project on preformance appraisal

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CHAPTER 1

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1.1. INTRODUCTION:

Appraising the performance of individuals, group and organization is a

common practice of all societies. while in some insistences these processes are

structured and formally sanctioned, in other instances there are informal and integral

part of daily activities. Performance is conducted in a systematic and planned manner

and to achieve wide spread popularity in recent years. when properly conducted

performance appraisals not only let the employee know how well he is performing but

should also influence the employee future level of effort, activities, results and past

direction. under the performance appraisal we evaluate the not only the performance of

as worker but also his potential for development.

Performance appraisal also judges what the individual does for the organization

and what the organization should give to the individual. Appraisal provides information

about the performance of individuals employed in an organization. such information is

useful for any purpose like administration, placement, selection, promotion, financial

rewards, determination of grades, incentives or compensation etc.

Meaning:

Performance appraisal is method of evaluating the behavior of employee in thework spot, normally including both the quantitative and qualitative aspects of job

performance. Performance here refers to the degree of a accomplishment of the task

that make up an individuals job it indicates how well an individual is fulfilling the job

demands. Often the term is confused with effort, which means performance is always

measured in terms of results.

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PERFORMANCE APPRAISAL

Definition:

Performance evaluation or performance appraisal is the process of assessing the

performance and progress of an employee or of a group of employees on a given job

and his potential for development.

Formal definition:

It is the systematic evaluation of the individual with respect to

his/her performance on the job and his/her potential for development.

According to flippo:

Performance appraisal is the systematic, periodic and an impartialrating of an employees excellence in matters pertaining to his present job and his

potential for a better job.

1.2. OBJECTIVES:

1. To study the performance appraisal system of Mediciti hospitals.

2. To analyze the effects of performance appraisal and the employees attitude

towards the performance system.

3. To examine the employee feeling and reactions on the performance appraisal

system in terms of bias, productivity, methodology tools and the extent of

usefulness to them and to the organization.

4. To suggest some suitable changes in the existing system to make it more

positive, meaningful and effective in achieving the desired result.

1.3. NEED FOR THE STUDY

Performance appraisal has been considered as a most significant

indispensable too for an organization for the information it provides is highly

useful in making decision regarding various personal aspects such as promotions

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and merit increases. Performance measures also link information gathering and

decision making process which also provide a basis for the effectiveness of

personnel sub divisions such recruiting, selection, training, and compensation.

Accurate information plays as vital role in the organization as a whole. They

help pinpoint weak area in the primary system e.g. marketing, finance, and

production. It is easier for managers to see which employee need training or

counseling, because jobs are grouped by categories.

Performance is an important tool of personnel management it is a

judgment of the characteristics, traits of Performance of employees and has a wide

range of utility and goes a long way in prompting the overall Performance and

effectiveness of the organization. Thus there is growing concern for conducting asystematic, scientific unbiased Performance appraisal in almost all organizations. It is in

this context an attempt was made to evaluate the effectiveness of Performance appraisal

system in Mediciti Hospitals

1.4. INTRODUCTION TO PERFORMANCE APPRAISAL:

Performance appraisal is a method of evaluating the behavior of employees in the

work spot, normally including both quantitative and qualitative aspects of job

performance. Performance here refers to the degree of accomplishment of the tasks that

make up an individuals job. It indicates how well an individual is fulfilling the job

demands. Often the term is confused with effort, which means energy expended, and

used in a wrong sense. Performance is always measured in terms of results.

According to shubin, performance appraisal is a systematic appraisal of the

employees personality traits and performance on the job and is designed to determine

his contribution and relative worth to the firm.

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Characteristics:

1. It is process of consisting of series of steps.

2. It is the systematic examination of an employees strengths and weaknesses in

terms of his job.

3. It is a scientific and objective study. Formal procedures are used in this study.

4. It is an ongoing or continuous process therein the evaluation are arranged

periodically according to a definite plan.

5. The main purpose of performance appraisal is to secure information necessary

for making objective and correct decision on employees.

Objectives:

1. To provide feedback to employees so that they come to know where they standand can improve their job performance.

2. To provide a valid database for personnel decision concerning placements, pay,

promotions, transfer, punishment, e t c.

3. To develop positive superior-subordinate relations and thereby reduce

grievances.

4. To diagnose the strengths and weaknesses of individuals so as to identify

further training needs.

5. To provide coaching, counseling, career planning and motivation to

subordinates.

Thus performance appraisal aims at both judgmental and developmental efforts.

6. To review the performance of the employees over a given period of time.

7. To judge the gap between the actual and the desired performance.

8. To help the management in exercising organizational control.

9. Helps to strengthen the relationship and communication between superior

subordinates and management employees.

10. To diagnose the strengths and weaknesses of the individuals so as to identify the

training and development needs of the future.

11. To provide feedback to the employees regarding their past performance.

12. Provide information to assist in the other personal decisions in the organization.

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13. Provide clarity of the expectations and responsibilities of the functions to be

performed by the employees.

14. To judge the effectiveness of the other human resource functions of the

organization such as recruitment, selection, training and development.

15. To reduce the grievances of the employees.

Uses:

1. It provides valuable information for personnel such as pay increases promotions,

etc.

2. It helps to judge the effectiveness of recruitment, selection, placement and

orientation systems of the organization.

3. It is use full in analyzing training and development needs.4. It can be used to improve performance through appropriate feedback.

5. It facilitates human resource planning, career planning and succession planning.

A competitive spirit is created and employees are motivated to improve their

performance.

METHODS OF PERFORMANCE APPRAISAL

Several methods and techniques are used for evaluating employee performance.

These may be classified into traditional and modern methods.

Traditional methods:

Ranking method: Is technique, evaluator assigns relative ranks to all

employees in the same work unit doing the same job. Employees are ranked for

the best to the poorest on the basis of overall performance. The relative passion

of an employee is reflected in the numerical rank. It is time saving and

comparative evaluation technique of appraisal.

Man-to-man comparison method: In this method, certain factors are selected

for the purpose of analysis and the rater for each factor designs a scales. A scale

of man is also created for each selected for each factor. The each man to be

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rated is compared with the man in the sale, and certain scores are awarded to

him. In other words, a whole man is compared to a Key man in respect at a

time. This method in job evaluation and is known as the factor comparison

method.

Paired Comparison Method: This is to modified from a man-to man rating.

Herein, each employee is compared with all others in pairs one at determines his

rank. Comparison is made on the basis of overall performance.

Forced Distribution Method: In this technique appraises an Employee

according to a predetermined distribution scale. It is assumed that it is

desirable to rate only two factors by this method, i.e. job performance and

promo ability. For this purpose a five-point performance Scale is used without

any descriptive statement and employees are placed between two extremes of

good and bad performance.

Graphing Rating scale: It a numerical scale indicating different degree of a

particular trait. The rater is given a printed from for each employee to be rated.

The from contains several characteristics relating to the personality and

performance of employee. Intelligence, attitude, quality of work, leadership

skills, judgment, etc. are some of these characteristics. This method is widely

used as it is easy to understand. It allows a statistical tabulation of scores and, a

ready comparison of Scores among the employees is possible. The approach is

multidimensional as several significant dimensions of the can be considered in

evaluation.

Critical Incident Method: In this method the superior keeps a written Record

of critical (either good or bad) events and how different employees behaved

during such events. The rating of the employee depends on the positive or the

negative behaviors during these events. The critical incidents are identified after

though study of the job discussions with the staff. This method to avoid vague

impressions and general remarks as the rating is based on actual record of

behaviors.

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Forced Choice Description Method: In this method, the rating elements are

several sets of pair phrases or adjectives relating to job proficiency or personal

qualifications. The rate is asked to indicate which of phrases is most and least

descriptive of the employee.

Checklist Method: In this method, a series of questions are concerning an

employees behaviors. Here rater does not evaluate employee performance; he

supplies report about it and the personnel department does the final rating.

Free Essay Method: In this method, the supervisor makes a free from Open-

ended appraisal of employee in his own words his Impression about the

employees. The description is always as factual and concrete as possible.

Field Review Method: In this method, a trainer employee from the personnel

department interviews line supervisors to evaluate respective Subordinates. The

supervisor is required to give his opinion about the Progress of his Subordinates

and his plan of action in cases requiring for Consideration.

The traditional methods given above focus on the traits of an employee then on this jobperformance in the absence of predicated performance criteria or standards, the

personal bias subjectivity of the evaluator affects the rating.

The approached caused the following responses:

The very nature of the appraisal system led to criticism.

Criticism exercised a negative impact on goal attainment.

Criticism increased antagonism and defensiveness among employees resulting

in inferior performance.

Managers generally are not qualified to assess personality traits.

Some managers discourage good performance by over emphasizing

shortcomings and almost neglecting good work.

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In order to overcome these weaknesses some new techniques of performance

appraisal have developed.

Modern Methods:

Assessment Centre Method: - An assessment centre is group of employees drawn

from different work units. These employees work together on an assessment similar to

the one they would be handling when promoted. The most important feature of the

assessment centre is job related simulations.

Evaluators observe and rank the performance of all the participants. This groupevaluates all employees individually and collectively by using simulation techniques

like role-playing, business games and in-basket exercises. Employees are evaluated on

the basis of job related characteristics considered important for job success. The

evaluators prepare a summary report and feedback is administrated on a face-to-face

basis to the employees who ask for it. An assessment center generally measures

interpersonal skills, communicating ability to plan and organize, etc. assessment centers

are not only a method of appraisal but helps to determine training and development

need of employees and provide data for human resource planning.

Human Resource Accounting Method:- Human resources are a valuable assets for

any organization. These assets can be valued in terms of money. When competent and

well-trained employees level an organization the human assets ids decreased and vice

versa. Under this method performance is judged in terms of cost and contribution of

employees. Cost of human resources, planning, recruitment, selection, induct, training,

compensation, etc. contribution of human resources is the money value of labor

productivity or value added by human resources. Difference between cost and

contributions will reflect the performance of employees. This method is still in the

transitory stage and is, therefore, not popular at present.

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Behaviorally Anchored Rating Scales:- This method combine Graphic rating scales

with critical incidents method BARS are descriptions of various degrees of behavior

relating to specific performance dimensions critical area of job performance and the

most effective behavior for getting results are determined in advance. The rater records

the observable job behavior of an employee and compares these observations with

BARS. In this Way an employees actual behavior is judged against the desired

Behavior.

Advantages:-

Rating is likely to be accurate because these are done by experts.

The method is more reliable and valid as it is job specific and identifies

observable and measurable behavior.

Rating is likely to be more acceptable due to employee participation.

The use of critical incidents is useful in providing feedback to the employee

being rated.

Weaknesses:-

It is very time consuming and expensive to develop BARS for every job.

Behaviors used are mare actively oriented than results oriented.

Management By Objectives: (MBO)

Management by objective where by the superior and ordinate managers of

an organization jointly identify its common goals, defines each individuals major areasof responsibility in terms of results expected of him, and use three measuring of guides

for operating the unit and assessing the contribution of its members. Thus, MBO

focuses attention on participate set goals that are tangible, verifiable and measurable.

The emphasis on what must be accomplished rather than how it is to be accomplished.

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Both superior and subordination jointly discuss whether the ub ordinate achieved the

goals or not. if not, they should identify the reasons for deviation like strike/lockout,

market change etc, the superior and employee determine the new goals and

Performance objective for the period based on Performance levels. With MBO the

focus of the appraisal process shifts from the employee personnel attributes to the job

Performance. Thus, the MBO process is developed mental in that it directs employees

to move in desired directions and reach the expected level of achievement.

Advantages:-

Ends-means chain

Role clarity

Objective appraisal

Motivation development

Co-ordination

Management development

Limitations:-

Difficulty in goal setting

Problem of participation

Lack of understanding

Time-consuming and expensive

Inflexibility

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1.5. RESEARCH METHODOLOGY

Research in common parlance refers to a search for knowledge.

Research can be defined as scientific and systematic search for pertinent information on

a specific topic. It can also be defined as scientific investigation or a careful

investigation, enquire specially through search for the new facts in any branch of

knowledge or a voyage of discovery.

Research design:

Description research was conducted to collect data. Descriptive researchincludes survey and fact enquiries of different kinds. The major purpose of descriptive

research is description of the state of affairs as it exists at present.

Data sources:

The study used both secondary and primary data.

Primary data

For the purpose of study, the researcher prepared a structures and protested

questionnaire which was administered to the cross section of supervisors and artisans of

Mediciti. The researcher conducted informal interviews with the employees to know the

facts.

Secondary data

The researcher collected the information about the topic and concept about the

topic from books written by management journals and magazines related to

management.

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Methods of data collected:

The data was collected through questionnaires

Sampling:

Sample is the representative of the whole universe or population. Her the universe

constitute employees and the Sample is drawn though stratified Sampling Method

where only Non Executive employee are considered.

Sample technique

The present study uses stratified Sampling Method. If the Population from

which the Sampling technique is generally applied in order to obtain a representative

Sample.Sample Size

The total Sample Size was restricted to 100 Samples from employees.

Scope:

The present study is an attempt to get the theoretical concept, Methods and

procedures of the Performance appraisal system and to understand their practical

application and problems encountered in implementing these systems in real

organization situation.

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CHAPTER 2

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2.0.REVIEW OF LITERATURE

Performance appraisal is a formal structural system of measuring and evaluating an

employee job related job related behavior and out comes to discover how and why the

employee is presently performing on the job, how the employee can perform more

effectively and in the future so that the employee, organization and society all benefits.

Managing workplace performance

Managing the workplace is a daunting task. In these pages you will find tips and

systems for creating a productive workplace. We will investigate performance

appraisals, techniques for effective communication, how to give disciplinary feedback

in a positive manner, and much more.

We have a dedicated staff ofHuman Resources professionals sharing their knowledge

with you. Even week we will feature more articles and commentaries. Bookmark this

website. Refer this performance management resource to your professionals

management colleagues!

We will give you the keys to formulating an effective management strategy. So put on a

cup of coffee. Lets share some ideas!

Featured articles:

The Essential Elements of performance appraisal as part of a performance

management system:

Effective performance management requires a good deal of face-to-face supervisor-

employee interaction. If supervisor does not know his or her workers, then he or she has

far fewer opportunities to steer them onto a path of greater productivity and optimized

output. It has been shown that long-term successful business owners view performance

appraisals as a process of getting to know the people who work for them. All too often,

performance management specialists focus on charting out who wins and losses among

the employees. While this system of incentives for promotion and salary raises is very

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important, it is only a part of the overall picture. Unfortunately, the vast majority of

businesses today are ignoring the potential assets gained from using performance

appraisal to promote a higher quality of human capital. Yet the best performance

management does indeed teach the employee base just as much as it grades it.

Career development as part of a performance management program:

One of the fundamental factors for bringing about an effective performance

management program is often one of the most forgotten. All too often a supervisor will

mistakenly focus all of his or her resources entirely on rating and ranking the

workforce, doling out promotions or laying off workers as need be. While these steps

are an essential element of performance management, they fall short in the long run. Tobegin with, employees are left feeling as though their company has neglected their

individual career needs. This ultimately leads to higher employee turnover and makes it

difficult for an organization to retain top quality talent. That is why effective

performance management incorporates the workers needs with that of the company.

When engaging an employee base on the level of their performance, the successful

manager will work to align the companys goals with those of the individualized career

paths to insure a high level of worker loyalty and long term productivity.

Ranking and Rating systems:

One of the essential components to appraising an organizations workforce

is through the use of rating and ranking systems. No one will dispute that the use of

charts and grids to determine business solutions in the human resources realm is one of

the best way to get direct results onto a page. Indeed, it is said to be a fundamental

starting point when marking big decisions about promotions and layoff. As with any

grid system there is always an element of imperfection, even after all the numbers are

been crunched. That said, however, it is hard to dispute that this simple, quantitative

approach to employee performance appraisal is impossible to ignore. It requires a good

deal of careful bookkeeping, but often can yield very useful and informative results

within the context of an employee evaluation.

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Interim performance coaching:

Any new job title comes with a certain level of reasonable goals that the

employee is expected to strive for. In run down, inefficient job situations, these goals

are often left undetermined and never accurately evaluated. For the successful

enterprise, however, there is a high level of clarity when it comes to defining, and

assessing, how an employee measures up to the required achievements set before him

or her. Yet ever when the strategy is clear, many supervisors fail to see the dynamism

of reality and unforeseen circumstance that can impact normal expectations.

Leadership Training: Employee LeadershipThe employees who are placed in the executive rung can lead a company to riches or to

ruin, and the right performance management ensures successful leadership at the top.

Qualified executive are most probably a companys most important asset, and

developing leaders who are skilled and competent is a critical function of effective

performance management. Unfortunately, for many performance management

specialists, the task of training those in the highest levels is a daunting one. Thats

because trying to define the core responsibilities of an executive is becoming more

elusive every day.

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Process of performance appraisal:

Establishing performance standards: - The appraisal process begins with the

setting up of criteria to be used for appraising the performance of employees.

The criteria are specified with the help of job analysis, which reveals the

contents of job. This criteria should be clear, objective and in writing.

Communicating the standards:- The standards are conveyed to the employees

and the evaluators. A feedback regarding the standards should be obtained from

the evaluators and the employees for revision or modification.

Measuring performance:- This requires choosing the right technique of

measurement, identifying the internal and external factors influencing

performance and collecting information on results achieved.

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Establishing Standards of Performance

Communicating Performance Appraisal

Measuring Actual Performance

Company Actual Performance with

Standard laid

Discussion of appraisal with employees

Corrective Actions


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Comparing the actual with the standards:- Actual performance is compared

with the predetermined performance standards. Such comparison will reveal the

deviation, which may be positive or negative.

Discussing the appraisal:- The results of the appraisal are communicated to

and discussed with the employees. Along with the reason behind them are also

analyzed and discussed such discussion will enable the employee to know him

weakness and strengths.

Taking corrective actions:- Through mutual discussions with employees, the

step required to improve performance are identified and initiated. Training,

coaching, counseling. Etc. are examples of corrective actions that help to

improve performance.

The Way Forward Process:

PROBLEMS OF PERFORMANCE APPRAISAL:

The idea approach to performance evaluation is that in which the evaluator is

free from personal biases, prejudices and idiosyncrasies. This is because when an

evaluation is objective it minimize the dysfunctional behavior of the evaluator, which

may be impede objective evaluation are

The halo effect: - the halo effect is a tendency to let the assessment of

individual one trait influence the evaluation of that person on other specific traits.

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Performance Appraisal

CompetenciesRewarding Performance Career Development &

Succession Planning

Training & Development


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There is this effect in appraisal when the appraiser assigns the same rating to all traits

regardless of an employees actually performance on these traits.The hallo effect refers

to the tendency to rate an individual consistently high or low or average on the various

traits, depending upon whether the raters overall impression of the individual is

favorable or not. This mean that the halo effect allows one characteristic , or

occurrence( either good or bad)to influence the rating of all performance factors. The

hallo effect problem can be alleviated by:

Providing training to the evaluators.

Restructuring the questions by requiring the evaluator to consider each

question independently.

Spill Over Effect: This type of error occurs when past performance rating influence the

current rating.

STEPS FOR MAKING APPRAISAL SUCCESSFUL

Existence of an atmosphere of confidence and trust.

The result of performance rather than personality traits should be given due

weight.

The supervisor should analyze the strengths and weaknesses of the employee

and advise him.

The appraisal program should be immediately communicated to the employee.

A post appraisal interview should be arranged.

Training can be used to improve the standards of performance appraisal.

The right appraisal tools should be chosen to minimize arising problems.

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CHAPTER 3

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COMPANY PROFILE

INTRODUCTION

Mediciti Health care Services Private Limited was incorporated on 14th Feb,

2003 at Hyderabad. The company is private company is private company with a

meaning of clause (iii) sub clause (1) of section 3 of companies Act, 196. The first

Board of Directors of the company are Shri. B.Narayanaswamy, Shri. R. Satish Reddy

and Shri.m.Akkeswara Rao. Dr. P.S.Reddy is the Founder & chairman and Dr. Vijay

Kumar is the CEO of Mediciti Hospitals. Prof. Nagamalleswara Rao GL is the director

& COO, of Mediciti Hospitals.

In this modern era of fast changing world super specialization in any field is the global

trend, so in medicine with the advancement of technology and an ever increasing need

to learn more, more specialized courses are the need of the hour, our nation cannot

afford to lag behind in this era of globalization.

The professional at Mediciti has been bringing together Quality Services to fill Quality

Needs. Whether you are looking for a Health Check Services or Medical ServicesProvider, Mediciti is here to serve you curing is process, one that requires meticulous

dedication and skilled knowledge.

At MediCiti, we deliver the best health care, courtesy an experience of more than 12

years. More than all these we ensure that the human touch is felt in every aspect of the

process, because to care with all the heart is the cure in entirety. Do remember us in

tough times, which you need nothing short of the best specialist to trust.

Mediciti launched its website on 26th May2005, inaugurated by Dr.Mrs.Uma Shashi

Sharma Honble Mayor Indore and Guest of Honor Mr.P Naragari IAS Municipal

Commissioner-Indore.

Pulmonary Medicine has conducted a

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Cough Check Fortnight from 1st August to 14th August 2005. The package includes X-

ray, Blood test, PFT and pulmonologist consultations. The package cost was Rs. 200/-

only and it has received a tremendous response.

As much number of Hospitals are operating in the present world Mediciti has got its

own unique specialties. Some of the most important are

14 year old hospital with full time dedicated senior consultants.

Centrally located Hospital.

24 hours service for all types of emergencies and critical care.

It is a one stop center for excellence with multi disciplinary (Multi Super

Specialties) interaction under one roof

24 hours emergency care available by Senior Consultants working in a group in

all the departments.

ICCU, Emergency conveniently located in the ground floor for speedy action.

Exclusive & unique Respiratory Intensive Care Unit in the twin cities.

Diagnostic facilities with rapid and accurate results within 2 hours of the sample

collection

Experience and success rate in handling all types of emergency cases is highest

in the twin cities in the corporate sector.

We have a DNB program running successfully for the 3 rd year ensuring round

the clock care.

Very good survival rate for poisoning cases.

We have a combination of academicians and interventionists and well known

consultants from different groups.

Speed and Accuracy of primary Diagnosis of a patient is very good.

Infectious diseases of all varieties are treated by our specialists with a high

success rate.

Ac General ward at a reasonable price at par with super deluxe rooms of high

quality nursing homes.

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Objectives:

To establish and run the hospital as a nonprofit health and medical organization.

To provide best service and treatment to the patients who are economically

backwards and poor.

To acquire the latest equipment which will assists the treatment process and

offer the service affordably.

Assure quality nursing care according to ANA/NLN Nursing Standards for

Geriatric and Home Health Nursing.

Providing knowledgeable staff in numbers sufficient to provide an appropriate

level of care and frequency of visits in the home.

Provide high quality health care services in a cost-effective manner.

Provide knowledgeable staff in numbers sufficient to provide and appropriate

level of care and frequency of visits in the home.

To establish, maintain, run hospitals, clinics, nursing homes, mobile medical

units, medical service centers, and intensive care units including the business of

setting up and running diagnostic centers.

To undertake, provide, and assist in all kind of research and development work

required to promote, assist or engage in setting up of hospitals, clinics,

laboratories etc.

To establish, promote, run every type of clinics X-rays, ECG, EEG

computerized assisted tomography, diagnostic centers with our profit making.

To carryon the business of manufacture, buys, sell, import, export, and generally

to deal with all types of surgical, medical, pharmaceutical, scientific and

equipment instruments, appliances, accessories, and diagnostic and reagent kits,

diagnostic equipment, aids and accessories, health care aids, health care

products and instruments.

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The Origin of MEDICITI HOSPITALS:

Mediciti Hospitals, Hyderabad was established in 1993 as a result of a vision

envisaged by Indian medical professionals in the U.S.A to serve patients with quality

medical care of International standards at an affordable cost.

SHARE (Science Health Allied Research & Education) has been setup by Asian

Indians who have organized themselves in the USA to form a not for profit

organization to channel their efforts in helping their motherland gain access to worldclass health care, research and education.

To execute the projects SHARE INDIA and SHARE Medical Care were formed in

India.

SHARE (Science Health Allied Research & Education)

SHARE chose to start the project in Andhra Pradesh in a rural area of Ranga- Reddy

District. The main center is situated on about 100 acres of land on the shore of the

picturesque Shamirpet Lake.

REACH (Rural Effective Affordable Comprehensive Health Care) is an award-

winning program of SHARE and serves approximately 29 surrounding villages of

Medchal Mandal (country), which form the nucleus of this innovative project.

This center is well equipped with and intensive care unit, state of the art equipment

such as the cardiac catheterization laboratory, operating theaters and residential quarters

for staff and visitors.

THE MISSION:

To create and promote an innovative system in which scientists and health care

professionals succeed, by building a creative environment for, not merely the elite, but

an institution in which every inventive, hardworking individual can thrive.

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THE MEANS:

To fulfill its mission, SHARE conceived of an international medical science city

MediCiti. An institution in India, with state of the art equipment and facilities second

to none in the world. A shrine, which nurtures creativity and fosters excellence.

To provide Indians access to:

Training in preventive, diagnostic, therapeutic and research skills.

Advanced medical Care where service and not profit is the motive

Research in any field, in a conducive environment and with all modern tools.

THE OBJECTIVE:

The objective ofSHARE (Science Health Allied Research & Education) is to channel

the desire of Indians to give back to their Country of origin and translate their dreams

into reality. SHARE is a charitable organization dedicated to promoting Spirit of

sharing with those less fortunate than oneself.

Project REACH (Rural Effective Affordable Comprehensive Health Care) waslaunched in 1994 by SHARE INDIA to develop a viable model of a health care

delivery system so that Health Care for ALL becomes a reality.

Why,REACH?

The present Health Care Delivery System based on one PHC (Primary Health Care) for

every 30,000 population has failed to produce the desired results for the following

reasons:

Lack of infrastructure to support lifestyle of Doctors and their families which

resulted in failure to recruit and retain Doctors in rural areas.

Huge number of PHCs precluded adequate equipment and staff to provide

quality services

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People lacked confidence in ill-equipped, ill-staffed and poorly attended

Centers.

MILESTONES:

Contributions to SHARE INDIA are totally tax-exempt under section 35(I) (ii) of

Indian Income Tax Act. Contributions to SHARE MEDICAL CARE are 50% tax

exempt under section 80G of the Indian Income tax Act.

1981 SHARE USA incorporated as tax-exempt organization.

1985- Dr .PS Reddy addresses the first press Conference and declares NRIs proposal

to set up International Medicine Sciences City.1986- SHARE INDIA formed and registered.

1987-SHARE MEDICAL CARE registered. 100 acres of land acquired at Medchal

adjoining Shamirpet Lake.

1990- August 18- International Medical Sciences City renamed MediCiti. Foundation

stone laid by Dr. M.Chenna Reddy, Chief Minister, Andhra Pradesh.

1993- October 29 First Cardiac Cath performed. November 4- Sarovar Building

leased for Citi Center.

1994- January -6 Bed ICU started.

1995- March 12- Citi Center formally inaugurated by Sri NT Rama Rao, Chief

Minister, Andhra Pradesh.

1996- The 8 bed Medical Intensive Care Unit was initiated. The Division of

Hepatology and Gastroenterology was started.

1997- Dialysis Nephrology and kidney Transplant Unit were started. The Citi Center

Cathlab was commissioned.

1998- Dental Maxillofacial Surgery Division was started General & Laparoscopic

Surgical theaters were started Neurosurgery theater was started with Post Operative

Intensive Care Units Respiratory Intensive Care Unit was commissioned Cardio

thoracic Surgery Unit commenced at Citi Canter.

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1999- Pediatric & Neonatal Intensive Care Unit commissioned The ENT Division with

surgical facilities commissioned.

LIST OF THE DEPARTMENTS:

Accounts

Administration

Anesthesia.

Billing

Bio- Medical Engineering

Cardiology

Cardio Thoracic

CC CSSD

Dietetics

Emergency Medicine

Endocrinology

Engineering

Front Office

Gastroenterology

House Keeping

Information Technology

Internal Medicine

Laboratory Medicine

Laparoscopic and General Surgery

Marketing

Medical Records

Nephrology

Nursing

OP Secretarial Service

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Orthopaedics

Paediatrics

Personnel & HRD

Pharmacy

Physiotherapy

Pulmonology

Purchase

Radiology & Imageology

Security

Stores

Surgical Resident Group

Transport

Each department has its own significance and they equally contribute to the overall

success of the organization.

ABOUT MEDICITI HOSPITAL & ITs FEATURES:

Centrally located Hospital

24 hours service for all types of emergencies and critical care

It is a one stop center for excellence with multi disciplinary (multi super

specialties) interaction under one roof

24 hours emergency care available by Senior Consultants working in a group in

all the departments

ICCU, Emergency conveniently located in the ground floor for speedy action

Exclusive & unique Respiratory Intensive Care Unit in the twin cities

Diagnostic facilities with rapid and accurate results within 2 hours of the

sample collection

Experience and success rate in handling all types of emergency cases in highest

in the twin cities in the Corporate sector

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We have a DNB programme running successfully for the 3rd year ensuring

round the clock care

Very good survival rate for poisoning cases

We have a combination of academidicians and interventionists and well known

consultants from different groups

Infectious diseases of all varieties are treated by our specialists with a high

success rate

Speed and Accuracy of primary Diagnosis of a patient is very good.

AC General ward at a reasonable price at par with super deluxe room of high

quality nursing homes

HIV patients are treated with full confidentiality at no extra cost

Separate Dialysis machines for HbsAg +ve and ve patients

Cadaver transplants are done

Non-invasive ventilations monitored by a well qualified Pulmonologist

Radial cardiac interventions, Dobutamind stress, 3D Echos are done

Visiting consultants are accessible directly through their mobile numbers.

VISION BEHIND MEDICITI:

Mediciti was founded with the specific aim of providing high quality advanced

medical care at the lowest possible costs. I am happy to state this adjective has been met

to a large extent. However, it should not be forgotten that a large and very important

component of quality care is the human component. Compassion, prompt attention,

patient hearing and Mediciti. Quality improvement is its external goal. The quality of

care index can be calculation by dividing the time a consultant spends by the time the

patient has waiting to get the consultants attention. Improvement in this is index in oneof the parameters used to gauge improvement in quality of care at Mediciti.

I hope Mediciti will continue to be the torchbearer of quality care and set

standards that other hospitals would strive to achieve. I wish Mediciti continued success

in striving to reach new horizons in delivery of quality medical care.

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HUMAN RESOURCE POLICIES:-

Salary structure = basic + HRA + spl. conveyance

Provident fund (PF): 12% on basic salary.

Leaves: 30 pa on confirmation

Increments: every year from D.O.J (date of joining)

Medical: 50% concession to you and your family on conformation of services.

Canteen: can avail subsidized breakfast Rs:7/- and lunch Rs:20/-

RULES:

Proxy punching is subversive of discipline and against the attendance punching

procedure and amount to misconduct as per the service rules of hospitals.

Do not punch/swipe others card.

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CHAPTER 4

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INDUSTRY PROFILE

AN OVERVIEW OF INDIAN HEALTHCARE

With the demand for healthcare for exceeding supply, Indias health industry is expecte

to grow by around 13% a year for the next year, CONFEDERATION OF INDIA

INDUSTRY[C11] has started in a press release issued recently. Indias healthcare

sector having made impressive strides in recent years has growth to Rs73000 cr

industry, which is roughly 4% of G.D.P.

Healthcare industry is booming all over world. In the U.S.A. it is already the largest

services sector and worldwide it is started to be a $4 trillion market by 2005. The

corporate hospital will be play a positive role in healthcare sector by taking the load off

from government hospitals, whose performance hasnt been to the mark.

The last three decades, as a result of initiatives and reforms, private sector is emerging

as a major force in healthcare delivery services adding to this the insurable companies,

The hospital hardware and software copmanies, which have come togeather to create

the boom.

FACTORS ATTRACTING CORRPORTE IN HEALTH CARE SECTOR:

i. RECOGNITION AS AN INDUSTRY: In the mid 80s the health sector

was recognized as an industry. Hence it became possible to get-term funding

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from the financial institution. The government also reduced the import duty

in medical equipments technology, thus opening up the sector.

ii. The rise of literacy rate, higher level of income and increasing awareness

through deep preservation of medical channels, contributing to greater

attention being pained to healthcare with the rise in the system of nuclear

families, it become necessary for regular health checkups and incenses in

health expenses for the bread reaner of the family.

iii. OPENING OF THE INSURANCE SECTOR:

In India approximately 60% of total health expenditure comes from self-paidcategory as against government contribution of 25-30%. A majority of

private hospitals are expensive for a normal middle class family.

The opening up of the insurance sector to private players is expected to

guide a shot in the arms of health are industry health insurance will make

health care affordable large number of people currently, in India only 2

million people(0% of total population of are covered under medical-claim)

GROWTH OF PRIVATE SECTOR:

Lack of funding has thus bbeen the biggest abstract to the growth of private hospitals

the government eliminated this constraint by extending tax benefits to investors in

private hospitals with 100 beds or more. It also reduced in impact duty on life saving

equipment from 25-5% to encourage hospitals to input the latest equipment, the private

sector already accounts for about 70% of Indias healthcare services market and the

incentive will further fuel the growth.

OPPURTUNTIES:

Good healthcare in India is in extreme short supply and gap prevents vast opportunities

to the corporate to plug in among the major growth, low density of opportunities to

corporate to plug in among major groups, low density of doctors in Indian with only 43

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CHAPTER 5

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ANALYSIS

AND

INTERPRETATION

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1) When performance appraisal is made in the organization?

Options Respondents

Monthly 18

Quarterly 14

Yearly 68

Total 100

Interpretation:

68 Respondents says performance appraisals are made annually, 14 says

Quarterly and 18 says monthly.

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2) How do you describe your present job?

Options RespondentsChallenging 46

Interesting 34

Normal 20

Total 100

Interpretation:

46 Respondents says job is challenging, 34 respondents say interesting and 20

respondents say it is normal.

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3) Are you aware of the objectives of performance appraisal system in your

organization?

Options RespondentsYes 76

No 24

Total 100

Interpretation:

76 Respondents stated that they know the objectives of performance appraisal

in their organization and 24 respondents stated dont know about the objectives of the

performance appraisal.

4) What type of performance appraisal system is followed in your organization?

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Options Respondents

Open-system 32

Confidential system 68

Total 100

Interpretation:

32 Respondents stated that open-system of appraisal is followed in theirorganization and 68 respondents stated that confidential system of performance

appraisal is followed in the organization.

5) Is there any conflict arise between employees after performance appraisal is

made?

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Options Respondents

Frequently 2

Often Sometimes 76

Never 22

Total 100

Interpretation:

The above table explains that only 2% conflicts are arise between employees

after performance appraisal is made, 76 respondents say often sometimes and 22

respondents say that conflicts never arise between employees after performance

appraisal is made..

6) Are there any job expectations established before performance appraisal?

Options Respondents

Frequently 56

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Often sometimes 24

Never 20

Total 100

Interpretation:

56% of employees say that job expectations are established before

performance appraisal, 24% of employees say often sometimes and 20% say never

established job expectations before performance appraisal.

7) Who rates the performances?

Options Respondents

Superiors 72

Subordinates 13

Clients 10

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All 5

Total 100

Interpretation:

The above table explains 72 respondents say that superiors rates the

performance, 13 respondents say that subordinates and 10 respondents say that clients

and 5 respondents say that all of them rates the performance.

8) On what basis performance appraisal is made?

Options Respondents

Total output 22

Behavioral efficiency 18

Both 60

Total 100

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Interpretation:

The above table explains that 22 respondents says that performance appraisal is

made on the basis of total output, 18 respondents says that on the basis of behavioral

efficiency and 60 respondents say that on the basis of both.

9) Does any change arise after appraising the performances of employees?

Options Respondents

Yes 64

No 36Total 100

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Interpretation:

The above table explains about that 64 respondents says that there is a change

after appraisal of performance and 36 respondent says that there is no change araised

after appraisal.

10) Does performance appraisal process help to raise organizations total output?

Options Respondents

YES 80

NO 20Total 100

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Interpretation:

The above table explains 80% employees say that performance appraisal

process help to raise the organizations output and 20%employees say that performance

appraisal process doesnot help organisations output.

11) Promotions should not be based on Performance Appraisal ratings as the

Main Input.

Options RespondentsAgree 45

Disagree 35

Cant say 20

Total 100

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Interpretation:

The above table explains that promotions should not be based only on

performance appraisal ratings as main input.

12) Our Performance Appraisal System helps me understand my strengths and

weaknesses relating to my performance so that I can make efforts to improve and

grow.

48

Options Respondents

Agree 75

Disagree 10

Cant say 15

Total 100


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Interpretation:

The above table explains about appraisal system helps to understand strengths

and weaknesses relating to performance so that can make efforts to improve and grow

as 75% respondents were agreed,10% disagreed and 15% cant say.

13) Appraisal ratings should be known to the employee

Options Respondents

Agree 83

Disagree 5

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Cant say 12

Total 100

Interpretation:

This diagram represents that 83% respondents say that appraisal ratings should

be known to the employees, 5% disagree and 12% cant say.

14) Are you satisfied with the present appraisal system followed in your

organization?

Options Respondents

Satisfied 40

Partially satisfied 30

Dissatisfied 30

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Total 100

Interpretation:

This question represents present appraisal system should be followed in

organization. 40% are satisfied with present appraisal system ,30% partially satisfied

and 30% were dissatisfied.

15) Are you given feedback, once the appraisal is completed?

Options Respondents

YES 80

NO 20

Total 100

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Interpretation:

This chart represents that 80% respondents said the feedback is given once the

appraisal is completed.

16) Are any monetary or non-monetary benefits given for outstanding performance?

Options RespondentsYES 20

NO 80

Total 100

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Interpretation:

This chart explains whether the employees are getting benefits or not. 80% of

the employees are saying that they are not getting any benefits.

17) Specify your satisfaction level regarding the performance appraisal system carried

out in your organization?

Options Respondents

Highly satisfied 27

Satisfied 48

Moderate 10

Dissatisfied 10

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Highly dissatisfied 5

Total 100

Interpretation:

48% employees were satisfied with the performance appraisal system carried

out in organization.

18) Opinion about the appraisal system in your organization.

Options Respondents

Excellent 68

Average 14Satisfactory 18

Un-satisfactory 0

Total 100

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Interpretation:

68 Respondents says Excellent with the appraisal system in your organization,

14 says Average, and 18 of them satisfied.

19) Do you think present appraisal system creating a competitive environment at

work place?

Options Respondents

Yes 76

No 24

Total 100

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Interpretation:

76 Respondents stated that the present appraisal system creating a competitive

environment at work place and 24 of them no.

20) Whether provision of setting your own targets will improve your performance.

Options Respondents

Yes 88

No 12Total 100

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Interpretation:

88 Respondents stated that their will be some improvement in their

performance and 12 of them no.

21) Does the performance appraisal help in creating an effective work environment

and creating positive relationship?

Options Respondents

Strongly agree 0

Agree 80

Disagree 20

Strongly disagree 0

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Total 100

Interpretation:

The above table explains about the performance appraisal help in creating an

effective work environment. the employees 80 are agree and 20 employees are disagree.

22) Do you think present criteria used are true indicators for evaluating performance?

Options Respondents

Strongly agree 10

Agree 60Disagree 30

Strongly disagree 0

Total 100

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Interpretation:

The above table explains about the present criteria used are true indicators for

evaluating performance people says 60% agree and 30% disagree of the performance

evaluating.

23) Do you think performance appraisal forms proper basis for making decisions

regarding promotion and the like?

Options Respondents

Strongly agree 10

Agree 80Disagree 10

Strongly disagree 0

Total 100

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Interpretation:

The above table explains about the performance forms proper basis for making

decision regarding promotions and like here 80% of employees are agree and 10%

disagree.

24) Do you think self-appraisal is the best form of evaluating ones performance?

Options Respondents

Strongly agree 40

Agree 60

Disagree 0

Strongly disagree 0

Total 100

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Interpretation:

The above table explains about the self-appraisal is the best form of evaluating

ones performance 60% is agree about the self-appraisal and 40% are strongly agree.

25) Which one do you think is more helpful for better performance feedback?

Options Respondents

Formal appraisal 20

Informal appraisal 40

Both 40

Total 100

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Interpretation:

The above table explains about the more helpful for better performance

feedback in employees agreed highly about formal and informal appraisal both plays a

same role.

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FINDINGS, SUGGESTIONS

AND

CONCLUSION

6.1 FINDINGS:

A sample of 100 respondents was selected at random from different

departments. The cross-section of employees from the staff to middle level

management was sort for their opinions on the existing appraisal system.

A survey was conducted (by way of questionnaire and interview) to find out whether

the employees are satisfied with the existing system and their opinions on rated areas.

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The findings are given below:

The objectives of PA are not clear to many.

There is a good co-ordination between the employees.

There is good imbalance facility in the origination.

PAs have become a routine affair and not much important given and interest

shown towards their purpose.

Discussion between the appraisal and appraise regarding the appraisal is not

performed seriously.

Most appraisers lack proper training regarding the appraisal technique and in

dealing with post appraisal tools like counseling technique interview.

Factors to be included into the present criteria for performance evaluation:

Quality assignment of the work done.

Disciplinary/ administrative lapses.

Extraordinary occurrences.

Problem solving skills.

Productivity or work-output.

Attitude towards work.

Behavior and health.

Efficiency.

Capability to take up higher responsibility.

Formal Vs Informal appraisal

Formal appraisal: I is usually occurs at specified time period, once or twice a year. It

is required by the organization for the purpose of employee evaluation.

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Informal appraisal: It occurs whenever the supervisor feels the need for

communication.

Formal appraisal most often used for primary evaluation. However, informal appraisal

is very helpful for more performance feedback. The supervisor whenever feels the need,

discuses performance change in the employees work which helps in developing better

interpersonal relations and develops a positive environment. Employee problems are

identified and discussed from time to time which helps him improve his performance.

Reasons why performance appraisal does not form a basis for decisions regarding

promotions.

Biased evaluation is not a proper indication of an employees performance

standards.

Reliance on seniority rather than on performance for promotions is a major

drawback.

Manipulation, impression, likes and dislikes can damage the credibility of the

appraisal.

Self appraisals as the best form of evaluation ones performance:

This refers to the evaluation that employees make of themselves. Generally, after

the employee and the supervisor make their evaluations, they discuss perceived

difference. Here the aim is not only to assess a person, but also to encourage employee

development, to build teamwork and to link job performance with organizations goals.

Self-appraisal can be very effective as it provides employees with an opportunity to

participate in the appraisal process and set performance targets for themselves. A

number of organizations encourage discussions regarding difference in subjective rating

between the employee and the supervisor so as to ensure active involvement from both

sides.

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But self-appraisal also runs the risk of variability and leniency that may conflict with

superiors and peers findings. It would be more helpful when combined with other

forms of appraisal.

6.2 Suggestions for a better performance appraisal system:

Use of counseling as a tool to improve performance can help the employee

provided it is devoid of severe criticism, suppression or domination.

Appreciation for good performance and proper guidance for improvement is a

must.

Appraisal linked to promotions and increments will motivate the employee

towards work culture.

As the appraisal is directly linked to promotions or career progressions of an

employee there should be transparency in discussing the appraisal report.

Objective and fair assessment can induce seriousness towards appraisal and help

increase motivation among employees.

CONCLUSION

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Performance appraisal system is very important to assess training needs, to effort

promotions, and to give pay increases. There are two methods in performance appraisal

system. Those are modern method and traditional method.

Appraisal of performance proceeds in a set of pattern. The steps involved are-

defining appraisal objective, establishing job expectations, designing programmer,

conducting performance interview, and using appraisal data for different HR activities.

The employees of Mediciti hospitals are satisfied with the Performance appraisal

system but the organization is not giving much important and shows the interest

towards their Performance appraisal. The appraisal has to performed seriously.

BIBILOGRAPHY:

HUMAN RESOURCE AND PERSONAL MANAGEMENT

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K. ASWATHAPPA

PRINCIPLES AND PRACTICES OF MANAGEMENT

R.S. GUPTA

B.D. SHARMA

HUMAN RESOURCE MANAGEMENT & INDUSTRIAL

C.B.MAMORIA

PERSONNEL RESOURCE MANAGEMENT

DAVID A. DECENZO

STEPHEN P. ROBINS

HRD NEWS LETTERSHRD NETWORK

JOURNALS:

1. Fletcher, Clive (2001) Performance Appraisal and Management: The

developing research agenda.

2. Occupational and Organizational Psychology (2001), 74-473-487.

3. Personnel Today Prof. Batta. K. Dey, Dated on July- September 2008.

4. International Journal of Business, Economics, Finance and Management

Science, Dated on 2nd February 2010.

WEBSITES:

1. www.Performanceappraisal.com

2. Performance Appraisal and Evaluation, www.submitmanagement.com/pac/html.

PP.1-2.

3. www.hrjournal-apraisal.com.

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ANNEXURE

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QUESTIONNAIRE REGARDING STUDY OF PERFORMANCE APPRAISAL

NAME:

DESIGNATION:

GENDER: ....MALE ( ) FEMALE ( )

1. When performance appraisal is made in the organization?

Monthly ( ) Quarterly ( ) Yearly ( )

2. How do you describe your present job?

Challenging ( ) Interesting ( ) Normal ( )3. Are you aware of the objectives of performance appraisal system in your

organization?

Yes ( ) No ( )

4. What type of performance appraisal system is followed in your organization?

Open-system ( ) Confidential system ( )

5. Is there any conflict arise between employees after performance appraisal is made?

Frequently ( ) Often Sometimes ( ) Never ( )

6. Are there any job expectations established before performance appraisal?

Frequently ( ) Often ( ) Sometimes ( ) Never ( )

7. Who rates the performances?

Superiors ( ) Subordinates ( ) Clients ( ) All ( )

8. On what basis performance appraisal is made?

Total output ( ) Behavioral efficiency ( ) Both ( )

9. Does any change arise after appraising the performances of employees?

Yes ( ) No ( )

10. Does performance appraisal process help to raise organizations total output?

Yes ( ) No ( )

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11. Promotions should not be based on Performance Appraisal ratings as the

Main Input.

Agree ( ) Disagree ( ) Cant say ( )

12. Our Performance Appraisal System helps me understand my strengths and

weaknesses relating to my performance so that I can make efforts to improve and grow.


13. Appraisal ratings should be known to the employee


14. Are you satisfied with the present appraisal system followed in your organization?

a) Satisfied ( ) b) Partially satisfied ( ) c) Dissatisfied ( )15. Are you given feedback, once the appraisal is completed?

Yes ( ) No ( )

16. Are any monitory or non-monitory benefits given for outstanding performance.

Yes ( ) No ( )

17. Specify your satisfaction level regarding the performance appraisal system carried

out in your organization?

a) Highly satisfied ( ) b) satisfied ( )

c) Moderate ( ) d) Dissatisfied ( )

e) Highly dissatisfied ( )

18. Opinion about the appraisal system in your organization.

Excellent ( ) Average ( ) Satisfactory ( ) Un-satisfactory ( )

19. Do you think present appraisal system creating a competitive environment at work

place?

Yes ( ) No ( )

20. Whether provision of setting your own targets will improve your performance.

Yes ( ) No ( )

21. Does the performance appraisal help in creating an effective work environment and

creating positive relationship?

Strongly agree ( ) Agree ( ) Disagree ( ) Strongly disagree ( )

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22. Do you think present used are true indicators for evaluating performance?


23. Do you think performance appraisal forms proper basis for making decisions

regarding promotion and the like?


24. Do you think self-appraisal is the best form of evaluating ones performance?


25. Which one do you think is more helpful for better performance feedback?

Formal appraisal ( ) Informal appraisal ( ) Both ( )

Thanks!!

project on preformance appraisal

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