Disertation on

Performance Management System in an Organization

carried out at TAJ GROUP OF HOTELS, JAIPUR, under the guidance of Mr. HATANU, professor

Submitted for evaluation under Internship Dissertation (Course Code MT 603) to The Faculty of Management Studies Mody Institute of Technology & Science
(Deemed University u/s 3 of the UGC Act, 1956) Lakshmangarh (Raj. by . Enrollment No. MBA II year Autumn Semester

1.

Authentication certificate

To Whom It May Concern This is to certify that the Internship Dissertation (MT 603), titled _________________________ is a bonafide work carried out by me at ___________________________________________ . The matter embodied in the dissertation report has not been submitted earlier for award of any degree or diploma to the best of my knowledge and belief.

Signature of the Intern Name of the Intern Date

2.

Training organisations certificate

To Whom It May Concern This is to certify that the Internship Dissertation (MT 603), titled _______________________ done by Ms __________________________ is a bonafide woark carried out by her at _____________________________ under my guidance. The matter embodies in this dissertation has not been submitted earlier for award of any degree or diploma to the best of my knowledge and belief. Signature of the Intern Name of the Intern Date Signature of the Guide Designation

3. Faculty guides certificate To Whom It May Concern This is to certify that the Internship Dissertation (MT 603), titled _______________________ submitted by Ms __________________________ is a bonafide woark carried out by her at _____________________________ under my guidance. The matter embodies in this dissertation has not been submitted earlier for award of any degree or diploma to the best of my knowledge and belief. I recommend its submission for evaluation. Signature of the Intern Name of the Intern Date Signature of the Faculty Guide

ACKNOWLEDGEMENT

I express my sincerest gratitude and thanks to , under whose brilliant and untiring guidance I could complete the project being undertaken on the Performance Management System in an Organization in TAJ GROUP OF HOTELS, JAIPUR. His/Her meticulous attention and invaluable suggestions have helped me in simplifying the problem involved in the work. I would also like to thank the overwhelming support of all the people who gave me an opportunity to learn and gain knowledge about the various aspects of the industry.

I would also like to thank .,my college guide and for their constant enthusiastic encouragement and valuable suggestions without which this project would not been successfully completed.

PREFACE

The summer training of a management student plays an important role to develop him/her as a well groomed management professional. It is a golden opportunity for him/her to give theoretical concepts a practical shape in the field of application. It gives an idea of dynamic and versatile professional world as well as exposure to the intimacies and complexities of corporate world.

I have completed my 8-weeks summer training in TAJ GROUP OF HOTELS, JAIPUR.

It was a great opportunity for me to do my summer training in such a reputed group. My project was focused on performance appraisal. It was an eye-opening experience to see the influence of performance appraisal on productivity of employees and also on attrition. In a nut shell, it can be said that performance appraisal if done unbiased and on regular basis, it can help employer to retain the employees and also checks attrition

EXECUTIVE SUMMARY

This project report presented contains details of my summer training assignment. This is a part of my curriculum of M.B.A. program. The training was conducted in Jai Mahal Palace at Jaipur. The project assigned for the period of 3 months was in Jai Mahal Palace at Jaipur. The aim of this project was evulitina and managing the performance of the employees, all relevant factors- financial and non-financial that drive profitability and stimulating motivation of all employees.

Bright highlight of the methodology used for the survey project1. Filling the questionnaire by personnel manager. 2. Research plan. 3. Finding analysis and interpretation. 4. Final report construction.

The understanding of the project included going through the manuals, doing an in depth study and analysis of the : KRAs (Key Result Area), ESS (Employee Satisfaction Survey), IDPs (Individual Development Plan) of each individual and a comparative study of the performance management system used at Jai Mahal Palace (Taj Group of Hotels).

List of Exibits

S. no 1 2 3 4 5 6 7 8 9 10

Topic Industry Scenario Organization Profile Research Methodology Performance Management System Finding analysis and interpretation SWOT analysis Conclusion Recommendation and suggestion Questionnaire Bibliography

Page no.

INTRODUCTION

Industry Scenario

Over the last decade and half the mad rush to India for business opportunities has intensified and elevated room rates and occupancy levels in India. Even budget hotels are charging USD 250 per day. The successful growth story of 'Hotel Industry in India' seconds only to China in Asia Pacific. 'Hotels in India' have supply of 110,000 rooms. According to the tourism ministry, 4.4 million tourists visited India last year and at current trend, demand will soar to 10 million in 2010 - to accommodate 350 million domestic travelers. 'Hotels in India' has a shortage of 150,000 rooms fueling hotel room rates across India. With tremendous pull of opportunity, India is a destination for hotel chains looking for growth. The World Travel and Tourism Council, India, data says, India ranks 18th in business travel and will be among the top 5 in this decade. Sources estimate, demand is going to exceed supply by at least 100% over the next 2 years. Five-star hotels in metro cities allot same room, more than once a day to different guests, receiving almost 24-hour rates from both guests against 6-8 hours usage. With demand-supply disparity, 'Hotel India' room rates are most likely to rise 25% annually and occupancy to rise by 80%, over the next two years. 'Hotel Industry in India' is eroding its competitiveness as a cost effective destination. However, the rating on the 'Indian Hotels' is bullish. 'India Hotel Industry' is adding about 60,000 quality rooms, currently in different stages of planning and development and should be ready by 2012. MNC Hotel Industry giants are flocking India and forging Joint Ventures to earn their share of pie in the race. Government has approved 300 hotel projects, nearly half of which are in the luxury range. Sources said, the manpower requirements of the hotel industry will increase from 7 million in 2002 to 15 million by 2010. With the USD 23 billion software services sector pushing the Indian economy skywards, more and more IT professionals are flocking to Indian metro cities. 'Hotel Industry in India' is set to grow at 15% a year. This figure will skyrocket in 2010, when Delhi hosts the Commonwealth Games. Already, more than 50 international budget hotel chains are moving into India to stake their turf. Therefore, with opportunities galore the future 'Scenario of Indian Hotel Industry' looks rosy.

Organisation profile TAJ GROUP OF COMPANIES

The Indian Hotels Company Limited (IHCL) and its subsidiaries are collectively known as Taj Hotels Resorts and Palaces and is recognised as one of Asia's largest and finest hotel company. Incorporated by the founder of the Tata Group, Mr. Jamsetji N. Tata, the company opened its first property, The Taj Mahal Palace Hotel, Bombay in 1903. The Taj, a symbol of Indian hospitality, completed its centenary year in 2003. Taj Hotels Resort and Palaces comprises more than 60 hotels in 45 locations across India with an additional 15 international hotels in the Malaysia, United Kingdom, United States of America, Bhutan, Sri Lanka, Africa, the Middle East and Australia. Spanning the length and breadth of the country, gracing important industrial towns and cities, beaches, hill stations, historical and pilgrim centres and wildlife destinations, each Taj hotel offers the luxury of service, the apogee of Indian hospitality, vantage locations, modern amenities and business facilities. IHCL operate in the luxury, premium, mid-market and value segments of the market through the following: Taj (luxury full-service hotels, resorts and palaces) is our flagship brand for the worlds most discerning travelers seeking authentic experiences given that luxury is a way of life to which they are accustomed. Spanning worldrenowned landmarks, modern business hotels, idyllic beach resorts, authentic Rajput palaces and rustic safari lodges, each Taj hotel reinterprets the tradition of hospitality in a refreshingly modern way to create unique experiences and lifelong memories. Taj also encompasses a unique set of iconic properties rooted in history and tradition that deliver truly unforgettable experiences. A collection of outstanding properties with strong heritage as hotels or palaces which offer something more than great physical product and exceptional service. This group is defined by the emotional and unique equity of its iconic properties that are authentic, non- replicable with great potential to create memories and stories. Taj Exotica is our resort and spa brand found in the most exotic and relaxing locales of the world. The properties are defined by the privacy and intimacy they provide. The hotels are clearly differentiated by their product philosophy and service design. They are centered around high end accommodation, intimacy and an environment that allows its guest unrivalled comfort and privacy. They are defined by a sensibility of intimate design and by their varied and eclectic culinary experiences, impeccable service and authentic Indian Spa sanctuaries. Taj Safaris are wildlife lodges that allow travelers to experience the unparalleled beauty of the Indian jungle amidst luxurious surroundings. They offer Indias first and only wildlife luxury lodge circuit. Taj Safaris provide guests with the ultimate, interpretive, wild life experience based on a proven sustainable ecotourism model.

Upper Upscale Hotels (full-service hotels and resorts) provide a new generation of travelers a contemporary and creative hospitality experience that matches their work-hard play-hard lifestyles. Stylish interiors, innovative cuisine, hip bars, and a focus on technology set these properties apart. The Gateway Hotel (upscale/mid-market full service hotels and resorts) is a pan-India network of hotels and resorts that offers business and leisure travelers a hotel designed, keeping the modern nomad in mind. At the Gateway Hotel, we believe in keeping things simple. This is why, our hotels are divided into 7 simple zones- Stay, Hangout, Meet, Work, Workout, Unwind and Explore. As travel often means more hassle than harmony, more stress than satisfaction, modern travelers are looking for smarter choices. Driven by our passion for perfection, we welcome our customers to a refreshingly enjoyable and hassle-free experience, anytime, everywhere. Offering the highest consistency in quality, service and style we set new standards and take the unwanted surprises out of traveling. Our warm welcomes make our guests feel at home, away from home and our crisp and courteous service empowers them to get more done with greater effectiveness and control. And through our unrivalled network we provide service that is effortless, simple, never overwhelming, always warm. Ginger (economy hotels) is IHCLs revolutionary concept in hospitality for the value segment. Intelligently designed facilities, consistency and affordability are hallmarks of this brand targeted at travelers who value simplicity and self-service. Taj Hotels Resorts and Palaces is committed to replicate its domestic success onto international shores with plans to build an international network of luxury hotels, which will provide an exemplary product-service combination and in the process create a global brand. The current international portfolio includes luxury resorts in the Indian Ocean, business and resort destinations in the Middle East and Africa, serviced apartments in the UK, the first hotel in Australia and three a top-end luxury hotels in the US. Throughout the Companys expansion, its mandate has been twofold: to infuse a sense of Indian heritage and culture within each diverse property, while also anticipating the needs and desires of the sophisticated traveller. Over the years, the Taj has won international acclaim for its quality hotels and its excellence in business facilities, services, cuisine and interiors. The Taj strengthened its presence in the Indian Ocean rim with the Exotica Brand. The Taj Exotica was evolved as part of Taj Hotels Resorts and Palaces intent to position it as a brand that is clearly differentiated by its product philosophy and service design. The Taj Exotica Resort and Spa, in Maldives is centered on high-end accommodation, intimacy and an environment that allows its guests unrivalled comfort and privacy. Taj Hotels further expanded its global footprint by securing management contracts at Palm Island, Jumeirah in Dubai, Saraya Islands in Ras Al Khaimah, Aldar Group in Abu Dhabi, UAE Langkawi in Malaysia and Thimpu in Bhutan. The most significant additions to the portfolio have been The Pierre, the iconic landmark hotel on New York's Fifth Avenue, Taj Boston and Blue, Sydney. The presence of Taj Hotels Resorts and Palaces internationally has been developed through a network of Taj regional sales and PR offices in the United Kingdom, France, Germany, Italy, Dubai, Singapore, Australia, Japan,

Russia and the United States of America. At the Taj Hotels Resorts and Palaces luxurious living and fine dining find common ground. Whether it is introducing exotic world cuisines to India or taking authentic Indian fare to the world, the Taj Hotels Resorts and Palaces is renowned for the eclectic culinary experiences it brings to its guests. Through a vast repertoire of award-winning restaurants, legendary recipes from royal kitchens and celebrated food festivals, the Taj has pioneered innovation in fine dining across the world. Taj Hotels also promise a whole new experience of tranquillity and total wellness, through Jiva Spas a unique concept, which brings together the wisdom and heritage of the Asian and Indian Philosophy of Wellness and Well-being. Rooted in ancient Indian healing knowledge, Jiva Spas derive inspiration and spirit from the holistic concept of living. There is a rich basket of fresh and unique experiences under the Jiva Spa umbrella of offering, Yoga and Meditation, mastered and disseminated by accomplished practitioners, authentic Ayurveda, and unique Taj signature treatments. Royal traditions of wellness in service experiences, holistic treatments involving body therapies, enlivening and meaningful rituals and ceremonies and unique natural products blended by hand, come together to offer a truly calming experience. IHCL operates Taj Air, a luxury private jet operation with state-of-the-art Falcon 2000 aircrafts designed by Dassault Aviation, France; and Taj Yachts, two 3-bedroom luxury yachts which can be used by guests in Mumbai and Kochi, in Kerala. IHCL also operates Taj Sats Air Catering Ltd., the largest airline catering service in South Asia, as a joint venture with Singapore Airport Terminal Services, a subsidiary of Singapore Airlines. Additionally, it operates the Indian Institute of Hotel Management, Aurangabad since 1993. The institute offers a three-year diploma, designed with the help of international faculty and has affiliations with several American and European programmes. CORPORATE SUSTAINABILITY AND SOCIAL RESPONSBILITY As a part of Tatas; Indias premier business house; we; at Taj Hotels, have always believed in society and environment being integral stakeholders in our business along with our shareholders, customers, vendors and others. Over the last decade, the movement towards ecologically sound tourism has gained urgency and importance across the globe and we recognize that responsible practices in vogue are as diverse as the geographies. We promote corporate citizenship through our strategic public-private partnerships which encourage building livelihoods of less-advantaged youth and women. The causes we promote include reducing malnutrition, promoting indigenous artisans and craftsmen and enhancing employability of identified target groups by sharing our core competencies as a leading hospitality company. We encourage training and development of differently abled youth. We at Taj have the unique scope and opportunity to develop raw potential into a skilled workforce that is immediately employable by various players in the industry. A majority of our community projects are focused around extending our key strengths in food production, kitchen management, housekeeping, customer service and spas to promote economic empowerment of candidates from vulnerable socio-economic backgrounds. We are

fully committed to the cause of building a sustainable environment by reducing the impact of our daily operations on the environment and improving operational efficiencies, resource conservation, reuse and recycling of key resources. A glimpse of indicative projects undertaken by Taj group Our sixth Corporate Sustainability Report was submitted to the United Nations Global Compact society in August, 2009. The United Nations Global Compact is a strategic policy initiative for businesses that are committed to aligning their operations and strategies with ten universally accepted principles in the areas of human rights, labor, safety & security, environment and anti-corruption. This Corporate Sustainability report also serves as our GRI (Global Reporting Initiative) as well as Triple Bottom Line report. The report focuses on identified priorities at IHCL and responds to key stakeholder needs. We plan to continue and further strengthen our commitment to the environment and societies in which we operate. We believe in continuous learning and sharing and would be delighted to have your thoughts and suggestions. EARTH In an endeavour to reinstate its vision and efforts to boost sustainable tourism, Taj Hotels Resorts and Palaces presented EARTH (Environment Awareness & Renewal at Taj Hotels) this year. Implementing schemes such as the Gangroti Glacier Clean-Up Expedition, as well as designated Earth rooms, which minimise environmental impact, Taj is one of Asias largest group of hotels to commit to energy conservation and environmental management. EARTH has received certification from Green Globe, the only worldwide environmental certification program for travel and tourism. The Taj began a century ago with a single landmark The Taj Mahal Palace Hotel, Mumbai. Today, the various Taj hotels, in all their variety and historical richness, are recognised internationally as the symbols of true Indian hospitality. The Companys history is integral to Indias emergence into the global business and leisure travel community; and looking to the future, Taj Hotels Resorts and Palaces is well positioned to meet the increase in travel activity with the rapid expansion of the Indian economy.

Introduction and Overview The Company was incorporated in 1902 and it opened its first hotel, The Taj Mahal Palace & Tower, Mumbai, in 1903. The Company then undertook major expansion of The Taj Mahal Palace & Tower, Mumbai by constructing an adjacent tower block and increasing the number of rooms from 225 to 565 rooms. With the completion of its initial public offering in the early 1970s, the Company began a long term programme of geographic expansion and development of new tourist destinations in India which led to its emergence as a leading hotel chain in India. From the 1970s to the present day, the Taj Group has played an important role in launching several of India's key tourist destinations, working in close association with the Indian Government. The Taj Group has a philosophy of service excellence which entails providing consistently high levels of personalized service and innovative means of improving service quality. The Taj Group has been active in converting former royal palaces in India into world class luxury hotels such as the Taj Lake Palace in Udaipur, the Rambagh Palace in Jaipur and Umaid Bhawan Palace in Jodhpur. In 1974, the Taj Group opened India's first international five star deluxe beach resort, the Fort Aguada Beach Resort in Goa. The Taj Group also began its business in metropolitan hotels in the 1970s, opening the five-star deluxe hotel Taj Coromandel in Chennai in 1974, acquiring an equity interest and operating contract for the Taj President, a business hotel in Mumbai, in 1977, and opening the Taj Mahal Hotel in Delhi in 1978. In 1980, the Taj Group took its first step internationally by opening its first hotel outside India, the Taj Sheba Hotel in Sana'a, Yemen and in the late 1980s, acquired interests in the Crown Plaza, London, St. James Court, London and 51 Buckingham Gate Luxury Suites and Apartments in London. In 1984, the Taj Group acquired under a license agreement each of The Taj West End, Bangalore, Taj Connemara, Chennai and Savoy Hotel, Ooty, with which the Taj Group made its foray into Bangalore. With the opening of the five star deluxe hotel Taj Bengal in Kolkata in 1989; the Taj Group became the only hotel chain with a presence in the five major metropolitan cities of Mumbai, Delhi, Kolkatta, Bangalore and Chennai. Concurrently with the expansion of its luxury hotel chain in the major metropolitan cities, the Taj Group also expanded its business hotels division in the major metropolitan and large secondary cities in India. During the 1990s, the Taj Group continued to expand its geographic and market coverage in India. It developed specialized operations (such as wildlife lodges) and consolidated its position in established markets through the upgrading of existing properties and development of new properties. Taj Kerala Hotels & Resorts Limited was set up in the early 1990s along with the Kerala Tourism Development Corporation. In 1998 the Taj Group opened the Taj Exotica Bentota which strengthened the Taj Group's market position in Sri Lanka. In 2000, the launch of the 56 acre Taj Exotica, Goa and the Taj Hari Mahal in Jodhpur were completed. In 2000, the Taj Group entered into a partnership with the GVK Reddy Group to set up Taj GVK Hotels and Resorts Limited and thereby obtained a prominent position in the market in the southern business city of Hyderabad, holding three hotels and a major share of the market. In 2001, the Taj Group took on the management contract of Taj Palace Hotel, Dubai, and has established itself as an up-market hotel in the Middle East region. The Taj Exotica Resort & Spa, Maldives launched the Taj Group into the premium luxury hotel market and since its opening in July 2002, has won several international awards. The Taj Group also obtained licenses to manage and operate two leisure hotels; the Rawal-Kot, Jaisalmer and Usha Kiran Palace, Gwalior in October 2002. In September 2002, the Taj Group acquired an equity interest in the former Regent Hotel in Bandra which gave the

Taj Group access to the midtown and North Mumbai market. The hotel has since been renamed as the Taj Lands End, Mumbai. In 2003, the Company celebrated the centenary of the opening of its Flagship hotel, the Taj Mahal Palace & Tower, Mumbai. In 2004 the Taj Group opened Wellington Mews, its first luxury serviced apartment in Mumbai. In the same year, the Taj Group also launched the first of its "value-for-money" hotels in Bangalore branded 'Ginger', which division has 11 hotels in various locations in India and is owned through its wholly owned subsidiary. In 2005 the Company acquired on lease The Pierre, a renowned hotel in New York City, to enter the luxury end of the developed hotel markets internationally. The Company entered into a management contract for Taj Exotica in Palm Island Jumeirah in Dubai to expand its existing presence in the United Arab Emirates. The Company enhanced its position as an operator of converted palaces by entering into a management contract for Umaid Bhawan Palace, Jodhpur in the princely state of Rajasthan in India. The Company, through a subsidiary, acquired the erstwhile W hotel in Sydney, Australia in February 2006 and renamed it as Blue, Woolloomooloo Bay. To expand its presence in the US market, the Company acquired in early 2007 Ritz Carlton in Boston and Taj Campton Place in San Francisco. Hotels operated by the Taj Group internationally are located in US, Australia, Dubai, Maldives, Malaysia, Sri Lanka, the United Kingdom, Yemen and Zambia. Scheme of Amalgamation ("Scheme") On October 12, 2006, the Board of Directors of the Company approved the Scheme, under Sections 391 to 394 of the Companies Act for the for the amalgamation of Indian Resorts Hotel Limited, Gateway Hotels and Getaway Resorts Limited, Kuteeram Resorts Private Limited, Asia Pacific Hotels Limited, Taj Lands End Limited (Transferor Companies) with the Company. The Scheme was approved by the respective High Courts. Rationale for the Scheme of Amalgamation The Transferor Companies and the Company were engaged in the leisure and business hotels as part of the Taj group of hotels. A consolidation of the Transferor Companies and the Company was therefore expected to lead to greater synergy in operations, a more efficient utilisation of capital and create a stronger base for future growth of business in general and the Company in particular. The amalgamation was expected to result in administrative rationalization, organizational efficiencies, and optimal utilization of various resources. Milestones achieved by the Company since incorporation are listed below: Year 1903 Event The Company opens its first hotel, the "Taj Mahal Palace" in Mumbai, India. The Company opens its first five star deluxe beach resort, the "Fort Aguada Beach Resort" in Goa. 1974 The Company begins business in metropolitan hotels by opening the five star deluxe hotel, the "Taj Coramandel" in Chennai. The Company opens its first hotel outside India, the "Taj Sheba Hotel" in Sana'a, Yemen. The Company entered into a licence agreement to operate the "Taj West End" in Bangalore, "Taj

1980 1984

Connamera" in Chennai and the "Savoy" in Ooty. 1989 1990 1998 2000 The Company opens a five star deluxe hotel in Calcutta, the "Taj Bengal." The Company establishes the Taj Kerala Hotels and Resorts Limited with the Kerala Tourism Development Corporation. The Company opens the "Taj Exotica" in Bentota, Sri Lanka. The Company establishes Taj GVK Hotels and Resorts Limited with the GVK group to operate three hotels in Hyderabad. The Company is awarded the management contract for the "Taj Palace", Dubai. 2001 The Company launches the "Taj Exotica Spa and Resort" in Maldives. The Company obtains licences to manage and operate two leisure hotels: the "Rawal-Kot" in Jaisalmer and the "Usha Kiran Palace", Gwalior. 2002 The Company acquires an equity interest in "Regent Hotel" in Bandra, Mumbai which is later renamed as the "Taj Land End." 2003 2004 The Company opens its first economy hotel under the brand "Ginger" in Bangalore. The Company obtains a management contract to operate "The Pierre" in New York, USA. 2005 The Company entered into a management contract to operate the "Taj Exotica" in Palm Island, Jumeirah, Dubai. The Company obtained the operating agreement for the "Umaid Bhavan Palace" in Jodhpur. The Company acquires the "W" hotel in Sydney, Australia which is later renamed as the "Blue Sydney". 2006 The Company commences operation of its first wildlife lodge at Mahua Kothi, Bandhavgarh. The Company acquires the "Ritz-Carlton" in Boston, USA which is later renamed as the "Taj Boston." 2007 The Company commences operation of its second wildlife lodge at Baghvan, Pench. 2008 Taj's flagship property in the United Kingdom, 51 Buckingham Gate, Taj Suites and Residences South Indian restaurant, Quilon has received the ultimate culinary accolade - a Michelin star. Taj Hotels Partner with Saraya Islands to Operate Taj Exotica Hotel in Ras Al Khaimah, United Arab Emirates. Taj Hotels and the Tashi Group join hands to create the new benchmark for premium hotels in Bhutan Taj Tashi Bhutan. ALDAR Hotels and Hospitality and Taj Hotels enter into an exclusive agreement involving a number of hotel projects. The first hotel to be developed by ALDAR Hotels and Hospitality under the agreement is a five-star, 500 room luxury resort hotel which will be in a spectacular waterfront location on ALDAR's The Company relaunches its flag ship property as the "Taj Mahal Palace and Tower." The Company launches its first luxury serviced apartments, "Wellington Mews" in Mumbai.

mega entertainment destination, YAS Island. The Taj Safaris circuit will be complete in Madhya Pradesh with the addition of two more luxury lodges in Panna, Pashan Garh and Kanha, Banjaar Tola. The Taj Mahal Hotel, New Delhi unveils Delhis first contemporary Japanese restaurant WASABI by Morimoto. Taj Hotels Resorts and Palaces won 2 prestigious awards at The 2008 World Travel Awards: 1) Rajput Suite at The Taj Mahal Palace & Tower, India won Indias Leading Suite. 2) Taj Lake Palace, Udaipur awarded Indias Leading Castle & Palace. Taj Boston celebrates the 120th season of summer polo matches at the Myopia Polo Club in Hamilton, MA sponsoring the 2nd annual Taj Boston Cup. Taj International Hong Kong Ltd, signed a management contract with Cuiting Hotspring Hotel Management Company Ltd. Taj will operate the latters Temple of Heaven Park property in Beijing and the Hainan Hotel project. Taj Safaris unveiled two new luxury lodges: Pashan Garh and Banjaar Tola which will be the third and fourth lodges added to the Taj Safari circuit. Taj Hotels Resorts and Palaces Introduces Telepresence Services in Collaboration with Tata Communications. Graze, the Modern European dining restaurant at Taj Residency, the only restaurant in Bangalore to be honoured the coveted Wine Spectator Award of Excellence 2008 from America's leading wine appreciation magazine Wine Spectator. The Taj Mahal Hotel launches VARQ. Taj Hotels Resorts and Palaces have won the Cond Nast Traveller UK in 10th Readers' Travel Awards. Taj's luxury properties have been recognised within the following categories: Overseas Business Hotel, the World's Top 100 and Overseas Leisure Hotel in Asia and the Indian Subcontinent. Taj Hotels Resorts and Palaces unveiled a premium business hotel Taj Residency Trivandrum. Enters into a Management contract with Dodla Intenational Limited. Taj Hotels Resorts and Palaces, launched a new brand The Gateway Hotel. Taj Hotels Resorts and Places has ranked No. 1 in the Best Hotel Chain in India category at the Business Traveller Awards 2008. The spas at the Usha Kiran Palace, Gwalior and the Rambagh Palace, Jaipur have been included among The 101 Best Spas in The World - Tatler Spa Guide 2008. Taj Boston is the First United States Hotel and 51 Buckingham Gate, Taj Suites and Residences is the First UK Hotel introducing Cisco TelePresence Rooms for Public Use Taj Hotels Resorts and Palaces in collaboration with Tata Communications and Cisco. Taj Boston in cooperation with Susan Cole of Boston Assemblies launches Social Style for Children. These etiquette programs for children provide easy access to the social skills essential in daily life.

The Taj Mahal Palace & Tower, Mumbai was under siegh during the 26/11 Mumbai Terror attacks. The Taj Boston was named the best hotel in Boston and for the second year in a row ranked #22 among the world's top 100 hotels in the latest survey of hotels worldwide by Institutional Investor magazine. The Taj Hotels Resorts & Palaces 'No room for the Ordinary' advertising campaign for the print media bagged the 2008 PATA Gold Award in the Marketing Hospitality category and also won a second award the 2008 Gold Magellan Award. The Gateway Hotel Athwa Lines Surat has added a new block of rooms to take up its inventory to 208 making it the largest hotel in Gujarat. It also launches three brand new restaurants - "Flow" the all day dining restaurant, "Spice" an Indian specialty restaurant and "T3" a Tea lounge and Deli. Taj launches The Jiva Spa Boat at Taj Lake Palace, Udaipur. On December 21st, The Taj Mahal Palace & Tower reopens the rooms in the The Taj Mahal Tower. Taj Hotels Resorts & Palaces announced the opening of their 'Upper Upscale' brand in Bangalore. The hotel bears a new name and identity: Vivanta by Taj - Whitefield, Bangalore. With the announcement of its forthcoming reopening, The Taj Mahal Palace & Tower provides further details on the reopening of the Tower Wing. 268 rooms will be available, which include 9 Suites and 26 Taj Club Rooms. Exclusive services to commemorate the special occasion of the hotel's reopening have been introduced with the opening of the Tower Wing. The Taj Group set up a public service welfare Trust fund named - Taj Public Service Welfare Trust (TPS Welfare Trust), In response to the unprecedented attack on Mumbai between November 26 to 29, 2008, where many people from the security forces, the Police, Fire service, hotel employees, guests of the Taj and general public were killed or wounded. Taj Hotels Resorts and Palaces unveiled a new world-class premium hotel in Chennai Taj Mount Road. 2009 Taj Lake Palace, Udaipur voted as the winner of the Editor's Choice Award 2008 for Gallivanter's Guide. Taj Boston awarded 2009 Mobil Four-Star honors in recognition of its gracious and efficient service and luxurious accommodations and public spaces. Taj Hotels Resorts and Palaces introduces Kefi - the Mediterranean restaurant at Taj Mount Road. Taj Safaris open doors of its new luxury lodge, Banjaar Tola at Kanha National Park from February 18, 2009. The Pierre, re-opens on June 1 following a meticulous $100 million renovation to create new guestroom and bath interiors and to reconfigure first floor public areas to accommodate a new restaurant, Le Caprice at The Pierre, as well as 2 East, a new lobby lounge, and a graciously welcoming reception area. Taj Hotels Resorts and Palaces announce their new premium hotel, "Vivanta by Taj - Panaji, Goa", slotted in the "upper upscale" segment.

Indian Hotels Company Limited announced that it is going to acquire a controlling stake in ELEL, the company which holds a long term sub-lease for the land on which the Sea Rock Hotel is located in Bandra, Mumbai, for Rs. 680 crores. The Taj Residency Ummed in Ahmedabad migrated to The Gateway Hotels portfolio, making this its third property in Gujarat and the 31st Gateway hotel in India. Taj launches Vivanta by Taj in Maldives. Karambir Singh Kang, General Manager, The Taj Mahal Palace & Tower, Mumbai has been awarded the prestigious Virtuoso Hotelier of the Year Award, 2009 at the Virtuoso "Best of the Best" Hotel Awards held in Las Vegas recently during the Virtuoso's 21st Annual Travel Mart Conference. Taj Lands End introduces 125 new rooms comprising 107 Taj Club rooms and 18 Suites, increasing the inventory to 493 rooms. The Gateway Hotels has signed a management contract to set up a 125 room hotel on a 16-acre prime location in Shirdi. Rambagh Palace, Jaipur has been voted the Best Hotel in the World by Cond Nast Traveller in the Readers Travel Awards for 2009 across travel and industry categories, in the World Top 100. It also tops the list of 'Overseas Leisure Hotels for Asia and the Indian sub-continent'. Scoring an overall 95.62, Rambagh Palace has the 'best ambience/dcor' (98.12) and 'location' (96.5) of all hotels in the category. Taj Exotica Resort & Spa Maldives has been ranked 18th best Overseas Leisure Hotel in Middle East, Africa & the Indian Ocean Islands in the Cond Nast Readers' Awards 2009. Taj Coromandel relaunches Golden Dragon - The signature Specialty Schezwan restaurant in the city. The Taj Palace launches Blue Ginger thus introducing Vietnamese cuisine to the Delhi. Taj Palace introduces 'The Blue Bar'. Taj Exotica Resort & Spa Maldives has challenged to protect the natural tropical flora and fauna and surrounding blue waters of Emboodhu Finolhu island. On 26th of November 2009, The Taj Mahal Palace & Tower, Mumbai saw the coming together of employees and families of staff members, for a remembrance meeting that paid respects to those who lost their lives last year. There were multi faith prayers held for peace and harmony. The standalone hotel, previously known as the Ummeid Jodhpur, was migrated to the brand The Gateway Hotel Jodhpur. This is the third Gateway property in Rajasthan after Jaisalmer and Jaipur and the 33rd property in the country overall. The Taj celebrates the opening of Taj Khazana at Taj Lands End, its first signature boutique store in Mumbai. The Taj Mahal Palace & Tower, Mumbai announced the reopening of the iconic restaurant Golden Dragon on the 25th of November 2009.

The legendary Wasabi and the historical Harbour Bar at The Taj Mahal Palace & Tower, Mumbai reopened their doors on Dec 3, 2009. The Indian Hotels Company Ltd announces its foray into Srinagar, in Jammu and Kashmir. A management contract for a hotel under the upper upscale brand Vivanta by Taj was signed on, December, 10, 2009 at Srinagar with SAIFCO Hill Crest Hotels Pvt. Ltd, part of a well-known business house in the state. Taj Hotels Resorts & Palaces has been recognised for its excellence and service for its properties - Taj Exotica Resort & Spa Maldives and Taj West End Bangalore at the Leading Hotels of the World Annual Convention held in Venice, Italy in November 2009. The Umaid Bhawan Palace, Jodhpur has been voted the Hotel Of The Year by the Gallivanter's Guide Editors Choice Awards. Taj Hotels Resorts and Palaces, one of Asia's largest and finest group of hotels, and VICTORIAJUNGFRAU COLLECTION, an exclusive hotel group comprising four of Switzerland's leading luxury hotels have entered into a strategic joint marketing alliance to develop cross-promotional opportunities for both companies to harness each other's strengths in their respective markets. Taj Hotels Resorts and Palaces announced the opening of Taj Cape Town. This new luxury hotel in the historic city of Cape Town is a joint venture between Indian Hotels Company Ltd and city centre developers Euro cape, with the investment in the project topping R500 million. Taj Hari Mahal, Jodhpur won the award in 'Hotel Providing Best Facilities for Differently Abled guest' category. Chef Ananda Solomon, Executive Chef, Taj President Mumbai and Corporate Chef Taj Group of Hotels along with Chef V.K. Chandrassekaran, Executive Chef Taj West End, Bangalore has been awarded as 'Best Chef in India' in the National Tourism Awards 2008-2009 by The Ministry of Tourism, Government of India. The Indian Hotels Company Ltd announced a new hotel in North-East India, with the unveiling the foundation stone for Vivanta by Taj - Guwahati, Assam. The Taj Mahal Palace & Tower, Mumbai announced the reopening of the elegant and legendary Ballroom, in the iconic Heritage Wing of the property on the March 30th , 2010. Indian Hotels Company Limited has been recognised for its employment engagement at the workplace and is one of the 25 organisations to win the 'Gallup Great Workplace 2010' awards announced by The Gallup Organization. The Indian Hotel Company Limitied was chosen by the Credit Suisse Research Institute as one of the 27 'Great Brands of Tomorrow'. The Gateway Hotel Beach Road Calicut has been voted India's Best Five Star Hotel in the National Tourism Awards 2008-2009 by The Ministry of Tourism, Government of India.

2010

JAI MAHAL PALACE

The Jai Mahal Palace is Taj Group of five star hotels. It is a unit of IHCL, Mumbai. The Jai Mahal Palace unlike other magnificient and other ancient edifice is steeped in history. A history enacted by its founder-and the subsequent people who live here, strolled three-lined pathways, and entered through its omate portals people whose larger than life stature have given the places its character. The ground on which the Jai Mahal Palace stands have always been referred to as Natani ka Bagh or the garden of Natani. Sawai Ishwari Singhs (1743-50) Millitary commander and Prime Minister, Hargovind Natani, developed it around 1745. Natani was a prominent military figure but is also known to be something of traitor. Unlike Rajput warriors he did not belong to the Kshatriyas caste but came from lower trading castes. In 1747 Natani led the Jaipur armies to victory at Rajmahal in Tonk, against Madho Singhs combined forces of Udaipur, Kota, Bundi and Marathas of Holker states. He was honoured for the victory with a tower called Ishwar Lal built by Maharaja Sawai Ishwari Singh in 1749 that overlooked Natanis house in Chhoti Chopar. Ishwar Lat. (c-1751) is the highest tower dominating the skyline on the western side of the Tripolia Bazaar. It is an octagonal minaret of seven storeys topped by a canopy and has balconies on alternate fullers. Locally it is called Sawargusuli or a dart piercing the heavens. After accomplishing other such successful military campaigns Natani was awarded the position of Dewn of Jaipur. However, after three years he betrayed Ishwari Singh to Madho Singh that resulted in formers suicide. After Natanis death, his property was reverted to the state, as according to the state laws he had committed an act of disgrace. Thus Natani ka Bagh became a princely property since then. In the 1860s it was allotted as the Residency Surgeon House. In 1881 during one of the occupant Dr. Thomas Holbein Hendleys tenancy, a meteorological observatory was built beside the garden. It was later joined with gardens of palace of which only a dilapidated tower remains. When Sawai Man Singh II (1922-47) took over Jaipur state, Natani ka Bagh became the official residence of Prime Minister of Jaipur and continued to be so till 1948. Sometime during his reign Man Singh II changed the name of garden to Jai Mahal in honour of his great ancestor, Sawai Jai SinghII. Jai Mahal Palace remained unoccupied from 1948 till 1955, when it was converted into one of the Indias earliest palace hotels.

The jaipur jeweler Laxmi Kumar Kasliwal and Man Singh decided that the only available accommodation Khasa Kothi wasnt enough for the potential tourists of Jaipur and thus retaining all the original staff of the Maharaja, architect Durga Lal Nandiwal and Maharaja Man Singh together made new architectural changes to transform the palace into hotel. Alterations were done between 1952 and 1955 and finally in December 1955. It opened its doors and welcomed guests as a luxury hotel. In 1984 the palace was turned over to the Taj Hotel Group and renovations on the palace started in 1985 and finished in 1986. 40 rooms were completed and within six months another 60 were added. It is probably the most authentic palace adaptation taken up by the Taj group. Facilities & Services

Rooms & Suites At Jai Mahal Palace, guests can step into a world that stirs the senses. 100 rooms including 6 suites. Colonial style furniture, miniature paintings, gold-hued silks, sheet curtains and stylish bathrooms offer contemporary comfort with a regal touch. all the rooms have a tea/coffee maker, mini bar, safe, colour TV, direct dial telephone with satellite programs and hair dryer. Wi-Fi connectivity is available 10 Deluxe Rooms 67 Luxury Rooms 17 Luxury rooms with private sit-out 6 Luxury suites Deluxe Rooms: The Deluxe Rooms are tastefully decorated in traditional Rajasthani dcor with marble flooring and reflect ancient Rajput culture and heritage. Original paintings by contemporary Indian artists or prints of classical and mythological themes by famous Indian artists enhance the ambience.

Luxury Rooms : The Luxury Rooms, designed in turquoise and red, evoke the rich colours of Rajasthan. The rooms seamlessly blend contemporary and traditional style and offer modern facilities such as cordless phone and LCDTV. The stylish bathrooms have state of the art fittings, a separate shower cubical and a separate bath tub. These rooms offer a spectrum of moods in their design elements. Luxury Rooms: with private sit-out The new Luxury Rooms with private sit-out, located on the ground floor, offer the same dcor and amenities as the Luxury Rooms with the additional advantage of a private sit-out with tranquil views of the beautifully landscaped lawns or the pool. Luxury Suites: The Luxury Suites have a bedroom and sitting area. Each of the six theme suites offers a glimpse of traditional Rajput culture and heritage. They are the Junior, Topaz, Crystal, Jaipur, Peacock and Gangaur suites.

DINING Food and Wine From casual, all-day eateries to formal, fine dining, guests can look forward to a wide selection of delectable dishes and refreshing drinks. At Taj, we offer a distinctive dining experience, one that explores the nuances of the finest Indian and international cuisines, serving traditional and contemporary favourites. Royal Valentine Offer Gazebo Dinner Exclusive Gazebo would be created for the couple on the lawns with fairy lights and mashaals around. Light background music, palace facade, lavish table settings with a romantic charm set with flowers and candles will welcome the guest. A 5-course degustation menu will be served. We will give a bouquet for the lady upon arrival, chocolates & a small gift for the couple (a photo frame with their picture taken on site) to take home.

 Cinnamon:

A pan-Indian restaurant that is a seamless blend of the traditional and contemporary. Attire: Casual

Giardino: Charming open-air Italian restaurant located near the poolside. Attire: Smart Casual

Marble Arch: All-day dining restaurant serves traditional and contemporary dishes along with seasonal local fare. Attire: Casual

Marigold Bar: Offers a fine selection of wines and beverages. Attire: Casual

Pool Lounge: Offers light snacks and refreshments. Attire: Casual

The Terrace:

An open-air lounge set amidst the Moghul Gardens. Attire: Casual

THE TAJ GROUP OF HOTELS

MISSION STATEMENT

The Taj Group of Hotels Must always be the leader In the hospitality and food Service industry in India.

With our traditional commitment To serve , we will strive endlessly To ensure total guest satisfaction And customer loyalty.

We will lead and empower A motivated workforce to achieve The highest levels of performance In meeting the needs of our customers, Shareholders and community.

We will perpetuate our Established goodwill Through continued commitment To integrity, humaneness and concern for social causes

and the environment.

BODY OF DISSERTION

RESEARCH METHODOLOGY

MEANING OF RESEARCH:

Research is an academic activity and as such the term should in a technical sense is an original contribution to the existing stock of knowledge making for its advancement. It is the pursuit of truth with the help of study, observation, comparison, and experiment. It comprises defining and redefining problems, suggesting solution, collecting, organizing, and evaluating data, making deductions and reaching conclusions. Research methodology is a way to systematically solve the problem.

RESEARCH DESIGN:

A research design is the arrangement of conditions for the collection and analysis of the data in a manner that aims to combine the relevance to the research purpose with economy in procedure. In fact the research design is the conceptual structure within which research is conducted; it constitutes the blue print for the collection measurement and analysis of data.

TITLE OF THE STUDY Performance Management System at HOTEL JAI MAHAL PALACE , JAIPUR DURATION OF THE STUDY3 months OBJECTIVE OF STUDY For employees : Gauge how well he /she has performed during the year. Understand what he /she had to do in order to progress the employer in the present job . Make development plans for future career progression.

For organization : Identify employee capabilities that help the organization in its overall HRP. Identify high performance capable of addressing future business needs .

Generate performance data that would aid in various HR initiatives such as compensation reward and recognition career progression .

DATA COLLECTION:

Both primary and secondary data have their own importance. In my project work, I have focused on both the primary data and the secondary data. Primary data for my project has been collected with the help of questionnaire . All the employees that constituted the sample were approached individually. Primary data are those, which are collected afresh and for the first time and thus happened to be the original in character.

QUESTIONNAIRE : A 27 QUESTON SURVEY HAS BEEN ADOPTED . Questionnaire has been farmed in such a manner that all details about the topic could be revealed through checklist . The type of question used : Close ended Strongly agree / disagree

DISCUSSIONS: it covered the following : Perception regarding performance of the employee by manager. Obtaining necessary information from employee to employee. Ideas and suggestions for increasing the level of organization .

Secondary data are those which have already been collected by someone else and which have already been passed through the statistical procedure. Published , Unpublished, From annual reports or websites of the company.

SAMPLING:

A sample size of 70 - 80 employees was taken for filling up the questionnaire.

1. Sample Design: Taking into account the objective of the study the nature of research shall be

Descriptive Method A literatures on the proposed study available from libraries / websites shall be examined to get acquainted with the topic of study. Broadly two types of literature viz the conceptual literature concerning the concepts & theories of performance appraisal & the empirical literature consisting of studies made earlier, if any, which are similar to one proposed shall be read.

2. Development of Sample Design:- Any person who is an employee of Taj Hotel considered & termed as Sample for the purpose of the study. People from the following departments are covered for the purpose of the study:1. HR 2. Finance 3. Marketing

shall be

Project Report Introduction Performance Management System

PERFORMANCE MANAGEMENT SYSTEM

The purpose of performance management system is to set guidelines that aid in tracking and encouraging high performance work practices that help employee create value for the organization .It is developmental tool to help employee deliver and manage outstanding performance .Every organization needs a well defined and well established system of business measurement ,comprehensible at all levels of the organization .However, to ensure effective management,every organization must plan and develop its business and integrate all its elements into one system performance management system (PMS) that realization of the organizations strategy, where its business is being managed through the planned objective of individual employee or work units as well as ensuring their required competence . Performance management is essentially about planning, measuring , monitoring and enhancing the performance of employee, as a contributor to the overall organizational performance. Effective performance management is always important, but in the current economic scenario ,it assumes greater importance . In present scenario workforce reduction , budget cuts and small or no pay increases , enhanced productivity is perhaps the only key to growth. In a nutshell , the goal of PMS is to help boost employee performance and ultimately , the productivity of the organization.

The purpose of PMS is to build the competencies and commitment of individuals teams , and the entire organization as a whole to attain competitive advantage . Performance Management Systems typically viewed as a contract between the organization and an employee , explicitely specifying what is required of individual . it may be noted that a good fit between an organizations PMS and its culture and management style is a strong indicator of the systems effectiveness . Performance management system refers to the set of organizational , managerial, team, and individual metrics used to attain the aims and objectives of performancemanagement .

OBJECTIVE OF PERFORMANCE MANGEMENT SYSTEM To promote high performance work culture in the organization . To encourage team work , a sense of belonging , and ownership. To develop employees by systematically identifying training and developmental needs . To foster a positive relationship between managers and employees through a two way communication process . To bring out hidden potential and capabilities of employees . Initiating , developing ad implementing a follow up action for developing performance of employees . To recognize , reward and compensate employees for achievement of performance objectives successfully in a more objective , transparent and equitable way.

The performance appraisal is shared with the appraisee and reviewed by the superior of the appraising officer. This will ensure fair assessment.

Systems will be created for:

Empowerment and delegation of power. Formal training Job rotation,which will be the primary vehicle for development.

An appraisal system attempts to ensure some continuity of purpose by checking the validity of individual goals in terms of organizational goals.

Performance is the employees manifest behaviour at work and net outcome of human performance is productivity. Strengthening this relationship between behaviour and outcome requires purposeful and ongoing interventions. Performance management is a process of strenghthening the relationship between work behaviour and outcome , in the light of the employees. Management of human performance in the organizational context is not a one time annual process , but an ongoing cyclical process , which needs to be continuously reinforced and monitored . if the organizational performance levels have to reach levels capable of fulfilling its expectations and goals on a continual basis , it is necessary that aculture of performance is created .culture building is thus an exercise , which has to be very carefully planned and implemented . these cultural parameters lay the foundation for people to contribute their best, without losing sight of the larger picture. They will focus on the companys growth and the individuals growth , evolving in the process , new norms of career planning for its people that involves a partnership between the organization and the individual . performance management as an ongoing process , must continuously offer challenges to its people and consider the interests of the employees through planning , reviewing , rewarding and managing change.

The Benefits Of performance management :

It is an important part of the system of developing human resources and developing a culture of interdependence and collaboration in an organization . Provides inputs for better management of salary and reward system. Creates openness in communication that is essential for the total effectiveness of this system. Employees irrespective of their age , position, experience ,nature of the job etc. can continuously grow and develop behaviourally , professionally and technically. Development of people as well as the interests of the organization.

Performance appraisal, appraisal feedback and review , counseling , training ,job enrichment , job rotation , potential appraisal , potential training are some useful ways to promote employee development and effectiveness . Every manager has a responsibility of creating conditions for development of his/her subordinates, as every employee has the responsibility to grow and develop himself.

An appraisal system can promote effectiveness , job satisfaction and better manpower utilization . It can also promote organizational inefficiency , personal insecurity , distrust and conflict ; which way it goes depends on how it is done . doing it well means, at a personal level , the interviews being conducted professionally and at an organizational level, by the purposes of the systems integrity of the system.

The performance management system , consists of the following : 1. Annual Work Plan : Part A 2. Performance review :Part B 3. Performance Summary : Part C ANNUAL WORK PLAN Each employee develops his/her key result area (KRAs), then the immediate superior sits with him/her to concur on performance objectives. Depending on the importance of the objective, certain weightage will be assigned and the performance standard will be decided. The total weightage of the objectives will be 100. The performance standard is any measurement or wording that enables an employee and the immediate superior to know when an objective is achieved. The performance level will be set by each employee along with his/her superior for each objective. The performance plan will detail how each objective will be achieved. How we achieve is as important as what we achieve. Thus the annual work plan will cover: 1 What needs to be accomplished during the year? 2 How will each objective be measured? 3 How will each objective be achieved? 4 And when? A good guideline for identifying objectives is by using the acronym SMART

Specific : cover what, when, how of a situation. Measurable : can be quantified and measured without any bias. Attainable : challenging enough to provide a healthy stretching of abilities and efforts. Realistic : covers areas such as practicality, available resources, control over variables and authority. Time Bound : completed in a given time.

Once the annual work plan is complete, the employee and his/her immediate superior signs it. In case the employee has a functional head also, the functional head will also sign it. There would be an agreement about the objectives among all concerned. After this is done the reviewing officer i.e. the person who appraises the employees superior will also sign it. IMPORTANT: Once the performance objectives are agreed upon, they are sacroscant. Only in exceptional cases where the assumptions have totally changed, can the objectives be revised. This revision can only be approved/ratified by the MD or Dy. MD. It is also important that the performance should be bare minimum in all parameters. If the minimum requirement is not achieved penalty points will be leveled.

PERFORMANCE REVIEW The first review has to be completed in the first week of October. This is non negotiable implying that it must be completed latest by 7th October every year. Against each objective the employee will assess himself/herself given the performance standards already agreed upon. Self assessment provides data to the immediate superior for the performance appraisal discussions and improvement action plans. More importantly it is the starting point for identifying the training and development needs. The second review has to be completed after the financial year has ended i.e. April, using the same process as the first review.

PERFORMANCE SUMMARY This is filled by the employees superior in Part C of the form which is self explanatory. The appraiser will fill in the rating (E) and multiply it by the weightage (B) and divide the total by 100 to get the score of each objective. By adding up the score of each objective, you get the total score. These are then filled on the next page to get the overall rating of the employees performance. After it is signed by the appraiser and the functional manager, it is seen by the reviewing officer and the performance is discussed with the employee is made out.

The performance management system Effective performance management relies on systems and people working together to make sure the right things happen. The hard systems, processes and data, are inseparable from the soft aspects such as culture, leadership and learning; one does not work without the other. A system does not stand apart from day-to-day management. Effective performance management arrangements can help to integrate planning, review, financial management and improvement systems to enable policy makers and managers to make informed decisions and improve services. This section covers a number of aspects of the performance management system as a whole:

The performance management cycle

The Performance, Management, Measurement and Information approach performance management is based on the plan-do-review-revise cycle:

Plan:Understanding current performance, prioritising what needs to be done, identifying actions that need to be taken and planning for improvement. Do: Ensuring that the proper systems and processes are in place to support improvement, take action and manage risk and helping people achieve better performance. Review: Understanding the impact of your actions, reviewing performance, speaking to users and stakeholders about their experience of performance and getting a better picture of changing circumstances.

Revise: Using the lessons learned from review to change your plans or what you do so that future action is more efficient, effective and appropriate.

The stages will look and feel different depending on where you are in an organisation and the timescale you are looking at. Major strategic reviews and revision may happen only every few years, although the cycle may occur every month at a more detailed level. On an informal level, managers may set tasks, observe performance and give helpful feedback from day to day. The different levels in this cycle need to be integrated across various organisational levels and with partners. This is sometimes described as the golden thread. Good and improving authorities usually describe their framework in a way that gives a clear picture of how different elements for example, community planning, corporate policy, service and financial planning fit together in the form of a long- or medium-term cycle. Vision and priorities Councils are complex organisations delivering a range of services, often with partners, to local communities that have equally complex and diverse needs and wishes. Successful councils work with users and citizens to identify an overarching vision of their purpose, how they will lead the communities they serve and what they wish to achieve immediately, in the medium term and in the more distant future. Inevitably, there will be a range of desired outcomes and limited amounts of time and resource with which to achieve them. Councils need to make decisions about which outcomes are most important, or urgent, and how to allocate scarce resources to best achieve them. Making these choices is probably the most important and difficult part of the political decision making process. Part of what makes this so hard is the need to balance many different considerations. For example:

short-term achievement and a long-term duty towards local wellbeing meeting the will of the majority and protecting minority interests national policy and local desires and needs genuine differences of opinion, internally and externally

As part of prioritisation councils may also need to take account of things that are important for achieving strategic aims, for example:

laying the foundations for improvement such as focusing on councillor-officer relationships or getting the finances right dealing with particular areas of weakness such as failing services addressing wider aims such as equalities, social cohesion or sustainable development

Vision and priorities must be based on what can realistically be achieved, given council resources, and on what can be progressed by joining forces with partners. Resources should bend to priority areas, though they may not always map directly. This may mean deciding to spend more on some activities and less on others or even to stop spending on something altogether. Priorities will exist on different levels. At the very highest level there will be strategic aims, focusing on what you want to achieve, that is, your council and community's vision and ambition. Prioritising these will reflect the medium- to long-term ambitions and are likely to be reviewed every few years.

Beneath these are operational objectives that focus on what you need to do to achieve strategic aims. Prioritising these will identify key areas of activity and areas where additional effort or resource will be directed to deliver improvement. Operational priorities will influence the decisions that managers make on a yearly, monthly and even daily basis. Decisions about aims and priorities affect what people do day-to-day, so everyone needs to be clear about what they are. Aims and priorities should be communicated through word and deed. Leaders and managers and council publications should all clearly state priorities. To reinforce this clarity, it can be helpful to explicitly identify low priorities and non-priorities. These might be areas that are less important to the community or where performance is already at an acceptable level. Low or non-priority areas can still be the focus for some work particularly where there is scope for making efficiency savings in order to release resources for investment elsewhere. There may also be activities that the council no longer needs to undertake. In councils that prioritise well:

evidence from stakeholders and the public has been used to establish aims and priorities councillors are involved in setting strategic aims and in ranking them, especially where there are big tradeoffs aims and priorities, and their relative importance, are clear and underpin the vision and community strategy resources are linked to aims and priorities aims and priorities have been communicated internally and externally aims and priorities are cascaded down to individual actions and there are systems to support monitoring of this activity clear milestones and measures underpin the councils vision partners' priorities and plans reflect council priorities and vice versa priorities are reviewed at appropriate intervals to reflect changing demands and current progress

Planning for success: corporate and service plans A corporate or community plan sets out high level visions, priorities and outcomes but the engine for achievement is often in directorate or service level plans, project plans and targets set either within services or corporately. Performance planning brings priorities together and cascades them through to departments, services and individuals. In many, the consequent detailed planning is done at service level. Many of the best councils take a coordinated approach to service planning, with corporate teams providing support or guidance to service managers through templates, training or acting as critical friends. Service or business plans are a cornerstone of effective performance management. An effective plan provides a solid foundation for achievement and forms a vital part of the golden thread, so each person understands how they contribute to achieving the councils improvement objectives. The service planning process is the opportunity to make rational and coordinated decisions about levels and types of provision and how and where to use resources: finance, people, skills and assets. It is also a key process for assessing risks to achievement and how to manage those risks. Allocation of funding should be based on a clear set of priorities, so service plans need to integrate with budgeting and financial planning. Requirements to identify both cashable (reduced spending) and non-cashable (improved performance for the same spending) savings are part of the national efficiency agenda. The service planning process is the right place to identify areas where performance can be reduced, must be improved or where

efficiencies can be achieved for the same level of service. Targets can help to set out what needs to be achieved and when. Targeting improvement Used appropriately targets can help to emphasise, communicate and achieve stated priorities. Used indiscriminately, they can lead to unanticipated, even negative, results. They are not guarantees of positive change. Targets specify time-bound levels for improvement and are usually based around a particular performance indicator. Standards define minimum performance expectations. Objectives outline performance expectations that may be less strictly defined. Often these concepts are combined but it is important to remember that targets are a tool for improving performance against a particular measure over a given period of time. Not all activities or measures are appropriate for targets.

The performance measurement framework Authorities that manage performance well focus on capturing and using information about actual performance at all levels of the organisation. Reliable information means they can start to make decisions about what needs improving. A picture of performance Outcomes can only rarely be measured in terms of a single performance indicator (PI), so we often need to identify a group that collectively provides a picture. For a few indicators, this is often called a basket of PIs but a local authority needs an entire performance measurement framework to be able to monitor a range of functions. HM Treasury, the National Audit Office, the Audit Commission, Cabinet Office and Office for National Statistics developed a framework that sets out the properties of a good system the FABRIC of performance measurement.

Focused on the organisations aims and objectives Appropriate to, and useful for, the stakeholders likely to use it Balanced, giving a picture of what the organisation is doing, covering all areas of significant work Robust, in order to withstand organisational change or individuals leaving Integrated into the organisation, as part of the business planning and management processes Cost-effective, balancing the benefits of the information against the costs

Many local authorities use a well known performance management framework, such as the European Foundation for Quality Management framework or the Balanced Scorecard, to help them order and arrange performance measures into a coherent picture. Such frameworks can help but should be adapted to local needs. There is specific PMMI guidance on some of the better-known frameworks in the Review of Performance Improvement Models and Tools. People need different information at different levels of the organisation. Senior managers and councillors need a strategic overview of organisational performance while managers require information that helps them to manage their directorate, service or team. Individuals also need to know how they are performing. There will be a hierarchy of measures reflecting the structure of the organisation and each of these must be owned by an individual a named person must be accountable for the collection of the information and the performance itself.

Performance reviews All local authorities are under the best value duty to review services and performance, although there is a great deal of flexibility about how this is carried out. You should consider carrying out a service review if:

regular performance or financial reporting indicates there is a problem with service level or cost, particularly in priority areas information from customers, satisfaction levels, complaints or other citizen challenges indicate there is a service provision issue there is a major shift of policy covering the service area to ensure provision meets new policy objectives it is unclear whether a service is still needed there seems to be a good case for a new service or service configuration there is a clear opportunity to work with other organisations to deliver common services

Service or cross-cutting reviews should not be overly bureaucratic and should focus on what you want to achieve. Anyone can carry them out but it is important to introduce elements of independent challenge and staff and users should be involved. In many authorities, scrutiny panels oversee reviews, particularly in relation to how services are meeting policy objectives.

Taking action for improvement Top performing local authorities combine performance and improvement in a single agenda, often establishing a senior management group with responsibility for both. These groups, sometimes including executive portfolio holders, take responsibility for:

regularly monitoring and acting on key performance indicators that reflect corporate priorities setting standards for performance and expectations of when action needs to be taken identifying tolerances for performance asking challenging questions about performance ensuring that there are robust action plans to address under-performance, redirecting resources where necessary following up planned actions, ensuring they have led to improvement sending out a clear signal that performance and improvement are being taken seriously at the highest level

Setting up a separate group can help show how important performance management is in your council. When it is well embedded, a specific group is not always necessary, but council performance needs to be on management team and executive agendas, with plenty of time to discuss issues and decide actions.

LEADERSHIP DEVELOPMENT

1. TALENT INVENTORY The talent inventory process assess the current performance and future capabilities of the companys human resources as a whole . both the employee and his/her superior participate in the talent inventory process . The employee information form (E.I.F.) is self explanatory . items A,B,C & D will be completed by corporate HR department . The employee will verify for correctness and updation . Item E will be completed by the employee , signed and given to HR manager of his/her unit.

Employees superior will complete 3 forms :

1. The Performance Summary Form which is the same as part C of the performance appraisal

form . This rates the performance for the year of review.

2. Leadership Development Form captures the leadership dimensions and along with

performance gives a guide line for the career development and training /development needs of the employee. 3. Leadership Development Plan Form identifies immediate development needs and focuses on specific actions that need to be taken to develop the potential of the employee. While preparing the development action plan, the superior will choose upto 3 important development needs in the context of the employees current job as well as the future plannable role(s) and recommend needbased development actions.

LEADERSHIP DIMENSIONS

1. Dynamic Leadership Dynamic leaders have the ability to see what is really important and transmit a sense of mission to others . it is not an exclusive ability that world class leaders have, but can be found in people throughout business organizations and is one of the elements that separates an ordinary manager from a true leader . individuals who are dynamic leaders serve as symbols of success and accomplishment to others. They make others enthusiastic about their work , command respect and have a sense of purpose . a dynamic leader instill pride, faith and respect among subordinates.

2. Individual Consideration Managers who practice individualized consideration , treat each subordinate as individual and serve as coaches and teachers through delegation and learning opportunities. They avoid treating subordinates alike. They discover what motivates each person individually and act on this discovery. These leades have a developmental orientatation towards subordinates . They also show appreciation and give special attention to newcomers and those who appear neglected.

3. Intellectual Orientation Leaders possess technical expertise and intellectual power . tey promote thought and insight prior to actions rather then immediate , emotionally stimulated reactions . such managers barouse an awreness in subordinates about problems and of different methods of solving them.

4. Courage Leaders stand up for unpopular ideas and do not avoid confrontation by giving in to pressure. They are willing to give negative feedback to subordinates and superiors . The leader has confidence in his/her own capability and does the bright thing for the company or subordinates in spite of personal hardshipor sacrifice.

FEEDBACK Critical feedback should be given assertively: In the assertive model, body language as always should be relaxed/alert rather than the tense/fight or flight spectrum and in an assertive rather than aggressive or passive tone and choice of words is more effective. Positive feedback should also be given assertively: Here also body language needs to be relaxed. The voice quality should be given without envy or a sense of being patronizing. A study of praise and blame in appraisal interviews found that praise was usually vague and had little effect. The hotel has 182 employees in total and, the provisions/facilities available to them are as follows: LEAVE Casual : 7 days Sick : nil Privilege : 26 days Paid Holiday : 7 days STAFF FOOD Subsidized meal on duty is provided. Breakfast : Non-Veg at Rs. 1.50 Veg at Rs. 0.50 Lunch/dinner : Non-Veg at Rs. 2.00 Veg at Rs. 1.50 LEAVE TRAVEL ALLOWANCE Grade I-V : Rs 1800 per annum VI : Rs 4000 per annum

VII : Rs 4800 per annum

MEDICAL All employees earning a gross salary of Rs. 6500 and below are covered under the Emloyees State Insurance Act Employees not covered under the ESI are provided medical benefits Grade

VI-VII : Rs. 5000 for self and family Rs. 2000 in case of hospitalization for self and family. BONUS 20% of salary(Basic, DA & VDA) as per provisions of The Bonus Act of 1965. WELFARE # A Childrens education Assistance Scheme is available for the children of the employees, studying from KG to XII. # Loan facility of Rs. 10000 for all employees who have completed five years of service. # Salary advance for all confirmed employees. # Staff annual day : Staff with families are invited for cultural show and dinner. # Jai Mahal Palace Annual Marathon and Annual sports Meet are held annually in May.

FUNCTIONS OF PERFORMANCE MANAGEMENT SYSTEM

1 Improving decision making and prioritizing performance concerns. 2 Strategy formulation and clarification to all employees and managers. 3 Enhancing strategic dialogue with employees. 4 Assessing managing, and improving performance, on all employees and managers. 5 Stimulating motivation of all employees.

DATA ANALYSIS AND INTERPRETATION

[Link] you think Performance appraisal system is needed in the organization? Strongly Disagree 5% Disagree 7% Neutral 8% Agree 10% Strongly Agree 70%

Interpretation Majority of the employees strongly believe that there is a need of PMS for smooth running of an organization.

2. Are you satisfied with the existing performance appraisal system?

Strongly Disagree 5%

Disagree 5%

Neutral 2%

Agree 8%

Strongly Agree 80%

Interpretation By the graphical representation it can be easily stated that the employees are more than satisfied with the PMS running in the organization.

3. Does the performance appraisal help to win cooperation and team work? Strongly Disagree 2% Disagree 4% Neutral 10% Agree 24% Strongly Agree 60%

Interpretation Pie chart clearly indicates that nearly 60% of the employees feel departments are more cooperative after the introduction of PMS.

4. Is the performance appraisal helpful in reducing grievance among the employees?

Strongly Disagree 1%

Disagree 4%

Neutral 15%

Agree 20%

Strongly Agree 60%

Interpretation Amidst very less disapproval, almost everybody agreed that grievances have reduced because of well impleted and functional PMS.

5. Is the performance appraisal helpful for improving personnel skill? Strongly Disagree 1% Disagree 4% Neutral 0% Agree 15% Strongly Agree 80%

Interpretation Graph shows that unanimously everybody got benefitted from the PMS. Personal skills of the employees have sharpened and they are much more motivated and skilled now.

6. Are the training programmers effective for individual and organization development ? Strongly Disagree 0% Disagree 5% Neutral 0% Agree 15% Strongly Agree 80%

Interpretation The graph shows that the employees are satisfied with the level of expertise with which the programmers have developed the PMS. Except for 5 % everybody agreed with the majority.

7. Is the performance rating helpful for the management to provide employee counseling? Strongly Disagree 0% Disagree 1% Neutral 0% Agree 9% Strongly Agree 90%

Interpretation By the graphical presentation of analysis 90% of the employees were affirmative on the fact that rating does help for counseling of the employees for their betterment.

8. Is promotion purely based on performance appraisal ? Strongly Disagree 10% Disagree 15% Neutral 10% Agree 20% Strongly Agree 45%

Interpretation Graphical representation shows there is a mixed response regarding the relation between PMS and the promotion. Some advocated seniority is the basis for promotion whereas some cited references to be the reason.

9. Does the Appraisal system keeps a track on the major achievements and failures of employees ? Strongly Disagree 0% Disagree 1% Neutral 0% Agree 9% Strongly Agree 90%

Interpretation As many as 90% of the employees agreed that appraisal system keeps a track on the achievements and failures of the employees.

SWOT ANALYSIS
An organizations competitive position needs continuous improvement to attain competitive advantage. A SWOT analysis of TAJ needs to be carried out for identifying its key relation to dynamic business environment. STRENGTH The Taj group of hotels is the first choice of discerning business and leisure travelers through their hospitality and competencies such as knowledge, innovation, creativity team work, productivity etc. Their major strength is the Customer Satisfaction. WEAKNESS : For handling customers effectively they must take guest complaints seriously by examining the critical issues such as substantial quality or standard. The management shall provide an insight to the organization to find appropriate solution and form improvement team. OPPORTUNITY: They must bank on the huge domestic and global customer base. According to a recent survey India is likely to welcome 5 lakh visitors during this CWG event during October and the trend is going to remain. THREAT : Organisations needs to find approaches for utilizing their competencies and available resources in the best possible manner. This is because resources are scarce and competencies are to be developed internally. Competitors like Royal Orchid and other medium budget hotels are gearing up and are economical as well.

CONCLUSION
The purpose of performance Management System is to build the competencies and commitment of individuals, teams, and the entire organization as a whole to attain competitive advantage. It contains the entire element necessary for highly productive and motivated workforce, establishing such a system in todays highly competitive business environment is not only desirable, but also a necessity. The participation of the employees in the decision making process of the company seems to be slightly low. It appears quite healthy and also exhibits sense of appreciation towards their work.

There are five needs which most people have on Job. They are: 1 Agree with me on what is expected of me. 2 Give me an opportunity to perform. 3 Let me know how I am getting on. 4 Give me guidance when I need it. 5 Reward me according to my contribution. And installation of functional and unbiased performance management system is the key to all the above questions.

RECOMMENDATION AND SUGGESTION

Research felt that following things could be done to improve the Performance Management System of employees.

Besides questionnaire survey, personal interview should also be conducted by the external sources. Emphasis should be on highlighting the constructive intuition behind the survey. Keeping the employees informed about what is going in the organization and the level he/she has achieved and the goals reached. The action plan needs to be well explained to the staff. Training and Development facility must be provided in the premises of the company. Every month the employee with the best suggestion should be rewarded. Providing career advancement and skill development opportunities. Using up-to-date job description and job-specification data.

LIMITATION
Survey based on questionnaire pattern is quite restrictive. Time consuming. Expensive and ongoing process. Through their 24 hours Front Office facilities employee feel tired for entire day. Hotel executive take personal responsibility for PMS that supports all staff in feeling good about their work and achieving a positive sense of self efficacy.

LEARNINGS AT TAJ GROUP OF HOTELS

Learning from Taj group of hotels Include:

Dealing with corporate culture Dealing with different departments (mainly HR) and their respective work. Building and maintaining relationships

My learning also included1. Conceptual framework of performance appraisal as a system. 2. Impact of performance appraisal on the productivity and job satisfaction of employees. 3. Managing campaigns courtesy GREEN INITIATIVE BY TAJ GROUP on WORLD ENVIRONMENT DAY.

APPENDICES

QUESTIONNAIRE
SECTION A SOCIO DEMOGRAPHIC FACTORS: 1) Name ( optional ): 2) Sex : Male Female 3) Age : Upto 20 years 20 30 years 30 40 years above 40 years 4) Marital status : Married Unmarried 5) Educational qualification : SSLC HSC Diploma UG PG 6) Department : ______________________________ 7) Year of service : Upto 2 years 2 -6 years 6 -10 years above 10 years 8) Monthly Income: (in Rs.) Below 10,000 10,000 -15,000 15,000 20,000 above 20,000

SECTION B STUDY FACTORS: SA- STRONGLY AGREE, A AGREE, NN NEITHER AGREE NOR DISAGREE, DA DISAGREE, SDA STRONGLY DISAGREE 9. Do you think Performance appraisal system is needed in the organization? 10. Are you satisfied with the existing performance appraisal system? 11. How is the performance of the organization assessed by self , superior or consultant ? 12. Does the performance appraisal help to win cooperation and team work? 13. Is the performance appraisal helpful in reducing grievance among the employees?

[Link] the performance appraisal helpful for improving personnel skill? 15. Are the training programmers effective for individual and organization development ? 16. Are the performance ratings done periodically ? 17. Does the performance appraisal system help to identify the strength and weakness of the employee ? 18. Is the performance rating helpful for the management to provide employee counselling ? 19. Is promotion purely based on performance appraisal ? [Link] the Management fixes salary through the performance rating ? 21. Does the Performance rating help to fix increment ? 22. Are Transfers, demotions, suspensions and dismissals based on performance Appraisal ? 23. Is the desired target of the organization achieved through the performance Appraisal ? 24. Does the Performance appraisal increase employee motivation ? 25. Does the Appraisal system keeps a track on the major achievements and failures of employees ? 26. Is there a separate committee to review the performance appraisal result? 27). Suggestions if any:

BIBLIOGRAPHY

Website
1. [Link]@[Link] 2. [Link] 3. [Link]

[Link] [Link] [Link] [Link] 8. [Link] 9. [Link]

4. 5. 6. 7.

BOOKS Performance Management A.S. Kohli T. Deb Performance Management System R.K. Sahoo