samtel colour_ performance appraisal

8/7/2019 Samtel colour_ PErformance Appraisal

1/107

SUMMER TRAINING PROJECT REPORTON

Submitted to the IMS GHAZIABAD

For the partial fulfillment of the degree of MASTER OF BUSINESS ADMINISTRATION

(U.P.T.U.)Session ( 2009 2011 )

SUBMITTED BYKanchan TyagiROLL NO.-9943970022

UNDER THE GUIDANCE OF: INTERNAL SUPERVISOR :Mr. SUNIL SINGHASSTT. MANAGER SAMTEL COLOR LTD.

.

MEWAR GIRLS BUSINESS SCHOOL


2/107

ACKNOWLEDGEMENT

It is a pleasure to record my thanks and gratitude to persons

and organizations whose generous help and support enabled

me to complete this study within the stipulated time period. At

the outset, I am grateful to Mewar Girls Business School,

GHAZIABAD for sponsoring this study to me. My special

thanks are due to Dr. Maria Haseen and a host of other

officials for their active help and cooperation at each stage of

the study, I also received cooperation and help from various

personals at different banks, without which the study could not

have achieved its desired objectives. Lastly, I am greatly

indebted to all those people who have some how or the other

helped me in the completion of my project.

The talented faculties of my institute (Mewar Girls Busniess

School GHAZIABAD) deserve the praise for their role in

shaping this report. I would like to acknowledge Mr Sunil


3/107

Singh (Asstt. MANAGER-SAMTEL COLOR LTD.) for her

valued suggestions and insights.

A report of this nature is a product of ideas and experiences of

several people, accumulated over years, though I am unable to

mention them all, my debt of gratitude to them is no less.

However I have the responsibility of all my shortcomings.

Kanchal Tyagi


4/107

HISTORICAL PERSPECTIVE

Samtel Group was born in 1973 as Teletube Electronics first private

company to manufacture Picture Tubes in India.


5/107

Since then it has grown steadily in size, products and technologies.

Today it is leader in India in all areas in which it participates.

Largest Indian Integrated display manufacturer with turnover of Rs.

1000 crore and assets worth Rs. 750 crore.

Over the years, Samtel has grown to become the largest Indian

integrated manufacturer of a wide range of display and specialty

tubes, Glass parts, Electron Guns, Heaters, Cathode, Deflection Yokes

& Color Monitors. A family of over 4500 motivated people have kept

alive a spirit of leadership, that has helped us to capture and sustain

highest market share in all endeavours.

Samtel Group has;

5 companies

9 factories

13 Sales Offices

Sales 1000 crore

Clear and focused strategies with sound product & market portfolios


6/107

Many new technologies in the pipeline

Product Range

Electron Guns

Glass

Deflection Yokes

Cathode Ray Tubes (CRTs)


7/107


8/107

Teletube Samtel India Samtel

Color

Samtel Glass

First Indian

Private CRT

Co.

Largest Indian

B&W CRT

Co.

First Indian

Co. to design

its own color

CRTs

50:50 JV

with

Samsung

Corning of

US

High end

Industrial

CRTs

B&W TV &

Monochrome

Display CRTs

Color CRTs,

Guns,

Heaters &

Cathodes

Glass shells

for B&W

CRTs &

Funnels for

color CRTs

Capacity 0.5

mn Share in

US - 20% &

W.Europe -

40%

Capacity 4 mn

Share - 26%

Capacity 3.3

mn CPT &

11 mn for

Guns, Share -

40% in CPT

& 80% in

Capacity 5.5

mn B&W

glass, Share -

50% for B/W

Glass


9/107

guns

First Indian

CRT Co. to

receive ISO

9001

Diversified

into producing

yokes &

monitors

Setting up

new capacity

of 2.2 mn.

For CDTs &

21'' SF CPTs

Expanding to

produce color

glass panels

Own

Technology

Tie up with

AOC for

Monitors

Initial

Technology,

from

Mitsubishi

Electric,

Japan

Technology

from Corning

& Samsung

Corning


10/107

LATEST VENTURE

Samtel Electron Devices (SED) GmbH, a 70:30 Teletube; Thales JV,

has acquired assets of CRT business of Thales at Ulm, Germany.

CRT activities being strengthened at Ulm.

SED Ulm grows in volumes & turnover.

SED Ulm benefits from synergy with India and improves

profitability.

Samtel Color Limited

Inc. 1986. Initial technology from Mitsubishi Electric, Japan

Has 3 production lines


11/107

Factory Line 1 Line 2Line 3 (under

const)

Capacity 1.3 million p.a.

2 million

p.a.2.2 million p.a.

Products20 & 21 FST & 21

Ultra Slim14 CDT/ 21 SF

Has International safety approvals like UL, CSA, VDE & CB

Largest market share in India

High quality consciousness Six sigma journey underway

Flexible World Class manufacturing set up.

Customer Base

LG

Samsung

Philips

Videocon

BPL


12/107

AIWA

Wipro

Funai

Sharp

Panasonic

HCL

Thomson

Customers -How shares have

moved

-

01-0209-10(1st

half)BPL 22.3% 18.0%Onida 10.6% 7.5%Videocon 17.0% 23.5%LG 7.0% 12.5%Samsung 8.1% 12.0%Philips 6.3% 0.0%AIWA 0.0% 9.0%Misc 28.7% 17.5%


13/107

ACHIEVEMENTS

In India, Samtel was the first CRT manufacturer to.

Manufacture B&W tubes & Monochrome displays in private sector

Establish and maintain itself as the largest regular exporter of tubes

Manufacture CRTs for Industrial, Medical & Avionics applications

Design & launch color CRTs and CDTs

Design & erect equipment and production facilities

Register many patents for developments in display technology

Develop own technology for automation

Establish R&D Centre with IIT, Kanpur for display technology

Set up a lab for R&D in future technologies like Plasma Displays

Capture and maintain largest market shares in India

Get safety approvals from USA, Canada, France, Germany etc.


14/107

Competition - How shares have

moved

01-02

09-10(1st

half)SCL 36% 40%LG Hotline 22% 26%BPL 11% 17%JCT 18% 9%Import 13% 8%Total 100% 100%

FUTURE TECHNOLOGIES

. Plasma Display Panel

Flat panel display

-TV & Information 30 to 60 to

-HDTV (Hanging display TV), 16:9, bright

-Thin (less than 100 mm), light

All global players jumping into it


15/107

However, currently very expensive

-Technology not yet stabilized

-Yields low and drop sharply with larger sizes

-Indian market undeveloped yet

2. Organic LED

Over 100 top display companies working

Promises

-Low cost of manufacture

-High brightness

-Sharpness

-Refresh rate


16/107

FUTURE PLAN

To be global display major in core products namely;

B/W & industrial CRTs Industrial & medical CRTs

Color CRTs Flat & wide CPT & CDT, PDP and LCD.

B/W Glass Color glass

Display Monitors LCD monitors

STRATEGIC THRUST AREAS

Developing & leveraging Technology

- Through Process and Product technology, R&D centre for 40 PDP, 21

SF and 15 CDT in next year.

World Class Manufacturing


17/107

-6 Sigma journey

-BOM to Sales price ratio in line with the best in the world

-Service & Product differentiation

Increasing global presence through increase in exports.

Organisation building through trust, transparency and respect.

Thrust Areas for next 1 year

Project margins in falling price scenario

Increase in productivity

Increase in exports from 20% in FY 2002 to 40% in FY 2004

Smooth introduction of new products from Line 3.


18/107

EXPANSION PROJECT

Product Line

-CDTs (14 to 17)

-21 Super-flat CPT

Capacity

-2.2 million p.a.

-Flexible

Cost of Project

-Rs. 340 crore

Means of Financing

-Debt Rs. 200 crore

-Internal Accruals Rs. 140 crore

Commissioning


19/107

-March 1, 2002

Cash Break-even

This expansion is in advanced stages of implementation. As this line

goes into production and starts achieving its designed capacity

utilization, it will help the company to almost double its turnover, all

without the infusion of any fresh equity.

Indian CTV Market forecast (fig in million)

FY 07 FY 08 FY 09 FY

10( Half)Large 0.3 0.3 0.5 0.7

Med-Flat 0.3 0.3 0.5 0.8

Med-Conventional 3.9 3.8 4.1 4.2

Small 1.2 1.3 1.6 1.8

Demand for Medium flat & Medium conventional is expected to grow

sharply mainly in FY 09. In August 2010 there is World Cup Football

and in January 2011 there is World Cup Cricket. It has been found

that whenever there is World Cup Cricket, demand for CTV increases

tremendously.


20/107

3 years scenario-

Indian CDT mkt

demand (fig in '000)

FY 07 FY 08 FY 09 FY 10

17'' 150 350 750 1200

15'' 700 1000 1600 2100

14'' 950 750 350 200

Demand for 15 CDT market is expected to grow very rapidly.

World wide CTV demand by size. (fig in million)

2007 2008 2009 2010

Very large size 9 10 12 15

Large size 57 59 61 66

Medium 52 50 51 55

Small 32 30 29 29


21/107

World wide Color Display demand (fig in million)

2006 2007 2008 2009 2010

Note books 24 30 36 43 50

LCD

Desktop

7 15 23 28 42

CRT

Monitors

107 90 94 97 103

World wide CRT Display demand by size (fig in

million) 2006 2007 2008 2009 201019'' & above 19 17 18 19 2017" 44 41 44 45 4914"/15" 44 32 32 32 34

FINANCIAL RESULTS


22/107

financial Results for Q2 (09/01)

Particulars FY 08 FY 07 % FY 08 FY 07 % FY 07

Rs. in crores Q2(09/01) Q2(09/00) change 6 mths 6 mths change 12 mths

Turnover 164 152 8% 293 296 -1% 573

PBIDT 29 30 -3% 49 52 -6% 103

Cash Profit 22 21 5% 33 36 -8% 72

Net Profit * 10 13 -23% 13 20 -35% 42

* Current year Net Profit is after provision of Deferred Tax

Q2(09/01) : Rs. 4 crore and FY 0 8 (6 mths) : Rs. 5 crore

OVERVIEW OF THE MARKET

In Q1 FY 08, demand for color picture tubes showed decline of 9.6%

as TV manufacturers struggled to reduce their inventories which were

left over from production for last years festival season. But in Q2 FY

08, demand climbed back again and was almost at the same level as

demand during the same period in the last financial year.


23/107

India has seen a good monsoon this year. The prices of TVs have

dropped significantly. The festival season for this year is around the

corner. Interest rates have dropped. The television industry has come

up with some attractive finance schemes for color sets. Due to reasons

outlined above, company is hopeful that demand during this festival

season will be normal. However, inspite of this, CTV market is not

expected to show any significant growth this financial year.

The market for Color Display Computer Monitors is growing in the

country. Demand for 15 CDT monitors is replacing that of 14 CDT

monitors rapidly. In the international market the demand for 14 CDT

has almost completely given way to 15 CDT monitors. All tubes for

display monitors are presently imported as domestic capacity has not

yet been commissioned.

However, looking at broader perspective of the market future

growth is firmly in place. Presently, only 38 million households

out of approximately 185 million, own a Color TV set. On the

other hand, population of Color Display Monitors is presently

less than 7 million in the country. Prices for these products are


24/107

dropping rapidly due to competition and decline in custom

duties.

Performance

The severe competition in the market has led to a decline in the prices

of CTVs as well as Color Picture Tubes. However, this has been

largely off set by a decline in the prices of glass parts and other raw

materials. On the other hand companys strategy is to maintain its

sales volumes in the domestic market and increase its exports has

begun to yield dividends.

OBJECTIVES

The quest for excellence in all its fields of activity has been the primary

objective of Samtel. And what has taken Samtel to pinnacle, is its

commitment to maintaining quality in every sphere that determines its


25/107

existence. The Samtel Quality Movement guides the organisation in

achieving it's quest for excellence.

The objective of the Samtel Quality Movement is to create an environment

where people strive from within to achieve customer satisfaction (external

and internal) and business excellence with social relevance.

It is said that an objective well defined is half attained. Thus in order to

make sure that a proper survey ensures defining clear cut objective and

outline is a prerequisite.


26/107

Objectives serve as a torchlight. It lays down a well defined path between

start and that is gold. Also an objective well defined is a prerequisite of all

research studies.

The basic objective of this project is:

To find out the present performance appraisal system used in the

company.

To find about the employees views for the system adopted by the

company to appraise their performance.

To know about the working scheme of the company.


27/107

To learn to interact with various personals working in the company.

To help the company to flourish more in future by the use of better

method to appraise the performance of the workers.

To help the company to become the profit making company with the

mass of satisfied workers and the staff.

MISSION

SAMTEL COLOR LTD. is the company, which is fully committed to

achieve the leadership position among all the groups through the

utilization of the best and the most appropriate technologies. SAMTEL

utilizes the finest manufacturing disciplines. They are most efficiently

marketing high quality products and services in order to give their

customers the best value for their money.


28/107

The very basic objective of SAMTEL is to deliver superior value to the

investors and customers over the long term.

Their mission is fortified by 4 core beliefs:

Dedication to manufacturing.

Complete control over core components and technology.

Nurturing and leveraging a powerful brand.

Pursuing ethical business practices.

SAMTELS GUIDING PRINCIPLES

The basic motto of SAMTEL Believe in the Best is guided by 5

principles that aim to accomplish a singular goal: QUALITY

SAMTEL is dedicated to meet consumer expectations and make quality on

priority to be considered. This the reason that made SAMTEL worthy to the

millions of consumers.


29/107

Principles which guide the company are:

To ensure customer confidence through product quality, efficient

marketing and effective service.

To continually enhance the Company's worth to its shareholders and

investors through sound investments and profitable operations.

To demonstrate a real concern for its employees and to constantly

improve the quality and value of their jobs and career advancement.

To be a good corporate citizen who contributes positively to its

community by protecting the environment and working for public

welfare.


30/107

To respect the laws, rules and customs of the land and to ensure the

conduct of all company activities will always be to the highest ethical

standards


31/107


32/107

History of Performance Appraisal

T he history of performance appraisal is quite brief. Its roots in the early 20th

century can be traced to Taylor's pioneering Time and Motion studies. As a

distinct and formal management procedure used in the evaluation of work

performance, appraisal really dates from the time of the Second World War -

not more than 60 years ago.

Yet in a broader sense, the practice of appraisal is a very ancient art. In the

scale of things historical, it might well lay claim to being the world's second

oldest profession!

The human inclination to judge can create serious motivational, ethical and

legal problems in the workplace. Without a structured appraisal system,

there is little chance of ensuring that the judgments made will be lawful, fair,

defensible and accurate.

The observations and understanding of the performance appraisal process


33/107

helped reduce a monumental task into something much more manageable.

Also, performing performance appraisals on highly technical people is much

more difficult than doing them for employees that are performing routine or

production oriented tasks. For production employees, developmental aspects

and expectations for job growth are typically not as great. This is not always

the rule. There are always a few employees who come along who want and

need developmental planning.


34/107

What is Performance Appraisal?

Performance appraisal is a systematic and objective way of

judging the relative worth or ability of an employee in performing

the task. Performance appraisal helps to identify those who are

performing their assigned tasks and those who are not and the

reasons for such performance.

Purpose

A major responsibility of a supervisor is that of coaching and counseling

those under his/her supervision so that employees are able to achieve higher

levels of job performance while experiencing a greater sense of individual

job satisfaction and accomplishment. The collective and effective

performance of employees assists the University in accomplishing strategic

goals and fulfilling its mission. Individual performance appraisals serve as


35/107

important tools to facilitate professional job growth while providing relevant

information to management regarding compensation and other personnel

related decisions.

Performance appraisal is used for:

1. Identifying employees for salary increases, promotion, transfers and

layoff or termination of services.

2. Determining training needs for further improvement in performance.

3. Motivating employees by indicating their performance levels.

4. Establishing a basis for research and reference for personnel decisions

in future.

Goals of the Performance Appraisal System


36/107

For supervisors, the process of performance management is one of the most

important leadership responsibilities. The performance appraisal system has

three primary goals:

1. To provide a formal means of constructive, open and honest

communication between the employee and his/her supervisor

2. To enhance employee development through performance feedback and

through the identification of future professional development activities

3. To measure and document job performance as a basis for making

promotion, compensation and other personnel management decisions.

Who Should Conduct the Appraisal

The individual (supervisor) who has the authority to make hiring

recommendations and to assign work to the employee should be the person

responsible for completing the appraisal. Supervisors who do not directly

observe or otherwise measure the outcomes of a given employees job

performance should seek input from individuals who do directly observe the

employee (e.g., a crew leader, group leader, area coordinator, other


37/107

workers). This may be the case, especially in larger departments/units. It is

the responsibility of department/unit heads and supervisors to prepare

written performance appraisals and to conduct timely appraisal meetings. If

a given supervisor should delay or neglect to conduct an appraisal, the

affected employee is encouraged to initiate such or may contact the

Department of Human Resources for assistance.

Performance Standards and Goals

Performance standards and goals are the basis from which employee

performance is measured. The written performance appraisal should reflect

how well the employee performed against defined job responsibilities and

previously established goals and objectives. Effective goals and objectives

must be specific, measurable, and reasonable and have a time

frame .


38/107

Specific - Objective and precise language is essential when developing

performance goals and objectives. Supervisors should use terms and

descriptions, which have the same meaning to the supervisor and the

employee. Detailed points rather than vague descriptions are

important for clear understanding and documentation.

Measurable - Goals and objectives should be written so that

accomplishment, non-accomplishment or degrees of accomplishment

can be objectively measured.

Reasonable - Goals and objectives which are too high or too rigid may

actually inhibit an employees performance. Individuals may become

discouraged and give up if they perceive expectations to be

unattainable. Goals and objectives should be reasonable given time

frames, circumstances and departmental/unit expectations.

Time Frame - A specific period of time for accomplishment should be

identified with each goal and objective.


39/107

Methods

Terms used to describe the various type of rating systems as well as a

definition for performance appraisal is as follows:

Behavioral Anchored Rating Scales. - The term used to describe a

performance rating that focused on specific behaviors or sets as

indicators of effective or ineffective performance, rather than on

broadly stated adjectives such as "average, above average, or below

average". Other variations were:

1. Behavioral observation scales

2. Behavioral expectations scales

3. Numerically anchored rating scales

Checklists. - The term used to define a set of adjectives or descriptive

statements. If the rater believed the employee possessed a trait listed,


40/107

the rater checked the item; if not, the rater left the item blank. rating

score from the checklist equaled the number of checks.

Critical Incident Technique. - The term used to describe a method of

performance appraisal that made lists of statements of very effective

and very ineffective behavior for employees. The lists have been

combined into categories, which vary with the job. Once the

categories had been developed and statements of effective and

ineffective behavior had been provided, the evaluator prepared a log

for each employee. During the evaluation period, the evaluator

recorded examples of critical behaviors in each of the categories, and

the log has been use to evaluate the employee at the end of the

evaluation period.

Forced Choice Method. - This appraisal method has been developed

to prevent evaluators from rating employees to high. Using this

method, the evaluator has to select from a set of descriptive


41/107

statements, statements that apply to the employee. The statements

have been weighted and summed to at, effectiveness index.

Forced Distribution. - The term used to describe an appraisal system

similar to grading on a curve. The evaluator had been asked to rate

employees in some fixed distribution of categories. One way to do this

has been to type the name of each employee on a card and ask the

evaluators to sort the cards into piles corresponding to rating.

Graphic Rating Scale. - The term used to define the oldest and most

widely used performance appraisal method. The evaluators are given a

graph and asked to rate the employees on each of the characteristics.

The number of characteristics can vary from one to one hundred. The

rating can be a matrix of boxes for the evaluator to check off or a bar

graph where the evaluator checked off a location relative to the

evaluators rating.


42/107

Narrative or Essay Evaluation . - This appraisal method asked the

evaluator to describe strengths and weaknesses of an employee's

behavior. Some companies still use this method exclusively, whereas

in others, the method has been combined with the graphic rating scale.

Management by Objectives . - The management by objectives

performance appraisal method has the supervisor and employee get

together to set objectives in quantifiable terms. The appraisal method

has worked to eliminate communication problems by the

establishment of regular meetings, emphasizing results, and by being

an ongoing process where new objectives have been established and

old objectives had been modified as necessary in light of changed

conditions.

Paired Comparison . - The term used to describe an appraisal method

for ranking employees. First, the names of the employees to be

evaluated have been placed on separate sheets in a pre-determined

order, so that each person has been compared with all other employees


43/107

to be evaluated. The evaluator then checks the person he or she felt

had been the better of the two on the criterion for each comparison.

Typically the criterion has been the employees over all ability to do

the present job. The number of times a person has been preferred is

tallied, and the tally developed is an index of the number of

preferences compared to the number being evaluated.

Ranking. - The term ranking has been used to describe an alternative

method of performance appraisal where the supervisor has been asked

to order his or her employees in terms of performance from highest to

lowest.

Weighted Checklist . - The term used to describe a performance

appraisal method where supervisors or personnel specialists familiar

with the jobs being evaluated prepared a large list of descriptive

statements about effective and ineffective behavior on jobs.


44/107

Expectations of a Manager in doing a Performance

Appraisal

The following is typically expected from company managers when doing

performance appraisals:

Translate organizational goals into individual job objective.


45/107

Communicate management's expectations regarding employee

performance.

Provide feedback to the employee about job performance in light of

management's objectives.

Coach the employee on how to achieve job objectives/requirements.

Diagnose the employee's strengths and weaknesses.

Determine what kind of development activities might help the

employee better utilize his or her skills improve performance on the

current job.


46/107

The Performance Appraisal Process

The performance appraisal process typically consists of four inter-related

steps as follows:

1. Establish a common understanding between the manager

(evaluator) and employee (evaluatee) regarding work

expectations; mainly, the work to be accomplished and how

that work is to be evaluated.

2. Ongoing assessment of performance and the progress against

work expectation. Provisions should be made for the regular

feedback of information to clarify and modify the goals and

expectations, to correct unacceptable performance before it was

too late, and to reward superior performance with proper praise

and recognition.


47/107

3. Formal documentation of performance through the completion

of a performance and development appraisal form appropriate

to the job family.

4. The formal performance and development appraisal discussion,

based on the completed appraisal form and ending in the

construction of a Development Plan.

1.Problem of criterion

A broad definition of criterion is that which is to be predicted. This

definition refers to the evaluative standards, which measure a persons

performance, attitudes etc. identifying performance measures is easy if the

job is clearly defined but difficult if it is broad. At lower levels of an

organization there are specific jobs and certain tangible and objective

standards of performance can be identified. Further up in the hierarchy, jobs

become more complex and clear-cut, tangible standards of performance are

difficult to specify.

Irrespective of the level by and large most companies use eleven

performance measures:


48/107

Quantity of work

Quality of work

Waste and brokerage

Money earned

Job knowledge

Job tenure

Absenteeism

Rate of advancement

Self judgment

Judgment by peers

Judgment by supervisors

Instructions for using performance appraisal system

1. PURPOSE :

The performance evaluation system is used to evaluate employees past

work performance, develop a work plan for the next review period, and

determine what resources are needed for improving performance to


49/107

become more effective. Evaluations also develop employees potential

through training and counseling. The process is designed to be interactive

between the employee and the supervisor with the following objectives in

mind:

a) Use to recognize and reward employees for positive work behavior. Use

the results as a basis for appropriate personnel actions.

b) Encourage employees to continuously improve, support team endeavors,

develop professionally, and perform at their maximum potential.

c) Communicate and clarify the goals and objectives of the division,

department, and the City in relation to the employees work expectations.

d) Involve employees in improving their effectiveness and performance.

e) Provide an employee improvement plan where performance is rated

below standard.

2. PERFORMANCE EVALUATION SYSTEM:

The performance evaluation form is used for all performance reviews. This

includes probationary evaluations (except Police and Fire have their own


50/107

process), annual evaluations, and special evaluations for regular full time

and regular part time employees. The evaluation periods are generally

twelve months, except for special evaluations, which may be for shorter

periods of time. Merit step increases are conducted on the employees

anniversary date (assuming satisfactory performance) and not during

the annual performance review.

1. SUPERVISOR RESPONSIBILITY:

Each Department will conduct employee evaluations for all employees in

the Department during the same month. Human Resources will notify

Department Heads 30 days prior to when evaluations are due. Each

supervisor completing the performance evaluation should review the

following instructions, the rating criteria definitions, and familiarize him

or herself with the procedure prior to completing the evaluations. Upon

completion of the evaluation form by the supervisor (rater) and the

reviewer (one level above the rater), then the rater will meet with the

employee to review the ratings, discuss each rating and submit the

completed form for signatures. Supervisors should provide written

comments on the evaluation form for each performance criteria and list


51/107

specific examples. Use N/A if the rating criteria are not applicable. The

Supervisor is responsible for completing the evaluation process at the

beginning of the rating period and again at 6 months to monitor progress

and adjust time lines if necessary. At that time, a new 12-month work

plan is established with the employee and the process repeats itself.

Supervisors shall coordinate the discussion of performance evaluations

with employees in a manner that allows privacy. The supervisor shall

have the employee to complete the Self Performance Evaluation Form as

a discussion tool. However, the final ratings on the Performance

Evaluation Form are those of the supervisor after discussion with the

employee.

2. FORMS:

There two performance evaluation forms you will always use (a and b):

a) The actual Performance Evaluation form which includes the cover page

called the Summary Worksheet, and

b) The Employee Self-Evaluation form.


52/107

There are two other forms you may need to use:

c) The Performance Improvement Plan form (used when a rating is #1

Unacceptable or

#2 Improvement needed), and attached to Performance Evaluation form.

d) Performance Goals form (used by department to follow up mid-year on

goals set in evaluation), optional and not returned to Human Resources.

3. RATING PROCESS AND CRITERIA:

5 = outstanding performance

4 = exceeds expectations

3 = meets expectations

2 = needs improvement

1 = unacceptable

A rating of 1 or 2 requires the supervisor to complete a Performance

Improvement Plan form to document the problem, including specific

examples, guidance on improvement, a specific time table for improvement,

and a follow up evaluation to monitor progress.

4. SIGNATURES ON THE EVALUATION FORM:


53/107

After the supervisor completes the performance evaluation with the

employee, both the supervisor and employee sign the form. The next

level of review is the Reviewer, one level above the supervisor

performing the evaluation (the rater). Depending on the Department

structure, the reviewer could be the Department Head, Deputy Director,

or a Division Manager. mid-year review will only involve the employee

and his/her supervisor with their signatures and the mid-year process

does not go into the personnel file.

5. EVALUATION WHEN A NEW SUPERVISOR IS APPOINTED:

If the employee has an evaluation due, and a new supervisor is appointed,

the new supervisor likely has not had the opportunity to properly evaluate

the employees performance. In this instance the new supervisor will

evaluate the employee after 90 days. If possible, the supervisor that is

leaving will do a close out evaluation for his/her employees prior to leaving.

Steps to Complete the Annual Performance Evaluation Procedures

Step 1: Notice to Department Heads: Human Resources will notify

department heads 30 days prior to when performance evaluations are due for


54/107

full-time and part-time regular employees in their department.

Managers/supervisors have 30 days to complete the performance

evaluations, obtain signatures, and provide the original to the Human

Resources Office for filing in the employees personnel file. The supervisor

shall also retain a computer copy/file copy for the midyear review process.

Human Resources will remind supervisors to schedule probationary

evaluations on their calendar.

Step 2: Blank Performance Evaluation Forms: Managers/Supervisors obtain

the performance evaluation forms

Step 3: Review Job Description: Review the employees job description to

see if any changes are necessary. If there are increased responsibilities/scope

of work or a change in qualifications, forward your edits to Human

Resources for review. Minor differences in work load or added assignments

that are industry or technology changes do not require a change to the job

description. (Individual employees do not amend their job descriptions, this

task is for the manager.)

Step 4: Self Evaluation Form: Provide a copy of the Self Evaluation

Form to the employee.


55/107

If the employee does not want to complete the form, he/she shall check the

box and sign at the bottom of the form and return it to the supervisor. This

completed form is used as a tool for discussion while the supervisor is

completing the employees evaluation.

Step 5: Complete the Performance Evaluation Rating Forms: The

Manager/Supervisor completes each section in Performance Evaluation form

(pages 2 to 3 plus). If a section does not apply note N/A for not applicable.

Written comments are required and should include examples that support the

rating for the specific job element. Sections 1-3 (technical knowledge,

customer service and quality/quantity of work) apply to all positions. For

Section 4 (Attendance), the supervisor should review the employee

attendance record, scheduled time away from the job and the use of breaks.

Section 5 (Safety and Risk Management) applies to all jobs and should

include notice of any accidents, injuries, equipment usage or other safety

related issues. Section 6 is only for department heads, managers,

supervisors, and lead-workers. Next, complete the section Work Plan for

the next rating period including completion dates. This lists achievable goals

and projects as well as areas to improve upon. Next, complete the Training

and Development section. The rater then completes the summary worksheet


56/107

cover page for the evaluation form. This is done last and is an overall rating

considering all the rating factors.

The Performance Goals form (optional based on Department Head

discussion) is a departmental tool used during the mid-year review to

monitor progress, completion dates, or make comments concerning the

goals. Keep goals to a realistic number (3-5) and ones that are achievable.

We all have a tendency to put down more goals that we can reasonably

achieve.

Also, some employees in entry-level jobs may have only one or two goals or

a training course to complete during the review period. The supervisor

should use their judgment and discussion with the employee to arrive at

goals for the work plan.

Step 6: Unacceptable or Improvement Needed Ratings: If you rate

an employee with a

1" Unacceptable or 2" Improvement needed, you must complete the

Performance Improvement Plan form. Have this completed form reviewed

by the department head and Human Resources prior to presenting it to the

employee. This form is used to document performance and behavior


57/107

problems that need corrective action and that may lead to possible

disciplinary action. Documentation is critical for this type of rating.

Note: in the event the employee does not improve, the documentation is

important for corrective action. The notice of Improvement Needed or

Unacceptable rating must include:

a) The problem areas of performance that are determined to be unacceptable.

b) Identify performance standards that must be achieved to meet acceptable

standards.

c) Provide a reasonable period of time to demonstrate improved

performance.

d) Provide assistance to the employee to help them achieve the performance

standards (training, counseling and coaching, closer supervision, feedback).

e) Communicate with employee of the consequences if their performance

does not improve and provide a deadline, such as 30-90 days for a follow up

review. However, this time line does not preclude immediate disciplinary


58/107

action at any time by the department head if the employees performance

worsens during the rating period.

f) A rating of #2 or #1 shall be reviewed and approved by the department

head before being communicated to the employee.

Step 7: Mid-Year Review: Mid-point through the 12-month rating

period, the manager or supervisor will meet with the employee to review

his/her progress. This does not require any new information to be

prepared, merely review their performance, goals, and deadlines with the

employee. At this step, you may adjust the deadlines as necessary


59/107

Standards of Performance

Standards of performance are written statements describing how well a job

should be performed. Performance standards are developed collaboratively

with employees, whenever possible, and explained to new employees during

the first month on the job.


60/107

The performance standard provides a benchmark against which to evaluate

work performance. While the job description describes the essential

functions and the tasks to be done, the performance standard defines how

well each function or task must be performed in order to meet or exceed

expectations. The University also establishes general criteria for evaluating

work performance.

Standards of performance are usually:

Developed in collaboration with the employees who do the tasks or

functions

Explained to new employees within the first month on the job.

The ratings describe the level of performance of the individual employee

compared to a job description and standard of performance.


61/107

E = Exceptional: Performance well exceeds expectations and is consistently

outstanding.

A = Above Expectations: Performance is consistently beyond expectations.

S = Solid Performance: Performance consistently fulfills expectations and at

times exceeds them.

I = Improvement Needed: Performance does not consistently meet

expectations.

U = Unsatisfactory: Performance is consistently below expectations.

Deficiencies should be addressed as noted in the performance appraisal.

As a performance manager, you will use these criteria to rate the employee's

performance. At the beginning of the appraisal period, review these ratings

and the performance standards for each position, which reports to you so that

you can fairly evaluate the employee's performance.


62/107

Guidelines for Performance Standards

Keep in mind the following guidelines when writing your performance

standards:

Performance standards should be related to the employee's assigned

work and job requirements.

Your reporting systems should be adequate to measure and report any

quantitative data you list.

Quantifiable measures may not apply to all functions. Describe in

clear and specific terms the characteristics of performance quality that

are verifiable and that would meet or exceed expectations.

Accomplishment of organizational objectives should be included

where appropriate, such as cost-control, improved efficiency,

productivity, project completion, process redesign, or public service.

Checking Your Standards


63/107

After you have written your performance standards, check them against the

questions in the following list:

1. Are the standards realistic? Standards should be attainable and

consistent with what is necessary to get the job done. Standards for

performance, which meets expectations, represent the minimum

acceptable level of performance for all employees in that position.

3. Are the standards specific? Standards should tell an employee exactly

which specific actions and results he or she is expected to accomplish.

4. Are the standards based on measurable data, observation, or verifiable

information? Performance can be measured in terms of timeliness,

cost, quality and quantity.

5. Are the standards consistent with organizational goals? Standards link

individual (and team) performance to organizational goals and should

be consistent with these goals.


64/107

6. Are the standards challenging? Standards may describe performance

that exceeds expectations. Recognizing performance that is above

expectations or outstanding is crucial to motivating employees.

7. Are the standards clear and understandable? The employees whose

work is to be evaluated on the basis of the standards should

understand them. Standards should use the language of the job.

8. Are the standards dynamic? As organizational goals, technologies,

operations or experiences change, standards should evolve.


65/107

Research Design: Descriptive Study

Data Type: Primary Data/ Secondary Data

Research Instrument: Questionnaire

Sample: Factory campus


66/107

Sample Size: 100

Sample Procedure: Judgement Sampling

Sampling Method: Personal survey method through

preparation of questionnaire

RESEARCH DESIGN

Descriptive design has been used in research because of following merits:

Descriptive: This is a design which is used to describe something.It

is used to describe how two variables are related and it is used to describe

frequently with which something occurs.

Merits:

1)It is rigid and formal research design.

2)Requires clear specification of who,what,when,why and how aspects of

research.

3)Requires formulation of specific hypothesis and testing through statistical

inference technique.


67/107

SAMPLE UNIT:

Study was conducted by choosing 100 employees of the company.

SAMPLE SIZE:

To understand the performance appraisal in SAMTEL and what the

employees really feels about the performance appraisal program they have

undergone and further what kind of performance appraisal they look for. To

study the above aspect we covered almost about 100 .

TOOLS USED FOR DATA COLLECTION

Primary data are those data which are collected fresh and for the first

time and this happen to the original character.It is collected through

questionnaires and informal interviews . Close ended questionnaires

were used in research programme.


68/107

Secondary data are those data which are already being collected by

some where else and which have already being paired through statistical

process.It is collected through magazines, journals, websites, and other

corporate publications.

PROCEDURE FOR DATA COLLECTION.

Visiting the various departments, libraries, internet and also preparation

of the questionnaire with the help of the project guide.

Communication, asking questions and receiving a response in person.

Through questionnaires.

Preparations done for the Survey

The questionnaires prepared for the workers were very simple that too

in Hindi language so that they can easily understand the questions &

reply.


69/107

The questionnaires provided to the executives were a lengthy one.

For filling of the questionnaires classrooms sessions were organized

for the workers, where 5 to 6 workers were called at a time. All the

questions were explained to them. If they were able to mark on their

own, so they were allowed to do so, else we asked for their responses

and marked them accordingly in the questionnaire, as many of the

workers were illiterate.

Sometimes we also conducted on the job survey where we asked

questions to the workers while they were doing their job because there

were many workers who were busy all the time


70/107


71/107

60%

30%

10%

1

2

3

1- 60% of the employees said Yes

2- 30% are Unaware about performance appraisal

program

3- 20% of the employees said No.

Which Method of performance appraisal does your company

adopts?


72/107

70%

20%

6% 4%

0%

10%

20%

30%

40%

50%

60%

70%

80%

1

Series1

Series2

Series3

Series4

1. 70% of the employees said the Confidential Report method is used

2. 20% of the employees said Fair Comparison method

3. 6% of the employees said Ranking System method

4. 4% of the employees said Rating Scales method

Are you satisfied with the method used?


73/107

20%

30%

50%

1

2

3

1. 20% of the employees are satisfied, said Yes

2- 30% of the employees are Partly

3- 50% of the employees are not satisfied, said No


74/107

Why your company is using this method?

30%

20%

15%

25%

5%

0%

5%

10%

15%

20%

25%

30%

35%

1

Series1

Series2

Series3

Series4

Series5

1- 30% of the employees said to give incentive

2- 20% of the employees said to rate the overall

performance

3- 15% of the employees said to increase overall output

4- 25% of the employees said to develop kills to compete

5- 5% of the employees , No reply


75/107

Who are performance raters?

55%

20%

10%

15%

0%

10%

20%

30%

40%

50%

60%

1

Series1

Series2

Series3

Series4

1- 55% of the employees said Supervisors

2- 20% of the employees said Group Leaders

3- 10% of the employees said Managers

4- 15% of the employees said Peers


76/107

What are the main criterias while doing performance

appraisal?

20%

15%

40%

25%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

1

Series1

Series2

Series3

Series4

1-20% of the employees said criteria is Employee work in that period

2- 15% of the employees said criteria is Employees past work

3- 40% of the employees said criteria is Output given by them

4. 25% of the employees Cant disclose


77/107


78/107

What are your views for companies present

performance appraisal program?

40%

35%

15%

10%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

1

Series1

Series2

Series3

Series4

1- 40% of the employees are Satisfied

2-35% of the employees said it is for training

3-15% of the employees said it is for Motivating

4- 10% of the employees no Replied


79/107

Can you suggest any new method, which can be used for

performance appraisal?

70%

20%

10%

0%

10%

20%

30%

40%

50%

60%

70%

80%

1

Series1

Series2

Series3

1- 70% of the employees suggest 360- degree performance appraisal

2- 20% of the employees suggest the Critical Incident Method

3-10% of the employees suggest Rating Scales


80/107

Do you think new method will be beneficial for the company?

80%

20%

1

2

1- 80% of the employees said yes

2- 20% of the employees give no Comments

Is your basic goal fulfilled?


81/107

90%

10%

1

2

1- 90% of the employees said goal is fulfilled

2- 10% of the employees said no

What are benchmarks for measuring the

performance?


82/107

40%

20%

40%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

1

Series1

Series2

Series3

1- 40% of the employees said benchmark is Employees work

2-20% of the employees said benchmark is Time spent in factory

3-40% of the employees said benchmark is Companies policy and

returns


83/107

FINDINGS

After going through the answers given by the various personnels working in

the company one thing is very clear that the people working in it are

satisfied with the company. There are only 15% to 20% of the people who

are not satisfied with the company and this is very negligible amount.

The method, which is been used mostly by the company, is

confidential report. This method is very confidential and is very

useful, it is been the matter between the top management and the

raters only. This is mostly unbiased but at times some sort of

biasness arises in between, due to which it lacks behind.


84/107

Employees want the method to be replaced by 360-degree

performance appraisal as it is very new method and most of the

people are unaware of it. But it really works to make the system tobe successful.

Under this method the peers, managers etc have to rate the

employees performance. There is least chance for the biasness to

occur. Here employee whose rating is to be done is in center and

all other rates are around him who rates him based upon various

predefined criterias.

Performance appraisal is done by the company in order to provide

them with the incentives seek to the need for training among the

employees, to motivate the employees and to develop their skills to

work better.


85/107

50% of the raters are the supervisors of the company and 20% are

the group leaders. People are partly satisfied with their raters.

The basic criteria kept in mind while doing the performance

appraisal is the output, which is been given by the employee and

the overall work done by him during the period.

After the performance is been rated the various kind of benefits are

given to the employees as 70% said yes.

People are not satisfied by the present performance appraisal

method used they want to go for a change and 80% said that the

new method will definitely be beneficial for the company.

90% of the companys basic goal is been fulfilled by the

performance appraisal of the employees.


86/107

Above is the overall analysis of the questionnaire as answered by the

personnels of the company.

Limitations of the project:

The size of sample should be large to ensure statistical reliability

under random sampling. In the present survey the sample size is of

99, which could be not be enough from statistical reliability point of

view.

Due to lack of time and interest the respondents, were not very co-

operative in filling the questioner as a result of which the results could

be biased to an extent.

Some respondents give vague information.

Disinterest shown by few respondents to give response to the

questionnaire.


87/107


88/107

As we know Performance appraisal is a systematic and objective

way of judging the relative worth or ability of an employee in

performing the task. Performance appraisal helps to identify

those who are performing their assigned tasks and those who are

not and the reasons for such performance.

The company should go for the 360degree performance appraisal.

Under this method the person whose performance is to be judged is in

between and his peers, supervisor, head and the manager of the

company is around him who rate the performance of the employee

based upon certain predefined criterias.

The system is like:


89/107

360-degree Performance Appraisal

Person whose

performance torateSupervisors Peers

Head

Manager


90/107

The company should appraise the performance of the workers by

giving them some incentives, which motivate them to work to their

fullest capacity and to motivate them to work more and show good

and better results.

For the top management of the company it should offer them holiday

package, appraise performance by recognizing there work in meetings

etc. this will help to raise their moral and they can work better. They

dont want financial help as they earn enough to maintain their status.

They want their work recognition.

For the lower group the company can increase their wages, give them

pension schemes, provide them the medical facilities etc because they

want financial help from the company to insure their proper living.


91/107

The should keep changing the raters for the performance appraisal

system from time to time so that they dont become bias at anytime

for any employee.

The method of the company should be changed periodically so that

the employees have mo chance to complain for the method.

The criteria decided upon which the performance has to be rated

should not be fixed it should be changed from time to time

The standards of the rating should be very specific, clear and concise.

There should be the feeling of teamwork in the organization.


92/107

The system should be cost effective and it should suit the budget of

the company.

The performance, which is been measured, should be verifiable and

measurable afterwards also


93/107


94/107

Performance appraisal is very important for any company. It helps to make

the companies employee work better and show good result for the company

too. This helps the company to turn out to be a profit making company.

As in SAMTEL we are using the Rating scales or Fair comparison

method mostly to grade the performance of the employees. The method

used by the company is very fair and it is very easy to be adopted by the

personnels. This method is very convenient to be used. But the drawback

associated with the method is that it has now became an out dated method to

be used because there are fifty percent chances of biasness to occur for a

particular employee by the raters.

After the survey and the conversation by the people of other company we

came to know that they have introduced the 360-degree performance

appraisal in the company. Before they were using the same method as used

by SAMTEL, at times they used Forced choice method also to rate the

performance, which affected the companies working to a great extent.


95/107

But when they realized that they are having complains from the workers,

staff etc they decided to go for a change and now they incorporated 360-

degree performance appraisal, the result of using this method is that

everyone in the company is satisfied by it.

Hence, according to my views I would also suggest the company to go for

the change in the method adopted by them for better results and employee

satisfaction.


96/107

BOOKS


97/107


98/107


99/107

Performance Evaluation Form

uestionnaire

1. Name:

2. Age:

3. Nature of work:

4. Job Title:

5. Department Name:


100/107

6. Monthly Income:

Below 5000

5000 - 8000

8000 10,000

7. Do you know about performance appraisal?

Yes

No

8. Does your company go for performance appraisal program?

Yes

No


101/107

Unaware

9. Which Method of performance appraisal dos your company

adopts?

Confidential Report

Rating Scales

Ranking System

Fair Comparison Method

Forced Choice Method

Critical Incident Method

360-Degree Performance Method


102/107

Checklist Method

Graphic Rating Scale

Paired Comparison

10. Are you fully aware of the method used to measure the

performance?

Yes

No

11. Are you satisfied with the method used?

Yes

No


103/107


104/107

14. Are you satisfied with them?

Yes

No

15. Do you want it to be held regularly by your company?

Yes

No

16. Is there any increase in salary after the performance

appraisal is held?

Yes

No


105/107

17. Do you get any other kind of benefit after performance

appraisal is held? (Mention)

18. Your view for the companies present performance appraisal

program?

19. Any other suggestions you would like to give seniors in

respect of performance appraisal program?


106/107

Signature

Date


107/107

BIBLIOGRAPHY

www.bpl.com

www.bddl.com

www.bplelectronicsdivices.com
http://www.bpl.com/http://www.bpl.com/http://www.bddl.com/http://www.bddl.com/http://www.bplelectronicsdivices.com/http://www.bplelectronicsdivices.com/http://www.bpl.com/http://www.bddl.com/http://www.bplelectronicsdivices.com/

samtel colour_ performance appraisal

Documents