Hrm, Performance Mgmt.

HR03 Performance wariness Assignment No. I Assignment Code 2013HR03A1Last Date of incoming 15th April 2013 Maximum tag100 Attempt only the questions. All the questions are compulsory and suffer equal marks. Section-A Ques. 1Discuss the role of Performance Planning in setting executing criteria for achievement of goals of an organization. excuse with an example how an organization attempts to synchronize individual effect targets with organizational goals. Ques. 2Performance Management Its about do not just appraising comment on the statement exploitation theoretical concepts to support your answer. Ques. Elucidate the role of HR departments in the self-make implementation of procedure appraisal organisation in organizations. Ques. 4Explain why KPAs and exploit targets form the building blocks of whatever good doing planning system? Section-B Case Study In response to an advertisement Murali Dhar Yadav applied for the blank space of an assistant supervisory program at K anpur unit of Manorama Industries (P) Ltd. , leading manufacturers of teleph nonpareil cables. He was 22 and had passed the intermediate examination in science from Uttar Pradesh Board securing a second class as vigorous as a three-year sheepskin in mechanical engineering from Allahabad Polytechnic.The selection was made in the dying week of December, 2005 by dint of scientific procedures including screening, psychological tests, group discussion, interview and medical examination check-up and as Yadav was make to be the most suitable person among 34 applicants, the focus was pleased to offer him the position. Yadav joined the company and after complete six months instruction successfully he was formally placed as an assistant supervisor on Rs. 8000/- p. m. in the intumescence section dealing with the coating of polyvinyl chloride on copper or bunched cables. He supervised slightly 60 hammerers and reported to the public supervisor.His duties and responsibilities in th is position included planning, training immature operators, chasing schedules, developing new methods, inspection and quality checks etc. etc. Yadavs performance as assistant supervisor from the very set out was found to be uniformally efficient. His general behavior in the company towards his superiors, fellow-supervisors and workers was exceedingly appreciable. He used to participate actively in informal get-togethers and parties in the canteen of the company. He inspired confidence, respect and enthusiasm in his subordinates.He was implemental in increasing production and did not hesitate to work with his consume hands. He welcomed responsibilities and did not pass on the buck. On the recommendation of the general supervisor, he was confirmed in his position. Later on, Baldev Prasad Sinha, an assistant supervisor in the cabling section, took three months leave, and Yadav was transferred to this section for the specified period of time. Yadav again demonstrated his strengt h and leadership qualities while handling responsibilities of the new section. Then, he was placed again in the extrusion section. In course of time, Rakesh Kochar, a production supervisor (shift n-charge) of the extrusion section was transferred to Kolkata unit of the company and to fill-up the vacancy thus arrive atd the general supervisor recommended the name of Yadav on the following grounds 1. He had modal(a) knowledge of extrusion, cabling and tinning. 2. He could get things done and had a control all over the workers. 3. He was the senior most diploma holder in the extrusion department. 4. He took responsibilities willingly. 5. He had potential for leadership. The management was pleased to accept the preceding(prenominal) recommendation and promoted Yadav as a Production Supervisor (shift in-charge) at a requital of Rs. 5,000/- p. m. Gradually the factory expanded, more than workers were employed and more machines were brought. However, it was found that despite the exp ansion, the production in cabling section was not increasing proportionally as expect because of low motivation among workers. Yadav was transferred to this section to get the expected results. He attempted to motivate the workers by providing them good facilities for work, valuing their ideas, recognizing good work, and by changing the programmes and schedules according to the capacity of distri thatively individual.He also tried to insert team spirit among the workers by encouraging competition between the ii shifts of workers. His techniques proved to be very effective and consequently production in the section increased 1. 35 times. Besides this, he also made useful suggestions for cooling the cables at the die for getting a snarl up finish which was implemented and since then being practiced. Later on, his services were rendered to the fit out drawing section where production was suspected to suffer because of poor individual(prenominal) relations among the workers as we ll as between the supervisors.He attempted to create a healthy atmosphere in the section, to settle the disputes among workers through vulgar understanding and to inject a sense of brotherhood and respect for each other. He succeeded in his attempts to build-up good relations and consequently, production increased 1. 2 times. Then, he was again placed in the extrusion section and by the end of the year, the general supervisor and the works theatre director appraised his performance as almost outstanding. Subsequently, Yadav was promoted as a general supervisor in production planning and control department.He was to be paid a salary of Rs. 17000/- p. m. The duties and responsibilities in this section included the following 1. Coordination of wire drawing, extrusion and cabling sections. 2. assessment of target requirements of raw materials. 3. Programming, coordinating and controlling the subroutinees for machines. 4. Assessment of customer requirements 5. language scheduling 6. Export order execution. Yadav showed mixed reactions to his promotion as a general supervisor in production planning and control department.On the one hand, he was glad to acquire the status of the general supervisor as well as accompanying financial benefits. On the other hand, he felt uneasiness for he was completely removed from the shop radical team of workers, which he enjoyed to supervise. He put his best efforts to perform his functions in the new position. However, despite his efforts, next month, 70 km of treat colour-coded worm wires worth about Rs. 22,000 were produced because of his incorrect planning for which he was warned to be thorough in future.Again after 3 weeks, he was responsible for wrong spin of 75 km of switch-board wire for which he was asked to submit an explanation by the works manager. Though since then such mistakes did not occur in his planning, a number of different kind of mistakes crept in because of miscalculations. Next, considerable work acc umulated in the coiling section due to his incorrect planning. Again, the process was held up because he planned 200 kg of 0. 4mm wire for cables but only 185kg of the wire could be actually available for it.The works manager reprimanded him privately several times for such inaccuracies in planning and did not know what to do. It was extremely surprising why Yadavs performance tended to tumble substantially below the standards expected of him by the company. perplexitys 1. Discuss critically performance appraisals of Mr. Yadav. 2. What are the reasons for declining performance of Mr. Yadav in the context of his performance appraisals? HR03 Performance Management Assignment No. II Assignment Code 2013HR03A2Last Date of Submission 15th May 2013 Maximum Marks100 Attempt all the questions.All the questions are compulsory and carry equal marks. Section-A Ques. 1Write a note on Improving managee performance in rapidly changing organization Ques. 2Performance management is a critical fin al element of the performance appraisal process. Explain how effective managers help employees improve performance. Ques. 3We are living in a world of teamwork and collaboration, so much so that even, the Government at the nerve and that in a number of states are being sustained through coalition politics. In such a scenario can you suggest any new way of measuring erformance of employees so that they are better performers in the new organizational context. Ques. 4Explain why in any performance appraisal form the appraisees are required to fill up much more than the appraisers? Section-B Case Study SGM Education Enterprises is a company in Noida, which came into population in 1986 but implemented 360 degree feedback only four days ago. However, owing to immense resistance, had to discontinue its implementation. It so happened that chief operating officer of the company was preliminary given a powerful demonstration by a seller of 360 degree feedback and the CEO was quite impres sed by it.Consequently he firm to implement it in SGM Education Enterprises as well. Once the CEO resolute to implement the 360 degree feedback, he took the initiative to appoint the vendor as consultant to ensure its implementation in the company. Towards this end, an e-mail was sent play up its benefits and the rationale for changing to the new system. It was informed as to how the ratings collected utilizing the new system will be linked to bonuses as well as the importance of finishing the On-line training and familiarization course on the system.Later, the consultant also imparted online training to all those who showed keenness to learn as well as provided links to various documents on how to observe, assess and record performance behavior. In case any employee had a doubt or call for clarification, he could contact HR personnel to resolve any problem. Question Discuss in detail the method adopted by the CEO to implement 360-Degree feedback in the company. As per your opi nion what could have gone wrong in this regard.