performance appraisal at tech - mahindra

5/21/2018 Performance Appraisal at Tech - Mahindra

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A

WINTER TRAINING REPORT

ON

Performance Appraisal at Tech - Mahindra

Submitted to Mr. Pramod Kumar Pandey

MAHARHI !A"ANAN! #NI$ERIT"% ROHTA&

In partial fulfillment of the requirementFor the award of the degree of

'A(HE)OR O* '#INE A!MINITRATION

+IN!#TR" INTEGRATE!,

+III emester,

.mitted ./

Name: Yogesh Kumar ho!en "egn. No.:##$%$&%%$' "oll No. : ##(%###&&

0AGANNATH INTIT#TE O* MANAGEMENT (IEN(E

)* +,): 112345242

+F Site N+.&- Setor/- Near Polie Station- Nelson Mandela "oad-0asant Kun1- New ,elhi/2%

Marh- &%#$


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(ERTI*I(ATE

3his is to ertify that"o6esh &mar (ho7ena student of the Maharishi

,ayanand 4ni5ersity- "ohta!- has prepared his 3raining "eport entitled

Performance Appraisal at Tech - Mahindra at Mahindra )T!8 under my

guidane. 6e has fulfilled all his requirements leading to award of the degree of

778 9Industry Integrated. 3his report is the reord of bonafide training underta!en

by his and no part of it has been submitted to any other 4ni5ersity or )duational

Institution for award of any other degree;diploma;fellowship or similar titles or priualifiations:

Seal of the )*:


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T#!ENT !E()ARATION

I hereby delare that the 3raining "eport onduted at

Tech Mahindra )T!

4nder the guidane of

Mr8 Pramod &mar Pande/

submitted in Partial fulfillment of the requirements for the ,egree of

786)*+" +F 74SIN)SS 8,MINIS3"83"I+N9Industry Integrated

TO

MAHARHI !A"ANAN! #NI$ERIT"%ROHTA&

Is my original and the same has not been submitted

for the award of any other ,egree;,iploma;Fellowship

+r other similar titles or pri


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3he beatitude- bliss and euphoria that aompany suessful ompletion of any tas!

would be inomplete without the e@pression of gratitude to the people who made it

possible with their e5ery bit of help. 8s suess in any wor! is redited to hard wor!-

but without a proper guidane it may be out of oneAs reah- so with re5erene and

honor we a!nowledge all those who helped us in arrying out this pro1et

suessfully.

Be a5ail this opportunity to e@press our profound sense of sinere and deep gratitude

to

Mr8 Pramod &mar Pande/ who guided us with his 5aluable help in hanneli


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TA')E O* (ONTENT


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8 No TOPI( Pa6e8 No

(HAPTER 4 ; INTRO!#(TION 4-


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(HAPTER-4

INTRO!#(TION


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INTRO!#(TION

4848 ODerDie: of Indstr/ as a :hole

3he information tehnology setor deals with the design- de5elopment and

management of both omputer software and hardware appliations. 3his industry has

witnessed growth despite the eonomi reession that hit the global mar!et.

Information tehnology 9I3 is defined as the design- de5elopment- implementation

and management of omputer/based information systems- partiularly software

appliations and omputer hardware. 3oday- it has grown to o5er most aspets of

omputing and tehnology. 3he reason why it has atapulted in importane is due to

the impro5ing aessibility- awareness and utility of tehnology. It is a ommon fatthat a ountryAs I3 potential is paramount for its marh towards global

ompetiti5eness- healthy =,P and defense apabilities.

I3 professionals perform a 5ariety of duties ranging from data management-

networ!ing- engineering omputer hardware- database and software design- to the

management and administration of entire systems. Bith the already high penetration

of on5entional personal omputer and networ! tehnology- oupled with the growing

on5ergene of information- ommuniation and entertainment- the industry is now

!eenly foused on the integration with other tehnologies suh as mobile phones-

automobiles and tele5isions et- thereby inreasing the demand for suh 1obs. 3he

largest firms globally inlude I7M- 6P- ,ell and Mirosoft.

Performance

In India- it is important to ma!e the distintion between I3 and I3)S 9I3 enabled

ser5ies. 3he latter refers to ser5ies deli5ered o5er teleom networ!s; Internet to a

range of e@ternal business areas 9olloquially referred to as KP+ and 7P+ and is

treated elsewhere on this website 9see I3)S industry o5er5iew. 6ene- we shall fous

on the I3 industry here by limiting the disussion to eletronis hardware

manufaturing and software de5elopment and ser5ies.

,espite the unpreedented global eonomi downturn- the Indian I3 industry has

weathered the storm well- and will ahie5e sustainable growth going forward. India is


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e@peted to witness an a5erage ?D salary inrease in &%#% and E%D of ompanies

ha5e strong hiring plans- aording to a sur5ey by global 6" onsultany Merer-

gi5ing yet another indiation of the high onfidene le5els among the ountryAs

orporate houses after the eonomy staged a faster/than/e@peted reo5ery from the

slowdown.

Bhile the larger players ontinue to lead growth- gradually inreasing their share in

the industry aggregate- se5eral high/performing small and medium enterprises ha5e

also stood out.

Gro:th Potential

3he strong demand for eletroni hardware and software in India has been fuelled by

a 5ariety of dri5ers inluding the high growth rate of the eonomy- emergene of a

5ast domesti mar!et atering to the new generation of young onsumers- a thri5ing

middlelass populae with inreasing disposable inomes and a relati5ely low/ost

wor! fore ha5ing ad5aned tehnial s!ills.

Indeed- the =o5ernment has also identified growth of this setor as a thrust area as

there remains great e@petation for signifiant growth gi5en the fairly low le5els of

penetration of tehnology among the #.# billion populationG 3here were only H%

million Internet users in &%%(- 2 million ,0, players and personal omputers were

sold in &%%?/%(- and ## million new mobile subsribers were added e5ery month in

the same period. In this senario there is now a big opportunity to step up the

prodution to gain higher global share besides meeting the domesti demands.

3he Indian I3 setor has also built a strong reputation for its high standards of

software de5elopment ability- ser5ie quality and information seurity in the foreignmar!et/ whih has been a!nowledged globally and has helped enhane buyer

onfidene. 3he industry ontinues its dri5e to set global benhmar!s in quality and

information seurity through a ombination of pro5ider and industry/le5el initiati5es

and strengthening the o5erall framewor!s- reating greater awareness and failitating

wider adoption of standards and best praties.


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*tre Prospects

3he industry is li!ely to ontinue growing from strength to strength- as loal players

inorporate best in lass praties from global ounterparts whilst retaining their edge

in terms of lower ost of labor and foused go5ernmental in5estments.

New graduates with degrees in related fields suh as eletrial engineering and

omputer siene an hope to ahie5e signifiant professional growth and a healthy

remuneration from ompanies loo!ing to hire the best talent a5ailable- gi5en the high

proportion who lea5e to pursue 1obs in this setor o5erseas.

Performane Management is an ongoing- ontinuous proess of ommuniating C

larifying 1ob responsibilities- priorities and performane e@petations to ensure

mutual understanding between super5isor and employeeJ.

reating high performane ulture is nothing but a yle of setting goals- appraising

and rewarding. 3his yle has beome ore basis for performane management

pratie followed in se5eral orporate organi


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"eogni


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(areers at Tech Mahindra

3eh Mahindra offers a fast/paed areer with global e@posure to best business

praties and a hane to be at the forefront of utting/edge tehnologies. Be belie5e

in a 5ibrant and open door approah where hierarhies do not matter. 3eh Mahindraoffers you one of the best en5ironments for areer de5elopment and progression. 8

strong performane ulture and a fully automated in/house appraisal system ensure

that your areer is hal!ed out and defined in line with your indi5idual growth- and

the o5erall growth of the organi


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485 (OMPNA" PRO*I)E O* TE(H MAHIN!RA )IMITE!

Histor/

3eh Mahindra was inorporated as a 1oint 5enture between Mahindra C Mahindra

and 7ritish 3eleom pl in #(?H under the name of Mahindra 7ritish 3eleomA. *ater-

the name was hanged to 3eh MahindraA- to reflet the di5ersifiation and growth of

the lient base and the inreased breadth of our ser5ie offerings.

Milestones

#(?H Inorporation in India

#(?2 ommenement of 7usiness

#(($ Inorporation of M73 International In.- the first o5erseas subsidiary

#((' 8warded the IS+ (%%# ertifiation by 70>I

#(( )stablished the 4K branh offie

&%%# Inorporated M73 =mb6- =ermany inorporated

"e/ertified to IS+ (%%#:#((' by 70>I

&%%& 8ssessed at *e5el of S)I MM by KPM=

Inorporated M73 Software 3ehnologies Pte. *imited- Singapore

&%%$ "e/ertified to IS+ (%%#:&%%% by "B340

&%% ertified to 7S 22((/&:&%%& 9Information Seurity Management Framewor!

by "B340 now !nown as 340 Nord

8quired 8@es 3ehnologies 9India Pri5ate *imited- inluding its 4S and

Singapore subsidiaries

8ssessed at *e5el of S)I MMI by KPM=

&%%H Name hanged to 3eh Mahindra *imited 8ssessed at *e5el of S)I People/


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MM 9P/MM by >8I India

"aised "s '.H billion 9#%% million from a hugely suessful IP+ to build a

new faility in Pune- to house about (-%%% staff

Formed a 0 with Motorola In. under the name an5asM

&%%2 8quired iPoliy Networ!s Pri5ate *imited

*aunhed the 3eh Mahindra Foundation to address the needs of the

underpri5ileged in our soiety- espeially hildren

&%%( Bith Satyam aquisition- 3eh Mahindra is well positioned to be a leader in the

broader I3 ser5ies spae- ser5ing a wide array of industry 5ertials li!eban!ing and finanial ser5ies- manufaturing- energy and utilities in addition

to teleom

&%#% 83C3 &%#% Supplier 8ward for outstanding performane C ser5ie to 83C 3

and its affiliates

)@pands footprint in *atin 8meria

48584 Ori6in9

ODerDie:

Tech Mahindrais part of the 4S #'.' billion Mahindra =roup- in partnership with

7ritish 3eleommuniations pl 973- one of the worldAs leading ommuniations

ser5ie pro5iders. Foused primarily on the teleommuniations industry- 3eh

Mahindra is a leading global systems integrator and business transformation

onsulting organi


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3esting. 3he solutions portfolio inludes onsulting- 8ppliation ,e5elopment C

Management- Networ! Ser5ies- Solution Integration- Produt )ngineering-

Infrastruture Managed Ser5ies- "emote Infrastruture Management and 7S=

9omprises 7P+- Ser5ies and onsulting. Bith an array of ser5ie offerings for

3SPs- 3)Ms and IS0s- 3eh Mahindra is a hosen transformation partner for se5eral

leading wireline- wireless and broadband operators in )urope- 8sia/Paifi and North

8meria.

3eh Mahindra has suessfully implemented more than 4> Greenfield

Operations globally and has o5er 45@ actiDe cstomer en6a6ementsmostly in the

3eleom setor. 3he ompany has been in5ol5ed in about @ transformation

pro6ramsof inumbent teleom operators.

In the 3eleom setor- 3eh Mahindra has nihe and pro5en domain e@pertise-

distinti5e I3 s!ills- researh and de5elopment- inno5ati5e deli5ery models and

approah to off/shoring. ompanyAs solutions enable lients to ma@imi


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(anDasM ran7ed amon6st IndiaFs Top 42 $A pla/ers ./ $=! 5244

8mong top $ at the ,SI e@ellene award for seurity in I3 ser5ies ompany

9*argeA- &%##

3eh Mahindra tops &%## =lobal Ser5ies #%% in the following ategories:

Global ITO VendorsADM VendorsIM Vendors Speciality Product

Engineering Vendors Contact Center and Customer Management Vendors

"an!ed (th in the N8SS+M 3op &% I3/7P+ employers- &%#%/&%##

0oieC,ata ran!s 3eh Mahindra as IndiaLs 3op 3eleom Software ompany for

the Year &%#% /##

Binner of the &%## Mirosoft ommuniations Setor Partner of the Year 8ward.

System Integrator of the Year in the 3eleom setor award by a leading global

8nalyst and "esearh firm as a part of the India I3 C 3eleom )@ellene 8ward.

Binner of &%#% and &%## 83C3 Supplier 8ward for outstanding performane C

ser5ie to 83C3 and its affiliates

an5asM wins M8I th National 3eleom 8wards for )@ellene in Inno5ationwith "ural 3eleom FousA

"an!ed th in N8SS+MLs 3op &% I3 ser5ies )@porters- &%%(/&%#%

( th *argest I3/7P+ )mployer in India 9N8SS+M 6" Summit- &%#%

7est System Integrator by M8I and INF++MLs National 3eleom 8wards

&%#%

#st "unner/up for the 7est Ser5ie )nablement Implementation at the 7+SS

onferene C )@po &%#%

*eap5ault hange *eadership 8ward &%#% for =ame hanging MC8 / ,omesti

ategory

In the L*eadersL ategory in the L&%#% =lobal +utsouring #%%L 9I8+PLs 8nnual

*ist of the 7est +utsouring Ser5ie Pro5iders

LSoftware Solution of the Year Middle )astL by 3M3 Finane C In5estment


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Middle )ast 8wards

"an!ed #&th in =artnerAs 3op % 3eleom +perations Management System

93+MS 0endors- by Mar!et Share and "e5enue- Borldwide- &%%(/&%#%

8mongst the L3op % N8SS+M Inno5atorsL for the Year &%%(

"an!ed Q# in 3eleom Software ategory by 0oie C ,ata- &%%( 90C,#%%

"an!ing

"an!ed #$th in =artnerLs 3op % 3eleom +perations Management System

93+MS 0endors- Borldwide- by Mar!et Share and "e5enue &%%2/&%%(

In the *eaders ategory in L3he &%%( =lobal +utsouring #%%L 9I8+PLs 8nnual

*isting of the BorldLs 7est +utsouring Ser5ie Pro5iders

,eloitte 3ehnology Fast %% 8P8 &%%?

,eloitte 3ehnology Fast % India &%%?

8ward for )@ellene in 3raining 9)mployer 7randing 8wards &%%?/&%%(

L7est +5erall "eruiting C Staffing +rgani


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"an!ed #&th *argest 3+MS 5endor by =artner in RMar!et Share: 3eleoms

+perations Management Systems O Borldwide- &%%H/&%%2R 8pril &%%?

R7est 7illing SolutionR ategory at R7illing and +SS Borld 97;+SS )@ellene8wards &%%?R- 8pril &%%?

3he 7rand *eadership 8ward by the 8sia 7rand ongress- &%%?

LI3 People )mployer of the Year 8wardL 9I3 People 8wards for )@ellene in I3

&%%?

L7est +5erall "eruiting C Staffing +rgani


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$ales

3eh Mahindra is foused on reating sustainable 5alue growth through inno5ati5e

solutions and unique partnerships. +ur 5alues are at the heart of our business

reputation and are essential to our ontinued suess. Be foster an en5ironment to

instill these 5alues in e5ery faet of our organi


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ocial Responsi.ilit/

8t 3eh Mahindra- ommunity wor!A is not 1ust an at of fa5our or harity- direted

towards doing something for the welfare of the needy. It is- in fat- an initiati5e that is

5oluntarily underta!en to impro5e the quality of life around us. 8s an ati5e orporate

member of soiety- 3eh Mahindra is ommitted to building relationships with loal

ommunities and the soiety as a whole. orporate soial responsibility reflets both

our brand and our 5alues by addressing some of soietyLs most omple@ problems and

stri5ing to bring about a sustainable solution.

Be at 3eh Mahindra ha5e gi5en orporate Soial "esponsibility its due importane

with the reation of a foundation dediated to funding and helping 5arious programs

in the eduation of the underpri5ileged whih will help in reduing soio/eonomi

disparities.

3eh Mahindra is ommitted to earmar!ing #.D of its Profit 8fter 3a@ for S"

ati5ities.

Aim

3o inspire and moti5ate people around us 5ia effeti5e use of our resoures in a

rational manner and with humility.

*ocs Areas

)duation

Boman empowerment

omputer donations

8t 3eh Mahindra- we endea5or to ma!e a positi5e ontribution to the

underpri5ileged by supporting a wide range of eduational and soio eonomi

initiati5es. ommunity pro1ets and programs are dri5en by ati5e partiipation from

3eh Mahindra employees. +ur ommitment to address important ommunity needs

e@tends throughout our philanthropi outreah programs dri5en by the 3eh Mahindra

Foundation


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4858 8 Prodct ran6e of the compan/

I3 Solutions

onsulting

System Integration

Managed Ser5ies

8,MS

7;+SS

7I

)8I

M,M

Net:or7 oltions and erDices

IMS

Seurity

7P+

7PM

08S

Prodct En6ineerin6

loud Ser5ies

)"P apabilities

Mirosoft

Portals

3esting

IP0H

3ransformation

=reenfield


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IT oltions9 ,ynamis of teleom industry ha5e made I+;)nterprise 8rhitet pull

different le5ers together at a time to ensure business benefits. 3eh Mahindra has

+perations Support Systems 9+SS or ba! offie I3 offerings for following mar!et

segments:

3eleom Ser5ie Pro5iders 9Bire line and Bireless

+SS +3s;IS0 5endors

3eleom )quipment Manufaturers 93)Ms

+ur Managed Ser5ies uts aross 7usiness Proesses- 8ppliation- Infrastruture and

Networ!- bringing in the e@pertise that spans aross all aspets of the 3eleom

business inluding Fulfilment- 8ssurane- ustomer are- 7illing- Networ!- ,ata

enter and Support funtions along with a hoie of Priing and +peration model.

+ur ser5ies portfolio resol5es your ritial strategi onerns- not 1ust the bottom

line pressures. +ur offerings are built on e@periene of ser5iing global teleom giants

and tehnology partnerships with worldAs best solution pro5iders.

'oard of director

Mr8Anand G Mahindra% (hairman

8nand Mahindra is the Non/)@euti5e hairman of the ompany and is the 0ie

hairman C Managing ,iretor of Mahindra C Mahindra *td.

8nand began his areer with M4S+- as )@euti5e 8ssistant to the Finane ,iretor.

In #(?(- he was appointed as President and ,eputy Managing ,iretor of M4S+.

8nand has reei5ed se5eral awards- inluding the LKnight of the +rder of MeritL by the

President of the Frenh "epubli and the &%% *eadership 8ward from the 8merian

India Foundation.


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6e ontinues to be in5ol5ed with 6ar5ard and is a o/founder of the 6ar5ard 7usiness

Shool 8ssoiation of India- a member of the 7oard of ,eanLs 8d5isors and of the

8sia Paifi 8d5isory ounil of the 6ar5ard 7usiness Shool. 6e also ser5es on the

8d5isory ommittee of the 6ar5ard 4ni5ersity 8sia entre and on the 6ar5ard

7usiness Shool 8d5isory ounil for the Initiati5e on orporate =o5ernane. 8nand

is the Past President of the onfederation of Indian Industry and of the 8utomoti5e

"esearh 8ssoiation of India. 8nand is the o/hairman of the International ounil

of 8sia Soiety- New Yor!- and o/President of 3he )uro India entre. 6e is also the

Founder hairman of the Mumbai Festi5al- whih was launhed in anuary &%%.

8n alumnus of 6ar5ard ollege- 8nand graduated Magna um *aude 96igh 6onours

in #(22. In #(?#- he reei5ed an M78 degree from the 6ar5ard 7usiness Shool.

Mr8$ineet Na//ar% $ice (hairman% M! = (EO

0ineet is the 0ie hairman C Managing ,iretor of 3eh Mahindra and the

hairman of Mahindra Satyam.

8n aomplished leader- he has led se5eral organi


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In the orporate setor- 0ineet was the founding hairman C Managing ,iretor of

the state owned =as 8uthority of India. 8nd in the Pri5ate Setor- he ser5ed as the

Managing ,iretor of 6* orporation and as the 0ie hairman of 6*

3ehnologies. 6e was also the founder C )+ of 6* Perot Systems.

In addition to his responsibilities at 3eh Mahindra- NayyarAs prinipal diretorships

inlude his ser5ing as a diretor on the boards of 0enturbay onsultants Pri5ate

*imited- Mahindra *ogisoft 7usiness Solutions *imited- 3eh Mahindra 93hailand

*imited- an5asM 3ehnologies *imited- 3eh Mahindra 97ei1ing I3 ser5ies

*imited- Mahindra 6olidays and "esorts India *imited- Mahindra 4nited Borld

ollege of India- Kota! Mahindra +ld Mutual *ife Insurane *imited- 3he =reat

)astern Shipping ompany *imited- 0idya In5estments Pri5ate *imited- 0idya

)duation In5estment Pri5ate *imited- Maurya )duation ompany Pri5ate *imited-

3eh Mahindra 98merias In- 3eh Mahindra =mb6- Mahindra )duation

Foundation- 3eh Mahindra Foundation- 0idya )duation Foundation- 6PS Soial

Belfare Foundation and athedral 0idya 3rust. In addition to his urrent

responsibilities as 0ie/hairman of 3eh Mahindra- he also ser5es as a ,iretor on

the 7oards of =reat )astern Shipping- 7usiness Standard- Kota! *ife Insurane- 3he

Mahindra 4nited Borld ollege of India- 3he Mahindra 6olidays and "esorts India

*td.- and the 3eh Mahindra Foundation.

0ineet holds a MasterAs degree in ,e5elopment )onomis from Billiams ollege-

Massahusetts.

!r8 Ra Redd/% !irector

"a1 "eddy is a Non/)@euti5e Independent ,iretor of the ompany. Presently he is

the Mo


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faulty of the arnegie Mellon 4ni5ersity 4S8 sine #(H(. 6is researh interests

inlude the study of human/omputer interation and artifiial intelligene.

6e has been awarded the *egion of 6onour by President of Frane in #(?' and the

Padma 7hushan by President of India in &%%#.

Hon8 A7ash Pal% !irector

6on. 8!ash Paul is a Non/)@euti5e Independent ,iretor of the ompany. 8!ash

has been with the aparo =roup- a steel and engineering ompany- one of 4KLs

largest pri5ate ompanies. 6e has an interest in eduation and ser5es on the Shool of

engineering- ,eanLs 8d5isory ounil at arnegie/Mellon 4ni5ersity and the ,eanLs

8d5isory ounil at the Sloan Shool of Management- MI3.

6e holds an M78 degree from Massahusetts Institute of 3ehnology and a 7ahelor

of Siene degree in hemial engineering and )onomis from arnegie/Mellon

4ni5ersity.

Ni6el ta66% !irector

Nigel Stagg began his areer with 73 in #(2(- holding a number of mar!eting and

purhasing positions in the early part of his 73 areer- beoming =eneral Manager for

onsumer Produts in #(( O a post he held for fi5e years.

Following that- Nigel spent two years as ,iretor of 73 "etail Produt Management.

3his was followed by two years as hief )@euti5e +ffier of 73 onferening-


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during whih time 73 onferening reei5ed two Frost C Sulli5an 8wards for 7est

Pratie.

In anuary &%%H- he was appointed the role of Managing ,iretor for 73 )nterprises-

where he has o5erall responsibility for si@ standalone business units inluding

Payphones- )@pedite- redare- onferening- ,iretories and dabs.om. 6e led the

team responsible for the aquisition of dabs.om in 8pril &%%H.

Nigel was appointed Managing ,iretor- ustomer Ser5ie on # May &%%? and has

been responsible for dri5ing signifiant impro5ements to the ustomer e@periene

while reduing osts and inreasing the fous on quality and one ontat resolution.

Nigel was appointed Managing ,iretor- 73 7usiness on & No5ember &%%(.

Mr8Anpam Pri% !irector

8nupam Puri is Non/)@euti5e Independent ,iretor of the ompany. 8nupam was a

management onsultant with MKinsey for $% years- wor!ing with ompanies-

go5ernments and multilateral agenies on strategy and organi


27/84

also on the 7oard of =o5ernors of the Mahindra 4nited Borld ollege of India and

Indian Institute of Management- Ko


28/84

a entre of e@ellene whih brought together the teams managing "e5enue- Margin-

Sales and 0olume analysis aross the group.

6e oined 73 in &%%$ from *e5el $ where he had held a number of posts inluding

F, for the =lobal Networ! di5ision and F, 8ounting C "eporting for the

International ,i5ision. Pre5ious ompanies he wor!ed for inlude 3elewest and

4tility able.

Mr8#lhas N8 "ar6op% !irector

4lhas N. Yargop is a Non/)@euti5e ,iretor of the ompany. 4lhas 1oined the

Mahindra C Mahindra =roup in #((& as =eneral Manager / orporate Planning. 6e

later mo5ed to the 8utomoti5e Setor as =eneral Manager / produt Planning- and

was responsible for the produt management funtion for automoti5e produts. In

#(('- he was appointed as =eneral Manager- Mahindra/Ford Pro1et- and led the

Mahindra C Mahindra team wor!ing on the 1oint 5enture pro1et with Ford Motor

ompany. In #((H- he was appointed as 3reasurer and assumed responsibility for

orporate Finane. Sine #(((- 4lhas has been President O teleom C Software

Setor and a member of the =roup Management 7oard.

6e holds a 7ahelorAs degree in 3ehnology from the Indian Institute of 3ehnology-

hennai and an M78 degree from the 6ar5ard 7usiness Shool.

Mr.Paul Tu!erman- ,iretor

Mr. Paul Tu!erman is a non/e@euti5e independent diretor of 3eh Mahindra- is the

hairman and hief )@euti5e +ffier of Tu!erman C 8ssoiates *imited- whih

ad5ises tehnology and life siene related start ups and wor!s with strategi and

5enture apital soures of finane. 6e has obtained a 78 and M8 in )onomis and a

6igher National ,iploma in 8griultural )onomis from 3rinity ollege- ambridge

4ni5ersity. 6e also holds a Ph.,. in 8griultural )onomis from "eading 4ni5ersity-

4nited Kingdom. 6e is an independent diretor on a number of international boards

and was deputy hairman of Iap pl.


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Mr8M8 !amodaran% Non-EectiDe !irector

Mr. ,amodaran is the Non/)@euti5e ,iretor of the ompany. 6e has reently

ompleted his tenure as the hairman of S)7I. 8s hairman- he was instrumental in

setting the pae for appropriate regulation of the seurities mar!et in India. 6is

initiati5es at S)7I ha5e resulted in IndiaAs finanial mar!ets being reogni


30/84

5entures- ollaborations- trademar!s et. and resol5ing issues relating to ommerial

laws- orporate laws inluding ompany law- ban!ing- arbitration law- monopolies-

mergers- ta!eo5ers.

4858< Or6aniation trctre

481 Introdction to the TopicCTitleCPro.lem tdied

Performane appraisal- a human resouresJ ati5ity used to determine the e@tent to

whih the employees are performing the 1ob effeti5ely.

Performane means to do something and 8ppraisal means to deide the 5alue of the

wor! done. Performane appraisal together- means di5iding the 5alue of the wor!

done by an indi5idual. 3herefore- performane appraisal is a proess of reording

assessments- riteria- performane- potential and de5elopmental needs.
http://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Human_resources


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3herefore - performa ne apprais al may be defined as any proedure that

in5ol5es:

#. Setting wor! standards.

&. 8ssessing the employeeAs atual performane relati5e to their standards.

$. Pro5iding feedba! to the employees with the aim of monitoring that person to

eliminate his defiienies and;or ontinue to perform better.

=enerally- appraising the performane of an indi5idual has been !nown as merit

rating. 7ut in reent years- different terminologies ha5e been used to denote this

proess- suh as performane appraisal- performane re5iew- performane e5aluation-

employee appraisal- progress report- personnel re5iew et.

Performane appraisal or merit rating is one of the oldest and most uni5ersal praties

of management. It is an ine5itable proess- where5er men are employed on any !ind

of produti5e wor! in any organi


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performane and the gap between these two. 3his gap should be bridged through

human resoures tehniques li!e training- de5elopment et.

3here is hardly any organi


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3hus- performane appraisal is a proess of estimating or 1udging the 5alue-

e@ellene or qualities of employees in an organi


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If the appraisal is done sientifially and systematially- it will pre5ent grie5anes and

de5elop a sense of onfidene among the wor!ers. 3hus- appraisal helps in reating a

ongenial en5ironment of employer/employee relations.

O.ectiDes of Appraisal

3he o5erall ob1eti5e of performane appraisal is to impro5e organi


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3o ontribute to the employee growth and de5elopment through training- self

and management de5elopment programs.

3o help the superiors to ha5e a proper understanding about their subordinates.

3o guide the 1ob hanges with the help of ontinuous ran!ing.

3o failitate fair and equitable ompensation based on performane.

3o failitate testing and 5alidating seletion tests- inter5iew tehniques

through omparing their sores with performane appraisal ran!s.

3o pro5ide information for ma!ing deisions regarding lay off- retrenhment

et.

3o ensure organi


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Approaches to Performance Appraisal9-

Methods;3ehniques of 8ppraisal

#. 3raditional Methods

&. Modern Methods

Approaches to Performance Appraisal

=enerally spea!ing- three approahes are used in onduting performane appraisal.

3hese are:

48 The 6oal or o.ectiDe approach-3heoretially- this approah is the simplest and

the most satisfying. Bhen there is a goal for the manager/ an ob1eti5e- tas!- norm or

target/in measurable or 5erifiable form- the appraisal proess is simplified to a

quantitati5e omparison of the ahie5ement of the goal or ob1eti5e. 7asially- under

this system- speifi ob1eti5es are established for eah position and they are

appraised o5er a speifi period of time.

58 The trait or traditional approach- 3he trait or traditional approah tends to

appraise people on personality rather than on performane. 3he logi behind thisapproah is the assumption that there are ertain qualities- traits et. present in

e5eryone/ some of them are natural- others aquired and ulti5ated o5er a period of

time. 3he possession of these traits in 5arying measures supplies the basis for

appraisal. 6ene- the sope was limited only to the e@tent of traits and personality in

this approah.

18 The fnctional approach-3his approah to appraisal is based on the thesis that an

employer must sueed as an offier or manager. 6e must be 1udged by how muh

and how well he performs the funtions of his post/ planning- organi


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These are9

9a 3he trait/um/goal approah

9b 3he goal/um/funtional approah

3hese approahes ha5e the ombined features of any two approahes. 3he priniple is

that the goal has to be reahed but through the possession and pratie of ertain

essential traits;qualities and funtions.

METHO!C TE(HNIJ#E O* APPRAIA)

Se5eral methods and tehniques are a5ailable for measurement of the performane of

an employee. 3he methods C sales 5ary for many reasons:

#. 3hey differ in the soures of traits or qualities to be appraised.

&. 3hey differ beause of the different !inds of wor!ers who are being rated.

$. It may be beause of the degree of preision attempted in an e5aluation may

be different.

'. 3hey may differ beause of the methods used to obtain weightings for 5arioustraits.

3here is muh argument on the best method to e5aluate performane. ,ifferent

authors ha5e suggested different approahes. For e@ample- "o! C *ewis

lassifiationG lassifiation by "obbinsG Strauss C Sayles lassifiation system et.

3he most widely used ategori


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Traditional Methods

48 trai6ht Ran7in6 Method/ In this system- the rating of a man in a wor! group is

done against that of another. simplest method of separating the most effiient from the

least effiient. It is relati5ely easy to de5elop and use.

7ut the greatest limitation of this method is that- in pratie it is 5ery diffiult to

ompare a single indi5idual with another. Seondly- the tas! of ran!ing indi5iduals is

diffiult when a large number of persons are rated.

58 Paired (omparison Method-7y this tehnique- eah person is ompared with all

other employees to be e5aluated. 3he e5aluator then he!s the person he or she felt

had been the better of the two on the riterion of o5er all ability to do the present 1ob.

3he number of times a person has been preferred is tallied and the tally de5eloped is

an inde@ of the performanes. 3his method is not suitable for a large group.

18 Man-to-man (omparison Method-7y this method ertain fators are seleted for

the purpose of analysis 9e.g. leadership- dependability- initiati5e and the rater designs

a sale for eah fator. ertain sores for eah fator are awarded to the appraisee.

3his method is used in 1ob e5aluation and is also !nown as the fator omparison

method. It is not muh use- beause the designing of sales is a ompliated tas!.

8 Gradin6 Method-4nder this system- the rater onsiders ertain features and mar!s

them aordingly to a sale. 3he sale may be: 8/outstanding- 7/5ery good- /good

or a5erage- ,/fair- )/poor and F/5ery poor or hopeless. 3he atual performane of an

employee is then ompared with these grade definitions and he is allotted the grade

whih best desribes his performane.


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>8 *orced (hoice !escription Method-It attempts to orret a raterAs tendeny to

gi5e onsistently high or onsistently low ratings to all employees. 4nder this method-

the rating elements are se5eral sets of phrases relating to 1ob profiieny or personal

qualifiations. 3he rater is as!ed to indiate whih of the phrases is most and least

desripti5e of the employee.

?8 *orced !istri.tion Method-3his system is used to eliminate or minimi


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448 Grop Appraisal Method- 4nder this method- an appraisal group rates

employees- onsisting of super5isors who ha5e some !nowledge of their performane.

3he group then disusses the standards of performane for that 1ob- the atual

performane of the 1obholder- and the auses of their partiular le5el of performane

and offers suggestions for future impro5ement- if any. 3his method is 5ery time

onsuming.

458 *ield ReDie: Method-4nder this method- a trainer employee from the personnel

department inter5iews the super5isors to e5aluate his subordinates. 3he super5isor is

required to gi5e his opinion about the progress of his subordinates- the le5el of the

performane of eah subordinate- his wea!nesses- good points- ability et.

3he suess of this system depends upon the ompetene of the inter5iewer. +ne

defet is that it !eeps two management representati5es busy with the appraisal.

Modern Methods

48 Appraisal ./ ResltsC Mana6ement '/ O.ectiDes +M'O,- Management by

ob1eti5es an be desribed as a proess whereby the superior and subordinate

managers of an organi


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181>2 !e6ree Performance Appraisal- Some organi


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WHO O* APPRAIA)

3he whoA of the appraisal is onerned with who should be rated and who should do

the ratingUJ 3he answer to the first query is that all employees of an organi


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3he whatA of the performane appraisal onsists of the qualities and attributes that

should be srutini


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Integrity

apability for assuming responsibility

*e5el of aeptane by subordinates

6onesty and sinerity

3horoughness in 1ob and organiuality of suggestions offered for impro5ement

3he abo5e riteria relate to past performane and beha5iour of an employee. 3here is

also the need for assessing the potential of an employee for future performane-

partiularly when the employee is e@peted to assume greater responsibilities.

WH" O* APPRAIA)

In toda/Ls competitiDe World% the :ord is PER*ORM or PERIH8


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3he whyA of an appraisal is onerned with the purpose that is ser5ed by the proess.

Performane appraisals are essential for the effeti5e management and e5aluation of

staff. 8ppraisals help de5elop indi5iduals- impro5e organi


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3eam roles larifiation and team building.

8ppraisee and manager mutual awareness- understanding and relationship.

"esol5ing onfusions and misunderstandings.

"einforing organi


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3he time of rating should not oinide with the time of salary re5iews- for if the two

our together onstruti5e e5aluation and onsiderations of self/de5elopment will

probably ta!e seond plae to the pressures of pay.

WHERE O* ARPPRAIA)

3he whereA indiates the loation where an employee may be e5aluated. It is usually

done at the plae of wor! or offie of the super5isor. Informal appraisals may ta!e

plae anywhere and e5erywhere- both on/the/1ob in wor! situations and off/the/1ob.

8 suitable 5enue should planned and a5ailable / pri5ate and free from interruptions.

6otel lobbies- publi lounges- anteens et should be a5oided- as pri5ay is absolutely

essential. 8lso planes- trains and automobiles are entirely unsuitable 5enues for

performane appraisals.

"oom layout and seating are important elements to prepare also. *ayout has a huge

influene on the atmosphere and mood- irrespeti5e of ontent. 3he atmosphere and

mood must be rela@ed and informal. 8ll barriers should be remo5ed.

HOW O* APPRAIA)

4nder howA- the ompany must deide what different methods are a5ailable and

whih of these may be used for performane appraisal. +n the basis of the

omparati5e ad5antages and disad5antages it is deided whih method would suit the

purpose best.

+ne this has been done- the proess of appraisal begins. First of all- the appraiser

should ollet all the rele5ant data- reords- reports et of pre5ious performane of the

appraisee and his urrent 1ob profile. 3he appraisee should be informed of the

appraisal well in ad5ane so that he has enough time to ollet the neessary

douments regarding his pre5ious performanes et.

8t the time of the appraisal- the appraiser should be friendly and warm. 6e should try

to put the appraisee at ease- as he may well be terrified. 3he appraiser should try to

resist 1udging the appraisee aording to his own style and approah and instead

pro5ide a good neutral basis for the disussion- free of bias and personal 5iews.


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8n o5erall plan should be agreed with the appraisee- whih should ta!e aount of the

1ob responsibilities- the appraiseeLs areer aspirations- the organi


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8ppraisals are not 1ust about 1ob performane and 1ob s!ills training. 3hey should

fous on helping the Lwhole personL to grow and attain fulfillment.

)imitations of Appraisal

8. Problems with 8ppraisal Methods

7. Fators 8ffeting the 8ppraisal

. )ssentials of a =ood 8ppraisal System

,. )this of 8ppraisal

PRO')EM WITH APPRAIA) METHO!

8 performane appraisal ontains three steps / defining the 1ob- appraising

performane and pro5iding feedba!. Some appraisals fail beause subordinates are

not told ahead of time e@atly what is e@peted of them in terms of good performane.

+thers fail beause of problem with the form or proedure used to atually appraise

the performane. Still other problems arise during the inter5iew/feedba! session-

whih inlude arguing and poor ommuniations.

Problems an our at any stage in the e5aluation proess. Some of the pitfalls to

a5oid in performane appraisal are: /

#. #nclear performance standards9 Bithout standards- there an be no ob1eti5e

e5aluation of results- only a sub1eti5e guess or feeling about performane. Standards

should be established by analy


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58 #se of a.stract :ord9Problems of e5aluation standards might arise beause of the

use of 5ery ommon words for grading- 5i


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and may rate them a5eragesA. Suh a restrition an distort the e5aluations- ma!ing

them less useful for promotion- salary- or ounseling purposes. "an!ing employees

instead of using a graphi rating sale an a5oid this entral tendeny problem.

18 )enienc/ or strictness-Some super5isors ha5e a tendeny to be easy raters and

some others- to be harsh in their ratings. *enient or easy raters assign onsistently

high 5alues or sores to their subordinates and strit or harsh raters gi5e onsistently

low ratings. Stritness;lenieny is not a 5ery ma1or problem.

8 Personal .ias- )5aluatorAs bias toward some employees an influene their

e5aluation. 8n effeti5e training of the e5aluator an remo5e this bias. Mode of

e5aluations and promotions should be e@amined by managers- to he! a possible

disrimination at the time of e5aluation and ma!e amends to redue this bias.


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48 It mst .e easil/ nderstanda.le8 If the system is too omple@ or too time/

onsuming- it may be anhored to the ground by its own weight of ompliated forms

whih nobody but the e@perts understand.

58 The appraisers shold .e 6iDen trainin6.eforehand8 Super5isors responsible for

performane appraisal should be well trained in the art and siene of performane

appraisal to ensure uniformity- onsisteny and reliability.


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18 It mst haDe the spport of all people :ho administer it8

If the line people thin! it is too theoretial- too ambitious- and too unrealisti or that

the management has imposed it on them- they will disli!e it. Similarly- if they feel that

their role is not 5ery important they will not ta!e the system seriously.

8 The s/stem shold .e sfficientl/ 6ronded in the reKirements of the

or6aniation8It should reflet the 5alue system of the organi


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It must help in identifying employeesA strengths and wea!nesses and indiate

orreti5e ations.

38 The s/stem shold .e periodicall/ eDalated to .e sre that it is continin6 to

meet its 6oals. 3his will he! the danger of the riteria of appraisal beoming

sub1eti5e rather than the ob1eti5e. Furthermore- the system may beome rigid in a

tangle of rules and proedures- many of whih are no longer useful.

428 There shold .e proDision for appeals8 3he employees should ha5e the right to

appeal against appraisals to ensure onfidene of the employees and their

assoiation;unions. 3he employees should be gi5en an opportunity to e@press their

feelings on the performane reports.

Ethics of Appraisal

In performane appraisal- the ethis of appraisal should get due onsideration failing

whih many organi


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48 !etermination of prpose; 3he ob1eti5e of the appraisal program may be

weather to appraise the atual performane of indi5iduals on their present 1obs or to

determine the potential of indi5iduals to do higher 1obs or both. Sometimes

performane appraisal programs are assoiated with ob1eti5es li!e training and

de5elopment- transfer and promotion- inrease in pay- et.

58 election and trainin6 of appraiser-In order to a5oid sub1eti5ity in appraisal- it

is ad5isable to gi5e suffiient training to the appraiser. It is also suggested that two

persons should appraise the performane of one man independently- in order to ha5e

ob1eti5e results.

18 Esta.lishin6 standards of performance-3he standards of performane should be

laid down in learly and ommuniated to the subordinates well in ad5ane. 3his will

help the subordinates in understanding the e@petations of the management.

8 *reKenc/ of appraisal-3he frequeny of appraisal should be determined by the

ob1eti5e and sope of performane appraisal.

8 (onDe/in6 of reslts- 3he results of the appraisal whether positi5e or negati5e-

should be on5eyed to the employees in a onsiderate manner. 8lso- ertain steps

should be ta!en based on the findings of the e5aluation- li!e onduting trainings or

pro5iding ounseling- for the de5elopment of the employees et. 3o sum up-

performane appraisal should be an ob1eti5e assessment- balaned on 1udgments and

unbiased e5aluation on the 1ob of any performer by his superior.


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THE EVALUATION PROCESS

THE E$A)#ATION PRO(E

ETA')IH PER*ORMAN(E TAN!AR!

8t the time of designing a 1ob and formulating a 1ob desription- performane

standards are usually de5eloped for the position. 3hese standards should be lear and

not 5ague- and ob1eti5e enough to be understood and measured. 3hese standards

should be disussed to find out whih different fators are to be inorporated- weights

and points to be gi5en to eah fator and these then should be indiated on the

8ppraisal Form- and later on used for appraising the performane of the employees.

(OMM#NI(ATE PER*ORMAN(E EBPE(TATION TO THE EMP)O"EE

3he ne@t step is to ommuniate these standards to the employees- for the employees

left to themsel5es- would find it diffiult to guess what is e@peted of them. 3o ma!e

ommuniation effeti5e feedba! is neessary from the subordinate to the manager.

Satisfatory feedba! ensures that the information ommuniated by the manager has

been reei5ed and understood in the way it was intended.

MEA#RE A(T#A) PER*ORMAN(E

ETA')IH PER*ORMAN(E

TAN!AR!

(OMM#NI(ATE PER*ORMAN(E

EBPE(TATION TO EMP)O"EE

MEA#RE A(T#A) PER*ORMAN(E

PER*ORMAN(E

(OMPARE A(T#A) PER*ORMAN(E WITH

TAN!AR!

!I(# THE APPRAIA) WITH THEEMP)O"EE

IF NECESSAR! INITIATE C"RRECTI#E

ACTI"N


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3o determine what atual performane is- it is neessary to aquire information about

it. Be should be onerned with how we measure and what we measure. Four soures

are frequently used to measure atual performane:

Personal obser5ations

Statistial reports

+ral reports

Britten reports

(OMPARE A(T#A) PER*ORMAN(E WITH TAN!AR!

3he employee is apprised and 1udged of his potential for growth and ad5anement.

8ttempts are made to note de5iations between standard performane and atual

performane.

!I(# THE APPRAIA) WITH THE EMP)O"EE

3he results of appraisal are disussed periodially with the employees- where good

points- wea! points and diffiulties are indiated and disussed so that performane is

impro5ed.

I* NE(EAR"% INITIATE (ORRE(TI$E A(TION9 oahing- ounselling

may be done or speial assignments and pro1ets may be setG persons may be deputed

for formal training ourses- and deision ma!ing responsibilities and authority may be

delegated to the subordinates. 8ttempts may also be made to reommend for salary

inreases or promotions- if these deisions beome plausible in the light of appraisals.

3he details gi5en abo5e may 5ary from organi


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The (entral Tendenc/ Pro.lem

It is the most ommonly found error. It assigns a5erage ratings to all the employees

with a 5iew to a5oiding ommitments or in5ol5ementG or when the rater is in doubt or

has inadequate information or la! of !nowledge about the beha5ior of the employee

or when he does not ha5e muh time at his disposal. Suh tendeny seriously distorts

the e5aluations- ma!ing them most useless for promotion- salary or ounseling

purposes.

imilarit/ Error

3his type of error ours when the e5aluator rates other people in the same way he

perei5es himself. For e@ample- the e5aluator who perei5es himself as aggressi5e

may e5aluate others by loo!ing for aggressi5eness. 3hose who show this

harateristi may be benefited while others may suffer. 3his error also washes out if

the same e5aluator appraises all people in the organi


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(HAPTER- 5

O'0E(TI$E = METHO!O)OG"


60/84

O'0E(TI$E = METHO!O)OG"

5849 O.ectiDe of the std/

3o analyse the e@isting Performane 8ppraisal System in 3eh Mahindra

3o determine whether any hange;modifiation is required in this system in 3eh

Mahindra

3o obtain employees 5iew on performane 8ppraisal in 3eh Mahindra and their

5aluable suggestions on the impro5ement of e@isting system

584849 (OPE O* THE T#!"

3he study with regard to the abo5e ob1eti5e will help 3eh Mahindra- to asertain

whether the e@isting Performane 8ppraisal System is adequate or any hange is

required in this system.

3he study onsists of employees 5iew on performane 8ppraisal in 3eh Mahindra

and their 5aluable suggestions on the impro5ement of e@isting system.


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5859 REEAR(H METHO!O)OG"

8 "esearh Methodology defines the purpose of the researh- how it proeeds- how to

measure progress and what onstitute suess with respet to the ob1eti5es

determined for arrying out the researh study. 3he appropriate researh design

formulated is detailed below.

Eplorator/ research9 this !ind of researh has the primary ob1eti5e of

de5elopment of insights into the problem. It studies the main area where the problem

lies and also tries to e5aluate some appropriate ourses of ation.

3he researh methodology for the present study has been adopted to reflet these

realties and help reah the logial onlusion in an ob1eti5e and sientifi manner.

3he present study ontemplated an e@ploratory researh

REEAR(H !EIGN

3he researh design is the basi framewor!- whih pro5ides guidelines for the rest of

the researh proess. 3he present researh an be said to be e@ploratory. 3he researh

design determines the diretion of the study throughout and the proedures to be

followed. It determines the data olletion method- sampling method- the fieldwor!

and so on.

NAT#RE O* !ATA

PRIMAR" !ATA9 Primary data is basially fresh data olleted diretly

from the target respondentsG it ould be olleted

through >uestionnaire Sur5eys- Inter5iews- Fous

=roup ,isussions )t.

E(ON!AR" !ATA9 Seondary data that is already a5ailable and published

.it ould be internal and e@ternal soure of data. Internal

soure: whih originates from the speifi field or area


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where researh is arried out e.g. publish broahers-

offiial reports et.

EBTERNA) O#R(E9 3his originates outside the field of study li!e boo!s-

periodials- 1ournals- newspapers and the Internet.

!ATA (O))E(TION

Primar/ data9Primary data was seleted from the sample by a self/administrated

questionnaire in presene of the inter5iewer.

AMP)E IE9

3he sur5ey is onduted among #%% respondents

ample Area9 N" ,elhi

ample nit9 )mployees of 3eh Mahindra- these people were requested to

fill in the questionnaires during the lunh inter5als at their

offie premises

econdar/ !ata9 Seondary data has been olleted through 8rtiles- "eports-

ournals- Maga


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ANA)"TI(A) TOO)9

Simple statistial tools ha5e been used in the present study to analy


64/84

(HAPTER ; 1

!ATA ANA)"I = INTERPRETATION


65/84

!ATA ANA)"I AN! INTERPRETATION

TA'#)ATION = ANA)"I O* !ATA

8No8>uestion "esponse

"E NO

#. ,o you ha5e a formal appraisal system in your offieU $? #&

&.,o you thin! that personnel should be appraised

regularlyU'( #

$.Performane appraisal pro5ides an opportunity for self/

re5iew. ,o you agreeU'H '

'. ,o you thin! that both the personnel as well as the

organi


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!ATA ANA)"I

J48 !o /o haDe a formal appraisal s/stem in /or office

Y)S ///////////////////////////////// 2HD

N+/////////////////////////////////// &2D

Interpretation

Ma1ority of the respondents say that they ha5e a formal appraisal system in their

offie.


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J58 !o /o thin7 that personnel shold .e appraised re6larl/

Y)S ///////////////////////////////// (?D

N+/////////////////////////////////// %&D

InterpretationMa1ority of the respondents say that personnel should be appraised regularly.


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J18 Performance appraisal proDides an opportnit/ for self-reDie:8 !o /o

a6ree

Y)S ///////////////////////////////// (&D

N+/////////////////////////////////// %?D

InterpretationMa1ority of the respondents say that performane appraisal pro5ides an opportunity

for self/re5iew.


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J8 !o /o thin7 that .oth the personnel as :ell as the or6aniation are

.enefited from appraisals

Y)S ///////////////////////////////// ('D

N+/////////////////////////////////// %HD

InterpretationMa1ority of the respondents say that both the personnel as well as the organi


70/84

J


71/84

J>8 !oes /or or6aniation condct post-appraisal interDie:s or interactions

Y)S ///////////////////////////////// '%D

N+/////////////////////////////////// H%D

Interpretation

Ma1ority of the respondents say that their organi


72/84

J?8 Are the reslts of the appraisal conDe/ed to /o

Y)S ///////////////////////////////// '%D

N+/////////////////////////////////// H%D

Interpretation

Ma1ority of the respondents say that the results of the appraisal are on5eyed to them.


73/84

J@8 !oes the s/stem proDide trainin6 and deDelopment after appraisal

Y)S ///////////////////////////////// '&D

N+/////////////////////////////////// ?D

Interpretation

Ma1ority of the respondents say that the system does not pro5ide training andde5elopment after appraisal.


74/84

J38 !o /o thin7 that promotions and demotions shold .e 6oDerned ./

appraisal reslts

Y)S ///////////////////////////////// ?%D N+/////////////////////////////////// &%D

Interpretation

Ma1ority of the respondents say that promotions and demotions should be go5erned

by appraisal results.


75/84

J428 Are /o satisfied :ith the present appraisal s/stem in /or or6aniation

Y)S ///////////////////////////////// ?D

N+/////////////////////////////////// '&D

Interpretation

Ma1ority of the respondents say that they are satisfied with the present appraisal

system in their organi


76/84

(HAPTER-

*IN!ING


77/84

*IN!ING

8ppraisal is a sensiti5e as well as a 5ery important issue in any organi


78/84

(HAPTER ;

performance appraisal at tech - mahindra

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