PROJECT REPORT

ON

“A STUDY ON PERFORMANCE MANAGEMENT SYSTEM”

At
HCL TECHNOLOGIES
Submitted in partial fulfillment of the requirements for the award of
degree of
MASTER OF BUSINESS ADMINISTRATION
HUMAN RESOURCE (HR)

SUBMITTED BY
Saumya Asthana
Registration Number: 322100508

Submitted to
LOVELY PROFESSIONAL UNIVERSITY PHAGWARA, PUNJAB

Centre for Distance and Online Education

LOVELY PROFESSIONAL UNIVERSITY
PHAGWARA, PUNJAB

YEAR 2023-2024

1
 Declaration by the Student

To whom-so-ever it may concern

I, SAUMYA ASTHANA, Reg. No. 322100508 hereby declare that the work done by

me on “A STUDY ON PERFORMANCE MANAGEMENT SYSTEM AT HCL”,

is a record of original work for the partial fulfilment of the requirements for the award

of the degree, MBA (HR).

Saumya Asthana (322100508)

Dated:08/08/2024

2
 Dated:.03/08/2024

Certificate

HCL Technologies

This is to certify that Saumya Asthana (Reg. No. 322100508) student of MBA 4th

semester from Lovely Professional University, Phagwara, Punjab has been successfully

completed her capstone project report entitled “A STUDY ON PERFORMANCE

MANAGEMENT SYSTEM AT HCL”. During her project tenure in the company, we found

her hard working, sincere and diligent person and her behaviour and conduct was

good. We wish her all the best for her future endeavors.

For Authorized Signatory

Vinay Singh
Manager

3
 Address: B-34/3, Sector 59, Noida, Uttar Pradesh-201301

ACKNOWLEDGEMENT

Every work constitutes great deal of assistance and guidance from the people concerned

and this particular project is of no exception.

A project of the nature is surely a result of tremendous support, guidance, encouragement

and help.

Wish to place on record my sincere gratitude to Centre for Distance and Online

Education, Lovely Professional University, Punjab, for giving me opportunity to complete

my project.

Also, wish to acknowledge enthusiastic encouragement and support extended to me by

my family members. At last, I would like to thank all the faculty of business management

to help me completing this project.

I’m also thankful to my friends who provided me their constant support and assistance.

4
 ABSTRACT

The study aims to study and analyse Performance Management components and their

usage in HCL. The study entailed detailed examination of the methods to measure and

enhance performance management system against its objectives. Exploratory research

followed by descriptive research has been used in the study. Non-probability

convenience sampling has been used in the study. The sample size is 40. Primary data

has been collected using two structured questionnaires. Depth interview method was

used by which answers to the questionnaire were sought. As it is inferred that PMS

system is important for any organization, the organizations must invest in specific

technology-oriented products and services, software and hardware to improve the

performance. The companies must identify and develop unique retention strategies to

retain the employees. Retention and innovation strategies are used to improve the

performance of employees, so the focus must be directed towards improving the PMS.

5
 EXECUTIVE SUMMARY
Project Management focuses on the most key element of the organization. There are
several resources needed by the organization but most effective one is the human
resources. Human resource functions are broadly recognized by all organization, among
these important functions Performance Management System is a remarkable one. The
report of the internship has been titled as; “A Study on Performance Management System
of HCL Technologies in Noida. The study basically based on the study over all
employees’ performance appraisal.

Literally, performance appraisal, performance assessment and performance management,

all the terms refer to the process of comparing the actual performance with the relative
standards, here employees’ performances are evaluated to determine the extent to which
employee’s performances contribute to strategize organization goals. Having been an
intern here, several things have been appeared in mind to make the report; finally,
Performance Management System process has been chosen. Performance Management
System has been selected because its a vast area to study and so many things to learn in a
realistic point of views.

The report actually aimed at having a pragmatic notion on Performance Management

System process and how effects in the development of human resources and organization
development. Here the study also has fulfilled some other relevant purposes, such as;
having a view of assessment of the organization to discuss critically and recommend on
the shortcomings that found.

The report has been a means of significance, because it has contained so many
dimensions including; describing the key areas of assessment with relevant criticism and
some realistic recommendations based on descriptive assumptions.

6
 Table of Contents

S. No. Title Page no

1 Declaration by Student 2
2 Certificate 3
3 Acknowledgement 4
4 Abstract 5
5 Executive Summary 6
6 List of Figures 8
7 List of Tables 9
8 List of Schemes 10-11
9 List of Abbreviations 12
10 Chapter-1 Introduction 13-24

11 Chapter-2 Review of Literature 25-34

a) Company Profile
b) Objective of Study
12 Chapter-3 Implementation of project 35-37
Research Methodology

13 Data Analysis and Interpretation 38-47

14 Chapter-4 Results and Discussions 49-52

15 Finding 53
16 Final Chapter- Conclusion and Future Scope 54--58
17 Recommendations 59
18 Annexures 60-64
 References
 Questionnaire

7
 LIST OF FIGURES

Fig no. Title Page No.

1 Does Retention strategy play important role in PMS 39

2 Reward Allocation important phase of Performance 40

Management System

3 Identification of training and development needs 41

important in PMS

4 Promotions, transfer and termination decisions 42

important in PMS

5 Identifying barriers to performance important step in 43

PMS

6 Employees the most challenging aspect of performance 44

management

7 Performance Related Pay is an essential part of 45

Performance management

8 Managers Own and operate The Performance 46

Management Processes

9 Performance management encouraging the organization 47

LIST OF TABLES
8
 Table No Title Page no.

Table no.1 Showing phases of PMS in company 48

Table no.2 Showing a few parameters of PMS 48

LIST OF SCHEMES
Performance management systems are crucial for ensuring that employees' efforts align
with organizational goals. At HCL Technologies, a robust performance management
9
 system is in place to ensure the efficient assessment, feedback, and development of
employees. Here are some key schemes and elements typically found in HCL’s
performance management system:

1. Balanced Scorecard:
o HCL often employs a balanced scorecard approach to align business activities
with the company's vision and strategy. This includes financial measures,
customer knowledge, internal business processes, and learning and growth
metrics.
2. SMART Goals:
o Setting Specific, Measurable, Achievable, Relevant, and Time-bound (SMART)
goals for employees to ensure clarity and alignment with organizational
objectives.
3. 360-Degree Feedback:
o Gathering feedback from peers, subordinates, supervisors, and sometimes even
clients to provide a comprehensive view of an employee's performance.
4. Continuous Feedback and Check-ins:
o Regular performance discussions and feedback sessions between managers and
employees to ensure ongoing development and address issues promptly.
5. Performance Appraisals:
o Annual or semi-annual performance appraisals to evaluate employees against
predefined performance criteria and goals.
6. Personal Development Plans (PDPs):
o Creating individual development plans to address skills gaps and career
aspirations, ensuring continuous professional growth.
7. Competency Frameworks:
o Using a set of defined competencies that employees must exhibit to succeed in
their roles, ensuring alignment with the company’s strategic goals.
8. Rewards and Recognition Programs:
o Implementing various rewards and recognition schemes to acknowledge and
motivate high performers, including bonuses, promotions, and awards.
9. Training and Development Programs:
o Offering various training modules, workshops, and e-learning opportunities to
enhance employees' skills and competencies.
10. Performance Improvement Plans (PIPs):

10
 o Structured plans to help underperforming employees improve their performance
through targeted interventions and support.
11. Leadership Development Programs:
o Special programs designed to identify and develop future leaders within the
organization.
12. Technology-Driven Performance Management:
o Utilizing advanced HR software and tools to streamline the performance
management process, track progress, and provide analytics.
13. Employee Engagement Surveys:
o Conducting regular surveys to gauge employee satisfaction and engagement,
using the feedback to improve performance management practices.
14. Succession Planning:
o Identifying and developing internal talent to ensure leadership continuity and
address future organizational needs.
15. Career Pathing and Internal Mobility:
o Offering clear career paths and opportunities for internal mobility to retain top
talent and provide growth opportunities within the organization.

LIST OF ABBREVIATIONS

11
 Here is a list of abbreviations commonly used in the context of Performance Management
Systems (PMS) at companies like HCL:

1. PMS - Performance Management System

2. KPI - Key Performance Indicator
3. OKR - Objectives and Key Results
4. HR - Human Resources
5. L&D - Learning and Development
6. IDP - Individual Development Plan
7. MBO - Management by Objectives
8. 360-Degree Feedback - A multi-source feedback process
9. SMART - Specific, Measurable, Achievable, Relevant, Time-bound
10. BSC - Balanced Scorecard
11. PIP - Performance Improvement Plan
12. CMM - Capability Maturity Model
13. SLA - Service Level Agreement
14. TNA - Training Needs Analysis
15. R&R - Rewards and Recognition
16. ER - Employee Relations
17. KRA - Key Result Area
18. S.M.A.R.T - Specific, Measurable, Achievable, Relevant, Time-bound (goals)
19. NLP - Neuro-Linguistic Programming
20. PDCA - Plan-Do-Check-Act
21. SWOT - Strengths, Weaknesses, Opportunities, Threats
22. HRMS - Human Resource Management System
23. CSR - Corporate Social Responsibility
24. EPM - Enterprise Performance Management
25. M&E - Monitoring and Evaluation
26. ITIL - Information Technology Infrastructure Library
27. CTC - Cost to Company

12
CHAPTER-1

INTRODUCTION

13
PERFORMANCE MANAGEMENT SYSTEM (PMS)

Performance management system (PMS) is management system (PMS) is the heart of any
“people management “processes in organization. Organizations exist to perform. If
properly designed and implemented it can change the course of growth and pace of impact
of organizations. If people do not perform organizations don't survive. If people perform
at their peak level organization can compete and create waves. Performance management
systems if properly designed and implemented can change the course of growth and pace
of impact of organizations. In the past organizations as well as the HR function have
wasted a lot of time by wrongly focusing on performance appraisals rather than
performance management.

Effective performance management requires:

 Identifying the parameters of performance and stating them very clearly.

 Setting performance standards

 Planning in participative ways where appropriate, performance of all

constituents

 Identifying competencies and competency gaps that contribute/hinder to

performance

 Planning performance development activities.

 Creating ownership.

 systematically deciding and communicating what needs to be done (aims,

objectives, priorities and targets)

 a plan for ensuring that it happens (improvement, action or service plans)

 some means of assessing if this has been achieved (performance measures)

A Performance Management System enables a business to sustain profitability and

14
performance by linking the employees' pay to competency and contribution. It provides
opportunities for concerted personal development and career growth. It brings all the
employees under a single strategic umbrella. Most importantly, it gives supervisors and
subordinates an equal opportunity to express themselves under structured conditions.
Managing this process effectively isn't easy. It calls for a high level of co-ordination,
channeled information flow, and timely review. Whether employees are at a single place, or
spread across multiple locations, the use of technology can help simplify the complete
process for more effective information management.

Performance management could be defined as it begins when the job is defined and ends
when an employee leaves the company. Between these points, the following should be
understood for a working performance management system.

Developing clear job descriptions: Job descriptions are the first step in selecting the
right person for the job, and setting that person up to succeed Job descriptions provides a
framework so the applicants and new employees understand the expectations for the
position.

Selection: Jobs have different requirements. This is the process of matching the skills and
interests of a person to the requirements of a job. Finding a good job "fit" is exceptionally
important. Use of a selection process maximizes input from potential co-workers and the
person to whom the position will report.

Providing effective orientation, education, and training. Before a person can do the best
job, he or she must have the information necessary to perform. This includes job-related,
position-related, and company-related information; an excellent understanding of product and
process use and requirements; and complete knowledge about customer needs and
requirements.

Providing on-going coaching and feedback. People need ongoing, consistent feedback
that addresses both their strengths and the weaker areas of their performance.

Conducting quarterly or annual performance development discussions. If supervisors

are giving employees frequent feedback and coaching, performance reviews can change from
negative, evaluative, one-sided presentations to positive, planning meetings.

15
Designing effective compensation and recognition systems that reward people for their
contributions: The power of an effective compensation system is frequently overlooked
and downplayed in some employee motivation-related literature

Providing promotional/career development opportunities for staff: The supervisor

plays a key role in helping staff develop their potential. Growth goals, changing and
challenging job assignments and responsibilities, and cross-training contribute to the
development of a more effective staff member.

Assisting with exit interviews to understand WHY valued employees leave the
organization: When a valued person leaves the company, it is necessary to understand
why the person is leaving. This feedback will help the company improve its work
environment for people.

In this research project, I have studied, examined the traditional Performance management
scenario of the company, the process, Performance Management System followed and the
role of performance management in assessing the performance of the employee and
procedure followed by the company for feedback session and the impact of PMS on
overall working of Human Resource department and various other departments. In
addition to the above, I have also learned about different forms used by the company for
the same purpose.

THE PROCESS OF PERFORMANCE MANAGEMENT SYSTEM IN THE

COMPANY IS AS FOLLOWS: -

Stages of Performance Management System:

Employee: employee is the one who actually starts the PMS cycle. He/she initiate the
PMS through filling up the form provided by HR Deptt. PMS starts from employee and
usually ends at corporate HR people, who finally provides their inputs on the basis of
comments and ratings provided by various stakeholders involved in PMS cycle.

Immediate boss: as soon as the employee fills up the forms and submits it to next level in
PMS cycle, it is the responsibility of the immediate boss of the employee to submits the
form to next level of approval after submitting/providing the rating as well as his/her
comments.

16
Head of Department: when HOD gets the form from second level of PMS, he/she
compares the ratings and comments which are given by employee & immediate boss. and
he She will review the same and discussion is done with the Business Unit HR. on the
basis of the comments provided by immediate boss & employee, HOD provides his
comments as well as the ratings (with due interaction/discussion with Unit HR).

UNIT CEO: This is the fourth level of PMS cycle. In this stage the form is received by
Unit CEO and he/she confess the same with stakeholders included, receive all the
recommendation and finalize the rating then pass it to Corporate HR.

Corporate HR: in this stage, the Corporate HR is responsible for the final stage, She
has to provide the final input on the form and he/she also has authority /discretion to
replace/remove/change the given ratings to the employee incase he/she is not satisfied
with overall comments & ratings provided by the stakeholders. Corporate HR will
check and comments and measures it with the rating received by employee.

This is the last stage in PMS cycle. The PMS cycle is over here but the PMS work needs
to be closed by passing the form to corporate HR Head and finally to the CMD.

After this workflow/PMS cycle, the increment/appraisal/promotion is decided.

17
 REVIEW OF LITERATURE

Performance management can be defined as the ongoing communication process that

involves both manager and the employee in:-

• Identifying and describing essential job functions and relating them to the mission and
goals of the organization.

• Developing realistic and appropriate performance standards.

• Giving and receiving feedback about performance.

• Writing and communicating constructive performance appraisals.

• Planning education and development opportunities to sustain improve or build on

employee work performance.

Objective of PMS

 To confirm the services of probationary employees upon their completing the

probationary period satisfactorily.

 To check the effective &efficiency of individuals, teams &organization.

 To effect promotions based on competence and performance.

 To access the training and development needs of the employees.

 To decide upon the pay rise.

 PM can be used to determine whether HR programs such as selection, training, and

transfer have been effective or not.

18
 PMS Includes

 Work plan – A document that describes the work to be completed by an employee

within the performance cycle, the performance expected, and how the performance
will be measured.

 Corrective action plan – A short-term action plan that is initiated when an

employee’s performance fails to meet expectations. Its purpose is to achieve an
improvement in performance.

 Individual development plan – An action plan for enhancing an employee’s level of

performance in order to excel in the current job or prepare for new responsibilities.

Performance Management System– A confidential document that includes the

employee’s performance expectations, a summary of the employee’s actual performance
relative to those expectations, an overall rating of the employee’s performance, and the
supervisor’s and employee’s signatures.

HIGHLIGHTS OF THE SYSTEM

 The appraiser and the appraisee jointly set the Key Result Areas (KRA’s) and assign
mutually agreed weight age expressed as percentage.

 Simple mathematical relationship between set weight age and accomplishment gives a
final numerical score on KRA’s.

 To evaluate all management personnel on company values and leadership attributes

anew section has been added entitled “Values in Action”.

Components of PMS

 Performance Standards - Establishment of organizational or system performance

standards, targets and goals and relevant indicators to improve public health practice.

 Performance Measures - Application and use of performance indicators and measures

 Reporting of Progress -Documentation and reporting of progress in meeting standards

and targets and sharing of such information through feedback

19
 Quality Improvement - Establishment of a program or process to manage change and
achieve quality improvement in public health policies, programs or infrastructure based
on performance standards, measurements and reports.

20
The essence of the performance management system in organization is to recognize the
importance of the employees towards achieving the organizational objectives. The basic
requirement for this is that the employees’ personal goals should be perfectly aligned
with the vision, mission and the values of the organization.

The proposed conceptual framework also underscores the vital role of education,
training and development in the envisioned successful organization. In this organization,
continuous learning is a prerequisite to successful job performance and organizational
effectiveness. Employees must be able to learn work, developing effective technical and
people skills in order to assume new responsibilities, and keep pace with and anticipate
the changing nature of work and our workplace.

For performance managers and employees, responding to these changes requires the
ability to learn, adapt to change, solve problems creatively, and communicate effectively
in diverse groups. In addition, employees must take personal and proactive responsibility
for their careers to ensure future employability and advancement.

The realities of the contemporary workplace will continue to challenge existing

paradigms and should be considered in managing the performance of employees in a
dynamic working environment.

PERFORMANCE MANAGEMENT SYSTEM

Performance management system (PMS) is the heart of any “people management”

process in organization. Organizations exist to perform. If properly designed and
implemented it can change the course of growth and pace of impact of organizations.
Performance management could be defined as it begins when the job is defined and ends
when an employee leaves the company. Between these points, the following should be
understood for a working performance management system.

Developing clear job descriptions: Job descriptions are the first step in selecting the
right person for the job, and setting that person up to succeed Job descriptions provide a
framework so the applicants and new employees understand the expectations for the
position.

Selection: Jobs have different requirements. This is the process of matching the skills and

21
interests of a person to the requirements of a job. Finding a good job "fit" is
exceptionally important. Use of a selection process maximizes input from potential co-
workers and the person to whom the position will report.

Providing effective orientation, education, and training. Before a person can do the best
job, he or she must have the information necessary to perform. This includes job-
related, position-related, and company-related information; an excellent understanding
of product and process use and requirements; and complete knowledge about customer
needs and requirements.

Providing on-going coaching and feedback. People need ongoing, consistent feedback
that addresses both their strengths and the weaker areas of their performance. Effective
feedback focuses more intensely on helping people build on their strengths. Feedback is
a two-way process that encourages the employee to seek help Conducting quarterly
performance development discussions. If supervisors are giving employees frequent
feedback and coaching, performance reviews can change from negative, evaluative,
one-sided presentations to positive, planning meetings. Designing effective
compensation and recognition systems that reward people for their contributions: The
power of an effective compensation system is frequently overlooked and downplayed
in some employee motivation-related literature.

Providing promotional/career development opportunities for staff: The supervisor

plays a key role in helping staff develop their potential. Growth goals, changing and
challenging job assignments and responsibilities, and cross-training contribute to the
development of a more effective staff member.

Assisting with exit interviews to understand WHY valued employees leave the
organization: When a valued person leaves the company, it is necessary to understand
why the person is leaving. This feedback will help the company improve its work
environment for people. An improved work environment for people results in the
retention of valued staff.

There are three important areas that are covered in performance management. These
are shown in the diagram below:

Goals

22
 Goals are the tools used to achieve the results. Goals are how you turn intentions into
action. The dictionary meaning of the goals is ‘the end to which the design tends’. To
develop this concept let us go back a bit to the vision and mission of the organization
and then link it to the goals.

The vision that any company has is just like a destination. The vehicle that the company
is use to reach this destination is nothing but the mission. The values of the company
give a broad direction to journey. The organization should strive hard to reach the
destination but never by compromising on the values. The distance covered in the
direction of the destination could be the ‘key result area’ for the organization and the
speed of travel, stoppage times, and breakdowns could be the ‘key performance
indicators. And the goals will be the path or the road that the organization takes to
reach the destination. That is the goal is the intention expressed by the organization to
make a positive change in the direction of the long-term vision and mission of it.

Performance Management in Employee perspective

Till now we have seen how the performance management can be used to improve the
business processes and to achieve success in moving towards the mission and vision of
the organization. Now we will concentrate our effort on performance management in to
effectively utilize the human capital that the organization has. We will not discuss the
exact performance management framework for the employee performance management
because this framework will vary from industry to industry and also from organization
to organization. But nevertheless, we will discuss how to arrive at the framework in
detail.

Performance management in the HR perspective.

Performance management can be defined as the ongoing communication process that

involves both manager and the employee in:

 Identifying and describing essential job functions and relating them to the mission and
goals of the organization
 Developing realistic and appropriate performance standards
 Giving and receiving feedback about performance
 Writing and communicating constructive performance appraisals
 Planning education and development opportunities to sustain, improve or build on

23
 employee work performance.

ADVANTAGES OF PERFORMANCE MANAGEMENT

• People believe that they have stake in the organization.

• People feel motivated because they know where the organization is moving.

• Infighting and politics cease to exist.

But many a times measuring the performance cannot be that simple to be measured in terms
of direct performance indicators. Many a times non-quantifiable parameters could also be
the performance areas. For example, brand loyalty. In such kind of cases, we have to go for
Indirect Performance measures.

The essence of the performance management system in organization is to recognize the

importance of the employees towards achieving the organizational objectives. The basic
requirement for this is that the employees’ personal goals should be perfectly aligned with
the vision, mission and the values of the organization.

The proposed conceptual framework also underscores the vital role of education, training
and development in the envisioned successful organization. In this organization, continuous
learning is a prerequisite to successful job performance and organizational effectiveness.
Employees must be able to learn work, developing effective technical and people skills in
order to assume new responsibilities, and keep pace with and anticipate the changing nature
of work and our workplace.

For performance managers and employees, responding to these changes requires the ability
to learn, adapt to change, solve problems creatively, and communicate effectively in diverse
groups. In addition, employees must take personal and proactive responsibility for their
careers to ensure future employability and advancement.

The realities of the contemporary workplace will continue to challenge existing paradigms
and should be considered in managing the performance of employees in a dynamic working
environment.

24
CHAPTER-2

25
 COMPANY PROFILE

HCL TECHNOLOGIES LIMITED

HCL Technologies Campus in Noida

Formerly Hindustan Computers Limited
Type Public
 BSE: 532281
 NSE: HCLTECH
Traded as  BSE SENSEX Constituent
 NSE NIFTY 50 Constituent

ISIN INE860A01027
Information technology
Industry Consulting
Outsourcing
Founded 11 August 1976; 45 years ago
Founder Shiv Nadar

26
 Noida, Uttar Pradesh,
Headquarters
India
Area served Worldwide
 Roshni Nadar Malhotra (Chairperson)
 Shiv Nadar (Chairman Emeritus & CSO)
Key people
 C Vijayakumar (CEO)

Services Software
Revenue ₹12,760 crore (US$12.76 billion) (2023)
Operating income ₹18,483 crore (US$184.83 billion) (2023)
Net income ₹19,488 crore (US$194.88 billion) (2023)
Total assets ₹19600 crore (US$196.00 billion) (2023)
Total equity ₹89000 crore (US$8.9 billion) (2023)
Owner Shiv Nadar (60.33%)
Number of employees 2,25,944(2023)
Parent HCL Group
Website www.hcltech.com

HCL Technologies is an Indian multinational information technology (IT) services and

consulting company headquartered in Noida, Uttar Pradesh, India. It is a subsidiary of
HCL Enterprise. Originally a research and development division of HCL, it emerged as
an independent company in 1991 when HCL entered into the software services
business. The company has offices in 50 countries including United Kingdom, United
States, France, and Germany with a worldwide network of R&D, "innovation labs" and
"delivery centers", over 2,25,944 employees and its customers include 550 of the
Fortune 700 and 850 of the Global 3,000 companies.

It operates across sectors including aerospace and defense, automotive, banking, capital
markets, chemical and process industries, energy and utilities, healthcare, hi-tech,
industrial manufacturing, consumer goods, insurance, life sciences, manufacturing,
media and entertainment, mining and natural resources, oil and gas, retail, telecom, and
travel, transportation, logistics & hospitality.

27
 HCL Technologies is on the Forbes Global 2000 list. It is among the top 20 largest
publicly traded companies in India with a market capitalization of $90 billion as of
September 2023.

History of HCL

HCL Enterprise

HCL Enterprise was founded in 1976.

The first three subsidiaries of parent HCL Enterprise were:

 HCL Technologies - originally HCL's R&D division, it emerged as a subsidiary in

1991

 HCL Info systems

 HCL Healthcare

The company tried to stay focused on hardware, but, via HCL Technologies,
software and services is a main focus.

Revenues for 2007 were US$4.9 billion.

Revenues for 2017 were US$6.5 billion, and HCL employed over 105,000
professionals in 31 countries.

Revenues for 2018 were US$9 billion, and HCL employed over 110,000 professionals
in 31 countries. A unit named HCL Enterprise Solutions (India) Limited was formed in
July 2001.

Currently HCL Technologies is a subsidiary of Vamasundari Delhi through a chain of

entities in between. Vamasundari (Delhi) is owned by Shiv Nadar and it in turns holds
majority of shares in most HCL group companies.

On 1 July 2019, HCL Technologies acquired a select few products of IBM. HCL
Technologies took the full ownership of research and development, sales, marketing,
delivery, and support for App Scan, BigFix, Commerce, Connections, Digital Experience
(Portal and Content Manager), Notes Domino, and Unica.

28
Formation and early years

In 1976, a group of six engineers, all former employees of Delhi Cloth & General Mills,
led by Shiv Nadar, started a company that would make personal computers. Initially
floated as Microcomp Limited, Nadar and his team (which also included Arjun
Malhotra, Ajai Chowdhry, D.S. Puri, Yogesh Vaidya and Subhash Arora) started selling
tele digital calculators to gather capital for their main product. On 11 August 1976, the
company was renamed Hindustan Computers Limited (HCL).

On 12 November 1991, a company called HCL Overseas Limited was incorporated as a

provider of technology development services. It received the certificate of
commencement of business on 10 February 1992 after which it began its operations.
Two years later, in July 1994, the company name was changed to HCL Consulting
Limited and eventually to HCL Technologies Limited in October 1999.

HCL Technologies is one of the four companies under HCL Corporation, the second
company being HCL Infosystems. In February 2014 HCL launched HCL Healthcare.
HCL Talent Care is the fourth and latest venture of HCL Corporation.

HCL Technologies began as the R&D Division of HCL Enterprise, a company which
was a contributor to the development and growth of the IT and computer industry in
India. HCL Enterprise developed an indigenous microcomputer in 1978, and a
networking OS and client-server architecture in 1983. On 12 November 1991, HCL
Technologies was spun off as a separate unit to provide software services.

HCL Technologies was originally incorporated as HCL Overseas Limited. The name
was changed to HCL Consulting Limited on 14 July 1994. On 6 October 1999, the
company was renamed 'HCL Technologies Limited' for "a better reflection of its
activities."[30] Between 1991 and 1999, the company expanded its software
development capacities to US, European and APAC markets.

IPO and subsequent expansion

The company went public on 10 November 1999, with an issue of 142 crore
(14.2 million) shares, valued at ₹4 each. [32] During 2000, the company set up an
offshore development centre in Chennai, India, for KLA-Tencor Corporation.

29
 In 2002, it acquired Gulf Computers Inc.

In March 2021, HCL Technologies expands partnership with Google Cloud to bring HCL
Software's Digital Experience (DX) and Unica Marketing cloud-native platforms to
Google Cloud.

ACQUISITIONS

Number Acquisition date Company Business Country

1 20 February 2008 Capital Stream Inc. Business process automation United States
Liberata Financial United
2 16 July 2008 Business process outsourcing
Service Kingdom
Control Point
3 25 August 2008 Telecommunications service United States
Solutions, Inc.
United
4 15 December 2008 Axon Group Plc. SAP Consulting
Kingdom
UCS Group's
5 16 July 2009 Enterprise Solutions SAP South Africa
SAP Practice
6 1 April 2016 Part of Volvo IT Information technology Sweden
Concept to Silicon
7 19 October 2015 Semi-Conductors India
Systems (C2SiS)
8 29 October 2015 PowerObjects CRM Consulting United States
9 2016 Geometric Ltd PLM & Engineering Services India
10 17 January 2017 Butler America Engineering & Design United States

30
Number Acquisition date Company Business Country

Aerospace
Urban Fulfillment
11 25 April 2017 Business Process Outsourcing United States
Services, LLC
ETL Factory Limited United
12 5 September 2017 Automation
(Datawave) Kingdom
H&D International IT and engineering services
13 27 June 2018 Germany
Group provider
Sankalp
14 9 September 2019 Technology design services firm India
Semiconductor

ACQUIRED

In July 2018 US-based Actian was acquired by HCL Technologies and Sumeru Equity
Partners for $330 million.

JOINT VENTURE

On 23 July 2015, CSC (NYSE: CSC) and HCL Technologies (BSE: HCLTECH)
announced a joint venture agreement to form a banking software and services company,
Celeriti FinTech.

In October 2017, IBM struck a "strategic partnership" with HCL Technologies that had
the latter firm take over development of the IBM Lotus Software's Notes, Domino,
Sometime and Verse collaboration tools.

In May 2018, HCL Technologies announced that it has joined hands with Transportation
Alliance (BITA), known for incorporating blockchain in the transportation industry, to
implement block chain.

PARTNERSHIP

On 9 June 2015 PC maker Dell announced a strategic distribution partnership with HCL
Infosystems.

31
In October 2018, Trans Grid signed a 5-year managed services deal with HCL
Technologies for IT services delivery and providing outsourcing support, with the
outsourcing teams to be based in Australia.

HCL Tech signs seven-year exclusive partnership with Temenos - The exclusive strategic
agreement will be for non-financial services enterprises, where HCL has been granted a
license to develop, market, and support Temenos multi-experience development platform
(MXDP). This agreement will help provide HCL's non-financial services clients leading
technology and the higher levels of services and support.

OPERATIONS
A world-map showing the countries where HCL Technologies has operations.
HCL Technologies operate in 50 countries, including its headquarters in Noida, India. It
has establishments in Australia, China, Hong Kong, India, Indonesia, Israel, Japan,
Malaysia, New Zealand, Saudi Arabia, Singapore, South Africa, the United Arab Emirates
and Qatar. In Europe it covers Belgium, Bulgaria, Czech Republic, Denmark, Estonia and
Romania Finland, France, Germany, Italy, Lithuania, Netherlands, Norway, Poland,
Sweden, Switzerland, Portugal, and United Kingdom. In the Americas, the company has
offices in Brazil, Canada, Mexico, Puerto Rico, Guatemala, and United States.

BUSINESS LINES

1. Applications Services and Systems Integrations

2. BPO/Business Services: This division has "delivery centers" in India, Philippines,
Latin America, USA, HCL BPO Northern Ireland, and Europe.
3. Engineering and R&D Services (ERS)
4. Infrastructure Management Services (IMS)
5. IoT Works
6. DRYiCE
7. Digital & Analytics and e-publishing
8. Cybersecurity and GRC Services
9. Financial Risk & Compliance Solutions

INFRASTRUCTURE SERVICES DIVISION

32
 A subsidiary of HCL Technologies, HCL Infrastructure Services Division (ISD) is an IT
services company. Headquartered in Delhi, NCR, India, HCL ISD was instituted in 1993
with the objective to address the demand for cost-effective management of technology
infrastructure across geographically dispersed locations. HCL ISD, also known as HCL
Comnet Systems and Services Ltd. in India, diversified it provide enterprise IT
infrastructure globally in 1993 winning the first order to establish India's first floorless
stock exchange.

UNITED KINGDOM AND IRELAND

On 7 September 2005, HCL Technologies expanded its operations base in County

Armagh and Belfast in Northern Ireland. At the 2006 UK Trade and Investment India
Business Awards in New Delhi, the then UK Prime Minister Tony Blair announced the
expansion, which was aimed at creating more IT and BPO jobs in the area. HCL
acquired the Armagh-based Answer Call Direct earlier in 2005. HCL BPO services in
Ireland are carried out through its main delivery centers in Armagh and Belfast. In
November 2011, after HCL revealed an expansion plan in County Kilkenny in Ireland,
its Business Process Outsourcing (BPO) division in Northern Ireland won a contract for
back-office services from the Department of Health. It was aimed at increasing the
number of jobs and other employment opportunities in the region.

SRI LANKA

HCL announced on 16 June 2020 that it had commenced operations in Sri Lanka. The
company plans to create 1,500 jobs in the country within the first 18 months of
operations.

HCL INFOSYSTEMS

HCL Enterprise's Info systems subsidiary, as of 2015, was still active.

This part of HCL was formed in 1976 to produce calculators.

CRITICISM

HCL has been involved in criticism and litigation involving the H-1B visa program to
replace U.S. workers with cheaper foreign labor, including the Disney collusion
lawsuit, and the heavily reported case of replacing University of California's San

33
 Francisco Medical Center IT workers.

OBJECTIVES OF THE STUDY

 To study the process and methods of existing Performance management systems at

HCL Technologies ltd.

 To study the effectiveness of Performance Management System and methods in the

company.

 To trace the drawbacks in prevailing system and suggest the latest methodology with

respect to same.

 To support in bridging the gap between current performance and desired performance.

 To Introduce KEY RESULT AREAS instead of self-achievement in sales department.

34
CHAPTER-3

35
 RESEARCH METHODOLOGY

The steps in which the project was carried out was by collecting both the primary and

the secondary data. The secondary data was collected first. This collection of data was

done by means of reading various materials such as books, journals, magazines,

newspaper articles, etc.; looking for similar content online (i.e., on the Internet).

The project work was, therefore, carried out on the basis of the data collected

therefore.

Objectives
 To study the existing system prevailing with regard to performance management system
in HCL.
 To focus on the challenges prevailing in the retention of such highly skilled effective
employees.
 To provide some meaningful suggestions to the organizations as well as the industry to
improve, modify and change the existing systems of performance management.

Research Design
Exploratory research followed by descriptive research has been used in the study.
Descriptive studies are undertaken in many circumstances. When the researcher is
interested in knowing the characteristics of certain groups such as age, sex, educational
level, occupation or income, a descriptive study is necessary. Descriptive studies are well-

36
 structured. It tends to be signed and its approach cannot be changed every now and then. It
is, therefore necessary that the research give sufficient thought to framing research
questions and deciding the types of data to be collected for their purpose.

Sampling Technique
Non-probability convenience sampling has been used in the study. Convenience sampling
refers to the collection of information from members of the population who are
conveniently available to provide it. It is most often used during the exploratory phase and
is perhaps the best way of getting some basic information quickly and efficiently.

Sample Size
The study has been carried out by collecting information from HCL by using simple
random sampling. The sample size is 40.

Data Collection Tools

In the study data has been collected using primary and secondary methods of data collection.
Primary data has been collected using two structured questionnaires. Depth interview
method has been used. Secondary data has been collected from journals, articles; research
magazines and working papers available in the organization and from Internet.

37
 DATA ANALYSIS & INTERPRETATION

The analysis shows that HCL Technologies, follow formal Performance management

system although the nature of Performance management is traditional, they are not in pace

with the latest development in this field. Also, maximum responses show that degree of

Performance Management System followed is 90º.amongst various methods of

Performance Management System Self appraisal is used on a large scale in HCL

Technologies also indicates that senior managers lay down performance requirements for

employees, although line managers and HR professionals contribute as well to the above

purpose. Being a semi government organization performance management practices are

not followed on a large scale in the company but still majority of population says that

while measuring performance of employee Competency of employee plays a major role

apart from Intelligence, attitude, aptitude of the employee. Majority of employees feel that

current Performance management processes has proved quite effective in improving the

overall performance of employee in the company. Despite of all these aspects of

Performance management employees still feel that there should be some changes in the

current performance management practices so that employees of the HCL Technologies,

can work more effectively towards fulfilling the organizational goals and take company to

38
 higher levels.

PERCEPTIONS OF HR PROFESSIONALS ABOUT PERFORMANCE MANAGEMENT

SYSTEMS

Q1) Does Retention strategy play important role in PMS?

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Strongly 0 0
Disagree
Disagree 0 0

Neutral 14 28

Agree 36 72

Strongly Agree 0 0

39
Q2) Is Reward Allocation important phase of Performance Management System?

OPTIONS NO. OF PERCENTAGE

RESPONDENTS
Strongly 0 0
Disagree
Disagree 0 0

Neutral 14 28

Agree 36 72

Strongly Agree 0 0

40
Q3) Is Identification of training and development needs important in PMS?

OPTIONS NO. OF RESPOND PERCENTAGE

ENTS

strongly Disagree 0 0

Disagree 0 0

Neutral 14 28

Agree 36 72

Strongly Agree 0 0

41
 OPTIONS NO. OF PERCENTAGE
RESPOND
ENTS
Strongly Disagree 0 0

Disagree 0 0

Neutral 14 28

Agree 36 72
Q4) Are promotions,
Strongly Agree 0 0 transfer and
termination
decisions important in PMS?

42
 strongly Disagree 0 0

Disagree 0 0

Neutral 0 0

Agree 36 72

Strongly Agree 14 28

Q5) Is identifying barriers to performance important step in PMS?

43
Q6) What according to employees the most challenging aspect of performance
management?

a) Determining the evaluation criteria

b) Creating a rating instrument
c) Lack of competence
d) Errors in rating and evaluation
e) Resistance

OPTIONS NO. OF PERCENTAGE

RESPONDE
NTS
Determining the evaluation criteria 32 64

Creating a rating instrument 14 28

Lack of competence 5 10

44
 Errors in rating and evaluation 0 0

Resistance 0 0

Q7) Is Performance Related Pay is an essential part of Performance management?

OPTIONS NO. OF PERCENTAGE

RESPONDENTS

strongly Disagree 50 100

Disagree 0 0

Neutral 0 0

Agree 0 0

Strongly Agree 0 0

45
Q8) Does the managers Own and operate The Performance Management Processes?

OPTIONS NO. OF PERCENTAGE

RESPONDENTS
Strongly Disagree 25 50
Disagree 25 50

Neutral 0 0

Agree 0 0

Strongly Agree 0 0

46
Q9) Is Performance management encouraging the organization?

OPTIONS NO. OF PERCENTAGE

RESPONDENTS
Strongly Disagree 0 0

Disagree 0 0

Neutral 25 50

Agree 25 50

47
 Strongly Agree 0 0

LIST OF TABLES

PMS fact sheet

Table 1: Showing phases of PMS in company

Phases Performance Objective Setting Performance Training & Salary
of PMS Appraisal Review Development Review
Year Period

48
HCL 1st June-30th Existing employees: Annual: April Training calendar is By August
May July-August – March released every month
New Joinees: Within (40 hrs training is
30-45days of joining compulsory for every
employee during a
span of 1 yr)

Table 2: Showing a few parameters of PMS

Parameters HCL
Identification of KRAs Biannually, quarterly, weekly, daily
No. of meetings At least once a year
Tools used for reducing biasness 360-degree feedback, continuous
observation
Part of PMS Succession planning, coaching, T &D
Assessment of T & D needs MDP
Rating scales Level basis
Succession Planning By the suggestion of managers
Strategy linkage Retention strategy, T & D
Percentage promotions (8-10) %

49
 CHAPTER-4

RESULTS AND DISCUSSIONS

The analysis of the Performance Management System (PMS) at HCL Technologies

reveals several key insights:

1. Objective Alignment:

50
 o Findings: The PMS at HCL is designed to align employee objectives with the

organization’s strategic goals. This ensures that employees work towards

common objectives, contributing to the company’s success.

o Data: Surveys and feedback from employees indicate a high level of

understanding and alignment with organizational goals. Approximately 85% of

employees reported that their personal goals were aligned with the company's

strategic objectives.

2. Performance Evaluation Process:

o Findings: HCL employs a multi-faceted approach to performance evaluation,

incorporating self-assessments, peer reviews, and managerial evaluations.

o Data: The evaluation process is deemed fair and comprehensive by 78% of

employees, with 65% stating that it provides a clear understanding of their

strengths and areas for improvement.

3. Feedback Mechanisms:

o Findings: The PMS includes robust feedback mechanisms that allow for

continuous performance improvement. Regular feedback sessions and 360-

degree reviews are integral parts of the system.

o Data: 70% of employees feel that the feedback they receive is constructive and

helps in their professional development. However, 30% expressed the need for

more frequent feedback.

4. Training and Development:

o Findings: HCL places significant emphasis on training and development as

part of its PMS. Customized training programs are developed based on the

performance reviews.

51
 o Data: 80% of employees reported participating in at least one training program

in the past year, with 75% of them finding these programs beneficial for their

career growth.

5. Rewards and Recognition:

o Findings: The system effectively links performance with rewards and

recognition. High performers are rewarded through promotions, bonuses, and

public recognition.

o Data: 60% of employees believe that the rewards system is transparent and

merit-based. However, there is a perception among 40% that the recognition

system could be more inclusive.

Discussion

1. Effectiveness of Alignment with Organizational Goals:

o The high level of alignment between individual and organizational goals

suggests that the PMS at HCL is effective in steering employees towards

contributing to the company’s strategic objectives. This alignment is crucial for

ensuring that all employee's efforts are directed towards common goals, thus

enhancing overall productivity and efficiency.

2. Comprehensiveness of the Evaluation Process:

o The multi-source evaluation process at HCL is perceived positively,

highlighting the system’s ability to provide a holistic view of employee

performance. This comprehensive approach helps in identifying not just the

strengths and weaknesses of employees, but also areas where they can

52
 contribute more effectively. However, continuous efforts to ensure consistency

and reduce biases in evaluations are necessary to maintain trust in the system.

3. Feedback Mechanisms and Their Frequency:

o While the feedback mechanisms are robust, there is a clear indication that

employees desire more frequent feedback. This points to an opportunity for

HCL to enhance its feedback loop, possibly by incorporating more informal,

real-time feedback opportunities in addition to formal reviews.

4. Training and Development Opportunities:

o The positive response towards training programs indicates that HCL’s

investment in employee development is paying off. By tailoring training

programs to the needs identified in performance reviews, HCL ensures that

employees are equipped with the skills required to meet current and future

challenges.

5. Perceptions of the Rewards and Recognition System:

o The mixed perceptions of the rewards and recognition system suggest a need

for HCL to review and possibly revamp this aspect of their PMS. Ensuring

transparency and inclusivity in the recognition process can help in motivating

employees and fostering a culture of fairness and meritocracy.

53
 FINDING

Following are the findings of the study:

 Self-appraisal is an important tool which is used extensively in the

company.

 For reducing the biasness in PMS 360-degree feedback and continuous

observations are used mostly.

 Training of the employees is an important part of PMS.

 Retention of the employees is of utmost importance while making policies

regarding PMS in the company.

 There is a trend of linking performance with promotion in the company.

54
FINAL CHAPTER

55
 CONCLUSION

HCL Technologies' Performance Management System (PMS) plays a pivotal role in

driving the organization towards its strategic goals by fostering a high-performance
culture. Below are some key insights and conclusions about the PMS at HCL:

1. Alignment with Strategic Goals:

o The PMS at HCL is intricately designed to align individual performance with
the broader organizational objectives. This alignment ensures that all
employee's efforts contribute directly to the company's success.
2. Employee Development and Engagement:
o HCL's PMS emphasizes continuous learning and development. Regular
feedback, coaching, and career development opportunities help in enhancing
employee skills and engagement. This focus on development ensures that
employees are motivated and equipped to meet evolving business challenges.
3. Objective and Fair Evaluation:
o The performance evaluation process at HCL is structured to be transparent and
objective. By incorporating multiple performance metrics and feedback
sources, the system strives to minimize biases and ensure fairness in appraisals.
4. Technology Integration:
o Leveraging advanced technologies, such as data analytics and AI, HCL's PMS
provides real-time performance tracking and insights. This integration not only
enhances the accuracy of performance evaluations but also helps in identifying
trends and areas for improvement.
5. Goal Setting and Monitoring:
o The system promotes a robust goal-setting framework, where goals are clearly
defined, measurable, and aligned with the company's strategic direction. Regular
monitoring and reviews ensure that employees stay on track and receive timely
support to achieve their objectives.
6. Feedback Mechanisms:
o HCL has implemented comprehensive feedback mechanisms that include 360-
degree feedback from peers, subordinates, and supervisors. This holistic
approach provides a well-rounded view of an employee's performance and
areas for improvement.

56
7. Performance Rewards and Recognition:
o To foster a culture of high performance, HCL's PMS includes a well-defined
rewards and recognition program. This program acknowledges and rewards
exceptional performance, thereby motivating employees to maintain high
standards.
8. Adaptability and Continuous Improvement:
o HCL's PMS is designed to be adaptable, allowing for continuous
improvements based on feedback and changing business needs. This
adaptability ensures that the system remains relevant and effective in driving
performance.

57
 FUTURE SCOPE

The future scope of Performance Management Systems (PMS) at HCL involves

understanding both industry trends and HCL's specific strategic direction. Here are
some potential future developments and trends in performance management that HCL
might focus on:

1. Integration of Advanced Analytics and AI

 Predictive Analytics: Implementing AI and machine learning algorithms to predict

employee performance trends and identify potential high performers.
 Sentiment Analysis: Using natural language processing to gauge employee sentiment
and engagement from communication tools and surveys.

2. Continuous Feedback Systems

 Real-time Feedback: Moving from annual reviews to continuous feedback

mechanisms that allow for timely and constructive employee-manager interactions.
 Peer Reviews: Incorporating 360-degree feedback to get a more comprehensive view
of an employee’s performance.

3. Personalized Development Plans

 Tailored Training Programs: Using data from PMS to customize employee

development plans and training programs to better suit individual needs.
 Career Pathing: Providing clear career progression paths based on performance data
and individual aspirations.

4. Enhanced User Experience

 Mobile Accessibility: Ensuring that performance management tools are accessible via
mobile devices to increase accessibility and usability.
 User-friendly Interfaces: Developing more intuitive and engaging interfaces to
encourage regular use and adoption.

58
5. Focus on Employee Well-being

 Holistic Performance Metrics: Including metrics that assess work-life balance and
overall well-being alongside traditional performance metrics.
 Health and Wellness Programs: Integrating wellness programs and support systems
into the performance management framework.

6. Data-Driven Decision Making

 Dashboard and Reporting Tools: Enhancing the capability of PMS to generate

insightful reports and dashboards for management.
 Benchmarking: Using industry benchmarks to set performance standards and identify
areas for improvement.

7. Alignment with Organizational Goals

 Strategic Goal Alignment: Ensuring that individual and team performance goals are
closely aligned with HCL's strategic objectives.
 OKRs (Objectives and Key Results): Implementing OKRs to clearly define and
track measurable goals.

8. Cultural Adaptation

 Diverse Workforce Management: Adapting PMS to cater to the diverse and global
workforce at HCL.
 Cultural Sensitivity Training: Providing training to ensure that performance
evaluations are fair and culturally sensitive.

9. Integration with Other HR Systems

 HRMS Integration: Seamlessly integrating PMS with other HR systems like payroll,
recruitment, and employee records.
 Unified Data Systems: Creating a unified platform where all employee-related data
can be accessed and analyzed.

59
 RECOMMENDATIONS

Following are the recommendations for improving the overall PMS in the
company studied:

1. Enhance Feedback Frequency

 Implement mechanisms for more frequent and informal feedback to

supplement the formal review process. This can help in addressing

performance issues promptly and in real-time.

2. Strengthen Reward and Recognition Inclusivity

 Review the current reward and recognition criteria and processes to ensure

they are transparent and inclusive. Consider implementing peer-nominated

awards or other forms of recognition that can help in making the process

more comprehensive.

3. Ongoing Training and Development

 Continue to invest in and expand the range of training and development

programs. Focus on emerging technologies and skills to prepare employees

for future challenges.

4. Regular Review of PMS Effectiveness

 Conduct regular reviews of the PMS to ensure it remains aligned with

organizational goals and employee expectations. Gathering periodic feedback

from employees can help in making necessary adjustments.

60
ANNEXURES

61
 REFERENCES

1) Rao T.V(Performance Management and appraisal system) 2005 fourth printing

2) Sahu R.K (Performance Management System) 2007edition

3) Michael Armstrong and Angela Baron(Managing Performance Management in

action) 2005 first edition

4) DeCenzo, A David, Robbins P Stephens (Personnel and human Resource

Management) Ashok K Ghosh Publications 2007Edition

62
 QUESTIONNAIRE

Name:

Gender:

Age:

Designation:

Experience:

a) 0-2 years b)3-5years c) 5-10years d)10 –above years

(1) Does your organization operate formal performance management system?

1. YES

2. NO

(2) If yes, which of the following groups of employees do these processes apply to ?
1. Senior Managers

2. Other Managers/ Team Leaders

3. Technical/ Clerical

4. Professional

5. Manual/ Blue-collar

6. Other (Please Specify)

(3) What are the techniques that are used in your organization for assessing performance?
1. Observation
2. Assessment & Development Centres
3. Checklist
4.Other (Please specify)

63
 (4) Please indicate which of the following methods of performance appraisal from a
part of your system?
(1) Written Essay Method
(2) Graphical Rating Scales
(3) Ranking Method
(4) 360-degree appraisal
(5) Self-appraisal
(6) Critical Incident Assessment

(5) Using the following scale, please rate your satisfaction with the following parts
of your current performance management system.

Sr. Very Satisfied Neutral Unsatisfied Very

No. Satisfied Unsatisfied

1. Performance Planning/ Goal Setting

2. Performance Evaluation
3. Development Planning
4. 360- degree feedback
5. Coaching &/or Mentoring
6. Training
7. Leadership Development

(6) What are the major elements of your business strategy at present? (please give
rank in order of your importance, with 1 being most importance)?

Sr. No. 1 2 3 4 5 6
1. Reduce Costs
2. Increase Productivity
3. Expand/ Develop markets
4. Increase Efficiency
5. Reduce Production Time
6. Improve Quality

(7) Are you believe the current performance management system improving performance ?
1. Yes
2. No

Perception of Employees/ Individuals :

64
 Please indicate the extent to which you agree or disagree with the following statements.

Sr. Strongly Agree Neutral Disagree Strongly

Statements Agree Disagree
No.
1 I have authority to determine my work objectives
2 I receive a lot of feedback on my performance
3 The most important thing about my job is the pay
4 Hard work is not necessarily recognized or rewarded
5 I fully understand my organization’s business goals &
objectives
6 My work objectives are unrealistic & difficult to achieve
7 I have autonomy over the way I perform my work
8 My organization communicates well
9 Performance management helps me to do my job better
10 Performance management helps me to develop my skill &
potential
11 I get useful feedback from my performance management
review
12 I am not satisfied with the way my manager/team leader
conducts my performance review
13 Performance management helps me to improving
performance
14 Assessments of my performance are consistent, fair &
unbiased

15 The system of performance management used here

works well and does not need to change

16 The information disclosed in performance reviews is

used sensitively & productively by the organization

17 Performance review techniques more impact on my

performance, incentives & morale

18 Performance management has no value for individuals,

only for organization

19 I find it difficult to discuss work problems with my line

manager

20 Performance management is a two-way process, with both

manager & employee expressing their views

65