Pms Project on Paharpur Industries

8/14/2019 Pms Project on Paharpur Industries

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PERFORMANCE MANAGEMENT SYSTEM

PROJECT REPORT

ON

Performance management system atpaharpur 3P

Submitted under the partial fulfillment ofcontinuous evaluation for internalmarks/assessment of performance

management system

Submitted to: - Submitted by:Ms. Parul Jhajhariya Gayatri

Kumar A0101907G14

Ankita Gulati A0101907G07


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AMITY BUSINESS SCHOOL,

AMITY UNIVERSITY UTTAR PRADESH

ACKNOWLEDGEMENT

No work is ever complete without expressing gratitude when and where it is due. Our

group would like to express our sincere gratitude towards our faculty Ms. Parul

Jhajhariya for giving us this opportunity and for his constant guidance and support.

Education is what remains after one has forgotten what one has learned in school.Working on this project has helped us understand the concept of Performance mangemntsystem used in Paharpur 3P for which we are thankful to the HR manager Ms. Neeta

Jaiswal for providing us with all the necessary data and information.

GAYATRI KUMAR A0101907G14ANKITA GULATI A0101907G07


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COMPANY PROFILE

Paharpur's flexible packaging business leverages, with more vigour than ever before, thepowerful Paharpur brand.

The Paharpur Group continues to make available its potent resources and intellectual

capital, and insist on business ethics, that takes its flexible packaging division to a position of strength and respect in the market in and outside India.

Paharpur supports the development of cutting edge technology so as to raise the bar of

the product offering and process quality, productivity, cost conservation and turnaroundtime to serve the markets of its choice. Thereby, it reaps the rewards of goodwill,

profitability and return on its investment

CORPORATE VISION

To build a reputation in the industry by practicing a strategy that incorporates ethics,transparency, social responsibility, quality and commitment to our stakeholders in all our

activities.

CORPORATE MISSION

Maintaining leadership through technology in the flexible packaging industry.

PAHARPUR COMMITMENT

Paharpur-3P is a division of Paharpur Cooling Towers Ltd. They have state of the artmanufacturing facilities, strategically located near two major metro cities in Delhi and

Chennai. More than 90% of our machines and equipment are imported and are in line

with the latest international technology. They have been accredited several times with the

Indian Star Award for excellence in packaging.Today, their sales turnover exceeds Rs. 1 billion (USD 23 million) and they plan to grow

over three times by the end of this decade. At least one-third of the sales turnover isanticipated to come exports.

PRIMARY COMPETITIVE ADVANTAGES

Superlative quality products

Competitive prices


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Customer satisfaction--the key motive

Latest technology machines used

Robust systems

PERFORMANCE MANAGEMENT SYSTEM ( PMS)

Performance management system (PMS) is the heart of any " people management " process in organization. Organizations exist to perform. If people do not perform

organizations don't survive. If people perform at their peak level organization can

compete and create waves.

Performance management is the process of creating a work environment or setting inwhich people are enabled to perform to the best of their abilities. Performance

management is a whole work system that begins when a job is defined as needed. It ends

when an employee leaves the organization.

Most organizations focus on an annual evaluation process for employees and call thatPerformance Management. However, annual evaluations are often subjective and can lack

specific measurements and supportive data to help the employee truly improve their

behavior.


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OBJECTIVES OF PMS

A performance management system includes the following actions.

Develop clear job descriptions.

Select appropriate people with an appropriate selection process.

Negotiate requirements and accomplishment-based performance standards,

outcomes, and measures.

Provide effective orientation, education, and training.

Provide on-going coaching and feedback.

Conduct quarterly performance development discussions

Design effective compensation and recognition systems that reward people for

their contributions

Provide promotional/career development opportunities for staff

Assist with exit interviews to understand WHY valued employees leave the

organization

KEY BENEFITS OF PMS

PM focuses on results, rather than behaviors and activities

Aligns organizational activities and processes to the goals of the organization

Cultivates a system-wide, long-term view of the organization

A clear understanding of job expectations

feedback about performance

Advice and steps for improving performance

Rewards for good performance


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SETTING UP A PMS

The goal of a performance management system is to help boost employee performance

and, ultimately, the productivity of the business. For it to be effective, a performance

management system should incorporate the following critical elements:

Updated job description

Job descriptions should clearly describe the employee's current duties and performance

expectations. Position descriptions should be specific, clearly defining the job function,

required skills, deadlines and goals, and should delineate expectations for the employee's

relations with peers and customers

Guidelines for Improvement

Institute basic policies to cope with employee weaknesses and poor performance. Decide

if we will provide training or mentoring for employees exhibiting subpar performance.

Set guidelines that outline how long it should it take an employee to improve and what

steps will be taken if the employee fails to show improvement

Employee Input

Solicit and evaluate staff suggestions for the performance management program.Incorporate employee input into the program or system as needed

Compensation and Rewards

When the employees perform well they should be compensated. Rewards keep morale

high, generate loyalty and foster additional improvement. But closely linking pay hikes

and promotions to performance appraisals is a contested issue. Regardless of how and

when you choose to compensate your employees, an above-average appraisal deservesacknowledgment. Make sure they should be consistently reward employees for their hard

work.


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PERFORMANCE APPRAISAL

Performance appraisal which is also known as employee appraisal is one of the majorpart of performance management system to reach organizational goals and appraise

employees.It is a method by which the job performance of an employee is evaluated

(generally in terms ofquality, quantity, cost and time). Performance appraisal is a part ofcareer developments

Generally, the aims

of a scheme are:

Give

feedback on performance to employees.

Identify employee training needs.

Document criteria used to allocate organizational rewards.

Form a basis for personnel decisions: salary increases, promotions, disciplinary

actions, etc.

Provide the opportunity for organizational diagnosis and development.

Facilitate communication between employee and administrator.

Validate selection techniques and human resource policies to meet federal Equal

Employment Opportunity requirements.

DEVELOPING A GOOD APPRAISAL SYSTEMEnd of the year appraisals are always a matter of heartburn and disgruntlement among

employees. It is only very rarely that all employees find the appraisal system fair and

reflective of their real performance. For managements too, conducting such appraisals is

a matter of trepidation. This is more so for companies that are still to develop a strong
http://en.wikipedia.org/w/index.php?title=Job_performance&action=edit&redlink=1http://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Qualityhttp://en.wikipedia.org/wiki/Quantityhttp://en.wikipedia.org/wiki/Costhttp://en.wikipedia.org/wiki/Timehttp://en.wikipedia.org/wiki/Career_developmenthttp://en.wikipedia.org/wiki/Traininghttp://en.wikipedia.org/wiki/Documenthttp://en.wikipedia.org/wiki/Rewardhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Promotion_(rank)http://en.wikipedia.org/wiki/Disciplinehttp://en.wikipedia.org/wiki/Disciplinehttp://en.wikipedia.org/wiki/Equal_Employment_Opportunityhttp://en.wikipedia.org/wiki/Equal_Employment_Opportunityhttp://hrknowledge.blogspot.com/2008/01/developing-good-appraisal-system.htmlhttp://en.wikipedia.org/w/index.php?title=Job_performance&action=edit&redlink=1http://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Qualityhttp://en.wikipedia.org/wiki/Quantityhttp://en.wikipedia.org/wiki/Costhttp://en.wikipedia.org/wiki/Timehttp://en.wikipedia.org/wiki/Career_developmenthttp://en.wikipedia.org/wiki/Traininghttp://en.wikipedia.org/wiki/Documenthttp://en.wikipedia.org/wiki/Rewardhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Promotion_(rank)http://en.wikipedia.org/wiki/Disciplinehttp://en.wikipedia.org/wiki/Disciplinehttp://en.wikipedia.org/wiki/Equal_Employment_Opportunityhttp://en.wikipedia.org/wiki/Equal_Employment_Opportunityhttp://hrknowledge.blogspot.com/2008/01/developing-good-appraisal-system.html


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performance evaluation system. But appraisals have to be done and they are critical for

rewarding and retaining talent. They are also important for attracting talent as good

performance evaluation systems help to build the employer brand..

Here are some suggestions for creating and implementing a fair, accurate, and discerning

employee review system:

Document everything

Set clear goals

Make the process user-friendly

Allow for flexibility

Make it participatory

Set achievable goals

Adjust your business plan

VARIOUS KINDS OF PERFORMANCE APPRAISAL SYSTEMS

Personality based performance appraisal system:

Here the appraiser is supposed to rate the personality traits of the person being appraised.

This is not in much in organisations as it very subjective and judgmental. It could also be

biased and prejudiced.


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Competence based performance appraisal system:

Here the job analysis is used and the employee is appraised for the skills he exhibits. For

e.g. if his job entails dealing with the clients then he is judged foe his effectiveness in

dealing with them. This enables both the organisation and the employee as to what

deficiencies are to be overcome and can be useful in providing training to the employeeto better his performance.

Result based performance appraisal system:

This system concentrates on the final results achieved by the employee irrespective of his

personality or deficiencies. This is totally related to the job and concentrates on the end

results that are more important to the organization.

Thus Performance Appraisal is the process to establish the competency and the

learning gap in addition to reward system. Performance increment would depend on the

performance appraisal input for the department and the management for decision making.

Human Resources would craft the notice and letter to communicate to the employees.

This is also an important issue. Human Resources is the corporate communicator and is

responsible for employees communication.

360 DEGREE PERFORMANCE APPRAISALS

360 degree feedback, also known as 'multi-rater feedback', is the most comprehensiveappraisal where the feedback about the employees performance comes from all the

sources that come in contact with the employee on his job.

360 degree respondents for an employee can be his/her peers, managers (i.e. superior),

subordinates, team members, customers, suppliers/ vendors - anyone who comes intocontact with the employee and can provide valuable insights and information or feedback

regarding the on-the-job performance of the employee.


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Why It's Important

Measures a leader's skill in the 22 Core and Adaptive leadership competencies most

critical for job performance. Leaders rate themselves and receive ratings from their peers,

supervisor(s), subordinates and others (such as customers).

This process increases self-awareness and drives skill development. Results are delivered

in a report that highlights strengths, areas for improvement, and differences/similarities inviews of behavior. Report includes e-learning featuring clips of Hollywood movies,television, and historical events plus a complete online Goal Tracking System to ensure

lasting change.

360 degree appraisal has four integral components:

1. Self appraisal

2. Superiors appraisal

3. Subordinates appraisal

4.peer appraisal.

Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses,his achievements, and judge his own performance. Superiors appraisal forms the

traditional part of the 360 degree appraisal where the employees responsibilities and

actual performance is rated by the superior.

Subordinates appraisal gives a chance to judge the employee on the parameters like

communication and motivating abilities, superiors ability to delegate the work,leadership qualities etc. Also known as internal customers, the correct feedback given by

peers can help to find employees abilities to work in a team, co-operation and sensitivity

towards others.


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Self

assessment is

anindispensable

part of 360degree

appraisalsand therefore

360 degree

Performanceappraisal

have high

employeeinvolvement

and also have

the strongest impact on behavior and performance. It provides a "360-degree review" ofthe employees performance and is considered to be one of the most credible performance

appraisal methods.

360 degree appraisal is also a powerful developmental tool because when conducted atregular intervals (say yearly) it helps to keep a track of the changes others perceptions

about the employees. A 360 degree appraisal is generally found more suitable for the

managers as it helps to assess their leadership and managing styles.

PAHARPUR 3PS PMS SYSTEM

Performance Philosophy

Paharpur 3p strongly believes that people are valuable and critical for its success and thesuccess of the organization depends on creating an environment in which the

performance of people is valued. This would require the organization to be able to

distinguish between performers & non-performers. Creating a performance culture

would also mean that it would encourage, provide counsel and reasonable support for nonperformers to join the main stream of performers and demonstrate the performance levels

required.

The PMS system is a tool to enable building a Performance Culture within the Company.
http://appraisals.naukrihub.com/http://appraisals.naukrihub.com/http://appraisals.naukrihub.com/http://appraisals.naukrihub.com/http://appraisals.naukrihub.com/


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The Key Drivers of the PMS

The Mission, Vision and Values of the company set the contour for the way the companyoperates. The PMS system reinforces these beliefs.

Paharpur 3Ps PMS aims at:

Driving employee behavior to align with the organizations Vision, Mission and Valuesand ensure achievement of Results

Paharpur 3Ps PMS system intends to:

(1) Build Transparency and Openness by providing a platform for open and frankcommunication on performance and development needs

(2) Bring greater clarity in role expectations by enabling discussion and agreement

on objectives to be achieved(3) Bring about greater ownership for the goals to be achieved and the tasks to be

accomplished by enabling a formal discussion and seeing it in the context of the

overall organisation objectives

(4) Enable development by both structured feedback to the individual and usinginputs from the system to build development programs

PMS Process

Key Role Players

The PMS process is a participative process. All the participants play an important part in

making the process effective and meaningful. The roles of the various participants in this

process are described below:

Appraisee: The individual whose performance is being appraised.

Appraiser: The immediate reporting authority of the appraise.

Reviewing Manager: The reporting authority of the Appraiser, who will provide

additional inputs in the appraisal and also provide a check and feedback


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Moderation Committee: A Cross Functional Team depending upon Levels that plays the

role of providing a check and feedback in appraisals across the organization and enables

greater consistency.

Functional head: Approval heads of the organization

HR: Facilitator for the entire process.

RATING METHOD FOLLOWED AT PAHARPUR 3-P FOR PMS

Graphic rating method

Graphic rating scales are one of the most common methods of performance appraisal.

Graphic rating scales require an evaluator to indicate on a scale the degree to which an

employee demonstrates a particular trait, behavior, or performance result. Rating forms

are composed of a number of scales, each relating to a certain job or performance-related

dimension, such as job knowledge, responsibility, or quality of work. Each scale is a

continuum of scale points, or anchors, which range from high to low, from good to poor,

from most to least effective, and so forth.

Rating scale : 1to 3

Where 1 being the least and 3 being the highest scale.

This scaling rates have following characteristics

Performance dimensions are clearly defined.

Scales are behaviorally based so that a rater is able to support all ratings withobjective, observable evidence

Points, or anchors, on each scaled dimension are brief, unambiguous, and relevant

to the dimension being rated

Advantages to company

1.Standardization of content permitting comparison of employees.

2. Ease of development use and relatively low development and usage cost.

3. Reasonably high rater and ratee acceptance

BARS - Behaviorally Anchored Rating Scales

Behaviorally anchored rating scales (BARS) are rating scales whose scale points are

defined by statements of effective and ineffective behaviors.


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They are said to be behaviorally anchored in that the scales represent a continuum of

descriptive statements of behaviors ranging from least to most effective. An evaluator

must indicate which behavior on each scale best describes an employee's performance.

The employee at paharpur 3- is evaluated on job specific behaviour which are associated

with the success in the position

The person is evaluated for each job specific behaviour on a scale of 3. With 3 beingthe highest and 1 being the lowest)

Management by Objectives

At Paharpur 3P Management by objectives (MBO) involves setting specific measurablegoals with each employee and then periodically discussing his/her progress toward these

goals. The term MBO almost always refers to a comprehensive organization-wide goal

setting

It consist of six main steps:

Set the organization?s goals. Establish organization-wide plan for next year and set goals.

2. Set departmental goals. Here department heads and their superiors jointly set goals for

their departments

3. Discuss and allocate department goals. Department heads discuss the department's

goals with all subordinates in the department (often at a department-wide meeting) and

ask them to develop their own individual goals; inother words, how can each employee

contribute to the department's attaining its goals?

4. Define expected results (set individual goals). Here, department heads and their

subordinates set short-term performance targets.

5. Performance review and measure the results. Department heads compare actual

performance for each employee with expected results.

6. Provide feedback. Department heads hold periodic performance review meetings with

subordinates to discuss and evaluate progress in achieving expected results.

The employee is evaluated on goals and objectives associated with sucees in the position

Goals or Objectives are specific statements or requirements agreed upon.

Measurement Method reflects evaluation basis for expected results.

Results achieved are accomplishments during the evaluation period

The person is evaluated for each goal and objective on a scale of 3. With 3 being the

highest and 1 being the lowest)


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ATTRIBUTES COVERED FOR EVALUATING AN EMPLOYEE

Achievement Motivation: Inherent desire to exceed targets & stretch ability to

the fullest. High energy level. Assertive & result oriented.

Developing People: Evaluates subordinate performance & potential. Mentors &

counsels.

Leadership: Can control & motivate a team to achieve set objectives. Inspires

pride in the organization.

Job Knowledge: On the job knowledge of the assessee, keeping in view his

ability to handle diverse job related situations

Approach to New Business Development / Process Enhancement: Initiative

towards developing and improvising the existing business / systems and

processes.

Interpersonal Skills

Communication

Dependability / Punctuality

Discipline

TIMING:

The appraisal is performed annually in the organisation

SELF APPRAISAL

Self appraisal is an important part of the Performance appraisal process where theemployee himself gives the feedback or his views and points regarding his performance.

Usually this is done with the help of a self appraisal form where the employee rates

himself on various parameters, tells about his training needs, if any, talks about hisaccomplishments, strengths, weaknesses, problems faced

TIPS FOR SELF APPRAISAL

Be honest

Always be truthful and honest while telling your accomplishments or failures. Dontexaggerate your strengths and dont hide your weaknesses. Dont make personal

judgments for anybody.

Do the preparation
http://appraisals.naukrihub.com/http://appraisals.naukrihub.com/


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Its always better to prepare yourself before the meeting. Get all the lists in place, prepare

all the evidences and references.

Be objective

Objectivity is important in self appraisal. Dont exaggerate or downplay your

achievements or failures. Be specific and concise in your statements and if possible

support them with examples or references or evidences with dates. For example: "Iresponded to all queries within 48 hours" is better than just saying "My customer service

was good."

Positive attitude

Have a positive attitude towards the whole appraisal process. Be co-operative. Donthesitate from taking the responsibility of your failures as well as the achievements.

Demonstrate enthusiasm to improve in future and take all his suggestions calmly. Dont

complain or demonstrate a negative attitude.

Cover all the aspects

Apart from your strengths, weaknesses, accomplishments and failures, express the

opportunities you would like have for your development and improvement. Suggest ways

to overcome the problems faced. Assess your capabilities, behaviours and skills andcompetence.

AT PAHAR PUR 3-P the employee perform the self appraisal mentioning about his:

Major Responsibilities: What are the major responsibilities in his current work

profile.

What are the Key Result Areas i.e. what are the activities he does in order to

accomplish the tasks he is responsible for. Also, to give comprehensive details of

the various reports / MIS / Database being maintained by the employee.

. THE PERFORMANCE APPRAISAL PROCESS


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PERFORMANCE REVIEW - THE MEETING

Appraisee fills self appraisal part of Performance AppraisalForm and forwards to the Appraiser.

Appraiser reviews self appraisal and fills in ratings on Goalsand Competencies in the appraisal Form *

Appraiser and Appraisee to participate in the PerformanceReview Meeting ** participate

Appraiser enters final Ratings on the Form and forwards tothe Reviewer

Form and Comments Reviewed By Reviewer

Moderation by Committee

Final Rating & Awards

Communication of the Final Rating and Rewards byAppraiser to the Appraisee


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At paharpur 3P performance review meetings are regarded as conversation with a

purpose. They are considered extremely important for the development and health of the

organization. The purpose of the performance review meetings is to reach mutuallyagreed conclusions about the development of the individual and his performance and if

applicable, any areas for improvement, including how such improvements are to be

achieved

The purpose of performance and development reviews is to enable the employees toengage in a dialogue and get the support of the manager about the individuals

performance and development. They should be more like free- flowing, open meetings inwhich views are exchanged so that agreed conclusions can be reached.

The three key elements of performance review meetings are:

1. Feedback - Providing information on how a person has been doing.

2. Measurement assessing results against agreed targets and standards.

3. Exchange of views - Ensuring that the discussion involves a full, free and frankexchange of views about what has been achieved, what needs to be done to

achieve more and what employees think about their work the way they are

managed and their aspirations.

Review discussion meetings include the following:

Review of progress on tasks and activities in relation to the employees

performance plan,

The developmental initiatives taken by the employee himself and those planned

by the management for the employee.

Identification of variances in terms of delays, requisite quality and shortfall in

help planned for the employee, if any

Analyzing the causes of the delay, the problems faced and the solutions adopted.

Preparation of action steps for solving identified problems and contingency plans

for anticipated problems.

TIMING:

It is performed on the annual basis in the organization


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ANNEXURES

PAHARPUR INDUSTRIES

LIMITED

PERFORMANCE PLANNING AND

EVALUATION FORM

Incumbent:

Designation:

Division / Unit:

Performance Period: _________ To ___________

Scheduled Evaluation Date: __________________

Date of Goal Setting: ________________________

Signature of Incumbent: _____________________

Signature of Superior: _______________________

Major Responsibilities: What are your major responsibilities in your current work profile?(to be filled by appraisee)


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A. GOALS AND OBJECTIVES ASSOCIATED WITH SUCCESS IN THIS

POSITION



Results achieved are accomplishments during the evaluation period.(Evaluate the person for each goal and objective on a scale of 3. With 3 being the highest and

1 being the lowest)

What are your Key Result Areas i.e. what are the activities you do in order to accomplish

the tasks you are responsible for? Also, please give comprehensive details of the various

reports / MIS / Database being maintained by you?(to be filled by appraisee)

Training & Development: List 2-3 development needs and activities that can enhance

productivity, performance, competence and professional growth.(to be filled by appraiser)

Technical:

Behavioral:

A


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1 Goal or Objective:

Measurement Method:

Weight for

goal

Score


Measurement Method:

Weight for

goal

Score


Measurement Method:

Weight for

goal

Score

ApprovedHead Mnfg./ Mktg/ HR & Fin

GOALS AND OBJECTIVES ASSOCIATED WITH SUCCESS IN THIS

POSITION


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Results achieved are accomplishments during the evaluation period.

(Evaluate the person for each goal and objective on a scale of 3. With 3 being the highest and1 being the lowest)


Measurement Method:

Weight for

goal

Score


Measurement Method:

Weight forgoal

Score


Measurement Method:

Weight for

goal

Score

Weightage of Job related attributes (60)

ApprovedHead Mnfg./ Mktg/ HR & Fin

B. JOB SPECIFIC BEHAVIORS ASSOCIATED WITH SUCCESS IN THIS

POSITION


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Check boxes for behaviors that will be evaluated. As with goals and objectives, careful

discussion of expectations should occur. Put Weightage for each behaviour terms. Use last

box for job specific behaviors.

Evaluate the person for each job specific behaviour on a scale of 3. With 3 being the highest

and 1 being the lowest)

Achievement Motivation: Inherent desire to exceed

targets & stretch ability to the fullest. High energylevel. Assertive & result oriented.

Weight Score

Developing People: Evaluates subordinate

performance & potential. Mentors & counsels.Weight Score

Leadership: Can control & motivate a team to

achieve set objectives. Inspires pride in theorganization.

Weight Score

Job Knowledge: On the job knowledge of the

assessee, keeping in view his ability to handle diversejob related situations.

Weight Score

Approach to New Business Development / Process

Enhancement: Initiative towards developing andimprovising the existing business / systems and

processes.

Weight Score

Interpersonal Skills: Weight Score

Communication: Weight Score

Dependability / Punctuality: Weight Score

Discipline: Weight Score

Job specific behavior (specify) Weight Score

Weightage of Behaviour related attributes (40)

Approved

Head Mnfg./ Mktg/ HR & Fin

C. EFFECTIVENESS AT WORK: Rate the appraisee on a scale of 3 for each of the

attribute, with 3 being the highest and 1 being lowest.


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S.

No. ATTRIBUTE Weigh

t

FH (If

applicable)

Head

Mfg./ Mktg. Head HR Numer

Score *

1

2

3

4

5

6

Weightage of Job related

attributes

60

7 Achievement Motivation

8 Developing People

9 Leadership

10 Job Knowledge

11Approach to New

Business Development/

Process Enhancement12

Interpersonal Skills

13Communication

14Dependability/

Punctuality

15 Discipline

16Job Specific Behaviour

(specify)

17 Weightage of Behavior

related attributes

40


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MustTotal100

TOTAL SCORE

* Multiply the weight times the numeric equivalent of the rating

D. OVERALL ASSSESSMENT FOR THE PERIOD: Tick in the appropriate column

for both contribution and personal effectiveness.

Level of Contribution/Effectiveness Rating

On Contribution On Personal

Effectiveness

Significantly & consistently exceeds requirements of the job

Consistently meets requirements of the job

Occasionally meets requirements of the job

Does not meet requirements of the job

E. PROMOTABILITY: Degree of readiness for promotiona. Ready ( )

b. Not ready ( )

c. Will be ready in ______ years

Promotion recommended ( )

If yes, do you have a specific position/job available? Yes ( ) No ( )

Please specify:

F. SUMMARY:

TOTAL SCORE: / 300

CONTRIBUTION RATING:

PERSONAL EFFECTIVENESS RATING:

G. REMARKS OF:

FUNCTIONAL HEAD

Signature : Date:


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HEAD HRD: Mention the percentage increase to be given on the basis of total score

of effectiveness at work, contribution rating and personal effectiveness rating.

Increment Rate:

Signature : Date:

PERIOD UNDER REVIEW:

DUE DATE:

PERSONAL DETAILS

DATE OF BIRTH: DATE OF JOINING:

CONFIRMED ON: ATTENDANCE:

QUALIFICATIONS:

Academic:_______________________________________________________________

_______________________________________________________________________________

Professional:_____________________________________________________________

_______________________________________________________________________

__________

TOTAL EXPERIENCE: PRIOR TO PIL: IN PIL

EMOLUMENTS RECORD: (To be prepared by Manager Personnel &

Coordination )

AFTER REVIEW WITH EFFECT FROM:

Salary Components1 year earlier Present Recommended

w.e.f.

Basic

HRA

Conveyance

Special Allowance

Books & Periodicals

Business Meeting

Children Education

Allowance

Gas & Electricity

Conveyance Expense

Telephone


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Any Other

TOTAL I

PF

LTA

Medical

Bonus

TOTAL II

TOTAL ( I & II)

Manager - Personnel & Coordination Head HRD Director &

CEO


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BIBLIOGRAPHY

Search Engines

www.google.com

www.altavista.com

The major websites surfed were

www.pilpack.com

www.tradeindia.com

Books Referred

Human Resource Management by VSP Rao
http://www.google.com/http://www.pilpack.com/http://www.google.com/http://www.pilpack.com/

Pms Project on Paharpur Industries

Documents