Week 1 Knowledge Check

Knowledge Check Week 1The material presented below is not meant to be a comprehensive list of all you need to know in the content area. Rather it is a starting point for building your knowledge and skills. Additional study materials are recommended in each area below to help you master the material. Personalized Study Guide Results: Score: 12 / 12 Concepts Mastery Questions Pricing Decisions 100% Market Systems 100% Market Equilibrium 100% Concept: Pricing Decisions Mastery 100% Questions 1 . Revenue increases when †¢ A. roducer surplus increases Correct : Producer surplus is the difference between the minimum price the producer is willing to receive and what they actually receive. The surplus is their profit, and the larger the surplus, the greater their profit on the good. When it decreases, the producer receives a price closer to the minimum acceptable. The consumer surplus measures what the consumer is willing to pay and that price’s difference from the market price. The closer to the market price, the higher the consumer surplus, as consumers are spending ess than they are willing to, and the less spent, the lower the revenue will be for the good. Materials †¢ Producer Surplus 2 . An increase in the price of an inelastic goods †¢ C. increases revenues Correct : Inelastic goods are necessities that consumers continue to purchase even when the price increases. This increases the revenue, as more is paid for each good. The percentage change in price increases faster than the change in quantity, which may remain constant. When more is paid for a good or a service, revenue increases. Materials †¢ Price Elasticity and the Total-Revenue Curve Inelastic Demand 3 . Price elasticity of Demand increases whe †¢ C. people become more price sensitive over time Correct : Price elasticity of demand measures the percentage change in quantity demanded divided by the percentage change in price. Price elasticity is either inelastic or elastic. As the price elasticity of demand coefficient rises, price elasticity becomes more elastic. A low price elasticity coefficient relates to an item that has very few substitutes, which causes people to be less sensitive to a change in price, such as in gasoline or medicine (inelastic demand, Ed

Performance Appraisal System

â€Å"A STUDY ON PERFORMANCE APPRAISAL SYSTEM† DONE FOR â€Å"BAJAJ FINSERV LIMITED† PROJECT REPORT Submitted in the partial fulfillment for the award of MASTER OF BUSINESS ADMINISTRATION Submitted By SOFIYA TARRANNUM (Roll No- 2128-11-672-018) Under the guidance of ASHARA ANJUM HYDERABAD PRESIDENCY P. G. COLLEGE (Affiliated to Osmania University Hyderabad, and approved by AICTE. DECLARATION I here by declare that the project work entitled â€Å"A STUDY ON PERFORMANCE APPRAISAL SYSTEM†, submitted by me under the supervision of, ASHARA ANJUM, Department of MBA, HYDERABAD PRESIDENCY P.G COLLEGE. HYDERABAD submitted for the requirement for the award of the Master of Business Administration of OSMANIA UNIVERSITY and it is entirely original and has not been submitted earlier by any one for any Degree or Diploma. PLACE: HYDERABAD DATE: (SOFIYA TARRANNUM) ROLL NO : 2128-11-672-018 CERTIFICATE This is certify that the project work entitled â€Å"A STUDY ON PERFORMANCE A PPRAISAL SYSTEM† is bonafide work done and submitted by SOFIYA TARRANNUM, in partial fulfillment of the requirements for the award of the degree of â€Å"MASTER OF BUSINESS ADMINISTRATION† in â€Å"HYDERABAD PRESIDENCY P.G COLLEGE† (Affiliated to Osmania University, Hyderabad and approved by AICTE, during the year 2012-2013. ASHARA ANJUM ARSHAD UR REHMAN Project Guid Head of Department Hyderabad Presidency P. G College Hyderabad Presidency P. G College Hyderabad-500089. Hyderabad -500089. ACKNOWLEDGEMENT First of all, I think almighty god who has blessed me all through my life. I wish to express my sincere indebtedness to our principal, prof.ARSHAD UR RAHMAN. HYDERABAD PRESIDENCY COLLEGE. My profound thanks and deep sense of gratitude of , Head of the Department, HPC for his valuable support and encouragement . I express my sincere thanks to my guide, ASHARA ANJUM, associate professor for their valuable guidance and suggestions and being instrumental in having sh ape to my project work. I would like to thank entire faculty members in Hyderabad Presidency p. g college. for their support and inspiration for successful completion of the project they were the most caring and the best critics during the course of y project and enabled me to be creative and multi-dimensional in my approach. I will remain always debited to them. Last but not the least, I wish to acknowledge with gratitude for the support and encouragement extended by my family members for the successful completion of the project. (SOFIYA TARRANNUM) EXECUTIVE SYNOPSIS HYDERABAD PRESIDENCY P. G COLLEGE A STUDY ON PERFORMANCE APPRAISAL DONE FOR BAJAJ FINSERV LIMITED. NAME: SOFIYA TARRANNUM UNDER THE GUIDENCE OF ROLL NO -2128-11-672-018 ASHARA ANJUM TABLE OF CONTENTTOPICSPAGE NO. CHAPTER-1 †¢INTRODUCTION 9-16 RESEARCH METHODOLOGY17-19 CHAPTER-2 †¢LITERATURE REVIEW14-25 CHAPTER-3 †¢THE COMPANY/ ORGANIZATION/ SYSTEM26-43 CHAPTER-4 DATA ANALYSIS44-68 CHAPTER-5 FINDINGS,SUGG ESTION & CONCLUSION 69-74 BIBLIOGRAPHY76 QUESTIONARE 77 LIST OF TABLES AND GRAPH Sl No. FiguresPage No 1. Project Goals are different from functional Goal45 2. Position on the basis of performance46 3. Scope of using the innovating skills in making Decesion47 4. Percentage of Target matching with Goal48 5. Discuss personal problem with superior49 6.Superior contribute to see their goal50 7. Methods of appraisal51 8. Interpersonal team Relationship 52 9. Employee appreciation53 10. Feedback given by appraiser54 11. Employee opinion about frequency of appraisal system55 12. Opinion on performance linked performance policy56 13. Training needs57 14. Employee opinion on appraisal system58 15. Appraisal System59 16. Rating system60 17. Planning61 18. Value of employee in the organization62 19. Improvement in Job performance63 20. Self appraisal64 21. Effectiveness of Appraisal65 22. Employee Satisfiction66LIST OF CHARTS Sl No. FiguresPage No 1. Process Flow Chart of Appraisal24 2. Servic e at Bajaj Finserv Limited25 3. Performance Rating against individual item 27 4. Summary detail of portfolio32 5. Organization Structure of Bajaj Finserv35 6. Appraisal by first Assessor37 7. Appraisal by second Assessor38 CHAPTER-1 INTRODUCTION RESEARCH METODOLOGY RESEARCH METHODOLOGY: Research design : Descriptive in nature Research instrument : A well structured questionnaire Population size : 275 Sample size : 100Sampling unit : Technical Sample procedure : convenience sampling Sources of data : Primary & Secondary data Primary data : Primary data is collected from the respondents through Questionnaire & interacting with the associates. Secondary data : Secondary data is collected from the various text books On performance appraisal, Company reports, company Broachers and company websites. ww. bajajfinserv. com Statistical tool : weighted average method and simple percentage method. This chapter deals with the Title of the study, the Need of the study i. e. for what purpose the study is actually carried out, the Scope of the study, the Objectives of the study, the Various sources of data collection, the Study instruments used for conducting survey like Questionnaire, Interview etc, the way the data is analyzed, the Presentation of the study and finally the limitation involved in the study.TITLE OF THE STUDY: The Title of the study is â€Å"STUDY ON PERFORMANCE APPRAISAL SYSTEM† At â€Å"BAJAJ FINSERV LIMITED †, Hyderabad, and Andhra Pradesh. NEED FOR THE STUDY: ?Performance appraisal has been considered as a most significant and dispensable tool for an organization. It is highly useful in making decisions regarding various personal aspects. Performance appraisal developing criteria for promotion and career development. ?It provide a synthetic feed back to the employees regarding there performance with in a limited period of time.It prevent grievances and increases the analytical abilities of the supervisors The overall objectives of performan ce appraisal is to improve the efficiency of an enterprise by attempting to mobilize the best possible effort from individuals employed SCOPE OF THE STUDY: The scope of the study has been confined to the associates of Bajaj Finserv limited. It includes associates of various departments with different cadres only top-level executives are excluded from the study. OBJECTIVES OF THE STUDY: ?To study the existing performance appraisal system at B F L. ?To evaluate the effectiveness of appraisal system. To offer suggestion for improvement in performance appraisal system. RESEARCH DESIGN: Descriptive study â€Å"A research design is the arrangement of conditions for collection and analysis of data in manner that aims to combine relevance to the research purpose with economy in procedure†. RESEARCH INSTRUMENT: Making researches have a choice of two main research instruments in collecting primary data. They are questionnaire and mechanical devices. Hear the research instrument used in a structure questionnaire, which is carefully and well designed. It includes both open and close ended questions.The questionnaire is personally administered to the respondents and clarify the doubts if any , and the responses were solicited. SAMPLING DESIGN: POPULATION: In statistical uses the term population is any finite or infinite collection of individuals. The populations of this study are associates of the technical department of the company. Population size: Population size constitutes 275 associates Sample size: A sample size is 100 Sample unit: A sample unit is service department. SOURCES OF DATA COLLECTION Data for the present study is collected through two sources i. e. through primary data and secondary data.Primary Data: The primary data is collected through Questionnaires and interacting with the associates. Secondary Data: For the study on performance Appraisal System the secondary Sources used are various Textbooks on Performance Appraisal, company reports, company policies, brochures and various websites. STUDY INSTRUMENTS: The questionnaire is framed to find out the effectiveness of Performance Appraisal of Bajaj Finserv Limited. It contains 24 questions. It is distributed into four sections. †¢Setting Of Goals †¢Role Of Superior †¢Feedback and Evaluation †¢Organizational EffectivenessANALYSIS OF DATA: The collected data is tabulated and then analyzed by simple percentage, weighted average and represented by different types of graphs and charts. The analysis of data is on the basis of the questionnaire collected from the associates. CHAPTER-2 LITERATURE REVIEW CONCEPTUAL FRAMEWORK DEFINITION OF PERFORMANCE APPRAISAL To define the concept of performance appraisal the management gurus have taken certain common parameters and on the basis of that they have defined the term. The terminology of the definitions may differ but the overall meaning of the definition remains same.Some of the leading definitions are given below ?Pe rformance appraisal is a systematic review of a person’s work and achievements over a recent period, usually leading to plans for the future. ?In, its most basic form, performance appraisal includes documenting achieve results (Hopefully, by also including use of examples to clarify documentation) and indicating if standards were met or not. ?The appraisal usually includes some form of development plan to address insufficient performance. ?The evaluation of an individual’s work performance in order to arrive at objective personnel decisions.PURPOSE OF TRADITIONAL PERFORMANCE APPRAISALS Performance appraisal for evaluation using a traditional approach has served the following purposes: ?Promotion, separation, and transfer decisions. ?Feedback to the employee regarding how to organization viewed the employee’s performance. ?Evaluation of relative contributions made by individuals and departments in achieving higher organization goals. ?Criteria for evaluating the effectiveness of selection and placement decisions, including the relevance of the information used in the decisions within the organization. Reward decisions, including merit increases promotions and other rewards. ?Ascertaining and diagnosing, training and development decisions. ?Criteria for evaluating the success of training and development decisions. INSIGHT INTO APPRAISAL THEORY Organizations in their day-to-day activities working handle loads of activities. The employees working in the organizations carry on these activities. Organization activities done by the employees are termed as â€Å"performance† the buzzword that is all time in the heads of the management. â€Å"The success of the organization depends upon the performance of its employees†Earlier organizations did not have any kind of specific methodology to handle the issues relating to measuring of performance because they did not had an understanding that the performance of the employees plays an sign ificant role in the overall functioning and meeting goals and objectives of the organizations. Performance is measured basically on the basis of the goals by an individual, which contribute to the overall organizational goals. The main focus is on meeting the overall goals and objectives of the organization in the specific time span.In doing so the organization must also see that the individual self-development and personal goals are also fulfilled. When the individual is able to synchronize his personal goals with that of the organizational goals then the working of the system will be apt. PREFACE OF THE APPRAISAL SYSTEMS The appraisal is both inevitable and universal. In the absence of carefully structured system of appraisal, people tend to judge the work performance of others ,including subordinates, naturally, informally and arbitrarily.Without a structured appraisal system there is a little chance of ensuring that the judgments made will be lawful, fair, defensible and accurat e. The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor’s pioneering time and motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resource management. The practice of appraisal is an ancient art. In the scale of things historical , it might well lay claim that appraisal is the world’ second oldest profession.Performance appraisal systems began as simple methods of income justification. That is, appraisal was used to decide whether or not the salary or wage of an individual employee Was justified. Little consideration, if any, was given to the developmental possibilities of appraisal. It was felt that a cut in a pay, or a rise, should provide the only required impetus for an employee to either improve or continue to perform well. Pay rates were important, yes; but they were not only the element that had an impact on employee performance.It was found that other issues, such as morale and self-esteem, could also have a major influence. APPRAISALS IN TODAY’S CORPORATE WORLD The modern system of performance appraisal is defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvements and skill development.In many organizations – but not all – appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses and promotions. By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in some cases demoti on, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay. FLAW EXIST IN TRADITIONAL PERFORMANCE APPRAISAL SYSTEM oWork scheduling plans oBudgeting oHuman Resource planning MOSTLY USED METHODS OF PERFORMANCE APPRAISAL RATING SCALES: The rating scale method offers a high degree of structure for appraisals. Each employee trait or characteristics is rated on the bipolar scale that usually has several points ranging from â€Å"poor† to â€Å"excellent â€Å". The traits assessed on these scales include: ? Cooperation ?Communication ability ?Initiative ?Punctuality ?Technical competenceThe nature and scope of the traits selected for inclusion is limited only by the imagination of the scale’s designer or by the organization’s need. BEHAVIORAL ANCHORED RATING SCALES The term used to describe a performance rating that focused on specific behaviors or sets as indic ators of effective or ineffective performance, rather than on broadly stated adjectives such as â€Å" average, above average, or below average â€Å". GRAPHIC RATING SCALES The term used to define the oldest and the most widely used performance appraisal method.The evaluator are given a graph and asked to rate the employees on each of the characteristics. The number of characteristics varies from one to hundred. The rating can be a matrix of boxes for the evaluator to check off or a bar graph where the evaluator checked off a location relative to evaluators rating. CHECKLIST The term used to define a set of adjectives or descriptive statements. If the rater believed the employee possessed a trait listed, the rater checked the item; if not, the rater left the item blank. The rating score from the checklist equaled the number of checks.WEIGHTED CHECKLIST The term is used to describe an alternative method of performance appraisal where the supervisor or personal specialists familiar with the job being evaluated prepare a large list of descriptive statements about effective and ineffective behavior of jobs. RANKING METHOD The term ranking has been used to describe an alternative method of performance appraisal where the supervisor has been asked to order his or her employees in terms of performance from highest to lowest. CRITICAL INCIDENT METHODThe term is used to define a method of appraisal that made lists of statements very effective and very ineffective behavior for employees. The lists have been combined into categories, which vary with the job. Once these categories are developed and a statement of effective and ineffective behavior has been provided, the evaluator recorded examples of critical behaviors, and the log has been used to evaluate the employees at the end of evaluation period. NARRATIVE OR ESSAY EVALUATION This method requires the evaluator to write a short essay describing each employee’s performance during the raring period.This form at emphasizes evaluation of overall performance, based on the strengths and weaknesses of an employee performance. Some companies still use this method exclusively, whereas in others, the method has been combined with the graphic rating scale. MANAGEMENT BY OBJECTIVES The management by objectives performance appraisal method has the supervisor and the employee get together to set objectives in quantifiable terms. The appraisal method has worked to eliminate communication problems by the establishments of regular meetings, emphasizing results, and by being an ongoing process. Cascading of organizational objectives oSetting up of subordinate objectives oReviewing and evaluating the performance oFeedback and rewards oSetting up of new MBO. 360 DEGREE PERFORMANCE APPRAISAL Performance Appraisal by all the parties like supervisors, peers, subordinates, employees themselves, users of service and consultants is called 360 degree Performance Appraisal. The appraiser should be capable of det ermining what is more important and what is less important. He should prepare reports and make judgments without any bias. SELF APPRAISALIf individuals understand the objectives they are expected to achieve and the standards by which they are to be evaluated, they are to a great extent in the best position to appraise their own performance. Also, since employee development means self-development employee who appraises his or her own performance may become highly motivated. MERITS OF AN APPRAISAL SYSTEM Perhaps the most significant benefit of appraisal is that, in the rush and bustle of daily working life, it offers a rare chance for a supervisor and subordinate to have â€Å" time out â€Å" for a one-on-one discussion of important work issues that might not otherwise be addressed.Almost universally, where performance appraisal is conducted properly, both supervisors and subordinates have reported the experience as beneficial and positive. Appraisal offers a valuable opportunity t o focus on work activities and goals, to identify and correct the existing problems, and to encourage better future performance. Thus the performance of the whole organization is enhanced. The value of this intense and purposeful interaction between a supervisor and subordinate should not be underestimated. Motivation and SatisfactionPerformance appraisal can have a profound effect on levels of employee motivation and satisfaction. It provides employees with recognition as an incentive has been long noted. In fact, there is evidence that human beings will even prefer negative recognition in preference to no recognition at all. Training and Development Performance Appraisal offers an excellent opportunity – perhaps the best that will ever occur – for a supervisor and subordinate to recognize and agree upon individual training and development needs. Recruitment and inductionAppraisal data can be used to monitor the success of the organization’s recruitment and ind uction practices. For example, how well are the employees performing who were hired in the past two years? Appraisal data can also be used to monitor the effectiveness of changes in recruitment strategies. By following the yearly data related to new hires it is possible to assess whether the general quality of work force is improving, staying steady, or declining. Employee Evaluation Though often understated or even denied, evaluation is a legitimate and major objective of performance appraisal.But the need to evaluate is also an ongoing source of tension, since evaluative and developmental priorities appear to frequently clash. Yet at its most basic level, performance appraisal is the process of examining and evaluating the performance of an individual. It is been said by some that appraisal cannot serve the needs of evaluation and development at the same time; it must one or other. EXPECTATIONS FROM MANAGER IN DOING PERFORMANCE APPRAISAL †¢Translate organizational goals into individual job objectives †¢Communicate management expectations regarding employee performance. Provide feedback to the employee about the job performance in light of management’s objectives. †¢Coach the employee on how to achieve job objectives/requirements. †¢Diagnose the employee’s strengths and weaknesses. †¢Determine what kind of development activities might help the employee better utilize his or her skills to improve performance on the current job. CRITERIA OF A SUCCESSFUL PERFORMANCE OBJECTIVE Specific; What specifically is to be achieved? Not just what actions are to be performed, but what results are to be achieved through these actions? Keeping objectives simple ensures they are clear and specific.This also reduces the chance for disputes or confusion come performance appraisal time. Measurable How will you know how well an objective has been achieved? Although it may not be readily apparent, every object can be measured. Some measures ca n be measured quantitatively; others must be measured qualitatively. Accountable Accountability for performance objectives must be crystal clear and specifically state who is accountable. The more detail the better. A clear definition of what he or she is specifically accountable for will help reduce confusion cum performance appraisal time.Defining accountability will ensure a sense of urgency and purpose on the part of the employee. Realistic For an objective to be meaningful, it must be realistic and reasonable. A well-written performance objective focuses on the goals and objectives required to meet the objective. In highly efficient organizations, performance objectives ultimately link back to the company’s overall strategy and business plan. Objectives should challenge employees towards continuous improvement, but should not be unrealistic or unattainable. Time based An achievable time frame must be set for reaching the objectives.Consider assigning specific target date s not only for the performance objective itself, but also each lesser milestone linking the entire goal. Remember to be specific towards achieving results and guide action in a results oriented ways towards the objective. PROCESS FLOW CHART OF APPRAISAL GENERAL INSTRUCTIONS The performance rating against individual item in the appraisal is to be done on a 1-5 point scale as follows: RATINGEXPLANATION 5OUTSTANDING- Exceeds requirements significantly and consistently in all critical work aspects. Showed tremendous initiative and is very proactive . 5EXCELLENT- Performance at the highest standards. possesses and effectively utilized where needed, the knowledge in areas beyond those required for the discharge of critical responsibilities. Exceed requirements in most critical areas. Plans and executes well 4VERY GOOD- Demonstrates effective skills in most and essential responsibilities. Some skill areas still need improvement in order to excel at the job. 3. 5GOOD- Demonstrates skills in some essential areas. There is scope for improvement in some critical responsibility areas. Shows initiative. ABOVE AVERAGE- Demonstrates skills in some of the essential responsibilities. Performance is adequate for the current review period. Supervision is required to execute tasks in many areas. 2AVERAGE- Demonstrates average skills in most of the essential responsibilities. Meets targets with continuous supervision. Intensive training is required, 1 BELOW AVERAGE- Demonstrates Level of skills that has been unsatisfactory and inadequate for the discharge of the essential responsibilities. Consistently fall short of requirements. High level of supervision is required.Assessments duly completed in all respects, are to be forwarded to HR, in sealed envelopes. CHAPTER-3 The Company/ Organization/ System COMPANY PROFILE AN INTRODUCTION TO BAJAJ FINSERV LIMITED INTRODUCTION  ¬Ã‚ ¬Ã‚ ¬Ã‚ ¬INTRODUCTION: Bajaj FinServ will strive to be one of the top financial services businesses in Ind ia focused on delivering superior customer experience through competitive products and class leading services while providing consistent and superior returns to our shareholders and maintaining the high levels of integrity of Bajaj. Company profile:Bajaj Finserv Limited (Bajaj Finserv) is a holding company. Bajaj Finserv is the financial services arm of the Bajaj group. Its financial services businesses include lending, protection, and financial advisory and wealth management. The Company operates in four segments: Insurance, Windmill, Retail Financing and Investments & others. It does lending business Under Bajaj Finance Limited (BFL). Its protection business consists of life insurance, under the Bajaj Allianz Life Insurance Company (BALIC), and general insurance, under the Bajaj Allianz General Insurance Company (BAGIC).The Company’s Financial Advisory and Wealth Management business consists of Bajaj Financial Solutions Limited (Bajaj Finsol), which offers financial product s and advises clients on financial and wealth management. In addition, as of March 31, 2012, Bajaj Finserv had wind-farm assets, incorporating 138 windmills in Maharashtra with an installed capacity of 65. 2 megawatt. Bajaj Finserv endeavors to become a full fledged financial services company and be the financial partner to the Indian consumer and help him across his financial needs throughout his lifecycle.Bajaj Finserv is a consumer focused company with emphasis on profitable growth and operational efficiency to deliver best results to all its stakeholders. Bajaj Finserv Group companies share common values of Reliability, Innovation and Efficiency and provide customers with high quality products and services. Key focus areas for Bajaj Finserv are Lending, Investment, Protection and Advisory. Bajaj Finserv also has interests in Wind farms with 138 windmills and a total installed capacity of 65. 2 MW BAJAJ FINSERV LIMITED VISION:Bajaj Finserv has a vision to become a full fledged fi nancial services company and be the financial partner to the Indian consumer and help him across his financial needs, whether for finance, for investment management, for protection or for post retirement support, throughout his lifecycle. Bajaj Finserv is a consumer focused company with emphasis on profitable growth and operational efficiency to deliver best results to all its stakeholders. MISSION: â€Å"Bajaj Finserv is a consumer focused company with emphasis on profitable growth and operational efficiency to deliver best results to all its stakeholders. COREVALUES: ?Trust ?Integrity ?Commitment ?Respect for people ?Innovation OBJECTIVE: â€Å"To create value and delight for our stake holders† QUALITY POLICY: â€Å"To excel in providing Financial services that meets or Exceeds customer requirements through continual improvements† NATURE OF ACTIVITY ?Our Products & Services: ?Loans Against Property ? Personal Loans ? Business Loans ? Home Loans ? Infrastructure Equi pment Finance ? Loans Against Securities ? Consumer Durable Loans As a value-added service we also provide insurance services like ‘Group Term Policy’ and ‘Group Term Suraksha’ bundled with our products.VARIOUS DEPARTMENTS ?Operations ?Human resources ?Finance ?Networking and systems ?Quality ?Corporate services ?Collection ?Sales ?Product ?Marketing PEOPLE: considered as â€Å"Associates† BAJAJ FINSERV believes â€Å"our people are our strength,† & this is the very reason why Bajaj term them as â€Å"Associates† rather than employees. The work culture is people oriented, where individual aspirations are matched with organizational Objectives. Our associates exemplify our customer-oriented work style.The employees at BFL are comfortable working across cultures and across contexts; their consistency and dependability lies in their emphasis on creating solutions that are problem-focused, high on quality and quick in terms of time-to-marke t. Bajaj Group. Its insurance joint ventures with Allianz SE, Germany namely Bajaj Allianz Life Insurance Company Limited and Bajaj Allianz General Insurance Company Limited are engaged in life and general insurance business respectively. Its subsidiary Bajaj Finance Limited is a Non Banking Finance Company engaged in consumer finance, SME finance and commercial lending.Bajaj Financial Solutions Limited, a wholly owned subsidiary of Bajaj Finserv Limited is engaged in wealth advisory business. SERVICES AT BAJAJ FINSERV LIMITED Bajaj Finance Limited We are the most diversifed non-bank in the country, the largest financier of consumer durables in India and one of the most profitable firms in the category. Hereunder are summary details of our portfolio of businesses, with a brief description on each. Consumer FinanceConsumer Durables Finance Lifestyle Finance EMI Card Personal Loans Cross Sell Co-branded Credit Cards Two and three wheeler FinanceSalaried Personal Loans SME FinanceMortg age Business Loans Commercial LendingConstruction Equipment Finance Infrastructure Finance Vendor Financing Awards and Accomplishments The recognition that matters the most to us is the one we receive from our customers. That was how it was when we started. That will be even when we have a treasure trove of Industry Recognition and awards Awards: Recently, we won the CIO 100 Innovation award for two of our innovations – countries such as Canada, Sweden, Australia, Singapore, Vietnam, Hungary and India, the CIO 100 Awards is a truly global recognition.It is an acknowledged mark of excellence in enterprise IT. Management Profile Sanjiv Bajaj: Managing Director Kevin D’Sa: CFO and President – Business development Ranjit Gupta: President (Insurance) S. Sreenivasan: President (Finance) V. Rajagopalan: President (Legal) Sonal R Tiwari: Company Secretary OFF SHORE POLICIES PERSONAL BENEFITS ?Leave ?Onsite return leave policy ?Personal leave policy ?Loans for house rent al deposit ?Home pc ?Telephone at residence ?Facilities to the associates TRAVEL RELATED ?International travel ?Domestic travel ?Conveyance reimbursement ?Car hire Relocation policy ?Relocation allowance WORK PLACE BASIS ?Working hour ?Dress code ?Identity card ?Business card ?Late/holiday working ?Work ethics ?Shift allowance OTHER POLICIES ?Reward and recognition ?Staff welfare allowance ?Associate referral ?Work ethics ?Higher education BAJAJ FINSERV LIMITED OFFERINGS Organisation Structure Performance Appraisal System at Bajaj Finserv Ltd: PERFORMANCE MANAGEMENT: APPRAISAL PROCEDURE: PERFORMANCE APPRAISAL FOR ASSOCIATES OF HOD LEVEL: PURPOSE: To appraise the performance of all the associates at HOD level in BAJAJ FINSERV LIMITED PROCEDURE: General: Annual appraisal is done during the month of April, every year for all the confirmed associates who are on the rolls as on 31st December of the previous year. †¢Distribution of Appraisal Forms: for annual appraisal, the HR will d istribute the appraisal forms to the CEO for further distribution to the concerned appraisers. †¢Self-Documentation: At the start of the appraisal process, every assessee will fill a self-documentation form and give it to the concerned Appraiser. †¢Appraisal by Assessor: The Assessor will perform the assessment upon receiving the self Appraisal Form from the assessee.The forms to be used for appraisal is as given in the table below: Sl. NoTitle of the formUsed for Appraisal of 1Self Documentation formAll Associates at HOD Level 2Performance Appraisal Form(HOD)All Associates at HOD level †¢Acceptance of Appraisal: The Assessor will discuss the assessment results with the assessee. If the assessee agrees to the assessment, then the assessee and the concerned assessor will sign on the Performance Appraisal Form and the first assessor (CEO) will also give his final authorization.The appraisal form, complete in all respects is received from the CEO. †¢Follow-up of App raisal: The HOD (HR) will issue the revised salary/ promotion letters to the assesse based on the performance Appraisal form and discussions with the concerned first assessor. HR informs the revised salary/ promotion details of an assessee to finance for processing the same by updating the Associate database. †¢Appraisal Records: the HOD (HR) will maintain the performance appraisal records in the personal file of each associate. PERFORMANCE APPRAISAL FOR ASSOCIATES BELOW HOD LEVEL:PURPOSE: To appraise the performance of all the associates below HOD level in BAJAJ FINSERV LIMITED. PROCEDURE: †¢General: Annual appraisal is done during the month of April, every year for all the confirmed associates who are on the rolls as on 31st December of the previous year. †¢Distribution of Appraisal Forms: For annual appraisal, the HR will distribute the appraisal forms to the HOD for further distribution to the concerned appraisers. †¢Self-Documentation: At the start of the ap praisal process, every assessee will fill a self-documentation form and give it to the concerned Appraiser. Appraisal by Assessor: the Appraiser first assessor) will perform the assessment upon receiving the self Appraisal Form from the assessee and forward the performance appraisal form to the reviewer (second assessor). The forms to be used for appraisal is as given in the table below: Sl noTitle of the formUsed for appraisal of 1Self Documentation form – technicalAll technical Associates below HOD Level 2Self Documentation form – Non technicalAll non- technical Associates below HOD Level 3Performance Appraisal Form (PL/PM)All associates at designer and above level but below HOD Performance Appraisal Form (Team members)All Associates at Team member (Manager/asst manager) level 5Performance Appraisal Form (Non – Technical)All Associates below HOD Level in non- technical Dept The level of the associate to be appraised in areas other than technical is as per the policy Guidelines . †¢Appraisal by second Assessor: The reviewer (second Assessor) will review the assessment upon receiving the performance appraisal form from the appraiser (first assessor). During annual appraisal, the first/ second assessor will give the performance rating based on joint assessment. Acceptance of Appraisal: The appraiser (first assessor) will discuss the assessment results with the assessee. If the assessee agrees to the assessment, then the assessee and the concerned appraiser (first assessor) will sign on the performance appraisal form and the form will be forwarded to the second assessor/ – HOD for final authorization. In case of conflict, the appraisal form will be referred to the concerned reviewer (second assessor). The second assessor will be responsible for further action on the same.For all cases of conflict and where no second assessor exists, concerned HODs will act as the second assessor. The appraisal form, complete in all respects is re ceived by HR form the respective head of the department. †¢Follow-up of Appraisal: The HOD (HR) will issue the revised salary/ promotion letters through reporting managers to the assesses based on the performance Appraisal form and discussions with the concerned head of the department. HR informs the revised salary/ promotion a detail of an assessee to finance for processing the same by updating the Associate database. Appraisal Records: the HOD (HR) will maintain the performance appraisal records in the personal file of each associate. APPRAISAL FORMAT: SELF DOCUMENT FORM: †¢The self-document form mainly includes all those contents, which are needed for the evaluation of performance appraisal. †¢The employees through the online facility fill this document form. †¢This includes the general information like the associate id, name, designation, department, role/level, qualification, and date of joining, location, and relevant experience. †¢This form also inclu des the assessee remarks that have evaluated the form. The various areas like the employees achievement, area where the employee have not performed up to the expectation, assessee’s strengths, areas of improvement are also included. These areas are evaluated both by the Assessee, Assessor 1 and Assessor 2. †¢The training programs attended and which the employee would like to attend is also included. †¢The career aspiration of the employee is also a part of the self-document form . GENERAL INSTRUCTIONS FORTECHNICAL ASSOCIATES The Self-documentation form should be complete in all respects. 1. What do you see as your major achievements for the period under review? . What Factor(s) enabled you in your achievement? 3. Constraints, which affected your overall performance. List your own efforts to exploit the opportunities and overcome the difficulties? (Include your strategies and tactics) 4. Your initiatives and contributions to the organization during the review period e. g. Cost savings, revenues, profits, technology enhancements, process improvements etc 5. Project related data for the periodic review, which includes name of the project, role played by you in each of the project and number of hours put in. 6.What have you gained from the training programmes you have attended and where you have applied the learning? 7. Your key result areas for next review period. One of the key result areas should be for self-development. GENERAL INSURANCE FOR NON TECHNICAL ASSOCIATES The Self-documentation form should be complete in all respects. I. What do you see as your major achievements for the period under review? II. What Factor(s) enabled you in your achievement? III. Constraints, which affected your overall performance. List your own efforts to exploit the opportunities and overcome the difficulties? Include your strategies and tactics) IV. Your initiatives and contributions to the organization during the review period e. g. Cost savings, revenues, pro fits, technology enhancements, process improvements etc V. What have you gained from the training programmes you have attended and where you have applied the learning? VI. Your key result areas for next review period. One of the key result areas should be for self-development. CRITERIA OF APRRAISAL RELATED AREAS Task related areas: Achievement of results Output of work Quality of work Quality system Conceptual skills: Total perspective Integrated skillsProactive skills Analytical and Planning skills Human skills Leadership Ability to inspire and motivate Interpersonal relationship Tact and cooperation Training and development of subordinates Communication Resolution of conflict Functional skills: Job knowledge Planning and organizing Decision-making Personality attributes: Openness Empathy and sensitivity Integrity (intellectual and moral) Flexibility/Adaptability/Positive outlook Perseverance Creativity/Innovativeness Capacity to withstand stress Discipline Dependability Loyalty an d Commitment Self-confidence Appearance and Bearing. CHAPTER-4DATA ANALYSIS & INFERENCES Section -I : Regarding Setting Goals 1. Project goals are different from functional goals a)Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 1 OptionsNo of respondentsWeightsTotal score Strongly agree9218 Agree61161 Strongly disagree7-2-14 Disagree23-1-23 GRAPH 2. 1 Inference:Majority of the respondents opined that project goals and functional goals are one and the same with a mean of 0. 42. 2. If I can perform consistently it will see me in higher position sooner than later a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. OptionsNo of respondentsweightsTotal score Strongly agree22+244 Agree54+154 Strongly disagree12-2-24 Disagree12-1-12 GRAPH 2. 2 Inference: Majority of the respondents are agreeing that they can expect themselves in higher position if they perform consistently with a weighted average of 0. 62. 3. My job presents scope for using my innovating skills in making my Decisions a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 3 OptionsNo of respondentsweightsTotal score Strongly agree22+244 Agree13+113 Strongly disagree11-2-22 Disagree51-1-51 GRAPH 2. 3Inference: Majority of the respondents opined their job does not showing present scope for using their innovating skills in making decisions with a mean of 0. 16. 4. Percent of target matching with goals in 2008 – 09 a) 80%-100% b) 60%-80% c) 40%-60% d) 20%-40% TABLE 2. 4 OpinionNo of respondentsValue in percentage 80%-100%3333% 60%-80%2929% 40%-60%3131% 20%-40%77% GRAPH 2. 4 Inference: 33% of respondents 80%-100%, 31% of respondents 40%-60%, 29% of respondents 60%-80% and 7% of respondents 20%-40%. The analysis shows that only few employees can meet their target on time.Section B: About the role of superior 5. I don’t hesitate to discuss any of my personal problems with my Superior a) Strongly agree b) agree c) strongly disagree d) disagree TA BLE 2. 5 OptionsNo of respondentsweightsTotal score Strongly agree14+228 Agree61+161 Strongly disagree5-2-10 Disagree20-1-20 GRAPH 2. 5 Inference: Majority of the respondents agree that they do not hesitate to discuss their personal problems with their superior with a weighted score of 0. 6. 6. My superior acknowledging and contributing to set the goals a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. Options No of respondentsweightsTotal score Strongly agree9+218 Agree 77+177 Strongly disagree5-2-10 Disagree 9-1-9 GRAPH 2. 6 Inference :Majority of the respondents agree that their superiors acknowledge and contribute to set their goals with a weighted average of 0. 76. 7. My immediate superior frequently motivates me a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 7 Options No of respondentsweightsTotal score Strongly agree15+230 Agree 67+167 Strongly disagree6-2-12 Disagree 12-1-12 GRAPH 2. 7 Inference: Most of the respondents agree that the ir immediate superior frequently otivates them with a mean of 0. 73. 8. I want my appraisal to be a) Confidential b) open TABLE 2. 8 OpinionNo of respondentsValue in percentage Confidential6666% Open3434% Total100100 GRAPH 2. 8 Inference: 66% of employees desire that their Performance Appraisal must be confidential and remaining 34% accept it to be open. 9. My interpersonal team relationship with peer, superiors and subordinates a) Very good b) good c) adequate d) inadequate TABLE 2. 9 OptionsNo of respondentsweightsTotal score Strongly agree29+258 Agree59+159 Strongly disagree12-2-24 Disagree0-10 GRAPH 2. 9 Inference:Majority of the respondents have a positive opinion towards the interpersonal team relationship with peer, superiors and sub- ordinates is good with a mean of 0. 93 . 10. I feel proud and motivated when my superior appreciates my work a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 10 OptionsNo of respondentsweightsTotal score Strongly agree35+242 Agree57+162 Strongly disagree4-2-18 Disagree4-1-8 GRAPH 2. 10 Inference: Majority of the respondents feel proud and get motivated when their superior appreciates their work with weighted average of 1. 15. Section c: feedback and evaluation: 1. Iam open to the feedback given by the appraiser a) Always b) sometimes c) rarely TABLE 2. 11 OpinionNo of respondentsValue in percentage Always6464% Some times3030% Rarely66% GRAPH 2. 11 Inference: 64% of the respondents always, 30% of the respondents sometimes, 6% of the respondents rarely. Majority of the respondents are open to their feedback â€Å"always†. 12. Employee opinion about frequency of appraisal system a) Annually b) half-yearly c) quarterly TABLE 2. 12 OpinionNo of respondentsValue in percentage Annually2828% Half-yearly5858% Quarterly1414% GRAPH 2. 12 Inference: 8% of the respondent’s half-yearly. 28% of the respondents annually, 14% of the respondents quarterly. The analyst gives a clear picture that most of the associates like to get appraisal â€Å"half-yearly†. 13. Opinion on performance linked promotional policy a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 13 OptionsNo of respondentsweightsTotal score Strongly agree21+242 Agree62+162 Strongly disagree9-2-18 Disagree8-1-8 GRAPH 2. 13 Inference: Majority of the respondents agree that the promotions are based on the rating derived from performance appraisal with weighted average of 0. 8. 14. The HRD department follows up the training needs Identified using appraisal seriously a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 14 OptionsNo of respondentsweightsTotal score Strongly agree7+214 Agree21+121 Strongly disagree18-2-36 Disagree54-1 -54 GRAPH 2. 14 Inference: Majority of the respondents are moderately agreed that the HRD dept follows the training needs identify the appraisal with a mean of 0. 55. 15. According to my opinion the following system is useful for our organization a) Team a ppraisal b) 360 degree appraisal c) self appraisal TABLE 2. 15OpinionNo of respondentsValue in percentage Team appraisal2929% 360 degree appraisal3636% Self appraisal3535% GRAPH 2. 15 Inference: 36% of respondents 360 degree appraisal, 35 % of the respondents self appraisal , 29% of the respondents team appraisal, majority of the respondents opined that the 360 degree appraisal is suitable for their organization. 16. Team work is considered as a factor in appraising employee performance a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 16 OptionsNo of respondentsweightsTotal score Strongly agree24+248 Agree58+158 Strongly disagree8-2-16 Disagree10-1 10 GRAPH 2. 16 Inference: Most of the respondents agree that team work is considered as a factor in appraising their employee performance with a mean of 0. 8. 17. My opinion on present rating system a) Very good b) good c) fair d) poor TABLE 2. 17 OptionsNo of respondentsWeightsTotal score Very good13339 Good562112 Fai r18118 Poor13-1-13 GRAPH 2. 17 Inference: Most of the respondents are opined that their present rating system is good with a weight age score of 1. 56 Section D: organization effectiveness: 18. At BFL the appraisal system provides for an open discussion between the Appraiser and appraise ) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 18 OptionsNo of respondentsweightsTotal score Strongly agree18+236 Agree67+167 Strongly disagree8-2-14 Disagree7-1 -7 GRAPH 2. 18 Inference: Majority of the respondents are agree that at BFL the appraisal system provides for a open discussion between the appraiser and appraise with a mean of 0. 82. 19. The appraisal system at BFL given each appraise an idea of what is expected Of him next year a) Very true b) true c) partly true d) not true TABLE 2. 19 OptionsNo of respondentsweightsTotal scoreVery true15345 True532106 Partly true22122 Not true10-1-10 GRAPH 2. 19 Inference: Majority of the respondents opined that A. S at BFL given e ach appraise an idea of what is expected of him next year with a weighted average of 1. 63 20. Up to what extent do the higher authority implement the Suggestions provide By employee a) All times b) some times c) none TABLE 2. 20 OpinionNo of respondentsValue in percentage All times1818 Some times6767 None1515 GRAPH 2. 20 Inference: 67% of the respondents sometimes, 18% of the respondents all times, 15% of the respondents none.Majority of the respondents agreeing that the higher authority implement the suggestion provide by employee â€Å"sometimes†. 21. Management support to improve the job performance a) strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 21 OptionsNo of respondentsWeightsTotal score Strongly agree20+240 Agree67+167 Strongly disagree5-2-10 Disagree8-1 -8 GRAPH 2. 21 Inference: Majority of the respondents are agree that the management supports to improve their job performance of employees with a mean of 0. 89. 22. Performance appraisal helps me to know my strengths and weakness after the Appraisal ) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 22 OptionsNo of respondentsweightsTotal score Strongly agree17+234 Agree61+161 Strongly disagree11-2-22 Disagree11-1 -11 GRAPH 2. 22 Inference: Majority of the respondents opined performance appraisal helps to know their strengths and weakness after the appraisal with a mean of 0. 62. 23. The performance appraisal is based on the real records and facts but not on Impressions a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 23 OptionsNo of respondentsweightsTotal score Strongly agree14+228Agree66+166 Strongly disagree9-2-18 Disagree11-1-11 GRAPH 2. 23 Inference: Most of the respondents agree that performance appraisal is based on the real records and facts but not an impressions with a weighted of 0. 65. 24. Iam paid worth my contribution a) Strongly agree b) agree c) strongly disagree d) disagree TABLE 2. 24 OptionsNo of respondentsweightsTot al score Strongly agree10+220 Agree66+166 Strongly disagree13-2-26 Disagree11-1-11 GRAPH 2. 24 Inference: Most of the respondents are moderately accepting they paid worth their contribution with a weighted average of 0. 49. CHAPTER-6Findings, Suggestions & Conclusion Findings 1 Majority of the respondents opined that project goals and functional goals are one and the same with a mean of 0. 42. 2. Majority of the respondents are agree that they can expect themselves in higher position if they perform consistently with a weighted average of 0. 62. 3. Majority of the respondents opined their job does not showing present scope for using their innovating skills in making decisions with a mean of 0. 16. 4. 33% of respondents 80%-100%, 31% of respondents 40%-60%, 29% of respondents 60%-80% and 7% of respondents 20%-40%.The analysis shows that only few employees can meet their target on time. 5. Majority of the respondents agree that they do not hesitate to discuss their personal problems w ith their superior with a weighted score of 0. 6. 6. Majority of the respondents agree that their superiors acknowledge and contribute to set their goals with a weighted average of 0. 76. 7. Most of the respondents agree that their immediate superior frequently motivates them with a mean of 0. 73. 8. 66% of employees desire that their Performance Appraisal must be confidential and remaining 34% accept it to be open. . Majority of the respondents have a positive opinion towards the interpersonal team relationship with peer, superiors and sub- ordinates is good with a mean of 0. 93 . 10. Majority of the respondents feels proud and get motivated when their superior appreciates their work with weighted average of 1. 15. 11. 64% of the respondents always, 30% of the respondents sometimes, 6% of the respondents rarely. Majority of the respondents are open to their feedback â€Å"always†. 12. 58% of the respondent’s half-yearly. 28% of the respondents annually, 14% of the res pondents quarterly.The analyst gives a clear picture that most of the associates like to get appraisal â€Å"half-yearly†. 13. Majority of the respondents agree that the promotions are based on the rating derived from performance appraisal with weighted average of 0. 78. 14. Majority of the respondents are moderately agree that the HRD dept follows the training needs identify the appraisal with a mean of 0. 55. 15. 36% of respondents 360 degree appraisal, 35 % of the respondents self appraisal, 29% of the respondents team appraisal, majority of the respondents opined that the 360 degree appraisal is suitable for their organisation. 6. Most of the respondents agree that team work is considered as a factor in appraising their employee performance with a mean of 0. 8. 17. Most of the respondents are opined that their present rating system is good with a weight avg score of 1. 56 18. Majority of the respondents is agree that at BFL the appraisal system provides for an open discus sion between the appraiser and appraise with a mean of 0. 82. 19. Majority of the respondents opined that A. S at BFL given each appraise an idea of what is expected of him next year with a weighted average of 1. 3. 20. 67% of the respondents sometimes, 18% of the respondents all times, 15% of the respondents none. Majority of the respondents agreeing that the higher authority implement the suggestion provide by employee â€Å"sometimes†. 21. Majority of the respondents are agreeing that the management supports to improve their job performance of employees with a mean of 0. 89. 22. Majority of the respondents opined performance appraisal helps to know their strengths and weakness after the appraisal with a mean of 0. 62. 23.Most of the respondents agree that performance appraisal is based on the real records and facts but not an impressions with a weighted of 0. 65. 24. Most of the respondents are moderately accepting they paid worth their contribution with a weighted average of 0. 49. SUGGESTIONS 1. Implementation of innovative ideas in decision making may be encouraged by the management. 2. The management may design the performance linked promotions. 3. The involvement of HRD department may be considered by management in assessing the training needs of employees based performance appraisal system. 4.The superiors should be more approachable when the employees come to them with improvement technique. On the whole the Performance Appraisal system at Bajaj Finserv Limited is Satisfactory. There are few areas which need due attention. The rating must be based purely on the performance. CONCLUSION: The conclusions that emerged from the study of Performance Appraisal System at Bajaj Finserv Limited are that the sampled associates prefer that some change should be brought down in the existing system. The associates feel that the best source of motivation is encouragement by superiors.A 360-degree appraisal system has been recommended by some of the associate s. Training needs to be identified based on the ratings and effective training programs must be conducted where in the associates can fulfill self development needs as well as organizational needs. LIMITATION OF THE STUDY: ?Options expressed by the employee in the questionnaire may not be very genuine. ?What the associates actually feel may not be truly expressed and hence there is the conclusion drawn from them need not apply to the whole organization. Could reach to a limited number of documents of different insurance companies in regard to the management and other policies and resultant figures so as to identify the exact cause of their lag in performance. ?Non-Proficiency in technical aspects of insurance companies might have hindered the best analysis of the findings. . Bibliography WEBSITES: www. bajajfinserv. com www. answers. com www. performanceappraisal. com www. google. com www. yahoo. com NEWSPAPERS AND MAGAZINE: The Hindu Personnel management Business today ICFAI magazi nes BOOKS: Personnel Management – Edwin FlippoHuman Resources and Personnel Management-k. Ashwathappa Essential of Human Resource Management-P. SubbaRao Personnel Management-C. Memoria Performance Management and Coaching-Prem Chadda Appendices Questionnaire Section -I : Regarding Setting Goals 1. Project goals are different from functional goals a)Strongly agree b) agree c) strongly disagree d) disagree 2. If I can perform consistently it will see me in higher position sooner than later a) Strongly agree b) agree c) strongly disagree d) disagree 3. My job presents scope for using my innovating skills in making my Decisions ) Strongly agree b) agree c) strongly disagree d) disagree 4. Percent of target matching with goals in 2007 – 08 a) 80%-100% b) 60%-80% c) 40%-60% d) 20%-40% Section-II: About the role of Superior 5. I don’t hesitate to discuss any of my personal problems with my Superior a) Strongly agree b) agree c) strongly disagree d) disagree 6. My superi or acknowledging and contributing to set the goals a) Strongly agree b) agree c) strongly disagree d) disagree 7. My immediate superior frequently motivates me a) Strongly agree b) agree c) strongly disagree d) disagree 8.I want my appraisal to be a) Confidential b) open 9. My interpersonal team relationship with peer, superiors and subordinates a) Very good b) good c) adequate d) inadequate 10. I feel proud and motivated when my superior appreciates my work a) Strongly agree b) agree c) strongly disagree d) disagree 11. Iam open to the feedback given by the appraiser a) Always b) sometimes c) rarely Section-III: Regarding Feedback and Evaluation 11. Iam open to the feedback given by the appraiser a) Always b) sometimes c) rarely 12. Employee opinion about frequency of appraisal system ) Annually b) half-yearly c) quarterly 13. Opinion on performance linked promotional policy a) Strongly agree b) agree c) strongly disagree d) disagree 14. The HRD department follows up the training n eeds Identified using appraisal seriously a) Strongly agree b) agree c) strongly disagree 15. According to my opinion the following system is useful for our organization a) Team appraisal b) 360 degree appraisal c) self appraisal 16. Team work is considered as a factor in appraising employee performance a) Strongly agree b) agree c) strongly disagree d) disagree 17.My opinion on present rating system a) Very good b) good c) fair d) poor Section –IV organization effectiveness 18. At BFL the appraisal system provides for an open discussion between the Appraiser and appraise a) Strongly agree b) agree c) strongly disagree d) disagree 19. The appraisal system at BFL given each appraise an idea of what is expected Of him next year a) Very true b) true c) partly true d) not true 20. Up to what extent do the higher authority implement the Suggestions provide By employee a) All times b) some times c) none 1. Management support to improve the job performance a) Strongly agree b) agree c) strongly disagree d) disagree .22. Performance appraisal helps me to know my strengths and weakness after the Appraisal a) Strongly agree b) agree c) strongly disagree d) disagree 23. The performance appraisal is based on the real records and facts but not on Impressions a) Strongly agree b) agree c) strongly disagree d) disagree 24. Iam paid worth my contribution a) Strongly agree b) agree c) strongly disagree d) disagree

Provide information and advice to young people Essay

1.1 – explain the importance of providing accurate and up to date information and advice to children and young people 0/3 The importance of up to date and accurate information and advice to the young people we care for is crucial, more so for the young people we are catering for as their behavioural needs are of a demanding nature and they need clarity when asking questions, to be able to give clean consice answers and asking the young person to repeat what was said to clarify helps de-escalate situations, puts young peoples minds at ease and also promotes trust in that adult. If we provide information that has been superceeded then we are undermining ourselves, eg: â€Å"child A you cant go to the city on your own as you haven’t completed any form of independent trip and it wouldn’t be safe† and then finding out that it had been agreed that going into the city would be the first step for their planned independence but you haven’t been told due to lack of communication. This then has a huge impact on that relationship with that child. They don’t feel that you care because you didn’t know about the plan, they think that your untrust worthy and change your mind. All of this can be avoided with being able to effectively communicate and provide to the young people up to date advice and information. The same priniciple applies when dealing with things like medical issues, some adults in the home may have some medical training but if they speak out of turn and try and diagnose or offer advice which is no longer relevant they they too could damage their relationship although having said that I have been quite negative the positives to providing up to date information and advice are the polar opposites, they help build firm relationships based on trust and acknowledgement of need and desire to help, belief in what you are saying and trying to do. The positives of providing up to date advice and information cannot be over looked in dealing with young people with behavioural difficulties and attachment disorde rs. 1.2 – explain the role of practitioners in providing impartial information and advice to children and young people 0/3 As a practioner in a young peoples care home I have a role of providing impartial adice to the young people, I can do this by offering support to them in making informed choices about areas that they are worried about or need more advice, I also have to look at whether they would be safe from explotation and explore this area with them, supporting them in preparation for employment; helping them create CV’s, running mock interviews for jobs, helping them wear appropriate dress and have good person hygiene. I as a practioner also need to make sure that I can send a young person the right direction or have them read the meterphoical sign posts that I give so that they can seeks upport for personal issues and relationship advice, through the use of our in house systemic therapists, the LAC nurse visits, legal aid and advocacy. As a carer in this role I need to support the young person in their own personal saftey. 2 – Establish and address the information and advice needs of children and young†¦ 2.1 – encourage the participation of and engagement with children and young people to establish their information and advice needs 0/3 I currently am supporting a young girl in the care home to take an active role in establishing her information and need for advice, I am able to do this by providing her with details of professionals; Doctors, opticians, dentists and general health care professionals. I encourage her in making her appointments, keep an accurate record and use that information to inform others and make arrangements, this is most recently been on show as I wanted her to have her immunistations completely up to date. This involved a long conversation with her about what she has had and what she is missing, this then lead to a trip to the doctors to get a print out of what she needed and where she could organise getting them, we then sat together and made phone calls and arranged dates for her to have the update jabs, this was then passed onto the duty care manager in the house who would write it in the house diary. This support and encouragement for getting things right shows that you have confidence in that young person and believe that they know what they are doing and you trust that. The encouragement for seeking advice comes to me within my working practice on a more personal level for the young people, I actively encourage and advise them to partake in restorative  meetings when nessecary and to seek out the support and advice from our in house therapists. Currently the young person that I work closely with has refused to speak about seeing a therapist, even just for a general conversation and when the in house therapist is in she avoids them as much as possible even exiting a room as they enter. On the opposite side though she has struggled with restorative meetings in the apst but now can understand the need for the process and actively welcomes it. We can also see that because of the investment in restorative practice that her behaviour has improved allowing her to fully involve herself in her educational studies, taking ownership of completing her BTEC food course and gaining certificates, seeking out for herself suitable work experience, taking active steps to create a better enviroment by working in the house garden and creating her own health and fitness rountines; going for walks in the morning. 2.2 – select information from appropriate sources that will best meet the needs of the young person 0/3 As carers in the house we have a responsibility to provide appropriate souces that will best meet the needs of our young people, we can do this by placing in the house college prospectus’ as this inspires a future and that we have placed certain colleges information around that we know that the young people can achieve this, we also can place information on their in house computers, CV builders, career planning software, connexions type websites on their bookmarks on the internet. We also need to be inclusive in what we provide so that we have information that can be accessed by young people with physical or sensory needs, or different languages, these are tailored to those children specficially and left in places that those children tend to spend lots of time, this could be having a prostectus in brail for a young person who has a visual impairment. We as an organisation need to also have a selection of information avaliable for the young people that will meet their needs, we have a contacts folder sitting in the house that has numbers for our local police community support officers, dentists, opticians, local places for Saturday job poteintial etc. This set of information is taken to meetings with the care team and the managers meetings during the week and is updated to meet the specific needs of our  young people 2.3 – verify the accuracy and currency of information before presenting it to the young person 0/3 We as carers need to make sure that the information that we provide is accurate and current, there is no point putting an information booklet about whats up and coming in our area when its two years out of date, as responsible adults all information that is avaliable to the young people needs to be accurate and current, this stops disappointment and the possibility of negatvie behaviours being presented due to not being able to do what they want. We can also see the need for accurate information when we are offering phone numbers for things like doctors, the need to provide the young people with accurate and current information about their savings in the bank, their trust fund at the house, their day to day activity money, clothing budgets and toiletries budget. We actively encourage the young people to take ownerhsip of these and encourage a regular meeting to discuss these so that the young person is kept as up to date as possible. This as they leave the care home comes more appare nt as we woud look at what current benefits if any the young person would be entitled to and how they would claim those, providing accurate records of transactions, pay slips etc. 2.4 – explain approaches to managing situations when the child and young person’s choices are different to those of their carers 0/3 When approaching situations when the young persons choices are different to those of us as carers we need to be able to demonstrate good listening skills and encourage the young people in our care to give an explanation for their choices, supporting these if the explanation holds but also offering realistic and proprotianal alternatives when their explanation doesn’t make sense etc. We as responsible adults who value the input from the young people have to mediate between the two ideals from young person to carer and use this to come up with a defined plan. This will also lead to us as carers having to diffuse heated situations either between us and the young person or between the young person and a peer, these situations then provide a good basis for restorative meetings, which shows the young people their growth in negotiation and diplomacy. We as carers through the use of positive intrigue  can almost sign post our young people to areas for relevant support and informatio n to gain what they need for what they are aiming for.

Emotional Intelligence and Leadership Essay Example | Topics and Well Written Essays - 1250 words

Emotional Intelligence and Leadership - Essay Example When leading others, a good leader will be willing to express emotions that are well aligned to the objective. This is either meant to encourage the subjects or to stress a point and show its importance. If the leader is also capable of reading other people’s emotions, he or she will be in a better position to deal with them knowing how well they accept the plans or how they perceive the project or the leader. This can be important in planning and motivating the subjects. This paper will analyze the five main elements of emotional intelligence and their application in leadership skills.Self-awarenessThis is the first element of emotional intelligence. With emotional intelligence, a leader is capable of being self-aware. This means that he or she knows and understand what he or she feels. This also encompasses the knowledge of the emotions and their effects on other people. To develop this kind of competence, a leader should be ready to put more focus on self-development aiming at making it possible first to know self before seeking to know others. This is the aspect of emotional intelligence referred to as action-based (Antonakis et al. 2009, pp. 247–261.). For this, three steps model is used. In this model the leader is supposed first to know self, be aware of his or her reactions to various situations. Then, the leader should be able to choose himself or herself. This means that the leader shifts the reactions from unconscious to intentional responses guided by competencies and optimism. Through the choosing.

BUS503 - Org. Change and Transformation Mod 4 Case Assignment Essay

BUS503 - Org. Change and Transformation Mod 4 Case Assignment - Essay Example partments after finishing their investigation, some of which were very similar to those made by the Rogers commission after the Challenger accident and investigation. CAIB concluded that the causes of the first shuttle accident were the same as the causes of the second accident (Vaughan, 2006). Their policy recommendations really fell into three areas which targeted organizational system failure. They felt the following needed to be addressed: isolate early warning signs and assure that everyone is aware of them, empower engineers to speak and be heard, and alter the present hierarchical and bureaucratic proceduralism that is embedded in the cultural patterns of the organization. They also felt that at the organizational level, they needed to deal with the broken safety culture by completely revamping it. They included in their recommendations: creating a an independent safety unit to provide safety oversight and giving decision power to over technical issues to the technical division instead of the Program Management (Vaughan, 2006). Further they felt that at the institutional level there was a need for the White House and Congress to be accountable for their role in causing these accidents and also be accountable for assuring that the future of the program is safe. They felt that the whole of the accidents were initially set in motion by the schedule constraints and the pushing for high risk technology coming from the White House and Congress. This created an atmosphere of safety second. In looking closely at these recommendations, it is recognized that there may be several classes of approach to change that is needed. This includes the Human processual approach. In this approach, it is recognized that small scale incremental changes over time lead to a major re-configuration of an organization (Banker & Alban, 1997). This may include the handling of data, team building, survey feedback and other issues. This would include the training that needs to be done

Teacher Contract Negotiations Essay Example | Topics and Well Written Essays - 1000 words

Teacher Contract Negotiations - Essay Example There are conditions that each individual should meet in order to receive unemployment compensation benefit. Each state has different conditions for an individual to qualify for unemployment compensation. The two most important determinants for eligibility to unemployment compensation benefit are contract and reasonable assurance. Discussion Unemployment compensation is also commonly known as unemployment insurance (UI). It is a program by the government which provides financial support to unemployed workers who are qualified. The federal government sponsors and administers the benefit program through the taxes collected from employers. However, in every state there are different conditions and rules to qualify to unemployment compensation benefits. In the case of Harker v. ... act† which is defined as any written, oral, implied, expressed or even a notice of appointment that indicates individual’s services are being accepted. â€Å"Reasonable assurance† means a written, oral or implied agreement that individual will perform services in an institution of education or government agency in an instructional, research, principal administrative, or any other capacity during the ensuing academic year or term (Harker v. Shamoto, No.25615, 2004). http://www.state.hi.us/jud/22784sdo.htm (see 1) Since the records of the employer showed that Harker was on the preferred list of three schools in his district and even accepted and worked 90 assignments at 8 different schools beginning on July 9, 2000, he was disqualified to apply for unemployment compensation (Harker v. Shamoto, No.25615, 2004).http://www.google.com.ua/#sclient=psy-ab&hl=ru&source=hp&q=worked+90+assignments+at+8+different+schools+beginning+on+July+9%2C+2000%2C&pbx=1&oq=worked+90+assig nments+at+8+different+schools+beginning+on+July+9%2C+2000%2C&aq=f&aqi=&aql=1&gs_sm=s&gs_upl=20042l21665l5l22413l1l1l0l0l0l0l291l291l2-1l1l0&fp=f0afe8921f3de3cb&biw=1133&bih=770 In the case of Ideal Academy Public Charter School v. Bernola, No. 07-AA-1224 (2009), the case stated District of Columbia’s conditions of â€Å"unemployed† individual that may receive unemployment compensation and defined the meaning of being â€Å"unemployed.† According D.C.Code  §?51-109 (2001), an individual is unemployed â€Å"with respect to any week during which he performs no service and with respect to which no earnings are payable to him [.]† and to meet this definition, â€Å"an individual must not have performed any services or received any earnings during the period benefits are claimed.† Even if Bernola received the

MODERN JEWISH HISTORY Essay Example | Topics and Well Written Essays - 1250 words - 1

MODERN JEWISH HISTORY - Essay Example The process of Jewish assimilation involved the cultural assimilation and social integration of the Jews. The Jews used to earlier live in their own tightly integrated community and would hardly integrate with the rest of the cultures in the world. However, during the age of enlightenment, the Jews started integrating themselves with the social surrounding of other cultures in order to assimilate themselves with the east and the western parts of the world. The primary reason as to why the Jews assimilated to different parts of the world, including South America and the Caribbean was to attain nationality in such countries as a way of integrating themselves with various cultures of the world. This phenomenon happened in slow stages, although by the end of the 19th century the Jews had placed themselves with various European and South American cultures, thus socializing with them and attaining their citizenship. This paper shall now address the methods adopted by the Jews to assimilate themselves with rest of the world. When the world was on the journey of renaissance, the Jews had their own place in history. They used to live with each other in a closed nit group and would seldom interact with the rest of the cultures. ... However, Christians, Muslims and other orthodox sects regarded this as disrespect to their culture. Since the Muslims were involved in social integration with Christians, there was a sense of acceptance for them from the European world. However, the Jews never met the same fate since they did not bother to socialize with the remaining class of people. This turned out to be a fallacy for them since they were not looked in the correct perspective from the outer world. The Jews were always a tiny minority since the time their religion came into existence. The Jews were the worshippers of a single God, and the fact that they were such a tiny minority did not allow them to socially integrate with other cultures, as they thought that if they would then the importance of their religion would go down as opposed to Christians and the Muslims, who were much bigger in numbers in comparison to their Jewish counterparts. The struggle to preserve their culture, the language along with their custom was the biggest stumbling block for the Jews in their attempt to socialize with the rest of the world. Those who moved within the European vicinity and adopted the European culture were met with much criticism. The conservative Jews, thus leading to an internal conflict among the Jews as to who were the purists, regarded them as outsiders. The conservatives always opposed the idea of integration, and this led to a break in the fragmentation of Jewish culture. The conservatives never accepted the liberals, and the liberals found it hard to integrate with the socially demanding European cultures consisting of Christians and Muslims, who were in much greater numbers, thus posing a threat to their identity,

Depression -bachelor in nursing Essay Example | Topics and Well Written Essays - 1000 words

Depression -bachelor in nursing - Essay Example This is one of the primary mood disorders characterized by a depressed mood and/or a decrease in interest in things that used to give pleasure. Depression acquires more severe proportions when the early warning signals get ignored by the person, his/her family or friends. Families and patients often tend to overlook this condition as they 'think' they should be able to control it themselves or the symptoms would soon disappear on their own. Some of the symptoms which lead to depression are; Though depression knows no limits of age or sex, yet the phenomenon is more prevalent in elder people and female. Ladies are more prone to depression as compared to their male counterparts owing to an additional type known as postpartum depression - the psychiatric disorder which grips the female soon after giving birth to a baby, also known as postnatal depression. Depression, in general can be classified as; Clinical Depression: Depression is classified as clinical when it is being felt by the family or friends that the patient requires clinical assistance for treatment. It is also known as Major depression or unipolar depression. People with this type of depression feel sad and appear detached from entertaining activities. Incoherent memory, problems in concentration, laziness and loss of appetite are some of the symptoms of such a disorder. Dysthymia or Persistent De... Dysthymia or Persistent Depression: This is a less severe type of depression often termed as minor depression. Under such type the person may feel like sad and dissatisfied with the happening around him/her. Such symptoms may temporarily disappear, only to recur with more severity if proper attention is not paid to the early warning signals. At times the person may not be aware of existence of such a depression as he/ she make it a part of their routine, often unenjoyable, life. Fatigue, low self-esteem, insomnia, bouts of concentration loss and appetite disturbances are some of the symptoms of Dysthymia, which are not considered severe enough to go for treatment. A person may feel sad on account of certain circumstances but, recurrence of such sadness leads to depression. Atypical Depression: This type of depression borders near major or clinical depression, but with less severity. Symptoms of atypical depression include fatigue, oversleeping, overeating and subsequent weight gain. Such a depression might be long lasting as the person feels unduly elated and looks for happiness even in circumstances where there's none. Bipolar or Manic Depression: As the name itself suggest, bipolar depression leads to formation of two different poles of mood, varying from lower levels to extremely high levels (manic situation), which leads to overreaction and often leads to suicides. For example, one of my neighbor who was just 39 yrs, with a family of two lovely kids and a working wife felt ignored by his wife and friends. He took retirement from a police job and started working as an instructor in a high school. During the police job he used to be

International business DISCUSSION Essay Example | Topics and Well Written Essays - 250 words - 3

International business DISCUSSION - Essay Example While they are out, HR professionals should contemplate on how much the expatriates rely on them and the impact of their personal touch they have. Organizations should invest in global awareness training and educate employees who are involved in global operations at all levels. The HR should give achievable expectations and be clear about post-assignment obligations. The role of the HR professional is to make the expat understand what the assignment, he/she is going to undertake. Expatriates should get predeparture assistance and consultations for expats and their families. It will be a good practice if basic language skills and intercultural training be provided to the expatriates (Tyler 98). Providing good strategies for expatriates such as a reasonable budget and a selection of support services would be a good approach. It spends employers’ money intelligently, and their families would confide in the business as they think the company recognizes the challenges the families go through. HR professional ought to enable mentor relationships amongst expatriates and establish systems to give incentives to mentors. Carl says, "Some of the expats I worked with had terrible times coming back; there was nothing available to them" (2006). Getting an expatriate home safely is an important cause to the expatriate, his/her family and the sponsoring organization (Tyler 100). An expatriate will experience emotional and professional challenges that deter an unbroken return and can result to their resignation. HR professional(s) has a mandate to make the expats feel lucky to have their job at the

Music and Architecture n Britain during the Period 1600 to 1750 Coursework

Music and Architecture n Britain during the Period 1600 to 1750 - Coursework Example The development in architecture has been influenced by a number of happenings in Italy during the initial Baroque period as in the case of Music. Subsequently, by early 18th century the Georgian Architecture evolves from the Baroque as an alternate and not so rich. The literature study will go through these periods of musical and architectural history to delve deeper into the happenings during this period, the development of both and their structure. Baroque period was the beginning of a major change in the approach to music in the Western Europe. The growing power of the Europe both economically and militarily led the music industry also to take its turn and grow. Baroque music is very complicated with motets and madrigals and movement of voices over and across one another creating the opera and the Oratorio. While one had the musical ingredients combined with drama and scenery, the Oratorio did not have the scenery making it just the voice and the music alone (Saddie J A, 1998). Du ring this period of Baroque, there was no piano and it is yet to be invented. The major musical instrument was the violin, which was considered the queen of all instruments. The keyboard instruments are the harpsichord and the organ. The Baroque period also saw the rise of what are called the Orchestras. Chamber music was played by the Chamber Orchestra which had a small group of players playing specific instruments. These were in Trios (3), Quartets (4) or in Quintets (5) and can go up to 10 players in all (Colles 1927). During this period the most common form of music came in as Instrumental Suite. They were mixed with dances so that the music and dance went together along with drama in some cases to make a complete presentation. In Opera, the voice was added. The Baroque Period was made proud by a number of composers and renowned musicians. The early Baroque period is normally looked at as the period between 1600 and 1654. Baroque's dividing line from the Renaissance period starts with the rise of the Opera, the musical drama. This was first staged in Italy by Claudio Monteverdi (Franklin Zimmerman, Jul 1958). This is normally referred to as the 'recitative style' which also permeates architecture and painting. While at the same time, on the music front the major change in the figured bass and in the polyphonic composition in association with the harmonic one. This was also the period when the music was slowly weaned away from the influence of the Catholic Church and a slow but steady move towards secular thought in music came up. The Protestant thought also reflected in the music and most of the developments in music can be attributed to the rising competition between catholic and protestant churches. One of the other major changes in mu sic was the text form of music which could transcend language barriers and was being used in Germany by Heinrich Schutz. This was completely redone from the prima practica, by Monteverdi as seconda practica (musica 2007). The Monteverdi style includes idiomatic writing, virtuoso flourishes and other new techniques. This became the core of the early Baroque Period and goes on up to the very end of this period in 1750. The influence of the Italian composers continued to dominate the music scene during the early

Critique of Zip Bam Pow Essay Example | Topics and Well Written Essays - 750 words

Critique of Zip Bam Pow - Essay Example There exists a generic and specific arrangement within the continuum that depends on the degree of affinity. The originality of the forms of these components, however, cannot be altered. The arrangements programmed in a manner that makes them look good or right from a human perspective. The appearance is false but Rizzo hold that embracing them is a necessity (Rizzo 2014). Rizzo did not aim his argument at changing the forms of predicates to make them sensible but rather appeared to express the reality in the US. Rizzo puts to the fold what he calls particulars through his experience by identifying and instantiating nature. Robinson disagrees with Rizzo’s views on universal ideas in his article Zip! Bam! Pow! He refutes claims by Rizzo that the way to goodness is by understanding the universe and differentiating the form of its components from the real status of its particulars (Rizzo 2014).Robinson posits that the highest outward appearance of existence is the life of the logical being. The lower forms of the same life in turn serve this. In his explanation, he supports slavery because by following his path, the barbarians were lesser rational beings compared to the Greeks. This was the offshoot of his varying views regarding the econo,mic situation of the US at the time. Robinson claims that all the components of the US with life posses’ inherent potentialities. Therefore, it is upon them to develop the said potential to the maximum. This means that the most satisfying form of human nature is that a person has to use his rational abilities to the fullest. Robinson was much younger than Rizzo was. However, he differed in a ferocious manner him. Robinson’s writing was very different in both style and content. The two only strike a common ground on various matters, which shows that they spend quite a considerable amount of time together. The two great philosophers agree that the life of

Luxury Brands Essay Example for Free

Luxury Brands Essay Luxury Brands: What Are They Doing About Social Responsibility? David S. Waller, Marketing Discipline Group, University of Technology Sydney Anurag G. Hingorani, Marketing Discipline Group, University of Technology Sydney Abstract Although luxury goods may be synonymous with extravagance, lavishness, and even waste, it may appear to be a contradiction that a number of companies that manufacture and sell luxury brands have also discovered the value of being socially responsible. With growing criticism of the high costs and exploitation in the manufacture of luxury goods, some companies are increasing the extent to which corporate social responsibility and sustainability issues feature in their business practices. This paper will look at the issues regarding luxury brands and social responsibility, and will focus on LVMH Moà «t Hennessy Louis Vuitton, the world‟s largest luxury goods conglomerate. Introduction Despite the recent global financial crisis and continuing economic troubles worldwide, sales of luxury brands are growing. According to the Luxury Goods Worldwide Market Study, luxury spending in 2011 rose 8% to â‚ ¬185 billion ($US274 billion) in 2011, with growth in the US, Europe and China, which was after a fall in sales in 2008 and 2009 (Holmes 2011). Brand names like Chanel, Yves St Laurent, Louis Vuitton and Tiffany Co. have become household names and brands that some people aspire to purchase and wear. However, luxury brands have also been often criticised for being extravagant, overpriced, exploiting third world suppliers, and wasteful when many people are struggling financially. As luxury brands promote themselves to the global audience, some companies are increasing the extent to which corporate social responsibility (CSR) and sustainability issues feature in their business practices. This paper will explore the issues related to luxury brands and social responsibility, with a particular focus on LVMH Moà «t Hennessy Louis Vuitton, the world‟s largest luxury goods conglomerate which includes internationally recognised brands such as Christian Dior, TAG Heuer, Fendi, Marc Jacobs, Guerlain, Kenzo and Givenchy. A content analysis of the 2010 Annual report will reveal the CSR initiatives/activities undertaken by LVMH and some implications for CSR disclosure will be discussed. Background Since some embarrassing corporate ethical and financial disasters, many organisations are taking steps to improve their corporate governance, ethical practice and CSR activities (Agrawal and Chadha, 2005; Margolis and Walsh, 2001). There has been particular interest in CSR, in which there is a â€Å"concern for the impact of all of the corporations activities on the total welfare of society† (Bowman and Haire, 1976, p. 13). CSR activities and disclosure have increased with organisations identifying different types of CSR initiatives that they undertake, including those that relate to work output, HR activities, social/community commitment, and environmental initiatives (Gray, Owen and Maunders, 1987; Luo and Bhattacharya, 2006; Waller 2009; Waller and Lanis, 2009). These CSR activities can help promote a specific image that management would like to portray to its various stakeholders, and counter criticism for other issues that may affect the company. The luxury industry thrives on the creation of an image and the communication of brandassociations. This contributes to the interest in luxury brands by many consumers who might want to portray a particular image or feel a certain way by acquiring and consuming luxury goods and services. Not only consumers but also academic and industry researchers are  interested in luxury brands (Bendell and Kleanthous 2007; Fionda and Moore 2009; Kapferer and Bastien 2009; Phau and Prendergast 2000). Most consumers prefer to purchase a wellknown, reputable brand over a cheaper, unknown brand, especially when making highinvolvement purchases, or products that reflect a buyer‟s personality. Luxury provides selfexpression which reflects class, status, and quality. However, at a time when there is increasing unemployment, economic troubles around the world, and a downturn in sales, there is a concern that a luxury brand is elitist and uncaring for the wider community. In 2007, the WWF-UK measured 10 luxury brands on their environmental, social and governance (ESG) performance – and the brands did not fair well (Bendell and Kleanthous 2007). In relation to the marketing of luxury brands in a world of rich and poor, the report states: â€Å"Luxury brands are experiencing rapid expansion in societies that contain both very rich and very poor people. Such societies can view displays of conspicuous consumption as a threat to social cohesion. This is true, for example, in China, where the authorities in Beijing have banned the use of billboards to advertise luxury products and services. In this context, the credibility of luxury products and services will be derived from their ability to generate wellbeing, not only for consumers, but also for those involved in (or affected by) their production, use, reuse and disposal.† The report ranked the top 10 largest luxury goods companies on an environmental, social and governance (ESG) performance ranking. This was based on: (1) what the companies report to the community; and (2) what media and non-governmental organisations have said about the companies. The companies were given a score out of 100, and graded from A (the best) to F (the worst). Out of the 10 companies, none were graded more than a C+ with LOreal topping the ranking, followed by Hermà ¨s and Louis Vuitton. By being more proactive in their civic responsibilities and keeping within government regulations in their business operations, an organisation can build a reputation as a good corporate citizen. Some CSR activities that luxury brands can undertake include eco-friendly ingredient sourcing, fair pricing, eco-manufacture, and efficient non-wasteful distribution, as well as corporate sponsorship. This study will examine the CSR activities run by LVMH Moà «t Hennessy Louis Vuitton, the world‟s largest luxury goods conglomerate, via a content analysis of the LVMH 2010 Annual Report. The main company information about LVMH is found in Table 1. Table 1: LVMH Moà «t Hennessy Louis Vuitton Company Information Luxury goods, retail Industry Founded Headquarters Products Brands 1987 Paris, France Clothing, cosmetics, fashion accessories, jewellery, perfumes, spirits, watches and wines Includes: Moà «t et Chandon, Hennessy, Glenmorangie, Fendi, Donna Karan, Givenchy, Kenzo, Louis Vuitton, Marc Jacobs, Parfums Christian Dior, Guerlain, Bulgari, TAG Heuer, Zenith, Hublot, DFS, Le Bon Marchà © â‚ ¬20.32 billion â‚ ¬3.032 billion 83,540 Methodology Organisations can communicate their CSR information through a variety of sources such as advertising, annual reports, public relations and their websites. In this study, the annual report was analysed as this is the only document produced regularly to comply with regulatory requirements and is central to the organisation‟s own image (Gray, Kouhy and Lavers 1995). After finding the LVMH 2010 annual report online from the company website (www.lvmh.com), a search was made for a social responsibility section in the report.

National Disaster Risk Reduction Management Policies

National Disaster Risk Reduction Management Policies The Philippine Disaster Risk Reduction Management Act of 2010 (Republic Act 10121) is an act strengthening the Philippine disaster risk reduction and management system, providing for the national disaster risk reduction and management framework and institutionalizing the national disaster risk reduction and management plan. Republic Act 10121 was signed by former president Gloria Macapagal Arroyo on the 27th of May, last year after the country was hard hit by typhoon Ondoy and Pepeng leaving the country with high death toll and millions of property losses. According to the law, Republic Act 10121 will provide for the development of policies and plans and the implementation of actions and measures pertaining to all aspects of disaster risk reduction and management, including good governance, risk assessment and early warning, knowledge building and awareness raising, reducing underlying risk factors, and preparedness for effective response and early recovery. After the 8.9 magnitude earthquake and tsunami that struck Japan, Senator Juan Miguel Zubiri filed Resolution No.426 asking the Senate Committee on Natural Resources and the Committee on Climate Change to determine the implementation of the Philippine Disaster Risk Reduction Management Act of 2010 , which calls for the development of a comprehensive program to mitigate the effects of natural calamities. In an interview with Senator Juan Miguel Zubiri, he said, Almost a year after the enactment of Republic Act No.10121 and with the recent natural calamities happening in the Asian region and nearby countries, it is timely for Congress and our people to be informed of the status and implementation of the countrys National Disaster Risk Reduction and Management Plan. He further said that the Japan earthquake was preceded by a destructive 6.3 magnitude earthquake in Christ-church, New Zealand, thus, there are some who raised the possibility that a powerful earthquake happening in the Philippines could not be far behind. Senator Edgardo Angara also expressed his concern over the countrys ability to address a strong earthquake and tsunami at the same time. He also said that, We are fortunate to have not been severely affected by this catastrophe which has crippled Japan, despite all their measures to safeguard the people and the infrastructure. But what if we are not so lucky next time? The Philippines is not nearly as prepared. In view of challenges and risks that disasters pose in our society, a broader and more comprehensive response to changes prevailing in the country today can be achieved through the integration of the CNE (cultural-natural-economic) Model for sustainable development. The CNE model is a single integral unity of understanding not only of economics but also of its interface with ecology and sociology. Gonzales (2005) mentioned, in his in-depth study of the CNE model, that a balance between culture and nature is life giving and life nourishing. The economic system is primarily subsistence with no monetary type of transaction of persons and communities. There is a free flow of free goods from nature than economic goods from the marker system. This phenomenon is the dependency to Common Property Resource by communities. On the other, the non dependency to Common Property Resource by communities phenomenon showed rather different approach. The life giving forces of culture and nature have been threatened by imbalances in the system of society, ecology, and economy. There is perceived contradiction between traditions, industrial interest and survival. Economic system on the other end integrates a perceived conflict between subsistence and commercial activities. Statement of the Problem Past and current studies present a narrow perspective on the relationship of National Disaster Risk Reduction and Management (DRMM) policies to culture, nature, and to the nations economy. In the Philippine setting, few studies were directed towards such studies. The inadequacy of existing literature in the Philippines directs us to assessing the degree of integration of the CNE Model in DRMM policies. Objectives of the Study General Objective: The study aims to assess the degree of integration of the CNE Model in the DRMM policies Specific Objectives: To determine if in the current DRRM policies, mechanism are in place to protect the cultural integrity of vulnerable population groups in the event of a disaster. To determine to what extent do programs on pre-disaster preparedness, response and post-disaster recovery work under the framework of environmental sustainability? To investigate if mechanism are in place to address economic recovery during post-disaster phase. Are there policies that make local economies resilient to the effects of disaster? To what extent are these policies implemented? Has there been an assessment of economic resiliency development in response to disaster? Review of Related Literature Disasters cause great damage by disrupting the functioning of a society thus rendering the country incapable of coping through using its own resources as there is a need for outsider assistance in order to effectively preserve lives and the environment. Conversely, Natural hazards are natural phenomena that are potential threats to people within a society, structures or economic assets and may cause disaster. Natural disasters are inevitable and ubiquitous worldwide, they are chiefly present in the forms of hurricanes, earthquakes, floods, droughts, and volcanoes. The great damages caused by natural disasters may be divided into three categories: social, economic and environmental. To name a few impacts of disaster are as follows: loss of lives and homelessness, disruption of communities, employment (social impact) process of money being diverted into relief activities and reconstruction, Gross Domestic Product (economic impacts), food shortage and the contamination of water, loss of homes (social impacts) and the overall impact on the economy as well as assistance received from outsiders (economic impacts). Impacts of Disaster on Culture/Society The social consequences of natural disasters can be far larger than the immediate physical effects of the disaster. Primary damage is the destruction of buildings and roads, and it is the most obvious form of consequence from natural disasters. Secondary, or social, consequences stem from the primary. The impact of natural disasters is strongly linked with social factors; for example, 90 percent of deaths from natural disasters occur in the developing world. The most obvious devastating effect of leaving people homeless, destruction of housing can have other major long-term impacts on a society. Health issues have short- and long-term consequences. In most countries of the developing world, the health care infrastructures are already poor, so they simply cannot cope with the strain on resources that natural disasters create. Education is one of the biggest losers in a natural disaster. Lack of access to education cannot be underestimated, as it prevents children from receiving adequa te training. Political instability can last for years after a natural disaster. In the developing world, where responses to natural disasters are limited by poor infrastructure, governments are often blamed for slow action. Political instability can lead to the breakdown of law, which again severely inhibits the recovery of the local economy, in terms of domestic trade and external investment. Impacts of Disaster on Nature/Environment The impacts of disasters, whether natural or man-made, not only have societal dimensions, but environmental ones as well. Environmental conditions may exacerbate the impact of a disaster, and vice versa, disasters have an impact on the environment. Deforestation, forest management practices, agriculture systems etc. can exacerbate the negative environmental impacts of a storm or typhoon, leading to landslides, flooding, silting and ground/surface water contamination. The majority of risks and vulnerabilities that humans are facing have environmental precedence, whether natural or built environments. Human production and consumption patterns lead to environmental degradation, which results in exacerbation of natural risks and hazards. Impacts of Disaster on Economy The impacts of natural disasters have historically been devastating on economies that do not move to offset these effects. The economy of the U.S. and Japan are unique in that disaster recovery plans are set up to help offset such economic impacts. Furthermore, both economies are resilient to such shocks given the expectations of such shocks to take place. Developing countries often do not share the same luxury and cannot avoid the long term economic impacts. The impacts in question are specifically reductions in aggregate supply and demand, with lower levels of output (income), causing price deflations and higher levels of unemployment. Furthermore, the Japanese government on Wednesday estimated the direct damage from a deadly earthquake and tsunami that struck the countrys northeast this month at as much as $310 billion, making it the worlds costliest natural disaster. Tokyo said the estimate covered damage to roads, homes, factories and other infrastructure, and eclipses the losses incurred by other natural disasters such as the 1995 Kobe quake and Hurricane Katrina in 2005. Loayza et al (2011) research paper studies several such disasters in both developed and developing countries over the period 1961-2005 to determine their impact on growth. Their focus is on the impact of growth in the medium term, over five years. The researchers study four different types of natural disasters-droughts, floods, earthquakes and storms-and find that they affect economies differently. Droughts, for instance, have a negative impact on growth because they lower agricultural production, hamper the provision of raw materials for industry, and also affect electricity generation. Floods, if they do not last too long and are localized, can, however, have a positive effect on growth if they lead to higher agricultural production and greater electricity generation. But heres what the paper has to say about the effect of earthquakes: Earthquakes may have a positive impact on industrial growth. Although they severely affect both workers and capital, earthquakes particularly destro y buildings, infrastructure, and factories. The capital-worker ratio is then sharply diminished, the average (and marginal) product of capital increases, and output grows as the economy enters a cycle of reconstruction. Moreover, if destroyed capital is replaced by a vintage of better quality, factor productivity increases, leading to a further push to higher growth.Thats why most analysts (and there is no shortage of armchair analysts on natural disasters these days, they have mushroomed like radiation after a nuclear disaster) have said that while there will be a short-term negative impact on the Japanese economy, longer-term growth will be positive as reconstruction starts. Storms, on the other hand, have negative effects on agricultural growth, as crops are destroyed, but their impact on industrial growth is positive, again because of the destruction of capital, which has to be rebuilt later. The authors say that while droughts affect the greatest number of people, earthquakes c ause the most destruction. The results also depend on the severity of the natural disaster. The authors point out that while moderate earthquakes and storms can have a beneficial reconstruction effect on industrial growth, severe events are so devastating that the loss of capital cannot be compensated by increasing capacity, thus dissipating the potential gains. Overall, any potential positive effects on growth from natural disasters appear to disappear when natural disasters are extreme. And finally, the economies of developing countries are more affected by natural disasters than those of developed countries and the poor are affected the most. The study more or less confirms what is suggested by common sense. But perhaps the most worrying effect of the disaster in Japan has been the danger of radioactive leakage from nuclear plants. If this leads to a shift away from nuclear energy to oil, that could well have much more far-reaching impact, not only on the Japanese economy, but gl obally as well. Disaster Risk Reduction and Management on a Wider Perspective The International Strategy for Disaster Reduction System The International Strategy for Disaster Reduction (ISDR) is a system of partnerships. These partnerships are composed of a broad range of actors, all of which have essential roles to play in supporting nations and communities to reduce disaster risk. Partners include Governments, inter-governmental and nongovernmental organizations, international financial institutions, scientific and technical bodies and specialized networks as well as civil society and the private sector. The Global Platform for Disaster Risk Reduction is the main forum for continued and concerted emphasis on disaster reduction, providing strategic guidance and coherence for implementing the Hyogo Framework, and for sharing experiences and expertise among all its stakeholders. A secretariat the UNISDR secretariat supports and assists the ISDR System in implementing the Hyogo Framework for Action. Purpose of the ISDR system The overall objective of the International Strategy for Disaster Reduction (ISDR) system is to generate and support a global disaster risk reduction movement to reduce risk to disasters and to build a culture of prevention in society as part of sustainable development. In pursuit of this objective, the ISDR system supports nations and communities to implement the Hyogo Framework for Action through widened participation of Governments and organizations in the ISDR; raising the profile of disaster reduction in the priorities and programmes of organizations; and building a stronger, more systematic and coherent international effort to support national disaster reduction efforts. United Nations Development Programme (Disaster Reduction Unit) According to UNDP reducing the impact of natural disasters requires a comprehensive approach that accounts for the causes of a societys vulnerability to disasters. Not only must a comprehensive strategy be articulated, but the political will must be established to sustain new policies. The key elements of a comprehensive approach to disaster risk reduction consist of: Political will and governance aspects (policies, legal frameworks, resources and organizational structures) Risk identification (risk and impact assessment, early warning) Knowledge management (information management, communication, education training, public awareness, research) Risk management applications (environmental and natural resource management, social and economic development practices, physical and technical measures) Preparedness and emergency management Disaster Risk Reduction and Management in the Philippine Context Disaster Risk Reduction (DRR) is a systematic approach to identifying, assessing and reducing the risks of disaster. It aims to reduce socio-economic vulnerabilities to disaster as well as dealing with the environmental and other hazards that trigger them. United Nation agencies such as UNISDR and UNDP define it as The conceptual framework of elements considered with the possibilities to minimize vulnerabilities and disaster risks throughout a society, to avoid (prevention) or to limit (mitigation and preparedness) the adverse impacts of hazards, within the broad context of sustainable development. DRR is such an all-embracing concept that it has proved difficult to define or explain in detail, although the broad idea is clear enough. Inevitably, there are different definitions of the term in the technical literature but it is generally understood to mean the broad development and application of policies, strategies and practices to minimise vulnerabilities and disaster risks throughout society The term disaster risk management (DRM) is often used in the same context and to mean much the same thing: a systematic approach to identifying, assessing and reducing risks of all kinds associated with hazards and human activities. It is more properly applied to the operational aspects of DRR: the practical implementation of DRR initiatives. Republic Act No.10121 defines DRR as the concept and practice of reducing disaster risks through systematic efforts to analyze and manage the causal factors of disasters, including through reduced exposures to hazards, lessened vulnerability of people and property, wise management of land and the environment, and improved preparedness for adverse events. Disaster Risk Reduction and Management (DRRM) on the other hand is the systematic process of using administrative directives, organizations, and operational skills and capacities to implement strategies, policies and improved coping capacities in order to lessen the adverse impacts of hazards and the possibility of disaster. Prospective disaster risk reduction and management refers to risk reduction and management activities that address and seek to avoid the development of new or increased disaster risks, especially if risk reduction policies are not put in place. Furthermore, the law provides for comprehensive, all hazards, multi-sectoral, inter-agency and community-based approach to disaster risk reduction and management through the National Disaster Risk Reduction and Management Framework (NDRRMF). The National Disaster Risk Reduction and Management Plan (NDRRMP) on the other hand shall provide for the identification of hazards, vulnerabilities and risks to be managed at the national level; disaster risk reduction and management approaches and strategies to be applied m managing said hazards and risks; agency roles, responsibilities and lines of authority at all government levels; and vertical and horizontal coordination of disaster risk reduction and management in the pre-disaster and post-disaster phases. It shall be in conformity with the NDRRMF. Among the policies of Republic Act No.10121 are as follows: (a) Uphold the peoples constitutional rights to life and property by addressing the root causes of vulnerabilities to disasters, strengthening the countrys institutional capacity for disaster risk reduction and management and building the resilience of local communities to disasters including climate change impacts; (b) Adhere to and adopt the universal norms, principles and standards of humanitarian assistance and the global effort on risk reduction as concrete expression of the countrys commitment to overcome human sufferings due to recurring disasters; (c) Incorporate internationally accepted principles of disaster risk management in the creation and implementation of national, regional and local sustainable development and poverty reduction strategies, policies, plans and budgets; (d) Adopt a disaster risk reduction and management approach that is holistic, comprehensive, integrated, and proactive in lessening the socioeconomic and environmental impacts of disasters including climate change, and promote the involvement and participation of all sectors and all stakeholders concerned, at all levels, especially the local community; (e) Develop, promote, and implement a comprehensive National Disaster Risk Reduction and Management Plan (NDRRMP) that aims to strengthen the capacity of the national government and the local government units (LGUs), together with partner stakeholders, to build the disaster resilience of communities, and to institutionalize arrangements and measures for reducing disaster risks, including projected climate risks, and enhancing disaster preparedness and response capabilities at all levels; (f) Adopt and implement a coherent, comprehensive, integrated, efficient and responsive disaster risk reduction program incorporated in the development plan at various levels of government adhering to the principles of good governance such as transparency and accountability within the context of poverty alleviation and environmental protection; (g) Mainstream disaster risk reduction and climate change in development processes such as policy formulation, socioeconomic development planning, budgeting, and governance, particularly in the areas of environment, agriculture, water, energy, health, education, poverty reduction, land-use and urban planning, and public infrastructure and housing, among others; (h) Institutionalize the policies, structures, coordination mechanisms and programs with continuing budget appropriation on disaster risk reduction from national down to local levels towards building a disaster-resilient nation and communities; (i) Mainstream disaster risk reduction into the peace process and conflict resolution approaches in order to minimize loss of lives and damage to property, and ensure that communities in conflict zones can immediately go back to their normal lives during periods of intermittent conflicts; (j) Ensure that disaster risk reduction and climate change measures are gender responsive, sensitive to indigenous knowledge systems, and respectful of human rights; (k) Recognize the local risk patterns across the country and strengthen the capacity of LGUs for disaster risk reduction and management through decentralized powers, responsibilities, and resources at the regional and local levels; (l) Recognize and strengthen the capacities of LGUs and communities in mitigating and preparing for, responding to, and recovering from the impact of disasters; (m) Engage the participation of civil society organizations (CSOs), the private sector and volunteers in the governments disaster risk reduction programs towards complementation of resources and effective delivery of services to the Citizenry; (n) Develop and strengthen the capacities of vulnerable and marginalized groups to mitigate, prepare for, respond to, and recover from the effects of disasters; (o) Enhance and implement a program where humanitarian aid workers, communities, health professionals, government aid agencies, donors, and the media are educated and trained on how they can actively support breastfeeding before and during a disaster and/or an emergency; and (p) Provide maximum care, assistance and services to individuals and families affected by disaster, implement emergency rehabilitation projects to lessen the impact of disaster, and facilitate resumption of normal social and economic activities. The CNE Model The CNE Model is the integration of the CNE (cultural-natural-economic) factors to sustainable development. The CNE model is a single integral unity of understanding not only of economics but also of its interface with ecology and sociology. Gonzales (2005) mentioned, in his in-depth study of the CNE model, that a balance between culture and nature is life giving and life nourishing. The economic system is primarily subsistence with no monetary type of transaction of persons and communities. There is a free flow of free goods from nature than economic goods from the marker system. This phenomenon is the dependency to Common Property Resource by communities. On the other, the non dependency to Common Property Resource by communities phenomenon showed rather different approach. The life giving forces of culture and nature have been threatened by imbalances in the system of society, ecology, and economy. There is perceived contradiction between traditions, industrial interest and survival. Economic system on the other end integrates a perceived conflict between subsistence and commercial activities. The integration of the CNE model to sustainable development can lead to an eagles view to the prevailing changes in the country today. It does not only focus on one aspect of the problem but sees the problem in a wider perspective. It also considers factors like culture, nature, and economy in order to create a more comprehensive approach to a countrys development and sustainability. There had been a lot of literature published with regards to DRRM but does not provide links with assessing the integration of the CNE Model to DRRM. There are studies assessing the integration of the environment to DRRM, as well as assessing the integration of the economy to DRRM, but does not encompass all the CNE factors. Theoretical and Conceptual Framework The Hyogo Framework for Action The Hyogo Framework for Action 2005-2015: Building the Resilience of Nations and Communities to Disasters was adopted at the World Conference on Disaster Reduction, held in Kobe, Hyogo, Japan, 18-22 January 2005. It provides a strategic and comprehensive global approach to reducing vulnerabilities to natural hazards, and represents a significant reorientation of attention toward the root causes of disaster risks, as an essential part of sustainable development, rather than on disaster response alone. It stresses the need for greater political commitment and public awareness, and defines an expected outcome, three strategic goals and five priority areas of action. The Frameworks implementation is identified as primarily the responsibility of States, but with the active participation of others such as local authorities, nongovernmental organizations, the scientific community and the private sector. Regional and international communities, including the international financial institutio ns, the UN system and the International Strategy for Disaster Reduction (ISDR), are called on to provide an enabling environment and to support capacity development. The ISDR system undertakes international efforts to reduce disaster risk and includes Governments, intergovernmental and nongovernmental organizations, international financial institutions, scientific and technical bodies, as well as civil society. The Hyogo Framework calls for the following priority actions: Ensure that disaster risk reduction is a national and a local priority with a strong institutional basis for implementation. (Planning, budgeting and implementing risk reduction policies to avoid settlement in hazardous areas and to ensure that hospitals and schools are hazard resistant, for example) Identify, assess and monitor disaster risks and enhance early warning. (Knowing the risks and taking action involves identifying, assessing and monitoring disaster risk and enhancing early warning) Use knowledge, innovation and education to build a culture of safety and resilience at all levels. (Raising awareness and educating all, through school curricula and sectoral training for instance, to reduce vulnerability) Reduce the underlying risk factors. (Reducing communities vulnerability and risk in sectors through land-use zoning and building codes, by protecting ecosystems and natural defences, and developing insurance and microfinance initiatives) Strengthen disaster preparedness for effective response at all levels. (Being prepared and ready to act including by developing and testing contingency plans, establishing emergency funds and coordination systems) Results and Discussions Culture, nature, and economy factors of the CNE Model were considered in the formulation of the DRRM policies of the country. One of the policies explicitly state that the country will adopt a disaster risk reduction and management approach that is holistic, comprehensive, integrated, and proactive in lessening the socioeconomic and environmental impacts of disasters including climate change, and promote the involvement and participation of all sectors and all stakeholders concerned, at all levels, especially the local community. In relation to the culture/social, the law integrated this factor by upholding the peoples constitutional rights to life and property by addressing the root causes of vulnerabilities to disasters, and by adhering to and adopting the universal norms, principles and standards of humanitarian assistance and the global effort on risk reduction as concrete expression of the countrys commitment to overcome human sufferings due to recurring disasters. Furthermore, the law integrated the culture factor to the DRRM policies by mainstream disaster risk reduction into the peace process and conflict resolution approaches in order to minimize loss of lives and damage to property, and ensure that communities in conflict zones can immediately go back to their normal lives during periods of intermittent conflicts, ensuring that disaster risk reduction and climate change measures are gender responsive, sensitive to indigenous knowledge systems, and respectful of human rights, by developing and strengthening the capacities of vulnerable and marginalized groups to mitigate, prepare for, respond to, and recover from the effects of disasters, by providing maximum care, assistance and services to individuals and families affected by disaster, implement emergency rehabilitation projects to lessen the impact of disaster, and facilitate resumption of normal social and economic activities. The nature/environment factor on the other hand was the least integrated and considered in the DRRM policies. The only policy integrated this factor was mainstream disaster risk reduction and climate change in development processes such as policy formulation, socioeconomic development planning, budgeting, and governance, particularly in the areas of environment, agriculture, water, energy, health, education, poverty reduction, land-use and urban planning, and public infrastructure and housing, among others. In the ISDR, the nature/environment factor was highly integrated and considered to DRRM policy making. ISDR stated that nature degradation plays a big role to natural disaster occurrences and natural disasters have great impact to environment. Lastly, the economic factor was also integrated in the DRRM policies by incorporating internationally accepted principles of disaster risk management in the creation and implementation of national, regional and local sustainable development and poverty reduction strategies, policies, plans and budgets. Integrating economic factor to DRRM policies though in the country was not that highly considered. Unlike for developed countries were economy was highly considered. There had been no policies making the local economies resilient the effects of disasters. Conclusions and Recommendations In can be concluded from the study that the CNE factors of the CNE Model to sustainability were integrated in the DRRM policies in the country, however the country put little emphasis on the integration of the nature/environment and economy factors. The CNE Model to sustainability suggests that all the three factors should be considered in DRRM policy making in order to encompass all the aspects needed. Specifically, the nature/environment and economic considerations should be integrated and emphasized in DRRM policies. For instance, DRRM policies should set forth mechanisms that promote and enhance the resiliency of nature/environment and local economies to disasters. Invest in natural resource management, infrastructure development, livelihood generation and social protection to reduce vulnerability and strengthen the resilience of rural livelihoods. Protect and enhance ecosystem services through mechanisms such as protected area