Professional Documents
Culture Documents
INTRODUCTION
OVERVIEW
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simultaneously improving the work life of employees and treating employees
employment-related laws.
managers attempt to determine future HRM activities and plan for the
entails the hiring of workers most likely to help a company attain its goals.
their tasks in accordance with company strategy. This activity also involves
The need for an organized form of HRM emerged during the industrial
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effective ways of recruiting and keeping skilled workers. In addition,
Between the 1880s and the 1940s, immigration rose significantly and
remained robust until World War II. Advertisements circulated throughout the
world depicting the United States as the land of opportunity where good-
paying industrial jobs were plentiful. As a result, the country had a steady
approaches aimed at helping immigrants adjust to their jobs and to life in the
hazardous working conditions and pressure from labor unions also increased
hazardous tasks, long hours, and unhealthy work environments. The direct
cause of employers seeking better HRM programs was not poor working
conditions, but rather the protests and pressures generated by workers and
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organized labor unions. Indeed, labor unions, which had existed as early as
1790 in the United States, became much more powerful during the late
factors to the origination of modem HRM during that period. The first was the
the passage of the Wagner Act in 1935 (also known as the National Labor
Relations Act), which remained the basic U.S. labor law through the 1990s. It
augmented the power of labor unions and increased the role and importance
of personnel managers.
During the 1930s and 1940s the general focus of HRM changed from a
became especially pronounced after World War II, when a shortage of skilled
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research, began to emphasize personal development and improved working
In the 1960s and 1970s the federal government furthered the HRM
workers, such as the Equal Pay Act of 1963, the Civil Rights Act of 1964, the
for violating this legislation. These regulations created an entirely new legal
role for HRM professionals. Furthermore, during the 1970s, HRM gained
programs in colleges.
companies and institutions had some type of HRM program in place to handle
issues. HRM's importance continued to grow during the 1980s for several
reasons. Changing workforce values, for example, required the skills of HRM
demographics forced changes in the way workers were hired, fired, and
1980s and 1990s were increasing education levels, growth of service and
regulations.
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In fact, businesses and organizations rely on three major resources:
including cash, credit, and debt; and human resources or workers. In its
Hence, for a company to attain its goals, it must have employees who will
contributions. Second is that employees are resources who can learn new
skills and ideas and can be trained to occupy new positions in the
fourth assumption is the need for continuous learning; talents and skills must
by their work and that employers have a responsibility and profit motivation
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to try to match a worker's skills with his or her job. The seventh and final
and work flow through the organization. Decision areas encompass interests
human resources. Although the method and degree to which those areas of
interest are handled vary among different HRM departments, a few general
divisions.
contribution to the enterprise. These duties are carried out through a variety
maximizes human, and other, resources. This important duty also includes
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responsibility, career development, involves matching individuals with the
HRM. In any case, because the HRM department is charged with managing
the productivity and development of workers at all levels, the top HRM
manager ideally has access to, and the support of, key decision makers. In
addition, the HRM department should be situated in such a way that it has
within the company. Horizontal access allows HRM to integrate, educate, and
train the workforce, and to facilitate changes that affect one division and
size of the organization that they serve. But many large organizations
function. The same training department, for example, serves all divisions of
the organization.
iii)HRM FUNCTIONS:
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To fulfill their basic role and achieve their goals, HRM professionals and
resource plans. HRM implementation activities fall into four functional groups,
a) ACQUISITION:
the necessary skills for positions, identifying job and industry trends, and
path charts.
lay-offs.
departmental budgets.
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the chief goal is to hire the most-qualified candidates without encroaching on
b)DEVELOPMENT:
performance reviews. They must also tie the appraisal process into
programs, for example, are usually necessary to acclimate new hires to the
company. The HRM training and education role may encompass a wide
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any case, the HRM professional ideally is aware of the fundamentals of
learning and motivation, and must carefully design effective training and
c) COMPENSATION:
professionals are typically charged with developing wage and salary systems
establish wage and salary levels that maximize the company's investment in
compensation equity within the organization that doesn't hamper morale and
and fringe benefits, effective HRM managers also design programs that
good work.
d)MAINTENANCE:
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oriented compensation, such as health insurance and free parking, and are
usually entail compliance with federal laws that protect employees from
Safety and Health Administration, for instance, and from state workers'
injuries.
IV)HRM TRENDS:
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In the 1990s several forces were shaping the broad field of HRM. The
technologies helped blur the lines between work time and personal time by
structures that began to emerge during the 1980s and continued through the
workers and increasing their efficiency. These efforts also resulted in the
resource strategies that contrasted with those applicable to full time workers.
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were looking to their HRM professionals to augment initiatives related to
goals.
By focusing the attention on performance, performance appraisal
DEFINITION:
matters pertaining to his present job and his potential for a better job”.
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planning for his future.
period of time.
performance.
performance.
the organization.
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development.
period in comparison with the goals set at the beginning of the period.
compliance with the desired standards, the costs involved and the time
forms can be used for taking the feedback from the various sources like the
superior, peers, customers, vendors and the employee himself. All the
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• Clearly define and develop the employee plans of action (performance)
goals.
considered.
timely feedback and reviews to employees for their work and performance
factors can provide with inaccurate results and leave a bad impression on the
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employees as outstanding, even when the organization as a whole might
have failed to meet its goals and objectives. Therefore, a balanced set of
The first step in the process of performance appraisal is the setting up of the
performance of the employees. This step requires setting the criteria to judge
their roles and to know what exactly is expected from them. The
or the evaluators.
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3. MEASURING THE ACTUAL PERFORMANCE
care that personal bias does not affect the outcome of the
employees work.
PERFORMANCE
can show the actual performance being more than the desired
performance or, the actual performance being less than the desired
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5. DISCUSSING RESULTS
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6. DECISION MAKING
The last step of the process is to take decisions which can be taken
performance. It also helps the evaluators to give a proof and the basis of
their ratings.
clear, fair and objective. Long and complicated formats are time consuming,
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meeting. Open communication system motivates the employees to actively
performance.
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The purpose of the Performance appraisal process is to judge the
performance of the employees rather than the employee. The focus of the
B) LACK OF COMPETENCE
They should have the required expertise and the knowledge to decide the
criteria accurately. They should have the experience and the necessary
Many errors based on the personal bias like stereotyping, halo effect (i.e.
one trait influencing the evaluator’s rating for all other traits) etc. may creep
in the appraisal process. Therefore the rater should exercise objectivity and
D) RESISTANCE
The appraisal process may face resistance from the employees and the
trade unions for the fear of negative ratings. Therefore, the employees should
employee should be made aware that what exactly is expected from him/her.
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X)Purpose of Performance Appraisal
time.
• To judge the gap between the actual and the desired performance.
transfers etc.
development.
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XI)Performance Appraisals as Career Development
followed by organizations across the world being – "get paid according to what
helps to rate the performance of the employees and evaluate their contribution
leads to the recognition of the work done by the employees, many a times by the
means of rewards and appreciation etc. It plays the role of the link between the
talents and potential of the individuals. Identifying these potential talents can
help in preparing the individuals for higher responsibilities and positions in the
long way to motivate the employees and helps to identify individual career
career goals, achieve new levels of competencies and chart their career
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A) Performance appraisal - Traditional approach
used a tool for determining rewards (a rise in the pay) and punishments (a
focused only on the past performance of the employees i.e. during a past
specified period of time. This approach did not consider the developmental
aspects of the employee performance i.e. his training and development needs
Therefore, this approach is also called as the overall approach. In 1950s the
paths, rewards and bonuses and their promotions to the next levels.
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development, reward outcomes. The modern approach to performance
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Figure: Performance Appraisal Methods
facts and often includes examples and evidences to support the information.
evaluator.
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2. STRAIGHT RANKING METHOD
this method, the appraiser ranks the employees from the best to the poorest
evaluation.
3. PAIRED COMPARISON
method compares each employee with all others in the group, one at a time.
After all the comparisons on the basis of the overall comparisons, the
the basis of critical events and how the employee behaved during those
incidents. It includes both negative and positive points. The drawback of this
method is that the supervisor has to note down the critical incidents and the
5. FIELD REVIEW
discusses and interviews the supervisors to evaluate and rate their respective
consuming method. But this method helps to reduce the superiors’ personal
bias.
6. CHECKLIST METHOD
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employees on job. The checklist contains a list of statements on the basis of
which the rater describes the on the job performance of the employees.
example a trait like Job Knowledge may be judged on the range of average,
8. FORCED DISTRIBUTION
To eliminate the element of bias from the rater’s ratings, the evaluator is
a normal distribution curve. The rater chooses the appropriate fit for the
1. ASSESSMENT CENTRES :
similar to the job they would be expected to perform if promoted. The trained
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jobs and are evaluated on job related characteristics.
targeted employees.
which combines the graphic rating scale and critical incidents method. It
or bad (for eg. the qualities like inter personal relationships, adaptability and
reliability, job knowledge etc). These statements are developed from critical
incidents.
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Human resources are valuable assets for every organization. Human
resource accounting method tries to find the relative worth of these assets in
cost of employees include all the expenses incurred on them like their
etc whereas their contribution includes the total value added (in monetary
terms). The difference between the cost and the contribution will be the
4. 360-Degree-Performance-Appraisals
performance comes from all the sources that come in contact with the
anyone who comes into contact with the employee and can provide valuable
of the employee.
1.Self
2.Superior’s
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3.Subordinate’s
4.Peer
Superior’s appraisal forms the traditional part of the 360 degree performance
delegate the work, leadership qualities etc. Also known as internal customers,
the correct feedback given by peers can help to find employees’ abilities to
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Self assessment is an indispensable part of 360 degree appraisals and
and also have the strongest impact on behavior and performance. It provides
track of the changes others’ perceptions about the employees. A 360 degree
effectively used across the globe for performance appraisals. Some of the
the standards set. Ideally, when employees themselves have been involved
with the goal setting and the choosing the course of action to be followed by
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A)THE MBO PROCESS:
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empowered employees who have clarity of the roles and responsibilities
• Clarity of goals – With MBO, came the concept of SMART goals i.e.
• Specific
• Measurable
• Achievable
• Realistic
• Time bound.
The goals thus set are clear, motivating and there is a linkage
employees.
The focus is on future rather than on past. Goals and standards are
set for the performance for the future with periodic reviews and
feedback.
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harmonious relationships within the enterprise and also solve many
6. Balanced Scorecard
performance.
financial measures.
financial measures.
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The two basic features of the balanced scorecard are:
balanced scorecard
taken.
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processes and procedures, systems and the human resources.
employee.
Department......................... Rate...............
Data..................................
under normal ir ry o
working conditions d
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Quality of work:
Neatness,
thoroughness and
accuracy of work
Knowledge of job
A clear
understanding of
the factors
job
Attitude: Exhibits
enthusiasm and
cooperativeness on
the job
Dependability:
Conscientious,
thorough, reliable,
accurate, with
respect to
attendance, reliefs,
Cooperation:
Willingness and
others to produce
desired goals.
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From the graphic rating scales, excerpts can be obtained about the
resources; etc., then it can safely be inferred that the standards of the
they can be effectively used as evaluators. The graphic rating scale may
and the rating may be subjective. Another pitfall is that each characteristic
on.
given to the employee about his appraisal and his performance. But
the way of giving as well as receiving the feedback differs from person
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to person and their way of handling and their outlook towards the
issue.
Therefore, On the part of the person receiving the feedback, the following
process
On the part of the appraiser or the manager / person giving the feedback, the
○ The appraiser should make the receiver feel comfortable during the
feedback meeting.
○ The appraiser should make it a two – way conversation i.e. let the
employee speak.
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○ Listen to the employee and note his points, suggestions, problems etc.
Make the appraisal feedback meeting useful and productive for the
organization and the employee.
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CHAPTER-II
OBJECTIVES
AND
METHODOLOGY
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The scope of H.R.M is very wide research in behavioral sciences, new
trends in managing knowledge workers and advances in the field of
training have expanded the scope of H.R function in recent years.
3)METHODOLOGY:-
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in order to analyses and verifies a phenomenon. To entire study is
based on both the primary data and the secondary data.
A)DATA COLLECTION:
1. Primary Data:-
2. Secondary Data:-
4)SAMPLING METHOD:
5)SAMPLE SIZE:
6)SAMPLE LIST:
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1. Limited period of 6 weeks is not sufficient to carry out the
project
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CHAPTER – III
GENTING LANCO
POWER(INDIA)PRIVATE
LIMITED PROFILE
group has its presence in diversified fields like Power, Plantations, Paper &
US $9 billion. The operating revenue for the group for the year 2007 is US
$1.53 billion.
Power Private Limited, who are the owners of the 368 MW gas fired
Genting Lanco Power (India) Private Limited has its registered office
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LANCO Group, headquartered in Hyderabad, India is one of the leading
business houses in South India. It has an asset base of US $ 450 million and a turnover of
more than US $ 300 million. With operational experience in power plants based on Gas,
Biomass and Wind and an operating capacity of 509 MW, LANCO is heading for a
capacity of 2500 MW and an asset base of US $ 2.5 billion by the year 2010.
development. Lanco group is striving to Empower, Enable and Enrich partner, business
associates and to be the chosen vehicle for growth for stakeholders and source of
inspiration to the society. The group is recognized as a leading player in the Indian
economic scenario with operation in USA and UK. LANCO also has presence in Civil
Construction, Property Development, Manufacturing of Pig Iron & Ductile Iron Spun
Pipes and Information Technology. LANCO’s overall growth is attributed to its technical,
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The Lanco group of companies was established nurtured and developed by
engineering spawned the magnificent decade –old growth of the present day multifaceted
Group. Established in 1989, the Group’s activities range from Power Generation,
dynamic leadership, the Group’s capital outlay has touched a whopping US $ 450 million
and is recognized as one of the leading players in the infrastructure sector in India.
2) MEMBER OF PARLIAMENT
Rajagopal chose to enter public life in 2003. He contested the recent elections to the
Lower House of Parliament for Vijayawada constituency and won a landslide victory. As
3) OBJECTIVES:
Lanco industries Ltd. is established in the year 1993 had setup a state-of-
the-art integrated Pig Iron and Cement Plants, which had in fact set the countries modern
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day technological innovations. The complex has a captive power plant generating 2.5
MW of electricity from waste that meets the substantial part of the power requirement.
This was established in the year 1993 and has executed most demanding
and difficult projects in the field of civil and construction engineering. Lanco
constructions ltd. today stand tall and proud as one the leading civil engineering
of the company established in 1997 located strategically beside the Pig Iron Plant
avoiding re-melting and transportation it employs delved process that ensures the highest
Construction and Property Development, International shopping malls, Food counters etc
Lanco Kondapalli Power Pvt. Ltd. is a short gestation Poly fuel based combined cycle
power plant. The 368.144 mw (ISO) power plant has a build- operate -own agreement
with the state government. It is Lanco’s timely answer to the nations increasing power
needs. Lanco Kondapalli Power Ltd. is a joint venture involving Lanco group, Genting
Group of Malaysia, Hanjung (the Korean heavy industries and Construction Company)
and the Common Wealth Development Corporation Ltd. The project reflects Lanco’s
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ability to partner with the global players and achieve inter organization synergies that
a)Vision:
b)Mission:
1. To be a leader in all areas key to the development of a nation and progress of the
world.
Technology.
○ Where capabilities are nurtured and stretched beyond boundaries for new
subordinate to an associate.
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3. To constantly evolve and seek synergies between the interests of employers and
to internal and external customers and associates take charge of their own
jobs.
○ Where the organization is built, sleek, for speed, flexibility, quality and
and associates.
c) Philosophy:
1. Assemble best people, delegate authority and don’t interfere “people make the
difference
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3. Mistakes are facts of life. Its is response to the error that counts.
d)Success:
e)Work culture:
a)LOCATION:
(Dist.) of Andhra Pradesh. The plant is connected by road (national high way no. 9),
broad gauge railway line and is approximately 25 km from Vijayawada .The registered
500033, India.
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Nearest airport - Gannavaram
(2) gas turbine generating units, two heat recovery steam generator and one steam turbine
generation unit along with all electrical system, Controls and instrumentation, Civil,
Vijayawada in India, set up at a cost of around Rs.11,000 million (US $275 million), the
Primary fuel.
The plant operates on natural gas as the main fuel and Naphtha; HSD as
the alternative fuels Natural gas fuel is being received at site from Tatipaka near
Fuel -- Received
Kondapalli depot.
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The Operations & Maintenance of the plant is done by GLPIPL (Genting
Lanco Power (India) Private Limited) which is a joint venture of Lanco group
1. Leadership and Excellence Award in Safety, Health & Environment 2002 by Co-
5. Certificate of Quality Management System with ISO 9001 LRQM; April 2004.
A) ENVIRONMENT POLICY:
environment by
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5. Enhancing environmental awareness among employee’s contractors and surrounding
society.
B) QUALITY POLICY:
Personnel, Plant & Equipment and Maximize plant Availability for Generation of
Power.
2. Providing the best policies level of commercial performance for the benefit of all
Stake Holders.
safety in the workplace and shall consider OH&S in all its business activities.
1. Provide a safe working place to all of our direct and indirect employees by
Standards.
2. Monitor and maintain health, safety and welfare of all employees and comply with
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D) LKPPL’S COMMITMENT TO CLEAN & SAFE ENVIRONMENT:
Ongoing trees planting and maintaining theme are the important aspects of
E) NOISE MANAGEMENT:
1. Gaseous emission mgt. – as issues of green house gases has become prominent in
the public.
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3. Community participation.
1. 368.144 MW combined cycle power plant under build – operate – own arrangement
2. The single largest investment in Andhra Pradesh, by any Andhra Pradesh based
group.
resources.
5. The first project cleared by Central Electricity Authority (CEA) under the
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6. The first of the ICB power projects in India to achieve financial closure and complete
8. The first private sector power project to receive disbursement of finance from Power
limited.
CHAPTER-IV
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PERFORMANCE
APPRAISAL GENTING
LANCO POWER(INDIA)
Pvt Ltd
1). What method of appraisal would your management use to evaluate your
performance?
Total 50 100%
Interpretation:
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From the above information It is understood that the management above
their employees and only 6% of the employees are agree 360’ performance
2 Termination 0 0%
Total 50 100%
Interpretation:
are agree the main objective of the performance appraisal is to get the
incentives and promotions and 10% of the employees are agree the main
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Figure No.2: Views of the Respondents on the Method of Appraisal
1 Yes 48 97%
2 No 2 3%
Total 50 100%
Interpretation:
are agree the proper training is required to improve the performance of the
1 3 Months 4 8%
2 6 Months 4 8%
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3 Once Year 42 94%
Total 50 100%
Interpretation:
1 Yes 48 97%
2 No 2 3%
Total 50 100%
Interpretation:
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From the above information It is understood that 97% of the employees
skill and performance and 3% of the employees are say “No” is not sufficient.
1 Yes 48 97%
2 No 2 3%
Total 50 100%
Interpretation:
are agree whatever the appraisal system apply in the organization is really
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(7). How do you feel about the appraisal process in your
organization?
Total 50 100%
Source: Compiled from the collected data of the study.
Interpretation:
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2 6 months 0 0%
3 Once year 50 100%
Total 50 100%
Source: Compiled from the collected data of the study.
Interpretation:
Interpretation:
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about the employee assessed process is conducted by the organization every
3 months in a year.
(10). The spirit of co-operation among the work men, superior &
executives?
1 Satisfactory 32 64%
2 Non-satisfactory 8 16%
3 Neutral 10 20%
Total 50 100%
Interpretation:
are satisfy about the co-operation among the workmen, superior and
executive and 16% of the employees opinion is they are not satisfy and 20%
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(11). Do you think it is better to take subordinate, peers decisions
while rating your performance?
1 Yes 48 97%
2 No 2 3%
Total 50 100%
Interpretation:
1 Yes 48 97%
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2 No 2 3%
Total 50 100%
Interpretation:
1 Incentives 2 3%
2 Promotions 48 97%
Total 50 100%
Interpretation:
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From the above information It is understood that 3% of the employees are
except from the organization is only incentives and majority of the employees
it means 97% of the employees are except from the organization through
(14). Do you think P.A will build good relations between superior and
subordinates?
1 Yes 48 97%
2 No 2 3%
Total 50 100%
Interpretation:
are feel the perfect and effective performance appraisal system will be
increase the relations between the superior and subordinates and 3% of the
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Figure No.14: Views of the Respondents on the Method of Appraisal
Total 50 100%
Interpretation:
are agree the Tell-Tell type interaction approach fallow and 14% of the
employees are Tell-Listen type and majority of the employees are problem
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CHAPTER-V
FINDINGS,
SUGGESTIONS AND
CONCLUSION
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2. The employees are showing more interest to make them self more efficient and
3. Most of the respondent’s i.e.90% of employees said that the employee assessed
4. The majority employees are satisfied with the existing performance appraisal
rating program and they are expressed that they will improve the performance.
5. The sources of the performance appraisal rating are both from internal and
external sources.
appraisal system.
7. Majority of the employees accepted that the effective performance appraisal rating
SUGGESTIONS
1. Since the employees are satisfied with existing performance appraisal rating system
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2. The company may be suggested to undertake much more effective and efficient
4. Management should take necessary steps to make all the employees involve in the
5. Some of the employees expressed that they are assessed by the organization every
year but that they feel this program will be conducted by the every 3 months it is
7. The management of Genting Lanco Company should continue the same interest
towards the appraisal system programmers’ in future also. Due to care has to be
CONCLUSION
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Performance appraisal tells us about the state of affairs of the organization with
It is observed that the performance appraisal rating system program is very much
useful in identifying the performance level. The feedback should be such that the
individuals are to be known about their faults, where they have lack of knowledge in
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APPENDIX
A. Questionnaire
B. Bibliography
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QUESTIONNAIRE ON PERFORMANCE APPRAISAL
Personal Profile of the Respondents
1. Age :
2. Gender:
3. Education:
4. Income:
Questionnaire
performance?
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(A) 3 Months (b) 6 Months
(c)Once Year
performance?
and executives?
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(a)Incentives (b) Promotions
(14) Do you think PAS will build good relations between superior and
subordinates?
organization?
BIBLIOGRAPHY
Personal management
WEB SITES
• www.hr.com
• Www. lkpl@lancogroup.com
• www.google.com
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