Thesis Paper on Nitol Motors Limited

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CHAPTER 1

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

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[2]. 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...
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