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CHAPTER-1

INTRODUCTION

1.1. DEFINITIONS:

1.1.1 PERFORMANCE MANAGEMENT SYSTEM:

Performance management system is the process by which the manager improves

performance of their employees by rewarding them and by giving their feedback. It is

the process by which the company manages its performance in line with its corporate

and functional strategies and objectives.

1.1.2 PERFORMANCE MANAGEMENT:

Performance management is the overall process of appraising the performances,

giving the feedbacks to the employees and offering rewards to them. It is a strategic

approach to delivering sustained success to organizations by improving the

performances of the people who work in them and by developing the capabilities of

team and individuals contributors.

1.1.3PERFORMANCE APPRAISAL:

Performance appraisal is the system of reviewing and periodically evaluating

individual or team performances and giving feedbacks. It is a process which is

performed annually by a supervisor for subordinate designed for employee to

understand their work, work behavior and potential in terms of role, objectives, and

expectations.

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1.2. DIFFERENCE BETWEEN PERFORMANCE

APPRAISAL SYSTEM AND PERFORMANCE

MANAGEMENT SYSTEM:

PERFORMANCE

APPRAISAL SYSTEM

PERFORMANCE

MANAGEMENT SYSTEM Focus on rating and evaluation. Focus is on performance planning,

analysis, review, developments and

improvements.

Emphasis is on relative

evaluation of individuals.

Emphasis is on performance

improvement of

individual/departments/teams.

Annual exercise. Continuous process with quarterly

periodic performance review

discussion.

Rewards and recognition of

good performance is an

important component.

Rewards may be or may not be an

integral part.

Designed and monitored by

HR/administration.

Designed by HR and monitored by

department head.

Ownership is mostly with

HR/administration department.

Ownership is mostly with the line

managers.

KRA is used for bringing

objectivity.

KRA is used for planning

mechanism.

Developmental needs

identification at the end of the

year.

Developmental needs identification

at the beginning of the year.

Review mechanisms to ensure

objectivity in ratings.

Review mechanisms to bring

performance improvements.

1.3. EFFECTIVE PERFORMANCE MANAGEMENT:

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Nine key practices are required listed below:

The performance management process includes developmental plans for

future.

Training is provided to managers on how to conduct a performance evaluation

meeting.

The quality of performance appraisals is measured.

There is a system in place to address and resolve poor performance.

The performance appraisal includes information other than based on the

judgment for managers.

The performance review process is consistent across the organization.

Employees can expect feedback on their performance more than once a year.

360 reviews are used to support the performance more than once a year.

The performance management process includes ongoing goal review and

feedback from managers.

1.4. ADVANTAGES OF PERFORMANCE

MANAGEMENT SYSTEM:2. As the managers get busy with their day to day work and responsibilities, they

neglect the interactions with their staff which are necessary. Thus the

performance management system forces the managers to discuss the issues

related to the performance with the employees which affects the changed

behaviors of employees and help in employee development.

3. If the pays get increased and bonuses are provided to the employees according

to their performance which leads to encourages and motivates employees to

perform well, if the pays increases and the bonus is provided.

4. The employees who are not performing well are identified with the help of

performance management system and get eliminated if not performing to the

expectations.

5. For an organization it is important to keep the records of performances of all

the employees. It is the document that should be kept in the employee’s HR

file.

1.5. DISADVANTAGES OF PERFORMANCE

MANAGEMENT SYSTEM:

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2. It is time consuming, as manager spends time around an hour per employee on

writing the performance appraisals and depending on number of people being

evaluated.

3. Workers confidence can endure under an execution administration

framework , i.e. Worker morale may suffer under a system of performance

management.

4. An alternate issue is that performance management system may debilitate free

considering therefore it could discourage free thought.

1.6. PROCESS OF PERFORMANCE MANAGEMENT

SYSTEM:

1.7. INTRODUCTION OF A COMPANY:

UFLEX ltd is India’s largest and fastest-growing flexible company with large

capacities of plastic film and packaging products which provide end-to-end flexible

PLANNING

MONITORING

DEVELOPINGRATING

REWARDING

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packaging solutions. The company has presence in over 108 countries across the

world with plastic film manufacturing facilities in India, Dubai, Mexico and Egypt

(under implementation) and packaging products facilities at multiple locations in

India.

Reaching millions of homes every day, UFLEX has emerged as a fully-integrated

packaging player on the global front.

1.8. COMPANY PROFILE:

UFLEX ltd, established in 1983, has risen to be the largest flexible packaging

company in India with an annual turnover of more than US$ 150 million.

one of the leading companies in the Asia pacific region, UFLEX takes pride in its

25000 TPA strong converting capacity. A major asset in achieving the company’s

ambitious goals is its trained and dedicated workforce of 1600 employees.

Today, UFLEX stands at the pinnacle as the only integrated unit of its kind in the

world with flexible packaging at its core. It has vast capacities for production of

polyester chips, BOPET and BOPP films, printing & coating inks, facilities for

holography, metallization and PVDC coating , making Gravure printing cylinders,

Gravure printing, lamination and pouch formation.

UFLEX has also evolved capacities and capabilities to manufacture sophisticated

machinery for converting and packaging applications.

Ideas are translated into innovative technology solutions through state of the art

research and development at UFLEX.

The packaging divisions of UFLEX, which revolutionized packaging in India

provides total solution based on flexible packaging materials to customers across the

world.

The global markets successfully catered to include USA, Canada, UK, Russia, CIS

countries, South Africa, the Middle East and the south Asian countries.

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Through a single minded approach to excellence in quality at UFLEX, its fraternity of

satisfied clients is steadily growing. The company’s partial client list includes the

Godrej, Heinz, Henkel, ITC (BAT subsidiary), nestle, Pepsi, perfetti,smithkline-

beecham, Tata chemicals, Tata tea and unilever group.

1.9. COMPANY’S VISION AND MISSION:

1.9(a) VISION:

UFLEX believes that, to eventually emerge as a world leader in providing

total flexible packaging solutions, they need a customer focused approach.

The way to being a world class player is paved with state of the art facilities

blended with world class practices. And it shall be our endeavor to be placed

amongst the top ten international players by the year2005.

1.9(b)MISSION:

UFLEX believes in using the creativity and aesthetic potential in providing

flexible packaging solutions which make packaging easier, faster, and more

efficient and user friendly.

In this way they too have a share in contributing to the conversation of

resources by enhancing the shelf life of the perishable products.

1.10. ACHIEVEMENTS:

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The company’s key pioneering tradition has not only grown its own business but also

widened the scope for flexible packaging laminates in the Indian packaging industry.

First Indian player to introduce ‘unit pack’ concept in early 80’s which

revolutionized the packaging system in domestic market.

Consistent leader since 1992 of sunrise flexible packaging industry in India

which had grown more than 25% annually and has the potential to grow with

the same pace in future.

Commands 30% market share of organized market of flexible packaging

industry with tremendous potential to increase its share in future.

55% of its domestic sales of packaging products are made to MNCs and large

domestic consumer product manufacturers, which has been consistently

growing.

Second largest flexible packaging company in India.

Receiver of many national and international awards for its innovative

packaging products such as ‘India star 1988’ by Indian institute of packaging,

‘ world star 1995’ by world packaging organization, ‘best paper award’ by

packaging printing and converting of U.S. and 10th DuPont packaging.

The only company in the world having integrated manufacturing facilities for

manufacturing of flexible packaging products.

World class plants enabling strong competitive position, both in quality and

cost effectiveness.

Most cost competitiveness player in the domestic market, both for flexible

packaging products and plastic films and enjoys highest operating margins in

the industry.

Exports various products worldwide to countries like US, UK, Germany,

France, Italy, japan, and middle-east.

Recognized as ‘trading house manufacturer exporter’ by the Indian

government in the first year of export itself.

Best excellence award from UP government 2005.

1.11.PERFORMANCE MANAGEMENT SYSTEM IN

UFLEX LIMITED:

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1.11.1PMS DEFINED:

“Performance management system is about getting better results from the

organizations, teams, and individuals by understanding and managing performance

with an agreed framework of planned goals, standards and competence requirements.

It is a process for establishing shared understanding about what is to be achieved, and

an approach to managing and developing people in a way which increase the

probability that it will be achieved in the short and long term.”

1.11.2 OBJECTIVES OF PMS:

To create a platform for fair and factual and objective assessment of individual

performance.

A constructive and practical management tool that provides a link between

organization goals and human effort.

To ensure clear, objective goals and human effort.

To identify gaps in individual performance for facilitating an appropriate

development intervention.

To synchronize individual growth with organizational growth and to provide

opportunity for concerted personal development and career growth.

To create a performance driven culture.

One of the best ways to appreciate the purpose of PMS is to look at it from the

different viewpoints:

I. Appraisee’s viewpoint

II. Appraiser’s viewpoint

III. organizational viewpoint

o APPRAISEE’S VIEWPOINT: What is he expected to do and by when

How well he has done it

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Helping him improve his performance

Rewarding him for doing well

o APPRAISER’S VIEWPOINT: It acts as an assessment tool for assessing individual /team performance

against set targets.

It acts as a feedback system thereby focusing on individual development and

career progression.

Helping him explain to appraise what he has done well and what could have

been better.

Holding his team member accountable for their responsibilities and objectives

providing an opportunity to offer them developmental inputs.

o ORGANIZATIONAL VIEWPOINT: For the organization it creates congruence between individual objectives and

organizational goals so that all the employees fall under a single strategic

umbrella and strives for getting desired results for the organization and

achieves its vision.

Ensure data based evaluation of performance against set criteria. Provide a

scientific way of reward and development and career management of

employees.

ROLES AND RESPONSIBILITIES:

Who

is…?

Role Responsibilities

Appraisee An individual who is assessed

as part of the performance

cycle.

To ensure that his KRA

setting is done at the start of

the year and agreed between

his appraiser and himself.

Ensure self-appraisals are

done as per the timelines.

Ensure availability of any

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performance related to the

appraiser.

Appraiser An individual who helps plan

performance and assesses the

performance of one or more

appraises that report to

him/her.(Reporting manager of

appraisee)

To ensure his

reportee/reportees fill up their

KRA formats at the start of

year and he agrees to the

same (as per the mutual

discussions)

Give final comments and

ratings on the KRAs within

the stipulated timelines.

Reviewer An individual who is

responsible for

addressing/reviewing the

performance of the team

members of their direct

reportees. he is also

responsible for addressing

escalated issues pertaining to

the appraisal process.

(Reporting manager of

appraiser)

Access the performance

feedback submitted by the

appraiser

Manage bell graph for all

team members.

Ensures objectivity,

transparency, and consistency

during the appraisal process

within the stipulated

timelines.

HR HR to functions a facilitator in

the process and clarify the

process if needed.

Facilitate the process of

performance appraisals,

promotion and PIP

Ensure adherence to timelines

and guidelines.

Support resolutions, wherever

necessary.

1.12. PROCESS OF PERFORMANCE MANAGEMENT

SYSTEM:

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KRA SETTING:KRA is an acronym for “key result areas” and refer to the results that is

needed to be achieved by an employee in a given time cycle. They are the set

of critical expectations from particular profile in the organization. They depict

all the outcomes which a role is responsible for and are different from routine

activities.

o purpose of KRA setting

To understand, set, track objectives and help an employee to achieve his/her

objectives for the year.

To define the key prioritized deliverable of the role.

To create a transparent platform for assessing individual performance.

To help distinguish between ‘routine’ activities & important ‘milestone’.

KRA SETTING

MID YEAR REVIEW

FINAL REVIEW

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o KRA-GUIDELINES

KRAs should be “SMART” i.e.,

Specific : clearly states what to do and why to do?

Measurable : it states how the performance will be measured.

Achievable : the goal targets should be achievable. It should be defined well

enough so you can achieve them.

Relevant : it states whether/or not the goal is relevant to the employee’s job

role and to the organization.

Time bound : states a time frame.

KRAs need to be clearly understood, recorded, mutually agreed upon and

singed off by both employee and reporting manager.

KRAs must be closely linked with the business goals of the company.

The total number of KRAs is to be restricted to eight (8).

1.13. THE EVOLUTION OF KRAs:

MID YEAR REVIEW: Mid-year review is done to focus on Mid Term achievements vis-à-vis targets.

Vision/Mission business goals,strategy & budget

Organization's objective

Departmental/functional objectives

Role/Individual objective

Key Result Area's (KRAs)

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This ensures a mid-course corrective measures for delays/shortfalls

No ratings are done

The targets can be modified and KRAs realigned if warranted by

circumstances.

The feedback is given to the appraisee by the appraiser.

FINAL REVIEW: The process of final appraisal is initiated by the appraisee by completing his

self-appraisal.

It is the responsibility of the appraisee to mention his actual achievement and

fill the self-appraisal column with in the given timeline and send it to the

supervisor.

Appraiser has a discussion with the appraisee to understand his/her perspective

and rationale behind self-appraisal (note: there is no feedback or evaluation at

this stage) appraiser notes his/her rating and comments.

The appraisal form is next viewed by the Reviewer. Reviewer notes his

observations and ratings and forwards the appraisal form to the CEO of the

business.

The final approved rating is then shared with the appraisee (Employee) by the

appraiser (reporting manager).

The overall weightage is there that is calculated through the help of following

formulae:

I= weightage*reviewer’s rating/100

1.14. RATING SCALE:

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The Performance that is defined will be evaluated using 5- point rating scales. These

rating scales will be used to assess the extent of accomplishment on KRA targets and

the routine responsibilities.

Rating KRAs and routine responsibilities

KRAs and the routine responsibilities have 5-point rating scale with each rating being

explained.

There are the five rating scales according to which it is being decided whether the

employee has accomplished all of its target or not, which is as follows:

o 5(outstanding)-achieves>_ 110% of the KRA

o 4(superior)- achieves>_100%(100-109%)of the KRA

o 3(satisfactory) - achieves>_85% of the KRA(85-99%)

o 2(needs improvement)-achieves 70-84% of KRA.

o 1(inadequate performance)-achieves<70% of KRA.

The Performance management system form also includes the behavioral

attribute and the training requirement.

1.15. STEPS TO FILL THE FORMAT

Section A:

Personal details: these are to be duly filled in by the appraisee.

Section B:KRA’s as agreed between appraiser and appraisee along with weightages and

targets to be filled in at start of appraisal year. At the end of performance cycle

ratings are provided by the appraisee (self-appraisal), appraiser and the

reviewer against the KRA’s. The weighted average of reviewer rating would

be taken as a final score.

Section C:

5 (outstanding) 4 (superior) 3 (satisfactory)

2(needs

improvement)

1(inadequate

performance)

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Training and development need: This section is intended to give the appraisee

an opportunity to present his/her achievements against the KRA’s

developments need and long term career aspirations.

Section D:Behavioral attributes: The appraiser needs to provide his comment on the

behavioral attributes. This is classified in to 3 sections: Results, business and

people.

1.16. KRA DEFINITION:

Key result area refers to the results that needs to be achieved by an employee in a

given time cycle. It is the general areas of outputs/outcomes for which department’s

role are responsible. It is defined as the primary responsibilities of individual, the area

for which each person is accountable.

1.17.JOB DESCRIPTION:

Job description indicates what all a job involves-tasks and responsibilities tagged on

to a job. Job title, duties, machines, tools and equipment, working conditions and

hazards form part of job description. It generally implies objectives listing of the job

title, tasks, duties and responsibilities involved in a job.

1.18. DIFFERENCE BETWEEN KRA AND JOB

DESCRIPTION:

JOB DECRIPTION KRA Job descriptions are sets of

responsibilities that are concerned with

day to day job that you need to do in

your working days with the regulated

subtle elements.

key result area is done at

the end of the

month/quarter/year to

know what targets you

have accomplished or

assumed to attained, it is

that what results had

shown by you in your

performance and what are

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the benefits getting by this

in your company.

Description of all key activities to be

performed by the job holder

description of all key activities to be

performed by the job holder.

Statements of

results/projects which

clearly defines

deliverables.

The validity of the JD remains till the

organizational structure/role exists.

The validity of the KRA

is limited to the defined

time period.

It is a detailed picture of the work that

involves detailed activities which may

be called as work profile.

KRA means the

functions / responsibilities

which are expected

especially from you.

1.19.HOW TO WRITE SMART GOALS (KRA) FROM

JOB DESCRIPTION?

There are some steps which are as follows:

1. Go through the set of responsibilities or job description of the employee. If job

description does not seem appropriate, then speak to the employees and their

manager.

2. Attempt to figure out precisely what the employees should attain in their

employment.

3. Segregate the daily work of employees, which should not be included in the

KRA.

4. Other than all the work will be included in the KRA.

5. Make a list of the roles and responsibilities that are fundamental to the job.

6. Rank these critical functions and responsibilities into two sections:

• Those that might be measured in numbers, percentages or yes/ no replies.

• Those that can't be effortlessly measured in numbers or calculated .for

example- brand esteem, client fulfillment, employee engagement.

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1.20.KRA FOR HR MANAGER:

GOAL(KRA) DEFINITION TARGETS

Recruitment Recruiting people from the pool of

applicants.

10 per quarter.

Training and development The process of teaching new

employees the basic skills they

need to perform their jobs.

5 sessions per

quarter.

Performance management

system

Process by which managers

improve the performance of their

employees.

100% employees

Payroll Sum of all financial records of

salaries for an employee’s wages,

bonus and deduction.

1st of every month

Manpower planning An organization ensures that it has

right number and kind of people at

the right place, at the right time.

100%employees

Job analysis Information related to job 100%employees

Contract management

Voucher checking

Attendance

verification

It is a management of contracts

made with customers, vendors,

partners or employees.

By10th of

every

month

daily

CHAPTER-2

LITERATURE REVIEW

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xindi, 2006 stated that a few difficulties confronted in traditional performance

management of state-possessed ventures in china, for example, unreasonable plans

and plan, the lacking prizes framework and so on in this paper a plan of action of

coordinated business execution administration has been elucidated which incorporates

the administration reports , method plans , business arranging's and the prize

frameworks. The consequences of this paper will going to be profited to further

investigation of how to enhance execution through actualizing business execution

administration framework for SOEs.

Aziz N. Raisi, Amin , Tahir,2009 stated that this paper portrays the representative e-

performance effectiveness inside the United Arab emirates central government

associations as it displays the dissection of both customary and electronic and

electronic execution administration frameworks. Additionally in recognizing the

mentality of chiefs and representatives towards utilizing the electronic framework, the

examination uncovers that E-Performance Management frameworks have real

segments that drastically influence the effectiveness and viability of legislative

operations. It encourages the checking and assessing of worker execution by bosses

and associations.

Guanying1, Kaichao1, Congcong1, Pengqian2,2005 stated that performance

management is one of the center thoughts and techniques for human resource

management. It is effective to the point that not just can help the venture understand

its vital targets; additionally enhance administration limit and operational efficiency.

Step by step instructions to make system of performance management system towards

the endeavor key target is contemplated in this paper by utilizing data engineering and

with the assistance of adjusted scorecard and key performance indicators.

Feng , Na,2005, stated that Performance management (PM) is the best way to help

staff to increase performance and achieve the enterprise strategies through the

workflow of PM. In this paper, after the research some certain municipal level power

supply enterprises, we analyzed and integrated various Performance Management

methods, established a comprehensive PM system combining with latest information

technology and implementing ideas.

Chen!, Chen2, LI2, Xu2, 2010 stated that the objective of the examination of this

article is to create an performance management system focused around BSC, with a

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specific end goal to gather the crucial execution markers naturally from the current

healing center business administration frameworks and HIS frameworks, which thus

prompt a computerized and destination assessment framework by moving those

pointers into quantitative assessment qualities as indicated by obliged standards.

Zhang, Peng, Gao,2011 stated that this article has developed performance

management system that is focused around the adjusted scorecard, by exploiting

adjusted scorecard in the key administration and the management performance. At

last, the article shows the legitimacy and sanity of the examination through the

detailed analysis of Company.

Shott, Imondi, Fedie, 2012, stated that almost every company has a performance

management system or they conduct performance reviews with employees. However

there is little research that demonstrates the performance management system is very

effective at modifying performance, especially in knowledge workers. The goal of

this paper is to provide a reference and set of case studies for management to use it to

better understand the process of performance management within their organization.

Wenhua, Jingkun, 2011 stated that this paper briefly describes the flow of strategy-

oriented environmental protection performance management party and government

leaders at the county and city levels from the formulation of governmental

environmental protection strategies as well as making and implementing, assessment,

result feedback and application of performance plan etc.

Boukar (1), Muslu (2),2013, stated that this paper aims to construct an interactive

dynamic system based on CMS technologies on which a range of problems

concerning the administration and academic aspects of university management system

can be analyzed and certain policies for overcoming these problems can be tested and

improved.

Siddiqi,Malik,2009, The purpose of this paper is to examine the relationship between

performance management system(PMS), employee’s job satisfaction and thus, their

commitment and satisfaction could be identified, then managers, may be more

capable of using PMS so as to get positive results. Further the study will also examine

the impact of PMS on organizational effectiveness by enhancing personal

performance using appropriate performance measures.

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Liu Wenxia, 2012, stated that the Theorists promoted the development of

organizational structures theory and performance management theory by sustaining

seeking after the realization of organizational strategies. In order to study the

emergence and the cooperation of performance management systems for the complex

structure organization, by analyzing the meaning of cooperative performance

management and the requirement for the emergence to cooperative performance

management,

Isaev, D.2011, stated in the paper essential standards and general methodology to

improvement of Performance Management Systems are examined. It is viewed as that

advancement of ought to depend on specific standards, each of them is portrayed in

subtle elements. At long last, a two-level managerial methodology to PMS

configuration and advancement arranging is proposed. The top level, related with

PMS in entire, is considered inside the limits of three nonexclusive stages - utilitarian

demonstrating, element displaying and settling.

Bititci, Carrie and McDevitt(1997),stated that the Performance Management Process

is seen as a shut circle control system which conveys strategy and procedure, and gets

input from different levels to deal with the performance of the business. The

Performance Measurement System is the data framework which is at the heart of the

Performance Management Process and it is of basic significance to the powerful and

proficient working of the Performance Management System.

Yadav, Dabhade,(2013), stated that examination expects to evaluate the key variables

that are having solid impact on Performance management system with governments

everywhere throughout the world to enhance the nature of their legislation structures.

Chi square test is connected in this paper to check the genuineness of information

given by the respondents. We are additionally going to study the PM process,

mindfulness level and fulfillment level of workers of BHEL and how the PM system

influences the execution and vocation advancement of employees.

Ettl, Zadrozny, Chowdhary and Abe,2005, stated that this paper describes a software

solution that combines business performance management with data mining

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techniques to provide a powerful combination of performance monitoring and

proactive customer management in support of the new telesales business processes.

ling ,min, liang ,mo2008,stated that, The business sector rivalry worldwide being

progressively savage, various associations come to figure it out the significance to

upgrade their own particular exhibitions. In this way, most associations are questing

how to streamline their own particular execution administration (PM). This

postulation presents the essential rule, qualities and operational method of PDCA

cycle (plan, do, check and activity) and examines its viable significances to push the

PM. What's more at that point the application of PDCA cycle in the PM is explained

through the investigation on each one period of PM framework.

CHAPTER-3

RESEARCH METHODOLOGY

3.1. Data sources:

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The study mainly depended upon the primary data. However, some secondary sources

of data were also consulted for the purpose of gathering background information

supporting the study. This study uses sampling method to extract information from

respondents. Relevant primary data was collected through a sample survey using a

well-structured and pre-tested questionnaire.

3.2Research objectives:

o To analyze the Performance Management System of UFLEX in detail and its

effectiveness.

o To analyze the problems faced by the appraisee and the appraiser in this

system.

o To analyze the steps taken by the appraisers for the improvement of the

performances of the appraisees.

3.3. Sampling design:

3.3.1 Sample size:

The sample size of the questionnaire is 50. The data has been collected using the

sample of 50 employees in UFLEX limited. The research instrument used in this

study is structured questionnaire.

In this research, questionnaires are used to find out the performance management of

the employees. These variables are measured with a set of questions adopted from

different sources. The questionnaire is divided according to the variables where each

variable is measured. All responses are measured on a five point scale anchored on

1-“strongly agree”, 2- “agree”, 3- “neutral”, 4-“Disagree”, 5-“Strongly disagree”.

3.4. Methods of data collection:

Data is collected from two methods:

3.4.1 Primary data:

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Data is collected through the help of survey method by distributing the

questionnaire through employees.

3.4.2 Secondary data:

Data is collected through the help of the internet.

Data is collected through the help of company manual and reference book.

3.5. Tools and techniques:

The data which is being collected from both the sources is being analyzed and

interpreted in the systematic manner with the help of statistical tool like percentages.

CHAPTER-4

DATA ANALYSIS

Que.1. Are you satisfied with the current performance appraisal system?

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a. Strongly agree

b. Agree

c. Neutral

d. Disagree

e. Strongly disagree

fig.1

INTERPRETATION:

In the above chart more than 50% of employees are satisfied with their current

performance appraisal.

DIMENSIONS NO. OF RESPONDENT

STRONGLY AGREE 4

AGREE 30

NEUTRAL 10

DISAGREE 6

STRONGLY DISAGREE 0

Table-1

Que.2. Are the goals clearly specified?

a. Strongly agree

b. Agree

c. Neutral

d. Disagree


5

35

6 4

STRONGLY AGREEAGREENEUTRALDISAGREESTRONGLY DISAGREE

25

fig.2

INTERPRETATION:

In the above chart 70% of employees agree that their goals are satisfied.

DIMENSIONS NO.OF RESPONDENTS

STRONGLY AGREE 5

AGREE 35

NEUTRAL 6

DISAGREE 4

STRONGLY DISAGREE 0

Table-2

Que.3. Is there any transparent linkage between the appraisee and the appraiser?

a. Strongly agree

b. Agree

c. Neutral

d. Disagree


4 5

35

4 2STRONGLY AGREEAGREENEUTRALDISAGREESTRONGLY DISAGREE

fig.3

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INTERPRETATION:

In the above chart more half of the employees are neither agree nor disagree that there

is any transparent linkage between appraisee and the appraiser.

DIMENSIONS NO. OF RESPONDENTS

STRONGLY AGREE 4

AGREE 5

NEUTRAL 35

DISAGREE 4

STRONGLY DISAGREE 2

Table-3

Que.4. Do the PMS implemented in the organization create participative

environment?

a. Strongly agree

b. Agree

c. Neutral

d. Disagree


5

37

53


27

fig.4

INTERPRETATION:

In the above chart more than half of the employees agree that PMS implemented in

the organization create participate organization.


STRONGLY AGREE 5

AGREE 37

NEUTRAL 5

DISAGREE 3

STRONGLY DISAGREE 0

Table-4

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Que. 5.Does UFLEX always strives for continuous individual improvement?

a. Strongly agree

b. agree

c. neutral

d. disagree

e. strongly disagree

5

25

10

10


fig.5

INTERPRETATION:

In the above chart half of the employees agree that UFLEX always strives for

continuous individual improvement.

DIMENSIONS NO. OF RESPONDENT

STRONGLY AGREE 5

AGREE 25

NEUTRAL 10

DISAGREE 10

STRONGLY DISAGREE 0

Table-5

29

Que.6. Does the appraiser establishes plans and work objectives with you?

a. Strongly agree

b. Agree

c. Neutral

d. Disagree


20

10

10

6 4STRONGLY AGREEAGREENEUTRALDISAGREESTRONGLY DISAGREE

fig.6

INTERPRETATIONS:

In the above chart 40% of the employees are strongly agree,20% agrees, and 20% of

employees neither agree nor disagree that the appraiser establishes plans and work

objectives with them.


STRONGLY AGREE 20

AGREE 10

NEUTRAL 10

DISAGREE 6

STRONGLY DISAGREE 4

Table-6

30

Que.7. Does your appraiser help you in selecting the KRAs?

a. Strongly agree

b. Agree

c. Neutral

d. Disagree


10

26

14

STRONGLY AGREEAGREENEUTRALDISAGREESTRONGLY AGREE

fig.7

INTERPRETATION:

In the above chart more than 50% of employees agree that their appraiser help them in

selecting the KRA and showing 20% of employees are their who are strongly agree

that their appraiser help them in selecting their KRA.


STRONGLY AGREE 10

AGREE 26

NEUTRAL 14

DISAGREE 0

STRONGLY DISAGREE 0

Table-7

31

Que.8 Do you think present list of KRA covers all aspect of your job?

a. Strongly agree

b. Agree

c. Neutral

d. Disagree


10

25

15


fig.8

INTERPRETATION:

The above chart shows that around half of the employees agree that their KRA covers

all aspects of their job.


STRONGLY AGREE 10

AGREE 25

NEUTRAL 15

DISAGREE 0

STRONGLY DISAGREE 0

Table-8

32

Que.9. As an appraisee do you face any problem while selecting the KRAs?

a. Strongly agree

b. Agree

c. Neutral

d. Disagree


5

25

10

10


fig.9

INTERPRETATION:

In the above chart it shows that the half of the employees have problem while

selecting the KRA.


STRONGLY AGREE 5

AGREE 25

NEUTRAL 10

DISAGREE 10

STRONGLY DISAGREE 0

Table-9

33

Que.10. Are any steps taken to improve the performance if not up to the mark?

a. Strongly agree

b. Agree

c. Neutral

d. Disagree


4

16

20

10

strongly agreeagreeneutraldisagreestrongly disagree

fig.10

INTERPRETATION:

In the above chart it shows that 40% of employees are neither agree nor disagree

about the steps taken to improve the performance if not up to the mark.


STRONGLY AGREE 4

AGREE 16

NEUTRAL 20

DISAGREE 10

STRONGLY DISAGREE 0

Table-10

34

Que.11. Does your job description clearly defines KRAs on which performance is

rated?

a. Strongly agree

b. Agree

c. Neutral

d. Disagree


58.225

20


fig.11

INTERPRETATION:

The above chart shows that the half of the employees is satisfied or agreed that their

job descriptions clearly defines KRAs on which performance is rated.


STRONGLY AGREE 5

AGREE 25

NEUTRAL 20

DISAGREE 0

STRONGLY DISAGREE 0

Table-11

Que.12. Is there any biasness in the current performance appraisal system?

35

a) Strongly agree

b) Agree

c) Neutral

d) Disagree

e) Strongly disagree

10

10

20

10


fig.12

INREPRETATION:

In the above chart it shows that 40% of employees neither agree nor disagree about

the biasness in the current performance appraisal system.


STRONGLY AGREE 10

AGREE 10

NEUTRAL 20

DISAGREE 10

STRONGLY DISAGREE 0

Table-12

Que.13. Does your organization have the strategies that are linked to the performance

management systems to make it more effective?

36

a. Strongly agree

b. Agree

c. Neutral

d. Disagree


10

35

5

STRONGLY AGREE AGREENEUTRALDISAGREESTRONGLY DISAGREE

fig.13

INTERPRETATION:

The above chart shows that more than half of the employees neither agree nor

disagree to that the strategies that are linked to the performance management system

to make it more effective.


STRONGLY AGREE 0

AGREE 10

NEUTRAL 35

DISAGREE 5

STRONGLY DISAGREE 0

Table-13

Que.14 Which method of performance appraisal does your company adopts?

a. 360 degree

37

b. confidential report

c. critical incident

d. ranking scale

50

360 DEGREE

CONFIDENTIAL REPORT

CRITICAL INCIDENT

RANKING SCALE

fig.14

INTERPRETATION:

The above chart shows the performance appraisal method used in the company is

confidential report.


360 DEGREE 0

CONFIDENTIAL REPORT 50

CRITICAL INCIDENT 0

RANKING SCALE 0

Table-14

Que.15. Can you suggest any new method which can be used for performance

appraisal?

a. 360 DEGREE

38

b. Rating scale

c. Critical incident

d. Narrative essays

30

15

2 3

360 DEGREERATING SCALECRITICAL INCIDENTNARRATIVE ESSAYS

fig.15

INTERPRETATION:

The above chart shows that most of the employees suggest 360 DEGREE to be used

as a new performance appraisal method.


360 DEGREE 30

RATING SCALE 15

CRITICAL INCIDENT 2

NARRATIVE ESSAYS 3

Table-15

CHAPTER-5

RESEARCH FINDINGS:

39

Most problems are evaluated in the selection of their "s KRA by the

employees.

Work related training is given to the executives and they think it truly helps

them in their further development.

The Formal feedback is given by the appraisers on day- to- day premises

The majority of the executives are satisfied by the current situation of

performance evaluation.

The performance appraisal method that is used in the company is the

confidential report.

o It is descriptive report prepared, generally at the starting of every financial year, by the consent of employee’s and his immediate superior.

o The report highlights the qualities and shortcomings of the subordinate.o Reports are generally not made public and hence there is no feedback

available except from the employee.o It also includes the training need identification for the employee.

CHAPTER-6

6.1 SUGGESTIONS AND RECOMMENDATIONS:

40

The PMS should also be monitored with the counseling session often

neglected in many organizations involves helping an employee to identify his /

her growth and development.

Communication is extremely crucial for any system to function more

efficiently. Therefore the appraiser should look into this matter and see to it

that the goals and plans are communicated effectively.

The assessed can also motivate employees who felt they had no growth in the

organization and serves the purpose of employee development.

Post evaluation meeting is to be led where they are given a proper feedback on

their execution and they can additionally set forward their complaints, if any.

6.2 LIMITATION OF THE STUDY:

Following are the limitations of the study:

Some individuals have no time to give the answer.

Sometimes the individuals don't tell truth and fill it only for no particular

reason purpose.

CHAPTER-7

CONCLUSION:

41

Performance management system is the procedure of checking on worker execution

opposite the set desires in a sensible way, archiving the survey and conveying the

audit verbally in an up close and personal gathering, to update execution models quite

a long time through genuine and helpful input. The whole time, administration hopes

to fortify the worker's qualities and recognize the change ranges with the goal that one

can take a shot at them furthermore set extended objectives for impending year.

The association reason ought to be to help a representative to enhance his/her solid

focuses, conquer his/her powerless focuses, and create new abilities to handle more

obligations. The execution administration framework actualized in the association

makes a nature's domain. The appraisee's and appraisers desire from execution

administration framework are practically same that is "The Determination of

advancement or Transfer" and "Pay organization and profits". The majority of the

workers of uflex concur that the objectives are unmistakably defined. Through the

assistance of the performance management system in Uflex there is a transparency

between the worker and director which helps in accomplishing their objectives and

additionally organization's objectives effortlessly.

Through the assistance of performance management system the appraiser can inspire

the workers who felt that they had no development in the association and fills the

need of worker advancement, so it might be utilized as a huge instrument for vocation

arranging. Through execution administration framework the appraiser can feel that the

objectives and arrangements have been plainly imparted to the appraisees.

Larger part of representatives might want to prescribe Uflex organization to

companion or relative.

ANNEXURE

QUESTIONNAIRE:

42

1. Are you satisfied with the current performance appraisal system?a) Strongly agree b) Agree c) Neutral d) Disagree e)

Strongly disagree

2. Are the goals clearly specified?a) Strongly agree b) Agree c) Neutral d) Disagree e)

Strongly disagree

3. As an appraisee do you face any problem while selecting the KRAs?a) Strongly agree b) Agree c) Neutral d) Disagree e)

Strongly disagree

4. Does your appraiser help you in selecting the KRAs?a) Strongly agree b) Agree c) Neutral d) Disagree e)

Strongly disagree

5. Do you think the present list of KRA covers all aspect of your job?a) Strongly agree b) Agree c) Neutral d) Disagree e)

Strongly disagree

6. Is there any transparent linkage between the appraisee and the appraiser? a) Strongly agree b)Agree c)Neutral d)Disagree

e)Strongly disagree

7. Are any steps taken to improve the performance if not Up to the mark?a) Strongly agree b)Agree c) Neutral d)Disagree

e)Strongly disagree

8. Do the PMS implemented in the organization create participative environment?a) Strongly agree b) Agree c) Neutral d) Disagree

e)Strongly disagree

9. Does uflex always strives for continuous individual improvement?a) Strongly agree b) Agree c) Neutral d) Disagree e)

Strongly disagree

10. Your job description clearly defines KRA’s on which performance is rated?a) Strongly agree b) Agree c) Neutral d) Disagree e)

Strongly disagree

11. Does the appraiser establishes plans and work objectives with you?a) Strongly agree b) Agree c) Neutral d) Disagree e)

Strongly disagree

43

12. Does your appraiser know what is expected from you?a) Strongly agree b) Agree c) Neutral d) Disagree e)

Strongly agree

13. Is there any biasness in the current performance appraisal system?a) Strongly agree b) Agree c) Neutral d) Disagree e)

Strongly disagree

14. Does your organization have the strategies that are linked to the performance management systems to make it more effective?a) Strongly agree b) Agree c) Neutral d) Disagree e)

Strongly disagree

15. Which method of performance appraisal does your company adopts?a) 360 DEGREE b) Confidential report c) Critical incident d)

Ranking scale

16. Can you suggest any new method which can be used for performance appraisal?a) 360 DEGREE b) Rating scale c) Critical incident d) Narrative

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