Performance Appraisal of The Employes in Jindal Brother Pvt. Ltd.
Performance Appraisal of The Employes in Jindal Brother Pvt. Ltd.
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PREFACE
Today we are at the doorstep of 21st century competition at various levels is
increasing day by day. New and new developments are taking place these days
in all fields all over India to make the life of the people more comfortable and
luxurious
BBA education brings its students in direct contact with the real corporate world
through industrial training. The BBA program provides its students with an in
depth study of various managerial activities that are performed ion any
organization.
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ACKNOWLEDGE
Firstly we would like to thank almighty GOD, who bestowed upon us this
opportunity for working on this project and generated the capacity to
successfully complete the project
We are extremely indebted to our project mentor Prof. Chandal Pal Singh for
his valuable suggestions and guidance. Which ensured an in-depth learning and
understanding of the concepts. His inputs from past experiences and practical
interpretation of the problem helped us a lot in comprehending the requirements
of the project. This ensured great learning for us. He was always helpful enough
& was always able to take out some time of his busy schedule to guide us in this
project. Lastly we say we are lucky enough that we trained under his!
We would also like to extend our thanks to all the respondents who spared their
valuable time and helped us in filling up the questionnaire by providing the
needed information. Lastly we would like to thanks all of those who have
helped to furnish this research successfully.
Lastly we would like to thank our parents for their moral support and our
friends with whom we shared our day-to-day experience and received lots of
suggestions that improved my quality of work.
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CONTENT
1. PREFACE 2
2. ACKNOWLEDGEMENT 3
3. INTRODUCTION 5-6
4. COMPANY PROFILE 7 - 12
5. OBJECTIVES OF THE STUDY 13
6. RRESEARCH METHODOLOGY 14 - 15
7. LITRATURE REVIEW 16
8. OBJECTIVES OF THE PERFORMANCE APPRASAL 17
9. PRRFORMANCE APPRAISAL MAP 18
10. FINDINGS AND ANALYSIS 19 - 20
11. PERFORMANCE APPRAISAL OF JINDAL 21
BROTHERS
12. SURWAY FINDINGS 22 - 23
13. CONCLUSION AND RECOMMENDATION 24
14. PERIODIC PERFORMANCE APPRAISAL REVIEW 25 - 27
AND PLANNING
15. RECOMMENDATIONS 28
16. QUESTIONNAIRE 29 - 30
17. BIBLIOGRAPHY 31
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INTRODUCTION
sustained success to organizations by improving the performance of the human capital and by
developing the capabilities of teams and individuals within that organization (Armstrong and
Baron, 2000). The process of performance management therefore focuses not only with
‘WHAT’ is produced but, also ‘HOW’ it is produced. It seeks to ensure that what has been
produced is in line with the organization’s needs and these products have been produced in
Performance management can be achieved through many different ways. These include
performance appraisal system and coaching. Performance appraisal system can be described
as a fairly old system of measuring employees’ performance that has been in use in many
organizations. However, Performance appraisal has not brought in the amount of positive
results that was expected of it. Armstrong and Mulis (1994:86) quoted one manager
describing performance appraisal as “a dishonest annual ritual”. The question that arises then
is: “If Managers (the custodians of the system) do not have confidence in their own system,
The meaning of the word “appraisal” is “to fix a price or value for something”. This is used
in finance in terms such as project appraisal or financial appraisal where a value is attached to
a project. Similarly performance appraisal is a process in which one values the employee
relative to the assigned or agreed objectives. The process starts with the supervisor and or
with the subordinate agreeing on specific objectives that need to be met on an agreed time
period. The objectives that are used in the Performance appraisal stem from the main
organizational objectives that are reduced to Departmental goals and now to individual goals.
The performance appraisal system has to be transparent and the employee should be taken
into full confidence. In many cases employees themselves are given a chance to conduct a
and the employee. However the organization must also take care of future potential and not
Normally the immediate supervisor does the appraisal. Some organizations also have a peer
The HR person must also ensure that line managers are properly trained for carrying out the
appraisal including interviewing techniques and on how to give feedback. The managers must
also be trained to look at the cases objectively outside of their personal opinion of the
candidate.
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COMPANY PROFILE
Jindal Brothers Pvt. Ltd. specializes in Design, Engineering, Fabrication and Erection of Pre-
Engineered Metal Building Systems. The Group is well known in the Middle East & India
for the quality of the products and services offered. In 1998, Jindal Brothers Pvt. Ltd started
its journey in India by setting up State of Art manufacturing facility at Manesar, Gurgaon.
Design and Detailing work is carried out by highly skilled Engineers with computed aided
design and drafting facilities at the Company’s Head Office at New Delhi. Their objective is
to deliver cost effective, quality Pre-Engineered Metal Buildings within agreed time
schedules to their Customers. Jindal Brothers Pvt. Ltd. maintains high degree of
professionalism at all levels, a commitment needed to maintain highest possible standards.
Every project is executed with Micro Planning, to achieve the Milestones set out in the
contract. This combined with quality of their products has earned us reputation in the Market
Place. Corporate giants, both National and Multinational, have complimented their strategy of
providing single point responsibility for Supply and Erection with highly motivated and
trained In House Project Management Team to handle projects, whether it is small or big,
simple or complex. More than 500 Pre-Engineered Buildings have been installed across the
length and breadth of their Country. This experience corroborates their claim. Regional /
Area offices across the Country are fully equipped to provide pre-order and post order service
to their valued Customers. Organizational effectiveness depends upon the level of
performance of its employees. Hence the level of performance has to be ensured. Periodic
stock taking of the qualitative state of the man power is of vital importance to an organization
and the organization tries to collect the relevant data through the tool of performance
appraisal reports. Thus performance appraisal is essential for performance effectiveness and
efficiency of the organization and also for carrying out administrative decisions regarding
human resources. The correctness of the decision will depend heavily upon the validity of the
data gathered through appraisal system.
The JINDAL BROTHERS is a relatively an older organization and has been restructuring its
Human Resources Systems and Policies in alignment with the current business environment.
I have therefore taken up this project with an aim to study the existing system of performance
appraisal so that this might help other organizations to follow the same.
Services
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accordance with the Universal standards. A pre-engineered steel building consists of four
roofing/wall cladding and connection fasteners. These components are designed that they are
compatible with each other. The fabrication of these components is carried out in factory
under strict quality control as per detailed shop drawing. These components are transported to
site with proper markings and assembled at site as per erection drawings.
They call this the knowledge Hub, a world class Design & Engineering Office manned with
team of experienced professionals and equipped with latest sophisticated design tools which
distinguishes Jindal Brothers Pvt. Ltd. from others.
Stadd Pro, MBS, AUTOCAD, Primavera, MS Projects are among the few Engineering &
execution tools in use at Jindal Brothers Pvt. Ltd. that delivers the fastest solution at the best
of engineering practices applied in a true international design environment.
The Brain House offers intelligent engineering solutions and supports post order functions
with general arrangement, fabrication and erection drawings. The computerized drafting,
detailing and logic programs enable user friendly details to simplify manufacturing process
and erection methods.
The Jindal Brothers Pvt. Ltd. knowledge archives has vanity of standards and design codes
such as AISC, AISI, MBMA, AWS, UBC, ASCE, IBC, IS and many others to suit
customer’s need of a Pre-Engineered building at any place or country.
The Jindal Brothers Pvt. Ltd.’s consistent efforts in research & development and global
sourcing of material have positioned the Organization as a lead runner in introducing
innovative ideas and products in the market place.
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Manufacturing Facility:
The welding process is as per American Welding Society Standards. (AWS). All
Well defined process on the shop floor ensures smooth flow of material and
productivity.
All major raw materials and bought out items are sourced from a Panel of approved
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Grain Godown
Cafeteria
Dept. Store
Jagdishpur ITC
Grain Godown
Cafeteria
Mandsour ITC
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Grain Godown
Cafeteria
Dept. Store
Amaravati ITC
Dept. Store
Gurgaon SMCC
Chandouli ITC
Daman Enercon
GreenPly Industries
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1. To study the 360 Degree Appraisal systems and evaluate its benefits in context of Jindal
Brothers.
Jindal Brothers.
3. On the basis of what company increase salary and provide training to its employees. And
4. To understand more and more about his role and become clear about his functions.
5. To understand his own strengths and weaknesses with respect to his role and functions of
the company.
7. Provides an opportunity to the employees for self reflection and individual goal setting.
s
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RESEARCH METHODOLOGY
In order to accomplish the objectives of the study, it is essential to articulate the manner in
framework. The research methodology, which follows, is the backbone of the study.
Primary data was collected by questionnaire and interview in the organizations. The
questionnaire comprised of closed and attitude questions. The opinion on existing
Performance Appraisal practices and their affectivity were collected through questionnaire
which was circulated to all the employees at all levels and the results have been analysed on
the basis of agree and disagree. The methodology for collection of data also included
interviews and discussion with the top management of the organization.
Secondary data: It was collected by reviewing different literatures, from published books,
management journals, articles published by the other researchers on 360 Degree Appraisal.
Sampling:
The total sample size for this project was 100 employees at Jindal Brothers.
The information collected through above methods has been tabulated, analysed and
interpreted. Finally an overall assessment of the contribution of top management, supervisory
staff has been made towards improving the effectiveness of the organization.
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TYPES OF RESEARCH
Research methodology is a way to systematic solve the Research Problem. It is a procedure,
which is followed step by step to solve a particular research problem.
Explorative Research:
To gain familiarity with phenomenon or to achieve an insight into it.
Descriptive Research:
To poetry accurately the characteristics of the particular individual situation or a group.
Diagnostic Research:
To determine the frequency with which something occurs or with which it is associated with
something else.
LITERATURE REVIEW
Organizations exist to achieve goals. Goals are only met when individual employees efforts
matches with policy of the organization and thus bringing out success and effectiveness. The
assessment of how successful employees have been at meeting their individual goals
therefore becomes a critical part of HRM and here comes Performance Appraisal System.
Is an organizational necessity
There are mainly two purposes for which performance appraisal is used by an organization:
(1) To improve the work performance of employees by helping them realize and use their full
potential in carrying out the firm’s missions; and
(1) To provide information to employees for use in making work related decisions,
1) Appraisals provide feedback to employees and thereby serve as vehicle for personal or
career development because feedback provides:
Reassurance that they are contributing and doing the right thing
3) Once the development needs of employees are identified appraisals can help establish
objectives for training programmes. Thus evaluations provide a basis for changing
performance plans, including objectives and standards of behaviors as business plans and
conditions change.
The rationale for differential treatment of employees needs to be consistent with company’s
values, philosophy and strategy. It also needs to be balanced with the desire for
collaboration, rather than competition and conflict, sought in TQM
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1- Jindal Brothers is a young, dynamic organization and is going strong on the stock
market.
and in order to keep it with the pace of the environment it believes in constant up
gradation of courses. Organization structure and design of the company is such that it
3- Jindal Brothers has a matrix kind of a structure wherein it takes the form of
combination of structures. Matrix structures are adopted became there is more than
involvement in strategies. Although at times the company faces high risk of dilution
Line Organization
It is the traditional type of organization. It refers to a direct chain of command from top to
bottom. In the line organization the lines of direction are straight and vertical. Authority and
responsibility flow vertically in an unbroken straight line from one level to another. Every
superior has complete command over his subordinate and every subordinate has to report his
work to only the senior or to the level above his own level.
Staff Organization
Personal Staff:
employed to carry out those responsibilities of an executive, which he cannot or does not
Specialized Staff:
It consists of specialists in different functional areas e.g. personnel, accounting, legal and
public relations etc. A specialized staff department serves as a fountainhead of expertise for
General Staff:
It includes a group of experts attached to the central office and it provides general advice
Complaint Handling
As part of the process for capturing customer complaints and acting on them, Jindal Brothers
has procedures that ensure that each customer complaint is captured, recorded and reported as
part of a formal review system. The process includes related activities such as escalation of a
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While on the job, performance reviews of every employee are done every quarter. The
reviews are done with a view to helping the individual excel at his/her workplace. In case
there are any training requirements, these are noted and acted upon in the coming quarter.
Also, the goals and objectives for the employee are re-visited for
The performance appraisal mechanism is carried out at Jindal Brothers for promotional
purposes
These are done so as to motivate the employee and improve his performance level. The
method is as follows:
d) After measuring of the actual performance, the same is compared with the standards
set
f) And finally, if need arises corrective action is initiated. For this purpose the corrective
departmental heads at all the Jindal Brothers. It is then measured as a tool to evaluate
SURVEY FINDINGS
In this section, basic data for a group of 100 employees from lower, middle, senior and top
Frequency and frequency percent scores were computed for each of the groups of the entire
selected variable.
Through the questionnaire it was found that promotions were and known to most of the top
and senior management while middle and lower management were a bit not clear about it.
This could be attributed to the fact that senior and top management were more involved in
decision making and policy formulation than are the middle and lower management.
Same reason could be attributed to the fact that code 1 managers were absolutely clear of
what was expected out of them every year, whereas 50% senior management ware clear or
partly clear about the same and the about 20% of middle management were not clear about it
and still further, the 71% of lower management was not aware of what was expected out of
85% of code 4 employees said that they could express their reason of failure. The responses
of 50% of Middle Managers were bit favorable whereas 100% senior management also
thought that they did not get the opportunity to express their cause of failure. The 60% of top
management were portly able to express their cause of failure. This may be because the
appraisal system is more of less performance based and human factor is by and large
overlook. Whereas, at the lower levels of the organization, performance can be quantified,
and the managers are made accountable at the higher echelons the tasks are too complex and
therefore cannot be assessed on the basis of quantified performance and therefore the top and
senior management believed that the promotions are also for motivation whereas the attitude
wanes as the level of hierarchy goes up. This is probably because of the appraisal of
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performance based on the quantity or results. If the employee’s output is good of better they
get promotions and also get motivation to achieve better performance. At the higher levels
the results are more of subjective nature therefore promotions does not accrue on the basis of
The organization believed that self appraisal is the best for managers and above.
is essential.
The performance of the employees is not regularly monitor and the required feedback is
provided to the subordinates from time to time. The appraisals are conducted at fixed
intervals. The organization believes in using appraisal for rewarding and increments.
There was a neither formal nor informal discussion on job specification and tasks to be
There was no formal performance appraisal taking place till now in the organization. There
fore, there were no written records of such activity in the personal files of the employees.
However people were being appraised informally by the superiors and got promoted or
incremented accordingly.
It would not be wrong to say that interpersonal relations and personal biases (i.e. liking and
The management is in the process of restructuring and developing such policy in the
organization
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1. This company proves that a major amount of work towards developing an effective
and efficient performance appraisal system has not been accomplished to the fullest.
2. It seems that the organization is genuinely interested in improving the efficiency and
utility of performance appraisal system to succeed in today’s dynamic environment; t
The appraisal system should be more sensitive and responsive to current competitive
environment. This is possible through making the organization.
Cost effective
Technology oriented
People oriented
Focused towards values and culture that would help unbottle hidden talent.
Conducting training workshops for appraisers to remove biases and errors in appraisal.
The work done towards modifying and developing performance appraisal systems, time to
time should be continued.
Individual rewards should be delinked with the PA system. The focus should shift to team
rewards. To recognize individual excellence, the team rewards. To recognize individual
excellence, the team should recommend rewards to tone up motivation levels in the entire
team.
Good performers should be recognized and rewarded, whereas weak performers need to be
encouraged to become better performers. PA systems when liked with individual rewards and
promotions create more problems than they help in motivating people. They encourage fewer
employees and discourage more. They do not develop the team spirit but rather enhance
interpersonal comparisons and power politics. The focus should be shifted from rewarding
the performance of few to development of performance of many.
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However there is also a need for recognition and rewarding good work. Alternative systems
of rewarding with multiple reward/recognition mechanism are needed. But these systems
should be separated from other systems (like career planning).
Role of HRD
HRD should develop relevant competencies and work through empowering the line
managers.
HRD should facilitate the development of behavioral, managerial and technical (multi
functional) competencies in line managers.
“Role analysis” should find a place in Jindal Brothers “role directories should be
published with key functions for each role.
person has done and how has he done. The nature of Performance appraisal and its
effectiveness depends a great deal on how human resources in the organization are viewed
and treated. People are to be treated as resources of the organization. Unlike the other
resources, the human resources have the capability of expanding to unlimited extents with
understand the nature and capabilities required to perform different functions as well as the
These capabilities can be considered to fall under four categories. They are:-
The extents to which the various capabilities are required for the performance of the job
Performance appraisal system can serve the following purposes if designed properly
(a) Help each employee to understand more and more about his role and become clear about
his functions.
(a) Helps each employee to understand his own strengths and weaknesses with respect to his
(a) Provides an opportunity to the employees for self reflection and individual goal setting
(a) Helps in preparing employees for performing at high levels by continuously enforcing the
required qualities.
RECOMMENDATIONS
1. The company should try to avoid employee resistance, which is associated with
change worlds true change follows instance. This for all kinds of systems be it
Performance Appraisal.
3. Being in the field of it improve the frequency of the trading modules and workshops.
4. More stress relieving packages should be offered to the mentally stressed staff.
SAMPLE QUESTIONNANIRE
1. In your company, the key competencies required for each job are already identified.
a) Very true b) true
c) Partly true d) not true
2. There are mechanisms that help employees develop their potential for the next rung
of job.
a) very true b)true
c) partly true d) not true
3. Employees regularly receive feedback about their potential for higher level jobs
a) very true b)true
c) partly true d) not true
4. Job rotation is practiced widely to help people develop their potential in new areas.
a) very true b)true
c) partly true d) not true
5. Your company’s promotion policies are clearly defined and shared with all
employees.
a) very true b)true
c) partly true d) not true
7. The appraisal system gives each appraisee an idea of what is expected of him next
year?
a) very true b)true
c) partly true d) not true
8. It is designed to aid the appraisee and appraisers jointly understand the former’s
job?
a) very true b)true
c) partly true d) not true
9. The performance appraisal provides an opportunity for self review and reflection?
a) very true b)true
c) partly true d) not true
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10. The appraisal procedure allows the appraisee to express his developmental needs?
a) very true b)true
c) partly true d) not true
11. The system has scope to correct the biases of the assessor through a super review?
a) very true b)true
c) partly true d) not true
12. The appraisal system provides for a frank discussion between appraiser and
appraisee?
a) very true b)true
c) partly true d) not true
13. The procedure allows for the communication of CEO‘s goal to the workforce?
a) very true b)true
c) partly true d) not true
14. The appraisal system brings out the training needs of the employees.
a) very true b)true
c) partly true d) not true
15. The performance appraisal system clarifies the career prospects, aspirations and
intentions.
a) very true b)true
c) partly true d) not true
16. The appraisal system provides a rational basis for salary recommendations.
a) very true b)true
c) partly true d) not true
18. What kind of an appraisal system will bring out the best of an employee?
a) appraisal by all superiors b) appraisal by immediate superior
c) appraisal by reference team c) appraisal by reference team and self.
sss
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BIBLIOGRAPHY-
C.R KOTHARI
C.B GUPTA
INTERNET