CHAPTER 1

INDUSTRY SCENARIO

The Aditya Birla Group is India’s first truly multinational corporation. Global
in vision, rooted in values, the group is driven by a performance ethic pegged
on value creation for its multiple stakeholders. A US$ 24 billion conglomerate,
with a market capitalization of US$ 31.5billion.
It is anchored by an extraordinary force of 100,000 employees belonging to
over 25 different nationalities.
Its 100 state-of-the-art manufacturing units and sectoral services span 20
countries –India, Thailand, USA, UK, Germany,Hungary,Brajil,Egypt and
laos,Indonesia, Philippines, Brazil, Italy, France, Australia, Korea, China,
Switezerland, Luxembourg & Malayasia.
A premium global conglomerate, the Aditya Birla Group is a dominant player
in all of the sectors in which it operates.
Among these are viscose staple fibre, metals, cement, viscose filament yarn,
branded apparel, carbon black, chemicals, fertilizers, insulators, financial
services, telecom, retail, BPO & IT services.
The group has been adjusted the best employer in India and among the top 20
in Asia by the Hewitt-Economic Times and wall street journal study 2007.
 The world no. 1 in viscose staple fiber.
 The world largest single location palm oil production.
 Asia's largest integrated Aluminum producer.
 A globally competitive, fast growing copper producer.
 The world's third largest producer of insulators.
 Globally the 4th largest producer of carbon black.
 The world's 8th largest producer of cement and the largest in a
single geography.
 India's premier branded garments player. Among India's most
energy efficient private sector fertilizer plants.
 India's second largest producer of viscose filament yarn.

1
 ABOUT ADITYA BIRLA GROUP
ORGANIZATION STRUCTURE
Aditya Cement is a Unit of Grasim Industries limited a flagship company of
the Aditya Birla Group rank among India's largest private sector
companies, with a consolidated net profit of Rs.20billion (FY2007)

BOARD OF DIRECTORS

Mr. Kumarmanglam Birla, Chairman

Mrs. Rajshree Birla
Mr. M.L. Apte
Mr. B.V. Bhargava
Mr. R.C. Bhargava
Mr. Cyril Shroff
Mr. S.G. Subhramanyam
Mr. Shailendra Jain
Mr. D D Rathi
(Whole-time Director & CFO)

Business Heads Company Secretary

Mr. Shailendra Jain, Viscous Staple Fiber Mr. Ashok Malu

Mr. Sourabh Mishra, Cement
Mr. Ravi Kastiya, Sponge Iron

Mr. Vikram Rao, Textile Fabric

Mr. K.K. Maheshwari, Chemicals

Globally the Group is:

 A metals powerhouse, among the word’s most cost-efficient aluminum

and copper producers. Hindalco from its fold is a Fortune 500
company.it is also the largest aluminium rolling company and one of the

2
 3 biggest producers of primary aluminium in Asia, with the largest
single location copper smelter.
 No. 1 in viscose staple fibre.
 The 4th largest producer of carbon black.
 The 4th largest producer of insulators.
 Among the best energy efficient fertilizer plants.
 Among the world’s top 15 and among India’s top 3 BPO companies.

In India, the Group is:

 A premier branded garment player.
 The 2nd largest player in cement.
 The 2nd largest player in viscose filament yarn.
 The 2nd largest in the chlor-alkali sector.
 Among the top 5 mobile telephony companies.
 A leading player in Life Insurance and asset Management.
 Among the top 3 super-market chains in the retail.
The Group has also made successful forays in to the IT (information
technology0 and BPO (business process outsourcing) sectors.

1.1.2. BEYOND BUSINESS:

The Aditya Birla Group believes in the trusteeship concept of
management.
It is the specialty of the group that is profits are used in to meaningful
welfare-driven initiative.
These all activities are carried out under the Aditya Birla Center for community
Initiative and rural development.

3
OUR MANUFACTURING OPERATIONS ARE SPREAD OVER
TWENTY COUNTRIES:

India Philippines Chaina Hungary Luxembour

g
Thailand Egypt USA Brazil Switzerland
Laos Canada UK Itly Malaysia
Indoneshia Australia Germany France Koria

Group Business –at a Glance:

 Non-ferrous Metals
 Cement-gray & white
 Textiles (pulp,fibre,yarn,fabric,apparel)
 Chemicals
 Agribusiness
 Carbon Black
 Wind Power
 Sponge iron
 Insulators
 Telecommunications
 Financial Services
 IT & BPO
 Retail

The Aditya Birla Group:

 Works in 3700 villages.
 Reaches out to 7 million people annually through the Aditya Birla
Centre for community initiatives and rural development, spearheaded
by Mrs.Rajashree Birla.
 Focuses on health-care, education, sustainable, livelihood
infrastructure and espousing social causes.
 Run 45 Schools and 18 Hospitals.
 Transcends the conventional barriers of business to send out a message
that “We Care”.

4
Group Companies at a Glance-India
 Grasim
 Hindalco
 Aditya Birla Nuvo
 Essel Mining
 Aditya Birla Retail Ltd.
 Birla-Sun Life Joint Ventures
 Tanfac Industries
 Aditya Birla Grasun Chemicals Ltd.
 Birla jingwei Fibres Company Ltd.
 Hindalco-Almex Aerospace Ltd.
Recent Accolades:
 Ranked as the best investor relations company building materials in Asia
by institutional investors magazine.
 Ranked 2nd for best corporate Governance practices in Asia-pacific by
IR global rankings. Also ranked best company in corporate governance
practices in basic materials industry, globally.
 The CII –Leadership & Excellence Award in safety, Health &
environment presented to staple fibre division, Nagda.
 The Asian Corporate Social responsibility Award presented to staple
fibre division, Nagda.
 The 2004 Stockholm industry water award presented to staple fibre
division, Nagda.
 National award for Quality Excellence in Indian Cement Industry
presented to grasim Cement, Raipur.

5
 INTRODUCTION OF ADITYA CEMENT, ADITYAPURAM
INDUSTRIAL PORTFOLIO
Aditya Cement, it was established in March 1995, which is one of the latest
cement division of Grasim Industries Ltd. It is a record of Aditya Cement that
they produce 1Million tones per annum cement unit. This record is completed
in 22 months from the beginning.
This plant is located at Shambhupura (Adityapuram) in Chittorgarh district
of Rajasthan. It is 18 km far from Chittorgarh railway station. This plant has
Above 700 manpower for manufacturing the cement.
In Recent there are one more cement plant has been established in
Adityapuram.For manufacturing the Aditya cement. It is established in 2008.
And there are changes have been occurred which can be represented as:
Changes in Performance Appraisal System as rating scale this process is
converted, and recent it is based on non-managerial forms (Performance
Appraisal Development Plan) in recent time the Group is adopted a new
strategy, which is “POORNTA”.
In Aditya Cement there are lot many modern equipments which are supplied by
the world major and renowned Krupp Polusius of Germany and quality control
systems by Gamma Matrix of United States Of America. This plant has already
certified by ISO-9002 and ISO-14001 Certificates. The plant has proximity to
limestone deposits and has an on- line Cross Belt Analyzer to ensure limestone
of consistent quality. Its 82% of power requirements are met through captive
source.
The specialty of Aditya Cement Plant is, it's a World Class Eco-Friendly Plant.
Aditya Cement has adopted the most modern and latest dry process
precalcination technology with sophisticated control instrument from
internationally renowned firm. The entire manufacturing process is made
automatic, using highly sophisticated sate-of-the- arts technology, having on
line process computer with color VDU control panels.

6
 World class
Eco-Friendly Plant-Aditya Cement,Adityapuram.
Aditya cement took the lead in the country for energy conservation by
installing High Pressure Roller Press for raw material and cement grinding and
vertical roller mills imported from the world. This plant has also believed in the
importance of conservation of environment. By this policy of awareness of
environment they installed high efficiency Electrostatic precipitators, Bag
House and Bag filters to keep the environment free from pollution.
Cement Manufacturing Process I n a Small Picture

7
 Cement Manufacturing Process at Aditya Cement
Aditya Cement has adopted the latest technology of manufacture of cement
by dry process with suspension pre heater and precalcination. They have
selected the dry process for the manufacturing of cement because the fuel
consumption in dry process of cement manufacture is less, compared to wet
process.

Raw Material Used

 1.Limestone
 2.Gypsum
 3.Laterite
 4.Brown Ochre
 5.Red Ochre
 6.Coal
(a)Pet coke,(b)Imported coal.
Stage of Manufacturing Process
 Mining & Crushing :Lime stone (LS) is quarried with the help of
computerized mine planning from the captive mines utilizing the latest air deck
blasting system and crushed in the impactor (L & T make, type: 1882 with
Heating Equipment to size of maximum 75 mm from 1000 mm.
 Transportation & Storage: Crushed LS is transported to a
homogenizing stockpile where it is stacked in as many layers as is possible by a
stacker. Cross Belt Analyzer (CBA) analyses the chemical composition of
entire population material that is being transported thus reducing the sampling
errors.

8
 Size Reduction: Crushed Lime stone is mixed in desired proportion
with additives as per requirement of raw mix design, with help of weigh
feeders and fed to vertical roller mill. Feed materials are ground to a size of 20-
22% on 90 Microns sieve in the mill to facilitate easy burning conditions at
clinker station process.
 Storage & Blending :The raw meal is further homogenized the CF silo
of 22 meter dia., 49 meter height, with 20,000 ton storage capacity, which has a
blending effect of 10:1.
 Pyro Processing :Kiln feed is extracted from the blending silo and fed
to the six stage preheated cyclones with in-line pre-calcinatory through bucket
elevator and air slide and is finally burnt in a Rotary Kiln, 65 meter long and
4.4 meter diameter, at a temperature of 1450-1500 Degree C. The product
from the Kiln will be brownish black in color and with the maximum size of 40
mm clinker granules.
 Cooling: The hot clinker leaving the Kiln is cooled in a static grate
cooler where 10 Nos. of fans are discharging air to different grates for cooling
the clinker. Clinker crushed reduces the clinker lumps to small size and is
transported to a clinker stock pile by deep bucket conveyors.
 Clinker Grinding: Clinker and gypsum are added in the desired
proportion respective weigh feeders and transported by belt conveying system
in to the POLYCOM (a high pressure grinding roll). From the polycom, the
ground material is fed to high efficiency separator then to a single compartment
Ball mill, running on single shaft.
Along with OPC, blended cement is also being manufactured under the brand
name of BIRLA PLUS. Also super fine cement is being made under the brand
name 53-S, which is used, for making Railway sleepers.

9
 ORGANIZATION CHART OF ADITYA CEMENT –
SHAMBHUPURA

Unit Head

FH-Mines. FH.Technical FH HR FH Comm.

FH CPP HOD QC-DC

SH Safety HOD IT

HOD
HR
HOD HOD HOD.Mech.
Ope’n TPP HOD
Acct.
HOD ER

HOD Electrical

HODAdmin/
Sec/CSR
HOD
HOD Sqn.Ldr. Material
DG
DOD
Maint
HOD Instl.

HOD Process

HOD Project

HOD TS/WCM

HOD Pkg Plant

HOD Civill

10
 CHAPTER 2
PERFORMANCE APPRAISAL:

Introduction:
Performance evaluation or performance appraisal is the process of
assessing the performance and progress of an employee or of a group of
employees on a group of employee on a given job and his potential for future
development. It consists of all formal procedures used in working organizations
to evaluate personalities, contributions and potentials of employees.
Performance Appraisal is the systematic, periodic and an impartial rating of
an employee’s excellence in matters pertaining to his present job and his
potential for a better job. It is the process of obtaining, analyzing and recording
information about the relative worth of an employee.
Performance Appraisal and merit rating are used synonymously, but strictly
speaking performance appraisal is a wider term then merit-rating. In merit
rating the focus is on judging the caliber of an employee so as to decide salary
increment.
It is designed primarily to cover rank and file personnel.
On the other hand, Performance Appraisal focuses on the performance and
future potential of the employees. Its aim is not simply to decide salary
increments but to develop a rational basis for personnel decisions. Merit rating
measures what the person is (traits) whereas performance appraisal measures
what the person does (performance).

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 Objectives of Performance appraisal
The objectives of performance appraisal could be either for evaluation
(judgmental) or development (helping). These are as follows:
 To assess the ability of the individual to make the best use of his talent in
the present job.
 To find out areas of weakness in order to develop him for improving his
performance.
 To provide a valid database for personnel decisions concerning placements,
pay, promotion, transfer, punishment, etc.
 To diagnose the strength and weakness of individuals so as to identify
further training needs.
 To provide data for the business in connection with managerial resources
and manpower planning.
 To establish whether the individual is making his maximum contribution to
the company within the parameters of his job.
 To provide coaching, counseling, career planning and motivation to
subordinates.
 To develop positive superior-subordinate relations.
 To test the effectiveness of recruitment, selection and induction
programmes.
 To aid the superior in his conference with an employee when trying to get
him to overcome weaknesses.
 To facilitate research in human resources management.
Importance of Performance Appraisal
Performance Appraisal is method of evaluation the behaviour of employees in
the work spot, normally including both the quantitative and qualitative aspects
of performance. It is a systematic and objective way of evaluating both work-
related behaviour and potential of employees. It is a process that involves
determining communicating to an employee how he or she is performing the
job and ideally establishing a plan of improvement.

12
Some common applications of performance appraisal are given below:
Performance appraisal provides valuable information for personnel
decisions such as pay increases, promotions, demotions, transfers and
terminations. Management gets an objective basis for discussing salary
increases and promotions with the staff. Thus, Performance appraisal serves as
the basis of suitable personnel policies.
It helps to judge the effectiveness of recruitment, selection, placement and
orientation systems of the organization.
It is useful in analysing training and development needs. These needs can
be assessed because performance appraisal reveals people who require further
training to remove their weaknesses. It also identifies individuals with high
potential who can be groomed up for higher positions.
Performance appraisal can be used to improve performance through
appropriate feedback, working and counselling to employees. It serves as a
mean of telling a subordinate how he is doing and suggesting necessary
changes in his knowledge behaviour and attitude, It serves to stimulate and
guide employee’s development.
Performance appraisal facilitates human resources planning, career planning
and succession planning.
It promoted a positive work environment which contributes to productivity.
When achievement are recognized and rewarded on the basis of objectives
performance measures, there is improvement in work environment.

Systematic appraisal of performance helps to develop confidence among

employees. Appraisal records protect management charges of discrimination
levelled by trade union leaders. Employee grievances can be reduced.

13
 The Process of Performance Appraisal
The term appraisal means evaluation of the performance of employees. Evaluation of
employees’ performance or potential provides data about past, present and expected
performance so that appropriate decisions can be made. Systematic, formalized
appraisals of an employee are likely to occurs at regular intervals throughout the
history of one’s employment in an organization performance Appraisal assists
mangers in making decisions about differential treatment to be accorded to individual
employees in salary administration, promotion, transfer, performance planning,
training, counseling, discipline an other matters to enhance the attainment of
organizational goals.
The performance appraisal process follows a set pattern and it consists of the
following steps:
 1. Establishing Performance Standards: The appraisal process begins with
the establishment of performance standards. These are developed with the help
of job description. These should be clear and objective to understand. The
performance standards are the expectations a manager has in term of work
performance by his subordinates. These standards should be discussed with the
superiors. These should be indicated on the appraisal form. Performance
standards are commonly based on individuals’ traits, cost-related outcomes,
and behavioural quality, honesty, teamwork, job knowledge, adaptability,
judgement, sense of responsibility, initiative, leadership quality, learning
ability, safety consciousness, etc. In fact, performance standards will depend
upon the objectives of the appraisal.
 2. Communicating the Standards: Once Performance standards
are established, it is necessary to communicate and explain these expectations
to the employees. The standards should be conveyed to evaluators. It is not the
part of the employee’s job to guess what is expected of them. The reactions of
employees to the performance standards should also be noted. These should be
revised or modified in the light of feedback obtained from the employees and
evaluators.

14
 3. Measuring Actual Performance: The third step in the appraisal process is
the measurement of performance. We should be concerned with how we
measures and what we measures. This requires choosing the right method of
measurement. The information regarding actual performance of the employees
is then acquired by personal observation or reports which may be oral or
statistical. DeCenzo & Robbins state, “What we measure is probably more
critical to the evaluation process than how we measure, since the selection of
wrong criteria can result in serious negative consequences.”

 Comparing Actual Performance with standards: Actual performance is

compared with the predetermined performance standards. Such comparison
will reveal the deviations between the two. Positive deviation will take place
when the actual performance exceeds the standards. But when actual
performance is below the standard performance, it represents negative
deviation.
 Discussing the Appraisal: The results of appraisal should be
communicated to the subordinated so that they know their good as well as
weak points. Thus, employees will be motivated to improve themselves. Much
depends on how the appraisal feedback is presented and discussed with the
employees.
 Taking Corrective Action : The final step in the appraisal is the initiation of
corrective when necessary. Corrective action can be of two types. One is
immediate and deals with symptoms. It is “putting out fires”. It corrects
something right now and gets things back on track. The action is basis and
deals with causes. This corrective action gets to the source of deviation and
seeks to adjust the difference permanently. Performance deviated. Training,
coaching, counselling, etc. is examples of corrective actions that help to
improve performance. Good managers take action as the situation demands.

15
 1.Setting-performance standards

Performance
6.Taking corrective 2.Communiating
actions
Appraisal standards
Process

5.Discussing result 3.Measuring performance

4.Compring-with
standards

Methods of Performance Appraisal

The methods of performance appraisal may be classified into three categories,
as shown in figure;
Performance Appraisal Methods

Traditional Methods modern Methods

1. Confidential Report 1. Assessment Centre
2. Free Form or Essay 2. Human Resource Accounting
3. Straight Ranking 3. Behaviourally Anchored
4. Paired Comparisons Rating Scales
5. Forced Distribution 4. Appraisal through MBO
6. Graphic Rating Scales
7. Checklist Method
8. Critical Incident
9. Group Appraisal
10. Field Review

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 The Difference between Performance Appraisal &
Performance Management

Performance management is a widely used & sometimes abused term. Some

organizations use it in a narrow sense refers to ‘performance appraisal’ or
‘performance related pay’ in these organizations the performance management
arrangements are focused around the appraisal meeting and the financial pay-
out.

Traditional approaches to performance appraisal have been criticized for being

a system of bureaucratic or management control that demands compliance.
Appraisal implies that rewards & progress are in the hands of a single superior
& subjective process.

In contrast, the concept of performance management is based on approaches

that aim to overcome these negative by emphasizing the performance
management is a continuous & forward-looking process of building
performance culture in which managers and employees work together in
partnership. It is a joint process in which top-down appraisals no longer have a
part. In most cases, the principal outcome of any formal review is a personal
development plan that aims to provide opportunities for learning & experience
that will not only improve performance but will also enhance potential &
employee.

17
 “Performance Management is a partnership between organization &
employee.”

The Organizations;
 Defines mission, values, strategies & goals.
 Defines roles, standards, capability requirements & performance
measures.
 Monitors organizational, team & individual performance.
 Develops teams & individual performance supports self-
managed learning.
The Individuals;
 Understands & agrees objectives.
 Understands & agrees roles, standard capability requirements &
measures.
 Monitors own performance.
 Develops own performance (self-managed learning).

“Setting up appraisal system in a vacuum adds no value….(rating

the right content for the conversation is an essential part of
successful performance management….We have to develop &
implement arrange of strategies across the organization which
enable excellent performance from the employees.”

PERFORMANCE APPRAISAL IN ADITYA CEMENT

18
Performance appraisal is the systematic, orderly and objectively procedure in
order to evaluate current performance of an individual. The main objective of
performance appraisal is to acquaint the appraiser with the appraisal system
vis-à-vis appraisal forms, rating scale, appraisal factor and the basic guideline
while appraising performance. It aims at developing the Human resources
through identifying their strength and weaknesses.
Appraisal System according to Aditya Cement

Performance Appraisal System is a method of evaluating the behavior of

employees in the work spot, normally including both the quantitative and
qualitative aspect of job performance. It is a systematically and objective way
of evaluating both work-related behavior and potential of employees. It is
process that involve determine and communication to and employee how
he/she is performing the job and ideally, establishing a plan of improvement
In other words performance appraisal system is a systematically, orderly and
objective method of evaluating current performance of the employee in an
organization.
Objectives of Performance Appraisal in Aditya Cement
Performance Appraisal could be taken either for evaluating the performance of
employee or for developing them. There are two types of evaluation that are
telling the employee where he stand means what is the current position of
employees in the organization and using the data for personal decision
concerning pay, promotion, transfer etc. So the Performance Appraisal is aimed
at achieving: -
 The main objective behind appraisal is it create and to nourish a
performance oriented and learning culture.
 It provides a sense of dedication and challenges to employees and their
teams through.
 Role clarity is important point of objectives that how an appraisee know
about his role in organization.
 It enables the appraise plan and reviews his performance through a
participatory process.

19
 Appraisal system establishes a linkage between performance and
reward. According to this objective it improves or he/ she is in very
good performance so that naturally he/she will get reward. And once get
reward than definitely he will try to improve his performance as best as
possible.
 Appraisal system establishes or facilitates a planned process of
management growth and development
 It aims to establish an organizational environment where superior
performance permeates every aspect or the Aditya Birla Group
employee's professional life.
 It creates a culture that empires and empower every individual to
contribute his/her best in building the business and the organization
through self-development and provide opportunities to recognize and
develop achievers.
 Performance Appraisal also develops and optimizes Human Resources.
 Performance Appraisal is biased on the belief that clarity of goals and
objective setting through a participatory process provides the foundation
for “Superior Performance".
 It believes that every individual is capable of setting objectives and
assessing one own performance. It underlines introspection as a means
of-Growth.

Performance Appraisal Process in Aditya Cement

20
The Performance Appraisal process of Aditya Cement is consists of a series of
steps. Each step focuses a specific trait through which an individual’s
performance is appraised.
The Performance Appraisal process is given in the form of a table with the
stipulated dates for the completion of each activity.

Appraisals in Aditya cement are done in the systematically developed appraisal

forms. All staff employees are appraised by an Appraiser who is the immediate
superior of the person being appraised (Appraisee). The Appraisal is done
against a set of Appraisal Factors and an overall performance rating is indicated
by the Appraiser.
In order to align / modify / review the focus of appraisee's time attention &
resources with the organizational / business needs bi-annual reviews are
conducted to assess the performance of all Managerial Cadre employees.

Performance Appraisal process –Offline

Review Period Month

1st Review April - October
September
2nd Review October - March March

Appraisal Review

Performance Appraisal of all employees is further examined by a Reviewer

who is the immediate superior of the Appraiser. The Reviewer carefully
scrutinizes the Appraisal Form. If felt necessary, the Reviewer can revise the
appraisal rating with the concurrence/involvement of the Appraiser.
The Appraiser who is immediate supervisor of the person being appraised
appraises all the apraisees. The appraisal is done against various factors and the
appraiser indicates performance rating, which can be reviewed by the reviewer.

21
 In order to review the focus of appraisee's time attention, seriousness and use of
resource with the organizational / business needs bi-annual reviews are
conduction to assess the performance of the managerial cadre imply.

For the first review of appraisee, the reviewer and an appraiser give attention to
on the work performance of the month of April to September. This process is
completed on the month of October. After that second review is take place in
the March. This review is done on the basis of goals, which are completed
during the period of October to March.

Performance Review process: -

The most important part of review is a reviewer who is the immediate

supervisor of the appraiser further examines performance appraisal of all
employees. The reviewer carefully scrutinizes the Appraisal form. If felt
necessary, the Reviewer can revise the appraisal rating with the concurrent or
involvement of the appraiser. The reviewer should specially ask for written
justifications by appraise in the appraisal form that is called Task Status.

TASK STATUS
Target
Sr. No. Task Status
Date
(A) JOB ANALYSIS

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 Prepare job Description of SHs & Issued to all concerned
1 June'06 Completed
Review Organ Structure on the basis of JD's & proposed
2 reduction, if any July'06 Completed

(B) MAN POWER PLANNING

Man Power Planning for Thermal Power Plant: Recruited 8 Complete
April'06
3 individuals d
to toAug'07
Recruitment of GETs/ DETs: called 31 campus students at site
from EK-Kota, MNIT-Jaipur, Polytech-Ajmer and recruited GET
4 Complete
(Mech)-3, GET (Elect)-2,GET (Automobile)-1 Aug'06
d
(C) CAMPUS RECUITMENT
Campus Recruitment: Visited 7 institute (EK-Kota, MNIT-Jaipur,
IIRM-Jaipur, MBM-Jodhpur & SGSITS-Indore) to hold campus
5 requirement in these campuses. Interviewed about 454 students.
March'0 Complete
Short listed about 100 and finalized few of them for placement
7 d
(D) PERFORMANCE APPTRAISAL
Prepared appraisal data for staff upto the level of DGMs per CHR Complete
June'07
6 formats and submit to CMO (Mfg.) d

Prepare increment/ promotion letters and issued to all in the unit

Complete
7 (DGMs & below) June'07
d
Here is an example of Task Status of an HRD officer who is in the field of
Human Resources Development. In the enclosed table the task of HRD officer
and the completion status has been mentioned. Based on such quantifiable
details the performance of the HRD officer shall be analyzed. This Task Status
is belongs to year 2006-2007.

Process of Performance Assessment:

 Performance Observation
The focus is given on day to day work behavior in terms of quality and quantity
of output, initiative, leadership, team building, discipline and decorum etc. A

23
record of significant event of success/failure involving the employee is kept
which provides an insight into his strengths or weaknesses, which influences
his job performance. The Appraisee is invited to discuss while filling up
Appraisal forms and discussions are conducted in a free, frank and open
environment.
Process of Promotions:
The exercise of soliciting recommendations for promotion starts after the
Reviewers review the appraisal forms. The entire process depicted earlier in
the form of a table consists of the following steps-
HRD sends format for recommendation to Reviewer.Reviewer individually
discusses with various Appraisers about recommendations from their
departments.
HRD provides details about the recommended cases.
Reviewer finalizes the recommendations and submits to HRD.
HRD collates various recommendations and prepares data sheet for
Management Review.
Management Reviews to finalize Unit recommendations for promotion/
increments.
 Promotion Criteria:-
Promotion to be considered as per organization charts, availability of position,
vacancy suitability and job expansion. In recant years for promotion the new
process for employee is used which is as under:
HR Administration will perform the administrative action by selecting any of
the following three options, he/she will here enter the new information like
Position, Business, Unit, Department, Location, Job Title, full/Part time,
Standard hour, Report to:
 1. Approve the transaction & automatically update the database.
 2. Approve the transaction only & manually update the database denies
the transaction.
The appraiser should use the following ratings to depict the overall
performance level of the Appraisee.

24
PERFORMANCE APPRAISAL -ONLINE
Performance Appraisal Online
Most Performance Management applications require a lot of effort to setup and
maintain. Once done, and adopted throughout the organization, a good PM tool
is a terrific asset, but the level of commitment required at all levels is high.
However, if you are looking for something that manages the straightforward
task of enabling the appraisal process for your managers, take PAO for a test
drive today
Ultimately, no tool is worthwhile if people don't use it, no matter how many
bells and whistles it has. The Performance Appraisal Tool is a good example of
putting this basic tenet to work: make it simple and intuitive so that people will
actually use and benefit from the technology.
Interested in taking us for a test drive? Send us a demo request here and we'll
contact you for a brief demo. Annual Subscription Pricing is based on the
number of employees in your company.
In Changing Scenario of technology, the performance Appraisal process has
been changed. It has been converted in online appraisal process. In recent two
years in “Aditya Cement” the term of Performance appraisal is used in HRD
as an Online Appraisal process.

Performance Appraisal Online Process

HR Team

 Setup performance Types and Ranges

25
 Setup Goals and Measures
 Assign Goals to Jobs and Departments
 Define weights for Goals
 Setup employee eligibility rules
 Open Performance cycle for Employees and Managers
 Collect completed reviews, print and distribute reports


Managers
 Review goals and create your own for your teams
 Review your directs performance
 Joint reviews with employees and capture discussion points
Employees
 Complete self appraisal and submit to manager.

26
The introduction of Poornata
Poornata is software, which is developed by IBM. Poornata play an important
roll in functioning of Aditya Cement. Poornata covers following point:-
Poornata is the group wide people soft HRMS 8.9 implementation project.
Covers all management cadre employee across the group and all
employees for Transwork, approximately 16.000 employee.
Scope includes seven main HR processes: Recruitment, Workforce.
Administration, Position Management, Compensation, Performance
Management Training and Talent Management
It also Includes HR Analytics (Enterprise Performance Management)

Purpose: Poornata that enables Aditya Birla Group to proactively manage

their performance appraisal. People soft Enterprise Human Resources
Performance Management Module delivers maximum business benefit by
helping an employee and his manager to set goals and track them on an on
going basis.
The performance Management business process as envisaged in the system
focuses only on the performance of an employee. Any development planning
for the employee such as identification of his training needs, career plans and
evaluation of competencies will be delivered through another integrated
training, development and talent management module.

The Performance Management business process includes the following basic

steps:
 Identification of goals the next year.
 Review of performance against goals set for current year.
The objective of the process is to make the common appraisal processes an
automated, system driven, goal-focused and standardize process across the
group.
The Performance Management System pursues the following objectives:
 To create and foster a performance-oriented & learning culture.

27
  To provide a sense of direction and challenge to managers and their
teams through role clarity.
 To enable the employee plan and review his performance through a
participatory process.
Initially this process will cover entire management cadre in Aditya Birla
Group.
In case of Transwork it would cover only Assistant Manager and above.

The objective of Poornata in Aditya Birla Group

 To Build a single integrated HR-ERP for all management Cadre
employees of the group
 To elevate all HR processes to world Class Levels and standardize them
faster and more efficient
 Enable timely and accurate data Availability to management for decision-
making.
The Poornata Stakeholder
 Ownership Team: - Collectively make high- level decisions on the
project and provide guidance to assist the progression of the project
Process Team: - provide functional know-how during process design,
approval of related documentation and testing.
Power Users:-To understand the working of the system and provide
training and guidance as per requirements
Key Users: - To help in the formulation of data migration strategy and
collection of relevant data.
Performance Appraisal Process System in Aditya Birla Group

Introduction:
The performance Management & Appraisal at Aditya Birla Group Will be used
to:

28
 Set Goals For the Coming Financial Year :
 A. In the months of Jan/Feb every year, after the annual planning and
budgeting rounds, it is expected that the manager and employee will
identify KRAs (Key Results Area) for the next financial year. This process
will largely happen off-line.
 B. The employees will then fill in the performance planning document,
listing the KRAs and goals already discussed with his manager. The
employee will then notify the same to his manager for approval.
 C. The manager approves/ recommends any changes, identifies weight ages
for each of the goals, measurement criteria and saves the document.
 D. This saved document is available to the employee as well as his manager
for reference throughout the year. This document can also be viewed by the
managers’ Manager for his indirect subordinates. The group’s purpose that
the process of performance planning can commence by February every year
and conclude by the end of March every year, for the next financial year
beginning April.
 Half-Yearly Review of Performance:
 A. As per the system, the manager and subordinate can review their
performance against the goals set, throughout the year, however, We
propose that a half yearly review be held for all officially.
 B. Initiated by the respective HR dept by an email to all employees and
managers.
 Annual Appraisal:
 A. Annual appraisals against goals achieved will be held during the month
of May-June every year.
 B. The employee (appraisee) will fill his self appraisal against goals
achieved and submit to his manager.
 C. His manager (appraiser) will give his ratings against the performance
achieved discusses with the employee.
 D. Manager also discusses the employee performance document with the
reviewer take his approval (Offline) and than sends the document to HR.

29
 E. HR collates and tabulates the ratings and forwards to the moderation to
HR.
 F. In case the moderation committee approves a reduction in any rating
given due to moderation reasons, Hr informs the concerned manager.
Manager will change the rating in the system and completes the document.
Performance Appraisal Cycle

Flowchart : Performance Appraisal Cycle

Job Purpose

Key Results Area

Goals

Value

Overall summary

Employee Comments

Manager Comments

Training Need Identification

Career Aspiration

Organizational Goal Setting

Individual goals would be set in light of the organizational and departmental

goal and would be a part of the employee’s performance document.

30
 Senior Function Employee
Management Head/Head of with
Start
sets annual Department sets Manager sets
A
organizational Annual Individual
goals
 Flowchart: Departmental Goals

Appraisal.

Individual Goal Setting

Individual Goal Setting would happen at beginning of the performance period.

The Manager and the Employees jointly discuss the KRA and Goals.
Employee would set KRAs and Goals and assign Weight ages and Measures.
Employees can add, update the Goals, when both the Manager and Employee
are satisfied with the goals, the Manager completes the document.
The individual goal-setting step enables both the managers & employee can
add, update or delete the goals. When both the manager & employee are
satisfied with the goals, the manager completes the document.

Employee and Manager

get a view only access of
the job Description
while assigning KRAs Goal
setting
Documen
t is
31 finalized
 Yes

Employee sets/modifies Manager

KRAs/ goals and assigns Agrees
B
weight ages and measures

C
No

Manager
modifies

Flowchart: Individual Goal Setting process in performance Appraisal

system.
Process of Individual goal setting
Step 1. A. Employee would access the document (of the current period)
on the performance document page.
Step 2. B. Employee would click start(of establish criteria row on the
document details page) on the first visit & edit link.(for the second visit
onwards to update).
Step 3. C. Employee would click ‘Add goal’ link to add goals on the
first visit & click edit details, delete links on the second visit onwards to
update or delete.
Step 4. D. Employee would click the ‘save’ to save the criteria & click
on the notify button to inform manager.
Employee would modify the KRAs & goals set if suggested by the
manager.
Goal setting document would be considered as final when both the manager
& employee are satisfied. Manager would only save the document at this
stage & not mark it as complete.
 Job purpose shall flow from JD of the position the employee is
currently occupying.
 KRAs shall have to be defined in the system based on the JD.

32
  Each KRA shall have one or more goals. Total no. of goals for any
employee should not exceed 10 & should not be less than 5.
 Each goal must have defined measurement criteria.
 Each goal should have a weightage allocated to it.
 Total weightage of all goals 100%.

Steps of Performance Appraisal –in Aditya Birla Group.

1. Establish Evaluation Criteria.

2. Nominate Participants.

3. Track Nominations.

4. Review Participants Evaluations.

5. Review Self –Evaluation.

6. Complete Manager Evaluation

Employee goes
Mid-Year Appraisal Process to ‘goals’ edit
details & enter
Manager will the ‘status’ &
HR administrator sends
reopen the ‘complete’
e-mail to all employees
document ‘percent’ &
C & manager to initiate.
add employee
(half-yearly review).
comments in
33 “midyear”
review
comments.
 D
Manager review the results against
the agreed goals & add manager
comments in “Midyear” review
comments.

Flowchart: Mid year Performance Appraisal Process

Mid Year Review Process

HR Administrator sends e- Employee puts the Manager

mail to all employees & results agreed goals.( for reviews results
managers to initiate/half the review period) against agreed
yearly review. goals.

Manager
discusses with
the employee.

HR administration runs a report Manager

to check whether mid-year complete the
review has been completed. goal setting &
review process.

Flowchart: Mid-year review process:

Annual Appraisal Process

34
 Manager
HR administrator sends an Employee complete conducts
e-mail notification to the self-evaluation of review with the
employee to start self- KRAs goals & enters employee &
evaluation with a copy to the career aspirations completes his
the manager. & training needs. evaluation of
KRAs/goals &
enters the
career
aspirations &
training needs.

Final rating from the HR collates the Final rating from the
normalization committee rating & forwards normalization
is entered in the employee. to the committee is entered
Performance document by normalization in the employee
the manager. committee. performance
document by the
manager.

Flowchart: Annual Appraisal Process

Performance Appraisal Average Rating Scale

Other (1)115

35
Empl0yee
(1)115

0 30 75 100 115 125

Task Status Of Performance Appraisal Process -online

Document Steps Status Due Date View

1.Establish evaluation criteria Completed 03/31/2006
2.Nominate participants Not Started 04/30/2007
Start

3.Track nominations Not Started 04/30/2007

4.Review participant evaluations Not started 05/15/2007

5.Review self-evaluations Not Started 04/30/2007

6.Complete manager Evaluation Not Started 05/30/2007

Conclusions
Linkage of competency Assessment to talent management & Training and
Development.

36
Competency assessment will become more structured and objective with the
launch of the competency assessment and discussion process (CADD).
Employees
Will now have a basis to assess their competency and have an opportunity to
give/ receive feedback on the same.
 The output of this exercise will facilitate the talent management
process by enabling the business to arrive at a more objective
judgment of potential of their employees.
 The ratings on the competency assessment will help in arriving at the
potential rating of the employee.
 The competency assessment data will also be used to identify
training and development needs of individual employees.

CHAPTER 3
Research Methodology

37
Research in common parlance refers to a search for knowledge. Once can also
define research as a scientific and systematic search for pertinent information
on a specific topic. In fact, research as art of scientific investigation. The
advanced Learner’s Dictionary of current English lays down the meaning of
research as “a careful investigation or inquiry especially through search for
new facts in any branch of knowledge.” Some people consider research as a
movement, a movement from the known to unknown. It is actually a voyage of
discovery. We all possess the vital instinct of inquisitiveness for, when the
unknown confronts us, we wonder and our inquisitiveness is the mother of all
knowledge and the method, which man employs for obtaining the knowledge
of whatever the unknown, can be termed as research.

Research Objectives
The present survey has been undertaken with following objective: -
 To study the policy and practices of Performance Appraisal in Aditya
Cement.
 To analysis its relevance and importance in Aditya Cement
 To study its application procedure

 To suggest some measures for the improvement of the current

performance appraisal system and its effective implementation.

38
Research Plan:
Research design Descriptive

Data collection method Survey

Data source Primary & secondary

Sample area ADITYA CEMENT

Sample size 35 respondents

Sample unit ADITYA CEMENT

Type of Questionnaire Structured

Research instrument Questionnaire & Interview

Statistical tools used Graphical presentation & 3-pie chart

CHAPTER 4

39
 Data Analysis & Interpretation
Table -1
Awareness of organizational vision, mission and value

Particulars Strongly Agree Disagree Strongly Don’t

agree disagree know
Responses 18 12 5 _ _
out of 35
Total% 51.44 34.28 14.28

Interpretation:-

As shown in above table, in Aditya cement almost 88.72% employees are well
aware of organizational vision, mission and value. It means that every
employee has known about his target to achieve at the end of year.

40
 Table –2
Long term goals

Particulars Strongly Agree Disagree Strongly Don’t

agree disagree know
Responses 11 18 6 _ _
out of 35
Total% 31.43 51.43 17.14 - -

Interpretation:-

This table shows that, in Aditya Cement 83% employees are well aware from
their long-term goals with their target dates. In industries, employees decide his
long-term goal with doing discussion with his superior. But 17.14% employees
are not aware of their long-term goal so they want some information about their
job description.

Table-3

41
 Table of job responsibilities

Particulars Strongly Agree Disagree Strongly Don’t

agree disagree know
Responses 14 17 2 - 5.72
out of 35
Total% 40 48.56 5.72 - 5.72

Interpretation:-

According to the above data researcher come to know that 88.56% employees
know about their job responsibility in detail. But near about 10% employee
don’t know what exactly they should have to complete at the end of the six
months.

42
 Table-4
Table for extra skills

Particulars Strongly Agree Disagree Strongly Don’t

agree disagree know
Responses 10 15 6 - 4
out of 35
Total% 28.57 42.86 17.14 - 11.43

Interpretation:-

About data shows that many employee have extra skills so that they can
perform their work perfectly in Aditya Cement. But at the same time 29%
employees who want to improve their job skill and other skills as well.

43
 Table-5

Performance appraisal process

Particulars Strongly Agree Disagree Strongly Don’t

agree disagree know
Responses 17 8 7 - 3
out of 35
Total% 48.57 22.86 20.00 - 8.57

Interpretation:-

Above question is mention only because researcher can know what would be
the current position of performance appraisal system in Aditya cement. After
research, researcher come to know that out of 250 employees total 72%
employee area those who know the performance appraisal system of Aditya
cement. But at least 20% of the employees are not aware of appraisal system.

44
 Table-6

Satisfaction from Appraisal Process

Particulars Strongly Agree Disagree Strongly Don’t

agree disagree know
Responses 14 8 10 2 1
out of 35
Total% 40 22.86 28.57 5.71 2.86

Interpretation:-

Researcher also wants to know that how the employees are satisfied with their
appraisal system. So that in Aditya Cement total 62.86% employee is fully
satisfied but the 37.14% employees are still not satisfied with the appraisal
system.

45
 Table-7

Table indicates improvement in Appraisal Process

Particulars Strongly Agree Disagree Strongly Don’t

agree disagree know
Responses 10 18 7 - -
out of 35
Total% 28.57 51.43 20 - -

Interpretation:-

Though most of the employees are satisfied with their performance system. But
still 80% employees want to improve their job related area.

Table-8

Table shows motivation through Appraisal

46
 Particulars Strongly Agree Disagree Strongly Don’t
agree disagree know
Responses 11 14 8 2 -
out of 9
Total% 31.43 40 22.86 5.71 -

Interpretation:-

If we see above data then researcher come to know that performance appraisal
system of the Aditya Cement is the best way to motivate the employee because
94% employees are motivated, but the employee who not get appraisal they
feel very bad.

47
 Table-9
Table of improvement in job related area

Particulars Strongly Agree Disagree Strongly Don’t

agree disagree know
Responses 10 18 7 - -
out of 35
Total% 28.57 51.43 20 - -

Interpretation:-

Though most of the employees are satisfied with their performance system. But
still 80% employees want to improve their job related area.

48
 Table-10

Decision making power through Appraisal Process

Particulars Strongly Agree Disagree Strongly Don’t

agree disagree know
Responses 2 8 13 12 -
out of 35
Total% 5.71 22.86 37.14 34.28 -

Interpretation:-

In this plant at least 72% employees feel that there is no negative effect on
workers performance. But some employees feel sorry when they don’t get
appraisal.

49
 CHAPTER 5

Findings

A careful analysis of the data reaches the followings:

1) Employees have the knowledge of organization vision, mission and

values.

2) Every one is aware of long-term goals and job responsibilities.

3) Many employees have a different type of skills so that It should be

helpful for the employee as well as.

4) It will help in motivating employees.

5) Employees know about the process of appraisal. But still there are
some employees who are not aware of performance appraisal.

6) After seen the level of satisfaction with the appraisal system in Aditya
cement, at least 62.86% are satisfied. But rests are not satisfied.

7) Many of the employees want improvement in their job related areas;

compensation, salaries, promotion etc depend upon the appraisal system.

8) Perfect decisions and building up confidence in taking decision; it

also helps in knowing the strengths and weakness of employees and
therefore can be incorporate in SWOT analysis.

50
 Conclusions

The Aditya Birla Group is India's first truly multinational corporation. Global in
vision rooted in Indian value, the group is driven by a performance ethic pegged on
value creation for its multiple stakeholders. The specialty of Aditya Cement Plant is,
it's a World Class Eco-Friendly Plant. Aditya Cement has adopted the most modern
and latest dry process precalcination technology with sophisticated control instrument
from internationally renowned firm.
From the study, the researcher concludes that in Aditya Cement performance
appraisal system is working at an expected pace. The topic Effectiveness of
performance appraisal system in Aditya cement is done by the survey method.
Successful implementation and institutionalization of Performance Appraisal
demands the real support and active participation of all concerned i.e.
Appraisee, Appraiser, Reviewer and Unit Head. They need to make
wholehearted contribution to make this system effective.

Appraisal should be viewed essentially as an instrument of development and

not an instrument of rewards by the management only. After the analysis the
researcher comes to know that the Appraiser should try to analyze the strengths
and weaknesses of an employee and guide him about building his
skill/behavioral gaps.
In Aditya cement the Appraiser should organize a feedback session with
Appraisee after appraisal during which feedback can be given to appraisee and
his difficulties in performing assigned tasks can be understood.

For avoiding discrimination in appraisal, Aditya Cement used four types of

appraisal process PADP (non-managerial) and “POORNATA”(HR Module).
So that every employee get good and appropriate appraisal at proper time.

Thus, the policy and practice of performance appraisal at Aditya Birla is none or less
service the bank purpose of human resource development and so also the
organizational effectiveness.

51

41
 CHAPTER 6
Suggestions

Roles & Responsibilities

The Appraisee is the person whose performance is to be assessed over an entire
appraisal cycle. The appraisee (managerial cadre) should:
 Take initiative to prepare the draft goals & work plan & contribute to
its timely completion as well as of self-appraisal with in the time frame.
 Inform the appraiser about his readiness to share & finalize his
KRAs.
 Document the mutually agreed KRAs & objective in the appraisal
form.
 Monitor progress in achieving the objectives.
 Evaluate progress on the achievement of objectives at the end of six months &
at the end of the year for find assessment.
 Be available for joint progress review with appraiser after six months & at the
end of the year for final assessment.

The Appraiser is appraisee’s immediate superior under whom the appraisee has
closely worked during the appraisal cycle. The appraiser should:
 Give as much important to the planning of the work as to evaluating
performance & giving feedback.
 Give the appraisee insight in to the organizational & developmental objectives.
 Record major achievements/contributions made by the appraisee during the
past year.
 Ensure that the feedback is constructive & actionable.
 Make note (in incident diary) & share specific examples of behavior &
incidents for positive & negative feedback.
 Ensure that the post appraisal discussion with appraise is a constructive
dialogue.
 Ensure timely formulation of objectives under goals & work plan through
allotting quality time for discussion with appraisee.

52
 Ensure joint progress review of achievements under goals & work plan at six
months & year end.
 Support ‘Exceptional Achievers’ or ‘Non performers’ rating with valid
explanation.
 Share final appraisal rating (after review) with appraisee.

The reviewer is appraiser’s superior who has worked closely with the appraiser
& overseas the department or function where the appraisee works. The
reviewer should;
 Document inputs about the performance of the appraisee.
 Ensure that appraisal should not have generalizing or vague language.
 Calibrate ratings across the functions.
 Check for discrepancies that may occur in rating i.e. If the “Exceptional
Achiever” or “Non Performance” rating is not supported by valid reasons.

The Unit Head should:

 Ensure the timely distribution of the appraisal forms to all the functional heads
in the unit.
 Calibrate ratings across different functions.
 Acknowledge the appraisal evaluation by signing on each appraisal form.
 Send all the completed appraisal to HRD in time.
 Ensure timely submission of salary review proposal to BMC director for
approval.

HRD
 Fill in the personal data on appraisal forms.
 Obtains periodic feedback for ensuring effectiveness of the system.
 Ensure that compensation reaches employees in time.

53
 Critical Success Factors for Performance Appraisal

Successful implementation & institutionalization of performance appraisal

demands the real support & active participation of all concerned i.e. Appraisee,
reviewer & Unit Head. They need to make whole hearted contribution to make
this system effective. A few critical attributes for its successes are detailed
below:
Appraisal should be viewed essentially as an instrument of development
& not an instrument of rewards management only.
Appraisal should be used for performance improvement & not for fault
finding.
The practice of certain underlying values such as openness, trust,
concern for people is essential.
The appraiser should try to analysis the strength & weaknesses of an
employee & guide him about building his skills / behavioral gaps.
Appraisers should sharpen their skills in evaluating employees &
effectively facilitating the appraisal process.
Emphasis during the appraisal should be on performance data rather
then personality traits of the appraisee. Personal biases & appraisal errors of
leniency, stringency, central tendency & regency should be avoided.
The appraisal should hold a feedback session with appraisee after
appraisal (post appraisal interview) during which feedback can be given to
appraisee & his difficulties in performing assigned tasks can be understood.
Preferably, such feedback should be given to appraisee on an ongoing
basis for focused development. The feedback should be objective &
constructive (positive) aiming at improving performance.

54
 LEARNING (From Training)
Working at Aditya Cement as a Summer Trainee was a wealthy experience and
it has enhanced my scope of knowledge and associate with the real world by a
great measure.
To conclude my learning’s in Aditya cement are in the sector of industrial
experiences are-
It increased my knowledge in the sector of working with Cement
industry
I realized that practical life is entire different world apart from what all
is written in theoretical parts.
Exposure to industry enhanced my communication skills.
Increased my analytical ability and logical thinking.
Getting into the basics of performance appraisal system in Aditya
Cement.
The knowledge of effectiveness of performance appraisal system on the
employees of Aditya Cement.
How much we have to time punctual in our work.
How to operate computers & laptops.
To manage time in hectic schedule.
How to behave with Colleagues.
How to response to Workers & employee by HRD.
How to remove stress in industry with ease.
New methods of Performance Appraisal of employee.
Well attitude of HRD Managers with trainee, employee & workers.
Dress sense & talking style of HRD managers.
How to improve self-Strength & remove self-weakness.
How to develop self-personality.
How to make questioners for survey.
How to handle urgent situations.

55
 How to get information & knowledge.
How to motivate to the employee & workers.

Bibliography

1. Gupta .C. B. (Dr.), (“Human Resource Management”)

Sultan Chand & sons, Educational Publishers, New Delhi.
Sixth revised & Enlarged Edition.

2. Aswathappa K., (“Human Resource Management”)

Tata McGraw-Hill Publishing Company Ltd. New Delhi. Fifth Edition.

3. Sudha G.S., (“Human Resource Management”)

Ramesh Book Depot, Jaipur. New Delhi. First Edition: 2007, Second Enlarged
Edition: 2008

4. Kothari C.R., ("Research Methodology”)

New Age International Limited, publishers. New Delhi. Revised Second
Edition;

56
 From the Industry

 Aditya Birla Group –A guide.

 Performance appraisal guideline handbook
 Performance appraisal process-a guide
 Achieve profile and sector
 Discussion with guide in Aditya Cement
 “Poornta” Competency Assessment Cadre
 “Poornta” Appraisal & training Manual Guide.
 “Personality Plus”-Used In Suggestion part.

Net surfing: www.adityabirla.com

Used in Project for getting information of the “Aditya Birla Group”.

www.adityadisha.com
Used in Project for getting information of the “Aditya Cement”.
www.grasim.com
Used in project for getting information of the “Aditya Cement”.

57
 APPENDIX

Questionnaire/Interview

I, Raj Mehta a student of MHRM carried out a study about Performance

Appraisal System in Aditya Cement.

My study topic was "Effectiveness of Performance Appraisal System in

Aditya Cement". I also went through the awareness amongst employees
about Appraisal System in Aditya Cement and new ideas for
improvements.

This questionnaire is divided into two parts. Part A belongs to general

information and Part B belongs to subject questions. Each objective type
question carries three options to answer and given the different weight
age.

Respondent was advised to tick () on suitable answer. As a part of

confidentiality the name of respondent has not been disclosed and is
fictitious.

The answers given by the respondent were analyzed with a

mechanism / tool with different weight age based on five point scale
as follows:

1 2 3 4 5
Strongly Disagree Strongly Don’t
Agree Agree Disagree Know

All information and data collected and analyzed by me has been used only
for the analysis purpose for the preparation of my project report as a part
of my BBM curriculum.

58
 Appendix-A
Part A: General Information
(Individual Profile Details)

1) Name of employee

2) Department

3) Designation

4) Qualification

5) Working hours (Timings)

6) Length of service:

 In Aditya Cement

 Before joining Aditya Cement

 Total Experience

59
 Part B: Questionnaire
(Please fill-up the following questionnaire in a very relaxed and calm manner
without any prejudice. I shall be gladly thankful to you for co-operation in this
regard.)

Sr. Particulars Stron Agree Disagree Strongly Don’t

No gly Disagree Know
Agree
1 I am aware of my
organizational vision,
mission and values.
2 I know my long-term goals
in Aditya Cement.
3 I know my job
responsibility in details.
4 In Aditya Cement, my
potential is given
preference.
5 I have other skills instead
of current job.
6 I know the Performance
Appraisal Process in
Aditya Cement.
7 I know what are the basic
needs for P.A. in Aditya
Cement.
8 Appraisal process in
Aditya Cement is
structured & systematic.
9 I am satisfied with my
Performance Appraisal
system.
10 I want more improvement
in Appraisal System in my
unit.
11 Current Appraisal System
in my unit motivates me.
12 I think, I want
improvement in my job-
related area.

60
 Compensation increases
/ salary revisions are
13 based on Appraisal
System in my unit.

Promotions / Up
gradation in my unit are
14 based on Performance
Appraisal system.

Appraisal system gives

15 some negative impact on
job.
Appraisal System has
16 strengthen my decision
making power.
Behavior of my superior is
17
good with me.
Appraisal system of my
unit helps me in knowing
18 about my strengths and
areas of improvement.
I feel that appraisal system
is very important for my
19 unit/organization and me.

Thank you for your support and for giving me your precious time.
Signature:

Name:

Date:

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