ACKNOWLEDGMENT

THE

PROJECT OF THIS NATURE IS ARDUOUS TASK STRETCHING OVER A PERIOD OF

TIME , COMPLETING A PROJECT LIKE THIS ONE TAKES THE EFFORT AND COOPERATION OF MANY PEOPLE .

ALTHOUGH

THIS PROJECT REPORT IS BEING BROUGHT IN MY NAME , IT BEARS AN

IMPRINT OF GUIDANCE AND COOPERATION OF MANY INDIVIDUALS .

SEVERAL &

PERSONS

WITH WHOM I INTEGRATED HAVE CONTRIBUTED SIGNIFICANTLY TO THE SUCCESSFUL COMPLETION OF THE PROJECT STUDY .

IN

THE SUCCESSFUL

TROUBLE FREE

COMPLETION OF MY FINAL TERM PROJECT TITLED

PERFORMANCE

MANAGEMENT , I

AM GRACEFUL TO INSTITUTE OF MANAGEMENT AND TECHNOLOGY , GHAZIABAD FOR HELPING US TOWARDS THE COMPLETION OF THE PROJECT .

EXTEND MY DEEPEST AND SINCERE THANKS TO MY PROJECT GUIDE , MR .

RAM

KRISHN AND OTHER HR EXECUTIVES HPL ADDITIVES LTD FOR THE UNFLINCHING SUPPORT AND GUIDANCE THROUGH OUT THE PROJECT

WOULD ALSO LIKE TO THANK ALL THE EXECUTIVES WHO SHARED THEIR PRECIOUS

TIME AND EXPERIENCE WITH ME .

LAST

BUT NOT THE LEAST , I EXTEND MY SINCERE THANKS TO ALL THE STAFF

MEMBERS OF HPL ADDITIVES LTD FOR THEIR COOPERATION .

EXECUTIVE SUMMARY

PERFORMANCE

MANAGEMENT IS THE PROCESS OF BRINGING PEOPLE IN TO THE

ORGANIZATION MAKING VERY SURE THAT NEW ENTRANTS HAVE THE POTENTIAL AND WILLINGNESS TO CONTRIBUTE TO ORGANIZATIONAL SUCCESS . I N TODAY S SCENARIO WITHOUT EFFECTIVE PERFORMANCE MANAGEMENT THE ORGANIZATION WILL MEET THE CONSIDERABLE RESISTANCE WHEN INTRODUCING CHANGE .

WITHOUT

ORGANIZATIONAL CHANGE AND DEVELOPMENT SURVIVAL BECOME VERY UNCERTAIN SO IN ORDER TO MAKE THE INDUSTRY SURVIVE IT IS VERY IMPORTANT TO ADOPT THE DIFFERENT PERFORMANCE MANAGEMENT PRACTICES IN ALL ORGANIZATIONS SO AS TO UNDERSTAND THE EMPLOYEES OR WORKERS NEED AND SATISFY THEM . SHOULD BE EFFECTIVE PEOPLE UTILIZATION IN EVERY INDUSTRY .

THERE
THESE

ALL

PRACTICES IN AN ORGANIZATION WILL MAKE THE ORGANIZATION TO GROW AT A FASTER SPEED .

THE

STUDY WILL BE EMPIRICAL AND PRIMARY RESEARCH WILL BE

DONE BY USING THE QUESTIONNAIRE WHICH WILL ADMINISTER TO SALES , SERVICE AND SUPPORT FUNCTION EMPLOYEE .

THE

DATE

WILL

BE

COLLECTED

AND

ASSIMILATED BY USING STATISTICAL TOOL LIKE MEDIAN AND DATE WILL BE ANALYZED BY USING

BAR CHART . THE PMS.

ANALYSIS

WILL

BE

TO

FIND

THE

EFFECTIVENESS OF CURRENT

EXECUTIVE SUMMARY
THE
PROJECT TITLED

TO STUDY PERFORMANCE APPRAISAL PROCESS IN

IN

HPL ADDITIVES LTD, A CHEMICAL MANUFACTURING UNIT FARIDABAD, HARYANA. HPL A DDITIVES THE
WAS ESTABLISHED IN1964.

DISTRICT

TOTAL EMPLOYEE S STRENGTH OF THE ORGANIZATION IS AROUND

1700

AND IT

FOLLOWS DIFFERENT NEW TECHNOLOGY FOR MANUFACTURING . DONE TO KNOW THE

THIS

PROJECT IS

TRAINING

SYSTEM ON THE

HPL ADDITIVES LTD

AND ALSO TO STUDY

KNOW ABOUT THE EMPLOYEE S OPINION ON TRAINING

PROCEDURE .THE

WOULD BE IMMENSE HELP TO THE COMPANY TO KNOW THE EFFECTIVENESS OF TRAINING SYSTEM AND CORRECTION TO BE MADE ON IT, IF REQUIRED .

THE EMPLOYEES

ARE TAKEN AT STRATIFIED SAMPLING . CONTAINING

THE SAMPLES

ARE TAKEN AS

50. THE QUESTIONNAIRE

16 QUESTIONS

IS PREPARED AND GIVEN TO THE

SAMPLE EMPLOYEE AND COLLECTED THE DATA REQUIRED FOR THE STUDY .

PILOT

STUDY IS CARRIED OUT TO IDENTIFY THE WEAKNESS IN THE QUESTIONNAIRE .

PERCENTAGE
THE DATA .

ANALYSES AND CHI SQUARE TEST IS USED AS TOOLS FOR ANALYZING

IT

IS FOUND THAT THE EMPLOYEES AGREE THAT THE CURRENT TRAINING SYSTEM IS

EFFECTIVE .

AND

IT NEEDS SOME KIND OF REGULATION TO BE MADE ON THE CURRENT

SET OF RULES AND REGULATION . MORE EFFECTIVE .

AND

THEY ALSO SUGGEST SOME RULES TO MAKE IT

COMPANY PROFILE
HISTORY HPL ADDITIVES LIMITED
MANUFACTURER OF

WAS INCEPTED IN

1964

AND HAD STARTED AS A DIVERSIFIED INTO AND

POLYMER ADDITIVE , IT HAS SUCCESSFULLY

BIOCIDES, POLYMERISATION CATALYSTS , PHOTOGRAPHIC CHEMICALS , PHARMA & AGRO INTERMEDIATES . HPL ADDITIVES LIMITED
IN

HAS FOUR STATE- OF -THE- ART MANUFACTURING UNITS

NORTH INDIA

TWO AT

BALLABHGARH ,

ONE AT

DUDHOLA

AND ONE AT

DERA

BASSI . THE

PLANTS HAVE A HIGH DEGREE OF AUTOMATION AND LABORATORY

FACILITIES TO CONTROL AND MONITOR THE PROCESSES TO ENSURE FLAWLESS , UNSWERVING QUALITY AND SAFETY .

THE

GROUP HAS

80%

SHARE IN THE

DOMESTIC MARKET AND EXPORTS TO MORE THAN WORLD .

42

COUNTRIES ACROSS THE

HPL ADDITIVES LIMITED

BELIEVES IN PROVIDING SOLUTIONS RATHER THAN

PRODUCTS ONLY AND HAS ADDED MANY PRODUCTS IN THE SAME GROUP AND HAS GONE FOR DIVERSIFICATION AT APPROPRIATE OPPORTUNITIES . THERE ARE AROUND MORE IN PIPE LINE .

AT

PRESENT ,

60

PRODUCTS FOR DIFFERENT APPLICATIONS AND MANY

ALL

THIS HAS BEEN MADE POSSIBLE BY A COMPETENT AND DEDICATED OF

WORKFORCE

750

PERSONNEL

COMPRISING

ENGINEERS ,

SCIENTISTS ,

TECHNICIANS AND MANAGEMENT EXPERTS , COMMERCIAL AND MARKETING STAFF AMONGST OTHERS .

WORKING

IN A CONGENIAL ENVIRONMENT , THE TEAM

MEMBERS ARE EMPOWERED TO MAKE DECISIONS SO AS TO EFFECTIVELY RESPOND TO MARKET DYNAMICS .

THE

GROUP S

R&D

CENTRE IS FITTED WITH THE REQUISITE TESTING EQUIPMENTS ,

BENCH SCALE FACILITIES AND A MULTI- FUNCTIONAL PILOT PLANT .

CUSTOMER

SATISFACTION IS OF PARAMOUNT IMPORTANCE TO

HPL ADDITIVES LIMITED.

NEEDS AND THEIR

PERIODIC THESE

INITIATIVES

TO

MAP

DYNAMIC

CUSTOMER

SATISFACTION LEVELS WITH

HPLA

PRODUCTS AND SERVICES ARE UNDERTAKEN .

PRECIOUS INPUTS , FORM THE BASIS OF THE COMPANY S CONTINUOUS

IMPROVEMENT PLANS TO DELIVER VALUE OFFERING . LEVELS OF

HPLA

HAS ITS VALUES HIGH

QUALITY, SERVICE EFFICIENCY,

AND

SAFETY

AND

ENVIRONMENTAL

CONSCIOUSNESS .

HPL ADDITIVES LIMITED

BELIEVES IN CONTINUAL IMPROVEMENT TO MEET THE

CHANGING REQUIREMENTS OF THE CUSTOMER .

THIS

PHILOSOPHY HAS HELPED US

TO KEEP AHEAD OF COMPETITION AND TO EMERGE AS A

LEADER. SCIENTISTS

AND

ENGINEERS

ARE ALWAYS WORKING ON TO IMPROVE THE PRODUCTS , PROCESSES

AND TECHNOLOGIES .

HPL ADDITIVES LIMITED

HAS A WELL ESTABLISHED DISTRIBUTION NETWORK

INCLUDING DISTRIBUTORS AND OWN OFFICES IN MANY COUNTRIES TO RUN ITS SUPPLY CHAIN MANAGEMENT .

LOGISTICS PARTNER IN

EUROPE

ENSURES

SMOOTH SUPPLY - LINE TO LARGE CUSTOMERS WITH DEPOT INVENTORIES . COMPANY ALSO HAS AN OFFICE IN

THE

USA.
COUNTRY S

HPL

ADDITIVES

LIMITED

WAS

ONE

OF

FIRST IN

CHEMICAL

MANUFACTURING UNITS TO ESTABLISH

QMS

AND GOT

ISO 9001

1996. I N 2001

ITS

QUEST TO MEET OBLIGATIONS TOWARDS CORPORATE , AN

ENVIRONMENT

AS A RESPONSIBLE WITH

EMS

SYSTEM WAS SET UP SUCCESSFULLY IN FOR

ACCREDITATION FROM

DNV

ISO 14001. N OT

SATISFIED WITH STATUS QUO,

HPL ADDITIVES LIMITED

CONTINUED IN ITS JOURNEY TOWARDS FULFILLING ITS

COMMITMENT TO SAFETY , HEALTH AND SOCIAL RESPONSIBILITY AND HAS GOT ACCREDITATION FOR

OHSAS 18001

IN

MARCH, 2006.
IS A TECHNOCRAT CORPORATION . RANGE , TECHNOLOGIES ,

RIGHT THERE

FROM THE TOP, IS A LOT

HPL ADDITIVES LIMITED

FOCUS ON NEW

OF

PRODUCT

ENVIRONMENT FRIENDLY AND SAFE PROCESSES , PRODUCT APPLICATION AND

TECHNICAL SUPPORT .

THE

MANAGEMENT OF THE GROUP HAS CREATED A SELF-

SUFFICIENT TECHNOLOGY INFRASTRUCTURE .

MILESTONES
1964 ESTABLISHED 10000/1966 SHIFTED 1970 SHIFTED
AT BY

MR. HARCHARAN SINGH

WITH A MEAGER CAPITAL OF

RS

MODEL TOWN, NEW DELHI. TIGAON ROAD , BALLABHGARH .. DNPT WAS THE FIRST PLOT NO. 8, SECTOR 25, BALLABHGARH . LATER
NOW THE SPREAD OVER IS UNIT IS CHEMICAL PRODUCT

TO TO

ON ACQUIRED

PLOT NO. 6 & 7,

PRODUCT OF

ACRES OF LAND . AGENT

THE

MAJOR

THIS

BLOWING

ESPECIALLY

AZODICARBONAMIDE (ADC) 1976 HPL

LAND STARTED ITS SISTER CONCERN

MONA AGRO CHEMICALS

WITH

AT

ACRES OF AS THE

PLOT NO. 72, S ECTOR 25, BALLABHGARH

GUAR GUM

FIRST PRODUCT . LATER

ON ITS NAME HAD BEEN CHANGED AS PRODUCT .

HPL INDUSTRIES PVT. LTD

AND

DNPT IS ITS MAJOR 1994 THE THIRD

UNIT OF

HPL,

KNOWN AS

HPL C HEMICALS LTD.,

STARTED AT AS

DERABASSI , DIST MOHALI

MAJOR PRODUCT .

TO MANUFACTURE

HYDRAZINE HYDRATE 20 ACRES OF LAND.

FIRST

THE SPREAD

OVER OF THIS UNIT IS ONE OF

1996 HPL ADDITIVES LIMITED QUALITY. 1998 HPL

STARTED ITS

WAS

COUNTRY S AND GOT

CHEMICAL FOR

MANUFACTURING UNITS TO ESTABLISH

QMS

ISO 9001

FOURTH UNIT ,

SPREAD OVER IS

23

ACRES OF LAND , AT TO MANUFACTURE

VILLAGE DUDHOLA , TEHSIL PALWAL, DISTT. FARIDABAD

ANTI -OXIDANTS AND

U-V ABSORBERS. ENVIRONMENT .

FOR

2001 GOT ISO 14001 CERTIFICATE 2003 HPL INDIA

GOT

FOR

DSIR NATIONAL AWARD

R&D 2003

EFFORTS IN FROM THE

CHEMICAL

AND OF

ALLIED INDUSTRIES SECTOR

FOR THE YEAR

GOVERNMENT

2006 CERTIFIED OHSAS 18001 HPL R & D

FOR INDUSTRIAL

HEALTH & SAFETY. DR. P. C. R AY AWARD

FOR THE YEAR FOR BY

SECTION GOT THE PRESTIGIOUS

DEVELOPMENT OF

INDIGENOUS TECHNOLOGY

2005-06

INDIAN CHEMICAL COUNCIL . THE RENOWNED 2007 THE

BUSINESS MAGAZINE FOR THE YEAR

(BUSINESS SPHERE HAS AWARDED HPL HIGH POLYMERS

GOLDEN TROPHY

2006.

NAME OF THE COMPANY HAS BEEN CHANGED FROM

LABS LTD. TO HPL ADDITIVES LTD. GOT FIRST GRADE AWARD 2006-07
CONFERRED BY FOR ITS

EXPORT

PERFORMANCE DURING YEAR

BASIC

CHEMICALS

&

COSMETICS
OF

EXPORT

PROMOTION

COUNCIL (CHEMEXCIL), M UMBAI, MINISTRY

COMMERCE &

INDUSTRY , GOVT. OF INDIA 2009 THESE 2 GOT

SISTER CONCERNS ,

HPL C HEMICAL LTD, HPL I NDUSTRIES PVT. LTD, HPL ADDITIVES LTD. ANTI-OXIDANTS

MERGED WITH THE PARENT COMPANY THE

BEST RESEARCH AWARD (POLYMER SCIENCE , TECHNOLOGY &

FOR COMMERCIALIZING PRODUCT BY

ENGINEERING)

PLASTINDIA FOUNDATION . AWARDS ACHIEVEMENTS DSIR NATIONAL

SECTOR

AND

HPL ADDITIVES LIMITED AWARD

FOR

IS THE PROUD RECIPIENT OF

R&D

EFFORTS IN

CHEMICAL

AND

ALLIED INDUSTRIES

FOR THE YEAR

2003 FROM THE GOVERNMENT

OF I NDIA .

THE

COMPANY

ALSO

BAGGED

ICC ACHARYA PC RAY AWARD

FOR THE YEAR

FOR BY

DEVELOPMENT OF

INDIGENOUS TECHNOLOGY

2005-06

INDIAN CHEMICAL COUNCIL . THE

COMPANY HAS ALSO RECEIVED

FIRST GRADE AWARD

CONFERRED BY

FOR ITS

EXPORT

PERFORMANCE DURING YEAR

2006-07

BASIC CHEMICALS & M UMBAI ,

COSMETICS MINISTRY
OF

EXPORT

PROMOTION

COUNCIL

(CHEMEXCIL),

COMMERCE & INDUSTRY , GOVT. OF INDIA

 THE RENOWNED

BUSINESS MAGAZINE FOR THE YEAR

(BUSINESS SPHERE HAS AWARDED HPL

GOLDEN TROPHY

2006. 2009.

PLASTICON AWARD FOR

THE BEST RESEARCH IN

MISSION
TO
BUILD A SUCCESSFUL BUSINESS ENTERPRISE ON THE KEY FUNDAMENTALS OF

QUALITY , DELIVERY AND SERVICE .

OBJECTIVES TO
ENSURE CUSTOMER SATISFACTION THROUGH CONSISTENT QUALITY ,

TIMELY DELIVERY AND A HIGH LEVEL OF SERVICE .

TO

CONTINUOUSLY INVEST IN MODERNIZATION , PRODUCT DEVELOPMENT

AND RESEARCH TO IMPROVE PRODUCTIVITY AND EFFICIENCY .

TO

MAINTAIN AND BUILD HIGH EMPLOYEE MORALE THROUGH HUMAN

RESOURCE DEVELOPMENT PROGRAMMERS .

TO

DEVELOP A RELIABLE SUPPLY BASE TO ENSURE QUALITY AND TIMELY

DELIVERY OF MATERIAL .

TO

BE

FINANCIALLY

SUCCESSFUL

AND

PROFITABLE

BUSINESS

ENTERPRISE .

PHILOSOPHY

CUSTOMER CARE HPL

BELIEVES

THAT

ALL

ITS

ACHIEVEMENTS

ARE

THROUGH

INTERACTIVE OR INTERNAL

RELATIONSHIP CUSTOMERS .

WITH

CUSTOMERS .

BE

IT

EXTERNAL

CUSTOMER

HPL

IS EVEN THANKFUL TO ITS COMPETITORS WHO HAVE A SIGNIFICANT

CONTRIBUTION TO ITS SUCCESS .

WE

OWE OUR SUCCESS TO OUR CUSTOMERS AND

SHALL STRIVE TO DELIVER THE BEST TO THEM

- ALWAYS.

VENDOR DEVELOPMENT WE HPL,

AT

FEEL THAT VENDOR IS A PARTNER TO OUR STRENGTH AND OCCUPIES A

SEAT ONLY NEXT TO OUR CUSTOMER .

CLOSER INTERACTION WITH VENDORS HAS

GIVEN US A COMPETITIVE EDGE IN SOURCING OUR NEEDS .

HONESTLY,

WE COULD NOT

BE FAIR TO OUR CUSTOMERS WITHOUT THE SUPPORT OF OUR VENDORS .

EMPLOYEE CARE HPL

IS A PROFESSIONAL CORPORATION .

IT IT

BELIEVES THAT IT IS THE PEOPLE WHO ENJOYS VERY CORDIAL

MAKE AN ORGANIZATION SUCCESSFUL .

INDUSTRIAL

RELATIONS. MOTIVATION , REWARDS

THEIR FAMILIES HAVE FURTHER PROFESSIONAL COMMITMENT .

AND

WELFARE SCHEMES
THE

FOR EMPLOYEES AND RELATIONSHIP AND

STRENGTHENED

SOCIALLY RESPONSIBLE BUSINESS

IT

IS OUR CONSTANT EFFORT TO MAKE OUR PRODUCTS , PROCESSES , INSTALLATIONS

SAFER AND ENVIRONMENT FRIENDLY .

NEW

ENVIRONMENT FRIENDLY TECHNOLOGIES ,

PROCESSES ARE BEING RESEARCHED CONSTANTLY .

OBJECTIVE

OF THE

STUDY

PERFORMANCE APPRAISAL OBJECTIVES OF THE STUDY: OBJECTIVES OF THE STUDY THE FOLLOWING ARE THE OBJECTIVES 1. TO
DEVELOP MY OF THE STUDY OF

THE SUBJECT .

UNDERSTANDING

PERFORMANCE
VARIES

APPRAISAL SYSTEM

IMPLEMENTED IN VARIOUS

ORGANIZATIONS
MY RESEARCH ,

ACCORDING TO THE NEED AND SUITABILITY . TRIED TO STUDY THE KIND OF

THROUGH

HAVE AND

APPRAISAL

USED IN THE

ORGANIZATION

THE VARIOUS PROS AND CONS OF THIS TYPE OF SYSTEM .

2.

TO

CONDUCT A STUDY ON SOCIAL BEHAVIOR .

SOCIAL

BEHAVIOR IS A VERY

UNPREDICTABLE ASPECT OF HUMAN LIFE BUT SOCIAL RESEARCH IS AN ATTEMPT TO ACQUIRE KNOWLEDGE AND TO USE THE SAME FOR SOCIAL DEVELOPMENT .

3.

TO ENHANCE THE WELFARE THE APPRAISAL

OF EMPLOYEES .

SYSTEM IS CONCEIVED BY THE

MANAGEMENT

BUT MOSTLY

DOESN T TAKE INTO CONSIDERATION THE OPINION OF THE EMPLOYEES . CAN LEAD TO ADVERSE PROBLEMS IN THE THIS STUDY

THIS
BY

ORGANIZATION . THEREFORE

HAVE ATTEMPTED TO PUT FORTH THE OPINION OF THE

EMPLOYEE WITH RESPECT TO THE ACCEPTABILITY OF THE

PERFORMANCE

APPRAISAL SYSTEM. 4. TO EXERCISE

SOCIAL CONTROL AND PREDICT CHANGES IN BEHAVIOR .

THE

ULTIMATE OBJECT OF MY RESEARCH IS TO MAKE IT POSSIBLE TO PREDICT

THE BEHAVIOR OF INDIVIDUALS BY STUDYING THE FACT ORS THAT GOVERN AND GUIDE THEM.

5.

TO

STUDY

PERFORMANCE PERFORMANCE

APPRAISAL APPRAISAL

SYSTEM

TO
IN

UNDERSTAND OPERATION .

AND

EVALUATE

MECHANISM

TO

EVALUATE THE EFFECTIVENESS AND SATISFACTION LEVEL OF THE EMPLOYEES TOWARDS PERFORMANCE APPRAISAL SYSTEM IN

HAMUL

OBJECTIVES:
TO
IDENTIFY NURTURE

GROOM AND MOTIVATE TALENTED

MCS (MANAGEMENT GMS

CARDER STAFF

CAREER AND SUCCESSION PLANNING TO BUILT IN HOUSE POOL OF

TALENT (GROW YOUR TIMBER) FOR OUR FUTURE NEED TALENT , STRENGTH AND QUALITY .

HOD

AND

DETERMINE

PRIMARY OBJECTIVE THE HPL ADDITIVES LTD

PRIMARY OBJECTIVE OF MY STUDY AT

TO SEARCH THE

FOUNDATION OF PERFORMANCE APPRAISAL .

SECONDARY OBJECTIVE THE

OBJECTIVE OF MY STUDY ABOUT EMPLOYEES PERFORMANCE APPRAISAL TO

STUDY THE CURRENT

PROCESS

OF EMPLOYEES PERFORMANCE APPRAISAL AT

HPL

ADDITIVES LTD. MY
ANOTHER OBJECTIVE IS TO APPLY MY LEARNING IN THE AREA OF SO THAT

HUMAN

RESOURCES
NATURE

GAIN SIGNIFICANT PRACTICAL AND UNDERSTAND THE OF TRAINING AND DEVELOPMENT ANY

AND

IMPORTANCE

PROGRAMME .

EXPLAIN

THE DIFFERENT STAGES IN A PERFORMANCE APPRAISAL PROGRAMME

AND DESCRIBE EACH STEP .

 UNDERSTAND SCOPE

THE NEED OF THE PERFORMANCE AND ITS EFFECTIVENESS .

OF THE STUDY

THIS

RESEARCH ALSO PROVIDES THE FEEDBACK OF PEOPLE INVOLVED IN THE

PERFORMANCE APPRAISAL PROCESS .

APART

FROM THAT IT WOULD PROVIDE ME A GREAT DEAL OF EXPOSURE TO

INTERACT WITH THE HIGH PROFILE MANAGERS AS WELL AS WORKERS OF THE COMPANY .

THIS THIS

RESEARCH

PROVIDES

ME

THE

WAY

TO

FACE

ACTUAL

WORK

ENVIOURNMENT AT THE WORK PLACE . WILL HELP ME TO KNOW THE BEST METHOD OF THE TRAINING WHICH

COULD IMPROVE THE COMPANY AND WORKERS PERFORMANCE .

LIMITATIONS OF THE STUDY

THE RESULT DEPENDS UPON THE STATUS OF THE EMPLOYEE

REGARDING THE OUTPUT OF THE WORK , DESIGNATION .

THE RESULT DEPENDS UPON THE INFORMATION GIVEN BY

THE EMPLOYEES .

HENCE THE INFORMATION PROVIDED BY

SUBJECTED TO SATISFACTION ABOUT THE TRAINING .

DUE TO CONSTRAINT OF TIME ONLY A SPECIFIC SAMPLE

SIZE FROM THE ENTIRE POPULATION OF EMPLOYEES HAVE BEEN CALCULATED FOR THE STUDY .
THE
SAMPLE OF THE STUDY IS VERY SMALL TO KNOW THE ACTUAL RESULT OF THE STUDY .

1. PMS AN INTRODUCTION OF PERFORMANCE MANAGEMENT WHAT IS PERFORMANCE MANAGEMENT ?

PERFORMANCE
MANAGEMENT IS THE ACTIVITY OF TRACKING PERFORMANCE AGAINST

TARGETS AND IDENTIFYING OPPORTUNITIES FOR IMPROVEMENT LOOKING BACK AT PAST PERFORMANCE . IS THE FUTURE

BUT NOT JUST

THE

FOCUS OF PERFORMANCE MANAGEMENT

WHAT DO YOU NEED TO BE ABLE TO DO AND HOW CAN YOU DO

THINGS BETTER ?

MANAGING

PERFORMANCE IS ABOUT MANAGING FOR RESULTS .

PERFORMANCE -BASED
DEMONSTRATE THAT

MANAGEMENT AT ANY LEVEL IN THE ORGANIZATION SHOULD

YOU KNOW WHAT YOU ARE AIMING YOU KNOW WHAT YOU HAVE YOU KNOW HOW

FOR

TO DO TO MEET YOUR OBJECTIVES

TO MEASURE PROGRESS TOWARDS YOUR OBJECTIVES PROBLEMS AND REMEDY THEM

YOU CAN DETECT PERFORMANCE

WHY IS IT IMPORTANT ?
THE MODERNIZING GOVERNMENT
AGENDA SETS CHALLENGING NEW PERFORMANCE

OBJECTIVES FOR ORGANIZATIONS , FROM THE DELIVERY OF HIGH QUALITY SERVICES THAT MEET THE NEEDS OF THEIR CUSTOMERS AND STAKEHOLDERS , TO DOING MORE WITHIN THE CONSTRAINTS OF AVAILABLE RESOURCES , THROUGH TO CONTINUOUS IMPROVEMENT IN HOW THE ORGANIZATION ITSELF OPERATES .

PERFORMANCE

MANAGEMENT UNDERPINS THE OPERATIONS AND PROCESSES WITHIN A STRATEGIC CHANGE PROGRAM FRAMEWORK .

SOUND

PRACTICES AND TARGETS , WHICH ARE BOTH

FLEXIBLE AND REACTIVE TO CHANGE , ARE NEEDED TO ACHIEVE PERFORMANCE IMPROVEMENT .

THE

EFFECTIVE PERFORMANCE OF YOUR ORGANIZATION DEPENDS ON THE

CONTRIBUTIONS OF ACTIVITIES AT ALL LEVELS

FROM TOP MANAGEMENT

POLICY DEVELOPMENT THROUGH TO EFFICIENTLY RUN OPERATIONS .

IN

RESPONSE

TO

THE

PRESSURES

AND

OPPORTUNITIES

FOR

IMPROVING

ORGANIZATIONAL PERFORMANCE , YOU NEED TO UNDERSTAND HOW TO DEFINE AND MEASURE PERFORMANCE AS PART OF A CONCERTED STRATEGY FOR RELEVANT , SUCCESSFUL AND COST - EFFECTIVE OPERATIONS .

CRITICAL FACTORS FOR SUCCESS

FOCUSING
ON OUTCOMES THAT MEET BUSINESS OBJECTIVES , RATHER

THAN OUTPUTS

MANAGING DEFINING USING

PERFORMANCE BY CASCADING DOWN FROM THE TOP AND

BUILDING BOTTOM- UP AND USING MEASURES THAT EVOLVE OVER TIME

A MIX OF SHORT AND LONG TERM MEASURES , AND SELECTING

MEASURES THAT LINK CAUSE AND EFFECT

MEASURING

EFFECTIVENESS ( DOING THE RIGHT THINGS ) AND EFFICIENCY RIGHT ) IN PARALLEL REWARD AND REMUNERATION WITH

(DOING THINGS RELATING

INDIVIDUALS '

ACHIEVEMENT OF OUTCOMES .

WHO IS INVOLVED?
BUSINESS
MANAGERS ARE RESPONSIBLE FOR SETTING TARGETS AND MANAGING AGAINST THOSE TARGETS ; CONTRACT MANAGERS MONITOR

PERFORMANCE

SERVICE PERFORMANCE FROM THE CUSTOMER VIEWPOINT ; SERVICE PROVIDERS SUPPLY PERFORMANCE INFORMATION .

PRINCIPLES
PERFORMANCE
MANAGEMENT SHOULD BE AN INTEGRATED PART OF A BUSINESS LIFECYCLE HELPING AN ORGANIZATION TO MATURE THROUGH EVOLVING AND CHANGING PERFORMANCE MEASURES , FROM THEIR DEFINITION THROUGH TO MONITORING AND REVIEW IN ADDITION , BY INCLUDING THE

IS/IT

COMPONENT THROUGHOUT THIS LIFECYCLE , RATHER THAN JUST CONSIDERING

IT AS A 'DOWNSTREAM ' COST OF PROVISION , THERE SHOULD BE ENHANCED BENEFITS FROM AN INCREASED AND MORE EFFECTIVE CONTRIBUTION FROM ANY INVESTMENT MADE IN

IS/IT.

YOU

WILL NEED TO ENSURE THAT YOU HAVE ADOPTED SOUND PRACTICES IN AND ACQUIRING

COMMISSIONING IMPROVEMENT .

IS/IT

SERVICES

TO

ACHIEVE

PERFORMANCE FOR

PERFORMANCE

MANAGEMENT

IDENTIFIES

OPPORTUNITIES

MAXIMIZING IMPROVEMENTS IN MANAGING SERVICE DELIVERY IN THE FUTURE .

PERFORMANCE

MANAGEMENT HELPS YOU TO MAKE DECISIONS ABOUT INVESTMENT

ROUTES , AFFORDABILITY AND SETTING INVESTMENT PRIORITIES IN THE FACE OF COMPETING DEMANDS FOR RESOURCES .

MANAGING FOR RESULTS

MANAGING
FOR RESULTS REQUIRES THE ORGANIZATION TO FOCUS ON THE OUTPUTS

OF THE PROCESSES AND ACTIVITIES UNDERTAKEN BY THE ORGANIZATION AT VARYING LEVELS .

TOGETHER

THESE

OUTPUTS

WILL

CONTRIBUTE

TO

THE

ACHIEVEMENT OF THE OUTCOMES DESIRED BY THE ORGANIZATION AND THOSE OF THE GOVERNMENT AS A WHOLE.

LEVELS OF PERFORMANCE MANAGEMENT

1. THE

EFFECTIVE PERFORMANCE OF YOUR ORGANIZATION DEPENDS ON THE

CONTRIBUTION OF ACTIVITIES AT ALL LEVELS

FROM TOP MANAGEMENT POLICY

DEVELOPMENT THROUGH TO EFFICIENTLY RUN OPERATIONS .

THERE

ARE THREE

OR FOUR LEVELS OF PERFORMANCE MANAGEMENT IN THE MODEL FRAMEWORK BELOW, SOME ORGANIZATIONS MAY COMBINE THE STRATEGIC LEVEL WITH THE ORGANIZATION S PRIORITIES LEVEL .

2. ORGANIZATION S
MANAGEMENT STRATEGY .

PRIORITIES :

AT

THE

HIGHEST

LEVEL

PERFORMANCE

IS ROOTED IN THE ORGANIZATION S LONG TERM BUSINESS AT THIS LEVEL ARE OF IMPACT , RESOURCE UTILIZATION

MEASURES

AND PUBLIC SERVICE IMPROVEMENT .

3. STRATEGIC
PERSPECTIVE . SERVICE

LEVEL

PERFORMANCE

MANAGEMENT :

AT

THIS

LEVEL

THE

MANAGEMENT CONCERN IS FROM AN

"OUTSIDE

IN" AS WELL AS AN INTERNAL

MEASURES

ARE OF OUTCOME , SUCH AS VOLUME AND VALUE OF TRENDS FOR INCLUSION , STAFF AND USERS '

TAKE -UP,

UPWARD

SATISFACTION .

4. PROGRAM

LEVEL PERFORMANCE MANAGEMENT : PERFORMANCE MANAGEMENT AT

THIS LEVEL IS FOCUSED ON THE DESIRED RESULTS OF PROGRAMS OF CHANGE , TO DEMONSTRATE WHAT HAS BEEN ACCOMPLISHED .

THE

MEASURES USED WOULD

INCLUDE THOSE STATED IN INDIVIDUAL BUSINESS CASES . WOULD HELP TO DETERMINE IF THESE ARE ACHIEVED .

BENEFITS

MANAGEMENT

5. TACTICAL

OR OPERATIONAL SERVICE LEVEL PERFORMANCE MANAGEMENT : HERE

THE MANAGEMENT FOCUS IS CONCERNED WITH SERVICE DELIVERY AND OUTPUTS , USING CONVENTIONAL SERVICE LEVEL AGREEMENT APPROACHES AND RELATED MEASURES OF ASPECTS SUCH AS VOLUMES AND QUALITY .

ALTHOUGH

PERFORMANCE MEASURES AND INDICATORS MAY BE DIFFERENT AT EACH

LEVEL , THEY WILL NEED TO BE.

DIRECTIONAL - TO CONFIRM QUANTITATIVE TO BE DONE .

THAT YOU ARE ON TRACK TO REACH THE GOALS .

TO SHOW WHAT HAS BEEN ACHIEVED AND HOW MUCH MORE IS

WORTHWHILE -

ADDING MORE VALUE TO THE BUSINESS THAN THEY COST TO

COLLECT AND USE .

VALUE FOR MONEY

YOU
MUST BE ABLE TO DEMONSTRATE THAT YOU HAVE ACHIEVED VALUE FOR MONEY IN YOUR OPERATIONS . MEASURES OF PERFORMANCE :

VALUE

FOR MONEY IS TAKEN TO COVER THREE

ECONOMY - MINIMIZING EFFICIENCY -

THE COST OF RESOURCES USED FOR AN ACTIVITY ,

HAVING REGARD TO APPROPRIATE QUALITY THE RELATIONSHIP BETWEEN OUTPUTS , IN TERMS OF GOODS ,

SERVICES OR OTHER RESULTS AND THE RESOURCES USED TO PRODUCE THEM

EFFECTIVENESS AN ACTIVITY .

THE EXTENT TO WHICH OBJECTIVES HAVE BEEN ACHIEVED , AND

THE RELATIONSHIP BETWEEN THE INTENDED IMPACTS AND ACTUAL IMPACTS OF

MEASURES AND METRICS

YOU SHOULD
USE THESE EVALUATION CRITERIA FOR MEASURES AND METRICS :

ARE YOU MEASURING DO YOU HAVE

THE RIGHT THING ?

THE RIGHT MEASURES ? USED IN THE RIGHT WAYS?

ARE THE MEASURES DO

YOU DETERMINE THE QUALITY OF A PARTICULAR PERFORMANCE METRIC

USING THE

SMART

TEST

(SPECIFIC, MEASURABLE , ATTAINABLE , RELEVANT ,

TIMELY)?

THE

PROCEDURES AND MEASURES USED IN PERFORMANCE MANAGEMENT WILL

DEPEND , AMONG OTHER FACTORS , ON THE TYPE OF BUSINESS PROCESS WHICH IS BEING MEASURED .

BUSINESS PROCESS IS ASSUMED TO BE MADE UP OF A NUMBER

OF ACTIVITIES WHICH TRANSFORM INPUTS INTO OUTPUTS AND CONTRIBUTE TO THE REALISATION OF OUTCOMES .

THE

CUSTOMERS FOR A PROCESS MAY BE EXTERNAL

(FOR

EXAMPLE , MEMBERS OF THE PUBLIC ) OR INTERNAL , WITHIN THE SAME

ORGANISATION OR ELSEWHERE IN THE PUBLIC SECTOR.

BUSINESS PROCESSES CAN BE DISTINGUISHED BY:

THE
EXTENT TO WHICH THE ACTIVITIES INVOLVED ARE PEOPLE - ORIENTED AS

OPPOSED TO AUTOMATED

WHETHER

THE ACTIVITIES ARE PRIMARILY 'FRONT -OFFICE ' OR 'BACK - OFFICE '

THAT IS, THE AMOUNT OF DIRECT CONTACT WHICH THE STAFF HAVE WITH THE CUSTOMERS OR RECIPIENTS OF THE PROCESS

WHETHER

THE PROCESS ITSELF IS THE IMPORTANT FEATURE OF THE ACTIVITY

FOR EXAMPLE , IN DELIVERING CONSULTANCY

OR WHETHER THE ACTIVITIES ARE

CONCERNED PRIMARILY WITH THE GENERATION OF DEFINED OUTPUTS

THE

EXTENT TO WHICH THE ACTIVITY IS CUSTOMIZED OR TAILORED TO THE

NEEDS OF EACH CUSTOMER , AS OPPOSED TO BEING ROUTINE AND PROCEDURAL

THE AMOUNT

OF DISCRETION WHICH NEEDS TO BE EXERCISED IN THE ACTIVITIES OF THE CONTACT WITH THE CUSTOMER .

THE DURATION

PROCESSES
YOU WILL NEED TO REVIEW THE EFFECTIVENESS SETTING
PERFORMANCE TARGETS MEASURES OF PERFORMANCE RELEVANT TO THE TARGETS OUTCOMES OF YOUR PROCEDURES FOR :

DESIGNING

SYSTEMATICALLY AND ACCURATELY MEASURING ASSESSING

THE PERFORMANCE OF EXTERNAL SERVICE PROVIDERS

USING

RESULTS FOR INFORMED DECISION -MAKING PERFORMANCE .

IMPROVING

RESEARCH

SHOWS

THAT

MOST

ORGANIZATIONS

HAVE

THE

COMPONENTS

OF

PERFORMANCE MANAGEMENT IN PLACE , BUT THEY ARE NOT ALWAYS USED TO OVERALL ADVANTAGE .

POSSIBLE

FIVE -STEP

APPROACH

THAT

COULD

HELP

ORGANIZATIONS IN IMPROVING THE PERFORMANCE MANAGEMENT OF THE CONTRIBUTION IS OUTLINED BELOW , WITH SUGGESTED TECHNIQUES .

IS/IT

STEP 1: IDENTIFY LOOK

YOUR LEVEL OF MATURITY IN PERFORMANCE MANAGEMENT

AT HOW THE ORGANIZATION IS PERFORMING IN ALL ITS ASPECTS OF

PERFORMANCE MANAGEMENT

FROM DIRECTION SETTING THROUGH TO REVIEW

AND MEASURABLE IMPROVEMENT .

DO

AN ASSESSMENT ; THIS WILL HELP TO IDENTIFY YOUR ORGANIZATION S

MATURITY AND THE STRENGTHS AND WEAKNESSES .

ESTABLISH

WHERE YOU ARE NOW AS A SERIES OF BASELINES , LOOKING AT MANAGEMENT AT STRATEGIC PROGRAM , TACTICAL AND

PERFORMANCE

OPERATIONAL LEVELS .

BOTTOM -UP

MEASURES OF ECONOMY AND EFFICIENCY ARE LIKELY TO BE

REASONABLY STRONG AND HAVE GOOD MANAGEMENT . WELL DEVELOPED FOR EFFECTIVENESS MEASURES

THIS

MAY NOT BE SO

INNOVATION ,

PROCESS

IMPROVEMENT ,

CUSTOMER

SATISFACTION ,

AND

CONTRIBUTION TO POLICY OBJECTIVES .

MOST

ORGANIZATIONS HAVE A GOOD

UNDERSTANDING OF FINANCIAL MEASURE ; THIS LEVEL OF UNDERSTANDING NEEDS TO BE DEVELOPED FOR OTHER MEASURES .

TECHNIQUES : ASSESSMENT ; BASELINE

STEP 2: IDENTIFY
ORGANIZATION

WHERE PERFORMANCE MANAGEMENT IS IMPORTANT TO YOUR

IS

IT IN SETTING DIRECTION OR ENSURING THE DELIVERY OF REQUIRED BENEFITS

OR IMPROVING THE ALIGNMENT , PERFORMANCE AND CONTRIBUTION OF THE INTERNAL AND EXTERNAL RESOURCES USED BY THE ORGANIZATION ?

IDENTIFY KEY

THE VALUES FOR YOUR ORGANIZATION .

VALUES FOR SAFETY CRITICAL OPERATIONAL SERVICES ARE SPEED AND

INTEGRITY OF INFORMATION . VALUE ON INFORMATION

DIFFERENT ORGANIZATION MIGHT PLACE HIGH OR ON SINGLE POINTS OF ACCESS TO

FLOWS

INFORMATION AT A CONTACT /CALL CENTRE .

TECHNIQUES :

VALUE

CHAIN

ANALYSIS ;

BENCHMARKING

WITH

OTHER

ORGANIZATIONS ( WHICH MAY IDENTIFY THINGS YOU HAD NOT THOUGHT OF )

STEP 3: RESOLVE ANY MISMATCH REVIEW

BETWEEN STEPS

1 AND 2 -

PERFORMANCE

MANAGEMENT

AT

EACH

OF

THE

FOUR

LEVELS

(ORGANIZATION , TECHNIQUES : TO

STRATEGIC , PROGRAM AND TACTICAL ).

ARE

THERE WEAKNESSES

IN AREAS THAT ARE IMPORTANT TO YOUR ORGANIZATION ? TO BECOME MORE OUTWARD LOOKING AND CUSTOMER - FOCUSED ,

USE THE WELL ESTABLISHED BALANCED SCORECARD AND ANSWER QUESTIONS ABOUT WHERE AND

EFQM TECHNIQUES . GOALS,

IT

MAKES A CONTRIBUTION , USE AND DEFINE MEASURES .

QUESTIONS

METRICS (GQM) TO IDENTIFY

STEP 4: ESTABLISH

WHERE YOU WANT TO BE AND BEGIN TO BUILD PERFORMANCE

MANAGEMENT INTO BUSINESS PROCESSES AND INTO THE CULTURE

THE

AIM IS TO HAVE TARGET , MEASUREMENT AND REVIEW PROCESSES FOR THOSE

THINGS THAT THE BUSINESS CONSIDERS IMPORTANT SUCH AS PRODUCT , PROCESS , SERVICE AND STAFF .

YOU

WILL HAVE LOTS OF MEASURES WHICH NEED TO BE PRIORITISED AGAINST

YOUR PARTICULAR PERSPECTIVE ON EFFECTIVENESS , EFFICIENCY AND ECONOMY AND AGAINST YOUR VALUES .

ESTABLISH BENEFITS MANAGEMENT AS A NORM

USE

DATABASES TO COLLECT

TECHNIQUES

PERFORMANCE INFORMATION AND

ANALYSE TRENDS

INCLUDE

PERFORMANCE MANAGEMENT IN THE BUSINESS , PROGRAMME AND

PROJECT LIFECYCLE

STEP 5 : FEED INFORMATION MONITOR AND TAKE ACTION

BACK INTO PERFORMANCE IMPROVEMENT

ON:

WE ACHIEVE WHAT WE SET OUT TO DO? WHERE ARE THE OPPORTUNITIES WHAT WHAT WHAT WHAT
CAN WE DO TO IMPROVE ? IS ACHIEVABLE ? IS IMPORTANT FOR OUR ORGANIZATION ? WAS ACHIEVED ? TO IMPROVE ?

YOU ARE SEEKING

ANSWERS TO:

TECHNIQUES :

PROCESS

ASSESSMENT ;

YOUR

OWN

TARGETS ,

LOOKING

AT

BENCHMARKS FROM THE OUTSIDE WORLD .

THE PROCESS OF PERFORMANCE MANAGEMENT

OBJECTIVES

OF A

PERFORMANCE MANAGEMENT SYSTEM

PERFORMANCE

MANAGEMENT IS AN INTEGRAL PART OF A COMPREHENSIVE

HUMAN RESOURCE MANAGEMENT STRATEGY .

ITS

OBJECTIVE IS TO MAXIMIZE

INDIVIDUALS ' PERFORMANCE AND POTENTIAL WITH A VIEW TO ATTAINING ORGANIZATIONAL PRODUCTIVITY . GOALS AND ENHANCING OVERALL EFFECTIVENESS AND

A STAFF PERFORMANCE TO HELP ACHIEVE

MANAGEMENT SYSTEM AIMS AT :

DEPARTMENTAL OBJECTIVES THROUGH STAFF

DEPARTMENTS
VISION ,

FORMULATE STRATEGIES AND OBJECTIVES TO SUPPORT THEIR AND VALUES .

MISSION

TO

ACHIEVE

THESE

BROAD

OBJECTIVES ,

DEPARTMENTS HAVE TO TURN THEM INTO SPECIFIC OBJECTIVES AND TARGETS FOR THE DIVISIONS , SECTIONS , UNITS AND SUBSEQUENTLY INDIVIDUAL JOB OBJECTIVES AND TARGETS FOR IMPLEMENTATION .

AS

INDIVIDUAL

JOB

OBJECTIVES ARE LINKED TO THOSE OF DEPARTMENTS ', THE PERFORMANCE OF INDIVIDUAL OFFICERS CONTRIBUTES TO THE DELIVERY OF DEPARTMENTAL OBJECTIVES .

TO THE

EVALUATE

PERFORMANCE

AND

IMPROVE

COMMUNICATION

BETWEEN

MANAGERS AND STAFF ON MANAGING PERFORMANCE STAFF PERFORMANCE MANAGEMENT SYSTEM PROVIDES A MECHANISM TO

MONITOR AND EVALUATE STAFF PERFORMANCE .

PERFORMANCE

OBJECTIVES ARE

SET AT THE BEGINNING OF THE PERFORMANCE MANAGEMENT CYCLE THROUGH OPEN DISCUSSION BETWEEN THE SUPERVISORS AND THE APPRAISEES .

PROGRESS

IS MONITORED REGULARLY AND FEEDBACK FROM STAFF AND SUPERVISORS IS COLLATED TO HELP CLARIFY OBJECTIVES AND OUTPUT EXPECTATION ; AND TO ENHANCE PERFORMANCE .

TO PROVIDE THE

OPPORTUNITIES FOR DEVELOPMENT

STAFF PERFORMANCE MANAGEMENT SYSTEM SERVES AS A MULTI -PURPOSE

MANAGEMENT TOOL.

IT

PROVIDES VALUABLE INFORMATION TO HELP IDENTIFY

INDIVIDUAL TRAINING NEEDS SO AS TO ENHANCE PERFORMANCE AND TO DEVELOP THE POTENTIAL OF THE STAFF FOR FURTHER ADVANCEMENT .

THE

FOLLOWING FIGURE PROVIDES AN ILLUSTRATION OF HOW PERFORMANCE

MANAGEMENT LINKS WITH OTHER HUMAN RESOURCE FUNCTIONS .

OVERALL GOAL AND FOCUS OF PERFORMANCE MANAGEMENT

THE
OVERALL GOAL OF PERFORMANCE MANAGEMENT IS TO ENSURE THAT THE ALL OF ITS SUBSYSTEMS (PROCESSES , DEPARTMENTS , TEAMS ,

ORGANIZATION AND

EMPLOYEES , ETC .) ARE WORKING TOGETHER IN AN OPTIMUM FASHION TO ACHIEVE THE RESULTS DESIRED BY THE ORGANIZATION .

PERFORMANCE IMPROVEMENT OF THE ORGANIZATION OR A SUBSYSTEM IS AN INTEGRATED PROCESS

NOTE
THAT BECAUSE PERFORMANCE MANAGEMENT STRIVES TO OPTIMIZE RESULTS

AND ALIGNMENT OF ALL SUBSYSTEMS TO ACHIEVE THE OVERALL RESULTS OF THE ORGANIZATION , ORGANIZATION ANY FOCUS OF PERFORMANCE MANAGEMENT WITHIN THE

(WHETHER

ON DEPARTMENT , PROCESS , EMPLOYEES , ETC .) SHOULD

ULTIMATELY AFFECT OVERALL ORGANIZATIONAL PERFORMANCE MANAGEMENT AS WELL .

ONGOING ACTIVITIES OF PERFORMANCE MANAGEMENT

ACHIEVING
THE OVERALL GOAL REQUIRES SEVERAL ONGOING ACTIVITIES , INCLUDING

IDENTIFICATION AND PRIORITIZATION OF DESIRED RESULTS , ESTABLISHING MEANS TO MEASURE PROGRESS TOWARD THOSE RESULTS , SETTING STANDARDS FOR ASSESSING HOW WELL RESULTS WERE ACHIEVED , TRACKING AND MEASURING PROGRESS TOWARD RESULTS , EXCHANGING ONGOING FEEDBACK AMONG THOSE PARTICIPANTS WORKING TO ACHIEVE RESULTS , PERIODICALLY REVIEWING PROGRESS , REINFORCING

ACTIVITIES THAT ACHIEVE RESULTS AND INTERVENING TO IMPROVE PROGRESS WHERE NEEDED .

NOTE THAT RESULTS THEMSELVES

ARE ALSO MEASURES .

NOTE:

THESE GENERAL ACTIVITIES ARE SOMEWHAT SIMILAR TO SEVERAL OTHER

MAJOR APPROACHES IN ORGANIZATIONS , E. G., STRATEGIC PLANNING , MANAGEMENT BY OBJECTIVES ,

TOTAL QUALITY MANAGEMENT ,

ETC.

PERFORMANCE

MANAGEMENT

BRINGS FOCUS ON OVERALL RESULTS , MEASURING RESULTS , FOCUSED AND ONGOING FEEDBACK ABOUT RESULTS , AND DEVELOPMENT PLANS TO IMPROVE RESULTS .

THE

RESULTS MEASUREMENTS THEMSELVES ARE NOT THE ULTIMATE PRIORITY AS MUCH AS ONGOING FEEDBACK AND ADJUSTMENTS TO MEET RESULTS .

THE

STEPS IN PERFORMANCE MANAGEMENT ARE ALSO SIMILAR TO THOSE IN A WELL-

DESIGNED TRAINING PROCESS , WHEN THE PROCESS CAN BE INTEGRATED WITH THE OVERALL GOALS OF THE ORGANI ZATION . RESULTS FOR PERFORMANCE .

TRAINERS

ARE FOCUSING MUCH MORE ON

MANY

TRAINERS WITH THIS PRIORITY NOW CALL

THEMSELVES PERFORMANCE CONSULTANTS .

BASIC STEPS
VARIOUS
AUTHORS PROPOSE VARIOUS STEPS FOR PERFORMANCE MANAGEMENT .

THE

TYPICAL PERFORMANCE MANAGEMENT PROCESS INCLUDES SOME OR ALL OF THE FOLLOWING STEPS , WHETHER IN PERFORMANCE MANAGEMENT OF ORGANIZATIONS , SUBSYSTEMS , PROCESSES , ETC.

NOTE

THAT HOW THE STEPS ARE CARRIED OUT CAN

VARY WIDELY , DEPENDING ON THE FOCUS OF THE PERFORMANCE EFFORTS AND WHO IS IN CHARGE OF CARRYING IT OUT .

FOR

EXAMPLE , AN ECONOMIST MIGHT IDENTIFY

FINANCIAL RESULTS , SUCH AS RETURN ON INVESTMENT , PROFIT RATE, ETC.

AN

INDUSTRIAL PSYCHOLOGIST MIGHT IDENTIFY MORE HUMAN - BASED RESULTS , SUCH AS EMPLOYEE PRODUCTIVITY .

THE
PLAN ,

FOLLOWING STEPS ARE DESCRIBED MORE FULLY IN THE TOPICS PERFORMANCE

PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN , INCLUDING THROUGH USE OF AN

EXAMPLE APPLICATION .

THE

STEPS ARE GENERALLY FOLLOWED IN SEQUENCE ,

BUT RARELY FOLLOWED IN EXACT SEQUENCE .

RESULTS

FROM ONE STEP CAN BE

USED TO IMMEDIATELY UPDATE OR MODIFY EARLIER STEPS .

FOR

EXAMPLE , THE

PERFORMANCE PLAN ITSELF MAY BE UPDATED AS A RESULT OF LESSONS LEARNED DURING THE ONGOING OBSERVATION , MEASUREMENT AND FEEDBACK STEP.

NOTE: THE
EXAMPLE ,

FOLLOWING STEPS OCCUR IN A WIDE CONTEXT OF MANY ACTIVITIES

GEARED TOWARDS PERFORMANCE IMPROVEMENT IN AN ORGANIZATION , FOR ACTIVITIES SUCH AS MANAGEMENT DEVELOPMENT , PLANNING ,

ORGANIZING AND COORDINATING ACTIVITIES .

1. REVIEW

ORGANIZATIONAL GOALS TO ASSOCIATE PREFERRED ORGANIZATIONAL

RESULTS IN TERMS OF UNITS OF PERFORMANCE , THAT IS, QUANTITY , QUALITY , COST OR TIMELINESS (NOTE THAT THE RESULT ITSELF IS THEREFORE A MEASURE )

2. SPECIFY

DESIRED RESULTS FOR THE DOMAIN

--

AS GUIDANCE , FOCUS ON RESULTS

NEEDED BY OTHER DOMAINS (E. G., PRODUCTS OR SERVICES NEED BY INTERNAL OR EXTERNAL CUSTOMERS )

3. ENSURE

THE

DOMAIN 'S DESIRED

RESULTS

DIRECTLY CONTRIBUTE

TO THE

ORGANIZATION 'S RESULTS

4. WEIGHT , OR

PRIORITIZE , THE DOMAIN 'S DESIRED RESULTS .

5. IDENTIFY
DESIRED

FIRST -LEVEL MEASURES TO EVALUATE IF AND HOW WELL THE DOMAIN 'S RESULTS WERE ACHIEVED MORE SPECIFIC MEASURES FOR EACH FIRST -LEVEL MEASURE IF

6. IDENTIFY 7. IDENTIFY

NECESSARY STANDARDS FOR EVALUATING HOW WELL THE DESIRED RESULTS WERE

ACHIEVED (E. G., "BELOW EXPECTATIONS ", " MEETS EXPECTATIONS " AND " EXCEEDS EXPECTATIONS ")

8. DOCUMENT 9. CONDUCT 10. EXCHANGE 11. CONDUCT

REVIEW )

A PERFORMANCE PLAN

--

INCLUDING DESIRED RESULTS , MEASURES

AND STANDARDS ONGOING OBSERVATIONS AND MEASUREMENTS TO TRACK

PERFORMANCE ONGOING FEEDBACK ABOUT PERFORMANCE A PERFORMANCE APPRAISAL

(SOMETIMES

CALLED PERFORMANCE

12. IF 13. IF

PERFORMANCE MEETS THE DESIRED PERFORMANCE STANDARD , THEN REWARD

FOR PERFORMANCE (THE NATURE OF THE REWARD DEPENDS ON THE DOMAIN ) PERFORMANCE DOES NOT MEET THE DESIRED PERFORMANCE STANDARDS , THEN

DEVELOP OR UPDATE A PERFORMANCE DEVELOPMENT PLAN TO ADDRESS THE PERFORMANCE GAP*

(SEE NOTES 1 AND 2) 13

UNTIL PERFORMANCE IS ACCEPTABLE , STANDARDS ARE

14. REPEAT
ETC.

STEPS

TO

CHANGED , THE DOMAIN IS REPLACED , MANAGEMENT DECIDES TO DO NOTHING ,

NOTE 1: INADEQUATE

PERFORMANCE DOES NOT ALWAYS INDICATE A PROBLEM ON

THE PART OF THE DOMAIN .

PERFORMANCE

STANDARDS MAY BE UNREALISTIC OR THE

DOMAIN MAY HAVE INSUFFICIENT RESOURCES .

SIMILARLY, THE

OVERALL STRATEGIES

OR THE ORGANIZATION , OR ITS MEANS TO ACHIEVING ITS TOP-LEVEL GOALS , MAY BE UNREALISTIC OR WITHOUT SUFFICIENT RESOURCES .

NOTE 2: WHEN

PERFORMANCE MANAGEMENT IS APPLIED TO AN EMPLOYEE OR GROUP

OF EMPLOYEES , A DEVELOPMENT PLAN CAN BE INITIATED IN A VARIETY OF SITUATIONS

E.G.

A.

WHEN

A PERFORMANCE APPRAISAL INDICATES PERFORMANCE IMPROVEMENT IS

NEEDED , THAT IS, THAT THERE IS A "PERFORMANCE GAP"

B.

TO "BENCHMARK "
EFFORT

THE STATUS OF IMPROVEMENT SO FAR IN A DEVELOPMENT

C.

AS

PART OF A PROFESSIONAL DEVELOPMENT FOR THE EMPLOYEE OR GROUP OF

EMPLOYEES , IN WHICH CASE THERE IS NOT A PERFORMANCE GAP AS MUCH AS AN

"GROWTH
D.

GAP

AS

PART OF SUCCESSION PLANNING TO HELP AN EMPLOYEE BE ELIGIBLE FOR A

PLANNED CHANGE IN ROLE IN THE ORGANIZATION , IN WHICH CASE THERE ALSO IS NOT A PERFORMANCE GAP AS MUCH AS AN " OPPORTUNITY GAP"

E.

TO "PILOT",
SYSTEM .

OR TEST, THE OPERATION OF A NEW PERFORMANCE MANAGEMENT

PERFORMANCE MANAGEMENT MAINLY INCLUDE FOLLOWING

THINGS :
PERFORMANCE

MANAGEMENT IS THE SYSTEMATIC PROCESS BY WHICH AN AGENCY

INVOLVES ITS EMPLOYEES , AS INDIVIDUALS AND MEMBERS OF A GROUP , IN IMPROVING ORGANIZATIONAL EFFECTIVENESS IN THE ACCOMPLISHMENT OF AGENCY MISSION AND GOALS .

PLANNING WORK AND SETTING EXPECTATIONS ,

MONITORING

CONTINUALLY DEVELOPING

PERFORMANCE ,

THE CAPACITY TO PERFORM ,

RATING

PERIODICALLY

PERFORMANCE IN A SUMMARY FASHION , AND

REWARDING GOOD PERFORMANCE .

THE

REVISIONS MADE IN AND AWARDS

1995

TO THE

GOVERNMENT
SUPPORT

WIDE PERFORMANCE MANAGEMENT

APPRAISAL PRINCIPLES .

REGULATIONS

SOUND

GREAT

CARE WAS TAKEN TO ENSURE THAT THE REQUIREMENTS

THOSE REGULATIONS ESTABLISH WOULD COMPLEMENT AND NOT CONFLICT WITH THE KINDS OF ACTIVITIES AND ACTIONS PRACTICED IN EFFECTIVE

ORGANIZATIONS AS M AFTER OF COURSE .

ADDITIONAL

BACKGROUND INFORMATION ON PERFORMANCE MANAGEMENT CAN

BE FOUND IN THE FOLLOWING

PLANNING
IN
AN EFFECTIVE ORGANIZATION , WORK IS PLANNED OUT IN ADVANCE .

PLANNING

MEANS SETTING PERFORMANCE EXPECTATIONS AND GOALS FOR GROUPS AND INDIVIDUALS TO CHANNEL THEIR EFFORTS TOWARDS ACHIEVING IN OF THE THE THE

ORGANIZATIONAL PLANNING

OBJECTIVES . WILL HELP

GETTING
THEM

EMPLOYEES

INVOLVED THE GOALS

PROCESS

UNDERSTAND

ORGANIZATION , WHAT NEEDS TO BE DONE , WHY IT NEEDS TO BE DONE , AND HOW WELL IT SHOULD BE DONE .

THE

REGULATORY

REQUIREMENTS

FOR

PLANNING

EMPLOYEES '

PERFORMANCE

INCLUDE ESTABLISHING THE ELEMENTS AND STANDARDS OF THEIR PERFORMANCE APPRAISAL PLANS .

PERFORMANCE
ELEMENTS , WORK

ELEMENTS VERIFIABLE , EMPLOYEES OR

AND

STANDARDS AND

SHOULD

BE

MEASURABLE ,

UNDERSTANDABLE ,

EQUITABLE , ARE HELD

ACHIEVABLE . AS

THROUGH

CRITICAL FOR

ACCOUNTABLE

INDIVIDUALS

ASSIGNMENTS

RESPONSIBILITIES .

EMPLOYEE

PERFORMANCE PLANS SHOULD BE FLEXIBLE SO THAT THEY CAN BE ADJUSTED FOR CHANGING PROGRAM OBJECTIVES AND WORK REQUIREMENTS .

WHEN

USED

EFFECTIVELY , THESE PLANS CAN BE BENEFICIAL WORKING DOCUMENTS THAT ARE DISCUSSED OFTEN , AND NOT MERELY PAPERWORK THAT IS FILED IN A DRAWER AND SEEN ONLY WHEN RATINGS OF RECORD ARE REQUIREMENT

MONITORING
IN
AN EFFECTIVE ORGANIZATION , ASSIGNMENTS AND PROJECTS ARE MONITORED CONTINUALLY .

MONITORING

WELL MEANS CONSISTENTLY MEASURING PERFORMANCE

AND PROVIDING ONGOING FEEDBACK TO EMPLOYEES AND WORK GROUPS ON THEIR PROGRESS TOWARD REACHING THEIR GOALS .

REGULATORY

REQUIREMENTS

FOR

MONITORING

PERFORMANCE

INCLUDE

CONDUCTING PROGRESS REVIEWS WITH EMPLOYEES WHERE THEIR PERFORMANCE IS COMPARED AGAINST THEIR ELEMENTS AND STANDARDS .

ONGOING

MONITORING

PROVIDES THE OPPORTUNITY TO CHECK HOW WELL EMPLOYEES ARE MEETING PREDETERMINED STANDARDS AND TO MAKE CHANGES TO UNREALISTIC OR

PROBLEMATIC STANDARDS .

AND

BY MONITORING CONTINUALLY , UNACCEPTABLE

PERFORMANCE CAN BE IDENTIFIED AT ANY TIME DURING THE APPRAISAL PERIOD AND ASSISTANCE PROVIDED TO ADDRESS SUCH PERFORMANCE RATHER THAN WAIT UNTIL THE END OF THE PERIOD WHEN SUMMARY RATING LEVELS ARE ASSIGNED .

DEVELOPING EMPLOYEES
IN
AN EFFECTIVE ORGANIZATION , EMPLOYEE DEVELOPMENTAL NEEDS ARE EVALUATED AND ADDRESSED .

DEVELOPING

IN THIS INSTANCE MEANS INCREASING

THE CAPACITY TO PERFORM THROUGH TRAINING , GIVING ASSIGNMENTS THAT INTRODUCE NEW SKILLS OR HIGHER LEVELS OF RESPONSIBILITY , IMPROVING WORK PROCESSES , OR OTHER METHODS .

PROVIDING

EMPLOYEES WITH TRAINING AND

DEVELOPMENTAL OPPORTUNITIES ENCOURAGES GOOD PERFORMANCE , STRENGTHENS JOB - RELATED SKILLS AND COMPETENCIES , AND HELPS EMPLOYEES KEEP UP WITH CHANGES IN THE WORKPLACE , SUCH AS THE INTRODUCTION OF NEW TECHNOLOGY .

CARRYING

OUT THE PROCESSES OF PERFORMANCE MANAGEMENT PROVIDES AN

EXCELLENT OPPORTUNITY TO IDENTIFY DEVELOPMENTAL NEEDS .

DURING

PLANNING

AND MONITORING OF WORK , DEFICIENCIES IN PERFORMANCE BECOME EVIDENT AND CAN BE ADDRESSED .

AREAS

FOR IMPROVING GOOD PERFORMANCE ALSO STAND OUT ,

AND ACTION CAN BE TAKEN TO HELP SUCCESSFUL EMPLOYEES IMPROVE EVEN FURTHER .

RATING
FROM
TIME TO TIME, ORGANIZATIONS FIND IT USEFUL TO SUMMARIZE EMPLOYEE

PERFORMANCE .

THIS

CAN

BE

HELPFUL

FOR

LOOKING

AT

AND

COMPARING NEED

PERFORMANCE OVER TIME OR AMONG VARIOUS EMPLOYEES .

ORGANIZATIONS

TO KNOW WHO THEIR BEST PERFORMERS ARE . W ITHIN THE CONTEXT OF FORMAL PERFORMANCE APPRAISAL REQUIREMENTS , RATING MEANS EVALUATING

EMPLOYEE OR GROUP PERFORMANCE AGAINST THE ELEMENTS AND STANDARDS IN AN EMPLOYEE 'S PERFORMANCE PLAN AND ASSIGNING A SUMMARY RATING OF RECORD .

THE

RATING OF RECORD IS ASSIGNED ACCORDING TO PROCEDURES

INCLUDED IN THE ORGANIZATION 'S APPRAISAL PROGRAM . IT IS BASED ON WORK PERFORMED DURING AN ENTIRE APPRAISAL PERIOD .

THE

RATING OF RECORD HAS

A BEARING ON VARIOUS OTHER PERSONNEL ACTIONS ; SUCH AS GRANTING WITHIN -GRADE PAY INCREASES AND DETERMINING ADDITIONAL RETENTION

SERVICE CREDIT IN A REDUCTION IN FORCE .

NOTE: ALTHOUGH

GROUP

PERFORMANCE

MAY

HAVE

AN

IMPACT

ON

AN

EMPLOYEE 'S SUMMARY RATING , A RATING OF RECORD IS ASSIGNED ONLY TO AN INDIVIDUAL , NOT TO A GROUP .

REWARDING
IN
AN EFFECTIVE ORGANIZATION , REWARDS ARE USED WELL.

REWARDING

MEANS

RECOGNIZING EMPLOYEES , INDIVIDUALLY AND AS MEMBERS OF GROUPS , FOR THEIR PERFORMANCE AND ACKNOWLEDGING THEIR CONTRIBUTIONS TO THE AGENCY 'S MISSION .

BASIC PRINCIPLE OF EFFECTIVE MANAGEMENT IS THAT ALL

BEHAVIOR IS CONTROLLED BY ITS CONSEQUENCES .

THOSE

CONSEQUENCES CAN

AND SHOULD BE BOTH FORMAL AND INFORMAL AND BOTH POSITIVE AND NEGATIVE .

GOOD

PERFORMANCE IS RECOGNIZED WITHOUT WAITING FOR NOMINATIONS FOR

FORMAL AWARDS TO BE SOLICITED. DAY -TO- DAY PERFORMANCE EXPERIENCE .

RECOGNITION
OF THE YOU"

IS AN ONGOING , NATURAL PART OF ACTIONS THAT REWARD GOOD

LOT

LIKE SAYING

"THANK

DON 'T REQUIRE A SPECIFIC

REGULATORY AUTHORITY .

NONETHELESS,

AWARDS REGULATIONS PROVIDE A BROAD

RANGE OF FORMS THAT MORE FORMAL REWARDS CAN TAKE , SUCH AS CASH , TIME OFF , AND MANY NO MONETARY ITEMS . CONTRIBUTIONS THAT CAN BE

THE

REGULATIONS ALSO COVER A VARIETY OF FROM SUGGESTIONS TO GROUP

REWARDED ,

ACCOMPLISHMENTS .

MANAGING PERFORMANCE EFFECTIVELY

IN
EFFECTIVE ORGANIZATIONS , MANAGERS AND EMPLOYEES HAVE BEEN PRACTICING

GOOD PERFORMANCE MANAGEMENT NATURALLY ALL THEIR LIVES , EXECUTING EACH

KEY

COMPONENT

PROCESS

WELL .

GOALS

ARE

SET

AND

WORK

IS

PLANNED

ROUTINELY . FEEDBACK .

PROGRESS HIGH

TOWARD THOSE GOALS IS MEASURED AND EMPLOYEES GET

STANDARDS ARE SET, BUT CARE IS ALSO TAKEN TO DEVELOP THE

SKILLS NEEDED TO REACH THEM .

FORMAL

AND INFORMAL REWARDS ARE USED TO

RECOGNIZE THE BEHAVIOR AND RESULTS THAT ACCOMPLISH THE MISSION .

ALL

FIVE -

COMPONENT PROCESSES WORKING TOGETHER AND SUPPORTING EACH OTHER ACHIEVE NATURAL , EFFECTIVE PERFORMANCE MANAGEMENT .

FEATURES OF A GOOD PERFORMANCE MANAGEMENT SYSTEM

A
GOOD STAFF PERFORMANCE MANAGEMENT SYSTEM NORMALLY CONSISTS OF THE

FOLLOWING FEATURES :

FAIR AND OPEN OBJECTIVE -THE SYSTEM DESIGNED SHOULD

AIM TO FACILITATE OBJECTIVE AND FAIR ASSESSMENT BY THE MANAGEMENT AND ENCOURAGE FRANK AND CONSTRUCTIVE FEEDBACK THROUGH :
SETTING
CLEAR TARGETS AND STANDARDS ; OPPORTUNITIES FOR SUPERVISORS TO INFORM APPRAISES OF THEIR

OF

APPRAISES .

THESE

CAN

BE

ACHIEVED

PROVIDING

PERFORMANCE REGULARLY , TO BE ACCOMPANIED BY TIMELY COACHING AND COUNSELING ;

PERMITTING WHERE

THE APPRAISE TO HAVE ACCESS TO THE ENTIRE REPORT AND TO

REVIEW THE APPRAISAL BEFORE THE APPRAISAL INTERVIEW ; AND NECESSARY AN ASSESSMENT PANEL SHOULD BE FORMED TO ENSURE

FAIRNESS IN PERFORMANCE RATING .

ADOPTING

SUCH AN OPEN SYSTEM FOR STAFF PERFORMANCE ALSO SUPPORTS THE

SPIRIT OF THE

PERSONAL DATA (PRIVACY) ORDINANCE .

COMPETENCY-BASED
COMPETENCY
REFERS TO THE KNOWLEDGE , ATTRIBUTES , ATTITUDE AND SKILLS REQUIRED TO PERFORM A JOB EFFECTIVELY . COMPETENCIES : CORE COMPETENCIES

THERE

ARE TWO BROAD CATEGORIES OF COMPETENCIES .

AND

FUNCTIONAL

CORE

COMPETENCIES ARE THE GENERIC COMPETENCIES ASSOCIATED WITH EFFECTIVE PERFORMANCE REQUIRED BY A GROUP OF JOB HOLDERS IN A DEPARTMENT ACROSS DIFFERENT DIVISIONS /SECTIONS .

AN

EXAMPLE

IS

MANAGERIAL

COMPETENCIES

REQUIRED FOR STAFF IN MANAGERIAL POSITIONS .

FUNCTIONAL

COMPETENCIES ARE

THE COMPETENCIES SPECIFIC TO CERTAIN JOB FUNCTIONS , SUCH AS COMPUTER PROGRAMMING SKILLS FOR PROGRAMMERS IN THE

COMPUTER SECTION

AND

CLASSROOM SKILLS FOR TRAINERS IN THE

TRAINING DIVISION

OF A DEPARTMENT .

COMPETENCIES

ARE REFLECTED IN A SET OF DESIRABLE BEHAVIOR PATTERNS WHICH

ARE OBSERVABLE , MEASURABLE AND CAN BE TRACKED AND MONITORED .

DEVELOPING

AND USING A COMPETENCY - BASED APPROACH ENABLES DEPARTMENTS

TO USE A COMMON LANGUAGE AND STRUCTURED WAY TO DEFINE AND DESCRIBE APPROPRIATE JOB BEHAVIORS AT DIFFERENT RANKS AS OFFICER S PROGRESS

THROUGH THE GRADE .

THE

APPROACH HELP TO ASSESS STAFF 'S POTENTIAL AND

PROMO ABILITY TO THE NEXT HIGHER RANK AND IDENTIFY DEVELOPMENT NEEDS OF THE STAFF .

IT

ALSO

ENHANCES

THE

OBJECTIVITY

AND

TRANSPARENCY

OF

PERFORMANCE ASSESSMENT .

WHEN

CORE COMPETENCY - BASED APPROACH IS ADOPTED , DEPARTMENTS NEED TO

ENSURE THAT THE COMPETENCIES ARE DEVELOPED PROPERLY BY

ALIGNING SECURING

INDIVIDUAL PERFORMANCE OBJECTIVES WITH DEPARTMENTAL ONES , SENIOR MANAGEMENT 'S COMMITMENT , AND STAFF IN THE PROCESS .

INVOLVING

FURTHERMORE

THERE SHOULD BE A CLEAR DIFFERENTIATION IN COMPETENCY

DESCRIPTIONS AMONG DIFFERENT RANKS IN THE SAME GRADE .

AN

UNDULY LONG

LIST OF COMPETENCIES MAY ADVERSELY AFFECT THE EFFECTIVENESS OF THE SYSTEM .

FOR

COMPETENCIES TO EFFECTIVELY SERVE THE NEEDS OF A DEPARTMENT , THEY

SHOULD BE DEPARTMENT -SPECIFIC AND REFLECT THE MISSIONS , VALUES AND CULTURE OF THE DEPARTMENT .

ANY

LIST

OF

COMPETENCIES

CANNOT

BE

EXHAUSTIVE . I T ONLY PROVIDES THE COMMON LANGUAGE AND UNDERSTANDING OF THE KEY DIMENSIONS AND DESCRIPTIONS THAT WARRANT ATTENTION .

UPON

IMPLEMENTATION , THERE SHOULD BE PROPER AND ADEQUATE TRAINING FOR

THE STAFF ON THE IMPLEMENTATION OF THE PERFORMANCE MANAGEMENT SYSTEM

PERFORMANCE
OFFICER AND

PLANNING STARTS WITH A SESSION BETWEEN THE APPRAISING THE APPRAISEE TO AGREE ON THE LIST OF

OBJECTIVES /RESPONSIBILITIES FOR THE COMING APPRAISAL PERIOD .

THE

AGREED

LIST WILL INCLUDE THE OBJECTIVES OF THE SECTION /UNIT AND THE BROAD AREAS OF RESPONSIBILITIES OF THE APPRAISEES , THAT IS KEY RESULT AREAS

(KRAS).

A CONTINUOUS PROCESS
STAFF
PERFORMANCE MANAGEMENT CYCLE IS A CONTINUOUS PROCESS WHICH

INVOLVES

:
PLANNING

PERFORMANCE CONTINUOUS

COACHING AND DEVELOPMENT

INTERIM REVIEW PERFORMANCE

APPRAISAL

PERFORMANCE PLANNING
PERFORMANCE
OFFICER AND PLANNING STARTS WITH A SESSION BETWEEN THE APPRAISING THE APPRAISEE TO AGREE ON THE LIST OF

OBJECTIVES /RESPONSIBILITIES FOR THE COMING APPRAISAL PERIOD .

THE

AGREED

LIST WILL INCLUDE THE OBJECTIVES OF THE SECTION /UNIT AND THE BROAD AREAS OF RESPONSIBILITIES OF THE APPRAISEES , THAT IS KEY RESULT AREAS

(KRAS).

EXAMPLES OF KRAS ARE:

TIMELY COMPLETION CUSTOMER
OF CASELOADS SATISFACTION AND RELATIONS

STAFF DEVELOPMENT RESOURCE MANAGEMENT PROJECT MANAGEMENT

MEASURABLE , ACHIEVABLE AND TIME BOUND TARGETS WILL THEN BE SET

SPECIFIC,

ON THE BASIS OF THE

KRAS. THE

APPRAISING OFFICER SHOULD ENSURE THAT THESE

TARGETS ARE IN ALIGNMENT WITH THE OVERALL DEPARTMENTAL OBJECTIVES AND THAT THEY ARE CLEARLY UNDERSTOOD BY THE APPRAISEE .

DEPENDING
AGREE

ON THE NATURE OF THE JOB , APPRAISING OFFICERS MAY ALTERNATIVELY APPRAISES A LIST OF KEY RESPONSIBILITIES WITH SPECIFIC

WITH

PERFORMANCE RESULTS .

THIS

LIST PROVIDES THE APPRAISEES AND THE APPRAISING

OFFICERS WITH THE YARDSTICK TO OBJECTIVELY DISCUSS , MONITOR AND ASSESS PERFORMANCE .

THE

LIST SHOULD BE KEPT UNDER FREQUENT REVIEW AND BE

REVISED WHENEVER THERE ARE CHANGES IN THE JOB .

CONTINUOUS COACHING AND DEVELOPMENT

THE
PERFORMANCE MANAGEMENT SYSTEM IS A ON-GOING PROCESS .

AFTER

WORK

TARGETS AND STANDARDS HAVE BEEN DECIDED AND PERFORMANCE OBJECTIVES AGREED UPON , THE APPRAISING OFFICER SHOULD START THE COACHING AND DEVELOPMENT REGULAR APPRAISAL . PROCESS WHICH THREADS THROUGH PERFORMANCE AND PLANNING ,

FEEDBACK

AND

GUIDANCE ,

INTERIM

REVIEWS

PERFORMANCE

COACHING

IS ABOUT PROVIDING REGULAR FEEDBACK TO STAFF ON THEIR

PERFORMANCE . I T AIMS AT :

GIVING RECOGNITION PROVIDING

TO ENCOURAGE AND REINFORCE GOOD PERFORMANCE ; AND

ADVICE AND COUNSELING TO HELP IMPROVE PERFORMANCE , AND

WHERE APPROPRIATE , TAKE CORRECTIVE ACTION .

THROUGH

THE COACHING SESSIONS , TRAINING NEEDS SHOULD ALSO BE IDENTIFIED

AND FOLLOWED .

INTERIM REVIEW
AN
INTERIM REVIEW IS A SCHEDULED , FORMAL DISCUSSION BETWEEN THE

APPRAISING OFFICER AND THE APPRAISEE TO REVIEW THE LATTER'S PROGRESS IN MEETING THE AGREED OBJECTIVES /RESPONSIBILITIES . THE MIDDLE OF THE APPRAISAL PERIOD .

THIS

USUALLY TAKES PLACE IN

AN

INTERIM REVIEW SHOULD TAKE THE FORM OF A STRUCTURED SESSION TO

PROVIDE AN OPPORTUNITY FOR ADDITIONAL COACHING , FOR PROBLEM SOLVING , AND FOR UPDATING OBJECTIVES /RESPONSIBILITIES .

AN INTERIM

REVIEW AIMS TO:

IDENTIFY

PERFORMANCE RESULTS THAT ARE BELOW , ON OR ABOVE TARGET AND

DETERMINE APPROPRIATE RESPONSES ON CORRECTIVE MEASURES . SHOULD USE THIS OCCASION TO RECOGNIZE AND

SUPERVISORS
GOOD

ENCOURAGE

PERFORMANCE .

ON

THE OTHER HAND , PERFORMANCE BELOW TARGETS IS TO BE

POINTED OUT AND GUIDANCE FOR IMPROVEMENT TO BE GIVEN ;

ASSESS

AND FOLLOW UP DEVELOPMENT OR TRAINING NEED OF STAFF TO ASSIST

THEM IN ACHIEVING THEIR OBJECTIVES /RESPONSIBILITIES ;

ASCERTAIN

WHETHER THERE ARE POTENTIAL PROBLEMS THAT MAY AFFECT THE

APPRAISER S PERFORMANCE IN THE LATTER HALF OF THE REPORTING CYCLE AND PUT IN PLACE PREVENTIVE MEASURES ; AND

REVIEW

WHETHER ADJUSTMENTS TO THE AGREED OBJECTIVES /RESPONSIBILITIES

ARE REQUIRED .

PERFORMANCE APPRAISAL
PERFORMANCE
PERFORMANCE ASPECTS : APPRAISAL IS THE FORMAL ASSESSMENT ON THE APPRAISEE S FOR THE APPRAISAL PERIOD .

IT

COVERS

THE

FOLLOWING

HOW

EFFECTIVELY THE AGREED OBJECTIVES /RESPONSIBILITIES HAVE BEEN

CARRIED OUT AND TARGETS MET;

WHETHER THE

THE EFFECTIVENESS HAS BEEN ADVERSELY AFFECTED BY ANY

CONSTRAINTS OR OBSTACLES ; STRENGTHS AND WEAKNESSES OF THE APPRAISEE WHICH AFFECTED OR

WILL AFFECT THE OFFICER 'S FURTHER DEVELOPMENT ;

AND

WHAT

SORT

OF

PERSONAL /CAREER

DEVELOPMENT

AND

TRAINING

ACTIONS SHOULD BE TAKEN .

TO MAINTAIN AN OPEN SYSTEM

THE

APPRAISEE SHOULD BE SHOWN THE ASSESSMENT BY THE APPRAISING AND

COUNTERSIGNING OFFICERS BEFORE THE APPRAISAL INTERVIEW .

COUNTERSIGNING AN INTERVIEW

OFFICERS ARE ENCOURAGED TO COMPLETE THE APPRAISAL

FORM BEFORE THE APPRAISAL INTERVIEW IS CONDUCTED ; AND RECORD HAS TO BE PREPARED AND SIGNED BY BOTH PARTIES .

FOR

TRAINING AND CAREER DEVELOPMENT PROPOSALS PUT FORWARD IN THE

APPRAISAL , THE GRADE MANAGEMENT MUST TAKE THE INITIATIVE TO ENSURE ANY NECESSARY FOLLOW UP ACTIONS ARE TAKEN IN A TIMELY AND APPROPRIATE MANNER .

THESE

PROPOSALS WILL ALSO PROVIDE USEFUL REFERENCE FOR THE

SUPERVISORS TO DEVELOP THE STAFF 'S COMPETENCIES . TRAINING AND DEVELOPMENT IDENTIFIED INTO THE TRAINING AND

COMMON

THEMES ON FOR THE

SHOULD BE CONSOLIDATED DEVELOPMENT PLANS OF

INCORPORATION

DEPARTMENT AND THE GRADE .

TO

ENSURE

CONSISTENCY

IN

ASSESSMENT

STANDARDS

AND

FAIRNESS

IN

PERFORMANCE RATING IN STAFF APPRAISALS , HEADS OF DEPARTMENTS /GRADES MAY CONSIDER IF AN ASSESSMENT PANEL SHOULD BE SET UP.

AN

ASSESSMENT

PANEL IS A MANAGEMENT TOOL TO HELP DEPARTMENTS CROSS MODERATE APPRAISAL RATINGS .

AN

ASSESSMENT PANEL IS USUALLY CHAIRED BY THE HEAD OF BRANCH /DIVISION

OR HEAD OF GRADE WITH MEMBERS DRAWN FROM SECTION /UNIT HEADS .

AT

THE

START OF A REPORTING CYCLE , THE ASSESSMENT PANEL WILL MEET TO DISCUSS THE MARKING CRITERIA AND STANDARD .

STAFF

WILL BE INFORMED OF THESE

CRITERIA AND STANDARD AND CLEAR GUIDELINES WILL BE ISSUED TO APPRAISING OFFICERS .

THE
OF

ASSESSMENT PANEL WILL REVIEW THE COMPLETED REPORTS ON THE BASIS PANEL MEMBERS ' KNOWLEDGE ABOUT THE PERFORMANCE OF THE

APPRAISEES . IF THE ASSESSMENT PANEL DISAGREES WITH THE ASSESSMENT OF A REPORT , THE REVIEWING OFFICER AND THE APPRAISING /COUNTERSIGNING

OFFICER , WHERE NECESSARY , MAY BE REQUESTED TO EXPLAIN BEFORE THE PANEL .

AMENDMENTS

MAY BE MADE TO THE APPRAISAL REPORTS TO ENSURE

PARITY OF ASSESSMENT , IF NECESSARY .

2. PROJECT

OBJECTIVE OF THE PROJECT INTRODUCTION OF THE PROBLEM PRIMARY OBJECTIVE TO UNDERSTAND THE BASIC FEATURES OF PERFORMANCE
MANAGEMENT PLAN OR PERFORMANCE ASSESSMENT IN

HPL

ADDITIVES LTD
SUCCESS OF PREVIOUS YEARS .

AND THEIR CONTRIBUTION IN THE

HPL ADDITIVES LTD WITHIN A SHORT SPAN OF

SECONDARY OBJECTIVE
TO
IDENTIFY WHICH OF THE FUNCTIONAL ASPECTS / ASPECTS /

PARAMETERS

ARE LOW AND

WHICH DYSFUNCTIONAL

PARAMETERS

ARE HIGH IN ORDER TO PUT

SOME SUGGESTION FOR INCREASING THE FORMER AND REDUCING THE LATTER IN OTHER WORDS TO MOVE FROM DYSFUNCTIONAL TO FUNCTIONAL PERFORMANCE ASSESSMENT .

SIGNIFICANCE OF THE PROJECT

THE
SIX WEEKS OF SUMMER TRAINING AT

HPL ADDITIVES LTD IT

GAVE ME A WAS UNIQUE

COMPLETE EXPOSURE TO THE ORGANIZATIONAL WORK LIFE.

OPPORTUNITY TO EXPLORE THE REALITIES OF INDIA S LEADING COMPANIES AS A RESEARCHER EXPERIENCE . AND GATHER KNOWLEDGE FROM ITS VAST REPERTOIRE OF

IT

WAS GREAT LEARNING EXPERIENCE TO KNOW THE DUTIES PERFORMER ,

RESPONSIBILITIES TAKEN AND THE SKILL REGAINED BY THE EXECUTIVES OF THE ORGANIZATION TO REFORM HEIR JOBS EFFECTIVELY AND EFFICIENTLY .

THE

PROJECT NOT ONLY HELPS ME TO ENHANCE MY PRACTICAL KNOWLEDGE BUT IT ALSO HELP ME TO UNDERSTAND HOW PERFORMANCE MANAGEMENT WORK INTO THE ORGANIZATION AND HOW EXECUTIVES ASSESS THEIR OWN EMPLOYEE INTO THE ORGANIZATION .

THE

SUMMER PROJECT , ALSO MADE ME REALIZE THE WORTH OF AN

HR

MANAGER .

GOT TO KNOW THE IMPORTANCE OF EMPLOYEE ASSESSMENT AND

COMMUNICATION AND INTERPERSONAL SKILL IN GETTING THINGS DONE FROM OTHER.

IN

A NET SHELL, IT WAS A VERY FULFILLING AND FRUITFUL PERIOD OF

MY LIFE AS A MANAGEMENT STUDENT .

DEFINITION - A THEORETICAL PERSPECTIVE

PERFORMANCE MANAGEMENT
ABILITIES . IS THE PROCESS OF CRATING A WORK AREA

SETTING IN WHICH PEOPLE ARE ENABLED TO PERFORM TO THE BEST OF THEIR

PERFORMANCE MANAGEMENT

IS A WHOLE WORK SYSTEM THAT

BEGINS WHEN A JOB IS DEFINED AS NEEDED . ACTIONS -

SYSTEM

INCLUDES THE FLOWING

1. DEVELOPMENT

JOB DESCRIPTION

2. SELECT APPROPRIATE

PEOPLE WITH AN APPLY SELECTION PROCESS .

3. NEGOTIATE
STANDARDS

REQUIREMENT

AND

ACCOMPLISHMENT

BASED

PERFORMANCE

4. OUTCOMES 5. PROVIDE 6. PROVIDE

MEASURES .

EFFECTIVE ORIENTATION TRAINING .

ONGOING COACHING AND FEEDBACK .

7. CONDUCT 8. DESIGN

QUARTERLY PERFORMANCE DEVELOPMENT DISCUSSIONS .

EFFECTIVE COMPENSATION AND RECOGNITION SYSTEMS THAT REWARD

PEOPLE FOR THEIR CONTRIBUTION .

9. PROVIDE 10. ASSIST

PROMOTIONAL /CRIER CONTRIBUTIONS .

WITH EXIT INTERVIEWS TO UNDERSTAND WHY VALUABLE EMPLOYEES

LEAVE THE ORGANIZATION .

PREPARATION AND PLANNING FOR PERFORMANCE MANAGEMENT

MUCH
WORK IS INVESTED , ON THE FRONT END , TO IMPROVE A TRADITIONAL

EMPLOYEE APPRECIATE PROCESS ,

INFECT

MANAGERS CAN FEEL AS IF THE NEW

PROCESS IS TOO TIME CONSUMING ONES THE FUNCTION OF DEVELOPMENTAL GOAL IS IN PLACE HOWEVER TIME TO AN ADMINISTRATOR THE SYSTEM DECREASES .

EACH

OF

THESE STEPS TO TAKEN WITH THE PARTICIPATION AND COOPERATION OF THE EMPLOYEE FOR BEST RESULTS .

PERFORMANCE MANAGEMENT AND DEVELOPMENT

DEFINE THE PURPOSE

OF THE JOB , JOB DUTIES .

DEFINE THE PERFORMANCE

GOALS WITH MEASURABLE OUTCOMES .

DEFINE THE EACH JOB RESPONSIBILITIES

A GOAL .

DEFINE THE PERFORMANCE

STANDARDS FOR KEY COMPONENTS OF THE JOB ,

HOLD

INTERIM

DISCUSSIONS

AND

PROVIDE

FEEDBACK

ABUTS

EMPLOYEE

PERFORMANCE .

MAINTAIN

A RECORD OF PERFORMANCE THROUGH CRITICAL INCIDENT REPORTS .

PROVIDE

OPPORTUNITY FOR BROADEN FEEDBACK .

USE 360`

PERFORMANCE

FEEDBACK SYSTEM .

DEVELOP

ADMINISTER A COACHING AND IMPLEMENT PLAN IF THE EMPLOYEE IS

NOT MEETING EXPECTATION

PERFORMANCE ASSESSMENT AND DEVELOPMENT PLAN IN HPL ADDITIVES LTD

PRIOR TO FILLING THE FORM PLEASE READ CAREFULLY INSTRUCTIONS TO THE APPRAISER
APPRAISE
THE EMPLOYEE IN RELATED TO THE POSITIONS HELD DURING THE

PERIOD UNDER APPRAISAL .

BE OBJECTIVE , AVOID ANY PERSONAL DO

PREJUDICE .

NOT EVALUATE ON THE BASIS OF ISOLATED INCIDENTS , BUT BASE YOUR

JUDGMENT ON THE ENTIRE PERIOD UNDER REVIEW .

CONSIDER THIS

EACH INDEPENDENTLY , UNINFLUENCED BY THE RATING GIVEN FOR

OTHER FACTORS . FROM WILL NOT BE TREATED AS COMPLETE AND PROCESSED FURTHER

UNTIL ALL SELECTIONS ARE FILLED UP.

PERFORMANCE APPRAISAL GUIDELINES APPRAISAL PROCEDURE

PERFORMANCE
DISCUSSIONS , APPRAISAL WHICH TAKE ENCOMPASSES PLACE THE ON- GOING WORK- RELATED AND APPRAISEES BETWEEN APPRAISALS

THROUGHOUT THE YEAR .

THE

FORMAL PERFORMANCE APPRAISAL MEETING IS

NORMALLY ATTENDED BY THE EMPLOYEE AND MANAGER ONLY ; BUT WHEN RELEVANT , ANOTHER MANAGER WILL ALSO PARTICIPATE ( E. G. FUNCTIONAL HEAD

/ HR PERSON ).

THE FORM AND ITS CONTENTS

THE GUIDE FOR THE PERFORMANCE / ACHIEVEMENT
RATING IS AS FOLLOWS .

OUTSTANDING CONSISTENTLY EXCEEDS THE REQUIREMENT

OF JOB.

EXEMPLARY

PERFORMANCE

- FAR

EXCEEDS THE REQUIREMENT OF JOB.

GROWTH

POTENTIAL UNLIMITED .

VERY GOOD: - HANDLE ASSIGNMENTS WITH THOROUGHNESS

AND PERFECTION, EFFECTIVE DISCHARGE OF

RESPONSIBILITIES TO THE SATISFACTION OF SUPERIORS COMPLETES ASSIGNMENT IN TIME.

WITH A LITTLE MORE

INITIATIVE COULD HAVE PERFORMED BETTER .

GOOD: - JUST MEETS THE NORMAL REQUIREMENTS OF THE

JOB, NEEDS SUBSTANTIAL IMPROVEMENT IN ALL AREAS OF WORK TO MEET REQUIREMENT OF COMPLETE

EMPLOYEE .

NOT UP TO THE EXPECTATION - NOT LIKELY TO MEET THE

REQUIREMENTS OF COMPLETE EMPLOYEE .

SECTION 1 : QUARTERLY SELF APPRAISAL FORMS:

A)

GENERAL

NOTES ON GOALS /TARGET SETTING

KEY

RESPONSIBILITY AREAS RELATE TO THE KEY RESULT AREA ON GOING AND IN THE ACHIEVEMENTS AND PERFORMANCE AGAIN EACH ONE.

INHERENT

TARGETS

AND ACHIEVEMENTS ARE ALSO TO BE FILLED AFTER DISCUSSING WITH

THE MANAGER .

TARGET

RELATED TO THE PRIORITY ACTIVATES NORMALLY ARE

WITHIN THE KEY RESPONSIBILITY AREAS . THE MANAGER AND THE SUBORDINATE .

TARGET

MUST BE AGREED BETWEEN

EACH

TARGET SHOULD BE SPECIFIED IN

SUCH A WAY THAT IT WILL BE CLEAR WHEN IT IS MET AND MUST INCLUDE THE TIME FRAME IN WHICH IT ELEMENTS TO ENSURE CONSISTENCE AS SUMMARIZED

IN THE ACRONYM RELEVANT ,

SMART (S-SPECIFIC, M-MEASURABLE , A-ACHIEVABLE , RRELATED ).

T-TIMER

ALTHOUGH

IT

IS

ANTICIPATED

THE

PERFORMANCE AGAINST THE TARGET WILL BE ASSESSED QUARTERLY , IT IS RESPONSIBILITIES QUARTERLY . ARE REVIEWED AT APPROPRIATE ENSURE THAT IN AT TRAVELS ALL EVERY THE

THE

MANAGER

SHOULD

TIMES

SUBORDINATE HAS A CLEARLY DEFINED SET OF AGREED

TARGET.

TARGET FOR THE PERIOD UNDER REVIEW: IN

SECTION

1 KRA/

ASSIGNMENT FOR THE PERIOD UNDER REVIEW SHOULD BE

STATED .

IN

SOME CASES IT WILL BE NECESSARY FOR THE OBJECTIVE TO BE ON A SEPARATE SHEET AND THIS DOCUMENTS SHOULD BE

AMPLIFIED

REFERENCED ON THE FORM ..

b)

ACHIEVEMENT AGAINST TARGET

THE TARGET

WERE

EXPECTATIONS FOR THE PERIOD UNDER REVIEW ACHIEVED ?

COMMENTS

AND REASONS FOR THE SUCCESS OR FAILURE SHOULD BE GIVEN AT

THE END OF THE REVIEW QUARTER PERIOD .

c) AT

TARGET FOR THE NEXT QUARTER

THE BEGINNINGS OF THE QUARTER THE TARGET SHOULD BE DECIDED IN AIM IS TO ACHIEVE SUSTAINABLE IMPROVEMENT IN THE

SECTION 1. THE

SUBORDINATE S PERFORMANCE . SHOULD BE ACHIEVED .

ENTER

THE DATE BY WHICH THE TARGET

D)

OVERALL VIEW OF PERFORMANCE

IS THE

THIS

APPRAISEE /MANAGER S

VIEW

OF

THE

OVERALL

PERFORMANCE .

ASSESSMENT

MUST BE MADE ON THE OVERALL RATING LISTED ABOVE AND IN TERMS

OF THE TREND IN PERFORMANCE .

SECTION 2 : ANNUAL APPRAISAL FORM

TO THE FILLED
UP BY THE APPRAISEE AT THE END OF THE ANNUAL REVIEW YEAR .

SECTION 3 : POTENTIAL AND QUALITATIVE ASSESSMENT

THE
OBJECTIVE IS TO PROVIDE AN OPPORTUNITY TO THE EMPLOYEE AND THE MANAGER TO DISCUSS THE STRENGTHS THAT THE INDIVIDUAL BRINGS TO THE JOB AND EXAMINE THE LIMITATIONS , WHICH MAY REQUIRE ATTENTION . IMPROVE PERFORMANCE AND DEVELOPMENT OF THE INDIVIDUAL .

THE

AIM IS TO

SECTION 4 : OVERALL PERFORMANCE / POTENTIAL ASSESSMENT

SPACE
WITH FOR OTHER COMMENTS BY THE MANAGER ( IF REQUIRED FOR ANY ISSUES REGARD TO CONSTRAINTS TO EFFECTIVE PERFORMANCE AND

OR

SUPPORTING ACTIONS TO ACHIEVE TARGET ).

a)

RATINGS / FINAL RECOMMENDATION REGIONAL MANAGER / GENERAL MANAGER / MENTION

RATING

HAS TO BE GIVEN BY THE

FUNCTIONAL HEAD

AFTER A THROUGH APPRAISAL OF THE PERFORMANCE OF THE IF ANY

EMPLOYEE AND IN ACCORDANCE WITH THE PARAMETERS GIVEN . PROMOTION

/ SALARY

DISCREPANCY

/ REWARDS / MOVEMENT

IS RECOMMENDED .

B)

SIGNATURE
MANAGERS AND EMPLOYEES SHOULD SIGN THE FORM AT THE END OF THE

THE

DISCUSSION ACKNOWLEDGING THAT THE OBJECTIVES OF THE APPRAISAL HAVE BEEN ACHIEVED AND EMPHASIZING A JOINT COMMITMENT TO IMPLEMENT AND ACTIONS

AGREED UPON .

SIGNATURES

ARE TO CONFIRM THAT THE FORM HAS BEEN READ AND

THE KEY POINTS HAVE BEEN NOTED .

SECTION- 5 : ASSESSMENT FOR DEVELOPMENT AND GROWTH

TRAINING
FOR IMPROVEMENT AND CAREER DEVELOPMENT THE TRAINING PLAN

FOR THE EMPLOYEE FOR THE COMING YEAR SHOULD BE DISCUSSED .

THE HR

TRAINING IDENTIFICATION FORM HAS TO BE FILLED AND RETURNED TO THE DEPARTMENT . IN THE MONTH OF THE

APRIL

FOR THE PREPARATION OF THE

TRAINING CALENDAR FOR THE FORTH COMING YEAR .

THE

MANAGER SHOULD RETURN THE COMPLETE FIELD FORM WITHIN TEN DAYS

HENCE FROM THE COMPLETION OF THE

ANNUAL REVIEW

PERIOD TO THE

HRD

DEPT.

IN ORDER TO ATTAIN CONSISTENCY OF THE APPRAISAL STANDARDS AND

RELEVANT FOLLOW

UP ACTION.

3. RESEARCH METHODOLOGY RESEARCH DESIGN

IN
GENERAL TERMS RESEARCH METHODOLOGY IS THE PROCESS OF CARRYING

OUT RESEARCH IN A FORMALIZED AND SCIENTIFIC WAY.

IT

IS ONE MANNER IN

WHICH ONE PROCEEDS WITH HIS RESEARCH DESIGN ADOPTED . DONE IS EXPLORATORY AND ANALYTICAL IN NATURE .

THE

RESEARCH

THE

MAJOR EMPHASIS IN

STUDIES WAS ON DISCOVERY OF NEW IDEAS AND INSIGHTS . AS-

RESEARCH

IS DONE

FIRSTLY

TO UNDERSTAND THE CONCEPT OF PERFORMANCE MANAGEMENT.

WHAT IS THE AREA OF PERFORMANCE

MANAGEMENT ?

HOW IT IS BEING IMPLEMENTED

IN

HPL ADDITIVES LTD?

WHAT

IS THE ASSESSMENT PROCESS OF PERFORMANCE MANAGEMENT ?

DID

QUESTIONNAIRE SURVEY WITH THE SAMPLE SIZE OF

30.IT

WAS CONDUCTED

FOR THREE MAIN DEPARTMENTS -S ALES ,

SUPPORT

AND

SERVICE ?

DID

ANALYSIS

AND

PREPARED

COLUMN

CHARTS

ACCORDING

TO

THE

QUESTIONNAIRE SURVEY RESPONSE ?

THE

ASSESSMENT IS THEN DONE TO BRING OUT WHAT IS THE PROCESS BEING

FOLLOWED IN

HPL ADDITIVES LTD REGARDING

PERFORMANCE MANAGEMENT .

DATA COLLECTION METHOD

a. SECONDARY DATA - IT
STUDY , ARE AS FOLLOWS : REFERS TO THE DATA THAT HAS ALREADY BEEN

COLLECTED , THE SECONDARY DATA , WHICH HAS BEEN USED TO CARRY OUT THIS

* PERFORMANCE

ASSESSMENT AND DEVELOPMENT PLAN MANUAL . SITE

* COMPANY S INTERNET * OTHER RELEVANT

(WWW.HPL ADDITIVES LTD.IN)

STUDY MATERIALS AND WEBSITES .

EVIDENCE ,

IN THE FORM OF A

HYPOTHESIS TEST ,

INDICATES OTHERWISE

THAT IS, WHEN TO

RESEARCHER HAS A CERTAIN DEGREE OF CONFIDENCE , USUALLY THE DATA DOES NOT SUPPORT THE NULL HYPOTHESIS . EXPERIMENT TO FAIL TO REJECT THE NULL HYPOTHESIS .

95%

99%,

THAT

IT

IS POSSIBLE FOR AN

H0 = THE NULL HYPOTHESIS

ASSUMPTION : THE PERFORMANCE MANAGEMENT SYSTEM INFOSYSTEMS

IS NOT EFFECTIVE .

IN

HPL ADDITIVES LTD

3.1. ANALYSIS OF PMS PROCESSES & COMPONENTS PLANNING

IN
AN EFFECTIVE ORGANIZATION , WORK IS PLANNED IN ADVANCE .

THIS

INCLUDES

SETTING PERFORMANCE EXPECTATION AND GOALS FOR INDIVIDUAL IN ORDER TO CHANNEL EFFORT TOWARDS ACHIEVING THE ORGANIZATIONAL OBJECTIVES .

INVOLVINNG

EMPLOYEE

IN

PLANNING

PROCESS

IS

ESSENTIAL

TO

THEIR

UNDERSTANDING OF THE GOALS OF THE ORGANIZATION , WHAT NEEDS TO BE DONE , WHY IT NEEDS TO BE DONE , AND EXPECTATION OF ACCOMPLISHING THE GOALS .

2.9 2.8 2.7 Score 2.6 2.5 2.4 2.3 2.2 Overall Sales Service Support 2.61 2.47 2.89 2.83 Series1

Function

THE PMS
WAY.

IN TERMS OF PLANNING IN

HPL ADDITIVES LTD

FAIRS AROUND

AVERAGE , WHERE THEY NEED TO PUT PLANNING SYSTEM IN A VERY SCIENTIFIC

THEY

NEED TO DESIGN THE ENTIRE PLANNING SESSION TAKING INTO THE ASPIRATION AND NEED OF THE PEOPLE WHOSE

CONSIDERATION

PERFORMANCE NEEDS TO BE PLANNED .

3.1.1.
DESIGNING

MONITORING
EFFECTIVE FEEDBACK INTO A PERFORMANCE MANAGEMENT

PROGRAMME WILL IMPROVE INDIVIDUAL AND TEAM PERFORMANCE AND WILL MAKE YOUR ORGANIZATION MORE EFFECTIVE .

WITH

EFFECTIVE FEEDBACK

PROCESS , EMPLOYEES CAN SEE THEIR PROGRESS AND THAT MOTIVATES THEM TO REACH THEIR PERFORMANCE GOALS EFFECTIVELY .

3.1 3 2.9 2.8 Score 2.7 2.6 2.5 2.4 2.3 Overall Sales 3.02 2.93 2.54 Service Support 2.95 Series1

Function

THE PMS

OF

HPL ADDITIVES LTD

STAND IN BETWEEN FOR MONITORING ,

WHERE THEY NEED TO DEVELOP A FEEDBACK CHANNEL INTO THE SYSTEM , WHICH WILL CAPTURE THE FEEDBACK IN HOLISTIC WAY AND MUST BE PART OF ORGANIZATIONAL CULTURE .

3.1.2.
PROVIDING

DEVELOPING EMPLOYEES
EMPLOYEES WITH TRAINING AND DEVELOPMENT OPPORTUNITIES

ENCOURAGES THE GOOD PERFORMANCE , STRENGTHEN JOB RELATED SKILLS AND COMPETENCIES PLACE .

AND HELP EMPLOYEE KEEP UP WITH CHANGES IN THE WORK

2 1.8 1.6 1.4 1.2 Score 1 0.8 0.6 0.4 0.2 0

1.84 1.53

1.52

1.37

Series1

Overall

Sales

Service

Support

Function

THE EMPLOYEE DEVELOPMENT IN HPL ADDITIVES LTD IS

FAIRLY BETTER , WHERE THE FEEDBACK FROM IMPLEMENTED DEVELOPMENT . BY THE WAY THE OF

PMS IS
AND

TRAINING

WHERE

ORGANIZATION

EQUIPS

PEOPLE WITH THE SKILL WHICH WILL BE REQUIRED IN FUTURE .

3.1.3.

RATING

WITHIN THE CONTEXT OF FORMAL APPRAISAL PERFORMANCE

REQUIREMENT , RATING MEANS EVALUATING THE

EMPLOYEE PERFORMANCE AGAINST THE ELEMENT AND STANDARD IN AN EMPLOYEE PERFORMANCE APPRAISAL PLAN AND ASSIGNING A RATING OF RECORD .

3.5 3 2.5 Score 2 1.5 1 0.5 0 Overall Sales Service Support 2.99 2.56 3.00 3.25 Series1

Function

THE RATING OF PERFORMANCE APPRAISAL SYSTEM IN HPL ADDITIVES LTD IS SATISFACTORY , RATINGS ARE MORE
OBJECTIVE FOR SALES

, WHICH PEOPLE IN SERVICE AND

SUPPORT DONT VIEW AS MORE SUBJECTIVE .

ACTION BASED PERFORMANCE A BASIC PRINCIPLE OF EFFECTIVE MANAGEMENT IS THAT ALL

BEHAVIOR IS CONTROLLED BY ITS CONSEQUENCES .

THOSE

CONSEQUENCES SHOULD BE BOTH FORMAL AND INFORMAL AND BOTH POSITIVE AND NEGATIVE . REWARDS

POSITIVE
AND

CONSEQUENCES

INCLUDE

RECOGNITION.PROMOTION.NEGATIVE MEANS MAY INCLUDE COUNSELING ,

CONSEQUENCES REASSIGNING ,

REMOVING OR DOWNGRADING .

2 1.8 1.6 1.4 1.2 Score 1 0.8 0.6 0.4 0.2 0

1.78

1.97 1.30 1.64 Series1

Overall

Sales

Service

Support

Function

THE PMS IN HPL ADDITIVES LTD FAIRS IN TERMS OF

ACTION BASED PERFORMANCE .

HPL ADDITIVES LTD

ADMINISTERS POSITIVE AND NEGATIVE CONSEQUENCES WITH APT .

ANALYSIS IF WE LOOK AT THE FOLLOWING GRAPH, WHICH MEASURES THE

EFFECTIVENESS OF FIND OUT THAT

PMS IN HPL ADDITIVES LTD, WE

IT IS QUITE EFFECTIVE AND ARE

CONTINUALLY ACHIEVING THE PURPOSE OF ENHANCED PERFORMANCE .

EFFECTIVENESS SIGN OF A GOOD SYSTEM IS THAT, IT ACHIEVES WHAT IT HAS

BEEN DESIGNED TO ACHIEVE .

THE

PRINCIPLE

OF

EXECUTION ACHIEVES THE END WITH BEST MEANS AND DELIVERS THE BEST RESULT .

3 2.5 2 Score 1.5 1 0.5 0 Overall Sales Service Support 1.61 2.57 1.82 1.64 Series1

Function

THE EFFECTIVENESS SCORE OF HPL ADDITIVES LTD IS

FAIRLY HIGH WHERE THE EMPLOYEES SEEM TO BE HAPPY WITH CURRENT

PMS SYSTEM .HPL ADDITIVES LTD

NEED TO WORK FOR SALES , WHERE THEY NEED TO DESIGN THE NEW

PMS SYSTEM.

THE PMS OF HPL ADDITIVES LTD IS VERY EFFECTIVE ON

ACTION BASED PERFORMANCE CLEARLY AND DEVELOPING THAT IS AS AN EMPLOYEES , ORGANIZATION PROGRESSIVE

WHICH

SHOWS

HPL

ADDITIVES

LTD

HIGHLY

ORGANIZATION

WHICH

CONTINUALLY

DEVELOP PEOPLE AND PROVIDES NEGATIVE AND POSITIVE FEEDBACK .

WHILE, IT NEED TO WORK IN THE AREA OF PLANNING,

MONITORING AND RATING

, WHERE THEY HAVE TO GET

INTO MORE SYSTEMATIC AND HAVE A SEPARATE SESSION ON PLANNING

, MID YEAR REVIEW , AND NEED TO TEACH THEY KRA SESSIONS FOR EACH

APPRAISER HOW TO PROVIDE RATING OBJECTIVELY . NEED TO PLAN AND DEVISE

EMPLOYEE BY TAKING AN OBJECTIVE OF GETTING ALL THE

KRA IN MONTH , WHICH NEED TO DISCUSSED JOINTLY

AND MUST BE AGREED BETWEEN THE

APPRAISER AND

APPRAISEE

4. RECOMMENDATIONS RECOMMENDATIONS

1. THOUGH
MORE

THE EMPLOYEES ARE FREE IN ALL RESPECTS , THERE SHOULD BE

EMPLOYEE EMPOWERMENT .

2. EMPLOYEES

SHOULD BE ENCOURAGED TO DO WORK CREATIVELY AND

INNOVATE TO IMPROVE THE GROWTH RATE OF ORGANIZATIONS .

3. WHILE

POSTING EMPLOYEE IN DIFFERENT DEPARTMENTS THEIR PERSONAL

CHOICES SHOULD ALSO BE TAKEN INTO CONSIDERATION .

4. EXECUTIVES

MUST BE GIVEN JOBS WHERE THEY ARE CREATIVE RATHER THAN

FOLLOWING ORDERS OF THE BOSS AND OBEYING THEM WILLINGLY .

5. THE

CAREER GROWTH OF EMPLOYEES SHOULD BE PLANNED ON THE LONG-

TERM BASIS .

6. THE (CANDIDATES )

NOT CONSIDERED FOR PROMOTION , SHOULD BE INFORMED

ABOUT THEIR WEAKNESSES SO THAT THEY CAN WORK ON IT .

7. SEPARATE

SESSION ON PLANNING THE

KRA

SHOULD BE TAKEN UP AND MUST

BE DISCUSSED AND SIGNED JOINTLY BETWEEN THE APPRAISER AND THE APPRAISEE .

8. HPL ADDITIVES LTD

SYSTEM AND MUST

SHOULD INTRODUCE MID YEAR REVIEW INTO THE THE EMPLOYEE AND PROVIDE THEM WITH

RATE

NECESSARY TRAINING AND DEVELOPMENT .

5. CONCLUSION
HPL ADDITIVES LTD THERE
THOUGH SEEMS TO BE AN OPEN ORGANIZATION BUT HAS A

CONSERVATIVE APPROACH TOWARDS ITS PERFORMANCE MANAGEMENT POLICIES . ARE MANY WORKER POLICIES PROVIDED FOR THEM.

BESIDES

THIS, THEIR

POLICIES ARE QUIET RIGID .

THERE

IS NO PROPER FORMATION OF GRIEVANCE CELL .

ONLY

BASIC AMENITIES

ARE BEING PROVIDED TO WORKERS .

THUS

THE STRENGTHS AND WEAKNESSES OF

THE ORGANIZATION CAN BE LISTED BELOW .

STRENGTHS

HIGH CONCERN CONTINUOUS NO PLACE A

FOR EXCELLENCE IN PERFORMANCE .

DEVELOPMENT OF WORKFORCE .

FOR DISPLACING PERSONNEL POWER.

STRONG DESIRE FOR MAKING AN IMPACT ON OTHERS FOR THE WELL

BEING OF THE ORGANIZATION .

A GOOD TEAMWORK. A DESIRE

TO CHANGE ADVERSE SITUATIONS .

WEAKNESSES UNDER UTILIZATION RIGID HIERARCHY

OF DECISION - MAKING POWER.

LEVEL .

6. BIBLIOGRAPHY

BOOKS
ORGANIZATIONAL - ROBBINS , STEPHEN P HUMAN RELATIONS - VENKATA RATNAM ,

BEHAVIOR

PERSONNEL MANAGEMENT C S AND SRIVASTAVA , B K

AND

HUMAN RESOURCE MANAGEMENT - ASHWATHAPPA, K HUMAN RESOURCE MANAGEMENT - RAO, V S P

WEB SITES

WWW . GOOGLE . COM WWW . HRMGUIDE . NET WWW . MANAGEMENTSCIENCE . ORG WWW . LONDONEXTERNAL . AC. UK WWW . HR. COM WWW . WIKIPEDIA . COM

7. APPENDIX 1 PERFORMANCE ASSISTANCE & DEVELOPMENT PLAN IMPORTANT

NOTHING
HURTS MORE THEN THE FELLING OF THE EMPLOYEE THAT HIS/HER PERFORMANCE IS NOT EVALUATED PROPERLY .

THE

WHOLE EXERCISE WOULD BE

FUTILE IF THE APPRAISALS ARE NOT DONE OBJECTIVELY BASED ON ACTUAL PERFORMANCE DURING THE ASSESSMENT PERIOD .

SCANT

REGARD TO THIS

EXERCISE MAY DENOTATIVE THE WILLING AND COMMITTED EMPLOYEES AND RATED THEIR GROWTH AND DEVELOPMENT IN THE ORGANIZATION .

NAME: GRADE: DESIGNATION : REGION: LAST CHANGE OF GRADE IN (MM/YY): PERSONAL & EDUCATIONAL 1. 2. 3.

E C NO: DATE OF JOINING : D EPARTMENT :

QUALIFICATION (WITH

YEAR AND INSTITUTE ):

APPRAISAL PERIOD IN (MM/YY) FROM APPRAISAL RECORD

(TO BE FILLED BY HRD)

TO

QUART PERIO
E R
1. 2. 3. 4. ANNUAL

NAME OF THE APPRAISAL

RATING

Performance Assistance & Development Plan

Section 1 Quarterly self appraisal form

GOAL
(TO

SETTING

BE FILLED AFTER DISCUSSING WITH YOUR MANAGER . I N CASE YOU HAVE HAD

CHANGE IN THE ASSIGNMENT , OR MANAGER , HAVE THE FIGURE ATTESTED BY YOUR FORMER MANAGER WHEREVER POSSIBLE .)

NAME OF APPRAISEE : APPRAISAL PERIOD : QTR (JAS/OND/JFM/AMJ) TICK WHICHEVER QTR IS APPLICABLE KRAS/ASSIGNMENTS TARGET FOR QTR ACHIEVEMENTS

EC. N O.:

THE

RATING

GUIDE FOR ACHIEVEMENT RATING (1) OUTSTANDING , (2) VERY GOOD , (3) GOOD, (4) NOT EXPECTATION
UP TO THE

PERFORMANCE ASSISTANCE & DEVELOPMENT PLAN

I. SPECIFY
ONE ACHIEVEMENT WHICH IS BEYOND TARGET

EXPECTATIONS

DURING THE QUARTER AND REASON FOR THAT ACHIEVEMENT .

II.

IN

CASE

OF

SHORTFALLS

(IF

ANY ),

LIST

THE

ASSISTANCE /HELP YOU REQUIRE TO REMOVE THE SAME IN THE NEXT

QUARTER.

III.

IF YOU ARE WORKING IN A TEAM LIST DOWN YOUR TEAM

MEMBERS .

IV. OVERALL QUARTER:

PERFORMANCE

RATING

DURING

THE

(TO BE FILLED BY APPRAISE) APPRAISERS RATING GUIDE FOR PERFORMANCE RATING

(1) Outstanding, (2) Very Good, (3) Good, (4) Not up to the Expectation

(To be filled by Appraise) Appraisers Rating Guide for performance Rating

(1) Outstanding, (2) Very Good, (3) Good, (4) Not upto the Expectation

Signature of the Appraise_____________ Appraiser______________ DATE :

Signature

of

the

PERFORMANCE ASSISTANCE & DEVELOPMENT PLAN

SECTION 2 ANNUAL
APPRAISAL FORM

NAME OF APPRAISEE : ____________________________ EC. NO.: ___________________ APPRAISAL PERIOD FROM: __________________T O: ______________________________ SELF-APPRAISAL : 1. DOES YOUR ROLE FULLY UTILIZE QUALITATIVELY
YOUR KNOWLEDGE SKILLS ?

QUALITATIVELY

2. WHAT ADDITIONAL

RESPONSIBILITIES WOULD YOU LIKE TO HANDLE ?

3. LIST
REVIEW .

SIGNIFICANT EDUCATIONAL ATTAINMENTS DURING THE PERIOD UNDER

4. LIST IF YOU HAVE UNDERGONE

ANY TRAINING DURING THIS PERIOD .

_____________________________________________________________________ _____________________________________________________________________ ______________________________________________________ 5. LIST THE LOCATION

YOU DON T MIND MOVING TO. A.)_________________________ B)__________________ C).________________

6. LIST THREE MAJOR

ISSUES WHICH ARE BOTHERING YOU .

_____________________________________________________________________ _____________________________________________________________________ ______________________________________________________ 7. LIST

THERE MAJOR FACTORS YOU ARE PROUD OF WORKING FOR THE ORGANIZATION :

_____________________________________________________________________ _____________________________________________________________________ ______________________________________________________ SIGNATURE APPRAISEE _______________________ D ATE:

OF THE

PERFORMANCE ASSISTANCE & DEVELOPMENT PLAN

SECTION 3 POTENTIAL AND QUALITIVE ASSESSMENT (TO FILLED APPRAISER /MANGER)

BY THE

S. NO. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

Q UALITIES/AREAS QUALITY OF WORK COST SAVING ASSIST OTHERS CREATIVE THINKING TEAM LEADER /TEAM PLAYER INDEPENDENT WORKING
EXPENDABILITY INTERNAL CUSTOMERS SATISFACTION FARSIGHTEDNESS ANALYTICAL /LOGICAL APPROACH INTERACTION WITH SENIORS /CROSS FUNCTION PROBLEM SOLVING CAPABILITY COMMUNICATION PROFESSIONAL /TECHNICAL KNOWLEDGE

RATING

BEHAVIOR/ATTITUDE

GUIDE FOR RATING (1) OUTSTANDING , (2) VERY GOOD , (3) GOOD, (4) NOT UP TO THE EXPECTATION

2. LIST

SPECIFIC

STRENGTHS /

AREAS

TO

BE

FOCUSED

FOR

INDIVIDUAL S

DEVELOPMENT .

STRENGTHS

AREAS OF DEVELOPMENT

3. What are the other areas where individuals potential can be explored?

PERFORMANCE ASSISTANCE & DEVELOPMENT PLAN

OVERALL PERFORMANCE/ POTENTIAL ASSESSEMENT COMMENTS

BY IMMEDIATE MANAGER

SIGNATURE DATE: (THIS PART RATING

BY

OF

THE

APPRAISE _________________

S IGNATURE

OF

THE

APPRAISER ___________

NOT TO BE DISCUSSED WITH THE EMPLOYEE )

REGIONAL MANAGER/GENERAL MANAGER/FUNCTIONAL HEAD T OP 25% NEXT 45% NEXT 25%

RATING :

BOTTOM 5%

IF

EMPLOYEE IS RATED IN TOP

25%

THEN PLEASE SPECIFY THE EXCEPTION

ACHIEVEMENTS DURING THE APPRAISAL PERIOD .

(AUTHORIZED SIGNATORY )

OVERALL VIEW OF PERFORMANCE TREND DECLINING STABLE IMPROVING

(Please tick whichever is applicable) Final Recommended with respect to (If any): 1 2 3 4 Promotion: Salary Discrepancy: Exceptional reward: Movement:

New Structure (To be filled by HRD) Confirmation/probation/increment w.e.f. :_____________________ Compensation level/basic/designation: ________________________

Performance Assistance & Development Plan

SECTION-5 ASSESSEMENT FOR DEVELOPMENT AND GROWTH (Identification of training and Development Need .To be sent to HRD in the first week of April) (For the use of HRD) NAME: DEPARTMET: DESIGNATION: EC.NO. GRADE: LOCATION:

TRAINING HISTORY (INFORMATION

ON THE

SOFT SKILL /TECHNICAL TRAINING

UNDERTAKEN BY THE APPRAISE IN THE PREVIOUS YEARS ) COURSES/TRAINING UNDERWENT E FFECTIVENESS /IMPACT ON THE APPRAISER S PERFORMANCE

1. 2. 3. 4. Training Needs Identification (Specify on the type of Soft Skills like Communication/ Presentation skills, supervisory Development, selling skills, Motivation & team building, attitudinal skills and Technical Training you will like the appraise to under to order To improve his/ her performance on the job to meet future needs) 1. 2. 3. 4. 5. 6.

Signature of the appraise__________________ Signature of the appraiser___________ DATE: D ATE: