EXECUTIVE SUMMARY

Managing human resources in todays dynamic environment is becoming more and more complex as well as important. Recognition of people as a valuable resource in the organization has led to increases trends in employee maintenance, job security, etc. My research project deals with Performance Appraisal as carried out at Tata motors. In this report, I have studied &evaluated the performance appraisal process as it is carried out in the company. The first section of my report deals with a detailed company pro file. It includes the companys history: its activities and operations, organizational structure, etc. this section attempts to give detailed information about the company and the nature of its functioning. The second section deals with performance appraisal. In this section, a brief conceptual explanation to performance appraisal is given. It contains the definition, process and significance of performance appraisal. In the third section of my report, I have conducted a research study to evaluate the process of performance appraisal at Tata motors this section also contains my findings, conclusions, suggestions and feedback.

PERFORMANCE APPRAISAL Introduction to human resource management Human Resource (or personnel) management, in the sense of getting things done through people, is an essential part of every managers responsibility, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently. People are our most valuable asset is a clich, which no member of any senior management team would disagree with. Yet, the reality for many organizations is that their people remain undervalued, under trained and underutilized. The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop cultural awareness, product / process / organization knowledge and experience for new staff members.

WHAT IS PERFORMANCE APPRAISAL? Performance Appraisal is the process of accessing a persons performance at work. It is a process of evaluating employees performance in terms of job relevant strength and weaknesses. Performance Appraisal is need for: Improving performance of existing manager. Identifying training needs of employees. Counseling managers in the right direction. CHARACTERISTICS 1. Performance Appraisal is a process. 2. It is the systematic examination of the strengths and weakness of an employee in terms of his job.

3. It is scientific and objective study. Formal procedures are used in the study. 4. It is an ongoing and continuous process wherein the evaluations are arranged periodically according to a definite plan. 5. The main purpose of Performance Appraisal is to secure information necessary for making objective and correct decision an employee.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT Following are the various functions of Human Resource Management that are essential for the effective functioning of the organization: 1. Recruitment 2. Selection 3. Induction 4. Performance Appraisal 5. Training & Development Recruitment The process of recruitment begins after manpower requirements are determined in terms of quality through job analysis and quantity through forecasting and planning.

Selection The selection is the process of ascertaining whether or not candidates possess the requisite qualifications, training and experience required.

Induction Induction is the technique by which a new employee is rehabilitated into the changed surroundings and introduced to the practices, policies and purposes of the organization.

PHOTOS PROCESS

 ESTABLISHING PERFORMANCE STANDARDS The first step in the process of performance appraisal is the setting up of the standards which will be used to as the base to compare the actual performance of the employees. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives. The standards set should be clear, easily understandable and in measurable terms. In case the performance of the employee cannot be measured, great care should be taken to describe the standards.

COMMUNICATING THE STANDARDS Once set, it is the responsibility of the management to communicate the standards to all the employees of the organization. The employees should be informed and the standards should be clearly explained to them. This will help them to understand their roles and to know what exactly is expected from them. The standards should also be communicated to the appraisers or the evaluators and if required, the standards can also be modified at this stage itself according to the relevant feedback from the employees or the evaluators.

 MEASURING THE ACTUAL PERFORMANCE The most difficult part of the Performance appraisal process is measuring the actual performance of the employees that is the work done by the employees during the specified period of time. It is a continuous process which involves monitoring the performance throughout the year. This stage requires the careful selection of the appropriate techniques of measurement, taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an employees work.

COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE The actual performance is compared with the desired or the standard performance. The comparison tells the deviations in the performance of the employees from the standards set. The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance. It includes recalling, evaluating and analysis of data related to the employees performance.

DISCUSSING RESULTS

The result of the appraisal is communicated and discussed with the employees on one-to-one basis. The focus of this discussion is on communication and listening. The results, the problems and the possible solutions are discussed with the aim of
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problem solving and reaching consensus. The feedback should be given with a positive attitude as this can have an effect on the employees future performance. The purpose of the meeting should be to solve the problems faced and motivate the employees to perform better.

DECISION MAKING The last step of the process is to take decisions which can be taken either to improve the performance of the employees, take the required corrective actions, or the related HR decisions like rewards, promotions, demotions, transfers etc.

ROLES IN THE PERFORMANCE APPRAISAL PROCESS

a) Reporting Manager Provide feedback to the reviewer / HOD on the employees behavioral traits indicated in the PMS Policy Manual. Ensures that employee is aware of the normalization / performance appraisal process. Address employee concerns / queries on performance rating, in consultation with the reviewer.

b) Reviewer (Reporting Managers Reporting Manager) Discuss with the reporting managers on the behavioral traits of all the employees for whom he / she is the reviewer. Where required, independently assess employees for the said behavioral traits; such assessments might require collecting data directly from other relevant employees. c) HOD (In some cases, a reviewer may not be a HOD) Presents the proposed Performance Rating for every employee of his / her function to the Normalization committee. HOD also plays the role of a normalization committee member. Owns the performance rating of every employee in the department. d) HR Head Secretary to the normalization committee.

 Assists HODs / Reporting Managers in communicating the performance rating of all the employees.

e) Normalization Committee Decides on the final bell curve for each function in the respective Business Unit / Circle. Reviews the performance ratings proposed by the HODs, specifically on the upward / downward shift in ratings, to ensure an unbiased relative ranking of employees on overall performance, and thus finalize the performance rating of each employee.

METHODS OF PERFORMANCE APPRAISAL Numerous methods have been devised to measure the quantity and quality of performance appraisals. Each of the methods is effective for some purposes for some organizations only. None should be dismissed or accepted as appropriate except as they relate to the particular needs of the organization or an employee. Broadly all methods of appraisals can be divided into two different categories.

Traditional Methods Modern Methods

Traditional Methods 1. Confidential records: Mostly used by government departments, however its application in industry is not ruled out. Here the report is given in the form of Annual Confidentiality Report (ACR) and may record ratings with respect to following items; attendance,
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self-expression, team work, leadership, initiative, technical ability, reasoning ability, originality and resourcefulness etc. The system is highly secretive and confidential. Feedback to the assesse is given only in case of an adverse entry. 2. Checklist: Under this method, checklist of statements of traits of employee in the form of Yes or No based questions is prepared. Here the rater only does the reporting or checking and HR department does the actual evaluation. 3. Critical incidents method: The approach is focused on certain critical behaviors of employee that makes all the difference in the performance. Supervisors as and when they occur record such incidents. 4. essay appraisal In its simplest form, this technique asks the rater to write a paragraph or more covering an individual's strengths, weaknesses, potential, and so on. In most selection situations, particularly those involving professional, sales, or managerial positions, essay appraisals from former employers, teachers, or associates carry significant weight. 5. Graphic rating scale This technique may not yield the depth of an essay appraisal, but it is more consistent and reliable. Typically, a graphic scale assesses a person on the quality and quantity of his work (is he outstanding, above average, average, or unsatisfactory?) and on a variety of other factors that vary with the job but usually include personal traits like reliability and cooperation. It may also include specific performance items like oral and written communication. 6. Field review The field review is one of several techniques for doing this. A member of the personnel or central administrative staff meets with small groups of raters from
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each supervisory unit and goes over each employee's rating with them to (a) identify areas of inter-rater disagreement, (b) help the group arrive at a consensus, and (c) determine that each rater conceives the standards similarly. 7. Forced-choice rating Like the field review, this technique was developed to reduce bias and establish objective standards of comparison between individuals, but it does not involve the intervention of a third party. 8. Ranking methods For comparative purposes, particularly when it is necessary to compare people who work for different supervisors, individual statements, ratings, or appraisal forms are not particularly useful. Instead, it is necessary to recognize that comparisons involve an overall subjective judgment to which a host of additional facts and impressions must somehow be added. There is no single form or way to do this. The best approach appears to be a ranking technique involving pooled judgment. The two most effective methods are alternation ranking and paired comparison ranking. 1. Alternation ranking: Ranking of employees from best to worst on a trait or traits is another method for evaluating employees. Since it is usually easier to distinguish between the worst and the best employees than to rank them, an alternation ranking method is most popular. Here subordinates to be rated are listed and the names of those not well enough to rank are crossed. Then on a form as shown below, the employee who is highest on the characteristic being measured and the one who is the lowest are indicated. Then chose the next highest and the next lowest, alternating between highest and lowest until all the employees to be rated have been ranked.

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2. Paired-comparison ranking: This technique is probably just as accurate as alternation ranking and might be more so. But with large numbers of employees it becomes extremely time consuming and cumbersome. Both ranking techniques, particularly when combined with multiple rankings (i.e., when two or more people are asked to make independent rankings of the same work group and their lists are averaged), are among the best available for generating valid order-of-merit rankings for salary administration purposes.

Modern Methods 1. Assessment centers So far, we have been talking about assessing past performance. What about the assessment of future performance or potential? In any placement decision and even more so in promotion decisions, some prediction of future performance is necessary. 2. 360 degree feedback Many firms have expanded the idea of upward feedback into what the call 360degree feedback. The feedback is generally used for training and development, rather than for pay increases. 360 degree feedback is also known as the multi-rater feedback, whereby ratings are not given just by the next manager up in the organizational hierarchy, but also by peers and subordinates. Appropriates customer ratings are also included, along with the element of self-appraisal. Once gathered in, the assessment from the various quarters are compared with one another and the results communicated to the manager concerned. Another technique that is useful for coaching purposes is, of course, MBO. Like the critical incident method, it focuses on actual behavior and actual results,
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which can be discussed objectively and constructively, with little or no need for a supervisor to "play God." 3. Management by objectives: It means management by objectives and the performance is rated against the achievement of objectives stated by the management. MBO process goes as under.

Establish goals and desired outcomes for each subordinate Setting performance standards Comparison of actual goals with goals attained by the employee Establish new goals and new strategies for goals not achieved in previous year.

4. Behaviorally anchored rating scales: Statements of effective and ineffective behaviors determine the points. They are said to be behaviorally anchored. The rater is supposed to say, which behavior describes the employee performance. Benefits of Performance Appraisals

Measures an employees performance. Helps in clarifying, defining, redefining priorities and objectives. Motivates the employee through achievement and feedback. Facilitates assessment and agreement of training needs. Helps in identification of personal strengths and weaknesses. Plays an important role in Personal career and succession planning. Clarifies team roles and facilitates team building. Plays major role in organizational training needs assessment and analysis.
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Improves understanding and relationship between the employee and the reporting manager and also helps in resolving confusions and misunderstandings.

Plays an important tool for communicating the organizations philosophies, values, aims, strategies, priorities, etc. among its employees.

Helps in counseling and feedback.

Rating Errors in Performance Appraisals Performance appraisals are subject to a wide variety of inaccuracies and biases referred to as 'rating errors'. These errors can seriously affect assessment results. Some of the most common rating errors are: 1. Leniency or severity: Leniency or severity on the part of the rater makes the assessment subjective. Subjective assessment defeats the very purpose of performance appraisal. Ratings are lenient for the following reasons: a) The rater may feel that anyone under his or her jurisdiction who is rated unfavorably will reflect poorly on his or her own worthiness. b) She/he may feel that a derogatory rating will be revealed to the rate to detriment the relations between the rater and the ratee. c) She/he may rate leniently in order to win promotions for the subordinates and therefore, indirectly increase his/her hold over him.
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2. Central tendency: This occurs when employees are incorrectly rated near the average or middle of the scale. The attitude of the rater is to play safe. This safe playing attitude stems from certain doubts and anxieties, which the raters have been assessing the rates. 3. Halo error: A halo error takes place when one aspect of an individual's performance influences the evaluation of the entire performance of the individual. The halo error occurs when an employee who works late constantly might be rated high on productivity and quality of output as well as on motivation. Similarly, an attractive or popular personality might be given a high overall rating. Rating employees separately on each of the performance measures and encouraging raters to guard against the halo effect are the two ways to reduce the halo effect. 4. Rater effect: This includes favoritism, stereotyping, and hostility. Extensively high or low score are given only to certain individuals or groups based on the rater's attitude towards them and not on actual outcomes or behaviors; sex, age, race and friendship biases are examples of this type of error.

5. Primacy and Regency effects: The rater's rating is heavily influenced either by behavior exhibited by the ratee during his early stage of the review period (primacy) or by the outcomes, or behavior exhibited by the ratee near the end of the review period (regency). For example, if a salesperson captures an important contract/sale just before the completion of the appraisal, the timing of the incident may inflate his or her standing, even though the overall performance of the sales person may not have been encouraging. One way of guarding against such an error is to ask the rater to consider the composite performance of the rate and not to be influenced by one incident or an achievement. 6. Performance dimension order: Two or more dimensions on a performance instrument follow each other and both describe or rotate to a similar quality. The rater rates the first dimensions
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accurately and then rates the second dimension to the first because of the proximity. If the dimensions had been arranged in a significantly different order, the ratings might have been different. 7. Spillover effect: This refers lo allowing past performance appraisal rating lo unjustifiably influence current ratings. Past ratings, good or bad, result in similar rating for current period although the demonstrated behavior does not deserve the rating, good or bad.

PHOTO

Apple Inc., formerly Apple Computer, Inc., is an American multinational corporation headquartered in Cupertino, California[2] that designs, develops, and sellsconsumer electronics, computer software and personal computers. Its bestknown hardware products are the Mac line of computers, the iPod music player,
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the iPhone smartphone, and the iPad tablet computer. Its consumer software includes the OS X and iOS operating systems, the iTunes media browser, the Safari web browser, and the iLife and iWork creativity and productivity suites. The company was founded on April 1, 1976, and incorporated as Apple Computer, Inc. on January 3, 1977. The word "Computer" was removed from its name on January 9, 2007, the same day Steve Jobs introduced the iPhone, reflecting its shifted focus towards consumer electronics. Apple is the world's second-largest information technology company by revenue after Samsung Electronics, and the world's third-largest mobile phone maker after Samsung and Nokia. Fortune magazine named Apple the most admired company in the United States in 2008, and in the world from 2008 to 2012. However, the company has received criticism for its contractors' labor practices, and for Apple's own environmental and business practices. As of May 2013, Apple maintains 408 retail stores in fourteen countries as well as the online Apple Store and iTunes Store, the latter of which is the world's largest music retailer. Apple is the largest publicly traded corporation in the world by market capitalization, with an estimated value of US$415 billion as of March 2013. As of Sept 29 2012, the company had 72,800 permanent full-time employees and 3,300 temporary full-time employees worldwide. Its worldwide annual revenue in 2012 totaled $156 billion. In May 2013, Apple entered the top ten of the Fortune 500 list of companies for the first time, rising 11 places above its 2012 ranking to take the sixth position.

Photo

The second generation Tata Indica one of the best selling cars in the history of the Indian automobile industry.
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Photo

Tata entered the commercial vehicle sector in 1954 after forming a joint venture with DaimlerBenz of Germany. After years of dominating the commercial vehicle market in India.

Apple was established on April 1, 1976, by Steve Jobs, Steve Wozniak and Ronald Wayne[1] to sell the Apple I personal computer kit, a computer single handedly designed by Wozniak. The kits were hand-built by Wozniak and first shown to the public at the Homebrew Computer Club.[ The Apple I was sold as a motherboard (with CPU, RAM, and basic textual-video chips), which is less than what is today considered a complete personal computer.[27] The Apple I went on sale in July 1976 and was market-priced at $666.66 ($2,690 in 2013 dollars, adjusted for inflation). Apple was incorporated January 3, 1977,[6] without Wayne, who sold his share of the company back to Jobs and Wozniak for $800. Multi-millionaire Mike Markkul provided essential business expertise and funding of $250,000 during the incorporation of Apple. During the first five years of operations, revenues doubled every four months, an average growth rate of 700%. The Apple II, also invented by Wozniak, was introduced on April 16, 1977, at the first West Coast Computer Faire. It differed from its major rivals, the TRS-80 and Commodore PET, due to its character cell-based color graphics and an open architecture. While early models used ordinary cassette tapes as storage devices, they were superseded by the introduction of a 5 1/4 inch floppy disk drive and interface, the Disk II. The Apple II was chosen to be the desktop platform for the first "killer app" of the business world, VisiCalc, a spreadsheet program.[ VisiCalc created a business market for the Apple II and gave home users compatibility with the office, an
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additional reason to buy an Apple II. Apple was a distant third place to Commodore and Tandy until VisiCalc came along. By the end of the 1970s, Apple had a staff of computer designers and a production line. The company introduced the Apple III in May 1980 in an attempt to compete with IBM and Microsoft in the business and corporate computing market. Jobs and several Apple employees, including Jef Ruskin, visited Xerox PARC in December 1979 to see the Xerox Alto. Xerox granted Apple engineers three days of access to the PARC facilities in return for the option to buy 100,000 shares (800,000 split-adjusted shares) of Apple at the pre-IPO price of $10 a share. Jobs was immediately convinced that all future computers would use a graphical user interface (GUI), and development of a GUI began for the Apple Lisa. On December 12, 1980, Apple went public at $22 per share,] generating more capital than any IPO since Ford Motor Company in 1956 and instantly creating more millionaires (about 300) than any company in history. 198185: Lisa and Macintosh

Apple's "1984" television ad, set in a dystopian future modeled after the George novel Nineteen Eighty-Four, set the tone for the introduction of the Macintosh. Apple began working on the Apple Lisa in 1978. In 1982, Jobs was pushed from the Lisa team due to infighting. Jobs took over Jef Raskin's low-cost-computer project, the Macintosh. A race broke out between the Lisa team and the Macintosh team over which product would ship first. Lisa won the race in 1983 and became the first personal computer sold to the public with a GUI, but was a commercial failure due to its high price tag and limited software titles.[45]
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The first Macintosh, released in 1984 In 1984, Apple next launched the Macintosh. Its debut was announced by the now famous $1.5 million television commercial "1984". It was directed by Ridley Scott and was aired during the third quarter of Super Bowl XVIII on January 22, 1984. It is now hailed as a watershed event for Apple's success and a "masterpiece" The Macintosh initially sold well, but follow-up sales were not strong due to its high price and limited range of software titles. The Macintosh was the first personal computer to be sold without a programming language at all. The machine's fortunes changed with the introduction of the LaserWriter, the first PostScript laser printer to be sold at a reasonable price, and PageMaker, an early desktop publishing package. It has been suggested that the combination of these three products was responsible for the creation of the desktop publishing market. The Mac was particularly powerful in the desktop publishing market due to its advanced graphics capabilities, which had necessarily been built in to create the intuitive Macintosh GUI. In 1985 a power struggle developed between Jobs and CEO John Sculley, who had been hired two years earlier.The Apple board of directors instructed Sculley to "contain" Jobs and limit his ability to launch expensive forays into untested products. Rather than submit to Scullerys direction, Jobs attempted to oust him from his leadership role at Apple. Sculley found out that Jobs had been attempting to organize a coup and called a board meeting at which Apple's board
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of directors sided with Sculley and removed Jobs from his managerial duties. Jobs resigned from Apple and founded NeXT Inc. the same year 198697: Decline

The Macintosh Portable was Apple's first "portable" Macintosh computer, released in 1989. The Macintosh Portable was introduced in 1989 and was designed to be just as powerful as a desktop Macintosh, but weighed a bulky 7.5 kilograms (17 lb) with a 12-hour battery life. After the Macintosh Portable, Apple introduced the PowerBook in 1991. The same year, Apple introduced System 7, a major upgrade to the operating system which added color to the interface and introduced new networking capabilities. It remained the architectural basis for Mac OS until 2001. The success of the PowerBook and other products brought increasing revenue For some time, Apple was doing incredibly well, introducing fresh new products and generating increasing profits in the process. The magazine Mac Addict named the period between 1989 and 1991 as the "first golden age" of the Macintosh. Following the success of the Macintosh LC, Apple introduced the Centrist line, a low-end Quadra, and the ill-fated Performa line that was sold with an overwhelming number of configurations and software bundles to avoid competing with the various consumer outlets such as Sears, Price Club, and WalMart (the primary dealers for these models). Consumers ended up confused and did not understand the difference between models. During this time Apple experimented with a number of other failed consumer targeted products including digital cameras, portable CD audio players, speakers, video consoles, and TV appliances. Enormous resources were
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also invested in the problem-plagued Newton division based on John Sculley's unrealistic market forecasts.[citation needed] Ultimately, none of these products helped, as Apple's market share and stock prices continued to slide.[citation needed] Apple saw the Apple II series as too expensive to produce, while taking away sales from the low end Macintosh.[56] In 1990, Apple released the Macintosh LC with a single expansion slot for the Apple IIe Card to migrate Apple II users to the Macintosh platform.[56] Apple stopped selling the Apple IIe in 1993. Microsoft continued to gain market share with Windows focusing on delivering software to cheap commodity personal computers while Apple was delivering a richly engineered, but expensive, experience.[57]Apple relied on high profit margins and never developed a clear response. Instead, they sued Microsoft for using a graphical user interface similar to the Apple Lisa in Apple Computer, Inc. v. Microsoft Corporation.[58] The lawsuit dragged on for years before it was finally dismissed. At the same time, a series of major product flops and missed deadlines sullied Apple's reputation, and Sculley was replaced as CEO by Michael Spindler.[59]

The Newton was Apple's first foray into the PDA markets, as well as one of the first in the industry. Despite being a financial flop at the time of its release, it helped pave the way for the Palm Pilotand Apple's own iPhone and iPad in the future. By the early 1990s, Apple was developing alternative platforms to the Macintosh, such as the A/UX. Apple had also begun to experiment in providing a Mac-only online portal which they called eWorld, developed in collaboration with America Online and designed as a Mac-friendly alternative to other online services such as CompuServe. The Macintosh platform was itself becoming outdated because it
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was not built for multitasking, and several important software routines were programmed directly into the hardware. In addition, Apple was facing competition from OS/2 and UNIX vendors such as Sun Microsystems. The Macintosh would need to be replaced by a new platform, or reworked to run on more powerful hardware.[60] In 1994, Apple allied with IBM and Motorola in the AIM alliance. The goal was to create a new computing platform (the PowerPC Reference Platform), which would use IBM and Motorola hardware coupled with Apple's software. The AIM alliance hoped that PReP's performance and Apple's software would leave the PC far behind, thus countering Microsoft. The same year, Apple introduced the Power Macintosh, the first of many Apple computers to use Motorola's PowerPC processor.[61] In 1996, Michael Spindler was replaced by Gil Amelio as CEO. Gil Amelio made many changes at Apple, including extensive layoffs.[62] After numerous failed attempts to improve Mac OS, first with the Taligent project, then later with Copland and Gershwin, Amelio chose to purchase NeXT and its NeXTSTEP operating system, bringing Steve Jobs back to Apple as an advisor.[63] On July 9, 1997, Gil Amelio was ousted by the board of directors after overseeing a three-year record-low stock price and crippling financial losses. Jobs became the interim CEO and began restructuring the company's product line. At the 1997 Macworld Expo, Steve Jobs announced that Apple would join Microsoft to release new versions of Microsoft Office for the Macintosh, and that Microsoft made a $150 million investment in non-voting Apple stock.[64] On November 10, 1997, Apple introduced the Apple Online Store, tied to a new build-to-order manufacturing strategy.[65][66] 19982005: Return to profitability On August 15, 1998, Apple introduced a new all-in-one computer reminiscent of the Macintosh 128K: the iMac. The iMac design team was led by Jonathan Ive, who would later design the iPod and theiPhone.[67][68] The iMac featured modern technology and a unique design, and sold almost 800,000 units in its first five months.[69] Through this period, Apple purchased several companies to create a portfolio of professional and consumer-oriented digital production software. In 1998, Apple announced the purchase of Macromedia's Final Cut software, signaling its expansion into the digital video editing market.[70] The following year, Apple
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released two video editing products: iMovie for consumers and, for professionals, Final Cut Pro, which has gone on to be a significant video-editing program, with 800,000 registered users in early 2007.[71] In 2002, Apple purchased Nothing Real for their advanced digital compositing application Shake,[72] as well asEmagic for their music productivity application Logic, which led to the development of their consumerlevel GarageBand application. iPhoto's release the same year completed the iLife suite.[75]

Apple retail stores allow potential customers to use floor models without making a purchase. (Apple Store, North Michigan Avenue, Chicago, Illinois in 2005) Mac OS X, based on NeXT's OPENSTEP and BSD Unix was released on March 24, 2001, after several years of development. Aimed at consumers and professionals alike, Mac OS X aimed to combine the stability, reliability and security of Unix with the ease of use afforded by an overhauled user interface. To aid users in migrating fromMac OS 9, the new operating system allowed the use of OS 9 applications through Mac OS X's Classic environment.[76] On May 19, 2001, Apple opened the first official Apple Retail Stores in Virginia and California.[77] On July 9, they bought Spruce Technologies, a DVD authoring company. On October 23 of the same year, Apple announced the iPod portable digital audio player, and started selling it on November 10. The product was phenomenally successful over 100 million units were sold within six years.[78][79] In 2003, Apple's iTunes Store was introduced, offering online music downloads for $0.99 a song and integration with the iPod. The service quickly became the market leader in online music services, with over 5 billion downloads by June 19, 2008.[80]
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Since 2001, Apple's design team has progressively abandoned the use of translucent colored plastics first used in the iMac G3. This began with the titanium PowerBookand was followed by the white polycarbonate iBook and the flat-panel iMac.[81][82] 200507: Transition to Intel Main article: Apple's transition to Intel processors

The MacBook Pro, Apple's first laptop with an Intel microprocessor, announced in January 2006. At the Worldwide Developers Conference keynote address on June 6, 2005, Steve Jobs announced that Apple would begin producing Intel-based Mac computers in 2006.[83] On January 10, 2006, the new MacBook Pro and iMac became the first Apple computers to use Intel's Core Duo CPU. By August 7, 2006 Apple had transitioned the entire Mac product line to Intel chips, over one year sooner than announced.[83] The Power Mac, iBook, and PowerBook brands were retired during the transition; theMac Pro, MacBook, and MacBook Pro became their respective successors.[84][85] On April 29, 2009, The Wall Street Journal reported that Apple was building its own team of engineers to design microchips.[86] Apple introduced Boot Camp to help users install Windows XP or Windows Vista on their Intel Macs alongside Mac OS X.[87] Apple's success during this period was evident in its stock price. Between early 2003 and 2006, the price of Apple's stock increased more than tenfold, from around $6 per share (split-adjusted) to over $80. In January 2006, Apple's market cap surpassed that of Dell.[88] Nine years prior, Dell's CEO Michael Dell said that if he ran Apple he would "shut it down and give the money back to the shareholders."[89] Although Apple's market share in computers had grown, it
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remained far behind competitors using Microsoft Windows, with only about 8% of desktops and laptops in the US.[citation needed] 200711: Widespread success Apple achieved widespread success with its iPhone, iPod Touch and iPad products, which introduced innovations in mobile phones, portable music players andpersonal computers respectively. In addition, the implementation of a store for the purchase of software applications represented a new business model. Touch screenshad been invented and seen in mobile devices before, but Apple was the first to achieve mass market adoption of such a user interface that included particular pre-programmed touch gestures. Delivering his keynote speech at the Macworld Expo on January 9, 2007, Jobs announced that Apple Computer, Inc. would from that point on be known as Apple Inc., because computers were no longer the main focus of the company, which had shifted its emphasis to mobile electronic devices. The event also saw the announcement of the iPhone and the Apple TV.[90] The following day, Apple shares hit $97.80, an all-time high at that point. In May, Apple's share price passed the $100 mark.[91] In an article posted on Apple's website on February 6, 2007, Steve Jobs wrote that Apple would be willing to sell music on the iTunes Store without digital rights management (DRM) (which would allow tracks to be played on third-party players), if record labels would agree to drop the technology.[92] On April 2, 2007, Apple and EMI jointly announced the removal of DRM technology from EMI's catalog in the iTunes Store, effective in May.[93] Other record labels followed later that year. In July of the following year, Apple launched the App Store to sell third-party applications for the iPhone and iPod Touch.[94] Within a month, the store sold 60 million applications and brought in $1 million daily on average, with Jobs speculating that the App Store could become a billion-dollar business for Apple.[95] Three months later, it was announced that Apple had become the thirdlargest mobile handset supplier in the world due to the popularity of the iPhone.[96] On December 16, 2008, Apple announced that after over 20 years of attending Macworld, 2009 would be the last year Apple would be attending the Macworld Expo, and that Phil Schiller would deliver the 2009 keynote in lieu of the expected Jobs.[97] Almost exactly one month later, on January 14, 2009, an internal Apple
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memo from Jobs announced that he would be taking a six-month leave of absence, until the end of June 2009, to allow him to better focus on his health and to allow the company to better focus on its products without having the rampant media speculating about his health.[98] Despite Jobs' absence, Apple recorded its best non-holiday quarter (Q1 FY 2009) during the recession with a revenue of $8.16 billion and a profit of $1.21 billion.[99][100] after years of speculation and multiple rumored "leaks", Apple announced a large screen, tablet-like media device known as the iPad on January 27, 2010. The iPad runs the same touch based operating system that the iPhone uses and many of the same iPhone apps are compatible with the iPad. This gave the iPad a large app catalog on launch even with very little development time before the release. Later that year on April 3, 2010, the iPad was launched in the US and sold more than 300,000 units on that day, reaching 500,000 by the end of the first week.[101] In May of the same year, Apple's market cap exceeded that of competitor Microsoft for the first time since 1989.[102] Apple released the fourth generation iPhone, which introduced video calling, multitasking, and a new uninsulated stainless steel design, which acts as the phone's antenna. Because of this antenna implementation, some iPhone 4 users reported a reduction in signal strength when the phone is held in specific ways. After a large amount of media coverage including mainstream news organizations, Apple held a press conference where they offered buyers a free rubber 'bumper' case, which had been proven to eliminate the signal reduction issue. Later that year Apple again refreshed its iPod line of MP3 players which introduced a multi-touch iPod Nano, iPod Touch with FaceTime, and iPod Shuffle with buttons which brought back the buttons of earlier generations.[103][104][105] In October 2010, Apple shares hit an all-time high, eclipsing $300.[106] Additionally, on October 20, Apple updated their MacBook Air laptop, iLife suite of applications, and unveiled Mac OS X Lion, the last version with the name Mac OS X.[107] On January 6, 2011, the company opened their Mac App Store, a digital software distribution platform, similar to the existing iOS App Store.[108] Apple was featured in the documentary Something Ventured which premiered in 2011.

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2011present: PostSteve Jobs era

Apple store in Yonkers, New York On January 17, 2011, Jobs announced in an internal Apple memo that he would take another medical leave of absence, for an indefinite period, to allow him to focus on his health. Chief operating officer Tim Cook assumed Jobs' day-to-day operations at Apple, although Jobs would still remain "involved in major strategic decisions for the company."[109] Apple became the most valuable consumer-facing brand in the world.[110] In June 2011, Steve Jobs surprisingly took the stage and unveiled iCloud, an online storage and syncing service for music, photos, files and software which replaced MobileMe, Apple's previous attempt at content syncing.[111] This would be the last product launch Jobs would attend before his death. It has been argued that Apple has achieved such efficiency in its supply chain[112] that the company operates as a monopsony (one buyer, many sellers), in that it can dictate terms to its suppliers.[113][114] In July 2011, due to the American debt-ceiling crisis, Apple's financial reserves were briefly larger than those of the U.S. Government.[115] On August 24, 2011, Jobs resigned his position as CEO of Apple.[116] He was replaced by Tim Cook and Jobs became Apple's chairman. Prior to this, Apple did not have a chairman and instead had two co-lead directors, Andrea Jung and Arthur D. Levinson, who continued with those titles until Levinson became Chairman of the Board in November.[117] On October 4, 2011, Apple announced the iPhone 4S, which included an improved camera with 1080p video recording, a dual core A5 chip capable of 7 times faster graphics than the A4, an "intelligent software assistant" named Siri, and cloudsourced data with iCloud.[118][119] The following day, on October 5, 2011, Apple
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announced that Jobs had died, marking the end of an era for Apple Inc.[120][121] The iPhone 4S was officially released on October 14, 2011. On October 29, 2011, Apple purchased C3 Technologies, a mapping company, for $240 million, becoming the third mapping company Apple has purchased.[122] On January 10, 2012, Apple paid $500 million to acquire Anobit, an Israeli hardware company that developed and supplies a proprietary memory signal processing technology that improves the performance of flash-memory used in iPhones and iPads.[123][124] On January 19, 2012, Apple's Phil Schiller introduced iBooks Textbooks for iOS and iBook Author for Mac OS X in New York City.[125] This was the first major announcement by Apple since the passing of Steve Jobs, who stated in his biography that he wanted to reinvent the textbook and education. The 3rd generation iPad was announced on March 7, 2012. It includes a Retina display, a new CPU, a five megapixel camera, and 1080p video recording.[126][127] On July 24, 2012, during a conference call with investors, Tim Cook said that he loved India, but that Apple was going to expect larger opportunities outside of India, citing the reason as the 30% sourcing requirement from India.[128][129][130][131] On August 20, 2012, Apple's rising stock rose the company's value to a worldrecord $624 billion. This beat the non-inflation-adjusted record for market capitalization set by Microsoft in 1999.[132] On August 24, 2012, a US jury ruled that Samsung should pay Apple $1.05 billion (665m) in damages in an intellectual property lawsuit. Samsung said they will appeal the court ruling.[133] Samsung subsequently prevailed on its motion to vacate this damages award, which the Court reduced by $450 million.[134] The Court further granted Samsung's request for a new trial.[134] On September 12, 2012, Apple unveiled the iPhone 5, featuring an enlarged screen, more powerful processors, and running iOS 6. The latter includes a new mapping application (replacing Google Maps) that has attracted some criticism.[135] It was made available on September 21, 2012, and became Apple's biggest iPhone launch, with over 2 million pre-orders pushing back the delivery date to late October.[136] On October 23, 2012, Apple unveiled the iPad Mini, which features a 7.9-inch screen in contrast to the iPad's 9.7-inch screen. Apple also released a thirdgeneration 13-inch MacBook Pro with a Retina display; the iPad 4, featuring a faster processor and a Lightning dock connector;[137][137] and new iMac and Mac
29

Mini computers.[138][139] After the launch of Apple's iPad Mini and fourth generation iPad on November 3, 2012, Apple announced that they had sold 3 million iPads in three days of the launch, but it did not mention the sales figures of specific iPad models.[140] On November 10, 2012, Apple confirmed a global settlement that would dismiss all lawsuits between Apple and HTC up to that date, in favor of a ten-year license agreement for current and future patents between the two companies.[141] It is predicted that Apple will make $280 million a year from this deal with HTC.[142] In December 2012, in a TV interview for NBC's Rock Center and also aired on the Today morning show, Apple CEO Tim Cook said that in 2013 the company will produce one of its existing lines of Mac computers in the United States.[143] In January 2013, Cook stated that he expected China to overtake the US as Apple's biggest market.[144] In March 2013, Apple announced a patent for an augmented reality (AR) system that can identify objects in a live video stream and present information corresponding to these objects through a computer-generated information layer overlaid on top of the real-world image.[145] At the Worldwide Developer's Conference on June 10, 2013, Apple announced the seventh iOS operating system alongside OS X Mavericks, the tenth version of Mac OS X, and a new Internet radio service called iTunes Radio.[146][147][148] iOS 7 and OS X Mavericks are both expected to be released during fall 2013,[146][147] while the iTunes Radio Service, which will be integrated with Apple's personal voice-assistant software program Siri, is scheduled for release in the second half of 2013. The radio service features more than 200 stations according to company's statement.[149][150] On July 2, 2013, Apple announced the recruitment of Paul Deneve, Belgian President and CEO of Yves Saint Laurent, to Apple's top ranks. A spokesperson for the company stated, "We're thrilled to welcome Paul Deneve to Apple. He'll be working on special projects as a vice president reporting directly to Tim Cook."[151] Alongside Google vice-president Vint Cerf and AT&T CEO Randall Stephenson, Cook attended a closed-door summit held by President Obama on August 8, 2013 in regard to government surveillance and the Internet in the wake of the Edward Snowden NSA incident.[152][153] A report on August 22, 2013 confirmed that Apple acquired Embark Inc., a small Silicon Valley-based mapping company. Embark builds free transit apps to help
30

smartphone users navigate public transportation in U.S. cities such as New York, San Francisco and Chicago. Following the confirmation of the acquisition, an Apple spokesperson explained, "Apple buys smaller technology companies from time to time, and we generally do not discuss our purpose or plans." In November 2012, Embark claimed that over 500,000 people used its apps.[154] An anonymous Apple employee revealed to the Bloomberg media publication that the opening of a Tokyo, Japan store is planned for 2014. The construction of the store will be completed in February 2014, but as of August 29, 2013, Takashi Takebayashi, a Tokyo-based spokesman for Apple, has not made any comment to the media. A Japanese analyst has stated, "For Apple, the Japanese market is appealing in terms of quantity and price. There is room to expand tablet sales and a possibility the Japanese market expands if Apples mobile carrier partners increase.[155] Products
1. Tata Star bus Low Floor 1610 2. Tata Marco polo buses in the Delhi BRT 3. Commercial vehicles 4. Military vehicles 5. Electric vehicles

Performance Appraisal In Tata Motors Tata Motors Ideologies

VISION To be the world class corporate constantly furthering the interest of all stakeholder.

HR VISION

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Lead and Facilitate continuous change towards organizational excellence; create a learning and vibrant organization with high sense of pride amongst its members

APPRAISAL & REWARDAPPRAISAL New Appraisal System based on KRAs & Targets Review of Targets at regular Intervals People Development an important KRA

REWARD Promotions based on Performance Productivity & Profit-linked Incentive Schemes Training including Long-term Term

CAREER DESIGN Performance & Potential based Appraisals Fast Track Option for High-performers Promotions after Managers Vacancy based

Interviews for promotions above Managers

Selection of Supervisors:- Performance / Attendance / Discipline record Written Test & Interview Job Rotation - including Inter-functional RETENTION & EMPLOYEE WELFARE Residential Colonies for Employees Hospitalization Reimbursement on actual without Ceiling

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Vehicle Loans Household Equipment Loans House Building Advance Annual Advance PF Trust for better Mgt., Service & speedy redress Proposed MUL Pension Scheme

SUGGESTION SCHEME & QUALITY CIRCLES For better quality and productivity Through involvement of all employees and teamwork

Criteria
Idea Efforts Result : Cost reduction / Q Improvement / Productivity Improvement

HR INITIATIVES
Realigning organization culture based on new vision & values Objective performance management & development system. Performance linked reward and recognition system Career planning & promotion policy Revised recruitment policy Competency mapping Strong focus on training initiatives - Training to the personnel of business partners
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Internal communication Union alignment Employee involvement & participation

Tata Motors Appraisal System

The appraisal model which is followed on annual basis starting from the month of April till March has been extremely effective for the employees of Tata Motors. Half yearly appraisal system was started a year ago. This activity was started keeping in mind the dynamic behavior of the industry. With a half yearly appraisal system, the employee gets feedback twice a year, which gives him/her a chance to re-look at his/her approach of working. Necessary steps are also undertaken for employees who deviate from their goals. They have introduced a comprehensive system of quarterly appraisals where an employee selects his/her own goals or Key Result Area (KRAs) every quarter and him/her self-assesses his/her own performance against these parameters. At Spice jet while formally the process is annual, for several of the frontline employees, there are performance related quarterly payouts designed to
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reward them with incentives for their performance. This has resulted in quarterly assessments which are aligned overall to annual KRAs Tata Motors have a midterm review for all those who have been performers, thereby creating an expectation amongst the employees of an increase in salary twice a year if they perform well. They used to have annual appraisals earlier, but then they felt that the incentives are not enough to motivation the sales department, which generates major revenues or the organization. They do give monetary increments and designation hikes, according to the performance. If the employee deserves both, they give him/her both the advantages otherwise at least one of them. Designation hikes are given annually. These are proportional to effort of the individual, team and the department. Designation changes are given keeping in mind the immense responsibility one has to shoulder in a high rank. Monetary increments are primarily incentives that are given either in cash or kind for example they give them travel package within India or outside. Also, they have an accumulating incentive scheme in which employees can accumulate incentives and get them annually with interest. To meet the new demands of the business and to motivate the employees for higher performance, they have started linking a part of the salary increase to individual performance measures as variable pay. At present, between 6 to 8 percent of the compensation is variable pay, which they are planning to increase over a period of time. Executives are categorized in levels based on their performances in a relative ranking and based on outcome performance-linked pay is awarded.

Goal-Setting Model
A goal setting program in an organization requires careful planning. As shown in the figure, the first three factors in goal setting process are establishing the goal, achieving goal commitment, and overcoming resistance to goal acceptance. Goals can be established in a variety of ways. Best way is to set by joint participation between the employee and the supervisor. This method often leads to employee commitment, a crucial ingredient in effective goal setting.

Goal Setting
S.M.A.R.T. Goals Specific precise and detailed Measurable with criteria for determining progress and success Achievable attainable and action-oriented Realistic relevant and aligned Time-related grounded within a time-frame For this purpose, an online template is circulated in the organization. Superiors fill out that form keeping in view the performance of their subordinate over the year. This feedback becomes the basis of the promotion of the employees.
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Superior is responsible for categorizing the employees in four categories, namely A B C D This categorization is done both on the basis of performance and the goals they were given. This whole system is commonly known as 90 degree appraisal system also called 2 tiers.

Objective of the Study :

To carry out the study at Tata Motors , we framed the following objectives 1. Identification of the technique of performance appraisal followed in Tata Motors. 2. Review of the current appraisal system in order to 1. Enhance productivity 2. Attain global standards 3. To provide suggestions & recommendations from the study conducted.

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SUGGESTIONS AND CONCLUSION

After having analyzed the data, it was observed that there was appraisal in the organization. It is an effective tool, since it is on continuous basis. Performance appraisals in Tata Motors are satisfactory for its effective management and evaluation of staff. Appraisals here are helping individuals to develop, improve organizational performance, and feed into business planning. Performance appraisals enable management in monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning. 90degrees appraisal system or review is being followed in Tata Motors i.e feedback
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that comes from members of an employee's immediate work circle most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers, and supervisor(s), as well as a self-evaluation. It can also include, in some cases, feedback from external sources, such as customers and suppliers or other interested stakeholders. The appraisal process is continuous here and encourages employee productivity with positive feedbacks. Findings1. The very concept of performance appraisal is marketed throughout the organization; people have accepted it and understood its importance to the organization. 2. To market such a concept, it should not start at bottom; instead it should be started by the initiative of the top management. This would help in percolating down the concept to the advantage of all, which includes the top management as well as those below them. This means that the top management has to take a welcoming and positive approach towards the change that is intended to be brought. 3. Further, at the time of confirmation also, the appraisal form should not lead to duplication of any information. Instead, detailed appraisal of the employees work must be done which must incorporates both the work related as well as the other personal attributes that are important for work performance. 4. It should be noted that the appraisal form for each job position should be different as each job has different knowledge and skill requirements. There should not be a common appraisal form for every job position in the organization. 5. The job and role expected from the employees should be decided well in advance and that too with the consensus with them. 6. A neutral panel of people should do the appraisal and to avoid subjectivity to a marked extent, objective methods should be employed having quantifiable data. 7. The time period for conducting the appraisal should be revised, so that the exercise becomes a continuous phenomenon. 8. Transparency into the system should be ensured through the discussion about the employees performance with the employee concerned and trying to find out the grey areas so that training can be implemented to improve on that. 9. The feedback doesnt come from multiple source. It should to increase the efficiency. 10. Lack of Truth about Organization culture is conveyed through 90 degree of appraisal system. It should be overcome.

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Ideally in the present day scenario, appraisal should be done, taking the views of all the concerned parties who have some bearing on the employee. But, since a change in the system is required, it cannot be a drastic one. It ought to be gradual and a change in the mindset of both the employees and the head is required.

BIBLIOGRAPHY
http://www.oppapers.com/subjects/tata motors-page1.html Wikipedia Economic Times www.Scribd.com http://www.tatamotors.com/sustainability/CSR-11/pdf/defining-priorities.pdf www.citehr.com

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