Performance Management Process (Hari)

Chapter -1INDUSTRY & COMPANY PROFILE

OF THE ORGANIZATION

VIGNAN INSTITUTE OF TECHNOLOGY AND MANAGEMENT Page 1

SECURITY SERVICES IN INDIA

Introduction:

The security industry is a growing, rapidly evolving industry sector. The growth is

spurred by the continual evolution of technology that provides both security & due to

the fact that prices for security & convenience & due to the fact that prices for security

services are very reasonable. Crime also drives the security industry. While crime rates

have dropped, the random nature of crime, combined with competitive process & built-

in convenience features with security systems, make them attractive for purchase. The

electronic security business is a business that constitutes more than $30 billion per year.

When you factor in other security services such as guards, fences & the like, the

industry climbs to more than $100 billion. For many, good security combines the use of

technology with good practices. In other words, it is where a state-of-mind meets the

state-of-heart. The State of mind is understanding how to be safe & secure &

incorporating those practices into everyday life. The state of the art is the security

technology& services. Security systems are not just alarms or guards, they are a

combination of technology & good human practices, ones that make you, your family

& your business, secure while also adding to the quality of your life.

According to a study by business intelligence firm IDC, the main security software


markets- firewalls, encryption software, security authentication, authorization &

administration (3A) & antiviral software – grew by 25 per cent in 2001. IDC expects

the value of the global information security services to triple by 2005 to more than $21

billion a year.IDC believes that the demand for ISS services would escalate quickly, in

rapid growth markets such as Asia-Pacific, Latin America & Western Europe. Of these,

Asia Pacific is tipped to emerge as one of the strongest markets for security services,

growing almost 30 percent every year. Revenues from the administration, authorization

& authentication markets, the key security technology areas that would enable e-

business to expand their customer bases & increase online transactions are expected to

grow 28 percent annually up to 2020.

This high growth potential of the ISS segment is making it a future hot bed for jobs &

hiring. Industry analysts say that the scenario is changing rapidly among Indian

organizations, as the corporates have started taking cognizance of the future & have

begun to guard against virus attacks, unauthorized entry into their networks, net fraud

& corporate espionage. The IT Security Survey 20013– a study conducted among 72

Indian companies by PricewaterhouseCoopers & the Confederation of Indian Industry

(CII) revealed that information security was top priority for 74 percent of the businesses


covered, even though currently only 17 percent of the respondents had a comprehensive

policy to monitor security services. The study further revealed that business planners

had started allocating larger budgets for securing their data. Those that sold products or

services over websites were likely to strengthen their information security

infrastructure.

Clearly, this focus on security management would lead to a corresponding need for

manpower resources skilled in areas such as network monitoring, deployment of anti-

virus software, development & monitoring of gateways & firewalls. Information the

prizes possession of organization all over the world is increasingly under threat from

cyber terrorism. Information Systems, long touted as stepping – stones to major bottom

line& productivity benefits for companies, have finally revealed their achilles heel-

security or possibly the lack of it. The market for electronic, optical, acoustic, security,

detection, monitoring & surveillance security systems will enjoy solid growth in the

next five years, reaching $18.8 billion in 2006, according to new research from

Business Communication Company Inc. On the back of recognition that traditional

security systems are inadequate protection against present day criminals or terrorists.


History:


GMR Group is an infrastructural company headquartered in Bangalore. The company

was founded in 1978 by Grandhi Mallikarjuna Rao. Employing the Public Private

Partnership model, the Group has successfully implemented several iconic

Infrastructure projects in India. The Group also has a global presence with

infrastructure operating assets and projects in several countries including Turkey, South

Africa, Indonesia, Singapore, the Maldives and the Philippines.

Although the company started with Agri based industries like Jute/Sugar/Breweries but

slowly moved in the Infrastructure space over the past decade. Now the GMR group

interests lie in areas of Airports, Energy, Highways and Urban Infrastructure.

GMR Infrastructure Limited is the infrastructure holding company formed to fund the

capital requirements of various infrastructure projects across the sectors. It undertakes

the development of the infrastructure projects through its various subsidiaries.

They are also actively involved in community service as a part of Corporate Social

Responsibility. The Group’s commitment to inclusive growth is achieved through its

Corporate Social Responsibility arm – the GMR Varalakshmi Foundation (GMRVF).

GMRVF works with the under-privileged sections of the community in all the locations

where the Group has business interests.


The company was involved in the construction of Rajiv Gandhi International Airport -

Hyderabad and SabihaGökçen International Airport in Turkey. GMR is also involved

in the expansion and modernisation of Indira Gandhi International Airport in South

West Delhi.

Airports Operated currently by GMR are:

Indira Gandhi International Airport, South West Delhi

Rajiv Gandhi International Airport, Hyderabad

The Group’s strategy of being a power generation-focused, integrated player in the

Energy space has resulted in a diversified fuel as well as tariff-mix. The Group today

has 2135 MW in opearation and 5043 MW under various stages of implementation with

a diversified fuel mix consisting of coal, natural gas, and hydro. Recently it has

completed setting up of a 25 MW solar power plant in Gujarat and two wind mills of

2.1 MW in Gujarat and 1.2 MW in Tamil Nadu. The Group also has around 806 mn

tons of coal reserves in Golden Energy Mines, Indonesia and 104 mn tons in PT

Barasentosa Lestari, Indonesia.

The Group has seven operating assets in the Highways sector :Tambaram–

Tindivanam (93 km), Tuni- Anakapalli (59 km), Ambala-Chandigarh (35 km), Adloor–

Pochanpalli (103 km), Hyderabad - Vijayawada (181 km), Chennai Outer Ring Road


(30 km) and Hungund - Hospet (99 km) which is partially operational.

GMR Group chairman GrandhiMallikarjunaRao, a first-generation entrepreneur

hailing from Rajam in Srikakulam District in Andhra Pradesh, pledged $340 million

(Rs 1,540 crore), which is equivalent to his personal share in the infrastructure

conglomerate, to improve education among the undereserved sections of the society.

Business Interests of GMR Group:

ENERGY AIRPORT ROADS AGRI – BUSINESS FERRO ALLOYS SECURITY SERVICES


History:

RAXA SECURITY SERVICES LIMITED :

Raxa Security Services Ltd was created to provide security cover to all GMR Group

companies to begin with and expand services to others in infrastructure sector later..

With effect from September 6, 2005 the company shifted its registered office to Skip


House, 25/1, Museum Road, Bangalore 560025 and later with effect from January 1,

2014 the company shifted its registered office to Umiya Building, Hosur road

Kormangala Bangalore 560025.

Raxa Security Services Ltd was set up to meet the need for a well trained security

professionals supported by latest technological gadgets to provide security and safety to

major infrastructure projects, especially those developed and managed by Private

sector. The existing security Corporate in the country providing security professionals

are not geared towards meeting the security demands of the infrastructure fields. PWC

estimated Indian security services market at Rs.4,100 Crores, and growing at the rate of

25% per annum.

Currently the strength of the deployed security force under Raxa Security Services

Limited is 4000 (approx.) and it expects to train 600 new cadres every year and

subsequently they will join the deployed force. The strength of the deployed security

force is likely to go up to 5000 by year 2015. The areas of Security services provided

byRaxa Security Services Ltd are as follows:

Providing of security cover to all GMR Group companies, engaged in

power,

road, airports, agri-products, Ferro-alloys etc.

Consultancy services including technical & electronic security to all

group

companies.


Consultancy including technical security to Delhi International Airport

(DIAL),and Hyderabad International Airport (HIAL) and manpower

deployment on the landside including cargo complex, parking etc.

Security Audit to design cost effective security and safety systems and

assess the requirement of manpower/technical equipment.

Design and Implement an Integrated Security System to the Installation

including Perimeter Security, CCTV surveillance, Access Control, Fire

Safety and Intruder Alarm Systems, monitored centrally at the central

control room. Provide technical personnel to maintain the systems.

Provide technical consultancy to design cost effective latest technical

systems.

To provide well trained armed security personnel for protection of top

executives

and their families, after evaluating threat perception to the concerned.

Event Security- Planning/execution of the security system for major

events

including international meets, sports events etc.

Disaster Management- It is proposed to develop a centre for Disaster

Management in the training Institute to assist the industry in their efforts

to cope

with Natural Disasters.


VISION:

To be the leader in the safety and security industry in thought and

in

action.

Provide secure and safe industrial environments to facilitate

economic

growth by deploying highly trained personnel and supporting them

with

the most advanced equipment and technologies.

MISSION:To make our customers safe and secure through world class

security

solutions.

Values:Stay committed to the highest standards of excellence.

Maintain high ethical standards, honesty and integrity.

Respect and encourage individual ability and creativity.

Objective of PMP in RaxaSecutiry Services Pvt. Ltd.


To align the performance of the employees with the company’s strategic

and

business objectives and set the process to make GMR Group a high

performing

organization. The alignment of the business/unit’s objectives with that of

the

employees’ performance is effected through mutually agreed goals and

targets

between the appraiser and the appraisee at the beginning of the year,

which is

reviewed periodically, so as to provide developmental feedback to the

employees.

To set “SMART” goals for employees & to appraise their performance

based on

the goals.

To identify training and development need for developing the skills.

To Reward employees at different levels based on their performance.


Raxa HQ

Manpower Operations &TrngRaghu Rama Rao

C E OC V Rao

BD & Execution * Head HR & SPGSrinivasMantha

B C MP M Kumar

Services Offered:

Security Consultancy:

Security and technical consultancy to design cost effective

security / safety

systems for industrial / business establishments

Design of Integrated Security Solutions

Security Manpower Services:

Provision of well trained & motivated security personnel including


Delhi – AmitRai

Head Finance & Accounts

NarashimaRao P

Hyderabad – Raghu Rama Rao

Bangalore - TVR

* BD Heads will be responsible for External BD of all verticals viz., - Man Power Security Technology, Safe City, Consultancy & Training

Presales & ProcurementPareshHadani

Execution & Maintenance

Mohan Kunnath

supervisory staff

Provision of well trained armed security personnel for protection of

executives

Trained technical personnel for manning CCTV Control Rooms

Screeners for XBIS & Access control

Highway management including toll collection

Experienced Personnel for Event Management

Technical Services:

Execute integrated technical security systems for security and

safety of

industrial / business establishments including maintenance of the

systems.

MANAGEMENT

The Board of Directors for Raxa Security Services Limited are as under:

Sl. No. Name Designation

1 Mr.CV Rao,IPS(Retd) CEO/MD

2 Mr.PM Kumar Business


Chairman

3 Mr. M.R. Reddy,IPS(Retd) Managing Director

4 Mr. HJ Dora ,IPS (Retd)

Director

5 Mr. K. Balasubramanain Director

6 Mr. V Raghunathan Director

This company is a fully owned by GMR group company. GMR group is a holding company and RAXA security services limited is a subsidiary company of GMR group. Hence all the financial decisions and management activities are carried on under the guidelines provided by GMR group.

RAXA SECURITY SERVICES LTD PROVIDES SECURITY SERVICES INCLUDING THE FOLLOWING :

Security / Technical Consultancy and design; cost effective security / safety systems and assess the requirement of manpower / technical equipment in consultation with the management.

Design, implement and maintain integrated security solutions including perimeter security, CCTV surveillance, access control, fire safety etc.

Provides well trained armed security professionals for the protection of top executives and their families, based on the threat perception.

Disaster management to assist the industry in its efforts to cope with any contingency

FUTURE GROWTH

To provide security services to outside companies other than group companies

RAXA will look for opportunities of providing security / technical consultancy and supplying trained security personnel and under taking.


Security projects for outside business / industrial establishments especially infrastructure projects.

Tie up with international agency to develop technical security equipment services.


CHAPTER – 2

Review of Literature

REVIEW OF LITERATURE

The amount of research regarding the topic “Performance Appraisal” is so vast.

The

topic is literally not new; it is as old as the formation of the organizations.

Before the


early 1980’s, majority of theoretical studies emphasized on revamping the

rating system

within the organization. The actions were a great thing to reduce the chaotic of

employee’s performance appraisal (Feldman, 1981). With the passage of the

time the

methods and rating system among the employees got enhanced and received an

immense appreciation and attentions of the managers.

Behavioral Observation Scale (BOS) is one of the best techniques utilized by

the

managers to arte the employees. The dilemma was on the peak in the 1960s and

1970s.

In the same period couple of new innovated rating scales were introduced,

which was

Behaviorally Anchored Rating Scale (BARS) and the Mixed Standard Scale

(MSS).

The innovations were dominant one which condensed the errors and improved

the

observation skills from the performance appraisal practice. According to the

research of

Arvey and Murphy (1998), there were hundreds of thousands of researches had

been

taken place between the periods of 1950 to 1980, which merely focused on the

different

types of rating scales. Landy and Farr (1980) reviewed and researched the

methods of

performance appraisal in totally a different manner, in which they understand

the rater


and process in an organizational context. Other Performance appraisal reports

include

the rater characteristics in their report like race, gender and likeability.

After the year 1980 the biasness among the performance appraisal system

occurred

outrageously and appraisal had been granted on the favoritism or race and

gender basis

rather examined the knowledge, skills and style of the work of the employee.

The

accuracy criteria among the performance appraisal system clutched its grip in

the start

of the 1980s, where the researches were emphasized on common psychometric

biases

which include the diversified rating errors like leniency, central tendency and

halo,

which were termed as rating errors in the appraisal method.

It has been observed that the bias free appraisals were inevitably true or more

precisely

we can say more accurate, but the concept was totally refused by the research of

Hulin

in 1982.

(Murphy & Balzer, 1989) :Researches which had been done in the year 1980

were found the most dominating onewhich contributed the appraisal system in a

great deal. The researches of the1980 also helped out to clarify some presumed

assumptions regarding the performance appraisal, just like the work of Murphy

(1982).

Dulewicz (1989)


Acc. to the author “ there is an indispensable human inclination to judge the

work of other people as well as one’s own work.It can thus be said that

appraisal is both unavoidable and universal. Even without the existence of a

planned appraisal system, one can have a tendency and find it natural to

evaluate the job performance of another easily and subjectively.”

Randell (1994)

He identified its use in Robert Owen’s use of “silent monitors” in the cotton

mills of Scotland. The Silent monitors were in terms of blocks of wood with

different colours painted on each visible side and it was hung above each

employee’s work station. At the end of the day, the block was turned so that a

particular colour, representing a grade of the employee’s performance, could be

seen by everyone.

Kettley (1997)

Acc. to the author “when an individual receives feedback from different sources

of the organization, including peers, subordinate staff, customers and

themselves, the process is called 360 degree feedback or appraisal. The

employee is then assessed using those received feedback.”


CHAPTER -3

PERFORMANCEMANAGEMENT

SYSTEM INRAXA SECURITY SERVICES PVT. LTD

PERFORMANCE MANAGEMENT SYSTEM IN RAXA

G-NET(GMR INTRANET) is the Performance Management System which is

followed

in RAXA.

G-NET aims at creating alignment of your goals with those of the company and

enables you to effectively manage performance- for yourself and your team.

This system covers employees of support cadre level (A1 – A4) and managerial

cadre


(M1 – M7).

The features of G - NET have been designed to reduce subjectivity and

individual

biasness that may impact the effectiveness of a performance management

system.

The system is divided into two parts:

Part A: Key Result Area (KRA’s)

Part B: Skill/ Competency Assessment

Definition of Performance

• The accomplishment of a given task measured against preset known standards

of accuracy, and completeness. Performance is based upon Key Result Areas or

KRAs and Routine Responsibilities.

• KRAs are "critical outcomes towards which effort is directed to achieve

desired business results".

• Routine Responsibilities are “significant on-going tasks or outcomes that are

undertaken or delivered on a day-to-day basis.”

• Unique Role and Responsibility (URR) templates provide the KRAs, relative

weight

Of KRAs and Routine Responsibilities, the Competencies and their required

Proficiency levels for a role.

• The achievement against targets set for each of these will together constitute

the

Appraisee’s Performance Plan in the Performance Cycle or Period.

PERFORMANCE CYCLE


Performance Cycle at a Glance

A Performance Cycle refers to the year for which your performance is being

evaluated.

ThePerformance Cycle of RAXA is one financial year.

RAXA follows an April to March cycle and consists of two key phases:

1. Mid Year Review

2. Final Review

The figure below provides an overview of the Performance Cycle with key

dates for

each phase.

Process Of PMP


Continuous Learning

DIALOGUE

FEEDBACK

PERFORMANCE PLANNING

BSC (AVP and above) – Populated through PDM methodologyGoal Sheet- GM and Below

GOAL SHEETGoal Setting and Training need IdentificationGoal Sheet Sign Off

MID YEAR REVIEWQuantitative assessment, Performance Dialogue &Feedback

YEAR END REVIEW Performance Dialogue, Appraisal, V& B Assessment, Training assessment

OUTCOME Performance RatingCompensation ReviewPromotions

Step 1: The first step is to plan regarding the performance appraisal of the

employees at various levels.

Step 2: The second step in the performance appraisal system is preparation of

different goal sheets for different grades of employees by setting different

standards based on the grades of the employees.

Step 3: The third step in the performance appraisal system process is the mid

year review of the employees. Here the quantitative assessment is taken place of

the employees and based on the assessment, performance dialogue takes place

and necessary feedback is given to concerned employees.

Step 4: The fourth step is the year end review which is also known as one of the

important step in the performance appraisal process. Here the organisation

assess the employees based on there values and beliefs, and training. And

finally performance dialogue takes place in between management and the

employees.

Step 5: The last step in the performance appraisal system is the outcome of the

performance dialogue. Based on the performance dialogue final ratings are

given to the employees and based on the ratings promotions are taken place.


PERFORMANCE PLANNING

Performance Planning Phase of RAXA is initiated in the month of March. The

targets

finalized for the Unit, Product Group, Department and consequently the Section

will

serve as the starting point for an individual to do his Performance Planning.

GOAL SHEETM1 to M4 Goal sheets

Strategic Objectives, Measurable Goals and Actions, including alignment,

deployment and correlation, have to be agreed in workshop.

The tool captures the Strategic Objectives, Measurable Goals and Actions

separately, establishes correlation between Strategic Objectives -

Measurable Goals Actions, and also captures the roll up of measures.


The measurable goals will have quarterly targets and annual target, which

needs to be captured in the tool.

It is mandatory to agree upon the performance standards and indicate the

same in the tool.

Atleast one training need has to be identified and captured in the tool.

M5 & Below Goal Sheets

Measurable Goals, as agreed with the Manager should be submitted

through the online tool.

Measurable goals will have Half yearly and annual target.

MID YEAR REVIEW It is general done in the month of September.

Quantitative assessment is taken place

Performance dialogue and feedback

YEAR END REVIEW Performance dialogue and appraisal

V&B (Value & Beliefs) assessment

Training assessment

OUTCOME Performance Rating

Compensation Review

Promotions


E – PMP PROCESS

The half yearly as well as annual PMP is carried out through e-PMP for employees in M1-M7. However, the PMP for employees in A1-A4 will be carried out manually.

Process

Data Validation & Uploading of Goal Sheet in E – PMP:1. SAP –HCM will establish correctness of reporting structure of Appraisee

(Ro) available in SAP –OM module by validating the data with BHR.

2. SAP – HCM will create multiple reporting structures in case an Appraisee (Ro) has worked in different department /business during the appraisal period.

3. Respective BHR will ensure that all eligible Appraisee’s (Ro) have their user id & password for e-PMP.


4. SAP – HCM will upload all the Goal sheet of Appraisee’s (Ro) in e-PMP.

5. Appraisee (Ro) to validate the Goal sheet as well as her/his personal data in e-PMP.

In case there is any change required, Appraisee (Ro) to escalate it to BHR for

correction. On getting the data corrected, BHR will communicate back to the

Appraisee

(Ro) after effecting the corrections.

Half Yearly Reviews:

1. Appraisee’s(Ro) in JRL M1-M7 will access e-PMP through ESS portal &

communicate to the Appraiser (Ro1a) through e-PMP, regarding the

accomplishments of Goals and also on the facilitating & inhibiting factors

during

the half yearly appraisal period.

2. The review of performance dialogue of the Appraisee (Ro) by the Appraiser

(Ro1a) is done offline.

3. If the Appraiser (Ro1a) doesn’t agree with the accomplishment indicated by

the Appraisee (Ro), then the Appraiser (Ro1a) will disapprove the same in the

space provided in e-PMP.

4. The process of disapproving by the Appraiser (Ro1a) can be done only once.

5.Appraisee (Ro) after the personal dialogue with the Appraiser (Ro1a), will

change the status of accomplishment in the e-PMP as mutually agreed upon.

6. Appraiser (Ro1a) after mutually agreeing with the Appraisee (Ro) will

approve the same through e-PMP

Annual Reviews:


1. The information on the Half Yearly reviews, captured through e-PMP

will flow

as an input for the annual reviews.

2. Appraisee (Ro) communicates to the Appraiser (Ro1a) regarding the

accomplishments of Goals and also on the facilitating & inhibiting factors

during

the complete appraisal period.

3. The process of personal dialogue between Appraiser (Ro1a) & the

Appraisee

(Ro) will happen offline.

4. If the Appraiser (Ro1a) doesn’t agree with the accomplishment indicated

by the

Appraisee (Ro), then the Appraiser (Ro1a) will disapprove the same in

the space

provided in e-PMP.

5. The inputs approved by Appraiser (Ro1a), in consultation with Appraiser

(Ro1b)

will flow through e-PMP to the Reviewer (Ro2) & the Reviewer (Ro2)

has an

option to approve or disapprove with the Appraiser (Ro1a)’s rating.

6. The Reviewer (Ro2), incase doesn’t agree with the inputs by the

Appraiser(Ro1a) about the Appraisee’s (Ro), then s/he disapproves with

her/his

remarks in the space provided in e-PMP & sends it back to the Appraiser

(RO1a).

7. It is the responsibility of Appraiser(Ro1a) to have a dialogue with the

Reviewer


(Ro2) & make the required changes as mutually agreed & complete the process through e-PMP

8. The performance scoring of Appraisee (Ro) will be done, with the mutual consent of Appraiser (Ro1a), Appraiser (Ro1b) & the Reviewer (Ro2).

Road Shows & Training:1. SAP –HCM, will arrange the road shows on e-PMP process during

October &March

2. SAP – HCM in coordination with BHR, will organize the training programs to all employees, Manager’s, HODs, HR team, SLT & GHB members during October &March

3. E - PMP anchor to monitor the progress.

E – PMP Window for carrying out Performance Reviews is as under:

1. Half Yearly Performance Reviews : From 25th October To 30th November

2. Annual Performance Reviews : 1st April to 15th May.

After appraisal by Appraiser, the plan will come back to the Appraisee for his

acceptance of theassessment. If theAppraisee feels that his Appraisers'

Assessment is correct, he can “Accept” and forward it to hisReviewer.

However, in case of any issues regarding the assessment, the Appraisee can

requestfor a "Discussion" with his Appraiser. After the discussion, the

Appraiser will finalize hisassessment and send it back to the Appraisee. The

Appraisee at this stage can either ‟Accept” the assessment or “Reject” it. In

either case the plan will go to the Reviewer with the appropriate message for his

final assessment.

The Reviewer will then give his assessment which will form the basis for

calculation of the Consolidated Score for the individual. He will also give his

assessment on the Skills/Competencies specified.


Once this stage is complete, the Composite Score will get calculated in the

system. The feedback during Mid Year Review will be taken into account to

significantly add value to the Final Review. The Appraisee‟s self-appraisal will

not directly contribute to the PerformanceScore but will be viewed as the

Appraisee‟s opportunity to share his/her perspective on hisperformance.

Feedback and Coaching by Appraiser will be a key component of the Final

Review as this serves as an important input into the next cycle’s Plan.

Key players

TOOLS OF PMP

The following tools are used in the MAP:

1. Rating Scales.

2. Competencies and development plan.

1. RATING SCALES

Performance defined in PMP Attributes will be evaluated using 5-10 point

Rating


Scales. These Rating Scaleswill be used to assess the extent of accomplishment

on

Routine Responsibilities and Competencies.

Rating Competencies

The 5- 10 point Rating Scale for Competencies is different from the one used

for

Competencies and Routine Responsibilities.

The Appraisee will be evaluated on all Competencies using the Competency

Scale.

Each Rating on the scale has been articulated to describe the extent to which an

Appraisee has displayed the behaviours described in the required Proficiency

Level of

the Competency.

Based upon the behaviours observed, the Rating that best describes the set of

displayed

Behavioures chosen as the Rating on that Competency.

2. COMPETENCIES AND DEVELOPMENT PLAN

Competencies

Competencies are skills and abilities described in terms of behaviours that are

Coachable ,observable, measurable and critical to individual performance skills.

Competencies form the foundation of “what” capabilities are required for the

Successful execution of roles and responsibilities, thereby driving functional,

unit and

Organization performance.

Competencies have been classified into two:

Behavioural – Are Competencies that define behaviours or attitudes

required

for performing certain jobs.


Functional – Competencies which relate to knowledge and skill required

for performing the job are called technical /functional competencies.

Accordingly, there are two sets of Competency Masters in MAP:

Development Plan

The Development Plan Module has been provided with the Mid Year Review

Phase

when theindividuals will identify their development needs for the next year

from the

two sets ofCompetency Masters. The unit HRDC/HRDI will take inputs from

this

module to organizegroup training programmes in the subsequent year. Training

needs

which need to be fulfilled immediately can be arranged for by the concerned

departments.

The Appraisee will be required to select a minimum of one Competency

from each of the two Masters, and a maximum of three Competencies from both

Masters puttogether. These would be competencies which the individual would

like to

develop/ improveupon for better performance on the job.

BEHAVIOURAL COMPETENCIES

1. Maturity/ Confidence/Presence of Mind

2. Attitude (Positive)

3. Commitment, Trustworthy, Honest

4. Turn Out

5. Weightage for Rewards

FUNCTIONAL COMPETENCIES

6. Job Knowledge

7. Knowledge on Security


8. Communication Skills

9. Discipline/Conduct/AWL/OSL

10.Learning

11.Values & Beliefs

12.Qualified in Physical Efficiency Test

FEEDBACK AND COACHING

The process of continuous Feedback and Coaching is an inherent and critical in

nature.

The Mid Year and Final Reviews are specifically focused on Feedback and

Coaching

and hence require the Appraisee and the Appraiser to have a formal feedback

session.

For Feedback and Coaching to be truly effective, it should be provided and

received on

an ongoing basis. When used effectively, Feedback & Coaching is a powerful

means of positively impacting performance.

Feedback and Coaching helps an Appraiser in both obtaining information and

providing

Inputs on how an Appraisee is performing and whether or not he / she is headed

in the

right direction. It is also an opportunity for the Appraisee to solicit resources

and help

that may be required for enhancing his/ her own performance.

Most people are comfortable in providing positive feedback. However, they are

hesitant

to initiate a conversation that involves sharing of negative or unpleasant

performance-

related information. Such hesitation needs to be overcome, considering the

importance


of feedback in correcting the performance level of the Appraisee, and the

consequent

benefit to the Appraisee's career.

Coaching Impacts Performance

Feedback is of various types:

Positive feedback

Corrective feedback

Feedback focused on identifying obstacles to performance

Feedback for the purpose of sharing information etc.

SKILL/ COMPETENCY ASSESSMENT

The Objective is to assess the Skills/ Competencies possessed by individuals

andfactor

in this assessment for the purpose of Promotion decisions.

WEIGHTAGE OF SKILLS (M1 – M7) Managerial Cadre

Goals to be rated on the scale of 1 to 5

Score Standard

5 Achieved > 120%

4 Achieved 106-120%

3 Achieved 96 - 105%

2 Achieved 80-95%

1 Achieved 80-95%

Q: When do you rate 5 for a Goal?


A: If an individual has

Achieved > 120% of targets with high quality Goals: Often with no

supervision,

Extraordinary accomplishment of stretch goals in difficult and

challenging situations,

Achieved distinctly superior results proactively, consistently and

independently.

Very resourceful in multiple areas

Very strong on execution and operational excellence.



Achieved 106-120% of targets with high quality and consistency.

Most stretch goals achieved under steady conditions.

Achieved results independently with minimum supervision.

Resourceful in select areas.

Strong on execution and operational excellence.


A: If an individual

Achieved 96 - 105% of targets with functional, "fit-for-purpose" for

quality.

Some stretch goals achieved under steady conditions, more stretch

could have

been accomplished.

Achieved results with normal degree of supervision.

Can be depended upon for execution within plans




Achieved 80-95% of targets.

Met goals without much stretch and demonstrated erratic quality.

Achieved results with higher than normal degree of supervision.

Substantial

support and follow up was necessary.



Achieved 80-95% of targets.

Met goals without much stretch and demonstrated erratic quality.

Achieved results considerable supervision.

Substantial support and follow up was necessary

WEIGHTAGE OF SKILLS(A1 – A4) Support Cadre


(Skills/ Competencies)

Excellent Performer – Above 81%

Consistent Performer – 61 – 80%

Poor Performer – 0 – 60%

The following formula is used to arrive at the Composite Score:

[Total Weightage allotted*(Performance Score Achieved/Total

Performance Score)]

The Authorities for Assessment of executives at A1 – A4 executives are:

Immediate Supervisors

The Authorities for Assessment of executives at M1 – M7 executives are:

Appraiser Reviewer PG/Function Head

“Self Assessment” by the Appraisee and the scores given by appraiser will not

be

shared with the Appraisee. The ratings will be given on a scale of 1-5. 5 being

the best

and 1 being the worst.

LIST OF SKILLS/COMPETENCIES TO BE ASSESSED FOR

EXECUTIVES

IN GRADES A1 – A4

(On a scale of 1 to 10 – 10 being the best and 1 the lowest)

SKILLS/ COMPETENCIES

1. Job Knowledge : Possesses knowledge related to function,

understands andappropriately applies technical ability related to

functional / technical expertise.

2. Knowledge on Security: whether the individual has sufficient

knowledge on the security services.


3. Communication Skills: whether the individual possess good

communication skills .

4. Confidence/ Presence of Mind: He should be confident on the

work done by him.

5. Attitude: He should have any problem with the attitude which

effects his job.

6. Committment: He should be committed and responsible towards

his work done.

7. Turn Out: He should not take leaves more than allotted to him in a

year

8. Weightage for Rewards: Whether he has been rewarded and

recognised for any extraordinary work doneapart from his normal

job.

9. Discipline/ Code of Conduct: Proper discipline should be

maintained during the job.

10.Learning: Apart from his normal job what additional knowledge

employee has learned.

11.Values & Beliefs:Practices values consistently. Synergy between

values and results

12.Qualified in Physical Efficiency Test: Whether the employee has

qualified the physical examination process successfully.

LIST OF SKILLS/COMPETENCIES TO BE ASSESSED FOR

EXECUTIVES IN

GRADES M6 &M7

SN COMPETENCIES

1. Business Environment Knowledge: Knowledge and understanding of

economic, legal, socio political trends.

2. Profession Specific Knowledge: Knowledge related to profession as a

whole. Knowledge which is determined by authority & responsibility of


other positions, knowledge of mission, values and standard operating

procedures, policies.

3. Making Business Decisions: Use business related data to sport effective

and timely business decisions by systematically gathering relevant

business information identifying the strengths and weaknesses of a

particular business line recognizing opportunities or threats and acting on

them rapidly using business facts collected in daily decision making.

4. Vision: Develop a vision for the future of the organization by : *Grasping

the meaning of trends &interrelationships between the organization and

its environment at the local, national and international level identifying

fundamental values and beliefs to guide the organization into the future.

5. Systematic Thinking: Identifying connections between situations that

are not obviously related using common sense, past experience and basic

rules to identify key underlying issues. Generating and testing hunches

which may explain complex situations or problems.

6. Networking: To cultivate an informal network which may help to get

things done through developing contacts with people outside of the

immediate work Unit using networks as a source of information &

support.

7. Organizing Resources: Ensure that all financial, personnel and/or other

resources are in place to meet needs by identifying and acquiring the

resources. Allocating and utilizing the resources in a timely and cost

effective way. Monitoring and controlling all resources required to

maintain theefficiency of operations.

8. Inspire People: To generate a sense of purpose for the work done by the

organization instillingenthusiasm, loyalty and commitment among team

members at all levels of the organization inspiring, motivating and

guiding others towards organizational goals and objectives setting


anexample for others by behaving in ways that are consistent with

espoused beliefs and values andthe organization‟s vision and direction.

9. Team Player: To contribute to group objectives in a team environment

through cooperating and interacting well with others contributing actively

and fully to team projects workingcollaboratively as opposed to

competitively with others Acknowledging diverse opinions,addressing

relevant concerns and working towards consensual solutions that enhance

the output ofthe team.


CHAPTER – 4

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

The research design in my case was Exploratory research design, which is also

known


Formulative Research Design.

The main purpose of my study was getting the opinion of people regarding the

Performance appraisal system and what are the problems which are faced by the

appraisees and the appraisers.

The research design in my study was flexible to provide opportunities for

considering

different aspects of the problem under study.

Types of Data collected:

•Primary: First hand information was received from the employees through

questionnaires and personal interviews.

•Secondary: The data from internet was collected to get a better insight and the

company’s manual.

SIMPLE RANDOM SAMPLING:

Simple random sampling refers to the sampling technique in which each and

every item

of the population is given equal chance of being included in the sample.

Random sampling is sometimes referred to as REPRESENTATIVE

SAMPLING. If the

Sample is chosen at random and if the sample is sufficiently large, it will

represent all

groups in the population. A random sample is also known as PROBABILITY

SAMPLE

because every item of the population has equal opportunity of being selected in

the

sample.

Sample size:

The sample size of my project is 30.


Chapter -5 Data Analysis And Interpetation


1. Whether the employees have required job knowledge?

S.NO Options No. Of Employees % of Employees

1 Excellent 13 43%

2 Consistent 16 53%

3 Poor 1 4%

Total 30 100

Interpretation:

From the above table we can analyse that 53% of employees have consistent job

Knowledge when compared to 43% of the employees who have excellent job

knowledge.

So, Management should check that all the employees are good in there

respective job knowledge which improves the individual knowledge and also

the work can be carried efficiently.


2. Whether the employees hired have sufficient knowledge on the security services?

S.NO Options No. of Employees % of Employees

1 Excellent 13 43

2 Consistent 16 53

3 Poor 1 4

Total 30 100

Interpretation:

From the above table we can conclude that 63% of the employees have

consistent

knowledge on the security services when compared to 33% of the employees


who have excellent knowledge on security services.

So, it is the Management who should check that everyone have sufficient and

required knowledge on the security services which is very much important as

they are the people who gives security to others.

3. Whether the employees have good communication skills required for the job?

Interpretation:


S.NO OptionsNo. of Employees % of Employees

1 Excellent 17 57%

2 Consistent 13 43%

3 Poor 0 0%

Total 30 100

From the above table we can conclude that 57% of the employees have no

problem in

Communication but 43% of the employees have to improve on there

communication

skills.

So, management should organise necessary personality and development

programmes

in order to ensure good communication skills form each and every employee.

4. Whether employees are well matured, confidence and have good presence of mind while they are in the job?



1 Excellent 12 40

2 Consistent 14 47

3 Poor 4 13

Total 30 100

Interpretation:

47% employees are averagely matured and confidence regarding the job. This

shows

that they are well motivated towards there job when compared to 40% of

excellent

employees whereas the 13% of the employees are not confident and up to the

mark.

5. Whether the employees have positive attitude towards there work?



1 Excellent 13 44%

2 Consistent 17 56%

3 Poor 0 0%

Total 30 100

Interpretation:

Only 44 % of the employees have positive attitude when compared to 56%

employees

who have average attitude carrying with them.

6. Whether the employees are Trustworthy, Committed and Honest towards there job?


1 Excellent 13 43%

2 Consistent 16 54%

3 Poor 1 3%

Total 30 100


Interpretation:

54% employees are trustworthy, committed and honest towards there work.

In order to ensure all employees to be committed and honest towards the work,

Management has to take some motivational steps so that employees gets more

motivated and do the work effectively.

7. What is the turnout rate of the employees? (Out of 5)

S.NO Options No. Of Employees % of Employees

1 Excellent 4 13

2 Consistent 24 80

3 Poor 2 7


Total 30 100

Interpretation:

80% of the employees take average no: of leaves allotted to then in a year and 13% of

the employees take more leaves in a year

So, Management has to have an eye on the employees on the leaves taken by them so as

to control the turn out rate in a year.

8. Whether employees are Rewarded and Recognised for there extra ordinary work done? (Out of 5)



1 Excellent 7 23

2 Consistent 22 74

3 Poor 1 3

Total 30 100

Interpretation:

As from the above table we can analyse that 74 % of the employees are

consistently

performing and are Rewarded for there work , and 23 % of the employees are

performing excellently and are getting rewarded, and only 3 % of the

emplopyees are

not rewarded in any year.

So, Management has to take necessary motivational steps so as to make 3% to 0

in

upcoming year.

9. Whether employees maintain discipline and code of conduct while they are in the job?


Interpretation:

As from the above table we can analyse that 64 % of the employees maintains

discipline and code of conduct during the job hours and 33% are very excellent

in

disciplinary measures and code of conduct during the job. whereas 3% of

employees

are poor in maintaining discipline.

So, Management has to take necessary actions so as to make 3% to 0% in

upcoming years.



1 Excellent 10 33

2 Consistent 19 64

3 Poor 1 3

Total 30 100

10. Apart from daily job responsibilities whether the employee tries to learn any new things from the job?

Interpretation:

As from the above table we can analyse that 67 % of the employees tries to

learn new

thing but 33% of the employees are already in the regular learning process.

So, Management has to check that the 67 % of the employees who are in the

learning

stage are able to capture the thing and if needed the management should provide

any

sort of help needed by the employee.



1 Excellent 10 33

2 Consistent 20 67

3 Poor 0 0

Total 30 100

11.What are the values and beliefs of the employees?


1 Excellent 12 40

2 Consistent 17 57

3 Poor 1 3

Total 30 100

Interpretation:

As from the above table we can analyse that 57 % of the employees are good I

value

and beliefs of the company whereas the rest 40% of the employees are very

good in

value and beliefs of the company.


in


upcoming year.

12. Whether employees get formal feedback on there Performance on a day to day basis?

S.NO OptionsNo. Of Employees % of Employees

1 Excellent 25 83

2 Consistent 5 17

3 Poor 0 0

Total 30 100

Interpretation:

As from the above table we can analyse that 83 % of the says that they get

formal


feedback on there performance on a day to day basis. whereas 17 % says that

they

averagely get feedback on there performance on a day to day basis.


in

upcoming year.

13. I think the reward and recognition system in the company is fair.

Interpretation:


10

15

5

1 Excellent2 Consistent 3 Poor

S.NO OptionsNo. of respondents % of respondents

1 Excellent 10 33

2 Consistent 15 50

3 Poor 5 17

Total 30 100

The table clearly interprets that 10% people strongly agree that the reward and

recognition system of this company is very good and fair and only 15% people

are agree with this and they are very much satisfied with this system and 5%

people does not agree with rewards and recognition process.

14. I think the quantum of rewards is in proportion to the performance.

Interpretation:VIGNAN INSTITUTE OF TECHNOLOGY AND MANAGEMENT Page 60

S.NO Options No. of respondents % of respondents

1 Excellent 13 43

2 Consistent 17 57

3 Poor 0 0

Total 30 100

13% people are Strongly agreed that they are getting rewards in

proportion to their performance what they are deserved and 17% people agreed

with their performance and their rewards.

15. Promotional Opportunities

S.NO Options No. of respondents % of respondents

1 Excellent 14 47

2 Consistent 16 53

3 Poor 0 0

Total 30 100

14

16

1 Excellent2 Consistent 3 Poor

Interpretation:


Here in case of promotional opportunities some of the employees like

16% are feel they have some opportunity of promotion and 14% people are very

confident on this.

DATA ANALYSIS BY USING STATISTICAL TOOLS CHI-SQUARE

CHI-SQUARE ANALYSIS

It is a statistical hypothesis test in which the sampling distribution of the test statistics is a chi square distribution when null hypothesis is true.

HYPOTHESIS

Null hypothesis (ho): Job Knowledge is the significant factor for

the performance appraisal of the employees in Raxa.

Serial no particularsObservedFrequency

(Oi)

ExpectedFrequency

(Ei)Oi-Ei (Oi-Ei)2 (Oi-

Ei)2/Ei

1.Job Knowledge

16 15 1 1 0.067


2. Other factors 14 15 -1 10.067

3. Total 30 300.134

Chi –square(X 2 ) :The formula used for chi –square is,

x2 = ∑ (Oi-E

i) 2 /E

i = 0.134

Where, Oi = Observed Frequency

Ei = Expected Frequency

Expected Frequency (Ei) =∑O

i/n

= 30/2

= 15

Degree of freedom = (n-1)

= 2-1 = 1At degree of freedom 1 the tabulated value of chi square at 5% level of

significance is 3.841 Data analysis and Interpretation


The calculated value of square(x2) is less than the tabulated value & hence the

result of the research supports the null hypothesis. And my hypothesis is

accepted. Hence job Knowledge is the significant factor for making

performance appraisal of the employees.

CHAPTER – 6

RESEARCH FINDINGS, CONCLUSIONS, SUGGESTIONS & LIMITATIONS


RESEARCH FINDINGS

Most of the employees in RAXA are consistent performers.

Some employees have a problem with the attitude which management has to have an eye to control so that the security work can be carried on well.

Formal feedback is given by the appraisers on day- to- day basis.

Job related training is given to the executives and they think it really helps them in their further growth.

Employees are well Matured, Confidence and have a good presence of mind during the job hours which is very much necessary in security jobs.

Employees are satisfied with the Rewards and Recognition programme of the management through which they feel they are motivated and they put more dedication towards the work.

All the employees have undergone Physical Efficiency test which is mandatory for them as they hired in the Security services.


CONCLUSION

From the research it can be concluded that most of the employees are satisfied with the

job. They are given all the best available opportunities to learn new things apart from

there daily and routine job responsibilities. The main objective of the organisation is to

develop the employees by providing training as it improves employee’s skills, abilities

and work knowledge. Employees who get hired are well matured, confident and have

good presence of mind.

In RAXA Security Services, employees are satisfied with the training that the company has provided to them.


But appraises feel that the score of the appraiser should be known by them as they think it is the only way by which some how they can control the behavior of the executive.

Appraisers don’t have any problem with this system as they are quite experienced.

Appraisers give proper feedback to their appraises on day today basis and proper

training or challenging tasks are given to improve their performance.

Mainly the formal training is given at the time of joining the organization but if the employees face any problem later at the time of their job, their superiors help them in resolving their problems at the same time.

SUGGESTIONS

Some personality development trainings should also be provided apart

from mere job orientedtraining.

Management should try to implement all the latest techonologiesfor

giving training to the marshalls in a better way.

Appraiser should communicate the scores given by them to the appraises

so as to improve the job done by them more effectively.


After the feedback is given to all the employees, the non – performing

employees should be given more focused and training programmes should

also be arranged so that the performance can be improved in the upcoming

years.

LIMITATIONS

Little co-operations of some person due to conservative mind.

Some people have no time to give answer.

Sometimes people do not tell truth and fill it just for fun sake.


REFRENCE & BIBLIOGRAPHY

www.gmrgroup.in Website

Company Manuals HR Policy Manual prepared by RAXA Securities.

Company Internal records

Human Resource Management - Dr.C.B.Gupta


http://www.gmrgroup.in/

Company Journals


Documents

Performance Management Process (Hari)