Employee Satisfaction & PMS at Ispat Industries

Ispat’s Integrated
SteelComplex

A
Project Report on Performance Management
System & Employee Satisfaction
SUBMITTED TO
PILLAI’S INSTITUTE OF MANAGEMENT STUDIES
AND RESEARCH
AS A PART OF SUMMER PROJECT AT
ISPAT INDUSTRIES LTD,GEETAPURAM,DOLVI
PREPARED BY
VINEET MURLI
MMS-2,Div-B,Roll No.94
ISPAT

ISPAT INDUSTRIES
LIMITED
GEETAPURAM, DOLVI – 402 107, TALUKA - PEN, DIST. RAIGAD, MAHARASHTRA (INDIA)
PHONE: (+91-2143) 277501 TO 277510 Η FAX: (+91-2143) 277533, 277528, 277542
CERTIFICATE OF SUMMER INTERNSHIP
This is to certify that Mr. VINEET MURLI of Pillai's Institute of
Management Studies and Research has successfully completed his
summer internship with us from May 2008 to June 2008.
During the summer internship Mr. VINEET MURLI was found to be
punctual, positive and performance oriented.
Mr. VINEET MURLI has completed his project on.
Performance Management System and Employee Satisfaction
We wish him success in his career.
Rajesh Mhatre
(Sr. Manager-Human Resource) Seal of Company
Contact Details
Tel: (+91-22) 27582500/2600/2700
Mobile (+91)9923209259
Email rajesh_mhatre@ispatind.com
Fax (+91-22)27562280

ACKNOWLEDGEMENT
A quote says:
The effectiveness and efficiency of a work will display in the result”
So I am in process of presenting you my summer project titled Performance
Management System and Employee Satisfaction effectively and efficiently
with the help and guidance of many professionals and corporate people as
apart of two years Masters in Management Studies.
I thank Mr. Hemant Shahastrabuddhe, (Sr. Officer HR) who opened the way
of my corporate career and to learn the culture of industry and to mould
myself personally and professionally in my future career.
Doing work may be the skill of an individual but making it effective will
only be with help of a guide, so I thank Mr. Mr. Rajesh Mhatre, Sr.Manager
HR for helping me to do the project effectively and efficiently with his
valuable guidance and support regarding my project and also to shape up my
career.
I offer my sincere gratitude towards Samir Kumar (Asst. General Manager),
Mr.Soumen Choudhury, Sameer More from Eyeglobal, Sagar Jadhav from
recruitment at Casablanca, CBD Belapur for giving me necessary
information suggestion in spite of their busy schedule.
I owe special thanks to all the employees of ISPAT Industries Ltd, Dolvi
who took great pain in filling up my Employee Satisfaction- Questionnaire
by sparing their precious time to discuss and answer my questions, besides
their heavy work load.
Without their help the project would not have been fructified.
I am indebted towards our institute and my Institute Director Dr.CR
Chandran for giving me opportunity to carry out Summer Training at Ispat
Industries Ltd.,Dolvi.
I also take this opportunity to thank all the people who have directly or
indirectly helped me in completing the report successfully.

CONTENTS
Sr.No PARTICULARS PAGE
No.
1 SCOPE OF THE PROJECT
2 PROFILE OF THE COMPANY
3 MISSION & VISION
4 PRODUCT
5 IMPORTANT CONCEPTS FOR PROPER
UNDERSTANDING OF PERFORMANCE
MANAGEMENT SYSTEM (PMS) AT ISPAT
6 PMS FLOW CHARTS, DIAGRAM
7 STEPS INVOLVED IN PERFORMANCE MANAGEMENT
SYSTEM
8 EMPLOYEE SATISFACTION SURVEY QUESTIONNAIRE
9 DATA INTERPRETATION AND ANALYSIS
10 SUGGESTIONS & RECOMMENDATIONS
11 CONCLUSION

1. SCOPE OF THE PROJECT
The Project Report is divided into two parts First Part is about
Performance Management System (PMS) how it is done here at ISPAT,
what are the process involved, to understand what is the role of Appaisee,
Reporting Officer, Reviewer Officer, how the feed back is given, how is
the Appaisee rewarded by the Reporting Officer in form of variable pay or
promotion and other benefits.
The second part of the project consists of Employee Satisfaction Survey,
where a questionnaire consisting of 12 questions was prepared and
circulated in various part of the plant and corporate office , questions
regarding various problem which an employee can have were asked in the
questionnaire, the company is facing crises as lot of talented pool of
individual and other people were leaving the organization in large number
to understand the reason for that and to help the management to prevent
more people from leaving the organization a sincere effort was taken in
preparing the questionnaire and personally distributing it to the employees
of the company
In plant the questionnaire was distributed in HSM, IT Department,
Purchase, Accounts, Central Stores etc. while in the corporate office at
CASABLANCA, CBD Bhelapur it was distributed to General Services
(GS), Shipping and Logistics, Technical Audit, Recruitment which is a part
of Human Resource Department.
People gave their honest feedback in spite of their busy schedule and was a
good experience interacting with them.

OBJECTIVES
• To understand the problems faced by the employees.
• To help the management to better understand their colleagues better.
• Assessment of the integral support, recognition, and involvement of
employees in the Employee Satisfaction.
• To study overall impact of Performance Management System (PMS)
on the organization.
METHODOLOGY USED
• The research was based on primary data
• A survey questionnaire was given to 110 employees from all the
departments in ISPAT. The employees have been taken from the
Dolvi-manufacturing plant as well as 20 from the Casablanca-
corporate office also.
• The audit instrument was questionnaire.
• Various Documents was studied.
• Data Analysis technique and tools- pie chart and bar graphs
LIMITATIONS
• Time Shortage-It was done as apart of my course so I had limited
time. This shortage of time was a constraint for detail study.
• Limitation of respondents - Some of the employees were reluctant
and apprehensive in answering my questionnaire. I had to convince
them a lot. Also due to their busy schedule they were unable to
answer the questionnaire within the reasonable time.
• Cost Limitation - Due to limited availability of money a full detailed
study could not be made.
• Limitation of the researcher-I had taken full care not to let any
biases enter in my analysis and interpretation but there is the
possibility that some bias might have crept in.

2. PROFILE OF THE COMPANY
Ispat Industries Limited
Ispat industries limited (IIL) is one of the leading integrated steel makers
and the largest private sector producer of hot rolled coils in India. Set up as
Nippon Denro Ispat Limited in 1985 by founding Chairman Mr. M L Mittal,
IIL has steadily grown into a Rs. 4,000-crore Company, assuming its
position as flagship of the reputed Ispat Group. A corporate powerhouse
with operation in iron, steel, mining, energy and infrastructure, the group
today figures among the top 20 business houses in the company.
Headquartered at Mumbai, IIL employee a total of 2000 people and is the
leader in the national specialty steel market. The company’s competency is
the production of high quality steel for which it employs cutting edge
technologies and stringent quality standards. It produces world-class sponge
Iron, galvanized sheets and cold rolled coils, in addition to hot rolled coils,
Integrated Steel Complex – Bird’s Eye View
Blast Furnace
Jetty
Lime
Plant
Captive Power Sponge Iron
Plant Plant
Oxygen
Plants
IS
PA
T
IS
P
A
T

through its two state-of-the art integrated steel plants, located at Dolvi and
Kamleshwar in the state of Maharashtra.
The sprawling 1,200 acre Dolvi complex houses the 3 million tonne per
annum hot rolled coils plant, that technologies-the Conarc process for steel
making and the compact strip process(CSP)-introduced for the first time in
Asia.
The complex also has a 1.4 million tonne per annum sponge iron(DRI) plant,
which was commissioned in 1994 as the world’s largest and most efficient
gas-based single mega module plant. Moreover, the dolvi complex is the
home to 2 million tonne Blast furnace and also boasts a mechanized multi-
functional jetty situated nearby, that facilitates the automation of raw
material handling.Ispat is the only steel maker in India and few in world to
have total flexibility in the choice of the steel making route, be it the
convectional blast furnace route or the electric arc furnace route. Its dual
technology allows Ispat the freedom to choose its raw material feed, be it
Pig iron, sponge iron, scrap ore any combination of the various feeds. It also
has total flexibility in choosing its energy source, be it electricity, coal or
gas.
The Kamleshwar complex houses Ispat 0.5 million tones cold rolling
complex, which also includes the galvanized plain/galvanized corrugated
(GP/GC) lines and India’s first colour coating mill.
Technology and innovation have always been the corner stones of IIL’s
quest for excellence and these state-of-the-art plants facilitate the company’s
mission to attain and sustain market leadership, through technological and
product superiority.
The company’s strengths lie in its integrated process management,
knowledge management and controls systems. And its seamless supply
chain management systems further the efficient use of raw materials, while
its staff of highly skilled engineers, technicians and managers with
specialized domain knowledge, ensure the choice of the relevant technology
and the abilities to produce international quality products at a competitive
price.

In line with its vision for the future, IIL is expanding its HRC capacity to 3.6
million tones and its CRC capacity to 1 million tones. Moreover, it aims to
complete its vertical integration process, increase the proportion of high-
grade and value-added steel products in its products mix and leverage the
advantage modern design and the size of the facilities offers.
With investment of over US $2billion, IIL is the seventh largest Indian
private sector company in terms of fixed assets. It aims to consolidate its
market leadership in the national specialty steel market by capitalizing on
the proximity of its manufacturing facilities to major consumers of flat steel
products in Maharashtra, while increasing its presence in international
markets by using convenient port location.
In the short span of time since its imception,Ispat Industries has steadily
raised the bar –in the terms of its relentless pursuit of technological
advancement, unwavering focus on innovation, strident emphasis on quality
products,IIL has successfully reinforced its position as market leader, while
simultaneously making technological breakthroughs and setting even higher
standards for itself.
HSM PLANT WHEN IT
(ACTIVITIES) IS IN FULL
BLOOM
HR COILS
3. VISION
Ispat would like to be a
knowledge-based
organization that continuously
achieves economic valve for stakeholders by optimizing resources

through operational excellence, enabled by continues innovation to
meet customer satisfaction.
MISSION
To attain and maintain market leadership through technological and
product superiority, at a competitive cost, to maximize value-addition.
HRD VISION
Ispat sees its employees as the most vital resource in delivering
superior business results to enhancing shareholder value
HRD MISSION
To locate, attract, retain, motivate and constantly revitalize employees
of Ispat through Benchmark policies and practices. Our talent pool to
be reckoned as the industries benchmark.
The Above Mission Will Be Achieved By:
• Lowest delivered cost to customer through enhanced
productivity and continuous reduction in
1. Conversion Cost

2. cost of inputs through strategic and improved logistic
3. PMT cost of capital and cost of financing
• Continuous technological up gradation and R$D base
• Seamless integration of all business processes through a strong
enterprise resources IT backbone
• Achieve economies of scale by timely completion of balance
projects and infrastructure facilities
• Maintain transport business practices
• Maintain an environment dedicated to high employee’s sense of
pride, morale and team work
• Promote an eco-friendly environment
• Implement and integrate initiatives for organizational
transformation.
SIDE VIEW of the HSM Plant
An Overview-ISPAT GROUP OF COMPANIES

• One of the Top industrials houses in corporate India.
• 8th
largest company in terms of fixed assets(over US$2billion)
• Turnover US$ 650 million approx.
• Projected turnover in 2005-06 US$1.5 billion approx.
• Six manufacturing facilities spread over four states in India.
• Technology-intensive conglomerate.
• 3200 employees.
• Set up the world’s largest & most efficient single module sponge iron
(DRI) plant operating at 110% capacity in the first year of operation
itself.
• First Indian company to set up a continuous galvanizing plant for thin
gauge sheets and a colour coating line for manufacture of colour
coated (steel) sheets.
• Unique global distinction of marring latest technologies in steel-
making (thin slab casting technology with the CONARC process).
• Increased sales turnover by 57% from Rs.US$303.29 million to
US$476.35 million.
4. PRODUCT
Sponge Iron
Ispat’s sponge iron is manufactured at one of the most efficient Sponge Iron
Plants in the world. The plant has been certified for ISO 9002(1994) and
ISO 14001(1996).
Hot Rolled Coils
Ispat Industries Limited manufactures international standard hot rolled (HR)
coils at its Hot Strip Mill (HSM), situated at Dolvi in the state of
Maharashtra; India.The production of these coils involves the use of state-
of-art equipment and manufacturing processes that ensure products of the
highest quality.
Ispat’s HSM uses a combination of the advanced Conarc Process and Thin
Slab Casting technology, which facilitates the rolling of coil that are as thin
as 1.2 mm with a width of 1250mm.These are superior to commercial grade
cold rolled (CR) coils, and are quite often a substitute for Cr products in
certain applications, due to their thinner gauges and finer surface quality.
Applications
• Automobile applications

• Boiler quality plates
• Cold gas cylinder
• Welded steel tubes and pipes
• Different types of steel.
JETTY -A Port Place from where raw material come to
the plant by sea route.
Unique feature of Ispat’s HR coils
 Superb surface quality
Enhanced by a 400 bar pressure water jet descaler, currently the
highest in the world.
 Superior width to thickness ratio
Ensured by a roll separating force of 40 Unmaking Ispat’s HSM the
most powerful in the world.
 Ease in cold rolling
Facilitated through close control of the finished coil temperature,
which in turns regulates the grain size and other physical
parameters .This is achieved through computer controlled laminar
cooling.
 Accurate coil geometry
A crown within 30 microns and flatness of within 20 IUs is achieved
through work roll bending with a continuously variable crown.
 Thickness tolerance
Laser enabled automatic thickness and width control produces a
thickness tolerance of 30 microns and a width of tolerance +8mm/0m

SPONGE IRON PLANT
BLAST FURNACE

PART 1
PERFORMANCE
MANAGEMENT SYSTEM

5. IMPORTANT CONCEPTS FOR PROPER
UNDERSTANDING OF PERFORMANCE MANAGEMENT
SYSTEM (PMS) AT ISPAT
1. Performance
Performance at Ispat will be defined in terms ofPerformance at Ispat will be defined in terms of Task FactorsTask Factors, measured in, measured in
quantitativequantitative terms.terms.
2. Task factors2. Task factors
Task factors are the key performance parameters for a role. These are definedTask factors are the key performance parameters for a role. These are defined
as “Critical outcomes towards which effort is directed to support achievementas “Critical outcomes towards which effort is directed to support achievement
of desired businessof desired business resultsresults.”.” Will be used for assessment of performance
3.3. MMeasurement Criteriaeasurement Criteria is the expected performance on each Task Factor inis the expected performance on each Task Factor in
quantifiable termsquantifiable terms
4.4. “Parivartan”
•It is the name of Ispat’s new Performance Management System
•It covers the executive cadre spanning grades E08 to E19
(Management cadre)
5. Competency/Competencies
Competencies are skills and abilities described in behavioral terms that areCompetencies are skills and abilities described in behavioral terms that are
coachable, observable, measurable, and critical to successful individual orcoachable, observable, measurable, and critical to successful individual or
organization performance.organization performance.
6. KEY RESULT AREA an in-depth overview
These are the target that is to be achieved through this Performance
Management System. These are the area that need careful attention for the
Success of achieving the KRA’s and in the end the success of the
Organization.
In this case ISPAT depends on how efficiently are the KRA’s achieved
KRA’s are also the parameter or and yardstick of measurement to give
Variable pay to a better performing employee,

A KRA Should Be SMART
A SMART Goal describes and quantifies an outcome and specifies
Accountability; the resulting objective should be:
Attainable Within your control and limited enough that, with
a reasonable or stretch effort, it can be accomplished
Original Goal Without SMART An Attainable Goal
Become a better presenter
In order to determine whether or not my objective is
attainable, I’ll ask myself: Do I have the skills and
knowledge needed? For example, do I know how to
appropriately answer questions during a presentation?
If not, I may want to seek coaching on this skill or take a
presentation skills class.
When presenting, I will ensure that my audience understands
PARIVARTAN features and benefits by pacing the
presentation to the listener(s) and handling questions
appropriately. I will ask other employees present at the
meetings to provide feedback on these behaviors.
Specific Focused on a key outcome
A Goal Without SMART A Specific Goal
Become a better presenter When presenting, I will ensure that my audience
understands PARIVARTAN features and benefits.
Measurable Quantifiable or verifiable; so that it’s clear whether or not the goal
has been accomplished
Original Objective Without SMART A Measurable Goal
Become a better presenter When presenting, I will ensure that my audience understands
PARIVARTAN features and benefits, by pacing the presentation
to the listener(s) and handling questions appropriately. I will ask
other employees present at the meetings to provide feedback on
these behaviors: productivity, costs, time and quality

Relevant Important to your role and to the function or department
Original Goal Without SMART A Relevant Goal
knowledge needed? For example, do I know how to
To improve my communication with clients, I will ensure that
my audience understands PARIVARTAN features and
benefits by pacing the presentation to the listener(s) and
handling questions appropriately. To ascertain the need of the
presentation, I will check with my audience beforehand. I
will ask other employees present at the meetings to provide
feedback on these behaviors.
Time Limited Achievable within a certain time period
Original Goal Without SMART A Time-Limited Goal
knowledge needed? For example, do I knowhowto
To improve my communication with clients, I will ensure that
my audience understands PARIVARTAN features and
benefits by pacing the presentation to the listener(s) and
handling questions appropriately. To ascertain the need of the
presentation , I will check with my audience beforehand. I
will ask other employees present at the meetings to provide
feedback on these behaviors.
I will make a similar presentation once a quarter.

7. Classification of Grades
The following is the hierarchy level at ISPAT Industries Ltd,
E00 to E07-Union Cadre, E08 to E19- Management Cadre
GRADE DESIGNATION
E19 Executive Director
E18 President / Director
E17 Senior Vice President
E16 Vice President
E15 General Manager
E14 Deputy General Manager
E13 Assistant General Manager
E12A Senior Manager
E12 Manager
E11 Deputy Manager
E10 Assistant Manager
E09 Junior Manager
E08 Senior Engineer /Senior Officer

T001 Graduate Engineer / Management / Diploma Engineer Trainees
E07 Engineer / Officer
E06 Assistant Engineer / Assistant Officer
E05 Junior Engineer / Junior Officer
E04 Senior Assistant / Senior Technician / Senior Operator
E03 Assistant Technician / Assistant Operator
E02 Assistant Technician / Assistant Operator
E01 Junior Assistant / Junior Technician
E00 Junior Assistant / Junior Technician
T002 Advisors / Consultants
Note: Performance Appraisal (PMS) only takes place at the Management Cadre
8. Key players involved in Performance Management System
1 Appraisee Every employee whose performance willEvery employee whose performance will
be assessed. All employees in levels E-be assessed. All employees in levels E-
08 and above08 and above
•• It’s about your PerformanceIt’s about your Performance
•• You are the key driver of theYou are the key driver of the
processprocess
3 Your Reporting officer’s reportingYour Reporting officer’s reporting
officer- is responsible for reviewingofficer- is responsible for reviewing
the entire performancethe entire performance processprocess
Reviewer •• Will ensure Objectivity,Will ensure Objectivity,
Transparency & ConsistencyTransparency & Consistency

6. PERFORMANCE MANAGEMENT SYSTEM
PROCESS FLOWCHART
4 HR This is the H.R - PMS groupThis is the H.R - PMS group •• The PMS process ownerThe PMS process owner
•• Manage performanceManage performance datadata
Corporate Performance
Planning Session
Division Target Setting
Session
Individual Performance
Planning Session
End February
Mid-to-end
March

Overall Performance Planning Cycle
According to Hewitt Consultancy Group
7. STEPS INVOLVED IN PERFORMANCE
MANAGEMENT
Q1: Appraisal review &
feedback
feedback
feedback
Q4: Final Performance
Appraisal
Mid-July
Mid-April
1st week April
Mid-January
Mid-October
Ongoing monthly review
and feedback
Form

Getting started step 1
After the all the procedures are over, when you log in ,in the ispat portal a web
page will appear ,you must log in the an employee form will appear as above
You need to enter your Employee number only; the other information will be
populated automatically

In this step Task factors are decided with consultation of the reporting boss, it
should be SMART as explained above, the task given to employee or
allotted to him is strictly according to the competencies of the
employee, It is a general practice that 10 Task factor are usually give,
but it can be changed according to the grade of the employee, targets
that are to be achieved.

After deciding the annual Task factors it divided or broken into Quarterly KRA
(Key Result Area) it is in accordance with the annual task factor, It should not
deviate fro the annual targets. Task Factors are broken down because it easy or
convenient to achieve, it help in correcting the Error at an early Stage.
After the targets are reached or if time has lapsed then employee first rates
himself, then he is rated by the immediate reporting boss
Similar step is followed in all other 3 quarter and employee is finally rated by
superior’s superior i.e. Reviewer ,and then it is decided that weather he is Non
performer. Partial performer, Contributor, Significant contributor or Exceptional
Contributor.
If in case if the rating given by the immediate boss is having significant difference
with the Reviewer, then in a meeting between the employee,
Reporting Superior and reviewer is held where they clear the difference.
The Performance Management System: Quarter
Appraisal-Page 3

Depending on this the Employee is give increment, promotion or other reward etc
The whole process is done in the following Manner (refer the Following
Diagrams)
The above diagram gives an Idea about how the feedback process is done
First the reporting officer gives his feedback and gives suggestion to his
employer regarding where the improvement to be made for better performance in
the future is
After this Reviewing Officer gives his feedback regarding the performance of the
employee (reviewee) she can also give his/her opinion regarding improvement
area.
The new Performance Management
System: feedback-Page 4
Feedback form
Form
Flow diagram
RO enters his
feedback after
discussion with
the appraisee
RO forwards
his feedback
to reviewer
Reviewer
validates
Appraisee
accesses
feedback

The above flow chart gives exactly the idea of the entire PMS process
It starts from self rating to becoming a contributor/non contributor etc.
And in later part of the diagram it says that is there is a difference between the
rating between reviewer and reporting officer then the score are sent to
Flow diagram
Self rating by
appraisee
RO’s enters
rating post
discussion with
the appraisee
Reviewers
rating
Moderation
committee
rating
Composition
Final rating on
each Task Factor Overall
Score
Difference
>2
NO
YES
Performance
Category
Exceptional
Contributor
Significant Contributor
Contributor
Partial Contributor
Non Performer

moderation committee where they discuss as to why there is a difference, the
reporting officer should explain the reason, after their the scores are revised and
re-entered in the system.
Annual performance rating
On the basis of performance by the employee ,he may be given a rise in his
salary i.e. variable pay, or continuous demonstration of good performance for a
Details
Compensatio
n (Cost to
company)
Promotion
Linked to
Overall
Rating
Linked to
Overall
Rating and
Career
aspirations
Compensation depends on
Market alignment, Specialty of
job, extent of Experience, and
Overall performance
Continuous demonstration of
good overall performance for a
defined period of time, fitment
into role based on skills and
abilities, consideration of career
aspirations and opportunities
available in the organization
• The annual rating is generated automatically by the system
• It is the average of the ratings of all the quarters
• It is this rating that is linked to the other HR systems - increase in
compensation, career movement ( depending on the opportunities
available in the organization

definite period of time, fitment into role based on skills he can be promoted to
next level , this entire process is described in the above diagram
The Performance Management System:
FEEDBACK
Role of the Reporting Officer
Flow diagram
Preparing for feedback
Decide time & venue
Deliver feedback
Summarize feedback
• Enough time should be given to Appraisee prepare for the session
• Venue should not be the work area of either appraisee or RO - The
discussion should preferably be held off-site
• RO should read the Performance appraisal form & identify examples of
performance & non-performance
• RO, to independently identify areas for discussion & chart possible
developmental paths
• Begin with positive feedback
• Listen to appraisee’s point of view
• Create a developmental & amicable atmosphere
• Summarize the discussion
• List out 3-4 developmental areas, and corresponding activities
• Set a status review schedule

FEEDBACK Last step 6
The above diagram clearly shows the process for preparation for feedback , it is
not an easy task , the feedback should be very clear it should have no
ambiguity , it should motivate his junior in performing better in his future and if he
is good performer it should help him to continue the good work.
The process is done through four stages described in above diagram
The process ends with the summary feedback.
The Performance Management System:
FEEDBACK TIPS FOR REPORTING OFFICERS
Tips for giving feedback
Why feedback
Good feedback
Wrong feedback
Informal and formal opportunities for Reporting Officers to connect or
“touch base” with you to:
• Provide support and direction
• Keep performance on track
Coaching and feedback can include:
• Positive feedback and recognition
• Corrective feedback
• Identifying obstacles to performance
• Sharing information
• Personal insults
• Conflicting information or too much, all at once
• Unclear messages causing the other person to guess
Giving
positive
• Cite specific accomplishments
• Show appreciation
• Ask employees how they can leverage performance in a particular
area to enhance their overall performance
Giving negative
feedback
• Describe the observed behavior and provide specific examples
• Focus on behavior that can be changed, not the person
• Define the impact on you and other members
• Get a reaction from the employee
• Share your expectations for future behavior
• Together explore options for solving the problem
• Describe consequences of improved/not improved performance
• Agree on a time table to review progress

The above figures shows the linkages between various components, it tells what
one can achieve if performance in the PMS is good it gives clear Idea as
to how one is rewarded
Take for example the second box shows that if you consistently perform i.e. if
your cumulative score in the PMS system is good it results you getting a
fixed Increment in Salary or Promotion depending on the situation under
which the performance was effected.
This condition changes from time to time depending on the circumstances.
Score on KRA’s
Cumulative Score on
KRA’s and Routine
Responsibilities
Rating on
Competencies
Development Plan
Variable Pay
component
Fixed Pay Increments
Promotion Decisions
Training Plan
The Linkages

PART-2
EMPLOYEE SATISFACTION
SURVEY

8. Job Evaluation cum Employee Satisfaction Questionnaire
I Mr. Vineet Murli, student of Pillai’s Institute of Management Studies & Research,
PANVEL. As a part of my academic course curriculum of MMS, I am doing this project.
It is observed that the attrition rate at ISPAT is too high In order to assess the exact reasons
and to help the management to curb this crisis; we have made an attempt by designing the
following survey questionnaire.
This survey should take approximately 10 minutes of your time to complete. Please respond
candidly to the questions. Confidentiality of your opinions / views would be maintained.
Thank you, in advance, for your time and participation. Inspite of your busy schedule
.
Please Fill in the Following Details
Dept. Expr. at ISPAT
Age Emp Grade
Gender Status
Please( ) In the boxes below. Write Comments for your response so that corrective action can be
taken.
1. The amount of work I am expected to do on job is reasonable.(too much pressure/ worklife
balance)
Strongly Disagree Disagree Agree Strongly Agree
Comment :
2. I am satisfied with the priorities and direction of work.(Leadership of your boss,etc)
Comment :
3. I have adequate information available which enable me to do my job well.
(transparency)
Comment :
4. We operate in a cost-Effective way in my department.(with respect to
delay,Efficiency,etc)
Comment :
E
Married UnmarriedM F

5. I understand day- to- day goal of my department.(Clear Vision)
Comment :
6. Diverse perspective are valued and encouraged within the department.(Rewards/recognition)
Comment :
7. Considering everything, how satisfied are you with your job?(Compensation/Benefits)
Comment :
8. My work group has a climate in which diverse perspective are valued.(Working Environment)
9. COMPANY policies and procedures make sense to me.(Career growth/Development Opportunity)
10. The physical working conditions(e.g., ventilation, space, cleanliness) are very good.
11.Individual differences are respected here (e.g., gender, race, educational background,etc.)
12. Any other suggestion and remarks ,views and opinion (Mandatory to write)
For Example-career opportunity, compensation , Reward, leadership, communication gap etc.
Date___________ Location_______________
Comment :
Comment :
Comment :
Comment :

9. DATA INTERPRETATION AND ANALYSIS
Q1. The amount of work Iam expected to
do is reasonable
59%
20%
11%
10% 0%
Agree
Disagree
Strongly Agree
StronglyDisagree
No Response
We can see from the above graph that 59% of the employees have agreed to the fact that
the amount of work expected from them is reasonable while 20% Disagree, 11% Strongly
Agree, 10% Strongly Disagree.
This tells us the general picture that most of the employees feel that the amount of work
expected from them are reasonable there is no work pressure, while some people feel that
there is too much pressure, they complain that a single person has been given too much
work.
Q5. I understand day to day goal of my
department.
59%
18%
5%
18%
0%
Agree
Disagree
Strongly Agree
StronglyDisagree
No Response
In the above pie-chart 59% of the employees agree that they understand the day to day
goal of their organization, while 18% Disagree they complain that the goal is not clear
5% Strongly Agree and 18% strongly Disagree with the above question.

Q6. Diverse Perspective are valued and
encouraged within the Depatment
55%
23%
10%
9%
3%
Agree
Disagree
Strongly Agree
StronglyDisagree
No Response
In the above Pie chart 55% employees feel that Diverse Perspective are valued and
encouraged within the department in which they work. While a significant number of
employees 23% Disagree with above Question ,they feel that their opinion are not
considered while taking decision, some of them feel that the amount of respect and
recognition that they are getting is below satisfactory level. 10% Strongly Agree and 9%
people Strongly Disagree with the fact.
Q7. Considering everything, how satisfied
are you with your job
59%25%
11%
5%0%
Agree
Disagree
Strongly Agree
StronglyDisagree
No Response
When asked the above Question 59% Agree to the fact that they are satisfied with their
job that they are doing, while 25% Disagree with the very fact that some are not happy
about the leadership of their boss, there is no proper direction, company doesn’t provide
growth opportunity and 11% people Strongly Agree and 5% Strongly Disagree with the
above question.

Q8. COMPANY Policies and Procedures
make sense to me.
56%
24%
11%
8% 1%
Agree
Disagree
Strongly Agree
StronglyDisagree
No Response
56% respondents agree that Company Policies and Procedure make sense to them ,while
24% Disagree by saying that the company doesn’t give adequate training, policies are not
favorable for career growth in some Department, some say that it should be revised and
should be made simpler in line with the other procedures
11% of the respondents Strongly Agree that Development Opportunity is there in ISPAT.
8% of the respondents Strongly Disagree they say that ‘it (the company policy) doesn’t
make sense to them’ and they feel that they are not clear about the top management’s
vision regarding them (i.e. for employees).
Q10.The physical working condition
(e.g.,ventilation, space, cleanliness)
are very good.
68%
1%
17%
13%
1%
Agree
Disagree
Strongly Agree
StronglyDisagree
No Response
In the above pie chart a good 68% of the people Agree and 13% Strongly Agree that
working condition in the office is very good so the company deserves a pat on its back
for such a good response. 13% of the persons Strongly Disagree they complain that the
safety in some area of the plant is not adequate and not up to the mark, some responded
by saying that floor space is less and some of them complain that there is no enough.
chairs for the visitors ok sit and they complain that they do not have conference room for
meetings.

Q11. Individual Differences are respected in
here(e.g.gender,race,educational background)
84
37
12
2
0
0 10 20 30 40 50 60 70 80 90
Agree
Disagree
Strongly Agree
StronglyDisagree
No Response
OPTIONS
Numerical Units
In the above bar chart we see that 84% of the respondents Agree to the fact that Individual
differences like gender, race, educational background that is there is no inequality, everybody is
given fair and equal opportunity to grow which is a good sign with future in perspective
37% of the respondents disagree with the above fact some people say that Educational
background is respected but during allocation of department it (educational qualification) is
completely ignored
Q2. Iam satisfied with the priorities and direction of
the work
(Leadership of you boss)
75
30
19
11
0
0 10 20 30 40 50 60 70 80
Agree
Disagree
Strongly Agree
StronglyDisagree
No Response
OPTIONS
Numerical Units
In the above bar chart 75% of the respondents say they are satisfied with the priority and the
leadership of their immediate reporting superior. Some people also say that “My superior are
diresting us well but some times thing goes out of control and some are also of the opinion that
“my previous experience was excellent but my boss is not using me properly means they are not
satisfied with the leadership ability of their own superior they include 30% in the above case.
Note: The Numerical Units in the Bar Chart are in percentages (100%)

Q3. I have adequate information available which
enable me to do my job well(transparency)
86
20
19
10
0
0 20 40 60 80 100
Agree
Disagree
Strongly Agree
StronglyDisagree
No Response
OPTIONS
Numerical Units
When asked the above question 86% of the people Agree that they have adequate information
that enables them to do their work well on time. Where as 19% of the Strongly Agree, 20%
Disagree ,are not happy with the information passed on, there is lot of information loss when the
news or information, or instruction come from the top causing delay in taking action.
Some say that “it is not always (information) ,sometimes it takes time to collect the information,
other side top management people Agree to the fact that there is transparency in their functioning
of each department.
Q4. We operate in a Cost-effective way in my
department. (with resprct to delay & efficiency)
87
15
25
4
4
0 20 40 60 80 100
Agree
Disagree
Strongly Agree
StronglyDisagree
No Response
OPTIONS
Numerical Units
Cost-effectiveness in the above question refer to the delay or how efficiently the work is
disposed off are there and wastage of time etc.
87%, 25% Agree and Strongly Agree respectively with the above question that there is no such
thing happening in our department and yes being such a big organization some delay in decision
or accomplishing of task can happen and it is understandable, some respondents also said that
whatever work we do, we try our best to save cost in the area where cost can be saved.
15% disagree with above question they say that “too much time is wated in identifying the
problem rather than solving it ,some feel that there is lot of scope for improvement if proper
steps are taken.

9. SUGGESTIONS & RECOMMENDATIONS
The following table shows the Problem how it can be solved
Sr.No. Problem Remedy How it can be done
1 Much Pressure
Need to be
removed
1.Analyse attendance of staff staying after 05.00 p.m and
study be done by Six Sigma etc to know as to why staff
stays long
2.Either they are over loaded /inefficient /short of man
power resources
3.Tedious traveling of almost 3 hrs a day
4.Remote area
5.All to punch at min 5 pm (Leaving from work)
2 Lack of Systems
& Procedures
To be
developed With only Top management support
3
Many
/Unplanned
Meetings
Surprise
meetings
To be
avoided With management support only
4
Too much
complex
procedures
To be
simplified With management support
5
Too much line
authorities
To be
simplified with management support
6
Perks, monetary
benefits
To be
reviewed
1. HR needs to work on it and make in line with
other reputed organizations to retain people because
in view of the current problem.
2. Too much pressure, tedious traveling and remote
area, retaining qualified.
3. Professional staff is very difficult in current scenario of
opportunities.

10. CONCLUSION
Performance Management System refers to the tool of assessment of an
employee’s actual performance, behavior on jobs and his potential for future
performance .PMS has several objectives but the main objectives are to assess
training needs ,motivate the employees maintain good performance level, effect
promotions and to give pay increases
Performance appraisal is the main part of PMS. Appraisal of performance proceeds
in asset pattern. Job Description and standard goals setting are essential factors
related to this process. Once the standard goals are set and the Key Result Area of
individual are defined, the appraisal interviews are conducted. The appraisal data is
used for various HR activities, especially for scheduling training and development
programmes.
However, it is difficult to the subjectivity in the appraisal, as it takes place
especially while evaluating the “Behavioral Aspect” and not the performance
related aspects.
And regarding Employee Satisfaction is concerned it is the fundamental job of
Human Resource management, and authorities at top of the hierarchy that
employees are respected, keep them satisfied all the time so they feel comfortable
working at ISPAT but not an easy one.

Bibliography
1. SIX SIGMA MANUAL Monthly Review
2. HR POLICY MANUAL
3. Research Methodology – Khotari
4. ISPAT Journals/Magazines
5. WEBSITE www.ispat.com

Employee Satisfaction & PMS at Ispat Industries

Employee Satisfaction & PMS at Ispat Industries

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