moser baer - performance appraisal system

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RESEARCH REPORT

ON

AN ANALYSIS OF PERFORMANCE MANAGEMENTSYSTEM IN

MOSER BAER INDIA LTD.

With special reference toMOSER BAER INDIA LTD.

SUBMITTED IN PARTIAL FULFILLMENT OFAWARD OF MASTER OF BUSINESS ADMINISTRATION

MAHAMAYA TECHNICAL UNIVERSITY NOIDA.

UNDER THE GUIDANCE OF SUBMITTED BY

MRS MEENAL PANDEY SAUMAKSHISETH MBA-IV SEM.ROLL- 1109470092

GALGOTIAS INSTITUTE OF MANANGEMNENT AND

TECHNOLOGY

GREATER NOIDA


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CONTENTS PAGE NO.

Acknowledgement 4

1. Introduction 5

2. Methods of Appraisal 38

3. Challenges in Performance Appraisal 48

4. Legal Issues associated with Performance Appraisal 51

5. Performance Management System Pitfall 55

6. Objectives of the study 57

9. Performance Management in MBIL 58

10. Research Methodology 80

11. Analysis of the Survey 83

12. Gaps 95 13. Difficulties 96

14. Limitations 97

15. Recommendations 98

16. Bibliography 102

17. Annexure 103


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ACKNOWLEDGEMENT

The project title PERFORMANCE MANANGEMENT SYSTEM has been conducted at

Moser Baer India Ltd.

I have completed this project, based on the Primary research, under the guidance of Mrs.

Meenal Pandey.

I would like to thank all the respondents without whose cooperation my project would

have been possible.

Last but not the least, I feel indebted to all those persons and organization who have

helped directly or indirectly in successful completion of this study.

SAUMAKSHI SETH

ROLL NO. 1109470092


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INTRODUCTION


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HISORY OF THE MOSERBAER INDIA PVT.LTD .

The company was founded in New Delhi in 1983 with a clear vision to operate in

products with high entry barriers, from the technology as well as capital point of view.

Given the fact that high obsolescence usually goes hand in hand with high technology,

the risk and reward equation had to make sense. It started as a Time Recorder unit in

technical collaboration with Maruzen Corporation, Japan and Moser Baer Sumiswald,

Switzerland.

However, it was in 1986 that Moser Baer found its true calling. This was the time when

the data storage field the marvel of creating a memory second only to the human brain

out of some plastic, specialty chemicals and dyes caught the attention of an engineer

with a masters degree in mechanical engineering from the Imperial College, London. So

what if this meant breaking into what was till then the exclusive preserve of Japanese and

Taiwanese manufacturers, questioning the paradigm that no Indian manufacturer could be

competitive in the global space and fighting the image that India was a country that

borrowed technology and did not create it? Such challenges only further inspired Moser

Baer founder and managing director Deepak Puri to take the company to the forefront of

the optical media industry.

Undertaking its first and only diversification into the data storage industry, Moser Baer

initially manufactured 5.25" Floppy Diskettes, graduating to 3.5" Micro Floppy Diskettes

(MFD) in 1993. Today, Moser Baer is the world's fifth-largest manufacturer of MFDs. Its


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unique strength in diskette manufacturing comes from products conforming to stringent

international quality standards with a cost-effectiveness that few can match.

In 1999, Moser Baer spread its wings into Recordable Optical Media, setting up a 150-

million unit capacity plant to manufacture Recordable Compact Disks (CD-Rs) and

Recordable Digital Versatile Disks (DVD-Rs). The strategy for the optical media project

was identical to what had successfully been implemented in the diskette business

creating a facility that matched global standards in terms of size, technology, quality,

product flexibility and process integration. The company is today the only large Indian

manufacturer of magnetic and optical media data storage products, exporting

approximately 90% of its production.

Since inception, Moser Baer has always endeavored to create its space in the international

market, something that very few Indian manufacturers have been able to achieve. Aiding

the company in its efforts has been a carefully-planned and sustainable model low

costs, high margins, high profits, reinvestment and capacity growth. Along the way, deep

relationships have been forged with leading OEMs, with the result that today there are

hardly any players in the field that Moser Baer is not associated with.


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Moser Baer India Ltd. , is one of the largest optical media manufacturers in the world,

supplying to over 82 countries across the globe. IT have a large variety of optical discs

(CD-R, CD-RW, DVD+/-R, DVD+/-RW, DVD+R Double Layer, HD-DVD, BDR,

BDR-E, 8cm CD-R and 8cm DVD-R), and now upcoming with USB data storage. All of

which can be supplied with a surface finish of your choice, be it printed or printable.


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COMPANY PROFILE

MOSER BAER INDIA LTD.

Moser Baer is a world leader in the development and manufacture of removable data

storage media. Incorporated in 1983, it is today one of India's leading technology

companies and ranks among the top three optical storage media manufacturers in the

world. Headquartered in New Delhi, India, it has a broad and robust product range of

floppy disks, compact discs (CDs) and digital versatile discs (DVDs).

A pioneer among globalizing Indian firms, Moser Baer has a presence in over 82

countries, serviced through six marketing offices in India, the US and Europe, with strong

tie-ups with all major global technology brands. Simultaneously, with the launch of the

'Moser Baer' label in India, the company has emerged as the preferred choice in this

burgeoning captive market. The result: strong growth, with revenues growing at a five-year CAGR of over 42 per cent. No wonder Moser Baer has attracted and retained best-

in-class global strategic investors including the International Finance Corporation (IFC),

War burg Pincus Singapore LLC and Electra Partners.

Our continuous emphasis on efficient and integrated manufacturing, coupled with the

India-specific advantage of high-quality and best- value human resources and lower per-unit capital cost, has made Moser Baer one of the most successful manufacturers of

optical storage media in the world. By developing in-house resources and technologies,

we have mastered the art of process-intensive high-quality precision manufacturing.


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Today, we conform to standards specified by both the American National Standards

Institution (ANSI) and the European Manufacturers Association (ECMA).

Moser Baer has displayed foresight and sharp business acumen in investing in the right

products at the right time. We fuel innovation through our formidable R&D capabilities,

with the company today employing nearly 100 people in R&D. Our efforts are already

reaping benefits: Moser Baer has been one of the first companies in the world to launch

52x CDR and has also received the acclaimed Philips certification for its multi-read 40x

media. We have also tied up with Hewlett-Packard to manufacture optical storage media

using its 'Light scribe' technology.

Going forward, Moser Baer recognize the need to make the most of its strong research,

development and engineering capabilities to deliver even higher value-added products,

while continuing to focus on increasing production efficiencies and yields to extend our

cost leadership globally.

Vision

Touching every life across the globe through high technology products and services.

Mission

We will drive growth through our excellence in mass manufacturing.We will move up the value chain through rapid development of technology, products and

services.


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We will leverage our relationships, distribution, cost leadership and "can do" attitude to

become a global market leader in every business.

Value-System

Teamwork

Thinking and working together across functional silos, hierarchies, businesses and

geographies. Cooperating and supporting each other towards common goals.

Integrity

Consistently behaving and taking decisions in an ethical, trustworthy and fair manner in

all spheres of life.

Passion

Missionary zeal coming out of one's heart to drive to the goal which gives one a feeling

of "do it with pride" and "love to be there". A feeling that encourages one to dream &

realize the dreams. Self-commitment to give more than 100% & create value.

Speed

Meeting and exceeding customer's expressed or implied expectations by a "do it" attitude

and by doing right, first time, on time and every time


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We define quality as 100% conformance to customer requirement. It's like an attitude

with us, a part of every process. This is because we realize that even one in a million

error prone disc can spell disaster for the user. So, nothing but 'zero defect' manufacturing

is what we target for our products.

Strictly dust free working environments in all of our six state-of-the-art climate controlled

plants, the top of line machinery & equipment and benchmarked processes & practices

assist us in giving quality products consistently. A strong use of statistical techniques and

in-house developed process control methods has enabled defects to approach six sigma

levels.

On average, we invest close to 50 man-hours per year in quality training across all

manufacturing disciplines to create a high quality conscious culture. Our quality strategy

is not control oriented, but preventive in nature thereby enabling us to minimize the cost

of quality while simultaneously achieving one of the lowest defect rates within the

industry.

Excellence

Moser Baer since inception has consistently strengthened its competitiveness by

enhancing capacity at lower incremental expenditure, declining conversion cost,

progressive vertical integration and improving material efficiency. As a result we have

emerged as one of the lowest cost manufacturers of optical media in the world.


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What makes us who we are? A fierce commitment to quality, a dogged determination to

take the 'Made in India' Label to the world, constant efforts to offer the best to our

customers, our efficiency in manufacturing, our agile change management ability or our

love for innovation?

It is all of the above and much more that helps set Moser Baer apart. We believe it is our

endeavor to outpace change on the basis of the unique result-oriented systems we have in

place.

Efficient Manufacturing: The capabilities of our engineering and

design, production lines, processes and manufacturing facilities allow

us to move quickly from the concept stage to the finished product.

Speed to Market: Using our expertise we develop new technologies

rapidly that's to our decentralized yet cohesive organizational structure

that makes it easy to take decisions.

Strong Research and Engineering Base: Whether it is producing

products with the help of proprietary technologies or developing

products that glove-fit our customers' needs, our R&D provides the

needed backbone.


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Providing High Quality at Optimal Cost: At any point of time, you

will find several QICR - quality implementation and cost reduction -

programs running simultaneously across our operations.

Customer Focus: As a supplier we aim to be both flexible and

innovative when it comes to our customers. We integrate and

align ourselves with our customers to understand their requirements

and develop programs that exceed expectations.

Supply Chain and Logistics: We were the first Indian company to

have dedicated export trains, the first to push for a round-the-clock

customs clearance facility at ICDs and one of the few to provide total

logistics solutions to our customers. We have even built our own in-

house software for managing inbound and outbound shipments to help

track documents and containers instantly.

People Skills: The power of our intellectual capital is reflected in

process efficiencies, reengineered equipment, enhanced productivity,

low manufacturing cost and new product launches amongst others.

Marketing Strategy: Our global marketing offices, subsidiaries and

logistical and distribution centers make it possible for us to react

quickly to customer requirements. In India, we launched the Moser


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Baer brand of storage media and are now enjoying a 25 per cent

domestic market share in high value branded segments.

Financial Strategy: Our prudent mix of equity, debt and internal

accruals to finance our expansion plans has yielded significant returns

and has helped us achieve a conservative risk to cost ratio.

QUALITY AND EXCELLENCE

At Moser Baer, we have been global in our outlook since our very inception. Each time

we enter a market, it is with a long-term strategic approach, vision and plan. As a result,

along with a strong presence in over 82 countries spread across six continents, we have

built an international reputation for quality and long-lasting relationships with all our

customers, services the requirements of all the leading storage media brands in the world.

Our sincerity and obsession with detail and accuracy whether it be product quality,

documentation, logistics or service has helped us forge strong tie-ups with all major

global technology brands. We have today created a global footprint of marketing offices,

subsidiaries and logistical and distribution centers to enable us to quickly react to

customer requirements and provide a local flavor to our marketing efforts. We have in

place multi-lingual and multi-cultural sales teams that enable us to better service

individual customer requirements.

In February 2003, Moser Baer entered into a strategic long-term sourcing deal with

Imation Corp one of the largest players in the optical media industry worldwide.

Imation is sourcing a substantial part of its optical media requirement from Moser Baer.


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In addition to sourcing media, the companies have entered into a strategic joint venture to

carry out R&D for and market optical storage media products in growth markets.

This venture will focus on customer servicing, long-term technology transfer and joint

R&D.

Imation Corp will significantly enhance Moser Baers global reach and presence by

helping grow its market share in the US, which is one of the largest and relatively more

lucrative markets for optical storage media. Additionally, the JV Company will

effectively and efficiently target new

High-growth markets like Africa, the Middle East and South America, as also address

new market segments.

HR in MBIL

HR Vision

To facilitate development & growth of our people to leverage their fullest potential &

create a spirit of customer intimacy & service excellence for driving rapid business

growth.

HR Goals

Improve employee engagement across the organization.

Maintaining industrial harmony.

Recruitment policy and system alignment.


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HR IN MOSERBAER INDIA LTD.

HR IN MBIL

HumanResource

IndustrialRelations

Training andDevelopment

HUMAN RESOURCE

HR HELPDESK PERFORMANCEMANAGEMENTSYSTEM

SUPPORTING MAIN

JOINING FORMALITIES

MANPOWER PLANNING

RECRUITMENT& SELECTION


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TIME OFFICE

COMPENSATION

TRAINING

ON JOB TRAINING

BUDDY IDENTIFICATION

BEHAVIORALTRAINING

TRAINING & DEVELOPMENT

IN THE BEGINNING

INDUCTIONUST TRAINING

PERSONNEL

ATTENDANCE/LEAVE RECORD


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HUMAN RESOURCE IN MBIL

The Human resource department of Moser Baer has many tentacles. I will give in brief

about each though I would like to make it clear that Moser Baer India limited Human

resource is broadly divided into Four departments they are Industrial Relations, Training,

HR and Personnel Department .Each department has a different set of functions .

I would like to give a birds eye view on Human Resource department first; it has

recruitment section, Joining Formalities Support team, Performance Management System

team, ERP and Management information team.

Training and Industrial relations are autonomous department as far as Moser Baer is

concerned due to the large human capital working in this organization.


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SUPPORTING FUNCTIONS OF HR

JOINING FORMALITIES

After the Candidate is selected in the process of Recruitment, there is joining formalities

which takes place in order to have all the details regarding the candidate /employee so he

is verified as well as with the process aware about whatever things are requisite from this

organization point of view, so he gets a ID Card for punching for his/her attendance,

Medi-claim insurance or ESI card as per the employee salary this thing is made, then

various forms need to be filled for gratuity for shareholdings etc and then a MIS is also

maintained for this which is maintained in Microsoft Excel as well as the ERP software .

HR HELPDESK

If employees have any issues, queries and concerns are properly captured, evaluated and

promptly addressed/resolved and feedback is provided on issues not covered under the

prevalent guidelines/policies, Moser Baer have launched HR&ADMN HELPDESK.

HR& ADMIN.. Shall have a dedicated resource at HELPDESK for addressing such

concerns/issues. Each and every query can be raised through intranet and the process


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owners shall resolve the raised query and communicate to the concerned employee with

the copy marked to the Helpdesk dedicated resource within the predefined timeframe.

And the help-desk dedicated resource shall present MIS & percentage compliance to

defined service level agreement in the plant monthly HR review meeting.

MAIN FUNCTIONS

RECRUITMENT

Recruitment is dynamic and very much required as far as any organization is concerned

and Moser Baer tries to take the best candidates out of the numerous employees

curriculum vitae .The recruitment process of Moser Baer happens by three modes either

from Naukri.Com Resdex, through Walk-in or Through employee referrals but all have to

go through a strict procedure .The recruitment happens at all levels from the Level of

DET to Engineer, Managers, General managers etc. HR executives looked after the

recruitment process. And the department head takes the main interview, HR executives

need to maintain a MIS for the process as the top management is aware regarding the

same.


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PERFORMANCE MANAGEMENT SYSTEM

This team takes care of the performance appraisal of the employee it is very important as

this is the team which finds whatever training and Appraisals increments and promotion

has to be given to the particular employee it maintains all the database as well as

complete authorization. The entire process is looked after by them .This is important as

people can never be satisfied with their salary as well as the position. Therefore, with

respect to the performance they are promoted or given increment so that they can work in

the present organization with enthusiasm. Even the employees are given production

incentive by which they feel very motivated as their salary keeps on increasing annually.

INDUSTRIAL RELATIONS

This department is very important as it is concerned with the relationship between the

management and the workers and the role of regulatory mechanism in resolving any

industrial dispute.

It involves the following areas: -

Role of Management, Government

Machinery of resolution for industrial disputes.

Individual grievance and disciplinary policy and practice.


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Labor legislation.

Industrial relations training like Know your Policy programmes.

This department has also welfare programmes like in-house sports activities, various

behavioral programmes as well as Open House, which are conducted by HR and IR

together.

The family Visit inside the plant, and various programmes like Long Service Awards

arrangement and organization is taken care by IR and HR together.

TRAINING

This department looks after different types of training happening in Moser Baer India

Limited.

The different types of training involves:-

Induction Training

Behavioral Training

Buddy Identification

UST Training etc.

There are different types of training that happens in this organization.


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Behavioral training includes staying ahead Programmes which is done for employees

motivation.


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Values and Vision for Moser Baer know how

TRAINING DEPARTMENT

The training department maintains all the requisites which are required whether

stationary or arrangement of an external Trainer to impart Particular Training to the

selected set of employees.

Training department takes care of Training need identification form by which it comes to

know that what training has to be imparted to the particular employee then it makes

arrangement for the particular training by using its trainers whether the trainers required

are internal or external.

As per the Requirement of a particular department the requisite training module is

developed some are online in nature also. It is also going to introduce web-based training

like Knowledge based data for its users, which is regularly updated by a set of employees

in the Training department for all its employee users including.

TIME OFFICE


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In brief this team looks after the attendance of all the employees working in the plant.

Secondly, it solves all the issues related to the same and also takes care of all the

grievances regarding the leaves applicable to the employees whether it is sick leave or

casual leave.

OBJECTIVES OF PERFORMANCE APPRAISAL

To effect promotions based on competence and performance.


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MULTIPLE PURPOSE OF PERFORMANCE ASSESSMENT

General Applications Specific Purpose

Developmental uses Identification of individual needs.

Performing feedback

Determining transfers and job assignments.

Identification of individual strength and

developmental needs

Administrative Uses Salary, Promotion, retention or termination,

Recognition of individual performance, lay

offs, identification of poor performance.

Organizational Objectives HR Planning, Determining of

Organizational training needs, Evaluation

of Organizational goal achievement,

Information of goal identification,

Evaluation of HR Systems, Reinforcement

of organizational developmental needs.

Documentation Criteria for validation research,

Documentation of HR decisions , helping

to meet legal requirements


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METHODS OF APPRAISAL

RANKING METHOD

In this the superior ranks his or her subordinates in the order of their merit starting from

the best to the worst. All that the HR department knows is that A is better than B. The

how and why are not questioned, nor answered. No attempt is made to fractionalize

what is being appraised into component element. This method is subject to the Halo

effect, although ranking by two or more raters can be averaged to help reduce biases. Its

advantages include ease of administration and explanation.

PAIRED COMPARISON METHOD

Under this method, the appraiser compares each employee with other employee, one at a

time. For example there are five employees named A, B, C, D, E. The Performance of A

is first compared with the performance of B and a decision is made about whose

performance is better. Then A is compared with C, D and E in that order. The same

procedure is repeated for other employees. The number of comparisons may be

calculated with the help of a formula which reads thus :-


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FORCED CHOICE METHOD

In this method, the rater is given a series of statements about an employee. These

statements are arranged in blocks of two or more, and the rater indicates which statement

is most or least descriptive of the employee.

Typical statements are:-

1) Learns fast ---------------------------------Works Hard.

2) Work is reliable ----------------Performance is good example for.

3) Absents often--------------------others usually tardy.

This approach is known as the forced choice method because the rater is forced to

select statements which are readymade .The advantage of this method is the absence

of personal bias in rating .The disadvantage is that the statements may not be properly

framed they may not be precisely describe the employees traits.


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FORCED DISTRIBUTION METHOD

One of the errors in rating is leniency clustering a large number of employees around a

high point on a rating scale .The forced distribution method seeks to overcome the

problem of compelling the rater to distribute the ratees on all points on the rating scale .

This method operates under an assumption that the employees performance level

conforms to a normal statistical distribution. Generally it is assumed that employees

performance levels conforms to a bell shaped curve .For example, the following

distribution might be assumed to exist excellent 10% ,good 20% ,average 40% , below

average 20% , and unsatisfactory 10% .


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The Figure Below illustrates the distribution: ---

Forced Distribution on a bell curve

The major weakness of the forced distribution method lies in the assumption that

employee performance levels always conform to a normal (or some other) distribution. In

Organizations that have done a good job of selecting and retaining only the good

performers, the use of forced distribution approach would be unrealistic, as well as

destructive to the employee morale.


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The error of central tendency may also occur, as the rater resists from placing an

employee in the lowest or in the highest group. Difficulties also arise for the rater to

explain to the ratee why he or she has been placed in a particular group .One merit of this

approach is that it seeks to eliminate the error of leniency.

However, the forced choice method is not acceptable to raters and the ratees , especially

in small groups or when group members are all of high ability.


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FIELD REVIEW METHOD

This is an appraisal by someone outside the assessors own department, usually someone

from the corporate office or the HR department .The outsider reviews employee records

and holds interviews with the ratee and his or her superior .This method is primarily used

for making promotional decision at the managerial level.

Field reviews are also useful when comparable information is needed from employees in

different units or locations. Two disadvantages of this method are:

1. An Outsider is usually not familiar with conditions in an employees work

environment whi ch may affect the employees ability or motivation to perform.

2. An Outsider review does not have the opportunity to observe employee behavior

of performance over a period of time and in a variety of situations, but only in an

artificially structured interview situation which extends over a very short period

of time.

360- DEGREE FEEDBACK

Where multiple raters are involved in evaluating performance, the technique is called

360-degree appraisal. The 360-degree technique is understood as systematic collection of

performance data on an individual or group, derived from a number of stakeholders the


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stakeholders being the immediate supervisors, team members, customers, peers and self.

In fact anyone who has useful information on how an employee does the job m ay be

one of the appraisers.

The 360 degree appraisal provides a broader perspective about an employees

performance. In addition, the technique facilitates greater self-development of the

employees. For ones development, multi source feedback is highly useful. It enables an

employee to compare his or her perceptions about self with perceptions of others.

Besides, the 360 degree appraisal provides formalized communications links between

employee and his or her internal or external customers. The technique is particularly

helpful in assessing soft skills possessed by employees. By design the 360 degree

appraisal is effective in identifying and measuring interpersonal skills, customer

satisfaction and team building skills.

However, there are drawbacks associated with the 360 degree feedback. Receiving

feedback on performance from multiple sources can be intimidating. It is essential that

the Organizations create a non- threatening environment by emphasizing the positive

impact of the technique on an employe es performance and development. Further, firmsthat use the technique take a long time on selecting the rater, designing questionnaires

and analyzing the data. In addition, multiple raters are less adept at providing at providing

a balanced and objective feedback than the supervisors who are sought to be replaced.


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Raters can have enormous problems separating honest observations from personal

differences and biases.

Pitfalls, notwithstanding, more and number of firms are using the 360 Degree appraisal

technique to assess the performance of their employees.

CHALLENGES OF PERFORMANCE APPRAISAL

With the increased significance of performance Appraisal, Challenges confronting the

system are mounting. One serious challenge facing the performance .One serious

challenge facing the performance appraisal system relates to assessment of self managed

teams. Popularly called empowered teams, these self managed teams create special

challenges for performance appraisal empowered teams perform without supervisors.

Historically, if one recalls, it is the supervisor who assesses the performance of his or her

subordinates. Another challenge is that both individual and team performance need to be

measured. A suitable device needs to be developed to assess the performance of

empowered teams because more and more firms use such teams to enhance productivity.


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OTHER CHALLENGES OF PERFORMANCE APPRAISAL

Create a culture of excellence that inspires every employee to improve and lend

himself or herself to be assessed.

Align organizational objectives to individual aspirations.

Clear growth paths of talented individuals.

Provide new challenges to rejuvenate careers that have reached the plateau stage.

Forge a partnership with people for managing their careers.

Empower employees to make decisions without the fear of failing.

Embed teamwork in all operational processes.

De-bureaucratize the organization structure for ease of flow of information.


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LEGAL ISSUES ASSOCIATED

WITH

PERFORMANCE APPRAISAL

Performance appraisal data are used to make many important HR decisions (e.g. pay,

promotion, training, transfer and termination). The appraisal system is a common target

of legal disputes by employees involving charges of unfairness and bias. An employee

may seek the legal recourse to obtain relief from a discriminatory performance appraisal.

There are several recommendations to assist employees in conducting fair performance

appraisal and avoiding legal suits. Gleaned from case laws, these recommendations are

intended to be perspective measures that employers should take to develop fair and

legally defensible performance appraisal systems.

1. Legally defensible appraisal procedures .

All personnel decisions should be based on a formal standardized performance

appraisal system.

Any performance appraisal process should be uniform for all employees within a

job group, and decisions based on those performance appraisals should be

monitored for differences according to race, sex, national origin, religion, or age


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of the employees. While obtained differences as a function of any of these

variables are not necessarily illegal, an organization will have more difficulty

defending an appraisal system with rating related to these variables.

All specific performance standards should be formally communicated to

employees.

All employees should be able to review their appraisal results.

There should be a formal appeal process for the rate to rebut rater judgments.

All raters should be provided with written instructions and training on how to

conduct appraisals properly to facilitate systematic, unbiased appraisals.

All personnel decision-makers should be well informed of anti-discrimination

laws.

They should be made aware of the fine distinctions between legal and illegal activities

regarding decisions based on appraisals.

2. Legally defensible appraisal content

Any performance appraisal content should be based on a job analysis.

Appraisals based on traits should be avoided.


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Objectively verifiable performance data (e.g. productivity, not ratings)

should be used whenever possible.

Constraints on a n employees performance that are beyond the employees

control should be prevented from influencing the appraisal to ensure that

the employee has an equal opportunity to achieve any given performance

level.

Specific job-related performance dimensions should be assigned weights

to reflect their relative importance in calculating the composite

performance score.

3. Legally defensible documentation of appraisal results

A thoroughly written record of evidence leading to termination decision

should be maintained (e.g. performance appraisals and performance

counseling to advise employees of performance deficit, and to assist poor

performers in making needed improvements).

Written documentation (e.g. specific behavioral examples) for extreme

ratings should be required and they must be consistent with the numerical

ratings.

Documentation requirements should be consistent among the raters.


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4. Legally defensible raters

The raters should be trained in how to use an appraisal system .

The raters must have opportunity to observe the rate first-hand or to

review important rate performance products.

Use of more than one rater is desirable in order to lessen the amount of

influence of any one rater and to reduce the effects of biases. Peers,

subordinates, customers, and clients are possible sources.


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A table depicted below shows a comparison between performance appraisal and

performance management:

Performance Appraisal Performance Management

Focus is on top down

assessment

Stresses on mutual objective setting through a process of

joint dialogue

Performed annually Continuous reviews are performed

Usage of ratings is very

common

Usage of ratings is less common

Focus is on traits Focus is on quantifiable objectives, values and behaviors

Monolithic system Flexible system

Are very much linked with

pay

Is not directly linked with pay


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IMPORTANCE OF PERFORMANCE

MANAGEMENT SYSTEM

Performance Management System offers a valuable opportunity to focus on work

activities and goals, to identify and correct existing problems, and to encourage

better future performance.

It offers a rare chance for a supervisor and subordinate to have time out for a

one-on-one discussion of important work issues that might not otherwise be

addressed.

PMS provides employees with recognition for their work efforts.

The existence of an appraisal program indicates to an employee that the

organization is genuinely in his/her individual performance and development.


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PERFORMANCE MANAGEMENT SYSTEM

-KEY SUCCESS FACTORS

Must reflect companys performance values-

Defines the companys position on competing priorities such as recognizing team

vs. individuals, achieving results vs. demonstrate valued behaviors, management

accountability vs. employee self management.

The performance management system reinforces the messages that the

organization wants to send out about its busin4ess, talent, performance, rewards,

and careers.

Get commitment and active participation of employees : One of the enablers

of a successful performance management process is active engagement at all levels, the

more successful the system will be.

Focus on the right performance measures: A good performance plan should

clearly define the performance measures in terms of results and behaviors that are critical


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to the business. An effort should be made to keep the measures simple enough for

employees to use. The measures used should be supports by actual work deliverable.

Make supervisors accountable for performance feedback and

differentiation : for an appraisal system to be successful, the supervisors should be

made accountable to seek, give and obtain honest feedback. Supervisors should also be

able to differentiate between high and low performance.

Integrate Performance Management System with business and Human

Resource Processes: For the system to be a success, there should be proper

integration with the business planning/goals and with the HR processes of talent

acquisition, talent development, and reward systems.

Provide necessary training and communication : It is critical that requisite

training be imparted in the areas of goal setting, feedback skills, evaluation and

development etc. Since many employees resist accepting the full range of their

performance management responsibilities, they must be made to realize the importance of

good performance management. This requires strong communication from the top

management.


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Measure and track success: There should be systems to support the measurement

to how successful the performance management system is. One should be able to track

whether it is being followed, whether stakeholders are satisfied with the system, whether

reviews are being done I the right manner whether the system will be able to assess the

impact of the business performance and so on.

Engage in continuous improvement : The performance management should be an

on-going process that reflects the companys current and emerging business challenges. It

should accommodate the changing business environment and should be congruent with

the companys values and priorities.


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CHARACTERISTICS OF PMS

1. Performance cycle is annual, spanning April-March. The cycle for 2012-13 starts in

April12 & would end in the month of March13 .

2. It has 3 distinct phases:

Performance planning

Midyear review

Year end appraisal

3. Individual performance planning follows corporate & functional goal. Setting

process to ensure alignment of individual effort to organizational strategy.

4. Midyear review is stock taking time is thus restricted to mid course correction

(revisiting the action planning) & qualitative feedback.

5. Feedback and coaching is ongoing to facilitate real time course correction.

6. The yearend appraisal mainly has 3 components:

Self appraisal

Appraisal & final rating by the immediate manager.

Review and final recommendations by the reviewer.


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Objectives of PMS

Moser Baer is committed to a performance driven culture, which is transparent & fair.

To align everyones objectives and hence their effort into achieving the corporate

goals & objectives are defined in annual basis plan. This is done by framing the

corporate balance scorecard & cascading these objectives in the functional

scorecard of different functions & KR As individuals.

To provide clarity to each individual about his/her role profile. In the process of

scorecard cascade, the areas where each function, & thereafter each individual

needs to support other functions is spelled out & clarified apart from ones ownfocus areas within the function. This lends completeness to the focus areas of each

individual & provides a clear-cut direction to each employee. Also the mutual

clarification of the expectations between the employee & manager with regard to

the work & performance would build in transparency & fairness on the systems

this would also build in accountability & responsibility for ones work.

Through this system the process of development & growth of employees is also

addressed through the linkage to the development planning process.


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Comprehensive performance dialogue between the employee and the a manager at

the goal setting stage; the mid year review stage; as well as the end of the period

performance review stage; & ongoing feedback and coaching by the manager

would help the development process of the employee. The development planning

process will be linked to the PMS formally to ensure consistency.

Self-Appraisal by the Appraisee (For DET & above).

Appraisal by Departmental Head/In charge.

Review by Functional Head.

Joint discussion between appraiser and appraisee.

Final evaluations/recommendations.

To enable the employees towards achievement of superior standards of work

performance.

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.

Boosting the performance of the employees by encouraging employee

empowerment, motivation and implementation of an effective reward

mechanism.


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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.

Identifying the barriers to effective performance and resolving those barriers

through constant monitoring, coaching and development interventions.

Creating a basis for several administrative decisions strategic planning,

succession planning, promotions and performance based payment.

Promoting personal growth and advancement in the career of the employees by

helping them in acquiring the desired knowledge and skills.

Basis of rating/Scoring

Appraiser Section -60%

(On-the-job Performance)

Reviewer Section -40%

(Potential/Capability Appraisal)


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Basis of rating/Scoring

The score for Appraiser section will be arrived at by calculating the

average of the individual scores under different characteristics and the

total weightage of this section will be 60% of the average score.

Likewise the score for the Reviewer section will be arrived at and the total

weightage of this section will be 40% of the average score.

The Composite score will be arrived at by adding both the appraiser score

and reviewer score.

Rating scale is 1 to 10

9 & 10 - Excellent

8 - Very Good

6 & 7 - Good

4 & 5 - Average

1, 2 & 3 - Marginal


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BELL CURVE

-Excellent - 20%

-Very Good - 30%

-Good - 35%

-Average - 13%

-Marginal - 0-2%

Bell Curve Distribution to be maintained by each department.

BELL CURVE After the Data is received it is fit into the bell curve as given the details

earlier.

Each and every department maintains this bell curve.


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GUIDELINES FOR APPRAISER

1. Bell Curve Distribution to be maintained by each department.

2. The Appraiser would be the immediate superior & the reviewer

superiors superior.

3. Rating scale should be kept in mind during appraisal process.

4. Date schedule be adhered.

5. Everyone has to sign & own the process while assessing the employee.


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Evaluation of On-the-job performance

1. To be done against pre-determined measurable targets.

2. Performance or output records of all operatives to be attached as an annexure, by

the concerned HOD, as an evidence for Measured Performance Rating.

3. For Indirect support functions this can be done by evaluating:

Quality of work done/Resultant Output.

Achieving the targets on time.

Operating within resource budgets.

Conformance to company policy and rules.


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Donts

1. Dont approach with preconceived ideas -keep an open mind.

2. Dont fail to appreciate that team performances are interdependent and complex; a

bad or good performance may not lie entirely within the control of any single

team member. Appreciate his singular contribution or lack of it.

3. Dont allow past performance apprai sal rating to unjustly influence current

ratings. People can improve.

4. Dont adopt different standards of appraisal for different employees. Be

consistent.

5. Dont rate appraise e on impressions, or feedback from others.


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PERFORMANCE FEEDBACK GUIDELINES

Agree on firm time and date for the Review Discussion.

Arrange for privacy with no interruptions.

Prepare notes for use during discussion.

Seating should be different than normal.

First few minutes are very important for setting the tone of the meeting.

Let the appraisee do most of the talking.

Use open questions to draw out the appraisee.

Praise ad criticize as and when needed immediately. Do not postpone it. Your

hesitation to critical evaluation may make an employee a dead wood tomorrow.

Consider possible solutions/action plans.

Act mature and balanced.

Understand that extra generousness causes problems.


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PP eerr f f oorr mm aa nn ccee CC yyccllee

April:

Setting Corporate Goals for theyear

April:Setting Departmental

Goals for the year

May:Individual

Performance planning

October:Mid-Year Review

April/ MayPay Action

Ongoing coaching andfeedback on Performance

End April:Performance Ratingsafter Normalization

and DevelopmentNeeds

March:


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Identifies resources for the task to be achieved.

KRAs Should be SMART

S SPECIFIC

M MEASURABLE

A ACTIONABLE/ACHIEVABLE

R RELEVANT

T TIME BOUND

BASELINE RESPONSIBILITIES These are ongoing job responsibilities which are

integral to ones particular job. They are responsibilities which one fulfills on a daily

basis as part of the job.


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COMPETENCIES

Combination of Knowledge (what to do?), Skill (how to do?) & Attitude (why

to do?)

Demonstrated behaviour at work that ensures sustained effective performance

as per business requirements (current and future)

VALUES

RATING SCALE: 1-4

4: Targets exceeded

3: Targets fully achieved

2: Targets partially achieved

1: Targets not achieved


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APPRAISEE: Any person who would be rolls of the company.

MANAGER: Your immediate boss.

REVIEWER: This is your bosss boss.

BALANCED SCORECARD : Balanced scorecard is a comprehensive framework that

translates a companys vision and strategy into coherent set of performance measures.

The balanced scorecard can be used as a strategic management system to manage

companys strategy ov er its long run.

The scorecard provides balance between external measures (e.g. meeting customers

needs) and internal measures (e.g., improving organizational effectiveness) and between

lagging measures (e.g., return on net assets) and leading indic ators (e.g., staff

development versus plan). The balanced scorecard serves as the focal point to define and

communicate business imperatives to the organization, employees, and customers.


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The primary benefits of using the balanced scorecard include:

Links performance with business performance; shows contributions to the

business.

Tailored to meet business needs of each business, division, and /or location.

Measures include forward- looking indicators of success.

Process guards against sub-optimization of measures; allows the organization to

consider all important measures in an integrated manner.

Measures focus on effectiveness of outcomes, not just efficiencies of processes.

Performance can be tracked, monitored, and reported regularly to stakeholders.

Process provides common language for communicating performance to the

organization, employees, and customers.


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PERFORMANCE MANAGEMENT SYSTEM Pitfalls

No matter how good a system, it will fail to deliver if the following are not watched

out for: ----

Lack of support from Top Management This may happen because the top

management fails to see any link between the performance management system

and the business goals of the Organization.

Fear of failure There is a suspicion among many appraisers that a poor

appraisal result tends to reflect badly upon them also, since they are usually the

employees supervisor. Many appraisers have a vested interest in making their

subordinates look good on paper.

Judgment aversion - Many people has a natural reluctance to play judge and

create a perm anent record, which may affect an employees future career. This is

the case especially where there may be a need to make negative appraisal

remarks. Training in the techniques of constructive evaluation (such as self

auditing) may help. Appraisers need to recognize that problems left unchecked

could ultimately cause more harm to an employees career than early detection

and correction.

Ritual One of the most common mistakes in the practice of performance

appraisal is to perceive appraisal as an isolated event rather than an ongoing


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process. Frequent mini appraisals and feedback sessions will help ensure that

employees receive the ongoing guidance support and encouragement they need.

Lack of Ownership - Often, line managers tend to believe that performance

appraisal is not their responsibility but the responsibility of HR. All supervisors

need to recognize that they are responsible for the performance and development

of their subordinate.

Lack of skills Many times employees does not know how to do objective

setting, how to assess people and give and receive feedback these skills are very

important for any performance management system to succeed.

Delay in Completion - Feedback is effective when it is timely, if the performance

assessment or the feedback exercise is delayed, and then it has little meaning for

the employee and the organization.


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OBJECTIVES OF THE STUDY

An analysis of Performance Management System in

Moser Baer India Limited

The strategic intent of the project was to do an overall analysis of Performance

Management System of Engineers and Senior Engineers in Moser Baer India Limited,

where the purpose was to focus on the reasons for checking the grievances and gaps of

the Performance Appraisal Process and giving suitable recommendations for the increase

in efficiency of the system.

The main objectives identified were: -

To Understand the Present Performance Management System and its strategic

framework and policies.

To interview and discuss the area of focus with engineers and senior engineers

and other employees regarding the Appraisal Process.

To find the various reasons for its pitfalls.

To effect promotions based on competence and performance.

To assess the training and development needs of employees.


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RESEARCH METHODOLOGY

The Concept -

The term Research Methodology indicates an exhaustive and searching investigating

into some accepted principles and conclusions, so as to bring into light some new and

novel facts .The first step towards any research is to identify the problem and look at it

objectively. One problem to be studied is decided, the steps to be finalized as follows:-

The Sample is to be surveyed as to get the reliable result.

Methods to be used for collecting required information.

Interpretation of data to get the required result through an analysis.

Provide the necessary recommendations and suggestions.

The methodology is based on the extensive experience in qualitative and quantitative

interview methods with both workers and factory managers .The Study solicits and

examines Performance Appraisal System and offers insight into the ethical and business

perspective of the issue through a survey for its analysis .The study relied on trained

interviews using a structured interview to gather a broad range of information regarding

the Appraisal system prevailing in the organization .The Study emphasizes on both

engineers and senior engineers interview s conducted at Moser Baer India Limited At

Greater Noida Plant employees .


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2. Sampling size

The sample size of the study is 40.

3. Sampling Technique

Deliberate &

Convenience Sampling

4. Sampling units

The researcher has done the survey in 9 departments with 40 Engineers/Senior

Engineers filled up the questionnaire and was interviewed.

Interviews were conducted and the Questionnaires were filled from 25th March 2013 to

5th April 2013. All the Engineers were interviewed with convenience from the available

list from the different departments. Onsite interviews were also conducted at random for

further clear picture prevailing in the organization. The aggregate result of the interviews

presents a Clear picture of the Performance Appraisal System in the Organization.


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Tools of Data Collection

Methods refer to the designing of evaluation instrument .Evaluation instrument is a data

collection device administered at the appropriate stage of any analysis. Data Collection is

a major ingredient of any research project.

To get the data quite a few methods can be used like

Questionnaires

Personal Interviews and Discussions

Records of the Organization

Internet and Intranet

I have used all the four above tools to get along with research project, but the main

emphasis is given to the responses collected through questionnaires, personal interviews

and discussions. The numerous official records of the past and the present, intranet sight

are also referred for the collection of exact information and statistical data.


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NO. OF EMPLOYEES USED IN THIS SURVEY

No of Employees TRAINING

OMG

JB

CDR

PRODUCTION

DVDPRODUCTION

PRODUCTION

PLANT 2CDRMAINTAINENCE


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Question 1

ANALYSIS- The above pie chart shows the percentage of employees who has clear

understanding of the KRAs. This chart depicts that only 5% of the employees understand

the KRA s of the organization. 78% of the employees don t have understanding of the

KRAs.

INTERPREATATION- From the responses the pie chart illustrates that most of the

employees are not aware regarding the Key result Areas, then why it is given in the Self

Appraisal form and TNI form to write the KRA of the Particular individual and Check

himself/herself whether it is being fulfilled or not. So it is just for name sake or really the

Employees are not aware regarding the same.

DO YOU HAVE CLEAR UNDERSTANDING OFTHE KRAs(Key Result Areas) ?

5% 17%

78%

Yes

No

Can't Say


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Question 2

ANALYSIS- This chart depicts that 18% of the employees are satisfied with the present

performance planning of MBIL. 65% of the employees are not satisfied with the present

performance planning of the organization. 17% of the employees have no clear idea about

the performance planning of the MBIL.

INTERPRETATION-You can find from the Pie chart that the response to the Particular

Question is not encouraging as it clearly shows that the Present Performance planning is

not up to the mark so there is a need to check the same and then identify whether there is

present target prevailing for the Employees and if it is exists why it is not up to the mark.

IS THE PRESENT PERFORMANCE PLANNINGWELL?

18%

65%

17% Yes

No

Can't Say


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Question 3

ANALYSIS- The above charts depicts that 5% of the employees think that the KPAs are

related to the companys goals and objectives. Most of the employees dont have clear

idea about the link between the KPAs and the objectives of the company.

INTERPRETATION- As far as the response to this Question is Concerned most of the

employees are unaware whether their KPA is related to the Company Goal. The Second

Question ask what are the Specific contributions in last Six Months and there are two

parts 1) Quantity output against target set 2) Quality of output - ratings as you, dont you

think they are contradictory in nature As if they are not aware they must be filling

whatever they think ?So in know your policy programmes this thing should be made

IS YOUR KPA RELATED TO YOUR COMPANY'SGOALS AND OBJECTIVES

5%

32%

63%

YesNoCan't Say


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mandatory so the employees are aware of the same , if this rule is not followed then also

they should be known their tasks well then only they will be able to fill their forms

properly otherwise the opinion of the appraiser or the reviewer of that particular

employee will not come up to the mark.

Question 4

ANALYSIS- 20% of the employees agree that midterm changes are being discussed to

them by the HR manager. 63% of the employees dont agree that mid term changes are

being discussed.

DOES YOUR MANAGER DISCUSS ANY MID TERMCHANGES IN YOUR TASKS?

20%

63%

17%

YesNoCan't Say


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As per the responses you can see that most of the employees have said that the manager

does not discuss any mid term changes that means that if the employee has done anything

wrong at a particular time he/she has not given any feedback. It is the Duty of the

manager so the employee will also see that my manager takes me seriously and the

employee will also motivated at the particular context whichever department he/she

belongs.

Question 5

ANALYSIS- 63% of the employees prefer self appraisal method. 32% of the employees

prefer to the appraisal to manager and only few are comfortable by reviewer.

WHICH APPRAISAL METHOD IS PREFERED BY YOU?

5%

32%

63%

Appraisal by reviewer Appraisal by Manager

Self Appraisal


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INTERPRETATION- Most of the employees are comfortable with self appraisal method

and rest of them are preferring appraisal by manager and reviewer. This depicts that

employees are not comfortable with interference from the management.

Question 6

ANALYSIS- This chart shows that only 12% of employees think that regular feedback

on performance is being given to them by management. 78% of the employees are not

happy with the feedback given to them.

INTERPRETATION - The graph clearly shows that almost 8 out of 10 employees are not

given any feedback which is a very bad thing as far as any organization is concerned at

ARE YOU GIVEN REGULAR FEEDBACK ON

YOUR PERFORMANCE?

12%

78%

10%

Yes

No

Can't Say


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least if he / she is given feedback they will improve or whatever there grievances and

problems are there can be sorted out and their frequency of work would be increased.

Question 7

ANALYSIS- Most of the employees that is 65% are not happy with the training need

assessment by the management. 27% are comfortable with the training and development

needs assessed by the management.

INTERPRETATION- The Graph shows that the current performance management

system is unable to identify and address the Development needs of the Employee which

can cause high attrition. If this is true then may be company is having a good name but if

DOES THE PERFORMANCE MANAGEMENTSYSTEM IDENTIFY AND ADDRESS YOUR TRAINING &

DEVELOPMENT NEEDS?

27%

65%

8%

Yes

No

Can't Say


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it is so then the employees will run away and they will not work for many years, So there

is a need to identify this and it is possible only when we go through the Current PMS and

identify its shortcomings and try to work upon it.

Question 8

ANALYSIS- 55% of the employees are happy with the PMS with respect to career

advancement

INTERPRETATION- The responses shows that they are happy with the Performance

Management System as it is giving them their career advancement, but the responses

earlier were not up to the mark as per me I think that they see that Moser Baer has a good

DOES YOUR PRESENT PERFORMANCE

MANAGEMENT SYSTEM MEET YOUR CAREERADVANCEMENT /EXPECTATIONS ?

55%32%

13%

Yes

No

Can't Say


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name in the market so they are working for some time they are getting appraised and

jumping to another company for their advancement but I am only saying as per the data

collected from the engineers in the response. Because this organization is a very good

learning organization and everyone thinks that lets take some experience and learn &

than after 1-2 yrs go for some other organization.


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Question 9

The employees survey of engineers and senior engineer shows that it is satisfactory the

Current performance System we should try to increase it more by training programs and

other activities like appreciation, motivational and behavioral programs for these

employees which will give them value addition to their job and it should happen just after

the appraisal process then the employees will take it in the Positive Sense.

HOW WOULD YOU RATE PRESENT PMS ON

FAIRNESS AND EQUITY ASPECTS

38%

46%

3%10% 3%

Not Fair Satisfactory

Good

Fair

Highly Fair


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Question 10

As per the Graph Most of the People are not satisfied and 7% people are there out of the

survey of 40 Engineers who are not at all satisfied so it is an area of deep concern and

should be taken it carefully.

WHAT IS THE SATISFACTION LEVEL FROM THE

PRESENT PMS?

2% 10%

32%49%

7%Highly satisfied

Satisfied Average

Less Satisfied

Not Satisfied


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DIFFICULTIES

These are the difficulties in the present pms system:

1. Cadre wise normalization

2. Strict adherence to Bell curve (normal distribution curve)

3. Performance score-Point-wise increase merit increased

4. Unauthorized absence

5. Transfers without intimating HR

6. Key resources

7. Training need identification

8. Rationalization recommendations


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LIMITATIONS

Sample size is too small to reflect the opinion of the whole organization

Any organization should not reveal all the details of the company

There is a time limitation, as no one can study exhaustively in a very less time

period of 8 weeks.


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RECOMMENDATION

After doing the research on Performance Management System and done its analysis it is

very clear what are the Gaps and what should be done though I would like to suggest

something that the Performance management System should be fair enough so that the

employee doesnt say a word or discuss regarding the same.

The performance Management System should be made robust in order to avoid the

loopholes as it looks good on paper it should be done practically also. People should be

made aware regarding their Target and Goals so they try to achieve the same.

Past data should not be there in the appraisal form otherwise it makes biased opinion

regarding the employee at that point of time. Employees should be given performance

benefit by being promoted to upper level if they do get a higher qualification.

There should be potential assessment and employee should be moved from one job to

another on the basis of the caliber and moreover should be given a chance so it will not

create monotonous environment in the eye of the employee.


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BIBLIOGRAPHY

BOOKS

HUMAN RESOURCE MGMT -VSP RAO

HUMAN RESOURCE

MANAGEMENT -K

ASWATHAPA

HUMAN RESOURCE

MANAGEMENT -LM

PRASAD

WEBSITES

WWW.CITE HR.COM

WWW.HRDNETWORK.COM

WWW.AIMA-IND.ORG

WWW.STANFORD.EDU

WWW.IGNOU.AC.IN

WWW.HRCOMMUNITY.COM
http://www.cite/http://www.hrdnetwork.com/http://www.aima-ind.org/http://www.stanford.edu/http://www.ignou.ac.in/http://www.hrcommunity.com/http://www.hrcommunity.com/http://www.ignou.ac.in/http://www.stanford.edu/http://www.aima-ind.org/http://www.hrdnetwork.com/http://www.cite/


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ANNEXURE

Questionnaire

SURVEY ON PERFORMANCE APPRAISAL PROCESS AND ITS ANALYSIS

IDENTIFICATION/ID NO (OPTIONAL)-

DEPARTMENT -

AGE -

SEX - MALE / FEMALE

QUALIFICATION-

Please answer the following questions; your responses will be kept confidential

1) Do you have clear understanding of the Key performance Areas/Key Result

Areas?

1) Yes 2) No 3) Cant Say


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2) Is the present performance planning mechanism well?

1) Yes 2) No 3) Cant Sa y

3) Is your KPA (key Performance Area) related to your company goals and

objectives?


4) Does your manager discuss any mid term changes in your tasks?


5) Which yearend appraisal do you prefer?

1) Self Appraisal

2) Appraisal by immediate manager

3) Appraisal by reviewer

6) Are you given regular feedback on your performance?


7) Does the Performance Management System identify and address your training

and development needs?


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8) Does the Present Performance Management System meet your career

advancement /expectations?


9) Does the organization provide adequate reward after the appraisal?


10) What is your satisfaction level from the present Performance Management

System?

Tick () the Appropriate Box

Highly

Satisfied

Satisfied Neutral Unsatisfied Highly

unsatisfied

moser baer - performance appraisal system

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