Pa Tata Motors

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Performance Appraisal in Tata Motors


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INDEX

1. ACKNOWLEDGEMENT

3

2. Eec!ti"e #!mmer$

%

3. A&o!t t'e Compan$

(

%. Performance Appraisal12

). Performance appraisal in Tata motors

2%

(. *esearc'

3+

,. Anne!re

%)

-. i&lio/rap'$

%-


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ACKNOWLEDGEMENT

Words are only representations of our regards and gratitude that we have towards our ations and

their inherent assoiations! As a "atter of fat# without o$operation# no thought ould %e oined into

real ation! Consistent "otivation and invalua%le support throughout any pro&et is an issue thatannot 'uantitatively "easured! These a(nowledge"ents are only a fration of regards towards

their gestures!

Our sinere than(s to Prof. Shilpi Saxena !We e)press our deep sense of gratitude to "a*a" who

has %een a soure of inspiration throughout the ourse of this wor( with her inesti"a%le advie and

"oral enourage"ent! Our Group "e"%ers who have given an i""ense support throughout theourse of the +ro&et and rest who all are attahed to this +ro&et diretly or ,ndiretly!

We would li(e to than( -. head of Tata Motors Mrs . Monica Ahuja who helped "e in o"pletionof "y pro&et! Lastly we would li(e to than( our Dean "a/a" Monica Lal for her ontinuous

enourage"ent and guidane throughout our pro&et!


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EXECUTIVE SUMMARY

Managing hu"an resoures in today/s dyna"i environ"ent is %eo"ing "ore and "ore

o"ple) as well as i"portant! .eognition of people as a valua%le resoure in the organi0ation

has led to inreases trends in e"ployee "aintenane# &o% seurity# et! My researh pro&et deals

with 1+erfor"ane Appraisal as arried out at Tata "otors 2! ,n this report# , have studied

3evaluated the perfor"ane appraisal proess as it is arried out in the o"pany!

The first setion of "y report deals with a detailed o"pany profile! ,t inludes the o"pany/s

history4 its ativities and operations# organi0ational struture# et! this setion atte"pts to give

detailed infor"ation a%out the o"pany and the nature of it/s funtioning!

The seond setion deals with perfor"ane appraisal! ,n this setion# a %rief oneptual

e)planation to perfor"ane appraisal is given! ,t ontains the definition# proess and signifiane

of perfor"ane appraisal!

,n the third setion of "y report# , have onduted a researh study to evaluate the proess of

perfor"ane appraisal at Tata "otors!5 this setion also ontains "y findings# onlusions#suggestions and feed%a(!

The fourth and final setion of this report onsists of e)tra infor"ation that , related to the "ain

ontents of the report! These anne)ure inludes the 6uestionnaire on the %asis of whih the

pri"ary data was olleted and researh study was onduted!


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TATA MOTO*#


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Tata Motors Limited for"erly is an ,ndian "ultinational auto"otive "anufaturing o"pany

head'uartered in Mu"%ai# ,ndia and a su%sidiary of the Tata Group! ,ts produts inlude

passenger ars# tru(s# vans and oahes! ,t is the world7s eighteenth$largest "otor

vehile "anufaturing o"pany# fourth$largest tru( "anufaturer and seond$largest %us

"anufaturer %y volu"e!

Tata Motors has auto "anufaturing and asse"%ly plants in4

89 :a"shedpur

;9 +antnagar

anand

?9 Dharwad

@9 +une

,ndia# as well as in Argentina# >outh Afria# Thailand and the nited Kingdo"! Tata Motors has

produed and sold over @!? "illion vehiles in ,ndia sine 8B?=! Originally a "anufaturer

of loo"otives# the o"pany "anufatured its first o""erial vehile in 8B?= in a

olla%oration with Dai"ler$en0 AG# whih ended in 8B@B! ,n ;8# Tata Motors surpassed

.eliane to win the oveted title of 7,ndia7s "ost valua%le %rand7 in an annual survey onduted

%y rand inane and The Economic Times! Tata Motors was ran(ed as ,ndia7s tudy $ Auto FCars9 >etor# launhed in April

;8;!

Tata Motors has %een ran(ed to( E)hange and the New or( >to( E)hange as TTM!

The seond$generation Tata Indica5 one of the %est selling ars in the history of the ,ndian

auto"o%ile industry

http://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Tata_Grouphttp://en.wikipedia.org/wiki/Automotive_industry#Top_vehicle_manufacturing_groups_.3Cby_volume.3Ehttp://en.wikipedia.org/wiki/Automotive_industry#Top_vehicle_manufacturing_groups_.3Cby_volume.3Ehttp://en.wikipedia.org/wiki/Jamshedpurhttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Sanandhttp://en.wikipedia.org/wiki/Dharwadhttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Locomotiveshttp://en.wikipedia.org/wiki/Daimler-Benzhttp://en.wikipedia.org/wiki/Brand_Financehttp://en.wikipedia.org/wiki/Brand_Financehttp://en.wikipedia.org/wiki/Fortune_Global_500http://en.wikipedia.org/wiki/Fortune_Global_500http://en.wikipedia.org/wiki/Cross_listinghttp://en.wikipedia.org/wiki/Cross_listinghttp://en.wikipedia.org/wiki/Cross_listinghttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://www.nyse.com/about/listed/quickquote.html?ticker=ttmhttp://en.wikipedia.org/wiki/Tata_Indicahttp://en.wikipedia.org/wiki/Tata_Indicahttp://en.wikipedia.org/wiki/Tata_Indicahttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Tata_Grouphttp://en.wikipedia.org/wiki/Automotive_industry#Top_vehicle_manufacturing_groups_.3Cby_volume.3Ehttp://en.wikipedia.org/wiki/Automotive_industry#Top_vehicle_manufacturing_groups_.3Cby_volume.3Ehttp://en.wikipedia.org/wiki/Jamshedpurhttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Sanandhttp://en.wikipedia.org/wiki/Dharwadhttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Locomotiveshttp://en.wikipedia.org/wiki/Daimler-Benzhttp://en.wikipedia.org/wiki/Brand_Financehttp://en.wikipedia.org/wiki/Fortune_Global_500http://en.wikipedia.org/wiki/Cross_listinghttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://www.nyse.com/about/listed/quickquote.html?ticker=ttmhttp://en.wikipedia.org/wiki/Tata_Indicahttp://en.wikipedia.org/wiki/Multinational_corporation


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Tata Nano# the world7s heapest ar

Tata entered the o""erial vehile setor in 8B?= after for"ing a &oint venture with Dai"ler$

en0 of Ger"any! After years of do"inating the o""erial vehile "ar(et in ,ndia!

Tata Motors entered the passenger vehile "ar(et in 8BB8 %y launhing the Tata Sierra# a "ulti

utility vehile!

After the launh of three "ore vehiles# Tata Estate F8BB;# a stationwagon design %ased on the

earlier 7TataMo%ile7 F8BHB9# a light o""erial vehile9# Tata Sumo FLCI# 8BB=9 and Tata >afari

F8BBH# ,ndia7s first sports utility vehile9! Tata launhed the Indica in 8BBH# the first fully

indigenous ,ndian passenger ar! Although initially ritiised %y auto$analysts# its e)ellent fuel

eono"y# powerful engine and an aggressive "ar(eting strategy "ade it one of the %est selling

http://en.wikipedia.org/wiki/Tata_Nanohttp://en.wikipedia.org/wiki/Daimler-Benzhttp://en.wikipedia.org/wiki/Daimler-Benzhttp://en.wikipedia.org/wiki/Tata_Sierrahttp://en.wikipedia.org/wiki/Tata_Estatehttp://en.wikipedia.org/wiki/Tata_Estatehttp://en.wikipedia.org/wiki/Stationwagonhttp://en.wikipedia.org/wiki/Stationwagonhttp://en.wikipedia.org/wiki/Tata_Sumohttp://en.wikipedia.org/wiki/Tata_Indicahttp://en.wikipedia.org/wiki/Tata_Nanohttp://en.wikipedia.org/wiki/Daimler-Benzhttp://en.wikipedia.org/wiki/Daimler-Benzhttp://en.wikipedia.org/wiki/Tata_Sierrahttp://en.wikipedia.org/wiki/Tata_Estatehttp://en.wikipedia.org/wiki/Stationwagonhttp://en.wikipedia.org/wiki/Tata_Sumohttp://en.wikipedia.org/wiki/Tata_Indica


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ars in the history of the ,ndian auto"o%ile industry! A newer version of the ar# na"ed ,ndia

I;# was a "a&or i"prove"ent over the previous version and 'ui(ly %ea"e a "ass$favorite!

Tata Motors also suessfully e)ported large 'uantities of the ar to >outh Afria! The suess of,ndia played a (ey role in the growth of Tata Motors!

,n ;= Tata Motors a'uired Daewoo7s >outh Korea$%ased tru( "anufaturing unit# Daewoo

Co""erial Iehiles Co"pany# later rena"ed Tata Daewoo.

,n ;?# Tata Motors a'uired a ;8J ontrolling sta(e in the >panish %us and oah

"anufaturer -ispano Carroera! Tata Motors ontinued its "ar(et area e)pansion through the

introdution of new produts suh as %uses F>tar%us 3 Glo%us# &ointly developed with su%sidiary

-ispano Carroera9 and tru(s FNovus# &ointly developed with su%sidiary Tata Daewoo9!

,n ;@# Tata for"ed a &oint venture with the ra0il$%ased Marcoo!o" Tata Marcoo!o #us# to

"anufature fully %uilt %uses and oahes!

,n ;H# Tata Motors a'uired the ritish ar "a(er $aguar Land Ro%er# "anufaturer of the

:aguar# Land .over and Dai"ler lu)ury ar %rands# fro" ord Motor Co"pany! ,n May ;B

Tata unveiled the Tata World Tru( range &ointly developed with Tata Daewoo! De%uting in

>outh Korea# >outh Afria# the SAARC ountries and the Middle$East %y the end of ;B! Tata

a'uired full ownership of -ispano Carroera in ;B! ,n ;8# Tata Motors a'uired an HJ

sta(e in the ,taly$%ased design and engineering o"pany Trili) for a onsideration of

8!H? "illion! The a'uisition for"ed part of the o"pany7s plan to enhane its styling and

design apa%ilities! ,n ;8;# Tata Motors announed it will invest around .s @ rore on

developing uturisti ,nfantry Co"%at Iehiles in ollo%oration with DRD&.

http://en.wikipedia.org/wiki/Tata_Daewoohttp://en.wikipedia.org/wiki/Hispano_Carrocerahttp://en.wikipedia.org/wiki/Hispano_Carrocerahttp://en.wikipedia.org/wiki/Marcopolo_S.A.http://en.wikipedia.org/wiki/Tata_Marcopolo_Bushttp://en.wikipedia.org/wiki/Tata_Marcopolo_Bushttp://en.wikipedia.org/wiki/Jaguar_Land_Roverhttp://en.wikipedia.org/wiki/SAARChttp://en.wikipedia.org/wiki/DRDOhttp://en.wikipedia.org/wiki/Tata_Daewoohttp://en.wikipedia.org/wiki/Hispano_Carrocerahttp://en.wikipedia.org/wiki/Marcopolo_S.A.http://en.wikipedia.org/wiki/Tata_Marcopolo_Bushttp://en.wikipedia.org/wiki/Jaguar_Land_Roverhttp://en.wikipedia.org/wiki/SAARChttp://en.wikipedia.org/wiki/DRDO


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&erations

Tata Motors has vehile asse"%ly operations in ,ndia# the nited Kingdo"# >outh Korea#

Thailand# >pain and >outh Afria! ,t plans to esta%lish plants in Tur'e(" ,ndonesia and EasternEurope!Tata Motors7 prinipal su%sidiaries inlude :aguar Land .over# Tata Daewoo and Tata

-ispano!

Tata Motors is a"ong the top three in passenger vehiles in ,ndia with produts in the o"pat#

"idsi0e ar and utility vehile seg"ents!

The o"pany/s "anufaturing %ase in ,ndia is spread aross4

• :a"shedpur F:har(hand9

• +une FMaharashtra9

• Lu(now Fttar +radesh9

• +antnagar Fttara(hand9

• Dharwad FKarnata(a9!

The o"pany is esta%lishing a new plant at >anand FGu&arat9! Tata7s dealership# sales# servie and

spare parts networ( o"prises over


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"a&or i"prove"ent in the .oad infrastruture was done through the Nationa! +ig,wa(

De%e!oment -roect.

Tata Daewoo is the seond$largest heavy o""erial vehile "anufaturer in >outh Korea! Tata

Motors has &ointly wor(ed with Tata Daewoo to develop tru(s suh as Novus and World Tru(

and %uses inluding Glous and >tarus! ,n ;8;# Tata will start developing a new line to

"anufature o"petitive and fuel effiient o""erial vehiles to fae the o"petition posed %y

the entry of international %rands li(e Meredes$en0# Iolvo and Navistar into the ,ndian "ar(et!

Products

8! Tata >tar%us Low loor 8@8

;! Tata Maropolo %uses in the Delhi .T

). Eletri vehiles

http://en.wikipedia.org/wiki/National_Highway_Development_Projecthttp://en.wikipedia.org/wiki/National_Highway_Development_Projecthttp://en.wikipedia.org/wiki/Marcopolo_S.A.http://en.wikipedia.org/wiki/Marcopolo_S.A.http://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/National_Highway_Development_Projecthttp://en.wikipedia.org/wiki/National_Highway_Development_Projecthttp://en.wikipedia.org/wiki/Marcopolo_S.A.http://en.wikipedia.org/wiki/Delhi


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PERFORMANCE APPRAISAL


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INTRODUCTION TO HUMAN RESOURCE

MANAGEMENT

-u"an .esoure For personnel9 "anage"ent# in the sense of getting things done through people#

is an essential part of every "anager/s responsi%ility# %ut "any organi0ations find it

advantageous to esta%lish a speialist division to provide an e)pert servie dediated to ensuring

that the hu"an resoure funtion is perfor"ed effiiently!

/-eo!e are our most %a!ua)!e asset0 is a lih# whih no "e"%er of any senior "anage"ent

tea" would disagree with! et# the reality for "any organi0ations is that their people re"ain

undervalued# under trained and underutili0ed!

The "ar(et plae for talented# s(illed people is o"petitive and e)pensive! Ta(ing on new staff an %e disruptive to e)isting e"ployees! Also# it ta(es ti"e to develop ultural awareness/#

produt proess organi0ation (nowledge and e)periene for new staff "e"%ers!

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

ollowing are the various funtions of -u"an .esoure Manage"ent that are essential for the

effetive funtioning of the organi0ation4

8! .eruit"ent

;! >eletion

=! +erfor"ane Appraisal

?! Training 3 Develop"ent

Recruitment

The proess of reruit"ent %egins after "anpower re'uire"ents are deter"ined in ter"s of

'uality through &o% analysis and 'uantity through foreasting and planning.

Se!ection

T'e selection is t'e process of ascertainin/ 0'et'er or not caniates

possess t'e re!isite !alications4 trainin/ an eperience re!ire.


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Induction

,ndution is the tehni'ue %y whih a new e"ployee is reha%ilitated into the hanged

surroundings and introdued to the praties# poliies and purposes of the organi0ation.

1+AT IS /-ER2&RMANCE A--RAISAL03

+erfor"ane Appraisal is defined as the proess of assessing the perfor"ane and progress of

an e"ployee or a group of e"ployees on a given &o% and his their potential for futuredevelop"ent! ,t onsists of all for"al proedures used in wor(ing organi0ations and potential

of e"ployees! Aording to lippo# 1+erfor"ane Appraisal is the syste"ati# periodi and an

i"portant rating of an e"ployee/s e)ellene in "atters pertaining to his present &o% and his

potential for a %etter &o%!2

CHARACTERISTICS

1. +erfor"ane Appraisal is a proess!

;! ,t is the syste"ati e)a"ination of the strengths and wea(ness of an e"ployee in ter"s

of his &o%!

"a(ing o%&etive and orret deision an e"ployee!


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PROCESS

The proess of perfor"ane appraisal4

8! Esta%lishing perfor"ane standards

;! Co""uniating the >tandards

?! Disussing the appraisal

(. Ta5in/ Correcti"e Action

LIMITATIONS

1! Errors in .ating

;! La( of relia%ility

=! Multiple o%&etives

?! La( of (nowledge

METHODS OF PERFORMANCE APPRAISAL

The foregoing list of "a&or progra" pitfalls represents a for"ida%le hallenge# even onsidering

the availa%le %attery of appraisal tehni'ues! ut atte"pting to avoid these pitfalls %y doing

away with appraisals the"selves is li(e trying to solve the pro%le"s of life %y o""itting

suiide! The "ore logial tas( is to identify those appraisal praties that are Fa9 "ost li(ely to

ahieve a partiular o%&etive and F%9 least vulnera%le to the o%stales already disussed!


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efore relating the speifi tehni'ues to the goals of perfor"ane appraisal stated at the outset

of the artile# We shall %riefly review eah# ta(ing the" "ore or less in an order of inreasing

o"ple)ity! T'e &est65no0n tec'ni!es 0ill &e treate most &rie7$.

E##A8 APP*A9#AL

,n its si"plest for"# this tehni'ue as(s the rater to write a paragraph or "ore overing an

individual7s strengths# wea(nesses# potential# and so on! ,n "ost seletion situations# partiularly

those involving professional# sales# or "anagerial positions# essay appraisals fro" for"er

e"ployers# teahers# or assoiates arry signifiant weight.

4RA-+IC RATIN4 SCALE

T'is tec'ni!e ma$ not $iel t'e ept' of an essa$ appraisal4 &!t it is more

consistent an relia&le. T$picall$4 a /rap'ic scale assesses a person on t'e

!alit$ an !antit$ of 'is 0or5 :is 'e o!tstanin/4 a&o"e a"era/e4 a"era/e4

or !nsatisfactor$;< an on a "ariet$ of ot'er factors t'at "ar$ 0it' t'e =o&

&!t !s!all$ incl!e personal traits li5e relia&ilit$ an cooperation. 9t ma$ also

incl!e specic performance items li5e oral an 0ritten comm!nication.

>9ELD *E?9EW

The field review is one of several tehni'ues for doing this! A "e"%er of the personnel or entral

ad"inistrative staff "eets with s"all groups of raters fro" eah supervisory unit and goes over

eah e"ployee7s rating with the" to Fa9 identify areas of inter$rater disagree"ent# F%9 help the

group arrive at a onsensus# and F9 deter"ine that eah rater oneives the standards si"ilarly!

>O*CED6C@O9CE *AT9NG

Li(e the field review# this tehni'ue was developed to redue %ias and esta%lish o%&etive

standards of o"parison %etween individuals# %ut it does not involve the intervention of a third

party!

MANAGEMENT 8 OECT9?E#


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To avoid# or to deal with# the feeling that they are %eing &udged %y unfairly high standards#

e"ployees in so"e organi0ations are %eing as(ed to set $ or help set $ their own perfor"ane

goals! Within the past five or si) years# MO has %eo"e so"ething of a fad and is so fa"iliar to

"ost "anagers that , will not dwell on it here!

*ANK9NG MET@OD#

or o"parative purposes# partiularly when it is neessary to o"pare people who wor( for

different supervisors# individual state"ents# ratings# or appraisal for"s are not partiularly

useful! ,nstead# it is neessary to reogni0e that o"parisons involve an overall su%&etive

&udg"ent to whih a host of additional fats and i"pressions "ust so"ehow %e added! There is

no single for" or way to do this!

The %est approah appears to %e a ran(ing tehni'ue involving pooled &udg"ent!

The two "ost effetive "ethods are alternation ran(ing and paired o"parison ran(ing!

5. “Alternation ranking”:

.an(ing of e"ployees fro" %est to worst on a trait or traits is another "ethod for evaluating

e"ployees! >ine it is usually easier to distinguish %etween the worst and the %est e"ployees

than to ran( the"# an alternation ran(ing "ethod is "ost popular! -ere su%ordinates to %e ratedare listed and the na"es of those not well enough to ran( are rossed! Then on a for" as shown

%elow# the e"ployee who is highest on the harateristi %eing "easured and the one who is the

lowest are indiated! Then hose the ne)t highest and the ne)t lowest# alternating %etween

highest and lowest until all the e"ployees to %e rated have %een ran(ed!

2. “Paired-comparison ranking”:

This tehni'ue is pro%a%ly &ust as aurate as alternation ran(ing and "ight %e "ore so! ut

with large nu"%ers of e"ployees it %eo"es e)tre"ely ti"e onsu"ing and u"%erso"e!

oth ran(ing tehni'ues# partiularly when o"%ined with "ultiple ran(ings Fi!e!# when two or

"ore people are as(ed to "a(e independent ran(ings of the sa"e wor( group and their lists are

averaged9# are a"ong the %est availa%le for generating valid order$of$"erit ran(ings for salary

ad"inistration purposes!


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A##E##MENT CENTE*#

>o far# we have %een tal(ing a%out assessing past perfor"ane! What a%out the assess"ent of

future perfor"ane or potentialP ,n any plae"ent deision and even "ore so in pro"otion

deisions# so"e predition of future perfor"ane is neessary! -ow an this (ind of predition

%e "ade "ost validly and "ost fairlyP

678 DE4REE 2EED#AC9

Many fir"s have e)panded the idea of upward feed%a( into what the all


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and "easured!

Disad%antages

This approah an lead to unrealisti e)petations a%out what an and annot %e reasona%ly

ao"plished! >upervisors and su%ordinates "ust have very good Rreality he(ingR s(ills to use

MO appraisal "ethods! They will need these s(ills during the initial stage of o%&etive setting#

and for the purposes of self$auditing and self$"onitoring!

Iaria%le o%&etives "ay ause e"ployee onfusion! ,t is also possi%le that fluid o%&etives "ay

%e distorted to disguise or &ustify failures in perfor"ane!

#ene:its o: -er:ormance Araisa!s

• Measures an e"ployee/s perfor"ane!

• -elps in larifying# defining# redefining priorities and o%&etives!

• Motivates the e"ployee through ahieve"ent and feed%a(!

• ailitates assess"ent and agree"ent of training needs!

• -elps in identifiation of personal strengths and wea(nesses!

• +lays an i"portant role in +ersonal areer and suession planning!

• Clarifies tea" roles and failitates tea" %uilding!

• +lays "a&or role in organi0ational training needs assess"ent and analysis!

• ,"proves understanding and relationship %etween the e"ployee and the reporting

"anager and also helps in resolving onfusions and "isunderstandings!

• +lays an i"portant tool for o""uniating the organi0ation/s philosophies# values# ai"s#

strategies# priorities# et a"ong its e"ployees!

• -elps in ounseling and feed%a(!

Rating Errors in -er:ormance Araisa!s

+erfor"ane appraisals are su%&et to a wide variety of inauraies and %iases referred to as

7rating errors7! These errors an seriously affet assess"ent results! >o"e of the "ost o""on

rating errors are4 $


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Lenienc( or se%erit(; < Lenieny or severity on the part of the rater "a(es the assess"ent

su%&etive! >u%&etive assess"ent defeats the very purpose of perfor"ane appraisal! .atings are

lenient for the following reasons;

a9 The rater "ay feel that anyone under his or her &urisdition who is rated

unfavora%ly will reflet poorly on his or her own worthiness!

%9 -e>he "ay feel that a derogatory rating will %e revealed to the rate to detri"ent

the relations %etween the rater and the ratee!

9 -e>he "ay rate leniently in order to win pro"otions for the su%ordinates and

therefore# indiretly inrease hisher hold over hi"!

Centra! tendenc(; < This ours when e"ployees are inorretly rated near the average or

"iddle of the sale! The attitude of the rater is to play safe! This safe playing attitude ste"s fro"

ertain dou%ts and an)ieties# whih the raters have %een assessing the rates!

+a!o error; < A halo error ta(es plae when one aspet of an individual7s perfor"ane influenes

the evaluation of the entire perfor"ane of the individual! The halo error ours when an

e"ployee who wor(s late onstantly "ight %e rated high on produtivity and 'uality of output as

well a) on "otivation! >i"ilarly# an attrative or popular personality "ight %e given a high

overall rating! .ating e"ployees separately on eah of the perfor"ane "easures and

enouraging raters to guard against the halo effet are the two ways to redue the halo effet!

Rater e::ect4 $This inludes favoritis"# stereotyping# and hostility! E)tensively high or low soreare given only to ertain individuals or groups %ased on the rater7s attitude towards the" and not

on atual outo"es or %ehaviors5 se)# age# rae and friendship %iases are e)a"ples of this type of

error!

-rimac( and Regenc( e::ects; < The rater7s rating is heavily influened either %y %ehavior

e)hi%ited %y the ratee during his early stage of the review period Fpri"ay9 or %y the outo"es#

or %ehavior e)hi%ited %y the ratee near the end of the review period Fregeny9! or e)a"ple# if a

salesperson aptures an i"portant ontratsale &ust %efore the o"pletion of the appraisal# the

ti"ing of the inident "ay inflate his or her standing# even though the overall perfor"ane of the

sales person "ay not have %een enouraging! One way of guarding against suh an error is to as(

the rater to onsider the o"posite perfor"ane of the rate and not to %e influened %y one

inident or an ahieve"ent!

-er:ormance dimension order; < Two or "ore di"ensions on a perfor"ane instru"ent follow

eah other and %oth desri%e or rotate to a si"ilar 'uality! The rater rates the first di"ensions


20/50

aurately and then rates the seond di"ension to the first %eause of the pro)i"ity! ,f the

di"ensions had %een arranged in a signifiantly different order# the ratings "ight have %een

different!

Si!!o%er e::ect; < This refers lo allowing past perfor"ane appraisal rating lo un&ustifia%ly

influene urrent ratings! +ast ratings# good or %ad# result in si"ilar rating for urrent period

although the de"onstrated %ehavior dos not deserve the rating# good or %ad!

R&LES IN T+E -ER2&RMANCE A--RAISAL -R&CESS

a= Reorting Manager

S +rovide feed%a( to the reviewer -OD on the e"ployees/ %ehavioral traits

indiated in the +M> +oliy Manual

S Ensures that e"ployee is aware of the nor"ali0ation perfor"ane appraisal

proess

S Address e"ployee onerns 'ueries on perfor"ane rating# in onsultation

with the reviewer

)= Re%iewer >Reorting Manager?s Reorting Manager=

S Disuss with the reporting "anagers on the %ehavioral traits of all the

e"ployees for who" he she is the reviewer

S Where re'uired# independently assess e"ployees for the said %ehavioral

traits5 suh assess"ents "ight re'uire olleting data diretly fro" other

relevant e"ployees

9 +&D >In some cases" a re%iewer ma( not )e a +&D9

S +resents the proposed +erfor"ane .ating for every e"ployee of his her

funtion to the Nor"ali0ation o""ittee!

S -OD also plays the role of a nor"ali0ation o""ittee "e"%er

S Owns the perfor"ane rating of every e"ployee in the depart"ent

d= +R +ead

S >eretary to the nor"ali0ation o""ittee


21/50

S Assists -OD/s .eporting Managers in o""uniating the perfor"ane

rating of all the e"ployees

e= Norma!i*ation Committee

S Deides on the final %ell urve for eah funtion in the respetive usinessnit Cirle

S .eviews the perfor"ane ratings proposed %y the -OD/s# speifially on the

upward downward shift in ratings# to ensure an un%iased relative ran(ing of

e"ployees on overall perfor"ane# and thus finali0e the perfor"ane rating of

eah e"ployee

KEY CONCEPTS IN PERFORMANCE MANAGEMENTSYSTEM

,n order to understand the +erfor"ane Manage"ent >yste" at Tata Motors # some

concets need to %e e)plained whih play a very i"portant role in using the +M> suessfully!

They are4

S 9RA?S >9EY RESULT AREAS=; The perfor"ane of an e"ployee is largely

dependent on the K.A sore ahieved %y the e"ployee during that partiular year! Thus#

it is neessary to answer a few %asi 'uestions i!e!

o What are the guidelines for setting the K.A/s for an e"ployeeP

o -ow does an e"ployee write down his K.A/s for a partiular finanial yearP

o K.A/s4 The our +erspetives!

o -ow is the K.A sore alulated for an e"ployee on the %asis of the targets sets

and targets ahievedP

S #E+AVI&RAL TRAITS; >o"e of the 'ualitative aspets of an e"ployees/

perfor"ane o"%ined with the general %ehavioral traits displayed %y the e"ployeeduring a year onstitutes his %ehavior traits! An e"ployee is assigned the rating on the

%asis of the intensity of the %ehavior displayed %y hi"! They play a very i"portant role in

the deiding the final perfor"ane rating for an e"ployee as is even apa%le of shifting

the rating one level upwardsdownwards!


22/50

S #+ARTI @858 LEADERS+I- C&M-ETENCY 2RAME1&R9; This o"peteny

fra"ewor( is a si"ple and strutured way to desri%e the ele"ents of %ehaviors re'uired

to perfor" a role effetively! This fra"ewor( also tries to assess the perfor"ane of an

e"ployee o%&etively!

S T+E -ER2&RMANCE RATIN4 -R&CESS; The rating proess tries to e)plain the

four different types of rating that an e"ployee an ahieve i!e! EC" SC" C and -C. ,t also

e)plains the riteria# whih is onsidered for awarding any of these ratings to the

e"ployee!

S -R&M&TI&N AND RATIN4 DISRTRI#UTI&N 4UIDELINES; The pro"otion

and nor"al distri%ution guidelines provide the fra"ewor( within whih the perfor"ane

appraisal proess has to wor(! ,t is very i"portant that the -. depart"ent pays due

attention to these guidelines while preparing the %ell urves for various funtions and theonsolidated %ell urve for all the funtions! These guidelines also help in deiding upon

the pro"otion ases in a year!

-ER2&RMANCE RATIN4 -R&CESS

EBCEPT9ONAL CONT*9TO* :EC<

Performs consistentl$ an

s!&stantiall$ a&o"e epectations in

all areas

Ac'ie"es a nal score /reater t'an

#9GN9>9CANT CONT*9TO* :#C<

Performs a&o"e epectations in

all areas

Ac'ie"es nal score &et0een


23/50

or e!al to 11)

Consistentl$ eli"ers on stretc'

tar/ets

9s proacti"e

#pots an anticipates pro&lems4

implements sol!tions

#ees an eploits opport!nities

Deli"ers a'ea of time

#ees t'e 0ier pict!re6impacts

across &!siness

>oc!ses on 0'atFs /oo for t'e

&!siness

#een as role moel &$ ot'ers

*eco/nie as eceptional &$ ot'er

f!nctions as 0ell

Moti"ates ot'ers to sol"e pro&lems

De"elops ot'ers

Pro"ies open an 'onest fee&ac5

A&le to esta&lis' an lea cross6

f!nctional teams

1++611%

• ?ersatile in 'isH 'er area of

operation

• De"elops creati"e sol!tions an

re!ire little H minimal s!per"ision

• #ets eamples for ot'ers

• Ta5e o0ners'ip of o0n

e"elopment

• Coac'es ot'ers

• Demonstrates &!siness initiati"e

• 9s self moti"ate

• #!pporti"e team pla$er

• Leas o0n team "er$ eIecti"el$

• Demonstrate f!nctional initiati"e


24/50

-er:ormance Araisa! In Tata Motors


25/50

Tata Motors Ideologies

ISION

“o !e the "orld class corporate constantl# $urthering the interest o$ all stakeholder”.

+R VISI&N

Lead and ailitate ontinuous hange towards organi0ational e)ellene 5 reate a learning and

vi%rant organi0ation with high sense of pride a"ongst its "e"%ers

A--RAISAL RE1ARDA--RAISAL

• New Appraisal >yste" %ased on K.As 3 Targets

• .eview of Targets at regular ,ntervals

• +eople Develop"ent an i"portant K.A

RE!ARD

• +ro"otions %ased on +erfor"ane

• +rodutivity 3 +rofit$lin(ed ,nentive >he"es

• Training inluding Long$ter" Ter"

CAREER DESIGN

U +erfor"ane 3 +otential %ased Appraisals

U ast Tra( Option for -igh$perfor"ers

U +ro"otions after Managers Iaany %ased

U ,nterviews for pro"otions a%ove Managers


26/50

U >eletion of >upervisors4Q +erfor"ane Attendane Disipline

reordQ Written Test 3 ,nterview

U :o% .otation $ inluding ,nter$funtional

RETENTION " EMPLOYEE !ELFARE

• .esidential Colonies for E"ployees

• -ospitali0ation .ei"%urse"ent Q on atual without Ceiling

• Iehile Loans

• -ousehold E'uip"ent Loans

• -ouse uilding Advane

• Annual Advane

• + Trust Q for %etter Mgt!# >ervie 3 speedy redress

• +roposed ML +ension >he"e

SU44ESTI&N SC+EME BUALITY CIRCLES

U or %etter 'uality and produtivity

U Through involve"ent of all e"ployees and tea"wor(

Criteri#

• ,dea

• Efforts

• .esult 4 Cost redution 6 ,"prove"ent +rodutivity ,"prove"ent


27/50

+R INITIATIVES

U .EAL,GN,NG O.GAN,>AT,ON CLT.E A>ED ONNEW I,>,ON 3 IALE>

U O:ECT,IE +E.O.MANCE MANAGEMENT 3 DEIELO+MENT >>TEM!

U +E.O.MANCE L,NKED .EWA.D AND .ECOGN,T,ON >>TEM

U CA.EE. +LANN,NG 3 +.OMOT,ON +OL,C

U .EI,>ED .EC.,TMENT +OL,C

U COM+ETENC MA++,NG

U >T.ONG C> ON T.A,N,NG ,N,T,AT,IE>$ ,LD A LEA.NNGO.GAN,>AT,ON$ CONT,NO> IALE ADD,T,ON TO +.OE>>,ONAL

>K,LL$ C>TOM,>ED T.A,N,NG$ T.A,N,NG TO T-E +E.>ONNEL O >,NE>>+A.TNE.>

U ,NTE.NAL COMMN,CAT,ON

U N,ON AL,GNMENT

U EM+LOEE ,NIOLIMENT 3 +A.T,C,+AT,ON


28/50

T#t# Motors A$$r#is#% S&stem

A detailed disussion with -. head Mrs. Moni'a A,ua of Tata Motors Flu(now %ranh9# gave

us the insight in the perfor"ane appraisal syste" followed in the o"pany! The appraisal"odel whih is followed on annual %asis starting fro" the "onth of April till Marh has %eene)tre"ely effetive for the e"ployees of Tata Motors!

-alf yearly appraisal syste"# was started a year ago! This ativity was started (eeping in "ind

the dyna"i %ehavior of the industry! With a half yearly appraisal syste"# the e"ployee getsfeed%a( twie a year# whih gives hi"her a hane to re$loo( at hisher approah of wor(ing!

Neessary steps are also underta(en for e"ployees who deviate fro" their goals! They have

introdued a o"prehensive syste" of 'uarterly appraisals/ where an e"ployee selets hisher

own goals or Key .esult Area FK.As9 every 'uarter and hi"her self assesses hisher own perfor"ane against these para"eters! At >pie &et while for"ally the proess is annual# for

several of the frontline e"ployees# there are perfor"ane related 'uarterly payouts designed to

reward the" with inentives for their perfor"ane! This has resulted in 'uarterly assess"entswhih are aligned overall to annual K.As

Tata Motors have a "idter" review for all those who have %een perfor"ers# there%y reating ane)petation a"ongst the e"ployees of an inrease in salary twie a year if they perfor" well!

They used to have annual appraisals earlier# %ut then they felt that the inentives are not enough

to "otivation the sales depart"ent# whih generates "a&or revenues or the organi0ation!they do give "onetary inre"ents and designation hi(es# aording to the perfor"ane! ,f the

e"ployee deserves %oth# they give hi"her %oth the advantages otherwise at least one of the"!

Designation hi(es are given annually! These are proportional to effort of the individual# tea" and

the depart"ent! Designation hanges are given (eeping in "ind the i""ense responsi%ility one

has to shoulder in a high ran(! Monetary inre"ents are pri"arily inentives that are given either in ash or (ind for e)a"ple they give the" travel pa(age within ,ndia or outside! Also# they

have an au"ulating inentive she"e in whih e"ployees an au"ulate inentives and getthe" annually with interest!

To "eet the new de"ands of the %usiness and to "otivate the e"ployees for higher perfor"ane#

they have started lin(ing a part of the salary inrease to individual perfor"ane "easures asvaria%le pay! At present# %etween @ to H perent of the o"pensation is varia%le pay# whih they

are planning to inrease over a period of ti"e! E)eutives are ategori0ed in levels %ased on their

perfor"anes in a relative ran(ing and %ased on outo"e perfor"ane$lin(ed pay is awarded!!

Goal-Setting Model


29/50

A goal setting progra" in an organi0ation re'uires areful planning! As shown in the figure#

the first three fators in goal

setting proess are esta%lishing the goal# ahieving goal o""it"ent# and overo"ing

resistane to goal aeptane! Goals an %e esta%lished in a variety of ways! est way is

to set %y &oint partiipation %etween the e"ployee and the supervisor! This"ethod often leads to e"ployee o""it"ent# a ruial ingredient in effetive goal setting!

Goal Setting

>!M!A!.!T!V GoalsU >peifi Q preise and detailed

U Measura%le Q with riteria for deter"ining progress and

suessU Ahieva%le Q attaina%le and ation$oriented

U .ealisti Q relevant and aligned

U Ti"e$related Q grounded within a ti"e$fra"e

or this purpose# an online te"plate is irulated in the organi0ation! >uperiors fill out that for"

(eeping in view the perfor"ane of their su%ordinate over the year! This feed%a( %eo"es the %asis of the pro"otion of the e"ployees!

>uperior is responsi%le for ategori0ing the e"ployess in four ategory# na"ely Q

A

C

D

This ategori0ation is done %oth on the %asis of perfor"ane and the goals they were given!

This whole syste" is o""only (nown as

'( de)ree #$$r#is#% s&stem #%so c#%%ed * tiers+


30/50

RESEARC+


31/50

A,str#ct

Tata Motors is ,ndia/s One of the "ost suessful auto"o%ile o"pany! ,t urrently E"ployees

?B#?B F;8;9 personnel # who are onstantly evaluated and appraised ! This Gives us the

opportunity to study the perfor"ane appraisal "ethod %y the o"pany and it/s effiieny

towards e"ployees as well as Organi0ation!

&)ecti%e o: t,e Stud( ;

To arry out the study at Tata Motors # we fra"ed the following o%&etives

8! ,dentifiation of the tehni'ue of perfor"ane appraisal followed in Tata Motors !

;! E"ployee attitude towards the present appraisal syste"!

+(ot,eses o: t,e Stud(

8! +erfor"ane Appraisal is not having positive effet on Tata "otors e"ployee on

Lu(now ranh! F -o9;! +erfor"ane Appraisal ,s having positive effet on Tata Motors E"ployees of Lu(now

%ranh! F-a9!


32/50

RESEARC+ MET+&D&L&4Y ;

The >tudy is +ri"arily ased on the +ri"ary data Colleted through 6uestionnaire fro" Tata

Motors E"ployees!

SAM-LIN4 -LAN;

>a"ple >i0e ? E"ployees

>a"ple Area Chinhat # Lu(now

Duration @ wee(s!

DATA C&LLECTI&N;

Data Sources:

Fi9 >eondary Data through ,nternet

Fii9 +ri"ary Data through 6uestionnaire

Fiii9 Contat Method

Fiv9 +ersonal ,nteration


33/50

An#%&sis #nd Inter$ret#tion

-./

%

3+

)%

12

ears of servie

&elo0 2$rs26)$rs

)61+$rs

1+$rs an a&o"e

Interretation<

ro" the a%ove pie hart we onlude that the "a)i"u" year of servie of the e"ployees of

Tata Motors in Lu(now is "a)i"u" %etween ?$8 yearsFi!e ?=J9 and "ini"u" is %elow

;years Fi!e =J9!


34/50

J26

2-E

,2E

A0#reness o1 tec2ni3ue o1 Per1orm#nce A$$r#is#%

No

8es

Options No! of .esponses

es


35/50

J36

2%E

%%E

3+E

2E

Em$%o&ees4 o$inion #s to t2e $resent #$$r#is#% s&stem

>!ll$ satise1

satise1

cant sa$

Dissatise1

Options No! of .esponses

ully >atisfied 8;

>atisfied ;;

Can/t >ay 8?

Dissatisfied 8

Interretation6

ro" the a%ove pie hart we onlude that "a)i"u" e"ployees are satisfied with the present

appraisal syste"F i!e ==J9 and "ini"u" Fi!e ;J9 are dissatisfied!


36/50

J%6

2E

K2E

(E

Em$%o&ee $erce$tion #s to t2e 1re3uenc& o1 #$$r#is#%

Once 1!rin/ t'e

ser"ice perio1

Contin!o!s

Ne"er

Cant #a$

O$tions No+ o1Res$onses

Once D!rin/ T'e#er"ice Perio

1

Contin!o!s %(

Ne"er +

CanFt #a$ 3

Interretation<

ro" the a%ove pie hart we find that the "a)i"u" Fi!e B;J9 of the e"ployees thin( that the

fre'ueny of appraisal "ust %e ontinuous whereas "ini"u" Fi!e J9 none of the e"ployees

feel that Tata "otors should not appraise!


37/50

J)6

I1 continuous #$$r#is#% 5 02#t s2ou%d ,e t2e )#$ ,et0een

t0o #$$r#is#% $eriod

2+

%%

3(

J!aterl$

@alf68earl$

8earl$

O$tions No+ o1Res$onses

J!arterl$ 1+

@alf 8earl$ 22

8earl$ 1-

Interretation


38/50

ro" the a%ove pie hart we onlude that "a)i"u" Fi!e ==J9 of the e"ployees want to

onsider perfor"ane appraisal half yearly whereas "ini"u" Fi!e ;J9 of the" want it

'uarterly!

-6/

+ow -er:ormance Araisa! a::ects t,e roducti%it( o: t,e em!o(ees

Moti%ated Indi::erent Demoti%ated

2eed)ac'


39/50

-7/

2%

-

%%-

1(

!2o s2ou%d do t2e #$$r#is#%8

#!perior

Peer

#!&orinate

#elf appraisal

Cons!ltant

All of t'e A&o"e

#!periorPeer

&tions No. o: Resonses

>uperior 8;

+eer

>u%ordinate

>elf Appraisal =

Consultant ;

All of the a%ove ;=

>uperior X +eer H

Interretation$


40/50

ro" the a%ove pie hart we onlude that the "a)i"u" e"ployees Fi!e ;=J9 want to get the

appraisal through superior# self appraisal# onsultant! Whereas none of the" want to get it done

fro" their peers and su%ordinates!

6H$

,%E

1+E

1(E

Does #$$r#is#% 2e%$ in $o%is2in) s9i%%s #nd $er1orm#nce #re#8

8es

No

#ome0'at


es o"ewhat H

Interretation$

,f the proess of appraisal does not lead to the i"prove"ent of the s(ills and profiieny of the

e"ployees# the very purpose of appraisal %eo"es illogial! ,n the survey onduted it was

o%served that nearly = J of the respondents agree that +erfor"ane Appraisal does leads to

polishing the s(ills of the e"ployees! Nearly 8 J of the respondents view that it does not serve

this purpose and around 8@ J were not a%le to respond as to whether it serve any suh purposes

or not!


41/50

-'/

-2E

1-E

Does $erson#% ,i#s cree$s/in 02i%e #$$r#isin) #n em$%o&ee

8es

No


es =8

No B

Inter$ret#tion/

,n the proess of appraising# %oth the parties are hu"an %eing# that is# the one who is %eing

apprised and the other who is appraising! Thus# there %ound to %e su%&etivity involved# %e it an

o%&etive way of appraising! Thus# when as(ed fro" a"ong the sa"ple si0e of ? respondents# as

huge as H; J respondents that personal %ias do reep in while appraising an individual! -ene# it


42/50

is inevita%le to say that personal li(ings do not o"e in the proess of appraisal! ,t is the e)tent to

whih the appraiser "anages it so that it does not %eo"e very partial and %ias!

J1+

32E

%%E

2%E

I1 )i:en # c2#nce; 0ou%d em$%o&ees %i9e to re:ie0 t2e current #$$r#is#% tec2ni3ue

8es

No

Cant #a$


es 8@

No ;;

Can/t >ay 8;

Interretation


43/50

ro" the a%ove pie hart we onlude that the "a)i"u" e"ployees Fi!e


44/50

Interretation<

ro" the a%ove pie hart we onlude that the "a)i"u" Fi!e ?HJ9 of the e"ployees prefer the


45/50

Interretation 6

ro" the a%ove pie hart we interpret that "a)i"u" Fi!e B@J9 of the e"ployees feel that

perfor"ane appraisal leads to identifiation of hidden potential whereas "ini"u" Fi!e =J9

disagree with the sa"e.

SU44ESTI&NS AND C&NCLUSI&N

After having analy0ed the data# it was o%served that there was appraisal in the organi0ation! ,t is

an effetive tool# sine it is on ontinuous %asis! +erfor"ane appraisals in Tata Motors is

satisfatory for its effetive "anage"ent and evaluation of staff! Appraisals here are helping

individuals to develop# i"prove organi0ational perfor"ane# and feed into %usiness planning.

+erfor"ane appraisals ena%le "anage"ent in "onitoring of standards# agreeing e)petations

and o%&etives# and delegation of responsi%ilities and tas(s! >taff perfor"ane appraisals also

esta%lish individual training needs and ena%le organi0ational training needs analysis and

planning. Bdegrees appraisal syste" or review is %eing followed in Tata Motors i!e feed%a(

that o"es fro" "e"%ers of an e"ployee7s i""ediate wor( irle "ost often#


46/50

;! To "ar(et suh a onept# it should not start at %otto"# instead it should %e started %y the

initiative of the top "anage"ent! This would help in perolating down the onept to the

advantage of all# whih inludes the top "anage"ent as well as those %elow the"! This

"eans that the top "anage"ent has to ta(e a welo"ing and positive approah towards the

hange that is intended to %e %rought!

"ust inorporates %oth the wor( related as well as the other personal attri%utes that are

i"portant for wor( perfor"ane!

=! ,t should %e noted that the appraisal for" for eah &o% position should %e different as eah

&o% has different (nowledge and s(ill re'uire"ents! There should not %e a o""on

appraisal for" for every &o% position in the organi0ation!

?! The &o% and role e)peted fro" the e"ployees should %e deided well in advane and that

too with the onsensus with the"!

@! A neutral panel of people should do the appraisal and to avoid su%&etivity to a "ar(ed

e)tent# o%&etive "ethods should %e e"ployed having 'uantifia%le data!

! The ti"e period for onduting the appraisal should %e revised# so that the e)erise %eo"es

a ontinuous pheno"enon!

H! Transpareny into the syste" should %e ensured through the disussion a%out thee"ployee/s perfor"ane with the e"ployee onerned and trying to find out the grey areas

so that training an %e i"ple"ented to i"prove on that!

B! The feed%a( doesn/t Co"e fro" "ultiple soure! ,t should to inrease the effiieny!

8! La( of Truth a%out Organi0ation ulture is onveyed through B degree of appraisal syste"!

it should %e overo"e!

88! >uperiors response tend to %e %ias# whih "a(e e"ployees unsatisfied! Thus# a %etter syste"

an %e installed!

8;! Lin(ing# indings to the rewards an prove to %e unfair! Transpareny should %e %ought in

appraisal syste"!

8

should %e involved!


47/50

8=! >yste" an %e used to hu"iliate people# if E"ployer and e"ployee relations are not good!

8?! ,gnores perfor"ane in ter"s of reahing goals# whih an %e disastrous for the organi0ation!

,deally in the present day senario# appraisal should %e done# ta(ing the views of all the

onerned parties who have so"e %earing on the e"ployee! ut# sine a hange in the syste" is

re'uired# it annot %e a drasti one! ,t ought to %e gradual and a hange in the "indset of %oth the

e"ployees and the head is re'uired!

Anneure

BUESTI&NNAIRE

Dislai"er4 our response via this 'uestionnaire will %e used stritly for aade"i purposes! There will not %e any

o""erial soliitation or usage of the response in any (ind for" whatsoever!

68$ -ow long have you %een with Tata MotorsP Fin ear9

a9 elow ;

%9 ;$?9 ?$8

d9 8 and a%ove

6;$ Are you aware of the perfor"ane appraisal tehni'ue %eing followed at Tata MotorsP

a9 es %9 No

6


48/50

a9 ully satisfied

%9 >atisfied

9 Cant sayd9 Dissatisfied

6=$What is your pereption as to the fre'ueny of appraisalP

a9 One during the servie period

%9 Continuous

9 Never d9 Cant >ay

6?$,f ontinuous appraisal Q what should %e the gap %etween two appraisal periodP

a9 6uarterly

%9 -alf early

9 early

6@$Does +erfor"ane Appraisal helps in i"proving the produtivity of the e"ployeesP

Moti%ated Indi::erent Demoti%ated

2eed)ac'

< 2eed)ac'

Neutra!

6$Who in your opinion should appraise the e"ployeeP

a9 >uperior

%9 +eer

9 >u%ordinates

d9 >elf Appraisal

e9 Consultant

f9 All of the a%ove


49/50

6H$ Does the appraisal syste" helps in polishing the s(ills or perfor"ane areaP

a9 es %9 No 9 >o"ewhat

6B$Do you thin( personal %ias reeps in while appraising an individualP

a9 es %9 No

68$,f given a hane or an opportunity would you li(e that the urrent appraisal proedure

should %e reviewedP

a9 es %9 No 9 Can/t >ay

688$ What aording to you should %e the appropriate "ethod for onduting perfor"ane

appraisalP

a9 .ating the e"ployee on nu"%er of traits along with the range of perfor"ane for

eah %y the supervisor!

%9 or every trait# eah su%ordinate is paired with and o"pared to every other

>u%ordinate!

9 .eviewing e"ployees on the %asis of identified speifi e)a"ples of good Or poor

perfor"ane!

d9 >etting speifi "easura%le goals with eah e"ployee and periodially reviewing the

progress "ade!

e9 .eviewing perfor"ane through ase studies# presentations# role playing# et! forfuture perfor"ane!

f9 .eeiving feed%a( fro" people whose views are onsidered helpful and relevant

inluding the appraise hi"self!


50/50

J126 Does Performance Appraisal leas to ientication of 'ien potential of t'e

emplo$ees;

a9 es %9 No

#I#LI&4RA-+Y

• 'ttpHH000.oppapers.comHs!&=ectsHtata motors6pa/e1.'tml

• Wi5ipeia

• Economic Times

• 000.#cri&.com

• 'ttpHH000.tatamotors.comHs!staina&ilit$HC#*611HpfHenin/6priorities.pf

000+cite2r+com
http://www.oppapers.com/subjects/tata%20motors-page1.htmlhttp://www.scribd.com/http://www.tatamotors.com/sustainability/CSR-11/pdf/defining-priorities.pdfhttp://www.oppapers.com/subjects/tata%20motors-page1.htmlhttp://www.scribd.com/http://www.tatamotors.com/sustainability/CSR-11/pdf/defining-priorities.pdf

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