INTRODUCTION 1.

A) THE CONCEPT OF JOB SATISFACTION Job satisfaction refers to a persons feeling of satisfaction on the job, which ac ts as a motivation to work. It is not the self satisfaction, happiness or self c ontentment but the satisfaction on the job. The term relates to the total relati onship between an individual and the employer for which he is paid. Satisfaction does mean the simple feeling-state accompanying the attainment of any goal; the end-state is feeling accompanying the attainment by an impulse of its objective s. Research workers differently described the factors contributing to job satisf action and job dissatisfaction. Hoppock describes job satisfaction as, Any combination of psychological, physiolo gical and environmental circumstances that cause any person truthfully to say I am satisfied with my job [1]. The term job satisfaction refers to an employees gener al attitudes toward his job. Locke defines job satisfaction as a Pleasurable or p ositive emotional state resulting from the appraisal of ones job or job experienc e, to the extent that persons job fulfill his dominant need and is consistent wit h his expectations and values [2]. There are three major theories of job satisfac tion viz, i) Herzbergs Motivation-Hygiene Theory. ii) Need Fulfillment Theory. iii) Social Reference Group Theory.

Smith Kendall and Hulin have suggested that there are five job dimensions that r epresent the most important characteristics of a job about which people have aff ective responses, these are: i) The work itself: The extent to which the job provides the individual wit h the interesting task, opportunities for learning and the chance of accept resp onsibility. ii) Pay: The amount of financial remuneration that is received and the degre e to which this is viewed as equitable vis-a-vis that of others in the organi zation. iii) Promotion opportunities: The chance for advancement in the hierarchy. vi) Supervision: The ability is on the supervision to provide technical assi stance and behavioral support. v) Co-workers: The degree to which follow workers are technically proficien t and socially supportive. However, a comprehensive approach requires that may additional factors be includ ed before a complete understanding of job satisfaction can be obtained. Such fac tors as the employees are, health, temperament, desires and levels of aspiration should be considered. Further, his family relationship, social status, recreational or purely social-c ontribute ultimately to job satisfaction. 1. A. i) Determinants of Job Satisfaction According to Abraham A. Korman, [3] there are two types of variables which deter mine the job satisfaction of an individual. These are: 1. .a) Organizational variables, and 1. .b) Personal variables. 1. .a) Organizational variables: i) Occupational Level: The higher the level of the job the greater the sati sfaction of the individuals. This is because of higher levels of job carry great er prestige and self control. ii) Job Content: Greater the variation in job content and the less the repet itiveness with which the tasks must be performed, the greater the satisfaction o f the individuals involved. iii) Considerate Leadership: People like to be treated with consideration. He

nce considerate leadership results in higher job satisfaction than inconsiderate leadership. iv) Pay and Promotional Opportunities: All other things being equal these tw o variables are positively related to job satisfaction. An explanation for this finding lies in both theories discussed above. v) Interaction in the Workgroup: Here the question is when the interaction in the workgroup a source of job satisfaction and when it is not? Interaction is must satisfying, when It results are being accepted by others. It facilitates the achievement of goals. 1.b) Personal variables: For some people, it appears job will be dissatisfying irrespective of the organi zational conditions involved, whereas or others, most jobs will be personal vari ables like age, educational levels, sex, etc., i) Age: Most of the evidence on the relation between age and job satisfacti on, holding such factors as occupational level constants, seems to indicate that there is generally a positive relationship between the two variables up to the pre-retirement years and then there is a sharp decrease in satisfaction. ii) Educational Levels: With occupational level held constant there is a neg ative relationship between the educational level and job satisfaction. The highe r the educational, the higher the reference group which the individual looks to for guidance to evaluate his job rewards. iii) Role Perception: The different individuals holder different perceptions about their role i.e., the kind of activities and behaviors they should engage i n to a firm makes job successful. Job satisfaction is determined by this factor also. iv) Sex: There is yet no confident evidence as to whether women are more sat isfied with that their job than men. Holding such factors as job and occupationa l levels constant, one might predict this to be the case considering the general ly lower occupational aspiration of women. Figure 1: Factors effecting Job Satisfaction.

1. A. ii) Effects of job satisfaction Job satisfaction has a variety of effects. These effects may be seen in the cont ext of an individuals physical and mental health, productivity, absenteeism, and turnover. 1.a) Physical and Mental Health: The degree of job satisfaction affects an indiv iduals physical and mental health. Since job satisfaction is a type of mental fee ling, its favorableness or unfavourablesness affects the individual psychologically w hich ultimately affects his physical health. For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health result from psycholo gically harmful jobs. Further, since a job is an important part of life, job sat isfaction influences general life satisfaction. The result is that there is spil lover effect which occurs in both directions between job and life satisfaction. 1. b) Productivity: There are two views about the relationship between job satis faction and productivity: i) A happy worker is a productive worker, ii) A happy worker is not necessarily a productive worker. i) The first view establishes a direct cause-effect relationship between jo b satisfaction and productivity; when job satisfaction increases, productivity i ncreases; when satisfaction decreases, productivity decreases. The basic logic b ehind this is that a happy worker will put more efforts for job performance. However, this may not be true in all cases. For example, a worker having low exp ectations from his jobs may feel satisfied but he may not put his efforts more v igorously because of his low expectations from the job. Therefore, this view doe

s not explain fully the complex relationship between job satisfaction and produc tivity. Another view: That is a satisfied worker is not necessarily a productive worker explains the relationship between job satisfaction and productivity. Various res earch studies also support this view. This relationship may be explained in term s of the operation of two factors: effect of job performance on satisfaction and organizational expectations from individuals for job performance. Job performance leads to job satisfaction and not the other way round. The basic factor for this phenomenon is the rewards (a source of satisfaction) attached w ith performance. There are two types of rewards-intrinsic and extrinsic. The int rinsic reward stems from the job itself which may be in the form of g rowth potential, challenging job, etc. The satisfaction on such a type of reward may help to increase productivity. The extrinsic reward is subject to control b y management such as salary, bonus, etc. Any increase in these factors does not heap to increase productivity though these factors increase job satisfaction. Figure 2: Impact of intrinsic rewards and extrinsic rewards on job satisfaction. ii) A happy worker does not necessarily contribute to higher productivity be cause he has to operate under certain technological constraints and, therefore, he cannot go beyond certain output. Further, this constraint affects the managem ents expectations from the individual in the form of lower output. Thus, the work situation is pegged to minimally acceptable level of performance. However, it does not mean that the job satisfaction has no impact o productivity . A satisfied worker may not necessarily lead to increased productivity but a di ssatisfied worker leads to lower productivity. 1. c) Absenteeism: Absenteeism refers to the frequency of absence of job holder from the workplace either unexcused absence due to some avoidable reasons or lon g absence due to some unavoidable reasons. It is the former type of absence whic h is a matter of concern. This absence is due to lack of satisfaction from the j ob which produces a lack of will to work and alienate a worker form work as for as possible. Thus, job satisfaction is related to absenteeism. 1. d) Satisfaction and Safety: Poor safety practices are negative consequences o f low satisfaction level when people are discouraged about their job satis faction. Company and supervisor, they are more liable to experience accidents. And underl ying reason for such accidents is that discouragement, may take ones attent ion away from the task at hand. In-attention leads to accidents. 1. .e) Employee turnover: Turnover of employees is the rate at which employees l eave the organization within a given period of time. When an individual feels di ssatisfaction in the organization, he tries to overcome this through the various ways of defense mechanism. If he is not able to do so, he opts to leave the org anization. Thus, in general case, employee turnover is related to job satisfacti on. However, job satisfaction is not the only cause of employee turnover, the ot her cause being better opportunity elsewhere. For example, in the present contex t, the rate of turnover of computer software professionals is very high in India . However, these professionals leave their organizations not simply because they a re not satisfied but because of the opportunities offered from other sources par ticularly from foreign companies located abroad. 1. iii) Benefits of Employee Job Satisfaction i) One benefit of employee job satisfaction survey is that they give manage ment an indication about the general level of satisfaction in a company. Survey also indicates specific areas of satisfaction and dissatisfaction. ii) Improved communication is another benefit of the survey. iii) An unexpected benefit from a job satisfaction survey is improved attitud es. For some employees the survey is improved attitudes. For some employees the

survey is a safety value, an emotional release, change to get things of their ch ests. iv) Job satisfaction survey can help discover the causes of indirect product ivity problems such as absenteeism, turnover and poor quality of work. v) Another benefit of job satisfaction survey is that it helps management a ssessing training needs. vi) A job satisfaction survey is an indicator of the effective system of org anizational reward system. vii) One of the best uses of the job satisfaction survey is in the evaluation of the impact of organizational changes of the employees attitude. Performance Appraisal Performance management can be defined as a strategic and integrated approach to delivering sustained success to organizations by improving the performance of th e human capital and by developing the capabilities of teams and individuals with in that organization (Armstrong and Baron, 2000). The process of performance man agement therefore focuses not only with WHAT is produced but, also HOW it is produce d. It seeks to ensure that what has been produced is in line with the organizati ons needs and these products have been produced in line with the organizations way of doing things. Performance management can be achieved through many different ways. These includ e performance appraisal system and coaching. Performance appraisal system can be described as a fairly old system of measuring employees performance that has bee n in use in many organizations. However, Performance appraisal has not brought i n the amount of positive results that was expected of it. Armstrong and Mulis (1 994:86) quoted one manager describing performance appraisal as a dishonest annual ritual. The question that arises then is: If Managers (the custodians of the syst em) do not have confidence in their own system, what more employees (who happen to be victims of the system)? The meaning of the word appraisal is to fix a price or value for something. This is used in finance in terms such as project appraisal or financial appraisal where a value is attached to a project. Similarly performance appraisal is a process i n which one values the employee contribution and worth to the organization. Performance appraisal can be defined as a system of measuring employees performan ce relative to the assigned or agreed objectives. The process starts with the su pervisor and or with the subordinate agreeing on specific objectives that need t o be met on an agreed time period. The objectives that are used in the Performan ce appraisal stem from the main organizational objectives that are reduced to De partmental goals and now to individual goals. The performance appraisal system has to be transparent and the employee should b e taken into full confidence. In many cases employees themselves are given a cha nce to conduct a self-appraisal. Performance appraisal is a case of joint proble m solving by the organization and the employee. However the organization must al so take care of future potential and not get bogged down by current performance. Normally the immediate supervisor does the appraisal. Some organizations also ha ve a peer group performance appraisal where colleagues rate the performance. The HR person must also ensure that line managers are properly trained for carry ing out the appraisal including interviewing techniques and on how to give feedb ack. The managers must also be trained to look at the cases objectively outside of their personal opinion of the candidate.

THEORETICAL FRAMEWORK Rater Motivation in the Performance Appraisal Context: A Theoretical Framework Michael M. Harris University of Missouri Although researchers have indicated the potential importance of rater motivation for understanding and improving performance appraisal processes, little empiric al research or conceptual writing has addressed this topic. The purpose of this

paper is to offer a model of the antecedents and outcomes of appraiser motivatio n, and suggest hypotheses for research. Researchers are encouraged to conduct fu rther research on this important issue. Performance appraisal has been the focus of a flurry of research activity in th e past several decades (Bretz, Milkovich & Read, 1992; Fisher, 1989). There has also been continued use of performance appraisal systems by business and industr y, with recent surveys indicating that between 74 to 89% of firms have a formal system (Murphy & Cleveland, 1991). Formal performance appraisal systems are used for a number of different purposes, including human resource decisions, feedbac k, and program evaluation (Cleveland, Murphy & Williams, 1989). Although there has been a substantial amount of research on performance appraisa l, practically all of this work has focused on understanding and improving appra isers ability (Banks & Murphy, 1985; Bernardin & Beatty, 1984). Thus, a plethor a of research exists regarding such issues as the effect of rating formats (Land y & Farr, 1980) and training (Smith, 1986) on appraisers ability to evaluate su bordinates. More recently, though, a number of researchers have bemoaned the dea rth of writing on appraisers motivation in the performance rating context (e.g. , Bernardin & Villanova, 1986; Heneman, Schwab, Fossum & Dwyer, 1989; Murphy & C leveland, 1991). Despite recent calls for more work in this area (e.g., Banks & Murphy, 1985), there has been practically no published empirical research and on ly limited conceptual work regarding the nature, antecedents, and consequences o f appraiser motivation (Cleveland & Murphy, 1992; DeNisi & K. Williams, 1988; Fi sher, 1989). by Robert K. Robinson , Ross L. Fink , Billie Morgan Allen Anyone who has followed the recent public opinion polls understands the increasi ng demands of voters for a reduction of "the bureaucracy" at all levels of gover nment. Public mandates for reduced budgets place pressure on virtually all publi c organizations to scrupulously ensure that all of their resources, especially h uman resources, are being used as efficiently as possible. The unifying theme of the 1990 s may well be efficiency of operations, and this is likely to intensif y as the decade progresses. An important tool by which managers measure individual employee contributions to organizational efficiency is the performance appraisal. As organizations look f or more productive raw materials and sources of revenue, so must they look to mo re productive human resources. In this regard, performance appraisals can provid e valuable data for assessing individual employee performance and goal achieveme nt(1) advising employees of work expectations,(2) identifying training and devel opment needs(3) and making critical personnel decisions.(4) However, the expecte d organizational benefits normally derived from the performance appraisal can be completely subverted if the managers and supervisors responsible for appraisal fail to conduct the evaluation properly.(5) In short, the evaluation will be onl y as good as the evaluator makes it. OBJECTIVE OF THE STUDY To study the effectiveness of the existing system of performance appraisal syste m at HCL (Career Development Center). To study the satisfaction level of employee on current performance appraisal sys tem of HCL (Career Development Center). To study about the job satisfaction as well as performance appraisal system foll owed in HCL (Career Development Center). To study about how the organization use to retain their employees who are workin g over there. To study about the employees satisfaction who are working over there. To study the different guidelines of managing human resource.

SCOPE OF THE STUDY Performance appraisal system can serve the following purposes if designed proper ly Help each employee to understand more and more about his role and become clear a bout his functions. Helps each employee to understand his own strengths and weaknesses with respect to his role and functions of the company. Helps identifying the developmental needs of employees. Helps increase mutuality between employee and his superiors. Provides an opportunity to the employees for self reflection and individual goal setting Helps in preparing employees for performing at high levels by continuously enfor cing the required qualities. Creates a healthy environment in the organization.

RESEARCH METHODOLOGY Research methodology is a systematic way, which consists of series of action ste ps, necessary to effectively carry out research and the desired sequencing to th ese steps. The marketing research is a process of involves a no. of inter-relate d activities, which overlap and do rigidly follow a particular sequence. It cons ists of the following steps: Formulating the objective of the study Designing the methods of data collection Selecting the sample plan Collecting the data Processing and analyzing the data Reporting the findings

RESEARCH DESIGN Research design specifies the methods and procedures for conducting a particular study. A research design is the arrangement of conditions for collection and analysis o f the data in a manner that aims to combine relevance to the research purpose wi th economy in procedure. Research design is broadly classified into three types as Exploratory Research Design Descriptive Research Design Causal Research Design I have chosen the descriptive research design. DESCRIPTIVE RESEARCH DESIGN: Descriptive research studies are those studies which are concerned with describe d the characteristics of particular individual.

In descriptive as well as in diagnostic studies, the researcher must be able to define clearly, what he wants to measure and must find adequate methods for meas uring it along with a clear cut definition of population he want to study. Since the aim is to obtain complete and accurate information in the said studies, the procedure to be used must be carefully planned. The research design must make e nough provision for protection against bias and must maximize reliability, with due concern for the economical completion of the research study. SAMPLE DESIGN A Sample Design is a definite plan for obtaining a sample from a given populatio n. It refers to the technique to the procedure adopted in selecting items for th e sampling designs are as below: SAMPLING METHOD: Random sampling method SAMPLE DESIGN As complete enumeration of all the members of the population (Member and Non-mem ber) I have understate sampling technique. SAMPLE SIZE All the items consideration in any field of inquiry constitutes a universe of population. In this research only a few items can be selected form t he population for our study purpose. The items selected constitute what is techn ically called a sample. Here out sample size is 20 employees from the total popu lation in the delivery peoples. The samples are selected on the basis of conveni ent. Sample area GR. NOIDA/ NOIDA SAMPLE TECHNIQUE I have taken the Statistical tool of percentage method to analysis and interpret ation of the collected data. RANDOM SAMPLING: A random sample gives every unit of the population a known and non-zero probabil ity of being selected. Since random sampling implies equal probability to every unit in the population, it is necessary that the selection of the sample must be free from human judgment. There is some confusion between the two terms random sampling and unrestricted rando m sampling. In the latter case, each unit in the population has an equal chance of being selected in the sample. Such a sample is drawn with replacement, which me ans that the unit selected at each draw is replaced into the population before a nother draw is made from it, As such, a unit can be included more than once in th e sample. Most statically theory relates to unrestricted random sampling. In orde r to distinguish between these two sample. I.e. sample, without replacement and sample with replacement, the terms sample random sample and unrestricted random sam ple are used. If the latter is devised in such a manner that no unit can be inclu ded more than once, it will then be known as the simple random sampling. It may be noted that while both sample random sampling and unrestricted random s ampling give an equal probability to each unit of the population for being inclu ded in the sample, there are other sample design too which provide equal probabi lity to the units. The process of randomness is the very core of simple and unre stricted random sampling. The selection of a sample must be free from bias, whic h can be ensured only when the process of selection is free from human judgment.

COLLECTION OF DATA DATA COLLECTION The study was conducted by the means of personal interview with respondents and the information given by they were directly recorded on questionnaire. For the purpose of analyzing the data it is necessary to collect the vital infor mation. There are two types of data, this are-

 Primary Data Secondary data PRIMARY DATA:Primary data can be collected through questionnaire. The questionnaire can be cl assified into four main types. Structured non disguised questionnaire Structured disguised questionnaire. Non structured non disguised questionnaire Non structured disguised questionnaire. For my market study, I have sleeted structured non-disguised questionnaire becau se my questionnaire is well structured, listing of questions are in a prearrange d order and where the object of enquiry is revealed to the respondents. To making a well-structured questionnaire, we have adopted three types of questi ons Open ended question Dichotomous questions Multiple choice questions SECONDARY DATA:Secondary data means data that are already available i.e. they refer the data wh ich have already been collected and analyzed by someone else. When the researche r utilizes secondary data, than he has to look into various sources from where h e can obtain them, in this case he is certainly not confronted with the problem s that are usually associated with the collection of original data. Secondary da ta may either be published data or unpublished data. Usually published data are available in: Various publications of the central, state and local government; Various publications of foreign government or of international bodies and their subsidiary organizational; Technical and trade journals; Books, magazines and newspapers; Reports and publications of various associations connected with business san ind ustry, stock exchanges etc.; Reports prepared by research scholars, universities, economists etc; Public records and statistics, historical document and other source of published information. The source of unpublished data are many; they may be found in diar ies, letters, unpublished biographies and autobiographies and also may be availa ble with scholars and research workers, trade associations, labor because and ot her public private individuals and organization. COLLECTION TECHNIQUE: Questionnaire method is used in collection the data. COMPANY PROFILE In 1976, Shiv Nadar, quit an executive job with Delhi Cloth Mills (DCM) along wi th five of his friends (Arjun Malhotra, Subhash Arora, Ajai Chowdhry, DS Puri & Yogesh Vaidya) to start a new company, Microcomp Limited. The focus of the compa ny was design and manufacturing of scientific calculators. The venture provided its founders money to start a company that focused on manufacturing computers. T he company was renamed as Hindustan Computers Limited (HCL) and received support from the Uttar Pradesh government to setup their manufacturing in Noida. The fo unders put together Rs 2 million in the venture. In 1981, NIIT was started to ca ter to the increasing demand in computer education. By early 2000s, Nadar divest ed his stake in this venture. Government policy shaped HCL, as was the case with all Indian companies of those eras. In 1977, due to the policies of Indian industries minister George Fernand es , global giants like IBM left India creating a major void in the computers in dustry (even Coca-Cola left India during this timeframe as it opposed those poli cies ). HCL designed and shipped microcomputers to address this gap (around the same time Apple Inc. introduced personal computers in USA). HCL had many more ac complishments in the next half decade like introducing 16 bit processor computer in 1981 and relational data based management system, networking operating syste m and client server architecture solutions by 1983. In the last days of Indira G andhi government, a radical policy shift changed the landscape of the computer i

ndustry by permitting the import of technology. HCL utilized the opportunity to launch its first brand of personal computers - Busybee. By 1986, HCL became the largest IT company in India. When Manmohan Singh opened the Indian economy in 19 91 as the Finance minister, HCL entered into a partnership with HP to form HCL H P Limited. HP picked up 26% stake in the company to leverage on HCL s sales and distribution channels to sell its products in India as well as utilize the R&D t eam of HCL to customize its products to the Indian environment. In 1994, HCL HP looked beyond PCs and tied up with Nokia for mobile phone distribution and Erics son for telephone switch distribution. HCL had always tried to address the global market and initially with mixed resul ts. In 1979, the company set up a subsidiary in Singapore - Far East Computers f ocused on selling its computer products in the APAC region. In 1989, on the basi s of a joint study with McKinsey, HCL ventured into the US computer market after roping in SCI as its manufacturing partner. HCL America was born, but in the wo rds of the founder, "the project fell flat on its face". HCL had failed to follo w a very crucial step necessary to enter the US market, the computers didn t get environmental clearances. By 1996, Nadar realized that fellow Indian companies, TCS, Wipro and Infosys, had successfully entered the global software services m arket. When the partnership of HCL and HP ended in 1996, HCL became an enterpris e which comprises two companies listed in India, HCL Technologies (www.hcltech.c om) and HCL Infosystems (www.hclinfosystems.com).HCL Technologies was created fr om the R&D division of erstwhile HCL HP and focused on providing third party eng ineering and software services to global companies while HCL Infosystems focused on manufacture and sale of computer hardware in the Indian market. In July 2009, Shiv Nadar s daughter Roshni Nadar was appointed CEO and executive director at HCL Corp, the HCL group s holding company. HISTORICAL BACK GROUND OF COMPANY HCL Info systems Ltd is one of the pioneers in the Indian IT market , with its o rigins in 1976. For over quarter of a century, we have developed and implemented solutions for multiple market segments, across a range of technologies in India . We have been in the forefront in introducing new technologies and solutions. T he highlights of the HCL saga are summarized below: Year 1976 Foundation of the company laid Introduces microcomputer-base programmable calculator with wide acceptance in t he scientific / education community Year 1977 Launch of the first microcomputer-based commercial computer with a ROM Based basic interpreter Unavailability of programming skills with customers results in HCL developing be spoke application for their customer Year 1978 Initiation of application development in diverse segment such as textiles, sugar , paper, cement ,transport. Year 1980 Formation of Far East computer Ltd, a pioneer in the Singapore IT market, for s ystem integration Year 1981 Software Export Division formed at Chennai to support the application developmen t need of Singapore Year 1983 HCL Launches an aggressive advertisement campaign with theme even a typist can o perate to make the usage of computer popular in the SME HCL develops special program generators to speed up the development of applicati on s Year 1984 HCL design and launches unix-based computer and IBM PC clones.

 HCL promotes 3rd party PC application nationally HCL sets up core team to develop the required software-ALPM(advance ledger posti ng machine) Year 1986 HCL assist customer to migrate from flat-file based system to RDBMS. Year 1991 HCL enters into a joint venture with Hewlett Packard HP assists HCL to introduce new services: System integration, IT consulting ,pac ked support services There is a vertical segment focus on Telecom, Manufacturing and financial servic es Year 1994 HCL acquires and executes the first offshore project from IBM Thailand HCL sets up core groups to define software development methodologies Year 1995 Starts execution of Information system Planning projects Execution projects for Germany and Australia Begins help desk services Year 1996 Become national integration partner for SAP Sets up the STP at Chennai to executes software projects for international custo mers Year 1999 Acquires and sets up fully owned subsidiaries in USA and UK Sets up fully owned subsidiary in Australia Year2000 Bags Award for Top PC vendor in India Becomes the 1st IT company to be recommended for latest version of ISO 9001:2000 Year 2001 Launched Pentium 4 PCs at below Rs 40,000 IDC rated HCL Info system as No.1 Desktop PC Company of 2001 Year 2003 Enter into partnership with AMD Launched home PC for Rs 19,999 Launched Infinite Mobile Desktop on Intel platform Year 2005 Launch of HCL PC for India ,a fully function PC priced at Rs 9,990 Rated as the NO.1 desktop PC company by IDC India Dataquest Year2006 75,000+ machine produced in a single month HCL Infosystem and Nokia announce a long term distribution strategy IDBI select HCL as SI partner for 100 branches ICT infrastructure roll out Year 2007 HCL introduces eco-efficient Notebook PCs complying with RoHS directive Kodak and HCL ink agreement to distribute digital cameras in India HCL launches Indias first multilingual POS HCL announces launch of its workstation 2008 series for MCAD and DCC profession al Year 2008 HCL strengthens its BFSI system Integration portfolio Acquires a niche Banking Software product Company

HCL OVERVIEW HCL is a leading global Technology and IT Enterprise with annual revenues of US$ 5 billion. The HCL Enterprise comprises two companies listed in India, HCL Tech nologies ( www.hcltech.com ) and HCL Info systems (www.hclinfosystems.in) The 3 decade old enterprise, founded in 1976, is one of India s original IT gara ge start ups. Its range of offerings span R&D and Technology Services, Enterpris e and Applications Consulting, Remote Infrastructure Management, BPO services, I T Hardware, Systems Integration and Distribution of Technology and Telecom produ cts in India. The HCL team comprises 60,000 professionals of diverse nationaliti es, operating across 23 countries including 500 points of presence in India. HCL has global partnerships with several leading Fortune 1000 firms, including seve ral IT and Technology majors

At a time when India had a total of 250 computers, Shiv Nadar led a young team w hich passionately believed in and bet on the growth of the IT industry. That vis ion in 1976, born out of a Delhi "barsaati" (akin to a garage start up), has res ulted 3 decades later in creating a $5 billion global Enterprise. From designing India s first PC at the same time as global IT peers in 1978; to working on the Boeing Dreamliner s Flight Management Systems today, HCL has stayed a true Pion eer of Modern Computing. HCL now employs over 59,000 professionals, with a globa l presence in 20 countries and a pan India presence across over 500 locations. H CL s business spans IT Hardware manufacturing & distribution, System Integration , Technology & Software services, Business Process Outsourcing, and Infrastructu re Management. Acknowledged as a visionary by the IT industry and his peers, Shiv Nadar has oft en made daring forays based on his conviction of the future. At a time when hard ware was the name of the game, Nadar foresaw the huge potential in the area of I T education & learning from which NIIT was born. Albeit a more recent entrant in the software services space, since its listing in 2000, HCL is already among to p Indian IT software majors and a force to reckon with for global technology gia nts. Shiv Nadar firmly believes that, "If you want to empower people, give them the t ools. There s enough entrepreneurship in this country to take care of the rest." He is quick to grasp new opportunities, select a team to transform his ideas in to reality and delegate the project to competent professionals.

In January 2005 Shiv Nadar received the CNBC Business Excellence award from the Prime Minister of India. In February 2005 he was listed by "India Today" in the Power List of India s leaders from all walks of life, for building a global IT E nterprise from scratch in 3 decades, creating valuable JVs with marquee partners such as Deutsche Bank, and creating jobs in Belfast when India was being critic ized for just the opposite. More recently, Shiv Nadar received the Ernst & Young Entrepreneur of the Year Award 2007 in the Services category for being "a doy en of the Indian IT industry and perhaps its chief architect". The University of Madras awarded him an Honorary Doctorate Degree in Science in November 2007, fo r his contribution to not just the IT industry in India, but also for his "trans formation of technological culture globally". Shiv Nadar has been conferred the Padma Bhushan Award - the third highest civili an honor conferred by the President of India - in January 2008, in recognition o f not just his contribution to trade & industry in India but also his deep commi tment to public good. Determined to give back to the society that nurtured him, Shiv Nadar has been qu ietly supporting many critical social causes through the Shiv Nadar Foundation. The Foundation is committed to provide the means to empower individuals to bridg e the socio-economic divide and to contribute to the creation of a more equitabl e, meritocracy based society, and aims to achieve this primarily through outstan ding educational institutions of higher learning. It has established the not-for -profit SSN College of Engineering in Chennai, which is today among the top ten private engineering colleges in India. Shiv Nadar is also building "VidyaGyan" p ublic schools in Uttar Pradesh that will provide free, world class education to rural children from economically disadvantaged backgrounds. He is an active member of the Executive Board of the Indian School of Business ( ISB), Hyderabad. Concerned with the public health issues in India, Shiv Nadar is involved with the Public Health Foundation of India (PHFI) - working to establi sh standards in public health education and to create a network of innovative wo rld class India-relevant institutes of public health. He is a Global Charter Mem ber of The Indus Entrepreneurs (TiE), which works to promote entrepreneurs and e ntrepreneurship globally. He also supports initiatives for the girl child and th e empowerment of women.

AWARDS India s Most Preferred Personal Computer Brand by CNBC AWAAZ Consumer Award 2007 India s No. 1 PC Vendor consecutively for six years HCL among the Top 3 IT companies for the last 3 years, DQ & IDC,Best Employer Su rvey, Best employer 2005 with Five Star Ratings Top 50 in ET Top 500 Companies Listings for 2006 Top 21 companies in Business Standard 1000 Ranking 2006 Top 50 Fastest Growing Technology Companies in India & Top 500 Fastest Growing Technology Companies in Asia Pacific by Deloitte & Touche The Most Responsive Company 2005 - IT Hardware Category by The Economic Times - Avaya Global Connect 7th IETE - Corporate Award 2005 for performance excellence in the field of Com puter & Telecommunications Systems

Partnership HCL has always prided itself on its partnership engagements. Partner models are also evolving in the technology industry. Innovation has extended into the ecosy stem and community based engagements are coming into play. HCL has also enhanced its relationships with partners and is creating a variety of innovative partner ship models, with various approaches to risk-reward sharing. Some of the notable partner engagements

VISION AND MISSION VISION "Together we create the enterprises of tomorrow" MISSION "To provide world-class information technology solutions and services to enable our customers to serve their customers better" QUALITY "We shall deliver defect-free products, services and solutions to meet the requi rements of our external and internal customers, the first time, every time"

OBJECTIVES MANAGEMENT OBJECTIVE To fuel initiative and foster activity by allowing individuals freedom of action and innovation in attaining defined objectives. PEOPLE OBJECTIVES To help people in HCL Infosystems Ltd. share in the company s successes, which t hey make possible; to provide job security based on their performance; to recogn ize their individual achievements; and help them gain a sense of satisfaction an d accomplishment from their work.

CORE VALUES CORE VALUES We shall We shall We shall We shall

uphold the dignity of the individual. honor all commitments. be committed to Quality, Innovation and Growth in every Endeavour. be responsible corporate citizens.

HCL CDC HCL dominates the IT space as a leader. 58,000 gifted professionals, a colossal US $5.0 Billion turnover, an international presence in 19 countries, and most im portantly a deep-rooted commitment to innovate, makes it a true Technology Giant . As the fountainhead of the most significant pursuit of human mind (IT), HCL stro ngly believes, "Only a Leader can transform you into a Leader". HCL CDC is a for malization of this experience and credo which has been perfected over three deca des. It is an initiative that enables aspiring individuals to benefit from HCL s long standing expertise in the space and become Industry ready IT professionals. HCL takes students to the core of IT fundamentals and the most advanced cutting problems .Its course modules are structured to give you the best of both worlds, academic and hands-on. Whether you are a beginner or a working professional, HCL CDC can make a differe

nce to your learning curve and thereby to your earning curve HCL CDC career program equips you to meet emerging industry challenges with fine sse and ease. Opportunities to grow with HCL CDC are limitless, catapulting you to high level controlling positions in Mega Corporate.HCL career program equips you to meet emerging industry challenges with finesse and ease. Opportunities to grow with HCL are limitless, catapulting you to high level controlling positio ns in mega corporates With top HCL professionals as your trainers, customised career programs, hands o n experience, state of art infrastructure and world class training program your career graph is bound to follow a steep rise.

We at HCL care about your career needs and promise you a whirlwind career growth . We also believe that Impossible is actually "I am Possible". With this passion a nd commitment of our people, HCL stands for Leadership, driven by innovative pra ctices adopted by and for our customers. So don t just look for jobs, let HCL Jo bs find it for you. Get Hunted by top Placement agencies. You can be a student of HCL CDC or any oth er Jobseeker; we promise a plethora of opportunities to you. Submit your resume, fill in the details and find opportunities knocking your doo r Faculty HCL have highly qualified, professional & experienced faculty giving personal a ttention to students. Facilities We offer the most modern computing facilities loaded with the latest operating s ystems and software packages The classrooms are equipped with complete audio-visual tools & accessories. HCL EDGE Learn industry nitty-gritty from Top HCL professionals Customised and industry specific career programs Hands on experience After HCL CDC certification, leave behind your placement worries! Education Partner A pioneer in IT industry and a leader for 31 years, HCL has been on the forefron t of most of the innovations in Information Technology. With strengths in hardwa

re, software and networking technologies, HCL has emerged as a global leader in IT space. As the fountainhead of the most significant pursuit of human mind, HCL believes, only a leader can transform you into a leader. HCL CDC is an initiative that en ables individuals to benefit from HCL expertise in the space and become Industry ready IT professionals. To enhance its market reach and strength, HCL has tied-up with global technology leaders, viz. Microsoft, Oracle, Cisco, Red Hat and Thomson Prometric. These al liances will help students learn the contemporary technologies through different modes of learning. Institutional Alliances GGITS, JABALPUR Gyan Ganga Institute of Technology & Sciences (GGITS) is a self -financed Techni cal Institution established in May 2003 with well defined mission and goals for Quality Technical Education to achieve world-class excellence, in the state of M .P TRUBA, INDORE Truba Institute of Engineering & Information Technology, has created a milestone by collaborating with world s top IT company. First Institute in the state got A.I.C.T.E. - N.B.A. accreditation in the minimum eligibility period of 6 years. CSE, JHANSI The CSE is managed by Pt. Deendayal Uppadhayay Shikchan Trust, Jhansi (registere d under the Societies Act 1860) in 2002, for imparting engineering education and for promoting technological research to generate suitable technical manpower. T he institute is fully self financed and is being administered by the trust KCNIT, BANDA The Institute campus covering an area of 40 acres of prime land on a state.We Pr ovide the graduate and post graduate technical degree for the current senerio.it includes MCA, MBA, and B.Tech. We also provide academic counseling and placemen t to our students ANALYSIS AND INTERPRETATION 1. My performance on the task determines or influences performances of my c olleagues also. Strongly disagree Disagree 0 Indifferent 0 Agree 80 Strongly agree 20 0

Interpretation: On the above statement 80% employees are agree & 20% employees are strongly agre e 2. The organization believes in multi-skilling 0

Strongly disagree Disagree 0 Indifferent 0 Agree 60 Strongly agree 40

Interpretation: On the above statement 60% employees are agree & 40% employees are strongly agre e

3. I am given an opportunity to develop my skills further to do my job in the organization. Strongly disagree 0 Disagree 0 Indifferent 0 Agree 90 Strongly agree 10 Interpretation: On the above statement 90% employees are agree & 10% employees are strongly agre e

4. I am given independence in important decision making. Strongly disagree 0 Disagree 20 Indifferent 30 Agree 50 Strongly agree 0 Interpretation: On the above statement 20% employees are disagree & 30% employees are indifferen t & 50% are agree

5. I feel I can personally develop or grow in my job. Strongly disagree 0 Disagree 0 Indifferent 0 Agree 30 Strongly agree 70 Interpretation: On the above statement 30% employees are agree & 70% employees are strongly agr ee.

6. Promotions decisions are taken objectively.

Strongly disagree Disagree 0 Indifferent 20 Agree 80 Strongly agree 0

Interpretation: On the above statement 20% employees are indifferent & 80% employees are agreed.

7. The company has satisfactory promotion policy. Strongly disagree 0 Disagree 40 Indifferent 10 Agree 50 Strongly agree 0 Interpretation: On the above statement 40% employees are disagree & 10% employees are indifferen t & 50% are agree

8. Good performance is also considered in promotion decision. Strongly disagree 0 Disagree 0 Indifferent 20 Agree 80 Strongly agree 0

Interpretation: On the above statement 20% employees are indifferent & 80% employees are agree.

9. I feel that my efforts are valued in the company. Strongly disagree 0 Disagree 10 Indifferent 10 Agree 40 Strongly agree 40

Interpretation: On the above statement 10% employees are disagree & 10% employees are indifferen t, 40% are agree & 40% strongly agree

10. My supervisor constantly provides me feedback which enables me to improve my performance. Strongly disagree Disagree 10 Indifferent 30 Agree 60 Strongly agree 0 0

Interpretation: On the above statement 10% employees are disagreeing & 30% employees are indiffe rent & 60% are agree.

11. There is a significant component in my compensation package. That is perform ance linked. Strongly disagree Disagree 30 Indifferent 0 Agree 70 Strongly agree 0 0

Interpretation: On the above statement 30% employees are disagree & 70% employees are agree.

12. Compared with people in similar jobs in other companies I feel my pay is fai r. Strongly disagree Disagree 30 Indifferent 10 Agree 60 Strongly agree 0 0

Interpretation: On the above statement 30% employees are disagreeing & 10% employees are indiffe rent & 60% are agree. 13. I personally feel that monetary rewards alone are not sufficient to motivate me to work better.

Strongly disagree Disagree 20 Indifferent 20 Agree 60 Strongly agree 0

Interpretation: On the above statement 20% employees are disagreeing & 20% employees are indiffe rent & 60% are agree. 14. There is a fairly clear-cut & detailed grievance handling mechanism is place in my organization. Strongly disagree Disagree 20 Indifferent 20 Agree 60 Strongly agree 0 0

Interpretation: On the above statement 20% employees are disagreeing & 20% employees are indiffe rent & 60% are agree. 15. Is performance appraisal system of your organization is good. Strongly disagree 0 Disagree 40 Indifferent 20 Agree 30 Strongly agree 10 Interpretation: On the above statement 40% employees are disagree & 20% employees are indifferen t, 30% are agree & 10% strongly agree.

16. Are you feel that performance appraisal system needs some change. Strongly disagree 0 Disagree 0 Indifferent 10 Agree 60 Strongly agree 30

Interpretation: On the above statement 10% employees are indifferent, 60% are agreeing & 30% str ongly agree.

FINDINGS From the analysis I find out, that majority of employees said, performance of th eir colleagues will influence by them. 70%employee feel that they can develop their job by own. Maximum number of employee feels that good performance helps in promotions. Maximum employees are satisfied with their supervisory staff. Employees satisfied with significant component in their compensation package tha t is performance linked. Employees are satisfied with the grievance handling mechanism of the organizatio n. Employees are not satisfied with the performance appraisal system. Employees feels that there efforts are valued in the organization. There is mix response on satisfaction on promotion policies.

LIMITATIONS Every study has certain limitations. In my study, also there were certain limita tions, which I could not able to solve. 1) To get contacts of HR Manager for interviews was difficult. 2) Getting the views and opinion of the interviewee (HR Manager) was a diff icult task. 3) Data should not relevant, because of many reasons. 4) Perception should be change in nature. 5) Physical and psychological status of employees are affected the research . 6) The research topic is concerned with confidential data and information. , As company never discloses the salary they offer to their employees. So it was a very difficult task to extract the information

CONCLUSION The common type of appraisal system is the open system and the management by obj ectives. Some the companies fallowed the 360 feed back process. The HCL (CDC) ad opts .the appraisal system that is for the increment of salary+ designation. In the HCL (CDC).performance appraisal is fallowed the half yearly. Good performers should be recognized and rewarded, whereas weak performers need to be encouraged to become better performers. PA systems when liked with individ ual rewards and promotions create more problems than they help in motivating peo ple. They encourage fewer employees and discourage more. They do not develop the team spirit but rather enhance interpersonal comparisons and power politics. Th e focus should be shifted from rewarding the performance of few to development o f performance of many. However there is also a need for recognition and rewarding good work. Alternativ

e systems of rewarding with multiple reward/recognition mechanism are needed. Bu t these systems should be separated from other systems (like career planning). RECOMMENDATION There should be change in performance appraisal system. Promotional policy should be change. Independence should be given to employee in decision making. Employee should be given an opportunity to develop their skills to do their jobs in organization. Multi skilling policy should be change because it will reduce the motivation lev el of employees. Appraisal carried out quarterly in the organization. Employees should be given an opportunity to give feedback after being appraised.

APPENDIX BIBLIOGRAPHY: WEBSITES REFERED: WWW.HCL.COM WWW.HCLCDC.COM WWW.GOOGLE.COM WWW.WIKIPEDIA.COM REFRENCES HUMAN RESOURCE MANAGEMENT BY L.M PRASAD HUMAN RESOURCE MANAGEMENT BY K.ASWATHAPPA BROUCERS OF HCL (CDC) BOOKLETS

QUESTIONNAIRE QUESTIONNAIRE FOR HR Name: A ge: Designation: Total No. Of employees in the Organization 1. Do you appraise an employee by an appraisal system? Yes ( ) No ( ) 2. If yes, what is the system of appraisal adopted by your company? .. 3. How often are appraisals carried out in your organization? Quarterly ( ) Half Yearly ( ) Annually ( ) Others (Please Specify) . 4. What are the criteria used in your company to evaluate an employee? Performance ( ) Customer Focus ( ) Technical Competence ( ) A ttendance ( ) Target vs. Achievement ( ) Key Result ( ) Areas Quality of Output ( ) 3 Point Scale ( ) 5. (A) what is the rating system used in your company? Scoring ( ) Comments ( ) Both ( ) (b) If scoring is it. Alpha ( ) Numeric ( ) Both ( ) 6. Do you obtain feedback on the person being appraised? Yes ( ) No ( )

7. Do you follow a self-assessment of an employee? Yes ( ) No ( ) a) If yes, is it integrated into the appraisal system you follow? Yes ( ) No ( ) 8. Is compensation increase related to an appraisal in any way? Yes ( ) No ( ) 9. Does the appraiser set targets for an employee being appraised? Yes ( ) No ( ) (a) If yes, for what period? 3 Months ( ) 3-6 Months ( ) 6 Months ( ) 12 Months ( ) 10. Do you follow career planning? Yes ( ) No ( ) 11. What would be the level of effectiveness of 360 score when implemented as a form of appraisal? Less than 20 %( ) 20% - 35 %() 35% - 50% ( ) above 50 %()

Name: Age: Designation: Experience in the present organization: ___________ 1. My performance on the task determines or influences performance of my collea gues also. Strongly Disagree ( ) Disagree ( ) Indifferent ( ) Ag ree ( ) Strongly Agree ( ) 2. The organization believes in multi-skilling. Strongly Disagree ( ) Disagree ( ) ree ( ) Strongly Agree ( ) Indifferent ( ) Ag

3. I am given an opportunity to develop my skills further to do my job in the or ganization. Strongly Disagree ( ) Disagree ( ) Indifferent ( ) Ag ree ( ) Strongly Agree ( )

4. I am given independence in important decision-making. Strongly Disagree ( ) Disagree ( ) Indifferent ( ) ree ( ) Strongly Agree ( ) 5. I feel I can personally develop or grow in my job. Strongly Disagree ( ) Disagree ( ) Indifferent ( ) ree ( ) Strongly Agree ( ) 6. Promotions decisions are taken objectively. Strongly Disagree ( ) Disagree ( ) ree ( ) Strongly Agree ( ) 7. The company has satisfactory promotion policy. Strongly Disagree ( ) Disagree ( ) ree ( ) Strongly Agree ( ) Indifferent ( ) Indifferent ( )

Ag

Ag

Ag Ag

8. Good performance is also considered in promotion decisions. Strongly Disagree ( ) Disagree ( ) Indifferent ( ) ree ( ) Strongly Agree ( ) 9. I feel that my efforts are valued in the company. Strongly Disagree ( ) Disagree ( ) Indifferent ( ) ree ( ) Strongly Agree ( )

Ag

Ag

10. My supervisor(s) constantly provide me feedback, which enable me to improve my performance. Strongly Disagree ( ) Disagree ( ) Indifferent ( ) Ag ree ( ) Strongly Agree ( ) 11. There is a significant component in my compensation package that is performa nce linked. Strongly Disagree ( ) Disagree ( ) Indifferent ( ) Ag ree ( ) Strongly Agree ( ) 12. Compared with people in similar jobs in other companies, I feel my pay is fa ir. Strongly Disagree ( ) Disagree ( ) Indifferent ( ) Ag ree ( ) Strongly Agree ( ) 13. I personally feel that monetary rewards alone are not sufficient to motivate me to work better. Strongly Disagree ( ) Disagree ( ) Indifferent ( ) Ag ree ( ) Strongly Agree ( ) 14. There is a fairly clear-cut and detailed grievance handling mechanism in pla ce in my organization. Strongly Disagree ( ) Disagree ( ) Indifferent ( ) Ag ree ( ) Strongly Agree ( ) 15. Is performance appraisal system of your organization is good? Strongly Disagree ( ) Disagree ( ) Indifferent ( ) ree ( ) Strongly Agree ( ) 16. Are you feel that performance appraisal system needs some changes? Strongly Disagree ( ) Disagree ( ) Indifferent ( ) ree ( ) Strongly Agree ( ) Ag

Ag