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Table of Contents
Executive Summary................................................................................................3
Chapter 01: Organizational Profle......................................................................5
1.1 Introduction & History.......................................................................................5
1.2 Products............................................................................................................ 6
Ordinary Portland Cement (OPC..........................................................................6
Portland Com!osite Cement (PCC.......................................................................6
1.3 "ision & #ission................................................................................................$
"ision................................................................................................................... $
#ission................................................................................................................. $
1.% Oranoram......................................................................................................'1.5 "alues & oals.................................................................................................. )
"alues...................................................................................................................)
oals....................................................................................................................)
1.6 Cor!orate Pro*le............................................................................................. 1+
1.' rou! #embers of #.I. Cement ,actory -td....................................................11
Chapter 02: Description o the !eport..............................................................12
2.1 ummary of t/e 0e!ort...................................................................................12
co!e of t/e 0e!ort............................................................................................132.2 Obectie Of T/e Proect..................................................................................13
road Obectie4.................................................................................................13
!eci*c Obecties4............................................................................................1%
2.3 #et/odoloy....................................................................................................1%
2.% -imitations4.....................................................................................................15
Chapter 0": #iterature !evie$............................................................................16
3.1 Performance !!raisal ystem4.......................................................................16
Obecties of Performance !!raisal ystem.....................................................1$
Princi!les of t/e Performance !!raisal ystem................................................1'
Im!ortance of Performance !!raisal ystem...................................................1'
3.2 i7erent #et/ods of Performance !!raisal ystem......................................1)
3.3 ,actors istortin Performance !!raisal........................................................21
3.% alanced corecard !!roac/......................................................................23
T/e -earnin and ro8t/ Pers!ectie................................................................2%
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9;ecutie ummary
In t/is re!ort I /ae done a detailed analysis on t/e !erformance !!raisal of
#. I. Cement ,actory -td. (Cro8n Cement. Here> I /ae coered all t/e
sections of t/e !erformance !!raisal !rocess usin balanced scorecard as
t/e basis of deelo!in a brand ne8 !erformance ealuation of all t/e
de!artments of Cro8n Cement. I /ae deelo!ed a balance scorecard based
!erformance !!raisal for #ar?etin and ales> ccounts> internal udit> H0
& dmin> rand> IT and u!!ly C/ain #anaement.
esides t/ese I /ae also incor!orated t/e /istory> rief about t/e com!any
and its !erformance> ision and mission> alues and !roducts of #. I. Cement
,actory -td. (Cro8n Cement and most im!ortantly I /ae incor!orated a
brief of /o8 H0 & dmin e!artment does t/eir ob in #. I. Cement ,actory
-td. (Cro8n Cement.
@/ile ma?in t/e analysis on Performance !!raisal Process I /ae !roided
detailed information about !erformance ealuation and I /ae coered all
t/e related factors 8it/ it and in addition to t/at I /ae tried to incor!orate
t/e t/eories t/at I /ae learned 8it/ t/e !ractices I /ae seen. T/is re!ort
also !roides a brief oerie8 on di7erent tas?s I /ad to !erform durin my
interns/i!> t/e res!onsibilities I /ad to /andle durin t/e interns/i!> my
!ersonal obseration reardin t/e critical issues> t/e lac?in of t/e H0
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e!artment and my recommendations for im!roin t/e total H0 !ractices
of #. I. Cement ,actory -td. (Cro8n Cement.
T/en I /ae !resented t/e detailed analysis of /o8 I /ae conducted t/e
!erformance !!raisal in t/e li/t of alance corecard> by analyAin
8or?load> Bob escri!tion> uantitatie data analysis and by analyAin
business !rocesses of #. I. Cement ,actory -td. (Cro8n Cement. T/en I /ae
dra8n a conclusion 8/ic/ sum u! all t/e analysis and *nally I !resent t/e
format I /ae successfully introduced at #. I. Cement ,actory -td. (Cro8n
Cement and 8/ic/ 8ill be im!lemented as oDcial !erformance !!raisal
#et/od from no8 on.
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C/a!ter +14 OraniAational Pro*le
1.1 Introduction & History
#. I. Cement ,actory -td. is a !ublic limited com!any and one of t/e leadin
manufacturers of cement in anlades/. On ecember 31> 1))% it started its
ourney 8it/ t/e commitment for !roidin /i/ uality cement to t/e
country. Its brand ECro8n CementE /as o8n reno8n bot/ at /ome and
abroad.
Initially t/e !lant 8as installed 8it/ a ca!acity of !roducin 6++t!d (ton !er
day of Portland cement. @it/ t/e !assin of time t/e demand of Cro8n
Cement increased day by day. T/erefore t/e s!onsors e;!anded t/e !roect
t/rice. y dint of uality Cro8n Cement soon ained acce!tability bot/ at
/ome and abroad 8/ic/ raised t/e necessity for e;!andin t/e !lant from
initial 6++t!d (ton !er day> '++t!d 2nd unit in 2++2> 1%++t!d 3rd unit in
2++6 and 3+++t!d %t/ unit in 2+11 t/ereby raisin t/e total !roduction
ca!acity to 5'++t!d i.e. 1.$%+ million metric ton !er annum.
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T/e com!any /as been listed in /a?a toc? 9;c/ane and C/ittaon toc?
9;c/ane in 2+11. Its /i/ ro8t/ aenda /ae been /i/ly a!!reciated by
t/e s/are/olders> and /ae 8on inestors trust. Its bac?8ard and for8ard
interation endeaors /ae ien ne8 dimensions to its ro8t/ !latform.
@it/ t/is end in ie8> t/e associate industrial unitsF iA.> Cro8n Polymer
ain -td.> Cro8n Po8er eneration -td.> Cro8n #ariners -td.> Cro8n
Trans!ortation & -oistics -td.> Cro8n Cement Concrete & uildin #aterials
-td. /ae been set u! and are already in o!eration. T/e com!any /as also
acuired a /andy ma; siAe ocean oin s/i! to facilitate trans!ortation of
ra8 materials from abroad. It is /o!efully e;!ected t/at t/ese ne8 ro8t/
!latforms 8ill facilitate creation of ne8 dimensions and frontiers to t/e
mot/er com!any #. I. Cement ,actory -imited.
Cro8n Cement !ioneered in e;!ort of cement in 2++3 and !aed t/e 8ay for
earnin /ardGearned forein currency. 0ecently Cro8n Cement c/ieed t/e
=ational 9;!ort Tro!/y (old t8ice for attainin t/e to! most !lace amon
t/e cement e;!orters in anlades/.
1.2 Products
Ordinary Portland Cement (OPC
s !er s!eci*cation of 9= 1)$G142++3> C9#G1> %2.5 = Cro8n Portland
Cement is an Ordinary Cement !re!ared by mi;in clin?er )5G1++ and
y!sum +G5. T/is cement is also called Ordinary Portland Cement (OPC.
Portland cement is t/e Cement obtained by initimately mi;in toet/er
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calcarious and arillaceous materials burnin t/em at clin?erin
tem!erature u!to about 1%5+ deree celcious and rindin t/e resultin
clin?er (calcined !roduct at reuired *neness and *nally mi;ed 8it/ y!sum
to obtain cement. T/is cement is a *nely round mi;ture of calcium
aluminates and silicates ca!able of settin and /ardenin by c/emical
reaction 8it/ 8ater. It is a bindin material> 8/ic/ is used in enineerin
constructions.
Portland Com!osite Cement (PCC
Cro8n Portland com!osite cement is C9#GIIJG# is a cement consistin of ,ly
as/ (P,> sla and limestone desinated by t/e s!eci*cation of 9= 1)$G
14 2++3 C9# GIIJG# ("GG-> %2.5 =. PCC is t/e most suitable cement for
construction in anlades/. C9# G II JG# contains '+G)% Clin?er> 8/ic/ is
substantially /i/er t/an C9# G IIJG# containin 65 G $) Clin?er t/at 8ill
ie us e;tra adantae in strent/ deelo!ment and increase concrete
!erformance. ot/ sla & Ky as/ (P, are used in PCC. Percentae of iO2 in
P, is /i/er t/an sla 8/ic/ is adantaeous to ain more lonGterm
strent/ and ensure durable concrete. T/e /ydration !rocess of normal
cement !roduce CH (durable binder & Ca(OH2 (nonGdurable binder. P,
reacts 8it/ Ca(OH2 and enerates more CH decreasin oid s!aces &
contributin /i/er strent/ to concrete.
1.3 "ision & #ission
"ision
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Our ision is to ma?e a contribution to t/e nation by creatin o!!ortunities in
t/e arena of industrial ro8t/ and deelo!ment of anlades/> and to
!roide a solid foundation for societyFs future.
#ission
s a modern cement com!any> 8e manufacture cement (rand name4 Cro8n
Cement to meet t/e needs of clients t/rou/ innoatie !roducts & serices
t/at create alue for all our sta?e/olders.
1.% Oranoram
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1.5 "alues & oals
"alues
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1. Create sustainable economic alue for our s/are/olders by utiliAin an
/onest and eDcient business met/odoloy.2. Committed to sere t/e society t/rou/ em!loyment creation> su!!ort
community !roects & eents> and be a res!onsible cor!orate citiAen.3. ccountable for !roidin uality !roducts & e;cellent serices alon
8it/ meetin t/e strict reuirements of reulatory standards and
et/ical business !ractices.%. mbitious and innoatie. @e et e;cited about our 8or?. @e brin
enery and imaination to our 8or? in order to ac/iee a leel of
!erformance> not ac/ieed before. @e ac/iee a /i/er standard of
e;cellence. 9eryt/in 8e !roduce s/ould loo? fres/ and modern.
oals
1. Continually set t/e latest standards of modern tec/noloy in our
industry to satisfy t/e needs of customers t/rou/ innoatie !roducts
and serices.
2. Contribute to t/e national economy and t/e infrastructure
deelo!ment of t/e country.3. ecure t/e stronest com!etitie !osition in our releant mar?et
!laces t/rou/ ma?in uality !roduct and o!erational e;cellence.%. e !artner 8it/ t/e best su!!liers> delierin increased alue for bot/
t/e com!any and our customers.5. e reconiAed as a res!ected & attractie com!any & an em!loyer of
*rst c/oice.6. Proide e;tensie career o!!ortunities t/rou/ com!etitie !ay &
bene*ts> trainin & deelo!ment & a conenial 8or?in enironment.$. 9m!o8er our em!loyees at eery leel> and interate t/em fully into
our net8or?.
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'. Continually demonstrate our commitment to sustainable
enironmental !erformance> and !lay a !roGactie role in Cor!orate
ocial 0es!onsibility (C0 8it/in our s!/ere of inKuence.
). c/iee lonGterm *nancial !erformance>1+. Create secured inestment o!!ortunity 8it/in t/e country.11. 9n/ance ersatility> & diersi*cation t/rou/ t/e !enetration of
ne8 mar?et sements.12. Im!roe administratie & oraniAation structures to reie8 all
business lines reularly & deelo! t/e best !ractice in t/e industry.13. 9arn forein currency t/rou/ e;!ort.
1.6 Cor!orate Pro*le
• tatus4 Public -imited Com!any
• Incor!oration of t/e Com!any4 31st ecember 1))%
• ate of Commencement4 31st ecember 1))%
• ubscri!tion O!en on4 )t/ Banuary 2+11
• ubscri!tion closed4 13t/ Banuary 2+11
• -isted in /a?a toc? 9;c/ane4 1't/ #ay 2+11
• -isted in C/ittaon toc? 9;c/ane4 5t/ #ay 2+11
• Credit 0atin4 9ntity4 3 /ort Team L TG2
• ut/oriAed Ca!ital4 T?. 5++> ++> ++>+++
• Paid u! Ca!ital4 T?. 1++> ++> ++>+++
• #an Po8er4 )3$ !ermanent> 516 Casual> 12++ Mns?illed -abor
• =o. of /are/olders4 )3>616
• Commercial Production4 13t/ October 2+++
• =ature of usiness4 #anufacturin and mar?etin of Ordinary Portland
Cement and Portland Com!osite Cement.
1.' rou! #embers of #.I. Cement ,actory -td.
• Cro8n Po8er eneration -td.
• Cro8n Polymer ain -td.
• Cro8n #ariners -td.
• #olla alt Tri!le 0e*ned Industries -td.
• PH Is!at -td.
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• PH Po8er eneration -td.
• #olla To8er & /o!!in Com!le;
• #olla & rot/ers Co.
• Premier Cement #ills -td.
C/a!ter +24 escri!tion of t/e 0e!ort
2.1 ummary of t/e 0e!ort
T/e to!ic of t/e interns/i! re!ort assined by t/e oraniAation is Neelo!in
T/e Performance !!raisal ystem of #.I. Cement ,actory -imited (Cro8n
Cement. I 8as as?ed to deelo! !erformance a!!raisal in t/e li/t of
balanced scorecard and also ?ee!in mind of t/eir !reious !erformance
ealuation PIs. T/is to!ic leads to t/e Human 0esource and /o8 t/e #.I.
Cement ,actory -imited (Cro8n Cement /as deelo!ed t/e !erformance
a!!raisal system. T/is 8ill reKect /o8 t/ey a!!raised t/e !erformance of
t/eir em!loyees and 8/at 8ill be t/e re8ard after a!!raisin t/em.
I am 8or?in in t/e H0 & dmin e!artment of #.I. Cement ,actory -imited
(Cro8n Cement 8/ere I /ae to do all H0 !ur!ose 8or? li?e4 selection and
staDn (sortin C"Qs> conductin selection !rocess> deelo!in !erformance
a!!raisal system usin balance scorecard as t/e basis> maintainin PI,
atabase> maintain !ersonal information and car & e/icle information. T/is
e;!erience 8ill /el! me a lot in my !rofessional life reardin t/e H0 8or?s.
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T/e main !ur!ose of t/e re!ort is to understand /o8 #.I. Cement ,actory
-imited (Cro8n Cement /as deelo!ed and moderate t/e !erformance
a!!raisal system. It is as im!ortant as manain *nancial resources and
!roram outcomes because em!loyee !erformance or t/e lac? t/ereof> /as a
!rofound e7ect on bot/ t/e *nancial and !roression com!onents of any
oraniAation. T/atQs 8/y /i/li/tin t/e eelo!in and #oderatin t/e
Performance !!raisal ystem of #.I. Cement ,actory -imited (Cro8n
Cement is ital as it is t/e most im!ortant !art of any oraniAation.
Performance a!!raisals (Ps are im!ortant to em!loyees and em!loyers.
Periodic a!!raisals allo8 em!loyees to discuss t/eir o8n frustrations>
strent/s and 8ea?nesses> and t/ey allo8 em!loyers to !roide feedbac?
about em!loyee concerns. @ellGformulated !erformanceGa!!raisal systems
address !roblems> motiate em!loyees> establis/ remedies and time frames
to
reduce conKict !roide trainin o!tions> deelo! and im!lement c/anes for
t/e ood of em!loyees> em!loyers and for t/e 8/ole oraniAation.
co!e of t/e 0e!ort
T/is study 8ill relate to t/e H0 de!artment of #.I. Cement ,actory -imited
(Cro8n Cement 8/ere Performance !!raisal ystem is a ery im!ortant
area to 8or? on 8it/. T/e study 8ill be conducted based on N#.I. Cement
,actory -imited (Cro8n Cement in ealuatin di7erent as!ects and
criteriaQs related 8it/ com!aniesQ Performance !!raisal !rocess. T/is re!ort
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8ill ie a detailed idea of /o8 I /ae deelo!ed Performance !!raisal
!rocess in t/e li/t of balanced scorecard.
2.2 Obectie Of T/e Proect
road Obectie4
To deelo! t/e Performance !!raisal ystem to introduce latest H0
!erformance assessment tec/niues> address t/e needs of em!loyees and
for t/e betterment of #.I. Cement ,actory -imited (Cro8n Cement.
!eci*c Obecties4
1. To understand t/e !erformance indicators> PIs> motiational factors>
em!loyeeQs needs.2. To *nd out 8/at t/ey 8ill do after ealuatin t/e !erformance a!!raisal
of t/e em!loyees and 8/at 8ill be t/e re8ard factors.3. To et an oerall idea about t/e !erformance of #.I. Cement ,actory
-imited (Cro8n Cement and its total em!loyees%. To identify and bride t/e a! bet8een antici!ated !erformance and
actual !erformance.
2.3 #et/odoloy
#aor !art of data 8as collected t/rou/ t/e !rimary and secondary sources.
It 8as not easy to collect !rimary data because t/e com!any !ersonnelQs
8ere ery busy. T/e !rimary and secondary sources 8ere4
T/e !rimary sources of data and information4
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• Obseration durin t/e total interns/i! !eriod.
• H0 !olicy of #.I. Cement ,actory -imited (Cro8n Cement
• O!erational !rocess.
• iscussion 8it/ oDcials of #.I. Cement ,actory -imited (Cro8n
Cement
T/e secondary sources of data are as follo8s4
• nnual re!ort of t/e #.I. Cement ,actory -imited (Cro8n Cement
• @eb site of #.I. Cement ,actory -imited (Cro8n Cement
• H0# boo?s and Periodicals.
• Internet> =e8s!a!ers and maaAines.
2.% -imitations4
1. T/e main constraint of t/e study is insuDcient information as t/e
em!loyees 8ere busy and 8ere /esitant to !roide information..2. Time s/ortae is a bi constrains because it is ery diDcult to !re!are
re!ort and concentrate on oDcial 8or? by doin reular )am to 6!m
oDce for 6 days a 8ee?.3. ince I carried out suc/ a study for t/e *rst time so e;!erience is one
of t/e main factors t/at constitute t/e limitation of t/e study.%. T/ese information are con*dential so associated aut/ority did not 8is/
to disclose some of t/e data.
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C/a!ter +34 -iterature 0eie8
3.1 Performance !!raisal ystem4
Performance a!!raisal is a continuous system of trac?in and measurin
!erformance aainst areed tarets and identifyin o!!ortunities for
im!roement. In ot/er 8ords> !erformance a!!raisal is a set of !olicies to
ac/iee a s/ared ision of t/e oraniAation to /el! eac/ indiidual em!loyee
to understand and reconiAe t/eir contribution. ut Performance !!raisal is
also t/e tool to determine and communicate to an em!loyee about /isJ /er
!erformance on t/e ob> ideally> establis/in a !lan of deelo!ment for bot/
!arties.
#anaers are reluctant to !roide candid feedbac? and /ae /onest
discussions 8it/ em!loyees for fear of re!risal or damain relations/i!s
8it/ t/e ery indiiduals t/ey count on to et t/e 8or? done. 9m!loyees feel
t/at t/eir manaers are uns?illed at discussin t/eir !erformance and
ine7ectie at coac/in t/em on /o8 to deelo! t/eir s?ills. #any com!lain
t/at !erformance a!!raisal systems are cumbersome> bureaucratic and time
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consumin com!arin to t/e alue t/at it adds. T/is leads bot/ manaers
and em!loyees to treat !erformance a!!raisal as a burden rat/er t/an a tool
to a successful 8or?in relations/i!.
T/e !rimary reason for /ain a P !roram is to monitor em!loyeesQ
!erformance> motiate sta7 and im!roe com!any morale. #onitorin
!erformance reuires routine documentation> 8/ic/ is accom!lis/ed t/rou/
com!letin a !erformance a!!raisal form. @/en em!loyees are a8are t/at
t/e com!any is !ayin s!ecial attention to t/eir !erformance and t/at t/ey
could be re8arded 8it/ merit increases and !romotions> t/ey are motiated
to 8or? /arder. #orale is im!roed 8/en em!loyees receie reconition or
re8ard for t/eir 8or?.
n e7ectie P !roram 8ill assist t/e com!any in ac/iein its oals and
obecties. =ot only 8ill trainin needs be identi*ed and addressed durin a
P reie8> but /idden talent can be discoered as 8ell. T/rou/ identifyin
t/ese trainin needs> sta7 can !erform t/eir obs at t/e /i/est leel and be
in a better !osition to address clientsQ> membersQ and customersQ concerns
and uestions. 8ellGdeelo!ed sta7 is more li?ely to be !roactie>
!roductie and resourceful> all of 8/ic/ /el!s to ie t/e com!any a
com!etitie ede> from im!roed customer relations to increased !ro*ts.
Obecties of Performance !!raisal ystem
• Identify t/e im!ortance of t/e !erformance !!raisal ystem from t/e
ie8!oint of t/e su!erisor and em!loyee.
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• 9stablis/ !erformance reuirements for arious ob !ositions.
• !ecify t/e ste!s for com!letin a !erformance reie8.
• Create t/e a!!ro!riate atmos!/ere for conductin t/e !erformance
reie8 discussion.• Conduct t/e !erformance reie8 discussion.
Princi!les of t/e Performance !!raisal ystem
• Increase manaementFs time commitment to !ersonnel matters on an
onoin basis.• /ift !erformance em!/asis from s/ortGterm> com!onent s!eci*c
indiidual oals to include lonGterm> teamGoriented oals t/at are
consistent 8it/ continuous im!roement of t/e Industry as a 8/ole.
• Communicate 8it/ eac/ em!loyee in /onest> timely dialoue aimed at
!erformance im!roement.• Increase mutual inolement in oal settin and de*nition of
!erformance standards.• Im!roe manaement s?ills in communicatin and ta?in res!onsibility
for ma?in t/e !erformance !!raisal ystem o!erate e7ectiely.• Increase em!loyee res!onsibility for t/eir career !lannin.
Im!ortance of Performance !!raisal ystem
1. +ee,ac3: T/is !roides a structured format for t/e discussion of
!erformance issues on a reular basis.
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2. (otivating Superior Perormance: Performance a!!raisal /el!s to
motiate !eo!le to delier su!erior !erformance in seeral 8ays.3. Setting an, (easuring 4oals: oal settin /as consistently been
demonstrated as a manaement !rocess t/at enerates su!erior
Performance.%. Counseling poor perormers: =ot eeryone meets t/e
oraniAationQs standards. Performance a!!raisal forces maners to
confront t/ose 8/ose !erformance is not meetin t/e com!anyFs
e;!ectations.5. Determining compensation changes: Performance a!!raisal
!roides t/e mec/anism to ma?e sure t/at t/ose 8/o do better 8or?
receie more !ay.6. Encouraging coaching an, mentoring: Performance !!raisal
identi*es t/e areas 8/ere coac/in is necessary and encouraes
manaers to ta?e an actie coac/in role.$. Supporting (anpo$er Planning: @ellGmanaed oraniAations
reularly assess t/eir benc/ strent/ to ma?e sure t/at t/ey /ae t/e
talent t/at t/ey 8ill need for t/e future.'. Determining *n,ivi,ual 5raining an, Development 6ee,s: If t/e
!erformance a!!raisal !rocedure includes a reuirement t/at
indiidual deelo!ment !lans be determined and discussed> indiiduals
can t/en ma?e ood decisions about t/e s?ills and com!etencies t/ey
need to acuire to ma?e a reater contribution to t/e com!any. s a
result> t/ey increase t/eir c/ances of !romotion and lo8er t/eir odds of
layo7.
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3.2 i7erent #et/ods of Performance !!raisal ystem
1. 7alance, Scorecar,: alanced corecard de*nes 8/at
manaement means by E!erformanceE and measures 8/et/er
manaement is ac/iein desired results. T/e alanced corecard
translates #ission and "ision tatements into a com!re/ensie set of
obecties and !erformance measures t/at can be uanti*ed and
a!!raised.2. Critical inci,ent metho,: T/e critical incident met/od for
!erformance a!!raisal is a met/od in 8/ic/ t/e manaer 8rites do8n
!ositie and neatie !erformance be/aior of em!loyees t/rou/out
t/e !erformance !eriod.3. 8eighte, chec3list metho,: T/is met/od describe a !erformance
a!!raisal met/od 8/ere rater familiariAe 8it/ t/e obs bein ealuated>
!re!ares a lare list of descri!tie statements about e7ectie and
ine7ectie be/aior on obs.
%. Paire, comparison analysis: Paired com!arison analysis is a ood
8ay of 8ei/in u! t/e relatie im!ortance of o!tions. rane of
!lausible o!tions is listed. 9ac/ o!tion is com!ared aainst eac/ of t/e
ot/er o!tions. T/e results are tallied and t/e o!tion 8it/ t/e /i/est
score is t/e !referred o!tion.5. 4raphic rating scales: T/e 0atin cale is a form on 8/ic/ t/e
manaer sim!ly c/ec?s o7 t/e em!loyeeQs leel of !erformance. T/is
is t/e oldest and most 8idely used met/od for !erformance a!!raisal.6. Essay Evaluation metho,: T/is met/od as?s manaersJ su!erisors
to describe strent/s and 8ea?nesses of an em!loyeeQs be/aior.
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9ssay ealuation is a nonGuantitatie tec/niue. T/is met/od is
usually used 8it/ t/e ra!/ic ratin scale met/od.$. 7ehaviorally anchore, rating scales: T/is met/od used to describe
a !erformance ratin t/at focused on s!eci*c be/aiors or sets
indicators de*nin e7ectie or ine7ectie !erformance. It is a
combination of t/e ratin scale and critical incident tec/niues of
em!loyee !erformance ealuation.'. Perormance ran3ing metho,: 0an?in is a !erformance a!!raisal
met/od t/at is used to ealuate em!loyee !erformance from best to
8orst. #anaer 8ill com!are an em!loyee to anot/er em!loyee> rat/er
t/an com!arin eac/ one to a standard measurement.). (anagement 7y O9ectives (7O; metho,4 #O is a !rocess in
8/ic/ manaersJ em!loyers set obecties for t/e em!loyee>
!eriodically ealuate t/e !erformance> and re8ard accordin to t/e
result. #O focuses attention on 8/at must be accom!lis/ed (oals
rat/er t/an /o8 it is to be accom!lis/ed (met/ods.1+. ".0 ,egree perormance appraisal: 36+ eree ,eedbac? is
a system or !rocess in 8/ic/ em!loyees receie con*dential>
anonymous feedbac? from t/e !eo!le 8/o 8or? around t/em
su!erisors> !eers and subordinates.11. +orce, ran3ing orce, ,istriution;: ,orced ran?in is a
met/od of !erformance a!!raisal to ran? em!loyee but in order of
forced distribution. ,or e;am!le> t/e distribution reuested 8it/ 1+ or
2+ !ercent in t/e to! cateory> $+ or '+ !ercent in t/e middle> and 1+
!ercent in t/e bottom.
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3.3 ,actors istortin Performance !!raisal
T/e manaers or su!erisors do !erformance a!!raisal. T/ey do t/is ob
under di7erent situation> at di7erent !lace and di7erent state of mind and at
di7erent time. T/eir udements are li?ely to be a7ected. T/ey are /uman
bein. T/eir !syc/oloy> li?in> disli?in> !reference> udement etc. are
li?ely to a7ect t/e a!!raisal of em!loyees. T/ere are c/ances t/at errors are
li?ely to ta?e !lace. ut e7orts s/ould be t/ere so t/at t/ese can be
minimiAed. Pro!er care s/ould be ta?en to ie fair and im!artial
assessment. enerally> t/e follo8in errors are li?ely to ta?e !lace in
assessment4
a 4eneral 7ias Errors: It de!ends u!on t/e attitude of t/e assessor.
ome may be ery strict and ot/er may be ery liberal durin t/e
assessment 8or?. T/ey may not consider t/e actual !erformance of
t/e em!loyees for assessment 8or?. It a7ects eeryone in eneral.b t/e error is li?ely to ta?e !lace.. T/is is called /alo e7ect. It
ies 8ron assessment of t/e em!loyees.c !elation !ating Error4 @/en one tas? is related to anot/er tas? t/en
t/e assessor ies im!ortance to t/at loical relations/i! more. It
creates t/e error in t/e assessment.d Contrast an, Similarity Errors: T/e assessors assess t/e ot/er
em!loyees based on t/eir o8n assessment. T/e assessment may be
similar or contrast to assessment of t/e em!loyees.
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e Central 5en,ency Errors: @/en t/e ealuator does not ta?e t/e
e;treme ste!s for ealuation> /e aoids t/e e;treme t8o ends. He
follo8s t/e central !at/ and ies and aerae ratin for t/e
!erformance. T/e rane of assessment is ery narro8. It dissatis*es
t/e e;cellent !erformers but !rotect t/e !oor !erformers also.f Proximity Errors: @/en raters assess one /i/ side t/en /e assesses
ot/ers also /i/ side t/is is called !ro;imity error. He 8ants to ustice
8it/ eeryone but in t/e beinnin /e /as done t/e assessment on
8ron side and t/at a7ects t/e 8/ole assessment.
!ating *n>ation: @/en su!erisor is ratin ery /i/ 8it/out any
reason is called inKated ratin. T/e su!erisor s/ould ma?e t/at t/e
ratins are on fact basis and not based on emotions or feelin of
indiiduals.
3.% alanced corecard !!roac/
ne8 a!!roac/ to strateic manaement 8as deelo!ed in t/e early 1))+Fs
by rs. 0obert a!lan (Harard usiness c/ool and aid =orton (alanced
corecard Collaboratie. T/ey named t/is system t/e Fbalanced scorecardF.
0econiAin some of t/e 8ea?nesses and aueness of !reious
manaement a!!roac/es> t/e balanced scorecard a!!roac/ !roides a clear
!rescri!tion as to 8/at com!anies s/ould measure in order to FbalanceF t/e
*nancial !ers!ectie.
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T/e balanced scorecard is a manaement system (not only a measurement
system t/at enables oraniAations to clarify t/eir ision and stratey and
translate t/em into action. It !roides feedbac? around bot/ t/e internal
business !rocesses and e;ternal outcomes in order to continuously im!roe
strateic !erformance and results. @/en fully de!loyed> t/e balanced
scorecard transforms strateic !lannin from an academic e;ercise into t/e
nere center of an enter!rise. T/e balanced scorecard suests t/at 8e ie8
t/e oraniAation from four !ers!ecties> and to deelo! metrics> collect data
and analyAe it relatie to eac/ of t/ese !ers!ecties4
a T/e -earnin and ro8t/ Pers!ectieb T/e usiness Process Pers!ectiec T/e Customer Pers!ectied T/e ,inancial Pers!ectie
T/e -earnin and ro8t/ Pers!ectie
T/is !ers!ectie includes em!loyee trainin and cor!orate cultural attitudes
related to bot/ indiidual and cor!orate selfGim!roement. In a ?no8ledeG
8or?er oraniAation> !eo!le GG t/e only re!ository of ?no8lede GG are t/e
main resource. In t/e current climate of ra!id tec/noloical c/ane> it is
becomin necessary for ?no8lede 8or?ers to be in a continuous learnin
mode. oernment aencies often *nd t/emseles unable to /ire ne8
tec/nical 8or?ers and at t/e same time is s/o8in a decline in trainin of
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e;istin em!loyees. T/is is a leadin indicator of Fbrain drainF t/at must be
reersed. #etrics can be !ut into !lace to uide manaers in focusin
trainin funds 8/ere t/ey can /el! t/e most. In any case> learnin and
ro8t/ constitute t/e essential foundation for success of any ?no8ledeG
8or?er oraniAation.
T/e usiness Process Pers!ectie
T/is !ers!ectie refers to internal business !rocesses. #etrics based on t/is
!ers!ectie allo8 t/e manaers to ?no8 /o8 8ell t/eir business is runnin>
and 8/et/er its !roducts and serices conform to customer reuirements
(t/e mission. T/ese metrics /ae to be carefully desined by t/ose 8/o
?no8 t/ese !rocesses most intimately 8it/ our uniue missions> t/ese are
not somet/in t/at can be deelo!ed by outside consultants.
T/e Customer Pers!ectie
0ecent manaement !/iloso!/y /as s/o8n an increasin realiAation of t/e
im!ortance of customer focus and customer satisfaction in any business.
T/ese are leadin indicators4 if customers are not satis*ed> t/ey 8ill
eentually *nd ot/er su!!liers t/at 8ill meet t/eir needs. Poor !erformance
from t/is !ers!ectie is t/us a leadin indicator of future decline> een
t/ou/ t/e current *nancial !icture may loo? ood.
T/e ,inancial Pers!ectie
a!lan and =orton do not disreard t/e traditional need for *nancial data.
Timely and accurate fundin data 8ill al8ays be a !riority> and manaers 8ill
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do 8/ateer necessary to !roide it. In fact> often t/ere is more t/an enou/
/andlin and !rocessin of *nancial data. @it/ t/e im!lementation of a
cor!orate database> it is /o!ed t/at more of t/e !rocessin can be
centraliAed and automated.
C/a!ter +%4 nalysis of Performance !!raisalystem in #.I. Cement ,actory -td.
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#.I. cement ,actory -td. (Cro8n Cement follo8s t/e !erformance !!raisal
system strictly. T/ey ealuate t/eir em!loyees based on t/eir !erformance.
#ainly t/ey ealuate 8/at t/e em!loyees are ien taret and 8/at t/ey
/ae ac/ieed. #.I. cement ,actory -td. (Cro8n Cement ealuated t/eir
em!loyees because t/ey 8ant to ?no84
• @/at actually t/eir em!loyees are doin>
• @/et/er t/ey are ful*llin t/eir duties and res!onsibilities or not>
• @/et/er t/ey /ae ac/ieed t/eir taret or not>
• To motiate t/e em!loyees and ma?e t/em more e7ectie at 8or?>
• To ie t/e em!loyees re8ards> !romotion> increment.
Here in t/is com!any mainly follo8ed 2 ty!es of Performance #anaement
ystem. T/ey are4
a 9m!loyee Performance 9aluationG :early (one Once in a :earb 9m!loyee 9;cellence PerformanceG
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8ill ie mar?s accordin to t/e de!artmental ob descri!tion. Here
/ae to 8rite ien taret and t/e ac/ieement. ,or t/e eac/ factor
ien mar?s 8ill be multi!ly 8it/ t/e ien !oints.•
,or Part C (,or elf 9aluation and calculated t/e total mar?s out of )5
by t/e em!loyee. In u!erisorQs 9aluation for Part C t/ere 8ill be
only 5 mar?s 8/ic/ 8ill be• ien by H0 & dmin e!artment and in *nal !art total mar?s 8ill be
calculated out of 1++ by H0 & dmin e!artment.• ccordin to *nal rate t/e em!loyee 8ill et re8ard or !unis/ment
accordin to /isJ/er !erformance. ,or 5 Points ()+G1++4 % Increments
R Promotion RIncenties> ,or % Points ('+G')4 3 Increments R
Promotion> ,or 3 Points ($+G$)4 2 Increments> ,or 2 Points (51G6)4
eneral Increment> ,or 1 Point (5+ or belo8 5+4 =o Increment 8ill be
ien.• Here> for iin t/e !romotion> em!loyee /ae to 8or? at least 2 years
8it/in t/e oraniAation neit/er cannot et t/e !romotion> only et t/e
increment and incenties.
Policy for 9m!loyee 9;cellence Performance 8ard ( !rilGBune> BulyGe!tember> OctoberGecember.• T/e 9aluation ,orm 8ill be ien to eac/ of e!artment Head and
t/ey 8ill ealuate t/eir de!artmental em!loyees and ie t/e names
as nominee for t/e furt/er !rocess 8it/ su!!orted and loical
document. fter ettin t/e entire nomineeQs name Bury oard 8ill
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c/oose t/e 9;cellent Performer and t/e decision of t/e Bury oard 8ill
be *nal.• T/ere 8ill be a Bury oard to ealuate em!loyeeQs !erformance.
• Hi/est 2 em!loyees 8ill be c/osen as 9;cellent Performer.
• 0e8ard 8ill be ien 8it/in $ days after com!leted t/e ealuation. ,or
t/e !eriod of Banuary L #arc/> re8ard and certi*cate 8ill be ien
8it/in $t/ !ril.• fter t/e !erformance ealuation res!ectie !erson 8ill be et T?.
5>+++. & a Certi*cate as a re8ard.• Performance 9aluation 8ill be done accordin to some criteria and
some !oints 8ill be ien to t/ese criteria. ccordin to t/e total !oints
em!loyee 8ill be c/osen as 9;cellent Performer.• #anaer and aboe oDcerQs 8ill not be ealuated under t/is
ealuation system.• T/is Performance 9aluation 8ill e7ect on t/e 9m!loyeeQs :early
Performance 9aluation.
%.2 =e8 Performance !!raisal ystem4
Policy for 9m!loyee Performance 9aluation (:early
• T/e total ealuation is for 2++ mar?s. ,or elf 9aluation t/ere are 1++
mar?s and for su!erisor 1++ mar?s are also assined.
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• 9m!loyees /ae to ude t/emseles on 2 to % matrices> 8/ic/ de!end
on ob descri!tions.• u!erisor 8ill also ude em!loyees on matrices> but total alue from
t/is 8ill be )5> and t/e rest 5 mar?s 8ill be assined as disci!linary
action rate.• fter t/e total rate is calculated out of t/e 2++ mar?s> t/en it 8ill be
diided by 2.• ccordin to *nal rate t/e em!loyee 8ill et re8ard or !unis/ment
accordin to /isJ/er !erformance. ,or 5 Points ()+G1++4 % Increments
R Promotion RIncenties> ,or % Points ('+G')4 3 Increments R
Promotion> ,or 3 Points ($+G$)4 2 Increments> ,or 2 Points (6+G6)4
eneral Increment> ,or 1 Point (5+ G5)4 =o Increment 8ill be ien> ,or
+ Point ( S %)4 /e mi/t et 8arnin or et *red.• Here> for iin t/e !romotion> em!loyee /ae to 8or? at least 2 years
8it/in t/e oraniAation neit/er cannot et t/e !romotion> only et t/e
increment and incenties.
%.3 Obseration of t/e nalysis
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T/ere are so many di7erences bet8een t/e !ast and current means t/e
deelo!ed and modi*ed !erformance manaement system of #.I. Cement
,actory -td. (Cro8n Cement4
1. In !ast> self & su!erisor form 8ere bot/ some8/at same> based on
same criteriaQs but t/e ne8 balanced scorecard format focuses on
arious customiAed o!tions.2. T/e matrices 8ere not based on de!artment s!eci*c PIs but I /ae
identi*ed and made customiAed PI based ealuation forms.3. ,rom !ast system to current t/e system become more trans!arent>
em!loyees can ealuate t/emseles and can easily *nd out 8/at /is
su!erisor t/in?s about /im.%. -earnin & ro8t/ is really im!ortant for em!loyees> 8/ic/ 8as
com!letely inored> and t/e ne8 balance scorecard based format /as
t/e inclusion to identify t/e learnin & ro8t/ matrices.5. T/e !reious ratin scales 8ere uneen> but t/e ne8 formats /ae a
balanced scale for measurement.6. T/e su!erisor /ad fe8 ras! oer em!loyees and t/eir !erformance
a!!raisal> but due to t/e ne8 format su!erisor /as been ien some
control to e;ercise /is !o8er more t/an before.
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%.% 0ecommendations
a Performance #anaement is a ery !o8erful !rocess if im!lemented
correctly. #ista?es can be aoided by consultin e;!erts 8/o /ae /ad
e;!erience across multi!le industries and many im!lementations.b T/ey s/ould use 36+ deree !erformance a!!raisal system by 8/ic/
8e can come to ?no8 8/at t/eir !eers and subordinates t/in? about
t/e em!loyee.c 9m!loyee s/ould ?no8 about t/e !olicy and t/e re8ard system clearly
t/at t/ey can ta?e it more seriously.d T/e criteria and measurement may be increased in years t8o or t/ree
and t/en moed on to ti/ter remuneration lin?aes as 8ell as ot/er
more adanced !rocesses suc/ as uccession Plannin> 8/ic/ dra8s
on /istorical !erformance data.e u!erisors s/ould understand and communicate /o8 t/e oals of t/e
oraniAation directly im!act t/e em!loyeeFs ob and !erformance.f =eeded to create a8areness for all em!loyees about t/e oraniAationQs
oals and stratey. ,le;ible 8or?in /ours ma?e it easier for em!loyees to aoid rus/ /our
traDc> 8/ic/ is uaranteed to im!roe anyoneQs attitude./ Bob rotation> Bob enlarement and Bob enric/ment s/ould be follo8ed.
C/a!ter +54 Conclusion
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#ost of t/e local industries in anlades/ donQt /ae !ractice t/e
!erformance a!!raisal system. OraniAations s/ould establis/ed H0
de!artment 8/ic/ 8ill 8or? on di7erent H0 related issues li?e eelo!ment
of H0 !oliciesQ> eelo!ment of H0 PlanninQ> eelo!ment of ob
descri!tion & !eci*cationQ> Trainin & deelo!mentQ> etc s/ould ensure t/e
!ro!er im!lementation of t/e !oliciesJsystems.
H0 /as a ?ey role in brinin stratey to life. ,rom t/is discussion it can be
easily understood t/at #. I. Cement ,actory -td. is one of t/e deelo!in
Cement Com!any of anlades/. t t/is moment t/e com!any is in
deelo!in !osition. ut t/e strateies of t/e com!any 8ill ma?e t/e
com!any as one of t/e Niest Cement #anufacturer of anlades/.
#ainly t/e aluable resource for any oraniAation is t/eir ?no8lede based
eDcient 8or?ers. T/e oraniAation s/ould be more careful on t/is issue to
ensure t/e uality and et/ics.
o 8e can easily *nd out t/e Human resource !ractices> recruitment and
selection !rocesses> em!loyee satisfaction and relations> !erformance
!!raisal met/od at #. I Cement ,actory -td. is deelo!ed and e7ectie.
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