UNIVERSITY OF MUMBAI

SUMMER TRAINING PROJECT ON

"PERFORMANCE APPRAISAL FOR BRICK AND BYTE INNOVATIVE PRODUCTS PVT LTD

SUBMITTED BY

NAME: SHREYASH RAJARAM BHOIR

ROLL NO: 07

SPECIALIZATION HUMAN RESOURCES

MASTERS IN MANAGEMENT STUDIES

1st YEAR SUMMER INTERSHIP

BATCH 2022-2024

MAHATMA EDUCATION SOCIETY'S PILLAI HOC INSTITUTE OF

MANAGEMENT STUDIES AND
RESEARCH
RASAYANI - 410 207
 ACKNOWLEDGEMENT

At the outset I express my gratitude to Almighty God for showering his grace and blessings upon

me to complete this project. It gives me great pleasure to present my project on "Performances

Appraisal". This is my first milestone achievement in pursuing MMS.I would like to extend my

thanks to Prof. Mr. Prof Pradip Chatterjee (Director- MMS) for making it possible to get training

in Brick And Byte Innovative Products Pvt. Ltd. I would specially like to thank my project guide

Prof. ADITYA SONTAKKE for giving her & valuable guidance and experience in developing my

project. I take special pleasure in acknowledging (Sr. Manager HR), Mfg.), and the staff

member of P&A Department of Brick And Byte Innovative Products Pvt. Ltd.,. for giving me

this opportunity of internship in The Brick And Byte Innovative Products Pvt. Ltd. extended

support and help toward my project. Although my name appears on the cover of this book, many

people have contributed in some or the other form to this Project Development. I thank my

parents and my family without whose help the project won't be a great success.

THANK YOU.

SHREYASH RAJARAM BHOIR

 DECLARATION

MR. SHREYASH RAJARAM BHOIR Student Of Pillai HOC Institute of Management Studies

& Research, Rasayani hereby declare that the project entitled "Performance Appraisal" has

been successfully completed towards the partial fulfilment of the requirement for the award of the

degree MMS (Master in Management Study).

The work has not been copied from anywhere else and has not been submitted to any other

University/Institute for an award of any degree /diploma. It comprises only my original work and

due acknowledge has been made in the text to all other material used.

Place: Name :

Date: Signature of student

 EXECUTIVE SUMMARY

The project titled "PERFORMANCE APPRASIALS" undertaken in Brick & Byte Innovative

Products Pvt Ltd. Brick & Byte is a premier Indian multi-national company with more than two

decades expertise of experience in providing Integrated Advance Engineering Services &

Solutions. We specialize in contract manufacturing services with expertise in CNC sheet metal

fabrication, power and control panels, PDUs (Power Distribution Units), stable battery systems for

UPS, battery racks and junction racks, server racks/data center racks, networking enclosures,

and EDMS. Our solutions cater to multinational clients and are designed to exceed their

expectations. The project report is about performance appraisals process that is an important

part of any organization. This report reviews the research on performance appraisal and on its

use in linking pay to performance. It was written to assist federal policy makers as they undertake

a revision of the federal government's system of performance appraisal and merit pay for mid-

level managers, called the Performance Management and Recognition System. Specifically, the

Committee on Performance Appraisal for Merit Pay was asked by the Office of Personnel

Management to review current research on performance appraisal and merit pay and to

supplement the research findings with an examination of the practices of private-sector

employers. Our investigation expanded beyond a restricted examination of merit pay plans to

include pay for performance plans more generally, as well as the organizational and institutional

conditions under which such plans are believed to operate best.

 PHiMSR

CERTIFICATE OF APPROVAL

This is to certify that the project titled "PERFORMANCE APPRIASAL" is successfully done by

MR. SHREYASH RAJARAM BHOIR in partial fulfilment of the degree of Masters in

Management Studies with Human Resource specialization for the academic year 2022-2024 has

been approved.

Prof. Aditya Sontakke Dr. Pradip Chatterjjee

Faculty Guide Director

 INDEX

CHAPTER NO. CONTENT PAGE NO.

CHAPTER 1 I. Introduction 8

II. Objective of study 19

III. Scope of project 20

IV. Research and methodology 21

V. Limitations of project 22

CHAPTER 2 I. Company profile 24

II. Organization chart 29

III. Benefits given by company 30

CHAPTER 3 I. Theoretical background (Secondary data ) 35

II. Data analysis and interpretation 36

CHAPTER 4 I. Finding and Observations 40

II. Recommendations 41

III. Conclusion 44

IV. Reference 45
Chapter – 1

1.1 INTRODUCTION

PERFORMANCE APPRAISAL

Performance appraisal is the process of obtaining, analyzing and recording information about the

relative worth of an employee. The focus of the performance appraisal is measuring and

improving the actual performance of a employee and also the future potential of the

employee. Its aim is to measure what an employee does. According to Flippo, a prominent

personality in the field of Human resources, "performance appraisal is the systematic, periodic

and an impartial rating of an employee's excellence in the matters pertaining to his present job

and his potential for a better job." Performance appraisal is a systematic way of reviewing and

assessing the performance of an employee during a given period of time and planning for his

future. It is a powerful tool to calibrate, refine and reward the performance of the employee. It

helps to analyze his achievements and evaluate his contribution towards the achievements of the

overall organizational goals.

- a manager or consultant (1) examines and evaluates an employee's work behavior by

comparing it with preset standards, (2) documents the results of the comparison, and (3) uses the

results to provide feedback to the employee to show where improvements are needed and why.

Performance appraisals are employed to determine who needs what training, and who will be

promoted, demoted, retained, or fired.

An annual review of an employee's overall contributions to the company by his/her

manager. Performance appraisals, also called annual reviews, evaluate an employee's skills,

achievements and growth, or lack thereof. Companies use performance appraisals to give
employees big-picture feedback on their work and to justify pay increases and bonuses, as well

as termination decisions.

Performance appelle also help employees and their ages create a plan fise employee

development through addiol training and increased responsibilities, as well as t identify

shortcomings the employee could work to resolve.

Ideally, the performance appraisal is not the only time during the year that managers and

employees communicate about the employee's contributions. More frequent conversations help

keep everyone on the same page, develop a stronger relationship between employees and

managers, and make annual reviews less stressful

Why Performance Appraisals ?

HR departments use the informal gathered through performance appraisals to evaluate the

success of recruitment, selection, orientation, placement, training, and other activities. Although

informal and ongoing appraisals on a day-to-day basis are necessary to a smooth operation,

these methods are insufficient for the HR department's needs. Formal appraisals are needed to

help managers with placement, pay, and other HR decisions. In a study of 324 organizations in

southern California, for example, 94 percent had a formal appraisal system. This survey research

revealed that the major uses of appraisals were for compensation (74.9 percent), performance

improvement (48.4 percent), feedback (40.4 percent), placement-related decisions (40.1

percent), and documentation (30.2 percent). In appendix part Figure-1 describes these and other

uses.
USES OF PERFORMANCE APPRAISAL

 Performance improvement: Performance feedback allows the employee, the

manager, and personnel specialists to intervene with appropriate actions to improve

performance.

 Compensation adjustments: Performance evaluations help decision makers

determine who should receive pay raises. Many firms grant part or all of their pay

increases and bonuses on the basis of merit, which is determined mostly through

performance appraisals.

 Placement decisions: Promotions, transfers, and demotions are usually based on

past or anticipated performance. Often promotions are a reward for past performance.

 Development needs Training and: Poor performance may indicate a need for

retraining. Likewise, good performance may indicate untapped potential that should be

developed.

 Career planning and development: Performance feedback guides career

decisions about specific career paths one should investigate.

 Staffing process deficiencies: Good or bad performance implies strengths or

weaknesses in the personnel department's staffing procedures.

 Informational inaccuracies: Poor performance may indicate errors in job analysis

information, human resource plans, or other parts of the personnel management

 information system. Reliance on inaccurate information may have led to inappropriate

hiring, training, or counselling decisions.

 Job-design errors: Poor performance may be a symptom of ill-conceived job designs

Appraisals help diagnose these errors.

 Equal employment opportunity: Accurate performance appraisals that actually

measure job-related performance ensure that internal placement decisions are not

discriminatory.

 External challenges: Sometimes performance is influenced by factors outside the

work environment, such as family, financial, health, or other personal matters. If these

factors are uncovered through appraisals, the human resource department may be

able to provide assistance.

 Feedback to human resources: Good or bad performance throughout the

organization indicates how well the human resource function is performing

WHY DO WE DO PERFORMANCE APPRAISAL?

Some people believe that the only reason we do performance appraisal is for

compensation purposes, to justify Sally's 3% increase. Of course we use performance

appraisal to make good decisions about compensation - if you believe in pay-for-

performance, you have to have some way to evaluate that performance. There are other
reasons for doing performance appraisal. If it's done right, performance appraisals tell us

who's a good candidate for promotion and who's properly placed in their current job (and

who's in over his head...). They tell us where we need to intensify our development efforts.

And the truth is, performance appraisal tells us who the people are who'd be better off

working somewhere else. The standards and expectations of some companies are just too

high for some people to meet, and partner appraise identifies those misplaced folks are.

But all those reasons are secondary. The real reason organizations have a perform

Appraisal system is to fulfil an ethical obligation. Here's what I mean. Every person who

works for an organization wants the answer to the

questions: (1) What do you expect of me and (2) How am I doing at meeting your

expectations?

We answer the first question, What do you expect of me, at the start of the year when we

about goals and projects and key job responsibilities. We answer the second question,

Horses

doing, at performance appraisal time.

We've got an ethical obligation to let people know where they stand. Performance

appraisal is the formal, structured process that allows us to meet that responsibility
TECHNIQUES/METHODS OF PERFORMANCE APPRAISALS

Numerous methods have been devised to measure the quantity and quality of performance

appraisals. Each of the methods is effective for some purposes for some organizations only.

None should be dismissed or accepted as appropriate except as they relate to the particular

needs of the organization or an employee. Broadly all methods of appraisals can be divided into

Two different categories.

1) Past Oriented Methods

2) Future Oriented Methods

Past Oriented Methods

1. Rating Scales: Rating scales consists of several numerical scales representing job related

performance criterions such as dependability, initiative, output, attendance, attitude etc. Each

scales ranges from excellent to poor. The total numerical scores are computed and final

conclusions are derived.

2. Checklist: Under this method, checklist of statements of traits of employee in the form of Yes

or No based questions is prepared. Here the rather only does the reporting or checking and HR

department does the actual evaluation.

3. Forced Choice Method: The series of statements arranged in the blocks of two or more are

given and the rather indicates which statement is true or false. The rather is forced to make a

choice. HR department does actual assessment.

4. Forced Distribution Method: here employees are clustered around a high point on a rating

scale. Rather is compelled to distribute the employees on all points on the scale. It is assumed

that the performance is conformed to normal distribution

5. Critical Incidents Method: The approach is focused on certain critical behaviors of employee

that makes all the difference in the performance. Supervisors as and when they occur record

such incidents

6. Behaviorally Anchored Rating Scales: statements of effective and ineffective behaviors

determine the points. They are said to be behaviorally anchored. The rather is supposed to say,

which behavior describes the employee performance.

7. Field Review Method: This is an appraisal done by someone outside employees' own

department usually from corporate or HR department.

8. Performance Tests & Observations: This is based on the test of knowledge or skills. The

tests may be written or an actual presentation of skills. Tests must be reliable and validated to be

useful.

9. Confidential Records: Mostly used by government departments, however its application in

industry is not ruled out. Here the report is given in the form of Annual Confidentiality Report

(ACR) and may record ratings with respect to following items; attendance, self expression, team

work, leadership, initiative, technical ability, reasoning. ability, originality and resourcefulness etc.

The system is highly secretive and confidential. Feedback to the assessee is given only in case

of an adverse entry.
10. Essay Method: In this method the rather writes down the employee description in detail
within a number of broad categories like, overall impression of performance, promoteability of
employee, existing capabilities and qualifications of performing jobs, strengths and weaknesses
and training needs of the employee
.
11. Cost Accounting Method: Here performance is evaluated from the monetary returns yields
to his or her organization. Cost to keep employee, and benefit the organization derives is
ascertained. Hence it is more dependent upon cost and benefit
analysis.

12. Comparative Evaluation Method (Ranking & Paired Comparisons): These are collection
of different methods that compare performance with that of other co- workers. The usual
techniques used may be ranking methods and paired comparison
method.

 Ranking Methods: Superior ranks his worker based on merit, from best to worst. However how
best and why best are not elaborated in this method. It is easy to administer and explanation.

 Paired Comparison Methods: In this method each employee is rated with another employee in
the form of pairs. The number of comparisons may be calculated with the help of a formula as
under.

Modern Methods

1. Management By Objectives: It means management by objectives and the performance is

rated against the achievement of objectives stated by the management. MBO process goes as
under.

• Establish goals and desired outcomes for each subordinate

• Setting performance standards
• Comparison of actual goals with goals attained by the employee
Establish new goals and new strategies for goals not achieved in previous year.
2. Psychological Appraisals: These appraisals are more directed to assess employees
potential for future performance rather than the past one. It is done in the form of in-depth
interviews, psychological tests, and discussion with supervisors and review of other evaluations.
It is more focused on employees emotional, intellectual, and motivational and other personal
characteristics affecting his performance. This approach is slow and costly and may be useful for
bright young members who may have considerable potential. However quality of these
appraisals largely depend upon the skills of psychologists who perform the evaluation.

3. Assessment Centres: This technique was first developed in USA and UK in 1943. An
assessment centre is a central location where managers may come together to have their
participation in job related exercises evaluated by trained observers. It is more focused on
observation of behaviours across a series of select exercises or work samples. Assesses are
requested to participate in in-basket exercises, work groups, computer simulations, role
playing and other similar activities which require same attributes for successful performance in
actual job. The characteristics assessed in assessment centre can be assertiveness,
persuasive ability, communicating ability, planning and organizational ability, self-confidence,
resistance to stress, energy level, decision making, sensitivity to feelings, administrative ability,
creativity and mental alertness etc.

4. 360-Degree Feedback: It is a technique which is systematic collection of performance data on

an individual group, derived from a number of stakeholders like immediate supervisors, team
members, customers, peers and self. In fact anyone who has useful information on how an
employee does a job may be one of the appraisers. This technique is highly useful in terms of
broader perspective, greater self- development and multi-source feedback is useful. 360-degree
appraisals are useful to measure inter-personal skills, customer satisfaction and team building
skills. However, on the negative side, receiving feedback from multiple sources can be
intimidating, threatening etc. Multiple rates may be less adept at providing balanced and objective
feedback.

PROCESS OF PERFORMANCE APPRAISAL

A performance appraisal, or performance review, is a formal interaction between an employee

and her manager. This is when the performance of the employee is assessed and discussed in
thorough detail, with the manager communicating the weaknesses and strengths observed in the
employee and also identifying opportunities for the employee to develop professionally. Here is
the process involved in performance appraisal
1. Establishing Performance Standards
In this we use as the base to compare the actual performance of the employees. In successful or
unsuccessful and the degrees of their contribution to the organizational this step it requires to set
the criteria to judge the performance of the employees as goals and objectives. The standards
set should be clear, easily understandable and in measurable terms. If employee doesn't come
upto expectance, then it should be taken extra care for it.

2. Communicating the standards

It is the responsibility of the management to communicate the standards to all the employees of
the organization. The employees should be informed and the standards should be clearly
explained. This will help them to understand their roles and to know
what exactly is expected from them.

3. Measuring the actual Performance

The most difficult part of the performance appraisal process is measuring the actual performance
of the employees that is the work done by the employees during the specified period of time. It is
a nonstop process which involves monitors the performance all over the year. This stage requires
the watchful selection of the suitable techniques of measurement, taking care that individual bias
does not affect the outcome of the process and providing assistance rather than interfering in an
employees work.

4. Comparing the Actual with the Desired Performance

In this the actual performance is compared with the desired or the standard performance. The
comparison tells the deviations in the performance of the employees from the standards set. The
result can show the actual performance being more than the desired performance or, the actual
performance being less than the desired performance depicting a negative deviation in the
organizational performance. It includes recalling, evaluating and analysis of data related to the
employees' performance.

5. Discussing Results

The result of the appraisal is communicated and discussed with the employees on one-to one
basis. The focus of this discussion is on communication and listening. The results, the problems
and the possible solutions are discussed with the aim of problem solving and reaching
consensus. The feedback should be given with a positive attitude as this can have an effect on
the employees' future performance. The purpose of the meeting should be to solve the problems
faced and motivate the employees to perform better.
6. Decision Making

The last step of the process is to take decisions which can be taken either to improve the
performance of the employees, take the required corrective actions, or the related HR decisions
like rewards, promotions, demotions, transfers

Advantages of performance appraisals:

 They provide a document of employee performance over a specific period of
time. They provide a structure where a manager can meet and discuss performance
with an employee.

 They allow a manager the opportunity to provide the employee with feedback about their
performance and discuss how well the employee goals were accomplished.

 They provide a structured process for an employee to clarify expectations and discuss
issues with their manager.

 They provide a structure for thinking through and planning the upcoming year and
developing employee goals.

 They can motivate employees if supported by a good merit increase and compensation
system

Disadvantages of performance appraisals:

 If not done right, they can create a negative impact.

 Performance appraisals are very time consuming and can be overwhelming to managers
with many employees.

 They are based on human assessment and are subject to rather errors and biases,

 Can be a waste of time if not done appropriately.

 It can create a very stressful environment for everyone involved.

NEED OF THE STUDY

The purpose of performance management is to help and encourage everyone to raise their

performance, develop their abilities, increase job satisfaction and achieve their full potential on

desire level skill set of an individual to the benefit of the individual and the organization as a

whole. Performance appraisal is the one of the most important organization to understand its

human capital needs and its weakness. It also highlights desiring skill set to perform a specific

task. Good employee appraisal system helps an way by which an organization can understand its

employees and evaluate their an individual's weakness and strength. With the help of different

appraisal technique an organization can achieve the organizational objectives, Individual

objectives and also mutual objectives.

SITUATION ANALYSIS & PROBLEM DEFINITION

The performance appraisal in Brick and Byte Innovative Products Pvt Ltd. is being done for the

specific c period for fulfilling the requirements in different departments; as for smooth functioning

of the company there should be appropriate manpower with their skills to be fulfilled by each

department in the company. The performance of employees is rated on the work they do in the

company.

The problems faced are:

Limited Resources for Training

Limited resource for training is one of the challenges facing Human Resource Management.

When training organization must have budgeted funds for accommodation, travelling and this

needs money and the organization may not have the funds to facilitate this.
Recognition of Human Resource Management

One of the challenges facing Human Resource Management is its recognition towards

contribution to business access and achievement of organization objectives. Human Resource

managers are not appreciated in companies and their role is not clearly defined in

The business most companies don't see the need to employ human resource managers when

they have a general manager

Retrenchment and Downsizing

One other challenges facing Human Resource Management is retrenchment and downsizing.

When the economy becomes bad the companies are supposed to reduce employees in the

organization which affects the company and management in general.

Limited Research Work in Human Resource Management

There are very few publications in Human Resource Management. There is limited

Knowledge available in Human Resource Management and people don’t know a lot about it.

Work Ethics

People are still influenced on their backgrounds and the employees don't judge people by their

expertise and skills but their tribal background. At other causes employees still believe that if a

person from their community becomes a CEO somewhere it is their time to get rich and be

employed and therefore don't concentrate on their work.

 1.2 OBJECTIVES OF STUDY

Performance Appraisal can be done with following objectives in mind:

1. To maintain records in order to determine compensation packages, wage

structure, salaries raises, etc.

2. To identify the strengths and weaknesses of employees to place right men on

right job.

3. To maintain and assess the potential present in a person for further growth and

development.

4. To provide a feedback to employees regarding their performance and related

status.

5. It serves as a basis for influencing working habits of the employees.

6. To review and retain the promotional and other training programmes

 1.3 SCOPE OF THE PROJECT

The scope of any performance appraisal should include the following: provide employees with a

better understanding of their role and responsibilities; increase confidence through recognizing

strengths while identifying training needs to improve weaknesses; improve working relationships

and communication between supervisors and subordinates; increase commitment to

organizational goals; develop employees into future supervisors; assist in personnel decisions

such as promotions or allocating rewards; and allow time for self-reflection, self-appraisal and

personal goal setting.

 1.4 RESEARCH METHODOLOGY

Research is the controlled, objective, and systematic gathering of information for the purpose of

describing and understanding.

And a Methodology applied for the solutions to be found out.

Research was carried out at Brick and Byte Innovative Products Pvt Ltd. to find out the

"Performance appraisal process."

Following method is applied.

Primary Data:

Primary data was collected through survey method by asking questions to manager, contractors

and other department people. The questions were carefully designed by taking into account the

parameters of my study.

Secondary Data:

Data was collected from manuals, web sites, going through the records of the organization, etc. It

is the data which has been collected by individual or someone else for the purpose other than

those of our particular research study. Or in other words we can say that secondary data is the

data used previously for the analysis and the results are undertaken for the next process.
 1.5 LIMITATIONS OF PERFORMANCE APPRAISAL

1. LACK OF CLARITY:

The objective of performance appraisal is to evaluate and develop employees. An organization

should avoid using one appraisal system to achieve both objectives. The particular system of the

appraisal system should clarify before it is designed and should be discussed with all managers

and employees to gain their commitment. Any performance appraisal system, however good the

design, is unlikely to succeed if the managers and employees are suspicious of its objectives. It is

extremely difficult if not impossible to device a system that will be able to satisfy both

performance and reward. It happens because employees are likely to resist negative feedback

and tend to be defensive when weakness in current performance is identified. It is because of this

type of overlap in purposes that the appraisal loses it's practically and increases the conflict

between the manager and the employees.

2. APPRAISAL ERRORS:

Listed some errors like Halo, Recency, Contrast effects, Rather biases.

The Halo effect - occurs when a manager rates an employee high or low on all teams, because

of one characteristic. For instance; if an employee has few absences, his manager might give

him high rates in all other area of work.

The recency effect - happens when a rather gives greater weight to recent occurrence when

appraising an employee's performance. This sort of effect is an understandable rather error. It

may not be easy for the manager to remember all events that happened like for instance; six

months ago.
 Contrast error occurs - when employees are rated relatively to other employees rather than to

performance standards. For example; if everyone else in a group is doing mediocre job, an

employee performing somewhat better may be rated as excellent because of the contrast effect.

Rather biases occurs - when manager values distort the rating. Reasons for bias differ, for

instance, religion, age, sex, appearance or other arbitrary classifications. If a manager strongly

dislikes a certain ethnic group, this will be negatively reflected in appraisal if the appraisal

scheme is not properly designed.

3. UNEQUAL PERFORMANCE STANDARDS

People differ from each other in the way they perceive things. What is good for some may be

bad for others. Therefore, managers have different judgments in appraising their employees.

Managers' attitudes to their employees differ, so different managers will appraise the same

people quite differently which could make appraisal system

subjective and manipulative.

4. CULTURAL FACTORS

Culture has profound impact on the appraisal system as it should be in consonance with the

organizational culture. A system based on the employee participation and openness would be

non-starter if the organizational culture is authoritarian and non- participative in its approach to

other employee related policies. 'Readymade' performance review system imported from other

organization rarely function satisfactorily. Their failure is partly due to culture differences. Thus

culture is a vital factor to look after.

Chapter-2

2.1 Profile of company

BRICK AND BYTE INNOVATIVE PRODUCTS

Brick & Byte Innovative Products Pvt Ltd.

 INTRODUCTION OF B&B

Brick & Byte is a premier Indian multi-national company with more than two decades

expertise of experience in providing Integrated Advance Engineering Services &

Solutions.

Our Integrated Engineering Services (Concept to Manufacturing) include Integrated

Engineering Services (Concept to Manufacturing) in Embedded and Mechanical

Engineering domains, mechanical designing, manufacturing, embedded designing and

electronic manufacturing.

IT Services including Software Applications, Mobile Applications and SAP custom web

application development, mobile development, SAP implementation, product

management, UI/UE designing, cloud computing, etc.. We support offshore as well as

onsite development model.

Manufacturing services including sheet metal fabrication, Rapid Prototyping, Precision

Manufacturing and Finishing Processes. It covers operations like CNC punching,

bending, assembling, fabrication, powder coating, etc.

Renewable Energy services include EPC for setting up Solar plants, Solar thermal

applications, rural electrification and Solar system for water pumps.

Our Solutions & Products include Transport & Toll products, Machine-to-Machine (M2M)

solutions, and Smart Metering solutions.

The company were manufacturing electric cabinets for VERTIV ENERGY PVT. LTD. The

guide showed us different operations required to make the cabinet. The step by step

operations performed were

1) Punching

The punching operation was performed on a sheet of Mild Steel of thickness 1.2 mm

and size 1900*1250 mm. The machine used for punching was FINN POWER. The

machine had a tonnage of 56 tons. It had 20 tools on turret. The machine had a brush

bed. There was another machine with roller bed. It was an automatic machine on which

program was inserted to do the operation. The programming software used was NCX

express and the software used is Siemens or Fanuc. The % utilization of the sheet was

85.6%. Time required to punch one sheet was 7.49 minutes. The machine performed

operation on 60 sheets per day.

FINN POWER
 ROLLER BED

PUNCHED SHEET
2) Bending

After punching the sheet is sent to the next station where bending operation is

performed on it. In bending the sheet is bent in the form of cabinet. For the operation 4

workers were required. 4 of them holded the sheet and then pushed it up against the

die. One worker operated the machine with his foot on foot clamp. The machine used

for bending was Amada FB3-1030. The machine was a hydraulic operated press. It had

a capacity of 100 tons. There we saw different types of dies like simple dies and dies

with radius. It was also a CNC machine and a program was used to do the bending at

proper distance. We saw the different components of the machine like back gauge,

bending die, bending punch etc. another machine used was Bystronic AFM EP100. It

also had a capacity of 100 tons.

AMADA 1030
BENDING PUNCHES FOR BEND WITH RADIUS

BEND COMPONENTS
 BENDING DIE AND PUNCH WITH BACK GAUGE

3) Fabrication

After bending several components of the cabinet the parts were sent to fabrication

department. There the workers did fitting of the parts with hammers and other tools.

After fitting, to make the joint secure it was sent to the welding station. The worker

performed Metal Inert Gas Welding. The gas used was carbon dioxide. The metal wire

used was of M.S and was plated. It was 0.8 mm thick wire. The nozzle of the welding

gun was made of copper. Nozzle gel was applied on the component when there was a

break between the weld so that the welding has a good finish. For further finishing, the

weld was ground with a grinding machine. Another welding used was stud welding. It

uses high electric current and force to do the welding.

 MIG STUD WELDING

4) Powder coating

The welded and semi assembled components were sent for powder coating and paint.

Powder coating was done in a different company so the parts were sent for powder

coating and finished parts were received with paint done.

5) Final assembly

The final assembly was done on the first floor of the company. There all the parts were

brought together like the body, door, wires, nuts and bolts, rivets shelf, glass etc.

operations like nut insertions, riveting, clamping were done in this section. The tools

used for clamping and riveting were pneumatic operated tools. And then final product

was ready.
 FINAL PRODUCT

6) Inspection

The inspection and quality control department checks the final products and looks for

any flaws or damages before delivering the product. Inspection is done on every stage

of manufacturing. If any mistake in the production is found like dimension mistake or

defects in welding, the product is rejected. After the inspection the product is packed

and sent to the company. This is how the production took place.
2.2 ORGANIZATION CHART
2.3 Benefits Given by the Company

 Free transportation pass from Dadar / Thane / Kalyan/ Panvel

 Subsidized food Scholarship to Employees children under Corporate & Plant scheme

 Gift on Safety Day

 Award for "Additional Qualification" obtained while in Service

Employee Relations

 Company provided office, time-off/ General Shift reporting as and when

 required for union work, to members. Committee members believe in work ethics

 Opportunity for leadership development

 Works with Organizational interest

Performance Appraisal

 Non-Mgt. Employees performance is evaluated and assessed by:

 Ability

 Competence

 Potential of an individual

 Resourcefulness

 Communication & Creativity

 Management Employees performance is assessed based on

 Key Result areas

 Competence & potential

 Commitments

1. Maintain harmonious industrial relations.

2. Provide welfare facility & cost effective efficient & prompt administrative service support

3. Maintain good housekeeping.

4. Ensure security of plant, offsite warehouse, and equipment & housing colonies.

Vision

Our vision is to be the world Leader in Integrated Advanced Engineering solutions and Services

and earn our customer’s confidence through continuous improvement driven by innovation,

advance technology and team work

Mission

Our mission is to provide solutions and services to our clients in achieving their business goals

through innovative technical ideas and integrating various technologies in the field of Engineering

Services, Precision Manufacturing, Embedded Systems, Technical Publications, Information

Technology and the Energy Sector.

Personnel & Administration Department at Brick & Byte Innovative Products Pvt Ltd.

Brick & Byte Innovative Products Pvt Ltd. has set up Personnel & administration departments to

cater to its requirements in area like manpower, cordinal industrial relations, statutory

compliances, office support, security & upkeep of plant, housing colonies, and offsite warehouse.

To ensure smooth control & overall better functioning, Personnel & Administration department is
divided into three sections - personnel, administration, and security.
1. Personnel - looks after selection, recruitment & orientation of new employees, time office,
statutory compliance & maintenance of various welfare facilities for personnel employed.

2. Administration - looks after office services like typing, photocopying, procurement & supply

of stationary to user departments, acquiring & supervision of contract services like air

conditioners, photocopiers, housekeeping at plant, overseeing supply of contract manpower as

per requirement of user department, garden maintenance, upkeep of housing colonies, etc.

3. Security - ensures overall security of plant & its equipment, checking movements of incoming

&outgoing vehicles, control over personnel visiting the plant, maintain liaison with law enforcing

authorities, watch labour activities, law & order situation & keep management informed about it,

collect & provide intelligence to the management.

Human Resource Management

Human resource management is the management of employee's skill, knowledge abilities, talent,

aptitude, creativity, ability etc. different terms are used for denoting Human Resource

Management. They are labour management, labour administration, labour management

relationship, employee employer relationship, industrial relationship, human capital management,

human assent management etc.

Personal management is that part of management concerned with people at work and with their

relationship within an organization. Its aim is to bring together and develop into an effective

organization the men and women who make up an enterprise and having regards for the well-

being of the individual and of working groups, to enable them to make their best contribution to its

success.
Importance of Human Resource Management –

1. Effective Utilization of Resources

Human resource management ensures the effective utilization of resources. HRM teaches how to

utilize human and non-human resources so that the goals can be achieved. Organization aiming

to utilize their resources efficiently invites the HR department to formulate required objectives and

policies.

2. Organizational Structure

organizational structure defines the working relationship between employees and management. It

defines and assigns the task for each employee working in the organization. The task is to be

performed within the given constraints. It also defines positions, rights and duties, accountability

and responsibility, and other working relationships. The human resource management system

provides required information too timely and accurately.

3. Development of Human Resources

Human resource management provides favorable environment for employees so that people

working in organization can work creatively. To develop personality of employees, human

resource management organizes a training and development campaign.

4. Respect for Human Beings

Another importance of human resource management is to provide a respectful environment for

each employee. Human resource management provides with required means and Facilities
employee along with an appropriate respect because the dominating tendency develops that will
result organizational crisis.
5. Goal Harmony

Human resource management bridges the gap between individual goal and organizational goal-

thereby resulting into a good harmony. If goal difference occurs ,the employees will not be willing

to perform well.

6. Employee Satisfaction

Human resource management provides a series of facilities and opportunities to employees for

their career development. This leads to job satisfaction and commitment.

7. Employee Discipline and Moral

Human resource management tries to promote employee discipline and moral through

performance based incentives. It creates a healthy and friendly working environment h

appropriate work design and assignment of jobs.

Organizational Productivity

Human resource management focuses on achieving higher production & most effective utilization

of available resources. This leads to an enhancement in organizational goals & objectives.

Function of Human Resource Management -

A typical Human Resource Department is carries out the following functions:

1. Manpower Planning- It involves the planning for the future and finding out how many

employees will be needed in the future by the business and what types of skills manpower

planning should they possess.

2. Job analysis and Job description- HR Department is also involved in designing the Job

analysis and Job description for the prospective vacancies. A job analysis is the process used to

collect information about the duties, responsibilities, necessary skills, outcomes and work

environment of a particular job. Job descriptions are written statements that describe the duties,

responsibilities, most important contributions and outcomes needed from a position, required

qualifications of candidates, and reporting relationship and co-workers of a particular job.

3. Determining wages and salaries- HR Department is also involved in conducting market

surveys and determining the wages and salaries for different position in an organization.

4. Recruitment and Selection- One of the most important jobs HR department is to recruit the

best people for the organization. This is of crucial importance as the success of any organization

depends on the quality of its workforce. Details regarding the recruitment and selection procedure

can be found here.

5. Performance Appraisal- Once the employees are recruited, the HR Department has to initiate

their performance on a regular basis through proper performance appraisals.

6.Training and Development- HR department is constantly keeping a watch over the employees

of the organization. In order to improve the efficiency level of the employees they training have to

undergo regular trainings and development programs. All trainings and development needs are

carried out by this department. Training might include on the job or off the job training. Find more

information on training here.

7. Employee welfare and motivation- Happy employees mean a healthy organization. HR

Department conducts various employee welfare activities which might include employees get
together, annual staff parties etc. HR department also reviews organizational policies and its
impact on the motivation of the employees.
8. Addressing employee's grievances- HR department is the link between the workers and the

management. Employee's grievances related work environment are usually entertained and

resolved by the HR Department.

9. Implementing organizational policies- HR Department has to coordinate with line manager

and see that the organizational policies are being implemented in a proper manner. Disciplinary

action can be initiated against employees who are not following organizational rules and

regulations. All these actions are conceived and implemented by the HR department.
Chapter-3

3.1 Theoretical Background

OVERVIEW OF THE PERFORMANCE APPRAISAL SYSTEM:- Performance

organization and given the necessary training, the next step is to assess his of the employees of

an organization. Once an employee has been inducted into the performance periodically. Such

assessment would indicate whether he is efficient or not. Performance appraisal is also known as

"merit rating" or "efficiency rating". The following factors are given weight age in evaluating the

performance and progress of an employee:-Knowledge of work Extent of co-operation with

colleagues and superiors.

1. Initiative 2. Quality of work

3. Target attainment 4. Aptitude

5. Degree of skill. 6. Discipline

7. Punctuality 8. Honesty

9. Ambition 10. Crisis management

Performance appraisal to performance development: In fact, performance appraisal, in recent

times, emerged as performance analysis and development. Performance analysis and

development is a departure from the traditional and controlling approach. It views from the

development aspect of the employee. Therefore, the main purpose of performance analysis and

development is to analyze the present performance of the employee from multiple viewpoints,

observe the gap/developmental needs and develop the employee. Performance appraisal is also

a technique of HRD. The performance interview and the process of the performance analysis

help the subordinate to interact closely with his superior. The interaction helps particularly

subordinates learn from his superior the job related and behaviour related aspects. This process

becomes a training/development /educational process. Thus, performance appraisal is closely

related to HRD. In fact, performance appraisal helps employee development.

 3.2 DATA ANALYSIS INTERPRETATION

1. Do you receive any increment in your salary after performance Appraisal.

a. Yes

b. No

11%

89%
Yes

2. Do you think performance appraisal helps people set and achieve meaningful

goals.
a. Yes

b. No
 25%

yes
no

75%

3. In your view does the performance appraisal system function fairly/equitably?

a. Yes

b. No

4. Do you think performance appraisal helps to change behavior of Employees.

a. Yes
b. No
Learning at Brick & Byte Innovative Products Pvt Ltd

Team Work:

The ability to work in group for achieving common set of goals by sharing the resources

available and supporting the fellow members.

Cooperates in sharing required information freely & openly with team members and works

collaboratively with most groups including direct reports, peers and higher management.

Time Management:

To establish a systematic course of action for self or others to ensure accomplishment of specific

objective. Set priorities, goals, and timetables to achieve maximum productivity.

Analyses own time use, identifies common "time stealers" and act to reduce these. Sets priorities

with an appropriate sense of what is most important and plans with an appropriate and realistic

sense of the time demand involved.

Motivation and Inspiration:

The ability & skill at enhancing others' commitment to their work and helping them

Perform their best.

Identifies and promptly tackles morale problems & Encourages people to deliver their best.

Expresses pride in the group and encourages people to feel good about their accomplishments.

Supports and Inspires team members to have optimum utilization of all the resources & talents.
Inter Personal Relationship:

The ability to notice, interprets, and anticipates others' concerns & feelings. Relates well and can

manage relationships with people of all levels and builds appropriate rapport with internal as well

as external customers

Makes effort to build a good rapport with all internal & external customers and subordinates

Demonstrates ability to proactively build & maintain good relationships with people - inside as

well as outside the organization is approachable & maintains a good

environment even in high pressure situation.

Chapter 4

4.1 FINDINGS OF THE RESEARCH

Majority of the employees are aware of the performance appraisal system. performance appraisal

system followed by the organization is very effective as majority of the employees are satisfied

and have given positive responses. It has been evident from the responses of the employees that

the system followed in the organization has helped them in identifying their strengths and

weakness
 4.2 SUGGESTION

Use the performance appraisal document periodically, at least quarterly, throughout starter. It

consolidates employee performance information in one spot. The year to the employee progress.

The performance appraisal document is a useful discussion assess performance appraisal report

provides a running record of employee performance discussions all year. It offers a picture of the

employee's accomplishments and progress throughout the year.

Provide Regular Employee Feedback

Provide feedback to employees regularly-not just in the annual performance appraisal.

Employees like regular feedback (particularly millennial employees) and effective managers take

time every day for employee feedback. Managers get more comfortable with feedback, better at

giving feedback, and they nip problems before they become big.

Make the Discussion Two-Way

Engage the employees in a two-way discussion whenever their performance is the topic. You

can improve performance appraisals by involving the employee in the discussion all year long.

Then the official performance appraisal day is just an extension of the normal performance

discussion.

Effective performance appraisals are never a talk by a manager. If the manager is talking even

half the time, the performance appraisal is not a two-way conversation. It's a lecture. Make the

majority of the conversation positive, reinforcing, and developmental for the employee. After all,
it's his or her stage-done correctly.

Use Employee Self-Appraisals to Set the Stage

Improve performance appraisals by using an employee self-appraisal prior to the performance

appraisal. Far too many managers give employees a copy of the actual form before the

performance appraisal meeting. Use these sample questions to develop an effective self-

evaluation form

In the worst cases, both the manager and the employee fill out the form prior to the appraisal

meeting, give the employee a grade or score, and then, arrive at the performance dug into their

positions and points of view.

Even worse, some managers tell the employees to fill out their performance appraisal, and if they

do a good job, the manager will sign it. In this recommendation, the arrives at the meeting with

ideas jotted down on the form; the employee comes with their self-appraisal filled out and then

the discussion begins.

Effective Performance Appraisal Trusts Employees

An effective performance appraisal trusts employees to do the right thing if they know what the

right thing is. Consequently, setting performance goals is critically important, but how you set the

goals with the employee is the most important factor of all.

Set goals in a way that reinforces the employee's ability to plan and implement the steps

necessary to reach the goal. The performance appraisal must support and strengthen the
employee's empowerment, his or her ability to chart the course to successful accomplishments.

You can use these five ideas immediately to improve your performance appraisals.

Use the performance appraisal document periodically, at least quarterly, throughout the year to

assess employee progress. The performance appraisal document is a useful discussion starter. It

consolidates employee performance information in one spot. The performance appraisal report

provides a running record of employee performance discussions all year. It offers a picture of the

employee's accomplishments and progress throughout the year.

Provide Regular Employee Feedback

Provide feedback to employees regularly-not just in the annual performance appraisal. Employees

like regular feedback (particularly millennial employees) and effective managers take time every

day for employee feedback. Managers get more comfortable with feedback, better at giving

feedback, and they nip problems before they become big.

Make the Discussion Two-Way

Engage the employees in a two-way discussion whenever their performance is the

topic. You can improve performance appraisals by involving the employee in the discussion all

year long. Then the official performance appraisal day is just an extension of the normal

performance discussion.

Effective performance appraisals are never a talk by a manager. If the manager is talking even

half the time, the performance appraisal is not a two-way conversation. developmental for the

employee. After all, it's his or her stage done correctly. It's a lecture. Make the majority of the

conversation positive, reinforcing, and developmental for the employee. After all, it’s his or her
stage done correctly.

Use Employee Self-Appraisals to Set the Stage

Improve performance appraisals by using an employee self-appraisal prior to the performance

appraisal. Far too many managers give employees a copy of the actual form before the

performance appraisal meeting. Use these sample questions to develop an effective self-

evaluation form.

In the worst cases, both the manager and the employee fill out the form prior to the meeting, give

the employee a grade or score, and then, arrive at the performance appraisal meeting dug into

their positions and points of view.

Even worse, some managers tell the employees to fill out their performance appraisal, and if they

do a good job, the manager will sign it. In this recommendation, the manager arrives at the

meeting with ideas jotted down on the form; the employee comes with their self-appraisal filled

out and then the discussion begins.

Effective Performance Appraisal Trusts Employees

An effective performance appraisal trusts employees to do the right thing if they know what the

Right thing is. Consequently, setting performance goals is critically important, but how you set the

goals with the employee is the most important factor of all.

 4.3 CONCLUSION

With rewards being directly linked to achievement of objective goals setting and performance

appraisal assumes utmost importance. The performance appraisal implementation is the

responsibility of each and every employee along with their system has been professionally

designed and it is monitor by HRD. The implementation is the responsibility of each and every

employee along with their supervisor. There should be adequate training to the evaluator that will

go a long way in answering the quality of performance appraisal. In conclusion a performance

appraisal is important tool to use to influence employees a formal performance review is

important as it gives an opportunity to get an overall view of job performance and staff

development. It encourages systematic and regular joint stocking and planning for future. Good

performance reviews therefore don't just summarized they help determine future performance.
 4.4 REFRENCES

1. https://brickandbyte.in/about

2. https://www.indiamart.com/brick-byte-innovative-productsnavi/aboutus.html