UNIVERSITY OF MUMBAI SUMMER TRAINING PROJECT ON “PERFORMANCE APPRAISAL FOR BOMBAY DYEING MFG Co. Ltd” SUBMITTED BY NAME: PRIYESH MADHUKAR KURANGALE ROLL NO: 36 SPECIALIZATION: HUMAN RESOURCES MASTERS IN MANAGEMENT STUDIES 1" YEAR SUMMER INTERSHIP BATCH 2021-2022 iA EDUCATION SOCIETY'S PILLA! HOC INSTITUTE OF “_ MANAGEMENT STUDIES AND RESEARCH RASAYANI - 410 207like to thank my project guide Prof. ADITYA SONTAKKE for giving her & valuable guidance and experience in develo Pleasure in acknowledging Mr. B. Kar(Vice-President Mr.C.N.Shende (GM P8A), Mr. S.P.Anand (Sr. Manager HR), Mfg.), and the staff member of P&A Department of Bombay Dyeing Mfg. Co. Ltd. for giving me this opportunity of internship in The Bombay Dyeing & Manufacturing Limited, extended support and help toward my project. ping my project. | take special Although my name appears on the cover of this book, many people have Contributed in some or the other form to this Project Development. | thank ‘my Parents and my family without whose help the project won't be a great success. THANK YOU, PRIYESH M KURANGALE| RANGALE Student OF Pillet Hoc Inatinute of Management Studies a Research, Ra “Performance Appraisal declare that the project entitle has been successfully completed towards the parti fulfiment of the re Signature of studentEXECUTIVE SUMMARY The project tiled "PERFORMANCE APPRASIALS: ‘en in Bombay Dyeing Mig. Co. Ltd. The Bombay Dyeing ‘and Manufacturing Company Limited, together with aces OPerate In the tonite, polyester, and reel estate businesses, The Gempeny si80 operates approximately 250 Bombay Dyeing sires and approximately 2000 muit.brand stores. The Bombay Dyeing and Manufacturing Company Limited were founded in 1879 and is headquartered in Mumbai, india. The projec repr ie bout performance appraisals process that is an important part of any organization This report reviews the research on performance appraisal and on is use in linking pay to performance. It was written to assist federal policy makers as they undertake a revision of the federal govemment’s system of performance appraisal and mert pay for mid-level managers, called the Performance Management and Recognition System. Specialy, the Commitee on Performance Appraisal for Mert 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 more generally, as well as the organizational and institutional conditions under such plans are believed to operate best.CERTIFICATE of APPROVAL This is to certify that the projec been approved. Re Prof. Aditya Sontakke Faculty Guide DirectorINDEx CHAPTER No, | CONTENT | — |) tniroduton ometer: | I QPective of study 'cOPe of projed ji rojact }e80arch and methodol Limitations of project |= Company prams te | oon Benafts given by company "Theoretical backgroun (Secondary datay CHAPTER 3 |. Data analysis and interpretation | 1 Finding and observations Il. Recommendations Ill. Conclusion IV. Reference CHAPTER 41.1 INTRODU Ic PERFORMANCE APPRAISAL. en @manager oF consultant (1) examines and evaluates an employee's work behavior By comparing it with preset standards, (2) documents the results ofthe 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 hei development through ado shortcomings the employee IP employees and raining and incre (COU! work to re thelr ages create a ased responsibilities, solve, Plan fise employee ‘a wel m \ as identity Ideally, the performance appraisal ‘and employees communicate aby ‘conversations help keep everyone, between employees and manager. i= not the only time out the employee n the same pay 8, and make Why Performance Appraisals HR departments use the informal evaluate the success of recruitment, other activites. Although informal and necessary to a smooth operation, ‘during the year that managers | ' contibutions. More frequent 98, develop a stronger relationship ‘| annual reviews less stressful | Gathered through performance appraisals to Selection, orientation, placement, training, and ‘ongoing appraisals on a day-to-day basis are these methods are insufficient for the HR thatthe major uses of appraisals were for compan ompensaton (74.9 percen,peonmanct Improvement (48:4 percent, feedback (40.4 percent), pacementadeted seers {40.1 percent), and documentation (202 percont)inapperdanen Feet Sone 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 oftheir 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retraining. Likewise, should be develope + Career planning ana decisions about spec 7 lopment: ile career paths onee ‘formance feedback guides + Staffing process deficie ean Poces® deconcton: Goo or Personnel department = stating procedures," + Informational inaccuracies, analysis information, nurses ‘management information sy led to inappropriate hiring, Poor performance may yystem. Reliance train ing, oF cot ' Indicate errors in job 'an8, oF other parts of the personnes "2 On inaccurate information may nave unseling decisions, ‘+ Job-design errors: Poor porto designs. Appraisals help diagnc ieee eae ose these 29 SMPIOM of conceived job The caer srlendes: Sometimes periormance is infuenced by factors ouside , 8 family, financial, health, * Feedback to human resources: Good or bad Performance throughout the Organization indicates how well the human resour 18 function is performing _ WHY DO WE DO PERFORMANCE APPRAISAL? Some people believe that the only reason we do performance appraisal is for ‘ompensation purposes, to justify Sally's 3% increase. Of course we use performance ppraisal to make good decisions about compensation - if you believe in payor | Performance, you have to have some way to evaluate that performance. There are Bier reasons for doing performance appraisal. If it's done right, performance ppraisals 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 (Gurdevelopment efforts. And the truth is, performance appraisal tells us who thepeople are who'd be better oft ‘expectations of some companies partner appraise identies those my Butall those reasons are seconds, ‘Appraisal system isto ful an ety ‘who works for an organization wan ¥. The rea reac " 20n Organizations have a pertorm ansier tothe aqvortone:(1) Wat do you expec of me an 2} How am doing o ‘2m I doing atm expectations? question, Horses | doing, at performance appraisal time TECHNIQUES/METHODS OF PERFORMANCE APPRAISALS | Numerous methods have been devised to measure the quantity and quality of Performance appraisals. Each ofthe methods is effective for some purposes fr sone ‘tganizations only. None should be dismissed or accepted as appropriate excest oc they relate to the particular needs of the organization or an employee Broadly al | ‘methods of appraisals can be divided into | PP Oriented Methods 2) Future Oriented Methodsi: Ra z Ng scales consis rs cen of mer rumera su ales presenting job atitude ete. Each scales ranges from excellony oi iiiative, output, att of statements of Prepared. Hor oa ’S the actual, ‘evaluation, traits of employee in the ler only does the reporting 0° aed apeddnreatie tements arranged in the blocks of two or fh statements true or false, The rather is 18S actual assessment scale. tis assumed that the performance is conformed tononnal deen ne 5. Critical Incidents Method: The approach is focused sfemployee that makes al the diference in te perfomance, Gurovome ee oa wen they ocour record such incidents wee A amet 6, Behaviorally Anchored Rating Scales: statement les: statements of effective and ineffective Berne the pols, They ore said tobe behavioral anchored. wort js supposed fo say, which behavior describes the employee performance. = 7. Field Review Method: This is an appraisal done by someone outside employees! lown department usually from corporate or HR department. B.Performance Tests & Observations: This is based on the test of knowiedge or shils, The tests may be written or an actual presentation of skills. Tests must be | tollable and validated to be useful 9, Confidential Records: Mostly used by government departments, however its led out. Here the report is given in the form of Annual . a" industry is not rul lity Report (ACR) and may record ratings with respect 10 following items Faliendance, self expression, team work, leadership, inilatve technical ability, essoning, ability, oginality and resourcefuiness etc, The system is highly secrete ‘and confidential. Feedback to the assessee is given only in case of an adverse entry.oa | detail within @ number of broad cat adie °d categories like, overs | 3 Rabat Toner nd qualifications of pertor ling jobs, | 18 Of the employee, | promoteabilty of employes, ral impres 11, Cost Accounting Method: Here peror, reurs yields 10 Ns oF her organization, Cont te nese nt tom Monetary 08 10 keep employe, a organization derives is ascertained. Hence 4 AaTKictee, ad beet te | analysis. ]redependent upon costand benett | workers. The usual techniques used may b 'ay be ranking methods an § 19 methods and paired comparison + Ranking Methods: Superior ranks his worker based on meri, fom best merit, rom best to worst. However how best and why best are not elaborated inthis method. tis easy to ‘administer and explanation a + 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 thods | Eiliiacement By Objectives: moans 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 I Establish new goals and new strategies for goals not achieved in previous year. B4. payahelovica! APPIBAIs: These spprign ere depth Interviews, porcrr anes er ten the ted to asson for of other evaluations. It i fal tO8ts, and discus Mi s,08, one in the review 'S More focused on yasion with supervisors roach is SIOW and Costly and may be ncterstCs affecting his porta meets the sils of Psychologists who perform the evaluation ra s® ey depend upon ‘more focused on observation of behaviours acrose a sang ty tained observers. tis assessment centre can be assertiveness, persuasive abiing snes BSSeSsed in decision making, sensitiviy to feelings, administrative abling: geen, em evel alertness etc. 'y, creativity and mental frst developed in USA and UK in 194 '8gers may come together to nce data on an individual group, derved tom a sureerns een Inmate supervisors, tam members, cusiomers poet an eh enee fas sell information on how an employee does aloo maybe ane wn? Tis tecnique is hihly useful in terms of brooder peropecive, erence ee. BI ys ret cerca oedback cach geri, Tater el TERS eal ebsites rien tte Se casita omen tos name ee RN iad acrtinj cists resect cae a feedback. PROCESS OF PERFORMANCE APPRAISAL "Aperformance appraisal, or performance review, is a formal interaction between an Employee and her manager. This is when the performance of the employee is sBssessed and discussed in thorough detail, with the manager communicating the Weaknesses and strengths observed in the employee and also identifying " Dpportunties for the employee to develop professionally. Here is the process involved “inperormance appraisal1. gatabishing Performance Standard Ins we Use as the base to compare i, a step it requires to Gene criteria to judge tne ee ™ANC® ofthe g iI OF UNSUCCESSful and the coe Petorm: ™pIOveeS, In sereurabeterms. employee docas eer Hd be clea 2.Communicating the standards kis he responsbilty ofthe management com 08 ofthe organization. The employes should be clearly explained. This wi what exactly is expected from them, ate the sanders cr beintomed dine qane | eee, | ‘employees s il help them t ‘3. Measuring the actual Performance feernigues of measurement, taking care that individual bice soy tance rather than interfering in an 4 Comparing the Actual with the Desired Performance Bi, il Paomance compared wth te dete ore tata | Batomance. The comparison tts the deviations inthe perfomance she enn Bie Sanderds set. The result can show the acualperiomance beingmmortes | ie desired performance or, the actual performance being less than te denny Peformance depicting 2 negative deviation in the organizational performance. It | Petes recalling, evaluating and analysis of data related to the employees’ Performance. § Discussing Results He result of the appraisal is communicated and discussed s« $e One basis. The focus of this discussion is on communication and listening. The BBSUls,the problems and the possible solutions are discussed withthe aim Bling and reaching consensus. The feedback should be given witha posi Betis can have an effect on the employees’ future performance the employees ongonna Fae ee rewaran remotone sre eed creer ta wa hey prove a structure where a manager can meet and digs, wan an employee sey alow @ manager the opportunity to provi ‘gpout their performance and discuss how ‘gecomplished. ie the employee with feedback well the employee goals were They provide a structured process for an em loyee to clarty ex cuss issues with their manager. moves fo cary expectations ang They provide a structure for thinking through and ‘nd developing employee goals. Planning the upcoming year They can motivate employees if supported by a good merit increase and compensation system ‘Dissdvantages of performance appraisals: 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. Itcan create a very stressful environment for everyone involvesego OF THE STUDY Seemuaton understand its aman capa oo rans wostres and arongh yy ae morgenizaton can achieve the omnis el No mmitual objectives ° » of diferent appr 4 mblectives,indivgoat nna ech Vidal objec SITUATION ANALYSIS & PROBL EN, DEFINITION Seedy nc eprtnorin cong Maga nn The performance of employees is rat The problems faced are: Limited Resources for Training Se fo" training is one of the chatenges facing Hum. Management. When training organization ‘zczommodation, travelling and this IBefinds to faciitate this. Thus, the ian. Resource Must have budgeted funds for Y and the organization may not have 'ave no way to gain competitive skile needs money employees hi Recognition of Human Resource Management Bisiness most companies don't see the need to employ human resource when they have a general manager Ichment and Downsizing ther challenges facing Human Resource Management is retrenchment and 12. When the economy becomes bad the companies are supposed to reduceyma Renenreh WOrK In Human Rego mpage avaible n HUMAN Resource Manave oat ethics Be peel serced on hel backorounde a ‘nd the employees dont snete get ch and be employed and therefore dont concent ore He1.2 OBJEC THY ES OF g. Tuy vance ABpraisal can be done with oy 2 lowing ob Hectives aintain records In order ca -— 10 determing | sdrvtue, Salaries raises, otc, aan eee 18808 of oy MPloye08 fp PlaC® 9h men on right od maintain and assess the potential 7 ; Potential presenta a person 5 for further g development nn ans 5, sores a5 2 basis fo influencing working habits of 1 employees, 6, Toreviw and retain the promotional and other training py rogrammes1.3 SCOPE OF THE PROJECT cof any performance appraisal should include the folowing: provide scope the pjoyeos with @ deter understanding of ther role and response; inn idence through recognizing strengths while identiying training needs to improve Improve working relationships and communication between supervisors woaknesses: nd subordinates; increase commitment to organizational goals; develop employees Int future supervisors; assist in personnel decisions such as promotions or allocating rewards; and allow time for self-reflection, sel-appraisal and personal goal setting.4.4 RESEARCH METHODOLOGY nirled obectve, and systematic gathering of information ration for the nis te © P ‘and understanding, mses w" _natnodl00 applied for the solutions to be found out ascarid out at Bombay dye 0. & bay dyeing Mfg. Co. Lid. to find out the "Performance CS ipposteroons® ng method is applied: foto primary D2t3: vey method by asking questions to manager, mary data wes collected through Su le. The questions were carefully designed by | enracors and other department peop! eters of my study. | taking into account the param ‘secondary Data: web sites, going through the records of the been collected by individual study. Orin other words we Data was collected from manuals, ta which has Forihe purpose other than those of ourparicular research jously forthe analysis and the results | ‘eansay that secondary datas the data used Prev \ \ siaken for the next process. J or someone else ‘organization, etc. Itis the da ‘are under1,5 LIMITATIONS OF PERFORMAN E {LACK OF CLARITY: APPRAISAL 2. APPRAISAL ERRORS: Usted sme eros like Halo, Recency, Contrast effcs, Rather i Rather biases, fs of oe chatter pean on MPOMENEN ron ot an /ee has few absences, his manager might give him high rates in all other area of oy Eateceneyeflect-heppens when a rather gives grater weight o recent occurence Ben appraising an employee's performance. This sort of eflec ie an undontondane fae enor Itmay not be easy for the manager to remember all events that hopbened lke for instance; six months ago. Contrast error ocours - 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 excelent ‘because of the contrast effect. Rather biases occurs - when manager values distor 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 “2ppraisal ifthe appraisal scheme is not properly designed , UNEQUAL PERFORMANCE STANDARDS ‘iffer from each other in the way they perceive things. What is good for some ibe bad for others. Therefore, managers have different judgments in appraising "employees. Managers’ attitudes to their employees differ, so different managersa aporaise the S2€ DeODIE quite ip spective and manipulative rently which Pras system 4 cULTURAL FACTORS, cate has profound Impact on the apprael sat wath the organizational culture, A system baseq ane M should be in consonance apenness would be non-starterif the organizational urea So eaten and pericpaive In 8 apprO8ch to other employee mines marian nd non perormance review system imported trom other on Poe satisfactorily. Their fllure is pa organization a rtly due to cult rely function ure differences, factor to look after. Pe Thus eu ture isa vialProfile of company | Q | Bomeay DyeInG The Bombay Dyeing & Mfg. Co. Ltd Polyester DivisionjwtRODUCTION OF BDMC (Po) ye. 1 adie U0: Ft Ventre 250 year, ER Division): Marine Construction - Started in 1735 ‘nd have buit 355 Vy, esses, Matidrectonsl Chemicals, Awo-anitary weigh Plantations, Foods, Consultancy, architecture ee et Sana products, ure, Real Estate 20 Manufacturing facilities have made Group Coy eesnaide. P Companies, market leaders in Recently the group has also ventured inthe Aviation fe Generation Staple Spinning System). NGS: the world and is being adopted for the fi the most flexible and the large plant, built with future in mind and wil be te lotr technology. The melt conditioning process is such that diferent products (e.g, Som "ill bright) can be processed simultaneously out of several spinning machines, even i when they are produced from a single polymer plant. The use of captive raw material _ROPSF processhas the advantage ofa dedicated source of aw materi ais purest | Polyester Division of The Bombay Dyeing and Manufacturing Company Ltd has come __toexistence since April 2006, after a major decision to goin for downstream integration ofthe erstwhile DMT plant in operation since 1986. Technology for polyester has been fom MIS Invista Performance Technologies & Engineering assistance from M/S _ Chemtex International Inc. USA. The organization is engaged in large base of ‘customer catering to a variety of requirements of domestic & international polyester ‘customer with products line polymer chips, commodity polyester staple fibre & _ Specialty fibre like optical bright, black ¢psF PLANT + Capadty: 450 Tons PSE and o 0 Tons PET cp + Product Range: Alliypes of Polyester Staple Fibre a omni dull PET CHps, Mardarde of Safety, concem poem for Environment and + Maintains high EnergyConservation measures, + Accident Free Days: 1818 & Fre Free days: 908 ' on 2919) * WEARE: 180 £001:2000, 180 +4001:2004 & OHSAS 180001:2007 « Cerified Company. HISTORY OF WADIAS' GROUP OF INDUSTRIES The wadias first venture, over 250 years ago, was in the area of ship building; more than 355 ships were designed and built by the Wadias including men-of-war for the British Navy. It was on one such ship that the American National Anthem was ‘composed, and on another Wadia built deck that the ‘Treaty of Nanking’, sending Hongkong to England, was signed. 6ing Mills Began operation, er ie ieeee PerHCom In 9003 a, pefindustlzstion bo the 166 Contry: rays" ™0 SP eran teas of business. In 1879 an Grew, an pila Bs ore Hr oY Was nent ony oan op f re Ngcotton port. {WAS at this time wt oto that Mr. No "wor wsnrooming textile INdUStry. On Auguet 95,4, po !® Wada set hig operation. HEE, COON yarn spun ny WAS dip dyeg by han iaiie. yeen and orange-and Ia seers 00 9 Worend lad out nthe sun ry opportunities Ipesteabeoinin er 8 company tat wasn gr 9 ve dina’ lar99St producer of textiles. Along te gaye ot ewe 189 one pombay Dyeing has spawned dozens of other eeebon are Tees gaara wih word leecers, Such companies have pone 2 24 Manca encom wnn ena ce eee 1 ew Fields. was more thon Be eee POTN 7,2 ocy was born aese, fie e010 one of India's most respected, eon Bombay Dyeing was incorporated in the year 1879, short span of time created a name for itself in the textle business. The chaimman of Bombay Dyeing at present is Mr. Nusli Wadia. The financial results forthe quarter ending on 30th June in the. Technology used in Bombay Dyein, The technology applied in the production process in Bombay Dyeing is of international Standards, Regarding the weaving facilities, the technology used is ftom one of the ‘Most technologically advanced company of the world, Sulzer. The automations used ‘in weaving, spinning and winding by Bombay Dyeing are like Sulzer Projectile Machines, Sulzer Air jet Machines, and Schlafhorst Auto core Rotors, Auto Comer Winding Spindtes and Schweiter CA-11 Spindles. The Wadia Group is mutiirectional with interest in 2Agro-products, Food, ais, and real Estate. ts 19 img : o citizen, it also has 2 ir ae ece8 be : ie « 198 2 hospitals in bh eaeee pune. Recently the GrOU also ventured in yn me AN One education rs of textile leadership. It ranks among lense’ O¥8ING (BOMC), where nee @ leading manufacturers an i sn synthetic fabrics and produces 300,000 nen nie jo aay is one of the largest exporters of fabrics: cot (a0"8 and TEM of yz I org Setar mere rece se OTN tet gn be Sie Sone ma ingeani peace aha cetera significant in both, domestic and export markets are _ foo a Satin Furnishings & Yarn dyed fabrics Dobby and Fine Count made-ups * Down proof Shells and Comforters + Towels, Table Tops and Napkins 282.2 ORGANIZATION cHart Chairman oa ara Disc OSes Manager ioral (ee) ea)jenefits Given by the Br ¥ the Company Free transportation from Dadar /7 "ane KalyaniPen/ Kop + sett 008 Schlas 6 Emporeg, subi "Y808 children under C, ft oro & Pant 4 Giton Safety Day + Award for "Adaonal Qalifcaton*obiaingy Ned while in Service Employee Relations + Registered and Resoonzed ital Employees Trade ae Union wih 25 years «+ of standing. No poliicalafiation = B GemPeny Proves of, tme-oh/ Genera Shit reporng a ena ePoring as and when + required for union work, to members. Comm scare Committee members believe in work ‘+ Opportunity or 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 Jr harmonious Indust ania pamonious | "oations, ponte afore oy on ppt * & rom efaniain good housekeeping Prompt senate | wre security of plant, service | vewit offer iferentiated PSF speci | wy and create value forthe customers areas ae S676 In a | ea economicas | mission we wil decommeodiise Our PSF business an ros Tr PN ice. ret ty ta | 2 Administration - looks after office services like typing, photocopying, procurement & supply of stationary to user departments, acquiring & supervision of contract ‘services lke air conditioners, photocopiers, housekeeping at plant, overseeing supply of contract manpower as per requirement of user department, garden maintenance, __tpkeep of housing colonies, ete. _ 3. Security - ensures overall security of plant & its equipment, checking movements. gaming & outgoing vehicles, control over personnel visiting the plant, maintain with law enforcing authorities, watch labour activities, law 8 order situation &sce management is the mar i management “ ee. of omployec's 7 320 “ de, creativity, ablity etc diferent tore nn mnomedae \ é vase eet sat ued or dentin tal mvement. They ere labour managurent (ibe kdmieaan ya nee ranagament TIaHOnsh, employee employer rel lations hip, industrial Pang, human caplal manegement, human easent nt management ete anagement is that part of mani ‘agement concern 'ed with people at work and \ a Mrelatonship within an organization, i ts aim is to b ring together and develop - nization ir efecve organization the Men and women who mak ids for the well-being of the individ esueiier tee Si ual and of workin 19 GF0UpS, to enable rege" Tomake ther best contribution tots success, Human Resou! -efectve utilization of Resources finan resource management ensures the effective utilization of resources. Backes how to utlize human aa resources oo tl fw gras ae ‘atieves. organization aiming to utilize their resources efficiently invites the HR tto formulate required objectives and policies. department +2 Organization izational structure nt, It defines and assigns the task erganizaion. The task is to be performed within the given gosiions, rights and duties, accountability and responsibility, raonships. The human resource management system provid ‘sfomation too timely and accurately. nal Structure defines the working relationshi for each employee working in the constraints. It also defines and other working jes required ip between employees and favorable environment for employees that rk creatively. TO develop personality of organizes a taining and development nt of Human Resources: 3. Developme! management provides Human resource eople working in organization can WO employees, human resource management campaign. 4. Respect for Human Beingsax importance of Ruan resource phe erator each employee, Huma [enter facittates employee som 902 ig tendency develops that wit ven 8" approg result o ate Anizational c ene Manage .Goal Harmony resource management brid ywnen id9es the exganizational goal-thereby resulting into a goo, one between individual Serea wi ne wing art S22! Farmony gor amar ‘gemployee Satisfaction resource management provides a series : eres of facilities Mipoyees for thelr career development. This esas no” ont coPrunies to 10 Job satisfaction and - eommitment. 7.Employee Discipline and Moral 4uman resource management tries to promote ce managorrent ties o promete emplayeediscisine and moral trough lealthy and friendly working environment performance | frappropriate work design and assignment of jobs. ‘Organizational Productivity | Human resource management focuses on achieving higher production & most giedive utilization of available resources. This leads to an enhancement in | organizational goals & objectives. ‘Atypical Human Resource Department is carries out the following functions: for the future and finding out how 1, Manpower Planning- It involves the planning ind what types of skils ‘many employees will be needed in the future by the business a planning should they possess. rtment is also involved in designing recive vacancies. A job analysis 's Job analysis and Job description- HR Depat s, responsibilities, necessary _the Job analysis and Job description for the prosp' _ the process used to collect information about the dutiesjen a en Ba pooded fom a positon, reqapen eM, mone eet Bona are wt fee’ ‘and co-workers of a parti tical Sr atta contibutons sey onan a Patcular oh ON of canaant 8 and ent ofa part sformance Appraisal- Once the em, fo initiate their performance on a r appraisals: ployees are recrul ited, hos Training and Development: HR department is con fhe employees of the organization. In order to improve te cece 2 watch over enployees they training have to undergo regular trainings and dogo oH [Altainings and development needs are carried out by ee a root felulon the jo or off the jb training. Find more infomatenen sons 7, Employee welfare and motivation- Happy employee arganizaion. HR Department conducts various employee welfare ssivaes ain right include employees get together, annual staff partes etc. HR depariment ico reviews organizational policies and its impact on the motivation of th employees | | BO cis ssiig lan pisyeatale tein neee iiciepartnontis.the. irk 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 ine manager and see that the organizational policies are being implemented in a proper ‘manner. Disciplinary action can be initiated against employees who are not folowing ‘organizational rules and regulations. All these actions are conceived and implemented by the HR department.pe 3.1 Theoretical Background penned! OF THE PERFORMANCE APpRAag, ati the process of making an assessment rns ee oyoes of an organization, Oneas ae on and given the necessary training, the next ae erzerace perodcely. Such assessman wou yey tt? erertomence apprise Ie alo Known’ hes of wt 8 “merit rating” or “eth factors are given weight age in eval YSTEM: uating the performance and process nt OF co-operation with ealesgere nd 2. Quality of work 4. Aptitude 6. Discipine 8. Honesty 10. Crisis management, etc. Performance appraisal to perform: development: In fact, performance appraisal, recent oo as ees, ies and development. peerters= a Save it is a departure from the ' traditional and Sa rons a ‘development aspect of the employee. Therefore, pea ne rence " alysis and development isto analyze the present povornaies eo ‘employee ‘rom multiple vewpoin', pec ie prea we A Suit Pane | is also a technique of Te eet 1" | Performance appraisal op i formance analysis Infrastructure Engineering Pvt ‘ y caren sn fro aoe ee terocteloeely wih hie super TRE neato partic the subordinate to interact ya od ve ps ‘subordinates learn from his superio ent education vs Tn Process becomes @ training/devel noe ee fe ieee appraisal is closely related 10 HRD. In formance ‘employee development.2 Do you think performance appraisal helps people set and achieve meaningful goals. a. Yes b.NoYee = Nona.atBombay Dyeing ea “am Work ty to work IN BTOUP FOF achioving wave and SUPPOTtING the follow mon os in sharing required int bie nform Nation trae) ante colaboratively with most grou ne we agement ponge agement: ia own time use, identifies common “ime stealer BEties wits en appropriate Sense of what is most i nSUre accomplishment 8" and act to reduce these. important and plans with an ‘appropiate and realistic sense ofthe time demand involved Motivation and Inspiration: The ability & skill at enhancing others’ commitment to their work and helping them perform their best. ‘Genifies 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 abilty to notice, interprets, and anticipates others' concems & feelings. Relates, well and can manage relationships with people of all levels and builds appropriate ‘port with intemal as well as external customersordinates mart. 8 nstrates ability to proactively om tvely bu & main 1 well @8 outside the =" GOO rota pte #8 tside the organization ig mshibs Wh bec ment even in high pressur oreachabte environment situation, & maintains good 3941 FINDINGS OF THE RESEARCH e1npoy#O8 are AWArH OF Ihe port yin wo of Hho eInployaes that the stern followed in the organization nro ‘hor strengths and weakne * in identifying42 SUGGESTION no peromence appraisal document periodical paves rowress THe Performance appa Yat least quarter, troughs we consldates employee performance i ecumerte ust dc \ te ret Information in g estan \ Hes peromance @PPraisal report provides one Spot. The year to \ « iscussions all_ ye; 8 running. recon smerce year. Nt offers @ pict en omplovee rerotents 27 POGTESSTOUHOU the yea ture of the employee's ‘ 1 feedback to employees regularly-not justin the annual perk tpeybecome big- lske the Discussion Two-Way Engage the employees in a two-way discussion whenever their performance is the spi. You can improve performance appraisals by involving the employee in the ésussion all year long. Then the official performance appraisal day is just an ‘extension of the normal performance discussion. ger is Effecive performance appraisals are never a talk by a manager. If the mana ‘aking even half the time, the performance appraisal is not a two-way conversation. ifs a lecture, Make the majority of the conversation positive, reinforcing, and developmental for the employee. After all, i'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 ove ‘employees a copy of the actual form before the performance appraisal meeting. US° these sample develop an effective self-evaluation form. questions to9 ©F score, and ut the form prior t ee Seeing 4U9 nto their Positions and points mga” 3 eens oe ployees tof out ay do ©9008 1b te manager wil Sn. nis eommnate ty rag ives at ing with ideas jotted down on the fom he eens aaeatn thor so-appraisal filed out and then the discussion tomers mPaNee discussion begins, . a" i hocessful accomplishments, You can use these five ideas immediately to improve your performance appraisals. performance appraisal document periodically, atleast quarterly, throughout the year to assess employee progress. The performance appraisal document is & tefl discussion starter. It consolidates employee performance information in one fpot, Tho performance appraisal report provides @ running record of employee perornance discussions all year. It offers a picture of he employee's ‘accomplishments and progress throughout the yer. Use the Provide Regular Employee Feedback .e annual performance appraisal. ployees regularly-not justin th back (particularly millennial employees) and effective feedback. Managers get more Provide feedback to emi day for employee ..and they nip problems before Employees like regular feed! managers take time every comfortable with feedback, better at giving they become big. 2Performance. aj on al Seas i eno te 0 Pbrasal day Te pet we performance appraisals are never a tal Se oe na the time, the performance Sui by aman wR eae. Mako the msjoniy of the conversation pe cmo-wey conversation, Jneopmerial fOr the employee. After all, it's his or h oY Positive, reinforcing, and her stage don is 1 correc seenoloye Se-Aoprasa to Set the Stage ager. the manager is wemence appraisal. Far too many managers give Cae moe a ‘effective self-evaluation form, a ee develop 2” Jpn worst cases, both the manager and the employee fil out the form pot othe the employee a grade or score, and then, arrive at the performance meeting, give Tppraisl meeting dug ino their positons and points of view 1ers tell the employees to fil out heir performance appraisal, b, the manager will sign it. In this recommendation, the fown on the form; the employee Even worse, some manags and if they do a good jot franager arrives at the meeting with ideas jotted < tomes vith their self-appraisal filed out and then the discussion beains. Effective Performance Appraisal Trusts Employees to do the right thing if they know An cffective performance appraisal trusts employees ‘ance goals is critically important, ‘what the right thing is. Consequently, setting perform swith the employee isthe most important factor of all but how you set the goals reinforces the employee's the goal. The performance 2pPr2! bility to plan and implement the isal must support and Set goals in a way that steps necessary to reach strengthen43 CONCLUSigy guards DOING AECL Hnked ag fe appraisal assumes mance PP uimost hievem Mt of ob im importance. 1, vt nas BOM PTOFSIONAly dong The rental en Med and it ig tion is the responsibiit ity of each nd eve ery is important too! to use to infue ie : fe fluence employees mes tant as it gives an opportuni formal pero rporant 081 Spportunity to get an overall view of pean ga development It courageS systematic and requar yy Perermance and fo tsure. 00d PeHFOTMANCE reviews therefore a mine future performance, 2" Jt stocking and panning ‘n't just summarized 44.4 REFRENCES 1, https://bombaydyeing.com/polyester contact. htmi 2. https://www.justdial.com/idmart/Raigad- maharashtra/Bombay-Dyeing-Manufacturing-Co-LTD- -Patalaanga-Industrial-Area-Patalganga/9999P2145- 145-180420114658-P1Z5 BZDET/cataloque 2145-~ ENS PIES _BZDET/catalogue