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A Project Report
on
Evaluation of Performance Appraisal System
in
YKK India, Pvt. Ltd.Bawal (Rewari), Haryana
Submitted in the Partial fulfillment of
Master Degree in Human Resource Development
Session 2010-2012
Submitted by Under the expert Guidance of
Roli Srivastava
IIIrd Semester
Mr. Neeraj Tripathi
(Senior HR Manager)
Department of HRD
VBS Purvanchal UniversityJaunpur
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ACKNOWLEDGEMENT
This project work shall not complete unless I do not extend my gratitude to those who directly or
indirectly has been a source of inspiration in the completion of this work.
At the outset I acknowledge my deep sense of gratitude to my project guide, Mr. Neeraj Tripathi,
HR head of YKK India Pvt. Ltd. Bawal (Rewari, Haryana) for his valuable guidance,
suggestions and constant encouragement in shaping this report.
I also want to express my deep thanks to Dr. Avinash Parthedikar, Head of Department-HRD, for
giving her precious time and valuable advices.
I also acknowledge the moral help and support of my teachers of my department Dr. Sangeeta
Sahu, Dr. Rashikesh Gupta (Training and Placement Head) and Mr. Neeraj Jaiswal for their
continuous help in developing this research work.
Last but not the least, this report would be incomplete without extending my special thanks to all
my family members and friends.
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PREFACE
To excel in any field practical training is an integral part to imply theoretical studies to a
practical approach. It make as the individuals to the actual practical condition, which could havebeen impossible to be taught in classroom. A trainee learns dealing with the client and
management-working environment along with today market, which is changing at
incredible pace.
In addition, technological changes, which we are witnessing, have shifted the old hectic and
weirs ways of doing businesses. These technological developments have brought revolutionary
change in the market and in the mindset of the people, which are positive, encouraging for as
section of society, and adverse for others.
The HR Professionals make up the strategies to cope up with challenges, and all these depends
upon their HRD professional knowledge, skill, personal attitudes and values.
This summer training report on the Evaluation on Performance Appraisal in YKK India Pvt.
Ltd. Bawal (Rewari), is the first step in finding out the merits of employees in a work group.
Performance Appraisal is the systematic evaluation of individual with respect to his performance
on the job and his potential for development.
Keeping this view, I have made an attempt to conduct study on performance appraisal system in
YKK India Pvt. Ltd.
Chapter I deals with the introductory part of the study based on evaluation of effectiveness of the
study. This includes Importance of the study, objective of the study, methodology of the study
etc.
Chapter II deals with the conceptual framework of performance appraisal and includes the
concepts, performance appraisal importance, appraisal methods, objectives, implementation etc.
Chapter III gives us an idea of YKK, what policies it runs, give an idea of industrial relations etc.
Chapter IV describes about the HR practices running in the organization.
Chapter V deals with performance appraisal system in the organization.
Chapter VI deals with the analysis of data and its interpretation by pie diagrams.
Chapter VII deals with summary and conclusion of the study as well as suggestion.
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CONTENTS
Certificate
Declaration
Acknowledgements
Preface
Page No.
CHAPTER I INTRODUCTION OF THE STUDY
CHAPTER II CONCEPTUAL FRAMEWORK
CHAPTER III COMPANY PROFILECHAPTER IV HR PRACTICES IN YKK
CHAPTER V PERFORMANCE APPRAISAL SYSTEM IN YKK
CHAPTER VI DATA ANALYSIS AND INTERPRETATION
CHAPTER VII SUMMARY,CONCLUSION & SUGGECTIONS
Bibliography
Annexure
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1.1.INTRODUCTION
1.2. ITS IMPORTANCE
1.3. SCOPE OF THE STUDY
1.4. RESEARCH PROBLEM OF THE STUDY
1.5.OBJECTIVE OF THE STUDY
1.6. METHODOLOGY
1.6.1. POPULATION1.6.2. SAMPLE1.6.3. PRIMARY DATA1.6.4. SECONDARY DATA
1.7. LIMITATIONS
1.8.PLAN OF THE STUDY
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CHAPTER - I
INTRODUCTION OF THE STUDY
1.1.Introduction of the study:
Simply put, it is the observation and evaluation of employees work behavior and
accomplishments for the purpose of making decisions about the staff member. These
decisions may include wage, salary, and benefit determinations; promotion, demotion,
transfer, or termination actions; and coaching and counseling, training, or career
development options.
There are three basic functions of an effective performance appraisal:
To provide adequate feedback to staff members on their performance. To serve as an opportunity to communicate face-to-face modifications or changes to
existing performance objectives.
To provide data to administrators so they can evaluate a staff member and judge futurejob assignments and compensation.
The notion of performance appraisal has become an almost universally accepted fact of life
in most organizations. It often serves as the basis for other human resource systems, such as
salary management, career development, and selection processes. Because of all of these
uses for the performance appraisal process, it is increasingly important that leaders more
than ever need to improve their managerial and supervisory skills in such areas as creating
individual performance standards, getting employee commitment to performance standards,
and conducting interim and end-of-year performance appraisal meetings.
This study is to help leaders not only to improve their ability in managing their employees
performance, but also to provide staff members with coaching tools that will target their
performance deficits. As the first step in any performance review process is to identify the
knowledge, skills, and abilities that are required in a specific position, this provides
administrators with unique job descriptions for most support staff and teaching positions.
This is not only beneficial for the administrator, but it is enormously important to the
employee, as specific performance outcomes are outlined and presented. Clear, stated
behaviors and outcomes for workplace performance must be outlined and discussed if the
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administrator and the support staff member can possibly have success in this process. Both
parties must have the same mental picture of their performance expectations.
Self-appraisal forms are also presented for the job-specific responsibilities, as well as self-
appraisal forms for more general, interpersonal skill areas that affect how employees interact
with colleagues, parents, administrators, and others.
After comparing the staff members expected performance with his or her actual
performance, the school administrator can select relevant coaching tools from the book that
the staff member can immediately use to help close the performance gap. These coaching
tools provide background information on each performance area, individual development
plan forms, and a suggested reading list. The information presented in each area is not
designed to be overwhelming, but rather to be practical and ready to use by an employee
who needs help in closing a performance gap.
The book also provides school leaders with clear directions on how to conduct initial,
interim, and formative coaching and summative performance appraisal meetings, as well as
presents templates that immediately provide the employee with beneficial feedback and
direction for improvement.
1.2.Its important
Performance appraisal Program is an essential part of the organization. To quote DaleYoder Performance Assessment includes all formal procedures use to evaluate
personalities and contributions and potentials of group members in a working organization.
It is continuous process to secure information necessary for making correct and objectives
decisions on employees.
The basic purpose of performance Assessment is to facilitate orderly determination of an
employees worth to the organization of which he is a part: However, affair determination of
the worth of an employee can take place only by appraising numerous factors some of which
are highly objective, as far instance attendance, while others are highly subjective, as for
instance personality. The objective factor can be assessed accurately on the basis of records
maintained by the objective factor precisely. Keeping the above view, the trainee has made
an attempt to conduct a study of Performance Assessment Program at YKK India Pvt. Ltd,
Bawal (Rewari), Haryana.
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1.3.Scope of the Study
Virtually, all companies have some formal or informal means of appraising their employees
performance. Performance assessment may be defined as evaluating an employees current
or past performance relative to his or her performance standards. The assessment process
therefore involves:
Setting work standard. Assessing the employees actual performance relative to these standards. Providing feedback to the employee with the aim of motivating that person to eliminate
Performance Deficiencies or to continue to perform above par.
The Performance Assessment Program grant help to the organization to set the work
standards and after assessing the employees actual performance relative to these standards
provide them incentives, increased pay scales and promotions. The organization can take the
decision about Training and development Programs and also rectify the problems, which are
the great hurdles in organizational success. So we can say that Performance Assessment
Program plays a very important role in the YKK India Pvt. Ltd. Bawal (Rewari, Haryana).
1.4.Research problem of the study
The researcher visited YKK India Pvt. Ltd. Bawal (Rewari, Hayana) and found PEP
(Performance Excellence Plan) under which the performance appraisal process was being
implemented but some problems were observed in this existing plan. The researcher has
selected four dimensions first dimension is superior-subordinate relation, second dimension
is awareness about performance appraisal system, third dimension is related with superior
and subordinate own thinking about appraisal system and fourth dimension is related with
area of improvement. First dimension includes six items, second, third and fourth dimension
includes three items individually. For the purpose of finding the problems in present
appraisal system, total 80 questionnaires were distributed 68 questionnaire were received out
of which only 50 were found suitable to conduct research work.
1.5.Objective of performance appraisal
Data relating to performance assessment of employees are recorded, stored, and used
for several purposes. The main purposes of employee assessment are:
To effect promotion based on competence and performance.
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To conf i rm the se rv ices o f p roba t ionary employees upontheir completing the probationary period satisfactorily.
To assess the training and development needs of employees. To decide upon a pay rise where (as in the unorganized sector) regular pay
scales have not been fixed.
T o l e t t h e e m p l o y e e s k n o w w h e r e t h e y s t a n d i n s o f a r a s t h e i rperformance is concerned and to assist them with constructive criticism
and guidance for the purpose of their development.
To improve communication. Performance appraisal provides a format fordialogue between the superior and the subordinate, and improves understanding of
personal goals and concerns .
This can also have the effect of increasing the trust between the rater and therate.
Fina l ly , Pe r fo rmance appra i sa l can be used to de te rmine whe ther HRpr ogr am such as selection, training, and transfers have been effective or not.
Broadly, performance appraisal serves four objectives -
Developmental uses, Administrative uses/decisions, Organizational maintenance/ objectives, and Documentation purposes
1.6.Methodology
In order to conduct a systematic inquiry one has to adopt certain methods and techniques.
Such methods indicate the trainee the way of carrying out of her report. The study is
designed to conduct an inquiry on Performance Assessment Program at YKK India Pvt. Ltd.
Bawal (Rewari, Haryana), Hariyana. In this study the following procedure in have been
adopted:
1.6.1.Population : The population for the present study are executives of YKK India Pvt. Ltd.
Bawal (Rewari, Haryana), Hariyana, consisting of executive levels including male and
female were around 200.
1.6.2.Sample : Since performance assessment exercise was in the process so trainee had an
opportunity to gather the data at that time from all executives. Total 80 questionnaire
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were distributed 68 questionnaire were received out of which only 50 were found suitable
to conduct project.
1.6.3.Primary Data: For collecting data the trainee has used the organizations structured
format of Performance Appraisal Questionnaire, which has been called Performance
Excellence Plan (PEP).
1.6.3.1.Questionnaire: The questionnaire has the questions related to the importance of
performance appraisal in employees of YKK India Pvt. Ltd. Bawal (Rewari, Haryana).
Questionnaire is based on four dimensions, first dimension is superior-subordinate relation,
second dimension is awareness about performance appraisal system, third dimension is
related with superior and subordinate own thinking about appraisal system and fourth
dimension is related with area of improvement.
1.6.4. Secondary data: For the purpose of secondary data collection several official records
have been referred and information collected relating to this problem relating to this
problem from HR department and other departments.
The data collected from primary and secondary sources were analyzed at the end of the
process. The conclusion and suggestions have been made and presented in the form of
report at the end of analysis. Percentage calculations were made to ascribe meaning to the
data. The data has been interpreted in the form of pie diagram.
1.7. Limitations
During the course of the study, the following limitations were faced.
a) Office hours were so tight, so that employees were not free to give proper time fordiscussion.
b) Time allotted to the trainee was too short to collect the data. Since other functions likePF, ESI and other HR back office operations were also looked after by the trainee.
In spite of these limitations, I tried to make the study more scientific and reliable. The
management and executives were helpful and extended their co-operation to me in data
collection and making understand some problems relating to the topic.
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1.8.Plan of the study
The project report on Evaluation Of Performance Appraisal System at YKK India Pvt. Ltd.
Bawal (Rewari, Haryana), has been divided into five chapters.
Chapter I deals with the introductory part of the study based on evaluation of effectiveness of
the study. This includes Importance of the study, objective of the study, methodology of the
study etc.
Chapter II deals with the conceptual framework of performance appraisal and includes the
concepts, performance appraisal importance, appraisal methods, objectives, implementation
etc.
Chapter III gives us an idea of YKK, what policies it runs, give an idea of industrial relations
etc.
Chapter IV describes about the HR practices running in the organization.
Chapter V deals with performance appraisal system in the organization.
Chapter VI deals with the analysis of data and its interpretation by pie diagrams.
Chapter VII deals with summary and conclusion of the study as well as suggestion.
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2.1.PERFORMANCE APPRAISAL :CONCEPT
2.2. OBJECTIVE OF PERFORMANCE APPRAISAL
2.3.METHODS OF PERFORMANCE APPRAISAL
2.3.1. TRADITIONAL METHOD2.3.2. MODERN METHOD
2.4. EVALUATION PROCESS
2.5.WHO SHOULD APPRAISE
2.5.1. IMMEDIATE SUPERVISOR2.5.2. PEER2.5.3. RATING COMMITTEE2.5.4. SELF RATING2.5.5. SUBORDINATES2.5.6. 360 DEGREE FEEDBACK
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CHAPTER - II
CONCEPTUAL FRAMEWORK
2.1.Performance Appraisal: Concept
A performance appraisal is a process of evaluating an employees performance of a job in
terms of its requirement. It refers to all the formal procedures used in working organizations
to evaluate the personalities and contributions of group members.
Employees appraisal techniques are said to have been used for the first time during the First
World War, when, at the instance of WALTER DILL SCOT, the US Army adopted, The
Man - toMan rating system for evaluating military personnel.
Once an employee has been selected, trained and motivated, he is then appraised for his
performance. Performance Appraisal is a step where the management find out effective it
has been at hiring and placing employees.
Heyel observes, It is process of evaluating the performance and qualifications of employees
in terms of the requirement of job for which he s employed, for purpose of administration
including placement, selection for promotions, providing financial rewards and other actions
which required differential treatment among the ember of a group as distinguished from
actions affecting all members equally.
According to Flippo, Performance Appraisal is systematic periodic and impartial rating of
an employees excellence in matter of pertaining to his present job and his potential for a
better job.
Performance appraisal system provides an instrument for measuring both an individuals
performance and his relationships to the goals and the structure of the organization. An
appraisal system should consist of all the formal processes used to identify, encourage,
evaluate and record contribution of employees. The trend now a days is in the direction of
attempting to measure what the man does rather than what he is, to measure what is the
output rather than what is the input.
2.2.Objective of Performance Appraisal:
Its main objectives are-
Facilitate two way communication between superior and subordinate
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2.3.1.5.Critical incident Technique: It attempts to measure workers performance in terms of
certain event or episode that occur in the performance of employees job. These events
are known as critical incidents. The basis of this method is the principle that there are
certain significant acts in each employees behavior and performance which make all the
difference between the success and failure of the job. The supervisor keeps a written record
of the events that can be easily recalled and used in course of periodical of formal
appraisal. The collected incidence is then ranked in order of frequency and its importance.
2.3.1.6.Essay Appraisal: Under this method the supervisor makes a free form, open ended
appraisal of an employee in his own words and puts down his impressions about the
employee.
2.3.1.7.Paired Comparison Technique: By this technique each employee is compared every
trait with the other entire person in pairs one at a time. With this technique, judgment is
easier and simpler than with the ordinary ranking method. The number of times each
individual is compared with another is tallied on a piece of paper. These numbers yield the
rank order of entire group.
2.3.2.Modern Methods: Appraisal by management by objectives: A popular development
oriented techniques of performance appraisal of managers nowadays is management by
objectives. The first original work on MBO can be fond in Peter Druckers the book The
Practice Of Management published in 1954. In 1965 George Odiorne made a major
contribution in MBO. MBO is a process whereby the superior and subordinates managers
of an organization jointly identify its common goals, define each individuals major area
of responsibility in terms of result expected of him, and use these measures of guides for
operating the unit assessing the contribution of its members.
2.3.2.1.Assessment Centers: This method of appraising was first applied in 1930 in Jerman
Army. Under this method many evaluators joint together to judge employee performance
in several situations with the used variety of criteria. It is used mostly to help selectemployees for the first level supervisory position. Assessments are made to determine
employee potential for purpose of promotion. It is not a technique of performance
assessment by itself; in fact it is system of organization where various experts do
assessments of several individuals various techniques.
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2.3.2.2.360 Degree Performance Appraisal System: The appraisal may be any person who
has thorough knowledge about the job done by contents to be appraised Standards of
contents and who observes the employee while performing a job. The appraiser should be
capable of determining what is more important and what is relatively less important. He
should assess the performance without bias. The appraiser are superiors, peers,
subordinates, employees themselves users of service and consultancy. Performance
appraisal by all these parties is called 360 degree appraisal.
2.3.2.3.Behaviorally Anchored Rating Scales (BARS): This method combine element of the
traditional rating scales and critical incident method. Using BARS , job behaviors from
critical incidents effective and ineffective behavior are described more objectively. The
method employs individuals who are familiar with a particular job to identify its measure
component. They can rank and validate specific behaviors shown by employees.
2.3.2.4.Human Resource Accounting: Human resource accounting deals with the cost of
contribution of human resource to the organization. Cost of employee includes manpower
planning, recruitment, selection, induction, placement, training, and development, wages
and benefits etc. Employee contribution is the money value of employee service, which
can be measured by lever productivity or value added by human resources.
2.4.Evaluation Process
The evaluation process: there are some steps in evaluation process-
Establishing Performance Standard- Performance standards is the expected levels ofperformance or the benchmark, based on which performance assessment has done. At the
time of designing a job and formulating a job description, performance standard are
usually developed for position. These standards must be clear and objective to
understand.
Communicate Performance Expectation too Employees- Performance standard shouldbe communicated and explained to the employees and evaluators so they come to know
what is expected and what should be done. To make communication effective feedback
is necessary from the sub-ordinate to the manager.
Measurement of Actual Performance- To determine what actual performance is, it isnecessary to acquire information about it. We should be concerned with hoe we measure
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and what we measure. Four source of information are frequently used to measure actual
performance, statistical reports, oral reports and written reports.
Compare Actual Performance with Standards- Actual performance is compared withthe predetermined performance standards such comparison will reveal the deviations
which may be positive or negative.
Discuss The Appraisal with the Employees- At this stage the results of appraisals arediscussed periodically with the employees, where good points and difficulties are
indicates and discussed so that performance is improved.
Corrective actions- The final step is the ignition of corrective action can be of two types.One is immediate and deals predominantly with symptoms and another is basic in which
corrective actions gets to the source of deviation and seeks to adjust the differences
permanently.
2.5.Who Should Appraise?
Several options of appraiser can be there in the organization as follows-
2.5.1.Immediate Supervisor- Getting supervisors assessment is relatively easy and also
makes a great deal of sense. The supervisors should be and usually is in the best position
to observe and evaluate his or her subordinates performance and is responsible for that
persons performance.
2.5.2.Peer- The assessment of employee by his or her peer can be effective in predicting future
management success.
2.5.3.Rating Committees- Many employers use rating committees to evaluate employees.
These committees are usually composed of the employees immediate supervisors and
three or four other supervisors.
2.5.4.Self Rating- Employees self rating or performance are also some times . The basic
problem with is that employees usually rate themselves higher than supervisors or peer
rate them.
2.5.5.Subordinates- More firms today let subordinates anonymously evaluate their superiors
performance, a process is called UPWARD FEEDBACK. When conducted throughout
the firm, the process helps top managers diagnose management style, identify problems
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and take corrective actions with individual managers as required, such subordinate ratings
are specially valuable when used for developmental rather than evaluate purpose.
2.5.6.360 Degree Feedback- In this process performance information is collected all around an
employee, from his or her supervisor, subordinate and peers and internal or external
customer. The feedback is generally used for training and development rather for pay
increment.
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3.1. HISTORY
3.2. LOCATIONS
3.3. TRAINING LOCATIONS
3.4. WORK ACTIVITIES
3.4.1. PRODUCTS
3.4.2. PRODUCTION FACILITIES
3.4.3. PRODUCTION CONTROL
3.5. YKK MANAGEMENT PRINCIPLES
3.6. YKK CYCLE OF GOODNESS
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Metallic & Non-Metallic Slide Fasteners
Zipper & Slider Hook & Loop Plastic Parts Snap & Button
3.4.2. Production facilities
Fully integrated manufacturing
Tape Weaving Dyeing Die-Casting & Slider Assembly Plating & Enameling Chain Making Zipper Assembly
3.4.3. Production Control
Computerized IBM AS-400 based integrated production control system Custom-Made
for YKK factories worldwide
3.5. YKK Management Principles
YKK Seeks Corporate Value Of Higher Significance.
Since its establishment in 1934, the YKK Group has advocated the "Cycle of
Goodness, the Group's philosophy conceived by YKK's founder Tadao Yoshida who
said, "No one prospers unless he renders benefit to others."
The cycle, in other words the circulation of benefits, begins with innovative ideas and
inventions that create value, which in turn leads to business expansion and then greater
benefits for society. Through this cycle, companies prosper while contributing to the
enrichment of all people. On August 1, 1994, Yoshida Kogyo K.K. became YKK
Corporation under a new management structure and Principle: "YKK Seeks Corporate
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Value of Higher Significance". This Principle, an expression of the management's
aspirations, complements the YKK spirit embodied in the "Cycle of Goodness". To
contribute to improved living standards and the prosperity of all people in the ever-
changing global economy, YKK will seek corporate value of higher significance bypursuing innovative quality in relation to customers, employees, society, products,
technology, management and fairness.
3.6. Ykk Cycle Of Goodness
At YKK, we believe that everything we do has an effect on everyone we work with,
whether they're customers or co-workers. It was with this in mind that our founder,
Tadao Yoshida, developed the Cycle of Goodness. This is a philosophy of mutualbenefit which, as expressed in Tadahiro Yoshida's management principle, leads to
everyone being treated with complete respect, in the belief that no one prospers unless
they help to bring prosperity to others. It is a way of doing business that extends far
beyond the conventional barriers of commerce.
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CHAPTER - IV
HR PRACTICES IN YKK
4.1. Adopting A HRD Philosophy: An Overview
YKK strongly believes that HUMAN RESOURCE is its most valuable asset. The success
or failure of an organization is largely dependent on the efforts of its human resources at
any given point of time. YKK therefore committed to the Human Resource Development
aspect of our employees. Some of their beliefs are:
Quality of manpower is important rather than quantity. A committed employee with appropriate skill is a most valuable resource. Every employee, irrespective of the type of job he is doing, or the organization level
he occupies, is extremely important to the company.
Promotion of basic human values and service orientation is precedent to creation ofgoods and services by application of skills.
Competitive remuneration package suitably designed for employee need constitutesstrong employee motivation.
Providing job challenge with adequate autonomy to achieve results that create highsense of job satisfaction.
Recruitment of employee is a two way process. The employer is in search for anappropriate match and the prospective employee is equally concerned to identify an
appropriate workplace.
Periodic review of performance and employee potential provide objective data toassess employee advancement.
While individual merits and brilliance is desirable, the company recognizes teameffort as the major prime over towards organization excellence.
Promote an open culture where the employee is free to give his views and opinionstowards organization growth and achievement.
HRD is concerned with execution of HRD policies. HRD policies are the course of
action HR uses to help the company achieve its objectives. HRD policies are observed
as a guide to the management towards the workforce so as to maintain amicable &
harmonious industrial relations within an organization.
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4.2. Recruitment:
The word Recruitment means discovering the source from where the potential
employees can be selected.
The objective of the companys recruitment policy is to:- Plan the manpower requirement in conjunction with the company goals and
objectives.
Hire matching people (right person for right job) for organizational growth. Ensure optimum utilization of present manpower, if needed, then only additional
hands to be hired.
Procedure Identification of the manpower requirement from respective department (before
the month of March of every year) or emergency requirement as & when required
by the HOD.
Compilation of manpower requirement. The compiled manpower requisitions are sending for approval to MD/Technical
Advisor
Recruitment of personnel is done by the following ways : Internal Recruitment
o Data banko Referenceso Transfers
External staffingo Placement agencieso Advertisements in leading newspapers/Media.o Campus recruitment
The short listed candidates are called for interview either by call letters or throughConsultants or telephonically.
Interview of short listed candidates is conducted by the panel of HRD, Q.A. Dept andthe concerned department and final approval is taken from MD/Technical Advisor for
suitable candidate.
Letter of intent is sent to selected candidates.
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Appointment letter is given within one week of the joining Personal files are maintained for the particular employees.
It contains information regarding:
Bio Data of an employee Application form Copy of appointment letter duly signed by the employee as a mark of acceptance. Testimonials Photographs (Five copies) Declarations (that the employee shall abide by the rules & regulations) Medical fitness certificate from company prescribed doctor. Two reference addresses with phone number from other than relation of the
Employee.
On joining of an employee his name & address, fathers name, date of appointment,nature of work is enrolled in the adult register.
Every employee is allotted a card no. to avoid the confusion of two persons with samename, by the personnel department.
Employee master form: is filled up containing information about the employee. Employee card no Employee name, fathers name, address & department Designation Date of joining Qualification Salary package as applicable
4.3. Orientation / Induction Programme:
To make new joinee familiar with the companys rules & regulations, processes andcompany culture.
Orientation of the new joinee in different departments as per the orientation programand afterwards placement in the allotted department.
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4.4. Training & Development: Training and development is a subsystem of an organization.
It ensures that randomness is reduced and learning or behavioral change takes place in
structured format.
4.4.1. Training
4.4.1.1. Purpose: To develop the employee knowledge & skills, attitude for the optimum
utilization of the resources in order to meet organizational goals and strategies with
the help of changed behavior.
4.4.1.2. Procedure: Training needs for the employees are identified by the HRD with other
department heads twice in year i.e. in the month of January and July.
4.4.1.3. Training Calendar: Based on the above identification of the training needs, a
consolidated training calendar is formulated by HRD twice in a year. The training
calendar contains the prospective dates of the training and the names of the internal
faculty. All participants will record their individual attendance in attendance sheet at
the beginning of every training program.
4.4.1.4. Evaluation: The participants at the end of each program will provide quality of the
content and delivery, duration and the topics covered. The above feedback is used to
improve future program.
4.4.1.5. Training effectiveness evaluation: Effectiveness of the technical training programs
is measured by taking pre & post training test, at the beginning & end of the
knowledge based training program. Training effectiveness index (TEI) is calculated
on the basis of the test score of the participants.
4.4.1.6. Grading Systems:
If MAX. Marks for test = 100
Then,
MARKS GRADE
above90 A+
75-89 A
60-74 B+
60 B
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For the above distribution of marks, a frequency chart is made for all the participants
according to the given format.
GRADE NO. OF PARTICIPANTS
A+
A
B+
B
If no. of participants are 100, to calculate TEI:
Excellent A+ Above 90percentage
V. Good A 75-89percentage
Good B+ 60-74percentage
Fair B 50-64percentage
For participants labeled with B grade, training is to be repeated and the same procedure
for TEI is to be applied again. After three months participants are again called and are
required to give the test i.e. a second round post training test is taken. Training
effectiveness index is calculated again for this second round post training test. If the
range of marks (max. Marks scored - min. Marks scored)is decreasing from the first
round post training test to second round post training test, it means training effectiveness
is showing positive trend.
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4.4.2. Training Budget:
4.4.2.1. Purpose:
To overview the complete expenditure occurring on the training and developmentactivities
To find out the actual implementations of training and developmental activities.4.4.2.2. Procedure: Every year HRD department identifies the training needs with the kind
consideration of all departmental heads. On the basis of that identified needs HRD
department prepares the training calendar twice in a year and the training
Programme are conducted on that basis. Training calendar includes in-house training
programmes, training programmes by outside sources and also the sponsorship
training programmes. Training budget has been prepared for the conduction of the
training and development activities.
4.4.2.3. Evaluation: On the basis of conducted training programmes during a year HRD
department analyze the expenditure occurred against the actual training budget and
according to that report has been prepared.
4.5. Employee Competency
4.5.1. Purpose:
To help the employee in career planning. To make every employee aware of knowledge, skills and attitudes. To make each and every employee competent in their respective areas.
4.5.2. Procedure: HRD department sent the prepared competency chart twice a year to all
departmental heads and they make their comments on that competency chart and
returned it to HRD Department in the given stipulated time.
4.5.3. Evaluation: HRD department analyze the entire competency charts properly.
4.6. Late Coming
Employee coming late by 5 minutes will be given special gate pass once in a month. Employees coming late by 10 minutes will have to submit an hour gate pass. Employees coming late by 15 minutes will have to submit 1 hr. gate pass and more
than 15 minutes will have to submit 2 hrs gate pass or balance gate pass or day
leave.
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For late comers the security staff maintains a register at the gate. The time of arrival of
late comers is recorded at the gate & its information is given to the HRD department,
from where the register is sent to MD / Technical Advisor.
4.7. Outdoor Duty
As per the requirement of company, company can depute any employee for outdoor duty.
Before proceeding for the outdoor duty, employee will have to fill up the outdoor duty
slip & get it approved by his HOD & submit the same at the security office. The security
people will keep a record & send the same to the HRD department for further action.
Further if imp rest is required for outgoing employee, he will have to fill the imprest slip
& get it sanctioned from the HOD & can collect the money from the accounts department
& by settling the account within 24 hrs of joining the duties in the company premises. No
outdoor duty commences from home without prior permission. In such cases the
employees have to get prior approval. The rest of the procedure is the same as mentioned
above.
4.8. Leave Policy
Employees of the company are entitled for the following leaves:
Leave can be calculated as under:
S. No. TYPE OF LEAVES ENTITLEMENT
1. Privilege / Earned 16
2. Casual 7
3. Sick 7
4. Compensatory Against rest day / extra work
Earned Leave Working days/18.75
Casual Leave Working days/43
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quarter. Deduction if any will be made after calculation of leaves of each quarter instead
of calculating monthly. This rule is only for staff category of employees. Staff can avail
leave in advance for one quarter.
4.8.1. Control on leaves:
An employee who wants to avail any leave has to fill the Leave application form
available in the time office and has to deposit the same after getting it recommended by
HOD.
4.8.1.1. Leave application form contains the following details:
a) Name of the employeeb) Designation of an employeec) Department of an employeed) Card no.e) Leave required from date to datef) No. of daysg) Sign of an employee & present addressh) Signature of the HOD (Recommendation)
The leave application forms are serialized as per the card no. of the employee and are
posted into the computer.
4.9. Leave With Wages Policy
As per the company policy, only earned leave and casual leave encashment is
permissible. Unutilized sick leave cannot be encased. At the end of every financial year,
the HRD department calculates the amount of leave with wages payable to each
employee using the data compiled in the LWW register. It is noted that any fraction is
rounded off upwards and any excess leave taken is deducted first from the CL and then
from the EL. As a convention in the company, leave taken is first adjusted against sick
leave and then against the casual leave and finally against the earned leave.
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4.10. Loan Policy
Employees of the company can avail this facility only in case of emergencies. Loan is
given to employees on 25th
of every month. Amount of loan taken by an employee is
deducted from the employees monthly salary in installments.
4.10.1.Fixation of installments: No. of installment is fixed by the approving authority for loan
at the time of sanctioning the loan.
4.10.2.Loan sanctioning authority: M D / Technical Advisor / Sr. VP (Finance) is the
sanctioning authority for loan to an employee.
4.10.3.Procedure of loan sanction: These are the following procedure:
The employee who is in need of loan has to fill the prescribed format. The completed application form is sent to the HRD department for filling in the
previous advance particulars (if any).
After this is the application is given to the HOD who then recommends the loan. The
application approved by the HOD is sent back to the HRD department before 20 th of
every month for approval by AVP (HRD). After 20 th these forms are sent to MD /
Technical Advisor / Sr. VP for final approval. Once the final approval is obtained, HRD
department enters the sanctioned amount (with the particulars of installments) in the loan
register maintained in the department and sent to accounts department for transferring the
amount into the bank.
The application for loan contains the following details:
a) Name of the employee
b) Amount needed
c) Last advance taken on & date
d) Sign of the employee.
4.10.4.Housing loan for staff: Permanent staff members who have completed 5 years ofconfirmed service. The employees are entitled for the loan as per the given structure:
Supervisor - 75,000.00
Sr. Supervisor to Dy. Manager - 1, 00,000.00
Manager to Sr. Manager - 1, 50,000.00
A.G.M. and above - 2, 00,000.00
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If 3 month or 4 month basic - 800 p.m.
If 6 month basic - 1200 p.m.
Maximum 30 employees can take loan in a month.
4.10.8.Housing loan for workers:
Minimum three years service:
Photocopy of registry of plot in his name or his wife name Limit as per the mentioned in the wage agreement/settlement
4.11. Conveyance allowance policy
The company facilitates its employees by providing conveyance allowance every month.
The allowance structure differs with regard to the mode of transportation by an employee.
4.11.1.Reimbursement structure: Those who bring their own conveyance for the official work
are entitled for the conveyance reimbursements as per the given structure:-
Rs. 6.75 per k.m for employees using there own four-wheelers.Rs. 2.80 per k.m for employees using there own scooters/motorcycle.
4.11.2.Reimbursement form: The conveyance reimbursement form contains the following
details.
i. Details of visitii. From ------ to
iii. Vehicle noiv. Total km conv. Usedv. Purpose of visit
vi. Sign of the employeevii. Sign of the HOD
4.11.3.Procedure: The employee has to fill a conveyance reimbursement form and has to get it
signed by HOD. In this conveyance reimbursement form the security person notes initial
reading of the vehicle before the employee leaves and after returning to the company the
final reading of the vehicle is again noted. This filled form is send to the D.G.M.
(Administration) from where it is send to the accounts department for payment.
4.12. House Rent Allowance
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4.12.1.Entitlement for HRA: All the employees (probationers & permanent) who are on
company payroll are entitled for HRA (Against the respective designations).
4.12.2.HRA structure: (ANNEXURE-XIII). The amount of HRA is paid along with the
salary, on 10th
of every month.
Note:
For the entitlement of HRA day present is required in particular month & HRA is
implemented to those employees who have got their leaves sanctioned. HRA is not
entitled to the absentee.
4.13. Medical Reimbursement
Employees earning over Rs. 10000/- per month (Basic+ HRA +Education+ Conveyance
+ Attendance) are entitled for medical reimbursement as per the company rules.
Employees covered under the ESI act are not entitled for medical reimbursement.
4.13.1.Medical reimbursement for the staff:
i. Sr. V.P. to Sr. Mgr. = 10percentage of the basic
ii. Mgr to Driver/Guard = 8percentage of the basic
iii. Workers = 6percentage of the basic
The employees who are not covered under ESI are covered under med claim policy.
Medical reimbursement will be calculated on the basic salary of an employee in every
month. Employee can get three months medical reimbursement in advance.
4.13.2.Procedure for claim: On production of a bill from a qualified doctor or a chemist of
medicines to the HRD department the department checks and verifies (AVP, HRD) the
same against his entitlement in the medical ledger maintained and then this
reimbursement form is send to the accounts department.
4.14. Shoe/ Uniform Allowance
Entitlement for the allowance: Employees working in the shop floor up to the level of
supervisor/foreman are entitled to get the allowance in cash.
Amount entitlement:
i. Workers are given a shoe payment per annum in the month of March.ii. Sr. Foreman to Assistant Supervisor of GDC, PDC, Alloy, Shell Core, and
Electrical are paid shoe allowance 200/- twice a year in the month of Jan. & July.
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4.17. First Aid
4.17.1.Facilities of Dispensary: Company provides free first aid & medical consultancy
services to its employees with a dispensary general medicines available within its
premises.
4.17.2.Caretaker: The dispensary is under the charge of qualified doctors & compounder.
4.17.3.Facilities Provided: The facilities are readily available during the working hours of the
factory.
4.17.4. Visit of the Doctors: Two doctors visit the factory on alternative days for one hour in
between 2:00pm3:00pm
4.17.5.First Aid:
In case of minor accidents first aid is provided by the compounder. In case of major accident patients are taken to the private clinics/ E.S.I.
dispensary.
Company ambulance is available 24 hrs in the company premises in case of anyemergency.
4.18. Canteen:
Canteen facility is provided for the permanent / trainee/authorized contractworkers
As a welfare measure, the company provides two cups tea per day to itsemployees.
Lunch is provided to the employees on subsidized rate of Rs 4/- and snacks on1.75 /-
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During the night shift tea, matthi & biscuits are provided to all employeesincluding the contract workers by the company.
During the extra time hours (O.T.) extra tea coupons are provided4.19. Statutory Bonus Scheme
Company employees are covered under the Payment of Bonus Act, 1965. Accounting
year for Bonus is April to March. To get bonus 30 working days is required in an
accounting year. Bonus will be paid on 22nd May of every year.
4.19.1.Bonus Calculation:
Bonus will calculate on earned Basic + VDA (variable dearness allowance) =3500.00 per month @ 20percentage i.e. the maximum amount will be Rs.
8,400.00 per year.
If Basic< 3500.00 and LWW amount paid to employee, the same amount will addfor bonus calculation.
If Basic> 3500.00 in the middle of financial year and LWW amount paid toemployee
The amount of LWW will add on proportionate for bonus calculation as perbelow formula:
Balance loan will be deducted from bonus for staff category or as per instructions of
seniors. On leaving of service bonus will be paid at the time of full & final of accounts. If
employee joins on 1st February he will not entitled for bonus if hasnt completed 30
working days in above said two months. This period will not carry over for next year.
4.20. Super ANNUATION Scheme
Superannuation scheme has launched in welfare of the employee through LIC.
Superannuation will be paid quarterly in advance. All managers after completing six
month service & above or employees who were continued in this scheme will
entitled/continued.
EARNED BASIC IN WHICH BASIC < = 2500.00 * LWW AMOUNT/ TOTAL AMOUNT
OF EARNED BASIC.
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To get Superannuation benefits/pension minimum five years service is required.
Superannuation premium will pay latest by 15th
of every quarter. Superannuation
premium will sent @ 10percentage of Basic.
On leaving of service before Five years from Superannuation scheme amount will be
claimed by company from LIC. If employee joins on or before 15th
in the month then this
month will included for eligibility and joins on or after 16 th in the month then this month
will excluded for eligibility.
4.21. Insurance Scheme
Some of the Insurance policies adopted by the company are as under:
a) Group Insurance
b) Employee Deposit Link Insurance (EDLI)
c) Group Gratuity
4.21.1.Group Insurance: All permanent employees are covered under this policy as mentioned
under:
i. Managerial Staff Rs. 50,000.00
ii. Supervisory Staff Rs. 30,000.00
iii. Others Rs. 20,000.00
4.21.2.Employee Deposit Link Insurance (EDLI): All employees who are covered under
Provident Fund scheme are entitled for this scheme after death. Present rate of EDLI is
Rs. 62,000.00 (As amended by the PF Act time to time).
4.22. Group Gratuity:
Gratuity is paid under the Gratuity Act, 1972 on completion of the 5 years of continuous
service or as prescribed under the act.
The Superannuation age is 58 years.
Calculation of Gratuity = Last Basic * 15 days of per year
26
4.23. Diwali Gifts
Another type of motivation is in the form of festival gifts such as Diwali, Holi, Lohri,
New Year etc. (ANNEXURE - XIV)
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Completion of 7 yrs Golden wrist watch
4.26. Suggestion Scheme
This has been implemented:
To increase the effectiveness of the organization by the implementation of newand innovating ideas
To increase the employee participation in solution of various work relatedproblems and to develop a feeling of worthiness among employees
In this regard separate Suggestion scheme has been drafted for the fulfillment of this
purpose.
4.27. Attendance Award
4.27.1.Workers: To minimize the rate of Absenteeism, management has introduced Attendance
award as mentioned under:
The eligibility for the attendance award is the complete full month attendancewith sanctioned ONE leave.
The amount for the attendance award is Rs. 175 per month and the attendanceaward payment paid quarterly.
4.28. Incentive Scheme
To minimize the rate of Absenteeism, management has introduced incentive deduction
policy for trainee and contractor workers as mentioned under:
Full month incentive will be paid to those trainee and contractor workers whoremain on authorized leave for two days in the month.
If above said category of workers remain on leave/absent due to accident incompany premises no incentive will be deducted.
If above said category of workers remain on leave/absent maximum for 7 daysonce in six months then full incentive will be paid after the recommendation of
HOD and approval of the Head of HR Department.
If above said category of workers remain on leave/absent once maximum for 7days and once maximum for 3 days in total span of six months then
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50percentage incentive will be paid after the recommendation of HOD and
approval of the Head of HR Department.
In any extreme emergency, if above said category of workers remain onleave/absent more than two days incentive will be paid as a special case after the
recommendation of the Head of The Department and approval of the Head of
HR Department.
4.29. Earned And Casual Leave Policy
All Staff members will be eligible for 16 Earned Leaves and 7 Casual Leaves in afinancial year. These leaves will be calculated on the basis of actual working days
worked by an employee.
One Earned Leave will be credited to the account of the employee after 18.75working days and one Casual Leave would be credited to the account of employee
after 43 working days.
If any employee could not avail his Earned Leaves and Casual Leaves duringfinancial year, the balance leaves will be carried forward to succeeding financial
year. The carry forward facility will be available for a period of three years which
would be carried forward as credit to the account of employee upto 60 days.
The Leaves would also be linked to encashment of LTA. The LTA would be paidto the employee on his actual proceeding of leaves. LTA would be given on
submission of bills after completion of journey and should justify travel
undertaken while claiming LTA.
The minimum leaves taken for availing LTA would be 5 days. After the third financial year, the accumulated leaves to the credit of employee
would be encashed to him. At the time of termination/resignation from services,
the unveiled leaves would be encashed to the employee.
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5.1. INTRODUCTION
5.2. RATING SCALE
5.2.1. POOR
5.2.2. BELOW AVERAGE
5.2.3. AVERAGE
5.2.4. ABOVE AVERAGE
5.2.5. GOOD
5.2.6. EXCELLENCE
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CHAPTERV
PERFORMANCE APPRAISAL
5.1.Introduction- As far as Performance Appraisal Exercise of YKK India Pvt. Ltd. Bawal
(Rewari, Haryana) is concerned; it plays a very crucial role for the sake of annual increments,
T&D Programs, Welfare and the Promotions of the employees of YKK India Pvt. Ltd. Bawal
(Rewari, Haryana). This exercise usually conducted once in a year in the month of (May-
June) at YKK India Pvt. Ltd. Bawal (Rewari, Haryana).
For assessing the performance of the HR department uses the method of simple rating scale
and makes the structured format and this format is called PEP (Performance Excellence
Plan).
First of all this plan is circulated to the entire departments employees and they bounded to
submit it till the designated time period to their respective immediate Superior/HODs.
The PEP(Performance Excellence Plan) of YKK India Pvt. Ltd. Bawal (Rewari , Haryana),
is basically based on 6 rating scale and the rating scale is given below.
5.2.Rating Scale.
5.2.1. Poor- The individual not only failed to meet the job requirement but also performed
much below expectation.
5.2.2. Below average- The individual failed to meet expected level or performance howeverhas shown the potential for improvement.
5.2.3. Average- The individual has been a mediocre performer who has by and large met most
of the job requirements. However, need further improvement to meet expected level of
performance.
5.2.4. Above Average- The individual met the expected level of performance and has taken
initiatives at times, still has potential to improve.
5.2.5. Good- The individual consistently met the expected level of performance and sometime
exceeded them. He/she demonstrate initiatives and efforts to better existing performance.
5.2.6. Excellence- The individual exceeded the expected level of performance and has
consistently performed over and above the expectation.
Performance Excellence Plan is divided into four parts and these sections are:
Section 1 learning from previous year.
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Section 2 Assessment of KRAs (Key Result Area)
Section 3 Quantitative and Qualitative Assessment.
Section 4 Employees feedback.
Section 1- Learning in Previous year: This section is to be filled by the employees. In
this section employees learning and improvements from previous year is checked. It is
shown by the information given by the information given by the employees themselves;
related with the learning in previous year. Afterwards what kind of improvements is there
in performance due to learning is also checked. And then the immediate supervisors give
the give the suitable rating to both Personal as well as Professional factors of the
employees.
Section 2-Assessment of Key Result Area: The section-2 is divided into three parts.
The first based on employees 3 key result areas and the second part is based on the Result
Achieved in Key result areas by the employees. In this section, the employees mention
their key result areas. In the second part they specify that how much they get success or
how much they achieve results in their designated the key result areas, at last in third part
the immediate superior just access the key result areas in which the employees are
providing their srevices. After the overall measurement the immediate superior give the
suitable performance reting to each areas one by one.
Section 3- Quantitative and Qualitative Assessment: The section three is based upon
quatitative and qualitative assessment. This section basically divided into skill areas of
employees.
i. Behavioural skill area.
ii. Professional skill area.
The Behavioural skill area is categorized into 5 dimensions, which are:
i. Interpersonal relationii. Communicationiii. Regularity and punctualityiv. Desire to learnv. Resource conciousness
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And the professional skill area is also categorized into 5 dimensions, which are:
i. Knowledge of workii. Outputiii. Problem solving and decision-makingiv. Delegation of workv. PlanningThe immediate supervisors give the suitable ratings on the behavioural skill areas as well
as professional skill areas of the employees. At last they put the average rating on the
above areas.
Section 4- Employee Feedback: The section 4 is mainly consists of three parts. In the
first part the employees give their valuable feedback regarding three positive features of
YKK, India Pvt. Ltd. Bawal (Rewari, Haryana) and in second part, the employees tell
about three important areas where the improvement is necessary. And in the last part they
got and open ended opprtunity to give their precious suggestion to make YKK, India Pvt.
Ltd. Bawal (Rewari, Haryana) a better workplace.
Once all the basic process of Performance Excellence Plan (PEP) has been completed
then the Departmental heads give their average rating to an individual. At last the
immediate supervisors and the HODs considered on the average rating of an individual,
which based on two level assessments, and after some calculation they finally take the
decision for the annual increments and the promotions of the employees.
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6.1. SAMPLE SIZE
6.2. EMPLOYEES RESPONSE
6.3. DATA ANALYSIS BY PIE DIAGRAMS
WITH INTERPRETATIONS
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CHAPTER - VI
DATA ANALYSIS & INTERPRETATION
6.1.Sample
The researcher visited YKK India Pvt. Ltd. Bawal (Rewari, Hayana) and found PEP(Performance Excellence Plan) under which the performance appraisal process was being
implemented but some problems were observed in this existing plan. The researcher has
selected four dimensions first dimension is superior-subordinate relation, second dimension
is awareness about performance appraisal system, third dimension is related with superior
and subordinate own thinking about appraisal system and fourth dimension is related with
area of improvement. First dimension includes six items, second, third and fourth dimension
includes three items individually. For the purpose of finding the problems in present
appraisal system, total 80 questionnaire were distributed 68 questionnaire were received out
of which only 50 were found suitable to conduct research work.
6.2.Employees Responses
The individual response on Induction in percentage in YKK India Pvt. Ltd. Bawal, (Rewari,
Haryana) are as follows:
Scale= A- Highly Agree, B.- Agree, C- Neutral, D- Disagree, E- Highly Disagree
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6.3.Data Analysis & Interpretation:-
6.3.1. Focus on the area of improvement. This statement is related to know whether the
present appraisal system focus on the area that should be improved.
Table 5.3.1. Percentagewise response on area of improvement.
OPINION OF RESPONDENDS RESPONSE IN PERCENTAGE
A HIGLY AGREE 21.38
B AGREE 34.52
C NEUTRAL 12.00
D DISAGREE 18.67
E HIGHLY DISAGREE 13.43
SOURCE: Collected by the researcher
Figure 5.3.1. Response on employee felt welcome
SOURCE : collected by the researcher.
Here 21.38 percentage of the employees are highly agreed, 34.52 percentage employees are
agreed whereas 13.43 percentage of the employees are highly disagreed and 12 percentage of the
employees are neutral in their response whereas 18.67 percentage of the employees are
disagreed.
21.38%
34.52%
12%
18.67%
13.43%
Focus on the area of improvement
A (21.38 %)
B (34.52 %)
C (12 %)
D (18.67 %)
E (13.43 %)
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6.3.2. Performance appraisal necessary for recognition and encouragement: This statement
has been added in the questionnaire to know the employees view about the performance
appraisal whether it is a mean of recognition and encouragement.
Table 6.3.2.: Percentagewise response on necessity of performance appraisal for recognition and
encouragement.
OPINION OF RESPONDENDS RESPONSE IN PERCENTAGE
A HIGLY AGREE 49.18
B AGREE 32.47
C NEUTRAL 6.01
D DISAGREE 23.33
E HIGHLY DISAGREE 19.01
SOURCE: Collected by the researcher
Figure 6.3.2.: Responses on necessity of performance appraisal for recognition and
encouragement.
SOURCE: Collected by the researcher
According to the chart, it is clearly shown that 49.18 percentages of employees are highly
agreed, 32.47 percentage of employees are agreed, 6 percentage of the employees are
49.18%
32.47%
6.01%
23.33%
19.01%
Performance appraisal necessary for
recognition and encouragement
A (49.18 %)
B (32.47 %)
C (6.01 %)
D (23.33 %)
E (19.01 %)
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neutral.And 23.33 percentage of the employees are disagreed and 19.02 percentage of the
employees are highly disagreed with this statement.
6.3.3. Performance appraisal and transparency: This statement is asked to the employees to
check the transparency standard in the performance appraisal system in YKK India Pvt.
Ltd. Bawal (Rewari, Haryana).
Table 6.3.3.: Percentagewise response on performance appraisal and transparency.
OPINION OF RESPONDENDS RESPONSE IN PERCENTAGE
A HIGLY AGREE 15.83
B AGREE 19.73
C NEUTRAL 34.72
D DISAGREE 17
E HIGHLY DISAGREE 12.72
SOURCE: Collected by the researcher
Figure 6.3.3.: Responses on performance appraisal and transparency.
SOURCE: Collected by the researcher
It was very surprising to get 34.72 percentage of employees are neutral about this statement
while 15.83 percentage of employees are highly disagreed, 19.73 percentage of the employees
15.83%
19.73%
34.72%
17%
12.72%
Performance appraisal and transparency.
A (15.83%)
B (19.73%)
C (34.72%)
D (17%)
E (12.72%)
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employees are neutral in their responses, 21.81 percentage of the employees are disagreed and
19.23 are agreed the this.
6.3.5. Basis of reward: the attempt has been made by the researcher to find out the basis of
reward, whether it is given on seniority basis or performance basis by asking this
question.
Table 6.3.5.: Percentagewise response on basis of reward..
OPINION OF RESPONDENDS RESPONSE IN PERCENTAGE
A HIGLY AGREE 25.19
B AGREE 34.24
C NEUTRAL 6.29
D DISAGREE 18.81
E HIGHLY DISAGREE 15.47
SOURCE: Collected by the researcher
Figure 6.3.5.: Responses on basis of reward.
SOURCE: Collected by the researcher
In YKK India Pvt. Ltd. Bawal (Rewari, Haryana), majority of the employees think that get their
rewards on the basis of their performance because 34.24 percentage of employees are agreed and
25.19%
34.24%6.29%
18.81%
15.47%
Basis of reward
A (25.19 %)
B (34.24 %)
C (6.29 %)
D (18.81 %)
E (15.47 %)
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Data clearly indicates that only 13.26 percentage of the employees are highly agreed that their
superior do this job while 17.43 percentage of the employees are agreed and 7.54 percentage of
the employees are neutral and same place 32.41 percentage of the employees are disagreed and
24.36 percentage of the employees are highly disagreed with the fact that their superior help
them to improve their performance.
6.3.7. Appraisal and personal relation with superior: Personal relation of the subordinate
with his superior also affects the result of appraisal. To get the view of employees about
this fact in their present appraisal system, this has been asked.
Table 6.3.7.: Percentagewise response on appraisal and personal relation with superior.
OPINION OF RESPONDENDS RESPONSE IN PERCENTAGE
(percentage)
A HIGLY AGREE 11.43
B AGREE 14.92
C NEUTRAL 5.72
D DISAGREE 27.37
E HIGHLY DISAGREE 40.54
SOURCE: Collected by the researcher
Figure 6.3.7.: Responses on Appraisal and personal relation with superior.
Appraisal and personal relation with
superior.
A (11.43 %)
B (14.92 %)
C (5.72 %)
D (27.37 %)
E (40.54 %)
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SOURCE: Collected by the researcher
As per the collected data, 37.24 percentage of the employees are highly disagreed, 29.43
percentage of the employees are agreed and 6.72 percentage of the employees are neutral about
this statement whereas 16.26 percentage of the employees are highly agreed and 11.34
percentage of the employees are agreed with this.
6.3.10.Performance improvement and appraisal system: This question shows the extent to
which employees performance is depend upon the appraisal result.
Table 6.3.10.: Percentagewise response on performance improvement and appraisal system..
OPINION OF RESPONDENDS RESPONSE IN PERCENTAGE
A HIGLY AGREE 31.34
B AGREE 30.18
C NEUTRAL 7.37
D DISAGREE 12.26
E HIGHLY DISAGREE 8.27
SOURCE: Collected by the researcher
Figure 6.3.10.: Responses on performance improvement and appraisal system..
Opportunity of self-reviw and reflection
A (16.26 %)
B (11.34 %)
C (6.72 %
D (29.43 %)
E (37.24 %)
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Figure 6.3.11.: Responses on Superiors review and feedback.
SOURCE: Collected by the researcher
The views of the employees are very clear as 37.52 percentage of the employees are highly
disagreed, 28.17 percentage of the employees are disagreed and 8.2 percentage of the employees
are , where as 14.08 percentage of the employees are highly agreed and 12.02 percentage of the
employees are agreed with this statement.
6.3.12.Performance appraisal importance in performance improvement: This question
involves the importance of the appraisal for the improvement in the employees
performance.
Table 6.3.12.: Percentagewise response on importance of Performance Appraisal in performance
improvement.
OPINION OF RESPONDENDS RESPONSE IN PERCENTAGE
A HIGLY AGREE 41.71
B AGREE 25.09
C NEUTRAL 64.43
D DISAGREE 14.85
Superiors review and feedback.
A (14.08 %)
B (12.02 %)
C (8.2 %)
D (28.17 %)
E (37.52 %)
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E HIGHLY DISAGREE 11.92
SOURCE: Collected by the researcher
Figure 6.3.12.: Responses on performance appraisal importance in performance improvement.
SOURCE: Collected by the researcher
The above chart shows that 41.71 percentage of the employees are highly agreed, 25.09
percentage of the employees are agreed and 6.43 percentage of the employees are neutral,
somewhere there are also some of the employees who do not think it is much important for
performance improvement as 14.85 percentage are disagreed and 11.92 percentage of the
employees are highly disagreed.
6.3.13.Comfort level with superior: subordinates must feel comfortable while discussing any
problem with their superior and how much comfortable they feel, its major responsibity is
on the superiors behavior. Therefore, the researcher has made an attempt to know what
the employees think of their in this regard.
Table 6.3.13.: Percentagewise response on comfort level with superior.
OPINION OF RESPONDENDS RESPONSE IN PERCENTAGE
A HIGLY AGREE 13.08
B AGREE 12.61
Performance appraisal importance in
performance improvement.
A (41.71 %)
B (25.09 %)
C (64.43 %)
D (14.85 %)
E (11.92 %)
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C NEUTRAL 7.68
D DISAGREE 27.21
E HIGHLY DISAGREE 39.42
SOURCE: Collected by the researcher
Figure 6.3.13.: Responses on comfort level with superior.
SOURCE: Collected by the researcher
The data shows,39.42 percentage of the employees do not find themselves comfortable with
their superior because they are highly disagreed with this fact,27.21 percentage of the
employees are disagreed 27.21percentage of the employees are agreed and 7.68 percentage
of the employees are neutral. Same where 13.08 percentage of the employees are highly
agreed as well as 12.61 percentage of the employees are agreed.
6.3.14.Superiors spent time to know the subordinates; problem. This question involves the
concern of the superiors about their subordinates problem and performance. It will
reveal how much the superiors are interested to find out subordinates problem through
the response of the subordinate.
Table 6.3.14.: Percentagewise response on superiors spent time to know the subordinates;
problem.
OPINION OF RESPONDENDS RESPONSE IN PERCENTAGE
A HIGLY AGREE 10.52
Comfort level with superior.
A (13.08 %)
B (12.61 %)
C (7.68 %)
D (27.21 %)
E (39.42 %)
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B AGREE 8.38
C NEUTRAL 6.17
D DISAGREE 33.17
E HIGHLY DISAGREE 42.76
SOURCE: Collected by the researcher
Figure 6.3.14.: Responses on superiors spent time to know the subordinates; problem.
SOURCE: Collected by the researcher
Now the vision is clear, 42.76 percentage of the employees are highly disagreed,33.17
percentage of the employees are disagreed and 6.17 percentage of the employees are neutral
while 8.38percentage of the employees are agreed and 10.52 percentage are highly agreed
with this.
6.3.15.Satisfaction with appraisal system: This is concluding statement which will show an
overall view about the existing appraisal system. It will reveal the fact that how much
employees considers this system fair and suitable and how much do not like this.
Table 6.3.15.: Percentagewise response on satisfaction with appraisal system.
OPINION OF RESPONDENDS RESPONSE IN PERCENTAGE
A HIGLY AGREE 9.36
Superiors spent time to know the
subordinates; problem.
A (10.52 %)
B (8.38 %)
C (6.17 %)
D (33.17 %)
E (42.76 %)
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B AGREE 12.09
C NEUTRAL 17.82
D DISAGREE 24.26
E HIGHLY DISAGREE 36.47
SOURCE: Collected by the researcher
Figure 6.3.15.: Responses on satisfaction with appraisal system.
SOURCE: Collected by the researcher
Now the very important analysis is here as, 36.47percentage are highly disagree and
24.26percentage of the employees are disagreed with above statement and they are not satisfied.
Only 9.36percentage of the employees are highly agreed and 12.09percentage of the employees
are agreed and satisfied with existing appraisal system, whereas 17.82percentage of the
employees are neutral.
Satisfaction with appraisal system.
A (9.36 %)
B (12.09 %)
C (17.82 %)
D (24.26 %)
E (36.47 %)
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S.NO. CONTENTS PAGE NO.
7.1. SUMMARY
7.2. CONCLUSION
7.3. SUGGESTION
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Chapter - VII
7.1.Summary
The researcher conducted a study on Performance Appraisal System at YKK Pvt. Ltd. Bawal
(Rewari). The report on Evaluation of Performance Appraisal System in YKK India Pvt. Ltd.
Bawal (Rewari) is submitted towards partial fulfillment of the degree of MHRD from the
department of HRD, V.B.S. Purvanchal University Jaunpur. The main aim of the study is to
have a practical exposure of HR function carried out in organization. In this study the
researcher collected data and information on Performance Appraisal System in YKK India
Pvt. Ltd. Bawal (Rewari) and further analysed it and give suggestions for its improvements.
The methodology for project included, observation and personal interview. The researcher
interacted with the personnel from HRD Department and other departments too.Information
on the topic was collected from book, internet, and report from the organization, journals and
magazines.
Performance appraisal is the process of obtaining analyzing and recording about the relative
worth of an employee. A performance appraisal system provides an instrument for measuring
both an individuals performance and his relationship to the goals and structure of the firm.
The performance appraisal system focuses on performance at present and future potential of
the employee. The aim is not merely to decide about promotion, increase in salary, but also
to develop a rational basis for managing performance and preparing them for future
challenges. With the help of performance appraisal program, management comes to know
about its strong area as well as weak points of the organization.
YKK India Pvt.Ltd. Bawal is situated in Rewari (Haryana). It is one of the biggest Japanies
organizations in India. It gives employment to a large number of employees. In the
organization various Human Resource Management are selection, promotion and transfer etc.
there is an department to look after these HR functions. The Performance Appraisal process
at YKK India Pvt. Ltd. Bawal (Rewari) plays a crucial role to identify the weak point of itspersonnels competencies for future challenges and help in recommending them for training
and development program, welfare and annual increament of employees.
The performance is assessed by the supervisors through the plan know as Performance
Excellence Plan (PEP) with the help of HR department. This plan is based on simple rating
scale techniques of performance assessment. It consists of rating from one to six given on
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3. Appraisal should be conducted Twice in a Year as I found that most of the employeesfeel the need of performance appraisal should be followed twice in a year by personal
counseling which can be more helpful for assessing employees performance.
4. To make performance assessment program more effective in the organization shouldmake some effort for removing the feeling of Biasness from the superior while assessing
the subordinates. This can be done through establishing effective communication system
conducting sessions with subordinate.
5. The assessment Process should be Online as the most of the employees are equipped withcomputer and internet. It also saves the employees valuable time as well as paper work
and the completed within short period.
6. More T&D programs should be conducted covering all the employees who are going tobe assisted and all immediate superiors should be given a detailed on the system.
7. Instant reward/special allowances to the higher performer should be given as it canhelpful to motivate the employees.
8. HRD department should be more conscious about Training Need Identification duringappraisal. It will be helpful to both organization and employees too and by this right
employee will be chosen for training.
9. The appraisal data should be shown to the employees so that it may be used as input forthe recognition and encouragement of related employees. It may also be helpful in taking
corrective actions by the particular employee on his poor performance.
10.Periodic orientation programs should be conducted as they are helpful in explaining goal,objectives and other important t information related to performance appraisal system.
11.Knowledge criteria of concerned employee should also be involved in performanceappraisal system.
12.Performance appraisal system should be designed in such a way that it may give fullopportunity of self reflection and self review to employees.
13.Superior should give the time to their subordinate so that they may consult their problemswith superior. Superiors must regularly review subordinates performance and should
give them immediate feedback in YKK India Pvt. Ltd. Bawal (Rewari,Haryana).
14.As researcher find out that subordinate do not get the opportunity to express theirthoughts, view and problems while the process of performance appraisal. Superior must
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be flexible in their behavior so that subordinate can give new ideas and can improve their
performance.
15.The process of appraisal system should be very clear to every appraise so that they maytrust the result of appraisal and may improve the whole performance and a trust worthy
atmosphere can be prevailed.
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Arminio, J., & Creamer, D.G. (2001). What quality supervisors say about quality supervision.
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Barr, M.J., and Associates (1993). The handbook of student affairs administration. San
Francisco: Jossey-Bass Publishers.
Brown, R.D. (1988). Performance appraisal as a tool for staff development. New Directions for
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Creamer, D.G., & Winston, R.B., Jr. (1999). The performance appraisal paradox: An essential
but neglected student affairs staffing function. NASPA Journal, 36, 248-263.
Cummings, L.L., & Schwab, D.P. (1973). Performance in organizations: Determinants and
appraisal. Glenview, IL: Scott, Foresman.
Daughtrey, A.S., & Ricks, B.R. (1988). Contemporary supervision: Managing people and
technology. New York: McGraw- Hill.
Gote, D., (1996). The complete guide to performance appraisal. New York: American
Management Association.
Henderson, R.I. (1984). Performance Appraisal (2nd ed.). Reston, VA: Reston Publishing.
Janosik, S.M., Creamer, D.G., Hirt, J.B., Winston, R.B., Saunders, S.A, & Cooper, D.L. (2003).
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Kessler, H. W. (2003). Motivate and reward: Performance appraisal and incentive systems for
business success. Great Britian: Curran Publishing Services.
London, M. (2003). Job feedback: Giving, seeking, and using feedback for performance
improvement. Second Edition. London, England: Lawrence Erlbaum Associates.
McDade, S.A. (1987). Higher education leadership: Enhancing skills through professional
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Hodgkinson, H.L. (1974, Fall). Adult Development: Implications for faculty and administrators.
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Landy, F., Zedeck, S., and Cleveland, J.(1983). Performance measurement and theory. New
Jersey: Lawrence Erlbaum Associates, Inc.
London, M. (2003). Job Feedback: Giving, seeking, and using feedback for performance
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Lopez, F.M. (1968). Evaluating employee performance. Chicago, Illinois: Public Personnel
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Maddux, R.B. (1993). Effective performance appraisals: Third edition. Menlo Park, California:
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McKirchy, K. (1998). Powerful performance appraisals: How to set expectations and work
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QUESTIONNAIRE I
COMPANY PROFILE II
LOCATIONS III
TRAINING LOCATION IV
HRA STRUCTURE V
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4. Superior set the performance goal along with the
subordinate. 14.72 19.23 8.43 21.81 32.7
5. Rewards are given on the basis of performance not on the
basis of superiority. 25.19 34.24 6.29 18.81 15.4
6. My Superiors make effort to find out subordinates area