SYMBIOSIS MBA HR PROJECT REPORT  SAMPLE AT projecthelpline.in

“A STUDY OF PERFORMANCE MANAGEMENT SYSTEM IN INTELENET GLOBAL SERVICES”

 

SUBMITTED BY:

 Name :   ……………………………….

REGISTRATION NO.  : ……………….

 UNDER SUPERVISION OF:

 …………………………………..

 

Submitted in partial fulfillment of the requirements for qualifying

POST GRADUATE DIPLOMA IN BUSINESS

ADMINISTRATION (PGDBA)

IN

HR

SYMBIOSIS CENTRE FOR DISTANCE LEARNING

ACADEMIC YEAR – 2017

NO OBJECTION CERTIFICATE

This is to certify that ……………………….. is an employee of this organization for the past INTELENET GLOBAL SERVICES we have no objection for her to carry out a project work titled “A STUDY OF PERFORMANCE MANAGEMENT SYSTEM IN INTELENET GLOBAL SERVICES” in our organization and for submitting the same to the Director, SCDL as a part of fulfillment of the PGDBA (HR) Program. We wish him/her all the success. Seal of the company Signature of the competent authority of the Institute / Organization

Place: ……………..

Date: ………………..

 

DECLARATION BY THE LEARNER

This is to declare that I have carried out this project work myself in part fulfillment of the PGDBA (HR) Program of SCDL.

The work is original, has not been copied from anywhere else and has not been submitted to any other University/Institute for an award of any degree/diploma.

 

Date:                                                                                                               Signature:

 

Place:                                                                                                               Name:

 

CERTIFICATE OF SUPERVISOR (GUIDE)

Certified that the work incorporated in this Project Report “A STUDY OF PERFORMANCE MANAGEMENT SYSTEM IN INTELENET GLOBAL SERVICES” submitted By ……………….. is her original work and completed under my supervision. Material obtained from other sources has been duly acknowledged in the Project Report

 

Date:                                                                                       Signature of Guide:

Place:

  

CHAPTER CONTENTS  
 No Objection Certificate
Declaration by the learner
Certificate of Supervisor (Guide)
1. Introduction to the Study

Company Overview

 

 

2. Objective of the study
3. Theoretical Perspective
4. Methodology and Procedure of work
5. Analysis of Data
6. Limitations
Findings
8. Conclusions and Recommendations
9. References
Ø Annexures

Ø Questionnaires

 

 

 

TITLE OF THE PROJECT

“A STUDY OF PERFORMANCE MANAGEMENT SYSTEM IN INTELENET GLOBAL SERVICES”

 

CHAPTER – 1

  INTRODUCTION TO THE STUDY

 

OVERVIEW OF PERFORMANCE MANAGEMENT:

Performance Management is the method of evaluating the behavior of the employees in a workplace, normally included both the quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishments of the tasks that make up an individual’s job. Performance is measured in terms of the results. Thus, Performance Management is the process of assessing the performance or progress of the employees, or a group of employees on the given job, as well as his potential for organization to evaluate contribution, personality and potential of individual employees. In other words, Performance Management includes the comparison of performance scales of different individuals holding similar areas of work responsibilities and relate to determination of worth of the scales for the achievement of the organizational objective.

Performance Management can be defined as:

EDWIN FLIPPO “Performance Management is the systematic, periodic and an impartial rating of an employee’s excellence in matters pertaining to his present job and his potential for a better job”.

CUMMINGS “the overall objective of Performance Management is to improve the efficiency of the enterprise by attempting to mobilize the best possible efforts from individuals employed in it. Such a appraisal achieve our objectives including the salary review, the development and training of individuals, planning, job rotation and assistance promotions”

“WENRELL FRENCH” performance, appraisal and review is the formal systematic assessment of how well employees are performing their job in relation to established standards and the communication of that assessment to employees “

Thus Performance Management aims at providing a broader base for decision making on the personnel matters, and focuses on total performance of the employees on his work and work place.
METHODS OF PERFORMANCE MANAGEMENT:

  1. STRAIGHT RANKING METHOD: The method is the oldest and simplest one. In method, the man and his performance are considered as an entity by the rater. In this method, the ‘whole man’ is compared with the ‘whole man’ i.e., the ranking of a man in a work group is done against that of another. The relative position of each person is tested in terms of his numerical rank. It may also be done by ranking a person on his job performance against that of another member of a competitive group by placing him as number one or two or three in a total group i.e., persons are tested in order of merit and placed in a simple grouping.

 

MERIT: 

  • It is the simplest method
  • It separates the most efficient person from the least efficient person.

 

DEMERIT:

  • It is very difficult to match or compare a single individual with human beings having – varying behavior traits.
  • This method only indicates how a person stands, in relation to the others in the group. However, this method does not tell us how much better or worse he/she is than another.
  • If there is a large number of a person then ranking by this method becomes difficult.
  • The ranking system does not eliminate snap judgments, or does it provides us with a systematic procedure for determining the relative ranks of subordinates.

 

  1. PAIRED COMPARISION METHOD:

In order to remove the defects of the aforesaid technique, the paired comparison technique has been evolved. Under this technique, each employee is compared every trait with all other persons in pairs one at a time. in this method, judgment is easier and simpler than with the ordinary ranking method. in this technique ,for every  trait (i.e. quantity of work, quality of work, dependability, and so on)every subordinate is paired with and compared to  every other subordinate. for instance if there are 5 employees to be rated ,then  in paired comparison method a chart will have to be made of all possible pairs of employees for each trait .thereafter for each trait, the rater should indicate with –ive and +ive who is better employee of the pair. Then the number of times an employee is rated better is added up.

3.MAN-TO-MAN COMPARISION METHOD:

This method was first used in USA army during the 1st world war. Under this, method, few factors are selected for analysis purposes. These factors are: leadership, dependability and initiative. After that the rater for each factor designs a scale. A scale of a person is also developed for each selected factor. Each person to be rated is compared with the person in the scale and certain scores for each factor are awarded to him. In other words, instead of comparing a ‘whole man’ to a ‘whole man’ personnel are compared to the key man in respect of one factor at a time.

4.GRADING METHOD:

In this method, the rater considers certain features and marks them accordingly to a scale. Certain categories of worth are first established and then defined. The features may be analytical ability, cooperativeness, dependability, leadership, judgment etc. these grading may be A- outstanding, B- very good, C- good, D- average E- poor.

Then we should compare the actual performance of an employee with these grade definitions. Thereafter, the person is allotted the grade which best describes his performance. Such type of grading is done in semester examination and also in the selection of candidates by the public service commission.

 

  1. GRAPHIC RATING SCALES METHOD:

Under this method, scales are established for as number of specific factors and qualities. Five degrees are established for each factor and general definition appears at points along the scale. Generally, the rater is supplied with a painted or printed form, one for each person to be rated. The selection of factors to be measured on the graphic rating scale is an important point under this system. These are of two types: 1, characteristics viz, initiative and dependability and 2.contribution such as quality and quantity of work. Since certain areas of job performance cannot be objectively measured, it is likely that graphic scale will continue to use a mixture of both characteristics and contributions.

 

  1. FORCED CHOICE DESCRIPTION METHOD:

The technique was evolved after a great deal of research conducted for the military services in world war II .the purpose of this technique is to correct a rater’s tendency to give consistently high or consistently low ratings to all the employees. The use of this method calls for objective reporting and minimum subjective judgment. Under this method, the rating elements are several sets of pair phrases or adjectives relating to job proficiency or personal qualifications. The rate is asked to indicate which of the four phrases is most and least descriptive of the employee.

 

  1.  FORMAL DISTRIBUTION METHOD:

Some appraisers suffer from a constant error, i.e, they either rate all the workers as excellent, average or poor. They fail to evaluate the excellent, good, poor employees clearly. The forced distribution system is devised to force the appraiser to fit the employees being appraised into predetermined ranges of scale. It has advantages over the paired comparison system in that two or more employees can be given equal ratings. This system is based on the presumption that employees can be divided into five-point scale of 1.outstanding 2.above average 3. Average. 4- below average,5- poor. In this system, the appraiser is asked to distribute the employees into these categories in such a way that about 10% of the men are in group ‘outstanding’, 20% above average, 40% average, 20%below average, and 10% poor.

This method obviously eliminates the room for subjective judgment on the part of supervisors. Besides this, the systemic easy to understand and administrate .the objective of the technique is to spread out ratings in the form of a normal distribution, which is open to criticism. Many times, this categorization is not found in work groups particularly when the size of the group is comparatively smaller. As a matter of fact, forced distribution of rankings is feasible for a large group.

  1. CHECK LIST METHOD:

Under this method, a checklists of statements on the traits of the employee and his or her job is prepared in two columns – viz , a ‘Yes’ and a ‘No’ column. All that the rater (immediate superior) should do is tick the ‘yes’ column if the answer to the statement is positive and in column ‘No’ if the answer is negative. After ticking off against each item, the rater forwards he list to HR Department where the actual assessment of the employee takes place. In other words the rater only does the reporting while the actual evaluation is done by the HR Department. Depending on the number of ‘Yes’ the total score is arrived at. When points are allotted to checklist, the technique becomes a weighed checklist.

The advantages of checklist are economy, ease of administration, limited training of rater and standardization. The disadvantages include susceptibility, to rater’s biases (especially the halo effect), use of personality criteria instead of performance criteria, misinterpretation of checklist items, and the use of improper weights by the HR department. Another disadvantage of this approach is that it does not allow the rater to give up relative ratings

 

  1. CRITICAL INCIDENT METHOD:

The critical incident method of employee assessment has generated a lot of interest these days. The approach focuses on certain critical behaviors of an employee that make all the difference between effective and non-effective performance of a job. Superiors as and when they occur record such incidents.

One of the advantages of the critical incident method is that the evaluation is based on the actual job behavior. Further the approach has descriptions in support of particular ratings of an employee. Giving job related feedback to the rate is easy. It reduces the recent bias , if raters record incidents throughout the rating period . Finally, this approach can increase the chances that the subordinates will improve because they learn more precisely what is expected of them.

The method has significant limitations like negative incidents are generally more noticeable than positive ones. The recording of incidents is a chore to the supervisor and may be put off and easily for gotten. It may result in overly close supervision also. Managers may unload a series of complaints about incidents during an annual performance review session. The feedback may be too much at one time and thus appear as a punishment to the rate. More appropriately the management should use incidents of poor performance as opportunities for immediate training and counseling

 10.FIELD REVIEW:

This is an appraisal by someone outside the assesses own department, usually someone from the corporate office or the HR Department. The outsider reviews employee records and holds interviews with the rate and his or her superior. The method is primarily used for making promotional decisions at managerial level. Field reviews are also useful when comparable information is needed from employees in different units or locations.

But a disadvantage of this method may be that an outsider is usually not familiar with conditions in an employee’s work environment, which may affect the employee’s ability or motivation to perform. An outsider review does not have the opportunity to observe employee behavior of performance over a period of time and in a variety of situations, but only in an artificially structured interview situation, which extends over a very short period of time.

Raters making field review normally receive training on how o conduct the interview and develop their writing skills. Being independent of the work scene, they normally have less bias for or against the rate than does the immediate supervisor. Even when a supervisor or others concerned supply biased information, the rater may be able to pinpoint areas requiring training and developing assistance.

 

  1. Management by Objectives: The concept of MBO was given by Peter Drucker in 1954 which reflects a management philosophy which values and utilizes employee contributions. The MBO generally goes in following steps –

The first step is to establish goals each subordinate is to attain. In some organizations superiors and subordinates work together to establish goals. In others, superiors establish goals for subordinates. The goals typically refer to the desired outcome to be achieved. These goals can then be used to evaluate employee performance.

The second step involves setting the performance standard for the subordinates in a previously arranged time period. As subordinates perform they know fairly well what is there to do, what has been done and what remains to be done.

In the third step, the actual level of goal attainment is compared with goals agreed upon. The evaluator explores reasons for the goals that were not met and for the goals that were exceeded. This step helps determine possible training needs. It also alerts the superior to conditions in the organization that may affect the subordinate but over which the subordinate may has no control.

The final step involves establishing new goals and possibly new strategies for goals not previously attained. At this point, subordinate and superior involvement in goal setting may change. Subordinates who successfully reach the established goals may be allowed to participate more in the goal setting process the next time.

  1. Assessment Centres:  An assessment center is a central location where managers may come together to have their participation in job related exercises evaluated by trained observers. The principal idea is to evaluate managers over a period of time, say one to three days, by observing their behavior across a series of select exercises or work samples. Assess are requested to participate in in-basket exercises, work groups(without leaders) , computer simulations, role playing and other similar activities which require the same attributes for successful performance, as in the actual job. After recording the observations of rates behaviors, the raters meet to discuss these observations. The decision regarding the performance of each assesses is based upon this discussion of observations. Self-appraisal and peer evaluation are also thrown in for final rating. The characteristics assessed in a typical assessment center include assertiveness, persuasive ability , planning and organizational ability, self-confidence, resistance to stress energy level, sensitivity to others, decision-making administrative ability, creative and mental alertness. It is a formidable list which is quite difficult to measure accurately over three days, though there would be sizeable number of trained observers and psychologists.

First developed in UK and USA in 1943, the assessment center is gaining popularity in our country. Eicher, HUL, Modi Xerox are using the techniques with results being highly positive.

Assessment center staff is often influenced by subjective elements such as personality of the candidates. Raters may tend to evaluate the quality of the individual’s social skills rather than the quality of the decision he/she makes. But well conducted assessment center can and does achieve better forecasts of future performance and progress than other methods of appraisal. Also, reliability, content validity, and predictive validity are said to be higher in assessment centers. The test also makes sure that the wrong people are not hired or promoted. Finally, the assessment center test clearly defines the criteria for selection and promotion.

  1. 360 Degree Feedback: The 360 degree technique is understood as systematic collection of performance data on an individual or group, derived from a number of stakeholders – the stakeholders being the immediate supervisors, team members, customers, peers and self. It provides a broader perspective about an employee’s performance. In addition, the technique facilitates greater self-development of the employees. For one’s development, multi-source feedback is highly useful. It enables an employee to compare his or her perceptions about self with perception of others. Besides, the 360-degree appraisal is effective in identifying and measuring the interpersonal skills, customer satisfaction, and team building skills.

However, receiving feedback on performance from multiple sources can be intimidating. It is essential that organization creates a non threatening environment by emphasizing the positive impact of the technique on an employee’s performance or development. Also multiple raters are less adept to at providing organizations a balanced and objective feedback than the supervisors who are sought to be replaced. Pitfalls notwithstanding, more and more number of firms is using this appraisal technique to assess the performance of their employees.

  1. Psychological appraisal:  Large organizations employ full time industrial psychologists who focus on future potential and not on actual performance. The appraisal normally consists of in-depth interviews, psychological tests, discussion with supervisors and a review of other evaluations. The psychologist then writes an evaluation of the employee’s intellectual, emotional, motivational and other related characteristics that suggest individual potential and may predict future performance. The evaluation by the psychologist may be for a specific job opening for which the person is being considered, or it may be a global assessment of his future potential.

COMPONENTS OF PERFORMANCE MANAGEMENT SYSTEM

Any effective performance management system includes the following components:

  1. Performance Planning:

Performance planning is the first crucial component of any performance management process which forms the basis of Performance Managements. Performance planning is jointly done by the appraise and also the review in the beginning of a performance session. During this period, the employees decide upon the targets and the key performance areas which can be performed over a year within the performance budget., which is finalized after a mutual agreement between the reporting officer and the employee.

2.Performance Management and Reviewing:

The appraisals are normally performed twice in a year in an organization in the form of mid reviews and annual reviews which is held in the end of the financial year. In this process, the appraise first offers the self filled up ratings in the self appraisal form and also describes his/her achievements over a period of time in quantifiable terms. After the self appraisal, the final ratings are provided by the appraiser for the quantifiable and measurable achievements of the employee being appraised. The entire process of review seeks an active participation of both the employee and the appraiser for analyzing the causes of loopholes in the performance and how it can be overcome. This has been discussed in the performance feedback section.

3.Feedback on the Performance followed by personal counseling and performance facilitation:

Feedback and counseling is given a lot of importance in the performance management process. This is the stage in which the employee acquires awareness from the appraiser about the areas of improvements and also information on whether the employee is contributing the expected levels of performance or not. The employee receives an open and a very transparent feedback and along with this the training and development needs of the employee is also identified. The appraiser adopts all the possible steps to ensure that the employee meets the expected outcomes for an organization through effective personal counseling and guidance, mentoring and representing the employee in training programmes which develop the competencies and improve the overall productivity.

4.Rewarding good performance:

This is a very vital component as it will determine the work motivation of an employee. During this stage, an employee is publicly recognized for good performance and is rewarded. This stage is very sensitive for an employee as this may have a direct influence on the self esteem and achievement orientation. Any contributions duly recognized by an organization helps an employee in coping up with the failures successfully and satisfies the need for affectio

5.Performance Improvement Plans:

In this stage, fresh set of goals are established for an employee and new deadline is provided for accomplishing those objectives. The employee is clearly communicated about the areas in which the employee is expected to improve and a stipulated deadline is also assigned within which the employee must show this improvement. This plan is jointly developed by the appraise and the appraiser and is mutually approved.

6.Potential Appraisal:

Potential appraisal forms a basis for both lateral and vertical movement of employees. By implementing competency mapping and various assessment techniques, potential appraisal is performed. Potential appraisal provides crucial inputs for succession planning and job rotation.
IMPORTANCE OR ROLE OF PERFORMANCE MANAGEMENT:

Performance Management has been considered as a most significant and indispensable tool for an organization. The information it provides is highly useful in making decisions regarding various aspects such as promotions .Performance measures also link information gathering and decision-making processes which provide a basis for judging the effectiveness of personnel sub-divisions such as recruiting, selection, training, and compensation .Accurate information plays a vital role in the organization as a whole. They help to pin point weak areas in the primary systems. it is easier for managers to see which employees need training or counseling.

According to Mc Gregor , “formal Performance Management plans are designed to meet three needs, one of the organization and the other two of the individual, namely:

  • They provide systematic judgments to back up salary increases, transfers, demotions, or terminations.
  • They are means of telling a subordinate how he is doing and suggesting needed changes in his behavior attitude, skills, or job knowledge. They let him know where he /she stands with the boss.
  • The superior uses them as a base for coaching and counseling the individual.

PERFORMANCE MANAGEMENT PROCESS:

  1. ESTABLISHING PERFORMANCE STANDARDS: the process of evaluation begins with the establishment of the establishment of performance standards. While designing a job and formulating a job description, performance standards are usually developed for the position. these standards should be very clear and not vague and objective enough to be understood and measured .these standards should be discussed with the supervisors to find out which different factors are to be incorporated .weights and points to be given to each factor and then these should be indicated on the appraisal form, and later on used for appraising the performance of the employees.
  1. COMMUNICATE PERFORMANCE EXPECTATIONS TO EMPLOYEES:

The next important step is to communicate the aforesaid standards to the concerned employees. Their jobs and jobs related behavior should be clearly explained to them. It should be noted that job related behavior is that critical behaviors that constitutes job success. The employee should not be presumed to guess what is expected out of him. It should be noted that here ‘communication’ means that the standards have been transmitted to the employees and he has received and understood them as two way communication, i.e., transference of information from the manager to the subordinate regarding expectations and feedback from the subordinate to the manager that this information has been received and understood in same context and contents.

  1. MEASURE ACTUAL PERFORMANCE:

The third step is the measurement of actual performance to determine what actual performance is, it is necessary to acquire information about it we should be concerned with how we measure and what we measure. Four sources of information are frequently used to measure actual performance: personal observation, statistical reports, oral reports and written reports.

  1. COMPARE ACTUAL PERFORMANCE WITH STANDARDS:

The next step is comparison of actual performance with the standards. By doing so the potentiality of growth and advancement of an employee can be appraised of and judged. efforts are made to find out deviations between standards performance and actual performance.

  1. DISCUSS THE APPRAISAL WITH THE EMPLOYEE:

After comparing actual performance with standards, the next step is to discuss periodically the appraisal with the employee. Under this discussion, good points weak points and difficulties are indicated, discussed so that performance is improves .the information that the subordinate receives about his performance assessment has a great impact on his self-esteem and on his subsequent performance. Conveying good news is considerably less difficult for both manager and the subordinate than when performance has been below expectation.

  1. IF NECESSARY THE CORRECTIVE ACTION:

The final step is the initiation of corrective action whenever necessary.

 

REQUIREMENTS OF A SOUND PERFORMANCE MANAGEMENT PROGRAMME:

A sound system of Performance Management must fulfill the following essentials:

  1. The appraisal plan should be simple to operate and easy to understand, when the appraisal system is complicated, employees may not understand it fully and may look at the plan with suspicion. The plan should not be very time consuming.
  2. The Performance Management system should be performance based, uniform and non-variable, fair, just and equitable. it should be ensured that the appraisers are honest, rational and objective in their approach ,judgment and behavioral orientation.
  3. The employees should be made aware of the performance in terms of the goals targets, behavior etc, expected of them. A personal equation between the appraisers and the employees has to be developed to achieve mutual understanding of the criteria of evaluation.
  4. The appraisal plan should be devised in consultation with their subordinates .this will increase their commitment to the plan and their understanding or expected performance.
  5. The appraisal plan should take into account the appraisal practices prevailing in other units in the industry as well as the latest thinking on Performance Management .It should fit in the structure and operations i.e. organization.
  6. The top management must create climate of reliable appraisal throughout the organization goal orientation, open communication, mutual trust, informal relationship etc are basic elements so such a climate.
  7. The appraisal plan should be designed to achieve desired objectives of appraisal programme may be to evaluate current performance on the job and to determine the potential for higher jobs. In some cases, Performance Management is linked with specific objective like pay rise, training, transfer, promotion etc. the number of factors to be collected should be tailor made to achieve the objective of the appraisal.
  8. The appraisers should be selected and trained properly so that they have no personal bias and possess the necessary capabilities for objective evaluation of employees. in order to ensure objectivity in appraisal, an individual may be rated  by more persons independently
  9. There should be precision of appeals against appraisals to ensure confidence of the employees and associates or unions .the results of appraisal must be discussed with the rates. So that they may get an opportunity to express their feelings on their progress reports.
MERITS AND DEMERITS OF PERFORMANCE MANAGEMENT:

Merits

  1. It helps in the evaluation of capability of different managerial personnel
  2. It helps in evaluating the relevancy of training programmes being organized for managerial development. It also helps in estimating the need of improvement in the training programmes.
  3. It helps in the promotion of managerial executives.
  4. It keeps the managerial executives aware of their duties in the enterprise.
  5. It provides an opportunity to the managerial executives to develop themselves so that they may be promoted to higher levels
  6. It helps the feeling of loyalty among the managerial executives towards the enterprise, which increase their morale.
  7. On the basis of results of managerial appraisal, modern techniques of management may easily and effectively be implemented in the enterprise.

 

Demerits

  1. It is a time consuming process. It takes a lot of time and money in preparing the report of managerial appraisal of different managerial executives. because of this reason, the preparation
  2. If the managerial executives are promoted on the basis of managerial appraisal, the rule of promotion by seniority is violated which cause a feeling of dissatisfaction among senior managerial executives.
  3. The managerial executives whose report is encouraging, demand their immediate promotion which is very difficult to be fulfilled because it is not necessary that the  required number of vacancies at higher level are available at all the times.
  4. The process of managerial appraisal is generally performed by the managerial executives of top level. They hesitate in evaluating the abilities and efficiency of the managerial executives of middle or lower level.
  5. If the process of managerial appraisal is performed by more than one person, it may be possible that their results are different, which may have an adverse effect on the promotion policy of the enterprise.
  6. Managerial executives, who are being appraised, may blame the appraisal officers to be partial.
  7. managerial appraisal of executives of different levels is a great problem in itself

 

LIMITATIONS OF PERFORMANCE MANAGEMENT:

  1. ERRORS IN RATING
    • HALO EFFECT: Generally an employee is rated high or low on the basis of impression. On account of human trait, some employees manage to influence the appraiser’s impression by sitting late on the job, although throughout the day he might have been loitering here and there and on the other hand a sincere employee performing throughout the day but leaving his desk at prescribed departure time, may be considered lazy. The former may be rated high and the latter, low. This error may be minimized by rating all the employees on one trait before taking up another trait.
    • GENERAL TENDENCY: There is general tendency in appraisal that they assign average rating to avoid his comments to the final appraising authority in respect of below average or above average rating. This kills the very purpose of Performance Management technique.
    • APTITUDE OF APPRAISER: Rating of Performance Management also depends upon the aptitude of appraiser because a person having lenient views may allow high rating and the other appraiser considered strict will assign low rating. This tendency can be avoided by holding meetings so that the appraiser follows the principles of the technique of Performance Management in its true letter and spirit.
    • BIAS: Sometimes an appraiser dislikes some employee and the target employee may give, he may never get high assignments in his appraisal report. Such bias or prejudice may arise on the basis of religion, cast, and creed, habits or interpersonal conflicts or any recent incident.
    • SPILL OVER EFFECT: It is spillover effect, when past performance affects the present performance .the employees are rated on the basis of past behavior instead of the present performance and thus the spirit of appraisal is defeated.
  2. LACK OF RELIABILITY: Reliability refers to consistency of measurement of one’s performance. Lack of consistency over time and among different appraisers may dilute the reliability of Performance Management. Lack of training of appraisal techniques and different qualities may also not be given proper weight age.
  1. LACK OF KNOWLEDGE: On account of lack of knowledge and experience, appraisers fail to assign correct rating. Sometimes, appraisers have confused and unclear objectives of the appraisal system and therefore take it as a routine day to day file signing affair, which is not a conductive way of appraisal .the final appraising authority should finalize the rating with full attention and in a meaningful way.
  1. APPROACH OF APPRAISER: If the appraiser has negative approach and assigns rating with a sense of punishment, he will not do justice with the appraisal technique. the appraiser should have positive approach and assign rating with a view of development

 

RESISTANCE BY TRADE UNIONS: Trade unions treat the appraisal system as discrimination among its members and therefore they resist it. Negative rating particularly of union leaders may adversely affect interpersonal and industrial relations and a slight controversy may result into trade unions dispute.

Some insights into effective practices of Performance management can be encapsulated as below:

  • Clarify organizational goals.
  • Translate organizational goals into individual, team, department and divisional goals.
  • Improve performance over time through a continuous and evolutionary process.
  • Rely on consensus and cooperation rather than control and coercion.
  • Encourage self-management of individual performance.
  • Promote open and honest leadership style that encourages a two-way communication between the managers.
  • Ensure continuous feedback
  • Generate feedbacks loops that enable the experiences and knowledge gained on the job by individuals and teams to influence organizational objectives.
  • Monitor and measure all performance against jointly agreed goals.
  • Apply to all manages.

 

BENEFITS OF PERFORMANCE MANAGEMENTS:

  • Measures an employee’s performance.
  • Helps in clarifying, defining, redefining priorities and objectives.
  • Motivates the employee through achievement and feedback.
  • Facilitates assessment and agreement of training needs.
  • Helps in identification of personal strengths and weaknesses.
  • Plays an important role in Personal career and succession planning.
  • Clarifies team roles and facilitates team building.
  • Plays major role in organizational training needs assessment and analysis.
  • Improves understanding and relationship between the employee and the reporting manager and also helps in resolving confusions and misunderstandings.
  • Plays an important tool for communicating the organization’s philosophies, values, aims, strategies, priorities, etc among its employees.
  • Helps in counseling and feedback.

 

COMPANY OVERVIEW

Intelenet® is a large global Business Process Outsourcing player, committed to delivering our client’s strategic goals and helping in enhancing, broadening, and deepening the relationship to add value.

Backed by The Blackstone Group, a leading Global Private Equity player, with a current portfolio of clients that includes Fortune 500 companies, we are a 55,000 people organization spread across 70 global delivery centers across North & Central America, UK, Europe, Asia Pacific and the Middle East; supporting 110+ clients in over 50 languages.

Commencing operations in November 2001, Intelenet today supports 110+ clients in 50 languages with Contact Centre solutions, F&A, HRO and IT solutions across Banking and Financial Institutions, Healthcare, Travel and Hospitality, Telecom, Retail, Manufacturing, and Information Technology (IT) verticals.

Over the last decade, we consistently held on to the top rankers spot in Nasscom BPO listings, and over the next decade aim to rise higher and take on the global BPO rankings with our focus on “customer experience” powered by “technology” and “analytics”.

CORPORATE HISTORY:

Intelenet® Global Services started operations in 2000 with a 25 member team managing contact center and back office services for Banking & Insurance clients from our Mumbai center.

2004

Intelenet® experienced exponential growth and extended service expertise to Retail and Travel clients. This year also saw Mumbai and Chennai operations being up-scaled resulting in an impressive 4000 strong workforce.

In the same year, we strengthened our delivery framework with COPC and BS7799 Certifications, thus becoming serious contenders for competitors around the globe.

2005

Intelenet® extended delivery capability to Europe and ranked amongst the Nasscom’s top 10 BPOs in India, and Deloitte Technology Fast 50 India.

With the acquisition of Sparsh in 2006, Intelenet® ranked as a “Leading BPO in India” with over 12 centers in 7 cities and a dedicated workforce of 9000 people supporting over 50 clients globally.

This was also the year Intelenet® earned the ISO 27001 Certification to assure service delivery at global standards.

2007

Intelenet® had set up a Greenfield center in Manila and acquired 2 companies that strengthened our US onshore delivery and Travel, Technology, Finance and Accounting capabilities. At this point we were a 23,000 people company with delivery centers in 24 global locations.

2009

Intelenet® was servicing over 65 clients, ranked amongst “Great Place to Work”, and achieved PCMM verification and PCI certifications.

2012

We acquired niche BPOs in UK and Australia to strengthen onshore presence and Knowledge Services capability.

2016

Today, with Blackstone Group backing our business plan, we are a 55,000 people strong organization spread across 66 global delivery centers supporting 100+ clients in over 30 languages.

CORPORATE SOCIAL RESPONSIBILITY:

Intelenet®, as an organization has always been sensitive to social issues, and we try to inculcate in our employees a sense of responsibility pertaining to social issues both within the organization and towards the society at large. This value has been reflected through numerous activities that have been undertaken both within the organization and externally during the past few years.

Our teams have demonstrated proactive effort in assisting various initiatives taken by NGOs and social welfare bodies at our global locations. Our employees have volunteered for programs for child welfare, old age homes, and earthquake and flood relief camps, events for specially-abled kids and AIDS awareness campaigns.

We promote green initiatives throughout and are proud to site our ISO6001 certification. Our IT procurement process follows “Green IT” as an initiative towards environment prevention and betterment.

We have participated in disaster relief drives, underwriting child education and equal opportunity programs, devoting people skills to orphanages, and hospitals. Our investments in these pledges are a combination of donations, funding, awareness initiatives and volunteer resources that are dedicated to support the ambitions and needs of many in every way we can.

BOARD OF DIRECTORS:

  1. SUSIR KUMAR
  2. AMIT DIXIT
  3. DAVID SKILLEN
  4. ROBERT D. REID

 

AWARDS AND RECOGNITION:

2017:

  • Times Ascent ‘Top Dream Companies to work for Award’
  • Corporate Excellence Awards
  • World Training & Development Award
  • Rajendra Deshpande – India 50 Best CIO’s
  • BBC Knowledge Asia Outsourcing Award
  • Outsourcing Innovation of the Year Award

ARCHIVES:

2016

  • AECUS ‘Innovation Project’ Award for Business Pulse TM Tool
  • CIO100 2016 Award for Innovative Robotics Project
  • Rajendra Deshpande – Top 100 Innovative CIOs in India
  • Best ROI Solution of the Year for i-Safe™
  • Customer Service Training Programme of the Year
  • Best Far Shore Team
  • Innovations in Corporate Social Responsibility

 

2015

  • 2015 Ranked Best EmployerBrand Award & CEO of the Year
  • 2015 Asia’s Training & Development Excellence Award
  • India’s Greatest Corporate Leader Awards 2015

CHAPTER – 2

OBJECTIVES OF THE STUDY

The objective decides where we want to go, what we want to achieve and what is our goal or destination.

  1. To review the performance of the employees over a given period of time.
  2. To determine whether it’s a tool of motivating employees or not.
  3. To judge the gap between the actual and the desired performance.
  4. To help the management in exercising organizational control.
  5. To diagnose the training and development needs of the future.
  6. Whether helps in suggesting ways for improving employee’s performance when he is not found up to the mark during the review period.
  7. Whether Performance related pay induces employees to perform better – not only the high performers but also the core on which the organization depends.
  8. Whether its performance evaluation methods are sufficient to measure performance.

 

CHAPTER – 3

THEORETICAL PERSPECTIVE

 

The literature for review to be collected from secondary sources such as magazines, articles, reports, budgets, news paper etc to highlight the problems and findings of the study done by many research and business professionals to understand the significance of the Performance Management system in company. The objectives of the proposed topic have to be formulated based on the previous study by the many research professionals. Approximately ten to fifteen reviews has to be collected and presented in my project report.

According to Angelo S. Denise 2014:-

Performance feedback is an important part of many organizational interventions. Managers typically assume that providing employees with feedback about their performance makes it more likely that performance on the job will be improved. Despite the prevalence of feedback mechanisms in management interventions, however, feedback is not always as effective as is typically assumed. In this article, we present specific conditions under which feedback might be less effective, or even harmful. We then discuss the implications of our results and model for designing of interventions aimed at improving performance, and focus more narrowly on 360-degree appraisal systems. After arguing that these systems typically have design characteristics that reduce effectiveness, we conclude with recommendations for improving their effectiveness. We also emphasize the need for systematic evaluations of feedback interventions.

 According to Jeffrey D. Facteau 2012:

The current study examined factors related to leaders’ reactions to 360-degree feedback. The total sample consisted of 220 supervising managers from a large public utility. We collected data in three waves which involved pretest, performance rating, and posttest surveys (49 leaders had valid data from all three waves of measurement). We hypothesized those overall ratings, organizational support, and perceived rater ability would be positively related to four reaction criteria (acceptance and perceived usefulness of subordinate feedback and peer feedback). Results showed that overall ratings were related to acceptance of peer and subordinate feedback, but were less consistently related to perceptions of feedback usefulness. For perceived usefulness of subordinate feedback, organizational support accounted for unique variance beyond overall ratings, and perceived rater ability was marginally significant. None of the predictions for perceived usefulness of peer feedback were significant. The authors discuss limitations, implications, and suggestions for future research.

According to Jai Ghorpade in 2013:-

The performance feedback method known as 360-degree feedback has gained wide popularity in the corporate world to the point of being nearly universal among Fortune 500 companies. A 360-degree feedback program enables organizational members to receive feedback on their performance, usually anonymously, from all the major constituencies they serve. Unlike the traditional approach to performance counseling, the 360-degree feedback concept does not rely solely on the supervisor as the source of information. Instead, it enlists superiors, peers, subordinates, suppliers, and customers in providing individuals with feedback on different aspects of their performance. Feedback recipients can also rate their own performance and compare it with feedback provided by others. Although the 360-degree method is widely used, its application is filled with paradoxes. While it delivers valuable feedback, the 360-degree concept has serious problems relating to privacy, validity, and effectiveness. This article identifies five paradoxes of 360-degree feedback programs and offers suggestions for managing them.

According to Paul E. Levy1 and Jane R. Williams in 2014:-

Performance Management research over the last 10 years has begun to examine the effects of the social context on the appraisal process. Drawing from previous theoretical work, we developed a model of this process and conducted a systematic review of the relevant research. This review of over 300 articles suggests that as a field we have become much more cognizant of the importance of the social context within which the Performance Management process operates. First, research has broadened the traditional conceptualization of Performance Management effectiveness to include and emphasize ratee reactions. Second, the influence that the feedback environment or feedback culture has on Performance Management outcomes is an especially recent focus that seems to have both theoretical and applied implications. Finally, there appears to be a reasonably large set of distal variables such as technology, HR strategies, and economic conditions that are potentially important for understanding the appraisal process, but which have received very little research attention. We believe that the focus of recent Performance Management research has widespread implications ranging from theory development and enhancement to practical application.

EDWIN FLIPPO 

“Performance Management is the systematic, periodic and an impartial rating of an employee’s excellence in matters pertaining to his present job and his potential for a better job”

According to Paul E. Levy in 2013:

Performance Management research over the last 10 years has begun to examine the effects of the social context on the appraisal process. Drawing from previous theoretical work, we developed a model of this process and conducted a systematic review of the relevant research. This review of over 300 articles suggests that as a field we have become much more cognizant of the importance of the social context within which the Performance Management process operates. First, research has broadened the traditional conceptualization of Performance Management effectiveness to include and emphasize rate reactions. Second, the influence that the feedback environment or feedback culture has on Performance Management outcomes is an especially recent focus that seems to have both theoretical and applied implications. Finally, there appears to be a reasonably large set of distal variables such as technology, HR strategies, and economic conditions that are potentially important for understanding the appraisal process, but which have received very little research attention. We believe that the focus of recent Performance Management research has widespread implications ranging from theory development and enhancement to practical application.

According to David C. Martin, Kathryn M. Bartol in 2010:

The Performance Management system requires the coordination of all facets of the system. This function is normally assigned to the personnel staff. Among the many responsibilities are ensuring that rating periods are established, the proper rating techniques (such as management by objectives (MBO) and behaviorally anchored rating scales (BARS)) are used for each employee’s evaluation, Performance Management training is conducted for raters and rates, the Performance Management system is operated in a legally defensible manner, Performance Management reviews are conducted on time and the results of the Performance Management process are properly linked to the programs dependent on them (merit pay, promotion, employee development and others).

Rating periods are usually annual. Some organizations use the employee’s date of hire as the beginning/ending date for the annual rating period. Other organizations use specified beginning/ending dates to designate the rating period for all employees, or all employees at a particular pay grade or level. It is usually easier to collect the completed forms using the latter method because all members of the organization (or a subset thereof) are focused on completing Performance Managements at a particular time.

The Performance Management should be based on the specific tasks the employee accomplishes or fails to accomplish, and where appropriate, the behaviors identified as necessary to perform the job during the rating period. Thus the rating technique, or combination of techniques, used by the organization should provide a measurement of the employee’s job performance that is as accurate as possible.

According to Pearce, Jone L.; Porter, Lyman W in 2013:

Investigated the attitudinal impacts of receiving formal Performance Management feedback. Based on the suggestion that the feedback that one is “satisfactory” will be disconfirming for many feedback recipients, it was hypothesized that attitudes toward the Performance Management systems and organizational commitment will decrease and remain lower for those receiving satisfactory ratings, whereas the attitudes of those receiving higher appraisal ratings will remain unchanged. The hypotheses were tested on panels of management and no management employees (the latter receiving new appraisals 12 mo after their managers) in 2 federal agencies over a 30-mo period using perceived and actual performance ratings. There was a significant and stable drop in the organizational commitment of satisfactory employees after the introduction of formal appraisals, with mixed results for attitudes toward the appraisal system. Findings suggest that potentially negative consequences of implicitly comparative formal Performance Managements can occur for those performing at a satisfactory, but not outstanding, level. (21 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)

 

According to Michael K. Mount in 2014:

Satisfaction with a Performance Management system and the appraisal discussion was assessed by questionnaires administered to a random sample of managers and employees in a large multinational corporation. Stepwise regression and cross validation analyses were used to identify reliable linear composites for managers (n = 222) and employees (n = 368) on two dependent measures: overall experience with the appraisal system, and quality of the appraisal discussion. The results indicated differences in the aspects of the appraisal process which are related to satisfaction with the appraisal discussion, compared to satisfaction with the overall appraisal system. The results also indicated differences between managers’ and employees’ opinions regarding the appraisal system. Managers were found to be more satisfied than employees with most aspects of the appraisal system. And, the aspects of the appraisal system which were related to managers’ and employees’ satisfaction with the appraisal discussion were substantially different.

According to M. Susan Taylor, Kay B. Tracy, Monika K. Renard in 2011:

This field experiment extended research on procedural justice by examining effects of a due-process Performance Management system on reactions of both employees and managers. Employee-manager pairs were randomly assigned to either a due-process appraisal system or the existing system. Even though due-process employees received lower evaluations, they displayed more favorable reactions: perceived system fairness, appraisal accuracy, attitudes toward the system, evaluations of managers, and intention to remain with the organization. Managers also responded positively, reporting greater ability to resolve work problems, satisfaction with the system, job satisfaction, and less distortion of appraisal results to further their own self-interests.

Ensher et. al. (2012) examined the effects of perceived discrimination on job satisfaction, organizational commitment, organizational citizenship behaviour, and grievances. In this study of 366 ethnically diverse operating-level employees, it was examined how their perceptions of discrimination from a variety of sources-including supervisors, coworkers, and the organization itself-affect their work-related attitudes and behaviors. The results suggest that all three types of perceived discrimination have an effect on organizational commitment, job satisfaction, and organizational citizenship behavior. Contrary to predictions, however, there was no relationship with grievances.

Sharma Baldev R. and Joshi Rama J. (2013) the study conducted by them was designed to focus on organizational characteristics as predictors of organizational commitment among managerial employees. The findings revealed that executives are, by and large, quite satisfied being members of this organization. Out of the organizational characteristics examined only two, i.e. performance appraisal and job content, have emerged as the best predictors of organizational commitment. Out of the large number of organizational characteristics studied, only two emerged as critical determinants of organizational commitment: job content and performance appraisal. The findings of this study are also significant from an academic point of view. The two determinants of organizational commitment are not related to any tangible extrinsic rewards such as monetary benefits or welfare facilities. The findings of this study call into question the theory of need hierarchy as the higher order needs of the respondents happen to influence their motivation even when their lower order needs are relatively neglected. On the other hand, the findings of this study tend to support the two-factor theory of Herzberg et al (1959), which maintains that while the absence of extrinsic rewards (e.g., monetary benefits, working conditions, safety and security, etc.) prompts the person to feel dissatisfied, it is the ego-satisfying intrinsic rewards (e.g., job content, recognition, sense of achievement, advancement, etc.) that contribute to employee motivation.

 

CHAPTER – 4

METHODOLOGY AND PROCEDURE OF WORK

Research methodology in a way is a written game plan for conducting research. Research methodology has many dimensions. It includes not only the research methods but also considers the logic behind the methods used in the context of the study and complains why only a particular method of technique has been used. The basic task of research is to generate accurate information for use in decision making. Research can be defined as the systematic and objective process of gathering, recording and analyzing data for aid in making business decisions.

METHODOLOGY ADOPTED: – This research is aimed at studying the performance management system.

RESEARCH DESIGN:-  The research design was used in this study is both ‘Descriptive’ and ‘exploratory’

.DATA COLLECTION METHODS:

The data was collected using both by primary data collection methods as well as secondary sources.

PRIMARY DATA: Most of the information was gathered through primary sources’. The methods that were used to collect primary data are:

  1. Questionnaire
  2. Interview

SECONDARY DATA: Secondary data that was used to web sites and published materials related to Management System relevant information of Intelenet Global Services.

The secondary data was collected through:

  1. Text Book
  2. Magazines
  3. Journals
  4. Internet

SAMPLE SIZE:  50

SAMPLING TECHNIQUE:

The selection of respondents was done on the basis of convenience sampling (Non- Probability).

STASTICAL TOOLS:

MS-EXCEL was used to prepare pie- charts and graphs and MS-WORD was used to prepare or write the whole project report

METHOD USE TO PRESENT DATA:

Data Analysis & Interpretation – Classification & tabulation transforms the raw data will be collected through questionnaire in to useful information by organizing and compiling the bits of data contained in each questionnaire i.e., observation and responses are converted in to understandable and orderly statistics are used to organize and analyze the data:

 

  • Simple tabulation of data using tally marks.
  • Calculating the percentage of the responses.
  • Formula used = (no. of responses / total responses) * 100

REPORT WRITING AND PRESENTATION

Report Encompasses – Charts, diagrams

CHAPTER – 5

ANALYSIS OF DATA

Evaluation of the Study:-

A detailed analysis of the study is necessary and is to be considered in order to compare the actual theory with that practical the variants of which may form the basis for improvements. Keeping this point in view and to fulfill the evaluation variants of which may form the basis for objectives of the studies an attempt has been made to segment the various respondents on the basis of some aspects collected from them through questionnaire. There are depicted through tables and graphs.

The copy of questionnaire administered is enclosed and the sample size was 50 respondents are enclosed at the end of this project. All the calculations and numerical interpretations are for 100%

Q1. What do you think is your key role towards the success of the organization?

TABLE -1

Criteria Frequency Percentage
Most of the time 24 48%
Often 12 24%
Sometimes 8 16%
Rarely 5 10%
Almost never 1 2%

 

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 48% of respondent think most of the time that key role towards the success of the organization, 24% of respondent think often that key role towards the success of the organization, 16% of respondent think sometimes that key role towards the success of the organization and other 10% of respondent think rarely about this.

Q2. How many training programs did you attended in the last year?    

TABLE -2

Criteria Frequency Percentage
>10 26 52%
5-10 14 28%
            <5        10       20%
Nil          0       0%

 

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 52% of respondent attended >10 training program in the last year, 28% of respondent attended 5-10 training program in the last year, 20% of respondent attended <5 training program in the last year.

Q3. How much percentage do you think you contributed towards the success of the Intelenet Global Services Limited and your particular team?

TABLE -3

Criteria Frequency Percentage
>80% 22 44%
60 – 80% 6 12%
50-60%         8        16%
<50%        14        28%

 

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 44% of respondent think >80 percentage their contributed towards the success of the Intelenet Global Services Limited and their particular team, 28% of respondent think <50%, 16% of respondent think 50-60% and 12% of respondent think 60-80%.

 

Q4. How do you rate your overall performance in last one year?

TABLE -4

Criteria Frequency Percentage
Good 40 80%
Fair 8 16%
Poor          2        4%

 

ANALYSIS & INTERPRETATION

As per shown in the above graph, 80% of respondent said Good rate of their overall performance in last one year, 16% of respondent said fair rate of their overall performance in last one year and 4% of respondent said poor.

Q5. Does Performance Management provide a means to improve relationship? Do you agree with it?

TABLE -5

Criteria Frequency Percentage
Strongly agree 16 32%
Agree 28 56%
Neutral         4        8%
Disagree         2 4%
Strongly disagree         0       0%

 

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 56% of respondent feel agree that Performance Management provide a means to improve relationship, 32% of respondent feel Strongly agree, 8% of respondent feel Neutral,  and 4% of respondent feel  Disagree.

Q6. How serious has been the effect of inadequate promotional avenues on the motivational level of the personnel to perform?

TABLE -6

Criteria Frequency Percentage
Very serious 22 44%
Serious 24 48%
Moderate          4         8%
Negligible          0         0%

 

 

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 48% of respondent serious has been the effect of inadequate promotional avenues on the motivational level of the personnel to perform, 44% of respondent very serious has been the effect of inadequate promotional avenues on the motivational level of the personnel to perform, 8% of respondent Moderate.

Q7. Are you happy with the Performance Management system?

TABLE -7

Criteria Frequency Percentage
Yes 32 64%
Partly Yes 8 16%
No          4        8%
You has a mixed reaction          6        12%

 

Can’t say anything. 0 0%

 

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 64% of respondent happy with the Performance Management system, 16% of respondent Partly happy with Performance Management system  8% of respondent not happy with the Performance Management system, and other 12% of respondent has a mixed reaction.

 

Q8.   Does Performance Management helps in planning career development?

TABLE – 8

 

Criteria Frequency Percentage
Strongly Agree 17 34%
Agree 15 30%
Neutral 8 16%
Disagree 6 12%
Strongly Disagree 4 8%

 

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 30% of respondent agree that Performance Management helps in planning career development, 34% of respondent strongly agree that Performance Management helps in planning career development, 16% of respondent Neutral and 12% of respondent Disagree.

Q9. Do you think that Performance Management process fit with the prevailing or desired culture of the organization?

TABLE – 9

Criteria Frequency Percentage
Yes 38 76%
No 12 24%

 

ANALYSIS & INTERPRETATION

As per shown in the above graph, 76% of respondent think that Performance Management process fit with the prevailing or desired culture of the organization, and 24% of respondent don’t think like that.

 

Q10. Do you think that the establishments of performance standards are very clear to all the employees?

TABLE -10

Criteria Frequency Percentage
Yes 44 88%
No 6 12%
Can’t say 0 0%

 

ANALYSIS & INTERPRETATION

As per shown in the above graph, 88% of respondent think that the establishment of performance standards are very clear to all the employees, and 12% of respondent don’t  think like that.

Q11. Do you think that the Promotion is purely based on Performance Management?

TABLE -11

Criteria Frequency Percentage
Strongly agree 4 8%
Agree 30 60%
Neutral         12       24%
Disagree          4       8%
Strongly disagree         0         0%


ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 60% of respondent agree that the Promotion is purely based on Performance Management, 8% of respondent Strongly agree, 24% of respondent Neutral, 8% of respondent Disagree.

Q12. Do you feel that the Performance Management system helps to identify the strength and weakness of the employee?

TABLE -12

Criteria Frequency Percentage
Highly Agree 17 34%
Agree 15 30%
Neutral 9 18%
Highly disagree 5 10%
Disagree 4 8%

 

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 30% of respondent agree that the Performance Management system helps to identify the strength and weakness of the employee, 34% of respondent Highly  agree, 18% of respondent Neutral, 8% of respondent Disagree.

Q13. “The Performance Management is helpful in reducing grievance among the employees” Do you agree above statement?

TABLE -13

Criteria Frequency Percentage
Highly Agree 18 36%
Agree 15 30%
Neutral 10 20%
Highly disagree 5 10%
Disagree 2 4%

 

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 30% of respondent agree that the Performance Management is helpful in reducing grievance among the employees, 36% of respondent Highly agree, 20% of respondent Neutral, 4% of respondent Disagree and 10% of respondent Highly Disagree.

Q14. Do you think the desired target of the organization is achieved through the Performance Management?

TABLE -14

Criteria Frequency Percentage
Strongly agree 6 12%
Agree 34 68%
Neither Agree Nor Disagree         10       20%
Disagree 0        0%
Strongly disagree         0        0%

 

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 68% of respondent agree think the desired target of the organization is achieved through the Performance Management, 12% of respondent Strongly agree,  and 20% of respondent Neither Agree Nor Disagree.

Q15. “Transfer, demotion, suspension and dismissal is based on Performance Management”, do you agree with it?

TABLE -15

Criteria Frequency Percentage
Strongly agree 10 20%
Agree 24 48%
Neither Agree Nor Disagree          8       16%
Disagree          6        12%
Strongly disagree          2        4%

 

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 48% of respondent agree Transfer, demotion, suspension and dismissal is based on Performance Management, 20% of respondent Strongly agree,  and 16% of respondent Neither Agree Nor Disagree, 12% of respondent Disagree and 4% respondent Strongly disagree.

Q16. Do you feel that Appraisal system keeps on the major achievement and failure or success of work in the Organization?

TABLE -16

Criteria Frequency Percentage
Highly Agree 20 40%
Agree 16 32%
Neutral 7 14%
Highly disagree 5 10%
Disagree 2 4%

 

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 32% of respondent agree to feel that Appraisal system keeps on the major achievement and failure or success of work in the Organization, 40% of respondent highly agree,  14% of respondent Neutral, and 4% of respondent Disagree.

Q17. Do you feel that promotion based on merit enhances employee’s motivation?

TABLE -17

Criteria Frequency Percentage
Yes 40 80%
No 10 20%

 

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 80% of respondent feel that promotion based on merit enhances employee’s motivation and 20% of respondent don’t feel like that.

 

CHAPTER – 6

 LIMITATIONS OF THE STUDY

The report may be beneficial for any company, but there are some limitations of the study:-

  • The size of the research may not be substantial and it is limited to area.
  • There may be lack of time on the part of respondents.
  • There may be some bias information provided by company professionals.
  • As only single area were surveyed or covered, it does not represent the overall view of each field.
  • It is very much possible that some of the respondents may give the incorrect information.

 

CHAPTER – 7

FINDINGS OF THE STUDY

The findings of the study of “A STUDY OF PERFORMANCE MANAGEMENT SYSTEM IN INTELENET GLOBAL SERVICES”

  1. As per the outcome of the study 48% of respondent think most of the time that key role towards the success of the organization, 24% of respondent think often that key role towards the success of the organization, 16% of respondent think sometimes that key role towards the success of the organization and other 10% of respondent think rarely about this.
  1. From the outcome of the study it is evident that, 52% of respondent attended >10 training program in the last year, 28% of respondent attended 5-10 training program in the last year, 20% of respondent attended <5 training program in the last year.
  1. As per the outcome 44% of respondent think >80 percentage their contributed towards the success of the Intelenet Global Services and their particular team, 28% of respondent think <50%, 16% of respondent think 50-60% and 12% of respondent think 60-80%.
  1. From the outcome of the study it is evident that 80% of respondent said Good rate of their overall performance in last one year, 16% of respondent said fair rate of their overall performance in last one year and 4% of respondent said poor.
  1. As per the outcome of the study 56% of respondent feel agree that Performance Management provide a means to improve relationship, 32% of respondent feel Strongly agree, 8% of respondent feel Neutral, 4% of respondent feel Disagree.
  1. 48% of respondent serious has been the effect of inadequate promotional avenues on the motivational level of the personnel to perform, 44% of respondent very serious has been the effect of inadequate promotional avenues on the motivational level of the personnel to perform, 8% of respondent Moderate.
  1. Finding that 64% of respondent happy with the Performance Management system, 16% of respondent partly happy with Performance Management system 8% of respondent not happy with the Performance Management system, and other 12% of respondent has a mixed reaction.
  1. As per findings that 30% of respondent agree that Performance Management helps in planning career development, 34% of respondent strongly agree that Performance Management helps in planning career development, 16% of respondent strongly Neutral and 12% of respondent Disagree.
  1. As per the outcome of the study, 76% of respondent think that Performance Management process fit with the prevailing or desired culture of the organization, and 24% of respondent don’t think like that.
  1. 88% of respondent think that the establishment of performance standards are very clear to all the employees, and 12% of respondent don’t think like that.
  2. Finding that 60% of respondent agree that the Promotion is purely based on Performance Management, 8% of respondent strongly agree, 24% of respondent Neutral, 8% of respondent Disagree.
  1. As per findings that , 30% of respondent agree that the Performance Management system helps to identify the strength and weakness of the employee, 34% of respondent Highly agree, 18% of respondent Neutral, 8% of respondent Disagree.
  1. As per the outcome of the study 30% of respondent agree that the Performance Management is helpful in reducing grievance among the employees, 36% of respondent Highly agree, 20% of respondent Neutral 4% of respondent Disagree and 10% of respondent Highly Disagree.
  1. Finding that 68% of respondent agree think the desired target of the organization is achieved through the Performance Management, 12% of respondent Strongly agree, and 20% of respondent Neither Agree Nor Disagree.
  1. From the outcome of the study it is evident 48% of respondent agree Transfer, demotion, suspension and dismissal is based on Performance Management, 20% of respondent Strongly agree, and 16% of respondent Neither Agree Nor Disagree, 12% of respondent Disagree and 4% respondent Strongly disagree.
  1. 32% of respondent agree to feel that Appraisal system keeps on the major achievement and failure or success of work in the Organization, 40% of respondent highly agree, 14% of respondent Neutral, and 4% of respondent Disagree.
  2. From the outcome of the study it is evident that 80% of respondent feel that promotion based on merit enhances employee’s motivation and 20% of respondent don’t feel like that.

 

CHAPTER – 8

CONCLUSION AND RECOMMENDATIONS

CONCLUSION

Performance Management system of Intelenet Global Services provides the employee with feedback and with developmental information, which is intended to motivate and offer a means for job improvement. The objectives of the research meet its aim, and all the determinants are studied to know the effectiveness of Performance Management.

However, coming to the aspect of the problem in the Performance Management system of Intelenet Global Services, I have arrived at general observation that in most of the cases, the non-executive employees are of view that these things are reviewed only for the sake of formality and not for any constructive or concrete purpose.

Hence, a discussion or a general meeting can be held in order to brush off their apprehensions and wrong judgments about this system. It is known, that any good thing done for the welfare of people is not communicated, can be misinterpreted and misunderstood. Hence, their thinking process needs to be modified now, in the first case. Secondly, drastic steps should be taken where the communication process is smoothen and streamlined, such that all sorts of misunderstanding, misjudgments, misbehaver is removed out in order to give way to healthy relationships and strong bondage. Faith and confidence needs to be incited into people by means of proper discussions, honest work and trustworthy performance, there should be no demarcation of understanding or rather of communication between the level of management and the workers. Such healthy environment should be created where the management works for the workers, and the worker for the organization. Only a strong conglomerated unit can work towards a better future: hence, suitable plans and programmes should be adopted so that the whole organization works as one single unit towards one ultimate goal.

 

RECOMMENDATIONS:

  1. Undertake the responsibility professionally and not just casually.
  2. Keep the whole period under review
  3. Analyze performance in relation to agreed objectives.
  4. Adopt a joint problem solving approach
  5. Let the appraise do most of the talking, while discussing
  6. Encourage self-appraisal
  7. Provide feedback:
    • On actual events/actual results and observed behavior-not based on supposition
    • Describe the incidents, don’t judge.
    • Ask questions rather than making statements
    • Select key issues
    • Positive feedback on areas to improve.
  8. The supervisor should try to analyze the strength and weaknesses of an employee and advice him on correcting the weakness; also recognize his achievements in order to provide encouragement

 

REFERENCES

  • Human Resource Management
  • Parag Diwan
  • Organizational Behavior (7th Edition)
  • Fred Luthans
  • Management of Training Development and Motivation Skills.
  • K. Dubey
  • Personnel Management (2nd Edition)
  • Arun Monappa , Mirza S. Saiyadain
  • Designing and Managing Human Resource Systems
  • Udai Parteek , T.V. Rao.
  1. Sarathi, P. Human Resource Development.
  2. Performance Management – Prem Chaddha
  3. Appraising and Developing Managerial Performance – T V Rao
  4. Kennedy, Marilyn Moats. “The Case for Performance Managements.” Across the Board, February 2013, 51.
  5. Kraiger, Kurt, and J. Kevin Ford. “A Meta-analysis of Rate Race Effects in Performance Ratings.” Journal of Applied Psychology,
  6. Latham, Gary P., and Kenneth N. Wesley. Increasing Productivity through Performance Management. 2nd ed. Reading, MA: Addison-Wesley, 2012.
  7. McGregor, D. The Human Side of Enterprise. New York: McGraw-Hill, 2013.
  8. Werther, William B., Jr., and Keith Davis. Human Resources and Personnel Management. 3rd ed. New York: McGraw-Hill, 2013.
  9. Goleman, D. (2012). Working with emotional intelligence. New York, NY: Bantam Books.
  10. Mettler T, Rohner P (2011). Performance management in health care: The past, the present, and the future (PDF). International Conference Business Informatics. Vienna. pp. 699–708.
  11. Zaffron, Logan, Steve, David (Feb 2013). Performance Management: The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life (1st ed.).
  12. Madden, Bartley J. (September 2014). Reconstructing Your Worldview. Learning What Works Inc. p. 99. ISBN 0988596938.
  13. Nielsen, Poul A. 2014. “Performance Management, Managerial Authority, and Public Service Performance.” Journal of Public Administration Research and Theory. 24(2):431–458.
  14. Gerrish, Ed. 2015. “The Impact of Performance Management on Performance in Public Organizations: A Meta-Analysis.” Public Administration Review76(1):48–66.
  15. A Handbook for Measuring Employee Performance, by the US Office of Personnel Management

 

Reference website:

  • google.com
  • https://en.wikipedia.org
  • https://www.intelenetglobal.com/

QUESTIONNAIRE

DEAR RESPONDENTS,

 I,………………… a student of PGDBA (HR). I am underlying a project named “A STUDY OF PERFORMANCE MANAGEMENT SYSTEM IN INTELENET GLOBAL SERVICES”. So by filling this questionnaire please help me in completing my research project.

Policy on Confidentiality: Please feel free to give your honest responses. The confidentiality of the information provided by the respondent is completely assured

Name              : ……………………………….

Age                 : ……………………………….

Address          : ……………………………….

Gender           : ……………………………….

Contact No.    : ……………………………….

Designation    : ……………………………….

Q1. What do you think is your key role towards the success of the organization?

Most of the time

Often

Sometimes

Rarely

Almost never

Q2. How many training programs did you attended in the last year?    

>10

5-10

<5

Nil

Q3. How much percentage do you think you contributed towards the success of the Intelenet Global Services and your particular team?

>80%

60 – 80%

50-60%

<50%

Q4. How do you rate your overall performance in last one year?

Good

Fair

Poor

Q5. Does Performance Management provide a means to improve relationship? Do you agree with it?

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

Q6. How serious has been the effect of inadequate promotional avenues on the motivational level of the personnel to perform? ( Mark the appropriate box.)

Very serious

Serious

Moderate

Negligible

Q7. Are you happy with the Performance Management system? ( Mark the appropriate box.)

Yes

Partly Yes

No

You has a mixed reaction.

Q8.  Does Performance Management helps in planning career development?

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

Q9. Do you think that Performance Management process fit with the prevailing or desired culture of the organization?

Yes

No

Q10. Do you think that the establishment of performance standards are very clear to all the employees?

Yes

No

Can’t Say                                                                                   

Q11. Do you think that the Promotion is purely based on Performance Management?

Strongly agree

Agree

Neutral

Disagree

Strongly disagree 

Q12. Do you feel that the Performance Management system helps to identify the strength and weakness of the employee?

Highly agree

Agree

Neutral

Highly Disagree

Disagree

Q13. “The Performance Management is helpful in reducing grievance among the employees” Do you agree above statement?

Highly agree

Agree

Neutral

Highly Disagree

Disagree

Q14. Do you think the desired target of the organization is achieved through the Performance Management?

Strongly agree

Agree

Neither Agree Not Disagree

Disagree

Strongly disagree

Q15. “Transfer, demotion, suspension and dismissal is based on Performance Management”, do you agree with it?

Strongly agree

Agree

Neither Agree Nor Disagree

Disagree

Strongly disagree

Q16. Do you feel that Appraisal system keeps on the major achievement and failure or success of work in the Organization?

Highly agree

Agree

Neutral

Highly Disagree

Disagree

Q17. Do you feel that promotion based on merit enhances employee’s motivation?

Yes

No