Performance Management

PERFORMANCE MANAGEMENT SYSTEMCONTENTS FINAL SI NO. 1 2 3 TITLE PART-A REASON FOR SELECTING PMS TOPIC INDUSTRY PROFILE COMPANY PROFILE 3.1 Background and inception of the company 3.2 Nature of business carried. 3.3 Vision, Mission, Quality policy and Core values 3.4 JK Group Diversification 3.5 Snap Shot 3.6 Product/Service Profile 3.7 Manufacturing location 3.8 Infrastructural facilities 3.9 Achievements and awards 3.10 Work Flow Model 3.11 Future Growth And Prosepcts PAGE NO. 4. 5. 6. 7. APPLICATION OF MCKINSEY’S 7S MODEL SWOT ANALYSIS ANALYSIS OF FINANCIAL STATEMENT LEARNING EXPERINENCE KSOU, Mysore Page 1 PERFORMANCE MANAGEMENT SYSTEM SI NO. 1 TITLE PART-B GENERAL INTRODUCTION 1.1 INRODUCTION TO PERFORMANCE MANAGEMENT SYSTEM 1.2 STATEMENT OF THE PROBLEM 1.3 OBJECTIVES OF THE PROBLEM 1.4 SCOPE OF THE STUDY 1.5 METODOLOGY 1.6 LIMITATION OF THE STUDY PAGE NO. 42-58 59-59 59-59 59-60 60-60 61-61 2 PERSONAL LEARNING 2.1 ANALYSIS OF EXISTING SYSTEM 2.2 INTERPRETATION OF RESULTS 2.3 FINDINGS 2.4 SUGGESTIONS 62-67 68-89 90-91 91-91 3 CONCLUSIONS AND RECOMMENDATIONS 3.1 CONCLUSIONS 3.2 RECOMMENDATIONS 92-92 92-93 94-97 98 4 5 ANNEXURE BIBLIOGRAPHY KSOU, Mysore Page 2 PERFORMANCE MANAGEMENT SYSTEM 1. PERFORMANCE MANAGEMENT SYSTEM 1.1 Reason for selecting this topic: In this modern and competitive world it is very important to have experience of working in an organization and only class room teaching is not enough to have a practical experience. In order to know the real concern of the organization towards its employees & to recite my known theoretical knowledge of Human resource management to the practicable happenings, I chose this topic “Performance management system”. As well as a student it is essential for me to have a practical knowledge about the employee‟s performance management system and to interact with employees and managers involved in the HR and other functional fields, to know more about the rising curves in the HRM as it is important to have a enthusiastic, motivated, creative and fully self expressed people in the current competitive world. To examine the performance management system of the company and HR strategies and to understand the employee‟s feelings, mindset and opinion towards the management system so, I selected this topic. 1.2 Why the topic is important for the company? For the success of any company it is very important to know how your team members are performing, to know the areas where they excel and wherein they need to pull up their socks. It might seem to be time consuming and one may think of keeping a track of their performances mentally. However, by doing it mentally, one may miss some important things that one ought to take note of. As a growing business owner he/she can‟t afford to take a chance with a sensitive thing like this. After all, on the performance of the team members depends ones company‟s performance? Appraisal gives an opportunity to the organization to identify and reward people, who are critical to its success and on the other side for the employees it brings a satisfaction of a work well done, which is recognized and rewarded. When someone‟s performance is appraised based on certain key points, it helps them to focus on goals. It gives them an idea of their own strong as well as weak points. KSOU, Mysore Page 3 thus Performance management is very much essential for the organization. Henceforth. Mysore Page 4 . Thus the performance of the whole organization is enhanced. as JK Tyre is also an one of the manufacturing organizations who is willing to have less labor turnover ratio.PERFORMANCE MANAGEMENT SYSTEM It will also encourage them to perform better in the future. KSOU. gross negligence and wistful misconduct and to improve overall productivity following more effective uses of personnel. to reduce losses resulting from ineffective performance. Significant changes occurred in the tyre manufacturing process. Mysore Page 5 . vulcanization by Charles Goodyear. It was because of the invention of the prosing of rubber. in the year 1936. followed by Good Year in 1922 and later by Dunlop in 1926. Dunlop set up the first tyre at saharganj. automobile tyre and tubes account for a major part of India rubber product industry. U.S.PERFORMANCE MANAGEMENT SYSTEM CHAPTER-2 INDUSTRY PROFILE INTRODUCTION The Rubber Industry in the world made its beginning in 1887. History of the Indian tyre industry could be classified into 4 periods    1920 to 1935 {multinational trading in tyre} 1935 to 1960 {multinationals manufacturing era} 1961 to 1974 {broadening of production base} Trading tyres in India was first started in 1920 by Firestone. West Germany and Japan. West Bengal. At present there are 20 licensed companies and 24 factories with 11 large companies manufacturing the full range of tyres and tubes. The hot cure KSOU.A. Indian tyre industry past present The Indian tyre industry is about 55 years old. Since then the tyre industry has continued to be a major segment of rubber industry all over the world .Even in India. change over from rayon to nylon and introduction of radial tyres of both steel belt and fiber glass are most important. The Indian tyre companies are having collaboration with tyre companies of U. The growth of the industry however received a good boost by century end when john Boyd Dunlop succeeded in making of vulcanized rubber tyres into inflatable pnecumatic tyres . Firestone set up a factory at Mumbai. The pre dominance of foreign multinationals prevailing in our country till 1960‟s has been considerably reducing now due to development of technology.K. It is to be noticed that the tyre industry was covered under essential commodities Act. Modi rubber industry has the modipuram plant and modinagar plant is under implementation. Satyapal as chairman. motor cycle. Report has not been published. scooter. power tillers. Raw materials account for about 55% of the total production cost. Madras Rubber Factory (MRF) . moped. Goodyear.PERFORMANCE MANAGEMENT SYSTEM conventional rethreading process is replaced with cold cure rethreading process. M. Tyre inner tubes are covered under packaged commodities Act. This committee submitted its report to the government in 1985. The large tyre unit in India Apollo. Falcon Metro tyres. cycle. Royal Goodrich. the tariff commission was set up. The tyre industry is a raw material intensive industry. But. Among individual companies. Apollo and Modi rubber dominates the industry together accounting for much as 60% of the total output. KSOU.Kumar‟s. MRF is moving into aircraft tyre manufacturing in collaboration with Uni. MRF. Birla tyre. Dunlop. The Government for the tyre industry set up various committees. the studies of the BICP were not made public. earth moving equipment‟s and dumpers. Between 1974 and 1985 the government referred to Bureau of industry cost and price {BICP} five timers for cost and price study of tyre industry. Jktyre. Ceat MRF. Way back in 1955. The tubes are manufactured from natural rubber as well as imported butyl rubber. Bombay tyre international. The truck and bus tyre mileage and load carriage capacity has gone up by 25%. & vikranth tyre etc. The major trust of the commission report was the decentralization of the tyre industry. tractors trailer. Vikrant tyres with a new all steel radial tyre plant for trucks and buses is the only company modernizing the existing plant and manufacturing new technological tyres of international standards and acceptability. jeeps. The tyre industry is Rs. light trucks. The company that manufacture tyres for primarily for the two wheeler are TVS Srichakar.3500 Crore plus which manufacture tyres for truck and buses. Indian tyre industry is all set to capture a major share in export market and increases its share of export to various countries. cars. Mysore Page 6 . In May 1974 the government set up a committee on tyre industry with Mr. ceat. The total capacity of ceat has gone up to 45 lacks tyres with the commence of walaj plant and has plans to manufacture nylon cord tyres. Dunlop. Stallion and S. aircraft and special defense vehicles. Ceat. AN OVERVIEW OF INDIAN TYRE INDUSTRY  Total number of tyre companies (Large & Medium).  Compound Average Growth Rate (CAGR) of tyre exports in the last one decade has been 8%.PERFORMANCE MANAGEMENT SYSTEM Two of the four major raw materials used in the tyre making i.  Exports to over 65 countries Worldwide  Indian Tyre Industry provides the „Vital link‟ in movement of common man(through buses and public transportation) and goods (through trucks.40 having 47 tyre factories location all across India  Indian tyres have good acceptance in global markets. Synthetic rubber 3. MAJOR CONCERNS OF INDIAN TYRE INDUSTRY  Radialization in the commercial vehicle segment  Used tyres  Raw materials of Tyre Industry  Automotive Industry standards( Safety standards)  Government support for promoting „Made in India‟ Brand for Tyres INPUTS FOR TYRE INDUSTRY: The major raw materials are: 1.e. LCVs etc)  Indian Tyre Industry provides direct and indirect employment to nearly 1 million persons. Natural rubber 2. Nylon tyre cord and synthetic rubber to natural petroleum based derivatives.  Indian Tyre companies also follow a unique warranty system whereby „Pro-rata‟ adjustment is given for manufacturing defects through the dealers. Carbon block 25% 14% 13% KSOU. Mysore Page 7 . 5. Lala KSOU. a dynamic personality with a broad vision. Lala Kamlapat Singhania founded JK organization in the 19th century in India. is accounted by rubber chemicals) CHAPTER. Mysore Page 8 . The process of industrialization and diversification was worthily and successfully carried on by Lala Kamlapat‟s three illustrious sons Sir Padampat. (Remaining share of raw materials of 14% approx.3 COMPANY PROFILE JK Organization owes its name to Late Lela Juggilal Singhania.PERFORMANCE MANAGEMENT SYSTEM 4. Nylon tyre cord/yarn(fabric) 34%. and driven by the zeal to set up an Indian enterprise. Inspired by the Swadeshi movement of Mahatma Gandhi. It always aimed at creating job opportunities for a multitude of countrymen and to provide high quality products. Lala Kamlapat Singhania (1884-1937) JK Organization has been a forerunner in the economic and social advancement of India. Lt. It has striven to make India self reliant by pioneering the production of a number of industrial and consumer products. employing nearly 50. Jk Tyre and Industries is committed to self reliance and follows an ethic that views customer satisfaction as an index of achievement. Its member companies. Over the years. A part of JK Organization which ranks among the top private groups private groups in India. Lala Juggilal Singhania (1857-1922) Lt. JK Organization is an association of industrial and commercial companies and charitable trusts. It has also undertaken industrial ventures in several other countries. Jk Tyre and Industries is a mega corporate entity that is emblematic of excellence. by adopting the latest technology as well as developing its own know-how. diversification and pioneering new technologies. Mysore Page 9 .000 persons are engaged in the manufacture of a variety of products and in diverse fields of commerce. the company has expanded and diversified its KSOU. aided in no small measure by the late Gopal Krishna son of sir Padampat.PERFORMANCE MANAGEMENT SYSTEM Kailashpat and Lala Laksmipat. Mysore Page 10 .PERFORMANCE MANAGEMENT SYSTEM business portfolio. the company has a worldwide customer base in over 75 countries across all 6 continents.7 million tyres per annum. The Company continues to be the undisputed Industry Leader in Radial tyres in India – the only tyre manufacturer. The company has a strong distribution network of over 4000 dealers. Truck & Bus and Tractors. including USA and Australia. JK Tyre was ranked highest in 2005. Over 115 company-owned stocking points and 125 “JK Tyre Steel Wheels”. and continues to be in top two since then in customer satisfaction rated by the JD Power Asia Pacific Tyre KSOU. The Company produces and sells tyres and tubes under well known brand names of “JK Tyre” and “Vikrant” for all categories of four wheelers. the company brought the radial revolution by introducing Passenger Radials way back in 1977 and has taken forward this revolution in the Truck and Bus segments in 1999. Jeeps. JK Tyre started manufacturing of tyre in 1977 with a capacity of 0. Besides India.5 million tyres per annum which has grown multifold over the years to its present capacity of 8. Madya Pradesh and Karnataka. Defense and state Transport Units. The Company‟s customer base covers a wide range of Original Equipment Manufacturers (OEMs) together with Replacement Market for four wheeler vehicles. The company‟s state-of-the-art Truck/Bus Radial Plant in Mysore(Karnataka) is the only of its kind in India. As the pioneers of Radial technology in India. Leaders in the Indian Tyre Industry. LCVs. JK Tyre has emerged as India‟s leading four-wheeler tyre manufacturer and the amongst top 20 tyre manufacturer in the world. It has developed into a multi product. It has four modern plants in India.State-of-the-art Car Tyre retailing outlets. strategically located in the State of Rajasthan. offering full range of radial tyres for Cars. and its tyres enjoy premium brand status in various sophisticated markets. multi-location corporate entity comprising of following business divisions: JK Tyre has consciously been modernizing and expanding its manufacturing facilities continuously to retain its edge in the market place. SUVs. This remains the nerve centre for providing cutting edge technology. Ltd.Juggilal Kamlapat Cotton Spinning and Weaving Mills Co. 1959: First in India to set up a continuous process Rayon Plant. Jaykaynagar.PERFORMANCE MANAGEMENT SYSTEM Customer Satisfaction Index (TCSI) study. Jointly with IIT.K.. Mahindra & Mahindra.. Force Motors. To stay at the forefront of technological advancements.J.K. Engineers „Files. The company is a leading Supplier to all Major OEMs – Ashok Leyland. Bombay.. Bombay. TAFE etc. Maruti Suzuki. Ltd. JK Tyre is the first and the only Indian Tyre to be recognized as a “Super brand”. 1949: First in India to manufacture Engineering files. Mysore Page 11 . Ltd. Kanpur.1 Background and inception of the company 1933: First in India to manufacture Calico Prints. 1944: First in India to produce Aluminum virgin Metal from Indian Bauxite-Aluminum Corporation of India Ltd. 1960: First to manufacture a Hydraulically Operated Cane Crushing Mill for Khandsari Sugar Plant and completed 100 ton plant-J. Kanpur. company has set up India‟s biggest & most advanced research institutes Hari Shankar Singhania Elastomer & Tyre research Institute(HASETRI) AND Raghupati Singhania Centre of Excellence for Tyre & Vehicle Mechanics. Swaraj Mazda.K.. 3.J. The company has established 20 JK Tyre Truck Radial Care Centers. 1940: First in India to manufacture steel Bailing Hoops for jute and cotton and to make the country self sufficient by meeting the entire demand-J. Mahindra Renault. Iron & Steel Co. Iron & Steel Co.. Punjab Tractors. Tata Motors.K. Kanpur. Eicher Motors. along major National highways in the country – which operate on a 365 days/24 hour basis. Chemicals Ltd. 1961: First in world to set up a plant for production of Hydrosulphite of soda by Sodium Amalgam Process. KSOU. PERFORMANCE MANAGEMENT SYSTEM 1965: First to produce Sodium Sulphoxylate Formaldehyde (Rangolite C of Formosul) in India - J.K. Chemicals Ltd., Bombay. 1968: First to manufacture TV Sets in India- J.K. Electronics, Kanpur. First to manufacture Metallic Cops for Synthetic Filament yarn industries in India- Syntex tube works, Kanpur. 1969: First to manufacture Acrylic Fibres- J.K. Synthetics Ltd. Kota First to develop differentially Dyeable Nylon- J.K. Synthetics Ltd., Kota. 1973: First in India to license Synthetic Fibre Technology to third party as well as the first to manufacture Synthetic Fibre Machinery Fibretech Engineers & Manufacturers, Dadri. 1976: First in India to produce steel belted Radial Tyres for passenger cars, trucks and buses- J.K. Tyre Plant, Kankroli. 1980: First in world to make Steel Belted Radial Tyres for three wheelers- J.K. Tyre Plant, Kankroli. 1984: First in India to produce white cement through dry process- J.K. White cement, Gotan. 1985: First in India to produce Cathonic Dyeable Polyester Fibre- J.K. Synthetics Ltd., Kota. First in India to produce Nylon Tyre Cord based on Spin Draw Technology- J.K. Synthetics Ltd., Kota. 1989: First in India to produce magnetic tapes with cobalt technology J.K. magnetic, Surajpur. 1991: Banmore Tyre Plant (BTP) set-up with a capacity of 5.7 lakh tyres p.a. 1992: R & D center set-up at HASTERI. 1994: India's first T-Rated tyre launched Banmore Tyre Plant (BTP) crossed 100 TPD. KSOU, Mysore Page 12 PERFORMANCE MANAGEMENT SYSTEM 1995: Mercedes Benz Launched on JK steel radials First tyre manufacturer in the world to get ISO 9001. 1996: India's first dual contact high traction steel radial- aqua-sonic launched. Introduced steel wheels. 1997: Awarded the National Export Award for 96-97. Vikrant Tyres (VTL) acquired. India's first H rated tyre launched. Only Tyre manufacturer to get 'E' Mark certification. HASETRI became the first research institute in Asia to get ISO 9002. 1998: First tyre manufacturer in the world to get QS 9000. Awarded CAPEXIL's highest export award for 1997-98. 1999: Synergy with VTL in procurement, marketing and production flexibility. Completion of state of the art modernization of truck radials. JK Tyres ranked 16th largest Tyre Company in the world. ISA - 14000 accredition for environment & safety. 2000: JK introduced National Go-Karting Championships. 2001: Received CAPEXIL award. J.K. Industries received FOCUS LAC export award for the year 1999-2000. Commendation Certificate of CII Exim. 2nd National Go-Karting Championships held. 2002: ISO 14001:1996 Re-Certification 2003: Merged with JKIL. Certified to ISO/RS 16949:2002 process based QMS 2004: first Indian Tyre Company to adopt process based management through Business process Re- Engineering (BPR) KSOU, Mysore Page 13 PERFORMANCE MANAGEMENT SYSTEM 2005: ISO 14001:2004 Re-Certification Business Process Re-Engineering –VTP RGNQA : Commendation Certificate 2006: TPM Launch ISO/TS 16949 –Revised Version Re- Certification RBNQA – Merit Certification 2007: India Manufacturing excellance Award – 2007 (Silver Medal Score) 2008: Green Tech Environment Award –silver category. ISO 14001:2004 – 2nd Re-Certification. 2009: Green Tech Environment Award – Gold category. 2010: Green Tech Safety Award – Gold category OHSAS Certification Jan 04, JK Tyre Indian Car of the Year (ICOTY) & Indian Motorcycle of the Year (IMOTY) Aug 04, 2011: Jan 14, Mar 03, JK Tyre‟s Greenfield Project at Chennai JK Tyre launches its First Truck Wheels Service Centre in Vijayawada JK Tyre announces 4 th JK Tyre Indo Bhutan Car Rally Vikrant Tyres Limited Vikrant tyres ltd {VTL} is situated in an area of 53 acres in Mysore. VTL is a major tyre manufacturing company and one of the most successful industrial ventures in the state of Karnataka. In the year 1970 this company was conceived as a joint venture by the participation of south Indian export company Pvt Ltd, Madras {Chennai} with Karnataka state industrial investment and development corporation Ltd {KSIIDC} for establishing and automobile tyres and tubes manufacturing unit at Metagalli industrial area in Mysore. In 1977 the management was taken over by the Government of Karnataka state industrial investment and development corporation Ltd {KSIIDC}. The KSOU, Mysore Page 14 manufactures cutting edge innovative products at conformed to the highest international standards. KSOU. QS 9000. The company is certified under ISO 9001. 1st Main Road. Vikrant tyres Limited. During 1985 a plant was set up for manufacturing of radial tyres. flaps and tread rubber. JK industries ltd was inducted as strategic Alliance Partner {SAP} during may 1997 with a view to improve the overall performance of the company. a JK tyres associate.. JK industries ltd in 1997 Acquired Vikrant Tyres Limited. This has state of the art technology in technical collaboration with continental A G Germany. for design manufacture and sale of automobile tyres. V. Vikrant tyres have successfully launched high performance steel truck radial tyres in the latest international pattern for the Indian as well as international market.. 1973 Incorporated as a joint venture company by KSSIDC and SIEC Pvt. ISO 14001 and ISO/TS 16949:2002 certifications. Mysore.V Mohalla. and KSIIDC conceived to manufacture Automotive Tyres and Tubes at Mysore. Madras {Chennai}. Ltd. Collaboration agreement was entered with the M/S Continental tyres Germany in 1980. VTL has the first truck/bus steel radial in India. Mysore – 570002 1970 Joint Venture by SIEC Pvt. Register Office at:“VIKRANT HOUSE” No 54. tubes. 1977 Taken over by government of Karnataka through KSIIDC.PERFORMANCE MANAGEMENT SYSTEM commercial production started from 19th may 1980. Mysore Page 15 . Ltd. 2000 March-Bias plant-Rs 73. 3. 1989 Construction of new Truck Radial Tyre Plant.Engineering {BPR}. Products Involved:  Cross ply and radial tyres for light commercial vehicles. 2003 Merged with JKIL.Rs 150. 1991 Commercial production of all steel truck Radial Tyre. flaps. December-Truck Radial Plan. 2004 First Indian tyre company to adopt process based management through Business Process Re.PERFORMANCE MANAGEMENT SYSTEM 1980 Commercial production commenced. KSOU. 1994 Certified to IS 9001:1994 quality management systems. tubes. Turnaround under JK management within 10 months and declared divided after a gap of 6 years.16 crores. 224. Mysore Page 16 . JK Industries is engaged in manufacturing and marketing of automotive tyres. 1997 JKIL inducted as strategic Alliance Partner {SAP} by government of Karnataka.2 Nature of the business carried. 1982 Collaboration with M/S AVON Tyres UK.97 crores. 1985 T-Pilot plant setup for manufacturing of truck Radial Tyre Plant. Massive modernization and up gradation investing Rs. 1999 Certified to QS 9001:1998 QMS and also ISO 14001:1996 EMS. Certified to ISO/RS 16949:2002 process based QMS.13 crores. 1992 First against OTR tyre rolled out.  Cross ply tyres for of the road {OTR} vehicles. 3. convert these into performance standards for their product and service and to meet the standards every time.  They continuously anticipate and understand customer requirement. buses.  Automotive inner tubes for trucks. light commercial vehicles.Customer First 24x7 No.PERFORMANCE MANAGEMENT SYSTEM  Cross ply tyres for passenger cars.  Cross ply tyres for agricultural vehicles. CORE VALUES: KSOU.3 JK VISION “To be amongst the most admired companies in India. Mysore Page 17 .1 Tyre Brand in India Most profitable Tyre Company in India Motivated and Committed team for excellence in performance Be a Green Company Deliver Enhanced Value to all stakeholders Enhance global presence through Acquisition / JV / Strategic Partnerships Quality Policy:  The people of JK Tyre have an organization committed to quality in everything they do. committed to excellence” JK MISSION        Be a Customer Obsessed Company . It is a way of thinking that comes only from a power within. openness.PERFORMANCE MANAGEMENT SYSTEM "Excellence comes not from mere words or procedures. fairness & trust Commitment to excellence 3.K. operations multi-product and multi-location KSOU."    Caring for people Integrity including intellectual honesty. when it is good enough. is an eminent industrial group in India. A mindset that says. Mysore Page 18 .4 J K GROUP DIVERSIFICATION JK ORGANISATION J. It comes from an urge to strive and deliver the best. improve it. Organization. The Group has multi-business. founded over 100 years ago. However. Mysore Page 19 . Oil Seals. Power and Sugar KSOU. processing and marketing of hybrid seeds. JK SUGAR LTD. Power Transmission Accessories and Textile Yarn UMANG DAIRIES LTD. production. Fenner (I) Limited is a leading manufacturer of Industrial and Automotive Belts. At JK Agri-genetics limited. JK Lakshmi Cement Limited is a well respected name in the cement industry in India FENNER (I) LTD. The company's principle activity is to manufacture Sugar. concentrates on Research and Development. JK Paper Limited is one of the leading manufacturers of reading and writing paper JK LAKSHMI CEMENT LTD. the company currently operates in two segments.PERFORMANCE MANAGEMENT SYSTEM JK PAPER LTD. The Creme de la creme of dairy foods JK AGRI-GENETICS LTD. Services rendered to various clients for all facets of Insurance both life & non-life.00 1 INES573A01034 Bharat Hari Singhania Name Hari Shankar Singhania Bharat Hari Singhania Raghupati Singhania Vikrampati Singhania Arun K Bajoria Swaroop Chand Sethi T K Mukhopadhyay Arvind Singh Mewar Bakul Jain Govind Ballabh Pande Om Prakash Khaitan Sobha Nambisan Kalpataru Tripathy Designation Chairman/Chair Person Managing Director Vice Chairman & Mng. Director Deputy Managing Director President & Director Whole Time Director Nominee Director Director Director Director Director Director Additional Director KSOU. Full Service Contract Research Organization (CRO) 3.5 SNAP SHOT COMPANY BACKGROUND Tyres Industry Business Group Incorporation Date Public Issue Date Face Value Market Lot Company/Business Registration number CEO Board of Directors Singhania(HS) Group 14/02/1951 08/04/1975 10. Mysore Page 20 .PERFORMANCE MANAGEMENT SYSTEM JK RISK MANAGERS AND INSURANCE BROKERS LTD. CLINIRX RESEARCH PRIVATE LTD. Indian Bank Punjab National Bank State Bank of Bikaner & Jaipur State Bank of India State Bank of Mysore Syndicate Bank Federal Bank U C O Bank Administrative Office 102201.Banmore State . Pharmaceutical UPSIDC Industrial Area Gajraula City . Madras Stock Exchange Ltd. Mysore Plant I & II City . Calcutta Stock Exchange Association Ltd. Bankers Corporation Bank IDBI Bank Ltd. Mumbai Uttar Pradesh Exchange Assoc Ltd. Delhi Stock Exchange Assoc.Gajraula State . Jaykaygram City . Mysore Page 21 .Mysore State . Ltd.Karnataka 102202.Uttar Pradesh 102206. 3. Vikrant City . Bahadurshah Zafar Marg City – New Delhi State – Delhi PIN . The Stock Exchange.Kankroli State .Rajasthan 102205. National Stock Exchange of India Ltd.110002 102200.PERFORMANCE MANAGEMENT SYSTEM Company Secretary List of Exchanges P K Rustagi Bangalore Stock Exchange Ltd.Mysore State ..Madhya Pradesh 102204. Banmore City . Mirganj City .Uttar Pradesh Factory/Plant KSOU.Karnataka 102203.Bareilly State . Hi Life 2} Light Tucks 1.Kolkata State . jet truck 9. Council House street City . 7. Auditors Registrars 3. Fleet king Page 22 . Star lug 4. Jet rib KSOU.700001 Email ID .jktyre. Jet truck 8. Jet rib 2. and Chartered accounts Alankit Assignment Ltd. JETRK 3.West Bengal PIN . Sand cum hiway 10.PERFORMANCE MANAGEMENT SYSTEM Registered Office 102199.com Lodha & co. Mysore 7.6 Product/Services profile: The major products of JK Company are automobile tyre {Nylon tube tyre.http://www.com Web Url .investorjktyre@jkmail. Super T. JT king 6. JT Classic 12. 1} Truck Tyre 1. Vikrant truck king 3. Truck plus 11.K 5. radial tube and tubeless tyre } tubes names. Rajasthan JK Tyre has also enhanced its global reach by taking over Tornel a renowed Mexican company. Truck king 3} O. JK FLAPS 2.R (Of the Road) 1. KSOU. Madhya Pradesh Kankroli. VEM 99 E-4 T/T 4} Tubes 1. which has 3 plants in Mexico. JK RDFLAPS 3. Mysore Page 23 . EGO4 G2 T/T 3. Vikrant tubes 3. Tube V EX 3.7 MANUFACTURING LOCATIONS JK Tyre has five Modern plants in India which are strategically located at     Mysore plant-1(VTP) Karnataka Mysore plant-2(VTP Radial) Karnataka Banmore.T. All these plants are equipped with World‟s most advanced manufacturing and testing machines. JK Tubes 5} Flaps 1. JK EXP FLAP 2. Star lug 4.PERFORMANCE MANAGEMENT SYSTEM 2. VEM 00 SS E-4 T/L 4. VEM 99 E-3 T/L 2. PERFORMANCE MANAGEMENT SYSTEM VIKRANT BIAS TYRE PLANT VIKRANT RADIAL TYRE PLANT VIKRANT OTR PLANT ghgkddfdf KANKROLI TYRE PLANT Three plants in Mysore are VTP -Vikrant Tyre Plant OTR – Off the road Tyre plant RTP .Truck Radial Plant BANMORE TYRE PLANT JK TYRE PLANTS OPERATIONAL CAPACITY PLANT CURRENT CAPACITY(MT/DAY) KSOU. Mysore Page 24 . to protect the assets of the company like produced tyres. company appointed security guards to guard the factory premises. Company is issuing the safety gears to all the employees.95 696. Every year mock drill regarding the safety actions is conducted.8 INFRASTREUCTURE FACILITIES Infrastructure facilities means the basic requirement that the company should look after in order ensure free flow of activities. company provides all facility related to health. Training on safety is also given to every employee. distributors and customers. HEALTH CARE: Under Factories ACT 1948. 1. Safety: Mandatory requirements to the hazardous industries. The company is providing following infrastructure facilities in order to satisfy its workers. Other than Personal Safety provisions. SAFETY & SECURITY Security: For the security reasons.95 3. 2. hand gloves.PERFORMANCE MANAGEMENT SYSTEM Kankroli Tyre Plant Banmore Tyre Plant Vikrant Tyre Plant TOTAL 210. masks etc. They must ware the safety gears like go galls. Safety team ensuring the safety protections in the hazardous machines in the shop floor. ear plugs.  Ventilation and temperature: Page 25 KSOU.00 321.  Cleanliness: The company maintains clean and free from effluvia arising from drain. The company provides all facilities in order to satisfy its workers.00 165. distributors and customers. shoes. Mysore . privy or other nuisance.  Urinals and Spittoons (Rest room): The Company provides rest room facility for company employees. Every day an ambulance will be inside the plant. which is well constructed. natural and artificial. coffee and tea.  Lighting: The company affords and maintained sufficient and suitable lighting. KSOU.  Drinking Water: The Company provides adequate supply of water for the company employees. which will be kept ready to carry injured whenever there is a major accident. the worker will be taken to the healthy centre which is inside the plan.  Ambulance Facility In J. Under this section canteen facility is obligatory on the part of every factory to provide canteen facility where in more than 250 employees are employed and hence JK also provides canteen facility for its employees. Here 100% subsidy is provided for meals. 3.PERFORMANCE MANAGEMENT SYSTEM The company affords adequate ventilation by the circulation of fresh air and such a temperature as will secure to workers therein reasonable conditions of comfort and prevent injury to health. All the minor and first aid is done here itself and when there is major accident first aid done in the health centre and then they are taken to the hospital. where the workers are working. 300 per month. furnished with good furniture. snacks is supplied with subsidy up to Rs. WELFARE  Canteen Facility – The Company provides good food with low price for company workers. Mysore Page 26 . equipments and also with good accommodation.K Industries provide Ambulance facility for company employees. During the interval the employees can get relaxation in that room. when they met with Employment injury (Factory accidents)  First aid Facility Whenever there is an accident. PERFORMANCE MANAGEMENT SYSTEM 3. First Indian Tyre Company to adopt process based management process based management through business process re-engineering (BPRO). Awarded CEPEXIL‟S highest export for 1997-98. 2) Extruder: KSOU. Banbury is an internal mixer. Then the mixing process takes place. The rubber ingredients like chemicals are weighted as mentioned in specification file and feed into hoper. 6. which consists of a completely enclosed mixing chamber with two spiral shaped rotors. Mysore Page 27 . 4. Only tyre manufacture to get E mark certification. 9. 7. 3. There is a hoper to feed the ingredients and a door to discharge the mix.10 Work Flow Model 1) Compound At Banbury: Compound is the process of mixing the necessary raw materials with selected elastomer in the banbury. India‟s first T rated tyre launched. JK industries received FOCUS LAC EXPORT award for the year 1999 and 2000. Required mixing time is fixed to get better quality mixing. 10.9 Achievements and awards 1. 5. JK Tyres ranked 16th largest company in the world. 8. JK introduced national Go-carting championships. Mercedes Benz launched on JK Tyres radials first tyre manufacture in the world to get ISO 9001. 11. 2. ISO 14001 accreditation for environment and safety. Certified to ISO 9000 (1994 quality management systems). First tyre manufacture in the world to get QS 9000. 3. PERFORMANCE MANAGEMENT SYSTEM The main function of an extruder is to produce tread and side wall, bead, apex. Extrusion is a process of forcing the mixed compound by means of screw, which rotates inside the barrel. There are two types of extruder: a) Screw extruder, b) Ram extruder. 3) Zell Plant: The dipping process takes places in a zeal plant. Here rayon, nylon. Polyesters are dipped in a solution containing normally a latex based resorcinol formaldehyde to improve adhesive properties. Then the fabric is dried at a temperature of about 280-300 F for 150-180 sec, the fabric is stretches to about 0-15% 4) Calendaring: Calendaring is a machine, which consists of three or four rolls held in a frame work used to produce the rubber sheets of required strength and length. To get a better quality calendared fabric with uniform gauges, viscosity is important in the same way, hot temperature of about 110-137mm. 5) Bias Cutter: It is a machine used to make ply‟s or to the rubber coated fabrics at required width and angle, which are used in the production of tyres. Bias angle is the angle of cords in tyres with respect to the central line. Based on the ideal cured angle, required for particular type size and pattern, bias angle is calculated for the particular drum. 6) Pocket Making: It is a process of making the pocket from the angle cutter fabrics. In pocket making section, three types of pockets are constructed. The ply‟s used for the first and second pocket are known ad inner ply and those used for third pocket are known as outer ply. 7) Bladder: Butyl rubber compound is used for making the bladder. As first, butyl rubber is mixed with specified chemicals properly and then it enters the extruder section by the KSOU, Mysore Page 28 PERFORMANCE MANAGEMENT SYSTEM use of the extruder, a specific length and width of slug is extruded. Then the ends of the slugs are cut into the specified angle for proper joining. 8) Tyre Moulding: Before moulding operations, the green tyre has to be made ready for painting with inner lubricants inside tyre for easy release from the bladder and the side walls are to be coated with blemish paints. 9) Tyre Curing: It is a process of cross linking the rubber compounds through heat and pressure. For the pressure of curing tyres presses are used. These pressed are pre warmed before loading of green tyre is done in the top ring raise condition with vacuum. 10) Tyre Finishing and Inspection: After curing, the tyres obtained by trimming of the extensions on the tyres surfaces are checked for defects. Thus the process of removing excess materials from the tyre after curing is called finishing. The finishing process is done either by buffing or trimming method. All the tyres then are inspected and separated. 3.11 Future growth and prospectus:  To be the No.1 tyre company in India.  To be the largest export company in India.  To be a customer obsessed company.  High quality of products.  Profit Maximization. KSOU, Mysore Page 29 PERFORMANCE MANAGEMENT SYSTEM  Green tyre project.  Leadership Style  To enhance value to share holders and service to all stakeholders. 4. APPLICATION OF MCKINSEY’S 7S MODEL Introduction to 7s Model The 7S frame work has first appeared in the book “The Art of Japanese Management” by Richard Pascal and Antony Athos in 1981. The two authors were looking at how Japanese Industry had been so successful, at around the same time Tom Peter and Robert waterman were exploring what made a company excellent. The 7S model was born at a meeting of the four authors in 1978. It then appeared in the book “In search of Excellence” by Peters and Waterman in 1982. Subsequently, it was taken up as a basic tool by the global Management Consultancy Company Mc Kinsey to diagnose the cause of Organizational problems and to formulate programs for improvement, then on it became famous as Mc Kinsey 7S Model. The Model starts on the premise that an organization is not just Structure, but consists of 7 elements with a complex relationship between them. KSOU, Mysore Page 30 The company considers employees are the greatest of its assets. take initiative to do social projects such activities like literacy program for village people. but might well include simple goal statement in determining corporate destiny. For example. Likewise the company is always willing to participate in welfare activities. To fit the concept. TPM and KSOU. digging bore wells in villages. a change in HR – Systems like internal career plans and management training will have an impact on organizational culture (Management Style) and thus will affect structures. Production and productivity is a derivative of employee welfare. Conduct medical camps in villages. if one element changes then this will affect all the factors. building bus shelter and employee welfare program.PERFORMANCE MANAGEMENT SYSTEM For the successful implementation of Strategy – large of small the management needs to take account of all seven factors. They are all interdependent. these values must be shared by most people in the organization. JK industries Ltd.. The company‟s focus on the customer and creating culture of interdependence are embodied in its statements of vision and quality. processes and finally characteristic competencies of the organization SHARED VALUES: The values that go beyond. While the concept of TQM. Mysore Page 31 . VTP is a company that insists the following some core values most of these can be found in the company‟s vision statements as well as quality policy. The first serious attempt to institutionalize has started. Policies KSOU. Objectives  Customer Satisfaction  Produce high quality of products. it may be short term or long term.  Accident free safe production J K Industries is successfully operating because ofd its plans which are implemented in each individual activities. Mysore Page 32 . It also includes purposes. Mission. policies.  To be the large Tyre Export company in India. All activies of the JK Industries run by major goals and objectives. 1.  To enhance value to share Holders and Service to all stake holders.  To be the No.  Profit maximization. Objectives.PERFORMANCE MANAGEMENT SYSTEM QC are visible in the form of slogans. posters and well meaning cliché‟s. Strategy: Strategies are the actions a company plans in response to or anticipation of changes in its external environment. 1 Tyre company in India. Thus some of the values that are shared by the both employees and the management at JK Industries limited is as follows:  Product and Service quality  Productivity efficiency  Punctuality  Compensation  Employees and Societal welfare  Customer satisfaction  Team work concept  TQM {Total Quality Management}  TPM{Total Productive Maintenance}  Quality circle. Vice President . Structure: Organization structure refers to the relatively more durable organizational arrangements and relationships.PERFORMANCE MANAGEMENT SYSTEM  Quality policy  Environmental policy  Safety policy  Laboratory policy  TPM (Total productive maintenance) policy Waste elimination strategy: The company insists on education on continues basis for the workers and the staff. Arrangements about reporting relationship how an organizational member is to communicate with other members. 2. Mysore Human Resource Page 33 . as a management seeks continuous improvement from workers in every record. What roles he is to perform and what rules and procedures exist to guide the various activities performed by members are all part of the organizational structure.Works V P Technical V P Manufacturing General Manager Associate Manufacturing VP Human Resource KSOU. Total productive maintenance (TPM) and quality circles are practiced from the lowest level. It prescribes the formal relationship among various positions and activities. There exist clarity of vision and goal within the company as a result of which the productive efficiency of the company goes up. . 3. responsibility and accountability. It includes all the processes and information flows that link the organization together. Mysore Page 34 . training & development systems. Jobs. Management information system at JK Industries Ltd. consisting of management information system. has a well defined information network. recruitment. The formal organizations are well defined. capital budgeting systems. cost accounting procedures. both the formal and informal type of organizations is following. performance evaluation systems. They have fully equipped technical information department. which is called as KSOU. The informal organization exists in the form of a social relationship which is developed through social interactions between the employees at the work place. regulations and procedures both formal and informal that complement the organization structure.PERFORMANCE MANAGEMENT SYSTEM Technical Manufacturing Engineering & Production Legal & Commercial Exports Material Quality Assurance Sales & Marketing Management Deputy General Manager Chief Manager Manager Deputy Manager Senior Officer Officer Officer Trainee It has been observed that in JK Industries Ltd. planning & budgeting systems. Systems: Systems in the 7s framework refer to all the rules. each has a definite measure of authority. The structure is consciously designed to enable the organizational members to work together for accomplishing common objectives of the company. production planning and control systems. compensatory off. b) Attendance: Attendance recording system is maintained daily. mainly it covers the following areas. late punching reports. leave credit or change. VPF. daily updating leave cancellation. outdoor duty. These activities include equipment stock order generation. loan details. etc. and has provision for issues like. punching omissions. over time. employees who have omitted to punch out details. indoor duty. purchases. bill of material generation. The most essential function of this department is to make the strategic & operational level information at all times. finance etc has computers programmed and are interlined via LAN. covering issue like daily attendance. leave encashment. c) Leave Maintenance: It is a part of time keeping. Every department in this organization has a net work of computer – integrated serves by which the day to day information and data storage is manages efficiently by this group. raising purchase orders. deductions etc. All the departments namely project and marketing. a) Payroll Package: It has provision for deductions with respect to PF. The JK Vikrant plant has a wide scope and covers all most all areas of Human Resources. Stores management and other production related activities. indent generation. arrears. which are computerized in all the departments. pertaining to man-hour utilization. leave details. Mysore Page 35 . HRA.PERFORMANCE MANAGEMENT SYSTEM information system group. The information systems group is responsible for smooth functioning of all the day-today activities. absenteeism etc. d) Personnel/HR: KSOU. Special allowance. quality control stores. 5. stores management and other production related activities generated a number reports which are communicated from one department to the other through formal channel. indent generation. Up graduation work. Style: The style if an organization. Both downward and upward communication follows the path of formal channel.. so company is giving computer training to all its employees and staff. the package handles application processing. process. preparation of selection list. technology etc are doing day by day. The communication follow the routes formally laid in the organization structure and deliberately associates with the status or the position of the sender and the receiver. there is a lot of scope and career opportunities in the firm for the staff. Referring to the organization structure of JK Industries Ltd. It includes selection. Staff: Staffing is the process of acquiring human resources for the organization and assuring that they have potential to contribute to the achievement of the organization‟s goals. 4. for its staff all the facilities are given. The activities like quotation processing. Mysore Page 36 . according to McKinsey from work refers to the “Reporting Relationship” between the superiors and his subordinates. in recruitment. it can be said that the company is following the type of “Line and Staff” organization. appointment order etc.. raising purchased orders. In career development it deals with training performance appraisal. service exit etc. Recently all departments are computerized at all levels. test and interview. placement. equipment stock order generation. training and development of appropriately qualifies employees. promotion etc. It also conveys the flow of communication between them. transfer. career development. MANPOWER – VTP KSOU. bill of material generation.PERFORMANCE MANAGEMENT SYSTEM It has a package that deals with recruitment. Report relationship at JK Industries Ltd follows a formal channel. At JK Industries Ltd. Human Skills: Human Skills consists of the ability to work effectively with other people both as individual and as member of a group. which are needed to handle work related tools. Of EMPLOYEES 1 2 3 4 5 MANAGEMENT CADRE STAFF (EXECUTIVES) STAFF AND SUB STAFF WORKMEN AND WORKMEN TRAINEE BADLIES CONTRACT CASUALS & JOB CONTRACTOR 643 members 70 members 1732 members 1090 members 1074 members 6. Mysore Page 37 . working in all the production related department posses the technical skill suck as engineering skills. Technical Skills: A technical skill refers to the ability and knowledge in using the equipment. performing certain tasks successfully over a period of time. machines and equipments. both supervisors and workers. employees and staff are KSOU.. etc. At JK Industries Ltd. the top management style.PERFORMANCE MANAGEMENT SYSTEM SI No.. CATEGORY No. the organization structure etc. computer skills. at JK Industries Ltd. the kind of people in the organization. technique and procedures involved in performing specific tasks. employees. Skills: The term skill include those characteristics which are developed over a period of time and a results of the interaction of number of factors. It is the first stage of planning and helps marketers to focus on key issues. Weakness. which in turn helps in achieving the organization goals.PERFORMANCE MANAGEMENT SYSTEM expected to have human skills so that they can work co-operatively with one other and build effective team spirit.  It is Self – Sufficient in Tyre Production KSOU. Mysore Page 38 . 7. Strengths and Weakness are Internal factors Opportunities and Threats are external factors.  Over rise decades of experience in Tyre Manufacturing.  VTL is the First Truck/Bus Steel Radial Plant in India. 5. Super Ordinate Goals Super ordinate goals refers to set of values and aspirations that go beyond the conventional formal statement of corporate objectives. It is a tool for auditing and organization and its environment. Opportunities and Threats. SWOT ANALYSIS SWOT analysis is abbreviated Strengths. they are the fundamental ideas around which a business is built. STRENGTHS: JK Tyre is the only company which has adopted TPM (Total Productive Maintenance) .  Emergency of Indian as a hub for production of small car is expected to give a thrust of auto component and tyre segment. 1 Tyre Company in India. smaller size of plant and hence less economic units.  Robust economic growth.  It doesn‟t manufacture two wheelers tyres.knit distribution network  It exports around 68 countries in the world. in comparison to world standards. particularly vehicle production growth resulting in healthy demand growth for tyres in the future.  Welfare of the labour is not taken into consideration.PERFORMANCE MANAGEMENT SYSTEM  Successful and fast absorption of international technology to suit Indian conditions and needs. OPPORTUNITIES: Excellent brand equity of Indian cross bias tyre in the world market.  Tyre is easily available and serviced even in remotest parts of the country. WEAKNESS: High cost of raw materials  In comparison with the goals standards.  It has 21% market share in India.  Faster pace of opening up of the economy will increase import of tyres.  Well.  Improved road infrastructure especially on the golden quadrilateral and northsouth-east-west national highway project will resulting significant increase in movement of goods and passenger traffic through roads with resulting growth in demand for in tyres.  Low productivity of labour. Mysore Page 39 .  It is easy to become No. THREATS: Gradual increasing in natural rubber price. So it can easily start two wheeler tyre productions.  Media of advertisement is insufficient.  The company has the knowledge of entire tyre industry and business conditions preventing in the market. KSOU.  It has to adopt modern technology to reduce the cost of production.  Multinational with financial muscle setting up of manufacturing facilities in the country.PERFORMANCE MANAGEMENT SYSTEM  Reduction in important duties will leads to high Volume of tyre imports. 6. FINANCIAL STATEMENT OF JK TYRE FOR THE YEAR 2009-10 KSOU.  Competition posed by the national and international market.  Government politics and policies about the tyre industry. Mysore Page 40 .  Too much intervention by the head office.  I have observed the co-ordination of the employees. Doing this project I learnt why this activity is important. I got to know how the theoretical concepts which I learnt in the class would be applied at the corporate level. KSOU. I learnt how the relationship affects the smooth functioning of an organization. Mysore Page 41 . good relation between workers and the superior managers. In this modern and competitive world it is very important to have experience of working in an organization & only class room teaching is not enough to have a practical experience.PERFORMANCE MANAGEMENT SYSTEM 7. Learning experience: The learning experience at JK Tyre was eventual. Jeevan Kumar and Krishna Prasad sir for their support and explanation in every concerned aspect. Performance management can focus on the performance of an organization. the strategy adopted by the company the organization hierarchy and the way it works. Thus. behavior.1 INTRODUCTION TO PERFORMANCE MANAGEMENT Performance management (PM) includes activities that ensure that goals are consistently being met in an effective and efficient manner.  The company has adopted "THE PARTICIPATIVE LEADERSHIP STYLE" So it encourages to its workers to show more interest in management activities. management provides more training skills to the workers for the efficient work and the work position. a department. GENERAL INTRODUCTION 1.  The company gets the products of other competitors such as bridgestone tyre to their testing labs and makes comparison with their product and adopts the technology of their competitors and attempts to give better product than their competitors. this project helped me to gain working experience before completing myM-tech course & made me to realize the importance of communication.  In order to motivate the employees the company follows an internal recruitment process through promotion. effectiveness in working and I personally learnt how the company working environment will be and working habits of employees. Aubrey Daniels in the late 1970s to describe a technology (i.  During the adoption of new technology. science imbedded in KSOU. Performance management as referenced on this page is a broad term coined by Dr. employee. If there is an vacant job the company first searches within the organization and if right employee is not available internally then it goes for external recruitment. I would like to thank Mr.e. Mysore Page 42 . or even the processes to build a product or service. as well as many other areas.PERFORMANCE MANAGEMENT SYSTEM  I have studied the organization of the company. PERFORMANCE MANAGEMENT SYSTEM applications methods) for managing behavior and results. Mysore Page 43 . Performance is the sum of behavior plus results: Performance = Behavior + Results When you are looking at performance. KSOU. increase job satisfaction and achieve their full potential to the benefit of the individual and the organization as a whole. It ends when an employee leaves your organization. it is necessary to focus on both. I encourage you to think of the term in this broader work system context. Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. you won‟t notice if you don‟t get desired results  And if you only focus on results. outcomes. Select appropriate people with an appropriate selection process. A performance management system includes the following actions.    Develop clear job descriptions. Performance management is a whole work system that begins when a job is defined as needed. and measures. develop their abilities. two critical elements of what is known as performance. on behavior and on results:  If you only focus on behaviors. you won‟t notice if your employees don‟t behave ethically Remember this simple formula – it‟s very easy to recall it and it is extremely useful The purpose of performance management is to help and encourage every one to raise their performance. Negotiate requirements and accomplishment-based performance standards. Many writers and consultants are using the term “performance management” as a substitution for the traditional appraisal system. improve or build on employee work performance The evolution of the concept of performance management as anew Human Resource Management model reflects a change of emphasis in organizations away from KSOU. At an individual level it will result in action plans related to Performance improvement. appraisal and pay determination which supports the achievement of the company's business strategies. identifying critical dimensions of performance. planning.PERFORMANCE MANAGEMENT SYSTEM     Provide effective orientation. Assist with exit interviews to understand WHY valued employees leave the organization."Thus Performance management involves thinking through various facts of performance. Mysore Page 44 . Design effective compensation and recognition systems that reward people for their contributions. Provide promotional/career development opportunities for staff. education.   WHAT IS PERFORMANCE MANAGEMENT Performance management is the integrated process of objective setting. It is an ongoing communication process that involves both the manager and the employee in:  Identifying and describing essential job functions and relating them to the vision and goals of the organization     Developing realistic and appropriate performance standards Giving and receiving feedback about performance Writing and communicating constructive performance appraisals Planning education and development opportunities to sustain . Provide on-going coaching and feedback. Conduct quarterly performance development discussions. and training. career development and training. reviewing and developing and enhancing performance and related competencies. succession and strategic planning. Objectives The objectives of Performance Management are to:      Increase two-way communication between supervisors and employees Clarify mission. responsibilities. defining performance standards. priorities and expectations Identify and resolve performance problems Recognize quality performance Provide a basis for administrative decisions such as promotions. priorities and performance expectations in order to ensure mutual understanding between supervisor and employee. Mysore Page 45 .PERFORMANCE MANAGEMENT SYSTEM command-and-control toward a facilitation model of leadership. Employee‟s goals and objectives are derived from their department. and pay for performance. Definition Performance management is an ongoing. goals. continuous process of communicating and clarifying job responsibilities. and documenting. KSOU. It is a philosophy which values and encourages employee development through a style of management which provides frequent feedback and fosters teamwork. evaluating and discussing performance with each employee. This change has been accompanied by recognition of the importance to the employee and the institution of relating work performance to the strategic or long-term and overarching mission of the organization as a whole. Performance Management involves clarifying the job duties. It emphasizes communication and focuses on adding value to the organization by promoting improved job performance and encouraging skill development. which in turn support the mission and goals of the organization. AIMS OF PERFORMANCE MANAGEMENT The overall aim of performance management is to establish a high performance culture in which individuals and teams take responsibility for the continuous improvements of business processes and for their own skills and contributions within a frame work provided by effective leadership.  Focusing employees tasks on the right things and doing them right. motivating and rewarding employees to do their best. The following are the aims of performance management: Empowering. Its key purpose is to focus people on doing the right things by achieving good charity.  We want to focus every one‟s attention on what they are expected to achieve in their jobs and how best to achieve it. There are two main reasons for introducing performance management. Aligning everyone‟s individual goals to the goals of the organization.  Proactively managing and resourcing performance against agreed accountability KSOU. a reviewer and a member of the appraisal committee.PERFORMANCE MANAGEMENT SYSTEM Why do we need performance management? To provide guidelines to the employees on the process of performance management process and to communicate the role of an appraise.  We would like to help every one to identify and satisfy their development needs to improve performance and realize their potential. Mysore Page 46 . an appraiser.  Linking job performance to the achievement of the council‟s medium-term corporate strategy and service plans. employees. focusing on achievement of their objectives. act as role models and define and act upon core values relating to performance. accurate feedback and coaching to stretch and motivate them to achieve their best. It is the responsibility of top-managers to develop a high-performance culture which KSOU.PERFORMANCE MANAGEMENT SYSTEM and objectives. and how that contributes to all the over all success of the organization. receiving regular. set the direction. HR Specialists TOP MANAGERS:Top managers take the lead. They have to spell out to line managers that their performance will only be acceptable if they take performance management seriously and use its processes to deliver better results. department/divisional and corporate plans. Mysore Page 47 .  The alignment of personal/individual objectives with team.  Maximizing the potential of individuals and teams to benefit themselves and the organization. fair.  The process and behaviors by which mangers manage the performance of their people to deliver a high-achieving organization. Who is going to do it? There are four groups of people whose commitment to performance management is crucial to its success: Top managers.  All individuals being clear about what they need to achieve and expected standards.  Systematic approach to organizational performance aligning individual accountabilities to organizational targets and activity. line managers. It is their job to convince every one that they believe performance management plays a key in ensuring that business goals are achieved.  Leadership is provided that engenders a shared belief in the importance of continuing improvement.  Indentify employee‟s major accomplishments in relationship to organizational KSOU.  Indentify resource changes.  Seek feed back from multiple sources.  Expectations are defined and communicated to everyone in the shape of goals for success.  Provide suggestions.PERFORMANCE MANAGEMENT SYSTEM means ensuring that  They communicate a clear sense of mission under pinned by values. performance improvements and core vales.  A clear line of sight exists between the strategic aims of the businesses and those of its departments and its staff at all levels. and a culture expressing what the firm is and its relationship with its customers and employees.  Initiate the coaching session. between what top management and HR want line managers to do and what line managers actually do. LINE MANAGERS:Front line management or leadership played a pivotal role in terms of implementing and enacting HR Policies and practices since it is the front line managers that “Bring Policies to Life”  The need is to fill gap between rhetoric and reality. Mysore Page 48 .  Every one is kept informed of progress towards achieving goals and what needs to be done if performance is not up to expectations.  Review organizational changes.  Provide opportunities for employee improvement.  Come prepared to discuss your personal goals/interest and ideas that can help the department to meet its goal. competencies to be emphasized.  Encourages scheduling of the planning secession.  They assemble teams of committed and experienced managers who can act as coaches and mentors and stimulate the creation of communities of practice. is subject to performance management even if this is not necessarily a formal process. THE ROLE OF HR SPECIALISTS:The emergence of the “Business Partner” concept of HR led to a change in direction.  Identify major accomplishments and challenges. they run training events and conduct surveys to evaluate the KSOU. THE ROLE OF EMPLOYEE’S Every employee‟s. expectations. ensuring that performance management is on agenda.  They work along side line manager. from the top to the bottom of an organization.  More specifically. helping them as necessary to develop their skills and encouraging their use.  Inform supervisor of any unforeseen obstacles that may delay goals achievement.PERFORMANCE MANAGEMENT SYSTEM or departmental expectations.  Work together with the supervisor to agree upon goals.  Send the completed performance summary to the personal office.  Meet with supervisor to get feedback. Provide a copy to employee. HR no longer ran the performance appraisal scheme. instead their role became that of encouraging and facilitating the sort of performance management processes. Mysore Page 49 .  Initiate the coaching session. and to establish priorities. assign responsibility for strategic initiatives develop and apply performance standards Discusses job performance with the employee and provide feedback on strengths and improvements needed Conducts an annual performance evaluation plan for improved performance and employee development goals PERFORMANCE MANAGEMENT SYATEM PROCESS: Performance management process ensures that the goals and aspirations are met.PERFORMANCE MANAGEMENT SYSTEM effectiveness of performance management. Mysore Page 50 . performance of a process or activity. and  REWARDING good performance KSOU. performance of a department and the performance of the organization as a whole.  HR Specialists exist to support performance management rather than drive it. Performance management includes: PLANNING work and setting expectations  Continually MONITORING performance  DEVELOPING the capacity to perform  Periodically RATING performance in a summary fashion. It focuses on individual employee performance. The process of managing performance in an organization is a continuous process and goes on so long as the organization exists and involves the following activities. A MANAGER IS INVOLVED IN PERFORMANCE MANAGEMENT WHEN HE:     Establish specific job assignment Writes job descriptions. what needs to be done. and not merely paper work that is filled in a drawer and seen only when ratings of record are required.PERFORMANCE MANAGEMENT SYSTEM PLANNING REWARDING MONITORING RATING DEVELOPING PLANNING:In an effective organization. these plans can be beneficial working documents that are discussed often. Employee performance plans should be flexible. verifiable. When used effectively. getting employees involved in the planning process will help them understand the goals of the organization. why it needs to be done. The design is a direct KSOU. Planning means setting performance expectations and goals for groups and individuals to channel their efforts towards achieving organizational objectives. Through critical elements. Mysore Page 51 . how well it should be done. Performance elements and standards should be measurable understandable. equitable. so that they can be adjusted for changing program objectives and work requirements. and achievable. work is planned out in advance. employees are held accountable as individuals for work assignments or responsibilities. Objectives of the plan must be clearly stated in the plan document as well as why it is being introduced after which a management system is designed. The regulatory requirement for planning employees‟ performance includes establishing the elements and standards of their performance appraisal plans. the SMART approach is most useful and is as follows:      Specific Measurable Achievable Result-Oriented Time Related MONITORING:In an effective organization. In setting performance management objectives. Developing in this instance means increasing the capacity to perform through training. assignments and projects are monitored continually. Another way of doing the design is to start from the individual objectives and work them out to derive the organizational objectives. Monitoring well means consistently measuring performance and providing ongoing feedback to employees and work groups on their progress toward reaching their goals. strengthens KSOU. or other methods. Ongoing monitoring provides the opportunity to check how well employees are meeting predetermined standards and to make changes to unrealistic or problematic standards and by monitoring continually. improving work processes. giving assignments that introduce new skills or higher levels of responsibility. Providing employees with training and developmental opportunities encourages goods performance. DEVELOPING:In an effective organization. unacceptable performance can be indentified at any time during the appraisal period and assistance provided to address such performance rather than wait until the end of the period when summary rating levels are assigned. Regulatory requirements for monitoring performance include conducting progress reviews with employees where their performance is compared against their elements and standards.PERFORMANCE MANAGEMENT SYSTEM derivative of the organization‟s mission and visions and these are gradually broken down at each stage until it finally gets to the individual employee. employee developmental needs are evaluated and addressed. Mysore Page 52 . deficiencies in performance become evident and can be addressed. Good performance is recognized without waiting for nominations for formal awards KSOU. for their performance and acknowledging their contributions to the organization‟s mission. and helps employees keep up with changes in the work place. Although group performance may have an impact on an employee‟s summary rating. such as the introduction of new technology. Carrying out the processes of performance management provides an excellent opportunity to identify developmental needs. A basic principle of effective management is that all behavior is controlled by its consequences. During planning and monitoring of work. individually and as members of groups. not to a group. rating means evaluating employee or group performance against the elements and standards in an employee‟s performance plan and assigning a summary rating of record. This can be helpful for looking at and comparing performance over time or among various employees. and action can be taken to help successfully employees improve even further. It is based on work performed during an entire appraisal period. Areas for improving good performance also stand out. RATING:From time to time. a rating of record is assigned only to an individual. rewards are used well. The rating of record is assigned according to procedures included in the organization‟s appraisal program. Mysore Page 53 .PERFORMANCE MANAGEMENT SYSTEM job-related skills and competencies. REWARDING:In an effective organization. The rating of record of record has a bearing on various other personnel actions. Rewarding means recognizing employees. organizations find it useful to summarize employee performance. Those consequences can and should be both formal and informal and both positive and negative. such as grating within –grade pay increases and determining additional retention service credit in a reduction in force. Organizations needs to know their best performance areWithin the context of formal performance appraisal requirements. whenever possible. awards regulations provide a broad range of forms that more formal rewards can take. It is appropriate to define standards that apply to all essential function rather writing a performance standard for every task in a job. executing each key component process well. and many nonmonetary items. time off. A lot of the actions that reward good performance – like saying “Thank you”. The performance standard provides a benchmark against which to evaluate work performance. Nevertheless. Formal and informal rewards are used to recognize the behavior and results that accomplish the mission. which would constitute the minimum acceptable performance for the task or function. All five component processes working together and supporting each other achieve natural effective performance management. Standards of performance are usually:   Developed in collaboration with the employee who do the tasks or functions Explained to new employees within the first month on the job. Managing performance effectively. such as cash. from suggestions to group accomplishments.don‟t require a specific regulatory authority. and explained to new employees during the first month on the job. will receive the rating of solid KSOU. Performance. Performance standards are developed collaboratively with employees. Goals are set and work is planned routinely. The regulations also cover a variety of contributions that can be rewarded.In effective organizations. which satisfies those standards. managers and employees have been practicing good performance management naturally all their lives. natural part of day-to-day experience. Progress toward those goals is measured and employees get feedback. Discuss and describe those behaviors and results. which are most important to the position. Recognition is an ongoing.PERFORMANCE MANAGEMENT SYSTEM to be solicited. Mysore Page 54 . but care is also taken to develop the skills needed to reach them. While the job description describes the essential functions and the tasks to be done. High standards are set. Focus on those areas. the performance standard defines how well each function or task must be performed in order to meet or exceed expectations. STANDARDS OF PERFORMANCE Standards of performance are written statements describing how well a job should be performed. Mysore Page 55 . Standards should be written in clear language. as PMS. improved efficiency. The same principles apply to the development of standards. regardless of the rating. Reporting systems should be adequate to measure and therefore should have more quantitative data. inter alia.PERFORMANCE MANAGEMENT SYSTEM performance. productivity. process redesign. To sustain competitive advantage. organization not only requires recruiting the best people but also focusing on their continuous development through an effective PMS. While development of people is possible through ongoing training and development and skill and knowledge renewal. GUIDELINES FOR PERFORMANCE STANDARDS Keep in mind the following guidelines when writing your performance standards:    Performance standards should be related to the employee‟s assigned work and job requirements. BUILDING A PERFORMANCE MANAGEMENT SYSTEM Performance management system (PMS) is set of techniques of procedures for improving organizational performance. Describe in clear and specific terms the characteristics of performance quality that are verifiable and that would meet or exceed expectations. project completion. or public service. It is in the form of an action statement and it starts with a KSOU. describing the specific behaviors and actions required for work performance to meet. exceed or fail to meet expectations. Quantifiable measures may not apply to all functions.  Accomplishment of organizational objectives should be included where appropriate. establishes the basis for identifying training and development needs. main features of PMS can be outlined as follows:  Focus on objective setting: Objectives are the targets which an organization set for its employees. We may also describe the behaviors and results that would fall below expectations. In line with Bevan and Thompson (1992). such as cost-control. it must precede PMS. In both the cases. PMS help to keep a track on achievement of objectives. This helps in developing need based training and also in measuring the Return On Investment (ROI). PMS helps in giving performance feedback to employees. At the strategic or corporate level. It may be an age old MBO systems or a 360 Degree PMS (multi dimensional) or a more recent performance tracking technique like a balanced score card. it may be importance to provide performance counseling and training and development reinforcement. Both negative and positive feedback sensitive employees and help them to objectively analyze their shortfalls and positive aspects. in the second case. Such review system largely depends on type of PMS techniques used by an organization.  Develop personal improvement plans: Since PMS helps in individual performance monitoring. it is important to design the personal improvement plan. Review of objectives help in performance control and initiate steps to correct deviation in performance or to revise the targets. to sustain competitive advantage of an organization through proper alignment. it ensures developing of personal improvement plans for the employees.  Ensures formal appraisal with feed back: By introducing a formal appraisal system. While shortfalls can be met by learning reinforcement and setting the right direction. positive aspects can be leveraged KSOU. While in the first case. A particular employee may lack in performance or he/she may exceed the targets given. the employee may be motivated further through proper reward system.  Develops systems for ongoing review objectives: Through the process of periodic performance review. Thus PMS help in developing personal improvement pans in both the cases. PMS help in indentifying training and development needs. PMS help to percolate the organization objectives to employees translating organizational objectives to individual targets. Mysore Page 56 . overall organizational objectives are decided.  PMS aligns with training and development: Since focus of PMS is to manage and develop employee performances.PERFORMANCE MANAGEMENT SYSTEM verb. There is a clear and immediate correlation between using performance management programs and improved business and organizational results. This way organization can remain competitive optimizing the cost of compensation. It also helps in human resource planning. keeping pace with competition.  ALIGNS ORGANIZATIONAL ACTIVITIES AND PROCESSES TO THE KSOU.  Help in pay review: Performance based pay is the modern concept. An example is the employee who manually reviews completion of every form and procedure. The supervisor may conclude the employee is very committed to the organization and works very hard. thus deserving a very high performance rating. PMS help in objective designing of compensation package for employees. rather than supporting automation of the review. Mysore Page 57 . an employee may appear extremely busy. BENEFITS Managing employee or system performance facilitates the effective delivery of strategic and operational goals. but not be contributing at all toward the goals of the organization. thus rewarding the performance and reducing the variable pay (performance linked) of nonperformers.  Develops competence based organizational capability: Competence based organizational capability help in appropriate organizational change. PMS through qualitative and quantitative appraisal can assess the prevailing competency level of employees and thus helps in organizational capability review.PERFORMANCE MANAGEMENT SYSTEM by the employee concerned to further develop him self setting higher targets and accordingly grow. 4 KEY BENEFITS OF PERFORMANCE MANAGEMENT:  PERFORMANCE MANAGEMENT FOCUS ON RESULT. Thus. RATHER THAN BEHAVIOUR AND ACTIVITIES:A common misconception among supervisors is that behaviors and activities are the same as result. Appraisals are a part of performance management. 1. However. in performance Improvement Theory and Practice (Advances in Developing Human Resources. Therefore without some form of appraisal management becomes difficult. If the management involves improvement.PERFORMANCE MANAGEMENT SYSTEM GOALS OF THE ORGANIZATION:Performance management identifies organizational goals. For example. measures of effectiveness or efficiency (outcomes) toward the goals. management development. They provide consistent basis for comparison during internal change efforts. Mysore Page 58 . Appraisals do not mean reducing the performance of individuals and dyads or teams to a five-point scale or a number. They indicate results during improvement efforts. lying off people will likely produce short-term profit. or setting standards for comparison with best practices in other organizations. needed to achieve those goals. results. 1999). It is the reducing of annual performance into a number and equating one number with KSOU. the moment you assess where we stand there is an appraisal taking place.. ROLE OF APPRAISALS IN PERFORMANCE MANAGEMENT Performance management is a continuous process.  CULIVATES A SYSTEM-WIDE. they help ensure equitable and fair treatment to employees based on performance. such as employee training. Management is a dynamic process while appraisals are static. the effort procedures a flawed picture. Appraisals are periodic activities. This chain of measurements is examined to ensure alignment with overall results of the organization. Swanson. and means (drivers) to achieve the goals. the organization may eventually experience reduced productively resulting in long-team profit loss.  PRODURES MEANINGFUL MEASUREMENTS:These measurements have a wide variety of useful applications. etc. They are useful in benchmarking. quality programs. LONG-TERM VIEW OF THE ORGANIZATION:Richard A. explains an effective performance improvement process must follow a system-based approach while looking at outcomes and drivers Otherwise. If those who expect to be rewarded exceed the number of those who actually get rewards. departments and organizations…. in most organizations. The effort should be to make the performance management process more effective and productive using appraisal systems. Performance management system with an appraisal component built into them should mean improved performance.PERFORMANCE MANAGEMENT SYSTEM another that has created havoc in managing performance of in appraisals. KSOU. They should be seen by line managers as aids for performance management. Appraisal systems help managers manage their performance. the net outcome of performance appraisal may be negative. more motivated people and more competent people. levels. If people continue to perform in spite of appraisals and they do not have a positive attitude to appraisals. Managers need to learn to enjoy the performance management process itself as it occurs the year and is not blocked by appraisals as they occur once in a while. some use conservative scales. Mysore Page 59 . Manager should not be overwhelmed with appraisals and appraisal outcomes and ignore the most important aspects of performance managementperformance improvements and competency building. This happens particularly when appraisals are linked to rewards and when fewer people are rewarded than those expecting them. Performance management with performance appraisal should lead to increased performance. This is because the scales are not calibrated and equated. performance appraisals have lead to decreased performance. and some use no scales but merely feeling. Those who are not rewarded get demotivated. It is this lack of calibration and treating the incomparable as comparable that has created havoc. Some use liberal scales. This happens when the concerns get focused on appraisals rather than improvements or on ratings and rewards rather than performance enhancement and development. Numbers generated from the appraisal process are not comparable across function. then the organization is spending more psychological energy. However.  To know steps taken by management to improve the employee performance. increments.  How can companies use performance management as an effective tool to achieve organizational effectiveness and efficiency? B) SECONDARY OBJECTIVES  To observe the work environment in organization.  To enhance my communication skills.PERFORMANCE MANAGEMENT SYSTEM STATEMENT OF THE PROBLEM The study is conduced to analyze the effective performance management system and to know how it is linked with the employee and organizational developmental programs. rewards dismissal etc.. OBJECTIVES OF THE STUDY A) PRIMARY OBJECTIVES  To study the effectiveness of performance management system and its practical application in JKTYRE.  To get experience and expertise in making projects. Mysore Page 60 .  To find out whether the employees are aware of performance management system and if they are aware then up to what extent they are satisfied with existing performance management system. KSOU.  To study the performance management system based on decisions like promotion.  Understand the role that direct supervisors play in the designing of development plan.  To study how performance management system helps in individual performance development.  The study will help to know the important of performance management system. So simple random sampling methodology is used for data collection.  It can be helpful to study performance management system helps in individual‟s performance development. SAMPLING METHOD: KSOU.  It helps management and me to find weather the employees are aware of performance management system. primary plan is very important to any field investigation or research study  As organization consists of more than 2000 employees it is not easy to analyze all employees. Hence.  It helps to know to what extent employees are satisfied with existing performance management system. It gives an idea about various steps adopted by the researcher in a systematic manner with an objective to determine various manners. INTRODUCTION:  Research methodology is the systematic way to solve the research problem.  For excellent and effective study the data has been collected by both ways that is primary data and secondary data.PERFORMANCE MANAGEMENT SYSTEM  To increase my confidence. SCOPE OF THE STUDY: The study helps to understand the existing performance management system in JK TYRE.  In JK TYRE ltd performance management system is applicable only for managerial level so the focus is on management cadre staff only. RESEARCH METHODOLOGY A.  Success of any study depends upon the methodology adopted that is the techniques or the way to gather information from different sources. B. Mysore Page 61 . the study is confined only to the few employees.  Personal interview were conducted to get more information. Due to confidentiality of the data few data could not be collected relevant to topic. Due to lack of time.  The process of data collection in further supplemented by various books and web-sites to get more information. Fear among the employees to express their feelings results as a psychological barrier in getting the accurate analysis. 4. SOURCES OF DATA: 1. LIMITATIONS OF STUDY:1. 3. So sample size is of 20% which includes randomly selected employees. Time period to be the major limitation. C. 5. 2.  Information is also collected by observing the employees. Mysore Page 62 . SECONDARY DATA COLLECTION:  Data has been collected from organizations various documents from HR department. 2. PRIMARY DATA COLLECTION:  A set of questionnaire had been prepared to gather the information related to the subject from the employees. KSOU. The area of study is limited to J K TYERS & INDUSTRIES only.PERFORMANCE MANAGEMENT SYSTEM JK TYRE LTD consists more than 2000 employees out of which 150 employees are applicable for the appraisal. 3. PERFORMANCE MANAGEMENT SYSTEM IN JK TYRE LTD OPERATE IN TWO PARTS. Based on this and Business needs the Annual Training Plan will be developed for approval and implementation during the following year) 2. Part B is separate for (L1. 5. This two months journey through JK TYRES ltd has given me knowledge on various aspects of employee with respect to their performance. L5). “PERFORMANCE MANAGEMENT SYSTEM”. finalized and signed off between Directors and Business Head. Mysore Page 63 . in the Performance Management form ensuring alignment with Strategic Business Plans and Budget KSOU. L3) and (L4. It is common for Part A for all levels of MCS. PART A. 1.PERFORMANCE MANAGEMENT SYSTEM CHAPTER-2 PERSONAL LEARNING ANALYSIS OF EXISTING SYSTEM As a result of this project entitled. The formats of Part A and Part B are enclosed.PERFORMANCE PLANNING AND PERIODIC REVIEW WITH FEEDBACK (For this the „Appraisal year will coincide with the Financial Year of company) PART B. Business Head‟s Goals are discussed. L2.POTENTIAL ASSESSMENT AND DEVELOPMENT PLANNING (This will be done in six monthly reviews. Desired goal setting schedule Weeks before start of financial year. The aim is more serious attention to the individual development planning. The Learning I had in JK TYRE is as follows. I was able to acquire knowledge pertaining to human resource as a part of an organization as a whole. 4. is in which all ratings may fall. as below: Clusters % of MCS:Clusters % of MCS Cluster 1 Cluster 2 Cluster 3 For top 10-15% For next 30-40% For next 40-50% KSOU. making it feasible to reward their better. Bell curve distribution helps in the problem. HRD Persons to devote time exclusively and with the highest priority during Target Setting and Six Monthly and Yearly reviews. system should be in place to communicate annual training plan to each MCS (Management Cadre Staff) in writing. It is desirable that HR persons do not schedule other major activities during one and half months each for-Goal setting. 7. 8. As soon as possible. Someone from HRD preferably a designation above the Appraise must personally be present in each session between the Appraiser and Appraise to facilitate the same and ensure that this happens and done timely. Transparency and Rating during Yearly review:After lot of debate it was decided that the scoring by the appraiser is not to be shared immediately with appraise during the yearly review (even through to promote transparency and fairness scoring should be shared). Six monthly and Annual Reviews. Distribution of Appraisal Rating:It is Concern for “liberal” and “tight raters” has been expressed. During their annual planning.PERFORMANCE MANAGEMENT SYSTEM 6. Mysore Page 64 . 9. 1. The overall rating to be communicated to appraise only after the review has moderated and force fit is decided. apart from better performers being spotted. This is to avoid controversies. in a Department having 10 MCS. Four clusters with no label attached. heartburns at time loss of face to appraiser because of change of initial scoring. More than two years is all so not recommended. This has to be carefully done to with the “Team Spirit”. where geographical setting is a problem. Conservative strategy is: If normal increment in „x‟ for cluster 3. business heads should lay down the following guidelines.PERFORMANCE MANAGEMENT SYSTEM Cluster 4 For bottom 10% Within Above Range. lowers than „Normal increment‟ counseling and ultimate existence in case of non-adequate improvement is recommended.1 Line superior and functional superior to jointly do target setting. Role of Line-Superior and a Functional superior in Appraisal: The present system needs to be stream lined. 10. As the performance management system becomes more robust and is perceived to be “Fair and Just” larger differential will acceptable to MCS and are recommended. as well as performance counseling. Some comings are going 3x and above. IN each company the HR head should get clarification from the business head will joint set target and review preference. advance planning for visits can help. During increments each business to decide the differential between cluster 1 and cluster 3. 2. Mysore Page 65 . the cluster 1 is given 2x. in consultation with the appraisers. Finally the unit head or designated executives in HO to bring a few small departments in pattern of prescribed distribution. for department smaller than 10. Position Appraiser(Line Superior) Functional Superior KSOU. Failing this use of email should be there between the line superior who should initiate and the functional superior. as detailed below: 10. the nearest distribution pattern to be brought in by HOD (with half in top 2 clusters and half in bottom 2 clusters). In “Consequence Management” for bottom performers.2 Following are given as described examples. Normally exist is not forced during first year of bottom performers to give some time for improvement. 10. KSOU. 11. Mysore Page 66 . that KRA‟s and target setting for the employee gets done within one month of the joining for the rest of the year. If due to some business exigencies. The same can be recorded in the space provided under. These will also motivating to the person.Line in Corporate Head (Cust.  To promote objectivity in Performance Assessment and Rewards. 13.  To help him/her become aware of his/her strengths and to build on these. THE OBJECTIVES OF THE PERFORMANCE MANAGEMENT SYSTEM  To manage performance and align individual objectives to business objectives.PERFORMANCE MANAGEMENT SYSTEM Manager(Works A/cs Manager (HRD) Manager (Technical) Regional Customer Service/Tech. some targets need to be reviewed. Identified strength to be leveraged by enlarging job responsibility and special assignments.“six monthly review” and Revised weight ages assigned.Service Sales/Mktg. Service)/Tech. Also to bring some areas for improvement to his/her attention.  To help Appraisee to give his/her best performance by focusing on major value adding results.Service GM (Comml-Works) Line Superior at Works Line Superior at Works Superior Corporate Head (A/cs) Corporate Head (HRD) Corporate Head (Tech) Head. For those joining mid-year-fresh or on transfer it will the responsibility of the appraiser and the concerned HR person. 12. HR department sends the performance appraisal from back to the manager who discusses it with the employee.  Employee shall submit his own report outlining his achievements for the year and highlighting his results vis-à-vis the objectives/Key Result Areas for the year. agree and document the individual objectives/Key Result Area (KRA) annually.  Based on the Employee Annual Report and his observations.  At the meeting of all BU/SSU heads organized by HR department. The performance review discussion shall be carried on in the presence of a HR Facilitator. Mysore Page 67 . based on the plan/budget of the unit/department/region which will be in line with the plan/budget of the company for the year. After assessment of performance of the appraisee. immediate manager conducts performance review discussion with the employee and provides his observations on the comments of appraise on his own performance. growth and leadership” The following points briefly outline the process:  The employee and the manager shall discuss.  This will be followed by a HALF YEARLY review between the manager and the employee which enable them to revise and/or update the targets as well as provide opportunity to the employee to take corrective action.  After the performance appraisal meeting. and KSOU. the appraiser award scores against each KRA and indicates performance cluster level of the appraisee in line with corporate guidelines. the overall performance of an employee is reviewed and his career and individual development plan for the employee chalked out. The KRA‟s are maintained in electronic media. nominated by the HR Department.PERFORMANCE MANAGEMENT SYSTEM PERFORMANCE MANAGEMENT SYSTEM PROCESS FOLLOWED IN JK TYRE: Performance Management system process has been designed in line with the overall company objective of “building an organization where individual aspirations are congruent with organizational goals of profitability. This will be documented in the electronic media. It should not be taken as a mere opportunity for discussing issues related to the increase in base salary or promotions which depends on various contextual factors in addition to performance and is at the discretion of the company.  Performance Management System shall be carried out as per HO guide lines. in receiving guidance needed to successfully achieve personal career goals.  As an appraiser in providing objective and sincere feedback to an appraisee. IN GENERAL: Performance review should primarily be taken as a forum for employee development where by the appraiser discusses the appraisee‟s progress and performance. KSOU.  As a reviewer by ensuring objectivity and fair play. complimenting.  As a member of the appraisal committee by ensuring equity and fair play in the appraisal process and guiding the preparation and implementation of standards in different functional areas. the appraise on his accomplishments and reinforcing desirable performance and building teamwork by orienting individual talents and efforts towards company goals. in being open to critical assessment which would enable them to grow. by taking keen interest in the growth prospects of each subordinate working with them. obtain information about the expectations of both his superior and the company. ROLE OF AN APPRAISEE/APPRAISER/REVIEWER AND MEMBER OF APPRAISAL COMMITTEE. Mysore Page 68 .PERFORMANCE MANAGEMENT SYSTEM jointly they commit to the developmental plan and Key Result Areas for the Next Year. The success of this key employee development process depends to a great extent on the sincerity of employees towards carrying out the following roles:  As an appraise in providing honest information during self evaluation. observation and answers received from employees during personal interview which were conducted during the study period.2 INTERPRETATION OF RESULTS The interpretation is based on the feedback received from the employees through questionnaire. 2. Are you aware of performance management system in your organization? TABLE: 1 RESPONSES YES NO TOTAL SAMPLE OBSERVATION 20 0 20 PERCENTAGE 100 0 100 KSOU. The following tables and graphs interpret the result of the study. by nominating HR facilitators. Mysore Page 69 .PERFORMANCE MANAGEMENT SYSTEM  HRD will facilitate the half yearly and yearly performance review discussions. 1. who will facilitate performance review discussion. 1 0 YES NO 20 INTERPRETATION: All the employees are aware of the performance management system. 2.PERFORMANCE MANAGEMENT SYSTEM GRAPH NO:B-2. Are you involves in setting your functional goals? TABLE: 2 RESPONSES YES NO TOTAL SAMPLE OBSERVATION 19 1 0 PERCENTAGE 95 5 100 KSOU. Mysore Page 70 . 2 1 YES NO 19 INTERPRETATION: Employees are involved in setting the functional goals which are known as “Key Result Area” (KRA)  It was found that too little attention is paid in communicating performance targets. Mysore Page 71 . 3. Are your goals and performance linked with the department and organizational goals? TABLE-3 RESPONSES YES NO TOTAL SAMPLE OBSERVATION 19 1 0 PERCENTAGE 95 5 100 KSOU.PERFORMANCE MANAGEMENT SYSTEM GRAPH NO:-2. 4. Which type of appraisal is adopted in this organization? Table-4 RESPONSES 360* APPRAISAL METHOD GRADING METHOD FORCED 0 0 0 OBSERVATION 20 PERCENTAGE 100 KSOU. which help the organization to achieve its target with the support of employees. Mysore Page 72 .  Few of them feel that their departmental and organizational goals does not match.3 1 YES NO 19 INTERPRETATION: Most of the employee‟s goals and performance is linked with the departmental and organizational goals.PERFORMANCE MANAGEMENT SYSTEM GRAPH NO:-2. 5 RESPONSES DIRECT SUPERVISOR HR DEPARTMENT SELF. the organization is implementing 360* appraisal method for their performance management. 5.PERFORMANCE MANAGEMENT SYSTEM DISTRIBUTION METHOD TOTAL SAMPLE 20 100 GRAPH NO:-2. According to you who should conduct the performance appraisal? Table-2.PEERS AND SUBORDINATE OBSERVATION 13 5 1 PERCENTAGE 65 25 5 KSOU.4 0 360* APPRAISAL METHOD GRADING METHOD 20 FORCED DISTRIBUTION METHOD INTERPRETATION: Currently. Mysore Page 73 . direct superior is appropriate for the appraisal as he is more aware regarding the work and performance of his subordinates. What is the time interval of performance appraisal? Table-2.5 1 1 DIRECT SUPERVISOR 5 HR DEPARTMENT SELF.6 RESPONSES QUARTERLY APPRAISAL SYSTEM OBSERVATION 1 PERCENTAGE 5 KSOU.  Employees also want the HR Department to be involved in the appraisal. Mysore Page 74 .PERFORMANCE MANAGEMENT SYSTEM ALL OF THEM TOTAL 1 20 5 100 GRAPH NO:-2.PEERS AND SUBORDINATE 13 ALL OF THEM INTERPRETATION: Most of the employees believe that along with the self appraisal. 6. 2.6 INTERPRETATION: Organization implemented Annual System to motivate employees. Mysore Page 75 .6 16 14 12 10 8 6 4 2 0 1 QUARTERLY APPRAISAL HALF YEARLY APPRAISAL ANNUAL APPRAISAL SYSTEM SYSTEM SYSTEM 4 15 GRAPH NO:-2. 7. Does your company have fair appraisal system? Table:.  Transition has taken place from Annual Appraisal System to Half Yearly Appraisal System to increase their efficiency to give their best.7 RESPONSES YES OBSERVATION 16 PERCENTAGE 80 KSOU.PERFORMANCE MANAGEMENT SYSTEM HALF YEARLY APPRAISAL SYSTEM ANNUAL APPRAISAL SYSTEM TOTAL 4 20 15 75 20 100 GRAPH NO:-2. Does management provide feedback regarding your performance appraisal? Table no-2.2. Mysore Page 76 .8 RESPONSES OBSERVATION PERCENTAGE KSOU.7 4 YES NO 16 INTERPRETATION: Most of the employees are in the fewer in the performance management system  But they want to develop trust between employees and the system 8.PERFORMANCE MANAGEMENT SYSTEM NO TOTAL 4 20 20 100 GRAPH NO:. Mysore Page 77 . the employees expect the feedback regarding the appraisal results from their HOD‟s along with the HR Department after the appraisal process.  Similarly.9 KSOU. 9.8 2 YES NO 18 INTERPRETATION: Concerned HOD‟s and direct superiors provide the feedback to the employees regarding their performance and appraisal results. Does the appraisal feedback help you in improving your performance? Table-2.PERFORMANCE MANAGEMENT SYSTEM YES NO TOTAL 18 2 20 90 10 100 GRAPH NO:-2. e. appraiser help them to know their by help them in improving their performance.  Feed back helps the employees to know.PERFORMANCE MANAGEMENT SYSTEM RESPONSES YES NO TOTAL OBSERVATION 16 4 20 PERCENTAGE 80 20 100 GRAPH NO:.9 4 YES NO 16 INTERPRETATION: Timely feedback is being provided to the employees by their superior.  According to the employees the feedback provided by their superior i. *How much they are performing? *How well they perform it? 10. Does your direct supervisor motivate you and help you in improving performance? KSOU.2. Mysore Page 78 .. 10 1 YES NO 19 INTERPRETATION: It was good to found that the superiors motivate and help the employees in all possible ways to improve their performance and acquire new skills and knowledge. incentives etc? KSOU.10 RESPONSES YES NO TOTAL OBSERVATION 19 1 20 PERCENTAGE 95 5 100 GRAPH NO:. 11. Is your performance is linked with your development plans such as promotion.PERFORMANCE MANAGEMENT SYSTEM Table-2. reward.2. Mysore Page 79 .  After considering the Performance Appraisal Results decision regarding the promotion are been taken by the HR department. Mysore Page 80 .11 1 YES NO 19 INTERPRETATION: Yes. Does the management take action on the basis of your appraisal report to improve your performance? KSOU.11 RESPONSES YES NO TOTAL OBSERVATION 19 1 20 PERCENTAGE 95 5 100 GRAPH NO:. it is linked with the employee‟s development plans such as promotion. 12.2. reward and incentives.PERFORMANCE MANAGEMENT SYSTEM Table no-2. PERFORMANCE MANAGEMENT SYSTEM Table. Mysore Page 81 .2.2. 13.12 RESPONSES YES NO TOTAL OBSERVATION 15 5 20 PERCENTAGE 75 25 100 GRAPH NO:. is the required training and education is provided by the management for your personal development? KSOU.  But it was found that too much attention is given towards review and control and not enough towards advice and improvement.12 5 YES NO 15 INTERPRETATION: Management takes action on the basis of appraisal report to improve your performance. Mysore Page 82 .  Due to some problems all the training programs prescribed by the concerned department cannot be provided by the management.14 KSOU. Are you satisfied with the training programs provided by your organization? TABLE NO-2.13 RESPONSES YES NO TOTAL OBSERVATION 18 2 20 PERCENTAGE 90 10 100 GRAPH NO:.2.2. 14.PERFORMANCE MANAGEMENT SYSTEM Table.  Both on-the-job and off-the-job training are provided with the help of internal and external trainers.13 2 YES NO 18 INTERPRETATION: Management always tries to provide the required training programs as prescribed by the concerned department of the employees. 14 3 YES NO 17 INTERPRETATION: Most of the employees are satisfied with the standard of trainings provided to them. Mysore Page 83 .15 KSOU.2. 15.2.  All the training programs prescribed by the concerned department especially external are not provided by the management so some of the employees are not satisfied.PERFORMANCE MANAGEMENT SYSTEM RESPONSES YES NO TOTAL OBSERVATION 17 03 20 PERCENTAGE 85 15 100 GRAPH NO:. Does performance management system help in self development? TABLE NO. Mysore Page 84 .PERFORMANCE MANAGEMENT SYSTEM RESPONSES YES NO TOTAL OBSERVATION 19 01 20 PERCENTAGE 95 05 100 GRAPH NO:.  Performance Management System also results in providing training to employees which promotes self development.15 1 YES NO 19 INTERPRETATION: According to the employees the performance management system helps them in setting their goals and to know their level of achievement along with their strengths and weakness which help them in personal development.16 KSOU. What kind of rewards is made available for your good performance? TABLE NO-2. 16.  Employees agree that Performance Management System results in personal development.2. Mysore Page 85 .2.  As a typical human character the employees are not satisfied with the present reward system 17.17 KSOU. by way of monetary benefits and promotions etc.2. Are you satisfied with the existing Performance Management System? TABLE NO.16 5 MONETARY 2 13 NON-MONETARY PROMOTION INTERPRETATION: Due to consideration is given to rewarding the performance.PERFORMANCE MANAGEMENT SYSTEM RESPONSES MONETARY NON-MONETARY PROMOTION TOTAL OBSERVATION 05 02 13 20 PERCENTAGE 25 10 65 100 GRAPH NO:. 18.PERFORMANCE MANAGEMENT SYSTEM RESPONSES YES NO TOTAL OBSERVATION 14 06 20 PERCENTAGE 70 30 100 GRAPH NO:.17 6 YES 14 NO INTERPRETATION: Employees are not fully satisfied with the existing Performance Management System  Employees expect more transparency in the system. Does Performance Management System help managers to get more insight about subordinates? KSOU. Mysore Page 86 .2. 18 RESPONSES YES NO TOTAL OBSERVATION 18 02 20 PERCENTAGE 90 10 100 GRAPH NO:.PERFORMANCE MANAGEMENT SYSTEM TABLE NO. Does Performance Management help in reducing communication gab between employees and management? KSOU. 19.2.  Performance appraisal also helps the managers to get more insight about subordinates.2. Mysore Page 87 .18 2 YES NO 18 INTERPRETATION: Managers and employees also believe that Performance Management System results in frequent meetings of employees and their superior managers which help the managers to get closer to the employees and know more about them. PERFORMANCE MANAGEMENT SYSTEM TABLE NO.19 5 YES NO 15 INTERPRETATION: As Performance Management System requires frequent meetings and conservation between employees and managers.2. Does Performance Management System result in making employees more competent? KSOU.19 RESPONSES YES NO TOTAL OBSERVATION 15 05 20 PERCENTAGE 75 25 100 GRAPH NO:. so it results in reducing communication gap between employees and the management 20. Mysore Page 88 .2. PERFORMANCE MANAGEMENT SYSTEM TABLE NO.2. Mysore Page 89 .20 RESPONSES YES NO TOTAL OBSERVATION 17 03 20 PERCENTAGE 85 15 100 GRAPH NO:.2. Does Performance Management System motivate you in achieving superior job performance? KSOU. 21.20 3 YES NO 17 INTERPRETATION: Employees believe that up to some extent Performance Management System results in making employees more competent. Mysore Page 90 . KSOU.21 RESPONSES YES NO TOTAL OBSERVATION 14 06 20 PERCENTAGE 70 30 100 GRAPH NO:.  Even through majority of them agree that the Performance Management System is essential but few of them feel that it is not the cause for the superior job performance. Performance Management System plays a major role to achieve their superior job performance.2.PERFORMANCE MANAGEMENT SYSTEM TABLE NO.21 6 YES 14 NO INTERPRETATION: According to employees.2. 2.22 HALF YEARLY APPRAISAL SYSTEM AGAINST ANNUAL APPRAISAL SYSTEM OBJECTIVE ASSESSEMENT 20 20 14 INTENATIONAL EXPOSURE 17 SKILL BASED TRAINING PROGRAMMED KSOU. Mysore Page 91 . Please tick three suggestions given below to improve the existing performance management system if you feel so Half yearly appraisal system against annual appraisal system Objective assessment International exposure Skill based training programmed ( ( ( ( ) ) ) ) GRAPH NO:.PERFORMANCE MANAGEMENT SYSTEM 22.  Self appraisal method is used in the organization but it was found that appraisal method differs with the department.  According to the employees the performance management system helps them in setting their goals and to know their level of achievement along with their strengths and weakness which help them in personal development. the feedback regarding the appraisal results from their HOD‟s along with the HR department after the appraisal process.3 FINDINGS:After visiting to the JK Tyre and interacting with employees of various department. similarly the employees expect.  Management always tries to provide the required training programs as prescribed by the concerned department for the development of the employees.  It was good to found that the superiors motivate and help the employees in all possible ways to improve their performance and acquire new skills and knowledge. observation and personal interviews which were conducted during the study period.  Most of the employees believe that along with the self appraisal direct superior is appropriate for the appraisal as he is more aware regarding the work and performance of his subordinates. Mysore Page 92 . KSOU.  One thing I came to understand that it is difficult to evaluate performance of employees in service department as compared to technical work department.PERFORMANCE MANAGEMENT SYSTEM FINIDINGS AND SUGGESTIONS 2.  Concerned HOD‟s and direct superiors provide the feedback to the employees regarding their performance and appraisal results.  Too little attention is paid in communicating performance targets. The following findings are based on my observation during the study period. I tried to suggestions regarding performance management system.  All the employees are aware of the performance management system. Both on-the-job and off-the-job training are provided with the help of interval and external trainers.  Employees believe that performance management system help them in improving personal development.  Management should provide pre-planned training programs as well as special training if possible on the demand of the employees for their personal development.  Employees are not fully satisfied with the existing performance management system.  Through performance appraisal is annually conducted it should be reviewed half yearly in the form of documentation.  The overall process and purpose of performance management system should be cleared and well communicated to the employees.  The level of trust between employees and system should be increased by encouraging maximum involvement of employees in management decisions.  It is important to set and agree clear goals.PERFORMANCE MANAGEMENT SYSTEM  Due to consideration is given to rewarding the performance.4 SUGGESTIONS:Suggestions are based on the areas in which the management and HR department should concentrate more to make the present performance management system more effective.  Supervisors meeting should be formally conducted between the employees and their line managers. Let this type of meetings be private and uninterrupted at a regular time interval. with task to be completed by specified date and standards to be achieved. Employees expect more transparency in the system. Some of this suggestions are been given by the employees on the basis of their personal experience.  On the basis of appraisal result the management should take necessary steps to improve the efficiency of the employees. Mysore Page 93 . KSOU.  Management must provide attractive rewards which can satisfy the employees and be strong enough to motivate the individuals to perform well. 2. by way of monetary benefits and promotions etc.  Management should try to adopt the latest appraisal techniques such as MBO or 360 degree feedback for generating complete and reliable feedback. as a typical human character the employees are not satisfied with the present reward system. what standards they are expected to achieve and feel supported in their job.  Performance management system communicates organizational mission.  Improved individual performance assures the success of the organization.1 CONCLUSIONS: Performance management is about getting the best from the staff in order to achieve the best fort the organization. KSOU. 3.2 RECOMMENDATIONS: Performance management system should be made available for all the employees at all levels of the unit. and the identification of employee‟s strengths and weakness and in decision making.  Performance is measured against expectation and rewards on the job achievement.  The information collected by a performance management system is most frequently used for performance feedback.  Performance management system provides a system by which employees can develop on the job and managers can develop coaching and counseling skills. measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.  Performance management system encourages open discussion on employee development and career prospects.  When staff is clear about what they need to do. Mysore Page 94 .PERFORMANCE MANAGEMENT SYSTEM  Performance management system should be more transparent.  Performance management system promotes good employee relation by providing opportunities for timely feedback. CHAPTER:3 CONCLUSIONS AND RECOMMENDATIONS 3. enables employees to manage own performance and manages expectations. fulfills responsibilities to organizational members.  So we can conclude thatPerformance management system is a continuous process of identifying. PERFORMANCE MANAGEMENT SYSTEM  HR Department must try to be involved in the appraisal process of all departments. Mysore Page 95 .  Personal problems can affect the employee‟s performance so. the line managers along with the HR managers should try to know the personal problems faced by employees. provide counseling and try to solve them. practical experiments and knowledge sharing.  Line managers should be confident to point the strength and weakness of the employees. He should communicate with employees regarding  How much they are doing?  How well are they doing it?  What difference does it makes? KSOU.  Manager should encourage performance improvement with increased analysis.  Performance information should be used to improve performance and not to just report performance for accountability. I MANJUSHREE H K studying in 2nd year MBA 4th semester. Jeevan Kumarmanager-HR I request you to devote some of your precious time and help me in gathering required information for my project by responding the provided questionnaire which would help me in completing my project successfully.L. as a part of my curriculum a project has undertaken on PERFORMANCE MANAGEMENT SYSTEM in JK TYRES. Mysore Page 96 . from Karnataka Open University of Mysore.S. Are your goals and performance linked with the departmental and organizational goals? KSOU. MYSORE under the guidance of Mr.C ( ) PUC ( ) Graduate ( ) Post graduate ( ) : : : QUESTIONNAIRE 1. PLEASE TICK TO THE APPROPRIATE ANSWERS EMPLOYEE NAME Age Education Qualification Department Work designation Work experience : : : S.PERFORMANCE MANAGEMENT SYSTEM ANNEXURE QUESTIONNAIRE ON PERFORMANCE MANAGEMENT SYSTEM (PMS) Dear respondents. Are you involved in setting your functional goals? a) Yes ( ) b) No ( ) 3. Are you aware of performance management system in your organization? a) Yes ( ) b) No ( ) 2. Thanking you. Does your direct supervisor motivate you and help you in improving performance? a) Yes ( ) b) No ( ) 11. Peers and Subordinate d) All of them 6. Does the management take action on the basis of your appraisal report to improve your performance? KSOU. Does your company have fair appraisal system? a) Yes ( ) b) No ( ) 8. reward.PERFORMANCE MANAGEMENT SYSTEM a) Yes ( ) b) No ( ) 4. What is the time interval of performance appraisal? a) Quarterly Appraisal System ( ) b) half yearly Appraisal System ( ) c) Annual Appraisal System ( ) 7. Does management provide feedback help you in improving your performance? a) Yes ( ) b) No ( ) 10. Is your performance is linked with your development plans such as promotion. Which type of appraisal is adopted in this organization? a) 360* appraisal method ( ) b) Grading method ( ) c) Forced Distribution Method ( ) 5. Mysore Page 97 . incentives etc? a) Yes ( ) b) No ( ) 12. Does management provide feedback regarding your performance appraisal? a) Yes ( ) b) No ( ) 9. According to you who should conduct the performance appraisal? a) Direct supervisor ( ) b) HR Department ( ) ( ) c) Self. Does performance management system result in making employees more competent? a) Yes ( ) b) No ( ) 21. Does performance management system help in self development? a) Yes ( ) b) No ( ) 16. is the required training and education is provided by the management for your personal development? a) Yes ( ) b) No ( ) 14. Does performance management system help mangers to get more insight about subordinate? a) Yes ( ) b) No ( ) 19. Does performance management help in reducing communication gap between employees and management? a) Yes ( ) b) No ( ) 20. What kind of rewards is made available for your good performance? a) Monetary ( ) c) Promotion ( ) b) Non-monetary ( ) c) Both A and C ( ) 17. Does performance management system motivates you in achieving superior job performance? KSOU. Are you satisfied with the training programs provided by your organization? a) Yes ( ) b) No ( ) 15. Mysore Page 98 . Are you satisfied with the existing performance management system? a) Yes ( ) b) No ( ) 18.PERFORMANCE MANAGEMENT SYSTEM a) Yes ( ) b) No ( ) 13. Mysore Page 99 . Please tick three suggestions given below to improve the existing performance management system if you feel so a) Half yearly appraisal system against annual appraisal system c) Objective assessment d) International exposure e) Skill based training programmed ( ( ) ) ( ) ( ) KSOU.PERFORMANCE MANAGEMENT SYSTEM a) Yes ( ) b) No ( ) 22. c. www. 2.com Other Resources: a.jktyre.PERFORMANCE MANAGEMENT SYSTEM BIBLIOGRAPHY References: Internet: 1.com www.google. Mysore Page 100 . Human Resource Management: Dipak Kumar Bhattacharyya Human Resource Management: V S P Rao J K Tyre and Industries Records KSOU.com wikipedia.com www.economictimes. 3.co.citehr.in www. b. 4. 5.