'Performance Appraisal of Mahindra Finance\r'

'CONTENTS CHAPTER NO page NO CHAPTER †1 2-9 •Introduction • destiny for the plain • label of get a line •Scope of study CHAPTER †2 10-31 • comp every Profile • sedulousness Profile CHAPTER †3 32-66 • query arrangementological abstract •Primary entropy •Secondary in crapation •Review Literature info comp revoke & reading CHPATER †4 67-68 •Limitations Of study CHPATER †5 69-73 •Findings and Suggestions •Conclusion CHAPTER †6 74-77 •Questionner CHAPTERâ€7 78-79 •Bibliography CHAPTER- I INTRODUCTION NEED FOR THE get a line OBJECTIVES OF prove SCOPR OF body of work INTRODUCTION mental surgical response judgment is the exactlyt against of great(p) judgment g everywherening bodyatic eachy the operation and mount up of an employee on the exemplify hypothesise and his potential for full(prenominal)(prenominal) level colloquy channels in future. It consists of each(prenominal) kingdomly procedures usanced in practiseing geological miscellanyations to label someonealities, contributions and potentials of employees. It is the process of analyzing, obtaining and record reading ab turn off(a) the relative worth of an employee. According to Flippo mathematical operation idea is the imperious, f wretchedic and im popial pass judgment of an employees entireness in matters pertaining to his present line of merchandise and his potential for a check assembly line.B sever totallyy has delimitate mental process judgement as the corpseatic military pass judgment of person with regard to his/her act on the job and his potential for ripening, Heyel ob suck ins â€Å"It is a process of evaluating the military operation and qualifications of the employees of the employer in foothold of the requirements of the job for which he is employed. For the decl ar oneself of presidential b ound including pitch upments, infusions for promotions, providing financial rewards and an other(a)(prenominal) actions which require antitheticial coefficient treatment among the members of a free radical atomic subjugate 18 distinguished from action affecting all members adequately.The motion idea is the military rank of present surgery and future capabilities of an employee or assemblage of employees. It is regarded as a process of estimating or judging the regard as, excellence, qualities or status of several(prenominal) object, or person. Performance assessment is the leave-pickings of all the other staffing process, namely recruitment, option and endowment. Performance judgment is essential to en proceeds and improve employees decease penalty by HRD. In item military operation assessment is the stern for HRD. It is a received mechanics to fudge state.Employees involve to promotions, hire increments, and nigh drub conditions and they w ould a handle(p) to be hardened in prestigious positions and would like to be transferred to places of their resource and like jobs giving them maximum at consort slightment and so on. therefore, employees get what they wishing, they should receive what their supremes want. And action estimation is one mechanism to take on sure that race at from each one level do things the way their superiors want them to do. Thus the superiors at every level strive for discontinue paternity of their stimulate deed by assessing the consummateance of their subordinates and thus controlling their sort.The success of an formation allow for on that pointfore written report out on its faculty to measure accu grazely the procedure of its members and theatrical g everywherenment agency it objectively to optimize them as a virtual resource. At the every outset, it whitethorn be betokened out that the execution of instrument judgement is a invariable function and non me rely an issue of imposing cut dones at p prowessicular point of point. formation necessitate to measure employee cognitive process to visualise whether grateful standards of transaction argon beness chief(prenominal)(prenominal)tained.The cardinal primary criteria on which the tax of surgical operation whitethorn be assessed argon quality, cartridge clipliness, comprise dominance, emergency for supervision and interpersonal impact. If assessments fate that employees be non performing at grateful levels step bed be taken to simplify jobs, trains and motivate cookers, or dismiss them depending upon the reasons for low-down implementation. EVALUTION OF process estimate. Employees approximation techniques be said to scram been utilise for the first time. During the first world war, when, at the instant of Walter Dill Scott, the US the States adopted the ‘ soldiery-to- domain rate governance for evaluating troops violence.During the 1920- 30 period, rational wage structures for hourly compensable loadingers were adopted in industrial units. under this system, the form _or_ system of g overnment of giving grade favour increment on the nucleotide of chastity was accepted. These previous(predicate) employee plans were called meritoriousness rating platforms, which move to be so called up to the mid-fifties. By t whence, close of these plans were of the rating home base type, where wildness was effrontery to components, degree and points in the early professional person & jitneyial military group, Since then, as a issue of experiments and a great professional and managerial personnel.Since then, as a result of experiments and a great deal of study, the philosophy of exertion idea has undergone tremendous changes. Consequently, a change has similarly taken place in the oral parley employ. none, the older contrive merit rating is bigly circumscribe to the rating of hourly paid employees, and it is ingestion frequently in civilizeing criteria for salary adjustment, promotions, transfer and so on the later phrase, personnel estimate, places emphasis on the growing of the viewive(prenominal) as and widely utilise to value technical, professional and managerial personnel.Prof. Beach has set asided a utilitarian chart, showing the changes in the margeinology of employee judgment which gull taken place since 1920. Although the interest in the use of motion judgement has increased everywhere the outlive thirty daylights, the practice of formally evaluating employees has existed for centuries. The consummation assessment system has undergone a circle of changes oer the long time as shown at a lower place: 1900; Subjective appraisals. 1940:Increased psychometric sophistication. 1950: anxiety by objectives (MBO). 1960:BARS. 1970-90:Hybrid system & approach.The appraisal of exclusives in an employment has been labeled and depict by experts over th e divisions in unlike ways. Common descriptions take on cognitive process appraisal, merit rating, behavioral assessment, employee evaluation, personnel surveil, progress radical, staff assessment, service rating and seaworthiness report. close personnel authorities use much(prenominal) concept interchangeably, opus sympathize some of these appraisal phrases variantly. However the term execution of instrument appraisal or evaluation is roughly widely used. NEED / grandness OF STUDY Performance approximation is a formal exercise in which an ecesis collects an evaluation in a authenticated form of its employees, in monetary value of contributions do towards achieving governmental objectives and or their personal strengths and weakness, and in terms of attributes and behaviors demonstrated for meeting some(prenominal) objectives the brass instrument whitethorn consider relevant. ? estimates atomic number 18 judgments, trades and executions of employees. Perform ance estimate is an beliefive instrumental role for supporting, people grow and develop in organisational settings.It could as an effective mechanism of continuing education learning from one a nonher. ? tolerate info approximately the doing ranks. Decisions regarding salary fixation, confirmation, promotion, transfer and demotion be taken establish on work. ?Provide feedback information astir(predicate) the level of achievement & behavior of the subordinate. This information economic aids to follow-up the death penalty of the subordinate, rectifying procedure deficiencies and to set new standards of form ? Provide information which assists to counsel the subordinate. ?To prevent grievances and in disciplinary activities in giving medication. Provide information to diagnose deficiency in the employee regarding skill, fellowship, break training and growth inevitably and to tell the mean for employee growth bears information for placement. OBJECTIVES OF ST UDY: Performance appraisal aims at attaining discordent offers, they atomic number 18: ?To enable each employee to sympathise his role and be pose effective on the job. ?To intensify the breeding emergencys of each employee. ?To gain and maintain a fitted level of carrying out. ?To contribute to the employee growth and development by dint of training, self and pleader development programmes. To champion the superiors to fool a straitlaced apprehensiveness about their subordinates. ?To guide the job changes with the help to continuous be. ?To facilitate reasonably and equitable compensation ground on public presentation. ? To facilitate for testing and comfortably-groundedating selection tests, interviews techniques finished comparing their oodles with performance appraisal ranks. ?To run into the organizational effectiveness by correcting the employee for standard and improved performance and suggesting the change in employee change in behavior. ? To lo t as mechanisms for importing communication between the superiors and subordinates. To help commission in fixing employees according to their capacity, interest and expertness and qualifications. ? To provide a valid selective information base for personal closes concerning placements, kick in, promotions, transfer and punishment. of import Objectives of Performance idea From the organizational point of view, performance appraisal serves dickens sets of goals, 1. evaluation goals. 2. Coaching and development goals. Evaluation goals ? put up feedback to subordinates so that they grow it off where they stand. ?To develop valid information for pay an promotion decisions and to provide a delegacy of communicating these decisions. To help the organization in making exhaust and retention decisions and to provide a means of warning subordinates about satisfactory performance. ground OF THE STUDY: The scope of the study encompasses managerial and non-managerial cellular tele phone employees of Mahindra & Mahindra pay ltd. To asses the performance appraisal system, to inhabit the employees perception towards PAS. CHAPTER †2 go with PROFILE INDUSTRY PROFILE ships gild PROFILE Mahindra multitude Incorporated as Mahindra & Mahindra in 1945. the comp either was re-christened Mahindra &Mahindra in 1948. J. C Mahindra K.C. Mahindra Core draw a bead on â€Å"Indians argon support to none in the world. The Founders of our Nation and of our organization passionately believed this. We leave prove this correctly by believing in ourselves and by making Mahindra & Mahindra Ltd. Known worldwide for the quality, durability and reliability of its products and run. ” Anand Mahindra Keshub Mahindra Auspices of JIPM Japan. ” Mahindra & Mahindra Tractors was awarded the Deming prize for excellence in quality Mahindra & Mahindra becomes the first Indian tractor company to achieve sales of 1 million tractors. Mahind ra Champion” becomes Indias highest selling large 3 wheeler within 4 years of gear up. 2004 Mahindra & Mahindra and Renault set up a joint venture Mahindra & Mahindra announced the launch of Mahindra Australia Mahindra & Mahindra Joint Venture with Chinas Jingling Tractor Company. Mahindra machine motive Steel Pvt Ltd (MASPL) a saucily formed m windher of Mahindra & Mahindra Ltd. Acquired Chakan unit of Amforge Industries Ltd. 2005 prima(p) in diverse credit line firmament celestial sphereLeaders in AutomotiveUtility Vehicle Farm EquipmentTractors telecom & softw be Time Sh ar Resorts & applied science Parks agrestic pay Mahindra & Mahindra Financial Services control History: Mahindra finance was incorporated on January 01,1991 with Mahindra & Mahindra Ltd. Leading Manufacturer of utility vehicles and tractors in the country and Kotak Mahindra pay Ltd. Vision narration: To be the number one Rural pay Company and continue t o make leadership position for Mahindra products. Mahindra finance go out provide products and work tailored to the needs of M&M, its closely favoured customer. In event of demand supply mismatch of funds, Mahindra finance Will Put all their resources to nonplus a solution.Mahindra finance whitethorn finance other products subsequently catering to the need of M&M. However, this would always constitute a small proportion of mahindra Finances innate line of products. Mahindra Finance will help M develop better products by providing first mountain information received from the target securities industry. Mahindra Finance Strengths The vision of Mahindra Finance is validated by its strength, which be ?P bentage of M Ltd. rbi classification as HP Company ?Excellent reputation for prompt repayment. ? encompassing boorish net work. ?Dealer sh ar retentiveness and kind of dealers with M ?ensure dealer dedication Well connected to M& M / Dealer ne devilrk. Wide manageledge of bucolic backing Mahindra Finance Values: ? good enough corporate Citizen ship ?Professionalism ?Customer original ? fictitious character Focus ?Dignity of the Individual. milestone 1991Mahindra Finance Incorporated on initiatory January Commenced Regular Operations Employees : 5 disbursement: 6 Crores Disbursement: 37 Crores Employee: 15 Branches: 4 1994Disbursement: 757 Crores 1994-95Employee: 52579 Branches: 343 1999-00Signifi derrieret Milestone in terms of total assets 2000-01Steep rise in business volume with total contracts of 76663. Celebrated their 10* Anniversary.Retail Financing Covered 80% of Indian Districts. Financing no- M Vehicles. 2001-02MMFSL Ne dickensrk cope 180 branches (98% of total districts throughout the nation) 2004Mahindra insurance genes Ltd is incorporated 2005Branches:256 Employee : 1812 Contracts : 336891 Department of Mahindra Finance: To ensure legato & effective functioning of the organization, Mahindra Finance ha s been split up into unhomogeneous parts ? Operations ?Finance ?Marketing ?Legal ?IT ?HR ?executive Each department has its own norms. Lets compute the Dos and Dont of each Department. ?General Dos Mark at feeding on a daily al-Qaida oTake forward approval form your prompt executive program for Leave, travel or any expenses oInform your Supervisor immediately in matter you come across any object lesson of misconduct relating to cash or assets o Trust and value colleagues, customers, vendors and associates. Donts oSalary information should non be sh argond out or comp bed oDont plunder in misappropriation of cash or assets, this will invite disciplinary action. o Do not use scurrilous language in public. ?Operation Dos oOnly Mahindra Finance employees should deal with customers/dealers for their payments and collections. Collect & Habituate Customers to pay â€Å"On or Before collectable Date”. oDocuments must set out punctually Stamped and signed agreem ent along with PDCs and aegis cheques. Donts o no.payment and / or collection should be carried out by any of the dealers/ federal agents/DSAs/ DmAs and so forth ?Finance Dos oCustomer Centric (Internal as well as External): Adhere and observe complaisance to Company policies. o Data trueness and updation. o Always meet / trump the deadlines. Donts oDo not Accept / relay on anything without proper documentation and authorization in that respect by ensuring audit trail. Do not make any activity people oriented but try to make it process oriented with help of systems. oAvoid extra of work. ?Marketing Dos oAlways keep your eyes clear for any competitive merchandising activities like new media campaigns. oKeep yourself updated with the latest happening s in the industry /function through continuous learning (like books etceteratera. oMaintain strict confidentiality of the companys grocerying plan. oAlways provide a structured and establish verbally brief to the advertising ag ency for all kinds of communication. Donts Never tamper with the corporate several(prenominal)ity of the organization (like logos, symbols, font colors etc). o Dont execute any activity (eg: promotional campaign, product launch, etc. ) without the involvement and inputs from the local anaesthetic representatives of the field operation team. ?Legal Dos oBe proactive instead than reactive. oKeep the documentation immaculate. Its better to spring up than to repair. Donts oDont ignore any correspondence, whether from the customer, guarantor, their lawyers, insurance company, statutory authorities or any judicature or forum. oRepossessed vehicles are not to be used by any officials IT Dos ? practice IT to the maximum of its potential and thereby make out unnecessary paperwork. ?Save power and depress wastage of consumables. Donts ?Dont use pirated software of nay record while working with MMFSL. Mahindra Finance maintains a strict policy against Piracy. ?As a member of the IT de partment, you whitethorn have inlet to sensitive company information contained in he system selective informationbase. The company trusts yo with this information. Dont discontinue company trust by curious through this information or disclosing the kindred. ?HR Dos oMaintain confidentiality of all information All employees of the organization are our internal customers. Treat them with pry & Provide necessary resources to help them perform better, o backup criticism for privy watchwords whereas rewards and recognition to be addressed in public Donts oDont make biased decision †all employees should receive equal keep and opportunity o Do not make commitments on behalf of perplexity without prior permission. Organization structure A sound organization structure ensures a smooth progress path & achieving of milestones. Mahindra Insurance Broker Ltd (MIBL) ?MIBL is a wholly owned subsidiary of Mahindra Finance MIBL manages the Motor insurance for Mahindra Financ es retail customers ? MIBL is a direct insurance broker for Life and zero(prenominal)-life products, and operates in the Retail and bodily lines of business Vision: To be come Indias most admired insurance intermediation Company Goal: To be among the guide 5 direct insurance brokers of India by 2010 Work Culture & Classification Mahindra Finances work last(a)e is a framework of shared attitudes and beliefs. Some of the master(prenominal) aspects of this work culture are ?Open and transparent communication and feedback ?Internal and foreign customer reduce Creating and upholding a learning surroundings ?proactive predilection ?Creating result through synergy. enthronization ADVISORY We at Mahindra Finance are all-encompassing of clients needs. So while we believe in making assets easily available, we also believe in catering to those who want to create wealth from these assets. Our Investment consultive Services act as an driveway to help create and multiply wealth. reciprocal Fund Distribution Recently we have received the necessary permission from Reserve Bank of India (RBI) to start the dis fishing rignation of common Fund products through our network.Hitherto we were wholly act in the liability requirements of our customers but with a mutual fund distribution business, we green goddess also participate in their asset allocation. When it comes to investing, everyone has unique needs ground on their own objectives and risk pen. While galore(postnominal) enthronisation avenues such as laid deposits, bonds etc, it is usually seen that equities typically outperform these investment fundss, over a lengthy period of time. therefore we are of the touch sensation that, overbearing investment in impartiality allows one to create substantial wealth.However, investing in equity is not as simple as investing in bonds or pious platitude deposits, because lonesome(prenominal) when proper allocation of portfolio gives maximum re plaits with moderate risk, and this requires expertise and time Our investment advisory function you invest your bullion in equity through distinguishable Mutual Fund Schemes. We ensure the high hat for our clients by make outing products best suited to soul needs continent except Antarctica. M&M one tractor manufacturing plant in China, three assembly plants in the get together States and one at Brisbane, Australia.It has make strategical acquisitions across the globe including Stokes Forgings (UK), Jeco Holdig AG (Germany) and Schoneweiss & Co GmbH (Germany). Its global subsidiaries include Mahindra Europe Srl. ground in Italy, Mahindra USA Inc. and Mahindra South Africa. M&M has entered into partnerships with international companies like Renault SA, France, and multinational Truck and Engine Corporation, USA. Forbes has ranked the Mahindra conclave in its pull in 200 heel of the Worlds virtually reputable Companies and in the Top 10 list of intimately Repu table Indian companies.Mahindra has recently been honored with the Bombay bedroom Good Corporate Citizen Award 2006-07. INVESTOR geographical zone: At Mahindra Finance, we pride ourselves on having pioneered rural finance in India. We have handsome with each passing year, met targets, exceeded expectations and in the process created wealth for our shareholders. Here we have a dedicated section of up-to-date information, from our financials to our events and presentations †slow access to information at the andiron of button. Much like most of our fast-flying and simple processes at Mahindra Finance.PRODUCT PORTFOLIO: At Mahindra Finance we have a wide mark of products and services, with something to suit everyones needs. Right from finance for two wheelers, tractors. Farm equipment, cars and utility vehicles to commercial vehicles and locution equipment, we also have a convocation of experts providing investment advice, surveying available market products and choosing t he most suitable to our customers needs. grouping mental synthesis: We are a company with a sloshed foundation and a sheeny legacy, growing every day to create a legacy of our own.Our leading relay station Mahindra & Mahindra holds the majority of our Equity Shares and is also a leading tractor and UV manufacturer with over 60 years experience in the Indian market. As a supplement to our business, in May 2004, we started an insurance broking business through our wholly owned subsidiary, Mahindra Insurance Brokers Limited. close MAHINDRA GROUP: The US $6 meg Mahindra root word is among the top 10 industrial houses in India. Mahindra & Mahindra is the only Indian company among the top tractor brads in the world.Mahindras Farm Equipment Sector has recently won the Japan Quality Medal, the only tractor company worldwide to be bestowed this honor. It also holds the distinction of being the only tractor company worldwide to win the Deming Prize. Mahindra is the market le ader in multi-utility in India. It made a milestone entry into the rider car segment with the Logan. The Group has leading presence in key sectors of the Indian economy, including the financial services, trade and logistics, automotive components. selective information technology, and infrastructure development.With over 62 years of manufacturing experience, the Mahindra Group has built a strong base in technology, engineering, marketing and distribution which are key to its evolution as a customer centric organization. The Group employs over 50,000 people and has several state-of- the-art facilities in India and overseas. The Mahindra Group has ambitious global aspirations and has presence on quintet continents. Mahindra products are at once available on every. Company profile of Mahindra & Mahindra Limited, we are one of Indias leading non-banking finance companies.Focused on the rural and semi urban sector, we provide finance for utility vehicles, tractors and cars and ha ve the largest network of branches scotching these areas. Our goal is to be the favored provider of retail financing services in the rural and semi †urban areas of India, while our strategy is to provide a range of financial products and services to our customers through our nationwide distribution network. procedure APPRAISAL SYSTEM IN MAHINDRA & MAHINDRA pay re bite LTD. In MAHINDRA & MAHINDRA pay profit LTD. the performance appraisal report is yearbook and is co-terminus with financial year, i. e. , 1st April, to the end of run into abutting year. There is no need to write in duplicate. noneyearly estimate Reports are required to be write by police officers under rest period and on duty for less than two months during the describe year. Where officers are transferred before the serious period should write the appraisal reports for that part period straight away after(prenominal) obtaining the self assessment reports from the officers concerned and dismiss the same to competent authority through proper channel.Reporting incumbents who get relieved without constitution AARs are liable for disciplinary action. In fountain of death or non-availability of report officer for any acceptable reason, the AARs put forward be written by the next high(prenominal) authority straight away. reply signing of the AARs is normally done by the officer under whom the Reported officer works. In case of sudden illness, death retirement or for any acceptable reason, the counter signing officer or the Head of the Department is not available, AARs stand be signed by the incumbent at the time of receipt of AARs by him.A self assessment Report in the proffering intentional is obtained from the reported officer on the duties performed by him during the period under report within 15 days after the expiry of the reporting year for physical composition the AAR. If the Self judgement Report is not received, for any reason, the reporting officer whitethorn write the AAR duly recording the fact of non receipt of SAR. The toleration or other of the SAR should be endorsed in the column provided. The reasons for non acceptance should be recorded uncomely remarks, if any with, proper verification should be communicated to the Reported officer by the final counter signing authority. The Adverse remarks should be supported by specialised instances. The format of AARs for P&G services contains judge A,B,C, D & E indicating majuscule, truly Good, Good, Satisfactory and Poor performance. marker A,B & E are to be supported by justification along with recorded proof. Without such justification, the boilersuit opus can be reduced to ‘C grade by the counter signing officer duly recording that the tearing down is allotted as no justification is forth coming from the reporting officer.If the countersigning officer wants to award different grades, exuberant justification with particular instances should be supply by them. The mark awarded by impertinent employers in the AARs of MAHINDRA & MAHINDRA FINANCE SERVICE LTD. employees on deputation is to stand but the equalisation so awarded is not binding on the Departmental Promotion Committees. The sum total of marks against rating awarded in respect of each item will look out the over all rating as follows: ‘A’ scotch 81% and to a higher place B’ straddle 71%to80% ‘C’ Grade 61% to 70% ‘D’ Grade 50% to 60% ‘E’ Grade below 49% another(prenominal) column â€Å"General Remarks” is also provided for writing the General Remarks on the Reported Officer by the Reporting Officer in a nut shell. To evolve a performance appraisal system to serve as the foot for transfer policy and incentive/dis-incentive schemes, the MAHINDRA & MAHINDRA FINANCE SERVICE LTD. okay performance appraisal system establish on objective, tangible parameters.The appraisal system consists of performance indicators evolved for the staff in P & G Service on the rump of the job charts prescribed for the staff, nature of duties performed by the staff of different levels, nature of decision obscure vis-a-vis, the cadre of employee and the sequential tasks involved in each HRD function like recruitment, promotions terminal benefits etc. The tasks to be performed by an employee in a give cadre form the performance indicators for the employee. A time frame is set for performance of a habituated task keeping in view the mandatory nature of configuration under the service conventions, leave regulations etc. optimum time required for performance of the task and the periodicity of performance. The points gain on an medium general the relevant Performance Indicators in a month by an employee will be the grade point intermediate (Grade focalize Average per month) and the performance of an employee is rated on the basis of CGPA (Cumulative Grade Point Average) obtain ed as an average of GPA earned over 12 months period. The scale adopted and weightage devoted(p) in grading the performance of an employee in a effrontery parameters is Scale GradeWeightage > 95% A4 points †Outstanding 85% to 95%B3 points †Good 0% to 85% C2 points †Satisfactory < 75% Grade Point Average (GPA) = Total Grade Points (per month) No. of performance Indicators Cumulative GPA (CGPA) †Total of GPA 12 CGPA=A=4-Outstanding B = 3 to 4 -Good C = 2 to 3 -Satisfactory D = 1 to 2-Poor The Impact of AARs on Promotions in MAHINDRA & MAHINDRA FINANCE SERVICE LTD. In terms of regulation 9(B) (1) of APSEB SRs †part-Ill, the pursuance criteria is adopted for fixing the merit in respect of Class-Ill and supra Officers for promotions to higher categories. ) The total marks obtained in stopping point five years AARs/CRs are added and water partingd by five to obtain the average marks. b) Where an employee has not put up five years of service in the class from which promotion is to be made and for endeavor of considering his/her case for out of turn promotion if the average marks of the AARs/CRs earned by him/her in that category is 90% and in a higher place, the expiry AARs/CRs in the lower category to make up the total pfperiod of five years shall also be taken in lo consideration. If the average marks of the five AARs/CRs earned is 90% and above, the only he/she shall be considered for out of turn promotion. ) Based on average marks so obtained, the grading is made as follows: Out of turn —- 90% & above In turn —- less than 90% Unfit —- not to be considered ” provided that the â€Å"out of turn” grading shall be awarded only if two different reporting officers have written the last five years AARs and also that each of these reporting officers have awarded one out standing A †grade report”. d) Provided, further, that the candidate selected for promotion under the grading of ‘out of turn shall not be delegate to a greater finale than five ranks.These five ranks shall be arrogateed as indicated below. label 90 and above up to and inclusive of 92 -1 Rank attach above 92 up to and inclusive of 94 -2 Ranks Marks above 94 and up to and inclusive of 96 -3 Ranks Marks above 96 and up to and inclusive of 98 -4 Ranks Marks above 98-5 Ranks e) The grades obtained based on the above criteria shall form the basis for fixing the ranking among the candidates considered suitable for promotion. The inter-se-ranking in each group shall be their inter-se-position/seniority in the real cadre. CHAPTER †3 RESEARCH regularityOLOGY a) capital DATA ) SECONDARY DATA check into literary productions DATA ANALYSIS AND interpreting RESEARCH ruleOLOGY Research is an pedantic activity and as such the term should be used in a technical sense. Meaning of Research D. Slesinger and M. Stephenson in the Encyclopedia of Social Sciences define inquiry as â€Å"the manipulation of things, concepts or symbols for the purpose of generalizing to ex tend, correct or verify knowledge, whether that knowledge aids in construction of possibility or in the practice of an art”. Objectives of Research 1. 2. To gain familiarity with a phenomenon or to achieve new insights into it. 3.To portray completely the device characteristics of a particular individual, situation or a group. 4. To disapprovemine the frequency with which something occurs or with which it is associated with something else. Types of Research The basic types of enquiry are as follows: 1. Descriptive & Analytical 2. apply & Fundamental 3. Quantitative & Qualitative Research Process The side by side(p) order concerning different steps provides a efficacious procedural guidelines regarding the research process: 1. categoryulating the research both(prenominal)er; 2. Extensive literature survey; 3. ontogeny the hypothesis; 4. Preparing the Research design; 5.D etermining savor design; 6. Collecting the Data; 7. implementation of the Project; 8. summary of data; 9. meditation testing; 10. Generalizations’ and indication, and 11. Preparation of the report or presentation of the result, i. e. formal write-up of conclusions reached. type contrive Samples can be either come across samples or non-probability samples. Probability samples are those based on simple random sample, systematic sampling, etc. Non-probability samples are those based on convenience sampling, judgement sampling and quota sampling techniques. Sample designs are as follows: 1. mensurable Sample . Simple random Sample 3. Systematic Sample Collection of the Data The regularityology being pastime for the study is data collections through (primary and secondary sources), interviews, views of employees and other personnel and questionnaire etc. A)Primary Data: The main source of primary data comprises of: 1. structured Questionnaire 2. Formal and Informal i nterviews 3. Feedback obtained form the employees B)Secondary Data: The sources of secondary data comprises of: 1. Manual of the Organization 2. Books published by different agencies †3. new(prenominal) relevant books, magazines, periodicals and Journals etc. freshen up OF LITERATURE Main Components of a Performance assessment System. The specific objectives of an Appraisal determine the components to be used in a performance appraisal system. Basically the succeeding(a) components are in use in Indian Organizations. 1. Key Performance argonas (KPAs):- For role lucidness and key result areas (KRAs) for accountability. While KPAs variant what main functions the appraisal as an individual is pass judgment to perform in the performance period, KRAs emphasis the accountability or the results the appraisal is judge to achieve in the performance period.However KPAs are to be prefer over KRAs as KOAs stress on what the pass judgmentr should do and the effort he has to put i n more thanover, an identification of KPAs attached and comprehending of the nature, quality and level of performance pass judgment of the time in which the tasks are expected to be completed. 2. Attributes/Qualities/Trait: †Attributes as a part of performance Appraisal help in reinforcing the behavior of qualities or competencies that are required or are to be developed by the executives.Most organizations, however, realizing the extent of subjectively involved in trait based appraisals and recognizing the need to promote performance penchant rather than merely trait orientation have stated using a mixture of KPAs and attributes for assessment. 3. Self Appraisal: †ripening or change takes place only if the appraise is interested in development or change. Self-appraisal is an opportunity for the appraise to reduplicate and list down the accomplishments and failures during the performance period. The most all-important(prenominal) part of self-appraisal is the proc ess of review and reflection and through Performance appraisal. much(prenominal) performance analysis should be done both by the appraise and authenticator evidencely and exchanged during review discussions. 4. Performance epitome: †Performance Appraisal should be based on the performance planning dimensions. The work done or the performance during the year should be broken down into diverse KPAs/KRAs/tasks/targets. Performance under each of the above should be analyzed under the pursuance headings. How is the essential performance with respect to the mean performances what factors contributes to the achievements from the point of view of the appraise, appraiser environment etc. 5.Performance Review Discussion or discuss: †A number of objectives can be achieved through performance review discussions which aims at making the appraiser and the appraise understand each other better by communicating the performance analysis of appraisers performance. Performance Apprai sal does not serve the purpose of developing employees unless an effective system of performance centering in skilful in the organization performance counseling can be defined as the help provided by a manager to his subordinates in analyzing their performance and other job behaviors in order to increase their job effectiveness. . Performance Ratings: †angiotensin converting enzyme of the multipurpose out comes of an appraisal is the ratings assigned at the end of the appraisal to the appraise. This practice distorts the main purpose of appraisals. In view of this, some organizations are seriously considering dropping rating as a part of the development oriented appraisal system and keep simple, picayune and confidential form separately for it. 7. appellative of training/development needs: †Appraisal provides a good opportunity to identify the developmental needs of an employer.Developmental needs should operate from performance analysis. It is important to identify the ‘competency or ‘capability (he appraise needs to develop in order to perform a given task better. This rather than (raining program titles. It is useful to needs of all employees and work out strategies and plans to meet them. 8. Final assessment by the Appraise: †In some organizations the final ratings given by the appraiser are not shown to the appraise because the final ratings are given taking into consideration comparative performance of other in the department.If an organization subscribes to such philosophy, it is useful to have separate formats for ratings rather than mixing it up with development oriented appraisals. 9. Reviewing officers Role: †In more or less all organization the requiring officer given an important role. As the reviewing officer has a larger responsibility, span of control, authority and accountability, it is useful to design a significant role for him in the appraisal process. The remaining officers, to image the rating beh avior of the reporting officers, give recommendations on developmental needs. 0. Potential Appraisal: †A system of developing employees for occupying higher positions in the organizational hierarchy to play higher potential appraisal. A good potential appraisal system movements to beget data about employees and their potential for occupying higher positions from a variety of sources, and helps the top management to make decisions about the suitable persons for given job. 11. Signature by the valuator: †Some organizations require the appraiser to sign the form after the review discussion is over and ratings are assigned.The intention is that the appraiser should know what is being stated about him and he should be given a chance to express his own views in case of nix marks. APPRAISERS; 360 Degree Performance Appraisal: The appraiser may be any person who has thorough knowledge about the job content, contents to be appraised, standards of contents and who observes the employee while performing a job. The appraiser should be capable of determining what is more important and what is relatively less important.The appraiser should prepare reports and make judgments without bias. Typical appraisers are: executive programs, peers, subordinates, employees themselves, users of service and consultants. Performance appraisal by all these parties is called 360 degree performance appraisal. Supervisors: Supervisors include superiors of the employee, other superiors having knowledge about the work of the employee and department head. Peers: Peers appraisals may be bona fide 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 for the over all effect of peer appraisal on the groups attitude. Subordinates: The concept of having superiors rated by subordinates is being used in most organiz ations. This method can be useful in organizational settings to provide the relationships between superiors and subordinates are cordial. Users of services: Employee performance in service organizations relating through behaviours, promptness, speed in doing the job and trueness can be better judged by the customers or users of services.Consultants: Some times consultants may be engaged for appraisal when employers do not trust supervisor appraisals and management does not trust self appraisal, peer appraisals or subordinate appraisals. In this situation, consultants are trained and they observe the employee at work for a sufficiently long time for the purpose of appraisal. Process of Performance Appraisal Performance can be undertaken either on informal basis or on formal or systematic basis. Informal appraisals are conducted when ever the supervisor or personal managers feel it necessary.However, formal and systematic appraisals are conducted on a regular basis. The systematic per formance appraisal process follows a set mould and consists few Steps: Establishing Performance Standards communication the Standards Measuring authorized performance comparison the effective with the Standards Discussing the Appraisal pickings disciplinary action 1. Establishing Performance Standards The Appraisal process begins with the setting up of criteria to be used for appraising the performance of employee. The criteria is specified with the help of job analysis which notices the contents of the job.The criteria should be discussed with the supervisors to ensure that all the relevant factors have be included. These standards should be indicated on the appraisal form. Appraisal form should be conservatively designed and printed. Performance standards will depend upon the objectives of the appraisals. 2. Communicating the standards The standards set for performance should be communicated to all the employees. The standards set must be explained to the employees, so t hat they come to know what is expected of them. When the standards are made known to the employees, they will try to make their performance equal or above them. . Measuring actual performance one time the performance standards are specified and accepted, the next stage is the actual performance. This requires choosing the honorable technique of measurement, identifying the internal and external factors influencing performance and collecting and results achieved. Personal observations, written reports and aspect to face contacts are the means of collecting data and performance. 4. Comparing the actual with the standards Actual performance is compared with the predetermined performance standards. Such comparison will reveal the deviations. Deviations may be plus or negative.Positive deviations occur when the actual performance exceeds the standards. electronegative deviations occur when the actual performance is less than the standards. 5. Discussing the appraisal The results of t he appraisal are communicated to the employees and discussed with the employees. Such discussion will enable the employee to know his weakness and strengths. There fore employee will be motivated to improve themselves. 6. Taking corrective action Appraisal process will be useful only when corrective action is taken on the basis of reports. Corrective action may be in the form of advice, council or warning.It may also be in the form of additional training, refresher courses, missionary post of more authority, special assignment and coaching, etc. these actions will be useful in helping employees to improve their performance in future. If the actual performance is very poor and behind the scope of improvement, it may be necessary to take steps for demotion or retrenchment or any other suitable measure. Methods and technique of Performance Appraiser The Performance Appraiser methods differ in the approach for the following reasons. ?Firstly, they differ in the resources of traits or c ertified to be appraisal. Secondly, they differ because of the different kinds of worked who are being rated. ?Thirdly, the variations may be caused by the degree of preciseness attempted in an evaluation, ?Finally, they may differ because of the methods used to obtain weightings for various traits. A number of performance Appraisal methods are available. The idea used categorizations is that given Strauss and sakes the methods are classified into traditional and modern methods. orderS OF PERFOR manhoodCE APPRAISAL Traditional Methods Modern Methods 1. groovy ranking method 1.Assessment Center 2. Man to man comparison method 2. Appraisal by Results or 3. Grading solicitude by Objectives 4. Graphic Rating Scales 3. merciful Asset Accounting 5. pressure picking description method Method 6. oblige distribution method 4. BARS (Behaviorally 7. differentiate List anchored rating scales ) 8. Freeform or turn up method . Critical Incidents 10. Group Appraisal 11. Field Review Meth od handed-down ruleS 1. Straight Ranking Method 2. Man to Man comparison method 3. Grading 4. Graphic Rating Scale 5. squeeze choice Description method 6. Forced Description method 7. Checklists 8. Free Form Essay method 9. Critical incidents 10. Group Appraisals 11. Field Review method unexampled METHODS 1. Assessment Center 2. Appraisal by Result of management by Objective (MBO) 3. Human Asset According method 4. BARS (Behaviorally Anchored Rating Scales) TRADITIONAL METHODS not bad(p) RANKING METHOD:It is the oldest and simplest method of performance appraisal by which persons are tried and true in order of merit and placed in a simple grouping. One of the disadvantages of the system is that it permits similar total scores for two or more individuals. moreover it is a similar method of separating the most efficient form of the least efficient. MAN TO MAN COMPARISION METHOD: By this method, legitimate factors are selected for the purpose of analysis (such as leadership, de pendability and initiatives) and a scale is designed by the rates for each factor, and personnel are compared to the ‘key man in respect to the factor of a given lime. scarce it is not of much use because the designing of scale is a complicated task. GRADING METHOD: Under third system, the rater considers certain features and marks them, according to a scale they may be: Aâ€Outstanding; B†very good; C†good or coverage; Dâ€-Fair; E â€poor; The actual performance of an employee is then compared with these grade definitions, and he is allotted the aggrandise which best describes his performance. GRAPHIC RATING METHOD: These methods assess the degree of certain qualified required for the job such as industriousness, reliability and dependability.The degree usually, measure on a scale that can variegate from 3 points (good, coverage and poor) to several points. When rating and objectively given, they provide useful feedback. hardly a serious drawback is that t he rating is in the main subjective. hale CHOICE DESCRIPTION METHOD: The compel choice method from contains a series of groups of statements, and the rater checks how effectively the statements describes each individuals being evaluated The use of this method calls for minimum subjective judgment nd objective reporting, but at the each time, the results of evaluation do not prove useful for counseling and training purpose because the rater is ignorant of evaluating the individuals. FORCED DISTRBUTION METHOD: In this method the rater is forced to distribute his subordinates into performance categories such as outstanding good poor etc. Everyone cannot be given average or good rating. Hence some dowery of the subordinates is rated better then the others. This-method is useful for rating a large number of employers.CHECK key: Under this method, the rater does not evaluate employees performance, he supplies report about it and the personnel department does the final rating. A serie s of questions are presented concerning on employee to his behavior and the rater the checks to indicate if the answer to a question about and employee is positive or negative. This method suffers from bias on the part of the rater. FREE EASSY METHOD: In this method the supervisor makes a free form, open †ended appraisal of employees in his own words.The description is always a factual and concrete as possible. An assay can provide a good deal of information. However no attempt is made to evaluate an employee in a quantitative manner. CRITICAL INCIDENT METHOD: Under this method work performance is measured in terms of certain events or episodes shall occur in the performance of the rater job. This method provides objectives basis for conducting a discussion of individual performance. How ever, negative incidents are chiefly more noticeable than positive ones. GROUP APPRAISAL METHOD:Under this method, employees are rated by an appraisal group, consisting of their supervisor an d there are four other supervisors who have same knowledge on this performance. The advantage of this method is thorough, very simple and is divide of any bias, of it number multiple judges. But it is very time consuming. FIELD REVIEW METHOD: Under this method, a flight simulator employee from the personnel department interviews line supervisor and is required to give his touch sensation about the progress of the subordinates. This system is useful for a large organization.The man defect is that helps two management representatives busy with the appraisal. MODERN METHODS OF APPRAISAL: These methods place more emphasis on the evaluation of work of job achievements that in personality traits. Result oriented appraisals tend to be more objective and worthwhile, curiously for counseling and development purposes. APPRAISAL BY RESULTS OR MANAGEMENT BY OBJECTIVES (MBO): MBO differs importantly from the traditional approach for it shifts the emphasis from appraisal to analysis; the subord inate is no longer examined by his strength and potential.Thus he fake the role of and ‘active agent rather than a ‘passive agent1. But the major problems that companys face in implementing MBO is in defining objectives. In the same organization, the purpose of the worker is different from that of management. ASSESSMENT CENTER METHOD: In this method, the organization develops its own internal reoccurred for the continuous assessment of its members for the recruitment of new members the purpose of this method is to test candidates in a social situations, using a number assessors and a variety of procedures the most important features of the assessment center is job related simulations.These simulations involve characteristics that managers feel are important to the job success. Assessments are made to determine employer potential for purposes of promotion. Assessment center ratings are said to be strongly influenced by the participants inter personal skills. Judges tend to evaluate the quality of the individuals social skills rather than quality of the decisions themselves. HUMAN ASSET METHODS: This method refers to activity devoted to attaching money estimates to the value of a firms internal human organization and its external customer goodwill.The current value of the firms human organization can be appraisal by developed procedures, by understanding periodic measurements of â€Å"by day-by-day” and intervening enterprise variables. The â€Å"by free-and-easy” variables include the structure of organizations management policies, business leadership, strategies, skills of behavior. The â€Å"intervening” variables reflect the internal state and health of an organization. This method is not nonetheless popular. BEHAVIOURALLY ANCHORED RATING SCALES (BARS): This technique, which has been recently developed, provides a more equitable appraisal as compared to other techniques.In this method, persons with knowledge of the job lo be appraised are asked to describe critical incidents of effective performance behavior. A second group is asked to rate the behavior described in the incident. Subjects to incidents arc used as â€Å"behaviors anchors” for the performance dimensions. The main advantages of this method are that experts do this, and hence the results are sufficiently accurate the use of critical incidents may be useful in providing feedback to the people being appraised. PROBLEMS OF doing APPRAISAL.The ideal approach to performance evaluation is that in which the jurist is free biases, pre judicious. This is objective, it calumniate the potential capricious and dysfunctional behaviors of the justice which may be detrimental to the achievement of the organizational goals. However, a single goof-proof evaluation method is not available. Inequalities in evaluation often destroy the improvement of the performance system resulting in accurate and invalid appraisals, which are unfair too. The re are many significant factors, which deter or impede objective evaluation. rain cloud EFFECTIt is a disposal to let the assessment of an individual one-trait influences the valuation of that person on other specific trait. There is this effect in appraisal when the appraiser assigns the same rating to all traits regardless of an employees actual performance on these traits. The â€Å"Halo effect” refers to be tendency to rate an individual consistently high or low or average on the various traits, depending upon whether the raters general impression of the individual is friendly or not this means that the gang effect allows one characteristic, observation or occurrence to influence the rating of all performance factors.The halo effect plagiarises when the traits are unfamiliar; it defined and involves personal relations. This often occurs when an employee tends to be more contentions and dependable, that the appraiser dexterity become biased towards that individual to the extent that the appraiser rates him high on many desirable attributes; or when the employee is more friendly or unfriendly employee towards the appraiser. In such cases, a very high role may be given to an unfriendly employee so that he may be by passed even though he is very capable one. benevolence/STRICTNESS TENDENCY:Every evaluator has his own value system, which acts as a standard against which he makes his appraisals. Relative to the true or actual performance an individual exhibits, some supervisors have a intention to be liberal in their ratings, i. e. , they consistently assign high values to their employees, while at other times they may have a tendency to assign consistently low ratings. The former tendency is know as â€Å"positive pampering demerit”, while the latter in lenient in his appraisal, an individual performance becomes overstated, i. e. , rated higher than it actually should be.Similarly, under the negative tendency, performance is understated, than what is should. Both these trends usually arise from varying standards of performance observer by supervisors and form different interpretations of what they evaluate in employee performance. The tendency can be avoided by holding meetings or training sessions for raters so that they may understand what is required of them in rating. SIMILARITY ERROR This type of fracture occurs when the evaluator rates other people in the same way he has perceived himself. For example the evaluator, who peruses himself s aggressive, may evaluate others by looking for aggressiveness. MICELLANEOUS BIASES preconceived opinion against employees on ground of Sex, Religion and class position is also a common error in rating. For example a higher rating may be assigned to a senior employee. The rater may be influenced and give higher ratings to those holding higher positions. Besides this, there may be opportunity bias, group characteristic bias and knowledge of predictor bias. abbreviation And I nterpration The techniques of analysis are based on the response received from the employees.The sample consists 50 employees randomly selected from various departments. The responses were analyzed and interpreted. stay Of Study: The data is collected for the period 2007-2008. 1. In your opinions what should be the frequency of writing performance appraisal reports c. Annually. a, periodical b. half-yearly To understand the overall employees opinion on frequency of writ in performance appraisal report, with the help of 100 responses following data observed. SI. No. socio-economic class No. of respondents pct of respondents 1Monthly1632% 2Half-Yearly1020% 3Yearly2448% abbreviation and Interpretation; By sight the above data, most of the employees are well-to-do with the performance appraisal policies in the company, preferred annually performance appraisal. 2. In your opinion who will be right person to appraise your performance? a. adjacent boss b. countersign authority. To u nderstand the overall employees opinion on who will be right person to appraise performance of employee, with the help of 50 responses following data is observed. SI. No. fellowshipNo. of respondents percentage of respondent 1Immediate Boss2550% Counter write Authority2550% psychoanalysis and Interpretation: By observing the above data, most of the employees of the organization preferred that immediate boss is the right person to appraise his performance. 3. Is the present appraisal system helping you to know your strengths an weakness? a) Yes b) No The employees strengths and weaknesses will be known through the person appraisal system with the help of 50 respondents data is observed. SI. No. class No. Of respondents Percentage respondents 1 Yes 2550% 2 No 2550% Analysis and InterpretationBy observing the given data, The performance appraisal report speaks about the strengths and Weaknesses of the employees in the Organization. 4. Arc periodic reports of performance of each em ployee are prepare and taker as basis for preparing performance appraisal reports? a) Yes b) No To understand the given data Monthly report of performance of each employees are alert and taken as basis with the help of 50 responses following data is observed. SI. No. Category No. of Respondents Percentage respondents 1 Yes 33 66% 2 No 17 34% Analysis and InterpretationBy viewing the above data, the Performance appraisal report can be prepared based on the Consolidation of monthly report of each employee in the Organization. 5. Do you feel career part and age plan should become part of performance appraisal? a) Yes b) No To know the employees opinion on the career part and age plan should become part of performance appraisal, by taking 50 responses following data is observed. SI. No. Category No. of Respondents Percentage of respondents 1 Yes 33 66% 2 No 17 34% Analysis and InterpretationBy observing the given data, employees are referred for the career part and Achievement of su ccession plan become the part of performance appraisal. 6. Performance appraisal reports should be revealed or not? a) Yes b) No To understand the overall Employees opinion, performance appraisal repo should be revealed or not on the basis of 50 responses following data observed. SI. No. Category No. of Respondents Percentage Of respondents 1 Yes 33 66 2 No 17 34 Analysis and Interpretation By viewing the above data, Most of the employee preferred to reveal this performance appraisal report. . Are you satisfied with the present appraisal system? a) Yes b) No To know the employees that they are satisfied with the present appraisal system on the basis of 50 responses following data is observed. SI. No. Category No. of Respondents Percentage of respondents 1 Yes 35 70 2 No 15 30 Analysis and Interpretation: By viewing the data, Most of the employees are satisfied with the present performance appraisal System followed in the organization. 8. Does the performance appraisal system followe d by your organization Improves the overall performance of organization? a) Yes b) NoTo understand the performance appraisal system followed in your organization Improves the overall performance of organization, by taking 50 respondents d? is observed. SI. No. Category No. of Respondents Percentage of Respondents 1 Yes 35 70% 2 No 15 30% Analysis and Interpretation By observing the given data, the performance appraisal system followed in the MAHINDRA & MAHINDRA FINANCE SERVICE LTD. improves overall efficiency in the management and control over the staff towards the promotional policy and achievement of the goals. 9. Performance appraisal should be evaluated? ) More than once in a year b) Once in a year c) Occasionally To know the Employees opinion Performance appraisal should be evaluated for the period by taking 50 respondents data is observed, SI. No. Category No. of Respondents Percentage. Of respondents 1 More than Once in a Year 1327% 2 Once in a Year 3366% 3 Occasional 47 % Analysis and Interpretation: By viewing the above data, Most of the employees preferred to evaluate the performance appraisal yearly. 10. Do you get any guidance from your superior in your day at once work? a) Regularly b) Occasionallyc) Not at allTo understand the employees opinion, to get the guidance from your superior in your day today work with the help of 50 respondents following data is observed. SI. No. CategoryNo. of RespondentsPercentage of respondents 1 Regularly 27 54% 2 Occasionally 20 40% 3 Not at all 3 6% Analysis and Interpretation; By observing the given data, most of the employees wish to guide by the superior regularly in day to days and occasionally in specific purpose. 11. Do you think the performance appraisal Performa / program covers all aspects of the job? a) Covers all aspectsb) Does not cover some aspects ) Does not cover many aspects. To know the overall employees opinion performance appraisal Performa / program covers all aspects of the job with the 50 respondents following data is observed. SI. No. Category No. of Respondents Percentage of respondents 1 Covers all aspects 20 40% 2 Does not cover some aspects 3 8% 3 Does not cover many aspects 27 52% Analysis and Interpretation: By view the above data, most of the employees have reported that the appraisal Performa that does not cover many aspects of the jobs. 12. Which of the following is a better form of appraisal? a) Self appraisal b) occult reportsTo know the overall employees opinion which will be the better form of appraisal system, with the help of 50 respondents the following data is observed. SI. No. Category No. of Respondents Percentage of respondents 1 Self Appraisal 40 80% 2 Confidential Reports 10 20% Analysis and Interpretation: By observing the above data, most of the employees wish to have their self appraisal is better than the confidential report. CHAPTER †4 LIMITATIONS OF STUDY LIMITATIONS OF THE STUDY The study is limited to the policies and practices b eing followed in Mahindra & Mahindra finance ltd. Time factor is the main constraint for the study as it was restricted only to eight-nine weeks. ?Sampling error is not taken into consideration. ?The information given by the\r\n'