Analysis of performance mgt goals

Analysis of Performance Management Goals

M P Birla Institute of Management 1

A DIAGNOSTIC STUDY ON

ANALYSIS OF PERFORMANCE MANAGEMENT GOALS

AT MOTOROLA INDIA ELECTRONICS PVT LTD. ,

BANGALORE

A DISSERTATON SUBMITTED IN PARTIAL FULFILMENT OF THE

REQUIREMENTS FOR THE AWARD OF MBA DEGREE OF

BANGALORE UNIVERSITY

BY

MS. ASHWINI J

Under the guidance and supervision

Of

DR K V PRABHAKAR

Senior Professor

M P Birla Institute of Management

Bangalore

M P BIRLA INSTITUTE OF MANAGEMENT

(Associate Bharathiya Vidya Bhavan)

BANGALORE

2006

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DECLARATION

I hereby declare that this dissertation entitled �Analysis of Performance

Management Goals� at Motorola India Electronics Pvt Ltd., Bangalore is the result

of my own research work carried out under the guidance and supervision of Dr K V

Prabhakar, Senior Professor, M P Birla Institute of Management, Bangalore

(Internal Guide) and Mrs. Devika Shenoy, Manager HR, Motorola India Electronics

Pvt Ltd., Bangalore (External Guide)

I also declare that this dissertation has not been submitted earlier to any

Institute/organization for the award of any degree or diploma.

Place: Bangalore

Date: (Ms. Ashwini J)



CERTIFICATE

I hereby certify that this dissertation entitled �Analysis of Performance


of research work carried out by Ms. Ashwini J under the guidance of Dr K V




Place: Bangalore

Date: (Dr N S Malavalli)

Principal



CERTIFICATE

I hereby certify that this dissertation entitled �Analysis of Performance


of research work carried out by Ms. Ashwini J under the guidance of Dr K V




Place: Bangalore

Date: (Dr K V Prabhakar)

Senior Professor





ACKNOWLEDGEMENT

The satisfaction that accompanies the successful completion of any task

would be incomplete without the mention of the people who made it

possible, whose constant guidance and encouragement made my efforts a

success.

My profound thanks to Mrs. Devika Shenoy, Manager - HR, Motorola

India Electronics Pvt Ltd., Bangalore for helping me through out the

project. I take this opportunity to thank Mrs. Devika Shenoy for her

immense support, guidance, specifications and ideas without which the

project would not have been a success.

I convey my regards and my sincere thanks to my project guide

Dr K V Prabhakar, Senior Professor, M P Birla Institute of

Management, Associate Bharathiya Vidya Bhavan, for constantly

monitoring the project.

I wish to thank our Principal Dr. N. S. Malavalli for his encouragement

and support.

Finally a note of thanks to the staff of Human Resources Department,

Motorola India Electronics Pvt Ltd., Bangalore and all the people

involved directly and indirectly in this project for all the timely help and

co-operation extended to me to complete this project in time.

Ms Ashwini J



CONTENTS

Executive summary 10 Chapter: 1 Conceptual framework 12 Chapter: 2 Analytical framework 17 Chapter: 3 Research Gap 24 Chapter: 4 Problem Statement 25 Chapter: 5 Research Objectives 26 Chapter: 6 Research Design 27 Chapter: 7 Research Limitations 28 Chapter: 8 Company Profile 29 Chapter: 9 Data Analysis & Inferences 35 Chapter: 10 Summary of Research Findings 53 Chapter: 11 Recommendations to the company 55 Annexure 57 Questionnaire 59 Directions for further Research 61

Particulars Page No.



LIST OF DIAGRAMS

Sl. No. Diagram Name Page No.

1. D:2.a; On going Performance Management Process 18

2. D:2.b; Steps of Performance Management Process 19

3. D:2.c; SMART Goals 20

LIST OF TABLES

Sl. No. Table Name Page No.

1. T:2.a; Performance Calendar 22

2. T:2.b; Performance Management Ratings 23

3. T:2.c; Perforamance Management Ratings 23

4. T:9.d; Analysis of SMART Goals 35

5. T:9.e; Survey Results 41



LIST OF CHARTS

Sl. No. Name of the chart Page No.

1. C:9.a; Reporting Manager chart 37

2. C:9.b; Education 38

3. C:9.c; Motorola Experience 39

4. C.9.d; Total Experience 40

5. C:9.e; Question 1 43

6. C:9.f; Question 2 44

7. C:9.g; Question 3 45

8. C:9.h; Question 4 46

9. C:9.i; Question 5 47

10. C:9.j; Question 6 48

11. C:9.k; Question 7 49

12. C:9.l; Question 8 50

13. C:9.m; Question 9 51

14. C:9.n; Question 10 52



EXECUTIVE SUMMARY

Motorola is a Fortune 100 global communications leader that provides seamless

mobility products and solutions across broadband, embedded systems and wireless

networks. Motorola in India is headquartered at Gurgaon, Haryana, with sales offices

at Delhi, Mumbai and Bangalore. It has Research and Development centers at

Bangalore and Hyderabad. Motorola India's operations in India are divided into four

businesses, which are Mobile Devices, Networks, Connected Home Solutions, and

Government & Enterprises Mobility Solutions. The Company�s focus areas include,

Mobile Handsets, Wireless Infrastructure, Managed and Hosted Services, Broadband

Equipment (wired as well as wireless), Trunking & Two Way Radios, Software

Development and Research and Development on cutting edge future communication

technologies.

Every rational human activity must have certain clear-cut objectives or goals. A

manager, before performing the managerial functions, must ask - What are the

objectives of the activity he is going to manage? Goal Analysis procedure will help in

describing the goals. It will prepare the organization to understand the goals better, by

helping the organization what they mean, and mean what they say. An essential

consideration is motivation.

Performance Management aligns to Motorola�s culture

For the company to perform, every business, team and individual must

perform at his/her best every day.

Our streamlined performance management process will help us:

o Fairly evaluate performance

o Identify the top performers and those who need development

opportunities

o Give rewards that reflect achievement



This research investigation is company-specific. Our interactions with the key

personnel of the company indicate that the perception of the employees towards the

achievement of goals differ from company to company and from employee to

employee. Therefore this gap has prompted us to take up the research.

Our research investigation is beset with the following limitations:

Since the research investigation is confined to only one company and to a

limited sample size, the problem of generalization is obvious.

Time and resource constraints

The research gap, which has been crystallized into research objectives are:

How do Managers set SMART Goals?

How do the employees achieve the goals expected from them?

The required data for analysis have been generated through structured questionnaire

and face-to-face interviews with the employees as well as with the help of interactions

with the key personnel of the company. The questionnaire was administered to 50

employees of the company selected on stratified random sample.

Based on the survey results and the comments received by the respondents the

organisation has decided to work on the areas of improvement in Managerial level.

The organisation has generated another survey with regard to Check Point1 based on

the results of planning process survey.

The organisation should take care of the issues like Good Team Building effort by the

Managers and also that the Managers should encourage and motivate the employees,

which will eventually help the growth of the organization.



CHAPTER 1

CONCEPTUAL FRAMEWORK OF MBO

INTRODUCTION:

Every rational human activity must have certain clear-cut objectives or goals. A

manager, before performing the managerial functions, must ask - What are the

objectives of the activity he is going to manage? The answer to this question will

serve many functions. The objectives depict a future state of affairs, which the

organization strives to achieve. Objectives constitute a source of legitimacy, which

justifies the activities of the organization and indeed its very existence. Moreover,

objectives serve as standards for assessing the success of the organization. Thus,

objectives will check the members of the organization from deviating from the route

they have set for themselves.

NEED AND IMPORTANCE OF OBJECTIVES:

Objectives are the key to effective planning which is an important function of every

manager. Clear objectives encourage consistency in managerial planning and decision

making over a period of time. An organisation having well-defined objectives will not

give up long-range development programmes and policies for short-term gains.

Planning has no meaning if it is not related to certain objectives. It will be an empty

mental exercise if it does not determine what objectives are to be accomplished.

Objectives represent not only the end-point of planning but also the ends towards

which other managerial activities like organizing, directing and controlling are aimed.

They provide direction not only to managerial activities but also to other activities.

Purchasing, production, marketing and financing are all directed towards the

objectives of the enterprise.

The accomplishment of objectives is necessary for the survival of any business

enterprise. The management must specify the objectives in all areas on which the

survival of the business depends.



Well-defined objectives in major areas of the business will achieve the following

benefits:

(1) Unity of Planning: All managers at various levels make plans of their own.

Planning may lose its consistency unless all plans have the same focus of action.

(2) Means of Decentralization: Managerial work with appropriate authority and

capacity for independent decision is shared by a large number of managers. This may

lead to disintegration in place of decentralization unless there is a common goal. The

objectives lead to coordination and remove conflicts or misunderstanding between

various individuals.

(3) Stimulates Motivation: Objectives fit individual goals into overall organization

goals and make the job meaningful and worthwhile and stimulate human motivation.

(4) Basis of Control: Objectives provide the basis of control by clarifying the

contribution of each job as well as each unit.

(5) Tool of Coordination: As there is a general agreement on objectives, the chance of

misunderstanding and conflict between different departments are reduced. This leads

to greater coordination in the organization.

Goal Analysis is a procedure for defining goals and refining their meaning. The

ability to set goals is essential to effective problem solving and by default, is essential

to self-management and self-determination. Goal Analysis procedure will help in

describing the goals. It will prepare the organization to understand the goals better, by

helping the organization what they mean, and mean what they say. An essential

consideration is motivation. Since many human behaviors are driven and sustained

by emotions, it becomes important to get clear about what motivates for change.

Many people are unwilling or unable to confront the source of their problems, so they

scapegoat innocent by-standers or other convenient targets. Consequently, the change

or goal that they seek fails to remedy the problem. Effective problem solving requires

the ability to honestly face facts, and to work diligently to conclusion.



The following list outlines the components of goal setting:

A goal is a statement of general direction or intent

An objective is a statement of desired outcomes or observable, behavioral

changes that represent the achievement of the goal.

An outcome is statement that describes the product, the result of the desired

goal.

Level of achievement - a statement that describes the quality of the

performance.

Conditions of performance are a statement describing circumstances under

which the outcome will be performed. This might include limitations of time

and other constraints.

Goal analysis will help the Managers answer questions such as:

How can I help the employees understand my needs?

How can I motivate them to be more responsive to my needs?

How can I increase their appreciation of the difficulties of my situation?

MANAGEMENT BY OBJECTIVES (MBO)

Managing by objectives or results is an important practice for accomplishing the

objectives of an enterprise in an effective way. The concept of �Management By

Objectives' was introduced by Peter F Drucker in 1954 and later developed by

various writers like John Humble, Dale McConkey, George Ordiorne, Edward

Schleh and Douglas McGregor. It is significant to note that even many years before

1954; objectives were emphasized by classical management writers like Fayol,

Urwick and Barnard. But in recent years, Management by Objectives has become a

philosophy of managing in many enterprises and it has come to be recognized as the

most dynamic and exciting in the area of management.



What is Management by Objectives?

John Humble defined managing by objectives as "a dynamic system which integrates

the company's need to achieve its goals for profit and growth with manager's need to

contribute and develop himself". According to George S. Ordiorne, the system of

Management by Objectives can be described as "a process whereby the superior and

subordinate managers of an organisation jointly identify its common goals, define

each individual's major areas of responsibility in terms of results expected of him and

use these measures as guides for operating the unit and assessing the contribution of

each of its members". Ordiorne also stressed that MBO is not merely a set of rules, a

series of procedures or even a set method of managing, but it is a way of thinking

about management.

Management by objectives is also known as Management by Results and goals

setting approach. Dale D. McConkey has preferred the term management by results

and has defined it as an approach to management planning and evaluation in which

specific targets for a year, or some other length of time, are established for each

manager, on the basis of the results which each must achieve if the overall objectives

of the company are to be realized. At the end of this period, the actual results achieved

are measured against the original goals, i.e., against the expected results which each

manager knows he is responsible for achieving.

Management by objectives is a comprehensive management planning and control

technique and is bound to affect the entire organizational structure, culture and style.

Management by Objective calls for regulating the process of managing in terms of

meaningful, specific and verifiable objectives at different levels of management

hierarchy. Management by objectives moulds planning, directing and controlling in a

number of ways. It stimulates meaningful action for better performance and higher

accomplishment. It is closely associated with the concept of decentralization because

decentralization cannot work without the support of management by objectives.



Features of Managing by Objectives:

The broad characteristics of MBO are as follows:

1. Operational Technique: Management by Objectives is a highly practical

technique. The goals have to be set in measurable or quantitative terms. As

Drucker puts it, "Objectives must be operational; they must be capable of being

converted into specific targets and specific assignments. They must be capable of

becoming the basis, as well as the motivation for work and achievement�.

2. Comprehensive Technique: MBO represents a comprehensive tool of

management. It is not a piece-meal tool of personnel management for measuring

performance, but an overall management technique concerned with realization of

objectives at each level in the organization.

3. Participative Management: MBO emphasises participative approach to

management. The goals are determined by managers in consultation with their

subordinates. MBO is not merely a meeting of minds, but joint authorship of goals and

their joint implementation.

4. Result Oriented: MBO is performance oriented. That is why; its other name is

Management by Results. This approach concentrates on ends rather than

means and is diagnostic rather than punitive in character. The performance of

a person or unit is evaluated according to the results obtained.

5. Systems Approach: MBO attempts to integrate the individual with the

organization and the organisation with its environment. It seeks to ensure the

accomplishment of both personal and enterprise goals by creating goal

congruence.

6. Concentration on Key Result Areas: The emphasis in MBO is on

performance improvement in the areas which are of critical importance to the

organisation as a whole. By identification of key result areas, MBO ensures that

due attention is given to the priority areas which are crucial for good

performance and growth of the organization



CHAPTER 2

ANALYTICAL FRAMEWORK OF

PERFORMANCE MANAGEMENT

WE ARE HERE TO WIN! WIN, WIN MANAGEMENT

Performance management system can be defined as a "continuous process which

looks at performance in an organization from a holistic perspective, understands what

motivates individuals, what drives them to performed at their full potential and also

the enabling processes that need to be created to support and push individuals to

perform at their highest capabilities and potentials to meet the challenges posed by

external/internal environment and achieve the short/long term goals of the

organization"

Performance management is different from performance appraisal. While a

performance management addresses all the relevant and inter-related issues of

individual motivation and processes holistically, performance appraisal system is one

of the many sub processes involved in a good performance management system.

Factors impacting performance:

1. Individual related factors:

Competencies required for performing the role

Motivation factors for individual

2. Work related factors:

Characteristics of the job

Leadership style

Workgroup composition and norms

3. Organization related factors:

Organizational fairness

Size or the organization

Rewards and recognition systems



Performance Management aligns Motorola�s culture

For the company to perform, every business, team and individual must

perform at his/her best every day.

Our streamlined performance management process will help us:

o Fairly evaluate performance

o Identify the top performers and those who need development

opportunities

o Give rewards that reflect achievement

Performance Management is an ongoing process that helps:

Employees know what is expected of them and how to improve performance

Measure employees� performance

Managers to develop their employees� skills and behaviors

Motorola to become a high-performing company

D: 2.a

Motorola�s business strategy

Sector scorecard key initiatives

Organization�s goals

Employees� goals



Four Process Steps of Performance Management

D: 2.b

Planning

Jan 16 � Feb 25 (30 days of joining for New Hires)

Planning � The employee prepares a draft of the goals, behaviors and development

plan. And later discusses them with his/her manager prior to obtaining approval.

To reiterate, goals may get into the plan in three ways:

1. The employee may write your own goals.

2. The manager may assign one or more goals to the employee.

3. The manager may share one or more goals with the employee.



How to write SMART Goals?

1. Write the Specific (Does the goal describe exactly what the employee is

expected to accomplish, including how, with whom, and/or for whom?), then

the Measurable (Does the goal use either numbers or specific words to

describe what is considered successful completion?) then the Time-Bound

(Does the goal describe the exact period in which the employee is expected to

complete?) and the components of the goal, in that order.

2. Write the Attainable (Do the employee have the required skills, resources and

time?), then the Relevant (Is this goal aligned with a scorecard or

organisational goal) components of the goal, in that order. The employee

needs to ask questions and modify the goal if necessary.

Example:

D: 2.c

3. The employee must submit the revised goals and plan to his/her manager, who

will then approve them in the system. Either the employee or the manager may

make updates to the goals and plan. The manager, however, is only permitted

to update goals that he or she assigned to the employee. The manager should

check in with the employee to offer feedback on his/her performance

throughout the year. The employees should remember that performance

management is a two-way process and should be proactive about requesting

feedback in between formal checkpoint meetings.

Implement a process to reduce the field failure rate of product x for customer y by 35% over 2003 shipments by year-end 2004.

Specific Measurable

Time-Bound



Checkpoint 1, May 2 � May 29

CP1 � The Manager monitors the progress on goals, behaviors and development plan

of the employee. The employee meets his/her manager to review the progress on

his/her goals, behaviors and development actions. The employee has to highlight

his/her accomplishments and discuss the challenges. The employee also has to discuss

whether he/she needs to adjust his/her plan in light of goal ratings and/or job scope

changes.

If the manager raises concerns about the employee�s performance, the employee

should make sure to jointly define measurable action steps he/she take to get back on

track.

Checkpoint2, Sep 12 � Oct 14

CP2 - The Manager monitors the progress on goals, behaviors and development plan

of the employee. The employee meets his/her manager to review the progress on

his/her goals, behaviors and development actions. The employee has to highlight

his/her accomplishments and discuss the challenges. The employee also has to discuss

whether he/she needs to adjust his/her plan in light of goal ratings and/or job scope

changes.

If the manager raises concerns about the employee�s performance, the employee

should make sure to jointly define measurable action steps he/she take to get back on

track.

Summary

Dec 1 � Jan 31 (Summary for 2005: Jan 16 � Jan 31)

The managers review the employee�s progress for the year. The manager will

communicate his/her final performance rating to the employee. The employees can

question their managers if they do not understand how the ratings were determined.



Performance Management Calendar

Employee

Start Date

Planning Checkpoint 1 Checkpoint 2 Summary

1/1 � 4/1 Complete within 30

days of start date

Complete Complete Complete


days of start date

Not required Complete Complete


days of start date

Not required Not required Complete


days of start date;

goals will typically

apply to next year

Not required Not required Not required

T:2.a



Final Performance Management Ratings

T:2.b

T:2.c

Final Rating (% target)

Definition

Outstanding (0-10%)

Documented evidence exists of clearly outstanding results; SMART goals are unarguably challenging and valuable to business/function/company. Work is recognized as being of extraordinary quality and is conspicuously above expectations. Contributor is a role model of Motorola behaviors under all challenging and normal circumstances.

Excellent (0-25%)

Documented evidence exists of clearly excellent results; SMART goals are unarguably valuable to business/function/company. Work is recognized as being of excellent quality. Work is performed efficiently and typically exceeds expectations. Contributor exhibits role model behaviors under normal and most challenging circumstances

Final Rating (% target)

Definition

Effective (55-100%)

Documented evidence exists of clearly effective results; SMART goals are valuable to business/function/company; Work is recognized as being of good quality; Work is performed efficiently, normally meets expectations and may occasionally exceed expectations; Contributor models Motorola behaviors under all normal circumstances and some challenging ones.

Needs Improvement (0-10%)

Documented evidence exists that there are performance gaps; Gaps may be due to a new role where performance has not yet matured, a position mismatch, poor performance, or from skill and/or behavioral issues; Identify/track actions to improve or remove this contributor.



CHAPTER 3

RESEARCH GAP

This research investigation is company-specific. Our interactions with the key

personnel of the company indicate that the perception of the employees towards the

achievement of goals differ from company to company and from employee to

employee. The research investigation in this specific area is lacking in this company.

There is thus a vital gap in the existing literature. This has prompted us take up this

research investigation.



CHAPTER 4

PROBLEM STATEMENT

How do goal setting impact change in an organization?

How do Managers set SMART Goals?

How do the employees achieve the goals expected from them?

This problem statement has been crystallized into the research objectives.



CHAPTER 5

RESEARCH OBJECTIVES

To examine the effectiveness of goal setting and its impact on the employees.

To make recommendations to the company based on the results of the study.



CHAPTER 6

RESEARCH DESIGN

The required data for analysis have been generated through structured questionnaire

and face-to-face interviews with the employees as well as with the help of interactions

with the key personnel of the company. The questionnaire was administered to 50

employees of the company selected on stratified random sample. We could interact

with the key personnel of the company adequate enough to make projections in our

study.

The data have been analyzed by using simple statistical tools like percentages and pie

diagrams. This has been done with a view to make the project report/dissertation

simple and adequate enough for the company management to understand and act

upon.



CHAPTER 7

RESEARCH LIMITATIONS

Our research investigation is beset with the following limitations:

Since the research investigation is confined to only one company and to a

limited sample size, the problem of generalization is obvious

Time and resource constraints

Despite these limitations, we could gain an insight into perceptions/preferences of the

employees towards achievement of goals. Hopefully, the insight would help the

company to redesign the goals set for the employees by their Managers and guide the

employees in achieving the goals in accordance to their preferences. This will also

help the company to better manage the employee goal setting program.



CHAPTER 8

COMPANY PROFILE

Motorola

Motorola is a Fortune 100 global communications leader that provides seamless

mobility products and solutions across broadband, embedded systems and wireless

networks. In your home, auto, workplace and all spaces in between, seamless

mobility means you can reach the people, things and information you need, anywhere,

anytime. Seamless mobility harnesses the power of technology convergence and

enables smarter, faster, cost effective and flexible communication.

Motorola in India is headquartered at Gurgaon, Haryana, with sales offices at Delhi,

Mumbai and Bangalore. It has research and Development centers at Bangalore and

Hyderabad. Motorola India's operations in India are divided into four businesses:

Mobile Devices, Networks, Connected Home Solutions, and Government &

Enterprises Mobility Solutions. The Company�s focus areas include, Mobile

Handsets, Wireless Infrastructure, Managed and Hosted Services, Broadband

Equipment (wired as well as wireless), Trunking & Two Way Radios, Software

Development and Research and Development on cutting edge future communication

technologies.

Wireless Infrastructure

Motorola India enjoys a key position in the wireless infrastructure segment and offers

cutting edge end-to-end solutions across GSM and CDMA technologies. It is a

dominant player in GSM technologies; the only one to have set-up networks in all

metros and India's first GPRS and CDMA network. All major carriers (GSM and

CDMA) are Motorola India's customers. Motorola is bringing the latest wireless

technologies into India and promoting India as a development base for next

generation technologies and solutions. It has added Managed Services and Hosted

Services to its portfolio



Mobile Devices

Motorola India is a leading player in this space. It has a very versatile product

portfolio which includes the world's first Linux based PDA phones such as the A760;

A768i and the A780. It also sells iconic products like the Razr V3 which has set a new

benchmark in the world for mobile phone design. Its portfolio also includes very

attractive high-mid tier and mid tier products like the MPx 200 and the trendy E398.

Its low tier products are known for their reliability and economy, and include the C

115, C 116, C 138, V131 and V155.

Connected Home, Wireless Broadband, Two-way Radios

Motorola India has leading multi service operators as its customers for Voice and

Data solutions. The Company is also the leading provider of integrated

communications and information solutions, trusted to meet mission-critical

requirements and improve the operations of public safety, government and enterprise

customers worldwide.

Motorola India offers CanopyTM, an internationally proven, always on, high speed

broadband solution for cost-effective, secure and flexible connectivity for networks,

Government, Institutions, Homes and Internet Service Providers. It enables a secure,

flexible and reliable wireless broadband connectivity and a cost-effective means for

�last mile� high speed internet and data access for building, enhancing and extending

broadband networks and services. It seamlessly integrates with existing network

systems and management tools, to make extending and augmenting existing service

simpler and less cost-intensive while catering to high demand services like VOIP,

video service, Broadband IP and Security Surveillance. In India, Motorola is a leader

in Trunking & Two Way Radios and serves key government and non-government

customers.



Global Software Group

Motorola Global Software Group (GSG)'s India center is the oldest and largest GSG

center for research and development of software. It was the first commercial software

organization in the world to achieve SEI Level 5 in 1993 and also the first

organization in the world to be assessed at SEI CMMI Level 5 on a continuous

model. GSG India develops custom software and solutions for Motorola's existing,

and next generation wireless systems and technologies.

Motorola Labs

Motorola has added to its already strong R&D strength in India the 15th centre of

excellence of Motorola Labs, in Bangalore. The mandate of Motorola Labs in India

will be to engage in research, driven by Motorola�s vision of Seamless Mobility and

will include converged networks, autonomic networking, enterprise design and

physical sciences.

Embedded Software

Motorola India is leading the innovation of intelligent building blocks for standards

based embedded computing. These building blocks include open-architecture

hardware, rich software and application-ready platforms that enable equipment

manufacturers to quickly and cost-effectively embed leading-edge functionality into

their next-generation systems. By working with Motorola India, manufacturers of

telecommunications, industrial automation, medical imaging, and defense and

aerospace equipment can rapidly develop and deploy the systems upon which they

build their applications. In India, MCG has a development center at Hyderabad, which

accommodates its Advanced Platforms Organization focusing on next-generation

product development



Milestones of Motorola:

1928 Birth of the company Paul V. Galvin and his brother, Joseph E. Galvin,

purchase a battery eliminator business in Chicago, Illinois, U.S.A. They incorporate

Galvin Manufacturing Corporation on September 25, 1928.

1930 Evolution of the brand �Motorola� Galvin Manufacturing Corporation

founder Paul V. Galvin creates the brand name "Motorola" for the company's new car

radio, linking "motor" (motorcar, motion) with the suffix "ola" (sound).

1940 Galvin Manufacturing Corporation develops the Handie-Talkie SCR536 two-

way radio, a lightweight, handheld radio that becomes widely used during World War

II.

1941 Galvin Manufacturing Corporation introduces its first commercial line of

Motorola FM two-way radio systems and equipment. FM technology provides quieter

operation than AM technology. The first Motorola FM system is installed in

Philadelphia, Pennsylvania, U.S.A.

1943 The first portable FM two-way radio, the SCR300 backpack radio, is designed

by Motorola chief scientist Daniel E. Noble for the U.S. Army Signal Corps.

Weighing 35 pounds, the "walkie-talkie" radio has a range of 10 to 20 miles.

Motorola�s first public stock is offered. A share sells for $8.50.

1967 Expansion of Motorola. Motorola expands to many countries, including

Australia, Canada, France, Hong Kong, Israel, Italy, Japan, Malaysia, Mexico, Puerto

Rico, South Korea, Taiwan, the United Kingdom and West Germany.

1969 Astronaut Neil Armstrong's first words from the moon are relayed to Earth by a

Motorola radio transponder aboard the Apollo 11 lunar module. The transponder

provides telemetry, tracking, two-way voice communications and television signal

transmissions between Earth and the moon.



1974 Motorola's 8-bit MC6800 microprocessor is used in automotive, computing and

video game applications. It contains 4,000 transistors.

1976 Motorola's new international headquarters is located in the Chicago suburb of

Schaumburg, Illinois, U.S.A.

1981 Motorola commits to improving the quality of its products and services. The

implementation of a company-wide Six SigmaTM total-quality program is underway

by the mid-1980s.

1984 Motorola introduces the MC68020, the first true 32-bit microprocessor. It

contains 200,000 transistors on a three-eighths-inch square chip. Motorola develops

the MC68HC11 8-bit embedded controller for use in everyday consumer, automotive

and industrial products.

1986 Motorola introduces the Bravo numeric pager. It becomes the world's best-

selling pager

1989 The Motorola MicroTAC® personal cellular telephone is the smallest and

lightest on the market.

1995 Developed in Hong Kong, Motorola's DragonBall MC68328 microprocessor is

used in consumer electronics applications, including handheld video games and

personal digital assistants.

2000 Motorola and General Instrument Corporation merge their businesses to provide

integrated video, voice and data networking for cable, Internet and high-speed data

services

2001 Motorola introduces its first metal mobile phone, the Motorola v60 phone, with

anodized aluminum housings, Internet access, text messaging capabilities and voice-

activated dialing. A year later, it becomes available in all three cellular technologies

� GSM, TDMA and CDMA � and quickly becomes a worldwide best seller.



2003 Motorola celebrates 75 years of making things, smarter and life better for people

around the world.

2005 Motorola, in partnership with the GSM Association, announces an ultralow-cost

cellular phone for consumers in developing markets. The phone is optimized for

durability and long talk time.

A tele-health pilot project using Motorola's MOTOHEALTH solution to monitor

patients with chronic diseases such as diabetes, asthma and obesity is launched in

Barcelona, Spain. Patients carry a Motorola A1000 phone that uses sensors to

automatically capture and transmit medical information to doctors.

Motorola introduces the Ojo personal video phone. It transmits full-motion video

with synchronized audio over a high-speed Internet connection.

Motorola is the leading provider of Push-To-Talk over Cellular (PoC) technology to

cellular service providers. The company has supplied PoC technology to 41 wireless

carriers in 32 countries and territories.

Motorola and Apple introduce the ROKR portable cell phone, the world's first to

feature Apple's iTunes music software. MarketWatch, a subsidiary of Dow Jones &

Company, selects Motorola Chief Executive Officer Edward J. Zander as CEO of

the Year.



CHAPTER 9

DATA ANALYSIS AND INFERENCES

Analysis of Specific Measurable Attainable Relevant Time-Bound [SMART] Goals

Names

Specific

Measurable

Attainable

Relevant

Time

Bound

BN ? ? ?

C ? ?

H ? ?

TNS ? ?

TB ?

OLT ? ?

NL ?

INQ ? ?

QH ?

SZ ?

SNS ?

DS ? ?

TW ?

HD ? ?

TQM ? ?

T:9.d



CRITICAL QUESTIONS IN THE QUESTIONNAIRE

1. My goals describe what I am expected to accomplish, including how and with

whom.

2. I have a clear understanding of my goals.

3. My goals use numbers, metrics, measures or specific words to describe what

successful completion of the goals would be.

4. I have the required skills and resources to accomplish my goals.

5. My goals are aligned with the organisational goals (business scorecard)

6. My goals mention the timeframe or period in which they are expected to be

completed.

7. I was satisfied with my discussion on my goals with my Manager.

8. I was satisfied with my discussion on my development needs with my

Manager.

9. My manager discussed the expected behaviors in accomplishing the goals.

10. I was satisfied with the discussion on my career development with my

Manager.



RESEARCH REPORTS

Determination of Sample, size

Classification of employees based on their reporting managers

C: 9.a

This classification was done on the basis of the managers to whom the

employees report.

The managers and their respective sub-ordinates are from different technical

domains.

Managers

15%

15%

5%

5%17%2%12%

7%

22%

TNSNLOLTINQSZSNSDSTWTQM



Classification of employees based on their education

C:9.b

Majority of the respondents are from an engineering background

Most of the other respondents are post graduates.

Education

67%10%

2%2%5%

5%2%7%B.E

B.Tech

MET

MCA

MS

M.Tech

ME

Not given



Classification of the respondents based on their Motorola Experience

C:9.c

Under this classification:

39% of the respondents have 3 to 6 years of experience in Motorola.

24% of the respondents are either freshers or have a year�s experience in

Motorola.

Mot Exp

24%

22%39%

15%

0-1 E05

1-4 E06

3-6 E07

5-8 E08



Classification of the respondents based on their Total Experience

C:9.d

Under this classification:

31% of the respondents have more than 5 to 8 years of industry experience.

15% of the respondents are either freshers or have a year�s experience in the

IT industry.

Total exp

15%

20%

24%

31%

10%0 to 1

1 to 3

3 to 5

5 to 8

8 and above



SURVEY RESULTS

T: 9.e

Planning Process 2006

Strongly Agree Agree Neutral Disagree Strongly

Disagree Total

My goals describe what I am expected to accomplish, including how and with whom.

9 22%

23 56.1%

5 12.2%

4 9.8%

0 0%

41 100%

I have a clear understanding of my goals.

10 24.4%

21 51.2%

8 19.5%

2 4.9%

0 0%

41 100%

My goals use numbers, metrics, measures or specific words to describe what successful completion of the goals would be.

7 17.1%

18 43.9%

14 34.1%

2 4.9%

0 0%

41 100%

I have the required skills and resources to accomplish my goals.

10 24.4%

28 68.3%

3 7.3%

0 0%

0 0%

41 100%

My goals are aligned with the organisational goals ( business scorecard )

13 31.7%

28 68.3%

0 0%

0 0%

0 0%

41 100%

My goals mention the timeframe or period in which they are expected to be completed.

6 14.6%

21 51.2%

8 19.5%

6 14.6%

0 0%

41 100%

I was satisfied with my discussion on my goals with my Manager.

6 14.6%

18 43.9%

14 34.1%

2 4.9%

1 2.4%

41 100%

I was satisfied with my discussion on my development needs with my Manager.

6 14.6%

10 24.4%

17 41.5%

7 17.1%

1 2.4%

41 100%

My manager discussed the expected behaviors in accomplishing the goals.

6 14.6%

18 43.9%

11 26.8%

5 12.2%

1 2.4%

41 100%

I was satisfied with the discussion on my career development with my Manager.

5 12.2%

11 26.8%

16 39%

8 19.5%

1 2.4%

41 100%



Inference:

1. Nearly 78% of the respondents are clear of what is to be accomplished.

2. About 75% of the respondents have a clear understanding of the goals.

3. 61% of the respondents are well aware of their goal metrics.

4. Almost 93% of the sample are aware of their skills in accomplishing the goals

5. All the respondents i.e. 100% agree that their goals are aligned to the business

scorecard

6. Majority of them, about 66% are clear about the time frame of their respective

goals

7. An important outcome of the survey was that about 7% were not happy with

the discussion of their goals with their respective managers.

8. Almost 20% were not satisfied with the development needs discussion with

their managers.

9. About 60% feel satisfied with the expected behaviour discussion while 15%

feel the other way.

10. Around 22% were not satisfied with the discussion on their career

development while 38% were satisfied with the same.




whom.

C:9.e

Source: Field Investigation

Inference:

Nearly 78% of the respondents are clear of what is to be accomplished.

10% disagree and 12% are neutral regarding the same.

Question1

22%

56%

12%

10%

0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree



2. I have a clear understanding of my goals

C:9.f


Inference:

About 75% of the respondents have a clear understanding of the goals.

20% are neutral while 5% disagree.

Question2

24%

51%

20%

5% 0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree




successful completion of the goals would be

C:9.g


Inference:

61% of the respondents are well aware of their goal metrics.

34% neutral and 5% disagree in this regard.

Question3

17%

44%

34%

5%

0%

Strongly AgreeAgreeNeutralDisagreeStrongly Disagree



4. I have the required skills and resources to accomplish my goals

C:9.h


Inference:

Almost 93% of the sample are aware of their skills in accomplishing the goals

7% of the respondents remain neutral about the skills and resources required.

Question4

24%

69%

7%

0%

0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree



5. My goals are aligned with the organisational goals (business scorecard)

C:9.i


Inference:

All the respondents i.e. 100% agree that their goals are aligned to the business

scorecard

Question5

32%

68%

0%

0%

0%Strongly AgreeAgreeNeutralDisagreeStrongly Disagree




completed

C:9.j


Inference:??????????????????????????????????????????

C:9.j


Inference:

Majority of them, about 66% are clear about the time frame of their respective

goals

20% remain neutral and 15% disagree about the time frame in accomplishing

their goals

Question6

15%

50%

20%

15% 0%Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree



7. I was satisfied with my discussion on my goals with my Manager.

C:9.k


Inference:

60% of the respondents are satisfied with the discussion in regard to their

goals with their managers

34% remain neutral

5% disagree and 2% strongly disagree in this regard

Question7

15%

44%

34%

5% 2%Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree



8. I was satisfied with my discussion on my development needs with my Manager.

C:9.l


C:9.l


Inference:

Almost 20% were not satisfied with the development needs discussion with

their managers.

42% remain neutral

38% were satisfied with discussion on the same.

Question8

15%

24%

42%

17% 2% Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree



9. My manager discussed the expected behaviors in accomplishing the goals.

C:9.m


Inference:???????????????????????????????????????

C:9.m


Inference

About 60% feel satisfied with the expected behavior discussion while 15%

feel the other way.

27% remain neutral

12% disagree with the expected behavior discussion and 2% strongly disagree

with the same.

Question9

15%

44%27%


Agree

Neutral

Disagree

Strongly Disagree



10. I was satisfied with the discussion on my career development with my Manager.

C:9.n


C:9.n


Inference:

Around 22% were not satisfied with the discussion on their career

development while 38% were satisfied with the same.

39% remain neutral

Question10

12%

27%

39%


Agree

Neutral

Disagree

Strongly Disagree



CHAPTER 10

A SUMMARY OF RESEARCH FINDINGS

Some of the comments received when the questionnaire was generated across the

sample:

A few of the things that are not discussed very often are Salary structure, Hike

and onsite opportunities. Those need to be taken care.

Manager should keenly observe the accomplishments made and encourage

people to take up new challenges by giving proper rewards, which I thought is

missing most of the times. This will not only increase individual productivity

but also that of the whole organization.

Lack of teamwork and team interaction. Need better team interaction. The

Project Manager should take care that there is proper harmony in the team.

2006 planning included direct blunt goals on innovation. This is something

that cannot be forced on to someone but has to be nurtured over a period of

time.

The Manager conducted a group goal setting. An employee sent a mail to him

saying that He wants personal goal setting and he mentioned some of the

goals, which He can consider for him. He made fun of these goals in the group

goal-setting meeting indirectly pointing at him. He felt humiliated with this

incident.

Require customized goals for every team-member instead of generic goals for

all.

If goals keep changing during the course of the year, there should be a

mechanism to keep track of that. We can only currently add comments during

check points



When a plan is there accordingly we have to get work and achieve the

expectations. Some times it will not happen due to some other pressures.

Based on the survey results and the comments received by the respondents the

organisation has decided to work on the areas of improvement in Managerial level.

The organisation has generated another survey with regard to Check point1 based on

the results of planning process survey. Though the goals are time bound nearly 40%

of the respondents were not clear about the time factor. There is an ambiguity by a

small percentage of respondents on how to achieve the goals.



CHAPTER 11

RECOMMENDATIONS

Based on the survey results, the following recommendations have been made:

The organization should take keen interest in the Career development of each

employee.

Regular Training in regard to their jobs is required frequently for the

employees.

The Managers should not be biased on their sub-ordinates.

The Managers should properly communicate about the goals as there is lack of

understanding on achievement of the goals.

Coach the Managers on the areas of improvement.

Generate another survey with regard to the Check point1 dialogue to know

whether the managers have considered the Planning Process survey reports.

The Managers should work towards building good teams and should

encourage and motivate the employees, which eventually will help the growth

of the organization.

The company needs to incorporate the following benchmarks in its performance

management system:

Integrate performance evaluation criteria into corporate objectives

Develop and implement a goal-setting strategy for employees



Design the performance appraisal systems that measure peoples'

potential

Assess employees on their methods and managing styles

Make performance appraisals objective by including multiple points of

view

Create an in-built mechanism for providing feedback on evaluation

Devise a system for assessing rewarding team performance

Reward superior performances of individuals

Ensure internal and external equity in compensation

Motivate through monetary and non-monetary rewards

Articulate clearly business, functional, departmental and individual

objectives

Factor in business dynamics to grade employees on objective and

transparent productivity parameters

Create a self-appraisal system to be followed y supervisory and team

appraisals

Establish a clear link between rewards and productivity to increase

motivation levels

Make employees fully aware about the parameters used to evaluate

their performance

To sum up, it is our belief and conviction that the aforesaid recommendations, if they

are not pigeonholed, will go a long way in turbo charging the performance goal

setting system in particular and performance management system of the company in

general.



ANNEXURE

BOOKS:

"Essentials of Management" by Harold Koontz and Heinz Weihrich, Tata McGraw Hill

Publications, 1998

"Essentials of Management" by B P Singh and A K Singh, Excel Books (AIMA), 1999

" The competent Manager: A Model for Effective Performance" by Boyatzis, John Wiley

Publications, 2000

"Motivating Organizational Roles: Role Efficacy Approach" by Udai Pareek, Rawat

publications, Jaipur, 1987

�The Nurturant Task Leader" by JBP Sinha, Concept Publishing Company, New Delhi,

1980

"Human Resource Development" Edited by Udai Pareek, Aahad M Osaman Gani, S

Ramnarayan and T V Rao, Oxford and IBH Publishing Company private Ltd., New

Delhi, 2002 (Papers presented at the first International Conference on Human Resources

Development in Asia at IIM Bangalore, October 28-29 2002)

"Performance on the Line" by De Vries, D.L., A. Morrison, S L Shultman, and M L

Gerlach, John Wiley Publications, New York, 2003

"HRD Issues" Edited by Udai Pareek, Rupande Padaki and R R Nair, Tata McGraw Hill

Publications, 1992.

"Win, Win Management The New Workplace" by George Fuller, Prentice Hall Press

Publications, NJ, 2000

"Management" by Stephen P Robbins and May Coulter, Pearson and Education

Publications, 2006



JOURNALS:

Harvard Business Review

Human Capital

Journal of HRM Review

Executive Excellence

Annual Reports of Motorola

WEBSITES:

www.motorola.com

miel.mot.com

pm.mot.com

http://www.motorola.com



QUESTIONNAIRE

Please give your response to the following category of statements by using the following:

Strongly Agree = 5 Agree = 4 Neutral=3 Disagree = 2 Strongly Disagree = 1


whom

Strongly Agree Agree Neutral Disagree Strongly Disagree

2. I have a clear understanding of my goals



successful completion of the goals would be


4. I have the required skills and resources to accomplish my goals


5. My goals are aligned with the organisational goals ( business scorecard )





completed Strongly Agree Agree Neutral Disagree Strongly Disagree

7. I was satisfied with my discussion on my goals with my Manager


8. I was satisfied with my discussion on my development needs with my

Manager Strongly Agree Agree Neutral Disagree Strongly Disagree

9. My manager discussed the expected behaviors in accomplishing the goals


10. I was satisfied with the discussion on my career development with my

Manager


THANK YOU FOR GIVING RESPONSES TO THE QUESTIONS

IN THE QUESTIONNAIRE. YOUR RESPONSES SHALL BE KEPT STRICTLY

CONFIDNETIAL AND SHALL BE USED ONLY FOR ACADEMIC PURPOSE.



DIRECTIONS FOR FURTHER RESEARCH

Based on our research investigation, we recommend the following fertile areas for further

Research:

Measurement of productivity goals through multi-attribute analysis

Benchmarking the best corporate practices in performance management goals setting

An analytical study of career goals of employees

Career goals, career anchors and career paths--A holistic study

A diagnostic study of team goals and team performance

Energizing the employees through performance-based goal setting process

Competency-based performance appraisals

In our view, the aforesaid areas of research constitute green pasture in the vital domain of

performance management system and would unzip the knowledge horizon in the field.

Perhaps the line of thinking on which our research is based will help to conduct the

research in the aforesaid areas.

-------o------

Documents

Analysis of performance mgt goals