INDUSTRIAL TRAINING PROJECT REPORT ON

PERFORMANCE MANAGEMENT AT

MAHAMAYA HOSPITAL
BOKARO STEEL CITY, JHARKHAND

STUDY ON PERFORMANCE MANAGEMENT

IN THE PARTIAL FULFILLMENT OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION (MBA)
GURU GOBIND SINGH EDUCATIONAL SOCIETY’S
TECHNICAL CAMPUS CHAS, BOKARO, JHARKHAND
NAME: KOUSHAL KUMAR PROJECT GUIDE(COLLEGE):
GGSESTC
ROLL NO: 20031710011 GUIDE(COLLEGE): PROFESSOR
PRABHAKAR KUMAR

COLLEGE: GGSESTC, BOKARO

 CERTIFICATION

‘On the basis of the declaration submitted by KOUSHAL

KUMAR, a student of MBA (full-time 2020-2022). I Prof.
Prabhakar Kumar, faculty mentor, hereby certify that the project
titled “Study on Performance management Training” to Guru
Gobind Singh Educational Society Technical Campus, Vinoba
bhave University, Hazaribagh, in the partial fulfilment of the
requirements for the award of degree of Master of Business
Administration, is an original contribution with existing
knowledge and faithful record of research carried out under
guidance and supervision of and faculty mentor Prof. Prabhakar
Kumar and Hospital mentor Mr. Vijay Kumar Singh. Certified
further that to the best of my knowledge the work reported here
does not form part of any other report.
I recommend submitting the project report. I wish him all success
in life.
This is also certified that the project work is original and has not
been submitted to any other place.
Dated: 22-06-2019 Prabhakar Kumar (Professor
Dept. of MBA)
Place: GGSESTC BOKARO
 ACKNOWLEDGEMENT

Completion of project and writing of report is a satisfying event

and the pleasant part is the opportunity to thanks those who
inspired, contributed and cooperated in it. I would like to avail
this opportunity to express my sincere thanks to all those who
have helped me in making this summer training project a success.
Even the most vivid collection of words admittedly to express my
heartfelt thanks towards one and all those who have selflessly
assisted me to my expectation on carrying out this project.
I feel deeply bestowed in acknowledging Mr.Vijay Kumar Singh
of Mahamaya Hospital, without his valuable guidance and help
during this summer project on the topic “Performance
management” wouldn’t have been a success.
I am also thankful to “RANCHI UNIVERSITY” for including
this summer training as a part of MBA curriculum.
Above all I wish to thank my faculty guide PROF. PRABHAKAR
KUMAR who has helped me immensely in making this project a
success.
NAME: KOUSHAL KUMAR
MBA
ROLL NO: 20031710011
 DECLARATION

I hereby declare that the research project titled- Performance

management
“STUDY ON PERFORMANCE MANAGEMENT PROGRAM
IN DALMIA BHARAT CEMENT”
“This report is submitted in the partial fulfilment of the
requirement for the degree of Master of Business Administration.
This report is a Bonafede research work carried out by me. No
part of this report has been submitted for the award or any other
diploma/degree/fellowship or any other similar title or prize. This
report is based upon my personal opinion. Hence, it cannot be
referred to for official or legal purposes.”

NAME: KOUSHAL KUMAR

MBA
ROLL NO: 20031710011
 DALMIA
BHARAT GROUP
LTD
 Declaration

I hereby declare that the Performance management report on

MAHAMAYA HOSPITAL , has been undertaken by me for the
award of Master of Business Administration degree. I have completed
this study under the guidance of Prof. Prabhakar Kumar.

I also declare that this Performance appraisal system Training report

has not been submitted for the award of any Degree, Diploma,
Associate ship, Fellowship or any other title, in (G.G.S.E.S.T.C)
RANCHI UNIVERSITY or in any other university.

Place: Bokaro steel city, JH Signature_____________

Date: KOUSHAL KUMAR

20031710011
 Acknowledgement

I am indebted to all the people who helped me accomplish this Performance

appraisal system Training successfully.

I thank Prof. Prabhakar Kumar (HOD Dept. Of MBA) for his support and
guidance during my training. I remember him with much gratitude for his
patience and motivation, but for which I could not have submitted this work.

I wish to express my sincere thanks to my corporate mentor, MR.VIJAY

KUMAR SINGH , MAHAMAYA HOSPITAL , for giving me an opportunity
to work under his guidance and successfully complete my training.

I thank my parents for their blessings and constant support, without which this
training would not have seen the light of day.

KOUSHAL KUMAR
20031710011
 TABLE OF CONTENTS

S. NO. TOPIC PAGE NO.

1. COMPANY PROFILE 10-24

2. ESSENSE 25

3. VISION 26

4. PROFILE OF THE PRODUCT 27-30

5. PERFORMANCE APPRAISAL SYSTEM 31-40

6. OBJECTIVE OF THE STUDY 41-42

7. RESEARCH METHODOLOY 43-48

8. QUESTIONNAIR 49-60

9. FINDINGS 61-63
10. SUGGESTION 64-65

11. BIBLIOGRAPHY 66

COMPANY
PROFILE
About Dalmia Group
The Dalmia Group refers to a grouping of companies, Dalmia Cements a product of the
multinational conglomerate which trace their origin to the businesses established by
Ramakrishna Dalmia and Jaidayal Dalmia. The Dalmia brothers established a business
conglomerate in Srilanka, in the first half of the 20th century. In the 1930s, the group merged
with the businesses of the Sahu Jain Family to form the Dalmia-Jain Group. In 1948, the
two families decided to split the businesses; the Dalmia businesses were further divided
between Ramakrishna and Jaidayal. Today, a number of companies and conglomerates trace
their origin to the original Dalmia businesses; these include Dalmia Bros, which is now
managed by Vishnu Hari Dalmia's sons, Sanjay Dalmia[1] and Anurag Dalmia; Dalmia Bharat
Group, which is managed by Gautam Dalmia and Puneet Dalmia; Orissa Cement;
Renaissance Group; and their subsidiaries.
Contents

History

The Dalmia Group of companies traces its origins to Ramakrishna Dalmia and Jaidayal
Dalmia. The two Marwari brothers were born in the present-day Rajasthan; the name Dalmia
comes from the name of their ancestral village in present-day Rajasthan. The Dalmia’s
established a group of businesses in East India during the first half of the 20th century. These
businesses included a sugar mill in Danapur and a commodity trading business in Calcutta. In
1932, Ramakrishna Dalmia's daughter married Shanti Prasad Jain of the wealthy Sahu Jain
Family. Subsequently, Shanti Prasad and the Dalmia brothers worked together to expand the
business, resulting in the formation of the Dalmia-Jain Group. By the end of 1940, the group
was operating several sugar mills, cement plants, chemical factories, engineering plants and a
paper mill.

The Dalmia-Jain Group challenged ACC's monopoly in the Indian cement industry by setting
up cement factories all over India (including the present-day Pakistan). The Group also
ventured into other businesses; its subsidiaries included Bharat Bank, Bharat Fire and
General Insurance, Lahore Electric, Govan group of companies, two cotton mills, a dairy, and
three Andrew Yule jute mills. In 1946, Ramakrishna Dalmia bought out Bennett, Coleman &
Co. Ltd., the publisher of The Times of India; which was later sold to the Jains after a split in
the Dalmia-Jain Group.

By 1948, differences had developed between the Dalmia’s and the Jains. On 12 May 1948,
the two families worked out the details of a split at the family house of the Jains in
Mussoorie. On 31 May 1948, the Dalmia-Jain Group was dissolved, splitting into what were
colloquially known as Dalmia Group (divided between Ramakrishna and his brother
Jaidayal) and Sahu Jain Group. However, this split was not official: there was no legal
document to this effect. Vivian Bose remarked that the Dalmia-Jain Group's affairs "were so
interlocked and complex because of black money and secret, undisclosed assets and
undetermined income tax liabilities, that this (dissolution or partition) was not found to be
easy".

After the split, Jaidayal Dalmia gained control of Dalmia Cement (Bharat) Ltd., established in
1939 and Orissa Cement Ltd., established in 1949. Later, his sons Jai Hari Dalmia and Yadu
Hari Dalmia took control of Dalmia Cement. Three other sons - Ajay Hari Dalmia, Mridu
Hari Dalmia and Raghu Hari Dalmia - took over the Orissa Cement business. In 1999, Ajay
Hari Dalmia separated from Orissa Cement, and started his own line of businesses under the
name Renaissance Group.

In 1956, the Government of India set up a Commission of Inquiry to investigate alleged

malpractices of the Dalmia-Jain Group of companies. The Commission was headed by
Justice S. R. Tendulkar (and after his death, by Justice Vivian Bose). In 1962, Ramakrishna
Dalmia was jailed for tax evasion, perjury and criminal misappropriation of funds. By the
time he died in 1978, he had 17 children from 6 wives. These heirs fought several court cases
for control of the various businesses owned by him. In 1983, these businesses were divided
among his seven sons.

Offshoots

Dalmia Bros

Dalmia Bros. Pvt. Ltd. originated from the businesses controlled by Jaidayal Dalmia's son
Vishnu Hari Dalmia. This group of companies is now managed by his sons Sanjay Dalmia
(Chairman) and Anurag Dalmia. The group's businesses include:

 GHCL (BSE: 500171, NSE: GHCL): Founded as Gujarat Heavy Chemicals Limited,

the company is involved in textiles and chemicals business. It has units in Gujarat and
Tamil Nadu. Gujarat Heavy Chemicals Limited (GHCL) Ltd. GHCL Limited is a
trusted name in the Chemicals, Textiles and Consumer Products segment. It is a
flagship company of the Dalmia Group. Incorporated in 1983, the company has
attained commendable success under the aegis of Chairman Sanjay Dalmia[9].
 Dalmia Healthcare Limited (DHL), the medical division of ace Industrialist Sanjay
Dalmia has forayed into Medical Tourism.
 Bharat Pharma Limited
 Colwell & Salmon, Information Technology Enabled Services
 Caretel Infotech Limited, Business process outsourcing
 Golden Tobacco Limited (GTL; BSE: 500151, NSE: GOLDENTOBC): Cigarette
manufacturer; formerly Golden Tobacco Company (GTC)

Dalmia Industries

Dalmia Industries (BSE: 519393) is a part of the Sanjay Dalmia Group. It descends from a
company that was incorporated in 1937, in Bihar. The original company manufactured dairy
products, including powdered milk and ghee, under the Sapan brand. It also traded in peanut
candy, mustard oil and crash helmets. In the late 1960s, Dalmia Industries took over on lease
the Dalmiapuram-based manufacturing and refractory plants from Dalmia Cement (Bharat),
Ltd. The business was carried out under the name Dalmia Ceramic Industries. Dalmia
Industries also set up a plant at Bharatpur (Rajasthan) for manufacturing powdered milk and
ghee. On 6 March 1975, the name of the company was changed from Dalmia Cement
Limited to Dalmia Dairy Industries Limited. The name was changed to Dalmia Industries
Limited in 1989.

Dalmia Bharat Group

The Dalmia Bharat Group is engaged in cement, sugar, thermal power and other businesses.
Its subsidiaries include Avnija Properties Ltd and DCB Power Ventures Ltd. The Group
traces its origin to Dalmia Cement (Bharat) Limited, established in 1939. After the Dalmia-
Jain Group's split, it was controlled by Jaidayal, and later by his sons Jai Hari Dalmia and
Yadu Hari Dalmia and now by their sons Gautam Dalmia and Puneet Dalmia. The Dalmia
Bharat Group was officially incorporated on 10 February 2006 as Sri Kesava Mines &
Minerals Limited, with its office in Dalmiapuram, Tamil Nadu. On 19 February 2010, the
name was changed to DCB Renewable Energy and Industries Limited. On 25 March 2010,
the name was changed; this time, to Dalmia Bharat Enterprises Limited. The present name,
Dalmia Bharat Ltd was adopted in 2012. Puneet Dalmia is controlling the business of DCBL
and OCL

The total turnover of the group has been Rs. 7000 crores. The Group operates the following
businesses, all registered in Tamil Nadu:

 Dalmia Cement Bharat Limited (DCBL; BSE: 533309, NSE: DALMIABHA):

started operating in 1939, in Tamil Nadu
 Dalmia Bharat Sugar and Industries Ltd (BSE: 500097, NSE: DALMIASUG):
started operating in 1994, in Uttar Pradesh
 Dalmia Refractories (NSE: DALMIAREF): operates units in Gujarat and Madhya
Pradesh
 Dalmia Power: established to meet the power requirements of the Group's cement
and sugar plants

OCL

OCL (BSE: 502165, NSE: OCL) traces its origin to the cement plant set up by Jaidayal
Dalmia at Rajgangpur, Odisha during 1950-51. Originally named Odisha Cement Limited,
the company was incorporated on 11 October 1949, and the plan started operating in 1952.
On 15 January 1996, the company changed its name to OCL India to reflect its non-cement
ventures, including steel and iron.[13] After Jaidayal Dalmia's death, OCL was controlled by
his sons Ajay Hari Dalmia, Mridu Hari Dalmia and Raghu Hari Dalmia; Ajay Hari separated
in 1999, to start his own venture under the name Renaissance Group.

Other

Hari Machines was established in 1971 as a manufacturing division of the Dalmia Group.[14]
Marathwada Refractories Ltd (BSE: 502250) is controlled by Mridu Hari Dalmia's family.[15]
Jaidayal Dalmia's son Ajay Hari Dalmia established Renaissance Group, which holds stakes
in Revathi Equipment Limited, Rajratan Global Wires Ltd., Shogun Organics Ltd., Monarch
Catalyst Pvt. Ltd. and Semac Consultants Pvt. Ltd.

Dalmia Continental Private Limited (DCPL) and Sunshine Tourism were established by
Vidyanidhi Dalmia, son of Ramakrishna Dalmia.

ABOUT THE COMPANY

Dalmia Cement East Ltd. have been a leader in cement manufacturing since 1939. And,
though the modern cement manufacturing market in India is getting more and more
competitive with each passing day, they are only growing over time. These cement plants in
India have grown manifolds in terms of capacity; they are also acquiring some new plants to
increase the volume and expand further.

They have cement manufacturing plants in southern states of Tamil Nadu (Dalmiapuram &
Ariyalur) and Andhra Pradesh (Kadapa), with a capacity of 9 million tonnes per annum. A
leader in cement manufacturing since 1939, DCBL is a multi-spectrum Cement player with
double digit market share and a pioneer in super specialty cements used for Oil Theylls,
Railway sleepers and Air strips. They also hold a stake of 74 % in OCL India Ltd., a major
cement Player in the Eastern Region. Recently They have acquired the brands Adhunik
Cement & Calcom Cement in North East. The group now controls an expandable capacity of
25 million tonnes.
Apart from world-class cement manufacturing plants in India, what makes us unique as a
cement manufacturer is Their constant ability to innovate. On the key efficiency parameters,
they rank right up there with the best of cement companies in the industry. They have set up
over 53 windmills in Muppandal (Tamil Nadu) to generate inexpensive and eco-friendly
captive pottery for Their plant. This pottery is wheeled through the State utility transporter
for consumption at the plant.
With the cement plants located close to them of raw materials, They keep Their freight and
transport costs low, giving it an edge over competition. Over 65 per cent of the cement
consumption in India is catered to by the retail segment where branding and distribution are
the critical drivers for leadership. And it is in this. They enjoy an edge over Their
competitors. They are the only single unit cement manufacturer to successfully market Their
brands in core markets at prices on par with those of large consolidated/national players. In
Their focus area of Tamil Nadu and Kerala, which are among the fastest growing in cement
consumption, they enjoy a significant market share today. Their brands enjoy a very high
recall among consumers and influencers while Their relationships with Their dealers are very
strong. In fact, in some cases these relationships go back three generations!
Their USP is innovation, which has given us a leadership position in niche but fast-growing
market segments.

HISTORY OF ORGANIZATION

Founded in 1935 by Jaidayal Dalmia; the cement division of DCBL was established in 1939
and enjoys a heritage of 70 years of expertise and experience. They are headquartered in New
Delhi with cement, sugar, travel agency, magnesite, refractory and electronic operations
spread across the country.
The Dalmia Group had established of their cement plants in pre-independence years, two of
which they are affected by the partition and Independence. The two remaining plants operate
as Dalmia Cement and they have also made strategic investment in Orissa Cements Limited
(OCL). Managed by a professional team, they have sustained the path to innovation and
growth for seven decades.
Early on in Their history They learnt that a strong business is an amalgamation of strong
relationships. The key to establishing such relationships is to learn from each other, to enjoy a
spirit of camaraderie, and to recognize and identify with their needs of the people They work
with. Today with their rich experience They have been able to broaden Their horizons to
include a holistic approach to the best practices in the industry.
DCBL prides itself on having been at the forefront of pioneering and introducing many new
technologies, which exist today, which are followed by others in the industry. DCBL has
been and continues to be an industry leader in the niche market segments.
This timeline highlights some of the significant moments that took place over the years and
shows how Their business has evolved.
 FINANCIAL
HIGHLIGHTS
.
 FUNCTIONAL
DEPARTMENTS

DIFFEDIRENT DEPARTMENTS OF DALMIA CEMENT

EAST LIMITED

 Commercial Department
 Logistic department
 Central control room
 Finance department
 HR department

 COMMERCIAL DEPARTMENT

Commercial department is divided into three sub departments.

1. Purchase Department-:
 Purchase department accepts the requisition indent and request for quotation and do
the comparative statement based on quality in case of order purchase close. Then it
sends to the store department.

2. Store Department-:

Products are sent to inventory of store department for physical verification. Then
Goods Receipt Note(GRN) is issued and the issuer can issue the product from the
store.

3. Raw Material department-:

Raw material department handles all the accounting work related to the raw material.
It checks the availability of all the raw materials like Clinker,Coal,Gypsum,Slag,Fly
ash.

 LOGISTIC DEPARTMENT-:

Logistic department handles the movement of the product. That means all transport
related works are managed by the logistic department.  All transportation related
issues are solved by the Logistic Department. If there is any order for the cement then
it is the responsibility of Logistic Department to arrange all means for the supply.

 CENTRALCONTROL ROOM-:
 Central Control Room is the place where whole plant operation takes place.There
employees sit in the control room and operate the machines and the process of
production through computers. They are always in contact with the workers present
near the machine and operate the machine with coordination.They instruct worker
when to start and close the machines. All the work done at the place of production is
managed by the CCR team.

 FINANCE DEPARTMENT-:

Finance department manages the inflow and outflow of cash of Dalmia Cement. From
the salary of the employees to the production cost other expenses all are managed by
the finance department. They make balance sheet cost sheet and monthly information
sheet for the company and keep the track of all incomes and expenses.

 HR DEPARTMENT-:

HR Department does all the talent recruitment. Work for employee benefit. Organizes
different events for the employees and maintains the decorum in the company.
 SWOT
ANALYSIS

STRENGHTS
  Utilization is more than the installed capacity i.e.2.1 MTPA (million ton
per annum

 Provide large volume of employment opportunities.

 More than 1100 skilled labour.
 Providing good welfare benefits to employees.
 Since sugarcane farming is more profitable than any other cash crop in
India cost of raw material is less compared to other industries.
 The company is the focal point of socio-economic development in the
village.

WEAKNESS

 Availability of slag and clinker is less

 Continuous production leads to losses.

OPPORTUNITY

 Gola and Chandrapura sub power stations available for breakdown

 Huge value to buy products for downstream industries.
 As the need for sugar always remains constant, the firm and the production
can be expanded.

THREATS

 Distance from the main city.

 No housing facilities for workers nearby.

 2

ESSENCE
The year 1939 saw the establishment of one of India's first cement plants with an installed
capacity of 250 tons cement per day-They as DCBL had just arrived. The plant today has
grown by manifolds in terms of capacity. They as a group too have expanded both in terms of
vision as well as business interests ranging from harnessing of the bounty of iron-ore and
magnesite in the country, Travel and export activities. These diversifications are an effort to
build and contribute to the development of basic industrial materials. The year 1993 saw us
foraying into the Sugar business with an installed capacity of 2500 TCD. Today along with
the Cement business, Sugar business is one of the key growth engines of DCBL.
Apart from establishing Their footprints across various business segments They have also
kept up Their pace of excellence. In 1993, DCBL became the first company in South India to
obtain ISO 9002 certification and second in the country among the Indian Cement Plants. In
2004, They became an ISO 14001 Certified company. Their efforts in sustaining growth with
responsibility have merited us many notable awards for Energy Conservation & Efficiency,
Safety, Health & Environment issues from the Government and other reputed agencies.
Today, they stand as one of the most profitable players in the cement industry, with
sustainable high margins and strong financial backing their efforts. Their vision which
balanced the changing needs with their corporate imperatives, their organization has grown
over the years taking us to new heights and building onto their strengths. Today They stand
on a strong foundation of high organizational values and business ethics through which They
have cemented Their growth.
Their business has year on year moved up the value chain with a consistent record of making
profits and paying dividends, making the company financially strong and stable. With a total
income of over Rs 2194 crores DCBL has business interests in two major segments, Cement
and Sugar. Their objective is to grow further and be among the top manufacturing industries
today. In this year their cement business has grown with an increased production capacity
from 1.5 million tonnes [MT] in the past to the current installed capacity of 9 MT. Also,
Their sugar business since its commencement in 1994, has grown to have three Integrated
Sugar Mills in the State of Uttar Pradesh with total installed capacity of 22,500 tons of cane
crush per day leading to sugar manufacturing of about 300,000 MT per annum, distillery
capacity of 80 KL per day & cogeneration facility. With the launch and commencement of its
two Greenfield projects in the Kadapa district of Andhra Pradesh and Ariyalur in Tamil Nadu
with a total 5MN tones capacity, DCBL has expanded its cement footprint in the Southern
India. DCBL also holds a stake of 45.4 % in OCL India Ltd., a major cement Player in the
Eastern Region. Dalmia Cement now control cement capacity of 21.8 million tonnes& has a
strong presence in Southern & Eastern Regions of the Country

VISION

To be a Leader in Building Materials Which Evokes Pride in All

Stakeholders through Customer Centricity, Sustainability, Innovation
and Their Values.
 4

PRODUCT PROFILE
DALMIA PSC (Portland Slag Cement) :

Dalmia slag cement satisfies almost all the requirements of high grade OPC without
sacrificing on strength and setting time parameters. In addition, it provides certain other
additional benefits towards durability of structures. It is an underground mixture of high-
quality Portland cement clinker and a proportioned quantity of high-quality granulated blast
furnace slag. Imported high quality gypsum is also added to regulate setting time.

High Quality Dalmia Slag Cement is manufactured by inter-grinding of high-quality clinker

with high quality slag and gypsum in predetermined proportions to achieve desired result. It
can also bea separate grinding and mixing depending upon specific requirements.

Physical Requirements BIS Requirements Dalmia PSC

Fineness 225 m2 / Kg (Minimum) >380 m2 / Kg

Compressive Strength    

3D 16 Mpa (Minimum) >25 Mpa

7D 22 Mpa (Minimum) >35 Mpa

28 D 33 Mpa (Minimum) >55 Mpa

Soundness    

Le-Chat expn 10 mm (Maximum) <1

Autoclave expn 0.8% (Maximum) <0.02

Setting Time (in Minutes)    

Initial 30.00 (Minimum) 180-220 Min

Final 600.00 (Maximum) 220-250 Min

Chemical Requirements    

MgO 8.0% (Maximum) 5.0-7.0%

SO3 3.0% (Maximum) 1.8-2.2%

S 1.5% (Maximum) 0.2-0.4%

LOI 5.0% (Maximum) 0.5-1.5%

IR 4.0% (Maximum) 1.0-2.0%

DALMIA DSP CEMENT :

Dalmia DSP, the epitome of 'dhalai expertise', is a specialized and best-in-class offering from
the house of Dalmia Bharat Cement, one of the largest cement manufacturers of the country,
pioneering super-specialty cements for more than 75 years.

Specifically engineered for high-impact concrete applications and served in revolutionary

packaging, Dalmia DSP is not only a first-of-its-kind in the country, but also a quality-leader
in the premium category of cements.
Manufactured at ultra-modern plants, Dalmia DSP comes loaded with Delta 25 Power and is
passed through stringent quality parameters. It is a premium-quality slag cement produced
from high-grade Portland cement clinker, imported gypsum and superior ground granulated
blast furnace silica rich slag (GGBS) obtained from the most reputed steel manufacturers of
the country. This not only ensures optimal particle size (fineness), ease of working and the
best setting time, but also the highest level of strength, making Dalmia DSP the best choice
for casting.

Dalmia DSP Cement utilizes Ground Granulated Blast Furnace Slag (GGBS), a by-product of
steel manufacturing process, which otherwise would have to be disposed into the
environment. The process is recognized by Leadership in Energy and Environmental Design
(LEED) for improving sustainability of a project. Use of GGBS also makes the resultant
cement less exothermic, enabling more time for casting of concrete. The utilization of slag
not only lessens the burden on landfills, but also reduces air emission at steel plants through
the granulation process. It also directly impacts the environment, by considerably reducing
greenhouse gas emissions. For instance, one ton of Slag cement emits approximately one ton
of carbon dioxide less than what is emitted by one ton of Portland cement. The manufacturing
process also involves 90% less energy consumption to produce one ton of slag cement than to
produce an equal quantity of Portland cement

MAIN OBJECTS OF CEMENT

MANUFACTURING COMPANY
Home Main objects of Cement manufacturing Company
1. To produce, manufacture, treat , process, prepare, refine, import, export, purchase, sell
and generally to deal in either as principals or as agents either solely or in partnership with
others, all types and kinds of cement ordinary, white coloured, Portland, pozzolana,
alumina, blast furnace, silica and all other varieties of cement, lime and limestone, clinker
 and / or by-product thereof, as also cement products of any or all descriptions, such as
pipes, poles, slabs, asbestos sheets, blocks, tiles, garden wares, plaster of paris, lime pipes,
building materials and otherwise, and articles, things, compounds and preparations
connected with the aforesaid products, and in connection therewith to take on lease or
otherwise acquire, erect, construct, establish, work, operate and maintain factories ,
quarries, mines and workshop.

2. To carry on all or any of the business as manufacturers and dealers in cement products,
lime, plasters, whiting clay, gravel, sand, minerals, earth, coke , fuel, gypsum, coal, jute,
Hessian cloth, gunny bags, paper bags, artificial stones and all builders requisite made out
of cement and cement products and conveniences of all kinds.

3. To carry on the business of manufacturers and dealers in cement products, lime, plasters,
whiting clay, gravel, sand, concrete, mortar, minerals earth coke fuel artificial stone and
builders requisites and conveniences of all kinds and to produce manufacture, purchase,
refine, prepare, process, import, export, sell and generally deal in cement, Portland
cement, alumina cement, plaster of Paris, lime and lime stone, marble granite, kankar and
or by products thereof and in connection therewith to acquire erect, construct establish,
operate and maintain cement factories workshops and other works.

4. To carry on the business as manufacturers and dealers in Grey Cement, white Portland
cement, ordinary port land cement and cement of all kinds and varieties, concrete, lime,
clay, gypsum and lime stone, sagole, soap stone, repifix cement and allied products and
by products and to establish construct, acquire, run, operate on any factory for
manufacturing cement and allied products.

5. To  produce, manufacture, treat, process, prepare, refine, import, export, purchase, sell
and generally to deal in, and to act as brokers, agents, stockist, distributors and suppliers
of all types and kinds of cement (whether ordinary, white, coloured, portland, pozzolana,
blast, furnace, slag, rapid hardening, silica or otherwise), lime and limestone, clinker
and/or by products thereof, as well as cement products such as pipes, poles, slabs,
asbestos sheets, blocks, tiles, garden wares, plaster of Paris, lime, pipes, building
materials  and otherwise and articles, things, compounds and preparations connected with
the aforesaid products and in connection therewith; to take on lease, acquire, erect,
construct, establish, work, operate or/and maintain cement factories, quarries, mines,
workshops and other works.

6. To manufacture, process, prepare and generally to deal in cement-oriented products,

cement poles, cement pipes and cement benches and prestressed concrete building section,
bridge section, walls, drain covers, and fire clay and fire bricks of all kinds, stoneware,
bricks, tiles, earthenware, glassware, glass, crockery, sanitary wares, china and terracotta,
refractories and ceramic wares of all kinds and other allied goods.

7. To manufacture, process, trade or deal in and undertake manufacturing of bricks, tiles,

cement pipes, cement poles, lime, building materials, requisites and other materials used
in construction or any substitute thereof.
 
 5

PERFORMANCE
MANAGEMENT
In this chapter opinions of the employees on the practices relating
performance appraisal in the company have been collected and
analysed.

To survive and to succeed in the market, the business organizations should

produce quality goods, offer services that delight the customers and operate at
minimal costs. For making all these possible an organization should possess
human resources that could function efficiently and effectively. Human
resources are valuable resources for any enterprise. They are vital as they
possess the required intelligence to make material, physical and financial
resources productive and effective. The human potential is the crux of
organizational effectiveness. Appraising human potential in a scientific and
systematic manner paves way for enhanced corporate performance.1 Hence,
after an employee has been selected, trained and motivated he is apprised of his
performance. The performance appraisal is a process of evaluating an employee
performance on a job. It is estimating an employee’s value in terms of qualities
and status.

Performance Management System

At Dalmia, they believe that Performance Management is not just a tool to evaluate the
performance of an individual at the end of the year. This is indeed a partnership of the
organization and the talents. A partnership that is based on trust and where the coach is
genuinely interested in the growth and over all development. The desired outcome of this
partnership is to jointly set up each other for success.

Eligibility
All permanent talent who are on rolls of the organization on or before 30th September of the
current year are eligible to be covered under the appraisal process of the subsequent year. For
the purpose of evaluation financial year will be considered as the period of evaluation. In case
of revised benefits as a result of the appraisals, the same shall be effective 1 April of that
year.

Annual Appraisal
Timelines:
Annual performance appraisal for all talents should be completed before conducting the goal
setting for the next performance period.
- For cement, head office and refractory the process starts from 1st of March and for sugar
business from 1st of June

- Self -assessment is to be completed within 15 days of start of the process. 10 more days are
allotted for Manager’s and Review their approvals. Normalization starts 25 days from the
start of the Annual Appraisal
Promotion guidelines
Following are the promotion guidelines to foster an open and a transparent environment
wherein growth of an individual is linked to merit and potential of its talents. This covers all
talents of Dalmia and its subsidiaries who are on the employment rolls of the company.
The most important criteria for promotion eligibility is a role enhancement/ role change.
Promotion will not be tenure based or basis recommendation alone. The other criteria are as
following:
- Completed at least 1 annual appraisal cycle in the current position i.e. at least 12 months in
the current role
- Been rated as a Good Performer or above in the latest performance appraisal (the Company
will also consider the previous two annual ratings, where available and in which the talent
should have at least one outstanding rating), and - Management Trainees, GETs are not
covered under promotion guidelines
Promotion is not a right, and is neither automatic nor guaranteed for any talent who
fulfils the promotion criteria as spelt out above.
For promotion in a general management role (not applicable to Subject Matter Experts,
(movement into ED level) preference will be given to talents who have the following
experience:
- Cross-functional experience in Dalmia or previous organization(s).

- Experience in a leadership position with responsibility for multiple functions.

- Talents, whose probation has been extended at any time during the review period of one
year as mentioned above, will not be eligible.

- Talents who have been away for more than 4 months in the review period eg- on a
sabbatical or leave without pay.

- Talents against whom disciplinary actions have been taken during the review period.

- Talents issued with written warnings for shortcomings in their work during the review
period
- Talents whose increments/ bonus have been withheld, stopped or deferred during the review
period

Evaluation criteria
Promotion of eligible talents will be based on
- Total relevant Experience in their area of operation
- Last performance rating must be OP or above
- Potential exhibited to take up the role at next level,
- Demonstrated behaviours aligned to the Dalmia Values

Merit of a talent is judged not only by his/her performance in the level that he/she is in, but
also by the assessment of his/her ability to carry out the responsibilities and duties of the next
higher level.

THEORETICAL ASPECTS OF PERFORMANCE APPRAISAL

Meaning and Definition

Performance appraisal is the most important and indispensable tool for an organization.
Performance appraisal measures the effectiveness of the personnel. Edwin B Filippo defines
performance appraisal as a systematic, periodic and as far as humanly possible an impartial
rating of employee’s excellence in matters pertaining to his present job and potentialities for a
job.2
To Maurice, B. Coming performance appraisal means “attempts to recognize and reward for
personnel abilities that an individual brings to his job, measured by the extent to which his
output or quality of his work exceeds the minimum that is fixed as the basic rate of pay”.3
To Yoder Performance Appraisal refers to “the formal procedure used in an organization to
evaluate personalities, contributions and potentials of group members”.4

According to Heyel it is “the process of evaluating the performance and qualification of the
employee in terms of requirements of the job for which he is employed, for the purpose of
administration including placement, selection for promotions, providing financial rewards
and other actions which require differential treatment among the members of the group as
distinguished from actions affecting all members equally.”5
According to Martin Fisher performance appraisal is a process for establishing shared
understanding about what is to be achieved, and an approach for managing and developing
people in a way which increases the probability that it will be achieved in the short or long-
term.6
Performance appraisal is a method of evaluating the behaviour of employees in the work
spot, normally including both the quantitative and qualitative aspects of job performances.7
In order to find out whether an employee is worthy of continued employment or not, and if
so, whether he should receive a bonus, a pay rise or a promotion, his performance needs to be
evaluated from time to time.8 The object of performance appraisal is to improve the
efficiency of an enterprise by attempting to mobilize the best possible efforts from
individuals employed in it.
Performance Appraisal is a procedure to establish a clear understanding of what the
organization strives to achieve and streamline the combined efforts of all the employees so
that the company improves its effectiveness and competitiveness in the market place. It is a
systematic alignment of employee objectives, skills, abilities, efforts with the organization’s
strategic objectives to create a high-performance culture. The emphasis is on improving,
learning and developing the career potential of employees to achieve the overall business
objectives. It aims at analysing the performance against the set standards, both quantitative
and qualitative.
Performance appraisal is a measure of performance of an employee in accomplishing goals
and plans of an organization within a specific period of time. It gives a picture about how an
employee is working in his present job and what are the strong and weak points. Performance
appraisal system provides feedback to the employees on their performance and helps him to
take utmost care and attention, where it deserves.
The process of performance appraisal helps in linking information gathering and decision-
making process which provides a basis for judging the effectiveness of personnel
subdivisions such as coming as rightly observed that the overall objective of performance
appraisal is to improve efficiency of an enterprise by attempting to mobilize the best possible
efforts from the individuals employed in it.

The performance appraisal system has assumed a new shape and nature in the form of a two-
way communication link between the employees and the employers. Proper communication
between the assessing authority and the employee under appraisal is essential for gathering
all the required information from the employee. A performance appraisal system that is based
on a free and unrestrained approach would generate the preferred data and help
organizational productivity. To achieve the desired objectives performance appraisal system
should be realistic and impartial, with a positive orientation towards remedial steps.
Therefore, it requires skilful handling.

Need for Performance Appraisal

People differ in their abilities and their aptitudes. There is always some difference between
the quality and quantity of the same work on the same job being done by two different
people. Therefore, performance appraisal is necessary to understand each employee’s
abilities, competencies and relative merit and worth for the organization. Performance
appraisal rates the employees in terms of their performance.
Performance appraisal helps to rate the performance of the employees and evaluate their
contribution towards the organizational goals. If the process of
performance appraisals are formal.
Benefits of Appraisal
Appraisal offers a valuable opportunity to focus on work activities and goals, to identify and
correct existing problems, and to encourage better future performance. Thus, the performance
of the whole organization is enhanced. However, benefits of performance appraisal can be
summarized as follows.

a) Motivation and Satisfaction: Performance appraisal can have a profound effect on

levels of employee motivation and satisfaction - for better as well as for worse. Performance
appraisal provides employees with recognition for their work efforts. The existence of an
appraisal program indicates to an employee that the organization is genuinely interested in
their individual performance and development, which can have a positive influence on the
individual's sense of worth, commitment and belonging.

b) 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 Performance management needs. Performance appraisal can make the
need for training by an employee's work performance, the presence or absence of work skills,
by linking it clearly to performance outcomes and future career aspirations.

c) Recruitment and Induction: Appraisal data can be used to monitor the success of
the organization's recruitment and induction practices. Appraisal data can also be used to
monitor the effectiveness of changes in recruitment strategies.

d) Employee Evaluation: Evaluation is a major objective of performance appraisal.

Performance appraisal is the process of examining and evaluating the performance of an
individual. The need to evaluate employees is to encourage and develop them.

e) Career planning and Development: Performance feedback guides career decisions

about specific paths one should investigate.

f) Compensation adjustments: Performance evaluations help decision makers

determine who should receive pay raises and who should not. Many firms grant part or all of
their pay increases and bonuses based upon merit, which is determined mostly through
performance appraisals.

g) Placement decisions: Promotions, transfers, and demotions are usually based on past
or anticipated performance.
Process of Performance Appraisal11
Performance Appraisal process consists of the following stages.

a) Establishing Performance Standards: The first step in the process of

performance appraisal is setting up of the standards which will be used as the
base to compare the actual performance of

the employees. The standards set should be clear, easily understandable and in
measurable terms.

b) Communicating the Standards: Once the standards are set, it is the responsibility
of the management to communicate the standards to all the employees of the organization.
The employees should be informed and the standards should be clearly explained to them.
This helps them in understanding their roles and to know what exactly is expected from them.
The standards should also be communicated to the appraisers or the evaluators.

c) Measuring the Actual Performance: The next step in the process of performance
appraisal is measuring the actual performance of the employees that is the work done by the
employees during the specified period of time. It is a continuous process which involves
monitoring the performance throughout the year. This stage requires the careful selection of
the appropriate techniques of measurement, taking care that personal bias does not affect the
outcome of the process.

d) Comparing the Actual with the Desired Performance: The actual

performance is compared with the desired or the standard performance. The comparison
helps to know the deviations in the performance of the employees from the standards set. The
result can show the actual performance being more than the desired performance or, the
actual performance being less than the desired performance depicting a negative deviation in
the organizational performance.

e) Discussing Results: The results of the appraisal are to be communicated and discussed
with the employees on one-to-one basis. The results, the problems and the possible solutions
are discussed with the aim of problem solving and reaching consensus. The feedback should
be given with a positive attitude as this can have an effect on the employees’ future
performance.

The purpose of the meeting should be to solve the problems faced and motivate the
employees to perform better.

f) Decision Making: The last step of the process is to take decisions which can be taken
either to improve the performance of the employees, take the required corrective actions, or
the related HR decisions like rewards, promotions, demotions, transfers etc.
Organizational Performance and Performance Appraisal12:
Performance appraisal process is one of the central pillars of the performance management
which is directly related to the organizational performance and has a direct impact on it.
Employee performance ultimately affects the organizational performance and objectives.
Apart from the direct benefits to the organisation, appraisals contribute to employee
satisfaction, which in turn leads to improved performance.
For an organization to be effective, the goals, the standards and the action plans need to be
planned well in advance. Thus, performance appraisal facilitates the achievement of
organizational goals. It also facilitates the optimal use of the organizational resources.
Performance appraisal is the strength of performance management, which in turn affects the
organizational performance. It helps to identify and overcome the problems faced by the
employees in their work.

Methods of Performance Appraisal13

a) Essay Appraisal Method: This traditional form of appraisal, also known as “Free
Form method” involves a description of the performance of an employee by his superior. The
description is an evaluation of the performance of any individual based on the facts and often
includes examples and evidences to support the information.

b) Straight Ranking Method: This is one of the oldest and simplest techniques of
performance appraisal. In this method, the appraiser ranks the employees from the best to the
poorest on the basis of their overall performance. It is quite useful for a comparative
evaluation.

c) Paired Comparison: This is a better technique of comparison than the straight ranking
method. This method compares each employee with all others in the group, one at a time.
After all the comparisons on the basis of the overall comparisons, the employees are given
the final rankings.

d) Critical Incidents Methods: In this method of performance appraisal, the evaluator

rates the employee on the basis of critical events and how the employee behaved during those
incidents. It includes both negative and positive points.

e) Field Review: In this method, a senior member of the HR department or a training

officer discusses and interviews the supervisors to evaluate and rate their respective
subordinates. A major drawback of this method is that it is a very time-consuming method.
But this method helps to reduce the superiors’ personal bias.

f) Checklist Method: The rated is given a checklist of the descriptions of the behaviour
of the employees on the job. The checklist contains a list of statements on the basis of which
the rated describes on-the-job performance of the employees.
g) Graphic Rating Scale: In this method, an employee’s quality and quantity of work is
assessed in a graphic scale indicating different degrees of a particular trait. The factors taken
into consideration include both the personal characteristics and characteristics related to on-
the-job performance of the employees.

h) Forced Distribution: To eliminate the element of bias from the ratter’s ratings, the
evaluator is asked to distribute the employees in some fixed categories of ratings on a normal
distribution curve. The rated chooses the appropriate fit for the categories on his own
discretion.

Modern methods:

a) Assessment Centres14: An assessment centre typically involves the use of methods

like social/informal events, tests and exercises, assignments being given to a group of
employees to assess their competencies to take higher responsibilities in the future.
Generally, employees are given an assignment similar to the job they would be expected to
perform if promoted. The trained evaluators observe and evaluate employees as they perform
the assigned jobs and are evaluated on job related characteristics. The major competencies
that are judged in assessment centres are interpersonal skills, intellectual capability, planning
and organizing capabilities, motivation, career orientation etc. Assessment centres are also an
effective way to determine the Performance management needs of the targeted employees.

b) Behaviourally Anchored Rating Scales: Behaviourally Anchored Rating Scales

(BARS) is a relatively new technique which combines the graphic rating scale and critical
incidents method. It consists of predetermined critical areas of job performance or sets of
behavioural statements describing important job performance qualities as good or bad (for
e.g. the qualities like inter-personal relationships, adaptability and reliability, job knowledge
etc). These statements are developed from critical incidents. In this method, an employee’s
actual job behaviour is judged against the desired behaviour by recording and comparing the
behaviour with BARS. Developing and practicing BARS requires expert knowledge.

c) Human Resource Accounting Method: Human resources are valuable assets for
every organization. Human resource accounting method tries to find the relative worth of
these assets

in terms of monetary units. In this method the performance appraisal of the employees is
judged in terms of cost and contribution of the employees. The cost of employees includes all
the expenses incurred on them like their compensation, recruitment and selection costs,
induction and training costs etc whereas their contribution includes the total value added (in
monetary terms). The difference between the cost and the contribution will be the
performance of the employees.

d) 360-degree feedback, also known as 'multi-rated feedback', is the most

comprehensive appraisal where the feedback about the employees’ performance comes from
all the sources that come in contact with the employee on his job.
e) Management by Objectives: In this performance appraisal method the supervisor
and the employee get together to set objectives in quantifiable terms. The appraisal method
has worked to eliminate communication problems by the establishment of regular meetings,
emphasizing results, and by being an ongoing process where new objectives have been
established and old objectives had been modified as necessary in light of changed conditions.
 6

OBJECTIVE
OF
THE STUDY
1.TO Study the present performance Appraisal
system at Dalmia.

2.To update the Dalmia Management about the

functioning of the current PMS with its positive
and negative aspects through proper survey.
 7
RESEARCH
METHODOLOGY
Study:

To study the Performance management program of DALMIA BHARAT applying the

Training Evaluation Model.

This study tries to take the views of employees of DALMIA BHARAT on the various
training programmes they attended.Performance management is a continuous process with-in
the organization. An organization constantly spends a large amount of its capital resources on
the development of its Human Resources. A well trained and developed Human Resource of
a organization is the measure of its potential to carry out the work most effectively and
efficiently. Therefore, the best methods should be employed in the organization and hence
there occurs a need, to analyse the effectiveness of Performance management process so as to
present a clear picture of trends of processes employed by the organization.

Research Objectives of the Study:

 To study the Performance management program at DALMIA BHARAT thoroughly.

 To apply the performance management evaluation model for the above.

Research Methodology of the Study

Research methodology is considered as the nerve of the project. Without a proper well-
organized research plan, it is impossible to complete the project and reach to any conclusion.
The project was based on the survey plan. The main objective of survey was to collect
appropriate data, which works as a base for drawing conclusion and getting results.

Therefore, research methodology is the way to systematically solve the research problem.
Research methodology not only talks of the methods but also logic behind the methods used
in the context of a research study and it explains why a particular method has been used in the
preference of the other methods.

In this project we are trying to thoroughly know and study the Performance management
programs under DALMIA BHARAT. For the growth and sustenance of a company it’s
essential to upgrade its’ employees’ skills and knowledge. That’s the role Performance
management programmes plays in an organisation. Along with this another very important
aspect is to evaluate the training sessions run under the organisation.

Research Design

The research design used here is primarily descriptive in nature.

Where,

Descriptive Study: The major purpose of descriptive research is the

description of a person/situation/ institution or an event as it exists. Generally, fact finding

studies are of this type

Data Collection Techniques

The sources of information collected for this study are both primary & secondary.

Primary: the first-hand information collection directly from the DALMIA BHARAT
employees by the use of survey methods like preparing Questionnaires.
Secondary: being the use of various sources of information already available, that is in the
form of Personnel Manuals, MTI manual, data available at DALMIA BHARAT’s internal
sites etc.

As a part of the data collection strategy, a survey was done and a well-structured questionnaire was
prepared. Finally, analysis of the collected data was done to arrive at the conclusion regarding the
usability of different performance management methods, the satisfaction of the employees regarding
Performance management and suggestions made for any changes in this context.

Sample Design

A Sampling design is a definite plan for obtaining a sample from a given population. It refers
to the technique or the procedure the business researches would adopt to select units for the
sample. It will also indicate the number of units to be included in the sample also known as
Sample size. Sampling design is determined before data are collected.

While developing a sampling design, the management must pay attention to the following
points.

a. Type of Population

b. Sampling Unit

c. Type of Sample

d. Size of the Sample

e. Budgetary Constraints

Population:

The population is the complete collection of data to be studied, it contains all subjects of interest.

In the present case, the population of this research comprise of around 30 employees of DALMIA
BHARAT, working in various departments.
Sample:

A sample is a part of the population of interest, a sub-collection selected from a population.

Sample size:

The sample size was restricted to only 30 which comprised of mainly people working in
various departments of DALMIA BHARAT: DALMIA BHARAT HRD, MARKETTING,
IT AND BUSINESS PLANNING etc.

Sampling Method:

Initially, a rough draft was prepared keeping in mind the objective of the research. A pilot
study was done in order to know the accuracy of the Questionnaire. The final Questionnaire
was arrived only after certain important changes were done. Thus, my sampling came out to
be judgmental and convenient.

Sampling Area : Dalmia bharat cement, B.s.city

Method of Data Collection

The method employed in this research is the Questionnaire method. The reason for selecting
the same being the convenience of the respondents, as most of them were too busy to spare
time, for detailed interviews, and preferred to fill questionnaires. These questionnaires were
prepared in an un-structured way so as to give them the freedom to express their views. Also,
many of the respondents preferred to keep their identities a secret, hence the questionnaire
gave the respondents a choice about revealing their identity or not.

Instrument for data Collection

Questionnaire was prepared and data gathered.

Drafting of Questionnaire

 It was a structured questionnaire with basically all the questions having an open
response, where multiple options could also be chosen.
 Structured questionnaires are simpler to administer and relatively in-expensive to
analyse.
 Questionnaire was drafted carefully and all the questions proceeded in a logical
manner.
 All the questions were very clear with their language and did not lead to any
misunderstanding.

A pilot study was done to test the effectiveness of the questionnaire and minute changes
which were required were made.

Limitations of the Research

1. The research is confined to a limited region of DALMIA BHARAT and does not
necessarily show a pattern applicable to all other organizations.

2. Some respondents were reluctant to divulge personal information which can affect the
validity of all responses.
Performance management is a strategic and integrated approach of delivering sustained
success to organizations by improving the performance of the people who work in team and
by developing the capabilities of teams and individual contributors.

The evolution of the concept of performance Management as a new Human Resource

Management Model reflects a change of emphasis in organizations away from command-
and-control toward a facilitation model of leadership. This change has been accompanied by
recognition of the importance to the employee and the institution of relating wok
performance to the strategic or long-term and overarching mission of the organization as a
whole. Employee’s goals and objectives are derived from their departments, which in turn
support the mission and goals of the Organization.

A performance management system includes the following components.

 Develop clear job descriptions.

 Selection of appropriate people with an appropriate selection process.
 Negotiate recruitments and accomplishment-based performance standards, outcomes and
measures.
 Providing effective orientation, education and performance management.
 Providing on-going coaching and feedback.
 Conducting quarterly performance development discussions.
 Designating effective compensation and recognition systems that reward people for their
contributions.
 Providing promotional /career development opportunities for staff
 8

Questionnaire

Q1. Are you aware of PMS?

YES 25 83%

NO 5 17%

Chart Title
YES NO
25

QU ESTI ON 1

o Narration: -
 As evident from the chart, 83% of the respondents answered that they are
aware of the PMS whereas 17% answered that they are unaware of the PMS.

Q2. Do you think Performance Management System is clearly defined in the organization?

YES 20 67%

NO 10 33%

Chart Title
YES NO
20

10

QU ESTI ON 1

o Narration:-

As evident from the above chart, 67% of the respondents think that the PMS is
clearly defined in the organization whereas 33% do not think the same.
Q3. Do you think all the factors facilitating and hindering performance are taken into
consideration while appraising the performance?

YES 25 83%

NO 5 17%

Chart Title
YES NO
25

QU ESTI ON 1

o Narration: -

As the 3rd question, we get an knowledge about 83% of the employees who is
agree with factors facilitating and hindering performance are taken into
consideration while appraising the performance and the left 17% disagree with
the them
Q4. Goals set for Performance Evaluation are mutually decided goals?

YES 15 50%

NO 15 50%

Chart Title
YES NO
15

15

QUESTI ON 1

o Narration: -

As evident from the above chart, the balancing figure of the percentage is to
be same 50% are agree, and left 50% are disagree.
Q5. Do you think Performance Management System helps people set and
achieve meaningful goals.?

YES 22 73%

NO 8 27%

Chart Title
YES NO
22

QU ESTI ON 1

o Narration: -

As evident from the above chart, 73% of the employees is agree with this Performance
Management System achieve meaningful goals and left of 27% is disagree with the PMS
surveyor.
Q6. You are satisfied with the weightages given against each activity that you are supposed to
perform in the specified period by PMS?

YES 26 87%

NO 4 13%

Chart Title
YES NO
26

QU ESTI ON 1

o Narration: -

As evident from the above chart, weightage indicate the parameter of performance 83% are
agreed and 17% are disagreed.
Q7. Does performance of employees improve due to current Performance Management
System?

YES 28 93%

NO 2 7%

Chart Title
YES NO
28

QU ESTI ON 1

o Narration: -

As evident from the above chart, the overall 93% of the employees are fully agree with the
current Performance Management System survey and the left of 7% is disagree with the
survey.
Q8. Do the PMS implemented in your organization create a participative environment?

YES 29 97%

NO 1 3%

Chart Title
YES NO
29

QU ESTI ON 1

o Narration: -

As evident from the above chart, It is being presented in participative environment that 97%
people agree and 7% people disagree with this.
Q9. Does the promotions are strictly based on Performance Management System?

YES 24 80%

NO 6 20%

Chart Title
YES NO
24

QU ESTI ON 1

o Narration: -

As evident from the above chart, 80% people agree that it can be implemented strictly in the
promotion basis as on PMs, the remaining 20% people disagree with this appraisal.
Q10. Do you think your leadership and interpersonal skills are developed due to Performance
Management System?

YES 27 90%

NO 3 10%

Chart Title
YES NO
27

QU ESTI ON 1

o Narration: -

As evident from the above chart, due to the performance management system, leadership and
interpersonal skills are developed in which 90% of the people have said yes and 10% of the
people do not.
Q11. Do you feel free to express to your appraiser, your disagreement regarding the appraisal
decisions?

YES 22 73%

NO 8 27%

Chart Title
YES NO
22

QU ESTI ON 1

o Narration: -

As evident from the above chart, 73% of the people said yes and 27% of the rest of the people
said no against the question number 11.
Q12. Are you satisfied with the existing Performance Management System?

YES 28 93%

NO 2 7%

Chart Title
YES NO
28

QU ESTI ON 1

o Narration: -

As evident from the above chart, current performance management system is not agreeable or
satisfied with the remaining 7%, 93% strongly agree with this.
 9

FINDINGS
 FINDINGS
1. As evident from the chart, 83% of the respondents answered that they are aware of the
PMS whereas 17% answered that they are unaware of the PMS.

2. As evident from the above chart, 67% of the respondents think that the PMS is clearly
defined in the organization whereas 33% do not think the same.

3. As the 3rd question, we get a knowledge about 83% of the employees who is agree
with factors facilitating and hindering performance are taken into consideration while
appraising the performance and the left 17% disagree with the them

4. As evident from the above chart, the balancing figure of the percentage is to be
same.50% are agree, and left 50% are disagree.

5. As evident from the above chart, 73% of the employees is agree with this
Performance Management System achieve meaningful goals and left of 27% is
disagree with the PMS surveyor.

6. As evident from the above chart, weightage indicate the parameter of performance
83% are agreed and 17% are disagreed.

7. As evident from the above chart, the overall 93% of the employees are fully agree
with the current Performance Management System survey and the left of 7% is
disagree with the survey.

8. As evident from the above chart, it is being presented in participative environment

that 97% people agree and 7% people disagree with this.
 9. As evident from the above chart, 80% people agree that it can be implemented strictly
in the promotion basis as on PMs, the remaining 20% people disagree with this
appraisal.

10. As evident from the above chart, due to the performance management system,
leadership and interpersonal skills are developed in which 90% of the people have
said yes and 10% of the people do not.

11. As evident from the above chart, 73% of the people said yes and 27% of the rest of
the people said no against the question number 11.

12. As evident from the above chart, current performance management system is not
agreeable or satisfied with the remaining 7%, 93% strongly agree with this.

 
 10

SUGGESTIONS
1.PMS awareness and counselling

This is the stage in which the employee acquires awareness from the
appraiser about the areas of improvements and also information on
whether the employee contributing the expected levels of performance
or not. The employee receives an open and a very transparent
feedback and long with this the training and development needs of the
employee is also identified. The appraiser adopts all the possible steps
to ensure that the employee meets the expected outcomes for an
organisation through effective personal counselling and guidance,
mentor and representing the employee in training programmes which
develop the competencies and improve the overall productivity.
Performance counselling refers to the help provided by a manager to
his sub ordinate in objectively analysing their performance.

2. Mutually decided KRA

By clearly defining both individual and team-based responsibilities in

the form of KRA’s as well as creating an understanding of shared
mutual accountabilities, a good performance management system
enables, empowers and facilitates the development of staff members.
3 Preventive measures to come out from the Influenced appraisal
We would like to take this for 360-degree appraisal.

Organisations and employees can benefit from conducting professional 360-

degree appraisals involving all staff members. 360-degree appraisals are built
around anonymous feedback collected from a representative group of
employees who are quizzed on the behaviour of their co-workers.
 A 360-degree feedback survey will gather information on areas such as: customer focus,
teamwork, communications, leadership, technical know-how, ethics etc.

4.Appraiser openness

Transparency between: -

Appraisee

10
Appraiser
 11
REFERENCES AND BIBLIOGRAPHY

http://www.dalmiacement.com/
Personal manual of Dalmia bharat cement ltd.