praveen yadav.docx

8/10/2019 praveen yadav.docx

1/96

SUMMER TRAINING PROJECT REPORT

ON

STUDY OF PERFORMANCE APPRAISAL OF EMPLOYEES

AT

INDIA YAMAHA MOTORS PVT. LTD.

Submitted to the !"ti!# $u#$i##me%t to&!"d' the !&!"d o$ de("ee i%

M!'te" o$ )u'i%e'' Admi%i't"!tio% o$ Utt!" P"!de'h Te*h%i*!# U%i+e"'it,- U.P.Submitted b, Submitted to

De*#!"!tio%

~ 1 ~


2/96

This is to declare that I Praveen Kumar Yadav , student of MBA, T.E.R.I.P.G.C.- Gh!/iu" has

worked in the India Yamaha Motors Pvt. ltd under the able guidance and suervision of !"

#$ecutive Mr. Barinder Arora.

I declare that work done on this ro%ect or stud& is true and no art of this reort has been

reroduced from an& other reort and the contents are based on original research.

P"!+ee% 0um!" Y!d!+

Ro## No.

~ 2 ~


3/96

AC0NO1LEDGEMENTS

It gives me great leasure to resent the reort entitled 2STUDY OF PERFORMANCE

APPRAISAL OF EMPLOYE3 inINDIA YAMAHA MOTORS PVT. LTD.

I would like to thank to 'r. 'ilee (ingh) !*' MBAs and Ms.+eha Kati&ar facult&+I#T who

gives me roer guidance during m& research ro%ect reort.

-irst of all, with rofound leasure and roud rivilege, I take this oortunit& to e$ress m&

dee sense of gratitude and indebtedness to the INDIA YAMAHA MOTORS PVT. LTD. for

giving me oortunit& to undertake this ro%ect.

There is a sa&ing !undred miles %ourne& begins with one ste/ It was m& first ste in the

industr& so that with immense gratitude and heartful areciation.

Praveen Kumar Yadav

~ 3 ~


4/96

'escrition Page no.

0!APT#"1

1.1 Introduction

1.2 *b%ective of the stud&

1.3 +eed and scoe

1.4 5imitation

6

7

18

11

0!APT#"2)A "o$i#e o$ o"(!%i/!tio%

2.1 !istor&

2.2 About the organi9ation

2.3 Products

2.4 -inancial osition

2.: *rgani9ation (tructure

14

1:

2:

27

34

0!APT#"3) Theo"eti*!# $"!me&o"4 o$ toi*

3.1 Meaning

3.2 Imortance

3.3 0lassification

3;

3ith a strong workforce of more than 2,888 emlo&ees, YM is highl& customerdriven and has

a countr&wide network of over 488 dealers.

The new (ura%ur lant has been inaugurated b& Mr. T.Ka9ikawa 0.#.* M'

Yamaha =lobal on ;th Eul& 2887, which has caacit& to roduce ; 5akh motorc&cles

annuall& including -a9er followed b& -1;, -(, Y-"1: and other models. The

lant caacit& can be augmented u to 1 million units.

As a coman& that makes the world its field and offers roducts for the land, the

water, the snowfields and the sk&, Yamaha Motor strives to be a coman& that offers

new e$citement and a more fulfilling life for eole all over the world/ and to use our

ingenuit& and assion to reali9e eoles@ dreams and alwa&s be the ones the& look to

for the ne$t Kendo./

~ 15 ~


16/96

1h!t i' 0ANDO>

Kendo is a Eaanese word for simultaneous feelings of dee satisfaction and intense

e$citement that we e$erience when we encounter something of e$cetional value.

At Yamaha Motors we believe that the roducts and the services that surass customer@s

e$ectations can generali9e Kendo. Yet for all the emotional elevation Kendo rovides, the

feeling can be short lived, and eole ma& be touched onl& for a moment. Therefore our

challenge is to make sure that all our roducts and services genuinel& thrill, imress and

touch customer@s at the first time and ever& time. >e strive to achieve our cororate

mission b& adhering to these rinciles.

>e must remain keenl& aware of customer evolving needs coman& rovided them

?ualit& roducts and services of e$cetional value that surass their e$ectations. >e can

and will earn a fair rofit b& utting forth a suerior effort to satisf& our customers.

As a good cororate citi9en the comanies act in a worldwide ersective and in

accordance with global standards. The& are lanning to work locall& to better the social

environment and think globall& in heling and reserve the natural environment.

~ 16 ~


17/96

Imo"t!%t $!*t' !bout Su"!7u" !%d F!"id!b!d #!%t)

1. (ura%ur lant was established in 176:.

2. -aridabad lant was established in 17;:.

3. The turnover of (ura%ur lant is around "s.


18/96

S1OT ANALYSIS

St"e%(th'

Yamaha Motor roducts e$tend from land to sea and even into the skies, with

manufacturing and business oerations that include ever&thing from motorc&cles, P(A

electroh&brid bikes, marine and ower roducts to automotive engines.

0ontinuousl& does roduct imrovement in accordance with demanding customers.

The distribution network of Yamaha Motors is ver& wide and sread across the countr&.

Probabl& the best in terms of "' facilit&.

!as great brand name and commands lot of resect among bikers communit&.

1e!4%e''

+arrow roduct line in terms of motorc&cles.

Yamaha@s strateg& for Indian market was on right alle&wa&, but somewhere down the

lane, the& are still rel&ing on conventional model which no longer in use.

Yamaha desite the romise has failed to deliver and is still an underdog in the race to

to.

A series of unsuccessful and flo bikes have eroded the legac& of "J188 and "'3:8.

~ 18 ~


19/96

Oo"tu%itie'

The motorc&cle market has been growing at a henomenal rate and there has been a shift

in the consumer references from 2 stroke bikes. Yamaha motors have recogni9ed this

and are bringing out new models of 4 stroke bikes ?uite regularl& to cater the needs of

the customers.

0onsumers have become technolog& conscious and Yamaha Motors have best "'

facilities. (o the& can ta new costumers with innovative technolog& in motorc&cle

design and manufacturing.

There lies lot of otential in 1:8cc and above segment and Yamaha has not made enough

inroads in this segment.

Th"e!t'

0ontinuous divisions of customer segment have made conventional bikes which was the

strength of Yamaha motors.

0onstant demand for rice reduction from customers.

Ba%a% Auto and T( have taken large art of the market share from Yamaha.

=rowing cometition in the industr&, both in the terms of new models and rice

undercutting, too is a matter of concern as both the sales reali9ation and oeration

margins ma& come under ressure.

~ 19 ~


20/96


21/96

O)JECTIVES OF THE COMPANY

0hief rofitable condition in midterm lan.

+o further investments in midterm.

0ontinuous imrovement in dail& roduction ?ualit& distributor and the costC

Motivated and charged u emlo&ees.

The strength of YMI5 lies in being a customer driven coman&. The countr&@s largest

network of nearl& 18,7:6 dealers in two wheeler industr& starting with "J188, "J=,

"13:, YBJ12:, Y'12:, Y'118 0ru$C it came u with a recentl& launched

model #nticer.

~ 21 ~


22/96

Vi'io% >e will establish YAMA!A as the He$clusive trusted brandH of customers b&

Hcreating KendoH touching their heartsC the first time and ever& time with world class

roducts services delivered b& eole having Hassion for customersH.

~ 22 ~


23/96

A!A"A ast#e$e%clusive &truste'(ran') ofcustomers

*+ $creatin,-A.D/)0touc#in,t#eir #earts1t#e 2rsttime &ever+ time

3it# 4orl'class

pro'ucts &services#avin,$passion forcustomers)

~ 23 ~


24/96

YAMAHA?S MISSION

1e !"e *ommitted to@..

~ 24 ~


25/96

*e t#e E%clusive & 5ruste' *ran'for mar6etin, an' manufacturin,t#e pro'ucts an' t#us servin, our

customers7

*uil' t#e 3innin, 5eam 4it#capa(ilities for successs to

con'uct our (usiness et#icall+ &sociall+7

Earnin, t#e lo+alt+ of our partners& increasin, our sta6e#ol'er

value7

~ 25 ~


26/96

The more hearts you reach the more hearts you touch.

IYMP5 is a new coman& serving the customer needs b& following the

cororate mission of Yamaha Motors of creating Kendo a Eaanese word that means

Ltouching peoples hearts.

IYMP5 is committed to make roducts as er the customer@s re?uirements and

achieve customer satisfaction. To fulfill the customers in Indian market YM lans to

roduce new models in the coming &ears.

~ 26 ~


27/96

YAMAHA PRODUCTS

Y!m!h! Moto" Com!%, LimitedL AEaanesemotori9ed vehicleroducing

coman& whose ! is at 2:88 (hangri, Iwata, (hi9uokaC, is art of the Yamaha

0ororation. After e$anding Yamaha 0ororation into the worldNs biggestianomaker,

then Yamaha 0#*=renache Kawakamitook Yamaha into the field of motori9ed vehicles

on Eul& 1, 17::. The coman&Ns intensive research into metal allo&sfor use in acoustic

ianos had given Yamaha wide knowledge of the making of lightweight, &et sturd& and

reliable metal constructions. This knowledge was easil& alied to the making of metal

frames and motor arts for motorc&cles. Yamaha Motor is the worldNs second largest

roducer ofmotorc&clesafter !ondaC. It also roduces man& other motori9ed vehicles

such as allterrain vehicles, boats, snowmobiles, outboard motors, and ersonal

watercraft.

The Yamaha cororate logo is comrised of three tuning forkslaced on to of

each other in a triangular attern.

In 2888,To&otaand Yamaha 0ororationmade a caital alliance where To&ota

aid Yamaha 0ororation 18.: billion &en for a : er cent share in Yamaha Motor

0oman& while Yamaha and Yamaha Motor each bought :88,888 shares of To&ota stock

in return.

~ 27 ~
http://en.wikipedia.org/wiki/Japanhttp://en.wikipedia.org/wiki/Japanhttp://en.wikipedia.org/wiki/Iwata%2C_Shizuokahttp://en.wikipedia.org/wiki/Yamaha_Corporationhttp://en.wikipedia.org/wiki/Yamaha_Corporationhttp://en.wikipedia.org/wiki/Pianohttp://en.wikipedia.org/wiki/CEOhttp://en.wikipedia.org/wiki/Genichi_Kawakamihttp://en.wikipedia.org/wiki/July_1http://en.wikipedia.org/wiki/1955http://en.wikipedia.org/wiki/Alloyshttp://en.wikipedia.org/wiki/Motorcyclehttp://en.wikipedia.org/wiki/Motorcyclehttp://en.wikipedia.org/wiki/Motorcyclehttp://en.wikipedia.org/wiki/Hondahttp://en.wikipedia.org/wiki/All-terrain_vehiclehttp://en.wikipedia.org/wiki/Boathttp://en.wikipedia.org/wiki/Boathttp://en.wikipedia.org/wiki/Snowmobilehttp://en.wikipedia.org/wiki/Outboard_motorshttp://en.wikipedia.org/wiki/Personal_watercrafthttp://en.wikipedia.org/wiki/Personal_watercrafthttp://en.wikipedia.org/wiki/Tuning_forkshttp://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Yamaha_Corporationhttp://en.wikipedia.org/wiki/Yamaha_Corporationhttp://en.wikipedia.org/wiki/Iwata%2C_Shizuokahttp://en.wikipedia.org/wiki/Yamaha_Corporationhttp://en.wikipedia.org/wiki/Yamaha_Corporationhttp://en.wikipedia.org/wiki/Pianohttp://en.wikipedia.org/wiki/CEOhttp://en.wikipedia.org/wiki/Genichi_Kawakamihttp://en.wikipedia.org/wiki/July_1http://en.wikipedia.org/wiki/1955http://en.wikipedia.org/wiki/Alloyshttp://en.wikipedia.org/wiki/Motorcyclehttp://en.wikipedia.org/wiki/Hondahttp://en.wikipedia.org/wiki/All-terrain_vehiclehttp://en.wikipedia.org/wiki/Boathttp://en.wikipedia.org/wiki/Snowmobilehttp://en.wikipedia.org/wiki/Outboard_motorshttp://en.wikipedia.org/wiki/Personal_watercrafthttp://en.wikipedia.org/wiki/Personal_watercrafthttp://en.wikipedia.org/wiki/Tuning_forkshttp://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Yamaha_Corporationhttp://en.wikipedia.org/wiki/Japan


28/96

MOTORCYCLE MODELS

Yamaha has made an e$tensive number of two and fourstroke scooters, on

road and offroad motorc&cles. The Yamaha J( ;:8,introduced in 17


29/96

Y-"1 776ccC,

-1 776ccC,

Y-"1: version 2.8 1:8ccC,

-ra9er 1:3ccC,

-( 1:3ccC,

-1; 1:3ccC,

("1:3ccC,

( (J 1:3ccC,

((12: 123ccC,

YB" 12: 123ccC,

YB" 118 18;ccC0ru$ 18;ccC.

~ 29 ~


30/96


31/96

)ALANCE SHEET OF IYMPL

~ 31 ~

ASSETS

D

e

*.

:

B

D

e

*.

:

D

e

*.

:

D

e

*.

:

6

De*.

:

66


32/96

~ 32 ~

Cu""e%t A''et'

C!'h !%d

deo'it' i%

b!%4


33/96

~ 33 ~


34/96

LIA)ILITIES

D

e*

.

:

B

D

e*

.

:

D

e*

.

:

D

e*

.

:

6

De

*.

:

66

Cu""e%t #i!bi#itie'

Note' !%d

!**ou%t'

!,!b#e

16

1

7

;,

1

16

1

11

12

:,

68

7

Sho"t5te"m

#o!%'

12

1

4

6,6

17

2

6

3:

,4::

Cu""e%t

o"tio% o$

#o%(5te"m

debt

6,

;,

6

6

1

2

3

:s

The wages and salaries of the emlo&ees deend on the basic salar& given to them.

(alaries are given on the basis of grade of the emlo&ee.

The following are the different grades and the salaries of the emlo&ees at the

coman&)

~ 58 ~


59/96


60/96

Fu%*tio%' o$ HR De!"tme%t

The various functions erformed b& the !" deartment of YM05 at (ura%ur are as

follows)

6. M!%o&e" P#!%%i%(

It is one of the most imortant functions of the !" deartment in an& organi9ation.

!uman resource or the manower lanning is the rocess b& which management

determines how an organi9ation should move from current manower osition to the

desired one. It anal&9es the resent as well as the future vacancies in the organi9ation

that ma& result from transfers, retirements, romotions, and sickness levels, leave of

absence or due to some other reason in the various deartments of the organi9ation.

At IYMP5 manower lanning is carried out with the %ob anal&sis that is the rocess

b& which ertinent information obtained about a %ob.

:. Re*"uitme%t !%d Em#o,me%t

It is another oerative function of ersonnel deartment and carried out b& e$ternal

as well as internal sources. The internal sources means searching for the right candidate

within the organi9ation who is ugraded and romoted. The e$ternal sources are those who

are the new entrants to the labor force . The rocess of emlo&ment starts with %ob

advertisement, it involves three stages that are, recruitment, selection and lacement.

~ 60 ~


61/96

;. I%du*tio%' !%d O"ie%t!tio%

It means introduction of an emlo&ee to the organi9ation and the %ob b& giving

him roer and all ossible information regarding the organi9ation@s olicies and culture

and about his work. The rogram orientation rogramC is carried out b& ersonnel

deartment. !ere the new entrants are sent to ever& deartment to introduce themselves

to the staff, to get them accustomed to the work environment and roviding him an

insight of how work is done in the organi9ation.

+ew entrants are informed about the following)

Performance araisal in the organi9ation

0onfirmationO incrementO romotion

Maintenance of ersonal files of the emlo&ees

'ata bank of all emlo&ees

0oman& olicies related to the !"


62/96

5iaison with labor deartment and the other civic authorities are maintained so as to carr&

out the different functions relating to industrial eace.

(ubmission of returns under various labor laws.

Imlementation of (tanding *rders and 0ontract Act.

-ormation of various statutor& committee such as)

>orkmen 0ommittee


63/96

This is conducted b& ersonnel deartment, which conducts stud& and surve& on)

Em#o,me%t Tu"%o+e" E9it I%te"+ie&

Ab'e%teei'm

1!(e Su"+e,

Pe"'o%%e# )ud(et the ersonnel deartment that takes into account

all the costs, e$enses and rofits to be generated in the &ear, reares

this budget.

Comi#i%( S4i## I%+e%to",

The ersonnel deartment looks out the following functions)

C!%tee%

S!$et,

Ne(oti!tio%' &ith u%io%

Di'*i#i%!", P"o*eedi%('

Atte%di%( Co%*i#i!tio%' L!bo" Cou"t

G"ie+!%*e H!%d#i%( Cou%'e#i%(

Co%du*ti%( &o"4me% *#!''e'

~ 63 ~


64/96

The &e#$!"e !*ti+itie' *!""ied out b, the e"'o%%e# de!"tme%t o$

IYMPL !"e

6. C!%tee%

The canteen is run on the contractual basis under the suervision of ersonnel

and administration deartment of the coman&. The canteen has the caacit& to

accommodate 2888 eole at time. The meal, which is served in the canteen, is at a ver&

subsidi9ed rate and of good ?ualit&. To maintain euhoric environment, it has an air

condition and a music s&stem.

:. U%i$o"m

The coman& has made a rovision of distributing three airs of uniform and

two airs of shoes along with one ullover ever& &ear.

;. Medi*!# F!*i#itie'

The coman& gives free medical facilities to all its emlo&ees. It has a

disensar& within the remises of the coman&. The disensar& has all the basic

emergenc& e?uiment, medicine and o$&gen facilit& with four beds caacit& dorm.

There are two doctors and four e$erienced male comounders who are alwa&s resent

during the working hours. Incase of serious illness, there is an ambulance that can take

the atient to one of the best hositals located in nearb& regions.


65/96

The coman& conducts following activities for the entertainment of its

emlo&ees)

(orts tournaments

0ultural rograms

-amil& icnics

Tours and cams

=. Othe" 1e#$!"e A*ti+itie'

The other welfare activities include the following)

-air rice shos

"est rooms

>elfare fund scholarshi

And few other welfare activities

. T"!%'o"t F!*i#it,

The office of the coman& rovides transort facilit& to all its emlo&ees for

coming and going to or from the coman&. The office manages buses that are on

contractual basis. It makes sure that the buses oerate at the right time to and from the

coman& and also welcome suggestions and the comlaints regarding the buses. This

facilit& is rovided to all emlo&ees at subsidi9ed rates.

B. Se*u"it,

~ 65 ~


66/96

The securit& deartment of the coman& is resonsible for the following

functions)

(ecurit& of factor& O elimination of leakage and theft.

Intelligence reort internal O e$ternal.

-ire fighting ukee or training.

(tatutor& license for chemical store O e$losive e?uiment.

"ecords of gate meeting and anal&sis.

"ecords of visitors.

"ecords of incoming and outgoing material.

The emlo&ees on the unch card s&stem shall unch their cards for marking attendance

and shall unch out at the close of shift during the lunch break if going out. All the workmen

shall be at their workstations at the timings notified and commence their work within the

commencement of shift timings.

The following records are to be maintained b& the ersonnel deartment)

Le!+e Re*o"d'

O+e"time Re*o"d'

S!#!", !%d 1!(e' D!t!

Out P!'' Re*o"d'

Co%t"o# !%d E9it o$ M!%o&e"

~ 66 ~


67/96

Ho"ti*u#tu"e

. I%du't"i!# "e#!tio%'- '!$et, !%d He!#th

The senior manager, industrial relation, safet& and health occu& a ver& crucial

osition in the coman&. !is function starts from suervisors of safet& heads of man

and material to the rovision of various accessories and their maintenance. (ome of

his imortant functions are)

Pollution 0ontrols and 0hecks

(afet& heads

(ale of (cra

In case of an accident in the lant, finding of e$act reasons and contacting the different

authorities and taking the decisions.

"egular medical e$amination of workers working in ha9ardous rocesses.

. Time O$$i*e

Time office is an office under ersonnel deartment and the main function of it

is to mark the attendance of the workers to make the records for their leave, absenteeism,

and overtime etc.

6.Othe" Fu%*tio%'

There is a function for the rovision of dail& worksheet. In this, deartment head

or suervisor sends out the worksheet to the time office indicating the number of

~ 67 ~


68/96

workers and the number of hours. It acts as cross check instrument that verifies the

attendance and to avoid an& maniulations or mistakes.

The other %ob of the timekeeer is the allocation of casuals. After making the

attendance, he counts the number of emlo&ees absent and then the absenteeism reort is

reared b& the time office in charge who then sends it to all the deartmental heads and

the industrial engineering casuals. This deartment re?uires authori9ation from

deartment head. The timekeeer also gives advance a&ment forms for emlo&ees to

the emlo&ees. (ometimes the ersonnel deartment ma& ask him to reare some

statements. !e has to do some monthl& and weekl& %obs.

1ee4#, Job'

>eekl& reort of attendance for the ersonnel and factor& manager.

+otice for working (unda&s and weekl& offs and osting of these in the

booking sheets.

Maintain and check the leave records of all the emlo&ees.

Preare weekl& incentive sheets and allowance sheet.

Mo%th#, Job'

0ollecting of total working hours of each and ever& emlo&ee and to reare

wage slis for the workers to receive the wages.

Preare monthl& leave records.

~ 68 ~


69/96

(tatement for casual workers indicating name, no. of da&s he worked and the

deartment.

Prearing the attendance register for the ne$t month for all t&es of emlo&ees.

0omlete the P- for casual workers.

The a&ment made b& contractors to the labor under the suervision of the

timekeeer and he uts his seals and signs on such statements

Le!+e

6. C!'u!# Le!+e

Intended for urgent work or unforeseen circumstances.

It is of seven working da&s.

:. Si*4 Le!+e

A medical certificate issued b& a registered doctor must suort alication of

sick leave.

It can be entitled for a ma$imum eriod of seven da&s.

;. E!"%ed Le!+e

It can be availed to a minimum of three da&s at a time to a total of twent&one

da&s in a calendar &ear.

Hou'e Lo!%

~ 69 ~


70/96

#ligibilit&) Minimum five &ears of continuous service in the coman&.

S*ho#!"'hi S*heme

It is alicable to the emlo&ees u to the grade of M6.

It is to recogni9e and subsidi9e the cost of education of children of all regular

emlo&ees.

P"o+ide%t Fu%d S*heme

Provident -undable (alar& Q Basic (alar& R (ecial Allowance

Pe%'io% S*heme

It is a art of P- Act.

The rate of contribution towards emlo&ees@ ension scheme is 6.33D of the a& that is

diverted from I' emlo&ees@ share of P-.

~ 70 ~


71/96

Ch!te" 5ith

Analysis:

The following diagrams elucidate, which "ecommendation the emlo&ees

!ave identified)

60%

10%

30%

Chart Title

promotion special increment annual increment

~ 77 ~


78/96

4. Is the erformance araisal sheet shown to You or discussed with &ou

Anal&sis)

3:D sa& it is shown

;:D sa& it is not shown

~ 78 ~


79/96


80/96


81/96

;. Are the attitudinal factors desire to learn new Techni?ues, skills and

ractices, cooeration >ith others, contribution of new idea saving 0onsciousnessS

mentioned in &our format (ufficient for %udging &our erformance

Anal&sis)

sufficient

insufficient

0% 10% 20% 30% 40% 50% 60% 70% 80%

80%

20%

1

2

~ 81 ~


82/96


83/96

10%

90%

Chart Title

agreed disagreed

6. In &our oinion &our erformance should be araised after how much time

Anal&sis)

+earl& most of the workers in favors of ?uarterl& araisal in

theorgani9ation.

~ 83 ~


84/96

;uarterl+ 55"alf +earl+ 30

Annual 15

~ 84 ~


85/96

7. Are &ou satisfied with &our erformance araisal

Anal&sis)

Most of the workers were found satisfied with their araisals.


86/96

CHAPTER5

CONCLUSION

Fi%di%('

Co%*#u'io%

Su((e'tio%'

~ 86 ~


87/96

~ 87 ~


88/96

FINDINGS

>hile conducting the studies over this toic certain assumtions were there)

The data collected from secondar& sources such as annual reorts of the coman& are

correct and reliable.

The data collected through conducting of structured ersonal interviews and

?uestionnaires is reliable because whole of the anal&sis and interretations are drawn from

them.

+o maniulations are done on the art of resondents while filling u of schedules.

There are uniformit& of araisal rocess in all deartments.

uarterl& assessment of individuals should be done instead of &earl&.

#fforts should be made to reduce the chances of biasness.

The salar& structure of the emlo&ees should be revised timel& as er the erformance s.

~ 88 ~


89/96

CONCLUSION

The I%di! Y!m!h! moto"' P+t #td is world class in customer satisfaction, ?ualit&,

and eole satisfaction. But to sustain its growth and erformance, it needs to continue

its focus on rocesses and eole. The coman& now needs to focus on emlo&ee

retention and becoming more efficient.

~ 89 ~


90/96

SUGGESTIONS

The erformance araisal s&stem should be more erformance oriented.

uarterl& assessment of individuals should be done instead of &earl&.

Individual should be informed about the actual criteria on the basis of which his work

otential assessed.

The araisal s&stem should rovide twowa& communication between the assessor and

the assessed.

The salar& structure of the emlo&ees should be revised timel& as er the erformances.

It should be more transarent in its working.

#fforts should be made to reduce the chances of biasness.

An emlo&ee@s araisal should be discussed with him in order to remove his weaknesses.

The !" olicies should be clear to all emlo&ees i.e. the olicies could be more result

oriented in aroach.

There should be uniformit& of araisal rocess in all deartments.

The emlo&ee@s interest should be taken in account while allocating the work deartment

to him.

~ 90 ~


91/96


92/96

)I)LIOGRAPHY

#YMI5 "eort Maga9ines.

-lio B.#dwin, Personnel Management/.

!and Book of Managers, #scorts Motors India 5td/.

Mamoria 0.B., Personnel Management/.-lio B.#dwin, Personnel Management

"ao P.(ubba, #ssentials of !uman "esource Management and Industrial "elations/.

~ 92 ~


93/96

A%%e9u"e

~ 93 ~


94/96

UESTIONNAIRE

1 Are &ou aware of the erformance araisal s&stem being carried

out b& the coman&

Yes +o

2 According to &ou, which is the most imortant factor among the

-ollowing in the erformance araisal s&stem

Productivit&O*utut

Punctualit&

Attendance

ualit& of outut

3 Are the attitudinal factors desire to learn new techni?ues, skills

and ractices, cooeration with others, contribution of new ideas,

saving consciousnessS mentioned in &our format sufficient for

%udging &our erformance

Yes +*

~ 94 ~


95/96

4 'o &ou think the erformance araisal s&stem adoted is biased

in an& wa&

Yes +o

: If &ou were being ositivel& araised, which recommendation

'o &ou ersonall& identif& with

(ecial Increment

Annual Increment

Promotion

; Is the erformance araisal sheet shown to &ou or discussed

>ith &ou

Yes +o

< 'o &ou think erformance araisal should have negative

"ecommendation, if &es then which one of the following)

~ 95 ~


96/96

Documents

praveen yadav.docx