PAS PPT

8/2/2019 PAS PPT

1/27

Shilpa MukeshSchool of Management Studies

CUSAT

A Study on Employee Perception on

Performance Appraisal System at

Symega-Savoury Technology Ltd.

8/2/2019 PAS PPT

2/27

OBJECTIVES

To study the employee perception regarding existing

performance appraisal.

To identify the weakness of existing system.To remodel the performance appraisal system at

Symega.

2

8/2/2019 PAS PPT

3/27

Parameters considered in the survey

y Perception on Performance Appraisal process.

y Efficiency of the PA Form.

y Efficiency in conducting review.

y Employee perception on PA system.

3

8/2/2019 PAS PPT

4/27

SURVEY DETAILS Sample Size- 50

Out of 50,17-are Plant Operators, 9- Managers, and 24-

Executives.

Limitation of the Survey

y While answering the questionnaire, respondents discussed

with colleagues, this would have influenced the originalopinion of the respondents.

y 17 of the total employees are from same department. This

might have an influence on the survey results.

4

8/2/2019 PAS PPT

5/27

Participant Details

y Designation:

5

18%

47%

35%

Managers

Executives

Plant Operators

8/2/2019 PAS PPT

6/27

Participant Details contd.

y Gender:

80%

20%

male

female

6

8/2/2019 PAS PPT

7/27

Q1. Performance appraisal happens at Symega in

regular basis.

46%

50%

2% 2%

Strongly agree

Agree

Disagree

Strongly Disagree

Frequency PercentValid Strongly agree 23 46.0

Agree 25 50.0

Disagree 1 2.0

Strongly Disagree 1 2.0

Total 50 100.0

7

8/2/2019 PAS PPT

8/27

Q2. The performance appraisal reports influences

promotion, incentives or other benefits.


Agree 31 62.0

No opinon 1 2.0

Disagree 1 2.0

Total 50 100.0

34%

62%

2% 2%

Strongly agree

Agree

No opinon

Disagree

8

8/2/2019 PAS PPT

9/27

Q3. To what extent the HR department at Symega

is committed to the performance appraisal system.

Frequency PercentValid VeryGreat Extent 6 12.0

Great Extent 32 64.0

Some Extent 11 22.0

Little Extent 1 2.0Total 50 100.0

12%

64%

22%

2%

Very Great Extent

Great Extent

Some Extent

Little Extent

9

8/2/2019 PAS PPT

10/27

Q4. Symega provides you training and

development program based on the performance

appraisal report.

34%

56%

2%

6%

2%Strongly Agree

Agree

No opinion

Disagree

Strongly

disagree

Frequency PercentValid Strongly Agree 17 34.0

Agree 28 56.0

No opinion 1 2.0

Disagree 3 6.0

Strongly disagree 1 2.0

Total 50 100.0

10

8/2/2019 PAS PPT

11/27

Q5. The parameters given in the form is sufficient

to measure the performance.

4%

50%

14%

30%

2%

Strongly Agree

Agree

No opinion

Disagree

Strongly Disagree


Agree 25 50.0

No opinion 7 14.0

Disagree 15 30.0


Total 50 100.0

11

8/2/2019 PAS PPT

12/27

Q6. Review meetings are conducted after the

appraisal process.

22%

44%

10%

22%

2%

Strongly AgreeAgree

No opinion

Disagree

Strongly Disagree


Agree 22 44.0

No opinion 5 10.0

Disagree 11 22.0


Total 50 100.0

12

8/2/2019 PAS PPT

13/27

Q7. Appraisal results are communicated

efficiently to the appraisee.

16%

66%

14%

4%

Strongly Agree

Agree

No opinion

Disagree


Agree 33 66.0

No opinion 7 14.0

Disagree 2 4.0

Total 50 100.0

13

8/2/2019 PAS PPT

14/27

Q8. After the review meeting, the appraiser listens

to you and considers your valid opinions during

the discussion.

26%

58%

10%

6%

Strongly agree

agree

No opinion

Disagree


agree 29 58.0

No opinion 5 10.0

Disagree 3 6.0

Total 50 100.0

14

8/2/2019 PAS PPT

15/27

Q9. In your recent appraisal, do you feel that you

have received a fair assessment of your

performance?

12%

70%

12%

6%

Strongly agreeagree

No opinion

Disagree


agree 35 70.0

No opinion 6 12.0

Disagree 3 6.0Total 50 100.0

15

8/2/2019 PAS PPT

16/27

SURVEY RESULT

RANKING SCHEME

1. Very Good2. Good

3. No opinion

4. Poor

5. Very Poor

16

8/2/2019 PAS PPT

17/27

Perception on Performance Appraisal

Processy Awareness about PA at Symega-1.68

y Regularity of PA-1.64

y

Keeping track of PA reports-1.64y Influence on Promotion and incentives-1.72

y Appraisers knowledge about the job-1.58

y HR departments involvement in the PA process-2.14

y Training and Development program based on PA report-1.86

Average rank for perception on PA process is 1.75

17

8/2/2019 PAS PPT

18/27

Efficiency of the PA Form

y Importance of the Form-2.12

y

Sufficiency of parameters in the form-2.76

y Relevance of notes/comment section in the form-2.34

Average rank for Efficiency of the PA Form- 2.41

18

8/2/2019 PAS PPT

19/27

Efficiency in conducting review

y Happening of Review meeting-2.38

y Importance of review meeting-1.98

y Efficiency in communicating appraisal result-2.06

y Support from Appraiser-1.7y Appraisers concern for discussing PA result-2.04

Average rank for efficiency in conducting review

meeting 2.03

19

8/2/2019 PAS PPT

20/27

Perception of Employee on PA system

y Consideration for appraisees opinion-1.96

y Extend to which employee believe PA would improve their

performance-1.64

y Extend to which employee believe PA at Symega wouldimprove their performance-1.76

y Satisfaction in recent appraisal- 2.12

y Extend to which employee believe PAS at Symega is free

from personal bias- 1.82

Average rank for employee perception on PAS at Symega-1.86

20

8/2/2019 PAS PPT

21/27

AREAS FOR IMPROVEMENT

y HR departments involvement towards the process-

2.14

y Sufficiency of parameters in the form-2.76

y

Relevance of notes/comment section in the form-2.34

y Happening of Review meeting-2.38

y Efficiency in communicating appraisal result-2.06

y Appraisers concern for discussing PA result-2.04

y Satisfaction in recent appraisal- 2.12

21

8/2/2019 PAS PPT

22/27

STRENGTHS OF EXISTING PAS

y Fixed KPIs are fixed for Sales executives and properly

communicated.

y Training and Development needs of the employees are

identified during the PA process.

22

8/2/2019 PAS PPT

23/27

LIMITATIONS OF EXISTING PAS

y Behavioural Aspects for plant operators, salesexecutives and non sales executives are different.The present PAS is incapable of addressing thisissue.

y HR departments involvement in the entire PAprocess is limited.

y Proper Career Planning guidance are notdiscussed/included in the present PAS.

yPA review meetings are not conducted effectively.

y PA form requires sufficient re-structuring, becauseonly limited aspects are covered in the existing one.

23

8/2/2019 PAS PPT

24/27

SUGGESTIONSy For better performance of employees, KPIs/KRAs

should be kept for all employees.

y These KPIs/KRAs should be communicated to allemployees and should be periodically revised.

y PA should take place in a regular period, say every

quarter or annually.y PA form should be designed so as to include the

attributes specific to various category of employees.

y PAS should keep an eye on improving employee moralealong with the job performance.

y Involvement of HR department in the PAS would makethe entire process more transparent.

y The reviewer should take sufficient time to discuss thePA results with the employee. 2 way process.

24

8/2/2019 PAS PPT

25/27

PROPOSED PERFORMANCE

APPRAISAL SYSTEM

25

y Proposed PA system is a mix ofBehavioural

competency model, MBO(Result oriented model)

and checklist.

y

Separate PA forms for Executives and PlantOperators.

y Included competencies that are specific to sales

executives in their appraisal form.

y

Included career planning details in the PA form.y Provision for identification and recommendation for

training and development programme is given.

8/2/2019 PAS PPT

26/27

26

Queries???

8/2/2019 PAS PPT

27/27

27

Thank You.

Documents

PAS PPT