Performance appraisal is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor. A performance appraisal is a part of guiding and managing career. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee’s recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgment of an employee’s performance in a job based on considerations other than productivity alone.
The department of interior’s performance management policy is designed to document the expectations of individual and organizational performance, provide a meaningful process by which employee can be rewarded for noteworthy contributions to the organization, and provide a mechanism to improve individual/organizational performance as necessary.
To achieve this objectives manager need to identify the organizational goals to be accomplished, communicate individual and organizational goals to employees that support the overall strategic mission and government performance and result act, goals of the department, monitor and evaluate employees performance and use performance as a basis of appropriate personal action including rewarding noteworthy performance and taking action to improve less than successful performance.
Nitol Motors Ltd. is the sole distributor of TATA vehicles in Bangladesh. Nitol Motors Ltd. (Service) is subsidiary organ of Nitol Motors Ltd. The maintenance and warranty of TATA vehicle is given by Nitol Motors Ltd. (Service) division. To provide proper maintenance with adequate customer satisfaction the employees of Nitol Motors Ltd. (Service) should posses required Knowledge, Skill and Ability to perform their job. Employees need to upgrade their performance to meet improvement in technology and resources.
1.2STATEMENT OF THE PROBLEM
1.2.1Vague Appraisal System
Right now in Nitol Motors Ltd (Service) there is no standard system for performance appraisal. Key questionnaire and Key Performance Factor are not sufficiently explicit. The Scenario how can be worse if a floor level merely educated mechanic have to face questionnaire like: “What milestone achievement you covered in strategic business level or in educational qualification during last year?”
1.2.2 Inapt Frequency of Appraisal
Only once in a year performance appraisal is done. The most objectionable arena has been identified as the organization continue hiring and recruiting people through out the year, but the employee who join the organization in some odd segment of the financial year; even miss the appraisal.
1.2.3 As the Precedence like the Appraisal
From the survey within the organization, evidence against the saying As Precedence like the appraisal has proved not to be just a saying rather a fact. However the appraisal system is there, are incorporated by unwritten “adjustment of salary” or similar typical fact.
1.2.4 Need for the defined Job responsibility and structured Organ gram:
As there is lack of sufficient employee against the position existing, People have to play multi role in cases. This becomes a severe objection when he can’t maintain the proper priority sequence of responsibilities. Another interesting thing we observed that Persons having the same organizational designation are enjoying better fringe benefits and superiority likely for the cases of Service Executives.
1.2.5 Non conformity of rating area and performance area
According to the existing appraisal system, the rating is merely done on the exactly what was intended from the personnel. Even in some cases the rating is done on random criteria what indicates that the always busy person can be busy in doing nothing for his year end appraisal
1.3 OBJECTIVES OF STUDY
The objectives of this study are to analyze the present situation of the employees of Nitol Motors Ltd (service) and propose a model for Performance appraisal for the company so that in can operate more efficiently and effectively. As Summary:
1.3.1 Major Objective
The main objective of the study is to propose a balanced appraisal system in running the organization more efficiently and with better employee satisfaction.
1.4 There is lot of limitations of this study. Some are
•There is no standard model for performance appraisal system •Normally performance appraisal are done in seniority basis •No proper guideline for job responsibility. •Absence of Human Resource Executive in Service Division. •Lack of Manpower in Human resource Department.
OVERVIEW OF NITOL MOTORS LIMITED (SERVICE)
A dynamic young man Abdul Matlub Ahmad founded Nitol Motors Ltd. In 1983. Very soon the new company became a major player in the commercial vehicle market and has been growing ever since. With the motto of quality, honesty and efficiency the company in its beginning started with trading of vehicles. Its high sales figure attracted international companies and in 1989 Nitol Motors Ltd. became the sole distributor of TATA vehicles in Bangladesh. In 1991 a joint venture company named Nita Company Ltd. was formed between TELCO and NITOL for assembly of TATA vehicles in Bangladesh.
From a trading company in early eighties, Nitol-Niloy Group has literally become a household name in less than twenty years. Over the years, it has expanded its activities into different sectors in order to ensure excellence in service to the customers. Because of its continuous diversification, it has shaped itself as a true conglomerate from its original identity as a transport based organization.
This was the dream of Mr. Abdul Matlub Ahmad, which he had in his student days in Oxford. With strong support of dedicated management team, he made his dream come true. But like he says “This is just the beginning of good times, best is yet to come”.
The main thrust of Nitol-Niloy Group comes from, marketing TATA brand of commercial vehicles in Bangladesh including Buses, trucks, passenger version pickup trucks, Maxi and construction equipment. Since 1991, it commenced assembly and building body of TATA vehicles, popular in the country for its economy and excellent value for money, unique pay-as you-earn marketing system and complete after sales service.
Nitol-Niloy Group has a strong, diversified profile in Bangladesh. it has opted for trading assembling of vehicles, bus body making, after sales support, transport and aviation services, financial institutions, manufacturing industries, real state including building of satellite townships, properties development and sports promotion. The group annual turnover is estimated to cross taka 500 crores. New enterprises are being implemented. Nitol-Niloy Group is looking at a new horizon of attainable dreams.
For Nitol-Niloy Group, sky is the limit.
Nitol Motors Ltd. is the sole distributor of TATA vehicles in Bangladesh. Nitol Motors Ltd. (Service) is subsidiary organ of Nitol Motors Ltd. The maintenance and warranty of TATA vehicle is given by Nitol Motors Ltd. (Service) division.
Nitol Motors Ltd. (Service) is providing maintenance service to valued owners of TATA vehicles in Bangladesh. There are 10 service stations exclusively own by NML (Service) and 25 Authorized Service Centre all over Bangladesh to support the vehicle owners. The number is increasing day by day, as the sale of the vehicle also increasing. At present 75% of market share of commercial vehicle is owned by TATA vehicles. Thus it is very essential to provide adequate support this ever increasing number of customers, at quickest possible time with their satisfaction.
Tough the company started its journey in the year 1983, it become sole distributed of TATA vehicle in 1991. To support the owner of TATA Vehicles the company has implemented the practice of 3S system, a) Sale, b) Service and c) Spare. Since the company is importing the vehicles from parent company, TATA Motors Ltd., it is bounded by the policies service repair as per recommendation of TATA motors Ltd.
The commercial vehicles ply in different region of Bangladesh. There is no sure of way saying when a vehicle will service repair. Service repair may be required any where in the country. Maintenance is necessary when ever there is a breakdown of the vehicle. Thus it is essential for the customer to get available service at quickest possible time. For the customer the motto is Time is Money.
For proper servicing of the vehicles it is also essential for the company to have enough skill manpower to solve problem on the road and in the workshop premises. The proper identification of the problem and proper guidelines to maintenance can resolve a lot of issues and avoid more major problem from occurring.
Helping Bangladesh to develop as a real prosperous, self dependant proud nation by overcoming the dependency on imported foreign goods through industrialization.
2.3 Organizational Structure
Nitol Niloy Group follows the Functional Organization model whereby each division, headed by a Executive Director with significant educational and industry experience, focuses on its unique functional objectives. Due to the context of the thesis on the section of Nitol Motors Limited and its service division is highlighted.
2.4 Service network (workshop location)
The network of service (workshop) includes the CSD Workshops, Authorized Workshop and Nitol Shubidha Workshop. At Present Nitol Motors (Service) is providing their facilities through 10 CSD Workshop,13 ASC Workshop and 1 Nitol Shubidha Workshop. The face book of Nitol Motors Service is their CSD Workshops.
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