Prostitution Statistics and Rape

For women who are prostitutes, rape is every bit as traumatic as it is for women who are not sex workers. It may even be more painful, as the act reopens old wounds and buried memories of unbearable abuse. In fact, prostitutes demonstrate many of the same characteristics as soldiers returning from the battlefield. In the 1990s, researchers Melissa Farley and Howard Barkan conducted a study on prostitution, violence against women and post-traumatic stress disorder, interviewing 130 San Francisco prostitutes. Their findings indicate assault and rape are all too commonplace: Eighty-two percent of these respondents reported having been physically assaulted since entering prostitution. Of those who had been physically assaulted, 55% had been assaulted by customers. Eighty-eight percent had been physically threatened while in prostitution, and 83% had been physically threatened with a weapon....Sixty-eight percent...reported having been raped since entering prostitution. Forty-eight percent had been raped more than five times. Forty-six percent of those who reported rapes stated that they had been raped by customers. Painful Past As the researchers note, other studies have proven again and again that most women who work as prostitutes have been physically or sexually abused as children. Farley and Barkan’s findings not only confirm this fact but also highlight that for some, abuse begins so early that the child is not able to comprehend what is happening to her: Fifty-seven percent reported a history of childhood sexual abuse, by an average of 3 perpetrators. Forty-nine percent of those who responded reported that as children, they had been hit or beaten by a caregiver until they had bruises or were injured in some way...Many seemed profoundly uncertain as to just what abuse is. When asked why she answered no to the question regarding childhood sexual abuse, one woman whose history was known to one of the interviewers said: Because there was no force, and, besides, I didnt even know what it was then - I didnt know it was sex. Unfair Game Writing in the Criminal Practice Law Report, Dr. Phyllis Chesler, Emerita Professor of Psychology and Womens Studies at City University of New York, describes the violence that permeates the life of a prostitute and why it’s rare for her to report a rape: Prostituted women have long been considered fair game for sexual harassment, rape, gang-rape, kinky sex, robbery, and beatings....A 1991 study by the Council for Prostitution Alternatives, in Portland, Oregon, documented that 78 percent of 55 prostituted women reported being raped an average of 16 times annually by their pimps and 33 times a year by johns. Twelve rape complaints were made in the criminal justice system and neither pimps nor johns were ever convicted. These prostitutes also reported being horribly beaten by their pimps an average of 58 times a year. The frequency of beatings...by johns ranged from I to 400 times a year. Legal action was pursued in 13 cases, resulting in 2 convictions for aggravated assault. The 1990 Florida Supreme Court Gender Bias Report states that prostitution is not a victimless crime... Prostitute rape is rarely reported, investigated, prosecuted or taken seriously. Serial Killer...or Self Defense? Chesler cites these statistics as she reviews the 1992 trial of Aileen Wuornos, a woman who the media dubbed the first female serial killer. A prostitute accused of killing five men in Florida, Wuornos crimes - as Chesler argues - were mitigated by her past history and the situation surrounding her first murder, committed in self-defense. Wuornos, a seriously abused child and a serially raped and beaten teenage and adult prostitute, has been under attack all her life, probably more than any soldier in any real war. In my opinion, Wuornoss testimony in the first trial was both moving and credible as she described being verbally threatened, tied up, and then brutally raped...by Richard Mallory. According to Wuornos, she agreed to have sex for money with Mallory on the night of November 30, 1989. Mallory, who was intoxicated and stoned, suddenly turned vicious. What Lies Beneath Chesler states that the jury was denied an important tool in understanding the mindset of Aileen Wuornos - the testimony of expert witnesses. Among those who had agreed to testify on her behalf was a psychologist, a psychiatrist, experts in prostitution and violence against prostitutes, experts in child abuse, battery, and rape trauma syndrome. Chesler indicates their testimony was necessary ...to educate the jury about the routine and horrendous sexual, physical, and psychological violence against prostituted women...the long-term consequences of extreme trauma, and a womans right to self-defense. Given how often prostituted women are raped, gang raped, beaten, robbed, tortured, and killed, Wuornoss claim that she killed Richard Mallory in self-defense is at least plausible. History of Violence As is often the case with rape and assault, the perpetrator never commits the crime just once. Wuornoss rapist had a history of sexual violence against women; Richard Mallory had been incarcerated in Maryland for many years as a sex offender. Yet, as Chesler explains: ...the jury never got to hear any evidence about Mallorys history of violence toward prostitutes, or about violence toward prostitutes in general, which might have helped them evaluate Wuornoss much-derided claim of self-defense. Final Sentence As Chesler notes, the jury of five men and seven women deliberating Wuornos fate took only 91 minutes to find her guilty and 108 minutes to recommend she be given the death penalty for the murder of ex-convict Richard Mallory. Aileen Carol Wuornos was executed by lethal injection on October 9, 2002. Sources Chesler, Phyllis. Sexual Violence Against Women and a Womans Right to Self-Defense: The Case of Aileen Carol Wuornos. Criminal Practice Law Report, vol. 1 No.9, Oct 1993.Farley, Melissa, Ph.D. and Barkan, Howard, DrPH Prostitution, Violence Against Women, and Posttraumatic Stress Disorder Women Health, vol. 27, no. 3, pp. 37-49. The Haworth Press, Inc. 1998.

I Am Grateful For A Postsecondary Education Essay

In 2014, there were over 17.3 million students enrolled in American undergraduate programs, a 31% increase from fourteen years ago in 2000 (National Center for Education Statistics). In this day and age, most Americans need a degree to ascertain career opportunities in the future; there are options for virtually all backgrounds to receive a postsecondary education. Due to the variety of education options in the United States, there are numerous opportunities for one to reach their â€Å"Utopia† when coming to school. In an idea world, there must be a school for every student to have their individual needs met and provide the perfect college experience. Through synthesizing famous texts such as Hamlet, The Aeneid, Utopia, and The Prince, I will describe the â€Å"Utopian† college setting that will successfully prepare a student like myself for the transition into adulthood. While college is both intellectually stimulating and challenging, there should be no challenge to be prepared for the â€Å"real world.† While I am grateful for my opportunity to attend college, postsecondary education is far too often seen as a necessary step towards adulthood, but is at the cost of a luxury item. Unlike Hamlet, I will not be graduating from college without any debt. Therefore, my â€Å"Utopian† college experience will be at no or little cost to ensure a fair chance of financial stability after graduation. Everyone should have the chance to attend college if they desire to pursue their education withoutShow MoreRelatedMasters- Prepared Nurse Interview Essay1526 Words   |  7 Pagesassume a higher role in the field of nursing practice, education or administration. This achievement offers the individual with many opportunities for growth and opens the door to different career possibilities. 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Walt Disney Strategy Case free essay sample

What is Walt Disney Company’s corporate generic strategy? Explain the reason for your answer. Broad Differentiation because its products are in media networks, parks and resorts, studio entertainment, consumer products, and interactive media. Thus, it attracts a wide base of consumers through differentiating its products by superior dedication to creating high quality content, technological innovations in entertainment and international expansion. 2. What is your assessment of the long-term attractiveness of the industries represented in Walt Disney Company’s business portfolio? See p. 234 in test. Attractive (from most to least) : Studio Entertainment, Consumer Products, Parks/Resorts, Media Networks Profitability, Growth, Competition are most important to diversified strategies. It is also a healthy sign that most of Disney’s profits come from attractive industries. Disney should reexamine the potential of Interactive Media line. 3. What is your assessment of the competitive strength of Walt Disney Company’s different business units? See p. 237 in text. We will write a custom essay sample on Walt Disney Strategy Case or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Consistent with the industry attractiveness, the weakest business unit is interactive media. The rest are in strong, competitive positions. 4. What does a 9-cell industry attractiveness/business strength matrix displaying Walt Disney Company’s business units look like? See p. 239 in text. Below is the nine-cell industry attractiveness-competitive strength matrix. The x-axis is labeled as competitive strength/market position and the y-axis represents industry attractiveness. The way I determined the relative size and position of each of Disney’s five main business lines mentioned in the case was by first completing a weighted competitive strength score for each of the business lines. Additionally, figures provided in the case showed the revenues of each business line, which directly contributed to how big each circle was. It is evident from the matrix below that the parks/resorts business line generates the most revenue, followed closely by media networks. Interactive media and studio entertainment are currently generating the least revenue. This is due to the high cost to produce films for studio entertainment and the fact that interactive media is a relatively new business channel for Disney. However, out of all business lines, these two have the most potential in their industry and are therefore very attractive. Interactive media is a hot trend that Disney will be able to capitalize on due to its acquisition of Playdom. While films are very expensive to produce and distribute, the profit potential from Marvel and Pixar make the industry very attractive overall. 5. Does Disney’s portfolio exhibit good strategic fit? What value chain match-ups do you see? What opportunities for skills transfer, cost sharing, or brand sharing do you see? Please be specific and explain why. Brand sharing is extremely relevant across all brands except for Media Networks (because it covers ESPN and other adult audience channels). 6. What is your assessment of Walt Disney Company’s financial and operating performance in fiscal years 2010-2011? What is your assessment of the relative contribution of the Disney SBUs to the financial strength of Disney, based on the 2011 fiscal year financial data? Numbers please! Your recommended actions must be supported with a convincing, analysis- based argument. Reevaluate the competencies of Interactive Media engineering team. This SBU has consistently been performing at a loss because the products produced are simply not competitive enough in the marketplace. The other low performing SBU is Studio Entertainment—alongside a strategic release of 2 movies a year, consider the channels in which they are being offered as more people are opting to stream on Netflix instead of DVDs or cable TV. Moreover, focus on stronger marketing campaigns to raise views 8. How has Disney done since 2011? Refer to Disney website. Continued leveraging content of Marvel (ex: Star Wars VII and Avengers) New video game platform, Disney Interactive (mobile games too) WatchESPN (24/7) Focus on technology for operational efficiency at parks (MyMagic+) China and Russia have now joined Japan and the UK as the biggest international markets for movies Management: Appoint Jack Dorsey (Twitter chairman and Square CEO) as independent Director

Costco Wholesale Corporation Mission, Business Model, and Strategy Essay Example

Costco Wholesale Corporation: Mission, Business Model, and Strategy Essay Wholesale Corporation: Mission, Business Model, and Strategy Renee Francia Strategic Human Resources BME 0939883 May 2013 Term Company Background Costco Wholesale Corporation (Costco) is a retail membership warehouse chain which was founded by Jim Sinegal and Jeff Brotman in 1983. Headquartered out of Issaquah, Washington, Costco has grown in to one of the largest wholesale giants in the industry. The company’s business model was to generate high sales volumes and rapid inventory turnover by offering members low prices on a limited selection of nationally branded and selected private-label products in a wide range of merchandise categories (Gamble Thompson Jr. , 2009, p. 217). This concept was created using the Price Club model, a member warehouse retailer that has stores primarily on the west coast and was a pioneer of the membership warehouse concept, as Sinegal was a former manager there. The first Costco store opened in Seattle the same year that Wal-Mart launched its warehouse membership format, Sam’s Club (Gamble Thompson Jr. 2009, p. 216). The mission Costco had in mind was, â€Å"To continually provide our members with quality foods and services at the lowest possible prices† (Gamble Thompson Jr. , 2009, p. 217). This business model proved to be effective and Costco was able to open new stores with funding from public shareholders. After this ex pansion, Costco became the first U. S. company to reach $1 billion in sales in less than six years (Gamble Thompson Jr. , 2009, p. 217). In 1993 Costco merged with Price Club and was renamed PriceCostco. In 1997 PriceCostco changed its name to Costco Companies Inc. nd then again to Costco Wholesale Corporation after their relocation to Washington. Strategy Costco was planned using a strategic vision of providing affordable high-quality products with a quick turnover rate while participating in responsible and sincere business practices. The cornerstones of Costco’s strategy were low prices, limited selection, and a treasure-hunt shopping experience (Gamble Thompson Jr. , 2009, p. 217). Costco remains competitive by offering low prices to their members and by provide good pay and an excellent work environment to their employees. We will write a custom essay sample on Costco Wholesale Corporation: Mission, Business Model, and Strategy specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Costco Wholesale Corporation: Mission, Business Model, and Strategy specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Costco Wholesale Corporation: Mission, Business Model, and Strategy specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Costco is able to offer lower prices and better values by eliminating all the frills and costs historically associated with the conventional wholesalers and retailers, including salespeople, fancy buildings, delivery, billing, and accounts receivable. Sinegal was quoted saying that, â€Å"We [Costco] run a tight operation with extremely low overhead which enables us to pass on dramatic savings to our members (Gamble Thompson Jr. , 2009, p. 221). Costco’s pricing strategy has allowed them to develop a cost-based advantage over their competitors. Using a low-cost provider strategy, Costco was able to achieve lower overall costs than their rivals and appeal to a broad spectrum of customers (Gamble Thompson Jr. , 2009, p. 36). This strategy in line with limited selection enabled Costco to operate profitably at significantly lower gross margins than traditional wholesalers, mass merchandisers, supermarkets, and supercenters. Part of Costco’s strategy was to provide only a limited selection to their members; about 4,000 items. Although the number of items where limited, the store carried a broad range of products from steaks to caskets to fine jewelry. Costco is known for selling in bulk or large quantities. By doing this Costco is able to lower their business costs and keep lower sales prices on their products. Costco’s merchandise buyers remained on the lookout to make one-time purchases of items that would appeal to the company’s clientele and that would sell out quickly. (Gamble Thompson Jr. , 2009, p. 220) With the ever changing inventory, Costco customers are encouraged to make purchases that day, because the next time they visit, the item may not be in stock. This strategy helps increase sales as well as continues to bring customers back in to the store. Analysis Costco’s strategy has proven to be successful allowing them to rise above their competitors in terms of stores, sales volumes, and members. Costco has had steady growth in sales and earnings going as far back as 1995 as shown in Costco’s financial reports published on their corporate website. Also, Costco’s stock had substantial growth between 1995 and 200 and has shown steady growth trends since them (Yahoo Finance, 2013). Their member renewal rate was approximately 89. 7% in the U. S. and Canada, and approximately 86. 4% on a worldwide basis in 2012, consistent with recent years (Costco, 2012, p. 11). Costco’s strong financial performance, stock price trends, and customer retention are all indicators that their strategy is in line with their visions and objectives. Many of Costco’s strengths are held with their low prices, limited selection, and their employees. Costco prefers to hire from within and focused on career longevity and development for their employees. It was company policy to fill at least 86 percent of its higher-level openings buy promotions from within; in actuality, the percentage ran close to 98 percent, which meant that the majority of Costco’s management team members were home grown (Gamble Thompson Jr. 2009, p. 226). Even with their many strengths, Costco still had some weaknesses. Their warehouses appeared to be very industrial, with concrete floors and merchandise displayed on wooden pallets. Costco also relied heavily on word-of-mouth advertisement, which saved the company money in terms of marketing, but could also be hurting their ne w member attainment. The long lines that tend to form during peak shopping periods are also a deterrent for new member or renewals. Some members may not see the benefit to saving in bulk if they have to wait in extremely long checkout lines. Costco has a specific member demographic in mind and normally attract more affluent customers. The average member had an income of nearly $75,000 a year. This provides Costco with the opportunity to have more revenue by catering to those with a higher disposable income. In similar terms, they are missing out on an entire customer base, in the lower income earning families, because they are often not able to pay the membership fees or afford to pay â€Å"bulk† prices in order to save money. Costco’s biggest threat has proven to be their competitors. In their 2012 Annual Report Costco states that, â€Å"our inability to respond effectively to competitive pressures, changes in the retail markets and member expectations could result in lost market share and negatively affect our financial results. Some competitors may have greater financial resources, better access to merchandise and greater market penetration than we do (p. 14). Conclusion According to Costco’s 2012 Annual Report, net sales totaled almost $97 billion over 600 stores worldwide, for the year (p. 25). Their membership fees increased more than 11% and Costco has about 26. 7 million households and 6. 4 million businesses that have paid memberships with the company (Costco, 2012, p. 11). Costco’s strategic business and management plans have allowed them become one of the largest wholesale giants in the industry and it is these strategies that set them apart from their competitors. Costco’s markups and prices were so low that Wall Street analysts had criticized Costco management for going all out to please customers at the expense of increasing profits for shareholders (Gamble Thompson Jr. , 2009, p. 219). Sinegal was confident that his business strategy would help build a lasting, profitable organization. He was focused on the future of the business rather than just the right now; which turned out to be an extremely profitable business strategy. References Costco Wholesale. 2012) Annual Report 2012. Costco Wholesale Corporation. Gamble, J. E. Thompson Jr. , A. A. (2009). Essentials of Strategic Management: A Quest for the Competitive Advantage. New York: McGraw-Hill Irwin. Investor Relations. (2013). Costco Wholesale Corporation. Retrieved from http://phx. corporate-ir. net/phoenix. zhtml? c=83830p=irol-reportsannual Yahoo Finance. (2013). Costco Wholesale Corporation – NasdaqGS. Retrieved from http://finance. yahoo. com/q/bc? s=COSTt=myl=onz=lq=lc=

How to Write a Winning Grant Research Proposal

How to Write a Winning Grant Research Proposal How to Write a Winning Grant Research Proposal How to Contest Contemporary Thinking with Your Grant Research Proposal Grant, in other words funding, is given to individuals, non-profit organizations, charitable companies or educational facilities. A grant proposal is a formal request submitted by the individual willing to gain fund. Writing a good grant proposal is an interesting and a valuable skill. There are a lot of things that should be kept in mind while writing a grant proposal. These are as follows: It is always necessary to check the pros and cons of the proposal for which you are working. The foremost thing is to check the competition in the field. One should be aware of the various sources and ideas for which the grant is to be demanded. It is always good and safe to select a mentor for helping in the formulation of the grant proposal. However, the students who are a part of the proposal should be trained and experienced researchers. Make sure that the proposal should address a well formulated problem that is worth funding. A broad area of interest should be selected by discussing with colleagues, policy makers or community. Skills and knowledge is mandatory for the specific topic that has been selected. The interest and comfort with the topic should be evaluated in the beginning. Before finalizing the grant proposal, make a concept paper or an abstract that reflects your current thinking. This abstract should be shared with colleagues and policy makers to get feedback. After discussing the ideas, one will be able to revise or re-shape the ideas for further improvement. In this way a good and narrow research question can be built. A hypothesis is then made to give an elaboration and insight to the research question. Make sure that the hypothesis should be measurable and testable. The aims and objective of the grant proposal should be reliable, measurable and feasible. The goals must collaborate with the time and money that is being requested in the grant. It is preferable that the researchers, especially the new researchers should not work alone. A project team is preferred to perform the tasks of the proposed project. This will help the new researchers to team up with the collaborators and enhance their experiences and skills. A principle investigator (P.I) or a representative of the project team should be selected so that he/she will be responsible to the funding institute. A short description of the project (abstract) is then formed that represents the importance, need and feasibility of the project. It also contains a brief discussion of all the work including methodology, hypothesis and expected results (outcomes). The background discussion should always be focused on the issues and problems that the research will address. This discussion contains the entire theoretical basis and the explanation of why this study needs to be done. The proper handling of the background discussion will enhance the acceptability of the grant. The underlying methods behind the plan should be sound and feasible. As well, these methods should collaborate with the specific objectives of the grant proposal. If a person is just beginning as an independent investigator, he/she should not apply for a large grant at first hand but complete a good small project with relatively small amount of money and establish a good track record before applying for a larger research grant. If you need professional grant proposal help from academic experts, contact our custom writing company and we will help you immediately.

Free Essays on Music Censorship Needs To Be Stopped

Music Censorship Needs to be Stopped â€Å"Censorship is based on fear.† Johnny Clegg, a South African musician and songwriter said this in an interview about his music (What). Music censorship has been around since music has been mass produced (Volz 16). Censorship is wrong for a number of reasons. People who are for censorship typically don’t know what censoring is, or why they ban some forms of music. There have also been many songs banned in the history of music that are now seen as no longer offensive. Censorship has also been a big topic in times of national disaster, the most recent example was September 11, 2001. Music is a free expression of the ideas, emotions, and views of individuals and of people, because of this, music censorship is a violation of human rights. Despite government attempts to ban certain types of music, under no circumstances should lawmakers dictate what we can and cannot listen to. You may be wondering to yourself, why is music censored? Throughout history, reasons for censorship has come, and gone. The issues that are most typically faced in today’s world are sex, violence, drugs, and political reasons. Many songs have been banned for sexual content. Songs like Prince’s â€Å"Purple Rain† for having reference to masturbation (Nuzum NPR). This issue arose in 1985 when Tipper Gore and others formed the Parents Music Research Center (PMRC) where she accused all rock musicians of being devil worshippers, mass fornicators and advocates of suicide, and public and promiscuous sex, although research shows that there is more sexual, and drug references in R&B and rap (Nuzum NPR). The sixties and seventies influential band, Velvet Underground’s debut album (mid 1966) was delayed for nine months due to drug and sexual content. Up to this point, other artists were forced to alter their music to get the album to be mass produced by a rec ord label, but in 1967, Velvet Underground released their... Free Essays on Music Censorship Needs To Be Stopped Free Essays on Music Censorship Needs To Be Stopped Music Censorship Needs to be Stopped â€Å"Censorship is based on fear.† Johnny Clegg, a South African musician and songwriter said this in an interview about his music (What). Music censorship has been around since music has been mass produced (Volz 16). Censorship is wrong for a number of reasons. People who are for censorship typically don’t know what censoring is, or why they ban some forms of music. There have also been many songs banned in the history of music that are now seen as no longer offensive. Censorship has also been a big topic in times of national disaster, the most recent example was September 11, 2001. Music is a free expression of the ideas, emotions, and views of individuals and of people, because of this, music censorship is a violation of human rights. Despite government attempts to ban certain types of music, under no circumstances should lawmakers dictate what we can and cannot listen to. You may be wondering to yourself, why is music censored? Throughout history, reasons for censorship has come, and gone. The issues that are most typically faced in today’s world are sex, violence, drugs, and political reasons. Many songs have been banned for sexual content. Songs like Prince’s â€Å"Purple Rain† for having reference to masturbation (Nuzum NPR). This issue arose in 1985 when Tipper Gore and others formed the Parents Music Research Center (PMRC) where she accused all rock musicians of being devil worshippers, mass fornicators and advocates of suicide, and public and promiscuous sex, although research shows that there is more sexual, and drug references in R&B and rap (Nuzum NPR). The sixties and seventies influential band, Velvet Underground’s debut album (mid 1966) was delayed for nine months due to drug and sexual content. Up to this point, other artists were forced to alter their music to get the album to be mass produced by a rec ord label, but in 1967, Velvet Underground released their...

Nukes; Who Has the Power Essay Example | Topics and Well Written Essays - 500 words

Nukes; Who Has the Power - Essay Example State Department 1). In addition, the agency also ensures that there is peaceful exchange of equipment and use of nuclear energy (U.S. State Department 1). The Nuclear Weapons Council (NWC) plays a major role in maintaining the U.S. nuclear weapons stockpile. The department ensures that U.S. nuclear weapons are safe, secure, reliable, and effective. The NWC department facilitates cooperation and establishes priorities that govern the management of U.S. nuclear weapons stockpile through the Department of Defense and the Department of Energy (Natural Resources Defense Council 1). Indeed, the Department of Defense (DOD) administers the countrys military units prepared to work nuclear weapons and their delivery vehicles (Natural Resources Defense Council 1). The department oversees the uniformed military and agencies handling nuclear weapons issues. It also drafts arrangements for utilizing nuclear weapons and oversees the transaction of nuclear arms control understandings. On the other hand, the Department of Energy researches, produces, and dismantles nuclear warheads and materials (Natural Resources Defense Council 1). The National Nuclear Security Administration oversees the nation’s nuclear weapons design facilities and safeguards the safety, reliability, durability, and security of U.S nuclear weapons and naval nuclear reactors (U.S Department of Energy 1). The National Nuclear Security Administration responds to nuclear emergency in America and addresses global nuclear nonproliferation issues. The agency seeks to reduce global danger from weapons of mass destruction and offers safe and effective nuclear propulsion to the American Navy (U.S Department of Energy 1). The National Security Council is an executive branch in the Office of the President that coordinates efforts among government offices trying to control the spread of nuclear weapons and to address nuclear deterrence and security

Law of Criminal Evidence Essay Example | Topics and Well Written Essays - 1500 words - 1

Law of Criminal Evidence - Essay Example This right is based on the Latin maxim nemo tenetur se ipsum accusare (no man is bound to accuse himself’). This principle is found, explicitly or by convention, in many of the worlds legal systems including England and wales. (Murphy, P Murphy) Criminal justice and Public Order,1994, section 38, provides that no conviction shall be based wholly on silence of the accused. Furthermore, though not explicitly found in Europpean Convention of Human Rights, (Dennis, I H ,2002) still in the rulings of Europan Court of Human Right, right ot keep silence is maintained. ( Murray v. UK. 1996) It is therefore, found that Imtiaz’s silence during pre-trial period is based on his legal right and will not esteblish any offence against him. For this purpose, the prosecution can not equate his silence to his confession in a court of law. In order to esteblish any guilt, prosecution shall have to maintain his case beyond admission during custody and the case should be suported by the evi dence. To keep silence in pre-trail inquiry by police is an esteblished right of the accused. He may maintain his position even when there is no advice by his solisitor or his solicitor advices against silence. It is found in this case that the accused Imtiaz had kept silence on advice of his solisitor and he also mentioned the same in his statement. However, he did not mention any reason for the same. Now, would there be a change in situation and legal consequences on the ground that accused had given any reason for solicitor’s advice? To be very simple, it must be seen in view of accused’s right. Accused is not bound by the advice of his solicitor as in the case of co-accused, Shannan, who refused to have a solicitor altogather and gave her statement. Solicitor is supposed to guide you as per law and no advice against the law of the land is expected from a legal counsel. In this case, too, the advice by Imtiaz’s solicitor is based on

Patriot Act Essay Example for Free

Patriot Act Essay To paraphrase Benjamin Franklin, a country that is willing to sacrifice civil liberties for safety deserves neither. In the aftermath of September 11, the United States has found itself living that prophetic statement: the country is neither safe nor free. Politicians played on the fears of the American public after the terrorist attack and stole the most basic and trusted of American freedoms: the rights to life, liberty and the pursuit of happiness. Prior to the Patriot Act, anyone arrested by American law enforcement was guaranteed to be charged or released within 48 hours. Then, under the speedy trial provisions of the U. S. Constitution, those who were charged were guaranteed that their cases would progress. This is not so since September 11. This is not the first time in American history that persons living within the United States have been held indefinitely during times of war. Japanese-Americans from southern California were taken to so-called â€Å"detention camps† after the attack on Pearl Harbor in World War II. The crime is that we have not learned the lessons of history, that we apologize and in some cases make restitution for the same thing we are now repeating at Guantanimo Bay and in other places around the world. The biggest tragedy of the Patriot Act and the methods used by federal law enforcement in the wake of September 11 is that none of these actions would have prevented the terrorist attacks. Instead, these methodologies encourage people to be more secretive and less open. The only way the attack on the World Trade Center could have been avoided would have been for there to have been a better exchange of information. Perhaps it is a sign that American education is lacking, or evidence that those in power will always seek to increase their power, but the reality is the Patriot Act has not done anything to discourage international terrorism or increase American safety. We have, in fact, sacrificed our freedom and in return lost both it and our safety.

Causes For The Fall of the Roman Empire :: The Fall of the Roman Empire

What major events led to the eventual decline and fall of the Roman Empire? Categorized between internal and external factors with broad reasoning, doesn’t lend itself to just a few events as the cause for the actual fall. From the internal factors: socio-economic problems and political corruption with the emperors and senate with their selfish, indulgence lifestyles with gladiator games being a major expense from the coffers, moral decline impacted the richest Romans with immorality, various outlandish sexual behaviors, gambling on most any activities and public lewd/sexual acts in the Colosseum. Education became only for the rich and usually only males. The basic standards of ethics and values were lost with total disregard of human and animal life, cheap slave labor lead to major unemployment for the working class plebeians that stressed the continued divide from the rich patricians. From the external factors: Constant wars and heavy military spending, the great Roman army was excessively expensive, over-stretched trying to keep the experienced warriors, recruiting more and more soldiers then turning to hiring mercenaries and barbarians. With the adding of more soldiers from conquered lands, those barbarians became more like Romans after a short time and less able to fight other barbarians from other countries as a result. With the army stretched thin at all the borders, when an issue grew it could become overwhelming quickly as with the Visogoths, once they were allowed to settle on the south side of the Danube, poverty living conditions and starvation led them to attack, then move to sack the city of Rome. Then there were the natural disasters such as famine, earthquakes and plagues. With influx of barbarians and many newcomers from over-run countries, the manifestation of serious sickness, transferring of plagues and lack of consistent medical care perpetu ated all natural disasters many times over.

Product Quality Essay

List some important physical properties of the fabric. The properties of textile fabrics are important for the control of quality, as well as for end use determination. There are several physical properties of fabric which affecting the performance and aesthetic of fabric. The first one is fabric count, it influences thickness of the fabric. It is the number of ends or picks per inch for woven fabrics, or the number of wales or courses per inch for knit fabrics. Variation occurs because of the weaving or knitting process and from finishing processes. Usually the higher the fabric count, the better the quality and the higher the cost. The second is fabric unit weight. It is the mass per unit area. It is expressed in one three ways; ounces per square yard, ounces per linear yard, and linear yards per pound. It is significant in determining both end use and quality. Moreover, it is fabric width. It means the distance from one edge to the other. Measurement is made perpendicular to the fabric edge, usually including the selvage area. The width is expressed in inches and is usually an average number of measurements taken at evenly spaced interval along the fabric pieces. Next one is fabric shrinkage. It is the process in which a fabric becomes smaller than its original size, usually through the process of laundry. It is undesirable property to the apparels. So the material has to be either shrink resistant or shrink recoverable, such as anti-shrink finish is to keep the fabric smooth and free from undesirable shrinkage. The last one is fabric thickness. It is the distance between the upper and lower surfaces of the material. It is measure under a specific pressure. Warmth and bulk properties depend on the fabric thickness- to-weight ratio. It can also be used as a performance indication of abrasion resistance or shrinkage tests. Generally speaking, the thicker the fabric is, the more comfortable in wearing. 6. What is the commonly used fabric inspection system? Mainly, two industry methods used are the Ten point and Four point systems. The most commonly used is four-point system. A minimum of 10% inspection of fabrics is required. The four-point system derives its name from the basic grading rules that a maximum of four penalty points can be assessed for any single defect. Normally, we inspect 10% of the rolls we receive and evaluate them based on this system. This way, we can avoid fabric related quality problems before it is put into production The following table shows the point system. Size of Defect| Penalty Points| Length of defects in fabric (either length or width)| Defects up to 3 inches| 1| Defects > 3 inches < 6 inches| 2| Defects > 6 inches < 9 inches| 3| Defects > 9 inches| 4| Holes and openings(largest dimension)| 1 inch or less| 2| Over 1 inch| 4| After inspection, the inspector will add up the defects points and then use the following formula to determine the rate of points per 100 yards. There are some common fabric faults, such as bow, skew, hole, mispick etc. Fabric checker should know common defects found in fabrics and he must recognize defects on the fabric at the time of fabric inspection. For the acceptance criteria and calculation, 40 points per 100 yards is the acceptable defect rate. The ten point system for piece goods evaluation was approved by the Textile distributors institute and the National Federation of Textile, in 1955. It is designed to identify defects and to assign each defect a value based on severity of defect. The system assigns penalty points to each defect depending on its length and whether it is in the warp (ends) or weft (fill) direction. The following table shows the point system.

Performance Appraisal System

â€Å"A STUDY ON PERFORMANCE APPRAISAL SYSTEM† DONE FOR â€Å"BAJAJ FINSERV LIMITED† PROJECT REPORT Submitted in the partial fulfillment for the award of MASTER OF BUSINESS ADMINISTRATION Submitted By SOFIYA TARRANNUM (Roll No- 2128-11-672-018) Under the guidance of ASHARA ANJUM HYDERABAD PRESIDENCY P. G. COLLEGE (Affiliated to Osmania University Hyderabad, and approved by AICTE. DECLARATION I here by declare that the project work entitled â€Å"A STUDY ON PERFORMANCE APPRAISAL SYSTEM†, submitted by me under the supervision of, ASHARA ANJUM, Department of MBA, HYDERABAD PRESIDENCY P.G COLLEGE. HYDERABAD submitted for the requirement for the award of the Master of Business Administration of OSMANIA UNIVERSITY and it is entirely original and has not been submitted earlier by any one for any Degree or Diploma. PLACE: HYDERABAD DATE: (SOFIYA TARRANNUM) ROLL NO : 2128-11-672-018 CERTIFICATE This is certify that the project work entitled â€Å"A STUDY ON PERFORMANCE A PPRAISAL SYSTEM† is bonafide work done and submitted by SOFIYA TARRANNUM, in partial fulfillment of the requirements for the award of the degree of â€Å"MASTER OF BUSINESS ADMINISTRATION† in â€Å"HYDERABAD PRESIDENCY P.G COLLEGE† (Affiliated to Osmania University, Hyderabad and approved by AICTE, during the year 2012-2013. ASHARA ANJUM ARSHAD UR REHMAN Project Guid Head of Department Hyderabad Presidency P. G College Hyderabad Presidency P. G College Hyderabad-500089. Hyderabad -500089. ACKNOWLEDGEMENT First of all, I think almighty god who has blessed me all through my life. I wish to express my sincere indebtedness to our principal, prof.ARSHAD UR RAHMAN. HYDERABAD PRESIDENCY COLLEGE. My profound thanks and deep sense of gratitude of , Head of the Department, HPC for his valuable support and encouragement . I express my sincere thanks to my guide, ASHARA ANJUM, associate professor for their valuable guidance and suggestions and being instrumental in having sh ape to my project work. I would like to thank entire faculty members in Hyderabad Presidency p. g college. for their support and inspiration for successful completion of the project they were the most caring and the best critics during the course of y project and enabled me to be creative and multi-dimensional in my approach. I will remain always debited to them. Last but not the least, I wish to acknowledge with gratitude for the support and encouragement extended by my family members for the successful completion of the project. (SOFIYA TARRANNUM) EXECUTIVE SYNOPSIS HYDERABAD PRESIDENCY P. G COLLEGE A STUDY ON PERFORMANCE APPRAISAL DONE FOR BAJAJ FINSERV LIMITED. NAME: SOFIYA TARRANNUM UNDER THE GUIDENCE OF ROLL NO -2128-11-672-018 ASHARA ANJUM TABLE OF CONTENTTOPICSPAGE NO. CHAPTER-1 †¢INTRODUCTION 9-16 RESEARCH METHODOLOGY17-19 CHAPTER-2 †¢LITERATURE REVIEW14-25 CHAPTER-3 †¢THE COMPANY/ ORGANIZATION/ SYSTEM26-43 CHAPTER-4 DATA ANALYSIS44-68 CHAPTER-5 FINDINGS,SUGG ESTION & CONCLUSION 69-74 BIBLIOGRAPHY76 QUESTIONARE 77 LIST OF TABLES AND GRAPH Sl No. FiguresPage No 1. Project Goals are different from functional Goal45 2. Position on the basis of performance46 3. Scope of using the innovating skills in making Decesion47 4. Percentage of Target matching with Goal48 5. Discuss personal problem with superior49 6.Superior contribute to see their goal50 7. Methods of appraisal51 8. Interpersonal team Relationship 52 9. Employee appreciation53 10. Feedback given by appraiser54 11. Employee opinion about frequency of appraisal system55 12. Opinion on performance linked performance policy56 13. Training needs57 14. Employee opinion on appraisal system58 15. Appraisal System59 16. Rating system60 17. Planning61 18. Value of employee in the organization62 19. Improvement in Job performance63 20. Self appraisal64 21. Effectiveness of Appraisal65 22. Employee Satisfiction66LIST OF CHARTS Sl No. FiguresPage No 1. Process Flow Chart of Appraisal24 2. Servic e at Bajaj Finserv Limited25 3. Performance Rating against individual item 27 4. Summary detail of portfolio32 5. Organization Structure of Bajaj Finserv35 6. Appraisal by first Assessor37 7. Appraisal by second Assessor38 CHAPTER-1 INTRODUCTION RESEARCH METODOLOGY RESEARCH METHODOLOGY: Research design : Descriptive in nature Research instrument : A well structured questionnaire Population size : 275 Sample size : 100Sampling unit : Technical Sample procedure : convenience sampling Sources of data : Primary & Secondary data Primary data : Primary data is collected from the respondents through Questionnaire & interacting with the associates. Secondary data : Secondary data is collected from the various text books On performance appraisal, Company reports, company Broachers and company websites. ww. bajajfinserv. com Statistical tool : weighted average method and simple percentage method. This chapter deals with the Title of the study, the Need of the study i. e. for what purpose the study is actually carried out, the Scope of the study, the Objectives of the study, the Various sources of data collection, the Study instruments used for conducting survey like Questionnaire, Interview etc, the way the data is analyzed, the Presentation of the study and finally the limitation involved in the study.TITLE OF THE STUDY: The Title of the study is â€Å"STUDY ON PERFORMANCE APPRAISAL SYSTEM† At â€Å"BAJAJ FINSERV LIMITED †, Hyderabad, and Andhra Pradesh. NEED FOR THE STUDY: ?Performance appraisal has been considered as a most significant and dispensable tool for an organization. It is highly useful in making decisions regarding various personal aspects. Performance appraisal developing criteria for promotion and career development. ?It provide a synthetic feed back to the employees regarding there performance with in a limited period of time.It prevent grievances and increases the analytical abilities of the supervisors The overall objectives of performan ce appraisal is to improve the efficiency of an enterprise by attempting to mobilize the best possible effort from individuals employed SCOPE OF THE STUDY: The scope of the study has been confined to the associates of Bajaj Finserv limited. It includes associates of various departments with different cadres only top-level executives are excluded from the study. OBJECTIVES OF THE STUDY: ?To study the existing performance appraisal system at B F L. ?To evaluate the effectiveness of appraisal system. To offer suggestion for improvement in performance appraisal system. RESEARCH DESIGN: Descriptive study â€Å"A research design is the arrangement of conditions for collection and analysis of data in manner that aims to combine relevance to the research purpose with economy in procedure†. RESEARCH INSTRUMENT: Making researches have a choice of two main research instruments in collecting primary data. They are questionnaire and mechanical devices. Hear the research instrument used in a structure questionnaire, which is carefully and well designed. It includes both open and close ended questions.The questionnaire is personally administered to the respondents and clarify the doubts if any , and the responses were solicited. SAMPLING DESIGN: POPULATION: In statistical uses the term population is any finite or infinite collection of individuals. The populations of this study are associates of the technical department of the company. Population size: Population size constitutes 275 associates Sample size: A sample size is 100 Sample unit: A sample unit is service department. SOURCES OF DATA COLLECTION Data for the present study is collected through two sources i. e. through primary data and secondary data.Primary Data: The primary data is collected through Questionnaires and interacting with the associates. Secondary Data: For the study on performance Appraisal System the secondary Sources used are various Textbooks on Performance Appraisal, company reports, company policies, brochures and various websites. STUDY INSTRUMENTS: The questionnaire is framed to find out the effectiveness of Performance Appraisal of Bajaj Finserv Limited. It contains 24 questions. It is distributed into four sections. †¢Setting Of Goals †¢Role Of Superior †¢Feedback and Evaluation †¢Organizational EffectivenessANALYSIS OF DATA: The collected data is tabulated and then analyzed by simple percentage, weighted average and represented by different types of graphs and charts. The analysis of data is on the basis of the questionnaire collected from the associates. CHAPTER-2 LITERATURE REVIEW CONCEPTUAL FRAMEWORK DEFINITION OF PERFORMANCE APPRAISAL To define the concept of performance appraisal the management gurus have taken certain common parameters and on the basis of that they have defined the term. The terminology of the definitions may differ but the overall meaning of the definition remains same.Some of the leading definitions are given below ?Pe rformance appraisal is a systematic review of a person’s work and achievements over a recent period, usually leading to plans for the future. ?In, its most basic form, performance appraisal includes documenting achieve results (Hopefully, by also including use of examples to clarify documentation) and indicating if standards were met or not. ?The appraisal usually includes some form of development plan to address insufficient performance. ?The evaluation of an individual’s work performance in order to arrive at objective personnel decisions.PURPOSE OF TRADITIONAL PERFORMANCE APPRAISALS Performance appraisal for evaluation using a traditional approach has served the following purposes: ?Promotion, separation, and transfer decisions. ?Feedback to the employee regarding how to organization viewed the employee’s performance. ?Evaluation of relative contributions made by individuals and departments in achieving higher organization goals. ?Criteria for evaluating the effectiveness of selection and placement decisions, including the relevance of the information used in the decisions within the organization. Reward decisions, including merit increases promotions and other rewards. ?Ascertaining and diagnosing, training and development decisions. ?Criteria for evaluating the success of training and development decisions. INSIGHT INTO APPRAISAL THEORY Organizations in their day-to-day activities working handle loads of activities. The employees working in the organizations carry on these activities. Organization activities done by the employees are termed as â€Å"performance† the buzzword that is all time in the heads of the management. â€Å"The success of the organization depends upon the performance of its employees†Earlier organizations did not have any kind of specific methodology to handle the issues relating to measuring of performance because they did not had an understanding that the performance of the employees plays an sign ificant role in the overall functioning and meeting goals and objectives of the organizations. Performance is measured basically on the basis of the goals by an individual, which contribute to the overall organizational goals. The main focus is on meeting the overall goals and objectives of the organization in the specific time span.In doing so the organization must also see that the individual self-development and personal goals are also fulfilled. When the individual is able to synchronize his personal goals with that of the organizational goals then the working of the system will be apt. PREFACE OF THE APPRAISAL SYSTEMS The appraisal is both inevitable and universal. In the absence of carefully structured system of appraisal, people tend to judge the work performance of others ,including subordinates, naturally, informally and arbitrarily.Without a structured appraisal system there is a little chance of ensuring that the judgments made will be lawful, fair, defensible and accurat e. The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor’s pioneering time and motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resource management. The practice of appraisal is an ancient art. In the scale of things historical , it might well lay claim that appraisal is the world’ second oldest profession.Performance appraisal systems began as simple methods of income justification. That is, appraisal was used to decide whether or not the salary or wage of an individual employee Was justified. Little consideration, if any, was given to the developmental possibilities of appraisal. It was felt that a cut in a pay, or a rise, should provide the only required impetus for an employee to either improve or continue to perform well. Pay rates were important, yes; but they were not only the element that had an impact on employee performance.It was found that other issues, such as morale and self-esteem, could also have a major influence. APPRAISALS IN TODAY’S CORPORATE WORLD The modern system of performance appraisal is defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvements and skill development.In many organizations – but not all – appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses and promotions. By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in some cases demoti on, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay. FLAW EXIST IN TRADITIONAL PERFORMANCE APPRAISAL SYSTEM oWork scheduling plans oBudgeting oHuman Resource planning MOSTLY USED METHODS OF PERFORMANCE APPRAISAL RATING SCALES: The rating scale method offers a high degree of structure for appraisals. Each employee trait or characteristics is rated on the bipolar scale that usually has several points ranging from â€Å"poor† to â€Å"excellent â€Å". The traits assessed on these scales include: ? Cooperation ?Communication ability ?Initiative ?Punctuality ?Technical competenceThe nature and scope of the traits selected for inclusion is limited only by the imagination of the scale’s designer or by the organization’s need. BEHAVIORAL ANCHORED RATING SCALES The term used to describe a performance rating that focused on specific behaviors or sets as indic ators of effective or ineffective performance, rather than on broadly stated adjectives such as â€Å" average, above average, or below average â€Å". GRAPHIC RATING SCALES The term used to define the oldest and the most widely used performance appraisal method.The evaluator are given a graph and asked to rate the employees on each of the characteristics. The number of characteristics varies from one to hundred. The rating can be a matrix of boxes for the evaluator to check off or a bar graph where the evaluator checked off a location relative to evaluators rating. CHECKLIST The term used to define a set of adjectives or descriptive statements. If the rater believed the employee possessed a trait listed, the rater checked the item; if not, the rater left the item blank. The rating score from the checklist equaled the number of checks.WEIGHTED CHECKLIST The term is used to describe an alternative method of performance appraisal where the supervisor or personal specialists familiar with the job being evaluated prepare a large list of descriptive statements about effective and ineffective behavior of jobs. RANKING METHOD The term ranking has been used to describe an alternative method of performance appraisal where the supervisor has been asked to order his or her employees in terms of performance from highest to lowest. CRITICAL INCIDENT METHODThe term is used to define a method of appraisal that made lists of statements very effective and very ineffective behavior for employees. The lists have been combined into categories, which vary with the job. Once these categories are developed and a statement of effective and ineffective behavior has been provided, the evaluator recorded examples of critical behaviors, and the log has been used to evaluate the employees at the end of evaluation period. NARRATIVE OR ESSAY EVALUATION This method requires the evaluator to write a short essay describing each employee’s performance during the raring period.This form at emphasizes evaluation of overall performance, based on the strengths and weaknesses of an employee performance. Some companies still use this method exclusively, whereas in others, the method has been combined with the graphic rating scale. MANAGEMENT BY OBJECTIVES The management by objectives performance appraisal method has the supervisor and the employee get together to set objectives in quantifiable terms. The appraisal method has worked to eliminate communication problems by the establishments of regular meetings, emphasizing results, and by being an ongoing process. Cascading of organizational objectives oSetting up of subordinate objectives oReviewing and evaluating the performance oFeedback and rewards oSetting up of new MBO. 360 DEGREE PERFORMANCE APPRAISAL Performance Appraisal by all the parties like supervisors, peers, subordinates, employees themselves, users of service and consultants is called 360 degree Performance Appraisal. The appraiser should be capable of det ermining what is more important and what is less important. He should prepare reports and make judgments without any bias. SELF APPRAISALIf individuals understand the objectives they are expected to achieve and the standards by which they are to be evaluated, they are to a great extent in the best position to appraise their own performance. Also, since employee development means self-development employee who appraises his or her own performance may become highly motivated. MERITS OF AN APPRAISAL SYSTEM Perhaps the most significant benefit of appraisal is that, in the rush and bustle of daily working life, it offers a rare chance for a supervisor and subordinate to have â€Å" time out â€Å" for a one-on-one discussion of important work issues that might not otherwise be addressed.Almost universally, where performance appraisal is conducted properly, both supervisors and subordinates have reported the experience as beneficial and positive. Appraisal offers a valuable opportunity t o focus on work activities and goals, to identify and correct the existing problems, and to encourage better future performance. Thus the performance of the whole organization is enhanced. The value of this intense and purposeful interaction between a supervisor and subordinate should not be underestimated. Motivation and SatisfactionPerformance appraisal can have a profound effect on levels of employee motivation and satisfaction. It provides employees with recognition as an incentive has been long noted. In fact, there is evidence that human beings will even prefer negative recognition in preference to no recognition at all. 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 training and development needs. Recruitment and inductionAppraisal data can be used to monitor the success of the organization’s recruitment and ind uction practices. For example, how well are the employees performing who were hired in the past two years? Appraisal data can also be used to monitor the effectiveness of changes in recruitment strategies. By following the yearly data related to new hires it is possible to assess whether the general quality of work force is improving, staying steady, or declining. Employee Evaluation Though often understated or even denied, evaluation is a legitimate and major objective of performance appraisal.But the need to evaluate is also an ongoing source of tension, since evaluative and developmental priorities appear to frequently clash. Yet at its most basic level, performance appraisal is the process of examining and evaluating the performance of an individual. It is been said by some that appraisal cannot serve the needs of evaluation and development at the same time; it must one or other. EXPECTATIONS FROM MANAGER IN DOING PERFORMANCE APPRAISAL †¢Translate organizational goals into individual job objectives †¢Communicate management expectations regarding employee performance. Provide feedback to the employee about the job performance in light of management’s objectives. †¢Coach the employee on how to achieve job objectives/requirements. †¢Diagnose the employee’s strengths and weaknesses. †¢Determine what kind of development activities might help the employee better utilize his or her skills to improve performance on the current job. CRITERIA OF A SUCCESSFUL PERFORMANCE OBJECTIVE Specific; What specifically is to be achieved? Not just what actions are to be performed, but what results are to be achieved through these actions? Keeping objectives simple ensures they are clear and specific.This also reduces the chance for disputes or confusion come performance appraisal time. Measurable How will you know how well an objective has been achieved? Although it may not be readily apparent, every object can be measured. Some measures ca n be measured quantitatively; others must be measured qualitatively. Accountable Accountability for performance objectives must be crystal clear and specifically state who is accountable. The more detail the better. A clear definition of what he or she is specifically accountable for will help reduce confusion cum performance appraisal time.Defining accountability will ensure a sense of urgency and purpose on the part of the employee. Realistic For an objective to be meaningful, it must be realistic and reasonable. A well-written performance objective focuses on the goals and objectives required to meet the objective. In highly efficient organizations, performance objectives ultimately link back to the company’s overall strategy and business plan. Objectives should challenge employees towards continuous improvement, but should not be unrealistic or unattainable. Time based An achievable time frame must be set for reaching the objectives.Consider assigning specific target date s not only for the performance objective itself, but also each lesser milestone linking the entire goal. Remember to be specific towards achieving results and guide action in a results oriented ways towards the objective. PROCESS FLOW CHART OF APPRAISAL GENERAL INSTRUCTIONS The performance rating against individual item in the appraisal is to be done on a 1-5 point scale as follows: RATINGEXPLANATION 5OUTSTANDING- Exceeds requirements significantly and consistently in all critical work aspects. Showed tremendous initiative and is very proactive . 5EXCELLENT- Performance at the highest standards. possesses and effectively utilized where needed, the knowledge in areas beyond those required for the discharge of critical responsibilities. Exceed requirements in most critical areas. Plans and executes well 4VERY GOOD- Demonstrates effective skills in most and essential responsibilities. Some skill areas still need improvement in order to excel at the job. 3. 5GOOD- Demonstrates skills in some essential areas. There is scope for improvement in some critical responsibility areas. Shows initiative. ABOVE AVERAGE- Demonstrates skills in some of the essential responsibilities. Performance is adequate for the current review period. Supervision is required to execute tasks in many areas. 2AVERAGE- Demonstrates average skills in most of the essential responsibilities. Meets targets with continuous supervision. Intensive training is required, 1 BELOW AVERAGE- Demonstrates Level of skills that has been unsatisfactory and inadequate for the discharge of the essential responsibilities. Consistently fall short of requirements. High level of supervision is required.Assessments duly completed in all respects, are to be forwarded to HR, in sealed envelopes. CHAPTER-3 The Company/ Organization/ System COMPANY PROFILE AN INTRODUCTION TO BAJAJ FINSERV LIMITED INTRODUCTION  ¬Ã‚ ¬Ã‚ ¬Ã‚ ¬INTRODUCTION: Bajaj FinServ will strive to be one of the top financial services businesses in Ind ia focused on delivering superior customer experience through competitive products and class leading services while providing consistent and superior returns to our shareholders and maintaining the high levels of integrity of Bajaj. Company profile:Bajaj Finserv Limited (Bajaj Finserv) is a holding company. Bajaj Finserv is the financial services arm of the Bajaj group. Its financial services businesses include lending, protection, and financial advisory and wealth management. The Company operates in four segments: Insurance, Windmill, Retail Financing and Investments & others. It does lending business Under Bajaj Finance Limited (BFL). Its protection business consists of life insurance, under the Bajaj Allianz Life Insurance Company (BALIC), and general insurance, under the Bajaj Allianz General Insurance Company (BAGIC).The Company’s Financial Advisory and Wealth Management business consists of Bajaj Financial Solutions Limited (Bajaj Finsol), which offers financial product s and advises clients on financial and wealth management. In addition, as of March 31, 2012, Bajaj Finserv had wind-farm assets, incorporating 138 windmills in Maharashtra with an installed capacity of 65. 2 megawatt. Bajaj Finserv endeavors to become a full fledged financial services company and be the financial partner to the Indian consumer and help him across his financial needs throughout his lifecycle.Bajaj Finserv is a consumer focused company with emphasis on profitable growth and operational efficiency to deliver best results to all its stakeholders. Bajaj Finserv Group companies share common values of Reliability, Innovation and Efficiency and provide customers with high quality products and services. Key focus areas for Bajaj Finserv are Lending, Investment, Protection and Advisory. Bajaj Finserv also has interests in Wind farms with 138 windmills and a total installed capacity of 65. 2 MW BAJAJ FINSERV LIMITED VISION:Bajaj Finserv has a vision to become a full fledged fi nancial services company and be the financial partner to the Indian consumer and help him across his financial needs, whether for finance, for investment management, for protection or for post retirement support, throughout his lifecycle. Bajaj Finserv is a consumer focused company with emphasis on profitable growth and operational efficiency to deliver best results to all its stakeholders. MISSION: â€Å"Bajaj Finserv is a consumer focused company with emphasis on profitable growth and operational efficiency to deliver best results to all its stakeholders. COREVALUES: ?Trust ?Integrity ?Commitment ?Respect for people ?Innovation OBJECTIVE: â€Å"To create value and delight for our stake holders† QUALITY POLICY: â€Å"To excel in providing Financial services that meets or Exceeds customer requirements through continual improvements† NATURE OF ACTIVITY ?Our Products & Services: ?Loans Against Property ? Personal Loans ? Business Loans ? Home Loans ? Infrastructure Equi pment Finance ? Loans Against Securities ? Consumer Durable Loans As a value-added service we also provide insurance services like ‘Group Term Policy’ and ‘Group Term Suraksha’ bundled with our products.VARIOUS DEPARTMENTS ?Operations ?Human resources ?Finance ?Networking and systems ?Quality ?Corporate services ?Collection ?Sales ?Product ?Marketing PEOPLE: considered as â€Å"Associates† BAJAJ FINSERV believes â€Å"our people are our strength,† & this is the very reason why Bajaj term them as â€Å"Associates† rather than employees. The work culture is people oriented, where individual aspirations are matched with organizational Objectives. Our associates exemplify our customer-oriented work style.The employees at BFL are comfortable working across cultures and across contexts; their consistency and dependability lies in their emphasis on creating solutions that are problem-focused, high on quality and quick in terms of time-to-marke t. Bajaj Group. Its insurance joint ventures with Allianz SE, Germany namely Bajaj Allianz Life Insurance Company Limited and Bajaj Allianz General Insurance Company Limited are engaged in life and general insurance business respectively. Its subsidiary Bajaj Finance Limited is a Non Banking Finance Company engaged in consumer finance, SME finance and commercial lending.Bajaj Financial Solutions Limited, a wholly owned subsidiary of Bajaj Finserv Limited is engaged in wealth advisory business. SERVICES AT BAJAJ FINSERV LIMITED Bajaj Finance Limited We are the most diversifed non-bank in the country, the largest financier of consumer durables in India and one of the most profitable firms in the category. Hereunder are summary details of our portfolio of businesses, with a brief description on each. Consumer FinanceConsumer Durables Finance Lifestyle Finance EMI Card Personal Loans Cross Sell Co-branded Credit Cards Two and three wheeler FinanceSalaried Personal Loans SME FinanceMortg age Business Loans Commercial LendingConstruction Equipment Finance Infrastructure Finance Vendor Financing Awards and Accomplishments The recognition that matters the most to us is the one we receive from our customers. That was how it was when we started. That will be even when we have a treasure trove of Industry Recognition and awards Awards: Recently, we won the CIO 100 Innovation award for two of our innovations – countries such as Canada, Sweden, Australia, Singapore, Vietnam, Hungary and India, the CIO 100 Awards is a truly global recognition.It is an acknowledged mark of excellence in enterprise IT. Management Profile Sanjiv Bajaj: Managing Director Kevin D’Sa: CFO and President – Business development Ranjit Gupta: President (Insurance) S. Sreenivasan: President (Finance) V. Rajagopalan: President (Legal) Sonal R Tiwari: Company Secretary OFF SHORE POLICIES PERSONAL BENEFITS ?Leave ?Onsite return leave policy ?Personal leave policy ?Loans for house rent al deposit ?Home pc ?Telephone at residence ?Facilities to the associates TRAVEL RELATED ?International travel ?Domestic travel ?Conveyance reimbursement ?Car hire Relocation policy ?Relocation allowance WORK PLACE BASIS ?Working hour ?Dress code ?Identity card ?Business card ?Late/holiday working ?Work ethics ?Shift allowance OTHER POLICIES ?Reward and recognition ?Staff welfare allowance ?Associate referral ?Work ethics ?Higher education BAJAJ FINSERV LIMITED OFFERINGS Organisation Structure Performance Appraisal System at Bajaj Finserv Ltd: PERFORMANCE MANAGEMENT: APPRAISAL PROCEDURE: PERFORMANCE APPRAISAL FOR ASSOCIATES OF HOD LEVEL: PURPOSE: To appraise the performance of all the associates at HOD level in BAJAJ FINSERV LIMITED PROCEDURE: General: Annual appraisal is done during the month of April, every year for all the confirmed associates who are on the rolls as on 31st December of the previous year. †¢Distribution of Appraisal Forms: for annual appraisal, the HR will d istribute the appraisal forms to the CEO for further distribution to the concerned appraisers. †¢Self-Documentation: At the start of the appraisal process, every assessee will fill a self-documentation form and give it to the concerned Appraiser. †¢Appraisal by Assessor: The Assessor will perform the assessment upon receiving the self Appraisal Form from the assessee.The forms to be used for appraisal is as given in the table below: Sl. NoTitle of the formUsed for Appraisal of 1Self Documentation formAll Associates at HOD Level 2Performance Appraisal Form(HOD)All Associates at HOD level †¢Acceptance of Appraisal: The Assessor will discuss the assessment results with the assessee. If the assessee agrees to the assessment, then the assessee and the concerned assessor will sign on the Performance Appraisal Form and the first assessor (CEO) will also give his final authorization.The appraisal form, complete in all respects is received from the CEO. †¢Follow-up of App raisal: The HOD (HR) will issue the revised salary/ promotion letters to the assesse based on the performance Appraisal form and discussions with the concerned first assessor. HR informs the revised salary/ promotion details of an assessee to finance for processing the same by updating the Associate database. †¢Appraisal Records: the HOD (HR) will maintain the performance appraisal records in the personal file of each associate. PERFORMANCE APPRAISAL FOR ASSOCIATES BELOW HOD LEVEL:PURPOSE: To appraise the performance of all the associates below HOD level in BAJAJ FINSERV LIMITED. PROCEDURE: †¢General: Annual appraisal is done during the month of April, every year for all the confirmed associates who are on the rolls as on 31st December of the previous year. †¢Distribution of Appraisal Forms: For annual appraisal, the HR will distribute the appraisal forms to the HOD for further distribution to the concerned appraisers. †¢Self-Documentation: At the start of the ap praisal process, every assessee will fill a self-documentation form and give it to the concerned Appraiser. Appraisal by Assessor: the Appraiser first assessor) will perform the assessment upon receiving the self Appraisal Form from the assessee and forward the performance appraisal form to the reviewer (second assessor). The forms to be used for appraisal is as given in the table below: Sl noTitle of the formUsed for appraisal of 1Self Documentation form – technicalAll technical Associates below HOD Level 2Self Documentation form – Non technicalAll non- technical Associates below HOD Level 3Performance Appraisal Form (PL/PM)All associates at designer and above level but below HOD Performance Appraisal Form (Team members)All Associates at Team member (Manager/asst manager) level 5Performance Appraisal Form (Non – Technical)All Associates below HOD Level in non- technical Dept The level of the associate to be appraised in areas other than technical is as per the policy Guidelines . †¢Appraisal by second Assessor: The reviewer (second Assessor) will review the assessment upon receiving the performance appraisal form from the appraiser (first assessor). During annual appraisal, the first/ second assessor will give the performance rating based on joint assessment. Acceptance of Appraisal: The appraiser (first assessor) will discuss the assessment results with the assessee. If the assessee agrees to the assessment, then the assessee and the concerned appraiser (first assessor) will sign on the performance appraisal form and the form will be forwarded to the second assessor/ – HOD for final authorization. In case of conflict, the appraisal form will be referred to the concerned reviewer (second assessor). The second assessor will be responsible for further action on the same.For all cases of conflict and where no second assessor exists, concerned HODs will act as the second assessor. The appraisal form, complete in all respects is re ceived by HR form the respective head of the department. †¢Follow-up of Appraisal: The HOD (HR) will issue the revised salary/ promotion letters through reporting managers to the assesses based on the performance Appraisal form and discussions with the concerned head of the department. HR informs the revised salary/ promotion a detail of an assessee to finance for processing the same by updating the Associate database. Appraisal Records: the HOD (HR) will maintain the performance appraisal records in the personal file of each associate. APPRAISAL FORMAT: SELF DOCUMENT FORM: †¢The self-document form mainly includes all those contents, which are needed for the evaluation of performance appraisal. †¢The employees through the online facility fill this document form. †¢This includes the general information like the associate id, name, designation, department, role/level, qualification, and date of joining, location, and relevant experience. †¢This form also inclu des the assessee remarks that have evaluated the form. The various areas like the employees achievement, area where the employee have not performed up to the expectation, assessee’s strengths, areas of improvement are also included. These areas are evaluated both by the Assessee, Assessor 1 and Assessor 2. †¢The training programs attended and which the employee would like to attend is also included. †¢The career aspiration of the employee is also a part of the self-document form . GENERAL INSTRUCTIONS FORTECHNICAL ASSOCIATES The Self-documentation form should be complete in all respects. 1. What do you see as your major achievements for the period under review? . What Factor(s) enabled you in your achievement? 3. Constraints, which affected your overall performance. List your own efforts to exploit the opportunities and overcome the difficulties? (Include your strategies and tactics) 4. Your initiatives and contributions to the organization during the review period e. g. Cost savings, revenues, profits, technology enhancements, process improvements etc 5. Project related data for the periodic review, which includes name of the project, role played by you in each of the project and number of hours put in. 6.What have you gained from the training programmes you have attended and where you have applied the learning? 7. Your key result areas for next review period. One of the key result areas should be for self-development. GENERAL INSURANCE FOR NON TECHNICAL ASSOCIATES The Self-documentation form should be complete in all respects. I. What do you see as your major achievements for the period under review? II. What Factor(s) enabled you in your achievement? III. Constraints, which affected your overall performance. List your own efforts to exploit the opportunities and overcome the difficulties? Include your strategies and tactics) IV. Your initiatives and contributions to the organization during the review period e. g. Cost savings, revenues, pro fits, technology enhancements, process improvements etc V. What have you gained from the training programmes you have attended and where you have applied the learning? VI. Your key result areas for next review period. One of the key result areas should be for self-development. CRITERIA OF APRRAISAL RELATED AREAS Task related areas: Achievement of results Output of work Quality of work Quality system Conceptual skills: Total perspective Integrated skillsProactive skills Analytical and Planning skills Human skills Leadership Ability to inspire and motivate Interpersonal relationship Tact and cooperation Training and development of subordinates Communication Resolution of conflict Functional skills: Job knowledge Planning and organizing Decision-making Personality attributes: Openness Empathy and sensitivity Integrity (intellectual and moral) Flexibility/Adaptability/Positive outlook Perseverance Creativity/Innovativeness Capacity to withstand stress Discipline Dependability Loyalty an d Commitment Self-confidence Appearance and Bearing. CHAPTER-4DATA ANALYSIS & INFERENCES Section -I : Regarding Setting Goals 1. Project goals are different from functional goals a)Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 1 OptionsNo of respondentsWeightsTotal score Strongly agree9218 Agree61161 Strongly disagree7-2-14 Disagree23-1-23 GRAPH 2. 1 Inference:Majority of the respondents opined that project goals and functional goals are one and the same with a mean of 0. 42. 2. If I can perform consistently it will see me in higher position sooner than later a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. OptionsNo of respondentsweightsTotal score Strongly agree22+244 Agree54+154 Strongly disagree12-2-24 Disagree12-1-12 GRAPH 2. 2 Inference: Majority of the respondents are agreeing that they can expect themselves in higher position if they perform consistently with a weighted average of 0. 62. 3. My job presents scope for using my innovating skills in making my Decisions a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 3 OptionsNo of respondentsweightsTotal score Strongly agree22+244 Agree13+113 Strongly disagree11-2-22 Disagree51-1-51 GRAPH 2. 3Inference: Majority of the respondents opined their job does not showing present scope for using their innovating skills in making decisions with a mean of 0. 16. 4. Percent of target matching with goals in 2008 – 09 a) 80%-100% b) 60%-80% c) 40%-60% d) 20%-40% TABLE 2. 4 OpinionNo of respondentsValue in percentage 80%-100%3333% 60%-80%2929% 40%-60%3131% 20%-40%77% GRAPH 2. 4 Inference: 33% of respondents 80%-100%, 31% of respondents 40%-60%, 29% of respondents 60%-80% and 7% of respondents 20%-40%. The analysis shows that only few employees can meet their target on time.Section B: About the role of superior 5. I don’t hesitate to discuss any of my personal problems with my Superior a) Strongly agree b) agree c) strongly disagree d) disagree TA BLE 2. 5 OptionsNo of respondentsweightsTotal score Strongly agree14+228 Agree61+161 Strongly disagree5-2-10 Disagree20-1-20 GRAPH 2. 5 Inference: Majority of the respondents agree that they do not hesitate to discuss their personal problems with their superior with a weighted score of 0. 6. 6. My superior acknowledging and contributing to set the goals a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. Options No of respondentsweightsTotal score Strongly agree9+218 Agree 77+177 Strongly disagree5-2-10 Disagree 9-1-9 GRAPH 2. 6 Inference :Majority of the respondents agree that their superiors acknowledge and contribute to set their goals with a weighted average of 0. 76. 7. My immediate superior frequently motivates me a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 7 Options No of respondentsweightsTotal score Strongly agree15+230 Agree 67+167 Strongly disagree6-2-12 Disagree 12-1-12 GRAPH 2. 7 Inference: Most of the respondents agree that the ir immediate superior frequently otivates them with a mean of 0. 73. 8. I want my appraisal to be a) Confidential b) open TABLE 2. 8 OpinionNo of respondentsValue in percentage Confidential6666% Open3434% Total100100 GRAPH 2. 8 Inference: 66% of employees desire that their Performance Appraisal must be confidential and remaining 34% accept it to be open. 9. My interpersonal team relationship with peer, superiors and subordinates a) Very good b) good c) adequate d) inadequate TABLE 2. 9 OptionsNo of respondentsweightsTotal score Strongly agree29+258 Agree59+159 Strongly disagree12-2-24 Disagree0-10 GRAPH 2. 9 Inference:Majority of the respondents have a positive opinion towards the interpersonal team relationship with peer, superiors and sub- ordinates is good with a mean of 0. 93 . 10. I feel proud and motivated when my superior appreciates my work a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 10 OptionsNo of respondentsweightsTotal score Strongly agree35+242 Agree57+162 Strongly disagree4-2-18 Disagree4-1-8 GRAPH 2. 10 Inference: Majority of the respondents feel proud and get motivated when their superior appreciates their work with weighted average of 1. 15. Section c: feedback and evaluation: 1. Iam open to the feedback given by the appraiser a) Always b) sometimes c) rarely TABLE 2. 11 OpinionNo of respondentsValue in percentage Always6464% Some times3030% Rarely66% GRAPH 2. 11 Inference: 64% of the respondents always, 30% of the respondents sometimes, 6% of the respondents rarely. Majority of the respondents are open to their feedback â€Å"always†. 12. Employee opinion about frequency of appraisal system a) Annually b) half-yearly c) quarterly TABLE 2. 12 OpinionNo of respondentsValue in percentage Annually2828% Half-yearly5858% Quarterly1414% GRAPH 2. 12 Inference: 8% of the respondent’s half-yearly. 28% of the respondents annually, 14% of the respondents quarterly. The analyst gives a clear picture that most of the associates like to get appraisal â€Å"half-yearly†. 13. Opinion on performance linked promotional policy a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 13 OptionsNo of respondentsweightsTotal score Strongly agree21+242 Agree62+162 Strongly disagree9-2-18 Disagree8-1-8 GRAPH 2. 13 Inference: Majority of the respondents agree that the promotions are based on the rating derived from performance appraisal with weighted average of 0. 8. 14. The HRD department follows up the training needs Identified using appraisal seriously a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 14 OptionsNo of respondentsweightsTotal score Strongly agree7+214 Agree21+121 Strongly disagree18-2-36 Disagree54-1 -54 GRAPH 2. 14 Inference: Majority of the respondents are moderately agreed that the HRD dept follows the training needs identify the appraisal with a mean of 0. 55. 15. According to my opinion the following system is useful for our organization a) Team a ppraisal b) 360 degree appraisal c) self appraisal TABLE 2. 15OpinionNo of respondentsValue in percentage Team appraisal2929% 360 degree appraisal3636% Self appraisal3535% GRAPH 2. 15 Inference: 36% of respondents 360 degree appraisal, 35 % of the respondents self appraisal , 29% of the respondents team appraisal, majority of the respondents opined that the 360 degree appraisal is suitable for their organization. 16. Team work is considered as a factor in appraising employee performance a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 16 OptionsNo of respondentsweightsTotal score Strongly agree24+248 Agree58+158 Strongly disagree8-2-16 Disagree10-1 10 GRAPH 2. 16 Inference: Most of the respondents agree that team work is considered as a factor in appraising their employee performance with a mean of 0. 8. 17. My opinion on present rating system a) Very good b) good c) fair d) poor TABLE 2. 17 OptionsNo of respondentsWeightsTotal score Very good13339 Good562112 Fai r18118 Poor13-1-13 GRAPH 2. 17 Inference: Most of the respondents are opined that their present rating system is good with a weight age score of 1. 56 Section D: organization effectiveness: 18. At BFL the appraisal system provides for an open discussion between the Appraiser and appraise ) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 18 OptionsNo of respondentsweightsTotal score Strongly agree18+236 Agree67+167 Strongly disagree8-2-14 Disagree7-1 -7 GRAPH 2. 18 Inference: Majority of the respondents are agree that at BFL the appraisal system provides for a open discussion between the appraiser and appraise with a mean of 0. 82. 19. The appraisal system at BFL given each appraise an idea of what is expected Of him next year a) Very true b) true c) partly true d) not true TABLE 2. 19 OptionsNo of respondentsweightsTotal scoreVery true15345 True532106 Partly true22122 Not true10-1-10 GRAPH 2. 19 Inference: Majority of the respondents opined that A. S at BFL given e ach appraise an idea of what is expected of him next year with a weighted average of 1. 63 20. Up to what extent do the higher authority implement the Suggestions provide By employee a) All times b) some times c) none TABLE 2. 20 OpinionNo of respondentsValue in percentage All times1818 Some times6767 None1515 GRAPH 2. 20 Inference: 67% of the respondents sometimes, 18% of the respondents all times, 15% of the respondents none.Majority of the respondents agreeing that the higher authority implement the suggestion provide by employee â€Å"sometimes†. 21. Management support to improve the job performance a) strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 21 OptionsNo of respondentsWeightsTotal score Strongly agree20+240 Agree67+167 Strongly disagree5-2-10 Disagree8-1 -8 GRAPH 2. 21 Inference: Majority of the respondents are agree that the management supports to improve their job performance of employees with a mean of 0. 89. 22. Performance appraisal helps me to know my strengths and weakness after the Appraisal ) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 22 OptionsNo of respondentsweightsTotal score Strongly agree17+234 Agree61+161 Strongly disagree11-2-22 Disagree11-1 -11 GRAPH 2. 22 Inference: Majority of the respondents opined performance appraisal helps to know their strengths and weakness after the appraisal with a mean of 0. 62. 23. The performance appraisal is based on the real records and facts but not on Impressions a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 23 OptionsNo of respondentsweightsTotal score Strongly agree14+228Agree66+166 Strongly disagree9-2-18 Disagree11-1-11 GRAPH 2. 23 Inference: Most of the respondents agree that performance appraisal is based on the real records and facts but not an impressions with a weighted of 0. 65. 24. Iam paid worth my contribution a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 24 OptionsNo of respondentsweightsTot al score Strongly agree10+220 Agree66+166 Strongly disagree13-2-26 Disagree11-1-11 GRAPH 2. 24 Inference: Most of the respondents are moderately accepting they paid worth their contribution with a weighted average of 0. 49. CHAPTER-6Findings, Suggestions & Conclusion Findings 1 Majority of the respondents opined that project goals and functional goals are one and the same with a mean of 0. 42. 2. Majority of the respondents are agree that they can expect themselves in higher position if they perform consistently with a weighted average of 0. 62. 3. Majority of the respondents opined their job does not showing present scope for using their innovating skills in making decisions with a mean of 0. 16. 4. 33% of respondents 80%-100%, 31% of respondents 40%-60%, 29% of respondents 60%-80% and 7% of respondents 20%-40%.The analysis shows that only few employees can meet their target on time. 5. Majority of the respondents agree that they do not hesitate to discuss their personal problems w ith their superior with a weighted score of 0. 6. 6. Majority of the respondents agree that their superiors acknowledge and contribute to set their goals with a weighted average of 0. 76. 7. Most of the respondents agree that their immediate superior frequently motivates them with a mean of 0. 73. 8. 66% of employees desire that their Performance Appraisal must be confidential and remaining 34% accept it to be open. . Majority of the respondents have a positive opinion towards the interpersonal team relationship with peer, superiors and sub- ordinates is good with a mean of 0. 93 . 10. Majority of the respondents feels proud and get motivated when their superior appreciates their work with weighted average of 1. 15. 11. 64% of the respondents always, 30% of the respondents sometimes, 6% of the respondents rarely. Majority of the respondents are open to their feedback â€Å"always†. 12. 58% of the respondent’s half-yearly. 28% of the respondents annually, 14% of the res pondents quarterly.The analyst gives a clear picture that most of the associates like to get appraisal â€Å"half-yearly†. 13. Majority of the respondents agree that the promotions are based on the rating derived from performance appraisal with weighted average of 0. 78. 14. Majority of the respondents are moderately agree that the HRD dept follows the training needs identify the appraisal with a mean of 0. 55. 15. 36% of respondents 360 degree appraisal, 35 % of the respondents self appraisal, 29% of the respondents team appraisal, majority of the respondents opined that the 360 degree appraisal is suitable for their organisation. 6. Most of the respondents agree that team work is considered as a factor in appraising their employee performance with a mean of 0. 8. 17. Most of the respondents are opined that their present rating system is good with a weight avg score of 1. 56 18. Majority of the respondents is agree that at BFL the appraisal system provides for an open discus sion between the appraiser and appraise with a mean of 0. 82. 19. Majority of the respondents opined that A. S at BFL given each appraise an idea of what is expected of him next year with a weighted average of 1. 3. 20. 67% of the respondents sometimes, 18% of the respondents all times, 15% of the respondents none. Majority of the respondents agreeing that the higher authority implement the suggestion provide by employee â€Å"sometimes†. 21. Majority of the respondents are agreeing that the management supports to improve their job performance of employees with a mean of 0. 89. 22. Majority of the respondents opined performance appraisal helps to know their strengths and weakness after the appraisal with a mean of 0. 62. 23.Most of the respondents agree that performance appraisal is based on the real records and facts but not an impressions with a weighted of 0. 65. 24. Most of the respondents are moderately accepting they paid worth their contribution with a weighted average of 0. 49. SUGGESTIONS 1. Implementation of innovative ideas in decision making may be encouraged by the management. 2. The management may design the performance linked promotions. 3. The involvement of HRD department may be considered by management in assessing the training needs of employees based performance appraisal system. 4.The superiors should be more approachable when the employees come to them with improvement technique. On the whole the Performance Appraisal system at Bajaj Finserv Limited is Satisfactory. There are few areas which need due attention. The rating must be based purely on the performance. CONCLUSION: The conclusions that emerged from the study of Performance Appraisal System at Bajaj Finserv Limited are that the sampled associates prefer that some change should be brought down in the existing system. The associates feel that the best source of motivation is encouragement by superiors.A 360-degree appraisal system has been recommended by some of the associate s. Training needs to be identified based on the ratings and effective training programs must be conducted where in the associates can fulfill self development needs as well as organizational needs. LIMITATION OF THE STUDY: ?Options expressed by the employee in the questionnaire may not be very genuine. ?What the associates actually feel may not be truly expressed and hence there is the conclusion drawn from them need not apply to the whole organization. Could reach to a limited number of documents of different insurance companies in regard to the management and other policies and resultant figures so as to identify the exact cause of their lag in performance. ?Non-Proficiency in technical aspects of insurance companies might have hindered the best analysis of the findings. . Bibliography WEBSITES: www. bajajfinserv. com www. answers. com www. performanceappraisal. com www. google. com www. yahoo. com NEWSPAPERS AND MAGAZINE: The Hindu Personnel management Business today ICFAI magazi nes BOOKS: Personnel Management – Edwin FlippoHuman Resources and Personnel Management-k. Ashwathappa Essential of Human Resource Management-P. SubbaRao Personnel Management-C. Memoria Performance Management and Coaching-Prem Chadda Appendices Questionnaire Section -I : Regarding Setting Goals 1. Project goals are different from functional goals a)Strongly agree b) agree c) strongly disagree d) disagree 2. If I can perform consistently it will see me in higher position sooner than later a) Strongly agree b) agree c) strongly disagree d) disagree 3. My job presents scope for using my innovating skills in making my Decisions ) Strongly agree b) agree c) strongly disagree d) disagree 4. Percent of target matching with goals in 2007 – 08 a) 80%-100% b) 60%-80% c) 40%-60% d) 20%-40% Section-II: About the role of Superior 5. I don’t hesitate to discuss any of my personal problems with my Superior a) Strongly agree b) agree c) strongly disagree d) disagree 6. My superi or acknowledging and contributing to set the goals a) Strongly agree b) agree c) strongly disagree d) disagree 7. My immediate superior frequently motivates me a) Strongly agree b) agree c) strongly disagree d) disagree 8.I want my appraisal to be a) Confidential b) open 9. My interpersonal team relationship with peer, superiors and subordinates a) Very good b) good c) adequate d) inadequate 10. I feel proud and motivated when my superior appreciates my work a) Strongly agree b) agree c) strongly disagree d) disagree 11. Iam open to the feedback given by the appraiser a) Always b) sometimes c) rarely Section-III: Regarding Feedback and Evaluation 11. Iam open to the feedback given by the appraiser a) Always b) sometimes c) rarely 12. Employee opinion about frequency of appraisal system ) Annually b) half-yearly c) quarterly 13. Opinion on performance linked promotional policy a) Strongly agree b) agree c) strongly disagree d) disagree 14. The HRD department follows up the training n eeds Identified using appraisal seriously a) Strongly agree b) agree c) strongly disagree 15. According to my opinion the following system is useful for our organization a) Team appraisal b) 360 degree appraisal c) self appraisal 16. Team work is considered as a factor in appraising employee performance a) Strongly agree b) agree c) strongly disagree d) disagree 17.My opinion on present rating system a) Very good b) good c) fair d) poor Section –IV organization effectiveness 18. At BFL the appraisal system provides for an open discussion between the Appraiser and appraise a) Strongly agree b) agree c) strongly disagree d) disagree 19. The appraisal system at BFL given each appraise an idea of what is expected Of him next year a) Very true b) true c) partly true d) not true 20. Up to what extent do the higher authority implement the Suggestions provide By employee a) All times b) some times c) none 1. Management support to improve the job performance a) Strongly agree b) agree c) strongly disagree d) disagree .22. Performance appraisal helps me to know my strengths and weakness after the Appraisal a) Strongly agree b) agree c) strongly disagree d) disagree 23. The performance appraisal is based on the real records and facts but not on Impressions a) Strongly agree b) agree c) strongly disagree d) disagree 24. Iam paid worth my contribution a) Strongly agree b) agree c) strongly disagree d) disagree