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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
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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
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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!
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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
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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
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-er:ormance Araisa! In Tata Motors
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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
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U >eletion of >upervisors4Q +erfor"ane Attendane Disipline
reordQ Written Test 3 ,nterview
U :o% .otation $ inluding ,nter$funtional
RETENTION " EMPLOYEE !ELFARE
• .esidential Colonies for E"ployees
• -ospitali0ation .ei"%urse"ent Q on atual without Ceiling
• Iehile Loans
• -ousehold E'uip"ent Loans
• -ouse uilding Advane
• Annual Advane
• + Trust Q for %etter Mgt!# >ervie 3 speedy redress
• +roposed ML +ension >he"e
SU44ESTI&N SC+EME BUALITY CIRCLES
U or %etter 'uality and produtivity
U Through involve"ent of all e"ployees and tea"wor(
Criteri#
• ,dea
• Efforts
• .esult 4 Cost redution 6 ,"prove"ent +rodutivity ,"prove"ent
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+R INITIATIVES
U .EAL,GN,NG O.GAN,>AT,ON CLT.E A>ED ONNEW I,>,ON 3 IALE>
U O:ECT,IE +E.O.MANCE MANAGEMENT 3 DEIELO+MENT >>TEM!
U +E.O.MANCE L,NKED .EWA.D AND .ECOGN,T,ON >>TEM
U CA.EE. +LANN,NG 3 +.OMOT,ON +OL,C
U .EI,>ED .EC.,TMENT +OL,C
U COM+ETENC MA++,NG
U >T.ONG C> ON T.A,N,NG ,N,T,AT,IE>$ ,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
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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
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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+
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RESEARC+
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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!
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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
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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!
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J26
2-E
,2E
A0#reness o1 tec2ni3ue o1 Per1orm#nce A$$r#is#%
No
8es
Options No! of .esponses
es
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J36
2%E
%%E
3+E
2E
Em$%o&ees4 o$inion #s to t2e $resent #$$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!
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J%6
2E
K2E
(E
Em$%o&ee $erce$tion #s to t2e 1re3uenc& o1 #$$r#is#%
Once 1!rin/ t'e
ser"ice perio1
Contin!o!s
Ne"er
Cant #a$
O$tions No+ o1Res$onses
Once D!rin/ T'e#er"ice Perio
1
Contin!o!s %(
Ne"er +
CanFt #a$ 3
Interretation<
ro" the a%ove pie hart we find that the "a)i"u" Fi!e B;J9 of the e"ployees thin( that the
fre'ueny of appraisal "ust %e ontinuous whereas "ini"u" Fi!e J9 none of the e"ployees
feel that Tata "otors should not appraise!
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J)6
I1 continuous #$$r#is#% 5 02#t s2ou%d ,e t2e )#$ ,et0een
t0o #$$r#is#% $eriod
2+
%%
3(
J!aterl$
@alf68earl$
8earl$
O$tions No+ o1Res$onses
J!arterl$ 1+
@alf 8earl$ 22
8earl$ 1-
Interretation
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ro" the a%ove pie hart we onlude that "a)i"u" Fi!e ==J9 of the e"ployees want to
onsider perfor"ane appraisal half yearly whereas "ini"u" Fi!e ;J9 of the" want it
'uarterly!
-6/
+ow -er:ormance Araisa! a::ects t,e roducti%it( o: t,e em!o(ees
Moti%ated Indi::erent Demoti%ated
2eed)ac'
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-7/
2%
-
%%-
1(
!2o s2ou%d do t2e #$$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$
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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 #$$r#is#% 2e%$ in $o%is2in) s9i%%s #nd $er1orm#nce #re#8
8es
No
#ome0'at
&tions No. o: Resonses
es o"ewhat H
Interretation$
,f the proess of appraisal does not lead to the i"prove"ent of the s(ills and profiieny of the
e"ployees# the very purpose of appraisal %eo"es illogial! ,n the survey onduted it was
o%served that nearly = J of the respondents agree that +erfor"ane Appraisal does leads to
polishing the s(ills of the e"ployees! Nearly 8 J of the respondents view that it does not serve
this purpose and around 8@ J were not a%le to respond as to whether it serve any suh purposes
or not!
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-'/
-2E
1-E
Does $erson#% ,i#s cree$s/in 02i%e #$$r#isin) #n em$%o&ee
8es
No
&tions No. o: Resonses
es =8
No B
Inter$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
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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$
&tions No. o: Resonses
es 8@
No ;;
Can/t >ay 8;
Interretation
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ro" the a%ove pie hart we onlude that the "a)i"u" e"ployees Fi!e
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Interretation<
ro" the a%ove pie hart we onlude that the "a)i"u" Fi!e ?HJ9 of the e"ployees prefer the
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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#
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;! 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!
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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
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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
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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!
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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