Project Report on PMS

CHAPTER-1

COMPANY PROFILE

Ramani Ice Cream Co Pvt Ltd ( Top N Town ) - Introduction

"My team is my greatest strength and family expectation - my greatest motivation. My vision is to make

Top N Town the first choice of the customers and employees, by setting high standards in taste, service

delivery, employee satisfaction and price."

Arun Ramani,

Managing Director

Top N Town has been spreading smiles and sweetness for over forty glorious years now. What

started in 1970 in Bhopal as an ice cream brand by Late Shri Balchand Kukreja, has today

become a reason to celebrate life for millions across the country.

The business was taken ahead by his five grandsons, known as Ramani brothers, who made the journey

towards success creamy smooth with their vision, perseverance, networking skills and most importantly,

their love for ice cream. And the rest, as they say, is history. Today, with 200 exclusive parlours and more

than 10,000 retail outlets, Top N Town scoops out lip-smacking variety of 100% vegetarian ice creams,

sundaes, sorbets, shooters and shakes in eight states – Chhattisgarh, Maharashtra, Rajasthan, Punjab,

Orissa, Uttar Pradesh, Madhya Pradesh and West Bengal.

Acknowledging health concerns of its customers, Top N Town also pioneered the production of low fat

and sugar free ice cream in Central India. To supply fresh products across all states, the Company has

plants at Bhopal and Durg (Chhattisgarh) with a combined production capacity of 1,00,000 litres a day.

Keeping with the times and changing tastes of customers, Top N Town, as an ice cream brand has come a

long way

Vision

To make Top N Town the first choice of the customers and employees, by setting high standards in taste,

service delivery and price.

Mission

o To deliver the ultimate ice cream experience to our customers by

Staying true to our commitment of providing best-in-class ice creams & desserts made

from healthy and premium ingredients

Delivering our prompt services, world-class décor, and a selection wide enough to meet

each individual’s need

Constantly delighting our customers to ensure that they keep coming back for more

o To be a great place to work where people are inspired to be the best they can be, by encouraging

creativity and innovation.

o To be a true leader in thought and action and ensure that all stakeholders in our business; whether

large or small; cherish and value the relationship.

Values

o Live Quality

o Passion for Excellence

o Encourage Innovation & Creativity

o Fairness & Integrity

o Adherence to Regulatory Environment

Quality

At Top N Town, we give maximum significance to the quality of our products and have got

certifications from Quality Management System ISO 9001 : ISO 22000 and Food Safety Management

System by IQNet and Quality Austria.

http://www.topntown.com/images/awards/14.jpg

http://www.topntown.com/images/awards/13.jpg

CHAPTER-2

INTRODUCTION TO THE TOPIC

Performance Management

The following definition is used for Performance Management:This definition refers to a shift in scope from just registering the corporate results for accounting purposes to effectively managing a rich and balanced set of organisational performance aspects, ultimately helping to establish the enterprise’s strategic identity. Information technology does not dominate this definition. Rather, IT is mentioned on par with, or better, as an enabler of adapted management methodologies and models, the adoption of performance measurement techniques, and integrated business process management.

Performance Management systemsPerformance Management systems serve five different roles:

1. Measure performance This category encompasses the role of monitor progress and measure performance/evaluates performance.

2. Strategy management This category comprises the roles of planning, strategy formulation, strategy implementation/execution, and focus attention/provide alignment.

3. Communication This category comprises the roles of internal and external communication, benchmarking and compliance with regulations.

4. Influence behaviour This category encompasses the roles of rewarding or compensating behaviour, managing relationships and control.

5. Learning and improvement This category comprises the roles of feedback, double-loop learning and performance improvement.

OVERVIEW OF PERFORMANCE MANAGEMENT

The role of HR in the present scenario has undergone a sea change and its focus is on evolving

such functional strategies which enable successful implementation of the major corporate

strategies. In a way, HR and corporate strategies function in alignment. Today, HR works

towards facilitating and improving the performance of the employees by building a conducive

work environment and providing maximum opportunities to the employees for participating in

organizational planning and decision making process. Today, all the major activities of HR are

driven towards development of high performance leaders and fostering employee motivation. So,

it can be interpreted that the role of HR has evolved from merely an appraiser to a facilitator and

an enabler.

Performance management is the current buzzword and is the need in the current times of cut

throat competition and the organizational battle for leadership. Performance management is a

much broader and a complicated function of HR, as it encompasses activities such as joint goal

setting, continuous progress review and frequent communication, feedback and coaching for

improved performance, implementation of employee development programmes and rewarding

achievements. The process of performance management starts with the joining of a new

incumbent in a system and ends when an employee quits the organization. Performance

management can be regarded as a systematic process by which the overall performance of an

organization can be improved by improving the performance of individuals within a team

framework. It is a means for promoting superior performance by communicating expectations,

defining roles within a required competence framework and establishing achievable benchmarks.

A performance management process sets the platform for rewarding excellence by aligning

individual employee accomplishments with the organization’s mission and objectives and

making the employee and the organization understand the importance of a specific job in

realizing outcomes. By establishing clear performance expectations which includes results,

actions and behaviors, it helps the employees in understanding what exactly is expected out of

their jobs and setting of standards help in eliminating those jobs which are of no use any longer.

Through regular feedback and coaching, it provides an advantage of diagnosing the problems at

an early stage and taking corrective actions.

To conclude, performance management can be regarded as a proactive system of managing

employee performance for driving the individuals and the organizations towards desired

performance and results. It’s about striking a harmonious alignment between individual and

organizational objectives for accomplishment of excellence in performance.

Objectives of Performance Management

According to Lockett (1992), performance management aims at developing individuals with the

required commitment and competencies for working towards the shared meaningful objectives

within an organizational framework. Performance management frameworks are designed with

the objective of improving both individual and organizational performance by identifying

performance requirements, providing regular feedback and assisting the employees in their

career development. The main goal of performance management is to ensure that the

organization as a system and its subsystems work together in an integrated fashion for

accomplishing optimum results or outcomes.

The major objectives of performance management are discussed below:

1. To enable the employees towards achievement of superior standards of work

performance.

2. To help the employees in identifying the knowledge and skills required for performing

the job efficiently as this would drive their focus towards performing the right task in the

right way.

3. Boosting the performance of the employees by encouraging employee empowerment,

motivation and implementation of an effective reward mechanism.

4. Promoting a two way system of communication between the supervisors and the

employees for clarifying expectations about the roles and accountabilities,

communicating the functional and organizational goals, providing a regular and a

transparent feedback for improving employee performance and continuous coaching.

5. Identifying the barriers to effective performance and resolving those barriers through

constant monitoring, coaching and development interventions.

Some of the key concerns of a performance management system in an organization are:

a) Concerned with the output (the results achieved), outcomes, processes required for

reaching the results and also the inputs (knowledge, skills and attitudes).

b) Concerned with measurement of results and review of progress in the achievement of set

targets.

c) Concerned with defining business plans in advance for shaping a successful future.

d) Striving for continuous improvement and continuous development by creating a learning

culture and an open system.

e) Concerned with the provision of procedural fairness and transparency in the process of

decision making.

The performance management approach has become an indispensable tool in the hands of the

corporates as it ensures that the people uphold the corporate values and tread in the path of

accomplishment of the ultimate corporate vision and mission. It is a forward looking process as it

involves both the supervisor and also the employee in a process of joint planning and goal setting

in the beginning of the year.

Components of Performance Management System

Any effective performance management system includes the following components:

1. Performance Planning: Performance planning is the first crucial component of any

performance management process which forms the basis of performance appraisals. Performance

planning is jointly done by the appraisee and also the reviewee in the beginning of a performance

session. During this period, the employees decide upon the targets and the key performance areas

which can be performed over a year within the performance budget., which is finalized after a

mutual agreement between the reporting officer and the employee.

2. Performance Appraisal and Reviewing: The appraisals are normally performed twice in a

year in an organization in the form of mid reviews and annual reviews which is held in the end of

the financial year. In this process, the appraisee first offers the self filled up ratings in the self

appraisal form and also describes his/her achievements over a period of time in quantifiable

terms. After the self appraisal, the final ratings are provided by the appraiser for the quantifiable

and measurable achievements of the employee being appraised.

3. Feedback on the Performance followed by personal counseling and performance

facilitation: Feedback and counseling is given a lot of importance in the performance

management process. This is the stage in which the employee acquires awareness from the

appraiser about the areas of improvements and also information on whether the employee is

contributing the expected levels of performance or not.

4. Rewarding good performance: This is a very vital component as it will determine the work

motivation of an employee. During this stage, an employee is publicly recognized for good

performance and is rewarded. This stage is very sensitive for an employee as this may have a

direct influence on the self esteem and achievement orientation. Any contributions duly

recognized by an organization helps an employee in coping up with the failures successfully and

satisfies the need for affection.

5. Performance Improvement Plans: In this stage, fresh set of goals are established for an

employee and new deadline is provided for accomplishing those objectives. The employee is

clearly communicated about the areas in which the employee is expected to improve and a

stipulated deadline is also assigned within which the employee must show this improvement.

This plan is jointly developed by the appraisee and the appraiser and is mutually approved.

6. Potential Appraisal: Potential appraisal forms a basis for both lateral and vertical movement

of employees. By implementing competency mapping and various assessment techniques,

potential appraisal is performed. Potential appraisal provides crucial inputs for succession

planning and job rotation.

Benefits of a Performance Management System

A good performance management system works towards the improvement of the overall

organizational performance by managing the performances of teams and individuals for ensuring

the achievement of the overall organizational ambitions and goals. An effective performance

management system can play a very crucial role in managing the performance in an organization

by:

Ensuring that the employees understand the importance of their contributions to the

organizational goals and objectives.

Ensuring each employee understands what is expected from them and equally

ascertaining whether the employees possess the required skills and support for fulfilling

such expectations.

Facilitating a cordial and a harmonious relationship between an individual employee and

the line manager based on trust and empowerment.

Role of HR in Performance Management

The HR department today is a strategic partner and plays a vital role in pursuing a particular strategy. For facing the challenges of a globalized world, Indian organizations have reformed their HRM strategies for managing the employee performance by considering part time work, outsourcing and temporary workers. HR no longer today plays the role of a rubber stamp department, rather is a performance enabler by closely working with the management and all the major functional departments of an organization. Companies like Maruti Udyog Ltd. and Mahindra and Mahindra, revamped their entire organizational set up and were able to create performance efficiency due to the efforts of the HR department.

CHAPTER-3

REVIEW OF LITERATURE

REVIEW OF LITERATURE

Tata Iron and Steel Company (TISCO), a flagship company of India involved in manufacturing

of cost effective steel can be appreciated for their initiatives in the implementation of an effective

performance management framework and innovative HR practices. TISCO initiated a

management restructuring programme for transforming into a high performing and a growing

organization. In the HR front, the management focused on providing exciting career

opportunities and building a team of high performing professionals for which they hired

Mckinsey and Co. The consultants firstly started with building a lean and a flat strategic business

unit with enriched jobs, increased accountabilities and autonomy. A Performance Ethic

Programme (PEP) was also introduced for promoting young and dynamic professionals and this

was a replacement of seniority based promotions. A new Performance Management System

(PMS) was introduced for aligning the KRA’s with the business strategies and identifying

superior performers in the organization by defining clear career paths and accountabilities. The

rewards and recognitions were linked with the PMS. The new measures in the direction of

performance management boosted the employee’s motivation and performance. The job

satisfaction also improved due to the introduction of a fair and transparent reward system.

Arvind Mills of LalbhaiGroup, realized the importance of strategic HRM practices and the

implementation of a pro active performance management system in their organization after

facing serious threats from the business competitors. The company created a Manpower Planning

and Resource Group which took the charge of preparing job descriptions and structuring the jobs

for the employees and was responsible for implementing the recruitment and selection

procedures. An innovative online recruitment system was introduced which was known as

Selection Information System, for fixing interviews, generating call letters, etc. This system was

linked with the Compensation Information System and Training Information System. The

training requirements of the employees were taken care by the Management and Organizational

Development Group. The company also introduced MBO system, for setting smart goals for the

employees which may motivate them for a superior performance.

Organizations like Wipro and Infosys, the major IT giants of India give a lot of importance to

competency based performance management system. In Wipro, the performance management

process begins with the identification and assessment of critical competencies for top

management, senior management and middle management on the basis of critical incidents,

focus groups and rigorous interviews. 360 degree feedback is used for providing a feedback on

the existing competencies of the employees and based on the results of the feedback a training

programme is organized for improving the deficit areas of performance. Finally, personal

development plans are formulated for each employee for monitoring and tracking the

improvement in competencies or skill sets. For building competencies, Wipro focuses on

strategic thinking, vision, building star performers and global focus. Infosys equally gives a lot

of importance to 360 degree feedback for evaluating the critical leadership competencies of their

employees.

OBJECTIVES

1. To study the process of PMS in Ramani Ice Cream Co Pvt Ltd ( Top N Town )

2. To know the effectiveness of PMS (Performance Management System) on employees’ performance & to assess the satisfaction level of employees towards the existing PMS

3. To identify the problems which create obstacles in the appraisal system & give suggestions to make the study more result oriented.

CHAPTER-4RESEARCH METHODOLOGY

RESEARCH: Descriptive research

RESEARCH INSTRUMENT: Structured Questionnaire

Research Hypothesis

Null Hypothesis (Ho): The PMS of Ramani Ice Cream Co Pvt Ltd ( Top N Town ) is not

effective.

Alternative Hypothesis (Ha): The PMS of Ramani Ice Cream Co Pvt Ltd ( Top N Town ) is

effective.

SAMPLING FRAME: It is a representation of the elements of the target population. It consists

of a list or set of directions for identifying the target population. In our study sample frame

consist of list of all the employees at various levels.

SAMPLE METHOD

i) Sample Method: Convenience and stratified samplingii) Sample Size: 34iii) Sample Unit: Every single element of the sampling frame is a sampling unit.

In this project sampling unit is each and every employee of Ramani Ice Cream Co Pvt Ltd ( Top

N Town ) working at staff, officer, executive or manager level in various functional departments.

Source of Data

1. Collection of Data: following are the sources of data collection:

(a) Primary source: original data is collected to know the opinion of respondents

regarding the working of H.R department. Following are the research instruments that

are used to collect the data:

Observation: direct observation method is used to understand the procedures

and the working of the H.R department.

Questionnaires: questionnaire is prepared with open ended and close ended

questions to collect information regarding PMS of the company.

Interview: The data is collected through interviews and interaction with the

people who are related to PMS in Ramani Ice Cream Co Pvt Ltd ( Top N Town )

(b) Secondary source: data which is already being collected by the company is referred to

understand the working of the H.R department.

Manual: personnel manual of the company is referred to understand the policies

and procedures in every function of H.R department.

Documents and Reports: The data is collected from the documents which are

maintained by the company related to the PMS procedure of H.R department.

Internet and Books: various H.R sites are surfed and books are referred to

collect data regarding PMS.

Areas of Study: The area of the study is Ramani Ice Cream Co Pvt Ltd ( Top N Town )

Limitation of the study

1. The sample size includes few senior managers and hence the results can have a degree of

variation.

2. The response of the employees in giving information was lukewarm.

3. Employees were reluctant in marking correct answer because of any future action or

query from organization.

4. Organization’s resistance to share the internal information.

CHAPTER-5

OBSERVATIONS AND ANALYSIS:-

Analysis and interpretation

Q1. Since how many years you have been working in this organization?

a. Below 1 yr b. b/w 1-3 yrs c. above 3 yrs 3 16 15

3

16

15 below 1yrb/w 1-3yrabove 3yrs

Interpretation: The above data reveals that the employees were normally there in the organization b/w 1-3yrs or above 3 yrs. Thus the PMS was applicable to them.

Q2.Do you think PMS is clearly defined in the organization?

a. Strongly agree 3b. Agree 19c. Disagree 11d. Strongly disagree 1

a. Strongly agree

b. Agree

c. Disagree

d. Strongly disagree

Interpretation: The data reveals that many employees have agreed to this which means that the performance management system is clearly defined in this organization.

Q3. Do you think all the factors facilitating and hindering performance are taken into consideration while appraising the performance?


a. Strongly agree6%

b. Agree71%

c. Disagree24%

Graph 3

Interpretation: Seeing the above data and the graph it is clear that many of the employees agree with the fact that the factors which hinder the performance are taken into account while developing the PMS so that all employees can be satisfied. No employee denied this fact.

Q4. Goals set for performance evaluation are mutually decided goals?


graph 4

a. Strongly agreeb. Agreec. Disagreed. Strongly disagree

Interpretation: Given data reveals that the company while deciding its performance standards mutually set goals for achieving the target and are clearly defined.

Q5. Does performance of employees improve due to PMS?


graph 7


Interpretation: The respondents agree that the performance is improved due to PMS. But many disagree that performance is not improved and PMS is just a secondary aspect of performance appraisal.

Q6. Do the PMS implemented in the organization create a participative environment?

a. Yes 19b. No 7c. To some extent 6d. Not at all 2

19

7

6

2

a. Yesb. Noc. To some extentd. Not at all

Interpretation: The employees in the organization feel that PMS creates a participative environment in the working of the organization as the goals are mutually achieved so as to bring better results.

But on the other hand 40% of the employees think that it does not create a participative environment.

Q7. Are the promotions strictly based on PMS?


12%

41%

38%

9%

graph 9


Interpretation: The data and the graph shows that employees feel that yes promotions are based on PMS but then many employees do not agree to the fact that promotions are wholly based on PMS but there are some other considerations also.

Q8. Do you think leadership and interpersonal skills are developed due to PMS?


6%

68%

24%

3%

Sales


Interpretation: This is a revealed fact that leadership and interpersonal skills enhance through PMS as employees are aware of their key areas on which they will be assessed. Thus the employees of Ramani Ice Cream Co Pvt Ltd ( Top N Town ) agree to the fact that skills are enhanced through PMS.

Q9. Do you feel free to express your appraiser, your disagreement regarding the appraisal decisions?

39%

6%

52%

3%

graph 11

a. Alwaysb. Oftenc. Sometimes d. Never

Interpretation: It is clear from the responses that the employees are not so open to the appraiser and do not feel free to express their views to the appraiser regarding any disagreement in case of appraisal decisions.

But some of the employees also feel that they are free to express their views to the appraiser regarding any disapproval.

a. Always 12b. Often 2c. Sometimes 16d. Never 1

Q10. Your job description clearly defines KRA’s on which your performance is rated?


a. Strongly agree b. Agree c. Disagree d. Strongly disagree0

5

10

15

20

25

6

21

6

1

Series 1

Interpretation: The graph shows that the employees agree to the fact that their job description clearly defines KRA’s on which their performance is rated, thus they keep a check on their main working areas and try to do it sincerely.

Q11. Effective Pms is helpful in reducing grievance among employees?

a. Yes 20b. No 8c. To some extent 6

a. Yes b. No c. To some extent0

2

4

6

8

10

12

14

16

18

20

20

8

6

Series 1

Interpretation: 59% of the respondents agree to the fact that their grievance is reduced by the way the PMS is defined. 23% of the respondents deny the fact of grievance reduction. 17% of the respondents said that to some extent it is a helpful tool in grievance reduction.

Q12. The PMS helps to identify the strength and weakness of the employees?


a. Strongly agreeb. Agree

c. Disagreed. Strongly disagree

0

5

10

15

20

25

6

24

4

0

graph 14

graph 14

Interpretation: The data reveals that 70% of the employees agree to the fact that PMS as a tool helps to identify the strength and weakness of the employees. Around 15% deny the fact that it is not a useful tool.

Q13. PMS keeps a check on the major achievement & failure or success of work?


a. Strongly agree12%

b. Agree71%

c. Disagree18%

graph 15

Interpretation: This is clear from the graph and the data that 70% of the respondents feel that PMS keeps a check on the major achievement and failure or success of work. 18% respondents disagree the fact that it does not keep a check on the failure and success of work.

Q14. Does your company have a separate committee to review the PMS?

a.Yes 10b. No 24

a. Yes

b. No

0

5

10

15

20

25

10

24

graph 16

graph 16

Interpretation: It is clear from the graph that there is no separate committee for evaluating the performance but the top management itself exercises all the functions. Thus PMS is not present in Ramani Ice Cream Co Pvt Ltd ( Top N Town ).

Q15. Performance rating helps to fix increment?


b. Agree50%

c. Disagree38%

d. Strongly disagree12%

graph 16

Interpretation: The data reveals that 50% i.e. half the employees agree to the fact that the promotions are strictly based on PMS.

Q16. How frequently the PMS is done in the organization?

a.once in 6 months 6

b. once in a year 20

c. Once achieving targets 3

d. Rarely 5

a. once in 6 months b. once in a year

c. Once achieving targets d. Rarely

02468

101214161820

6

20

35

graph 19

graph 19

Interpretation: The graph shows that PMS is done once in a year to assess the overall performance of the employees.

Open-ended questions

Q17. Are you satisfied with the existing PMS? If not satisfied then why?

Table 17

a. Highly satisfied 0

b. Satisfied 24

c. Dissatisfied 10

d. Highly dissatisfied 0

Chart 17

71%

29%

a. Highly satisfiedb. Satisfiedc. Dissatisfiedd. Highly dissatisfied

Interpretation: Many employees are satisfied with the existing PMS. But some are not.

The reasons for dissatisfaction are:

1. Because it doesn’t judge their potential exactly.

2. Growth is not concentrated on PMS.

3. They do not find any PMS in the company.

4. Marking is not appropriately done.

5. The existing PMS is not based on merit basis and at the end of it there is not much difference in the performance of high potential employee and average potential employee.

Q18. What changes do you expect the company to inbuilt in PMS?

The suggestions were:

1. PMS must be rated and TRAINING and AWARENESS should be there.

2. More clear and transparent system should be followed. It should not be biased.

3. It should be timely done i.e. in 6months or so.

4. It should be done on merit basis also.

5. Quick decision making should be followed.

6. A separate committee should be formed for PMS.

7. 360 degree appraisal must be implemented.

8. Proper communication should be there b/w the employees and the Top Management.

Q22. Do you find more opportunities after PMS?

The suggestions were:

1. A strong & proper PMS will increase opportunities.

2. Yes in terms of job rotation and work.

3. Yes it provides opportunity to sharpen the strengths and weakness of employees.

4. Yes we are able to work in other areas also which is not related to our job.

5. Candidates having good potential are earmarked and a path for growth is decided.

6. Yes, but only its implementation in the organization as a whole.

Q19. Two good things and two bad things about PMS and the organization?

The responses were:

Good things about organization:

1. Working culture is good.

2. Colleagues are cooperative in nature.

3. Opportunities are high.

Bad things about the organization:

1. Some transparency is missing.

2. Some job profiles are not sound according to the working capacities.

3. Not satisfied with the management working.

4. Policies are not clear.

Good things about PMS:

1. Enhances individual skills.

2. Employee gets to know about his/her strengths and weakness from the parameters defined.

3. Helps to achieve goals.

4. It provides healthy competition.

5. It builds self-confidence and motivates the employees.

Bad things about PMS:

1. Lack of consistency.

2. Not based on performance or merit.

3. Review is not done periodically.

4. There are many loopholes in PMS of the organization.

5. Creates grievances among employees.

CHAPTER-6

FINDINGS

FINDINGS:

Nature of effectiveness of PMS is satisfactory at Ramani Ice Cream Co Pvt Ltd ( Top N Town )

All the parameters are well defined in the organization.

The process and function of PMS is not well stated in the organization.

Factors facilitating and hindering performance are taken into consideration.

PMS is able to create participative environment.

Employees are not satisfied with the fairness of management in terms of reward and recognition.

Training list provided in PMS list is unable to cater all the training needs for employees

Manager’s involvement in training program is very less according to the prescribed norms.

Employees are not satisfied with the conduction of PMS i.e. it is not timely practiced.

There is no separate committee for PMS.

CHAPTER-7

RECOMMENDATIONS

RECOMMENDATIONS:

The following are the suggestions and conclusions derived from this particularResearch study

ObjectivityOne manager's idea of "self-starting ability" can be quite different than another's idea. If greater amount of objectivity can be infused into the system, it can help to bring more transparency.

.Effective CommunicationOne function of performance appraisals is to help employees develop so they can contribute more effectively. In order for the employees to develop and learn they need to know what they need to change, where (specifically) they have fallen short, and what they need to do. If a manager assigns a 1 (unsatisfactory) on a scale of 5, it does not convey much information to an employee. It just says the manager is dissatisfied with something. In order to make it meaningful and promote growth, far more information must be added to the appraisal process and the related information should be transparently shared with the employee.

FairnessMost employees resist being classified at the low end of the scale. Employees who are low rated are more likely to resist the evaluation of the superior and argue, claiming that personal bias was involved in the ratings.

Managerial EfficiencyThe implementation of a Performance Management System rests on the shoulders of the manager and he must ensure that it is done properly. A good manager can make an average appraisal system work and vice-versa.

Training development / enhancementProper training program should be conducted about the E-Map system for the new trainees. Some personality development trainings should also be provided apart from mere job oriented training.

Increase transparencyIncrease transparency in the organization by giving ample and adequate amount of information of system. HR department should follow an “open door” policy which ensures that any queries regarding the policy can be clarified to the employee s satisfaction.

Timely review

If PMS is conducted within 6 months then surely the results will be much better and would bring more satisfaction in employees. It will also increase the dedication to work hard as they will be assessed on their goals within a stipulated time.

CHAPTER-8

CONCLUSION

CONCLUSION

HR department is one of the major part of any organization its goal is to maximize the productivity of an organization by optimizing the effectiveness of its employees while simultaneously improving the work life of employees and treating employees as valuable resources. Human resource managers attempt to determine future HRM activities and plan for the implementation of HRM procedures to help companies realize their goals.

RAMANI ICE CREAM CO PVT LTD ( Top N Town ) HR department is one of several departments which are vying for input of the strategic level at the decision making process within organization and it subscribes to the belief that efficiency, effectiveness and success of the organization depends largely on the skills, abilities and commitment of the employees who constitute the most important asset of the organization. Here it is responsible for proper regulation of policies, employee’s development, and maintenance of data and records of employees, providing them ample benefits so that the best employees can be retained with them and ensures High performance. And also strives to make the organization world’s largest power company.

And Ramani Ice Cream Co Pvt Ltd ( Top N Town ) is able to manage all this by providing the effective mean of Performance Management System which enhances the employees’ competencies.

CHAPTER-9

LEARNING OUTCOME

LEARNING OUTCOME

The practical approach is the best way of learning and thus internship during the BBA course serves the same purpose. Industrial exposure during the internship helps in providing the real insight to the business world and show how theoretical concepts taught in the class rooms are actually applied in the business. A good and effective Performance Management system is very important for any organization as it increases to improve its efficiency.

I have learnt about Ramani Ice Cream Co Pvt Ltd ( Top N Town ), its vision, mission, their corporative strategy, their working culture, their policy.

A detailed study of HR department, its sections, working of different sections and how it benefits the employees.

A study on Performance Management System (PMS) and it how it helps in appraising employee.

ANNEXURE

Q1. Since how many years you have been working in this organization?

a. below 1 yr b. b/w 1-3 yrs c. above 3 yrs

Q2. Do you think PMS is clearly defined in the organization? a. Strongly agree b. Agree

c. Disagree d. Strongly disagree

Q3. Do you think all the factors facilitating and hindering performance are taken into consideration while appraising the performance?

a. Strongly agree b. Agree c. Disagree d. Strongly disagree

Q4. Goals set for performance evaluation are mutually decided goals?a. Strongly agree b. Agreec. Disagree d. Strongly disagree

Q5. Does performance of employees improve due to PMS?

a. Strongly agree b. Agreec. Disagree d. Strongly disagree

Q6. Do the PMS implemented in the organization create a participative environment?

a. Yes b. Noc. To some extent d. Not at all

Q7. Are the promotions strictly based on PMS?


Q8. Do you think leadership and interpersonal skills are developed due to PMS?


Q9. Your job description clearly defines KRA’s on which your performance is rated?


Q10. Pms is helpful in reducing grievance among employees?

a. Yes b. Noc. To some extent

Q11. The PMS helps to identify the strength and weakness of the employees?


Q12. PMS keeps a check on the major achievement & failure or success of work?


Q13. Does your company have a separate committee to review the PMS?

a. Yes b. No

Q14. Performance rating helps to fix increment?


Q15. How frequently the PMS is done in the organization?

a. Once in 6 months b. Once in a yearc. Once achieving targets d. Rarely

Q16. Are you satisfied with the existing PMS?

a. Highly satisfied b. Satisfiedc. Dissatisfied d. Highly dissatisfied

If not satisfied then y?

Q17. What changes do you expect the company to inbuilt in PMS?

Q18. Do you find more opportunities after PMS?

Q19. Two good things and two bad things about PMS and the organization?

BIBLIOGRAPHY

1) Concerned Websites www.google.co.in www.cithr.com www.karmayog.com www.csmworld.com www.businessworld.com www.managementpardise.com www.topntown.com

2) Magazines & journals. Human Resource Management : country Experience by: “V.S.RAO” Company profile Company Report Company Organizational Manual

3) Primary Data.4) Interaction with company respondents.