Performance Management System At TML Drivelines Limited
Introduction/ Case
TML Drivelines Limited is predominantly in the business of manufacturing Axles & Transmissions for Commercial Vehicles. In the year 2000, the erstwhile Axle & Transmissions manufacturing divisions of Tata Motors, were spun off as 100% subsidiaries HVAL & HVTL respectively. The key intent of incorporation was to give specialist focus on development and supplies of Axles and Transmissions for Tata Motors, while Tata Motors concentrated on Vehicle Design, Integration & Marketing. In the year 2011-12, the Boards of the two Companies decided to amalgamate HVTL into HVAL to harness synergies and graduate the two entities as a Total Driveline Solutions Provider. HVTL was accordingly amalgamated with HVAL and HVAL was then renamed …show more content…
Identify the process of performance management system followed at TML Drivelines Limited.
2. Employee attitude towards the present performance management system.
3. Review of the current appraisal system in order to 1. Improve productivity 2. Achieve global standards for performance management system
4. To provide suggestions & recommendations from the study conducted.
Hypotheses of the Case Study
1. Performance Appraisal is not having positive effect on TML Drivelines Limited employees ( Ho)
2. Performance Appraisal Is having positive effect on TML Drivelines Limited Employees. …show more content…
Currently 90degrees appraisal system or review followed in TML Drivelines Ltd whereas 360-degree feedback will include direct feedback from an employee's subordinates, peers, and supervisor(s), as well as a self-evaluation.
Findings-
1. The current status of performance management system throughout the organization; people have understood and accepted & also clear about the importance to the organization.
2. This initiative is from the top management. This would help in percolating down the concept to the advantage of all, which includes the top management as well as those below them.
3. In performance management system both the point should be considered such as work related & individual growth and performance based.
4. Appraisal document should be prepared and review on the basis of Job skill requirement basis, there should not be common appraisal doc. Review process
5. The job and role expected from the employees should be decided well in early or advance stage and that too with the consensus with them.
6. The panel of people should do the appraisal being as neutral and objective methods should be employed having quantifiable data.
7. The timeline & frequency of appraisal cycle should be
TML Drivelines Limited is predominantly in the business of manufacturing Axles & Transmissions for Commercial Vehicles. In the year 2000, the erstwhile Axle & Transmissions manufacturing divisions of Tata Motors, were spun off as 100% subsidiaries HVAL & HVTL respectively. The key intent of incorporation was to give specialist focus on development and supplies of Axles and Transmissions for Tata Motors, while Tata Motors concentrated on Vehicle Design, Integration & Marketing. In the year 2011-12, the Boards of the two Companies decided to amalgamate HVTL into HVAL to harness synergies and graduate the two entities as a Total Driveline Solutions Provider. HVTL was accordingly amalgamated with HVAL and HVAL was then renamed …show more content…
Identify the process of performance management system followed at TML Drivelines Limited.
2. Employee attitude towards the present performance management system.
3. Review of the current appraisal system in order to 1. Improve productivity 2. Achieve global standards for performance management system
4. To provide suggestions & recommendations from the study conducted.
Hypotheses of the Case Study
1. Performance Appraisal is not having positive effect on TML Drivelines Limited employees ( Ho)
2. Performance Appraisal Is having positive effect on TML Drivelines Limited Employees. …show more content…
Currently 90degrees appraisal system or review followed in TML Drivelines Ltd whereas 360-degree feedback will include direct feedback from an employee's subordinates, peers, and supervisor(s), as well as a self-evaluation.
Findings-
1. The current status of performance management system throughout the organization; people have understood and accepted & also clear about the importance to the organization.
2. This initiative is from the top management. This would help in percolating down the concept to the advantage of all, which includes the top management as well as those below them.
3. In performance management system both the point should be considered such as work related & individual growth and performance based.
4. Appraisal document should be prepared and review on the basis of Job skill requirement basis, there should not be common appraisal doc. Review process
5. The job and role expected from the employees should be decided well in early or advance stage and that too with the consensus with them.
6. The panel of people should do the appraisal being as neutral and objective methods should be employed having quantifiable data.
7. The timeline & frequency of appraisal cycle should be