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PERFORMANCE APPRAISAL
SYSTEM
Prepared For and Presented To
(Specialization-Human Resource)
Institute Of Advanced Management & Research
(Approved by AICTE, Ministry of HRD, Govt of India)
Submitted by
Niwedita Singh
H.R & Marketing
Submitted to
ACKNOWLEDGEMENT
Words often fail to express inner feelings of gratitude and indebtedness to ones
benefactors, but then it is the only readily available medium through which the
undersigned can express her sincere thanks to all those who are associated with
her work in one way of the other.
I feel it my profound privilege to express my most sincere gratitude and
indebtedness to my project guide Mr.Ali Imran (Sr.Officer H.R), Mr.Alok
Bhardwaj HR Officer & Mohd.Ali Sir who was instrumental in providing me
direction, constant encouragement and co-operation in my attempt to take this
project to its logical conclusion.
I heartily want to thank Mr. Aftab Hussain, Sr.Manager- HR for having granted
this wonderful opportunity to pursue my summer project at Samiah
International Builders Pvt .Ltd. & properly guide me time to time regarding
completion of my project report, and to all the respondents who featured in my
survey but remain as nameless entities, I present a deep bow of gratitude. And
also to all those who have been of help directly or indirectly but have not
featured here.
I would like to thank all my teachers at IAMR and especially my mentor
Mr.Bharat Bhushan Gaur & Mr.Mohd Waseem without whose support this
summer training would not have been possible. In brevity, it was pleasure
working in the organization, which provided me the most congenial
environment.
PREFACE
Arriving at an acceptable, simple and valid method for appraising performance
of employees has been a problem engaging more attention of managers now a
days than any other aspect of management.
For a vast organization like Real Estate Organization, the appraisal report is a
vital document for the organizational planning, growth and development and
also for providing satisfaction to the employees. At the same time Performance
Appraisal is a dynamic concept. No system is completely acceptable and
dependable. For this reason within the management ranks, Performance
Appraisal remains to be one of the most debatable topics of Human Resource
Management. Even a well planned and carefully administered appraisal
program does not fetch the expected results. There is, therefore, need for
reviewing the total system and modifying it to accommodate the changing needs
before a particular system outlines its purpose.
The present attempt aims at identifying the characteristic features of the existing
system of Performance Appraisal System in SIG and understanding the extent
of effectiveness towards its objectives with a view to suggesting future
improvement.
DECLARATION
I ,Niwedita Singh, hereby declare that the project titled PERFORMANCE
APPRAISAL at Samiah International Builders Pvt Ltd. are original and
bonafide work carried out by me during the year 2008-2010 under the able
guidance of Mr. Aftab Hussain in partial fulfillment of the requirement of Post
Graduate Diploma in Business Management at IAMR.
I also declare that this project is a result of my effort and no part of this project
has been published earlier or been submitted as a project by me for any degree
or diploma for any institute or university.
Batch: 2008-2010
Place: Ghaziabad
TABLE OF CONTENT
EXECUTIVE SUMMARY
10
THEORETICAL CONCEPTS/INTRODUCTION
11-35
RESEARCH METHODOLOGY
36-38
39-57
ORGANIZATION
DATA PRESENTATION &DATA ANALYSIS
FINDINGS OF THE STUDY
58-67
68
SUGGESTION/RECOMMENDATIONS
69-73
74
CONCLUSION
75
REFERENCES / BIBLOGRAPHY
76
APPENDIX
77-79
EXECUTIVE SUMMARY
Recipe for success of any organization in todays environment demands
copying with change. Management plays crucial role in anticipating these
changes and readying the organization to respond appropriately for continued
competitiveness.
Along with these competencies the organization should look after the
employees level of performance that is the building blocks of an organization.
OBJECTIVE OF THE
STUDY
To integrated the company and individual goals through a process of
performance assessment linked to achievement of organizational
objective.
To increase awareness of tasks/targets and the responsibility of executives
at all level to ensure fulfillment of companys objectives.
To ensure an objective assessment of performance and potential.
To distinguish between differing levels of performance on relative basis
To identify the developmental action to be taken to enhance the
performance of executives.
To facilitate the process of executive/non executive development through
performance planning, self review, performance analysis and two way
communication between appraise and appraiser.
10
THEORETICAL CONCEPT
A THEORETICAL FRAMEWORK OF PERFORMANCE
APPRAISAL
The appraisal of employees in an employment has been labeled and described
by expects over the years in different ways. Common descriptions include
performance appraisal, merit rating, personnel preview, progress report,
behavioral assessment, employee evaluation & service rating.
Definition
According to Beach Performance Appraisal is the systematic evaluation of
the individual with regard to his job her performance on the job and his
potential for development.
According to Andrew Sikula, employee appraisal or performance appraisal
is a systematic evaluation of workers performance and potential for
development. It is the process of estimating or judging the value excellence,
qualities or status of some object person or things. Performance appraisal is a
process of gathering analyzing and disseminating information about the
performance of employees.
Thus, performance appraisal is a systematic evaluation of personnel by their
superiors or others who are familiar with their work performance. Such
appraisals usually involve the use of forms and procedures that have been
developed for the purpose.
OBJECTIVES OF PERFORMANCE APPRAISAL
Organizations undertake performance appraisal to meet certain objectives
which are in the form of salary increase, promotion, identifying training and
development needs, providing feedback to employees and putting pressures on
employees for better performance.
11
Ranking Method
Paired Comparison
Grading
Forced Distribution Method
12
evaluated. There may be some variations in the method and statements used,
but the most common method of forced choice contains two statements, both of
which may be positive or negative.
o
o
Both these statements are positive but the rater is asked to rate only one, which
is more descriptive of his subordinates behavior. This is done to avoid
subjectivity in rating.
Graphic Scale Method:Graphic Scale also known as linear rating scale is the most commonly used
method of performance appraisal. In this method, a printed appraisal form is
used for each appraisee; the form contains various employee characteristics and
his job performance. Various characteristics include initiative, leadership,
dependability, cooperativeness, enthusiasm, creative ability, analytical ability,
decisiveness, emotional maturity, etc. depending on the level of the employee.
The rating is done on the basis of scale which is in continuum 5, 4, 3, 2 and 1 in
that order can be used to denote points for various degrees of excellent-poor,
high-low, or good-bad, and so on.
Essay Method:Some companies use free essay method, or sometimes, combine this with other
methods. In essay method, the rater assesses the employees on certain
parameters in his own words. Such parameters may be as follows:
14
In the field review method, an employee is not appraised by his direct superior
but by another person, usually from personnel department. The basic idea is that
such a person may take more objective view in appraisal, as he is not under
pressure as the superior of the employee may be. The rater, in this case,
appraises the employee based on his records of output and other quantitative
information such as absenteeism, late coming, etc. The rater also conducts
interviews of the employee and his superior to ascertain qualitative aspects of
job performance. This method is more suitable for promotion purpose.
deliberate upgrading of responsibility, scope and challenge of the job as a nonfinancial motivation device.
Motivation: - Motivation is taken to man as a willingness to expand energy to
achieve a goal or reward. It is a force that activates a dormant energy and acts in
motion the action of the people .It is the function that kindles a burning passion
for action among the human beings of an organization.
Promotion: - Performance appraisal has duality of objectives evaluation of an
employee in his/her present role & their development for doing the present job
in better way as well as to develop him for the higher order job. The
performance of this higher order job depends on their potential in the light of
the requirements of the new job. Thus, to determine an employees likelihood to
succeed in the new job, potential appraisal is carried.
Communication:- Performance appraisal helps clear communication between
the superiors and their subordinates. Communication helps in giving feedback
to managers on their performance and thus providing satisfaction to the
executive.
APPRAISAL PROCESS
Self Appraisal
Performance Review and planning
Performance Assessment
Development plan
Evaluation and Final grading
SELF APPRAISAL
Tasks/targets indicating a few key performance Areas will be set for each
appraisee by his reporting Officer in consultation with the former , This will be
communicated to the appraisee by 31st March of every year , before the of the
assessment year. The self-appraisal form will be filled up by the appraisee twice
a year in the first week of October and then in the first week of April.
The appraisee will factually report on the following, in the Self Appraisal every
six months:Tasks/targets fulfilled
16
Constraints faced
Facilitating resources
Suggestions for improvement
In addition, the appraisee will indicate the following while filling up the self
appraisal at the end of the assessment year.
The highlights of performance
Major strengths
Developmental needs
PERFORMANCE ASSESSMENT
The performance of the appraisee will be assessed after the PRP is held. The
reporting officer will assess the appraisee on a five point rating scale on the
following factors. Each factor will carry a weight as indicated below
E1 E4A
17
Factors
Weight age
Performance Factors
1. Quantity of output
2. Quality of output
3. Cost control
6. Discipline
.Potential Factor
1.
Communication
2.
Initiative
3.
4.
5.
6.
E5-E9
Performance Factors
Weightage
1. Quantity of output
2.
Quality of output
3.
Cost Control
4.
Lateral co-ordination
2
18
5. Team-spirit
6.
7.
Discipline
Potential Factors
1.
2.
3.
4.
5.
Communication
68 to 83
52 to 67
19
20 to 21
- C
Note: For example if the total score given come to 55, it indicates that the
appraise is suggested to be finally graded as B.
The Reporting Officer will differentiate between performance levels of
appraises under him and to the extent possible follow distribution pattern as
indicated below, in order of merit:
10%
20%
45%
25%
The Reporting officer may find some of the appraises not fit for promotion due
to their poor performance. In such cases the Reporting Officer may recommend
that the appraise may be declared as Non-.Promo table for the ensuing one
year.
The Reporting Officer will fill a summary sheet indicating the overall factor
score of the appraises reporting to him, and send same to the Reviewing
Officer. The Reporting Office (O) will make his individual assessment
independently in the name pattern as listed out for the Reporting Officer.
PRIMARY GRADING
The Personnel Department will help in compiling the total scores based on the
assessment on each individual factor by the Reporting Officer, Reviewing
Officer and the Reporting Officer (O) taking into account the weight ages
attached to each Individual factor and the weightage given to the Reporting
Officer, Reviewing Officer and Reporting Officer (O). This will be calculated
giving 50% weight age to the score given by Reporting Officer, the weightage
to Reporting Officer (O) will be 25% & the weightage given by Reviewing
Officer is 25%.
The Total factor scores will then be arranged in descending order for an
20
Appraisal group and the primary grading [10%-O, 20%-A, 45%-B and25%-C]
will be worked out. The appraisal group will consist of appraises belonging to
sections/departments functionally related to each other.
21
Both the Reporting Officer and Reviewing Officer will indicate job rotation /job
suitability of the appraisee. The Personnel / Training department will utilize the
training needs sheet to develop suitable training plans for the appraisees in
consultation with the concerned heads of department or higher authorities.
Personnel Department will make a job rotation plan based on comments of the
Reviewing Officer and implement the same in consultation with the concerned
heads of departments or higher authorities.
APPRAISAL CALENDAR
The appraisal calendar indicating dates on which various actions are to be/
initiated and completed will be given in the performance Appraisal Guidelines.
APPRAISAL FORMS
Suitable appraisal formats will be used for making assessment of executives.
TENURE:The policy will come into force from a date notified by chairman, SIG remain
in force for a period as decided by him the company reserves the right to
withdraw the system at any time without Notice Chairman, SIG is authorized to
approve the details under the policy and the appraisal formats for
implementation of the same. He is also authorized to amend or modify the
system, as and when required.
22
control systems etc., (d) Subordinates viz,. Hard work by them, Motivation,
Cooperation etc. and (e) External environment viz. Government policies,
improved economic situation, poor image of competitors etc.
While completing the annual self appraisal form in the month of April every
year, the appraisee should also record the highlights of his performance,
major strengths and development needs.
Highlights of performance should include target achieved beyond stated
Norm, innovative work processes, cost reduction measures etc.
Developmental needs should mention specific areas, which in the appraisees
opinion; need to be improved for enhancing the performance. These may
include suggestions for training, job rotation, exposure in other
areas/functions etc.
After completing the self appraisal form as per guidelines mentioned
above, the appraisee should return the same to the Reporting officer duly
signed.
The Reporting Officer will study the self appraisal and call the appraisee
for Performance Review and Planning.
The Personnel department will analyze the constraints, facilitating resources,
suggestions for improvement etc, department-wise and send them to the
respective Heads of Departments.
24
PERFORMANCE ASSESSMENT
After the annual PRP session, the Reporting officer, Reporting Officer (o) and
reviewing officer are required to assess the performance of the appraisee on
Performance and potential factors.
In addition, there will be a special relevant factor specific to the function/area of
work of the appraisee, identified for the year. Each appraisee will be assessed on
one such relevant factor also. Taking into account the thrust areas of different
departments, a few illustrations of special relevant factor are given. The Head of
Function/zone will identify the special factor on which assessment will be made
for that particular year. The factor so identified will be communicated to each
appraisee along with the tasks/targets set for the year. Personnel department will
assist the Head of function/Zone in the process of identification and
communication of the special relevant factor in the space provided for in the
appraisal form.
Each factor has been assigned a weight to indicate its importance in the overall
assessment.
Each factor is to be assessed on a 5 point rating scale. Rating is to be given in
numbers 1 to 5 in the space provided. Each point on the five point scale has
been defined, which should be kept in view to ensure proper assessment.
Factor score will be arrived at by multiplying the scale point (i.e. 1,2,3,4 or 5)
with the assigned weight (i.e. 1 or 2) of the factor. The aggregate of factor
scores will be the total factor score.
In case extreme rating i.e. 1 or 5 is given for assessment of any factor,
comments/indicates justifying the same may be indicated in the space provided
for comments on overall performance.
25
The Reporting Officer and the Reviewing Officer should note that final
distribution of executives will be in the following order of merit:10% -
20%-
30%-
40%-
-A
52 to 67
-B
20 to 51
-C
The assessing authority will not however record the grade i.e. O, A, B or C in
the form.
Comments on overall performance of the appraisse may be recorded in the
space provided. If an appraisee is deemed non- promotable due to his poor
performance, the assessing authority may record his /her recommendation that
the aprraisee may be declared non- promotable for the ensuring one year and the
reasons for such recommendations.
The Reporting Officer, after completing the performance assessment part, will
also complete the summary sheet in the format and it to the Reviewing Officer
along with the appraisal form.
The concept of Reporting Officer (O) applies to some of the service/staff
appraises. The Reporting Officer (O), wherever applicable will assess the
appraisee on the above lines and return the form to the summary sheet(s)and
send the same to the concerned Reviewing Officer(s).Reviewing Officer will
give his assessment of the appraisee and will also complete a summary sheet
which will be an input for the final evaluation by performance Review
committee. He will send the entire document to the personnel department. The
personnel department will analyze the trend/spread of ratings and give suitable
26
DEVELOPMENT PLAN
Development of executives imagined through training, job rotation /
enrichment and counseling /coaching. While indicating training needs the
assessing authorities may keep the following in mind:
Training needs should be indicated for executives whom the assessing authority
recommends to be trained in the ensuing year. Information regarding training
programmes attended by the executives in the last two years may be obtained
from the Training department. Please also note that the Training department will
normally plan to train about 30-40% of the executives in one year.
Training recommended should be as specific as possible and take into
consideration the appraisees own views also.
Training needs and other development plans should be linked to the appraisees
present area of responsibility, future assignments/needs and major strength/
weaknesses.
In case the appraisee is recommended for job rotation / enrichment, the
specific area may be indicated. This should be based on appraisees
potential/development needs/future etc.
FINAL ASSESSMENT
Final assessment will be done by a performance Review committee (PRC).The
performance Review Committees will be suitable constituted in such that the
Head of he Department to which the assess belongs or the authority above the
Reviewing Officer is included in the committee. . This should be formalized
with the approval of respective chief Executive of the Organization.
For each appraisee there will be a maximum of 3 total factor score awarded by
the Reporting Officer (O) and Reviewing Officer.
27
Weightages have been indicated for the assessment of the namely 50% for the
Reporting Officer, 25% for the Reporting officer (O), and 25% for Reviewing
Officer. If there is no Reporting Officer (O), the weight age for the Reviewing
Officer will be 50%.
By multiplying the total factor given by the assessing authorities with the above
weightages (i.e. 0.5 or 0.25 as the case may be), the weighed score for
Reporting Officer, Reviewing officer and Reporting Officer (O) will be
obtained. A total of this will give the average appraisal score.
The average appraisal score would be converted, by the personnel department,
into an indicative grading of the appraisee as a per following guidelines. Range
of appraisal Indicative grading
84 & above - O
68-83
52-67
20-51
28
The first 10% the executives of the appraisal group listed in descending order
based on average a score, will be categorized as O, 20% in category A, The
next 45% as B and last 25% as C this is the primary grading.
The PRC will be given the following inputs for every executive in an appraisal
group.
Factor score awarded by Reporting Officer, Reviewing Officer and Reporting
Officer (O) (where applicable).
Indicative grading based on average appraisal score.
Primary grading based on the specified distribution of the score & the overall
performance of departments.
Discrepancies in the trend of scores awarded by different Reporting of
Reviewing Officers for the appraised in an apprisee of an appraisal group.
The executive(s) rated as non-promo table may appeal for review of the
assessment.
The appeal for review should be made to the Chairman of the PRC within 10
days of receipt of communication from Personnel department regarding nonpromotable rating.
The PRC may review and either reverses or confirms its earlier decision In case
PRC confirms the earlier decision will be final and binding on the executive
concerned. If PRC reverses the earlier decision, the case is not sent to the chief
Executive. PRC will consult the reporting officer in case of executives in E-6
and above, such appeals will be made to Chairmans SIG through the chief
Executive concerned. The chief Executive will give his comments and forward
the appeal to the chairman. The decision of chairman, SIG will be final and
binding.
Who is to rate?
In most situations, the rater is the immediate superior of the person to be rated.
Because of frequent contact, he or she is most familiar with the employees
work. In addition, any organizations consider that it is essential to support the
leadership and authority position of the supervisor by considering employee
appraisal as an integral part of the supervisory task. Supervisor ratings are often
reviewed and approved by higher management, thereby maintaining
hierarchical control over the appraisal process. If more involvement is deemed
desirable, the appraisal process can be undertaken by a group of raters.
Members of the group can be superiors, peers, and subordinates. If they are all
superiors, group appraisal ventures only a small distance from classical
30
What to rate?
What of the performance appraisal consists in appraising not supervisory
employees for their current performance, and managers for future potential? It
also includes evaluation of human traits.
Why to rate?
The why of an appraisal is concerned with (a) creating and maintaining a
satisfactory level of performance of employees on their prevent jobs; (b)
highlighting employee needs and opportunities for personal growth and
development; (c) Aiding in decision making for performance related aspects like
promotions, transfers, lay offs and discharges; and (d) promoting understanding
between the supervisor and his subordinates.
When to rate?
The usual schedule in the timing of ratings is twice yearly. New employees are
rated more frequently than older ones. However, practices vary from
organization. In Indian context, generally the employers go in for once year
appraisal since the pressure of other duties probably prevents them from going
in for more frequent appraisals.
Where to rate?
31
PROBLEMS/BARRIERS/LIMITATIONS
Performance appraisals are subject to several humans judgmental errors. Some
of them are discussed below: -
Ambiguity: This error occurs when factors used to be described are not clear. It should be
very clear so that all maters have the same sort of behavior in mind. Unless, all
raters agree on what such factors like quality & quantity of output mean, their
final ratings simply cannot be compared.
Insufficient evidence: The boss frequently gets a limited & often a distorted view of subordinates
performance. The subordinates ability to get along with the boss may have a
greater impact on his/ her rating than does actual performance on his job. Rating
committees naturally help to reduce this problem.
Differing Perception:Often raters tend to rate the subordinates similar to themselves in background
values & styles of behavior higher than they rate subordinates with dissimilar
life style (the similar- to- me -effect).
Regency and Primacy effects:Regency error occurs when the person is rated on the basis of very recent
performance and a primacy error occurs when the rating is based on previous
rating. By keeping & using detailed performance records over time, these errors
can be minimized.
Faulty Assumptions:32
Because of the faulty assumptions of the parties concerned, superior and his
subordinate in appraisal system it does not work properly or objectively.
Managers naturally wish to make fair & accurate appraisal of subordinates is
untenable. These assumptions are due to psychological characteristics, technical
deficiencies. Managers often take a particular appraisal system as perfect. They
sometimes assume that personal opinion is better than formal appraisal.
Technical pitfalls:The main technical difficulties in appraisal fall in two categories -criterion
problem & distortions that reduce the validity of results.
1) Criterion Problem: A criterion is a standard of performance the manager desires of his subordinates
& against which he compares their actual performance. Criteria are hard to
define in measurable or objective terms. Ambiguity, vagueness & generality of
criteria are difficult hurdles for any process to overcome.
2) Distortions:Distortions occur in the form of biases and errors in making the evaluation. May
be introduced by the evaluator consciously or unconsciously. An appraisal
system has the following possible distortions.
3) Halo effect:This distortion exists where the rater is influenced by raters one or two
outstandingly good (or bad) performances & he evaluates the entire
performance accordingly. It also occurs where the raters judgments is
influenced by the work team or informal group with which a subordinate
associates. If the group is not well liked, this attitude may work in the rating of
the individuals on it, apart from the actual performance.
33
4) Central Tendency:This error occurs when the rater marks all or almost all his personnel as
average. He fails to discriminate between superior and inferior persons. It arises
from the raters lack of knowledge of individuals he is rating, or from haste,
indifference or carelessness.
5) Constant errors: Some rater habitually rates everyone high, others tend to rate low. Some rate on
potential rather than on recent observed performance. The results of the two
raters are hardly comparable.
6) Raters Liking & Disliking: Managers, being human, have strong liking or disliking for people, particularly
close associates. The rating is influenced by personal factors & emotions &
raters may weigh personality traits more heavily than they realize. Raters tend
to give high rating to persons whom they like & low rating that they dislike.
1) Reporting Officer: The executive next higher in the rank and grade but
not below the level of Dy. Manager and to whom the executive being assessed
reports.
2) Reviewing Officer: The executive next higher in rank and grade to the
Reporting Officer and to whom the reporting Officer reports.
34
35
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
According to Clifford Woody research comprises defining and redefining the
problems, formulating hypothesis or suggested solutions, collecting, organizing
and evaluating data, making deductions and reaching conclusions whether they
fit the formulating hypothesis.
Research Methodology is a procedure designed to the extent to which it is
planned and evaluated before conducting the enquiry and to the extent to which
the method for making decisions is evaluated. The research methodology if
scientifically developed enables the researcher to establish with high degree of
confidence, cause and effect relationship between the research activities and
observed outcomes.
This part of the study deals with methodology used in present investigation. For
gaining new knowledge in a particular field it explains the nature of study,
details of sample design, Collection of data, Analysis of data through statistical
tools and interpretation of the data collected.
RESEARCH SUBJECT
The first and foremost step is to select and define the topic of study. Among
various issues what occupies the central position in an organization is the
effective utilization and maintenance of human resources for achievement of
organizational objectives and while managing human resources, the problem of
carrying out performance appraisal of executives stands out very clear. This
topic of study takes into account measuring the existing system of performance
appraisal so as to identify the characteristics features of the same and to
understand the effectiveness of the system towards its objectives with a view to
suggesting further improvements. Thus, the topic of study is Performance
Appraisal System at Samiah International Builders Pvt Ltd. (SIG)
RESEARCH DESIGN
36
37
Secondary Sources
Works
Services
Construction
Maintenance
Operations
Information Technology
38
a strong foundation
Over the years, SAMIAH International Group has grown up as a premier real
estate organization. Today we are known for quality, performance and speed.
The architectural marvels that we have created have not only given us
recognition but also helped developing long lasting relationships with our
esteemed clients. With technical expertise and a strong financial standing,
SAMIAH group is at the threshold of revolutionizing the Indian construction
industry.
At SAMIAH we firmly believe that the pride and joy lies in improving the
quality of life. SAMIAH does meet customer aspirations by adding value
through innovative ideas, high end technology, design and aesthetics. Our strict
adherence to quality and commitment has helped us stand apart from the
competition.
39
The journey since our inception has been smooth and satisfying. SAMIAH has
expanded into the whole of north India and got recognition from blue-chip
business houses as a reliable and customer oriented organization. With
thousands of satisfied customers and in-hand projects worth 2085 crore,
SAMIAH International Group now enjoys its presence in Delhi & NCR, Hapur,
Rudrapur, Nainital & Lucknow. Our group housing projects, townships, resorts,
hotels, cottage, independent floors & villas have got a greater acceptability with
the customers. We undoubtedly aspire to be among the top real estate companies
in the near times to come.
Understanding the needs of individual clients combined with a strong customer
service culture, SAMIAH is geared up for an exciting real estate journey. With
an eye on the future, the group is acceleration the progress of its present projects
and finishing the deals at the fastest possible way.
Special Achievement
Amongst the first real estate developers to be awarded with ISO 90012000 certification
Registered as a Category A Builder in Uttaranchal and Uttar Pradesh
Only real estate company to get an NOC from the Govt. of Uttaranchal
for its township in Rudrapur
Only Builder to have a consortium agreement with Air Force Naval
Housing Board to Develop townships & Group Housing in Uttar Pradesh
Winner of Best Upcoming Township in Uttrakhand for NRI LAKE CITY,
Rudrapur project at INDIAN PROPERTY AWARDS 2007
SAMIAH On A Voyage
of Success
With a large number of projects in the regions of Rudrapur & Nainital and
upcoming projects at Jim Corbett and Dehradun, SAMIAH International Group
claims to be running largest number of real estate projects in Shivalik region.
Besides, the group known for innovative ideas, hi-end technology, design
excellence and aesthetics is running over projects across North India - NCR,
Hapur, Goa, and shortly the group is launching one premium Group Housing
project in Lucknow. With projects across 9 cities & 4 States in India under
different stages of execution & completion, SAMIAHs present project portfolio
is worth Rupees 2085 Crore.
Mr. Jamil A Khan, the founder & CMD of SAMIAH International Group, under
whose dynamic leadership the company has grown as an eminent conglomerate,
is known for his versatile personality. He has won many laurels for his
outstanding contribution to the society. Mr. Khans selfless service to the nation
40
and its people helped him win National Integration Award for Peace &
National Integration and National Award for Outstanding Services. He has
proved his mettle as a dynamic entrepreneur and won Sir Syed National Award
for Best Entrepreneur in the year 2001. He was also conferred Bharat
Shiromani Puraskar as the Best Entrepreneur.
With an ethnic touch to give it a modern villege look, Media Villege Gr. Noida
accommodates people from across the media. it earns a distinct image for
Samiah for fulfilling the housing needs of journalist. Provided with all modern
amenities, this villege of 115 villas is a posh colony of greater Noida.
Name of the Project
Location
41
Date of Launching
2005
June 2008
115
Current Status
Accommodation
Area
5790
Covered Area
3300
Terrace Area
700
Lawn Area
925
Basement Area
865
42
Particulars
Area
3900
Covered Area
2165
Terrace Area
765
Lawn Area
430
Basement Area
540
Area
2920
Covered Area
1630
Terrace Area
470
Lawn Area
355
Basement Area
465
Price Range
Power Back Up
Yes
Security System
Modular Kitchen
Yes
Cupboard
Yes
Flooring
Vitrified Tiles
43
Shower Cubical
At Extra Cost
At Extra Cost
Wooden Flooring
At Extra Cost
Parks
Club
Swimming Pool
Yes
LPG Network
Broad Band
Project USP
9873906860, 9873906861
44
Current Status
Ground Leveling Work being done
Accommodation/ Prince Range
Premium Villas - 3 BR (1800 Sq.Ft) - Rs.
5,450.000
Deluxe Villas - 2 BR (1800 Sq.Ft) - Rs.
3,950,000
Power Back Up
Yes
R.O. Water Facility
Yes
Security System
Gated Complex with 24 Hours Security and a
security guard room at entrance gate
Club
Yes; Separate Space for Health club & DVD
45
Delhi 290 Km
Nainital 14 Km
Bhimtal 3 Km
Saatal 8 Km
Kathgodam - 35 Km
Pant Nagar 65 Km
5500 Ft. 6600 Ft. Height from the Sea Level
Heavenly located & aesthetically designed
amidst ravishing natural beauty of Nainital in
the midst of Bhimtal Saattal Valley near to the
Emerald Lake of Sattal.
First of its kind & only approved project in
the region being developed by SAMIAH
GROUP, a Registered Category A Builder in
Uttaranchal, with the distinction of having
largest number of real estate projects in
Shivalik region.
9873906860, 9873906861
46
Sunny Lake is located on Bhimtal - Saatal Road over looking the picturesque
lush green Bhimtal Valley and the emerald lake with an island. The very
existence of Sunny Lake is inspired by the raw and ravishing natural beauty of
every nook and corner of the region. All landscaped surroundings at Sunny
Lake are thoughtfully planned and aesthetically nurtured with a unique garden
of medicinal and aromatic Himalayan herbs in the centre. Also, the logging area
is designed amidst oak trees, noted for its invigorating and rejuvenating effect
on human body.
Current Status
Distance Chart
Yes
Yes
Gated Complex with 24 Hours Security and a
security guard room at entrance gate
Yes; Separate Space for Health club & DVD
Theater, Separate Complex for indoor games
such as Badminton, Billiards, TT, Squash, etc.
Delhi 290 Km
Nainital 14 Km
Bhimtal 3 Km
Saatal 8 Km
Kathgodam - 35 Km
Pant Nagar 65 Km
5500 Ft. 6600 Ft. Height from the Sea Level
Heavenly located & aesthetically designed
amidst ravishing natural beauty of Nainital on
Saattal Road overlooking the picturesque lush
green Bhimtal Valley and the Emerald Lake.
First of its kind & only approved project in the
region being developed by SAMIAH GROUP,
a Registered Category A Builder in
Uttaranchal, with the distinction of having
largest number of real estate projects in
Shivalik region.
9873906860, 9873906861
48
RoseVille(115 Sq.Yard)
2 BR (2110 Sq.Ft) - Rs. 4,400,000
Towns Ville (200 Sq.Yard )
2 BR (1260 Sq.Ft) - Rs. 2,585,000
Earth Quake Resistant
Vitrified Tiles
Yes
Yes
Yes
Separate space enmarked for School, Nursing
Home & Police Station
Walled city with massive main-gate with hi
tech security arrangements
Separate space enmarked for Mall, Mutiplex &
Business Park
On main Kashipur Road, Just 3 Km FROM
Railway Station, 3.6 KM from Indira Chowk
9873906860, 9873906861
50
SAMIAH Garden City, NH-24, Hapur, offers a paradise life in a pollutionfree ambience. Its a beautifully landscaped integrated township with villas
where 25% of the total area has been reserved for forest. Besides, the township
boasts of an amusement park of international standard that will attract leisure
seekers & tourists from all across Northern India
Amenities for Apartments:
Name of the Project
Location
Reception Hall
Club
Swimming Pool
Car Washing Points
LPG Network
Green Lawn and Wooden
Pavilion
Separate kids park with
splash
Fountain
Elevators
52
Current Status
Accommodation/Price
Range
Power Back Up
R.O. Water Facility
Security System
Reception Hall
Club
Swimming Pool
Car Washing Points
LPG Network
Broad Band
Stilt Area
Separate kids park with
splash
Elevators
Broad band / cable T.V.
Project USP
54
steam bath.
9873906860, 9873906861
Accommodation
Price Range
Power Back Up
Modular Kitchen
Cupboard
Flooring
Shower Cubical
Cubical Steam Bath
Wooden Flooring
Reception Hall
Club
Swimming Pool
Car Washing Points
LPG Network
Broad Band
Separate kids park with
splash
Elevators
Meditation Centre
Project USP
Yes
Finger print Lock on Main Door for Hi Tech
Security and a security guard room at entrance gate
with close circuit camera, emergency alarm,
intercom arrangement and video conferencing
facilities
Yes
One Elegant Wooden Cupboard in each Bedroom
Vitrified Tiles
Cubical with Shower Panel in One Bath
Only in Category H, FD, GD & HD Flats
In Master Bedroom
Reception in each tower with video conferencing
facilities
Yes; Separate Space for Health club & DVD
Theater, Separate Complex for indoor games such as
Badminton, Billiards, TT, Squash, etc., Tennis Court,
Space for Library
Swimming Pool
Yes
Gas pipeline connected to each kitchen
Cabling and conducting shall be provided for Broad
Band Connection
Decorated as per kids needs and low depth splash
Capsule lift in each tower
Yes
364 Premium 2 / 3 / 4 BR Apartments & Penthouses
in the heart of VIP Sector PHI 4, 2 KM from Pari
Chowk & 1.5 KM from TAJ Expressway
56
Power Back Up
R.O. Water Facility
Security System
Reception Hall
Club
LPG Network
Broad Band
Modular Kitchen
Cupboard
Elevators
Horticulture
Outer Look
Project USP
58
Fully
b)
Partially
c)
Not at all
Graph1. Performance Appraisal is essential
Partially
20%
Not at all
0%
Fully
Partially
Not at all
Fully
80%
that strengths and weaknesses, if any, can be assesses and remedial measures
suggested accordingly.
Q2:
Not at all
27%
Yes
27%
Yes
Partially
Not at all
Partially
46%
60
Considerable amount of time is spent for getting the appraisals done as per the
existing system. The company should improve the existing system by designing
and implementing departmental performance review system on a quarterly
basis.
Q3:
Not at all
27%
Completely
Partially
Not at all
Partially
46%
proved
helpful
in
identifying
the
needs
for
in-house
61
group
Q4:
Yes
b)
c)
Not at all
100
Yes
80
Percentage
Depends on the
employees
Not at all
60
40
20
S1
0
Yes
Depends on the
employees
Not at all
To a great extent
b)
To some extent
c)
Not at all
62
To some extent
18%
To some extent
To a great extent
Not at all
To a great extent
74%
Q6:
Consistently
b)
Occasionally
c)
Never
63
100%
90%
80%
70%
60%
50%
40%
Consistently
30%
Occassionally
Never
20%
10%
0%
Consistently
Occassionally
Never
Opinion of employees
Q7:
To what extent is the SIG making progress towards its mission and goals?
a)
To a great extent
b)
To some extent
64
c)
No opinion
Graph7: SIG making progress towards its mission
and goals
No opinion
To some extent
0%
18%
To some extent
To a great extent
No opinion
To a great extent
82%
Q8:
Do you get merit raise when the performance evaluation indicates that
you are meeting the set standard on the job?
a) To a great extent
b) To some extent
65
c) Not at all
Graph8. Merit raise when the employees meet the
standard
Not at all
10%
To some extent
20%
To a great extent
To some extent
Not at all
To a great
extent
70%
Q9:
Do your co-workers and superiors help you to cope up with your poor
performance?
a)
To a great extent
b)
To some extent
66
c)
Not at all
Graph 9: Support of co-workers and superiors
Not at all
0%
To some extent
47%
To some extent
To a great extent
To a great extent
53%
Not at all
Q10: In your opinion to what extent are the superiors responsible for the
progress of SIG?
a)
To a great extent
b)
To some extent
67
c)
Not at all
Graph10: Superiors responsible for the progress of SIG
Not at all
35%
To some extent
28%
To some extent
To a great extent
Not at all
To a great extent
37%
After meeting the executives & non executive of different levels (viz E1 to E10
grades) of SIG interacting with them, the following information and facts were
gathered:-
CONSTRAINTS
General Constraints faced by superiors (Appraisers) while doing performance
appraisal for appraisee (Executives): Performances are not generally recorded on regular basis
Facts are not recorded as per plan.
In availability of adequate resources.
Unawareness of employees about profit maximization with utility and
plans made are not strictly followed
Performance appraisals are not related to any financial implications on
the individuals.
It should be used as a proper yardstick & tool for measurement of
performances.
The Present technique must need more practical approach
Partiality is done for individuals in the marking system.
69
SUGGESTIONS AND
RECOMMENDATIONS
SUGGESTIONS/RECOMMENDATIONS
In any performance appraisal, due consideration must be given to the ethics of
appraisal, failing which many organizational problems may crop up and the
very purpose of appraisal may be defeated. The following are some suggestions
and recommendations for appraisees, appraisers and reviewers.
I.
For Appraisees:
Following are five keys to help employees to overcome a bad appraisal:
1.
2.
3.
Before going into a review, employees should carry a page with two
columns, the first headed Specific Areas of Strength and the second,
Specific Areas of Improvement. Its very important that they hear
both the good and the bad comments, because they will never
improve, to their boss satisfaction, if they deny, in their anger, that
there are any areas needing improvement.
70
4.
5.
Employees should find out how their boss might solve these issues,
and ask for another review in 30 days to address these specific issues,
to see if headway is being made.
II.
For Appraisers:
Appraising manager should prepare for the appraisal in following ways:
1.
2.
3.
4.
5.
6.
7.
8.
9.
72
2.
3.
4.
5.
6.
7.
8.
2.
73
3.
4.
5.
Review all potential talent identified and lay a strategic intent towards
their development.
V. Human resources:
The human resources department has to:
1.
2.
3.
4.
Propose
&
work
closely
with
management
committee
on
74
Thirdly, As per the view of the personnels, the schedule needs some
modifications further, in huge organization like SIG employees with over busy
schedule instrument was really difficult to answer.
Lastly, it was quite time consuming to contact every employee and then to
follow up for the data collection. Provision, should be made so that with the
prior permission of G.M of the department concerned, a meeting with the batch
of 10-15 executives at a time to ease and speed up the data administration
process. But, frankly the environment of SIG for summer trainees is quite
conductive, cooperative and encouraging.
75
CONCLUSION
In the new millennium when the corporate world is designing newer techniques
for developing employees and retaining them, SIG is no way behind and the
organizational structure is such that people works hand in hand to align the
organizational goals with the individuals goals.
Evaluation of employees performance is helpful as to strengthen the
employees productivity, their promotion, transfer, training and development
needs etc. The organization has implemented the evaluation process not only to
evaluate the performance of employees but also for their increment and
promotion. The company follows a transparent performance appraisal system
with no personal bias because it is wholly based on individuals contribution
towards the organization. But there are some loopholes in the system that should
be analyzed and corrective measures should be taken.
To sum it up, this project has provided me with opportunities to learn different
areas of the HR function and has given me stepping-stones to climb up to reach
the summit of HR at the end of my career.
76
BIBLIOGRAPHY
BIBLIOGRAPHY
WEBSITES VISITED:
www.samiahnet.com
www.reserchchroline.com
www.citehr.com
www.scribd.com
www.slideshara.com
www.bing.com
MAGAZINES:
BUSINESS WORLD
ECONOMIC TIMES
77
APPENDIX
QUESTIONNAIRE FOR EXECUTIVES
1. Department Name: ______________________
Name
______________________
Designation :
______________________
Qualification:
______________________
Q2:
a)
Fully
b)
Partially
c)
Not at all
Q3:
a)
Yes
b)
Partially
c)
Not at all
Completely
78
b)
Partially
c)
Not at all
Q5:
a)
Yes
b)
c)
Not at all
To a great extent
b)
To some extent
c)
Not at all
Q6: Are you capable of achieving the goals set for you?
Q7:
a)
Consistently
b)
Occasionally
c)
Never
To what extent is the SIG making progress towards its mission and
goals?
Q8:
a)
To a great extent
b)
To some extent
c)
No opinion
To a great extent
b)
To some extent
79
c)
Q9:
Not at all
To a great extent
b)
To some extent
c)
Not at all
Q10: In your opinion to what extent the superiors responsible for the
progress of SIG.
a)
To a great extent
b)
To some extent
c)
Not at all
80