent Treatment /lant for >--? recycling of process effluents

7ew age Treatment /lant for treatment of 3anteen wastes O &omestics

waste6nergy 3onservation

Cermiculture /lant

M7 F 17O17*"K-->F---

6M7"17O17* >A-->

27


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2", "3"CUTI-"S

S4No Name Designation

> C 7omani 3hairman

Manish 7anghi Managing &irector

$eera% :ohli 3ompany 7ecretary

A M 0 Bupta Cice 3hairman

=0 Taparia dditional &irector

G =havna B &oshi dditional &irector

I ; 7rinivasa Rao 6'ecutive &irector " *perations

JMohanlal =handari

1ndependent $on"6'ecutive

&irector

K 7andeep Qunnarkar1ndependent $on"6'ecutive&irector

>- M 0 $arula1ndependent $on"6'ecutive&irector

>> mitabh &as Mundhra1ndependent $on"6'ecutive&irector

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COM'"TITORS

Compan

Sales

5Rs4Million6

Curre

nt'rice

'7"

Ratio

Market

Cap45Rs4Million6

89:/eek

High7#ow

!ltratech

3ement->IAK.A-

>J.G

G">.-J .G G>-IA-.J

-O>A-

G

mbu%a

3ementKJ>.J- >IG.- >. .J- I>G.GK >GO>AJ

33 >>GIK.->-A-.K

-

>.AG >J.AK >KGAA.>A>AGAOK>

7hree 3ement GJ-.A-AA.K

G">.J >G.JK >G-K.

G>-OA>

7amruddhi

3ementAK-.- G>.-- -.-- .-A >-.- GGOG>J

The Ramco

3ementsJ-J.-- >I-.KG"-.>G >I.K A-J-.JI KO>

3hettinad

3ement3orp-GKK.-- I-K.GG -.-- >K.I> I>-A.>->-IOI>

3entury

Te'tile 41ndGKKG.- J.J- -.KJ -.-- A-. AI-O>KG

=irla

3orporation-K.GK -.IG >. K. >IIJ.KJ AO>K>

=inani 3ement -IJ.>> K-.G- -.-- G.I >I-J.A KIOJ>

1ndia 3ements AGKI-.G GG.>-".-J .G >KG.GA KGOA

/rism 3ement AIJA.I- I.>-"-.I -.-- >A-.K GIO

Q: 3ement K>>K.J >JK.- -.A >>.- >I. I-O>AJ

29


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31/63

ndhra

3ements$ G.G"A.GG -.-- >GA-.KJ >-OA

&almia =harat

7ugar

KKKJ.G- >G.G"-.G -.-- >A.A -O>

7hree

&igvi%ay3eme

nt

J.A J.K"-.>> -.-- >J.GA >IOI

Cisaka 1nds. K>AJ.- IG.G">.>J G.>- >->.K >AO

&eccan

3ementsGIA.K- >A.A-"A.KI -.-- >>G>.A -GO>G

7aurashtra

3ementAJ.>J >.J- >.J A.GG J-.-> AO>

$30 1ndustries AI-.K- -.K-">.A -.-- I-.>K AO>I

/anyam

3ement4Mine

ra

>-.- A.G-"A.J .JJ J-.II AO

Bu%. 7idhee

3ementAAGI.>> >G.-">.I .G GAA.AJ IOJ

:akatiya

3emen 7ugar>KJ.J- J.- -.-I .- G-.KG K-O-

=urnpur

3ementJI.- J.-A .-J >.>K G.I >>O

7hiva 3ement GI.-A .>"-.A -.GG A>.KI GO

!daipur

3ement 2orks-.-- A.>G">.A I.>> A>G.JG -O-

7ahyadri A-II.I G.I-".G> K.A A>.G J>O>

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1ndustries

n%ani

/ortland 3em.I>.GA >I.K- -.-- -.-- K.>I AO>

:alyanpur

3ements>K-A.- >.- -.-- -.-- II.G> >O>

=heema

3ements>KG. K.-"A.KG -.-- GG.>I OG

=arak 3ement >-JJ.J G.I- A.A- -.-- >.> >-OG

Cardhman

3oncrete

A-.JA >I.-- -.-- -.-- >>. >JO>

R33 3ements -.K -.GG -.-- -.-- >>G.> >O>I

:eshav

3ementK>.KI >J.K- G.-- .A K.JG AO>>

Roofit

1ndustriesGAI.-- A.- -.-- -.-- I.GG -O-

R"-I"/ O& #IT"RATUR"

&letcher C0 'erformance appraisal an$ management0

No%em)er ;0 9


33/63

terms of the nature of appraisal and the conte't in which it operates.

The former is considered in terms of contemporary thinking on the

content of appraisal (conte'tual performance, goal orientation and self

awareness) and the process of appraisal (appraiserLappraisee

interaction, and multi"source feedback). The discussion of the conte't

of appraisal concentrates on cultural differences and the impact of new

technology.

(regor H4 Do))ins0 'erformance Appraisal as "ffecti%e

Management or Dea$l Management Disease0 =>>KJ), are contrasted. Two

studies are reported that investigate two specific 5uestions that arise

from a broader view of the appraisal process. Results indicate that

managers and subordinates believe thattypical poor performance has

different causes and that actualproductivity levels far outweigh person

or system sources ofperformancevariance in appraisal %udgments.

(regor H4 Do))ins0 A Contingenc Approach to Appraisal

Satisfaction0 =>>


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Talor Co?0 Differential 'erformance Appraisal Criteria0

=>@ + /erformance appraisal ratings of >G first"level managers were

analyed to investigate the degree to which the criteria used to

evaluate the overall %ob performance of black managers differs from

that used to evaluate white managers. The performance appraisal form

included items that measured both the social behavior dimension and

taskOgoal accomplishment dimension of %ob performance. The appraisal

ratings of both groups on each dimension were correlated with

measures of overall %ob performance and promot ability. Results

indicated that social behavior factors are more highly correlated with

the overall %ob performance of black ratees than for white ratees.

1mplications of these resultsfor both black managers and organiations

are discussed.

Da%i$ A4 /al$man0 're$ictors of "mploee 'references for

Multirater an$ (roup:!ase$ 'erformance Appraisal0 =>>B+This

study conceptualies and measures user preferences for -"degree

appraisals and group"level performance management (/M). !sers are

defined as either recipients of /M processes or those whose %ob it is to

administer the process. spectsof individual users, their work design,

and current appraisal

conte't were used to predict preferences. Twostudies were conducted involving data collection in a large 3anadian

telecommunications conglomerate and a department of the 3anadian

government, respectively. /redictors e'plained significant amounts of

variance in userpreferences, especially those pertaining to group"level

/M. /ractical implications are suggested with regard to collecting and

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using user preferences. 1n addition, suggestions for future research are

offered concerning the need to e'amine a broad range of users in

different organiational settings and to measureactual system design

features and their effectiveness.

Dennis /4 Organ0 A Restatement of the Satisfaction:

'erformance Hpothesis0 =>@@+ This article reviews recent

evidence in support of *rgan9s (>KII) argument that satisfaction more

generally correlates with organiational prosocial or citienship"type

behaviors than with traditionalproductivity or in"role performance. n

attempt is then made to interpret %ust what it is in satisfaction

measures that providesthis correlation, leading to the suggestion that

fairness cognitions comprise the ma%or factor. 1mplications of this

interpretation for theory, research, and management practice are

offered.

R"S"RCH M"THODO#O(,

Nee$ of the stu$+

The study concentrates on the HR affairs of the company. 1t

involves the study of performance standards of the employees of

6verest 0td..

This study has been carried out in order to learn the /erformance

ppraisal 7ystem of Roofing/vt. 0td8 to know what strategies are being

implied and how far they are effective.

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O)*ecti%es of the stu$+

To analye and apply performance appraisal strategies to

improve the performance of the individual employees.

To know about the re5uirements of the employees.

To know the best performance appraisal strategy of the

company.

1mprove the performance of the employees and there by

improving the overall performance of the company, by providing

suggestions if any.

To verify the standard of Roofingwhen compared to other paper

industries present in the market.

Scope of stu$+

1t is a systematic procedure of collecting information in order to

analye and verify a phenomenon.

The collection of information has been done through two ma%or

sourcesF

>. /rimary &ata.

. 7econdary &ata.

'rimar Data+

1t is the information collected directly without anyreference. 1n this study, it is gathered through interviews with

various employees, human resource officers and other concerned

people. 7ome of the information were verified and supplemented

through personal observation.

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Secon$ar Data+

The 7econdary data was collected from already

published sources such as pamphlets, annual reports, various

%ournals and internal records. The data collection includesF

3ollection of re5uired data from annual report of Q:. /apers

0td.

Reference from te'tbooks and %ournals relating to the paper

industry in 1ndia.

nnual reports of the company.

'resentation of the stu$+

Chapter I+ This chapter deals with the history and the global

prospective of the /aper industry. 1t also tells us about the other

important world markets for paper and the future prospects in

these markets.

1t also tells us about the various concepts that are

related to performance appraisal strategies.

Chapter II+ This chapter deals with the methodology of the

study along with the needs, ob%ectives and limitations of the

study.

This chapter also deals with how the survey was

carried out by taking the primary data and the secondary data,

that is by carrying out a survey and also taking the findings of

other surveys and documents into account.

1t talks about the need and ob%ective of the study

that is to find out how the company is faring in regard to its

performance. 1t also finds out the limitations that 1 encountered

during the period of study.

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Chapter III+ This chapter deals with the profile of the company.

1t gives a brief history of the company. 1t goes on to talk about

the progress and also the innovations and technological progress

that the company has e'celled in papers over the years. 1t tells

us about the 5uality legacy of the company, in the end it talks

about the uni5ue performance appraisal strategy of the company

and a few of the products that the company sells.

Chapter I-+This chapter deals with the analysis of the survey

that 1 had conducted during the period of my study. The survey

tries to find out various aspects like the satisfaction of the

employees, performance of the employees, awareness in the

organiation, performance appraisal strategies used by the

company and various other aspects.

Chapter -+This chapter includes the summary of the pro%ect. 1t

also includes my findings and suggestions and conclusions

during my pro%ect period.

#imitations of the stu$+

The study is focused on a very general level rather than a full

scale detailed report.

The study does not get information from an in depth prospective.

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The study is not necessarily the solution to the problem that

e'ists.

There were a lot of breaks and hindrances while the study took

place.

The feedback given by recipients is not necessarily right.

DATA ANALYSIS AND INTERPRETATION

4= Duration for which the respon$ent has )een

working in "%erest #t$4

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This 5uestion was asked to the employees working in 6C6R67T 0T&.

to find out the duration for which they have been working in the

organiation, based upon which we can know if the employees are

satisfied with their %ob in the company or not.

Ta)le =+Duration of work perio$ in "-"R"ST #TD4

'articulars No4 of respon$ents 'ercentage of

respon$ents-"> yrs ?

>"G yrs GG?

G">- yrs >G G?

>-N yrs >- >I?Total < =


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49 "?tent of satisfaction in setting goals7o)*ecti%es

in the )eginning of the ear4

This 5uestion was asked to the employees of 6C6R67T 0T&. to find outthe e'tent of satisfaction of the employees in setting goalsOob%ectives

in the beginning of the year to know if they are being given

opportunities to e'press their views.

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Ta)le 9+ "?tent of satisfaction


respon$entsCery satisfied J ?

7atisfied >J -?&issatisfied A I?

Total < =


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respon$ents

Bood A I-?

verage >J -?

=ad - -?

Total < =


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Ta)le ;+ 'A strategies are fair or not4


respon$ents;es A JA?

$o >?

3an9t say - -?

Total < = percent of the respondents say

that the /erformance ppraisal strategies are not fair and ob%ective.

$one of the respondents are there who can9t say anything.

48 It is necessar to appraise an emploee4

This 5uestion was asked to the employees to know how important it is

to appraise an employee.

Ta)le 8+ Necessit to appraise an emploee4

44


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respon$ents;es - >--?

$o - -?

Total < =


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Ta)le + Clarit in what is e?pecte$ from the emploee4


respon$ents;es - >--?

$o - -?

Total < =


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Ta)le B+ &ee$)ack is gi%en to MCS4


respon$ents;es I ?

$o J?

Total < =


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Ta)le @+ Suggestions an$ inno%ations are rewar$e$4


respon$ents;es > G?

$o K G?

Total < =


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This 5uestion was asked to the employees to know if the employees9

problems are dealt well by their supervisors so that their morale

increases and they are satisfied with their %ob.

Ta)le >+ Super%isors share an emploee1s personal concern4


respon$ents;es A I?

$o >I J?

Total < =


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Ta)le =G?

3an9t say ?

Total < =


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This 5uestion was asked to the employees to know the e'tent of

satisfaction in interdepartmental teamwork based on which their

effectiveness in work can be known.

Ta)le ==+ Satisfaction in inter $epartmental team work4


respon$entsCery satisfied >I J?

7atisfied - G-?

&issatisfied > ?

Total < =


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This 5uestion was asked to the employees to know how far the training

and development programme is helping the employees to learn

and work better.

Ta)le =9+


respon$entsTo great e'tent > ?

To some e'tent A I-?

To very little e'tent G J?

Total < =


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This 5uestion was asked to the employees to know the e'tent of use of

performance appraisal system in %ob rotation.

Ta)le =E+


respon$entsMostly I >?

/artially G JJ?

$il - -?

Total < =


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This 5uestion was asked to the employees to know how far the

performance appraisal system is actually helping them in their work.

Ta)le =;+


respon$ents3ompletely K G?

/artially > G?

Total < =


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Ta)le =8+


respon$ents7trongly agree > ?

gree G GJ?&isagree K >G?7trongly disagree G?

Total < =) /resence of a firmly implemented career plan" good sense of

growth.

) High proportion of routine work" during training and immediately

after.

) *rganiation climate"

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2ell analyed goals are set.

Bood and effective performance appraisal strategies applied.

ll the strategies are fair and ob%ective. The employees are well aware of what is e'pected of them.

/roper feedback is not given to the management cadre staff.

7uggestions and innovations are not rewarded.

7upervisors are patient with the employees9 problems.

Bood performance leads to annual increments and promotions.

Training and development programs are not very effective and

helpful.

The purpose of /erformance ppraisal 7ystem followed in the

company is fulfilled.

SU(("STIONS

6'tensive of the %ob training.

@ree hand in decision making.

@ocused %ob responsibility.

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Transparent career planning of all officers.

Bive tangible advantages.

6'emplary rewards should be given for uni5ue achievements of

the employees. 1nformal were calling as and when they need.

Biving chance in decision making.

Reward for employee work.

/roper interactions with seniors.

6ffective training and development programs should be held.

/roper feedback should be given to the management cadre staff

at fi'ed time periods.

7uggestions and innovations should be encouraged.

/erformance appraisal system should be e'tensively used in %ob

rotation.

!p gradation of basic 5ualification of all workers to be taken in

future based on their performance.

1mprove competency of the workers.

The company should concentrate more on individual

development.

CONC#USION

Chapter I+ This chapter gives us insight into the world Human

Resource Management in general and talks about all the related topics

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which effect the Human Resource Management in myriad ways. 1t also

gives us proper introduction and definitions of Human Resource

Management.

This chapter includes the review of literature of performance

appraisal. 1t also includes the various articles which are referred for the

accomplishment of the pro%ect.

Chapter II+ This chapter deals with Methodology of the study and also

its needs and ob%ective of the study.

1t deals with how the survey was carried out by taking the

primary data and secondary data that is by carrying out survey and

also taking the finding of other surveys and document into account.

1t talks about the needs and ob%ective of the study to find out

how the company is faring in and around its region and how it can

improve its retention strategies. 1t also find out the limitation that 1

encountered during the period of study.

Chapter III+This chapter deals with the /rofile of the company it tells

us the history of the company, it goes on to talk about the progress

and all innovations and technological progress that the company has

made over the years, it also talks about how the company has e'celled

in retaining its employees over the years, it tells us about the 5uality

legacy of the company, it gives us an insight about the top

management of the company, it end it talks about the uni5ue retaining

strategies of the company and few of the products that the company

sells.

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Chapter I-+This 3hapter deals with the analysis of the survey that 1

had conducted during the period of my study. This survey tries to find

out how the performance appraisal strategies effects the employees in

the organiation.

!I!#O(RA'H,

!ooks+

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&onald 0. :irkpatrick, --, Improving Employee Performance

through Appraisal and Coaching.

Richard Rudman, --, Performance Planning and Revie

Roger 6. Herman, >KKI, The Process of e"celling, oak Hill press.

/. 7ubba Rao, --, Essentials of #uman Resource $anagement

and Industrial Relations, Himalaya /ublishing House.

.ournals+

Bitam Qournal of Management.

Qournal of *ccupational and 6nvironmental medicine.

1ndian Qournal of 7ocial 2ork.

1ndian Qournal of Human Resource.

/e)sites -isite$+

www.%korg.in

www.google.com

www.answers.com

www.wikipedia.org

U"STIONNAIR"

uestionnaire on 'erformance Appraisal for

appraisees an$ appraisers (Tick your choice)

60
http://www.jkorg.in/http://www.google.com/http://www.answers.com/http://www.wikipedia.org/http://www.jkorg.in/http://www.google.com/http://www.answers.com/http://www.wikipedia.org/


61/63

=6 Since how long ha%e ou )een working in "%erest #t$4G

S-"> yrs S >"G yrs SG">- yrs S>-N yrs

96 How satisfie$ are ou in setting our goals an$ o)*ecti%es in

the )eginning of the earG

Cery satisfied

7atisfied

&issatisfied

E6 How are the 'erformance Appraisal strategies an$

programmes in the compan

S Bood

S verage

S =ad

;6 Do ou consi$er 'erformance Appraisal strategies fair an$

o)*ecti%eG

S ;es

S $o

S 3an9t say

86 Is it necessar to appraise an emploeeG

S ;es

S $o

6 Are ou clear with what is e?pecte$ of ouG

S ;es

S $o

B6 Are the Management Ca$re Staff pro%i$e$ with regular

performance fee$)ackG

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S ;es

S $o

@6 Are our suggestions an$ inno%ations rewar$e$G

S ;es

S $o

>6 Do our super%isors take interest in sharing our personal

concernG

S ;es

S $o

=


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=E6 How far is the 'erformance Appraisal sstem use$ for *o)

rotationG

S Mostly

S /artially

S $il

=;6 To what e?tent is the purpose of 'erformance Appraisal

fulfille$G

S 3ompletely

S /artially

S $il

=86 Does "%erest #t$4 alwas stri%e for continuous in$i%i$ual

impro%ementG

S 7trongly agree

S gree

S &isagree

S 7trongly disagree

54933741 Performance Appraisal Project Report (2)123

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