HRM Analysis on M.I Ciment

8/17/2019 HRM Analysis on M.I Ciment

1/34

Table of Contents

Executive Summary................................................................................................3

Chapter 01: Organizational Profle......................................................................5

1.1 Introduction & History.......................................................................................5

1.2 Products............................................................................................................ 6

Ordinary Portland Cement (OPC..........................................................................6

Portland Com!osite Cement (PCC.......................................................................6

1.3 "ision & #ission................................................................................................$

"ision................................................................................................................... $

#ission................................................................................................................. $

1.% Oranoram......................................................................................................'1.5 "alues & oals.................................................................................................. )

"alues...................................................................................................................)

oals....................................................................................................................)

1.6 Cor!orate Pro*le............................................................................................. 1+

1.' rou! #embers of #.I. Cement ,actory -td....................................................11

Chapter 02: Description o the !eport..............................................................12

2.1 ummary of t/e 0e!ort...................................................................................12

co!e of t/e 0e!ort............................................................................................132.2 Obectie Of T/e Proect..................................................................................13

road Obectie4.................................................................................................13

!eci*c Obecties4............................................................................................1%

2.3 #et/odoloy....................................................................................................1%

2.% -imitations4.....................................................................................................15

Chapter 0": #iterature !evie$............................................................................16

3.1 Performance !!raisal ystem4.......................................................................16

Obecties of Performance !!raisal ystem.....................................................1$

Princi!les of t/e Performance !!raisal ystem................................................1'

Im!ortance of Performance !!raisal ystem...................................................1'

3.2 i7erent #et/ods of Performance !!raisal ystem......................................1)

3.3 ,actors istortin Performance !!raisal........................................................21

3.% alanced corecard !!roac/......................................................................23

T/e -earnin and ro8t/ Pers!ectie................................................................2%

1 % P a e


2/34


3/34

9;ecutie ummary

In t/is re!ort I /ae done a detailed analysis on t/e !erformance !!raisal of

#. I. Cement ,actory -td. (Cro8n Cement. Here> I /ae coered all t/e

sections of t/e !erformance !!raisal !rocess usin balanced scorecard as

t/e basis of deelo!in a brand ne8 !erformance ealuation of all t/e

de!artments of Cro8n Cement. I /ae deelo!ed a balance scorecard based

!erformance !!raisal for #ar?etin and ales> ccounts> internal udit> H0

& dmin> rand> IT and u!!ly C/ain #anaement.

esides t/ese I /ae also incor!orated t/e /istory> rief about t/e com!any

and its !erformance> ision and mission> alues and !roducts of #. I. Cement

,actory -td. (Cro8n Cement and most im!ortantly I /ae incor!orated a

brief of /o8 H0 & dmin e!artment does t/eir ob in #. I. Cement ,actory

-td. (Cro8n Cement.

@/ile ma?in t/e analysis on Performance !!raisal Process I /ae !roided

detailed information about !erformance ealuation and I /ae coered all

t/e related factors 8it/ it and in addition to t/at I /ae tried to incor!orate

t/e t/eories t/at I /ae learned 8it/ t/e !ractices I /ae seen. T/is re!ort

also !roides a brief oerie8 on di7erent tas?s I /ad to !erform durin my

interns/i!> t/e res!onsibilities I /ad to /andle durin t/e interns/i!> my

!ersonal obseration reardin t/e critical issues> t/e lac?in of t/e H0

" % P a e


4/34

e!artment and my recommendations for im!roin t/e total H0 !ractices

of #. I. Cement ,actory -td. (Cro8n Cement.

T/en I /ae !resented t/e detailed analysis of /o8 I /ae conducted t/e

!erformance !!raisal in t/e li/t of alance corecard> by analyAin

8or?load> Bob escri!tion> uantitatie data analysis and by analyAin

business !rocesses of #. I. Cement ,actory -td. (Cro8n Cement. T/en I /ae

dra8n a conclusion 8/ic/ sum u! all t/e analysis and *nally I !resent t/e

format I /ae successfully introduced at #. I. Cement ,actory -td. (Cro8n

Cement and 8/ic/ 8ill be im!lemented as oDcial !erformance !!raisal

#et/od from no8 on.

& % P a e


5/34

C/a!ter +14 OraniAational Pro*le

1.1 Introduction & History

#. I. Cement ,actory -td. is a !ublic limited com!any and one of t/e leadin

manufacturers of cement in anlades/. On ecember 31> 1))% it started its

ourney 8it/ t/e commitment for !roidin /i/ uality cement to t/e

country. Its brand ECro8n CementE /as o8n reno8n bot/ at /ome and

abroad.

Initially t/e !lant 8as installed 8it/ a ca!acity of !roducin 6++t!d (ton !er

day of Portland cement. @it/ t/e !assin of time t/e demand of Cro8n

Cement increased day by day. T/erefore t/e s!onsors e;!anded t/e !roect

t/rice. y dint of uality Cro8n Cement soon ained acce!tability bot/ at

/ome and abroad 8/ic/ raised t/e necessity for e;!andin t/e !lant from

initial 6++t!d (ton !er day> '++t!d 2nd unit in 2++2> 1%++t!d 3rd unit in

2++6 and 3+++t!d %t/ unit in 2+11 t/ereby raisin t/e total !roduction

ca!acity to 5'++t!d i.e. 1.$%+ million metric ton !er annum.

- % P a e


6/34

T/e com!any /as been listed in /a?a toc? 9;c/ane and C/ittaon toc?

9;c/ane in 2+11. Its /i/ ro8t/ aenda /ae been /i/ly a!!reciated by

t/e s/are/olders> and /ae 8on inestors trust. Its bac?8ard and for8ard

interation endeaors /ae ien ne8 dimensions to its ro8t/ !latform.

@it/ t/is end in ie8> t/e associate industrial unitsF iA.> Cro8n Polymer

ain -td.> Cro8n Po8er eneration -td.> Cro8n #ariners -td.> Cro8n

Trans!ortation & -oistics -td.> Cro8n Cement Concrete & uildin #aterials

-td. /ae been set u! and are already in o!eration. T/e com!any /as also

acuired a /andy ma; siAe ocean oin s/i! to facilitate trans!ortation of

ra8 materials from abroad. It is /o!efully e;!ected t/at t/ese ne8 ro8t/

!latforms 8ill facilitate creation of ne8 dimensions and frontiers to t/e

mot/er com!any #. I. Cement ,actory -imited.

Cro8n Cement !ioneered in e;!ort of cement in 2++3 and !aed t/e 8ay for

earnin /ardGearned forein currency. 0ecently Cro8n Cement c/ieed t/e

=ational 9;!ort Tro!/y (old t8ice for attainin t/e to! most !lace amon

t/e cement e;!orters in anlades/.

1.2 Products

Ordinary Portland Cement (OPC

s !er s!eci*cation of 9= 1)$G142++3> C9#G1> %2.5 = Cro8n Portland

Cement is an Ordinary Cement !re!ared by mi;in clin?er )5G1++ and

y!sum +G5. T/is cement is also called Ordinary Portland Cement (OPC.

Portland cement is t/e Cement obtained by initimately mi;in toet/er

. % P a e


7/34

calcarious and arillaceous materials burnin t/em at clin?erin

tem!erature u!to about 1%5+ deree celcious and rindin t/e resultin

clin?er (calcined !roduct at reuired *neness and *nally mi;ed 8it/ y!sum

to obtain cement. T/is cement is a *nely round mi;ture of calcium

aluminates and silicates ca!able of settin and /ardenin by c/emical

reaction 8it/ 8ater. It is a bindin material> 8/ic/ is used in enineerin

constructions.

Portland Com!osite Cement (PCC

Cro8n Portland com!osite cement is C9#GIIJG# is a cement consistin of ,ly

as/ (P,> sla and limestone desinated by t/e s!eci*cation of 9= 1)$G

14 2++3 C9# GIIJG# ("GG-> %2.5 =. PCC is t/e most suitable cement for

construction in anlades/. C9# G II JG# contains '+G)% Clin?er> 8/ic/ is

substantially /i/er t/an C9# G IIJG# containin 65 G $) Clin?er t/at 8ill

ie us e;tra adantae in strent/ deelo!ment and increase concrete

!erformance. ot/ sla & Ky as/ (P, are used in PCC. Percentae of iO2 in

P, is /i/er t/an sla 8/ic/ is adantaeous to ain more lonGterm

strent/ and ensure durable concrete. T/e /ydration !rocess of normal

cement !roduce CH (durable binder & Ca(OH2 (nonGdurable binder. P,

reacts 8it/ Ca(OH2 and enerates more CH decreasin oid s!aces &

contributin /i/er strent/ to concrete.

1.3 "ision & #ission

"ision

/ % P a e


8/34

Our ision is to ma?e a contribution to t/e nation by creatin o!!ortunities in

t/e arena of industrial ro8t/ and deelo!ment of anlades/> and to

!roide a solid foundation for societyFs future.

#ission

s a modern cement com!any> 8e manufacture cement (rand name4 Cro8n

Cement to meet t/e needs of clients t/rou/ innoatie !roducts & serices

t/at create alue for all our sta?e/olders.

1.% Oranoram

% P a e


9/34

1.5 "alues & oals

"alues

% P a e


10/34

1. Create sustainable economic alue for our s/are/olders by utiliAin an

/onest and eDcient business met/odoloy.2. Committed to sere t/e society t/rou/ em!loyment creation> su!!ort

community !roects & eents> and be a res!onsible cor!orate citiAen.3. ccountable for !roidin uality !roducts & e;cellent serices alon

8it/ meetin t/e strict reuirements of reulatory standards and

et/ical business !ractices.%. mbitious and innoatie. @e et e;cited about our 8or?. @e brin

enery and imaination to our 8or? in order to ac/iee a leel of

!erformance> not ac/ieed before. @e ac/iee a /i/er standard of

e;cellence. 9eryt/in 8e !roduce s/ould loo? fres/ and modern.

oals

1. Continually set t/e latest standards of modern tec/noloy in our

industry to satisfy t/e needs of customers t/rou/ innoatie !roducts

and serices.

2. Contribute to t/e national economy and t/e infrastructure

deelo!ment of t/e country.3. ecure t/e stronest com!etitie !osition in our releant mar?et

!laces t/rou/ ma?in uality !roduct and o!erational e;cellence.%. e !artner 8it/ t/e best su!!liers> delierin increased alue for bot/

t/e com!any and our customers.5. e reconiAed as a res!ected & attractie com!any & an em!loyer of

*rst c/oice.6. Proide e;tensie career o!!ortunities t/rou/ com!etitie !ay &

bene*ts> trainin & deelo!ment & a conenial 8or?in enironment.$. 9m!o8er our em!loyees at eery leel> and interate t/em fully into

our net8or?.

10 % P a e


11/34

'. Continually demonstrate our commitment to sustainable

enironmental !erformance> and !lay a !roGactie role in Cor!orate

ocial 0es!onsibility (C0 8it/in our s!/ere of inKuence.

). c/iee lonGterm *nancial !erformance>1+. Create secured inestment o!!ortunity 8it/in t/e country.11. 9n/ance ersatility> & diersi*cation t/rou/ t/e !enetration of

ne8 mar?et sements.12. Im!roe administratie & oraniAation structures to reie8 all

business lines reularly & deelo! t/e best !ractice in t/e industry.13. 9arn forein currency t/rou/ e;!ort.

1.6 Cor!orate Pro*le

• tatus4 Public -imited Com!any

• Incor!oration of t/e Com!any4 31st ecember 1))%

• ate of Commencement4 31st ecember 1))%

• ubscri!tion O!en on4 )t/ Banuary 2+11

• ubscri!tion closed4 13t/ Banuary 2+11

• -isted in /a?a toc? 9;c/ane4 1't/ #ay 2+11

• -isted in C/ittaon toc? 9;c/ane4 5t/ #ay 2+11

• Credit 0atin4 9ntity4 3 /ort Team L TG2

• ut/oriAed Ca!ital4 T?. 5++> ++> ++>+++

• Paid u! Ca!ital4 T?. 1++> ++> ++>+++

• #an Po8er4 )3$ !ermanent> 516 Casual> 12++ Mns?illed -abor

• =o. of /are/olders4 )3>616

• Commercial Production4 13t/ October 2+++

• =ature of usiness4 #anufacturin and mar?etin of Ordinary Portland

Cement and Portland Com!osite Cement.

1.' rou! #embers of #.I. Cement ,actory -td.

• Cro8n Po8er eneration -td.

• Cro8n Polymer ain -td.

• Cro8n #ariners -td.

• #olla alt Tri!le 0e*ned Industries -td.

• PH Is!at -td.

11 % P a e


12/34

• PH Po8er eneration -td.

• #olla To8er & /o!!in Com!le;

• #olla & rot/ers Co.

• Premier Cement #ills -td.

C/a!ter +24 escri!tion of t/e 0e!ort

2.1 ummary of t/e 0e!ort

T/e to!ic of t/e interns/i! re!ort assined by t/e oraniAation is Neelo!in

T/e Performance !!raisal ystem of #.I. Cement ,actory -imited (Cro8n

Cement. I 8as as?ed to deelo! !erformance a!!raisal in t/e li/t of

balanced scorecard and also ?ee!in mind of t/eir !reious !erformance

ealuation PIs. T/is to!ic leads to t/e Human 0esource and /o8 t/e #.I.

Cement ,actory -imited (Cro8n Cement /as deelo!ed t/e !erformance

a!!raisal system. T/is 8ill reKect /o8 t/ey a!!raised t/e !erformance of

t/eir em!loyees and 8/at 8ill be t/e re8ard after a!!raisin t/em.

I am 8or?in in t/e H0 & dmin e!artment of #.I. Cement ,actory -imited

(Cro8n Cement 8/ere I /ae to do all H0 !ur!ose 8or? li?e4 selection and

staDn (sortin C"Qs> conductin selection !rocess> deelo!in !erformance

a!!raisal system usin balance scorecard as t/e basis> maintainin PI,

atabase> maintain !ersonal information and car & e/icle information. T/is

e;!erience 8ill /el! me a lot in my !rofessional life reardin t/e H0 8or?s.

12 % P a e


13/34

T/e main !ur!ose of t/e re!ort is to understand /o8 #.I. Cement ,actory

-imited (Cro8n Cement /as deelo!ed and moderate t/e !erformance

a!!raisal system. It is as im!ortant as manain *nancial resources and

!roram outcomes because em!loyee !erformance or t/e lac? t/ereof> /as a

!rofound e7ect on bot/ t/e *nancial and !roression com!onents of any

oraniAation. T/atQs 8/y /i/li/tin t/e eelo!in and #oderatin t/e

Performance !!raisal ystem of #.I. Cement ,actory -imited (Cro8n

Cement is ital as it is t/e most im!ortant !art of any oraniAation.

Performance a!!raisals (Ps are im!ortant to em!loyees and em!loyers.

Periodic a!!raisals allo8 em!loyees to discuss t/eir o8n frustrations>

strent/s and 8ea?nesses> and t/ey allo8 em!loyers to !roide feedbac?

about em!loyee concerns. @ellGformulated !erformanceGa!!raisal systems

address !roblems> motiate em!loyees> establis/ remedies and time frames

to

reduce conKict !roide trainin o!tions> deelo! and im!lement c/anes for

t/e ood of em!loyees> em!loyers and for t/e 8/ole oraniAation.

co!e of t/e 0e!ort

T/is study 8ill relate to t/e H0 de!artment of #.I. Cement ,actory -imited

(Cro8n Cement 8/ere Performance !!raisal ystem is a ery im!ortant

area to 8or? on 8it/. T/e study 8ill be conducted based on N#.I. Cement

,actory -imited (Cro8n Cement in ealuatin di7erent as!ects and

criteriaQs related 8it/ com!aniesQ Performance !!raisal !rocess. T/is re!ort

1" % P a e


14/34

8ill ie a detailed idea of /o8 I /ae deelo!ed Performance !!raisal

!rocess in t/e li/t of balanced scorecard.

2.2 Obectie Of T/e Proect

road Obectie4

To deelo! t/e Performance !!raisal ystem to introduce latest H0

!erformance assessment tec/niues> address t/e needs of em!loyees and

for t/e betterment of #.I. Cement ,actory -imited (Cro8n Cement.

!eci*c Obecties4

1. To understand t/e !erformance indicators> PIs> motiational factors>

em!loyeeQs needs.2. To *nd out 8/at t/ey 8ill do after ealuatin t/e !erformance a!!raisal

of t/e em!loyees and 8/at 8ill be t/e re8ard factors.3. To et an oerall idea about t/e !erformance of #.I. Cement ,actory

-imited (Cro8n Cement and its total em!loyees%. To identify and bride t/e a! bet8een antici!ated !erformance and

actual !erformance.

2.3 #et/odoloy

#aor !art of data 8as collected t/rou/ t/e !rimary and secondary sources.

It 8as not easy to collect !rimary data because t/e com!any !ersonnelQs

8ere ery busy. T/e !rimary and secondary sources 8ere4

T/e !rimary sources of data and information4

1& % P a e


15/34

• Obseration durin t/e total interns/i! !eriod.

• H0 !olicy of #.I. Cement ,actory -imited (Cro8n Cement

• O!erational !rocess.

• iscussion 8it/ oDcials of #.I. Cement ,actory -imited (Cro8n

Cement

T/e secondary sources of data are as follo8s4

• nnual re!ort of t/e #.I. Cement ,actory -imited (Cro8n Cement

• @eb site of #.I. Cement ,actory -imited (Cro8n Cement

• H0# boo?s and Periodicals.

• Internet> =e8s!a!ers and maaAines.

2.% -imitations4

1. T/e main constraint of t/e study is insuDcient information as t/e

em!loyees 8ere busy and 8ere /esitant to !roide information..2. Time s/ortae is a bi constrains because it is ery diDcult to !re!are

re!ort and concentrate on oDcial 8or? by doin reular )am to 6!m

oDce for 6 days a 8ee?.3. ince I carried out suc/ a study for t/e *rst time so e;!erience is one

of t/e main factors t/at constitute t/e limitation of t/e study.%. T/ese information are con*dential so associated aut/ority did not 8is/

to disclose some of t/e data.

1- % P a e


16/34

C/a!ter +34 -iterature 0eie8

3.1 Performance !!raisal ystem4

Performance a!!raisal is a continuous system of trac?in and measurin

!erformance aainst areed tarets and identifyin o!!ortunities for

im!roement. In ot/er 8ords> !erformance a!!raisal is a set of !olicies to

ac/iee a s/ared ision of t/e oraniAation to /el! eac/ indiidual em!loyee

to understand and reconiAe t/eir contribution. ut Performance !!raisal is

also t/e tool to determine and communicate to an em!loyee about /isJ /er

!erformance on t/e ob> ideally> establis/in a !lan of deelo!ment for bot/

!arties.

#anaers are reluctant to !roide candid feedbac? and /ae /onest

discussions 8it/ em!loyees for fear of re!risal or damain relations/i!s

8it/ t/e ery indiiduals t/ey count on to et t/e 8or? done. 9m!loyees feel

t/at t/eir manaers are uns?illed at discussin t/eir !erformance and

ine7ectie at coac/in t/em on /o8 to deelo! t/eir s?ills. #any com!lain

t/at !erformance a!!raisal systems are cumbersome> bureaucratic and time

1. % P a e


17/34

consumin com!arin to t/e alue t/at it adds. T/is leads bot/ manaers

and em!loyees to treat !erformance a!!raisal as a burden rat/er t/an a tool

to a successful 8or?in relations/i!.

T/e !rimary reason for /ain a P !roram is to monitor em!loyeesQ

!erformance> motiate sta7 and im!roe com!any morale. #onitorin

!erformance reuires routine documentation> 8/ic/ is accom!lis/ed t/rou/

com!letin a !erformance a!!raisal form. @/en em!loyees are a8are t/at

t/e com!any is !ayin s!ecial attention to t/eir !erformance and t/at t/ey

could be re8arded 8it/ merit increases and !romotions> t/ey are motiated

to 8or? /arder. #orale is im!roed 8/en em!loyees receie reconition or

re8ard for t/eir 8or?.

n e7ectie P !roram 8ill assist t/e com!any in ac/iein its oals and

obecties. =ot only 8ill trainin needs be identi*ed and addressed durin a

P reie8> but /idden talent can be discoered as 8ell. T/rou/ identifyin

t/ese trainin needs> sta7 can !erform t/eir obs at t/e /i/est leel and be

in a better !osition to address clientsQ> membersQ and customersQ concerns

and uestions. 8ellGdeelo!ed sta7 is more li?ely to be !roactie>

!roductie and resourceful> all of 8/ic/ /el!s to ie t/e com!any a

com!etitie ede> from im!roed customer relations to increased !ro*ts.

Obecties of Performance !!raisal ystem

• Identify t/e im!ortance of t/e !erformance !!raisal ystem from t/e

ie8!oint of t/e su!erisor and em!loyee.

1/ % P a e


18/34

• 9stablis/ !erformance reuirements for arious ob !ositions.

• !ecify t/e ste!s for com!letin a !erformance reie8.

• Create t/e a!!ro!riate atmos!/ere for conductin t/e !erformance

reie8 discussion.• Conduct t/e !erformance reie8 discussion.

Princi!les of t/e Performance !!raisal ystem

• Increase manaementFs time commitment to !ersonnel matters on an

onoin basis.• /ift !erformance em!/asis from s/ortGterm> com!onent s!eci*c

indiidual oals to include lonGterm> teamGoriented oals t/at are

consistent 8it/ continuous im!roement of t/e Industry as a 8/ole.

• Communicate 8it/ eac/ em!loyee in /onest> timely dialoue aimed at

!erformance im!roement.• Increase mutual inolement in oal settin and de*nition of

!erformance standards.• Im!roe manaement s?ills in communicatin and ta?in res!onsibility

for ma?in t/e !erformance !!raisal ystem o!erate e7ectiely.• Increase em!loyee res!onsibility for t/eir career !lannin.

Im!ortance of Performance !!raisal ystem

1. +ee,ac3: T/is !roides a structured format for t/e discussion of

!erformance issues on a reular basis.

1 % P a e


19/34

2. (otivating Superior Perormance: Performance a!!raisal /el!s to

motiate !eo!le to delier su!erior !erformance in seeral 8ays.3. Setting an, (easuring 4oals: oal settin /as consistently been

demonstrated as a manaement !rocess t/at enerates su!erior

Performance.%. Counseling poor perormers: =ot eeryone meets t/e

oraniAationQs standards. Performance a!!raisal forces maners to

confront t/ose 8/ose !erformance is not meetin t/e com!anyFs

e;!ectations.5. Determining compensation changes: Performance a!!raisal

!roides t/e mec/anism to ma?e sure t/at t/ose 8/o do better 8or?

receie more !ay.6. Encouraging coaching an, mentoring: Performance !!raisal

identi*es t/e areas 8/ere coac/in is necessary and encouraes

manaers to ta?e an actie coac/in role.$. Supporting (anpo$er Planning: @ellGmanaed oraniAations

reularly assess t/eir benc/ strent/ to ma?e sure t/at t/ey /ae t/e

talent t/at t/ey 8ill need for t/e future.'. Determining *n,ivi,ual 5raining an, Development 6ee,s: If t/e

!erformance a!!raisal !rocedure includes a reuirement t/at

indiidual deelo!ment !lans be determined and discussed> indiiduals

can t/en ma?e ood decisions about t/e s?ills and com!etencies t/ey

need to acuire to ma?e a reater contribution to t/e com!any. s a

result> t/ey increase t/eir c/ances of !romotion and lo8er t/eir odds of

layo7.

1 % P a e


20/34

3.2 i7erent #et/ods of Performance !!raisal ystem

1. 7alance, Scorecar,: alanced corecard de*nes 8/at

manaement means by E!erformanceE and measures 8/et/er

manaement is ac/iein desired results. T/e alanced corecard

translates #ission and "ision tatements into a com!re/ensie set of

obecties and !erformance measures t/at can be uanti*ed and

a!!raised.2. Critical inci,ent metho,: T/e critical incident met/od for

!erformance a!!raisal is a met/od in 8/ic/ t/e manaer 8rites do8n

!ositie and neatie !erformance be/aior of em!loyees t/rou/out

t/e !erformance !eriod.3. 8eighte, chec3list metho,: T/is met/od describe a !erformance

a!!raisal met/od 8/ere rater familiariAe 8it/ t/e obs bein ealuated>

!re!ares a lare list of descri!tie statements about e7ectie and

ine7ectie be/aior on obs.

%. Paire, comparison analysis: Paired com!arison analysis is a ood

8ay of 8ei/in u! t/e relatie im!ortance of o!tions. rane of

!lausible o!tions is listed. 9ac/ o!tion is com!ared aainst eac/ of t/e

ot/er o!tions. T/e results are tallied and t/e o!tion 8it/ t/e /i/est

score is t/e !referred o!tion.5. 4raphic rating scales: T/e 0atin cale is a form on 8/ic/ t/e

manaer sim!ly c/ec?s o7 t/e em!loyeeQs leel of !erformance. T/is

is t/e oldest and most 8idely used met/od for !erformance a!!raisal.6. Essay Evaluation metho,: T/is met/od as?s manaersJ su!erisors

to describe strent/s and 8ea?nesses of an em!loyeeQs be/aior.

20 % P a e


21/34

9ssay ealuation is a nonGuantitatie tec/niue. T/is met/od is

usually used 8it/ t/e ra!/ic ratin scale met/od.$. 7ehaviorally anchore, rating scales: T/is met/od used to describe

a !erformance ratin t/at focused on s!eci*c be/aiors or sets

indicators de*nin e7ectie or ine7ectie !erformance. It is a

combination of t/e ratin scale and critical incident tec/niues of

em!loyee !erformance ealuation.'. Perormance ran3ing metho,: 0an?in is a !erformance a!!raisal

met/od t/at is used to ealuate em!loyee !erformance from best to

8orst. #anaer 8ill com!are an em!loyee to anot/er em!loyee> rat/er

t/an com!arin eac/ one to a standard measurement.). (anagement 7y O9ectives (7O; metho,4 #O is a !rocess in

8/ic/ manaersJ em!loyers set obecties for t/e em!loyee>

!eriodically ealuate t/e !erformance> and re8ard accordin to t/e

result. #O focuses attention on 8/at must be accom!lis/ed (oals

rat/er t/an /o8 it is to be accom!lis/ed (met/ods.1+. ".0 ,egree perormance appraisal: 36+ eree ,eedbac? is

a system or !rocess in 8/ic/ em!loyees receie con*dential>

anonymous feedbac? from t/e !eo!le 8/o 8or? around t/em

su!erisors> !eers and subordinates.11. +orce, ran3ing orce, ,istriution;: ,orced ran?in is a

met/od of !erformance a!!raisal to ran? em!loyee but in order of

forced distribution. ,or e;am!le> t/e distribution reuested 8it/ 1+ or

2+ !ercent in t/e to! cateory> $+ or '+ !ercent in t/e middle> and 1+

!ercent in t/e bottom.

21 % P a e


22/34

3.3 ,actors istortin Performance !!raisal

T/e manaers or su!erisors do !erformance a!!raisal. T/ey do t/is ob

under di7erent situation> at di7erent !lace and di7erent state of mind and at

di7erent time. T/eir udements are li?ely to be a7ected. T/ey are /uman

bein. T/eir !syc/oloy> li?in> disli?in> !reference> udement etc. are

li?ely to a7ect t/e a!!raisal of em!loyees. T/ere are c/ances t/at errors are

li?ely to ta?e !lace. ut e7orts s/ould be t/ere so t/at t/ese can be

minimiAed. Pro!er care s/ould be ta?en to ie fair and im!artial

assessment. enerally> t/e follo8in errors are li?ely to ta?e !lace in

assessment4

a 4eneral 7ias Errors: It de!ends u!on t/e attitude of t/e assessor.

ome may be ery strict and ot/er may be ery liberal durin t/e

assessment 8or?. T/ey may not consider t/e actual !erformance of

t/e em!loyees for assessment 8or?. It a7ects eeryone in eneral.b t/e error is li?ely to ta?e !lace.. T/is is called /alo e7ect. It

ies 8ron assessment of t/e em!loyees.c !elation !ating Error4 @/en one tas? is related to anot/er tas? t/en

t/e assessor ies im!ortance to t/at loical relations/i! more. It

creates t/e error in t/e assessment.d Contrast an, Similarity Errors: T/e assessors assess t/e ot/er

em!loyees based on t/eir o8n assessment. T/e assessment may be

similar or contrast to assessment of t/e em!loyees.

22 % P a e


23/34

e Central 5en,ency Errors: @/en t/e ealuator does not ta?e t/e

e;treme ste!s for ealuation> /e aoids t/e e;treme t8o ends. He

follo8s t/e central !at/ and ies and aerae ratin for t/e

!erformance. T/e rane of assessment is ery narro8. It dissatis*es

t/e e;cellent !erformers but !rotect t/e !oor !erformers also.f Proximity Errors: @/en raters assess one /i/ side t/en /e assesses

ot/ers also /i/ side t/is is called !ro;imity error. He 8ants to ustice

8it/ eeryone but in t/e beinnin /e /as done t/e assessment on

8ron side and t/at a7ects t/e 8/ole assessment.

!ating *n>ation: @/en su!erisor is ratin ery /i/ 8it/out any

reason is called inKated ratin. T/e su!erisor s/ould ma?e t/at t/e

ratins are on fact basis and not based on emotions or feelin of

indiiduals.

3.% alanced corecard !!roac/

ne8 a!!roac/ to strateic manaement 8as deelo!ed in t/e early 1))+Fs

by rs. 0obert a!lan (Harard usiness c/ool and aid =orton (alanced

corecard Collaboratie. T/ey named t/is system t/e Fbalanced scorecardF.

0econiAin some of t/e 8ea?nesses and aueness of !reious

manaement a!!roac/es> t/e balanced scorecard a!!roac/ !roides a clear

!rescri!tion as to 8/at com!anies s/ould measure in order to FbalanceF t/e

*nancial !ers!ectie.

2" % P a e


24/34

T/e balanced scorecard is a manaement system (not only a measurement

system t/at enables oraniAations to clarify t/eir ision and stratey and

translate t/em into action. It !roides feedbac? around bot/ t/e internal

business !rocesses and e;ternal outcomes in order to continuously im!roe

strateic !erformance and results. @/en fully de!loyed> t/e balanced

scorecard transforms strateic !lannin from an academic e;ercise into t/e

nere center of an enter!rise. T/e balanced scorecard suests t/at 8e ie8

t/e oraniAation from four !ers!ecties> and to deelo! metrics> collect data

and analyAe it relatie to eac/ of t/ese !ers!ecties4

a T/e -earnin and ro8t/ Pers!ectieb T/e usiness Process Pers!ectiec T/e Customer Pers!ectied T/e ,inancial Pers!ectie

T/e -earnin and ro8t/ Pers!ectie

T/is !ers!ectie includes em!loyee trainin and cor!orate cultural attitudes

related to bot/ indiidual and cor!orate selfGim!roement. In a ?no8ledeG

8or?er oraniAation> !eo!le GG t/e only re!ository of ?no8lede GG are t/e

main resource. In t/e current climate of ra!id tec/noloical c/ane> it is

becomin necessary for ?no8lede 8or?ers to be in a continuous learnin

mode. oernment aencies often *nd t/emseles unable to /ire ne8

tec/nical 8or?ers and at t/e same time is s/o8in a decline in trainin of

2& % P a e


25/34

e;istin em!loyees. T/is is a leadin indicator of Fbrain drainF t/at must be

reersed. #etrics can be !ut into !lace to uide manaers in focusin

trainin funds 8/ere t/ey can /el! t/e most. In any case> learnin and

ro8t/ constitute t/e essential foundation for success of any ?no8ledeG

8or?er oraniAation.

T/e usiness Process Pers!ectie

T/is !ers!ectie refers to internal business !rocesses. #etrics based on t/is

!ers!ectie allo8 t/e manaers to ?no8 /o8 8ell t/eir business is runnin>

and 8/et/er its !roducts and serices conform to customer reuirements

(t/e mission. T/ese metrics /ae to be carefully desined by t/ose 8/o

?no8 t/ese !rocesses most intimately 8it/ our uniue missions> t/ese are

not somet/in t/at can be deelo!ed by outside consultants.

T/e Customer Pers!ectie

0ecent manaement !/iloso!/y /as s/o8n an increasin realiAation of t/e

im!ortance of customer focus and customer satisfaction in any business.

T/ese are leadin indicators4 if customers are not satis*ed> t/ey 8ill

eentually *nd ot/er su!!liers t/at 8ill meet t/eir needs. Poor !erformance

from t/is !ers!ectie is t/us a leadin indicator of future decline> een

t/ou/ t/e current *nancial !icture may loo? ood.

T/e ,inancial Pers!ectie

a!lan and =orton do not disreard t/e traditional need for *nancial data.

Timely and accurate fundin data 8ill al8ays be a !riority> and manaers 8ill

2- % P a e


26/34

do 8/ateer necessary to !roide it. In fact> often t/ere is more t/an enou/

/andlin and !rocessin of *nancial data. @it/ t/e im!lementation of a

cor!orate database> it is /o!ed t/at more of t/e !rocessin can be

centraliAed and automated.

C/a!ter +%4 nalysis of Performance !!raisalystem in #.I. Cement ,actory -td.

2. % P a e


27/34

#.I. cement ,actory -td. (Cro8n Cement follo8s t/e !erformance !!raisal

system strictly. T/ey ealuate t/eir em!loyees based on t/eir !erformance.

#ainly t/ey ealuate 8/at t/e em!loyees are ien taret and 8/at t/ey

/ae ac/ieed. #.I. cement ,actory -td. (Cro8n Cement ealuated t/eir

em!loyees because t/ey 8ant to ?no84

• @/at actually t/eir em!loyees are doin>

• @/et/er t/ey are ful*llin t/eir duties and res!onsibilities or not>

• @/et/er t/ey /ae ac/ieed t/eir taret or not>

• To motiate t/e em!loyees and ma?e t/em more e7ectie at 8or?>

• To ie t/e em!loyees re8ards> !romotion> increment.

Here in t/is com!any mainly follo8ed 2 ty!es of Performance #anaement

ystem. T/ey are4

a 9m!loyee Performance 9aluationG :early (one Once in a :earb 9m!loyee 9;cellence PerformanceG


28/34

8ill ie mar?s accordin to t/e de!artmental ob descri!tion. Here

/ae to 8rite ien taret and t/e ac/ieement. ,or t/e eac/ factor

ien mar?s 8ill be multi!ly 8it/ t/e ien !oints.•

,or Part C (,or elf 9aluation and calculated t/e total mar?s out of )5

by t/e em!loyee. In u!erisorQs 9aluation for Part C t/ere 8ill be

only 5 mar?s 8/ic/ 8ill be• ien by H0 & dmin e!artment and in *nal !art total mar?s 8ill be

calculated out of 1++ by H0 & dmin e!artment.• ccordin to *nal rate t/e em!loyee 8ill et re8ard or !unis/ment

accordin to /isJ/er !erformance. ,or 5 Points ()+G1++4 % Increments

R Promotion RIncenties> ,or % Points ('+G')4 3 Increments R

Promotion> ,or 3 Points ($+G$)4 2 Increments> ,or 2 Points (51G6)4

eneral Increment> ,or 1 Point (5+ or belo8 5+4 =o Increment 8ill be

ien.• Here> for iin t/e !romotion> em!loyee /ae to 8or? at least 2 years

8it/in t/e oraniAation neit/er cannot et t/e !romotion> only et t/e

increment and incenties.

Policy for 9m!loyee 9;cellence Performance 8ard ( !rilGBune> BulyGe!tember> OctoberGecember.• T/e 9aluation ,orm 8ill be ien to eac/ of e!artment Head and

t/ey 8ill ealuate t/eir de!artmental em!loyees and ie t/e names

as nominee for t/e furt/er !rocess 8it/ su!!orted and loical

document. fter ettin t/e entire nomineeQs name Bury oard 8ill

2 % P a e


29/34

c/oose t/e 9;cellent Performer and t/e decision of t/e Bury oard 8ill

be *nal.• T/ere 8ill be a Bury oard to ealuate em!loyeeQs !erformance.

• Hi/est 2 em!loyees 8ill be c/osen as 9;cellent Performer.

• 0e8ard 8ill be ien 8it/in $ days after com!leted t/e ealuation. ,or

t/e !eriod of Banuary L #arc/> re8ard and certi*cate 8ill be ien

8it/in $t/ !ril.• fter t/e !erformance ealuation res!ectie !erson 8ill be et T?.

5>+++. & a Certi*cate as a re8ard.• Performance 9aluation 8ill be done accordin to some criteria and

some !oints 8ill be ien to t/ese criteria. ccordin to t/e total !oints

em!loyee 8ill be c/osen as 9;cellent Performer.• #anaer and aboe oDcerQs 8ill not be ealuated under t/is

ealuation system.• T/is Performance 9aluation 8ill e7ect on t/e 9m!loyeeQs :early

Performance 9aluation.

%.2 =e8 Performance !!raisal ystem4

Policy for 9m!loyee Performance 9aluation (:early

• T/e total ealuation is for 2++ mar?s. ,or elf 9aluation t/ere are 1++

mar?s and for su!erisor 1++ mar?s are also assined.

2 % P a e


30/34

• 9m!loyees /ae to ude t/emseles on 2 to % matrices> 8/ic/ de!end

on ob descri!tions.• u!erisor 8ill also ude em!loyees on matrices> but total alue from

t/is 8ill be )5> and t/e rest 5 mar?s 8ill be assined as disci!linary

action rate.• fter t/e total rate is calculated out of t/e 2++ mar?s> t/en it 8ill be

diided by 2.• ccordin to *nal rate t/e em!loyee 8ill et re8ard or !unis/ment

accordin to /isJ/er !erformance. ,or 5 Points ()+G1++4 % Increments

R Promotion RIncenties> ,or % Points ('+G')4 3 Increments R

Promotion> ,or 3 Points ($+G$)4 2 Increments> ,or 2 Points (6+G6)4

eneral Increment> ,or 1 Point (5+ G5)4 =o Increment 8ill be ien> ,or

+ Point ( S %)4 /e mi/t et 8arnin or et *red.• Here> for iin t/e !romotion> em!loyee /ae to 8or? at least 2 years

8it/in t/e oraniAation neit/er cannot et t/e !romotion> only et t/e

increment and incenties.

%.3 Obseration of t/e nalysis

"0 % P a e


31/34

T/ere are so many di7erences bet8een t/e !ast and current means t/e

deelo!ed and modi*ed !erformance manaement system of #.I. Cement

,actory -td. (Cro8n Cement4

1. In !ast> self & su!erisor form 8ere bot/ some8/at same> based on

same criteriaQs but t/e ne8 balanced scorecard format focuses on

arious customiAed o!tions.2. T/e matrices 8ere not based on de!artment s!eci*c PIs but I /ae

identi*ed and made customiAed PI based ealuation forms.3. ,rom !ast system to current t/e system become more trans!arent>

em!loyees can ealuate t/emseles and can easily *nd out 8/at /is

su!erisor t/in?s about /im.%. -earnin & ro8t/ is really im!ortant for em!loyees> 8/ic/ 8as

com!letely inored> and t/e ne8 balance scorecard based format /as

t/e inclusion to identify t/e learnin & ro8t/ matrices.5. T/e !reious ratin scales 8ere uneen> but t/e ne8 formats /ae a

balanced scale for measurement.6. T/e su!erisor /ad fe8 ras! oer em!loyees and t/eir !erformance

a!!raisal> but due to t/e ne8 format su!erisor /as been ien some

control to e;ercise /is !o8er more t/an before.

"1 % P a e


32/34

%.% 0ecommendations

a Performance #anaement is a ery !o8erful !rocess if im!lemented

correctly. #ista?es can be aoided by consultin e;!erts 8/o /ae /ad

e;!erience across multi!le industries and many im!lementations.b T/ey s/ould use 36+ deree !erformance a!!raisal system by 8/ic/

8e can come to ?no8 8/at t/eir !eers and subordinates t/in? about

t/e em!loyee.c 9m!loyee s/ould ?no8 about t/e !olicy and t/e re8ard system clearly

t/at t/ey can ta?e it more seriously.d T/e criteria and measurement may be increased in years t8o or t/ree

and t/en moed on to ti/ter remuneration lin?aes as 8ell as ot/er

more adanced !rocesses suc/ as uccession Plannin> 8/ic/ dra8s

on /istorical !erformance data.e u!erisors s/ould understand and communicate /o8 t/e oals of t/e

oraniAation directly im!act t/e em!loyeeFs ob and !erformance.f =eeded to create a8areness for all em!loyees about t/e oraniAationQs

oals and stratey. ,le;ible 8or?in /ours ma?e it easier for em!loyees to aoid rus/ /our

traDc> 8/ic/ is uaranteed to im!roe anyoneQs attitude./ Bob rotation> Bob enlarement and Bob enric/ment s/ould be follo8ed.

C/a!ter +54 Conclusion

"2 % P a e


33/34

#ost of t/e local industries in anlades/ donQt /ae !ractice t/e

!erformance a!!raisal system. OraniAations s/ould establis/ed H0

de!artment 8/ic/ 8ill 8or? on di7erent H0 related issues li?e eelo!ment

of H0 !oliciesQ> eelo!ment of H0 PlanninQ> eelo!ment of ob

descri!tion & !eci*cationQ> Trainin & deelo!mentQ> etc s/ould ensure t/e

!ro!er im!lementation of t/e !oliciesJsystems.

H0 /as a ?ey role in brinin stratey to life. ,rom t/is discussion it can be

easily understood t/at #. I. Cement ,actory -td. is one of t/e deelo!in

Cement Com!any of anlades/. t t/is moment t/e com!any is in

deelo!in !osition. ut t/e strateies of t/e com!any 8ill ma?e t/e

com!any as one of t/e Niest Cement #anufacturer of anlades/.

#ainly t/e aluable resource for any oraniAation is t/eir ?no8lede based

eDcient 8or?ers. T/e oraniAation s/ould be more careful on t/is issue to

ensure t/e uality and et/ics.

o 8e can easily *nd out t/e Human resource !ractices> recruitment and

selection !rocesses> em!loyee satisfaction and relations> !erformance

!!raisal met/od at #. I Cement ,actory -td. is deelo!ed and e7ectie.

"" % P a e


34/34

Documents

HRM Analysis on M.I Ciment