Iti Jain, who has augmented my knowledge in the field of my research. They have helped me learn about the process and giving me valuable insight into the organization A special thanks to Mr. Dinesh Jain for giving me the opportunity of association with the organisation. Last but not the least, I feel indebted to all those persons and organization which have helped in the successful completion of this study. CONTENTS |CHAPTER No. TITLE |PAGE NO. | | 1 | INTRODUCTION | | | 2 | OBJECTIVES OF THE PROJECT | | | |REVIEW OF LITERATURE | | 3 | | | | 4 |INTRODUCTION TO THE COMPANY | | | |4. 1 Company Profile | | |5 |RESEARCH METHODOLOGY | | | |5. RESEARCH DESIGN | | | |5. 2 RESEARCH TOOLS AND QUESTIONNAIRE | | | |5. 3 ACTION PLAN FOR DATA COLLECTION | | | |5. DATA ANALYSIS | | |6 |RECOMMENDATION AND SUGGESTION | | | |CONCLUSION | | Bibliography References…………………………………………………………. Annexure…………………………………………………………… CHAPTER – 1 INTRODUCTION Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities.
Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization. Key Benefits of Performance Management 1. PM focuses on results, rather than behaviors and activities A common misconception among supervisors is that behaviors and activities are the same as results. Thus, an employee may appear extremely busy, but not be contributing at all toward the goals of the organization. An example is the employee who manually reviews completion of every form and procedure, rather than supporting automation of the review.
The supervisor may conclude the employee is very committed to the organization and works very hard, thus, deserving a very high performance rating. 2. Aligns organizational activities and processes to the goals of the organization PM identifies organizational goals, results needed to achieve those goals, measures of effectiveness or efficiency (outcomes) toward the goals, and means (drivers) to achieve the goals. This chain of measurements is examined to ensure alignment with overall results of the organization. 3. Cultivates a system-wide, long-term view of the organization.
An effective performance improvement process must follow a systems-based approach while looking at outcomes and drivers. Otherwise, the effort produces a flawed picture. For example, lying off people will likely produce short-term profits. However, the organization may eventually experience reduced productivity, resulting in long-term profit loss. 4. Produces meaningful measurements These measurements have a wide variety of useful applications. They are useful in benchmarking, or setting standards for comparison with best practices in other organizations.
They provide consistent basis for comparison during internal change efforts. They indicate results during improvement efforts, such as employee training, management development, quality programs, etc. They help ensure equitable and fair treatment to employees based on performance. Other Benefits of Performance Management: Performance Management (PM): 1. helps you think about what results you really want. You’re forced to be accountable, to “put a stake in the ground”. 2. Depersonalizes issues. Supervisor’s focus on behaviors and results, rather than personalities. 3. Validates expectations.
In today’s age of high expectations when organizations are striving to transform themselves and society, having measurable results can verify whether grand visions are realistic or not. 4. Helps ensure equitable treatment of employees because appraisals are based on results. 5. Optimizes operations in the organization because goals and results are more closely aligned. 6. Cultivates a change in perspective from activities to results. 7. Performance reviews are focused on contributions to the organizational goals, e. g. , forms include the question “What organizational goal were contributed to and how? ” 8.
Supports ongoing communication, feedback and dialogue about organizational goals. Also supports communication between employee and supervisor. 9. Performance is seen as an ongoing process, rather than a one-time, snapshot event. 10. Provokes focus on the needs of customers, whether internal or external. 11. Cultivates a systems perspective that is, focus on the relationships and exchanges between subsystems, e. g. , departments, processes, teams and employees. Accordingly, personnel focus on patterns and themes in the organization, rather than specific events. 12. Continuing focus and analysis on results helps to correct several myths, e. . , “learning means results”, “job satisfaction produces productivity”, etc. 13. Produces specificity in commitments and resources. 14. Provides specificity for comparisons, direction and planning. 15. Redirects attention from bottom-up approaches (e. g. , doing job descriptions, performance reviews, etc. , first and then “rolling up” results to the top of the organization) to top-down approaches (e. g. , ensuring all subsystem goals and results are aligned first with the organization’s overall goals and results). Performance management system (PMS) is the heart of any “people management “processes in organization.
Organizations exist to perform. If properly designed and implemented it can change the course of growth and pace of impact of organizations. If people do not perform organizations don’t survive. If people perform at their peak level organization can compete and create waves. Performance management systems if properly designed and implemented can change the course of growth and pace of impact of organizations. In the past organizations as well as the HR function have wasted a lot of time by wrongly focusing on performance appraisals rather than performance management.
Effective performance management requires: ? Identifying the parameters of performance and stating them very clearly. ? Setting performance standards ? Planning in participative ways where appropriate, performance of all constituents ? Identifying competencies and competency gaps that contribute/hinder to performance ? Planning performance development activities. ? Creating ownership. ? systematically deciding and communicating what needs to be done (aims, objectives, priorities and targets) ? a plan for ensuring that it happens (improvement, action or service plans) ? ome means of assessing if this has been achieved (performance measures) ? information reaching the right people at the right time (performance reporting) so decisions are made and actions taken A Performance Management System enables a business to sustain profitability and performance by linking the employees’ pay to competency and contribution. It provides opportunities for concerted personal development and career growth. It brings all the employees under a single strategic umbrella. Most importantly, it gives supervisors and subordinates an equal opportunity to express themselves under structured conditions.
Managing this process effectively isn’t easy. It calls for a high level of co-ordination, channeled information flow, and timely review. Whether employees are at a single place, or spread across multiple locations, the use of technology can help simplify the complete process for more effective information management. Performance management could be defined as it begins when the job is defined and ends when an employee leaves the company. Between these points, the following should be understood for a working performance management system.
Developing clear job descriptions: Job descriptions are the first step in selecting the right person for the job, and setting that person up to succeed Job descriptions provides a framework so the applicants and new employees understand the expectations for the position. Selection: Jobs have different requirements. This is the process of matching the skills and interests of a person to the requirements of a job. Finding a good job “fit” is exceptionally important. Use of a selection process maximizes input from potential co-workers and the person to whom the position will report.
Providing effective orientation, education, and training. Before a person can do the best job, he or she must have the information necessary to perform. This includes job-related, position-related, and company-related information; an excellent understanding of product and process use and requirements; and complete knowledge about customer needs and requirements. EMPLOYEE PERSPECTIVE: Performance management can be used to improve the business processes and to achieve success in moving towards the mission and vision of the organization.
Now we will concentrate our effort on performance management in to effectively utilize the human capital that the organization has. Performance management can be defined as the ongoing communication process that involves both manager and the employee in: • Identifying and describing essential job functions and relating them to the mission and goals of the organization • Developing realistic and appropriate performance standards • Giving and receiving feedback about performance
Writing and communicating constructive performance appraisals • Planning education and development opportunities to sustain, improve or build on employee work performance. The essence of the performance management system in organization is to recognize the importance of the employees towards achieving the organizational objectives. The basic requirement for this is that the employees’ personal goals should be perfectly aligned with the vision, mission and the values of the organization. The proposed conceptual framework also underscores the vital role of education, training and development in the envisioned successful organization.
In this organization, continuous learning is a prerequisite to successful job performance and organizational effectiveness. Employees must be able to learn work, developing effective technical and people skills in order to assume new responsibilities, and keep pace with and anticipate the changing nature of work and our workplace. For performance managers and employees, responding to these changes requires the ability to learn, adapt to change, solve problems creatively, and communicate effectively in diverse groups.
In addition, employees must take personal and proactive responsibility for their careers to ensure future employability and advancement. The realities of the contemporary workplace will continue to challenge existing paradigms and should be considered in managing the performance of employees in a dynamic working environment . [pic] Performance management to support organizational change The ultimate competitive asset of any organization is its people, thus organizations should develop employee competencies in a manner aligned with the organization’s business goals.
This can be achieved through performance management systems, which act as both behavioural change tool and enabler of performance management system improved organizational performance through being instrumental in driving change. This can then be institutionalized through organizational policies, systems and structures. Performance management aims to emphasize and encourage desired and valued behaviors, thus is a key tool of communication and motivation within organizations seeking a competitive edge through strategic change and control.
A visionary performance management then becomes a system for translating organizational intention and ambition into action and results, delivering a strategic goal, such as behavioral change. The system also brings focus to organizational change and development, particularly regarding competencies. When competency profiles support company goals, they become instrumental in developing the human resources necessary to deliver business goals. As a result, performance management system is an important tool for communicating priorities and for providing feedback to stimulate employees to meet the new expectations. pic][pic][pic] Role and importance of effective performance management system changing individual employee behavior lies at the heart of organizational change programmes. This is because they ignore or violate established change psychology principles. Senior management can assume that because they are ready to pro-actively embrace change, their employees will be equally pro-active. However, imposing action on employees who are not prepared results in conflict. Typically, only 20 percent of employees in organizations are prepared to take positive action in response to change initiatives.
More than 70 percent of new strategic initiatives fail for this reason. 4 Thus, to be successful in shaping behavior, performance management systems must achieve acceptance by those being “managed”. Modern organizations need to respond more effectively to changing external and internal environments, and organizational learning has become an important strategic focus. By anticipating and responding to changes in the environment through proactive learning interventions, some organizations are evolving into learning organizations.
Nonetheless, the question of how to best transform behaviors through organizational learning and development remains. In reality, many change initiatives fail because either organizational culture is not ready to change at that time, or because they do not anticipate the impact of change on human systems. Initiatives in the latter category typically result in resistance and ultimately failure of the change initiative. As mentioned earlier, one method that organizations can use to affect employee competencies in a manner aligned with the organization’s change is to develop robust performance management systems.
Analysis of performance management in terms of key result areas K. R. A’s refer to general areas of outcomes or outputs for which a role is responsible. The K. R. A’s should be clearly defined. Once, the K. R. A’s are defined the individual can chart a process to achieve the K. R. A’s. K. R. A’s are also known as Key Work Output’s (KWO’s). An effective performance management system can facilitate change and innovation by both demonstrating their relationship with the overall strategy, and by supporting and monitoring the progress towards achieving the ultimate goal.
It is therefore a crucially important tool for communicating priorities and for providing feedback on employees’ contributions towards achieving organizational goals. The purpose of the performance management system is to ensure that the work performed by employees is in accordance with the established objectives of the company. Employees should have a clear understanding of the quality and quantity of work expected from them and simultaneously receives ongoing information about how effectively they are standing as to the standards/benchmarks.
Opportunities for employee development are identified and employee performance that does not meet standards are appropriately addressed. Moreover an operative performance management system consists of a process for communicating employee performance expectations, maintaining performance management dialogues and conducting annual performance appraisals. It is a procedure for encouraging and facilitating employee development and resolving performance pay disputes.
Performance management system serves a strategic purpose because they help link employee activities with the organization’s mission and goals. 5 It serves as a basis for employment decisions to promote outstanding performers, to train, transfer or discipline others, and to award merit increases. Data regarding employee performance can serve as criteria in HR research. They can help establish objectives for training programs. Finally, performance management system allows organizations to keep proper records to document HR decisions and legal requirements.
A website research 6 conducted on BSE listed companies revealed the four key result areas that are critical for any performance management system and how each of these areas which has a number of dimensions, can be measured by key performance indicators. The four key result areas are as follows: I. Developing external relationship: The PMS should consider the three key performance indicators while considering employee performance to achieve the KRA of developing external relationship: firstly, contractual agreements i. e. anaging policy and procedures for agreements which are implemented and reviewed annually and handling major research contracts renewed with stakeholders. Secondly, to create new strategic alliances such as its success can be measured by reviewing annually the number of competitor or collaborator analysis undertaken and new collaborations established and developed and finally to develop lines of communication such as quarterly reviewing, the visits made by the shareholders and information about research and education activities provided to stakeholders in written and electronic format.
Communicating this Idea to employees and evaluating their commitment levels through structured parameters will help in achieving organizational objective. II. Building organizational capabilities: Similarly, PMS has to also consider dimensions such as to attract and retain the right people i. e. to review annually so as to identify and resolve gaps in the performance of the leaders and provide and implement strategic, analysis based advice performance management system for all staffs.
Secondly, the system fosters a value driven culture which includes code of conduct developed around share values, rewarding employees and implementing a recognition system to reinforce culture. Finally, it creates a supportive structure and systems which includes implementation of most effective organizational structure, reviewing annually the policies, systems and procedural documented. This KRA will finally contribute towards enhancing skill based performance for quality work. III. Taking a selective and focused approach:
The PMS should check the employee’s work focus which can be measured by reviewing annually the service level agreements and how these agreements are benefiting the key stakeholders. In the light of this KRA the employees are able to meet up to the expectations of their job description and accordingly see and evaluate their respective performances as a transparent system. IV. Maintaining quality research, service and education output: The last key area helps to ensure relevance to the organisation’s mission by consistent work with strategic direction and available skills.
Performance management can be measured through milestones achieved. Also, it measures work impact which can in turn be measured through new knowledge that is being published or presented, identification of changes to policies or practices and finally customer satisfaction which can be measured with the help of surveys conducted. This will contribute towards managing talent in the organisation and exploring opportunities for potential employees and also for succession planning. BARRIERS TO IMPLEMENTING EFFECTIVE PERFORMANCE MANAGEMENT SYSTEMS7:- 1. Organizational Barriers –
Variations in performance within systems may be due to common causes or special causes. Common causes are faults that are built into the system due to prior decisions, defects in materials, flaws in the design of the system, or some other managerial shortcoming. Special causes are those attributable to a particular event, a particular operator, or a subgroup within the system. 2. Political Barriers – Political considerations are organizational facts of life. Appraisals take place in an organizational environment that is anything but completely rational, straight-forward, or dispassionate.
It appears that achieving accuracy in appraisal is less important to managers than motivating and rewarding their subordinates. Many managers will not allow excessively accurate ratings to cause problems for themselves. 3. Interpersonal Barriers – Interpersonal barriers also may hinder the performance management process. Because of a lack of communication, employees may think they are being judged according to one set of standards when their superiors actually use different ones.
Furthermore, supervisors often delay or resist making face-to-face appraisals. Rather than confronting substandard performers with low ratings, negative feed-back, and below-average salary increases, supervisors often find it easier to “damn with faint praise” by giving average or above-average salary ratings to inferior performers. Performance Managers Performance managers 8 can improve on a performance measurement system, as objectively as possible, upon discussion with the line managers. They need o clearly define the role for each position in the organization, and communicate the positions to the new entrants respectively. They may formulate a reward system that is in tune with industry standards, and company’s retention and performance strategy, and take local and overseas opportunities as factors of consideration. As facilitators of training and development activities, they may identify their teams’ individual training needs which may involve technological, behavioral or cross-cultural contents.
As career counselors, they may develop different career paths – technical or managerial, and attempt to satisfy the needs of the employees. In this research project, I have studied, examined the traditional Performance management scenario of the company, the process, performance appraisal followed and the role of performance management in assessing the performance of the employee and procedure followed by the company for feedback session and the impact of PMS on overall working of Human Resource department and various other departments.
In addition to the above, I have also learned about different forms used by the company for the same purpose. I have also suggested that company should design KEY RESULT AREAS for the employees in order for the better and realistic assessment of their performance. THE PROCESS OF PERFORMANCE MANAGEMENT SYSTEM IN THE COMPANY IS AS FOLLOWS:- PERFORMANCE MANAGEMENT SYSTEM IN UFLEX: WORKMAN FORCE (90 DEGREE APPRAISAL) APPRAISAL CYCLE [pic] Since it is a 90 degree appraisal, every performance of workmen is measured by the line manager who directs the workmen.
He is like an immediate boss. Line manager comes below the UNIT HEAD. A good number of line managers are directed by UNIT HR. line manager who have all the information about the workmen performance, they report directly to H. R. regarding individual performance. UNIT HEAD fills the appraisal form according to the given ratings, comments, and self judgments are sent to the UNIT HR. He marks the necessary changes in the filled form after his discussion with the UNIT HEAD. Then this is forwarded to the CORPORATE H. R. ho in turn discusses each individual case and then gets the final approval from CMD. For salary appraisal & for the promotion if any. Every individual employee is presented with a copy, of his increments signed by CORPORATE HR which is the result of his appraisal. All the finalized forms come to Corporate HR. then Corporate HR send the report of performance measurement to all Appraisee. In that report it is clearly mentioned that The Appraisee appraised in form of promotion, in term of increasing salary, or get some suggestions to improve his performance.
If any employee joins before its PMS cycle (Sep to Sep), then it is not included in cycle, Company doesn’t count from joining date; it measures employee performance from its decided date STAGES OF PMS CYCLE (FOR STAFF- 180 DEGREE APPRAISAL) [pic] [pic] [pic] Stages of Performance appraisal system: Employee: employee is the one who actually starts the PMS cycle. He/she initiate the PMS through filling up the form provided by HR Deptt. This cycle comprises of 75 days approximately. PMS starts from employee and usually ends at corporate HR people, who finally provides their inputs on he basis of comments and ratings provided by various stakeholders involved in PMS cycle. Immediate boss: as soon as the employee fills up the forms and submits it to next level in PMS cycle, it is the responsibility of the immediate boss of the employee to submits the form to next level of approval after submitting/providing the rating as well as his/her comments. Head of Department: when HOD gets the form from second level of PMS, he/she compares the ratings and comments which are given by employee & immediate boss. nd he/She will review the same and discussion is done with the Business Unit HR. on the basis of the comments provided by immediate boss & employee, HOD provides his comments as well as the ratings(with due interaction/discussion with Unit HR). UNIT CEO: This is the fourth level of PMS cycle. In this stage the form is received by Unit CEO and he/she confess the same with stakeholders included, receive all the recommendation and finalize the rating then pass it to Corporate HR.
Corporate HR: in this stage , the Corporate HR is responsible for the final stage, He/She has to provide the final input on the form and he/she also has authority /discretion to replace/remove/change the given ratings to the employee incase he/she is not satisfied with overall comments & ratings provided by the stakeholders. Corporate HR will check and comments and measures it with the rating received by employee. This is the last stage in PMS cycle. The PMS cycle is over here but the PMS work needs to be closed by passing the form to corporate HR Head and finally to the CMD.
After this workflow/PMS cycle, the increment/appraisal/promotion is decided. CHAPTER-2 OBJECTIVES . ? To study the Effectiveness of the Performance Management System at Uflex ltd. ? To come out with solutions that will help the organization in formulating better strategies for the development of the employees and the organization ? To trace the drawbacks in prevailing system and suggest the latest methodology with respect to same. ? To support in bridging the gap between current performance and desired performance. To Introduce KEY RESULT AREAS instead of self achievement in sales department. CHAPTER-3 REVIEW OF LITERATURE 1) TITLE: -“BEHAVIORAL FACTORS INFLUENCING PERFORMANCE MANAGEMENT SYSTEMS” Author(s): Taco Elzinga, (Shell International Exploration and Production, , The Netherlands), Be Albronda, (Faculty of Management Sciences (MW), Open University of The Netherlands (OUNL), Heerlen, The Netherlands), Frits Kluijtmans, (Faculty of Management Sciences (MW), Open University of The Netherlands (OUNL), Heerlen, The Netherlands)
International Journal of Productivity and Performance Management, Vol. 58 Issue: 6, pp. 508 – 522 Article type:Research paper The purpose of this paper was to substantiate conclusions from De Waal’s case study research about the role of behavioral factors in the use of performance management systems.. Data were collected through the use of questionnaires, interviews and document research. Data of the additional case studies were combined with De Waal’s. Pattern matching was used to compare all case studies.
The Analysis done on different levels of matches showed that behavioral factors can be ranked according to their relative importance. The research has demonstrated that it is possible to identify which behavioral factors are the most important ones for the use of a performance management system. Research limitation: – The results of the research were limited to the Dutch situation. Practical implications – The research findings allow managers to focus their attention on what is most important to improve the use of their performance management systems, and hence to enhance the performance of their company.
Originality/value – This paper is useful for both researchers and practitioners in that it gives interesting new insights into the relative importance of behavioral factors in the use of performance management systems. 2) TITLE: “PROMOTING PERFORMANCE AND THE QUALITY OF WORKING LIFE SIMULTANEOUSLY” Author(s):Elise Ramstad, (Finnish Funding Agency for Technology and Innovation, Helsinki, Finland) International Journal of Productivity and Performance Management, Vol. 58 Issue: 5, pp. 423 – 436
Article type:Research paper The purpose of this paper is to answer the question: how can organizations are developed in such a way that it improves simultaneously performance and the quality of working life (QWL). The focus is particularly on diverse organizational and management practices and the nature of development process. The empirical data consist of self-assessments of development projects implemented at workplaces as a part of the Finnish Workplace Development Programme (1996-2005).
The self-assessments have been gathered separately from management, staff and experts used in the project. The data are based on a sample of 1,113 responses from 409 development projects. The research approach is solution-oriented, seeking factors that can promote concurrent improvements in both performance and the QWL. Concerning the work, management and organizational practices the findings show that comprehensive development of organization, i. e. implementation of practices is associated with simultaneous improvement in performance and the QWL.
Second, concerning the nature of development method, the study shows that employee participation in planning and implementation phase, close collaboration during the process, the methods used by the experts and external networking were related to simultaneous outcomes at workplaces. Originality/value – This paper makes a contribution to the debate on the effects of organizational development on performance and the QWL, and adds some new empirical findings. It also emphasizes the increasing importance of discussion between organizational development and innovation literature in the future. ) TITLE: “PERFORMANCE MEASUREMENT SYSTEM AND RELATIONSHIPS WITH PERFORMANCE RESULTS: A CASE ANALYSIS OF A CONTINUOUS IMPROVEMENT APPROACH TO PMS DESIGN” Author(s) : Eric O. Olsen, (Orfalea College of Business – Industrial Technology, California Polytechnic State University, San Luis Obispo, California, USA), Honggeng Zhou, (Department of Decision Sciences, Whittemore School of Business and Economics, University of New Hampshire, Durham, New Hampshire, USA), Denis M. S. Lee, (Sawyer School of Business, Suffolk University, Boston, Massachusetts, USA) International Journal of Productivity and Performance Management, Vol. 6 Iss: 7, pp. 559 – 582 Article type:Research paper This study aims to address an important gap between the normative view of an integrated performance measurement system (PMS) design that assumes a clean slate and the organizational realities of a PMS design as an ongoing analysis, coordination and improvement process. The authors present a framework for evaluating the effectiveness of a PMS based on three criteria – i. e. causality, continuous improvement and process control – and use a case study to illustrate the application of the methodology and the interpretation of results for PMS design.
The determination of “driver measures” in an integrated PMS involves a complex process that requires a number of considerations not adequately addressed in prior research. Research limitations/implications – This study involves only a single case study and the model presented involves only a two-tier analysis. Practical implications – The framework provides a simple methodology that organizations can easily adopt to analyze individual and group performance measures and relate them to the strategic performance measures of the company.
Originality/value – The study follows an emerging line of research that addresses the design of an integrated PMS as an ongoing improvement process. 4) TITLE: “TRADITIONAL OR CONTEMPORARY? THE PREVALENCE OF PERFORMANCE MEASUREMENT SYSTEM TYPES” Author(s):T. F. Burgess, (Leeds University Business School, University of Leeds, Leeds, UK), T. S. Ong, (University Putra Malaysia, Serdang, Malaysia), N. E. Shaw, (Leeds University Business School, University of Leeds, Leeds, UK) International Journal of Productivity and Performance Management, Vol. 56 Issue: 7, pp. 583 – 602 Article type: Research paper
The paper seeks to examine the prevalence of traditional versus contemporary (balanced) types of performance measurement system (PMS) in an emerging economy and link incidence to key organizational factors of size, age and ownership. Data on design and use of PMSs are collected through a questionnaire survey (n=149) of electrical and electronic firms. Hierarchical cluster analysis identifies two PMS groups and assigns them to traditional and contemporary types, and then links them to key organizational factors via contingency tables. Use of contemporary PMS dominates the sample.
PMS type is significantly associated with size and ownership, while age is not. Firms more likely to use contemporary PMSs are foreign-owned and large in terms of number of employees. Research limitations/implications – This survey-based research employs multivariate analysis and therefore standard limits for such statistical work apply. Results rely on hierarchical cluster analysis. Practical implications – If balanced approaches are more effective, as is argued by many, then a firm without such a style of PMS is at a competitive disadvantage given the high incidence of use.
Originality/value – The paper establishes a framework for a contemporary type of PMS that integrates balanced scorecard and other balanced approaches, then collects data in an emerging economy. Links use of contemporary PMS type to key organizational factors. 5) TITLE: “PERFORMANCE IS YOUR REALITY, FORGET EVERYTHING ELSE. IT IS AN IMMUTABLE LAW IN BUSINESS THAT WORDS ARE WORDS, EXPLANATIONS ARE EXPLANATIONS, PROMISES ARE PROMISES—BUT ONLY PERFORMANCE IS REALITY. ” Author: Harold S. Geneen 1910-1997, Communications executive
The paper seeks to show that Effective Performance Management has become the core of Human Resources and is revitalizing, reenergizing and rejuvenating HR. The challenges faced by the present day organization are broadly discussed under the effectiveness of its performance management systems, which ultimately acts as a catalyst for employee engagements and their effective performance. This paper explores through its findings a new performance management system for improving overall organizational performance in general, through inventing new dimension for effective individual performances in specific.
A framework is developed for the implementation of effective performance management in any organization. This paper is explicitly directed towards various parameters for energizing human resources and serves interesting food for thought for the future managers dealing with performance management. 6) TITLE: “UTILIZING EMPLOYEE PERFORMANCE APPRAISAL SYSTEMS OPTIMALLY” Author: Maj. Gen. B. K. Bhatia, Date: May 24th, 2010 This article introduces the Performance management systems and provides insight into the current practices and trends of Performance appraisal system prevalent in the organizations.
The implications, importance and the application of performance appraisals in the organizations is also highlighted in the above article. Mr Bhatia gives suggestions about improving the current performance appraisal system and how organization can make sure that its performance appraisal system functions in a manner which ensures that performance of each employee is precious to the organization’s growth and development i. e. Optimum utilization of employee’s skills and knowledge.
Through this article I learned the importance of effective performance appraisal system in the organization and make the most use of performance appraisal practices in the organization’s development. In order to make it sure that performance appraisal is used effectively in the organizations These three tools are suggested which can be very helpful for the above purpose:- 1) Company should try to diversify the usage of performance appraisals like using it for surveys etc as well in the sense that giving multiple options for a particular question.
This will help the management to understand employee’s viewpoint from different aspects. 2) Company should collect inputs from employees about self – development. The management can identify such employees as potential candidates for higher level responsibilities, especially if the employees are performing well. If employees can input following details during a performance appraisal, it can help the management to identify the employees for growth opportunities. 3) Finally, studying the rating tendencies of the appraise i. . they are harsh, lenient, biased or unbiased and accordingly acting in the company. 7) TITLE: “HOW TO CONFRONT AN EMPLOYEE HAVING HISTORY OF POOR PERFORMANCE” Author: Maureen Collins Oct 22 2008 This article talks about the problems faced by a new manager with respect to the performance factor of employees. This article presents a scenario where a new manager a part from gaining acceptance from employee has to deal with employees whose performance is below the standard and still they are the permanent.
It gives useful suggestions and methodology to deal with the above situation effectively. Through this article I learned about how a manager can portray the qualities of a true leader as well. It gave few authentic reasons as well for example: – manager should first conduct the survey of the performance of a particular employee and his outputs. He should take inputs from other staff members as well about this employee. Also, he should not be judged on the basis of past performance only his current performance should also be taken into account.
This article explains the importance of managing skills in the industry set up and lists down how to deal with poor performance in the manner that is not a problem with the company as well. Also, while giving feedback to the concerned employee manger should be careful of several factors. Overall it can be said this article helped me a lot to gain knowledge about importance of PERFORMANCE in the work. 8) TITLE: “PERFORMANCE MANAGEMENT : FIVE EASY STEPS TO SUCCESS” AUTHOR: Martin Haworth dated: August 27 2007 Business is nothing more than an idea without people in place to take action and make the business happen.
And how well a business runs is a direct reflection of its employees. In the above article, author highlights the significance of PEFORMANCE MANAGEMENT in the business context. in this article, author is trying to say that Performance management ensures that employees not only do what they are hired to do but perform their tasks in an effective manner as well so that they enjoy their work and are proud of their output as well. He lists down 5 key elements for successful implementation of Performance management system which areas under:- ) Planning the business workload which will help in knowing not only the tasks to be done but their methodology as well. He said employees should be included in the planning phase as well. b) Monitoring self performance and employees’ performance which help in individual growth and organization’s growth as well. c) To make sure that their is continuous individual and team development which will ensures growth of employees and business as well d) Rating the performance which is the also referred as report card method. This will involve areas in which they excel and areas of their growth as well. ) Rewarding great performance which is the crucial part of P. M. S. which should be taken care of very minutely. This article gave me a different approach to the understanding of Performance management and listed five major pillars on which Performance management stands. 9) TITLE: “BUILDING A BALANCED PERFORMANCE MANAGEMENT SYSTEM” Article from: SAM Advanced Management Journal Article date: March 22, 2000 Author: Stivers, Bonnie P. ; Joyce, Teresa This article gives valuable inputs as to what is balanced P. M. S and the importance of having such a balanced Performance Management system.
It tells us that Managers must play a major role in helping firms design and implement new performance management systems. Specifically, managers can: (1) educate coworkers about the importance of performance management systems, (2) assist the management team in gaining consensus on strategic goals, (3) identify the financial and no financial performance measures that are linked directly to strategic goals, (4) aid in the implementation of new performance management systems, and (5) review and update their performance management systems as necessary.
This article also provides a broad overview of performance management systems that will be helpful to managers as they prepare their redesign efforts. Specifically, the article: (1) describes the environmental changes that are occurring with the information age, (2) describes a balanced performance management framework, (3) provides guidance for starting the design stage, (4) reports the results of an international study to identify important no financial performance measures, (5) provides an illustrative case example, and (6) shares lessons learned in practice.
The main purpose of this article was to cite the significance of Performance management with respect to senior level management and the role played by senior management to balance Performance management system with other important functions. TITLE: “HOW TO IMPROVE THE EFFECTIVENESS OF PERFORMANCE MANAGEMENT AND APPRAISAL BY OVERCOMING THE ROOT CAUSE OF THE PROBLEM” Author: – Julie freeman This article explores why existing formal and informal approaches to employee performance management and appraisal (EPMA) tend to work well enough in theory, but fail to meet expectations in practice. It is split into two parts.
Part 1 identifies the root cause of the problem and presents a solution for how it can be eliminated, or at least minimized. Part 2 explains in more detail how this solution works. Various suggestions for how it can be applied to meet differing individual or corporate needs are also outlined. This article speaks about methods of formal employee performance management and appraisal (EPMA) in detail i. e. its advantages, implications, limitations etc. with the help on few surveys, author has concluded that these methods don’t seem to measure up to the expectations that managers, employees, and organizations alike have for them.
This appears to be the case even when the implementation of a given method is well managed and accompanied by proper training on how it should be used. Julie also says Organizations encourage, even urge, their managers to talk informally with their employees about their performance on an ongoing basis. However, this rarely happens. Moreover, even if it does occur, the discussion itself and the results it achieves are often less than ideal. Despite best efforts to date, managers still report that they are uncomfortable giving feedback and discussing performance with their employees, especially if poor performance is a factor.
Consequently, they avoid the situation, or fudge the facts, whenever possible. Most books on management (including the recent bestseller, First, Break All the Rules: What the World’s Greatest Managers Do Differently by Marcus Buckingham and Curt Coffman, 1999) advocate the importance and intrinsic value – at both an organizational and individual level – of helping employees to reach their full potential by assisting them to find their right ‘fit’ in (or out) of the organization. However, as these books point out, this is a managerial task, not an organizational one.
Unfortunately, it is this basic inability of most managers to sit down and talk to employees honestly and effectively about their performance and potential that prevents them from following such advice. The process is stopped before it even starts. The Root Cause of the Problem In this part freeman highlights the root cause of the problem which is is that, to a greater or lesser extent, the vast majority of managers cannot actually translate what they know about that performance into useful information and then communicate it to the employee in an effective and practical way regardless of the method they are asked to use.
This is a fundamental problem because the success of any formal or informal approach to EPMA is ultimately dependent on the honesty and caliber of the information the employee receives in combination with the quality of the face-to-face discussion that should accompany it. He puts forth several arguments in his favor to prove his point effectively. He takes about the basic reasons of the existence of the problem:- Subjective data, on the other hand, include a myriad of less tangible, and therefore less measurable factors.
Examples of these factors include perceptions around employee: •’Attitudes’ (to anything and everything). •Intelligence. •Initiative. •Political astuteness •Interpersonal skills (how confident, comfortable, and tactful they are in dealing with peers, customers, senior managers, etc. ). •Personal grooming and attire. •Ability to think and work independently. •Communication skills (express ideas, persuade others both verbally and on paper). •Way of dealing with issues such as conflicts, disagreements, ambiguity. Ability to make people feel good and look good in front of others. •Ability to work well in a team. •Leadership ability. This is the crux of the problem. Managers cannot answer this question effectively because, while they may know what they mean, generally they cannot articulate, explain, justify, or communicate it without the risk of opening a Pandora’s box of possible anxiety, resentment, demotivation, and strained relationships! TITLE: -“PERFORMANCE MANAGEMENT: A FRAMEWORK FOR MANAGEMENT CONTROL SYSTEMS RESEARCH”
Management Accounting Research, Volume 10, Issue 4, December 1999, Pages 363-382 Author: David Otley This paper proposes a framework for analyzing the operation of management control systems structured around five central issues. These issues relate to objectives, strategies and plans for their attainment, target-setting, incentive and reward structures and information feedback loops. Their central focus is on the management of organizational performance.
Because the framework has been inductively developed, its application is `tested’ against three major systems of organizational control, namely budgeting, economic value added and the balanced scorecard. In each case, neglected areas of development are exposed and fruitful topics for research identified. It is believed that the framework can usefully be developed further by its use in analyzing other instances of management control systems practice, and that case-based, longitudinal studies provide the best route to this end. CHAPTER-4 INTRODUCTION TO THE COMPANY UFLEX INDUSTRIES LTD.
CMD – Mr. Ashok Chaturvedi UFLEX is a Multi Million Group headquartered at Noida, on the periphery of New Delhi, India and having manufacturing facilities in India & Dubai. UAE, offices in Europe and North America and market presence in 80 countries around the world. Flex facility enjoys ISO 9001 and ISO 14001 certifications and has FDA and BGA approvals. For their products, U Flex is part of the D&B Global Database and winner of various prestigious national and international awards like the top exporter of BOPET and BOPP films, and the Worldstar award for packaging excellence.
FPA, AIMCAL and the Dupont Awards in 2004-2005 are the latest in this series. UFLEX Group came into existence in 1983 and has grown into one of the biggest multi integrated packaging groups in the world. Uflex Limited, the India-based flexible packaging giant, began its existence nearly two decades ago and has come a long way since then offering a vast array of innovative products and services that enrich life, improve performance and create value for the customers and shareholders The group is a multi faceted organization which has backward integrated its operations from manufacture of Polyester chips, Films (BOPET, BOPP and CPP – both in plain and metallized form), Coated Film, Laminates, Pouches, Holographic films Gravure cylinders, Inks and adhesives to all types of packaging & printing machines, offering total flexible packaging solutions to the entire world.
They manufacture in-house Polyester chips, BOPET / BOPP / COATED / METALLISED / CPP Films, Packaging machines, converting equipment, inks, adhesives, Flexible Laminates and Pouches and have emerged as a “one stop shop” committed to providing customers with competitive advantage, placing top priority to “customer success”. With consistent quality, production expertise, continuous innovation in products and technologies, a dedicated work force and a highly motivated corporate team, the Uflex group is expanding at an immense pace.
The Film Division of Uflex Limited is one of the largest manufacturer, supplier and exporter of a variety of Plastic Films in the world. Mission “We believe in using our creativity and aesthetic potential in providing flexible packaging solutions which make packaging easier, faster, more efficient and user friendly. In this way we too have a share in contributing to the conservation of resources by enhancing the shelf life of the perishable products. ” Vision “At UFLEX we believe that, to eventually emerge as a World leader in providing total Flexible Packaging solutions, we need a customer focused approach.
The way to being a world class player is paved with state-of-the-art facilities blended with world class practices. And it shall be our endeavor to be placed amongst the top ten international players by the year 2005. ” Endeavour Their endeavor is to enhance stake holder’s value. PRINCIPLES People Related • People come first whatever they do • Each individual is the organization’s responsibility first • Each individual is competent and capable of taking responsibility for himself • Each individual is unique and talented • Each individual is working in the interest of the organization • NO individual is a write off
Work related • High priority to quality and process improvements • Focus on customer expectations • Environment friendly manufacturing • Working with facts and data • Working on causes not only on phenomena • Cost efficiency , Respect for people UFLEX Converting Division- The $150million flagship company of the Flex group is India’s largest manufacturer of flexible packaging materials. It is a one-stop shop offering a wide range of packaging solutions. Its vertical integration thrust laid the foundation of two strategic Hi-tech divisions manufacturing BOPET and BOPP films.
Both these units are today among the largest in India. UFLEX Chemicals Division- Originating from the backward integration thrust of Uflex Limited, the Company is now an independent entity, developing and manufacturing Polyester Chips, wide range of Adhesives and Printing inks. UFLEX Chemicals has diversified into Info Tech Industry offering call centre services and software solutions. UFLEX Engineering Division- Established with a view to expand the end use of flexible packaging. It is now one of the foremost engineering companies in India.
It offers a wide range of proven sophisticated PLC controlled FFS packaging machines and converting equipment. The projects division of UFLEX Ltd. offers specialized services in planning, design, monitoring and execution of all Civil and Electromechanical works. UFLEX Foods – A 100% Export oriented State-of-the-art freeze dried mushroom manufacturing plant is set in the sylvan resort town of Dehradun in the foothills of the Himalayas. [pic][pic][pic] [pic][pic][pic] [pic][pic][pic] CLIENTS: [pic][pic] AWARDS UFLEX participated in Pack Expo 2006, the biggest packaging fair in the USA from October 29 to November 2, 2006 at Chicago. UFLEX received the “Best Exporter of the Year” Award for their products “BOPET” and “BOPP” films by the Plastics Export Promotion Council at a function held in Mumbai on 28th of October, 2006. • UFLEX has received the 19th DuPont award for “EXCELLENCE IN PACKAGING ENGINEERING” in Food and Beverage category at Philadelphia, USA in Aug. 2006. CHAPTER-5 RESEARCH METHODOLOGY RESEARCH DESIGN “Research design is the plan, structure, and strategy of investigation conceived so as to obtain answers to research questions and to control variance” According to Kerlinger.
The plan is an outline of the research scheme on which the researcher is to work. The structure of the research is a more specific outline or the scheme and the strategy shows how the research will be carried out, specifying the methods to be used in the collection and analysis of the data. Research design is the blueprint of the research it lays down the method and procedure for the collection of requisite information and its measurement and analysis with a view to arriving at certain meaningful conclusions at the end of the proposed study Research design used in the project
The Research method followed in this project is ‘Descriptive Research’. I chose the mentioned research method as the basic objective of the project was to examine Performance management system prevailing in the company, suggest some suitable changes in existing system in order to make it more positive and meaningful in achievement of desired organizational goals. Descriptive studies Descriptive studies are undertaken when the researcher is interested in knowing the characteristics of certain groups such as age, sex, education level, occupation or income.
It can also be conducted when he wants to know the proportion of people in a given population who have behaved in a particular manner, making projections of a certain things; or determining the relationship between two or more variables. The objective of such a study is to answer the “who, what, where, and how” of the subject under investigation. Descriptive studies are well structured. It is therefore, necessary that the researcher gives sufficient thought to framing research questions and deciding the types of data to be collected and the procedure to be used for this purpose.
If you are not careful in the initial stages you may find that either the data collected are inadequate or the procedure used is cumbersome and expensive. The data and records of the employees are also examined to understand the purpose well. Then the research was designed as a good research design facilitates the study and makes it an efficient as possible. A systematic research with structured and specified steps in specified sequence was designed and is as follows: Step1: The objective is specified with sufficient precision to ensure that data collected is relevant.
Step 2: The data collection method to be used is questionnaires, interviews and observations. While designing data collection procedure, adequate safeguards against bias and unreliability are ensured. Step 3: The questions are prepared in a clear, understandable manner. Step 4: The sampling design used is stratified random sampling, under this sampling design; every item of the universe has an equal chance of inclusion in the sample. RESEARCH TOOLS AND QUESTIONNAIRE Sampling Design Sample size: Random sampling technique was adopted to choose the respondents for the sample.
This technique was used keeping in view the scope of the study, which try to cover different departments and cadres of people. The sample drawn is 50 which are from the whole population. Sample universe: UFLEX INDUSTRIES LTD. , SECTOR- 4, NOIDA Research tools : The instrument used by me for collecting the information is QUESTIONNAIRE which contained questions covering various aspects related to performance management system. It contained open ended questions, questions based on likert scale and close ended questions. ACTION PLAN FOR DATA COLLECTION
To obtain the data free from errors, I performed every step carefully while collecting and recording information and tried to get complete, comprehensible and consistent data The data for the present research study was collected through two methods: 1. Primary data collection method 2. Secondary data collection method PRIMARY DATA COLLECTION The primary data are those which are collected afresh and for the first time. These data are obtained by a study specifically designed to fulfill the data needs of the problems at hand. Such data are original in character. Collected through:
Methods of primary data collection: The primary data has been collected through following methods: 1. Interview method: Direct personal interview method was used to collect the information from the respondents (employees) by personally visiting and meeting the people from whom data have to be collected. This method was used because the project includes an intensive study of a limited field. Moreover, the data needed for the purpose is more of personal nature which can be collected through directly communicating with the employees in order to increase its reliability.
The information thus collected is original, accurate and in depth. The interview was unstructured as it was characterized by flexibility of approach to questioning and did not follow a system of pre-determined questions and standardized techniques of recording information. The method of unstructured interview was chosen so as to have greater freedom to ask, in case of need, supplementary questions or at times to change the sequence of questions. 2. Questionnaire method: In this method, a questionnaire was made consisting of a number of questions to be answered and filled by the respondents (employees) on their own.
This method was used in order to enable the respondents to answer the questions as per their convenience and to provide those adequate to give well thought out answers. Thus this further increases accuracy. Secondary data: The secondary data are those which have already been collected by someone else and which have already been passed through the statistical processes. Thus such data is not originally collected rather obtained from published or unpublished sources. Methods of secondary data collection: Company Journals, Magazines, Internet, Books and newspapers. The collection of the secondary data was done through published sources and Unpublished sources of Performance management. The methods of collecting primary and secondary data differ since primary data are to be originally collected, while in case of secondary data the nature of data collection work is merely that of compilation.