HUMAN RESOURCE MANAGEMENT INTRODUCTION Human resource management is rather difficult to say spontaneously what management means though we have studied a course in management. But it is necessary to recall what management is before studying of human resource management. Management has been the art of getting things done through people. The term human resource is quite popular in India with the institution of ministry of human resources development in the union cabinet. But most people may not know what exactly the term human resource means. The term human resource management can be thought of as the knowledge, skills, creative abilities, talents and aptitudes of an organization workforce, as well as the value, attitudes and beliefs of the individuals involved it can also be explained in the sense that is resource like any natural resources. It does mean that the management can get and use the skills, tapping and utilizing them again and again. Thus, it is long- term perspective where as personnel is a short- term perspective. Human resources are also regarded as human factor, human asset, human capital and the like. The terms labor and manpower had been used widely denoting mostly the physical abilities and 1
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HUMAN RESOURCE MANAGEMENT
INTRODUCTION
Human resource management is rather difficult to say spontaneously what management
means though we have studied a course in management. But it is necessary to recall what
management is before studying of human resource management. Management has been the art of
getting things done through people. The term human resource is quite popular in India with the
institution of ministry of human resources development in the union cabinet. But most people
may not know what exactly the term human resource means.
The term human resource management can be thought of as the knowledge, skills,
creative abilities, talents and aptitudes of an organization workforce, as well as the value,
attitudes and beliefs of the individuals involved it can also be explained in the sense that is
resource like any natural resources. It does mean that the management can get and use the skills,
tapping and utilizing them again and again. Thus, it is long- term perspective where as personnel
is a short- term perspective. Human resources are also regarded as human factor, human asset,
human capital and the like. The terms labor and manpower had been used widely denoting
mostly the physical abilities and capabilities of employees. The term personnel had been used
widely in the employee as a whole but it does not clearly denote various components of human
resources like skill, knowledge, values.....etc.
MEANING OF HUMAN RESOURCE MANAGEMENT:
Different terms are used to denote human resource management. They are:-labor
The highly competitive tobacco market represented tremendous growth potential to Mr.
Maddi Lakshmaiah. Foreseeing the and for quality Indian tobacco a long term strategy was
formulated. Right from its inception, the company adhered to international standards and made
rapid in roads to global tobacco markets.
A sophisticated threshing plant of international standards was commissioned in 1976 first
in Andhra Pradesh. It created a revolution in tobacco processing and led to a huge upsurge in
demand. This led to the commissioning of two modern plants with threshers, redryers and other
sophisticated equipment for the processing of quality tobacco.
ML Group has taken its credo of total quality to the furthest, whether in the quality of
process, products or working conditions for the vast workforce. The foresighted innovation of Sri
Maddi Lakshmaiah has given the group strong edge. The personal involvement of the directors
in all aspects of the business has resulted in high quality operational parameters.
The quantum growth in ML Co: Spread of investment in infra structure and
diversification into other business.
“ML GROUP” under its umbrella, various companies have an annul turnover of Rs 1550
million and an asset base of Rs 2000 million. A real estate development wing was setup to
develop and lease commercial properties with working environment that rival the best
internationally.
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The information about the establishment of the group which consists of five concerns as
displayed on the preceding pages, let us have a look on the various concerns of ML Group
individually:
ML group of companies (ML group) was founded by Mr.Maddi Lakshmaiah in 1970.
He joined in his family business in 1952 after completing his engineering degree. The joint
family business started payback in 1943 dealing with tobacco exports, well before India.
Maddi Lakshmaiah & Co Ltd was set up at Chilakaluripet, a village in Andhra Pradesh
that produces some of the best tobacco in the country. Today it has evolved into a diversified,
multi products conglomerate known as ML Group that is recognized world over for its
excellence. The company processes tobacco and another agro based products that are used both
in the country and exported to the most quality conscious world markets.
An emphasis on total quality and dedication to the interests of its client’s world wide is
a hallmark of ML group. The group is performing excellently well from the date of its
incorporation and has been exporting large volume of tobacco to Russia, CIS countries, U.K,
Europe, African countries, China, Latin American countries, Middle East countries,
Bangladesh & Nepal etc. The group established its branches in Russia & European countries
and has strong tie up with African and Latin American countries and especially with the
neighbor giant China.
Maddi Lakshmaiah & Co Ltd (MLCO)
ML Agro Products (MLAP)
K.S Subbaiah Pillai & co ltd (KSSP)
ML Exports (MLE)
Coramandal Agro Products & Oils Ltd (CAPOL)
Vision:
Descriptions of some thing can organization corporate culture, business technology an
activity in the future.
The company is trying to develop world class information technology building in
Bangalore, china and Hyderabad in the coming 5 years time.
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The company is going for sheet tobacco plant in joint venture with on of the Indian best
tobacco cigarette manufacturer.
The company is also contemplating for 100% tobacco joint venture association with one
of the best cigarette manufacturer.
The company exports with second strongest country china, Russia and Germany.
The ambassadors are coming to Maddi Lakshmaiah Company limited in August.
Mission:
A mission statement is an enduring statement of purpose that distinguishes one business
from others similar firms. This statement identifies the scope of firms operations in product and
market terms.
M.L & company limited mission is to produce good quality of tobacco and get NO: 1
position in India in producing and exporting tobacco.
Policies:
Policies can be considered a guide to action it is desirable that persons responsible for
implementation of policies use discretion and judgment in appraising and deciding among
alternative courses of action.
The company has well defined policies for exports the quality tobacco.
To conduct its operation with honesty integrity and transparency.
Employment policy is formulation and adoption.
This company shall maintain quality leadership by providing products and services that
completely and consistently meet the agreed.
Requirements of all customs and unsure fitness for use of all products there by ensuring
total confidence to every customer.
Employment policy formulation and adoption.
Canteen, cleaning, security maintenance of good industrial relation.
Future plans:-
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The company (Maddi Lakshmaiah) for an ECB for 50 million dollars and development
of regular trade and also infrastructure projects in India.
Maddi Lakshmaiah Company is also working on joint venture basis with UK based
Commodities Company for supply of agri products to South Asian countries.
The company already entered into joint venture with an US based company by name
CARGIL for the south Indian needs.
They have worked for joint venture arrangements with Yugoslavian government for
their requirement for India.
Achievements / awards:-
Maddi Lakshmaiah Company has no particular achievements/ awards.
Maddi Lakshmaiah group (CAPOL Chirala, Prakasam Dist) got several achievement
awards.
All India Cotton Feed Crushers Association, Mumbai awarded CAPOL as III highest
exporter and II highest domestic seller of cotton seed extraction for the year 1992-93.
CAPOL is the highest exporter and III highest domestic set of cotton seed extraction for
the year 1993-94.
CAPOL is the III highest domestic seller of cotton seed extraction in the year 1994-95.
CAPOL is the II highest domestic seller of cotton seed extraction in the year 1995-96.
CAPOL is the II highest domestic seller of cotton seed extraction in the year 1997-98
CAPOL is the III highest domestic seller of cotton seed extraction for the year 1999-
2000.
CAPOL is the II highest extraction of cotton linter for the year 2000-01.
CAPOL is the III highest exporter of cotton linter and III highest domestic seller of
cotton seed extraction for the year 2001-02.
The company (CAPOL) has been awarded may commendation led by government of AP
for its continuous harmonious relations with its employees in the years 1994,95,96,97.
Track record:-
The company has 30 years of performance.
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It never failed in meeting the scheduled repayments of loans with the bank. Rather it
postponed most of the loans with the lenders.
LAND MARKS:-
Maddi Lakshmaiah Company was the first Indian company to join with China to do
business.
It was the first company to import tobacco and export tobacco.
Ambassadors have already come here and 4th one is coming in this august.
GRADING POINTS:-
Maddi Lakshmaiah Company has three grading points at Chilakaluripet i.e. Martur,
Muppavaram and some other on national highway between Guntur and Chilakaluripet and three
more in Guntur city.
MADDI LAKSHMAIAH & CO LTD:-
ML & company Limited, the fore runner of all the companies of ML group, the company
enjoys a pre eminent standing in the world of tobacco, exporting to China, Russia, Western
Europe, Africa and Bangladesh among others.
Supported by a team of experts, technicians, engineering and a skilled world –force, the
company has forged a head setting standards that have become benchmarks in the industry.
Today Chilakaluripet is a well known name in the global tobacco business in no little measure
due to the pioneering efforts of the intrepid founder, Sri Maddi Lakshmaiah.
ML AGRO PRODUCTS LTD:-
ML agro products ltd was born of a increase in demand for quality tobacco in both the
domestic and foreign markets. Building on the rich experience of running a profitable operation,
a new plant was set up in 1976 at Martur, Prakasam district.
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It is fully self sufficient with modern threshers, lamina redryers, and automatic double
ram press, sophisticated quality control laboratory and mammoth ware houses. It ranks among
the largest threshing units in the country apart from its export commitments.
KS SUBBAIAH PILLAI & CO (INDIA) LTD:
K.S.S.P & Co Ltd was acquired in 1982 with all its assets K.S Subbaiah
Pillai & Co (India) Ltd is the group with leading tobacco exporting unit. In a field that is
extremely competitive, the excellent performance of the company is an indicator of the trust that
it enjoys across the globe.
COROMANDAL AGRO PRODUCTS & OILS LTD (CAPOL):
CAPOL started in 1976, extracts and refines cotton seed oil. Today it is a multi products
company with equipment to process all kinds of oil seeds. The plant has a storage capacity of
2100 tones for different types of oil.
Extreme care is taken to ensure that at every stage in the process of production right from
selection of the raw material to packing the products, only the best is passed.
Minimum human intervention and rigorous application of quality control process ensures
the final product conform to all appropriate standards. The by-products, hulls and de-oil cakes
are in high demand in many parts of the world.
ML EXPORTS:
ML exports is a totally export oriented unit, with clients in a variety of markets around
the world. The company enjoys a reputation for excellent delivery schedules and transparent
business practice in global markets.
SHARE HOLDING PATTERN & MANAGEMENT OF GROUP:
The group has been successfully improving its business in all of its activities such as
domestic sales, export sales, tobacco processing & other tobacco development activities,
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warehousing facilities etc. The group has two tobacco processing plants and one solvent
extraction plant in South India. The group owns around 1, 00,000 sq. mts of warehousing
complexes in south India.
INCORPORTATION:
ML Company is a limited company (m/s Maddi Lakshmaiah and Company Limited)
which was originally incorporated on 8th day of October 1970 under the name, Maddi
Lakshmaiah and Company Private Limited having passed the necessary special resolution on the
23rd day of March 2002, in terms of Sec 31(1)/44 of the Companies Act 1956 the name of the
company changed to Maddi Lakshmaiah and Company Limited.
NATURE OF ACTIVITY:
o This factory produces good quality tobacco.
o The production capacity per each day is 1 lakh 20 tones
FINANCIAL STRUCTURE;
The initial investment of ML Company is 10, 00,000.
TURN OVER OF THE GROUP:
The turn over of the group for the financial year 1989-99 standards is at around Rs 800
million. The net earnings after taxes of the group have been maintained at Rs 150/200 million
per annum. The group has sound assets base having assets spread in most of the prime centers &
ports of South India. The group has developed excellent infrastructure during the past 30 years
which has been yielding a promising regular income of more than Rs 225 million every year.
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Profit after tax:
SNO NO OF YEARS AMOUNT IN RS IN LAKHS
1 2004 109
2 2005 270
3 2006 203
4 2007 312
5 2008 262
6 2009 134
7 2010 103
8 2011 123
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OBJECTIVES OF THE MADDI LAKSMAIAH COMPANY.LTD:
The objectives of the MADDI LAKSMAIAH COMPANY.LTD are as follows below
To serve the nation’s vital interest in the tobacco related sectors.
To earn a reasonable return on investment.
To work towards achievement of self reliance in the field of tobacco, threshing
formulation& distribution system.
To create strong research& development in the field of tobacco and stimulate R&D of
exports.
To maximize utilization of the existing facilities in order to improve efficient and
increased productivity.
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BOARD OF DIRECTORS:
Managing Director : Sri Maddi Lakshmaiah
Director : Sri Maddi Seetha Devi
Director : Sri Maddi Venkateswara Rao (M.B.A in USA)
Director : Sri Maddi Ramesh
Executive Director : Sri Mallavarapu Rama Mohana Rao
Executive Director : Sri Meaden Sekhar
MANAGEMENT TEAM:
Managing Director : M. Venkateswara Rao
Director : M. Lakshmaiah
General Director : M. Rama Mohana Rao
Personnel Manager : B. Babu Rao
Leaf Manager : M. Rama Mohana Rao
Finance Manager : M. Shekhar
Export Manager : M. Shekhar
Production Manager : K.S. Rami Reddy
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Circle Manager : Anji Babu
Factory coordinator : P. Subba Rao
ORGANIZATION STRUCTURE:
The company (ML Company) is under the complete administrative control of the
managing director and he are reported by the director and he is reported by general manager.
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Managing director
Deputy Managing
director
General Managing director
Personal manager
Leaf manager
Financial manager
Export manager
Production manager
Personal officer
Safety officer
Welfare officer
Circle manager
Factory coordinator
Accounts officer
Plant engineer
Export officer
Branch manager
Staff
Buyers Supervisors
Staff workers
Shifting in charge Assist-
engineer
Staff workers
Staff
MAN POWER PARTICULARS:
In M.L & CO. LTD., employee’s total number is . It may be shown in the form of table as
follows.
S.NO. Type of workers permanent seasonal Temper\Daily
wage
total
1 Officers 16 - - 16
2 Staff(including boys) 154 70 - 224
3 Scavengers 7 - - 7
4 Female workers 223 - 74 307
5 Male workers 7 - - 7
6 Security - - 21 21
7 Engineering Daily
Wages
- - 50 50
8 Apprentice - 10 - 10
9 Carpenters 3 - - 3
10 Gunnies 2 - - 2
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Staff
11 Meithei 105 - - 105
Total 527 80 145 752
Responsibilities of managers in M.L company:
The M.L Company managing director M.Venkateswara Rao is under the complete administrative
control of the managing direction and he is reported by the director and he is reported by general
manager
The general manager of ML Company is M. Ram Mohan Rao assisted by fine general
manager i.e., personal manager, leaf manager or department manager, finance manager, exports
manager and production manager.
The personal department manager B. Babu Rao is headed by who reports directly to G.M.
he looks after the areas of personnel & administration under there may be a personal offices
welfare officer and a safely officer.
The finance manager M.Shekhar is assisted by a team of experienced management and
non management staff who takes care of the finance is accounts activities of the organization.
The export manager M.Shekhar deals all the matters regarding the export departments
and directly reports to managing director.
The production manager K.S.Rami Reddy is headed by the G.M. is assisted by a plant
engineer and staff of the production department.
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PERFORMANCE APPRAISAL AT M.L. & Co.Ltd
Performance Appraisal is one of the important mechanisms of HRD. It is the process
through which an individual employee's behavior and accomplishments for fixed time period are
measured and evaluated. The major purpose of measuring and evaluating is to assess the worth
or value. Performance appraisal is a systematic and objective way of judging the relative worth
or ability of an employee in performing his/her assigned task. It is thus the process of reviewing
an individual's performance and progress in a job and assessing his/her potential for future
improvement. It is a systematic method of obtaining, analyzing and recording information about
a person that is needed by the efficient management to help them to improve the job holder's
performance and plan their career and by the job holder to assist him to evaluate his own
performance and develop himself.
Sometime reliability may be reduced due to inconsistent use of measuring standards lack
of training appraisal techniques and inconsistency between different raters. Though these are no
accepted standards to determine which method of evaluation produces the best results. There is a
range of techniques that are used by the organization.
After evaluating the performance of the employee, evaluator is going to provide a
training & development programmers to the employees to improve the knowledge & skills. The
organization provides on-the –job training and off-the-job training. These training programmers
are useful to the employees. Every employee feels good about their job at the same time
organization also.
Key process of Performance appraisal in M.L. & Co.Ltd:
1. Performance planning/goal setting
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2. Performance coaching/half yearly review
3. Performance review/ annual review
4. Feedback and consequences management
1. Performance planning /goal setting
Once the business/ functional scorecard is frozen the superior and the employee should
meet to clarify expectation from their key customers/shareholders and others. This input should
be converted into performance goals to be met during the review period.
The goals articulated are not merely a routine set of activities, but ideally should result in
value creation for the organization through either continuously improving or reducing gaps in the
existing products, process and services. To improve organizational performance, the goals must
necessarily incorporate ‘performance stretch’ i.e. they need to be significantly higher than the
goals of the previous year. Measurement criteria are for tracing performance against the goals.
The superior/employee is free to freeze the criteria as relevant to their nature of work.
Possible criteria may be quantity, quality, Cost, time and human reaction. The goals can be
added/deleted/modified with mutual consent in response to changing business priorities.
2. Performance coaching
Performance coaching is an ongoing process and based on continuous dialogue
between the superior and employee. It is important to spend time preventing performance
problems rather than evaluating them at the end of the year. The superior and the employee
should meet periodically to review performance; learning’s and progress against set goals.
Regular dialogue enhances employee’s engagement and is the foundation of coaching.
3. Performance Review
(A).Half yearly Review:
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A formal half-yearly review is important for superior and employee to take stock of the
progress made and to make course corrections. The focus during the review should primarily be
on overcoming constraints and planning for the rest of the performance cycle. The superior
collects feedback from the customers, suppliers and peers and collates this feedback. The
superior calls project managers to the review if the employee has the project goals. The superior
is expected to give feedback on achievement of goal and behavioral aspects for the period under
review. Employees are also provided with an opportunity to give their feedback and seek
clarifications from the superior.
In addition to these regular discussions, the superior need to conduct and document
an interim review if the employee is being transferred to another department. This must also be
done if the employee demonstrates any extreme performance.
(B). Annual review:
Self-Review:
The annual review starts with a self-review. The employee fills sections-II. A with the
status of achievements on goals for the review period. In sections III, the employee has to
briefly describe his/her contribution towards organization building if any and identifies
development needs in both behavioral and function areas. The onus of development is on the
employee. The employee also mentions short and medium term career aspirations at M.L.
&Co.Ltd based on current skill and competencies required to fit into the aspired role. The aspired
role may not necessarily be hierarchically superior but it may envisage horizontal career
movements within and across functions, which may help in long-term development of the
employee.
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Role of Key Persons in M.L. & Co. Ltd:
1. Role of employee:
Employees are expected to clarify expectations from their key stakeholders who may
be their immediate superior, customer’s peers and subordinates at the beginning of the review
period and use the same as an input for framing the goals in section II.
Employees are also expected to proactively seek performance feedback from key
stakeholders. During the half yearly formal review, the onus is on employee to seek clarification
on the expectations and give an honest feedback to his superior in the “appraiser’s feedback”
column and resolve issues of resources/constraints/support if any. The employee is also required
to give his honest input at the end of the review period about the quality of the process/feedback
and the improvement areas in section VIII. The employee should proactively seek the execution
of the development plan in section VII with both his /her superior and the concerned HR.
2. Role of the superior:
Superiors are expected to ensure that goals are set and signed off as per organizational
timelines. Even if, in departments/SBU’s where goals change more frequently based on
changing upstream priorities ,the event that the employee has project goals , the superior needs to
involve the project manager at the time of goal setting. The superior has to proactively follow the
perfect schedule and complete goal setting/half yearly review/annual review in time .The
superior should use the half-yearly review for clarifying expectations and sorting out issues of
resources/constraints. While assessing, the superior has to honestly and fairly apply the rating
template.
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The superior should give sufficient comforts to the employee so that he/she is able to give
honest feedback in section VII. However, it must be made clear by the superior that the ratings
given in section VI are non-negotiable and cannot be altered following the final discussion and
closure unless it is prima facie evident that a gross miscarriage of justice has been committed.
The superior may call the employee during the review period to understand what the
employee had written in section III and seek clarification whenever require
3. Role of the Reviewer:
The reviewer is expected to help the superior in coming to a fair and unbiased
assessment of the employee and provide key development inputs. The reviewer is required to
question the superior as to why a certain rating has been proposed as per the guidelines in the
rating template. The reviewer is also expected to completely brief the superior of the proceedings
at the Apex review committee and the rationale if the ratings get altered. The reviewer should at
no point directly communicate with the employee over performance ratings, which might
confuse the employee and the ownership of the superior.
4. Role of HR:
HR has to support and facilitate the line managers {superior and reviewers} in all
administrative and technical areas like coaching and feedback as well as dealing with
performance problems. HR would facilitate discussion at the apex review committee, ensure
implementation of perfect philosophy and monitor overall quality of perfect.
HR would also help in implementing the development plan in section VII and
analyze the closure section for monitoring quality of feedback. HR would assist in reminding
line managers about the timelines on goals setting/half-yearly feedback /final review and would
and follow up for the same. HR shall also carry audits on the perfects process periodically.
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1. Are you aware about the organization performance Appraisal system?
TABLE: 1
CHART: 1
opinion of employee regarding the awareness of employee about performance appraisal system
0
20
40
60
80
100
120
YES NO
NO. OF RESPONDENTS
PERCENTAGE
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OPINION NO. OF RESPONDENTS PERCENTAGE
YES 100 100
NO 0 0
TOTAL 100 100
INTERPRETATION:
The above chart indicates that most of the respondents are i.e. 100% of employees are expressed the performance appraisal system is essential in an organization. So from the above analysis the performance appraisal system is the aware about the organization.
2. Are you satisfied with the annual performance appraisal?
TABLE: 2
OPINION NO. OF RESPONDENTS PERCENTAGE
SATISFIED 76 76
PARTIALLY SATISFIED 15 15
DISSATISFIED 9 9
TOTAL 100 100
CHART: 2
The satisfaction of employee regarding annual performance appraisal
010
2030
4050
6070
80
SATISFIED PARTIALLYSATISFIED
DISSATISFIED
NO. OF RESPONDENTS
PERCENTAGE
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INTERPRETATION:
The above chart indicates that most of the respondents i.e. 76% of respondents are expressed satisfying with the annual performance appraisal. Where as 15% of employees are partially satisfied and 9% of employees are dissatisfied about annual performance appraisal.
3. What is your satisfaction level with the performance appraisal system in M.L. Company?
TABLE: 3
OPINION NO. OF RESPONDENTS PERCENTAGE
EXCELLENT 60 60
GOOD 23 23
AVERAGE 17 17
TOTAL 100 100
CHART: 3
the satisfaction level of employee about P.A.S in M.L.Company
0
10
20
30
40
50
60
70
EXCELLENT GOOD AVERAGE
NO. OF RESPONDENTS
PERCENTAGE
70
INTERPRETATION:
From this above chart indicates that 60% of respondents are expressed the satisfaction level is excellent in the organization. Where as 23% of respondents are good and 17% of respondents are expressed average to the performance appraisal in the M.L Company.
4. Do you think performance appraisal is essential?
TABLE: 4
C HA RT: 4
opinion of employee regarding performance appraisal is essential
0102030405060708090
100
YES NO
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
71
OPINIONNO. OF RESPONDENTS
PERCENTAGE
YES 87 87
NO 13 13
TOTAL 100 100
The above chart indicates that most of the respondents i.e. 87% of respondents are expressed that the performance appraisal system is essential where as 13% of respondents are the responded that the performance appraisal system is some extent not essential in the organization.
5. Do you think that performance appraisal conducted periodically?
TABLE: 5
CHART: 5
opinion of employee regarding P.A.S. conducted periodically
0
10
20
30
40
50
60
70
80
YES NO
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
72
OPINIONNO. OF RESPONDENTS
PERCENTAGE
YES 70 70
NO 30 30
TOTAL 100 100
The above chart indicates that most of the respondents i.e. 70% of respondents are expressed the performance appraisal is conducted periodically. Where as 30% of employees are feel that the performance appraisal is not to be conducted periodically.
6. Periodicity of performance appraisal should be on
OPINION NO. OF RESPONDENTS PERCENTAGE
QUARTERLY BASIS 13 13
HALF-YEARLY BASIS 11 11
ANNUAL BASIS 76 76
TOTAL 100 100
TABLE: 6
CHART: 6
The employee opinion regarding conducting of performance appraisal
0
10
20
30
40
50
60
70
80
QUARTERLYBASIS
HALF-YEARLYBASIS
ANNUALBASIS
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
From the above chart indicates that 13% of respondents are feeling
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performance should be on quarterly basis. Where as 11% of respondents feel about half-yearly basis. And most of the respondents i.e., 76% of respondents are expressed their interest to annul basis of the performance appraisal.
7. What is your opinion regarding performance appraisal system helps in identifying strengths
and weaknesses of an individual on his job?
TABLE: 7
CHART: 7
opinion of employee regarding P.A.S. helps the identifying the strengths and weakness on his job
0
10
20
30
40
50
60
70
80
90
YES NO
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
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OPINION NO. OF RESPONDENTS PERCENTAGE
YES 80 80
NO 20 20
TOTAL 100 100
From the above chart most of the respondents, i.e. 80% of respondents are feel the performance appraisal system helps the identifying the strengths and weaknesses of an individual on his job. Where as 20% of employees are feel about the performance appraisal system is not fully identifying the strengths and weaknesses of individual on the job.
8. What is the present appraisal system which is used in your organization?
TABLE: 8
OPINION NO. OF RESPONDENTS PERCENTAGE
GRADING METHOD 60 60
CHECK LIST METHOD 20 20
BOTH 20 20
TOTAL 100 100
CHART: 8
opinion of employee regarding appraisal systen is used in organization
0
10
20
30
40
50
60
70
GRADING METHOD CHECK LIST METHOD BOTH
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
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The above chart indicates that most of the respondents, i.e. 60% of respondents are expressed that the present appraisal system using grading method. And where as 20% of respondents are expressed about check list method is used and 20% of respondents are expressed that both the grading and check list methods are used in the organization.
9. What is the previous performance appraisal system in your organization?
TABLE: 9
OPINION NO. OF RESPONDENTS PERCENTAGE
GRADING METHOD 30 30
CHECK LIST METHOD 20 20
BOTH 50 50
TOTAL 100 100
CHART: 9
opinion of employee regading previous P.A.S. in organization
0
10
20
30
40
50
60
GRADINGMETHOD
CHECK LISTMETHOD
BOTH
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
The above chart indicates that 30% of employees are said that previously the organization used grading method and 20% of respondents are expressed check list method.
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Most of the respondents are 50% of respondents are expressed both the grading method and check list methods of performance appraisal used in the organization
10. In your opinion what is the basis of performance appraisal system?
TABLE: 10
OPINION NO. OF RESPONDENTS PERCENTAGE
BEHAVIOUR 10 10
PERFORMANCE 40 40
BOTH 50 50
TOTAL 100 100
CHART: 10
the employee opinion regarding basis of P.A.S
0
10
20
30
40
50
60
BEHAVIOUR PERFORMANCE BOTH
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
The above chart indicates that 10% of respondents are expressed the ir view about the behavior is basis for performance appraisal and 40% of respondents are feeling the performance of employee is basis for performance appraisal system. Where as most of the
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respondents i.e. 50% of respondents are expressed the both behavior and performance are basis for performance appraisal system.
11. Do you think performance appraisal system plays a role in advanced work plan?
OPINION NO. OF RESPONDENTS PERCENTAGE
STRONGLY AGREE 75 75
AGREE 15 15
DIS AGREE 10 10
TOTAL 100 100
TABLE: 11
CHART: 11
INTERPRETATION:
The above chart indicates that most of the respondents i.e. 75% of respondents are strongly agree to the performance appraisal system plays a key role in advanced work plan. Whereas 15% of respondents are feel agree and 10% of respondents are expressed disagree about performance appraisal system plays a role in advanced work plan.
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12. What is your opinion regarding there is a link between organization goals and performance appraisal system?
TABLE: 12
CHART: 12
opinion of employee regarding link betweenorganizational goals and P.A.S.
0
10
20
30
40
50
60
70
80
YES NO
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
From the above chart 80% of respondents are expressed that the appraisal is linked to the organization goal. 20% of respondents are expressed that there is no link between the performance appraisal system and organization goals.
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OPINIONNO. OF RESPONDENTS
PERCENTAGE
YES 80 80
NO 20 20
TOTAL 100 100
13. Performance feed back allows employees to improve their efficiency?
TABLE: 13
CHART: 13
opinion of employee regading feedback allows improve efficiency
0
10
20
30
40
50
60
70
80
90
100
YES NO
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
From the above chart most of the respondents i.e. 95% of respondents are expressed performance feedback allows the employees to improving efficiency. Where as 5% of employees are expressed the feedback is not allowed improving efficiency of individual.
80
OPINIONNO. OF RESPONDENTS
PERCENTAGE
YES 95 95
NO 5 5
TOTAL 100 100
14. Do you think counseling is essential for employees in connection with performance appraisal?
TABLE: 14
CHART: 14
opinion of employee regarding essentiality of counselling in connection with performance appraisal
0
20
40
60
80
100
120
YES NO
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
From the above chart all of the respondents i.e. 100% of respondents expressed that counseling is essential in connection with performance appraisal system in the Maddi Lakshmaiah.Company Ltd.
15. What kind of counseling should be occurring in an organization?
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OPINIONNO. OF RESPONDENTS
PERCENTAGE
YES 100 100
NO 0 0
TOTAL 100 100
TABLE: 15
CHART: 15
opinion of employee regarding counselling should occure in organization
0
10
20
30
40
50
60
70
80
90
FORMAL IN FORMAL
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
From the above chart 80% of respondents are expressed their interest about formal counseling is essential. Whereas 20% of respondents are expressed Informal counseling should be occur in an organization.
16. Does the organization provide training & development programs after appraising period?
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OPINIONNO. OF RESPONDENTS
PERCENTAGE
FORMAL 80 80
IN FORMAL 20 20
TOTAL 100 100
TABLE: 16
CHART: 16
opinion of employee regarding T&D programs after appraising period
0
20
40
60
80
100
120
YES NO
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
From the above chart all of respondents are expressed that the organization is providing the training and development programs after performance appraisal period.
17. Is Training & Development programs improving the quality work of the employees?
83
OPINIONNO. OF RESPONDENTS
PERCENTAGE
YES 100 100
NO 0 0
TOTAL 100 100
TABLE: 17
CHART: 17
opinion of employee regarding T&D programs quality of work of the employee
0
10
20
30
40
50
60
70
80
YES NO
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
The above chart indicates that most of the respondents i.e. 70% of respondents are expressed that the training and development programs improve the quality work of employee. Where as 30% of respondents are expressed there is no any improvement of the quality of employee with the T&D programs.
18. How is the present performance appraisal system in the organization?
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OPINIONNO. OF RESPONDENTS
PERCENTAGE
YES 70 70
NO 30 30
TOTAL 100 100
OPINION NO. OF RESPONDENTS PERCENTAGE
EXCELLENT 60 60
GOOD 25 25
MODERATE 15 15
TOTAL 100 100
TABLE: 18
CHART: 18
opinion of employee regarding present performance appraisal system in organization
0
10
20
30
40
50
60
70
EXCELLENT
GOOD
MODERATE
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
From the above chart 60% of respondents are expressed that the present performance appraisal system is excellent and 25% of respondents are expressed Good. Where as 15% of respondents are feeling present appraisal system is moderate in the organization.
19. Does your company giving a greater feedback after apprising of employee performance?
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TABLE: 19
CHART: 19
The employee opinion regarding giving of a greater feedback of performance appraisal
0102030405060708090
100
YES NO
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
The above chart indicates that the most of the respondents i.e. 90% of respondents are expressed that the organization giving a greater feedback after appraising. Where as 10% of respondents are expressed that the company has not giving a greater feedback after appraising of employee performance.
20) What is your satisfaction level with the feed back of appraiser regarding your performance?
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OPINIONNO. OF RESPONDENTS
PERCENTAGE
YES 90 90
NO 10 10
TOTAL 100 100
TABLE: 20
OPINION NO. OF RESPONDENTS PERCENTAGE
EXCELLENT 60 60
GOOD 30 30
BETTER 10 10
TOTAL 100 100
CHART: 20
opinion of employee regarding satisfaction level with the feedback of appraiser
0
10
20
30
40
50
60
70
EXCELLENT
GOOD
BETTER
NO. OF RESPONDENTS
PERCENTAGE
INTERPRETATION:
The above chart indicates that most of the respondents i.e. 60% of respondents are expressed their satisfaction level is excellent with the feedback. Where as 30% of respondents are expressed their satisfaction level about feedback is good. And 10% of respondents are expressed their satisfaction level with the feedback of appraiser regarding performance is better in the organization.
FINDINGS
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It was observed that most of the employees in MADDI LAKSMAIAH COMPANY have the full awareness about performance appraisal system
It was observed that most of the employees have satisfied with annual performance appraisal.
It was observed that most of the employees feeling the performance appraisal system is very essential for identifying strengths and weaknesses.
It was observed that the M.L.Company has conducting performance appraisal system on annual basis
It was observed that the M.L.Company is being used both the grading and check list method of performance appraisal.
It was observed that most of the employees feel about counseling is essential for employee in connection with performance appraisal system.
It was observed that for conducting of performance appraisal system. The organization is considered not only the performance of the employee and also behavior aspects of the employee.
It was observed that the performance appraisal helps in assessing the training needs of the subordinates.
It was observed that the employee strongly believed that the training and development programs will improve the quality of their works.
It was observed that most of the employees have satisfied with the present (check list method and grading method) performance appraisal system.
SUGGESTIONS
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Based on the findings of the study the following suggestions are recommended for
improving the performance of the employees and organization.
There is a need to modify the performance appraisal system in MADDI LAKSHMAIAH & CO.LTD
The company should conduct performance appraisal system periodically like twice or trice in a year.
The company should encourage participation of employees in their appraisal.
The M.L.Company must concentrate on personal counseling programs in addition to formal counseling.
It is better to take another performance appraisal like 360 degree performance appraisal.
The organization need to increase the satisfaction level in giving of feedback to employees regarding their performance.
The employees need to get the idea about the performance appraisal system helps in identifying strengths and weaknesses of themselves on their work.
CONCLUSION
89
The Performance appraisal system plays an important role in the development of
human resource in every organization. The study reveals that majority of the employees are
having awareness about the performance appraisal conducted in their organization and they felt
that performance appraisal is helpful for the organization growth. The organization evaluates the
performance of the employees regarding their job knowledge and the quality of work. The
majority of employees are greater feedback on their performance.
The M.L. Company presently following for appraising Performance of the
employees is GRADING AND CHECK LIST METHODS and majority of the employees are
satisfied with the present appraisal system. Majority of the employees felt that the performance
appraisal system is useful for identifying their abilities, strengths and weaknesses. From the
study it is suggested that the company has to provide proper mechanism to convey the employee
suggestions to top management. It is better to evaluate the performance of the employees for
frequently. Then there is a probability of employees to improve their skills and knowledge in
their working conditions.
BIBLIOGRAPHY
Books:
90
Ahuja K.K - Personal Management Publishers
Amstrong.M -A Hand Book of Reward Management Practice
Becker B.E,Huselid M A, and Ulrich D -
The HR Scorecard-Linked People, Strategy and Performance
Dwivedi RS -Managing Human Resource Management in India
Eugene Mc Kenna and Nic Beech-
Human Resource Management
Gary Dessler - Human Resource Management
Jhon Ivancevich - Human Resource Management
Ian Breadwell and Leen Holden
- Human Resource Management
Luis Gomez-mejia and David B Balkin and Robert L. Cardy