Elements of a Fulfilling and Successful Database Adminstrator

Elements of a Fulfilling and Successful DBA My objective is to achieve a senior-level Database Administrator position for a leading provider of technology services in support of the US government. After gaining ample experience, I plan to capitalize on my technical expertise and work as a freelance consultant. Economically speaking, technological advancement has been a major cause of job displacement, however, automated ‘machines’ require technical knowledge to design, develop, implement and maintain. Consequently, IT-related positions are still in high demand. The Database Administrator role includes the development and design of database strategies, system monitoring and improving database performance and capacity, and planning for future expansion requirements. Database Administrators often plan, co-ordinate and implement security measures to safeguard databases. In addition to completing my educational goals, I would supplement my knowledge with industry specific certifications that would illustrate my skills as a leading prospective candidate. This particular position utilizes my previous work experience and technical expertise while employing my greatest strengths. Although education and experience are key to being successful at your career, overall satisfaction and longevity are equally vital. Although work experience is often times used in lieu of a degree, acquiring my bachelor’s degree is one of my short-term goals. I’m sure that doing so will also allow for

Finding Nemo Themes In The Film Finding Demo - 841 Words

It all started with one fish who decide to touch the  ¨butt ¨. One fish at school got challenged to swim out and touch the bottom of a boat. With no fear in mind, Nemo went and touched the boat. Nemo thought he had an easy victory when something happened and changed his life forever. Nemo is the son of a brave dad named Marlin. Marlin suffered a miserable loss of his wife and all their children. Nemo is the only family member Marlin has left so Marlin pledges to keep Nemo safe at all costs. In the film  ¨Finding Nemo ¨ the author Andrew Stanton uses good and evil through the journey to criticise how we as humans value the love we have for are family members because we share a strong bond with the people we enjoy. In the film Finding Nemo,†¦show more content†¦Marlin arrives as Nemo is on the quest to touch it when Marlin yells, â€Å"Nemo get your fins back over here right now you are going to get hurt†. Nemo stops as he gets to the boat and hollers back, â€Å"Watch me†. Nemo touched the â€Å"butt† and slowly starts to swim back to the school when a mesh like structure circles Nemo. Instantly Marlin shoots out to the open sea not thinking about his phobia of being exposed in the open water, because the only thing he is thinking of is saving his son. Nemo frantically swims in circles not knowing what to do yelling out â€Å"Dad help me, Dad!† It was too late because by the time Marlin got to the scene Nemo was taken into their boat and the boat took off for good. Marlin tried going after the boat but he was no match compared to the speed of the boat. This gives Marlin a sense of evil towards the boat and slightly towards his son. While Nemo was in the boa t getting taken away he realized that he should have listened to his dad realizing that his dad gave him a good life lesson. During the main action of the film when Nemo is lost at sea, Marlin is frantically on a long Journey to find his son. Marlin has no hope in finding him but he keeps a good mindset on the way. Marlin goes to the bottom of the sea asking every living thing in sight if they have seen a boat pass by them. Not one fish nor morsel wanted to help Marlin. When Marlin was at his breaking pointShow MoreRelatedProject Mgmt296381 Words   |  1186 Pagesstandard for accountants, passing the PMP exam may become the standard for project managers. Some companies are requiring that all their project managers be PMP certified. Moreover, many job postings are restricted to PMPs. Job seekers, in general, are finding that being PMP certified is an advantage in the marketplace. PMI recently added a certification as a Certified Associate in Project Management (CAPM). CAPM is designed for project team members and entry-level project managers, as well as qualified

Corporate Governance Framework Of Practices †MyAssignmenthelp.com

Question: Discuss about the Corporate Governance Framework Of Practices. Answer: Corporate governance: An Overview In the modern era of global competition where there is lack of economic certainty, it is imperative to understand the role played by the business corporations. The framework of practices and rules by which a board of directors through which board of directors exercises control or direct the company, is known as corporate governance framework. In other words, corporate governance refers to the relations and the processes by which a corporation is directed or controlled by the directors of the company (Rao and Tilt 2016). An effective corporate governance framework aims at striking balance between the interests of several stakeholders of the corporation. The market-oriented economy and globalization are significant factors that make corporate governance quintessential for the corporations in the modern day. Corporate governance: Concept and significance in corporate sector Corporate governance refers to the approach in which a corporation is governed. It is a technique or a mechanism that is used by the directors to govern the company. The corporate governance framework refers to the interaction that takes place between several participants including the stakeholders, shareholders, management and the board of directors of the company. An effective corporate governance framework is significant in a corporate sector as it assures the providers of finance of receiving a fair return on their investment. It does not distinguish the tasks or functions of the managers and the owners rather ensure that their functions are harmonized. Further, the framework of effective corporate governance ensures accountability and transparency of the corporation towards the stakeholders as well as the shareholders of the company (ArAs 2016). The concept ensures that the rights of the shareholders are safeguarded and that functions are carried out in the best interests of the stakeholders and the community altogether. Good corporate governance encompasses both institutional and social aspects that encourage a corporation that is trustworthy as well as ethically and morally upright. ASX Principles and Recommendations Purpose of ASX Principles and recommendations In order to promote good corporate governance, the ASX Corporate Governance Council has set out Principles and Recommendations (Principles and Recommendations) in 2003 as minimum standards to be followed by the corporations in order to achieve good governance outcomes. The Principles and Recommendations have been stipulated in accordance to the ASX Listing Rule 4.10.3 that required the listed entities to either publish on its websites about the principles and recommendations that it has implemented in its practice or include the same in the annual report of such listed entities (Clapp and Rowlands 2014). However, the Principles and Recommendations are not mandatory but the Board of Directors are not obligated to adopt such principles but they are required to provide explanations if they do not adopt such principles and recommendations. The ASX Council stated that different types of entities might legally adopt various governance practices depending on their complication, size and corporate culture resulting which the ASX Principles and Recommendations do not endow with any corporate practices that is binding upon the listed entities to adopt. ASX Principles and Recommendations: The Structure The structure of the ASX Principles and Recommendations includes eight essential principles that are necessary for corporations to achieve good corporate governance outcomes: It is essential for a listed entity to act ethically and morally; It is essential for a company to include formal and rigorous procedures for safeguarding and verifying the validity of the reports of the company; A listed entity must establish and disclose the relevant roles and responsibilities that are conferred on the Boards and management of the organization. The entities must ensure that such responsibilities are subjected to regular monitoring; It is necessary for a listed entity to compensate to the director for seeking the attention of highly experienced and qualified directors and senior executives for ensuring that the interests of the security holders are aligned with such directors and executives; An effective risk-management framework must be established to conduct a review regarding the efficacy of the corporate governance structure from time to time; A listed entity must ensure balanced and timely disclosure of all the matters that must be disclosed which any prudent personality would otherwise anticipate to have a significant effect on the price or worth of its securities; A listed entity must comprise a board that is of an appropriate work, skills, size and obligation to facilitate the Board perform their obligations effectively; If not, why not approach The ASX Principles and Recommendations persist to ensure that all the listed entities are bound by the governance practices adopted by the corporations. Since the Principles and Recommendations set out by ASX, do not mandate the governance practice that is appropriate for the type of listed entities, it is entirely dependent on the Board of Directors and body that is entitled to discharge legal responsibility on behalf of the company with due care and diligence. Thus, good corporate governance framework ensures that the corporation has appropriate governance arrangements (Crane and Matten 2016). Under the Principles and Recommendations, if the listed entity board considered that any of the Principles and recommendations is not appropriate for any specific circumstances of the corporations, the Board is not under any obligation to adopt any such principles or recommendation. However, if the Board of Directors of any listed entity did not adopt the recommendation, it was obligated to provide justification for not adopting the same. This procedure is known as the if not, why not approach where if a listed entity does not adopt any principles or recommendation set out by ASX, it is mandatory for explaining why the company has not adopted the principles or recommendations. The advantage of this approach is that it enables the company to provide sufficient information about the governance arrangements of such listed entity in the market so that security holders and other stakeholders in the investment community can have a conversation with the board regarding such matters. Again, such information shall assist the security holders to consider such factors while voting on particular resolutions (Liang and Renneboog 2017). The investors should also consider such information while determining whether investments should be completed into the securities of the business entity. Thus, this if not, why not approach is crucial to accomplish the operations of the ASX Principles and Recommendations in the business practice of the corporations. Monitoring of implementation and change in ASX Principles and Recommendations Good corporate governance practice should be developing and be open to all the information needs of the international as well as the local investors. The ASX Corporate Governance Council is responsible for conducting regular review of the Principles and Recommendations for ensuring that such recommendations or principles persist to remain relevant to the business practice, thus, taking into consideration of the international and local developments for demonstrating persistency in international business practice. The ASX Council encourages investors and companies to provide feedback either to the ASX Corporate Governance Council regarding the impact and implementation of the Principles and Recommendations directly or through one of the member body of such ASX Council. The ASX Corporate Governance Council shall go on with the review about the consequence and the implementation of the Principles and Recommendations along with examination of disclosures that the listed entities make in their annual reports considering the feedback received from the companies (Lorek and Spangenberg 2014). ASX Governance principles and Recommendation: The Evolution The principles and recommendations related to corporate governance have been subjected to significant modification since its inception in 2002. The ASX Council released the first edition of the Principles and Recommendations in 2003 followed by its second edition in 2007. A new proposal on diversity and composition of the Remuneration Committee introduced in 2010 was incorporated as amendments to the second edition of such Principles and Recommendations. In regards to the third editions, significant changes have been made with respect to the description of the 8 Principles and the Recommendations stipulated by ASX. However, no amendments or changes have been made with respect to the description of corporate governance, which remains intact as it was in the first two editions. Further, in regards to the current edition 2014, a principle-based approach is maintained which emphasized on the outcomes instead of the process (Poulton, Barnes and Clarke 2017). The latest version is flexible like the previous ones, which is evident from the fact that it permits listed entities to adopt various practices to achieve good corporate governance outcomes as per its composition and size. Relation between the ASX principles and Listing rules According to the Listing Rule 4.10.3, every listed business entity must include its corporate governance statement in its annual report or on its website. The corporate statement must talk about the scope of the implementation of the ASX principles and recommendations during the period when the report is made. The Listing Rule is related to the ASX Principles as Rule 4.10.3 refrains from obligating listed entities to adopt the governance practices that is not suitable to their business practices. However, applying the if not, why not approach the entity is free to adopt any governance practices appropriate for their business practice but must explain reasons for not adopting such principles and recommendations in their business practice. Implementation of corporate governance principles: Disclosures The Principles and Recommendations proposes that any information related to the business entity shall be disclosed in the annual report of the company as is also mentioned under Listing Rule 4.10.3. The business entity must mention about all the recommendations and principles in the corporate governance statement that it follows in its practice. The listed entity must also mention about the policies and practices that a company follows while carrying out its business operations. If eh corporate governance of a listed entity is not provided in its annual report, the entity is required to serve a copy of the corporate governance statement to the ASX Council (Andriof and McIntosh 2017). ASX Monitoring of Corporate social responsibility The Corporate Social Responsibility is the obligation of a company to be accountable to its key stakeholders while carrying out its operations with the objective of attaining sustainable development from financial aspect as well as from environmental aspects. The corporations shall be benefited with an effective corporate social responsibility framework, as it would improve risk management resulting in balanced management decisions that carries out better business operations (Larcker and Tayan 2015). The Parliamentary Joint Committee (PJC) on Corporations and Financial Services Inquiry recommended that ASX Recommendations on governance should be lengthened to include reporting guidelines on CSR sustainability. The ASX asserted that Principle 7 of the Principles and Recommendation set out by the ASX Council deals with Risk Management. The changes proposed entail corporate social responsibilities that should be considered within the Risk Management framework. The incorporation of CSR within this Principle shall ensure welfare of the community and best interests of the stakeholders. The implementation of the Principles and Recommendations guarantees diversity and ensures that the work environment provides the employees with the accessibility to benefits, training and opportunities. Therefore, the essential elements of corporate social responsibility includes a business practice that entails welfare of community and the stakeholders which are successfully achieved through the Principles and Recommendations set out by the ASX Council. Hence, the monitoring of corporate social responsibility could be effective if the ASX performs the same, as it would be a part of the implementation of its Principles and Recommendations. Need for ASX Principles in Non-listed public companies ASX Corporate governance principles can be useful to non-listed companies for its success and long-term survival. The principles and the recommendations enable the non-listed companies to maintain professionalism in its decision making process, giving them access to variety of expertise (Clapp and Rowlands 2014). Further, the shares of the unlisted entities cannot be liquidated thus, making it risky for the shareholders and financiers to make investments in such entities. This risk can be reduced with a proper governance framework that ensures the investors that investments are safeguarded and well managed. Conclusion There are certain limitations associated with corporate governance like higher administration expense, increased costs etc. However, an effective corporate governance framework within a corporation can enhance its transparency and accountability towards its stakeholders and the community altogether. The most important purpose of implementing the principles and recommendations of governance is to achieve the profit-earning objective of the entities as well as to ensure paramount interest of the stakeholders and interests of the community. References Andriof, J. and McIntosh, M. eds., 2017.Perspectives on corporate citizenship. Routledge. ArAs, G., 2016.A handbook of corporate governance and social responsibility. CRC Press. Carlos Pinho, J., Paula Rodrigues, A. and Dibb, S., 2014. The role of corporate culture, market orientation and organisational commitment in organisational performance: the case of non-profit organisations.Journal of Management Development,33(4), pp.374-398. Clapp, J. and Rowlands, I.H., 2014. Corporate social responsibility.The Essential Guide to Global Environmental Governance. Routledge: London, pp.42-44. Crane, A. and Matten, D., 2016.Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press. de Villiers, C. and Alexander, D., 2014. The institutionalisation of corporate social responsibility reporting.The British Accounting Review,46(2), pp.198-212. Du Plessis, J.J., Hargovan, A. and Harris, J., 2018.Principles of contemporary corporate governance. Cambridge University Press. Kent, P. and Zunker, T., 2015. A stakeholder analysis of employee disclosures in annual reports.Accounting Finance. Korschun, D., Bhattacharya, C.B. and Swain, S.D., 2014. Corporate social responsibility, customer orientation, and the job performance of frontline employees.Journal of Marketing,78(3), pp.20-37. Larcker, D. and Tayan, B., 2015.Corporate governance matters: A closer look at organizational choices and their consequences. Pearson Education. Liang, H. and Renneboog, L., 2017. On the foundations of corporate social responsibility.The Journal of Finance,72(2), pp.853-910. Lorek, S. and Spangenberg, J.H., 2014. Sustainable consumption within a sustainable economybeyond green growth and green economies.Journal of cleaner production,63, pp.33-44. Poulton, E., Barnes, L. and Clarke, F., 2017. The labyrinth of international governance codes: The quest for harmonization.The Journal of Developing Areas,51(3), pp.425-435. Rao, K. and Tilt, C., 2016. Board composition and corporate social responsibility: The role of diversity, gender, strategy and decision making.Journal of Business Ethics,138(2), pp.327-347.

Quotes from One Flew Over Cuckoo Nest free essay sample

He wanted to know who was the one in charge; the leader of the loony’s, the craziest out of all of them. McMurphy has a personality of a leader, he wanted to know who was in charge so he could’ve taken his place in a way. Chapter 4: â€Å"She appraises them and their hate for a month or so then lets them go because they don’t hate enough. † Page 26. In this quote, Chief Bromden is talking about Nurse Ratched choosing her aides, the black boys. She evaluates them for about a month, and when she sees that they don’t hate enough, she lets them go. The more they hate her, the more capable they are of working for her. She taught them her techniques and maybe them almost as bad as her. Chapter 5: â€Å"I can’t help it. I was born a miscarriage†¦ I was born dead. † Page 49 In this quote Pete Bancini is talking to the whole ward. We will write a custom essay sample on Quotes from One Flew Over Cuckoo Nest or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page He suffered a brain damage when he was born. It happened during the meeting, Mr. Bancini started saying how tired he is and then he was saying that he was born dead. He said that he’s been dead for fifty five years. When he says he was born a miscarriage, it automatically makes me think that he was born to early, thus he got a brain damage. Not every child that is premature is unhealthy or sick. But since they’re so small, they have more chances of being sick then the healthy babies. Chapter 5: â€Å"I’m a gambler and I’m not in the habit of losing. † Page 66 This quote is said by McMurphy, to the patients of the ward. He bet with the patients that he can make Nurse Ratched lose her temper within a week. When someone is a gambler, it’s a part of their life, they can’t really stop. So when an offord is giving to gamble they do it. And when McMurphy says that he isn’t in a habbit of losing we already know that by gambling so much he tends to win. Part 2 When it comes to discuss McMurphy as a tragic hero it’s debatable. Some can say that he isn’t really a tragic hero because he entered the institute thinking that it would be more comfortable then Pendleton Work Farm, where he was serving a six month sentence; he also gambled with the patients, who obviously don’t know any better, and always wins, it was always for his benefit. In my opinion, McMurphy changed a lot in that hospital; he showed emotions that stunned the patients in the ward. As Chief Bromden explains, McMurphy represented a lot of things that clashed with the the â€Å"rules† of the ward, which were controlled by Nurse Ratched. McMuphy was like a God, an Idol, when he took those patients out on the sea. He showed them in a way, happiness, something different from what they used to see. He helped Billy Bibbit get over his stuttering by getting him laid, and defended George when the aides wanted to soap him. But what really made him a tragic hero was his last rebellious act; the sacrifice, he attacked Nurse Ratched, tried to strangle her. That left him getting a lobotomy which ended up leaving him as a vegetable. He did all that for the benefit of the patients. He started sane and powerful, and in the end ended up being a vegetable.

Performance Appraisal System Essay Example

Performance Appraisal System Essay Example Performance Appraisal System Essay Performance Appraisal System Essay â€Å"A STUDY ON PERFORMANCE APPRAISAL SYSTEM† DONE FOR â€Å"BAJAJ FINSERV LIMITED† PROJECT REPORT Submitted in the partial fulfillment for the award of MASTER OF BUSINESS ADMINISTRATION Submitted By SOFIYA TARRANNUM (Roll No- 2128-11-672-018) Under the guidance of ASHARA ANJUM HYDERABAD PRESIDENCY P. G. COLLEGE (Affiliated to Osmania University Hyderabad, and approved by AICTE. DECLARATION I here by declare that the project work entitled â€Å"A STUDY ON PERFORMANCE APPRAISAL SYSTEM†, submitted by me under the supervision of, ASHARA ANJUM, Department of MBA, HYDERABAD PRESIDENCY P. G COLLEGE. HYDERABAD submitted for the requirement for the award of the Master of Business Administration of OSMANIA UNIVERSITY and it is entirely original and has not been submitted earlier by any one for any Degree or Diploma. PLACE: HYDERABAD DATE: (SOFIYA TARRANNUM) ROLL NO : 2128-11-672-018 CERTIFICATE This is certify that the project work entitled â€Å"A STUDY ON PERFORMANCE APPRAISAL SYSTEM† is bonafide work done and submitted by SOFIYA TARRANNUM, in partial fulfillment of the requirements for the award of the degree of â€Å"MASTER OF BUSINESS ADMINISTRATION† in â€Å"HYDERABAD PRESIDENCY P. G COLLEGE† (Affiliated to Osmania University, Hyderabad and approved by AICTE, during the year 2012-2013. ASHARA ANJUM ARSHAD UR REHMAN Project Guid Head of Department Hyderabad Presidency P. G College Hyderabad Presidency P. G College Hyderabad-500089. Hyderabad -500089. ACKNOWLEDGEMENT First of all, I think almighty god who has blessed me all through my life. I wish to express my sincere indebtedness to our principal, prof. ARSHAD UR RAHMAN. HYDERABAD PRESIDENCY COLLEGE. My profound thanks and deep sense of gratitude of , Head of the Department, HPC for his valuable support and encouragement . I express my sincere thanks to my guide, ASHARA ANJUM, associate professor for their valuable guidance and suggestions and being instrumental in having shape to my project work. I would like to thank entire faculty members in Hyderabad Presidency p. g college. for their support and inspiration for successful completion of the project they were the most caring and the best critics during the course of y project and enabled me to be creative and multi-dimensional in my approach. I will remain always debited to them. Last but not the least, I wish to acknowledge with gratitude for the support and encouragement extended by my family members for the successful completion of the project. (SOFIYA TARRANNUM) EXECUTIVE SYNOPSIS HYDERABAD PRESIDENCY P. G COLLEGE A STUDY ON PERFORMANCE APPRAISAL DONE FOR BAJAJ FINSERV LIMITE D. NAME: SOFIYA TARRANNUM UNDER THE GUIDENCE OF ROLL NO -2128-11-672-018 ASHARA ANJUM TABLE OF CONTENT TOPICSPAGE NO. CHAPTER-1 INTRODUCTION 9-16 RESEARCH METHODOLOGY17-19 CHAPTER-2 LITERATURE REVIEW14-25 CHAPTER-3 THE COMPANY/ ORGANIZATION/ SYSTEM26-43 CHAPTER-4 DATA ANALYSIS44-68 CHAPTER-5 FINDINGS,SUGGESTION CONCLUSION 69-74 BIBLIOGRAPHY76 QUESTIONARE 77 LIST OF TABLES AND GRAPH Sl No. FiguresPage No 1. Project Goals are different from functional Goal45 2. Position on the basis of performance46 3. Scope of using the innovating skills in making Decesion47 4. Percentage of Target matching with Goal48 5. Discuss personal problem with superior49 6. Superior contribute to see their goal50 7. Methods of appraisal51 8. Interpersonal team Relationship 52 9. Employee appreciation53 10. Feedback given by appraiser54 11. Employee opinion about frequency of appraisal system55 12. Opinion on performance linked performance policy56 13. Training needs57 14. Employee opinion on appraisal system58 15. Appraisal System59 16. Rating system60 17. Planning61 18. Value of employee in the organization62 19. Improvement in Job performance63 20. Self appraisal64 21. Effectiveness of Appraisal65 22. Employee Satisfiction66 LIST OF CHARTS Sl No. FiguresPage No 1. Process Flow Chart of Appraisal24 2. Service at Bajaj Finserv Limited25 3. Performance Rating against individual item 27 4. Summary detail of portfolio32 5. Organization Structure of Bajaj Finserv35 6. Appraisal by first Assessor37 7. Appraisal by second Assessor38 CHAPTER-1 INTRODUCTION RESEARCH METODOLOGY RESEARCH METHODOLOGY: Research design : Descriptive in nature Research instrument : A well structured questionnaire Population size : 275 Sample size : 100 Sampling unit : Technical Sample procedure : convenience sampling Sources of data : Primary Secondary data Primary data : Primary data is collected from the respondents through Questionnaire interacting with the associates. Secondary data : Secondary data is collected from the various text books On performance appraisal, Company reports, company Broachers and company websites. ww. bajajfinserv. com Statistical tool : weighted average method and simple percentage method. This chapter deals with the Title of the study, the Need of the study i. e. for what purpose the study is actually carried out, the Scope of the study, the Objectives of the study, the Various sources of data collection, the Study instruments used for conducting survey like Questionnaire, Interview etc, the way the data is analyzed, the Presentation of the study and finally the limitation involved in the study. TITLE OF THE STUDY: The Title of the study is â€Å"STUDY ON PERFORMANCE APPRAISAL SYSTEM† At â€Å"BAJAJ FINSERV LIMITED †, Hyderabad, and Andhra Pradesh. NEED FOR THE STUDY: ?Performance appraisal has been considered as a most significant and dispensable tool for an organization. It is highly useful in making decisions regarding various personal aspects. Performance appraisal developing criteria for promotion and career development. ?It provide a synthetic feed back to the employees regarding there performance with in a limited period of time. It prevent grievances and increases the analytical abilities of the supervisors The overall objectives of performance appraisal is to improve the efficiency of an enterprise by attempting to mobilize the best possible effort from individuals employed SCOPE OF THE STUDY: The scope of the study has been confined to the associates of Bajaj Finserv limited. It includes associates of various departments with different cadres only top-level executives are excluded from the study. OBJECTIVES OF THE STUDY: ?To study the existing performance appraisal system at B F L. ?To evaluate the effectiveness of appraisal system. To offer suggestion for improvement in performance appraisal system. RESEARCH DESIGN: Descriptive study â€Å"A research design is the arrangement of conditions for collection and analysis of data in manner that aims to combine relevance to the research purpose with economy in procedure†. RESEARCH INSTRUMENT: Making researches have a choice of two main research instrumen ts in collecting primary data. They are questionnaire and mechanical devices. Hear the research instrument used in a structure questionnaire, which is carefully and well designed. It includes both open and close ended questions. The questionnaire is personally administered to the respondents and clarify the doubts if any , and the responses were solicited. SAMPLING DESIGN: POPULATION: In statistical uses the term population is any finite or infinite collection of individuals. The populations of this study are associates of the technical department of the company. Population size: Population size constitutes 275 associates Sample size: A sample size is 100 Sample unit: A sample unit is service department. SOURCES OF DATA COLLECTION Data for the present study is collected through two sources i. e. through primary data and secondary data. Primary Data: The primary data is collected through Questionnaires and interacting with the associates. Secondary Data: For the study on performance Appraisal System the secondary Sources used are various Textbooks on Performance Appraisal, company reports, company policies, brochures and various websites. STUDY INSTRUMENTS: The questionnaire is framed to find out the effectiveness of Performance Appraisal of Bajaj Finserv Limited. It contains 24 questions. It is distributed into four sections. Setting Of Goals Role Of Superior Feedback and Evaluation Organizational Effectiveness ANALYSIS OF DATA: The collected data is tabulated and then analyzed by simple percentage, weighted average and represented by different types of graphs and charts. The analysis of data is on the basis of the questionnaire collected from the associates. CHAPTER-2 LITERATURE REVIEW CONCEPTUAL FRAMEWORK DEFINITION OF PERFORMANCE APPRAISAL To define the concept of performance appraisal the management gurus have taken certain common parameters and on the basis of that they have defined the term. The terminology of the definitions may differ but the overall meaning of the definition remains same. Some of the leading definitions are given below ?Performance appraisal is a systematic review of a person’s work and achievements over a recent period, usually leading to plans for the future. ?In, its most basic form, performance appraisal includes documenting achieve results (Hopefully, by also including use of examples to clarify documentation) and indicating if standards were met or not. ?The appraisal usually includes some form of development plan to address insufficient performance. ?The evaluation of an individual’s work performance in order to arrive at objective personnel decisions. PURPOSE OF TRADITIONAL PERFORMANCE APPRAISALS Performance appraisal for evaluation using a traditional approach has served the following purposes: ?Promotion, separation, and transfer decisions. ?Feedback to the employee regarding how to organization viewed the employee’s performance. ?Evaluation of relative contributions made by individuals and departments in achieving higher organization goals. ?Criteria for evaluating the effectiveness of selection and placement decisions, including the relevance of the information used in the decisions within the organization. Reward decisions, including merit increases promotions and other rewards. ?Ascertaining and diagnosing, training and development decisions. ?Criteria for evaluating the success of training and development decisions. INSIGHT INTO APPRAISAL THEORY Organizations in their day-to-day activities working handle loads of activities. The employees working in the organizations carry on these activities. Organization activities done by the employees are termed as â€Å"performance† the buzzword that is all time in the heads of the management. â€Å"The success of the organization depends upon the performance of its employees† Earlier organizations did not have any kind of specific methodology to handle the issues relating to measuring of performance because they did not had an understanding that the performance of the employees plays an significant role in the overall functioning and meeting goals and objectives of the organizations. Performance is measured basically on the basis of the goals by an individual, which contribute to the overall organizational goals. The main focus is on meeting the overall goals and objectives of the organization in the specific time span. In doing so the organization must also see that the individual self-development and personal goals are also fulfilled. When the individual is able to synchronize his personal goals with that of the organizational goals then the working of the system will be apt. PREFACE OF THE APPRAISAL SYSTEMS The appraisal is both inevitable and universal. In the absence of carefully structured system of appraisal, people tend to judge the work performance of others ,including subordinates, naturally, informally and arbitrarily. Without a structured appraisal system there is a little chance of ensuring that the judgments made will be lawful, fair, defensible and accurate. The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor’s pioneering time and motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resource management. The practice of appraisal is an ancient art. In the scale of things historical , it might well lay claim that appraisal is the world’ second oldest profession. Performance appraisal systems began as simple methods of income justification. That is, appraisal was used to decide whether or not the salary or wage of an individual employee Was justified. Little consideration, if any, was given to the developmental possibilities of appraisal. It was felt that a cut in a pay, or a rise, should provide the only required impetus for an employee to either improve or continue to perform well. Pay rates were important, yes; but they were not only the element that had an impact on employee performance. It was found that other issues, such as morale and self-esteem, could also have a major influence. APPRAISALS IN TODAY’S CORPORATE WORLD The modern system of performance appraisal is defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvements and skill development. In many organizations – but not all – appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses and promotions. By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in some cases demotion, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay. FLAW EXIST IN TRADITIONAL PERFORMANCE APPRAISAL SYSTEM oWork scheduling plans oBudgeting oHuman Resource planning MOSTLY USED METHODS OF PERFORMANCE APPRAISAL RATING SCALES: The rating scale method offers a high degree of structure for appraisals. Each employee trait or characteristics is rated on the bipolar scale that usually has several points ranging from â€Å"poor † to â€Å"excellent â€Å". The traits assessed on these scales include: ? Cooperation ?Communication ability ?Initiative ?Punctuality ?Technical competence The nature and scope of the traits selected for inclusion is limited only by the imagination of the scale’s designer or by the organization’s need. BEHAVIORAL ANCHORED RATING SCALES The term used to describe a performance rating that focused on specific behaviors or sets as indicators of effective or ineffective performance, rather than on broadly stated adjectives such as â€Å" average, above average, or below average â€Å". GRAPHIC RATING SCALES The term used to define the oldest and the most widely used performance appraisal method. The evaluator are given a graph and asked to rate the employees on each of the characteristics. The number of characteristics varies from one to hundred. The rating can be a matrix of boxes for the evaluator to check off or a bar graph where the evaluator checked off a location relative to evaluators rating. CHECKLIST The term used to define a set of adjectives or descriptive statements. If the rater believed the employee possessed a trait listed, the rater checked the item; if not, the rater left the item blank. The rating score from the checklist equaled the number of checks. WEIGHTED CHECKLIST The term is used to describe an alternative method of performance appraisal where the supervisor or personal specialists familiar with the job being evaluated prepare a large list of descriptive statements about effective and ineffective behavior of jobs. RANKING METHOD The term ranking has been used to describe an alternative method of performance appraisal where the supervisor has been asked to order his or her employees in terms of performance from highest to lowest. CRITICAL INCIDENT METHOD The term is used to define a method of appraisal that made lists of statements very effective and very ineffective behavior for employees. The lists have been combined into categories, which vary with the job. Once these categories are developed and a statement of effective and ineffective behavior has been provided, the evaluator recorded examples of critical behaviors, and the log has been used to evaluate the employees at the end of evaluation period. NARRATIVE OR ESSAY EVALUATION This method requires the evaluator to write a short essay describing each employee’s performance during the raring period. This format emphasizes evaluation of overall performance, based on the strengths and weaknesses of an employee performance. Some companies still use this method exclusively, whereas in others, the method has been combined with the graphic rating scale. MANAGEMENT BY OBJECTIVES The management by objectives performance appraisal method has the supervisor and the employee get together to set objectives in quantifiable terms. The appraisal method has worked to eliminate communication problems by the establishments of regular meetings, emphasizing results, and by being an ongoing process. Cascading of organizational objectives oSetting up of subordinate objectives oReviewing and evaluating the performance oFeedback and rewards oSetting up of new MBO. 360 DEGREE PERFORMANCE APPRAISAL Performance Appraisal by all the parties like supervisors, peers, subordinates, employees themselves, users of service and consultants is called 360 degree Performance Appraisal. The appraiser should be capabl e of determining what is more important and what is less important. He should prepare reports and make judgments without any bias. SELF APPRAISAL If individuals understand the objectives they are expected to achieve and the standards by which they are to be evaluated, they are to a great extent in the best position to appraise their own performance. Also, since employee development means self-development employee who appraises his or her own performance may become highly motivated. MERITS OF AN APPRAISAL SYSTEM Perhaps the most significant benefit of appraisal is that, in the rush and bustle of daily working life, it offers a rare chance for a supervisor and subordinate to have â€Å" time out â€Å" for a one-on-one discussion of important work issues that might not otherwise be addressed. Almost universally, where performance appraisal is conducted properly, both supervisors and subordinates have reported the experience as beneficial and positive. Appraisal offers a valuable opportunity to focus on work activities and goals, to identify and correct the existing problems, and to encourage better future performance. Thus the performance of the whole organization is enhanced. The value of this intense and purposeful interaction between a supervisor and subordinate should not be underestimated. Motivation and Satisfaction Performance appraisal can have a profound effect on levels of employee motivation and satisfaction. It provides employees with recognition as an incentive has been long noted. In fact, there is evidence that human beings will even prefer negative recognition in preference to no recognition at all. Training and Development Performance Appraisal offers an excellent opportunity – perhaps the best that will ever occur – for a supervisor and subordinate to recognize and agree upon individual training and development needs. Recruitment and induction Appraisal data can be used to monitor the success of the organization’s recruitment and induction practices. For example, how well are the employees performing who were hired in the past two years? Appraisal data can also be used to monitor the effectiveness of changes in recruitment strategies. By following the yearly data related to new hires it is possible to assess whether the general quality of work force is improving, staying steady, or declining. Employee Evaluation Though often understated or even denied, evaluation is a legitimate and major objective of performance appraisal. But the need to evaluate is also an ongoing source of tension, since evaluative and developmental priorities appear to frequently clash. Yet at its most basic level, performance appraisal is the process of examining and evaluating the performance of an individual. It is been said by some that appraisal cannot serve the needs of evaluation and development at the same time; it must one or other. EXPECTATIONS FROM MANAGER IN DOING PERFORMANCE APPRAISAL Translate organizational goals into individual job objectives Communicate management expectations regarding employee performance. Provide feedback to the employee about the job performance in light of management’s objectives. Coach the employee on how to achieve job objectives/requirements. Diagnose the employee’s strengths and weaknesses. Determine what kind of development activities might help the employee better utilize his or her skills to improve performance on the current job. CRITERIA OF A SUCCESSFUL PERFORMANCE OBJEC TIVE Specific; What specifically is to be achieved? Not just what actions are to be performed, but what results are to be achieved through these actions? Keeping objectives simple ensures they are clear and specific. This also reduces the chance for disputes or confusion come performance appraisal time. Measurable How will you know how well an objective has been achieved? Although it may not be readily apparent, every object can be measured. Some measures can be measured quantitatively; others must be measured qualitatively. Accountable Accountability for performance objectives must be crystal clear and specifically state who is accountable. The more detail the better. A clear definition of what he or she is specifically accountable for will help reduce confusion cum performance appraisal time. Defining accountability will ensure a sense of urgency and purpose on the part of the employee. Realistic For an objective to be meaningful, it must be realistic and reasonable. A well-written performance objective focuses on the goals and objectives required to meet the objective. In highly efficient organizations, performance objectives ultimately link back to the company’s overall strategy and business plan. Objectives should challenge employees towards continuous improvement, but should not be unrealistic or unattainable. Time based An achievable time frame must be set for reaching the objectives. Consider assigning specific target dates not only for the performance objective itself, but also each lesser milestone linking the entire goal. Remember to be specific towards achieving results and guide action in a results oriented ways towards the objective. PROCESS FLOW CHART OF APPRAISAL GENERAL INSTRUCTIONS The performance rating against individual item in the appraisal is to be done on a 1-5 point scale as follows: RATINGEXPLANATION 5OUTSTANDING- Exceeds requirements significantly and consistently in all critical work aspects. Showed tremendous initiative and is very proactive . 5EXCELLENT- Performance at the highest standards. possesses and effectively utilized where needed, the knowledge in areas beyond those required for the discharge of critical responsibilities. Exceed requirements in most critical areas. Plans and executes well 4VERY GOOD- Demonstrates effective skills in most and essential responsibilities. Some skill areas still need improvement in order to excel at the job. 3. 5GOOD- Demonstrates skills in some essential areas. There is scope for improvement in some critical responsibility areas. Shows initiative. ABOVE AVERAGE- Demonstrates skills in some of the essential responsibilities. Performance is adequate for the current review period. Supervision is required to execute tasks in many areas. 2AVERAGE- Demonstrates average skills in most of the essential responsibilities. Meets targets with continuous supervision. Intensive training is required, 1 BELOW AVERAGE- Demonstrates Level of skills that has been unsatisfactory and inadequate for the discharge of the essential responsibilities. Consistently fall short of requirements. High level of supervision is required. Assessments duly completed in all respects, are to be forwarded to HR, in sealed envelopes. CHAPTER-3 The Company/ Organization/ System COMPANY PROFILE AN INTRODUCTION TO BAJAJ FINSERV LIMITED INTRODUCTION  ¬Ã‚ ¬Ã‚ ¬Ã‚ ¬INTRODUCTION: Bajaj FinServ will strive to be one of the top financial services businesses in India focused on delivering superior customer experience through competitive products and class leading services while providing consistent and superior returns to our shareholders and maintaining the high levels of integrity of Bajaj. Company profile: Bajaj Finserv Limited (Bajaj Finserv) is a holding company. Bajaj Finserv is the financial services arm of the Bajaj group. Its financial services businesses include lending, protection, and financial advisory and wealth management. The Company operates in four segments: Insurance, Windmill, Retail Financing and Investments others. It does lending business Under Bajaj Finance Limited (BFL). Its protection business consists of life insurance, under the Bajaj Allianz Life Insurance Company (BALIC), and general insurance, under the Bajaj Allianz General Insurance Company (BAGIC). The Company’s Financial Advisory and Wealth Management business consists of Bajaj Financial Solutions Limited (Bajaj Finsol), which offers financial products and advises clients on financial and wealth management. In addition, as of March 31, 2012, Bajaj Finserv had wind-farm assets, incorporating 138 windmills in Maharashtra with an installed capacity of 65. 2 megawatt. Bajaj Finserv endeavors to become a full fledged financial services company and be the financial partner to the Indian consumer and help him across his financial needs throughout his lifecycle. Bajaj Finserv is a consumer focused company with emphasis on profitable growth and operational efficiency to deliver best results to all its stakeholders. Bajaj Finserv Group companies share common values of Reliability, Innovation and Efficiency and provide customers with high quality products and services. Key focus areas for Bajaj Finserv are Lending, Investment, Protection and Advisory. Bajaj Finserv also has interests in Wind farms with 138 windmills and a total installed capacity of 65. 2 MW BAJAJ FINSERV LIMITED VISION: Bajaj Finserv has a vision to become a full fledged financial services company and be the financial partner to the Indian consumer and help him across his financial needs, whether for finance, for investment management, for protection or for post retirement support, throughout his lifecycle. Bajaj Finserv is a consumer focused company with emphasis on profitable growth and operational efficiency to deliver best results to all its stakeholders. MISSION: â€Å"Bajaj Finserv is a consumer focused company with emphasis on profitable growth and operational efficiency to deliver best results to all its stakeholders. COREVALUES: ?Trust ?Integrity ?Commitment ?Respect for people ?Innovation OBJECTIVE: â€Å"To create value and delight for our stake holders† QUALITY POLICY: â€Å"To excel in providing Financial services that meets or Exceeds customer requirements through continual improvements† NATURE OF ACTIVITY ?Our Products Services: ?Loans Against Property ? Personal Loans ? Business Loans ? Home Loans ? Infrastructure Equipment Finance ? Loans Against Securities ? Consumer Durable Loans As a value-added service we also provide insurance services like ‘Group Term Policy’ and ‘Group Term Suraksha’ bundled with our products. VARIOUS DEPARTMENTS ?Operations ?Human resources ?Finance ?Networking and systems ?Quality ?Corporate services ?Collection ?Sales ?Product ?Marketing PEOPLE: considered as â€Å"Associates† BAJAJ FINSERV believes â€Å"our people are our strength,† this is the very reason why Bajaj term them as â€Å"Associates† rather than employees. The work culture is people oriented, where individual aspirations are matched with organizational Objectives. Our associates exemplify our customer-oriented work style. The employees at BFL are comfortable working across cultures and across contexts; their consistency and dependability lies in their emphasis on creating solutions that are problem-focused, high on quality and quick in terms of time-to-market. Bajaj Group. Its insurance joint ventures with Allianz SE, Germany namely Bajaj Allianz Life Insurance Company Limited and Bajaj Allianz General Insurance Company Limited are engaged in life and general insurance business respectively. Its subsidiary Bajaj Finance Limited is a Non Banking Finance Company engaged in consumer finance, SME finance and commercial lending. Bajaj Financial Solutions Limited, a wholly owned subsidiary of Bajaj Finserv Limited is engaged in wealth advisory business. SERVICES AT BAJAJ FINSERV LIMITED Bajaj Finance Limited We are the most diversifed non-bank in the country, the largest financier of consumer durables in India and one of the most profitable firms in the category. Hereunder are summary details of our portfolio of businesses, with a brief description on each. Consumer FinanceConsumer Durables Finance Lifestyle Finance EMI Card Personal Loans Cross Sell Co-branded Credit Cards Two and three wheeler Finance Salaried Personal Loans SME FinanceMortgage Business Loans Commercial LendingConstruction Equipment Finance Infrastructure Finance Vendor Financing Awards and Accomplishments The recognition that matters the most to us is the one we receive from our customers. That was how it was when we started. That will be even when we have a treasure trove of Industry Recognition and awards Awards: Recently, we won the CIO 100 Innovation award for two of our innovations – countries such as Canada, Sweden, Australia, Singapore, Vietnam, Hungary and India, the CIO 100 Awards is a truly global recognition. It is an acknowledged mark of excellence in enterprise IT. Management Profile Sanjiv Bajaj: Managing Director Kevin D’Sa: CFO and President Business development Ranjit Gupta: President (Insurance) S. Sreenivasan: President (Finance) V. Rajagopalan: President (Legal) Sonal R Tiwari: Company Secretary OFF SHORE POLICIES PERSONAL BENEFITS ?Leave ?Onsite return leave policy ?Personal leave policy ?Loans for house rental deposit ?Home pc ?Telephone at residence ?Facilities to the associates TRAVEL RELATED ?International travel ?Domestic travel ?Conveyance reimbursement ?Car hire Relocation policy ?Relocation allowance WORK PLACE BASIS ?Working hour ?Dress code ?Identity card ?Business card ?Late/holiday working ?Work ethics ?Shift allowance OTHER POLICIES ?Reward and recognition ?Staff welfare allowance ?Associate referral ?Work ethics ?Higher education BAJAJ FINSERV LIMITED OFFERINGS Organisation Structure Performance Appraisal System at Bajaj Finserv Ltd: PERFORMANCE MANAGEMENT: APPRAISAL PROCEDURE: PERFORMANCE APPRAISAL FOR ASSOCIATES OF HOD LEVEL: PURPOSE: To appraise the performance of all the associates at HOD level in BAJAJ FINSERV LIMITED PROCEDURE: General: Annual appraisal is done during the month of April, every year for all the confirmed associates who are on the rolls as on 31st December of the previous year. Distribution of Appraisal Forms: for annual appraisal, the HR will distribute the appraisal forms to the CEO for further distribution to the concerned appraisers. Self-Documentation: At the start of the appraisal process, every assessee will fill a self-documentation form and give it to the concerned Appraiser. Appraisal by Assessor: The Assessor will perform the assessment upon receiving the self Appraisal Form from the assessee. The forms to be used for appraisal is as given in the table below: Sl. NoTitle of the formUsed for Appraisal of 1Self Documentation formAll Associates at HOD Level 2Performance Appraisal Form(HOD)All Associates at HOD level Acceptance of Appraisal: The Assessor will discuss the assessment results with the assessee. If the assessee agrees to the assessment, then the assessee and the concerned assessor will sign on the Performance Appraisal Form and the first assessor (CEO) will also give his final authorization. The appraisal form, complete in all respects is received from the CEO. Follow-up of Appraisal: The HOD (HR) will issue the revised salary/ promotion letters to the assesse based on the performance Appraisal form and discussions with the concerned first assessor. HR informs the revised salary/ promotion details of an assessee to finance for processing the same by updating the Associate database. Appraisal Records: the HOD (HR) will maintain the performance appraisal records in the personal file of each associate. PERFORMANCE APPRAISAL FOR ASSOCIATES BELOW HOD LEVEL: PURPOSE: To appraise the performance of all the associates below HOD level in BAJAJ FINSERV LIMITED. PROCEDURE: General: Annual appraisal is done during the month of April, every year for all the confirmed associates who are on the rolls as on 31st December of the previous year. Distribution of Appraisal Forms: For annual appraisal, the HR will distribute the appraisal forms to the HOD for further distribution to the concerned appraisers. Self-Documentation: At the start of the appraisal process, every assessee will fill a self-documentation form and give it to the concerned Appraiser. Appraisal by Assessor: the Appraiser first assessor) will perform the assessment upon receiving the self Appraisal Form from the assessee and forward the performance appraisal form to the reviewer (second assessor). The forms to be used for appraisal is as given in the table below: Sl noTitle of the formUsed for appraisal of 1Self Documentation form – technicalAll technical Associates below HOD Level 2Self Documentation form – Non technicalAll non- technical Associates below HOD Level 3Performance Appraisal Form (PL/PM)All associates at designer and above level but below HOD Performance Appraisal Form (Team members)All Associates at Team member (Manager/asst manager) level 5Performance Appraisal Form (Non Technical)All Associates below HOD Level in non- technical Dept The level of the associate to be appraised in areas other than technical is as per the policy Guidelines . Appraisal by second Assessor: The reviewer (second Assessor) will review the assessment upon receiving the performance appraisal form from the appraiser (first assessor). During annual appraisal, the first/ second assessor will give the performance rating based on joint assessment. Acceptance of Appraisal: The appraiser (first assessor) will discuss the assessment results with the assessee. If the assessee agrees to the assessment, then the assessee and the concerned appraiser (first assessor) wi ll sign on the performance appraisal form and the form will be forwarded to the second assessor/ HOD for final authorization. In case of conflict, the appraisal form will be referred to the concerned reviewer (second assessor). The second assessor will be responsible for further action on the same. For all cases of conflict and where no second assessor exists, concerned HODs will act as the second assessor. The appraisal form, complete in all respects is received by HR form the respective head of the department. Follow-up of Appraisal: The HOD (HR) will issue the revised salary/ promotion letters through reporting managers to the assesses based on the performance Appraisal form and discussions with the concerned head of the department. HR informs the revised salary/ promotion a detail of an assessee to finance for processing the same by updating the Associate database. Appraisal Records: the HOD (HR) will maintain the performance appraisal records in the personal file of each associate. APPRAISAL FORMAT: SELF DOCUMENT FORM: The self-document form mainly includes all those contents, which are needed for the evaluation of performance appraisal. The employees through the online facility fill this document form. This includes the general information like the associate id, name, des ignation, department, role/level, qualification, and date of joining, location, and relevant experience. This form also includes the assessee remarks that have evaluated the form. The various areas like the employees achievement, area where the employee have not performed up to the expectation, assessee’s strengths, areas of improvement are also included. These areas are evaluated both by the Assessee, Assessor 1 and Assessor 2. The training programs attended and which the employee would like to attend is also included. The career aspiration of the employee is also a part of the self-document form . GENERAL INSTRUCTIONS FORTECHNICAL ASSOCIATES The Self-documentation form should be complete in all respects. 1. What do you see as your major achievements for the period under review? . What Factor(s) enabled you in your achievement? 3. Constraints, which affected your overall performance. List your own efforts to exploit the opportunities and overcome the difficulties? (Include y our strategies and tactics) 4. Your initiatives and contributions to the organization during the review period e. g. Cost savings, revenues, profits, technology enhancements, process improvements etc 5. Project related data for the periodic review, which includes name of the project, role played by you in each of the project and number of hours put in. 6. What have you gained from the training programmes you have attended and where you have applied the learning? 7. Your key result areas for next review period. One of the key result areas should be for self-development. GENERAL INSURANCE FOR NON TECHNICAL ASSOCIATES The Self-documentation form should be complete in all respects. I. What do you see as your major achievements for the period under review? II. What Factor(s) enabled you in your achievement? III. Constraints, which affected your overall performance. List your own efforts to exploit the opportunities and overcome the difficulties? Include your strategies and tactics) IV. Your initiatives and contributions to the organization during the review period e. g. Cost savings, revenues, profits, technology enhancements, process improvements etc V. What have you gained from the training programmes you have attended and where you have applied the learning? VI. Your key result areas for next review period. One of the key result areas s hould be for self-development. CRITERIA OF APRRAISAL RELATED AREAS Task related areas: Achievement of results Output of work Quality of work Quality system Conceptual skills: Total perspective Integrated skills Proactive skills Analytical and Planning skills Human skills Leadership Ability to inspire and motivate Interpersonal relationship Tact and cooperation Training and development of subordinates Communication Resolution of conflict Functional skills: Job knowledge Planning and organizing Decision-making Personality attributes: Openness Empathy and sensitivity Integrity (intellectual and moral) Flexibility/Adaptability/Positive outlook Perseverance Creativity/Innovativeness Capacity to withstand stress Discipline Dependability Loyalty and Commitment Self-confidence Appearance and Bearing. CHAPTER-4 DATA ANALYSIS INFERENCES Section -I : Regarding Setting Goals 1. Project goals are different from functional goals a)Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 1 OptionsNo of respondentsWeightsTotal score Strongly agree9218 Agree61161 Strongly disagree7-2-14 Disagree23-1-23 GRAPH 2. 1 Inference:Majority of the respondents opined that project goals and functional goals are one and the same with a mean of 0. 42. 2. If I can perform consistently it will see me in higher position sooner than later a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. OptionsNo of respondentsweightsTotal score Strongly agree22+244 Agree54+154 Strongly disagree12-2-24 Disagree12-1-12 GRAPH 2. 2 Inference: Majority of the respondents are agreeing that they can expect themselves in higher position if they perform consistently with a weighted average of 0. 62. 3. My job presents scope for using my innovating skills in making my Decisions a) Strongly agree b) agree c) str ongly disagree d) disagree TABLE 2. 3 OptionsNo of respondentsweightsTotal score Strongly agree22+244 Agree13+113 Strongly disagree11-2-22 Disagree51-1-51 GRAPH 2. 3 Inference: Majority of the respondents opined their job does not showing present scope for using their innovating skills in making decisions with a mean of 0. 16. 4. Percent of target matching with goals in 2008 09 a) 80%-100% b) 60%-80% c) 40%-60% d) 20%-40% TABLE 2. 4 OpinionNo of respondentsValue in percentage 80%-100%3333% 60%-80%2929% 40%-60%3131% 20%-40%77% GRAPH 2. 4 Inference: 33% of respondents 80%-100%, 31% of respondents 40%-60%, 29% of respondents 60%-80% and 7% of respondents 20%-40%. The analysis shows that only few employees can meet their target on time. Section B: About the role of superior 5. I don’t hesitate to discuss any of my personal problems with my Superior a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 5 OptionsNo of respondentsweightsTotal score Strongly agree14+228 Agree61+161 Strongly disagree5-2-10 Disagree20-1-20 GRAPH 2. 5 Inference: Majority of the respondents agree that they do not hesitate to discuss their personal problems with their superior with a weighted score of 0. 6. 6. My superior acknowledging and contributing to set the goals a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. Options No of respondentsweightsTotal score Strongly agree9+218 Agree 77+177 Strongly disagree5-2-10 Disagree 9-1-9 GRAPH 2. 6 Inference :Majority of the respondents agree that their superiors acknowledge and contribute to set their goals with a weighted average of 0. 76. 7. My immediate superior frequently motivates me a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 7 Options No of respondentsweightsTotal score Strongly agree15+230 Agree 67+167 Strongly disagree6-2-12 Disagree 12-1-12 GRAPH 2. 7 Inference: Most of the respondents agree that their immediate superior frequently otivates them with a mean of 0. 73. 8. I want my appraisal to be a) Confidential b) open TABLE 2. 8 OpinionNo of respondentsValue in percentage Confidential6666% Open3434% Total100100 GRAPH 2. 8 Inference: 66% of employees desire that their Performance Appraisal must be confidential and remaining 34% accept it to be open. 9. My interpersonal team relationship with peer, superiors and subordinates a) Very good b) good c) adequate d) inadequate TABLE 2. 9 OptionsNo of respondentsweightsTotal score Strongly agree29+258 Agree59+159 Strongly disagree12-2-24 Disagree0-10 GRAPH 2. 9 Inference: Majority of the respondents have a positive opinion towards the interpersonal team relationship with peer, superiors and sub- ordinates is good with a mean of 0. 93 . 10. I feel proud and motivated when my superior appreciates my work a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 10 OptionsNo of respondentsweightsTotal score Strongly agree35+242 Agree57+162 Strongly disagree4-2-18 Disagree4-1-8 GRAPH 2. 10 Inference: Majority of the respondents feel proud and get motivated when their superior appreciates their work with weighted average of 1. 15. Section c: feedback and evaluation: 1. Iam open to the feedback given by the appraiser a) Always b) sometimes c) rarely TABLE 2. 11 OpinionNo of respondentsValue in percentage Always6464% Some times3030% Rarely66% GRAPH 2. 11 Inference: 64% of the respondents always, 30% of the respondents sometimes, 6% of the respondents rarely. Majority of the respondents are open to their feedback â€Å"always†. 12. Employee opinion about frequency of appraisal system a) Annually b) half-yearly c) quarterly TABLE 2. 12 OpinionNo of respondentsValue in percentage Annually2828% Half-yearly5858% Quarterly1414% GRAPH 2. 12 Inference: 8% of the respondent’s half-yearly. 28% of the respondents annually, 14% of the respondents quarterly. The analyst gives a clear picture that most of the associates like to get appraisal â€Å"half-yearly†. 13. Opinion on performance linked promotional policy a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 13 OptionsNo of respondentsweightsTotal score Strongly agree21+242 Agree62+162 Strongly disagree9-2-18 Disagree8-1-8 GRAPH 2. 13 Inference: Majority of the respondents agree that the promotions are based on the rating derived from performance appraisal with weighted average of 0. 8. 14. The HRD department follows up the training needs Identified using appraisal seriously a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 14 OptionsNo of respondentsweightsTotal score Strongly agree7+214 Agree21+121 Strongly disagree18-2-36 Disagree54-1 -54 GRAPH 2. 14 Inference: Majority of the respondents are moderately agreed that the HRD dept follows the training needs identify the appraisal with a mean of 0. 55. 15. According to my opinion the following system is useful for our organization a) Team appraisal b) 360 degree appraisal c) self appraisal TABLE 2. 15 OpinionNo of respondentsValue in percentage Team appraisal2929% 360 degree appraisal3636% Self appraisal3535% GRAPH 2. 15 Inference: 36% of respondents 360 degree appraisal, 35 % of the respondents self appraisal , 29% of the respondents team appraisal, majority of the respondents opined that the 360 degree appraisal is suitable for their organization. 16. Team work is considered as a factor in appraising employee performance a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 16 OptionsNo of respondentsweightsTotal score Strongly agree24+248 Agree58+158 Strongly disagree8-2-16 Disagree10-1 10 GRAPH 2. 16 Inference: Most of the respondents agree that team work is considered as a factor in appraising their employee performance with a mean of 0. 8. 17. My opinion on present rating system a) Very good b) good c) fair d) poor TABLE 2. 17 OptionsNo of respondentsWeightsTotal score Very good13339 Good562112 Fair18118 Poor13-1-13 GRAPH 2. 17 Inference: Most of the responden ts are opined that their present rating system is good with a weight age score of 1. 56 Section D: organization effectiveness: 18. At BFL the appraisal system provides for an open discussion between the Appraiser and appraise ) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 18 OptionsNo of respondentsweightsTotal score Strongly agree18+236 Agree67+167 Strongly disagree8-2-14 Disagree7-1 -7 GRAPH 2. 18 Inference: Majority of the respondents are agree that at BFL the appraisal system provides for a open discussion between the appraiser and appraise with a mean of 0. 82. 19. The appraisal system at BFL given each appraise an idea of what is expected Of him next year a) Very true b) true c) partly true d) not true TABLE 2. 19 OptionsNo of respondentsweightsTotal score Very true15345 True532106 Partly true22122 Not true10-1-10 GRAPH 2. 19 Inference: Majority of the respondents opined that A. S at BFL given each appraise an idea of what is expected of him next year with a weighted average of 1. 63 20. Up to what extent do the higher authority implement the Suggestions provide By employee a) All times b) some times c) none TABLE 2. 20 OpinionNo of respondentsValue in percentage All times1818 Some times6767 None1515 GRAPH 2. 20 Inference: 67% of the respondents sometimes, 18% of the respondents all times, 15% of the respondents none. Majority of the respondents agreeing that the higher authority implement the suggestion provide by employee â€Å"sometimes†. 21. Management support to improve the job performance a) strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 21 OptionsNo of respondentsWeightsTotal score Strongly agree20+240 Agree67+167 Strongly disagree5-2-10 Disagree8-1 -8 GRAPH 2. 21 Inference: Majority of the respondents are agree that the management supports to improve their job performance of employees with a mean of 0. 89. 22. Performance appraisal helps me to know my strengths and weakness after the Appraisal ) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 22 OptionsNo of respondentsweightsTotal score Strongly agree17+234 Agree61+161 Strongly disagree11-2-22 Disagree11-1 -11 GRAPH 2. 22 Inference: Majority of the respondents opined performance appraisal helps to know their strengths and weakness after the appraisal with a mean of 0. 62. 23. The performance app raisal is based on the real records and facts but not on Impressions a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 23 OptionsNo of respondentsweightsTotal score Strongly agree14+228 Agree66+166 Strongly disagree9-2-18 Disagree11-1-11 GRAPH 2. 23 Inference: Most of the respondents agree that performance appraisal is based on the real records and facts but not an impressions with a weighted of 0. 65. 24. Iam paid worth my contribution a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 24 OptionsNo of respondentsweightsTotal score Strongly agree10+220 Agree66+166 Strongly disagree13-2-26 Disagree11-1-11 GRAPH 2. 24 Inference: Most of the respondents are moderately accepting they paid worth their contribution with a weighted average of 0. 49. CHAPTER-6 Findings, Suggestions Conclusion Findings 1 Majority of the respondents opined that project goals and functional goals are one and the same with a mean of 0. 42. 2. Majority of the respondents are agree that they can expect themselves in higher position if they perform consistently with a weighted average of 0. 62. 3. Majority of the respondents opined their job does not showing present scope for using their innovating skills in making decisions with a mean of 0. 16. 4. 33% of respondents 80%-100%, 31% of respondents 40%-60%, 29% of respondents 60%-80% and 7% of respondents 20%-40%. The analysis shows that only few employees can meet their target on time. 5. Majority of the respondents agree that they do not hesitate to discuss their personal problems with their superior with a weighted score of 0. 6. 6. Majority of the respondents agree that their superiors acknowledge and contribute to set their goals with a weighted average of 0. 76. 7. Most of the respondents agree that their immediate superior frequently motivates them with a mean of 0. 73. 8. 66% of employees desire that their Performance Appraisal must be confidential and remaining 34% accept it to be open. . Majority of the respondents have a positive opinion towards the interpersonal team relationship with peer, superiors and sub- ordinates is good with a mean of 0. 93 . 10. Majority of the respondents feels proud and get motivated when their superior appreciates their work with weighted average of 1. 15. 11. 64% of the respondents always, 30% of the respondents sometimes, 6% of the respondents rarely. Majority of the respondents are open to their feedback â€Å"always†. 12. 58% of the respondent’s half-yearly. 28% of the respondents annually, 14% of the respondents quarterly. The analyst gives a clear picture that most of the associates like to get appraisal â€Å"half-yearly†. 13. Majority of the respondents agree that the promotions are based on the rating derived from performance appraisal with weighted average of 0. 78. 14. Majority of the respondents are moderately agree that the HRD dept follows the training needs identify the appraisal with a mean of 0. 55. 15. 36% of respondents 360 degree appraisal, 35 % of the respondents self appraisal, 29% of the respondents team appraisal, majority of the respondents opined that the 360 degree appraisal is suitable for their organisation. 6. Most of the respondents agree that team work is considered as a factor in appraising their employee performance with a mean of 0. 8. 17. Most of the respondents are opined that their present rating system is good with a weight avg score of 1. 56 18. Majority of the respondents is agree that at BFL the appraisal system provides for an open discussion between the app raiser and appraise with a mean of 0. 82. 19. Majority of the respondents opined that A. S at BFL given each appraise an idea of what is expected of him next year with a weighted average of 1. 3. 20. 67% of the respondents sometimes, 18% of the respondents all times, 15% of the respondents none. Majority of the respondents agreeing that the higher authority implement the suggestion provide by employee â€Å"sometimes†. 21. Majority of the respondents are agreeing that the management supports to improve their job performance of employees with a mean of 0. 89. 22. Majority of the respondents opined performance appraisal helps to know their strengths and weakness after the appraisal with a mean of 0. 62. 23. Most of the respondents agree that performance appraisal is based on the real records and facts but not an impressions with a weighted of 0. 65. 24. Most of the respondents are moderately accepting they paid worth their contribution with a weighted average of 0. 49. SUGGESTIONS 1. Implementation of innovative ideas in decision making may be encouraged by the management. 2. The management may design the performance linked promotions. 3. The involvement of HRD department may be considered by management in assessing the training needs of employees based performance appraisal system. 4. The superiors should be more approachable when the employees come to them with improvement technique. On the whole the Performance Appraisal system at Bajaj Finserv Limited is Satisfactory. There are few areas which need due attention. The rating must be based purely on the performance. CONCLUSION: The conclusions that emerged from the study of Performance Appraisal System at Bajaj Finserv Limited are that the sampled associates prefer that some change should be brought down in the existing system. The associates feel that the best source of motivation is encouragement by superiors. A 360-degree appraisal system has been recommended by some of the associates. Training needs to be identified based on the ratings and effective training programs must be conducted where in the associates can fulfill self development needs as well as organizational needs. LIMITATION OF THE STUDY: ?Options expressed by the employee in the questionnaire may not be very genuine. ?What the associates actually feel may not be truly expressed and hence there is the conclusion drawn from them need not apply to the whole organization. Could reach to a limited number of documents of different insurance companies in regard to the management and other policies and resultant figures so as to identify the exact cause of their lag in performance. ?Non-Proficiency in technical aspects of insurance companies might have hindered the best analysis of the findings. . Bibliography WEBSITES: www. bajajfinserv. com www. answers. com www. performanceappraisal. com www. google. com www. yahoo. com NEWSPAPER S AND MAGAZINE: The Hindu Personnel management Business today ICFAI magazines BOOKS: Personnel Management – Edwin Flippo Human Resources and Personnel Management-k. Ashwathappa Essential of Human Resource Management-P. SubbaRao Personnel Management-C. Memoria Performance Management and Coaching-Prem Chadda Appendices Questionnaire Section -I : Regarding Setting Goals 1. Project goals are different from functional goals a)Strongly agree b) agree c) strongly disagree d) disagree 2. If I can perform consistently it will see me in higher position sooner than later a) Strongly agree b) agree c) strongly disagree d) disagree 3. My job presents scope for using my innovating skills in making my Decisions ) Strongly agree b) agree c) strongly disagree d) disagree 4. Percent of target matching with goals in 2007 08 a) 80%-100% b) 60%-80% c) 40%-60% d) 20%-40% Section-II: About the role of Superior 5. I don’t hesitate to discuss any of my personal problems with my Superior a) Strongly agree b) agree c) strongly disagree d) disagree 6. My superior acknowledging and contributing to set the goals a) Strongly agree b) agree c) strongly disagree d) disagree 7. My immediate superior frequently motivates me a) Strongly agree b) agree c) strongly disagree d) disagree 8. I want my appraisal to be a) Confidential b) open 9. My interpersonal team relationship with peer, superiors and subordinates a) Very good b) good c) adequate d) inadequate 10. I feel proud and motivated when my superior appreciates my work a) Strongly agree b) agree c) strongly disagree d) disagree 11. Iam open to the feedback given by the appraiser a) Always b) sometimes c) rarely Section-III: Regarding Feedback and Evaluation 11. Iam open to the feedback given by the appraiser a) Always b) sometimes c) rarely 12. Employee opinion about frequency of appraisal system ) Annually b) half-yearly c) quarterly 13. Opinion on performance linked promotional policy a) Strongly agree b) agree c) strongly disagree d) disagree 14. The HRD department follows up the training needs Identified using appraisal seriously a) Strongly agree b) agree c) strongly disagree 15. According to my opinion the following system is useful for our organization a) Team appraisal b) 360 degree appraisal c) self app raisal 16. Team work is considered as a factor in appraising employee performance a) Strongly agree b) agree c) strongly disagree d) disagree 17. My opinion on present rating system a) Very good b) good c) fair d) poor Section –IV organization effectiveness 18. At BFL the appraisal system provides for an open discussion between the Appraiser and appraise a) Strongly agree b) agree c) strongly disagree d) disagree 19. The appraisal system at BFL given each appraise an idea of what is expected Of him next year a) Very true b) true c) partly true d) not true 20. Up to what extent do the higher authority implement the Suggestions provide By employee a) All times b) some times c) none 1. Management support to improve the job performance a) Strongly agree b) agree c) strongly disagree d) disagree .22. Performance appraisal helps me to know my strengths and weakness after the Appraisal a) Strongly agree b) agree c) strongly disagree d) disagree 23. The performance appraisal is based on the real records and facts but not on Impressions a) Strongly agree b) agree c) strongly disagree d) disagree 24. Iam paid worth my contributio n a) Strongly agree b) agree c) strongly disagree d) disagree

MP3 downloading essays

MP3 downloading essays (According to BBC news) In December of 1999, the RIAA (Recording Industry Association of America) sued Napster, one of the premier and most successful file sharing programs. Five months later, American rock band Metallica also sued Napster, including some of its users who were Metallica fans. Since then, Napster had been shut down and has faced countless lawsuits. What caused these problems? The answer is simple- the problem was, because of Napster, everyone had access to download mp3 files.. for free. Downloading mp3 files through share programs has become a serious issue. It is harming the music industry and is one of the most significant causes of the decline of record sales. It could also be regarded as theft, as those who use these programs do not pay for the music. The results of the survey from this class indicate that seven of you actually pay for mp3 files using programs such as itunes. However, research from the University of North Carolina at Chapel Hill shows that over 60 million Americans above the age of twelve have downloaded music through share programs, and that the number of downloaders in the U.S. has doubled since 2000, the year after Napster was launched. Also, according to the RIAA, the number of CDs shipped in the U.S. fell 15%- from 940 million to 800 million between 2000 and 2002. The record industry has claimed that this decline is due to free downloading. Another reason free downloading is bad is that it puts musicians out of business, especially the independent artists. Although some may argue that downloading could be a method of promoting new artists, it could also be used against them as a method of emptying their pockets. Believe it or not, according to CNN.com, Dana Woodaman, an independent musician and a victim of free downloading, said, Ive sold a total of one CD online, and I think that's pretty typical. In addition, Tim Gallagher, former member of an underground band ca...

Orientation day Essay Example | Topics and Well Written Essays - 500 words

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