Documente Academic
Documente Profesional
Documente Cultură
OF
“PERFORMANCE APPRAISAL”
AT
CARE HOSPITALS
(QUALITY CARE INDIA LIMITED)
4GXTW-WD6YP-CGJ4F-2C7FQ-XD3D7
1
DECLARATION
Date:
P. SAI SWAPNA
2
ACKNOWLEDEMENT
P.SAI SWAPNA
3
ABSTRACT
• Administrative purpose
• Employee development purpose
• Program assessment purpose
4
CONTENTS
I INTRODUCTION 6-10
INTRODUCTION TO HRM
2) INTRODUCTION TO PERFORMANCE APPRAISAL
V CONCLUSIONS 92-99
5
CHAPTER-I
5) RESEARCH METHODOLOGY
6
MEANING AND DEFINITION OF THE STUDY
MEANING:
DEFINITIONS:
--Dale S. Beach
“Performance Appraisal is a systematic, periodic and an impartial rating
of employee’s excellence in matter pertaining to his/her present job and his/her
potential for a better job”.
--Edwin B. Flippo
7
OBJECTIVES OF THE STUDY
The objective of the study is the survival of every organization in the market it is
very essential to enhance its production and productivity. To raise the production and
productivity, human resources are important factor.
• To find out the possible errors and problems in the Performance Appraisal
system.
• The quality of work in the organization since the quality of work depends on the
8
LIMITATIONS OF THE STUDY
• The major limitation of the study is the limited time period of 60-days.
• Sample size being small not every body’s view could be considered. Problem
will be increased with the confidential information.
• Errors are introduced in the appraisal because of a defect or bias in the person
conducting the appraisal.
• There is often a lack of communication whereby the employee does not know
he is rated.
RESEARCH METHODOLOGY:
Method of sampling:
9
HRM, data collected through well designed questionnaire by giving to the employees
of CARE HOSPITALS at Hyderabad.
Sample size:
Construction of tools:
The tool used for collecting the data for the study is questionnaire. A
questionnaire is simple, a formulized schedule to obtain and record specified and
relevant information with tolerably accuracy and completeness. Data was collected
through a specially designed questionnaire with 15 questions.
SOURCES OF DATA:
Collection of data is form both the primary and secondary sources
• Primary data: Data is collected through a well designed and approved
questionnaire and also interviews
• Secondary data: It is collected from the records of the organization, and SOP
from HRD Dept.
FRAMEWORK OF ANALYSIS:
For analysis and interpreting the collected data through primary data is part to
statistical techniques namely, percentage analysis and graphical analysis with bar
10
CHAPTER-II
1) INTRODUCTION TO HRM
11
REVIEW OF LITERATURE
12
DEFINITIONS:
The basic aims & objectives of HRM are to help the realization of the
organizational goals.
13
training to workers and by achieving for itself knowledge of human nature
which is “the totality of motives that cause human actions”.
Functions of HRM:
I. Managerial functions:
Managerial functions of personnel management involve planning, organizing,
directing and controlling. All these functions influence the operative functions.
14
(i) Employment: It is first operative function of Human Resources
Management. Employment is concerned with securing and employing the
people possessing required kind and level of human resource necessary to
achieve the organizational objectives. It covers the functions such as job
analysis, human resource planning, recruitment, selection, placement, induction
and internal mobility.
a. Job analysis: It is the process of study and collection of
information relating to the operations and responsibilities of a specific job.
15
values, commitment etc., based on present and future job and organizational
requirements.
This function includes:
a. Performance Appraisal.
b. Training.
c. Management Development.
d. Career Planning and Development.
e. Internal Mobility.
f. Transfer.
g. Promotion.
III. Compensation:
16
2. Human Resource Accounting.
Selection
Stimulation
Adaptation
Responsibility
Of
HRM
Evaluation Maintenance
Motivation Development
Leonard Nadler defines HRD as,” those learning experiences which are organized, for a
specific time, and designed to bring about the possibility of behavioral change”.
17
Among the Indian authors T. Venkateswara Rao worked extensively on HRD.
He defined HRD in the organizational context as, “a process by which the employees of
an organization are helped in a continuous.
behavioral knowledge skills and abilities, and mould the value, beliefs, attitude
necessary to perform present and future roles by realizing highest human potential with
a view to contribute positively to the organizational, group, individual and social goals.
1. Role Analysis.
3. Recruitment.
4. Selection.
5. Placement.
7. Performance Appraisal.
8. Training.
9. Management Development
12. Compensation.
18
15. Quality Circles.
HRM SUB-SYSTEM
FINANC
MR
KT
G
HRM
SYSTEM
PR
OD
’N
19
1) ENVIRONMENT CHALLENGES
• Rapid change
• Rise of the interest
• Globalization
• Workforce diversity
2) ORGANIZATIONAL DIVERSITY
• Competitive position
• Down sizing
• Decentralization
• Restructuring
• Self managed work teams
• Small business
• Organizational culture
• Technology, Outsourcing
3) INDIVIDUAL CHALLENGES
• Job Insecurity
• Matching
• People and Organization
• Ethical dilemmas & Social Responsibility
• Productivity
20
• Empowerment and Bran drain
REVIEW OF LITERATURE
The history of Performance Appraisal is quite brief. Its in the early 20th century
can be traced to Taylor’s pioneering Time and Motion studies. As a distinct and formal
management procedure used in the evaluation of work performance, appraisal really
dates from the time of Second World War – not more than 60 years ago. Yet in a
broader sense, the practice of appraisal is a very ancient art.
There is, says DULEWICZ (1989),a basic human tendency to make judgements
about those one is working with, as well as about oneself.” Appraisal, it seems, is both
inevitable and universal. In the absence of a carefully structured system of appraisal,
people will tend to judge the work performance of others, including subordinates,
naturally, informally and arbitrarily. The human inclination to judge can create serious
motivational, ethical and legal problems in the workplace. Without a structured
appraisal system, there is little chance of ensuring that the judgments made will be
lawful, fair, defensible and accurate.
Sometimes this basic system succeeded in getting the results that were intended;
but more often than not, it failed. Pay rates were important, yes; but they were not the
only 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. As a result,
the traditional emphasis on reward outcomes was progressively rejected.
21
In the 1950s in the United States, the potential usefulness of appraisal as tool for
motivation and development was gradually recognized. The general model of
performance appraisal, as it is known today, began from that time.
MODERN APPRAISAL:
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 extreme cases, demotion, 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.)
Controversy:
22
Link to Rewards:
Research (BANNISTOR & BALKIN, 1990) has reported that appraises seem
to have greater acceptance of the appraisal process, and feel more satisfied with it,
when the process is directly linked to rewards. Such findings are a serious challenge to
those who feel that appraisal results and reward outcomes must be strictly isolated from
each other.
There is also a group who argues that the evaluation of employees for reward
purposes, and frank communication with them about their performance, are part of the
basic responsibilities of management. The practice of not discussing reward issues
while appraising performance is, say critics, based on inconsistent and muddled ideas
motivation.
DEFINITIONS:
23
A FORMAL DEFINITION OF PERFORMANCE APPRAISAL:
24
• To provide information for making decisions regarding lay off,
retrenchment etc.
25
• Mutual feedback between boss and subordinate.
So it is very necessary to being by stating very clearly the objectives of the evaluation
program. Having done this, the personnel evaluation system should address the
questions who, what, where, how, of performance appraisal.
26
performance. Many discrepancies in the ratings may occur when evaluations are by
individuals.
The “when” answer the query of appraisal? It has been suggested that formal
counseling should occur continuously. The manager should discuss and employees
work as soon as possible after he has judged it. He should use good work to provide
positive reinforcement and use poor work as a basis for training.
In most organization employees are formally evaluated once a year, in others
twice a year. New employees are rated more frequently than the older ones. The ideal
thing is that each employees should be rated three months there after being assigned to
a job, after six months on the job and every six months there after. The time pf rating
should not coincide with the time salary reviews, for if the two occur together
27
constructive evaluation and consideration of self-development will probably take
second place to the pressures of pay.
Under “how”, the company must decide what different methods are available
and which of these may use for performance appraisal. On the basis of the comparative
advantages, and disadvantages it is decided which method would suit purpose best.
28
PROCESS OF PERFORMANCE APPRAISAL
II
I
Communicatin
Creating
g the
performance
performance
standards
standards
VI III
Taking Measuring
corrective actual
action performance
IV
V Comparing
Communicatin actual and
g the appraisal standard
performance
29
METHODS OF PERFORMANCE APPRAISAL
TRADITIONAL METHODS
1. Graphic Rating Scale MODERN METHODS
2. Ranking Method
1. Behaviorally Anchored
3. Paired Comparison
Rating Scales
Method 2. Assessment Center
4. Forced Distribution Method 3. Human Resource
5. Check List Method Accounting
Simple Checklist 4. Management by Objectives
Weighted checklist 5. Psychological Appraisals
6.3600 APPRAISAL
Critical Incident Method
Forced choice method
6. Essay/ Free form Appraisal
7. Group Appraisal
8. Confidential Reports
TRADITIONAL METHODS
1) Graphical rating scale:
Graphic Rating Scales compare individual performances to an absolute
standard. In this method, judgments about performance are recorded on a scale.
This is the oldest and widely used technique. This method is also known as linear
rating or simple rating scale. The appraisers are supplied with printed forms, one for
each employee. These forms contain a number of objectives, behavior and trait
based qualities and characters to be rated like quality and volume of work, job
knowledge, dependability, initiative, attitude, etc., In the case of workers and
analytical ability, creative ability, initiative, leadership qualities, emotional stability
in the case of managerial personnel.
30
These forms contain rating of scale. Rating scales are of two types, viz.,
continuous rating scale and discontinuous rating scale. In continuous order like 0, 1,
2, 3, 4&5 and in discontinuous scale the appraiser assigns the points to each degree.
The points given by the rater know performances regarding each character are
added up to find out the overall performance. Employees are ranked basis of total
points assigned to each one of them.
One reason for the popularity of the rating scales is its simplicity, which
permits many employees to be quickly evaluated. Such scales have relatively low
design cost and high incase of administration. They can easily pin point significant
dimensions of the job. The major drawback to these scales is subjectivity and low
reliability. Another limitation is that the descriptive words often used in such scales
may have different meanings to different raters.
2) Ranking Method:-
Under this method, the employees are ranked from best to worst on some
characteristics. The rater first finds the employees with the highest performance and
the employees with the lowest performance in that particular job category and rates
the former as the best and latter as the poorest. Then the rater selects the next
highest and next lowest and so on until he rates all the employees in that group.
Ranking can be relatively easy and inexpensive, but its relativity and validity may
be open to doubt it may be affected by rater bias or varying performance standards.
Ranking also means that somebody would also be in the back bench. It is possible that
the low ranked individual in one group will turn out to be superstar in another group.
One important limitation of the ranking method is that the size of the
difference between individuals is not well defined. For instance, there may be little
difference in performance between individual’s ranked second and third, but big
difference between those ranked third and fourth.
Column I (Best)
1) . . . . . . . . . . . . . . . .
2) . . . . . . . . . . . . . . . .
31
3) . . . . . . . . . . . . . . . .
4) . . . . . . . . . . . . . . . .
5) . . . . . . . . . . . . . . . .
Column II (Worst)
6) . . . . . . . . . . . . . . . .
7) . . . . . . . . . . . .
8) . . . . . . . . . . . . . .
9) . . . . . . . . . . . . . .
10) . . . . . . . . . . . . . .
This method is relatively simple. Under this method the appraiser ranks the
employees by comparing one employee with all other employees in the group, one
at a time. This method results in each employee being given a positive comparison
total and a certain percentage of total positive evaluation.
Paired comparison doesn’t force distribution of employees in each
department. For instance, if a department has two outstanding employees and six
average employees and paired comparison is correctly utilized, then those two
employees will get a much higher percentage of positive comparison than the other
six. Paired comparison method could be employed fairly, easily when the number
of employees is less. The number of comparisons required equals N (N-1)/2.This
32
means that where the number is fairly large the technique may be time consuming.
Another limitation of this technique is that employees are simply compared to each
other on total performance rather than specific job criteria.
A B C D E
A - A A A A
B - - C D E
C - - - C E
D - - - - E
E - - - - -
The rater may rate his employees at the higher or at the lower end of the
scale under the earlier methods. Forced distribution method is developed to prevent
the raters from rating too high or too low. Under this method, the rater after
assigning the points to the performance of each employee has to distribute his
ratings in a pattern to conform to normal frequency distribution.
33
Thus, similar to the ranking technique, forced distribution requires the raters
to spread their employee evaluations in a prescribed distribution. This method
eliminates central tendency and leniency biases. However, in this method
employees are placed in certain ranked categories but not ranked within the
categories. Quite often work groups do not reflect a normal distribution of
individual performance. This method is based on the rather questionable
assumption that all groups of employees will have the same distribution of
excellent, average and poor performers. If one department has all outstanding
employees, the supervisor would find it extremely difficult to decide who should be
placed in the lower categories. Difficulties can also arise when the rater must
explain to the employee why he was placed in one grouping and others were placed
in one grouping and others were placed in higher groupings.
5) Checklist Methods:-
The checklist is a rating technique in which the supervisor is given a list of
statements or words asked to check statements representing the characteristics and
performance of each employee. There are three types of checklist methods, viz,
simple checklist, weighted checklist and forced choice method.
34
I) Simple Checklist Method:
The checklist consists of large number of statements concerning employee
behavior. The rater checks to indicate if the behavior of employees is positive or
negative to each statement. Employee performance is rated on the basis of number
of positive checks. The negative checks are not considered in this method. A
difficulty often arises because the statements may appear to be virtually identical in
describing the employee. The words or statements may have different meanings to
different raters.
35
descriptive statements concerning employee behavior. Two statements are most
descriptive and two are least descriptive of each tetrad. Sometimes there may be
five statements in each group out of which one would be neutral. The actual
weightages of the statements are kept secret. The appraiser is asked to select one
statement that mostly describes employee’s behavior out of the two favorable
statements and one statement from the two unfavorable statements. The items are
usually a mixture of positive and negative statements. The intent is to eliminate or
greatly reduce the rater’s personal bias, specially the tendency to assign all high or
low ratings. The items are designed to discriminate effective from ineffective
workers as well as reflect valuable personal qualities.
The critical incident method has the advantage of being objective because
the rater considers the records of performance rather than the subjective points of
opinion, for example, mood, emotional balance, relationship between superior and
subordinate. This certainly helps in reducing bias in the evaluation. However, the
system is not without drawbacks. First, what constitutes a critical incident is not
defined in the same manner by all raters. Next, recording events continually over a
period of time may be resented by the raters.
36
6) Essay / Free Appraisal:-
This method requires the manager to write a short essay describing each
employee’s performance during the rating period. This format emphasizes
evaluation of overall performance, based on strengths/weaknesses of employee
performance rather than specific job dimensions. By asking supervisors to
enumerate specific examples of employee behavior, the essay technique minimizes
supervisory bias and halo effect.
The time involved in writing separate essays about each employee can be
formidable. Essays are not amenable for evaluation and analysis; 50 essays
describing different employee’s performance cannot be tied to merit increases and
promotion possibilities because there is no common standard. Another inherent
limitation of this method is that the evaluators may have unequal skills in writing
the essays. A skillful writer can present a more dramatic case about an employee
than an awkward writer or supervisor. Thus, the quality of the ratings depends,
actually on employee performance, but on the writing ability of the rater.
7) Group Appraisal:-
Under this method, an employee is appraised by group of appraisers.
This group consists of the immediate supervisor of the employee, to other
supervisors who have close contact with the employees work, manager or head of
the department and consultants. The head of the department or manager may be the
chairman of the group and the immediate supervisor enlightens other members
about the job characters, demands, standards of performance etc. This method is
widely used for purposes of promotion, demotion and retrenchment appraisal.
8) Confidential Reports:-
37
keeps his judgment and report confidentially. In other words the superior does not
allow the employee to know the report and his performance. Superior writes the
report about his subordinates strength, weaknesses, intelligence, attitude to work,
sincerity, commitment, punctuality, attendance, conduct, character, friendliness, etc.
MODERN METHODS
38
most of the performance. Examples of performance dimensions include technical
competence, relationships with customer handling or paperwork, and meeting day
to day deadlines. While developing varying levels of performance for each
dimension, specific examples of behaviour should be used, this could later be
scaled in terms of good, average or below average performance.
Step III: Reclassification of Incidents: Another group of participation who
are knowledgeable about the job instructed to retranslate or reclassify the critical
incidents generated previously. They are given the definition of job dimension and
told to assign each critical incident to the dimension that it best describes.
Step IV: Assigning Scale Values To The Incidents: Each incident is then
rated on a one to nine scale with respect to have well it represents performance on
appropriate dimension. A rating of one represents ineffective performance; the top
scale value indicates very effective performance. The second group of participant’s
usually assigns the scale values. Means and standards deviations are then calculated
for the scale values assigned to each incident. Typically incidents that have standard
deviations of 1.50 or less are retained.
Step V: Producing the Final Instruments: About six or seven incidents
for each performance dimension all having met both the retranslation and standard
deviation criteria will be used as behavioural anchors. The final BARS instrument
consists of a series of vertical scales anchored by the final incidents. Each incident
is positioned on the scale according to it mean value.
Because the above process typically requires considerable employee
participation, its acceptance by both supervisors and their subordinate may be
greater. Proponents of BARS also claim that such a system differentiates among
behavior, performance and results, and consequently is able to provide a basis for
setting developmental goals for the employee. Because it is job specific and
identifies observable and measurable behavior, it is more reliable and valid method
for performance appraisal.
Researchers, after surveying several studies on BARS, concluded that
“despite the initiative appeal of BARS, findings from research have not been
encouraging”. It has not proved to be superior to other methods in overcoming rater
errors or in achieving psychometric soundness. A specific deficiency is that the
behaviors used are actively oriented rather than result oriented. This creates a
39
potential problem for supervisor doing the evaluation, who may be forced to deal
with the employees who are performing the activity but not accomplishing the
desired goals. Further, it is time consuming and extensive to create BARS.
2) Assessment Centre:-
This method of appraising was first applied in German Army in 1930. Later
business and industrial houses started using this method. This is not a technique of
performance appraisal by itself. In fact it is a system or organization, where
assessment of several individuals is done by various experts by using various
techniques.
In this approach individuals from various departments are brought together
to spend two or three days working on individual or group assignment similar to the
ones they would be handling when promoted. Observers rank the performance of
each and every participant in order of merit. Since assessment centers are meant for
evaluating the potential of candidates to be considered for promotion, training or
development, they offer an excellent means for conducting evaluation process in an
objective way. All assesses get an opportunity to show their talents and capabilities
and secure promotion based on merit. Since evaluators know the position
requirements intimately and are trained to perform the evaluation process in an
objective manner, the performance ratings may find favor with majority of the
employees. A considerable amount of research evidence is available to support the
contention that people chosen by this method through better than those chosen by
other methods.
40
Cost of human resources can be taken as standard. Employee performance
can be measured in terms of employee contribution to the organization. Employee
performance can be taken as positive when contribution is more than the cost and
performance can be viewed as negative if cost is more than contribution. Positive
performance can be measured in terms of percentage of excess of employee
contribution over the cost of employee. Similarly, negative performance can be
measured in terms of percentage of deficit in employee contribution over the cost of
employee. This % can be ranked to zero level.
This technique has not developed and still it is in transition stage.
4) Management By Objectives(MOB):-
5) Psychological appraisal:
41
abilities, (e)interpretation and judgment skills, (f)sociability, (g)employees ability to
comprehend the events and ability to foresee the future.
The psychological appraisals results are useful for decision-making about
(1) employee placement (2) career planning and development, and (3) training and
development.
6) 360O FEEDBACK:
SUPERVISORS:
Supervisors include superiors of the employee, other superiors having
knowledge about the work of the employee and department head or manager.
General practice is that immediate superiors appraise the performance which in turn
is reviewed by the departmental head / manager. This is because supervisors are
responsible for managing their subordinates and they have the opportunity to
observe, direct and control the subordinate continuously. Moreover, they are
accountable for the successful performance of their subordinates.
PEERS:
Peer appraisal may be responsible if the work group is stable over a
reasonably long period of time and performs tasks that require interaction.
However, little research has been conducted to determine how peers establish
standards for evaluating others or the overall effect of peer appraisal on the group’s
attitude.
SUBORBINATES:
42
43
44
If 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
means self development, employees who appraise their own performance may
The way in identifying key practices that make for a successful system such
45
system. Preliminary research on the use of multiple raters in a 360o feedback
supervisor. The 360o system uses not only supervisor but also peers, self rating by
consultants and even family and friends. In a sense the system draws on virtually
anyone who has familiarity with the employee in regards to his or her job
performance.
and job relevant. Although these data are encouraging, there is still little empirical
data about 360 degree feedback’s effectiveness, making it a prime candidate for
additional studies.
appraisal ratings, reducing rating errors and/ or improving rating accuracy. Of the
promising.
common performance standard (references) such that each rater understands what
constitutes good and bad performance on each relevant job dimension. It provides
46
CHAPTER-III
47
CARE foundation is a registered non profit society with the mandate of making
quality health care affordable and accessible to all through appropriate use of
technology. The foundation has been established by a group of medical scientists and
affordable and accessible to all. The foundation is a non- profit organization and is
In 1997, when Dr.B.Soma Raju and Dr.D.Prasada Rao led a team of medical
professionals to set up the first CARE Hospital, it signaled the dawn of a new era in
medical care .At the heart of this movement was a burning desire to practice medicine
with compassion, concern and care, with a single minded objective the recovery of the
patient. Today, with Multi-Specialty Hospital across the state, and a reputation for
humanization and selfless service of the highest order, CARE Hospital enjoys an
48
The organization was incorporated with the main objective of running all kinds
administrator, grant diplomas or recognitions as the company may deem fit and to
render professional consultancy and advice to any individual firm, company, Govt etc.
chemical industries.
BOARD OF DIRECTORS
• Mr. D. Suresh
COMPANY SECRETARY:
• Mr. N.Anjaneyulu
49
VISIONARIES
of QCIL
GROWTH
50
The CARE foundation was established with the noble objective of providing
hard ware products, devices and disposables in the field to provide excellent academics
at different levels and to strive to bring down the ever bargaining cost of cardiac health
care under the able leadership of its founder, chairman DR.B.SOMA RAJU. The care
foundation has relentlessly pursued those objectives and can now look back with some
satisfaction on the work done towards this end in the first few years of its experience.
Quality Care India Limited (QCIL) was an inevitable off shoot of the zeal to
achieve the above mentioned objective. And it has the purpose of giving a practical
shape to this pursuit. The care hospital Nampally, Hyderabad is the first of the project
of Quality Care India limited established in July 1997 in leased premises ,the
Hospital needs little to be said in its praise as the direction it has then and its
achievements are now very well known, the immense credibility it has established is
just a reflection of this. DR.B.SOMA RAJU is himself, the chairman of Quality Care
India limited and the CARE hospital and DR.B.PRASAD RAO, the vice chairman, the
governing board of the hospital has Dr .B. Soma Raju, and Mr. D. Suresh as its
directors.
The CARE hospitals stated with 275 beds .It has never shrinked from its
is to the credit of the hospital that nearly 70% of accommodation is allocated under
The hospital has so far been an exclusive cardiac care hospital with few
supporting departments such as internal medicine and Pulmonology; it has on its panel
51
The hospital runs on extremely busy intensive coronary CARE unit attending to
all cardiac emergencies .The unit is staffed with an in house cardiologist around the
nursing staff and others. Laboratory services are available continuously. Emergency
services such as primary angioplasty for a person with developing heart attack are
CARE hospitals felt the need to introduce other specialties that could serve the
population with the same professional competence and commitment as cardiac team
with this in view neurology and other neurology services were being started at CARE
neurologist and acclaimed expert on seizure disorders is heading the neurology unit.
Continuing on the path to achieve the objective the group has established a super
specialty hospital at BANJARA HILLS, HYDERABAD. This has brought under one
roof highly qualified, competent and dedicated professionals who would provide the
care and service to people. CARE foundation started a research and development
institution, cardio vascular devices and disposables to develop cardiac devices and
disposables.
They operate on physician driven model. This means that all the main
providers are physician .The center of the CARE model is the patient and the
affordable cost. Technology training and team work from the every core of the CARE
model which also emphasizes a comprehensive and continuous education and training
52
of every individual involved in the patient care. Every effort will be taken to ensure that
their growth is decided by the patients needs and not one decided by their corporate
requirements.
• The person trying to climb the apex of the pedestal is a patient suffering from
illness or a student seeking knowledge and skills.
53
• To make quality medical care affordable and accessible considering quality,
cost, access.
CORE PRINCIPLE
MISSION
To provide the best and cost-effective care, accessible to every patient through integrated
clinical practice, education and research.
VISION
To evolve as a unique university-based health-centre where the quest for new knowledge
would continuously yield more effective and more compassionate care for all.
To strive for public trust and maintain medicine’s humane and noble place amongst
professions.
MISSION
• The mission is more than just a statement; it’s the cornerstone of all efforts.
And, of course a constant reminder of their movement’s founding values.
54
• To develop a comprehensive healthcare delivery model that suits their
population.
VISION
for new knowledge would continuously yield more effective and more
• To strive for public trust and maintain medicine’s humane and noble place
amongst professions.
appropriate technologies generating clinical skills and removing barriers before patients
OBJECTIVES
55
• Upgrade its education and Research wing on par with the international
standards and consequently develop healthcare solutions for under developed
and developing areas.
• Register a phenomenal growth by adding 5000 beds in the next five years.
• Offer unique platform to various partners and collaborators, both national and
international, to innovate in healthcare delivery systems, coverage systems like
microfinance/ micro insurance, medical education and research.
• To compromise the obsolete and seek excellence through effective and up-to-
• Create a web of PCD clinics, corporate health plans, and associates program to
POLICIES
56
• Sensitivity to pain and suffering shall be accorded highest priority to every
employee.
VALUES
MILESTONES
57
• CARE Hospital, the Heart Institute established at Hyderabad-200 beds July 1997.
• CARE foundation got defense technology spin-off award from Prime Minister-August
1999.
• The Institute of Medical Sciences with Multi-specialty services with 350 beds at
• Padmashri awarded to Dr.B.Soma Raju and DR.D.Prasada Rao, the founders of CARE-
January 2001.
• Bharat Ratna, Dr.APJ Abdul Kalam, inducted onto the board –May 2001.
CULTURE OF CARE
The best interest of their patient is the only interest they consider. They at
CARE, combine an emphasis on the pure science of medicine with a keen appreciation
for each person’s humanity. Their caring staff, advanced medical care, accessibility and
efficiency is what make them different from others –the preferred choice of the
international patient .Every employee devotes the necessary attention to ensure that
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every patient’s visit to CARE is convenient and worthwhile. The culture at CARE
“They are dedicated to the needs of their patients .They serve with a special attitude,
special care so that all patients gain the maximum benefit from their visit to CARE.
“It uses a collaborative approach where each physician can call on the expertise
of medical specialists and sub specialists. This team work helps physicians arrive at an
accurate diagnosis and the most effective course of treatment. Each patient benefits
from the experience and skills of many physicians. CARE continues to offer superior
value with an efficient, streamlined approach to medical care that emphasizes accurate
“It is patient centered organization and focus on one thing the needs of the
“It provides the best care to every patient through integrated clinical practice,
and techniques.”
with the patient’s personal doctor. Upon the patient’s return home, CARE physicians
send all pertinent medical information to the home doctor to assist in continued good
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SURGICAL:
● Cardio-Thoracic
● Dental
● ENT
● General, Gastrointestinal and Laparoscopic
● Gynecology
● Hand Surgery
● Neuro Surgery
● Surgical Oncology
● Ophthalmology
● Orthopedic Surgery & Trauma Services
● Urology
● Vascular Surgery
MEDICAL:
● Anesthesia
● Blood Bank
● Cardiology
● Dermatology
● Endocrinology
● Gastroenterology
● Internal Medicine / Coronary & Critical Care
● Life Style Clinic
● Nephrology
● Neurology
● Oncology
● Physiotherapy
● Psychiatry
DIAGNOSTICS:
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● Cardiology
● Gastroenterology
● Neurology
● Nuclear Medicine
● Radiology (Image logy)
ORGANISATION STRUCTURE
PATIENT
Departmental Manager
Support Manager
Directors
In structure, we see patients, are at high priority, at quality care the main criteria
is putting the patient first above ones own interest.” They are treated as Elite Group of
the organization.
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The next preference is given to doctors and nurses; they are the people who give
emotional support and satisfaction to the patients. The more comfort they give the more
satisfied is the patient, here the nurses play a very important and vital role, they look
after every aspect of the patient starting with their food to their medicines, for this they
The next comes Paramedics and House keeping, the more cleanliness the more
attractive the hospital, so the housekeeping people play a crucial role in attracting the
people to opt the hospital. Pharmacist is the one who delivers the prescribed medicines
given by the physician, the more pro active they are the more willingness to buy the
medicines from within the premises. Next comes the Departmental manager, who looks
after the departments, its functions and the procedures to be followed. He is the person
BOARD
who is responsible for all activities to be carried for attaining the objectives.
CHAIRMAN
CEO
HOSPITAL ADMINISTRATOR
GENERAL MANAGER
ORGANIZATIONAL HIERARCHY
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REGULAR STAFF
DEPUTY GENERAL MANAGER
MANAGER
ASSISTANT MANAGER
SUPERVISOR
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ASSISTANT MANAGER
Ca
ORGANIZATION POLICIES
MANPOWER REQUIREMENT:
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• To take specification for Job requirement in the prescribed format for all jobs
opening in the Organization.
• All the vacancies are displayed in the notice board for employees to apply. The
same is to facilitate equal opportunities for employees of Organization.
• All vacancies arise, either due to resignations or new openings, first option is
given to existing employees in the Organization and they will undergo for
selection based on their job opening.
• The vacancies are identified in each Department and selection is made with the
profile of the person needed for filling the vacancy. The first option is given to
the existing employees.
• Whenever fresher are recruited for job opening, selection process includes,
written test, wherein candidate is required to score 60% marks for further
Interviews and Selections.
• Short listed persons are called for Interviews by the Hospital Administrator for
suitable place and date.
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INDUCTION/ORIENTATION:
PERFORMANCE APPRAISAL:
• The performance Appraisal is carried out once every year for all associates and
TRAINING:
FEED BACK:
After returning from the training the effectiveness of training is verified by the
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PERFORMANCE APPRAISAL SYSTEM IN CARE
HOSPITALS
1. Purpose:
To lay down policy guidelines for implementation of the Performance
Management System.
2. Scope:
This policy will be applicable to all associates of Care except trainees,
apprentices and contract staff.
3. Responsibility:
3.1 All HODs are responsible to ensure that the appraisals are completed on time.
3.2 HR Department will facilitate and monitor the process. The HR Department will
also acquaint the HODs/appraiser/ appraises about the Performance Management
System.
4. Accountability:
The Unit HR in charge under the overall supervision of the HA will be
accountable for the appropriate implementation of the Performance Management
System in the unit while the CHRD will responsible for its implementation at the
Corporate and for associates at the senior and middle levels of management. Queries on
matter of policy will be referred to Corporate HR for clarification.
5. Procedure:
5.1} Performance management is a method used to measure and improve effectiveness
of associates at the work place. It is a system composed of several activities including
goal setting, tracking changes, coaching, motivation and associate development.
5.2} The performance management cycle begins with goal setting. Performance is then
tracked against the associate’s goals and eventually appraised in a formal end of
appraisal period meeting. An informal mid appraisal period review will also be
held.The results of the formal appraisal will feed into the incentive/increment system.
5.3} It has been decided to adapt a Strategy Based Performance Management System.
The schematic representation of the system is at Annexure 1. The model will have the
following four phases :-
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Performance Planning : At the beginning of the appraisal period the appraiser
and appraisee will get together for a performance planning meeting. In this session they
discuss as to what the associate will achieve during the appraisal period. The
objectives, Key Performance Indicators, the competency desired of the appraisee and
the individual developmental plans are recorded on the Performance Planning Form
and kept with the personal file of the associate that is maintained in the HR
Department.
Performance Execution.: Over the course of the appraisal period the associate
works to achieve the goals, objectives and key responsibilities. The appraiser coaches
and provides feedback as well as creates conditions that motivates and resolves
performance problems that arise. A semi-formal periodic review is held to review
performance and set corrections in order to enable the appraisee achieve the laid down
objectives.
Performance Assessment: This is the appraisal system wherein the
supervisor/appraiser has to fill out an Assessment Form. The Appraisal Forms and a
copy of the Performance Planning Forms will be sent by the HR Department to the
appraiser. . The completed appraisal form is reviewed by the supervisors senior (boss)
and submitted to the HR Dept who in turn will scrutinize the same for its correctness.
The performance assessment of the appraiser will be shown to the appraisee and signed
by both. However the remarks/assessment of the Reviewing Officer will not be shown
to the appraisee and will be kept confidential. This is a measure to bring in objectivity,
as also avoid a ‘ one man report ‘ as well as even out the inflationary trend that is
generally seen in appraisals that have to be shown to the appraisee. Appraisal forms of
HOD (Unit) will also be endorsed by the Corporate Head in the staff / departmental
channel of reporting.
Performance Review: The appraiser and the appraisee meet and discuss the
assessment. They will also set a date to hold performance planning discussion for
the next appraisal period, at which point performance appraisal starts anew.
6. Purpose of Performance Appraisal:
A performance appraisal serves the following purpose:-
6.1} Provides feed back to associates about their performance and encourages
enhanced performance
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6.2} Determines who gets incentive and promotion
6.3} Counseling of poor performers
6.4} Determines training and development needs
6.5}Confirming that good hiring decisions are being made
6.6} Facilitates layoff and down sizing decisions.
9.1} The appraisee should have served for at least 90 days under the appraiser. In case
he/she has not served for 90 days then the previous supervisor will be eligible to initiate
the appraisal. In case he/she has served for less than 90 days in Care then he/ she will
9.2} All appraisals will be reviewed and endorsed by the next senior in the line of
9.3} Appraisals of all HODs (at unit) will also be endorsed by the staff functional head
at Corporate.
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9.4} Associates below the grade of Manager (or equivalent designation) will not
9.5} In case the appraiser and appraisee are of the same designation then the next senior
HR for clarification.
staff seeking to come onto the regular roles. In such cases approval of CHRD should be
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Initiatio Completion of Payment of
n Appraisals Increment
Forms
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Reviewing Officer, the appraiser will be authorized the following percentages of
incentive:-
13.1 Performance Rating ‘A ‘- 15%
13.2 Performance Rating ‘B ‘- 12 %
13.3 Performance Rating ‘C ‘- 10 %
13.4 Performance Rating ‘D ‘- 08%
13.5 Performance Rating ‘E ‘- 00%
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Any associate who is under disciplinary proceedings will be debarred from
initiation of appraisals. In such cases the next supervisor in the line of reporting will
initiate.
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CHAPTER IV
74
Tabular representation of collected data:
100
80
60
YES
40
NO
20
0
No. of percentage
Employees
Analysis: The above table reveals that 86.7% of the employees say that they
understand the term of performance appraisals, 13.3% of the employees say that they
do not understand the term of Performance appraisals.
Interpretation: Most of the employees say that they understand the term
performance appraisals.
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Tabular representation of collected data:
100
80
60
YES
40
NO
20
0
No. of percentage
Employees
Analysis: The above table reveals that 93.3% of the employees say that they agree
that CARE HOSPITALS implementing the performance appraisals, 6.7% of the
employees say that not implementing the performance appraisals.
a) Yes b) No
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Tabular representation of collected data:
100
80
60
YES
40
[ NO
20
0
No. of percentage
Employees
Analysis: The above table reveals that 90% of the employees say that they aware the
procedure of performance appraisal and remaining 10% of employees says that they are
not aware the procedure of performance appraisals.
Interpretation: Most of the employees say that they know the procedure of
performance appraisals.
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Tabular representation of collected data
40
30
Highly satisfied
20 Average
10 Satisfied
0 Neutral
NO OF
EMPLOYEES
Analysis: The above table reveals that 10% of the employees say that they are highly
satisfy with the present procedure of Appraisal system,36.7% of employees are
satisfied ,30% of employees are average satisfy, 23.3% of employees are in neutral
position.
Interpretation: Most of the employees saying that they are satisfy with the present
Appraisal system followed by the Organization.
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Tabular representation of collected data:
90
80
70
60
50 Monthly
40
Quarterly
30
Half yearly
20
10 annually
0
No. of percentage
Employees
Analysis: The above table reveals that 83.3% of the employees say that CARE
HOSPITALS performance appraisal system will evaluated at annually and 3.3% of
employees are say that half yearly,6.7% of employees are say that quarterly and
monthly.
Interpretation: Most of the employees agree that the performance appraisal system
will be evaluated once in yearly.
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Tabular representation of collected data:
60
50
40
30 self appraisal
20 confidential
10
0
No. of percentage
Employees
Analysis: The above table reveals that 53.3% of the employees say that they feel that
self appraisal system will be more comfortable and advisable, 46.7% of employees says
that confidential report system will be more comfortable and advisable.
Interpretation: Most of the employees agree that Self appraisal system will be more
comfortable and advisable.
80
Tabular representation of collected data:
20
15
Yes
10
No
5
0
No. of Employees percentage
Analysis: The above table reveals that 40% of the employees say that they receive the
appraisal report after it is evaluated, 60% of employees says that they don’t receive
their appraisal report after evaluation yet to be done till now.
Interpretation: Most of the employees saying that they don’t receive their appraisal
report after it is evaluated.
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Tabular representation of collected data:
20
15
10 HOD
5 HOD, HA & MD
0
No. of percentage
Employees
Analysis: The above table reveals that 18% of the employees say that they Appraised
by HOD & HA,12% of employees say that they appraised by HOD,HA & MD.
Interpretation: Most of the employees saying that they are appraised by their Head
of the department and Hospital Administration.
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Tabular representation of collected data:
20
15
Yes
10 No
0
No. of Employees percentage
Analysis: The above table reveals that 80% of the employees say that they think that
present appraisal system need a change, 20% of employees say that no need of change
yet to be done till now.
Interpretation: Most of the employees thinking that present appraisal system need
to be change.
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Tabular representation of collected data:
14
12 Identity training
10 needs
8 Promotions /
6 Demotions
4 Recognize
2 employee efforts
0 All the above
NO OF
EMPLOYEES
Analysis: The above table reveals that 02% of the employees say that performance
appraisal used for giving the promotions/demotions and identity training needs, 12% of
employees saying that appraisal is used for the recognize employee efforts and
remaining 14% of employees are saying that it is used for all the above.
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Tabular representation of collected data
Analysis: The above table reveals that 93.3% of the employees are agree that their is
a need of interactive session during performance appraisal between the HOD and
employee, 0.7% of employees are saying that there is no need of interactive.
Interpretation: Most of the employees are saying that it is compulsory need the
interactive session during performance appraisal between the HOD and employees.
12) Are you sure that you get some sort of benefits by offering
Appraisals?
a) Yes b) No
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Tabular representation of collected data:
30
25
20
Yes
15
No
10
5
0
No. of Employees percentage
Analysis: The above table reveals that 86.7% of the employees are saying that they
get some benefits after appraisal, 13.3% of employees are saying that they don’t get
benefits after appraisals.
Interpretation: Most of the employees are agree that they are getting some sort of
benefits after appraised.
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Tabular representation of collected data
20
15
Training
10 Counseling
5 Motivation
All the above
0
No. of percentage
Employees
Analysis: The above table reveals that 10% of the employees are saying that training
is improves the employee performance, 13.3% of employees are saying that counseling
is used for improves the employees performance, 20% of employees are saying that
motivation is used for the improves employees performance and remaining 56.7% of
employees are saying that all the above methods are used for the improves the
performance of the employees.
Interpretation: Most of the employees are agree that for improving the
performance of the employees all the methods should be used i.e, training, counseling
and motivation.
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Tabular representation of collected data:
15
Excellent
10
Very good
5 Good
Average
0
No. of percentage
Employees
Analysis: The above table reveals that 10% of the employees says that over all
appraisal system is excellent, 13.3% of employees saying that it is very good, 53.3% of
employees feel that it is good, 23.3% of employees feel that is was average.1
Interpretation: Most of the employees are feel that over all performance appraisal
system is good.
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CHAPTER –V
1. FINDINGS
2. CONCLUSION
3. SUGGESTIONS
4. ANNEXURE
5. BIBILIOGRAPHY
1.FINDINGS
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• Most of the employees know about performance appraisal and few of them not
aware of the performance appraisal.
• All the employees agree that CARE HOSPITALS implementing the
performance appraisals.
• Most of the employees say that they know the procedure of performance
appraisals and few of them don’t know.
• In the CARE HOSPITALS implementing the Modern method.
• Most of the employees satisfied with the present appraisal system followed by
the CARE HOSPITALS and few of them not satisfied.
• In this Organization performance appraisal evaluated once in yearly.
• Most of the employees agree that Self appraisal system will be more
comfortable and advisable.
• Performance feed back is not being implemented in the organization, presently
only few employees are receiving performance feedback.
• The head of the department will appraise the performance of the employees.
• Most of the employees thinking that present appraisal system need to be change.
• Most of the employees thinking that Self Appraisal system is required.
• Most of the employees are saying that performance appraisal is used for
identity training needs, promotions/demotions, recognize employees efforts.
• Most of the employees are feel that 360 degrees appraisal system would be
more effective than the present system.
• Most of the employees are agree that they are getting some sort of benefits after
appraised.
• Most of the employees are saying that there is a need of an expert person in the
H.R. department.
• Most of the employees are feel that over all performance appraisal system is
good.
• Performance appraisal not been done for some categories of employees of the
organization.
2.CONCLUSION
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• Performance appraisal refers to the assessment of an employee’s actual
performance, behavior on their jobs, and his or her potential for future
performance.
• Appraisals has several objectives but the main purposes are training needs, to
assess training needs, to effect promotions, and to give pay increases.
• Employees have to understand about his or her roles and become clear about his
functions, he or she understands his or her own strengths and weaknesses.
• Performance appraisal should cover at all levels of the employee’s but it covers
only few levels. Not only few employees are aware of performance appraisal all
the employees should be aware. Appraisal needs support of all levels of
employees.
• The management has to make performance appraisal understand and clear about
questionnaire to every employee.
• The quality of work in the organization since the quality of work depends on the
3. SUGGESTIONS
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• The awareness can be created among all the employees by conducting classes
and interactive sessions about the Performance Appraisal.
• The organization should cover all categories of employees for appraisal system.
• Hence different forms should be designed for different categories of employees
of the Organization.
• By this the employees will know about their lacking and try to improve and
their superior should counsel the employee about the Performance.
• Organization should give feedback to all levels of employees.
• Organization should focus on performance feed back and it should be
communicated for all the employees of CARE Hospitals.
• Organization should give scope for interaction between superior and
subordinate.
• Organization should appoint an expert in appraisal to make appraisal authentic
and fool proof.
• Performance appraisal should be done for the lower level employees also, so
that they can work sincerely.
• Periodical appraisal helps the company to compare employee’s performance
and to take apt decisions for further improvement.
• Annual performance appraisals evaluate the role of the employee in the
organizational development and also monitoring the standard, expectations,
objectives, efficiency in handling task and responsibilities in a period of time.
• Each employee should evaluate by his supervisor and to discuss each other to
set objectives for upcoming evaluation.
• This discussion should cover the review of overall progress, problems
encountered, performance improvement possibilities, long term career goals,
specific action plan about job description and responsibilities, employee
development interest and needs, to concentrate specific areas of development, to
review performance objectives and performance standard, ongoing feed back
and periodic discussions.
4. ANNEXURE
92
P.SAI SWAPNA,
MBA IV SEM,
VSM COLLEGE,
RAMACHANDRAPURAM,
As part of my project work for the fulfillment of the partial requirement of the
spare few minutes of your valuable time to respond to the questions given in the
questionnaire.
APPRAISAL”.
I assure this is strictly confidential and purely an academic exercise and shall
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PERSONAL DETAILS:
EMPLOYEE NAME:
DESIGNATION:
DEPT.:
EXPERIENCE:
1) Do you understand the term Performance Appraisal?
a) Yes b) No
4) Are you satisfied with present Appraisal system being followed in CARE
Hospitals?
a) Highly satisfied b) Satisfied
c) Average satisfy d) Neutral
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11) Is there is a need of interactive sessions during Performance Appraisal between
HOD’s and employees?
a) Yes b) No
12) Are you sure that you get some sort of benefits by offering Appraisals?
a) Yes b) No
14) How do you feel overall Performance Appraisal system followed by your
organization?
a) Excellent b) very good
c) Good d) average
5.BIBLIOGRAPHY
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5.BIBILIOGRAPHY
“PERFORMANCE MANAGEMENT”
“PREM CHADHA”
Websites:
www.carehospitals.com
www.google.com
{www.changingminds.org
www.performance-appraisal.com}
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